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Technology Plan: SOUTHERN OREGON UNIVERSITY’S INFORMATION TECHNOLOGY (IT) PRIORITIES 1999-2000

Drafted by Kevin Talbert
Chief Information Officer
Updated March 23, 1999

“Students of all ages across all fields come to campus expecting to learn about and also to learn with technology. Yet across all sectors of the higher education landscape, institutions continue to struggle with key aspects of IT planning and infrastructure: developing a strategic and financial plan for IT, planning curriculum integration, and providing adequate user support.”

- Kenneth C. Gee, Director of the Campus Computing Project and a visiting scholar at the Center for Educational Studies of the Claremont Graduate University in Claremont, CA. Quoted in The Campus Computing Project newsletter, November, 1998 (www.campuscomputing.net)

At the eve of the millennium, Southern Oregon University faces the challenge of building, maintaining, and paying for an Information Technology (IT) infrastructure, which supports our mission and strategic plan. In turn, SOU’s plan must be aligned with the Oregon University System (OUS) direction and the State of Oregon’s Enterprise Information Technology Plan. We require an infrastructure that supports the learning of students, the teaching and scholarly activities of the faculty, and the service and administrative effectiveness we expect of staff. We need an infrastructure which meets today’s needs but can evolve to meet the ever changing challenges of tomorrow.

Origins: As part of Southern’s 1998 Strategic Plan, Focusing Southern’s Mission by Building on Strengths, the CIO was charged with drafting the campus technology plan. During fall term, campus constituents were consulted through informational sessions held early fall term (see appendix 21), meetings with the Executive Committee, Academic Affairs Council (ACC), Business Affairs Council (BAC), Student Affairs Council (SAC), and University Relations Council (URC), the University Planning Committee (UPC), the Technology Resource Fee Advisory Committee (TRFAC), and several individual campus units. Input was also solicited through a campus-wide questionnaire completed by 130 faculty and staff (see appendix 20, 22). Results of the questionnaire were useful in gauging potential support for elements of this plan as well as leading to abandoning some potential recommendations. For example, there does not appear to be support at this time for policies requiring students to own computers. Nor is there much support for policies, which are unduly prescriptive in terms of hardware and software selection, even though most of the campus community recognizes that such decisions as supporting multiple platforms (Macs and PCs) is expensive. The primary recommendations in this plan have been reviewed and revised based on advice from the Councils, students, faculty and staff. A final draft will need review and approval through campus governance and ultimately adoption by the Executive Council.

State of Oregon Enterprise Information Technology Plan. By Executive order 98-05, Governor Kitzhaber directed the Department of Administrative Services (DAS) to reconvene the Information Resources Management Council (IRMC) to oversee the development of a five year Enterprise Information Technology Plan (EITP) for Oregon. That plan, along with the report of the IRMC’s Governance and Management Standards Work Group and the IRMC plan for a statewide Internet protocol (IP) wide area network create an infrastructure of standards and mandates which must be considered in SOU plans and initiatives. Oregon’s CIO, Don Mazziotti, has been aggressive in securing support for aggregating demand from state agencies including Higher Education and developing enterprise-wide strategies to meet Oregon information technology needs. On March 8, 1999, the Governor issued Executive Order EO 99-05 ordering and directing all state agencies to “adopt the vision, principles, operating principles, strategies, and tactical imperatives of the Enterprise Information Technology Strategy.” For OUS and SOU, this has signaled the need to more closely collaborate with other state agencies in devising solutions to needs for bandwidth for voice, video and data transfers, telecommunications, Internet access, and web development.

Regional/Ashland Context. SOU is fortunate to be located in a community committed to building infrastructure, which supports the development of information technology. The region is already known as a desirable place for telecommuters who can work by modem. The Southern Oregon Telecommunication and Technology Council (SOTTC), in which SOU plays a leading role, is a strong regional advocate for development of the information technology industry securing competition from providers of bandwidth, and for technology-related education and training (“ºgrowing the Silicon Orchard”). The software association, the Southern Oregon Film and Video Association, the chambers of commerce and other regional organizations are actively supportive of technology development. Rogue Community College is a key strategic partner for SOU and is active in promoting technology workforce development. The City of Ashland is building a state-of-the-art “fiber” ring and is supportive of SOU interest in connecting to Internet II. US West, Sprint, and Falcon Cable, among others, are active in the region as are a number of local software developers and other technology enterprises (notably Project A) which potentially may partner with the University in building out infrastructure and expanding capacity. Software development has been identified by Southern Oregon Regional Economic Development Inc. (SOREDI) as one of three key industries for economic development in southern Oregon.

Existing Technology Infrastructure. Through an amalgam of individual and institutional initiative and hard work, combined with opportunistic resource allocation, SOU has arrived in 1999 with a relatively comprehensive IT infrastructure that serves its constituents fairly well. While SOU cannot be characterized as a leader in IT, it is also not a laggard. The campus network supports a variety of contemporary software. Administrative processes are increasingly network or web-based. Library access is increasingly automated. Students in most disciplines have reasonable access to technology in labs or on-line. The Distributed and Distance Learning program serving off-campus students is among the most developed in the OUS system. A number of faculty are involved in development of learner-centered pedagogy, which takes advantage of the possibilities which IT makes feasible.

Underlying Assumptions. These emerge from reviews of previous University Planning documents including the Mission Statement, the 1997 accreditation report, the University’s strategic plan, Focusing Southern’s Mission by Building on Strengths, and OUS’s Information Resources Management Council “Key Initiatives.” (June, 1998).

Assumptions:

1. Technology will continue to change and evolve at a rapid rate.
2. Resources from the general fund will continue to be limited.
3. Implementing and sustaining appropriate technology will be necessary for SOU to carry out its mission.
4. In planning, it is more important to focus on what we want to do and to determine how technology can help than it is to focus on the technology itself.
5. Technology is a key element in SOU’s strategy to improve and maintain its competitiveness in attracting and retaining students, faculty, and staff.
6. SOU should strive to be current in technology and information service applications with limited selected areas of state-of-the-art applications.

SOU’s technology objectives cluster into ten areas, which have not been prioritized. Under each objective are a number of specific programs, projects, and infrastructure development activities. This plan does not include all technology expenditures at the unit level, but does include expenditures having cross-campus impact. The attached spreadsheet summarizes the financial commitments and priorities discussed in the narrative below and projects budgeted expenditures during the 18 month period between January 1, 1999 and June 30, 2000. In many cases such as the OUS capital construction budget or the Regional Access budget, funds have already been allocated. The actual resource allocation decisions for the student technology fee will be made based on recommendations from the Technology Resource Fee committee. The priorities of the new Technology Fund reflect the recommendations of the CIO. In many cases, actual project costs are unknown or require further planning to develop a specific budget. Thus this plan represents a financial estimate which can guide resource allocation through normal campus processes, but will need ongoing modification. The Technology Plan should be updated annually showing strategic priorities and projected future expenditures.

Strategic Objectives:

I. To successfully complete the Year 2000 (Y2K) transition. This effort should be our highest priority and will take both staff and material resources for the next year or more, but it is prudent and necessary that SOU be fully prepared for Y2K. The campus network will be thoroughly tested and all servers, routers, hubs, and end-units in labs and on desktops will be evaluated for hardware and software configurations susceptible to Y2K problems. Embedded chips in campus systems will be identified and assessed where feasible. Where appropriate funding is available, hardware and software will be upgraded to ensure that it is Y2K ready. External vendors will be contacted and the campus Y2K Task Force will complete planning for business continuation and emergency preparedness. SOU has verified that seven mission critical systems (Banner SIS, FIS and HRIS; Kronos; Powerfaids; the campus computer network and telephone system) already are, or will be, Y2K ready. SOU will continue reporting Year 2000 readiness as required of all state of Oregon agencies. Contingency preparations are being made for the approximately 400 students who live year round in Family Housing. A communication plan for other students and staff is being developed. The Y2K Task Force is working on business continuation planning and the campus Disaster Plan is being updated. SOU will coordinate Y2K preparedness with the other major community organizations through the Ashland Coalition (SOU, City of Ashland, Ashland School District, Ashland Community Hospital, Ashland Chamber of Commerce, Community Works), Jackson County, and other local and regional community organizations. SOU expects to be fully prepared and ready for operations in the year 2000.

Y2K Transition
1.	Network testing	CSC	$ 1,500
2.	Hardware upgrades	CSC	$ 70,000
3.	Embedded chips	Physical Plant	$ 20,000
4.	Auxiliary generators	Physical Plant	$ 10,000
5.	Software upgrades	Various	$ 50,000

II. To provide appropriate technology in the classroom in support of teaching and learning. The OUS has established classroom modernization as the highest capital construction priority for the next biennium. Classroom improvement is also among SOU’s top priorities. Included in the OUS budget request is $ 1.5 million for SOU, which stands an excellent chance of receiving funding this legislative session. The current SOU campus standard is to provide overhead projectors, VCRs, and televisions in each room. These new capital funds are targeted at bringing the next generation of instructional technology to the classroom environment. Projected applications include extending network connections to each classroom and outfitting rooms with appropriate display equipment such as LCD projectors, large monitors, audio systems, electronic whiteboards and other appropriate devices. Some facilities will require electrical upgrades, wiring and cabling upgrades, minor remodeling, and new furnishings.

First priority for these funds should be the large lecture classrooms not specifically assigned to a department or school (Mulkey Auditorium; Britt Ballroom; the Stevenson Union Arena and Rogue River rooms). Other priorities should be established by agreement of the Deans of the Schools and the Director of the Library or their designees noting the needs of both departmental facilities and the general classroom pool. Each room will require consultation between the faculty and departments who use the facility and the campus support units (Physical Plant, Media, Telecommunications, and Computing Services) who will carry out the work. If OUS capital construction funds are not forthcoming as anticipated, funds should be reassigned from other less pressing projects.

Appropriate technology in the classroom
1.	Electrical upgrades	Physical Plant	$ 500,000
2.	Extend network to classroom	CSC/Telecom	$ 500,000
3.	Display equipment	CSC/Media	$ 500,000
4.	Departmental upgrades	Depts/Media	$ 40,000

III. To extend access for students to instructional programs, the campus network, and the Internet. The campus Technology Resource Fee Advisory Committee (TRFAC) plays the central role in prioritizing use of student technology fees. These resources are allocated with a guiding set of “values” developed between the administration and the students (see appendix 14). Each year, the TRFAC prioritizes over $ 300,000 in projects directly in support of student uses of technology through an RFP process. Major commitments will likely be made to upgrade campus laboratories by funding hardware and software for student use. There are at least two emerging issues related to campus labs that the committee will need to consider in the near future: 1. The growing cost of printing and issues related to equity in costs for printing; and 2. The increased demands for behind-the-scenes staff support for the growing number of campus labs (There are currently 19 campus labs being supported on the campus network).

A second major commitment of the TRFAC committee has been providing access for students to the Internet and through the Internet to the campus network. While this has worked well in the short run, the TRFAC committee needs to evaluate the longer-term sustainability of providing Internet access to students for free. As use increases, the current strategy does not appear sustainable without either dramatic increases in the technology resource fee or diverting an ever-larger share of all technology fee resources to this project. Universities do not pay for telephone services or other at-home services for students so it is difficult to see the rationale for fully paying for Internet services at home.

One student facility requiring a major investment is the campus residence halls where installation of high speed Internet connections is a high priority for student recruitment and retention. SOU plans to issue an RFP this winter for a provider of this service with the expectation that Falcon cable and the City of Ashland will be among the respondents. Requests for support for the ongoing costs of bandwidth and user support required for this system will likely be made to the TRFAC committee as well as institutional reserves.

Another dimension of student access involves distance learning students. SOU currently offers programs through Distributed and Distance Learning in education, criminology, business, social sciences and management to off-campus learners. The principle technology which is now in use for these programs is two way video through the Department of Administrative Services’ (DAS) Voice and On-line Services (VOS º formerly EdNet). Contractual obligations in support of this system expire in November, 1999 and are not expected to be renewed. SOU has established a reserve of $ 80,000 from regional access funds (to be coordinated with RCC) to support migration to the next generation of interactive video, but the technology of preference (Internet Protocol video º IP video) is not yet accessible in our region nor successfully demonstrated elsewhere. Thus, the interim technology for two-way video for the next few years is expected to be dedicated compressed video (like the PictureTel and Polycom systems already in service on our campus). Actions by the 1999 legislature will determine SOU’s specific strategy for investment in this next generation technology. Meanwhile, criminology and education who already serve students at many locations throughout the region and state are being encouraged to accelerate migration of courses to the web, listservs, videotapes, CDs, audioconferencing, alternative face-to-face meeting formats and other multimedia and multimodal delivery strategies.

Complementing expansion of videoconferencing is further expansion of RVTV. RVTV is projected to sign a contract with Jackson County adding to existing agreements with the cities of Ashland and Medford. Additional programming opportunities and further upgrading of equipment (editors, cameras, etc.) and facilities in support of the Video Production and Film minors will be supported by contract revenues, as will delivery of selected coursework to the home for students by one way video using RVTV.

In order to support distance learners and commuting students, the Library needs to provide off campus access to its electronic databases. Off campus access entails: 1) licensing agreements with database vendors; 2) hardware and software required to restrict access to only SOU students, faculty, and staff; 3) technical support. The Library is investigating options and their costs.

Another component of distance education support is document delivery of journal articles currently supported by the LibraryÕs Interlibrary loan web forms. An Orbis task force has been investigating methods of direct document delivery to requesters. The Library anticipates participating in some Orbis document delivery program next academic year.

Many campuses across the country are developing information literacy programs for their students as a core component of general education. In coordination with the campus curriculum process, the Library should explore systematic development of the documentation and instruction of information via the Internet.

Access for Students
1.	Laboratories hardware	a. Main CSC	$ 250,000
		b. Library ITC	$ 40,000
		c. Other	$ 50,000
2.	Printing in labs	Various	$ 50,000
3.	Internet connections	CSC	$ 150,000
4.	Software upgrades	CSC	$ 120,000
5.	Staff support for 1-4	CSC	$ 200,000
6.	Cable modems for dorms	CSC	$ 200,000
7.	Videoconferencing system	ECP	$ 100,000
8.	RVTV Jackson Cty contract	Media/RVTV	$ 70,000

IV. To develop and maintain a robust campus wide area network (Intranet). The primary mission for the Computing Services Center (CSC) is to maintain an infrastructure in support of the campus’ strategic objectives. CSC will need to provide the expertise and staffing necessary for SOU to achieve its technology objectives. It is important to keep in mind that there is an ongoing cyclical nature to hardware and software upgrades for the network.

Changes projected for the next 18 months include replacing the 15 existing campus network servers and reducing the number of servers by investing in higher capacity and more reliable technology which will require less intensive staff support than the current system. Driven by increased use of disk storage and larger software applications files, additional backup systems will be acquired to decrease risk of loss of data. Software not updated as part of the Y2K preparation will also need replacement. Changes in software licensing, especially for Microsoft products, pose a challenge and issue for the campus. A major decision is whether to move toward campus-wide licensing of Microsoft Office. Similarly, there is substantial pressure to provide support for NT database, web and/or special purpose network applications alongside the applications currently supported on the Novell network.

The technology survey completed as part of technology planning has identified providing high-speed access from home to the campus network as a high priority for faculty and staff. While decisions regarding supporting faculty and staff to work from home require a broader discussion, CSC expects to conduct at least one pilot project in telecommuting by the end of next year.

Robust Campus Network
1.	Upgrade servers	CSC	$ 100,000
2.	Backup systems	CSC	$ 20,000
3.	Software	CSC	$ 50,000
4.	Access from home	CSC/Bus Services	$ 10,000
5.	Software metering	CSC	$ 25,000
6.	Staff support for network	CSC	$ 25,000

V. To provide support for expanding web applications. Using regional access funds, SOU will be implementing two new web applications: 1. Bannerweb for Student provides students with on-line access to admission and registration services, business office services, financial aid, and grade reports. This system will complement and extend services provided by the Telephone Registration (T-Reg) system. 2. Bannerweb for Faculty will facilitate on-line grading, better faculty access to student information and improve faculty access to advising functions.

The SOU Library currently relies on Innovative Interfaces, Inc. (III) turnkey integrated library automation system to perform Library's activities in cataloging, acquisitions, management reporting, serials, system administration, and circulation. Within the last year, III has developed web based upgrade products in all these areas plus new web access management functions they have named the Millennium suite. III has redesigned all the modules and moved them to the new generation of thin-client technology. They will stop development on the old text-based modules as they concentrate on this new generation of web based software. The SOU Library has already purchased and implemented III's WebPac, a web based public online catalog. The SOU Library must purchase these remaining modules by 2001.

Through OUS funding and strategic campus investments, selected faculty will receive extra compensation during the summer or released time for development of web based instructional materials. Integration of the web throughout the curriculum should be a major component of SOU’s next Title 3 grant (and other possible grants).

SOU needs to assign a full time webmaster in order to accommodate increased demands for web-based services. The Webmaster and Web Team have set as goals: to develop a web-based campus calendar; to provide more support services to departments in the creation of web pages (especially for enrollment management); and to provide more support for faculty who desire to use the web as an instructional medium (see VII below).

Expanding Web Applications
1.	Bannerweb for student	Rgstrr/Admssn	$ 25,000
2.	Bannerweb for faculty	Rgstrr/Admssn	$ 25,000
3.	Webmaster operations		$ 90,000
4.	Faculty release time for web	Various	$ 50,000

VI. To Provide Better and More Cost-effective University Services. Administrative units have been early adapters of technology, which has translated to streamlining, cost savings and/or improved services. Introducing new automated methods for students to conduct their university business has also become important to enrollment management and retention. The BASIS group provides guidance and support for administrative projects related to services to students. New approaches to financial management are necessary to implement the new OUS budget model and its increasing demand for financial assessment, analysis, and reporting capabilities. In addition, new automated methods for payroll, accounting and finance, student financial aid, and student loan systems result from federal and/or state government mandates.

Document imaging (by Registrar, Financial Aid, Business Services) involves obtaining and implementing new CD ROM document management systems (estimated $ 50,000) to meet two different objectives: (1) sharing between offices of scanned “hard copy” files that are not on the Student System; and (2) providing more secure, more accessible archiving of required documents, indexing the documents to their respective on-line Banner systems, and reducing space requirements for record storage.

Digital printing (by Duplicating Services) involves obtaining and implementing new digital printing equipment and software, which will enable customers to send original documents over the campus network to be printed and archived electronically. These estimated $ 20,000 costs will be funded within current Duplicating Services’ revenues.

Multi-purpose Campus-wide ID Cards (by Business Services, Housing, Library, Physical Plant, Bookstore) involves a phased approach to obtaining and implementing new digital campus-card technology to replace current systems. Phase I (estimated $ 50,000) will be the replacement of the ID Card camera and production equipment with new digital technologies, and the replacement by the Housing Office of their meal-point system. The new cards must remain compatible with ongoing campus-wide uses, including Housing, Library, automated timekeeping, facilities key-access uses, Bookstore cash registers, and Fitness Center. Future phases could involve implementing card-key access to select department locations, provision of special SOU and community financial services through use of the cards.

Banner Enrollment Management (by Admissions, Register, Business Services) will support consolidated and/or coordinated assessment, analysis, and reporting from multiple Banner Modules to permit more effective target marketing, to better focus enrollment management efforts, and to design administrative services and policies for target markets.

Banner Web for Finance (by Business Services) involves upgrading the Banner Finance system in Corvallis to the web-based version 4.0 in 1999-2000. To our knowledge at this time, the upgrade will not mandate replacement of or expansion of PC workstation equipment for FIS users across the campus nor replacement of or expansion of SOU network servers. Implementation costs (estimated $ 25,000), then, will primarily cover staff costs for implementation activities, technical and functional testing, corrective software programming, developing and conducting new user training, and revising financial reporting mechanisms to take advantage of the new capabilities. These capabilities will also support staff accessing Banner Finance while on business trips and/or from home.

Phase II - Taxpayer Relief Act (by Business Services) involves upgrade of Banner Finance TRA module and additional custom programming to meet Phase II congressional requirements for tax reporting to SOU students and their parents. These costs (estimated $ 25,000) are expected to be funded within Business Services’ existing budget.

Financial Reporting Software (by Business Services, Human Resources) involves implementing Hyperion reporting software, combined with GQL upgrades, to comply with mandated Chancellor’s Office financial reporting requirements. It is expected that implementation costs (estimated $ 42,000) will be funded within FIS funding carried over from the Chancellor’s Office. In addition, Business Services needs to acquire and implement new project management software tools.

FIS equipment replacement (by Business Services) involves the goal of annually replacing 25% to 30% of PC workstation equipment campus-wide targeted for users of Banner Finance. These costs ($ 50,000) are normally funded within the FIS budget.

Rogue Community College partnership administrative automation (by Computing Services, Business Services, Financial Aid, Registrar) addresses the need to deal with incompatibilities between the SOU and RCC student systems, to handle response-time obstacles, and to streamline the sharing of required data to enable more “seamless” joint processing of registration, financial aid and fee payment.

Telecommunications is projected to merge with CSC effective July 1, 1999. This organizational change is projected to support the evolving integration of voice, data, and video systems and to provide for experimentation with “voice-over” and wireless technologies. Declining use of long distance by students and staff which have financed a large part of telephone services to general fund departments requires development of a viable funding alternative.

Building Automation Systems: Physical Plant is about to embark on a project, in conjunction with a performance contractor, to replace an outdated, non-functioning energy management system. Known also an Energy Management Control Systems or Building Automation Systems, the plan is to install the backbone and connectivity to sensor points the contractor designs, typically thermostats, fans, pumps, air handlers, valves, etc. Such a system is controlled by proprietary software and typically runs on a high-end PC. (The essentials of such a system is in Taylor Hall as a result of the mechanical renovation completed there in 1997.) If, in the process of designing the backbone for the mechanical system operation and control, it becomes financially feasible, the Physical Plant will pursue support of other aspects of what is commonly known as a “one card” system. Systems may include such activities as building access control, library charges, food charges, etc. Capital Repair funds will be committed to this project inasmuch as it replaces an existing system. To the extent that the backbone required for the basic system can also support other aspects of the one card concept, funding will cover this. Other users would have to develop their own source of funds to extend or service their particular functions. Physical Plant anticipates committing approximately $ 400,000 from this biennium’s allocation and approximately $ 1M from the anticipated 1999-2001 allocation. It is anticipated that the core of the project would begin in about three-four months, and extend it as far as funds permit through the next biennium.

The Office of Human Resources, in order to provide required (or expanded) support for institutional personnel and payroll needs while simultaneously working within constraints of significantly restricted budgets, will attempt to provide employees and managers with database access to people information, management information, and personnel/records processing. This will reduce dependency on Human Resource personnel. By providing all employees with web based access, and managers with software query tools, service levels will be improved. Direct access to people information eliminates the “middle-man” in Human Resources and it eliminates much (if not all) related paper processing of requests for data, or requests to have Human Resources input and change certain routine, non-sensitive data such as addresses, family status changes, etc.. Timeliness of responses to inquiries will be improved by creating user/inquirer self-sufficiency. The database, updated on a weekly basis, provides administrators with information on the workforce that can inform budget, operational, and other executive decision making. Managers will benefit by having immediate access to ad hoc reporting capability via desk-top, on-line, user friendly query tools.

Better Institutional Services
1.	Document imaging	Regstr/BusSer/FinAid	$ 50,000	Regional Access
2.	Digital printing	BusSer	$ 20,000	Self-support
3.	Campus-wide ID	BusSer/Housing	$ 50,000	not funded
4.	Banner Enrollment	Adm/Regstr/BusSer	$ 20,000
5.	Banner Web Finance	BusSer	$ 25,000	FIS funding
6.	Ph II -TRA	BusSer	$ 25,000	BusSerFunding
7.	Finance Reporting	BusSer/HR	$ 42,000	FIS carryover
8.	FIS Equipment Replacement	BusSer	$ 50,000	FIS carryover funding
9.	RCC admin.	Regstr/BusSer/FinAid/CompSrv	$ 20,000	Regional Access
10.	Building Automation	Physical Plant	$ 400,000	Capital Repair
OTHER ADMINISTRATIVE TECHNOLOGY???

VII. To provide support to faculty and staff at the desktop or the unit level. The campus technology survey documented how much people across campus depend on support for CSC programmers, technical staff, and Help Desk to use campus information services technology. Others rely on Business Services, Media Services, Library, or Physical Plant to provide assistance when needed. Many faculty, especially in the School of Science and departments like Art, Music, Business, and Geography provide a great deal of support for technology used in departmental labs or other specialized applications. ECP provides substantial technical support for faculty who teach in off-campus programs.

There are three developmental strategies expected to improve support: increased staffing for the Help Desk and web operations; cultivating development and training of unit-based superusers; and more staff development and training for users. The .5 FTE Media Graphics position assigned to Media Services will be used in coordination with the web team in 1999-00 for web support at the departmental level, providing direct support to faculty where applicable.

To strengthen support, CSC, in coordination with selected campus departments, will develop and implement a departmental “superuser” program where faculty and staff at the unit level who are designated by their units and who have an interest in technology will receive more training and support for staff development. Superusers, in turn, will be better equipped to provide support to others at the departmental level.

The Library, in coordination with CSC, plans to expand activities, which support faculty development in areas, related to information technology, possibly leading to centering faculty development activities there. Replacement dollars from the Technology fund for a pilot project releasing selected faculty to spend time in supporting this effort have been budgeted. CSC has placed self-paced instructional modules on reserve in the Library for faculty and staff use and the Library already holds classes in web development and how to access information on the Internet.

A fourth area of support is providing some assistance to departments so that desktop computers can be upgraded on a regular replacement cycle every three or four years. The total estimated cost of replacement for the approximately 1000 networked computers (approximately 600 for faculty and staff and 400 in labs) is roughly $ 500,000 per year and will need to be budgeted for and funded from a variety of sources (unit budgets, the technology resource fee, reserves, and grants). Hardware replacement, especially at the desktop is the largest single under-funded aspect of the technology plan.

A fifth support project to be implemented in 1999 is an on-line “college calendar” replacing the paper version abandoned several years ago.

Support for Depts/Faculty
1.	ITC instructional development	Library	$ 20,000
2.	CSC help desk outreach	CSC	$ 10,000
3.	Unit based superusers	Various	$ 20,000
4.	Desktop replacement		$ 500,000

VIII. To provide support for selected high-end applications in support of teaching and research. A relatively small number of SOU faculty require high-end technology and computing applications to carry out their teaching, research and scholarly work, yet these activities represent a dynamic and important element of the University’s programs. SOU should set aside ten percent of the Technology Fund as a match for faculty and departments pursuing grants or research which require substantial investments in hardware, software, or specialized equipment. These funds should be allocated based on priorities established by the Deans of the Schools and the Director of the Library. Proposals for these funds need to be reviewed by Computing Services to be sure that the required “behind-the-scenes” support for high-end applications can be provided.

SOU has a unique opportunity to provide Internet 2 (the Abilene Project) access to interested faculty through development of a dynamic partnership with the City of Ashland, Quest (owner of the west coast fiber connections) and Packet Engines (Ashland’s contractor to build out the fiber ring). Quest and Packet Engines are corporate partners in the Abilene project and will support a SOU application to join. During the next year, SOU needs to develop a working group to identify strategic Internet 2 opportunities and goals and develop support for the Abilene project.

Academic High End Applications
1.	Technology match fund	CSC/Deans	$ 60,000
2.	Internet 2	CSC/Deans	$ 30,000
3.	Support for research	Deans	$ 100,000

IX. Update intellectual property policies. The 1998 Copyright Act, the rapid changes in technology, and the explosive growth of the Internet and web in a digital world have significant impact on faculty and institutional questions of who owns material developed with University resources, posted to the web or accessed visually. OUS and campus policies and practices related to intellectual property need to be reviewed, updated, and implemented by a variety of campus units.

X. Incorporate technology planning in the revised campus master plan. The development of the Center for the Visual Arts, potential additions to the Library or the Science building, possible acquisition of the former Northwest Museum of Natural History, better connectivity to the Medford Campus and possibly Rogue Community College, and other campus construction require attention to IT needs and potential.

Themes and Initiatives: These ten objectives continue many efforts already underway, but also suggest some new initiatives. These are summarized below:

• Modernization of classrooms across campus in support of teaching and learning.
• Cable modems in the residence halls giving network and Internet access to dorm students.
• A pilot project providing better access at home for faculty and staff.
• Expanded web support for faculty, staff, and students.
• More emphasis on decentralized support and encouragement of faculty and staff superusers.
• More institutional services implemented by technology.
• Merger of CSC and Telecomm.
• Expanded Library role in faculty and student development associated with IT.
• Technology matching funds for high-end applications.
• Internet 2 connection.

The convergence of digital information technologies also calls for changes in terminology to better represent IT efforts. Computing Services, Telecommunications, Media Services/RVTV, and technology support for Distributed and Distance Learning will become part of Information Technology Services (ITS) under the direction of the CIO. ITS will continue close collaboration with academic and administrative units, especially in coordinating planning with the Library in delivering web and faculty development support and with units represented on the BASIS committee for administrative functions. Recruitment, retention, and development of IT professionals by ITS will be critical for this unit to function effectively.

Funding: The attached budget spreadsheet summarizes the budget projections for the technology initiatives and projects described in this plan. Besides estimating the total project cost, the spreadsheet attempts to show the projected source of funds when known and to show in the far right column, projects that are unfunded or require funding from institutional reserves. SOU’s first fledgling steps to recognize ongoing costs are reflected in the column “Technology Fund.” This lays out the plan for allocation the $100,000 budgeted this year and the annual $200,000 budget for next year. By far the largest unfunded annual need is simply for equipment replacement at the desktop. Until the higher education and state budgets change to recognize the ongoing cost of information technology, this unfunded need presents a particular challenge for our institution. In view of the new budget model, it will be more important than ever that we align our technology expenditures with our institutional strategic goals and priorities.

The Future: Even during the next 18 months, technology will evolve and solutions to IT issues in higher education will continue to change. Availability of resources will drive many decisions about use of technology as will the degree to which IT is perceived to be a competitive advantage in positioning SOU in the higher education marketplace.

Developing and funding a coherent plan for the next generation of the campus network will require careful planning. The convergence of voice, data and video and the increased demands for digital services mean that higher bandwidths and greater switching capacity must be established and supported. The next generation of high bandwidth applications will require complete redesign and upgrade of our exiting network infrastructure. Wireless applications may meet certain campus niches and will need to be integrated into the system. Transmitting telephone calls over the campus data network and the Internet (called voice-over IP) is likely to evolve for certain (telephone) applications both off and on the campus. Video applications over the campus network will expand for both the instructional and administrative uses. Web applications are expected to increase as web access becomes ubiquitous. Security considerations are an increasing concern. Technology, especially multimedia, can be expected to play an increasingly important role in teaching and learning. Information technology will be a source of content for faculty and students, a mechanism for professional and instructional communication, and an integrated part of the education students expect. Expectations for access to current information technology anytime and anywhere will continue to grow.

Other Predictions:

• the ways in which Library resources are accessed and delivered will continue to evolve.
• administrative services will continue the trend toward greater reliance on digital technologies.
• evolution of electronic commerce will change the way the university conducts its business and communicates with prospective, current and former students.
• industry developments will require universities to update and change hardware and software independent of institutional priorities.

In this era, SOU will be guided by our strategic objectives and plan, but we must also strive to remain flexible and be able to adapt to changing circumstances. We do indeed live in interesting times.

List of Appendices

These items are available in print form for review in Kevin Talbert’s office.

1. Focusing on Southern’s Mission by Building on Strengths; 5/14/98
2. State of Oregon: Enterprise Information Technology Strategy
   By: Information Resources Management Council (IRMC) 10/98
3. Governance and Management of Standards Work Group; 10/6/98
   Report to the Information Resources Management Council
   By: Don Mazziotti, CIO
4. Information Technology Key Initiatives 5 Years Out in the OUS; 6/2/98
   By: IRMC; 6/2/98
5. Guide to Computing Resources; 1997
6. Expanded Access to Postsecondary Education Through Technology and Regional Partnerships; 12/98
7. Draft and Diagram: SOU Future Telecommunications Needs/Options
   By: Kevin Talbert
8. Library Technology Strategic Plan 1998 and Beyond
9. SOU Business Services Technology Projects 1998-1999
10. 1999-2000 IRM Plan: Summary List of Business Initiatives; 7/98
11. UCAID Regular Membership; 12/27/98
12. State of Oregon IP Wide Area Network Graphics (3)
13. Trunk Group Analysis Detailed Report
14. Technology Resource Fee Committee Guidelines
15. Technology Resource Fee Committee Updated Administrative Process; 11/30/98
16. Technology Resource Fee Committee End of the Year Report; 6/2/98
17. SOU Web Site Navigation: Academic Departmental Home Pages and Departmental Overview Page; 12/98
18. SOU Web Site Navigation; 12/98
19. SOU Network Design
20. Technology Questionnaire Responses
21. Technology Planning Meeting Minutes
22. Technology and Information Services Questionnaire and Responses
23. Web Team Goals
24. SOU GroupWise System

SOUTHERN OREGON UNIVERSITY TECHNOLOGY PLAN SUMMARY

Projected budget Jan 1, 1999 - June 30, 2000

3/23/99

*TRFAC are estimates only pending actual recommendations by TRFAC Committee

Technology Plan Survey Results

Prioritized Strategic Objectives

Agree/Disagree with Statements

1 = “Strongly Agree,” 2 = “Agree,” 3 = “No Opinion,” 4 = “Disagree,” 5 = “Strongly Disagree”

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