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Report of the Chancellor's Campus-Wide Task Force on Administration and Reengineering

PART II: Reengineering

Identification of Processes for Reengineering

B. Computing and Telecommunications

Define process to be improved:: Technology is generating effective and efficient environments for the creation, validation, preservation, and dissemination of knowledge. These are the primary activities of all institutions of higher learning, and thus communications technology will be a critical element in the University's future. The information age is supported by the networking and telecommunications infrastructure.

What are the perceived problems?: The networking, computing, and telecommunications needs of campus constituencies are diverse.
Many entities within the University have created their own "computing and networking" staffs and infrastructures to overcome the deficiencies of the current system.
The clear trend in the technology is away from centralized computing facilities toward distributed facilities. Distributed facilities are closer to the end user and thus can be more responsive to their needs.
KU's administrative and accounting systems are based on outmoded "home grown" software and are difficult to use.
The processes put in place as a result of a reevaluation of campus networking, computing, and telecommunications must anticipate rapidly changing technology.
Radical change from the status quo needs to be instituted to address the deficiencies in the current system; the current system was designed for a by-gone era.

What is the evidence of the process(es) problems? Consumer input, relevant data?: Focus group transcripts, October 1995
Interviews with senior administrators, September-October 1995
Letters from campus community, Fall 1995

What issues or questions should be addressed?

The process of allocating resources for campus computing and telecommunications services needs to be examined.

--- Should computing and telecommunications be viewed as similar to the library in its core importance to KU, and funds from central administration used to support the campus computing and telecommunications infrastructure?
--- Should the present commitment of such institutional funds for computing and telecommunications be reassessed accordingly?
--- Should there be a system of subsidies, e.g., support of data communications with income from basic telephone service, or support of classroom computing facilities with income from research overhead? Are subsidies counterproductive?
--- In existing systems, how are fees set? How is the income from fees used? What is the justification for user fees?
--- Is it counterproductive to institute charges to users when those charges might discourage the use of technology? Some view the charges for access to networking and computing as arbitrary and unnecessary. Could such actions make KU noncompetitive in the long-term?

What process should be established to provide all units with responsive computing, networking, computer maintenance services, and consulting?: --- Should units be encouraged to continue the trend of developing their own networking and computing staffs?
--- What process would assure the availability of these critical services to individuals and units not capable of generating their own infrastructures?
--- Should customers have direct control over the service providers? Would the service providers be more responsive if they "live" with the customers and the customers directly evaluate their performance?
--- Are there any core responsibilities in such a system that would of necessity be managed in a centralized unit? If so, what are they?
--- What core responsibilities, facilities, and/or services might evolve out of today's structural components?
--- Should a consulting service evolve out of today's structure? If so, at what level or levels and to what technological level would the consulting services be provided?

How can a balance be obtained between what is needed for the centralization of authority and responsibility and decentralization of assured delivery of service and services?

No process exists to involve all critically dependent customers in defining computing and telecommunications requirements. Any new system should assure the representation of all consumer types and constituencies during the design process.

What process would best facilitate the transition of the campus from its current state (that is, one lacking in ubiquitous networking infrastructure and state-of-the-art administrative software systems), to modern facilities that would position KU to be competitive in the future?

What processes are needed to provide campus-wide software and hardware acquisition and maintenance, including site licenses, as well as access to expert consultants for common hardware and software matters?

How should off-campus access to campus computing and networking resources be provided?

Should all or some of computing and telecommunications be outsourced?

How should outside expertise be used to assist in the reorganization of computing, networking, and telecommunications?

Who are the stakeholders in this process? Who should be involved in its improvement?: Students
Faculty and staff
Computing, networking, and telecommunications staff

Who are related providers?: Provost
Department of Facilities Operations
Purchasing Office
Design and Construction Management

Is the improvement of this process likely to be a short-term or long-term task?: Long-term task

What is the desired outcome of the improvement of this process?: Ubiquitous access to appropriate state-of-the-art networking, computing, and telecommunications for students, faculty, and staff.

Are administrative savings likely to result? How?: Specific savings are unlikely; however, state-of-the-art networking, computing, and telecommunications will make KU more productive and competitive.