INFORMATION TECHNOLOGY STRATEGIC PLAN 2007 - 2010 Prepared by the Campus Technology Policy & Planning Council Presented to the President’s Cabinet April 12, 2007 ILLINOIS STATE UNIVERSITY Gladly we Learn and Teach Office of the Associate Vice President, Academic Information Technology • 309.438.2430 • www.ctsg.ilstu.edu
1. ILLINOIS STATE UNIVERSITY Gl adl y we L ear n an d T each
INFORMATION TECHNOLOGY STRATEGIC PLAN 2007 - 2010 Prepared by the
Campus Technology Policy & Planning Council Presented to the
Presidents Cabinet April 12, 2007 O f f i c e o f t h e A s s o c i
a t e V i c e P r e s i d e n t , A c a d e m i c I n f o r m a t i
o n Te c h n o l o g y 3 0 9 . 4 3 8 . 2 4 3 0 w w w. c t s g . i l
s t u . e d u
2. Table of Contents Introduction Executive Summary Vision,
Mission, Guiding Principles, and Premises for IT Funding
.........................................................6
Strategic IT Goals
...................................................................................................................................
7 Background The Top Ten IT Issues Confronting Higher Education
........................................................................10
Illinois States Benchmark Institutions
..................................................................................................
14 Summary
...............................................................................................................................................
15 Vision, Mission, Guiding Principles and Premises for IT Funding
Vision
.....................................................................................................................................................
16 Mission
..................................................................................................................................................
16 Guiding Principles
.................................................................................................................................16
Premises for IT Funding
........................................................................................................................
17 Strategic IT Goals and Action Items Goal 1: Support Illinois
States aspiration to be the rst choice public institution in
Illinois by develop- ing best practices in testing, implementing,
and utilizing technology to enhance high quality teaching and
learning, research and creative activity, and professional service.
.................................................. 18 Goal 2: Base
IT decisions on coordinated planning, sustainable funding, and
assessment. .................. 19 Goal 3: Promote excellent
client-centered IT services that balance centralized and
departmental IT support.
..................................................................................................................................................
20 Goal 4: Provide reliable, secure, and capable network and server
access that supports the Universitys academic and administrative
systems.
...................................................................................................
21 Goal 5: Support the Universitys administrative information
needs. .....................................................22
Financing Information Technology at Illinois State Premises
.................................................................................................................................................24
Recommendations
.................................................................................................................................24
Appendix A: Charge from Presidents Cabinet Appendix B: A History of
IT Governance, Organization, Leadership, and Planning at Illinois
State The 1980s
.............................................................................................................................................27
Illinois State University IT Strategic Plan 2007 - 2010 Pa g e 2 o
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3. The 1990s
.............................................................................................................................................27
The 2000s
.............................................................................................................................................30
Appendix C: The Current State of IT on Campus and a Comparison with
Benchmark Universi- ties IT Organization
.....................................................................................................................................31
IT Funding
.............................................................................................................................................35
IT Personnel
..........................................................................................................................................
37 IT Services Provided Centrally
..............................................................................................................
38 IT Services Provided by Non-central Units
..........................................................................................
44 Summary
...............................................................................................................................................
47 Appendix D: Campus Technology Policy & Planning Council
Presidents Cabinet Charge Creating the Tech Council
........................................................................48
Structure of the Tech Council
...............................................................................................................
48 Members of the Tech Council
..............................................................................................................
50 Illinois State University IT Strategic Plan 2007 - 2010 Pa g e 3
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4. Introduction At the outset it is important to clarify how
the term information technology (abbreviated IT) is used in this
report. For the purposes of this Plan, IT denotes the technologies
used for processing, storing, and transporting information in
digital form1 in support of teaching and learning, research and
creative activ- ity, and administration of the university. Even
within the boundaries created by this narrow denition, the impact
of IT on higher education con- tinues to increase in importance
every year for everyone on campus. Almost all of the literature on
IT in higher education has the same general message about the
increasing importance of IT planning, coordi- nation, and
collaboration. Here are two examples: IT continues to have a
profound impact on higher education, inuencing not only almost
every aspect of a students life ... but also almost every campus
function. The evolving global digital network has fundamentally
changed the nature of our communications, across campus and around
the world. The rapid advances in processing power, data-storage
capacity, bandwidth, and software development have revolutionized
research, teaching, and learning. And our NetGen stu- dents, who
have grown up with technology and have never known life without the
Internet, have expectations for IT access, mobility, and
convenience that have huge implications for teaching, learning, and
institutional service.2 Information technology is not a
hierarchical and independent functional area of responsibility.
Technology is much more of a spider web, creating and allowing
interdependencies among exist- ing structures, and it can
potentially be used to break down these often dysfunctional silos
on campus. Whereas higher education has historically been organized
in vertical administrative structures or silos, technologyas a
cross-cutting functioncreates horizontal interdependencies that
require administrators to manage these campus-wide functions.3 The
expanding impact of IT on just about every aspect of what we do at
a university requires strategic thinking and continuous planning.
The University has not looked strategically at IT for at least
twelve years; in IT terms that is a very long time. What you are
reading is the product of a campus-wide process to once again think
strategically about IT at Illinois State and to put together both
an IT Plan and a proc- ess for regularly updating that Plan. Here
is the path taken by the Campus Technology Policy & Planning
Council to produce this document. In the spring semester of 2004,
the Presidents Cabinet approved a reorganization of the governance
structure of Illinois States central IT organization, creating the
Campus Technology Policy & Planing 1 The language of this
denition is taken from Carr, Nicholas G., IT Doesnt Matter, Harvard
Business Review, May 2003, pp. 512. 2 Golden, Cynthia, ed.,
Cultivating Careers: Professional Development for Campus IT. 2006,
EDUCAUSE e-Book, p viii. 3 Hawkins, Brian L., A Framework for the
CIO Position, EDUCAUSE Review, vol. 39, no. 6 (November/December
2004): 94103. Illinois State University IT Strategic Plan 2007 -
2010 Pa g e 4 o f 51
5. Council (hereafter, Tech Council). This was done in order to
increase the information ow from the end- users of IT to those
responsible for delivering IT services to each of the areas on
campus. In the spring semester of 2005, the Cabinet charged the
Tech Council with creating a Strategic IT Plan for the Univer- sity
in accordance with Action Items in Educating Illinois 2003-2010.
That spring, the Tech Council be- gan the strategic planning
process, reading IT Strategic Plans at other universities,
particularly the schools in our Benchmark Group 4, and researching
literature on IT issues in higher education to nd examples of best
practices in higher education IT. In the fall 2005 semester, an
initial query across campus identied some of the IT issues
important to faculty, staff, and students. With information from
multiple sources, the Tech Council rst drafted an IT Strategic
Plan. Along the way, members of the Tech Council consulted with
various members of the campus community, formally and informally,
on the IT strategies important to them. The result of that two-year
exercise is this document: Information Technology Strategic Plan
for 2007- 2010. First, and foremost, the purpose of this document
is to establish Illinois States vision for IT in all areas on
campus, its mission to the university community, and the guiding
principles under which IT services are delivered to the campus, as
well as an initial set of strategic goals and action items. A
secondary purpose of this document is to offer both a historic look
at IT governance, organization, leadership, and planning, as well
as a comparison of IT at Illinois State with as many of its eight
Benchmark Group schools as pos- sible. The plan of this document is
as follows. The Executive Summary contains statements on the
campuss IT Vision, Mission, and Guiding Principles, a set of
premises underlying the funding of IT, and descriptions of the
Strategic IT Goals that make up the principle components of the IT
Plan. Some Background in- formation used by the Tech Council to
prepare the Plan is next. A more detailed presentation of the Goals
and Action Items follows. A more detailed statement outlining the
Tech Councils recommendations on how to nance IT at Illinois State
nishes the main body of the report. The four Appendixes contain
material on the charge to the Tech Council to complete this Plan, a
look at the history of IT governance, organization, leadership, and
planning at Illinois State, a comparison of IT services offered at
ISU and at our Benchmark schools, and information about the Tech
Council. 4 Those universities are Ball State University, Bowling
Green University, Clemson University, Miami University of Ohio,
University of California at Riverside, University of California at
Santa Cruz, University of North Carolina at Greensboro, and the
University of Wisconsin at Milwaukee. Illinois State University IT
Strategic Plan 2007 - 2010 Pa g e 5 o f 51
6. Executive Summary Vision, Mission, Guiding Principles, and
Premises for IT Funding Vision: Delivering high quality IT services
that support distinctiveness and excellence across the University.
Mission:The mission of IT units at Illinois State University is to
empower faculty and students in their pursuit of excellence in
teaching and learning, research and creative activities, and public
service, as well as to facilitate the efcient administration of the
university. This is accomplished by follow- ing published best
practices for IT organizations, by developing and implementing
appropriate policies and procedures, by building and maintaining
the necessary infrastructure, by investing in appropriate hardware
and software, and by providing for a trained, service-oriented,
support staff. Guiding Principles: IT initiatives enable faculty,
students, administration, and select programs, to attain
distinctiveness and excellence. Coordinated annual IT planning in
compliance with all campus-wide policies and procedures, allows for
careful IT resource utilization and avoids unnecessary duplication
of IT services. Excellent service is the top priority of all campus
IT professionals. IT professionals will be distributed throughout
the University to provide services tailored to local constituent
needs. The University provides strong, consistent support for IT
professionals. The security of personal information and secure
access to the campus network and Internet for all is essential.
Appropriate policies and procedures and maintaining up to date
network infra- structure, hardware and software are key components
to IT security and protection from hackers and e-mail and
Internet-borne viruses, worms, and Trojans. The use of IT makes
working, teaching, learning, research and creative activity more
accessible to persons with disabilities. Premises for IT Funding:
Investment in IT is an institutional responsibility, opportunity,
and challenge, requiring attention at the Presidential level. IT
decisions can take place at the local, intermediate, and university
level. This includes planning, priority setting, funding, and
assessment. Some IT services are best provided at the local level,
es- pecially when clients have a working knowledge of the
specialized hardware or software needed to Illinois State
University IT Strategic Plan 2007 - 2010 Pa g e 6 o f 51
7. support their work. Other IT services, notably those that
can benet from quantity discounts or economies of scale, scope, or
experience, are best provided at the central level. Certain
standards and minimum specications may need to be set to be able to
realize the cost savings from quantity discounts or from economies
of scale, scope, or experience. Costs of unit-oriented or
unit-enhanced IT services should be borne by the unit. This may in-
clude specialized classroom technologies or ofce technology that
goes beyond the basic choices offered by the University. Local IT
budgets are needed to meet these services and provide exibil- ity
to the units. Planning for the use of variance funds for IT-related
initiatives is an essential part of IT budget management at both
the local and university levels. Strategic IT Goals Goal 1: Support
Illinois States aspiration to be the rst choice public institution
in Illinois by developing best practices in testing, implementing,
and utilizing technology to enhance high quality teaching and
learning, research and creative activity, and professional service.
Description of Goal Illinois State has a long-standing tradition of
being in the forefront of pedagogical leadership and innova- tion.
By identifying this goal, we commit to building on this tradition
to use twenty-rst century tools to facilitate excellence in all
areas of the universitys mission. College graduates of the
twenty-rst century must have a depth and breadth of experience and
facility with computers and other mediating technolo- gies
unimaginable 15 years ago; scientists, scholars, artists, and
educators must adapt, adopt, and develop computing and related
technologies as they develop and disseminate new knowledge in their
classrooms, seminars, studios, and labs. Goal 2: Base IT decisions
on coordinated planning, sustainable funding, and assessment.
Description of Goal The rapidly developing world of information
technology presents both opportunities and challenges. The academic
environment provides opportunities to test and utilize changing
technologies. At the same time, the university is challenged to
identify which technologies are appropriate for the university to
pursue when faced with limited budgets. All too often IT is forced
to rely on money from unexpected sources - grant funding, variance
dollars, funds left over at the end of the year - to make basic IT
purchases. Little is left to fund innovations. A continuous IT
planning process can assist colleges, departments, schools or units
in being prepared to make the best use of scarce nancial and human
resources. Assessing the im- pact of IT spending helps the
university monitor the allocation of nite IT funds. Illinois State
University IT Strategic Plan 2007 - 2010 Pa g e 7 o f 51
8. Goal 3: Promote excellent client-centered IT service that
balances centralized and departmental IT sup- port. Description of
Goal IT transcends the traditional, vertical, administrative
structures found in all universities. Technology de- velopment in
one area can affect other areas that may appear supercially to be
unconnected. IT is more like a spider web, creating and allowing
interdependencies among existing structures (Hawkins, 2004). Thus,
decision making regarding IT policy, support, and expenditures
cannot be made in isolation from a wide spectrum of information and
input. Having a single locus of responsibility for IT on campus
will provide the broader perspective necessary to assure the
coordination of IT services and limit duplication of technology
resources and services. It is important to distinguish between our
current decentralized IT support model and a distributed one. In a
decentralized model, IT support staff report to, and are evaluated
by, a local supervisor on their abil- ity to meet local IT needs
while adhering to local IT budgets, policies, and procedures. In a
distributed model, IT support staff report to the central IT
organization but work and have ofces, where practical, with the
units they support, and are evaluated by both with regard to their
ability to meet local IT needs while adhering to local and central
IT budgets, policies, and procedures. The university community re-
mains committed to an IT support model in which IT staff live with
their clients but we recognize the need for more clearly dened
roles for local units in a broader context of centrally-provided IT
services. All distributed user support staff need to be accountable
to their constituents and transparent in their practices. This
distributed IT support model must facilitate cooperation, reward
collaboration and require communication among all IT staff. Goal 4:
Provide reliable, secure, and capable network and server access
that supports the Universitys aca- demic and administrative
systems. Description of Goal Reliable, secure access to
theUniversity network and servers is essential to every facet of
living and work- ing at Illinois State. In an age of increasing
identity theft, the security and condentiality of personal and
business data is of paramount importance. There are two key
components needed to protectthe Univer- sity systems from
unauthorizednetwork access andto protect the condentiality of data
stored on servers from hackers and e-mail and Internet-borne
viruses, worms, and Trojans: Appropriate policies and procedures
determining access to the network,serversanddata must be written
and communicated to the university community; the hardware and
software that make up thesystems themselvesmust be main- tained
regularly and expanded as demand for access grows. Illinois State
University IT Strategic Plan 2007 - 2010 Pa g e 8 o f 51
9. Goal 5: Support the Universitys administrative information
needs. Description of Goal Administrative information needs are
generally described as the acquisition, storage, processing, and
dis- tribution of data that supports the business functions of the
University. More specically, administrative information needs
include the development and maintenance of systems that are capable
of transforming raw data into information that can be used as the
foundation for the University's business decisions such as resource
allocation, capacity and nancial planning, and selecting
alternative courses of action. The primary purpose of
administrative information systems is to provide operational
support for the uni- versitys business functions. These business
functions include: student records administration, recruiting,
admissions, advisement, nancial aid, registration, grade collection
and reporting, transcripts, payroll, per- sonnel management,
alumni/development, parking, building key management, event
management, stu- dent housing assignments, Redbird debit card
administration, scal accounting processes, and sales, pay- ment,
and distribution of ISU products and services to purchasers. In
addition, these administrative in- formation systems serve to
generate analytical information so management can evaluate the
operational efciencies and effectiveness of policy options. The
goal is to provide administrative information where and when it is
needed in a format that is useful for the administration and
management of the Universitys business functions and for
administrative deci- sion making across the University. Illinois
State University IT Strategic Plan 2007 - 2010 Pa g e 9 o f 51
10. Background The Top Ten IT Issues Confronting Higher
Education For the last seven years, EDUCAUSE (a nonprot association
whose mission is to promote the intelligent use of information
technology in higher education) has taken the pulse of IT leaders
at higher education institutions across the country to nd out what
IT issues were most affecting their blood pressure5. The rst of
four questions asked is Which of the IT-related issues [listed on
the survey] are most important for your campus to resolve for its
strategic success? The list below summarizes the top ten responses
from IT professionals at 628 schools across the country and
compares each response to its rating in the 2005 survey. 1.
Security and Identity Management (up from #2) 2. Funding IT (down
from #1) 3. Administrative/ERP/Information Systems (unchanged) 4.
Disaster Recovery/Business Continuity (not on the 2005 list) 5.
Faculty Development, Support, and Training (up from #6) 6.
Infrastructure management for IT (down from #5) 7. Strategic
Planning for IT (down from #4) 8. Governance, Organization, and
Leadership for IT (unchanged) 9. E-learning/Distributed Teaching
and Learning (down from #7) 10. Web Systems and Services
(unchanged) To understand some of the strategic Goals and Action
Items recommended in this Plan, it will be helpful to look a little
more closely at the issues on this list. That Security and Identity
Management is the number one issue is not surprising given the
increased number of universities that have had to notify hundreds
of thousands of faculty, staff, students, and alumni about po-
tential identity theft resulting from a breach of electronic data
les.6 In 2006 alone, 65 universities have reported 83 incidents of
lost, stolen, or hacked personal information. These incidents lead
to the expo- sure of 2,683,059 records containing at least one type
of sensitive and/or personal information.7 The 5 Current IT Issues
Survey Report, 2006, EDUCAUSE Quarterly, 29 (2), 2006, pp 12 - 30.
6 On December 18, 2006, The New York Times reported that, by one
estimate, over 100 million records had been compromised since the
infa- mous ChoicePoint breach in 2004. See An Ominous Milestone:
100 Million Data Leaks, The New York Times, December 18, 2006, by
Tom Zeller Jr. 7 Dodge, Adam, 2007. Educational Security Incidents
(ESI) Year in Review 2006, p. 5. Illinois State University IT
Strategic Plan 2007 - 2010 Pa g e 10 o f 51
11. amount of records thus exposed ranged from 62 (University
of Virginia) to 800,000 (UCLA). In Illinois, Western Illinois
University (240,000 records) and Northwestern University (17,000
records) have appeared on this list in 2006. While not all data
breaches occur at universities, those institutions are much more
likely to be the target of would-be cyber-criminals because of the
more decentralized, open culture of those organizations. As a
result, many universities are greatly increasing their analysis and
planning for ways to protect critical systems that store sensitive
data. Illinois State has removed the use of social secu- rity
numbers and is working to comply with the Payment Card Industry
guidelines for transmission and storage of credit card numbers in
order to eliminate the potential exposure of personal data EDUCAUSE
reports that concern over how to fund IT has been the rst or second
issue in all seven Top Ten Issue surveys. Funding IT is an
especially keen challenge for universities when the demand for IT
services rises while state funding declines or remains unchanged,
as it has in Illinois from FY 2002 to FY 2006. Research by
Goldstein and Caruso 8 offer four practices that facilitate
successful IT funding efforts: Aligning funding and institutional
priorities Creating scal exibility to support innovation
Constructing and facilitating a structured and transparent IT
budget process Making the CIO a member of the institutions cabinet
and budget committee. The EDUCAUSE Core Data Survey (discussed
below) reports that nearly 70% of the institutions re- sponding to
that survey reported having implemented or being in the process of
implementing an [En- terprise Resource Planning] ERP system.9
Administrative/ERP/Information Systems have been ranked in the top
three issues critical for an institutions strategic success during
the past seven surveys because, in part, of the number of human and
nancial resources that need to be devoted to undertaking a change
in these systems. The fourth issue, Disaster Recovery, has not been
on the the list for the last seven years. It is not surprising to
see it appear high on this years list after the IT disasters that
were the result of hurricanes Katrina and Rita in 2005. This
interest has led to an increase in the number of business impact
analyses undertaken by universities. While hurricanes are of little
concern to our land-locked university, tornadoes are an ever-
present possibility for Illinois State. This IT Plan underscores
the need for a revitalized disaster recovery plan for all IT units
on campus. Faculty development, support, and training rose a bit in
this years survey over 2005, but it has been in the top ve list for
six of the last seven surveys. New technologies used in
instruction, (podcasting, wikis, and 8 Goldstein, P. and J. Caruso,
Roadmap: Information Technology Funding in Higher Education,
EDUCAUSE Center for Applied Research, De- cember 2004. As cited in
Current IT Issues Survey Report, 2006, EDUCAUSE Quarterly, 29 (2),
2006, p. 24. 9 Current IT Issues Survey Report, 2006, EDUCAUSE
Quarterly, 29 (2), 2006, p. 24. Examples of companies that develop
ERP systems include SCT Banner, SAP, and PeopleSoft. Illinois State
University IT Strategic Plan 2007 - 2010 Pa g e 11 o f 51
12. blogs), the near ubiquity of mobile computing devices (cell
phones, PDAs, and laptops), and issues sur- rounding intellectual
property rights and digital rights management topped the list of IT
trends affecting faculty interest in support and development.
Illinois States strategic challenge is to support faculty with the
resources needed to explore new technologies for their courses,
research and creative activity, and their academic discipline.
Managing IT infrastructure in todays higher education environment
requires a careful balancing of cost, manageability, exibility,
stability, security, and performance. 10 Balancing all this while
keeping up with rapid changes in the technology underlying the
network, telephony, and servers makes for quite a tall or- der.
Strategically, ISU needs to pay close attention to monitoring and
managing its IT infrastructure; im- plementing regular replacement
of its hardware and software; providing redundancy for
mission-critical systems; planning for growth in bandwidth and
storage; providing wired and wireless connectivity; being able to
move quickly to the use of Voice over IP (VoIP) telephony; and
being able to respond to federal and state laws that affect IT
(such as the Communications Assistance for Law Enforcement Act
(CALEA) and the Payment Card Industry Secure Payments guidelines).
The seventh issue, IT Strategic Planning, is of obvious concern to
Illinois State. As noted in the Introduction, the campus has not
looked strategically at IT in more than a dozen years. In this we
join many other insti- tutions that have made IT strategic planning
a regularly recurring, campus-wide activity. IT governance,
organization, and leadership clearly supports all the other top IT
issues. Without strong leader- ship and a visible role in the
institution, IT may watch from the sidelines until there is a
reason such as a disaster for involvement.11 EDUCAUSE lists a
number of critical questions that need to be ad- dressed regarding
IT governance, organization, and leadership, most of which stem
from an assumption that the campus already has a single locus of
authority for IT. These questions include: Does the CIO communicate
with academic and administrative leadership? Can the CIO articulate
the universitys vision, mission, and goals? Is the IT strategic
plan written to support the institutions plan? How is the
effectiveness of IT measured? How well does the institutions IT
advisory structure work? How is the campus developing future IT
leaders? Is the IT organizational structure nimble enough to
anticipate and respond to client needs? The ninth issue spotlights
the importance of an institutional plan for expansion and support
of e-learning and distributed teaching and learning. Illinois State
needs to be comfortable with the role of e-learning in the
curriculum and able to provide the technology to facilitate
distributed teaching and learning activities. 10 Op cit., p. 25
(emphasis added) 11 Op cit., p 27. Illinois State University IT
Strategic Plan 2007 - 2010 Pa g e 12 o f 51
13. Chart 1: IT Issues Rated Critical for Institutions
Strategic Success. PowerPoint slide from Top Five IT Trends in
Higher Educa- tion, 20012006 based on results from the 2006
EDUCAUSE Current Issues Survey. When it comes to the tenth-ranked
issue from this survey, Illinois State is in a good position,
having ad- dressed many of the issues related to Web systems and
services. The iCampus portal is an exemplar of how administrative
data can be harnessed and delivered over the Web to provide access
to important data rele- vant to students, faculty and staff. The HR
Web site for new job applicants is another example of how external
Web sites (People Admin) can gather data and integrate it with
existing campus systems. Chart 1 shows the relative importance of
the top ve IT issues from this survey over the last six years. It
helps to show that, of the top ve issues in this years survey, two
of them Security & Identity Management and Funding IT clearly
dominate the remaining three issues in their relative importance in
2006. Illinois State University IT Strategic Plan 2007 - 2010 Pa g
e 13 o f 51
14. Illinois States Benchmark Institutions With the publication
of this IT Strategic Plan, Illinois State will join the schools in
our Benchmark Group that have a stand-alone IT strategic plan or
have a campus strategic plan that includes strategies and di-
rections for IT. Those eight schools are listed in the table below.
Those known to have a stand-alone IT Strategic Plans are shown in
bold. Ball State University Bowling Green University Clemson
University Miami University of Ohio University of California,
University of California, Riverside Santa Cruz Univ. North
Carolina, University of Wisconsin, Greensboro Milwaukee Each of
these universities took different approaches to the problem of how
to think strategically about IT and plan for its use. Some of these
schools have been at this since 2000; others created their rst IT
strate- gic plan in 2005. The most important lesson learned by the
Tech Council in its review of these plans is that one size does not
t all. An institutions IT plan, like its overall strategic plan,
must reect the insti- tutions culture, current state of IT, funding
model(s), and governance structure. Most of the issues raised in
those schools' IT Plans nonetheless reect the issues raised in the
EDUCAUSE "Current IT Issues" surveys. For purposes of comparison
(see Appendix C), information about the IT services offered at
these schools was obtained from the 2005 EDUCAUSE Core Data Survey.
The 2005 EDUCAUSE Core Data Survey is the fourth such survey asking
(primarily) EDUCAUSE member campuses to respond to questions in ve
different areas in an attempt to generate reliable data about
information technology practices, structures, and expenditures at
comparable institutions for benchmarking purposes. 12 A total of
938 institutions completed the 2005 Survey. Of the eight schools in
our Benchmark Group, six submitted responses to the 2005 Survey. 13
The results of that comparison are partially summarized in Chart 2
below. The chart shows the relative level of IT funding, stafng,
and some services at Illinois State as compared to our Benchmark
Group of schools. This chart sets an index value of 50 to the
median value (unless otherwise noted) of each measure at the
Benchmark schools. The corresponding value of each measure at ISU
is calculated relative to that index value of 50. For example, a
median central IT budget of$19.8m at our benchmark group schools is
given an index value of 50 and ISU's central IT budget of$12.2m is
given an index value of 31.14 12 Hawkins, Brian L., Julia A. Rudy,
and Robert Nicolich, Fiscal Year 2004 Summary Report, EDUCAUSE Core
Data Service, p. v. 13 Bowling Green and the University of
California at Riverside did not completed the 2004 or 2005 Surveys.
14 $12.2m is 62% of $19.8m and 31 is 62% of 50. Illinois State
University IT Strategic Plan 2007 - 2010 Pa g e 14 o f 51
15. 100 80 60 Benchmark Group Median = 50 46 40 31 30 29 27 25
20 20 17 7 2 0 Funding Funding Funding* IT Staff IT Staff Class w/
Class w/ Internet High Perf Help Desk (dollars) (percent) (per
head) Comp. Compr DocCam Band. Band. (Hours) * Mean values
compared. Chart 2: A Comparison of IT Funding, Stafng, and Services
at Illinois State with its Benchmark Schools. Median value of
measure at Benchmark Group schools = 50; Relative value at ISU
shown in red. Summary As Illinois State once again turns its
attention to IT strategic planning, it is useful to learn about the
IT issues confronting other colleges and universities. Several of
the top ten issues listed in the most recent EDUCAUSE Current IT
Issues Survey are also important at Illinois State. These include:
IT funding; computer security and identity management; disaster
preparedness: faculty development, support, and training; and, of
course, strategic planning for IT. Similar issues are on the to do
lists of the schools in our Benchmark Group. In comparison to these
schools, ISU lies below the median value for every meas- ure of IT
funding, stafng, and services shown in Chart 2. With this
environmental scan serving as back- ground information, the Tech
Council developed a more specic set of goals and actions tailored
to Illi- nois States IT environment. Illinois State University IT
Strategic Plan 2007 - 2010 Pa g e 15 o f 51
16. Vision, Mission, Guiding Principles and Premises for IT
Funding Vision Delivering high quality IT services that support
distinctiveness and excellence across the University. Mission The
mission of IT units at Illinois State University is to empower
faculty and students in their pursuit of excellence in teaching and
learning, research and creative activities, and public service, as
well as to facili- tate the efcient administration of the
university. This is accomplished by following published best prac-
tices for IT organizations, by developing and implementing
appropriate policies and procedures, by build- ing and maintaining
the necessary infrastructure, by investing in appropriate hardware
and software, and by providing for a trained, service-oriented,
support staff. Guiding Principles IT initiatives enable faculty,
students, administration, and select programs, to attain
distinctiveness and excellence. Coordinated annual IT planning in
compliance with all campus-wide policies and procedures, allows for
careful IT resource utilization and avoids unnecessary duplication
of IT services. Excellent service is the top priority of all campus
IT professionals. IT professionals will be distributed throughout
the University to provide services tailored to local constituent
needs. The University provides strong, consistent support for IT
professionals. The security of personal information and secure
access to the campus network and Internet for all is essential.
Appropriate policies and procedures and maintaining up to date
network infra- structure, hardware and software are key components
to IT security and protection from hackers and e-mail and
Internet-borne viruses, worms, and Trojans. The use of IT makes
working, teaching, learning, research and creative activity more
accessible to persons with disabilities. Illinois State University
IT Strategic Plan 2007 - 2010 Pa g e 16 o f 51
17. Premises for IT Funding Investment in IT is an
institutional responsibility, opportunity, and challenge, requiring
attention at the Presidential level. IT decisions can take place at
the local, intermediate, and university level. This includes
planning, priority setting, funding, and assessment. Some IT
services are best provided at the local level, es- pecially when
clients have a working knowledge of the specialized hardware or
software needed to support their work. Other IT services, notably
those that can benet from quantity discounts or economies of scale,
scope, or experience, are best provided at the central level.
Standards and minimum specications will need to be set to be able
to realize the cost savings from quantity discounts or from
economies of scale, scope, or experience. Having standards and
minimum specications does not imply a one size ts all approach to
the purchase of IT hard- ware and software. Costs of unit-oriented
or unit-enhanced IT services should be borne by the unit. This may
in- clude specialized classroom technologies or ofce technology
that goes beyond the basic choices offered by the University. Local
IT budgets are needed to meet these services and provide exibil-
ity to the units. Planning for the use of variance funds for
IT-related initiatives is an essential part of IT budget management
at both the local and university levels. Illinois State University
IT Strategic Plan 2007 - 2010 Pa g e 17 o f 51
18. Strategic IT Goals and Action Items Goal 1: Support
Illinois States aspiration to be the rst choice public institution
in Illinois by developing best practices in testing, implementing,
and utilizing technology to enhance high quality teaching and
learning, research and creative activity, and pro- fessional
service. Description of Goal Illinois State has a long-standing
tradition of being in the forefront of pedagogical leadership and
innova- tion. By identifying this goal, we commit to building on
this tradition to use twenty-rst century tools to facilitate
excellence in all areas of the universitys mission. College
graduates of the twenty-rst century must have a depth and breadth
of experience and facility with computers and other mediating
technolo- gies unimaginable 15 years ago; scientists, scholars,
artists, and educators must adapt, adopt, and develop computing and
related technologies as they develop and disseminate new knowledge
in their classrooms, seminars, studios, and labs. Action Items 1.
Expand the role of the Tech Council to include responsibility for
IT research and development in ways that foster continuous
innovation in the use and application of new and emerging informa-
tion technologies. a. Propose an initial budget for support of
innovative IT ideas. b. Devise a set of procedures for seeking and
approving RfPs for innovative ideas. c. Devise a method of
assessing the efcacy of the supporting innovative IT ideas. d.
Communicate the results of ISU-funded research into the innovative
uses of IT in higher ed. 2. Provide technology-related support for
University learning initiatives to support high-quality teaching
and learning. 3. Expand the effective use of the course management
software from WebCT (now Blackboard Learning Systems) to support
high quality teaching, learning, and assessment initiatives. 4.
Install, maintain, and update appropriate teaching technologies in
all appropriate classrooms and library facilities. 5. Provide
faculty, staff, and students with Web-based IT training options
available 24/7. 6. Provide access to walk-up IT help and personal
computer repair in the Tech Zone, The Univer- sity Computer Help
Desk, and possible other campus locations. 7. Provide software
licensing and management to ensure that faculty, staff, and
students have the tools they need while minimizing costs and
avoiding duplication. 8. Provide faculty with a basic computing
system that is replaced (at their discretion) at an interval
appropriate to its use. Illinois State University IT Strategic Plan
2007 - 2010 Pa g e 18 o f 51
19. 9. Promote IT literacy and understanding among faculty,
staff, and students by providing resources to enhance the
integration of IT-related topics, including ethics, into the
curriculum, co- curriculum, and student life. 10. Facilitate the
adoption of exemplary uses of IT to support teaching and training
by hiring addi- tional instructional developers whose job it is to
help faculty and staff apply fundamental princi- ples of
instruction to the use of IT in courses or in training. a. CTLT
will provide coordination and facilitate training and communication
among instruc- tional developers housed centrally (in CTLT) or
within departments, colleges, or divisions. Goal 2: Base IT
decisions on coordinated planning, sustainable funding, and
assessment. Description of Goal The rapidly developing world of
information technology presents both opportunities and challenges.
The academic environment provides opportunities to test and utilize
changing technologies. At the same time, the university is
challenged to identify which technologies are appropriate for the
university to pursue when faced with limited budgets. All too often
IT is forced to rely on money from unexpected sources - grant
funding, variance dollars, funds left over at the end of the year -
to make basic IT purchases. Little is left to fund innovations. A
continuous IT planning process can assist colleges, departments,
schools or units in being prepared to make the best use of scarce
nancial and human resources. Assessing the im- pact of IT spending
helps the university monitor the allocation of nite IT funds.
Action Items 1. Develop an on-going IT strategic planning process
that updates the campus IT plan once a year. This ongoing IT
planning will involve faculty, staff, and students through their
participation in the Campus Technology Policy & Planning
Councils constituent and technical advisory committees. 2. Create a
process to systematically determine and respond to IT-client needs
and initiatives. a. Gather data pertaining to IT client needs from
an IT Client Survey as well as from other campus sources. b.
Include questions related to distance education as part of the
survey. c. Tie the data gathered to the annual IT Strategic
Planning process. d. Communicate the results of this process to the
university community. e. Establish baseline measures and create
benchmarking criteria. f. Assess the effectiveness of this process
annually. 3. Assign responsibility for coordination of all IT
communications. a. Hire or assign responsibility to someone who
will, in part, be charged with soliciting, analyz- ing, and
communicating the results of the IT Client Satisfaction Survey each
year. Illinois State University IT Strategic Plan 2007 - 2010 Pa g
e 19 o f 51
20. b. Develop a budget for that position that covers salary,
ofce, and survey expenses. 4. Develop criteria for
allocating/requesting funds for IT initiatives. Use an analysis of
the expected benets and costs, collaboration and communication with
the campus community during devel- opment and implementation, and
an assessment of its impact. 5. Colleges, departments, schools, and
units are encouraged to create an IT plan that is in alignment with
the campus IT plan (and Educating Illinois) and local client needs
and evaluate the progress being made on the local IT plan, revise
as necessary, and disseminate the results annually. 6. Establish
divisional and major unit accounts to ensure regular and timely
recapitalization of equipment to encourage life-cycle budgeting.
Goal 3: Promote excellent client-centered IT services that balance
centralized and de- partmental IT support. Description of Goal IT
transcends the traditional, vertical, administrative structures
found in all universities. Technology de- velopment in one area can
affect other areas that may appear supercially to be unconnected.
IT is more like a spider web, creating and allowing
interdependencies among existing structures (Hawkins, 2004). Thus,
decision making regarding IT policy, support, and expenditures
cannot be made in isolation from a wide spectrum of information and
input. Having a single locus of responsibility for IT on campus
will provide the broader perspective necessary to assure the
coordination of IT services and limit duplication of technology
resources and services. It is important to distinguish between our
current decentralized IT support model and a distributed one. In a
decentralized model, IT support staff report to, and are evaluated
by, a local supervisor on their abil- ity to meet local IT needs
while adhering to local IT budgets, policies, and procedures. In a
distributed model, IT support staff report to the central IT
organization but work and have ofces, where practical, with the
units they support, and are evaluated by both with regard to their
ability to meet local IT needs while adhering to local and central
IT budgets, policies, and procedures. The university community re-
mains committed to an IT support model in which IT staff live with
their clients but we recognize the need for more clearly dened
roles for local units in a broader context of centrally-provided IT
services. All distributed user support staff need to be accountable
to their constituents and transparent in their practices. This
distributed IT support model must facilitate cooperation, reward
collaboration and require communication among all IT staff. Action
Items 1. Assign the locus of responsibility for IT on campus to a
Chief Information Ofcer with the Cam- pus Technology Policy &
Planning Council serving in an advisory capacity to this ofce. a.
Communicate to the campus the role of that ofce and the Tech
Council in IT decision mak- ing. Illinois State University IT
Strategic Plan 2007 - 2010 Pa g e 20 o f 51
21. b. Develop a budget for that ofce that covers both
personnel and operating expenditures to off- set costs of
administering IT on campus. 2. Develop a detailed distributed IT
support model to provide coordination of technology profes- sionals
that are distributed throughout the university to provide services
tailored to local constitu- ent needs. 3. Provide strong,
consistent support for technology professionals: a. Provide funding
for professional training opportunities. b. Create a career
advancement path for on-campus IT positions. Include rotational
assignments in other units, where feasible, as part of advancement.
c. Encourage closer inter-unit connectedness, and a stronger
coordination between cross-unit local technology initiatives. d.
Provide consistent evaluation parameters for supervisors of IT
staff. Goal 4: Provide reliable, secure, and capable network and
server access that supports the Universitys academic and
administrative systems. Description of Goal Reliable, secure access
to theUniversity network and servers is essential to every facet of
living and work- ing at Illinois State. In an age of increasing
identity theft, the security and condentiality of personal and
business data is of paramount importance. There are two key
components needed to protectthe Univer- sity systems from
unauthorizednetwork access andto protect the condentiality of data
stored on servers from hackers and e-mail and Internet-borne
viruses, worms, and Trojans: Appropriate policies and procedures
determining access to the network,serversanddata must be written
and communicated to the university community; the hardware and
software that make up thesystems themselvesmust be main- tained
regularly and expanded as demand for access grows. Action Items 1.
Develop, communicate, and implement appropriate policies and
procedures necessary to provide secure access to the campus network
and Internet and review these policies and procedures annu- ally.
2. Develop, communicate, and implement appropriate policies and
procedures necessary to protect personal and university data and
review those policies and procedures annually. 3. Develop,
communicate, fund, and implement a model for the availability of
consistent, up-to-date technology and a renewal and replacement
cycle for the campus area network infrastructure hardware and
software to provide secure access to the campus network and
Internet. 4. Develop, communicate, and implement appropriate
policies and procedures for granting third- party access to the
campus area network for university-related uses in compliance with
local, state, and federal regulations. Illinois State University IT
Strategic Plan 2007 - 2010 Pa g e 21 o f 51
22. 5. Install, maintain, and update wireless access points
across campus in sufcient numbers to ensure wireless Internet
access from anywhere on campus. 6. Build out a production network
service that can increase high-performance networking capacity
(e.g., Internet 2) to 1 Gbps (gigabits per second) or more to
support advanced research opportuni- ties. 7. Update the University
data center in JH 152 in order to ensure mission-critical central
IT services are expanded appropriately, adequately protected, and
secure. 8. Consolidate the location and management of server
services from all across the campus to reduce unnecessary
redundancies and realize economies of scope. 9. Develop,
communicate, fund, and implement a model for the availability of
consistent, up-to-date technology and a renewal and replacement
cycle for the campuss consolidated server hardware and software.
10. Develop, document, and test adequate disaster recovery
scenarios and procedures to deal with major disasters affecting
central IT service availability. 11. Develop, document, and test
business continuation plans for non-centralized units designed to
ensure that critical systems maintained in these environments can
be restored in the aftermath of a service impacting event. Goal 5:
Support the Universitys administrative information needs.
Description of Goal Administrative information needs are generally
described as the acquisition, storage, processing, and dis-
tribution of data that supports the business functions of the
University. More specically, administrative information needs
include the development and maintenance of systems that are capable
of transforming raw data into information that can be used as the
foundation for the University's business decisions such as resource
allocation, capacity and nancial planning, and selecting
alternative courses of action. The primary purpose of
administrative information systems is to provide operational
support for the uni- versitys business functions. These business
functions include: student records administration, recruiting,
admissions, advisement, nancial aid, registration, grade collection
and reporting, transcripts, payroll, per- sonnel management,
alumni/development, parking, building key management, event
management, stu- dent housing assignments, Redbird debit card
administration, scal accounting processes, and sales, pay- ment,
and distribution of ISU products and services to purchasers. In
addition, these administrative in- formation systems serve to
generate analytical information so management can evaluate the
operational efciencies and effectiveness of policy options.
Illinois State University IT Strategic Plan 2007 - 2010 Pa g e 22 o
f 51
23. The goal is to provide administrative information where and
when it is needed in a format that is useful for the administration
and management of the Universitys business functions and for
administrative deci- sion making across the University. Action
Items 1. Install, maintain, and update the hardware and software
infrastructure necessary to support the Universitys current and
anticipated future business functions. 2. Create an integrated
environment for the development of administrative applications to
reduce long term development and maintenance costs. 3. Integrate
data repositories to facilitate secure access to data and the
transformation of that data to useful information. 4. Create an
infrastructure that supports a secure, web based, user friendly
interface for authorized access to University data. This may
include allowing controlled access to data for selected popula-
tions of people who may need only one-time or short term access
(e.g., parents, nancial institu- tions, etc.). 5. Integrate 3rd
party applications with administrative applications and services.
6. Develop, communicate, fund, and implement a nancial reporting
system that facilitates nancial reporting and planning for all
functional units on campus. Illinois State University IT Strategic
Plan 2007 - 2010 Pa g e 23 o f 51
24. Financing Information Technology at Illinois State Premises
1. Investment in IT is an institutional responsibility,
opportunity, and challenge, requiring attention at the Presidential
level. 2. IT decisions can take place at the local, intermediate,
and university level. This includes planning, priority setting,
funding, and assessment. Some IT services are best provided at the
local level, es- pecially when clients have a working knowledge of
the specialized hardware or software needed to support their work.
Other IT services, notably those that can benet from quantity
discounts or economies of scale, scope, or experience, are best
provided at the central level. 3. Standards and minimum
specications will need to be set to be able to realize the cost
savings from quantity discounts or from economies of scale, scope,
or experience. Having standards and minimum specications does not
imply a one size ts all approach to the purchase of IT hard- ware
and software. 4. Costs of unit-oriented or unit-enhanced IT
services should be borne by the unit. This may in- clude
specialized classroom technologies or ofce technology that goes
beyond the basic choices offered by the University. Local IT
budgets are needed to meet these services and provide exibil- ity
to the units. Planning for the use of variance funds for IT-related
initiatives is an essential part of IT budget management at both
the local and university levels. Recommendations 1. The Tech
Council, in its advisory role to the Chief Information Ofcer,
should help formulate and develop all campus-level IT planning,
policy, and budgetary recommendations and forward them to the
Presidents Cabinet for nal review and approval. The Tech Council
will follow a sys- tematic procedure modeled on best practices at
other universities in determining the priority of campus-level IT
proposals. 2. A mechanism for nancing IT on campus should have the
following components: a. IT enhances productivity similar to other
ongoing operating expenditures and thus should be considered an
ongoing and necessary part of university expenditures. Costs
associated with providing essential IT services should be a
component of each divisions annual operating budget. Essential IT
services are dened as: IT personnel Service and maintenance
agreements Illinois State University IT Strategic Plan 2007 - 2010
Pa g e 24 o f 51
25. Access to communication channels Email (with spam and virus
blocking) File storage (les, Web, backup) Access to data Basic
level of technology in classrooms Basic level of technology in
ofces (computer/monitor, access to printing) Annual renewal and
replacement fund b. All too often units and departments are forced
to rely on money from unexpected sources - grant funding, variance
dollars, funds left over at the end of the year - to make basic IT
pur- chases. Little is left to fund innovations. An IT initiative
fund, in addition to and on par with the current Technology Tuition
Fund, should be established to assist units seeking new, inno-
vative uses of IT. This would be in addition to budgeting for
ongoing essential IT services. Typically these initiatives would be
project oriented, costing less than $100,000 each with a dened
life-span no longer than three scal years. Approval of these
initiatives should be made by the Tech Council following a
systematic procedure modeled on best practices at other
universities. c. The renewal and replacement of IT equipment on a
routine basis is an important way to avoid losing ground on
productivity. A pay-as-you-go Service account into which funds for
renewal and replacement can be saved for future use should be
created as a way to handle IT purchases and as a way to use budget
dust to offset future expenditures. 3. The Tech Council should
sponsor campus-wide discussions with appropriate stake-holder
groups and formulate guidelines addressing the following issues: a.
Who decides what issues are best handled at what level? b. Who sets
the standards and the minimum specications? c. What is the process
by which priorities get set at each level? d. Who resolves disputes
among competing priorities? e. How is progress-to-goal assessed?
Who does the assessment? How are units held accountable for
realizing their IT goals? f. Who decides IT costs? g. Who decides
how to allocate nancial and personnel resources across priorities?
h. Who decides how new resources are allocated? Illinois State
University IT Strategic Plan 2007 - 2010 Pa g e 25 o f 51
26. Appendix A: Charge from Presidents Cabinet One of the
action items in Illinois States strategic plan, Educating Illinois
2003-2010, requires the Univer- sity to review and revise long-term
technology planning and implement systematic actions for the Uni-
versitys technological infrastructure, information delivery
systems, and support. (p. 19) On March 16, 2005, the Presidents
Cabinet sent the Chair of the Campus Technology Policy &
Planning Council the following charges relating to this action
item: 1. Develop a 3-year Information Technology Strategic Plan and
an ongoing strategic planning proc- ess for technology at Illinois
State. 2. Write a statement of the vision, mission, and guiding
principles for campus technology at Illinois State. 3. Based on
this statement, write a list of the goals for campus technology and
identify which are immediate, short-term, or long-term priorities.
4. Develop a list of action items associated with each goal and a
set of performance indicators that measure the success of the
action items in the Information Technology Strategic Plan. 5.
Estimate the cost to implement each of the action items. Some of
the specic issues that the Information Technology Strategic Plan
should address are: A comprehensive review of the current resources
devoted to technology among all departments and units on campus and
an assessment of the allocation of those resources to the goals and
ac- tion items; Tighter coordination of the actions taken by
distributed technology support staff so that those actions adhere
to the Information Technology Strategic Plan, to university
technology policies and procedures, and do not duplicate existing
technology services; A clearer delineation of the technology
responsibilities between technology support staff in the different
VP areas; A funding philosophy (i.e., should it be conceived more
like a campus utility or departmental re- sponsibilities) for
campus technology and alternative funding models to be considered.
Illinois State University IT Strategic Plan 2007 - 2010 Pa g e 26 o
f 51
27. Appendix B: A History of IT Governance, Organization,
Leadership, and Planning at Illinois State The 1980s In the
beginning, IT meant the mainframe. The university adopted this
technology in the mid-1970s as a way to enhance its ability to
process the daily nancial information needed as it grew. Because of
the focus on use of technology to streamline the administration of
the university, the unit in charge of the mainframe during this
period was referred to as Administrative Computing. Dr. Kup Tcheng
was the head of Administrative Computing throughout the 1980s. He
worked with an advisory group (made up of Deans representatives
from each college) on academic computer issues. With the increase
in instructional use of personal computers that began with the
Apple II in the mid-1970s and took off with the IBM PC in the early
1980s, the Provosts ofce sought to coordinate the academic uses of
computers. Associate Provost Jeff Chin spearheaded the development
of the rst set of computer classrooms for the teaching of writing.
An academic advisory committee, chaired by Dr. Anita Webb-Luppo,
recommended that each college create a computer plan in the context
of improving computer literacy among faculty and students at ISU.
In 1985, Provost Strand appointed Dr. Wayne Andrews to coordinate
the planning and budget allocations for IT in the colleges 15. He
remained in this position for one year. The position remained va-
cant thereafter. The 1990s As instructional, research, and
administrative uses for the mainframe and PCs continued to grow,
Presi- dent Wallace hired Dr. Conrad Dietz in 1989 to serve as the
rst Executive Director for Computing and Information Systems, a
position that reported to the President. Administration of the uses
of IT was di- vided into Computer Services, directed by Kup Tcheng
(followed in 1990 by Steve Bell), Academic Com- puting, directed by
Dr. James Carter, and Telecommunications, directed by Bill
Blomgren. A year later the unit added a Technical Services
department directed by Lee Moulic, and renamed Computer Services to
Administrative Computing and expanded its duties, including the rst
on-campus computer store. In 1993 Network Services became a
separate unit within this organization, directed by Mike Gallagher.
The an- nual budget for Computing and Information Systems was over
$4.6m in FY93. According to an internal report on the state of the
campus from 1987 - 1997, this arrangement proved ineffective16. Con
Dietz left the University in 1992 and Jim Carter stepped down from
his positions that same year. In August 1993 Dr. Bill Gorrell,
former director of the Ofce of Institutional Research, became the
Executive Director of 15 Champagne, Roger, The Thirteenth Decade,
Illinois State University, p. 81. 16 Wyman, Mark, The Fourteenth
Decade, Illinois State University, p. 22. Illinois State University
IT Strategic Plan 2007 - 2010 Pa g e 27 o f 51
28. Information Systems (the new name for Computing and
Information Systems). Institutional Research was added to the list
of units in Information Systems, and, in 1994, Technical Services
and Network Services were merged. Also in 1994, Academic Computing
was reorganized as a new unit, Instructional Technol- ogy under the
new Associate Vice President for Instructional Technology, who
reported to the Provost. A Policy Committee and a Strategic
Planning Committee was created to advise the Executive Director.
Bill Gorrel remained as Executive Director of Information Systems
until 1997. In May of 1993, President Wallace created two
university-level committees to think strategically and de- velop
technology plans for both Administrative and Academic Computing.
Bill Gorrell chaired the com- mittee that wrote the Administrative
Computing Strategic Plan, which was released in January 1994, and
Dr. David Williams chaired the committee that wrote the Academic
Computing Strategic Plan (Vision 2000), which was released in May
1994. The administrative computing plan proposed eleven short-range
initiatives 17 and three long-range initia- tives 18. Both the goal
of integrated email and a client/server computing architecture were
possible be- cause of earlier investments in ISUnet, the campus
wide Token-Ring network. The plan also called for a transformation
of Computing and Information Systems into Information Systems, with
a broader, more administrative, scope, with Academic Computing
moving to the newly-created ofce of the Associate VP for
Instructional Technology. Two advisory committees were planned from
this reorganization; the Infor- mation Systems Policy Committee and
the Information Systems Strategic Planning Committee. The later
committee was charged with systematic IT planning and periodic
publishing of progress information. The academic computing plan
proposed eleven goals 19, each of which contained recommendations
and action items. In the course of developing recommendations for
addressing those goals the committee iden- tied three major issues
that they felt supported all of the goals. They were: Organization
of campus instructional technology; Distributed computing as a
campus computing model; and Funding. In response to the rst issue
the committee recommended creation of the ofce of the Associate
Vice President for Instructional Technology. The campus response to
the second issue took place only after a 17 They are: Improved
access to legacy data; administrative on-line transactions;
integrated campus email system; establishment of a University Data
Administrator position; a pilot project using client/server and
open system technologies; a relational database for decision
support; estab- lishment of a security administrator position;
staff training on client/server environments; integrated backup and
recovery process for network resources; LAN-based groupware
solutions; and systematic project planning and periodic publishing
of progress information. 18 They are: Augmentation of IS; provision
of business contiuation/disaster recovery procedures in the
distributed computing environments; and development of document
imaging systems. 19 They are: Organizational infrastructure,
Students and faculty in a decentralized environment, Planning,
Funding and allocation, Rewards and incentives, Instructional
technology guidelines, Access to network resources, Electronic
exchange of information, Coordinated network of labs, Instructional
technology support, Adaptive [computing] environments. Illinois
State University IT Strategic Plan 2007 - 2010 Pa g e 28 o f
51
29. second IT strategic planning exercise, in 1999, again
recommended realization of this goal. As a part of their response
to the third issue, the committee recommended increasing funds
allocated to the new ofce of the AVPIT and allocating a portion of
student tuition dollars to fund access to essential technology
services needed for learning. A Technology Tuition fund was created
in 1999 with a balance of $1.1m. President Wallace approved the new
position of Associate Vice President for Instructional Technology
in Spring 1994 and a search began that semester. That search
culminated in the spring of 1995 and the rst person to hold the
ofce, Dr. Fred Gage, started in July of that year. Dr. Gage
recommended formation of an Information Technology Advisory
Committee (ITAC) and an Instructional Technology Strategic Plan-
ning Committee as important additions to the IT governance
structure. ITAC, chaired by Dr. Galen Crow, began its work in Fall
1996, serving as the Presidents IT advisory committee. Dr. Gage
served as Associate VP for Instructional Technology until Spring,
1997. In 1995, the Provost created the Executive Committee on
Academic Technology (ECAT), chaired by Dr. Fred Gage. As an
advisory committee ECAT formally ended in 2004 when its duties were
subsumed by the Campus Technology Policy & Planning Council.
Recognizing that the dramatic increase in dependence on IT
resources for teaching, research, and admin- istrative tasks
indicated a need for a high-level IT administrator, ITAC
recommended to President Strand that a search begin in the Fall of
1997 for a Vice President for Information Technology. Many of the
func- tions of this new position were previously performed by the
Executive Director of Information Systems and the Associate V.P.
for Instructional Technology. The year-long search to ll this
position was unsuc- cessful. ITAC, however, continued its role as
advisory to the President on IT matters until it was disbanded by
President Boschini in May 1999. After the search for a Vice
President for IT ended, four directors comprised the highest
ranking IT admin- istrators on campus: Steve Bell, for
Administrative Computing, Bill Blomgren, Telecommunications &
Networking (both of whom reported to the VP for Business and
Finance), Dave Greeneld, Computer User Services (who reported to
the Associate Provost), and Dr. Jim Bradford, Instructional
Technology Services (who reported to the Assistant to the Provost).
In January 1999, recognizing information technologys strategic
importance [to the University] and its diffuse status [across the
University], Provost Goldfarb created the Provosts Committee on
Information Technology. The committee, chaired by Dr. Jack Chizmar,
was charged with making recommendations concerning how IT should be
organized to support teaching and learning. The nal report of this
com- mittee, Organizing Information Technology: An Architecture
that Supports Teaching and Learning, was released in May 1999. (It
is referred to locally as the Chizmar I report.) The plan developed
six themes 20 around which spe- cic action items were recommended.
One of the action items recommended as a part of the Technical
Support theme was development of a model for implementing
distributed (or networked) computer tech- 20 They are: Teaching and
learning, Communication, Technical support, Resources,
Infrastructure, Organizational structure. Illinois State University
IT Strategic Plan 2007 - 2010 Pa g e 29 o f 51
30. nical support on campus. That model, known as the
Distributed Support model, was more fully developed in Organizing
Networked Technical Support, a report published in June 2000. The
Resources theme included twelve action items one of which called
for development of a distributed budgeting model that combines
distributed nancial management with central coordination, planning,
and oversight. Referencing the theme of Organizational Structure,
the Committee debated whether the administration of IT should ow
outward from a Vice Presidential position or from an Associate Vice
President-level position under the Provost, and left that choice to
the Presidents Cabinet. The 2000s In fall of 1999, Provost
Goldfarb, working from the recommendations of the Chizmar I report,
started the process of creating the position of Associate Vice
President for Technology, a direct report to the Provost. Dr. David
Williams was appointed to that position in January 2000. The ofce,
branded as the Campus Technology Support Group (CTSG), merged
several administrative units from each of the other VP divi- sions.
This move was the largest reorganization of IT units on campus. As
a part of this reorganization, ECAT remained the principle
governance body for IT on campus, although the campus-wide extent
of its reach was not supported by all campus divisions. With Steve
Bells retirement in 2002, a new position of Assistant Vice
President for Administrative Infor- mation Systems was created and
Dr. Danney Hayden took on the responsibilities of administering the
mainframe and the systems and desktop support staff for the
Divisions of Finance and Planning and Uni- versity Advancement. Dr.
Williams returned to the School of Music in 2003 and Dr. Mark
Walbert assumed the role of Associ- ate Vice President for Academic
Information Technology in August of that year. During FY04 the Vice
Presidents approved his request to change the governance structure
for IT. The new governing body, called the Campus Technology Policy
& Planning Council, replaced ECAT as the principle IT advisory
committee for campus technology. The Tech Council is charged with
controlling spending on technology services and establishing a
clear policy and planning structure for technology on campus. The
chair of the Tech Council, currently the Associate VP for Academic
Information Technology, reports to the Presidents Cabinet on IT
matters requiring their approval. This was the rst time since ITAC
disbanded that the Presidents Cabinet charged a single group with
making and enforcing decisions about IT for the campus. (See
Appendix D for the charge from the Presidents Cabinet creating the
Tech Council as well as a chart showing how the Tech Council is
organized and a description of the advisory committees that assist
the Council.) Illinois State University IT Strategic Plan 2007 -
2010 Pa g e 30 o f 51
31. Appendix C: The Current State of IT on Campus and a
Comparison with Benchmark Universities To gain a good perspective
on the current state of information technology at Illinois State it
is helpful ex- ploring how IT is organized, funded, and staffed,
and what IT services are offered by central and non- central units
on campus. This local perspective is broadened by comparing
Illinois State with other uni- versities in each of those
categories. We dene central IT support as services offered by the
ve units making up the Campus Technology Support Group and by
Administrative Information Systems. All other units are bundled in
the non-central category. To facilitate comparison, we will look at
the eight univer- sities 21 listed as our Benchmark Group by ISUs
Ofce of Planning and Institutional Research. Compari- sons
supported by data are always preferable and, where possible, we use
comparative data from the most recent EDUCAUSE Core Data Survey.
EDUCAUSE is a nonprot association whose mission is to promote the
intelligent use of information technology in higher education. The
2005 EDUCAUSE Core Data Survey is the fourth such survey ask- ing
(primarily) EDUCAUSE member campuses to respond to questions in ve
different areas in an at- tempt to generate reliable data about
information technology practices, structures, and expenditures at
comparable institutions for benchmarking purposes.22 A total of 938
institutions completed the 2005 Survey. Of the eight schools in our
Benchmark Group, six submitted responses to the 2005 Survey23. IT
Organization Chart 1 shows the current IT organization at Illinois
State, which has remained fairly stable since 2000 24.
Administrative Information Systems (AIS) administers the
universitys mainframe computer that provides services for HR,
payroll, student accounts, the Registrar, and so on. The Campus
Technology Support Group (CTSG) administers telecommunications
services, networking services, Resnet, and the open com- puter labs
for the campus. It is also responsible for Tech Zone (the campus
computer reseller), the campus Web portal, and design and
development of Web sites for departments, colleges, and the
university. CTSG has campus-wide responsibility for managing email,
calendaring, le and Web page storage, the Help Desk, classroom
technology, Web support, desktop support, and systems (server)
support. Similar services 21 Those universities are Ball State
University, Bowling Green University, Clemson University, Miami
University of Ohio, University of California at Riverside,
University of California at Santa Cruz, University of North
Carolina at Greensboro, and the University of Wisconsin at
Milwaukee. 22 Hawkins, Brian L., Julia A. Rudy, and Robert
Nicolich, Fiscal Year 2004 Summary Report, EDUCAUSE Core Data
Service, p. v. 23 Bowling Green and the University of California at
Riverside did not completed the 2004 or 2005 Surveys. 24 In 2005,
Faculty Technology Support, part of the original Campus Technology
Support Group, was merged with the Center