strategic information technology management plan - … technology. strategic planning and funding...

Strategic Information Technology

Management Plan

2018 – 2021

Nassau Community College Information Technology Strategic Plan 2018-2021

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Vision

Nassau Community College considers the role of technology to be a vital component for the successful achievement of a well-rounded education. Technology at NCC will be readily available and operate seamlessly in the background. Information Technology Services will attempt to provide the most effective technological services for faculty, staff, and students.

Technology will support the mission of NCC by contributing to administrative efficiency, engaging faculty, enhancing instructional delivery, and empowering students.

The mission of the Information Technology Services (ITS) Department is to provide a secure and reliable technology-based environment, an innovative approach to delivering effective information technology products and services, and a service-oriented mindset that facilitates teaching, learning, research, and administration in support of the mission of Nassau Community College.

Guiding Principles

In strategic alignment with the Institution’s mission and goals, the Information Technology Services Division strives to achieve its mission, vision, and goals by committing to the following set of guiding principles:

• Enhance teaching and learning by encouraging and supporting the use of technology;

• Ensure reliable infrastructure, systems, and services in a secure environment;

• Maintain existing technology needs, but also foster innovative and emerging technologies;

• Provide effective planning, management, and accountability for ITS resources by aligning technology with institutional priorities;

• Disseminate knowledge about technology needs, resources, constraints, and financial implications;

• Maintain a positive, customer-focused relationship with all users through open communication, integrity, and excellent customer service;

Background

The Information Technology Services (ITS) Department is responsible for the support of complex systems that provide delivery of a variety of electronic information to the institution. The information and systems that provide this data are vital to all faculty, staff and students.

Information Technology continues to change at a rapid pace. We must constantly adapt to new technology and adjust to the delivery of instruction to today’s students. Nassau Community College, not unlike any other college, faces financial constraints with limited funding. Technology competes for a larger portion of those funds every year. The institution strives to provide students with the most robust


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technology, while simultaneously balancing infrastructure requirements and faculty and staff requirements.

The Information Technology Services Strategic Plan attempts to gather planning input from several

sources, and project the strategic course for technology for the upcoming years. The plan contains current

goals and accompanying action plans to address these goals. Although the plan is strategically focused

three years into the future, it must be reviewed annually and adjusted to reflect the current needs of the

College. This plan will serve as the dynamic mechanism for insight into the complex process of managing

information technology.

Strategic Planning and Funding

The technology infrastructure and rapidly evolving technology needs of Nassau Community College are

continuously assessed and evaluated by the College‘s Office of Information Technology Services (ITS).

Annually, the College‘s Chief Information Officer (CIO), working with various College constituencies

including administrators and faculty, identifies specific areas of focus and allocates appropriate

technology funding based on strategic needs.

Part of this funding comes from a student technology fee. The proceeds from the mandatory technology

fee, levied on all students as part of registration fees, are deposited in a technology fund managed by the

CIO. Utilizing the Pegasus system, technology fund requests are initiated and academic justifications for

requests are documented. Each request goes through an approval process culminating in a final funding

decision by the CIO. In consultation with the academic departments and the Academic Area Deans, the

CIO prioritizes and allocates technology funding for upgrades to classroom technology, computer labs,

servers, network capabilities, and faculty computers and other equipment. The technology fee has made

it possible for ITS to tackle serious issues related to deferred maintenance and aging infrastructure, vastly

improving the effectiveness of instruction and student satisfaction on the campus and allowing for a

continuous technology renewal plan to keep equipment current as the technology evolves.

In addition to funding through the student technology fee, the college requests capital funds from Nassau

County to further support campus technology renewal plans. These capital funds from the County with

matching funds from New York State, have and will continue to support major improvements to the

Colleges infrastructure renewal and technology capability.

Technology Focus Areas

Based on the principles noted above along with an environmental scan and discussions with faculty, staff

and students, the following key Technology Strategic Goals have been identified. These goals are designed

to be in alignment with the NCC Strategic Plan 2014–17 GOAL 5 - Improve the Physical and Technological

Infrastructure to Meet Institutional Needs


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Technology Areas of Focus

I: Technology Infrastructure and Resources: Maintain a robust and reliable information technology infrastructure with current computing equipment and high quality systems and services for faculty, staff, and student use.

II: Customer-focused Service: Provide information technology products and services that meet the

needs of NCC, and achieve superior customer service responsiveness and satisfaction.

III: Instructional Technologies: Support faculty and students by delivering current tools and

technological advancements to enable accessible academic innovation in instructional delivery, learning, and research; preparing students for today’s workplace.

IV: Administrative Support: Provide operating efficiencies by developing and maintaining the

appropriate technology, systems, and tools for administrative offices and programs in a cost effective manner.

V: Information Security: Protect the confidentiality, integrity and availability of the Institution’s

information systems in support of the faculty, staff, and students at Nassau Community College.

VI: ITS Resource Management: Ensure effective management of information technology resources

through careful planning, analysis, coordination, and oversight of all operations, systems, services, budgets, personnel, and associated support functions.

Plan Assessment and Monitoring

Assessment and the ongoing management of this plan are necessary to take into account changes in agreed-upon strategies and to assess the performance of these strategies. Accordingly, the CIO along with other ITS management will be responsible for a Periodic Review of progress against goals, and an Annual Assessment and update of the Technology Strategic plan.

3-year Action Plan

Assumptions: Each of the Year-by-Year priorities below will require a project plan specifying timelines, responsibilities, measurement criteria, hardware and software costs, etc.


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Executive Summary of ITS Plan

I. Technology Infrastructure and Resources

Goal: Stewardship

Objective: To provide administrative leadership that assures educational quality, furnishes

adequate student support services, maintains effective budgeting and facilities management,

and stimulates planning for the future of the College.

Strategies:

Upgrade and expand wireless network – replace outdated equipment (routers and APs) and

expand coverage to include open space on campus.

New fiber – replace existing multi-mode fiber runs with single- mode. Add several new runs to

allow for a faster internal network.

Redesign of the primary data center – reconfigure the space to a more modern data center with

proper environmental controls. Recapture space for office and conference rooms.

Prepare for Banner XE - this will be a complete rewrite of the product front-end. The core, "back-

end" components will still be an Oracle database with similar table structure.

Campus Security upgrades – over the past year ITS has assumed the lead on all technology

relating to campus security. This includes the C-cure card access system, camera and video

management system. A major effort is underway to greatly expand and improve security on

campus through the use of technology.

DAS (Distributed Antenna Services) – with increased use of on-campus cell phone usage for

security (RAVE) and operational needs (queuing).

Print Management - Investigate bringing the PaperCut solution in-house and expand the usage

campus-wide. The ultimate goal is to reduce costs by identifying the high cost areas and

directing them to a more efficient means of printing.

Investigate Cloud Storage & Hosting facility for website –. Move the NCC website to a secure

cloud services platform. In addition, as cost for external storage decreases we will explore the

possibility of maintaining some data/applications off campus. This will provide the backup and

DR controls needed for a 24 x 7 operation

II. Customer-Focused Service

Goal: Student Persistence and Success

Objective: To provide the support services necessary for students to realize their maximum potential.

Strategies:

New NCC website – After completing the portal rollout we will begin the process of designing

and delivering a new web presence to NCC

New Help desk system - investigate a more user friendly and easier to use help desk ticketing

system

Mobile application - provide mobile apps that will allow students to access Banner functionality

from their mobile devices.


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Windows 10 – Migrate all College users to the next generation of OS.

Portal enhancements – enhance the functionality of the portal for both students and faculty.

Enhancements to Queueing system – work closely with user departments and vendor to

improve and stabilize the Qnomy application.

Degreeworks – (Student Advisement Degree Audit) a web-based application that allows students

to view their progress towards a degree (SUNY mandate).

College Scheduler – Allows students to search for classes based on their availability. This will

provide the College with backend data

Digital signage – continued expansion of digital signage throughout the campus. This will be

used for promoting important college/department events.

New web applications – Major development will be in the following areas: adjunct contract

process & appointment applications

III. Instructional Technologies

Goal: Student Persistence and Success

Objective: To provide the support services necessary for students to realize their maximum potential.

Strategies:

Continued Integration of Audio Visual - into ITS operations and strategically standardize

audio/visual equipment across all classrooms to provide a uniform experience for faculty and

improve functionality; including laboratories.

Expansion of classroom technology - Support requests made via Pegasus for Tech Fee funding to

supply smartboards and projectors in the classrooms.

Blackboard – continue to work with Distance Education to further expand and enhance the use

of Blackboard throughout the campus.

IV. Administrative Support

Goal: Stewardship

Objective: To provide administrative leadership that assures educational quality, furnishes adequate

student support services, maintains effective budgeting and facilities management, and stimulates

planning for the future of the College.

Strategies:

HR/PeopleSoft implementation – work with the County and College personnel on the

implementation of the new HR/Payroll system

Banner workflow –re-establish the project that automates the grade change approval process.

Investigate expansion to other processes.

Unimarket expansion - assist in the implementation of the Phase 2 of e-procurement

EMS - expand the usage of this scheduling software to include conference rooms and refine the

process of scheduling courses in Banner. EMS will replace our current Adastra system.


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V. Information Security

Goal: Stewardship




Strategies:

Security Plan – develop a comprehensive security plan for the College. A periodic training

program will be established to inform and educate end-users.

Cybersecurity – obtain training and possibly outside consulting to assist the department with the

ongoing threat of cybercrime.

VI. ITS Resource Management

Goal: Stewardship




Strategies:

Change control/ Production lockdown – enhance and more effectively manage/monitor

program change control

Automating user request and documentation process. - use software tools such as Service Now

to automate the processing of user requests.

Please Note: The highlighted strategies in each objective are slated as the top priority for initiation

during the 2017-2018 Academic year.

Information Technology Plan

Technology Infrastructure and Resources STRATEGIC PLAN CYCLE: 2018-2021 DEPARTMENT: ITS (Maintain a robust and reliable information technology infrastructure with current

computing equipment and high quality systems and services for faculty, staff and student use.)

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GOAL 4: Stewardship.

OBJECTIVE 2: To provide administrative leadership that assures educational quality, furnishes adequate student support services, maintains effective budgeting and facilities management, and stimulates planning for the future of the College.

STRATEGY

RESPONSIBILITY

TIMELINE

UNDERLYING ASSESSMENT

REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

Upgrade and expand wireless network – replace outdated equipment (routers and APs) and expand coverage to include open space on campus.

ITS

Replacement of out date equipment, done over a 3-year period.

Expanding coverage to outdoor space should be completed during the 2017-18 academic year

Requests from students (student survey) that outside Wi-Fi would enhance their on campus experience.

Purchasing additional access points and running new data drops for new locations.

Broader coverage of the Wi-Fi network and increased student satisfaction.

75K per year – via Tech Fees

New fiber – replace existing multi-mode fiber runs with single- mode. Add several new runs to allow for a faster internal network.

ITS

Replacement of out date equipment, done over a 3-year period.

Current equipment is older technology. New fiber will allow for the increased network capacity and a more stable network environment.

Cable vendor will need to run the fiber and terminate connections.

Faster, stable network on campus.

50K per year – via Capital or Tech Fees




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STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

Redesign of the primary data center – reconfigure the space to a more modern data center with proper environmental controls. Recapture space for office and conference rooms.

ITS

Plan and design during the Fall semester. Construct and implement during the summer of 2018

Our Data Center is outdated and in need of a reconfiguration. The Data Center was originally constructed for mainframe equipment over 30 years ago. The space needs modernization with proper environmental controls. We would also look to recapture space for office and

conference rooms.

We will need to work with Design and Construction to provide a design and hire a construction firm that specializes in Data Centers. This should be funded with Capital funds.

Modern Data Center equipped to handle the technology needs of the campus for several years

$1.5M from Capital Funding.

Prepare for Banner XE - this will be a complete rewrite of the product front-end. The core, "back-end" components will still be an Oracle database with similar table structure.

ITS

NCC is scheduled to work with ITEC starting in Nov 2017 and should be complete by the end of the March 2018. We must be complete by 12/2018

Ellucian has released this upgrade and is enforcing a deadline of 12/31/2018. This will be a complete rewrite of the product front-end. The core, "back-end" components will still be an Oracle database with similar table structure.

End user and technical training will be required. Consulting will be required for successful implementation.

Successful implementation of Banner XE

$60K from Tech Fees in the upcoming year.




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STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

Campus Security upgrades – over the past year ITS has assumed the lead on all technology relating to campus security. This includes the C-cure card access system, camera and video management system. A major effort is underway to greatly expand and improve security on campus through the use of technology.

ITS

This will be an ongoing 3-year project

Working with Public Safety the need to have a more expansive, technology security presence is required.

Cameras, card swipes and backend technology infrastructure.

25% more cameras and other security devices on campus

$50K per year – Security Capital

Investigate Cloud Storage & Hosting facility website – Move the NCC website to a secure cloud services platform. In addition, as cost for external storage decreases we will explore the possibility of maintaining some data/applications off campus. This will provide the backup and DR controls needed for a 24 x 7 operation

ITS

Two year Project. Evaluation during 2017-18 year and possible implementation 2018- 19

In order to provide better service and security of files offsite storage and processing must be evaluated.

Contract with a vendor such as Amazon Web Services.

Enhanced security and DR processes

Evaluation = no cost

Implementation

= approximately $40K per year




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STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

DAS (Distributed Antenna Services) – with increased use of on-campus cell phone usage for security (RAVE) and operational needs (queuing).

ITS

Implement during the next academic year.

With increased use of on-campus cell phone usage for security (RAVE) and operational needs of the Student Servicing System (QNOMY). We will investigate a DAS (Distributed Antenna Services) solution.

A vendor will be required to integrate with the four major cell providers.

Enhanced cell service throughout the campus

??

Print Management - Investigate bringing the PaperCut solution in-house and expand the usage campus-wide. The ultimate goal is to reduce costs by identifying the high cost areas and directing them to a more efficient means of printing.

ITS

Evaluate and investigate alternatives during the next academic year

Reduce costs by identifying the high cost areas and directing them to a more efficient means of printing.

A solution and coordination with a vendor to implement Print Management.

Reduce costs by more efficient and cost effective printing.

??

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Customer-Focused Service (Provide information technology products and service that meets the needs of

NCC and achieves superior customer service responsiveness and satisfaction.)

STRATEGIC PLAN CYCLE: 2018-2021 DEPARTMENT: ITS

GOAL 2: Student Persistence and Success

OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential.

STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

Portal enhancements – enhance the functionality of the portal for both students and faculty.

ITS

Academic year

2017-18

Based upon feedback from Student and Faculty surveys

Internal resources and possibly assistance from our Portal vendor

Better student/faculty experience. Positive feedback on surveys.

$20K per year

New NCC website – After completing the portal rollout we will begin the process of designing and delivering a new web presence to NCC

ITS

Summer of 2017 and Fall of 2018

Web site is aged and requires a new, fresh look. It must be mobile friendly and provide analytics for management

Internal resources and assistance from our Website vendor

Better student/faculty experience. Mobile friendly and better designed for analytics.

Initial $50K investment. Annual maintenance cost will remain the same.

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STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

New Help desk system - investigate a more user friendly and easier to use help desk ticketing system

ITS

Academic year 2018-19

Aged application that is end of life. Received complaints that the system is not user friendly.

Internal resources and vendor implementation services.

Fully implemented system that provides a user-friendly experience.

$25K implementation cost Need 2018-2019

Mobile application - provide mobile apps that will allow students to access Banner functionality from their mobile devices.

ITS


Although a very successful launch of the first generation of the NCC mobile application, more features are needed. The ability to pay your bill online and see financial aid will be added in the next release of the app.


Fully implemented system that provides an enhanced user experience.

$5K implementation cost.

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STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

Windows 10 – Migrate all College users to the next generation of OS.

ITS


College should remain current with the latest version of Microsoft operating system. Released several years ago, this is now a stable and fully accepted platform.

Internal staff resources

All computers on campus converted to a Windows 10 operating system

No additional cost associated with this.

Enhancements to Queueing system – work closely with user departments and vendor to improve and stabilize the Qnomy application.

ITS


After the initial implementation, discovered modification development required


Updated system that provides an enhanced user experience

$10K for vendor implementation services.

14







STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

Degreeworks – (Student Advisement Degree Audit) a web- based application that allows students to view their progress towards a degree. (SUNY mandate).

ITS

Academic year 2017-18 (Registrar defining timeline)

SUNY initiative- will enhance the student experience when performing degree audits

Internal resources and SUNY application experts.


Already paid as a SUNY unfunded mandate.

College Scheduler – Allows students to search for classes based on their availability. This will provide the College with backend data

ITS


Need to enhance the student Advisement process. This will provide the student with an improved class scheduling experience.



$50K per year.

15







STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

Digital signage – continued expansion of digital signage throughout the campus. This will be used for promoting important college/department events.

ITS


Need to provide digital communication to the students and faculty

Internal resource. Cost of required hardware and software.

Additional usage of digital signage around campus.

$20K per year for hardware and software licenses.

New web applications – Major development will be in the following areas:

a) Adjunct contract

process b) Appointment

applications

ITS


Need to replace outdated manual process with a more efficient and effective automated process

Internal staff resources

Automating several manual processes

Possible PT contract for developer

16


Instructional Technologies (Support faculty and students by delivering current tools and technological


advancements to enable accessible academic innovation in instructional delivery, learning and research; preparing for today’s workplace.)



STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

Continued Integration of Audio Visual - into ITS operations and strategically standardize audio/visual equipment across all classrooms to provide a uniform experience for faculty and improve functionality; including laboratories.

ITS

This

integration will continue through the 2018-21 plan

Tighter integration with the core ITS operations will provide a more efficient and effective operation.

Internal staff resources.

A more effective Audio/Visual operation.

none

Expansion of classroom technology. Support requests made via Pegasus for Tech Fee funding to supply smartboards and projectors in the classrooms.

ITS

This will continue through the 2018-21 plan

Support the Academic mission in providing an enhanced classroom experience for our students

New equipment (LED screens, Smart boards, etc.)

Internal A/V resources to install equipment

Enhanced classroom experience for our students.

$30K per year – Tech Fees

17


Instructional Technologies (Support faculty and students by delivering current tools and technological


advancements to enable accessible academic innovation in instructional delivery, learning and research; preparing for today’s workplace.)



STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

Blackboard – continue to work with Distance Education to further expand and enhance the use of Blackboard throughout the campus.

ITS


Assist and coordinate technology efforts between ITS and Distance Education.

Internal resources from both ITS and Distance Education.

Expansion and enhanced use of Blackboard application throughout the campus.

none

18


Administrative Support (Provide operating efficiencies by developing and maintaining the appropriate


technology, systems and tools for administrative offices and programs in a cost effective manner.)



STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

Banner workflow –re-establish the project that automates the grade change approval process. Investigate expansion to other processes.

ITS

This will continue through the 2018- 21 plan

Need to automate many processes in back office operations.

Internal resources and consulting as needed

Increased efficiencies through automation.

$10K per year for consulting

Unimarket expansion - assist in the implementation of the Phase 2 of e-procurement

ITS

This will continue through the 2018- 21 plan

Need to automate the outdated paper requisition process. Need to increase efficiencies in Procurement

Procurement and ITS internal resources. External Consulting expenses.

Increased efficiencies through automation

Will be noted on the Procurement budget.

19


Administrative Support (Provide operating efficiencies by developing and maintaining the appropriate


technology, systems and tools for administrative offices and programs in a cost effective manner.)



STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

HR/PeopleSoft implementation – work with the County and College personnel on the implementation of the new HR/Payroll system

ITS

Sometime in 2017 (dependent on County timeline)

Old County payroll system is at end-of life. New PeopleSoft system will enhance automation in the payroll process.

ITS developers

Successful implementation of PeopleSoft system.

None

EMS - expand the usage of this scheduling software to include conference rooms and refine the process of scheduling courses in Banner. EMS will replace our current Adastra system.

ITS

Continue the rollout of the EMS scheduling for software capabilities during the 2017-18 academic year.

Need for a software tool to enhance the management of space on campus.

Internal resources and consulting as needed

Increased efficiencies through automation and better analytics related to space utilization.

$10K per year in consulting expense.

20


STRATEGIC PLAN CYCLE: 2018-2021 Information Security DEPARTMENT: ITS

(Protect the confidentiality, integrity and availability of the Institution’s

information systems in support of the faculty, staff, and students at Nassau Community College.)



STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

Security Plan – develop a comprehensive security plan for the College. A periodic training program should be established to inform and educate end-users.

ITS

Academic

year 2017 - 18

Although several pieces of IT security are documented in various forms. A single IT Security Plan is needed (referenced by our external auditors)

Internal resources

Comprehensive security plan and training program.

Possible overtime required.

Cybersecurity – obtain training and possibly outside consulting to assist the department with the ongoing threat of cybercrime.

ITS


This is an increasing threat to all organizations. Training and enhanced tools are required.

Training and possible purchase of system tools and utilities.

Enhanced knowledge and awareness of the cybersecurity threat.

$10K per

year in training.

21


STRATEGIC PLAN CYCLE: 2018-2021 ITS Resource Management DEPARTMENT: ITS

(Ensure effective management of information technology resources through careful planning,

analysis, coordination, and oversight of all operations, systems, services, budgets, personnel, and associated support functions.



STRATEGY

RESPONSIBILITY

TIMELINE


REQUIRED

RESOURCES

OUTCOMES/METRICS

ANNUAL

FINANCIAL PLAN

Change control/ Production lockdown – enhance and more effectively manage/monitor program change control

ITS

This will

continue through the 2018-21 plan

Need to automate and more effectively manage program updates to the production environment

Internal resources and possibly a 3rd

party software tool.

More effective and controlled production environment

None

Automating user request and documentation process. - Through the use of software tools such as Service Now, automate the processing of user requests.

ITS

This will

continue through the 2018-21 plan

Need to automate the user request system. Currently there is a lack of management reporting and lack of efficiency in the process.

Internal resources and possibly a 3rd

party software tool.

More effective and efficient process. Better reporting to manage the process.

$10k per

year starting in 2018-2019

strategic information technology management plan - … technology. strategic planning and funding...

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