Hartnell College Technology Plan
2011-2018
Technology plays a vital role in higher education today, and the Technology and Information Services department is committed
to developing and supporting solutions to enhance teaching and learning and improve operational efficiency. During the IT
strategic planning process, several objectives were identified, ranging from administrative system enhancements, technology
improvements, migration of many mission critical systems, and the development of “cloud based desktops” for users. Given the
current budgetary climate in the California Community Colleges, the Information Services department is dedicated to preserving
and improving technologies and services while making the best possible use of College resources.
Technology Planning to Support Community Strength
Hartnell College 2011-2018 Technology Master Plan - 1
EXECUTIVE SUMMARY
The objective of the Hartnell College’s technology plan is to provide a roadmap for addressing project
prioritization and key issues facing technology deployment and use at Hartnell Community College. This plan is a
guide for the efficient and effective development, implementation, and support of technology systems to
enhance instructional delivery, student learning, and all associated college support systems enabling
departments and programs to perform their missions and achieve their strategic objectives.
The plan was developed and vetted through the Technology, Human Resource and Facilities and the Resource
Allocation Committees, participatory governance committees dedicated to ensuring the effective use of
technology across the college. The outcomes of this plan are the result of incorporating strategic guidance from
the Board of Trustees and the President, the strategic plans and technology plans of the college, an
environmental analysis of future higher education technology trends, an infrastructure analyses and audit, and
surveys with other input from staff and faculty. This Technology Plan follows and builds upon the previous
Hartnell Community College technology plan entitled “Technology Master Plan 2007-2009”.
The development of this plan followed traditional strategic technology planning efforts by:
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Defining the mission of the Information and Technology Resources (ITR) organization
Creating a vision for ITR
Determining the college’s mission critical projects
Identifying key issues and solutions affecting technology deployment
Developing a performance measurement system to assess progress
HARTNELL’S ITR MISSION
The Information and Technology Resources (ITR) department provides the operational support for the College’s
enterprise technology, fosters institutional renewal through innovative technology, and collaborates with
internal and external groups to advance instructional and business intelligence technology for the College and
the higher education sector. The overarching goals of these efforts are to improve the College’s operational
efficiency and provide progressive, responsive technology and technical services to the campus community.
HARTNELL’S ITR VISION
The Hartnell Technology Master Plan aims to position Hartnell College as a technology leader among community
colleges while supporting the College’s efforts to provide excellent postsecondary education that serves the
needs of students, the College and the community.
We endeavor:
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To be a crucial asset and partner providing a significant educational advantage through the deployment
of high quality computing and information services.
Hartnell College 2011-2018 Technology Master Plan - 2
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To provide our users with the ability to securely access college educational technology services and
information from anywhere at anytime.
To implement a flexible computing environment that enables our educational community members to
easily interact.
To create a computing environment that enables rapid adoption of learning technologies.
To create a computing environment where users attain self-sufficiency in their use of technology.
To organize our staff to rapidly learn new skills and technology.
To create collaborative organizational teams to achieve common goals.
MISSION CRITICAL PROJECTS
Technology plays a vital role in higher education, and the Information Services department is committed to
developing and supporting solutions to enhance teaching and learning and improve operational efficiency. Given
the current budgetary climate in the California Community Colleges, the Information Services department is
dedicated to preserving and improving technologies and services while making the best possible use of College
resources. During the IT strategic planning process, several objectives were identified, ranging from
administrative system enhancements, optimizing and virtualizing data center resources, migration of network
platforms more conducive to newer technologies, and the development of a “cloud based desktops” for users.
The efforts in virtualization will reduce the number of physical servers our IT folks will need to administer by a
5.1 ratio. This will reduce power consumption for over 34 servers and will activate a PG&E refund to off-set
some of the costs of the project. Server room virtualization will enable for more work to be accomplished due to
the decrease in administrative system maintenance. Lastly, Virtualization will dramatically increase security over
the current environment and enable a disaster recovery and high availability architecture that this college has
never enjoyed.
As Hartnell migrates from Novell to Windows network environment, the college eliminates a single point of
failure in personnel and significantly increases the pool of resources to draw from in the future that are certified
and have experience in network and server management (repairs, upgrades, security management, backups,
etc.). The new system will provide wider and greater opportunities for integration and support from other
vendors. This will create a better foundation to facilitate a single log-in for all necessary service and data access
activities for students, faculty and staff. The new system will also be accompanied by a new open source driven,
but vendor supported email and calendaring system that will work more seamless with all operating systems
and all devices.
Lastly, the desktop virtualization (VDI) activities will create opportunities for students to have 24/7 access to
needed educational software and resources rather than only when on campus and when computer labs and
open access computers are available. This will dramatically increase time on task for students without increasing
licensing costs for these resources. VDI will allow our computer techs and admins to administer 2000 computers
from one source decreasing the need to “touch” each computer for critical upgrades. VDI will help protect our
computers from harmful viruses and malware as well as increase the speed of recovery when intrusions occur.
VDI will allow us to leverage existing computer investments longer and reduce the cost of technology
Hartnell College 2011-2018 Technology Master Plan - 3
replacement for as new computers are needed, they can be replaced with less expensive “thin clients” or small
drives that pull software and personal information from a main server rather than from a local hard drive. These
thin clients are 50-75% less expensive to replace than traditional desktop or laptops.
Efficient utilization of information technology resources requires the participation and support of not just ITR
staff but also the entire campus community. With that in mind, the IT Strategic Plan relies primarily on the
collective talent of the Information Services Team and campus community to develop and enhance the College’s
instructional and administrative systems and implement open-source solutions for college operations. Input will
be solicited and gathered to develop a new Hartnell website, portal and mobile environment. Shared
governance will guide the direction and speed of modernization of hardware, infrastructure, software and
services. Operational efficiencies will be created when business process automation and integrated campus
systems are established.
Hartnell’s IT leadership feels strongly that the College should methodically move towards an open/community
source direction for administrative applications rather than continuing to support a proprietary commercial
package for administrative software. It would be an opportunity lost and financial mistake to ignore successful
development initiatives that have already proven themselves reliable and comparably capable to meet
Hartnell’s administrative system needs in finance, grants management and curriculum management, and
emergency preparedness. In the coming 5-8 years, similar projects will provide Hartnell and other resource
challenged schools with enrollment and registration, student financials, financial aid, and human resource
administrative systems. The recommendation of this plan is to address immediate technology upgrade
technologies in the areas of Hartnell’s website, virtualization, business intelligence and network management,
but to move carefully towards changes in key administrative systems. Additionally, the plan proposes to stabilize
and enhance existing software so it will support the college for the next seven to ten years.
The proposed initiatives for open source software present an environment that returns nearly $400,000 in
support costs back to the college each year, modernizes our administrative systems to use a well supported
relational database, take back the ability to control our software future and place the college in a low-risk,
technology leadership position. The transition triggers a move to modern development languages and makes
Hartnell a more competitive and attractive place to work for IT workers. Lastly, pursuing a standards-based,
open source path, takes us off a dead-end path that the college would have to move off of eventually as the
publishers of our current ERP system work out the how they will support two significantly different architectures
and code bases (Ellucian is the company that comprises both SunGard and Datatel, merged by the private equity
firm).
Hartnell needs to invest in ITR institutional research capabilities and increase it’s sophistication in gathering,
reporting, and providing access to institutional intelligence in all functional areas. This represents the efforts of
building an enterprise data warehouse being fed with information from data marts that contain discipline or
department specific data. Hartnell will need to determine the questions it needs answers to for grant, state MIS,
and institutional operational accountability. Lastly, Hartnell will need to invest in its people by training
knowledge workers enterprise wide so that they can not only find answers to their data questions without
having to wait on ITR personnel, but so they can also create their own score-carding and key performance
Hartnell College 2011-2018 Technology Master Plan - 4
indicators enhancing the schools ability to assess performance and effectiveness. This kind of data analysis and
access will help the institution develop a pattern of self-assessment, and an environment of improvement and
growth.
Because of the growing trend of students, faculty and staff to Bring Your Own Device (BYOD) onto campus and
utilize campus resources namely wireless access to the internet, network, and campus services, Hartnell needs
to increase and enhance it’s wireless network across all areas of campus and center locations. This enhanced
access will bring with it, increased security and monitoring needs to ensure that resources are properly used and
data is kept secure. Wireless signal needs to be consistent and powerful from one corner of the campus to the
other. It needs to reach to the outside areas as well as inside buildings. The increased access points needed for
this greater reach must be installed with management software to avoid over-burdening ITR staff and provide
them with the tools to remotely monitor performance, review load history, repel offenders, and restart wireless
equipment to restore service.
Hartnell is following an increasing trend to use a Learning Management System (LMS) in not only distance
education offerings, but also in hybrid and traditional class environments. Significant changes in the LMS
landscape as well as rising costs of Hartnell’s existing system, eCollege, point to a need to reassess existing
offerings and potentially transition to different LMS platform. The savings to the institution could be as much as
$150,000 a year without having to sacrifice functionality.
In order to meet the varied needs of both traditional and non-traditional learners as well as the growing
requests of instructors to provide video support for instruction and visiting lecturers, Hartnell needs to enhance
existing distance education facilities and other classrooms to provide high-quality video capture and delivery of
course materials to learners. While pieces of this solution are in place, the system and ancillary support services
need to be augmented and completed.
Increased scrutiny and accountability demands of institutional effectiveness driven by both demand/availability
factors and federal/state mandates are steadily increasing pressure on Hartnell to match learning objectives
learning outcomes. Accreditation, apportionment, financial aid dollars and demand analysis are all drivers
pointing to the need to create clear pathways to certificate, degree or program completion as well as
identification of courses that meet student outcomes needs. Hartnell needs to deploy and better Curriculum
Management system that catalogs Student Learning Objective to Outcomes, matches these to existing and
scheduled courses and helps administrators, counselors and students alike, identify the most efficient or direct
path to meet learning goals with existing resources.
Hartnell funds 1/3 of its programs through grants. One of the most critical aspects of continued support from
grants is proven accountability and traceability of the funds dispersed, the performance against objectives
outlined, and the timely reporting required by the grant. Due to the significant success of acquiring grants and
the reliance that Hartnell has to their subsequent funds, it would be prudent for Hartnell to implement a Grants
Management system that interacts with the core financial system of the institution, the business intelligence
tools and the business process automation analysis tool of Hartnell College. There are options in both traditional
and open source software arenas. Hartnell should investigate, choose and deploy one of the proven and trusted
offerings.
Hartnell College 2011-2018 Technology Master Plan - 5
Increased lot availability, decal and daily parking passes distribution pressures, and cash collection complications
have increased the bar for Hartnell creating a need to look into a Parking Management System. A more
sophisticated system would allow daily parking passes to be purchased online prior to arriving on campus.
Semester passes could be purchased at the time of or near registration and would be distributed via the mail or
internet. The system would decrease significantly the time needed to enforce parking violations and decrease
errant tickets issued to employees or paid students. The solution could help us deploy more modern parking lot
meters that can be fed by both cash and credit card. This investment would be completely paid for through
existing parking funds.
Hartnell is dedicated to providing a safe and secure environment for all that come onto its campus locations.
Hartnell administrators, faculty and staff have already spent significant time and effort ensuring the campus and
its key personnel are prepared for various safety threats whether or not they occur on or originate on campus.
It would be prudent for Hartnell to investigate Campus Safety Management software options and Disaster
Recovery tools to ensure continuity of operations and coordination of all campus and surrounding agency
resources.
Most organizations refresh their technology every 5 years. Economic pressures of late have increased refresh
rates to 6 or 7 years. It is critical for Hartnell to have a plan in place to replace campus computers in both the
server room and the classroom between 5-7 years to avoid hardware failures and decreased educational
effectiveness. Computer Replacement due to the investment in virtualization will be significantly less expensive
as refresh events need only replace full computers with thin or zero clients which are a fraction of the cost of full
desktop systems. As each full desktop is replaced, the energy consumption of the college also decreases saving
money for other purposes.
Hartnell College serves a student population of which 65% of students relies on financial aid, over 30% are first
generation college students, and 38% do not have adequate Internet access or technology in the home for
research or schoolwork. Hartnell is actively pursuing grant and budget dollars to purchase tablets and laptops to
make available to Hartnell students through a Technology Rental Center. The monthly equipment rental
availability will favor those who can prove financial need and will be accompanied by opportunities for low-cost
high-speed broadband. Rental fees will be low enough to increase access to technology to those who are
impacted by the digital divide, but will aid the center to be self-funding over time to refresh technology.
Each investment planned will reduce cost, improve technology access for the campus, help IT do more with
existing resources, lengthen the life of existing hardware, and generally improve the campus’ experience with
technology, information and resources.
Hartnell College 2011-2018 Technology Master Plan - 6
STRATEGIC INITIATIVE S
VALUE TO THE HARTNELL COLLEGE STUDENT
From the Hartnell 2013-2018 Strategic Plan
Strategic Priority #1 – Student Access (SP1)
(GOAL) Hartnell College is committed to providing higher education, workforce development, and
lifelong learning opportunities—with seamless pathways—to all of the college’s present and prospective
constituent individuals and groups.
Strategic Priority #2 – Student Success (SP2)
(GOAL 1) Hartnell College will provide a supportive, innovative, and collaborative environment to help
students pursue and achieve educational success.
(GOAL 2) Hartnell College will provide a supportive, innovative, and collaborative environment that
addresses and meets the diverse learning needs of students.
Strategic Priority #4 - Effective Utilization of Resources (SP4)
(GOAL 2) Hartnell College is committed to having its physical plant, furnishings, and grounds maintained
and replaced in a planned and scheduled way to support learning, safety, security, and access.
(GOAL 3) Hartnell College will maintain a current, user-friendly technological infrastructure that serves
the needs of students and employees.
Strategic Priority #5 – Innovation and Relevance for Programs & Services (SP5)
(GOAL) Hartnell College will provide programs and services that are relevant to the real-world needs of
its diverse student population, while also developing and employing a culture of innovation that will
lead to improved institutional effectiveness and student learning.
Strategic Priority #6 - Partnerships With Industry, Business, Agencies & Education (SP6)
(GOAL) Strengthen the quality of existing programs and increase the number of K-12 outreach
programs and pathways.
STUDENT FOCUSED INITIATIVES
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Deploy online parking decal and daily ticket system – SP1 (Phase 1)
Modernize Hartnell College’s website deploying a new site on an open source content management
platform – Drupal making it easier to get to critical information, services, and program pathways –
SP1, SP2, SP5, SP6 (Phase 1)
Enhance the College’s student information system, Datatel Colleague - Student, to better meet
faculty, staff, administrator, and student needs – SP1, SP2, SP5 (Phase 1)
Hartnell College 2011-2018 Technology Master Plan - 7
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Pilot a decentralized “cloud based virtual desktop” computing system to improve access and
personalization of services via the central data center. This will create greater time on task
opportunities and provide greater access to services available to all types of students – SP1, SP2,
SP5, SP6 (Phase 1)
Consider a new student portal system to integrate online student services – SP1, SP2, SP5, SP6
(Phase 3)
Support Academic Computing by maintaining and installing (when directed) smart classrooms and
computer labs – SP1, SP2, SP5 (All Phases)
Enhance Campus Safety by deploying a better notification and crisis management systems – SP2
(Phase 1)
VALUE TO HARTNELL COLLEGE ACADEMIC AND ADMINISTRATIVE STAFF
From the Hartnell 2013-2018 Strategic Plan
Strategic Priority #1 – Student Access (SP1)
(GOAL) Hartnell College is committed to providing higher education, workforce development, and
lifelong learning opportunities—with seamless pathways—to all of the college’s present and prospective
constituent individuals and groups.
Strategic Priority #2 – Student Success (SP2)
(GOAL 1) Hartnell College will provide a supportive, innovative, and collaborative environment to help
students pursue and achieve educational success.
(GOAL 2) Hartnell College will provide a supportive, innovative, and collaborative environment that
addresses and meets the diverse learning needs of students.
Strategic Priority #4 – Effective Utilization of Resources (SP4)
(GOAL 2) Hartnell College is committed to having its physical plant, furnishings, and grounds maintained
and replaced in a planned and scheduled way to support learning, safety, security, and access.
(GOAL 3) Hartnell College will maintain a current, user-friendly technological infrastructure that serves
the needs of students and employees.
(GOAL 4) Hartnell College is committed to maximizing the use and value of capital assets, managing
financial resources, minimizing costs, and engaging in fiscally sound planning for future maintenance,
space, and technology needs.
Strategic Priority #5 – Innovation and Relevance for Programs & Services (SP5)
(GOAL) Hartnell College will provide programs and services that are relevant to the real-world needs of
its diverse student population, while also developing and employing a culture of innovation that will
lead to improved institutional effectiveness and student learning.
Hartnell College 2011-2018 Technology Master Plan - 8
ACADEMIC AND ADMINISTRATIVE INITIATIVES
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Migrate from Groupwise to open source or vendor supplied calendaring and communication suite - SP4,
SP5 (Phase 1)
Migrate key network systems from Novell Netware’s eDirectory to Microsoft’s Active Directory to more
comprehensive support for services such as single sign-on, integration, and system/data security. This
will also allow the campus to support multiple wireless devices - SP1, SP2, SP4, SP5 (Phase 1)
Support Academic Computing by maintaining and installing (when directed) smart classrooms and
computer labs - SP1, SP2, SP4, SP5 (All Phases)
Implement Kuali’s community source Student Curriculum Management to replace Governet’s Curricunet
system to better meet accreditation requirements and instructional goals to match learning objectives
with learning outcomes of programs and course - SP1, SP2, SP4, SP5 (Phase 2)
Enhance assistance with instructional computing and professional development through a responsive
faculty training facility and learning management solution - SP1, SP2, SP4, SP5 (Phase 1)
Deploy new Distance Education Learning Management System. SP1, SP2, SP4, SP5 (Phase 1)
INFRASTRUCTURE & LONG TERM INVESTMENT INITIATIVES
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Virtualize the server room, significantly reducing number of servers, energy consumption and
administrative overhead - SP4, SP5 (Phase 1)
License and implement Cognos 10 to support data-driven decision making at the College by engaging
users with information on-demand - SP2, SP4, SP5 (Phase 1)
Deploy Asset Management System - SP4 (Phase 3)
Deploy workgroup printing across campus - SP1, SP2, SP4, SP5 (Phase 1)
Technology refresh of computers and server room infrastructure - SP2, SP4 (Phase 3)
PHASE 1
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Deploy online parking decal and daily ticket system (Phase 1)
Modernize Hartnell College’s website deploying a new site on an open source content management
platform – Drupal (Phase 1)
Enhance the College’s student information system, Datatel Colleague - Student, to better meet faculty,
staff, administrator, and student needs. (Phase 1)
Migrate from Groupwise to open source, or vendor supplied calendaring and communication suite.
(Phase 1)
Migrate key network systems from Novell Netware’s eDirectory to Microsoft’s Active Directory to more
comprehensive support for services such as single sign-on, integration, and system/data security. This
will also allow the campus to support multiple wireless devices. (Phase 1)
Enhance assistance with instructional computing and professional development through a responsive
faculty training facility and learning management solution. (Phase 1)
Hartnell College 2011-2018 Technology Master Plan - 9
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Virtualize the server room, significantly reducing number of servers, energy consumption and
administrative overhead. (Phase 1)
Pilot a decentralized “cloud based virtual desktop” computing system to improve access and
personalization of services via the central data center. This will create greater time on task opportunities
and provide greater access to services available to all types of students. (Phase 1)
License and implement Cognos 10 to support data-driven decision making at the College by engaging
users with information on-demand. (Phase 1)
PHASE 2
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Implement Kuali’s community source Student Curriculum Management to replace Governet’s Curricunet
system to better meet accreditation requirements and instructional goals to match learning objectives
with learning outcomes of programs and course. (Phase 2)
Investigate supporting the Business Services division with implementation of the community source
Kuali Coeus System creating a more cohesive environment for administering financial transactions and
decentralize accountability and management of budgets. (Phase 2)
PHASE 3
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Deploy a new collaborative portal system to integrate online student services, establish enterprise
workflow, and create collaborative workspaces for administration. (Phase 3)
Support Academic Computing by maintaining and installing (when directed) smart classrooms and
computer labs. (All Phases)
Migrate from Datatel Colleague R18 to R18 SQL. (Phase 3)
Deploy Asset Management System. (Phase 3)
Technology refresh of computers and server room infrastructure (Phase 3)
Integrate Voyager with Colleague (Phase 3)
Deploy Enterprise Workflow (Phase 3)
KEY ISSUES
Three current issues affect the effectiveness of our technology organization to deliver applications and services;
they are (1) limited / constrained resources, (2) the relationship between the central technology organization
and the colleges, and (3) the need for a disciplined process to prioritize technology projects.
RESOURCES ARE CONSTRAINED
The number of permanent staff positions assigned to ITR has been declining since 2001. The current level of ITR
staffing is well below standards recommended by the System-wide Architectural Committee of the California
Hartnell College 2011-2018 Technology Master Plan - 10
Community Colleges System Office. Because of an aging, but large IT infrastructure and limited staff, most ITR
staff members are dedicated to operational support (computer installations, break/ fix, etc.) and rebuilding the
IT infrastructure. This leaves little available time to roll out new applications and services.
A top priority, when funding is available, will be to enhance the capability of ITR staff in facilitating the adoption
of new applications and services, this plan recommends an augmentation of an additional 4 positions –
programmer analyst, project manager, DBA, and Director of IT.
Finally, although the college has significant capital funds through the Measure H bond to continue rebuilding the
IT infrastructure, there are significant shortfalls in this funding to accomplish the original goals set forth in the
Measure H bond projects. Some funding shortfalls may also exist for completing the mission critical projects
contained in the lists above.
Accordingly, the scope of work associated with each Measure H bond project related to IT has been adjusted to
fit the available budget; however, as a result some mission essential infrastructure will not be built and / or
sustained as a result.
RELATIONSHIP OF ITR TO TECHNOLOGY- USERS MUST EVOLVE
The relationship that ITR has with the colleges and the Central Service organization it supports is critical to
facilitating a proactive use of technology as a strategic resource of the college. In the model used in this planning
methodology, this relationship of the IT organization to its supported units is characterized as a job shop,
architect or partner.
In 2010, many (maybe most) college users viewed ITR as essentially a job shop, where ITR provided requested
application support and services on demand. Since this time, a change of roles for ITR has occurred shifting the
relationship towards that of a systems architect, primary as a result of the need and availability of funding to
replace the IT infrastructure. With the hiring of a Vice President of Technology, ITR has also now been invited to
the table to work with the college as a partner.
In practice, an IT organization must perform all of these roles, although the extent to which IT occupies each role
should be highly tailored to the organization. There are best practices associated with each of these roles along
with a comparison to our current practices and areas for improvement. One overarching goal of the ITR
leadership team is to move the ITR organization more into the role of partnership with the colleges.
The ITR leadership team has identified four areas of focus for the future:
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Working with senior leadership, identify the roles for ITR as the colleges continue to grow and evolve
Provide more consultation with users and encourage early collaboration
Develop a formal technology project prioritization processes with senior leadership involvement
Prepare and present briefings on emerging technology and facilitate discussions across the campuses
PROJECT PRIORITIZATION AND MANAGEMENT IS NEEDED
The previous process that employees used to request functionality improvements, new systems, and / or
technology services has been very decentralized with users submitting requests directly to ITR without
prioritization by college leadership. User expectations that all submitted projects could be completed by ITR
Hartnell College 2011-2018 Technology Master Plan - 11
within requested time frames did not take into consideration either the current workload of ITR teams or the
importance of some projects over others. Initiating new projects often caused a cycle of disruption and
inefficiency as ITR developers / technicians were pulled off projects in midstream to begin work on other “higher
priority” projects. The result has been excessively long project implementation times and much frustration.
The number of initiatives current and planned involving IT personnel of the colleges necessitates that the college
adopt a formal technology project prioritization process that continuously sets and revises project priorities. This
new process must be responsive to college needs allowing for the inclusion of new projects as well as the
elimination of existing projects, which may have fulfilled their objectives or no longer have a purpose.
Accordingly, a prioritization process is proposed in this plan that involves the use of college leadership to
maintain a list of major technology projects that is kept refreshed allowing ITR to schedule work on the highest
priority needs of the colleges. Two goals associated with this prioritization process are (1) to achieve consensus
regarding the priority order of projects and (2) to provide transparency in how the process works and what
outcomes result from the process.
PERFORMANCE MEASUREMENT
To promote an environment of continuous improvement, this technology plan establishes Service or
Administrative Level Outcomes (SLOs) for each department of ITR. SLOs are used to define outcomes that the
ITR organization is trying to achieve in its support of college strategic plans and missions.
In addition, each ITR area defined several measures of effectiveness (viewable in the section entitled
Performance Metrics). These performance metrics will indicate how well the ITR organization is achieving its
Student Learning Outcomes.
Finally, ITR is also tracking an additional group of metrics, as listed in the section Workload Metrics, for use in
determining the amount of infrastructure support required per staff member.
Department
Information
System &
Operations
Networks,
Communications,
& Computer
Services
Administrative Unit Outcomes Metric
Employees are Information satisfied with the outcomes of their
technology support requests
Students and employees are provided with responsive applications
and systems
Employees are satisfied with the outcomes of their technology
support requests
Employees are provided with technology resources to accomplish
their functions
Students and employees are provided with systems with a high
percentage of uptime
Students and employees are provided with sufficient Internet
network bandwidth to accomplish their functions
Metric
1
2,6
1
2,3,4,5
6
7,8
Hartnell College 2011-2018 Technology Master Plan - 12
INFORMATION SYSTEMS & OPERATIONS
Table 1: Information Systems & Operations Performance Metrics
Performance Metrics
Frequency
Measures …
1
Moving average of user surveys on
helpdesk requests broken down by
constituency (faculty, classified staff,
supervisors and administrators)
Quarterly
User satisfaction
Note: all technical areas are averaged
together.
2
Average page load time for accessing
Colleague, Web Advisor and other
administrative systems
Monthly
System performance
3
% of servers, which are 5 years and
older
Annual
Age
NETWORKS, COMMUNICATIONS, & COMPUTER SERVICES
Table 2: Networks, Communications, & Computer Services Performance Metrics
Performance Metrics
Frequency
Measures …
1
Moving average of user surveys on
helpdesk requests broken down by
constituency (faculty, classified staff,
supervisors and administrators)
Weekly
Quarterly
User satisfaction
Note: all technical areas are
averaged together.
2
Number of computers deployed
(refreshed and new)
Quarterly
Annual
Work output
3
Number of computer labs re-imaged
Quarterly
prep
Annual
Work output
4
Number of unique images maintained
Annual
Work output
5
Number of Multimedia rooms installed
(refreshed and new)
Quarterly
prep
Annual
Work output
6
Monthly Up Time of selected systems:
Telephone system at each campus
(Internet, campus wide, isolated
outages)
Monthly
Quarterly
Annual
System availability
7
% of Internet connection used at each
campus (inbound and outbound)
Monthly
Resource usage
Hartnell College 2011-2018 Technology Master Plan - 13
8
Performance Metrics
Frequency
Measures …
Number of wireless users per campus
Monthly
Quarterly
Annual
Resource usage
PLANNING WORKLOAD METRICS
Table 3: Annual ITR Workload Metrics
1
Workload Metrics1
Measures …
Area
1
Number of workstation technicians
Staffing levels
ITR
2
Number of multi-media specialists
Staffing levels
Library
3
Number of network technicians / administrators /
programmers
Staffing levels
ITR
4
Number of helpdesk technicians
Staffing levels
ITR
6
Number of application developer staff members
Staffing levels
ITR
7
Number of webmasters
Staffing levels
ITR
8
Number of training specialists
Staffing levels
Library
9
Number of operations technicians (data center)
Staffing levels
ITR
10
Number of DBAs / operations programmers
Staffing levels
ITR
11
Number of research professionals
Staffing levels
IR&P
12
Number of multi-media classrooms / installations
Infrastructure size
ITR
13
Number of computer labs
Infrastructure size
ITR
14
Number of wired network ports
Infrastructure size
ITR
15
Number of wireless access ports
Infrastructure size
ITR
16
Number of computers (workstations & labs)
Infrastructure size
ITR
17
Number of telephones
Infrastructure size
ITR
18
Number of data center servers
Infrastructure size
ITR
19
Ratio of servers per technician (average)
Workload
ITR
20
Ratio of applications per programmer (average)
Workload
ITR
21
Number of request calls to help desk received
Level of user demand
ITR
22
% of ITR budget to college budget
Resource availability
Matt
Counts do not include supervisors / managers
Hartnell College 2011-2018 Technology Master Plan - 14
23
Workload Metrics1
Measures …
Area
% of ITR budget allocated to each project/initiative
Resource availability
Matt
Legend:
ITR: Information Technology & Resources
IR&P: Institutional Research & Planning
Library: Learning Resource Center and Library
Hartnell College 2011-2018 Technology Master Plan - 15
TABLE OF CONTENTS
Executive Summary ......................................................................................................................................................................2
Hartnell’s ITR Mission ..........................................................................................................................................................2
Hartnell’s ITR Vision .............................................................................................................................................................2
Mission Critical Projects .......................................................................................................................................................3
Strategic Initiatives ..................................................................................................................................................................7
Key Issues ...............................................................................................................................................................................10
Performance Measurement ...................................................................................................................................................12
Introduction ...............................................................................................................................................................................18
Plan Objective ........................................................................................................................................................................18
Technology Organizations ......................................................................................................................................................18
System Goals At Hartnell .......................................................................................................................................................19
Board of Trustees Strategic Priorities ....................................................................................................................................20
Benefits of Updated Campus Technology ..............................................................................................................................21
Technology Plan Development Process .................................................................................................................................22
Steps...................................................................................................................................................................................24
Technologies Studies .................................................................................................................................................................26
Technology Environmental Scan ............................................................................................................................................26
Surveys of User Perceptions ..................................................................................................................................................26
Infrastructure Strengths and Weaknesses Analyses ..............................................................................................................27
User Requested Applications .................................................................................................................................................29
Consolidated Project Lists – prioritization .................................................................................................................................33
Infrastructure Projects ...........................................................................................................................................................34
Other Projects ........................................................................................................................................................................37
Hartnell College Major / Strategic Technology Initiaitives ........................................................................................................41
Phase 1 ...............................................................................................................................................................................41
Phase 2 ...............................................................................................................................................................................41
Phase 3 ...............................................................................................................................................................................42
Performance Measurement .......................................................................................................................................................43
Hartnell College 2011-2018 Technology Master Plan - 16
Administrative Service Level Outcomes .................................................................................................................................43
Performance Metrics .............................................................................................................................................................43
Information Systems & Operations....................................................................................................................................43
Networks, Communications, & Computer Services ...........................................................................................................44
Planning Workload Metrics ................................................................................................................................................44
Summary and Conclusions .........................................................................................................................................................46
Appendix A .................................................................................................................................................................................47
Data Collection .......................................................................................................................................................................47
Focus group sessions with subject matter experts ............................................................................................................47
Individual interviews ..........................................................................................................................................................48
Vendor Data Collection ......................................................................................................................................................48
Stakeholder Views of the Existing Systems ............................................................................................................................48
Perceived strengths of the existing systems ......................................................................................................................48
Perceived weaknesses of the existing systems ..................................................................................................................50
Ideas for improvements .....................................................................................................................................................51
Overall satisfaction Level with the existing systems ..........................................................................................................53
Appendix B .................................................................................................................................................................................55
Mission Critical Projects .........................................................................................................................................................55
Hartnell College 2011-2018 Technology Master Plan - 17
INTRODUCTION
One of the most difficult questions facing any enterprise is where to invest limited information technology
resources for the maximum benefit. Add the current market conditions of decreased budgets with no decrease
in technology requests and performance expectations and the difficulty exponentially increases placing IT
executives in an impossible position having to turn down project requests from customers while simultaneously
having to promote the value of IT.
IT project Investment decisions can be distilled into two overriding considerations:
1. The value of the investments’ intended outcomes in terms that matter to the institution: its mission, its
customers, its constituencies, etc.
2. The probability of success and the elements of risk associated with ensuring that an investment delivers
as promised
This report presents the results of comprehensive polling, interviews and assessment of the broader Hartnell
College campus community identifying the desires and needs of the users of the current and future information
systems. This report also presents options and directions Hartnell can pursue to satisfy the articulated needs and
the associated benefits and risks.
PLAN OBJECTIVE
The objective of the college’s technology plan is to provide a roadmap by which Information and Technology
Resources (ITR) can efficiently and effectively implement, support, and promote technology systems, which
enhance instructional delivery, student learning, and all associated college support systems to enable Hartnell to
perform their missions and achieve strategic objectives.
TECHNOLOGY ORGANIZATIONS
Technology support at Hartnell College is provided primarily through a central organization, but the group is
primarily divided into three emphasis areas: IT – support of desktop software and hardware for end user
computing; IS - support of enterprise software systems and integration; Media Services – support of AV/MultiMedia and faculty tech training.
IT/IS/Media Services
The management, maintenance, and operation of the college’s technological infrastructure and equipment are
primarily handled through the college’s technology organization. ITR is organized to support the development,
improvement and support of IT systems including software applications, networks, instructional computer labs,
smart classrooms, personal computing and telephony for the college. A chart showing the organizational
structure of ITR can be viewed at http://www.hartnell.edu/president/docs/IT.pdf. In addition to providing direct
technical support through staff, ITR manages some of its systems through outsourcing contracts.
Hartnell College 2011-2018 Technology Master Plan - 18
Hartnell College IT Staffing
Hartnell College provides a limited number of IT staff to directly assist with instruction in computer labs and
support a few other instructionally related systems. The college has a Webmaster who coordinates and
maintains the college’s website (http://www.hartnell.edu).
The Vice President of Information and Technology Resources, Matthew Coombs, is responsible for the oversight
of technology and leads a governance committee, called the Technology Task Force which feeds
recommendations into the Technology Development Committee (TDC).
The Technology Development Committee (TDC) is an auxiliary shared governance group that reports to and
includes membership from the Academic Senate, Classified Senate, administration, distance education
representatives, faculty and staff technology practitioners and specialists. The TDC provides a forum for
informing overall college technology planning, supervises and is responsible for drafting the college technology
plan, decision-making and goals, and creates a forum for college decision making, planning, and vetting issues
and requests for technology. The group addresses the following technology issues and tasks on an ongoing basis:




Individual faculty and staff computers including replacement, priorities and hardware/software
standards;
Classroom technology needs including instructor computing and audio visual hardware standards,
priorities and planning;
College website and web technology needs; requests for new technology implementations and
purchases beyond regular classroom and individual computing needs;
College priorities related to college-wide technology projects and implementations.
SYSTEM GOALS AT HARTNELL
Hartnell intends to use new systems, network technologies and server technologies as a way to support
transactional processing of student, student services, financial aid, HR and Finance information while providing
easy access to services and information and self-help for all constituencies of each of the departments within
Hartnell through a single platform. The system is expected to serve as the primary data center with secured
levels of access for all constituencies to process student transactional information and retrieve data to meet
reporting needs.
Hartnell needs to maximize the time of its IT resource team, freeing them up to think strategically rather than
reactively. Hartnell intends to provide greater access to both existing and new resources to the community as
well as to the expected student population as much as resources and licenses will allow.
Hartnell needs to create a new public facing front door to effectively communicate what it has to offer to
students, the community, donors, and prospective educational pathway partners.
Lastly, Hartnell needs to create a more open, efficient, personalized and secure environment to deliver student,
academic, employee and administrative services. This environments needs to be deployed using as little human
and cash resources as possible, but as swiftly as possible to capture technological opportunities that exist due to
Hartnell College 2011-2018 Technology Master Plan - 19
shifts in IT paradigms opening up possibilities of saved energy costs, more efficient operational processes and
more broad educational opportunities for the community.
BOARD OF TRUSTEES STRATEGIC PRIORITIES
The Technology Development Committee and ITR are committed to reviewing, prioritizing and providing human
and financial resources for technology initiatives in support of the six strategic priorities of the Hartnell College
Board of Trustees and the related 2013-2018 Hartnell College Strategic Plan’s eleven strategic goals that steer
the accomplishment of the District’s strategic priorities.
Strategic Priority 1 - Student Success (SP1)
Goal 1: Hartnell College is committed to providing higher education, workforce development, and
lifelong learning opportunities—with seamless pathways—to all of the college’s present and prospective
constituent individuals and groups.
Strategic Priority 2 - Student Access (SP2)
Goal 1: Hartnell College will provide a supportive, innovative, and collaborative environment to help
students pursue and achieve educational success.
Goal 2: Hartnell College will provide a supportive, innovative, and collaborative environment that
addresses and meets the diverse learning needs of students.
Strategic Priority 3 - Employee Diversity and Development (SP3)
Goal 1: Hartnell College is committed to 1) increasing diversity among its employees; 2) providing an
environment that is safe for and inviting to diverse persons, groups, and communities; and 3) becoming
a model institution of higher education whose respect for diversity is easily seen and is fully integrated
throughout its policies, practices, facilities, signage, curricula, and other reflections of life at the college.
Goal 2: To attract and retain highly qualified employees, Hartnell College is committed to providing and
supporting relevant, substantial professional development opportunities.
Strategic Priority 4 - Effective Utilization of Resources (SP4)
Goal 1: To support its mission, Hartnell College is committed to the effective utilization of its human
resources.
Goal 2: Hartnell College is committed to having its physical plant, furnishings, and grounds maintained
and replaced in a planned and scheduled way to support learning, safety, security, and access.
Goal 3: Hartnell College will maintain a current, user-friendly technological infrastructure that serves the
needs of students and employees.
Hartnell College 2011-2018 Technology Master Plan - 20
Goal 4: Hartnell College is committed to maximizing the use and value of capital assets, managing
financial resources, minimizing costs, and engaging in fiscally sound planning for future maintenance,
space, and technology needs.
Strategic Priority 5 - Innovation and Relevance for Educational Programs and Services (SP5)
Goal: Hartnell College will provide programs and services that are relevant to the real-world needs of its
diverse student population, while also developing and employing a culture of innovation that will lead to
improved institutional effectiveness and student learning.
Strategic Priority 6 - Partnerships with Industry, Business, Agencies, and Education (SP6)
Goal: Hartnell College is committed to strengthening and furthering its current partnerships and to
establishing new partnerships, in order to secure lasting, mutually beneficial relationships between the
college and the community that the college serves.
BENEFITS OF UPDATED CAMPUS TECHNOLOGY
Most institutions are facing the same scenario: rising enrollment demands, lagging state or private funding,
increasing IT budget needs, and increased student and administration expectations. Systems and procedures in
place for years begin to show their age very quickly when IT tries to integrate new systems or stretch existing
systems to do things not originally envisioned.
These challenges often lead to discussions about technology, specifically integrated student systems technology.
Integrated systems technology could make an institution more efficient, strengthen connections among multiple
divisions, and empower administrators to accomplish data driven decision making to meet strategic goals.
A modern integrated student information system solution can help Hartnell to:

Save time. There is a lot of time saved when administrative users can process and update data and
transactions in an integrated environment eliminating the need for redundant data entry in multiple
systems.

Increase student access to their needed applications, content, services and information. Empower
students to manage more of their information on their schedule at their convenience in a secure online
environment while also providing them easy ways to connect with their instructors and their peers.

Facilitate anytime, anywhere access to information. Provide students and staff with single sign-on
access to campus resources at any time, from virtually anywhere, and from any type of connected
device. We’ll create a virtual campus that never closes.

Make better decisions. Facilitate long-range strategic planning across all business functions and
disciplines with accurate, readily-available data presented in intuitive and familiar formats.

Let faculty focus on research and instruction. Make it easier for faculty to find instructional resources;
Hartnell College 2011-2018 Technology Master Plan - 21
assess students; record and track grades; and communicate with their colleagues and students, thus
allowing more time and energy to focus on important research and to facilitate meaningful learning
experiences that meet the unique needs of individual students.

Streamline administrative tasks. Make it easy for students to register for classes, access financial aid
information, pay their tuition, order a transcript, check their schedule, and more from any computer.

Strengthen connections within the campus community. Reap the benefits of strong connections with
members of the broad campus community by providing simple and customized ways to access
information and connect across departments within the College.
TECHNOLOGY PLAN DEVELOPMENT PROCESS
Scope
This technology plan will provide plans and schedules for addressing key issues, priorities and schedules of
projects, and performance measurement tools for continuous improvement cycles.
Process
The development of the Technology Plan involved several steps to determine requirements, prioritize projects,
and address key technology issues for the college.
•
Produce the Environmental Scan
•
Develop Mission and Vision Statements
•
Identify and Address Key Issues
•
Prioritize and Schedule Technology Projects
•
Develop Performance Measurement Tools for Continuous Improvement
•
Document Work and Gain Approval of Plans
Hartnell College 2011-2018 Technology Master Plan - 22
User Requested
Projects
Mission & Vision
Input and Drivers
Performance
Measurement
Technology
Studies
Strategic Goals &
Planning
Technology Project List
Technology Plan
Development Process
Project
Schedule
Assess Resources,
Share w/ Constituents
Prioritize List
An integral part of the development of the plan was to involve the constituent groups across the college in the
planning process. Working through the TDC committee, the plan was discussed in each of its component parts
and suggestions and comments were considered and incorporated in developing the various products.
Although the description of steps below depicts a linear planning process, the actual implementation of planning
was non-linear, with many tasks occurring in parallel and the results from later tasks being incorporated into
previous tasks (e.g. the process loops back on itself).
At the same time that this technology plan was being developed, the colleges were working on their own
strategic and technology plans so much of the college level planning was conducted in a parallel fashion.
Hartnell College 2011-2018 Technology Master Plan - 23
STEPS
Tables 1 through 6 describe the steps used in the development of this technology plan.
Table 4: Steps - Produce the Environmental Scan
Action (Steps)
Method
Identify trends and
developments in
instructional and
administrative technology
Survey current literature and solicit input from IT staff, industry experts,
CISOA,
Analyze security
weaknesses and
vulnerabilities
Contract with external analysts to conduct security audits
Determine technology
needs from staff and
students
Survey perceptions of staff and students.
Analyze performance,
reliability, and suitability
of the existing IT
infrastructure
Identify system strengths and weaknesses by soliciting input from IT
leaders and staff
Ascertain college needs
from college technology
plans as well as college’s
strategic plan
Review program review plans developed by the college/district’s
departments.
Review college/districts’s strategic plans
Develop list of currently
funded technology
projects
Table 5: Steps - Develop Mission and Vision Statements
Action (Steps)
Method
Revise and adopt ITR
Mission and Vision
Statements
Solicit input from ITR employees, college employees
Table 6: Steps - Identify and Address Key Issues
Action (Steps)
Method
Develop key issues with
regard to technology
infrastructure and support
Solicit input from ITR staff and TDC committee
Develop plans to address
issues
Solicit input from ITR staff and TDC committee
Table 7: Steps - Prioritize and Schedule Technology Projects
Hartnell College 2011-2018 Technology Master Plan - 24
Action (Steps)
Method
Develop the technology
plan project list
Use results of studies noted above
Set up technology
planning Website
Assign task
Prioritize projects
VP of ITR brings project list as a result of ITR’s and the district’s PPA
processes to groups for review and recommendations:
 TDC
 Tech Task Force
 Senior College/District Staff
VP submits recommendations to shared governance, executive and key
staff
Shared governance and key staff ratifies or modifies recommendations
Schedule projects &
acquire resources
ITR lead staff/directors schedule projects
Table 8: Steps - Develop Performance Measurement Tools for Continuous Improvement
Action (Steps)
Method
Create Administrative
Student Learning
Outcomes (ASLOs) for
each ITR unit
Discuss and critique ideas with ITR Directors/staff as a team
Create Metrics for
evaluating progress on
ASLOs
Discuss and critique ideas with ITR Directors/staff as a team
Table 9: Steps - Document Work and Gain Approval of Plans
Action (Steps)
Method
Create written technology
plan and post to Web
Publish in written, electronic file and Web formats
Gain final approval of plan
from President’s cabinet
and Board of Trustees
Present findings and solicit feedback
Brief plan to college
stakeholders
Conduct a series of forums
Hartnell College 2011-2018 Technology Master Plan - 25
TECHNOLOGIES STUDIES
The priorities and outcomes of the technology plan are also determined from eliciting requirements from
studies including all of the following:

External Technology Environmental Scan

Surveys of User Perceptions

Infrastructure Strengths and Weaknesses Analyses
Brief summaries of the studies are provided below.
TECHNOLOGY ENVIRONMENTAL SCAN
During 2011, the Vice President of Information and Technology Resources conducted a literature survey of
research and other pertinent reports regarding future trends in the use of instructional and administrative
technology. Key findings are listed below:
Summary of Key Findings

Develop support for computing devices other than computers especially mobile devices such as cell
phones, electronic readers, etc.

Drive support costs down by adopting efficient IT management technologies such as server and desktop
virtualization, advanced server architecture, cloud computing internal and external, and centralized data
storage for users

Provide ubiquitous wireless access to students and faculty

Develop a unified communications strategy when replacing current PBX, email, and calendaring systems
SURVEYS OF USER PERCEPTIONS
In January 2010, the college conducted interviews and surveys to elicit the perceptions of users with regard to
the capabilities of technology systems and services. Significant findings are provided below.
ITR Employee and Student Survey results
Table 10: Percentage of Employees Indicating a Need to improve Services in the Following Areas
Service Area
%
Wireless
64
Multi-Media Classrooms
54
Training
70
Ellucian (Datatel) Colleague
44
Online Access to Instr. Materials
44
Speed of Internet Access
15
Call Center Problem Resolution
56
Email
30
Hartnell College 2011-2018 Technology Master Plan - 26
Calendaring system
25
Learning Mgmt Systems
21
Video Production
20
Table 11: Percentage of Students Indicating Preferences and Ease of Use
Issue
%
They would rather use their personal email account
than a college-provided email account
82
Learning Management Systems (eCollege, Etudes) are
easy to use
52
Information on Websites is difficult to locate
37
Table 12: Percentage of Students Indicating a Need to improve Services in the Following Areas
Service Area
%
Wireless access
82
Student ID / Debit card Should have more connected
services
44
College provided email for students
31
Web Advisor
44
INFRASTRUCTURE STRENGTHS AND WEAKNESSES ANALYSES
Technology Infrastructure Status
In 2010, the college sponsored an analysis of the stability and performance of the college’s major technology
systems with the following results:
Table 13: Evaluation of Technology Systems & Services
Rating
Number of systems
Good (satisfactory functionality / performance / reliability)
5
Adequate – becoming Good
2
Adequate (provides basic but not necessarily desirable functionality…)
8
Poor – becoming Good
4
Poor (cannot perform basic functions – see list below)
6
The systems / services rated as Poor are:

Call Center Support

Presenting Information to Stakeholders (Website)
Hartnell College 2011-2018 Technology Master Plan - 27

Presenting Information to Stakeholders (Website)

Staff Technical Training

Student Technical Assistance

Registration and degree audit support

Access to institutional data
The full analysis of existing technical systems and services may be viewed below:
Table 14: College Infrastructure & Technical Services Status
ID
Services
Current System
/ Service
Provider
Major Issues
AB
Emergency notification
AlertU/Talk-aPhone/Visaplex
Good
AC
Internet connectivity
CENIC/AT&T
Good
AD
Learning Management /
Course Management DA
Etudes
Good
BA
Automation of
administrative functions
(ERP)
Colleague
Adequate =>
Good
BB
Wireless connectivity to
network resources
Wireless
network
AF
Presenting college
information to
stakeholders
Colleague
CA
Classroom multi-media
Technical staff
CB
eCalendaring
Groupwise
Adequate
CC
Email
Groupwise
Adequate
CD
Individual (personal)
computing
Desktop /
laptop
computers
(ATA, Dell /
Apple) &
applications
Expensive to support /
replace
Not enough staff to handle
requests
Adequate
CE
Instructional lab
computing
Computer labs
(Dell / Apple) &
applications
Untimely process to change
images
Adequate
CF
Learning Management /
Course Management
Etudes
Still learning and
transitioning from eCollege
Adequate
Wireless infrastructure
being expanded
Future Suitability
(Poor, Adequate,
Good)
Adequate =>
Good
Adequate
Slow pace of multi-media
installation / renovation
due to limited staff
Adequate
Hartnell College 2011-2018 Technology Master Plan - 28
ID
Services
Current System
/ Service
Provider
Major Issues
Future Suitability
(Poor, Adequate,
Good)
CH
Technical assistance for
staff
Call Center
Not enough staff to handle
requests
Adequate
CI
Telephone
communications
PBX
Manufacturer’s warranty
expired; no longer supports
Limited functionality
Adequate
DC
Document Imaging
Matrix
Not integrated with
Colleague
Poor => Good
DD
Data security
PCI compliance is an issue
Email virus protection &
spam filter works
Network security needs
Security audit
recommendations
Poor => Good
DE
Internal digital
connectivity
Frequent disruptions &
limited bandwidth
Poor => Good
AE
Presenting information
to stakeholders
EA
Automation for Call
Center support
EB
Presenting information
to stakeholders
EC
Website
(Dreamweaver)
Poor
Lacks modern functionality
Poor
Website
Content manager lacks
functionality
Poor
Presenting information
to stakeholders
Website
Content manager lacks
functionality
Poor
ED
Staff technical training
NA
Training limited to self-help
Poor
EE
Student technical
assistance
NA
No assistance available
Poor
AA
Access to institutional
data
Data warehouse
=> ODS/EDW –
Cognos/EIS
Poor
USER REQUESTED APPLICATIONS
Item
Table 15: Most Commonly Requested IT Applications
Requested Area
Description
Interest expressed by:
Comments:
Hartnell College 2011-2018 Technology Master Plan - 29
Item
Requested Area
Description
Interest expressed by:
Comments:
A
Computer
Replacement
Refresh computers on a
5 year cycle
Administrators at colleges and students
25% of students surveyed said that they
wanted more computers available for their
use in open computer labs
35% of students surveyed said that they
wanted more resources to improve the
performance of computers in computer labs
36% of employees surveyed said that they
wanted better performance in computers
for faculty and staff use
21 to 24% of employees surveyed said that
they wanted more computer labs for
students with better computer
performance
B
Multimedia New &
Refresh
Refresh & install new
multi-media classrooms
Selected staff and faculty at colleges
53% of employees surveyed said that they
wanted more resources invested in this
area
College HR & Finance departments;
44% of employees surveyed said that they
wanted more resources invested to
increase the performance or capabilities of
the administrative system (note: this survey
was conducted in the middle of
implementation)
C
Workflow
Implement workflow
functionality in
Colleague to automate
business processes
D
Virtual Desktop
Interface
Deploy VDIs for selected
labs and users
IT administrators and staff to increase
maintainability
Deploy a wireless
network at college sites
Senior administrators at colleges and
students
82% of students surveyed said that they
wanted more resources invested in wireless
access
64% of employees surveyed wanted to
increase resources in wireless access
Students surveyed were equally divided on
whether or not it was easy to access the
Internet from on campus.
Only 27% of students surveyed stated that
they have or planned to purchase a laptop
or tablet computer to use on campus - 50%
used a smart phone.
E
Wireless
Deployment
Hartnell College 2011-2018 Technology Master Plan - 30
Item
Interest expressed by:
Comments:
Requested Area
Description
F
Mobile Devices
Support selected mobile
devices with unified
messaging
Administrators with smart phones
G
Web CMS
Deploy a content
management system for
the college Website
Selected administrators, departments,
technical staff
Unified Messaging
Implement a messaging
system for email,
calendaring, fax, voice
mail, etc.
User Data Storage
Provide centralized data
storage / backup for user
electronic data
Staff and technical staff
Automation for
Board Mtgs
Provide an electronic
environment to conduct
board meetings and
facilitate access to
information
Senior administrators at college and
associated staff
Remote Access
Provide users with
access to college
network services from
off-campus
All staff
Web-Based
Information
Provide easy access to
information for students
regarding administrative
procedures as well as
instructional materials
for studies
40% of students who use the colleges’ Web
sites said that it was difficult to locate the
information they need
Course Capture
Develop course capture
capabilities at College
20% of employees surveyed were
interested in increasing resources in course
capture
N
Online Learning
Resources
Provide more resources
online such as
magazines, books,
journals, etc.
Students
64% of students surveyed said that they
wanted more resources invested into online
resources
44% of employees surveyed said they
wanted more resources invested in online
instructional materials
O
Technical Training
Provide ongoing
technical training for
employees
50% of employees survey stated that they
wanted more technical training for staff
H
I
J
K
L
M
Everyone across the college
28% of employees surveyed thought that
more resources should be invested in the
email system
Hartnell College 2011-2018 Technology Master Plan - 31
Item
Interest expressed by:
Comments:
Requested Area
Description
P
Institutional
Research
Provide more research
capability in analysis and
support
All employees surveyed wanted to increase
the capabilities of Institutional Research
R
Asset Management
Implement an asset
management tracking
process
College Business Office
Provide more technical
support (faster
response, higher quality,
longer hours)
33% of the employees surveyed wanted to
increase resources to improve the quality of
tech support with only 19% in favor of
increasing the hours of support
26% of the students surveyed said that they
wanted more resources invested in
technical assistance for students
A
B
Technical support
Hartnell College 2011-2018 Technology Master Plan - 32
CONSOLIDATED PROJECT LISTS – PRIORITIZATION
The following tables identify the consolidated project lists for Infrastructure and Other projects with their initial
assignment of priorities by ITR. Note that some projects have been added to these lists as reflected in the final
prioritized lists. Refer to Legend at end of this appendix for an explanation of abbreviations and references.
Legends
Table 16: Project Size Codes for the Consolidated Project Lists
Project
Size
Code
Project
Size is:
if the Number of Skill Types
needed is:
or the
Duration
lasts:
or the Implementation
Cost is:
S
Small
>1
<= 5
> 1 month &
<= 2 months
> $10K
<= $50K
M
Medium
>5
<= 10
> 2 months &
<= 4 months
> $50K &
<= $200K
L
Large
>10
> 4 months
> $200K
Table 17: Criticality Ratings Codes for the Consolidated Project Lists
Criticality Rating
Code
System Importance
Status
C1
Mission Critical
Non-functional or non-existent
C2
Mission Critical
Limited or poor functionality
I1
Important
Non-functional or non-existent
I2
Important
Limited or poor functionality
N1
Nice to have
Non-functional or non-existent
N2
Nice to have
Limited or poor functionality
Table 18: Reference Codes for the Consolidated Project Lists
Reference
Code
Study
Explanation
Tech Plan
2011-2018 Tech Strategic
Plan
ITR related projects are noted
Infrastructure
Infrastructure Study
Only “poor” rated systems are noted
Measure H
Measure H Projects
All projects are noted
Scan
Technology Scan
Only key findings are noted
User
User Requests
All requests are noted
Hartnell College 2011-2018 Technology Master Plan - 33
Vision
Vision Statement
All applicable vision elements are referenced
Network
Network / Security
Architecture
Full study – no summary
INFRASTRUCTURE PROJECTS
C1
C1
C2
M
DR
Virtualiz
ation
M
L
Wireless
Compute
r
Replace
ment
Upgrade
Colleague
to R18 SQL
Staffing
General
Fund
ITR
Net &
Comm
Provide a
hot site
disaster
recovery
capability
for critical
systems
Timely
recoverabi
lity of data
/
applicatio
ns
Fund 41
Infrastruct
ure
ITR
Virtualize
the
Colleague
application
Improved
disaster
recovery
capability
Fund 41
Infrastruct
ure
Net &
Comm
ITR
Deploy
stronger,
more
sophisticate
d wireless
environme
nt
Better
onboardin
g, security,
enhanced
managem
ent, and
decreased
overhead
Measure H
Vision
Infrastruct
ure
Refresh
computers
on a 5 year
cycle
Minimal
acceptable
functionali
ty in lab
and
desktop
computers
Fund 41
Tech Plan
User
ITR
Goal
App Sys
ITR
Ellucian
vendor
support
going
away
Tech Plan
Strategic
Priority
References
Responsible
Teams
Project Name
L
Disaster
Recovery
Funding
Source
C1
M
Colleagu
e
Upgrade
Impact Outcomes
C1
Project Size
Criticality
Table 19: Consolidated Project List for Infrastructure Category
Hartnell College 2011-2018 Technology Master Plan - 34
C2
C2
M
Desktop
Virtualiz
ation
L
Multime
dia New
&
Refresh
L
S
Phone PBX
Voice
Mail
Upgrade
Fund 41
Scan
Infrastruct
ure
ITR
Net &
Comm
Replace
and
consolidate
servers in
data center
Lower cost
of support
Increase
reliability
of systems
Fund 41
Scan
Infrastruct
ure
Tech Svcs
Refresh &
install new
multimedia
classrooms
Up-to-date
functionali
ty for
instruction
al delivery
Fund 41
Tech Plan
Vision
User
Replace old
phone
system
Integratio
n with
unified
messaging
Support
for
emergenc
y
operations
Measure H
Upgrade
VM System
to provide
full interoperability
More
reliable
system
with
additional
features
which can
be used
with the
planned
new
telephone
system
(current
high risk
for failure)
Unfunded
Net &
Comm
Net &
Comm
Funding
Source
ITR
Net &
Comm
Lower cost
of support
Increase
reliability
of systems
Strategic
Priority
References
Responsible
Teams
Project Name
Server
Virtualiza
tion
Impact Outcomes
C2
M
Goal
C2
Project Size
Criticality
C2
Replace
and
consolidate
servers in
data center
Vision
User
Infrastruct
ure
Hartnell College 2011-2018 Technology Master Plan - 35
I2
I2
M
M
M
M
User
Data
Storage
Web
Redesign
Helpdesk
Software
Fund 41
Tech Plan
Infrastruct
ure
VP, ITR
Deploy
consolidate
d MFD
printers
acorss
scanner
Eliminate
tremendo
us cost,
waste and
overhead
General
Fund
Tech Plan
Infrastruct
ure
ITR
Provide
centralized
data
storage /
backup for
user
electronic
data
Increased
security of
stored
data
Fund 41
Scan
Vision
User
ITR
Refresh
look & feel
and
information
on College
Website
Self help
informatio
n easily
available
to users
Fund 41
Vision
User
Replace
Help Desk
software
Increase
functionali
ty and
reporting
capability
of
problem
reporting
system
Fund 41
ITR
Funding
Source
App Sys
Deploy
online daily
parking
system
Strategic
Priority
References
Responsible
Teams
Project Name
Workgro
up
Printing
Impact Outcomes
I1
S
Goal
C3
Project Size
Criticality
C3
Online
Parking
System
Allows
students/g
uests to
printout
parking
pass
before
coming
onto
campus
Infrastructu
re
Hartnell College 2011-2018 Technology Master Plan - 36
Lower cost
of support
Required
improvem
ent for
single signon
Required
improvem
ent of UID
Unfunded
Infrastruct
ure
ITR
Net &
Comm
Renovate
facilities for
data center
systems
Increased
reliability
&
sustainabil
ity of
operations
Reduced
support
costs of
operations
Unfunded
Infrastruct
ure
App Sys
ITR
Deploy
more
responsive
campus
portal
Increased
personaliz
ed
experience
, access to
informatio
n
Unfunded
Infrastruct
ure
App Sys
ITR
Strategic
Priority
References
Campus
Portal
L
Funding
Source
L
Responsible
Teams
Project Name
Data
Center
Renovati
on
Impact Outcomes
I2
Identity
Manage
ment
M
Goal
I2
Project Size
Criticality
I2
Implement
a common
ID system
to
authenticat
e users for
network
based
services
OTHER PROJECTS
Project
Name
Responsible
Teams
Project Size
Criticality
Table 20: Consolidated Project List for Other Category
Goal
Impact Outcomes
Fundin
g
Source
References
Hartnell College 2011-2018 Technology Master Plan - 37
C2
C2
C2
C2
I1
I2
L
M
L
Curriculum
Managem
ent
Unified
Messaging
Business
Intelligenc
e
L
Migrate
off of
Novell
S
Integrate
Voyager
with
Colleague
L
M
Workflow
Web CMS
Responsible
Teams
Project Size
Criticality
C2
Project
Name
Impact Outcomes
Goal
Fundin
g
Source
References
Deploy a better
curriculum
management
system
Provide
instantaneous
data exchange
between
systems
Ops & Sys
Net &
Comm
Implement a
cloud-based
messaging
system for
email,
calendaring,
fax, voice mail,
etc.
Increase
functionality &
reliability
Unfund
ed
Scan
Vision
Tech Plan
User
App Sys
IR&P
Implement
Cognos and
create reports
against new
data
warehouse
Increase data
awareness;
increase access
to data; make
smarter
decisions
Fund
41
Tech Plan
ITR
Migrate end
user computers
and mail
system from
Novell to
Microsoft
Better long
term prognosis
for product
support;
increased
functionality
Fund
41
Tech Plan
App Sys
Integrate
Voyager
registration
with Colleague
Student
Registration
Reduce lines at
the beginning
of each
semester;
increase level
of service
Staff
Tech Plan
App Sys
Implement
workflow
functionality to
automate
business
processes
Increased
efficiency and
accuracy in
business
processes
Unfund
ed
User
App Sys
Deploy a
content
management
system for the
Website
User friendly
environment to
update content
on website
Fund
41
Infrastructure
Vision
User
App Sys
Fund
41
Hartnell College 2011-2018 Technology Master Plan - 38
N1
N1
N1
N1
N2
N2
M
Reports
for
Productivit
y
M
Asset
Managem
ent
M
Grants
Managem
ent
S
Automatio
n for
Board
Mtgs
M
Document
Imaging
Workflow
L
L
Mobile
Devices
Video
Production
Responsible
Teams
Project Size
Criticality
I2
Project
Name
Fundin
g
Source
Goal
Impact Outcomes
IR&P
Develop reports
to improve
productivity of
administrative
processes
Higher quality –
better
outcomes in
administrative
processes
Fund
41
Vision
ITR
Implement
asset
management
functionality in
ITR and support
Provide the
ability to track
the location
and status of
specified assets
Unfund
ed
User
App Sys
Implement
Grants
management
functionality in
ITR and support
Provide the
ability to track
the location
and status of
specified assets
Unfund
ed
User
TBD
Provide an
electronic
environment to
conduct board
meetings and
facilitate access
to information
Immediate
access to board
materials
anywhere,
anytime
Increased
efficiency of
board
operations
Unfund
ed
Vision
User
App Sys
Implement
automated
workflow for
document
imaging
Provide
automation for
document
imaging
processes
Unfund
ed
Tech Svcs
Support
selected mobile
devices
Mobile access
to current
information on
PDAs, smart
phones, etc.
Unfund
ed
Scan
Vision
DA Tech
User
TBD
Develop video
production
capabilities to
support College
Capability to
create video
content in
multiple
formats for
instruction
Unfund
ed
Infrastructure
User
References
Hartnell College 2011-2018 Technology Master Plan - 39
N3
N3
N3
S
Remote
Access
S
Upgrade
Pay for
Print
System
S
Remote
Computer
Assistance
S
Digital
Signage
Responsible
Teams
Project Size
Criticality
N2
Project
Name
Fundin
g
Source
References
Goal
Impact Outcomes
Ops & Sys
Net &
Comm
Provide users
with access to
college network
services from
off-campus
Work from
home or other
remote sites
with access to
information
Unfund
ed
Vision
User
ITR
Upgrade Pay
for Print system
to online and
modern
dispensing
machines
Decrease help
desk requests,
increase
flexibility for
students
Fund
41
Infrastructure
User
ITR
Deploy Remote
Computer
Assistance
Software
Increase reach
with small staff
to assist users
without having
to physically be
in front of
computer
Fund
41
Infrastructure
User
ITR
Increase user of
Digital Signage;
Increase
coordination of
messaging
Increase
constituent
messaging
N/A
Hartnell College 2011-2018 Technology Master Plan - 40
HARTNELL COLLEGE MAJOR / STRATEGIC TECHNOLOGY INITIAITIVES
The technology initiatives listed below can arguably benefit the entire college or ultimately benefit the student
or staff, but they have been placed in categories in which they most clearly or directly add value. Each initiative
has been discussed with college stakeholders or is being recommended as a direct result of loudly requested
function by some constituent of the institution. Each initiative has been vetted through a process of data
collection, value to the student, value to staff, and value as an investment to the institution’s mission and
purposes.
PHASE 1









Deploy online parking decal and daily ticket system (Phase 1)
Modernize Hartnell College’s website deploying a new site on an open source content management
platform – Drupal (Phase 1)
Enhance the College’s student information system, Datatel Colleague - Student, to better meet faculty,
staff, administrator, and student needs. (Phase 1)
Migrate from Groupwise to open source, or vendor supplied calendaring and communication suite.
(Phase 1)
Migrate key network systems from Novell Netware’s eDirectory to Microsoft’s Active Directory to more
comprehensive support for services such as single sign-on, integration, and system/data security. This
will also allow the campus to support multiple wireless devices. (Phase 1)
Enhance assistance with instructional computing and professional development through a responsive
faculty training facility and learning management solution. (Phase 1)
Virtualize the server room, significantly reducing number of servers, energy consumption and
administrative overhead. (Phase 1)
Pilot a decentralized “cloud based virtual desktop” computing system to improve access and
personalization of services via the central data center. This will create greater time on task opportunities
and provide greater access to services available to all types of students. (Phase 1)
License and implement Cognos 10 to support data-driven decision making at the College by engaging
users with information on-demand. (Phase 1)
PHASE 2



Deploy a new collaborative portal system to integrate online student services, establish enterprise
workflow, and create collaborative workspaces for administration. (Phase 2)
Implement Kuali’s community source Student Curriculum Management to replace Governet’s Curricunet
system to better meet accreditation requirements and instructional goals to match learning objectives
with learning outcomes of programs and course. (Phase 2)
Investigate supporting the Business Services division with implementation of the community source
Kuali Coeus System creating a more cohesive environment for administering financial transactions and
decentralize accountability and management of budgets. (Phase 2)
Hartnell College 2011-2018 Technology Master Plan - 41
PHASE 3






Support Academic Computing by maintaining and installing (when directed) smart classrooms and
computer labs. (All Phases)
Migrate from Datatel Colleague R18 to R18 SQL. (Phase 3)
Deploy Asset Management System. (Phase 3)
Technology refresh of computers and server room infrastructure (Phase 3)
Integrate Voyager with Colleague (Phase 3)
Deploy Enterprise Workflow (Phase 3)
Hartnell College 2011-2018 Technology Master Plan - 42
PERFORMANCE MEASUREMENT
To promote an environment of continuous improvement, this technology plan establishes Administrative Service
Level Outcomes (ASLOs) for each department of ITR. These ASLOs can be viewed immediately below in the
Administrative Service Level Outcomes section. ASLOs are used to define those outcomes that the ITR
organization is trying to achieve in its support of college strategic plan and mission.
In addition, in the following section entitled Performance Metrics, the ITR department has defined several
measures of effectiveness (viewable in the section entitled Performance Measurement). These performance
metrics will indicate how well the ITR organization is achieving its ASLOs.
Each ASLO has one or more performance metrics associated with it. The association between ASLOs and
performance metrics is indicated by the information contained in the brackets at the end of each ASLO in the
Administrative Service Level Outcomes section.
Finally, ITR is also tracking an additional group of metrics, as listed in the section Workload Metrics, for
determining if the amount of infrastructure support required per staff member is increasing or shrinking, to be
used in future staff planning.
ADMINISTRATIVE SERVICE LEVEL OUTCOMES
Information Systems & Operations

Employees are satisfied with the outcomes of their technology support requests
(Metric: 1)

Students and employees are provided with responsive applications and systems
(Metrics: 2, 6)
Networks, Communications, & Computer Services

Employees are satisfied with the outcomes of their technology support requests
(Metric: 1)

Employees are provided with technology resources to accomplish their functions
(Metrics: 2, 3, 4, 5)

Students and employees are provided with systems with a high percentage of uptime
(Metric: 6)

Students and employees are provided with sufficient Internet network bandwidth to accomplish their
functions
(Metrics: 7, 8)
PERFORMANCE METRICS
INFORMATION SYSTEMS & OPERATIONS
Table 21: Information Systems & Operations Performance Metrics
Performance Metrics
Frequency
Measures …
Hartnell College 2011-2018 Technology Master Plan - 43
Performance Metrics
Frequency
Measures …
1
Moving average of user surveys on
helpdesk requests broken down by
constituency (faculty, classified staff,
supervisors and administrators)
Quarterly
User satisfaction
Note: all technical areas are averaged
together.
2
Average page load time for accessing
Colleague, Web Advisor and other
administrative systems
Monthly
System performance
3
% of servers, which are 5 years and
older
Annual
Age
NETWORKS, COMMUNICATIONS, & COMPUTER SERVICES
Table 22: Networks, Communications, & Computer Services Performance Metrics
Performance Metrics
Frequency
Measures …
1
Moving average of user surveys on
helpdesk requests broken down by
constituency (faculty, classified staff,
supervisors and administrators)
Weekly
Quarterly
User satisfaction
Note: all technical areas are
averaged together.
2
Number of computers deployed
(refreshed and new)
Quarterly
Annual
Work output
3
Number of computer labs re-imaged
Quarterly
prep
Annual
Work output
4
Number of unique images maintained
Annual
Work output
5
Number of Multimedia rooms installed
(refreshed and new)
Quarterly
prep
Annual
Work output
6
Monthly Up Time of selected systems:
Telephone system at each campus
(Internet, campus wide, isolated
outages)
Monthly
Quarterly
Annual
System availability
7
% of Internet connection used at each
campus (inbound and outbound)
Monthly
Resource usage
8
Number of wireless users per campus
Monthly
Quarterly
Annual
Resource usage
PLANNING WORKLOAD METRICS
Hartnell College 2011-2018 Technology Master Plan - 44
Table 23: Annual ITR Workload Metrics
Workload Metrics2
Measures …
Area
1
Number of workstation technicians
Staffing levels
ITR
2
Number of multi-media specialists
Staffing levels
Library
3
Number of network technicians / administrators /
programmers
Staffing levels
ITR
4
Number of helpdesk technicians
Staffing levels
ITR
6
Number of application developer staff members
Staffing levels
ITR
7
Number of webmasters
Staffing levels
ITR
8
Number of training specialists
Staffing levels
Library
9
Number of operations technicians (data center)
Staffing levels
ITR
10
Number of DBAs / operations programmers
Staffing levels
ITR
11
Number of research professionals
Staffing levels
IR&P
12
Number of multi-media classrooms / installations
Infrastructure size
ITR
13
Number of computer labs
Infrastructure size
ITR
14
Number of wired network ports
Infrastructure size
ITR
15
Number of wireless access ports
Infrastructure size
ITR
16
Number of computers (workstations & labs)
Infrastructure size
ITR
17
Number of telephones
Infrastructure size
ITR
18
Number of data center servers
Infrastructure size
ITR
19
Ratio of servers per technician (average)
Workload
ITR
20
Ratio of applications per programmer (average)
Workload
ITR
21
Number of request calls to help desk received
Level of user demand
ITR
22
% of ITR budget to college budget
Resource availability
Matt
23
% of ITR budget allocated to each project/initiative
Resource availability
Matt
Legend:
ITR: Information Technology & Resources
IR&P: Institutional Research & Planning
Library: Learning Resource Center and Library
2
Counts do not include supervisors / managers
Hartnell College 2011-2018 Technology Master Plan - 45
SUMMARY AND CONCLUSIONS
Hartnell has already taken significant preparatory steps to choosing the path towards an enhanced or new
technology profile and improved enterprise systems. The institution has already engaged a wide group of people
including the key stakeholders. This process ensures that the people Hartnell will rely on the most during
implementation and afterwards feel as though they have been part of the decision and have contributed to the
direction chosen.
This process has also captured current culture and attitudes in light of the constraints and enablers of the
different options available to Hartnell. The process to date has also been helpful in identifying Hartnell’s current
skill sets, key business processes and current critical proficiencies and gaps. All of these are essential for a
successful decision and to build support for the implementation of ERP software. Regardless of the path chosen,
the effort represents significant work and in some cases tradeoffs. Consequently, the more unified the support
through this process, the more successful and progressive the project will be.
Hartnell ITR will continue to work within the participatory governance structure, will be responsible for more
fully developing and implementing procedures for assessing the effectiveness of technology to the improving of
instructional programs, student support services, and library and other learning support services. ITR will also
strive to strengthen the integrated planning and resource allocation processes in budgeting year over year.
Hartnell College 2011-2018 Technology Master Plan - 46
APPENDIX A
DATA COLLECTION
Data for this evaluation were collected using a variety of methods from several sources. These included (1)
information obtained in focus group sessions with selected Hartnell subject matter experts, (2) information
gathered during individual interviews with selected Hartnell stakeholders, (3) an analysis of the functional
capabilities of the existing systems (4) information gathered from selected software and implementation service
providers.
FOCUS GROUP SESSIONS WITH SUBJECT MATTER EXPERTS
Lee Belarmino, Christine Haske and Matthew Coombs facilitated multiple focus group sessions of Hartnell
subject matter experts during the period January - October 7, 2011. Fifty-one stakeholders representing
different information processing functional and technical units from across the college campus participated in
these sessions.
Stakeholder Group
Admissions
Registration and Records
HR
Students
Faculty
Finance
Financial Aid
Facilities
Foundation/Development/PR
IT
TOTAL
Total
Participants
2
4
4
5
4
5
4
2
1
12
65
Each focus group session lasted one-two hours. Participants, in some cases had completed a short questionnaire
ahead of time to prepare for this meeting. The information that was collected and discussed in the meeting
was:
1. Strengths of the current system. The group generated a list of the best qualities of the current
administrative systems.
2. Weaknesses of the current system. The group generated a list of the shortcomings of the existing
administrative systems.
3. Concerns with the status quo. The group listed concerns they had if the existing administrative system
continues the status quo.
Hartnell College 2011-2018 Technology Master Plan - 47
4. What improvements should be considered. If there were an effort funded to improve/replace the
existing administrative system, the group generated a list of improvements/changes that should be
considered.
All data generated in the session were captured. Some workbooks were collected for more detailed information
gathering as well.
INDIVIDUAL INTERVIEWS
27 individual interviews with selected Hartnell stakeholders were conducted. All interviews followed a
structured interview guide.
VENDOR DATA COLLECTION
An important part of our data collection for this project was direct contact with selected software providers and
implementers.
Organizations that offer widely used higher education solutions for were identified, contacted, and asked to
provide estimates for licensing costs, staffing estimates, skill set estimates, functional responses, and other
information of relevance to the Hartnell initiatives.
Reputable firms specializing in implementing student and financial aid systems were identified, contacted, and
asked to provide estimates for implementation costs, implementation timelines, and other information of
relevance to the Hartnell initiatives.
STAKEHOLDER VIEWS OF THE EXISTING SYSTEMS
An important component of this study was the views of the various Hartnell stakeholders who use the current
systems. The sections that follow document the most often given strengths of the system, weaknesses of the
systems, concerns about maintaining the status quo, and suggestions for improvements that should be
considered if Hartnell were to improve/replace these systems with new administrative software.
PERCEIVED STRENGTHS OF THE EXISTING SYSTEMS
Listed below are the eleven most frequently cited strengths of the current systems and related applications. The
items in the table are rank-ordered according to the frequency with which they were mentioned in our
interviews, focus group sessions, and in the online questionnaire.
STRENGTHS CATEGORIES
EXAMPLE QUOTES
Hartnell College 2011-2018 Technology Master Plan - 48
STRENGTHS CATEGORIES
1. Functionality
2. Usability
3. Online access
EXAMPLE QUOTES

















4. Reliable / stable
5. Security
6. (tie) Maintainability
7. (tie) Performance / speed



Current network technology is less susceptible to viruses and attacks
On-line registration runs well unless network is clogged
Cat card system is fairly seamless
Etudes provides great support for both off and online courses
I think that the online grade rolls work fine
Easy to access - once you know where to look
Class scheduling process is simple in Ad Astra
All of the systems are usually easy to use
Easy to use or user friendly web reporting application
On the user end, setup is not too difficult.
Gives most of the important information on students in one location
Fairly easy to navigate
Self-service capability for students
Ability to access information online, which eliminates the need for
many phone calls.
They are accessible from my home computer
Web based
Online access, not always necessary for students to come in to the
office
Minimal downtime
Datatel is a robust and dependable workhorse for data storage
Core systems are very reliable – have been workhorses over the
years
 Network and system security provides secure platform & is very
stable
 Protected
 They provide confidential access to important information
The access to information made available to faculty/staff members
can be customized based on need
 Changes requested for data reporting can be made.
 Programmers that can fix discrepancies and errors immediately
 Flexibility to add elements/fields
 The number of tasks it's capable of performing
 Fast and reliable
 Handling the volume of data that comes through
Hartnell College 2011-2018 Technology Master Plan - 49
PERCEIVED WEAKNESSES OF THE EXISTING SYSTEMS
Listed below are the eleven most frequently cited weaknesses of the current systems and related applications.
The items in the table are rank-ordered according to the frequency with which they were mentioned in our
interviews, focus group sessions, and on the online questionnaire.
WEAKNESSES CATEGORIES
1. Usability
2. Functionality
3. Based on old technology
4. Integration
5. Maintainability
6. Data access issues
7. Support issues
8. Too many systems
EXAMPLE QUOTES
 Not intuitive. If you didn't know where you were going you couldn't get
there
 Information too fragmented
 Student Accounts presents information is confusing
 Faculty can't update information directly as needed in several
systems/programs
 Links to related pages would be nice
 Unable to track graduated students efficiently
 Not accessible for people that use assistive technology
 The inability to see the student side of the different systems (can’t see
what the student sees)
 Is antiquated
 Difficult attracting new talent to Hartnell due to antiquated systems
 Not a relational database structure
 Not accessible via web interface
 Very old system
 Time delay in transfer of information from one system to another
 Difficult to integrate with other systems
 Lack of integration - duplicate data entry
 Batch uploads - downloads
 Dead/unused code
 Unable to run reports from the system without downloading the data
onto local system (resulting in increased risk)
 Cannot print anything besides pre-determined reports
 Data often not available in a convenient to use format
 No user-friendly query process
 Indirect access to information is the only thing allowed. Request for info
has to go through central IT
 One person as contact and no back ups
 Lack of confidence in skill sets of staff
 Huge backlog of requests
 Hodgepodge of programs/systems
 Different web pages and data sources for each one
 Too many individual systems requiring multiple requests for new staff
access
 The need to have so many different applications and systems open at
any time, rather than a centralized system
 Multiple logons and multiple systems to find information
Hartnell College 2011-2018 Technology Master Plan - 50
WEAKNESSES CATEGORIES
9. Security / access /
confidentiality
10 (tie). Institutional / system
knowledge
10 (tie). Reporting / printing
EXAMPLE QUOTES
 I'm unable to give specific departments access to the information that is
pertinent to just them - I can't "protect" certain fields/information
 Lengthy process to get access
 Unable to integrate effectively
 Critical information and experience exists in one brain.
 The business logic is not clearly documented (have to read the code to
find out what the programs really do)
 Way too dependent on knowledge that only a limited number of people
have
 Long time to train if ever
 Overly dependent on institutional / system knowledge
 Not being able to print rosters
 Cannot print anything besides pre-determined reports
IDEAS FOR IMPROVEMENTS
Listed below are the ten most frequently cited ideas for how to improve Hartnell’s existing systems. The items
in the table are rank-ordered according to the frequency with which they were mentioned in our interviews,
focus group sessions, and on the online questionnaire.
IMPROVEMENT CATEGORIES
1. Usability
EXAMPLE QUOTES





2. Functionality









Make more user-friendly
Make the system more intuitive for users
Ease of understanding in use, appearance, and desired results
Use of drop down menus, buttons and other tools for easy navigation
and selection of items
Make the bursar/student accounts and financial aid menus more like
online banking that are clear, concise, and explanatory
"Amazon" experience for users
Modern user interface
ADA508 compliant
Class rosters for more than the current term
More detail to course coding
Tracking system for external scholarships
Assessment tools - student satisfaction, etc.
Searchable course offerings
Detailed breakdown of fees
Hartnell College 2011-2018 Technology Master Plan - 51
IMPROVEMENT CATEGORIES
3. Integration
4. Fewer / more robust
systems
5. More ways to access the
system
6. Security / system access /
data confidentiality
7. Current technology
8 (tie). Best practices
8 (tie). Data access
EXAMPLE QUOTES
 Student Financial Aid and Student Accounts information should be
linked for easy processing
 Integration between systems that currently are separate
 Better integration
 Integrated systems are ideal & ability to share information across
departments
 New system needs to work with commercial 3rd party systems
 Systems that talk to each other
 A system that can see/process the whole picture
 A system that is more centralized, less login ID's/passwords required,
applications/modules that can communicate and share info with each
other, minimize redundancy
 End to end solution; replace and integrate the entire college
information system
 Prefer a mature integrated package or develop a modern system
 Consolidation of information in one place
 Make platform compatible (Mac, etc.)
 Make accessible by app from mobile devices
 Having systems capable of providing data to students/campus in the
format of the latest technology: smart phone apps, etc.
 Web based front end for ease of use
 Reduce reliance upon social security numbers
 Security...systems and databases as secure as what we have now
 Giving access to more users, but with limited "views." Allowing those
who need basic info (such as emails) can run their own reports. You
wouldn't have to give them a "power user" account
 Enhanced security - less moving of data
 Role based access to data
 Use latest and open source languages to rebuild the systems
 Hopefully the use of advanced and integrative technology
 Make systems more modern
 Modern architecture
 The creation of standard practices for the new system, that can be
translated (if possible) to all systems
 Need to be certain we analyze our workflow and don't just try to
automate our current tasks
 Apply business rules institutionally
 Executive decision to move in a singular direction - the whole college
 Process evaluation / improvement
 All data should have capability of being queried (can't currently query
IMS data)
 Allow users to search for relevant and appropriate information
 Real time access to information
 Access to data we need to do our jobs
Hartnell College 2011-2018 Technology Master Plan - 52
IMPROVEMENT CATEGORIES
EXAMPLE QUOTES
10. Training / documentation
 Better documentation - both technical as well as business
 Have good FAQs and help
 If the systems are replaced I think training the staff should be a priority
so that they will know how to leverage all of the new technology
 Extensive, standardized training
 Wiki help
OVERALL SATISFACTION LEVEL WITH THE EXISTING SYSTEMS
7%
Definitely Keep
47%
Leaning Towards Keeping
34%
Leaning Towards
Replacement/Overhaul
12%
Highly
Satisfied
Satisfied
Highly
Dissatified Dissatisfied
Level of Satisfaction with the Current Systems
As part of the interviews and online surveys, participants were asked to share their level of satisfaction with the
current systems and also indicate their stance on keeping or overhauling the systems. Interestingly, these
questions didn’t directly correlate in the final calculations. The chart below illustrates Hartnell participant
responses.
Definitely Replace/Overhaul
4%
13%
36%
47%
Attitude Toward Replacement of the Current Systems
Notice that although 47% of participants indicate they are satisfied with the current systems, only 13% indicated
they are leaning towards maintaining status quo. Equally as diverse are the results for those that indicated they
are highly dissatisfied with the current systems totaling 12%, but 47% say the current systems should definitely
be replaced or overhauled.
Hartnell College 2011-2018 Technology Master Plan - 53
These results highlight a unique situation at Hartnell. Overall, users at Hartnell report that systems "meet" the
required level of service. However, a majority of those users feel that the systems need to be replaced either
entirely or in all except specific areas. This stems from a few outstanding perspectives.
The first is that many recognize the danger that looms in the future as the current system becomes not only
anachronistic, but that the skill set and brain share to keep it running smoothly have all retired or are no longer
employed at the institution.
The second is the underlying frustration that people have with the speed of response from central IT when a
request is issued. The data stored in the main system is not directly available for query, record update, or
decision-making. Everyone realizes this indirect access to critical information is highly inefficient and
problematic.
Third, distributed IT organizations have been built up to a point that individual departments have created their
own life raft or state of well being and don't want to have the water disturbed or their boat overturned.
Ultimately, all users, administrative, technical and functional, want an efficient, coordinated, enterprise system.
However, they don't all agree on or see a clear vision of how to get from where they are now to that brave new
world. Some are even fearful that the path chosen to reach institutional objectives may be a step backward for
their well-oiled, although imperfect, established business processes.
Hartnell College 2011-2018 Technology Master Plan - 54
APPENDIX B
MISSION CRITICAL PROJECTS
All known IT projects (planned, requested or required) were consolidated into lists for review and prioritization.
The projects were divided into two categories: one category for “Infrastructure” projects and the “Other”
category for those projects requested by the colleges and the ITR organization. The most important projects
were designated as mission critical and scheduled for implementation. These projects are delineated in Tables 1
and 2 below.
Table 1: Mission Critical Projects – Infrastructure Category
Project Name
Wireless Deployment
Goal
Deploy a wireless network at college sites
Disaster Recovery
Provide a hot site disaster recovery capability
for critical systems
Virtualize the Colleague application
Upgrade Colleague R18 to R18 SQL Server
DR Virtualization
Colleague Upgrade
Colleague Server Migration
Migrate Colleague to Virtualized Server
Hardware
Novell to MS
Migrate entire campus to Microsoft network
operating system.
Virtualization at the Desktop Layer
Provide the technology & training to push
personalized desktops to students, faculty and
staff
Refresh computers on a 5 year cycle
Update website and deploy CMS to broaden
contribution capabilities of the campus
Upgrade Checkpoint Server and Firewall
Software
Computer Replacement
New Website/CMS
Firewall Upgrade
Table 2: Mission Critical Projects – Enterprise Software
Project Name
Curriculum Management
Email – Groupwise to cloud based email
Grants Management Software
Business Intelligence Rollout
Goal
Deploy a better curriculum management
system
Eliminate Groupwise mail server and transition
campus to cloud based email
Deploy grants management software to
support the development and award potions
of the grants management process
Deploy Cognos and create initial Title V and
other Student related reports
Hartnell College 2011-2018 Technology Master Plan - 55
Colleague Server Migration
Migrate Colleague to Virtualized Server
Hardware
Workflow
Deploy System to enforce enterprise
processes, calendar, and processes on campus
Portal/Mobile
Enhance campus service access via mobile
applications and SSO portal
Integrate Voyager with new registrants so that
they do not need to fill out forms in the library
to use facilities.
Integrate Voyager and Colleague
Table 3: Mission Critical Projects – Other Category
Project Name
Online Help Desk
Parking
Campus Alert/Safety
Asset Management System
Smart Classroom Conversions
Workgroup Printing
Upgrade Pay for Print System
Remote Computer Assistance
Digital Signage
Goal
Implement a more transparent helpdesk
system which facilitates, better
communication, efficiency, reporting and
problem resolution
Deploy online daily parking system. Eventually
deploy tagless system relying on License Plate
Recognition for enforcement
Select and Deploy campus alert and crisis
management system
Deploy system for tracking assets and
inventory of both IT and facilities related items
Continue to enhance campus classrooms to
include technology enhancing the tools faculty
have to teach
Consolidate printer to large workgroup
printers using group policies and print release
capabilities for security purposes.
Upgrade the pay for print system to work with
new workgroup printing direction
Software needs to be deployed that help IT
folks resolve issues without have to physically
be in front of machine or walk people through
common IT help requests.
Continue to enhance digital signage presence
and use on campus
Hartnell College 2011-2018 Technology Master Plan - 56