Strategic Technology Plan - Master 4-16

YCCDSTRATEGIC TECHNOLOGY PLAN 2016/17 TO 2021/22 Roger Clague, FInstLM, FCMI YUBA COMMUNITY COLLEGE1 |DPISa TgReICT 31/03/2016

Abstract:Over the last two decades for-profit higher education growth has substantially outpaced that of itspublic sector counterparts. At the same time, growth in online education (distance learning) in privatesector higher education institutions has likewise substantially outpaced similar public sector institutions.While there are many factors determining (enrolment) growth these facts cannot be dismissed as merecoincidence.The vast majority of students in college today are “digital natives” (the generation of \"native speakers\"of the “digital language” of technology, computers, video and social media, typically born after 1980).While there are many viewpoints on the idea of digital natives and what it means to society as a wholeand to the education we deliver, what is not in dispute is that our students at YCCD are moretechnologically aware, and more at home with computers, smart phones and the use of technologyintegrated into their everyday lives than every previous generation, and in many instances than theirprofessors and instructors.Over the decade 2003-2013 the CAGR (Compound Adjusted Growth Rate) of State Appropriations perstudent at public 4 year colleges was -2.8%, and from 1991- 2011 there have been similar declines in perFTES funding from the State General Fund.Putting all of this together, to stay competitive with non-publicly funded institutions, the YCCD needs tobe able to provide high quality education in the traditional classroom, the hybrid classroom and the fullyonline “virtual” classroom; and in its turn IT must provide technology support for all of theseteaching/learning modalities.To that end, this plan focuses on maximizing the capability at the same time as minimizing the ongoingoperational expenditures of the three Asset Elements available to IT in delivering these variededucation modalities:  Element One - The Human Element, the intellectual foundation of the District’s enterprise technology. It is the most important resource and asset to the IT department in accomplishing its Mission and striving towards the longer term Vision.  Element Two – Enterprise Hardware, the technological foundation on which the success of all other technologies is dependent.  Element Three – Enterprise Software, the core of all end user interactions.The Cloud: while not considered (in this plan) as a discrete element in its own right, it is becomingpervasive in the delivery of technology based solutions. Its ability to augment, and in some cases replacealtogether, each of the constituents in the elements considered above, the Districts “cloud strategy” isintegrated into the strategies for each of the Asset Elements 2|Page

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Table of ContentsAbstract....................................................................................................................................... 2Executive Summary...................................................................................................................... 5Define: Vision ............................................................................................................................... 5 Mission ............................................................................................................................. 7 Core Values....................................................................................................................... 8 Education Objectives Business Objectives Strategic Priorities............................................................................................................. 9 Strategy Map .................................................................................................................. 11Measure .................................................................................................................................... 14 Where we are today.......................................................................................................... 5 Importance Today ............................................................................................................. 7 Where Need to Be ............................................................................................................ 8Analyse...................................................................................................................................... 16 Gap Analysis ..................................................................................................................... 8Improve..................................................................................................................................... 16Control ...................................................................................................................................... 16Appendices Integrated Strategy Map ................................................................................................. 17 4|Page

Executive SummaryThere are many challenges facing the Yuba Community College District, not least of which is long termfinancial and operational sustainability. The District is fortunate to be projecting (through multiyearmodelling) an almost 15% year-end fund balance for the 2015/16 fiscal year. However this evaporatesand turns to an almost 11% year-end deficit by the 1019/20 fiscal year.In fall of 2015 the Information Technology department started a complete self-assessment (whichincludes third party review of some areas) and analysis of its ability to meet the education technologychallenges anticipated in the next 5 to 10 years. At the time of writing, the analysis in some areas iseither incomplete or in need of further study and refinement; particularly regarding detailed “Cost GainsAnalysis” calculations. This analysis led to redefining the departments Vision and Mission Statementswith a forward looking “begin with the end in mind” mind-set.The key findings of this analysis, along with plan Priority To Address, are :1. The Staff - Priority 1: a. While in most cases high motivated, is not ideally organized to deliver on the restated mission, and in many instances has not had adequate on going staff development to prepare them as SME’s in the areas for which they have(or will have) clear responsibility. This in turn has led to higher on-going OpEx as a result of over-complex systems, lacking homogeneous design and by the need for both more than the optimal staff to support the systems and the need for outside (costly) experts to help manage and resolve complex problems systems failure. b. Is fractured. The Audio Video (AV) team is remote from the rest of IT, and the AV specialist at WCC is not even a member of IT at all. Add to this, poor or non-existent leadership of these staff and it is not difficult to understand why the district’s video conferencing capability is “severely challenged”. c. Has not had access to the best and most affordable tools to support YCCDs infrastructure. This has reduced overall systems support levels and reduced external customer satisfaction. d. In certain areas2. The Datacentre – Priority 15: a. Represents the high point of the districts technology infrastructure. It is competently designed and performs well, although it would benefit from the addition of some solid state storage at its Tier 1 Storage level. b. It is however aging, and EOL (End Of Life) and EOS (End Of Support) is anticipated towards the end of the time horizon of this plan. c. It has a robust backup power capability; which is essential as the YCCD campus public utility provided power is unreliable at best. d. The district has an adequate DR capability should the main datacentre be subject total catastrophic loss.3. Inter Campus WAN– Priority 18: The WAN provided by CENIC and/or Frontier Communications is adequate for today’s needs but will need increased bandwidth to meet future needs.4. Intra Campus WAN/LAN – Priority 9: is a mixed bag of good and bad. Infrastructure in the newer buildings is generally good, the older bad and need of replacement. The WAN/LAN has grown organically, without a cohesive plan. It is in need of total redesign and upgrade, potentially as part of a new bond initiative. 5|Page

5. Wi-Fi – Priority 4,12 & 13: Again this has grown organically. The district has (overall) poor Wi-Fi (older technology) coverage, provided through three separate controllers, each at or close to maximum capacity, with 185 WAPs (Wireless Access Points).6. Desktop’s Laptops & VDI – Priority 11 – Build outThis has been a major driving factor in the development of this plan, which focuses on providingubiquitous education access, improved customer service and end user support (including staffdevelopment & training) all while going way beyond enhancing long term sustainability. Indeed, fullimplementation of the first phase IT staff realignment (along with elimination of non-essential supportcontracts) will realize $250,000 annual OpEx (Operational Expenditure) savings from FY 2016/17. The(relatively) small investment to fully implement all aspects of the plan should further reduce OpEx by anadditional $250,000 per year from 2020/21 onwards. In total, delivering OpEx savings of $1.5 millionduring the 5 years of the plan with a further $2.5m the subsequent 5 years, which will continue toaccrue savings beyond the 10 year point.The essential areas addressed by the plan are:  Improving IT staff organization, knowledge, capability efficiency, through departmental realignment and provision of SME (Subject Matter Expert) training, support and tools.  Improving sustainability by reducing complexity and upgrading/building robust enterprise systems. Current enterprise systems have grown organically, are overly complex and difficult to manage, maintain & support. From the review of IT’s Human Resources it was quickly apparent that staffing barely meet the needs, interms of quantity if staff, appropriate training & experience, and balance of job descriptions and dutiesas related to the work at hand. However, the lack of appropriate cohesive training & management toolsforces the staff into ineefficent practices 6|Page

DEFINEVisionThe Vision of IT is to provide thought leadership and technical excellence in all aspects of educationaland information technology with a clear primary focus of “providing an innovative, world-classlearning environment” and in so doing make a significant contribution to realizing the overall vison forthe District.The Vision of the Yuba Community College District Board of Trustees defined at:http://www.yccd.edu/about/our-vision.aspx.MissionIn direct support of accomplishing the overall YCCD Mission, IT’s mission is to deliver operationalexcellence in the FOUR core areas of enterprise technology delivered, procured, maintained andsupported by IT: 1.Enterprise Hardware: a. Datacentre. b. Network Infrastructure. c. Voice and Video over IP Systems. d. Enterprise provided or approved end user hardware. e. System Security. 2.Enterprise Software: a. ERP/CRM Primary operations and student management data systems. b. Ancillary student success, operations, student data systems. c. WEB, Internet and Intranet. d. Access and Data Security for all software systems. 3.Enterprise Systems End User Support and Training (for ALL constituents) a. Enterprise provisioned desktop systems (including VDI) b. Voice and Video Over Internet Protocol c. Enterprise provisioned mobile devices d. All mobile devices (when full mobile access plan is implemented) 4.Enterprise Institutional Research a. Education & Information Technology consulting & SME resource. b. Institutional Research functions to convert the vast amounts of institutional data into actionable business intelligence thus enabling informed data driven decision making. c. Support the colleges’ own IR efforts and initiatives.The Mission of the Yuba Community College District Board of Trustees defined at:http://www.yccd.edu/about/our-vision.aspx . 7|Page

Core Values – Table 1IT extends on the Values of the district with its own Core Values Sub-Set:IT Core Values DescriptionIntegrity & Ethics We will always act ethically and with the highest levels of integrity. WeProfessionalism & would rather disappoint our users than mislead them. Our word is ourRespect bond, we will never promise something we know we cannot deliver. We recognize and respect the talents and abilities of our colleagues andService Driven the students we serve; and will at all times treat them with respect. We will always assume that all of our colleagues are acting in “good faith”.Innovation, Creativity We shall at all times be approachable, helping others whenever we can.& Resourcefulness We accept that we are in service to our users. We are committed to delivering the very best in technology solutions to make ourMaking IT Fun! constituents education and work and lives easier, not simply to make our own lives and work easier. We understand that technology is constantly changing and evolving. We will keep ourselves up to date with all technologies for which we are considered SME’s, and will work collaboratively, creatively with resourcefulness to constantly improve our delivery of innovative new solutions to solve old intractable problems. We know that the lion’s share of our waking day is spent at work; we will strive to make our workplace an enjoyable environment for ourselves, our colleagues and all those with whom we interact. 8|Page

Strategic Priorities Commented [RC1]: If you are familiar with SWOT (Strengths, Weaknesses, Opportunities, and Threats),SWOT – Table 2 looking at challenges and enablers is similar to that process. The key is to be aware of all areas of impact, both good andThe following table is a summary of a much more extensive set of challenges and enablers that were bad, and derive from that your strategic priorities. Typically,identified using the SWOT process. Through the information gathered a clear need to quickly rebuild this exercise will generate dozens of challengers andour current IT Staffing structure and SME skills to meet the larger challenges of the future. There is a enablers, these are usually summarised in a table. Thisfurther compelling need to focus on content supply and acquisition and to enhance our technical section has a short narrative followed by the summary table,capability to better utilise content and provide up-to-date user interfaces. for example:SWOT analysisPOSITIVE NEGATIVE(Strengths) (Weaknesses) Improving IT customer image  Staff lack qualification/knowledge/ Dedicated, enthusiastic & experienced staff relevant experience for future roles. Robust Data Centre and solid DR capability Solid CENIC Based WAN  Funding model for IT Excellent WEB development partners  Lack of strategic thinking and planning Flexibility  Lack of SLA’a (Service Level Agreements)  Lack of credible operating procedures(Opportunities)  Centralized/distributed IT not managed  WAN is in need of rebuild.  Portal and WEB apps not highly evolved  Lack of WEB content Management system  Lack of tech training and orientation  Bureaucracy (Threats) Working closely with major partners  Hostile security environment Staff realignment  IT Staff may be too resistant to change Economies of scale  Changing HE delivery landscape More integration of systems  Faculty resistance to DE initiatives New systems management technologies  Accelerating expectations vs capacity New Tech (Cloud/VDI/Video over IP)  Funding levels Wireless (Wi-Fi)  More devices to supportStrategy Canvas & Gap Analysis – Chart 1The following Strategy Canvas has been developed by using a combination of in-house expertiseadditional research where required. In the ideal world the perceived importance of the service delivery,the current capability and future importance would all be in lockstep. IT’s Canvas reflects diminishingimportance in our Datacenter, VOIP and conventional computer systems as they are displace by newermore sustainable technology solutions (Cloud, converged voice and video and VDI). Conversely the 9|Page

importance of emerging technologies will increase. Tied to these strategic direction changes is theimportance of SME training and tooling.Using the SWOT analysis and Strategy Canvas, we have set three Strategic Priorities of equalimportance, but with time bound dependencies: Realign and retool IT staff Strategic Priorities Deliver World Class Customer Service, Support, Training & IRA highly motivated team of IT Rebuild Aging Infrastructure A customer facing team ofprofessionals with Subject support professionals;Matter Expertize, training and Converged ultra-high speed qualified, skilled, trained andtools to deliver technical networks and content delivery experienced in providing worldexcellence in all aspects of systems providing exemplary class end user support,Information & Education customer service, ubiquitous training and access toTechnology and easy to access to students, institution knowledge. faculty, staff and our community.The current staffing organization 10 | P a g e

Integrated Strategy MapSucces in ach 11 | P a g e

Education ObjectivesBusiness ObjectivesEach business objective must have an intended result. The business objectives in the strategy map areuseful for presentational purposes, but to ensure the desired outcome is reached a description isrequired. The language used to describe the intended result should be ‘outcome based’, it shoulddescribe exactly, and in plain language what is meant by the label. In addition, each business objectivemust be measurable, have a target and an owner. For example:Business Objective: Increase ProfitIntended Result: Increased total profit as a sum of all divisional profitMeasures Target Owner Bill PetersNet Profit in GBP (monthly) £xxxM/month Bill PetersNet Profit % (monthly) 7%Business Objective: Improve Content SupplyIntended Result: Our content supply chain is robust, it is varied and includes exclusive dealsMeasures Target OwnerNumber of content providers 30 Paul SmithNumber of prime content providers 10 Paul SmithNumber of exclusive deals 5 Paul SmithBusiness Objective: Improve our TechnologyIntended Result: Improved technology used to deliver content and information servicesMeasures Target OwnerNumber of customer service calls related to technology <50/month John JonesNumber of unsolicited electronic compliments >10/month Harry JohnsonCustomer satisfaction survey (quarterly) >90% Anna FranksBusiness Objective: etc. Target OwnerIntended Result: 12 | P a g eMeasures

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Strategic InitiativesA Strategic Initiative is the engine that drives change. Without a strategic initiative nothing will change,you will put in place objectives and happily measure them, but will have nothing tangible in place todrive the strategic change you are looking for. There does not need to be a one-one match betweenbusiness objectives and strategic initiatives, in fact one good strategic initiative might driveimprovements in several areas. The section should start with a short narrative and then describe theinitiatives, for example:The following initiatives focus on the core activities required to implement our strategy, they are inpriority order and represent the corporate view. Where indicated there will be separate departmentaltasks that feed into the corporate initiatives.Strategic Initiative: 1.0 - Approach the Football Association to explore content partnershipsBusiness Objective(s) Impacted: Improve Content Supply, Improve Information servicesDescription: Work with the Football Association to determine which of next year’s fixtures areavailable for mobile broadcast next year. Build the plan to support and implement thisMajor Sub-Initiatives Owner Start Date End Date1.1 – Initiate talks Steve Goodham Sept 2015 Nov 20151.2 – Develop plan Steve Goodham Nov 2015 Feb 20161.3 – Build mobile environment Paul Smith Jan 2016 June 20161.4 – Roll out service Paul Smith July 2016 OnwardsStrategic Initiative: 5.0 – Redesign the WebsiteBusiness Objectives(s) Impacted: Improve End User Experience, Improve TechnologyDescription: Completely overhaul the website utilising the latest technologies, bring in a newdesign company to work on the user interface, roll out by Jan 2016 at the latestMajor Sub-Initiatives Owner Start Date End Date5.1 – Create a design brief John Jones May 2015 July 20155.2 – Run tendering process John Jones Aug 2015 Oct 20155.3 – Build new website and test John Jones Oct 2016 Dec 20155.4 – Roll out website Paul Smith Jan 2016 Mar 2016Strategic Initiative: 3.0 - Etc. Owner Start Date End DateDescription:Major Sub-Initiatives 14 | P a g e

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Financial SummaryPlease note: This is not a business plan, it is a strategic plan. It is unlikely you will be able to quantifyexactly what the financial impact will be, however, you should be able to quantify the approximate costsof the initiatives and state a ‘relative’ impact to the business. If you can be exact, then great, but undernormal circumstances fully costed business plans are a separate exercise. This section would start with ashort narrative and be followed with the costs and impacts. For example:At this stage the exact costs and benefits of the strategic plan have not be calculated, this will be done ata later date. However, the following provides a set of estimates based on the information available.These initiatives have been prioritised and assigned, business cases are being produced and will beavailable from July 2015 onwards.Initiative Completion Cost Benefit £3.5 million £10s millions1.0 – Approach Football Association July 2016 <£300k £10s Millions <£1.5 million >£5 million2.0 – Revalidate deals with BBC Sports July 2015 <£100k Savings? <£250k £1-7 million3.0 – Create the Omega Games platform Sept 20154.0 – Improve the offering selection process Oct 20155.0 – Redesign the website Jan 201611.012.013.0Etc. 16 | P a g e

Appendices:Integrated Strategy MapAn integrated strategy map should be included for completeness. There should be a pointer to the actualpresentation as clearly the map in this format is too small to be useful. However, it does indicate that thisiteration of the strategic planning process has been completed. The section should start with a shortnarrative explaining what the map is and why it has been attached, for example:The major strategy thrust is to refocus on the four core areas of IT to build a cohesive, sustainable,integrated Enterprise Technology Infrastructure system to support all envisioned educational andoperational technology needs for the next 10 plus years. 17 | P a g e

Strategy Canvas & Gap Analysis 18 | P a g e

VDI ROI CalculatorThe use of Virtual Desktop Infrastructure to replace conventional Desktop Computers promises great savings.Below is but one of many available VDI ROI Calculators, each of which shows typical savings of between$150,000 per year and as high as $500,000 per year. For the purposes of this plan it I estimated that TCO willbe reduced by $250,000 per year on a long term basis, of which $100,000 in reduced OpEx has already beenfactored in as part of Phase 2 Staffing Reorganization. 19 | P a g e

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