Ithaca College Information Technology Strategic Plan. = Original Target Year(s) = Updated Target Year(s) Status / % Complete June % 100% 30%

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1 Updated June = Original Year(s) = Updated Year(s) June Update June Theme 1: Organization, Infrastructure, and Services We will develop a premier contemporary organization, operations and infrastructure, to provide outstanding information technology, analytics and digital services to support and enable IC to fulfill its vision. 1. Create a re envisioned contemporary information technology, analytics and digital services organization. 1. Develop an organizational structure that focuses on core infrastructure services, customer support, teaching and learning, professional services, analytics, institutional reporting, and security. 100% Major organizational restructures are complete. Will adjust as the college's needs change. 2. Build an organization that focuses on brokering services that are core to supporting the college s mission; seek to leverage outsourced solutions and providers for non core services. 100% As part of the reorg, several positions were repurposed to meet this objective, including a Solutions Architecture team, Integration Devel. and Cloud App Admin. Dept. policies and methods revised to support this shift. Will adjust over time as the college needs change. 3. Assess the pros and cons of an organizational change to address distributed IT support to the academic and administrative departments. 0% Moved out to year 5 Moved out to year 5 to give new college senior leadership a chance to get established. Will work with college senior leadership to revisit the appropriateness of this goal. 2. Develop an information technology governance model which will ensure that the work of the organization is aligned with the College s goals and strategies. 1. Establish formal IT governance processes to guide IT strategic planning and decision making. 30% With changes in college and IT senior leadership the initial progress with this goal has stalled. Will need to be revisited during /19 academic year. 2. Create project portfolio management processes and project lifecycle practices. 60% TeamDynamix phase one has been implemented. Ticketing, project management, and knowledgebase are being used. Initial project portfolio management concepts in place, but more work is needed. Also requires an effective IT governance process, which is not in place yet. 3. Deliver an outstanding customer service experience, and be actively engaged with the campus about services and support related to information, analytics, and digital services. 1. Enhance access to technology services through the development of a comprehensive service catalog and self service mechanisms, and by extending the hours that service and support are available to better match the needs of the College. 75% TeamDynamix implemented, old ticketing system retired. Starting to use data to influence decision making process. Extended service desk hours, providing more selfservice options. Additional work still needed to refine service catalog, automated workflows and be more client centric. 2. Collaborate with the college community to develop an improved two way communication and engagement strategy to provide information about services, support, and activities. 50% Monthly IT@IC newsletter has been established, Park School of Communications students have guided the leadership team with tips and methodologies to engage our students. Improved interpersonal relationship across campus. New Director of Engagement and Client Technologies will start June. 6/19/ Page 1 of 10

2 Updated June = Original Year(s) = Updated Year(s) June Update June 4. Foster and develop a talented, skilled, and dedicated information technology, analytics and digital services workforce. 1. Develop and maintain a strategic staffing roadmap, a professional development plan, and a career ladder to create an environment that attracts and retains talented staff. 70% Some of this is on hold waiting for HR on their campus wide initiative to move to job bands. Progress is being made in other areas: Examples include: with reorganization, provided opportunities for people to move to new roles within IT, continue to invest significant Prof Devel funds to provide staff with development opportunities. 5. Establish a robust information technology infrastructure for the provisioning, delivery, and management of information systems and services to meet the current and future needs of the College. 1. Establish a technology roadmap that utilizes cloud based solutions, modern standards based technical and service architectures, best of breed providers, and that focuses on security and usability. 100% The initial efforts for this are in place. Examples: New solution architect position, moving solutions to the cloud such as Enterprise Data Warehouse, Residence Life, and HCM services. Efforts underway to move infrastructure components to the cloud, such as DNS, authentication and directory services. Cloud based Office 365 licensing expanded to enhance security and usability posture. Business Productivity Coordinator hired and will help expand these services to the campus community. At this point this will be an ongoing item for the department going forward. 2. Leverage open source or higher education community based solutions, collaborations, and partnerships. 50% Expanded involvement in Educause, UNYCC, HEDW, and other communities. Talking with other institutions, such as Marist, about partnerships and collaboration opportunities. Additionally, leverage InCommon for Shibboleth metadata services. 3. Establish a foundational set of middleware services, such as single sign on, identity management, directory services, and other services, to enable the rapid deployment and effective management of application services. 50% Shibboleth Single Sign On and InCommon integration is completed. Defining support processes and procedures for Duo. Ellucian Identity Services (Banner SSO) is staged and awaiting testing. Shifting to Shibboleth for Banner 9 (standardized authentication tool). Active Roles is installed and IT is leveraging the tool. Still much work to do around IAM, putting together RFP for other aspects of IAM starting summer. 4. Develop and implement real time monitoring, logging, alerting, and rootcause analysis for core IT services to support the timely communication and resolution of technical issues. 65% New Relic discontinued infrastructure monitoring. Identified Datadog and are working with legal for a contract review. Expanding use of LabStats. 5. Automate common and routine IT services and processes to add efficiencies and value, and reduce redundancies. 42% With the implementation of TeamDynamix, IC Workflow, and new tools, we've automated a number of IT services and processes. There is still considerable opportunities to leverage automation across all areas of IT. 6. Expand campus Wi Fi connectivity to include outdoor spaces around buildings and other targeted areas. 10% Funding for WiFi Outdoor Assessment provided for FY19 and is in the process of being scheduled, with deployment in FY20 (if funding provided). 6/19/ Page 2 of 10

3 Updated June = Original Year(s) = Updated Year(s) June Update June 7. Re assess the Technology Renewal Program and fundamentally re envision how we provide and provision desktop and laptop computing functionality for faculty and staff, to leverage BYOD, mobile, self service, and virtual technologies. 60% Several recommendations for revising and reducing the size of the program approved. Moved to 4 year leases, and one computer per employee. Issuing RFP for endpoint devices to reduce costs. Looking to reduce overall budget by 25%. Starting to evaluate VDI vs application streaming. Exploring other cost reduction options as well. 8. Provide the infrastructure and services necessary for delivering coursespecific software applications to any device anywhere. Leverage this solution to reduce or eliminate the need for campus computer labs. 15% CNS is leveraging Azure for virtual labs. Data clean up in technology renewal database needed to occur before a full virtualization assessment. Reengaging vendor in FY19 for assessment. LabStats data will be analyzed with assessment data to determine best services to deliver virtually. Starting to evaluate VDI vs application streaming. 9. Establish core IT services and capabilities at IC's remote campuses to ensure a common IT experience for our students and faculty at those locations. 20% Working with London and LA to develop a simplified and intuitive system to implement. Foundational work (network improvements) slated for summer, with additional work to follow during both FY19 and FY Establish effective lifecycle management programs for IT services and products, from the initial research and development phases through growth, maturity, decline and decommissioning. 30% Some initial work has been done with this by creating roadmaps. More focus on this will happen during FY19, and as IT Governance gets re established. 6. Modernize key enterprise applications and services to ensure they are user friendly, robust, secure, and sustainable. 1. Establish a process, criteria, and plan for the ongoing evaluation and evolution of the Learning Management System and associated tools. 5% On schedule to start in year 3 Review process begins Yr 3 2. Explore the feasibility and cost to migrate from separate ERP systems (Homer and Parnassus) to a single hosted ERP system. 100% Consultant was hired to perform assessment. Decision was then made by the college to upgrade Homer (to Banner 9), and to purchase new cloud based Finance and HR system(s) to replace Parnassus. 3. Partner with the office of Marketing and Communications to establish a new, modern, public Web infrastructure. 70% Migration to initial phase of new website and infrastructure went live May. 4. Reduce the number of custom solutions that we create and support, eliminate duplicate systems across campus, pro actively seek consolidation to achieve economies of scale, and establish campus standards for common services. 60% New ResLife Housing System (RMS) in place (replacing custom solution). AIR is working to implement HelioCampus, a data warehouse solution and Data Cookbook, a data governance solution. Review is underway for a Client Relationship Management Solution. 5. Establish a process, criteria, and plan for the ongoing evaluation and evolution of the Student Information System (Homer) and associated tools. Enhance and expand existing toolset to meet current needs and expectations. 60% Banner 9 steering committee established. Consultant was hired to perform process review. Wave 3 of Banner implementation includes many business process enhancements. HAMT user group meets on a weekly basis to ensure system is staying up to date and plan ways to improve processes. 6. Provide a unified Web service portal for common College business and support services. 25% apps.ithaca.edu is live. Will look at more comprehensive solution as part of CRM and other efforts in FY20 and FY21. 6/19/ Page 3 of 10

4 Updated June = Original Year(s) = Updated Year(s) June Update June 7. Ensure that IT services are fully functional on mobile devices. Develop Ithaca College branded mobile applications, which deliver critical content for the campus community and visitors. 40% Some applications are mobile prior to Web site launch (TDX, Sakai, Student Response System). Banner 9 self service is responsive design. New ERP solution will be mobile enabled. New Web site built for mobile. 7. Provide leadership for institution wide business continuity planning and disaster recovery capabilities to ensure resiliency for our teaching, learning, and business functions. 1. Develop and maintain a business continuity and disaster recovery plan. 10% This effort is in partnership with Risk Management. Funds for a consultant to assist with this effort FY19 have been approved (additional funds for FY20 will be needed). Backup solution upgrade Phase 1 complete. 8. Reduce the likelihood and potential impact of successful attacks against College information systems and data, by enhancing our security processes and protections, while also enhancing access and ease of use. 1. Provide consistent and appropriate access to College information systems and applications regardless of our users physical locations on and off campus, by unifying our wired and wireless network access control and firewall rules, and by expanding our virtual private network (VPN). 70% Wireless SSID's were deployed in FY17 which use 802.1x for network access control. All new edge switches were deployed in FY18, which was a prerequisite to 802.1x on the wired networks. Wired 802.1x efforts have begun but are experiencing some challenges. An alternative approach is under consideration. The new Palo Alto VPN is in production. Duo enrollment procedures are being put in place to make full scale use of VPN by most faculty and staff supportable. 2. Provide a secure computing platform using Virtual Desktop Infrastructure (VDI) for students, faculty, and staff with personally owned computers and mobile devices. 15% Data clean up in technology renewal database needed to occur before a full virtualization assessment. Reengaging vendor in FY19 for assessment. LabStats data will be analyzed with assessment data to determine best services to deliver virtually. Looking at application streaming as an option as there's is less technical management. 3. Reduce reliance on passwords by integrating two factor authentication with our virtual private network (VPN), virtual desktop infrastructure (VDI), and with key applications. 50% Duo multi factor authentication (MFA) is integrated with Shibboleth and can be enabled per application as deemed appropriate by the Information Security Governance Council. Duo MFA is required for all VPN access. Microsoft MFA is currently used by 300 staff for Office 365. Starting this summer, new MFA users will use Duo MFA instead of Microsoft MFA. Duo enrollment and self service procedures need to be completed to support user experience and manageability. All faculty, staff and student will be required to use MFA for Office 365 access by the end May. 4. Protect our systems from current and future viruses and other malware by protecting against accidental execution of unauthorized applications, and by adding protections against zero day vulnerabilities. 80% Palo Alto Wildfire malware protection has been deployed on our firewalls. Windows 10 has been deployed with new security features. Windows Defender Advanced Threat Protection (ATP) has been deployed, providing incident detection and containment on or off campus. Working with Microsoft (Risk Assessment Program as a Service) on server security to evaluate our windows servers exposure and identify any remediation if needed. Piloting Crowdstrike for enhanced macos malware protection summer. 9. Use universal design standards to ensure that information resources are easily accessible and intuitive for use by our students and other constituents having a diverse range of physical, perceptual and cognitive abilities. 6/19/ Page 4 of 10

5 Updated June = Original Year(s) = Updated Year(s) June Update June 1. Partner with Marketing Communications to ensure that all areas of IC websites are compliant with the Americans with Disabilities Act (ADA). 50% Maintaining as a key goal for the web overhaul project. As part of this process, working with the Accessibilities office and consultants supporting this effort. 2. Partner with Student Accessibility Services and Human Resources to increase awareness of and training on accessibility issues associated with digital information. 30% TLT assets follow Universal Design; continuing conversations with SAS 3. Ensure that new information systems meet a specified level of accessibility and acceptable interface design. 50% Accessibility requirements are part of contract review process. 6/19/ Page 5 of 10

6 Updated June = Original Year(s) = Updated Year(s) June Update June Theme 2: Teaching and Learning We will deliver innovative and effective technologies, resources and services to enhance teaching and learning. 1. Establish services and resources to strengthen and innovate teaching and learning practices and outcomes through the use of technology and proven instructional design methodologies. 1. In partnership with faculty, establish professional instructional design services to support, enhance and innovate teaching and learning practices. 75% Hired Instructional Designer; Ongoing support underway. 2. Provide infrastructure, services, and programs to support the use of emerging approaches to teaching and learning. 75% Emergent learning technologies explored, and/or acquired. New Visualization and Analytics Computer Classroom & Lab to be created Summer. Piloted learning technologies like Student Response Systems, and provided awareness and support for immersive media (AR/VR/360 Video),etc.) 3. In partnership with others on campus, seek to provide more unified instructional technology services through collaboration with the Library, Center for Faculty Excellence, and school based technology support staff. 80% TELE members now include TLT Director, Instructional Designer, and Associate Director. While IT and the school based technology support staff are collaborative, consider a formalized working group. 4. Work with the Center for Faculty Excellence to establish a three year pilot program with a cohort of five to eight faculty to explore ways technology can promote and support experiential learning. 10% TELE (in which TLT is a participant) is piloting a program "Course Unbound" for the Summer. This program will provide information for a three year project. 5. Partnering with the Provost, Deans, CFO, and President develop an overarching strategic vision / plan for the application of technology to teaching and learning. 0% On hold On hold for new hires in central administration. 6. Enhance student performance and track student success by providing services and tools for early warning, next generation advising, personal pathways, and adaptive learning. 30% Working with the Provost, Registrar and CAO on implementation of DegreeWorks, HelioCampus, and SalesForce CRM, along with 'other efforts to support this goal. 2. Utilize predictive analytics to foster a better understanding and optimization of student learning, instructional effectiveness, learning outcomes, and the environment in which learning occurs. 1. Facilitate assessment of learning at the course, program, and college levels; leverage technology solutions, such as Taskstream to assist departments in collecting this data. 10% Initial assessment facilitation underway with Instructional Designer 2. Establish tools to mine unstructured data to provide insights into student success and risk factors. 10% AIR and IT are working to provide predictive analytics capabilities utilizing IC data combined with other data sources (such as IPEDS), in addition to enhanced learning analytics utilizing learning technologies used in collaboration with AIR. 3. Champion the innovative use of technology to promote innovative teaching and advance the educational mission of the college. 6/19/ Page 6 of 10

7 Updated June = Original Year(s) = Updated Year(s) June Update June 1. Expand the availability of technologies that support various teaching and learning models and spaces, such as traditional, hybrid learning, flipped classrooms, adaptive learning, large lectures, digital and online content and curricula. 45% Innovation Corridor PAR request approved for student lab (Summer renovation); Visualization and Data Analytics Classroom/Lab approved (proposed Summer installation); Instructional Design is included across course delivery modalities. 2. Create technology enhanced huddle spaces throughout campus to encourage student collaboration. 100% Will continue to look at opportunities as spaces are renovated and funding is available. Ongoing. 3. Establish a Teaching and Learning through Technology strategy to leverage the College s academic, co curricular and residential experiences. 10% Initial outreach started; conversations with IC colleagues to continue Summer for future implementation. 4. Develop opportunities and resources to pilot and experiment with emerging technologies and to assess how their use impacts student learning, motivation, retention, and related outcomes. 50% Provided exploration and pilot in immersive technologies (this objective is continuous). Most recently brought in a consultant to work with faculty for the spring semester on AR/VR/ Partner with the Provost s office, the Center for Faculty Excellence, and others to showcase creative uses of technology, and to foster opportunities for the faculty to collaborate across schools on their use of technology for the purpose of facilitating the advancement of knowledge and interdisciplinary practice. 30% In partnership with the Office of the Provost, the Center for Faculty Excellence, and others, collaboration across disciplines continues in multiple ways. Areas of significant impact include Instructional Design services, participating in President's Seed Grant Initiative, and optical scanning. 6. Explore use of cloud based web services (e.g., Amazon Web Services (AWS), Hadoop, Github) for computation, data storage, and web hosting for undergraduate and faculty research. 75% Provide IC academe a systematic process for obtaining cloud storage following completion of computer science and music pilots. 7. Partner with the academic community to obtain external funding for technology related teaching & learning initiatives, both through the identification of funding sources and opportunities, and by ensuring that our cyber infrastructure meets grant requirements. 10% TLT team members attending grant workshop; Establishing a RFP engine that will report potential academic funding for higher learning and technology. Develop process for informing faculty of RFP, the potential contribution of IT, and possible inter or intrainstitutional partners. 6/19/ Page 7 of 10

8 Updated June = Original Year(s) = Updated Year(s) June Update June Theme 3: Campus Engagement We will provide technologies and services to enhance communication, partnerships and interactions between members of the campus community, and strengthen the connections between a student's curricular, co curricular, and residential experiences. 1. Develop unified communication services to support a student s connection with the college throughout their entire lifecycle of interactions with IC. 1. In partnership with Admissions, Institutional Advancement and other departments, enhance our web portals to provide a seamless engagement experience for students throughout their involvement with the College. Very preliminary conceptual discussions have started as part of the "CRM" and Web 5% overhaul efforts. More focused effort on this will occur once ithaca.edu overhaul is mostly complete and CRM project is further developed. 2. Implement a comprehensive Customer Relationship Management (CRM) system to manage communication and interactions with our students throughout their lifecycle of involvement with the College. Significant funding approved for FY19. There have been preliminary discussions to 5% start to define need and effort. The college is exploring options for a champion to lead this effort college wide. 2. Utilize technology and related services to establish connections and promote synergies among the college's academic, co curricular, and residential experiences. 1. Establish a classroom without walls to pilot the use of portable technology to support experiential learning any place on campus or in the community. 40% We have implemented a number of tools that will assist with this (Zoom, Office 365, Sakai, etc.). Faculty are leveraging these tools with their students in the field and at remote locations. We've increased WiFi on campus, and will be rolling out WiFi outdoors over the next 2 years. 2. Implement a pilot smarter student initiative to improve program and facilities design by studying the students activities and behaviors and their impacts on student success, through the use of real time data from wearable devices students use both in and outside the classroom. 0% Will need to re evaluate significant overlap with and Partner with the academic community to provide real world experiential learning opportunities for our students through work study and internship opportunities within IT. 50% Our 90 student employees engage in experiential learning opportunities throughout IT. We have also partnered with faculty to provide their students with opportunities to work with IT on projects such as Ed Tech Day, worked with CS to provide opportunities. More to come. 4. Partner with vendors, alumni, and other organizations to identify and encourage internship opportunities for our students and recent graduates. Provide a portal for connecting potential interns with employers. 20% Developed Apple Certifications opportunities and developing AV Industry Certification program for our IT student staff. Summer Desktop RFP will require manufacture to offer internships and experiential learning opportunities. 6/19/ Page 8 of 10

9 Updated June = Original Year(s) = Updated Year(s) June Update June Theme 4: Operational Innovation We will leverage analytics, technology, and process innovations to advance the development of institutional strategy, improve business processes, increase operational effectiveness, reduce costs and to support continuous quality improvement. 1. Establish an integrated analytics, business intelligence and institutional research program for the campus. 1. Establish a contemporary, integrated, and comprehensive analytics organization, combining resources from information technology and institutional research. 60% AIR and BI involved in joint weekly meetings. Both are participating in training together including R, AWS Redshift and other AWS Services, Python. AIR and BI also are both participating in the data governance implementation. 2. Develop a comprehensive analytics, data management, and business intelligence strategic plan. 50% AIR and IT established strategy for Enterprise Data Warehouse. Enterprise Gata Governance committee has been established. Additional long term BI strategic planning to happen during the second part of. 3. Establish a modern, innovative, and robust technical infrastructure for analytics and business intelligence, including strategic and operational reporting tools, and an enterprise data warehouse. 50% ACE/ARGUS Upgrade complete. Implemented OBIEE. Implementation of Cloud Enterprise Data Warehouse underway along with the expansion of the use of Tableau. 4. Establish Data Governance and Data Management programs. 30% Data Governance Advisory Council and Data Governance Committee have been established. Gender and Preferred Name have been defined and sent to the College Leadership for policy support. 2. Leverage data analytics to inform institutional strategies and decision making, and to optimize business outcomes. 1. Provide enhanced financial planning and forecasting tools. 20% RFP issued for replacement of college's finance system and a number of bolt on applications. 2. Leverage data analytics to increase applicant yield, to reduce the gap of unmet student financial need, and to increase alumni and community engagement. 30% IT partnered with AIR to develop analytics and enterprise data warehouse strategy. Implementing cloud Enterprise Data Warehouse/ 3. Implement advanced analytic capabilities to use existing data in our current systems of record and other sources to plan and improve teaching and learning outcomes, student recruitment, engagement, and philanthropy. 15% Work has started to utilize SAKAI (LMS) and other student data sources. IT and AIR have partnered to start defining the appropriate data models and move the data into our new data warehouse. Some initial explorations of SAKAI data has started. 3. Improve the efficiency and effectiveness of college operating units through business process reengineering. 1. Leverage experiences gained from the ECM project to establish a business analysis and business process reengineering services team to partner with College operating units to improve their efficiency, effectiveness, and service. 0% Need to re evaluate With staffing changes and the college's decision to upgrade Banner, and put in new finance and HR systems, this effort will need to be re evaluated. 6/19/ Page 9 of 10

10 Updated June = Original Year(s) = Updated Year(s) June Update June 2. Partner with Provost's office to automate key academic related business processes 50% With staffing changes and the college's decision to upgrade Banner, and put in new finance and HR systems, this effort will need to be re evaluated. Some of these processes will be improved with the Banner upgrade and new HR and Finance systems. 3. Leverage automation, including digital workflows and other technologies, to improve efficiencies and effectiveness throughout the College. 25% As the college is implementing the new ERP systems, Banner upgrade, and CRM (future), this type of re engineering work is a key part of those efforts. 4. Perform business process analysis on key College services and operations to identify inefficiencies and areas for improvement. 25% Much of this will happen through other efforts, such as implementing a CRM, ERP review, etc., and the work of the new business productivity team. 6/19/ Page 10 of 10