Provide the technologies and tools to expand international dialogue, collaboration and partnerships

1. OUR PRIORITIES AND OBJECTIVES Positioning UC Davis for Excellence • Provide the technologies and tools to expand international dialogue, collaboration and partnerships • Provide modern and reliable email and unified communications services • Provide state-of-the-art enterprise videoconferencing services • Support an increasingly mobile campus • Facilitate teaching and learning excellence through effective use of emerging technologies • Extend access to educational programs through online/hybrid learning • Enhance classrooms and other learning spaces with technologies that foster active and collaborative learning • Support the academic success of all students and enhance time to degree through technology-enhanced learning Global Communication & Collaboration Innovative Teaching & Learning • Provide agile, scalable and modern telecom, data center, security and middleware services • Ensure reliable access to mission critical IT infrastructure and services • Pursue innovative and cost-saving strategies to deploy and manage campus IT infrastructure Central IT Infrastructure Competitive Research Administrative IT Efficiency • Support excellence in research through world-class high-performance computing support & services • Develop next-generation data center and networking services • Replace obsolescent building wiring • Improve the efficiency of administrative IT services (200-45) • Protect the institution from increasing IT security threats • Implement low-cost, high-quality user-centric service strategies • Pursue efficiency improvements within IET organization UC DAVIS VISION OF EXCELLENCE Foster a Vibrant Community of Learning and Scholarship -- Drive Innovation at the Frontiers of Knowledge Embrace Global Issues -- Nurture a Sustainable Future and Propel Economic Vitality Champion Health, Education, Access and Opportunity Cultivate a Culture of Organizational Excellence, Effectiveness and Stewardship 5

2. KEY INITIATIVES (2012-2020) Positioning UC Davis for Excellence • Email & collaboration* • Mobile computing • Enterprise videoconferencing • Voice over IP • Etc. • Online/hybrid learning* • SmartSite evaluation* • E-Textbook evaluation • Testing center • Classroom upgrades • Electronic accessibility • Virtual computer lab • Etc. Global Communication & Collaboration Innovative Teaching & Learning • World-class wired and • wireless networking • Identity and access mgt* • Many personal devices • Cloud computing & storage* • Etc. Central IT Infrastructure Competitive Research Administrative IT Efficiency • Big data initiative • Next generation data center* • Horizontal wiring* • 100GB research network* • High-performance computing support • Etc. • Information security* • Sustainable IT cost models • Campus IT prioritization • Service & knowledge mgt* • Common IT mgt tools* • Etc. * Additional details provided in package OUR CORE VALUES: Customer service -- Leadership -- Innovation -- Agility -- Partnerships -- Efficiency -- Transparency -- Responsible stewardship 6

3. APPENDIX 1: MAJOR CAMPUS IT INITIATIVES Objectives, Budget and Metrics • 2012-13 Initiatives • Campus information security……………20 • Email & collaboration services……..….21 • Identity and access management .… 23 • Quest data center……………………..........…24 • UCDNet3…………………………………………...25 • Horizontal wiring………………………………..26 • MyInfoVault……………………………………….27 • Provost’s Hybrid Course Awards……..28 • SmartSite contract & upgrades............29 • 2013-14 Initiatives • 100 GE research network ……..……...30 • BigFix/Tivoli ………………………………….…31 • MyUCDavis employee portal………...32 • Cloud services …………………………….….33 • Faculty website service ………………...34 • SmartSite successor ………………….….35 • Online/hybrid learning (TILT) ………..36 • IT knowledge & service mgt …………37 • Video initiative …………………………….….38 • DC virtual server for disaster recovery cluster ……………………………...39 • Community identity framework………40 • Business relations management…...41 Background & Context | IET Budget | Discussion | Appendix 19

4. 2012-13PRIORITY INITIATIVES: STATUS Campus Information Security Program • Objectives: • Protect the confidentiality, integrity and availability of campus information assets • Integrate established security and privacy protection frameworks into the campus program • Develop an effective strategy for ensuring agreements and contracts with third parties address campus information security and data protection requirements • Update outreach program to support ongoing communication and dialog about security issues within the campus community and with external groups (e.g, UC campuses, national organizations such as Educause, and the private sector) • Transition from local approaches to a centrally-managed, effective, and cost-efficient services • Status: • Effective 07/01/13, the central security team reports to the new CISO • The new CISO is reviewing the campus’ cybersafety program and discussing local security plans with departments; will discuss recommendations with the ECRC security subcommittee • Budget: • One-time costs: none • Recurring costs: $1.3M annually • Amount requested: $210K FY 12-13 residual, $100K FY 13-14 previous Provost commitment • IET share of cost: $990K • Sample Metrics: • Costs to the institution from security breaches involving restricted information • # of campus units participating in centrally-managed security program • # of campus employees completing central security training sessions Background & Context | IET Budget | Discussion | Appendix 20

5. 2012-13PRIORITY INITIATIVES: STATUS Email and Collaboration Services • Objectives: • Introduce a new set of services, based on Microsoft Office 365 and Google Apps • Retire the current central campus email service (Geckomail/Cyrus) • Reduce the number of email systems in use across campus (~90) • Status: • Achieved two significant milestones: • Completed the email infrastructure (Active Directory) so the Davis & Sacramento campuses can both use a common Office 365 service. • Converted all IET staff to the cloud-based Office 365 service • Meeting with each Dean’s office and administrative unit to discuss conversion plans • Budget: • One-time costs: none • Recurring costs: $1.3M annually • Amount requested: $260K FY 12-13 residual, $740KFY 13-14 new Provost request • IET share of cost: Infrastructure & management support plus $300K annually • Sample Metrics: • Campus adoption and transition to the Next Gen service in 2012/2013 (80%+ target) • Retirement of Cyrus/Geckomail (by 12/2013) • Excellent transition experience for faculty and staff (95%+ satisfaction target) • Satisfaction rate with the Next Gen service at the end of the 1st year (90%+ target) Background & Context | IET Budget | Discussion | Appendix 21

6. UC Davis Migration to Cloud Email Background & Context | IET Budget | IT Initiatives | Discussion 22

7. 2012-13PRIORITY INITIATIVES: STATUS Identity and Access Management (IAM) • Objectives: • Develop a centralized system that provides an efficient and secure way to store, manage and use digital identity records for all campus affiliates • Create the ability to resolve multiple source data entries for each UC Davis affiliate into a single “golden” record to support secure authentication for electronic information access • Status: • UCDHS and IET have pooled funding, resources and expertise • IAM is now the basis for authentication for the Kuali Financial System, Time Reporting System and the Health System’s Active Directory provisioning • Recently negotiated Oracle contract to replace expiring IAM licenses, resulting in extremely favorable terms that reduce ongoing costs and add system capabilities • Integrating IAM with Office 365 functionality (authentication for Exchange), and UC Path • Planning to eliminate the legacy IAM system (decommissioning Mothra) • Budget: • One-time costs: none • Recurring costs: $625K annually (IET contribution) • Amount requested: $625K FY 13-14 new Provost request • IET share of cost: management of efforts • Sample Metrics: • Establishment of central identity repository •Audit and compliance activities • Enhanced quality: better security and roles management • Improved on- and off-boarding for new employees Background & Context | IET Budget | Discussion | Appendix 23

8. 2012-13PRIORITY INITIATIVES: STATUS Quest Data Center Project (part of larger scale Data Center Initiative) • Objectives: • Provide sound, reliable, and energy-efficient data center facilities to support computing and data storage needs; consolidate IT functions and expand the research enterprise by making additional computing facilities available to academics • Improve disaster recovery and business continuity for critical computing systems and data stores • Status: • Installed infrastructure at Quest, incl. a 2nd SAN (disk storage), duplicate virtual tape library, networking equipment & dual 10 GE fiber optic circuits, and a virtual server farm (hosts 600+ servers, 225 have been migrated to Quest as their primary service location with little to no downtime). Moving systems not due to be virtualized/replaced in near term (incl. DaFIS servers) • SAN replication is in place bet. the Campus Data Center and Quest. Critical data is written in both locations. All data on 2nd SAN (Provost funded) is replicated at no additional cost to client • Installed a virtual tape library for clients and services that do not utilize the SAN or require additional long term data backup. This is effectively our ‘off site’ tape storage location and has replaced our previous off-site tape storage service from Iron Mountain • Budget: • One-time costs: $1.7M (over 2 years) • Recurring costs: $0.6M annually (over 5 years) • Amount requested: $2.4M (over 5 years) • IET share of cost: $2.3M (over 5 years) • Sample Metrics: • Increased use of high-performance computing systems • Improved ranking among R1 institutions; increased grant awards for compute intensive research • Improved business continuity and disaster recovery capabilities • # of distributed servers consolidated into central facilities. Background & Context | IET Budget | Discussion | Appendix 24

9. 2012-13PRIORITY INITIATIVES: STATUS UCDNet3 • Objectives: • Provide high-speed network services that integrate data, wireless and voice services with computer and web-based communications services • Deliver reliable, scalable and cost-effective unified communications services; expand wireless and cellular services and migrate to IP-based voice services • Status: • Completed: Data network equipment refresh (95% complete); network core was extended to the Quest Data Center; battery backup systems refresh complete; network security systems deployed; upgrade of the optical networking system connecting the campus to the Medical Center complete • Wireless network expanded to over 2,300 access-points • Core VoIP system: integrated with Next Generation Unified Communications infrastructure • Budget: • One-time costs: none • Recurring costs: ongoing operational expense • Amount requested: $1.60M FY 13-14 previous Provost commitment • IET share of cost: costs have been fully embedded in current operation • Sample Metrics: • # of network devices refreshed, number of high-speed ports deployed • # of wireless access points, % of campus space with wireless coverage, #of wireless devices accessing network services • # of IP-based voice clients in service. Background & Context | IET Budget | Discussion | Appendix 25

10. 2012-13PRIORITY INITIATIVES: STATUS Horizontal Wiring • Objectives: • Facilitate access to high-speed data network services in support of research activities where substandard telecommunications wiring constrains speed and access • Implement systematic upgrades to substandard telecommunications wiring within older campus buildings housing research endeavors based upon deans’ priorities, under a cost-sharing model • Status: • Wickson Hall, Academic Surge completed with deferred maintenance funds • Cost sharing projects approved and moving forward: Storer Hall, Young Hall, VMTH, School of Education, Chemistry (partial) • Cost sharing projects awaiting deans’ approval: Bainer Hall, Meyer Hall, Asmundson Hall/Annex, Mann Lab, UCDMC TS Bldg 1st Floor • Estimates requested (in-progress): Tupper, Vet Med 2A • Budget: • Approved projects: $1.5M ($1.0M provost funds, $0.5M client funds) • Projects awaiting approval: $1.7M ($1.1M provost funds, $0.6M client funds) • Projects in estimate phase: $2.1M ($1.4M provost funds, $0.7M client funds) • Sample Metrics: • # of Network Access Modules upgraded (960 upgraded, 790 approved, 970 pending approval) • # of high-speed network connections added in support of campus research Background & Context | IET Budget | Discussion | Appendix 26

11. 2012-13PRIORITY INITIATIVES: STATUS MyInfoVault (Faculty Merit and Promotion System) • Objectives: • Provide a mission-critical system that supports the appointment, merit, and promotion processes for faculty and academic personnel • Increase efficiencies, simplify processes, reduce reliance on paper and redundant data entry • Status: • Major enhancements and 98% of maintenance deliverables are completed. Next steps include new enhancements (decision support and Provost/Chancellor final decision), as well as key maintenance items (Rice 2.0 upgrade, Candidate Diversity Statement, & Open Action Reports) • Budget: • One-time costs: $1.2M (for 2 years) • Recurring costs: $1.16M annually • Amount requested: $1.16M FY 13-14 previous Provost commitment • IET share of cost: Variable cost of Middleware team and management of efforts • Sample Metrics: • Ability to set effective action dates; assess final approvals; perform actions for candidates outside the staff person’s primary department; create reports on outstanding work • Ability to quickly assign review committees; enter and correctly display data for patents, creative activities, and diversity achievement; run decision support reports • Successful upgrade to Rice 2.0 without KEW without compromising MIV’s workflow • Ability for the provost and chancellor to complete final decision on non-redelegated action Background & Context | IET Budget | Discussion | Appendix 27

12. 2012-13PRIORITY INITIATIVES: STATUS Provost’s Hybrid Course Awards Program • Objectives: • Support faculty in the use of alternative modes of instruction with efficient and effective technology. • Increase the number of hybrid courses available • Status: • Provost’s Office has committed resources • Originally budgeted for 4 projects; additional funding helped support a total of 6 projects • Budget: • One-time costs: $81K • Recurring costs: TBD • Amount requested: TBD • IET share of cost: Provide technical and instructional design support • Sample Metrics: • Enrollment in hybrid course offerings • Achievement of learning outcomes by students enrolled in hybrid courses • Satisfaction of students and faculty with the learning and teaching experience in hybrid courses Background & Context | IET Budget | Discussion | Appendix 28

13. 2012-13PRIORITY INITIATIVES: STATUS SmartSite Contract & Upgrades • Objectives: • Renew contract with rSmart vendor for SmartSite hosting and support services. • Upgrade SmartSite to Sakai CLE version 2.8 and Gradebook2 version 1.8 • Status: • 3-year contract signed • Upgrade to Sakai 2.8 completed last summer; upgrade to 2.9 scheduled for Fall 2013 • Budget: • One-time costs: none • Recurring costs: $900K annually • Amount requested: none • IET share of cost: $900K annually • Sample Metrics: • # of active course sites • # of active administrative sites • rSmart performance measured through service level agreements Background & Context | IET Budget | Discussion | Appendix 29

14. 2013-14PRIORITY INITIATIVES: OVERVIEW 100 GE (CC-NIE) Research Network Grant • Objectives: • Expand and enhance "Science DMZ", incl. 100 GE speeds to facilitate data intensive science • Establish OpenFlow/SDN infrastructure to support research and development of expertise with programmable networks • Support research on network performance, security, and application aware networking • Integrate end-to-end performance diagnostic monitoring • Develop expertise for sustained support of network optimization and SDN/OpenFlow • Develop support services for researchers • Integrate connections to BGI-Sacramento, GENI test beds & Internet2 Advanced Layer-2 network • Status: • Installed: Science DMZ backbone and grooming switches; OpenFlow controller and performance monitoring systems • Underway: 100 GE circuits and GENI node installations (scheduled for July); staff recruitment; extension of fiber to BGI-Sacramento, data center and labs • Working with Computer Science to design experiments • Discussions with Brocade for vendor partnership in OpenFlow/SDN development • Budget: • One-time costs: $1.0M over 2 years (NSF grant; PI: Prof Matt Bishop) • Sample Metrics: • # of experiments conducted • # of research systems utilizing high speed network connections • # of research grant awards facilitated Background & Context | IET Budget | Discussion | Appendix 30

15. 2013-14PRIORITY INITIATIVES: OVERVIEW Tivoli Endpoint Manager (Big Fix) • Objectives: • Align with the campus goals of reducing our carbon footprint, reducing security risk through compliance, and addressing complexity through standardization • Automates a critical function, reducing workload while simultaneously increasing compliance and energy efficiency • Provide an accurate and comprehensive view into our complex technical environment, informs future strategic and compliance related discussions • Ability to see broad security trends and respond to specific attacks with precision • Status: • Project was completed successfully in mid-June • Campus nearly tripled the number of Big Fix licenses held from 5,500 to 16,144 • Licenses are held by more than 40 units across campus • Training was provided to unit technologists to help facilitate timely installation and implementation of the Big Fix software • Budget: • One-time costs: none • Recurring costs: $70K annually • Amount requested: $40K FY 12-13 residual • IET share of cost: management of efforts • Sample Metrics: Background & Context | IET Budget | Discussion | Appendix 31

16. 2013-14PRIORITY INITIATIVES: OVERVIEW MyUCDavis – Portal for administrative staff and faculty • Objectives: • Extract the most used employee features of MyUCDavis • Develop a lightweight “portal” utilizing modern technologies and UI design as well as mobile device compatibility • Completely shut down all existing legacy MyUCDavis servers • Status: • Currently in the process of developing an activity stream (EduStream) which will be a major component of both the new student portal (due Fall 2013) and the new employee portal • EduStream work is laying the groundwork for all infrastructure components (enterprise service bus, cloud contracts, etc.) which will be utilized for the Employee portal • Budget: • One-time costs: none • Recurring costs: $450K annually for support staff and infrastructure • Amount requested: $225K FY 13-14 new Provost request • IET share of cost: $225K • Sample Metrics: • # of employee logins per hour • # of integrated activity sources targeted to employees • # of activities targeted to employees per day • Employee participation in ‘Quick Surveys’ Background & Context | IET Budget | Discussion | Appendix 32

17. 2013-14PRIORITY INITIATIVES: OVERVIEW Cloud Services • Objectives: • Establish a cloud services infrastructure and team that will provide foundational new services and architecture that will allow for a new generation of research, teaching, and administrative applications that can be developed much faster and are more responsive to technology advances. • Form a campus team of cloud integration developers, application administrators and service desk consultants to integrate and manage cloud services • Lead in procuring new cloud services, enhancing existing cloud services, providing local integration, and provide campus support for these services • Status: • New services being rolled out include: Box.com, Crashplan, Amazon Web Services (AWS), Microsoft Azure and Salesforce. • Budget: • One-time costs: none • Recurring costs: $295K annually for staffing, training, and cloud integration tools • Amount requested: $295k • IET share of cost: management of effort • Sample Metrics: • % reduction in time to develop applications by using cloud services • # of cloud services integrated and accounts created • Reductions in local servers due to leveraging cloud services Background & Context | IET Budget | Discussion | Appendix 33

18. 2013-14PRIORITY INITIATIVES: OVERVIEW Faculty Website Service • Objectives: • Provide faculty with easy-to-use, no-cost (to the faculty member) website creation tools • Websites faculty can create for academic purposes within the UC Davis web space (…ucdavis.edu) • Faculty will be able to create and maintain accessible, UC Davis branded websites for instruction and research • Status: • New • Budget: • One-time costs: $30K • Recurring costs: $45K annually • Amount requested: $75K FY 13-14 new Provost request • IET share of cost: management of efforts • Sample Metrics: • # of faculty using service to create and maintain websites • Faculty satisfaction with use of the service Background & Context | IET Budget | Discussion | Appendix 34

19. 2013-14PRIORITY INITIATIVES: OVERVIEW SmartSite Evaluation • Objectives: • Determine needs for our next version of SmartSite, the campus learning management system, using a variety of means including surveys and focus groups with users • Evaluate potential replacements for Sakai CLE through pilots of 2 or 3 alternatives • Communicate the need for change with our SmartSite user base • Make a recommendation for the system to replace Sakai CLE as the basis for SmartSite • Status: • New • Budget: • One-time costs: $150K • Recurring costs: none • Amount requested: none • IET share of cost: $150K • Sample Metrics: • User response to surveys and focus groups • User information obtained from pilots • Completion of the evaluation with a recommendation for next learning management system Background & Context | IET Budget | Discussion | Appendix 35

20. 2013-14PRIORITY INITIATIVES: OVERVIEW TILT –Teaching Innovation with Learning Technologies • Objectives: • Increase capacity within ATS and CETL to meet the growing demand for innovation in teaching through the use of technology, including the design of hybrid and online courses • Involve more faculty in use of technology for teaching innovation, including designing hybrid and online courses • Create additional enrollment opportunities through online and hybrid courses, especially for high-enrollment classes, thus furthering the goals of improved time to degree and meeting the increased enrollment envisioned by the 2020 Initiative • Status: • New • Budget: • One-time costs: $45K • Recurring costs: $755K annually (IET), $500K - $800K annually (VPUE estimated) • Amount requested: $650K FY 13-14 new Provost request (IET), $500K - $800K (VPUE est.) • IET share of cost: $150K • Sample Metrics: • # of faculty involved in redesigning and offering online and hybrid courses. • # of online and hybrid courses offered • Student success as measured by performance in online courses (medium term) and improved time to degree (long term) Background & Context | IET Budget | Discussion | Appendix 36

21. 2013-14PRIORITY INITIATIVES: OVERVIEW IET Knowledge and Service Management Initiative • Objectives: • Develop an efficient and effective IT service framework to improve performance on key indicators (e.g., customer satisfaction, efficiency, effectiveness, and fiscal responsibility) • Deliver single access point (phone, email, web) to request service or report IT problems • Status: • ServiceNow implemented in College of Engineering (02/13); IET (Phase 1, 05/13); IET phase 2, SD&PS, School of Law and WebCMS (08/13) • Online reporting tool selected and submitted to Purchasing. Implementation 08/01/13 • Service Catalog – phase 1 (08/31/13) • Knowledge Base – phase 1 (internal content, 08/15/13) • Budget: • One-time costs: $60K • Recurring costs: $315K annually • Amount requested: $375K FY 13-14 new Provost request • IET share of cost: management of efforts • Sample Metrics: • First call resolution – IT Express • # of services supported by IT Express • Incident volume • # of web hits to online service catalog • # of knowledge base articles submitted and viewed Background & Context | IET Budget | Discussion | Appendix 37

22. 2013-14PRIORITY INITIATIVES: OVERVIEW Video Initiative • Objectives: • Provide opportunities for faculty to create and use video to improve pedagogy • Support the development of e-content for online and hybrid courses • Put tools and strategies for video production in the hands of faculty and graduate students • Create seamless system for distributing, storing and sharing instructional videos • Integrate video into the classroom • Status: • New • Budget: • One-time costs: $25K • Recurring costs: $375K annually • Amount requested: $200K FY 13-14 new Provost request • IET share of cost: $200K • Sample Metrics: • # of faculty creating video-based instructional content • # of students viewing video-based instructional content • # of faculty using lecture capture to record classroom lectures • Use of video as e-content for online courses Background & Context | IET Budget | Discussion | Appendix 38

23. 2013-14PRIORITY INITIATIVES: OVERVIEW Data Center Virtual Server Disaster Recovery Cluster • Objectives: • Provide additional capacity to the virtual server cluster located at the campus data center • Additional capacity will provide improved capability for disaster recovery in the event of a major failure at the Quest data center • Status: • Current virtual server cluster located in the data center allows for restoration of approximately 30% of the virtual servers located at Quest • Budget: • One-time costs: $50K • Recurring costs: none • Amount requested: $50K FY 13-14 new Provost request • IET share of cost: IET will depreciate equipment and provide future replacements • Sample Metrics: • # of virtual servers that can be immediately restored in the event of a major failure at the Quest data center Background & Context | IET Budget | Discussion | Appendix 39

24. 2013-14PRIORITY INITIATIVES: OVERVIEW Community Identify Framework for Education and Research (CIFER) • Objectives: • Build upon existing Identity and Access Management (IAM) open source projects to create a modular IAM solution specific to the needs of higher education and research (e.g., social/mobile integration, improved federation and collaboration capabilities, privacy controls, cloud-ready solutions and audit & compliance validation) • Provide UC Davis with a safety net and better financial option than current Oracle solution • Status: • Partnership between Internet2 (NetPlus) and Kuali is about to be ratified.  This critical step is necessary for the CIFER project to begin accepting financial contributions from institutions that wish to participate (currently ~10) • Identity and access management modules will be rolled out for use by the higher education community.  All modules are expected to be ready within 2 years once fundraising completes • Budget: • One-time costs: none • Recurring costs: $120K annually over a 2-year commitment ($240K total) • Amount requested: none • IET share of cost: $120K annually for 2 years • Sample Metrics: • TBD Background & Context | IET Budget | Discussion | Appendix 40

25. 2013-14PRIORITY INITIATIVES: OVERVIEW Business Relations Management • Objectives: • Work with each campus department and college to understand and document the current state of their business needs; identify opportunities for implementation of common IT solutions and standardization across departmental boundaries, ensuring the campus can gain the best return on its IT investment • Tightly integrate the business relations management office with the IET project management office to ensure efficient processes for addressing campus units’ needs • Status: • Conducted a pilot that has helped create efficiencies at the School of Education and the Office of Graduate Studies • 13 more campus units have expressed a need for these services • Budget: • One-time costs: $150K • Recurring costs: $125K annually • Amount requested: none • IET share of cost: $275K • Sample Metrics: • # of participating units • Customer satisfaction Background & Context | IET Budget | Discussion | Appendix 41