Information Technology Services

In Progress ReviewDecember 7, 2007

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Mission

The Division of Information Technology Services (ITS) strives to support and enrich the university experience for students, faculty and staff – an experience that is increasingly technology enabled and network based.

ITS teams develop, operate and maintain the University’s computing and networking infrastructures, major administrative and academic information systems, baseline instructional and information technologies, and associated technical support services.

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Vision

Excellence in teaching and learning, information sharing, and the exchange of ideas and viewpoints, along with anytime/anywhere access to resources and services, are defining features of the academically rich, student centered university experience we intend to help provide for Cal State East Bay students.

The goal of excellence in the use of information technology is an essential ingredient in achieving this vision.

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ValuesWithin ITS, we share a common set of values as we work to

accomplish our mission of supporting the academic, administrative, and co-curricular functions of Cal State East Bay.

• We value our technology services role in the mission of the university.

• We value exceptional customer service.• We value operational excellence.• We value helpful and supportive relationships.• We value a collaborative work environment and

refuse to let each other fail.• We value professional development and

accountability.• We value a healthy and fun work environment.

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Advisory & GovernancePresident & Cabinet

CIO

Academic Senate ExCom Provost Council

Online & Hybrid Support Center (OHSC)

University TechnologyProjects Office (UTP)

University-wide IT (UIT)Advisory Committee

Technology Leadership& Coordination Groups

(TLC)

Management Team(IT Services Division)

Advisory Operational

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Alignment

The strategic plan for IT@CSUEB focuses on the alignment of central and local information technology resources, services, projects and support structures with Cal State East Bay’s “seven mandates” outlined within the Framework for the Future.

The tag line for ITS alignment and balance is: “Centrally-coordinated/Locally-directed.”

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Framework for the Future

Cal State East Bay -

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Academic Affairs ● ● ● ● ●

Planning and Enrollment Management

● ENROLLMENT ● ○ ● ● ●

Student Affairs ● ● ● ● ●

University Advancement ○ ○ ● ○ ○

Administration and Finance

BUDGET ○ MASTER PLANS

HR (Staff) ○ ○ MASTER PLANS

Information Technology Services

Cyber Facilities

Baseline Infrastructures & Fiscal Planning

Student Access, Success, & Technology Support

Academic Technology & Faculty Support

ACADEMIC PLAN; HR (Faculty)

STUDENT SERVICES

EXTERNAL RELATIONS/ PRIVATE SUPPORT

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IT@CSUEB Strategy PlanThe strategic plan calls for ITS to provide:1) A solid foundation of IT infrastructure and sound

fiscal planning;2) Academic & instructional technology resources

and support for faculty; 3) Anywhere/anytime access to services and

support for student success and engagement in campus life; and

4) The cyber-facilities required for the university to appropriately serve specific internal and external audiences.

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Solid Baseline Infrastructures & Sound Fiscal Planning

• Key Indicators: Number of critical events per managed object. Percentage of technology costs accounted for in life-cycle replacement budgets. Total cost of ownership (TCO).

• Challenges: Recovery from several years of resource constraints. History of uncoordinated (ad hoc) funding and procurement decisions.

• Actions: Coordinate university-wide infrastructure service levels, standards, architectures, consolidation, and budget planning.

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Solid Baseline Infrastructures & Sound Fiscal Planning

• No structural deficit in ITS base budget

• Funding for 3-yr refresh of lab PCs, 4-yr refresh of faculty/staff PCs, & 4-yr refresh for servers– Left $240k expected PC

cost savings ($400 per PC) in college & division budgets

– Dell won PC contract with $500 savings per PC ($250k total savings)

• Completed implementation of office productivity & collaboration software– Outlook, SharePoint, & IM

• 100 of our 220 servers consolidated on 3 VMware servers – plus elimination of 25 other

servers – Significant reduction in

security risks

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Solid Baseline Infrastructures & Sound Financial Planning

• Power savings from server consolidation: $49.2k per year – 100 servers = (39.1 kw) x

(8760 hrs) x ($0.15) = $51.4k per year

– 3 VMware servers = (1.68 kw) x (8760 hrs) x ($0.15) = $2.2k per year

• Air conditioning savings from server consolidation: 127k BTU per hour– 100 servers = (39.1 kw) x

(3.4k BTU/kw-hr) = 133k BTU per hour

– 3 VMware servers = (1.68 kw) x (3.4k BTU/kw-hr) = 5.7k BTU per hour

• Storage increase from 10 TB to 30 TB (might last us another 16 to 18 months– Email retention policy

• Consolidation of tech support staff – Created capacity to fill 3

additional Helpdesk positions

• Consolidation of web support staff – Created capacity to fill the

Web Master position

• Financial Data Warehouse– Read access open to all

faculty & staff

• Student Data Warehouse

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Academic Technology &Faculty Support

• Key Indicators: Delivery cost per service. Percentage of faculty using each service. Faculty satisfaction.

• Challenges: Cottage industry culture. Communications, feedback, & consultation. 24x7 support.

• Actions: Smart classrooms as infrastructure. Blackboard performance enhancement. Instructional design assistance for technology integration. Self-service & self-help.

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Academic Technology &Faculty Support

• Life-cycle funding for Smart Classroom infrastructure– 3yr refresh cycle– remote monitoring of

projector bulb life– “clicker” response system– streaming (next year)

• Blackboard version upgrade & performance enhancement

• Blackboard wikis & blogs

• Consolidation of instructional tech & design support staff expanded our capacity to:– Support online & hybrid

course design & instruction– Provide assistive tech

support services – Support emerging

technologies

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Student Access, Success,& Technology Support

• Key Indicators: Percentage of key administrative processes online. Percentage of key student services online. Percentage of students using online services. Student satisfaction.

• Challenges: 24x7 support. • Actions: Access to PCs & network. Audit

administrative processes and student services for online access. Redesign website for student audiences. Design for self-service & self-help.

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Student Access, Success,& Technology Support

• 3-yr refresh cycle for lab PCs• Expanded & enhanced

wireless infrastructure in Library & Student Union

• Consolidation & standardization of software licenses for computing labs

• Outsourcing student email to Google (cost avoidance $75k per year)– Mailbox size 4 GB (vis-à-vis

10 MB)– Retaining csueastbay

addresses– Authenticate using assigned

CSUEB NetID

• Self-assessment/audit of online access to key services for students– Moving key services online for

7x24 access

• New prospective student website– Customize to audience– Solicit student input (focus

groups)

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Cyber-Facilities for Specific Audiences

• Key Indicators: Percentage of departments that have adequate access to the specialized or discipline-specific technologies required to serve their audiences.

• Challenges: Collaboration. Leveraging collective IT resources.

• Actions: Lab server virtualization. Computing grids. Wireless access. Converged networks. Web redesign for audience needs.

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Cyber-Facilities for Specific Audiences

• Consolidation & virtualization of computing lab servers

• Collaboration with CompCore (Cyber Infrastructure for Interdisciplinary Research)– Access to

CalREN-XD/Internet2/NLR– InCommons– Computing grids

• Collaboration with Multi-Media Graduate Program– Advanced networking– Wireless

• Collaboration with Teacher Ed– TaskStream e-Portfolio

• Collaboration with UA– Conversion of Alumni/Donor

database system

• Accessible Technology Initiative (508 Compliance)– Web redesign for specific

audiences (prospective students, current students, faculty, staff, alums, donors, community, etc)

– Instructional Materials Accessibility Plan

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CSUEB National CSUEBStandard Benchmark Status

A. Desktop Computing 1.0 Baseline PC per FTE Faculty & Staff 60% PCs w/ Funded Refresh 100% Baseline PCs w/ Funded RefreshBulk Purchasing 18% Institutions w/ Bulk Purchasing Dell won Contract

4-yr Refresh Cycle 3.5-yr Refresh Cycle 25% Refresh this FYB. Network 100% Classrooms w/ Wire 92% Classrooms w/ Wire 100% Classrooms w/ Wire

100% Classrooms w/ Wireless 62% Classrooms w/ Wireless 16% Classrooms w/ Wireless100% Voice-over-IP 34% VoIP Deployed 2% VoIP Deployed

C. Helpdesk 72 Hours/week 73.5 Hours/week 45 Hours/weekD. Servers Virtualization (Consolidation) Virtualization 100 Servers per 3 VMware Servers

4-yr Refresh Cycle 3-yr Refresh Cycle 4-yr Refresh CycleE. Data Storage RAID 1&5 RAID 1&5 30 TB SANF. Enterprise Reporting System PeopleSoft CMS (HR, Finance, SA) 76% Institutions w/ Commercial ERP HR, Finance, SA, DW

A. Online & Hybrid Instruction Instructional Designers 60% Institutions w/ Instructional Designers 4 Instructional DesignersB. Learning Management System Blackboard 76% Institutions w/ Single Commercial LMS 100% Course Sections in BbC. Classroom Technology 100% of Classrooms Technology-Enhanced 66% of Classrooms Technology-Enhanced 47% of Classrooms Technology-Enhanced

A. Student Portal PeopleSoft MyCSUEB 48% Institutions w/ Student Portals PeopleSoft MyCSUEBB. Web Redesign & Online Services Section 508 Compliant CSU's ATI is the First in the Nation Not 508 Compliant

Customized for Audiences Most Reflect Institutional Perspectives Prospective StudentsWeb 2.0 Web 1.x Web 1.0

C. Horizon Email Outsource to Google (4 GB gmail) 100 MB/Student 10 MB/StudentD. Computing Labs 1.0 Lab PC per 15 Students 1.0 Lab PC per 9 Students 1.0 Lab PC per 15 Students

3-yr Refresh Cycle 3-yr Refresh Cycle 3-yr Refresh Cycle

Comparisions

III. Student Support

Strategic IT@CSUEBI. Baseline Infratructures

II. Faculty Support

SLA-Based Benchmarks