It Strategic

FY 2002
INFORMATION
TECHNOLOGY
STRATEGIC PLAN
NAU Information Technology Strategic Plan FY 2002
TABLEOFCONTENTS
1.0 EXECUTIVE SUMMARY......................................................................................................................3
VISION..........................................................................................................................................................3
MISSION.......................................................................................................................................................3
ISSUES..........................................................................................................................................................3
GOALS..........................................................................................................................................................3
ACCOMPLISHMENTS.....................................................................................................................................4
2.0 INTRODUCTION....................................................................................................................................5
3.0 MISSION...................................................................................................................................................6
3.1 NORTHERN ARIZONA UNIVERSITYS MISSION STATEMENT...................................................................6
3.2 INFORMATION TECHNOLOGY MISSION STATEMENT...............................................................................6
4.0 GOALS......................................................................................................................................................7
4.1 NORTHERN ARIZONA UNIVERSITYS STRATEGIC GOALS.......................................................................7
4.2 INFORMATION TECHNOLOGY VISION STATEMENT.................................................................................7
5.0 STRATEGIC ISSUES..............................................................................................................................8
5.1 THE NORTHERN ARIZONA UNIVERSITY COMMUNITY............................................................................8
5.2 TODAYS IT CHALLENGES......................................................................................................................8
6.0 GOALS, OBJECTIVES, STRATEGIES AND PERFORMANCE MEASURES............................10
6.1 ACADEMIC SUPPORT AND DELIVERY....................................................................................................10
6.2 ADMINISTRATIVE SUPPORT...................................................................................................................17
6.3 END-USER SUPPORT.............................................................................................................................19
6.4 INFORMATION TECHNOLOGY MANAGEMENT.......................................................................................24
6.5 INFORMATION TECHNOLOGY INFRASTRUCTURE..................................................................................32
7.0 ABOR IT METRICS DATA.................................................................................................................40
8.0 APPENDIX 1 - THE PLANNING PROCESS.....................................................................................41
8.1 PURPOSE...............................................................................................................................................41
8.2 MANDATES AND REGULATORY AGENCIES...........................................................................................41
8.3 PROCESS OF PLANNING........................................................................................................................41
9.0 GLOSSARY............................................................................................................................................42
1.0ExecutiveSummary
Vision
Northern Arizona University's vision and goals are well known to campus planners and help shape and
guide planning efforts:
To be a premiere undergraduate residential learning community emphasizing superior
undergraduate programs.
To be recognized regionally, nationally and internationally for selected creative endeavors, research
and graduate programs especially those that build from our base on the Colorado Plateau.
To build on our national reputation for excellence in the preparation of teachers and in applied and
professional programming in undergraduate and graduate areas that meet the needs at the regional,
state, and national levels.
To provide regional and national leadership in the development, use and assessment of technologies
to enhance and deliver superior educational programs.
To foster a culture of diversity visible in academic programming and in the recruitment of faculty,
staff and students.
To be the nations leading non-tribal university in providing educational opportunities for Native
American students, in providing service and applied research to Native American tribes, and in
advancing research concerning the history, culture, and contemporary issues of Native American
peoples.
To increase private support and research funding to supplement state funding and tuition, in order
to guarantee an operating budget that supports academic excellence.
Mission
Northern Arizona University's information technology strategic plan reflects the unique mission of NAU in
the state of Arizona to provide both a premier residential campus and an extensive and growing distributed
education system to students throughout the state. To achieve its vision, NAU must continue to leverage
and expand upon its base of mission critical information technologies. Administrators, staff, and faculty
need to use information technology as a fundamental tool for their work. In addition, NAUs viability as an
educational community will depend upon its flexibility and ability to embrace new technologies and
implement advanced academic and administrative systems. Such a commitment will require extensive
collaboration and partnering among the different NAU technology, academic and administrative units.
Issues
Demand, expectations, and the pace of change continue to be major forces driving information technology
at NAU. This plan contains a set of interconnected strategies for maximizing effective uses of technology
for NAU. They include deployment of a robust, core technology infrastructure to support learning; use of
standards to promote organizational efficiencies; migration to web delivery for major services; and
development of information resources and services designed to enhance management, decision-making,
and planning activities. One goal of the plan is to help clarify expectations, better meet demand, and
accommodate change at NAU.
Goals
This IT plan reflects NAUs commitment to collaboration and partnership across the entire campus to
achieve:
Support of the universitys mission through adaptive and innovative use of the most up-to-date
information technology.
Empowerment of NAU staff, faculty, and students through access to the information and tools
needed for their successful performance as learners, workers, teachers, managers, planners, and
decision-makers.
Support the broadening of NAUs educational courses, programs, and resources to students within
and beyond Arizona through the use of a variety of distance learning technologies and delivery
means.
Provide a highly reliable infrastructure and both general and specialized technical support services
for those using information technologies across the NAU community.
Sensible protection for personal data, information resources and systems of NAU.
Accomplishments
In this past year, NAU has completed a number of significant strategic information technology initiatives:
Fully implemented our locally developed, web-based registration and tuition/fee payment system.
The system was expanded to handle early registration for future semesters and has been
enthusiastically accepted by students and administrators alike.
Increased Internet connectivity by 50% and added an Internet2 connection in partnership with
ASU. Internet connectivity will be further expanded this summer, along with connecting to
additional Internet Service Providers for higher quality of service and redundancy purposes.
Planned and developed a central directory service implementation using Microsoft Active
Directory, which will become the central repository of user information. Once this service goes
live this summer, NAU will migrate from Windows NT to Windows 2000 server environment in
the fall.
Organized and put into operation the NAU Project Management Office (PMO) responsible for
implementing the PeopleSoft Student Administration System, version 8.0, by fall semester 2003.
The first year of the PMO effort has been highly successful and has received outstanding support
from the entire campus.
Conducted a major salary review of all IT positions and compared our salaries with the nationwide Mercer IT Salary Survey. Salary adjustments were made within our existing budget to align
salaries closer to the Mercer average salary for a given work group (minimum salary in a group is
within 87% of Mercer average).
Enhanced our network capabilities by switching to an OC3 ATM connection for Internet traffic;
implemented packet-shaping and quality of service techniques to more effectively use our Internet
bandwidth; and replaced our core network switch for better campus-wide network service and
reliability.
Recognizing the growing need for web-development support, ITS reorganized to form separate
academic and administrative web support teams, which focus on putting more services and
information on the web. Also increased our IT course offerings for faculty and staff to include web
development products like FrontPage and Dreamweaver.
Expanded our student support services to include, among other features, a 24/7-helpdesk
capability.
Aided the campus in investigating and ultimately deciding to implement a student computer
ownership requirement for freshmen students entering NAU in the fall semester 2003. This
decision is subject to ABOR approval.
The proven viability of these initiatives, combined with many other successful information technology
initiatives this past year, has given the campus a better understanding of and more confidence in NAU's
overall strategic direction in information technology.
2.0Introduction
Northern Arizona University's information technology infrastructure environment consists of a variety of
internal and external information systems designed to meet the needs of a complex higher education
institution. Some of these systems are centrally administered while many resources are decentralized and
distributed across campus and the State of Arizona.
As Northern Arizona University passes into the Third Millennium, we must envision an electronic learning
environment that meets the needs of on-campus and statewide students, faculty, and programs with
outstanding teaching and learning, research, and administrative information technology systems.
NAU's business systems will employ networked resources for distributed server-based solutions that are
user-friendly and promote better use of data for decision-making. Such systems will make important
information more readily available, thereby improving the access of faculty, staff and students to the
university's information resources, and enhance the effectiveness of information transactions across
university activities.
The information technology strategic plan reflects the unique mission of NAU in the state of Arizona to
provide both a premier residential campus and an extensive and growing distributed learning program to
students throughout the state and the nation. NAU's premier residential campus experience continues as a
major focus in an evolving teaching, learning, and research environment. NAU's student population is
growing more diverse in age, ability, background, location and learning experience and preference. NAU
has a long tradition of meeting the needs of students across the state, particularly in rural areas, and has
developed a variety of synchronous forms of program delivery to reach these non-traditional and often
under served students. Consistent with the rapid development of new technology tools and networks, new
means of delivery, including the satellite education channel Universityhouse, offer opportunities for new
ways to make programs available to students. NAU has begun to enhance its ability to create and
communicate, collaborate in new forms, visualize and model, simulate, present and interact without
traditional constraints created by time andgeographic limitations.
Instructional technology's remarkable set of new and emerging tools allows us to re-examine and re-invent
curricula and programs; to examine new ways to integrate instruction, research and creative activity; and to
escape traditional time-and-place, credit-for-contact models of instruction. In so doing, we have the
opportunity to infuse our teaching, learning and research activities with a new excitement and enjoyment,
to make more efficient use of increasing demands on faculty, students and staff, and to increase the
competitiveness of our faculty, students and staff in an information age.
An information technology plan is designed to array systems in the most effective and efficient manner to
support the university's mission and goals. As such, it must combine vision with practical standards,
systems and infrastructure. This document is a supplement to the Northern Arizona University (NAU)
Five-Year Strategic Plan and the new NAU 2010 Vision. The plan sets forth general guidelines, goals,
objectives, strategies, and measurement standards for technology planning, management, and deployment.
As a living document, this plan is meant to stimulate further discussion and clarification of technology
directions at NAU, not to represent a formal agreement or adoption of principles by all areas of NAU.
The process through which this plan was developed and will be modified and evaluated is defined in the
appendix called The Planning Process. The plan provides a statement of information technology (IT)
directions and goals for the coming years. Comments, observations, and suggestions regarding elements of
this plan are welcomed and should be submitted to Fred Estrella, Chief Information Technology Officer,
P.O. Box 5100, Northern Arizona University, 86011-5100, (928) 523-2971, or Fred.Estrella@nau.edu.
Please reference the FY2002 NAU Information Technology Strategic Plan. Your comments will be utilized
as input for the next FY planning cycle.
3.0Mission
3.1 Northern Arizona Universitys Mission Statement
Northern Arizona University is a doctoral-intensive institution that has at its core undergraduate
programs, significant research, and graduate programs to the doctoral level appropriate to its size and
classification. Northern Arizona University aspires to be a premiere undergraduate residential institution
that provides its students with an innovative and challenging liberal arts and sciences core integrated with a
comprehensive number of professional programs. The learning environment at the Mountain Campus is
unmatched for natural beauty and for student-centered programs and services. Undergraduate
programming prepares students for life in the twenty-first century by assuring individual development
through small classes, close interaction with senior faculty, and sophisticated learning technologies more
commonly found at the nations leading private universities.
Northern Arizona University also provides exceptional quality in a selected number of postbaccalaureate certificates, masters and doctoral programs in its areas of greatest strength. The University
seeks to expand its post-baccalaureate programs as interdisciplinary fields expand and as the needs of
economy demand increasing levels of educational preparation. Intimately linked to its undergraduate and
graduate missions, the universitys faculty, organized in departments, research centers and institutes,
advances knowledge in traditional disciplines, in fields related to NAUs unique environment on the
Colorado plateau, and in response to the needs of the state and region for solutions to real world problems.
Finally, NAU is an integral part of the northern Arizona and Flagstaff communities. It embraces
its mission to serve rural Arizona, Native American peoples, and seeks a partnership in providing
economic, cultural, and social opportunities for all citizens of the region. Consonant with its mission to
serve the states rural counties, the university has innovative partnerships with rural community colleges,
operates an education center in Yuma and IITV sites in twenty-six locations plus technology-based delivery
into offices and homes.
3.2 Information Technology Mission Statement

Given the broad spectrum of functions to support, a number of mission statements describe NAU's
information technology needs:
To provide robust, cost-effective, user-friendly and secure information technologies to the

Northern Arizona University community in support of mission-critical functions such as academic
instruction and support, administration, student services, research activities, human resource
services, and financial services.
To implement and support voice and Internet/World-Wide-Web links throughout Arizona and
beyond.
To implement and support information technologies to provide technology-based distance
education.
To provide quality technical support and training for use of information technologies by the NAU
community.
To implement and support systems for access and timely use of information needed for NAU
management, decision-making, and planning.
To establish processes which assure compatibility of information technologies among all
organizations in the NAU community.
To regularly evaluate and promote the use of the most cost-effective and current technologies for
NAU.
To regularly track and anticipate changes in information technologies which may offer strategic
advantage or disadvantage for NAU.
4.0Goals
4.1 Northern Arizona Universitys Strategic Goals
This section of the strategic plan provides information on the seven major goals of the NAU Strategic Plan
2010:
To be a premiere undergraduate residential learning community emphasizing superior

undergraduate programs.
To be recognized regionally, nationally and internationally for selected creative endeavors, research
and graduate programs especially those that build from our base on the Colorado Plateau.
To build on our national reputation for excellence in the preparation of teachers and in applied and
professional programming in undergraduate and graduate areas that meet the needs at the regional,
state, and national levels.
To provide regional and national leadership in the development, use and assessment of technologies
to enhance and deliver superior educational programs.
To foster a culture of diversity visible in academic programming and in the recruitment of faculty,
staff and students.
To be the nations leading non-tribal university in providing educational opportunities for Native
American students, in providing service and applied research to Native American tribes, and in
advancing research concerning the history, culture, and contemporary issues of Native American
peoples.
To increase private support and research funding to supplement state funding and tuition, in order
to guarantee an operating budget that supports academic excellence.
4.2 Information Technology Vision Statement

To achieve its goals as established above, NAU must continue to leverage and expand upon its base of
mission critical information technologies. As we enter the new millennium, administrators, staff, and
faculty need to use information technology as a fundamental tool for their work. In addition, NAUs
viability as an educational community will depend upon its flexibility and ability to embrace new
technologies and implement advanced academic and administrative systems. Achieving this vision will
require extensive collaboration and partnering among the different NAU technology, academic and
administrative organizations in order to provide:
Support of the universitys mission through adaptive and innovative use of information
technology.
Empowerment of NAU staff, faculty, and students through access to the information and tools
needed for successful performance as workers, teachers, learners, managers, planners, and
decision-makers.
Support the broadening of NAUs educational courses, programs, and resources to students within
and beyond Arizona through use of a variety of distance learning technologies and delivery means.
Extension of cost-effective and user-friendly telecommunication and Internet technologies to all
members of the Northern Arizona University community wherever they may be.
Acquisition and provision of new, cost-effective information technologies to the university
community to keep NAU as current and competitive as possible.
Provide a highly reliable infrastructure and set of computer-based administrative, teaching,
learning and research tools to meet the ever-growing needs of the NAU staff and faculty.
Both general and specialized technical support for those using information technologies in the
NAU community.
Optimal use of existing and planned investments in systems and technology.
Reasonable protection for the information resources and systems of NAU.
5.0StrategicIssues
5.1 The Northern Arizona University Community
NAU is one of three doctoral-granting universities within the Arizona University System. Its mission is tied
both to its primary location in the Colorado Plateau Region in northern Arizona and to the charge to provide
statewide educational services to rural Arizona communities. NAUs Flagstaff campus, which has just
under 15,000 students, is ethnically, socially, and economically diverse. Approximately 5,000 additional
students are supported statewide through interactive instructional television and other sites offered
cooperatively through partnerships with community colleges and other higher education institutions in
Arizona.
NAU offers degree programs through six colleges (Arts and Sciences, Business Administration, Ecosystem
Science and Management, Engineering and Technology, Health Professions, and Social and Behavioral
Sciences), four schools (Communication, Hotel and Restaurant Management, Museum Faculty of Fine Art,
and Performing Arts), and one center (Excellence in Education). The university currently employs over
3050 faculty and staff members.
5.2 Todays IT Challenges

In order to fulfill NAUs academic missions across a wide variety of student venues and collegiate
programs, information technology plays a critical role. Several significant issues provide a great challenge
to the IT resources of NAU to successfully perform its crucial responsibilities. Here are the top three issues
facing NAUs IT resources today.
5.2.1
Rising costs of implementing and maintaining administrative systems
Across the country, universities are having an increasingly difficult time successfully implementing vendor
supplied administrative systems within budget and in a timely manner. Huge cost overruns are not
uncommon and even after these products are installed, keeping up with continual updates, fixes and
upgrades is taxing the skill and the budgets of IT departments. The need to eliminate old legacy software
and hardware systems still drives universities to seek a modern, integrated system to move their school into
the e-business world of today.
NAU has had a difficult time over the last four years trying to implement the PeopleSoft (PS) Student
Administration System (SAS). In September 1999, the HR/Payroll portion of the PS SAS was implemented
successfully and has remained stable through Y2K, tax time, a version upgrade, and a successful FY yearend. After reviewing different vendor products during the spring 2000, the NAU President agreed with the
recommendation from her Management Team to embark on a multi-year, multi-million dollar project to
install the entire PS SAS product starting in FY01. NAU IT and functional user departments feel that we
can successfully implement the PS SAS for the following reasons:
The project has the full support and commitment of the NAU senior management.
A strong PS project team has been established from a core of IT staff who have successfully
implemented and upgraded the PS HR/Payroll system.
The functional end-users all agree that the PS product and its next version is the best product for
NAU.
Maturity of the PS product and the review of successful PS implementations at other universities
have given the campus optimism that the NAU implementation can be successful.
NAU has completed its first year of our three year PeopleSoft project plan. The Project Management Office
is fully operational and has received excellent support from the campus community. Although the project is
on track, potential problems surrounding a building renovation project to house the project team and the
lack of technical staff are areas of concern. The project steering committee is watching these issues closely,
as well as the overall progress of the project.
5.2.2
Integration of IT Services
Integrating IT services across the campus, and in NAUs case, across the State, is getting increasingly
complex and costly. Issues such as middleware for authentication and directory services, global ids, distant
learning, vendor administration systems, web, e-business, data warehouse, and even the Arizona Regents
University, spell out a great deal of study and work for the NAU ITS organization. Studying and
developing strategies to successfully prevail over the issues above will take a great deal of resources from
ITS.
The greatest of our efforts this past FY has been the planning and development efforts to use Microsofts
Active Directory, along with LDAP, as the core directory service for the campus. This effort has involved
many campus functional users, as well as dedicated technical staff from ITS. The term directory service
refers to technologies that provide the necessary infrastructure for building communities on a computer
network. A community can be defined as a group of people and things that must interrelate on the
network. Directory services provide the infrastructure for naming, locating, describing, and managing
people, devices, and other members of an on-line community. Directory services for any enterprise are
necessary to provide community members and the applications they use the proper organization,
orientation, structure, coordination, and security. On-line directory services will be enhanced by these
efforts and will position NAU for future technologies, like PKI and other directory-enabled applications.
In order to deal with the task of integration, ITS will take on the following initiatives this FY:
Fully implement an active directory service across campus.
Convert from Windows NT to Windows 2000 server environment before the end of calendar year
2001.
Begin looking at portal technologies aimed at integrating our future PeopleSoft student
administration system, WebCT, and other administrative and academic systems into a user-friendly
online portal environment for the entire campus community.
5.2.3
Student Computer Ownership Requirement
Over the last 18 months, NAU has studied the concept of adopting a requirement for all students to own a
computer. A survey of incoming freshmen in September 2000 showed that 70% of these students came to
campus with a computer. Although no previous data is available, most campus executives feel that this
number has grown over the years and will continue to grow. But, what about the 30% who did not bring a
computerare they at a disadvantage and are we allowing a digital divide to happen on our campus?
Senior administrators and academics alike feel that students without a personal computer in their room are
disadvantaged and want to find a way to get a computer in the hands of all NAU students.
In January 2001, the Student Computer Ownership Team (SCOT), led by the NAU Chief Information
Technology Office, was formed to develop an implementation plan for a student computer ownership
requirement. Four subcommittees were created to study specific areas of an ownership requirement. These
subcommittees met at regular intervals during the spring semester and provided reports on their efforts in
April. A final, comprehensive implementation plan was formulated and presented to the President and her
management team in May. President Lovett approved the plan, which included two recommendations: one
to delay the start of the requirement until fall 2003 to allow faculty more time to be educated on using
technology in their classes and, two, to allocate funds to increase appropriate student services which will be
needed to support more student computers on campus.
Final approval of the implementation plan is required by the Arizona Board of Regents. The new NAU
President, Dr. Owen Cargol, will make the final decision to present the implementation plan to the ABOR
sometime this fall.
6.0Goals,Objectives,StrategiesandPerformanceMeasures
This section will define the IT goals, objectives, strategies, and performance measures for the following
five major information technology functions:
1. Academic support and delivery
2. Administration support
3. End-user support
4. Information technology management
5. Information technology infrastructure
6.1 Academic support and delivery

6.1.1 GOAL: Support faculty in redesigning teaching, learning, and research environments to
include current and emerging technologies.
Objectives:
6.1.1-O1
6.1.1-O2
6.1.1-O3
6.1.1-O4
6.1.1-O5
Identify and support faculty needs in developing technology-based courses by offering

programs, workshops, consultation and development support.
Modify and maintain appropriate compensation and recognition incentives (including progress
toward tenure and promotion, load adjustments, financial incentives or other means) for course
development.
Identify and develop programs and courses for technology-based delivery.
Develop strategies and standards for creating effective learning environments using
technology.
Identify opportunities for improved technology support for research.
Strategies:
6.1.1-S1
6.1.1-S2
6.1.1-S3
6.1.1-S4
6.1.1-S5
Continue the IITV faculty training and compensations/incentives offered by the Office of
Teaching and Learning Effectiveness under the Dean of Distributed Learning. Identify and
integrate a vendor based course development and delivery package (WebCT). If possible, use
the student information system and other existing data repositories to load course data as well
as extend our single sign-on philosophy to the course delivery system. Provide support to the
Office of Teaching and Learning Effectiveness (OTLE) in their faculty outreach and workshop
efforts.
Continue working with the Dean of Distributed Learning to champion and communicate a
distance learning culture at NAU. Prepare and present new initiatives and programs to provide
such compensation.
Fully utilize existing Computer Based Training for student and faculty training. Support the
Dean of Distributed Learning in efforts to meet course expectations for on-line degree
programs.
In conjunction with the Office of Teaching and Learning Effectiveness, establish and
continually review course design and pedagogy related to distributed learning courses with
special attention to new delivery modes (web).
Various efforts are underway in NAUs research community. Examples include Geographic
Information Systems collaboration as well as discussions between Colleges and vendors
(currently IBM) to provide significant new resources to NAU. A better coordination of these
efforts with support from the central IT organization should be undertaken.
Measures:
6.1.1-M1
Number of programs, workshops, consultation and development services offered by OTLE.
10
Fiscal Year 1998:

Fiscal Year 1999:
Fiscal Year 2000:
Fiscal Year 2001:
6.1.1-M2
173 programs, workshops, consultations. 156 grants awarded.

143 programs, etc. 211 grants awarded. (Source: P. HelfordOTLE)
205 programs, etc. 284 grants awarded. (Source: C. KieferOTLE)
84 programs, etc. 127 grants awarded. (Source: J. Spada-AllgoodOTLE)
Number of faculty using the Web for instruction.
Fiscal Year 1999: 150 (Source: P. HelfordOTLE)

Fiscal Year 2000: 220 (Source: C. KieferOTLE)
Fiscal Year 2001: unreportable (a high percentage, but no central tracking mechanism)
(Source: J. CampbellITS)
6.1.1-M3
The number of Web-based courses.
Fiscal Year 1998:

Fiscal Year 1999:
Fiscal Year 2000:
Fiscal Year 2001:
6.1.1-M4
11
80 (Source: P. HelfordOTLE)
161 (Source: C. KieferOTLE)
248 (Source: P. HardenDLS)
Number of students enrolled in technology-delivered courses.(21st day count, Web-enhanced,

Web-based, Web-streamed or video courses)
Fall Semester 1998: 6,035

Number of students (duplicated headcount, as of the 21st day) in all sections of courses listed as:
Interactive (IITV), Originating or Receiving sites, Cable/Overflow, Video, Web-streamed, Web-based
or Web-enhanced.
(Source: S. HornPAIR)
or Web-enhanced.
(Source: K. CarelsPAIR)
or Web-enhanced.
(Source: K. CarelsPAIR)
6.1.1-M5
The number of faculty teaching IITV courses.
Fall Semester 1998: 72

Number of faculty (distinct SSNs, as of the 21st day) in all sections of courses listed as: Interactive
(IITV), Originating or Receiving sites.
(Source: S. HornPAIR)
(Source: S. HornPAIR
(Source: K. CarelsPAIR
11
6.1.2 GOAL Develop and implement assessment strategies to monitor and evaluate technologybased courses.
Objectives:
6.1.2-O1
6.1.2-O2
6.1.2-O3
Develop evaluation criteria.

Implement a process to assess periodically the quality of technology-based courses and
programs.
Apply strategies of review and revision to increase the effectiveness of technology-based
courses.
Strategies:
6.1.2-S1
6.1.2-S2
6.1.2-S3
As with traditional paper evaluations, electronic faculty evaluations continue to be controlled

at the departmental level. The Office of Teaching and Learning Effectiveness has developed a
fairly global assessment instrument with a separate space for departmental questions.
Meetings are held with the curriculum committee and other relevant groups to assure proper
evaluations are in place for technology based courses.
Information Technology Services has implemented a tool, now in its second year of use, to
collect on-line evaluations. The tool should be continually reviewed to insure it is meeting the
needs of the campus.
Departments, in conjunction with Statewide programs and TV services will review the
evaluations and experiences of the faculty to revise and improve technology-based courses.
Input from other sources, such as the Academic Computing Help Desk or the Library, will also
be solicited and incorporated into the revision process.
Measures:
6.1.2-M1
Show that evaluation criteria are in place.
The FY01 evaluations are available to active students and faculty at:
http://www2.nau.edu/~evalj-p/ACAP/ (Source: P. HardenDLS)
6.1.2-M2
Number of courses evaluated on a periodic basis.
DLS will evaluate all Web-based courses every semester.

Fall 1998: 33 courses
Spring 1999: 50 courses (Source: P. HelfordOTLE)
Fall 1999: 48 courses
Spring 2000: 57 courses (Source: C. KieferOTLE)
Fall 2000: 62
Spring 2001: 76
Note: There are a handful of courses taught every semester that have low enrollment and therefore do
not meet the criteria to be evaluated. (Source: E. AlvaradoDLS)
6.1.2-M3
Results of evaluation activities.
See the NAU Online FY2000 course evaluation report at:

http://nauonline.nau.edu/evals
The FY2001 report will be out later this summer. For information contact NAU Statewide Programs.
12
6.1.3 GOAL Ensure student access to learning resources and computing facilities.
Objectives:
6.1.3-O1
6.1.3-O2
6.1.3-O3
6.1.3-O4
6.1.3-O5
Establish an overall plan for student access to computing and other learning resources.
Develop a funding model for providing the access needed by students, whether from on
campus, home, or statewide sites.
Monitor and measure progress in achieving the goals for student access.
Develop standards for hardware and software to increase accessibility and enable students with
disabilities to utilize technologies.
Provide adaptive technology stations for student access.
Strategies:
6.1.3-S1
6.1.3-S2
6.1.3-S3
6.1.3-S4
6.1.3-S5
Strong partnerships between Cline Library, Statewide Programs, Learning Assistance Center,
Disability Support Services, and Information Technology Services assure coordinated and
effective access to computing and learning resources. In addition, ITS will continue to
administer and monitor the 14 Flagstaff labs and over 20 statewide labs. Statewide labs will
continue to be developed according to a plan established by Statewide Programs with close
cooperation of ITS. ResNet resources will be reviewed and improved as necessary. Statewide
modem pools will be increased in rural areas. Internet bandwidth has been increased to
accommodate academic needs. Disability support services, in conjunction with the Library
and ITS, continues to provide solutions for disabled students. The Learning Resources Center,
in conjunction with ITS, continue to expand its technology based support and access for
students. The Library continues to grow new capabilities for electronic deliver as well as for
patron visitors. Learning spaces (departmental open computing areas) will continue to be
established using older lab equipment.
Residence Life and Statewide Programs have contributed, along with ITS, to providing direct
student access to technology without raising a new student fee. By consolidating support and
leveraging as many economies of scale as possible, ITS has been able to provide significant
access to students without a technology fee. At this time, the campus is probably reaching the
limit to what can be done under the current model.
Continue to collect and report the measures below. Also, compare software offerings to
acceptable corporate standards.
Standards for accessing courses are in place through the Office of Teaching and Learning
Effectiveness and through Television Services. ResNet has a set of hardware and software
standards for their program and the Academic Computing Help Desk promotes these standards
through the material they provide to students in short-courses, on the phone, or through the
CD-ROM they release. Disability support services have set standards for hardware and
software to use to meet different adaptive needs. Various community college partners are also
adopting many of these standards.
Cline Library, Counseling and Testing, and Information Technology Services continue to
provide adaptive workstations and trained staff to assist students with disabilities.
Measures:
6.1.3-M1
Percentage of residence hall students participating in ResNet.
29% (1580/5452) March, 1999

53% (2625/4918) March, 2000
62% (3258/5217) May, 2001 (Source: M. CollinsITS)
6.1.3-M2
Percentage of students with e-mail accounts.
73.2% (13730/18755 from White Pages Summary as of 27-Feb-1999)

78.7% (14710/18681 from White Pages Summary as of 20-Feb-2000)
86.7% (16009/18456) from White Pages Summary as of 24-Feb-2001) (Source: J. Campbell ITS)
13
6.1.3-M3
Number of stations to services in central computing labs with network access.
Total: 759 (July, 2000)

(Source: G. Michalicek/R. Gonzales/D. Riney)
Total: 903 (Jun2, 2001)
(Source: G. Michalicek/J. Crane/D. Riney)
Breakdown:
Residence Hall labs - 183 PC/16 Macintosh
South LRC - 88 PC/12 Macintosh
North Lab - 40 PC/12 Macintosh
NAU/Yuma - 125 PC/5 Macintosh
Statewide Labs - 422 PC
Notes:
1. Most NAU Statewide labs are facilities shared with a community college
or high school. See http://www.nau.edu/its/swlabs
2. Only residence halls, South and North labs are currently reported
for Program/SubProgram budget report.
6.1.3-M4 Number of hours central computing labs are open.
Hours for both the North LAC lab Fall 2000:
Monday - Thursday
Friday
Saturday
Sunday
8 a.m. - 10 p.m.
8 a.m. - 5 p.m.
(Closed)
(Closed)
South Campus Labs (LRC), Fall 2000

Monday - Thursday
Friday
Saturday
Sunday
8 a.m. - 11 p.m.
8 a.m. - 5 p.m.
10 a.m. - 6 p.m.
12 p.m. - 11 p.m.
Most of the residence halls labs are open Sun-Th 3-11, Sat 10-6, Sun 3-11; Cowden lab is open 24
hours a day, seven days a week
(Source: J. CraneITS)
Residence Hall Computer Labs list as of Summer 01:
Allen
Cowden
Tinsley
Wilson
Ridge/Gabaldon
Sechrist
Reilly
North Morton
Campus Heights
South Family
McConnell
Mt. View
(Source: R. GonzalesITS)
14
6.1.3-M5
Use of dial-in facilities by remote users.
6002 (unduplicated count for Jan-1999 and Feb-1999 out of /nau/local/etc/TACACS/tacacs.report)

5918 Unique PPP logins between Feb.2000 and April 2000
(Source: B. SawertITS)
Total from May 3, 2001 June 25, 2001: 6075 unique logins
(Source: S. PattersonITS)
Breakdown:
Total unique users* (non-800 pool): 6046
Total unique users* with dana email addresses (non-800):
4368
Total unique users* with jan email addresses (non-800): 1540
Total unique users* with awc email addresses (non-800): 137
Total unique users* with other email addresses (non-800): 1
6.1.3-M6
Number of workstations equipped with applicable software and hardware for students with
disabilities.
2 PCs - Cline Library

7 PCs - Disability Support Services
(March, 1999 Source: B. Sawert/D. Neuberger)
8 PCs Disability Support Services (Assist. Tech. Lab)
2 PCs Cline Library
1 PC ITS (South LRC)
(March 2000 Source: R. Gonzales)
7 PCs Disability Support Services (Assist. Tech. Lab)
2 PCs Cline Library
1 PC ITS (South LRC)
1 PC NAU Yuma Library
(March 2001 Source: B. Sawert/D. Riney)
6.1.3-M7
Number of student home pages on Dana.
1591 (Count of http://dana.ucc.nau.edu/dana_homepages.html on 2-Mar-1999)

2237 (Count of http://dana.ucc.nau.edu/dana_homepages.html on 7-Jul-2000)
(Source: T. KriedlITS)
2645 (Count of http://dana.ucc.nau.edu/dana_homepages.html on 25-Jun-2001)
6.1.3-M8
Number of residence hall computing support troubleshooting calls (visits to the actual students
residence hall room).
343 Fall 2000 (Source: M. CollinsITS)
15
6.1.4 GOAL Provide student support/training for information technologies that sufficiently prepares
individuals to utilize such technologies productively in their coursework or in using online services.
Objectives:
6.1.4-O1
6.1.4-O2
6.1.4-O3
6.1.4-O4
6.1.4-O5
Conduct student training classes as part of the previews and passport programs. Conduct
supplemental training/mini-courses to returning students that do not normally have access to
previews and passport sessions.
Maintain an Academic Computing Help Desk and related student support functions.
Use the Web to communicate available support services and to augment the support services
function.
Design training and consulting materials to meet various student needs.
Provide toll-free telephone assistance to distance education students, staff and faculty who are
in need of technical support. Also, set up a system to support students with special needs, such
as those studying and traveling abroad.
Strategies:
6.1.4-S1
6.1.4-S2
6.1.4-S3
6.1.4-S4
6.1.4-S5
Coordinate with Previews, Passport, OTLE, Learning Assistance Center and other partners to
identify and deliver student based learning opportunities.
Continue to fund and support the Academic Computing Help Desk.
Build web support pages for various systems (such as LOUIE) and services that ITS or its
partners identifies as useful for students to be successful utilizing technology.
Work, in conjunction with various partners, to provide a CD-ROM and a rich web site with
detailed support and training material.
Utilize Automatic Call Distribution services to incorporate the 800-support service into the
Academic Computing Help Desk. Extend these services to 24x7 by utilizing the student
workers staffing the 24-hour Cowden lab.
Measures:
6.1.4-M1
Number of calls taken via the Academic Computing Help Desk.
Total Calls Taken: 9276 for Mar 15 May 30. (3092 monthly average) (July 2000)
(Source: R. Gonzales)
Total (including 888 phone calls from August May, FY2001): 38939
Average (includes 888 phone calls from August May FY2001): 3894 per month (June, 2001)
(Source: D. Stoffel)
Breakdown of total calls (direct & 888)
Aug '00 7678
Sep '00 5402
Oct '00 3242
Nov '00 3118
Dec '00 2433
Jan '01 5592
Feb '01 2716
Mar '01 2476
Apr '01 2780
May 01 3502
6.1.4-M2
Number of user training classes taught and number of attendees.
Classes Taught = 86 (FY 2000)

Attendees = 2,010 (FY 2000) (Source: R. Gonzales)
16
Classes/training opportunities = 230 (FY2001)

Attendees = 6,735 (FY2001) (Source: D. Stoffel/Acad Team Leads)
Breakdown:
Passport/FYE Presentations: approx. 170 separate presentations (25 per session)
Previews Expo & Rotations: approx. 35 sessions (40 visitors per session)
New Graduate Student Orientation Seminar: 1 (60 visitors)
Study Abroad Student Orientation: 4 (150 per session parents included)
Electronic Portfolio Faculty Training: 2 (20 per session)
Statewide Computer Lab Training: 1 (40 lab aids)
Statewide Nursing Student Technology Overview: 1 (18)
Student Electronic Behavior workshop: 1 (15)
CCTS Solution Center Retreat: 1 (13)
ResNet Installathons: 4 (30)
SPSS, SAS Seminars for professors: 4 (15)
NAU Athletics Freshman Orientation: 2 (40)
UNIX Basics Workshop: 3 (10)
UNIX System Programming Class 1 (9)
6.1.4-M3
Number of visits to support-related Web pages.
Number of hits on the Academic Computing Help Desk home page (June 2000): 404
(http://dana.ucc.nau.edu/help) (Source: R. Gonzales)
Number of hits on the Academic Computing Help Desk home page (May 2001): 4,550
(http://dana.ucc.nau.edu/help) (Source: T. Kreidl)
6.1.4-M4
Number of 800 phone calls.
Average over 3-month period (March May): 727 per month (July, 2000) (Source: R. Gonzales)
Average over 10-month period (August - May: 1162 per month (June 2001)
(Source: D. Stoffel)
Breakdown:
Aug '00 1791
Sep '00 1078
Oct '00 887
Nov '00 1026
Dec '00 820
Jan '01 2581
Feb '01 583
Mar '01 775
Apr '01 913
May '01 1163
6.2 Administrative Support

6.2.1 GOAL Support, develop and administer campus-wide Administrative Systems
Objectives:
6.2.1-O1
6.2.1-O2
Migrate Student Administrative Systems to PeopleSoft 8.1 Internet Architecture (SOLAR

Project Student Online Administrative Resource)
Maintain existing Legacy Systems as needed during migration/transition
17
6.2.1-O3
6.2.1-O4
6.2.1-O5
6.2.1-O6
6.2.1-O7
6.2.1-08
Implement Advantage 2.2 Financials System & develop GASB 35 data capture and reporting
standards
Make Data/Information accessible by enhancing Data Warehouse development through the
IRM (Information Resource Management) effort.
Providing Administrative System Web Solutions when needed or appropriate.
Provide department level solutions & systems and consulting services that adhere to NAU
standards
Streamline internal management process of work management and development (including
Standards, etc.)
Begin development and planning for an ITS and University-wide sustainability program for
the PeopleSoft application and support services
Strategies:
6.2.1-S1
6.2.1-S2
6.2.1-S3
6.2.1-S4
6.2.1-S5
6.2.1-S6
6.2.1-S7
6.2.1-S8
Create Project Management Office (PMO) to develop processes for campus-wide

implementation, training and deployment
Work closely with System owners in Legacy system maintenance. Evaluate enhancements in
relationship to Peoplesoft features and implementation schedule. Continue to enhance Super
Louie as needed. Implement legislative and operational mandated enhancements as needed.
Combine current SIS staff to one group to provide resources as needed. Increase web IQ
and functional IQ of current SIS staff.
Implement and develop GASB 35 standards in Advantage. Evaluate and implement
Advantage 2.2 and GUI as necessary. Develop web-based enhancements for displaying data
and analysis.
Enhance data and accessibility of the Data Warehouse. Load new data, i.e., student financial
and business financial data. Improve existing data, i.e., official source of PAIR reporting.
Develop mapping and conversion strategies to accommodate new Peoplesoft Student System.
Enhance training of data in the system and tools use to access the system. Streamline
administrative management, i.e., simplify the access approval process and provide online
FERPA reference. Implement and use ETL tool in support of Data Warehouse and IRM.
Enhance the development and support teams within Administrative Systems to provide Web
Solutions for Administrative Systems. Build technical expertise of other internal teams.
Leadership provided by Admin Web Team. Establish the technical infrastructure for NAUs
portal development environment. Work more collaborative with Statewide programs and
Institutional Research.
Restructure Administrative Systems so that it is a one-stop shop for administrative systems
and data, including department level solutions. Increase the productivity of the Integration
Consulting Team in providing department level solutions.
Streamline and simplify the work request and tracking procedures within Admin Systems.
Have all teams adhere to the same basic process. Have a snapshot status available
electronically to ITS management.
Using information from the PMO and the SOLAR project, build a sustainability plan that fits
the business processes determined through fit/gap as necessary for maintenance and
enhancement of the PeopleSoft SA/HR system and ancillary systems associated.
Measures:
6.2.1-M1
PMO Established. Project accomplishments:

Move to temp Office (Bldg 16)
IPSW (Implementation Planning and Strategic Workshop) 9/00
Charter & Success Criteria 10/00
Organizational Structure 10/00
Project Methodologies 10/00
18
Project Managers selected 11/00

Major Milestones/Timelines 12/00
Academic Structure Complete 3/00
Standards, Tools, Processes 4/00
Project Plans Complete (by module) 5/00
Campus Community Complete 5/00
Bury Hall Remodel Funded 6/00
(Source: S. Silberisen-ITS)
6.2.1-M2
Move GASB 35 enhancements for Advantage into production by 12/31/2001. (Source: M.

Johnson-ITS)
6.2.1-M3
Implement Advantage 2.2 in production by 4/1/2002 (Source: M. Johnson ITS)
6.2.1-M4
Worked closely with PAIR to have them use the Data Warehouse for official reporting.
(Source: M. Johnson ITS)
6.2.1-M5
Increase department level use of the Data Warehouse for analysis. (Source: M. Johnson ITS)
6.2.1-M6
Implement Infomatica Power Center an ETL tool for Data Warehouse and IRM support.
6.2.1-M7
Complete 20 web-based projects as needed for fiscal year 2002. Determine NAU portal
technical infrastructure. Implement development standards ITS Web Solutions. Provide
department level solutions in conjunction with Web Team. (Source: M. Johnson ITS)
6.2.1-M8
Complete legislative and operational mandated changes to legacy systems as required by

legacy systems steering committees for fiscal year 2002. (Source: M. Johnson ITS)
6.2.1-M9
Complete 15 departmental level solutions by the Integration Consulting team for fiscal year
2002. (Source: M. Johnson ITS)
6.2.1-M10 Build and maintain a work request and tracking system that is accessible by ITS management.
6.2.1-M11 Build and begin implementing a sustainability model within ITS to support the first two
module implementations of Peoplesoft 8.0 (HRMS and Admissions/Recruiting)
6.3 End-user Support

6.3.1 GOAL Provide user training/support for information technologies that sufficiently prepares
individuals to utilize such technologies productively in their work assignments.
Objectives:
6.3.1-O1
6.3.1-O2
6.3.1-O3
6.3.1-O4
6.3.1-O5
6.3.1-O6
Formally consult with our clients about training needs.

Conduct end-user training classes.
Analyze and report end-user perceptions of formal user training.
Maintain an effective Solution Center and related end-user support functions.
Use the Web to communicate available support services and to augment the support services
function.
Provide assistance for units with unique information technology needs.
19
6.3.1-O7
Design training and consulting materials for various levels of information technology expertise
and for unit-specific requirements.
6.3.1-O8 Continue the acquisition and development of training materials and systems (e.g., on-line
tutorials, virtual courses, interactive video, etc.)
6.3.1-O9 Maintain a primary Solution Center help line phone number for IT support.
6.3.1-O10 Provide effective and efficient desktop support for faculty and staff.
6.3.1-O11 Provide web, SQL, and database support to departments on campus as needed.
Strategies:
6.3.1-S1
6.3.1-S2
6.3.1-S3
6.3.1-S4
6.3.1-S5
6.3.1-S6
6.3.1-S7
6.3.1-S8
6.3.1-S9
6.3.1-S10
6.3.1-S11
The ACITO for CCTS will continue a periodic formal visit to two different sets of campus
management. Briefs with question and answer period will be provided for groups such as the
Technology Systems Support Council, and the Business Affairs Council. Personal
appointments will be made with Deans and Directors. Both will focus on updating CCTS
services provided and request needs that are not currently addressed. Additionally, a new,
periodic campus-wide survey is in development to determine the applicability of current
training, as well as evaluate our overall support. When combined with attendance statistics and
course evaluations, this will indicate which classes are no longer applicable, what types of
programs users are using, what level of current class offering is appropriate, and any classes
not currently being offered which would be desired and beneficial.
End-user training classes are now taught on a routine schedule. The calendar is published in
web format and print flyers are distributed to campus departments. Registration is available on
the web. No changes are expected other than those to specifically tailor the offerings as
discussed above.
Formal user training is currently being evaluated through the use of web class evaluations
completed as each class is ending. These evaluations address instructor delivery, course
content, and satisfaction with the facility. The numeric results and subjective comments are
reviewed by the Software Training and Support Team Lead to determine improvements that
can be made. Survey questions referred to in S1 will also be used to evaluate overall campus
perceptions of training effectiveness.
Continue to emphasize the one-stop shop customer service philosophy.
Continuously review and update the CCTS web pages, including additional content.
Designate points of contact for specific expertise and needs and coordinate closely with
applicable campus users. When support load allows, tailor training and allow dedicated
support.
Introductory through Advanced level, where a need has been determined, courses are currently
offered in a wide variety of subjects. CCTS has offered unit-tailored training in a number of
circumstances and will remain flexible in soliciting and providing such training upon request.
CCTS now includes a specific Information System Training Specialist Senior position with a
tailored job description reflecting the proper focus on development of training materials and
systems. Central to that position includes insuring that CCTS remains up-to-date on current
technology, and that appropriate courseware is developed or purchased.
The primary Solution Center help line phone number for IT support is common campus
knowledge. It will continue to be emphasized as the source of one-stop ITS support shopping
help.
Refine a working knowledge definition of the customer population. Identify possible means
for improving efficiency. Identify all distributed support personnel campus-wide.
Increase the number of web development, SQL, ASP and database development training
courses. Maintain a highly trained team capable of training and consulting with departments to
help them find solutions to their online application needs.
Measures:
6.3.1-M1
Department briefs conducted during FY 2001 included: a session of the Human Relations
Employee Conference, Fine Arts (management group), Arts and Sciences (generally advertised
20
6.3.1-M2
audience), Work Force Development, the Business Affairs Council, and Facility Services
(management group). Wendy Garrison and James Howington attended formal training in
survey design. Their input will help in the design of both the training and general support
evaluation surveys now being written in-house by the Software Training and Support Team.
The surveys will be online andwritteninASP.Finally, extensive informal consultation is
done with a large variety of campus organizations in the course of support meetings such as
those listed in section 6.4.(Source: R. Roberts, ITS)
Number of user training classes taught and number of attendees.
Classes Taught = 222
Attendees = 1200
Note: This includes one Ghost technology class for 21 campus IT Professionals. (Source: S.
Sorden, L. Collette, ITS)
6.3.1-M3
6.3.1-M4
Degree of client satisfaction with training and support activities.

The client satisfaction rating rose from 3.6 in fiscal year 2000 to 3.65 during fiscal year 2001
on a 4-point scale. (781 evaluations) The two highest categories included instructor
preparation and knowledge, rated 3.72 and 3.69 respectively. The majority of students would
recommend the courses to others, scoring 3.75. The most significant area for improvement is
materials, scoring 3.4. However, improved course documentation is being created. CCTS
implemented courses that were requested in the online evaluations, meetings, and other sources
such as FrontPage 2000 Intermediate, Advanced Access 2000, Excel 2000, Database Design,
Dreamweaver, Understanding the Internet, and HTML. STS has discontinued regularly
teaching courses such as Windows 95, Windows NT Networking, and PC Basics no longer
being attended. Courses such as Eudora Pro, Microsoft Office applications, Advantage, and
several others were upgraded to match the latest application upgrades. (Source: S. Sorden,
ITS)
Ratio of calls taken and resolved via Solution Center.
Total Calls Taken: 47,922 (FY 2001)
Calls resolved via Solution Center: 39,987 (83.4%) (Source: W. GarrisonITS)
6.3.1-M5
The ITS web pages have been restructured in Front Page-compatible format and optimized to
facilitate single change promulgation throughout the site. The ITS index web page is updated
and maintained as a source for links to ITS services, support and information. Web hits to
www.nau.edu/its/index averaged 8660 per month. CCTS assumed maintenance of the software
download page, ensuring that newly released versions of university-licensed software were
available to end users on a timely basis. Ergonomic testing software was added as an available
download. An informational page regarding compliance with Article 508 accessibility
requirements was added as an ITS page Hot Topic. All CCTS pages were confirmed by Bobby
as accessibility-compliant. The PC Support Team updated and revised their pages, adding
internal instruction pages on IP assignment and DHCP registration, as well as external pages
on basic computer maintenance. (Source: S. Sorden, L. Collette, W. Garrison, ITS)
6.3.1-M6
Two personnel were trained to use the new conference DHCP web-based registration tool
they then trained several end users to register conference attendee laptops. Provided intensive
support in the Purchasing Department for Procard purchasing card software. Set up and
maintained surveillance camera (webcam) equipment and software for the NAU Police
Department. Provided assistance with the installation and use of wireless network access
points and cards, which involved researching and testing new equipment as well as end-user
training and support and co-ordination with the systems programming team regarding security
issues. One team member dedicated two weeks to upgrading the Biology Department LAN
(installed new server, re-installed specialized software, networked new clients, migrated data,
trained lab personnel). Provided a technology plan for the Center for Sustainable
Environments to improve communication and data sharing among center partners. (Source:
L. ColletteITS)
21
6.3.1-M7
Examples include providing dynamic DHCP registration and connection checklists to DuBois
and the Student Union, conducting Ghost training for campus support personnel, training
Science and Math Learning Center employees on a conference registration web tool, and
training two Biology Department staff in the use of their new wireless equipment. Unitspecific courses were taught in NAU Webmail, Corporate Time, PC Basics, Windows 95,
Access and Excel 2000, and many others. (Source: S. Sorden, L. Collette, ITS)
6.3.1-M8
The Software and Training Support Team began development of in-house computer-based
training on topics such as Advantage (pilot project), MS-Office and Eudora. These tutorials
will be designed to be distributed through CDs and streaming media (Real Audio/Windows
Media Player) and will allow our clients to receive training as needed and schedules allow,
rather than having to wait for scheduled classes. A complete set of publish-on-demand
tutorials were recently acquired to be used in the new Macromedia training track. Several
white papers were written on topics such as connecting to databases in the NAU environment
with Macromedia Ultradev and the options currently being employed by NAU departments to
collect payments online. Computer Based Training remains available, with nearly 1400
individuals served over the past two fiscal years. 200 course titles are available at:
http://jan.ucc.nau.edu/cbtweb/curicula/custom.htm. The software download web page is also
distributed on CD to statewide locations and upon request to local users. (Source: W.
Garrison, S. Sorden, ITS)
6.3.1-M9
The primary support line is 523-1511. An ACD system is then used to pass more difficult
issues to second level support. (Source: R. Roberts, ITS)
6.3.1-M10 Field Calls = 1388 Software and Training, 3,792 PC Support, 5180 Total (FY 2001,
extrapolated from data collected since January). CCTS implemented a small reorganization at
the beginning of the fiscal year, which moved two technicians to the PC Support Team. That
teams scope was expanded to include all repair, installation and upgrade issues, including
software and previously shared operating system issues. The Software Training and Support
Team (STS) now focuses on application utilization, continues to administer the training
program, and has increased emphasis on web support. These minor changes have resulted in
more efficient trouble report response, from call routing to completion. An in-house written,
web-enabled, Oracle-backed ASP trouble report system (SOS) has been in use since January.
Customized to our specific business processes, this system will allow targeted improvements
to our services. Reports will be refined from the new SOS work order system to group
customer populations and call types. This will be used to analyze current work effort and
identify areas for improved efficiency and customer service. An FAQ was also implemented
with similar technology, allowing both ITS and campus support personnel to search for
specific lessons learned and similar technical information. Development of a general support
survey to solicit feedback from our customers once their SOS tickets have been closed has
begun. Upon closing a trouble report, an automatic email will be generated and sent to the
customer asking them to fill out an online questionnaire at a linked site. Responses will be
automatically saved to a database. This builds upon a current feature of the system, which
emails the trouble report number to the customer when a ticket is opened, to facilitate any
needed communication. Development of an internal support web resource is also nearing
completion. This Solution Center project converts current indexed informational web pages to
a web accessible, searchable database for storage and retrieval of support information, policies,
procedures, instructions, etc. (Source: W. Garrison, L. Collette, S. Sorden, ITS)
6.3.1-M11 All STS team members aggressively maximized available training, focusing on web and
database applications. Emerging technologies were concentrated on in preparation for support
or informed evaluation of products for future support consideration. Examples include
Macromedia (now partially supported), Stealthor (Corporate Time), Visual Basic, ASP, and
Microsoft .Net. Possible future directions to explore in the coming fiscal year include
MSSQLs suitability for smaller scale databases in the NAU computing environment, and a
critical evaluation of .Net technology as it emerges. (Source: R. Roberts, ITS)
22
6.3.2 GOAL Disseminate information to end-users regarding standards and support levels of
applications software and hardware.
Objectives:
6.3.2-O1
6.3.2-O2
Develop methods to promote software and hardware standardization university-wide.

Establish and maintain communication methodologies to disseminate standards and promote a
spirit of cooperation.
Strategies:
6.3.2-S1
6.3.2-S2
Coordinate updated fully and partially supported standards with campus IT professionals.
Conduct a survey of campus departments to ensure that all distributed support personnel have
been identified and are included in communication of ITS standards and methods. Continue to
utilize a variety of communication and coordination methods to ensure maximum participation
from campus support personnel.
Measures:
6.3.2-M1
6.3.2-M2
Support standards are periodically reviewed and updated by CCTS. Prior to publishing, new
standards are coordinated within ITS through the monthly support meeting, and campus-wide
through the forums mentioned in M2 below. Web site improvements mentioned earlier make it
easier for campus support staff to locate and utilize NAU standards information.
(Source: R. Roberts, ITS)
Various email lists and support groups falling under the umbrella of support were consolidated
into a single IT-Pro email list and group which conducts regenerated monthly campus meetings
under the aegis of the PC Support Team Lead. The combined effect of the broadened scope
and administrative consolidation promotes more efficient communication and standardization
among a wider group of support personnel. The PC Support Team is completing revision of
new IT-Pro training courses in addition to the Ghost class already cited. Opportunities to
collaborate on on-site training, such as an Installing Windows 2000 course offered at NAU this
year, will continue to be pursued when applicability warrants.
(Source: L. Collette, ITS)
Established communication methodology:
Monthly training flyers mailed to all departments.
ITS web site, including CCTS maintenance of the Hot Topics section.
ITS Newsletter.
Updates in NAU Today and NAU Update.
IT-Pro email list.
IT-Pro monthly meetings.
New employee pamphlet and presentations.
Booths at employee functions on campus.
(Source: R. RobertsITS)
6.3.3 GOAL Assist campus departments in providing access to technology resources, training and
support to all faculty and staff.
Objectives:
6.3.3-O1
6.3.3-O2
Develop standards for hardware and software to increase accessibility and enable faculty and
staff with disabilities to utilize technology fully.
Research and evaluate emerging assisting technology to increase access to open areas.
23
Strategies:
6.3.3-S1
6.3.3-S2
Cooperate closely with the Affirmative Action Office, Disability Support Services, and other
applicable campus departments to determine needed areas of the campus where access is not
optimum.
Facilitate coordination with campus departments and insure ITS facilities meet all
requirements.
Measures:
6.3.3-M1
CCTS has filled a recent gap in Affirmative Action or DSS support of several individuals by
providing personal tutoring sessions on accessibility tools and their use.
6.3.3-M2
Proactively worked to empower the campus to comply with Section 508 accessibility
requirements. This included making it one of the ITS web page Hot Topics, providing a web
page with information and links to tools such as Bobby, ensured that all CCTS websites are
Level 1 Bobby compliant, and providing software to test workstation ergonomics on the
software download page. The ITS accessibility web site is at: http://www4.nau.edu/its/cctssts/webaccess.htm. Number of fully accessible training facilities: two ITS training rooms are
fully accessible. (Source: R. RobertsITS)
6.4 Information Technology Management

6.4.1 GOAL Provide leadership in determining and promoting the use of new technology tools.
Objectives:
6.4.1-O1
6.4.1-O2
Research, evaluate, and promote use of state-of-the-art technology tools for data management,
access, querying, and reporting.
Provide general campus support services in areas of cost and functional benefit.
Strategies:
6.4.1-S1
6.4.1-S2
Promote the ITS centrally supported tools in varied venues, such as classes, seminars, and
demonstrations.
As time and resources allow, provide IT support to smaller organizations on campus.
Measures:
6.4.1-M1 Demonstrations or seminars conducted.
CCTS Solution Center Retreat: 1
Electronic Portfolio Faculty Training: 2
NAU Athletics Freshman Orientation: 2
New Graduate Student Orientation Seminar: 1
Passport/FYE Presentations: approx. 170 separate presentations
Previews Expo & Rotations: approx. 35 sessions
ResNet Installathons: 4
SPSS/SAS Seminars for professors: 4
Statewide Computer Lab Training: 1
Statewide Nursing Student Technology Overview: 1
Student Electronic Behavior Workshop: 1
Study Abroad Student Orientation: 4
UNIX Basics Workshop: 3
24
UNIX System Programming Course: 1 course, 20 weekly sessions

Science and Math Learning Center conferences: 2
Dell quarterly technology updates: 3
First Compaq technology update: 1
Microsoft technology update: 1
Attended and briefed each new employee orientation.
(Source: ACITOsITS)
6.4.1-M2
Number of units assisted in determining proper technology acquisition and general support.
ITS has provided prominent and far-reaching technical assistance to the following groups:
Aids Prevention Project
International/Study Abroad Office
APSCC
KNAU
Affirmative Action
KJAK
Applied Indigenous Studies
Kappa Delta Pi
Arboretum
Learning Assistance Center
Art Museum
LBGA Office
Athletics
Liberal Studies and Assessment
Bilby Research Center
Music Camp
Bookstore
NAUCard
Budget Office
NAU Central Ticket Office
Campus Recreation Services
NAU Instructional Television
Campus Safety Services
NAU Pipeline mentoring program
Center for Colorado Plateau Studies
NAU Police Department
Center for Excellence in Education
NAU Writing Project
Center for Data Insight
Navajo-Hopi Statewide
Center for Sustainable Environments
Newman Center
Cline Library
Office of the President
College of Ecosystem Science and Management
Office of the Provost
College of Health Professions
Office of the Vice Provost for Research and
Colorado Plateau Research Station
Graduate Studies
Counseling and Testing Center
Ombuds Office
Creative Communications
Orientation, Transition and Retention Services
CTEL
OTLE
Disability Support Services
Parking Services
Distributed Learning Services
Personal & Professional Development Programs
DuBois Center
Physical Therapy Clinic
Ecological Restoration Inst.
Planning and Institutional Research
Elder Hostel for CBA
Postal Services
Electronic Media Integration Lab
Public Affairs
Employee Assistance & Wellness
Recycling Center
Environmental Sciences
Registrar
Facilities Management
Religious Studies
Faculty Senate
Residence Life
Forestry
Rocky Mountain Research Center
Four Corners summer project
ROTC (Army and Air Force)
Fronske Health Center
STAR summer labs
Future Work Force Development
Statewide
Gerontology/Senior Companion
Student Life
Graduate Admissions
Surplus Property
Graduate College
Tech Share
High Altitude Sports Training
TV Services
Human Resources
Undergraduate Admissions
Honors Department
University Advancement
Institute Tribal Environmental Prof
UniversityHouse
Institute for Native Americans
Womens Studies
Institute, Human Development
Work Force Development
25
(Source: ACITOsITS).
6.4.2 GOAL Ensure broad-based participation of campus constituencies in planning all information
technology initiatives and services.
Objectives:
6.4.2-O1
6.4.2-O2
6.4.2-O3
Enhance the advisory committee structure for information technology.

Solicit planning input from academic and administrative units.
Annually review and update policies and plans.
Strategies:
6.4.2-S1
6.4.2-S2
6.4.2-S3
Create advisory opportunities for end-users through project oriented committees.

Ensure that all input and requests from campus departments are acted upon in a timely manner.
Develop and maintain a policy and plan review strategy that will ensure annual reviews take
place.
Measures:
6.4.2-M1
Effective representation of NAU community via advisory groups.
Presidents Management Team

Data Warehouse Steering Committee
SIS Steering Committee
Student On-Line Administrative Resources (SOLAR) Steering Committee
(Source: F. EstrellaITS)
6.4.2-M2
Actions opened to assist campus departments.
ITS continues to service campus users by supporting all requests for assistance.
6.4.2-M3
Examples of new or updated planning documents.
ACHD Website
After hours outages reporting policy
Computing Abroad brochure
Computing at NAU brochure
Get Connected CD-ROM
Faculty Evaluation documents
New employee brochure describing ITS services
Previews Rotation Sessions
Rewrote faculty evaluation data handling
Super LOUIE Enhancements
Updated course documentation for:
Intermediate FrontPage 2000
Advantage Quick Reference Guide
Understanding the Internet (in progress)
Introduction to HTML (in progress)
Advantage 2.0
Student Electronic Behavior
Student Intern hiring program
WebCT Best Practices
(Source: ACITOs ITS)
26
6.4.3 GOAL Support University strategic planning processes.

Objectives:
6.4.3-O1
6.4.3-O2
6.4.3-O3
Participate in the Presidents Management Team and other strategic planning committees as
requested.
Support the university's budgeting process by submitting requested materials in accord with
the University Budget Office policy and schedule.
Continuously inform the campus on important IT news and critical events.
Strategies:
6.4.3-S1
6.4.3-S2
6.4.3-S3
Participate in all PMT meetings and all other planning committees as requested.
Maintain tracking mechanisms to ensure that all Budget Office requirements are met in a
timely fashion.
Issue press releases and newsletters to the campus as necessary to keep the campus informed
of important IT issues.
Measures:
6.4.3-M1
PMT presentations and/or meetings attended.
The CITO participates as a member of the weekly PMT and has made presentations to two Deans
Councils and one Department Chairs meeting. (Source: F. EstrellaITS)
6.4.3-M2
Completion of budget requests and/or documentation in a timely manner.
During FY01, ITS worked closely with the University Budget office to reconcile and complete all ITS
budgets in a timely manner. (Source: F. EstrellaITS)
6.4.3-M3
Reports and/or presentations given on IT-related environmental changes.
ITS has provided multiple reports to the PMT, Deans Council and others at departmental meetings on
PeopleSoft SAS Project (SOLAR), Advantage, Super LOUIE, WebCT, LDAP, Directory Services,
Student Computer Ownership, and Financial Aid Reauthorization. Projects and progress are posted on
the ITS Web pages. (Source: F. EstrellaITS)
6.4.4 GOAL Support innovation in the use of IT at NAU.
Objectives:
6.4.4-O1
6.4.4-O2
6.4.4-O3
6.4.4-O4
Sponsor innovative projects in areas of instruction, research, service, or administrative

functions.
Collaborate with other organizations on such projects.
Share information concerning external technological innovations with those in the NAU
community who might benefit from such innovations.
Support the advancement of all electronically delivered course development on campus.
Strategies:
6.4.4-S1
6.4.4-S2
6.4.4-S3
6.4.4-S4
As time and resources allow, sponsor innovative projects throughout the campus.
As time and resources allow, collaborate with other IT project sponsors.
Inform the campus of on-going projects and activities that may be of interest or benefit to
others on campus.
As time and resources allow, support OTLE, Universityhouse and colleges in the development,
maintenance and operation of all electronically delivered courses.
27
Measures:
6.4.4-M1
Number of grants given through the Academic Computing Services Steering Committee.
Due to funding constraints, no academic grants were given during FY01. (Source: F. EstrellaITS)
6.4.4-M2
Examples of projects undertaken based on new uses of technology.
ACHD Hardware Appointment Tracker

Active directory planning
Computer-based training tutorials done in-house
Dana Password Hint/Answer Utility
DHCP reorganization/mobile computing effort
Enhanced Get Connected CD-ROM
Expanded the Electronic Portfolio initiative
FAQ searchable database for IT professionals
Frontline ResNet Support
Initiated 24/7 ACHD Support
LDAP and Directory Services planning
Redesign of main NAU webpage
Telecom work order system (in-progress)
Training course development in new technologies (Active Server Pages & Macromedia web tools)
Trouble Report System (SOS) written in-house
UniversityHouse
WebCT Integration
Web development projects for numerous customers
Wireless research and testing
(Source: ACITOsITS)
6.4.4-M3
Number of Web-based courses.
Fiscal Year 1998:

Fiscal Year 1999:
Fiscal Year 2000:
Fiscal Year 2001:
11
80
279 (Source: P. Helford/F. HurstOTLE)
248 (Source: P. HardenDLS)
6-4.4-M4 Examples of other Web-based activities.

1.
2.
3.
4.
5.
6.
7.
8.
Current Graduate and Undergraduate catalogs online (Folio Sitedirector).

Super LOUIE online registration and tuition/fee payment system
Online timesheets for student and hourly staff (Oracle/Java).
Integrated website for all ITS departments.
NAUOnline website, courses, support, and advising for distant education students.
Webwizards home page development utility on Jan/Dana (Apache/CGI).
NAU Statewide Programs course processing system (Access/Cold Fusion).
Cline Library, digital exhibits, online image database, statewide access to online periodical
databases and CD-ROM server.
(Source: ACITOsITS)
6.4.5
GOAL Strive to maximize the potential of NAU IT units human resources.
Objectives:
6.4.5-O1
6.4.5-O2
6.4.5-O3
Support campus diversity goals and enrich IT units through recruitment efforts.
Find and fund professional development opportunities for IT staff.
Encourage managers to review with staff the progress units are making toward accomplishing
their professional development objectives at least quarterly.
28
6.4.5-O4
6.4.5-O5
6.4.5-O6
Conduct annual evaluations for every staff member and manager to measure performance and
assess development needs.
Monitor market salaries for IT staff and strive to maintain competitiveness.
Increase retention among the ITS staff.
Strategies:
6.4.5-S1
6.4.5-S2
6.4.5-S3
6.4.5-S4
6.4.5-S5
6.4.5-S6
Through retention and hiring practices, strive to maintain diversity in our workforce.
Budget for money to allow all ITS employees an opportunity to attend formal training or other
professional development activities.
Review progress that all units are making to support their employees professional goals.
Aggressively monitor progress to ensure that all appraisals are submitted on time.
Together with HR, review the Mercer IT Compensation Survey to see how our salaries
compare with the rest of the IT market.
Both internally and with HR, identify ways to increase the retention of ITS employees.
Measures:
6.4.5-M1
Increased diversity among staff and managers.
Aggressive hiring practices have continued to enrich the diversity of the ITS organization.
6.4.5-M2
Number of staff and managers attending training sessions.
90% of staff has attended a formal training session in the form of University Training, Vendor
Training, or Computer-based Training. University-based courses through ITS, Human Resources, and
EAW are available to all staff. (Source: F. EstrellaITS)
6.4.5-M3
Number of total training days attended by staff and managers.
Not currently available. ITS is implementing a formal tracking database for FY2002.
6.4.5-M4
Completion of all staff and management evaluations on an annual basis.
All annual evaluations were completed in August for Classified Staff and in January for Service
Professionals. (Source: F. EstrellaITS)
6.4.5-M5
Salary survey review.
A major salary review was conducted by ITS management during FY01. The nation-wide Mercer
Salary Survey of IT employees was used to see how far from market our IT staff was. Resources
within our budget were found and salary adjustments were made based on policy decisions. Nearly
$200K dollars were used to bring the lowest paid workers within 87% of the average Mercer salary for
a given employee group. (Source: F. EstrellaITS)
6.4.5-M6 Retention rate and strategies used.
During FY00, 28 employees left ITS (17.2%), 13 employees were hired, and there are 27 vacancies as
of 1 July 2000. 20 salary adjustments and 23 reclassifications/promotions were made during FY00.
During FY01, __ employees left ITS (__%), ___employees were hired, and there are __ vacancies as
of 1 July 2001.
ITS developed its own Student Intern Program that will take advantage of talented students who wish
to remain an ITS employee after graduation. Currently, there are four students enrolled in the program.
Other strategies still in effect: flexible work schedule; telecommuting (upon approval); and casual
work environment.
(Source: F. Estrella)
29
6.4.6 GOAL Continue to develop a culture within IT units focused upon quality, service, timeliness,
and innovation.
Objectives:
6.4.6-O1
6.4.6-O2
6.4.6-O3
6.4.6-O4
Orient all new IT employees to the goals of the IT unit within the first three months of hire.
Get management together for activities to build teamwork and improve overall management.
Conduct staff workshops, meetings, or discussions focused upon quality, service, timeliness,
and innovation within IT units.
Increase the participation of IT employees in workshops and other activities offered by HR.
Strategies:
6.4.6-S1
6.4.6-S2
6.4.6-S3
6.4.6-S4
Instill in all new hires the customer first attitude by having managers discuss goals and
objectives upon arrival.
Hold management and staff retreats at least annually.
Hold staff workshops, project participation or other activities to allow staff to supply input to
the ITS management on critical issues.
Encourage IT employees to take advantage of related workshops offered by HR.
Measures:
6.4.6-M1 New hire orientations.
All new employees are required to attend the HR New Hire orientations that are held once a month.
(Source: F. Estrella - ITS)
6.4.6-M2 Number of managers attending workshops or other related events annually.
No management off-sites were held last year. (Source: F. Estrella - ITS)
6.4.6-M3 Number of workshops and other professional development opportunities.
A monthly IT staff meeting for all IT staff at NAU is now held. Also, an internal ITS staff support
meeting is conducted once a month. Additionally, when travel dollars are available, ITS staff attends
conferences and events relating to their fields. (Source: F. Estrella ITS)
6.4.6-M4 Number of HR workshops attended.
Numbers are not currently kept, but ITS employees are encouraged to attend training opportunities and
workshops when theyre offered through HR or other in-town agencies. For example, nine ITS
employees attended a Lessons in Leadership seminar given by Stephen Covey in June, which was
satellite-broadcasted to Flagstaff.
6.4.7 GOAL As opportunities arise in academic, administrative, research, and service areas, use
technology to promote participation, collaboration and partnering with the private and
public sectors.
Objectives:
6.4.7-O1
6.4.7-O2
6.4.7-O3
Maintain and enhance partnerships and participation in international, national and regional
consortia for active development of instructional, research and technology opportunities.
Participate with ASU and UA in collaborative efforts for networking and telecommunications.
Collaborative efforts may include network management, outreach, and delivery, in order to
enhance the relationship to include collaborative instructional development using technology.
Extend the Arizona Partnership Plan to include more collaborative opportunities.
30
6.4.7-O4
6.4.7-O5
6.4.7-O6
Participate with the Flagstaff Alliance 2000 on collaborative efforts among the City of
Flagstaff, Coconino County, Coconino Community College, and Flagstaff Unified School
District.
Participate with NAUNet host locations on providing Internet connectivity and voice services.
Partner with communication vendors to provide services to NAU faculty, staff, and students.
Strategies:
6.4.7-S1
6.4.7-S2
6.4.7-S3
6.4.7-S4
6.4.7-S5
Pursue opportunities to participate in all opportunities that further educational advancements.

Collaborate with ASU and UA in all possible situations.
Extend the Arizona Partnership Plan to include the creation of universal access statewide in
order to enhance the relationship to include collaborative instructional development using
technology.
Make sure an ITS representative attends all collaborative meetings with local community
schools and government activities.
Increase the centralization of software licensing for the campus where it makes sense and help
provide a link between our vendors and rest of the NAU campus.
Measures:
6.4.7- M1&M2 Listing of collaborative projects with ASU and UA.
Arizona Distant Learning Website Project (ASU, UA, Oracle, ABOR) (Source: J. CampbellITS)
ASU & Maricopa Community College site visit and cooperation on PeopleSoft (Source: S. Silberisen)
Collaboration with ASU & UA on Networking & Telecom Depts. (Source: M. McGlamery)
6.4.7-M3 Number of collaborative projects with other institutions in the Arizona University System.
Numerous Community Colleges/High Schools under our Statewide lab support (Source: J. Campbell)
ABOR
Arizona K-12 Center
APSCC
Sechrist Elementary School (Source: R. Roberts)
6.4.7-M4 Participation with local government and school collaborative activities.
Participated in several meetings of the Alliance Technology Sub-Committee (Source: F. Estrella -ITS)
APSCC
Flagstaff Public Library
Museum of Northern Arizona (Source: J. Campbell)
National Park Service
Flagstaff Fire Department
Grand Canyon Nat'l Park
Arizona Game & Fish
United Way
US Forest Service
USGS/Babbitt Ranches (Source: R. Roberts)
6.4.7-M5 Partnership activities with university IT vendors.
Hosted many vendor visits and participated in several high level planning and technical sessions.
(Source: ACITOsITS)
6.4.8 GOAL Provide ongoing evaluation of all IT units.
Objectives:
6.4.8-O1
Report performance of IT units in applicable reports.
31
6.4.8-O2
Provide formal status reports on all major projects to IT advisory committees as well as to
PMT and other groups as required.
Review all unit objectives annually.
6.4.8-O3
Strategies:
6.4.8-S1
6.4.8-S2
6.4.8-S3
Participate in all University statistical gathering activities.

Periodically report to the PMT and other groups the status on major projects.
Ensure reviews are conducted for each unit within ITS.
Measures:
6.4.8-M1 Results of performance measures.
A. Ratio of computer network stations to number of students: 1:14.5
B. Number of computer/multi-media instructional laboratories:
Flagstaff Campus: 52
Statewide Programs: 11
C. Number of broadcast interactive television classrooms:
Flagstaff Campus: 6
Statewide Programs: 23
6.4.8-M2 Number of major reports given to the PMT.
CITO addressed the PMT on nine major issues during FY01 (Super LOUIE project, SOLAR Project
(x2), Student Computer Ownership (x3) and Internet upgrades. (Source: F. Estrella - ITS)
6.4.8-M3 Reviews conducted on ITS units.
CITO conducted reviews with each ACITO unit during their performance appraisal period in Jan-Feb
2001 (Source: F. Estrella ITS)
6.5 Information Technology Infrastructure

6.5.1
GOAL Maintain and promote efficient operations through the use of technology standards.
Objectives:
6.5.1-O1
6.5.1-O2
6.5.1-O3
6.5.1-O4
Establish and maintain data administration standards, protocols, and policies across the NAU
community.
Promote standards for computer (desktop, mainframe, servers, and minis) and network (LAN
and WAN) hardware, software, and operating systems.
Maintain and build interfaces between major administrative systems and client applications to
promote a seamless information environment for administrative functions at NAU.
Establish standard methodologies for project and application development, documentation, and
maintenance of centralized systems.
Strategies:
6.5.1-S1
6.5.1-S2
6.5.1-S3
Standardize on a set of databases, connectivity protocols, and reporting tools. Keep the set to
as small a size as possible to leverage knowledge in each area.
Annually review standards against University needs and industry trends.
Populate the Data warehouse, provide connectivity support and training.
32
Measures:
6.5.1-M1 Following standards represent the ITS supported best practices:
Databases:
Network Protocol:
Network video conferencing
Server Operating Systems:
Server E-mail
Server Web
Oracle, Microsoft Access, SQLNET, and ODBC

TCP/IP
H.323 & H.320
Sun/Solaris, Microsoft Windows NT 4, Windows 2000 Server
SMTP
Apache, Microsoft IIS
Desktop Operating Systems:

Desktop Productivity Software:
Enterprise/Dept Calendar:
Desktop E-mail client:
Web authoring
Anti Virus
Windows NT, Windows 2000, Windows 98/ME. Mac OS

Microsoft Office 2000
Corporate Time
Eudora, WebMail, Netscape, Microsoft Outlook
Front Page, Netscape, and HTML
McAfee
6.5.1-M2 Site License Software available at no cost to departments:

Microsoft Campus Agreement, Microsoft Office Suite and Operating systems
Oracle suit of database products
Oracle Instances ITSPRD, ITSDEV available for departmental use.
IIS servers Production and Development are available for departmental and staff use.
Microsoft Media Server streaming audio and video
McAfee anti-virus software
Eudora Pro
Webmail
Corporate Time (available for a one-time purchase fee per client).
Desktop software is available for downloading and installation over the web. Reference
http://www.nau.edu/its/software/
TCP/IP protocol enforced for Campus backbone and WAN through routers.
SMTP standards enforced through mailgate.nau.edu and routers.
6.5.1-M3 Data warehouse is available for general use by NAU community.
ODBC, Oracle SQLNet, & Crystal Reports are available for accessing data.
6.5.2 GOAL Assess and monitor infrastructure needs for information technology.
Objectives:
6.5.2-O1
6.5.2-O2
6.5.2-O3
Monitor life cycles and projected needs for major hardware, software, and network platforms.
Evaluate needs for equipment and support for desktop equipment and computer labs.
Create a financial plan for technology equipment replacement and improvements.
Strategies:
6.5.2-S1
6.5.2-S2
Based upon a fiscal year, evaluate the existing hardware, software and network infrastructure
against the university needs, and industry trends.
Establish a three-year replacement cycle for computer labs, publish a 3-year recommendation
for desktop equipment. Continue to use 3+-year-old equipment where applicable as long as it
does not become a support burden.
33
6.5.2-S3
Build into the annual budget funds dedicated to equipment and software replacement.
Measures:
6.5.2-M1 Annual Reviews of software take place during contract/invoice renewal.
Hardware reviewed with vendors semiannually, Sun, Cisco, IBM, and Dell
6.5.2-M2 ITS encourages a 3 year replacement cycle and implements a 3 year cycle in ITS labs.1
6.5.2-M3 ITS hardware, Software and maintenance line items in ITS departmental budget.
6.5.3 GOAL Provide a cost-effective, flexible, maintainable, and reliable network infrastructure to
support voice, video, and data needs.
Objectives:
6.5.3-O1
6.5.3-O2
6.5.3-O3
Maintain and enhance as necessary the existing copper cable plant.

Install category 5 cable in all buildings. (Flagstaff campus)
Maintain and enhance as necessary the existing fiber optic cable plant. Continue to expand the
fiber cable plant to all new construction sites.
6.5.3-O4 Extend Internet connectivity through the ethernet network to all classrooms. (Flagstaff
campus)
6.5.3-O5 Extend Internet connectivity through the ethernet network to all residence hall rooms.
(Flagstaff campus)
6.5.3-O6 Maintain and enhance the university modem/terminal server pool. Provide enhanced services
such as PPP, remote access, outbound fax services, and character-based terminal emulation.
(Flagstaff campus)
6.5.3-O7 Create a Network Operations Center (NOC) to coordinate and monitor the deployment of the
voice and data network statewide. (Flagstaff campus)
6.5.3-O8 Provide enhanced systems for student-to-faculty voice communications at remote sites.
(Statewide sites)
6.5.3-O9 Provide enhanced systems for student-to-administration voice communications at remote sites.
(Statewide sites)
6.5.3-O10 Continue to add NAUNet circuits at 20 MHz (analog) or 22.5 Mbps (digital) rates, with T-1
above video for voice, fax, and Internet carriage, to be extended from existing major NAUNet
hubs (Flagstaff, Phoenix and Tucson) to sites in each region. (Statewide programs)
6.5.3-O11 Maintain and enhance video and multimedia production and distribution infrastructure to meet
national standards for distribution (All locations)
Strategies:
6.5.3-S1
6.5.3-S2
6.5.3-S3
6.5.3-S4
6.5.3-S5
6.5.3-S6
6.5.3-S7
6.5.3-S8
Continue to have the existing Telecommunication Outside Plant team re-enforce the category 3
and 5 infrastructure during routine Move Add Changes.
Establish an in-house team to systematically re-wire the campus to category-5e standards
Include Category 5e in all new construction and re-models.
Include fiber upgrades within the planning and implementation projects of Facilities Dept.
Re-wire team will concentrate on academic buildings containing classrooms as a priority.
Physical layer of the network is completed. Continue to enhance network monitoring and
segmentation to provide better reliability and security.
Monitor modem pool usage, budget for upgrades and enhancements.
Staff a Network Operations Center team dedicated to monitoring and deploying the data
network. Utilize network monitoring hardware and software. Integrate towards monitoring
applications as well as network usage.
Investigate Voice over IP technologies to deploy at bandwidth-limited locations. Deploy
voice-mail/e-mail service for faculty.
34
6.5.3-S9
Investigate Voice over IP technologies to deploy at bandwidth-limited locations
6.5.3-S10 Collaborate with TV Services to optimize bandwidth at statewide locations.
Measures:
6.5.3-M1 In FY01, $385,000 spent on cable plant (TEL4851).
6.5.3-M2 All Residence Halls are wired for category-5 wiring.
Status of Academic and Administrative Buildings:
BLDG #
NAME
Cat-5
Wiring
Switches
Bldg
Backbone
Campus
Backbone
NO
NO
NO
NO
YES
NO
NO
YES
YES
YES
NO
NO
NO
NO
NO
NO
10MB
10MB
10MB
10MB
10/100MB
10MB
10MB
10MB
10MB
10MB
10MB
10MB
10MB
10MB
10MB
10MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
ACADEMIC BUILDINGS
26
32\33
52
18
27
12
13
60
27A
15
24
49
76
47
80
79
MATH
HRM
BILBY
LIBERAL ARTS
CEE
GEOLOGY
GEOLOGY ANNEX
ANTHROPOLOGY
IHD
RILES
PLATEAU CENTER
ANTHRO LAB/AIDS LAB
AVIAN LAB
OBSERVATORY
CERAMICS COMPLEX
GREENHOUSE COMPLEX
In Progress
61
26A
35
41
73
36
30
25
64
68
43
STUDENT SERVICES
LRC
COUNSEL TEST CENTER
BOOKSTORE
FRONSKE
SKYDOME 1 & 2
UNION (new)
UNION (old)
RECREATION CENTER
DUBOIS
ROLLE ACTIVITY CENTER
UNIVERSITY DINING
YES
YES
YES
NO
NO
YES
NO
YES
NO
NO
NO
10MB
10MB
10MB
10MB
10MB
10MB
10MB
10MB
10MB
10MB
10MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
19A
10\11
34
47A
57
77
67
84
ADMINISTRATIVE
WELLNESS CENTER
OLD MAIN/ASHHURST
LUMBERJACK STADIUM
PROPERTY ADMIN
DUPLICATING
FACILITIES SERVICES
HEATING PLANT ANNEX
RECYCLING CENTER
NO
YES
YES
YES
NO
NO
NO
NO
10MB
10MB
10MB
10MB
10MB
10MB
10MB
10MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
3
1
On Hold Pending Construction

NORTH UNION
GAMMAGE
YES
YES
10MB
10/100MB
100MB
100MB
Partial
Partial
Partial
REWIRED BUILDINGS
35
20
54
19
70
2
88
91
16
37
37A
92
83
69
51
28
23
66
21
65
72
82
CHEMISTRY
ITS/NTS
PHYSICAL SCIENCES
CBA
BLOME
NEW BIOLOGY BLDG
CENTENNIAL BLDG
COMMUNICATIONS BLDG
PERFORMING ARTS
PERFORMING ARTS
PONDEROSA BLDG (LDS)
KNAU
ENGINEERING
BABBITT ADMIN
CLINE LIBRARY
MODERN LANGUAGES
HEALTH PROFESSIONS
BIOLOGY
SBS
NURSING
FORESTRY
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
100MB
21
35
21
58
Category Total
6.5.3-M3&M4 Fiber Backbone completed during FY00 in new buildings 19 & 88.
6.5.3-M5 Residence Life Network bandwidth includes 100mb to NAU campus and 5Mb to the Internet.
6.5.3-M6 thru M10 See chart below:
NAU SITES
Frame Relay Frame Relay Carrier Line NAU Net

#1
#2
VOICE
MODEMS
NAU SITES SOUTHERN REGION

Tucson - Pima Community College
704K
10 Trunks
16
Nogales
384k
Eastern Arizona Community College - Thatcher
1152k
Thatcher (Statewide Programs)
56k (UofA)
Arizona Western College - Yuma
T1
San Luis
0
32 Trunks
T1
Phoenix Office
T1
48 Trunks
Paradise Valley Community College
768k
48
NAU SITES CENTRAL REGION

ASU
16
Central Arizona Community College - Coolidge
12 Trunks
1152k
Maricopa Office
926k
10
Scottsdale Community College
56k
Gilbert
1280k
Indian School
768k
NAU SITES NORTHERN REGION

FLAGSTAFF CAMPUS Internet Link
48mb
352
Mohave Community College
1024k
Peach Springs -future
168k
12 Trunks
Lake Havasu
1024k
Bullhead City
1024k
Prescott (Dexter)
1024k
Northland Pioneer Community College - Holbrook
1280k
36
Coconino Community College - Page
56k
Eastern Arizona Community College - Payson
56k
Northland Pioneer Community College - Showlow
1152k
Heritage Square -Flagstaff

VerdeValley Modem Pool
640k
T1
16
NAU SITES - RESERVATIONS

Tuba City HS
1152k
Kayenta Unified School District
1152k
Chinle
168k
Window Rock
896k
3
3
Ganado
128k
WhiteRiver
192k
Keams Canyon
1280K
DATA PORTS PER LOCATION
QTY
Flagstaff Campus
13,000
Flagstaff Campus Dorms
6,000
ITS Computer Lab PC's - Flagstaff Campus
349
ITS Computer Lab PC's - Statewide

% of Flagstaff Campus Classrooms With Ethernet
% of Statewide Classrooms With Ethernet Presence
356
97
100
GOV, EDU, NONPROFIT CONNECTIONS VIA

NAU
Frame Relay Frame Relay Carrier Line NAU Net

#1
#2
Flagstaff Unified School District (19 locations)

Arizona Public Schools Computer Consortium
(18 locations):
VOICE
MODEMS
T1
APSCC Milton St
896k
Yuma County Unified School District
T1
Coconino County Unified School District
56k
Tuba City Unified School District Office
T1
Grand Canyon Unified School District
T1
Jeddito-Cedar School District
56k
Williams Unified School District (2 locations)
T1 + 56k
Maine Unified School District
56k
Excel Schools (3 locations)
T1
Gadsden Unified School District (5 locations)
56k
Wellton Unified School District
56k
Humboldt Unified School District ( 3 locations)
T1 + 2 x 56k
Mohawk Valley Unified School District
56k
Flagstaff Arts and Leadership Academy - FALA
10mb
Fredonia Unified School District
56k
VisionQuest Charter School
56k
ChesterNewton Charter School
56k
Navajo Hopi Relocation Center
56k
Esperanza Charter School
56k
Cottonwood/OakCreek Unified School District
T1
Yuma/Crane Unified School District
T1
Sedona Unified School District
T1
Seligman Unified School District
56k
St Mary's School
56k
37
32
Flagstaff City Library
56k
Hopi Nation
T1
Hopi High School

Goodwill Industries
1280k
56k
Museum of Northern Arizona
10mb
Kayenta Unified School District
1152k
Hoteville Bacavi School
56k
GreyHills High School

Cameron Public Schools
T1
56k
Northland Pioneer College
1280k
Coconino Community College
T1
Arizona School Risk Retention Trust
T1
City of Prescott
T1
ISP Consortium
Northland Prep Academy
T1
T1
6.5.4 GOAL Promote universal connectivity through the use of industry standards that meet
university and student needs.
Objectives:
6.5.4-O1 Develop and publish connectivity standards for Flagstaff and remote locations.
6.5.4-O2 Develop and publish standards for network management and trouble resolution.
6.5.4-O3 Provide Ethernet connections to all campus users.
Strategies:
6.5.4-S1 Enhance ITS NOC and NIC web pages
6.5.4-S2 Enhance ITS NOC web pages. Establish and use e-mail lists to notify clients of service
interruptions.
6.5.4-S3 Implement DHCP to allow for roaming users. Investigate wireless technology.
Measures:
6.5.4-M1 Ability for customers to report trouble and request services for the university data network.
Users can contact ITS for technical problems or for service requests by Web, phone, e-mail or walk in.
Solution Center (523-1511), MAC forms, e-mail requests, online JAN account applications. A number
of Web services, such as LOUIE, Web-based course registration, online fee payments, and an
Academic Computing Help Desk (523-9294) are available to students. (Source: J. CampbellITS)
6.5.4-M2 Standards developed and published for connecting Flagstaff and remote locations.
For more information, see http://www.nau.edu/its/nic.
6.5.4-M3 Standard network connections available to customers.
100% of staff and faculty office spaces have 10BaseT network connections and Ethernet cards
provided, at no cost, by ITS. 100% of residence halls have 10BaseT connections provided at no cost,
by Residence Life. DHCP Services are available in all buildings on the Flagstaff Campus.
38
39
7.0ABORITMetricsData
1999-2000
1. Student Support
a. Number of instructional workstations (fixed and portable)
4,304
b. Dormitory Room Connectivity
% with Ethernet connections per pillow
100
2. Network Access
a. Reliability % time network is available
99
b. Capacity
(central IT)
Number of user accounts
26,000
Number of Ethernet connections
14,703
Internet II connections (megabits per second)
0
Other Internet connections (megabits per second)
18
c. Use
Average number of "hits" to main campus web site
627,000
3. Classrooms and Instructional Resources
a. Classrooms and Instructional Resources by type
Level A - Traditional (chalk/white board, screen, etc.)
234
Level B - Multimedia (LCD projector, VCR, sound, etc.)
116
Level C - Multimedia with Ethernet and presenter computer
94
workstation
Level D -Student mediation - fixed PC, docking station, etc.
128
Studios, computer labs, and other instructional spaces
36
b. Classrooms and instructional spaces with Ethernet connections
Number
397
% of total classrooms and instructional spaces1
65
4. Distance Learning
a. Course Offerings by Type (for entire Academic Year)
Traditional/Correspondence
0
Web/multimedia
Enhanced
3,106
Total course
279
Microwave (ITFS)
Cable/Public TV
36
Videotape/Conference
0
Satellite TV
33
Interactive TV
874
Total courses
4,328
b. Enrollments (Annual)
Traditional/Correspondence
0
Web/multimedia:
Enhanced
46,590
Total course
3,394
Microwave (ITFS)
Cable/Public TV
3,214
Video/Conference
0
Satellite TV
53
Interactive TV
5,972
Total Enrollments
59,223
Footnotes:
1. The % of classrooms with Ethernet connections does not include the 730 Statewide classrooms that we
use by leasing from outside parties like Community Colleges or K-12 schools. We have no control over
whether there are Ethernet connections in these rooms.
40
2000-2001
4,325
100
99
32,355
22,950
10
24
815,000
234
116
94
128
36
397
65
0
3,300
270
26
0
16
932
4,544
0
49,500
5,223
2,321
0
93
5,648
62,785
8.0Appendix1ThePlanningProcess
8.1 Purpose
NAU engages in IT strategic planning to establish guidelines and standards for the development and
operation of our IT infrastructure and operations. Such efforts:
Link directly to the goals and objectives in NAUs 2010 Strategic Plan
Take realistic budget constraints into account in the development of strategies to accomplish our goals
Provide a means to measure successful completion of objectives and validate strategies weve taken to
meet our goals and objectives
8.2 Mandates and Regulatory Agencies

IT strategic planning takes into account the goals, objectives, and directions of NAU and other
organizations that affect technology planning and deployment. Relevant documents and organizations
include:
2010 Strategic Plan

NAUs Capital Improvement Plan, Master List and Program/Sub-Program Budgeting
State of Arizona IT planning efforts
Arizona Board of Regents Arizona Regents University Proposal
8.3 Process of Planning

At present, NAU technology organizations work with their clients to develop tactical plans and strategic
direction. Communication and exchange of information occurs through an informal process of cooperation
among leaders of the different IT functions.
The Presidents Management Team, the University Advisory Council, and the Deans Council were all
involved in information technology planning efforts this year. These advising structures worked to approve
key IT projects and to build significant new enterprise-wide resources.
The key priorities for 2000-2001, established by the administration and councils above, are:
Create a Program Management Office to successfully implement PeopleSoft Student Administration
System.
Complete an online registration and tuition payment system.
Continue building statewide distance learning resources and infrastructure.
Expand campus IT infrastructure as necessary.
Continued building re-wire and switch upgrade project.
At the same time, a number of new IT enterprise-wide services are in place due in large part to last years
planning efforts:
Nearly completed implementation of an enterprise-wide directory services project.
More robust web, email, and general use of Unix servers (utilizing RAID technologies) with greater
disk capacity and the ability to act as central campus file servers for PCs.
Expanded Internet connectivity; took steps to more effectively control bandwidth; and replaced our
core network switch on campus.
Added a significant number of Ethernet connections in the library for laptop users.
Greatly expanded services in our ITS solution center, academic helpdesk, and training center.
41
9.0Glossary
ABOR
Arizona Board of Regents
ACC
Academic Computing Council
ADCC
Administrative Computing Council
Advantage 2.0
NAUs financial software
ALS
Arizona Learning Systems
ASU
Arizona State University
CMR
Classification Maintenance Review (method currently used to adjust classified staff

salaries)
CUFS
NAUs previous financial software
DHCP
Dynamic Host Configuration Protocol that dynamically allocates IP address on a LAN
DNS
Domain Name System, which is a general-purpose distributed, replicated, data query

service chiefly used on Internet for translating hostnames into Internet addresses.
Ethernet
A local area network standard for packet based communication between computers.
GIS
Geographic Information System
HR
Human Resources
Hub
Network device that connects computers or network segments together
IITV
Interactive Instructional Television
IMAP
An Internet standard for client access to an electronic mail server
IP
Internet Protocol (a network standard for sending packets over a wide area network)
IT
Information Technology
ITS
NAU's Information Technology Services department
LAN
Local Area Network
LDAP
Lightweight Directory Access Protocol defines a relatively simple protocol for

updating and searching directories running over TCP/IP.
MIME
An Internet standard for delivery of electronic mail and attachments
NAU
Northern Arizona University
NAUNet
The statewide voice, video and data network that supports NAU's statewide locations
and partners
NAUOnline
NAU courses and student support delivered over the web
NIC
Network Interface Card (sometimes also refers to Network Information Center)
NOC
Network Operations Center
OTLE
Office of Teaching and Learning Effectiveness
PEAKS
NAUs new student administration system
PeopleSoft
The software package and vendor for NAUs student administration system and
human resources/payroll system
42
PMT
President's Management Team
PPP
Point to point protocol (allows modem users to be on the Internet).
RAID
A computer storage standard for redundant hard disk drives
ResNet
NAU's resident hall network that provides each student with an ethernet connection in
his or her room.
RFP
Request for Proposal, a mechanism for putting large purchases out to bid
Router
Network device that filters and routes packets
SMTP
An Internet standard for delivery and receipt of electronic mail
TCP
Transmission Control Protocol, which is the most common transport layer protocol
used on Ethernet and the Internet.
TSSC
Technology Systems and Support Council
UA
University of Arizona
WAN
Wide Area Network
Web
World-Wide-Web
Web-based
Courses taught completely on the web
White pages
An on-line directory of people's E-Mail addresses
WWW
World-Wide-Web
43

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FY 2002

NAU Information Technology Strategic Plan FY 2002

3.2 Information Technology Mission Statement

To provide robust, cost-effective, user-friendly and secure information technologies to the

To be a premiere undergraduate residential learning community emphasizing superior

4.2 Information Technology Vision Statement

5.2 Todays IT Challenges

Rising costs of implementing and maintaining administrative systems

Student Computer Ownership Requirement

6.1 Academic support and delivery

Identify and support faculty needs in developing technology-based courses by offering

Number of programs, workshops, consultation and development services offered by OTLE.

Fiscal Year 1998:

173 programs, workshops, consultations. 156 grants awarded.

Number of faculty using the Web for instruction.

Fiscal Year 1999: 150 (Source: P. HelfordOTLE)

The number of Web-based courses.

Fiscal Year 1998:

Number of students enrolled in technology-delivered courses.(21st day count, Web-enhanced,

Fall Semester 1998: 6,035

The number of faculty teaching IITV courses.

Fall Semester 1998: 72

Develop evaluation criteria.

As with traditional paper evaluations, electronic faculty evaluations continue to be controlled

Show that evaluation criteria are in place.

Number of courses evaluated on a periodic basis.

DLS will evaluate all Web-based courses every semester.

Results of evaluation activities.

See the NAU Online FY2000 course evaluation report at:

Percentage of residence hall students participating in ResNet.

29% (1580/5452) March, 1999

Percentage of students with e-mail accounts.

73.2% (13730/18755 from White Pages Summary as of 27-Feb-1999)

Number of stations to services in central computing labs with network access.

Total: 759 (July, 2000)

South Campus Labs (LRC), Fall 2000

Use of dial-in facilities by remote users.

6002 (unduplicated count for Jan-1999 and Feb-1999 out of /nau/local/etc/TACACS/tacacs.report)

2 PCs - Cline Library

Number of student home pages on Dana.

1591 (Count of http://dana.ucc.nau.edu/dana_homepages.html on 2-Mar-1999)

343 Fall 2000 (Source: M. CollinsITS)

Number of calls taken via the Academic Computing Help Desk.

Number of user training classes taught and number of attendees.

Classes Taught = 86 (FY 2000)

Classes/training opportunities = 230 (FY2001)

Number of visits to support-related Web pages.

Number of 800 phone calls.

6.2 Administrative Support

Migrate Student Administrative Systems to PeopleSoft 8.1 Internet Architecture (SOLAR

Create Project Management Office (PMO) to develop processes for campus-wide

PMO Established. Project accomplishments:

Project Managers selected 11/00

Move GASB 35 enhancements for Advantage into production by 12/31/2001. (Source: M.

Implement Advantage 2.2 in production by 4/1/2002 (Source: M. Johnson ITS)

Complete legislative and operational mandated changes to legacy systems as required by

6.3 End-user Support

Formally consult with our clients about training needs.

Degree of client satisfaction with training and support activities.

Develop methods to promote software and hardware standardization university-wide.

6.4 Information Technology Management

UNIX System Programming Course: 1 course, 20 weekly sessions

Enhance the advisory committee structure for information technology.

Create advisory opportunities for end-users through project oriented committees.