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INFORMATION TECHNOLOGY STRATEGIC PLANUNIVERSITY OF WINDSOR

2004 –2009

January 2005(revised 13 January)

Draft Plan online at www.uwindsor.ca/itsteering

http://www.uwindsor.ca/itsteering

TABLE OF CONTENTS

I. Preface iA.. IT Vision Statement iB. IT Mission Statement iC. IT Goals and Objectives i

II. Executive Summary iiA. Planning Process iiB. Strategic Plan Synopsis iiC. IT Goals Referenced to University of Windsor Strategic Vision vi

III. Guiding Principles vii

IV.Objectives, Goals, Leadership, Strategies, Outcomes and Metrics 1

1. Learning 1Goal 1.1 Technology-Enhanced Learning 1

Goal 1.2 Promotion of E- Learning 2

Goal 1.3 Learning Infrastructure 2

Goal 1.4 Faculty and Staff Desktop Literacy 3

Goal 1.5 Student Technology and IT Literacy 4

Goal 1.6 Academic Integrity 4

2. Research Administration and Infrastructure 6Goal 2.1 IT Management Tools for Researchers 6

Goal 2.2 Research Collaboration 6

Goal 2.3 IT Research Support Infrastructure 7

Goal 2.4 Support and Digital Library Resources for Research Faculty 8

Goal 2.5 External High Performance Access 9

3. Client Support 10Goal 3.1 Desktop Services and Support 10

Goal 3.2 Student Access 10

Goal 3.3 IT Services for Students 11

Goal 3.4 HelpDesk 12

Goal 3.5 Electronic Mail 12

Goal 3.6 PC Acquisition 134. Information Systems Management 14

Goal 4.1 Information Systems Development 14

Goal 4.2 Academic Information Development 15

Goal 4.3 End User Access to Institutional Data 15

Goal 4.4 Campus Work Flow 16

Goal 4.5 World Wide Web 17

5. Technology Infrastructure 18Goal 5.1 IT Infrastructure Resources 18

Goal 5.2 Benchmarks, Viability & Usability of Infrastructure

Resources 19

Goal 5.3 Recoverable Infrastructure 19

Goal 5.4 Off Campus Connectivity 20

Goal 5.5 Maintenance 206. Security 21

Goal 6.1 University Security Structure 21

Goal 6.2 User ID Access System 21

Goal 6.3 Security Awareness 22

7. Governance 24Goal 7.1 Best Governance Practices 24

Goal 7.2 ITSC Effectiveness 24

Goal 7.3 Strategic Planning 26

Goal 7.4 Service Providers 26

Goal 7.5 Policies, Standards and Guidelines 27

Goal 7.6 Website Management Committee 27

8. Communications 29Goal 8.1 Web-Based Promotion 29

Goal 8.2 Campus Web-Based Services 29

Goal 8.3 Communicating IT Issues and Operations 30

Goal 8.4 Communicating on Major Projects 30

Goal 8.5 Electronic Mail Policy 31Goal 8.6 Enhanced Telecommunication Services and Management 31

V. Appendices

Appendix 1: Glossary 33

Appendix 2: IT Providers and Terms of Reference 36

Appendix 3: IT Planning Committee Membership 37

Appendix 4: Responsibilities of Recommended New Positions 39

Appendix 5: Client Groups Served by the IT Strategic Plan 40

Appendix 6: Financial and Other Resources 42

Appendix 7: University of Windsor Mandate and Vision 42

I. PREFACE

The University of Windsor’s strategic information technology plan closely aligns IT initiatives and resources with the objectives established in the University’s strategic plan: To Greater Heights: An Enhanced Culture for Learning (Strategic Planning for 2004-2009).

The IT strategic plan enables the University of Windsor to realize its vision for the period 2004-2009. The IT plan is the result of extensive collaboration and comprehensive feedback from all sectors of the University community and establishes the strategic direction and foundation for annual IT planning and performance monitoring.

The IT strategic plan defines the University's vision, mission statement, objectives, goals, leadership requirements, strategies, outcomes and performance metrics for the use of information technology. The plan provides a campus-wide framework for ensuring that the University’s information technology is continually improving, while being robust, secure and delivering outstanding value to all members of the extended University community.

On behalf of the many members of the University community who generously contributed their creativity, time and feedback to development of this Strategic IT Plan, we encourage the University to embrace the IT plan as a comprehensive strategy for enabling the University of Windsor to realize its vision.

A. IT Vision Statement

The University will excel in delivering information technology that enables the vigorous pursuit of outstanding learning and research.

B. IT Mission Statement

Information technology will be the key enabler in a dynamic support infrastructure that serves all stakeholders fairly and provides for the realization of the University's vision. The technology will support the seamless integration of academic, service and administrative roles in the University to provide a cohesive and efficient learning, research and working environment.

IT will contribute to delivering a quality learning experience for students and a competitive advantage for them on graduation. The technology will strengthen the research culture at the University and enable researchers to compete effectively. IT will be used to deliver training, contribute to the professional development of faculty and staff, and increase public awareness and promotion by helping to publicize and celebrate the strengths and attractions of the University, thereby serving to attract and retain outstanding students, faculty and staff.

C. IT Goals and Objectives

The IT strategic plan contains a comprehensive elaboration of the mission statement through a formal set of strategic initiatives or objectives. The strategic objectives represent an organizing layer between the mission statement and specific goals. For each objective a set of measurable goals have been determined that are consistent with implementing the objective. The goals serve as strategic targets for tracking the University's performance and progress in realizing the information technology objectives. Strategies have been defined for every IT goal to ensure that they achieve the targeted performance outcomes.

i University of Windsor IT Strategic Plan

II. EXECUTIVE SUMMARY

The IT Strategic Plan presents a context and framework for maintaining a robust, secure and continually upgraded information technology infrastructure (web, e-mail, network and servers) that addresses the learning, research, service and organizational needs of the University. The infrastructure enhances the student experience, simplifies collaborations and communication, and empowers the campus community. The plan provides direction for accomplishing current and future IT objectives and goals and promotes ownership by the stakeholders: IT Services, the Centre for Flexible Learning, Leddy Library, WEDnet, specialized IT users, research computing facilities, departmental IT labs, and individual computer facilities. The plan forms the basis for the campus-wide allocation of resources for information technology.

A. Planning Process

In June 2003 the IT Steering Committee launched a planning process to deliver outstanding information technology services to the campus community and to advance the objectives of the University for 2004-2009. The planning process was enacted through a university-wide IT Planning Committee, composed of faculty, students and staff. The IT Planning Committee collaborated with other members of the campus in seven subcommittees to prepare a draft IT plan, which was released for comment in March 2004.

The draft report was produced in four stages that involved: 1) reviewing progress in the last IT plan: White Paper on Strategic Directions for Information Technology at the University of Windsor (2000); 2) reviewing background documents, including the University’s strategic plan To Greater Heights: An Enhanced Culture for Learning (Strategic Planning for 2004-2009), the White Papers on Teaching and Learning, AAU/departmental plans, and other institutions’ IT strategic plans; and 3) in the seven subcommittees, determining the objectives, leadership, goals, strategies, outcomes and performance metrics required to position the University for the successful development and application of information technology and 4) reviewing and producing the draft plan through the IT Planning Committee.

Beginning in early March 2004, the IT Planning Committee consulted extensively on the draft plan, employing the IT Steering Committee’s website and the Daily News and The Lance as well as meetings with deans and department heads, administrative directors and managers, IT Services staff and students; and two open forums.

The IT Planning Committee evaluated campus feedback to better align the initiatives with the University’s strategic plan. As the draft plan came to incorporate significant changes as a result of the campus-wide review process and the work of a focus group consisting of members of the IT Planning Committee and representatives from IT Services, the plan was again evaluated by the campus community before the final plan was released in October 2004.

B. Strategic Plan Synopsis

A robust infrastructure, secure and seamless access, and responsive service and support will enable the University to enhance the learning and research environment and support collaborations and communications. The need for strategic investment in information technology, however, is coupled with resource constraints and presents decision makers with a continuing challenge. This plan outlines eight objectives and corresponding goals for the development and use of information technology over the next five years in keeping with the University’s strategic plan (see Table 1, page v). Each of the following sections summarizes outstanding IT issues that must be addressed to improve learning, research, information systems and operating support, and presents the objectives and goals for doing so.

ii University of Windsor IT Strategic Plan

1. Technology-Enhanced Learning

Planning in this area addresses the evolving expectations of students and instructors for support and resources and the role of Information Providers in fulfilling these expectations. Students require convenient, media-rich and engaging learning opportunities, including anytime/anywhere access to technology and the flexible delivery of courses. Instructors require that the new modalities be easy to learn and easy to use, and that they enhance pedagogy. Information Providers will address an under-exploited infrastructure and encourage the use of best practices.

Objective: Support and enhance a learning environment that fosters creativity, critical thinking and the development of lifelong learning skills

Goals: provide technology-enhanced learning that is user-friendly, feature-rich,

scalable and accommodates the evolving needs of students and faculty; promote and broaden the use of e-learning; develop a learning environment that integrates technical and curricular

expertise to encourage innovation and expand the use of technology in the classroom;

provide opportunities for instructors and staff to become technology proficient;

provide standards-based, best practice student technology and information literacy; and

promote academic integrity in courses campus-wide.

2. Research Administration and Infrastructure

Planning in this area will reduce the administrative burden associated with sponsored research, enhance collaboration among researchers on campus and elsewhere, ensure sufficient and appropriate IT support, and provide easier access to published research. Addressing these issues will allow researchers to devote more time to conducting research.

Objective 2: Use information technology to improve research administration and the technical research support infrastructure to strengthen the University’s ability to identify opportunities and compete effectively for sponsored research

Goals: facilitate the application for and administration of research grants, awards and

contracts; enhance IT-based collaboration among research faculty on and off campus; provide and support a robust research computing, computation and networking

environment; increase support and digital library resources for research faculty; and provide research faculty with high-performance access to external high

bandwidth research networks through the campus network.

3. Client Support

Planning in this area addresses the twin demands by students, faculty and staff for easy access to the University’s computing and network resources independent of location and time, and the critical need for just-in-time support and high-level services, including a robust, easy to use electronic mail service. An increasingly sophisticated environment stimulates increased capability and productivity.

Objective: Deliver high quality client-centered information technology support for faculty, students and staff

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Goals: provide software productivity tools and campus-wide support to end users; improve student access to computing facilities; enhance student information technology services; enhance HelpDesk services; provide an electronic mail system that is robust and easy to use; and enable new PCs and computing devices to be easily attached to the campus

network.

4. Information Systems Management

The development and maintenance of centralized, state-of-the-art information systems are essential in transforming the University’s organizational processes. Planning in this area addresses escalating demands for timely access to appropriate data to support University-wide decision making. Fulfilling these demands requires application development, robust IT tools (including better web development tools), and an University website that is easy to navigate.

Objective: Provide Improved access to appropriate data information systems in support of decision making at all systems levels

Goals: enhance services and support for developing information systems, including

specialized systems; enhance services and support for developing information systems for academic

areas; enhance end user access to data in information systems for analysis and

decision making; develop systems to manage work flow on campus and eliminate paper-based

manual forms, where possible; and support web developers in producing an outstanding and easily-managed

University website.

5. Technology Infrastructure

As information technology is critical in supporting learning, research and service, it is critical that the infrastructure remain robust and able to accommodate emerging needs, including the need to protect data centrally and campus-wide. Planning will also address the need for benchmarking to forecast the future learning, research and organizational needs of the University.

Objective: Provide and sustain a cost-effective information technology infrastructure that can support the mission of the University and empower the University community

Goals: plan and deliver IT infrastructure to underpin the University’s mission and

activities; regularly monitor the performance of the IT infrastructure and forecast future

use; securely back up IT infrastructure resources critical to institutional success; maintain high-speed networking that ensures peak productivity of faculty,

students and staff on and off campus (including offshore researchers); and promote maintenance agreements for IT equipment and software.

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6. Security

Planning in this area addresses the need to ensure best practices when providing the campus community with appropriate access to data while protecting against the risk of data loss caused by the increasing incidence of malicious attacks on campus servers.

Objective: Provide the campus community with ubiquitous access to the data network while protecting against intrusions and unsolicited and unwanted electronic mail

Goals: provide a secure computing environment that protects network, server and

data resources; provide standards-based access control, with role-based security, for all end

users; and promote awareness of IT security campus-wide.

7. Governance

As information technology affects the entire campus community, planning in this area addresses the need to formalize the structure governing the University’s IT resources and ensure that it is collaborative, advisory, consultative, and delivers cost-effective services.

Objective: Implement best governance practices to ensure the University's information technology resources deliver outstanding value to stakeholders in accordance with the University’s strategic plan

Strategies: improve the governance and administration of the University’s information

technology resources through the implementation of best governance practices;

increase the effectiveness of the IT Steering Committee; support appropriate University strategic planning objectives through the IT

strategic plan; harmonize core services; ensure accountability of IT Providers and users of services; and clarify the role of the Website Management Committee.

8. Communications

Web-based technology must better promote University resources, accomplishments and initiatives. Such technology must nurture a collaborative environment between the University and current and prospective students and faculty, and between Information Providers and end users on campus. It must be able to communicate IT issues, operations and progress in major projects to the campus community and solicit their feedback. As electronic mail is a major communication vehicle, it is essential to develop a formal strategy for communicating with students. The University is also challenged to manage the convergence of the traditionally separate technologies of voice, video and data (see 5.1: Technology Infrastructure).

Objective: Enhance communication within the campus community and beyond

Goals: enhance web-based promotion capabilities; enhance web-based services for the campus community; inform the campus community of IT issues and operations and solicit

feedback;

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develop plans to disseminate and receive information on all significant issues relating to major IT projects;

develop a University communications strategy for students; and enhance telecommunication services and management.

The above eight concepts are aligned with the University’s strategic vision. The following tabular summary provides a snapshot of how information technology will align with and advance the University’s vision.

C. IT Goals Referenced to University of Windsor Strategic Vision

University of Windsor Goals

Learner CenteredUniversity

MoreComprehensiveUniversity

Degree That Works

Strong National & International Research Reputation

Strong International University

Growing Profile and Reputation

Community & Regional Leader and Promoter

Visibly Accountable

IT Objectives

Learning x x x x xResearch x x x x x x xClientSupport

x x x xInformationSystemsManagement

x x x x x

TechnologyInfrastructure

x xSecurity xGovernance x x xCommunication x x x x x x

Over the next five years it is anticipated that the strategies in this IT plan will be incorporated into the strategic and annual budget plans of IT Providers and stakeholders, who will submit their requests to resource larger initiatives through the IT Steering Committee for consideration by the University’s Budget Committee.

For this IT plan to become an evergreen document, the Planning Committee recommends that the IT Steering Committee measure progress - in detail and throughout the life of the plan - in accomplishing the proposed IT activities.

vi University of Windsor IT Strategic Plan

III. GUIDING PRINCIPLES

A set of guiding principles underlies the development and implementation of the IT strategic plan:

1. Technology will be viewed as an enabler for accomplishing University goals in learning, research and the conduct of university business, and not as an end in itself.

7. Projects will be developed in partnerships between IT Providers and owners of data, each having distinctive roles.

2. Our approach to IT will be balanced between managing risks and controlling costs, and supporting established and emerging technologies in a hybrid environment.

8. The decision of whether applications will be purchased commercially, obtained from open source, or developed in-house will be based on cost-benefit analyses and competitive advantage. The packages chosen must support a common database, operating system and, when possible, a common set of tools.

3. The diverse needs of stakeholders will be met in a fair and equitable manner.

9. IT Providers will strive to provide ubiquitous access to IT resources.

4. Decision making relating to the use of information technology at the University will be undertaken within an ethical framework.

10. Faculty, students and staff will be provided with convenient training to satisfy their needs.

5. Technology will be used to foster a culture of change in learning, research and the conduct of university business.

11. Life cycle replacement will be integral to planning at every level of information technology investment.

6. Collaboration and communication among IT providers will harmonize and complement services and prevent duplication of services.

12. Procedures and policies will comply with provisions in the Personal Information Protection and Electronic Documents Act (PIPEDA) and the Ontarians with Disabilities Act (ODA).

vii University of Windsor IT Strategic Plan

IV. OBJECTIVES, GOALS, LEADERSHIP, STRATEGIES, OUTCOMESAND METRICS

1. LEARNING

OBJECTIVE: SUPPORT AND ENHANCE A LEARNING ENVIRONMENT THAT FOSTERS CREATIVITY, CRITICAL THINKING AND THE DEVELOPMENT OF LIFELONG LEARNING SKILLS

Goal 1.1: Provide technology-enhanced learning that is user friendly, feature rich, scalable, and accommodates the evolving needs of students and faculty

Leadership: IT Steering Committee (ITSC), Centre for Flexible Learning (CFL), Leddy Library, IT Services (ITS), Faculty

Strategies:1.1.1 CFL, with input from faculty and assistance from ITS and Leddy Library, shall

undertake an analysis of learning management systems and, if necessary, enterprise management systems, to help the University through SMG and PEC, determine whether they should 1) purchase a commercial web-based learning management system for long-term use (i.e. more than three years), 2) purchase a commercial web-based learning management system for short-term use (i.e. less than three years) until a robust open source learning management system is available, and/or 3) allow faculty to continue using variety of platforms available on campus (e.g. HTML, ViCKi). Ideally the selected platform should be intuitive, user-friendly and standards-based for integration with or nesting within current IT systems such as SIS. It should also be accessible to special needs clients. It should include synchronous and asynchronous discussion areas, whiteboards, e-portfolios, assessment and evaluation; allow for integration of marks, login and security as well as offer new features such as data sharing, storage, search, and retrieval capabilities (e.g. providing faculty and students with mathematical and scientific notation). It should also be easily updated;

1.1.2 CFL and ITS shall maintain the current in-house learning management software system (ViCKi) until a new platform is available or until otherwise notified by SMG and PEC;

1.1.3 CFL and ITS shall facilitate communication among faculty and students in courses and across programs, including providing easier access to student e-mail addresses;

1.1.4 CFL shall develop a generic web template that complies with Senate regulations, faculty guidelines, the Faculty Agreement, the Ontarians with Disabilities Act, and the Personal Information Protection Electronic Documents Act;

1.1.5 ITS, CFL and Leddy Library shall provide students with a seamless interface to the various platforms containing course-and program-related materials, which may involve the investigation of feasibility of access using student and/or community portals (e.g. connecting Windsor-Essex County);

1.1.6 CFL and ITS shall evaluate opportunities for working with faculty to experiment with simulation-based lab courses;

1.1.7 CFL and ITS shall investigate a best practices approach to a web-based interface for the administration and management of application resources by faculty and system administrators;

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1.1.8 ITSC shall investigate the IT requirements if instructors require students to use laptops in their classes; and

1.1.9 CFL shall research the use of Macintosh computers in the teaching/learning process and ITS shall deliver training on Macintosh computers.

Outcomes:Robust, efficient and cost-effective learning management systemEnhanced learning outcomes through the use of e-learningBetter student-to-student and faculty-to-student interactionsBetter access to course- and program-related materialsDevelopment of effective e-learning strategies to complement traditional face-to-face in

person teaching and learning

MetricsUsers of the template for a common course syllabusCourses and students supported by a learning management system

Goal 1.2: Promote and broaden the use of e-learning

Leadership: IT Steering Committee (ITSC), Centre for Flexible Learning (CFL), Assistant Provost, Learning and Teaching

Strategies:1.2.1 CFL shall assist Faculties with the campus-wide curriculum review by

determining courses, groups of courses, and programs that might benefit from e-learning instruction;

1.2.2 CFL shall assist with the development of Faculty-wide management strategies for e-learning and regularly liaise with Faculties to train faculty and staff; CFL shall work with ITS to develop ongoing training of faculty and staff in e-learning technology;

1.2.3 CFL shall promote and continue to support the development of technology-enhanced courses and programs;

1.2.4 ITSC and the Assistant Provost, Learning and Teaching shall recommend that Promotion and Tenure Guidelines recognize and reward IT-based innovative pedagogy;

1.2.5 CFL shall research equitable academic credit for e-learning versus traditional course delivery mechanisms, and

1.2.6 CFL shall encourage and support improved IT-enabled learning applications and continue to research and report on evolving technologies and their use in the teaching and learning environment.

Outcomes: Faculties will become capable of using better instructional technology to enhance

student learning More flexible course and program delivery

Metrics

Courses, parts of courses, and programs offered through technology-enhanced learning

Faculty using electronic technology in pedagogy


Students able to satisfy degree requirements through flexible learning approaches consistent with the degree granting process

Goal 1.3: Develop a learning environment that integrates technical and curricular expertise to encourage innovation and expand the use of technology in the classroom

Leadership: IT Steering Committee (ITSC), Centre for Flexible Learning (CFL), IT Services (ITS), WEDnet

Strategies:1.3.1 CFL shall provide leadership in the continued planning for classroom technology,

classroom technology design, and the coordinated use of classroom technology to meet the needs of stakeholders;

1.3.2 CFL shall advocate for and manage an integrated multimedia environment in classrooms on campus and categorize classrooms by their multimedia capabilities;

1.3.3 ITSC shall facilitate a biannual inventory of all faculty and staff computers, identifying the need for instructional hardware and software replacements, and Faculties shall inform ITSC of these requirements;

1.3.4 ITSC, through CFL, shall conduct a campus-wide inventory of multimedia labs and their use and identify all technical staff currently assigned to such labs;

1.3.5 ITSC, through ITS, shall develop a central registry of computer labs, and identify technical support and booking contacts for the labs, with a view to fostering the sharing of these facilities;

1.3.6 ITS, CFL and WEDnet shall ensure a robust and reliable infrastructure of networks, servers and storage for the support of online courses and programs;

1.3.7 ITSC shall promote the use of anytime/anyplace videoconferencing as a teaching/learning strategy in accordance with an acceptable videoconferencing standard;

1.3.8 ITSC shall provide a HelpDesk support network for resolving and reporting on information technology issues associated with teaching and learning;

1.3.9 CFL shall assist with the set up and operation of technology in the classroom and help solve technical problems that arise; and

1.3.10 ITSC, through CFL and ITS, shall investigate new and evolving technologies with the potential for enhancing the learning environment (e.g. wireless PDAs for multiple-choice exams, multimedia supports for special needs clients, wireless technology, and streaming media transmissions in classrooms).

Outcomes: State-of-the-art IT infrastructure for teaching in classrooms on campus Accommodation of instructor styles from traditional to technology-enhanced

models Secure and user friendly instructor and student access to multimedia services Enabling environment that encourages instructors to use new instruction

technologies Better utilization of and planning for campus multimedia labs

Metrics Classrooms with multimedia facilities Users of multimedia labs


Users of videoconferencing Teaching and learning environments with wireless technology

Goal 1.4: Provide opportunities for instructors and staff to become technology proficient

Leadership: IT Steering Committee (ITSC), IT Services (ITS), Centre for Flexible Learning (CFL), Human Resources, Leddy Library

Strategies:1.4.1 ITSC shall encourage AAUs/departments to allot a portion of their budgets for the

IT training of designated staff;1.4.2 ITS shall collaborate with AAUs/departments to identify IT features in current

applications which are useful to clients but under-utilized (e.g. Team Rooms) and ITS shall provide customized training on these features and endorse best practices;

1.4.3 ITS, in conjunction with Human Resources, CFL and Leddy Library shall develop a program that enables instructors and staff to upgrade their skills efficiently and staff to qualify for certification, where appropriate;

1.4.4 ITS, with the assistance of CFL, shall develop training appropriate for instructors and staff with various skill levels (e.g. increase the number of training courses and vary their delivery method and scheduled presentation times), and Human Resources shall develop methods to increase technology training for instructors and staff;

1.4.5 CFL shall promote and provide training for instructors in using classroom multimedia consoles;

1.4.6 ITSC, through ITS, shall promote training that leads to professional IT credentials and certification; and

1.4.7 ITSC shall coordinate an annual IT conference for all faculty and staff engaged in IT support activities on campus.

Outcomes: Increased employee proficiency in the use of information technology Use of existing software productivity tools

Metrics:Evaluation of IT skills of faculty and staffTraining courses (e-courses, traditional courses)

Goal 1.5 Deliver a set of teaching, information literacy and technology skills and evaluate the effectiveness of their application

Leadership: IT Steering Committee (ITSC), IT Services (ITS), Leddy Library, Centre for Flexible Learning (CFL), Student Development and Support, Faculties

Strategies:1.5.1 Leddy Library shall deliver an information literacy program enabling students to

access, evaluate and use relevant information;1.5.2 Leddy Library shall determine whether the information literacy program delivers

student information literacy and, if not, modify appropriately;


1.5.3 ITSC, through ITS and in collaboration with CFL, shall determine whether the student computer literacy series delivers student technology literacy and, if not, modify appropriately;

1.5.4 ITSC, through ITS and Leddy Library, shall collaborate with Faculties to determine the role of IT Providers in delivering IT literacy skills for faculty and staff as a learning outcome for graduating students;

1.5.5 ITSC, through CFL, shall collaborate with Faculties to determine the role of IT Providers in delivering teaching/learning literacy skills to faculty as a learning outcome for graduating students; and

1.5.6 CFL, in collaboration with Student Development and Support and the Faculties, shall provide support to Faculties to help them implement a mechanism to assess students’ IT skills.

Outcomes: Students attain an agreed upon minimum level of competency in the use of

computer technology by graduation Students attain an agreed upon minimum level of information literacy by

graduation; Faculty and staff attain agreed upon minimum level of IT literacy skills; Faculty attain agreed upon minimum level of IT teaching/learning literacy skills; Promotion of the University’s learner-centered approach Better able to meet new students’ and employers’ expectations

Metrics: Assessment of students’ IT skills, including self assessment Assessment of students’ information literacy skills Student satisfaction with level of faculty teaching/learning literacy skills Employer satisfaction with student IT skills

Goal 1.6: Promote academic integrity in courses campus wide

Leadership: Academic Integrity Officer, IT Steering Committee (ITSC), IT Services (ITS), Centre for Flexible Learning (CFL), Leddy Library

Strategies:1.6.1 ITSC shall participate in upgrading the University’s acceptable use policy and all

policies that govern the use of information technology;1.6.2 ITSC shall investigate the role of technology in authenticating the identity of

examinees, monitoring the exam process, and effectively communicating relevant information to examinees in multiple sections during the exam process;

1.6.3 The Academic Integrity Officer shall promote the availability of, and train faculty to use, relevant plagiarism detection software;

1.6.4 ITSC, in conjunction with the Academic Integrity Committee, shall participate in developing policy on academic integrity that is consonant with related University policy to ensure practicable IT solutions;

1.6.5 The Academic Integrity Officer shall encourage the development of an academic integrity web page for students and faculty;

1.6.6 The Academic Integrity Officer, in conjunction with ITS, shall address identity management, privacy and security as they relate to e-learning.

Outcomes:Use of IT in accordance with existing government and University regulations


Increased awareness of the possibility of web-based plagiarismIncreased detection of web-based plagiarism

Metrics Users of plagiarism detection software Detection of plagiarism Volume of traffic on the academic integrity website Compliance with privacy and security policy and law


2. RESEARCH ADMINISTRATION AND INFRASTRUCTURE

Objective: USE INFORMATION TECHNOLOGY TO IMPROVE RESEARCH ADMINISTRATION AND THE TECHNICAL RESEARCH SUPPORT INFRASTRUCTURE TO STRENGTHEN THE UNIVERSITY'S ABILITY TO IDENTIFY OPPORTUNITIES AND COMPETE EFFECTIVELY FOR SPONSORED RESEARCH

Goal 2.1: Facilitate the application for and administration of research grants, awards and contracts

Leadership: Vice-President Research, Office of Research Services (ORS), IT Steering Committee (ITSC), IT Services (ITS)

Strategies:2.1.1 Reporting to the Vice-President Research, ITS in partnership with ORS, shall

investigate the implementation of a research grant, awards and contracts management system, that includes archival records, for internal and external use. Such a system should be integrated with existing systems and, if possible, be standards-based;

2.1.2 ITS shall assist ORS in harmonizing the management system in 2.1.1 with the electronic CVs, and in developing electronic applications for internal grants;

2.1.3 ITSC shall require developers of information systems to meet researchers’ administrative needs, as identified through ORS; and

2.1.4 ITS and ORS shall harmonize internal research applications with those of the common granting agencies and ensure adequate infrastructure support.

Outcomes: Improved central research administration IT systems accommodating the needs of research faculty Reduced administrative burden on researchers Simplified generation of research-oriented annual or special reports

Metrics: Research faculty satisfaction with their grant and contract application process Time spent by research faculty in administration

Goal 2.2: Enhance IT-based collaboration among research faculty on and off campus

Leadership: Vice-President Research, IT Services (ITS), Centre for Flexible Learning (CFL), Leddy Library, WEDnet

Strategies:2.2.1 The Vice-President Research shall foster an IT environment for collaborative

research at the University;2.2.2 The Vice-President Research, in collaboration with Leddy Library, ITS and

WEDnet, shall begin developing an institutional strategy that allows research groups to more easily store, organize, search for, retrieve, print and share research data and information;


2.2.3 ITS shall continue to provide broad support and training for basic collaboration technologies (e.g. Team Rooms, Instant Messaging);

2.2.4 ITS and CFL shall explore introducing and systematically deploying more advanced collaborative technologies (e.g. desktop videoconferencing, multi-user virtual environments) within the University and externally;

2.2.5 WEDnet and ITS shall continue to provide research faculty with access to high performance computing facilities through high bandwidth external networks such as ORION, Internet2 and emerging networks; and

2.2.6 ITSC shall encourage the University to establish a fund to assist in supporting new information technology initiatives for research. The fund will promote research excellence and training, and support graduate students, post-doctoral fellows and graduate programs.

Outcomes: Increased collaboration among researchers both internally and externally Enhanced ability to share information electronically among research faculty Opportunities for researchers to partner on grants Improved security of research data More secure computing environments for research collaborators

Metrics: Collaborative research initiatives Research faculty satisfaction with facilities enabling collaborations on and off

campus Data storage used by research faculty Researchers using the research-based print and file service Researchers using print and file services Financial support for new IT-enhanced research initiatives

Goal 2.3: Provide and support a robust research computing, computation and networking environment

Leadership: Vice-President Research, Associate Vice-President Research, Office of Research Services (ORS), IT Steering Committee (ITSC), IT Services (ITS), Leddy Library

Strategies:2.3.1 ITSC shall request funding for an IT Research Consultant in ITS to advise and

provide guidelines for research faculty (See Appendix 5 for responsibilities);2.3.2 ITS shall optimize the configuration and use of central research servers to meet

the computational needs of the researchers;2.3.3 ITS, in collaboration with the Vice-President Research and Leddy Library, shall

explore establishing a university-wide secure research data storage facility and access policies;

2.3.4 ITS will provide a centralized location for those researchers who wish to locate their computational facilities in a secure computer room;

2.3.5 ITS shall assess supporting a wider range of research software (e.g. statistical, data access methods) capable of addressing researchers’ IT requirements, and recommend a plan to ITSC for acquiring requisite research software and desktop access;

2.3.6 ITSC shall investigate making specialized software resources (e.g. geographical information systems and mathematical simulation software) accessible to a wider group of researchers;


2.3.7 ITSC shall recommend that the Associate Vice-President Research annually apprise ITSC of emerging IT research infrastructure needs;

2.3.8 ITSC shall consider providing infrastructure support for computationally and data-intensive research (e.g. grid computing, advanced simulation and virtual reality technologies); and

2.3.9 ITS and ORS shall enhance and expand the university website to aid researchers.

Outcomes: Improved central research computing facilities Secure university-wide research data storage facility Attractiveness of new research computing and networking initiatives for graduate

students and post-doctoral fellows ITSC aware of emerging IT research infrastructure needs More infrastructure resources available to research faculty Greater awareness and promotion of the university's research initiatives

Metrics: Use of central research servers Researchers using the centralized data storage facility Research faculty using specialized software Requests handled by the Research Consultant

Goal 2.4: Increase support and digital library resources for research faculty

Leadership: Leddy Library, IT Services (ITS)

Strategies:2.4.1 Leddy Library and ITS shall further develop the digital information infrastructure that provides a common technological and organizational base for new and

ongoing digital library resources and services that support research;2.4.2 Leddy Library shall continue to expand their digital offerings and partner with the

library community to provide seamless library services and electronic resources for the campus research community; and

2.4.3 Leddy Library shall widely promote the availability of their electronic resources and provide appropriate training for researchers.

Outcomes: Increased IT-based library support for researchers More effective access to information for research faculty

Cataloguing, archiving and deleting digital information Better access to digital information User-friendly access to many digital collections located on and off campus Designation of Leddy Library as national node for repository services

Metrics: Digital information resources available to faculty and students Research faculty using new digital information resources supported by Leddy

Library Research faculty satisfaction with Leddy library support and services


Goal 2.5: Provide research faculty with high-performance access to external high bandwidth research networks through the campus network

Leadership: Vice-President Research, IT Steering Committee (ITSC), IT Services ITS), WEDnet

Strategies:2.5.1 ITSC shall investigate integrating SHARCnet with campus and other networks

(e.g. CA*net, ORION);2.5.2 WEDnet shall provide an update at least annually to research faculty on the state

of research networks and applications (e.g. ORION, CA*net, Internet2);2.5.3 The Vice-President Research, ITS and WEDnet shall collaborate in identifying

how research initiatives requiring high performance external access receive requisite IT support; and

2.5.4 ITS and WEDnet shall ensure that internal networks for researchers using high performance external networks have the necessary performance characteristics.

Outcomes: Increased support for research requiring high performance external access Quality connectivity for research faculty from off campus Increased research collaboration with external partners (e.g. universities, private

sector, governments)

Metrics: Bandwidth enhancements in research areas Research faculty trained on high performance networks Research faculty satisfaction with high performance networks Utilization of the external high performance networks


3. CLIENT SUPPORT

OBJECTIVE: DELIVER HIGH QUALITY CLIENT-CENTERED INFORMATION TECHNOLOGY SUPPORT FOR FACULTY, STUDENTS AND STAFF

Goal 3.1 Provide software productivity tools tools and campus-wide support to end users

Leadership: IT Steering Committee (ITSC), IT Services (ITS), Centre for Flexible Learning (CFL), Leddy Library, Accessibility Planning Group

Strategies:3.1.1 ITS shall implement a campus wide IT Leader program, including an ongoing

training program, documentation and dissemination of best practices, and a communications strategy to facilitate communication with and among IT Leaders;

3.1.2 ITSC shall clarify the desktop support roles of ITS, IT Leaders and departmental technicians;

3.1.3 ITSC shall evaluate software productivity tools at least biannually, ensuring that appropriate versions are available, and liaise with academic units to identify appropriate academic software packages;

3.1.4 ITSC shall acquire a standard suite of software productivity tools (including a package for photo editing) in a cost-effective manner for the campus community while accommodating a limited number of other software applications to allow for interfacing with government and other organizations;

3.1.5 ITS shall develop standards for desktop operating systems and office productivity tools based on the established life cycle for PCs and support only the standard versions determined; and

3.1.6 IT Providers, in collaboration with the Accessibility Planning Group, shall identify IT requirements for faculty, students and staff with special needs.

Outcomes: Easy access (including access for end users with special needs) to requisite

software productivity tools, Optimal allocation of IT staff to support software productivity tools Improve IT capabilities of end users through best IT practices Improved support for end users

Metrics: Users of standard supported software productivity tools User satisfaction with IT support and services as measured by the annual IT

Services client survey AAUs/departments with IT Leaders Meetings of IT Leaders Average age of desktop productivity computer based tools

Goal 3.2: Improve student access to computing facilities

Leadership: IT Steering Committee (ITSC), IT Services (ITS), Leddy Library, Finance, Accessibility Planning Group


Strategies:3.2.1 ITSC shall encourage the University to maintain the ratio of lab PCs to students

at an appropriate level (currently 1:10), adjusting it to account for growing use of laptops and develop an appropriate laptop station ratio and a wireless ratio;

3.2.2 ITSC shall encourage the University to increase the base budget allocation in the PC Upgrade Fund to replace PCs in labs, eventually ensuring a four-year life cycle;

3.2.3 ITSC shall examine the feasibility of extending student computer lab hours in the Computer Centre and the Leddy Library to 24/7 for the month preceding final examinations;

3.2.4 ITS shall evaluate providing more Macintosh computers for students;3.2.5 ITSC shall collaborate with the Accessibility Planning Group with a view to

including IT labs in the University’s Accessibility Plan;3.2.6 ITS shall investigate using some thin client desktops in University labs;3.2.7 ITS and Finance shall investigate the implications of providing students with

discounted computers through preferred vendors;3.2.8 ITSC shall investigate a hardware repair service for students; and3.2.9 Leddy Library shall investigate providing a laptop signout service.

Outcomes: Understanding and meeting student expectations of greater access to computing PCs in central labs funded on a four-year life cycle

Metrics: Average age of PCs in central student labs Student-equipment ratios for PCs, laptops and wireless technology Laptop usage

Goal 3.3: Enhance student information technology services

Leadership: IT Steering Committee (ITSC), IT Services (ITS)

Strategies3.3.1 ITS shall integrate all new IT services for students with the UWin Login system;3.3.2 ITS shall investigate more affordable and accessible printing for the campus

community, possibly providing students with increased print card stations and alternative payment options, including investigating student access to campus printers from home;

3.3.3 ITS shall include additional software (including open source, OCR, PDF writers and Photoshop) in centrally-supported labs;

3.3.4 ITS shall maintain and augment a standard set of software productivity tools in IT labs maintained by ITS;

3.3.5 ITS shall provide students who have LAN user IDs with easy-to-use disk space that is backed up and secure;

3.3.6 ITS shall investigate extending software productivity tools and other University agreements previously restricted to faculty and staff, to the student community;

3.3.7 ITSC shall investigate providing students with an electronic calendar;3.3.8 ITS shall regularly solicit student feedback, using forms, surveys and focus

groups; and3.3.9 ITS shall develop a benchmark to measure student awareness of and

satisfaction with IT services.


Outcome: Anytime/anywhere access to students’ data, software productivity tools, and

convenient printing/payment options

Metric: Student satisfaction as measured by the annual IT client survey

Goal 3.4 Enhance HelpDesk services

Leadership: IT Services (ITS)

Strategies:3.4.1 ITS shall streamline internal HelpDesk systems, provide more self services (e.g.

resetting passwords online, checking status of problems), provide a web-based knowledge database for FAQs, and monitor and benchmark these changes;

3.4.2 ITS shall extend the use of the problem tracking software (HEAT) to other appropriate IT staff and investigate extending the HEAT software campus wide;

3.4.3 ITS shall make IT issues and alerts accessible on the University website; and3.4.4 ITS shall develop a list of campus IT application experts willing to serve as

higher-level support for specialty applications and encourage user groups of specialty software.

Outcomes: Continual improvement in and expansion of HelpDesk services Easier access to IT support services Better informed campus community

Metrics: Client satisfaction with HelpDesk services as measured by the annual IT

Services client survey Clients using the HelpDesk Average time to resolve problems Volume of traffic on the FAQ web page

Goal 3.5: Provide an improved electronic mail system that is robust and easy to use

Leadership: IT Services (ITS), Registrar’s Office

Strategies:3.5.1 ITS shall maintain secure, robust electronic mail systems, develop policies to

ensure high performance electronic mail transmission and best practices, develop and meet benchmarks, and clarify users’ responsibilities;

3.5.2 ITS shall reduce the amount of unsolicited and unwanted electronic mail being passed to faculty, students and staff;

3.5.3 ITSC shall investigate the application software to be used for the campus electronic mail service;

3.5.4 ITS shall investigate alternative technologies (e.g. secure messaging) for guaranteed delivery of critical material; and


3.5.5 ITS and the Registrar’s Office shall investigate allowing students to select a preferred device for institutional communication (e.g. computer, PDA, text messaging, cell phones).

Outcomes: More reliable transmission of individual electronic mail Less unsolicited and unwanted electronic mail

Metrics: Deflected unsolicited and unwanted electronic mail Elapsed time between sending and receiving internal and external electronic mail

Goal 3.6 Enable new PCs and computing devices to be easily attached to the campus network

Leadership: IT Steering Committee (ITSC), IT Services (ITS), Finance

Strategies:3.6.1 ITS shall continually maintain the recommended basic configuration for new PCs

and computing devices;3.6.2 ITSC shall recommend that the PC Upgrade Fund continue to be increased until

faculty and staff computers are upgraded on an average four-year life cycle;3.6.3 ITS, through the HelpDesk, shall liaise with the University’s preferred PC

vendor(s) to solve client problems and facilitate cost-effective purchasing; and3.6.4 ITS and Finance shall continue to negotiate/administer agreements with PC

preferred vendors.

Outcomes: Generally less time to install a PC on the network Appropriate IT equipment for faculty and staff

Metrics: Average age of PCs on campus Average time to install a PC on campus


4 INFORMATION SYSTEMS MANAGEMENT

OBJECTIVE: PROVIDE IMPROVED ACCESS TO APPROPRIATE DATA INFORMATION SYSTEMS IN SUPPORT OF DECISION MAKING AT ALL LEVELS

Goal 4.1 Enhance services and support for developing information systems, including specialized systems

Leadership: Vice-President Administration and Finance, IT Steering Committee (ITSC), IT Services (ITS), Purchasing

Strategies:4.1.1 ITS shall acquire a web application development tool for general use across

information systems to enable rapid application development of information systems;

4.1.2 ITS shall develop a standard operating process for requesting development assistance and receiving feedback on timelines;

4.1.3 ITS shall organize a steering committee for specialized information systems. The committee will prioritize projects, oversee their status, and monitor the development and implementation of the information systems;

4.1.4 ITS shall request funding for additional application developers to support specialized information systems, ensuring that each application is assigned support in ITS;

4.1.5 ITS shall streamline the process for acquiring and maintaining commercial applications for specialized information systems in support of departmental managers, and in conjunction with Purchasing, ITS shall develop a checklist or guidelines for procurement, purchase orders and maintenance contracts for departmental application software, and ensure that the checklist/guidelines are easily accessible on the web;

4.1.6 ITS shall develop a secure, intuitive web interface, allowing University employees to view and update pertinent employee information;

4.1.7 ITSC shall develop relevant student infrastructure to support the delivery of common student services (e.g. SIS, Finance, Parking, Awards) at a service counter, and ITS shall develop the relevant student application infrastructure (SIS);

4.1.8 ITS shall develop interfaces so that common updates (e.g. addresses) are automatically shared across core systems (e.g. SIS, Human Resources);

4.1.9 ITS shall incorporate usability testing into development projects of all core systems;

4.1.10 ITSC shall appoint a task force to investigate, and develop a plan to implement, a Campus Content Information Framework and recommend appropriate policy. On the basis of the plan, IT Providers, islands of technology and others shall make provisions for handling information not yet securely stored;

4.1.11 The Vice-President Administration & Finance shall ensure that the full potential of the All Campus Card is realized campus wide; and

4.1.12 ITS shall devise a strategy and guidelines for standard supported application development tools.

Outcomes:Development of information applications, especially for the web Appropriate allocation of application development resources by IT Services for

specialized information applications


More formal decision making leading to acquisition of IT

Metrics: Time to acquire software packages New web services, applications and interfaces

Goal 4.2: Enhance services and support for developing information systems for academic areas

Leadership: Provost and Vice-President, Academic, IT Steering Committee (ITSC), IT Services (ITS)

Strategies:4.2.1 ITSC shall encourage the University to increase support for the development of

new academic information systems (e.g. Office of Research Services, Office of Provost and Vice-President, Academic) and develop a strategy to support systems development in academic information areas;

4.2.2 ITS shall explore joint software development (e.g., grant management) with other Canadian universities;

4.2.3 The Provost and Vice-President, Academic, in collaboration with ITS, shall devise a process for setting priorities and allocating resources for the development of academic information systems;

4.2.4 ITS shall continue to improve electronic CV applications and CV data entry, and schedule annual CV training for new faculty;

4.2.5 ITSC shall investigate providing software to manage GA/TA-related issues; and4.2.6 ITS shall upgrade the Student Information System, including providing a robust

electronic grade submission system.

Outcomes: Improved support systems in academic areas CV electronic data available for various activities (e.g. promotion and tenure,

external granting agencies, sabbaticals) Robust and secure grade submission system

Metrics: Information systems implemented in the academic area User satisfaction in using CV applications in academic areas

Goal 4.3: Enhance end user access to data in information systems for analysis and decision making

Leadership: IT Steering Committee (ITSC), IT Services (ITS), Institutional Analysis, Registrar’s Office, Human Resources, Finance

Strategies:4.3.1 ITSC, in conjunction with Institutional Analysis, shall review the accessibility and

uniformity of institutional data, and Institutional Analysis and ITS shall improve access to institutional data (e.g. search engine);


4.3.2 Institutional Analysis, the Registrar’s Office, Human Resources and Finance shall determine what data in what format are required by the campus community and continue to train campus planners on using standard institutional data;

4.3.3 ITS shall enhance an existing process that allows a desktop user, employing a web interface, to run programmed reports from a University database to generate subset reports;

4.3.4 ITS and Finance shall provide a user-friendly interface for financial data and announce implementation progress in the Daily News and ITS shall ensure that data can be easily incorporated into spreadsheets, through SQL or a reporting tool, for AAUs/departments.

Outcomes: Easy and timely access to campus data for reporting and decision making

through user friendly tools Reduced proliferation of duplicate local databases and spreadsheets of

questionable accuracy Improved planning and decision making

Metrics: Reports generated using institutional data AAUs/departments using institutional data to obtain information Volume of traffic on Institutional Analysis web pages

Goal 4.4: Develop systems to manage work flow on campus and eliminate paper-based manual forms, where possible

Leadership: IT Steering Committee (ITSC), IT Services (ITS)

Strategies:4.4.1 ITS shall liaise with appropriate campus AAUs and departments to develop a

web-based, indexed inventory of all forms used on campus;4.4.2 ITS shall facilitate access to the latest versions of electronic forms (including

relevant policies and instructions for using the forms), notify the campus community of the electronic forms system, and provide instructions for using it;

4.4.3 Using the standard forms developed by stakeholders (e.g. Registrar’s Office, Finance), ITS shall develop web interfaces;

4.4.4 ITS shall establish a task force to explore options for electronically routing documents requiring approval, determine routing procedure for forms, and develop a strategy for providing a common process/template and training; and

4.4.5 ITS shall develop a protocol for electronic forms.

Outcome: Forms will be readily accessible and usable in electronic format, including

appropriate approval featuresMetrics:

Paper forms replaced by electronic forms Volume of traffic on forms website


Goal 4.5 Support web developers in producing an outstanding and easily-managed University website

Leadership: IT Steering Committee (ITSC), Web Management Committee (WMC), Public Affairs and Communications (PAC), IT Services (ITS)

Strategies:4.5.1 ITSC shall request funding for additional staff to support the Web Development

Group in ITS;4.5.2 PAC and ITS shall collaborate, through WMC, in developing standards (including

accessibility standards for special needs users) for the University website and encouraging all AAUs, departments and research areas to comply with these standards;

4.5.3 PAC and ITS shall provide web page standards and encourage web developers to comply, where possible, in using standard web format for applications developed in-house and commercially;

4.5.4 ITS shall investigate developing new training programs for departmental web developers on web content design and structural design;

4.5.5 ITS shall direct a Work Study student program to assist AAUs/departments in developing and maintaining their websites;

4.5.6 WMC shall review the tools used for developing the University website;4.5.7 WMC shall ensure that the accessibility of the University website complies with

W3C standards;4.5.8 ITS shall improve the search function on the University website;4.5.9 ITS shall develop a common university standard interface environment that will

support the day-to-day academic, student and administrative tasks of the University (e.g. portal), in collaboration with the Connecting Windsor-Essex smart community portal; and

4.5.10 WMC, in conjunction with ITSC, shall develop a focus group program to improve the University website;

4.5.11 ITS shall enhance and measure internal and external access to the University website.

Outcomes: Improved University image Accessibility of the University website on numerous devices Improved performance of the University website Increased reliability and navigability of web services Development of a single web portal that can be personalized and customized for

the needs of each University constituent group

Metrics: University web pages with standard look and feel Users supported by Web Development Team and number of projects supported Offsite performance of the University website


5. TECHNOLOGY INFRASTRUCTURE

Objective: PROVIDE AND SUSTAIN A COST-EFFECTIVE INFORMATION TECHNOLOGY INFRASTRUCTURE THAT CAN SUPPORT THE MISSION OF THE UNIVERSITY AND EMPOWER THE UNIVERSITY COMMUNITY

Goal 5.1: Plan for and deliver IT infrastructure to underpin the University’s mission and activities

Leadership: IT Steering Committee (ITSC), IT Services (ITS), WEDnet

Strategies:5.1.1 ITSC shall request that IT Providers and islands of technology document and

prioritize requisite enhancements of their IT infrastructure components;5.1.2 ITSC shall monitor the development and maintenance of a campus IT

infrastructure inventory database;5.1.3 ITSC shall recommend that the University build lifecycle replacement funding into

its investment plans for information technology;5.1.4 ITSC shall evaluate and report on locating all production-related campus servers

in the Computer Centre to promote synergies in support and security;5.1.5 ITSC shall investigate and report on updating the file and print services to ensure

their integration with desktop operating systems;5.1.6 ITS shall provide extensive wireless access on campus;5.1.7 ITSC shall assess and make appropriate recommendations on providing

converged network architectures that allow a single network to be used for voice, video and data;

5.1.8 ITS shall ensure sufficient infrastructure to expand voice and data access for future growth; and

5.1.9 ITS shall upgrade critical servers to provide speedy access and full-time availability for scheduled hours. The upgrade shall include automatic failover processors and storage area resources.

Outcomes:An IT inventory database that will 1) enable existing IT resources to be maximized, 2)

provide a basis for IT renewal and expansion, and 3) assist academic administrators and departmental managers in developing their resource management and replacement budgets

IT infrastructure that will continue to meet ongoing demand for growth and innovationGuaranteed minimum level of campus wired and wireless services

Metrics: Campus network speed (both intra and external access) Average age of IT infrastructure devices Converged network devices deployed Recommendations forthcoming


Goal 5.2: Regularly monitor the performance of the IT infrastructure and forecast future use

Leadership: IT Steering Committee (ITSC), IT Services (ITS), Centre for Flexible Learning (CFL), Leddy Library, WEDnet

Strategies:5.2.1 ITSC shall regularly assess the IT roadmap (state-of-the-art) and its relationship

to the University’s IT infrastructure;5.2.2 ITS, in conjunction with IT Providers and islands of technology, shall employ

appropriate performance monitoring tools and techniques for IT infrastructure campus wide;

5.2.3 IT Providers and islands of technology shall regularly benchmark each IT infrastructure component and submit results annually to ITSC; and

5.2.4 ITSC shall liaise with department heads to remain informed about the performance of IT infrastructure components in meeting teaching, research and administrative needs and to mitigate risk by replacing infrastructure components.

Outcomes: Institutional planning and budgeting support for the IT infrastructure through

performance measurements and benchmarks Enhanced resource deployment through review of standardized IT utilization

statistics Ability for campus planners to identify the impact of new IT resources on existing

IT resources

Metric: Benchmarks developed

Goal 5.3: Securely backup IT infrastructure resources critical to institutional success


Strategies:5.3.1 ITS shall expand existing data backup services to meet changing demands,

especially from researchers and other IT Providers; and5.3.2 ITS shall examine providing a redundant data storage, recovery and distribution

facility, using distributed external IT resources to address the disaster recovery needs of the University.

Outcomes:Reliable, physically secure systems with backup and recovery plans and procedures in

case of a disaster or emergencySecure network environment for protecting individual and institutional data and privacyCampus wide standard procedure for backing up and archiving critical data End users will have 24/7/365 access (outside test time) to key IT infrastructure

where reliable uptime is importantMetrics:

Network uptime outside scheduled maintenance Access to backup services


Goal 5.4: Maintain high-speed networking that ensures peak productivity of faculty, students and staff on and off campus (including offshore researchers)

Leadership: IT Services (ITS), WEDnet, Centre for Flexible Learning

Strategies:5.4.1 ITS and WEDnet, where appropriate, shall regularly review and upgrade

University options for off campus connection (dial up facilities, firewalls, Internet and research connections) before capacity limits are reached;

5.4.2 ITS shall ensure access to external resources and services, where possible, using recognized standards for authentication and rights management; and

5.4.3 ITS, in cooperation with WEDnet, shall continue migrating ATM networks, especially production networks, to use IP only technologies.

Outcomes: Key network resources to accommodate increasing demand Internal systems will be able to securely deliver appropriate information off-

campus, using external (but trusted and approved) security directories

Metrics:Network uptime outside scheduled maintenanceThroughput and peak traffic

Goal 5.5 Promote maintenance agreements for IT equipment and software

Leadership: IT Steering Committee (ITSC), IT Services (ITS), Centre for Flexible Learning (CFL), Leddy Library, Purchasing

Strategies:5.5.1 IT Providers and islands of technology shall continue to ensure that their IT

equipment and core software are covered by maintenance agreements or are self-maintained;

5.5.2 ITSC shall request that AAUs and departments identify which of their IT equipment and software are supported by maintenance agreements and which are self-maintained; and

5.5.3 ITSC and Purchasing shall assist in determining the best approach for maintenance of specific IT equipment and software.

Outcomes: Campus IT hardware and software resources covered by maintenance

agreements or self-, maintained Fewer emergency repairs

Metrics:IT hardware and software covered by maintenance agreementsCost of unscheduled repairs


6 SECURITY

Objective: PROVIDE THE CAMPUS COMMUNITY WITH UBIQUITOUS ACCESS TO THE DATA NETWORK WHILE PROTECTING AGAINST INTRUSIONS AND UNSOLICITED AND UNWANTED ELECTRONIC MAIL

Goal 6.1 Provide a secure computing environment that protects network, server and data resources

Leadership: IT Services (ITS), Centre for Flexible Learning, Leddy Library, WEDnet

Strategies:6.1.1 ITS shall develop a plan for a viable campus wide information security

management system (based on acceptable international standards), develop security policies to address management and protection of IT resources, and implement at least one security area of the plan;

6.1.2 ITS shall perform periodic threat risk assessments of the IT infrastructure;6.1.3 ITS shall develop a process for automatically executing requisite updates to

desktops (e.g. security patches, virus protection, push technology), where possible;

6.1.4 ITS shall request funding for an additional staff security officer to develop a security program and secure all systems (see Appendix 5);

6.1.5 ITS shall continue to implement security provisions within established performance benchmarks;

6.1.6 IT Providers and islands of technology shall determine and implement appropriate levels of IT security for campus data resources;

6.1.7 ITS shall develop a disaster recovery plan based on threat risk assessment; and6.1.8 ITS shall centrally acquire and make available to the University community

requisite hardware and software tools to maintain information security.

Outcomes: Stronger security for the IT campus infrastructureMore strategically positioned to participate in partnerships with other organizations and

institutions requiring information confidentiality and security among usersReduced risk of data loss due to malicious or inadvertent attacks on servers Reliable computing environment that addresses disaster recovery and

redundancy

Metrics:Security incidents reportedComputers having to be removed from the network

Goal 6.2: Provide standards-based electronic access, with role-based security, for all end users

Leadership: IT Services (ITS), Centre for Flexible Learning, Leddy Library, WEDnet


Strategies:6.2.1 ITS shall develop and maintain a central IT role-based access management

system for all campus users’ IDs;6.2.2 ITS shall partner with IT Providers and islands of technology to allocate and

manage trusted access rights to their IT resources, both on and off campus;6.2.3 ITS shall market the benefits of using University of Windsor IDs (UWin);6.2.4 ITS shall implement a program to review the security profiles for accessing all

information systems and, with the owners of the data and systems, develop a process for implementing and maintaining security best practices;

6.2.5 ITS shall develop a single directory of targeted message recipients to be used by all appropriate information systems, including voice mail, electronic mail, streaming video, fax, SMS, RSS or other methods. The directory shall be governed by appropriate security and privacy rules, and developed according to well defined standards and policy; and

6.2.6 ITS shall explore providing more sophisticated security including certificates, shared and trusted authorities, encryption, digital signatures and biometrics.

Outcomes:Easy, secure access to campus resources with a single user identificationDistributed owner management for access to IT resourcesImproved access and control of privacy and information

Metrics:Students using UWin IDApplications supported by Directory ServicesAudit of profiles with access to information systems

Goal 6.3 Promote awareness of IT security campus wide

Leadership: Campus Privacy Officer, IT Steering Committee (ITSC), IT Services (ITS)

Strategies:6.3.1 ITS shall develop IT security awareness initiatives which will 1) inform all user

groups of their responsibilities regarding the security of the University infrastructure and data, 2) include an annual security awareness week, regularly supplemented by basic IT security tips and recommendations; and 3) enable proactive liaison with end users to ensure data security and compliance with current privacy legislation;

6.3.2 ITS shall develop a training program for local data network administrators;6.3.3 ITS shall increase communication on security intrusions with IT Providers,

islands of technology and IT Leaders; and6.3.4 The Campus Privacy Officer shall perform a Privacy Impact Assessment (PIA)

and Threat/Security Risk Assessment (TRA/SRA) in consultation with ITSC, and in compliance with federal and provincial laws.

Outcomes:Increased awareness of each user’s security responsibilitiesUniversity positioned to comply with existing federal and provincial legislation

Metrics:


Articles, events, tipsUser awareness of security as measured in the IT annual user survey


7. GOVERNANCE

Objective: IMPLEMENT BEST GOVERNANCE PRACTICES TO ENSURE THE UNIVERSITY'S INFORMATION TECHNOLOGY RESOURCES DELIVER OUTSTANDING VALUE TO STAKEHOLDERS IN ACCORDANCE WITH THE UNIVERSITY’S STRATEGIC PLAN

Goal 7.1: Improve the governance and administration of the University's information technology resources through the implementation of best governance practices

Leadership: Senior Management Group (SMG), Academic Policy Committee (APC), IT Steering Committee (ITSC)

Strategies:7.1.1 All committees and other bodies involved with the governance of information

technology at the University shall maintain current Terms of Reference that include their mandates, membership requirements, duties and responsibilities, meeting requirements and terms of office clearly defined; and

7.1.2 All persons involved with the governance of information technology at the university shall review and be in compliance with the University's policies on conflict of interest, acceptable use, nondisclosure and confidentiality.

Outcomes:Best governance practices are in place to increase effectivenessDuties, responsibilities and deliverables explicitly definedMore effective utilization of information technology resourcesIncreased openness and accountabilityReduced potential for conflict of interest

Metrics:Development of and adherence to governance policiesImproved processes and structuresRealization of goals and objectives

Goal 7.2: Increase the effectiveness of the IT Steering Committee

Leadership: Senior Management Group (SMG), Academic Policy Committee (APC), IT Steering Committee (ITSC)

Strategies:7.2.1 The voting membership shall be modified to increase the effectiveness of the

ITSC, which reports to the Senior Management Group and the Academic Policy Committee, as follows:

Chair, ITSC (Vice-President, Academic and Provost or designate)Chair, Academic Policy Committee, ex officioDirector, IT Services, ex officioAssistant Provost Teaching and Learning/Director, Centre for Flexible

Learning, ex officioUniversity Librarian, ex officioAssociate Vice-President, Research, ex officioVice-Provost, Students & Registrar, ex officio


Director, WEDnet, ex officioFaculty of Science, representativeFaculty of Arts & Social Sciences, representative Faculty of Engineering, representativeFaculty of Graduate Studies and Research, representativeFaculty of Business Administration, representativeFaculty of Education, representative Faculty of Law, representativeFaculty of Human Kinetics, representativeFaculty of Nursing, representativeSchool of Computer Science, representativeDirector, Finance or designateFront-line user from technical or staff group, selected by ITSC on

recommendation from the Executive CommitteeAdministrative user (not from IT Services or Finance), representative

selected by the Administrative Executive Committee [AEC], representativeUWSA, 2 representativesOPUS, representativeGSS, representative

7.2.2 ITSC shall recommend that SMG establish a two-year term for non-ex officio members and a one-year term for students, enabling half the members to rotate each year. A term will commence with the fall session;

7.2.3 There shall be a standing committee of ITSC known as the Executive Committee, consisting of six appointed ITSC members: the Director of IT Services as Chair of the Executive Committee, the Chair of the ITSC, the Assistant Provost Teaching and Learning/Director of the Centre for Flexible Learning, the University Librarian, a member representing faculty, and a student representative. The role and structure of the Executive Committee will be reviewed within one year;

7.2.4 The secretary in IT Services shall continue to provide secretariat services;7.2.5 ITSC shall ensure that subcommittees (possibly a Budget Subcommittee and a

Security Subcommittee) are in compliance with the requirements set out in 7.1.1;7.2.6 The subcommittees shall formally report to ITSC as often as required, but at least

three times annually: 1) to outline intended work (fall); 2), to deliver a progress report (winter); and 3) to table a final report (spring);

7.2.7 At the beginning of each year ITSC shall establish a set of goals and objectives for the coming year and establish priorities among them compliant with the IT Strategic Plan;

7.2.8 ITSC members shall carry out a self assessment of their effectiveness based on establishing criteria to measure ITSC's performance in meeting the agreed goals and objectives, and;

7.2.9 ITSC shall prepare an annual report on the use, impact, year-to-year comparisons and cost-effectiveness of information technology at the University.

Outcomes:Best governance practices are in place to increase effectivenessIncreased effectiveness in the use of IT at the University Campus community better able to make decisions, balance

resources, leverage purchasing opportunities and share resources Campus Enhanced communication of IT issues campus wideEnhanced leadership continuity and stakeholder representationIncreased openness and accountability

Metrics:Attendance at ITSC and subcommittee meetingsSubcommittee Terms of Reference


Realization of goals and objectivesYear-to-year changes reported in annual reportITSC performance assessment

Goal 7.3 Support appropriate University strategic planning objectives through the IT strategic plan

Leadership: Provost and Vice-President, Academic, IT Steering Committee (ITSC), IT Services (ITS)

Strategies:7.3.1 As IT enables University initiatives, the IT planning cycle shall normally follow the

University’s planning cycle;7.3.2 ITSC shall recommend that campus planning include IT strategies and needs,

and identify responsibilities of key participants;7.3.3 The Provost and Vice-President, Academic shall require that all five-year plans

flag items with IT implications and communicate the said items to ITSC;7.3.4 ITS shall improve web access to the IT strategic plan and ITSC activities;7.3.5 ITSC shall devise a comprehensive monitoring process that includes

performance metrics for the IT strategic plan. The plan shall be updated at least annually and posted on the web to apprise the campus community of progress;

7.3.6 ITSC shall encourage the University to designate sufficient IT funds to support the University’s plans and objectives;

7.3.7 ITSC shall develop the requisite metrics to monitor the IT strategic plan for assessment by stakeholders; and

7.3.8 ITSC shall annually review the strategic plan for the use of information technology at the University and, if relevant, make recommendations for change.

Outcomes: IT objectives and expenditures support institutional objectives Enhanced ability to track the implementation of goals in the University's IT

strategic plan

Metrics: Realization of goals and objectives contained in the IT strategic plan for the

University Volume of traffic on the ITSC web pages Stakeholder feedback

Goal 7.4 Harmonize core services


Strategies:7.4.1 ITSC shall define services and support for IT, and clarify the roles of ITS, Leddy

Library, CFL, WEDnet, IT Leaders, islands of technology and key departments in delivering efficient, effective IT service to end users;

7.4.2 ITSC shall require IT Providers to develop appropriate issue resolution procedures to deliver seamless service to end users;


7.4.3 IT Providers shall report to ITSC on both prospective initiatives and ongoing projects, as appropriate, but at least twice a year; and

7.4.4 IT Providers shall meet as a group at least once each semester.

Outcomes: Better understanding of who does what in delivering IT campus wide Better coordination among IT Providers Enhanced synergy among IT Providers More effective administration and no duplicated services

Metrics: User satisfaction with services relating to information technology Attendance at meetings between IT Providers Comprehensive reporting of services provided

Goal 7.5 Ensure accountability of IT Providers and users of services

Leadership: Deans and Directors, IT Steering Committee (ITSC), IT Services (ITS), Centre for Flexible Learning (CFL), Leddy Library

Strategies:7.5.1 ITSC, in conjunction with IT Providers, shall develop and recommend policies,

standards and guidelines for the management and use of IT;7.5.2 IT Providers and others who receive funding from priority requests made by ITSC

to the Budget Committee shall report to ITSC at least annually on expenditures. Funding details will appear in the ITSC annual report;

7.5.3 Units receiving funding from the PC Upgrade Fund shall report annually to ITSC on these expenditures; and

7.5.4 ITS shall develop a website for University IT policies.

Outcomes: Establishment of IT policies and protocols Greater fiscal accountability by academic administrators and departmental

managers Deliverables and associated costs prepared for annual ITSC report IT funds used effectively within a framework of accountability

Metrics: The report on the use of IT funds Comparison with past annual IT expenditures

Goal 7.6: Clarify the role of the Website Management Committee

Leadership: IT Steering Committee (ITSC), Website Management Committee (WMC)

Strategies:7.6.1 ITSC shall require that WMC review and revise its terms of reference to better

reflect the aim of the committee: 1) to recommend web-related policy, 2) to


oversee the development of the web, 3) as a steering committee, to prioritize major website initiatives, and 4) to promote best practices campus wide;

7.6.2 ITSC shall recommend that WMC review the membership of the committee and recommend any changes to SMG. It is strongly recommended that a student be included on the committee;

7.6.3 ITSC shall require WMC review the organizational structure of website management in view of the need for more campus participation;

7.6.4 WMC shall consider establishing a campus wide Standards Subcommittee to determine standards for web publications and services;

7.6.5 ITSC shall require that WMC effectively communicate its role and management structure to the campus community;

7.6.6 WMC shall solicit feedback from the University community on web policy, design and development decisions; and

7.6.7 ITSC shall require that WMC regularly evaluate web-based services with a view to improvement and make recommendations to ITSC.

Outcomes: WMC’s role with respect to the University website clearly understood by

stakeholders Streamlined access, allowing the campus community to comment on the

development of the University website Incremental improvement of the University website

Metrics: Volume of traffic on the University website User satisfaction with the University website Increased awareness and promotion of the University enabled by the website Annual ITSC evaluation of the University website


8. COMMUNICATIONS

OBJECTIVE: ENHANCE COMMUNICATION WITHIN THE CAMPUS COMMUNITY AND BEYOND

Goal 8.1: Enhance web-based promotion capabilities

Leadership: Provost and Vice-President, Academic, Vice-President University Advancement, Web Management Committee (WMC), IT Services (ITS), WEDnet

Strategies:8.1.1 The Vice-President University Advancement , in collaboration with ITS, shall

develop a web-based strategy for communicating with the mass media;8.1.2 The Provost and Vice-President, Academic, in collaboration with WMC and ITS,

shall develop a web-based strategy for promoting the Windsor-Essex region in recruitment initiatives, including a review of opportunities involving the Connecting Windsor-Essex smart community;

8.1.3 University Advancement and ITS shall develop a web-based list of experts to facilitate communication with the mass media; and

8.1.4 ITS shall facilitate web-based collaborations to enhance promotion capabilities.

Outcomes Easier access to campus experts Increased awareness of local region by prospective students and faculty

Metric: Users of the experts list

Goal 8.2: Enhance web-based services for the campus community

Leadership: IT Services (ITS), Web Management Committee (WMC)

Strategies:8.2.1 Under the guidance of the WMC, ITS shall develop a web service to inform the

campus of unscheduled events (e.g. classroom changes, class cancellations); and

8.2.2 ITS shall enable access to web pages for use on alternative devices (i.e. PDAs and cell phones).

Outcome Campus community better informed of unscheduled events

Metrics: Unscheduled events on the service channel Volume of traffic on the unscheduled events website


GOAL 8.3: Inform the campus community of IT issues and operations and solicit feedback


Strategies:8.3.1 IT Providers shall develop a plan delineating how existing services, new services,

and IT developments and issues will be communicated effectively to all end users. The plan will examine the effectiveness of the IT Services website as a communication tool;

8.3.2 IT Providers shall plan an annual campus event (e.g., open forum, “technology days”) to communicate with the campus community and to solicit feedback;

8.3.3 ITSC shall report on one or two items from each of their monthly meetings in the Daily News and solicit feedback from the campus community;

8.3.4 IT Providers shall cross-publish. Insight, in particular, should have regular articles or columns from each of the IT Providers and ITSC; and

8.3.5 ITS shall develop a web channel for all IT Providers to communicate with the campus community.

Outcomes: More campus communication on IT issues and operations Continued delivery of value to stakeholders

Metrics: IT articles in the Daily News and articles in Insight written by Information

Providers Participation in annual campus events

Goal 8.4 Develop plans to disseminate and receive information on all significant issues relating to major IT projects

Leadership: IT Steering Committee (ITSC), IT Services (ITS), Centre for Flexible Learning (CFL), Leddy Library

Strategies:8.4.1 ITS, CFL and Leddy Library shall develop communication plans for all major

operations and projects, and report at least annually to ITSC;8.4.2 ITS shall develop a web-based mechanism that is secure, readily accessible and

easy to use for disseminating information about major academic/administrative applications and document all changes that affect end users in the development and implementation of information systems;

8.4.3 Semi-annually, ITSC shall request that the campus community inform ITSC of major ongoing IT projects, prospective IT initiatives, and IT expenditures;

8.4.4 ITS shall communicate software development in information systems in the Daily News and Insight;

8.4.5 ITS shall post benchmark performance standards for information systems such as SIS, Leddy Library, All Campus Card, and Finance on the web. ITS shall submit results to ITSC;

8.4.6 ITS shall develop a directory of all major information systems on campus with descriptions of what they do and who supports them; and


8.4.7 ITS shall develop a mechanism to annually measure awareness of the services provided by the information systems.

Outcome: Better informed campus community on the ongoing development of information

systems and major IT projects

Metrics: Awareness of the status of major IT projects

GOAL 8.5: Develop a University communications strategy for students

Leadership: Vice-Provost Students & Registrar, IT Steering Committee (ITSC), Alumni Affairs, IT Services (ITS), Student Development and Support, Registrar’s Office, Student Information Resource Centre (SIRC), Student Development and Support (SDS)

Strategies:8.5.1 ITSC, in conjunction with Student Development and Support and the Registrar’s

Office, shall develop a policy for officially communicating with all students and student subgroups. The policy shall include electronic mail;

8.5.2 ITSC, in conjunction with the Vice-Provost Students & Registrar, shall determine the electronic mail address to be used for official communication with students, including consideration of the UWin account;

8.5.3 ITS and Alumni Affairs shall clarify the naming convention associated with e-mail addresses. As students are requesting e-mail addresses that extend beyond graduation, ITS and Alumni Affairs shall promote existing features such as @alumni.uwindsor.ca;

8.5.4 Student Support and Development and ITS shall promote existing policy on student mass e-mailings; and

8.5.5 ITS, SIRC, Leddy Library, Registrar’ Office and SDS shall provide an electronic communication tool to update students on current events and determine information sharing strategies with the Connecting Windsor-Essex smart community.

Outcomes: Improved communication with current students Better able to provide seamless connections with graduates

Metrics: Graduates retaining University of Windsor electronic mail addresses Student satisfaction with electronic mail services as conveyed through IT

Services’ annual client survey

GOAL 8.6: Enhanced telecommunications services and management


Strategies:


8.6.1 ITS shall introduce a location-specific 911 service for the campus community, with emphasis on the residences;

8.6.2 ITS shall extend the voice over IP digital technology to other buildings on campus, as appropriate; and

8.6.3 ITS shall implement existing, unutilized cost-effective features of the telecommunications infrastructure and promote awareness of the full range of available features in the telephone system.

OutcomesEffective 911 campus serviceIntegration of voice, video and data technologies

Metric:Integrated technology work stations


V. APPENDICES

Appendix 1: Glossary

AAU Academic Administrative Unit (University of Windsor)APC Academic Policy Committee (University of Windsor)Access control management Procedure to control the allocation of access rights to information systems and

servicesAccessibility plan University of Windsor plan, reflecting the underlying purpose of the Ontarians

with Disabilities Act, will evolve to ensure that accessibility is a priority in future planning.

Administrative users Those users supporting administrative information systems which facilitate the operation of the University

All Campus Card Student card providing access to multiple services (e.g. library, printing, photocopying, student voting, food services)

Authentication and rights management

That part of the computer system and/or network that challenges a user for credentials (e.g. username and password) and maintains access permission for validated users at various levels

Benchmark Test to compare performance of hardware, software and/or client support serviceCampus IT Infrastructure Inventory Database

Database that lists key components of IT infrastructure (e.g. servers, switches, routers, applications). The database will include only devices whose failure will disrupt service to a group of users

Campus Area Network University network enabling the development of a desktop environment for delivering a common set of productivity tools and sharing resources

Campus Content Information Framework

Managed digital framework that gives simple, seamless access to diverse University information assets and resources. It includes a set of software that allows users to create, publish and manage content-rich information sources, using templates, data structures and meta tags (descriptors) coupled with workflow control, review policies, archiving, and content retention and disposal facilities.

Campus Security Model Document describing a security system design implemented by different services (servers and applications); includes security policies, how data are maintained, entered and deleted, and how clients access the security data

Centre for Flexible Learning Department, dedicated to best practices in pedagogy, that provides support and services to faculty (University of Windsor)

CFL See: Centre for Flexible LearningCore Information Systems Student Information System, Human Resources, Finance, Library, AlumniDirectory Services Central repository for information shared by all applications; it reduces the

number of passwords required by users and unifies data collection.Directory Services Project Project to consolidate a list of all computer users on the campus, including

students, faculty, staff, retirees and alumni. This list and associated groupings of end users will be updated automatically by appropriate back-end systems (e.g. Human Resources, Registrar’s Office).

E-mail Naming Convention [email protected], where the user ID is a maximum of eight charactersEnterprise Management System

See: Enterprise Resource Planning

Enterprise Resource Planning

Involves the integration and automation of all facets of business operations, including marketing, inventory control, order tracking, finance and human resources

Grid Architecture Distributed computing environment that allows users ubiquitous access to


mailto:[email protected]

computing, visualization, collaborative environments, data storage and information resources via reliable high speed data networks

Information Assets stored and distributed electronically, including images, audio, video, computer programs. Information is a crucial resource in the University environment and a major output. The content that provides this information must be underpinned by efficient and effective systems.

Information Providers Trained individuals in the AAUs, programs and administrative departmentswho support their local websites. Also called IPers.

Internet Decentralized global network connecting millions of computersIPers See: Information ProvidersIslands of Technology Areas on the campus with unique IT requirements, including Computer Science,

Engineering and GIS (Earth Sciences), that advance IT development in their specific areas

IT Information technology, which includes equipment or interconnected systems of equipment and related software, used in automatic acquisition, storage, manipulation, management, movement, control, display, switching, interchange, transmission or reception of data or information

IT Infrastructure IT hardware, software and network devices provided by IT Providers and islands of technology

IT Leaders Model end users who bring best practices to their local communities to assist in increasing the technology literacy level on campus

IT Providers Major groups providing IT support in the campus community: IT Services, Centre for Flexible Learning, Library, and WEDnet

IT Services Information Technology Services (University of Windsor)ITSC IT Steering Committee (University of Windsor) reports to the Senior

Management Group through the Academic Policy Committee (APC)LAN See: Local Area NetworkLearning Management System

Software supporting the management of courses by instructors and its use by students

Local Area Network Small computer network connecting a group of users, usually within a building or a floor of a building. This network is in turn connected to a larger area network through a router or switch, which may implement some security barriers.

OCR Software Optical Character Recognition software takes an image of a text document (typically a page of a printed book) and attempts to recognize the text and create an electronic text file from the printed text image.

Open Source Software Initiative in which software authors create programs and make the source code freely available. Typically the authors are organized through websites, mailing lists and conferences to share modifications and track changes. The Linux operating system is an example.

ORS Office of Research Services (University of Windsor)PAC Public Affairs and Communications (University of Windsor)PDA (Personal Digital Assistant) A hand held device that provides scheduling,

electronic mail and contact management applications to a user. Through a synchronization process, this information is transmitted to a larger computer or network where the data are reconciled with changes made to the application data outside of the PDA (e.g. centralized calendaring server or organizational address book). Some PDA devices now include music playback features, mobile telephone, instant messaging and photographic capabilities.

PDC Program Development Committee (University of Windsor) reviews academic five year plans

PEC President’s Executive CommitteePlagiarism Detection Software

Tool to assist instructors in promoting academic integrity by testing originality content in essays, term papers and assignments


Portal Web-based application that presents a unified front end for an integrated set of services that together provide easy access to information, applications and people.

RSS A Rich Site Summary is a web-based protocol that produces summaries of information from a website in a hyperlinked "headline news" format. An RSS feed is typically incorporated into a portal that usually shows the reader a set of RSS feeds. In a portal environment, these RSS feeds are referred to as channels.

Security Techniques used to prevent unauthorized access to data stored in a computerServer Computer or device on a network that manages network resourcesSMG Senior Management Group (University of Windsor)SIS See: Student Information System (University of Windsor)SMS (Short Message Service) Sends messages up to 160 characters to mobile

phones, text pagers, SMS-equipped PDAs or instant messaging programs running on networked computers

Spam Unwanted and unsolicited electronic mail sent in large quantities to may electronic mailboxes

Specialized Information Systems

Application systems, other than core systems, used for AAU/departmental administration (e.g. WebWorks, AIMS, RMS, One-Card)

Stakeholders University of Windsor’s faculty, staff, students, retirees and alumniStudent Information System Administrative application that provides office and web-based access to

numerous student services such as recruiting and admissions, registration, academic advisement, awards and financial aid, and financial services

Technology-Enhanced Learning

Includes course authoring software, communication technology such as electronic mail, chat rooms and mailing lists, Internet browsing and accessing electronic resources

Thin Client Desktop Client server term in which the desktop devices do most computing centrally on the server with minimal processing on the client

UWin Login system The University of Windsor’s Directory Service is called UWin Login. See also Directory Services.

WEDnet Windsor Essex Development Network includes researchers and staff promoting the use of advanced network technologies, computer applications and smart community development, in cooperation with government, the private sector and local community partners

Wireless technology Technology using radio frequencies to transmit network data between computers. A typical configuration in a university setting involves establishing a number of "access points" in key areas, consisting of an antenna and network interface device connected to an existing wired network. Users with computers or PDAs equipped with an antenna then share a radio frequency to connect to an access point and a larger network.

WMC Website Management Committee (University of Windsor) reports to Senior Management Group (SMG) through the Provost and Vice-President, Academic

World Wide Web Aka “the web”, a system of Internet servers that supports specially formatted documents that link with other documents, graphics, audio and video files


Appendix 2: IT Providers and Terms of Reference

IT Services Provides the technical support and infrastructure for the campus (faculty, staff, students, AAUs and administrative departments) for supported, established and production software and hardware

Library Provides information resources and services to the University and collaborates campus wide in learning, teaching and research activities

Centre for Flexible Learning

Provides support for instructional development and the application of teaching/learning technology used by faculty and students on campus

WEDnet Provides support for access to external research networks and fosters innovative and collaborative opportunities to enable smart community development

Note: IT Services, Leddy Library and CFL support training in their areas of expertise, share in developing computer proficiency on campus, and provide suggestions on the reconfiguration of classrooms for IT.


Appendix 3: IT Planning Committee Membership

Mr. Roger Lauzon Co-Chair, IT Strategic Planning CommitteeDirector, IT Services

Mr. Tom Fuerth

Mr. Larry Foley

Co-Chair (alternating), IT Strategic Planning CommitteeInterim Director, Centre for Flexible LearningManager, Media Productions, Centre for Flexible Learning

Ms. Gwendolyn EbbettMs. Cathy Maskell

University LibrarianAssociate University Librarian, Leddy Library

Dr. Veronika Mogyorody Faculty, Faculty of Arts and Social SciencesMs. Linda Menard-Watt Associate Director, IT ServicesDr. William Miller Professor Emeritus, Electrical and Computer

EngineeringMr. Stephen Karamatos Distributed Computing Development Consultant

Computer ScienceProfessor Brian Mazer Vice-Provost, Students and Registrar (Acting)

Student and Academic ServicesDr. David Kellenberger Faculty, Faculty of EducationMr. Eric Collard Staff, Athletic and Recreational Services

Faculty of Human KineticsDr. Keith Taylor Associate Vice-President, Research (Acting)Ms. Anna Kirby Director, Food, Housing and Conference ServicesMr. Jim Beluli Information Analyst, Institutional AnalysisMs. Marilyn Hood/Mr. John Carrington/Mr. Kevin Johnson

Director /Manager, News Services/ Web Communications Manager, Public Affairs and Communication

Ms. Brooke White Director, Student Development and SupportDr. Michael Salter Associate Vice-President, Academic AffairsDr. Todd Sands Executive Director, WEDnetMr. Tim Vrablik Vice President Finance and Operations, UWSAMs. Maryan Amalow Director at Large, OPUSMr. Mohammed Aktaruzzaman

Vice President Academic, GSS


IT Strategic Plan Subcommittee Chairs

Research Computing Dr. Keith TaylorStudent Computing Mr. Sean MoriartyTraining and Support Ms. Leila WalleniusTeaching and Learning Mr. Larry FoleyTechnology Infrastructure Mr. Stephen KaramatosOrganizational Structures Dr. Michael SalterAdministrative Systems Ms. Anna KirbyTechnical Advisors Ms. Purita Bristow (IT Services)

Mr. Ed Drouillard (IT Services)Ms. Cathy Maskell (Library)Ms. Patricia Moore (Library)Ms. Robyn Nease (IT Services)Mr. Art Rhyno (Library)

IT Focus Group

IT Planning Committee Focus Group(Working Group of IT Planning Committee)

Dr. Bill Baylis (Physics)Mr. Tom Fuerth (Centre for Flexible Learning)Mr. Stephen Karamatos (Computer Science)Mr. Roger Lauzon (IT Services)Ms. Cathy Maskell (Leddy Library)Ms. Linda Menard-Watt (IT Services)Dr. William Miller (Electrical and Computing

Engineering)Mr. Sean Moriarty (IT Services)Ms. Purita Bristow (IT Services)


Appendix 4: Recommended New Positions and Responsibilities

IT Research Consultant

The IT Research Consultant in IT Services will be responsible for: advising on planning, purchasing, deploying and supporting computing, computational,

networking and software systems in support of research; assisting faculty in acquiring and installing research hardware and software; developing and maintaining a database of computing, networking and software systems in

support of internal research and facilitating the sharing of such systems, where possible; encouraging the creative use and application of IT for research, in conjunction with IT

Providers; alerting ITSC of the need for increased computational capacity; collaborating through the IT Services Director to address evolving research needs through

ITSC (budget) and liaisons with other institutions; fostering IT-related communication among research faculty; developing and promoting standards (e.g. security and best practices for operational

support); and liaising among IT Providers to assist in providing network connections and services.

IT Security Officer

The IT Security Officer in IT Services will be responsible for: liaising between non-technical and technical IT experts; developing and implement a security awareness program; educating users on issues of computer security and IT responsibility; implementing guidelines for access to the network for protecting against problems (e.g.

viruses, unsolicited and unwanted electronic mail, and attacks); developing threat risk assessment, audit and control procedures, including providing more

intense network scanning for vulnerable computers and monitoring for intruders; developing policy and procedures in compliance with University policies and

federal/provincial law; and training local data network administrators on security issues and best practices.


Appendix 5: Client Groups Served by the IT Strategic Plan

Client GroupsStudents Faculty University

AdministrationStaff Special

NeedsAlumni & Friends

Community Retirees

Teaching Research

IT Goals

LEARNING1.1 Technology-Enhanced Learning

X X1.2 Promotion of Technology-Enhanced Learning

X X1.3 Learning Infrastructure

X X X x1.4 Faculty and Staff IT Literacy

X X X1.5 Student IT Literacy

X1.6 Academic Integrity

X X x

RESEARCH ADMINISTRATION AND INFRASTRUCTURE2.1 IT-Based Research Management Tools for Researchers

X X2.2. Research Collaboration

X2.3 IT Research Support Infrastructure

X X2.4 IT-Based Library Support for Research

X X2.5 External High-Performance Access

X

CLIENT SUPPORT3.1 Desktop Services and Support

X X X X3.2 Student Access

X X3.3. HelpDesk

X X X X X3.4 Electronic Mail

X X X X X3.5 PC Acquisition

X X X X

INFORMATION SYSTEMS MANAGEMENT4.1 Information Systems Development

X X4.2 Academic Information Development

X X X4.3 End User Access to Institutional Data

4.4 Campus Work Flow X X X X

4.5 World Wide WebX X X X X X X X X

Client GroupsStudents Faculty University

AdministrationStaff Special

NeedsAlumni & Friends

Community Others


Teaching Research

TECHNOLOGY INFRASTRUCTURE5.1 IT Infrastructure Resources

X X X X X5.2 Benchmarks, Viability & Usability of Infrastructure Resources

X X X X X5.3 Recoverable Infrastructure

X X5.4 Off Campus Connectivity

X X X x x5.5 Maintenance

X

SECURITY6.1 University Security Structure

X X X X X6.2 Access Control Management

X X X X X6.3 Security Awareness

X X X X X

GOVERNANCE7.1 Best Governance Practices

X7.2 ITSC Effectiveness

X7.3 Strategic Planning

X7.4 Service Providers

X X X X X X X X7.5 Policies, Standards and Guidelines

X7.6 Website Management Committee

X

COMMUNICATIONS8.1 Web-Based Public Awareness and Promotion

X X X8.2 Communicating IT Issues and Operations

X X X X X8.3 Communicating on Major Projects

X X x x8.4 Electronic mail Policy

X X8.5 Telecommunications

X X x x


V. Appendix 6: Financial and Other Resources

STRATEGY ITEM ACTION BY

FORWARD TO

RESOURCES REQUIRED

1.1.1 Analyze learning management systems

CFL, ITS ITSC $1,000,000

1.1.4 Review of online course syllabuses and develop online model

CFL, ITS $10,000

1.1.6 Evaluate opportunities for working with faculty on simulation-based lab courses

CFL, ITS $60,000

1.2.2 Train faculty in e-learning technology

CFL $25,000

1.3.6 Provide infrastructure to support online courses and programs

ITS, CFL, WEDnet

$500,000

1.3.7 Promote anytime/anyplace videoconferencing

ITSC $250,000

1.3.8 Make staff available for setting up, operating and supporting technology in the classroom

ITSC $500,000

1.4.3 &1.4.4

Enable faculty and staff training, including certification

ITS, CFL, HR, Leddy Library

$100,000

1.4.7 Coordinate annual IT conference ITSC $10,0001.5.3 Provide model to assess, track

and certify student computer skillsITS, SDS $30,000

1.5.4 Support implementation of mechanism to assess students’ IT skills

CFL, SDS, Faculties

$125,000

1.5.5 Provide Macintosh training for students

Leddy Library

$50,000

1.6.3 Train faculty to use plagiarism detection software

Academic Integrity Officer

$100,000

2.1.4 Harmonize internal research applications with those of granting agencies and support infrastructure

ITS, ORS $25,000

2.2.2 Begin developing institutional strategy for research groups to store, organize, search for, retrieve, print and share research data and information

VP Research, Leddy Library, ITS

$50,000

2.2.4 Explore introducing and deploying more advanced collaborative technologies

ITS, CFL $60,000

2.2.6 Encourage establishing a fund to assist in supporting new IT initiatives

ITSC $100,000

2.3.1 Fund IT Research Consultant ITSC $60,0002.3.2 Optimize the configuration and

use of central research serversITS $60,000


2.3.3 Explore developing a research data storage facility (See also: 2.2.2)

ITS, VP Research, Leddy Library

$500,000

2.3.4 Provide secure space for researchers’ computational facilities

ITS Space requirements

2.4.1 Develop advanced digital information infrastructure

Leddy Library, ITS

$100,000

2.4.2 Expand digital offerings through partnerships

Leddy Library

$250,000

2.5.2 Provide annual faculty update on research networks and applications

WEDnet $10,000

2.5.3 Identify support for high performance external access

VP Research, ITS, WEDnet

$60,000

3.1.3 Evaluate software productivity tools at least biannually

ITSC $10,000

3.1.4 Acquire standard suite of software productivity tools and additional software

ITSC $100,000

3.2.1 Develop appropriate ratio of lab PCs to students

ITSC PC Upgrade Fund

3.2.2 Encourage an increased PC Upgrade Fund for labs

ITSC $300,000

3.2.3 Extend student computer lab hours

ITSC $27,500

3.2.4 Evaluate providing more Macintosh computers for students

ITS $30,000

3.2.8 Investigate hardware repair service for students

ITSC $10,000

3.2.9 Investigate providing laptop signout service

Leddy Library

$250,000

3.3.3 Include additional software in centrally-supported labs

ITS $50,000

3.3.5 Provide students with LAN user IDs with disk space

ITS $100,000

3.4.1 Streamline HelpDesk systems; provide more self-service, online FAQs; monitor and benchmark these changes

ITS $50,000

3.4.2 Extend use of HEAT problem tracking software

ITS $40,000

3.6.2 Recommend increase in PC Upgrade Fund for faculty and staff

ITSC $600,000

4.1.1 Acquire web development application tool

ITS $600,000

4.1.4 Request funding for additional application developers

ITS $120,000

4.1.6 Develop secure, intuitive web interface

ITS $100,000

4.1.7 Develop student infrastructure to ITSC $50,000


support the delivery of common services

4.1.9 Incorporate usability testing in development of all core systems

ITS $15,000

4.1.10 Develop plan to implement Campus Content Information Framework

ITSC $5,000

4.1.11 Realize full potential of All Campus Card

VP Admin. & Finance

$500,000

4.2.2 Explore Canadian inter-university software development

ITS $10,000

4.2.4 Improve electronic CV applications and CV data entry

ITS $50,000

4.2.5 Investigate providing software to manage GA/TA issues

ITSC $50,000

4.3.3 Enhance production of desktop-generated subset reports

ITS $150,000

4.3.4 Provide user-friendly interface for financial data

ITS & Finance

$250,000

4.4.2 Facilitate access to latest version of electronic forms

ITS $50,000

4.4.5 Develop protocol for electronic forms

ITS $50,000

4.5.1 Request funding for Web Development Group staff

ITSC $120,000

4.5.4 Investigate developing new web programs for departmental web developers

ITS $20,000

4.5.7 Ensure University website complies with W3C standards

WMC $10,000

4.5.8 Improve search function on University website

ITS $10,000

4.5.9 Develop common University standard interface environment (e.g. portal) in consultation with Connecting Windsor-Essex

ITS, WEDnet

$500,000

4.5.10 Develop focus group program to improve University website

WMC $25,000

4.5.11 Enhance and measure access to University website

ITS $15,000

5.1.6 Provide extensive wireless access

$250,000

5.1.8 Provide infrastructure for voice/data access

ITS $750,000

5.2.2 Employ performance monitoring tools and techniques for infrastructure

ITS, IT Providers, islands of technology

$100,000

5.2.3 Benchmark IT infrastructure components

IT Providers, islands of technology

$30,000

5.3.1 Expand data backup services ITS $150,0005.4.1 Upgrade University options for off

campus connectivityITS, WEDnet

$500,000


5.4.2 Ensure access to external resources and services

ITS $95,000

6.1.2 Perform infrastructure threat risk assessments

ITS $50,000

6.1.4 Request funding for staff security officer

ITS $70,000

6.1.8 Acquire hardware and software for information security

ITS $50,000

6.2.1 Develop and maintain IT role-based access management system

ITS $50,000

6.2.2 Allocate and manage access rights to IT resources

ITS, IT Providers, islands of technology

$60,000

6.2.5 Develop a single directory of targeted-message recipients

ITS $30,000

6.3.4 Perform Privacy Impact Assessment and Threat/Security Risk Assessment

ITSC, Privacy Officer

$50,000

7.2.8 Conduct self-assessment of ITSC effectiveness

ITSC $10,000

7.3.7 Develop metrics to monitor IT strategic plan

ITSC $20,000 (co-op student)

7.6.6 Solicit feedback on web policy, design and development

WMC $10,000

8.2.2 Enable web page access for use on alternative devices

ITS $25,000

8.3.5 Develop web channel for IT Providers

ITS $60,000

8.5.5 Provide electronic communication tool to update students on current events and be more aware of community activities

ITS, SIRC, Leddy Library, Registrar’ Office and SDS, WEDnet

$150,000

8.6.1 Introduce location-specific 911 service

ITS $200,000

8.6.2 Extend voice over IP digital technology

ITS $40,000

8.6.4 Implement appropriate underutilized telecommunications infrastructure features

ITS $60,000

Estimated total financial resources required: $11,112,500


Appendix 7: University of Windsor Mandate and Vision

Mandate

The University of Windsor is Canada’s most personal, comprehensive university. It combines a strong and focussed emphasis on the learning experience of every student with a very broad range of graduate, undergraduate and professional programmes. Uniquely accountable in specifying learning outcomes for each academic programme, the University has an exciting commitment to research in a richly diverse community. A special focus on automotive, environmental and social justice interdisciplinary research reflects the priorities of the surrounding region.

The Vision: Where do we want to be in 2009? (from To Greater Heights: an Enhanced Culture for Learning)

While most of the priorities in The Best Of Both Worlds (BOBW), the planning document for the period 1999-2004, have already been achieved, much remains to be done.

Recognizing that the University continues to grapple with major concerns of profile and reputation, the plan advances a vision that builds on existing strengths and achievements and is consistent with that set out in BOBW. It takes considerable time to establish vision and direction for an institution and consistency over a significant time period certainly enhances the likelihood of its attainment. A vision that changes too often is no longer a vision. It should, after all, be of lasting value.

While these aspirations for the University of Windsor enjoy wide support, they need to be addressed more systematically and thoroughly than before if they are to be realized and demonstrated.

As this vision is realized, then, the University of Windsor will especially be known as (or for):

1. A learner-centred university widely recognized for a stimulating campus climate and the demonstrated qualities of its graduates. Through the open spirit of its campus community, Windsor will be the most personal and caring of Canada’s comprehensive universities and this will be reflected in the success and support of its alumni

2. A more comprehensive university with a larger proportion of graduate enrolments3. The degree that works in its broadest interpretation, reflected in the identification and

achievement of specified graduate outcomes (learner attributes) for each academic programme and in careful monitoring of alumni success in graduate school and employment

4. A strong national and international reputation for research (pure, applied, and socially relevant), notably in its pinnacle areas automotive, environmental and social justice in addition to its established strengths (e.g., physical sciences, psychology) and some emerging interests that build on these (e.g., environmental health)

5. Canada’s strongest international student base, fostering an orientation that focuses on preparing graduates of all cultures and backgrounds to thrive in an international context of challenge, diversity and collaboration

6. A growing profile and reputation and a campus that induces confidence and pride among its constituents and enjoys alumni support that is the envy of other Canadian universities

7. While international in outlook, a leader in and tireless promoter of its own community and region

8. A visibly accountable institution with clear objectives and an open, public commitment to realizing them


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