Opening SlideUC Transfer InitiativesUC TAP & UC Review

IT Shared Services Colloquium

Brian AlexanderUC Davis

Service Overview

2/20/2015 2

Student Interested in Transfer to UC

Meet with Campus Transfer Counselor

Visit a UC CampusAdmission Office

The Transfer Problem…

?

Questions:• Campus options?• Major options?• What are the requirements?• Am I qualified, on track?• What admissions options are there? When?

Search Web

uctap.universityofcalifornia.edu

Service Overview

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The Transfer Solution

Service Overview

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• Students create an account and enter basic demographic information, academic

history, courses planned (tied into ASSIST), and preparation program

participation.

• Receive detailed self-advising information: UC GPA, transferable unit totals, and

satisfaction of UC transfer course requirements

• View both UC transfer requirements AND campus specific requirements

• View campus major-preparation requirements

• View campus filing options and time periods

• Apply for a Transfer Admission Guarantee (TAG)

• Are automatically connected to Community College Counselors and UC

Admissions/Outreach staff

• Academic history/coursework is transferred to the UC Application

UC TAP for Students:

Service Overview

2/20/2015 5

• View all students from their college with a UC TAP account

• Student advising: review coursework, progress to UC transfer, course

planning

• Communicate with their students individually or in mass with secure

messaging tools within UC TAP

• Review/evaluate student requests for a UC Transfer Admission Guarantee

(TAG)

UC TAP for Community College Counselors:

Service Overview

2/20/2015 6

• View students with a transfer interest to their UC or those who indicate

participation in a preparatory program from their campus

• Student advising & pre-evaluation

• Communicate with students individually or in mass with secure messaging

tools

• Review/evaluate student requests for a UC Transfer Admission Guarantee

(TAG)

UC TAP for UC Campus Staff:

Service Overview

2/20/2015 7

• Started in 2010

• Over 152,000 student accounts:

• Approximately 30,000 per transfer term

• Over 70% matriculate to UC Applicants

• Student entered courses/exams: 2,820,840

• Students with a TAG started: 83,000 (64,000 submitted to UC)

• Over 1,000 active California Community College counselor accounts across

all 112 Community Colleges

• 31,000 student profile lookups in the last year

• Messages posted to individual students: 84,000

UC TAP Stats:

Service Overview

2/20/2015 8

coursework

Applicant

Data

UC TAP ApplyUC UC Review

UC

CCC UCB UCD

UCR

UCSB

UCLA

UCI

UCMUCSCUCSD

Transfer Applicant Lifecycle – UC Review

Service Overview

2/20/2015 9

Transfer Applicant Lifecycle – UC Review

UC Review

UCB UCD

UCR

UCSB

UCLA

UCI

UCMUCSCUCSD

UC Staff (Admissions & Academic Preparation)

• Review/Advise UC TAP students

• Evaluate UC TAP and UC TAGs

• Perform evaluation on ALL transfer applicants to

UC

• Project future transfer student interest

• Manage academic preparation program

participation and perform SAPEP reporting

• Run complete lifecycle reports from prospects to

enrolled students

Governance

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• The projects are governed by a combination of OP and campus stakeholders

• Different players for different aspects of the project

• The governance group formed naturally out of an established committee on UC Transfer initiatives

1Governance: the oversight process where stakeholders make important decisions/recommendations regarding the service that ensure business and technology alignment and create value for the mission of the University. Strategic governance generally affects the overall direction and major functions of the service, whereas operational governance address day-to-day issues such as reviewing and approving proposed changes to the service.

Funding

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• Project funding comes from OP, split across different stakeholder groups (admissions and academic preparation)

• OP funded the pilot projects and continued to provide ongoing funds vs. recharging campuses

1Self-sustainable funding: Every service must have a sustainable funding model, whether funded centrally by UCOP or other entity, recharge to campuses, or another model such as assessment (tax) model. A non self-sustainable model might be funded by a single campus for the system, or funding from a grant that is temporary.

Knowledge Management

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• Project documentation is housed at UC Davis and managed by the technical team

• Feedback/enhancement tools built into site for users to make requests

• Email is most common method of requests and documentation which can be problematic

1Knowledge management: is the process of capturing, developing, sharing, and effectively using organizational knowledge. In the context of Information Systems and Business Applications, it is often documented support materials and how they integrate with operating the service and addressing day-to-day service requests. Examples include maintenance and management of product training materials, best practices, technical standards, FAQs, help desk procedures, and other information that supports the successful operation of the service. Also please include any KM tools or platforms which are being used to manage the access, present and disseminate the supporting product information to users and IT staff.

ITSM Operations

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• Davis has an MOU with OP and Davis staff serve roles of project management, technical operations, and user support

• Coordinate with OP and campus stakeholders on change requests

• In-house tools were developed to capture incidents and track their status/completion

• Clients have different policies/practices, local technology setups, and levels of involvement that make single solutions a challenge

1IT Service Management: the service and customer-oriented day-to-day management of an Information Technology service. Focus on service transition and operation functions such as: service desk, incident management, desktop support, change and release management

Strengths and Challenges

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Strengths:

• Projects came about from a clear need in a “grass-roots” style. The projects filled a need and/or created a better solution for campuses to adopt

• The staff delivering solutions have a very high level of business expertise

Challenges:

• Initial – getting buy-in for a UC project at a local campus (web domains, email accounts, etc.)

• Ongoing:

• Difficult to always find agreement on practices; leads to campus compromise or adjustments in technology

• HR challenges (staff classifications/compensation)

KMCentral

• Create KM sites etc.

Campus• Participate in collecting best

practices

….

Exercise: The Future Service Model

FundingCampus

• Manage budgets and reporting

Central• Continue to fund centrally but

perhaps setup/broker campus requests that require funding

GovernanceCentral

• Coordination but not ownership• Help identify campus leaders for

project consistency and equal representation

• Be a champion of the project to UC leadership

Campus• Manage day to day operations

ITSM OperationsCampus

• Day to day project management

Central• Advise on best practices and

infrastructure support tools

2/20/2015 8

Questions

UC RISK & SAFETY SHARED SERVICESOVERVIEW

Software Development Specializing in Risk & Safety

Systemwide (ten UC campuses, five medical centers)

Software as a Service (SaaS)

Service Overview

Media Kits, Web Support, Distributions

Communications Systemwide Communications Marketing System Implementation Toolkits Website Creation & Implementation Systemwide Brochures Liaison between Workgroups & UCOP Communications

Current Status

3 FTEs in support of EH&S at UC Davis

7 FTEs in support of Safety Services & one system-wide tool in support of Risk Management

Support grew to 95% for systemwide development in support of EH&S, Risk Management, Occupational Health, Workers’ Comp.

UC Risk & Safety Shared Services

History

Board of directors strategic direction Program directors programs priorities Functional workgroups system features Technical team technical enhancements

Governance

Agile Embrace failure as an opportunity to learn new

ways of doing things Business Focus

Governance Agile development Flat organization

Sustainable Funding Funded by relevant liability programs Revenues from external clients while maintaining

UC business needs as the top priority

Our Approach

Our Process

2015 Roadmap

Centrally funded from Risk Management Programs Campus bills OPRS on quarterly basis

Funding

Public website for all users Confluence for project-specific information Jira for code ServiceNow for end user support

Knowledge Management

User Guide

Access Information

FAQs

Promotional Website Text

Promotional Email Text

Print Media

Suggested Social Media

Contact & Support Information

Implementation Toolkits

ServiceNow for all end user requests Deployment kits to support campus

rollouts ServiceNow for end user support

Operations

Ticketing System

Mature governance model with clear separation of concerns and responsibilities

Strong Agile culture with innovative development teams Proven model with the rollout of 16+ systems UC-wide since 2010

Lack of a central identity management and a systemwide person identifier

Initially garnered inconsistent support from some UC campuses Viewed as a “UC Davis” team

Strength

Challenges

Future Service Model

KMCentral

Create KM sites etc.

CampusesParticipate in collecting best practices

FundingCampus

Manage billing for their service Manage budgets and reporting

CentralProvide the funding for the Shared

Service

GovernanceCentral

Provide governance models and toolsMediate, advise, and

provide metrics for consumersCampuses

Participate in selecting rep.Manage change management

Shared ServiceSupport governance teams

ITSM OperationsShared Service

Tier level support

CentralAdvise on best practices

Centralized services where applicable

QUESTIONS

Opening SlideMWF (is evolving into)

Mobile App Store NetworkPowered by CASA

IT Shared Services Colloquium (20 Minute Presentation)

Presenter(s): Rose RocchioCampus: UCLA

MWF & CASA Overview

2/20/2015 2

• MWF – Mobile App development toolkit; 6 principles: cross platform, device agnostic, graceful degradation, unified mobile presence, distributed architecture, modern web standards

• MWF powers UCLA Mobile, launched 2010. MWF is in currently in production @ UCLA, UC Berkeley, UC Santa Barbara, and UC San Diego, previously used/piloted by UCSF, UCR, UCI, UC Davis

• MWF evolving into CASA Mobile App Store Network

• CASA – Community App Sharing Architecture (BGP)

• UCLA Mobile will launch its app store by March 1st

Governance

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• UCLA Mobile is governed by the UCLA Mobile Steering Committee (16 Dept Reps, 5 Fac Mbrs, 2 Med Ctr mbrs, 3 UG Student & 1 Grad Student Rep)

• MWF governed by UC Mobile Collaborative Group

• CASA is an IMS Global standard, governed by the IMS Global CASA Task Force & IMS Global Technical Congress

• UC Mobile App Store Network – would leverage the UC MCG

Funding

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• Created by UCLA to meet campus needs

• UC Estimated Annual Savings of > 1 Million (2011-12)

• Future: SaaS Campus App Stores @ Amazon EC2

Knowledge Management

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• Mailing Lists

• The Mobility & Modern Web Conference @ UCLA

• Code Repos @ Github.com

• CASA Protocol wiki

• CASA Taskforce @ IMS has collaborative siteChallenges:

• Technology moves at an increasingly fast pace

ITSM Operations

2/20/2015 6

CENIC MWF Pilot

• We developed a model to have CENIC deliver PaaS and UCLA deliver SaaS. CENIC created the master instance and UCLA created code versioning

• Served UCLA, Berkeley and deployed a test instance of UC SB

Challenges, Lessons Learned

• Automation critical for SaaS to Scale

Strengths and Challenges

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Strengths• Strong & Willing UC Collaboration, 8/10 campuses engaged, timing

• CASA – is an IMS Global “Standard” & has three strong USE cases

• The Mobile Dashboard

• The LTI tool store inside an LMS

• Working to integrate with EPIC

Challenges• Difficult communicating abstract concepts

• Some have a phobia if “not invented here”

KMUCOP

OFFER hosted KM sitesUCLA – IMS Global

Hold Bi-weekly CallsParticipate in collecting best

practices

….

Exercise: The Future of the UCApp Sharing Network Model

2/20/2015 8

FundingUCLA:

OPT-in SaaSManaged Budget/Rptg

UCOP:FUND IMS-Global 4 systemOP Adoption, Participation

PR & Marketing

GovernanceUCOP

Coordination Support, Hosting Gov Meetings

UCLALead governance team

Manage change management

ITSM OperationsUCLA

OFFER SaaS hosted App StoresUCOP

Promote and provide PR

Questions

Opening Slide

UC Recruitused by all 10 campuses

IT Shared Services ColloquiumFebruary 4, 2015

Presenters: • Joan Tenma, Assistant Vice Chancellor,

Academic Personnel• Shohreh Bozorgmehri, Director, Students

and Academic Services Division, OIT

UC IRVINE

Service Overview

2/20/2015 2

• UC Recruit provides an online recruitment process for all academic appointees including faculty

• Includes all phases of recruitment such as planning, approval, managing applicants, and reporting

• UC Recruit automates a labor intensive process

• UC Recruit is in use by all 10 UC campuses

Governance

2/20/2015 3

• The UC Recruit Governance Board guiding principal is to find common solutions for enhancements to the system for all the campuses and to prioritize those enhancements

• UC Recruit Governance consists of representatives from business office partners in Academic Personnel (AP) and Equal Opportunity and Diversity (EOD) with IT participating as ex-officio member

• The majority of UC Campuses are represented – not all are mandatory

• The Governance board represents the best practices in their respective areas rather than an individual campus

Funding

2/20/2015 4

• Each campus plus UCOP pays 1/11th of the cost of UC Recruit

• UCOP has been instrumental in funding ad-hoc and high priority initiatives as well as initial startup costs

• Funding needs are assessed annually by the Governance Board

Knowledge Management

2/20/2015 5

• UC Recruit project website for communication: http://sites.uci.edu/ucrecruit )

• Governance Board reviews requirement documents

• Subject matter expert partners with IT for new features and enhancements

• Webinar Demos through ReadyTalk

• 7 minute overview video, screen cast training, 1-page user quick guides, product release Blog, and e-learning

• Complete UC Recruit system-wide user guide

ITSM Operations

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Change & Release Management• Project requests tracked via Trello and prioritized by the Board• Every 2 weeks the team demo’s and releases the highest priority

changes following the Scrum methodology

Help Desk• Each campus runs their own help desk• The UC Recruit Help Desk <UCRecruit-Support@uci.edu>

supports 1-2 campus admins at each campus

Service Level Agreement covers the following:• Inquiry, enhancement request, and incident response times• Release management• Uptime requirements• Communication plan

Strengths and Challenges

2/20/2015 7

Challenges:

• Eliciting campus concerns about enhancements –before demo day

Strengths:

• Strong Board collaboration, driven by support from executive leadership, results in UC adopting best practices

• Systemwide prioritization by the Board ensures that the development team is focusing on the strategic projects that meet the mission of the University of California

KMCentral

Create KM sites etc.

CampusParticipate in collecting best

practices

The Future Service Model

FundingCampus

Manage funding for their service Manage budgets and reporting

CentralDevelop framework models for COE

Aid in identifying services and ROI for consumers

GovernanceSHARED

(neither campus nor central)Central

Provide governance models and toolsMediate, advise, and

provide metrics for consumersCampus

Lead governance teamsManage change management

ITSM OperationsCampus

Tier level support

CentralAdvise on best practices

Centralized services where applicable

2/20/2015 8

Questions