Assumption College: Information Technology Department

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Technology and Information Systems Strategic Plans
Assumption College 2007-2008 and the next 4 years

Overview
Planning is critical to appropriate and reliable information systems for the College community. These systems are both mission critical and expensive. They are expected tools in nearly every aspect of our academic life as well as in providing support services and in social uses by students. There is also, at best, a very short tradition to depend on in making effective use of technology in higher education.

With these principles in mind, over the last few years, several committees, task forces, and consultants have helped produce long range plans for technology at the College. This document summarizes these and outlines our current goals. It will be updated over time under the guidance of the senior administrators of the College. In addition, Assumption launched a Strategic Planning Initiative in 2005 that was completed in the Fall of 2006 resulting in a new College-wide 5-year plan. A part of this work includes action on a report from a 2004 task force on technology. This document fills out the general statement of the technology component of that plan. That document encapsulates our technology strategy in the concept of developing and using new standards for electronic communication systems. This means our goal over the next several years is to move the College toward effective web-based communications for classroom pedagogy, faculty-student interaction, student information systems and all administrative support systems. This ranges from supporting applicants to current students and faculty and to alumni communications. For now, in 2007-2008 we must move aggressively on three critical and expensive projects in order to produce the tools to move to these new standards. These are:

1. We must choose a portal system to stand as the "middle-ware" that connects communications applications (paying bills, applying, registering, donating, etc.) to our underlying database systems that store all our business data.

2. We must choose a new underlying database system (ERP). Our current system (Jenzabar QX) will become unsupported within five years. The process of choosing, planning, and implementing a new system is daunting. It will take 3-4 years to carry out.

3. We must choose (or create) an e-portfolio system to support student and faculty posting of work. For students this is important in career development and for advising. For faculty it should provide a repository of work.

Plans must be worked out for the above in 2007-2008 including cost analysis and support needs for both offices in transition and those using the legacy system.

There are many other important components and details of technology needs and plans besides those listed above. The remainder of this plan describes our history of technology planning, our vision used to guide our decision making and the strategic goals for each component of our community.

We ask our users of technology-driven systems to make suggestions for areas of growth and improvement and have identified critical areas of service that we will add or will aim to improve. The details of this are outlined below.

Planning process leading to the current plan -- history and principles that have emerged
A 1994 Task Force on Library and Computing led to a number of initiatives (including library automation) and produced a mission statement that is still in use. In the Fall of 1995 a Faculty Task Force on Technology and Learning was formed and was charged with determining how technology could best be used in teaching and learning at the College. This group submitted its report to the College Planning Committee that formed the TPG (Technology Planning Group) in the Spring of 1996. This group was charged with developing an institution-wide plan for computing and science. It produced the report entitled "Blueprint for a Learning Community." (The earlier Faculty Task Force on Technology's report is Appendix V of the Blueprint report.).

The scope of these documents extended beyond facilities to questions of universal network access, staff support, help desk, and residential networking. These documents have served as the primary vision overview for the last ten years for academic computing. Yearly, an overview of current year initiatives is included in the annual budget request. Among other initiatives, the Blueprint group study and report lead to the design and building of the new IT Center that opened in January 2002, as well as the construction of the Testa Science Building and the renovations of Kennedy Hall. The IT Center provides centralized IT services and space for enhanced use of basic and advanced technology throughout the College. The Blueprint report also led to the formation of the committee that led the ResNet (Residential Network) project. That project had many planning documents. The primary document that continues to be used in planning is the 10-year budget (which will end in 2008, and which is available from Information Technology on request). The network was completed in August 1998, but the electronics and use continue to grow and improve and we continue to wire all new residence hall living spaces. Assumption continues to plan to meet needs for a future phase 2 of the building of the IT Center as well as continued growth in technology capability. Some of the original goals that were planned to be in Phase 2 have been achieved. We now have our own emergency generator and we have updated the basement sprinkler system to a safer design. Another major goal, the configuration of another technology-rich classroom in Fuller Hall is slated for completion in the Fall of 2007.

A TLTR (Teaching, Learning, and Technology Roundtable) group was formed in 1997 to continue the work begun by the TPG. This year (2007-2008) this committee will work to inform the campus-wide planning process for information technology. This group had traditionally been subdivided into four working subcommittees. They are:

Classroom/lab Technology Needs: equipment, configuration, pedagogy changes driving changes for spaces.
Instructional Software Needs and Use: instructional management systems, portals, web support, curricular software, new modes
Desktop/Laptop Choices: ubiquitous/required systems, leasing vs. buying, replacement and support issues
Network Policies and Needs: limits/priorities (podcasts, streaming, video downloads, etc.), dial-in, bandwidth need/cost

This list of tasks will be modified during the 2007-2008 year. Our plan is to form a new Technology Steering Committee to build, modify and integrate sub-committees as needed over the next several years in accordance with the guidelines of the Vice President for Academic Affairs to whom IT reports. It is envisioned that TLTR and our newly-formed Administrative Advisory Group will be treated as "activities" in the future and that the steering committee will coordinate these activities and report to the Vice President for Academic Affairs. This group will work with the IT management team and the Vice President for Academic Affairs to set the future vision and plans for campus technology.

In addition, meetings are held with both the Faculty Senate and Student Government Association to discuss technology issues and to inform the planning process. For administrative systems, a users group regularly meets to discuss issues and planning initiatives.

The above reports do not specifically address some of the strategic networking issues the College has dealt with in building Information Systems. In 1989 a plan was developed based on the principle of providing networked computers on all faculty and administrator desks and on automating all office functions where practical and useful. The College decided to build our network in three phases that are now all complete. All offices, classrooms, and resident rooms are connected to the campus network. All residential spaces and classrooms are also connected to the Assumption video network and we distribute video from the media center. We have the ability to distribute video from almost any location on campus. The data network uses fiber optic connections for all building-to-building runs and industry-standard category 5 wiring for all in-building horizontal wiring. Any new buildings must have all spaces wired for data, and fiber to the desktop should be provided wherever high bandwidth demand might eventually emerge. This includes all new residential spaces. New wiring should continue to be put in place using category 5e or category 6 wiring.

Funding of information systems falls under the normal operating budget. It is separated into academic and administrative budget centers. Both operate under a replacement cycle system for desktop computing throughout the College. As of 2005-2006, most normal desktop systems in administrative offices now fall under our replacement-cycle system.

Current Strategic and Service Planning Goals - the Vision
We continue to grow the campus information systems infrastructure, use, and support. The following goals underlie our decisions:

We must exploit information technology wherever useful and appropriate according to the mission of the College and the mission of the Information Technology Department. We must keep abreast of new technologies to exploit and of technology convergence (computing/media, telephony/data networking, printing/copying/fax, vertical and horizontal portals, etc.) We must proceed in a fiscally responsible manner, but with the understanding that technology will eventually replace many traditional educational and business tools. The College must develop and adhere to new standards in order to survive. It is imperative that electronic communications be treated as the default form. All paper processing, across the counter processing, and correspondence should be assumed to be electronic (particularly web-based) unless there is a strong reason to vary from this standard. All technology decisions must be coordinated through IT. It is too expensive to have conflicting or non-integrated systems or approaches. Technology will drive a stronger integration of the academic and administrative functions of the College. Portal and web-based instructional management systems must link directly to administrative database systems. Normal services such as registration, degree audit, financial status checking, and query results from offices must be web-delivered. These systems must be reliable, accurate, and secure. They must provide appropriate confidentiality while promoting wide access. At the same time, the College must continue to support all other appropriate uses of technology. It is also expected that within the next three to five years, a program will be implemented under which all students will have a portable computing device (laptop or PDA or ...). All infrastructure, building, and campus-wide resource projects should take this into account. Assumption is also determined to continue to work with other schools and not-for-profit organizations in the area to enhance and utilize the newly emerging regional network under the Goddard Collaborative of central Massachusetts as well as Internet II (provided under a 2004 NSF grant to Assumption's IT Department).

IT is a service organization. We must improve the quality and timeliness of our service. We've identified the following areas that must see significant improvement over the next three years:

1. An IT Steering Committee must be re-formed to ensure that all constituencies of the campus have a say in prioritizing institutional initiatives and in being informed as to technology issues and opportunities. The nature of this committee should be specified by the Vice President for Academic Affairs.

2. In the summer of 2006, a complete re-organization of the IT Department was implemented after 2 years of planning. The primary goal of this initiative was to improve customer service and IT responsiveness. As part of this reorganization, a walk-in center (called the IT Hub) was created to have a larger full-time staff response over more hours to all problem diagnosis and solutions. Our goal is now to have a network uptime of 99.99% and rapid responses to all problems. We also contracted with Atrion Corporation for remote network monitoring to improve responses to system and electronics issues. A major part of our planning over the next few years will be to adjust the new organizational structure and procedures and policicies of the IT Hub as needed to meet the needs of the campus.

3. We must expedite the conversion to web-enabled access to office and course information. We must continue to explore which vendor packages will best suit the College IT needs. A major milestone was reached in the Summer of 2004 with the last sections of the College administrative systems reaching client-server. We have taken several major steps to expand the use of this for web services.This movement toward web delivery of traditional office functions and classroom communications must continue. Over the next four years, most functions that tend to be the same and do not require management direct guidance for each case should be shifted to web delivery. To this end, in 2007-2008 we must choose systems and create a detailed plan to move to a portal system, to replace our underlying ERP system, and to build or buy an e-portfolio system.

4. We must choose a document management/workflow management system and implement it over the next 4 years. For this and the above goal, an outside firm should be employed to help perform a systems analysis of all support office functions with the goal of automating all processes where productivity and customer service can be improved. This planning process should be completed during 2007-2008.

4. Campus training must continue to grow as the range of tools being used increases. We are offering more seminars, particularly more targeted seminars. Campus training must include an evaluation form for every session and must always include physical handouts or web documentation. This goal has now been achieved beginning in the summer of 2003. We must continue to provide a very high level of service. Spending funds on technology is wasteful if users cannot use the tools we buy.

5. We must continue to exploit our universal authorization and authentication system. In 2004 we installed an Active Directory system as the first step. By 2008, this system, as well as an LDAP system, needs to grow into the backbone for the ERP, e-mail, and authorization for use of lab machines. This will also be the system for the new unified messaging system described below.

6. Network reliability and our associated network preventive and corrective measures systems must be at the highest levels. As of June, 2006, we implemented 24x7 network monitoring with a human responder at all times. The responder must have a set of procedures outlined for obtaining support help that is both effective and efficient. We must meet a goal of 99.99% up-time for the campus network and 99.9% reliability for the Internet connection. As part of this process, more sub-netting and more redundant network electronics must constantly be planned. Even though this creates some slow down of traffic due to overhead, it reduces the impact of one machine or network component flooding circuits with bad traffic. It is counterbalanced by increasing the overall bandwidth of the individual components. We have heavily sub-netted in ResNet and throughout the academic network. We now need to consider such topological changes to the admin network. Speed and security are of utmost priority in this network.

7. In general, we must focus on better communications with those we serve. The more our users depend on technology, the more they need to be aware of any opportunities for system enhancements, new services, repair status, and possible system changes.

Many of the details of the above vision and service goals are distributed into a series of areas. In each of these, specific goals are listed (in italics) with a plan strategy for achieving the goal. Although some of the goals and associated plans may remain out of reach due to budgetary constraints or staffing limitations, they are still considered vital to the long-term mission of the College.

Access and Support for Faculty and Administration

All faculty and administrators need a current, reliable computer for professional office use that is capable of electronic communications with standard tools as well as processing of software that is needed in their respective area. A replacement cycle budget system was adopted in 1999 to manage the renewal of desktop computers. (All faculty and administrators do have desktop systems.) The current plan is to maintain the average age of replacement to three years for all but a handful of machines. This plan is updated each September and submitted to the budget committee as a 4-year plan. Currently we are at a 3.2-year cycle. During the next two years, the College should consider the issue of laptop computers to all faculty users. This would improve student-faculty communication and simplify faculty preparation in many cases, but it would carry an added cost. This will be a key question for the Planning Steering Committee on Technology.
An active support strategy must be in place to respond in a timely manner to computer malfunctions, as well as to users requesting support with respect to institutionally-owned machines. Any machine that will be down for more than a short period of time must be swapped out with a temporary machine. Information Technology, the IT Steering Committee, the Database Advisory Group, and the TLTR group will continue to explore mechanisms to redefine and improve support. Current systems include the Help Desk of the IT Hub and a collection of policies defining swap-out timelines and appropriate replacement systems. During 2005, we shortened our promised response time to four hours on work days. With the new IT Hub, we intend to, minimally, hold to these rapid response promises. We need to track our efficiency in meeting this goal and improve the system for regular communications with users of machines with problems that cannot be immediately addressed. We have now developed and posted Service Level Agreements with all users. By December, 2007, we must be collecting statistics to verify that all these agreements are being met. In addition, by the Fall of 2008 we must integrate the core support for administrative database users into the HEAT system. Every year for the next five years, a user satisfaction survey must be conducted. As described above, a new Walk-In Center (the IT Hub) opened in the Summer of 2006. It provides expanded Help Desk support. It also provides an area for students or faculty to work with technical support staff on their machine. It should continue to sell basic consumables (memory sticks, whips, etc.). The new remote network monitoring and a related response system should be evaluated during 2007-2008 and expanded/modified as needed. The goal is to improve network reliability.
All systems need regular backup and recovery plans. The Catastrophe Recovery Plan (see Information Technology web site) must continue to be regularly updated. Over the next two years, a campus-wide storage array system must be put in place and users must be trained and supported in using it for system backup. We use purchased a Left-Hand SAN. This, as well as a new appropriate SAN for multimedia use must be expanded to serve all key primary servers by October 20072007. The College must continue to use off-site storage of all business practices encoded in information systems, as well as all institutional business data. The catastrophe plan must be integrated into a College-wide disaster recovery plan. The Office of Public Safety has begun the process of building this College-wide plan.
A campus-wide transaction processing system should be planned during 2008-2009. This system should eventually support the dining hall, paid printing and content management functions. It needs to be used to integrate administrative and academic systems. In 2004 we installed a new CBORD meal plan system, upgrading the campus ID card system and integrated these with the new client server Jenzabar system. During 2008-2009, we should plan to tighten this integration and move to real-time transaction based processing.
A document imaging system for records, e-publishing and other areas needs to be planned during 2007-2008. This system would allow us to store student transcripts, billing records and other paper documents in a format to allow text searches. It would also allow historical archiving of key College records. A full systems analysis should be performed in all core offices toward this end. The document/workflow system should be planned during 2007-2008.
During the summer of 2004, a new phone and voicemail system was installed. This system is integrated into the Active Directory and Exchange system of IT. A pilot project for 25 users of unified messaging began for 2004-2005. By 2008, unified messaging should be expanded to all staff and faculty. The College needs to explore ways to integrate the support services provided by IT and the Auxiliary Services staff working with Telco services.

Academic Computer Resources

Adequate, efficient, and reliable public cluster lab spaces must be available for general and specialized software use. These include multimedia production, groupware, curriculum-specific modeling software, foreign language support systems, etc. New spaces must be designed assuming that students will eventually all use a portable computer device that must be able to be networked inside any computer space. (See the 4th item below.)
A projection system and connected computer should be available to any faculty member in any classroom by prior arrangement. We currently meet this goal in two ways. Twenty-nine classrooms and teaching labs have permanent projection systems available. In addition, two such systems can be reserved to be delivered to a classroom. These numbers must be increased as necessary to meet rising demand. (The rate should be at least two new classroom configurations each year.) In addition, this technology is evolving rapidly. These systems must be renewed at least every three years in order to maintain reasonable capacity. A new component of the budget plan considering these projectors was first proposed and approved for the 2005-2006 year. This needs yearly upgrading.
Faculty members should be provided with an IMS (instructional management system) adequate to create a web presence, bulletin board, e-mail, and threaded discussion space for any class with minimal effort. Podcasting capability, which was piloted in the Fall of 2006 and rolled out for all courses (that request such capability) in the Spring of 2007 must expand in 2007-2008. The TLTR group chose the Blackboard system for our IMS after conducting a pilot. As of Spring 2007, over 140 courses used this system. We have appointed an Instructional Technology Support Manager (as of Spring 2004). We must, each year, hire a group of student support workers to help faculty exploit these resources. Training and support for traditional web development must continue to be offered, but building sufficient communications systems this way is inefficient. Over the next three years, this system must be integrated into a campus portal and appropriate data-flows to/from administrative systems must be built. The general field of instructional technology is rapidly expanding and it is critical that the College do this well and in ways that fit our mission.
An appropriate number of technology-intensive classrooms must be available to meet faculty requests for teaching in such spaces. Adequate support must be available for faculty and students using these spaces. There are currently seven such classrooms in use: three in Fuller Hall two in Founders Hall, and two in the Testa Science Center. Surveys of faculty must be periodically performed to monitor the demand for such spaces. Several departments cannot easily shift multi-section courses (such as Introduction to Computer Science) to these rooms until the availability increases dramatically. We must expand our use of student or part-time support for faculty teaching in such rooms. The rooms must be equipped to support laptop users and wireless networking. At least one additional reservable Windows-based technology classroom should be configured in the Fuller wing in 2007-2008. Additional spaces must be available for reservation by faculty who wish to use a lab during class time (such as for foreign language, visual arts, and multimedia production).In general, we should build at least one new smart classroom with compters for each student (or laptops) each year till at least 2012.

ResNet/Students

The Residential Network (ResNet) must be expanded in capability and support as demand on it grows. ResNet is critical to campus life. Nearly 1750 machines were connected to it in the Spring of 2006. More than 93% of resident students now bring a computer to school and connect to ResNet. Students should be encouraged to use ResNet and its adequate support system, the ResNet Computer Counselors (RCCS). Although our support system has been so strong that it has draw national attention, it must expand and continue to improve in performance. In general, it should continue to be student-run, with overall management under the IT Hub Manager. They provide many benefits to the College and to the student workers. Every summer, all related systems must be reviewed, adjusted, and tested to prepare for the rapid impact of nearly 2000 computers connecting inside the network. We have opened a walk-in center, as referred to above, in the IT Building. This Center houses the Help Desk and ResNet staff first-line support. It should provide an area for students or faculty to work with technical support staff on their machine. It should sell basic consumables (memory sticks, whips, etc.). The Fall of 2006 will be the first term with these two functions combined.
A plan must be developed under which all students will buy or lease a standard platform. We should continue to explore the questions of a) requiring all students to have a computer, b )standardizing on a single platform or small number of choices of platforms, and c) requiring laptops, iPods, PDAs or some new technology merging the capabilities of laptops and PDAs. One of the TLTR sub groups must continue to explore these issues. Students, faculty, and administrators should be surveyed for opinions.
The ResNet network must be capable of providing adequate bandwidth to every student at all times. Besides providing and upgrading the electronics and a topology to do this, we must continue to evaluate QOS (quality of service) systems for throttling/filtering entertainment-only traffic. We should only apply QOS controls when required because of bandwidth demands. We have been using a Packeteer packet shaper since 2001. We must continue to evaluate and adjust its parameters to provide reliable delivery of prioritized traffic. By late 2007 we should provide 100 MB switched access to every desktop in ResNet. We continue the strategy of pushing higher bandwidth and more switching out from the core of the network. We must continue to explore options for expanding Internet connection bandwidth in the most cost-efficient manner. In 2003 we shifted to a fractional T3 system. In 2004, with funding help from the Internet 2 grant, we upgraded the connection to 100 Mbits/sec with part of this dedicated to commodity traffic. We are moving in a way to exploit region-wide possibilities by connecting to the Worcester GigaPoP. We now support 26 Mbits/second of commodity Internet traffic on our 100 Mbit/sec feed to the Worcester GigaPOP. We must plan to expand this at a minimum of 20% per year for the next 4 years.
An e-portfolio system should be planned/designed during the 2006-2007 year. The College will need to decide whether the system is to be purchased or built, and what its primary focus (advising, resume, etc.) should be. A committee with membership from Student Life, Academic Affairs, the Faculty and SGA should be formed to help in this process.
We must expand online information for students with the new online registration system and other components of Campus Web. We need to provide students portal access to schedule, course, and other individualized information by December 2007.

Office Computing

All offices should have appropriate software for office processing. We choose to use a vendor-based integrated system wherever possible, as opposed to "best-in class" solutions. Exceptions to this will be made only in those cases where a clear business advantage would result. We continue to use Jenzabar-QX software for core offices. We should plan in 2006-2007 to evaluate all vendor choices for power, flexibility, support, and corporate stability.
The College should hire a consulting firm to help us perform a systems analysis of all office function to determine what processes should be changed assuming a new document management and workflow planning system is chosen and purchased. The planning for this should take place in 2006-2007 and the system should be implemented in 2007-2009.
All office software should be upgraded to use the latest features in client/server. All core offices are now converted to client/server. The Development Office completed conversion in 2002, although their needs continue to be substantial for improvements and additions to their software system. During 2006-2007, we should explore and implement ways to allow users to perform ad hoc reports including using Crystal Dictionaries (with appropriate user training) and we should build and utilize more data warehouses. On-line campus information for students must increase in each of the next 5 years. We must plan and implement systems in a way to preserve the close interaction between students and their advisors.
The College web site should be used intensively for marketing, admissions, and for maintaining relations with alumni. This goal is at the heart of a new approach to delivering information to students, faculty, prospective students, and alumni. We have begun lifelong e-mail support for new graduates. This should be extended to existing alumni and we must continue to explore ways to move to a system of web-based services. New models for office functioning should be developed that center around network distribution of information and services. A new College site should go live in 2006-2007. A portal system must be chosen and implemented beginning in Spring 2007. The system should first service Admissions applicants, then alumni, then current students and staff. A new College-wide portal committee will shepherd this project. A careful cost-benefit analysis must be conducted to determine the right system, features, and timing.
The campus intranet should be used to improve student and faculty support. Both horizontal and vertical portals should be built to provide every user with an individualized view of the campus e-services. These should include personal and institutional calendar, course, and support information. This system should be in place by 2008.

Network Strategy

The campus intranet should be used wherever possible to improve community access to information from offices, faculty, and students. Continued use of TLTR and the administrative database advisory group to explore new uses of IT is central to this effort. These groups should feed and be directed by the IT Steering Committee. IT staff development efforts must continue to aim at increasing expertise in web-based systems, particularly those providing interactivity including ASP, JavaScript, Flash, interaction with ODBC databases and web security, podcasting, and streaming.
Network bandwidth and access both on-campus and to the Internet must grow to meet expected demand. The core and connections to all buildings should operate at 100 Mbit or higher in a switched environment. All new buildings or renovated spaces must be adequately wired. All buildings should have both multi-mode and single-mode fiber access. In-building fiber connections should be provided in all technology intensive spaces and new apartment-style living spaces. Wireless micro-cell coverage should be extended throughout the campus by 2008.The Internet connection must increase in capacity. We must look to the new Goddard Collaborative for region-wide plans for expanding bandwidth.
Grants: The 2004-2005 year was the second year of an NSF grant to put Assumption on the Internet 2. This project was very successful. The effort to explore new grants to exploit this technology and high-speed networking for academic applications must continue. In reality, the primary impact of the I2 grant is increased network speed and efficiency for all campus users. The first beneficiaries are administrative client-server users. But the Internet 2 connection also empowers a wide range of research and provides access to high-end video and audio streams. It is an important resource for the science faculty and those in the humanities using high-quality audio and video streams. Efforts must continue to exploit this system.
Network architecture must be configured to provide speed and security. The firewall security rule-based system must be maintained and security procedures expanded and followed as network use and dependence grows. The sophistication at the core of the network grows and will continue to grow. We need extremely reliable, secure, state-of-the art core services. We need to maintain and improve systems for routing, filtering spam and viruses, and packet shaping. The College must plan on spending substantial funds toward this effort.
Network electronics must become more reliable. A campus-wide analysis of all core network electronics must be completed by November 2006. Every component and topological structure must be reviewed considering impact of failure, ability to be monitored remotely, and plans for contingencies related to that system. This should drive all decisions concerning contracting for a remote network management system.
The WWW server must be converted to a failover architecture to increase reliability. A SAN architecture storage system should be put in place to provide data storage to key X-Server systems (WWW, Streaming services, student web development server, and the Multimedia real-time editing shared data server). These should all be completed by March 2007.
TCP/IP protocols must be maintained as the campus standard for all new network applications. AppleTalk protocols should be phased out. The Macintosh file and print services must all be shifted to TCP/IP.
An Internet 2 access grid node should be planned during the Spring of 2007 and built in 2007-2008 or 2008-2009. This will expand our ability to serve the growing number of users looking for a media-rich teaching environment with worldwide reach.

We welcome your comments and suggestions for this plan. It is our intent that the planning process be as open as possible and that the plan be available to all constituencies on campus. E-mail suggestions to: fry@assumption.edu

Robert Fry, Director of Information Technology
Assumption College

Last updated: May 2007