TABLE OF CONTENTS. Section Document Change Log. Section Executive Summary. Section 3.0 Institutional Culture of Planning

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2 TABLE OF CONTENTS TABLE OF CONTENTS Section Document Change Log Section Executive Summary Section 3.0 Institutional Culture of Planning Section 4.0 Technology Master Plan Assessment Committee Members Section Technology Master Plan Assessment Methodology Section 6.0 Technology Master Plan Assessment Scorecard Section 7.0 Technology Master Plan Quantitative Assessment Analysis Section 8.0 Technology Master Plan Objectives Section 8.1 Core Infrastructure Section 8.2 Network Topology Section 8.3 Software Section 8.4 Security Section 8.5 Staffing Section 8.6 Governance Section 9.0 Recommendations for the Technology Master Plan Section 10.0 Conclusion Section References 2

3 Section Document Change Log Document Version User Role Date Notes Version Brian Orlauski Dean Info Tech 02/10/2014 Initial Document Creation Version Brian Orlauski Dean Info Tech 04/28/2014 After review of document with Faculty, Admin, and Classified committee leadership, revising document. Version Brian Orlauski Dean Info Tech 05/01/2014 Approved by ETC. Version Brian Orlauski Dean Info Tech 05/19/2014 Revised document for consistency of fonts. Version Brian Orlauski Dean Info Tech 05/19/2014 Approved by ICTC. 3

4 Section Executive Summary The Mt. San Jacinto College Technology Master Plan Assessment document is a Shared Governance review of the effectiveness of the Technology Master Plan. In support of the Educational Master Plan, the Technology Master Plan is intended to provide the roadmap for the District s technology initiatives. The Technology Master Plan contained seven (7) goals and thirty (30) objectives. Of those thirty (30) objectives, eleven (11) of the objectives have completed action plans and thirteen (13) of the objectives have action plans that have a status of. The assessment team has made nine (9) specific recommendations based on the assessment of the Technology Master Plan that shall be noted in the development of the Technology Master Plan in order to improve the strategic and operational effectiveness of the integrated planning process for Mt. San Jacinto College. Section 3.0 Institutional Culture of Planning Mt San Jacinto College is a planning institution that has developed and actively practices a datacentered approach to continuous improvement for the institutional priorities. In the spring of 2011, the Technology Master Plan (TMP) was authored by the Information, Communications and Technology Committee (ICTC) to provide a long-term technology vision for MSJC. In support of the Educational Master Plan, the Technology Master Plan advises of resource allocation recommendations for the sustainability of currently implemented technology, as well as, the innovative technologies required to meet the needs of the college community. In 2014, the current assessment of the Technology Master Plan shall provide data to support iterative improvements in the integrated planning process at Mt. San Jacinto College. Additionally, the Technology Master Plan should advise the district Strategic Plan as it defines the following institutional priorities: Student Success Fiscally Sound Position Systematic Planning and Assessment Institutional Pride and Organizational Culture Community Partnerships and Service Section 4.0 Technology Master Plan Assessment Committee Members The assessment of the Technology Master Plan was performed under the authority of MSJC Shared Governance. The Information, Communication, Technology Committee (ICTC) served as the primary Shared Governance committee in ensuring the execution of assessment of the Technology Master Plan. Voting members of ICTC for the academic year participated in the assessment. Other Shared Governance committees participating in the assessment include: Educational Technology Committee (ETC), Institutional 4

5 Planning Committee (IPC), and College Council. A listing of individuals participating in the assessment of the Technology Master Plan can be located in appendix A. Section Technology Master Plan Assessment Methodology Assessment metrics of the Technology Master Plan utilize both qualitative measures and quantitative measures. Qualitative and quantitative measures are focused on the incremental impact of the Technology Master Plan in effecting improvements on the documented goals and measurable outcomes contained within the Technology Master Plan: 1) Goal 1 Provide a stable, robust, and scalable core infrastructure to meet the everexpanding current and future technology requirements of the College community 2) Goal 2a Ensure that the network topology is current, robust, redundant, stable and capitalized 3) Goal 2b Make desktop computing environment effective and current, and the desktop computers and peripherals are re-capitalized for replacement. 4) Goal 2c Ensure effective use of the Datatel investment, third party software and integrations. 5) Goal 3a Ensure that system access, security, backup and disaster recovery is in place. 6) Goal 3b Provide technical support that matches the technology investment, including administrator and user training. 7) Goal 4a Develop, review and revise technology related policies and procedures. In addition, quantitative assessments for the Technology Master Plan shall provide information related to the number of objectives successfully funded and completed. 5

6 Section 6.0 Technology Master Plan Assessment Scorecard Below is a listing of the goals, objectives, and status update of the initiatives contained within the Technology Master Plan. Goal Objective Project RAP Submitted Year RAP Funded Core Infrastructure Core Infrastructure Core Infrastructure Core Infrastructure Core Infrastructure Core Infrastructure 1 1 Expand the bandwidth coming into the College and between sites to fully redundant connections. Yes 1 2 Security Officer and Intrusion Detection System Yes 1 3 Switch Recapitalization and Environmental Scan No 1 4 Wireless Overlay Yes VoIP Telephony Recapitalization Complete No 1 6 Teleconference Equipment (PolyCom) Not Started No Network Topology 2A 1 Virtual Server Infrastructure Complete No Network Topology Network Topology Network Topology 2B 1 Maintain robust and secure desktop computing Complete No 2B 2 Laptop refresh and data security No 2B 3 Outsource Printer Management Complete No Network Topology 2B 4 District sustainability No Network Topology 2B 5 Develop, fund, and implement ongoing replacement strategies for software licensing Complete No Network Topology 2B 6 TCO All software procurements should include adequate implementation and support staff as well as adequate hardware In Progress No Software 2C 1 Improved architecture for student services and data reporting Complete Yes Software 2C 2 Evaluation and implementation of an Not Yes 6

7 institutional web-based portal Started Software 2C 3 Utilize Ellucian consultant team to analyze effective use of the Colleague investment Not Started No Software 2C 4 Develop analysis standard and AP for purchase of 3 rd party software Not Started No Software 2C 5 Capitalize institutional and instructional software as an ongoing need with sustainable budget model Complete No Software 2C 6 Develop a data exchange interface between Colleague and Galaxy In Progress No Security 3A 1 Password and identity management software In Progress Yes Security 3A 2 Intrusion Detection and Security Officer In Progress Yes Security 3A 3 Physical Security Environment In Progress No Security 3A 4 Backup and Disaster Recovery Complete No Staffing 3B 1 Total Cost of Ownership Model In Progress No Staffing 3B 2 Professional Development Strategies In Progress Yes Staffing 3B 3 Training Rooms Complete No Governance 4A 1 Review and Update Technology Plan Annually Complete No Governance 4A 2 ICTC and ETC review technology related acquisitions and analyze project achievements Not Started No Governance 4A 3 ICTC to perform regular review of technology Administrative Procedures Complete No Governance 4A 4 Process for litigation holds on records Not Started No 7

8 Section 7.0 Technology Master Plan Quantitative Assessment Analysis The Technology Master Plan contained thirty (30) objectives to accomplish seven (7) goals. The below table provides a snapshot of the status of those objectives as of Spring Information Technology successfully received notification of approved RAP funding for the Wireless Deployment initiative in Fall Additionally, the Instructional Technology Services department received notification of approved RAP funding for an augmentation of the departmental technology reserve in Fall 2013 Goals Complete Not Started Total A 1 1 2B C A B A Total Section 8.0 Technology Master Plan Objectives This section of the assessment provides a brief description of the status and action plans of each objective defined in the Technology Master Plan. Section 8.1 Core Infrastructure Objective 1.1 Core Infrastructure Expand the bandwidth coming into the College and between sites to fully redundant connections. Purchase Required Router, Firewall and intrusion equipment to make MVC fully connected Upgrade current router equipment at SJC Purchase QOS and monitoring software to survey packet management Expand internet connectivity using alternate ISP Ensure network diagnostic tools are available In academic year , MSJC upgraded the SJC internet gateway from 45Mbps to 1 Gbps. Additionally, in , MSJC upgraded the core switch equipment and SJC and MVC as the existing equipment was end-of-life. MSJC has implemented enhanced institutional firewall software and network monitoring tools to provide improved network reporting for QOS and utilization. While MSJC Information Technology staff have hardened network access gateways, MSJC has not acquired and implemented effective intrusion detection software. Despite the 8

9 network upgrades, the gateways at SJC and MVC are not fully redundant with automated failover capability. Prior to the network upgrades of the core switch, institutional firewall, and the SJC internet gateway, internet capacity of MSJC (administrative use) was limited to 45Mbps and SJC had experienced five failures of the firewall that resulted in a temporary loss of internet connectivity. After the upgrades, internet utilization immediately was reported as 140Mbps with a capacity of 1Gbps. Objective 1.2 Core Infrastructure Security Officer and Intrusion Detection System The College should invest in intrusion detection equipment and software, fully supported, Adequate personnel resource to manage and monitor this area, including a Security Officer specialist to manage the system. The College should schedule with a data security consulting firm for an on-site audit. RAPs have been submitted for a Security Officer each year of the Technology Master Plan; however, those RAPs have not been funded. In academic year , the Information Technology department executed a minor department restructure which resulted in a exchange of a Senior Programmer Analyst to a Supervisor of Web Development and Application Security. While this position should not be considered a Security Officer, the position is responsible for reviewing and implementing improved security standards related to software. Additionally, the Information Technology department has hardened access to as well as has improved monitoring of VPN technology, remote terminal services, end-point switches, and server access through the implementation of Orion network monitoring tools, Microsoft System Center, and firewall monitoring tools. Through the standardization of network and server monitoring tools, MSJC is now systematically monitoring all core switch equipment and administrative servers for logins and errors. These systematic monitoring tools are utilized as intrusion detection tools for MSJC s network and servers. MSJC liability insurance vendor will not sponsor a security audit. MSJC still lacks the web application intrusion detection software required to quantify safeguards. Objective 1.3 Core Infrastructure 9

10 Switch Recapitalization and Environmental Scan Ensure that the equipment and cabling supporting College buildings is capable of high speed connectivity. The equipment should be current to be support via contract, and the College should have replacement spares on hand. Each communication closet should have ample UPS, power, ventilation, and physical security. Create and implement a switch and UPS replacement strategy 25% annually Survey the edge and building switches and upgrade Perform a new capacity plan for the equipment, much of it is oversubscribed and out of date Perform an environmental scan, and ensure satisfactory physical environment: secure, ventilated, dust-controlled, temperature controlled, ample electricity, etc. Find adequate space for equipment storage and staging The MSJC Information Technology department has implemented a self-insurance initiative to replace edge switches and UPS equipment. This initiative started in As of January 2014, continues to have seventy (70) substandard 10/100 switches and fiber optics not capable of 10Gbps network traffic throughout the SJC and MVC campuses. MSJC has upgrades the Core switch infrastructure to support 10Gbps from 1Gbps. The Information Technology department has secured office space in MVC 800 and has provisioned deployment areas in both the MVC and SJC department areas. Objective 1.4 Core Infrastructure Wireless Overlay Wireless access should be fully implemented at all campus sites. The College should now revisit the site survey, develop standards, and plan for wireless access that includes software and hardware for management and security. Perform wireless overlay mapping, prioritize deployment Provide LDAP authentication for faculty and students as required by CENIC that includes sign on / password management. The current system supports only 500 heads-down users due to licensing constraints of Clean Access. The system must be expanded. Ensure campus network is protected from virus brought on by PCs and mobile storage Design and implement VPN Design, develop, implement solution to protect rogue access points The MSJC Information Technology submitted a RAP for district-wide Wireless network deployment in 2011, 2012, and The 2013 RAP was funded and procurement was initiated in As part of the wireless deployment initiative, the student firewall was upgraded to deliver improved network capacity and network monitoring for MPAA and RIAA copyright infringement inquiries. 10

11 Student wireless throughput capacity has been increased to provide 10Mbps for 500 concurrent students. 55 additionally wireless access points were purchased in January 2014 and will be installed over the subsequent 12 months in order to provide MSJC 90% wireless coverage for buildings for the student wireless network with management reporting software. Objective 1.5 Core Infrastructure VoIP Telephony Recapitalization Maintain the telephone and voice messaging system hardware on a funded replacement cycle. Maintain the software at the most current level. Take advantage of full telephone capabilities and messaging interfaces through training and communication. Create and implement a phone system core equipment replacement strategy e.g. 4 year cyclical refresh Ensure maintenance of equipment and software upgrades and patches Develop telephone handset purchase and replacement strategy Develop standards and strategies for integrated mobile phone technology Investigate IP outbound access for long distance. Investigate IP gateway services as cost effective solutions Determine need for redundancy in voice and core servers. In 2012, the VoIP Telephony systems were recapitalized through the Information Technology Reserve Fund. Cisco VoIP Telephony system is current and under enterprise support Cisco VoIP Telephony system is redundant between SJC and MVC Information Technology has deployed voic notification to Objective 1.6 Core Infrastructure Teleconference Equipment (PolyCom) Perform an evaluation of equipment placement, security, usability Pull equipment from student access areas Ensure operational standards (Room 805 at MVC is a classroom) Meet ongoing training and support needs. No formal action taken on this objective. The PolyCom system continues to be utilized daily 11

12 for MSJC and for each MSJC Board of Trustee meeting. Section 8.2 Network Topology Objective 2A.1 Network Topology Virtual Server Infrastructure Develop and implement a plan to convert the main College file, and application server to VM. Include recapitalization costs on a prudent refresh cycle. Consolidate and upgrade all servers using VM and/or other current alternative technologies Develop strategies for data storage capacity needs, short and long-term. Consider system access and security requirements. Complete In 2012 and 2013, the MSJC Information Technology server infrastructure was recapitalized through the Information Technology Reserve Fund. When justified, physical servers were migrated to a virtual server infrastructure. Additionally, server infrastructures were deployed at both the SJC and MVC campuses in order to provide server redundancy. The administrative system is on dedicated hardware and requires a plan for long-term sustainability. The current administrator has recommended a hosted solution for administrative . Network fileservers are redundant between campuses and virtualized Web application servers are virtualized; including SharePoint, Blackboard, EagleAdvisor Virtual server infrastructure is capitalized and is under enterprise support contracts. Objective 2B.1 Network Topology Maintain robust and secure desktop computing Complete Consider thin client pods Terminal services Application streaming Remote desktop services Virtual desktops with terminal services The College desktop hardware should be purchased with a funding model that allows for a cyclical refresh cycle, Create and implement desktop technology replacement program 20% annually. The current lease program should be maintained, supported, and should continue. The College should look at dual monitors as a standard productivity tool. 12

13 The MSJC Information Technology department has deployed thin-clients for student use in Veterans, Counseling, and the Eagle Access Centers. MSJC has utilized computer lease budget to purchase 120 new computers. Thin clients have been considered for wide-spread deployment; however, thick-client research tools and video card end-user requirements have rendered the thin-client solution impractical. Information Technology has deployed lower-end dual core desktop computers as a lower cost alternative to high-end desktops. MSJC has deployed four (4) terminal servers for application hosting and remote desktop services. 120 new computers have been purchased. 400 desktop computers have been identified as below the district standard and a replacement cycle has been developed to replace all substandard desktops within two years. Objective 2B.2 Network Topology Laptop refresh and data security The College should develop standards and procedure including authorization parameters for laptops, security of portable data, physical security of the laptop, wireless access, authorization forms for portable equipment, replacement, cost of security licenses, etc. Create and implement laptop procurement, replacement, refreshment strategy. Create and implement solutions for secure portable data Ensure anti-theft technology such as Safe Stop tagging and/or Absolute licenses are utilized. Create laptop wellness check policy. Through ICTC and ETC Shared Governance committees, the Portable Computing AP is a pending documented procedure to manage portable computing devices as requests for tablets have outpaced laptops at MSJC. Requirements outlined in the AP specify security procedures and purchasing procedures. Information Technology has implemented a laptop wellness check program in which all laptops are inventoried and updated for virus protection and software updates on a quarterly cycle. A Portable Computer AP is pending approval Objective 2B.3 Network Topology Outsource Printer Management The College should analyze the feasibility and cost savings to outsource printer management 13

14 Complete MSJC migrated to the ImageSource print management solution in Spring of 2012 after a cost analysis. Cost analysis reports indicate an approximate $12,000 per year savings in printing costs Objective 2B.4 Network Topology District sustainability Ensure that College is supported with servers that allow for current levels of software, e.g. Exchange 2010, and that space is allocated effectively and used efficiently. Develop archiving solution to manage the exponential growth of data in the system, purchase appliance Develop better strategies to remove inactive associate faculty and unused group accounts from the system MSJC is currently utilizing Exchange 2003 for communications. Information Technology staff are working through Shared Governance and Executive Cabinet to strategize a viable hosted solution. Students currently utilize a hosted solution through Microsoft called Office365. Information Technology staff are currently testing with Google Apps for Education and Microsoft Office365. None Objective 2B.5 Network Topology Develop, fund, and implement ongoing replacement strategies for software licensing Conduct software inventory, consolidate budget and administration, and look for economies of scale. Evaluate key server software check out solution. Audit cost of software, some users pay their own licensing and maintenance contracts while others have it centralized. Obtain an auditing package to track software Set standards for software usage so that various groups don t use disparate tools. For example, Class Climate as the survey tool, vs. Zoomerang or Survey Monkey. Create a model for maintaining currency in Microsoft OS and Office Suite versions; migrate to 14

15 Exchange 2010 and Office Complete Information Technology maintains an inventory of software installed on desktops and servers that reside on the administrative network. When functionality exists, departments are mandated to utilize software that MSJC has licensed. Purchasing procedures for software now require Dean of Information Technology or Dean of Instructional Technology Services approval. Office 2010 has been deployed Track-It helpdesk software is utilized to inventory software Objective 2B.6 Network Topology Total Cost of Ownership A Total Cost of Ownership approach should be taken when software procurements are made. Support staff should be specialists, not generalists, to effectively manage systems and provide services. Adequate implementation and support staff Adequate training for support staff as well as user staff Adequate hardware, including long-term capacity planning Provide a training room at Menifee. Update the training room at SJC. Through Shared Governance, Physical Resources, ICTC, and ETC have developed a Total Cost of Ownership definition, form, and a draft of a Total Cost of Ownership procedure for new purchases of software and tangible goods. Total Cost of Ownership definition Total Cost of Ownership Procedure Total Cost of Ownership form Section 8.3 Software Objective 2C.1 Software Improved architecture for student services and data reporting Create a more robust and effective architecture for web-based student services, integrated technologies (portal, communication tools, and web services) and reporting, upgrade the existing server infrastructure, 15

16 the OS to Microsoft, and the database to SQL. Create data warehouse and reporting tools to make relevant data easily accessible to end-user. Complete Although the SQL migration of Colleague and data warehouse solution has not been fully funded nor staffed, MSJC has developed a data warehouse sourced with information from the Colleague Student Information System. Data that has been mapped, translated, and transported to the data warehouse from Colleague has been prioritized by the Research department and Office of Instruction. The Student Information System, Colleague, is currently running on supported hardware through 2015 and is sufficiently sized to support the operations of the college. MSJC does have a data warehouse with a minimum of 50 database tables Objective 2C.2 Software Evaluation and implementation of an institutional web-based portal The Blackboard portal should be evaluated against the benefits of moving to the Datatel web portal product on the Sharepoint platform. The integrated portal will increase user friendliness, provide efficiencies through single sign-on and increase communication and collaboration. Not Started RAPs have been submitted in 2011, 2012, and 2013 for funding to develop an enterprise web based portal for MSJC. The RAPs submitted have not been selected for funding. Objective 2C.3 Software Utilize Ellucian consultant team to analyze effective use of the Colleague investment Utilize the Datatel business services team to analyze effective use of our Datatel investment, module by module. While the analysis cost zero, the solutions will be identified with cost. Not Started Consulting and business process analysis services have not been utilized for Colleague. 16

17 Objective 2C.4 Software Develop analysis standard and AP for purchase of 3rd party software The software that the college has invested in should be utilized effectively for optimal return on the investment. Effective utilization includes sufficient hardware, sufficient technology support staff for integrations and maintenance, and sufficient user personnel so that users are specialized in the use of the system. Ensure that third party products are not purchased without investigation into vested products. Ensure that third party products are not at a custom level that they are difficult to maintain and support. Consider AP regarding third party software products. Not Started All software should have a documented Total Cost of Ownership and lifecycle definition so data integration costs, hardware costs, helpdesk requirements, software upgrade costs, and security costs are identified during the procurement process. Objective 2C.5 Software Capitalize institutional and instructional software as an ongoing need with sustainable budget model The College should capitalize institutional and instructional software as an ongoing need with a sustainable budget model. Complete MSJC has implemented a technology reserve fund for Instructional Technology Services and a separate technology reserve fund for Information Technology. The funds are designed to be utilized for sustaining technology and can be augmented through the budget development cycle. Objective 2C.6 Software Develop a data exchange interface between Colleague and Galaxy Develop data integration between Galaxy and Colleague to improve access to financial and budget information. 17

18 Limited data integrations have been development and implemented for Human Resources. Additionally, in Spring 2014, meetings between Research, Information Technology, Business Services, and Human Resource have occurred and are scheduled to identify data needs and map data from Galaxy to Colleague. This will be a multi-year project that requires collaboration between multiple departments. Section 8.4 Security Objective 3A.1 Security Password and identity management software The college should invest in Password management and integrated single authentication tools. Develop strategies for self-reset password management Ensure that strong password is enforced Integrate LDAP authentication that can be traceable back to student for accountability (note: is also a goal in 1- Infrastructure: Wireless) Password management continues to be the most common work order request to the Information Technology helpdesk. Self-service password management has been developed and deployed for Blackboard, EagleAdvisor, Student (Office365), and student wireless access. Internal domain password self-service is not currently available. As part of the wireless deployment project that was funded in , the Information Technology department is deploying an enhanced management system for the student wireless system in Spring Objective 3A.2 Security Intrusion Detection and Security Officer The College should strongly consider hiring a Security Officer to oversee the many security initiatives and needs. Implement intrusion detection appliance and workflow Maintain and expand the technical solution to alert the campus in the event of an emergency Support the College initiatives for security camera and emergency phone stations Enhance the protection of College information and data security through training and technology e.g. encryption. Enhance SPAM block 18

19 The Information Technology department executed a small restructure during the academic year in which a Senior Programmer Analyst position was vacated and a Supervisor of Web Development and Application Security was filled. While this position is not designed to perform all the duties of a Information Security Officer, the position is designed to supervisor MSJC s software security practices. MSJC has utilized the MSJC Alert system and expanded coverage to the Child Development Centers at SJC and MVC. Additionally, electronic access control hardware for the doors in the Child Development Centers has been procured with installation completed in Spring of Objective 3A.3 Security Physical Security Environment Ensure the physical environment for computer equipment is adequate and secure Resolve power management issues Resolve ventilation issues Resolve the need to accommodate computer infrastructure equipment with adequate space planning, by developing standards Resolve physical security; most data communications areas are not alarmed. All current servers are connected to UPS power management devices and all server rooms have dedicated HVACs. All server rooms are alarmed with keyed access controls. Environmental monitors are located in each mission critical server room to alert staff in critical changes in heat and humidity. MSJC still requires enterprise level data centers with elevated floors, fire suppression, generators, and surveillance, and redundant environmental controls. Objective 3A.4 Security Backup and Disaster Recovery Ensure systems are backed up and data recovery strategies are organized and prepared Perform feasibility study for hot swappable site Perform backup recovery testing on a regular basis Long-term data storage strategies should support effective backup and recovery strategies. Complete the refresh of the data recovery and disaster preparedness documents and assessment. 19

20 Complete In the , the Information Technology department utilized the IT Technology Reserve fund to procure a Storage Area Network and virtual server infrastructure for the Menifee Valley Campus in order to maintain redundant operating environments. Additionally, Information Technology standardized system backup and recovery utilizing Microsoft s Data Protection Manager with backup and recovery solutions at both the SJC and MVC campuses. MSJC is not hot-swappable as the institutional firewall for internet service is not portable to MVC. Section 8.5 Staffing Objective 3B.1 Staffing Total Cost of Ownership Model Plan for adequate technology staffing, and the recruitment, retention and training for technology staff. College staffing for technology should follow a Total Cost of Ownership (TCO) approach that examines technology purchases not only in terms of capital outlay but also in terms of staff resources required to maximize the investment. Systems should be audited to ensure having adequate staffing to maintain critical functions in an environment that has increasing expectation of 24x7 operations and.995 uptime. The College should implement a routine systemic maintenance schedule that recognizes the need for scheduled downtime that is least impactful to the College community, but allows for IT staff management. The College should assess that we have properly matched IT staff with department responsibilities, and that assigned staff have access to training to maintain currency in their expertise. The College does not have a Security Officer, as mandated for the UC and CSU system, and should prioritize the hiring of a data SO. The College can consider web-based helpdesk with a knowledge base for user self-help. Additional web-based training tutorials can be developed to save time for orientations and basic training. All software and systems should have a documented Total Cost of Ownership and lifecycle definition so data integration costs, hardware costs, helpdesk requirements, software upgrade costs, staffing costs, training costs, and security costs are identified during the procurement process. Shared Governance is currently overseeing the design, development, and implementation of a Total Cost of Ownership model for MSJC. 20

21 Objective 3B.2 Staffing Professional Development Strategies Ensure professional development strategies and activities that address the needs of faculty and staff to contribute to success in the application of technology. The College should support ongoing technology training with budget for materials and a training coordinator. The MSJC Academy is scheduled prior to each primary term and provides procedural and technical training for Faculty, Staff, and Administrators. RAPs have been submitted in 2011, 2012, and 2013 for a District Software Trainer. The new position for a District Software Trainer has not been selected for funding. Need participation counts? Objective 3B.3 Staffing Training Rooms Ensure that there are training rooms and personnel. The College should provide training labs that are set aside for this specific use. Computers must be segregated from students due to the security of the College software. Complete The college does have a training room at the San Jacinto Campus and provides online collaboration tools such as Google Apps for Education and CCCConfer. Computers are segregated from students due to security of College software. Room utilization stats? Section 8.6 Governance Objective 4A.1 Governance Review and Update Technology Plan Annually Perform annual review or TMP and prioritize goals Create the environment for continuous improvement and update of the TMP 21

22 Develop an annual report regarding progress and updated goals in the TMP Complete An annual review of the Technology Master Plan has been completed each year and the annual technology initiatives adopted by Information Technology were derived from Program Review and the Technology Master Plan. Objective 4A.2 Governance ICTC and ETC review technology related acquisitions and analyze project achievements The committee should regularly review technology related acquisitions, and analyze project achievement upon completion. Review technology procurements for compatibility, conformity and cost effectiveness Review technology procurements for technology staffing and training recommendations Use the IT Project Assessment rubric to analyze projected to actual project outcomes. Perform longitudinal analysis to show deficiencies in the planning and implementation cycles. Not Started Objective 4A.3 Governance ICTC to perform regular review of technology Administrative Procedures The ICTC should perform a regular review of the technology Administrative Procedures, and recommend the necessary changes. Complete ICTC has regularly reviewed existing Administrative Policies and Procedures. Reviews of procedures have identified the need for changes to the Acceptable Use Policy, establishment of a Privacy Policy, as well as the establishment of a Portable Device Policy. From , ICTC successfully revised one (1) Administrative Procedure and is currently developing or revising three (3) Administrative Procedures. 22

23 Objective 4A.4 Governance Process for litigation holds on records ediscovery: The College needs to define a process to establish a litigation hold on records, a designated College official to administer a hold, and proper archival equipment to process the data required for the hold Not Started No action taken. Section 10.0 Recommendations for the Development of the Technology Master Plan The assessment team for the MSJC Technology Master Plan recommends the following enhancements for the MSJC Technology Master Plan in order to improve the strategic and operational effectiveness of MSJC s integrated planning process related to technology: 1. Consult Institutional Planning Committee to ensure continuity between the Strategic Plan and Technology Master Plan. 2. Survey Administrators and Department Faculty Chairs for incorporation of their technology needs as documented in Unit Plans and Program Reviews. 3. Ensure the Technology Master Plan initiatives are aligned with Institutional goals and/or Educational Master Plan goals. 4. Ensure each objective contained within the Technology Master Plan has an associated action plan. 5. Define an estimated budget for each action plan. 6. Define measurable outcomes when applicable. 7. Combine administrative and instructional technology into the Technology Master Plan while removing the departmental goals and departmental learning outcomes from future versions of the document. 8. Develop the Technology Master Plan such that it informs the Strategic Plan. 9. Ensure the Technology Master Plan contains annual milestones for inclusion in the 23

24 Institutional Strategic Plan. Section 10.0 Conclusion The Mt. San Jacinto College Technology Master Plan for served as guiding roadmap for technology at Mt. San Jacinto College for the past three (3) academic years. The development of the Technology Master Plan was performed primarily under the advisement of the Information, Communication, and Technology Committee. The assessment of the Technology Master Plan was performed under the Information, Communication, and Technology Committee and the Educational Technology Committee. In the assessment of the document, the Technology Master Plan was effective in providing a roadmap for the technology requirements of the College with 23 of the 30 total initiatives identified in the Technology Master Plan in either a completed or in-progress status at the end of the academic year. In addition, the following information was noted for the associated sections of the Technology Master Plan: Section 8.1: Core Infrastructure The critical components of core network infrastructure that were at risk of near-term failure for the Menifee and San Jacinto were recapitalized during the execution of the Technology Master Plan. These components included the core switches at the SJC and MVC campuses as well as the VoIP telephone system. Additionally, the bandwidth of the San Jacinto campus internet connection was increased from 45Mbps to 1Gbps and the institutional firewall was also upgraded to accommodate the increase in internet traffic. MSJC still requires additional improvements to the core infrastructure and should pursue an automated failover internet connection, with a clustered firewall, at the Menifee Valley Campus in order to mitigate system outages. Section 8.2 Network Topology MSJC has successfully implemented a server infrastructure at both the San Jacinto and Menifee Valley campus locations. The hardware supporting MSJC s enterprise applications is sized appropriately for the demand on the user community. Operation response times for the Blackboard and Colleague enterprise applications has improved as well as the up-time of the institutional website ( Considerations should be made for application clustering and redundancy in order to mitigate system outages. In addition, minimum desktop computer standards and office equipment standards should be documented annually through shared governance. 24

25 Section 8.4 Security Emerging electronic and physical security threats continue to be of concern to Mt. San Jacinto College. The college has standardized the disaster recovery solution for enterprise applications as well as distributed application architectures to both the San Jacinto and Menifee Valley campuses. Physical security of systems continues to be a concern without a modern network operation center; however, MSJC has improved physical security of enterprise systems through the deployment of alarm systems, server room environmental monitoring, and video surveillance. In addition, software and network based intrusion attempts continue to be of concern. Staffing resource requests for network and application security personnel were not approved throughout the life-cycle of the Technology Master Plan as the funding levels of the college were significantly impacted by the recent economic recession. Continued outside attempts to breach the MSJC network have posed a significant risk to the MSJC systems and while these attempts have been successfully mitigated, dedicated security staff is required to defend the MSJC network and systems from future breaches. Security should be a theme in the Technology Master Plan. Section 8.5 Staffing Information Technology and Instructional Technology staffing levels were not augmented and staffing requests were not resourced through the planning process despite the advisement of the Technology Master Plan. Innovative and emerging threats to technology infrastructure and applications require staff with specialized skill-sets in order to adequately provide a safe learning environment for the College. In addition, MSJC continues to lack technology training staff. The Total Cost of Ownership initiative should assist in quantifying staffing resources required to support and sustain technology initiatives. In closing, the assessment of the Technology Master Plan has documented nine (9) specific recommendations in section 10.0 that will be incorporated into the Technology Master Plan. These identified recommendations are designed to improve the representation of instructional technology in the Technology Master Plan as well as improve the viable execution of the Technology Master Plan. The Technology Master Plan will be developed under the advisement of the ICTC and ETC shared governance bodies. 25

26 Section References Technology Master Plan lan ictcapproved pdf Strategic Plan MSJC%20SP%20Final%20v1.pdf 26