Appendix D Self-Study Responses - University of TorontoDigital+Assets/Provost/... · services and...

ITS Org Review Self-Study Responses v.3 p. 1 4 June 2007

Appendix D Self-Study Responses

Department Background 1. State the overall purpose or mission of your department.1 CNS The mission of Computing and Networking Services (CNS) is to provide facilities,

services and guidance to enable the University of Toronto Community to effectively useInformation Technology to support the teaching, research and administrative programs othe University.

To achieve this, CNS must:

o facilitate the provision of institutional services by providing systems, operational and technical support

o plan, design, implement, operate and manage the institutional network and its external connectivity

o plan, develop and deploy support and maintenance for desktop computers and servers in Local Area Networks and stand-alone environments

o promote security awareness and propose and implement security solutions for local and institutional networks and systems

o track developments in Information Technology to ensure that the University deriveso maximum benefit from state-of-the-art products and services

AMS The Department of Administrative Management Systems (AMS) at the University of Toronto is a central department, charged with the responsibility for all matters pertaining to the development, maintenance and effectiveness of all major system components which make up the administrative systems. The Department is also responsible for the optimum integration of the modules within the administrative systems and between the administrative systems and ROSI, the student information system. AMS is also responsible for ensuring that the administrative systems are used as effectively as possible by both the divisions and central administration of the University.

AMS has leadership responsibilities within the university, including but not limited to the following:

o Providing recommendations to Vice President, Business Affairs and the Computer Management Board on priorities concerning the use of new or existing applications.

o Ensuring the optimal integration of the AMS modules, and facilitating data sharing between AMS and ROSI and other data sources through Business Intelligence and data exchange projects.

o Providing direction and coordination of all technology resources associated with the AMS related applications.

o Developing and implementing strategies to assist staff and faculty with employing needed technologies in their jobs.

o Providing advice and coordination of emerging technologies which complement 1 Multi-department faculties should determine whether to include departmental level IT offices. We leave it to the discretion of the faculty office to determine the extent of inclusion.


the AMS systems such as Content Management, Business Intelligence (data warehouse), and e-procurement.

Developing and implementing strategies to improve critical business processes and promoting the use and deployment of technology to improve university services.

SIS The purpose of Student Information Systems is to provide the University administration with the IT tools that support the operations, planning and management of student academic records, accounts, and awards. As the custodians of the official source of institutional data on applicants, students and alumni with respect to their work in degree, diploma and certificate programs at the University of Toronto, SIS facilitates appropriate access to this information for staff and students as well as other institutional IT systems, subject to the Policy on Access to Student Academic Records. SIS enhances and modifies its programs to accommodate the constantly changing needs of a wide variety of University offices, and provides advice to divisional registrars and others on procedures and processes to take advantage of our IT resources.

The Vision for ROSI as set out in 1997

ROSI will be a fully functional and integrated system that enhances the ability of academic and administrative divisions to provide services of exceptional value to students. The system will encourage the adoption of streamlining and best practices in administrative procedures. The system will be built on solid and flexible technology that will support the highly changing, multi-disciplinary nature of the university environment

Library – Information Technology Services (ITS)

The overall purpose or mission of the Library’s Information Technology Services department is to manage and operate the information systems that support: o the day-to-day operational activities of the Central, College and divisional

libraries on all three campuses, o other library information systems that serve the teaching, learning and research

activities of the University, o the Scholars Portal information systems that serve all 20 Ontario universities, o the information system needs of various research units such as Iter, TAPoR, and

Synergies, o the Library’s web site and services, and under contract or other arrangements, to

provide web services to others as required, and o the network, storage and managed desktop environments required to support the

previous activities.

Library – Information Commons (IC)

o Provide quality assurance and user support for UTOR applications (e-mail, calendar, wireless and dialup access, individual.utoronto.ca, etc).

o Arrange and distribute University-wide site software licenses. o Provide support for workstations and printing services for clients within Central

Library and Federated College environments. o Provide for staff workstations in the Information Commons and Federated College

libraries. o Provide support for Library instructional labs. o Provide access to specialized media services such as New Media Suites & Digital

Studio. Provide Software Site Licensing for UT community.


Library – Resource Centre for Academic Technology (RCAT)

RCAT assists faculty in the use of technology in teaching. That can take the form of workshops and seminars or one-on-one help. We assist with all types of technology for teaching from basic level tools e.g., Word and PowerPoint to cutting edge tools e.g., pod casting, clickers and streamed video. One of our largest projects right now is the tri campus implementation of the Blackboard Learning System

Strategic Computing / Web Services Project Office

Strategic Computing supports institutional IT in many aspects: o supports the Office of the Vice-President and Provost in the development and

implementation of institutional information technology initiatives, policies, guidelines, standards;

o brokers information and resource sharing across the university’s IT services; o provides leadership role in promoting and shepherding institutional priorities and

associated projects through to implementation; o provides secretariat services to institutional IT committees; o manages the Web Services Project Office; o brings an institutional IT viewpoint to committees such as Pandemic Planning,

Convocation Restructuring, Business Continuity, eLearning technologies; o provides consulting services/advice to divisions, departments and individuals. o runs institutional Web presence, standards, services, in conjunction with Strategic

Communications Telecom To provide telephone and voice mail services to the faculty and staff of the University

of Toronto in an efficient and cost effective manner

UTM To facilitate the effective use of information technology by University of Toronto at Mississauga students, faculty and staff through the provision of high quality computing facilities at the Centre and the delivery of the best possible hardware and software advice and support to achieve excellence in undergraduate education

This mission statement is at least 20 years old. We will be embarking this summer to re-write this as well as adopting a set of values for the department.

Computing Services provides the UTM Community with all aspects of IT and Telecommunications Support and Services. These services includes desktop support and repair, software support, network services including access to the internet, web application development for both instructional technology functions as well as administrative and research functions.

UTSC The mission of UTSC's Information & Instructional Technology Services (IITS) – renamed from Computing & Networking Services in September, 06 to reflect more accurately its broad mandate – is to supply robust and reliable academic and administrative IT services on campus. As the central support for instructional technology, research computing, audiovisual services and classroom support, desktop computing, Web and e-mail services, networking, and application development: o IITS assists faculty, staff and students in the use of technology; o maintains central systems; o purchases and maintains all open access workstations in computer labs, the

Informatics Commons, and in other public locations across the campus; o supports administrative computer workstations with software update and antivirus

services; o provides Help Desk services for staff, faculty and students; maintains the campus


network, including Resnet for 750 students; o develops applications and tools for use in both academic and administrative

contexts; maintains and communicates IT-related standards and policies; and is the conduit for information and services available elsewhere at the University.

APSC NA

A&S P&IT’s ICT portfolio encompasses infrastructure, IT support and IT-Supported Academic content, research and teaching. The ICT Infrastructure work includes the planning, implementation and maintenance of a robust IT physical infrastructure (hardware: networks, servers, storage arrays, etc, physical space: labs and virtual tools: software, databases, etc). P&IT also coordinates divisional ICT support that includes planning, implementation and management of computing solutions, including help desk functions, technical solutions, etc. for administrative technical support, and research clusters for 13 departments (of a total of 29), and 6 centres & institutes (of a total of 28).

al & d

(Architecture)

The mission of al&d Computing is to provide an extensible digital infrastructure that supports both teaching and research with a particular emphasis upon collaboration and production associated with existing and emerging design methodologies.

Dentistry The mission of Computer Services at the Faculty of Dentistry is to provide leading edge information and communications technology (ICT) consultation, design, development, maintenance, support and training, in support of the Faculty of Dentistry’s academic and research objectives, and to enhance the overall student experience through the use of technology.

Law - Faculty The IT Department at Faculty of Law is to support the Faculty’s ability to achieve its academic mission, i.e. to deliver academic program, maximize the student experience and create a positive work environment for faculty and staff. In an environment in which research and communication is increasingly conducted through electronic means, high-quality information and communication technology is essential to the pursuit of the faculty’s mission as a leading institution of legal education and scholarship.

Law - Library The mission of the Bora Laskin Law Library is to partner proactively with the University of Toronto Faculty of Law in pursuing excellence in education, advancing outstanding legal scholarship and fostering awareness of social justice. To that end, we provide comprehensive access to legal information relevant to the research, instructional and service endeavours of the Faculty of Law, through a synthesis of innovative services, integrated collections, effective instruction, creative use of technology and dynamic participation in the Faculty community.

Medicine The mission of the Discovery Commons (the newly-integrated IT support unit within the Faculty of Medicine) is to build and maintain an effective and sustainable ICT infrastructure and technical support team that will enable students, staff and faculty to achieve academic success. The core value of the Discovery Commons is its commitment to the academic mission, realizing that even administrative systems excellence is not a goal in and of itself, but rather an important goal in the service of the academic mission.

A significant part of our mandate is to work closely and collegially with our colleagues in centrally administered ICT units – the goal is to integrate with our


partners, and to provide locally enhanced support to central services rather than duplicating services wherever possible. As such, we have excellent relations with colleagues in CNS, AMS, SIS, the Library, and in cognate ICT units in other faculties on campus.

OISE In partnership with academic programs and research initiatives, the Education Commons provides the services traditionally associated with libraries, distance education, computing and media centres to meet the information and technology needs of the OISE community. (Under annual contract, the EC also provides computer technology support to the Faculty of Social Work.)

We have attached as Appendix 1 an excerpt from an Education Commons report submitted during the development of OISE’s academic plan. Section 1: Who we are? provides further insight into the Education Commons concept, intents, strategy, and structure (a unique partnership with the UT Library.)

More specifically, for 2006-2007 the Education Commons seeks to accomplish 7 goals:

o Continually improve essential information and technology services, balancing increased academic/administrative productivity with fiscal responsibility.

o Extend institutional capacity for the innovative use of technology in research, teaching/learning and administrative processes, involving a larger proportion of the community.

o Locate OISE in the vanguard of University, peer comparator, and best of breed post-secondary teaching and research practice.

o Design and implement a comprehensive staff-development strategy within the EC that enhances staff capacity to support these goals.

o Enhance OISE’s profile and influence within the University and the broader educational community.

o Identify and efficiently manage a portfolio of revenue-generating opportunities compatible with these goals that will contribute capacity to achieve them.

o Extend these goals to develop a comprehensive information management and ICT strategic plan for OISE, in the context of these goals and University and industry developments.

Physical Education and Health (PE & H)

To facilitate the efficient and effective operation of the Athletic Centre and its operations and to support the academic mission of the Faculty.

Rotman To enhance the school's core academic mission to become one of the top ten business schools in the world, Information Technology Services is responsible for all computing hardware, operations, network infrastructure and systems to support teaching, research, administrative functions and academic computing for all faculty, staff, and students.

School of Graduate Studies (SGS)

The purpose of the SGS Information Systems area is disparate and multi-fold but may be summarized as follows: - to provide local infrastructure and support to the administrative operations of SGS through the local area network, hardware and software acquisition and deployment and the maintenance of connections to the U of T network and central systems.

o To support the administrative efforts of the School and more broadly, graduate units, Faculties and graduate education and the University through:


the development and maintenance of an SGS and graduate webspace and web based applications (e.g., SGS Online Admissions Application)

o provision of standards and ad hoc operational reports and data, especially with respect to student enrolment and registration

o provision of support for central systems, notably ROSI, by running and managing batch processes, updating divisional resource data, managing security and access requests, formatting of reports and system generated correspondence, liaison between SGS and graduate units and Student Information Systems, engaging in business analysis and application to identify required enhancements to central systems or adapt local business processes to take advantage of existing systems.

N.B. The Communications and Graduate Education Research Offices of the School have recently been added to the Information Systems group but have not been included in the details of this report.

Social Work NA

Woodsworth The mission of the Woodsworth College IT Department is to provide technological leadership in the management and distribution of information by providing excellent and cost effective solutions and services to support the missions of Woodsworth College and its Residence.


2. Number of staff (Running Total: 381.98) Department # Staff PT or Student EmployeesCNS 75.8 AMS 37.6 SIS 31.13 Library - ITS 26.5

Library – IC 23 Includes: CUPE and USW casualsLibrary –

RCAT 10 Telecom 6 Strategic Computing 3

1 x Strategic Computing2 x Web Services Project Office

UTM 39 15UTSC 27 10-12APSC na

A&S 82.85 Includes A&S College staff excluding Woodsworth (separate entry provided)

al & d 3 Dentistry 6 Law 2.5 Law - Library 2.6 3

Medicine 24.2 OISE 44 PE & H 4.5 Rotman 11.15 SGS 5 Social Work 0 Woodsworth 3


3. Estimate percentages (or dollars) of last year’s departmental expenditures allocated to:

Dept. Salaries Software OTO

Hardware OTO/Leasing

Licensing (Ongoing) Consulting Other

CNS 73.0% 3.0% 10.0% 4.0% 0.0% 10.0%AMS 69.0% 0.0% 5.0% 11.0% 4.0% 11.0%SIS 75% 4.0% 1.0% 13.0% 3.0% 4.0%Library - ITS 55.0% 11.0% 21.0% 0.0% 0.0% 13.0%

Library – IC 79% 1.0% 20.0% 0.0% 0.0% 0.0%Library - RCAT 97% 0.0% 3.0% 0.0% 0.0% 0.0%

Telecom 92.0% 0.0% 0.0% 0.0% 0.0% 8.0%StratComputing 99.0% 1.0% 0.0% 0.0% 0.0% 0.0%UTM 65.0% 6.0% 22.0% 5.0% 1.0% 1.0%UTSC 70.0% 8.0% 10.0% 0.0% 0.0% 12.0%APSC Na Na Na Na Na NaA&S Na Na Na Na Na Naal & d 50% 10% 40% 0% 1% 1%Dentistry 48% 12.0% 40.0% 0.0% 0.0% 7.0%Law - Faculty 48% 6.0% 39.0% 4.0% 3.0% 0.0%Law - Library 42% 5.0% 21.0% 32.0% 0.0% 0.0%Medicine 85.0% 3.0% 10.0% 0.0% 0.0% 2.0%OISE/UT 78.0% 3.0% 17.0% 0.0% 0.0% 2.0%PE & H 80% 5.0% 9.0% 0.0% 5.0% 1.0%Rotman 54% 4.3% 33.3% 0.0% 1.5% 4.0%SGS 89% 2.0% 9.1% 1.4% 0.0% 0.0%Social Work na 24.5% 30.7% 9.2% 35.6% 0.0%Woodsworth 82.5% 1.5% 9.5% 0.0% 0.0% 6.5%


4. Estimate the ratio of your resource allocation between maintenance (keeping the lights on activities) and new development. Dept Maintenance Innovation/DevelopmentCNS 75.0% 25.0%AMS 70.0% 30.0%SIS 60.0% 40.0%Library - ITS 90.0% 10.0%

Library - IC 70.0% 30.0%Library - RCAT 10.0% 90.0%

Telecom 95.0% 5.0%StratComputing NA NAUTM 82.5% 17.5%UTSC 75.0% 25.0%APSC NA NAA&S 25-75% 25-75%al & d 67.0% 33.0%Dentistry 40.0% 60.0%Law - Faculty 90.0% 10.0%Law - Library 80.0% 20.0%Medicine 50.0% 50.0%OISE 75.0% 25.0%PE & H 75.0% 25.0%Rotman 80.0% 20.0%SGS 65.0% 35.0%Social Work 100.0% 0.0%Woodsworth 75.0% 25.0%


5. What support/help desk services do you provide to your stakeholders? (e.g., help desk hours, online ticketing systems, self-help documentation…)

CNS WTS Help Desk CAST Help Desk (Mon-Fri, 8:00-6:00) Network Operations Centre (NOC) Support Desk (7x24 hr) Second level support for DBAs, UTORmail, UTORschedule, UTORlist User support for UTORrecover Field Service maintenance contracts LAN wiring advice Ticketing system for AMS/SIS via Remedy Action Request System (ARS) Ticketing system for WTS users via Time Tracker Computer Security Administration (CSA) web pages for self-help (UTORprotect) Provision of network utilization statistics via web pages Scans of connected hosts for vulnerabilities UTORxxx services have web-based self-help documentation

AMS AMS is committed to improve user experience and maximize benefits of the IT solutions delivered. A “self-service” and user-centric approach has been adopted to offer support, information, and assistance to our user communities.

The objectives of the support framework are:

o Providing a single point of contact for users o Recording and tracking incidents and problems o Coordinating second-line and third line support if required o Providing training documentation, knowledge base, access forms and

contact information for users to secure answers that solve their problems and questions online

AMS Web Site – Information Repository Users who have problems and questions on AMS supported solutions can easily find useful information in AMS Web site including:

o List of available services o Hours of operation and System Status o Access and Authorization Forms o Frequently asked questions o Training Documentation o Contact information o Links to other related departments o Alerts o Full text search for all information contained within


AMS Help Form In case additional help is required, users can submit their request by filling in a simple Web form.

Common questions or problems like password reset, and access problem are handled directly. If further assistance is required, requests will be routed to the functional teams like FAST, FIS, HR, DIS or RIS where functional experts reside. On rare situation, request is further escalated to appropriate technical experts within AMS or to vendor provided support services. In the case of SAP such requests are routed to their Operation Support Services (OSS) which then provides a tracking and escalation procedure within SAP.

All requests are being tracked in the Remedy Action Request System which ensures they are being handled by the appropriate personnel.

SIS ROSI help is available during normal working hours; direct access to divisional client representative is available during normal working hours.

Library - ITS Support / help services are provided for Library staff, for the general University community, and, through the Scholars Portal, library staff at all 20 Ontario universities. The services provided vary from group to group. For Library staff support is in the form of training, documentation and telephone support. For the University community e-mail support / help services are provided for Library information system related queries. Frequent queries are, in turn, directed to the Web Development Group For the library staff in all 20 Ontario universities support includes training, documentation, and e-mail & telephone support.

Library - IC o Help Desk: 7 days/week and beyond business hours for walk in, call centre, by appointment

o Web pages and hard copy support documentation. o PAF workstations in Robarts: direct support 24 hours/day 5 days/week o PAF workstations elsewhere: direct support 9am-5pm, Monday-Friday o Software Sales for MS and other Academic Applications such as Stats

and Math Library -RCAT o uses the “FogBugz” ticketing system to trouble shoot and answer

Blackboard inquiries. o maintains a website that offers online training and documentation for

Blackboard users. See faculty, staff and student component of the following site: http://www.portalinfo.utoronto.ca/

o maintains a website that offers online workshop notes for follow up training to our non-Blackboard courses. See http://rcat.utoronto.ca/workshops/html/index.html for examples

o maintains a website of external and internal resources for technology users. See: http://content.library.utoronto.ca/rcat/services/atr/

o has a front desk staff member that answers general technology


assistance questions by way of an RCAT info phone line, assists with scanning teaching evaluations and multiple choice tests, assists users in operating language translation software, books computers for faculty and offers classroom workshop assistance among other duties.

o maintains an FAQ site for more general technology inquiries. This FAQ reflects common questions received by way of the general RCAT info phone line. See: http://content.library.utoronto.ca/rcat/services/faqstech/

o maintains a website FAQ for our central scanning service for scoring multiple choice tests and teaching evaluations See: http://content.library.utoronto.ca/rcat/services/scanningservice/

o has a dedicated Blackboard help desk employee o has two full time Blackboard instructional designers who help system

users develop their courses and trouble shoot high level problems o has a .5 FTF to set up CCNet courses o offers many different workshops and seminars (186 in the 2006

calendar year) o offers co-ordination and support for the i>clicker system currently in

use across s the university (on line, yearly workshops and one-on-one).See: http://content.library.utoronto.ca/rcat/clickers/index_html

Telecom Customer service hours are 8:45 am – 5pm; self help documentation for telephone and voice mail features; issuance of service orders and directory listing changes

Strategic Computing/Web Services

StratComp supports the institutional Web presence through the Web Services help system. We provide consulting to departments as requested. We are involved in Student Experience Fund, IT Fund, and IT Courseware Development Fund support for applicants.

UTM Staff and Faculty: Help Desk – Monday to Friday 9-5pm Online Trouble-Ticket System, FAQ and how-to documents through Computing Services’ Website Installation, configuration, repair of all desktop/laptop platforms (PCs, Macs, and Linux), Printers, and PDAs including wireless access Installation and configuration of application software as well as assisting users in the use of these software Liaises with St. George Telecom and provide local support for moves, adds, and changes of telephone lines and voicemail boxes. In collaboration with the UTM Library setup courses to train staff and faculty in the use of specific software packages (e.g. Typo3, Oracle Calendar). In terms of SIS and FIS support for Staff and Faculty, Computing Services will install and configure the client software as well as define printers. We will do the initial troubleshooting but the support for the client software itself comes from the Office of the Registrar for SIS and Business Services


for FIS or Human Resources for HRIS. Students: o Help Desk for – Monday to Thursday 9-9pm, Friday 9-5pm during

Fall/Winter Term, Summer Term is Monday to Friday 9-4:30pm o Troubleshoot and repair of computers for UTM Residence students o Assist students in setting up their computers for wireless access o Assist students in the use of software packages found in the Computer

Labs o Assist students with UTORid/UTORweb problems as well as access to

UTM’s computer labs UTSC o Staff-and-Faculty Help Desk; � 8:00 am – 6:00 pm M-F

o High Performance Computing support (120 node cluster) o Integrated Resnet/Student/Lab/Commons Help Desks. � 8:00 am –

10:00 pm M-F & 10:00 am – 8:00 pm weekends These hours will be extended in light of the library's impending move to 24/5 operations Instructional Technology Support: 9:00 am – 5:00 pm M-F Audio-Visual Service classroom support: 8:00 am – 10:00 pm M-F Integrated Ticketing and Asset Management System supporting all of the above functions

A&S P&IT also coordinates divisional ICT support that includes planning, implementation and management of computing solutions, including help desk functions, technical solutions, etc. for administrative technical support, and research clusters for 13 departments (of a total of 29), and 6 centres & institutes (of a total of 28). P&IT portfolio also includes Academic IT support provided by CHASS, which supports research, with research tools and a virtual portal to extensive databases. CHASS hosts 19 Departmental Web Sites, course web sites for the Biological Sciences including Bio105, Bio250, Bio349 and the Biome Site. The 41 Course Websites including the French Department, and language learning multimedia content for the Department of German, Italian and Near and Middle Eastern Civilizations. CHASS has been involved in the development and maintenance of various projects used for language learning in Spanish, Italian, French Slavic, Japanese and Chinese.

APSC NA

al & d We offer help-desk hours (9am-4:30) with after hours support via work-study students, in addition to a complete website that provides self-help documentation for all of our services, for emergencies – e-mail/cell notifications about problems during off-hours.

Dentistry o Walk-in, phone, email or web-based support from 8 AM to 5 PM, Monday to Friday

o Altiris IT Lifecycle Management System for web-based trouble ticket management, remote systems administration, monitoring, alerting, etc. (the goal being to fix it before it’s broken or at least fix it before the end


user knows it’s broken) o One-on-one and in-class end user instruction for students, faculty and

staff on various related topics, along with extended learning opportunities through the Organizational Development and Learning Centre

o Monthly lunch and learn seminars for faculty on topics related to academic technology, in collaboration with OTA

o Online tutorials developed in house for Just In Time learning on various topics (e.g. Clinic Management System, SharePoint, Blackboard, Exchange, etc.)

o “Get Started” web page and orientation packages for new students, faculty and staff.

o “Get Training” web page with aggregate overview of available training resources, within and outside the Faculty

o “Get Support” web page with aggregate overview of available support resources, within and outside the Faculty

Law – Faculty o Help Desk hours – Office hours. o Individualized or specialized help/support (1-on-1 support). o Telephone support.

Law – Library The Library provides help desk service hours during the busiest times of year (start of term) during regular business hours and at nights and weekends. During the rest of the year, assistance is available by appointment or drop-in as staff are available during regular business hours.

Medicine Over the last six months we have developed a dedicated IT support helpdesk (the Discovery Commons Helpdesk), with dedicated staff, full business-hours support, and a web-based ticketing system. This has grown out of the existing Computer Support Division, which for years had provided ad-hoc desktop support services. However, the Discovery Commons Helpdesk goes beyond desktop support, and will also be the front line of support for academic IT systems (including Learning Portal support), major Faculty applications (such as MedSIS, and WebCV), computer lab booking and support, and also support of our new videoconferencing infrastructure.

OISE o Comprehensive Client Care Portal (offers in-person, e-mail and telephone technical support) M-R 8am-9pm, F 8am-5pm, Sat 9am-2pm, Sun 12pm-5pm

o Self-service Web Help Desk offers integrated ticketing, FAQ and inventory system

o EC website with FAQ-type information o Depot and onsite tech hardware/software support, media services (M-F

9:00 – 5:00) o For each of our supported LMS/Collaborative Environments we provide

a) online resources; b) phone/email support; c) individual consultations.


Three supported systems are: First Class, Knowledge Forum and Blackboard. (M-F 9:00 – 5:00)

o Online self-serve booking for media, videoconferencing, Knowledge Innovation & Technology Lab, and computer classrooms

PE & H o IT support line & email line. Line is monitored 8 am – 6 pm but does not always have someone available to take the calls on a live basis.

o Installation, configuration, repair, purchasing, of desktops for business, research, and teaching. Printers, PDAs, wireless access, student computer labs, basic AMS support.

Rotman The School has it own Helpdesk that services all Rotman clients (faculty, staff and graduate students (MBA & PhD) for most hardware and software related problems including classroom technology. The hours of operation are Monday-Thursday 08:00 – 20:00, Friday 08:00-18:00 and Saturday 08:00-16:00. Staff also monitor backend system over the course of the day on Sundays to ensure there are no interruptions in services. At least one Network and Systems staff is on duty during the Helpdesk hours of operation from Monday to Friday to provide second level support.

The options for all clients seeking support are troubleshooting calls over the phone, arranging an appointment via email or phone, submitting a web problem report, or dropping-in at the Helpdesk. All phone, email, and walk-in problem reports are entered into simple data base tracking system. Documentation is available for the students on the Rotman Student Portal and for all groups on a secure website called InfoSource.

There are several differences at Rotman as it relates to support as compared to some other division within the University which affect the level of support that the Helpdesk provides. This includes hardware and software standards for students, faculty and staff, a mandatory laptop requirement for MBA students, and managed hardware and software licensing.

The hardware standard is based on the PC, Microsoft Windows operating and Windows based applications as the software standard. These standards are restricted to current generations of hardware and software. For example we only support Windows XP (and above) operating systems. Other types of equipment, operating systems and application software these are not supported and Helpdesk support is reduced to best effort. The Helpdesk staff are Dell certified on the standard desktop products and business quality Latitude laptops. This allows the staff to deal with warranty issues directly for repairs and order parts on all these products including student laptops.

MBA students are required to have wireless PC based laptops (based on the standards) as part of the requirement to enter the program. Students are free to pick a vendor of their choice but Rotman has arranged with Dell to have special pricing on selected models of the Latitude series laptops. The Helpdesk provides hardware, software, and connectivity support regardless of vendor to these students. But as mentioned above students that have acquired specific Dell product can have warranty issues dealt with whereas


for other vendors’ warranty issues the students must be deal with their vendor. Spare parts and loaner equipment is also available to these students.

All faculty, staff and PhD (with offices) are provided with a minimum of a desktop and a standard suite of software. These systems are managed by the Helpdesk for software, updates, and security patches. These systems are leased and refreshed on a 3 year cycle and this would also include classrooms, labs and library computers.

The school has several software license agreements including a Microsoft Campus License agreement that covers all faculty, staff, and all MBA and PhD students for standard Office Suite, standard client access licenses and upgrades to operating systems. This allows the whole school to be on similar software releases. The helpdesk manages the distribution and setup of software.

SGS o LAN Administration including desktop, laptop and peripheral help)

o email and telephone based support (usually during business hours); deskside visits; self help documentation under development; training sessions under development.

o Webspace and applications: email and telephone support for applications (e.g., applicant and staff support for the online admissions applications; staff support for the Graduate Web Posting [governance] system); web page update ticketing system; html and applications training.

o ROSI: telephone and email support (in addition and as filter for SIS ROSI Help); individual one on one training; occasional group sessions; SGS Student Services and ROSI Manual (on SGS website); regular email reminders and tips.

o HRIS: email and telephone support to Business Officers for graduate faculty appointment records.

Social Work Purchase computer services/AV and maintenance from OISE/UT. E-mail support from Information Commons.

Woodsworth Helpdesk from 8 am to 6 pm. All tech support issues arrive by email or telephone and are tracked in a database with full history of each issue available to all tech support staff. Where appropriate self-help documentation is sent to client on a per-issue basis.

Other in-house support includes the design and implementation of databases and online services such as web sites and online payment systems.


Stakeholder Background 6. Who are your major stakeholders? That is, groups to whom you allocate the majority of your resources. If possible, state the percentages per group.

CNS Our major stakeholders are the SIS and AMS organizations, staff and business officers, students and faculty/researchers. The allocation of our resources (budget and staff) to these groups is:

Stakeholder: op/sys netw svcs web secur WTS Total

SIS/AMS: 27 27 %

Staff and B.O.s: 9 5 5 16 35 %

Students: 8 4 2 2 2 18 %

Faculty/researchers: 9 4 3 4 20 %

Totals: 27 % 26 % 13 % 2 % 10 % 22 % 100%

AMS Over the last five years, AMS has evolved to include many new technologies and enhancements, and in doing so, has become an essential service for many administrative and academic staff at U of T. The major system stakeholders can generally be broken down by the AMS module, or service that we support. Each major AMS stakeholder group has an established contact(s). These contacts are responsible for providing feedback and/or requirements for their particular area of responsibility. AMS contacts are as follows:

1. Human Resources: Planning and Priorities Christina Sass-Kortsak

Payroll Rhiannon Tatham Labour Relations: Mary Ann Ross Benefits Steve Dyce Compensation Deborah Ovsenny

2. Financial Services:

Planning and Priorities Sheila Brown Financial Services (FAST team) Lorena Gaudio

Procurement and U-Shop Eddy Jin 3. Capital Projects: Nick Zouravlioff

4. Fund Raising and Alumni: Al Nausedas

6. Research Services and:


Planning and Priorities Audrey Cheung RIS, MROL Nadia Saracoglu

7. B6 Budget and Salary Planning: Sandeep Malik

8. Telecom Systems: Debbie Stewart

9. Facilities and Services: Planning and Priorities Darrel Fernandopulle

Plant Maintenance Trevor Wilkinson

SIS Students, academic and administrative offices that perform registrarial functions (including admission, registration, student accounts, scholarships and awards, convocation) and administrative units that need access to student information

Library – ITS There are three major stakeholder groups for the services provided by Information Technology Services: the Library staff, the U of T students, faculty & researchers, and the Scholars Portal Community.

Library – IC Help Desk: The entire community in proportion to its real numbers!

PAF workstations: est. 65% undergrads, 20% grad students, 10% faculty & staff, 5% other library patrons.

Library - RCAT Faculty 76% Graduate students 12% Staff 12%

Telecom Faculty and staff

Strategic Computing / Web Services

Academic and administrative leadership

UTM Students – 55%

Staff and Faculty including graduate students – 45%

UTSC IITS supports the entire campus community of over 10,000 students, faculty, and staff with an integrated infrastructure and service model.

APSC Alumni Office Campaign & Development Dean’s Office Engineering Computer Facility (ECF) Engineering Student Recruitment and Outreach Office (ESROO) Human Resources (HR) Language Across Curriculum (LAC) Professional Development Centre (PDC) Professional Experience Year (PEY) Vice Dean Graduate Research and Studies (VDGRS)

A&S P&IT also coordinates divisional ICT support that includes planning, implementation and management of computing solutions, including help desk functions, technical solutions, etc. for administrative technical support, and


research clusters for 13 departments (of a total of 29), and 6 centres & institutes (of a total of 28).

al & d 60% Students, 15% Staff, 25% Faculty

Dentistry Computer Services is responsible for all computing and communications within the Faculty of Dentistry, with the goal of equitable distribution of resources across all aspects of the Faculty’s ICT operations. This includes support for all students, faculty, researchers and administrative staff. As a single department faculty, however, we have a fairly simple organizational structure consisting of one primary stakeholder: the Dean.

Law – Faculty - 90% Faculty and Staff

- 5% Visitors

- 5% Students

Law – Library Law faculty members and law students

Medicine Our stakeholders within the Faculty of Medicine include:

o Students (Initial Intake Professional Programs, Post-Graduate Professional Programs, Professional Masters, and Graduate Programs)

o Instructors (Full-time Faculty members, hospital and community based practitioner-educators, etc.)

o Educational administration (UGME, PGME, CEPD, Graduate Affairs)

o Departmental administration (Basic Science and Clinical)

o Faculty administration (Dean’s Office, Finance, HR)

In a collegial and collaborative sense, we also count the other Health Sciences faculties and the community as a whole as our stakeholders, to varying degrees depending on their existing level of IT support or expressed needs.

OISE Faculty 25%Administrative Staff including Research Staff 25%Graduate Students including Research Assistants 25%Initial Teacher Education Students 20%Divisional, Department and Unit Leaders 5%

PE & H Staff – 60% Faculty – 20% Students – 10% General public – 10%

Rotman Technology is an important part of how the school runs and delivers programs and is an important part of conveying the Rotman brand. The integration of technology in the school is extensive and resources are shared


across stakeholders. The stakeholders are all faculty, staff, and students in their respective programs. Alumni also play an on-going role in the school and use system resources to keep in touch. Approximate resource allocation is as follows:

o MBA Programs (2yr, 3yr, EMBA/Omnium, joint programs) 45% o PhD Program 5% o Executive Development Programs 5% o Faculty (teaching and research) 25% o Administrative Staff and functions 18% o Alumni 2%

SGS SGS Administration Graduate Units and Faculties Central Administration (Planning and Budget; Student Information Systems) Students, Applicants and postdoctoral fellows Outside agencies (e.g., OCGS)

Social Work Faculty, staff and students

Woodsworth Professional and International Programs (20%) Academic Writing Centre (20%) Woodsworth College Residence (20%) Visiting Students Program (15%) Academic Bridging Program (15%) Other (Lab, Registrarial Services (10%).


7. What mechanisms do you deploy to solicit requirements from your stakeholders? (e.g. steering committees, divisional fora, user surveys…

CNS Regular scheduled meetings with various stakeholder and interest groups, namely:

o Network Services Planning Group, which includes representation from: o CNS, Library, Info Commons, AMS, DUR, OSM, ApSc, VP&P o Residence Network Administrators – St George, UTM and UTSc o NW admins and sys-admins though monthly meetings and lists o SIS/CNS meetings o Input from WTS staff supporting stakeholders o Input from Tech ops committee o Meetings with AMS o Residence student survey o Monthly meetings with CAST users o UTORauth Steering Committee, with broad representation

AMS When a system change, enhancement, or development request is submitted by one of the stakeholder contacts, this request is tracked through the use of a formal “Change Management Request” form. The form outlines the business requirement for the work request, the specifications for the change and any time constraints for the request. AMS processed a total of 397 change requests in 2005 and 366 change requests in 2006.

Change requests are jointly prioritized by AMS and the area responsible for requesting the change. There are no specific service level agreements with our sponsor groups. Resources are generally allocated based on the staff we have available and trained in a particular area. For example, we have a team of seven staff that are highly trained in the configuration and programming of the HR system. Prioritization and scheduling of HR work requests and projects are therefore tailored to the number of trained resources available for this system.

The AMS systems are frequently the common thread when designing new business solutions at the University and AMS staff is often the first group to be approached when a business issue is identified and solutions are sought. Our stakeholders often take an active role in determining which services will be delivered, how they will be delivered and the quality standards required. There are multiple two-way communication links between the customer, the sponsor and/or AMS.

Our formal mechanisms for soliciting feedback from our stakeholders include:

HRIS Priorities Committee: o Committee meets once per month with representatives from AMS and HR

to prioritize HR related projects


HR Resources Meeting: o AMS presents regularly at these meetings to promote new initiatives and

solicit feedback directly on HR projects from HR Generalists Divisional Meetings: o AMS has initiated meetings this year with all major academic divisions to

promote our services and obtain feedback. Meetings to-date include: Scarborough Campus, Mississauga Campus, A&S Business Officers, and Medicine Business Officers.

AMS web site(s) and Campus Business Connect (web services): o “Give us your feedback” as well as course evaluation forms are available

on the CBC and AMS web sites. Sponsor Meetings: o Meeting with various module sponsors such as the Chief Financial Officer

for the FIS modules.

SIS Clients submit requests for enhancements or for new development.

Library - ITS The Library conducts user surveys every two years. The results of this help in determining the value of and satisfaction with services.

Staff of Information Technology Services is in regular contact with members of the University community either directly or via e-mail queries. This helps in the assessment of user needs and expectations.

Through regular meetings of the Advisory Committee of the University of Toronto Libraries, the Library receives direct input from the academic community

Library – IC We provide suggestions and take input from appropriate Library representatives who consult with clients via surveys and direct daily interactions.

Library -RCAT Surveys, one on one meetings, the RCAT steering committee, ACAC, feedback from workshops surveys, consultation with peer groups that share the same stakeholders e.g., the OTA. Priorities are set based on need

Telecom Ongoing meetings and communications with customers


Meet as requested with divisional leaders, consult on policy and guideline development through listservs, shared documents, interviews, departmental meetings. Present to variety of stakeholder groups on specific topics. Sit on wide array of committees to hear about requirements, plans, gaps in service.

Major input from Office of the VP and Provost, and institutional IT committees.

UTM User Surveys, Town Hall meetings, Committees, Email, and consultation with individual departments/personnel

Web Committee, CIO Advisory Council, Computing Services Meetings,


Learning Technology Team, and Computing Committee

Priorities are always set for projects that would benefit the most users. The Computing Committee (a standing committee of the Erindale College Council) is consulted as well.

Computing Services have an annual planning retreat in which we actively reflect on how to improve our services and as well plan for new initiatives. We also conducted a survey of our user base last year.

UTSC IITS consults with Vice Principals, Departmental Chairs, Departmental Assistants, Department Heads (PM group), faculty and staff, Student Union representatives and individual students (via user feedback in labs and online) on an informal, continuing basis.

APSC The purpose of APSC C.O.M.P.U.T.E.S. was the identification of any liabilities that arise from IT dependencies amongst the Faculty of Applied Science and Engineering (APSC) Administrative Offices. Furthermore, the identification of day-to-day process inefficiencies, as well as opportunities for automating certain business/IT processes could also be determined through this requirements gathering exercise.

Liaisons were established with the working areas in each Faculty Office (normally in the form of the Director or Executive Assistant) to help determine whether or not project interviews/business scenarios could be executed and whether or not a requirement is covered by the current project.

Information collected from each Faculty Office was then grouped into Areas of Interest or Areas of Focus to help determine similar liabilities and dependencies. Finally a summary of findings is provided for the most critical Areas of Focus (for instance bringing APSC Licensing needs up to date) with recommendations to support this.

A&S All project strategies are developed within a wide consultative process, with solutions that respond to the Division’s academic plan and initiatives within the priorities set by the unit leadership. Since all work undertaken by P&IT is project-based, each project has a project team. P&IT project teams regularly consult with department chairs or institutes/centre directors, student leaders, faculty and staff. P&IT’s focus is set by the Dean of the Faculty of Arts & Science.

al & d We solicit requirements via direct person-to-person contact. Priorities are established according to budget and timeline constraints.

Dentistry o Computer Services Long Term Project Plan is a 5-year planning document designed to supplement the Faculty’s academic plan (available as Appendix VII in the current Academic Plan, and annually updated to reflect ongoing change)

o Clinic Management System Steering Committee to oversee the direction of the Faculty’s clinical computing operations

o Strong and healthy strategic planning communication with senior leadership, which includes weekly status meetings with the Assistant Dean, Administration, and ad-hoc consultation with the Dean and Associate Deans


o Online surveys of students, faculty and staff to both target ICT resources where needed and harvest new and innovative ideas (see Appendix 1 for example)

Law – Faculty We have a Information & Technology Committee. Other than that, we do not have a formal process.

Law – Library We don’t have any formal mechanisms to solicit requirements from stakeholders. We set priorities based on type and number of informal requests from our primary patrons.

Medicine The Discovery Commons is a new entity within the Faculty of Medicine, and our recent consultations regarding our priorities and services were wide, ranging from meetings with department chairs and business officers, Faculty administration, students, specific systems user groups, to a wide range of University IT staff and administrators. The Discovery Commons’ strategic plan calls for a main steering committee, and a variety of subject-specific advisory committees to help provide direction and requirements into the future; membership on these committees are open to students, faculty, administrators, and representatives of allied organizations such as the Gerstein Library.

OISE ICT Users Council – representation from each department, admin unit and student constituency; open meetings and minutes; mandate to advise CIO on any ICT issue of interest to the community; meets quarterly; operates through two standing committees below:

Resource Allocation Subcommittee – recommends allocation of EC managed funds across constituencies, for renewal, innovation etc.

Information Management Subcommittee – targeted mandate with respect to information management issues across communities.

PE & H To date, informal consultations. A formal departmental review is scheduled for this year.

Rotman There are several mechanisms that provide for the discussion of needs. There are a number of formal committees that meet within the school over the academic year and any technology issues can be brought forward in any one of them. One committee, the Learning Resources Committee, focuses on teaching requirements for both faculty and students. This committee has a membership made up of faculty, senior management (Deans’ Office, Program Services, I.T. Services), PhD and MBA students. Most issues relating to technology are discussed in this forum. This committee reports to Faculty Council and may report to the Executive Committee if required. MBA Program Services Office (PSO) has substantial interaction with the student body and the student Graduate Business Council (GBC). I.T. concerns, issues, and requirements are solicited with frequent interaction with the GBC or individual student groups. I.T. Services meets throughout the year with the GBC IT Advisory Board which serves to support the student body as it relates to any short or long term


computing issues and act as a bridge between the students, PSO and the Rotman IT department. The Assistant Dean, Administration and CAO plays a major leadership role in setting priorities, strategic direction and resourcing of I.T. Services in support of the schools vision and academic mission. The Director, IT Services reports directly to the CAO and meets regularly to discuss initiatives and review progress towards goals of this department This is an on-going process and includes annual and long range planning. Initiatives or issues not part of this process that come forward that are outside of the annual process and can not be accommodated within the budget, resources, or conflict with on-going projects can be brought before the Technology Operations Committee to set priorities. Steering committees have also been struck from time to time for new and complicated initiatives.

SGS For formal projects project proposals will be submitted and will be followed up with requirements gathering sessions with selected users and stakeholders. For these more major projects priority will be determined by the Director and the Dean considering predicted costs, relative merit, appropriateness of existing or central systems and the institutional goals of the School and the University.

For less formal and less extensive projects, enhancements or “fixes” or to develop larger project proposals input is gathered through conversation with stakeholders, email solicitation of feedback or surveys, small group discussions and occasionally at larger stakeholder meetings (e.g., sessional meeting of graduate administrators).

Social Work We have an IT Committee consisting of faculty members, admin staff, CAO, and Director of OISE Education Commons

Woodsworth The director of the IT department is a member of the College R&D Committee. The needs of the various stakeholders become apparent in their reports to the Committee. In a relatively informal process the potential services/development are described to the stakeholders by the director (database/web improvements etc). Formal requests are normally made by email directly to the director. Priorities are established (and schedules set) in consultation with the College CAO and the stakeholders.


7a. How are priorities set against competition for resources?

CNS In the case of needs that require funding as well as staff resources, proposals are made to the IT fund for funding, with an indication of level of need, as to whether it is obligatory or a “would be nice”. If a need can be satisfied by the expenditure of staff resources only, then priority is given to those that are the most pressing, affect the most people, and offer the greatest leverage and cost effectiveness.

SIS A steering committee establishes priorities of medium to large projects based on recommendations from client services staff; small projects are assigned as time permits; mandatory projects take precedence with authorization from the Vice-Provost, Students and/or the University Registrar.


Priorities are set by the Office of the Vice-President and Provost, and institutional IT committees.

OISE IT Development Priorities Group – members chosen to reflect a variety of academic and administrative perspectives; mandated to recommend priorities for solutions development by EC software development team.

Ongoing informal consultation with deans, chairs, and unit heads.


8. What mechanisms do you use to get feedback from stakeholders?

CNS In addition to the regularly scheduled meetings listed above, feedback is also received by direct contact with a stakeholder, the student press, the nw and sys-admins lists, and senior administration responding to complaints.

AMS AMS has a communications plan which involves meeting many different groups on campus to provide information about AMS services but also to solicit feedback on the services already provided or for new services required by the group. The plan evolves meeting with various business officer groups across the campus and groups with specific interests.

SIS Representative(s) from the client community must approve any system enhancement or development before it is implemented. Client Representatives are in frequent contact with the their clients, all of whom are stakeholders. ROSI help is a constant source of feedback from students and staff stakeholders.

Library Information Technology Services conducts focus groups with users when developing and prior to implementing new services and system interfaces. Later this year the Library will be implementing a User Panel that will solicit feedback from participating members of the U of T community.

Library – IC o We and the Library have online and paper feedback forms. o Library representatives and clients give feedback on service offerings

during development. o Direct interactions and feedback via Help Desk and IC service reps and

support staff. Library -RCAT

Surveys, one on one meetings, the RCAT steering committee, ACAC, feedback from workshops surveys, consultation with peer groups that share the same stakeholders e.g., the OTA. Priorities are set based on need.

Strategic Computing

Frequent meetings with multiple university constituent groups.

Telecom E-mail listserv, customer meetings.

UTM User Surveys, Town Hall meetings, Committees, Email, and consultation with individual departments/personnel.

Web Committee, CIO Advisory Council, Computing Services Meetings, Learning Technology Team, and Computing Committee

Priorities are always set for projects that would benefit the most users. The Computing Committee (a standing committee of the Erindale College Council) is consulted as well.

Computing Services have an annual planning retreat in which we actively reflect on how to improve our services and as well plan for new initiatives. We also conducted a survey of our user base last year.


UTSC IITS has conducted and will continue to conduct focus groups with students, staff and faculty to get feedback. IITS will also be conducting broad user surveys in the coming year.

IITS also gets extensive feedback on administrative and academic (teaching and research) requirements through the help desk and classroom/lab support we provide.

APSC In order to achieve the above purpose, meetings were scheduled with the Faculty Offices in order to gain information on IT Liabilities and focus it into the following areas of interest to IT.

Area Reviewed Type of IT System/Process

1. ROSI / AMS / RRS UofT Systems

2. MS Office 3. Graphics / Miscellaneous

office productivity software 4. Training on productivity

software

Productivity Software

5. Email / Exchange 6. Storage production and

maintenance 7. Tools for Decision Support 8. Documentation on existing

processes 9. Web site hosting / CMS 10. Event Management 11. Security software and

training 12. Backup needs 13. Wireless access / VPN access

/ FTP needs 14. ECFPC hand-me-downs and

other Infrastructure needs analysis

15. Need for Roaming profiles on the APSCADM domain

In-house Faculty solutions or processes

A&S Through an inclusive and rigorous academic and resource planning process, Arts and Science is advancing its commitment to offering the highest quality education to all qualified students, regardless of financial circumstances, and to providing an academic environment that prepares students to participate in society as informed global citizens, and that promotes the production of internationally acclaimed scholarship and innovative research.

al & d Our primary mechanism to get feedback is direct personal contact.

Dentistry o Online user satisfaction surveys are administered to students, faculty and staff


o Incident ticketing system automatically deploys a brief satisfaction survey when an incident is closed

o Major ICT projects include user needs analysis in the front end and success indicator analysis in the backend, as part of the project terms of reference (e.g. Departmental Exchange implementation, hardware refresh, Blackboard implementation)

Law- Faculty Direct communication. Information committees. Random sample communication. Email solicitation. Formal and Informal Surveys.

Law – Library We conduct student surveys every two to three years.

Medicine We have not yet established any formal feedback mechanisms beyond direct communication with members of the Discovery Commons, though we are planning on the use of targeted surveys to gauge customer satisfaction with our Helpdesk services.

OISE - Link to web-based service feedback survey included with every closed ticket. - Suggestion/Complaint form at reception desk - Consultative fora listed above - Ad hoc focus groups on specific topics (e.g., Blackboard implementation) - Annual meetings exclusively for grad student and teacher ed student union

representatives - CIO is ex officio member of Faculty Council; CIO and Director Academic Technology attend Council’s Research Standing Committee ex officio

PE & H To date, informal consultations. A formal departmental review is scheduled for this year.

Rotman Program services Office uses a variety of surveys, questionnaires, meetings and focus groups through out the year for all manner of feedback including IT related issues from students and faculty. The Dean and his senior management group conducts periodic Town Halls were a wide range of topics are discussed and students provide feedback. New features, web applications, systems and portal modules are piloted with a small group to solicit their feedback before they are released in the production environment.

SGS For formal projects project proposals will be submitted and will be followed up with requirements gathering sessions with selected users and stakeholders. For these more major projects priority will be determined by the Director and the Dean considering predicted costs, relative merit, appropriateness of existing or central systems and the institutional goals of the School and the University.

For less formal and less extensive projects, enhancements or “fixes” or to develop larger project proposals input is gathered through conversation with


stakeholders, email solicitation of feedback or surveys, small group discussions and occasionally at larger stakeholder meetings (e.g., sessional meeting of graduate administrators).

Social Work Feedback from IT committee members and online satisfaction surveys

Woodworth We generally use email and occasional meetings to get feedback from our stakeholders. Where appropriate online discussion forums are created in order to provide ongoing support throughout the development cycle.


8a. List any service level agreements established with stakeholder groups?

CNS CNS has no formal, explicit SLAs with their stakeholders, but WTS is moving in this direction.

SIS Hours of system availability (e.g. student web service) are published

Library There is a service agreement between the University of Toronto Libraries and the Ontario Council of University Libraries for the Scholars Portal services.

Telecom There are no service level agreements for telecommunications with stakeholder groups.

UTM No service level agreements are established currently, but actively looking into it.

UTSC IITS has service level agreements with:

o Parking Services o Student Housing and Residence Life o the SCSU through the Office of the Dean of Students (pending)

Dentistry The Faculty of Dentistry Policy on Computing integrates a blanket SLA

Medicine We are just now entering into our first “support contracts” with a variety of departments, which will give these departments a defined level of support on an annual basis. This will make it easy for them to budget, and will ensure that (a) they have dedicated support to their teaching and research initiatives; and (b) their computers are maintained on a proactive basis (avoiding problems, rather than trying to recover from them after the fact). We see this as our primary support model in the future, though we will continue to provide on-demand support as well.

OISE No omnibus service level agreements, but two exist with small remote client communities.

Rotman There are no official SLA agreements with the stakeholders but service levels, support expectations and priorities, and school policies are published on a secure website that is available to all faculty, staff and students. Reports from the ticking system are used to identify service levels issues.

SGS Service level agreement for the LAN is in development. Had surveyed other divisions for theirs to use as a model but none seemed to exist.


9. What are the top 3 priorities on your planning horizon?

Dept Departmental Priorities CNS1 Enabling New Applications/Technology CNS2 Increase Availability/Effectiveness of Facilities/Services CNS3 Ensure Services Provided Meet User Needs AMS1 Upgrade and New License Agreement with SAP AMS2 More Self Serve Web Applications AMS3 Ontario Educational Collaborative Marketplace SIS Web interface to ROSI for administrative staff SIS Institutional Data project SIS Development of ‘web services’ for Portal/Blackboard

Library_1

Implementing n to a) improve efficiency of processing materials from order/receipt to availability, and b) provide more effective services for the University community.

Library_2 Implementation of archiving, discovery and delivery platforms for a) e-journals, and b) e-books

Library_3 Implementing a new integrated front-end interface for the Library catalogue and Scholars Portal electronic resources

The Information Technology Services priorities are based on discussion with and review by senior Library managers.

Based on Library staff responses to the 2006 Library User Survey information technology service items with high rankings for importance and low rankings for satisfactions, the top three priorities are:

Library_4 1. The Library catalogue Library_5 2. Electronic books Library_6 3. Electronic journals Library – IC_1 Supporting Wireless devices Library- IC_2 Supporting changes to UTORmail (Microsoft Exchange, Outlook, etc.)

Library-IC_3 Improving client communications (implementing open-source FAQ software, etc)

Library – RCAT_ 1 Migrating Learning System users from legacy systems to Blackboard

Library – RCAT_2

Planning the Summer Institute Project that will see RCAT, St George librarians, UTM instructional librarians and the OTA assist 10 instructors (five from St George, five from UTM) in the development of technically advanced Blackboard courses that can be showcased to the University.

Library-RCAT_3

Planning the Innovative Teaching and Technology event. An annual showcase of previous ITCDF grant winners, three seminars, two hands on “mini-clinics” and a number of poster tables.

Telecom_1 RFP for Centrex service Telecom_2 Cost containment


Dept Departmental Priorities Telecom_3 Migration of technology platform (analog/digital to Internet Protocol)

StratComp_1 IT Services Organisational Review – to improve the way ITS are provided at the University.

StratComp_2 Implementation of People/Service Oriented Architecture framework for the definition and deployment of services.

UTM_1 Upgrade to backbone infrastructure UTM_2 UTORid/UTORmail migration of staff and faculty UTM_3 UTM Medical Academy

UTSC_1

Increasing computing support through targeted workshops and Web communications for faculty and staff, including increasing integration with University-wide communications and support facilities.

UTSC_2 Enlarge disk quotas and increase security for institutional data. UTSC_3 Improve tri-campus interaction

APSC

Training on productivity software Training on Web browsing and general reporting Documentation on existing IT systems and processes Need for IT Policy in Faculty Allow remote login access for academic staff

A&S_1

ICT Infrastructure: o Expand server capacity and space o Create “work anywhere” virtual servers o Create divisional ICT discussion groups

A&S_2 ICT Support

o Expand IT classroom support

A&S_3

IT-based academic content, research and teaching o Research tools o Teaching tools o LMS project o Unit and course Web site word marks

al & d

1. Augment existing fabrication and rapid-prototyping infrastructure 2. Augment existing printing/plotting infrastructure 3. Adapt existing CMS for faculty perspective applications and needs 4. Expand on-line collaboration throughout staff and faculty

Dentistry_1 Provide secure external access to the Clinic Management System for students by September, 2007

Dentistry_2

Expand the Dentistry wireless network to provide access in all lecture/seminar rooms and improve overall coverage throughout the building by September, 2007


Dept Departmental Priorities

Dentistry_3

Continue development of innovative, leading-edge courseware for the DDS program by mounting a courseware development project in summer, 2007. This project will leverage the success of the Dentistry Blackboard Implementation of summer, 2006, by using the same project structure, while expanding the scope by inviting collaboration with the Faculties of Medicine, Nursing and Pharmacy.

Law – Faculty_1 To provide the necessary resources to ensure that every course at the Faculty has a Blackboard course page.

Law – Faculty_2

To conduct an external information and technology audit as soon as possible in order to assess needs and current performance and determine in particular:

Law – Faculty_3 (1) timely and cost-effective methods to improve email and remote access at the Faculty;

Law – Faculty_4 (2) the appropriate number and organization of Information and Communication Technology (ICT) staff at the Faculty of Law; and

Law – Faculty_5 (3) the extent to which ICT support functions should be performed within the Faculty of Law versus the University or independent contractors.

Law – Library_1 Extend and improve wireless coverage in the Law Library Law – Library_2 Upgrade and enhance Law Student computing facilities

Law – Library_3 Wider deployment and enhanced support for the Blackboard learning management system

Medicine_1 Faculty of Medicine Expansion (including Discovery Commons renovations).

Medicine_2 Educational Technology Initiatives (Learning Portal (Blackboard)Implementation, CurrMIT, eLog, etc.).

Medicine_3 Administrative Systems Initiatives (WebCV, MedSIS, GradSIS,POWER, etc.).

Medicine_4 Administrative IT Infrastructure Upgrade (Email/Calendaring/File Sharing).

Medicine_5 Establishment of the Discovery Commons Helpdesk.

OISE_1

To maintain our capacity to meet the division’s burgeoning ICT requirements (spanning the entire administrative/academic continuum) in the face of fiscal constraint and the Education Commons vulnerability to variations in contract revenue.

OISE_2

To enhance data management efficiency within our division through improved practice and technology, and through improved interaction with centrally managed services like SIS, FIS, HRIS.

OISE_3

To rationalize our resources and services in the context of greater coherence in the delivery of technology infrastructure, data, and academic computing services across the University -- between our division and central services and among new partners across a network of divisional service providers.


Dept Departmental Priorities

OISE - note The first two arise from community dialogue. The third is a facilitative priority to accomplish the first two.

PE & H_1 Migration from Netware to Microsoft servers for the main Faculty servers

PE & H_2 Splitting of the Faculty network into two subnets to all for growth in the research labs and to facilitate expanded UTORcwn coverage

PE & H_3 Implementation of electronic payroll system

Rotman

1. Infrastructure changes to accommodate growing demands including wireless and system resources such as larger mailboxes and network storage.

2. Incorporating additional collaborative tools and enhancing existing ones for teaching, research and program delivery within the portal system.

3. Planning staffing, services and technology for the new building and the expansion of the MBA programs.

SGS_1

Enhancement of the graduate Online Admission Application system, notably to receive references and some supporting documentation electronically.

SGS_2 Review of the graduate webspace and Calendar including the content management/ticketing system

SGS_3

Movement of content and applications to the University portal (requires development of adequate security and identification for groups not currently identified categorized in UTORAUTH)

SGS_4

Development of comprehensive academic programs, staff and governance database (graduate programs, accreditation processes, Faculty and graduate unit contacts, SGS directory, integration or cross reporting with data from HRIS and ROSI)

Social Work na


9a. What are the top 3 priorities on your stakeholders’ horizon?

Dept Stakeholder Priorities

CNS_1

AMS/SIS want web access for administrative staff, DR capability, Business Continuity in the face of physical or staff disruptions, improved security, remote access, encryption, faster, better, cheaper services.

CNS_2 Students want fast, anytime, anywhere access to LMS, ROSI, WEBmail, personal WEBpages, wireless, music, video and movies.

CNS_3 Faculty/Staff/Researchers want safe, fast, transparent access to local and remote services.

SIS

There is general agreement on one priority which is: Web interface to ROSI for administrative staff. The extremely diverse nature of our stakeholders makes it difficult to determine their other priorities. Registrars in large divisions have different priorities than in small divisions. Divisional registrars in large divisions differ among themselves. Departmental administrators of graduate studies differ from undergraduate administrators, etc...

Library_1 Expanded collections of electronic resources (more resources and older resources)

Library_2 More convenient access to resources; easier access from home; more convenient searching of multiple databases; improved search function

Library_3 Computer workstations (more, additional applications, faster) UTM_1 Wireless Coverage UTM_2 E-mail UTM_3 Extended helpdesk hours

UTSC_1 Negotiate and install a back-up connection to the downtown campus for redundancy and business continuity.

UTSC_2 Improve communications on services available across the University. UTSC_3 Increase wireless capabilities on campus. UTSC_4 Upgrade classroom technology.

al & d na

OISE/UT na

Rotman

1. Increase the reliability and capacity of the wireless network to accommodate student needs. Expanding enrolments over several years, new academic programs, and the increased use of all forms of digital media has put demands on the system that it was not designed for

2. archiving). The evolution of email systems from a messaging system to one that incorporates file/archiving, larger research data files, extensive use of digital material has all stakeholder using and wanting more resources.

3. Developing web based applications and systems that simplify


Dept Stakeholder Priorities processes and provide easy access to informational resources.

Social Work_1 Upgrading and maintenance of computers to meet current needs Social Work_2 Upgrading student computing lab Social Work_3 Research computing support Woodworth_1 Academic Writing Centre online system enhancements Woodworth_2 Woodsworth College Residence System enhancements Woodworth_3 Academic Bridging Program online application and database migration Woodworth_4 Online Payment system for International Programs (ISP/SABR)


12a. Describe major upgrades, organisational changes, or implementations that you anticipate will affect your operations in 6-12 months. Dept 6-12 Month Horizon

CNS

Backbone network renewal, including core and edge switch replacement, fibre reinforcement and wiring closet environmental amelioration.

CNS Complete the migration of Netware users to the UTORcsi environment.

CNS Begin implementing higher operational effectiveness to cope with future budget cuts.

CNS Provide seamless integration of email, calendaring, PDAs. CNS Expand and update wireless network. AMS None

SIS Implementation of web interface to ROSI for administrative staff

SIS Development of ‘web services’ for Portal/Blackboard

SIS Assuming responsibility for providing the data for MTCU count; including addition of 2 staff positions

SIS Addition of two Java developers for portal applications

Library

During the next several months the implementation of new electronic book and data delivery platforms will require the installation of from 12 to 16 Intel based servers.

Library

Depending upon available funding a new integrated front-end interface for the Library catalogue and Scholars Portal electronic resources will be implemented.

Library

No major organizational changes are anticipated. As opportunities arise as the result of normal staff retirement and turnover, staffing requirements will be reviewed.

Library-IC Operating system migration for servers supporting PAF workstations.

Library-IC Implementation of FAQ software for client support. Library-RCAT User base will increase for Blackboard. Library-RCAT Staffing needs may change as a reflection of that Library-RCAT RCAT computers will need upgrades

Library-RCAT RCAT will implement two mission critical building blocks for the Blackboard system.


1. Completion of first phases of IT Services Organisational Review.

2. Expansion of Blackboard user base to 30,000 people. 3. Implementation of new guidelines for securing data,

business recovery, Web style.


Dept 6-12 Month Horizon

Telecom Organization change – creation of management position in telecommunications

Telecom RFP for Centrex Telecom RFP for cellular service UTM Network Backbone UTM IT Strategic Plan UTM Consolidate Help Desk UTM UTM Medical Academy UTM Document Management and Workflow UTM HSM archival option for the Central Storage

A&S

Double centralised server capacity

Implement a remote desktop format which will be provided by a Windows Terminal Services

Build a communication bridge between the entities [IT staff from centres, institutes, programs and colleges.]

al & d

1. Spread and adapt use of SharePoint for collaboration, sharing 2. Network refresh – make all connectivity 1Gb and higher 3. Self-monitoring infrastructure – through using MS Operations Manager 4. One click deployment - SMS 5. One account - UTORauth desktop authentication 6. Expand Rendering Farm to support Video rendering and conversion.

Dentistry

In addition to scheduled initiatives outlined in the Computer Services Long Term Project Plan, Dentistry plans to implement a faculty-wide online procurement and inventory system.

Law - Faculty Email and calendaring system. Law - Faculty Web server and database server upgrades. Law - Faculty Storage solutions.

Law - Library Network infrastructure upgrades (both wired and wireless) to improve speed and response time.

Law - Library Workstation upgrades to take advantage of newer software

Law - Library File/Print server upgrades. Wireless printing enhancements.

Law - Library Web Server upgrades.



Medicine

The Faculty of Medicine expansion project will mean a major focus on the use of videoconferencing as a primary means of delivering educational experiences. It will involve significant space renovations (including the integration of all of the Faculty’s central IT staff into a new, purpose-built location), a major investment in new high-definition videoconferencing equipment, and increased staffing levels for technical and faculty support, and training. All of this is already underway, and will be well established within 12 months.

Medicine

The planned upgrade to our Administrative IT infrastructure will significantly enhance our current communication capabilities, with thin-client (browser based) access to all resources, built-in mobile support for a variety of device types, ample network storage space for all user email and files (greatly increasing data security)

OISE/UT Gigabit building network upgrade

OISE/UT Migration from Netware to Windows Server 2003 for file & print sharing

OISE/UT Integrate server authentication systems with UTORauth OISE/UT Virtualization of data centre servers to VMware

OISE/UT Set up Disaster Recovery site in another building on campus

OISE/UT Challenge: absence of University-wide data security policy

OISE/UT Challenge: reliability and stability of campus backbone gateway connection to Internet

OISE/UT Expanded support for qualitative and quantitative research software use

OISE/UT Expansion of Blackboard user base

OISE/UT Modulate the impact of new budget model on cross-divisional collaborations

PE & H Migration to MS servers from Novell PE & H Upgrade of key business servers PE & H Creation of new student computer lab

PE & H Expanding of UTORcwn coverage in the AC, Varsity Stadium, and Varsity Arena

PE & H Splitting of the Faculty subnet into 2 subnets PE & H Opening of the new Varsity Stadium

PE & H Implementation of new electronic timesheet system for casual staff

PE & H Graduate student enrolment increases


Dept 6-12 Month Horizon PE & H IT departmental review

Rotman

In the next 6-12 months there are a number of changes that will take place that are staff and support intensive and may have an impact on the users if not well executed.

o On the system side the majority of the servers in our production, staging and development environment will be refreshed as a lease renewal. The replacement systems will use Blade technology and virtualization architecture. This refresh will also include upgrading to Exchange 2007 from Exchange 2003. Conversion needs to be done with little or no interruption to the users.

o Roll out MS Office 2007 suite to all users, and migrate to VISTA operating system as the new standard. Issues of training and software compatibility need to be addressed at multiple levels.

o Redesign and refresh the wireless network technology to accommodate the increase in the number of students now in the program plus building capacity for future MBA program expansion. There is also a need to address bandwidth issues and quality of service (QOS) on the wireless and wired networks due to the extensive use of digital media in the program.

o Two new MBA programs will start in this time frame adding not only more students but these programs will be run outside the normal hours we currently operate. Extending the hours of I.T. support will be challenging.

One area that has grown significantly is the demand for digital media services. Increasing the staff complement is necessary to keep up with the demands. Classroom lectures are being record and made available on the Student portal, faculty are using or creating video material for use inside and outside the class, guest lectures, event speakers are recorded and rendered for a variety of web services.



SGS

upgrade of network infrastructure - upgrade to 10/100 switches. UTor Authentication for Active Directory accounts, LAN services, and web-based applications; Use of Webdav for electronic transfer of files (and procedures to create and manage remote end user AD accounts); Use of encryption for transfer of files on removable media and laptops; Smart Room implementation in 3 rooms (Fixed LCD, Wireless Access, etc.); Linux-based firewall to replace ISA server; Portal/intranet implementation; Implementation of file plan and possible doc management application. Programs database development


12b. Describe major upgrades, organisational changes, or implementations that you anticipate will affect your operations in 1-5 years. Dept 5 Year Horizon

CNS

Complete deployment of UTORauth to institutional systems, FIPPA requirement conformance, evolve SecurID cards to T-Card, Federated Identity Management.

CNS

Expect to upgrade Internet connectivity to multiple Gigabit pipes to accommodate more video, more SPAM filtering, integrated phones, SOA, new as yet un-thought of services.

CNS Deliver an integrated set of mobility services over future wireless technologies

AMS Implementation of the Budget Planning and Simulation module from SAP

AMS Implementation of the Personnel Cost Planning module from SAP;

AMS

Broadening the use of functionality provided by SAP using the integration of SAP and MS Exchange as a user front end;

AMS The development of the Netweaver platform to expedite the delivery of services through the web;

AMS

More focus on business process improvement with the introduction of technology available in SAP R/3 and in ERP 2005 as we upgrade in 2009.

AMS Closer integration with the student systems;

SIS Growth in the use of ‘web services’ may necessitate new kinds of infrastructure

SIS Growth in the use of the portal may necessitate an increase in capacity the mainframe processor

Library There will be a need to upgrade/replace processing and storage capacity acquired between 1997 and now:

Library

The systems now operated on the SUN platforms will be migrated to Intel based platforms and the SUN systems will be phased out.

Library

The systems now operating on the IBM platforms will be migrated to Intel based platforms and the IBM platforms will be phased out.

Library

The IBM mass storage now being used will be replaced by new devices with higher capacity and speed.


Dept 5 Year Horizon

Library

In general, there will be a continued demand by the University community for access to more locally archived electronic resources. These resources will require additional processing and storage capacity.

Library-IC

Continue to respond accordingly to the changes in the types of software used and services consumed by our clients.

Library-RCAT

RCAT may be required to provide some support the commerce module for Blackboard if it is implemented across the university.

Library-RCAT

RCAT may be required to provide some support for the Portal component of Blackboard as that component adds more function and features

Library-RCAT New Building Blocks may need testing Library-RCAT Servers will need upgrading


1. ITIL-like service model 2. SOA 3. Major changes to the delivery of learning vehicles

and communications channels.

Telecom Migration of technology (analog/digital to Internet Protocol

UTM Network core redundancy UTM Disaster Recovery Plan UTM ITIL UTM Change Management System UTM IT Governance UTM Upgrade of Wireless Infrastructure UTM VoIP UTM RFID

UTSC

IITS restructured technology and support services over the past five years. As such, no further organizational changes are anticipated over the next five years. However, more collaboration is expected with other units across the University.

UTSC

It is expected that institutional business continuity objectives and other tri-campus collaborative projects may affect IT operations at UofT Scarborough. Changes may involve:

UTSC - tri-campus data backup and system continuity capabilities


Dept 5 Year Horizon

UTSC - development efforts aimed at creating and supporting applications for use University wide.

A&S Create additional virtual space for image, data and sound repositories. Increase support for “work anywhere” idea

al & d 1. VoIP PBX with integration to Exchange 2007 2. Alumna services/portal 3. Building IT envelope refresh – new ways and approaches to deliver services

Dentistry

All hardware listed above is leased and is scheduled to co-terminate in two years (with the exception of the phone system, which is owned and will be end of life and out of support within two years). This will provide the opportunity for a complete hardware refresh of all of the Faculty’s ICT systems within the 09/10 fiscal year.

Law File server upgrade. Law Network Switch and infrastructure upgrades. Law Wireless Access points and infrastructure upgrades.

OISE/UT Long term impact of new budget model on central services and cross-divisional collaboration

OISE/UT Increased integration of OISE solutions with enterprise offerings

OISE/UT Increased coherence across campus in delivery of infrastructural, data and academic technology

PE & H Opening of the Centre for High Performance Sport PE & H Server refresh PE & H Laptop refresh PE & H Desktop refresh PE & H Electronic classroom refresh PE & H Continued expanded graduate student enrolment PE & H Change in University email & scheduling packages PE & H Change in Business software package PE & H Upgrade of gate control software

PE & H Implement recommendations of formal departmental review

PE & H Change in OHIP & clinic billing system


Dept 5 Year Horizon

Rotman

Over the next 5 year the school will be under going major changes with a new building, expanding student enrolments, and increase numbers of faculty and staff which will have an effect on I.T. Services and resources.

o There will be a need for on-going assessment of the impact on IT support and services, and staffing requirements as programs expand and hours of operation are extended.

o Identifying and implementing the next generation technologies that supplement and support teaching, research and administrative functions. Integrated messaging, video-on-demand, Web 2.0 and 3.0 applications are all within this time frame.

o Developing or acquiring tools for the teaching that would include simulations, collaborative modelling, and self-paced e-learning courses.

SGS

Implement Citrix Presentation Server and thin client technology to address remote access needs for disaster planning purposes; possible implementation of clustering for mission critical applications; Rewiring of all network ports to Category 5 cabling; Upgrade servers when software is available to Exchange 2007, the next version of Windows Server, and SQL Server 2007; Upgrade all workstations to Windows Vista, or possibly look at open source options (Linux).

Social Work Replacement of existing computer inventory

Woodsworth

We do not anticipate any organisational changes or major upgrades in the next 5 years. All of our capital equipment is replaced on a rotating schedule (4-5years).

Woodsworth

The online booking system developed by Woodsworth College to service all U of T (St George Campus) Writing Centres will continue to be developed and expanded during the next 3 years.

Appendix D Self-Study Responses - University of TorontoDigital+Assets/Provost/... · services and...

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