annual program planning worksheet (appw)...master ticket for implementing moodle lms via remote...

1 | C o m p u t e r S e r v i c e s 2 0 1 3 ‐ 2 0 1 4 A P P W

ANNUAL PROGRAM PLANNING WORKSHEET (APPW)

Program: Computer Services Planning Year: 2013‐2014 Last Year CPPR Completed: 2012 Unit: Computer Services Cluster: Administrative Services Next Scheduled CPPR: 2017

NARRATIVE: APPW

Use the following narrative outline and be brief and concise:

I. Program‐Level Outcomes: List the outcomes established for your program. COMPUTER SERIVCES

1. Computer Services will support the college department needs as it pertains to the Administrative Enterprise Resource Planning systems and maintain all necessary regulatory changes .

2. Computer Services will coordinate and implement the District’s Technology Plan. 3. Computer Services will effectively and efficiently maintain a secure network as. 4. Computer Services will effectively and efficiently install and maintain network infrastructure (servers, storage and

data communication) for the District. 5. Computer Services will effectively and efficiently install and maintain desktop computing environment (PCs and

peripherals) for instructional and non‐instructional use for the District. 6. Computer Services provides technology training on new and existing technology to all Cuesta employees. 7. Computer Services maintain current, functional and appropriate web programs and applications to support all

areas of the College.

II. Program Progress towards Institutional Goals and Objectives: Identify how your program, within the past year, has helped the district achieve its Institutional Goals and Objectives and provide data or evidence that demonstrates the progress. The following are projects that are either completed in the past year or current projects for this year that will be completed. For each project includes the Technology Plan Initiative that it supports along with the Institutional Goal and Objective that it supports. Annually each fall, the Annual Technology Assessment and Review document is produced. Once these projects are completed and assessed, the assessment will be reported in that document.

Ticket

Tech Plan In

itiative

Institutional

Goal/O

bjective

Description

1136 5,8

1.2,1.3,4.2,1.1,1.4,1.5,2.1,2.2 NCC LRC ‐ Network

1233 5 1.2,1.3,4.2 Upgrade SLO Network Core

1273 5,6

1.2,1.3,4.2,1.1,1.4,1. Increase capacity for data backup

2

5,2.1,2.2,4.2

1399 14

1.1,1.2,1.3,1.4,1.5,2.1,2.2,4.1,4.2 Master Ticket for Curricunet Project

2901 2

1.1,1.2,1.3,1.4,1.5,2.2,2.2 AV Renovation ‐ 4028

2902 2

1.1,1.2,1.3,1.4,1.5,2.2,2.2 7102 ‐ AV and PC Room Renovation

3279 3,14

1.1,1.2,1.3,1.4,1.5,2.1,2.2,4.1,4.2 Implement Banner Automated Wait List for Summer 2012

4746 3

1.1,1.2,1.3,1.4,1.5,2.2,2.2 Digital Signage for FinAid

5428 10

1.1,1.2,1.3,1.4,1.5,2.1,2.2,3.1,4.2,5.1,5.2 Implement new Calendar on web site

5559 11

1.1,1.2,1.3,1.4,1.5,2.1,2.2

Master Ticket for implementing Moodle LMS via Remote Learner

6111 13

1.1,1.2,1.3,1.4,1.5,2.1,2.2,4.1

Create Tips and Tricks document for RL/Moodle for Faculty use

6187 4 1.3,4.2 Support project to move printers to contract support

6437 9

1.1,1.2,1.3,1.4,1.5,2.1,2.2

Develop class in strengths/weakness of iPad versus computer in the classroom

6646 2

1.1,1.2,1.3,1.4,1.5,2.2,2.2 Room 1100 ‐ AMX upgrade

7345 2

1.1,1.2,1.3,1.4,1.5,2.2,2.2 2002 ‐ AV Renovation ‐ Foundation Grant

7832 2

1.1,1.2,1.3,1.4,1.5,2.2,2.2 4015 ‐ AV CCTV System ‐ CTEA Grant

7833 2

1.1,1.2,1.3,1.4,1.5,2.2,2.2 4403 ‐ AV Renovation ‐ CTEA Grant

8077 2

1.1,1.2,1.3,1.4,1.5,2.2,2.2 7107 ‐ Laptop and Data Projector

8328 14 1.1,1.2,1.3,1.4,1.5,2.

Master Ticket for participating in Gainful Employment working group

3

1,2.2,4.1,4.2

8716 2

1.1,1.2,1.3,1.4,1.5,2.2,2.2 NCC LRC Polycom

8929 7

1.1,1.2,1.3,1.4,1.5,2.1,2.2,4.2 Change Book Store Servers to local virtual servers

8998 2

1.1,1.2,1.3,1.4,1.5,2.2,2.2 6108A ‐ Minor Renovation

9391 2

1.1,1.2,1.3,1.4,1.5,2.2,2.2 4112 ‐ UST projector and non‐glare whiteboard

597 5 1.2,1.3,4.2 SLO Network Overhaul

742 10

1.1,1.2,1.3,1.4,1.5,2.1,2.2,3.1,4.2,5.1,5.2 identify web hosting solution for CMS

1137 5 1.2,1.3,4.2 NCC LRC ‐ Data Center

1376 14

1.1,1.2,1.3,1.4,1.5,2.1,2.2,4.1,4.2 Master Ticket for Web Time Entry Project

1404 14

1.1,1.2,1.3,1.4,1.5,2.1,2.2,4.1,4.2

Master Ticket for moving remaining data from HP3000 to AIX box

1406 14

1.1,1.2,1.3,1.4,1.5,2.1,2.2,4.1,4.2 Create Schedule Edit Reports

1441 3,14

1.1,1.2,1.3,1.4,1.5,2.1,2.2,4.1,4.2 Implement Fin Aid and student refunds via direct deposit

1456 3,14

1.1,1.2,1.3,1.4,1.5,2.1,2.2,4.1,4.2 Implement Electronic Transcripts via Credentials Inc.

1537 10

1.1,1.2,1.3,1.4,1.5,2.1,2.2,3.1,4.2,5.1,5.2 New Web Site ‐ CMS

4

7454 2


7789 9

1.1,1.2,1.3,1.4,1.5,2.1,2.2 Reprographics RT

8019 9

1.1,1.2,1.3,1.4,1.5,2.1,2.2 Tablets for checkout

8055 2


8178 9

1.1,1.2,1.3,1.4,1.5,2.1,2.2 Media Server for CPAC ‐ R. Jackson

8757 na

5 Laptops ‐ Student Mac computers (9) for Cuestonian class

8982 3

1.1,1.2,1.3,1.4,1.5,2.2,2.2 Required changes for Dream Act

9208 2

1.1,1.2,1.3,1.4,1.5,2.2,2.2

3413 SMART 885ix, and projector replacements in N2411, 4111 and 3412

9963 9

1.1,1.2,1.3,1.4,1.5,2.1,2.2 Support SharePoint as it is implemented for Committees

10168 6

1.1,1.2,1.3,1.4,1.5,2.1,2.2,4.2 Assessment Score Processing Server

10388 14

1.1,1.2,1.3,1.4,1.5,2.1,2.2,4.1,4.2 SARS TRACK for DSPS

10904 4,15

1.3,4.2,1.1,1.2,1.3,1.4,1.5 3300 computer reduction

11365 5 1.2,1.3,4.2 Upgrade to Network Storage

III. Program Progress towards Program‐Level Objectives: Identify the progress that your program has made, within the past year, towards achieving program‐specific objectives that were identified in your program’s most recent Comprehensive Program Planning and Review document and provide data or evidence that demonstrates the progress. 1. Computer Services will support the college department needs as it pertains to the Administrative Enterprise

Resource Planning systems and maintain all necessary regulatory changes Work is managed via our work order system. Here is data on projects and tasks that support the Administrative ERP system. A task is usually a problem that is affecting the production system. In most cases this tasks priority over a project that the employee may be working on. Some examples of a task are; an unexpected error message is displayed

5

during a process that someone is running, giving an employee different access to specific functions in the system or the system didn’t work as expected from past experience. A project in most cases is making a major change or enhancement to the system. Within projects, some are mandatory or regulatory and usually comes with a pre‐defined deadline.

Project Data Requested Projects as of January 29, 2013 124 Projects Resolved in 2012 99 New Projects Requested in 2012 74 Task Data Requested Tasks as of January 29, 2013 80 Tasks completed 2012 534 New Tasks Requested in 2012 551

In Spring of 2012 all requested projects were reviewed to determine if they were still needed. Over 30 projects were removed from the list during this process. In Fall 2012 an additional programmer was hired in the department to support the Administrative ERP system. In Spring 2012 the Student Success Taskforce report was passed at the State. This report includes many new requirements that the district will need to implement via their Administrative system. This outcome and Technology Plan initiatives # 3 and #14 results in similar activities and projects. The backlog of requested projects continues at a steady rate. One cause of this is the need to keep the production system working with the current versions. Cuesta is not alone with this issue; other California Community colleges have similar situations. A group of approximately 8 CCCs have been investigating the possibility of outsources via a consortium the support and maintenance, both hardware and software, of their ERP system. This effort will require some initial funding for the implementation. The goal is that existing computer support staff would be freed up from required maintenance and upgrades work and can focus on new projects to improve functionality and enhancements to the system. (See Assessment section) 2. Computer Services will coordinate and implement the District’s Technology Plan. The list in Section II includes the technology projects and which Technology Plan initiative that it supports. In addition, the Director of Computer Services has submitted the required progress reports to the President’s office. 3. Computer Services will effectively and efficiently maintain a secure network. This is also Technology Plan Initiative # 7. Information is in the progress report. Computer Services does the following:

Monthly Patch process for Microsoft patches with a documented process that can be found at: http://techportal.cuesta.org/Patch_Deployment

Oracle and AIX upgrades are done in order to keep Banner on most current versions

On‐going user training by Technology Trainer. Regular information about how to spot phishing email attempts.

Issues:

6

The data center facilities on the San Luis Obispo campus are not adequate. Currently 2 rooms are used in the 3300/3400 building. One room is on the first floor and one is on the second floor. The cooling and power infrastructure in that building has been problematic. Computer Services has worked with Physical Plant to determine a better location for the equipment. A consultant was hired with experience in this area and his recommendation was to upgrade room 4109 for this function. (See Assessment section)

Cuesta has provided a web server for employee to load HTML files for their use. This technology is over a decade old. Recently this server was compromised. Computer Services staff migrated the current system to a new server in order to provide interrupted services. This server needs to be retired and the functionality moved to new technology. (see Assessment section)

4. Computer Services will effectively and efficiently install and maintain network infrastructure (servers, storage

and data communication) for the District. This is also found in Technology Plan Initiative #4 and #5. Information is in the progress report. Limited funding is available for this activity. This past year one‐time funds from Planning and Budget, North County LRC new building funds, and annual funding from the Foundation allowed the following to be accomplished:

Core switch replaced at the SLO campus

Data Center switches replaced at the SLO campus

Building 3300/3400 switches replaced

Wireless access installed in 3300/3400

Additional buildings for upgrade are being evaluated.

Project Costs By Category

Breakdown by the category of equipment or service procured. Equipment includes all components that use electricity. Wiring includes materials and labor to install cabling. Professional Services includes white‐collar consulting and all non‐wiring labor.

Project Costs by Funding Source

$18,969 5%

$312,498 84%

$37,79410%

$5,200 1%

Project Costs by Category

Wiring

Equipment

Professional Services

Training

7

Breakdown by how the investment is used. Building and Core refer to wired networking components that were upgraded. Wireless refers to new WiFi systems. Software / Training is "used" by technical staff only.

Project Costs by Use

Breakdown by how the investment is used. Building and Core refer to wired networking components that were upgraded. Wireless refers to new WiFi systems. Software / Training is "used" by technical staff only.

$170,236 45%$58,688

16%

$98,04426%

$47,49413%

Project Costs by Funding Source

NCC LRC

Planning & Budget

Foundation "Central IT"

Staff Augmentation

$100,964 27%

$186,350 50%

$5,200 1%

$81,948 22%

Project Costs by Use

Building

Core

Software / Training

Wireless

8

5. Computer Services will effectively and efficiently install and maintain desktop computing environment (PCs and

peripherals) for instructional and non‐instructional use for the District. This is also found in Technology Plan Initiative #4. Information is in the progress report. The majority of work done by the PC support staff is tasks. The work effort of a task is usually measured in hours or days as opposed to projects which can be weeks or months of work

Backlog of Requested Projects as of January 29, 2013

12

Projects Completed in 2012 25 New Projects Requested in 2012 20 Task Data Requested Tasks as of January 29, 2013 145 Tasks completed 2012 1,723 New Tasks Requested in 2012 1,693

Computer Services continues to investigate technology options to today’s architecture that results in fully functional PCs on each workstation, each with the necessary software installed. Many organizations are moving to “thin client” architecture. The results of this architecture are:

Less support staff per desktop device

Longer life for each desktop device

Less computing power required for each desktop device

More flexibility in having software available on each desktop device

More dependency on the network

More computing power required for data center servers

Computer Services has done some initial testing of this architecture at the North County LRC. The results will be evaluated and decisions on future technology will be made. 6. Computer Services provides technology training on new and existing technology to all Cuesta employees.

Face to Face training:

Summer/Fall 2012 o 23 classes offered

January 2013 o 4 classes offered

On line training or documentation

Over 200 offerings via training online materials

Recently added Google analytics tags to the files so data on usage can be collected and reports Spring 2013 Faculty Technology Survey

Responses pertinent to training needs will be reviewed and incorporated into new or modified offerings

(See Assessment section)

9

7. Computer Services maintain current, functional and appropriate web programs and applications to support all

areas of the College. Since May of 2011 the District has not a technical web support staff member. Computer Services has been contracting out limited work in order to address only critical work. The new job description was approved by the Board of Trustees in February 2013. The hiring process will move forward this term. Work that has been competed this year:

New www.cuesta.edu launched in September 2012

www.cuesta.edu server moved to an off campus location. This means that our public web site will remain up and available for communication during power outage or other emergency on the SLO campus

IV. Institutional Measurements/Data: Analyze the institutional, program and site specific measurements (data and evidence) that are most relevant to your current program status.

Core Metrics - All District Computers Total Number of All Computers 1971

Total Cost of All Computers $1,785,086Annualized Replacement Cost of All Computers $318,883

Quantity Cost

By Age Computers Purchase Annual0 5 $6,939 $1,1561 165 $168,266 $29,1442 250 $199,114 $35,8493 161 $177,495 $31,8354 142 $127,364 $22,5265 156 $173,660 $32,2766 519 $435,361 $78,6567 86 $67,424 $13,0818 375 $300,687 $52,3749 109 $126,628 $21,556

10 0 $0 $011 0 $0 $0

$1,782,938 $318,453

Quantity Cost

By Cluster Computers Purchase AnnualAcademic Affairs 1433 $1,371,224 $239,835

Academic Affairs, Humanities 315 $351,864 $62,194Academic Affairs, SMNP 526 $492,246 $85,169

Academic Affairs, WED 333 $306,937 $53,719

1 0

Academic Affairs, Library 152 $142,235 $24,562Other 76 $77,942 $14,193

Student Services 253 $193,787 $35,600

Admin Services 157 $120,653 $23,563

Foundation 17 $15,505 $3,101

Quantity Cost

By Campus Computers Purchase AnnualSLO 1365 $1,228,375 $221,988NCC 531 $497,647 $86,753SCC 0 $0 $0

Quantity Cost

Alarms Computers Purchase AnnualComputers Approaching Obsolete (5-6 years old) 675 $609,021 $110,932

Obsolete Computers (7-9 Years Old 570 $494,738 $87,011

Balloon Payment $1,103,759

Core Metrics - Non-Instructional Computers

Number of Non-Instruction Computers 738Total Cost of All Non-Instruction Computers $580,162

Mean cost of computers $798Annualized Replacement Cost $116,032

Cost By Age Quantity Purchase Annual

0 0 $0 $01 60 $42,960 $8,5922 95 $63,723 $12,7453 71 $59,986 $11,9974 51 $38,961 $7,7925 99 $98,990 $19,7986 236 $173,631 $34,7267 64 $51,672 $10,3348 47 $34,551 $6,9109 12 $13,540 $2,708

10 0 $0 $011 0 $0 $0

$578,014 $115,603

Cost By Cluster Quantity Purchase Annual

Academic Affairs 354 $287,874 $57,575

1 1

Academic Affairs, Humanities 95 $89,163 $17,833Academic Affairs, SMNP 102 $75,857 $15,171

Academic Affairs, WED 98 $77,283 $15,457Academic Affairs, Library 28 $22,044 $4,409

Other 31 $23,526 $4,705

Student Services 119 $89,233 $17,847

Admin Services 137 $103,634 $20,727

Foundation 17 $15,505 $3,101

Cost By Campus Quantity Purchase Annual

SLO 618 $494,345 $98,869NCC 120 $85,818 $17,164SCC 0 $0 $0

Asset RenewalAlarms Qty Comp Cost Cost

Computers Approaching Obsolete (5-6 years old) 335 $272,621 $54,524Obsolete Computers (7-9 Years Old 123 $99,763 $19,953

Balloon Payment $372,384

Core Metrics - Student Lab Computers All >10 >20

Number of Labs 72 43 29

Number of Lab Computers 1233Total Cost of All Labs $1,204,923

Annualized Renewal, Cuesta $202,850

Number of Lab Computers Reporting with Labstats 1155 94%

Quantity Cost By Age Labs Computers Purchase Annual

0 1 5 $6,939 $1,1561 5 105 $125,306 $20,5522 10 155 $135,391 $23,1043 6 90 $117,509 $19,8384 2 91 $88,403 $14,7345 6 57 $74,670 $12,4786 17 283 $261,730 $43,9307 1 22 $15,752 $2,7468 19 328 $266,136 $45,464

1 2

9 5 97 $113,088 $18,84810 0 0 $0 $011 0 0 $0 $0

72 1233 $1,204,923 $202,850

Quantity Cost By Cluster Labs Computers Purchase Annual

Academic Affairs 56 1079 $1,083,350 $182,261

Academic Affairs, Humanities 17 220 $262,701 $44,361Academic Affairs, SMNP 23 424 $416,388 $69,998

Academic Affairs, WED 10 235 $229,655 $38,262Academic Affairs, Library 4 124 $120,191 $20,153

Academic Affairs, General Lecture (Standard MITT) 1 45 $54,415 $9,487

Academic Affairs, Lab 48 993 $1,015,312 $170,563Academic Affairs, All Lecture 8 86 $68,038 $11,697

Student Services 14 134 $104,554 $17,753

Admin Services 2 20 $17,019 $2,837

Quantity Cost By Campus Labs Computers Purchase Annual

SLO 41 747 $734,030 $123,119NCC 25 411 $411,829 $69,590SCC 0 0 $0 $0

Quantity Cost Alarms Labs Computers Purchase Annual

Computers Approaching Obsolete (5-6 years old) 23 340 $336,400 $56,408Obsolete Computers (7-9 Years Old 25 447 $394,975 $67,058

Balloon Payment $731,375

V. Program Outcomes Assessment and Improvements:

Attach an assessment cycle calendar for your program. 1. Computer Services will support the college department needs as it pertains to the

Administrative Enterprise Resource Planning systems and maintain all necessary regulatory changes.

i. Results are documented in the Annual via Annual Technology Plan and Review

1 3

ii. Appropriate questions/answers in the Student and Faculty Technology Survey are assessed annually as the results become available.

2. Computer Services will coordinate and implement the District’s Technology Plan.

i. Reported twice per year, once in Fall and once in Spring as requested by the Strategic Planning Committee

3. Computer Services will effectively and efficiently maintain a secure network as.

i. Part of Technology Plan assessment. This is Technology Plan initiative #7

4. Computer Services will effectively and efficiently install and maintain network infrastructure (servers, storage and data communication) for the District.

i. Part of Technology Plan assessment. This is found in Technology Plan initiatives #4 and 5.

ii. Appropriate questions/answers in the Student and Faculty Technology Survey are assessed annually as the results become available.

5. Computer Services will effectively and efficiently install and maintain desktop

computing environment (PCs and peripherals) for instructional and non‐instructional use for the District.

i. Annually each Spring an assessment occurs ii. Appropriate questions/answers in the Student and Faculty Technology Survey

are assessed annually as the results become available.

6. Computer Services provides technology training on new and existing technology to all Cuesta employees.

i. Each Fall and Spring a survey is done by the Technology Trainer ii. Appropriate questions/answers in the Faculty Technology Survey are assessed

annually as the results become available.

7. Computer Services maintain current, functional and appropriate web programs and applications to support all areas of the College.

i. Annually each Spring an assessment occurs ii. Appropriate questions/answers in the Student and Faculty Technology Survey

are assessed annually as the results become available.

Summarize recent assessment efforts and assessment methods within the program (You may attach recent program‐level CPAS in lieu of this narrative).

1. Computer Services will support the college department needs as it pertains to the Administrative Enterprise Resource Planning systems and maintain all necessary regulatory changes.

a. See attached document – Assessment of banner work backlog 2. Computer Services will coordinate and implement the District’s Technology Plan.

a. See minutes of Technology Committee (put date here) 3. Computer Services will effectively and efficiently maintain a secure network

a. See attached document – Assessment of academic.cuesta.edu

1 4

b. See attached document – Assessment of current data center and proposal for new data center location


a. See attached document – Assessment of academic server b. See attached document – Assessment of LPW process

5. Computer Services will effectively and efficiently install and maintain desktop computing environment (PCs and peripherals) for instructional and non‐instructional use for the District.

a. See attached document – Assessment LPW process 6. Computer Services provides technology training on new and existing technology to

all Cuesta employees. a. See attached document – Assessment of Training Survey Results.


a. See Web Committee minutes‐ March 2013

Briefly summarize program improvements or changes that have been implemented since the last APPW or CPPR. (You may attach recent program‐level CPAS in lieu of this narrative).

1. Computer Services will support the college department needs as it pertains to the Administrative Enterprise Resource Planning systems and maintain all necessary regulatory changes

a. Currently have 124 projects backlogged b. New mandated projects on the horizon due to Student Success Taskforce and

State Budget (specifics are not yet known) c. In Fall 2012 additional programming staff added to the team d. Currently pursuing a Banner Consortium model in order to meet the growing

needs of the District i. This effort will require start‐up funding ii. Anticipate freeing up current support staff from maintenance work to

new projects 2. Computer Services will coordinate and implement the District’s Technology Plan.

a. Assessment of the Technology Plan is the responsibility of the Technology Committee.

3. Computer Services will effectively and efficiently maintain a secure network a. This includes reliable power and cooling. Power outages on the SLO campus

negatively affect the availability of networks services to the District b. Need a data center on the SLO campus with reliable power and cooling


a. Due to Central IT funds available FY 12013, progress is being made. b. Full report will be made to the Technology Committee c. This annual liability is not fully funded d. As Cuesta relies on off‐site servers a redundant connection to the Internet is

required. e. Technology Committee has approve criteria for prioritizing District buildings

for network upgrades

1 5

5. Computer Services will effectively and efficiently install and maintain desktop computing environment (PCs and peripherals) for instructional and non‐instructional use for the District.

a. Spring 2013 a survey was distributed to assess the Lab Planning Worksheet process that is used in support of instructional computer labs.

b. Results will be analyzed and changes to the process will occur c. Due to Central IT funds available FY 12013, progress is being made. d. Full report will be made to the Technology Committee e. This annual liability is not fully funded f. Technology Committee has approve criteria for prioritizing District office

computer upgrades g. Currently evaluating moving to thin client architecture

6. Computer Services provides technology training on new and existing technology to all Cuesta employees.

a. Realized there was no tracking of usage of on‐line training material. The necessary changes were made to the files so that data can be collected and the usage can be assessed.


a. www.cuesta.edu was moved off‐site to ensure that it is available 24x7 and not affected by power outages experienced on the SLO campus.

Identify and describe any budget requests that are related to student learning outcomes assessment results or institutional/programmatic objectives.

See Computer Services Unit Plan worksheet and Central IT Unit Plan worksheet. The Justification field lists the Institutional Objective it supports, the Technology Plan Initiative it support and if is part of a Computer Services Outcome Assessment.

VI. Program Development/Forecasting for the next academic year: Create a short narrative describing the following development forecasting elements, indicating how they support efforts to achieve program outcomes and/or institutional goals and objectives (where applicable): NOTE: Each project supports a Technology Plan Initiative. This section includes a table that shows which Institutional Objective each Technology Plan initiative supports.

See Computer Services Unit Plan worksheet and Central IT Unit Plan worksheet. The Justification field lists the Institutional Objective it supports, the Technology Plan Initiative it support and if is part of a Computer Services Outcome Assessment.

1 | C o m p u t e r S e r v i c e s 2 0 1 3 ‐ 2 0 1 4 A P P W

1.1 Increase Transfer

Directed Students

1.2 Increase Degree

Certificated Directed

students

1.3 Increase DE

Completions

1.4 Increase ESL course

success

1.5 Increase Basic Skills

Course Success

2.1 Increase 24‐40 age

students

2.2 Increase local High

School students

3.1 Decision Making

Handbook

3.2 Assess governance

structures and processes

4.1 Train on integrated

planning processes

4.2 Implem

ent Integrated

Planning Manual

5.1 Event Participation

business and civic leaders

5.2 Event Participation K‐

12 and Universities

Theme Student Support and Success Initiative 1 The student experience at Cuesta incorporates

instruction in current technology. The experience includes the necessary support resources for both online and face to face courses. X X X X X

Initiative 2 All classrooms at all locations have an appropriate configuration of multi‐media support for instruction and learning. X X X X X X X

Initiative 3 Cuesta College has integrated student support systems to minimize hurdles to matriculation (admissions, orientation, assessment and testing, counseling, and student follow‐up), and goal completion (certificate, graduation, transfer). X X X X X X X

Theme Sustainability Initiative 4 Cuesta College’s primary technology is

sustained by an annual centralized budget independent of the IPPR process and designed to maintain inventory and staffing at a standard which serves the work of the College. X X

2


Directed Students

1.2 Increase Degree


students

1.3 Increase DE

Completions


success


Course Success


students


School students

3.1 Decision Making

Handbook



4.1 Train about integrated

planning processes

4.2 Implem

ent Integrated

Planning Manual




12 and Universities

Initiative 5 Cuesta College’s campus network infrastructure meets current and anticipated work needs and is sufficiently funded and staffed. X X X

Initiative 6 Network applications are consistently available to users. X X X X X X X X

Initiative 7 Cuesta College’s data and network servers are protected against security breaches. X X X X X X X X

Theme Technology Access, Currency, and Innovation Initiative 8 Cuesta College is wirelessly accessible in all

areas of all buildings on all campuses. X X X X X X X

Initiative 9 The College evaluates current and emerging technologies and incorporates those which will improve institutional effectiveness and student learning. X X X X X X X

Initiative 10 The College’s website is regularly updated and accessible by all platforms, including smart phones and tablets. Internal portals are easily navigated. X X X X X X X X X X X

Initiative 11 The Learning Management System (LMS) is accessible by mobile devices such as smart phones and tablets. X X X X X x X

Theme Employee Professional Development Initiative 12 Cuesta College provides appropriate technology

training in order to accomplish necessary job‐related responsibilities. X X X X X X

3


Directed Students

1.2 Increase Degree


students

1.3 Increase DE

Completions


success


Course Success


students


School students

3.1 Decision Making

Handbook



4.1 Train about integrated

planning processes

4.2 Implem

ent Integrated

Planning Manual




12 and Universities

Initiative 13 The College provides training for new and existing instructional technology, including Cuesta’s learning management system and other online instructional tools. X X X X X X X X

Theme Stewardship / Efficiency Initiative 14 Cuesta College will maximize the capacity of

Banner to improve processes and data collection. X X X X X X X X X

Initiative 15 Cuesta College will consolidate the number of student computer stations to match student demand with instructional necessity, while simultaneously improving the level and support for student computing. X X X X X

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Unit Assessment Summary This form can be used to record Administrative Services assessment plans and results for units. It is recommended that this document be stored on a group drive, or in MyCuesta.

Unit: Computer Services Date: February 2013 v. 2 2012

Staff involved with the assessment and analysis: Director Computer Services, Banner Support Staff, Executive Management, Functional Leads 1 Administrative Services

Outcome Statements

Computer Services will support the college department needs as it pertains to the Administrative Enterprise Resource Planning systems and maintain all necessary regulatory changes.

2 Assessment Methods Plan (identify assessment instruments)

Evaluate work requested versus work completed via Computer Services work order tracking system (RT) and evaluate progress of a consortium model for the support of Banner

3 Assessment Frequency

Annually

4 Assessment Results Summary (summarize Data)

The workload table of the Administrative System support staff shows the volume of work completed in 2011, along with the backlog

Project Data Requested Projects as of March 6, 2011

171

Projects Completed in 2011

80

New Projects Requested in 2011

81

Task Data Requested Tasks as of March 6, 2012

53

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Tasks completed 2011 643 New Tasks Requested in 2011

656

The projects that are worked on are prioritized by the three Vice Presidents who meet on a monthly basis on this topic. This gives visibility into the work that is and is not being accomplished. The projects completed supported the following departments

Department/Area # of completed

projects Technical 19 Operational 17 Mandatory/Regulatory 16 Other 28

The workload table of the Administrative System support staff shows the volume of work completed in 2012, along with the backlog

Project Data Requested Projects as of January 29, 2013 124 Projects Resolved in 2012 99 New Projects Requested in 2012 74 Task Data Requested Tasks as of January 29, 2013 80 Tasks completed 2012 534 New Tasks Requested in 2012 551

Department/Area # of completed projects Technical 23 Operational 17

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Mandatory/Regulatory 13 All other 12 Closed: no longer needed 34

In Spring 2012 the Student Success Taskforce report was passed at the State. This report includes many new requirements that the district will need to implement via their Administrative system. The data shows that the majority of staff time is spent on either production issues or projects that are either Mandatory/Regulatory, Operational or Technical requirements. This means that little time is left for projects that enhance functionality for the customers.

5 Discussion of Assessment Procedure and Results, and Effectiveness of Previous Improvement Plans

The current level of Administrative Software support staff is not sufficient to meet the needs of the college based on the requested projects. In addition the Student Success taskforce describes numerous new technology projects. New state legislation is already being proposed to support the goals of the Student Success taskforce. The funding for support staff is not anticipated to grow significantly in order to keep up with the backlog of work requested. There is a small group of California Community Colleges that are exploring a centralized model for supporting the base system. The base system may include the Student, HR/Payroll, Fiscal and Financial Aid modules. Cuesta may decide to participate in this effort, or at least monitor the progress and results of the project. The goal is to remove the burden of system maintenance from the college so that existing staff can provide new services for their college.

6 Recommended Changes & Plans for Implementation of Improvements

Continue to participate in the Banner Consortium group. The current duplication of effort occurring at each District is not sustainable in the current economic reality. The Student Success Taskforce will be creating new mandates, some of which will be done with economies of scale in mind. This will nicely fit the consortium model that is being proposed.

7 Description or evidence of dialog among staff about

April 5, 2012: Director of Computer Services met with Banner support staff to discuss the idea of a Banner Consortium

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assessment plan and results

April 23, 2012: Director of Computer Services discussed with VPs during Monthly VP Oz meeting. Director of Computer Services received direction to continue to particpate with the group comprised of CISOs at interested districts. The CISOs had monthly conference calls

July 16, 2012: Director of Computer Services attended Executive Management to discuss the Banner Consortium. Director of Computer Services received direction to continue to particpate in the group and to discuss with Banner Functional Lead group.

September 2012 President Stork and Director of Computer Services presented the concept and current information at a Banner Functional Lead group meeting. The membership was supportive of the idea.

February 2013: CEOs and CBOs are working on the politics and the fiscal issues of the solution.

Unit Assessment Summary This form can be used to record Administrative Services Outcome (ASO) assessment plans and results for courses or programs. It is recommended that this document be stored on a group drive, or in MyCuesta.

UNIT: Computer Services DATE: February 2013 v. 2 2012

Staff involved with the assessment and analysis: Janice House, Jay Chalfant, Grant Chesy, Robert Rosa, Web Committee

1 Administrative Service Outcome (ASO) Statements

Computer Services will effectively and efficiently maintain a secure network


Survey current users of the academic.cuestal.edu server to determine a) are they still using it, b) what type of content and c) intended audience. Survey was sent out February 12 with responses deadline of March 15

3 Assessment Administration Plan

Computer Services and a taskforce of the Web Committee will evaluate the results and determine what web tools need to be used in place of the academic.cuesta.edu server. Initial meeting scheduled for March 14, 2013




7 Description or evidence of dialog among staff and Cluster about assessment plan and results



Staff involved with the assessment and analysis: Jay Chalfant, Terry Reece, outside consultants 1 Administrative Service

Outcome (ASO) Statements

Computer Services will effectively and efficiently install and maintain network infrastructure (servers, storage and data communication) for the District.


Hired professional to asses options for a reliable data center to support the District’s needs.



Attached report from consultant. Indicated that room 4109 is the best space on the SLO campus for a data center. It would provide the required cooling and power (including generator) to meet the District’s needs


NA


Advocate for the funding to convert room 4109 to a permanent data center at the SLO campus. Look for grant opportunites from PG&E due to expected savings due to decreased power usage


Toni Sommer, Janice House, Jay Chalfant, and Terry Reece have discussed this project and have agreed that this is the best solution.

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October 2, 2008

Jay Chalfant Supervisor Network and Computer Support Cuesta College Hwy 1 San Luis Obispo, CA 93403-8106 Re: Server Room Options Report Jay, Pursuant to our agreement of 7-24-08, following is a summary report of our evaluation comparing the options you have delineated for locating a campus main server room complex: Foreword We were asked to evaluate three scenarios for locating and developing a facility that could serve as a long term computer equipment/server room facility. The optional scenarios were given to us by Cuesta College Computer Services management. The scenarios were:

1. Adapt the former Health Services Building (2800). 2. Adapt the former Computer Services offices in the SE corner of the 4100 Building. 3. Create a concrete pad and screen wall connected to the existing mechanical yard for the

Library/HTLC complex and install new, modular, pre-manufactured equipment enclosures.

Our report will evaluate each scenario using a standard set of metrics followed by a pros and cons list and general comments. The standard set of metrics for each scenario are:

General evaluation of the existing condition at the proposed site.

Architectural, electrical and mechanical modifications required to adapt the site for the intended use.

Identification of space available for equipment and staff after modifications.

Identification of physical security and ease of access to the site for Computer Services Staff.

Identification of physical connection and capacity issues related to interfacing the site with the existing campus fiber optic network infrastructure.

General cost estimates associated with adapting the site for the intended use. Scenario #1 – Adapt Former Health Services Building (2800) Existing condition This is a 24’x40’ modular building we estimate to be approximately 20 years old. The base frame is steel channel over which 1-1/8” plywood was laid to form the subfloor. There are several interior partition walls as well as a bathroom. The structural base, walls and roof appear

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in good condition. There essentially is no foundation. The building is set on pressure-treated lumber placed directly on grade. It appears the building has settled and the surrounding grade is significantly higher than the base of the building and evidence of periodic standing water and saturation is evident both at the exterior skirt of the building and under the building. Architectural, Electrical and Mechanical Modifications Required The building would require lifting and a permanent, concrete perimeter foundation with supplemental supports installed. Minor re-grading should alleviate standing water issues. The existing floor is designed for normal live loads (50-100 lbs/sq ft) and as such is inadequate for the concentrated and heavy loads encountered in an equipment room (200-400 lbs/sq ft). To accommodate these loads the interior subfloor would be removed and extra framing members installed and the floor re-sheeted and finished in VCT. A new electrical service rated at 200A, 3Φ, 120/208V (minimum) would be brought from the existing electrical service yard at the Auto Body Shop area (see area plan). The existing roof mounted package unit can remain and a second ground mounted unit added for supplemental cooling (campus maintenance staff must review the existing and proposed layout for adequacy). A standby generator can be located adjacent to the building with a simple wood fence for visual screen. There is also the option of a more substantial block wall for visual and sound attenuation purposes and alternate sites as deemed necessary to address aesthetic concerns. General cost implications for these options is included in the cost estimate. Space available for equipment and staff after modifications Removing the bathroom and all interior partitions except for the existing office area, the building provides approximately 680 sq ft for equipment and 280 sq ft for staff support/staging/storage. The air conditioned volume for equipment would be approximately 5,500 cu ft. As described in the exhibit, this translates to 16 cabinets in addition to the electrical equipment space requirements. Security and ease of access The building is sided with wood sheeting and has standard aluminum frame windows and a metal hollow core door. Structural security vulnerabilities include cutting through the wall material, window breakage and crowbar prying the door. Beam interrupt security would be recommended at minimum. Supplemental reinforcement of the walls and door may be prudent as a visual deterrent. The building is approximately 1000 ft from the Computer Services Support Center in Building 3100. Night lighting around the area is minimal, especially to the west toward the campus perimeter road. Access to existing campus telecom infrastructure Existing telecom infrastructure at the building is limited to local area network access for workstations. Recommended upgrades for capacity and route diversity would involve installing new underground conduits approximately 200 ft to intercept an existing main junction box between Buildings 2100 and 4100. Route diversity could be achieved by a using an existing underground conduit installation to Building 2200. Cost estimates (Scenario 1)

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Lift and reset building, install foundation $12,000.00 Remove interior walls and floor, add reinforcement, new floor $ 7,000.00 New electrical service (feeder and panels) $15,000.00 New underground conduit to com infrastructure $ 8,000,00 Second A/C and ducting $ 7,000.00 Standard generator/transfer switch package $60,000,00 Generator pad and fence $ 4,000.00 Supplemental concrete block enclosure $ 8,000.00 Total adaptation estimate $113 to $121,000.00 Scenario #2 – Adapt 4100 Building Existing condition The SE section of the 4100 Building was originally designed to house the campus main computer center. At the time it was designed (1973) computer equipment was significantly larger and heavier than it is now and required significantly more electricity and cooling for a given amount of computing capacity. Due to technology changes and space demands for staff, instruction and storage, the use of this space has experienced several iterations over the years and is now currently unoccupied. The construction quality of the building, the basic configuration of the spaces, as well as the existing electrical and mechanical infrastructure still constitute significant assets. Architectural, Electrical and Mechanical Modifications Required No structural modification requirements are evident. If a roof mounting option is desired for the generator installation, the building will have to be analyzed by a structural engineer (beyond the scope of this report). A new partition wall would be installed to form a smaller dedicated equipment room and expand area available for support staff, equipment staging and storage. The existing raised access floor should have all tiles removed in order to thoroughly clean the below floor space. This area is currently used as an air supply space for the (still existing) dedicated A/C zone originally intended for computer equipment cooling. Barriers would be installed to limit air flow to the new, smaller equipment room area and the existing dedicated A/C unit may continue to be used for this purpose (campus maintenance staff must review the existing and proposed layout for adequacy). Significant modifications to existing overhead ductwork would be required to add the non-equipment room areas to the existing standard heating/cooling systems. There is ample electrical power and branch circuit capacity. Electrical modifications would be limited to removing old lighting and branch circuit configurations and installing new to match the new layout and adapting existing feeders to fit the new transfer switch/generator/UPS configuration. Generator siting options are numerous and include exterior siting directly adjacent to the building with a concrete pad and screen wall, remote exterior siting that integrates a new pad and screen wall into the existing vending machine/break area structure to the east, roof mounting (pending structural review) and building interior installation in the south annex area (see exhibits). Space available for equipment and staff after modifications Installing a new interior partition wall to limit the size of the equipment room, the area provides approximately 480 sq ft for computer equipment, 490 sq ft for electrical equipment and

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staging/storage, 567 sq ft staff support area and (2) 90 sq ft private offices. The air conditioned volume of the computer equipment room would be approximately 4,800 cu ft. As described in the exhibit, this translates to a 16 cabinet capacity in the computer equipment room. Security and ease of access The building is essentially concrete with fixed metal frame windows and very heavy metal hollow core doors. Structural security vulnerabilities to the core computer equipment room would be minimal. Security measures beyond access control at the doors would not be required. This corner of the building is approximately 750 ft from the Computer Services Support Center in Building 3200. Night lighting around the area is good. Access to existing campus telecom infrastructure Existing telecom infrastructure at the building is robust and diversified. Since it was formerly the location of significant campus Computer Services equipment and staff, it already is connected directly to the existing campus fiber optic infrastructure and has spare conduit capacity that runs directly to the Library complex. No new conduit requirements are envisioned. Cost estimates (Scenario 2) Demo existing and install new partition wall $ 5,000.00 Clean and partition under access floor $ 7,000.00 Demo existing and re-configure electrical circuits $10,000.00 Modify A/C ducting $ 7,000.00 Additional 7 ton A/C (if required) $10,000.00 Standard generator/transfer switch package $60,000,00 Generator pad and concrete block enclosure $ 8,000.00 Extended electrical feeder for exterior site generator $15,000.00 Air intake/exhaust ducting for interior site generator $10,000.00 Total adaptation estimate $100 to $120,000.00 Scenario #3 – Develop new area to deploy modular pre-configured equipment buildings Existing condition The area proposed for this scenario is the western side of the existing chiller yard serving the Library and the HTLC. Currently this area is open space lawn. There is a significant underground conduit duct bank that runs east and west just to the south of the existing chiller yard that should not be covered. Architectural, Electrical and Mechanical Modifications Required In preparation to receive the modular building(s) the site would require over-excavation and re-compaction. A concrete pad would then be installed along with a concrete block screen wall and entrance area to match the existing chiller yard. New electrical service feeders would be brought over from the existing electrical service inside the chiller yard. New underground telecom infrastructure would be extended from nearby vaults. The pad would be sized to accommodate

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the building footprints as well as the generator. The building(s) would be brought on site fully furnished with branch circuits, cable trays and A/C, ready for single point of connection power and campus communications. There are options available within the realm of modular enclosures. One option is to order and set smaller (approximately 275 sq ft) units designed to hold equipment only (6-8 cabinets each). (2) could be set initially with pad space designed to accommodate (3) total. A second option is to purchase and install a single (and more standard) 960 sq ft modular building that has been designed with heavier floor loading capacity. Both options are priced. Space available for equipment and staff after modifications The smaller equipment enclosures are designed for ease of expansion on an as-needed basis, limiting the amount of up front infrastructure purchase that may sit vacant for several years. These enclosures as quoted by the company we contacted hold 6-8 cabinets and are not intended to serve as spaces for support personnel. Personnel would enter the enclosure to perform equipment administration and then leave. Air conditioned volume per unit would be 2,460 cu ft. The larger single modular building approach would end up being basically identical to the adapted version of the 2800 Building with the same capacity for both equipment and support activities. Security and ease of access As noted above, the larger single modular building solution would have physical security characteristics very similar to the 2800 Building. The smaller equipment enclosures have no windows and the walls are hardened (stucco over OSB). For either solution, beam interrupt security would be recommended at minimum. The proposed yard is significantly closer to the Computer Services Support Center (about 250 ft) than either the 2800 or 4100 buildings. Night lighting around the area is good. Access to existing campus telecom infrastructure Existing telecom infrastructure near this area is very good. Recommended upgrades for capacity and route diversity would involve installing new underground conduits approximately 100 ft to intercept an existing main junction box that serves the HTLC. Route diversity could be achieved by routing separate fiber optic runs to the Library and HTLC. Cost estimates (Scenario 3) Excavate, recompact and install concrete pad $14,000.00 Build concrete block enclosure $10,000.00 Modular equipment enclosure, delivered and set (each) $37,000.00 Modular building delivered and set $72,000.00 New electrical service (feeder and panels) $10,000.00 New underground conduit to com infrastructure $ 5,000,00 Standard generator/transfer switch package $60,000,00 Total adaptation estimate (2-enclosure solution) $171,000.00 Total adaptation estimate (mod building solution) $169,000.00

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Option Analysis and Observations Our opinion in evaluating these scenarios is that it can be broken down into two essential comparisons: modular/portable infrastructure vs. permanent infrastructure and renovation vs. new construction. In general, the benefits of modular/portable construction are:

rapid deployment

scalability

ease of removal/reconfiguration The liabilities are generally:

shorter lifespan

lower visual appeal

relatively high lifecycle cost In general, the benefits of permanent construction are:

long lifespan

high visual appeal/architectural significance

robust infrastructure capacity The liabilities are generally:

long development/deployment time

high upfront costs

lower adaptability/scalability For this specific application we do not see great benefit from either the rapid deployment or ease of removal/reconfiguration qualities offered by either scenario 1 or 3. Consequently, the liabilities are not well mitigated by the benefits. For scenario 2 the situation is reversed: the benefits of permanent construction are significant while the liabilities of long deployment time and upfront construction costs are not applicable because the facility already exists. Further, the typical problems of adaptability are minimized due to it’s original design intent so closely following the current adaptation intent. Renovation is generally a cost effective alternative to new construction when the asset to be renovated has substantial intrinsic value in the form of basic infrastructure or architectural -historic significance. For this specific application we view the intrinsic values of the 2800 modular building to be minimal owing to the age and original design intent of this building as a temporary/portable structure. Conversely, the 4100 building holds significant intrinsic value due to its robust construction and electrical/mechanical infrastructure as well as it’s architectural significance within the campus. When these assets are viewed along with the building’s existing layout designed specifically for accommodating IT equipment and support services, our observation is this scenario represents a significant long-term value option. In our view, the

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greatest liability of this scenario is, precisely because it is such a substantial architectural and infrastructure asset to the campus, it may once again become vulnerable to program and space pressures to re-purpose either the support areas or the offices. We feel this vulnerability is minimal with scenario 3 (although mechanical equipment needs may change that) and non-existent in scenario 1. It should be noted that the most expensive option, expanding the chiller yard area (scenario 3), is the only option bearing the cost of developing entirely new square footage on the campus and as such has long term benefits to the campus that cannot be fairly compared to the other scenarios. Given the recent increases in available square footage of permanent infrastructure on campus and the loss of open space impact this option has on the campus core, the cost/benefit of this increase in permanent infrastructure should be weighed independent of the initial use as a site to place IT equipment. One of the most significant impacts that will accompany any of these scenarios is the locating of the standby generator. Aesthetic issues (visual and acoustic) typically form the primary concern with this item. Experience on other similar projects has shown that decision makers can reject certain scenarios for aesthetic reasons alone. Both creative mitigation ideas and a willingness to accept change are necessary ingredients for success. Given the increasingly central role of telecommunications infrastructure and the applications it supports, our opinion is a standby generator is a critical component and will become increasingly important as other operational systems on campus continue to converge onto this infrastructure. Therefore, we feel it is essential that stakeholders reach consensus on this item prior to moving forward with any selected scenario. Finally, it should be noted that the cost estimates included in this report are relatively broad in scope and are not intended for budgeting purposes. Costs for IT support equipment (such as UPS and alarm and monitoring equipment), costs for detailed discovery and costs for developing specific design plans and bid documents for a given scenario are not included. The intent of the estimates is to describe general and order of magnitude costs for comparative purposes. Our opinion of the cost comparisons between the scenarios is that the difference is relatively small. The development of any of the scenarios, regardless of the options selected within a given scenario, will fall in the range between $100k and $175k. Thus each scenario can be considered simply on the perceived merits and shortfalls of the finished product. We have attempted to present both the pros and cons of each scenario and our opinions based on previous experience. The full spectrum of perceived merits and liabilities for each scenario can only be developed by campus staff and administration. This concludes our report. Please feel free to contact us should you have any questions or comments. We appreciate the opportunity to assist you in making this important infrastructure project a reality. Sincerely, Greg A. Notley, P.E. Power and Communications Engineering 08-010 ServerRoomOpionsReport Exhibits


UNIT: Computer Services DATE: February, 2013 v. 2 2012

Staff involved with the assessment and analysis: Jay Chalfant, Armando Teran, Steven Boothe, Paul Borza, Paul Sullivan, Janice House, Lab Liaisons


1. Computer Services will effectively and efficiently install and maintain desktop computing environment (PCs and peripherals) for instructional and non-instructional use for the District.


Survey of Lab Liaisons


This is a very broad topic. Each year an assessment of some aspect of the outcome will be done.


13 of 17 possible respondents submitted results. Unfortunately due to recent change in Business Ed, there was no response from that division. Most questions the majority of the responds were Agree or Neutral (90‐75%). The majority of the negative response came from a single individual. This indicates that some communication between CS management and the faculty needs to occur to determine what changes need to happen.


NA


Due to plans for consolidation of student labs, the culture of the District will need to change from a division or department specific computer lab to a general resource that is a function of the room scheduling process. This has not yet been implemented, but it was decided that we should take steps to move the culture this direction

o Some small changes in the formatting of the data will be done to deemphasize the room number and place more emphasis on the software needed

LPW will be done for non‐instructional labs (Assessment, Tranfer Center, PDC, etc) (RT 13583)

CS Management will follow up with faculty who had negative responses and listed some suggestions for change

Techs will change Flash and Java updates to hide from the user (RT 13581)

Sean will develop some training materials for filling out the LPW (RT 13585)


February 2013: Director or Computer Services, Supervisor of Network and PC Support, appropriate PC Techs and Network Techs reviewed the results and met to discuss and come up with improvements.



Staff involved with the assessment and analysis: Sean Landers, Janice House


Computer Services provides technology training on new and existing technology to all Cuesta employees.


Faculty training surveys administered each Fall and Spring by Technology trainerFaculty Technology Survey administered by Technology Committee Face‐to‐Face participation data


Assess annually after Faculty Technology Survey results are available


Many requests for training on classroom AV equipment

In class participation is declining in spite of surveys indicating that need for training

Standardized grade book; Moodle is listed has possible District standard. Since this is already paid for by the District, makes sense to pursue this as the solution


Added google analytics tags to all online training materials on web site. Usage of these training materials will be assessedthis Summer.


Work with AV team (reports to Physical Plant) to develop on‐demand training materials for classroom AV equipment usage. Use video clips long with written documentation

Cut back on scheduled face‐to‐face classes due to low enrollment in order to free up time to create on‐demand training materials and also schedule time at departments meetings for quick introduction to technology.


Meeting with Director of Computer Services and Technology Trainer Feb 26, 2013

Email to Director of Physical Plant re: working with AV team on classroom technology equipment training



Staff involved with the assessment and analysis: Janice House, Jay Chalfant


Computer Services will effectively and efficiently install and maintain desktop computing environment (PCs and peripherals) for instructional and non-instructional use for the District.


Assumed that with some additional oversight of PC tickets, trends and possibly bigger issues and solutions could be identified and solved. For 15 months a Network Tech was temporarily assigned this role to determine if this was a valid assumption.


Volume and backlog of PC tickets are reviewed annually.


Backlog of Requested Projects as of January 29, 2013

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Projects Completed in 2012 25 New Projects Requested in 2012 20 Task Data Requested Tasks as of January 29, 2013 145 Tasks completed 2012 1,723 New Tasks Requested in 2012 1,693

4 FTE and 2 student employees do PC Support for the District. Most of their work is task oriented as opposed to project oriented. The time to complete a task can be measured in hours or days. Given the volume of tickets, the backlog of tickets and the number of people doing the work, there is a lack of time

for looking for trends or possible underlying problems. For 15 months during 2011-2012 a Network Tech was temporarily assigned to oversee the assignment of ticket to the PC support staff. The goal was have a single staff member see all the PC Support tickets and look for opportunities for solutions that solved the possible bigger issue. During the temporary assignment, some examples of improvements made due to this oversight:

Identified numerous upgrades to software packages trends. Created a network solution instead of requiring work by PC Support staff on individual computers

Due to multiple tickets indicating slow logins or accessing similar network services pointed to a issue with the network, which was then investigated and addressed.

Escalated appropriate issues that were identified to the Supervisor The assignment of existing Network Staff couldn’t be sustained due to the workload in the network support area. It was a temporary assignment in order to validate the need of such a position.


NA


Request a Lead PC Support staff position. This position would: Dispatch all PC Tech tickets looking for trends and “bigger picture” issues and solutions Escalate as appropriate to Supervisor Liaison with Net Support staff and User Support for solutions and implementation


Discussion between Supervisor and temporary assigned Net Tech after his temporary assignment Discussion between Supervisor and Director of results and recommendation to pursue a Lead PC

Support position.

UNIT PLAN WORKSHEET PRIOR YEAR UNIT FUNDING REQUESTS

Unit: Computer ServicesCluster: Administrative ServicesPlanning Year: 20132014

1. Use this worksheet to list prior year immediate unit need funding requests and identify which items were funded, which were not, and the impact on your program.2. Use the information from the previous year's Top 10 Priorities Worksheet: UNIT PLAN ‐‐ Prioritized List of Immediate Unit Needs.3. If funded, identify the funding source or sources (Categorical = C, Foundation = F, ASCC = AS, Grant = G, General Fund = GF, Other Revenue Sources = R)

Category Program Description Cost Funded? Source (s) Impact on Program

1 Instr Technology English Computers for Lab $ 40,000 Not FundedNot receiving this funding, restricts ability to use updated English software in the lab.

2 Personnel Math Student Tutors $ 10,000 Fully Funded AS, RSupplemental staffing for math lab Provides adequate level of support for students.

Category Program Description Cost Funded? Source (s) Impact on Program

1Non

Instructional Equipment

Computer Services

Commnication tools for staff in the field unknown Not Funded Working with Physical Plant on new radio frequency. Communication

with staff in the field is not currently reliable

2NonInstructional Supply

Computer Services

Travel and Conference funds $ 30,000 Not Funded Use one time funding for training. As technology changes, we MUST keep up

3 ClassifiedComputer Services

Entry level DBA unknown Not Funded Current staff must work OT or CT to get requried work done.


Programmer/Analyst range 47 Fully Funded GF New staff started Fall. Currently being trained on the ERP system. Working with current staff to offload some of their work


Lead Sr Programmer/Analyst range 52 Not Funded


Computer Support Lead unknown Not Funded


CS Tech range 35 Not Funded


CS Tech range 35 Not Funded


AV Tech range 31 This function moved to Physical Plant.


User Support / Support Assistant range 30 Not Funded

PRIOR YEAR'S (20112012) LIST OF UNIT FUNDING REQUESTS ALL CATEGORIES, ALL PROGRAMS

UNIT PLAN WORKSHEET PERSONNEL FUNDING REQUESTS


1. Use these worksheets to list Funding Requests (Immediate IMM = 2012‐2013 Academic Year; Intermediate INT = 2013‐2014, coincides with Educational Mater Plan, Strategic Plan, and/or IEOs or Long Term, LT = 2013‐2015.2. All funding requests should be listed regardless of anticipated funding source.3. Justification should be written as a concise explanation of need citing relevant Strategic Goals, Educational Master Plan Directions, IEOs, Operational Planned Goals, Program Review Recommendations, Analysis of Outcomes Assessment or other factors

C. Classified Employee: Permanent, Short‐Term &

SubstituteProgram Description ‐ What? Cost/Range Site

New

(N) or

Replacem

ent (R)

Immediate (IMM),

Intermediate

(INT) or Long

Term (LT)

Justification ‐ Why?(12 Sentences)

Student Support Site Assistant

NCC Student ServicesRequest to convert existing position from .75 to 1.0.

$ 10,240 NC N IMMStrategic Direction 6 appropriate levels of student support/Loss of hourly employees. This position is the sole frontline for EOPS, Counseling & Financial Aid.

Digital Media Tech Permanent Classified

Art Studio/Graphics Digital Media Tech .75 1.0

$31000 Range 27 75%, 11 mos

SLO N IMM

Supports safety, technical and equipment needs of the Dig Art/Photo/Dig Photo labs in FA. These needs put an undue burden on teachers' class time. Need for additional staff in the digital area noted in 2006 update to Educ. Master Plan

A. FullTime Faculty Program Description ‐ What? Cost/Range Site

New

(N) or

Replacem

ent (R)

Immediate (IMM),

Intermediate

(INT) or Long

Term (LT)


Title

B. Academic Managers, Classified Managers, & Confidential Employees

Program Description ‐ What? Cost/Range Site

New

(N) or

Replacem

ent (R)

Immediate (IMM),

Intermediate

(INT) or Long

Term (LT)


Manager Computer Services Assistant Director unknown SLO INTSupport I.O. 1, 2 and 4 and TPI 4,5,6,7,8,9and 15. This would be converting the current Supervisor to a management postion with the title Assistant Director.

Supervisor Computer ServicesAdministrative Software Supervisor unknown SLO INT

Supports I.O. 1, 2 and 4 and TP 3, 9, 10 and 13. As the programming staff grows there will be a need for a Supervisor to effectively manage the staff and the projects. If the Dsitrict becomes a member of the Banner Consortium, then the need for this postion would need to be re‐evaluated

Personnel FullTime Faculty

Personnel Academic Managers, Classified Managers & Confidential

Personnel Classified Employee: Permanent, ShortTerm & Substitute

2

UNIT PLAN WORKSHEET PERSONNEL FUNDING REQUESTS

C. Classified Employee: Permanent, ShortTerm & Substitute

Program Description ‐ What? Cost/Range Site

New

(N) or

Replacem

ent (R)

Immediate (IMM),

Intermediate

(INT) or Long

Term (LT)


Entry Level DBA permanent classified

Computer Services Supports Banner functionality unknown SLO N IMM

This supports I.O. 1, 2 and 4 and TPI 3, 9 and 14 and CS Assessed Outcome. The request for work is more than the capacity of current staff. This would not be needed if the District participates in the Banner Consortium

Lead Programmer Analyst permanent classified

Computer ServicesLead postion for new banner projects. range 52 SLO N INT

This supports I.O. 1, 2 and 4 and TPI 3, 9 and 14 A Lead position needs to be established to have more responsibilities for the growing administrative software projects. This position will be required with or without particpation in the Banner Consortium.

Computer Support Lead permanent classified

Computer ServicesOversee day‐to‐day tasks of the PC Support team. unknown SLO N IMM

This supoprts I.O. 1 and 4 and TPI 4 and 9 and CS Assessed Outcome. A lead position needs to be in place to manage the day‐to‐day tasks of PC Support staff. This position would escalate issues to management as needed. This position would manage workload and look for trends of problems and propose solutions.

Computer Services Tech permanent classified

Computer Services Comptuer Support staff range 35 SLO N IMM

This supports I.O. 1 and 4 and TPI 4 and 9 and CS Assessed outcome Our current ratio of computers to PC support staff is 500/1. We need get to 250/1. While consolidation of student labs and the plan for deploying a thin client architecture will help this ratio, we will still need more PC techs going forward.

Network and Systems Administrator

Computer Services Network Support staff range 39 SLO N INTThis supports I.O. 1,2 and 4 and TPI 4, 5, 6 and 9. As more desktop applications become based on network resources (i.e. Thin Client), we will need additional Network support staff to support those systems.

User Support / Support Assistant

Computer Services

Provide both phone support and more importantly technical clerical support for the department

range 30 SLO N IMM

This supports I. O. 1 and 4 and TPI 4. This position would provide 2 functions (a) provide clerical support to Management (including a Supervisor that currently accrues OT/Comp time due to lack of clerical support) and (b) organize and manage centralized software and hardware assets.

D. Student Worker Program Description ‐ What? Cost/Range Site

New

(N) or

Replacem

ent (R)

Immediate

(IMM),

Intermediate

(INT) or Long

Term (LT)


Student Worker computer service PC Tech helper $ 40,000 NC N IMM

Supports I.O 1 and TPI 1. Providing work experience to Cuesta and Cal Poly students in the Computer field is a win/win proposition. This provides valuable hands‐on work experience for our students and gives Computer Services short‐term employees who are eager to learn.

Student Worker computer service PC Tech helper $ 10,000 SLO N IMM

Supports I.O 1 and TPI 1. Providing work experience to Cuesta and Cal Poly students in the Computer field is a win/win proposition. This provides valuable hands‐on work experience for our students and gives Computer Services short‐term employees who are eager to learn.

Personnel Student Worker

3

UNIT PLAN WORKSHEET SUPPLIES FUNDING REQUESTS


1. Use these worksheets to list Funding Requests (Immediate IMM = 2012‐2013 Academic Year; Intermediate INT = 2013‐2014, coincides with Educational Mater Plan, Strategic Plan, and/or IEOs; or Long Term, LT = 2013‐2015.2. All funding requests should be listed regardless of anticipated funding source (e.g. supplies to be purchased with CTEA funds should still be listed on this worksheet).3. Justification should be written as a concise explanation of need citing relevant Strategic Goals, Educational Master Plan Directions, IEOs, Operational Planned Goals, Program Review Recommendations, Analysis of Outcomes Assessment or other factors.

A. Instructional Supply Program Description ‐ What? Cost Site

New

(N) or

Replacem

ent (R)

Immediate

(IMM),

Interm

ediate

(INT) or Long

Term

(LT)


NCC Instructional Supplies NCCAugmentation of instructional supplies.

$ 5,000 NC N IMM Need to augment account based on historical spending pattern.

Instructional Supply Social SciencesMaps for History and Philosophy $ 4,000 SLO N IMM

Many of our maps are outdated and several classrooms lack even basic maps.

A. Instructional Supply Program Description ‐ What? Cost Site

New

(N) or

Replacem

ent (R)

Immediate (IMM),

Interm

ediate (INT) or

Long Term (LT)


Instructional Supply

Instructional Supplies

4

UNIT PLAN WORKSHEET SUPPLIES FUNDING REQUESTS

B. NonInstructional Supply

Program Description ‐ What? Cost Site

New

(N) or

Replacem

ent (R)

Immediate (IMM),

Interm

ediate (INT) or

Long Term (LT)


Travel and Conference Computer ServicesStaff needs to keep trained on

current and emerging technologyes

$ 30,000 ALL SITES R IMM

This supports I.O. 1, 2 and 4 and TPI 3, 6, 7, 8, 9,12, 13 and 14 CS Outcome 1,3,4,5,6,7 .For Computer Support staff this is critical to remain current. Some other funds were used to offer minimal opportunities for staff. New Banner support staff will require some initial training.

NonInstructional Supplies

5

UNIT PLAN WORKSHEET EQUIPMENT FUNDING REQUESTS


1. Use these worksheets to list Funding Requests (Immediate IMM = 2012‐2013 Academic Year; Intermediate INT = 2013‐2014, coincides with Educational Mater Plan, Strategic Plan, and/or IEOs; or Long Term, LT = 2013‐2015.2. All funding requests should be listed regardless of anticipated funding source (e.g. equipment to be purchased with CTEA funds should still be listed on these worksheets).3. Justification should be written as a concise explanation of need citing relevant Strategic Goals, Educational Master Plan Directions, IEOs, Operational Planned Goals, Program Review Recommendations, Analysis of Outcomes Assessment or other factors.

A. Instructional Equipment Program Description ‐ What? Cost Site

New

(N) or

Replacem

ent (R)

Immediate

(IMM),

Interm

ediate

(INT) or Long

Term

(LT)


Sustainability Center NCC

Grant funding for the new Sustainability Center will have equipment/furniture & lab components.

$ 100,000 NC N INTThe Sustainability Center will consist of classrooms and live indoor and field laboratories.

Art Studio SLO Laguna potter's wheels (3) $ 4,505 SLO N IMM Potter's wheels need replacement on ongoing basis

A. Instructional Equipment


New

(N) or

Replacem

ent (R)

Immediate (IMM),

Interm

ediate

(INT) or Long

Term

(LT)




6

UNIT PLAN WORKSHEET EQUIPMENT FUNDING REQUESTS

B. NonInstructional Equipment


New

(N) or

Replacem

ent (R)

Immediate (IMM),

Interm

ediate

(INT) or Long

Term

(LT)


Communication toosl for staff in the field

Computer ServicesCommnication tools for staff in the field unknown SLO N IMM

This supports I.O. 1, 2 an d4 and TP 4 and CS Outcome 5. Radios used by staff in the field at SLO have many dead areas. This can hinder our ability to efficiently dispatch staff when an instructional emergency arises. With changes in technology, the exact solution needs to be investigated

NonInstructional Equipment

7

UNIT PLAN WORKSHEET FACILITY FUNDING REQUESTS


1. Use these worksheets to list Funding Requests (Immediate IMM = 2012‐2013 Academic Year; Intermediate INT = 2013‐2014, coincides with Educational Mater Plan, Strategic Plan, or Long Term, LT = 2013‐2015.2. All funding requests should be listed regardless of anticipated funding source.3. Justification should be written as a concise explanation of need citing relevant Strategic Goals, Educational Master Plan Directions, IEOs, Operational Planned Goals, Program Review Recommendations, Analysis of Outcomes Assessment or other factors.

Facility Program Description ‐ What? Cost Site

New

(N) or

Replacem

ent (R)

Immediate

(IMM),

Intermedia

te (INT) or

Long Term

(LT) Justification ‐ Why?

(12 Sentences)

Fox Building Landscaping

NCC

Landscaping of the courtyard and immediate surroundings of the Fox Building needs to be completed.

$ 100,000 NC N IMM

The building has been online since 2005 with only modest improvements to the exterior landscaping of the area. During Community Focus groups local residents describe the site as looking "unfinished".

Building 6200Social Sciences

DivisionReplace carpeting and paint in 6200 Office Bldgs.

$ 45,000 SLO R IMM The carpeting is old and worn.

Facility Program Description ‐ What? Cost Site

New

(N) or

Replacem

ent (R)

Immediate

(IMM),

Interm

ediate

(INT) or Long

Term

(LT)


FacilityComputer Services

Furniture and space for new hires unknown SLO N IMM New staff may require new furniture or a reconfiguration of existing

furniture or installation of existing furniture.

New Facilities Requests and/or Renovations

8

UNIT PLAN WORKSHEET TECHNOLOGY FUNDING REQUESTS


1. Identify and prioritize all Technology Requests. Technology includes: Computers, monitors, laptops, other mobile computing devices; Periph Software; Support contracts associated with hardware or software; Multi‐media presentation equipment (data projector, speakers, documen Video conferencing equipment (polycom); Infrastructured components to support college‐wide technology.2. All technology should be listed regardless of anticipated funding source. (e.g. technology to be purchased with CTEA funds should still be list3. For Technology Plan Initiatives, please refer to San Luis Obispo County Community College District Technology Plan 2012‐2017.4. Note: If technology acquisition is not listed in the IPPR, Computer Services may not support the purchase.5. Justification should be written as a concise explanation of need citing relevant Strategic Goals, Program Review Recommendations, Analysis

B. NonInstructional Technology

Program Description ‐ What? Technology Plan Initiative Cost Site

New

(N) or R

eplacement (R)

Immediate (IMM),

Interm

ediate (INT) or Long

Term

(LT)

Sustainability Center

NCC

Grant funding for the new Sustainability Center will have equipment/furniture & lab components.

9New Tech $ 100,000 NC N INT

Computers English(5) Windows LowRange Computers for Faculty Offices (@ $500 each)

4Maintain Inventory

$ 2,500 SLO R INT

A. Instructional Technology


New

(N) or R

eplacement (R)

Immediate (IMM),

Interm


Term

(LT)

Instruct Tech

Instructional Technology

9


10


B. NonInstructional Technology


New

(N) or R

eplacement (R)

Immediate (IMM),

Interm


Term

(LT)

ComputersComputer Services

Replace computers PDC training room (3145)

12‐Training for Emps $ 14,000 SLO R IMM


Computer for any new staff hired 4‐Inventory $i000/staff ALL

SITES N IMM


Replace Staff computers to keep them at campus standard lifecycle

4‐Inventory $i000/staff ALL SITES N IMM

C. Technology Infrastructure


New

(N) or R

eplacement (R)

Immediate (IMM),

Interm


Term

(LT)

Technology Infrastructure

NonInstructional Technology

Technology Infrastructure

11


D. Top 3 Technology Funding Requests


New

(N) or R

eplacement (R)

Immediate (IMM),

Interm


Term

(LT)


Replace Staff computers to keep them at campus standard lifecycle

4‐Inventory $i000/staff ALL SITES N IMM


Replace computers PDC training room (3145)

12‐Training for Emps $ 14,000 SLO R IMM


Computer for any new staff hired 4‐Inventory $i000/staff ALL

SITES N IMM

Overall Top 3 Technology Requests

12

UNIT PLAN WORKSHEET PRIORITIZED LIST OF IMMEDIATE UNIT NEEDS


1. **PRIORITIZED TOP TEN LIST OF IMMEDIATE UNITS NEEDS ALL CATEGORIES & ALL PROGRAMS ONE LIST2. Identify and prioritze unit needs based on immediate (upcoming year) requirements of all unit programs3. Note if needs are one‐time or annual/recurring in the Frequency Column4. **This does NOT include new faculty requests.5. Pull in your top 10 priorities from All Worksheets Except Prior Year

Item Program Description Cost Frequency Immediate (IMM)

1Communication toosl for staff in

the field

Computer Services

This supports I.O. 1, 2 an d4 and TP 4 and CS Outcome 5. Radios used by staff in the field at SLO have many dead areas. This can hinder our ability to efficiently dispatch staff when an instructional emergency arises. With changes in technology, the exact solution needs to be investigated

unknown One‐Time Only IMM

2Travel and Conference

Computer Services

This supports I.O. 1, 2 and 4 and TPI 3, 6, 7, 8, 9,12, 13 and 14 CS Outcome 1,3,4,5,6,7 .For Computer Support staff this is critical to remain current. Some other funds were used to offer minimal opportunities for staff. New Banner support staff will require some initial training.

$ 30,000 Annual/Recurring IMM

3User Support / Support Assistant

Computer Services

This supports I. O. 1 and 4 and TPI 4. This position would provide 2 functions (a) provide clerical support to Management (including a Supervisor that currently accrues OT/Comp time due to lack of clerical support) and (b) organize and manage centralized software and hardware assets.

Range 30 Annual/Recurring IMM

4Entry Level DBA permanent classified

Computer Services

This supports I.O. 1, 2 and 4 and TPI 3, 9 and 14 and CS Assessed Outcome.. The request for work is more than the capacity of current staff. This would not be needed if the District participates in the Banner Consortium

unknown Annual/Recurring IMM

5

Computer Support Lead permanent classified

Computer Services

This supoprts I.O. 1 and 4 and TPI 4 and 9 and CS Assessed Outcome. A lead position needs to be in place to manage the day‐to‐day tasks of PC Support staff. This position would escalate issues to management as needed. This position would manage workload and look for trends of problems and propose solutions.

unknown Annual/Recurring IMM

6 ComputersComputer Services

This supports I.O. 1, 2 and 4. and TPI 4, 12 and 13. These were purchased in June 2007. They are now 6 years old and should be replaced.


7

Computer Services Tech permanent classified

Computer Services

This supports I.O. 1 and 4 and TPI 4 and 9 and CS Assessed Outcome. Our current ratio of computers to PC support staff is 500/1. We need get to 250/1. While consolidation of student labs and the plan for deploying a thin client architecture will help this ratio, we will still need more PC techs going forward.

range 35 Annual/Recurring IMM

8 Student Workercomputer service

Supports I.O 1 and TPI 1. Providing work experience to Cuesta and Cal Poly students in the Computer field is a win/win proposition. This provides valuable hands‐on work experience for our students and gives Computer Services short‐term employees who are eager to learn


9 ComputersComputer Services

This support I.O. 1 and 4 and TPI 4. For staff to be productive, they must have the necessary tools avaialble to them.

1000/employee

Annual/Recurring IMM

10 IMM

13

annual program planning worksheet (appw)...master ticket for implementing moodle lms via remote...

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