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Technologies and Information

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  • 1. REPORT OF THE CROSS-FUNCTIONAL COMMITTEE ON INFORMATION AND TECHNOLOGY May 20, 1998 Information and Technology at UCF: 1998 – 2000 In recognition of the prominent role modern information technology plays in a dynamic, metropolitan university, the UCF Strategic Plan, Charting the Course 1996 - 2001, makes more than 60 references to information technology, services, and resources. A complete list is contained in Appendix A of this report. As a consequence of the thoroughness with which the UCF Plan addresses the strategic importance of technology and information resources, this report takes the form of a more general set of recommendations that will facilitate implementation of the overall plan. In this light, the following recommendations are offered to assist campus units in preparation of their tactical plans in accordance with the institutional directions set forth in the UCF Strategic Plan. 1. CAMPUS TECHNOLOGY ENVIRONMENT Provide a modern, reliable, high-performance information processing infrastructure to support the university’s need for effective communication and information management. Strategic Planning References: (pp. 5, 15, 29, 30, 35, 36, 38, 39, 46, 49, 50, 51, 55, 57, 58; SD 14; R1, 3, 8, 13) a. Provide access to the network and all core services for all UCF students, faculty, and staff at all UCF attendance centers. (Computer Services; Telecom- munications; OIR) b. Establish and maintain core network services, to include at a minimum: (Computer Services; Telecommunications; OIR; Course Development; Library) • electronic mail • World Wide Web • image processing • library information resources • internet resources • voice communications • facsimile • video and videoconferencing • administrative computing resources 1
  • 2. • on-line courses and related support services c. Develop new funding models for equipment acquisition and renewal, including leasing. (Computer Services; Administration & Finance) d. Provide support for international communication. 2. STUDENTS Provide students with the information literacy skills and resources necessary to use information technology effectively in their academic and professional careers. Strategic Planning References: (pp. 19, 29, 30, 38, 39, 42, 50, 53, 58; SD8; R1, 13) a. There is a need to assess the technology competency of incoming students and provide courses or other means of increasing core technology competencies to the level required by the respective college curricula. A curriculum review committee should be formed to determine how to accomplish this. (Academic Affairs; Faculty Senate) b. As appropriate, integrate technology throughout the curricula, including the use of computer hardware, software, communications networks, and discipline-specific application software. (The five colleges; Computer Services; Library) c. Create a mechanism to develop and support departmental computer laboratories and computer-equipped teaching classrooms as required by the respective curricula of the colleges. (The five colleges; the university) d. Maximize student access to computers by expanding public PC laboratories and developing programs to foster student computer ownership. (Computer Services; Academic Affairs; Administration & Finance) e. Provide non-SCH based training for technology and use of university network services by: 1) expanding computer help desk services to 7 days by 24 hours; 2) establishing a stop-in support center to provide one-on-one technical assistance for students; 3) expanding training opportunities; and 4) other means to be devised. (Computer Services; Library; OIR; Course Development; Center for Distributed Learning) f. Utilize technology to create innovative delivery systems (e.g., distributed learning) for courses and student academic support services. (The five colleges; Course Development; Library; Center for Distributed Learning; Faculty Center for Teaching and Learning; Enrollment & Academic Services) g. Evaluate services to determine effectiveness in meeting the needs of UCF’s increasingly diverse student body. 2
  • 3. 3. FACULTY Provide faculty with information technology and support services to assist them in fulfilling their teaching, research, and service roles in the institution. Strategic Planning References: (pp. 29, 30, 38, 39, 43, 49, 50, 51, 58; SD8, 14; R1, 13) a. Each college should establish a faculty support unit staffed by an adequate number of competent professionals to provide support for desktop computing, software, and Web site creation and maintenance. (The five colleges; Academic Affairs) b. Provide faculty (and adjunct faculty, where appropriate) with access to office, lab, and portable workstations of appropriate capacity, including network access and required software. (The five colleges) c. Provide faculty with professional development opportunities in the use of information technology. (The five colleges; Faculty Center for Teaching and Learning; Course Development & Web Services; OIR; Library; Center for Distributed Learning; Academic Affairs) d. Encourage and reward the innovative application of information technology, including appropriate recognition in the tenure and promotion process. (The five colleges; Academic Affairs; Faculty Center for Teaching and Learning) e. Support multimedia-based teaching and research by providing modern teaching environments, production services, training, and support. (The five colleges; OIR; Library; Academic Affairs; Faculty Center for Teaching and Learning; Course Development; Center for Distributed Learning) f. Evaluate services to determine effectiveness in meeting the needs of UCF’s increasingly diverse faculty. 4. ADMINISTRATORS AND STAFF Provide administrators and staff with information technology and support services as necessary to enable them to communicate, access, and manage information. Strategic Planning References: (pp. 34, 35, 36, 45, 46, 50, 53, 54, 55, 57, 58, 59; SD8, 11, 14; R3, 8, 15) a. Provide office and portable workstations of appropriate capacity, including network access and required software. (Administration & Finance; Academic Affairs) b. Provide modern, integrated administrative systems that facilitate rapid access to timely and accurate information. (Administration & Finance; Academic Affairs; Computer Services) 3
  • 4. c. Provide administrative and academic offices with tools (e.g., Web interfaces, report generation utilities) to facilitate timely access to information and decision support. (Computer Services) d. Implement self-service interfaces for all applicable information systems to facilitate anytime-anywhere access to university information and services. (Administration & Finance; Computer Services) e. Provide self-service access to key information systems through the World Wide Web. (Computer Services; Library; Center for Distributed Learning) f. Modernize university business practices to take maximum advantage of the new information systems being implemented and to foster operational excellence. (All university divisions) g. Increase technology and applications training opportunities for administrators and staff. (Computer Services; OIR; Human Resources) h. Use advanced technologies such as the following to reduce costs and improve university operations: (All university divisions) • image processing • workflow • smart card systems • electronic data interchange • World Wide Web • interactive voice response systems • videoconferencing i. Evaluate services to determine effectiveness in meeting the needs of UCF’s increasingly diverse administration and staff. 5. LIBRARY AND INFORMATION RESOURCES Provide traditional and electronic library resources to support the instruction and research missions of the institution. Strategic Planning References: (pp. 50, 51; SD8) a. Provide access to information in all formats. (Library) b. Use network technology to provide access to electronic and Internet information resources. (Library; Computer Services) c. Offer information literacy programs for students, faculty, and staff to assist them in locating and using both traditional and electronic information resources. (Library; Computer Services) 4
  • 5. APPENDIX A UCF STRATEGIC PLAN REFERENCES TO TECHNOLOGY AND INFORMATION · Strategic Direction Statement #4: Make innovative use of technology (pp. 5, 15) · Compelling External Forces #2: Computer and Information Technology. (pp. 16, 17) · Force 3 Funding Changes: Provide alternative instructional delivery systems that meet changing student needs, maintain high quality, and are more cost effective (p. 18) · Force 4 Growth and Quality Issues #4, 5: a) Improve electronic advising. b) Proactively develop information technology infrastructure and deploy instructional technologies and distance learning delivery modes to facilitate time- and place- independent learning or just-in-time learning. (p. 19) · Issue 9 Technology: a) Encourage and support the use of technology across the curriculum. b) Acquire and maintain up-to-date equipment, supplies and software in the library, labs and faculty offices. c) Make high-speed Internet access conveniently available to all faculty, students and staff. d) Provide support personnel for all laboratory equipment. e) Equip, train, and assist faculty willing to be involved in alternative delivery systems for distance learning and chat groups (p. 29) · Academic Review Recommendation #1: Expand the current policy of universal computer access to guarantee that every faculty member has a workstation that provides quality Internet access and both computation and data handling power at a level appropriate to support research in the individual’s discipline. Moreover, all computer labs on campus should be upgraded to provide quality Internet access. (p. 30) · Administrative Review Recommendation #3: Use information systems to maintain data as required for reporting to internal and external entities and, through electronic means of publication, use technology to automate the collection and publication of accountability information. (p. 34) · Administrative Review Recommendation #5: Establish an information policy. (p. 34) · Administrative Review Recommendation #8: Establish a common database; this relational database would benefit all academic and administrative units and help them generate the data they need for long- and short-term planning. (p. 35) · Administrative Review Recommendation #13: Maintain an advanced institutional technology infrastructure that supports the institution’s primary functions of teaching, research and service. (p. 36) · Administrative Review Recommendation #14: Make certain that every staff member and administrator has adequate technology. (p. 36) 5
  • 6. · Administrative Review Recommendation #15: From application to graduation, use technology to facilitate each transaction. (p. 36) · Campus Climate Review—Specialized Space: …special program needs such as … multimedia classrooms…must also be addressed. (p. 38) · Campus Climate Review—Technology and Information Services: UCF must continue to enhance technological support systems and provide students, faculty and staff with up-to-date information services on all campuses and across the curriculum. (p. 38) · UCF’s Values—Directional Value #2: Develop and implement technology in learning delivery systems, support service, infrastructure systems, and research and creative expression systems. (p. 39) · Academic Strategic Direction #1--Supportive Educational Environment #16: Foster student information literacy and independent learning through the use of advances information technology resources and the infusion of technology into the curriculum (p. 42) · Academic Strategic Direction #2—Reputation #4: Publicize the institution’s information technology environment and innovative applications of technology (p. 42) · Academic Strategic Direction #3—Interdisciplinary Alliances #10: As appropriate, use communications and collaboration technologies to support interdisciplinary alliances (p. 43) · Academic Strategic Direction #5—Organization, Effectiveness, and Efficiency #11: Promote a paperless environment (p. 45) · Academic Strategic Direction #5—Organization, Effectiveness, and Efficiency #15: Promote compatible systems so offices may freely exchange work products electronically or by disk (p. 46) · Academic Strategic Direction #5—Organization, Effectiveness, and Efficiency #20: Develop modern administrative information systems that support the efficient and effective operation of university offices and delivery of services. (p. 46) · Academic Strategic Direction #5—Organization, Effectiveness, and Efficiency #21: Foster operational excellence through the use of information technology to improve the accessibility and timeliness of services to students and employees (p. 46) · Academic Strategic Direction #6—Partnerships #11: Establish partnerships with selected information technology vendors and leverage those partnerships to enhance academic programs, research opportunities, and campus information technology infrastructure. (p. 48) · Academic Strategic Direction #7—Research #13: Support faculty research efforts through access to high-performance computing and networking resources. (p. 49) · Academic Strategic Direction #7—Research #14: Support the research environment by providing appropriate library collections and facilitating access to nonprint information resources. (p. 50) 6
  • 7. · Academic Strategic Direction #8—Technology #1: All employees will use appropriate technology in the implementation of their daily activities. (p. 50) · Academic Strategic Direction #8—Technology #1: All students will learn to use technology appropriate to their disciplines. (p. 50) · Academic Strategic Direction #8—Technology #2: All faculty will have access to appropriate technology in the classroom, as an adjunct to the classroom, and as a tool for classroom management. (p. 50) · Academic Strategic Direction #8—Technology #3: Technology will be used to offer and create innovative learning systems across the curriculum. (p. 50) · Academic Strategic Direction #8—Technology #4: Student support systems will fully employ appropriate technology. (p. 50) · Academic Strategic Direction #8—Technology #5: Research and other creative endeavors will be supported by technology. (p. 50) · Academic Strategic Direction #8—Technology #6: Through the library, the World Wide Web, and other appropriate vehicles, UCF will offer access to collections from around the world. (p. 50) · Academic Strategic Direction #8—Technology #7: Faculty development programs will assist in acquiring the appropriate skills to effectively select and use technology. (p. 50) · Academic Strategic Direction #8—Technology #8: The university infrastructure (and the SUS infrastructure) must support this new dimension. (p. 50) · Academic Strategic Direction #8—Technology #9: UCF should consider developing a national niche through the creation of an interdisciplinary program with an emphasis on the development of and application of technology in educational settings. (p. 50) · Academic Strategic Direction #8—Technology #10: Distance learning and alternative, innovative delivery systems should be developed to meet the changing needs of the university's clientele. (p. 51) · Academic Strategic Direction #8—Technology #11: Improve technology to aid faculty research and instructional support. (p. 51) · Academic Strategic Direction #8—Technology #12: Provide universal student, faculty, and staff access to modem information technology resources and services. (p. 51) · Academic Strategic Direction #8—Technology #13: Maintain an advanced institutional technology infrastructure that supports the institution's primary functions of teaching, research, and service. (p. 51) · Academic Strategic Direction #8—Technology #14: Develop and support an array of core network services (e-mail, WWW information access, imaging, etc.) that supports and enhances UCF's mission. (p. 51) · Academic Strategic Direction #8—Technology Niche Statement: Build upon UCF's current reputation in the SUS as a technology-oriented institution. (p. 51) 7
  • 8. · Administrative Strategic Direction #9—Accountability #10: Use information technology to promote student-centered learning and personalize the delivery of administrative services. (p. 53) · Administrative Strategic Direction #9—Accountability #11: Use institutional information systems to maintain data as required for reporting to internal and external entities, and through electronic means of publication, use technology to automate the collection and publication of accountability information. (p. 53) · Administrative Strategic Direction #10—Communication #3: Establish an information policy. (p. 53) · Administrative Strategic Direction #10—Communication #8: Foster communication through widespread use of electronic mail, the World Wide Web, and other electronic communication technologies. (p. 53) · Administrative Strategic Direction #11—Efficient and Effective Organization #4: Use paperless processes, when possible. (p. 54) · Administrative Strategic Direction #11—Efficient and Effective Organization #10: Establish a common database; this relational database would benefit all academic and administrative units and help them generate the data they need for long- and short-term planning. (p. 54) · Administrative Strategic Direction #11—Efficient and Effective Organization #11: Provide staff development training for hardware and software. (p. 54) · Administrative Strategic Direction #11—Efficient and Effective Organization #13: Offer the same or equivalent services to all faculty and students at all UCF sites. (p. 54) · Administrative Strategic Direction #11—Efficient and Effective Organization #18: Develop modern administrative information systems that support the efficient and effective operation of university offices and delivery of services. (p. 55) · Administrative Strategic Direction #11—Efficient and Effective Organization #20: In recognition of our metropolitan setting, make key institutional processes and information accessible at all times through the campus network. (p. 55) · Administrative Strategic Direction #12—Reputation #13: Publicize the institution’s information technology environment and innovative applications of technology to enhance the university’s image. (p. 56) · Administrative Strategic Direction #13—Team Building #6: Provide electronic communication and collaboration tools to support team efforts. (p. 57) · Administrative Strategic Direction #14—Technology #1: Provide staff the technology necessary to provide optimal services to their clients. (p. 58) · Administrative Strategic Direction #14—Technology #2: Use technology whenever possible to overcome staffing, space, and funding shortages. (p. 58) · Administrative Strategic Direction #14—Technology #3: Provide universal student, faculty, and staff access to modem information technology resources and services. (p. 58) 8
  • 9. · Administrative Strategic Direction #14—Technology #4: Maintain an advanced institutional technology infrastructure that supports the institution's primary functions of teaching, research, and service. (p. 58) · Administrative Strategic Direction #14—Technology #5: Develop and support an array of core network services (e-mail, WWW, information access, imaging, etc.) that supports and enhances the institution's mission. (p. 58) · Administrative Strategic Direction #14—Technology #6: Develop modern administrative information systems that support the efficient and effective operation of university offices and delivery of services. (p. 58) · Administrative Strategic Direction #14—Technology #7: Foster operational excellence through the use of informational technology to improve the accessibility and timeliness of services to students and employees. (p. 58) · Administrative Strategic Direction #14—Technology #8: In recognition of our metropolitan setting, make key institutional processes and information accessible at all times through the campus network. (p. 58) · Administrative Strategic Direction #15—User-Centered Culture #8: Tailor forms and standard reports—such as monthly budget reports—to the needs of the user and provide them in understandable and readable format. (p. 59) · Administrative Strategic Direction #15—User-Centered Culture #9: Use information technology to promote student-centered learning and personalize the delivery of administrative services. (p. 59) 9

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