Management Operations Review Team (MORT) Report of the Institutional Communication Strategy Tiger Team

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1 ManagementOperationsReviewTeam(MORT) ReportoftheInstitutionalCommunication StrategyTigerTeam CommitteeCharge ExecutiveVicePresident(EVP)DiazandProvostWoodsoncreatedaManagementOperationsReview Team(MORT)toseekandimplementimprovementstoouroperationalservices.TheMORTteam consistsofdeanakridge(agriculture),deanjamieson(engineering),deanweiser(liberalarts),vice PresidentAlmond(BusinessServices),VicePresidentBuckius(Research),VicePresidentMcMains (PhysicalFacilities),VicePresidentMcCartney(InformationTechnology),andManagingDirectorKen Sandel(OfficeofEVPandTreasurer). TheMORTgroupselectedinformationtechnology(IT)ontheWestLafayettecampusasthefirstfocus areatoexaminepotentialsynergiesandcostssavings.sixcommittees,calledtigerteams,wereformed toexaminethefollowingareas:datacenters,campusitorganizationalstructure, services, OnePurdue,desktopcomputingservices,andthecomputerlabs.Eachteamwastaskedtoprovide recommendationstoimprovethemanagement,efficiency,andaccountabilityofcampus wide informationtechnologyoperations. ExecutiveSummary The TigerTeam(alsoreferredtoasthe committeeinthisdocument)waschargedtoprovide recommendationsoninstitutionalcommunicationstrategy.specifically,ithassoughtanswerstothe followingquestions: ShouldtheUniversityoutsourceinstitutional servicestooutsideproviders? Shouldthedozensofexisting servicesoncampusbeconsolidated? ThekeyconstituentsoftheUniversityareallrepresentedontheteam.(SeeAppendixA.) GeneralProcess The TigerTeamhashadthreeface to facemeetingsinadditiontoregularcommunicationsvia .thediscussionsareopen,frank,andinclusive.followingeachmeeting,adraftoftheminutesis distributedtothecommitteeforcommentsvia .theminutesarethenrevised,ifnecessary,and finalized.forreference,theminutesofthemeetingsareappended.(seeappendicesc,d,ande.)it shouldbestressedthatthisreportisbasednotonlyontheminutesofthemeetingsbutalsoon discussionsthrough communicationswithinthecommittee(whichoftenincludemoreupdated informationpreviouslynotavailabletothecommittee). MORT InstitutionalCommunicationStrategyReport Page1

2 Background Financialsavingsof outsourcing.The TigerTeamisawareoftherealityof outsourcingbymanycollegesanduniversitiesaroundthecountryandhasdiscussedtherationalefor suchadecision.basedontheinformationavailable,itiscleartothecommitteethatthekeymotivation foroutsourcingisfinancial:atypicalinstitutionwouldexpecttosaveupto$1millionperyearin operatingcosts.anaturalquestionishowmuchpurduewouldsaveifitsinstitutional services wereoutsourcedtoacommercialprovider.thecommitteewastoldthatpurduerunsanefficientand low cost serviceandthusdiffersfrommostcollegesanduniversitiesthathavedecidedto outsource.theinitialestimatewasthatpurduecouldexpecttosaveonlyaround$60,000to$70,000 peryearifitweretoadoptabasicpackagecurrentlyavailableonthemarket.questionswereraised abouttheestimate,sinceitdidnotseemtohavetakenintoaccountshort termexpensesrelatedto suchatransition;administrativeoverheadassociatedwithrunningtheservicethroughathirdparty;and anypossiblelong termexpensesifthechosenproviderweretochargeafeefortheservicesafterthe initial(free)periodends.followingseveraldiscussions,theconsensusisthatsubstantialsavingsin operationscostareunlikely. Prosandconsof outsourcing.Withoutstrongfinancialincentives,itisgenerallyfeltthatthere mustbecompellingreasonsforadecisiontooutsourceinstitutional becauseitaffectseveryone oncampusandmayleadtoundesirableconsequencesrelatedtoitsecurityandprivacy.tothisend,the teamhascompiledthefollowinglistofprosandconsandcarefullyexaminedeachofthem: Pros: Portability. Enhancedsocial networkingcapability. Sophisticatedcollaborativeenvironment. Morestoragespace. Improvedspamfiltering. Betterinterfaceandlessdowntime? Cons: ComplicationinFamilyEducationalRightsandPrivacyAct(FERPA)compliance. Lossofcontrolonforensicdata(e.g.,subpoenaed s). Protectionofsensitivecommunication(e.g.,intellectualproperties). Lossofaccesstomailstream(forresearchpurposes). Lossofin houseinfrastructureandskillset. Uncertaintyinthefutureofoutsideserviceproviders. Theresultsofaninformalsurveyoftheteammembersindicatedthatalthoughnearlyeveryone appreciatestheconvenienceandbenefitsofcutting edgetechnology,facultyandstafftendtoweigh the cons muchmorethanthe pros. Theybelievethatonecanalreadytakeadvantageofthe convenienceandbenefitssimplybysigning upforafreeaccountwithan outsideserviceproviderand havingpurdue sautomaticallyforwardedtothataccount.thiswouldalsoavoidthecontroversyof forcingeveryonetousethesameserviceprovider.studentperspectiveshavebeenheardandcarefully discussed.intheend,itisgenerallyfeltthattheargumentsfor outsourcing,whilevalid,arenot compelling. MORT InstitutionalCommunicationStrategyReport Page2

3 MORT InstitutionalCommunicationStrategyReport Page3 Student vs.Faculty/Staff .The TigerTeamhasalsodiscussedthepossibilityof outsourcing(undergraduate)student swhilekeepingfaculty/staff sin house.thiswould preservebasicinfrastructuresandexpertiseandwouldthusmakeiteasiertotakebacktheoutsourced servicesiftheyweretobecomeafinancialburdenontheuniversityinthefuture.itisnoted,however, thatsomedisadvantagesassociatedwith outsourcingwouldremain,including:thelossofa commonenvironmentforstudentsandfaculty/staff;apotentiallyhighcostassociatedwiththe transition;andlong termcostsforadministeringtheservices.althoughnomajordownsideofthe student onlyoptioncouldbeidentified,itisgenerallyfeltthatthereasonsforadoptingtheoptionare notcompelling. ConsolidationofOn Campus Services.The TigerTeamismadeawarethattherearemore than20 serviceprovidersonthewestlafayettecampus.itisnotedthatsomeoftheexisting servicesaremanagedbysmallitteamsthatmaylacktheexpertiseindealingwithsecurityand legalissuesandmightthusposeasecuritythreattotheentirepurdueitsystem.ontheotherhand,a smallnumberofacademicdepartmentsorcentersneedtoprovidetheirown services e.g.,to enableresearch andhavetheresourcesandexpertisetosecurelyadministerthem.theteam generallyfeelsthatitishighlydesirabletolimiton campusproviderstoasmallnumber.aconsolidation of serviceswouldalsolikelyleadtosubstantialsavingsinoperationscost. Recommendations Basedontheinformationpresentlyavailable,andonthediscussionsviaface to facemeetingsand communications,the tigerteammakesthefollowingrecommendationsoninstitutional communicationstrategy: TheUniversityisnotadvisedtooutsourceits servicestooutsideserviceproviders. Existingon campus serviceprovidersareadvisedtore evaluatethebenefits,risks,andcosts associatedwithindependentservices,andtoconsidermovingtocentralizedservices. Itshould,however,benotedthatthePurdueStudentGovernment(PSG)representativeisin disagreementwiththerecommendations.

4 AppendixA:TeamMembership TheinstitutionalcommunicationstrategyTigerTeamconsistedofrepresentativesfromfaculty,ITareas, thestudentcommunity,andstudentservices: EricaCarlson,AssociateProfessorofPhysics DaveCarmichael,Director,EngineeringComputingNetwork BriannaCastle,PurdueStudentGovernment WeiCui(Chair),ProfessorofPhysics MartinCurd,AssociateProfessorofPhilosophy ShawnDonkin,ProfessorofAnimalScience ScottKsander,ExecutiveDirectorofITNetworksandSecurity,ITaP SamMidkiff,ProfessorofElectricalandComputingEngineering MikeRubesch,ExecutiveDirectorofITSystemsandOperations,ITaP GeneSpafford,ProfessorofComputerScienceandExecutiveDirectoroftheCenterfor EducationandResearchinInformationAssuranceandSecurity(CERIAS) DanWhiteley,StudentServices MORT InstitutionalCommunicationStrategyReport Page4

5 AppendixB:ReferenceDocuments Thefollowingisalistofthedocumentsthatweremadeavailabletothe TigerTeamoverthe courseofthediscussion: TheGoogleAppsEducationEditionAgreementbetweenIndianaUniversityandGoogle TheUniversityCommunicationServicesAgreementbetweenIndianaUniversityandMicrosoft Attorney scommentsonindianauniversity sdecisiontooutsourceits services ThelatestversionoftheGoogleAppsEducationEditionAgreement Attorney scommentsonthelatestversionofthegoogleappseducationeditionagreement DespiteRisks,ITOfficialsOutsourceCampus , anarticlepublishedinthechronicleof HigherEducationthatprovidessomedataon outsourcing. Purdue versusGmail, apaperwrittenbystudentsintech621e(informationassurance Ethics)thatdiscussesmanyofthetopicscoveredbythe TigerTeam. Aftertheconclusionofthelastface to facemeeting,the tigerteamalsoreceivedadditional informationfromthepsgthroughthestudentrepresentativeontheteam.itshould,however,be stressedthattheteamisnotchargedtospecificallyexaminethepsg sproposaltooutsource institutional stogoogle(oranyotherproposals).nevertheless,theteamhastakenintoaccount thepsg spointsofviewonthesubjectbeforemakingtherecommendations. MORT InstitutionalCommunicationStrategyReport Page5

6 AppendixC:MeetingMinutes,11/4/2009 Present:Carlson,Carmichael,Castle,Cui(Chair),Curd,Ksander,Midkiff,Whiteley Absent:Donkin,Rubesch,Spafford ManythankstoEricaCarlsonfortakingdetailednotes. Themeetingwasfocusedontheprosandconsofoutsourcinginstitutional s.Followinglively discussions,itwasgenerallyfeltthatitwouldbedifficulttocomeupwithclear cutprosandcons. Nevertheless,thefollowinglistwascompiled: Pros: Mobilecommunication. Enhancednetworkingcapability. Integratedtools. Environmentforcollaboration. Lessdowntime. Morestoragespace. Betterinterface. Potentialfinancialsaving(toPurdue),about$65,000/year. Cons: PrivacyissuesrelatedtoFERPA. Protectionofsensitivecommunication(e.g.,intellectualproperties). Lossofcontroloninstitutional s. Legalissues(e.g.,subpoenaed s,varyinglegalstandardsatdatastoragelocations). Itwassuggestedthateachcommitteemembershouldattachanumericalsignificancetotheitemsin thelist(onascaleof1 10,with10beingmostsignificant).Pleasesendmeyourinputatyourearliest convenience. Notes: 1)Theconsappeartoaffectstudent stoalesserextentthanstaff s.Thetwocouldbetreated differently. 2)Purdueprofessorsarealreadynotallowedtosendsensitivestudentinformationvia .Why wouldferpastillbeanissuehere? 3)Everyoneisalreadyfreetoforwardhis/herPurdue stohis/heroutside accountsifhe/she wishestotakeadvantageofmanyoftheproslisted.thequestioniswhatadditionalbenefitsthatcanbe gainedbyhavingpurdueformallyoutsourceits service.onebenefitmightbethathavingapurdue addresscankeep sfrombeingcaughtinspamfilters. 4)ItseemsthatPurduewouldsavealotmorethanabout$265,000overfouryearsbyoutsourcing s. 5)Thelossofcontrolon swouldleadtothelossofcapabilitiestodealwithmissing s.Howdo weensurethefidelityofcriticalcommunications,e.g.,betweenaprofessorandherstudents? MORT InstitutionalCommunicationStrategyReport Page6

7 6)IfPurdue saresubpoenaedaspartofalawsuit,outside sserviceproviderswouldunlikely beaseagertoprotectpurdueinterests. 7)Questionscanberaisedregardingoutsourcinginstitutional stoproviderswhostoredatain placeswithvastlydifferentlegalstandards. 8)Outsourcing smaycompromisetheprotectionof sthatcontainsensitiveinformation. 9)Outside providersmaygobelly upinthefuture. MORT InstitutionalCommunicationStrategyReport Page7

8 AppendixD:MeetingMinutes,11/11/2009 Present:Carlson,Carmichael,Castle,Cui(Chair),Curd,Donkin,Rubesch,Spafford,Whiteley Absent:Ksander,Midkiff Afteralengthydiscussion,itwasgenerallyagreedthatfinancialsavingsfrom outsourcingwould likelybequiteminimal,ifanyatall.thecurrentpurduesystemisveryleancomparedtomanyother universities.theprojectedsavings(about$65,000/year)wouldbereducedifthechosenoutside providerdecidedtochargefortheservicelateronorifsignificantmanpowerisrequiredtointerface withtheprovider.withoutfinancialincentives,whatwouldthenbethemainmotivestooutsource services? Theanswerappearstolieinastrongstudentinterestintheenhancedfeaturesthatarenotavailable withthein housesystem,suchasacollaborativeenvironment,socialnetworking,andintegratedtools. Itwas,however,pointedoutagainthatthestudentscouldalreadytakeadvantageofthefeaturesby signingupforaccountswithoutsideproviders,withouthavingpurdueformallyoutsourceits services.whilethisiscertainlytrue,thestudentsmaystillpreferservicesthatcarrythepurduebrand name. Incontrast,facultyandstaffgenerallyfeltlesscompelledtoswitchservicesjustfortheenhanced features,eventhoughmostalreadyhavepersonalaccountswithoutsideproviders.theytendedto focusonpossiblerisksof outsourcing,suchaslossofforensicdata,lossofin houseskillsets,loss ofessentialaccesstomailstreamsforresearchpurposes,andsoon.thechosenprovidermightalso changetermslateron,whichwouldputtheuniversityinanawkwardpositionwithnoviablealternative options. Apossiblesolutionisperhapstooutsourcestudent sbutkeepfaculty/staff sin house.this wouldpreserveessentialcapabilitiesandthusmakeiteasiertotakebacktheoutsourcedservicesif necessary.severaldrawbacksrelatedtotheseparationofstudentandfaculty/staffserviceswere discussed.forinstance,thestudentandfaculty/staffcalendarswouldnotbeinsync,sosomeofthe perceivedbenefitsmaynotmaterialize,butthiswouldbenoworsethanthecurrentsituation.other thanpossiblerisksrelatedtothechangeofterms,nomajordownsideofoutsourcingstudent s couldbeidentified. Itwas,however,pointedoutthattheseparationofstudentandfaculty/staffenvironmentsmightnotbe goodfortheuniversityinthelongrun.specifically,thefollowingissueswerebroughtupforfurther discussion: 1)Woulditbemoredesirabletohavestudentsandfaculty/staffsharethesameenvironment?In principle,theuniversitycoulddevoteresourcestothedevelopmentofanenvironmentwithfeatures thatthestudentsarenowcraving. 2)Isitworrisomethatitmighttakemuch,muchlongerforfaculty/stafftoadoptcurrentandnewer toolsandenvironments?somethoughtthiscouldhappenwithoutpushesfromstudentsforcuttingedgetechnologies. MORT InstitutionalCommunicationStrategyReport Page8

9 AppendixE:MeetingMinutes,12/09/2009 Present:Carlson,Carmichael,Castle,Cui(Chair),Curd,Ksander,Midkiff,Rubesch,Whiteley Absent:Castle,Donkin,Spafford MikeRubeschbriefedthecommitteeonpotentialissueswithoutsourcingUniversity servicesto Google(asnotedbytheattorneysinvolved),manyofwhichhavebeendiscussedbythecommitteein previousmeetings.theattorneysalsocommentedthat thereappearstobeconsiderablylessrisk associatedwitha student only approachtooutsourcing, intermsofferpacompliance. Alengthydiscussionensuedregardingtheprosandconsofoutsourcingonlyundergraduatestudent s.themainadvantageofthisapproachisthatitwouldsatisfythemajorityofstudents,according topsg,whileretaininginfrastructuresandexpertiseandaddressingfacultyandstaff sconcerns.the disadvantagesnotedincludethelossofacommonenvironmentforstudentsandfaculty/staff, potentiallyhighcostsassociatedwiththetransition,andlong termcostsforadministeringtheservices. Thediscussionreturnedtothesamekeyquestionaskedpreviouslyseveraltimes:Whycannotstudents simplysignupforgoogleaccountstoenjoyallthebenefitsthattheyfeelareimportanttothem?the committeegenerallyfeltthattheargumentforneedingapurduelogowasnotcompelling.itwasalso feltthatthetransitionwouldmorelikelyleadtoafinancialburdenontheuniversitythansavings becausethecurrentpurduesystemisverylean(comparedtootheruniversities).therefore,the consensusappearstobethatthecommitteecannotendorse outsourcingatpresent. Thediscussionsubsequentlyturnedtothequestionofconsolidationof servicesoncampus.The consensusisquiteclearonthisissue:itishighlydesirabletolimiton campus serviceprovidersto asmallnumberofdepartmentsorcentersthatrequiresuchservices(e.g.,forresearchpurposes).itwas pointedoutthatmostoftheexisting servicesareadministeredbysmallitteamsthatoftenlack theexpertiseindealingwithsecurityandlegalissuesandmightthusposeasecuritythreattotheentire PurdueITsystem.Thecommitteerecommendthattheusersofthoseservicesbeadvisedtomakea transitiontotheuniversity scentral serviceandthattheservicesbephasedoutoncethe transitioniscomplete. MORT InstitutionalCommunicationStrategyReport Page9