Goal #3: Improve the access, application, and quality of information and computing technologies utilized
by the University and the region to optimize and exchange intellectual capital.
Initiative #1: Develop a comprehensive process to evaluate and address computing and information
technology needs of students, faculty, and staff and to provide resources (both human and material) and
training that supports continuous and stable day-to-day operations and new technologies as they become
Initiative #1 required the continued development and maturation of the Information Technology Division
into a “world class” organization. The following Objectives and Strategies were undertaken by DoIT to
address this Initiative.
Objective 1.1: Reduce the number of technology-related issues addressed in crisis mode by 80%.
Strategy 1.1.1 Provide staff training to optimally support the IT infrastructure.
Strategy 1.1.2 Effectively monitor and analyze the IT workload through implementation of an
incident management system to produce reports and other metrics to be more proactive in
Strategy 1.1.3 The Media Center will provide more detailed information about technology
problems experienced by the University community to better track problem areas to develop
Strategy 1.1.4 Implement and follow an IT-wide change management process to plan,
implement and monitor system and infrastructure changes.
Strategy 1.1.5 Prepare DoIT for the NC Information Technology Audit.
Strategy 1.1.6 Update and further develop procedures manual.
Strategy 1.1.7 Install server and application monitoring tools.
Objective 1.2 Provide effective IT leadership to UNCP based upon information technology best
Strategy 1.2.1 Ensure the campus receives timely, consistent information concerning technology.
Strategy 1.2.2 Effectively use industry best practices for technology systems and support.
Strategy 1.2.3 Ensure DoIT does what it says it will do, when it says it will be done.
Strategy 1.2.4 Clearly demonstrate and articulate the added value IT provides to the university
with the resources allocated to it.
Strategy 1.2.5 Become known for helping campus offices and operations find solutions, even
when they are not IT’s problems to solve.
Strategy 1.2.6 Communicate, communicate, communicate!
Objective 1.3 Create a genuine “team-based” organization within Information Technology.
Strategy 1.3.1 Free up 80% of staff “fire fighting” time .
Strategy 1.3.2 Fill Applications Director position by creating two Operations positions focused
on supporting current infrastructure and adding more scripting capabilities.
Strategy 1.3.3 Restore Operator position to focus on supporting e-mail and potentially
Strategy 1.3.4 Upgrade vacant administrative support position to include greater technology
skills to support web and similar technologies.
Strategy 1.3.5 Work to transition existing full-time temporary positions in Client Services to full-
time permanent positions.
Strategy 1.3.6 Increase computer repairs and services revenues to create second full-time
temporary position in Media Center.
Strategy 1.3.7 Provide technology staff time and resources to focus on investigating new
technologies, directions, etc. that can enhance the University.
Strategy 1.3.8 Further develop partnerships with campus offices and departments, helping them
to maximize the use of our technology.
Strategy 1.3.9 Provide ongoing development opportunities for staff to enhance expertise and
Strategy 1.3.10 Reward team efforts and individuals who effectively work together.
Strategy 1.3.11 Provide meaningful opportunities for staff input.
Based upon assessment data, DoIT continues efforts to instill confidence throughout the University and
internally within the organization concerning the support services of the Division of Information
Technology. Staff training was actively untaken this past year to optimally support the IT infrastructure
and to continue to build user confidence in IT support services. These efforts are evidenced by
notification from certification authorities that six of our current staff members are Mac OS X Essentials-
certified and four are Mac Hardware-certified. In addition, three of our current staff members are Dell-
certified in multiple areas. DoIT staff have participated in or attended over 55 free or paid workshops,
seminars, webinars and online tutorials plus staff members are scheduled or planning to attend or
participate in future face-to-face and online learning events: Blackboard World 2010; Blackboard 9.1
training; Windows 7 seminars; SCCM training; CS5 workshops. DoIT continues to monitor and analyze
the IT workload through implementation of an incident management system to produce reports and other
metrics to be more proactive in preventing problems. Monthly reports are developed by all areas and the
information is reviewed by DoIT leadership and shared with the Executive Staff and with monthly reports
to the Academic Services Sub-committee of the Faculty Senate during fall and spring semesters. These
Sub-Committee reports are also provided online for review. Reports include the monthly review of the
Incident Management System, and as a result of the report, staff duties have been temporarily reassigned
and shifted in order to assist peers with extreme workloads caused by projects or annual events (faculty
refresh, beginning of school rush). DoIT continues to work to prepare for the NC Information Technology
Audit. A technical writer has been temporary hired to assist with developing necessary documentation. A
wiki has been established and numerous IT procedures have been complete and posted to the wiki.
For Objective 1.2, to provide effective IT leadership, DoIT continues to respond to feedback from
governance groups, campus leadership, and individual faculty and staff comments. The campus continues
to receive timely, consistent information concerning technology as evidenced by the numerous emails
from DoIT Leadership, the Assistant CIO and Helpdesk staff. Each has communicated to the campus
community as events necessitate, including:
A particular technology is down or working again
A technology is scheduled for maintenance and an advisory is sent to inform users
Advisement of a planned project or project implementation follow-up:
o Unified Messaging
o Strong password policy
o Faculty refresh installations
o Phishing expeditions and malware threats
o Training opportunities
DoIT continues to do what it says it will do, when it says it will be done. For example the organization
communicated plans and expectations to the campus users as events necessitated, such as migration to
new systems, technology hardware refreshes, removal of old software versions, and introduction of new
functionality such as unified messaging. Staff continue to demonstrate and articulate the value-add as
they often act as change agents for campus users/offices by offering technology solutions to processing or
problems such as the assistance provided to Financial Aid. Assessment feedback indicated they could not
continue to function with the set number of staff while the number of contacts increased dramatically.
Through the use of technology automation, staff time was shifted from processing to customer support. In
addition, and based upon Executive Staff and student assessment, student self-service kiosks were made
available in Lumbee Hall for students to use during registration times. Similar activities occurred with
Blackboard, UNCP’s course management system. According to the ECAR data, assessment measures
indicated two thirds of UNCP students reported a positive or very positive experience when using the
campus’s Blackboard system, which was 3.1% above the national average rating for all institutions.
Faculty Senate, SGA and campus leadership meetings, user comments, and feedback resulted in a number
of DoIT activities to meet needs and in keeping with Objective 1.3. As a result of the Incident
Management System data and student feedback, preparations for the back-to-school rush resulted in better
service and reduced user stress. Preparations included designating a third dedicated Helpdesk person,
establishing a call tree with at least eight additional individuals to answer helpdesk calls, creation or
distribution of a student FAQ to address the top 85% of the questions directed to the helpdesk, and a
Welcome Back packet was created for online and paper distribution to new students. An information
table was staffed in the University Center during the opening semester period. DoIT also created
successful collaborations and empowered colleagues through use of Active Directory Group
Memberships that allowed IT personnel in the Library, Distance Education, School of Education,
Academic Excellence, Counseling and Testing, Business Services, and English/Theatre to serve as first
tier support for technology issues and standard needs in their respective areas. Client Services also took a
more holistic view of needs and proactively met with numerous departments rather than awaiting last
minute requests. The development of software availability for the VCL project was based upon
departmental feedback concerning software need. Specific examples include Biology and Criminal
Justice. Finally, DoIT provided ongoing development opportunities for staff and rewarded team efforts
and individuals who effectively work together by providing special lunches, ice cream socials, and other
activities while offering meaningful opportunities for staff input through regular areas meetings, DoIT
staff meetings, and an open door policy for staff access to DoIT leadership.
Initiative #2: Develop criteria by which technology-based teaching, scholarship, and service are
recognized, measured, and evaluated for purposes of faculty promotion and tenure.
To address Initiative #2, DoIT focused on effectively and efficiently implementing Goal 3 of the Strategic
Plan improve the access, application, and quality of information and computing technologies used by the
University and the region to optimize and exchange intellectual capital. The following Objectives and
Strategies were undertaken by the Division of Information Technology to address this Initiative.
Objective 2.1 Develop a comprehensive process to evaluate and address computing and information
technology needs of students, faculty, and staff and to provide resources (both human and material) and
training that support continuous and stable day-to-day operations and new technologies as they become
Strategy 2.1.1 Continue implementation of the IT governance structure with the creation of an
Academic Advisory Committee for IT standards.
Strategy 2.1.2 Work with the IT hierarchal committees to make decisions, create policies, etc.
and communicate results to faculty and staff.
Strategy 2.1.3 The Media Center will meet per semester with deans and faculty leaders by
department to inform them on current IT projects and initiatives and address technology in the
classrooms and other learning environments on campus.
Strategy 2.1.4 Create standard documents (approved by governance) and disseminate. Set and
maintain hardware and software standards, including standardizing an IT “tool set.”
Strategy 2.1.5 Facilitate better communication with faculty and provide easily-accessible
foundational documents to lessen the digital knowledge base divide.
Strategy 2.1.6 Seek faculty input and feedback on ongoing technology upgrades and new
Strategy 2.1.7 Make available an online listing of all campus licenses of software for faculty and
Strategy 2.1.8 Make available an online FAQ for users to consult.
Objective 2.2 Develop criteria by which technology-based teaching, scholarship, and service are
recognized, measured, and evaluated for purposes of faculty promotion and tenure.
Strategy 2.2.1 Investigate creation of an “umbrella organizational structure” to become the home
for all information & instructional technology activities.
Develop a mission statement.
Realign the organizational structure.
Create an organizational chart.
Strategy 2.2.2 Establish framework to coordinate ongoing initiatives re development of the
evaluation of technology-based instruction (DoIT, TLC [“Quality matters], DE [Student
evaluation of instruction], FERS: Faculty evaluation, Administration).
Strategy 2.2.3 In conjunction with the Teaching Center, engage Faculty Governance to assemble
necessary committees or task forces to facilitate the development of criteria for consideration of
technology integration within the tenure and promotion process.
Strategy 2.2.4 Create award criteria for technology-based teaching (university or community).
Objective 2.3 Encourage and provide support for the integration of computing and information
technology into the curriculum.
Strategy 2.3.1 Create an Instructional Technology Center to assist with faculty training and media
Strategy 2.3.2 Work with the Teaching Center and Distance Education to further refine both the
service offerings and also the transition between service providers to create a “seamless”
technology support environment for faculty.
Strategy 2.3.3 Continue efforts to create standard classroom technology configurations, which
include simple-to-use switching and laptop connections.
Strategy 2.3.4 Improve classroom technologies including installing new sound systems or
refreshing existing teaching technology in selected classrooms in Business, Education, Dial and
Strategy 2.3.5 Improve and expand technology infrastructure to better support teaching and
learning activities such as podcasting, virtual reality, and online communications such as Web
Objective 2.4 Develop a policy and plan for equal access to informational and instructional technology
for all members of the University community.
Strategy 2.4.1 Work with appropriate IT Governance to begin policy development and to refine
Strategy 2.4.2 Engage Governance advisory structure to develop standard software and hardware
configurations for faculty and staff.
Strategy 2.4.3 Continue efforts to initiate a student computer requirement.
Strategy 2.4.4 Continue to develop a “standard” slate of services for faculty, staff, and students to
encompass the majority of user needs with technology, including shared storage, remote access,
robust communication tools, and simple—yet secure—authentication processes.
Strategy 2.4.5 Provide professional and reliable technology assistance in the most efficient and
timely manner possible, while making the experience itself as seamless as possible.
Strategy 2.4.6 Take advantage of training opportunities to hone internal IT customer service skills
and technology skills through online tutorials and courses, as well as face-to-face workshops and
Strategy 2.4.7 Advise clients to contact the helpdesk for assistance so that requests are assigned to
the most qualified staff and the process is streamlined through one area.
Strategy 2.4.8 Implement an Incident Management system to track work order requests and allow
follow-up work orders for feedback and satisfaction.
Based upon assessment data from several meetings with the Student Government Association and their
executive leadership, classroom computers and other technologies continue to be refreshed:
Approximately 250 classroom units were replaced and many existing units received flat panel monitors.
Faculty input and feedback resulted in technology upgrades, including over 100 new faculty machines
and new installations of teaching software, such as ChemDraw and Adobe products. An online listing was
completed to allow sharing the University’s software licenses for faculty and students and making them
accessible in the campus labs and via the VCL. A student FAQ was created and distributed to new and
transfer students. All activities were guided by assessment data gathered in governance meetings and
from individual feedback. Executive staff approved DoIT’s stated purpose and focus of the
Administrative Systems and Banner Advisory Governance organization. The College of Arts and Science
formally appointed a Technology Advisory Committee, which met regularly throughout the year resulting
in standards being established for classroom teaching technologies in the college. With the assistance of
Academic Affairs, classroom refresh efforts were funded; in addition, the teaching technology placed in
all Arts and Sciences classrooms was based upon the classroom standards as defined by the Committee.
ECAR student data indicates that 47.1% of students felt that most or almost all faculty used technology
effectively in their courses—an increase of 3.6% from last year’s response. This evaluation also places
UNCP’s score 3.6% above the national average for the student rating.
Client feedback indicates the DoIT Helpdesk is now perceived more than ever as a customer service-
oriented offering on campus. Though there are strides still to be made, this has been accomplished by
decreasing hours of assigned helpdesk staff so burnout is lessened and providing more training so staff
members feel empowered. Other steps include updating technologies and streamlining processes, seeking
suggestions from helpdesk staff and then acting on them. An important step in DoIT’s customer
orientation has been listening to user’s positive and negative feedback, then reassessing policies and
procedures based on that feedback, and, last, reaching out to them with solutions or resolutions. DoIT is
creating customer-oriented wikis and user guides and also providing instructional documents on the DoIT
webpage so customers feel empowered to troubleshoot without assistance. Feedback from departments
suggested the elimination of the out-sourced Blackboard helpdesk and to bring the services in-house.
Feedback indicated our local helpdesk was perceived as a better alternative for getting assistance than the
Working with the Faculty Senate, a Student Computer Requirement Committee with representation from
faculty, students, and staff was formed. The Committee produced a recommendation document calling
for a student network device implementation. The Faculty Senate approved the report and
recommendations in April, 2010; an implementation committee will be formed in early fall semester to
address issues related to a student network device requirement.
Initiative #3: Encourage and provide support for the integration of computing and information
technology into the curriculum.
To support Initiative 3# the DoIT worked to provide stable and reliable network and enterprise
technology systems to support the effective and efficient operation of institutional processes. This
Initiative was accomplished with the following Objectives and Strategies.
Objective 3.1 Provide a stable and current technology infrastructure to support university operations.
Strategy 3.1.1 Begin refresh of campus network infrastructure, including the replacement of
Strategy 3.1.2 Expand fiber to encompass perimeter campus buildings including Distance and
Continuing Education, International Programs, Institutional Effectiveness, and DoIT in Carter Hall.
Strategy 3.1.3 Continue investment in high quality, reliable IT infrastructures, including replacing
network mediation (Clean Access) systems and outdated servers and building an off-site business
Strategy 3.1.4 Install necessary network technology in compliance with Higher Education Re-
authorization Act to regulate peer-to-peer file sharing.
Strategy 3.1.5 Acquire and effectively use system monitoring tools and establish an operations
Strategy 3.1.6 Refresh classroom teaching technologies in Oxendine.
Strategy 3.1.7 Refresh computer classrooms and labs including investigation of new client-server
Strategy 3.1.8 Expand server virtualization to further support “green” computing efforts.
Strategy 3.1.9 Complete migration from eDirectory to Active Directory to create a modern and
secure authentication infrastructure.
Strategy 3.1.10 Rollout to campus Microsoft Unified Messaging replacing the aging voice-mail
Strategy 3.1.11 Support rollout of Office Communication Server and inform campus of increased
communication capabilities including secure chat, document sharing, and desktop conferencing.
Strategy 3.1.12 Complete technology risk assessment to ensure appropriate security process and
systems for new enterprise systems and in response to IT Audit.
Strategy 3.1.13 Complete implementation of the virtual server environment to include moving
Braveweb application servers to a virtual environment as part of another campus-initiated PACE
Strategy 3.1.14 Complete migration to Moodle or Blackboard 8.x. Inform and train campus users
in the new system and integrate course creation and population with students.
Strategy 3.1.15 Complete migration of Domain Name and DHCP Services to new servers.
Strategy 3.1.16 Continue gradual introduction of roll-based network access to support end-user
access to necessary campus technology resources.
Strategy 3.1.17 Improve operational uptime by reviewing redundancy provisions and eliminating
potential single points of failure in operations center and network systems, i.e. power, data,
environmental conditions, etc.
Strategy 3.1.18 Expand distributed management system for departmental control of access to
network resources such as shared storage, printers, etc.
Strategy 3.1.19 Complete McAfee e-policy client rollout.
Objective 3.2 Support functional offices in the implementation and continued development and support
of enterprise applications.
Strategy 3.2.1 Complete UNCP Payroll project as part of FIT initiatives.
Strategy 3.2.2 Deploy Microsoft Reporting Services.
Strategy 3.2.3 Implement Clean Address Software in support of Payroll project.
Strategy 3.2.4 Implement Intellecheck software in support of Payroll project.
Strategy 3.2.5 Complete migration of targeted Banner infrastructure to MetroCluster storage area
network to increase redundancy and reliability.
Strategy 3.2.6 Migrate remaining SQL Server databases to SQL Server 2005.
Strategy 3.2.7 Complete LANDesk/Active Directory integration for greater efficiency determining
inventory, resolving issues, and for audit monitoring processes.
Strategy 3.2.8 Complete Banner winter Financial Aid upgrade in support of Business Affairs.
Strategy 3.2.9 Implement New Faculty Account application.
Strategy 3.2.10 Implement annual Payment Card Industry training.
Strategy 3.2.11 Place application analyst in functional offices two days per week to observe,
consult, and share information and services.
Strategy 3.2.12 Implement online giving application for Advancement.
Strategy 3.2.13 Redesign and implement AWD database in Oracle.
Strategy 3.2.14 Redesign and implement Banner/AWD interface.
Strategy 3.2.15 Redesign and implement AWD/Blackboard/Moodle interface.
Strategy 3.2.16 Redesign and implement AWD/Active Directory interface.
In response to the needs of the campus, DoIT completed IT support for a successful payroll project and
has begun steps to support the implementation of SciQuest Purchasing software—a system initiative, as
well as local projects including campus scheduling (EMS). DoIT completed the Office of Financial Aid
Banner upgrade and completed Payment Card Industry compliance. The Banner upgrades were completed
on schedule. Based upon assessment data concerning the need for a current technology infrastructure,
DoIT can report on the following strategies:
Begin refresh of campus network infrastructure including the replacement of network switches.
Underway: configuration complete, funding received, installation occurring. Expected
Expand fiber to encompass perimeter campus buildings including Distance and Continuing
Education, International Programs, Institutional Effectiveness and DoIT in Carter Hall.
Continue investment in high quality, reliable IT infrastructures, including replacement of network
mediation (Clean Access) systems, outdated servers, and build off-site business continuity
system. Underway: robust and 65% complete.
Install necessary network technology in compliance with Higher Education Re-authorization Act
to regulate peer-to-peer file sharing. All local requirements of Act are complete.
Acquire and effectively use system monitoring tools and establish an operations monitoring
center. Under way: tools purchased, not installed.
Refresh classroom teaching technologies in Oxendine. Completed.
Refresh computer classrooms and labs including investigation of new client-server technologies.
Complete migration from e-Directory to Active Directory to create a modern and secure
authentication infrastructure. Completed.
Rollout to campus Microsoft Unified Messaging replacing the aging voice-mail system.
Support rollout of Office Communication Server and inform campus of increased communication
capabilities including secure chat, document sharing and desktop conferencing. Infrastructure
completed, rollout to campus in 2010-11.
Complete technology risk assessment to ensure appropriate security process and systems for new
enterprise systems and in response to IT Audit. Completed.
Complete migration to Moodle or Blackboard 8.x, inform and train campus users in the new
system, integrate course creation and population with students. Under way: expected completion
Improve operational uptime by reviewing redundancy provisions and eliminating potential single
points of failure in operations center and network systems, i.e. power, data, environmental
conditions, etc. Under way: 60% complete.
Expand distributed management system for departmental control of access to network resources
such as shared storage, printers, etc. Implemented and under way.
Complete McAfee e-policy client rollout. Completed.
Complete UNC Payroll project as part of FIT initiatives. Completed.
Deploy Microsoft Reporting Services Partially accomplished and abandoned; funding made
available to use UNC system-recommended WebFOCUS
Implement Clean Address Software in support of Payroll project. Under way: purchased, and
Implement Intellecheck software in support of Payroll project. Completed.
Complete Banner winter Financial Aid upgrade in support of Business Affairs Completed.
Implement New Faculty Account application Completed.
Implement Online giving application for Advancement. Completed.
Redesign and implement AWD/Blackboard/Moodle interface. Under way; expected completion