Technology Strategic Plan Middlesex Community College 2013_2018

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1 Technology Strategic Plan Middlesex Community College 2013_2018 Revised 03/20/2014 Brad Yoder Chief Technology Officer 1

2 I. Executive Summary... 4 II. Technology Operations... 4 A. Governance Executive Team Data Security Committee Web Committee Faculty Staff Association (FSA) Technology Committee Banner Users Group Trustee Student Advisor Group... 5 B. Compliance... 5 C. Policies and Procedures Service Level Agreements Policy review and documentation PACE (Partnership Advancing Collaboration and Efficiency) initiatives Digital Data Archiving... 6 III. Technology Infrastructure... 6 A. Virtual Desktop Infrastructure... 6 B. Telecommunications Upgrade... 7 C. Oracle to Linux... 7 D. Security and Visibility Monitoring... 7 E. Disaster Recovery / Business Continuity... 7 F. Cloud Strategy... 8 G. Mobile Device Data Management... 8 H. Maintenance and Backup Strategy... 8 I. Exchange Upgrades... 9 J. Planning for new buildings... 9 IV. Academic Technology Environment... 9 A. Academic Grants... 9 B. Print Management C. Online learning

3 D. Teaching and Learning technology in the classrooms E. Digital books F. Video capture and sharing G. Student Portfolio and Assessment Applications H. Technologies to watch MOOC s Gaming Based Learning Device agnostic access (i.e. tablets, smartphones, BYOD) D printing Simulation Technology I. Phasing out old media V. User Support Services A. Life Cycle Management B. Account lifecycle and identity management updates C. Service Desk Self Service D. Bedford Walk In Service Center E. User Support data analysis F. Campus Emergency notifications upgrade VI. Administrative Systems Environment A. Reporting B. Document Imaging C. Banner Finance Self Service D. Banner XE E. Banner Licensing review F. Business Process Reviews G. Service Request System(s) VII. Web Technologies A. MCC Mobile B. BYOD C. Student Portal D. Faculty/Staff Portal

4 I. Executive Summary This document provides the outline for the adoption and implementation of technology at Middlesex Community College over a multi year timeframe. The plan speaks to both specific technologies and broader technology trends that would support the teaching and learning environment. It is organized to be cross functional in nature, as nothing in today s IT environment can work well in a silo. Preceding the high level tasks are sections on Governance, Compliance and Policy and Procedures. These elements cut across all areas of the college, but have technology implications that must be addressed. As initiatives are prioritized by the Executive team, special attention is paid to alignment of these priorities to the colleges Strategic Plan. The plan is reviewed regularly and will be updated accordingly. II. Technology Operations A. Governance The Technology Center effectively manages all technology operations at Middlesex Community College. The management process includes diligent monitoring of the needs of the environment (as identified through the governance process), collegial collaboration, and the disciplined implementation of a best practice technology support model. Like most other Community Colleges, nearly all of MCC s administrative and academic activities are supported by the Technology Center. Collaboration, transparency and inclusiveness in identifying and prioritizing the College s technology needs are the responsibility of the College s governance process. 1. Executive Team The Executive Team is responsible for the overall prioritization of technology initiatives. It aligns the technology requests with the college s strategic direction and available resources. 2. Data Security Committee The Data Security Committee evaluates the security of Personally Identifiable Information (PII) across the college. Part of this evaluation includes protection of digital versions of this information. The IT department contributes to and helps support the recommendations of this committee. 4

5 3. Web Committee Changes to the public website and to the student and faculty/staff portal are vetted by the Web Committee. Recommendations from this committee are submitted to the IT department for input and, in some cases, deployment. 4. Faculty Staff Association (FSA) Technology Committee The FSA Technology Committee focuses on technology in the classrooms, libraries and administrative areas of the college. The IT department, in coordination with the Executive Team works with the FSA Technology Committee to prioritize and fulfill the identified requests. 5. Banner Users Group The Student Information System (Banner) and its associated applications, such as Degree Works, are reviewed regularly by the Banner User Group. This group helps review release upgrades, coordinates testing and updates, and identify any systemic problems that arise. 6. Trustee Student Advisor Group As part of the Board of Trustee s, the Student Trustee works with the IT department to facilitate and record recommendations made by the Technology Student Advisor Group. These recommendations are brought back to the Executive team for prioritization. B. Compliance The colleges Director of Compliance maintains an up to date list of areas on which the college must regularly report, based on applicable laws or requirements of various oversight organizations. Some of these, such as the PCI audit, are directly associated with the IT infrastructure. Others, such as IPEDS, draw from data and systems maintained in MCC s data center. The IT department works with various departments to provide up to date, secure and accurate information. A complete list of this calendar can be found in the office of the Director of Compliance. Completed since last revision: PCI Compliance Red Flag Alerts Massachusetts General Law 93H C. Policies and Procedures 1. Service Level Agreements With the implementation of the new service desk system, Service Level Agreements were developed to follow best practice Information Technology Infrastructure 5

6 Library (ITIL) standards. Data from the service desk system should be reviewed regularly for compliance with these agreements. Adjustments should then be made and communicated across the college community. 2. Policy review and documentation Policies and procedures influencing the purchase and deployment of technology have evolved over the years. The cataloging of these standards should be reviewed and updated regularly. Care should be given to maintaining a central repository which can be communicated clearly and transparently. 3. PACE (Partnership Advancing Collaboration and Efficiency) initiatives The Commonwealth of Massachusetts commissioned a brief study to look for efficiencies that might be achieved by IT collaboration among the 24 colleges and universities. The study categorized potential opportunities into five areas. MCC will be proactively involved as these collaborations materialize: 1. Professional Development 2. Coordinated Purchasing 3. Shared Services 4. Improved Data Standards and Information Sharing 5. Enterprise Applications and Business Process Improvements 4. Digital Data Archiving The considerable growth of digital content experienced by the college places a strain on physical and/or fiscal resources. It is prudent for the college to appropriately and regularly archive needed content and purge what is not required. III. Technology Infrastructure A. Virtual Desktop Infrastructure Software delivery, to date, has been accomplished by installing software on individual computers. If that software program is needed in another location it must be re installed on a different computer to gain access. The Virtual Desktop Infrastructure helps relieve that limitation. If a user has a device with a web browser and access to the virtual desktop environment, they can gain access to the software allocated to them. Additionally, as selected computers are replaced with zero or thin client workstations savings will be seen in support requirements, energy efficiency, security and hardware lifecycle. 6

7 Task: Implement back end infrastructure creating the virtual environment. Identify and replace selected computers due for lifecycle replacement. B. Telecommunications Upgrade The PBX and voic systems are at end of life and will soon no longer be supported. An update and/or upgrade to services will be required. In addition, the wiring environment is a hybrid between analog, digital, and VOIP (Voice Over IP). As part of this project care will be given to simplify this hybrid environment while leveraging the latest technology and service offerings. Task: Identify and implement replacement PBX and voic systems with attention given to simplifying the wiring environment across the college. C. Oracle to Linux The current Oracle databases reside on a proprietary server and operating system which are near end of life. This environment is more difficult and more expensive to maintain. Migrating the databases to a Linus environment allows for more flexible hardware options, more pervasive support services, easier disaster recovery, and more efficient maintenance. Task: Purchase server hardware that supports the Linux operating system and migrate the Oracle databases to this environment. D. Security and Visibility Monitoring Network and system security is an ongoing challenge which requires continuous improvement. The college should complete a vulnerability assessment to help prioritize security measures that should be taken. One such measure that is currently in progress is the implementation of a NAC (Network Access Control) system to better monitor connectivity to the network. This will be one element of what a vulnerability assessment would recommend. Task: Complete NAC implementation. Conduct a vulnerability assessment and develop a college security road map. E. Disaster Recovery / Business Continuity Disaster Recover and Business Continuity have been part of past tactical plans. Progress has been made in the areas of a 2 nd ISP point, web presence hardware, a virtual server environment and telephone switch redundancy on the Bedford campus. Most of this redundancy requires manual intervention to achieve failover. Having a fully automated fail over system may continue to be cost prohibitive. However, current options should be reviewed and prioritized, especially in light of the now virtual server environment. As important as the technology involved, documentation with accurate expectations should be developed and promoted. 7

8 Task: Develop a Disaster Recovery / Business Continuity document that creates accurate expectations if an outage were to occur. Explore failover opportunities afforded by being in a virtual server environment. F. Cloud Strategy The college has had success placing some services in the cloud. The learning management system (Blackboard) and the student system are two examples. Doing so reduces the dependency on the internal network and infrastructure, puts the responsibility for upgrades and patches on the vendor, and places responsibility for data security outside of the college s data center. As new systems and services continue to be requested, placing them in a cloud hosted environment must be a consideration. Contract management will be a key to making a cloud strategy successful. Task: Review existing systems for hosted cloud based options. Consider cloud options for any new systems. G. Mobile Device Data Management Due to the wireless and increasingly mobile nature of technology, data can be easily transferred from one device to another. For both college provided and personal devices, a mobile device data management strategy must be developed. This will help ensure protection of Personally Identifiable Information (PII) and other college specific data. Task: Develop and implement controls for data that can be accessed from mobile devices. H. Maintenance and Backup Strategy The number of technologies supported by the college in the past five years has grown significantly. As an example, within the past 2 years, the number of servers required to support these systems has grown by 46%. Each of these servers requires continuous maintenance and the services that reside on them require patches and upgrades. Additionally, the amount of digital data created by the college continues to grow exponentially. These two factors require that the college revisit its maintenance and backup schedule in order to keep these technologies up to date, and to provide as high service availability as possible. Task: Analyze backup, patch and upgrade requirements. Put backup technology in place to minimize nightly down time. Develop policy for system maintenance which balances the colleges need for service availability and the risks of deferring maintenance. 8

9 I. Exchange Upgrades Microsoft Exchange is the system for Faculty and Staff at the college. Currently, this environment is behind in its release versions. The college will want to upgrade this to the latest version to take advantage of any new features and services. Another alternative would be to move this to a hosted environment similar to the student system. Task: Evaluate upgrade or hosted strategy and implement to the latest version of this platform. J. Planning for new buildings The college has secured funding to renovate and occupy the Boston and Main building in Lowell. This will expand much needed academic space, in certain programs. The work is expected to proceed over the next 3 years. As part of this, technology will need to be incorporated into the design. Task: Work with MCC Facilities, A&F and contractors to ensure appropriate and adequate technology is installed. Completed since last revision: Network Electronics Upgrade Sever Lifecycle Replacement Student Addresses Student System Emergency Communications Remote Access Identity Management Upgrade Oracle Upgrades Storage Area Network Upgrades IV. Academic Technology Environment A. Academic Grants Grant funding is a regular part of the innovative spirit at Middlesex. Grants work toward the college wide strategic plan and come in many forms. Technology is usually a component of any funding and can take the form of software, hardware, hosting support and authentication, connectivity, and more. Any technical strategic plan must recognize it will have a roll in these initiatives. A recent example of this is an eportfolio pilot for the Nursing program. The product is hosted offsite, but the college needed to provide student data after the student had selfregistered for the pilot. A nightly script was developed to send approved and compliant data to the eportfolio platform. 9

10 Task: Engage in early discussions with potential grant funded programs and support these initiatives with technology that can be sustained after the grant. B. Print Management As the college tries to provide additional services without increasing spending, print management becomes a candidate for analysis. Currently, students, faculty and staff have unlimited printing abilities without cost recovery. Computers used for printing must be wired on campus and have print drivers installed on each computer. Additionally, if sensitive documents are printed to a shared printer, there is no security system that allows for users to release documents when standing at the printer. This has led to a number of departmentally purchased printers which are directly connected to computers in secure locations. Finally, one of the requests that have come from students is the ability to print wirelessly from their own devices. Task: Analyze print management options that could address the concerns outlined above. C. Online learning The college has made a significant investment in its learning management system (LMS), Blackboard. To date, approximately 30 percent of courses take advantage of this system. Increasing usage would better leverage this investment. Additionally, some complaints have come from students around the usability of the Blackboard system. Analysis should be conducted to determine if this is a software problem or a problem with how it is being used. Finally, improvements have been made with integrations between the LMS and other systems. One hundred percent of courses in Banner have a classroom shell created and available in Blackboard. Single sign on now allows users who log into the portal to access Blackboard without reentering their user name and password. Also, the mobile app has integration with Blackboard which allows for students to retrieve grades, assignments and documents from the system on their mobile devices. The college should continue to look for integrations between the LMS and other systems. Task: Find ways to increase usage of the Blackboard learning management system among faculty. Analyze usability concerns and recommend application changes, or increased training for faculty. Look for integration opportunities with other systems. D. Teaching and Learning technology in the classrooms MCC has reached a milestone in that one hundred percent of its classrooms are considered smart. That means they have a computer and projector at the instructors station in all teaching classrooms. Most teaching stations have a KVM (Keyboard, Video, Mouse) switch which allows instructors to plug in laptops or other outside devices to the station and 10

11 project on screen as well. The remaining classrooms should be outfitted with a KVM switch as a standard. In addition to the smart classroom technology already in place, other technologies should be evaluated for teaching effectiveness. Lecture capture may become a more pervasive way to increase class material access. The Math Labs initiative is a good example of adaptive learning for foundational courses. This method may soon be expanded to more advanced teaching such as STEM (Science, Technology, Engineering and Mathematics) fields, as the coursework is currently under development by the same companies. Task: Standardize KVM switches in all classrooms so that instructors can connect outside devices to the instructor s station. Analyze the need for classroom lecture capture and archiving. Watch for opportunities applicable to MCC which could expand adaptive learning. E. Digital books The landscape of text delivery has been changing for some time. Much historical and most new content is now in some digital form. This trend has affected changes to the operations of both bookstores and libraries. Attention must be given to assist students and faculty in gaining access to these materials. For students purchasing or renting books, easy access to electronic copies required for their courses will streamline access to the content. Incorporating available financial aid (i.e. book vouchers) into this process should be part of the consideration. For students using library resources access is the key. The MCC library already has an extensive database of electronic material. In addition to the computers available in the libraries, ereaders for check out could be considered. Task: Evaluate business process for course textbook purchasing and streamline if possible. Evaluate and respond to student needs for electronic access to library materials. F. Video capture and sharing Video is an increasing popular form of communication in society and as a pedagogical choice in the classroom. Open Educational Resources (OER) continue to be more readily available and this includes video. Additionally, students and instructors may want to share video captured in class or as part of a course. Options might include the ability to share video from any smartphone or tablet, streaming archived or live data. Task: Explore improved video capture and sharing opportunities. 11

12 G. Student Portfolio and Assessment Applications The college has initiated a pilot to explore hosted eportfolio and student assessment applications from Digication. The pilot is a collaboration with Umass Lowell, Salem State, Holyoke, Bunker Hill CC, and Mount Wachusetts CC. The initial pilot will be with the Nursing program for 1 year. At that time analysis will be made as to the efficacy of the applications. Task: Support the technical implementation of products and assist with analysis and possible larger scale implementation. H. Technologies to watch 1. MOOC s Massive Open Online Course s (MOOC s) had originally been developed by universities such as Stanford, MIT and Harvard with content being of a higher level academically. Since then some community colleges have developed their own MOOC s in introductory and developmental content. There may be possibilities for MCC to incorporate this into a business model. 2. Gaming Based Learning Using gaming as a platform for education was cited as technology trend that is poised to make a big impact on education and job training in 2013 and beyond by a July, 2013 article in Community College Journal. A few faculty at MCC have also expressed interest in pursuing this. 3. Device agnostic access (i.e. tablets, smartphones, BYOD) Access to a wide variety of personal smartphones, tablets and other mobile devices has grown exponentially over the past several years. Students, Faculty and Staff will continue to want access to their MCC resources with these devices. A balance between security and convenience will continue to be a challenge as these devices come on to campus. 4. 3D printing MCC currently employees 3D scanning in at least one academic program. 3D printing may be a next step, especially in support of manufacturing modeling. 5. Simulation Technology Interactive simulation technology is becoming more widely used as a teaching tool. As these are incorporated into academic programs, we must have the infrastructure to support them. 12

13 I. Phasing out old media Technology is changing more rapidly than ever before. Access to content is a significant part of that change. To stay current, relevant and to maintain operational sustainability old media must be phased out. This should be done in the spirit of not losing required content. Task: Evaluate ways to phase out old media (i.e. VHS) in classrooms and in the libraries. Completed since last revision: Faculty Laptop Rollout Blackboard CMS Banner to Blackboard Integration Enhanced Smart Classroom Environment Library Support Services Career Services (Optimal Resume) V. User Support Services A. Life Cycle Management All technology hardware and equipment must be replaced on a regular basis. The asset management system maintained by the technology center keeps a record of purchase date and repair history for each piece of equipment. These assets should be reviewed on an annual basis and projections for replacement reported. Task: Review asset inventory and project replacement time and cost. B. Account lifecycle and identity management updates The college has developed a good system for account creation and deactivation with students. The key to this is timely data entry into the Banner system. For Faculty and Staff, this process includes some manual steps to give users the access that their role requires. The place where the college could most benefit is in employee account deactivation. The challenge here is timely entry of deactivation requests in the Banner system by various departments. Task: Work with HR and departments on a process to streamline activation and deactivation of employee accounts. C. Service Desk Self Service The Technology Center migrated the service desk system to a new platform in As part of that roadmap, a user online Self Service option is available. A limited rollout of this has already been completed. However, a full rollout with streamlined web forms and service catalogue options is still needed. 13

14 Task: Complete rollout of Landesk Self Service module. D. Bedford Walk In Service Center The Lowell campus now has a walk in Service desk for technology requests on the 4 th floor of the City building. Traffic to this service has followed normal semester trends, as it is busy in the beginning of the semester and quieter later. Walk in requests are recorded in the service desk software. Analysis should be done on the data captured for this service and decisions on whether the model is appropriate for the Bedford campus. Task: Analyze walk in data to determine viability for a similar center in Bedford. E. User Support data analysis In addition to the walk in service center analysis, general user support trends need to be reviewed on a regular basis. The data should provide direction on adjustments to technology configuration, training, event management, and staffing. Task: Annually review user support data for adjustments to services. F. Campus Emergency notifications upgrade During emergencies or weather delays, MCC communicates to the college community in multiple ways. These include social media, text, , web, radio, TV, and more. Initiating all of these communications requires a number of different people which can create translation and timing issues with each method. Emergency alert technology has made improvements in the past several years. The college should evaluate options for simplifying and streamlining this communication. Task: Evaluate updated emergency alert technology to simplify and streamline these types of communication. Completed since last revision: Best Practice Support model Refinements to 24x7x365 support model Enhance Technology Training Inventory Management Printer and Mailing Management Power Management Improve Technology Center web presence VI. Administrative Systems Environment A. Reporting Data driven decision making continues to be a high priority as the college revises its strategic plan and as government funding looks to a variety of metric s to produce its funding formula. Real time and archived data, with reporting tools that provide role based 14

15 security, flexible delivery methods and the ability to quickly put the right data in the right hands, is a key to a reporting strategy. Task: Research and implement an extensible front end tool for creating and distributing reports. Research and implement a data warehouse for archived reporting. B. Document Imaging Document imaging is a process which allows users to digitally scan and index paper documentation, so that it can be retrieved online by anyone with the appropriate authority. This improves services by reducing the time needed by staff or faculty to retrieve and review paper documentation. It also increases security and back up of the content that often lives in files in a single office, or must be copied and mailed or faxed to other locations. Task: Review business processes, evaluate imaging tools and implement a digital imaging solution to capture documents online. C. Banner Finance Self Service Currently, users accessing cost center data must be on the secure administrative network. This means they must be on campus, or have an RSA token to gain this access from off campus. Banner s Finance Self Service application allows limited access to securely review budgets, encumbrances, approve and view documents and more, with just web browser. This simplifies access without compromising security. Task: Review Banner Finance Self Service to assess its viability at MCC. D. Banner XE The next version of the Banner ERP system changes the infrastructure on which the applications live and the methods used for accessing data. XE is an acronym for Extensible Ecosystem. To keep this mission critical application up to date, MCC must make the migration to this new infrastructure. Task: Plan for and implement the new Banner XE system as modules are released following the XE roadmap. E. Banner Licensing review The college has done a good job using the products that it licensed from Banner to date. One exception is the workflow module which has not been implemented. In 2014 the Banner ERP system will be due for a new licensing agreement. Due to the enterprise nature of this system and its associated costs, care must be given to licensing only the systems that are in use, or those that are projected to be implemented in the licensing cycle. Task: Review Banner licensing line items and negotiate best pricing for to be used modules. 15

16 F. Business Process Reviews The college is looking to re engineer and streamline the process of engaging a potential prospect, to become a student, through admissions, registration and graduation. Part of this will include maximizing the use of technology to achieve these results. Business Process reviews help uncover current weaknesses and recommend best practices for the future. Task: Conduct Business Process Reviews from prospect to alumni. Recommend best practices and a road map for achieving them. G. Service Request System(s) The Publications, Institutional Research, and Outreach and Development departments receive regular requests for services from across the college. Currently, these requests are tracked with whatever tool each departments has chosen to use. A more robust and normalized tracking system has been requested so that services are accurately tracked, communicated and reported. Task: Evaluate service request requirements and solutions that can meet the needs of the identified departments and potentially other areas of the college. Completed since last revision: Financial Aid Database Tier Support Database Administration HRCMS Interface Improvement Resource 25 Improvements Purchasing Reporting Banner Release Planning Change Management New Advising Model Support VII. Web Technologies A. MCC Mobile The first version of the MCC Mobile app was released with the majority of modules being public domain content. A few modules, such as courses, and grades, required authentication and access to person specific data. Future improves should include interactive services such as admissions, registration and add/drop. Additionally, an eye should be kept to opportunities to use this app, or others, for academic purposes. Task: Implement additional interactive services for students from within the MCC Mobile app. 16

17 B. BYOD The ability to get what you need on a variety of devices using software, apps, or a browser is becoming the norm in society. Access to college resources is becoming device and location agnostic. The pervasive wireless access at the college allows students, faculty and staff to Bring Your Own Device (BYOD) and connect to the college network with appropriate credentials. The college will need to develop a strategy around what can be accessed with personal devices and what controls are appropriate to be placed on data they are accessing. Task: Develop a BYOD policy and implement appropriate controls on accessible data. C. Student Portal The college has committed to Microsoft s SharePoint as the platform for the student and faculty/staff portals. This allows for a flexible, modularized approach to displaying content that is personalized to the user within the portal. This responsive development should continue as student s needs for services and individualized content are identified. Task: Analyze current student portal traffic and enhancement requests to develop a roadmap for the student portal. Prioritize and develop these modules. D. Faculty/Staff Portal Like the student portal, the faculty/staff portal lives on the SharePoint platform. The same strategy that is followed for the student portal is relevant here. Task: Analyze current faculty/staff portal traffic and enhancement requests to develop a roadmap for the faculty/staff portal. Prioritize and develop these modules. Completed since last revision: Support Portal Implementation Support full use of OU Campus Support a robust search environment Support and participate in improved web presence Replace Blackboard Community Portal Enhanced prospective student presence Enhanced use of SharePoint 17

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