INFORMATION TECHNOLOGY

STRATEGIC PLAN

MARCH 2011

EASTERN MICHIGAN UNIVERSITY

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Introduction The EMU Information Technology Steering Committee, in conjunction with IT senior leadership, developed this strategic plan through a series of design meetings and working sessions. The general process was: 1. Conduct an external analysis by assessing the landscape for the IT industry in general, the

outlook for IT in higher education in specific, and student and faculty use of technology at Eastern Michigan University

2. Conduct an internal assessment by identifying the strengths, weaknesses, opportunities, and threats regarding information technology at EMU

3. Revise the mission and vision of the central IT organization The next step in a typical IT strategic plan design is to outline the goals that the central IT division expects to achieve in the next three to five years. For many plans, these goals are heavily skewed towards a centralized IT perspective on the organizational demands for systems, software, staff, and service. Instead of taking this parochial approach to goal setting, this strategic planning process focused on how technology would be used by students, faculty, and staff in the future. Using a structured brainstorming process, the committee defined the expected technology demands of university collaboration spaces five years in the future: classrooms, faculty offices, and dormitory rooms. The final step is to blend the strategic framework with the operational demands of the university to define a set of guiding principles for the central IT organization. What follows are the elements of the IT Strategic Plan for Eastern Michigan University. Each year, the CIO and IT leadership will define the key technology initiatives and projects for the coming year, culminating in an annual assessment against the key objectives and strategic design outline in this document. Carl R. Powell, Ph.D. Chief Information Officer Eastern Michigan University March 16, 2011

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Environmental Analysis Prior to the first planning session, all participants were given a primer titled “Higher Education Technology Outlook 2010”. Developed by the university’s CIO, this document is a compilation of various reports and research studies threaded together to identify trends for the technology industry in general, the outlook for information technology in higher education, and the use of IT by university students. Some of the key findings are listed below.

Top higher education IT issues 1. Funding IT 2. Administrative/ERP/information systems 3. Security 4. Teaching and learning with technology 5. Identity/access management 6. Disaster recovery/business continuity (tie)

Governance, organization, & leadership (tie) 7. Agility/adaptability/responsiveness 8. Learning management systems 9. Strategic planning 10. Infrastructure/cyberinfrastructure

© 2010, EDUCAUSE

Academic use of IT People expect to be able to work, learn, and study

whenever and wherever they want to The technologies we use are increasingly cloud-based Expect IT support to be decentralized The work of students is increasingly collaborative

© 2010, The Horizon Report

Technology in the classroom

Classroom Technology EMU Mich National

LCD projector 47% 94% 80%

Computer 35% 79% 60%

TV 9% 1% 15%

Smartboard 5% 22% 11%

Document camera 29% 70% 49%

Student response/clicker 0% 5% 22%

© 2010, EDUCAUSE Core Data Service

Connected in the dorms

Laptop computer 42%

Game console 20%

DVD player 17%

Desktop computer 11%

IP telephone 3%

© 2010, Assoc. of College and University

Housing Officers

Student IT use for coursework

University library website 75%

Presentation software 58%

Spreadsheets 47%

Wikis 34%

Social networking sites 28%

E-books/E-textbooks 26%

Instant messaging 11%

E-portfolios 10%

Simulations or educational games 8%

© 2010, EDUCAUSE Center for Applied Research

EMU students are …

Tech pioneers 8%

Tech leaders 23%

Tech followers 49%

Tech laggards 12%

Tech skeptics 8%

© 2010, EDUCAUSE Center for Applied

Research

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Mission “The Division of Information Technology supports students, faculty and staff by providing information technologies that align teaching, learning, scholarly/creative activities and administrative services with the University’s mission.”

Vision “The Division of Information Technology will be a valued partner in the operational and strategic use of information and instructional technology through creative innovation, operational reliability, and supportive leadership.”

Internal Assessment Below are the strengths, weaknesses, opportunities, and threats (SWOT) of the current IT environment at Eastern Michigan University. While the majority of the comments focused on the Division of Information Technology, many focused on campuswide IT issues as well.

Strengths Dedicated/talented staff

Strong customer relationships

Very lean operations

Secure data environment

Scalable and reliable infrastructure

Satisfaction with Help Desk support

Blended IT support (centralized and decentralized)

Weaknesses Not enough resources to satisfy service needs

Insufficient staffing for classroom support

Funding for IT systems

EMU classrooms underequipped

Aging network infrastructure

Multiple shadow systems across campus

Perceived as a barrier to technology

Ineffective communications

Opportunities Improved customer service and responsiveness

Expanded use of cloud computing services and E-textbook delivery

Capitalize on student-owned smart phones and mobile applications

A comprehensive video strategy for content delivery and communications

Utilize all Banner-native features and benefits

Outsourcing or cloudsourcing systems or services

Partnerships with other Michigan universities

A strategic plan for classroom and instructional support

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Threats Demands for technology outpace availability of resources

Inadequate funding for existing and future technology demands

Increased use of mobile devices

Large business application backlog

Replication of institutional data outside of IT

Diminishing perceived value of IT

IT viewed as a utility service

Customers going elsewhere for technology services

Design for the Future Using the structured brainstorming process outlined in the 2007 Harvard Business Review article titled “Breakthrough Thinking from Inside the Box”, the committee focused their strategic design on the anticipated technological needs of three university collaboration spaces.

Classrooms of the Future Electrical for student laptops

Networking for student laptops and mobile devices

Movable furniture/flexible layouts

Telepresence equipment for distance learning

Lecture capture use in classrooms o Multiple streams: instructor view, document camera, whiteboard view, class view

ADA accommodations for on-campus as well as remote learning

Language translation

Residence Hall Rooms of the Future Keyless entry

Attend on-line classes from dorm room

Online textbooks

Increased power and charging capability

Reliable connectivity: wired access, wireless access, cellular coverage (multiple vendors)

Demand for more single rooms, single bedrooms with shared bathroom

Common spaces for residential and commuter students

New mobile apps o GPS tracking of campus shuttle o Laundry room text enabled o Refrigerator notify when low on groceries

On-campus Facebook communities

Faculty Offices of the Future Ubiquitous resources and services, regardless of device

o Various mobile platforms (phones, tablets) o Mobile vs. desktop system o University vs. personally owned (BYOT)

Fewer dedicated devices, more virtual devices

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Services delivered to personally-owned devices as well as university systems

Video conferencing from office/laptop o Collaboration inside/outside university o Increased bandwidth demand

Increased use of gesture-based, touch-pads, and speech recognition devices

Increased need for faculty office “hoteling” and small group meeting spaces

Fewer physical books in offices as demand/use of e-books increases

Increased network bandwidth for large research data sets and multimedia

Early adopters and thought leaders will always need more technology and more support

Growth in graduate programs and distance education will strain resources o More participants = more data communicated = increased connectivity and storage

needs

General Campus Elements of the Future More electrical power demands

o Charging stations in general labs

Virtual delivery of applications and support o Self-service and in-person

Guiding Principles 1. Support academic and administrative functions of the university, faculty, and staff 2. Improve operational efficiency of IT systems and services 3. Build the technical foundation needed for the future instructional and collaboration spaces of

the university 4. Retain and grow a progressive, respected, and skilled technology staff

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Appendix A: Strategic Planning Participants IT Steering Committee participants

Morell Boone, Dean, College of Technology

Matt Evett, President, Faculty Senate

Tara Fulton, University Librarian

Hartmut Hoft, Professor, Computer Science

Andrea Jaeckel, Associate Vice President, Business and Finance

Bernice Lindke, Vice President, Student Affairs and Enrollment Management

Carl Powell, Chief Information Officer IT Senior Leadership participants

Carl Powell: Chief Information Officer

Bob Goffeney: Senior Director, Enterprise Systems

Ron Woody: Senior Director, User Services

John Gelsomino: Director, Enterprise Applications

Lynnette Rose: Director, Enterprise Operations

Rocky Jenkins: Director, Network and Systems Services

Bill Shell: Director, Advanced Projects

Lynn Dorendorf: Director, IT Security

Ralph Fitzpatrick: Assistant Director, Infrastructure Services

Aric Kirkland: Assistant Director, Computer Labs

Sherry Kelley: Administrative Manager

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Appendix B: IT Organization Structure The Division of Information Technology (IT) is led by the Chief Information Officer, Dr. Carl Powell. DoIT collaborates with other divisions and units to provide comprehensive information technology support, systems, services, and planning across EMU's campus. DoIT is staffed by 130 full-time and student employees.

Enterprise Systems Group The Enterprise Systems group supports core business applications used across the campus community. The main systems supported include the Banner ERP system, Luminis portal, and related systems that provide academic and administrative services to the University. The Enterprise Systems Group is comprised of the following teams:

Enterprise Application Services

Network System and Services

Enterprise Operations

Enterprise Application Services This group supports the core ERP and peripheral systems. Enterprise Application Services consists of two teams:

Application and Process Services (APS) The APS team provides primary production support for the Banner ERP system, participates in the Banner upgrade testing and implementation process, develops Banner enhancements and add-on capabilities, and creates interfaces between Banner and other internal and external systems. This team implements, administers and supports the Banner Xtender document imaging product and is responsible for the development of Workflow applications as part of its business process analysis capabilities. Finally this team provides report development, data extract, and mailing label creation services.

Portal Support Services (PSS) The PSS team provides system administration and development services for the Luminis Portal, the Banner Web4 self service functions, and the IT website. This team is responsible for the installation and support of the Banner Xtender and Workflow applications. Finally, this team supports the Housing Occupancy Management and the Inquisite Web Survey applications.

Network and System Services Network and Systems Services (NSS) is comprised of Information Technology professionals working within the Network Engineering, System Administration and Application Administration teams. NSS teams support the core network and server infrastructure for the University as well as supporting software applications peripheral to the Banner system.

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NSS works collaboratively with other units to ensure that the University’s core technology infrastructure is ready to meet the current and future needs of the University.

Enterprise Operations Enterprise Operations consists of two teams:

Database Services (DBS) The DBS team provides "backroom" technical services related to our Oracle databases. These services include database clones and backups, consulting services to other IT teams, Banner upgrades and patches and database performance monitoring, tuning and maintenance.

Operations The Operations team is responsible for the day-to-day operation of data center equipment, systems, and services. Among the team's responsibilities are managing Banner job processing, data center printing, physical data center security, and exam scanning services. The Operations team also provides an optical scanner service to scan and score bubble forms for exams.

User Services Group The User Services group supports core business user services used across the campus community. The User Services Group is composed of the following teams:

Enterprise Support

IT Security

Advanced Projects

IT Computer Labs

Enterprise Support Staff in this group are focused on providing the support and training necessary for students, faculty and staff to effectively use the technology resources available on our campus.

IT Help Desk The IT Help Desk team provides support for enterprise software applications, desktop and laptop hardware, and network connection issues to the 25,000+ students, faculty and staff who make up the University community. The Help Desk team includes both full-time staff and student employees. Assistance is provided over the phone, via email message, or in person at the IT Help Desk walk-up window in the Halle Library.

Instructional Technology Our instructional technologists provide a wide range of support services including development and delivery of training for enterprise applications (e.g. Banner,

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My.Emich, EagleMail, etc.), assisting faculty with integrating technology into the teaching and learning process, and business process analysis for divisions or departments seeking to integrate technology into their processes.

IT Security The IT Security team’s objective is to protect EMU’s information resources from internal and external threats through education, awareness, deterrence and enforcement. We accomplish this objective by:

Developing security policies and standards to maintain the integrity of The University's information resources.

Educating the EMU community about IT security threats and steps they can take for protection.

Ensuring proper access is granted to users of institutional data stored in EMU’s systems.

Ensuring technical compliance for federal/state regulatory requirements. In addition, DoIT incident response team (IRT) responds to incidences that threaten the confidentiality, integrity and availability of the University's computing systems and network infrastructure.

Advanced Projects Advanced Projects provides research and senior project management to large, complex, or cross-institutional projects. This includes general project management, client communication, cross-institutional team leadership, and related administrative duties. Additionally, Advanced Projects conducts research on new systems and technologies to determine feasibility for higher education use and potential benefits to the University.

IT Computer Labs The Division of Information Technology maintains open computing labs for student use. These labs are comprised of over 400 Windows and Macintosh based computers located in the Halle Library, Student Center, Pray-Harrold building and Owen building. During a typical full semester, over 17,000 students take advantage of the services provided in these locations.

The labs offer current students access to the Internet and to software applications utilized in their academic courses. Among the software packages are the Microsoft Office Professional Suite, the Adobe Creative Suite, AutoDesk, ESRI GIS software, and statistical packages from SPSS and MiniTab.

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Appendix C: IT Governance

IT Steering Committee This committee provides general oversight and strategic guidance to the Division of Information Technology leadership to ensure that EMU’s IT initiatives and proposed projects help the University achieve strategic goals and objectives. Reporting to the IT Steering Committee are three sub-committees responsible for identifying, prioritizing, and proposing tactical and strategic IT initiatives. IT Steering Committee responsibilities include:

Adopt and disseminate guiding principles for using IT at EMU.

Adopt and disseminate standard processes for developing, submitting, reviewing, prioritizing and acting on proposed IT initiatives.

Develop charters for and approve members to EMU’s IT Advisory Committees.

Encourage IT initiatives that provide EMU with a competitive advantage in attracting and retaining students, faculty, staff and external support.

Align applications of IT with EMU’s strategic goals and tactical objectives.

Receive, review, prioritize and make decisions about proposed IT initiatives.

Recommend a model or models for funding critical IT systems including on‐going and scheduled replacement costs.

Allocate resources or make recommendations about resources required to implement proposed IT initiatives.

Minimize EMU’s risks associated with providing individuals with access to digital data and IT systems.

Resolve issues or conflicts that, if unresolved, would jeopardize the successful completion of approved IT initiatives.

Confirm annually the committee has completed responsibilities listed in this charter.

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Academic Advisory Committee This committee will deal with any and all matters associated with using IT to enhance teaching, learning, or scholarly activities including classroom instructional technologies, e‐portfolio products, online collaboration tools, and support services for faculty who are integrating technology into their instructional programs. Responsibilities include:

Adhere to guiding principles for using IT at EMU

Use EMU’s standard processes for developing, submitting and prioritizing proposed IT initiatives

Assess needs and develop proposals for IT initiatives that support EMU’s goals or objectives

Develop proposals for IT initiatives that would provide EMU with a competitive advantage in attracting and retaining students, faculty, staff and external support

Recommend oversight for implementing IT initiatives that require personnel resources from multiple units of the University

Resolve issues or conflicts that, if unresolved, would jeopardize the successful completion of approved IT initiatives

Refer issues and conflicts to the IT Steering Committee if they cannot be resolved at the advisory committee level

Report to the IT Steering Committee in fall and winter semesters to demonstrate the committee has completed responsibilities listed in this charter

Non-Academic Advisory Committee This committee will deal with any and all matters associated with non‐academic systems including SunGard Higher Education’s products (Banner, Luminis, etc.), other IT systems (e.g., card access) that interoperate with SunGard’s products, other IT systems used by individuals in multiple units of the University, and support services for employees who use these systems in their work. Responsibilities include:

Adhere to guiding principles for using IT at EMU

Use EMU’s standard processes for developing, submitting and prioritizing proposed IT initiatives

Assess needs and develop proposals for IT initiatives that support EMU’s goals or objectives

Develop proposals for IT initiatives that would provide EMU with a competitive advantage in attracting and retaining students, faculty, staff and external support

Recommend oversight for implementing IT initiatives that require personnel resources from multiple units of the University

Resolve issues or conflicts that, if unresolved, would jeopardize the successful completion of approved IT initiatives

Refer issues and conflicts to the IT Steering Committee that cannot be resolved at the advisory committee level

Report to the IT Steering Committee in fall and winter semesters to demonstrate the committee has completed responsibilities listed in this charter

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Infrastructure Advisory Committee This committee will deal with any and all matters associated with wired and wireless networks, network services such as firewalls and directories, and with general‐purpose IT equipment (desktops, laptops, servers, printers and software) used by individuals in multiple units of the University. Discipline‐specific IT equipment for teaching, learning, or scholarly activities used by students, faculty, or staff in a single department, school, or college is not in the scope of this committee’s work. Responsibilities include:

Adhere to guiding principles for using IT at EMU

Use EMU’s standard processes for developing, submitting and prioritizing proposed IT initiatives

Adopt standards for the IT infrastructure (desktops, servers, storage, networks, etc.) of the University

Select and recommend IT products that adhere to EMU’s standards

Develop plans for deploying an IT infrastructure that effectively supports academic and non‐academic systems

Assess needs and develop proposals for IT infrastructure initiatives that support EMU’s goals or objectives

Develop proposals for IT infrastructure initiatives that would provide EMU with a competitive advantage in attracting and retaining students, faculty, staff and external support

Recommend oversight for implementing IT infrastructure initiatives that require personnel resources from multiple units of the University.

Resolve issues or conflicts that, if unresolved, would jeopardize the successful completion of approved IT initiatives

Refer issues and conflicts to the IT Steering Committee if they cannot be resolved at the advisory committee level

Report to the IT Steering Committee in fall and winter semesters to demonstrate the committee has completed responsibilities listed in this charter

Business Operations Committee The mission of the ERP (Enterprise Resource Planning) Business Operations Committee is to assure that Division of Information Technology (IT) scheduled work does not conflict with other major Institutional events. This group also is responsible for coordinating the testing of proposed implementation of new products or releases prior to being moved to production status to minimize the negative impact of any change. All planned maintenance for major EMU systems is scheduled by the ERP-Business Operations Committee (BOC). The BOC includes representation from various campus units and faculty council. Planned system outages are scheduled for Friday or Saturday evenings whenever possible. Friday/Saturday evenings were selected as the weekly maintenance window through feedback processes from the campus community during prior academic years.

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Computer Refresh Committee The Computer Refresh Program (CRP) is designed to make sure that computer systems provided for use by faculty, staff, and students at EMU are replaced on a regular basis. The project objectives are:

Ensure that all members of the EMU faculty and staff community have sufficient computing capability to fully participate in the new technology-enabled work and learning environment.

Ensure that technology in student labs and classrooms is adequate to support the strategic directions identified by EMU.

Create a process that is sustainable and repeatable, and that ensures the equitable and efficient distribution of computing resources.

Identify and operationalize purchases of widely used computer software to provide equal access for all campus constituencies and reduce risk associated with improper implementation of software licenses.