UTS Annual Report 2014

1. UTS Annual Report 2014

2. Changes • UTS completed a successful list of projects involving all areas of the campus. A full list of goals and activities is available at: Annual Goals 2013-2014 http://goo.gl/9EogUq

3. Growth and Transformation The 2013-14 academic year focused on technology change and positioning for a technical future that is much different from the present. We call this “IT and Disruptive Change.“ The pace of technological change is fast and there is strong need for the information technology organization to be agile and responsive to change. Our three-year Strategic Plan for Information Technology at Oakland University has evolved to an evergreen planning cycle, where we are always in year one of a plan, looking forward two years. UTS supported growth and transformation for both the physical campus and the IT strategic plan. The impact of these rapid changes required an IT response based on a continuous improvement model both fluid enough to grow with technology platform shifts, and robust enough to accommodate campus demands for increased capacity and support for the high-performance network. The pie chart shows the impact these investments made in each area.

4. We Contribute To Student Success UTS provides value to and support for Oakland University’s Goals and Priorities. Our technical solutions, resources and support services are present from the moment a potential student visits our campus virtually, to the moment when we engage them as a student and through their academic career. Support Evolving University Goals Support Evolving Campus Demands Teaching, Learning, Research, & Campus Life Advising The mission of University Technology Services is to provide, assist with the selection of, and support the ongoing operation of, technically current and reliable information technology resources for students, faculty, and staff.    University Technology Services implements solutions that are innovative, integrative, and supportive to evolving university goals. University Technology Services provides information technology resources to enhance, support, and foster teaching, learning, research, administration, service, communications, and outreach. Recruiting and Admissions

5. Building Up and Out Last year we discussed transformative growth, including the Human Health Building that opened for classes in fall 2012. UTS implemented new networking strategies and provided networking for a new classroom management system. Renovations were launched in O’Dowd Hall and Hannah Hall. Plans and groundbreaking for the new Engineering Building were completed. A campus network transformed: The renovations for O’Dowd Hall and Hannah Hall were completed, the new Oak View Residence Hall opened, the Engineering Center is scheduled to open in August2014, and the new Elliott Tower will be completed in early fall. UTS has been engaged in designing and implementing significant projects related to network, wireless, and VoIP projects that will continue as these new construction projects open their doors for occupancy.

6. Storage, Data, and Analytics The campus is doing more with informed decision-making using analytics. We made investments upgrading our Banner database noting that it is now over 300 gigabytes and we have over 70 terabytes of storage for university data. The Student Retention Performance and the Recruiting and Admissions Performance modules, and the Student Success Collaborative, are in early stages of use as we build a culture of student analytics. • Looking Ahead • We know that the trend for storage growth will continue to • increase. • Themes that impact our future business decisions include considerations around Virtualization build-out versus Cloud Storage, Infrastructure as a Service and Platform as a Service. • As the world around us continues to adopt cloud-based solutions we must analyze the impact to our campus culture. • Emergent themes include: • Security Policies • Data Accessibility • Vendor Management

7. What’s Trending OU has a fight song and IT has a cheer. There are 3 themes that encapsulate our 3-year strategic plan. These themes are incorporated into conversations about providing information technology resources to enhance, support, and foster robust learning and advising communities and the educational infrastructure necessary to keep pace with the demands from faculty staff and students. The IT Cheer goes something like this… “Give Me an N” • High quality, high-performance network “Give Me an M” • Think mobile first for a mobile enabled universe “Give Me an C” • Capability – density, security, throughput, bandwidth

8. Virtualization Creating and maintaining a physical and software-defined architecture to support a virtualized server environment is an IT challenge and an enabler for university initiatives. In the past year, we have increased from 110 virtual servers to 172. We will grow from 3 to 5 server hosts this year to support increases in demand. This continued rapid growth requires us to review and re-evaluate the need for architecture build-out. While the footprint for physical hardware has been reduced, there is still a need to budget for capital expenses related to the VM architecture. However, there is also a significant shift from capital expense to operating expense to support licensing and maintenance renewals that must be accounted for in department budgets. Change Drivers ____________ Virtualization simplifies the IT infrastructure, as storage, computing and network are pooled and elastic. Data protection and disaster recovery are simplified. Additionally, virtualization supports “green initiatives” and environmental sustainability by reducing electricity utilization and environmental cooling.

9. Data Storage Requirements Nearly Doubled Oakland’s Central Storage continues to grow. Growth drivers are research computing, enterprise computing, virtualization, and backup processing. This graph represents NAS / SAN storage. Other storage environments provide an additional 50 TB of data storage.

10. Virtualization UTS is better able to support Academic Research computation and Enterprise Computing through the VM architecture. We can provision new services much faster, and any application or service can be dynamically scaled without disruption. There are many key services provided from the virtual infrastructure: • Panopto, a video capture and management system used for lecture capture and learning delivery. • Digital Microscopy, linked to a large and growing storage structure, storing images used in research and education. • Bradford Network Access Control, the system used for network authentication and registration. • Web architecture, providing growth by processor enhancements and installed test environments. • Banner application servers, supporting a more cost-effective implementation. • Support processing for e-learning.

11. Evolving Resource Models Last year we touched on change drivers related to the evolving resource models. One example was moving away from desktop-centralized and standardized computing to individual computing decisions moving in a swirl among several devices, loaded with a variety of personally selected software. We continue to be faced with a torrent of device variety, software proliferation, and new models for selection, procurement, and licensing of solutions. Increasing software variety is leading to an explosion of software purchases in a variety of flavors, including on-premise install, subscription-based service, and apps.  In addition to all the variety of software choices, vendors are also reconfiguring licensing models, often with significant additional costs. What We Know This isn’t going away and is impacting every industry. IT Consumerization is changing the way the world is procuring the technology resources they Want and Need. However, the vendor’s business model does not always cooperate with business and academic usage, purpose, or operational policies. This leaves factors that need to be considered, and planning will be essential to the success and sustainability of tracking and managing all the various resources. The Challenge of Shared Data and Apps in a BYOD Environment CIO Theresa Rowe and ValaAfsharin The Blog, Huffington Post Tech, August 12, 2014 http://www.huffingtonpost.com/vala-afshar/the-challenge-of-shared-d_b_5630507.html

12. Procurement Management Defining the “cloud” is not the current issue. Instead, the message is more straightforward: “The Cloud” is here and it is not going away. At Oakland, IT defines “cloud” as using an application or storage service that is off-campus and accessed through the Internet. The Cloud

13. MySAIL: The Mobile Story The Advising Suite has been added to the MySAIL portal this year to allow for Oakland Advising personnel to search for a student and view a student's current and past schedules, current and past grades, holds, progress to degree, what-if analysis, and academic details. Additionally many single sign-on links and bookmarking features are available for advisors so they can easily get to resources they need. Oakland University also released two versions of the MySAIL app (iPhone and Android).This app gives a mobile-friendly view of the MySAIL portal and linksto many key OU sites that are also mobile-friendly.  As of June 2014, the OU MySAIL app has been downloaded over 15,000 times.

14. Measuring in Mobile Moments Mobile continues to grow significantly and we can track changes in operating system dependency and popularity. We are able to track how users are visiting the oakland.edu website using Google Analytics. Some notable highlights are: Overall user sessions (Million): Desktop: 8.3 Mobile: 2.3 Tablet: 0.7 • Google Chrome and Safari are the top browsers both in usage and growth for both Mobile and Desktop Environments • Chrome up 44% from last year • Safari is up 9% • Firefox is Down 24%

15. Making Connections: Network Highlights • High density networks are important for mobile success on campus. This means our wireless network strategy is moving away from a model of adequate coverage in a wireless-as-a-convenience model to a high-density enterprise and academic implementation. Last year, HHB represented the first building implementation of Voice over Internet Protocol (VoIP). Since then, the campus has been transformed by the roll out and implementation of VoIP services.

16. Making Connections: Network Highlights • Game Changer • _______________ • High capacity, high performance networks are important for research data file exchanges, for online educational materials, and for educational video. Our network capacity targets are 10G and 802.11ac; these are the standards to keep performance ahead of service expectations. The installation of a secondary boarder firewall last July completed the complete border router replacement and upgrade project. All distribution links from the primary campus core are now 10G. Another highlight was the purchase and roll out of a new VPN environment that supports two factor authentication. This is yet an added layer of security for our network and constituents. Significant investments were made to refresh all network equipment for the Data Center Core as well as about 30% of all wired access hardware. The upgrades will increase redundancy and reduce single point access.

17. Making Connections: Wireless Network News High density networks are important for mobile success on campus. We completed the procurement process for a new wireless platform and completed a purchase with Aruba, 802.11ac standard. The campus is being transformed by this implementation.

18. Making Connections: Security Highlights • Values • _______________ • We value individual privacy and the security of data about an individual, recognizing our role as caretakers and stewards. • We value the security of the resources used to manage the identity of an individual, an individual’s records, the university’s records, and the security of our entire environment. Security is everyone’s responsibility, and each individual is expected to apply current security standards to their work. Anew border firewall was purchased to protect the network perimeter. We also implemented and a new PCI-compliant VLAN. The PCI audit and HIPAA audit were successfully completed. Over the past 12 months we have continued to implement tools and configuration changes that better protect our network and systems from known attack vectors. Based on security events that occurred over the past year there was a need for specific tools that identify and mitigate data vulnerabilities as well as increased logging capacity and capabilities. We started an procurement process to identify and purchase a Security Information and Event Management solution that will allow us to comply with HIPAA and PCI requirements.

19. Enterprise Highlights: Aspire to Rise As collaboration with Undergraduate and Graduate Admissions progressed while implementing Banner Communications Management (formerly Banner Relationship Management), Banner Recruiting and Admissions Performance and Banner Student Retention Performance, our ERP vendor changed direction and determined that a new product offering, Recruiter, would be the essential key component to the recruiting cycle. This tool in connection with the BCM suite will enable Oakland to find, engage and enroll more students that truly identify with and desire to be Grizzlies. Oakland University implemented Banner Document Management. This solution supports campus green initiatives, streamlines document storage, and provides process efficiency. Financial Aid and Accounting completed implementation. • Building and Maintaining Connections • Our relationships with future students, current students, alumni, and friends of the university necessitate that we implement communications solutions and tools to best maintain connections.

20. Highlight on ADVISING Once a future student has been identified and admitted, it is critical to support their academic success. Many investments in advising support have been implemented. • AdvisorTrac. Originally purchased as a replacement system for a homegrown School of Business Administration advising appointment system, a campus-wide solution was purchased with SBA as the original departmental user.  This is an advising center management system that allows for appointment scheduling. • Supported Registrar and Athletics in designing an athletics advising and academic progress solution using the Curriculum, Advising, and Program Planning (CAPP) module in Banner.  • Banner Document Management:  Advisers use many documents to support advising.  Part of the project to implement Banner Document Management will be to create an online student file.                                • UTS built a MySAIL portal for advisers. We tracked over 60 systems and web sites in use by advisers; around a dozen require a login.  A driving enhancement adviser access to see a student-friendly view of progress to degree.                           • Providing advice to a Registrar / Student Team Kaizen Lean process that links current records advising to graduation application and graduation audit processes.  This will likely result in a supportive development process that will improve the graduation audit process. The graduation application has been implemented in Banner Self-Service (SAIL).

21. UTS Knowledge is Valued Nationally UTS is recognized as a leader in the Apereo organization and a thought leader on mobile development. UTS staff members, working with a student development team, create and implement changes to the MySAIL portal and mobile apps. Oakland University’s Apereo contributions have been nationally recognized and Oakland staff and students were invited to present at OpenApereo. UTS teams partnered to present sessions on CAS, Identity Management, and Mobile and Open Source Cross Platform Developer Toolbox. Aaron Grant, Lee Foltz, Brandon Powell, David Derderian, and UTS student employees Andrew Clissold, Steven Wiggins, and Rachel Glomskipresented these sessions. Our OU Portlet was showcased at the conference as well. HEEMAC is recognized as the premiere conference to discuss higher ed and government mobile app strategies, implementation, and design. This year, Lori Tirpak and Aaron Grant from Enterprise Applications presented on “Agile Mobile Strategies on a Shoe-string Budget”. Lori, David and Aaron also presented at Merit Member Conference “Open Source Portal and Mobile Solutions”. Lori Tirpak contributed to a new published Educause guideline: An Introduction to BYOD Mobile Data Collection (ECAR, April 2014 www.educause.edu).

22. Professional Development These are the conference, training, and professional development opportunities and themes that UTS employees participated in to continue to advance current knowledge and skill sets to keep pace with the rapid technology shifts and changes.

23. IT People Matter: Contributions We are proud of the professional development commitment our UTS staff members demonstrate. • Teri Abbo participated in an Educause group that is researching and developing a framework to calculate the Total Cost of Ownership for Cloud. She passed the Certified Technology Procurement Executive certification testand was invited to become an Caucus Advisory Board Member. • Dennis Bolton completed training in SANS Critical Controls, and attend the Educause Security Professionals Conference and the REN-ISAC Member Meeting. • Chris Chamberlain represented OU at Cisco Live. • Lee Foltz completed Red Hat System Administration II and Merit Web Security. • MariuszNowack earned certification as a Vmware Certified Professional 5 – Datacenter Virtualization. • Steve Glowacki earned certification as a Certified Disaster Recovery Engineer. • Gabe Jackson earned certification as a Cisco Certified Network Associate • Several staff members completed Merit Web Security and uMobilePortlet Development training. • Some members of the Change Management Committee completed Academy Leadership professional development.

24. Survey Feedback We participated in the Educause Center for Applied Research 2014 Faculty Technology Survey and Student Technology Survey. Interesting results: • 46% of students rate reliable wireless experience as good or excellent, but those rating poor or fair are slightly higher than national results. 72% of faculty rate reliable wireless experience as good or excellent, but those rating poor or fair are slightly lower than national results. This supports the investment we are making to upgrade and improve wireless access as a strategic IT goal, particularly in residential and common areas such as the Oakland Center and Kresge Library. • 65% of students and 63% of faculty rate as very satisfied or satisfied overall with the Moodle learning management system, higher than national responses. Investments into improved server capabilities leading to reliability and response time contribute to higher satisfaction. • 69% of faculty rate their experiences with communications technology, such as the campus Google email system, as good or excellent, comparable to national response satisfaction. • Faculty indicated that more support for research computing and research software is desired. • Faculty indicated that an agile approach to IT infrastructure is needed, supporting UTS goals to work toward an agile support model. • Faculty responses indicate more work needs to be done in the security infrastructure, supporting UTS goals to improve that environment.

25. Pathways to the Future Our pathways to the future have a strong foundation and the challenges we are encountering are impacting an entire industry. Technology staff are proving more difficult to hire as the economy improves. Additionally, hiring and retaining diverse staff, a requirement for innovation and creative problem solving, is a national challenge. Professional development and training are essential for developing and retaining capable staff. Oakland processes need to be efficient, nimble, and agile. We need to be able to act on technology decisions quickly. We need to find ways to reduce process overhead and use redesign and lean strategies to improve university efficiency. New technologies, including hardware architectures, network electronics, and software solutions, are rapidly entering the market and presenting new options. We need to effectively evaluate new solutions. Supported platforms require monitoring for continued growth. Understanding forecasts and predicting when base budget is inadequate to sustain the installed technology base are critical activities. Continue to seek opportunities to contain costs. Supporting an innovative spirit that provides new opportunities, provides action on university and UTS missions, and complies with policies and proceduresis key.

26. Budget Portfolio

27. Critical Goals 2014-2015 • Contribute to the successful completion of university building projects, including Oak View Residence Hall, Engineering Center, Elliott Tower, P32 Parking Structure, and others. • Continue the Voice over IP telecom transition project. • Continue the Aruba wireless network transition project. • Provide improvements to the MySAIL portal and app products. • Complete migration to the PerfectForms online routable forms solution. • Migrate remaining key operations into the Banner Document Management environment. • Support Communications & Marketing transition to the Percussion Content Management system for the oakland.edu domain. • Complete installs and implementations of Banner related upgrades to establish the BannerXE environment. • Implement solutions to improve the university technology security posture. • Detailed goals can be reviewed at: UTS 2014 2015 Goals http://www.oakland.edu/uts/vision#goals

28. Looking Ahead Please let us know how we can assist you with your vision for selecting, implementing, or using information technology resources. We are happy to answer any questions you may have about our initiatives and projects. Our Vision University Technology Services will provide expertise, value, and excitement for information technology initiatives that inspire education, research, and service. University Technology Services staff members are valued partners with the campus community. We are inspired by asking: What is the most we can do to help students achieve their educational goals?