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
Ray Rider
Rhea Leonard
Barbara Durland
Holly Costa
Wade Gil
Melody Mills
Mikki Adams
Lee Schultz
Ryan Andres
Kyle McCarthy
Kathy Williams
Spring Andrews
Byron Cornwell
Sam Ramsey
Marcy Wieland
Victoria Lewis
Ann Schwartz
Chyrel Nicholson
Francine Van Meter
Carol Jacobs
Title
Manager, Tech Services
Lab Coordinator, CTC
Lab Coordinator, CTC
Telecom Administrator
System Administrator
Computer Technician
Network Administrator
Multimedia Coordinator
Network Administrator
Technical Assistant
Administrative Assistant
Project Manager
Programmer Analyst
Contract System Administrator
Programmer Analyst
Vice President, Administrative Services
Computer Technician
Computer Technician
Director, Teaching and Learning Center
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.
Updated June 4, 2012
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.
June 4, 2012
CONCLUSION ............................................................................................................................................. 62
IT Technology Plan & Program Review
Page 1
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.
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IT Technology Plan & Program Review
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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:
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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:
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June 4, 2012
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;
IT Technology Plan & Program Review
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
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.
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IT Technology Plan & Program Review
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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.
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IT Technology Plan & Program Review
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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.
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IT Technology Plan & Program Review
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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.
June 4, 2012
IT Technology Plan & Program Review
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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 singlesource 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.
June 4, 2012
IT Technology Plan & Program Review
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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:
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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
533,000 sq'
3,261,990
6.12
2007
548,700 sq'
6,027,489
11.00
2008
671,000 sq'
6,816,934
10.16
2009
728,000 sq'
7,402,868
10.17
2010
785,688 sq'
6,914,629
8.80
2011
785,688 sq'
6,751,660
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.
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IT Technology Plan & Program Review
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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
10/31-11/3/2011
VMware
10/1/2010
10/1/2009
McAfee
CommVault
Byron Cornwell
Marcy Wieland
Loren Washburn
Dan Johnson
Athena Locke
Steve Wheeler
Barbara Durland
Marcelo Noguiera
Wade Gil
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.
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IT Technology Plan & Program Review
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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 Summer
Year
2008-09
6173
Fall
Winter
Spring
Annual
FTES
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
CCCApply
SARS Suite
Colleague Student Services
Module
Blackboard
Alert-U
June 4, 2012
Function
Application to college
Counseling appointment services
- Registration
- Academic Scheduling & History
- Transcripts
- Financial Aid & Online Payment
- Degree Audit
Online course participation
Emergency notification
IT Technology Plan & Program Review
Hosted
On campus
On campus
On campus
Offsite
Offsite
Page 11
Housing and Textbook Xchg
iTunesU
Protected Directories
Online Orientation
Section Searcher
Job/Internship Board
Salsa Directory
Online Catalog
Online Schedule of Classes
Online Advising
CAPP Assoc. Assessment
C4-WebMO
Pencasting
Online Writing Lab
Online Math Tutoring
National Student Clearinghouse
WebPAC Innovative
Find Housing and buy/sell texts
Multimedia instructional material
Instructional material access
Online Orientation
Find open sections
Find Employment or Internships
Fid Instructor/Staff contact info
Education planning
Education planning
Academic counseling
Academic placement
Molecular modeling for chemistry
Share lecture notes and recordings
Assistance with English comp
Assistance with homework
Self-service enrollment verification
Library Catalog
On campus
Offsite
On campus
On campus
On campus
Offsite
On campus
On campus
On campus
On campus
Offsite
On campus
On campus
On campus
On campus
Off campus
On campus
Function
Application processing
Counseling data management
- Grades
- Academic Scheduling
- Human Resources
- Section Rosters
Document Scanning
Online course management
Emergency notification
Curriculum management
Multimedia instructional material
management
Instructional material management
Real-time enrollment tracking
Historical enrollment tracking
Offer student jobs and internships
- Faculty/Staff/Department contact
info management
- Faculty contract hours analysis
Room/Event Scheduling
Maintenance request management
Email + calendar
Spam filter and management
Cloud computing + intranet
IT support request management
Hosted
On campus
On campus
On campus
Faculty and Staff-oriented
Application
CCCApply
SARS Suite
Colleague Student Services
Module
SoftDocs
Blackboard
Alert-U
CurricUNET
iTunesU
Protected Directories
Section Searcher
Enrollment Tracker
Job/Internship Board
Salsa Directory
AdAstra
MaintenanceTracker
CommuniGate + “Correo”
Postini
GoogleApps
Tech40
On campus
Offsite
Offsite
Offsite
Offsite
On campus
On campus
On campus
Offsite
On campus
On campus
On campus
On campus
Offsite
Offsite
On campus
Classroom and Laboratory Instructional Equipment
June 4, 2012
IT Technology Plan & Program Review
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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
100
300
400
450
500
600
700
800
900
1000
1100
1300
1400
1500
1600
2500
5000
HW
SAC
VAPA
WATS
SV
Totals
Smart
Classrooms
1
10
14
3
11
8
4
4
1
2
1
4
2
1
2
3
6
4
20
21
4
126
Virtual
Clients
32
24
56
Computers
PC
Macs
26
34
54
13
27
2
132
24
61
17
50
2
29
9
265
8
1
29
20
100
38
1
1
1
97
21
10
79
3
75
1
1
97
169
1
8
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:
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Table 4 - Instructional Software supported by Information Technology
Mac Applications
Classes
DM-1
DM-2
DM-4, DM113
DM-160B
DM-160C
DM-6
AP-6, AP-43,
AP-46A, AP47,
ART-27,
ART-31A,
ART-4
DM-8
DM-12
DM-60A
DM-70
DM-72
DM-76
DM-134A
General use
June 4, 2012
iMac
Dreamweaver CS5
Flash CS5
llustrator CS5
Indesign CS5
Photoshop CS5
Bridge CS5
Illustrator CS5
Photoshop CS5
PC Applications
Accounting classes
CABT classes
CIS/CS classes
Illustrator CS5
Indesign CS5
Photoshop CS5
Bridge CS5
Illustrator CS5
Indesign CS5
Photoshop CS5
Flash CS5
Bridge CS5
Illustrator CS5
Photoshop CS5
Corel Painter X
Bridge CS5
Photoshop CS5
Bridge CS5
Dreamweaver CS5
Flash CS5
Illustrator CS5
Photoshop CS5
Bridge CS5
Final Cut Pro
Photoshop CS5
Bridge CS5
Microsoft Word
Safari
Firefox
TextWrangler
Fetch
TextEdit
iTunes
iMovie
GarageBand
DM classes
ETECH &
Engineering
Classes
MA classes
Math classes
Other classes
General use
IT Technology Plan & Program Review
Peachtree 2011
Quickbooks 2010
DataEntry
Filezilla
Keyboarding Pro 4
MicroPace
Notepad++
NP_WordComp
SeaMonkey
Kurzweil
Alice
Cisco Packet Tracer
CoreFTP Lite
Cygwin Bash Shell
OpenOffice
Paint.NET
Putty
Textpad
Adobe Bridge CS5
Dreamweaver CS5
Flash CS5
Illustrator CS5
Indesign CS5
Photoshop CS5
CoreFTP Lite
Filezilla
Notepad++, Safari
Archicad 14
Autocad 2012
Corrosn
Google Sketchup 7
Matlab, PSpice
ProEngineer 5.0
Medisoft
Medcin
Quantim
Academic Systems
Algebra
GNU Octave
Chef Tech
Fire Tech EMT Video
iTunes, ImPACT
Microsoft Project
2007
Microsoft Office 2010
Firefox 5
Internet Explorer 9
Page 14
Miscellaneous CTC Labs
Music (Mac)
Pro Tools
Reason
Logic
GarageBand
Practica Musica
Finale
Earmaster
Musition
Aurelia
Nursing (PC)
ECG
NCLEX 4000
Watson Dental
software
Theater Arts: (Mac)
Google SketchUp
Virtual Light Lab
Vectorworks
Illustrator
Photoshop
English (Mac)
Journalism
(Mac)
VMWare Fusion
Indesign
Photoshop
Adaptive
Computing (PC)
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
Faculty, Adjunct
Faculty, Tenure
Clerical
Technical / Paraprofessional
Skilled Crafts
Service / Maintenance
#
34
383
208
107
112
6
35
%
3.8%
43.3%
23.5%
12.1%
12.7%
.7%
4.0%
Total
885
100%
Faculty and Staff Applications and Devices
The applications managed by the IT Department that support staff and faculty include:
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Table 6 – Helpdesk related support offered by Information Technology
PC 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
Student Labs
EcoBeaker \ EvoBeaker (Biology Programs)
QuickBooks
Peach Tree
LAND CADD (Horticulture)
BIOPAC (Biology Program)
Open Web Browser (Enrollment computers)
Extra Anti-Virus Software for PCs:
MalwareBytes
SuperAntiSpyware
HyjackThis
Ccleaner
Eset Nod 32
Mac Applications
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)
Web Based Apps
Tech40 (Tech & User Support Database)
Google Apps: Doc & Calander
Postini (SPAM Filter)
Coreo (Web Mail)
Telecommunications:
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
June 4, 2012
Softdocs
AdAstra
Crystal Reports
Alert-u
IT Technology Plan & Program Review
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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
June 4, 2012
IT Technology Plan & Program Review
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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.
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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
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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
2
Systems Administrator
6
1
Computer Systems Maintenance
Techs
Help Desk / Network Support
1
Multi Media Specialist
1
Telecom Network Administrator
Develops and maintains applications and programs for
administrative and instructional support systems
Develops and maintains applications and programs for
administrative and instructional support systems
Maintains applications and programs for administrative and
instructional use in classrooms and offices
Provides workstation technical support and phone support for
staff and faculty
Provides multimedia technical support for classrooms and
offices
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
June 4, 2012
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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
Accreditation IIIC Team
Applications Team
CTC Staff
IT Client Services (CSI)
IT Help Desk
Net Admin, Program Analyst (Napa) Team
Net Admin Task Priorities
Net Admin Team
Construction
IT Management
Technology Committee
FREQUENCY
As needed
Weekly
Weekly
Monthly
Weekly
2 x Monthy
Weekly
Weekly
Weekly
Weekly
Monthly
LOCATION
TLC
IT Dept
IT Dept
IT Dept
IT Dept
IT Dept
IT Dept
IT Dept
IT Dept
IT Dept
TLC
Individual Meetings:
NAME
FREQUENCY
LOCATION
Dan Borges, IT Director
MEETINGS
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
Weekly
IT Dept
Ann Schwartz, Computer Systems Maint Tech
IT Management
CCEU Classification Study
Committee
2 x Monthly
On Campus
Ann Schwartz, Computer Systems Maint Tech
CCEU Steward
On Campus
Marcelo Noguiera, Watsonville Lab Coordinator
Ben TenCate, Computer Systems Maint Tech
CIS/CS
Classified Staffing Needs
Advisory
As Required
5-6 x a
Semester
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
June 4, 2012
IT Technology Plan & Program Review
On Campus
Page 21
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
Monthly
On Campus
As Required
On Campus
As Required
On Campus
Monthly
On Campus
Dan Borges, IT Director
Ecommerce
Emergency Preparedness
Committee
Emergency Preparedness
Committee
Employee Database (emer
prep)
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
Dan Borges, IT Director
Holly Costa, Telecom Network Administrator
Spring Andrews, Tech Applications Manager
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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.
June 4, 2012
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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
Data Center (Aptos, Wats, SV)
Physical Servers
Colleague Cluster
VOIP Cluster (Aptos, Wats)
VM Cluster (Aptos, Wats)
VDI Cluster
Other
Virtual Servers
Storage Area Network (SAN)
(Aptos, Wats)
Appliances (Blue Cat)
Firewall
IDF closets
Switches
Core
Edge
UPS
Wireless Controllers &
Access Points
Computers
Admin
-PC
-Mac
Instruction
-PC
-Mac
Smart Classrooms
Aptos
Watsonville
Labs
Printers
Admin
Instruction
June 4, 2012
Total
3
40
2
8
6
4
20
119
2
2
4
55
225
2
223
54
159
2652
1146
893
255
1494
1202
304
126
101
21
46
300
241
59
IT Technology Plan & Program Review
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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
June 4, 2012
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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 1gigabit 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.
June 4, 2012
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Page 26
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
June 4, 2012
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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
June 4, 2012
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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.
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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:
2) Determine & approve requirements:
3) Establish plan & setup expectations:
4) Track & monitor progress:
5) Close & learn from the experience:
Initiate with a Charter document
Get management involved
Identify project leader & team
Communicate status via meetings or email
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
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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.
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IT Planning & Project Charter example
IT Planning & Project Charter
From:
Holly Costa
To/cc:
Dan Borges
Project Name
Description
Cisco Operator Attendant Console Client/Server Installation and Training.
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)2456150
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
Stakeholders
A dedicated Virtual Server (VM) will need to be allocated. Will fill out server req form.
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?
Comments
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.
‘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
Assigned to:
H Costa,
Start Date 12/12/2011
IT approval: Mgr, Tech Services
SS approval: VP
End Date _______________
Budget Admin: IT Dir
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.
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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
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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:
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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
Sponsor
Project Manager-Client side
Project Manager-Applications
Lead Technician
Technician
Technician
Training Coordinator
Helpdesk support
Applications Support
Team member
Dan Borges, IT Director
Ray Rider, Tech Services Manager
Spring Andrews, Tech Applications Manager
Melody Mills, Computer Systems Maint Tech
Ben Tencate, Computer Systems Maint Tech
Loren Washburn, Info Systems Coordinator
Athena Locke, Info Systems Coordinator
Carol Jacobs, Help Desk/Network 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
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 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.
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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-XXXXXX000
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
Allocated Budget 11-0-4012-6010-XXXXXX-000
478,065.00
40,746.00
480,369.00
36,672.00
478,335.00
37,692.00
Sub-Total
518,811.00
517,041.00
516,027.00
2,056,677.00
2,456,285.00
2,598,398.00
Total
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
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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
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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.
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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
160
Phone: Accounts, Access and
Voice Mail Issues
140
E-mail Account and Access
Issues
120
Network Account and Access
Issues
100
Network Connections and
Cabling Issues
Audio/Video and Multimedia
80
Computer Hardware Issues
60
Printing: New Printer Setup
40
Computer Software:
Installation Issues
20
0
2009
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Printing: Printing Problems
CTC Student Computer Labs
2010
2011
IT Technology Plan & Program Review
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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.
4.
5.
6.
My assigned computer meets my needs
I get the technical support I need from Cabrillo’s IT department
Wireless connectivity at Cabrillo (i.e., Hawknet) meets my needs
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
70%
60%
50%
Strongly Agree
40%
Agree
Disagree
30%
Strongly Disagree
20%
Not Applicable
10%
0%
#3
#4
#5
#6
#7
#8
#9
#10
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.
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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

18%
Communication about services from Information Technology is relevant and timely.
2005
2011
Agree or Strongly Agree
33%
90.3%
Disagree or Strongly
Disagree

30%
29%
5.6%
2005
74%
2011
74.9%
13%
19.9%
My assigned computer meets my needs.
Agree or Strongly Agree
Disagree or Strongly
Disagree
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.
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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:
June 4, 2012

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.
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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.
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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
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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.
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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
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IT Technology Plan & Program Review
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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.
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IT Technology Plan & Program Review
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Chart 10 – Proposed Organization
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IT Technology Plan & Program Review
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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
Action
Description
Benefit
Cost
Schedule
Impact
June 4, 2012
1
Complete Colleague UI 4.3 implementation
Update modules on Colleague & update client computers. Started
November 2011
Modern interface with additional functionality
Staff Time, $75K spent for desktop upgrade
September 2012
UI 2.3 reached end of life December 2011
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Priority
Action
Description
Benefit
Cost
Schedule
Impact
Priority
Action
Description
Benefit
Cost
Schedule
Impact
Priority
Action
Description
Benefit
Cost
Schedule
Impact
June 4, 2012
2
Integrate SQL Data Warehouse into data infrastructure
Data from multiple operational areas required to support institutional
research, business analysis, and reporting and decision making. A SQLbased data warehouse for IT and research reporting. It will serve as the
source for the Student Outcomes for Faculty Inquiry and Analysis System
(SOFIA).
A SQL-based ‘just in time’ data warehouse will integrate a wide variety of
data sources with more current and accurate information.
Staff time
October 2012
This project will offload and update IT reports that will move to a digital
delivery and format.
3
Deploy Phase 2 SoftDocs
This web based, robust, document and workflow management tool is
currently utilized in Financial Aid.
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.
Staff time, ($10K required for any Dept analysis)
November 2012
After SoftDocs is developed in A&R, IT will be looking for next campus
opportunity to leverage the technology.
4
Implement Colleague e-Advising
Create electronic EdPlans for Student Services.
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.
Staff time (SS expense: $16K)
December 2012
Need additional SAN space & SS budget availability
IT Technology Plan & Program Review
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Long Term Objectives for Applications
Priority
Action
Description
Benefit
Cost
Schedule
Impact
Priority
Action
Description
Benefit
Cost
Schedule
Impact
Priority
Action
Description
Benefit
Cost
Schedule
Impact
Priority
Action
Description
Benefit
Cost
Schedule
Impact
June 4, 2012
Long term
Establish Reporting Strategy
Redefine Data Owners for State & Federal Reporting for MIS and other
reporting procedures, processes, and activities.
Establish an MIS core team to create single point of contact for MIS
reporting and strong communication strategy delivering compliant data.
Staff time
2013
Members of the MIS core team will identify and redefine MIS procedures
and processes and will complete one annual cycle.
Long term
Implement Colleague requisition process
Use of technology to Improve procurement procedures
A centralized operation to electronically manage all aspects of
procurement. Reduce the need to contact purchasing for status updates.
Staff Time
2013
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.
Long term
Develop College Web presence (Intranet)
Cabrillo’s internal communication would be greatly improved thru the use
of an Intranet using Google Docs and Sites as the platform.
Each Cabrillo employee can utilize AD for authentication. Data can be
accessed anytime from anywhere. An Intranet based Content
Management System (CMS) promotes collaboration.
Staff Time
Continuous
Existing IT Intranet can be used as a template for other departments.
Long term
Virtualize core Colleague Components
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.
Refresh equipment; provide support for area components with new State
and Federal requirements.
$55K (Blade, Port fees, & Vendor Services.
2013
Need additional Blade + SAN space
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B. Operations (Technical Services)
Priority
Action
Description
Benefit
Cost
Schedule
Impact
Priority
Action
Description
Benefit
Cost
Schedule
Impact
June 4, 2012
1
Expand Watsonville Campus
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.
Modernized facility with increased functionality. Improvements from
expansion include HVAC, power, and switch upgrades.
$5K for infrastructure costs
September 2012
A more robust campus will contribute to student & staff success.
2
Identify Management: develop user security strategy
Create and maintain a data security app & policy enforcing industry std
user and data practices. Interface w/SOPHIA, SoftDocs, Google & AD
Ensure data standards
$10K for Application Development
September 2012
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
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Priority
Action
Description
Benefit
Cost
Schedule
Impact
Priority
Action
Description
Benefit
Cost
Schedule
Impact
June 4, 2012
3
Deploy Integrated Email & Calendar system
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.
Improved communication by using simple tools and functions would
increase the productivity of all Cabrillo staff.
$5K
December 2012
Improved communication
4
Improve Backup strategy & create Disaster Recovery Plan
CommVault, the current app has some incompatibilities. Requires
investigation into another backup solution. Need to create Disaster
recovery plan.
Compatibility with all platforms and improved disaster recovery capability
$40K (If new tape library is required)
December 2012
Currently using Vmware image process to complement CommVault
IT Technology Plan & Program Review
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Priority
Action
Description
Benefit
Cost
Schedule
Impact
5
Network Infrastructure refresh & upgrade
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
Complement to the recommendation of using the Watsonville campus and
a Disaster Recovery site for the Aptos campus.
$200K
Ongoing
Improving infrastructure & increasing the bandwidth supports future growth
Long Term Objectives for Operations
Priority
Action
Description
Benefit
Cost
Schedule
Impact
Priority
Action
Description
Benefit
Cost
Schedule
Impact
Priority
Action
Description
June 4, 2012
Long Term
Enhance Wireless Access with additional coverage
Wireless network requires more open access in additional areas. A
survey should be conducted. Additional access points could be purchased
to improve coverage.
A wireless survey would provide knowledge of impacted areas and acting
on the information would increase wireless capability.
$10K (Access points)
2013
Additional coverage in 500 building area would satisfy several IT Survey
respondents.
Long Term
Monitor Smart Classrooms projectors remotely
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.
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.
$15K
2013
Ensure the machines stay free from viruses and other forms of malware.
Long Term
Emergency Phone upgrade & Emergency Operations Center (EOC)
power improvement.
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.
IT Technology Plan & Program Review
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Benefit
Cost
Schedule
Impact
More robust power provides needed uptimes to provide better support
during an emergency.
$181K
2013
Cabrillo EOC serves as a public safety vehicle during disaster and
recovery scenarios.
Priority
Action
Description
Long Term
Upgrade Voice Gateway and Call Monitoring hardware
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.
$104K
2013
Current VOIP hardware end-of-life is 2013
Cost
Schedule
Impact
Priority
Action
Description
Benefit
Cost
Schedule
Impact
June 4, 2012
Long Term
Design & implement IPv6 network
The current IPv4 network will need to be upgraded to new standard
Ability to deploy and manage more devices not limited by IPv4 limitations
Staff Time
2013 or later
Significant network redesign required, value proposition needed
IT Technology Plan & Program Review
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C. Client Services
Priority
Action
Description
Benefit
Cost
Schedule
Impact
Priority
Action
Description
Benefit
Cost
Schedule
Impact
Priority
Action
Description
Benefit
Cost
Schedule
Impact
June 4, 2012
1
Deploy Virtual Desktop Infrastructure (VDI)
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
Support of the lab is simplified and users gain state of the art technology
$45K spent for additional100 clients
September 2012
Better Student and Faculty experience with ease of use and better
support
2
Implement Service Desk
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.
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.
$45K
December 2012
Work Order tickets for all IT services will be required to improve
professional strategy. All Assets need to be tracked
3
Create Professional Development Strategy & Student IT Academy
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.
Reduce reliance on outside contractors to accomplish required tasks.
Student workers have proven to be a valuable commodity for Cabrillo
$15K / year
Ongoing
Ability to provide better support. Valuable Cabrillo resources gain benefits
for students, faculty, and staff.
IT Technology Plan & Program Review
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Long Term Objectives for Client Services
Type
Action
Description
Benefit
Cost
Schedule
Impact
Long Term
Develop Mobile Apps & services for student use
There is need for Mobile Apps for students to utilize their smart devices.
A student based resource would contribute to student success.
Unknown on-going yearly funding
2013
Mobile Apps would provide students with more advanced data processing
techniques and would improve student success.
Type
Action
Description
Benefit
Cost
Schedule
Impact
Long Term
Design Web based portal for student access
There is need for a Web portal to gain access to data more easily.
A student based resource would contribute to student success.
Unknown on-going yearly funding
2013
This web based access would be the main location for the students to
access their Black Board schedule and the campus events schedule.
Priority
Action
Description
Long Term
Optimized Print Services
Requirement to design print efficiencies by finding ways to reduce output
requirements; replace aging printers with a strategic solution.
Redesigned output strategy would produce many efficiencies
$10K
2013
Many paper-based processes have been or could be either automated or
eliminated. Many older models are no longer supported by the vendor.
Benefit
Cost
Schedule
Impact
Type
Action
Description
Benefit
Cost
Schedule
Impact
June 4, 2012
Long Term
Promote Energy Efficiencies
Increased energy costs have caused a growth in tech related solutions.
Reduced costs would benefit Cabrillo
$5K / year
Ongoing
The deployment of smart strips and other energy conscious technology
will deliver value to the college.
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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
June 4, 2012
IT Technology Plan & Program Review
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Table 10 – Information Technology Strategic Plan for 2012
Priority
Action
Cost
Target
Complete
Applications
1
Complete Colleague UI 4.3 implement
2
Integrate SQL DW into data infrastructure
3
Deploy Phase 2 for SoftDocs
4
Implement Colleague’s e-Advising
Staff Time
Staff Time
Staff Time
Staff Time
9/12
10/12
11/12
12/12
52%
48%
25%
15%
Applications – Long Term
Establish reporting strategy
Implement Colleague requisition process
Develop College Web presence (Intranet)
Virtualize core Colleague components
Staff Time
Staff Time
Staff Time
$50K *
2013
2013
2013
2013
35%
15%
65%
20%
Operations
1
Expand Watsonville Campus Infrastructure
2
Identify Management: user security
3
Develop Integrated Email & Calendar
4
Create Disaster Recovery Backup Strategy
5
Network Infrastructure refresh & upgrade
$5K
$10K
$5K
$40K *
$200K *
9/12
9/12
12/12
12/12
Ongoing
25%
5%
10%
10%
15%
Operations – Long Term
Enhance Wireless Access
Remote monitor of Classroom projectors
Emergency phone & EOC upgrade
Upgrade VOIP infrastructure
Design & implement IPv6 network
$10K
$15K
$181K *
$104K *
Staff Time
2013
2013
2013
2013
2013
10%
15%
10%
5%
5%
$65K
$45K
$15K
9/12
12/12
Ongoing
60%
24%
65%
$10K *
$100K *
$10K
$5K
2013
2013
2013
Ongoing
10%
0
0
65%
Client Services
1
Develop & deploy additional VDI stations
2
Implement department-wide Service Desk
3
IT Professional Development & Student
Worker Academy Strategy
Client Services – Long Term
Develop Mobile apps & services
Design Web based portal
Optimized Print Services
Promote Energy Efficiencies
* Not budgeted under IT, external source(s) of funds will be required to complete project.
June 4, 2012
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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
 Complete Colleague UI 4.3
implementation
 Integrate SQL Data Warehouse into
data infrastructure
 Deploy Phase 2 for SoftDocs
 Implement Colleague’s e-Advising
Long Term
 Establish reporting strategy
 Implement Colleague requisition
process
 Develop College Web presence
(Intranet)
 Virtualize core Colleague
B) Enhance student, faculty, and staff technology use with improvements to
infrastructure development, data access, and security:
 Expand Watsonville Campus
 Enhance Wireless access
infrastructure
 Identify Management: develop user
 Remote monitoring of Smart
security strategy
Classrooms projectors
 Develop Integrated Email &
 Emergency phone upgrade & EOC
Calendar
power improvement
 Improve Backup Strategy
 Upgrade VOIP infrastructure
 Network Infrastructure refresh &
 Design & implement IPv6 network
upgrade
C) Improve efficiency of College services through development of Technology
solutions to support a successful college environment:
 Develop & deploy VDI to support
 Develop Mobile Apps for Students
student learning activities
 Implement department-wide Service
 Design Web based portal
Desk
 Create professional development &
 Optimized Print Services
student worker strategy
 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.
June 4, 2012
IT Technology Plan & Program Review
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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.
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