Kent State University Network and Information Systems Study EXECUTIVE SUMMARY Kent, like most universities, is being challenged to work smarter, to do more work with fewer resources. At the same time, Kent must continue to improve the quality of service and support to its stake holders in order to remain competitive with peer institutions. In her State of the University address, delivered in November 1992, President Carol A. Cartwright stated: "We're at a point in higher education when we can either create a few temporary safety nets to bring us through this crisis, or we can seize the moment to bring about meaningful and fundamental change. Quite frankly, I'm eager to get on with the next phase of development and provide leadership for these changes." Computing and information technology are expected to play an important and strategic role as Kent State University responds to this challenge by developing and implementing new and creative approaches to sustain academic programs and support operations. Kent State University has made steady progress in the use of computing and information technology in the past decade. Thus, students, faculty, and staff have become more conversant with using technology to fulfill their scholarship, research, support, and administrative needs. However, like most universities, Kent has been challenged in its effort to maintain a sufficient level of resources to adequately address computing and information technology demands. Therefore, over the years, studies have been undertaken periodically to focus on specific computing and information technology concerns. In September 1992, President Carol A. Cartwright, Provost Myron Henry and Vice President Lawrence Kelley commissioned a Committee to build on these previous studies and conduct a University wide analysis of network communications and information systems with: the goal of establishing an integrated infrastructure to facilitate the access and use of computing and information technology by students, faculty, and staff. The objectives of the study are best described in its charge: to assess network and information system needs, in part, by interviewing and gathering information from Kent students, faculty, and staff from all divisions of the University; to develop a plan that defines network communications and institutional information system requirements, objectives, issues, recommendations, and implementation priorities. The nine-member team included representatives from the faculty, Provost's Office, Library, Regional Campuses, and offices of Student Affairs, Business and Finance, Business Affairs, and Computer Services. In addition, IBM Corporation assisted with the study by providing Kent with the use of its Application Transfer Study (ATS) methodology as well a consultant/facilitator to serve on the team. Three other IBM professionals also were assigned to the study to provide additional assistance. Using the IBM ATS methodology, the team executed the following five phases: planning, data gathering, problem/strength analysis, recommendation/benefits analysis, and implementation planning. The team began the study process with an orientation and planning meeting on October 7, 1992. During the data gathering process, the team solicited information from students, faculty, and staff through interviews, questionnaires, and written reports. Twenty interview sessions were held, and approximately 100 individuals were interviewed. Over 3,000 questionnaires were mailed to all full-time faculty and staff and a random sample to 300 students. In addition, questionnaires were circulated to students utilizing the computer laboratory sponsored by undergraduate student senate located in the student center, and more were circulated by leaders of the undergraduate and graduate student governments. A total of 905 completed questionnaires were returned with 285 from faculty, 76 from students, 294 from classified staff, and 249 from administrative staff. The team analyzed the information provided during the data gathering process and prepared strength and problem statements. Next, the team conducted an in-depth review of these statements and prepared a series of recommendations and an implementation plan. The following is a summary of key recommendations: Mission. The University should develop a statement that reflects the strategic importance of information technology. Furthermore, this statement should articulate the role that information technology plays in support of the achievement of the University's mission and strategic plans for the future. 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. Technology Policy Advisory Committee. A broad-based committee should be established to advise the Vice President of Business and Finance on policy matters related to information technology and network planning, standards, and priorities. The committee should include representatives from faculty and staff. University wide Planning Process. A University wide plan for information technology and network communications should be maintained and updated on a biannual basis. Therefore, plans for all units (including Regional Campuses) should be shared biannually and integrated with University wide plans. Data Access/Authorization. The University needs to develop and implement a more flexible and uniform approach to authorizing data access. In the context of migration towards 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. University wide Network. The University should recognize that a University wide network is becoming a required utility (like water or heat) for the survival of a modern campus. The network should be ubiquitous, reliable, and provide adequate capacity to support voice, data, and interactive video communications. 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 provide for interactive video, the plan should be enhanced to include single-mode fiber in the backbone and from the backbone to the Office of Teleproductions. This enhancement will provide the network infrastructure to support the establishment of fully mediated classrooms and distance learning programs. The network should permit evolution to integrated campus-wide access by students, faculty, and staff to University facilities such as the Library and other information resources, computing resources, and student information systems. This would include improved access from student laboratories and dormitories, faculty and staff work areas, and off-campus locations. Electronic Mail. Convenient access to an easy-to-use electronic mail system is of strategic importance to the University. This system should include an electronic directory and allow all users to communicate within and beyond the campus in a seamless manner. University wide Systems Implementation Perspective. The University should establish an approach to systems implementation that considers both University-wide and departmental needs, while at the same time, supporting database and systems integration. Student information should be implemented as one integrated system in order to enhance competitiveness and better support the achievement of enrollment goals. Therefore, the existing software for student information systems should be replaced with an integrated system. Systems Infrastructure. The database infrastructure for an integrated information system should be installed. It should consist of a relational database management system with a data dictionary and user-friendly query and reporting capabilities; and integrated and seamless support for distributed computing and document imaging technologies. Need for Training. The University must recognize the importance of appropriate training as it migrates into a more integrated information systems environment. The University should provide better overall coordination and systematic strategies to meet existing and future training needs. Document Handling and Process Flow Evaluation. The University should recognize that technology alone will not provide the break-through solutions that are envisioned for administrative operations. Therefore, the University should review existing office work flow processes and determine where document handling and duplicating can be automated, streamlined, integrated, or possibly eliminated. University wide Information System. The University should implement user-friendly access points such as kiosks or touch-tone phones 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. On-Going Hardware/Software Resources. The University needs to plan for on-going budget resources to address the need to support, upgrade, maintain, and replace hardware and software. One should recognize that the appropriate level of technology varies widely from department to department. In addition, planning should incorporate the migration of equipment from users with high-end work station needs to users with low-end work station needs. Note that there is a base level below which it is not cost effective to retain old equipment because of operating and maintenance costs. Mainframe Computer Upgrade. The University should plan to upgrade its mainframe computing capacity to support the data base, integration and access, requirements of the proposed information systems and network. This upgrade should include replacing the existing "water cooled" mainframe computer system with a more energy efficient "air cooled" system. A detail analysis of capacity requirements should be performed and used to select an appropriate mainframe processor that will serve current and future needs (i.e. three to five years). If current technology trends continue, this may be the last mainframe processor that the University will have to acquire because systems are being re-engineered to run on smaller down-sized and net-worked computers. These systems are expected to be widely available in the later part of this decade. Academic Computing Plan. With the exception of the network and information systems infrastructure, the scope of this study did not include academic computing. The IBM consultant cautioned against making the study too broad and recommended that a separate study be undertaken to address the needs of academic computing. Members of this team believe that the full potential benefits of this study cannot be realized without an institutional plan for academic computing and an overall instructional and classroom support plan which integrates research and instructional technology with the overall strategic infrastructure proposed here. Further, the plan should include an evaluation of the concept of a student computer usage fee to help fund academic computing requirements. Therefore, the University should conduct a follow-up study to address these academic issues. 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 issues, develop recommendations and create a five-year implementation plan. The team hopes that the recommendations in this report will provide a strategy and blueprint that Kent State University can use to develop and implement the integrated network and systems infrastructure that it needs to take full advantage of new technologies in the nineties and beyond. With this infrastructure in place, the University will be in a better position to enhance the quality of its instruction, research, and support programs, and thereby provide better quality service to its students, faculty, and staff as well as help the University remain competitive with peer institutions. 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