MIS_ICT_Policy

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Makerere ICT Policy and Master Plan Approved by ICTIC, February 2001

Makerere University: Reproduction or use in part or in whole without the permission of Makerere University forbidden

Makerere University

Information and Communication Technology:

Policy and Master Plan

Vision

".. university-wide access to, and utilisation of information and

communication technology to enhance the position of MakerereUniversity as a center of academic excellence, andits

contribution to the sustainable development of society.."


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Makerere ICT Policy and Master Plan Approved by ICTIC, February 2001 15/05/20


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TABLE OF CONTENTS

LIST OF ABBREVIATIONS AND ACRONYMS iv

PREFACE 1

CHAPTER 1: Summary of ICT Services and Systems Policy 7

1.1 Introduction 7

1.2 Identified ICT Services and Information Systems 7

1.3 Policy Summary 8

1.4 Related Requirements 9

CHAPTER 2: Common Data Services and Office Automation 10

2.1 Common Data Services 10

2.1.1 Electronic Mail Services 10

2.1.2 Access-to-Internet Services 11

2.1.3 Internet/ Intranet Services 11

2.1.4 General User Administration System 11

2.2 Office Computing Services 12

CHAPTER 3: Information Systems 14

3.1 Library Information System 14

3.2 Academic Records Information System 143.3 Financial Information System 15

3.4 Human Resource Information System 17

CHAPTER 4: End User Skills Development 21

CHAPTER 5: Data Communication Infrastructure Policy 24

5.1 Inter-campus Connections 24

5.2 Campus Network Systems 24

5.3 Building Network Systems 25

5.4 LAN Segment Identification 25

5.5 Network Implementation Policy 25

5.6 Security Policy 26

CHAPTER 6: ICT Management Policy 27

6.1 General ICT Management Policy 27

6.1.1 ICT Implementation Committee 27

6.1.2 Directorate for ICT Support 28

6.1.3 ICT Steering Committee 286.1.4 Architecture Working Group 28


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6.1.5 Ownership 29

6.1.6 Hire of External Expertise 29

6.1.7 Service Levels 29

6.2 Core ICT Management Functions 29

6.2.1 End User Support Services 29

6.2.2 Operating System and Network Management 306.2.3 Data Base Administration 31

6.2.4 Configuration Management 32

6.2.5 Security and Auditing Services 32

6.2.6 Technology Planning 32

6.2.7 Support Functions 33

6.3 Outsourcing Policy 34

6.4 Make or Buy Policy 34

6.5 Relationship with End Users 34

6.6 Director, DICTS 35

ANNEX A: IMPLEMENTATION MASTER PLAN FOR ICT SERVICES

ANNEX B: CONCEPT DRAWINGS FOR CAMPUS NETWORKS, INTER-

CAMPUS LINKS, AND LAN SEGMENTS DATA


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LIST OF ABBREVIATIONS AND ACRONYMS

ARIS Academic Records Information System

AWG Architecture Working Group

CAD Computer Aided DesignCAM Computer Aided Manufacture

CBT Computer Based Training

CCE Center for Continuing Education

DBMS Data Base Management System

DC Data Communication

DICTS Directorate for ICT Support

DNS Domain Name Service

Email Electronic Mail

FAQ Frequently Asked Questions

FINIS Financial Information System

FTP File Transfer ProtocolGIS Geographical Information Systems

HURIS Human Resource Information System

ICS Institute of Computer Science

ICT Information ans Communication Technology

ICTIC ICT Implementation Committee

ICTSC ICT Steering Committee

IP Internet Protocol

IRM Information Resource Management

LAN Local Area Network

LIBIS Library Information System

TCP Transmission Control Protocol

WAN Wide Area Network

WWW World Wide Web


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PREFACE

Any modern institution of higher learning is critically dependent on the smooth

functioning of Information and Communication Technology (ICT) and ICT services.

Smooth functioning and running can be assured only if establishment, operation and

extension of ICT and ICT enabled functions is effected within a clear policyframework that takes full cognisance of the institution's overall strategic goals.

Makerere University recognizes this critical need and has therefore agreed to establish

its ICT Policy, as detailed in this document, comprising the university general vision

of the role and nature of ICT in its functions. It outlines:

1) the anticipated ICT services that are considered of strategic relevance to the

University

2) the actions to be taken to actually implement these services

3) the principles of a University-wide ICT infrastructure, and

4) the major characteristics of the ICT management environment to assure

sustainable, efficient, user-friendly and secure operations and deployment of all

anticipated ICT services.

This document serves as a foundation for the management of Makerere University as

it starts, for the first time, on an integrated and structured approach for the

development, deployment, and management of modern ICT services. It serves as a

guideline for management concerning all ICT developments and decisions during a

planning period of 5 years starting 1 January 2001.

The ICT Policy, reflected in this document, is the result of a university-wide needs

assessment, careful feasibility studies, and careful decision making by the University

management. The ICT Policy, by virtue of its approval by the University Council, can

be considered the primary guide for structured ICT implementation planning and

decision making in the next five years.

Like other resources (such as staff, capital, and facilities) ICT and ICT services and

systems require planning, monitoring, controlling, and staffing. The development of a

general policy for assimilating ICT and ICT services into the institutions operations

has grown steadily more important. To be effective the policy planning process mustdeal simultaneously with the realities of the institutions organizational culture,

general planning culture, existing technologies and systems, and the relevance of ICT

to the institutions general long-term goals. Some major reasons for integral ICT

policy planning are:

- Rapidly changing technology. As technology changes, planning becomes

increasingly important in order to avoid incompatibility and

inaccessibility. Networked organizations are a reality, and developing

institution-wide network systems requires implementation schedules up to

four years.

- ICT expertise scarcity. The scarcity of adequately trained and experiencedanalysts, software engineers, systems and network managers, coupled with


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their long training cycles restrains ICT developments and requires that

planning priorities be established.

- Scarcity of other resources. Limited availability of financial and

managerial resources is the other reason for high level ICT planning. ICT

is only one of many strategic investment opportunities for MakerereUniversity, and the potential returns on investments in it must be

weighed against those of the alternatives.

- Trends to integrated services, systems and databases. A significant

proportion of the application portfolio involves design/implementation of

database centric services and systems that finally will be interrelated and

accessed by different parts of the institution. A long-term view is critical in

order to appropriately select database contents and technologies.

- Validation of general strategic plan. The implementation of new academic

programs, courses, services, research programs, educational policies andmethods as well as the potential growth of the number of students will

depend on the availability of ICT services and systems. Understanding this

dependency at an early stage is critical.

In this document ICT policy comprises contents and functionality aspects, process

aspects, and the resource aspects of ICT.

Contents and functionality aspects reflect what ICT systems should do for the

institution, which services they provide and/or data they contain. The process aspects

describe how, when and in which order particular ICT services should be

implemented. They describe the courses of actions to be undertaken in order to

design/develop/implement the systems. They also describe how and by whom the

development process should be organized, controlled and monitored (project

management).

The resource aspects realistically specify the various resources, which are required

for actual implementation, deployment and operational managementof ICT services

and systems. Initially, resources are expressed in equipment, software, network,

documentation, and human capacity/expertise. Generally, these immediate resources

are translated into financial requirements (in terms of investments and operating

costs). Resource planning not only specifies what is needed but also how and whenfinancial consequences can be funded.

Strategic relevanceThe strategic impact of ICT and services may vary among institutions and, over time,

within an individual institution of higher education. ICT may be more significant to

some functions within the university than to others. This notion of differing strategic

relevance is critical to understanding the wide diversity of potential practices that can

be used to integrate ICT within the university. It emphasizes the relevance of clear

and timely high-level decision making on ICT subjects and the availability of long

term (strategic) ICT development plans.


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To provide support from the total institutional point of view, ICT must focus first on

the University general long-term objectives, thereby supporting the Universitys

overall strategic planning. In other words the ICT policy has to be synchronized with

the institutions critical success factors and directed towards accomplishing the

institutions long-term goals.

Successful development, implementation and deployment of ICT services depends on

careful and realistic planning, although planning as such cannot guarantee success.

The risks inherent to todays ICT environment, with changing technology and

increasing user demands, require that managers are always fully appraised of

technology and application trends, so that strategic decisions on change can be taken

without adverse impact on the universitys operations, or late and costly decisions.

Follow-up: tactical level ICT managementICT Policy is the foundation for tactical (or project level) ICT management. While

ICT policy determines ICT developments and management over the strategic time

horizon (say five years), tactical ICT management concerns the planning and controlof resources within the framework of the ICT Policy objectives. They involve

breaking down the long-range objectives into shorter range, project level goals;

determining the actual resources needed; setting up the specific project plans to reach

those goals; ensuring that resources are brought in and used by the project as

efficiently as possible.

Co-ordination of ICT policyEffective management of the tension between ICT professionals and (potential) users

should be managed by establishing clear organizational arrangements that specify the

user domain, the ICT domain and the top managements role. Top management must

play a significant role in ensuring that these policies are developed and that they

evolve over time. Both ICT professionals and users must understand the implications

of their roles and the possible conflicts.

ICT responsibilitiesThe following tasks constitute the central core of ICT responsibilities, the minimum

for managing the long-term ICT policy:

- Develop procedures that ensure that, for potential ICT projects, a comparison

is made on internal development versus purchase.

- Maintain an inventory of all installed or planned-to-be-installed ICT services.- Develop a set of standards that establish:

o Mandatory communication standards.

o Documentation procedures.

o Data dictionary.

o Operating systems.

- Identify and provide appropriate ICT management staff career paths.

- Prepare detailed checklists of questions to be answered in any

hardware/software acquisition to ensure that relevant technical and managerial

issues are raised.

- Identify and maintain relationships with suppliers.


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- Establish education programs for (potential) users that communicate both the

potential and the pitfalls of modern ICT and that define the users roles in

ensuring its successful introduction.

- Establish an ongoing assessment/review of ICT services and systems for

determining which ones are obsolete and should be replaced/redesigned.

User responsibilitiesTo assist in the orderly implementation of ICT services and grow in an understanding

of their use, cost, and impact on the institution, the following responsibilities should

be fulfilled by the (potential) users of ICT services:

- Clearly understand the scope of all ICT services supporting the user.

- Realistically appraise the amount of user personnel investment that will be

required for each new project.

- Ensure that comprehensive user input takes place for all ICT projects.

- Periodically audit the adequacy of systems, system standards, performance,

and adequacy of security procedures.- Participate in the development and maintenance of the institutions ICT policy

that sets new ICT priorities, and evaluates a portfolio of projects.

Role of senior managementICT policy planning relates to long term planning and decision making on all

substantial ICT initiatives of the institution. The success of any ICT policy making

exercise is dependant on obtaining approval and support from top management,

whose commitment will enable an organization to establish a cohesive link between

the institutions general objectives and policies of ICT. Top management commitment

must ensure that ICT policy decisions are driven by real ICT needs and the desire to

improve the institutions performance and educational and scientific competence. Top

management must foster a climate in which innovation through ICT can develop. A

long-term vision must originate from and be encouraged by the top management of

the institution.

Lack of commitment at the highest management levels is a great risk to large-scale

and institution-wide ICT undertakings. It results in a failure to exploit ICT

successfully and loss of opportunities. The reason for lack of commitment may stem

from a limited perception of the role of ICT in an institution of higher education.

Direct and active participation from senior management (general and departmental)must be a continuing process. Taking into account the substantial impact on

operational and managerial processes and the substantial funds needed to develop and

sustain the projected systems, ICT Policy must receive the full support from general

management.

Who is responsible for ICT Policy Planning?The ICT Policy planning process is performed by a management team that gives

sufficient representation to all stake holders (senior academic and administrative

management, management of support functions such as finance, library, student

affairs, and the ICT manager). Senior management must assess the quality of ICT

developments and operations and - depending on how critical it is to the overallobjectives of the institution - must be involved actively in determining its structure


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and the standards for its quality of service. The central question for both senior

management and ICT management is whether the current ICT developments and

operations effectively support the institution.

Changing working habits and processes

The process of integration of ICT services into the institution must be properlymanaged. If it is poorly managed ICT will not evolve into a well-functioning and

accepted system but, instead, into a collection of disjointed islands of technology, that

finally can only be managed with great difficulty. Overall efficiency and effectiveness

can never be measured.

ICT can and will change the way in which an institution of higher education

functions. Implementation of ICT is not simply an introduction of new technology, but

a complete re-thinking of how the institution's functions are achieved. Success only

comes when people are able and willing to change (renew) their working habits and

thinking processes. Without this change of thinking and doing when new technology

or new ICT services are implemented, technical success is likely to be accompaniedby organizational failure.

Data Communication requirements inherent to ICT ServicesEach modern ICT service and information system includes a data transfer component,

the need to transfer information between data sources and users of information. The

nature and scale of the universitys data communication network infrastructure, in this

context comprising local area networks (LANs), campus links and wide area network

(WAN) connections, depends on the data communication requirements inherent to

the total collection of required/expected services and systems specified in the ICT

Services and Systems Policy. Consequently, network policy decisions presented in

Chapter 5 are, by definition, relevant to and associated with the services and systems

requirements reflected in Chapters 2 and 3.

Institutional (corporate) Database SystemsDevelopment of corporate database systems strategy involves both the collection of

data files at a particular central location for reference by multiple users and the

development of networks and procedures (security, reliability, privacy) that will allow

users to access data stores easily regardless of their physical location. A specialized

(central or distributed) staff provides a focal point for both conceptualizing and

developing the architecture of these systems to serve multiple users among the

university. The university recognized the need for integrated institutional databaseservices: students personal data, students performance data, library catalogues,

shared financial data, electronic mail, and shared planning data.

Order of implementation (Master Plan)

The order in which the planned ICT services and systems will be implemented is

largely dependent on the nature of and the relationship between the different ICT

systems and services. For example: a central Student Records System can only be

accessed by remote users if appropriate connectivity services (Campus and Local

Area Networks) are provided between the central database server containing theStudent Records and the remotely located users desktop computers. To understand


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the point in time at which a particular ICT service and system can/must be

implemented, the essential relationships with other systems are mentioned but not

elaborated.

Document Lay Out

The first section is this Preface, giving the background and the rationale for the policy

and master plan decisions presented in this document. Chapter 1 gives a summary,

condensing all the policy statements relating to each ICT systems, services or

processes.

All information systems and application have pre-conditional requirements for

successful implementation. These include common network services, user level data

communication services, and office automation. These are discussed in Chapter 2.

Chapter 3 presents the anticipated ICT services and systems, regarded as of strategic

importance to the University in the short and long term. It defines the majorfunctional characteristics of the ICT services/systems, critical implementation

decisions (issues), and operational and deployment essentials. The information

systems discussed are the Library Information System, the Academic Records

Information System, the Financial Information System, and the Human Resource

Information System.

Chapter 4 (End-User Skills Development) describes the university short-term and

long-term skills development policy for students, staff and managers within the

context of the anticipated ICT services and systems.

Chapter 5 concentrates on the principles of the data communication network

architecture, necessary to provide data transfer services to the collection of end-user

level ICT services and systems (defined in chapters 2 and 3) in an effective, efficient

and secure way. It comprises both the low-level network services and physical

infrastructure.

Chapter 6 (ICT Management Policy) defines the organizational and managerial

arrangements at various levels, necessary to assure sustainable, reliable, user-friendly

and secure provision of the ICT services. Its focus is particularly on the management

and maintenance of common ICT services and resources.

The Master Plan, giving the schedule of implementation and full documentation of the

expectation for each service or system, is detailed in Annex A, while Annex B gives

the concept drawings of the networks for the different campuses as well as data about

the LAN segments.


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Chapter 1: Summary of ICT Services and Systems Policy

1.1 Introduction

This chapter contains policy statements on ICT services and information systems that

are of strategic importance to the university. The concise description of the essential

functional requirements, as well as the relationship with other systems and services,

are given in the later chapters. Detailed functional descriptions, the most essential

resources, and the essential implementation strategies are given in the Master Plan

(Annex A).

1.2 Identified ICT Services and Information Systems

The university ICT Policy anticipates the implementation of the following ICT

services and information systems as well as related implementation, operation and

management issues:

1.2.1 General (low-level) data communication services providing full-coverage

internal and external connectivity for all anticipated user-level ICT services

and applications.

1.2.2 Internal and external E-mail and Access-to-Internet services at all workplaces

embodying general internal and external information provision through

Internet/Intranet technology (Web based information services).

1.2.3 Availability of common office applications such as word processing,

spreadsheet processing, access to databases, etc. at all workplaces.

1.2.4 An integrated Library Information System.

1.2.5 An integrated Academic Records Information System.

1.2.6 An integrated Finance Information System.

1.2.7 An integrated Human Resource Information System

1.2.8 Applications for learning and education.

It must be noted that the university ICT policy does not explicitly include specialised

applications supporting teaching processes (Computer Aided Learning) and

professional applications to be used in specific educational and scientific fields, such

as CAD/CAM. Neither does it include specific applications for research purposes.

These classes of ICT applications are assumed to be the responsibility of the faculties

concerned. It is however part of the University's policy to:

1.2.9 Ensure that all end users are equipped with the necessary level and variety of

skills to facilitate their functions.


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In addition, the University has addressed the following issues at policy level:

1.2.10 Sustainable management of ICT resources that takes into account the interests

of all users

1.2.11 Sustainable funding

1.3 Policy Summary

1.3.1 It is the University Policy to assure availability of all anticipated ICT

services/systems at any workplace in the university, and, for selected services,

to locations outside the University through Common Network Services.

Common Network Services (Network Infrastructure), mainly comprising

physical network infrastructure (wiring, switches, routers, servers, etc) and

communication protocols (TCP/IP), form the collective data transport means

for all current and future ICT services/systems.

1.3.2 It is the University Policy to assure availability of User-level Data

Communication Services such as Email, Access-to-Internet, Internet/Intranet

Services, which actually are major users of the low-level network services.

1.3.3 It is the University Policy to promote office computing in all offices. In this

text the term office computing is used for the application of ICT, mostly desk-

top computers, to support general office tasks. This applies to lecturers,

researchers, managers, as well as to secretarial and clerical workers. Major

office computing applications are: word processing, electronic mail,

spreadsheet processing, document storage and retrieval, desktop publishing,

access-to-internet and intranets.

1.3.4 It is the University Policy to improve both the efficiency and effectiveness of

library operations and services through the implementation of an integrated

on-line Library Information System (LIBIS).

1.3.5 It is the University Policy to enhance and streamline student education related

administrative and managerial processes and to improve academic reporting

facilities at both central and faculty level through the implementation of an

integrated Academic Records Information System (ARIS).

1.3.6 It is the University Policy to enhance and streamline financial management

processes and reporting facilities at both central and faculty levels through the

implementation of an integrated Financial Information System (FINIS). Given

the decentralized nature of budgetary management, it is the University Policy

to make these functions also available to faculties and other budget centers.

1.3.7 It is the University Policy to enhance and streamline the human resource

management and administrative processes through the implementation of a

Human Resource Information System (HURIS).


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1.3.8 It is the University Policy in the broadest sense to promote the deployment of

ICT in all areas of education and research through creating technical and

organizational preconditions.

1.3.9 It is the University Policy to ensure and require that all students, academic

staff, administrative and support staff, and managerial staff are trained on acontinuing basis to equip them with the requisite skills to fully exploit the ICT

environment in their different functions

1.3.10 It the University Policy to ensure sustainable management of the universitys

ICT policy and resources through the creation of appropriate policy, advisory

management and operational organs that will cater for the broad interests of all

users

1.3.11 It is the University Policy to provide for the growth and financial sustainability

of its ICT resources through appropriate funding and operational mechanisms

1.4 Related requirements

ICT services and systems will become inherent in the universitys educational,

research, administrative, and managerial processes. Each individual ICT service and

system as such places demands on the:

1.4.1 Anticipated data communication infrastructure. For each ICT service or

system the minimum (initial) communication requirements are identified.

1.4.2 Staff resources during implementation stage. This will involve Makerere staff

as well as local and foreign expertise

1.4.3 Staff resources during deployment stage. Adequate organizational

arrangements have to be made to ensure that the necessary staff to run/

manage systems is either re-deployed or recruited in good time.

1.4.4 And the operational ICT management environment during and after

implementation.


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Chapter 2: Common Data Services and Office Automation

2.1 Common Data Services

Data Communication forms an essential component of the University ICT policy. Itmust assure availability of all anticipated ICT services/systems at any workplace in

the university. Different services should be available even from outside the

University. The University Policy gives priority to the development and

implementation of Data Communication Services at two different but related levels:

Common Network Services (Network Infrastructure) forming the collectivedata transport means for all current and future ICT services/systems. As such

it puts great demands on design, performance, security, percentage of cover,

reliability, continuity, operations, management and maintenance.

Common Network Services, mainly comprising physical network

infrastructure (wiring, switches, routers, servers, etc) and communication

protocols (TCP/IP), are prerequisites for running systems such as Library

Information System, Finance Information System and application level

communication services, such as email and Internet access.

Common Network Services cover the complete institutions network

infrastructure, comprising LAN infrastructures as well as connections between

geographically dispersed sites (buildings, campuses) and connections to the

Internet backbone. For a more detailed specification of the network service

requirements, including both physical infrastructure and network services,reference should be made to Chapter 5 of this document.

User-level Data Communication Services such as email, access to Internet,Internet/Intranet Services, which actually are major users of the low-level

network services. Email and access to Internet services (WWW, FTP) require

specific application software on the users workstations. This client-side

software (mailer, browser) is currently integrated in all modern operating

systems (Unix, Linux, Windows NT, Windows 2000) and does not need any

additional software investment.

2.1.1 Electronic Mail Services

Electronic mail and messaging systems are an increasingly important part of a

universitys ICT strategy. Email systems are designed to enhance communication

within the institution and with other institutions. It lets users communicate from their

desk. An electronic mail system consists of the following components:

The users front-end application, providing facilities for creating, addressing,sending, receiving and forwarding messages. Other features include the ability

to attach files and other information to messages.


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The back-end email server application that forwards messages from the senderto the receiver. Messages are stored until delivery, and a translation facility

allows users of different email systems to exchange message. In general, the

email server application requires one or more dedicated computer(s). Email

server software is available as part of modern server side operating systems or

may be acquired from specialised vendors.

A directory service, the Domain Name Service (DNS), that maintains adatabase with users and services on the network. Users access this service to

locate the addressee and his or her email address. This service is installed on

one or more dedicated computer(s). In general: the DNS database is replicated

on several computers for protection against system failure (primary and

backup or secondary DNS Server).

2.1.2 Access-to-Internet Services

This is (or becomes) one of the most valuable communication services for institutionsof higher learning. It provides access to a wealth of information sources, located on

computer systems around the world. In the university Access-to-Internet includes the

following components:

A Web Browser application running on every workstation to search, downloadand display visual information sources.

Appropriate internal network infrastructure and equipment linking the internalnetwork to the Internet Highway.

2.1.3 Internet/Intranet Services

Intranet Services include facilities to design, develop and store information formatted

as web pages and make them accessible through the LAN of the institution, while

Internet services publish information on the World Wide Web. In general, both

services use similar software and hardware technology.

Intranet Services may be used for on-line publication of parts of corporate databases,

maintained by systems like FINIS, LIBIS, ARIS and HURIS. Further, in an academic

environment Intranet Services are applied to access course manuals and other study

and research documentation.

Providing Internet/Intranet Services (setting up an institutional web site) requires

dedicated (application) software, such as MS Internet Information Server. In general,

this software is available as part of Server Operating Systems (For example Windows

NT server) or may be acquired from third party vendors. In general a dedicated

computer is reserved for Internet/Intranet services.

2.1.4 General user administration system

The administration of all users, employees, guest accounts and others as well as

students is tedious work. In order to handle the large numbers at Makerere University(more than 20,000) there should be one user database, for the university common


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system. The database contains general information on each employee such as name,

department, addresses, phone numbers, email address, web-address and so forth. For

students, as an example, names, addresses and departments/courses are collected. The

information on students is imported from ARIS while the information on employees is

imported from HURIS. Information about visitors would be provided by the different

departments.

The database will generate information to digital catalogues such as web- and e-mail

catalogues as well as to printed catalogues of different kinds. Last but not least, basic

information will also be generated to the authentication system, containing user-id and

password including the accounts for different systems. For the students, this means

that the same account/e-mail-address and user-id can be used for the length of the

program. The account automatically expires when the student is no longer active in

ARIS. In the same way, expiry of employee accounts will be flagged by HURIS.

Figure 2.1 shows a schematic of the email and internet/intranet access data base

management system (DBMS).

Figure 2.1: Email and internet/intranet access data base management system

2.2 Office Computing Services

It is the universitys policy to promote office computing in all offices. In this context

the term office computing is used for the application of ICT, mostly desk-top

computers, to support general office tasks. It does not only apply to clerical andsecretarial work, but also to the office work of managers, researchers and lecturers.


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Office computing comprises a set of office-related functions in a single computer,

usually a desktop computer, either freestanding or linked to the universitys network.

Major office computing applications are: word processing, electronic mail,

spreadsheet processing, document storage and retrieval, desktop publishing, and

access to internet.

To be effective, office computing not only requires appropriate (freestanding or

networked) computer systems on the workers desks, but also adequate knowledge

and skills in the use of the computer system and the different office applications. A

major component of the universitys ICT policy is the development of these general

end-user computer skills (Refer to Chapter 4 of this document).


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Chapter 3: Information Systems

3.1 Library Information System

As more information is made available in a variety of formats and media an in avariety of locations, the need to manage information efficiently becomes more and

more critical. Both library staff and library users want access to more information and

want to access it more efficiently.

It is the University Policy to improve both the efficiency and effectiveness of library

operations and services through the implementation of an integrated on-line

Library Information System (LIBIS).

The anticipated Library Information System will integrate the following functionality:

Essential functional requirements

Circulation Control System. Catalogue Maintenance System giving a high quality of bibliographic records in

conformity with the standard cataloguing codes.

On-line Catalogue Access. Ability to share resources (catalogues) among libraries at different locations. Acquisitions Control, including search of on-line sources of publications, on-line

access to book dealers and book publishers and order placement, checking in,

query on-order records.

Serials Ordering and Control. On-line (through Internet) access from any workplace to Reference and

Information Services (indexes, abstracts, etc) in the University library and other

universities, libraries, and institutes.

Statistical reporting and management information provision.Implementation issues

As part of the implementation process, there will be a lot of effort and high costs

required in converting current manual files into computer files. This process involves

a considerable amount of staff time for weeding, inventory, revamping circulationprocedures. Serious consideration will be given to out-sourcing this function.

3.2 Academic Records Information System

Academic Records Information System (ARIS) is the generic term for the collection

of ICT services designed to support student and education related administrative and

managerial processes. These include: management of student personal records,

student academic performance registration and analysis, student admission/

registration, examinations, management of data related to academic programs and

courses, allocation of facilities and staff, class scheduling.


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Debt management. Cash management. Foreign aid management. Revenue management including assessment of financial needs, collection of gifts,

determination of tuition fees, government appropriations, contracts and grants,investments, sales.

Expenditure management including authorization of expenditures, personnelcosts, vendors, awards.

Personnel cost administration (payroll). General Ledger. Budget Ledger. Commitment Ledger. Accounts Payable. Account receivable. Fixed assets management. Inventory Control. Cost accounting functions. Financial analysis and (Web technology based) reporting capabilities.Implementation Issues

Traditionally most financial management tasks are centralized. Partly due to the

availability of computer networks and modern distributed financial information

systems a trend to decentralizing certain financial management tasks is apparent. The

University management is aware of this inevitable trend. They may decide, as part of

the systems implementation process, to change/redesign administrative procedures

and even to decentralize certain financial management tasks and responsibilities. The

introduction of a computerized financial information system may require fundamental

reforms of functional processes or methods such as the introduction of an appropriate

budget classification system. Makerere has already started operating decentralised

financial management functions, and should therefore easily adapt to the required

changes.

3.4 Human Resource Information System

Human resource management refers to adequate utilisation of human labour forproductivity and attainment of the organisational mission, goals and objectives. In an

institution of higher education human resources form a primary organisational

resource, which is scarce, expensive and difficult to maintain.

A university spends over 70% of its financial resources on personal emoluments and

the university must concentrate its efforts on effective management of its employees

for optimum returns on its investment in human capacity. The universitys objectives

will be realised only through proper human resource management as a pre-requisite

for providing its primary services, education, research and dissemination of

knowledge, and for managing other resources.


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It is the University Policy to enhance and streamline the human resource

management and administrative processes through the implementation of a Human

Resource Information System (HURIS).

A Human Resource Management Information System and Payroll Information System

encompass a number of closely related processes supportive to human resourcemanagement. In particular they include maintenance of employee records, the

quantitative and qualitative forecasting of capacity, allocation of human capacity, the

calculation of salaries and, in accordance with established policies and procedures, the

provision of management information. The Payroll Information System has a direct

relation with the financial management function: for instance Payroll Information

System will provide the financial management function with the information needed for

making (regular and ad-hoc) payments to the university's staff.

Personnel data makes up the bulk of data in the core data base, linked to other activity

areas such as Payroll, Human Capacity Planning and Welfare. A major objective of a

Human Resource Information System will be optimisation of a scarce and expensiveresource.

A policy element the university has to address at a higher level is the establishment of

a guide about the acceptable relative sizes of academic (line function) and

administrative (support function) staff. This will also be reflected in the financial

outlays for the core versus the support functions in the university.

Essential functional requirements

Establishing a human resource policy. Plan short- and long-term staff requirements. Recruitment of staff. Job evaluation. Training of staff. Salary administration. Pension fund administration.


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Use ICT services and systems effectively and as independently as possible. Contribute to the specification, design and implementation of ICT applications. Be aware of the shared responsibilities for equipment, software and data, and

enforce an atmosphere of collective responsibility and system ownership.

Manage and control complex project oriented processes, like implementingUniversity-wide infrastructure or information systems.

Establish and sustain effective, efficient application and data management andsystems maintenance.

The University Policy provides for the development and implementation of a

consistent set of training programs with different levels for different categories of

(potential) ICT users: Students, teaching and research staff, clerical and secretarialstaff, and general management staff.

Permanent intensive staff development will be set up as soon as possible and

simultaneously with the implementation of the different ICT Services and Systems.

Content, level and target groups will be brought in line with the actual training needs,

arising from the implementation of the different Services and Systems.

Additionally, it is the University Policy to create organizational (trainer capacity,

training management) and technical (practice lab and computer based training

tools, self-paced training mode) conditions assuring continuous in-house ICT

training capabilities in the long-term.

Training shall be provided to cover, as far as possible, all skill levels. While it is not

intended to turn all users into experts, it is important that the training plan supports all

users at all levels. It would be inadequate to only support the least advantaged group,as that would have the undesirable effect of creating a great mass of average users

with no experts. The need for experts is never diminished.

The short- and medium-term goals shall aimed at creating, as rapidly as possible, a

sizeable proportion of staff who are familiar with, and able to effectively use the ICT

infrastructure in their daily work. At the end of the first phase of the training, the

University expects that:

All students and staff at all levels are able to use standard application packages(word processors, spread sheets, data bases) as well as email and the Internet.

Administrative chores like calling meetings and distribution of minutes and otherdocuments are handle via email

Students and staff interact more using online message boards, email, and onlinediscussion fora. The traditional modes of interaction (notice boards, circulars)

should be replaced for most activities.

Training Resources

In order for the above to have a good chance of being effective, the University needs

well-equipped training facilities. At the moment there are a number of computer labs

scattered around the University that could be used for CBT. However all of them are

lacking in some respect or other. Two fully equipped training centers will be set up atthe University, to be used as needed for training purposes. The centers, to be owned


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by the Institute of Computer Science (ICS), shall include state-of-the-art CBT

equipment and software. The university will provide space for the centers.

To better support learning, online applications for user support will also be developed.

These will include moderated online discussion fora where users can ask questions,

share ideas and solutions and basically keep in touch; online manuals and FrequentlyAsked Questions (FAQ) lists. This approach will enhance information sharing as well

as increasing user familiarity with using online resources.


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Chapter 5: Data Communication Infrastructure Policy

Data communication (DC) systems provide essential links between users of

information and sources of information, and form the basis of the network

infrastructure. In the previous chapters the essential ICT requirement in terms ofapplications and services have been documented. Data communication requirements,

inherent to the different applications and services are identified in this chapter.

The chapter documents the ICT policy decisions made on the required functional

structure of the universitys data communication network. This provides a planning

framework enabling the network planners to design and implement a consistent and

flexible corporate DC infrastructure, meeting the collective DC requirements inherent

to the agreed ICT applications and services. It also provides a global picture of where

major servers are located, the segmentation of the building networks for each

building, the principles of the intra-campus network and major characteristics of the

inter-campus links for each campus. The actual geographical and technical details of

the network nodes shall be decided during the implementation phase.

It is the University policy to develop a University-wide data communication network

consisting of the following building blocks:

- Inter-campus WAN connections between campuses.

- Campus backbone for each campus.

- Building backbone for each building.

- Individual Local Area Networks identified on the basis of adjacent rooms

and/or workplaces and user groups.

5.1 Inter-Campus Connections

This part of the universitys data communication system interconnects computing

resources located in geographically remote campuses. Figure B.1 in Annex B shows

the provisional policy decisions made on the type and capacity of the inter-campus

links.

5.2 Campus network systems

For each one of the university campuses the campus backbone will project what will

be defined as the entry points for the area networks. The area networks will be

connected to the campus backbone. The area network interconnects the different

buildings within the defined area. Within each building a structured cabling system

will be installed. The campus backbone network will consist of buried fiber-optic

cables, although microwave systems may also be used. The area network connecting

the various buildings will also be a fiber optic network.

Figures B.2, B.3, B.4 and B.5 in Annex B respectively show the main backbone

schematics for the Makerere University main campus, Faculty of Medicine, Makerere

University Business School, and Makerere University Agricultural Research InstituteKabanyolo. For the main campus, there will be a ring starting at Physics, through the


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Main Library, Senate Building, the Institute of Computer Science (ICS) Building

(when constructed), CCE, and Back to Physics (Figure B.2).

When planning the fiber structure for the campus backbone and area networks, they

may both benefit from one and the same trenching. Fig B.6 shows a typical area

network schematic.

By concentration of all university general servers (mail, web, administrative, library,

etc) into one room (the new ICS building) specially designed with cooling, air-

filtering, UPS, backup-facilities and physical protection, better availability and service

may be achieved. With a high speed backbone, it will not be necessary to place the

servers close to the users.

5.3 Building network systems

The main subdivision of the area network system into Local Area Networks (LAN) isidentified. For each building the number of connection points (wall sockets) in

various sections (rooms, floors) is identified. Where necessary, links to major data

processing nodes (e.g. database servers) as well as network requirements, which differ

from general standards, are shown explicitly.

The specification of the building level network systems is important to enable

establishment of implementation priorities and scheduling of network implementation

activities.

5.4 LAN segments identification

Table B.1 in Annex B identifies and shows the assumed primary users of each of the

identified LAN segments. It shows the estimated number of communication outlets

per segment or (if relevant at this stage) per room; bandwidth requirements if different

from the general standards; type of DC node to connect the LAN segment to the

building wiring system (building backbone); and specific functional requirement if

appropriate. It must be noted that this situation is true at the moment of the policy

decisions. One of the first activities of each network implementation effort is to

verify whether this table is still in accordance with the current and expected situation

particularly related to the usage of the connection points.

5.5 Network Implementation Policy

A university-wide network infrastructure cannot be built overnight and will take a

substantial period of time. For reasons of planning, management, and resource

availability the actual implementation will take place in a phased approach and will be

synchronized with the implementation timing of different ICT services and systems as

well as with the (expected/required) physical distribution of future clients (users) and

servers of each of the services and systems.


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It is the university policy to design and implement all network segments under a

single project management structure. However, the timing of those components of

the infrastructure, which are a prerequisite to particular services or systems, must

be synchronized with the implementation process of those services or systems.

The network design and implementation process of the university computer networkshould be flexible enough to take advantage of future changes in technology options,

to incorporate unforeseen changes in communication requirements and to adapt to

unexpected changes of the timing of the implementation of services and applications.

5.6 Security Policy

The Universitys ICT Security Policy is the collection of rules by which people who

are given access to the Universitys information technology and data must abide. The

main purpose of a security policy is to inform and guide users, staff, and managers of

the requirements and their obligations in protecting technology and information

assets. Security is not an activity that is over once it is done right the first time.Rather, it is an iterative process, continually improving on what already is being done

and what has been done. Implementation of security measures is not organized as a

project, but as a permanent set of tasks integrated in the Information Resource

Management function (Chapter 6).

The following are the basic requirements of securing network resources :

Ensuring that only authorized individuals have access to information. Preventing unauthorized creation, alteration, or destruction of data. Ensuring that legitimate users are not denied access to information. Ensuring that resources are used in legitimate ways.

Several characteristics are associated with an effective and feasible ICT security

policy:

Implementability. Enforceability. Privacy. Access. Accountability. Response. Flexibility. Sustainability/Maintainability.

The following measures shall be taken as part of ensuring security:

Networks will be built entirely with switches since this nearly eliminates thepossibility for users of snooping accounts and passwords from the net.

All links between switches will be optical fiber. Encrypted communication methods (like ssh instead of telnet, https,.....) will

be used by all university critical systems (eg financial, student databases and

so on).


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Chapter 6: ICT Management Policy

The Universitys information technology base will expand significantly during the

years to come. Administrative and managerial processes will be increasingly

dependent on well-designed, managed, and maintained ICT resources. Taking intoaccount the value of the future ICT assets, it is required to take permanent

organisational measures to secure reliability and sustainability of the complex

collection of ICT resources. These measures cover all common ICT resources of the

university. The collection of organizational arrangements needed to assure appropriate

management and maintenance of the university's ICT resources and professional user

support is called Information Resource Management (IRM).

This chapter focuses on the university policy concerning the management and

maintenance of the Universitys ICT resources.

It the University Policy to ensure sustainable management of the universitys ICT

policy and resources through the creation of appropriate policy, advisory,

management and operational organs that will cater for the broad interests of all

users.

It is the University Policy to provide for the growth and financial sustainability of

its ICT resources through appropriate funding and operational mechanisms.

6.1 General ICT Management Policy

The University has decided on the following general policies for the development ofappropriate Information Resources Management (IRM) capabilities. The general

policy includes short-term IRM policies, long-term IRM policies and ownership

policies.

Short-term ICT Management Policy

6.1.1 ICT Implementation Committee

An ICT Implementation Committee (ICTIC) will be established, providing a

high-level mechanism to:

Monitor and control the progress of all activities arising from theimplementation of the Universitys ICT Policy;

Monitor and control the progress of the development of DICTS (See 6.1.2) Allocate resources according to the agreed master plan Budget for the cost of management, operations, maintenance and

expansion through the university budget

Recommend proposals for cost-recovery and cost-sharing Determine /approve ICT Policy adjustments arising from technology

trends or new visions and strategies.


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ICTIC will be nominated from both the management of academic functions

(faculties) and the management of administrative and support function of the

university. It will be chaired by the Vice Chancellor.

Permanent ICT Management Policy

6.1.2 Directorate for ICT Support

One centrally organized, service oriented, unit (not necessarily geographically

concentrated) will be formed. This unit will be formalized immediately. The

primary tasks of this unit/department are management and maintenance of

common ICT systems and End-user support. This organizational unit will be

called the Directorate for ICT Support (DICTS). All necessary

functions/skills for day-to-day management of all ICT resources and user

support services will be gradually developed during the four years starting 1

January 2001

DICTS will be managed by an appropriately skilled manager to be appointed

as soon as possible. Because of the cross-cutting nature of the duties of

DICTS, affecting all academic and administrative units of the university, the

head of this unit, the Director, will report to the Vice Chancellor.

After successful development of DICTS (four-year period), decentralization

(distribution) to faculties and administrative departments of certain ICT

management tasks may be considered. Decentralization should only take place

if feasible, and cost-effective. Decentralization will be approved by the ICT

Steering Committee.

6.1.3 ICT Steering Committee

The ICT Steering Committee (ICTSC) will take up the role of ICTIC after the

major systems envisaged in this policy document and the master plan have

been established. ICTSC will be a Council Committee with appropriate

academic, administrative and student representation. The Director, DICTS,

will be the secretary to this committee.

6.1.4 Architecture Working Group

There will be established an Architecture Working Group (AWG) composed

of representatives from all faculty level academic units as well as

administrative units. This will provide a forum for the development and

continuous review of the University's information architecture, ensuring that it

conforms to the common vision of the end users. The AWG will be a change

driver, providing inputs for DICTS and ICTIC (later ICTSC). DICTS will

provide the secretariat to the AWG.


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General information resource ownership policy

6.1.5 Ownership

For each ICT resource (computer, data communication device, software,

network components, data storage) an owner will be defined. Ownership ofspecific ICT resources will be determined by the universitys general

management. For example: the Finance Department would be the owner of

the Financial database server computer and the financial database.

Ownership of common ICT resources (e.g. communication infrastructure,

general services) will be delegated to DICTS.

6.1.6 Hiring of External Expertise

Owners are allowed to hire certain support services from external professional

providers only if cost-effective and if the expertise involved is not (yet)available in the University and will (cannot) not be developed by DICTS.

6.1.7 Service Levels

Service levels of the IRM department will be determined in line with the ICT

services/systems provided and related service level requirements.

6.2 Core ICT management functions

The universitys policy concerning the development of ICT management comprises

the primary services shown in Table 6.1. Fig 6.1shows a schematic organogram

showing the ICT resource management functions.

TABLE 6.1

ICT MANAGEMENT: PRIMARY SERVICES

Core functions FTE1After 4years

Significant to

O.S and networkmanagement

6 All data communication services (mail, access-to-internet),all applications, day-to-day network operations, upgrades,performance tuning. General user adm. system.

User Support Services 4 First line technical support to users.Database Administration 4 Accessibility, reliability, security of corporate databases; system

upgrades, data access performance.Security Management 2 Authentication, authorization, privacy, integrity.Systems Development Application development and maintenance; query scripting; web

server extension development.Technology Planning 1 Strategic ICT opportunities.Web contents author 2 Web site contents development and maintenance

6.2.1 End-user Support Services

End user support services cover advice, consultancy, and support in all matters

associated with access to and use of network infrastructure and various ICT services.

1 FTE means Full Time Equivalent


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A central help desk will be established as a point of contact, staffed by personnel who

can give immediate support or can refer to specialists.

The university policy is to establish a centralized End-user Support Centre. End-

user Support Centre staff need to have working knowledge of the latest operating

systems, development tools, and application packages on microcomputers (orworkstations).

The End-user Support Centre will provide the following services:

Assistance for day-to-day end-user computing problems. General technical assistance, including guidance in selection and procurement

of ICT resources, selection and evaluation of application packages and other

special purpose software, software installations and updates, assistance in

using query and reporting tools, hardware installations, communication

devices installation and use, establishing database security.

Professional assistance in writing specific programs. Assistance in accessing corporate databases (query language). Assistance in debugging. Access to reference material on facilities, databases, etc. Establishing microcomputer policies. Assistance in problem solving. (Guidance of) maintenance of computers.

The central helpdesk will act as the focal point for all problems, questions and

incidents and will be responsible for dispatching of incidents to the technical

specialists. Relevant posts in this organisational unit are: Application Programmer,End-user Liaison, Office Automation Specialist.

6.2.2 Operating Systems and Network Management

The tasks of this centralized group of specialists focuses on the day-to-day operations

of computers (both common data communication servers and dedicated database

servers) and the data communication network (both active components and cabling

systems). Furthermore this unit includes acquisition and maintenance of these

computers, communication systems and system software. The ability to monitor and

control operations centrally depends on the availability of advanced system

management and monitoring tools. Major tasks are:

Monitoring and tuning the performance of all components of data processingsystems (servers) as well as data communication equipment.

Monitoring and controlling computer capacities and communicationthroughput (particularly important for online remote transaction processing).

Analysing capacity and performance statistics and forecasting computing,storage and communication capacity.

Execute and/or guide preventive, corrective and perfective maintenance ofoperational hardware as well as software.

Acquisition and installation of new or additional equipment and software(qualitative and quantitative upgrades).


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Installation and maintenance of security systems and technical facilities suchas climate conditioners and power supplies.

Important positions to be developed in this unit are: System Programmer and Data

Communication (network) Specialist.

6.2.3 Database administration

The objectives of this expertise are to:

promote and control data sharing, analyze impact of changes to applications and services, maintain data dictionary, assuring quality, accessibility and security of data, manage database management systems and tools.

A database is a mechanized, formally defined, centrally controlled collection of data.

The data records are physically organized and stored so as to promote shareability,

availability, and integrity. The database approach is made operational by a database

management system, a software system that performs the functions of defining,

creating, revising, and controlling the database. Operational databases are controlled

and maintained by means of applications.

Databases related to management information systems are considered as corporate

resources and will be managed accordingly. Major databases maintained by the

functional applications are: financial database, students personal database, students

performance database, library database, and the human resource data base.

It is desirable to have a centralized organisation function to exercise control over thedatabases, especially related to 'technical' aspects. This function is known as Database

Administration. Since data is a corporate resource, Database Administration is a high-

level function with responsibility for determining and co-ordinating data resource

management from policy to implementation.

Database administration has both co-ordinating and technical oriented tasks:

Definition and promotion of database standards. Promotion and control of data sharing. Analysis of impact of change requests (for example: data definition changes)

to applications. Maintenance of the data dictionary and other documentation. Reduction of redundant data and data processing. Improvement of use of data (by promoting Data base Management Tools and

Query Languages).

Improvement of security of data. (Designing and implementing properprocedures to recover from damage of data. Designing measures and

procedures to protect and secure data)

Tuning database management systems. Selection and evaluation of database technology (database management

software and media). Physical placement of data bases on specific computers (servers).


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Installation of (new releases of) database management systems. Development of interfaces of data bases with telecommunication.

6.2.4 Configuration management.

Configuration management covers a wide range of administration tasks. In itssimplest form, the IRM department maintains a database that contains a variety of

relevant information about workstations, servers, data communication equipment

(routers, hubs, wiring), I/O peripherals, and software characteristics. System and

network managers can refer to this information when they need to change the

configuration or determine or analyse the cause of some failure. The database can

hold important infrastructure information, such as physical connections and

dependencies. This information is managed at the IRM department and might be

distributed to outlying systems if required. Finally, this database should grow up into

an advanced configuration management environment.

Configuration management for a network deals with such issues as passwordmanagement, printing configurations, and user or group management.

A major tool supportive to the day-to-day management of network components of an

ICT configuration is a Network Management Station (NMS). The NMS is a computer

plus software package acting as a controlling device that gathers information from

network equipment and stores it in a database for evaluation and control purposes.

Also changes made in data communication equipment (for example: addressing

routers) and the database are automatically updated by the management software,

which sends update commands over the network.

As the size of the networks grows, configuration NMS, along with other centrally

organized management tools (security, accounting, and performance tracking) are

becoming more important. In a distributed systems environment it will be impossible

for system and network managers to perform these tasks on site due to travel time and

expenses. Automating the procedures is a natural and cost effective step.

6.2.5 Security and auditing services

This concerns access to service/applications and electronic data stores located in

network nodes throughout the institution. Security management is required to ensure

that access to these services and data is controlled (authentication) and authorized.Further data integrity and data privacy must be ensured. Security procedures should

be subject to regular audit and review.

6.2.6 Technology planning

Technology planning for ICT operations is the process of ongoing review of potential

opportunities of enhancements and obsolescence. The scope and effort of this task is

determined by the nature and the state of the ICT and ICT services in the institution.

To be effective, this activity must involve experienced, imaginative staff. The unit

searches for innovative services on ICT or major improvements to be implemented.


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The major position in this organisational function is the ICT Engineer. Specific

expertise will be gained from the database administration and systems operations unit.

The objective of the review is to determine relative to available systems- how cost

effective and adequate for improvement the existing deployed technologies are. The

review should generate an update priority list of technologies to be considered.

In order to better define the architecture of future ICT and ICT services, the planning

activity may include field trips to vendors, educational sessions, and pilot studies as

vehicles for obtaining an understanding of new and emerging technologies.

Fig 6.1: ICT Resource Management Functions

6.2.7 Support Functions

Additionally various secondary or support tasks will be implemented, depending on

the scale and nature of the organization. These include:

ICT Policy management,

project planning and control, managerial liaison, human capacity management, financial management (cost accounting, budget monitoring), supply and custodian services, purchasing and supplier relationship, configuration management/change management, monitoring/maintaining service level agreements.

End-usercomputing

support

Helpdesk

O.S andnetwork

management

DatabaseAdministation

TechnologyPlanning

End-userTraining

Headof

Department

SystemsDevelopment

Figure .... ICT Resource Management Functions

OperatingSystems

Management

Netw orkManagement

SteeringCommittee

GeneralManagement


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appropriate training and information provisions to end-users (through intranet

facilities) are methods to reduce conflicts. ICT professionals should receive specific

training in customer care and management. This underscores the necessity of setting

up a multi-disciplinary user group, the AWG, to build consensus on architecture from

the user point of view as an input to both the IRM Dept and the ICT Steering

Committee.

Within the institutions organizational structure, the horizontal relationship of DICTS

with the end-user departments (faculties and administrative departments) is as

important as its vertical integration in the hierarchy.

6.6 Director, DICTS

The status of the Director, DICTS, must align with the role that ICT plays in the

university. He/she is involved in the strategy-formulating process of the institution. In

an institution for higher education, where ICT has strategic importance, a low-statusICT manager (low-status in reporting level and/or compensation) has difficulty

getting the necessary information from general management level in the strategic

planning process and aligning ICT policies with the vision of general management

and general strategies.

It is the universitys vision that the Director, DICTS should be placed at a hierarchical

level at least equal to that of the Librarian or Director Planning Department, hence

he/she will report to the Vice Chancellor.

Documents

MIS_ICT_Policy