message from dr. mey kalyan · message from dr. mey kalyan ... rupp ict policy – final ... figure...

MessagefromDr.MeyKalyan

ChairofBoardofTrusteesofRUPP

In the past decade, Cambodia has seen steady economic growths at around 7% annually.Nevertheless,Cambodiastillneedsmoredevelopmenttoupliftthelivingconditionsofherpeople.The key towardmore sustainable development ismaximizing capabilities of Cambodia’s youth topreparethemforaknowledge-basedeconomy,inwhichresearchisfoundationforrealknowledgeandforpositivechangesofthesociety.

In linewith this awareness, in the 2014-2018 strategic plan, the Royal University of PhnomPenh(RUPP) stated very clearly its intention to be the flagship university of Cambodia in research,communityservices,learningandteaching.Itoutlinesgoalsandstrategiestobedoneintheyearstocome. To achieve this goal, RUPP has worked very closely with all its development partners toreform financial management and human resource management while at the same timerestructuringitsorganisationstructuretobemoreresponsivetocommunityandjob-marketneeds.

It was part of this reform and restructuring process that the Board of Trustees of the universitydecidedtoestablishacultureofresearchamongthefacultymembers.Annualresearchbudgetwassecurelyallocatedandresearchcapacitydevelopmenthavebeenoneofthepriorities.

Noticing the clear strategic plan and strong commitment to be the true flagship university ofCambodia,SwedishInternationalDevelopmentAuthority(Sida)haschosenRUPPtobealong-termdevelopmentpartner.SidaaimsatstrengtheningtheresearchcapacityinRUPPtorespondtobothsocialandacademicsneeds.However,todoresearch, ICT infrastructureneedstobe inplace.ThisICT policy andmaster plan is result of the joint effort between Sida andRUPP to ensure that ICTinfrastructurecanbebroughtintoexistenceinamoresustainablemanner.

The Board of trustees of RUPP has been informed of the ICT policy and master plan and hasapprovedofboththepolicyandplan.WearegratefulthatSidaisgoingtoworkcloselywithRUPPtorealizethefirstsetofprioritiesforgoodgovernanceandresearch.AstheChairofBoardofTrusteesandonbehalfofotherBoardmembers,Iwouldliketoendorsethispolicyandmasterplan.WewilldoeverythingpossibleinourcapacitytomakesuretheplanscanbematerializedsothatRUPPcanbetrulyaflagshipuniversity.

IthankSida,theSwedishembassyinPhnomPenh,andallRUPPerswhoworktirelesslytomakethispolicyandmasterplanareality.

FaithfullyYours,

MeyKalyan,PhDChairofBoardofTrustees

RUPPICTPolicy–Final,March2017

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ForewordbyDr.ChetChealy

RectorofRoyalUniversityofPhnomPenh

Technology ismakinggreatcontribution to improve lifeandsociety.Recently, theMIT technologyreview listedtenbreakthroughtechnologiesof2017.These includereversingparalysis,self-drivingcarsandtrucks,payingwithyourface,practicalquantumcomputers,the360-degreeselfie,hotsolarcells, gene therapy 2.0, the cell atlas, botnets of things, and reinforcement learning. All thesebreakthroughsholdgreatpromisesforthesociety.

At RUPP, we recognize the significances of technology, particularly information communicationstechnologyorICT.WeintendtointegrateICTinallourfunctionsandservices.ICTmakesitpossibletostore, retrieve, transmit, receive,andmanage informationto themass ina timelymanner. It issuchasystemthatRUPPisgoingtoadopttomakeresearch,teaching,learning,andstudentservicesresponsiveandreliable.ItstartswithRUPPhavingitsownICTpolicyandmasterplan.

The ICT policy andmaster plan emphasizes on facilitating the following services: connectivity andcommon network services; learning and research; university management and administration;governance,management,control,andmaintenanceofICTresources.Torealizethesepossibilities,the ICT policy and master plan also outlines a careful change management and monitoring andevaluationplans.

IamthankfultothegovernmentofSweden,which,throughtheirdevelopmentauthority,Sida,andtheSwedishembassy inCambodia,workcloselywithRUPPtorealizetheuniversityvision, i.e.,“tobecomeCambodia’sflagshipuniversityinteaching,research,andcommunityservices”.

I also thankall staff, teachers, and students atRUPPwho contributed to thedevelopmentof thispolicy.Wearegoing towork together to implement the ICTpolicyandmasterplan so thatRUPPcouldbeatruly“Cambodia’sflagshipuniversity”.


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ForewordbyMr.MagnusSaemundsson

Sida’sRepresentative

ThenewICTPolicyandMasterPlanisagreatstepforwardinmakingRUPPaflagshipuniversityofCambodia. Modern and up to date ICT infrastructure is a prerequisite for conducting modernuniversity teaching and learning. Without access to databases and international science journalsscientificresearchcannotbeconductedinlinewithinternationalstandards.

SidaandtheSwedishEmbassyinCambodiawelcomewarmlythisimportantstepthatwebelievewillbeabletofundamentallystrengthenRUPPasahighqualitycomprehensiveuniversity.

YoursSincerely,

MagnusSaemundssonFirstSecretary,EducationandResearchSwedishEmbassy,Cambodia


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Contents

ExecutiveSummary..........................................................................................................vi

ListofFigures...................................................................................................................vii

Abbreviations..................................................................................................................viii

1. Introduction...............................................................................................................11.1. TheNationalContext.......................................................................................................11.2. AssessmentoftheICTEnvironmentatRUPP...................................................................21.3. ImprovementDrivers......................................................................................................3

1.3.1. EfficientCommunication................................................................................................41.3.2. EasyandFastAccesstoOnlineResources.....................................................................41.3.3. EasyAccesstoAccurateandConsistentDataabouttheUniversity..............................41.3.4. AccesstoOnlineServicesonDemandandanyTime.....................................................41.3.5. EfficientAcademicandAdministrativeProcesses..........................................................41.3.6. CoordinatedApproachtoIntegratingICTintheOrganisation.......................................4

1.4. TheICTPolicyandMasterPlan:KeyElements.................................................................41.5. FormulationoftheICTP/MP............................................................................................51.6. Documentlayout.............................................................................................................6

2. KeyPolicyStatements................................................................................................72.1. ConnectivityandCommonNetworkServices...................................................................72.2. LearningandResearch....................................................................................................82.3. UniversityManagementandAdministration...................................................................82.4. Governance,Management,Control,andMaintenanceofICTResources.........................82.5. ChangeManagement......................................................................................................92.6. MonitoringandEvaluation..............................................................................................9

3. InformationSystems................................................................................................113.1. LibraryManagementInformationSystem.....................................................................11

3.1.1. FindingsbytheStakeholders’Workshop.....................................................................113.1.2. Policystatement...........................................................................................................12

3.2. AcademicManagementInformationSystem.................................................................133.2.1. FindingsbytheStakeholders’Workshop.....................................................................133.2.2. PolicyStatement...........................................................................................................13

3.3. FinanceManagementInformationSystem....................................................................143.3.1. FindingsbytheStakeholders’Workshop.....................................................................143.3.2. PolicyStatement...........................................................................................................15

3.4. HumanResourceManagementInformationSystem......................................................163.4.1. FindingsbytheStakeholders’Workshop.....................................................................163.4.2. PolicyStatement...........................................................................................................16

3.5. ExecutiveManagementInformationSystem.................................................................173.6. Cross-cuttingImplementationIssues.............................................................................17

3.6.1. SystemsAnalysisandBusinessProcessRedesign........................................................173.6.2. ArchitecturalConformityandCompatibility................................................................183.6.3. In-houseDevelopment.................................................................................................183.6.4. MobilePlatforms..........................................................................................................18

4. EndUserSkillsDevelopment....................................................................................194.1. FindingsfromtheStakeholders’Workshop...................................................................194.2. PolicyStatement...........................................................................................................19


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4.3. Keypolicylevelrequirementsanddrivers.....................................................................19

5. ICT-EnabledLearningandResearch..........................................................................215.1. FindingsbytheStakeholders’Workshop.......................................................................215.2. PolicyStatement...........................................................................................................21

6. NetworkInfrastructureandServicesPolicy..............................................................236.1. FindingsfromtheStakeholders’Workshop...................................................................236.2. PolicyStatement...........................................................................................................236.3. NetworkInfrastructure..................................................................................................24

6.3.1. TheCampusBackbone.................................................................................................286.3.2. Inter-campusLinks.......................................................................................................296.3.3. RoutingCentres/Equipment.........................................................................................296.3.4. TheDataCentre............................................................................................................296.3.5. NOC..............................................................................................................................306.3.6. LocalAreaNetworks.....................................................................................................306.3.7. CampusWirelessCoverage..........................................................................................306.3.8. ComputersforStudentsandStaff................................................................................30

6.4. NetworkServices..........................................................................................................316.4.1. Internetaccess.............................................................................................................316.4.2. IntranetServices...........................................................................................................316.4.3. Anti-virusSolution........................................................................................................32

6.5. SecurityPolicy...............................................................................................................32

7. ICTManagementPolicy............................................................................................347.1. FindingsfromtheStakeholders’Workshop...................................................................347.2. KeyPolicyStatements...................................................................................................357.3. GovernanceandOperations..........................................................................................35

7.3.1. RUPPICTCommittee....................................................................................................357.3.2. ArchitectureWorkingGroup........................................................................................367.3.3. RUPPUniversityInformationResourceManagementUnit..........................................367.3.4. ServiceLevels...............................................................................................................37

7.4. CoreICTmanagementfunctions....................................................................................377.4.1. End-userSupportServices............................................................................................377.4.2. OperatingSystemsandNetworkManagement...........................................................387.4.3. DatabaseAdministration..............................................................................................387.4.4. Configurationmanagement.........................................................................................397.4.5. Securityandauditingservices......................................................................................397.4.6. Technologyplanning....................................................................................................39

7.5. Makeorbuypolicy........................................................................................................39

8. ChangeManagement...............................................................................................418.1. KeyPolicyStatement.....................................................................................................418.2. ResponsibilityforChangeManagement........................................................................41

9. MonitoringandEvaluation.......................................................................................429.1. KeyPolicyStatements...................................................................................................429.2. ResponsibilityforMonitoringandEvaluation................................................................42

Acknowledgements.........................................................................................................43


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ExecutiveSummaryRUPP’sICTPolicyandMasterPlan(2017-2020),hereafter“policyandplan”,aimsatintegratingICTintoallaspectsofuniversitylifeforstudents,staff,andfacultymembers.Specifically,thepolicyandplanwillmakeitpossibleforICTtofacilitatethefollowingareasforeffectivenessandefficiency:(1)teaching, learning, and research; (2) academic administration and management; (3) libraryadministrationandmanagement;(4)financeadministrationandmanagement;(5)humanresourceadministrationandmanagement.FundedbySidabutdrivenbyallatRUPPfromsupportstafftotopmanagement,thispolicyandplanwill guide the implementation of the infrastructure, databases, information systems, andcorresponding processes and procedures in order to support the functional and policy levelaspirationoftheRoyalUniversityofPhnomPenh.Thepolicyhasthefollowingkeypolicystatements.RUPPshall:

i. ImplementanICTgovernanceenvironmentthatensuresthatallstakeholdershaveasayattheappropriatelevelindeterminingthefunctionality,specification,andservicelevelsofallICTservicesandsystems�

ii. Establish/sustain a specialised ICT Support Unit responsible for the management, controlandmaintenanceofICTsystemsandservicestoensuretheavailabilitytousersattheagreedservicelevels�

iii. EnsurethatICTservicesandsystemsaresustainableby:a)Allocatingsufficientfinancialresources,combinedwithanICTFeechargeabletoevery

student, tocover,asaminimum, the recurrent costsofall ICT servicesandsystemsandalsoprovideforgrowthandcontinuingmodernisation;�

b)EnsuringthattheICTSupportUnitisstaffedwithasufficientrangeofhumanresourceand skills combinedwith remuneration that recognises the reality that RUPPhas tocompete with the private for the kind of technical human resource that is able toensureavailabilityofICTservicesandsystemsattherequiredservicelevels.�

c) Using acquisition policies (for example local development wherever possible asopposed to buying proprietary systems; university-wide open source policies; etc.)thatminimiserecurrentcostswhilealsobuildinglocalcapacity;�

To materialize all components of the policy and plan, a budget around five million US dollars isneeded.Sidawillfundthefirstfewkeycomponentstokickstarttheprocess.Theseprioritizedareasinclude:(1)improvingandexpandingthecampusdatabackbone,(2)improvingandsettingupLANin buildings, (3) strengthening of ITC in terms of personnel, capacity, and equipment, (4)strengtheningtheNetworkOperationCenterandtheDataCenter,(5)intranet/internet(includingE-mailandaccesstointranetandinternetservicesaswellasautomation,(6)academicmanagementIS,(7)librarymanagementIS,(8)humanresourcemanagementIS,(9)financemanagementIS,(10)executivemanagementIS,andfinallytrainingstoallconcernedendusers.(seetable1onpage7ofthe master plan). RUPP will need to fundraise the rest of the money from all stakeholders anddevelopmentpartnerstorealizetheremainingplans.


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ListofFiguresFigure1:OverviewofCambodiaICTMasterPlan..................................................................................1Figure2:RUPPCampus1(MainCampus)3Dmap................................................................................25Figure3:RUPPCampus2map.............................................................................................................26Figure4:RUPPCampus1(MainCampus)buildingsizes......................................................................27


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Abbreviations

Term Description

AWG ArchitectureWorkingGroupCAMREN CambodianResearchandEducationNetworkDNS DomainNameSystemDRC DisasterRecoveryCentreDSL DigitalSubscriberLineICT InformationandCommunicationsTechnologyICT/MP ICTPolicyandMasterPlanITC InformationTechnologyCentre(oftheRoyalUniversityofPhnomPenh)ITU InternationalTelecommunicationsUnionIP InternetProtocolIPR IntellectualPropertyRightsIRM InformationResourceManagementISP InternetServiceProviderKbps KilobitspersecondLAN LocalAreaNetworksLCMS LearningContentManagementSystemNOC NetworkOperationsCentreNREN NationalResearchandEducationNetworkMbps MegabitspersecondMCM Management,Control,andMaintenanceMDA Ministries,DepartmentsandAgenciesMEF MinistryofEconomyandFinanceMoEYS MinistryofEducation,YouthandSportsOPAC OnlinePublicAccessCataloguePoP PointofPresenceRUPP RoyalUniversityofPhnomPenhSida SwedishInternationalDevelopmentCooperationAgencyVOIP VoiceoverIP


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1. Introduction1.1. TheNationalContextRUPP, founded in1960,has theVision,according to theUniversityStrategicPlan2014–20181“Tobecome Cambodia’s flagship university in teaching, research and community services”. It is theoldest, largest, and premiere university of Cambodia. The quality and conduct of education,research, and administration at the university is therefore very important in shaping Cambodia’shuman resource and will therefore impact on national development. This alone requires thateducation, teaching,and researchare conducted inaway thatwillproducegraduates compatiblewith21stcenturydevelopmentdemands.Figure1representingtheCambodiaICTMasterPlan20202brings into focus the reliance on and key responsibility of RUPP as themain source of educatedhumanresourceinthecountry.

“Empowering people” includes equipping people with the necessary ICT skills to create a pool oftalentandbuildingpeople’sawarenessoftheprosandconsofICT,allofwhichisnecessaryforthecountrytobeabletoleveragethepotentialofICTforsocialeconomicdevelopment.

Figure1:OverviewofCambodiaICTMasterPlan

1RUPP’sStrategicPlan2014-2018,http://bit.ly/1MVLn8Z2CambodiaICTMasterPlan2020,www.trc.gov.kh/summary-on-cambodian-ict-masterplan-2020

ICTopiaCambodia

"Towardsanintelligentandcomfortable

nation"

EmpoweringPeople

EnsuringConnectivities

EnhancingCapabilites

Enrichinge-Services


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1.2. AssessmentoftheICTEnvironmentatRUPP

Effectiveresearchandresearchcollaborationrequireasupportiveinformationandcommunicationtechnology(ICT)ecosystem. AstudysupportedbySidatoevaluatetheICTenvironment3revealedvariousgapsandconstraints:

i. There is insufficientexternalbandwidthforthecampuspopulationtaking intoaccountthelarge number of devices (more than 35,0004 phones and laptops in addition to themorelimitednumberofdesktopcomputers). Thetotalavailablebandwidthofabout45Mbps isalsofragmented, inmanycases lacksservice levels,andisnot integratedandmanagedforefficientutilisation.

ii. There is no Intranet,meaning that themost popular access services like email, e-learningcontent,andinformationabouttheuniversityactivitieshavetobeaccessedusingexternalservers,compoundingthechallengeoflimitedbandwidth.TheabsenceofanIntranetalsomakes it impossible to provide easy access to internal and external online services andresources.

iii. The campus network and the relatedWi-Fi coverage are still limited. The current Wi-Ficoveragecanonlyaccommodateamaximumof400 to500hundredconnecteddevicesatany time. Even if demand diversity is taken into account, the number that can be servedremains extremely low. Active devices that are old and generally limited in capacitycompoundthis.Studentsarelimitedtoonehourofuseperday,waybelowthedesirablefulltimeaccessinamodernacademicinstitution.

iv. Students are not allocated with institutional email addresses, a result of the lack of anIntranet, making communication from staff to students difficult and expensive. Staff isallocated email addresses but their usage is limited (due to a combination of limitedinfrastructure,lackofICTskills,andlimitedawareness).

v. There are very limited computer resources for the 15% or so students who do not haveaccess to computers or their own laptops. Since these would inevitably be the studentsfromthepoorerbackgrounds,theyaremarginalisedevenattheuniversity.

vi. TheITCentre(ITC)isverylimitedintermsofequipmentandothertoolsforrollingout,andformanagement,control,andmaintenance(MCM)oftheICTresources.

vii. The ITC staff is still limited in terms of both exposure and specialised skills forMCMof amodern data communication network. They for example have good insights into whatAcademicRecords,FinanceandHumanResourcesystemswouldbelike,butclearlyneedtounderstand the issues better, and to have the line departments involved a lot more indefiningfunctionality.Anotherspecificareaofskillsneedsisspecifictothedesign,rollout,configuring,andoperatingadvanceddatanetworks.

viii. Salaries paid to ITC staff are very low, forcing them, like the rest of the universitycommunity,tolookforothermeansofmakingendsmeet.Theavailabilityandreliabilityof

3See“OpportunitiesforHarnessingICTtoSupportResearchandResearchCollaborationattheRoyalUniversityofPhnomPenh”.SidaReport.The35,000iscomposedof:18,000studentphones;1,000staffphones;and15,000laptopsofvaryingpoweramongthestudents(especiallyafterYear1)andstaff;andthedifferentcomputerlabsaroundthecampus.4ibid


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comprehensive modern ICT services and systems in an institution the size of RUPP willrequirethefull-timeandundividedattentionofallITCstaff.

ix. Thereappearstobelimitedawarenessamongdecisionmakerswhocontrolthebudget,whoare all external to RUPP, about the benefits of ICT in enabling achievement of the RUPPvision,mission,andstrategicobjectives.WehaveobservedthatthiscouldbeachallengeofpackagingandcommunicationofthemessagefromRUPP.

x. Theelectronicjournaldatabasescriticaltosomecourses(especiallythesciences)amongthecurrentofferingsthroughtheHunSenLibraryarelimited.

xi. While there is desire of transitioning to e-enabled education for a better learningenvironmentandexperience,almostallthelectureroomsarenote-enabled.

xii. The software available for general usage is very limited in scope, with academic staffmembersfailingtogettheapplicationstheywouldwishtouse.Staffmembersoftenmakeindividual efforts to acquire software, but run into version and other compatibilitychallengeswhentheytrytoshareinformation(citedespeciallybythosewhoneedaccesstostudent records). Viruses arealsoa challengebecauseof limiteddeploymentof effectiveanti-virussoftware.

xiii. While thereare twostandalonedatabasesacquired tomanage: studentacademic recordsandanother to store the staffpayroll, thereareno real informationsystems for students’recordsmanagement,staffrecordsmanagement,orfinancialmanagement.Thereismajorchallengeof tracking students – graduate students forexample registerwith thedifferentgraduate programmes in faculties rather than the Student Office. There are alsomismatchedstudentidentificationnumbersissuedbydifferentunits(StudentsOfficeandITCentre). This was explained as a transition challenge, and we were informed that theprocesstoimproveidentificationnumbersisbeingcarriedout.

xiv. Theinformationontheuniversitywebpagesisoutofdate

xv. There isadual languagechallengewhen it comes toelectronicdataentrybecauseKhmercharactersaredifferentforLatincharacters.

ItwasagreedbyRUPPmanagement that themultiple challenges summarisedabovecouldnotbeaddressed in a coordinated, synergetic, and cost-effective manner without a guiding policy andstrategy framework, the ICTPolicyandMasterPlan (ICTP/MP)of theUniversity. ThisactivitywasagreedbytheRUPPasthepriorityundertakingbeforealltheotherchallengescouldbeaddressed.

It shouldbenoted that thispolicy covers fouryears,2017–2020: this canbe consideredas the

foundationalphaseforthefullintegrationofICTinallRUPPfunctions.Thefoundationalphasewill

provide the platform for taking RUPP to a higher level of exploiting ICT compatible with

universitiesinmoretechnologicallydevelopedregions.

1.3. ImprovementDrivers

TheassessmentofICTatRUPPalsoidentifiedImprovementDrivers,thethingsthatRUPPstaffandstudents wish to do using any form of ICT to enable their work, studies, or research, and whichwould therefore ensure that ICT is being used to support the RUPP Vision,Mission and StrategicObjectives.ThesearetherealmotivationforusingICT.


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1.3.1. EfficientCommunication

The RUPP community needs efficient, reliable and timely communication to the internal andexternal environments. Most of the efficient communication methods rely on internal and/orexternal connectivity, and complaints about slow Internet, and insufficient or unreliable Wi-Ficoverage as well as limited online time for students, which were the leading complaints in alldiscussions,aredrivenbythis.

1.3.2. EasyandFastAccesstoOnlineResources

TheRUPPcommunityneedseasyandfastaccesstoonlineresources,includingacademicmaterials,social media utilized for communication and dissemination purposes, and general sources ofinformation.

1.3.3. EasyAccesstoAccurateandConsistentDataabouttheUniversity

Allacademic,administrative,andmanagerialfunctionscallforeasyandtimelyaccesstodatathatisaccurate, up to date, and consistent, relating to students, staff, infrastructure, library holdings,finance,programmesandcourses,etc.

1.3.4. AccesstoOnlineServicesonDemandandanyTime

Amodern,efficient,andhigh-reputationacademicinstitutionrequiresthatallstaffandstudentsareliterally able to access the Internet and the organizational Intranet all the time. Many of theacademic staff have had, through study abroad, opportunity to work in such environments, andthereforecannotbesatisfiedandrightlyfeelthattheyhavelimitedproductivityinanenvironmentthatdoesnotprovidethisforboththemandtheirstudents.

1.3.5. EfficientAcademicandAdministrativeProcesses

Organisational efficiency and competitiveness requires minimizing the time between input andoutputforanyoftheorganizationbusinessprocesses.Thisinturnsrequiresthatstepsthatdonotadd value in administrativeprocesses areeliminated; thatwith commonaccess to informationalllevels in the organization are empowered to take certain decisions; and that the re-engineeredprocesses are placed online and automated so that human intervention comes in only wherediscretionarydecisionsarerequired.

1.3.6. CoordinatedApproachtoIntegratingICTintheOrganisation

Efficient utilization of resources and consistent and measurable improvement always needsoverarchingorganizationalpolicyandstrategythatbindseveryone.Intheabsenceofthat,differentunitswillmoveindifferentdirection.

1.4. TheICTPolicyandMasterPlan:KeyElements

ThisICTPolicyandMasterPlanspellsout:

i. ThehighlevelpolicyintentofintegratingICTintoallaspectsofuniversitylife,drivenbythevisionandmissionoftheuniversity;


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ii. The specific aspirations and requirements that will guide the integration of ICT in eachaspectofuniversitylife,viz:

a. Teaching,learning,andresearch

b. Academicadministrationandmanagement;

c. Libraryadministrationandmanagement;

d. Financeadministrationandmanagement;

e. Humanresourceadministrationandmanagement;

iii. The specific aspirations and requirements that will guide the implementation of theinfrastructure, databases, information systems, and corresponding processes andproceduresinordertosupportthefunctionalandpolicylevelaspirationsofRUPP;

iv. TheICTManagementenvironmentfromthepolicytotheoperationallevel;

v. The Implementation Master Plan based on the agreed priorities, along with costs ofimplementation;

vi. The sustainability plan (organizational, human resource, and finance) to ensure thatinvestments in ICT are not only maintained in a state that enables achievements of thepolicy objectives but can also, with time, be built to greater levels of penetration andsophistication;and

vii. Approaches to Change Management as well as Monitoring and Evaluation, a means ofkeeping a constant eye on the process so that all risks are recognised and addressedproactively,andtacticalorstrategicchangesaddressedtimely.

WithoutagoodPolicyandMasterPlan,thereisahighriskthat investments inICTwillbecomeanincreasingcostwithouttheresultantorganizationalbenefitstojustifythem.AgoodICTPolicyandMasterPlanmustbeownedbyall levelsoftheorganization,especiallytopmanagement,as itwillleadtoorganizationalchangesandchallengesthatneedtobeconstantlyaddressedatthatlevel.

1.5. FormulationoftheICTP/MP

TheICT/MPwasformulateddrawingonthefollowingsourcesofinformation:

i. TheStudyoftheICTEnvironmentatRUPP(November2015)

ii. TheStakeholdersWorkshop thatwasalso themaindecision forumaboutpolicy, strategy,andpriorities.TheStakeholdersWorkshopwasacriticalstepincreatingownership,acoreelementofthesuccessofanypolicy.

iii. Theexperienceandexpertiseoftheconsultantinprovidingexperientialinputaspartofthedecision-makingprocessesandalsoindrafting.

The discussions with various members of the university community were conducted using semi-structuredguides. For the self-administeredquestionnaires the sampleswerenotdesigned toberepresentative, but the numbers and distribution used, covering all faculties as well as


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administrativeand supportunits,were sufficient toprovidea reliable feelof theentireuniversitycommunity. In confirmation of this, it was noted that the results from the self-administeredquestionnaireswereconsistentwiththefindingsfromtheinterviews.

1.6. Documentlayout

The first chapter provides an introduction to the ICTP/MP, giving the motivation as well as theprocess of its development. It also outlines the key elements of the ICTP/MP. The key policystatement, setting thedirection and aspirations of RUPP in exploiting ICT, are given in Chapter 2.Subsequent chapters expand on each of the policy statements, addressing the core InformationSystems inChapter3;End-UserTraining to theextent that it isneeded inChapter4;E-learning inChapter5;andConnectivity,NetworkInfrastructureandServicesinChapter6.TheICTManagementPolicy is detailed in Chapter 7. Finally, Change Management and Monitoring and Evaluation areaddressedinChapters8and9respectively.

ThedetailedMasterPlan,givingtheprioritisedprojectsasagreedbytheStakeholders’Workshop;thebudgetary cost estimatesof each, and the implementation timelines, hasbeenproducedas aseparatedocument.


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2. KeyPolicyStatementsTheRoyalUniversityofPhnomPenhrecognisestheimperativeofintegratingICTinallitsfunctionsdrivenbyboththenationaldevelopmentneedforgraduatesequippedforthe21stcentury,andtheuniversityvision:“TobecomeCambodia’sflagshipuniversityinteaching,researchandcommunity

services”.Thefollowingpolicystatementshavebeenadaptedtoprovidetheguidingframeworkforthe integration of ICT into all university functions, and to give specific guidance to theimplementationMasterPlan.

TheVisionoftheICTPolicyis“AuniversitywhereICTisexploitedtoensureeffectivenessandcost-efficiencyinlearning,research,andadministrationinordertosupporttheinstitutionalVisionand

Mission”.

RUPPshallestablishanenvironmentwhereICTcanbesustainablyexploitedtoimproveconnectivityandcommonnetworkservices; learningandresearch;universitymanagementandadministration;as well as governance, management, control, and maintenance of ICT resources guided by thefollowingpolicystatements.

2.1. ConnectivityandCommonNetworkServices

RUPPshall:

i. Ensure access by all students and staff to common network services by implementing anIntranetconsistingof:asingleaccessportaltoalluniversityonlineapplicationsandservices;and intra-campus networks on all campuses as well as inter-campus connectivity utilisingtechnologies that are forward looking and also ensure that all staff and students can getaccess to unlimited bandwidth for intra or inter-campus level applications andcommunicationanywhereonthecampuses.Forclarity,unlimitedinthiscontextmeansthatbandwidthshouldneverbeaconstraintforeducation,research,administrative,managerialandcollaborationapplicationsthatrunontheuniversityintranet.

ii. Ensure that all students and staff have access to high speed broadband for national,regional,andinternationaleducationandresearchcollaborationandcommunication.“Highspeedbroadband”hereisdefinedashavingthekeyattributeof“alwayson”.Theminimumdownload speed should be equal to or higher than what is stipulated in the CambodiaNationalBroadbandPolicy5.RUPPwillspecificallyplayanactiveroleinthenationalresearchand education network of Cambodia in order to promote national, regional and globalconnectivityandcollaboration.

iii. Implement on-going training programmes that ensure that all students (during their firstsemester) and staff (during the first three months after recruitment) have the requisiteawarenessandskillstoworkinafullyonlineenvironment

5TheCambodiaNationalBroadbandPolicyof2013specifiesandalwaysonconnectionwithaminimumdownloadspeedof512Kbps,andprovidesforcontinuingrevisionupwards.Itdoesnotdefinehighspeedbroadband.


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2.2. LearningandResearchRUPPshallImprovetheefficiencyandeffectivenessoflearningandresearchby:

i. Modernising all lecture rooms to ensure that they are suitable for both traditional andcollaborativeonlinelearningmethodologies

ii. Modernising all labs to enable, where needed, computer-driven experimentation andsimulationsaswellasaccesstoremotelabs;

iii. Retraining lecturers to understand the advantages and limitations of e-learning usingstudent-cantered self-led learning approaches, including content preparation, discussionmediation,andgrading;

iv. Establishingarewardssystemthatrecognisesthedemandsofonlinelearning

v. ImplementingalocallyhostedE-learningSystemtoenableusebyearly-adapters;

vi. DevelopingandimplementingaholisticE-learningPolicy

vii. Developing and implementing a holistic Research Policy and a Research ManagementSystem

2.3. UniversityManagementandAdministration

RUPP shall Streamline and create efficiency in managerial and administrative functions, andimprovementofaccuracyandtimelinessofreportingby:

i. Implementing computerised academic, financial, library, human resource, and executivemanagement information systems. It shall be a requirement that all these systems arecompatiblewitheachotherandwilldrawdatafromcommonuniversitydatabases.

ii. Implementing an application that draws data and information from all universityinformation systems to enable automated generation of high level managementinformationreports.

2.4. Governance,Management,Control,and

MaintenanceofICTResources

RUPPshall:

i. ImplementanICTgovernanceenvironmentthatensuresthatallstakeholdershaveasayattheappropriatelevelindeterminingthefunctionality,specification,andservicelevelsofallICTservicesandsystems

ii. Establish/sustain a specialised ICT Support Unit responsible for the management, controland maintenance of ICT services and systems to ensure their availability to users at theagreedservicelevels

iii. EnsurethatICTservicesandsystemsaresustainableby:


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a. Allocating sufficient financial resources, combined with an ICT Fee chargeable toevery student, to cover, as aminimum, the recurrent costs of all ICT services andsystemsandalsoprovideforgrowthandcontinuingmodernisation;

b. Ensuring that the ICT Support Unit is staffed with a sufficient range of humanresource and skills combined with remuneration that recognises the reality thatRUPPhastocompetewiththeprivateforthekindoftechnicalhumanresourcethatis able to ensure availability of ICT services and systems at the required servicelevels.

c. Using acquisition policies (for example local development wherever possible asopposed tobuyingproprietary systems;university-wideopen sourcepolicies; etc.)thatminimiserecurrentcostswhilealsobuildinglocalcapacity;

ii. DevelopandimplementpoliciesandprocedurestoensurethesecurityofICThardandsoftresources, and implement a continuing programme for creating awareness about cyber-securityandtheroles,responsibilities,andobligationsofeachusertoensurethis.

2.5. ChangeManagement

RUPP shall require that before any project implementation plan is rolled out, it must bedemonstratedtohaveconvincingplanforchangemanagementinordertomaximisethelikelihoodof successand reduce the likelihoodof failure. The changemanagementplan shall as aminimumaddressthefollowing:

a) Creating awareness among functional staff andendusers about theplanned changes andtheirmotivation,addressingbothinstitutionalandindividualbenefit;

b) Ensuring that ownership among all stakeholders is created through their involvement inconceptualisation,planning,andimplementation;

c) Explaining the consequences of what was being done with respect to the day to dayfunctionsofespeciallystaff,andincorporatingwhatwillbedonetoensurethatstaffisnotnegativelyimpactedbythechanges(training,re-skilling,transitioningnewjobassignments,incentivesandbenefits,etc.);

d) Explaining the stakeholders’ roles in ensuring success along with the basis for evaluatingsuccessandhowthiswillbedone;and

e) Mainstreamingrecurrentandobsolescencecostsintheuniversitybudget.

2.6. MonitoringandEvaluation

RUPPshallrequirethat:

i. Attheoverall ICTProject level,output,outcomeand impact level indicatorsaswellasthemethodsofmeasurementare identifiedandbaselinevaluesestablishedasastartingpointfor setting and tracking institutional level targets, as well as adaptively adjusting tactics,strategies,andpolicies.Thesewillbereportedonannually,andthefive-yearICTP/MPshallregardlessbereviewedonarollingbasisatleastonceeverytwoyears.


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ii. It is a requirement thateach sub-projectdesign incorporates amonitoringandevaluationplan that incorporates indicators as well as themethods of measurement at the output,outcome, and impact levels; and also enables tactical or where needed, strategicadjustments.


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3. InformationSystemsThischapteroutlinesthecorestandardfunctionalityrequirementsofthemajorinformationsystemsaswellaskeyconsiderationsduringimplementation.ItshouldbenotedthatwhiletheICTSupportUnit provides cross-cutting support, the functional units of the university own the variousinformation systems, and thesemust lead in thedefinitionof functionality requirements for eachsuchsystem.Table1identifiestheunitsthatowneachofthemajorinformationsystems.

Table1:Majorinformationsystemsrequiredbyauniversity

InformationSystem Owner1 LibraryManagement Vice-Rector,LibraryandResearch2 AcademicManagement Vice-Rector,AcademicPrograms3 FinanceManagement Vice-Rector,FinanceandAccounting4 HumanResourceManagement Vice-Rector,Administration5 ExecutiveManagementInformationSystem Rector

3.1. LibraryManagementInformationSystem

3.1.1. FindingsbytheStakeholders’Workshop

i. Therearemultiplelibraryholdingsoncampusinthemainlibraryandinotherlocations,butitisverydifficultforstudentsandstafftoknowwhatisheldandwhere.Thereisneedforaunifiedopenpublicaccesscataloguethatenablesstaffandstudentstoeasily locatebooksandjournalsavailablewithinRUPPatanylocation.

ii. Mostusersdonotknowhowtofindmaterialsoruselibraryresources,andtheLibrarydoesnothaveenoughstafftohelpeverybody,includingreferenceconsultationservices.Thereisneedforaneasytofollowstep-by-stepguidethatuserscanworkthroughontheirown.

iii. Thelibraryholdingsarelimitedinrangeandquantity,especiallywhenitcomestojournalsrequiredforscience-basedresearch.Thelimitedquantitymeansthatonlytwoitemscanbeborrowed at a time (for twoweeks). There is need to address this throughboth funding(rangeofholdings)andconversionofholdingstodigital format(easeofmultiple-accessofunlimitedduration–includingmaterialsthatwouldnormallyhavetobereserved).

iv. Lecturersdonotnormallyusethelibrary,andinthissetabadexampleforstudents.

v. The Library lacksqualified staff andhas an insufficientbudget for the requiredbooksandjournals.Thiscallsforbothbudgetaryallocationsandstafftraining/retraininginrecognitionof the fact that if RUPP is to become a research oriented university that also has highacademicperformance;theLibraryplaysacrucialcentralrole.

vi. ThereisverylimitedInternetaccess,criticalforaccessingonlinejournalstosomeofwhichtheuniversitysubscribes.Thereisneedtocreatemoreefficientaccessandthereforemoreefficientresearchbyincreasingavailablebandwidth.


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MostofthechallengesintheLibrarycanbehandledthroughacomputerizedLibraryManagementInformationSystemwiththekeymodulesforacquisition,cataloguing,andcirculation;backedbyarobustplantohaveallholdings indigitalform;supportedbypoliciesthatrequiretheuniversitytohaveaunifiedcatalogue. TheLibrarywill certainly,outside ICT,need financial support toexpandholdingsandsubscriptions,recruitandtrain/retrainstaff,andmountanawarenesscampaignaspartofabroaderinitiativetoimproveinstructionandresearchatRUPP.

3.1.2. Policystatement

AcomputerisedLibraryManagementInformationSystemwillbeimplementedinordertoimprove

theefficiencyandeffectivenessoflibraryoperationsandservices.

Essentialfunctionalrequirements

• CirculationControlSystem.

• CatalogueMaintenanceSystemgivingahighqualityofbibliographic records inconformitywiththestandardcataloguingcodes.

• On-lineaccesstoaunifiedcatalogue.

• Abilitytoshareresources(catalogues)amonglibrariesatdifferentlocations.

• Acquisitions Control, including search of on-line sources of publications, on-line access tobookdealersandbookpublishersandorderplacement,checkingin,queryon-orderrecords.

• SerialsOrderingandControl.

• On-line(throughInternet)accessfromanyworkplacetoReferenceandInformationServices(indexes, abstracts, etc.) in the University library and other universities, libraries, andinstitutes.

• Statisticalreportingandmanagementinformationprovision.

• Provision of Library ICT services: E-journals, archiving e-docs, research dissemination, e-granary,self-check-in/outsystems

The following should be considered as key implementation issues in creating amodern library atRUPP:

i. Digitising all Library holdings to create convenience for users and minimise the need forphysical access to holdings. Digitising is amajor and specialised undertaking, and a cost-baseddecisionwillneedtobemadeaboutdoingthisinhouseorout-sourcing.

ii. Implement a policy that requires that all research papers, dissertations and theses aresubmittedindigitalformat.

iii. Re-training Librarians so that they can mediate access to information in a computerisedLibrary.

iv. Trainingusers(bothstudentsandstaff)tocreatebothInternetandknowledgeliteracy.


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3.2. AcademicManagementInformationSystem


i. Trackingattendanceofstudentsinlecturesisdifficultandtakesupalotoftime.Thereisaneedtoimplementasystemthatautomaticallytracksstudentattendance.

ii. Students are confused by the registration process, including the selection of subjects (forexample majors); and it takes a long time and in multiple locations (Finance, AcademicOffice, Library).There isneed fora systemthatexplains theprocessof registration to thestudentsevenbeforetheyreporttotheuniversityandtotheextentpossibleenablesthemtocompletemostoftheprocessesbeforetheyreport.

iii. Students have to pay fees on campus before they can register, and the assessment,payment,andregistrationarealldoneatdifferentplaces. There isneedforasystemthatenables students to pay directly into the university bank accounts, with the paymentinformationautomaticallypickedupbytheuniversitythroughthebanksystem.

iv. Students have a challenge finding their way around the campus. There is need for auniversitymapshowingthelocationsofdifferentoffices,lecturerooms,andfunctions

v. The numbers of students admitted exceed lecture-room sitting space. There is need tomatchadmissionsandregistrationstoavailablelectureroomspace,andtoallocatelecture-roomsaccordingtothenumberofstudentstakingagivensubject.

vi. Thereisalargeknowledgegapbetweenstudentsfromthecityschoolsandthosefromtheruralareas.Thereisneedforasystemofremedialclassestoberunpriortothestartoftheuniversityterm.

The challenges in Teaching and Learning can be addressed through a computerised AcademicManagementInformationSystemthathandlesadmissions,registration,time-tabling,andtrackingofperformanceandgraduation,alldesignedtotakeintoaccountthespecificchallengesandpoliciesinCambodia

3.2.2. PolicyStatement

A computerised Academic Management Information System will be implemented in order to

enhanceandstreamlinestudenteducationandrelatedadministrativeandmanagerialprocesses;

andtoimproveacademicreportingfacilitiesatbothcentralandfacultylevel.


• Managementofstudentpersonalrecords.

• Admissionofstudents.

• Managementofstudentacademicperformancerecordsandstudentacademicperformanceanalysis.

• Curriculaandcourserecordsmanagement(AcademicProgramOfferings).

• Classscheduling(timetabling).


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• Spaceandteachingstaffrequirementsanalysis.

• Supportforjointadmissionsamonguniversitiesandacademiccredittransfer.

• Students’financialtransactionmanagement.

• Students’healthrecordsmanagement.

• Studentsattendancemonitoring

• On-linedatabasequeryandreportingfacilities.

• Alumnirecordsandactivities.

The following should be considered as key implementation issues for the Academic RecordsManagementInformationSystem.

i. All student records will need to be digitised. Once a start date is set, all first year andcontinuing students admitted after the start date must have fully computerised records.The records of continuing students would also need to be computerised, after which allrecordsofpreviousstudents,workingbackwards,willalsoneedtobecomputerised.Againthe enormity of this task might call for outsourcing, but with sensitivity to the needs toassuretheintegrityofacademicrecords.

ii. Therewillbeneedfor liaisonwiththeFinanceandAccountingdepartment,asregistrationrequirespaymentoffees.

iii. Therewill beneed to liaisonwith theHumanResourcedepartment toobtain informationaboutacademicstafftobedeployedinteaching.

iv. TherewillbeneedforalinkagetotheE-LearningSystemwhenthisisimplemented.

3.3. FinanceManagementInformationSystem


TheFinanceDepartmentfaceschallengesrelatedto:

i. Managementoffixedassets

ii. Inventorymanagement

iii. Toolsfortrackingandprovidingup-to-dateinformationonstudentpayments

iv. Toolsfortrackingandcheckingteaching/workinghours,whichisthebasisforpayment

v. Preparing and submitting routine and statutory financial reports to supportmanagementanddecisionmaking(bothinternaltotheuniversityandtogovernment)

AgoodcomputerizedFinanceManagement InformationSystemthat is integratedwith the restoftheuniversity informationsystems,andalso linkedtoexternalbankswouldaddressmostofthesechallenges.ItshouldbenotedthattheFinanceManagementInformationSystemwillberequiredto


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becompatiblewithinformationsystemsintheMinistryresponsibleforFinanceinthegovernmentofCambodiaforreportingpurposes.


A computerised Financial Management Information System will be implemented in order to

enhanceand streamline financialmanagementprocessesand reporting facilitiesatboth central

andfacultylevel.


• Budgetpreparation,implementation,monitoring,reportingandevaluation.

• Debtmanagement.

• Cashmanagement.

• Foreignaidmanagement.

• Revenue management including assessment of financial needs, collection of gifts,determination of tuition fees, government appropriations, contracts and grants,investments,sales.

• Expendituremanagementincludingauthorizationofexpenditures,personnelcosts,vendors,awards.

• Personnelcostadministration(payroll).

• Generalledger.

• Budgetledger.

• Commitmentledger.

• Accountspayable.

• Accountsreceivable.

• Fixedassetmanagement.

• Inventorycontrol.

• Costaccountingfunctions.

• Financialanalysisandreportingcapabilities.

The following should be considered as key implementation issues for the Financial ManagementInformationSystem:

i. There will be need for liaison with the Academic management department regardingpaymentoffees.


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ii. There will be need for liaison with the Human Resource department managementdepartmentsregardingpaymentsalariesandotherbenefits:thisisespeciallyimportantforthecoordinationof thePayrollmodulethat ishousedandownedbytheHumanResourceDepartment.

iii. There will be need for interfacing with banks so that student fees payments areautomaticallypickedupbytheuniversity;andthatthereissmoothpaymentofsalariesintoindividualstaffaccounts.

iv. Therewillbeneedtointerfacewiththegovernmentfinancialsystem.

v. Therewillbeneedtodigitiseall current,and to theextent that theRUPPandCambodianlawrequire,toalsodigitisehistoricalfinancialrecords.

3.4. HumanResourceManagementInformation

System


HumanResourceManagementfaceschallengesrelatedto:

i. Clearidentificationofrolesandresponsibilitiesforeachstaffmember

ii. Trackingpunctualityandpresenceattheworkplace(alsorelatedtoremuneration)

iii. Performanceappraisal

iv. Havingaconsolidatedandconsistentrecordforeachmemberofstaff

v. Staffmotivation

Thereisneedtoaddressthisthroughacomputerisedinformationsystemthat:

• Captures and throughwhich information and communication about each staffmember iskeptup-dated

• CapturestheTermsofReference(keyperformanceareas)ofeachstaff-memberasabasisforbothself-evaluationandsupervisorevaluation

• Islinkedtoaloggingsystemformonitoringbothpunctualityandtimeattheplaceofworkasabasisforremuneration

• Providessomeofthedatarequiredformonetaryandnon-monetaryperformanceawards.


AcomputerisedHumanResourceManagementInformationSystemwillbe implementedinorder

toenhanceandstreamlinethehumanresourcemanagementandadministrativeprocesses.


• Planshort-andlong-termstaffrequirements.


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• Recruitment,promotion,andretirementofstaff.

• Appraisals.

• Staffdevelopment.

• Salaryadministration(includingtrackingindividuallecturehours)

• Staffwelfaresissues(insuranceandmedical,leave,etc.)

• Pensionfundadministration.

The following should be considered as key implementation issues for the Human ResourceManagementInformationSystem:

i. There is need for a clear Human Resource Policy that will guide the processes in theinformation system. It should particularly be noted that systems analysis and businessprocess re-engineering that are a necessary step before computerisation will lead to areviewoftheorganisationalstructure.

ii. There will be need for liaison with the Finance and Accounting department regardingpaymentofsalariesandotherbenefitswithrespecttothePayrollmodule.

iii. TherewillbeneedforinterfacingwiththegovernmentofCambodiawhoprovidethebulkofsalarypayments

3.5. ExecutiveManagementInformationSystem

Thetopmanagementoftheuniversity,certainlytheRectorandtheVice-RectorsofRUPP,willneedtogetreportsthatneedtoaccessdatafromallthedifferentcorporateandunitspecificinformationsystems thatwouldhavebeen implementedat theboth corporate andunit levels. Thismight forexample be looking at say correlations between the volume of research in a faculty and theperformanceofstudents;orananalysisofkeyfactorsthataffectstudentperformance;orperunitstudent costs in different courses; or indeed the different standard reports available from eachinformationsystem.Topmanagementneedtobeabletodothisthroughasinglelog-on(managedthrough access levels) combined with the ability to run executive style reports that call upon alldatabasesintheuniversity.

RUPPwill implementanExecutiveManagement InformationSystemtoenablethegenerationof

non-standardreportsthatarerequiredfromtimetotimebyauthorisedusers.

Themainrequirementofthisinformationisthatitenablesamultiplicityofexecutivelevelreportsaswellasnon-standardreports:thesewillneedtobeagreedbytheRUPPtopmanagementatthetimeofimplementation.

3.6. Cross-cuttingImplementationIssues

3.6.1. SystemsAnalysisandBusinessProcessRedesign

Manual systems that are currently the norm at RUPP are characterised by centralised andhierarchical processes because not everyone has access to all the information required to make


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decisions. Computerisationbrings the immediacyofaccess to thesameconsistent information toevery member of staff, and is therefore an opportunity to rethink processes and make theorganisationmoreefficient. RUPPwillseizethisopportunityforchangetocreateamoreefficientandmoreeffectiveinstitution.

Second,therehavebeenmanyinformationsystemfailuresforvariousreasons:

i. The changeprocess startedoffwithout a systems analysis andbusiness process redesign;computerisinginefficiency;

ii. Ownersofthesystemdidnotleadandinformthenewprocesses;

iii. Expectationsarenotmanaged;

iv. Nochangemanagementprocess,especiallyaddressingmind-set,fearoftheunknown;andfearofjoblosses

It is a policy requirement that before any information system is implemented, it will be a

requirementtodemonstratetouniversitymanagementthatthereisacredibleplantomitigateor

eliminateallthesefailurefactors.

3.6.2. ArchitecturalConformityandCompatibility

It is a policy requirement that any information system implemented conforms to the RUPP

architectural standards and is compatible with existing or planned information systems that

conformtosuchstandards.

3.6.3. In-houseDevelopment

It istheRUPPpolicythatin-housecapacity,supportedbyexternalexpertiseasnecessary,willbe

usedtodevelopalltheapplicationsrequiredbytheinformationsystemsinordertobuildnational

expertiseandalsominimisethelongtermcostofownership.

3.6.4. MobilePlatforms

RUPP recognises the ubiquity of mobile platforms and it is therefore a policy requirement to

ensurethatalluserinterfacesalsoprovideformobileplatformsaccordingtocurrenttechnology.


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4. EndUserSkillsDevelopmentWhile theassessmentof the ICTenvironmentatRUPP revealed that themajorityof studentsandstaff have sufficient ICT skills to fully exploit a computerised environment, the Stakeholdersworkshopexpressedaconcernaboutskillsgapsthatcouldmarginalisegroupsofstudentsespeciallyfrom the rural areas. Secondly, functional staff in the different administrative systems that havebeenrelyingonmanualorcomputersupported(butnotautomated)processesmustbebroughttoamuchhigher levelofcompetence. Finally,computerisationmeans thatsomeemploymentcadres,especiallythoseresponsibleforfunctionsthatcanbeautomated,willfindthemselveswithoutjobs:suchpeopleneedtoberetrainedandredeployedinnewfunctionswithinarevisedorganogram.

ThisChapterprovidesthepolicylevelrequirementsforend-usertraining.

4.1. FindingsfromtheStakeholders’Workshop

i. Many lecturers lack the requisite ICT skills to be able to exploit for instruction aswell ascommunication with students. Equipping lecturers with the necessary ICT skills is anecessaryintervention.

ii. Thereisalargeknowledgegapbetweenstudentsfromthecityschoolsandthosefromtheruralareas.Thereisneedforasystemofremedialclassestoberunpriortothestartoftheuniversityterm.

iii. Mostusersdonotknowhowtofindmaterialsoruselibraryresources,andtheLibrarydoesnothaveenoughstafftohelpeverybody,includingreferenceconsultationservices.Thereisneedforaneasytofollowstep-by-stepguidethatuserscanworkthroughontheirown.

4.2. PolicyStatement

Inanenvironmentwherepedagogic,administrativeandmanagerialprocessesareautomated, thenecessary skills to utilize the services/systems, keep them running, and develop and implementthem demand new, often high-level, skills. End-user skills development includes all efforts toenforceawareness,generalknowledgeandgeneralandspecificcomputerskillsrelatedtotheuseofinformation technology. Within this context theend-user isdefinedaseachpersonwhouses ICTservices or the information they produce to support their learning, teaching, research,administrative,ormanagerialtasks.

RUPPwillimplementon-goingtrainingprogrammesthatensurethatallstudents(duringtheirfirst

semester)andstaff(duringthefirstthreemonthsafterrecruitment)havetherequisiteawareness

andskillstoworkeffectivelyintheirassignedfunctioninafullyonlineenvironment.

4.3. Keypolicylevelrequirementsanddrivers

Thefollowingareuniversitypolicylevelrequirements:

i. Inordertoensurethateachstudenthassufficientcross-cuttingICTawarenessandliteracy

toexploitane-enabledlearningenvironment,therewillbepre-teststoidentifythosewho

needtraining,andsuchstudentswillbeprovidedwithopportunitytotaketheprescribed

trainingmodule(s) within their first semester in the first year. Suchmodulesmay carry


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credit towards the graduation requirements. The required ICT awareness and literacy

levelswillbesetbytheuniversityfromtimetotime.

ii. Theuniversitywill fromtimetotimesetthe ICTskills fordifferent levelsofstaff;andall

staffshallberequiredtodemonstratetherequired ICTskills fortheir levelbeforeformal

appointment. Fora transitionperiodof threeyearsendingafteradoptionof thispolicy,

trainingwillbeprovidedtocontinuingstaffthatdonothavetherequisiteICTcompetence

tobuildup thenecessaryskills. During thesameperiod,newstaffwillalsobeprovided

withsuchtrainingwithinthefirstthreemonthsofemployment.

iii. Beforeappointment to lecturer level, theacademicstaffwillbe requiredtodemonstrate

the prescribed level of competence in ICT-enabled interactive learning techniques. Staff

alreadyatorabovethislevelwillberequiredtoacquiretheprescribedcompetencebythe

endof2019.

iv. There will be specialised training for the different categories of end-users that need to

interact regularly with the major information systems aimed at attaining higher levels

knowledgeandskillssothattheyareableto:

a. UseICTservicesandsystemseffectivelyandasindependentlyaspossible.

b. Contributetothespecification,designandimplementationofICTapplications.

c. Be aware of the shared responsibilities for equipment, software and data, and

enforceanatmosphereofcollectiveresponsibilityandsystemownership.

d. Manage and control complex project oriented processes, like implementing

University-wideinfrastructureorinformationsystems.

e. Establish and sustain effective, efficient application and data management and

systemsmaintenance.

Contentand levelof training for thedifferent targetgroupswillbe in linewith theactual trainingneeds,arisingfromtheimplementationofthedifferentICTservicesandsystems.

v. RUPP will ensure that the necessary organizational (trainer capacity, training

management) and technical (practice lab and computer based training tools, self-paced

trainingmode)conditionsenvironment is implementedtoensurecontinuing in-house ICT

trainingcapabilities.

vi. All communicationandnoticeswithin theuniversity shall be required to be in soft form

onceinstitutionalemailaddressesareissuedtoallstaffandstudents.


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5. ICT-EnabledLearningandResearchICT-EnabledLearningandResearchinthiscontextreferstoanylearningmethodologywhereICTisusedtoenhanceeffectiveness.Atthelowestlevel,ICTcanbeusedtoenhancetheeffectivenessoftraditional approaches to learning – allowing electronic presentations, animated demonstrations,simulations,computerdrivenexperimentation,communicationandcollaboration,etc.

Atthehigherlevelofapplication,thereisE-learningwherethelecturerisjustoneoftheresourcesinanonlinestudent-centredinteractivelearningenvironment.E-learningcreatesbothopportunitiesand challenges, and therefore needs to be approached with full awareness of each so that theenvironment is shaped toensure success. It shouldbeespeciallynoted thate-learning isnot justaboutplacingtheusuallecturenotesorcoursesonline:itcallsforacompletelydifferentpedagogicalapproachandwillmean increasedworkloadonstaffespecially in the transitionalperiod (which inturn requiresmotivational factors to be incorporated). E-learning enables students not located attheuniversitytoaccessbothresourcesandinstructorsfromwhereverthereisgoodInternetaccess.Thiscanbeexploitedtoincreaseenrolmentwithoutstrainingphysicalfacilities.

5.1. FindingsbytheStakeholders’Workshop

i. Students come from a background of simply being taught without any culture of self-learningorresearch.Thereisaneedtoaddresstheattitudeofstudentstolearningthroughappropriatepedagogicapproachessothatappropriatecurriculumdesign.

ii. The large numbers of students in each course makes the marking and assessment ofassignments, through which students are supposed to get feedback and improve, verydifficult. Thereisaneedtointroduceandimplementmethodsoflearningandassessmentthatmakethemanagementoflargenumberseasier

iii. The research and instruction environment is limited by the lack of research facilitiesincludinglaboratoryequipmentandassociatedlaboratoryapplications.

iv. Lecturersarenottrainedinpedagogy:beinggoodatasubjectdoesnotmeanonehastheabilitytogiveinstructioninthatsubject.Thereisneedforinterventionsthatequiplecturerswithanunderstandingandapplicationofteachingskills.

ThechallengesinTeachingandLearningpointtothreemajorareaswheretheycanbeaddressed:Acomputerised Academic Management Information System that handles admissions, registration,time-tabling, and tracking of performance and graduation, all designed to take into account thespecificchallengesandpoliciesinCambodia(addressedinSection3.2);AnE-learningPolicy(separatefrom the ICT Policy) thatwill be the basis for addressing someof the challenges; and a ResearchPolicythatensuresthatRUPPrecognizesandputsfocusonresearchasacriticalcomponentofanyworld-classuniversity. OncetheResearchPolicyisinplace,itwillrequiretheimplementationofaResearchManagementInformationSystem.


TheentrypointforRUPPwillbethelowestlevelthatcanthenbetransitionedovertimetoreale-learning.Apre-requisiteforE-learningisaclearE-learningpolicythatlooksatthefulleco-system,mostofwhichhasnothingtodowithICT.Theelaborationofsuchapolicyisbeyondthescopeof


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the ICTP/MP. Researchalso faces thesamechallenge in thatapre-requisite isaholisticResearchPolicy that will then lead to a Research Management System. The elaboration in this documentthereforeaddressestwopolicyaspects:implementationofICT-enabledlearningandresearchatthelowest level,andbeginningtocreateanICT-enabledenvironmentthatwillsupportearlyadopters.This policy however makes specific reference to the development of both the formal E-learningPolicy aswell as the Research Policy so that the development of these and the implementationsimplicationsfortheICT-enabledenvironmentaretakenintoaccountduringthelifeofthisICTP/MP.This recognises the reality that transitioning RUPP to e-learning and a strong research base willrequiremanyenablingchangesaswellastime.

RUPPwillimprovetheefficiencyandeffectivenessoflearningandresearchby:

i. Modernising all lecture rooms to ensure that they are suitable for both traditional and

collaborativeonlinelearningmethodologies

ii. Modernising all labs to enable, where needed, computer-driven experimentation and

simulationsaswellasaccesstoremotelabs;

iii. Retraining lecturers to understand the advantages and limitations of e-learning using

student-cantered self-led learning approaches, including content preparation, discussion

mediation,andgrading;

iv. Establishingarewardssystemthatrecognisesthedemandsofonlinelearning

v. ImplementingalocallyhostedE-learningSystemtoenableusebyearly-adapters;

vi. DevelopingandimplementingaholisticE-learningPolicy

vii. Developing and implementing a holistic Research Policy and a Research Management

System

Modernising refers to the provision (for each lecture-room or lab as appropriate): computernetworks for use by students, as needed, for online learning and collaboration or controllingexperiments;networkedprojectors;andsmartboardsand/orscreens;videoconferencingfacilities.Italsoincludestheprovisionofthenecessaryback-endfacilities(connectivity,applications,servers,databases,etc.).


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6. NetworkInfrastructureandServicesPolicy

6

The network infrastructure of RUPP University is defined in this document as the physicalcomponentsthatformthebackbone(regardlessoftechnology)onwhichallanticipatedICTservicesshouldrun.ThebasicnetworkservicesarethoseexpectedonprovisionofanystandarduniversityICTinfrastructure(forexampleemailservicesandintranetapplications).Theobjectiveistoensureaconsistent and integrateddesign that assures a high level of availabilitywhileminimising costs ofoperationsandmaintenance.

ICT technology evolves rapidly, and this document therefore avoids recommending specifictechnologies to theextentpossible. It rather focusesondesired functionality, leaving technologydecisionstobetakenatthetimeofimplementation.

6.1. FindingsfromtheStakeholders’Workshop

Therearecross-cuttingchallengesrelatedto:

• Communicationamongorbetweenstaffandstudents

• CommunicationoutsideRUPP

• Accessing internal resources (Library, Time-tables; Circulars; RUPP web pages; generalinformation;etc.)

• Easeofaccesstoonlineresourcesaswellascommunicationwiththeexternalenvironment

There isneed toaddressall theseandmore through theestablishmentan Intranetalongwithaninclusive campusmail service and up-to-dateweb pages, and also as a portal for accessing otherinformation systemsas they comeon line. Pervasiveandhigh speedaccess is requiredacrossallRUPP campuses as well as to the external environment through a robust campus network andsufficientexternalbandwidth.


RUPPshall:

i. Ensureaccessbyall studentsandstaff tocommonnetworkservicesby implementingan

Intranet consisting of: a single access portal to all university online applications and

services;andintra-campusnetworksonallcampusesaswellasinter-campusconnectivity

utilisingtechnologiesthatareforwardlookingandalsoensurethatallstaffandstudents

can get access to unlimited bandwidth for intra or inter-campus level applications and

communicationanywhereon the campuses. For clarity, unlimited in this contextmeans

that bandwidth should never be a constraint for education, research, administrative,

managerialandcollaborationapplicationsthatrunontheuniversityintranet.

6Someofthegeneralpoliciesandinfrastructuredescriptionsaswellassub-policiesusedherehavebeenusedbytheauthorelsewheresinceinfrastructurepolicyandfunctionalityisnotnecessarilyinstitutionspecific.


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ii. Ensure that all students and staff have access to high speed broadband for national,

regional, and international education and research collaboration and communication.

“Highspeedbroadband”hereisdefinedashavingthekeyattributeof“alwayson”,andin

additionhavingdownloadanduploadspeedsthatareequaltoorbetterthanthenational

definition of high speed broadband. RUPP will specifically play an active role in the

national research and education network of Cambodia in order to promote national,

regionalandglobalconnectivityandcollaboration.

Thederivedpoliciesdetailedbelowareaimedatachievingtheobjectivesofthesehigh-levelpolicystatements.

6.3. NetworkInfrastructureNetworkInfrastructurehasthefollowingspecificelements:

i. AcampusbackbonenetworklinkingallbuildingsonthetwoUniversitycampuses.

ii. Inter-campuslinksbetweenthetwocampuses

iii. Routingcentres/equipmentatthecoreandaccesslevelsofthebackbonenetwork.

iv. TheDataCentre

v. TheNetworkOperationsCentre(NOC)

vi. LocalAreaNetworks(LANs)withinthevariousbuildingsandaccesslocations

vii. Campuswirelesscoverage(Wi-Fiorother)

viii. Computersandrelatedaccessoriesforstudentsandstaff

RUPPhas twocampusesof:Campus1 themaincampus,houses sciences,education,engineering,developmentstudies,andforeignlanguages.Italsohousesalltheadministrativeoffices.CampusIIhousesSocialSciencesandHumanities.Themaincampushostsapproximately80%oftheUniversitybuildings,whichincludeadministrative,academicandresidential(studentsandstaff).

Figure2,Figure3,andFigure4showviewsof thetwoRUPPcampuses,Campus1 (MainCampus)andCampus2respectivelyaswellasthebuildingsizesforCampus1.Ascanbeseen,botharequitecompactanddonotpresentamajorchallenge in termsof the implementationofhighbandwidthcampus networks (both wired, and wireless) targeted at anywhere access as well as mobility ofusers).Wirelessaccessisalsomadeeasybythegenerallyflattopography.


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Figure2:RUPPCampus1(MainCampus)3Dmap


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Figure3:RUPPCampus2map


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ix.

Figure4:RUPPCampus1(MainCampus)buildingsizes


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6.3.1. TheCampusBackbone

It is the University policy to provide reliable and sufficient access to central ICT services andsystems through the implementation of campus-wide broadband backbone network linking allbuildingsonthetwocampuses.

i. The backbone network shall use technologies that meet the current bandwidth capacityneeds and provide for service growth demands with minor disruptions to existinginfrastructure.

ii. The design of the backbone shall be such that any future upgrades do not require anoverhauloftheexistinginfrastructurebutpreferablyreplacementsofcomponentsthereof.

iii. Thenetworkbackbonearchitectureshallprovideforasfewfailurepointsaspossible. Thepreferenceshallthereforebeforfeweractivenodes(routingcentres)atthecostof longerfibre runs. While this design has higher capital costs, the lower long-term operationalexpensesfaroutweighthis.Thetypeoftechnologyoptionselectedshalldeterminewhethertheinfrastructureinunderground,overheadorahybrid.

iv. Thedesignshallprovideforpathredundancysuchthataphysicalfailureononeroutedoesnotshutdowntheentirenetworkbackbone.

v. Theremustbefullconformitytorequiredinstallationandsafetystandards

When the underground infrastructure is the preferred option, the design shall take intoconsiderationthefollowing:

a) The infrastructureMaster Plan of the University to ensure that cable, where used, is notrouted through locations where disruptions and maintenance shall become a futurechallenge.

b) Cables shallbe routed throughductswithconcreteoverlaysandwarning tape. Theductsshallbewaterandrodent-proof.

c) Allowanceshallbemadeforinspectionaccesschambersorboxes(withinthebackboneandatbuildingentrances)toallowforeaseofmaintenanceandupgrades.

Whenoverheadinfrastructureisused,thefollowingshallbeconsideredinthedesign:

a) Environmental factors (aesthetics): It shall be preferred to run cables along existing cableinfrastructure(saypowerlines)

b) For wireless technologies, the frequencies utilized shall be standard (national andinternational)toassurenon-interference.

c) Implementationof radio links shall asmuchaspossibleavoidenvironmentaldegradations(likecuttingoftreesforline-of-sightlinks).


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6.3.2. Inter-campusLinks

TheUniversityshallmakeprovisionfor interlinkingthetwocampuseswithacapacitythatensuresthattheyarevirtuallyinthesamelocation.Theplanningminimuminterconnectioncapacitywillbeatleast10Gbps,fullyprotected.

6.3.3. RoutingCentres/Equipment

All active devices (core and access) on the network shall be housed in equipment roomsappropriatelylocatedasperthebackbonecablerouting.Thefollowingguidelinesprovideabasisfordesignandimplementation:

a) Allcablingwithintheswitchingandroutingcentresshallterminateinstandardpatchpanelsinstalledincablingracks.

b) All equipment shall conform to open standards to allow for inter-operability of variousvendorproducts.ItshallhoweverbeapreferencefortheUniversitytouseagivenproductrange to benefit from the vendor support and networkmanagement features that comewith a single vendor solution. Additionally, this shall contain technical training andmaintenancecosts.

c) To avoid network outages and failures, all equipment shall be powered throughUninterruptible power supplies and generator back-up appropriately sized to sustainautonomousoperationsforat72hours.

d) Toallowforalonglifetimeofequipment,standardHVACdesignsbeadheredtoensurethattherightenvironmentalconditionsaremaintainedwithintherooms.

e) For ease of maintenance and troubleshooting, the link terminations for the individualnetworksshallbeuniquelyidentifiablewithinattheswitchingcentrelevel.

f) Foroptimalspaceutilizationandoperationalmanagement,thePolicyshallhavepreferenceforrackmountequipmentwhereeverpossible.Desktopkindshallalwaysbetheexception.

6.3.4. TheDataCentre

TheDataCentrewillhousealltheservers,routers,andallassociatedhardwareforcentralservices,andmay in addition house servers for databases and applications for non-central services (solelyusedbyparticularacademicoradministrativeunits).

The Data Centre shall be located and designed to ensure: physical security; minimum ingress ofexternalheatwhile at the sameproviding foreasyair-conditioning; and24x7powerautonomy intheeventofamainspoweroutage.Allguidelinesforroutingcentresasdescribed inSection6.3.2shall apply to the Data Centre with the additional requirement of a properly sized generator toassuretherequired24x7availabilityintheeventofextendedmainspoweroutage.

TheUniversityshallestablishaDisasterRecoveryCentre(DRC),providingspatialredundancyfortheNOC. The DRC shall be equipped and configured to ensure that all services and applicationsconsidered critical are able to continue seamlessly in theeventof a completeoutageof theDataCentre.TheDRCshallspecificallyprovidecompleteonlinebackupofalldatabases.


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6.3.5. NOC

TheNOCshallbeapurposedesignedroomwheretechnicalstaffcanmonitorandcontroltheentireRUPPnetwork,network services, andapplications. TheNOCmaybe located immediatelynext totheDataCentreincasethelatterexperiencesafaultthatrequiresphysicalintervention.

6.3.6. LocalAreaNetworks

LocalAreaNetworks(LAN)shallbeimplementedineachbuildinginawaythatensuresthatallusersor residentscangetwiredorwirelessbroadbandconnectivitywhile in thebuilding.Thepreferredoption (wired or wireless) shall be guided by the service being provided and its requiredfunctionalities.Wiredtechnologiesshallbepreferredforlocationspecificaccessandhighersecurityrequirements.Thisshallbeparticularlysofortheserverside.Themobilityandlowercostperunitofferedbythewirelesstechnologiesshallbeoptimizedforuseraccessparticularlywithinresidencesandotherworkspaceswherecablingisnotaviableoption.

Allimplementationsshalladheretoindustrystandardsforbuildingcablingandwirelesstechnologies

6.3.7. CampusWirelessCoverage

All RUPP campuses will be blanketed with broadband wireless connectivity (usingWi-Fi or othertechnology)toassure“anywhereaccess”forstudentsandstaff.

6.3.8. ComputersforStudentsandStaff

The university policy is to encourage personal ownership of computers by students and, to theextentpossibleorpractical,bystaff.

UniversalownershiporaccesstocommunicationandcomputingdevicesisanecessarypreconditionbothforsuccessfulintegrationofICTinallfunctionsandmotivatingacquisitionofindividualskills.

i. RUPP will develop a programme in collaboration with the government of Cambodia orotherwillingentitiestosetupafinancing/loanschemethroughwhichstudentsandstaffcanacquiretheirowncomputers.

ii. Theuniversitywill in additionprovide for individual and shared access using university-ownedequipmenttoensurethat:

a. Each undergraduate student who does not have a personal computer yet canaccessonlineresourcesforatleastfivehourseachday;

b. Eachgraduatestudentoreachmemberofacademicstaffcangetaccesstoonlineresourcesonafulltimebasis;

c. Eachmemberofadministrativestaffhasaccesstoacomputereitheronafulltimebasis,orforshortertimesasdictatedbythefunctionsoftheiroffices.

For general student access, the University shall set up common student computer labs, andacademicunitswillalsoberequiredtoprovideadditionalfacilities.


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6.4. NetworkServicesTwoinitialcategoriesofserviceswillberolled:InternetaccessandIntranetservices.

6.4.1. Internetaccess

TheuniversitywillprovideubiquitousInternetaccessatallnetworklocationsontheUniversityona24-hourbasisperday.

It istheuniversitypolicytousetheCambodianResearchandEducationNetwork,CAMREN,astheprovider of Internet Access Services subject to their (CAMREN) being able to provide a protectedserviceandtherequiredservicelevelsatacompetitiveprice.ItishoweverrecognisedthatCAMRENisnotyet fullyoperational:RUPPwill in the interimprocure InternetAccess from thecommercialsector.

Tooptimizebandwidthutilization,theUniversityshallimplementbandwidthmanagementtoolsandsecuritymeasures(e.g.firewalls,filters)tomanageusage.Additionally,theuniversityshallpromoteuseof intranetservices(e.g.corporatemail, filebackup,chat)toensurethatunnecessarytraffic iskeptofftheInternetlink.

6.4.2. IntranetServices

An Intranet shall be implemented to enable provisioning of various services that include theuniversitywebpages; corporate email services; user authentication; central file storage; directoryservices;newsandannouncements;etc.

Webpages:

There will be three categories of permitted web pages: corporate (main university web pages),faculty/department, andprivate. For consistency of the university corporate image, all corporateand faculty/departmentwebpagesshallberequiredtoconformtotheappearanceandstandardsdefinedbytheuniversity.RUPPshalldesignateeditorialresponsibilityforthecorporatewebpagestoaspecificoffice(possiblythepublicrelationsoffice?).Therespectiveunitsshalltakeresponsibilityfortheircontent.

Emailservices:

a) TheUniversity shall implement a corporate email system supporting internal andexternalcommunication for all students and staff. The service shall provide both web and POPaccess anywhere anytime. The functionality offered by the service shall be benchmarkedagainstthecommercialalternativestoensurethatuserstakeitonasacompetitiveoption.

b) All staff at RUPPwill be assigned institutional email addresses, and itwill be an enforcedrequirement that all outgoing email from the university intranet originates in a universityassigned email address. Each new student shall be assigned an email account atregistration,whichshallexpireoneyearafterleavingtheUniversity:suchaddressesmustbeusedforallemailoriginatingfromwithintheintranet.

c) TheUniversityshalldraftanemailusepolicythatwillprovide‘acceptable’guidelines,whichallusersshallsubscribeto.Thiswilladdressinappropriateandillegaluseissues.


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Centralauthenticationservice:

Access to all network services shall be through a central authentication system that shall query auser database (the students and staff databases). This shall be a single sign on system for usersprovidingaccesstoallnetworkandinformationservicesofferedbythedifferentfunctionalunitsoftheUniversity(Library,Academic,Finance,HumanResource,etc.).

Centralfilestorage:

Acentral filestoragesolutionshallbe implementedtoaddressbothserversideandclientstorageneeds. Standardstoragecapacitiesshallbedefinedfordifferentcategoriesofusers.ThiscapacityshallbeavailedatinitialsignonandwillremaineffectiveuntilayearafterleavingtheUniversity.Alldata for the server side shall be hosted on this central storage system (Storage AreaNetwork orNetworkAttachedStorage)andeffectivelybackedupatamirrorsite.

6.4.3. Anti-virusSolution

The University shall implement a corporate anti-virus solution that will provide an automatedupdating function on all computers within the university. The solution shall ensureminimal userinterventionandshouldprovideforamonitoringfunctionality.

6.5. SecurityPolicyThe growth of external access bandwidth and the improvement of intra-university bandwidth,combined with a computerisation of all RUPP functions, will rapidly multiply the cyber-securitythreats,bothinternalandexternal.WhatisoutlinedhereisnottheSecurityPolicy,whichneedstobedevelopedasaseparatedocument,butratherasetof initialstepstosecuretheuniversity ICTresources.Themainpurposeofasecuritypolicyistoinformandguideusers,staff,andmanagersoftherequirementsandtheirobligations inprotectingtechnologyand informationassets.Security isnot an activity that is over once it is done right the first time. Rather, it is an iterative process,continuallyimprovingonwhatalreadyisbeingdoneandwhathasbeendone:itmustbepartoftheuniversity culture. Implementation of security measures is not organized as a project, but as apermanentsetoftasksintegratedintheInformationResourceManagementfunction(Chapter7).

Thefollowingarethebasicrequirementsforsecuringnetworkresources:

a) Ensuringthatonlyauthorizedindividualshaveaccesstoinformation.

b) Preventingunauthorizedcreation,alteration,ordestructionofdata.

c) Ensuringthatlegitimateusersarenotdeniedaccesstoinformation.

d) Ensuringthatresourcesareusedinlegitimateways.

Thefollowingmeasuresshallbetakenaspartofensuringsecurity:

i. Encrypted communication methods where applicable will be used by university criticalsystems(e.g.financial,studentdatabasesandsoon).

ii. A security policy will be put in place to ensure continuous threat analysis and ensurepatchesareappliedtooperatingsystemsasitbecomesnecessary.


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iii. Intrusiondetectionsystems,vulnerabilityscannersandfirewallswillbe installed inordertodetectunauthorizednetworkaccessandhostilenetworktraffic.

iv. Anti-virussoftwarewillbeinstalledinmailserverstoensuremailisscannedasitentersorleavestheuniversitynetwork.

v. Passwords to critical systems will be changed after a fixed period of time in order topreventpasswordcrackingandunauthorizedaccess.

vi. Abackupschemeandoff-sitestoragestrategywillbeputinplacetoensureavailabilityofgooddataincaseofdatacorruption.

vii. Physical security (Burglar proofing, electronic access cards) will be implemented in allbackbonepointsandcomputerLabs


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7. ICTManagementPolicyAs earlier discussed, the integration of ICT in RUPP must be driven by the vision and strategicprioritiesof theuniversity. It shouldalsobenoted that the integrationof ICT inall theuniversityfunctionsisgoingtoaffectthewayallstaffandstudentsintheuniversityworkandinteract,andwill,ifnotproperlyhandled,createalotofresistancethatcandelayimplementationorindeedcauseittofail.ThisthenrequiresthatahighlevelforumiscreatedinvolvingthetopleadersofRUPPaswellas representatives of key stakeholder groups (taking into account the provisions in the RUPPgovernancepolicies) to set andmonitor thedirectionandpaceof implementation, providepolicylevelmonitoringandevaluation,andalsoensuretheallocationofsufficientresources.Stakeholdersincludemanagement, students, staff, andmayalso includealumni. Atanoperational level, therewill be operational issues that will call for joint agreement about architecture among the keyfunctionalunitsoftheuniversity.

RUPP will also increasingly rely on the availability of ICT services and systems – and these willbecome mission-critical over the next few years. It is therefore also important that there is adedicated unitmanned by a sufficient number of staff with the requisite qualifications to assureavailability of the services and systems. The collection of organizational arrangements needed toassureappropriatemanagementandmaintenanceoftheuniversity'sICTresourcesandprofessionalusersupportthatwillbehandledbythisunitiscalledInformationResourceManagement(IRM):Itisapositivestart thatRUPPalreadyhasanestablishedunit for IRM, the ITCentre (ITC),providingagoodstartingpoint.

This Chapter details university policy that describes the ICT management and operationalenvironments,alongwiththecorefunctionsofITC.

7.1. FindingsfromtheStakeholders’WorkshopTheStakeholdersWorkshop, inplenary,re-emphasizedthefollowingfindings,mostspecificto ITC,fromtheirearlierinputduringtheassessmentoftheICTenvironment:

i. The ITC is very limited in terms of equipment and other tools for rolling out, and formanagement,control,andmaintenance(MCM)oftheICTresources.

ii. The ITC staff is still limited in terms of both exposure and specialised skills forMCMof amoderndatacommunicationnetwork.They forexamplehavegood insights intowhatAR,FinanceandHRsystemswouldbelike,butclearlyneedtounderstandtheissuesbetter,andtohavethelinedepartmentsinvolvedalotmoreindefiningfunctionality.Anotherspecificarea of skills needs is specific to the design, rollout, configuring, and operating advanceddatanetworks.

iii. Salaries paid to ITC staff are very low, forcing them, like the rest of the universitycommunity,tolookforothermeansofmakingendsmeet.Theavailabilityandreliabilityofcomprehensive modern ICT services and systems in an institution the size of RUPP willrequirethefull-timeandundividedattentionofallITCstaff.

iv. Thereappearstobelimitedawarenessamongdecisionmakerswhocontrolthebudget,whoare all external to RUPP, about the benefits of ICT in enabling achievement of the RUPP


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vision,mission,andstrategicobjectives.WehaveobservedthatthiscouldbeachallengeofpackagingandcommunicationofthemessagefromRUPP.

v. ThepersonheadingITCshouldreporttotheVice-Rector,AcademicAffairs,andthroughtheofficetotheRector.

7.2. KeyPolicyStatementsRUPPshall:

i. ImplementanICTgovernanceenvironmentthatensuresthatallstakeholdershaveasayattheappropriate level indetermining the functionality, specification,andservice levelsofallICTservicesandsystems

ii. Establish/sustainaspecialised ICTSupportUnit responsible for themanagement,controland maintenance of ICT systems and services to ensure the availability to users at theagreedservicelevels

iii. EnsurethatICTservicesandsystemsaresustainableby:

a) Allocating sufficient financial resources, combinedwithan ICT Fee chargeable toeverystudent, tocover,asaminimum,therecurrentcostsofall ICTservicesandsystemsandalsoprovideforgrowthandcontinuingmodernisation;

b) Ensuring that the ICT Support Unit is staffed with a sufficient range of humanresource and skills combinedwith remuneration that recognises the reality thatRUPP has to competewith the private for the kind of technical human resourcethat is able to ensure availability of ICT services and systems at the requiredservicelevels.

c) Using acquisition policies (for example local development wherever possible asopposedtobuyingproprietarysystems;university-wideopensourcepolicies;etc.)thatminimiserecurrentcostswhilealsobuildinglocalcapacity;

7.3. GovernanceandOperations7.3.1. RUPPICTCommittee

TheRUPPICTCommitteeshallbeestablishedtoberesponsibleforthefollowingfunctions:

a) Monitor and control the progress of all activities arising from the implementation of theUniversity’sICTP/MP;

b) Allocateresourcesaccordingtotheagreedmasterplan;

c) Ensure that all project implementation plans comply with policy requirements, includingaddressingchangemanagement,sustainability,andmonitoringandevaluation

d) Review and approve budgets for implementation, management, operations, maintenanceandexpansionandfollowupapprovalthroughtheuniversitybudget;


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e) Recommendproposalsforsustainablefunding

f) Determine/approve ICT Policy adjustments arising from organisational changes (includinganychangesinVisionorStrategy)andtechnology

TheRUPPICTCommitteewillconsistofthefollowing:

• Rector(Chair)• ViceRectorAcademicAffairs(Vice-Chair)• AllotherViceRectors• OfficeresponsibleforPlanningandDevelopment• ArepresentativeDeanofafacultyfromthesciencesside• ArepresentativeDeanofafacultyfromtheArtsside• Director,ITC(AlsotheSecretarytotheCommittee)• StudentRepresentative• In Attendance at Meetings: The Heads of the 4 major functional units, viz.

Accounting,Studies,PersonnelandLibrary

7.3.2. ArchitectureWorkingGroup

Therewill be established an ArchitectureWorking Group (AWG) composed of Deans of faculties,heads of functional units, and student representatives. This will provide a forum for thedevelopment and continuous review of the University's information architecture, ensuring that itconformstothecommonvisionoftheendusers.TheAWGwillbeachangedriver,providinginputsfor the IRMUnit and theUniversity ICT Committee. TheAWGwill be chaired by theVice Rector,AcademicAffairs,andtheIRMUnitwillprovidethesecretariat.

7.3.3. RUPPUniversityInformationResourceManagementUnit

TheInformationResourceManagementUnithasalreadybeenestablishedatRUPPastheITCentre(ITC).Theprimarytasksofthisunit/departmentaremanagementandmaintenanceofcommonICTsystemsandEnd-usersupport. Allnecessaryfunctions/skills forday-to-daymanagementofall ICTresourcesandusersupportserviceswillbegraduallydevelopedduringthefiveyearsstartingwithareviewofthestructureandfunctionsofthecurrentunittoensurethattheyareinconformitywiththeICTP/MP.

The status of the head of ITCmust alignwith the role that ICT plays in the university. He/she isinvolvedinthestrategy-formulationprocessoftheinstitution.Inaninstitutionforhighereducation,whereICThasstrategic importance,a low-statusICTmanager(low-statusinreportingleveland/orcompensation) has difficulty getting thenecessary information fromgeneralmanagement level inthestrategicplanningprocessandaligningICTpolicieswiththevisionofgeneralmanagementandgeneral strategies. ITC will therefore be managed by an appropriately skilled manager who willreporttotheVice-RectorAcademicAffairsandthroughthatofficetotheRector.Connectiontothesehigh levels is critical because of the cross-cutting nature of the duties of the unit, affecting allacademicandadministrativeunitsoftheuniversity.

Decentralization (distribution) to faculties and administrative departments of certain ICTmanagementtasksmaybeconsidered.Decentralizationshouldonlytakeplaceiffeasible,andcost-effective.DecentralizationwillbeapprovedbytheICTSteeringCommittee.


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ForeachICTresource(computer,datacommunicationdevice,software,networkcomponents,anddatastorage)an“owner”willbedefined.OwnershipofspecificICTresourceswillbedeterminedbythe university’s general management. Ownership of common ICT resources (e.g. communicationinfrastructure,generalservices)willbedelegatedtotheIRMUnit.

7.3.4. ServiceLevels

Service levelsquantify theperformanceandavailabilityof ICTservicesandsystems,andprovideabasis for contractual relationships between the user units and ITC that will drive performance.Service levels of ITC Unit will be determined in line with the ICT services/systems provided andrelatedservicelevelrequirements.

7.4. CoreICTmanagementfunctionsThe core ICT management functions that ITC are responsible include, but are not limited to thefollowing:

i. End-UserSupportServicesii. OperatingSystemsandNetworkManagementiii. SystemsandDatabaseAdministrationiv. ConfigurationManagementv. SecurityandAuditingServicesvi. TechnologyPlanning

7.4.1. End-userSupportServices

EndusersupportservicescoveradviceandsupportinallmattersassociatedwithaccesstoanduseofnetworkinfrastructureandvariousICTservices.

AcentralHelpDeskfunctionwillbeestablishedasapointofcontactforallusersandwillbethepointofaccessforallgeneralandexpertservicesprovidedbyITC.ThiswillbestaffedbypersonnelwhocangiveimmediatesupportorcanreferuserstospecialistsaspartoftheHelpDeskSystem.TheHelpDeskfunctionshallbefullycomputerised.

Thefollowingmajorcategoriesofserviceswillbeprovided:

a) Assistanceforday-to-dayend-usercomputingproblems.

b) Generaltechnicalassistance,focusingmainlyonguidance(e.g.selectionandprocurementofICT resources, selection and evaluation of application packages andother special purposesoftware,softwareinstallationsandupdates,assistanceinusingqueryandreportingtools,hardwareinstallations,communicationdevicesinstallationanduse,security,etc.).

c) Expert support and interventions (systems analysis and business process re-engineering;developing new applications; security and security audits; sub-network designs andinstallations;etc.).

The central helpdesk, headed by a competent full time person, will act as the focal point for allproblems, questions and incidents and will be responsible for dispatching of incidents to thetechnical specialists. Relevant posts in this organisational unit are: End-user Liaison, OfficeAutomationSpecialist.


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7.4.2. OperatingSystemsandNetworkManagement

These functionsdealwith theday-to-dayoperationsofall serversandallactiveaswellaspassivenetworkdevices cabling systemsof thedata communicationnetwork. This includes responsibilityforacquisitionandmaintenance.Themajortasksare:

a) Monitoring and tuning the performance of all components of data processing systems aswellasdatacommunicationequipment.

b) Monitoring and controlling server capacities and communication throughput (particularlyimportantforonlineremotetransactionprocessing).

c) Analysing capacity and performance statistics and forecasting computing, storage andcommunicationcapacity.

d) Execute and/or guide preventive, corrective and perfective maintenance of operationalhardwareaswellassoftware.

e) Acquisition and installation of newor additional equipment and software (qualitative andquantitativeupgrades).

f) Installation and maintenance of security systems and technical facilities such as climateconditionersandpowersupplies.

Two senior full-time responsibilities, systems management and network administration, areassociatedwiththesefunctions.Thetwomustworkinclosecollaboration.

7.4.3. DatabaseAdministration

This function will deal with the planning, procurement, programming, administration, andmanagement of both corporate and unit-specific databases, database systems, and the databaseserversinordertoassurequality,accessibility,andsecurityofdata.

Since data is a corporate resource, database administration is a full-time high-level functionwithresponsibility for determining and co-ordinating data resource management from policy toimplementation.

Databaseadministrationhasbothco-ordinatingandtechnicalorientedtasks:

a) Definitionandpromotionofdatabasestandards.

b) Promotionandcontrolofdatasharing.

c) Analysisofimpactofchangerequests(forexample:datadefinitionchanges)toapplications.

d) Maintenanceofthedatadictionaryandotherdocumentation.

e) Reductionofredundantdataanddataprocessing.

f) Improvement of use of data (by promoting Database Management Tools and QueryLanguages).


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g) Improvementofsecurityofdata(designingandimplementingproperprocedurestorecoverfromdamageofdata,anddesigningmeasuresandprocedurestoprotectandsecuredata)

h) Tuningdatabasemanagementsystems.

i) Selection and evaluation of database technology (database management software andmedia).

j) Physicalplacementofdatabasesonservers.

k) Installationof(newreleasesof)databasemanagementsystems.

l) Developmentofinterfacesofdatabaseswithtelecommunication.

7.4.4. Configurationmanagement

Configuration management covers a wide range of administration tasks. ITC shall maintain andmanageadatabase that containsall informationabout theconfigurationand interconnectionsof:workstations,servers,datacommunicationequipment, I/Operipherals,etc.,alongwillallsoftwarecharacteristicsandaccessrightsandarrangements.Systemandnetworkmanagerscanrefertothisinformationwhentheyneedtochangetheconfigurationordetermineoranalysethecauseofsomefailure.

7.4.5. Securityandauditingservices

This concerns access to service/applications and electronic data stores located in network nodesthroughouttheinstitution.Securitymanagementisrequiredtoensurethataccesstotheseservicesanddataiscontrolled(authentication)andauthorized.Furtherdataintegrityanddataprivacymustbeensured.Securityproceduresshallbesubjecttoregularauditandreview.

7.4.6. Technologyplanning

ITCshallberesponsibleforthecontinuousevaluationofnewandemergingtechnologiesinordertoguidedifferentunitsaswellastheuniversityaboutpotentialopportunitiesofenhancement,aswellasrisksofobsolescence.

7.5. MakeorbuypolicyFor each ICT service or application, the universitymanagement will take the decision whether itshould be developed ‘in-house’ or acquired from external sources based on the following keyconsiderations.

Keyfactorsthatfavourthemakedecisionincludethefollowing:

• A customized ICT application or service that is totally responsive to the institution’s veryspecificneeds.

• IncreasedeaseindevelopingsoftwareduetothegrowthofRapidApplicationDevelopmenttoolsandsystems.

• Easeofadaptingsoftwaretorapidlychanginguserneedswithouthavingtoco-ordinatetherequirementswithvendors.


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• Developingprofessionalcompetenceinsoftwaredevelopment.

Keyfactorsthatfavourthebuydecisionincludethefollowing:

• Ability to gain access to specialized skills that cannot be retained or for which there isinsufficientneedtohavecontinuouslyavailable.

• Cost.Buildingsoftwareisstillextremelycostly.

• Staffutilization.

• Ability tomake short-termcommitment for ICTdevelopment support insteadofhaving tomakemajorinvestmentinstaffrecruitmentandprofessionaltraining.


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8. ChangeManagementICTservicesandsystems,especiallytheinformationsystems,posemajorfailurerisksbecausetheyare built around new policies, processes, and procedures that displace antiquated manualenvironments.TheuseofICTininformationsystemsenablesandrequiresadistributionofdecisionmakingandaflatteningoforganisationalstructuresbecauseallstaffnowhaveaccesstothesameinformation and data online. It also creates organisational transparency because a much largernumber of people can get access to all information about the organisation. An inevitableconsequence is that the old power relationships are disrupted; people’s jobs are affected; andentrenched interests side-lined. The result is internal effort, normally presented in very rationalterms, to slow down change and where possible stop it. To minimise the likelihood of failure,changemanagement processesmust therefore be part and parcel of the integration of ICT in allfunctionsofRUPP.

8.1. KeyPolicyStatementIt is a requirement that before any project implementation plan is rolled out, it must bedemonstrated to have convincing plan for change management in order to maximise thelikelihoodofsuccessandreducethelikelihoodoffailure.Thechangemanagementplanshouldasaminimumaddressthefollowing:

a) Creatingawarenessamongfunctionalstaffandendusersabouttheplannedchangesandtheirmotivation,addressingbothinstitutionalandindividualbenefit;

b) Ensuring that ownershipamongall stakeholders is created through their involvement inconceptualisation,planning,andimplementation;

c) Explaining the consequences of what was being done with respect to the day to dayfunctionsofespeciallystaff,andincorporatingwhatwillbedonetoensurethatstaffisnotnegatively impacted by the changes (training, re-skilling, transitioning new jobassignments,incentivesandbenefits,etc.);

d) Explainingthestakeholders’ roles inensuringsuccessalongwiththebasis forevaluatingsuccessandhowthiswillbedone;and

e) Mainstreamingrecurrentandobsolescencecostsintheuniversitybudget.

8.2. ResponsibilityforChangeManagementTheOfficeoftheRectorwill takeoverall leadershipresponsibilityforChangeManagementrelatedtotheintegrationofICTinallRUPPfunctions.Aspartofimplementation,theRUPPICTCommitteewill reviewall project implementationplans to confirm compliancewith the changemanagementpolicybeforeapproval.


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9. MonitoringandEvaluationIntheintroductiontothekeypolicystatementsinChapter2,itisstatedthat“RUPPshallestablishan environment where ICT can be sustainably exploited to improve connectivity and commonnetwork services; learning and research; university management and administration; as well asgovernance,management,controlandmaintenanceofICTresourcesguidedbythefollowingpolicystatements”.

It is important to set up indicators that demonstrate that there is progress towards the desiredoutcomes, and that this progress is achieved to a level that justifies the investment. Secondly,monitoring and evaluation is a critical on-going activity in any major implementation because itenablesadaptivechangesatfirst,thetacticallevel,andsecond,thestrategicleveltoensure.

TheintegrationofICTinanyinstitutionisalsotransformational,leadingtochangesinbehaviourandexpectation.Thisdemandsthatotherthantheshorttomediumtermtacticalandstrategicchangesrespectively,therewillbecontinuingneedforreviewofthemajorpoliciesandstrategiestoensurealignmentwithevolvinguserexpectationsaswellasnewtechnologyopportunities.

9.1. KeyPolicyStatementsi. It isarequirementthatattheoverallICTProjectlevel,output,outcomeandimpactlevel

indicators as well as the methods of measurement are identified and base line valuesestablishedasastartingpointforsettingandtrackinginstitutionalleveltargets,aswellasadaptivelyadjustingtactics,strategies,andpolicies. Thesewillbereportedonannually,and the five-year ICTP/MP shall regardless be reviewed on a rolling basis at least onceeverytwoyears.

ii. Itisarequirementthateachsub-projectdesignincorporatesamonitoringandevaluationplan that incorporates indicatorsaswellas themethodsofmeasurementat theoutput,outcome, and impact levels; and also enables tactical or where needed, strategicadjustments.

9.2. ResponsibilityforMonitoringandEvaluationThe Office of the Vice-Rector Academic Affairs, as the administrative home of ICT integration inRUPP, will take overall responsibility of the Monitoring and Evaluation function. As part ofimplementation, theRUPP ICTCommitteewill reviewall project implementationplans to confirmcompliancewith themonitoringandevaluationpolicybeforeapproval. TheRUPP ICTCommitteewillalsoreceiveandconsiderthemonitoringandevaluationreportsandrecommendations.


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AcknowledgementsThe Royal University of Phnom Penh would like to acknowledge the following who have beeninvolved inandhavecontributedto the formulationof the ICTPolicyandMasterPlan indifferentways:

SteeringCommittee

1. H.EDr.ChetChealy,Rector,Chairperson2. Dr.AfzalSher,SIDASeniorAdvisor,Advisor3. Mr.PhalDes,ViceRector,Coordinator4. Mr.PonnChhay,ViceRector,Member5. Dr.SokVanny,ViceRector,Member6. Dr.OumRavy,ViceRector,Member7. Mr.ChhunHok,ViceRector,Member8. Mr.SomRatana,ViceRector,Member9. Dr.NithBunlay,DeputyDirectorGeneralofHigherEducation,Member10. Mr.MeakKamerane,DeanofFacultyofScience,Member11. Ms.MeasVanna,DirectorofIFL,Member12. Dr.NgounphanPheakdey,DeanofFacultyofEngineering,Member13. Mr.KhounThavouth,DirectorofCKCC,Member14. Dr.SokSoth,DeanofFacultyofEducation,PermanentMember15. Dr.UnLeang,DeanofFacultyofSocialScienceandHumanities,Member16. Dr.RathSethik,ActingDeanofFacultyofDevelopmentStudy,Member17. Dr.KhimLeang,ActingDirectorofCJCC,Member

TechnicalWorking

1. Mr.KeanTak,ViceDeanofFacultyofEngineering,TeamLeader2. Eng.Dr.TusuTusubira,InternationalConsultant,Secretary3. Dr.CheyChanOeurn,ViceDeanofFacultyofScience,Member4. Mr.VengChhang,HeadofStudyOffice,Member5. Mr.NgornMoi,ActingHeadofITCenter,Member6. Mr.ChiKuong,HeadofITDepartment,Member7. Mr.OurChenda,HeadofAccountingOffice,Member8. Mr.VongChorvy,HeadofIROffice,Member9. Mr.ThouReno,HeadofResearchOffice,Member10. Dr.SrunSovila,ActingHeadofITEngineeringDepartment,Member11. Mr.HengSokha,ActingHeadofTelecommunicationandElectronicDepartment,Member12. Mr.ThannMengLeap,ActingHeadofPersonnelOffice,Member13. Mr.ChhiemKan,DeputyHeadofLibrary,Member14. Dr.KhimChamroeun,StaffofITCenter,Member15. Mr.MengHann,StaffofITCenter,Member

Funding for the Process

1. SwedishInternationalDevelopmentAgency(SIDA)2. HigherEducationQualityandCapacityImprovementProject(HEQCIP)

message from dr. mey kalyan · message from dr. mey kalyan ... rupp ict policy – final ... figure...

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