16 technology master plan ohlone community college district · technology planning at ohlone...
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Vision
Technology is a service provided to faculty, students and staff across every function at Ohlone. It is central to our programs, courses, facilities,
operations and professional development, and it serves to advance the mission, vision, goals
and objectives of the District. Technology support services will balance efficiency and cost-
effectiveness with quality.
Ohlone Community College District 43600 Mission Blvd., Fremont, CA 94539
www.ohlone.edu
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Introduction Page 2
Information Technology Vision, Strategy and Supporting Tactics Page 4
Information Technology at Ohlone Page 6
Technology Planning at Ohlone College Page 10
Future Trends Page 11
Guiding Principles Page 15
Strategic Goals and Objectives Page 16
Program Improvement Objectives Page 19
3 Year Information Technology Department Activities Page 20
Measure G and the Technology Endowment Page 21
Appendices Page 35
Appendix A – Technology Committee Charter Page 35
Appendix B – Systems Use Policy Page 36
Appendix C – Information Technology Org Chart Page 41
Appendix D – Learning Space Technology Standards Page 42
Appendix E – Learning Space Categories Page 43
Appendix F – Technology Lifecycles Page 44
Appendix G – Ohlone College Goals and Objectives Page 45
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IntroductionAbout Ohlone College
The Ohlone Community College District is a multi-campus, single college district located in the southern portion of the San Francisco Bay in California. Serving almost 17,000 students per year, the College has a main campus in the City of Fremont and a second campus in the City of Newark.
Ohlone College is an ethnically diverse institution that promotes innovation and continuous improvement in departments and divisions. The College is named for the native population living in the area when Mission San Jose was founded. The Fremont campus is located just south of the historical Mission. The Newark campus is located near Interstate 880 and emphasizes programs in health, environment, and technology.
Vision, Mission and Values
Ohlone College is guided by its Vision, Mission and Values statements. These beliefs are incorporated into College planning efforts through the program review process. Every College program directly ties its activities and, if appropriate, curriculum to the vision, mission and values stated below.
Vision
Ohlone College will be known throughout California for our inclusiveness, innovation, and superior rates of student success.
Mission
The mission of Ohlone College is to serve the community by offering instruction for basic skills, career entry, university transfer, economic development, and personal enrichment for all who can benefit from our instruction in an environment where student learning success is highly valued, supported, and continually assessed.
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Core Values
• We provide lifelong learning opportunities for students, College personnel, and thecommunity.
• We open access to higher education and actively reach out to underserved populations.• We promote diversity, inclusiveness, and openness to differing viewpoints.• We maintain high standards in our constant pursuit of excellence.• We value trust, respect, and integrity.• We promote teamwork and open communication.• We practice innovation and actively encourage risk-taking and entrepreneurship.• We demonstrate stewardship for our human, financial, physical, and environmental
resources.
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Information Technology Vision, Strategy and Supporting Tactics
Information Technology Vision
Technology is a service provided to faculty, students and staff across every function at Ohlone.
Technology is central to our programs, courses, facilities, operations and professional development, and it serves to advance the mission, vision, goals and objectives of the District.
Technology support services balance efficiency and cost-effectiveness with quality.
Information Technology Strategy
The Ohlone Community College District will deploy, maintain and apply information and academic technologies to:
• Support the College’s Mission, Vision, Core Values, and Strategic Goals and Objectives.• Advance the effectiveness of teaching and learning by
o Supporting the goals and objectives of the Educational Master Plan,o Providing faculty with effective technology in and out of the classroom,o Providing student access to effective technology outside the classroom through
open computer labs and other learning spaces on campus, ando Allowing faculty to enhance the learning process through innovation.
• Further develop the College’s e-Campus in alignment with technological advances.• Create budget savings through enterprise-wide operational efficiency and cost
avoidance.• Contribute to the protection of the College’s community of faculty, staff and students, as
well as its physical and virtual assets.• Form a learning environment fully integrated with the College facilities.
Tactics Supporting the Technology Strategy
While tactical solutions to executing the Information Technology Strategy are fluid, the following tactics are constant and serve as operational foundations.
Choose and implement simplicity. Complexity requires additional resources for management and documentation, and inhibits usability by the community. Wherever possible the College will choose to simplify its systems.
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Choose to be among the majority of technology adopters. There are costs associated with very early or very late technology adoption. Early adopters face higher product or service costs and higher rates of product/project failure. Conversely, late adopters face opportunity costs by foregoing technology benefits. The College will seek to balance these two extremes by adopting proven technologies with referenceable clients and established user bases.
Maintain currency of staff skills and knowledge. The most important component of the College technology infrastructure is its people. The College will make investments in training and professional development to maintain competency among the personnel supporting its technology.
Systematically update technology. Outdated technology limits the College’s ability to teach, support and provide services to faculty, staff and students. The College will develop standards and find financial means to maintain its technology assets to meet or exceed these standards.
Solicit and respond to campus feedback. Without transparency and ongoing communication, the technology program will lose alignment with the College as a whole. The College IT service providers will communicate proactively with all levels of the College community.
Seek operational excellence. Technology is a central piece of the College environment and is woven throughout the organization. If not managed properly, the cost of this key component will rise. Failures within the IT program can create unrecoverable security risks, loss of data or cause unplanned downtime. The College IT service providers seek to create a technology environment that is reliable with predictable and repeatable outcomes.
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Information Technology at Ohlone IT Governance
The information technology function is part of the College’s shared governance program. The Technology Committee is designated by the College Council to:
“review and monitor the College's technology strategies and implementations in order to adequately support the technology needs of Ohlone employees and students.”
The Technology Committee meets monthly (at least 3 times per semester). The Committee charter can be found in Appendix A of this document.
The College’s shared governance program, and specifically the Technology Committee, guide the day-to-day and “big picture” IT activities to ensure alignment with the Mission, Vision, Core Values, and Strategic Goals and Objectives.
The Technology Committee also regularly reviews the Systems Use Policy which outlines acceptable behavior and use of College technology resources. The Systems Use Policy can be found in Appendix B.
IT Management and Operations
The College established its Information Technology (IT) Department to manage the day-to-day operations supporting technology, execute technology-related projects, and advise senior management and the College community on matters of policy, regulations and administrative procedures.
The IT Department underwent an extensive program review in 2012/13. This review can be found at http://www.ohlone.edu/org/programreview/20122013/20122013progrev-informationtechnology.pdf.
IT Department areas of responsibility include:
• Desktop/User Support• System Administration• Network Management• Telecommunications• Audio/Visual Services• Enterprise System Development• Academic Lab/Classroom Support• Help Desk Call Tracking
http://www.ohlone.edu/org/programreview/20122013/20122013progrev-informationtechnology.pdfhttp://www.ohlone.edu/org/programreview/20122013/20122013progrev-informationtechnology.pdf
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Areas currently outside the IT Department’s scope of responsibility include:
• Maintenance of the College web site• System analysis for the Business Services and other Administrative Services areas• Lab/Classroom monitoring• Support and operations of the College’s e-Campus
Service requests are tracked and managed via a help desk system. Request from end-users are used to generate “tickets” and then assigned to individual technicians. Tickets create a history of the resolution from start to finish and are monitored for resolution timeliness and completeness. Over the last five years, service requests have diminished due to improvements in IT processes, equipment replacement, and removal of obsolete or failing systems.
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Figure 1
In addition to these ongoing services and activities, the IT Department executes a variety of technical projects. A standard definition of a “Project” in the IT discipline is “a temporary endeavor with a defined beginning and end, often constrained by time, funding or deliverables, to meet specified goals and objectives”.
The College is currently transitioning to a planning model based on “Program Improvement Objectives” (PIOs). PIOs are identified and approved through the annual Program Review
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process in response to WASC accreditation recommendations. While this process is evolving it will become the primary source for projects in IT and throughout the College. The PIO process allows for the vetting and approval of projects and initiatives generated on behalf of individual departments as well as the College as a whole.
The IT Department is led by an Associate Vice President for Technology/Chief Technology Officer and is comprised of two Directors and 16 classified staff. The AVP sits on the President’s cabinet. The Vice President for Administrative Services is the AVP’s direct supervisor with top-level responsibility for the department. An organization chart can be found in Appendix C
Total, annual operating budget for IT across all funds in FY 2012 was $ 3,002,028 of which $2,206,960 was allocated to personnel. FY 2012 represented a reduction of 35% since the high-water mark of $4,590,654 in FY 2008:
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The IT department budget in fiscal year 2013 is $3.167M. Expenditures have declined in total dollars and as a percentage of the non-academic College expenditures over time as shown in Figure 2.
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Figure 3
The IT Department performs a number of activities to advance the District’s technology programs on a daily, semester or annual basis. These activities create value for the District by promoting a reliable, repeatable, predictable and usable technical environment. Examples of these activities include surveying the campus community, system development and patch maintenance, resolving break/fix issues, classroom and lab preparation, and project management.
The College and the IT Department face a number of challenges. By far, the largest challenge stems from the state-wide budget crisis. As previously stated, the IT budget has steadily declined over the last 5 years as evidenced by Figure 3.
The budget crisis stands to continue this downward trend for the foreseeable future. Budget reductions at the state level have had a severe impact on technology at the College. Historically, the College has relied on one-time money and grants to acquire new equipment. The variability of these funds has made it difficult to systematically replace aging hardware.
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Technology Planning at Ohlone College
Successful implementation and effective use of information technology requires careful planning and alignment with institutional priorities, goals and objectives. The following diagram (Figure 4) represents the framework for technology planning at Ohlone College to achieve its institutional goals.
The Technology Master Plan is the framework’s deliverable and is represented as central to this process. This plan has two components:
• Part A is a detailed 3-5 year collection of activities and projects to advance the College’sMission, Vision and associated plans.
• Part B is a 10-15 year outlook to coincide with the general direction of technology at theCollege as informed by the District Facilities Master Plan, the IT Department ProgramReviews and long-term technology trends. This section will be developed in the futureand added to this document.
In addition to being informed by other planning documents at the College, the Technology Master Plan also serves as a resource for those planning documents. Additionally, while the Technology Committee has primary responsibility for developing the Technology Master Plan, key groups in the College's governance process are also significantly involved, with the highest-level approval coming from the Board of Trustees.
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Approval Endorsed Endorsed
Figure 4
Future Trends
The changing IT environment is a key driver in the development of long-term planning. The following trends are expected to impact the College over the mid to long-term.
Mobile Applications • Mobile applications will continue to proliferate and facilitate online activities.• Impact – Users will be able to perform more and more complicated tasks as applications
evolve. These tasks may combine various functions like geo location, web browsing oreven virtual reality to transform the consumption of knowledge.
• Example – Blackboard Mobile Learn
Convergence of Tablets and Laptops • Tablets and laptops will merge in the form of dual-purpose devices with the features of
both: lightweight “slates” will perform as today’s tablets, allowing for easy consumption ofdigital content. Attachable keyboards will easily transform slates into traditional laptopform factors that allow for better content creation.
• Impact – Users will no longer choose between a tablet for convenience and a laptop formore traditional “office” applications. Mobility will be increased and the need forstationary computing will dwindle.
• Example – Microsoft’s Surface Tablet
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Bring Your Own Device • The Bring Your Own Device (BYOD) trend of individuals using their personal equipment
will continue as consumer-grade device prices fall while their capabilities advance morequickly than College replacement cycles.
• Impact – IT departments will be challenged to provide security and access to institutionaldata on devices that run largely outside their control.
• Example - iPhones, iPads, Android devices
Trend - Social networks • Social networks will move beyond “friends” and become a communication channel on
par with email for institutions and their students.• Impact – Institutions will need to formulate procedures and controls around “official”
communications over social networks.• Example – Using Facebook to supplement course interactions.
Trend – Bring Your Own Service • The confluence of mobile applications, tablet computers and the BYOD trend will spawn
a Bring Your Own Service (BYOS) approach to computing. End-users will combineapplications and personal devices to replace centralized IT services.
Trend – Internet of Things • Pervasive wireless networks and low cost wireless transceivers will spur an “Internet of
Things” comprised of a variety of connected devices.• Impact – Devices previously thought to be independent of institutional IT will become
network devices, expanding the role of wireless networking and its supportrequirements.
• Example – Building sensors and controls.
Massive, Open, Online Courses, or “MOOCs” will increase in number. • Institutions will leverage Learning Management Systems to increase the efficiency of
course delivery through large course.• Impact - In some cases these courses will be open or free of cost for participants,
competing with traditional courses and cost structures.• Example – Stanford’s “Class2Go” offering, available at http://class.stanford.edu
Mobile Bandwidth • Mobile bandwidth will continue to increase beyond today’s 3G/4G levels to levels at or
above individuals’ home Internet connections.• Impact – Individuals may forego using institutional wireless networks in favor of their cell
providers’ networks. Cell signals will become increasingly important.• Example – 4G cell networks offering connection speeds at 13-30 Mb/s.
Open Source Administrative Systems • Consortia-owned, open-source systems will continue to develop and compete with
vendor-owned systems.• Impact – Real and/or perceived lower costs and increased control over features and
functions will create alternatives to current systems.• Example – Open source systems are currently in production for Enterprise Resource
Planning (Kuali at Kuali.org) and Learning Management (Moodle at Moodle.org)
http://class.stanford.edu/
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Streaming Digital Content • Traditional, physical media like DVDs, CDs and even hard copy books will decline in
favor of streaming, digital content.• Impact – The need for storage will shift from physical square footage to electronic
gigabytes and terabytes. Devices and procedures for electronic distribution will need tobe developed and disseminated.
• Example – The Amazon Kindle or Netflix movie rental service stream content toindividuals directly without a physical source.
SAAS, PAAS, and IAAS • Software-as-a-Service (SAAS), Platform-as-a-Service (PAAS) and Infrastructure-as-a-
Service (IAAS) shift key components of information technology services from locallyhoused systems to those provided by vendors off site.
• Impact – Costs for these components will shift from capital budgets to operatingbudgets. Reliance on vendor performance and compliance with contracts and servicelevel agreements (SLAs) will become even more important.
• Example – The library’s Voyager integrated library system is currently hosted atRackspace.com as an example of Infrastructure-as-a-Service.
“Big Data” and Predictive Analytics in Education • Big data is a collection of data sets so large and complex that it becomes difficult to
process using traditional database management tools. Predictive analytics seek toforetell future actions or trends from large data sets.
• Impact - Colleges can gather and aggregate disparate sources of information, such asstudent enrollment, course attrition, student history and combine it with external data toanalyze and predict individual and collective outcomes.
• Example - Big data has the potential to transform many recruitment and relatedpractices. Algorithms will sort through large data sets to determine which students aremost likely to enroll, and which students require intervention. Predictive analytics willtake advantage of historical patterns ingrained in big data to unlock insights to informcurrent and future strategies.
Private/Hybrid Clouds • Private/Hybrid clouds allow for secure and private access of IT resources – computing
power, storage, software applications – across the campus and between outside serviceproviders. Resources are not tied to an individual person or location. As such, resourcescan be used more efficiently to save on IT costs. As additional resources are needed,they can be added to the cloud and shared by all. Resources are also easier to maintainin the cloud.
• Impact - Additional resources can be added to the cloud and shared by all as they areneeded. Hybrid clouds allow organizations to shift resources between vendor-providedand locally hosted clouds, reducing maintenance costs through improved efficiency.
• Example – Email anti-SPAM and anti-virus services can be moved to the cloud to blockmalicious messages before they arrive on campus. Resources can scale based onnecessity rather than being constrained by locally hosted hardware.
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Cyberclasses • Synchronous, interactive instruction can occur in a real-time class that is hosted in a
virtual classroom. The class time period is assigned and students are required to belogged in during that time frame from wherever they are physically located.
• Impact - Students can work together in groups or independently while allowing for realtime access to the instructor and other students. Physical classroom space is reduced,lowering facilities costs.
• Example - Synchronous online classes have been implemented at a variety ofinstitutions including Towson University, West Georgia Technical College, and the StateUniversity of New York at Oswego.
3-D Printing in Education• 3-D printing, also known as additive manufacturing, has been available for many years
but is now blossoming in the public sector, including in education, due to the availabilityof relatively inexpensive printers that anyone can own and use.
• Impact – As 3-D printing becomes more pervasive it will generate new subjects andcurriculum for its use and adoption within industry.
• Example - Students in engineering, art, medicine and other disciplines can use 3-Dprinting to quickly bring their designs to life, giving them hands-on access to theircreations and allowing their creativity to flourish in new ways.
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Guiding Principles
Where technology trends affect the mid to long-range IT environment, short-term technology initiatives and projects are developed around the following guidelines:
Digital telephone systems without Voice over IP capabilities are, or soon will be, obsolete. • Voice service will continue to converge with other collaboration and messaging services
(email, text, video, etc.)• These converged systems must be integrated into new construction wiring and cable
plants. Existing facilities may require infrastructure retrofits.• New technologies are being developed but may be costly to implement or immature.
Data and physical security are lasting priorities. • Technology is needed to secure both physical and virtual assets as well as fostering a
safe environment for students, faculty and staff.• There are increasing needs to monitor, alert and direct our community in the event of an
emergency, and technology will continue to facilitate this effort.• Data security must occur within the District’s computer network, its physical data
infrastructure, and between the District and the outside world.• Data cannot be effectively secured without proper management and analysis of network
traffic.
Wi-Fi access is both an expectation and necessity for much of today's technology and our learning environments.
• Open access to wireless networks and information is becoming a standard in theclassroom.
• Students will aggregate where wireless networks are available.• As Software-as-a-Service (SaaS) and cloud computing continue to expand, demand for
pervasive and hi-speed wireless networks increases.• The Bring-your-own-device (BYOD) trend among students, faculty and staff will
continue, and depend on wireless networks.• The expansion of wireless network capacity will be driven by both the increase and
variety of wireless-enabled devices.
Virtualization - separating software from hardware - is driving IT efficiency, while Cloud Computing and SAAS are immature, but evolving practices that will extend this trend.
• Server virtualization improves efficiency of support staff and environmental sustainabilityof data facilities.
• Virtualizing desktop computers will extend the efficiencies gained with servers to end- user support.
• Virtualizing desktops facilitates BYOD, but does increase requirements for the “backoffice” servers, storage area networks, and data networks.
• Shifting capital expenditures to operational expenses is a key benefit of CloudComputing and SaaS that may not be desirable when operational budgets aredecreasing.
• Cloud Computing and SaaS still require campus-maintained infrastructure.• Physical security of data systems remains a challenge when those systems are hosted
in the Cloud.
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The District cannot execute its Strategic, Facilities and Educational Master Plans without Technology.
• Strategic Plano Measurable Objectives require technology to do the measuring.o Data is not useful until it has been transformed into and interpreted as
“information”.o Effective and cross-system reporting tools are needed for measurement,
transformation and interpretation of data from multiple campus systems.• District Facilities Master Plan
o Some technology must always be effectively and securely housed in Districtfacilities.
o Facility monitoring and control systems are now reliant upon informationtechnology services.
o The District’s cable plant and technology footprint must change as the DistrictFacilities Master Plan is designed and implemented.
o Technology is necessary for both formal and informal learning spaces.• Educational Master Plan
o Technology is needed to meet the Educational Master Plan requirements thatlearning spaces allow faculty and learners to: Engage with each other Work in learning communities Construct information and knowledge Present reports and project results Connect with outside information sources Communicate with outside people Work in virtual learning spaces
o Faculty and staff who support District operations require current personalcomputers and technology to innovate and work efficiently.
o While on campus, students must have access to current computing resources.
Strategic Goals and Objectives
Technology is an integral part of the College Strategic Plan. Each year technology-oriented objectives are assessed for progress or completion. Strategic Goal 3 has one objective that directly relates to technology, while Goal 4, which focuses on resources contains three technology-related objectives:
GOAL 3: Promote continuous, needs-based, learning and professional development opportunities for all district personnel.
The following objective from Goal 3 directly relates to technology:
Objective 1. By 2011, establish an IT training program for staff and full and part time faculty, enabling them to be more self-directed and capable in IT applications/maintenance.
• Assessment - Although the report in January 2012 noted that this objective has beenmet, the implementation continues. In February 2012, the district purchased the
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following licenses for the E-Learn portal for all employees: 30 - Business; 300 Desktop; and 15 IT Professional licenses.
SkillSoft/Business (30 Licenses) This suite of courses is specifically for employees interested in enhancing their job skills. Examples of courses are: Improving Customer Service, Developing Excellent Communication Skills, Project Management Skill Building; Leadership Development etc. The audience for these courses would be managers and other staff interested in developing their skills.
SkillSoft/Desktop (300 Licenses) All employees have access to the Desktop trainings as it offers a wide variety of computer courses such as: Adobe, Microsoft Office products and Apple/Mac software programs. The intent of this suite of courses is to enable all end-users to learn beginning to advanced techniques in navigating and using computer software. The courses are self-directed and can be accessed from anywhere. Learning could be done as needed to solve a particular problem or the employee can determine if he/she wants to learn a new software program. Managers can also assign coursework to their employees as part of a professional development plan.
SkillSoft IT (15 Licenses) This set of courses is particularly geared for the district’s IT staff. The list of courses provide continuous development of IT professionals.
The HR department has been slowly unveiling the E-Learn portal to various employee groups. To date the following employee groups have been provided hands-on demonstration and given their user IDs and passwords: classified staff on Classified Professional Development Day; Adjunct Faculty in August 2012, Academic Deans in May 2012. The other employee groups: full time faculty and managers will be trained prior to the end of Spring 2013. The strategy of a slow roll-out was deliberate. The hope was that employees would become proficient and encourage others to use the portal. So far this strategy has worked, but in a recent License Consumption Report dated October 31, 2012, the number of users indicates that more work needs to be done to encourage usage.
• Most recent evaluation - There is still a lot of work to be done to introduce employees tothis learning portal. As the report indicates the licenses that are specifically for IT staffhave not been used, while the SkillSoft Business consumption is almost half. Moremarketing needs to be done to encourage employees to use the Desktop suite ofcourses.
Goal 4. Use human, fiscal, technological, and physical resources responsibly, effectively, and efficiently to maximize student learning and achievement.
The following are technology-oriented objectives from Goal 4 and their status from the most recent Strategic plan assessment:
Objective 4 - By 2010, define categories of technology-enabled classrooms to establish and maintain minimum technology levels within each category.
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• Assessment - In April 2010, the Technology Committee reviewed the categories asdefined by the Information Technology Department. These categories were available forcomment via the CTO Blog. Maintaining minimum technology levels within eachcategory was accomplished by repair or replacement of equipment deployed across theDistrict. Advancing classrooms from one category to another was limited by a lack offunds. Large scale advancement of rooms will occur as Measure G construction comesonline. In preparation for this work, the Technology Committee developed a set ofstandards to be used in learning spaces at the College. See Appendix D.
In 2012 Measure G funds afforded the opportunity to maintain the technology standardsin the classrooms. Over that summer, 200 computer replacements were deployed inclassrooms and labs, as a response to numerous requests. The wireless network wasexpanded in Fremont and 16 data projectors were replaced throughout the campus. Infall 2012 an updated A/V cart was presented to the Technology Committee and tested inthe classroom by one of the members. The faculty member and students were pleasedwith the test results and additional, slightly modified units will be purchased to provideA/V services in non-smart classrooms.
• Most recent evaluation - This objective is being met. See Appendix E.
Objective 5. By 2010, define appropriate life cycles, fund, and implement a systematic updating of technology to support College-wide effectiveness.
• Assessment - This objective was addressed by the Technology Committee in April2010. Life cycles for various categories of IT equipment were posted to the CTO blog.Funding and implementing a systematic updating of technology, however, was notaccomplished due to budget constraints. In 2012 Measure G funds were used toadvance this objective across the Fremont campus. Equipment was updated inresponse to faculty requests and trouble tickets. Upgraded technology includedpersonal computers (more than half of all full-time faculty computers were replaced),lab and classroom computers, data projectors, wireless access points and A/V carts.
The initial round of Measure G funding also created a “Technology Endowment” thatsets aside $10 million for use in 2017. These funds accrue interest and will be used toacquire state-of-the-art technology upon maturity. Replacements will also occur as partof the Measure G building program. New buildings will feature new equipment thatreplaces older units in buildings that are replaced.
• Most recent evaluation - This objective is currently being met. See Appendix F.
Objective 6. By 2011, create organizational structures and procedures to continually improve efficiency and effectiveness of services to students through technology.
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• Assessment - Technology priorities were identified and vetted through the StudentDevelopment Committee and new processes have been implemented to support astudent debit card which streamlines Financial Aid disbursements as well as student IDsand refunds and accounts. Greater progress is proposed in terms of providing on linestudent support, electronic transcript service and student accessible degree audits andeducation plans. SB 1456 also mandates that most of these services be instituted by2014-15 to be eligible for funding.
• Most recent evaluation – An action plan will be developed and implemented to advancethis objective.
Program Improvement Objectives
Each College academic program or administrative department participates in an Annual Program Review. Program Improvement Objectives (PIOs) are a program’s plans and actions for improvement. PIOs are derived from these reviews of student outcomes, student impacts, and student achievements and / or program achievements. PIOs are stored in the College Program Review database where they are annually assessed and updated with their supporting Program Review.
As part of this process, the Information Technology Department has submitted two PIOs:
Strengthen the College's technical infrastructure to facilitate a more reliable environment for teaching and learning through the following:
• Upgrade the current, end-of-life phone switches in Newark and Fremont. Our backendphone switches are at the end of their supported life cycles. Phone switches routeinbound telephone calls to the appropriate extension. They allow phone users to checktheir voicemail and make outbound calls. They support various "call trees" on campus tostreamline customer service requests to the appropriate individuals or departments.Upgrading these systems will allow us to maintain stability and add features needed forthe changes expected during Measure G construction. Currently, all phone traffic oncampus travels over copper wires that terminate in Building 1. Building 1 is scheduled fordemolition. If copper wires were to be used in the future, they would need to be moved,at great expense to terminate in a new location. The new phone equipment will be ableto route calls over the existing and future data networks, called Voice over IP (VoIP),between buildings where it will be converted to a digital signal using the existing copperwiring and handsets within the building. In turn, this allows the College to a) maintain itsinvestment in handsets and wiring in buildings outside the scope of Measure G, and b)utilize the capabilities of data routing and switching as Measure G construction changesour campus infrastructure. This project can be funded through Measure G.
• Replace campus firewall devices. Our current firewalls are nearing the end of theirsupported lifecycles. Firewalls are needed to manage data traffic between the Internetand our internal campus networks. This project can be funded by Measure G.
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• Implement satisfaction surveys for faculty and staff who have requested help through thetrouble ticket system.
Improve the academic technology environment to promote effective teaching and learning through the following:
• Replace A/V equipment used to augment classrooms lacking integrated technology. Thenew carts integrate the controls for instructor laptops, onboard PC's, VCR/DVD players,the data projector and a sound system in one location on the unit, reducing the need touse multiple remote controls. The new units are lockable so access can be restricted tofaculty and support staff. These units are smaller than previous models making themmore mobile to allow for better placement in smaller, cramped classrooms. They can bepre-placed in locations where carts are most often delivered, freeing up staff time forpreventative maintenance and higher-value duties.
• If funding permits, acquire a system (hardware) to allow better control over classroomand individual personal computers. This system will shorten the amount of time neededto prepare systems between semesters, speed the repair and replacement of systemsduring the semester, and allow us to perform inventories in a far more efficient way.
• Continue expansion of the wireless network coverage across the campuses. Studentsand faculty are increasingly bringing devices that access Ohlone and other on-lineresources via wireless networks. Despite a steady expansion of wireless services, theFremont Campus still has areas without coverage. Large lecture halls and public areaswill be focused on initially. Funding is available through Measure G.
• Upgrade the NCHST wireless network from 802.11g (slower) to 802.11n (faster) tomaintain equity of service between both campuses. The use of video, convergedcommunications (Skype, Go-to-meeting, Blackboard, testing tools) require fasterconnections. This upgrade will also reduce choppiness and disconnections caused byslower connections.
3 Year Information Technology Department Activities
Management
• Perform an Annual Review and create PIOs based on the subsequent findings and data.Deliverable: Program Review.
• Create a disaster recovery plan to guide the District’s response to catastrophic failures ofinfrastructure. Deliverable: Disaster Recovery Plan.
• Perform a security audit based on industry best-practices to assess threats andvulnerabilities to the District’s systems and data. Deliverable: Security Plan.
• Create a spending plan that effectively allocates funds from the Measure G TechnologyEndowment. Deliverable: Annualized Tech Endowment Spending Plan.
• Develop a scorecard to better manage IT outcomes Deliverable: Published annualscorecard.
• Create an annual survey of IT effectiveness. Deliverable: Survey and summary ofresults.
Colleague and Administrative Systems
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21 | P a g e
• Assess the feasibility of implementing a portal solution to facilitate web access to Districtresources. Deliverable: Feasibility Study.
• Provide support of administrative systems and users. Deliverable: Ongoing andmeasured in help desk tickets.
• Migrate Colleague to MS SQL Server environment to improve efficiency and maintaincurrency. Deliverable: Go-live on the new system.
• Maintain currency of technicians’ skills through continuous learning. Deliverable:Achievement of professional development goals in employee evaluations.
Server and Network Administration
• Analyze systems for transition to cloud-hosted environments and migrate as appropriate.Deliverable: Reduction in the number physical servers.
• Continue migration of physical servers to virtual servers to reduce overall support costsand unplanned downtime. Deliverable: Ongoing and measured in help desk tickets.
• Maintain currency of technicians’ skills through continuous learning. Deliverable:Achievement of professional development goals in employee evaluations.
• Maintain the patch and fix levels for operating systems, applications and devices.Deliverable: Ongoing and measured in help desk tickets.
Help Desk and End User Support
• Maintain currency of technicians’ skills through continuous learning. Deliverable:Achievement of professional development goals in employee evaluations.
• Continue the reduction of help desk incidents through the systematic replacement ofequipment. Deliverable: Ongoing and measured in help desk tickets.
• Explore the use of virtual desktops to improve the computing experience at lower totalcosts. Deliverable: Ongoing and measured in help desk tickets.
• Implement new A/V carts and systems to reduce equipment deliveries and improvepresentation of content in the classroom. Deliverable: Ongoing and measured in helpdesk tickets.
• Implement a desktop management tool to facilitate academic and administrativecomputer preparation. Deliverable: Ongoing and measured in help desk tickets.
Measure G and the Technology Endowment
In November of 2010 the voters of Fremont, Newark and Union City approved Measure G, a $349M general obligation bond. Proceeds from the sale of Measure G bonds will be used to upgrade the College’s facilities and technology environment. As bonds issued under California Proposition 39 regulations, Measure G funds may not be used to support ongoing operations and are overseen by a local Citizens Bond Oversight Committee.
IRS regulations also require that bond funds be spent within 3 years of their issuance. An exception is a so-called endowment where funds may be invested indefinitely. Expenditures from endowments are subject to the same restrictions as non-endowment expenditures. The
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22 | P a g e
College established a $10M technology endowment concurrent to its initial $70M sale of bonds. The technology endowment will provide funding for ongoing technology projects and purchases after a 5 year investment period.
In addition to the future impact of the technology endowment, Measure G provides many opportunities to transform the College’s capacity to support teaching and learning through technology. Additional detail on the previously mentioned guiding principles and initiatives that stem from Measure G are detailed below. It should be noted that non-IT or facilities projects may also have technology components (e.g. furniture, fixtures and equipment; infrastructure and building systems)
Measure G projects should be aligned with the College’s philosophy and strategic goals and objectives. The following shows this alignment both with the guiding principles and the Strategic Plan.
Digital telephone systems without Voice over IP capabilities are, or soon will be, obsolete. • Voice service will continue to converge with other collaboration and messaging services
(email, text, video, etc.)• These converged systems must be integrated into new construction wiring and cable
plants. Existing facilities may require infrastructure retrofits.• New technologies are being developed but may be costly to implement or immature.
Proposed Schedule
Supporting Projects Project Type Project # Spring
'12 12/13 13/14 14/15 VOIP/Telecom Upgrade
Research Vendors Infrastructure 9104 X Fremont NEC switch Infrastructure 9104 X NCHST Proof of Concept Infrastructure 9104 X Implementation pending success of POC Infrastructure 9104 X Core System Install – Fremont Infrastructure 9104 X Continue Implementation as per Construction Infrastructure 9104 X
Wi-Fi access is both an expectation and necessity for much of today's technology and our learning environments.
• Open access to wireless networks and information is becoming a standard in theclassroom.
• Students will aggregate where wireless networks are available.• As Software-as-a-Service (SaaS) and cloud computing continue to expand, demand for
pervasive and hi-speed wireless networks increases.• The Bring-your-own-device (BYOD) trend among students, faculty and staff will
continue, and depend on wireless networks.• The expansion of wireless network capacity will be driven by both the increase and
variety of wireless-enabled devices.
Proposed Schedule
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23 | P a g e
Project Description Project Type Project # Spring
'12 12/13 13/14 14/15 Cable Plant - Data Network
802.11 NCHST WAP Implementation Infrastructure 9104 X Expand Wi-Fi coverage in Fremont Infrastructure 9104 X Firewall and ID/PS Implementation Infrastructure 9104 X Change Per Construction Building needs Infrastructure TBD X X X
Virtualization - separating software from hardware - is driving IT efficiency, while Cloud Computing and SAAS are immature, but evolving practices that will extend this trend.
• Server virtualization improves efficiency of support staff and environmental sustainabilityof data facilities.
• Virtualizing desktop computers will extend the efficiencies gained with servers to enduser support.
• Virtualizing desktops facilitates BYOD, but does increase requirements for the “backoffice” servers, storage area networks, and data networks.
• Shifting capital expenditures to operational expenses is a key benefit of CloudComputing and SaaS that may not be desirable when operational budgets aredecreasing.
• Cloud Computing and SaaS still require campus-maintained infrastructure.• Physical security of data systems remains a challenge when those systems are hosted
in the Cloud.
Proposed Schedule
Project Description Project Type Project #
Spring '12 12/13 13/14 14/15
Storage/Server /Back up Replacement
Implement NCHST SAN/Server Infrastructure 9104 X Implement Fremont SAN/Server Infrastructure 9104 X Back up Tape/Drive Implementation LT03- LT05 Infrastructure 9104 X Additional Storage as needed by other bond projects Fremont/NCHST
New Construction TBD X X X
The District cannot execute its Strategic, Facilities and Educational Master Plans without Technology.
• Strategic Plano Measurable objectives require technology to do the measuring.
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24 | P a g e
o Data is not useful until it has been transformed into and interpreted as“information”.
o Effective and cross-system reporting tools are needed for measurement,transformation and interpretation of data from multiple campus systems.
Proposed Schedule
Project Description Project Type Project # Spring
'12 12/13 13/14 14/15 Administrative System Enhancements
Reporting Tool Implementation Infrastructure 9104 X Specify Accts < LDAP to A/D project Infrastructure 9104 X Datatel - SQL migrate - Hardware Implementation Infrastructure 9104 X Datatel Logon Package < LDAP to A/D Infrastructure 9104 X Virtual Training Room Implementation Infrastructure 9104 X Reserved for future Datatel Project Infrastructure 9104 X X Datatel Compliant Imaging System Infrastructure 9104 X
• District Facilities Master Plano Technology must be effectively and securely housed in District facilities.o Facility monitoring and control systems are now reliant upon information
technology services.o The District’s cable plant and technology footprint must change as the District
Facilities Master Plan is designed and implemented.o Technology is necessary for both formal and informal learning spaces.
Proposed Schedule
Project Description Project Type Project # Spring
'12 12/13 13/14 14/15 Data Center Analysis/Upgrade
Analysis of options Infrastructure 9104 X Backup Generator/UPS Infrastructure 9104 X
Begin Design Phase if needed New
Construction TBD X
Begin Construction if needed New
Construction TBD X
• Educational Master Plano Technology is needed to meet the Educational Master Plan's requirement that
learning spaces allow faculty and learners to Engage with each other Work in learning communities Construct information and knowledge Present reports and project results Connect with outside information sources
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25 | P a g e
Communicate with outside people Work in virtual learning spaces
o Faculty and staff who support District operations require current personalcomputers and technology to innovate and work efficiently.
o While on campus, students should have access to current computing resources.
Proposed Schedule
Project Description Project Type Project # Spring
'12 12/13 13/14 14/15 Classroom A/V Upgrades
Expand or New A/V equipment Acad Tech 9105 X X X X A/V equipment & installation in specified classrooms in Fremont Acad Tech 9105 X X A/V equipment & installation in specified classrooms in NCHST Acad Tech 9105 X X FF&E as per Construction Acad Tech TBD X
PC Refresh Immediate PC Deployment Acad Tech 9105 X Deploy 1/2 Faculty PC's Acad Tech 9105 X Deploy 1/2 Staff PC's Acad Tech X Labs TBD > Fremont/NCHST Acad Tech X X X Deploy 1/3 Faculty PC's Acad Tech 9105 X Deploy 1/3 Staff PC's Acad Tech X Deploy remaining Faculty PC's Acad Tech 9105 X Deploy remaining Staff PC's Acad Tech X Endpoint Deployment Management Tool Infrastructure 9104 X
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26 | P a g e
Technology Spending Plan
Planned spending is a key component of the District’s bond planning approach. Planned spending allows the District to match its technology acquisitions with available bond funds and to build more comprehensive budgets for all bond projects.
Project Description Spring '12 12/13 13/14 14/15 Total
VOIP/Telecom Upgrade $ -
Research Vendors $ -
Fremont NEC switch $ -
NCHST Proof of Concept $ -
Implementation pending success of POC $ 200,000 $ 200,000
Core System Install - Fremont $ -
Continue Implementation as per Construction $ -
Cable Plant - Data Network $ -
802.11 NCHST WAP Implementation $ 54,259 $ 54,259
Expand Wi-Fi coverage in Fremont $ 7,446 $ 7,446
Firewall and ID/PS Implementation $ 200,000 $ 200,000
Change Per Construction Building needs $ -
Administrative System Enhancements $ -
Reporting Tool Implementation $40,000 $ 40,000
Specify Accts < Dap to A/D project $ -
Datatel - SQL migrate - Hardware Implementation $ -
Datatel Logon Package < Dap to A/D $ 66,700 $ 66,700
Portable Training Room Implementation $ -
Reserved for future Datatel Project $ -
Datatel Compliant Imaging System $ 183,150 $ 183,150
Classroom A/V Upgrades $ -
Expand or New A/V equipment $ 104,432 $ 52,216 $ 52,216 $ 208,864
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27 | P a g e
A/V equipment & installation in specified classrooms in Fremont $ 45,961 $ 45,961
A/V equipment & installation in specified classrooms in NCHST $ -
FF&E as per Construction $ -
Storage/Back up Replacement $ -
Implement NCHST SAN $ 800,000 $ 800,000
Implement Fremont SAN $ 800,000 $ 800,000
UPS for additional equipment $ 71,000 $ 71,000
Back up Tape/Drive Implementation LT03- LT05 $ 40,000 $ 40,000
Additional Storage as needed by other bond projects Fremont/NCHST $ -
PC Refresh $ -
Immediate PC Deployment $ 2,500 $ 2,500
Deploy 1/2 Faculty PC's $ 142,302 $ 142,302
Deploy 1/2 Staff PC's $ 127,500 $ 127,500
Labs TBD > Fremont/NCHST $ 208,020 $ 416,040 $ 416,040 $ 1,040,100
Deploy 1/3 Faculty PC's $ 40,000 $ 40,000
Deploy 1/3 Staff PC's $ 84,000
Deploy remaining Faculty PC's $ 80,000 $ 80,000
Deploy remaining Staff PC's $ 42,500
Endpoint Deployment Management Tool $75,000
Misc.
PI0's as directed and appropriate
Total by Time Period $ 1,819,461 $ 914,550 $ 962,515 $ 548,256 $ 4,476,282
-
Advancing Strategic Goals is accomplished through the support of each goal’s objectives. The following chart illustrates the connection between these projects and the Strategic Plan’s Objectives. A complete list of these objectives can be found in Appendix G: Ohlone Strategic Plan.
VOIP
/Tel
ecom
Upg
rade
Res
earc
h V
endo
rs
Impl
emen
tatio
n pe
ndin
g su
cces
s of
PO
C
Frem
ont N
EC
sw
itch
NC
HS
T P
roof
of C
once
pt
Cor
e S
yste
m In
stal
l - F
rem
ont
Con
tinue
Impl
emen
tatio
n as
per
Con
stru
ctio
n
Cab
le P
lant
- D
ata
Net
wor
k
NC
HS
T W
AP &
Firm
war
e up
grad
es
Add
ition
al W
APs
Frem
ont
Fire
wal
l upg
rade
and
ID/P
S
Cha
nge
Per
Con
stru
ctio
n B
uild
ing
need
s
Adm
inis
trat
ive
Syst
em E
nhan
cem
ents
Rep
ortin
g To
ol
Spe
cify
Acc
ts <
LD
AP to
A/D
pro
ject
Dat
atel
- S
QL
mig
rate
- H
ardw
are
Upg
rade
Dat
atel
Log
on
upgr
ade
< LD
AP to
A/D
Por
tabl
e Tr
aini
ng R
oom
Res
erve
d fo
r fut
ure
Dat
atel
Pro
ject
Imag
ing
Sys
tem
Rep
lace
men
t
Goal 1 X
1.01 X X X X X ? X
1.02 X X X X X ? X
1.03 X X X X X ? X
1.04 X X X X X ? X
1.05 X X X X X ? X
1.06 X X X X X ? X
1.07 X X X X X ? X
1.08 X X X X X ? X
1.09 X X X X X ? X
1.10 X
1.11 X X X X X ? X
1.12 X X X X X ? X
1.13 X X X X X ? X
Goal 2 X
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29 | P a g e
VOIP
/Tel
ecom
Upg
rade
Res
earc
h V
endo
rs
Impl
emen
tatio
n pe
ndin
g su
cces
s of
PO
C
Frem
ont N
EC
sw
itch
NC
HS
T P
roof
of C
once
pt
Cor
e S
yste
m In
stal
l - F
rem
ont
Con
tinue
Impl
emen
tatio
n as
per
Con
stru
ctio
n
Cab
le P
lant
- D
ata
Net
wor
k
NC
HS
T W
AP &
Firm
war
e up
grad
es
Add
ition
al W
APs
Frem
ont
Fire
wal
l upg
rade
and
ID/P
S
Cha
nge
Per
Con
stru
ctio
n B
uild
ing
need
s
Adm
inis
trat
ive
Syst
em E
nhan
cem
ents
Rep
ortin
g To
ol
Spe
cify
Acc
ts <
LD
AP to
A/D
pro
ject
Dat
atel
- S
QL
mig
rate
- H
ardw
are
Upg
rade
Dat
atel
Log
on
upgr
ade
< LD
AP to
A/D
Por
tabl
e Tr
aini
ng R
oom
Res
erve
d fo
r fut
ure
Dat
atel
Pro
ject
Imag
ing
Sys
tem
Rep
lace
men
t
2.01 X X X X X ? X
2.02
2.03
2.04
Goal 3 X X X
3.01 X X X X
3.02 X X
3.03 X X X
3.04 X X X X X X X X
Goal 4 X X X
4.01 X X X X X X X
4.02 X X
4.03 X
4.04
4.05 X X X X X X X X X X X X X X X ? X
4.06 X X X X ? X
4.07 X X X X X X X X X X X X X X X ? X
4.08
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30 | P a g e
VOIP
/Tel
ecom
Upg
rade
Res
earc
h V
endo
rs
Impl
emen
tatio
n pe
ndin
g su
cces
s of
PO
C
Frem
ont N
EC
sw
itch
NC
HS
T P
roof
of C
once
pt
Cor
e S
yste
m In
stal
l - F
rem
ont
Con
tinue
Impl
emen
tatio
n as
per
Con
stru
ctio
n
Cab
le P
lant
- D
ata
Net
wor
k
NC
HS
T W
AP &
Firm
war
e up
grad
es
Add
ition
al W
APs
Frem
ont
Fire
wal
l upg
rade
and
ID/P
S
Cha
nge
Per
Con
stru
ctio
n B
uild
ing
need
s
Adm
inis
trat
ive
Syst
em E
nhan
cem
ents
Rep
ortin
g To
ol
Spe
cify
Acc
ts <
LD
AP to
A/D
pro
ject
Dat
atel
- S
QL
mig
rate
- H
ardw
are
Upg
rade
Dat
atel
Log
on
upgr
ade
< LD
AP to
A/D
Por
tabl
e Tr
aini
ng R
oom
Res
erve
d fo
r fut
ure
Dat
atel
Pro
ject
Imag
ing
Sys
tem
Rep
lace
men
t
4.09
Goal 5
5.01
5.02
5.03
5.04
Goal 6 X
6.01 X
6.02 X
Goal 7 X
7.01 X X
7.02 X X
7.03 X X
Goal 8 X
8.01 X X X X X ? X
8.02
8.03
8.04 X X X X X ? X
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31 | P a g e
VOIP
/Tel
ecom
Upg
rade
Res
earc
h V
endo
rs
Impl
emen
tatio
n pe
ndin
g su
cces
s of
PO
C
Frem
ont N
EC
sw
itch
NC
HS
T P
roof
of C
once
pt
Cor
e S
yste
m In
stal
l - F
rem
ont
Con
tinue
Impl
emen
tatio
n as
per
Con
stru
ctio
n
Cab
le P
lant
- D
ata
Net
wor
k
NC
HS
T W
AP &
Firm
war
e up
grad
es
Add
ition
al W
APs
Frem
ont
Fire
wal
l upg
rade
and
ID/P
S
Cha
nge
Per
Con
stru
ctio
n B
uild
ing
need
s
Adm
inis
trat
ive
Syst
em E
nhan
cem
ents
Rep
ortin
g To
ol
Spe
cify
Acc
ts <
LD
AP to
A/D
pro
ject
Dat
atel
- S
QL
mig
rate
- H
ardw
are
Upg
rade
Dat
atel
Log
on
upgr
ade
< LD
AP to
A/D
Por
tabl
e Tr
aini
ng R
oom
Res
erve
d fo
r fut
ure
Dat
atel
Pro
ject
Imag
ing
Sys
tem
Rep
lace
men
t
8.05 X X X X X ? X
8.06 X X X X X ? X
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32 | P a g e
Cla
ssro
om A
/V U
pgra
des
Rep
air o
f Sys
tem
s (fo
r SP'
12 R
eim
burs
e?)
Upg
rade
spe
cifie
d C
lass
room
Fre
mon
t
NC
HS
T up
grad
e sp
ecifi
c R
oom
s
FF &
EE
as p
er C
onst
ruct
ion
Stor
age/
Bac
k up
Rep
lace
men
t
Upg
rade
NC
HS
T SA
N
Upg
rade
Fre
mon
t SA
N
Bac
k up
Tap
e/D
rive
Upg
rade
LT0
3- L
T05
Add
ition
al S
tora
ge a
s ne
eded
Fre
mon
t/NC
HST
PC R
efre
sh
Qui
ck F
ixes
as
need
ed fa
culty
Rep
lace
1/2
Fac
ulty
PC
's
Rep
lace
1/2
Sta
ff P
C's
Labs
TB
D >
Fre
mon
t/NC
HS
T
Rep
lace
1/3
Fac
ulty
PC
's
Rep
lace
1/3
Sta
ff P
C's
Rep
lace
rem
aini
ng F
acul
ty P
C's
Rep
lace
rem
aini
ng S
taff
PC
's
End
poin
t Dep
loym
ent M
anag
emen
t Too
l
Mis
c.
PI0
's a
s di
rect
ed a
nd a
ppro
pria
te
Goal 1 X X
1.01 X X X X X X X X X
1.02 X X X X X X X X X
1.03 X X X X X X X X X
1.04 X X X X X X X X X
1.05 X X X X X X X X X
1.06 X X X X X X X X X
1.07 X X X X X X X X X
1.08 X X X X X X X X X
1.09 X X X X X X X X X
1.10
1.11
1.12 X X X X X X X X X
1.13 X
Goal 2 X
2.01 X X X
2.02
2.03 X X X X X X X X X
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33 | P a g e
Cla
ssro
om A
/V U
pgra
des
Rep
air o
f Sys
tem
s (fo
r SP'
12 R
eim
burs
e?)
Upg
rade
spe
cifie
d C
lass
room
Fre
mon
t
NC
HS
T up
grad
e sp
ecifi
c R
oom
s
FF &
EE
as p
er C
onst
ruct
ion
Stor
age/
Bac
k up
Rep
lace
men
t
Upg
rade
NC
HS
T SA
N
Upg
rade
Fre
mon
t SA
N
Bac
k up
Tap
e/D
rive
Upg
rade
LT0
3- L
T05
Add
ition
al S
tora
ge a
s ne
eded
Fre
mon
t/NC
HST
PC R
efre
sh
Qui
ck F
ixes
as
need
ed fa
culty
Rep
lace
1/2
Fac
ulty
PC
's
Rep
lace
1/2
Sta
ff P
C's
Labs
TB
D >
Fre
mon
t/NC
HS
T
Rep
lace
1/3
Fac
ulty
PC
's
Rep
lace
1/3
Sta
ff P
C's
Rep
lace
rem
aini
ng F
acul
ty P
C's
Rep
lace
rem
aini
ng S
taff
PC
's
End
poin
t Dep
loym
ent M
anag
emen
t Too
l
Mis
c.
PI0
's a
s di
rect
ed a
nd a
ppro
pria
te
2.04 X X X X X X X X X
Goal 3 X X X
3.01 X X X X X X X
3.02
3.03 X X X
3.04 X X X X X X X X X X X X X
Goal 4 X X X
4.01 X
4.02
4.03
4.04 X X X X X X X X X X X X X X X X X
4.05 X X X X X X X X X X X X X X X X X
4.06 X X X X X X X X X X X X X
4.07 X X X X X X X X X X X X X X X X X
4.08
4.09
Goal 5 X X X
5.01
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34 | P a g e
Cla
ssro
om A
/V U
pgra
des
Rep
air o
f Sys
tem
s (fo
r SP'
12 R
eim
burs
e?)
Upg
rade
spe
cifie
d C
lass
room
Fre
mon
t
NC
HS
T up
grad
e sp
ecifi
c R
oom
s
FF &
EE
as p
er C
onst
ruct
ion
Stor
age/
Bac
k up
Rep
lace
men
t
Upg
rade
NC
HS
T SA
N
Upg
rade
Fre
mon
t SA
N
Bac
k up
Tap
e/D
rive
Upg
rade
LT0
3- L
T05
Add
ition
al S
tora
ge a
s ne
eded
Fre
mon
t/NC
HST
PC R
efre
sh
Qui
ck F
ixes
as
need
ed fa
culty
Rep
lace
1/2
Fac
ulty
PC
's
Rep
lace
1/2
Sta
ff P
C's
Labs
TB
D >
Fre
mon
t/NC
HS
T
Rep
lace
1/3
Fac
ulty
PC
's
Rep
lace
1/3
Sta
ff P
C's
Rep
lace
rem
aini
ng F
acul
ty P
C's
Rep
lace
rem
aini
ng S
taff
PC
's
End
poin
t Dep
loym
ent M
anag
emen
t Too
l
Mis
c.
PI0
's a
s di
rect
ed a
nd a
ppro
pria
te
5.02
5.03
5.04 X X X X X X X X X X X X X X X X
Goal 6
6.01
6.02
Goal 7
7.01
7.02
7.03
Goal 8
8.01
8.02
8.03
8.04
8.05
8.06
-
Appendices Appendix A – Technology Committee Charter
Purpose of Committee
The purpose of the Technology Committee is to review and monitor the District's technology strategies and implementations in order to adequately support the technology needs of Ohlone employees and students.
The Technology Committee will be the primary advisory body for the Information Technology (IT) department, representing the needs and perspectives of the faculty, staff, and students at Ohlone. The Committee will also report recommendations and findings (in written form and/or in person) to the College Council and other groups such as the Faculty Senate, as needed. The Technology Committee will serve as a communications link between IT and the rest of the District, educating the District community about technology plans and accomplishments, as well as advocating for technology needs District-wide.
Committee Composition
The Technology Committee will have two co-chairs:
• the Associate Vice President of IT (or designee)• a faculty member with past experience on the committee.
The Committee will have 5 to 15 additional members, with every attempt to have broad representation of the faculty, staff, and students of the District. Any year-to-year changes in committee membership and/or leadership should be made in such a way that maintains continuity of experience as much as possible, while welcoming new ideas and fresh perspectives.
As with any other shared governance body at the District, Technology Committee meetings shall be open to anyone wishing to attend.
Meeting Frequency
The Technology Committee will meet once a month (at least 3 times during each semester) on a day and time that best meets the scheduling needs of its members. Currently, the Committee meets on the third Tuesday afternoon of each month during the Fall and Spring semesters.
As needed, the Committee will have additional discussions via email, blog, etc. Additionally, the Committee may have collaborative subgroups meet separately at other times to work on specific tasks.
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Appendix B – System Use Policy
1. Purposea. Ohlone Community College District owns and operates a variety of
computing systems which are provided for the use of Ohlone CommunityCollege District students, faculty, and staff in support of the programs ofthe District and are to be used for education, research, academicdevelopment, and public service only. Commercial uses are specificallyexcluded. All students, faculty and staff are responsible for seeing thatthese computing facilities are used in an effective, efficient, ethical, andlawful manner.
b. This document establishes rules and prohibitions that define acceptableuse of these systems. Unacceptable use is prohibited, and is grounds forloss of computing privileges, as well as discipline or legal sanctions underFederal, State, and local law.
2. Audience and Agreementa. All users of Ohlone Community College District computing systems must
read, understand, and comply with the policies outlined in this document,as well as any additional guidelines established by the administrators ofeach system. Such guidelines will be reviewed by the District and maybecome subject to Board approval as a District policy or procedure. BYUSING ANY OF THESE SYSTEMS, USERS AGREE THAT THEY WILLCOMPLY WITH THESE POLICIES.
3. Rightsa. These computer systems, facilities, and accounts are owned and operated
by Ohlone Community College District. Ohlone Community CollegeDistrict reserves all rights, including termination of service without notice,to the computing resources which it owns and operates. Theseprocedures shall not be construed as a waiver of any rights of OhloneCommunity College District, nor shall they conflict with applicable acts ofLaw.
b. Users have rights that may be protected by Federal, State, and local law.4. Privileges
a. Access and privileges on Ohlone Community College District computingsystems are assigned and managed by the administrators of specificindividual systems. Eligible individuals may become authorized users of asystem and be granted appropriate access and privileges by following theapproval steps prescribed for that system.
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b. All access to the District's computer resources, including the issuing ofpasswords, must be approved by a designee of the District.
c. Users may not, under any circumstances, transfer or confer theseprivileges to other individuals. Any account assigned to an individual shallnot be used by others without written permission from the system'sadministrator. The authorized user is responsible for the proper use of thesystem, including any password protection.
5. Responsibilitiesa. Users are responsible for maintaining the following:
i. An environment in which access to all District computing resourcesare shared equitably among users:
1. The system administrator of each system sets minimumguidelines within which users must conduct their activities.
ii. An environment conducive to learning:1. A user who uses the District's computing systems to harass,
or make defamatory remarks, shall bear full responsibility forhis or her actions. Further, by using these systems, usersagree that individuals who transmit such remarks shall bearsole responsibility for their actions. Users agree that OhloneCommunity College District's role in managing this system isonly as an information carrier, and that they will neverconsider transmission through this system as anendorsement of said transmission by Ohlone CommunityCollege District.
2. Many of the Ohlone Community College District computingsystems provide access to outside networks both public andprivate which furnish electronic mail, information services,bulletin boards, conferences, etc. Users are advised thatthey may encounter material which may be consideredoffensive or objectionable in nature or content. Users arefurther advised that Ohlone Community College District doesnot assume responsibility for the contents of any of theseoutside networks.
3. The user agrees to comply with the acceptable useguidelines for whichever outside networks or services theymay access through Ohlone Community College Districtsystems.
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4. Further, the user agrees to follow proper etiquette on outsidenetworks. Documents regarding etiquette are availablethrough system administrators and through specificindividual networks
5. The user agrees never to attempt to transmit, or cause to betransmitted, any message in which the origination isdeliberately misleading (except for those outside serviceswhich may conceal identities as part of the service).
6. The user agrees that, in the unlikely event that someonedoes transmit, or cause to be transmitted, a message that isinconsistent with an environment conducive to learning orwith a misleading origination, the person who performed thetransmission will be solely accountable for the message, notOhlone Community College District, which is acting solely asthe information carrier.
iii. An environment free of illegal or malicious acts:1. The user agrees never to use a system to perform an illegal
or malicious act. Any attempt to increase the level of accessto which (s)he is authorized, or any attempt to deprive otherauthorized users of resources or access to any OhloneCommunity College District computer system shall beregarded as malicious, and may be treated as an illegal act.
iv. A secure environment:1. Any user who finds a possible security lapse on any system
is obliged to report it to the system administrators. Thesystem must not be used until the system administrator hasinvestigated the problem.
2. Knowledge of passwords or of loopholes in computersecurity systems shall not be used to damage computingresources, obtain extra resources, take resources fromanother user, gain unauthorized access to resources orotherwise make use of computing resources for whichproper authorization has not been given.
3. Users are responsible for backup of their own data.6. Accounts
a. An account assigned to an individual must not be used by others withoutwritten permission from the system administrator. The individual is
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responsible for the proper use of the account, including proper password protection.
7. Confidentialitya. Programs and files are confidential unless they have been made available,
with written permission, to other authorized individuals. The Districtreserves the right to access all information stored on District computers.File owners will be notified of file access and/or maintenance, in advance,if such notice is practical. When performing maintenance, every effort ismade to insure the privacy of a user's files. However, if policy violationsare discovered, they will be reported immediately to the appropriatesystems administrator.
8. System Usagea. Electronic communications facilities (such as e-mail) are for District related
activities only. Fraudulent, harassing or obscene messages and/ormaterials are not to be sent or stored.
9. System Performancea. No one should deliberately attempt to degrade the performance of a
computer system or to deprive authorized personnel of resources oraccess to any District computer system.
10. Unauthorized Accessa. Loopholes in computer security systems or knowledge of a special
password should not be used to damage the computer system, obtainextra resources, take resources from another user, gain access tosystems or use systems for which proper authorization has not beengiven.
11. Copyrighta. Computer software protected by copyright is not to be copied from, into, or
by using campus computing facilities, except as permitted by law or by thecontract with the owner of the copyright. This means that such computerand microcomputer software may only be copied in order to make back-upcopies, if permitted by the copyright owner. The number of copies anddistribution of copies may not be done in such a way that the number ofsimultaneous users in a department exceeds the number of original copiespurchased by that department.
12. Violationsa. An individual's computer use privileges may be suspended immediately
upon the discovery of a possible violation of these policies. Such
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suspected violations will be confidentially reported to the appropriate system administrator.
b. Violations of these policies will be dealt with in the same manner asviolations of other District policies and may result in disciplinary review. Insuch a review, the full range of disciplinary sanctions is available includingthe loss of computer use privileges, dismissal from the District, and legalaction. Violations of some of the above policies may constitute a criminaloffense.
13. Additional Guidelinesa. System administrators will establish more detailed guidelines, as needed,
for specific computer systems and networks. These guidelines will coversuch issues as allowable connect time and disk space, handling ofirretrievable mail, responsibility for account approval and other itemsrelated to administering the system.
14. Legal Mandatea. The following is a statement regarding this system that is mandated, or
may soon be mandated, by Federal and State law. In some cases, localpolicy is also promulgated. This policy and procedure shall not beconstrued as a waiver of any rights of Ohlone Community College District.
b. The systems have the ability to read your mail: your own account, and thesystem administrator account. While reasonable attempts have beenmade to ensure the privacy of your accounts and your electronic mail, thisis no guarantee that your accounts or your electronic mail is private. Thesystems are not secure, nor are they connected to a secure network.
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Appendix C
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Appendix D – Learning Space Technology Standards
- Approved by the Technology Committee in March 2012
For this document, “classroom” is used for any room in which classes are scheduled and “learning space” is used for any space (including classrooms, tutorial centers, libraries) where students gather to study/learn.
Each classroom will have an instructor’s station with: 1. An integrated computer with its own monitor (to be used either simultaneously to
projecting on a screen or without having the projection on) and easy access to atleast two USB ports to allow for using thumb drives, optional remote controls, etc.The computer will have Windows OS, with standard MS Office software and commonweb browsers. The computer will have a DVD drive.
2. Connections for VGA/sound and HDMI to be able to connect portable devices to beprojected on the screen, and a cable for wired internet access. Also, include nearbypower outlets for charging the devices.
3. An integrated DVD player* (separate from the computer) that provides full access toall controls without depending on a remote.
4. The physical logistics of these pieces of equipment will be designed to maximize theflexibility of room usage. To the extent possible, podiums/cabinets should bereasonably moveable so that equipment can be out of the way when not in use.
Each classroom will have an integrated ceiling-mounted projector and screen that can accommodate 16:9 projections (and give the option for 4:3 when needed). The screen will be electric with independent control (i.e., it will not be automatically raised or lowered due to the projector being on or off). The screen will be positioned in a way that allows for whiteboards/chalkboards to be used simultaneously, and that allows for the projected image to be seen throughout the room. There will also be wall-mounted speakers with volume control at the instructor’s station. The speakers should be situated in a way that minimizes sound bleeding over into adjacent rooms. Sound systems should be able to be used independently of projection systems. For large classrooms (as determined by the Facilities Committee and user groups), a portable microphone should be available that can be used with the sound system. Separate lighting controls will exist in the room to allow for (1) students to see their work, (2) ASL interpreters to be seen, and (3) the projected screen to be seen clearly.
Each learning space will have multiple power outlets spread throughout the room to allow for students to charge their own portable devices while using them. For learning spaces intended for students to be working at separate College-provided computers, additional power outlets will be available.
WiFi will be pervasive throughout learning spaces.
As much as possible, documentation on how to use the learning space technology should be easily accessible.
In cases where a learning space is specifically designated for a single discipline or department, exceptions from the standards may be warranted/necessary.
*Note: The instructor’s station will not include a VHS player.
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Appendix E – Learning Space Categories
Tech Committee Item. Strategic Goal 4, Objective 4: Proposed Classroom Categories The Strategic Plan for 2010-2015 lists the following Goal/Objective:
GOAL 4: Use human, fiscal, technological, and physical resources responsibly, effectively, and efficiently to maximize student learning and achievement 4. By 2010, define categories of technology-enabled classrooms to establish and maintainminimum technology levels within each category.
The Technology Committee approved the following categories of technology-enabled classrooms in May 2010.
ClassroomsLevel 1 May contain a screen. Projection via COW. No dedicated wi-fi access point. Limited Network availability. Level 2 Integrated Projector/AV/Instructor Station. Limited Network Availability. Level 3 Integrated A/V. Instructor Station. Wireless Network. Multiple and pervasive wired jacks and power outlets. Laptops available. Level 4 Projector, screen, and computer system integrated in room. Sound provided by integrated speakers and system. AV controller. Laptops available via a portable cart at instructor's request. Interactive white board. Wireless access point is located in the room. Data ports available. (Newark)
Labs Open Lab Computers available for general student use not dedicated to a specific course. (Library/Hyman Hall) Fixed Computers at each student station. Projection and instructor system integrated with the room. Connectivity via wired connections. (Graphics Arts, Mulitmedia) Flex Lab Laptop Computers and wireless network available for course modules added to lab space. Connectivity via wireless. (Chem)
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Appendix F – Technology Lifecycles
Tech Committee Item. Strategic Goal 4, Objective 5: Proposed Equipment Lifecycles The Strategic Plan for 2010-2015 lists the following Goal/Objective:
GOAL 4: Use human, fiscal, technological, and physical resources responsibly, effectively, and efficiently to maximize student learning and achievement 5. By 2010, define appropriate life cycles, fund, and implement a systematic updating oftechnology to support College-wide effectiveness.
The Technology Committee approved the following life cycles in May 2010. These life cycles will be affected by factors like:
• Some equipment life spans (e.g. Phone Switch) may be extended via upgrades.• Life spans may be shorter if software requirements increase over time (e.g. Adobe
Creative Suite).• ERP Server (Datatel) is directly tied to vendor requirements and will be determined by
major upgrades.
Technology Component Estimated Life Span
Administrative/Faculty PC 4
Lab/Classroom PC 4
Open Lab PC 5
Administrative/Faculty Laptops 3
Lab/Classroom Laptops 4
Classroom Podium PC 4
Edge Network Equipment 5
Core Network Equipment 5
Phone Switch 12
Application/Web/File Server 5
Security Camera 4
Classroom Projectors 5
Classroom Equipment (Interactive W. Boards, etc.) 5
Classroom A/V Controllers 5
ERP Server Determined by Vendor and Performance
Changes to the above list are made with the approval of the Technology Committee.
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Appendix G – College Goals and Objectives
Ohlone College Goals and Objectives 2010-15
Updated February 26, 2013 Objectives make the goals operational, following the recommended strategies set forth in the strategic plan; objectives delineate measureable outcomes, timelines, action plans, and responsibilities. The College has collaboratively identified objectives for each goal that reflect current priorities for meeting each goal, consistent with the recommendations of the strategic plan. GOAL 1: Through innovative programs and services, improve student learning and achievement 1. By 2013, have in place an ongoing system will for identifying and assessing student learning
outcomes at the program and course levels, which includes faculty dialogue and appropriateimprovement plans
2. By spring 2013, increase the College average course retention to a rate at or above thestatewide average.
3. By fall 2014, increase the success in basic skills courses to a rate at or above the statewideaverage.
4. By fall 2014, increase the improvement in ESL courses to a rate at or above the statewideaverage.
5. By spring 2013, increase to 600 the number of students transfer