1 California Dreamin' How Planning, People, and Persistence Make Dreams Come True Hilary J. Baker, Senior Director David J. Ernst, Assistant Vice Chancellor/CIO

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California Dreamin'California Dreamin'

How Planning, People, and Persistence How Planning, People, and Persistence

Make Dreams Come TrueMake Dreams Come True

Hilary J. Baker, Senior DirectorHilary J. Baker, Senior Director

David J. Ernst, Assistant Vice Chancellor/CIODavid J. Ernst, Assistant Vice Chancellor/CIO

California State University, Office of the ChancellorCalifornia State University, Office of the Chancellor

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Copyright Statement

Copyright Hilary J. Baker and David J. Ernst , 2002. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

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California Dreamin’ Overview

CSU Highlights The Dream

Integrated Technology Strategy Working the Dream

Infrastructure Administrative Systems Outsourcing Academic Technology Planning

Making the Dream Come True

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CSU Facts and Figures Founded as a system in 1960 Largest four-year university in US 23 campuses plus Chancellor’s Office

San Jose State est. 1857

Channel Islands campus est. 2002

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CSU Facts and Figures: Campuses

Fresno

Hayward

Long Beach

Los Angeles

Maritime

Northridge

Pomona

San Bernardino

San Jose

San Luis Obispo

Sonoma

Bakersfield

Channel Islands

Chico

Dominguez Hills

Fullerton

Humboldt

Monterey Bay

Sacramento

San Diego

San Francisco

San Marcos

Stanislaus

Chancellor’s Office

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CSU Facts and Figures: Population

400,000 Students

44,000 Faculty &

Staff

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Integrated Technology Strategy

1993: CSU Presidents took lead with IT planning 1995: System-wide planning process about “what

we wanted to be when we grow up” and how technology could help us get there developed

1996: Integrated Technology Strategy (ITS) endorsed by the Trustees

Guided the CSU’s investment in technology ever since

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ITS Planning: Why?

Going to spend money on IT no matter what

Issue is how to spend it wisely

More important as a way of setting directions and priorities for spending existing dollars

Helps to direct new spending

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ITS Planning: Process Steps

Current State Documentation Establish Future State Vision Identify Assumptions, Principles, Strategies Identify Gaps and Opportunities Define Initiatives Prioritize and Phase Initiatives Finalize Plan

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ITS Planning: Mission

As a result of the ITS Initiative we will achieve:

“an integrated electronic environment that enables all CSU students, faculty and staff to communicate with one another and to interact with information resources from anyplace, to anyplace at anytime to advance the CSU’s mission.”

Goal: To provide the best possible environment for the

education of CSU students

Strategic Outcomes

Initiatives / Projects

Technology Pre-requisites

ITS Planning: Model

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ITS Planning: Strategic Outcomes

Personal Productivity Excellence in Learning and Teaching Quality of Student Experience Administrative Productivity and Quality

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ITS Planning: Technology Pre-requisites

Provides a “Baseline” Level of Capability across the campuses

Access Network Connectivity Hardware Software

Training Support

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ITS Planning: Initiatives/Projects Prioritization

CSU's Value Framework has provided a stakeholder driven approach for prioritizing and scheduling the ITS initiatives.

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CSU's Value Framework

Stakeholder Value:Internal and External

InstitutionalValue

Technical and Institutional Dependency

Technical and Institutional Risk

Financial Costs / Benefits

Implementation Costs Funds for re-direction New revenue sources

Planning Principles Student Faculty Staff Business Partners Legislative Staffs Alumni

Risk of doing Risk of not doing

Pre-requisites "Low Hanging Fruit"

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ITS Planning: Initiatives/Projects

Distributed Learning & Teaching

Centers for Institutional Technology

Development

Multimedia Repository

Library Resources

One Card

Procurement Process Improvement

Streamline I/T Delivery

Common Management Systems

Student Friendly Services

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EDUCAUSE Top Ten IT Issues

Administrative Systems/ERP IT Funding Strategies Faculty Development, Support and Training IT Staffing and HR Management Distance Education Teaching and Learning Strategies IT Strategic Planning Online Student Services Maintaining Network and IT Infrastructure Electronic Classrooms/Technology Buildings

EDUCAUSE Quarterly, 2002

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Institutional - other Revenue from resale of

services to campus community One Card (Debit, Telephone) Services to Auxiliary Enterprises Services to K-14 institutions

ITS: Funding Foundation

Funding Foundation

State General Funds Capital Funds Special Taxes

Students Student Technology

Fee Purchase/Lease of

PC’s

Private Sector Partnerships Gifts and Grants

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- Collaboration +

ITS: Collaboration vs. Centralization

Single Campus Model

Multi-Campus Model

System-wide Model

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ITS: Oversight

Procurem

ent Process Im

provement

Technology Pre-requisites

Outcomes

Personal Productivity Excellence in Learning and Teaching Quality of Student Experience Administrative Productivity and Quality

Integrated Technology Strategy Progress 1996-2002

Access

Access Infrastructure Initiative Baseline Training & User Support Infrastructure

SupportTraining

Net

wor

k

Har

dwar

e

Sof

twar

e

Student Friendly S

ervices

One C

ard

D

istr

ibut

ed L

earn

. & T

each

.

M

ultim

edia

Rep

osito

ry

L

ibra

ry R

esou

rces

Com

mon M

gt. System

s

Stream

line I/T Delivery

Initiatives

C

ente

rs fo

r In

st. T

ech.

Dev

elop

.

Procurem

ent Process

Initiatives / Projects

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Technology Infrastructure

TII ScopeTII Scope

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Technology Infrastructure

A broader concept of “infrastructure” Includes hardware/software access, training, support

Technology Infrastructure Initiative (TII) Campus network build-out 4CNet

Funding alternatives Public/Private partnership (CETI) Bond Issue

Measures of Success

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Technology Infrastructure Initiatives

Fully build-out baseline intra- and inter-campus technology infrastructure

Funded program to keep the infrastructure current

Infrastructure capability to meet the educational needs of 100,000 new students expected to enroll by 2005 (“Tidal wave II”)

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Stage 1 Spaces, Pathways and Intra-building Media Funded by State Capital Outlay Program

Stage 2 Inter-building Media, Network Equipment,

Network Management Tools, Training and Staff Professional Development

Funded by CSU Support Budget

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TII Stage 1 Infrastructure Upgrade Spaces, Pathways and Intra-building Media 11 CSU campuses have successfully received bids Multiple campuses begin construction by Fall 2002

TII Stage 2 Infrastructure Upgrade Inter-building Media, Network

Equipment, Network Management Tools, Training, and Staff Professional Develop

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State-wide Infrastructure

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Infrastructure: Financing

$245 million over 4 years Stage 1

State Capital Outlay – $180 million

Stage 2 Support Budget – $65 million

Refresh Support Budget – $20 million per

year Three year refresh cycle

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Infrastructure: Lessons Learned

Strategic Imperative = standardized, integrated, robust infrastructure

Operating and equipment standards are essential Training and professional development of

technical staff Workstation standards easy to define and difficult

to maintain/enforce Use multiple approaches to user training Support desk issues more difficult in multi-

campus system setting

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Making The Dream Come True

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Administrative Systems: Why Change?

Integrated Technology Strategy in place

No system-wide HR system Financial system replacement Different ERP packages

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Common Management Systems (CMS)

Improved Efficiency

Improved Quality

Standard of Best Practices

for Students, Faculty and Staff

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CMS Target Environment

Administrative “best practices”

Shared service center

Shared, common suite of applications software

1999

2006

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Lessons Learned: From the CSU to You

Software Implementation Approach Sponsorship & Teamwork Project Scope Project Management Communication Change Management Budget Expect the Unexpected Celebrate Successes

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Software Implementation Approach Consider total cost of ownership Approach needs to work for your

campus Collaborate but make decisions Minimize customizations

CMS Approach Single software version Database copy for 23 campuses Centralized application development System-wide interfaces and reports Campus managed rollout to end users

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Sponsorship & Teamwork

Engaged executive sponsorship Informed and engaged stakeholders Campus led, system initiative System-wide teams and teamwork

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Project Scope

Well articulated scope - watch out for creep!

“Must-have” functionality “Phase-in” functionality When are you ready? When is product

ready?

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Project Management

Strong project management and oversight

Realistic project plan Clear and consistent status reporting guidelines

One task at a time, one day at a time, milestones met, project completed

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Communication

Communication commitment Recognize different communication audiences

Internal to CMS Project External to CMS Project, internal to CSU External to CSU

ECAR papers

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Change ManagementWhy can’t I do it the way I’ve always done

it?

Business process change is painful Technology change is merely difficult Need to remain open and willing to change

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Budget

Develop realistic budget Work through tough budget years

39%

10%27%

7%17%CMS Budget

$400M for initial 7-year implementation $10M for average campus implementation

CSU Salaries

Support & Services

Data Center

Software

Consultants

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Expect the Unexpected

View challenges as opportunities Include contingency planning

CMS Experience California budget turnaround State audit

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Celebrate Successes

CMS Milestones HR and Finance – 15 campuses live + 1 more this yr Student Administration – 3 campuses live + 3 more

this yr All campuses fully operational by 2006

Celebrate project milestones

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Making The Dream Come True

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Why Outsourcing?

Considered feasibility of data center consolidation Est. cost to operate 20+ CSU campus data centers -

$50M+ Data center consolidation deferred until ERP decision

Selected PeopleSoft Decided to use shared regional data center(s) Opportunity to centralize away from 20+ data centers Complex technical environment Didn’t choose to rely on campus data centers

1996

1998

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Outsourcing: Approach

Technical Architecture Planning Request for Quote Request for Proposal Vendor Selected Contract Negotiations

Five year contract, $60M Hardware Operations

Largest data center outsourcingagreement in Higher Education

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Outsourcing: Implementation

Setup Data Center – Salt Lake City, Utah

Operational as of July 2001 Complex Environment

120+ servers 392 database instances

Service Level Agreements with campuses System Availability Problem Management Back-ups Network Availability Disaster Recovery

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Outsourcing: Lessons Learned - So Far

“Real” outsourcing Defined roles and responsibilities Accountability – SLAs Significant preparation and

planning Procedures and process Contract clarification Location

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Complete the Dream

Need to Complete Technology Infrastructure Need to Complete CMS ERP on all campuses Maintain Outsourced Data Center All this provided base to now allow us to focus

on academic technology planning

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Academic Technology Strategy

Goal of the Academic Technology Strategy

is to provide …

We’ve only touched the tip of the iceberg

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Planning Steps

As with ITS in 1996:

Document current state Develop vision for technology support of

academics Provide a common framework for decision-

making Determine short list of initiatives based on

stakeholder value and “ROI” Finalize and communicate the Strategic

Academic Technology Plan

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Objectives

When completed, we will have identified:

Short list of strategic initiatives Resources required 3-5 funding alternatives Pros/cons of each alternative Organizational and structural impacts /

requirements How to leverage our investment in technology

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Framework

Outcomes Marketing and Recruitment Services to Students Teaching and Learning Access to Programs

Current ITS Academic Initiatives Library Resources Multimedia Repository Centers for Instructional Technology Development Distributed Learning & Teaching

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Potential Initiative Areas

Marketing and Recruitment Increase recruiting

yields (Faculty and Students)

Student Services Decrease

marketing/recruitment cost per faculty or student

One stop self service options

“High touch” assistance on demand

Teaching and Learning Develop multi-mode

courses On line programs Reduce cost of

instruction Reduce time to

graduation Access to Programs

Accommodate increased enrollment

Reduce new capital costs

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It’s the Planning…

Planning is strategic and tactical Resources affect the pace not the outcome Communicate effectively

Can’t see the forest for the trees?

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It’s the People…

Teamwork Sponsorship Leadership Focus

Celebrate the milestones

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Persistence too…

Persistence from everyone

Need to be willing to change your mind

Get paid to be right not consistent!

Don’t let the tough days get you down

Keep smiling!

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CSU California Dreamin’CSU California Dreamin’

We Dreamed ItWe Dreamed It

We Planned ItWe Planned It

We’re Doing We’re Doing It!It!

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Now what about you?Now what about you?

Documents

1 California Dreamin' How Planning, People, and Persistence Make Dreams Come True Hilary J. Baker, Senior Director David J. Ernst, Assistant Vice Chancellor/CIO