AAIITTSS AAnnnnuuaall PPrrooggrreessss RReeppoorrtt

FY2008

AAAIIITTTSSSAAAnnnnnnuuuaaalllPPPrrrooogggrrreeessssssRRReeepppooorrrttt

FY2008 AITSAnnualProgressReport

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TableofContents

Notetothereader.................................................................................................................. 3

Introduction ........................................................................................................................... 3Mission ............................................................................................................................................ 4Vision............................................................................................................................................... 4Values .............................................................................................................................................. 4

StatusofStrategicGoals ......................................................................................................... 6

FY08ProjectProgress ............................................................................................................ 9

KeyMetrics .......................................................................................................................... 17

AITS100‐DayReviewandFY09StrategyPreparations–byMichaelHites ............................. 20

AITSLeadershipandManagementTeams............................................................................. 30

FinanceandFunding............................................................................................................. 31

Staffing................................................................................................................................. 33

AITSEmployeeAlumniInstitutions ....................................................................................... 35

AITSEmployeeAcademicConcentration............................................................................... 36

AITSEmployeeDemographics............................................................................................... 37


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NotetothereaderThisisthefirstannualprogressreportfortheUniversityOfficeofAdministrativeInformation

TechnologyServices(AITS).ThedocumentisintendedtoprovidetheUniversityofIllinoiswithinformationabouttheroleofAITS,theAITSplanningprocessandourprogressreachingUniversitygoals.Ourobjectiveistopublishaninformativeandrelevantdocumentthatfostersacollaborative

discussionaboutadministrativeinformationtechnologyservicesthroughouttheUniversity.

AITSwouldliketorecognizeallofthepartnersandcustomersthroughouttheOfficeofPlanningandAdministration,UniversityAdministrationandthefourcampusesthathelpedcreatethecontentforthisdocument.Ourcollaborativerelationshipshelpustounderstandtheclient’sneedsandproducethe

bestservicespossible.

ThisreportfocusesonthepeopleofAITS,aswellastheprogressandplanningactivitiesthattookplaceinFY08(July1,2007toJune30,2008).Sincethisisanewdocument,feedbackisanimportantpartofimprovingthereport.Ifyouhavesuggestionsorcorrections,pleasecontactMichaelHitesat217244

[email protected].

IntroductionTheUniversityOfficeofAdministrativeInformationTechnologyServices(AITS)providessupportfor

departmentsthroughoutUniversityAdministration(UA)andthefourcampusesoftheUniversityofIllinois.TheUniversityofIllinoishasawiderangeofdepartmentsoutsideofAITSthatprovideITservicesinsupportofbusinessoperations.Tovaryingdegrees,AITSpartnerswiththesedepartmentsto

provideandmaintainapplicationssupportingtheadministrativetechnologyneedsoftheUniversity.

Eachday,hundredsofcustomerrequestsforassistancegetresolved.Tensofthousandsofproductionjobsarescheduledandexecuted–ontimeandaccurately.Vendor‐supportedandlocally‐writtenapplications,operatingsystemsandthecomputingenvironmentarekeptcurrentandsecured.Systems

anddatabasesaremonitored,tunedandserviced.Valuablediskstoragespacegetsallocatedamongcompetingdemands.Firewallssuccessfullykeepoutintruders,andhundredsofthousandsoffilesarebackedupeverynighttosecuretheUniversity’sinformationassets.

AITSstaffworkdailywithourkeydepartmentalpartnersandend‐usersintheanalysis,design,

developmentandtestingofnewapplicationsandenhancementstoexistingapplications,allofwhichsupportthebusinessprocessesoftheUniversity.AITSsupportsandmaintainsover160applicationsandapproximately1,000operationalreports.AITSanditspartnerorganizationscompleted40newITPC

projects(9morethanlastyear)and404workrequests(projectswithlessthan80hoursofeffort).Inaddition,AITSsupportsboththeserverandtheworkstationenvironmentsformanyUAandcampusunits.Desktopcomputersareupgradedandupdated,softwaredistributed,operatingsystemsarekept

current,anti‐virusandanti‐spamcapabilitiesaredeployedandmakeourworkmoreefficientandenjoyable.


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Eachofthesecriticaltasksrequireseffortandcloseattentiontodetail.Carefulengineering,planningandexecutionbytheAITSstaffguidetheseimportantoperationseveryday.ThesuccessofAITSis

directlyattributabletoourcollaborativerelationshipsandtotheeffortsofatalented,dedicated,well‐trainedandhighlyfocusedteamworkingconsistentlywiththebestofintentionsandinterestsoftheUniversityofIllinoisinmind.

InFY08,AITSexperiencedsignificantchangesinadministrationandgovernance/leadership.AITSnow

reportsthroughDr.DougVinzant,SeniorAssociateVicePresidentPlanning&Administration,andwehaveanewAssociateVicePresident,Dr.MichaelHites,leadingAITS.WhilemanysignificantaccomplishmentshavebeenmadeinFY08,webelievethattheysetthestageforouractivitiesinFY09.

Mission

AITSrevisiteditsmission,visionandvaluestoverifythattheystillwereeffectiveinchartingourdirectionandcommunicatingourpurpose.AITSusesthemissionandvisionstatementsofitsparentorganization,PlanningandAdministration(PA).Thestatementsofmission,visionandvaluesdescribe

ourpurposeandguideourservicestotheUniversitycommunity.

Missionstatement:TobeasourceofcompetitiveadvantageandvaluefortheUniversityofIllinoisbyprovidingawiderangeofinformationsolutionsandservicestotheUniversity’scampuses,operatingunits,andexternalstakeholders.

Vision

WewillberecognizedandactivelysoughtoutasastrategicpartnerfortheUniversityofIllinois’campuses,operatingunits,andexternalstakeholdersbyprovidingawiderangeofinformationsolutionsandservicesthatareaccessible,timely,accurate,andresponsivetocustomerneeds.Ourdiverseunits

willcollaboratewitheachother,thecampuses,otheroperatingunits,andexternalstakeholderstoproactivelyidentifyopportunitiesandthreats,mitigaterisks,planfutureinitiatives,andsolveproblems.

Wewillbeknownforourintegrityandunyieldingdedicationtocustomerservice.

ValuesAITSincorporatesallofthePAvaluesandhasaddedtwoadditionalvaluestatementsthatrelatetoinnovationandleadership.Everythingwedowillbedrivenbyafocuson

resultsandthefollowingvalues:

People–Peopleareourmostimportantasset.Wewillrecruit,develop,andretainhighlyskilledstaffatalllevelsinourorganizationthroughawidevarietyofprofessionaldevelopmentactivitiesandopportunities.Ineverythingwedo,westrivetoreinforcethevalueweplaceonpeopleinourorganization.

Information–InformationinallitsformsisourcurrencyandthesourceofunderlyingvalueweprovidetotheUniversity.Weviewitasanassettobeverified,analyzed,disseminated,andprotectedappropriately.Informationisbuiltonafoundationofdatabutalsoincludescontext,interpretation,andfocus.Atitsfoundation,trueinformationisorganizedaroundhumanroles,responsibilitiesandneeds,notmanagementoftechnologysystems.


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CustomerSatisfaction–Westrivetoprovidethehighestlevelofservicepossibletoourcustomersbasedontheirneedsandourcapabilities.

ContinuousImprovement–Wedemonstrateacontinualefforttoimprovejob‐relatedknowledge,skills,andperformancethroughbothformaltrainingandindividualstudywiththeoverallintentofenhancingservicetoourcustomers.Weidentifyandsharelessonslearnedfrombothoursuccessesandfailures.Weproactivelyseekandidentifywaystoimprovepersonalandteamperformance.

Integrity–Weareforthcoming,truthful,ethical,andsincereinourwordsandactions.Wekeepourpromises.

Accountability–WetakeresponsibilityforourindividualworksaswellasthemanagementandstewardshipoftheUniversityinformationresourcesandotherassetsentrustedtoourcare.

TransparencywithSecurity–Wewillprovideappropriatelevelsofbothtransparencyandsecurityinouractivities.Werecognizethattheseforcescanbecompetingandwecommittobalancingthemwhennecessary.Wewillcontinuallylookforwaystoenhanceboth,challengingoldstandardsandcommonpractices.

Safety–Wewillcreateandsustainasafeenvironment.Thisincludessafetywithregardtoourstewardshipofinformationandtraditionalelementsofpersonalsafety,aswellastheabilitytoexpressideasinaprofessionalandappropriatemanner,andinanenvironmentofinclusivity.

Stewardship–Weconsiderboththelong‐termwell‐beingoftheUniversityandtheshort‐termimperativesfacingitinthedecisionswemake,theactionswetake,andtheadviceweoffertootherleadersacrosstheUniversity.

Leadership–Weanticipatecustomerneeds,provideinnovative,cost‐effectiveandsustainablesolutions,anddeliverreliablesystemsandinfrastructure.

Innovation–Werewardinnovationandcreativityandsupportcontinuouslearningthroughtrainingandcollaboration.Weaspiretobeaninformationtechnologyleaderandprovidebestpracticetechnologysolutionsandservices,balancingthecriticalneedforoperationalstabilitywithinnovationandrisktaking.


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StatusofStrategicGoalsIn2006,AITScreatedmanystrategicgoals.Thesegoalsaresummarizedbelowandarebasedon

previousAITSplanningexercises.ThesegoalshelpformthebasisforourdepartmentandindividualITservicegoals.Includedwiththegoalsareexamplesofprogressrelatedtothegoals.

1. Identifyopportunitiestoimplementbestpracticestoensurehighvalue,costeffectiveadministrativeITsolutionsforourcustomers

• ITILServiceManagementEssentials,v3Foundation,andServiceDesk,IncidentandProblemManagementtraining

• Foundationlevelcertificationachievedby16AITSemployees• OLAagreementandprocessimprovement• ITILServiceCatalogCreated• ServiceDeskparticipationinnationalHDIcustomersatisfactionsurveysinceApril2007• CoordinationoftheCMMIeffortunderway• UIUC,AITS&CITESdatacenterstudy• ContinuedUAITconsolidation• UnicenterHelpDesktoolpurchased(forincident,problemandchangemanagementworkflow)• CAConfigurationManagementDataBase(CMDB)purchased

2. DevelopandexpandouradministrativeITsysteminfrastructuretoimproveadministrativebusinessfunctionsandfacilitateaccesstoenterprisedataforourdepartmentalpartners.

• EstablishedandcontinueddevelopmentofIntegrationCompetencyCenter(ICC)• DevelopedEASWebServiceandproducedanEASWebServiceguideforcustomers

3. Improveservicedeliverycapabilities,enhanceservicedeliverymanagement,implementimprovedmetricstodemonstrateresultsandpromoteorganizationaltransparency,andcreatenewandeffectiveforumsforcustomercommunication.

• CreationofPortfolioManagementOffice(PMO)• Developedstandardjavaapplicationdevelopmentmodel• Documentation,standards,frameworks,andprocessimprovements• Performancetuning• Establishedapplicationvulnerabilityscanprocedures• TrainingofAITS&non‐AITSstafftobetterresearch&communicateaboutpersonidentityissues• SoftwareEngineeringProcessGroupandPortfolioManagementOfficeco‐createdtheSoftware

Development/ProjectManagementLifeCycleprocessdocumentation• AITSwilltrain,pilotandrollouttheSD/PMLCtotheorganization• Clarityimplementationexpandedto400+usersinsevenUIorganizations(AITS,BIS,HRIS,DS,iCard,Global

Campus,Facilities&Services)• Oracleback‐upfilesystemmovedtolessexpensivedisktechnology,allowingredistributionofdisk• Newtechnologies/processestomodifyhowthereportingcopyofBanneriscreatedandensuringthe

reportingcopyisavailableatthebeginningofthebusinessday• EAIClientmeeting• Customersatisfactionsurveysinuseorindevelopmentforworkrequests,productionsupport,ITPC

projects,deployment,andServiceDesk.


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4. Leveragetalentanddeveloppoolsofsynergyinordertoincreaseworkplaceproductivityand

enhanceitsabilitytodeliverhighqualitysolutionstoaddresstheadministrativecomputingneedsoftheUniversityofIllinois.

• 99+%ofperformanceappraisals/developmentplanscompleted(FY07)• ParticipatinginthePAperformanceappraisalprocessattheconclusionofFY08• 18searchesconducted• Pilotedmanagementdevelopmentprogramacrosstheorganization• RecommendedmanagersforparticipationinFryeandHarvardLeadershipDevelopmentprograms.

Throughoutthepastyear,AITShascollaboratedwithpartnersthroughouttheUniversitytoaccomplishmanysignificantprojects,forexample:

• HistoryMakersgolive• HRFrontEnd

developmentandtesting• GlobalCampus

implementationandsubsequentprojects

• EAS2.0• ICCNNetworkcompletion

• ProofPointimplementation

• AppScanimplementation• Rapidshutdown

proceduretesting• Studentdocument

imaging• BusinessContinuance

updateandannualtest

• Intrusionprotectionpilot• BomgarBoxdeployment• OBFSeProcurement• CASServerconsolidation

forStateofIllinois• Webvulnerability

scanning

Additionally,AITSteamshaveworkedverycloselywithourdepartmentalpartnersonmanysignificantupgradesthatareinprogressorcompleted,including:

• AppWorx• Banner8betatesting• Banner8upgradeanalysis• Bannerfinancialaid

(ongoing)• BannerFinanceRelease

7.3• BannerJavaPlugIn(JPI)• BXS5.3• BusinessObjectsXI• CASv4.0andBetaTesting

• DARwin• Domino• Enterprisemessaging

brokerstoSonicMO7.5• ERWin• FAMIS/FCPWeb• InfoEd• jInitiator

decommissioning• jPointcashiersoftware

upgrade

• MicrosoftOffice2007• Oracle10g• RightFax• SiteScope• Solaris10• StoragearraysandDVRs• VeritasVM• WhatsUp• Workflow• ViewDirectforNetworks

4.2

Finally,AITSsupportsmanysystemsandapplicationsattheUniversityofIllinois.Thelevelofsupportvariesdependingontheapplicationandtherelationshipbetweenourdepartmentalandvendor

partners,andtheservicesinclude:

• AdAstra• ALAS• Altiris• ApplyYourself• AppScan• Appworx• AttributeMaintenance• Axiom/OCRforAnydoc• BannerForms

• BannerSelfService• BannerXtenderSystems• BenefitsPended• BOMGAR• BusinessObjects• CampusRecreation• CAPS• CAS• ChangeControl

• Charities• Citrix• Clarity• Codebook• CollectionsApplication• ContractDocuments

System(CDS)• ContractorAnnual

Prequalification


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• CrossFoapal• CVS(ConcurrentVersions

System)• DARS• DARWin• DataBeacon• Desire2Learn• Drupal• EAS(Enterprise

AuthorizationSystem)• Elluminate• Evisions• FABWeb• Famis• FCPWeb• FringeBenefit

Assessment• FringeBenefit

Encumbrance• GrantLoader• HistoryMakers• HRPayAdjustment

Authorization• HRPayMassChange• IBMLotusDomino• iBuy• Infinet(UI‐Pay)• InfoEd• Informatica• InvoluntaryDeduction• ITDProcesses• LDI(LuminisData

Interchange)• LoadRunner

• LuminisPortal• MAPCalculation

Application• MediEase• MicrosoftExchange• MicrosoftSQLServer• Nelnet• Oracle• OracleStreams• ParameterEditor• PayrollAccruals• P‐Card• PEAR(ProtectedEmail

AttachmentRepository)• PendingDegreeList• PHD/COS(payrollHistory

Database/ChangeofStatus)

• PITR(PersonnelInformationTransmissionReport)

• PMUTracker• PNP(Proficiencyand

Placement)• PRMS(PersonnelRegistry

MgtSystem)• PRZM• QuickTestPro• REPTPROD• RetroPay• RightFax• RunnerAddress

Verification

• SACS(StateAppropriationControlSystem)

• SalaryPlanner• SalePoint• SAS• SciQuesteProcurement• SecurityApplication• SharePoint• SiteScope• SonicMQ• Stateoffset• StateRuleCode• StateSalaryEncumbrance• SunGardWorkflow• TBC/TCE(TestBased

Credit/TransferCreditExtract)

• TestScoreLoader• TimeTicketing• Tomcat• TuitionWaiver• TuitionWaiverEligibility• UndergradGuaranteed

Tuition• UnicenterServiceDesk• Unimon• uPortal• Upside• Urchin• ViewDirect• WorkStudy• Workflow


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FY08ProjectProgressHRFrontEnd

ThemultiyearHRFrontEndprojectworkcontinuesandisonscheduleforimplementationinJanuary

2009.Priortoimplementation,theHRFrontEndapplicationrequiresathoroughtestingprocesstoensuretheapplicationdeliveredisasspecifiedbytherequirements.Thetestingscriptshavebeenfullydevelopedandthetestingprocessbythecampusesiscurrentlyinprogress.Oncetheusertestingis

complete,theexistinglistofdefectsremainingwillbeprioritizedandworkedwiththecampusestoretesttoclosethedefects.

GlobalCampus

AITSassistedwiththeimplementationofGlobalCampus,whichwentliveonDecember9,2007.TheworkwasguidedbythegoalsoftheGlobalCampusandwascompletedthroughapartnershipbetween

GlobalCampusstaff,thevendorsthatsuppliedthetechnologytoolsandAITS.TheGlobalCampustechnologyplatformiscomprisedofbothvendor‐hostedandAITS‐hostedsolutionsincludingintegrationswiththevendor‐hostedproducts.TheprincipleproductsinthecurrentGlobalCampus

technologyplatforminclude:

• GlobalCampuswebsite• LuminisPortal

• RegistrationFrontEndapplication• Desire2Learn

• Elluminate• EnterpriseAuthenticationServices(EAS)• NelnetBannertoolkit

SupportforthetechnologyplatformproductsisdistributedamongtheGlobalCampustechnologystaff,AITSandtheproductvendors.

PreviousworkcompletedinSeptemberof2007forthiseventincludedthesegregationoftheBannerWebTailordatatoallowforthecreationoftheGlobalCampusAdmissionsmoduleinBanner.

SomeofthenewtechnologiesintroducedwiththisprojectincludetheuseofOracleRealApplication

Clusterdatabase,highavailabilityformanyoftheGCapplications,andtheuseofOracleStreams.

FromJanuarythroughJuneof2008,AITSworkforGlobalCampusOnlineUniversitycontinued,buildingontheworkdoneduringthefirstphase.Projectsinclude:enhancementstosolutionsimplementedduringphase1,suchastheinterfacetoElluminateandtheRegistrationFrontEnd;furtherintegrationof

GCandTraditionalCampusprocesses,suchastheFinancialAidreportingproject;andprojectsthatweredeemedlowerpriorityfortheinitiallaunch,suchasRegistrationFrontEndandFinancialAidInterfacesproject.SinceJanuary2008,2projectshavebeencompletedand13projectsareinprogressasofJune

30,2008.


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Banner8.0upgrade

AITS,alongwiththeassistanceofothercampusunits,participatedintheBannerBeta8upgradeandtestingprojectinconjunctionwithSunGardrunningfromJanuarythroughMarchof2008.Thisallowed

theUniversityofIllinoistogetanearlylookatthismajorupgradealongwithsomeofthehighlightswhichincludedamajordatabaseconversiontotheUnicodemulti‐characterset,anOracleversionupgrade,andadditionalnewfunctionalityinmuchoftheBannerproductsuite.Thisalsoallowedusto

identifybothfunctionalandtechnicalissuesassociatedwiththenewreleaseofBannerandtooffercriticalfeedbacktothevendortoaddresstheseissuespriortothegeneralBanner8releasebeingmadeavailabletoallclients.

EffortsarecurrentlyunderwayworkingontheBanner8Analysisproject.BecauseBanner8.0isamajor

releaseofBannerwithconsiderablenewandenhancedfunctionalitythatspansallBannermodules,itisnecessarytoconductathoroughanalysisoftheproducttodeterminetheeffort,resourcerequirements,andtheapproachthatwillbeinvolvedintheactualupgradetothenewrelease.AcompleteBanner8

environmenthasbeensetupandtestingisunderwayofthenewsoftwarerelease,includingtestingoftheinitialreleaseofallofthecontractedSunGardmodificationstotheBannersystem.TheresultsofthiseffortwillbeusedtocreateatemplateoutliningtherequirementsfortheBanner8upgrade

project,whichistentativelyscheduledtobegininlate2008andconcludeinmidtolate2009.AITSiscurrentlyworkingwithrepresentativesfromstudent,finance,andHR/payrollfromallfourcampusestodetermineanimplementationdateforBanner8.X;thisdateshouldbefinalizedbyAugust18,2008.If

thenegotiatedimplementationdateisearlierthanAugust1,2009,Banner8.0willbeimplemented.IftheimplementationdateisAugust1,2009orlater,Banner8.1maybeimplemented.

InformationTechnologyPrioritiesCommittee(ITPC)ProjectWork

TheITPCProcesswasformallyreviewedthisyeartodetermineifchangesorenhancementswouldbe

necessarytotheexistingprocess.Theresultsofthereviewproduced9formalfindingsandrecommendationsthatareintheprocessofbeingimplementedintotheprogramfornextyear.Therecommendationsincludedrevisionofcharterandscope,providinggreaterguidanceonstrategic

elements,developmentofacrossfunctionalprioritizationprocessforfunctionalareas;useofsubcommitteestohelpwithmanagementofthequeue;thechargeofthesubcommitteetofacilitatecrosscampusdevelopmentoftemplates;conductingfacetofacemeetingstoreviewaccomplishments

andbenefits;theconductofpostprojectsurveysrelatedtoprojectperformance(success);developmentofacommunicationplantoaddressquestionsraisedinthereview;andtoseekAAMTinputandapprovalontheserecommendations.ITPCactivitiesforFY08includethecompletionof40projects(9

greaterthaninthepreviousyear)withanadditional29inprocessatyearend.Theaverageprojectrequired2,699hoursofworkwithanaverageof450daystocompletion(fromsubmissiontocompletion).DuringFY08,$1.5Mrecurringwasprovidedtofundthiswork,$231Kwasusedfor

mandatoryprojectsand$1.27Mfordiscretionaryprojectwork.AITSused23.4baseFTEandanadditional17.6consultant/backfillAITSemployeesforthiswork.AdditionalinformationanddetailsmaybefoundinthefullFY08ITPCAnnualReport.


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BXS5.3Upgrade

UpgradeoftheBXSApplicationtoversion5.3whichincludedanupgradeoftheDocumentumsoftwareaswellasamovetonewermorestablehardwareandsupportforredundantloadbalancing.This

releaseincludednumeroussecurityfixesaswellasneededfunctional,technicalandperformanceimprovements.

AxiomImplementation

ThegoliveoftheAxiom/AnydocApplicationandinterfacetoBannerwassuccessful.TheAxiom/AnyDocapplicationinterfacetoBannerprovidedsuccessfulsupportfortheStudentServices

DocumentImagingInitiativeinresponsetoanexpressedneedtostrengthenUniversitystudentadministrativesystems,enhancetheefficiencyandeffectivenessofservicetonewandcontinuingstudents,andreducethelargevolumeofpaperdocumentsprocessedbetweenandamongcampus

units.

ThisinitiativeprovidesopticalcharacterrecognitionfortheUniversityasanautomatedwaytomanagestudentapplicationsinanexclusiveon‐linevenue,creatinganelectronicenvironmentthatfacilitatescommonformatsresultinginsavingsincostandefficiencywhileatthesametimeprovidingexpeditious

servicewithappropriatedocumentsecurityandstorage.

BannerUpgrades

ThreeregulatoryFinancialAidupgradewereimplementedtotheBannersystemaswellasanupgradetoBannerFinanceversion7.3.

JavaPlugInforBanner

TheneedfortheJInitiatorclientsoftwaretoconnecttotheBannerAdministrativeFormswaseliminatedbytheimplementationoftheJavaPlugIn.Inconjunction,twolargepatchsetupgradeswere

alsoappliedtotheOracleApplicationServerswhichallowedforincreasedsupportoftheBannerApplicationforusewithInternetExplorer7andtheMicrosoftVistaoperatingsystemaswellasa

decreaseinoverallusersupportticketsforBannerconnectivityissues.

BomgarImplementation

Aremotedesktopassistancetoolwasresearched,selectedandimplemented.TheBomgartoolwasimplementedtoimproveAITScustomerservicetoremotedistributedclientstomoreefficientlyassistwithresolvingcustomerissues.Thistoolalsoprovidestheabilitytodopresentationsacrossdifferent

locations.

HistoryMakers

AITS,inpartnershipwiththedepartmentofLibraryandInformationSciencesandvariouscampusorganizations,implementedtheHistoryMakersprojectacrossthethreecampusesoftheUniversityofIllinois.ThisprojectfocusesonthepreservationofAfricanAmericanhistorythroughthepresentationof


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thousandsoforalandvideorecordingsofinfluentialAfricanAmericans.AstheITpartnerinthispilotproject,AITSfocusedondeterminingthebestwaytoimplementtheInformediaDigitalVideoLibrary

retrievalsystem(IDVL)developedbyCarnegieMellonUniversitywhichisusedastheelectronicdeliveryandcatalogsystemfortherecordings.AITSwasinstrumentalinredesigningtheimplementationarchitecturetoallowtheclienttobeinstalledonover900machinesacrossthecampusessothatthey

canallutilizeasinglecentralmediarepository.TheIDVLclientwasincorporatedinnumerousHistoryandAfricanAmericanStudiescoursesacrosstheUniversity.

EnterpriseApplicationService(EAS)2.0

EnterpriseApplicationService(EAS)wasenhancedsignificantly.Theenhancementsprovidedtheability

foruserstochangeorresettheirEnterprisepasswordsfromtheloginscreen.Userswerenotifiedviaemailwhenapasswordhasbeenchangedorreset.TheenhancementsalsoincludedextrasecurityforGlobalCampusstudentsbyrequiringstudentstoanswersecurityquestionstheyestablishedfor

verificationofidentitypriortoresettingtheirpasswordifitisforgotten.

uPortal

TheUniversityofIllinoisinitiatedaprojecttoimplementaUniversity‐widePortalusinguPortal.ThisprojectisbeingcoordinatedbyCITES,withsupportfromAITSandITorganizationsfromeachcampus.AITSprovidessupportoftheuPortaldatabaseandservers.AITSdevelopedasolutiontosupplyreal‐

timeBannerdataforthestudentcourselistportlet.WewillcontinuetoworkwithCITEStosupplyreal‐timeBannerdataandhelpthemidentifywherereal‐timeBannerdatacouldbeused.

MiscellaneousUpgrades

NumerousrequiredapplicationorhardwareupgradeswerecompletedforbutnotlimitedtoPCard,AdAstra,InfoEd,Altiris,Workflow,andViewDirect.

WebContentManagementProject(WCMS)

AITSisworkingwithvariousUAdepartments(OBFS,PlanningandBudgeting,DecisionSupport,UniversityRelations,HRIS,andVPTED)toimplementacentralizedmulti‐siteWebContentManagement

System(WCMS).Thissystemwillallowforanefficientmanagementofvariousinternetwebsiteswiththousandsofpages,multiplecontenttypes,variedaudiences,andnumerouscontentowners.AsuccessfulWCMSwillprovidethetoolstoautomatemuchoftheprocess—includingcontentinput,

organization,storage,coordination,review,andpublishing—inatimelyfashionusingaconsistentmethodandformat.Suchsystemwillremovemostoftheday‐to‐dayburdenofsitecontentmanagementfromITstaffandempowerfunctionalcontentowners,fosteringagreatersenseof

ownershipandbuy‐in.TheWCMSwillalsofacilitatemorerapidandconcurrentcreationandmanagementofcontent‐centricsites.


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ActionalforServiceOrientedArchitecture(SOA)Operations

Actionalisamonitoringsoftwarethatprovidesend‐to‐endvisibilityacrosstheentireEAIinfrastructure.Thissoftwarewillaccelerateproblemresolutionandmitigatetheriskoftheincreasedusageofthe

infrastructure.TheEAIinfrastructureprovidescriticalservicesformanagingcommunicationamongtheenterpriseapplicationsacrossthethreecampuses.ItfacilitatesauthenticationtoBannerandrelatedsystems,handlesinteractionwiththeiBuysystem,supportsNESSIE,servicesGlobalCampus

applications,andprovidesothercriticalservicessuchasthesupportofcriticaladministrativeprocesses.TheuniquefeatureaboutActionalisitsFlowMappingtechnology,whichrelatesbusinessprocessexecutiontotheunderlyingSOAITactivitywithoutmanualmodeling.Thistechnologycapturesservice

levels,processmetricslikeadmission,andkeybusinessindicatorsandpresentsthemforsimultaneousviewingandanalysis.

EnterpriseArchitectureCommittee(EAC)EstablishedtheAITSEnterpriseArchitectureCommittee.Thiscommittee’sroleistoassistinthe

development,articulationandadoptionoftheITEnterpriseArchitectureframeworkandprocesses.Thepurposeofthearchitectureframeworkistodirectorguidearchitectureinitiatives,ensurethatorganizationalperformancealignswiththestrategicintentofthebusiness,ensureITresourcesare

engagedtoreflectprioritiesandarchitecture‐relatedrisksaremanagedappropriately.AsthecommitteereviewsandrecommendsarchitecturalchangesitwillconsidertheroleofAdministrativeITatthe

university.TheAdministrativeITroleistoenabletheimplementationoftheUniversity’smission,goals,objectivesandstrategies.

CommitteeChair• Interimco‐chairs‐AminKassemandScottHarden

CommitteeMembers:• NyleBolliger

• JeffHeckel

• BrianSchoudel

• TodJackson

• MarlaMcKinney

• ChrisBarton

• TroyeKauffman

• MartyMcLain

• AliceJones

• LindaFletcher

• NickRiordan


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VulnerabilityScansforWebApplications

AITSimplementedatool("Watchfire")toscanpurchasedapplicationsforsecurityvulnerabilities.Severalissueshavebeenidentified,andhavebeencorrectedbyimplementingserverconfiguration

changesorbyworkingwiththevendorstoresolvetheissues.IncidentManagement,NotificationandForensicProcedures

AITSservesasaprimaryresourceforresolvingsecurityincidentsinthebusinessinformationenvironment.Someoperationalprocedureshavebeenimplementedwhichaddressissueswith

workstationscompromisedbyvirusesand/oraredeterminedtobethesourceofanomalousnetworktraffic.ProceduresarebeingdevelopedtoprovideguidelinestostaffinordertomeetlegalandHR‐relatedrequirements.AUAprocedureforreportingincidentsbyendusershasbeendevelopedand

published.RFP/ContractPreparationandReview

AITSstaffhaveservedonseveralprojectswithotherPlanningandAdministrationunitstoprepareandevaluateRFPs(RequestForProposals).ThereisalsoaprojectcurrentlyunderwaybytheArchitecture

committeetocreatestandardtechnicalandsecuritysectionsforwritersofRFPstoincludeintheirdocumentandtomodifyasneeded.

UAAcceptableUsePolicy

AITSimplementedprocessestosupporttheUAAcceptableUsePolicytohelpensureonlyapprovedusershavetheabilitytoremotelyconnecttoUniversityresources.

UnitSecurityContact(USC)UserAccessReportsAITSSecurityAdministrationpublishedthefollowingUserAccessreportsinViewDirect.

• TheUSCSummaryreport• TheUSCFinanceaccessreport• TheUSCHR/Payrollaccessreport• TheUSCStudentaccessreport

ThesereportsprovideallUSCsagoodfoundationoftheBanneraccessgrantedtousersintheUSCdepartments/unitsincludingaccesstoSocialSecurityNumbers(SSN).USCscanusethereportsto

periodicallyverifyBanneraccessgrantedtousersisappropriateandapproved.Inthefuture,AITSSecurityAdministrationwillworkwithDecisionSupporttocombineourreportstoassisttheUSCs.Additionally,aViewDirectUserAccessreportwillbecreated.


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WorkwithVendorstoImproveTheirProducts

AITSmakesextensiveuseofvendedproducts,themostsignificantbeingSunGardBanner.AITS,inconjunctionwithuserdepartments,activelyworkswithallthesevendorsinanefforttoinsuretheycontinuetomakeenhancementstomeettheUniversity’sneeds.Examplesofsucheffortsinclude:

• DesignofthenewBannerEnrollmentManagementSystem• DesignoftheMultiYearEncumbrances,LaborDistributionandEffortReportingfunctionality

thatwillbeincludedinoneormoreBanner8.xreleases• DesignoftheFinancialAidElectronicAwardletterenhancement• DesignofthesecurityenhancementsthatarebeingimplementedwithBanner8• MembershipontheAdAstraadvisoryboardtoprovideguidanceonproductimprovementand

direction• LeadershiproleontheBannerLargeSchoolConsortiumthatprovidesguidanceforproduct

enhancementsofinteresttolargeschools• MembershipontheSunGardPillarcommitteewhichisaforumforCIOstoprovideinputand

guidancetoSunGardonproductdirection• ParticipationinBanner8betatesting• ParticipatedinbetatestoftheRedLantern(formerlyDARS)courseapplicabilitysystem(CAS)

version4.0.ParticipationintheHigherEducationITCommunity

AITSencouragesstaffmemberstoactivelyparticipateinvendorandindustryactivitiesthatenableustodescribetheimportantprojectsweareperformingandtoshareknowledgeandinsightwe’vegained

withothers.Examplesofthisinclude:• AtotalofsevenpresentationsweremadebyfourindividualsattheSunGardSummit

Conference.SummitisthemajorconferenceforusersofBanner.Thepresentationtopicsincluded:

o DatabaseconversiontechniquesforBanner8o ManagingBannerdatabaseperformance(2uniquepresentations)o UseofBanner’sdocumentimagingtechnologyinasharedenvironmento ImplementingComplexMinimumWageIncreaseso UseoftheBannerCommonMatchingfunctionalityo UseofPostalQualitySoftwarewithBannero PanelmemberataGartnerconferenceonouruseoftheSonicmessingsystemo ParticipantintheCICapplicationsdirectors’groupo ParticipantintheCICAdministrativeInformationSystemsDirectors/DeputyCIOsgroupo ParticipantsinmanyconferencesandorganizationssuchasEducause,SCUP,PESC,IMS

andJA‐Sig

AwardsTheUniversityofIllinoiswasawardeda$50,000MellonAwardforTechnologyCollaboration(MATC)

forthecontributionsmadebyAITStotheOpenEAIProject.ThemissionoftheAndrewW.MellonFoundation’sPrograminResearchinInformationTechnologyistoencouragecollaborative,opensource


P a g e |16

softwaredevelopmentwithintraditionalMellonconstituencies.TheMATCprogramrecognizesnot‐for‐profitorganizationsthataremakingsubstantialcontributionsoftheirownresourcestowardthe

developmentofopensourcesoftwareandthefosteringofcollaborativecommunitiestosustainopensourcedevelopment.

TheUniversitywillusetheawardtoestablishgraduatefellowshipsforqualifiedstudentsinappropriateprogramstoworkforoneyearintheAITSIntegrationCompetencyCenter(ICC).ThestudentswillbeassignedtointegrationprojectswiththeICCteam.


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KeyMetricsAITShasbeenestablishingandcollectingbaselinemetricsduringFY08inordertobettermeasuretheeffectstotrendperformanceandvalidateintendedimprovementasweimplementourstrategicinitiatives.

Asamplingofhighlevelmetricsormeasurementincludes:

• Banneraccountsloginstatistics• Bannermodificationsintest,inproduction,retired• Bannerpatchesintest,inproduction,retired• Bannerselfserviceavailability• Changecontrolnumber,rate,severity,status,bysystem,andsuccess• Clarify(troubleticket)ticketstatistics,averagetimetorespond,closure,aging,severity.• DailynumberofterminatedBannersessionsandnumberofusers• Equipmentage,workstation,laptop,server,disk,switches,etc.• Financialbudgettoactualperformance• Firewallalertsandassociatedstatistics• GlobalCampusavailability• ITPCprojects;startandfinishstatus,overallprojectstatus,budgetstatus,schedulestatus,

&barrierstatus.• Proofpoint(antispam)statisticsofrejectedorrestrictedemail.• Serverdemographicsfor561physicalserversand81virtualservers• Serveroperationalreports(riskstatus)• Criticalserveruptime(andcorrespondingoutagetime)• ServiceDeskstatistics,timetoanswer,abandonrate,calllength,averagewaittime,customer

satisfaction• Actualstaffingtostaffingauthorization• TippingPointintrusiondetectiontop10attacks,sources,andseverity.• Unplannedunavailabilityofsystemservicesbysystem• AppScanwebapplicationscanningstatistic/severity

Figure1describestheavailabilityofBannerSelfService.Thepercentagesareobtainedthrough

monitoringsoftwarebySitescopethatmimicstheuserexperiencethroughtheself‐serviceproduct.Althoughuptimestatisticscanbeproducedforanycomponentwithintheservice(e.g.server,operatingsystem,webapplication),AITSmeasuresavailabilitybasedontheuserexperience.

SimilartoFigure1,Figure2measurestheavailabilityoftheGlobalCampusservices.BecausetheGC

servicesrequireadifferentservicelevelthanotheradministrativeapplications,AITSmeasurestheseseparately.


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Figure1‐BannerServicesOverallAvailability

Figure2‐GlobalCampusServicesOverallAvailability

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OverallBannerSelfServiceUserAvailability

Availability(excludingplannedoutages)

Availability

0102030405060708090100

OverallGlobalCampusAvailability

AvailabilityminusPlannedOutagesAvailability


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Figure3‐CustomerSatisfactionIndex

Figure4–WorkRequestSatisfaction

Figures3and4describetheoverallsatisfactionwithourresponsetohelpdeskquestionsandservicerequests.

0

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HDICustomerSacsfacconIndexOverallExperience

AllParscipants

Score


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AITS100‐DayReviewandFY09StrategyPreparations–byMichaelHites“CampusesInitiate,UniversityAdministrationFacilitates”

ThissectionisthenextstepofcompletingthestrategicplanningprocesswithinAITS.Thefollowingis

writteninformallyandsometimesinthefirstperson.Thisisnottypicalbusinesswriting,butIbelieveitiseffectiveforthisdocumentsincemanyoftheviewsarepersonalandhavenotbeenfullyvettedwithallAITSemployees.

IhaveheardthequoteaboveseveraltimessincearrivingattheUniversityofIllinois.Althoughthe

quoteinnotmine,IbelievethatitaccuratelydescribestheroleofadministrationattheUniversity.IfyoureadthroughthestrategicplanningdocumentsfortheUniversityofIllinois,itisevidentthattheleadershipofeachcampusistryingtoidentifyareasofstrengthtomakethecampusesbetter,which

simultaneousmakestheUniversityofIllinoissystembetter.OurjobinAITSistoassistintheimplementationoftheplanningprocessbyimplementingadministrativeinformationtechnologyservicesthatmeettheoperationalbusinessneedsoftheUniversity.

Thissectionrepresentsasummaryofsteptwoinathree‐stepprocess.ThefirstinvolvedtheAssociate

VicePresident(me)learningabouttheAITSorganization.ThesecondwasareviewoftheconstituentneedsthroughpersonalmeetingswithleadershipandmanagementthroughouttheUniversity.ThethirdwillbetoworkdirectlywithAITSemployeesandourdepartmentalpartnerstoreview,discuss,

developandcompletetheactionitemswithinthisdocument.

Therearemanywaystoapproachstrategicplanning.Somemethodsinvolvelarge‐scalecollaborationlikeanannualconferenceoraretreatwhileothersaremorehierarchicalwithspecificstrategycomingfromexecutiveleadership.Forthisyear,thestrategiesdescribedherearemorelikegeneralizedaction

itemsgeneratedthroughdiscussionswithAITSemployeesandourcustomersoverthepast100days.Iexpectthatthisprocesswillbedifferentnextyear,butIthinkthisisagoodwaytocontinuethediscussion.

TheOriginalAVPJobDescription

ThejobdescriptionfortheAssociateVicePresidentforAITSdescribedthebasicfunction:“The

AssociateVice‐PresidentforAdministrativeInformationTechnologyServices(AITS)willprovidetheleadership,vision,strategy,overallmanagementandaccountabilityforenterprise‐wideadministrativeinformationtechnologyservicesfortheUniversityofIllinois’threecampuses.Asastrategicleader,the

AssociateVice‐PresidentwilldirectandmanagetheAITSunitsandensurethattheinfrastructureandapplicationsprovideanenvironmentthatisresponsivetocustomerneeds.Thepositionisstronglyfocusedonensuringahighquality,transparent,andcustomerserviceorientedAITSorganization.”This

seemstobeconsistentwiththepast100days.

Inadditiontothepositiondescription,therewasalistofgoalsforthefirst12‐18months,namelytheAVPwillbeexpectedto:


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• DevelopandgainapprovalonastrategicplanandvisionforAITSthatwillbeconsistentwiththeorganization’sgoalsandobjectives.

• Becomefullyintegratedintothemanagementteamandbeperceivedasasolidteamplayerwhohascredibilityandintegrity.Willbearegularcontributortothediscussionsatmanagementmeetings.

• Maximizesystems’capabilitiesanddevelopaveryserviceorientedteam.• Evaluatealldirectreportsandmadeanynecessarychangesinstaff,establishingastable

organizationthatissupportiveofstaffandofferscareergrowthanddevelopmentopportunitiestoaidinretention.

Sincethiswasthefirstsetofgoalsgiven,theyareimportanttofinishbytheendofFY09(June30,2009).

InformationManagement

AccordingtoWikipedia,“InformationManagementisthecollectionandmanagementofinformationfromoneormoresourcesandthedistributionofthatinformationtooneormoreaudiences.This

sometimesinvolvesthosewhohaveastakein,orarighttothatinformation.Managementmeanstheorganizationofandcontroloverthestructure,processinganddeliveryofinformation.”

AttheUniversityofIllinois,fourcampuses(Urbana,Chicago,SpringfieldandGlobal)sharemanyadministrativesystemsandservices,buttheindividualcampusesalsohavetheirownsystemsanddata

sets.Furthermore,partnershipsaresometimesformedbetweentwoormoredepartmentsorcampusestobuildorpurchaseinformationsystems.Thiscreatesanenvironmentwhereitmaybeconfusingtoidentifythedatacustodiansandwhattherolesareforthevariousdepartmentsthroughout

thedatachain.

AITSisresponsibleformanyadministrativeinformationtechnologyservicesthroughouttheUniversity.NoteveryadministrativesystematUofIismaintainedbyAITS,andAITSisrarelythedataownerforthesystem.Inreality,therearemanydepartmentsthatprovidecritical,authoritativedata,whichaddsto

thecomplexityoftheinformationmanagement.Becausedatausedincampus‐basedsystemsandwithinotherofficesthroughoutUniversityAdministrationtypicallytouchesaservicemaintainedbyAITSatsomepointinthedatalifecycle,itisimportantthatinformationmanagementbeashared

responsibility.

AITShasseveralresponsibilities,andalsosharesmanyresponsibilities,inmanaginginformationtechnologyservices.Formanyenterprisesystems(usuallydefinedasanauthoritativesystemusedbymultiplecampuses)AITSinstallsandmaintainstheinfrastructuretoruntheserviceinasecure

environment.Forcampus‐basedsystems,AITSoftenprovidesdatasetsandconnectivitytothecoreenterprisesystemsfordepartmentstobuildlocalizedserviceswithenterprisedata.Inaddition,otherUAofficessuchasDecisionSupport,HumanResourcesInformationSystemsandtheOfficeofBusiness

andFinancialServices,providecriticallyimportantinformationsystemsandservices.TheUniversityofIllinoiswillcontinuetohavemanyresponsibleofficesthroughouttheUniversity,andtheinformationmanagementstructuremustrecognizethisrealityandbeconstructedaroundit.


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AITSandDecisionSupport(DS)arejointlyworkingwithdepartmentsthroughoutUofItoformalizetheinformationmanagementframeworkwiththegoaltodocumenttheinformationinfrastructureandwork

togethertodevelopaprocessformeetingtheneedsofeachconstituentinusingtheinformation.Theresultingdocumentwillbeusedtocreatetheinformationmanagementstrategy.Finally,anarchitectureconsistingforhardware,software,securityandpolicieswillbecreatedbasedontheneedsofthe

University.Therewillbeacollaborative,writtenplantocreateand/ormodifythesecurityandprocessinfrastructuretoensurethattheUniversityknowshowtofindanduseitsdataandinformation.Thisarchitecturelikelywillbethebasisforthenextdecadeofwork.

Intheend,itmustbeeasiertoworkwiththedataneededtodoyourjob.Thereneedstobealignment

betweenAITSanditspartnersandconstituentstomakesurethat1)endusershavetherighttoolstoworkefficientlyandeffectively,2)informationaccuracyandsecurityareasharedpriority,3)thenumberofauthoritativedatasystemsandapplicationsremainssmalland4)everyonethroughoutthe

Universitycangetthehelptheyneedwhentheyneedit.

EquipmentandServerSpace

Serverroomsrequireexpensiveinfrastructuretoensurereliabilitymaintainperformance.Atpresent,bothAITSandCITES(UrbanacampuscentralIT)havenearlyreachedcapacityintheirrespectiveserverrooms.TheAITSUrbanaserverroomisinthebasementofHAB,andtheproductionserverroomin

ChicagoisinRRB.Neitherofthespacesisstateoftheart,andonlyRRBhasroomforgrowth.TheexteriorphysicalfeaturesofRRBhavenotbeenwellmaintainedovertheyears,butthebuildingisinadesirableareaoftheUICcampus.Itislikelythatoverthenextfiveyears,bothAITSandCITESwillhave

reachedcapacity,andadditionally,therewillbeaplanforsomehowchangingtheappearanceoftheRRBareaatthecornerofRooseveltandHalstedinChicago.ThedemandforAITStohostserversfrom

bothUrbanaandChicagocontinuestoincrease.ThismeansthatAITSneedsalong‐termplanforphysicalspace.

AITSwillcontinuetopartnerwithotherITorganizationsthroughouttheUniversitytodevelopa10‐yearplanforspacemanagement.Unlessthereisasuddenchangeinpolicyorpriority,theChicagocampus

willcontinuetohosttheproductionadministrativesystemsandUrbanawillhousethedevelopmentservers.AITSwillcontinuetoprovidehostingservicesforadministrativesystemsthatdonothavesufficientcooling,powerorsystemsmanagementcapability.

People

PeoplearethegreatestassetofAITS.AITShasreviewedtheleadershipandmanagementteamsandhas

mademodificationstoimprovethesecommitteeswiththegoalofincreasingparticipationandcollaboration.Also,AITSismakingaconsciousefforttoimprovetheworkenvironmentinUrbanaandChicago.

TheAITSemployeesareknownthroughouthighereducationasleadersinadministrativecomputing.

Weareconsistentlyknownas“thelargestuniversityinstallationofourproduct”byseveralvendors.Additionally,UofIisafrequentreferenceforvendorsandarespectedpresenteratnationalmeetings.


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Often,newproceduresandsolutionsareknownatasthe“UofImethod”,andwehavewonawardsforinnovation,suchasourworkwithOracle,SunGardandOpenEAI.Thisleadershipwillcontinueintothe

future,andwewillmakesurethatourexpertiseisknownthroughouttheUniversityaswellasthroughoutthecountry.

AITSProgressReport

Itisimportanttousedatatomeasureperformance.Actionitemsareasimportanttostrategyasmetricsaretoperformance.Withoutstrategy,wedon’tknowwhatthebestcourseofactionisand

withoutmetricswecannotensurehighperformance.AITSwillpublishanannualreporttodescribethecurrentadministrativeinformationtechnologystrategiesanddocumentourperformanceoverthepastyear.Thisdocumentisimportantinourcontinuousdiscussionoffuturesystemsandservicesbasedon

theneedsofourconstituents.

SupportingResearch

Academicresearchisnotintherealmofadministrativecomputing,howevertherearetwoaspectsofresearchadministrationthatmightneedadditionalresources.Firstistheadministrationofresearch,fromtheproposalstage,totheaccounting,anduntilthecloseoutofthegrant.UofIneedsbettertools

toensurethatresearcherscanspendlesstimewithadministrationandmoretimewithresearch.Secondistheuseofadministrativedatainresearch,forexampleinthemedicalfield.AttheUICMedicalCenter,thereisatremendousquantityofpatientinformationthatisprotectedbyprivacy

regulations(thisisagoodthing).WithintheUICmedicalcolleges,thereisagrowingneedtouseclinicalinformationinresearch.Althoughthisisaspecificexample,itissimilartothegenericadministrativeITchallenge,thatis,howcanyousecurelyandreliablyshareinformationbetweenanauthoritativedata

sourceandtheconstituentsthatneedstousethedata?Withinthescopeofitsmission,AITSshouldparticipateinenablingresearchatUofI.

SupportingTeaching

EachofthecampuseshasanITinfrastructuretomeettheneedsofteachingandlearning.Thelearning

managementsystemsandtechnology‐basedclassroomsaremanagedbythecampuses.Inaddition,thenewestcampus,theGlobalCampus,canbeconsidered“disruptiveinnovation”attheUniversityofIllinois(thisisagoodthing).Ithasadifferentteachingprocessandclientelethantheothercampuses,

butitstillneedstobeintegratedwiththeonlinelearningthatalreadytakesplaceoneachofthephysicalcampuses.AITSwillhelpsupporttheGlobalCampus,andeachphysicalcampus,aswecreatenewadministrativetoolsforteachingandlearning.

ThePappasReportandOtherExternalAdvice

Moreoftenthannot,consultantsgettheadvantageofenteringandexitinganorganizationwithoutthe

typicalbattlescarsoflong‐termemployment.Theyleaverecommendationsthatsomepeoplebelieveandothersdonot.ThePappasreportisnodifferent.AITSwillextracttherelevantitemsthatwillbeaddressedandprovideaprogressupdateontheitems.


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ThePappasreport,internalauditreports,customersatisfactionsurveysandGartnerreportsallhelpustodoourjob,buttheydon’tdothejobforus.Weneedtocontinuouslyevaluateexternaladviceand

planaccordingly.AITSwilluseinternalandexternalstudiestodeterminethebestcourseofactionandplanforthefuture.

LoginCredentials

Firstandforemost,AITSneedstounderstandwhattheuniversityneedstodowithauthenticationandauthorizationandthendesignthearchitecturearoundit.Itisevidentthattherearetoomany

credentialsneededtoaccesstheUniversitysystems.Thesolutionisnotjustamatterofpickingoneservice,itispickingtherightarchitectureforconsolidationand/orsynchronizationandensuringthatthereisacommitmenttouseit.AITSwillexamineIDmanagementandworktowardsasingle,

collaborativesolution.

FundingAdministration

Administrationisperformingormanagingthebusinessoperationsoftheorganization.Withabout100,000customers,theenterpriseITservicesareanimportantcomponentofadministrationattheUniversity.Whiletheacademicmissionoftheuniversityrestswiththefaculty,theadministrativeneeds

oftheteaching,research,serviceandextensionaretheresponsibilityofeveryemployee.TheITsystemsandservicesarespreadthroughouttheUniversity,butmanyofcoreservicesaremanagedbyAITS.ItisimportantforAITStobeapartnerinmeetingthestrategicandoperationalneedsofthe

administrativeunitsthroughouttheUniversity.Theseneedsareincreasing,whichmeansthatfundingshouldincreaseaswell;however,thisisnotalwayspossible.AITSwillworktomaximizecurrentfundingandseekadditionalfundingasrequiredbythedocumentedneeds.

VendorInteraction

SomevendorsrealizethatitismoreeffectiveforthemtosellproductstothecampusesratherthantheUniversity.Whilethismakessenseformanyproducts,itcanbeadetrimentwhentheUniversityoverbuysordoesnotmakethebestuseofcollaborationaspossible.Partofthepurchasingprocessis

the“10‐pointletter”.The10‐pointletterprocesshelpstokeepAITSinvolvedinthepurchasingaspect,butthe10pointletterusuallyoccurslateintheprocessandmaynotallowforthoughtfulcollaboration.Itisimportantnottoaddbureaucracyandextradelaytoacampusproject,butitisequallyimportantto

minimizeITexpenseandmaximizebenefitfortheuniversity.AITSwillcontinuetocoordinatevendorrelationshipforadministrativeITservicesthatareusedbymultiplecampusesandwillcontinuetoassistcampusesthathaveuniquevendorrelationships.

TheVariedOpinionsofBanner

ThissectioncouldbeusedtodescribewhathappenedduringtheUIIntegrateprojectandcompareitto

whatishappeningnow.Regardlessofthepaththatwetooktogethere,thereareafewgeneralstatementsthatcanbemadeaboutthepresent.TheUniversityofIllinoisisthelargestSunGardBanneruniversityclient.Justlikeeachofus,Bannerhasstrengthsandweaknesses,andinsomeinstances,


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SunGardisnotaddressingtheweaknessesasrapidlyastheUniversityexpects.AITSwillcontinuetoenhanceBanner,butinaddition,weneedtoanalyzeeachrequesttomakesurethatwearebuyingand

buildingthebestUniversitysystems.Furthermore,weshouldalsofeelcomfortablemakingsuggestionsonpolicychangesthatmighthavepositiveimpactonoverallUniversitycapabilityandproductivity.

ItisimportantnottosimplyupgradeBannereachtimeanewreleaseisavailable.Eachnewreleasehasadditionalfunctionality,andsincetheUniversityhasmadeseveralmodificationstoBanneroverthe

years,itisimportanttoinvestigatewhetherSunGardhasmadechangestothesystemsthatcanhelpusreducethenumberandcomplexityofmodificationswhilestillimprovingfunctionality.Itisimportanttofullyanalyzeupgradeswiththeconstituentstoensureweareinstallingsystemsthatresultina

productivityincrease.AITSwillcontinuetouseBannerasthecoreERPproductandworktomaximizethecurrentfunctionalityandthefutureenhancement.AITSwillthoughtfullymodifythesystemtomeetthestrategicgoalsoftheuniversityandwillcollaboratewiththeadministrativeunitstominimize

modificationswheneverpossible.

CommercializationofAITSSoftware

SomeofthesystemsandservicesthatAITSdesignscanbecommercializedandsoldtootheruniversities.ThisisnottheprimarymissionofAITS,butitisareasonableoutcomebecausehigh‐qualityproductsaredeveloped.AITSwillcommercializeproductswhereitmakessensefortheUniversitytodo

so.AITSsupportsinnovationandwillfollowuniversitypolicytoprovideopportunitiesforemployeestoparticipateinthecommercializationprocesswhenpossible.

Strategy,BusinessStrategyandInformationTechnology

AITSisanenablerofuniversitystrategy,businessstrategyandoperations.Universitystrategycomesfromthecampusstrategicplans,businessstrategyresultsfromadministrativeofficescreatingbusiness

processestosupporttheuniversitygoals.AITShelpsmakessurethatthesystemsandservicesareinplacetosupporteachoftheseplanningprocesses.

ITPCprocess

TherecommendationsandimplementationplansfortheITPCareavailableatitpc.uillinois.edu.These

recommendationsfosterimprovedcollaborationbetweenthestudent,financeandHRsubcommitteesandbettermanagementoftheprocess.AITSwillleadtheadoptionoftheITPCprocessrecommendations.

AITSisnotITPC

PartoftheworkperformedbyAITSisreviewedandapprovedthroughtheITPC.AtpresenttheITPC

budgetrepresentsacontributionof$1.5Mtotheapproximately$15MAITSbudget.PartofITPC’sconsiderationisthe“free”useoftheAITSdevelopersandotherUAresourcesthatarenotpaidforbythe$1.5M,butareconsideredwhendiscussingthepriorities.AITSwillclearlydistinguishITPCwork

fromotherdevelopmentwork,namelymaintenanceandmandatoryprojects.


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AITSInfluencesCampusITandViceVersa

EachcampushasitsownCIOanditsownneeds.

ThefollowingarebriefandincompletecommentsonAITS’relationshipwithcampusIT.Thecommentsaremeanttobeastartingpointandnotaninclusivelist.

SpringfieldCampusIT

Beingasmallercampus,SpringfieldgenerallyhaslessITresourcesthanChicagoorUrbana.Thereare

AITSstaffmembersatUrbanaandatChicago,butnotatSpringfield.SincethereareUAemployeesatSpringfield,thereisaneedfornetwork,serverandPCsupportatSpringfield.AITSwillworkwithSpringfieldtoincreaseefficiencyofthesupportthatAITSsupplies.Althougheachcampushasprocesses

thatdon’tquitefitwithBanner,SpringfieldseemstohavetheleastamountofresourcestoworkontheseadministrativeITissues.Duringdiscussions,membersoftheUISfacultyandadministrationspecificallymentionedthestudentexperience,prerequisitechecking,betterdataforadvising,

abundanceofpaperforms,workflow,security,datawarehousing,DARS,rogueFOAPALs,andcourseevaluation.AITSwillworkwithSpringfieldcampustobetterunderstandthesechallengesandthebestpeopletoaddressthem.

ChicagoMedicalCenterIT

Themedicalcentertendstohavemoreregulationandcompliancerequirementsthanthepurely

academicenterprise,andtheresultingITservicesneedmorestructureandsecurity.ThishassomesimilaritytotheAITSenterpriseapplications,andAITSwillcontinuetocollaboratewiththeMedicalCenteronbestpracticessuchasITIL.

ChicagoCampusIT

TheChicagocampussupportsawiderangeofcustomersbecauseofitsbroadacademicprogramsand

thepresenceoftheMedicalCenter.AITShasasmallerhumanresourcepresenceattheChicagocampus,buttheneedsofthecampusaresimilartoUrbana.AITSwillworkwiththeChicagocampusto

betterunderstandtheITneedsandtodetermineifwehavethecorrectresourceallocationmodeltomeettheneeds.

UrbanaCampusIT

ThemajorityoftheAITSemployeesareattheUrbanacampus.Thismeansthatthereisagreatopportunityforcollaborationwiththecampus(AITSmustmakesurethatwearealsocollaboratingwith

Chicago,SpringfieldandGlobalCampus).AITSwillcontinuetopartnerwithCITEStoincreaseefficiencyandcollaborationinregardstoadministrativeinformationtechnology,includingsharedfacilities,greenIT,anddiscoveringtheneedsoftheendusers.


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MeasuringProgress

CAUnicenter,PMOmetrics,budgetspreadsheets,andcustomerservicesurveysallhelptomeasure

progress.Therearetwoimportantreasonstomeasureprogress.Thefirstistoknowifyouareontrackorneedtomakeachange.ThesecondissothatothersoutsideofAITSrealizethatweareevaluatingourservicesandalsosothattheycanparticipateintheplanningprocess.AITSwillcontinuetomeasure

ourprogressandservicelevelstofostercontinuousimprovementandcollaboration.

EmergencyPreparedness

EachITdepartmenthasacontinuity(disaster)plan,andtheywillprobablyworkwellinisolation.AITSalsohasacomprehensivecontinuityplanandtestplan.ItisinthebestinterestoftheUniversitytoensurethatthecontinuityplansarecoordinatedacrossthecampuseswhenpossible.Inaddition,AITS

shouldhaveashortversionoftheplantoincreaseawarenessofthebasicstepsintheplanandtomakesurethatinitiatingtheplanisasimpleaspossible.Totheseends,theUTMTshouldensurethatallcampuseshavebusinesscontinuityplansfortheelectronicsystemsandthattheseplansaretested.

AITSwillensurethatashortversion,forexamplea48‐hourtear‐outplan,isreadilyavailable.

CommunicationandExpectationManagement

Ourworkisbasedontheneedsofthecustomers.Itisimportantthatweknowwhatourconstituentsneed,butwealsomustensurethattheyknowwhatwearedoing,whenwearedoingit,howitaffectsthem,andhowwecanbettercollaborationwiththem.AITSwillprovidemoreinformationaboutour

services,projectsandprogress.AITSwillexaminecommunicationeffectivenessandenhancecurrentwebandemailcommunicationinternallyandexternally.AITSwillmeetregularlywithourconstituentsanddocumentactionitemsandoutcomesoftheseinteractions.

ProductionLevelServices

AITShasmanystrictprocessesandprocedurestoensurethatthechangecontrolandsecuritypoliciesareadheredtoatalltime.Whilethisisfeelsmore“corporate”asopposedto“academic”,itisarequirementforourproductionservices.Ourauditorsexpecttheenterprisecomputingstandardstobe

asstringentaspossible.Whilethisreducesflexibility,itincreasessecurity.AITSwillprovideapplicationsthatmeettheneedsoftheuniversitywhilestillprovidingproduction‐qualityservices.

BetterChangeManagement

Somego‐liveeventshavebeenperceivedasfailureswhileothersarecelebratedorhardlynoticed.Whilethetechnicalimplementationofsucheventsismanagedsuccessfully,thereisnotenoughemphasisonmanagingchangeasitrelatestopeople.Duringago‐liveevent,trainingandexpectation

managementarejustasimportantastheproductitself.AITSwillimprovecommunication,trainingandhelpdeskservicestoensurethatnewservicesarewellunderstoodbeforethego‐livedate.TheHRFrontEndisouropportunitytosetanewstandard.


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EveryPersonMatters,butNotEveryoneIsInCharge

EveryAITSemployeeshouldfeelcomfortablechallengingthestatusquo,andeachpersonshould

engageinhonest,politeconversation.Onceadecisionismade,weneedtosticktothegoalsandmakesurethatwearenotcontinuingtore‐assessthesituationateveryjuncture.Althoughthisisnotanabsoluterule,ithelpstomaintainprogressbecauseeachofusspendsmoretimeplanninganddoing

andlesstimeiterating.AITSwilluseopen,participatoryplanningwheneverpossiblewhilemaintainingatraditionalmanagementhierarchy.

Availability

Howmuchavailabilityisenough?Obviously,noonewantstheenterprisesystemsbedownatanytime,butitisinevitable.Creditcardcompaniesandbanksallgodownformaintenance,butwestillneedto

minimizeit.AITSwilldocumentthecosttomaintainourcurrentinfrastructureandthecosttoenhancetheavailabilitysothatwecandiscusstheoptionswithourkeystakeholders.AITSwillreviewhowthemaintenancescheduleiscreatedtoensureallcampusleadersareinformedandcanparticipate.

Security

ITsecuritygovernance,securityimplementationandsecuritycomplianceareprioritiesforAITSandeachcampus.Ingeneral,eachcampusisresponsiblefortheirownsecurityimplementationandcampus‐levelcompliance.However,thereisstillaneedtoensurethattheUniversityasawholehassomesecurity

policiesandcomplianceproceduresthatareuniversal.TheUTMTandGeneralCounselshouldberesponsibletomakethepolicyforAITS(andothers)tofollow.AITSwillcontinuetoimprovethesecuritymetrics,inparticularforenduserbreechesandportabledatadevices.AITSwillhelpanalyzeand/or

createdataretentionanddiscoverypolicies.AITSwillparticipateinUniversity‐widepolicymakingforsecurity.

Who’sinChargeofPolicies?

Frombusinesshourstoacceptableusepolicy,theredoesnotappeartobeauniversallyacceptedpolicyprocessattheUniversity.EachmajorunitcreatespoliciesandtheUniversityhasdifferentpolicies

betweencampuses.IfAITScollaboratesonthedevelopmentofadministrativeITpolicies,itwouldbegoodtoknowtheextentofthepoliciesthatarealreadyoutthere.AITSwillcreateasingleaggregatedwebsiteofITpoliciesifitdoesnotalreadyexist.AITSwillfindoutifthereisapolicyonpolicies.

GettingStudentsInvolved

Asshownbythemissionstatement,theUniversityofIllinoiswilltransformlivesandservesocietyby

educating,creatingknowledgeandputtingknowledgetoworkonalargescaleandwithexcellence.AITShasmanyopportunitiesforstudenttobothlearnandhelptheUniversity,andweshouldexaminethepossibilitiesforincludingstudentsinAITS.AITShashiredstudentsandwillcontinuetoemploy

studentsinthefuture.AITSwillworkwithacademicunitstoprovideopportunitiesforstudents.


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GreenIT

Althoughtheterms“green”and“sustainability”areoverused,theconceptsarecorrect,thatis,beas

efficientaspossiblewiththeleastpossibleimpacttotheenvironment.TherearemanysustainabilityinitiativesthroughoutUofIaddressingcollocation,virtualizationandconsolidation.InordertohelppromotediscussionaboutgreenITthroughoutUofI,AITSwillhelpsetupaUniversity‐widemeetingfor

ITdepartmentstocollaborateongreenITplanningandprojects.

ITGovernance

Bythepeople,forthepeopleisnotabadmodel.OurITgovernancemustincludetheconstituentsthatwesupportaswellastheemployeeswithAITSandUA.TheotherITdepartmentsthroughouttheUniversityhavetheirowngovernancemodelsandthecanintroduceAITStonewstudent,facultyand

staffgroupsthatcanhelpAITSbemoreeffectiveinplanning.AITSwillrefinetheexternalgovernancemodelthroughwide‐scalecollaborationwithotherITdepartmentsandadministrativeITconstituents.


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AITSLeadershipandManagementTeamsTheseteamsprovidetheleadershipfortheOfficeofAITS.Theintentistocreatethecorrectsizegroup

forthediscussionandthedecisionthatneedstobemade.Thesegroupsareaninitialstartingpoint,andtheycanbemodifiedtoaccommodatetheneedsofAITS.

LeadershipTeam(LT)(meetsbi‐weekly).Thisgroupapprovesoverarchingpolicyandsetsdepartmentaldirection.

• KellyBlock• DickHarris• MichaelHites• MichaelLyon

• SuziMcLain• Director,Information

Security

• Director,EnterpriseArchitecture

ManagementGroup(MG)(meetsmonthlybeforeorafterLT).ThisgroupprovidesadiscussionforumforspecificitemsthathavebroadimportanceforAITSandtheUniversityandrequireadditionaltechnicalandmanagementexpertise.

• KellyBlock• DickHarris• MichaelHites• MichaelLyon• SuziMcLain• Director,InfoSecurity• Director,EntArchitecture• PeggyBall

• ChrisBarton• NyleBolliger• DebCoggins• StephanieDable• JoeDeBarr• SusanFlanagin• ScottHarden• MarlaMcKinney

• MartyMcLain• BrianMetzger• BrianSchoudel• CherylParrett• AliceJones• AminKassem

AITSCouncil(Council)(meetsbi‐monthly).ThisgrouprepresentsalloftheemployeeswithinAITSandprovidesavenueforwidespreaddiscussionanddisseminationofpolicies,procedures,strategies,goalsandothertechnicalandadministrativeitems.

• KellyBlock• DickHarris• MichaelHites• MichaelLyon• SuziMcLain• Director,InfoSecurity• Director,EntArch• PeggyBall• ChrisBarton• RitaBates• NyleBolliger• SteveBriney• DebCoggins• CarlaCorzine• StephanieDable

• JoeDeBarr• SusanFlanagin• ScottHarden• JasonHeimbaugh• AliceJones• MaryJones• AminKassem• TroyeKauffman• MarlaMcKinney• MartyMcLain• BrianMetzger• CherylParrett• BrianSchoudel• JohnTwork• WayneBuswell

• DavidD'Urso• JeffFletcher• LindaFletcher• JeffHeckel• BenMartinez• PaulMasters• MikeNevill• DebbiePeterson• AlanSchuele• CharlesSchultz• CaroleStephenson• JeanieThomas• RobynVelazquez• DaveWells• JohnZuckerman


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FinanceandFundingAdequatefinanceandfundingarecriticallyimportantinmaintaining

adequatestafflevels,computingfacilitiesmaterialcondition,hardwareandsoftwarerefresh–allofwhichcometoplayinoverallsystemavailabilityfortheUniversity.

AITSreceivesfundingprimarilyintheformofstatefundsalongwitha

administrativeallowance;additionally,AITSisabletogeneratesomeadditionalrevenueintheformofselfsupportingfundsfromthoseservicesthatitprovidesaspartoftheconsolidationofITservicestootherUAandcampusunitstoassistinoffsettingdemandinglabor

requirements.

Stateandinstitutionalfundingsourceshavehadlittlevarianceoverthelastthreeyears,howeverthedevelopmentofanannual(recurring)refreshfundinFY07,intendedtobeusedtoacquire,consistentlyrefreshandgrowtheequipmentbasesupportedbyAITS,hasbeencriticaltoensuringAITSenterprise

hardwareremainsuptodate.FundsallocatedforITPC,refreshgift/donororgrants&contractsarestrictlyadministered(segregated)toensureexpendituresremaintransparentandaligntotheintentionofthefundtype.AITShasbeenabletoconstructa‘reserve’fundtohelpoffsettheanticipatedcrushing

costofhighlyspecializedandexpensivehardwarerefresh(suchaslargeSunserversandoverallEMCstoragesystems)thatfallsoutsideofthetraditionalrefreshstructure,thisexpenditurewilloccurinFY09andthenagaininapproximately7years.

Theinternal‘reserve’willalsobecalledupontohelpmaintainthematerialconditionofourtwo

respectivedatacenterfacilitiesandtheirinfrastructure,with~$1.3M1incapitalimprovementssuchasUPSandbatteryreplacements,roofcoolingunitreplacement,firesuppressionanddetection,dieselgeneratorandbuildingelevator.

Allfiguresreportedinthousands(1,000s) %change %change

BeginningBudgetSources FY05 FY06 FY07 FY08 PriorYearFY05‐FY08

State $11,956.4 $12,206.7 $12,381.3 $12,937.2 4% 8%

Institutional $4,077.5 $4,078.7 $4,108.4 $4,133.8 1% 1%

SubtotalUnrestrictedFunds $16,033.9 $16,285.4 $16,489.7 $17,071.0 4% 6%

SelfSupporting $817.4 $934.0 $898.5 $1,039.0 16% 21%

Grants&Contracts $0.0 $0.0 $0.0 $0.0

Gifts/Donor $0.0 $0.0 $0.0 $0.0

ITPCfunding $300.0 $6,521.1 $1,431.9 $2,000.4 40% 85%

StateRefreshbudget $0.0 $0.0 $2,000.0 $2,000.0

SubtotalRestrictedFunds $1,117.4 $7,455.1 $4,330.4 $5,039.4

1Capitalimprovementsinclude:HABfireprotection$100K,UPS$225K,DieselGenerator$350K;RRBBatterystring$70K,UPSreplacement$300,Roofdrycoolers$120Kandelevator$175.


P a g e |32

FYTotal $17,151.3 $23,740.5 $20,820.1 $22,110.4

Expenditures

State(inc.refreshspend) $12,207.5 $12,643.9 $14,782.3 $14,985.3

Institutional $1,549.7 $4,682.9 $2,350.6 $3,139.9

Gifts/Donors $4.6 ($12.7) $0.9 $0.0

SelfSupporting $1,153.2 $572.4 $1,260.1 $1,064.2

ITPC $27.7 $2,159.6 $3,273.0 $3,172.8

$14,942.7 $20,046.1 $21,666.9 $0.0

CarryForwardBalances

SelfSupporting $1,181.9 ($28.7) $820.4 $648.5

Grants&Contracts $0.0 $0.0 $0.0 $0.0

Gift/Donor ($7.2) ($11.8) $0.9 $0.0

Institutional(AITS) $3,432.2 $5,918.0 $5,876.1 $6,502.9

Institutional(ITPC) $0.0 $272.3 $4,604.1 $3,068.7

Institutional(refresh) $0.0 $0.0 $0.0 $1,100.5

TotalCarryover $4,606.9 $6,149.8 $11,301.5 $11,320.6

InFY08AITSmanagementmadeaconcertedefforttoproactivelyincreasefundingandourcommitmenttotrainingofstaff,sendingacohortgroupofeight(8)touniversitysponsoredsupervisor/manager

training,aswellasseveralotherstodisciplinespecifictechnicalcoursesandconferences.Consistentwithourfirstvalue,wehaveresolvedtopreservefundingforcontinuingeducation,trainingand

developmentofstafftoensuretheirsuccessinperformingtheirduties.


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StaffingYou’reonlyasgoodasyourstaff2–acquiringandretainingtherightpeopleiscrucialtorunninga

successfulITdepartment.Wehavetakentimethisyearforthemanagementteamtogettoknoweachofourstaffandtheirteamsthatmakeupourdepartment,better;tounderstandtheirbackground,theirexperienceset,theireducation,theirgoalsandtheconcernsandchallengesthateachteamfaces.

AITSregularstaffinglevelshavebeendecreasingoverthelast4years(FY05toFY08)followinga38%

reductionattheendofFY04thatrockedtheorganization3.Today’sstaffinglevelof168.75FTEhasbeenaugmentedthroughtheongoinguseofconsultantandcontractorpersonneltohelpusmeetpostBannerERPimplementationbacklogworkrequestsandcriticalITPCprojectsthatsupportUniversity

strategicinitiatives.Weareexaminingthisstaffingmodeltobetterleverageourfundingandhumancapital.

Staffturn‐overrates(10.6%)areslightlyhigherthanexpectedITnorms(4.63%forstaff4);seniormanagementattritioninFY08wasalsohigherthannationalnorms(6.27%formanagement),withthe

transitionoftheinterimAssociateVicePresidenttoGlobalCampus,theresignationoftheAssistantVicePresidentEnterpriseSystemsAssurance/CSO,andtheEnterpriseArchitectalloccurringthisfiscalyear.ThesearchfortheAssociateVicePresidentwasconcludedsuccessfullyinMarchofthisyearwiththe

namingofDr.MichaelHitestothatposition;thenationalsearchfortheSecurityandArchitectpositionsarecurrentlyin‐progress,withinterviewsexpectedtooccurwithinthenext30days.AITSrefilled18

vacancieswithnewpersonnelinFY08.

2You’reonlyasgoodasyourstaff,aninterviewwithDavidKorn,May30,2007http://www.denverchase.com/sites/insideout/200501/3/Staff/Your%20only%20as%20good%20as%20your%20staff.pdf.3NoteAITSstaffinglevelspeakedin1992at2874TurnoverofInformationTechnologyProfessionals;ACMSIGMISDatabase,Volume35,Issue3).SoonAngandSandraSlaughter.

0

50

100

150

200

FY05 FY06 FY07 FY08

177 180 165 168.75

AITSStaffing


P a g e |34

AITShasofficesinbothUrbana‐ChampaignandtheChicagocampuses,maintainingtheproductiondatacenterinthelatterandthedisasterrecovery(usedfortestanddevelopment)siteontheformer.Staff

aredistributedasymmetricallywith116inUrbanaChampaignand24inChicago;atthistime,AITSdoesnothaveapresenceontheSpringfieldcampus.

AITSstaffbringconsiderablediversityinbackgroundandeducation,havingattending70differentInstitutionsofhighereducation,with66differentmajors;justunder20%haveadvanceddegrees.Two

employees5completedtheiradvanceddegreethisyear,withfive6moreenrolledinanadvanceddegreeprogram.

5B.SchoudelandJ.Hart.6K.Block,L.Gibson,M.Vandenplas,J.TworkandS.Muftee


P a g e |35

AITSEmployeeAlumniInstitutionsOuremployeesarepartofprestigiousinstitutionsfromallovertheworld.

• AmravatiUniversity• ArizonaState• AuazhongUniversityofScienceand

Technology• BelarusianStateUniversity• CaliforniaPolytechnicStateUniversity• CarlSandbergCollege• CarletonUniversity• ChicagoStateUniversity• DeVryInstituteofTechnology• DrakeUniversity• EasternIllinoisUniversity• EasternMichiganUniversity• ElginCollege• ElmhurstCollege• FoxValleyTechnicalInstitute• FoundationUniversity,

PakistanGoshenCollege• GovernorsState• GrandValleyState• HarbinInstituteofTechnology• IllinoisCollege• IllinoisInstituteofTechnology• IllinoisStateUniversity• IndianStatisticalInstituteCalcutta• IsraelInstituteofTechnology• KakatiyaUniversity• MichiganStateUniversity• MichiganTechnologicalUniversity• MillikenUniversity• MIT• MonmouthCollege• MontanaStateUniversity• MoraineValleyCommunityCollege• MountSanAntonioCollege• NagarjunaUniversity• NortheasternUniversity• NorthernIllinoisUniversity• NorthwesternUniversity• NorthwoodUniversity• OaktonCommunityCollege

• ParklandCollegeofTechnology• PurdueUniversity• RMIT• RutgersUniversity• SaintMary’sUniversity• SeattleUniversity• SoutheasternMissouriState• SouthernIllinoisUniversity–Edwardsville• SouthernIllinoisUniversity• SouthwestJuniorCollege• SriVenkateswaraUniversity• St.LouisCommunityCollege• StateUniversityofBuffalo• StateUniversityofNewYork• TexasA&M• TsinghuaUniversity• UniversidaddeSimonBolivar• UniversitydeBarcelona• UniversityofAkron• UniversityofArizona• UniversityofCalifornia–Irvine• UniversityofCalifornia–LA• UniversityofChicago• UniversityofColorado–Boulder• UniversityofIllinoisChicago• UniversityofIllinoisSpringfield• UniversityofIllinoisUrbana‐Champaign• UniversityofMissouri• UniversityofMontana• UniversityofPadva• UniversityofPhoenix• UniversityoftheStateofNewYork• UniversityofToronto• UniversityofWisconsin• WartburgCollege• WashburnUniversity• WayneStateUniversity• WebsterUniversity• WesternIllinoisUniversity• WrightStateUniversity• XidianUniversity


P a g e |36

AITSEmployeeAcademicConcentrationOuremployeesmajoredinmuchmorethaninformationtechnology.

• Accounting• AdministrativeInformationSystems

• Aeronautical&AstronauticalEngineering• AerospaceEngineering

• Anthropology• AppliedComputerScience

• AppliedMathematics• Architecture

• Art–VisualCommunications• BioChemistry

• Biology• Botany

• BroadcastTechnology• Business&e‐Business

• Business&OrganizationalCommunications• BusinessAdministration

• BusinessData• BusinessInformationSystems

• CareerOrganizationalStudies• Cartography

• CivilEngineering• Communications

• Community&Theatre• ComputerApplications

• ComputerEngineering• ComputerManagement

• ComputerProgramming• ComputerResources&information

Management• ComputerScience

• DataProcessing• Economics

• Education• ElectricalEngineering

• Engineering• Engineering–General

• EnvironmentalBiology• Finance• FineArts

• Geography• Geology

• GraphicDesign• History

• IndustrialManager• IndustrialEngineering

• InformationProcessing• InformationService

• InformationSystemsTechnology• InformationTechnology

• LiberalArts• LiberalArtsandSciences

• ManagementIinformationSystems• Marketing

• Mathematics• MechanicalEngineering

• MicrocomputerSpecialist• MusicEducation

• NuclearPhysics• Physics

• Psychology• PublicAffairs

• Recreation&ParkAdministration• Sociology• SoftwareEngineering

• SoilChemistry• Spanish

• Statistics• StudioArt

• UrbanPlanning


P a g e |37

AITSEmployeeDemographicsAnassessmentofAITSdemographicsinFY08showsitmadeslightprogresswithregardtonationalorigin;howeverthemajorityremainslargelyawhite,non‐Hispanicpopulation.Stafflongevityhas

shiftedwithlengthofserviceyears;66%ofthestaffhave9orfeweryearswiththeUniversity,while18%haveattainedamilestoneof20yearsorgreater.AITSalsohelpssupportemployeesthatwouldliketobecomeU.S.citizens.Overtheyears,aboutahalfdozenofourstaffmembershavecompleted

therequirementsorcitizenshipwhileworkingatAITS.

5%

5%2%

85%

2%1% AITSEthnicityAsianorPacificIslander

Black/AfricanAm/NonHispanicHispanicorLasno

White,NonHispanic

IndianorPakistani

Race/EthnicityUnknown

22%

44%

16%

16%

2%

AITSServiceTime

Lessthan5years

5to9years

10to19years

20to29years

30yearsormore

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