(IT) Tech plan - Cabrillo College

Updated June 4, 2012

Technology Plan & Program Review

Information Technology Department Spring 2012

Updated June 4, 2012

Information Technology Department Technology Plan & Program Review Spring 2012

Prepared by: Dan Borges Director, Information Technology

Content Contributors

Name Title Ray Rider Manager, Tech Services Rhea Leonard Lab Coordinator, CTC Barbara Durland Lab Coordinator, CTC Holly Costa Telecom Administrator Wade Gil System Administrator Melody Mills Computer Technician Mikki Adams Network Administrator Lee Schultz Multimedia Coordinator Ryan Andres Network Administrator Kyle McCarthy Technical Assistant Kathy Williams Administrative Assistant Spring Andrews Project Manager Byron Cornwell Programmer Analyst Sam Ramsey Contract System Administrator Marcy Wieland Programmer Analyst Victoria Lewis Vice President, Administrative Services Ann Schwartz Computer Technician Chyrel Nicholson Computer Technician Francine Van Meter Director, Teaching and Learning Center Carol Jacobs Help Desk Support

This report was prepared during the period from November 2011 through May 2012. It involved a collaborative process eliciting significant input from the many individuals above and the Tech Committee, overall it has been a very collegial process. Each individual’s time and expertise are greatly appreciated. Although this is a three year plan, the goal is to submit an annual revision thereby keeping the information current and relevant.

June 4, 2012 IT Technology Plan & Program Review Page 1

1. Contents

2. MISSION AND PROGRAM OUTCOMES ................................................................................................... 3 A. MISSION OBJECTIVES ............................................................................................................................................................... 3 B. PROGRAM OUTCOMES .............................................................................................................................................................. 4

3. DEPARTMENT FUNCTIONS ......................................................................................................................... 6 A. FUNCTIONS BY SECTION .......................................................................................................................................................... 6 B. ACCOMPLISHMENTS & GREEN IT .......................................................................................................................................... 7 D. TRAINING ................................................................................................................................................................................ 10

4. SERVICE AREAS ............................................................................................................................................ 11 A. STUDENTS ............................................................................................................................................................................... 11 B. FACULTY AND STAFF ............................................................................................................................................................. 15 C. IT DEPARTMENT COLLABORATION .................................................................................................................................... 17

5. STAFF RESOURCES .................................................................................................................................... 19 A. ORGANIZATION ...................................................................................................................................................................... 19 B. ASSIGNMENTS AND RESPONSIBILITIES .............................................................................................................................. 20 C. MEETING SCHEDULES ............................................................................................................................................................ 21

6. PHYSICAL RESOURCES ............................................................................................................................ 23 A. BUILDING, FACILITIES, AND EQUIPMENT .......................................................................................................................... 23 C. NETWORK TOPOLOGY ............................................................................................................................................................ 25 D. ENTERPRISE APPLICATIONS AND SOFTWARE .................................................................................................................. 28

7. DEPARTMENT EVIDENCE & PROJECT MANAGEMENT .............................................................. 30 A. PROJECT MANAGEMENT IN IT ............................................................................................................................................. 30 B. THE IT INTRANET .................................................................................................................................................................. 33

8. FISCAL RESOURCES ................................................................................................................................... 37 A. IT ACQUISITION PROCESS .................................................................................................................................................... 37 B. CONSTRUCTION PROJECTS ................................................................................................................................................... 39 C. GRANTS, STATE PROGRAMS, AND OTHER RESOURCES .................................................................................................... 39

9. PROGRAM PERFORMANCE ..................................................................................................................... 40 A. QUANTITATIVE MEASUREMENTS ....................................................................................................................................... 40 B. QUALITATIVE MEASUREMENTS .......................................................................................................................................... 41 C. TREND ANALYSIS ................................................................................................................................................................... 42 D. OBJECTIVES BASED ON SURVEY RESULTS .......................................................................................................................... 43

10. STAFF PLAN ............................................................................................................................................... 44 A. APPLICATIONS (TECHNICAL APPLICATIONS) .................................................................................................................... 44 B. OPERATIONS (TECHNICAL SERVICES) ................................................................................................................................ 47 C. CLIENT SERVICES & COMPUTER TECHNOLOGY CENTER (CTC) .................................................................................... 48

11. IT STRATEGIC PLAN ............................................................................................................................... 50 A. APPLICATIONS (TECHNICAL APPLICATIONS) .................................................................................................................... 50 B. OPERATIONS (TECHNICAL SERVICES) ................................................................................................................................ 53 C. CLIENT SERVICES .................................................................................................................................................................... 57 D. TIMELINE ................................................................................................................................................................................. 59

12. CONCLUSION ............................................................................................................................................. 62


Executive Summary Information Technology Department Overview The major objective of the Information Technology (IT) Department at Cabrillo College is to meet the demands of expanding technology integration in all aspects of college life through the maximization and efficient use of our resources. The department includes three functional groups; Applications, Operations, and Client Services supporting the technical needs of Students, Faculty, and Staff in a multi campus environment. The alignment of department duties applies to each major support area; Instruction, Administration, and Student Services (known as components). In addition, IT provides the infrastructure that supports all campus operations and activities. The Tech Committee, which is based on the collegial principles of shared governance, assists the Information Technology department by providing advice and direction. Members from each of the three components sit on the Committee and provide valuable input.

Technology Plan and Program Review Another objective is to provide an understanding of how IT operates and plans for technology needs. This includes how the Technology Plan relates to the budget planning process as it becomes more fully integrated with the College Master Plan, the Facilities Master Plan, and the Distance Learning Plan. This report combines the Technology Plan and the IT Program Review to meet Accreditation requirements. The first sections of the report identify and define department functions and how those functions integrate with the services areas. The physical resources and environmental factors are documented. There is an emphasis on the IT Staff Plan and the IT Strategic Plan where objectives form a link between budget and planning. Department Support by the Numbers With a staff of 25, the IT Department: maintains over 85 applications relating to Instruction; supports 1202 PC and 304 Mac desktops for Instruction; and another 893 PCs and 255 Macs for staff and faculty; supports 56 Virtual Clients, manages 126 Smart Classrooms and 46 Labs; maintains over 300 printers; manages 129 physical and virtual Servers; supports 53 Network Closets (IDFs) and 3 Data Centers; completes over 1500 support work orders per year; provides both internal and external web environments saving over 57,000 web documents; and participates in 9 college committees. In addition, there are over 1500 network accounts; 155 wireless antennae; support 1200 IP phones and 1000 voice mail user accounts; manages 100 fax machines & IP fax services, 4 Call Centers; 400 facilities equipment endpoints; and lastly 70 data and voice WAN/ LAN/dedicated communications circuits. Recent IT accomplishments include development of: upgrades to the network infrastructure including Voice over Internet (VOIP); Storage Area Network (SAN); and Server Virtualization in the Operations group. Implementation of significant Colleague modules have included version R18, Ecommerce, UI 4.3 in the Applications group. The Client Services group has developed Smart Classrooms, Labs, and new Virtual Desktop Infrastructure (VDI) technology.


2. Mission and Program Outcomes A. Mission Objectives Technology at Cabrillo College is an integral component of multiple aspects of learning, teaching and student support, and provides the foundation and infrastructure for administrative and Instructional requirements. The Information Technology Department therefore directly supports the College’s mission and values.

Cabrillo Mission Statement Cabrillo College is a dynamic, diverse and responsive educational community dedicated to helping all students achieve their academic, career, and personal development goals. The Mission Statement for Information Technology supports Cabrillo’s goals: The Information Technology department serves the technical requirements of Cabrillo's students, faculty, and staff. IT has two missions; to support Student Learning Outcomes (SLOs) and to support Administrative Unit Outcomes (AUOs), they include:

Provide students with technology that supports learning and positive outcomes.

Provide faculty and staff with technology and services to support a

successful college environment.

Cabrillo Objectives Cabrillo College is a safe, friendly, accessible environment where all students and community members may optimize their academic, career and cultural development. As Cabrillo College continues to advance as a dynamic center for life-long learning, we will:

Provide general, lower division coursework leading to an associate degree in the arts or the sciences;

Prepare students to transfer to four-year colleges and universities; Offer technological services and support for students, faculty, and staff; Deliver programs to improve basic math, reading, communication, and ESL skills; Grant opportunities for students to develop a global perspective through a curriculum with

international and multicultural applications; Furnish support services for the intellectual and personal development of all Cabrillo

College students, including opportunities to participate in campus governance; Foster a comprehensive and enriching program of extracurricular activities; Conduct community education programs that encourage learning at every stage of life; Award occupational certificates and degrees for career preparation and advancement; Administer customized training programs for business and industry; Increase career development support for students, faculty, and staff through career

exploration, counseling, job preparation, job opportunities, and academic and classified staff development;

Collaborate with local high schools in curriculum development;


Advance cultural and personal enrichment programs for the college and community members, and promote inter-collegiate competition opportunities for students.

Cabrillo Vision Statement

Cabrillo College is passionate about developing critical thinking, honing oral and written communication and enhancing global awareness, while cultivating personal and professional responsibility in our students. Exploration, innovation, creativity, and implementation of a variety of teaching methods, including technology literacy, are hallmarks of our approach to learning. We help students of varying skill levels achieve their potential, and consider everyone in the college part of a community of learners who are treated with dignity and respect. Cabrillo College supports a climate of diversity, self-empowerment and sustainability, with a strong sense of social justice. Values

Student Focus: Meeting community and student needs by creating an educational environment and culture so students can attain a variety of goals.

Excellence: Maintain a high standard of integrity and performance leading to the achievement of academic and professional goals.

Collaboration: Seeking input from all sectors of the college and the community. Diversity: Fostering a learning community in which the values, goals, and

learning styles of all students are recognized and supported. Life-Long Learning: Serving enthusiastic, independent thinkers and learners

striving for personal growth. Integrity: Behaving ethically in all interactions at all levels. Technological Advancement: Keeping pace with global technology trends and

enhancing traditional instruction with technology to prepare students for success in the work place.

B. Program Outcomes The IT Department mission and objectives mentioned above are closely aligned with The College Master Plan goals. Those goals, which have been streamlined recently, include:

1) Goal A: Increase student success 2) Goal B: Enhance College effectiveness

To address technology needs for the college, planning has been increasingly formalized and integrated with college-wide planning. Planning for the college’s technology needs is integrated into the college’s budget, program review, and governance. Technology planning results from the College Master Plan, the Facilities Master Plan, and the Technology Plan. Once the technology needs are defined and prioritized via the planning process, the implementation of these resources are coordinated between the functional areas and the IT Department. This inclusive method allows the college to apply funding sources, which include general budget, instructional equipment, matriculation, construction, bond and grants, to comprehensively meet technology needs.


Long-term planning for technology infrastructure needs is coordinated in governance committees. The Tech Committee supports the IT acquisition process detailed in the Fiscal Resources section and coordinates long-term planning for technology infrastructure needs. At these meetings desktop, multimedia, networking, and other technology needs are discussed. This includes new construction, remodeling, and moving of technology resources and relocation of employees. IT department staff and management attends the various construction team meetings on a regular basis to ensure that the IT department planning is coordinated with major project development. Instructional equipment planning is coordinated between the Instruction Component and the IT Department. The Instructional council includes members of IT and serves as a valuable conduit between both departments. As instructional equipment funds become available either via yearly allocations from the Chancellor's Office or via grant funds, the Instruction component determines how to distribute the funds to best support Instructional programs. Planning for implementation of new applications includes meeting hardware and software requirements. The IT Department upgrades and expands servers and related support equipment in the Data Center as new administrative and instructional systems come online. Whenever possible, applications share server and storage management resources using virtualization techniques to reduce maintenance and replacement costs. Bond, state, construction, and equipment funds enabled the college to purchase the Storage Area Network (SAN) and the equipment needed for the Desktop Virtualization Infrastructure (VDI) project and included major upgrades to server and data storage equipment. A Google Docs tool known as Smartsheet has been developed to manage projects and assign priorities into the IT department’s workflow. IT project implementation is closely coordinated with each component at regular status meetings. Recently many new strategies to provide better service have been employed including the use of Google Docs and Sites as a cost effective approach to improve collaboration, communication, and project management. After analyzing IT Department functions with project requirements, changes in the department are needed to maximize technical opportunities. Expertise is needed in both Project Leadership and SQL Server administration in the Applications group. Consistent funding will also be needed to leverage the many projects listed in the IT Strategic plan at the end of this report. Valuable staff resources are needed to deliver mission critical applications and services to improve Institution Outcomes.


3. Department Functions The department includes three functional groups; Applications, Operations, and Client Services supporting the technical needs of Students, Faculty, and Staff in a multi campus environment. The Cabrillo IT Department manages the College’s network, data centers, and VOIP as well as their respective infrastructures for the Aptos, Watsonville, and Scotts Valley campuses. In addition, the department is responsible for desktop and laptop computers, virtual clients, printers, projectors, and other related devices for all staff, faculty, classrooms, and labs. Lastly enterprise applications such as Colleague and Softdocs, are managed by the Cabrillo IT Department. A. Functions by Section Applications – This group, also known as Technical Applications, consists of 4 Programmer Analysts and 2 Coordinators who work primarily on the College’s enterprise system: Colleague. The skill set and areas of expertise include application development in a Unidata environment along with user department knowledge for areas such as Business Office, HR, Student Services, and Instruction. The reporting requirements for both the State’s Chancellor Office and US federal requirements are vital functions of this group. One of the largest technical changes and challenges recently has included the incorporation of SQL databases into Cabrillo’s data environment. The challenge and opportunity of managing SQL Server applications and databases has become apparent. One of the highest priority projects for Applications is the SQL Data Warehouse project. Operations- This group, also known as Technical Services, contains the basic operations and infrastructure activities for the College. One admin group includes 4 administrators for Networking, Telco, and Server Administration. This group handles infrastructure requirements for all new building construction, managing and maintaining the Voice over IP (VOIP) Tele-communication systems, and building and maintaining new server resources on both physical and virtual platforms. A significant technical challenge for this group includes the balancing required to maintain existing equipment and services along with the need to incorporate new services and technology to improve efficiencies for the District. Client Services – This large group consists of client activities from both Technical Services and the Computer Technology Center (CTC). Functional management responsibilities are shared by the Manager of Technical Services and the CTC coordinator. CTC supports Instruction and Technical Services supports administrative requirements from Staff and Faculty.

Technical Services The 4 individuals from the Technical Services group include 2 Computer Systems Maintenance Technicians, 1 Multimedia specialist, and 1 Help Desk technician.


Computer Technology Center The 3 faculty members include one who is the group coordinator, and 4 Computer Systems Maintenance Technicians who support Smart Classrooms and Labs for Instruction.

A technical challenge for this intra-departmental collaboration effort includes the Virtual Desktop Infrastructure (VDI) project. The potential savings in staff support and equipment replacement cost could be significant. Administration – The remaining members of the department include the Director, the Administrative Assistant and the Web Administrator. Students - In addition to the regular full time staff, the IT Department also employs many student workers. This practice continues a long tradition at the IT department where almost half of the current staff was former students. This promotes a strong work ethic where a Cabrillo-first attitude leads to positive service and support. Currently 15 students are employed at the CTC Lab as Teaching Assistants (TA) and Office Assistants (OA). On the Administration side for Faculty and Staff, another 6-7 students are employed as Support Assistants assisting with Help desk and client support issues. B. Accomplishments & Green IT The Cabrillo IT Department has accomplished some very significant goals that were identified as recommendations in the 2007 Technology Plan. Some of the more noteworthy of the IT Department’s recent accomplishments include:

Development of an integrated college web site Implementation of Alert-U, an emergency response application Significant upgrades to the college network infrastructure Voice over IP Tele-communications infrastructure Wireless service across campus restricted to students, staff, and faculty Relocation of staff/faculty to new buildings Upgrade or installation of many smart classrooms Installation of Storage Area Network (SAN) Implementation of Softdocs application Implementation of IT Disaster Recovery Plan Completion of the R18 conversion on Colleague Updated inventory of IT equipment

A recent surge in effort has provided many advanced technical services for Cabrillo: Colleague Ecommerce implementation The Ecommerce 4.1 Colleague module was installed and implemented. This was required to ensure Colleague PCI compliance with credit card transactions. Additionally a follow on project to ensure that Cabrillo was PCI compliant was successful as IT systems were internally audited. This was completed in November 2011.


Virtual Desktop Infrastructure (VDI) Leveraging an opportunity to redesign Labs in the Building 300 renovation project, the server infrastructure and requirements for zero clients were planned and implemented for use in spring 2012. The new VDI strategy will save significant costs with the service and support needs for the Lab. The goal for 2012 is to deploy 250 zero clients for both new and established labs with a future expectation that staff and faculty could also benefit from the new technology. This is an ongoing project. SQL Data Warehouse The scope of this project was to create a SQL data warehouse for definitive single-source reporting of Cabrillo’s enterprise data. It will support the Student Outcomes for Faculty Inquiry and Analysis System (SOFIA). The benefits of this project will be to create a SQL-based ‘just in time’ data warehouse that integrates a wide variety of data sources with more current information. This project will offload and update IT reports that will move to a more digital delivery and format. The estimated completion date is July 2012. Colleague UI 4.3 Upgrade Support for Colleague User Interface (UI) version 2.3 ended December 31st, 2011. To ensure support, all UI version 2.3 clients were needed to be upgraded to UI version 4.3. In addition, the Colleague UI upgrade will eliminate dependency on Query Builder. Because the environment contained extremely old desktop computers, over 90 new desktops were purchased and deployed in less than two months. The estimated completion date to convert all Colleague users is March 2012.

Data Reporting Strategy Significant time was required to resolve data reporting issues. A reporting task team was assembled. The scope of this project includes reporting procedures, processes, and activities for Cabrillo College. The benefits will establish a single point of contact for MIS reporting and strong communication techniques to the Reporting task team. After the completion of one annual reporting cycle, the project will be complete. Data Center Migration This scope of this project consisted of consolidating two inadequate data centers into one robust location capable of growing a modern, ultra-dense, centralized infrastructure in a secure and sustainable environment. The benefits of this migration are to improve flexibility to adapt to changing business needs while minimizing the liabilities of unplanned IT-related outages and disasters. Improvements and corrective action have taken place with power consumption, power redundancy, racking, physical security, and aisle containment to improve power efficiency. The completion date was January 2012. Blackboard Upgrade During the fall semester, the Blackboard team worked on transitioning from version CE8 to version 9.1. Blackboard 9.1 was a major upgrade that required analyzing all processes to meet new criteria for authenticating. This included working with the new hosted site to convert the authentication module to work with Cabrillo’s Active Directory. In addition, the upgrade required a rewrite of all the scripts that generate the Blackboard accounts and section enrollments.


IT Department Intranet Starting from an Accreditation standpoint, the IT Intranet took shape using Google Sites. As the first content included meeting agendas and minutes documented on the Accred3C site, it quickly changed into a full blown department Intranet containing project documents and other related documentation under each of three IT groups. It was designed as a collaborative site with a wide span of content for both internal and external employees.

Green IT The IT Department makes a significant effort to reduce energy consumption at Cabrillo College. The primary areas of concern include data center and desktop power utilization. The following list indicates a few areas where a decreasing IT footprint has been effective:

The Data Center Migration project mentioned above eliminated one entire Data Center where extensive power and environmental controls were required.

Close to 70% of servers have been virtualized reducing the power requirements in the Data Center. Although there are 40 physical servers remaining, future projects will include additional virtualization.

The new VDI project that has started in Building 300 promises to reduce the power consumption by desktops. Cabrillo is starting with 32 zero client machines in early 2012 with plans to deploy as many as 250 more machines by the end of the year.

The Desktop support team has deployed close to 400 smart strips throughout the winter 2011 break. This was an energy saving promotion from PG&E that Cabrillo has taken advantage of to provide a savings in desktop power consumption.

IT is only a part of an overall campus effort to save costs by decreasing power consumption at Cabrillo. The following is recent data showing power consumption (in draft form) provided for the College’s Master Plan:

Cabrillo College Master Plan Deliverable E5:

Est. Kilowatt hours (kWh) of electricity used per square foot (Aptos Campus)

2000 2007 2008 2009 2010 2011

533,000 sq' 548,700 sq' 671,000 sq' 728,000 sq' 785,688 sq' 785,688 sq'

3,261,990 6,027,489 6,816,934 7,402,868 6,914,629 6,751,660

6.12 11.00 10.16 10.17 8.80 8.59

Note: Aptos campus only. Sources: PG&E; Facilities Planning & Plant Operations.

Change in Kilowatt Hours Used Per Square Foot, 2007 - 2011 (Aptos Campus):

2007-2008 -7.6% 2008-2009 0.001 2009-2010 -13.5% 2010-2011 -2.4%

The decreasing trend over the last 4 years is remarkable and IT is pleased to be part of the overall effort that is required from all departments from Cabrillo.


D. Training Employees- Desktop training for Cabrillo employees is available at the Teaching and Learning Center (TLC), a department that works closely with IT. This includes assistance with standard applications. Cabrillo’s IT Department offers limited training on certain applications and systems used at Cabrillo, such as Colleague and Web Publishing. Professional Development -The following list indicates recent and future professional development for staff in the IT department:

2011 Training and other recent classes Date Subject Attendees 10/25-28/2011 Kourier ETL Byron Cornwell

Marcy Wieland

Loren Washburn

Dan Johnson

Athena Locke

Steve Wheeler

10/31-11/3/2011 VMware Barbara Durland

Marcelo Noguiera

10/1/2010 McAfee Wade Gil

10/1/2009 CommVault Wade Gil

2012 Training

2/28-3/3/2012 SQL Server Byron Cornwell

Marcy Wieland

Dan Johnson

Athena Locke

Spring Andrews

Steve Wheeler

Wade Gil

Barbara Durland

Marcelo Nogueira

Loren Washburn

As technology changes, training requirements need to be continuously updated. Significant effort is required to maintain a sufficient level of knowledge in all areas of technology. Some of the important areas that will have a special educational focus in 2012 include: Cisco Unified Computing (UCS), Cisco VOIP, Storage Area Networking (SAN), Virtual Desktop Infrastructure (VDI), Information Technology Infrastructure Library (ITIL), and Windows 7.


4. Service Areas The IT Department provides services for all members of the Cabrillo College community. The students utilize technology to learn what the college has to offer, register for classes, and complete coursework. The faculty use technology to develop curriculum, obtain class rosters, input course grades, and provide a distance-learning environment. Staff employs technology for purchasing, scheduling, managing student data, communicating, and managing their daily work. Managers rely on technology for data and statistical analysis to support planning and decision-making. A. Students All students utilize technology supported by the IT Department, from their original application to the college through the completion of their educational goals. Due to budget reductions and fee increases, the number of students served has decreased over the last several years. Information from the 2011 Fact Book indicates the following statistics for Term by Term Headcount:

Table 1: Student Headcount

Academic Year

Summer Fall Winter Spring Annual FTES

2008-09

6173 16,924 2242 16,445 24,757 13,396

2009-10

3982 16,466 1184 15,695 22,330 12,515

2010-11

3280 15,732 151 15,151 20,851 11,856

The IT Department works with both Student Services and Instruction to provide technology that supports students. The IT Department manages or supports many applications that enable matriculation and educational goal achievement. Many of the applications required by students and by Faculty and Staff appear in Table 2.

Table 2 –Applications

Student-oriented Application Function Hosted

CCCApply Application to college On campus SARS Suite Counseling appointment services On campus Colleague Student Services Module

- Registration - Academic Scheduling & History - Transcripts - Financial Aid & Online Payment - Degree Audit

On campus

Blackboard Online course participation Offsite Alert-U Emergency notification Offsite


Housing and Textbook Xchg Find Housing and buy/sell texts On campus

iTunesU Multimedia instructional material Offsite

Protected Directories Instructional material access On campus

Online Orientation Online Orientation On campus

Section Searcher Find open sections On campus

Job/Internship Board Find Employment or Internships Offsite

Salsa Directory Fid Instructor/Staff contact info On campus

Online Catalog Education planning On campus

Online Schedule of Classes Education planning On campus

Online Advising Academic counseling On campus

CAPP Assoc. Assessment Academic placement Offsite

C4-WebMO Molecular modeling for chemistry On campus

Pencasting Share lecture notes and recordings On campus

Online Writing Lab Assistance with English comp On campus

Online Math Tutoring Assistance with homework On campus

National Student Clearinghouse Self-service enrollment verification Off campus

WebPAC Innovative Library Catalog On campus

Faculty and Staff-oriented

Application Function Hosted CCCApply Application processing On campus SARS Suite Counseling data management On campus Colleague Student Services Module

- Grades - Academic Scheduling - Human Resources

- Section Rosters

On campus

SoftDocs Document Scanning On campus

Blackboard Online course management Offsite Alert-U Emergency notification Offsite CurricUNET Curriculum management Offsite

iTunesU Multimedia instructional material management

Offsite

Protected Directories Instructional material management On campus

Section Searcher Real-time enrollment tracking On campus

Enrollment Tracker Historical enrollment tracking On campus

Job/Internship Board Offer student jobs and internships Offsite

Salsa Directory - Faculty/Staff/Department contact info management - Faculty contract hours analysis

On campus

AdAstra Room/Event Scheduling On campus

MaintenanceTracker Maintenance request management On campus

CommuniGate + “Correo” Email + calendar On campus

Postini Spam filter and management Offsite

GoogleApps Cloud computing + intranet Offsite

Tech40 IT support request management On campus

Classroom and Laboratory Instructional Equipment


The IT Department maintains technology and equipment in classrooms across each campus. There are 1202 PCs, 304 Macs, 59 Printers, 46 labs and 126 Smart Classrooms. Table 3 below provides a summary of the location and numbers classroom and laboratory equipment.

Table 3 - Instructional Resources Supported by Information Technology

Building Smart

Classrooms

Virtual Computers

Clients PC Macs

100 1 26

300 10 32 34 54

400 14 13 27

450 3 2

500 11 24 132 24

600 8 61 17

700 4 50 2

800 4 29

900 1 9

1000 2 265 8

1100 1 1

1300 4 29 20

1400 100 38

1500 2 1 1

1600 1 1

2500 2 97

5000 3 21 10

HW 6 79 3

SAC 4 75 1

VAPA 20 1 97

WATS 21 169 1

SV 4 8

Totals 126 56 1202 304

Support for both the PC and Mac platforms is available in the Instruction environment. This can create challenges in keeping current with new technology as the CTC attempts to stay in synch with Instruction goals. The many supported applications by the CTC staff can be seen below in Table 4:


Table 4 - Instructional Software supported by Information Technology

Mac Applications Classes iMac

DM-1 DM-2

Dreamweaver CS5 Flash CS5 llustrator CS5 Indesign CS5 Photoshop CS5 Bridge CS5

DM-4, DM-113 DM-160B DM-160C

Illustrator CS5 Photoshop CS5

DM-6 AP-6, AP-43, AP-46A, AP-47, ART-27, ART-31A, ART-4

Illustrator CS5 Indesign CS5 Photoshop CS5 Bridge CS5

DM-8 Illustrator CS5 Indesign CS5 Photoshop CS5 Flash CS5 Bridge CS5

DM-12 Illustrator CS5 Photoshop CS5 Corel Painter X Bridge CS5

DM-60A Photoshop CS5 Bridge CS5

DM-70 DM-72 DM-76

Dreamweaver CS5 Flash CS5 Illustrator CS5 Photoshop CS5 Bridge CS5

DM-134A Final Cut Pro Photoshop CS5 Bridge CS5

General use Microsoft Word Safari Firefox TextWrangler Fetch TextEdit iTunes iMovie GarageBand

PC Applications

Accounting classes Peachtree 2011 Quickbooks 2010

CABT classes DataEntry Filezilla Keyboarding Pro 4 MicroPace Notepad++ NP_WordComp SeaMonkey Kurzweil

CIS/CS classes Alice Cisco Packet Tracer CoreFTP Lite Cygwin Bash Shell OpenOffice Paint.NET Putty Textpad

DM classes Adobe Bridge CS5 Dreamweaver CS5 Flash CS5 Illustrator CS5 Indesign CS5 Photoshop CS5 CoreFTP Lite Filezilla Notepad++, Safari

ETECH & Engineering Classes

Archicad 14 Autocad 2012 Corrosn Google Sketchup 7 Matlab, PSpice ProEngineer 5.0

MA classes Medisoft Medcin Quantim

Math classes Academic Systems Algebra GNU Octave

Other classes Chef Tech Fire Tech EMT Video iTunes, ImPACT Microsoft Project 2007

General use Microsoft Office 2010 Firefox 5 Internet Explorer 9


Miscellaneous CTC Labs

Music (Mac) Theater Arts: (Mac) English (Mac) Journalism

(Mac) Pro Tools Reason Logic GarageBand Practica Musica Finale Earmaster Musition Aurelia

Google SketchUp Virtual Light Lab Vectorworks Illustrator Photoshop

VMWare Fusion Indesign Photoshop

Nursing (PC) Adaptive Computing (PC)

ECG NCLEX 4000 Watson Dental software

Dragon Kurzweil Zoomtext Daisy Reader Balabolka Jaws

B. Faculty and Staff The IT Department supports all faculty and staff technology needs on campus. The groups and numbers supported include the following information in Table 5 derived from the 2011 Fact Book:

Table 5 – Employee Groups as of October 1, 2010

Job Categories # %

Executive / Admin / Manager 34 3.8%

Faculty, Adjunct 383 43.3%

Faculty, Tenure 208 23.5%

Clerical 107 12.1%

Technical / Paraprofessional 112 12.7%

Skilled Crafts 6 .7%

Service / Maintenance 35 4.0%

Total

885

100%

Faculty and Staff Applications and Devices The applications managed by the IT Department that support staff and faculty include:


Table 6 – Helpdesk related support offered by Information Technology

PC Applications Mac Applications

Email clients: Thunderbird, MS Outlook

Microsoft Office Suites: 2003, 2007 & 2010

Browsers: Firefox, IE

Operating Systems: Win XP & Win 7

Virus: McAfee

VNC (Virtual Network Computer)

Adobe Reader, QuickTime Alternative

Wireshark (Sniffer)

Itunes, Flash, Java, Shockwave

VLC (DVD Reader)

Ghost (Imaging Software), Defragger (Utility)

Contribute (WebEditor), Dentrix

Colleague Client UI 4.3

Email Clients: Applemail, Entourage, Thunderbird Microsoft Office Suites: 2008 & 2011 Browsers: Safari, Firefox Operating Systems: Leopard, Snow Leopard, Virus Scan: Virus Scan by McAfee VNC: Real VNC Bootcamp Parallels Boot Picker Itunes, Flash Likewise (join to the domain) DeployStudio (Imaging software over the Network) Netrestore (Imaging software for local Hard drive)

Student Labs Web Based Apps

EcoBeaker \ EvoBeaker (Biology Programs) QuickBooks Peach Tree LAND CADD (Horticulture) BIOPAC (Biology Program) Open Web Browser (Enrollment computers)

Tech40 (Tech & User Support Database)

Google Apps: Doc & Calander

Postini (SPAM Filter)

Coreo (Web Mail)

Extra Anti-Virus Software for PCs: Telecommunications:

MalwareBytes

SuperAntiSpyware

HyjackThis

Ccleaner

Eset Nod 32

VoIP (System software)

CISCO telephone device IP Phones

Call Manager (configure utility application)

Unity Cisco (Voicemail software)

Devices Other Mobile Devices: Smartphones: Iphone, Droid, Blackberry, IPAD Network Printers: Sharp Copier, HP Printers Computers: Desktop PCs (Dell & Omnipro), MAC, MACmini Laptops: Dell, MacBookPro

Softdocs AdAstra Crystal Reports Alert-u


Faculty and Staff Desktop Maintenance The IT Department supports all faculty and staff desktops on the administrative network. This includes maintenance of hardware and software for the desktops as well as related peripherals including printers and scanners. There are 893 PCs and 255 Macs in addition to 241 printers that are being supported. In addition to the daily effort to support desktops and related systems, support is performed for the Audio & Visual (AV) aspect of the many special events that take place throughout the campus. C. IT Department Collaboration The IT Department has worked diligently to develop strong relationships with other departments on campus, especially when there is a technical component that relates to each group. College strategies addressing technology are evaluated and updated annually for consistency with the College Master Plan and state guidelines. The primary governing body addressing technology issues is the Technology Steering Committee. The Technology Committee is a standing committee, meeting on a regular schedule (usually monthly) comprised of representatives from all areas including student services, administrative services, and instruction. Members represent management, faculty, and classified staff, with representatives from both CCFT and CCEU. The Technology Committee is chaired by the Director of Information Technology. The Technology Plan & Program Review is updated annually by Technology Committee and College Planning Council for consistency with the College Master Plan, and subsequently reviewed by the Board of Trustees. Information Technology has established contractual partnerships with several reliable, knowledgeable vendors. IT maintains frequent contact with other institutions, both statewide and nationally. Cabrillo has maintained a strategic partnership with Cisco Networking Systems. The College regularly engages Ellucian (formally Datatel) personnel regarding concerns and suggestions for product improvement. Cabrillo is represented at both the national (DUG) and statewide (3CDUG) Datatel user groups. The College is represented in CISOA (California Community Colleges Chief Information Systems Officers Association) and follows national developments in Educause. The Planning & Research Office (PRO) and Title V have worked closely and collaboratively with the IT Department to meet the research and reporting needs of the College. PRO and IT are in the process of developing a shared data SQL Data Warehouse. The data has been developed using an ETL tool, known as Kourier, with Colleague. Transactional and longitudinal data from both the College's and the California Community College Chancellor Office's (CCCCO) databases will be maintained in the reporting database and made available to Cabrillo staff. In addition, IT, PRO, and Title V are developing a Faculty Inquiry System (SOFIA) to enable the use of pertinent data for planning purposes. The IT Department works with several other offices and departments at the college to provide technology support and facilities. The Library provides an extensive online research environment, open computer labs, and computer classrooms. The Teaching and Learning Center (TLC) Department provides Distance Education and Blackboard course


management support to students using Blackboard and management of the hosted Blackboard system. The TLC also provides a staff and faculty lab to enhance learning and knowledge of Cabrillo employees, including web development. The Computer and Information Systems (CIS) department has had a strong relationship with IT over the years. Each group attempts to leverage technology for their respective stakeholders: Cabrillo faculty, staff, and students are addressed by IT and for student success is addressed by CIS. The IT department has provided equipment to CIS for Instructional purposes. One of the IT Department’s long term objectives is to build a student intern program.


5. Staff Resources A. Organization The Director of Information Technology is the Chief Information Systems Officer (CISO) for Cabrillo and reports to the Vice President of Administrative Services. The IT Department has a staff of 25 including the Director, 1 Manager, 3 Faculty, and 20 classified staff. Many Student workers provide help desk support on the Administrative side and technical assistance at the CTC. This influx of youth and exuberance has translated to real value for the rest of the department members. One position, the Manager of Tech Apps, remains vacant as is shown on Chart 1 below:

Chart 1 – Information Technology Organization Structure


B. Assignments and Responsibilities The IT Department supports the technology needs of the college in all areas of instruction and administration from the central systems to individual desktops. The staff is composed of individuals trained in their area of specialty.

Table 7 - Information Technology Staff Assignments

Qty Position Assignment or Specialty

1 IT Director Department Management

1 Administrative Assistant Supports technology purchasing; maintains all department records and paperwork; tracks department budgets; provides all administrative support.

1 Manager, Technical Services Organizes and coordinates all work related to Operations and Client Services; works with staff from both within and outside the IT Department

2 Network Administrators Develops and maintains applications and programs for administrative and instructional support systems

2 Systems Administrator Develops and maintains applications and programs for administrative and instructional support systems

6 Computer Systems Maintenance Techs

Maintains applications and programs for administrative and instructional use in classrooms and offices

1 Help Desk / Network Support Provides workstation technical support and phone support for staff and faculty

1 Multi Media Specialist Provides multimedia technical support for classrooms and offices

1 Telecom Network Administrator Supervises telecommunications & VOIP infrastructure

4 Information Systems Analysts Supports and maintains system hardware and related applications; performs database analysis and maintenance

2 Information Systems Coordinators Supports and maintains user based application requirements

1 Watsonville Lab Coordinator Maintains applications and programs for administrative and instructional use in classrooms and offices at Watsonville's campus

2 Computer Technology Center Coordinators

Supports and maintains system hardware, network and software to support Smart Classrooms and Labs


C. Meeting schedules The IT Department has several regular inter-departmental group meetings supporting the technology needs not only of the department but also the different departments of the college. In addition, many members of IT are part of Cabrillo’s shared governance process and sit on many different college-wide committees. Group Meetings:

MEETINGS FREQUENCY LOCATION

Accreditation IIIC Team As needed TLC

Applications Team Weekly IT Dept

CTC Staff Weekly IT Dept

IT Client Services (CSI) Monthly IT Dept

IT Help Desk Weekly IT Dept

Net Admin, Program Analyst (Napa) Team 2 x Monthy IT Dept

Net Admin Task Priorities Weekly IT Dept

Net Admin Team Weekly IT Dept

Construction Weekly IT Dept

IT Management Weekly IT Dept

Technology Committee Monthly TLC

Individual Meetings:

NAME MEETINGS FREQUENCY LOCATION

Dan Borges, IT Director 1:1 w/VP of Admin Services Weekly On Campus

Marcy Wieland, Info Systems Analyst A&R 2 x Monthly On Campus

Marcy Wieland, Info Systems Analyst Accreditation IIB Team 2 x Monthly On Campus

Dan Borges, IT Director Admin Council 2 x Monthly On Campus

Dan Borges, IT Director Admin Services Managers Monthly On Campus

Ben TenCate, Computer Systems Maint Tech Anti-Virus Group Monthly IT Dept

Matt Locke, Computer Systems Maint Tech Anti-Virus Group Monthly IT Dept

Dan Borges, IT Director IT Management Weekly IT Dept

Ann Schwartz, Computer Systems Maint Tech CCEU Classification Study Committee 2 x Monthly On Campus

Ann Schwartz, Computer Systems Maint Tech CCEU Steward As Required On Campus

Marcelo Noguiera, Watsonville Lab Coordinator CIS/CS 5-6 x a Semester On Campus

Ben TenCate, Computer Systems Maint Tech Classified Staffing Needs Advisory Weekly On Campus

Ben TenCate, Computer Systems Maint Tech College Planning Council 2 x Monthly On Campus

Dan Borges, IT Director College Planning Council 2 x Monthly On Campus

Loren Washburn, Info Systems Coordinator Core As Required On Campus

Marcy Wieland, Info Systems Analyst Core As Required On Campus

Dan Borges, IT Director CS/CIS Advisory 2 x Annually On Campus


Committee

Ray Rider, Tech Services Manager CTC Lab Weekly IT Dept

Steve Wheeler, Info Systems Analyst Dan & Spring Weekly IT Dept

Ray Rider, Tech Services Manager Data Center Upgrade Weekly On Campus

Marcelo Noguiera, Watsonville Lab Coordinator Dean, Watsonville Ctr./IT 3 x a Semester On Campus

Marcy Wieland, Info Systems Analyst Drop Policy Team Monthly On Campus

Spring Andrews, Tech Applications Manager Ecommerce Monthly On Campus

Dan Borges, IT Director Emergency Preparedness Committee As Required On Campus

Holly Costa, Telecom Network Administrator Emergency Preparedness Committee As Required On Campus

Spring Andrews, Tech Applications Manager Employee Database (emer prep) Monthly On Campus

Dan Borges, IT Director Facilities Planning Advisory Committee As Required On Campus

Rhea Leonard, Instructor/CTC Faculty Senate 2 x Monthly On Campus

Spring Andrews, Tech Applications Manager Gainful Employment Monthly On Campus

Ben TenCate, Computer Systems Maint Tech Google Apps Monthly IT Dept

Matt Locke, Computer Systems Maint Tech Google Apps Monthly IT Dept

Spring Andrews, Tech Applications Manager Google Apps Monthly IT Dept

Dan Borges, IT Director Governing Board Monthly On Campus

Ray Rider, Tech Services Manager Governing Board Monthly On Campus

Barbara Durland, Instructor/CTC Instructional Council 2 x Monthly On Campus

Dan Borges, IT Director IT Projects Meeting Weekly IT Dept

Ray Rider, Tech Services Manager IT Projects Meeting Weekly IT Dept

Dan Borges, IT Director IT/Purchasing/Facilities 2 x Monthly On Campus

Ray Rider, Tech Services Manager IT/Purchasing/Facilities 2 x Monthly On Campus

Dan Borges, IT Director Managers Monthly On Campus

Ray Rider, Tech Services Manager Managers Monthly On Campus

Spring Andrews, Tech Applications Manager MIS Reporting Monthly On Campus

Athena Locke, Info Systems Coordinator BSO Update Weekly On Campus

Loren Washburn, Info Systems Coordinator Running Start 2 x Monthly On Campus

Holly Costa, Telecom Network Administrator Safety Committee Monthly On Campus

Ben TenCate, Computer Systems Maint Tech SPRAC As Required On Campus

Marcy Wieland, Info Systems Analyst SPRAC As Required On Campus

Spring Andrews, Tech Applications Manager SQL DW Monthly On Campus

Spring Andrews, Tech Applications Manager Student Serv. Prioritization Monthly On Campus

Marcy Wieland, Info Systems Analyst Student Services Priorities As Required On Campus

Marcelo Noguiera, Watsonville Lab Coordinator Watsonville Staff mtg. 4 x a Semester On Campus


6. Physical Resources A. Building, Facilities, and Equipment The headquarters of the IT Department is the 1200 building where many of the IT employees maintain office space. Additional staff is located in the 1400 building at the Computer Technology Center (CTC). Lastly, additional employees are located at the Watsonville facility. The main data center is located nearby in the 1300 Building and a secondary data center at the Aptos campus is located in building 100. Two other data centers are located at the Watsonville campus and in Scotts Valley. Critical networking and communications equipment are strategically located within 54 equipment closets known as IDFs. There are 26 primary buildings on the Aptos and Watsonville campuses. A large warehouse on the Aptos campus provides storage for equipment and tools. In addition, the first floor of the 1200 Building is designated as an equipment storage area. Equipment The IT Department manages the desktop equipment in the majority of computer classrooms and labs across campus as well as staff and faculty desktops. Desktop computers would ideally be on a four-year replacement cycle. With over 2600 computers in classrooms, labs and on staff and faculty desktops, this equates to a replacement need of approximately 520 desktop computers per year which is not feasible due to funding constraints and the staff effort required. Within any given budget year the IT Department replaces the oldest computers first. Exceptions occur when faculty or staff members require an upgrade to their desktop to accomplish given tasks. Construction projects that include funds for new desktop computers supplement the desktop replacement cycle. Grants also periodically provide funding for computer equipment. The UI 4.3 upgrade project, which started in November 2011 and completed two months later, included the replacement of 100 desktop computers that were not capable to run the new required Java and Silverlight based client. The IT Department licenses desktop and general use software. Multiple times a year upgrade projects are conducted to replace outdated Instructional software in classrooms and labs. The IT Operations group provides general maintenance and support for all desktops.


The Cabrillo IT Department supports a diverse environment of equipment. An inventory of all assets was performed throughout December 2011 by many members of the department. See Table 8 below for the results of the extensive inventory effort.

Table 8 - Information Technology Equipment Inventory

Sub Total

Total

Data Center (Aptos, Wats, SV) 3

Physical Servers 40

Colleague Cluster 2

VOIP Cluster (Aptos, Wats) 8

VM Cluster (Aptos, Wats) 6

VDI Cluster 4

Other 20

Virtual Servers 119

Storage Area Network (SAN) (Aptos, Wats)

2

Appliances (Blue Cat) 2

Firewall 4

IDF closets 55

Switches 225

Core 2

Edge 223

UPS 54

Wireless Controllers & Access Points

159

Computers 2652

Admin 1146

-PC 893

-Mac 255

Instruction 1494

-PC 1202

-Mac 304

Smart Classrooms 126

Aptos 101

Watsonville 21

Labs 46

Printers 300

Admin 241

Instruction 59


C. Network Topology Cabrillo has a complex network that is capable of delivering a significant amount of data throughout the campus. All voice and data traffic is passed through this underlying backbone. It is divided into two primary segments; the Faculty / Staff domain and the Student Domain. One of the challenges with supporting a large educational environment is the complexity of the required infrastructure. There are many building uplinks to one of two core areas depending on the campus location. The upper campus core location is Building 100 and the lower campus core location is the data center in Building 1300. The uplinks can be seen by looking at Chart 2 below:

Chart 2 – Map of Cabrillo Upper and Lower campus connections

Upper Campus Building 100

Lower Campus Building 1300 Data Center


The IT Department administers the college's technology infrastructure including the network, data center equipment, and telephones. The Cabrillo College computer network is composed of multiple network cores in a switched 10-gigabit Ethernet backbone with 1-gigabit Ethernet fiber uplinks connecting individual buildings to the core. There are two main core switches on the Aptos Campus, with additional connections to the Watsonville and Scotts Valley campuses. The Cabrillo College network implements multiple virtual networks (VLANs) across the infrastructure. Various users and data are separated into their own networks, such as the Staff and Student networks. This segregation of information creates a very secure environment since each network is logically separated. The college wireless network is limited to providing access to the Internet and does not provide direct access to college systems. Cabrillo’s network is protected by firewalls and linked to a high-speed connection to the Internet via the CENIC network. See an overview of Cabrillo’s network below:

Chart 3 – Network Overview

A primary objective is to have multiple data paths to ensure fault tolerance to electronic events that impact required data services. Protection from these events comes from many instances of redundancy within Cabrillo College’s network infrastructure. These equipment relationships can be seen below in Chart 4 that depicts the Core resources of the Network.


Chart 4 – Core Resources

Redundant Infrastructure If any device in the pathway from the network core to the Internet fails, traffic is rerouted through a different network core to keep data flowing properly. This network redundancy allows the network as a whole to keep functioning if any one device fails, giving the IT Department the much needed time to properly repair the device without extended network downtime. The IT Department maintains its computer servers in secure rooms with environmental controls and uninterrupted power supply (UPS). In addition, the IT Department also maintains each network closet with UPS backup in every building on campus for extended uptime in the event of a power failure. To ensure the reliability of the college's data resources, the IT Department has clustered major application servers. The IT Department has also virtualized the majority of its servers, which other than requiring significantly less physical space in server rooms, also allows for drastically reduced electricity and hardware costs. Another benefit of virtualized servers is the relative ease in manipulating and maintaining them compared to physical servers. IT also maintains the Storage Area Network (SAN) for various server and backup storage in a multi-tiered cluster. Data Backup Systems The IT Department has an automated backup process that takes place daily on all servers. Backups are stored on the SAN, as well as on a Tape Drive in the server room. Tapes are then moved to the IT Building for long term storage. In addition, certain data is also sent to the Watsonville server room for off-site storage. The IT Department also provides


various data storage areas for staff and faculty members. Both individual and shared department based storage is secured through staff and faculty accounts from the Active Directory (AD) Domain. The network storage provided to staff and faculty is backed up each day. In addition, snap-shot technology is available where different versions are available for access. D. Enterprise Applications and Software A secure infrastructure is a high priority. The IT Department patches server operating systems regularly and threat protection utilities such as spy-ware and anti-virus software are maintained from a centrally managed location. Users access all applications, whether supported on campus or hosted offsite, via assigned user logons and passwords maintained in Active Directory (AD). Password authorization is required for all staff and faculty. The college provides access to college network resources only to active students. Students have access based on current enrollment status. Student Accounts are removed at the end of every term and recreated at the beginning of the next term requiring students to renew their password. The IT Department manages many District-wide enterprise applications which can be seen below in Chart 5:

Chart 5 – Enterprise Application Infrastructure


The four enterprise application areas include Colleague, Web-Advisor, Softdocs and the SQL Data Warehouse. All of these vital resources are interconnected through Colleague where interfaces have been designed and managed to produce the required services for the College. Brain – Ellucian Colleague This server houses the Colleague application and database. Colleague Components Each of the servers in this cluster provides crucial pieces to the running of Colleague.

SAValet is used as an interface between Brain and its other components. 17 Datatel Management Interfaces (DMI) are configured and maintained in SAValet. It is also used in downloading software updates from the vendor and contains the WebAdvisor forms, stylesheets, customizations, and other critical pieces that are pushed out to the webservers when these files are generated.

Narf contains the webservers for the 4 new web-based User Interfaces (UI) 4.3 and the Core Web Services currently used in eCommerce.

Richie is the Payment Gateway that handles communications between Brain and PayPal for student payments via WebAdvisor and in the College Bank.

Pájaro is the webserver for the Live environment for WebAdvisor. Pelícano is the webserver for the Test and Devel environments for WebAdvisor. Garza performance is improved for WebAdvisor and Brain by offloading some of the

processing to this server. SoftDocs The Soft Docs cluster of servers is currently utilized by Financial Aid to manage documents required of each student. Charming Ogre handles the authentication of users. Fiona provides an environment for students to complete documents that are outstanding through WebAdvisor. The completed documents are submitted and stored on Shrek where they can be viewed by students and staff. Data Warehouse Sandia contains the data for the new Data Warehouse. DW-SQL-Devel is the development environment where the application and queries that run against the data on Sandia reside. Pescado is the old Data Warehouse where we continue to handle much of the college reporting and Fact Book content. Colleague Accessories This server is reserved for pass-through software that feeds or extracts data into Brain. Currently XAP Communicator and the HigherOne Scheduler are housed on Colleague Accessories. XAP Communicator imports applications for admissions from CCCApply. HigherOne Scheduler exports data from Brain to HigherOne for student refunds.


7. Department Evidence & Project Management The purpose of this section is to identify Project Management (PM) techniques that are used for successful IT projects at Cabrillo. A Project Management process is concerned with:

1) Identify & understand the deliverables: Initiate with a Charter document 2) Determine & approve requirements: Get management involved 3) Establish plan & setup expectations: Identify project leader & team 4) Track & monitor progress: Communicate status via meetings or email 5) Close & learn from the experience: Apply knowledge to future endeavors The goal for all IT projects is to deliver successful technical services that improve value for the Cabrillo College stakeholder.

Tools & Techniques The Cabrillo IT department practices methodical project management techniques using tools such as charter documents, tracking methods, project plans, and a platform for communication (an Intranet file structure) to collect and process the information. Information must be organized so that stakeholders can easily disseminate it.

Project Management Institute (PMI) strategies Many industry standard principles are utilized to manage projects. PMI points to a matrix consisting of 5 Process Groups in columns and 9 Knowledge Areas in rows. The Process Groups cover the different phases, almost like a timeline, that a project must pass through. They include Initiating, Planning, Executing, Controlling, and Closing. The Knowledge Areas contain specific processes that should be addressed during the course of a project. They include the management of Initiation, Scope, Time, Cost, Quality, HR, Communication, Risk, and Procurement. See the Project Management Body of Knowledge (PMBOK) for additional details.

A. Project Management in IT Each project is initiated, planned, executed, and closed among each of the three IT departments: Applications, Operations, and Client Services. Once a request is made (external or internal to IT), a simple analysis is conducted to estimate the three primary Knowledge areas: Scope, Time, and Cost. A project is also evaluated with other factors, such as overall priority or impact, and will be considered depending on the complexity of the project. In some cases analysis is not required because proceeding is the only option, many times a compliancy issue with the State Chancellor office or with Federal requirements is mandatory.

SmartSheet If a project is considered both prioritized and funded (a mutual decision by both the customer and IT) additional information is collected such as impacts, resources, and priority (to name a few) and placed on a tracking mechanism. Cabrillo uses a Google Docs application called SmartSheet. This utility is used as a tracking tool for the many


projects in the IT department. The primary purpose is to identify and assign a proper priority. The priority process consists of collaboration between the user community and IT Management. A sample showing some of the applicable fields appears below:

Screen Shot: IT Project Priority List under SmartSheet

Other criteria for a project to land on the priority list include a minimum time commitment of at least 1 day (8 hours) and approval by an Administrator. An IT Planning & Project Charter must be filled out properly before work can begin. The SmartSheet shows all priorities for each component (President, Administrative Services, Student Services, and Instruction). All priorities appear together for full disclosure. Harvey Balls are updated with the general percent completion status for each item. Simple details are documented as necessary, including a ‘Lead’ person who is not necessarily the Project Manager. Once a project is finished, it is removed from the IT Priorities list and placed on the Completed IT Projects list.

The Project Charter The IT Planning & Project Charter is both an initiating and a planning document. Important details that impact a project may include any dependencies, constraints, timelines budget, and approvals. The fields were developed over the course of many actual projects. In some cases, multiple administrators must sign the document based on departmental budget line items for projects that are funded by multiple sources. While an approved document can establish the validity of a project, there are many other details needed to ensure that the requirements are well documented. Some of these include dependencies, constraints, timelines, impacts, budget, and approvals.


IT Planning & Project Charter example

IT Planning & Project Charter

From: Holly Costa

To/cc: Dan Borges

Project Name

Cisco Operator Attendant Console Client/Server Installation and Training.

Description Software for drag and drop call processing at the Campus Operator Desks in SAC.

Project Type

Objectives To provide a fast and easy software base call processing solution.

Vendor Contact AMS.net, ATTN: Dave Zieker, 502 Commerce Way, Livermore, CA 94551, (925)245-6100, FAX (925)245-

6150

Business Need Operators in SAC currently process a very high volume of calls manually. It’s very uncommon to not provide

an easier solution with this high volume.

Estimated Cost $6501.71

Additional

Requirements

A dedicated Virtual Server (VM) will need to be allocated. Will fill out server req form.

Stakeholders Information Technology, Student Services, All Cabrillo departments and constituents are affected by our call

processing abilities.

Compliance Issue?

Risks or Constraints?

Budget / Funding

Plan Related?

Tech/Facility/Master

Training Requirements? Once the system is set up, I will work with Kim Flock to fine tune the speed dials and software function to suit

her preferences and will answer any training questions she has for as long as she needs me to.

Comments ‘Holly confirmed that this is indeed the ‘old system’ that we lost when Cisco upgraded and it was no longer part of the

pricing. We are very happy with this idea. It was a very easy system to learn and use. I vote YES to purchase this

system. I did tell Holly that we need two systems; we have two operator consoles. I appreciate you and Holly

advocating for this console. Kim, and the students who work for her, will be very happy Thank you’

Dennis

Maintenance or

Upgrades?

The price of this installation comes with 1 year of upgrades. After that we will need to purchase another UCSS

package, approximately $300.

Accepted Date: 12/19/11 IT approval: Mgr, Tech Services Budget Admin: IT Dir SS approval: VP Assigned to: H Costa, Start Date 12/12/2011 End Date _______________ Duration __________________

The Charter also provides basic project scope information. Once the paperwork is complete, approved, and accepted, an update takes place under the Projects tab of the specific IT Group on the IT Intranet to provide the necessary documentation.


B. The IT Intranet Project communication methods include posting the planning document on the IT Intranet to meet evidentiary requirements; it also serves as a full disclosure communication tool. Status updates and other pertinent information can also be located under the Project’s hyperlink for use by the entire project team. The following is a screen shot (which is available only to Cabrillo employees) of what the Intranet would look like:

Screen Shot: IT Intranet Applications Projects listing

The ‘Construction Projects’ link under the Operations group is due to the overarching nature of those types of projects. The recent completed Data Center consolidation project and the pending STEM project are examples. Whereas the SmartSheet IT Projects Priority list contains all IT projects, only the Major Impact Projects will appear on the IT Intranet. They will have a significant impact to either to the entire College, a customer, the budget, or to the staff resource pool in the IT department. The project team becomes concerned with the actual requirements and the communication strategies that may apply. Most of the previous information talks about how a project gets approved and then how a project is documented. The next step outlines how the needed information is used and by whom. For many projects, discussion about the status and impacts will take place during the Group’s weekly meeting. If warranted additional regular meetings are held to discuss and coordinate specific projects. These are good opportunities for all members of the group to


be made aware of things outside their area of responsibility. From the IT Intranet home, all Major Impact Projects can be reviewed as seen below:

Screen Shot: IT Intranet, All Department Projects

This list shows the current projects currently in the IT Department queue under the specific group that owns the project. Keeping all parties ‘on the same page’ is an important objective. For more complex projects, a more detailed plan is necessary. This would include information about the Business Objective, Background, Tasks, Scope of Work, Constraints, Budgets, Roles and Responsibilities, Milestones, Training, Stats, and Benefits. This is especially important for projects that involve many people and possibly intra-departmental responsibilities. An example follows:


IT Project Plan Document

Cabrillo College

Information Technology Colleague UI 4.3 Deployment Plan 11/7/2011

Summary The scope of this project is to replace all Colleague Interface software version 2.3 (Colleague end of life is 12/31/11) with the User Interface (UI) version 4.3. Business Objective Primary objectives required to ensure successful deployment:

Colleague core modules required updating for compatibility (completed 10/1/11)

Training material created (completed for Ecommerce PCI project 10/9/11)

Inventory analysis conducted (complete 11/4/11). Of 280 machines, 159 are capable, 28 need additional 1GB memory, and 92 need to be replaced.

Deployment team needs to sweep through 280 CPUs to initiate required changes Background

The new UI requires significant computing horsepower and has a new look and feel, although functionally it retains 90% of the same features. It will require effort to not only to bring the College compliant but it will also challenge users in learning a new environment. This is why training is a critical success factor. The minimum bench mark from Colleague includes minimum 2GHZ processor and 2GB in ram.

The College Bank has a go-live date in UI 4.3 of 11/14/11 due to a PCI compliance issue for Ecommerce. Training has been highly successful.

Task Requirement

Client conversion methodology starts with ensuring that each client will be configured in advance of cut over. The Client Inventory spreadsheet shows two basic types of computers sorted by component, ‘UI Ready’ computers are ready (sometimes need memory), and ‘Replace’ need replacement. Each type will have to be addressed. Scope of Work

UI Ready: perform the following tasks on each machine: validate virus definition, perform OS and IE updates, update Office 2010, install Silverlight, create test and live shortcuts, test UI access, install smart power strip. This could take 45 minutes per machine. Do this 188 times.

Replace: Purchase and deploy new computers making sure to setup all the software. This will take several hours per machine. Do this 92 times.

Technical Constraints

There will be 3 groups working in tandem, the User, the Tech, and the Analyst. Initially, a team of 3 technical support staff will team up and perform the UI Ready scope of work. This activity will start on 11/9/11. Simultaneously, a purchase order will be placed with Dell by 11/14/11 for the Replace machines. Expected receipt of the new machines will be early to mid-December.

Budget Requirement

Budget required will be $75,000 to replace approximately 90 machines. Additional memory costs and all other labor will be borne by the IT department. Roles and Responsibilities

Role Team member

Sponsor Dan Borges, IT Director

Project Manager-Client side Ray Rider, Tech Services Manager

Project Manager-Applications Spring Andrews, Tech Applications Manager

Lead Technician Melody Mills, Computer Systems Maint Tech

Technician Ben Tencate, Computer Systems Maint Tech

Technician Loren Washburn, Info Systems Coordinator

Training Coordinator Athena Locke, Info Systems Coordinator

Helpdesk support Carol Jacobs, Help Desk/Network Support

Applications Support Marcy Wieland, Info Systems Analyst

Deployment Schedule The scope of work is ambitious so the first day of deployment 11/9/11 will have a team meeting to start and end the process that day. The TLC will be configured first to leverage training opportunities. Additional short term objectives & Milestones (MS):

MS 1: TLC complete by 11/10/11


MS 2: College Bank goes live on 11/14/11 (new CPUs on order). MS 3: Student Services, (Financial Aid, A&R, Counseling: early to mid-December) MS 4: Business Office (will require all new machines: mid-December)

Long term objective include rest of Instruction and then complete Student Services. Target project completion for all UI deployment is March 2012. Training Training should be mandatory for all users. Training lab sessions at the TLC as well as drop in opportunities (like on Fridays) will be available at B1200. Applicable statistics

32% of total UI required work stations need to be replaced. Specific inventory data for each component is available upon request:

Total CPUs

Total UI

Ready UI

Need Mem

Replace CPU

Admin Services (AS) 126 59 28 3 31

Instruction (IN) 652 109 72 12 37

President (PR) 24 9 8 0 1

Student Service (SS) 148 103 80 14 23

950 280 188 29 92 32.86%

Additional expectations & other benefits Once access to version 2.3 has been terminated for all users, client support services will be more effective by having to support only one platform. Need to eliminate dependency on Query Builder. The SQL Data Warehouse (currently in process with a parallel project) can be leveraged to create a single source of authoritative data for reports. This will improve Institutional Effectiveness supporting both the Tech Plan and College’s Accreditation objectives.

The four primary keys for Project success: 1. Effective communication, not only by the Project Manager but also throughout the team,

especially with stakeholders.

2. A clear understanding of the requirements and project scope to make sure the deliverable fits the needs of the College.

3. Management participation is important, not only in the beginning but throughout the

Project cycle. Clear and concise direction is required. 4. Documentation is required to show that deliverables meet expectations.


8. Fiscal Resources The IT Department budget from the general fund supports department salaries, supplies, college wide software licenses, support contracts, and equipment purchases. Regular daily costs and expenses are used to maintain technology for the College. The IT Department dedicates a portion of its budget to keeping the desktops and peripheral equipment up-to-date. Desktop computers are not currently on a replacement cycle due to funding constraints. Construction projects, categorical programs and grants often include funds for new desktop computers and provide assistance with replacement. The five-year network refresh plan developed in 2007 was a major step forward to ensuring that the college will have sufficient network resources to support its programs.

Table 9 – Information Technology Budgets

2010 2011 2012

IT GENERAL FUND Allocated Budget for 11-0-3210-6780-XXXXXX-

000 1,537,866.00 1,939,244.00 2,082,371.00

Sub-Total 1,537,866.00 1,939,244.00 2,082,371.00

IT ACADEMIC COMPUTING Allocated Budget 11-0-4012-0700-XXXXXX-000 478,065.00 480,369.00 478,335.00

Allocated Budget 11-0-4012-6010-XXXXXX-000 40,746.00 36,672.00 37,692.00

Sub-Total 518,811.00 517,041.00 516,027.00

Total 2,056,677.00 2,456,285.00 2,598,398.00

A. IT Acquisition Process The budget augmentation process has historically been used to guide technology requests for both instructional and non-instructional technology needs. A prolonged period of state budget reductions, and absence of State Instructional Equipment money, has suspended the process in recent years. All technology requests are vetted through the component heads of divisions and departments. Sometime in early fall, the Vice Presidents look at State Instructional Equipment (SIE) funds and initiate a technology acquisition process that starts with consultation with the Deans of those components. Administrators will vote and rank requests in collaboration with the IT department. IT makes recommendations for technology specifications, and additional equipment needed to support the technology. IT also assesses when new technology should be allocated and existing resources can be re-allocated into different components to meet new or existing needs. In early spring, the Vice Presidents look at non-classroom needs and any classroom needs they did not have money for in the fall assessment. At the end of the academic year, the


vice presidents come forward with technology requests that can be funded with one-time funds. There are several primary funding mechanisms considered during the budget augmentation process; SIE funds, carryover funds in components, and one-time funds. Additionally, funds with defined restrictions may be available for technology purchases. They may include bond money, restricted to secondary effects of instruction, lottery funds, and grant funds. Technology requests that touch multiple components are vetted through the Cabinet, and the College Planning Council. The IT Director discusses these projects with the Technology Committee. A flow chart of the process can be seen in the following chart:

Chart 6 – Technology Request Flow Chart


B. Construction Projects Building 300 The IT Department has received support from the Building 300 Equipment Funds project for major hardware and equipment upgrades and expansion. Cabrillo developed and implemented a Virtualized Desktop Infrastructure (VDI) project in January 2012 with the first Lab being configured and utilized for spring 2012. This new technology not only creates equipment efficiencies but also delivers a great user experience with less support requirements. Watsonville Campus The IT Department has received support from the Watsonville campus expansion project. A LEED Platinum designed project has necessitated an infrastructure upgrade for the Watsonville campus data center.

C. Grants, State Programs, and other resources Science, Technology, Engineering and Math (STEM) Grant Supported by funds from a Science, Technology, Engineering and Math (STEM) Center grant, a project will renovate the 800 building in summer 2012. This includes replacing the desktops and the network infrastructure along with the design of new Classrooms and Labs will be designed using the College’s new VDI environment. The STARS Title V Grant The Title V Grant, written to support Faculty’s ability to research student success, is funding the development of a SQL Data Warehouse. The funds are to be used to purchase hardware, software, and professional services.

State Programs The IT Department has received Telecommunications and Technology Program (TTIP) funding from the Chancellor’s office for the last 10 years. These funds have supported partial costs for the secondary Internet circuit. While IT will not be receiving direct funding, the TTIP program does support Butte Technology Center, CCCConfer video conferencing, CENIC and CALWren statewide networks, which all support the Cabrillo College campus. Other Programs The IT Department, as a part of California Energy Efficient Program (C.E.E.P.), has implemented occupancy sensing smart power strips designed to cut back on energy use on campus by automatically turning off computer peripherals when the user is not present. IT also provides networking and server equipment to the CIS Networking Lab in building 1400.


9. Program Performance

A. Quantitative Measurements Cabrillo’s IT Department utilizes a service ticket system to deal with various daily requests. This system tracks the request from start to finish and categorizes it accordingly. Below is some of the data regarding the number of requests for support the IT Department has received. This data does not include the various projects and maintenance the IT Department is involved in, only the service requests by various staff and faculty members.

HelpDesk work order tickets, last 3 years

Year Tickets

2009 Total 2093

2010 Total 1666

2011 Total 1582

Chart 7 – Work Order System Service Requests

0

20

40

60

80

100

120

140

160

2009 2010 2011

Phone: Accounts, Access andVoice Mail Issues

E-mail Account and AccessIssues

Network Account and AccessIssues

Network Connections andCabling Issues

Audio/Video and Multimedia

Computer Hardware Issues

Printing: New Printer Setup

Computer Software:Installation Issues

Printing: Printing Problems

CTC Student Computer Labs


0%

10%

20%

30%

40%

50%

60%

70%

#3 #4 #5 #6 #7 #8 #9 #10

Strongly Agree

Agree

Disagree

Strongly Disagree

Not Applicable

B. Qualitative Measurements At the end of the 2011 fall semester at Cabrillo, the IT department sent out the following survey and received extremely positive results overall. The following are the questions asked in the survey as well as a graph of the results: (‘1. Name’ and ‘2. Role’ not included).

3. My assigned computer meets my needs 4. I get the technical support I need from Cabrillo’s IT department 5. Wireless connectivity at Cabrillo (i.e., Hawknet) meets my needs 6. Cabrillo provides adequate opportunities for training technology related to my

area of responsibility 7. Cabrillo’s smart classrooms meet my needs 8. Technology resources in the instructional labs meet my needs 9. I can find relevant information on Cabrillo’s website 10. Communication about services from Information Technology is relevant and

timely

Chart 8 – Information Technology Survey Responses

Some of the questions asked in the recent survey were also asked in a previous survey conducted in 2005. There were 253 responses to the 2011 survey but an unknown number of responses to the 2005 survey. The information available regarding the 2005 survey includes the response percentage. The percentage of those that marked ‘Not Applicable’ was not included. A large increase in satisfaction with the performance of the IT Department has taken place over the years since 2005. Looking specifically at the 3 similar questions from both surveys, a positive trend exists for improved service and support.


Cabrillo IT Survey Question Comparisons

Cabrillo provides adequate opportunities for training in technology related to my area of responsibility:

2005 2011

Agree or Strongly Agree 47% 68.4%

Disagree or Strongly Disagree

30%

18%

Communication about services from Information Technology is relevant and timely. 2005 2011



29%

5.6%

My assigned computer meets my needs. 2005 2011



13%

19.9%

C. Trend Analysis The surveys described above show that there is an overall positive trend in staff and faculty satisfaction with the IT Department. The one result that was not as positive as other survey result included:

My assigned computer meets my needs One other area to address based on the current survey includes the following two areas:

Wireless connectivity at Cabrillo (i.e., Hawknet) meets my needs

Cabrillo's smart classrooms meet my needs These results show that while many respondents had a better opinion of the IT Department than others did previously; there are still certain aspects of technology that could be improved. Surveys are excellent tools that indicate overall satisfaction based on specific questions, it’s important to remember that many other issues need to be addressed based on daily interaction with customers. An example includes Cabrillo’s email/calendar system which has a low level of satisfaction to most staff and faculty but was not identified specifically on the IT Survey.


D. Objectives based on Survey Results While the staff and faculty of Cabrillo might be satisfied overall, there are still certain additional things expected of the IT Department. The goal is to satisfy those requests by doing the following things in the near future:

Replace staff and faculty equipment that is greater than a certain age. This especially includes computers, printers, and projectors. In addition to the loss of productivity and frustration that exists with customers using old equipment, there is a more significant support requirement for older equipment as well.

Improve Wireless connectivity at Cabrillo by adding new wireless antennae in areas that previously had little coverage. This includes the Building 500 area located in the upper campus. Several respondents mentioned this issue. The IT Department goal will be to conduct a wireless coverage audit to identify gaps in coverage and areas of excessive overlap.

Replace the computers in certain labs and convert other labs into virtual computer labs. One of the primary objectives of the IT Department is to develop and implement a Virtual Desktop Infrastructure (VDI) for use throughout Cabrillo.

Continue to support staff and faculty by maintaining the hardware and software utilized on a daily basis. The current level of support has met with general approval by many survey respondents. The goal will be to continue the same or better service wherever possible.


10. Staff Plan The Cabrillo IT department has evolved in recent years. The challenge is to stay current with technology and to provide service and value to the College. Gaining efficiencies and improving productivity are necessary adaptations to the changing economic conditions of the California education sector. The following plan is a result of an analysis that followed several months of one-on-one meetings with all members of the IT department and weekly group meetings. Individual skill sets, department requirements, and Cabrillo objectives were considered while evaluating all three groups of Information Technology: Operations, Applications, and Client Services. Also of great importance is the overall budget environment at Cabrillo. One of the stated Governing Board goals includes a Budget Reduction Goal of $2.5 million for 2012-13 A. Applications (Technical Applications) The Applications department has been impacted by both significant attrition and an increased workload based on many College objectives. With the College goal of leveraging technology and applications to alleviate other College department overloads, changes are required to keep pace. Manager, Technical Applications (fill position) This position has been vacant since June 2011 when the former manager retired from the District. Historically this role provided two critical services for Cabrillo: 1) MIS Report coordination and 2) Management and coordination of the Applications group activities. As a core data system for Cabrillo, Colleague is a critical resource for the College and the Analysts must work in concert with each other, other members of the IT team, and with each of the source departments. All of this requires regular meetings and significant communication to all of the stakeholders. In addition to the basic duties and responsibilities mentioned earlier, the changing technology, increased compliance, and reporting requirements at Cabrillo has pointed to additional duties and requirements of this important position. There are many other Application projects that interface with Colleague or with other Cabrillo data systems that also require coordination and management effort to be effective. The consistent use of proper Project Management principles and practices as they apply to each application project must be promoted and adhered to. SQL Database Administrator (create position) There is a growing need for a dedicated SQL Database Administrator to manage and ensure an effective secure framework for the SQL environment. As the first line of support on the SQL platform, this position will be the primary analyst and administrator to setup, configure, and manage SQL resources. Under minimal supervision, this position would have a Project Manager role requiring a regular interface with other Cabrillo departments or with other members of the Information Technology Department.


The SQL DBA position will be responsible for monitoring the College’s SQL platform and verifying that proper security protocols are being followed. This includes assuring data protection from unauthorized system access or virus contamination. The Database Administrator will retrieve data through industry standard reporting practices. The College does not have the internal applications skill set required to manage the SQL environment. The SQL DBA is an important position due to the need to support mission critical applications. Despite the lack of a defined SQL skill-set in the Applications group, there has been a need to design and implement each project. In some cases, the College paid consulting fees to SQL experts to implement the projects. To see a diagram of Cabrillo’s SQL environment, please view Chart 8 below:

Chart 9 – SQL environment

The SQL environment is complex and an administrator is required with the knowledge and expertise to both understand the many protocols and to adhere to industry best practices.

By the numbers the most recent inventory shows that Cabrillo now owns 26 SQL Server

databases running on 8 Application Servers, all without an established Analyst or

Administrator. IT Coordinator (phase out 2 positions) Cabrillo College is one of the only Colleges in California that utilizes both Coordinators and Analysts to develop, maintain, and support Colleague. This unique staffing structure has forced the IT Coordinator to be a middle layer between the Analyst/Programmers and the


Client/Data Owner. The primary function of this position has been to act as a liaison between the College Departments and IT. These separated positions were deemed a value to the College many years ago when they were first defined. As the Colleague environment at Cabrillo has matured, so have the needs and service requirements of IT customers. The methods and capabilities of the IT department must also change to deliver valued services.

There is a redundancy of duties between the IT Coordinator, Financial Aid Technology Specialist, Admission and Records Technology Specialist, and the IT Analysts. Currently, the IT Coordinator provides individualized tech support for their assigned department. If the IT Coordinator is unavailable, the client is left waiting. Customers would be better served if their first line of communication was the IT Help desk.

The Help Desk is Cabrillo’s front line tech support. Response time to Colleague issues could be improved. The Help Desk would be empowered to ensure that the customer is assisted in a uniform, timely manner. By utilizing the service request system, client issues could be tracked and analyzed.

Coordinators also run electronic reports and create output depending on the requirements. These duties can be easily reassigned to either the customer (possibly a service that IT will no longer supply) or they can be reassigned to one of the Analysts if the requirement is more complex.

Coordinators provide hands-on Colleague training for specific departments. This activity may have been heavily required in the past when the system was just starting out, but the current objectives will be to utilize more advanced technical methods to get the same or better value for the customer.

Customers would also benefit from having more ownership of their data. Granting additional access and training for Data Owners is essential in allowing responsibility of day-to-day business processes and policies be transferred from IT to the Data Owner. IT would still be a support resource for the clients but would no longer own the processes. Currently, the IT Coordinator plays a part in State reporting processes. The Data Owners are the ones who need responsibility and authority for providing complete, accurate and timely data. The Coordinator needs to be removed from the loop and have the Data Owner be in control. The IT role would change from participation to simply ensuring file transmission. The Data Owner would have total control of Official reporting processes. Data Owners should also administer their own training to their employees. IT should not be the gatekeeper of training or data access. Technology Specialists already have a training component built into their job duties. It would be more effective removing IT from basic training and have Departments be responsible for their own training. IT would then be able to focus on system development instead of day to day operations of a department. Additionally, it is ultimately the Data Owners who need to determine specific data access and privacy criteria for the data in their care. The Data Owners would then interface directly with the Analyst for implementing such criteria and have no dependency on the Coordinator.


The IT Coordinator position has become obsolete. It can be phased out without jeopardizing customer support. Fully utilizing Department Technology Specialists will ensure a smooth transition. The IT Help Desk and Analysts are also able to step in and absorb some of the Coordinator duties. Communication between the Application team and their respective user group can be improved. Realigning responsibilities of staff with duties more commensurate with their level of skill can produce overall department efficiency Summary As a result of the changes in the use of technology, there is a strong need for a SQL Database Administrator. The IT Coordinator position is no longer needed to support users. IT will phase out the IT coordinator positions and create a SQL Database Administrator position. System Administrator, Web Applications (move position) Another recommendation is to move the Web System Administrator position into the Applications group. This person spends a significant amount of time developing applications that structure and manage content for Cabrillo’s website. Also, the College’s cloud computing initiative requires development effort on the Web Administrator’s part to promote the technology and serve Cabrillo employees. One cloud is the IT Intranet which has delivered new procedures and processes for not only Cabrillo employees but also for Accreditation purposes. Currently the Web Administrator reports directly to the Director. Moving the position into a defined group structure, especially with an applications group, would build on the synergy that could be achieved by project collaboration. B. Operations (Technical Services) The Operations department has been impacted by some attrition and an increased workload. The many College objectives are intended to leverage technology and applications to resolve department overload issues. The quantity of work has increased without a related increase in personnel. Jr. System Administrator (create position) The group is challenged in the area of Server and Network Administration. Virtualization technology has become more common place at Cabrillo without the requisite level of skills and training. Additionally, based on past experience, the skill set of key personnel must be backed up to avoid the risk of being without critical knowledge and expertise when people leave or are temporarily unavailable. Many times connectivity issues become a bottleneck for the department. A new Jr. System Administrator position has been identified to remedy each of these issues. Currently the two Computer System Maintenance Techs support around 450 machines each, well above the industry average of 50-150 machines per person. Finding some relief in this area would prove valuable. This new position would also serve as a way to leverage one of the College’s important initiatives: Virtual Desktop Infrastructure (VDI). As mentioned previously, a changing technology environment has facilitated the need to have Jr. System Administrator working to deploy zero or thin client machines by establishing and using linked clone technology. A


person in this newly created position would assist both the Computer System Maintenance Techs and the System Administrators, especially in the area of VDI. C. Client Services & Computer Technology Center (CTC) The Computer Technology Center has been impacted by increased workload based on the College adding additional lab workstations without an increase in personnel. Additionally, Watsonville campus does not have enough staff to handle all the requests that develop. Computer System Maintenance Techs (move position) There could be a severe lack of service when the two new buildings go online for the fall semester of 2012. Due to a budget reduction, the .5 funded & frozen Computer System Maintenance Technician will be eliminated. The recommendation is to move one of the full time techs from the CTC at the Aptos campus to Watsonville and to adjust the person’s schedule to conform to the later hours of operation of the facility. An additional benefit includes utilizing the system administrator (who is also the Lab Faculty of record) to work on complex projects with the other department system administrators. Summary of Changes The Applications group has a need to fill the vacant manager position and the SQL Database Administrator position should be created. The IT Coordinator position will be phased out. The Web Systems Administrator will move into the Applications group. For the Operations group, there is the intent to create a Jr. System Administrator position in the future. Funding is not expected now, but there is the hope that this position can be created once the economy for the State and budget for Cabrillo improves. One of the Computer Systems Maintenance Techs will move to the Watsonville campus. A pending vacant .5 Computer Systems Maintenance Tech from the Watsonville facility will be given up for Budget Reduction purposes. The reduction in personnel will impact both the Aptos and Watsonville locations and will cause some level of reduced support services. Recommendation Phase out the Information Systems Coordinator classification (2 positions) and save $211K. The Computer System Maintenance Tech position (.5) vacancy would amount to approximately $40K per year. Additionally, the vacant Technical Services management position should be filled. This would satisfy state and federal reporting needs (MIS coordination), project management, and organizational management of the Applications group.


Chart 10 – Proposed Organization


11. IT Strategic Plan These Budget Plan objectives attempt to relate the budget process to the planning process. The IT Department has many significant projects that are either underway or will be soon in 2012. The challenge is to deliver value to the College to support student success while staying current with technology with a focus on maintenance and on improving efficiency. The following Objectives attempt to link Budget and Planning with the continuous effort required to re-evaluate current project status. The IT Department wants to leverage new opportunities to improve stakeholder value. From another perspective, IT objectives can also be classified under the following three Accreditation goals:

A) Improve College effectiveness through enhancements to the following systems and processes; Colleague, Reporting, SQL data warehouse, Document management, and Web capability:

B) Enhance student, faculty, and staff technology use with improvements to infrastructure development, data access, and security:

C) Improve efficiency of College services through development of Technology solutions to support a successful college environment:

The objectives that follow are broken down into two categories under each IT group (Applications, Operations, and Client Services). Short term items contain a number that refers to the priority. These items will be addressed sometime during 2012 and may or may not be complete by the end of the year. Each IT group also contains some long term goals. They are items that are still very important but they are not currently as high a priority as short term goals but still comprise a part of the overall IT strategy. In some cases, work may actually be in progress and in other cases; a funding source may be required. Some items have been deemed to have positive outcomes even though the plan to proceed have not commenced. A. Applications (Technical Applications)

Priority 1

Action Complete Colleague UI 4.3 implementation

Description Update modules on Colleague & update client computers. Started November 2011

Benefit Modern interface with additional functionality

Cost Staff Time, $75K spent for desktop upgrade

Schedule September 2012

Impact UI 2.3 reached end of life December 2011


Priority 2

Action Integrate SQL Data Warehouse into data infrastructure

Description Data from multiple operational areas required to support institutional research, business analysis, and reporting and decision making. A SQL-based data warehouse for IT and research reporting. It will serve as the source for the Student Outcomes for Faculty Inquiry and Analysis System (SOFIA).

Benefit A SQL-based ‘just in time’ data warehouse will integrate a wide variety of data sources with more current and accurate information.

Cost Staff time

Schedule October 2012

Impact This project will offload and update IT reports that will move to a digital delivery and format.

Priority 3

Action Deploy Phase 2 SoftDocs

Description This web based, robust, document and workflow management tool is currently utilized in Financial Aid.

Benefit Softdocs will improve communication and document management between employees and students. Both students and employees will be able to electronically fill out their required documents, and have their information be reviewed, approved and updated into Colleague.

Cost Staff time, ($10K required for any Dept analysis)

Schedule November 2012

Impact After SoftDocs is developed in A&R, IT will be looking for next campus opportunity to leverage the technology.

Priority 4

Action Implement Colleague e-Advising

Description Create electronic EdPlans for Student Services.

Benefit Initiative to gain timely data and information for counselors and students. Will assist Counseling and improve student success with electronic tools. Takes advantage of already purchased Colleague module.

Cost Staff time (SS expense: $16K)

Schedule December 2012

Impact Need additional SAN space & SS budget availability


Long Term Objectives for Applications

Priority Long term

Action Establish Reporting Strategy

Description Redefine Data Owners for State & Federal Reporting for MIS and other reporting procedures, processes, and activities.

Benefit Establish an MIS core team to create single point of contact for MIS reporting and strong communication strategy delivering compliant data.

Cost Staff time

Schedule 2013

Impact Members of the MIS core team will identify and redefine MIS procedures and processes and will complete one annual cycle.

Priority Long term

Action Implement Colleague requisition process

Description Use of technology to Improve procurement procedures

Benefit A centralized operation to electronically manage all aspects of procurement. Reduce the need to contact purchasing for status updates.

Cost Staff Time

Schedule 2013

Impact Colleague could be enhanced by adding e-procurement and e-payment to its existing Finance module where purchasing, document and invoices would be tracked. Includes ability to remove manual payments.

Priority Long term

Action Develop College Web presence (Intranet)

Description Cabrillo’s internal communication would be greatly improved thru the use of an Intranet using Google Docs and Sites as the platform.

Benefit Each Cabrillo employee can utilize AD for authentication. Data can be accessed anytime from anywhere. An Intranet based Content Management System (CMS) promotes collaboration.

Cost Staff Time

Schedule Continuous

Impact Existing IT Intranet can be used as a template for other departments.

Priority Long term

Action Virtualize core Colleague Components

Description Colleague servers need to be replaced due to aging hardware. Virtualization, a more efficient platform, will be used rather than replacing the existing physical environment.

Benefit Refresh equipment; provide support for area components with new State and Federal requirements.

Cost $55K (Blade, Port fees, & Vendor Services.

Schedule 2013

Impact Need additional Blade + SAN space


B. Operations (Technical Services)

Priority 1

Action Expand Watsonville Campus

Description Additional spaces for instruction will require additional support staff and equipment. Additional Lab space will be created and the use of VDI will create efficiencies. Network equipment such as VM Servers and the spare SAN from Aptos will be utilized. Project started in December 2011.

Benefit Modernized facility with increased functionality. Improvements from

expansion include HVAC, power, and switch upgrades.

Cost $5K for infrastructure costs


Impact A more robust campus will contribute to student & staff success.

Priority 2

Action Identify Management: develop user security strategy

Description Create and maintain a data security app & policy enforcing industry std user and data practices. Interface w/SOPHIA, SoftDocs, Google & AD

Benefit Ensure data standards

Cost $10K for Application Development


Impact Need more advanced user security. All areas of Cabrillo would be impacted by using the following ‘issue specific’ policies: Acceptable use, Access control, Storage security, Network security, System security, Application security


Priority 3

Action Deploy Integrated Email & Calendar system

Description The current system (Coreo and Communigate with Google Calendar) does not provide integrated functionality with email and calendars. Users are forced to work-around solution to schedule meeting times and spaces.

Benefit Improved communication by using simple tools and functions would increase the productivity of all Cabrillo staff.

Cost $5K


Impact Improved communication

Priority 4

Action Improve Backup strategy & create Disaster Recovery Plan

Description CommVault, the current app has some incompatibilities. Requires investigation into another backup solution. Need to create Disaster recovery plan.

Benefit Compatibility with all platforms and improved disaster recovery capability

Cost $40K (If new tape library is required)


Impact Currently using Vmware image process to complement CommVault


Priority 5

Action Network Infrastructure refresh & upgrade

Description Aging fiber optic network that inter connects many Aptos campus buildings needs repair and upgrades of upper campus MDF and many building IDFs, especially for STEM project. The bandwidth between the Aptos and Watsonville many need to be upgraded

Benefit Complement to the recommendation of using the Watsonville campus and a Disaster Recovery site for the Aptos campus.

Cost $200K

Schedule Ongoing

Impact Improving infrastructure & increasing the bandwidth supports future growth

Long Term Objectives for Operations

Priority Long Term

Action Enhance Wireless Access with additional coverage

Description Wireless network requires more open access in additional areas. A survey should be conducted. Additional access points could be purchased to improve coverage.

Benefit A wireless survey would provide knowledge of impacted areas and acting on the information would increase wireless capability.

Cost $10K (Access points)

Schedule 2013

Impact Additional coverage in 500 building area would satisfy several IT Survey respondents.

Priority Long Term

Action Monitor Smart Classrooms projectors remotely

Description As Cabrillo invests in more digital projectors, managing and maintaining devices has become difficult. Using technological maintenance and support methods would provide needed service with less labor cost.

Benefit Would allow technologists to control devices from a central location: turn off projectors remotely to conserve power; monitor bulb life to allow proactive replacement of bulbs and provide higher level of service.

Cost $15K

Schedule 2013

Impact Ensure the machines stay free from viruses and other forms of malware.

Priority Long Term

Action Emergency Phone upgrade & Emergency Operations Center (EOC) power improvement.

Description The (EOC) has limited battery backup to hold phone connections. Additional power and equipment needs to be run to this area to provide the functionality required.


Benefit More robust power provides needed uptimes to provide better support during an emergency.

Cost $181K

Schedule 2013

Impact Cabrillo EOC serves as a public safety vehicle during disaster and recovery scenarios.

Priority Long Term

Action Upgrade Voice Gateway and Call Monitoring hardware

Description The campus phone and voice messaging services are reaching the end of life for support. The current Voice/Telco (VOIP) system consists of several physical hosts, see chart below:

Benefit New software will deliver additional features; Upgraded system will provide

positive and consistent uptimes for three or more years.

Cost $104K

Schedule 2013

Impact Current VOIP hardware end-of-life is 2013

Priority Long Term

Action Design & implement IPv6 network

Description The current IPv4 network will need to be upgraded to new standard

Benefit Ability to deploy and manage more devices not limited by IPv4 limitations

Cost Staff Time

Schedule 2013 or later

Impact Significant network redesign required, value proposition needed


C. Client Services

Priority 1

Action Deploy Virtual Desktop Infrastructure (VDI)

Description Replace client machines in Labs with Zero clients. College-wide Initiative started in Fall 2011, looking to replace 200 machines by end of 2012. Instruction equipment summary

Benefit Support of the lab is simplified and users gain state of the art technology

Cost $45K spent for additional100 clients


Impact Better Student and Faculty experience with ease of use and better support

Priority 2

Action Implement Service Desk

Description Both the Helpdesk Software and the Maintenance Tracker software are over 10 years old. Newer more efficient software exists that would allow user request to be created and tracked in a uniform fashion. The current Work Order system only contains an estimated 50% of all IT work orders because a significant amount of work happens via other communication methods such as phone calls or emails. The current system is outdated and difficult for some people to use.

Benefit Good data leads to better support and analysis. Facilities department is searching for a solution to track requests in their area and collaboration between the two departments would prove useful.

Cost $45K


Impact Work Order tickets for all IT services will be required to improve professional strategy. All Assets need to be tracked

Priority 3

Action Create Professional Development Strategy & Student IT Academy

Description There is an increased demand to improve skills and knowledge for IT staff. With the help of the Tech staff and in cooperation of the CIS department, the department is developing a student intern program to provide project based staffing enhancements.

Benefit Reduce reliance on outside contractors to accomplish required tasks. Student workers have proven to be a valuable commodity for Cabrillo

Cost $15K / year

Schedule Ongoing

Impact Ability to provide better support. Valuable Cabrillo resources gain benefits for students, faculty, and staff.


Long Term Objectives for Client Services

Type Long Term

Action Develop Mobile Apps & services for student use

Description There is need for Mobile Apps for students to utilize their smart devices.

Benefit A student based resource would contribute to student success.

Cost Unknown on-going yearly funding

Schedule 2013

Impact Mobile Apps would provide students with more advanced data processing techniques and would improve student success.

Type Long Term

Action Design Web based portal for student access

Description There is need for a Web portal to gain access to data more easily.

Benefit A student based resource would contribute to student success.

Cost Unknown on-going yearly funding

Schedule 2013

Impact This web based access would be the main location for the students to access their Black Board schedule and the campus events schedule.

Priority Long Term

Action Optimized Print Services

Description Requirement to design print efficiencies by finding ways to reduce output requirements; replace aging printers with a strategic solution.

Benefit Redesigned output strategy would produce many efficiencies

Cost $10K

Schedule 2013

Impact Many paper-based processes have been or could be either automated or eliminated. Many older models are no longer supported by the vendor.

Type Long Term

Action Promote Energy Efficiencies

Description Increased energy costs have caused a growth in tech related solutions.

Benefit Reduced costs would benefit Cabrillo

Cost $5K / year

Schedule Ongoing

Impact The deployment of smart strips and other energy conscious technology will deliver value to the college.


D. Timeline The following diagram (Chart 10) shows a timeline for IT activities covering the recent past, present, and future. The critical moment on the chart is 1/3/12 when the Building 1300 data center was consolidated with the Building 1200 data center and additional vital networking hardware was implemented. Included in this project was implementation of two Cisco Chassis and 8 blade servers all of which was used for the VDI project and future College requirements. The time prior to 1/3/12 includes the previous 6 months and some of the major technical projects either completed or started. The time after 1/3/12 includes IT expectations over the course of 2012.

Chart 10 – Major Information Technology Projects


Table 10 – Information Technology Strategic Plan for 2012

Priority Action Cost Target Complete Applications

1 Complete Colleague UI 4.3 implement Staff Time 9/12 52%

2 Integrate SQL DW into data infrastructure Staff Time 10/12 48%

3 Deploy Phase 2 for SoftDocs Staff Time 11/12 25%

4 Implement Colleague’s e-Advising Staff Time 12/12 15%

Applications – Long Term

Establish reporting strategy Staff Time 2013 35%

Implement Colleague requisition process Staff Time 2013 15%

Develop College Web presence (Intranet) Staff Time 2013 65%

Virtualize core Colleague components $50K * 2013 20%

Operations

1 Expand Watsonville Campus Infrastructure $5K 9/12 25%

2 Identify Management: user security $10K 9/12 5%

3 Develop Integrated Email & Calendar $5K 12/12 10%

4 Create Disaster Recovery Backup Strategy $40K * 12/12 10%

5 Network Infrastructure refresh & upgrade $200K * Ongoing 15%

Operations – Long Term

Enhance Wireless Access $10K 2013 10%

Remote monitor of Classroom projectors $15K 2013 15%

Emergency phone & EOC upgrade $181K * 2013 10%

Upgrade VOIP infrastructure $104K * 2013 5%

Design & implement IPv6 network Staff Time 2013 5%

Client Services

1 Develop & deploy additional VDI stations $65K 9/12 60%

2 Implement department-wide Service Desk $45K 12/12 24%

3 IT Professional Development & Student Worker Academy Strategy

$15K Ongoing 65%

Client Services – Long Term

Develop Mobile apps & services $10K * 2013 10%

Design Web based portal $100K * 2013 0

Optimized Print Services $10K 2013 0

Promote Energy Efficiencies $5K Ongoing 65%

* Not budgeted under IT, external source(s) of funds will be required to complete project.


The Information Technology Department has 3 primary goals. Each of those goals contains multiple short term and long term objectives. They are summarized below:

A) Improve College effectiveness through enhancements to the following systems;

Colleague, Reporting, SQL data warehouse, Document management, and Web.

Short Term Long Term Complete Colleague UI 4.3

implementation Establish reporting strategy

Integrate SQL Data Warehouse into data infrastructure

Implement Colleague requisition process

Deploy Phase 2 for SoftDocs Develop College Web presence (Intranet)

Implement Colleague’s e-Advising Virtualize core Colleague B) Enhance student, faculty, and staff technology use with improvements to

infrastructure development, data access, and security: Expand Watsonville Campus

infrastructure Enhance Wireless access

Identify Management: develop user security strategy

Remote monitoring of Smart Classrooms projectors

Develop Integrated Email & Calendar

Emergency phone upgrade & EOC power improvement

Improve Backup Strategy Upgrade VOIP infrastructure Network Infrastructure refresh &

upgrade Design & implement IPv6 network

C) Improve efficiency of College services through development of Technology

solutions to support a successful college environment: Develop & deploy VDI to support

student learning activities Develop Mobile Apps for Students

Implement department-wide Service Desk

Design Web based portal

Create professional development & student worker strategy

Optimized Print Services

Promote Energy Efficiencies This planning and strategy ultimately leads to the following outcomes: Student Learning Outcome (SLO):

Provide students with technology that supports learning and positive outcomes.

Administrative Unit Outcome (AUO):

Provide faculty and staff with technology and services to support a

successful college environment.


12. Conclusion

The Information Technology Department has a complex yet rewarding job at Cabrillo College. There are 3 primary groups in Information Technology; Applications, Operations, and Client Services. Their duties and responsibilities include management of a large number of equipment, significant applications, and the delivery of services and support for Students, Faculty and Staff. The recent IT Survey showed that many Staff and Faculty are pleased overall with the service and support that they have been receiving from the Information Technology department. The issues of note included the need to expand access to the Wireless network and also improving the user desktops with new equipment. Plans are underway to improve these issues and the recent deployment of nearly 100 new computers has improved the desktop landscape. Recent projects, such as the SQL Data Warehouse, Data Center upgrade, the VDI rollout have successfully raised and transformed the IT environment to the cutting edge of technology. The goal is to take advantage of these environmental changes. To accomplish these goals, staffing assignments and responsibilities will be modified to leverage the new technologies as noted in the Staff Plan. Additional objectives planned for 2012 will gain efficiencies in many areas. Some of the most critical projects include; 1) Improved State and Federal reporting strategy using ‘Data Owners’, 2) Communication enhancements using tools such as an Intranet based content management system, 3) Proficient messaging system with combined email and calendar features, and 4) Management tools to deliver a service desk with asset accountability and desktop management features.

Documents

(IT) Tech plan - Cabrillo College