Kent State University
Network and Information Systems Study

RECOMMENDATIONS


INTRODUCTION

The team conducted an in-depth review of the problem statements detailed in the previous session and prepared a series of recommendations to address the issues. In preparation for developing recommendations, the team not only reviewed problem statements, supporting interview documentation, and questionnaires, but also considered the strengths of the current information technology environment at Kent State University. Furthermore, the team participated in an education day (sponsored by IBM) on the current trends and directions of technology in the University environment. Education day presentations included administrative systems, enrollment management, network communications, and local area network-based electronic mail. In addition, the team reviewed the Academic Support System. Task Force report and the Campus wide Network Communications Plan.


    MANAGEMENT, ORGANIZATION, POLICIES, PLANNING

  1. Mission. The University should develop a formal statement that reflects the strategic importance of information technology. This statement should articulate the role that information technology plays in support of the achievement of the University mission and strategic plans for the future.

    Following is a recommended formal statement:

    Information technology and network communications are expected to play a vital and strategic role as Kent State University fulfills its mission. Kent encourages the creative and innovative use of technology to improve the quality of instruction; research; information processing, access, and reporting; system integration; and administrative support.

    Kent State University should utilize technology to successfully compete with peer institutions for quality students, faculty, and staff. At a minimum, Kent should be current with peer institutions in its use of technology.

    Kent State University should seek alternate methods of funding such as vendor partnerships and grants to overcome budget constraints and minimize the up-front monies necessary to move into new technologies.

  2. Peer Institutions. The University should identify a peer group of institutions which would serve as benchmarks against which comparisons could be made on information technology and network communications development. The team understands that the University currently is involved in a benchmarking project with approximately ninety-seven other institutions. This project is sponsored by the National Association of College and University Business Officers ((NACUBO)) and coopers Lybrand and Company. Data from this project should help facilitate the benchmark comparison process for institutions participating in the NACUBO study that are identified as peers of Kent. Also, this project should help provide the University with the definition of criteria or categories for measurement.

    A beginning list of possible peer institutions should be identified by the Technology Policy Advisory Committee.

  3. Technology Policy Advisory Committee. We recommend that a broad-based committee be established to advise the vice president of Business and Finance on policy matters related to information technology and network communications planning, standards, and priorities. The committee, appointed by the vice president for Business and Finance (in consultation with the other executive officers), should include representatives from faculty, and staff with a maximum of nine members.

    We recommend that the director for Information Services serve as an ax-officio member of the committee. We also recommend that the associate vice president for Business and Finance serve as chairperson.

    The committee should be empowered to establish subordinate committees for administrative systems, research and instructional technology, networking, and other committees as appropriate. We also recommend that the committee be given the responsibility for articulating the role of technology in support of the University mission.

  4. University wide Planning Process. We recommend that the associate vice president for Business and Finance be given the responsibility for coordinating the development and maintenance of University wide strategic plans and standards for information technology and network communications. In consultation with the Technology Policy Advisory Committee, the associate vice president for Business and Finance should update this plan biannually.

    Information technology planning should be an integral part of the on-going planning process for all units (including Regional Campuses) of the University. Biannual unit plans should be shared with the as associate vice president for Business and Finance for integration with University wide plans. Furthermore, the associate vice president for Business and Finance should be given the responsibility for monitoring and coordinating the implementation of initiatives recommended in this planning report.

  5. Supported Software/Hardware. The Information Services director should coordinate the development of a list of software and hardware that will be supported and maintained by the Computer Services staff. This list should be reviewed, approved, and disseminated by The Technology Policy Advisory Committee. This list should include supported local area networks, personal computers, operating systems, and software packages.

  6. Disaster Recovery Plan. The Information Services director should coordinate the development of a disaster recovery plan that includes the central facility, departmental facilities, local area networks, and the University network. In the current and future environment, increasing amounts of crucial data will be held in departmental local area networks, personal computers, and other distributed systems. Thus, this plan also should include procedures for departmental as well as central site database backups and off-site storage. These procedures should be tested and monitored on a periodic basis to ensure that off-site backup and regular save procedures are working as planned.

  7. Coordinated Database Update Schedule. Information Services should coordinate the development of a schedule for entering and updating University databases. This schedule should ensure that the data is accurate and available when required by users or interfacing systems.

  8. Data Access/Authorization. The associate vice president for Business and Finance with the assistance of the Technology Policy Advisory Committee should be charged with establishing data access and authorization standards. The University needs to develop and implement a more flexible and uniform approach to authorizing data access. In the context of migration toward an integrated administrative data base, common standards for data access are needed. The University should develop procedures and policies which facilitate appropriate levels of authorized access to needed information. Authorized access to data should be permitted without regard to the medium by which it is either provided or requested. In particular, data available through print should be available in electronic form.



    INSTITUTIONAL INFORMATION AND ACCESS

  9. University wide Systems Implementation Perspective. In order to operate effectively, and remain competitive, the University must develop systems reflecting a University wide perspective that respond to student expectations, maximize the use of resources, increase efficiency and accuracy, and enhance quality. To do so, the University should establish an approach to systems development that considers both University wide and departmental needs, while at the same time, supports database and systems integration.

    Computer Service analysts should be available to consult with University organizational units to help ensure that computing and information technology is used to the maximum benefit of the University. Student information systems, human resource systems, financial record systems, and others must be integrated to respond to local needs as well as support University wide functions.

  10. Student Information Systems. Student information must be implemented as one integrated system in order to enhance competitiveness and support the achievement of enrollment goals. We recommend that the existing systems for the entire student information systems area be replaced with an integrated system. This includes student financial aid, admissions, registration, housing, and bursar accounts receivable and cashiering.

    We recommend that commercially available software packages be considered. In-house development should be attempted only if it can be cost justified or provide superior capability. Also, the future ability to migrate to a distributed processing environment should be a consideration in the software selection process.

  11. Systems Infrastructure. The infrastructure for an integrated information system should consist of a relational database management system with a data dictionary and user-friendly query and reporting capabilities. Seamless support for distributed computing and imaging technologies also should be included. Integration should support automatic on-line interchange of data between the individual administrative subsystems as well as the ability to extract information (in both data and report formats) in response to particular ad hoc queries. This feature should support user friendly access for faculty for the purpose of advising.

    We recommend that the director of Information Services (in consultation with the Technology Policy Advisory Committee) assess University database requirements; evaluate database management software products (including the currently installed IDMA product);and select the relational database management system that the University will use as the infrastructure for its integrated information systems.

  12. Document Handling and Process Flow Evaluation. The University should understand that technology alone will not provide the break-through solutions that are envisioned for administrative operations. The executive officers should consider coordinating the review of office work flow processes in their respective areas and should determine to what extent document handling and duplicating can be automated, streamlined, integrated, or possibly eliminated. The use of document imaging technologies should be considered where cost effective and appropriate. For example, the following document intensive systems are prime candidates for examination: payroll, personnel, purchasing, admissions, registration, financial aid, housing, billing, graduation, and alumni/development.

  13. University wide Information System. The director of Information Services should coordinate the implementation of user-friendly access points (such as kiosks, touch-tone phones, work stations, and local area networks) to University information systems. The purpose would be to allow various users to gain direct access to general information about the University and to allow students to access specific information about themselves.

    General information could be accessible by anyone, including parents, applicants, and other visitors. This information would provide an overview of Kent State University as well as on-line information pertaining to the following:

    • Academic Calendar


    • Admission, Financial Aid, Registrar's, and Bursar's Offices


    • Course descriptions


    • Faculty and staff office phone and electronic mail
      • directories


    Specific information would be accessible by students, faculty, and staff with authorized security clearance. For example, students could look up information (via a secured path) regarding their own class schedules, admissions, registration, academic records, financial aid, and billing.This type of access should result in shorter, less frequent inquiries at the Registrar's, Financial Aid, and Bursar's offices. More importantly, access to such systems should lead to a much more satisfied student population.

  14. Health Services System. Information Services should coordinate the interface of the local area network system in Health Services to the existing student information system in order to eliminate the need to use printed reports to verify student enrollment. In addition, it is recommended that Health Services acquire a basic computerized system to handle day-to-day operating needs and more easily comply with federal and state reporting and monitoring regulations.

  15. Departmental Systems Coordination. The associate vice president of Business and Finance should be assigned the responsibility for establishing formal communication links between those responsible for departmental computer systems in order to achieve better coordination and synergy. A technical committee of departmental system administrators or other persons with comparable responsibilities should meet on a regular basis. The committee, consisting of representatives from academic and administrative departments, should be appointed by department heads. The responsibility for coordinating departmental systems support should be assigned to a staff member who also should be given ex-officio status on the committee.

  16. Demographic Information. The associate vice president for Business and Finance, working with the Technology Policy Advisory Committee, should review and recommend changes to procedures and policies associated with the maintenance of demographic information for all individuals associated with the University community. These changes should allow individuals to change their demographic information at a single location with automatic update, when appropriate, to other databases.

  17. University ID Card. The University should implement a University wide all-campus identification card (Kent Card) for faculty, staff, and students. It would serve as an ID card, debit card, security access card, library card, health services card, etc. Video imaging technology should be used to capture and store identification pictures.

  18. Regional Campuses. Regional Campus information systems need to be more homogeneous among campuses and better integrated with University information systems and Regional Campus strategic plans. Regional Campus enrollment is expected to continue to grow at a steady rate and its operating environment is expected to become more complex. Therefore, an evaluation of Regional Campus computing and information technology requirements should be conducted to define goals and objectives, identify strengths and problems, develop recommendations, and create a five-year implementation plan.

  19. Application System Priorities. All new systems and major system enhancement requests should be submitted to the Technology Policy Advisory Committee for prioritization. Along with each request, Information Services should provide an estimate of resources required to complete the project. Further, when necessary, Information Services should assign an analyst to assist the committee with clarifying request requirements or developing cost/benefits analysis. Project priorities should be submitted to the vice president for Business and Finance in the form of recommendations.

  20. System Development Methodology. The director of Information Services should implement a methodology for institutional systems development that promotes consistency and ensures that user expectations and project deliverables are congruent. It also is essential that this methodology facilitate the development of implementation plans that identify all technical, human, and financial resources required to implement a project in an efficient manner. The plan should include project task/activities, resource and time estimates, responsibilities, deliverables, and documentation requirements.



    COMMUNICATIONS AND NETWORKING:

  21. Network as a Utility. The University should recognize that a University wide network is a required utility (like water or heat) for the survival of a modern campus. The network should be ubiquitous, reliable, and provide an adequate capacity to support voice, data, and interactive video communications.

  22. Existing Network Plan Implementation. The existing network plan, completed in September 1992, endorsed by the Academic Support Systems Task Force, provides the University with a realistic blueprint for a campus wide backbone. In order to support interactive video and distance learning, the plan should be enhanced to include single-mode fiber in the backbone and from the backbone to the Teleproductions Office. The plan also should be expanded to include detailed standards for intra-building connections including classroom, laboratory, local area network, and desk-top access. Funding should be provided for full implementation.

    In order to provide all departments with the level of connectivity that is enjoyed by the Science Complex and the College of Business, the backbone should be expanded as quickly as possible to other campus buildings in an incremental manner that is consistent with the overall plan. This expansion should initially involve extending the network backbone to Korb, Music & Speech, Nursing, and Taylor. Any partial implementation should be consistent with the overall plan.

    In addition, in order to realize as quickly as possible communications gains inherent in the existing segments of the backbone, Computer Services should, concurrent with the expansion of the backbone, connect all department LANs and selected work stations in a manner that permits communication among the LANs and access to Internet resources.

    The director of Information Services should package the plan for wider dissemination to the University community including academic leadership, executive officers, and the Board of Trustees.

  23. Network Service Requirements. Information Services should develop a network infrastructure that provides a conduit for high-speed and user-friendly files, software, and specialized hardware sharing; laboratory and dormitory connectivity; campus mail; personal computer and mainframe links; Regional Campus high-speed connectivity; access to Library catalogs and CD-ROM and on-line databases; integrated voice mail and voice communications with a consistent user interface; electronic mail with access to national and international networks. The network also should have the capacity to support interactive video and distance learning initiatives. The network should serve the needs of students, faculty, researchers, staff, and administrators.

    The network should include tools that facilitate the management and maintenance of central and distributed (voice, video, and data) communications systems through integrated access, monitoring, and administration from all locations.

  24. Financial Support for Network. In order to achieve these above goals, the University needs to provide the funding to implement existing network plan. for a campus backbone and improved connectivity for the Regional Campuses. Additional funding should be provided when necessary to meet the standards established in the plan to avoid interim throwaway efforts. Plans for new capital projects or renovations also should incorporate the cost of implementing networking requirements. Furthermore, there is a need for a continuing financial commitment to manage and support the network as well as respond to future needs and requirements.

  25. Remote Access. The quality and capacity of remote (dial-up, etc.) access to the University network should be enhanced. In particular, Information Services should evaluate how the existing modem banks -(including departmental local area networks) can be expanded and reconfigured to provide more dial-in ports at higher communication speeds (e.g. 9600 baud).

  26. Electronic Mail. Convenient access to an easy-to-use electronic mail system is of strategic importance to the University. Information Services should coordinate the establishment of standards for electronic mail that will allow all users to communicate within and beyond the campus in a seamless manner. Strong consideration should be given to moving electronic mail from primarily a mainframe-based system to a user-friendly local area network system.

    Further, Information Services should develop an electronic mail directory to enhance the utilization of the electronic mail system. Also, a desirable feature for the electronic mail system would be direct work station/fax capabilities.

  27. Campus Telephone System/Voice Mail. The University should examine campus telephone system needs to determine if the current system adequately fulfill current/future needs as well as accommodates changing technological requirements. Strong consideration should be given to implementing a central switch for voice communications. This would facilitate the implementation of voice mail on a campus wide basis. Voice mail currently is installed in a few departments within the University. With a central switch, Business Services could establish standards and provide for the evolutionary integration of electronic mail and voice mail.

  28. Student access. The University network should permit evolution to integrated campus wide access by students to University facilities (e.g., library and other information resources, computing resources, and student information systems). This would include improved access from student laboratories and dormitories, dial-in, touch-tone telephones, and possibly kiosk systems. The network should provide students with a means of communicating with other students and faculty (on/off campus), access to bulletin boards, and to distance learning from other locations.

  29. Classroom Access. The University network should permit the establishment of fully mediated classrooms. For example, classrooms need to be wired for different kinds of applications and equipment, such as networked computers with a control console, computer projection monitor systems, and access to multimedia devices and products.

  30. Distance Learning. The University network should have the capacity and flexibility to support the use of multiple classrooms in a distance learning context and permit easy interchange of classes between mediated classrooms.



    TRAINING AND SUPPORT

  31. Need for Training. The University should recognize the importance of participating in appropriate training programs as the University moves into a more integrated and technology driven information environment.

  32. Training Strategies. The University should provide overall coordination and systematic strategies to better meet existing and future training requirements. Within this context, the University should establish a formal system for identifying and sharing individual expertise at all levels.

    An orientation for new faculty and staff should be instituted. It should include an introduction to University computing and information technology services and resources.

    New training and support applications should incorporate the University wide electronic mail system to address issues related to feedback, hands-on training and consultation, and training follow-up. Training and support programs should be developed to meet the specialized need of personnel who are responsible for the University wide network and the growing number of LANs.

    Self-paced instructional programs (e.g., computer-based training software modules) should be utilized to support training where appropriate.

  33. Training Assessment. Information Services should reassess training topics and methods periodically to determine if user needs are being met adequately.

  34. Training and Support for Administrative Systems. Unit heads should develop and offer orientation and training programs for authorized users of their systems. Users should also be provided with updates and opportunities for retraining as new features or changes are implemented.

  35. User Systems Documentation. Information Service. should survey user documentation needs to determine the scope of the issue. User systems documentation standards should be developed and presented to the Technology Policy Advisory Committee for review, endorsement, and prioritization. User departments, with assistance from Information Services, should develop needed documentation.

  36. Broaden Existing Help Desk. Information Services should broaden support through the existing help desk facility to include all referral services related to departmental and mainframe systems, work stations, network access, connectivity, voice, and video communications.

  37. Standards for Vendors. Information Services and purchasing should develop hardware and software performance, service and reliability standards for vendors and discontinue dealing with those that cannot consistently meet those standards.

  38. Peer Consultant Support. Information Services should establish an electronic bulletin board that individuals can use to post technology questions and receive responses from local experts. Furthermore, Information Services should coordinate the publication of a manual which would contain the names and areas of expertise of individuals who volunteer to be peer consultants. In addition, this manual should be available electronically for access by individuals with network connections.

    [continued]



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