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Information Resources Strategic Plan for 1999-2003
Up to UHD Information
Resources Strategic Plan
AGENCY INFORMATION RESOURCES STRATEGIC PLAN
1999- 2003
TABLE OF CONTENTS:
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EXECUTIVE SUMMARY
University of Houston-Downtown continues to make significant investments
in technology over the past few years to meet its strategic goals and
achieve its mission. As has been the case throughout UH-Downtown’s history,
management has placed significant emphasis on providing extensive services
to support its unique student body, which consists, to a great extent,
of students who have previously had limited access or opportunity to succeed
in academic endeavors. However, since fiscal resources, particularly operating
funds, have been very limited, the university has had to provide these
services in a conservative manner, with strong focus on maximizing return
on investment. Within this context, the information resources organization
has made great strides in developing streamlined processes which allow
for doing more with less. With effective planning and continued
support from the administration, the information resources organization
will be able to continue to position UH-Downtown in a leadership role
in the application of technology as it has done in the past with initiatives
such as establishing a strong academic computing support structure, implementing
package software solutions, and focusing on a university-wide, standards-based
desktop computing environment.
In the past, the implementation of technology at UH-Downtown centered on increasing access to progressively more sophisticated hardware and software and building strong user services and a foundation architecture to support future technological developments. In recent years, information resources has expanded its focus to include facilitating the effective and strategic use of existing and evolving technology while continuing to update and rebuild the infrastructure to support these needs. UHD's information resources must continue its migration from playing the role of hardware/software provider to that of strategic technology partner. Significant emphasis has been and will continue to be directed toward instructional technology and distance learning efforts to support the curriculum and to expand support for distance learning and other instructional delivery modes via technology. Updating the university's network infrastructure, continuing the progress already made with desktop computing support on campus, improving system security and disaster recovery processes and addressing the university’s Year 2000 issues, are also high priority initiatives in this plan. The recent merging of media services into the university’s Division of Information Resources has provided for better integration of support services.
In addition to the key areas of commitment identified above, other major areas of focus during the life of the plan will include continuing to enhance library technology; enhancing realtime, interactive distance learning support; expanding Web-based support services for instructional and administrative functions; supporting the institution’s changing roles (i.e. remote teaching sites, potential for graduate programs); addressing the increases in resource requirements due to the new academic classroom building and significant anticipated enrollment increases; and upgrading instructional technology support.
Other critical concerns include attracting and retaining qualified staff, managing users’ expectations, and continuing to work closely with university leadership in planning, priority setting and identifying opportunities for strategic use of technology.
Although technology will play a key role in the ability of the information resources organization to meet its goals, the ultimate success will depend on the ability of the organization to identify and implement processes which are based on valid needs assessments and agency goals while allowing for change and continuous improvement.
INTRODUCTION
UH-Downtown Mission Statement:
The University of Houston-Downtown is an open-admissions,
public, urban university and it committed to serving the educational needs
of the multicultural population of Houston and surrounding communities.
The University strives to recruit and retain a highly qualified, diverse
faculty and staff who are dedicated to the institution’s educational mission.
Through instructional excellence, creative and scholarly activities, and
community involvement, the University contributes to the technological,
scientific, business, economic, social and cultural development of the
area.
The University of Houston-Downtown offers academic degree programs that enable students to acquire the knowledge and skills needed to succeed in their chosen fields. To help students meet the rigorous standards and requirements for successful completion of its programs, the University provides a wide range of support services to address the various needs of its diverse student body. Through flexible scheduling, varied programs, appropriately sized classes, distance learning technologies, and student support services, the University facilitates the progress of both traditional and nontraditional students.
In its public service and outreach activities, the
University offers numerous pre-collegiate programs as well as continuing
education programs that maintain and upgrade specialized skills of professionals
employed in the Houston area. Through selected programs, research initiatives,
and collaborative efforts, the University also seeks to broaden its domestic
and international academic programs and relationships.
Information Resources Mission
Statement:
Information Resources plays an integral role in identifying
opportunities for the university to meet its goals through strategic use
of technology. Information Resources is committed to providing support
for the university's technology related efforts. It provides the computing,
telecommunications, and media infrastructure for the university and supports
academic and administrative programs. The information resources organization
will also endeavor to provide a fair and rewarding work environment for
its support personnel in order to retain highly qualified personnel and
deliver exceptional service.
Infrastructure and Support Environment: provide hardware/software support and user training; provide support for student lab, instructional computing, distance learning, media and studio services, and faculty and staff productivity and administrative applications; maintain client/server environment; develop and maintain infrastructure to provide connectivity and access to information; establish centralized help desk for all technology support requests.
Technology Partnership Initiatives: evaluate new technology and pilot selected new technology opportunities; facilitate sharing of technology initiatives on campus, across the system components, and with the community; promote department based technical support; advise administration regarding technology opportunities and their potential benefit to the institution.
Staffing: During the life of this plan, the university’s ability to achieve its strategic information resources goals will be substantially impacted by the serious difficulty in attracting and retaining qualified employees given the current pay scales available at the university and the market situation for information resources personnel in the nation and in Houston in particular. Although this situation has certainly been taken into consideration in the development of the plan, it remains a serious concern. The staffing limitations (FTE Cap) imposed by the state could also lead to serious difficulties in addressing basic technology support needs. Especially for undergraduate universities, where the staff funding formula already seriously restricts the university in providing adequate support, the added staffing limitations will exacerbate the problem.
Funding: Funding restrictions for Higher Education Assistance Funds (HEAF) have led to an imbalance in available funding to support HEAF initiatives. Clearly, acquisitions for which funding for ongoing support is limited or non-existent create serious problems. Despite the university’s measures that the university has put in place to try to address this concern, the imbalance in funding types will continue to result in serious support implications and degradation of support for previously existing services. A larger allocation of funding that is eligible to be spent on staffing and other support services is seriously needed.
Year 2000: Addressing the data and programming problems resulting from the Year 2000 date problem have added considerably to the Information Resources requirements. The fact that the university initiated a strategy to implement standard, package software solutions where available and appropriate has helped the university to avoid many of the concerns that other agencies are facing. However, the identification and testing aspect of addressing Year 2000 issues is as burdensome to compliant systems as non-compliant systems in many cases. And, the reporting requirements for addressing the Year 2000 issues are substantial and time consuming. Despite a recognition of the seriousness of the potential Year 2000 problems, the university is struggling with substantial technology support requirements and will continue to have difficulty allocating the resources needed to address this area of concern. The fact that Universities were excluded from the state allocations to address Year 2000 problems has not helped us in our attempts to staff and fund these needs.
Federal and State Laws and Mandates: The required programming changes and other technology related requirements that result from federal and state mandates such as the Hope Scholarship, the 177 hour rule, the common admission application form, and changes in TASP legislation have introduced additional requirements that must be addressed by the Information Resources Organization.
Information Resources Status and Progress: Information Resources continues to focus its efforts on providing support services to its constituents. Implementing a package solutions for student records and other administrative support services has reduced application development requirements and limited Year 2000 implications. Collaborative efforts with other IR components within the UH System have allowed the IR organization to better utilize resources. Major milestones during the last few years have included:
1. Reorganization of the Division of Information Resources to form a flatter, function based structure that fosters a project and team based approach, and includes a formal project and planning office. Also, consolidating Multimedia and Studio Services into the division.
2. Expanding Distance Learning capabilities and developing remote site and satellite campus support, as well as building an extensive internal videonetwork infrastructure.
3. Implementing a university-wide Desktop Computing project that provides for standard computers, productivity software, e-mail and communications tools at every faculty and staff desktop. The project includes ongoing upgrades to maintain standards. It has provided the foundation for substantial changes in the way the university does business by easing the flow of electronic information
4. Establishing and publishing a set of standards for hardware and software; establishing processes to encourage technology purchases that conform to the standards.
5. Establishing access to cable television for the university.
6. Establish a Microcomputing support structure and Help Desk to provide technical assistance to desktop computing user groups. Implement campus wide electronic document imaging
7. Implementing campus wide electronic document imaging
- Redesigning of the university Web site.
- Increasing overall computing hardware and software capabilities in the labs to the levels required to accommodate current versions of commonly used software and meet users' needs, and adding to the number and type of technology enhanced classrooms.
- Increasing the quantity of high-end computer hardware and software in the labs to support multimedia and other new instructional initiatives which require computing support.
- Establishing and supporting the Technology Teaching and Learning Center to develop instructional technology and distance learning projects and support other instructional and administrative re-engineering.
- Updating user support functions (i.e. training, documentation, technical support) to match the versions of software in use at the time.
- Upgrading and rebuilding the university's network infrastructure to continue to support current activities as well as supporting emerging needs of high speed communication of audio, video, and data.
- Formalizing the evaluation and remediation of Year 2000 issues.
- Developing and implementing a university wide Technology Support Initiative that identifies the current technology status at the university, analyze university's technology needs, and include a comprehensive plan for acquisition and maintenance of hardware and software, network infrastructure development, classroom and office technology needs, maintenance and upgrade programs, and an effective support structure.
- Assisting the library in promoting improved integration of technology.
- Improving Intra-campus network and communication system and upgrading Internet support.
- Implememting a package based Voice Response System.
Current Environment and New Initiatives:
Computing at UH-Downtown encompasses both instructional and administrative functions, and has recently been reorganized into six operating units as well as an administrative unit which directs projects, planning and business management for the division. The operating units are: Operations and Telecommunications; Technical Services; Administrative Applications; User Support Services; Instructional Technology; and Multimedia Services. The units work collaboratively in performing their functions and services in a project based format. Project teams also includes members of the user community. In addition, each unit supports the others and shares resources, including skills, as needed.
The Office of Technology Planning and Projects provides
oversight for project management activities, conducts formal planning
activities and directs business management activities for the division.
Operations and Telecommunications conducts hardware installation, repair,
replacement, connection, monitoring, and training service on all computer,
telephony and audio/video equipment to all academic, administrative and
support staff personnel. The Technical Services group is responsible for
the maintenance, security, and upkeep of the NT, Unix, and Vax servers
in the university. This group ensures the network remains up twenty-four
hours a day with a minimal amount of downtime. Through the collaboration
of efforts in the Information Resource department, the Systems group ensures
a reliable and efficient computing environment for the faculty, staff
and students within the university. User Support Services is responsible
for providing technical support, training, consulting and support for
faculty, staff and students. This group is also responsible for making
sure that university faculty and staff members have up-to-date PCs by
implementing an on-going replacement and maintenance of computer hardware
and software and moving toward standardization. Through its Technology
Teaching and Learning Center, Instructional Technology supports the faculty
in their efforts to successfully use and understand the many new technology
tools and strategies at their command. They assist faculty in the development
and implementation of interactive technologies which increase the effectiveness
of their pedagogy. The Technology Teaching and Learning Center offers
a wide range of services in a well-equipped and comfortable environment,
including consulting on the design, development, and revision of educational
materials; full-service video production and editing; technical support;
access to development tools and reference materials; training workshops
and seminars; a showcase for product demonstrations and evaluations; and
Instructional Technology Grants to support faculty projects. Multimedia
Services provides instructional support services for the faculty , students
and administration. Its prime responsibilities include supervision and
coordination of university distance learning television courses, audio,
video and multimedia production, audio visual equipment scheduling and
circulation, operation of university presentation facilities and campus
photography. The department’s creative production services are also used
to support the Office of the President in implementing marketing, recruitment
and university outreach activities.
Major New Initiatives:
- Update and fully implement IR policies and procedures.
- Further develop services and support in the new Technology Teaching and Learning Center.
- Continue to improve planning, needs assessment, and general assessment processes. Continue to implement quality initiatives, service orientation, and streamlined processes.
- Continue to formalize project priority and approval process.
- Continue to expand UHD Desktop Computing project (i.e. standard computer, productivity software, e-mail and communications tools at every faculty and staff desktop.)
- Increase retention of technical support staff by re-evaluating salary structures in selected and evaluating other potential benefits/opportunities for staff.
- Provide a focused college based technology support service to address specific technology needs of the academic departments and library.
- Implement campus wide form processing systems.
- Establish satellite down link capability at UH-Downtown.
- Continue to enhance realtime, interactive distance learning support
- Support and implement an on-line user based database query system.
- Work closely with faculty and departments in submitting grant proposals which may impact information technology on campus.
- Expand use of Voice Response System (i.e. Admission status, Financial Aid status).
- Automated transfer credit articulation and degree audit.
- Continue to evaluate university’s opportunities to use the World Wide Web for outreach, marketing, and instructional support.
- Continue to establish and implement support for college based computer labs/classrooms.
- Continue to evaluate the University of Houston System wide student records and financial records initiatives for all component universities.
- Continue to address the Year 2000 issues.
- Evaluate and address network and Internet security issues.
EXTERNAL/INTERNAL ASSESSEMENT
Planning
Factor: Assumption:
a) Impact of federal/state statutes/regulations, Legislative mandates,
Availability of staff with required skill set
Significant changes to and increases in the university's reporting and
data collection requirements, such as TASP changes, the 170 hour rule,
and Year 2000 reporting, will require significant staffing increases in
information resources to address the programming and reporting requirements
and meet deadlines.
b) Availability of staff with required skill sets, organizational policies and practices, and level of service to be provided and impending changes
The university will continue to face a serious problem in recruiting and retaining qualified staff to address existing and emerging technology support requirements due to pay rates that are not market competitive.
c) Supporting technologies, level of service to be provided and impending changes, and scheduled availability of technological capabilities
Substantial expansion of Distance Learning activites, hours of operation for support areas, and remote site support requirements will continue at a rapid pace and will consume increasingly more support resources.
d) Organizational policies and practices
The university will develop its computing and telecommunications facilities within the framework of a University of Houston System network of computing and telecommunications resources.
e) Organizational policies and practices and impact of federal/state statutes/regulations
The university will enforce legal use of computing software and resources.
f) Organizational policies and practices and agency reorganization, restructuring, or combining
The university system will move toward a single, integrated financial records, human resources, and student records system. However, administrative and academic end-user support will continue to be campus functions.
g) Supporting technologies and level of service to be provided and impending changes
End-user support will represent a significant portion of our resources in the future.
h) Supporting technologies and level of service to be provided and impending
changes
Campus computer processing will continue to migrate from large, centrally-controlled
architectures toward small, distributed client/server architectures.
i) Organizational policies and practices and agency reorganization, restructuring, or combining
The university will collaborate with other University of Houston System components to facilitate and maximize communication and system-wide endeavors (i.e. communications standards, joint purchases, metrics and process analysis).
j) Supporting technologies and level of service to be provided and impending changes
Significant efforts will continue to be required to support and facilitate the migration to new technology.
k) Supporting technologies and level of service to be provided and impending changes
The potential for graduate programs and significant increases in enrollment will require additional resources.
l) Supporting technologies, level of service to be provided and impending changes, risk management, and degree of agency automation, telecommunications, etc.
The university will continue to increase the integration of technology in its overall operations and thus its dependence on reliable and secure technology. The university must be prepared to respond to the resulting challenges, such as security and individual privacy, copyright compliance, misuse of resources, disaster recovery, etc.
m) Availability of staff with required skill sets, degree of agency automation, telecommunications, and supporting technologies, level of service to be provided and impending changes
Resources to address long-term information resource needs will be limited during the life of the plan.
n) Supporting technologies, level of service to be provided and impending changes
Users at open admission institutions have significant support and resource requirements.
o) Impact of federal/state statutes/regulations, Legislative mandates, and Year 2000
State and federal as well as UH System IR reporting requirements will consume increasingly larger amounts of IR resources.
p) Agency reorganization, restructuring, or combining
The University of Houston System's restructuring of its leadership may
result in additional realignment of functions/positions/responsibilities
OTHER
FACTORS ADDRESSED IN THE UNIVERSITY’S PLANNING PROCESSES AND/OR DENTIFIED
IN THE LAR: Among it’s primary
planning priorities for fiscal year 1999, the university identified the
use of technology to improve effectiveness and efficiency. The key strategies
to address this priority include maintaining and protecting existing investments
and re-engineering basic processes.
Maintaining and Protecting
Existing Investments: Significant expenditures are needed each
year just to maintain and keep updated the university’s existing investments
in technology. The computer-related equipment that the university is becoming
more and more dependent on in its instructional program has a short shelf
life and must be replaced. Support and maintenance requirements of recommended
technology initiatives were examined as a part of the FY1999 planning
process as well. Continuation of the university’s desktop computing initiative
which provides for standard desktop computing equipment for all faculty
and staff, upgrading the university’s student computing facilities, maintaining
the university’s technology infrastructure, addressing Year 2000 remediation
issues, and risk analysis/disaster recovery planning were among the initiatives
identified to address this priority in the university’s planning activities
for FY1999.
Re-engineering
Basic Processes: The use of technology to carry out functions
in a more efficient and effective fashion was also addressed in the university’s
planning initiatives for FY1999. The university’s goal in this area is
to use technology to improve the effectiveness and efficiency of its operations
and to prepare students for life and work in the technologically sophisticated
world of the 21st century. Initiatives that address this strategy
include improving the university’s instructional technology and distance
learning support structure to provide the resources needed to provide
effective instruction and support for emerging teaching modalities, automating
transfer credit articulation and degree audit funictions, and evaluating
the university’s opportunities for strategic use of the World Wide Web
environment.
STRENGTHS AND OPPORTUNITIES: Information
Systems has participated in formal planning activities form many years.
In addition to developing plans within the context of university goals
and objectives, the division coordinates with information resource departments
at other UH System components and responds to planning requirements of
the Texas Department of Information Resources. Although staffing problems
and organizational structure had interfered with formal planning efforts
for several years, the division has had a strong planning foundation and
a structure in place for implementing process analysis and management.
As part of a recent organizational restructure of the Division of Information
Resources, a projects and planning office was established and is beginning
to add more consistency and formality in this area.
The division's staff are highly skilled and are committed to providing excellent service and maintaining the continuous operation of automated systems within the university. To minimize the impact on the operation of offices and labs, computing staff work non-standard hours, often without prior notice, and do so while maintaining a whatever it takes to get the job done attitude. Given the difficulty in retaining qualified staff due to lack of salary competitiveness, the division has managed to develop and retain a number of key staff members.
*The division's support focus addresses university
wide needs.
*Implementation of a commercial package solution for
student records system has been completed.
*Telephone Registration has been implemented.
*Agency-based, end-user support is highly centralized
and functional control is primarily decentralized in both administrative
and academic areas.
*Report requests and printing are primarily decentralized.
*Technological advances will provide significant opportunities
for innovative and strategic uses of technology.
*Partnership opportunities will continue to be available
due to the university's urban setting and existing corporate and community
involvement.
*The university has established dedicated space in
the new building for a technology support center and electronic classroom
suite. The center will provide support for instructional and administrative
reengineering.
*The new building will provide opportunities for enrollment
growth.
*The university's computing and telecommunications
infrastructure was upgraded to meet performance expectations as well as
to support video and graphics distribution.
*Official hardware and software standards have been
implemented university-wide.
*The desktop computing project, which will make it
a standard practice for faculty and staff to regularly have up-to-date
computers and software, is being implemented.
*UH-Downtown has joined the UH Compressed Video Network
to make distance learning capabilities possible at Fort Bend and University
Center.
WEAKNESSES AND THREATS:
Sufficient funding is lacking to comply with the growing
number and complexity of legislative and state mandates, and to meet resource
requirements and respond to users' needs (i.e. insufficient staffing,
outdated hardware, inadequate budget for needed software, new deployment
of technology in curriculum, etc.).
1. The university’s salary structure is not
market competitive, especially in information technology areas and in
this region. This has and will continue to result in very serious difficulties
in attracting and retaining qualified staff.
2. Limited resources to evaluate, test and remediate
Year 2000 problems in the university’s technology systems pose a threat
to the university’s business processes.
3. Increased and requirements for support services
use of technology to deliver instruction requires additional operating
resources.
4. There is need to update and fully implement
the policies and procedures which govern university information resources
utilization and the support prioritizing of technology needs.
5. The division's effectiveness and opportunity
to contribute to the advancement of the university will continue to be
limited by the priority that university management places on technology
and management's understanding the effective use of technology to achieve
university goals (i.e. distance learning, telephone registration, multimedia,
etc.).
6. An effective, comprehensive disaster recovery
plan is not currently in place.
7. A lack of system-wide standards as well as
insufficient interagency communication currently exist.
8. Insufficient support exists for highly focused
and small group computing needs.
9. Over customization of commercial packages
could hinder upgrades and other progressive migration efforts.
10. Increased wide area communications support will
result in greater vulnerability to unauthorized system access.
11. Lack of adequate awareness and enforcement of software
copyright laws could result in significant legal and financial consequences
if not resolved.
12. Increased enrollment without the necessary additions
to the support infrastructure will have a significant, negative impact
on support services.
INFORMATION RESOURCES GOALS,
OBJECTIVES AND STRATEGIES
UHD
IR Goal #1 - Management and Planning: Provide
leadership and vision in the strategic and practical application of technology
within the university. Provide management of information technology projects
that ensures project status is tracked and projects are addressed based
on priority. Encourage the infusion of technology into all functional
components in order to maximize productivity and effectiveness. Work closely
with university leadership and planning initiatives to promote opportunities
for strategic use of technology. Formalize the division’s Financial Planning
and Management efforts. Improve communication. Manage user’s expectations
to reflect available resources. Facilitate university planning activities
by helping to define technology resource requirements and set priorities
based on available resources. Maintain university wide technology standards
to improve efficiency and reduce support costs.
UHD IR Goal #2: Education and Support:
Promote and increase support for faculty and staff involvement
in re-engineering of instruction and administrative processes. Provide
information, training and user support to foster effective and progressive
implementation of technology. Establish an environment, which strongly
supports collaborative efforts between information resources staff and
end-users in addressing user needs.
UHD IR Goal #3: Application, Development
and Production: Provide adaptable, efficient and appropriate automated
solutions to administrative processes. Integrate financial aid system
into the existing student records management system. Focus development
efforts on implementation and enhancement of package solutions. Assist
with acquisition and implementation of system-wide Financial, Human Resources,
and Student Records software.
UHD IR Goal #4: Technology/Infrastructure:
Provide standard desktop technology and network infrastructure to effectively
support information resources and agency goals. Focus efforts on appropriate
implementation of advanced but proven technology and take measured steps
toward highly sophisticated technology. Develop a centralized service
request system. Provide the equipment, facilities, and support for instructional
and administrative reengineering.
UHD IR Goal #5: Partnerships: Cultivate
mutually beneficial agency, community and business partnerships.
UHD IR Goal #1: Management and Planning
State IR Goal # 3: Texas state government will enable sharing and interoperability of services through common frameworks and processes.
.Agency Goal # 2: Quality Instruction and Support Services Agency Goal # 5: Technological Support for High Quality Instruction
UHD IR Goal #1: Management and Planning: Provide leadership and vision in the strategic and practical application of technology within the university. Provide management of information technology projects that ensures project status is tracked and projects are addressed based on priority. Encourage the infusion of technology into all functional components in order to maximize productivity and effectiveness. Work closely with university leadership and planning initiatives to promote opportunities for strategic use of technology. Formalize the division's Financial Planning and Management efforts. Improve communication. Manage user's expectations to reflect available resources. Facilitate university planning activities by helping to define technology resource requirements and set priorities based on available resources. Maintain university wide technology standards to improve efficiency and reduce support costs.
IR Objective #1: Continue to implement formal project management and quality assurance processes
IR Strategy #1: Assess project status on an ongoing basis and maintain current projects list. IR Sub-strategy: Establish clear timelines and areas of responsibility for projects and objectives.
IR Sub-strategy: Continue to implement metrics, and establish additional criteria to measure effectiveness of services and processes within information resources. Action Item #1: Implement a formal project management structure for information resources projects.
IR Sub-strategy: Clearly define project teams that include users and information resources personnel as well as university administration as appropriate.
IR Objective #2: Provide an environment that allows the university to take advantage of future technological opportunities.
IR Strategy #2: Evaluate ongoing and anticipated technological advances and opportunities.
IR Sub-strategy: Provide the infrastructure, support and tools which will: 1) allow for the academic community to implement progressive educational enhancements and alternative classroom models, as well as have ready access to networks, on-line periodicals and other electronic media; and 2) provide the administrative and academic components of the university with opportunities to participate in new innovations in automation such as electronic messaging and forms, automation and real-time data retrieval from the desktop.
IR Strategy #3: Provide planning and policy direction and coordination for the application of technology.
IR Sub-strategy: Continue to implement a planning process, which includes ongoing evaluation and feedback, as well as regular updating and coordination with agency and state goals and objectives.
IR Sub-strategy: Establish policies and standards as appropriate, and provide university officials with information about policy implications relating to the application of technology.
IR Sub-strategy: Provide ready access to regulations, policies, standards and laws governing the use of technology.
IR Sub-strategy: Educate users about and enforce regulations, policies, standards and laws governing the use of technology.
Action Item #2: Assist the Human Resources department in developing in-house training sessions.
IR Strategy #4: Maximize human resource utilization and commitment by continuing to refine organizational structure and empower employees.
IR Sub-strategy: Continue to develop a competitive salary structure and viable growth path within the information resources division.
IR Sub-strategy: Provide employees at all levels with training and education that promotes individual growth and productivity. Develop skill sets in employees that will allow them to assume greater responsibility.
Action Item #3: Work with human resources to develop a goal oriented career growth plan for information resources personnel.
IR Objective #3: Reduce administrative costs and protect technology investments. IR
Strategy #5: Restructure and consolidate areas with duplicate responsibilities within information resources. IR Strategy #6: Reduce costs of hardware and software.
Action Item #4: Expand the in-house maintenance program for desktop equipment.
IR Sub-strategy: Use creative maintenance programs such as hardware insurance plans and cooperative maintenance agreements.
IR Sub-strategy: Continue to implement approved technology list.
Action Item #5: Publish and Maintain university wide hardware, software, and video standards.
IR Strategy #7: Increase partnerships.
IR Sub-strategy: Continue to develop corporate and agency partnerships which provide for opportunities such as exchanging use of facilities and resources for access to free commercial software and training.
IR Sub-strategy: Work with other components of the UH System to achieve economies of scale in purchases and exchange talents and resources as appropriate.
IR Strategy #8: Establish a comprehensive, ongoing plan for maintaining and upgrading the agency's technology investments.
UHD IR Goal #2: Education and Support
State IR Goal # 2: Texas will adopt and apply information resources standards and guidelines
State IR Goal # 4: Texas state government's acquisition, use, and management of information technology will be driven by the recognition and understanding of user needs.
Agency Goal # 1: Quality Academic Programs
Agency Goal # 2: Quality Instruction and Support Services
Agency Goal # 4: Physical Facilities
Agency Goal #5: Technological Support
UHD IR Goal #2: Education and Support: Promote and increase support for faculty and staff involvement in re-engineering of instruction and administrative processes. Provide information, training and user support to foster effective and progressive implementation of technology. Establish an environment which strongly supports collaborative efforts between information resources staff and end-users in addressing user needs.
IR Objective #4: Provide support for re-engineering of instructional and administrative processes.
IR Strategy #9: Establish university technology center support for faculty in integrating technology in their instruction and to support other innovative and strategic uses of technology.
Action Item #6: Expand new instructional technology center with additional electronic classrooms.
IR Objective #5: Improve user support.
IR Strategy #10: Evaluate existing education and support services; review processes; modify and add additional services as appropriate to improve support and productivity.
IR Sub-strategy: Continue to implement documentation standards; refine documentation upgrading processes; offer on-line documentation.
IR Sub-strategy: Continue to provide readily-available user assistance in the central computing lab (lab assistants, full-time technical staff). Increase training of support staff and develop software specific experts for highly technical, frequently-used software.
Action Item #7: Continue to provide support for widely-used productivity software tools such as word processors, databases, spreadsheets and graphics applications in the central lab, and offer subject specific software as needed to support the curriculum.
Action Item #8: Maintain the functionality of hardware and software within the university; update and distribute list of supported software with levels and conditions of support indicated; provide access to public domain software, utilities and virus prevention software; purchase and implement self paced computer based training.
IR Sub-strategy: Expand existing agency-wide help desk which supports hardware, software and telecommunications requests.
IR Sub-strategy: Continue to provide and improve services to facilitate users' efforts in their work (i.e. hardware/software needs evaluation and purchasing, hardware/software configuration, data conversion and recovery, technical support and troubleshooting, research support, curriculum enhancement with technology, work flow process automation, etc.)
IR Sub-strategy: Expand existing training program consisting of instructor-led, hands-on training sessions, and library of video-, computer-, and text-based as well as on-line training materials. Expand the use of interactive video and audio technology; provide access to self paced development tools for web based and web supported courses.
IR Sub-strategy: Increase efforts to inform users about current and evolving technology and their application at UH-Downtown. Utilize Web resources, technology fairs, seminars, newsletters, fliers, and other methods.
IR Strategy #11: Expand and enhance access to library services.
IR Sub-strategy: Expand desktop access to University of Houston's centralized library catalog.
Action Item #9: Increase access to automated Library system and electronic/CD based publications.
IR Strategy #12: Evaluate evolving options for providing support in order to maximize productivity and performance as well as minimize costs (including Electronic Performance Support Systems, multimedia, etc.).
IR Objective #6: Foster and assist with the infusion of technology into instructional delivery as well as the curriculum as appropriate.
IR Strategy #13: Evaluate options for increasing the use of technology to enhance instructional delivery (i.e. additional computerized classrooms, open access as well as college- or department-based; video-equipped classrooms; distance education; virtual classroom concepts and other unique classroom models; supporting faculty authoring of teaching aids; etc.)
IR Sub-strategy: Evaluate the need for data and video transport capability during all future classroom designs.
Action Item #10: Continue to expand the program support and outreach activities in the Technology Learning Center to promote instructional design and faculty development.
IR Objective #7: Enhance needs assessment.
IR Strategy #14: Review current needs assessment tools, and modify to increase validity of results.
IR Sub-strategy: Continue to expand needs assessment efforts for users with special needs (such as users with disabilities).
UHD IR Goal #3: Application Development and Production
State IR Goal # 3: Texas state government will enable sharing and interoperability of services through common frameworks and processes.
Agency Goal # 2: Quality Instruction and Support Services.
Agency Goal # 4: Physical Facilities
Agency Goal #5: Technological Support
UHD IR Goal #3: Application Development and Production: Provide adaptable, efficient and appropriate automated solutions to administrative processes. Integrate financial aid system into the existing student records management system. Focus development efforts on implementation and enhancement of package solutions. Assist with acquisition and implementation of system-wide Financial, Human Resources, and Student Records software. Assure year 2000 compatibility for all critical automated systems
IR Objective #8: Assure year 2000 compatibility for all critical automated systems. IR
Strategy #15: Continue to evaluate Year 2000 impact on all university systems, and replace or modify as needed.
Action Item#11: Conduct formal risk analysis related to Year 2000 issues and maintain business contingency planning.
IR Objective #9: Improve automated financial aid system.
IR Strategy #16: Support a package Financial Aid system.
Action Item #12: Develop interfaces with the Banner Student Records System.
IR Objective #10: Improve student records system.
IR Strategy #17: Improve processes in on-line registration.
Action Item #13: Implement Banner Student Records System Re-engineering Project. (Re-evaluating the application of the current system to see if assumptions are valid and consistently applied and to formalize form and table ownership.
IR Sub-strategy: Provide for improved student advising by implementing transfer credit evaluation, prerequisite checking and degree plan evaluation.
IR Sub-strategy: Expand the current billing and receivable automation to include integration with financial records of the university.
IR Sub-strategy: Automate emerging legislative mandates such as TASP enforcement.
IR Sub-strategy: Review and implement recruiting module of student records system.
IR Strategy #18: Provide data and reports to meet state reporting requirements.
Action Item #14: Analyze state reporting requirements and develop and produce reports.
IR Sub-strategy: Implement processes for attaining updated information regarding requirements as well as processes for modifying reports accordingly.
IR Objective #11: Improve access to centralized and state-wide administrative applications.
IR Strategy #19: Participate in UH System investigation and evaluation of integrated student record, financial records, and human resources systems.
IR Objective #12: Reduce costs and improve efficiency of administrative work flow.
IR Strategy #20: Automate form processing, approval and tracking (i.e. purchase orders, personnel action requests.
Action Item #15: Continue to implement and expand the use of the document imaging system.
IR Strategy #21: Automate distribution of institution-wide documents.
IR Strategy #22: Continue decentralization of student record and financial system reporting requests and printing functions.
IR Sub-strategy: Develop integrated reporting system.
UHD IR Goal #4: Technology/Infrastructure
State IR Goal # 1: Texas state government will integrate government services by developing, implementing, and maintaining a statewide information resources infrastructure.
State IR Goal # 2: Texas will adopt and apply information resources standards and guidelines.
State IR Goal # 3: Texas state government will enable sharing and interoperability through common frameworks and processes.
Agency Goal # 1: Quality Academic Programs Agency Goal # 2: Quality Instruction and Support Services
Agency Goal # 4: Physical Facilities
Agency Goal # 5: Technological Support
Agency Goal # 6: Public Service and Community Support
UHD IR Goal #4: Technology/Infrastructure: Provide standard desktop technology
and network infrastructure to effectively support information resources
and agency goals. Focus efforts on appropriate implementation of advanced
but proven technology and take measured steps toward highly sophisticated
technology. Develop a centralized service request system. Provide the
equipment, facilities, and support for instructional and administrative
reengineering.
IR Objective #13: Establish and equip university technology center to support re-engineering of instructional and administrative processes.
IR Strategy #23: Establish and equip components of the center to include a faculty development area, a multimedia development center, an instructional television studio, a videoconferencing and training center, a test and demo area, and electronic and distance learning classrooms.
IR Objective #14: Improve university communication infrastructure and its performance.
IR Strategy #24: Upgrade campus network
Action Item #16: Complete Phase III of Infrastructure Upgrade Plan, which includes completing the ATM backbone and installing other hardware and software, network management software and hardware, an Internet firewall system, and installation of a satellite dish.
Action Item #17: Consolidate LAN servers and migrate to NT. Implement intercampus active network security management system.
IR Sub-strategy: Review current and upcoming networking standards; study and implement compliance with ISO/OSI standards; implement TCP/IP protocol support.
IR Sub-strategy: Review current voice, data and video equipment and technology on campus; upgrade existing data transport infrastructure to take advantage of newer and more cost effective media and technology such as ISDN on twisted pair or wireless system.
IR Objective #15: To provide access to up-to-date standardized desktop hardware and software to all full time faculty and staff. Standard e-mail and document sharing will be key components.
IR Strategy #25: Implement university-wide desktop technology continuity plan, which will include regular upgrades of standard software (including standard e-mail) and hardware on a scheduled basis university wide.
IR Objective #16: Improved computing performance of centralized computing and lab
IR Strategy #26: Upgrade hardware and software of central computers.
Upgrade hardware and software of computer lab facilities.
Action Item #18: Implement automated or AI-based tuning management tools for network, operating systems, and databases.
IR Objective #17: Establish system-wide performance metrics for network operations.
IR Objective #18: Continue centralized management and support as well as decentralized functional computing as appropriate.
IR Strategy #27: Increase implementation of distributed computing and server-based technology.
Action Item #19: Upgrade academic LAN server.
IR Sub-strategy: Evaluate and replace stand-alone software packages with network-based software as appropriate.
IR Objective #19: Improve security and formalize disaster recovery plans.
IR Strategy #28: Continue information security and risk management evaluation, and continue to comply with DIR risk management guidelines as resources allow.
IR Strategy #29: Improve disaster recovery plans. Develop a back-up and recovery plan, which enables IR functions to continue in the event of a disaster.
Action Item #20: Review current back-up and recovery plans and procedures. Review and enhance software back-up plans and off-site storage procedures.
Action Item #21: Identify minimum level of IR services needed during a disaster to support UH-Downtown functions.
Action Item #22: Identify back-up site for data entry and processing.
Action Item #23: Establish Key Personnel list, which includes responsibilities and notification procedures.
Action Item #24: Coordinate efforts with other campuses to identify back-up hardware and software support.
IR Sub-strategy: Test and review plan regularly; update plan as needed.
IR Objective #20: Participate in and establish parameters as appropriate for college- and department-based computing endeavors in order to facilitate continuity within the computing infrastructure at UH-Downtown.
IR Strategy #30: Work with colleges and departments to facilitate communication about emerging computing opportunities. Participate in related planning, and identify impact factors.
UHD IR Goal #5: Partnerships
Agency Goal # 1: Quality Academic Programs
Agency Goal # 2: Quality Instruction and Support Services
Agency Goal # 6: Public Service and Community Support
UHD IR Goal #5: Partnerships: Cultivate mutually beneficial agency, community and business partnerships.
IR Objective #21: Build partnerships within the agency, within the UH System, and with other organizations.
IR Strategy #31: Involve information resources staff at all levels in building partnership opportunities. Encourage information resources staff to network with other professionals in related fields, not only in order to gain information, but also to learn about partnering opportunities.
IR Sub-strategy: Coordinate with other UH System components to identify individuals and teams who are involved in similar processes within their respective IR organizations. Utilize the people and teams who are doing the work to identify partnerships that may be beneficial in their areas.
IR Sub-strategy: Identify for IR staff, opportunities to participate in relevant computing societies, software-specific users' groups, computer training organizations, quality-promoting associations and various forums, and investigate opportunities to participate in bulletin board services and exchange libraries such as ISAAC (the Information System for Advanced Academic Computing) and CAUSE. Encourage employees to cultivate relationships that may lead to valuable alliances or other partnerships.
IR Objective #23: Build on existing partnerships between UH-Downtown and various community and business organizations as appropriate, and identify new partnering initiatives.
IR Strategy #32: Work with the Development Office, University Relations, as well as employees in other areas who are involved in existing partnerships, to investigate the appropriateness and viability of the involvement of information resources. Evaluate potential "spin-off" partnerships as well.
IR Strategy #33: Maintain relationships with organizations that we are partnering with currently or have in the past (Alley Theater computer training, Digital/Exxon Pipeline training/facilities exchange, Systemation training/facilities exchange, United Way user support, etc.), and cultivate new or expansion opportunities.
IR Strategy #34: Initiate new partnerships.
INFORMATION RESOURCES ENVIRONMENT:
ORGANIZATION AND PERSONNEL
Computing at UH-Downtown encompasses both instructional and administrative functions, and has recently been reorganized into six operating units as well as an administrative unit which directs projects, planning and business management for the division. The operating units are: Operations and Telecommunications; Technical Services; Administrative Applications; User Support Services; Instructional Technology; and Multimedia Services. The units work collaboratively in performing their functions and services in a project based format. Project teams also includes members of the user community. In addition, each unit supports the others and shares resources, including skills, as needed.
The Office of Technology Planning and Projects provides oversight for project management activities, conducts formal planning activities and directs business management activities for the division. Operations and Telecommunications conducts hardware installation, repair, replacement, connection, monitoring, and training service on all computer, telephony and audio/video equipment to all academic, administrative and support staff personnel. The Technical Services group is responsible for the maintenance, security, and upkeep of the NT, Unix, and Vax servers in the university. Our group ensures the network remains up twenty-four hours a day with a minimal amount of downtime. Through the collaboration of efforts in the Information Resource department, the Systems group ensures a reliable and efficient computing environment for the faculty, staff and students within the university. User Support Services is responsible for providing technical support, training, consulting and support for faculty, staff and students. This group is also responsible for making sure that university faculty and staff members have up-to-date PCs by implementing an on-going replacement and maintenance of computer hardware and software and moving more and more towards standardization. Through its Technology Teaching and Learning Center, Instructional Technology supports the faculty in their efforts to successfully use and understand the many new technology tools and strategies at their command. They assist faculty in the development and implementation of interactive technologies which increase the effectiveness of their pedagogy. The Technology Teaching and Learning Center offers a wide range of services in a well-equipped and comfortable environment, including consulting on the design, development, and revision of educational materials; full-service video production and editing; technical support; access to development tools and reference materials; training workshops and seminars; a showcase for product demonstrations and evaluations; and Instructional Technology Grants to support faculty projects. Multimedia Services provides instructional support services for the faculty , students and administration. Its prime responsibilities include supervision and coordination of university distance learning television courses, audio, video and multimedia production, audio visual equipment scheduling and circulation, operation of university presentation facilities and campus photography. The department’s creative production services are also used to support the Office of the President in implementing marketing, recruitment and university outreach activities.
Attracting and retaining qualified staff in the area of information resources has become increasingly difficult due to economic factors and the growing use of technology in all aspects of society, which has translated into personnel shortages and very high salary demands. Despite some job reclassifications and salary increases, we have not been able to meet the salary requirements necessary to draw a reasonable pool of qualified applicants in the information resources area. Certain skill sets such as Oracle programming, systems and network management, Unix support, and risk management and Year 2000 remediation have been harder to acquire due to the serious shortages of applicants and high salaries offered to personnel with these skill sets.
Current training needs include project management, SQL, database administration, system design, network management, instructional technology, and video communications.
IR POLICIES AND PRACTICES
| IR Planing
and IR Priority Setting |
2) UH-Downtown information resources staff members routinely analyze and evaluate a) usage statistics and results of other measurement tools; b) input from faculty, students and administrators (via needs assessment questionnaires, communications from the academic and administrative computing advisory committees and student records implementation team, and communications from deans, chairs, and other department administrators, as well as user groups and individual end-users); and c) information derived from investigations of current technological opportunities and applicable, effective implementations of technology in other organizations. 3) Information resource plans are drafted by IR management and approved by the Vice President for Administration and CFO as well as the President. 4) Regular comparisons and reviews of existing planning documents within the organization are conducted and used in conjunction with the aforementioned analyses and evaluations to guide the direction of technology and to recommend priorities. This information is provided to and reviewed by top administrative representatives to determine ultimate priorities and funding. UH System and Board of Regents approval is sought when applicable. 5) Needs which are high priorities of specific colleges or departments are, in some cases, implemented by those components. Specific funds are supplied to each college to address such needs. Efforts are made by IR management to participate in these plans and include them in the long range information resources planning documents in order to enhance communication and coordination of efforts, and to ensure adherence to IR standards. Some degree of ongoing support is usually provided by the information resources division, after the original commitment is made by the individual college or department. Setting priorities for specific administrative development projects is a practice, which occurs during user group meetings. A master list is maintained, and the group members determine the order in which projects are addressed. The group membership includes the head of each major user group area (i.e. Dean of Student affairs, Director of Enrollment Services, Financial Aid Manager, Assistant Vice President for Business Affairs, Dean of University College, Director of Institutional Research and Reporting) and Information Resources leadership (i.e. CIO, Projects and Planning Director) and application development personnel (manager of Application Development). The meetings are also open to anyone else who is interested in attending. The IR division provides leadership in setting university wide technology standards and policies as well as implementation guidelines In line with the current performance-based funding, UH-Downtown information resource planning efforts are formalized and integrated. Efforts are continuing to increase the involvement of academic and administrative advisory committees in providing input and reviewing information resource planning documents. |
| Operating System | There may be significant
changes in the administrative operating system in the next few years
since the operating environment is established in coordination with
UH System administrative computing efforts and UH system has begun
a study to centralize and integrate all its major administrative systems.
Currently the VMS operating system, which is the base for system-wide,
centralized administrative applications such as financial (FRS) and
payroll/personnel (HRS) applications, is also used for campus-based
administrative computing. Desktop functions are supported by PC based
systems in an integrated environment which provides for document transfer
and electronic mail support. However, Macintosh systems
for staff and faculty desktop support have been largely phased out.
Academic operating system standards are selected to meet instructional computing needs. These standards are coordinated with administrative computing in order to reduce maintenance and support. Currently, the operating systems supported include: VMS, UNIX, Windows95, NT, Macintosh. During the next few years, we anticipate reducing the number of operating systems supported to one or two platforms. Operating system and communications standards are developed and recommended by technical services staff (within IR) and are then approved by IR and agency management. Local information resource management continue to work with the technical services units in coordinating efforts with other campuses to study the implementation of open architecture and to determine future operating system standards. |
| Development Methodology | The university follows the system development lifecycle methodology. It implements separation of environments, change control, table and form ownership restrictions with owner access control, security and back-up practices, controlled test environments. |
| Quality Assurance Practices | Formal QA processes have
been put in place to assure successful implementation of information
resource projects. The office of Technology Planning and Projects
serves as an independent quality assurance unit within information
resources.
A risk analysis was conducted for the agency's automated information systems to identify the threats and remedies in September of 1994. Agency leadership was informed of the status of this preliminary assessment. In 1996, the information resources group underwent a practice EDP audit. The outcomes of these activities are being used to help the organization evaluate risks and develop means to reduce vulnerability as much as possible within limited resources. Business Contingency planning associated with Year 2000 risks has recently been initiated. And, funds have been identified for a formal risk assessment project to begin in FY99. |
| Change Control | A formal change control process has been established and is being implemented. It includes descriptions of the needs and desired outcomes as well as approval by the owner of the form/table that is impacted. Changes that require major development are reviewed, prioritized and approved by the Administrative Technology Services User Group. |
| Security | The physical security
of computing environments on the UH-Downtown campus is provided by
the campus police department with input from information resources
management. The technical services unit, in conjunction with the administrative
security officer and the user support services maintain, and enforce
system security. Regulations, policies and laws regarding security
are reviewed regularly by information resources staff, and are distributed
to end-users. Enforcement is strongly supported by campus administration.
The information resources component at UH-Downtown completed an information security and risk management program and shared the results with campus leadership. Information resources will continue evaluate the requirements of compliance with DIR regulations and will take progressive steps within its resources to comply with its requirements. |
| Geographic Information Systems | Not Applicable |
| Disaster Recovery/Business Continuity Planning | A basic data recovery
plan has been developed by UH-Downtown information resources. Technical
services and operations staff will continue to study and develop comprehensive
disaster recovery procedures and establish a formal plan. Funds have
been identified to develop the plan during FY99.
Intercampus agreements are in place between the components of the University of Houston System to facilitate disaster recovery. We are continuing to exploring additional system-wide opportunities for coordinated disaster recovery efforts. |
| Resource Use | The university publishes formal policies regarding the use of computing resources. The policies are updated on a regular basis, and significant effort is made to insure that users have access to them. Procedures are also in place for responding to violations of these policies. Enforcement of university policies is strongly supported by campus administration. |
| Contract/Consultant | Rather than training existing staff to provide short-term, specialized skills such as those required to conduct specialized programming, the information resources division periodically brings in consulting services and implements package solutions. |
| Information Sharing | The university continues to support information sharing through implementing standard document exchange interfaces. The university e-mail system supports x.400 and X.500 standards. EDI based applications are also being implemented. |
| Training and Continuing Education | The IR group recognizes
education and training as high level priorities for its continued
success in delivering services and support with its limited personnel.
Skilled personnel are necessary not only in the data center, but end-user
departments as well. In addition to providing training programs and
end-user consulting for staff, faculty and students, the information
resources division regularly analyzes staff training requirements
and identifies and prioritizes them during the unit planning process.
Utilizing the train the trainer concept, the IR group continues to
rely on a network of users to assist colleagues in their areas with
basic training and support.
Required areas of expertise are defined by evaluating existing skills as well as available auxiliary support resources, such as faculty expertise. Optimum support levels are determined based on established priorities, usage statistics and other measures, characteristics of target audiences (i.e. number of users who will benefit) and anticipated acquisitions. Within this context, training plans for staff are established within each organizational unit. Furthermore, rather than training existing staff to provide short-term, specialized skills, the information resources division periodically brings in consulting services and implements package solutions. Other practices regarding staff training include making arrangements with academic departments to allow information resources staff to audit relevant courses; encouraging staff to participate in professional organizations and user groups, particularly those that offer relevant seminars and other educational and growth opportunities; and hosting training seminars in academic computing facilities, providing software and equipment in exchange for free training of information resources staff. Current training needs include project management, SQL, database administration, system design, network management, instructional technology, and video communications. |
AGENCY PLATFORMS, SYSTEMS AND TELECOMMUNICATIONS
|
|
|
|
|
Capacity/
Size/Count |
Descriptive Information |
| Minicomputer | Alpha 2100 | DEC OpenVMS 6.1 | Oracle |
1
|
Administrative |
| Minicomputer | Alpha 400 4/233 | DEC Digital Unix 3.2c | NA |
1
|
Unix |
| Minicomputer | VAX 4000/600 | DEC OpenVMS 6.1 | Oracle |
1
|
Academic |
| Central LAN Servers | PC | Windows NT Server 4.0 | Sybase |
25
|
Financial Aid, Help Desk, file and print services, central desktop services, etc. |
| Central LAN Servers | PC | Novell Netware 4.1 | NA |
2
|
Academic labs |
| Remote LAN Servers |
None
|
||||
| Central LAN Clients | PC | Windows 95 | NA |
1500
|
Desktop systems |
| Remote LAN Client | PC | Windows95 | NA |
1000+
|
Dial-up systems |
| WAN Server | NA | NA |
5
|
Mail server | |
| WAN Server | Web | NA | NA |
10
|
Web server |
| WAN Server | DNS | NA | NA |
2
|
DNS server |
| Standalone PC | PC | Windows 95 | NA |
25
|
Misc. |
TelecommunicaInformation
|
|
|
Size/Count |
Descriptive Info. |
| Hubs | Xyplex | 10Mbps Shared/16 Port/70 | |
| Hubs | Asante | 10Mbps Shared/1248/12 | |
| Hubs | 3com | 10Mbps Shared/24 Port/3 | |
| Hubs | ATI | 10Mbps Shared/12 Port/13 | |
| Routers & Switches | Cisco | 10Mbps Switched/24 288 Port/20 | |
| Routers & Switches | Cisco | 155Mbps Switched/32 Port/1 | |
| Routers & Switches | Cisco | 1.544 &10Mbps Routed/3 Port/2 | |
| Routers & Switches | Cisco | 155Mbps Routed/1 Port/1 | |
| Routers & Switches | Cisco | 10Mbps Routed/6/1 | |
| Remote Bandwidth Analog | 3com/28.8bps/34 | ||
| Remote Bandwidth, Digital T1 | 4 | ||
| Remote Bandwidth, ISDN | 2 PRI | ||
| DTE/End User Equip. | None | ||
| Supported Protocols | IP, IPX, DECnet, Appletalk, LAT | ||
| Internet Service Provider | None | ||
| Shared Network | None |
The current computing environment consists of a Digital Equipment Corporation’s ALPHA system running VMS operating system to serve the data and Windows NT server to serve the forms. These two servers support the Banner student records registration system. Other services including e-mail, file, print, helpdesk, Records Document Imaging, and Financial Aid database are provided via Windows NT operating systems on Compaq and HP server hardware.
Administrative Computing
DEC Alpha 2100 - 4 processor option with 1 GB RAM, 20 GB of disk storage, 20 GB tape backup facility; two LPS17 printer systems with 17 page per minute printing capacity; accessible by terminal servers and Telnet throughout the campus.
Two EPOS telephone registration units capable of handling 16 lines.
Hades: Pentium-166, 64 MB RAM, 4 GB disk storage, Windows NT Operating system, Authenticate 850 Staff/Faculty Windows 95 users, Authenticate Staff/Faculty Remote Access
Ares: Compaq Proliant 2500, Pentium Pro-200, 64 MB RAM, 16 GB disk storage, Windows NT Operating system, Banner Forms server, File server for Staff/Faculty
Athena: Compaq Proliant 2500, Pentium Pro-200, 128 MB RAM, 16 GB disk storage, Windows NT Operating system, Authenticate 850 Staff/Faculty Windows 95 users, Print Server for Staff/Faculty printers.
Hermes: Compaq Proliant 2500, Pentium Pro-200, 128 MB Memory, 12 GB disk storage, Windows NT Operating system, Financial Aid Database Netmon: Pentium Pro-200, 196 MB RAM, 6 GB disk storage, Windows NT Operating system, Authenticate 850 Staff/Faculty Windows 95 users, Network Monitor/Management server
Pan: Compaq Proliant 2500, Pentium Pro-200, 128 MB RAM, 12 GB disk storage, external HP JukeBox 60 GB, Windows NT Operating system, Records Document Imaging server, Authenticate 850 Staff/Faculty Windows 95 users
Hestia: HP Netserver Plus, Pentium-166, 64 MB RAM, 4 GB disk storage, Windows NT Operating system, Install server for all Computers Zeus: Compaq Proliant 5000, Pentium Pro-200, 128 MB RAM, 4 GB disk storage, Windows NT Operating system, 850 concurrent Microsoft Exchange users
Academic Computing
Digital VAX 4000/600: 256 MB of Memory, 12.3 GB of disk storage, Dual 8mm AVIV tape drive, OpenVMS 6.1 Operating system, Application server used by students, faculty and staff
AlphaStation 400 4/233: 64 MB memory, 9 GB of disk storage, 6 4mm DAT tape drive, Digital Unix v3.2c Operating system, Application server used by students, faculty and staff
Compaq Proliant 1500: 128 MB Memory, 12 GB disk storage, Novell Netware v4.1 Operating system, Application server for students
Compaq Proliant 5500: 256 MB Memory, 40 GB disk storage, Dual Pentium Pro-200, Windows NT Operating system, Application server for students, Authenticate 8000+ students
Cerberus: Compaq Proliant 1500 128 MB Memory, 12 GB disk storage, Windows NT Operating system, Authenticate 8000+ students
Hermes: Compaq Proliant 2500, Pentium Pro-200, 128 MB Memory, 12 GB disk storage, Windows NT Operating system, Library application server for students, faculty and staff
Apollo: HP Netserver Plus, Pentium-166, 128 MB Memory, 16GB Disk Storage, Windows NT Operating system, Application server for Computer & Mathematical Sciences students File & Print server for Computer & Mathematical Sciences students and faculty
Videoserver1: Pentium II-300, 64 MB Memory, 2GB Disk Storage, Windows NT Operating system, Authenticate 8000+ student logins
Microcomputing: Approximately 1700 nodes including PC, Mac, Vax, Unix and Printers. Windows NT fileservers supporting PC computers
Academic Computing Lab, Room 800-South: Approximately 15,000 square feet of raised floor space with over 450 devices including PCs, Macintoshes, VAX terminals, Laser & Dot-Matrix printers; fully integrated Novell network support for PCs and Macintoshes as well as terminals and printers.
College of Business Lab, Room 637-North: 26 Pentium 166 PCs and 1 HP LaserJet Series III with fully integrated network support
Academic Support Lab, Room 925-North: 65 Pentium PCs and 1 HP LaserJet III printer with network support and connected to Novell Network.
Production Lab, Room 916-North: 23 Pentium 166 PCs; 2 LaserWriter II printers; 1 HP DeskJet 850C printer
Electronic Classroom for English Dept., Room 930-North: 24 Pentium 133 PCs; 2 LaserJet 5M printers with network support
CMS & CCSDC Learning Center, Room 738-South: 10 Pentium 166 PCs connected to an NT Network.
IMTP Lab, Room 611-South: 15 PS/2 486 SX PCs; 4 Pentium 90 PCs; 1 HP LaserJet II; 1 HP LaserJet 4M Plus connected to a Novell network
Center for Computational Science & Advanced Distributed Research , Room 760-S: SGI Indy Workstations; 1 SGI Indigo 2 Workstation; 3 Sun Sparc 100 Workstations; 1 HP LaserJet 4M
Math Lab, Room 616-South: 18 Pentium 90 PCs connected to an NT server.
CS1 & CS2 Lab, Room 702-South: 12 486 PCs connected to an NT server.
Electrical Engineering Technology Lab, Room 705-North: 15 Pentium PCs and 6 486 PCs - most of these PCs can access the PACE software available on the VAX
Electrical Engineering Technology Lab, Room 724B-North: 17 Pentium PCs connected to an NT server
Electrical Engineering Technology Lab, Room 739-North: 5 Pentium PCs; 5 486 PCs - all PCs are stand alone
Electrical Engineering Technology Lab, Room 727-North: 10 Pentium PCs connected to an NT server
Continuing Education Lab, Room 740-North: 11 Pentium 133 PCs connected to NT and Novell servers
Continuing Education Lab, Room 722-North: 11 486 DX2 PCs connected to NT and Novell servers
Social Sciences Lab, Room 1002-South: 14 PCs connected to the VAX
Campus Data Communications
University of Houston-Downtown, completed an ATM backbone network in August 1997. The ATM network allows 155Mbps dedicated data per IDF on campus. Each IDF is supplemented with at least 1 - 5 slot chassis switch which is expandable to 144 switched 10Mbps ports. The network is software divided into 7 routed segments.
Studies are underway to build redundancy with current local and wide area network connection(s).
Detailed Specifications:
900+ Switched Ethernet (10Mbps) Segments with ATM interconnect
1100+ Shared Ethernet (10Mbps) connections on campus
200 Terminal server ports on campus
31 - 56Kbps Modem line for terminal server access for VAX and Unix computers
15 - 56Kbps PPP lines for Faculty/Staff access
Access to Internet through point to point T1 to UH-Park
The University of Houston Downtown's Video Network (CVN) is a dynamic and critical infrastructure necessary for providing distance learning education via interactive video and audio. It also provides the capability for satellite downlinks and transmission to and from remote sites.
- The CVN is a digital network connecting UHD to the UH Multi-point Communications Unit for the purpose of distance learning education.
- The Network Hub (MDF) is located in the New Academic Building, 7th floor, TTLC.
- The Network HUB is connected to the One Main Building Computer Center, 7th floor South with a Teleos Model 20 and T1 lines to a Teleos Model 60, which in turn is connected to the MCU at UH.
- The primary equipment manufacturers are Teleos for switching and CLI (Compression Labs Incorporated) for video systems.
- The UHD Compressed Video Network has interconnection to the broadband video network, public network and the state's video network. It also provides data network connectivity to two remote sites in Fort Bend County and Montgomery County Colleges.
AGENCY DATABASES
|
|
|
| Database Name | BANNER Student Database System |
| Database Description | A vendor package developed by SCT mainly to contain the UHD student information. Contains shared application use by all University staffs and faculties who enter and query student data in a daily basis. |
| Database System | ORACLE 7.1.x database. |
| Estimated Physical Storage Requirements | 40GIG |
| Year 2000 | Major Applications ("MAJ-APPS") |
| GIS Data Classification | |
| Sharing | Shared by all academic departments, colleges, student affairs, and business and accounting office. Used at remote campus sites. Used to generate reports prepared for the Texas Higher Education Coordinating Board. |
| Future | Will be upgrade to ORACLE 7.3.x based on the application version. |
Agency Da
|
|
|
| Database Name | POWERFAIDS Student Financial System |
| Database Description | A vendor package is mainly use by the Student Financial Aids Office to contains student financial application information. |
| Database System | SYSBASE database |
| Estimated Physical Storage Requirements | 2GIG |
| Year 2000 | Major Applications ("MAJ-APPS") |
| GIS Data Classification | |
| Sharing | Data is mainly used by the Student Financial Aid Office only. In-house process has been developed to upload/download data between the Student BANNER ORACLE database. |
| Future | Will be upgraded according to the Student Financial Aids regulation set by the federal and state agency. |
Agency Databases
|
|
|
| Database Name | ACCUPLACER Placement Test System |
| Database Description | A vendor package is used for student placement testing. The database is maintain by the University of College and various academic advisor. |
| Database System | Accuplacer |
| Estimated Physical Storage Requirements | 2GIG |
| Year 2000 | Major Applications ("MAJ-APPS") |
| GIS Data Classification | NA |
| Sharing | NA |
| Future | Will be upgraded to Windows version. |
AGENCY APPLICATIONS
|
|
|
| Application Name | Student Records System (BANNER version 2.1.15) |
| Application Description | Agency overall student records system including
on-line Admissions,
Scheduling, Advising, Student billing, and Academic history. |
| Database System | ORACLE, VAX Alpha 2100, PC |
| Development Language | ORACLE Form, Pro*C, Pro*COBOL, |
| Year 2000 | Major Applications ("MAJ-APPS") |
| GIS Data Classification | NA |
| Sharing | NA |
| Future | Will upgrade to BANNER 3.0 |
Agency Applications
|
|
|
| Application Name | Financial Aid System (Micro-Faids) |
| Application Description | Agency overall Financial Aid application
processing, need assessment,
packaging, and reporting. |
| Database System | Sysbase, Powerbuilder |
| Development Language | Dbase, Powerbuider |
| Year 2000 | Major Applications ("MAJ-APPS") |
| GIS Data Classification | NA |
| Sharing | Shared with UHD Banner Student Information System via download |
| Future | Will be upgraded according to the Student Financial Aids regulation set by the federal and state agency. |
Agency Applications
|
|
|
| Application Name | Faculty Evaluation System |
| Application Description | Provide for scanning of faculty evaluation and producing of comparison reports. |
| Database System | ORACLE |
| Development Language | Pro*COBOL, ORACLE Forms |
| Year 2000 | Minor Applications and shadow systems (MIN-APPS) |
| GIS Data Classification | NA |
| Sharing | NA |
| Future | Will be upgraded as needed. |
Agency Applicat
|
|
|
| Application Name | Voice Response System (version 2.1.5) |
| Application Description | Provides support for telephone registration, telephone grade reporting, telephone payment |
| Database System | EPOS,ORACLE |
| Development Language | Firstline, ORACLE Form |
| Year 2000 | Major Applications ("MAJ-APPS") |
| GIS Data Classification | NA |
| Sharing | NA |
| Future | Implement Admission module, Upgrade to version 2.1.21 |
y Applications
|
|
|
| Application Name | Grade Scanning System |
| Application Description | Provides for scanning of student grades, and updates student records database |
| Database System | ORACLE |
| Development Language | Pro*COBOL, ORACLE Form |
| Year 2000 | Minor Applications and shadow systems (MIN-APPS) |
| GIS Data Classification | NA |
| Sharing | NA |
| Future | Will be upgraded as needed. |
Interagency Data Communications
Because of a new emphasis on distance learning programs, high bandwidth data and video communication has become significantly important for all UH components. The current campus communications infrastructure supports a variety of network protocols via microwave link to UH System components and leased line connection to other state agencies. A project team with representatives from each system component has been assigned to review communications standards and electronic messaging opportunities.
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