Information Technology at Seton Hall University Supporting the Academic Affairs Strategic Plan and Enabling the University’s Vision, Mission and Goals Presented to the Academic Deans by Stephen G. Landry, Ph.D. Chief Information Officer July 18, 2001

Agenda Introduce Part of the IT Management Team Present Current IT Resources Available to Support Academic Transformation Present Current IT Initiatives Present Highlights of Next IT Strategic Plan (IT2) Discussion: How can IT help academic affairs achieve its vision and goals?

Pace of Change In 1995: –Faculty offices in the Humanities did not have computers, accounts, or network connections –Faculty computers purchased by departments, most faculty computers near obsolete –No voice mail, no digital telephone services –No network connections in residence halls –Networks department based, inconsistent and unreliable –Computer labs department based, generally inadequate –Minimal central support for instructional technology –Minimal use of IT in teaching and learning

Pace of Change (cont.) NOW: –1999 EDUCAUSE Award for Excellence in Campus Networking –Honorable Mention in the 2000 EDUCAUSE Award for Systemic Progress in Teaching and Learning with Technology –On Yahoo! Internet Life’s List of Top 50 “Most Wired” Universities in 1999 and 2000 –Mobile Computing Program provides quality laptop computers to all full time faculty and undergraduate students Seton Hall University is well positioned to be a leader in the use of IT to enable transformation of teaching and learning

IT Management Team Stephen G. Landry, Ph.D., CIO –Academic Computing, Administrative Computing, Telecommunication Donald Carter, Dir., TLT Center –Instructional technology, faculty support, classroom support Heather Stewart, Dir., ITD –Strategic technology planning in Office of IT, assessing the impact of technology on teaching and learning John Fernandes, Dir., PC Support Services –Responsible for first point of contact for reporting and resolution of technology problems

IT Resources in Support of Academic Transformation Teaching, Learning and Technology Center –Part of the IT organization that takes direction from Academic Affairs Mission History Organization Services Initiatives Location and Operating Hours

Current IT Initiatives Academic Year (FY’01) Initiatives –TLT Roundtable / IT2 Faculty “Best Practices” Showcase –Courseware Pilot Project –Streaming Media Pilot Project –Wireless Network Pilot Project –Curriculum Development Initiative (CDI-5) CDI-3 and CDI-4 projects in progress –Web for Faculty / Web for Employees

Current IT Initiatives (Cont.) Academic Year (FY’01) Initiatives (Cont.) –Re-aligned services in response to demand Cut back lab and help desk hours Expanded TLT Center / Classroom Support hours –Re-aligned services in response to budget reductions In response to budget FY’02 shortfall –Cut Division of Information Technology Operating and Personnel Budget by $ 1 million »Eliminated eleven positions (vacant) [PCSS / Systems / Operations] »Dropped hardware / software maintenance on admin. Systems »Preserved academic support funds / programs

Current IT Initiatives (Cont.) This Summer (Summer 2001) We Are: –Implementing Blackboard Campus Portal / Courseware System –Replacing Network Backbone –Joining NJEdge.Net for Internet “Plus” Service –Upgrading Lotus to R5 Greatly improved WebMail interface (user customizable) Enhanced Notes client (user customizable) –Upgrading Novell to V5 Accessible via Internet

Current IT Initiatives (Cont.) Issues Faced In Summer 2001 Upgrades –Blackboard Portal / Courseware Accuracy of data in SIS & HRS –Lotus R5 Upgrade Training / Performance on Older Machines DoIT unlikely to be able to upgrade all desktop computers –Microsoft OS / Productivity Suite MS attempting to FORCE all users to Win XP / Office XP When does SHU migrate to Win XP / Office XP

Don’t you sometimes wish …

Strategic Technology Planning “Perennial” IT Issues / Challenges –Funding Requests for IT outpace funding available –Demand for IT outpaces ability to deliver E.g., backlog of App Dev Requests for Alumni, HR, etc. –Lack of clarity of shared responsibility for IT Role of IT vs. other divisions –E.g., desktop computers for new employees Engagement in setting policies, priorities, etc. –TRAINING / TECHNICAL PROFICIENCY

2001 IT Long-Range Plan Appointment of IT Planning Task Team Starting point was Vision and Goals for University, especially Academic Affairs –Increasing undergraduate enrollments to provide a stable financial base for the University while maintaining academic quality and containing costs; –Focusing graduate programs to align with the University’s mission, meet changing student needs, and achieve consistent high quality; –Expand continuing education to take advantage of new market opportunities

2001 IT Long-Range Plan (Cont.) Draft recommendations presented to Exec Cab 6/21 Recommendations included: –Goal 2: Expand appropriate and effective use of IT in support of teaching, learning, and scholarship. –Goal 3: Cont. / expand development of Univ. Library as a technologically advanced provider of info. services

Strategic Value of IT IT can help improve teaching and learning –Reduce instructional “friction” / “bottlenecks” –Increase instructional efficiency –Supports new methods of teaching and learning IT can expand access to instruction / help access new markets IT can help academic affairs achieve its goals of improving quality, increasing enrollments, and branching out into new markets

Strategic Value of IT (Cont.) Examples / Readings: –Carol Twigg, Center for Academic Transformation, Rensselaer Polytechnic Institute, Identifying Targets of Opportunity for Large Scale Redesign, Educause Review, May 2000 Preliminary analysis of the PEW Large-Course Redesign Project aimed at using IT to improve the efficiency of large-enrollment courses while improving learning outcomes –Patricia Cross, University of California-Berkeley, Leading- Edge Efforts to improve Teaching and Learning: The Hesburgh Awards, Change, July/August 2001 Analysis of TIAA/CREF Hesburgh awards for teaching and learning, examining common elements for successful curriculum redesign and resources available

Strategic Value of IT (Cont.) Examples / Readings (cont.): –Frank Newman and Jamie Scurry, Brown University, When Teaching Clicks, Chronicle of Higher Education, July 13, 2001 Results of “Futures Project” indicate digital technology is making a growing impact on technology in the traditional classroom –Roberta Lembke and EDUCAUSE Current Issues Committee, Top Campus IT Challenges for 2001, EDUCAUSE Review, Volume 2, Number 2, 2001 Results of 2001 Current Issues survey are detailed by institution size. Lists issues most important for campuses to resolve for strategic success

Thought Question Suppose the IT could re-allocate $125,000 per year toward new IT initiatives. What would YOU recommend be done with those funds?

Thought Question (Cont.) $125,000 per year COULD: –Restore hardware maintenance on SHU’s administrative systems –Lease new telephone switch and v-mail system –Begin making significant enhancements of the University’s administrative system, e.g., implement online time sheets, state-of-the-art procurement system, data warehousing, etc. –Lease new desktop computers for University staff and administrators

Thought Question (Cont.) $125,000 per year COULD also: –Fund two new instructional designers dedicated to developing courses for University College –Fund a new curriculum development initiative aimed at large course redesign and development of a new undergraduate core curriculum –Expand the University’s Mobile Computing Program to include all part-time faculty and students –Implement state-of-the-art media equipment in all classrooms

What would you do?