Reports

UW-Madison Information Technology Strategic Directions

July 2001

1. Enable Easy Access to Web-Based Services
   
2. Develop Effective Technologies and Support for Learning and Teaching
   
3. Provide Easy Access to Data and Information
   
4. Support Research and Advance Learning by Evolving a Quality Network Infrastructure
   

1. Provide Outstanding Applications that Support the Academic and Administrative Functions of the University in Partnership with University Departments
   
2. Provide Outstanding Delivery of Technology Services

UW-Madison's strategic priorities identifies five priorities for the first decade of our new century. These priorities are:

1. Promote Research
2. Advance Learning
3. Amplify the Wisconsin Idea
4. Accelerate Internationalization
5. Nurture Human Resources

Information technology is essential to the achievement of these priorities. A contemporary network and computing infrastructure is necessary to accomplishing the day-to-day business of our University as well as to moving forward in most of the goals related to the University’s priorities.

Since defining information technology’s role in supporting these priorities requires a dynamic but orderly approach, a strategic planning methodology was adopted. The planning process evaluated UW-Madison’s major technology strengths, weaknesses, opportunities and challenges. In addition, it included analyses of stakeholder interviews, an annual faculty/staff survey, an annual IT student survey and an IT architecture survey.

The resulting information technology strategic directions help us focus on “big picture” issues by asking:

1. Are we as a campus doing the right things with respect to information technology?
2. Which changes in information technology services will be essential to our success as a major R-1 institution of higher education?
3. How can we best organize and initiate these changes within the current economic climate?
4. Are the proposed directions supporting the University’ strategic priorities?
5. Are we addressing issues regarding the technological divide?

The plan proposes specific directions to help UW-Madison achieve its vision. We’ll continue to make revisions on a regular basis after a review of changes in the environment, after determining what’s been accomplished and what remains, and after analyzing “what worked well and what didn't.”

The Outcome – Recommendations for action
A key result of this planning is an integrated set of “strategic directions” that define where UW-Madison can achieve the greatest impact using information technology. They include:

1. Enable easy access to web-based services to support the University’s instructional, research and administrative functions
2. Advance the learning experience by integrating technology both within and outside the classroom
3. Provide easy access to data and information that supports the decisions making needs of the University
4. Support research and learning by evolving the network infrastructure and related security

In addition, two ongoing support initiatives are proposed:

1. Provide outstanding applications that support the academic and administrative functions of the University in partnership with University departments
2. Develop a culture of customer service excellence to support the information technology functions

Overall responsibility for acting on both the institution-wide and ongoing initiatives lies with the UW-Madison CIO. Implementation will involve a variety of coordinated projects and initiatives. Designated parties within the University, including DoIT, will develop proposals around these issues. These proposals will include action plans, funding estimates, methods for communicating with customers to find out what’s important to them, and means to measure success.

Collaborative Approach
Developing partnerships between schools, colleges, divisions, and departments and external providers will allow sharing of expertise. Under the leadership of the CIO and Provost, UW-Madison will encourage partnerships where they seem most appropriate.

Campus-wide Standards
Many of the proposed improvements in campus information technology depend on the development of campus-wide standards to ensure wise use of resources and interoperability. Commonality in accessing data will greatly enhance our effectiveness. DoIT will assume a leadership role and explore with others on campus where standards are useful. Examples might be networking protocols, virus protection, data access methods and appropriate use guidelines. These standards must be developed by consensus and not dictated. They must be driven by incentives, not mandates. They will play an essential role in enabling the entire campus to move forward to dramatic, new applications for information technology.

Funding New Initiatives and Directions
The campus does not have unlimited resources. The explosion in information technology services has outpaced the growth in funding. As a campus, we see ourselves positioned on the technology forefront, as distinguished from the "bleeding edge." It is our goal to maintain that forefront position. We need to pay attention to replacement cycles for aging equipment and network infrastructure so that our campus facilities provide access at acceptable levels. UW-Madison administration will need to look carefully at leveraging centrally controlled and school/college/divisionally controlled funds to be effective as we explore partnership opportunities.

The following directions are necessary for the UW-Madison to succeed as a leader in research, learning and outreach. The speed of implementing these directions will be determined in part by available funding. Recommended action items for addressing these issues over the next several years are also included.

Direction #1

ENABLE EASY ACCESS TO WEB-BASED SERVICES

HOW CAN WE PROVIDE SECURE, INTEGRATED WEB SERVICES FOR LEARNING, RESEARCH APPLICATIONS, ADMINISTRATIVE FUNCTIONS, OUTREACH AND SERVICE DELIVERY?

UW-Madison is already moving to providing services on-line through easy-to-use web interfaces. Student, faculty and staff surveys confirm the use of web browsers and related tools in learning, teaching, conducting research, and performing administrative and service functions. Continued advances require a more sophisticated infrastructure for security and accessibility, while ensuring usability for all.

The University continues to identify innovative uses of the web within its mission. The resulting applications must be well understood, properly integrated, secured, ADA accessible and appropriately managed. On-line learning is taking advantage of web capabilities in a variety of ways. All campus administrative applications are either presently providing or planning to provide web interfaces as a primary access method. New electronic applications use the web to deliver University services to a broader audience than previously anticipated.

What makes it strategic?
Though it feels as if use of the web has already exploded, the number and variety of applications of the web will continue to expand at an exponential rate, affecting the entire campus community. Decisions about web design help to support UW-Madison’s ability to full-fill its mission in a connected world. Web applications will drive IT budget allocations, bandwidth and other resource requirements, and support strategies. While many web applications can be realized with very limited investments and distributed levels of decision authority, maximizing the potential of the web will require coordinated planning at a high level.

Issue questions:

1. What web-based services should we offer to meet the needs and expectations of students, faculty, staff, alumni and other constituents?
2. How do we ensure that web services do not exclude certain populations?
3. How can we continue to streamline University business and more closely integrate service delivery using web interfaces?
4. How can the campus take maximum advantage of the “My UW-Madison” web portal to distribute information to students, faculty, staff, alumni and other constituents?
5. What implications do rapidly expanding web uses demand from the network and other infrastructure?
6. How do we integrate the University’s business transactions, the electronic delivery of services and the on-line learning environment in a way that is useful and makes sense to all our constituents?
7. How should the campus develop and support effective, appropriate web-based resources for a diverse learner community?
8. With all the different applications, how do we present a common face to the world?
9. How can web applications have open access to the data needed while still protecting the integrity of the information?

Recommended strategies:

• Develop strategies for integrating campus web services though cooperation (and partnerships) among academic and administrative work groups. Build on the strategic plans of these units.
• Create and implement a policy that allows access to data to those who need it while protecting it from unauthorized use.
• Identify and develop Internet services and supporting architecture needed by academic and administrative units.
• Deliver key applications and information via the “My UW-Madison” portal and use the University Directory Service and emerging security services to provide identification and authentication services for those applications.
  • Ensure electronic access is inclusive of diverse populations
  • Encourage new web pages to be W3C compliant and develop a plan for conversion of existing web pages
  • Research improved software that checks web pages for accessibility and engage software writers to improve their methods
  • Establish a training program to create a pool of student web masters to assist departments in making their web pages W3C compliant.
  • Continue to ensure that applications software such as “My UW-Madison” and other instructional tools will be accessible to all customers of the University.
• Continue to develop general-purpose, broadly-applicable middleware (including improved directories and security) that can be used to get our most critical web applications up and running well.
• Develop guidelines and training to facilitate best use of agreed-upon web development strategies and available infrastructure
  • Identify and publicize the key campus resources available for developing and offering integrated web services to support the campus
  • Establish a repository/clearing house for knowledge of how we are using the web.
    

Direction #2

DEVELOP EFFECTIVE TECHNOLOGIES AND SUPPORT FOR LEARNING AND TEACHING

HOW CAN WE HELP MEET THE NEEDS FOR TECHNOLOGY IN CAMPUS-BASED INSTRUCTION AND IN DISTANCE EDUCATION?

New information technologies and near universal access to technology are changing the nature of campus-based instruction and offering new opportunities for learning both within and beyond the traditional classroom. UW-Madison must find ways to facilitate the transition and offer more support to faculty and instructional staff who want to enhance the teaching and learning experience. We must bridge the technology divide and provide technology training, access and information to all students. We must actively participate with UW-System, the Committee on Institutional Cooperation (the academic version of the Big Ten), and national organizations to incorporate these new information technologies into teaching and learning. To remain competitive we must do more research on new technologies on how technology can transform teaching and learning, and on best practices for integrating technology into teaching and learning.

What makes it strategic?
Major goals of the campus vision are to advance learning, to amplify the Wisconsin Idea, and to accelerate internationalization. These goals are influenced by technology and can be furthered by technology. It can assist in bringing a global dimension to the learning experience by offering different perspectives and observations on the issues under study. From our annual IT student survey, we know that students have increasing expectations that information technology will be a part of their instructional and graduate research experience.

Issue questions:

1. How do we anticipate and address the instructional technology expectations of students?
2. How can we provide full-service, cost effective support to faculty and instructional staff who wish to apply technology to their teaching?
3. How can we satisfy the need for basic multimedia in the classroom?
4. How can technology help improve the first and second year experience of students who need courses that are in heavy demand?
5. How can we best serve post-baccalaureate students who need to acquire skills to complement their degree or to update their skills?
6. What steps do we need to take to prepare for increased use of wireless/ mobile devices within our classrooms, as well as for learning outside the classrooms?
7. How do we manage to provide enough high-value, high-demand courseware and learning tools to those who wish to use it?
8. How do we level the information technology playing field for students?
9. How can we best partner to do innovative and transformative things in support of teaching and learning?
10. Are we prepared to meet the challenges associated with distributed learning? How should we develop distance programs to benefit the Wisconsin economy? The Wisconsin Idea?
11. How can we use the Internet to prepare students to join the global community and to bring the world and its diverse perspectives to them

Recommended strategies:

• Coordinate campus-wide instructional technology services through partnerships between academic units and DoIT. Build on the initiatives and strategic plans of the University and academic units.
• Increase awareness of opportunities to use technology in teaching and learning, including its impact on residential instruction and distance education.
• Help improve faculty skills in the use of information technology and in how to effectively incorporate the appropriate technologies into instruction.
• Explore and implement affordable classroom solutions to make basic multimedia available.
• Develop affordable and sustainable models and services to create technology-based instructional materials.
• Develop an effective web-based portal for delivery of instructional materials and support of learning
• Continue the momentum with the My UW-Madison portal
• Facilitate effective use of mobile and wireless technologies for instruction.
• Conduct research on new technologies and their application to instruction, particularly in addressing problem areas like heavy-demand courses, or meeting new economic needs like certificate courses.
• Continue to evaluate the effectiveness of instructional technology methods.
• Help faculty meet the instructional expectations of (increasingly) IT savvy students.
• Explore ways to expand learning opportunities outside the classroom.
• Support and advance initiatives designed to provide technology training, access and information for responsible use to all students

Direction #3

PROVIDE EASY ACCESS TO DATA AND INFORMATION

HOW CAN WE PROVIDE USEFUL AND READILY ACCESSIBLE ACCESS TO INFORMATION THAT SUPPORTS THE DECISION MAKING NEEDS OF THE UNIVERSITY?

UW-Madison depends upon access to reliable information to assist in instruction, research and administration. A wide variety of faculty, staff, researchers and students need to review and use enterprise information to admit students, apply for grants, prepare accountability reports, to send out important mailings, and so on. It can often be difficult for these staff to find the data they need quickly, to use that data or to even get authorization to view the data.

What makes it strategic?
The University depends on accurate data and information to do its work. Without timely and easy access to data, University decision making is delayed and opportunities can be missed. Without access to important enterprise data, work can be delayed and incorrect conclusions can be drawn, resulting in flawed decisions. In an increasingly competitive environment, we cannot afford lengthy delays or having out-of-date information.

Issue questions:

1. How can we enable easy and appropriate access to information to those who need it?
2. How can changes in our technical infrastructure improve information availability?
3. How can UW-Madison leverage with the entire UW-System to achieve our common information availability goals?
4. How do we provide adequate levels of support to faculty, staff, and students who need access to information?
5. How do we deal with the rapidly increasing demand for information and reporting systems, resulting from the implementation (replacement) of major administrative systems?
6. How do we appropriately and adequately fund our data and information availability initiatives?
7. How do we more fully extend our data and information services to the University's instructional and research communities?
8. How do we provide University administrative (data custodian) offices with the resources they need to properly support information availability initiatives?
9. How do we prioritize information availability initiatives?
10. How do we help insure the accuracy of available data and information?

Recommended strategies:

• Create and implement a new campus data access policy to enable fast and easy access to needed data while complying with privacy and other data-related mandates.
• Upgrade the infrastructure technologies used to provide access to data and information. Initiatives include:
  • implementing web-based reporting and data analysis tools
  • implementing a state-of-the-art production environment, helping to insure reliable and timely data
• Dramatically improve customer support by:
  • Developing fast and easy processes for account activation, data knowledge certification, and data authorization.
  • Providing onsite consulting on all aspects of data access and information reporting and analysis
  • Provide campus staff with accurate and easy-to-use data documentation
• Ensure adequate resources to support fast and easy access to data and information by:
  • Providing academic and administrative units with backfill support for staff serving on institutional data needs committees
  • Provide adequate technical staffing including development staff, support staff and consultants
  • Fund the necessary technical infrastructure
• Engage the University’s instructional and research communities to identify, develop, and make available related data and information, supporting the idea of end-user-driven data needs initiatives.
• Implement policy and procedure by which the campus identifies and prioritizes its data and information availability initiatives.

Direction #4

SUPPORT RESEARCH AND ADVANCE LEARNING BY EVOLVING A QUALITY NETWORK INFRASTRUCTURE

HOW DO WE PROVIDE A RELIABLE AND FLEXIBLE NETWORKED TECHNOLOGY INFRASTRUCTURE TO MEET INCREASING AND CHANGING DEMANDS?

The campus data, voice, and video networks are the information highways connecting us both internally and externally. As information technology solutions require an ever-increasing dependence upon networks, these networks must keep up with the traffic growth and meet the demands of new technologies as well as deal with intense-use applications. The University community—faculty, researchers, staff, students, alumni and others of interest—needs to connect to anywhere from anyplace to easily access a diverse set of network-based solutions, protected by the appropriate level of security.

Network infrastructure encompasses designing, building, implementing, securing, operating, and monitoring campus networks, including access and use of external networks. This includes daily operations, such as monitoring traffic, authenticating/authorizing users, and trouble-shooting problems. It also involves planning for the future by quantifying performance, anticipating growth, and researching the impact of future technologies. Key stakeholders agree the infrastructure must achieve the goals of high availability and reliability.

What makes it strategic?
Mission-critical functions such as instruction and research are becoming more and more dependent upon both national and local networks. Library, student, and business systems and services are more distributed and reliant upon the network. The advent of powerful wireless computers and handheld appliances are driving demand for flexible, innovative network connectivity. The proliferation of web-based systems and inter-institutional resource sharing is making it more difficult to provide network security. Most of these systems and resources require secure access (authentication/authorization) to meet privacy, licensing and funds transfer constraints, and inter-institutional agreements. As the use of local and national networks grows, network infrastructure becomes more complex. In an environment of multiple providers, decentralized operations, peer to peer sharing and no central point of control, a solid network infrastructure is critical in meeting the business needs of the University. We need to guarantee non-delayed delivery of voice, video and data services any place, any time.

Issue questions:

1. How can we ensure that the campus network infrastructure meets the increasing bandwidth needs of new applications in instruction and research, including voice and video-based applications?
2. How can the diverse, sometimes conflicting, needs of the University community (high bandwidth, state-of-the art, stable, reliable, low cost) be met?
3. How can we develop the infrastructure and support to meet mobile computing needs (e.g., access to the network from personal productivity computing devices from anywhere)?
4. What tools and methodology can we put in place to effectively manage and secure the delivery of network services?
5. How can the campus best allocate Internet bandwidth to priority uses?
6. How can we identify and ensure a minimum standard of network access across the campus so that there is a common entryway to information?
7. How can we gain campus acceptance of "standards" in the areas of security, authentication and authorization?

Recommended strategies:

• Improve network traffic measurement methods for monitoring, planning and cost recovery purposes.
• Develop network policy and seek effective funding models.
  • Decide whether to approach as a campus plan or in pieces/steps.
  • Assure that new and remodeled construction standards for networking meet or exceed current needs for bandwidth.
• Expand high-speed network service particularly for the research and educational community.
  • Determine where the gigapop that serves UW-Madison is best located
• Enhance campus network to handle increased loads.
  • Explore owning and managing fiber (called “dark fiber”) instead of leasing service
• Modernize tools used by the Network Operations Center (NOC).
• Explore strategic vendor partnerships to leverage resources.
• Research voice and video over IP
• Develop standards to improve network security.
  • Get virus protection on all desktops
  • Determine how to handle wireless networks
• Through the new directory services infrastructure, provide cost-effective identification, authentication and authorization services, including allowing appropriate access by other external service providers.
• Investigate initial sign-on methodologies.
• Improve off-campus access through new offerings
• Conduct research and implement methods to support emerging hand-held devices.
• Continue to foster mobility and reduce administration through dynamic host service.
• Implement flow control and quality of service (QoS) to the desktop, as appropriate

Ongoing Initiative # 1

PROVIDE OUTSTANDING APPLICATIONS THAT SUPPORT THE ACADEMIC AND ADMINISTRATIVE FUNCTIONS OF THE UNIVERSITY IN PARTNERSHIP WITH UNIVERSITY DEPARTMENTS

HOW CAN WE DEVELOP AND IMPLEMENT APPLICATIONS TO SUPPORT RESEARCH , INSTRUCTION, AND ADMINISTRATION OF THE UNIVERSITY?

UW-Madison depends upon its information technology applications to assist in instruction, research and administration. Current applications such as the Integrated Student Information System, Web-CT, Endeavor Library System are critical to campus students, faculty, researchers and staff in their day-to-day work. Access to data and information from these systems is imperative to campus administrators and decision makers. These applications must be integrated with each other and provide timely self-service to students and staff.

Major system developments such as implementation of a Web-Based Learning System, electronic procurement of goods through a University e-procurement engine, electronic research administration and new Appointment, Payroll, and Benefits Systems must be well managed and provide quality solutions. These applications must provide a solid foundation for providing key processes for our own campus as well as other UW System campuses. These applications should be built on strategic plans developed by the administrative offices responsible for these systems.

What makes it important?
The applications that support the instruction, research and administration of UW-Madison and the UW System schools are mission critical to the daily operation of our institution. These applications require the coordinated efforts of application owners, application users, and those supporting the applications. Many of these applications and the computing infrastructure on which they reside are required to be available 24 hours a day each and every day

Issue questions:

1. How can we ensure that applications required by the University are available through an integrated campus portal?
2. What support services do those responsible for academic and administrative applications need?
3. What practices will make applications development or acquisition from vendors more effective and efficient for the various campus levels?
4. How can we secure applications and ensure necessary privacy?
5. What emerging standards and technologies are needed to ensure that applications are state-of-the art?

Recommended Strategies:

• Use "My UW-Madison" portal to access applications.
  • Replace paper-driven processes with web-based applications
  • Add web registration to the portal
  • Improve reporting features of the UW-Madison student administration system (ISIS)
• Develop standards and architectures to support the selection and development of applications.
• Develop a plan to assure business continuity of applications and recovery from disasters.
• Assist UW System Administration in completing the implementation of Shared Financial System (SFS) for all UW institutions. Determine which parts of SFS to implement for UW-Madison.
• Further participate in and express UW-Madison needs to the group charged with developing and implementing the newly purchased personnel, payroll and employee benefits processing for the UW System (APBS). Assist UW System Administration in defining and implementing APBS for the UW System as a whole.
• Expand the use of web payment options via ACH from bank accounts, credit and debit cards for individuals and departments by University auxiliaries and other units authorized to sell goods and services as well as for tuition, fees, and any other charges to students, staff, or the public.
• Develop the skills of IT and university administrators in their efforts to work together to select, define, develop, deploy, and use applications.
• Provide help desk, training and problem tracking support for applications.
• Provide assistance to other UW System institutions in development, operation, and design of administration systems as appropriate.
• Ensure migration and conversion of applications to newer platforms and technologies leading to decommissioning the campus administrative mainframe computer.

Ongoing Initiative #2

PROVIDE OUTSTANDING DELIVERY OF TECHNOLOGY SERVICES

HOW CAN WE DEVELOP A CULTURE OF CUSTOMER SERVICE EXCELLENCE ACROSS CAMPUS IN SUPPORT OF IT?

The campus community varies in its awareness of and need for technology services. Consequently, IT services need to appeal to both the neophyte and the power user; the instructional needs of a faculty member and the administrative needs of an office staff member.
We must be able to support an individual as well as an entire academic community. Quality services must be provided whether they are delivered centrally or in a decentralized model. Technology services must be coordinated within an appropriate organizational structure. Good customer service requires having well-trained IT staff working together across the campus.

The services must provide what campus customers want, when they want them and in ways that are easily accessible. Electronic business systems must facilitate rapid delivery of services, and jobs need to change to support this type of delivery. Service personnel must be knowledgeable, responsive and personable using the new delivery methods.

As campus initiatives arise, IT staff, no matter where they are located, need a focus and an easy-to-understand way to get advice and information.

What makes it important?
All the IT-related goals of the campus community rest on the responsiveness of their service provider(s). Instructional software needs to run on a reliable platform. Products need to be delivered and installed on time. Help must be available when support is needed. Failure to provide these "customer-focused" aspects of information technology can undermine the success of both individual projects and institutional goals.

Issue questions:

1. How can we best determine which services the campus should provide, and which should be provided by others?
2. How can DoIT and other University units provide affordable, responsive 24x7 technical support for those products and services the campus wants?
3. How can the campus best organize information technology support to be responsive to the needs of different audiences?
4. How can we best support both the desktop and the mobile technology needs of the individual and the medium- to large-scale system needs of the institution?
5. How can we best train the campus community to use technology effectively?

Recommended Strategies

• Use formal and informal surveys and research tools to identify needs and expectations.
• Create and strengthen a sense of community among all campus IT staff and Tech Partners and advocate to ensure they are nurtured and connected.
• Train staff to be friendly, knowledgeable, helpful, and responsive to customer needs.
• Provide 24x7 technical support in ways that are satisfying to those who need the support (phone, web, email, in-person, dedicated service routes).
• Provide products and services which are easily accessible over the web.
• Negotiate discount agreements for IT products that are needed on campus. Leverage the entire UW System and the Technical College System where appropriate in these efforts.
• Investigate structures and communication methods to increase the flow and sharing of IT expertise.

• Targeting Tomorrow
• DoIT 1999 Strategic Plan
• 2001 UW-Madison Student IT Survey
• 2000 UW-Madison Faculty and Staff IT Survey
• UW-Madison Architecture Survey
• Information Technology Committee
• Associate Deans for Research
• Teaching and Learning with Technology Symposium Report – May 2001

If you have questions or comments about the strategic plan or related technical issues, go to www.doit.wisc.edu and click on Feedback.

Two types of measures, outcome and lead, are commonly used to measure results. A small number of both types of measures (10-15 total) should be selected that can be used to drive the five IT strategic directions. Outcome measures can be viewed as longer-term measures that reflect the results of strategic directions. Lead measures can be viewed as shorter-term measures that give an early warning sign as to the progress being made toward good results. In addition, comparable benchmarks could be established with other similar projects/organizations on a few of the measures. Using the framework of the “Balanced Scorecard” (David P. Norton and Robert S. Kaplan), outcome and lead measures fall into four broad categories: 1) customer, 2) financial, 3) internal processes, and 4) learning and growth.

These will be determined and applied to the action plan.

The following next steps are recommended:

• Identify key players to be involved in measurement development
• Develop a mechanism to collect data on measures
• Develop a mechanism to report to all key players on the measures
• Benchmark a few key measures with comparable projects/organizations
• Implement and follow though
• Make all of this as simple but as meaningful as possible!

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