IT Strategy Review April 2014 1. Executive Summary UCD IT Services developed a five year IT Strategy (2009-2013) and has now completed its implementation. The strategy set out key objectives for each area of IT, with specific plans to achieve these goals. Annual plans, work programmes and reviews were in place for each year of the strategy, setting out the actual implementation and any new requirements which arose over the period. The purpose of this report was to assess the implementation and impact of the IT Strategy based on: Review of the documented plans and implementation history. Interviews with key IT Services staff responsible for each area of the strategy & resources. Review of customer feedback and performance, based on existing survey material. Assessment of impact based on available quantitative and qualitative information. A detailed review of delivery against the strategic objectives is contained in Section 3, with a strength / weakness assessment based on the programme status at the end of 2013. Overall the SWOT analysis shows that the main targets have been met, particularly in the context of a very challenging financial and external environment. The user base and intensity of demand for IT services has grown significantly over the period. While this was anticipated in the IT strategy, the level of mobile users and proliferation of new devices has been above expected levels. Strengths & Weaknesses UCD customer satisfaction with services is high and there is strong adoption of core services. The architecture delivers well to a mobile user population and is providing good on and off campus services. Concerns from users about interfaces and web access to services have been addressed. Reliability of the service is high and targets for availability have been met by the strategy. There is a strong set of teaching applications and elearning platform, with a standard classroom technology model adopted across the campus. The administration systems have been regularly updated and improved with management information provided through InfoHub.
The main outstanding issues relate to growing demand for more sophisticated services for research users, and the provision of future infrastructure capacity, potentially off-campus. While the core systems and applications are all standard, there is a growing base of smaller systems hosted by IT services which may add to the complexity of the service. Opportunities & Threats The current platforms provide a sound base to expand services and meet the new user demands. The high adoption levels give a particular opportunity to broaden the use of services, addressing new areas. Non-pay expenditure and capital investment in IT at UCD is extremely low. To put this in context, in year 2000 the non-pay expenditure on IT was 2.57mil (excluding administrative systems which were funded separately). This year s 2014 planned non-pay spend is 2.4million for a massively increased infrastructure and service excluding power the spend is under 2million. A comparison with similar institutions shows spending at 2.5% x income in UCD versus a 4.4% benchmark norm (Educause core data survey). This poses a serious risk to the capability of the systems and services to support UCD strategy. Combined with this investment reduction, there is also a high attrition rate of staff in the technical and operational areas, driven by market demand for specific IT skills. This threatens both service delivery and performance. Impact of the Strategy The IT strategy has had a significant impact in the following areas: Greatly improved satisfaction with user interfaces and access to information services, reflected in high adoption rates and feedback. Strong performance of infrastructure and high confidence in the user community of availability of services reflected both in general feedback & also from research community, who have very high demands. A strong elearning platform base, with high use and the potential for growth into a more sophisticated delivery model. Major objectives of the strategy were met despite a very constrained financial environment. Very strong capability to service mobile devices and off campus access meeting the changing needs of the student population.
2. Background & Context The IT Strategy (2009-2013) was developed in the context of major strategic and organisational changes, UCD s new Education and Research Strategies, and in particular the following key developments: Growth in research activity and increased demand for new and advanced services for research. Modularisation and semesterisation with consequent demands for IT enabled processes for users. Development of graduate schools with emerging new customer base of graduate students. Campus development encompassing new activities and expansion of existing activities e.g. residences, retail, commercial, research, conference etc. The strategy anticipated substantial growth in ICT, both a broadening of the user base and an expansion of the physical campus. In addition to this, there was a major increase in UCD s collaborative activities both nationally and internationally. While the IT strategy proposed modest capital investment to meet these growth targets, the financial context changed very dramatically with a steadily contracting budget over the period. (Decrease of 7% p.a. - The IT budget fell from 11.4 million in 2008/09 to 8.5 million in 2013/14). Over the period of the strategy there have been disruptive changes in the wider IT landscape. The most notable of these are: the massive growth in mobile devices, the development of viable cloud services, and the huge impact of social media applications. Of particular relevance to research are recent developments in big data and analytics. In the teaching area, on-line learning trends such as MOOCs are difficult to predict, but are growing in scale and impact. Overall the IT services have adapted well to wireless, mobile and cloud models. Major services have migrated to off-campus and cloud offerings Blackboard, Gmail, Research compute. Traditional outsourcing models have been used for Help Desk and System Management. UCD IT has its own offering for users with cloud.edu and delivers on-demand teaching applications Software for U. To illustrate the extent of the change, the graph below shows on-campus access numbers 2007/13. 60000 User Devices on the Network each Month 50000 40000 30000 20000 10000 0 Wired Wireless Eduroam Poly. (Wireless)
The number of wireless users on the network has grown massively. In 2007 there were an equal number of wired and wireless users. In 2013 there are to 5 times more wireless users than wired. The total number of devices on the network in a given month is now over 60,000. Recent staff customer feedback on IT services is very positive, based on an external study carried out by Amarach Research. The overall satisfaction rates were: 25% Very Satisfied with Services 58% Satisfied with Services 12% Neutral 4% Dissatisfied 1% Very Dissatisfied Potential areas for improvement which were identified by users were: greater access to face to face services, and 24 hour access to services. It was recognised that IT Services were operating in a difficult budgetary environment and that services were constrained as a result of this. The most important aspect of services for customers was reliability 99% of stakeholders. Feedback showed that users believed technology and systems were kept up to date. A separate study was carried out by UCD Research to assess the requirements of research users Research Foresight Report. The findings from this study show high satisfaction with Research IT and the expertise of the team providing services and support. The network in particular was viewed as very robust and reliable. Compute services, both UCD and the ICHEC services were meeting demand. The area of least satisfaction was storage costs, where the central service is directly charged to the users. For future services there is a strong demand for a new level of activity by Research IT providing more application and specialist services which are not part of the current offering. Examples cited include expert advisory services, web design and development, data management and access to data sets. So while the current services are regarded as satisfactory, they are limited in their scope, and viewed as insufficient for the future needs of the Research community. 3. Strategy Objectives & Implementation The IT Strategy set out five core objectives to support the University in its overall mission, these were: Sustaining the IT infrastructure and IT performance Enhancing the user experience and access to information Building a collaborative Data Centre Implementing classroom technology and learning spaces Growing econtent and data management capability
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 UCD IT Services In this review, the achievement of these objectives was assessed through a number of means; the documented performance and implementation records, input from IT managers responsible for each area, customer feedback from a number of surveys, and budget / staffing information. An assessment of the current strengths/weaknesses, outstanding gaps, and additional requirements which arose over the period, was also completed. The summary findings for each objective are outlined here: 3.1 Sustaining the IT infrastructure and IT performance Budgetary factors were a significant constraining effect in maintaining and improving IT infrastructure over the period 2009-2013. Investment levels dropped substantially over the period, compared with the previous five years. (The graph below shows non-pay spend excluding power over the period) Non-Pay Spend 6,000,000 4,000,000 2,000,000 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 - Performance figures on system and infrastructure availability are well documented and available over a 10 year history, measured on a standard basis. The graph below illustrates the overall service downtime and the network availability. The network infrastructure (red line) shows very high levels of availability (low down-time) and is a key factor in overall IT performance and user perception. Annual Service Downtime Total 8000 6000 4000 2000 0 UCD Connect Service Level v Target 2004200520062007200820092010201120122013 UCD Connect % Availibility 100.00% 99.00% The target system availability of 99.5% - equivalent to 20 minutes downtime per week was consistently met. The example for UCD Connect shows a broadly stable service level, however the long term trend is downward. A number of data centre and server side incidents over the past 3 years were the main cause of recent deterioration in availability. Over the current strategy it was expected that availability targets could be raised e.g. to 99.8% or 99.9%. This has not been possible, as the smaller infrastructure investment has been focused on maintaining essential elements of the environment (networks & servers), while more substantial projects have not been realised (see section re data centre). In summary the environment is stable and effective in achieving the
current target levels of system availability (99.5%), however it is likely to be severely challenged by future demands. Over the period of the IT strategy the forecast growth in usage levels and campus development have been met or exceeded. In particular the use levels of Blackboard, UCD Connect and Wireless are continuing to intensify. In this context UCD will require a higher availability target more in-line with consumer type utility services. A number of architecture options, including outsourcing, are being considered internally to meet this demand. 3.2 Enhancing the user experience and access to information The majority of system and service projects were focused in this area of the strategy. The emphasis was on utilising the web based portal environment to deliver user friendly services across all aspects of UCD s activities. Provision of 24x7 services on and off campus was a key target, together with expanding mobile access. The most significant projects implemented to meet this objective were: Enhancement of services delivered through UCD Connect, including the transfer of email services to Gmail for both students and staff. Substantial savings have been achieved in storage capacity and the requirement to replace large servers through the Gmail project. This transition was achieved with very positive response from staff and students to the new services. Additional brokered services were also rolled out through UCD connect notably software delivery, calendar, document sharing, and personal storage. User numbers and concurrency levels for UCD Connect are extremely high with at least 90% of users logging in. Access to the service is over 50% off campus delivering on the mobile target. Content management system and services to provide easy maintenance of UCD web environment. The majority of corporate web sites (200+) have transitioned to the content management system, simplifying the management and the skill level required to maintain the web presence. Google search engine was implemented to improve access to information. Web based interfaces and access to administrative systems, particularly curriculum management, gradebook, and web access to student information. Response to the new interfaces has been very positive, addressing long-standing issues with usability. All major areas have been addressed. During the strategy there were upgrades to all the large administrative systems Student, Finance, HR and MIS. The U-card system and related technology was implemented during the strategy in conjunction with the commercial office this was additional to anticipated activity.
Management information developments for staff, including provision of a standard interface (InfoHub) and a common information base across systems. The target of expanding access to Schools and Colleges has been very well received. Awareness of InfoHub is good with high satisfaction ratings in survey. There is outstanding work with more senior management, to agree and provide targeted information. Expansion of services for Research over the period of the strategy, including a cloud model for delivery of storage capacity and virtual servers. Research compute capacity was delivered through a partnership with ICHEC (condominium), and in-house community cluster based in the data centre. The research support team model has worked well in responding to demand providing the capacity to on-board UCD Research projects/centres rapidly, and to provide on-demand services. The delivery of research capacity has been impacted by the reduction in capital investment and the broader environment for research funding. However, UCD has invested in the new ICHEC cluster providing condominium services for Research compute, and has replaced internal clusters to meet local demand. Identity Management Implementation, a core database of identities has been implemented, providing the capability to manage services more effectively. This has been particularly useful in supporting UCD requirements for collaboration and inter-institutional projects e.g. IPA, NCAD, TCD etc. The number of associate and guest accounts has grown by several thousand over the past years. Development of Wireless and Mobile services. The predominant access pattern on-campus is via the wireless network, utilising a mix of phone and mobile devices. Specific apps have been delivered for Blackboard a learning and UCD campus service, with over 30,000 downloads by users. The network has been architected to simplify access and to reduce maintenance and management costs for wireless. User interfaces to the service are now plug and play, reflected in the growth in numbers, and reduced customer service calls. Customer Service Plan, as part of the strategy a detailed customer service plan was implemented including a review of all services student labs, SUAS, customer liaison, support services and help-desk. The number of student labs has been reduced (now 800 PCs) and the application set standardised across all delivery modes laptop, off-campus and fixed labs. The help-desk service was outsourced with on-campus delivery, and more recently fully migrated off campus. This allows for the provision of more flexible hours based on demand. A recent customer survey shows strong satisfaction ratings with the support service and the delivery of IT. A number of areas in the strategy have not been fully addressed: Research computing the demand profile for research services is continuously changing. The recent Research Foresight Study shows a requirement for more advanced services including expert advisory and data management. Storage costs are viewed as excessively high. Office Productivity a number of options have been trialled, but no universal solution implemented. (Discussions are currently underway.) Customer relationship model a definitive answer to the best liaison approach with schools, colleges and the UCD community has not been finalised. As the overall structure of UCD has changed rapidly over the past number of years it has been difficult to arrive at an optimum model for IT relationships with the user community.
Customer awareness satisfaction levels are high but the survey suggested there is further work to be done to ensure users are fully aware of the range of service available to them. 3.3 Building a collaborative Data Centre Plans to build a larger (Education sector) shared data centre on campus were not implemented due to funding decisions. As UCD campus development plans require the existing Computer Centre to be demolished, an alternate option will be required. In the interim Daedalus DC was expanded to cater for short term capacity. The dual data centre (live-live) configuration on campus has proved effective, supplying a good availability profile with disaster recovery capacity at a cost effective price. Alternate solutions off campus are currently under consideration. The transition to a new architecture with multiple data centres is a high risk project with significant service implications. 3.4 Implementing classroom technology and learning spaces The IT strategy to implement standardised technology in teaching spaces was implemented in conjunction with Building Services. This includes standard podium, projection technologies, PC and user interface, a joint support model for IT, and an external hardware support contract. The service was rolled out across all bookable spaces over the course of the strategy. This service has a very high impact on teaching particularly increasing confidence in delivery of classes with enhanced technology. While lecture capture facilities were included in the offering, the take up of this service is still low (10%). The Daedalus centre was equipped with a variety of newer technologies including smart-board, videoconferencing, breakout spaces, and multi-functional rooms. The centre acts as a model space allowing testing of new technologies. 3.5 Growing econtent and data management capability The strategy recognised the importance of content development and data management, both in the teaching and research areas. Overall this aspect of the strategy has been slower to develop. Teaching & Learning Content Blackboard use is very high and standard templates have been developed to promote content development and to improve quality. The number of courses on Blackboard is high, and there are more educational technologists (~15) locally based across UCD Schools & Colleges. There is a consistent approach to software and platforms being used. Recent developments such as UCD on-line use Blackboard as the back end storage, while providing a contemporary web site for distance learning. Content is available through multiple devices through the use of mobile apps and web delivery.
Research Data Management While data storage capacity has been provided centrally for research users, progress in designing a data management model has been limited. A joint approach with the Library has now been agreed for future developments in this area. (Demand from research is for more specialised support related to their academic area.) Some of this input has been provided through ICHEC services and training organised on campus. 3.6 Summary of Strengths & Weaknesses Strengths High user adoption of services particularly UCD Connect and Blackboard single platforms simplify access. Agreed classroom technology standard implemented and well supported. Excellent off-campus access to services, through multiple devices (& internationally). Strong administrative systems platform with good web interface for staff and students. Research support team capability, with agility to react to new projects and developments. New ICHEC & local clusters. Strong infrastructure performance, with high network capacity & service level. (Campus wireless one of the largest nationally) Effective Management Information platform with capability to deliver broader services. UCD agreed web content management system. Weaknesses Impending data centre migration (on or off campus) is potentially a high risk project. Current capacity and configuration is to be retired. Current availability level targets (99.5%) would need to be raised for future reliance on IT. Data management and analytics for research. Demand for advanced services & advisory. Next stage elearning environments e.g. MOOCs and on-line capacity need consideration. Social media and related technologies are not included in the portal environment risk of student dissatisfaction with older portal model. Limited adoption of lecture capture and other digital capture of learning materials e.g. store of repeat view lectures, or additional tutorials. Extended or 24/7 support model may be required, particularly in international context. Gap in office automation and file sharing for administrative use.
4. Impact Assessment Overall the priorities in the IT Strategy have been delivered and satisfaction of users with services is high. Some infrastructure gaps remain notably future data centre capacity and the increased demands from the research user community. The changing IT and Education landscapes have brought new challenges examples include MOOC and on-line learning, accelerated migration to cloud models, and the continued proliferation of user devices. The IT strategy has had a significant impact in the following areas: Greatly improved satisfaction with user interfaces and access to information services, reflected in high adoption rates and feedback. Strong performance of infrastructure and high confidence in the user community of availability of services reflected both in general feedback & also from research community, who have very high demands. A strong elearning platform base, with high use and the potential for growth into a more sophisticated delivery model. Major objectives of the strategy were met despite a very constrained financial environment. Very strong capability to service mobile devices and off campus access meeting the changing needs of the student population. An assessment of the opportunities and threats was carried out based on both the input from IT staff and the feedback from user studies and reports: Opportunities Build on high user adoption capacity to deliver services on a wider scale, international and interinstitutional Strong learning platform with capability to deliver wide range of services could work in parallel with MOOC presence for marketing (e.g. Edinburgh) Transition to a cloud model with out-sourcing and brokered services, would give high agility Research storage secure /cloud capacity possible (subvention may be required to drive adoption) Threats Research capability stronger service and skills required in data management & analytics DC capacity and higher availability required for consumer type service model Underinvestment could severely damage the service IT Skills attrition is a high risk Incentives & support to use lecture capture e.g. Tutorial 10min lecture element service
Contribution to Achieving UCD Strategy 2014 The IT Strategy implementation supported the achievement of the objectives of UCD s Strategic Plan 2014 Forming Global Minds. In each of the target areas IT contributed significant developments in systems, platforms and services which support UCD s goals. a) Education IT Systems and Services provided the critical platform to support UCD s modularised curriculum and blended learning model. Student information, registration, and on-line module selection were essential to the delivery of the new structures. UCD s student system has been greatly enhanced to support staff and students, providing a fully on-line experience. The Blackboard learning platform and classroom technology services are key enablers of blended learning, with high adoption rates and ease of use. An extended mobile/wireless environment, lecture capture, video and other services all support the blended model. b) Research: Computation and storage are essential elements of the research infrastructure, supporting UCD s research intensive and inter-disciplinary strategy. The IT Research Team model provided a customer focused service supporting collaboration and the use of Research IT across all disciplines. Platforms delivered by the IT Strategy are providing long term research infrastructure for UCD. IT Services was particularly active in hosting and leveraging the ICHEC service to provide effective long term compute capacity based on the shared condominium model. c) Innovation & Collaboration: UCD s portal based IT services and integrated systems provided a very flexible environment for multiinstitutional collaboration. This platform was very effective in supporting the Innovation Alliance and new strategic partnerships. IT Services were able to deliver user accounts, wireless services, research and learning platform access to students and staff across institutions. Throughout the University there has been a transformation in working model from paper based to on-line and electronic processes. d) Student Experience: IT Services carries out a regular survey on student demand for technology, participating in the ECAR study, which gives an annual report and baseline for requirements. The IT strategy continued the implementation of quality on-campus IT for students. Wireless services, extended mobile and anywhere/anytime services match student demand and enhance the experience. The migration to Google email and a greater range of brokered external services broadened the IT offering. e) Campus Development: A key element of UCD s Strategy is the development of a high quality sustainable campus. IT Services collaborated with Building Services to implement standard classroom technology, addressing the usability, support and maintenance issues which can impact this critical service. Throughout the strategy there have been major new building developments and refurbishment projects, these all had substantial IT infrastructure elements delivered by IT Services.
Reference Materials IT Strategy (2009-2013) http://www.ucd.ie/t4cms/ucd_it_strategy2009-2013.pdf Detail IT Strategy Plans http://www.ucd.ie/itservices/itplanning/ Teaching & Learning Research IT Administrative Systems Customer Services Web Services IT Architecture Exec Summary (2009-2013) http://www.ucd.ie/t4cms/eict%20architecture%202009-13%20exec%20summary.pdf IT Plans (2010-2014) http://www.ucd.ie/itservices/aboutus/keydocuments/ IT Work Programmes (2008-2013) http://www.ucd.ie/itservices/aboutus/keydocuments/ IT Annual Reviews (2008-2011) http://www.ucd.ie/itservices/aboutus/keydocuments/ IT Performance Reports (2005-2012) http://www.ucd.ie/itservices/aboutus/keydocuments/ HEAnet Strategies