dvc technology master plan 2009-2013

2009-2013master plan

Technology

321 GOLF CLUB ROAD, PLEASANT HILL, CA 94523

WWW.DVC.EDU

table of contents List of Tables 2 Foreword 3 Introduction 5 DVC Mission 5 DVC Vision 5 DVC Strategic Directions/Goals 5 Technology Planning Process 5 Contributors 6 DVC Technology Master Plan 7 Technology Vision 7 TechnologyDefinition 7 Technology Guiding Principles 7 Technology Goals 8 Technology Goals and Strategies 8 DVC Technology Master Plan Implementation Grid 11 Ongoing Planning, Implementation and Evaluation 23 References 25 Appendix A: Technology Master Plan 2001-2004 to 2009 27 Appendix B: Technology Items from Program Reviews 2005-2009 31 Appendix C: Executive Summary of Technology Use Survey 2009 34 Appendix D: Technology Policies and Procedures Reference 36 Appendix E: Technology Staff Baseline Model 37 Appendix F: Summary of Technology Goals and Strategies 38

TECHNOLOGY master plan 2009-2013

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list of tables

Table 1: Contributors to the Technology Master Plan 6 Table 2: Annual planning cycle 23 Table 3: Three-year and six-year technology planning cycle 24 Table 4:Technologyplansignificanteventsandaccomplishments 27 Table 5: Program review technology items taken from 31 DVC Educational Master Plan 2007 Table 6: Instructional and student service program review 32 technology items (2006 to 2009) Table 7: Technology survey items above 89% and below 75% 34 Table 8: Technology policies, procedures, and guidelines 36 Table 9:InformationtechnologystaffingneedsforDVC 37

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a foreword from the president

The DVC Technology Master Plan 2009-13 was developed during spring semester 2009 as a guide to the allocation and use of technology resources in support of student learning and institutional effectiveness. The purpose of the plan is to further the mission, vision and strategic directions of the College.

It is interesting for DVC to develop a technology plan in 2009 given California’s current legislative process and its inability to reach agreement on even the basic funding requirements for California Community Colleges. That fact along with the real-ity that the field of technology is changing so rapid-ly by the time we identify our needs, the answers to solving those needs may have also morphed into something even newer and better. Given these two caveats, we assure the reader that DVC sees this as an opportunity to combine information not only from program reviews, but also from accreditation self study surveys, a Technology Use Survey, and knowledge concerning what is available within the current technology field.

This plan represents the collaborative research and planning efforts of DVC’s Technology Committee and the Accreditation Oversight Task Force - Work Group Six. This combined group met twice a week for three months to develop the new technology plan - one that is integrated with institutional plans and program reviews and reflective of the current and future technology needs of the college. It rep-resents not only technological needs, but also the criteria and process for prioritization, acquisition and implementation of solutions to those needs. It provides an action plan in an Implementation Grid to accomplish the work for the College to move forward. This Implementation Grid serves as a framework for the evaluation and planning efforts.

I want to thank the co-chairs Dr. Ben Seaberry, Executive Dean Information Technology and Services, and Mark Steidel, instructor in Music for leadership of the committee of 16 composed of faculty, staff, administrators, and student repre-sentatives for the dedication they demonstrated in completing this project including obtaining accep-tance by all the College constituent groups.

Judy E. Walters, Ph.D.

President, Diablo Valley College

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IntroductionThe DVC Technology Master Plan 2009-2013 is a guide to the allocation and use of technology resources in support of student learning and institutional effectiveness at Diablo Valley College. The purpose of the plan is to further the mission, vision and strategic directions of the college. It will be reviewed on an annual basis as it is integrated with institutional planning and program reviews.

DVC MissionDVC is passionately committed to student learning through theintellectual,scientific,artistic,psychological,andethi-cal development of its diverse student body. Diablo Valley College prepares students for transfer to four-year universi-ties; provides career and technical education; supports the economic development of the region; offers pre-collegiate programs; and promotes personal growth and lifelong learning.

DVC VisionDiablo Valley College will continuously evolve as a learn-ing-centered institution committed to the community it serves, to the development of our students as responsible citizens of the world, and to the positive transformation of student lives.

DVC Strategic Directions/GoalsA. becoming a learning college;B. realizing the potential of all students;C. enhancing the region’s economic development;D. demonstrating institutional learning and effectiveness;E. enhancing college resources;F. strengthening college communication.

Technology Planning ProcessThe DVC Technology Master Plan 2009-2013 was developed during spring semester 2009. It represents the collaborative research and planning efforts of the Technology Committee and Work Group Six of the DVC Accreditation Oversight Task Force. This Planning Group met twice a week for three months to develop a new technology plan – one that is integrated with institutionalplansandprogramreviewsandreflectiveofthecurrent and future technology needs of the college.

The Planning Group assessed current needs through discus-sion and reference to the following internal documents: (a) DVC Technology Master Plan 2001-2004 (Appendix A), (b) DVC Strategic Plan 2006-2011 (DVC, 2006), (c) DVC Educational Master Plan 2007-2017 Chapter 5 (DVC, 2007b), (d) Program Reviews (Appendix B), (e) DVC Online Course Guidelines 2007 (DVC, 2007a), (f) DVC Standard IIC and IIIC 2008 Self-study surveys. Additionally, a Technology Use Survey was prepared and administered that received 364 student and 240 employee responses and provided valuable information for planning and improvements (Appendix C). The technology surveys and pro-gram reviews were especially useful for better understanding the current and future technology needs of students, faculty, staff, and managers.

In developing the plan, the Planning Group relied on several external publications: (a) California Community College Tech-nologyIIIPlan(CCC_Chancellor’s_Office,2007),(b)The2009Horizon Report (Johnson, Levine, & Smith, 2009), (c) Educause Top 10 IT Issues 2008 (Allison & DeBlois, 2008), (d) Top Ten Strategic Technologies for 2008 (Gartner_Group, 2008), (e) Stay-ing the Course: Online Education in the United States (Allen & Seaman, 2008), and, (f) A Case Study of Student and Faculty Satisfaction with Online Courses at a Community College (Seaberry, 2008).

In between meetings, the Planning Group collaborated by using online workgroup tools to share documents, edit docu-ments, take polls, schedule meetings, post comments, send email, and publish links. The Planning Group also used the technology committee group address list for email announce-ments and discussions between meetings. All of the planning meeting notes were saved to the DVC U-drive and posted to the DVC accreditation website after they were approved.

In order to provide more opportunities for input, a draft of the plan was presented to the Leadership Council and constituent groups for review and comment in April. The draft of the plan was also published online and constituents were invited to pro-vide feedback via an online survey. Afterwards, the plan was revised accordingly and submitted to the Leadership Council for recommendation to approve.

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Table 1: Contributors to the Technology Master Plan

ContributorsThe Technology Master Plan was developed through the contributions and support of the following Planning Group members and staff:

Name Title Department

Seaberry, Ben (co-chair) Executive Dean Information Technology and Services

Steidel, Mark (co-chair) Instructor Music

Anderson, Matt Senior Computer and Network Specialist Computer and Network Services

Armstrong, Terry Dean Counseling and Support Services

Baskind, Tamar Instructor English

Becker, Mike Supervisor Computer and Network Services

Durai, Kappu Administrative Assistant Information Technology and Services

Gong, Michael Computer and Network Specialist Computer and Network Services

Knox, Chrisanne Director Marketing and Communications

Martucci, Cheryl Instructor Computer Technical Support and Networking

Month, Leslie Instructor (part-time) Mathematics

Patterson, Ann Dean Library and Learning Resources

Saw, Eng Web Application Specialist Planning, Research and Student Outcomes

Shears, Stacey Academic/Student Services Manager Disability Support Services

Skapura, Neal Instructional Technology Coordinator Information Technology and Services

Tejada, Mario Instructor San Ramon Valley Campus - CIS and Business Education

Walton-Woodson, Cathy Supervisor Counseling Office

Wangke, Febby Student Diablo Valley College

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The purpose of the DVC Technology Master Plan is to ad-dress college-wide technology resource planning in order to further the mission, vision and strategic directions of the college. It is linked with other college plans and program reviews for instruction, student service and administration. The Technology Master Plan differs from the Information and Technology Services Unit Plan in that the former fo-cuses on college-wide resources, policies and strategies and the latter focuses on departmental resources, procedures and operations.

Technology VisionDiablo Valley College uses technology to support learning and instruction, enhance educational opportunities, person-alize student services, and provide effective administrative processes to meet the changing needs of the college com-munity.

Technology DefinitionTechnology is a broad subject that applies to many aspects of teaching, learning, research, communication, and opera-tions at DVC. Such technologies are typically categorized as instructional technology or information technology. The former is associated with resources for teaching and learn-ing (academic) and the latter is associated with resources for communication and operations (administrative). These technologies typically include computers, servers, software, databases, printers, networks, network applications, storage devices, video projectors, video conferencing, and the like. Many such technologies are used for both academic and administrative purposes (e.g., computers, networks, email, etc.). Thus, it is necessary for the Technology Master Plan to address both information and instructional technologies.

TherearesometechnologiesatDVCthatarespecifictoaca-demic or vocational courses such as photovoltaic systems, electronic music keyboards, microscopes, and spectrom-eters, etc. Such technologies are specialized instruments or toolsthatarediscipline-specificorindustry-specific.Indeed,faculty members regularly consult with external advisory councils to ensure the use of relevant technologies in their programs. Furthermore, instructional programs engage in program review cycles to evaluate the effectiveness of such technologies and develop plans. Program review plans are

tied to resource allocation processes that provide an avenue of funding for specialized technologies.

The DVC Technology Master Plan is focused on planning for instructional and information technology resources that have a broad application across the college. The technology plan addresses how technology resources will be implemented to further the mission of the college and improve institutional effectiveness. This plan does not go so far as to specify the details of all of the specialized technologies that would be in-cluded in program reviews. That is left to the subject experts. However, the Technology Master Plan addresses how spe-cialized technologies will be integrated with the technology infrastructure and technology support services of the college.

Technology Guiding PrinciplesThese twelve guiding principles provide overall direction for the goals, strategies, and implementation of the Technol-ogy Master Plan. The successful application of technology at Diablo Valley College will:

1. foster student learning and success;

2 increase student access to college resources;

3 consider ease-of-use and security before adoption;

4. encourage creativity and innovation;

5. include collaborative input for decision-making.

6 addressstaffingneedstomatchcollegetechnologyinfra-structure;

7. provide ongoing training and support opportunities;

8. promoteefficiencyandGreenIT;

9. foster collaborative communication among college constituencies;

10. integrate with college plans and program reviews;

11. evaluate the plan progress on an ongoing basis;

12. support the college mission.

DVC Technology Master Plan

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Technology GoalsThese technology goals provide the direction and frame-work for the ensuing strategies and action items.

A. Student Access: Provide secure student access to learning resources and support services for all college locations.

B. Instructional Technology: Support the success of all students through the development of instructional tech-nologies including the delivery of instructional media for use on and off-campus.1

C. Campus Computing: Develop and improve secure com-putingsystemstoincreaseinstitutionalefficienciesandprovide long-term support for campus computing needs.

D. Network Infrastructure: Upgrade and maintain the network infrastructure to support comprehensive wire-less, voice, video, and data communications with high availability and recoverability.

E. Technology Support: Provide ongoing training and technology support services to meet the needs of stu-dents, faculty, staff, and managers.

F. Digital Communications: Develop and support mul-tiple, digital, means of communication between the college, community, and all constituencies.

Technology Goals and StrategiesThe technology goals and strategies were based on an assessment of current needs, internal plans, accreditation standards, and a review of external trends in academic and administrative computing in higher education. The technol-ogy goals are umbrella statements that provide direction for change. The technology strategies are long-term strategic areas for achieving the goals and vision of the plan (Olsen, 2007). An Implementation Grid follows which includes a timelineofspecificactionitemsthataremeasurableactivi-ties to further the goals and strategies of the plan.

The following documents were key resources for assess-ment and planning purposes: ACCJC/WASC Accreditation Standards (ACCJC/WASC, 2008), DVC Strategic Plan (DVC, 2006), California Community College Technology III Plan (CCC_Chancellor’s_Office,2007),DVCTechnologyUseSur-vey 2009 (Appendix A), DVC Program Reviews (Appendix B), DVC Educational Master Plan (DVC, 2007b), Educause Top-Ten Issues (Allison & DeBlois, 2008), Gartner’s Top-Ten Strategic Technologies (Gartner_Group, 2008), Horizon 2009 Report (Johnson et al., 2009), Online Education Trends (Allen & Seaman, 2008), and a Case Study of Student and Faculty Satisfaction with Online Courses at DVC (Seaberry, 2008).

In order to demonstrate the relationship of the Technology Master Plan to the ACCJC/WASC Accreditation Standards and DVC Strategic Plan, each strategy is followed in brack-ets by references to the applicable accreditation standards and strategic directions of the college.


A.1. Identity management: Develop and implement a new user account system that requires students to individually log into college network resources such as the wireless network or lab computers. If possible, use the district portal student accounts which will eventually replace WebAdvisor accounts. [ACCJC/WASC 2008 Standards: IIC1d, IIIC1d. DVC Strategic Plan 2006-2011: B-6, D-5]

A.2. Computer lab operations: Develop college standards to adequately staff and support all current and future student computer labs. [ACCJC/WASC 2008 Standards: IIC1c, IIC1d, IIIA2, IIIC1a. DVC Strategic Plan 2006-2011: A-2.]

A.3. Computer lab hardware and software: Conduct ongoing evaluations of the adequacy of student computer lab hardware and software to meet the needs of instructional programs. These evaluations, to include program review plans and the age of the computers, will serve as important criteria for prioritizing the replacement of lab hardware and software. [ACCJC/WASC 2008 Standards: IIC1d, IIIC1c. DVC Strategic Plan 2006-2011: A-2.]

A.4. Online courses and programs: In order to increase student access, provide the technical infrastructure and support for additional online courses and programs. [ACCJC/WASC 2008 Standards: IB7, II2d. DVC Strategic Plan 2006-2011: A-5, A-6, B-2, E-5.]

A.5. Online learning and support services: Provide online access to all learning resources and student support services to assure equitable access and meet identi-fiedstudentneeds.[ACCJC/WASC2008StandardsIIB3a,IIC1c. DVC Strategic Plan 2006-2011: A-4, B-2, B-5.]

A.6. Virtual desktop computing: Develop and implement a server-based virtual desktop environment that enables authorized network access to spe-cialized instructional software from any college computer. [ACCJC/WASC 2008 Standards: IIICd. DVC Strategic Plan 2006-2011: A-5.]

B. Instructional Technology: Support the success of all stu-dents through the development of instructional technologies including the delivery of instructional media for use on and off-campus.

B.1. Instructor support: Provide faculty training and support for the development and delivery of instructional technology resources to stu-dents on and off-campus. [ACCJC/WASC 2008 Standards: IIC1b, IIIC1a. DVC Strategic Plan 2006-2011: A-2, A-5, E-1.]

B.2. Online lectures: Develop standardized and automated processes for captur-ing on-campus lectures (audio and/or video and/or lecture resources) to publish online. [ACCJC/WASC 2008 Standards: IIIC1d. DVC Strategic Plan 2006-2011: A-2, A-5, E-1.]

1 Instructional materials must meet the electronic and information technology accessibility requirements of Section 508 and be in compliance with copyright laws.

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B.3. Smart classrooms: Complete the installation of standardized video projectors/players, audio and control systems in all relevant classrooms. Then, develop new standards for smart classrooms and begin upgrading older rooms to meet the new standards. [ACCJC/WASC 2008 Standards: IIIC1c. DVC Strategic Plan 2006-2011: DVC Strategic Plan 2006-2011: A-2, E.]

B.4. Instructional video: Developnewprocessesforefficientlylicensinganddelivering copyrighted and captioned instructional videos to students on and off-campus. [ACCJC/WASC 2008 Standards: IIC1c. DVC Strategic Plan 2006-2011: A-2, A-5.]

B.5. Student response systems: Develop and support an institutional standard for student response systems in the classroom. [ACCJC/WASC 2008 Standards: IIIC1d. DVC Strategic Plan 2006-2011: A-2, E.]

C. Campus Computing: Develop and improve secure computingsystemstoincreaseinstitutionalefficienciesand provide long-term support for campus computing needs.

C.1. Custom application development: Standardize the development and maintenance of custom network applications for research, instruction, student services, and college operations in order to improve institutional effectiveness. [ACCJC/WASC 2008 Standards: IIIC1. DVC Strategic Plan 2006-2011: D-2, D-5.]

C.2. Network application support: Develop standardized procedures for requesting network applications and services. Use the DVC Help Desk to centralize user support requests for network applications. [ACCJC/WASC 2008 Standards: IIC1d, IIIC1a. DVC Strategic Plan 2006-2011: D-5.]

C.3. Computer hardware and software standards: Maintain up to date computer hardware and software standards for institutional purchasing and support. Replace computers at least once every 4 to 5 years to ensure adequate computing resources for students, faculty, staff and managers. [ACCJC/WASC 2008 Standards: IIC1d, IIIC1c, IIID1a. DVC Strategic Plan 2006-2011: E.]

C.4. Network access from off-campus: Develop a secure, client-less, login method for em-ployees to access authorized network resources from off-campus. Ensure that this login method can be applied to future network applications. [ACCJC/WASC 2008 Standards: IIC1d, IIIC1a, IIC1c. DVC Strategic Plan 2006-2011: E, F-1. ]

C.5. Printer standards and support: Develop standards to govern the purchasing, instal-lationandsupportofofficeandlabprinters.[ACCJC/WASC 2008 Standards: IIC1d, IIIC1d, IIID1a. DVC Strategic Plan 2006-2011: E.]

C.6. Institutional software licenses: Provide institutional licensing and ongoing funding for widelyusedsoftwaresuchasoffice-productivity,onlinecourses, antivirus protection, and website content manage-ment. [ACCJC/WASC 2008 Standards: IIIC1a, IIID1a. DVC Strategic Plan 2006-2011: E.]

C.7. Policies and procedures: Continuous improvement and development of policies and procedures for college-wide technology requests, usage, services and support (Appendix C). [ACCJC/WASC 2008 Standards: IIIC1a. DVC Strategic Plan 2006-2011: D-5.]

D. Network Infrastructure: Upgrade and maintain the network infrastructure to support comprehensive wireless, voice, video, and data communications with high availability and recoverability.

D.1. Wireless access: Build on the existing wireless infrastructure to implement comprehensive wireless access for students, employees and authorized guests throughout all college locations. [ACCJC/WASC 2008 Standards: IIIC1d, IIID1a. DVC Strategic Plan 2006-2011: D-5, E, F-1.]

D.2. Network infrastructure standards: Develop updated network infrastructure standards to be applied to all existing and new DVC buildings. Implement the new standards to ensure high availability and quality of service for voice, video and data throughout the college and district. [ACCJC/WASC 2008 Standards: IIIC1c, IIID1a. DVC Strategic Plan 2006-2011: E, F-3.]

D.3. Network management: Implement enterprise level network management tools to monitor and control all critical network resources at all col-lege locations. Develop emergency response procedures for network outages or attacks. [ACCJC/WASC 2008 Standards: IIIC1a, IIID1a. DVC Strategic Plan 2006-2011: D-5, E.]

D.4. Network storage: Provide secure and centralized network storage, backup and recovery services to meet the needs of the college. Develop a data archiving and retrieval process. [ACCJC/WASC 2008 Standards: IIIC1a. DVC Strategic Plan 2006-2011: D-5, E.]

D.5. Disaster recovery: Develop a multi-tiered disaster recovery plan to restore ac-cess to critical information resources in case of a catastrophic outage. Determine ways to proactively minimize risks. [ACCJC/WASC 2008 Standards: IIIC1a, IIID1a. DVC Strategic Plan 2006-2011: D-5, E.]

D.6. Administrative server virtualization: Deploy virtual servers to replace physical servers. This will promote “Green IT”, support disaster recovery, and extend the capacity to offer additional network services and solu-tions. [ACCJC/WASC 2008 Standards: IIIC1d, IIID1a. DVC Strategic Plan 2006-2011: D-5, E, E-6.]

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E. Technology Support: Provide ongoing training and technology support services to meet the needs of stu-dents, faculty, staff and managers.

E.1. DVC Help Desk: Develop a responsive and comprehensive DVC Help Desk that handles all college technology support requestsinatimelyandefficientmannerforallcol-lege locations. [ACCJC/WASC 2008 Standards: IIIA2, IIIC1a. DVC Strategic Plan 2006-2011: D-5.]

E.2. Service Level Agreements: Develop service level agreements (SLAs) for major support services such as the DVC Help Desk. The SLAs will describe support and service levels based on currentstaffinglevels.[ACCJC/WASC2008Standards:IIC1d, IIIA2, IIIC1a. DVC Strategic Plan 2006-2011: D-4, D-5.]

E.3. Technical staff and managers: Hire additional technical staff and managers to meet the recommendations of the Gartner Group Total Cost of Ownership recommendations in the California Community College Technology II Plan (CCC_Chan-cellor’s_Office,2000).[ACCJC/WASC2008Standards:IIC1d, IIIA2, IIIC1a. DVC Strategic Plan 2006-2011: D-5, E.]

E.4. Technology training for operations and support: Provide ongoing training and support in the use of productivity technologies for faculty, staff and manag-ers. [ACCJC/WASC 2008 Standards: IIC1b, IIIC1b. DVC Strategic Plan 2006-2011: D-5, E-1.]

E.5. Technology training for learning and instruction: Provide ongoing training and support in the use of instructional technologies for students, faculty, staff and managers. [ACCJC/WASC 2008 Standards: IIIC1b. DVC Strategic Plan 2006-2011: D-5, E-1]

F. Digital Communications: Develop and support multiple, digital, means of communications between the college, com-munity and all constituencies.

F.1. Unified communications: CoordinatewithDistrictOfficeITtoimplementasystemthatunifiesallformsofcommunicationincludingvoice-mail,email, and emerging technologies. [ACCJC/WASC 2008 Stan-dards: IIIC1c, IIID1a. DVC Strategic Plan 2006-2011: E, F-1, F-3]

F.2. District portal: Utilize the district portal for college communications, stu-dent communications and access to college support services and online forms. [ACCJC/WASC 2008 Standards: IIIC1d. DVC Strategic Plan 2006-2011: E, F-1, F-3]

F.3. Website development: Continue to develop the navigational structure of the DVC website to improve access for current students, future students, high school students, adult students, international students, business and community, faculty and staff. Ensure that all faculty and all departments have current and accu-rate information on the college website [ACCJC/WASC 2008 Standards: IIA6c, IIIC1b. DVC Strategic Plan 2006-2011: B-2, C, F-3.]

F.4. Video conferencing: Provide and support additional audio and video conferenc-ing resources to connect individuals/groups between DVC and off-site locations. [ACCJC/WASC 2008 Standards: IIIC1d. DVC Strategic Plan 2006-2011: F-1, F-2, F-3.]

F.5. Time-sensitive notifications: Implementacollege-wideexternalnotificationsystemthatcan be used to send alerts to students and/or employees in a matter of minutes. Such a system would use multiple forms of communication such as text message, phone/voice-mail, andemail.Utilizethesystemforanytime-sensitivenotifica-tions. [ACCJC/WASC 2008 Standards: IIIC1d, IIID1a. DVC Strategic Plan 2006-2011: D-5, F-1, F-3.]

F.6. Emerging communications: Experiment with emerging technologies to enhance effec-tive communication and institutional effectiveness. [ACCJC/WASC 2008 Standards: IIIC1d. DVC Strategic Plan 2006-2011: D-5, F-1, F-3.]

Aone-pagesummaryofthesixtechnologygoalsandthirty-fivetechnologystrategiesisprovidedinAppendixF.

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Aone-pagesummaryofthesixtechnologygoalsandthirty-fivetechnologystrategiesisprovidedinAppendixF.

DVC Technology Master Plan Implementation Grid Start Date: 7/1/2009

The Implementation Grid shows the action items, lead man-ager, responsible units, timelines, performance indicators, dependencies, and required resources that are necessary to further the goals and strategies of the Technology Master Plan.

• Action items: Action items describe the activities for each of the technology strategies. Each action item has a uniqueID.ThefirsttwocharactersoftheIDrefertotherelated strategy. For example, action items A.2.a and A.2.b both refer to technology strategy A.2.

• Lead manager: The lead manager is responsible for initiating the action items and overseeing the completion of the activities.

• Responsible units: Employees in responsible units will be involved in completing tasks or providing input for the activities.

• Timelines:Timelinesprovidethefiscalyearsinwhich the activities will occur. Fiscal years begin July 1 and end June 30.

• Performance indicators: Performance indicators describe the major outcome of the action items.

• Dependencies: Dependencies need to be completed be-fore the action item can be completed.

• Required resources: Required resources are ESTIMATES that primarily refer to staff/manager time, equipment funding, or existing resources. The time and budget alloca-tionsaregrossestimatesthatwouldbefurtherrefinedforan actual project proposal.

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2 The first two characters of the ID (e.g., A.1, A.2, etc.) reference the applicable technology strategy (e.g., A.1. references “Identity management”).

3 All timelines are based on fiscal years. For example, 2009-2011 means between July 1, 2009 and June 30, 2011. 4All time-estimates are gross approximations of the total number of hours of one or more IT&S staff members or managers.5All dollar amounts are gross estimates for general planning purposes. In the case of an actual project proposal, a more precise estimate will

be provided.

ID Action Items Lead Manager

Responsible Units

Time-line

Performance Indicators

Dependency Required Resources

A.1.a2 Develop and implement new user accounts for student access to wireless, lab computers and online courses. If feasible, use the new district portal user accounts which are linked to student WebAdvisor accounts.

Supervisor, Computer & Network Services (C&NS)

IT&S Office. SRVC IT. District IT (possibly).

2009-20113

Students use the new system to log on to wireless network, lab computers, and eventually online courses, etc.

Active directory user account system.

About 80 to 160 hours to implement4. About 4 to 8 hours per week for ongoing maintenance and user support. Use existing student domain servers and storage.

A.2.a Develop a new organizational model for the operation, supervision and technical support of current and future computer lab operations at all DVC locations.

Exec. Dean, Information Technology & Services (IT&S)

IT&S Office. SRVC IT. Technology Committee. Instruction Office. All stakeholders.

2009-2010

Proposal and service level agreements for an organizational model to provide adequate supervision, staff and technical support of all current and future labs.

Mutual collaboration and planning.

About 80 to 120 hours to develop the proposal.

A.2.b Implement the new organizational model for providing adequate supervision, staff and technical support for all computer labs.

Supervisor, C&NS

Depends on model.

2011-2012

All computer labs have adequate supervision, staff and technical support.

Approval of new organizational model for labs.

Additional and/or reassigned staff. Possibly additional manager.

A.3.a Conduct an annual prioritization process to determine which student computer labs and related servers should be replaced, reissued, or removed for the following school year based upon the age of the computers and program review plans.

Exec. Dean, IT&S

Technology Committee. IT&S Office. SRVC IT.

2009-2013

All labs have up to date computers and related servers per current hardware and software standards.

Annual Funding. About $200,000 to $300,0005 per year to replace older lab computers and servers. Funding sources may include instructional equipment, VTEA, building remodels, etc. About 160 to 320 hours each year to replace the computers and servers.

A.3.b Develop and implement new policies and procedures for installing updated software in student computer labs.

Supervisor, C&NS

Technology Committee. IT&S Office.

2009-2010

Documentation of new policies and procedures for updating software in computer labs.


About 40 to 80 hours to develop the policies and procedures. About 40 to 120 hours per semester to implement.

A.4.a Install the latest equivalent version of Blackboard (WebCT) Course Management System (CMS) and develop a project plan for transitioning all courses from WebCT 4.1 to the new CMS version and providing faculty workshops and support.

Exec. Dean, IT&S

IT&S Office. Technology Committee. Instruction Office.

2009-2011

Project plan for moving all courses from WebCT 4.1 to new version of Blackboard/WebCT.

Successful installation and trial of new Blackboard-WebCT CMS with faculty participation.

About 80 to 120 hours to install and test new CMS. Must renew CMS license each year. About 48 to 96 hours of training for support staff.

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Responsible Units

Time-line



A.4.b Provide automated updates between Datatel and the new online Course Management System so that student adds/drops via WebAdvisor automatically occur in the CMS.

Exec. Dean, IT&S

IT&S Office. District IT.

2009-2011

Students are added/dropped in CMS within 24 hours of adding/dropping in WebAdvisor. Ideally, updates will occur within the hour.

District automation of student enrollment data transfers from Colleague to CMS.

About 80 to 160 hours for District IT to implement automation procedures. About 40 to 80 hours for DVC to implement automation procedures. About 4 hours per week for ongoing maintenance and user support.

A.4.c Provide support to instructional departments or divisions if they elect to develop fully online certificate or degree programs.

Exec. Dean, IT&S

IT&S Office. Instruction Office.

2010-2012

New online programs. Substantive change approval from ACCJC/WASC. Development of new online programs.

Additional staff and technology resources to assist with online course development and faculty support. About 20 to 40 hours per week for ongoing support.

A.5.a Collaboratively develop action plans and service level agreements with student services to provide new or enhanced online student support services (e.g., advising, counseling, enrolling, etc.).

Exec. Dean, IT&S

IT&S Office. Student Services.

2009-2011

Potentially increasing student success by providing additional student support services online.


About 40 to 80 hours to develop plans. About 4 to 8 hours per week for ongoing maintenance and user support.

A.5.b Collaboratively develop action plans and service level agreements with library and instruction office for providing new or enhanced online instructional support services (e.g., tutoring, test-taking, e-books, etc.).

Exec. Dean, IT&S

IT&S Office. Library Office. Instruction Office.

2009-2011

Potentially increasing student success by providing additional instructional support services online.


About 40 to 80 hours to develop plans. About 4 to 8 hours per week for ongoing maintenance and user support.

A.6.a Explore options and pilot test a virtual desktop computing environment for student access from lab computers.

Supervisor, C&NS

IT&S Office. Technology Committee.

2009-2011

Conduct a pilot test of virtual desktop computing from labs.

About 80 to 160 hours to pilot test. Use existing technology resources.

A.6.b Implement virtual desktop computing from labs.

Supervisor, C&NS


2011-2012

Virtual desktop access from labs.

Successful virtual desktop pilot.

About $50,000 to $100,000 for server licenses/hardware. Ongoing license costs (TBD). About 8 hours per week for ongoing maintenance and user support. Potential savings on computer replacements since this could extend the useful life of lab computers.

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B. Instructional Technology: Support the success of all students through the development of instructional technologies including the delivery of instructional media for use on and off-campus.6


Responsible Units

Time-line


Dependency Required Resource

B.5.a Develop a college wide standard for classroom-based student response systems (e.g., clickers) for use by students and faculty.

Exec. Dean, IT&S


2009-2010

A college wide standard for student response systems that could be used for purchasing, training, and support.

About 40 to 80 hours to determine the best options and develop support standards.

B.4.a Develop and implement new procedures for efficiently licensing and delivering copyrighted and captioned instructional videos to students on and off-campus. Provide training for faculty and staff.

Exec. Dean, IT&S

IT&S Office. Library Office. Disability Services Office.

2009-2013

Documentation of procedures for efficiently licensing, captioning and showing videos in online courses.


About 40 to 80 hours to develop new procedures. About 4 to 8 hours per week for implementation. Funding for licensing (existing funds). Caption grant (existing funds). Standardized video players on all lab computers.


Responsible Units

Time-line



B.1.a Provide additional support of faculty in the development of instructional media to be used on or off-campus and ensure that media are accessible for all students.

Exec. Dean, IT&S

IT&S Office. Instruction Office. Disability Support Services.

2010-2013

Increased quantity and quality of faculty-produced instructional media.

Additional staff and management.

About 20 to 40 hours to develop the plan. About 20 to 60 hours per week for ongoing support.

B.1.b Provide a comprehensive support system to meet the needs of instructors who are teaching online or preparing to teach online and ensure that online resources are accessible for all students.

Exec. Dean, IT&S

IT&S Office. Instruction Office. Technology Committee.

2010-2013

Increased student retention and success in online courses.

Additional staff and management.

About 20 to 40 hours to develop the plan. About 20 to 60 hours per week for ongoing support.

B.2.a Conduct a pilot project to digitally capture and publish classroom lectures online. Obtain input from faculty regarding instructional needs. Present options to the Technology Committee and interested parties.

Exec. Dean, IT&S


2009-2011

Successful pilot of digital lecture capture system.

Viable option(s).

About 80 to 120 hours to explore models and conduct pilot test. May need to purchase additional hardware/software for testing.

B.2.b Implement a system to digitally capture, caption and publish classroom lectures online.

Exec. Dean, IT&S

IT&S Office. 2011-2013

Lectures are captured and delivered online to increase student access and success.

Successful pilot project.

About $30,000 to $60,000 for acquiring a digital capture system. About 8 to 24 hours per week to support the system.


Responsible Units

Time-line


Dependency Required ResourcesB.3.a Develop a proposal to complete the installation of dedicated projectors, AV resources and control systems in the remaining, viable, classrooms, labs and meeting rooms. If funded, then implement the following school year.

Exec. Dean, IT&S


2009-2011

All remaining viable classrooms, labs, and meeting rooms have dedicated video projector, AV resources and control systems.

Approved and funded proposal.

About 40 to 80 hours to identify the needs and develop the proposal. About $80,000 to $100,000 for equipment and supplies. About 240 to 480 hours to implement.

B.3.b Conduct an annual proposal process to replace the oldest projector/AV/control systems that are not functioning adequately. If funded, then implement the following school year.

Exec. Dean, IT&S


2010-2013

Older projector/AV/control systems are replaced.

First complete remaining classroom installations.

About 40 to 80 hours to identify the needs and develop the proposal. About $80,000 to $100,000 for equipment and supplies. About 240 to 480 hours to implement.

6 Instructional materials must meet the electronic and information technology accessibility requirements of Section 508 and be in compliance with copyright laws.

14 15

C. Campus Computing: Developandimprovesecurecomputingsystemstoincreaseinstitutionalefficienciesandprovidelong-term support for campus computing needs.


Responsible Units

Time-line



C.1.a Develop an online application for program reviews (instruction, student services, administrative) based on the new forms and processes. Design for future integration with other college planning and resource allocation databases.

Exec. Dean, IT&S

IT&S Office. Research Office. Instruction Office. Student Services.

2009-2011

A college wide accessible system for entering and tracking program reviews.

Programming staff and management.

About 400 to 1,200 hours depending upon the design specifications. About 4 to 8 hours per week for ongoing maintenance and user support. Use existing server and storage resources.

C.1.b Develop an assessment tracking program for student learning outcomes that is integrated with the existing eSLO program.

Exec. Dean, IT&S

IT&S Office. Research Office. Instruction Office. Student Services.

2009-2011

A college wide accessible system for assessing student learning outcomes of instruction and support services.


About 400 to 1,200 hours depending upon the design specifications. About 4 to 8 hours per week for ongoing maintenance and user support. Use existing server and storage resources.

C.1.c Continuous development of the web curriculum system. Include a new component for the development of degree and certificate programs.

Exec. Dean, IT&S

IT&S Office. Instruction Office. Curriculum Committee.

2009-2013

An improved web curriculum system. A new program development system for certificates and degrees.


About 8 to 16 hours per week for ongoing maintenance and user support.

C.1.d Continuous development and support of SARS Suite applications (Trak, Grid, Call, Alert, eSARS) for managing student appointments and tracking student services and instructional hours.

Supervisor, C&NS

IT&S Office. SRVC IT. Student Services. Instruction Office. District IT.

2009-2013

SARS Suite applications are installed and supported as needed.


About 8 to 16 hours per week for ongoing maintenance and user support. Annual license renewal cost of about $15,000 to $20,000.

C.1.e Implement SARS Trak for tracking student instructional hours by arrangement.

Supervisor, C&NS

IT&S Office. SRVC IT. Instruction Office.

2009-2010

SARS TRAK is used for tracking and reporting student hours by arrangement.


About 80 to 160 hours to implement. About 4 to 8 hours per week for ongoing maintenance and user support. Use existing servers and storage.

C.1.f Develop online forms for students to register for events or apply for services. Develop technical standards for accessible entry, submission, confirmation, auditing, security, storage, approval, workflow, data protection, archiving, etc.

Exec. Dean, IT&S

IT&S Office. SRVC IT.District IT. Student Services.

2009-2013

All popular college and district student forms are available online through the district portal or DVC website.

Successful implementation of district portal.

Difficult to estimate -- depends on quantities and complexities of forms. Possibly 80 to 120 hours to develop, test, and document technical standards. About 8 to 24 hours per form development.

C.1.g Develop a new planning and resource database application for integrating the tracking and reporting on college plans, implementation, evaluation, and resource allocation.

Exec. Dean, IT&S

IT&S Office. Research Office.

2010-2012

An integrated system for tracking plans, implementation, evaluation, and resource allocation.

Input from Administration and Finance, Instruction, Student Services.

About 240 to 960 hours to implement. About 4 to 8 hours per week for ongoing maintenance and user support. Use existing server and storage resources.

16 17


Responsible Units

Time-line



C.1.h Implement a resource scheduling application that integrates with Datatel Colleague to provide detailed information about room scheduling, inventory, and utilization.

Associate Vice Chancellor, Information Technology (IT)

District IT. IT&S Office.

2009-2011

Schedulers can use this system to schedule classes, meetings, performances, etc., and get room reports.

Prioritization and funding by District IT.

District to provide estimate of staff time. About 80 to 120 hours to input resource information. Ongoing license costs. Staff training. Ongoing maintenance and support.

C.1.i Expand the document imaging system to additional offices as requested.

Exec. Dean, IT&S

IT&S Office. District IT. Administration and Finance Office.

2010-2012

Additional offices can use the Matrix document imaging system to go paperless and conserve paper and storage resources.

Funding for document imaging software and hardware. Development of new business procedures for managing documents per office.

About 60 to 120 hours per department. Funding for document imaging software licenses and scanners. Funding to replace servers and storage every 4 to 5 years. About 4 to 8 hours per week for ongoing maintenance and user support.

C.1.j Develop standardized policies and procedures for the development of custom network applications for DVC functions to address platforms, documentation, testing, tracking, staffing, etc.

Exec. Dean, IT&S


Policies and procedures for custom application development.

Input from Research Office.

About 24 to 48 hours for the development of each policy or procedure.

C.1.k Develop a unified system of application servers, data storage and retrieval for DVC custom applications that is accessible from all college locations.

IT&S Office. SRVC IT.

Supervisor, C&NS

2009-2011

All DVC custom applications and data are served and stored on centrally supported servers.


Use existing servers and storage.

C.2.a Develop a centralized system for supporting users of custom applications.

Supervisor, C&NS


An application support system that is integrated with the DVC Help Desk.


About 40 to 60 hours to develop new procedures for support and provide training for staff. May need to purchase additional licenses for help desk system.

C.2.b Develop service level agreements for the support of the various network applications that are used by different departments.

Supervisor, C&NS


2009-2011

Improved support of network applications.

About 8 to 32 hours for the development of each SLA.

C.3.a Research and publish current hardware and software standards for lab and office computers.

Exec. Dean, IT&S


2009-2013

Improved communications for purchasing processes.

About 8 to 12 hours per semester to update.

C.3.b Conduct an annual proposal process to replace 20-25% of actively used faculty computers and related servers each year.

Exec. Dean, IT&S


2009-2013

Faculty have up-to-date computers and server access.

Annual funding. About $80,000 to $100,000 per year. About 160 to 320 hours each year to install/configure computers and servers.

16 17

C.1.k Develop a unified system of application servers, data storage and retrieval for DVC custom applications that is accessible from all college locations.


Supervisor, C&NS

2009-2011

All DVC custom applications and data are served and stored on centrally supported servers.


Use existing servers and storage.

C.2.a Develop a centralized system for supporting users of custom applications.

Supervisor, C&NS


An application support system that is integrated with the DVC Help Desk.


About 40 to 60 hours to develop new procedures for support and provide training for staff. May need to purchase additional licenses for help desk system.

C.2.b Develop service level agreements for the support of the various network applications that are used by different departments.

Supervisor, C&NS


2009-2011

Improved support of network applications.


C.3.a Research and publish current hardware and software standards for lab and office computers.

Exec. Dean, IT&S


2009-2013

Improved communications for purchasing processes.

About 8 to 12 hours per semester to update.

C.3.b Conduct an annual proposal process to replace 20-25% of actively used faculty computers and related servers each year.

Exec. Dean, IT&S


2009-2013

Faculty have up-to-date computers and server access.



Responsible Units

Time-line



C.3.c Conduct an annual proposal process to replace 20-25% of actively used staff and manager computers and related servers each year.

Exec. Dean, IT&S


2009-2013

Staff and managers have up-to-date computers and server access.


C.4.a Develop and implement a new system for network access from off-campus that does not require the installation of client software. This authentication system will provide permission-level access to all authorized network resources.

Supervisor, C&NS


Employees can securely access authorized network resources from off-campus.

Identification of a feasible system to use.

About 80 to 160 hours to research and implement. Possible funding needed for a new system and digital certificates. About 4 to 8 hours per week of ongoing maintenance and user support.

C.5.a Develop and publish printer standards to govern the purchasing, installation and support of office and lab printers (network and stand-alone).

Supervisor, C&NS


2009-2013

Improved communications for printer purchasing and support processes.

About 8 to 40 hours to develop and about 4 hours per semester to update.

C.5.b Replace existing fee-print system in computer labs with one that is easier to deploy, maintain and support.

Supervisor, C&NS


2010-2011

The fee-print system is easier to deploy, maintain and support in computer labs.

Compatible with existing fee-print cards and unit cards. Does not require increase in costs per page to support.

About 80 to 160 hours to find, purchase and install a new system that meets these requirements. About 4 to 8 hours per week for ongoing maintenance and user support. Use fee-print budget.

C.6.a Develop and implement a proposal for ongoing funding for institutional software licenses for (a) office productivity, (b) online courses, (c) antivirus protection, (d) website content management, and other college wide applications.

Exec. Dean, IT&S

IT&S Office. Technology Committee. Administration and Finance.

2009-2010

Reliable source of funding for institutional software.

Prioritization of funding.

About $80,000 to $100,000 per year.

C.6.b Develop software library and license documentation to account for all copyrighted software installed on any college owned computer/server.

Supervisor, C&NS


IT&S staff can readily locate software or license for any application installed on any computer.

About 40 to 80 hours to implement. About 4 to 8 hours per month for ongoing maintenance.

C.7.a Continuous improvement and development of policies, procedures and guidelines for college-wide technology requests, usage, services and support to be included in the DVC Procedures manual as applicable.

Supervisor, C&NS


2009-2013

Employees and students will have a better understanding of technology policies and procedures.

Policies and procedures reviewed by College Council.

About 24 to 40 hours for the improvement or development of each policy or procedure.

18 19

D. Network Infrastructure: Upgrade and maintain the network infrastructure to support comprehensive wireless, voice, video, and data communications with high availability and recoverability.


Responsible Units

Time-line



D.1.a Expand wireless access coverage to all applicable offices, labs, classrooms, and outdoor meeting places at all DVC locations.

Supervisor, C&NS


2009-2012

Adequate wireless access at all applicable DVC locations.

Bond funding. Network cables to wireless access point locations.

Bond funding to include wireless surveys, hardware, controller, and installation of access points.

D.1.b Require employees to authenticate with user accounts (usernames/passwords) in order to access the wireless network.

Supervisor, C&NS


Employees are required to log in before accessing wireless resources.

Implementation of new user account system (A.1.a).

Employee/student LDAP system tied to wireless access. About 4 to 8 hours per week for maintenance and user support.

D.2.a Begin implementation of district wide technology infrastructure project to upgrade data, voice, and video communication throughout the district (7 year plan).

Associate Vice Chancellor, IT

District IT. IT&S Office. SRVC IT.

2009-2013

See project proposal and timeline (TBD).

Chancellor’s approval of infrastructure plan. Successful RFP selection process.

Bond funding. About 80 to 160 hours for RFP development, review and recommendation.

D.2.b Develop a new physical and logical network model for the DVC network at all locations. The new model should account for high-availability/high-bandwidth data (wired/wireless), video, voice communications.

Supervisor, C&NS


2009-2011

Documentation of new network model.

About 120 to 240 hours to research, develop, and document a new network model.

D.2.c Install redundant network switches for the core network at the main distribution facility (L-150).

Supervisor, C&NS


Improved network availability.

Infrastructure project. Scheduled network outage.

Bond funding. Purchase and installation of core switches. About 80 to 160 hours to research, configure, install.

D.2.d Install an additional Internet connection to CENIC for additional bandwidth and higher network availability (L-150).

Supervisor, C&NS


Improved Internet bandwidth and availability.

CENIC project prioritization. Scheduled network outage.

State funding for equipment and circuit. About 40 to 80 hours to coordinate and install.

D.2.e Install an electrical backup system to provide power for important online services (e.g., website, online classes, email, etc.) and related network devices in case of a power outage.

Supervisor, C&NS

IT&S Office. Administration and Finance.

2010-2012

Important web servers remain accessible from off-campus during power outages.

Funding. An electrical generator and power system that is connected to important file servers and network devices. About $60,000 to $120,000.

D.3.a Acquire and implement an enterprise level network monitoring and managing system for DVC networks at all locations. Develop a service level agreement for network policies and monitoring.

Supervisor, C&NS

IT&S Office. SRVC IT. District IT.

2010-2012

Readily monitor and control all necessary network traffic.

Bond funding for enterprise level network monitoring and management servers and software. About 120 to 240 hours for research and installation at both locations.

D.3.b Proactively monitor network activity at all DVC locations to detect and remedy network failures or malevolence.

Supervisor, C&NS


2010-2013

High network availability.

Enterprise network monitoring system.

About 2 hours per day, 7 days per week, for monitoring. Additional time is required for responding to problems.

18 19


Responsible Units

Time-line



D.3.c Implement network bandwidth shaping to prevent one type of traffic such as video from overwhelming all other types of traffic such as web browsing.

Supervisor, C&NS


2010-2012

The network will not be overly congested by one type of traffic such as video.

Network monitoring (D.3.a). Approved network shaping policies and procedures.

About 80 to 160 hours to research and install. About $2,000 to $20,000 to acquire software/hardware. About 2 to 4 hours per week for ongoing maintenance and user support.

D.3.d Explore and possibly implement a two-factor authentication method for staff and managers who have access to sensitive data.

Supervisor, C&NS

IT&S Office. SRVC IT. District IT (possibly)

2010-2012

Staff and managers use two-factor authentication method to access sensitive data.

Successful pilot of two-factor authentication.

About 80 to 160 hours to explore and pilot a new system. About 4 hours per week for ongoing maintenance and user support. About $2,000 to $10,000 for hardware, software and training for new system.

D.4.a Develop and implement a plan to identify and remove older data from the DVC network storage arrays onto a fixed storage medium such as DVD or tape for long-term archive.

Supervisor, C&NS


2009-2011

More space is available for current network storage needs.

Long-term archive solution.

About 80 to 160 hours for initial planning and set up and about 4 to 8 hours per month for ongoing maintenance and user support.

D.4.b Provide additional network storage space for employees. In the short-term, this can be accomplished through expanding the existing storage array. In the long-term, new storage technologies may be needed.

Supervisor, C&NS


2009-2011

Ample storage space for personal and shared documents.

Short-term solution about $10,000 to $20,000 for the expansion of the existing storage technologies. About 20 to 60 hours to install.

D.5.a Develop a multi-tiered disaster recovery plan to restore access to critical information resources in case of a catastrophic outage.

Supervisor, C&NS

IT&S Office. SRVC IT. Technology Committee.

2010-2012

An approved disaster recovery plan.

About 120 to 360 hours to develop the plan. Need additional storage resources to implement the plan. Virtual servers would help (D.6.a).

D.6.a Deploy virtual servers to replace physical servers in the DVC domain (employee network). Virtual servers consume less power and are more reliable and expandable than current servers.

Supervisor, C&NS


Access to virtual servers.

Funding. About $100,000 to $300,000 for servers, licenses, storage, racks, etc. About 80 to 160 hours to install virtual servers and decommission old servers. About 4 to 8 hours per week to monitor and maintain.

20 21

E. Technology Support: Provide ongoing training and technology support services to meet the needs of students, faculty, staff, and managers.


Responsible Units

Time-line



E.1.a Develop a responsive and comprehensive DVC Help Desk that handles all college technology support requests in a timely manner.

Supervisor, C&NS


2009-2013

All help desk requests are tracked and resolved in a timely manner.

Additional staff and better communication and tracking tools.

About 120 hours per week of additional staff and management.

E.2.a Develop service level agreements (SLAs) for major support services of the Help Desk for all DVC locations.

Supervisor, C&NS


2009-2011

SLAs to cover the major functions of the Help Desk.


E.3.a Develop a prioritized staffing plan for hiring additional computer and network staff and management based on the California Community College Technology Plan recommendations (Appendix E) and DVC program review plans.

Exec. Dean, IT&S


A plan for hiring new technical staff and management.

Input from Administration and Finance. Validation of IT&S program reviews.

About 40 to 80 hours to develop the staffing plan (Appendix E).

E.4.a Provide employee training workshops on-campus and online throughout the year to include a focus on productivity using Office 2007, OmniUpdate, and Datatel.

Exec. Dean, IT&S

IT&S Office. Staff Development.

2009-2011

Employees are more proficient in the use of these applications.

Employee participation.

About 80 to 160 hours per semester for developing/delivering workshops.

E.4.b Provide ongoing training and cross-training for technical staff and management to increase their technical proficiencies and knowledge.

Supervisor, C&NS


Technical staff are more proficient and able to cover for each other.

Staff and management participation in classes, workshops, conferences, etc.

About 16 to 40 hours per person per year. About $2,000 to $20,000 per year. Maximize the use of district funds for management and classified staff training.

E.5.a Provide employee training workshops on-campus and online throughout the year with a focus on learning and instruction to include WebCT, PowerPoint 2007, OmniUpdate, smart classrooms.

Exec. Dean, IT&S

IT&S Office. Staff Development.

2009-2011

Employees are more proficient in the use of these applications.


About 80 to 160 hours per semester for developing/delivering workshops.

20 21

F. Digital Communications: Develop and support multiple, digital, means of communication between the college, community, and all constituencies.


Responsible Units

Time-line


Dependency Required Resource

F.1.a Implement district wide project to unify communications for voice, email, etc.

Associate Vice Chancellor, IT

IT&S Office. SRVC IT. District Office. Others.

2012-2013

Unified communication system.

District wide technology infrastructure project.

Bond funding. Project management. New Voice Over IP system.

F.2.a Collaboratively develop and implement a project plan for best utilizing the district portal for college communications, student communications, online forms, etc.

Exec. Dean, IT&S

IT&S Office. District IT. Marketing. Technology Committee.

2009-2011

Portal project plan. Installation of portal and expansion to DVC.

About 40 to 80 hours to develop the plan. About 8 to 16 hours per week to implement the plan. About 4 to 8 hours per week for ongoing maintenance and user support.

F.3.a Develop new and updated web pages for all offices and departments on campus (required activity).

Director, Marketing and Communi-cation.

All Units. 2009-2010

All departments are represented on the website with current information.

Employee involvement from each department.

About 16 to 32 hours per week for training and support of departmental employees.

F.3.b Assist all employees in developing accessible “bio-pages” on the new website.

Exec. Dean, IT&S

IT&S Office. Marketing. Staff Development.

2009-2010

All employees have bio-pages.


About 8 to 16 hours per week for supporting bio-page development.

F.3.c Ongoing review and improvement of the search engine and navigational links of the website through extensive user testing.

Director, Marketing and Communi-cation.

IT&S Office. Marketing.

2009-2010

Users can readily find information on the website using search or navigation.

About 80 to 240 hours for testing and implementation.

F.3.d Remove former DVC website (www2.dvc.edu) from the Internet. Provide DVC employees with at least three months of advance notification of when the former website will be removed.

Exec. Dean, IT&S

IT&S Office. Other Units.

2009-2010

The former website is no longer accessible.

All necessary information from the former website is provided on the new website.

About 8 to 24 hours to check the former web services and decommission the website.

F.4.a Provide additional audio and video conferencing resources to connect individuals/groups between all DVC locations using either software-based systems or new video conferencing units if needed. Encourage the use of video-conferencing to reduce travel.

Exec. Dean, IT&S


2009-2011

Available audio-video conferencing resources for meetings spanning both locations.

Appropriate network access between meeting locations. Appropriate lighting and sound at each conferencing location.

Additional software-based systems or portable video conferencing unit(s). About 1 to 4 hours of support per meeting.

F.5.a Implement a college-wide external notification system to send alerts to students and/or employees in a matter of minutes via one or more self-selected communication means. Examples include class cancellations, power outages, etc. Consider digital signage.

Exec. Dean, IT&S

IT&S Office. SRVC IT. Marketing.

2009-2011

Notifications can be readily sent to students or employees.

Input from Administration and Finance, Instruction Office, Student Services.

Depends on the system -- it may be possible to fund one system in place of all of the disparate systems used by different offices.

F.6.a Create an emerging technology Special Interest Group (SIG) to apprise the Technology Committee of new developments in communication technologies.

TBD Technology Committee.

2009-2010

The Technology Committee and interested parties have updated information about emerging communication technologies.

Participation in SIG.

About 30 to 60 hours per semester for reading publications/websites, attending conferences, discussing findings, and documenting recommendations.

23

The DVC Technology Master Plan is both a strategic plan and an action plan. The vision, principles, goals and strategies constitute the strategic plan elements and span a three to six year time frame. The Implementation Grid constitutes the action plan.

The Implementation Grid will be reviewed and revised on an an-nual basis. A progress report of the previous year’s activities will be presented to the appropriate college council and to all constituent groups for information and feedback purposes. Furthermore, the Implementation Grid will be updated on an annual basis and com-municated widely to all college constituents.

The annual review and update cycle of the Implementation Grid will be coordinated with the DVC annual calendar for planning, program review, and student learning outcomes. This will facilitate the integration of program reviews and college planning with the annual updates of the Implementa-tion Grid. The Technology Committee will prioritize which college-wide action items will be submitted for the an-nual resource allocation process. The following table shows the annual planning cycle of the Implementation Grid.

Table 2: Annual planning cycle

Ongoing Planning, Implementation and Evaluation

Semester Responsible Party ActivitySummer Executive Dean, IT&S Evaluate the prior year’s technology plan action items and

draft an annual progress report.

Early fall Technology Committee Review the technology plan annual progress report.

Mid-fall Executive Dean, IT&S Present the annual progress report to the appropriate college council and constituency groups and get feedback.

Early spring

Technology Committee Review technology items from program reviews and review DVC Strategic Plan priorities.

Mid-spring

Technology Committee Revise the Implementation Grid accordingly and prioritize action items for the following year(s).

Mid-spring

Executive Dean, IT&S Present the revised Implementation Grid to the appropriate college council. Request resources for implementing the prioritized action items the following year(s).

While the Implementation Grid is updated every year, the strategic portion of the Technology Master Plan will be revised every three years. The three year technology planning cycle will be aligned with the six year accreditation cycle so that a comprehensive review occurs the year before the Accreditation Self-Study Report is written. This way, every other compre-hensive review process will serve the needs of writing both the next Technology Master Plan and the next Accreditation Self-Study report with respect to technology resources.

24 25

The following table shows the six year planning cycle for the DVC Technology Master Plan with respect to the Accreditation Self-Study and DVC Strategic Plan.

Table 3: Three-year and six-year technology planning

Year Review Activity2008-09 Comprehensive Comprehensive evaluation and revision of the tech plan.

2009-10 Annual Implement Technology Master Plan 2009-2013*

Review and update the Implementation Grid.

2010-11 Annual Review and update the Implementation Grid.

2011-12 Annual New DVC Strategic Plan 2011-17


2012-13 Comprehensive Comprehensive evaluation and revision of the Technology Master Plan.

2013-14 Annual Implement Technology Master Plan 2013-2016.


Complete the Accreditation Self-Study Report.

2014-15 Annual Accreditation Comprehensive Site Visit

Review and update the Implementation Grid.2015-16 Comprehensive Comprehensive evaluation and revision of the Technology Master Plan.




2017-18 Annual New DVC Strategic Plan 2017-23


2018-19 Comprehensive Comprehensive evaluation and revision of the Technology Master Plan.



Complete Accreditation Self-Study Report.

2020-21 Annual Accreditation Comprehensive Site Visit


The DVC Technology Master Plan will be integrated with college planning and resource allocation at the college wide and departmental program review levels. As shown in Tables 2 and 3, the action plan and strategic planning elements will be systematically assessed on an annual and three-year cycle to incorporate the results of (a) institutional plans and priorities, and, (b) program reviews of instruction, administration, and student services. The new Technology Master Plan and planning cycles will facilitate the continuous improvement in the use of academic and administrative technologies to enhance the institutional effectiveness of Diablo Valley College.

*The length of the 2009 tech-nology plan was extended by one year to bring it into better alignment with the 6 year ac-creditation self-study cycle.

24 25

ReferencesACCJC/WASC. (2008). Accreditation Reference Handbook. Novato: Accrediting Commission for Community and Junior Colleges, Western Association of Schools and Colleges.

Allen, I. E., & Seaman, J. (2008). Staying the Course: Online Education in the United States, 2008: Sloan-C.

Allison, D., & DeBlois, P. B. (2008). Top 10 IT Issues 2008. EDUCAUSE Review(May/June 2008), 25.

CCC_Chancellor’s_Office.(2000).CaliforniaCommunityCollegesTechnologyIIStrategicPlan,2000-2005.Sacramento: CaliforniaCommunityCollegeChancellor’sOffice.

CCC_Chancellor’s_Office.(2007).CaliforniaCommunityCollegesTechnologyIIIPlan.Sacramento:CaliforniaCommunityCollegesSystemOffice.

DVC. (2006). Diablo Valley College Strategic Plan 2006 - 2011. Diablo Valley College.

DVC. (2007a). Diablo Valley College Online Course Guidelines. Diablo Valley College.

DVC. (2007b). Educational Master Plan 2007-2017. Diablo Valley College.

Gartner_Group.(2008).GartnerIdentifiestheTop10StrategicTechnologiesfor2008.Retrieved2/22/09,2009, from http://www.gartner.com/it/page.jsp?id=530109

Johnson, L., Levine, A., & Smith, R. (2009). The 2009 Horizon Report. Austin, TX: The New Media Consortium.

Olsen, E. (2007). Strategic Planning for Dummies. Hoboken: Wiley Publishing, Inc.

Seaberry, B. (2008). A Case Study of Student and Faculty Satisfaction with Online Courses at a Community College. Ann Arbor: ProQuest LCC.

Appendix A: Technology Master Plan

27

Appendix A: Technology Master Plan 2001-2004 to 2009

Year Significant Events and Accomplishments2001-04 See Progress Report II: DVC Technology Master Plan 2001-2004 •

http://www.dvc.edu/technology2004-05 DVC Ranked 9• th Digitally Savvy Suburban Community College

Fall 2004 online headcount is 7.9% of college headcount and 3.7% of FTES•

WebCT, STARS, Exchange upgrades•

Email accounts for all part-time faculty•

Student Technology Use Survey•

Reviewed DVC Technology Master Plan and developed new strategies•

Developed wireless network proposal (informed by student survey)•

Began including assistive technologies in lab software updates•

Summer 2005 Projects: •

Summer Institute Technology Trainingo

Replaced DVC firewall systemo

Upgraded core network switcho

Reconfigured about 75 building network switches with new VLANso

Replaced/upgraded lab computers in SRVC-212, ET-127, L-148, M-136, LC-o 200C, A-303, SRVC-204

Installed new servers and storage for student lab networko

Replaced 38 faculty computerso

Installed new smart classrooms in LA-117, LA-121, LA-215, LA-217, LC-101, o A-302, ET-102, PA-102, H-110

Replaced overhead projectors in Math buildingo

Installed new DVD/VCR players in LA, MA, BE, PS, SC, SRVC, and ETo

Started implementation of wireless networko

Started remodel of Life Science building to become Advanced Technology o Center (ATC)

ThefollowingtableprovidesabriefoverviewofsignificanteventsandaccomplishmentsrelatedtothestrategiesoftheDVC Technology Master Plan 2001-2004. It includes a link to a detailed Progress Report for the years 2001 to 2004 and a listofsignificanteventsandaccomplishmentsthatoccurredbetween2004and2009.AlthoughtheTechnologyMasterPlan has not been formally rewritten since 2001, it continued to serve as a strategic guide to the planning efforts of the Technology Committee and the operations of Information Technology and Services beyond 2004. Indeed, in February 2009, the Technology Committee reviewed the strategies of the 2001-04 technology plan combined with the revised strate-gies of 11-17-04, and found that 81% of the strategies were still applicable to this day. For example, here is a sampling of the strategies from the 2001 technology plan that are still applicable: (a) improve distance education opportunities (#2.2), (b) keep websites current to meet the changing needs of DVC (#7.1), (c) ensure open computer labs have software and hard-ware installed to meet the needs of students (#8.1), etc.

Table 4: Technology plan significant events and accomplishments

28 29

2005-06 DVC ranked 4• th Digitally Savvy Suburban Community College


Revised DVC Password Protection Procedures•

Started new KDVC.org online radio for original student music recordings•

Expanded use of WebCT for campus classes•

Pilot tested WebCT 6.0 (as result of pilot, remained with WebCT 4.1)•

Developed new DVC DMZ domain and user accounts•

Provided FrontPage training for staff to update web pages•

Purchased furniture, furnishings, and equipment (FFE) for ATC•

Began student email-blasts on a regular basis•

Summer 2006 Projects•


New ATC computer labs: ATC-108, 109, 110, 112, 113, 115o

New ATC network installation including wirelesso

New ATC installation of 9 smart classrooms and 1 meeting roomo

New ATC installation of officeso

ATC implementation of new electronic card-key systemo

Installed new replacement computers in L-150, L-213, LC-200C, LC-200o

Installed updated (reissued) computers in ET-107, ET-116, C-101, A-303, o PS-110, LC-202

Closed computer labs: BFL-205, BFL-207, LC-200B, BE-214, ET-125, ET-127, o and repurposed computer lab in BE-216

28 29

2006-07 ATC opened Fall 2006 with new labs and smart classrooms (see prior)•


New DVC Online Course Guidelines approved by Leadership Council•

San Ramon Valley Campus opened November 2006•

Student computer labs:o

Three computer labs of 37 workstations and AV systems

One fully-equipped language lab with AV, microphones and headsets

One math lab with specialized software

Assessment center/open lab

Student learning commons for course software and printing

Equipped to meet needs of students with disabilities

All classrooms have dedicated video projectors, AV controls, document o cameras, instructor computers, and phones for emergencies or technical support requests

Two science labs have computer-attached microscopes and a o computerized system is used for tracking chemicals

Six dedicated computers for student registrationo

Network installation in MDF and 4 IDFs – Fiber and Category 5e copper o activated with L2/L3 Ethernet switches

New Internet connection via a DS3 circuit with CENICo

New HVAC system with an IP-based monitoring and control systemo

Summer 2007 Projects:•


Installed replacement computers in library lab, architecture lab, writing o lab, multimedia lab

Installed new Music Technology Lab monitors and servero

Installed new GIS softwareo

Installed new servers for Computer Science, Research, WebCTo

Installed additional network storageo

Reconfigured wireless controller for expansion of wireless access pointso

Installed new laminator and slide converter in media services o

Rewired the Audio Recording Studioo

Reconfigured the Television Studioo

Remodeled the DVC Help Desk countero

Installed new audio-video conferencing system at SRVCo

30 31

2007-08 Fall 2007 online headcount is 16.5% of college headcount and 7.6% of FTES•

Spring 2008 online headcount is 21.1% of college headcount and 9.0% of FTES•

DVC Website Redesign Project is underway•

Completed Standard IIIC Self-Study•

Replaced 70 faculty computers, 50 staff-manager computers, 30 printers.•

Installed AV in PL101, PL102, PL103, LA116, LA118, LA216, LA218, A201, PE Annex•

Helped develop faculty instructional videos for online access•

Microsoft Office 2007 Rollout•

Removed and replaced 117 computers in Learning Center for re-carpeting•

Moved SARS database from DVC to district office•

Dissertation research on student and faculty satisfaction with online courses•

Summer 2008 Projects•


Performing Arts Center audio enhancementso

Replaced ~70 of 86 staff-manager computers and reissued ~25 computers o to part-time faculty and hourly staff offices

Replaced lab computers in BFL-107, 108, 109, 213.o

Replaced student services computer lab in SSC-214o

Installed three smart classrooms for Athleticso

2008-09 (July – Mar)

New DVC Website went live (continuing to update)•

Web Curriculum System 2 went live (continuing to update)•

Provided staff training in OmniUpdate for new DVC website•

Installed SARS TRAK for PE and other SARS database/application development•

Research Office launched Student Learning Outcomes program (eSLO)•

Installed wireless throughout BFL, PS-South, Science Center, PE offices, Gym, PE •Portables, and portions of Art building

Installed new Open Dental Lab network application•

Installed 11 replacement video projectors in Math building•

Installed 4 new smart classrooms in LA-119, LA-120, LA-220, Art•

Installed new virtual servers and storage system in ATC. Moved DVC LAB domain •controllers from physical to virtual servers.

Replaced computer lab in ATC-108•

Installed new backup system for network servers and storage•

Reconfigured wireless access control system for SRVC•

Administered Technology Use Survey of Students, Faculty, Staff and Managers•

Participated in Statewide Online Student Retention Survey and Study•

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Appendix B: Technology Items from Program Reviews 2005-2009The DVC Educational Master Plan 2007-2017 (DVC, 2007b) included a chapter on program assessment and department plans. This section was reviewed by some members of the Planning Group as part of the needs assessment for this technology plan. Thereviewidentifiedmanytechnology-relateditems,someofwhichhavegeneralapplicationtotheTechnologyMasterPlan.As listed in Table 5, each of the technology items was reviewed for likely funding sources and likely staff support resources. Those items which have X’s in the College Funding Source column and the IT&S Staff Support column are the most likely candidates to be addressed in the Technology Master Plan (bold font). Those items which have X’s in the IT&S Staff Support column are possible candidates to be addressed in the IT&S Program Review (italicized or bold font). However, in order for anitemtogetfullyimplemented,itmustfirstreceivethefundingandstaffsupportitrequires.Thistableisforplanninganddiscussionpurposesandisnotmeanttobecomprehensive,definitive,or100%accurate.Itdoesnotnecessarilyreflectpast,present or future funding sources or staff support.

Table 5: Program review technology items taken from DVC Educational Master Plan 2007

Technology ItemsFunding Source Staff SupportDept. College Dept. IT&S

Training in emerging technologies X X X X

Latest equipment for specific disciplines X X X

Software for office operations and instructional delivery X X X

Update science laboratory equipment X X

Hiring additional staff and faculty X

Availability of testing centers for online courses X X X

Increasing retention and success for online students X X

Developing online courses for science classes with lab requirements

X X X

More online student services for students X X X X

ePortfolios for Business students X X X X

Expand use of WebCT and podcasting for programs X X

More faculty training for online course development X X

Effective counseling to ensure students are ready for online courses

X X

Journalism links between print/online/podcasts/video X X X

Virtual laboratory simulations for chemistry X X X

Mathematics computer-assisted delivery X X X

Engineering design and testing equipment X X X

Library communication technologies X X X X

Same-day counseling appointments X X

FAFSA personal assistance X X

Student life communication options X X

Media services technology upgrades X X X X

Expansion of digital media for Art program X X X X

Digital photography program X X X X

Music technology expansion X X X X

Dental digital X-rays X X X X

Industrial technology X X X

Energy management X X X

Upgrade classroom and lecture hall equipment – LCD projectors, audio systems, video players, screens

X X

Expand wireless for PE X X

New audio technologies for PE X X

32 33

Technology ItemsFunding Source Staff SupportDept. College Dept. IT&S

High resolution document image cameras for humanities’ classrooms

X X

Replace classroom slide projectors X X X

Improve smart classrooms for humanities X X

Improve communication methods for performing art requests X

Replace computers in instructional lab X X

Improve drama related media and materials X X X

More DVD/TV carts for drama X X X

Provide a laboratory for students to learn to use presentation technology

X X

Digital recorders for speech classes X X X

Performing arts stage technology X X X X

Make all English classrooms into smart classrooms X X

Upgrade computer lab X X

Support needs of departmental computer lab X X

Support specific software for departments X X X X

Upgrade smart classrooms X X X

Expand wireless X X

Provide timely technology support in classrooms X X

Improve physical facilities of classrooms X

Provide additional instructional technology support for faculty X X

Evaluate the need for online/hybrid courses in departments X X X

Update student service technologies X X X

Provide additional technology support for student services X X X

Improve information resource access between SRVC and DVC X X

Expand document imaging to new student service departments X X X X

Consider Datatel support at the college X X

Develop online assessment tests for mathematics X X X

Expand SARS TRAK to additional departments X X X

Complete confirmation of SARS research data X X

In addition, members of the Planning Group examined technology related items from instructional program reviews and student service program reviews that were completed between 2006 and early 2009. These items are summarized in a simi-lar manner in Table 6.

Table 6: Instructional and student service program review technology items (2006 to 2009)

32 33

Develop electronic forms and transactions to replace physical forms and transactions when possible

X X X X

Provide additional software training for staff X X

Provide more support for database applications such as SARS X

Provide automated digital communications to students via multiple channels – phone, email, text

X X X X

Develop customized databases for tracking student retention and success

X X

Develop web portal for all student services X X

Use social networking sites for connecting with students X

Provide laptops for student outreach X X X

Ensure all printers are working X

Assist with technology purchasing requests X

Support video-conferencing to connect DVC and SRVC X

Support innovative uses of technology by student services X X X X

34 35

Appendix C: Executive Summary of Technology Use Survey 2009

A technology survey was administered to DVC students and employees between March 3rd and March 12th, 2009. A total of 364 students and 240 employees responded to the survey. The employee survey results were disaggregated by faculty and staff/managers. The purpose of the surveys was to conduct a needs-assessment of commonly used technologies for teaching, learning, communications, research and operations. The results will help inform the priorities of the new Tech-nology Master Plan and the administrative program review of Information Technology and Services.

The following table shows those resources which had the highest (90% +) and lowest (< 75%) overall satisfaction among students, faculty, and staff-managers. The complete report lists the responses for all of the resources and is available online at www.dvc.edu/technology.

Table 7: Technology survey items above 89% and below 75%

Students Faculty Staff and Managers90% or more of the respondents were satisfied or very satisfied with the following:

Advanced Technology •Center (95%)Lab Internet access (94%)•Lab support from staff •(92%)Lab hours of operation •(91%)Computer hardware (91%)•WebCT (90%)•Lab software (90%)•Availability of computers •in labs (90%)

Media checkout (99%)•Media deliveries (97%)•Lab Internet access (94%)•Lab hours of operation 92%)•Office network access (90%)•Staff development computer •lab (90%)Library catalog (ALICE) (90%)•

Media set-up for special •events (100%)P-drive (97%)•S-drive (96%)•Office Internet access (95%)•Staff development computer •lab (92%)Lab Internet access (92%)•Exchange/Outlook (92%)•Outlook Web Access (90%)•

Less than 75% of the respondents were satisfied or very satisfied with the following:

Nothing < 75%. The following <80%:

Faculty websites (77%)•Lab printing (76%)•Classroom wireless (76%)•

Office hardware support (74%)•District website* (74%)•Outlook Web Access* (73%)•Laptop hook-up to projector •(71%)Control of projectors sources •(70%)DVC Help Desk (70%)•Computer hardware (67%)•Office software training (66%)•Classroom technology support •(66%)District Intranet* (64%)•Office printer (64%)•Voyager (faculty web pages •(63%)Classroom network access •(63%)DVC website (62%)•Email storage* (57%)•Wireless (45%)•Computer replacement cycle •(44%)Datatel* (31%)•

Office printer (74%)•Classroom technology •support (73%)Email storage* (71%)•DVC Help Desk (69%)•Computer replacement cycle •(68%)Datatel* (67%)•DVC website (66%)•Office hardware support •(65%)Office software training •(55%)

*District IT items will be communicated accordingly.

34 35

Theweightedaverageforsatisfiedandverysatisfiedresponseswas86%forstudents,75%forfaculty,and 81% for staff-managers. Based on all the survey results, the following issues will be addressed for technology planning purposes:

• developaresponsiveDVCHelpDeskthathandlesallsupportrequestsinatimelymanner;

• requestmorestaffpositionsforInformationandTechnologyServices;

• developconsistentcomputerreplacementcyclesforallemployees;

• providecomprehensivewirelesscoveragethroughoutallcollegelocations;

• providemoretrainingintheuseofsoftwareapplications(e.g.,Office,Datatel,Web,etc.)andclass-room technologies;

• providemoreemailstorageforallemployees;

• improvethenavigationalstructureandcontentofthenewwebsite–especiallyforfaculty,staff,andmanagers;

• addressprinterissuesincomputerlabsandoffices;

• encourageallfacultymemberstopostinformationabouttheircoursesonline;

• improveWebAdvisorissuessuchasslowness,timingout,log-inerrors,andcontinuetoworkonDatatel improvements.

The results of the survey indicated many other areas that should be considered for technology planning at DVC. These include electronic forms, downloadable lectures, more online courses, better use of com-puter labs, more software in computer labs, more Macs in open labs, more tech support for classrooms, video editing studio for faculty, digital whiteboards, tablet PCs, smart classrooms, more online support for students, instant communication of class cancellations, high bandwidth network, expanded docu-ment imaging, more network applications, additional support of network applications, easier methods to access resources from off-campus, and more IT staff. The remainder of this report includes a full descrip-tion and analysis of the survey results and is available at www.dvc.edu/technology.

36 37

Appendix D: Technology Policies and Procedures Reference

The following table lists the district and college technology related policies, procedures and guidelines. It is updated at http://www.dvc.edu/technology.

Table 8: Technology policies, procedures, and guidelines

Policies and Procedures Reference Adoption/Revision

Acceptable Technology Use Policy District Board Policy 5030 January 30, 2002

Acceptable Technology Use Procedures District Board Policy 10.06 January 30, 2002

Active Directory Management District Cooperative Agreement 1012.01

2004

Computer Center: Priority Usage DVC Procedure 6102.01 May 17, 2004

Copyright Procedures For Printed and Media Materials and Computer Software

District Curriculum and Instruction Procedure 4003

October 25, 2000

DVC Online Course Guidelines Leadership Council Approval May 15, 2007

Email Distribution List District Implementation Guide 2012.01

November 11, 2003

Mail and Communication Systems DVC Procedure 5030.01 May 17, 2004

Password Protection Procedure DVC Procedure 5030.03 April 24, 2006

Software Use Policy District Board Policy 4006 January 30, 2002

Technology Purchase Standards and Process DVC Procedure 5111.01 May 17, 2004

Websites DVC Procedure 5030.02 May 17, 2004

36 37

Appendix E: Technology Staff Baseline ModelFor benchmarking purposes, the following table shows how many technical staff and managers are recommended to support the computing, network, and application needs of DVC according to the Total Cost of Ownership (TCO) model that was pub-lishedintheCaliforniaCommunityCollegeTechnologyIIPlan(CCC_Chancellor’s_Office,2000).Forcomparison,Table9showstherecommendedFullTimeEquivalent(FTE)Staff,actualFTEStaffandunmetFTEStaffneedsforspecifictechnicalcategories.This table is meant to serve as a benchmark comparison between the TCO Staff Baseline Model and DVC.

Table 9: Information technology staffing needs for DVC

*These FTE staff numbers are approximations that will need further refinement for accuracy. The totals show a gap of about 14 FTE to meet the baseline recommendations for technical staff and managers. **For these computer lab technical staff, many of whom are assigned to non-technical managers, it is difficult to estimate what per-cent of their time is spent providing Level1 PC support versus other lab duties. ***This includes 1.0 FTE staff that reports to a non-technical manager.This Technology Staffing Baseline Model does not address the need for instructional technology staff or media services. According to the Technology Master Plan (Goal B), we will also need additional instructional technology staff.

Category Assumptions Recom-mended

Baseline FTE Staff

Actual FTE Staff* Un-met FTE Staff

Level 1 Support (PC support)

1 staff per 150 PCs(2,000 PCs)

13.33 ~ 5 IT department staff~5 Non-IT department**

3.33

Application Development 2 staff per 12,000 FTES (18,000 FTES)

3 1.5*** 1.5

Network and systems administration

1 staff/300 PCs(2,000 PCs)

6.66 1.66 5

Web Administration 1 staff per 12,000 FTES (18,000 FTES)

1.5 0.75 0.75

Administrative Systems Support (web, users development of applications)

1 staff per 12,000 FTES (18,000 FTES)

1.5 0.75 0.75

Network Support 1 staff per 12,000 FTES(18,000 FTES)

1.5 1 0.5

Technical Management 1 manager/500 PCs(2,000 PCs)

4 1.5 2.5

TOTAL: 31.5 17.2 14.3

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Appendix F: Summary of Technology Goals and StrategiesA. Student Access:

Provide secure student access to learning resources and support services for all college locations.

A.1. Identity management

A.2. Computer lab operations

A.3. Computer lab hardware and software

A.4. Online courses and programs

A.5. Online learning and support services

A.6. Virtual desktop computing

B. Instructional Technology: Support the success of all students through the development of instructional technologies including the delivery of instructional media for use on and off-campus7.

B.1. Instructor support

B.2. Online lectures

B.3. Smart classrooms

B.4. Instructional video

B.5. Student response systems

C. Campus Computing: Develop and improve secure computing systems to increaseinstitutionalefficienciesandprovidelong-term support for campus computing needs.

C.1. Custom application development

C.2. Network application support

C.3. Computer hardware and software standards

C.4. Network access from off-campus

C.5. Printer standards and support

C.6. Institutional software licenses

C.7. Policies and procedures

D. Network Infrastructure: Upgrade and maintain the network infrastructure to sup-port comprehensive wireless, voice, video, and data com-munications with high availability and recoverability.

D.1. Wireless access

D.2. Network infrastructure standards

D.3. Network management

D.4. Network storage

D.5. Disaster recovery

D.6. Administrative server virtualization

E. Technology Support: Provide ongoing training and technology support services to meet the needs of students, faculty, staff and managers.

E.1. DVC Help Desk

E.2. Service Level Agreements

E.3. Technical staff and managers

E.4. Technology training for operations and support

E.5. Technology training for learning and instruction

F. Digital Communications: Develop and support multiple, digital, means of com-munications between the college, community and all constituencies. F.1.Unifiedcommunications

F.2. District portal

F.3. Website development

F.4. Video conferencing

F.5.Time-sensitivenotifications

F.6. Emerging communications

7Instructional materials must meet the electronic and information technology accessibility requirements of Section 508 and be in compliance with copyright laws.

321 GOLF CLUB ROAD, PLEASANT HILL, CA 94523

WWW.DVC.EDU

This 3-D rendition of the DVC campus with regards to the surface elevation and selected buildings was designed by Gary Lyons for a class

project in GEOG 126- Advanced GIS at Diablo Valley College.

dvc technology master plan 2009-2013

Documents

technology vision

technology policies

field of technology

technology resources

new technology plan

technology planning

technology survey items

future technology needs