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Information Technology Services

Information Technology Services. In Progress Review December 7, 2007. Mission.

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Information Technology Services

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  1. Information Technology Services In Progress Review December 7, 2007

  2. Mission The Division of Information Technology Services (ITS) strives to support and enrich the university experience for students, faculty and staff – an experience that is increasingly technology enabled and network based. ITS teams develop, operate and maintain the University’s computing and networking infrastructures, major administrative and academic information systems, baseline instructional and information technologies, and associated technical support services.

  3. Vision Excellence in teaching and learning, information sharing, and the exchange of ideas and viewpoints, along with anytime/anywhere access to resources and services, are defining features of the academically rich, student centered university experience we intend to help provide for Cal State East Bay students. The goal of excellence in the use of information technology is an essential ingredient in achieving this vision.

  4. Values Within ITS, we share a common set of values as we work to accomplish our mission of supporting the academic, administrative, and co-curricular functions of Cal State East Bay. • We value our technology services role in the mission of the university. • We value exceptional customer service. • We value operational excellence. • We value helpful and supportive relationships. • We value a collaborative work environment and refuse to let each other fail. • We value professional development and accountability. • We value a healthy and fun work environment.

  5. Advisory & Governance Advisory Operational

  6. Alignment The strategic plan for IT@CSUEB focuses on the alignment of central and local information technology resources, services, projects and support structures with Cal State East Bay’s “seven mandates” outlined within the Framework for the Future. The tag line for ITS alignment and balance is: “Centrally-coordinated/Locally-directed.”

  7. Framework for the Future

  8. IT@CSUEB Strategy Plan The strategic plan calls for ITS to provide: 1) A solid foundation of IT infrastructure and sound fiscal planning; 2) Academic & instructional technology resources and support for faculty; 3) Anywhere/anytime access to services and support for student success and engagement in campus life; and 4) The cyber-facilities required for the university to appropriately serve specific internal and external audiences.

  9. Solid Baseline Infrastructures & Sound Fiscal Planning • Key Indicators: Number of critical events per managed object. Percentage of technology costs accounted for in life-cycle replacement budgets. Total cost of ownership (TCO). • Challenges: Recovery from several years of resource constraints. History of uncoordinated (ad hoc) funding and procurement decisions. • Actions: Coordinate university-wide infrastructure service levels, standards, architectures, consolidation, and budget planning.

  10. No structural deficit in ITS base budget Funding for 3-yr refresh of lab PCs, 4-yr refresh of faculty/staff PCs, & 4-yr refresh for servers Left $240k expected PC cost savings ($400 per PC) in college & division budgets Dell won PC contract with $500 savings per PC ($250k total savings) Completed implementation of office productivity & collaboration software Outlook, SharePoint, & IM 100 of our 220 servers consolidated on 3 VMware servers plus elimination of 25 other servers Significant reduction in security risks Solid Baseline Infrastructures & Sound Fiscal Planning

  11. Power savings from server consolidation: $49.2k per year 100 servers = (39.1 kw) x (8760 hrs) x ($0.15) = $51.4k per year 3 VMware servers = (1.68 kw) x (8760 hrs) x ($0.15) = $2.2k per year Air conditioning savings from server consolidation: 127k BTU per hour 100 servers = (39.1 kw) x (3.4k BTU/kw-hr) = 133k BTU per hour 3 VMware servers = (1.68 kw) x (3.4k BTU/kw-hr) = 5.7k BTU per hour Storage increase from 10 TB to 30 TB (might last us another 16 to 18 months Email retention policy Consolidation of tech support staff Created capacity to fill 3 additional Helpdesk positions Consolidation of web support staff Created capacity to fill the Web Master position Financial Data Warehouse Read access open to all faculty & staff Student Data Warehouse Solid Baseline Infrastructures & Sound Financial Planning

  12. Academic Technology &Faculty Support • Key Indicators: Delivery cost per service. Percentage of faculty using each service. Faculty satisfaction. • Challenges: Cottage industry culture. Communications, feedback, & consultation. 24x7 support. • Actions: Smart classrooms as infrastructure. Blackboard performance enhancement. Instructional design assistance for technology integration. Self-service & self-help.

  13. Life-cycle funding for Smart Classroom infrastructure 3yr refresh cycle remote monitoring of projector bulb life “clicker” response system streaming (next year) Blackboard version upgrade & performance enhancement Blackboard wikis & blogs Consolidation of instructional tech & design support staff expanded our capacity to: Support online & hybrid course design & instruction Provide assistive tech support services Support emerging technologies Academic Technology &Faculty Support

  14. Student Access, Success,& Technology Support • Key Indicators: Percentage of key administrative processes online. Percentage of key student services online. Percentage of students using online services. Student satisfaction. • Challenges: 24x7 support. • Actions: Access to PCs & network. Audit administrative processes and student services for online access. Redesign website for student audiences. Design for self-service & self-help.

  15. 3-yr refresh cycle for lab PCs Expanded & enhanced wireless infrastructure in Library & Student Union Consolidation & standardization of software licenses for computing labs Outsourcing student email to Google (cost avoidance $75k per year) Mailbox size 4 GB (vis-à-vis 10 MB) Retaining csueastbay addresses Authenticate using assigned CSUEB NetID Self-assessment/audit of online access to key services for students Moving key services online for 7x24 access New prospective student website Customize to audience Solicit student input (focus groups) Student Access, Success,& Technology Support

  16. Cyber-Facilities for Specific Audiences • Key Indicators: Percentage of departments that have adequate access to the specialized or discipline-specific technologies required to serve their audiences. • Challenges: Collaboration. Leveraging collective IT resources. • Actions: Lab server virtualization. Computing grids. Wireless access. Converged networks. Web redesign for audience needs.

  17. Consolidation & virtualization of computing lab servers Collaboration with CompCore (Cyber Infrastructure for Interdisciplinary Research) Access to CalREN-XD/Internet2/NLR InCommons Computing grids Collaboration with Multi-Media Graduate Program Advanced networking Wireless Collaboration with Teacher Ed TaskStream e-Portfolio Collaboration with UA Conversion of Alumni/Donor database system Accessible Technology Initiative (508 Compliance) Web redesign for specific audiences (prospective students, current students, faculty, staff, alums, donors, community, etc) Instructional Materials Accessibility Plan Cyber-Facilities for Specific Audiences

  18. SLA-Based Benchmarks

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