Information Resources & Technology
Budget Presentation: 2016-2017
Information Resources & Technology
Budget Presentation: 2016-2017
At least 60% of IRT’s
Work Supports
Baseline Essential IT
Target is 25% focused strategically
Information Resources & Technology
Budget Presentation: 2016-2017
Five Year Operating Budget
2011-2012
$ 6,635,459.00
2012-2013
$ 5,971,913.00
2013-2014
$ 6,573,359.00
2014-2015
$ 6,929,344.00
2015-2016
$ 7,226,664.00
The IRT Budget Is Strategically
Aligned By:
 The Strategic Plan for Information
Technology
 IT project alignment
 Priority resource management for
strategic goals
 Increased alignment and efficiency
of IT ‘Run’
The Strategic Plan for Information
Technology is Used To Consistently Align
IRT With Institutional Goals
Our Information Technology Mission
Sacramento State will use information technology
to continually enhance student success, foster
timely graduation, and support faculty and
students in effective teaching and learning
Our Vision for Information Technology
Our use of information technology will transform our
capacity for effective change by supporting
innovation and growth
Strategic Project Alignment
 All projects are scored and ranked by
strategic priority by originating units
 IRT uses a strategic rubric to rank all
projects against student success,
effect on teaching/learning, and cost
effectiveness
 IRT works with divisions to define
resource alignment with strategic
priorities
IRT Must ‘Keep the IT Lights On’ While At the Same Time
Growing & Supporting Transformation and Innovation
All IRT Functions Aligned With
Student Success
What are our key institutional goals?
 Everything is about supporting and enhancing
student learning and success
 Focus our resources on proven student
success and graduation initiatives and avoid
scattergun approach
 Take an evidence-based, data-driven
approach
 Do what we do more efficiently, so more
resources can go to student success
Division-Wide Initiative To Align All
Functions
 Primary goal is to support transformation of our
campus for student success
o The focus is always on student success as defined
by students
o We primarily do so by supporting key student
software initiatives (Smart Planner and Platinum
Analytics) and technology for teaching & learning
 We also support faculty in their efforts to enhance
both student success and teaching/learning
 We need to improve the efficiency of our IT ‘Run’
overall, so we can focus on innovating and
transforming in support of key institutional goals (i.e.
student success).
Information Resources & Technology
Budget Presentation: 2016-2017
Major Accomplishments: 2015-2016
 Student Success Software Development and Support
 Transition from uDirect to Smart Planner
 Re-acquisition of Platinum Analytics and
Enhancement of Ad Astra
 Team acquisition of CourseLeaf
 Research on Civitas learner analytics software
 Integration of all of the above into CMS and Data
Warehouse
 Data Analysis and Predictive Analytics
 Implemented SPSS/IBM predictive analytics tools
 Implemented Tableau data visualization
 Replaced essential Data Warehouse ETL tools
 Suggested new approaches to team data governance
Major Accomplishments: 2015-2016
 Student/Faculty Technology for Teaching & Learning
 Hired Manager of Online Learning Technology
 Rebuilt and enhanced SacCT Blackboard
 Implemented lecture capture technology and
refreshed legacy telecourse facilities
 New technology in 24 classrooms, planning for new
optimized classrooms in Folsom Hall
 Enhancement of STC and TLS services
 Supported ePortfolios (MyEfolio and Portfolium)
 Lean Business Processes
 Supported business workflow projects in nearly every
division
 Collaborated on Graduate Admissions workflow
 Enhanced Onbase workflow and imaging tools
 Acquired Transfer Credit Evaluation workflow
 Implemented Print Management and refresh
Major Initiatives for Goals 1 and 2
Student Success
 Continue concerted team support for Smart
Planner, Ad Astra, Platinum Analytics,
CourseLeaf, and PeopleSoft/Degree Audit
 Focus efforts of Data Warehouse and data
analytics on student success; support possible
implementation of Civitas Illume and Inspire
learner analytics software
Diversity
 Continue to focus on increasing diversity of IT
staff
 Support HR in onboarding and recruiting
enhancements
Major Challenges
 Lack of governance for data analysis and online
learning
o Our data tools and resources are robust,
but use of those tools is unfocused and
unscientific
 Project sprawl, lack of focus, duplication, and
silos
o Critical side effect of student success
sprawl
o 45% of IT is still decentralized and siloed
o Much cost saving has been ‘left on the
table’
Major Challenges
 Demand for IT is growing at a relentless pace
 Student success transformations heavily
dependent on IT
 ‘IT’ includes ‘instructional technology’ with
enormous growth in expectations of both
students and faculty
 Demand for baseline IT services is
simultaneously growing relentlessly
 The expectation is that innovations in baseline
IT will be as available as they are in our
personal lives
 Personnel costs rising inexorably
Internal Restructuring of Funding and Use
of Carry-Forward
 Primary restructured accomplished through
realignment of staffing to strategic priorities
 Carry-forward spent on one-time strategic
initiatives:
 $500,000 for critical Data Warehouse
refresh and enhancement
 $200,000 for classroom maintenance
 $200,000 for Onbase workflow business
process improvement
New Budget requests and Unfunded Needs
 $225,000 requested increase in AUE for
Blackboard, Courseleaf, Data Warehouse,
and Security
 Major unfunded campus needs include:
 Learning Space Maintenance - $700,000
 Classroom technology and renovation –
$1,000,000
Information Resources & Technology
Budget Presentation: 2016-2017
Questions?