Desert Community College Technology Plan · Desert Community College Technology Plan, 2010-2015 Page | i FORWARD The development of the College of the Desert Technology Plan began

A REPORT AND RECOMMENDATIONS

TO THE COLLEGE COMMUNITY AND

BOARD OF TRUISTEES

DESERT COMMUNITY COLLEGE

TECHNOLOGY PLAN

2010-2015

This Page Intentionally Left Blank

TABLE OF CONTENTS

TABLE OF CONTENTS ................................................................................................................................................... i

FORWARD ......................................................................................................................................................................... i

EXECUTIVE SUMMARY ............................................................................................................................................... ii

1 | ACADEMIC AFFAIRS ................................................................................................................................................. 1

2 | STUDENT AFFAIRS .................................................................................................................................................. 4

3 | ADMINISTRATION ................................................................................................................................................... 7

4 | INFRASTRUCTURE ............................................................................................................................................... 10

5 | SUMMARY ..................................................................................................................................................................15

GLOSSARY ..................................................................................................................................................................... 199

APPENDIX I: LINKS ...................................................................................................................................................... 22

APPENDIX II: KEY RECOMMENDATIONS GRID .............................................................................................. 23

Desert Community College Technology Plan, 2010-2015 Page | i

FORWARD

The development of the College of the Desert

Technology Plan began with the appointment

by the College Planning Council of a Task Force

to write a District technology plan. The

Technology Plan Task Force (TPTF) began its

work in September, 2009.

The TPTF reviewed the college’s Mission and

Vision statements as well as the Information

Systems and Educational Technology (ISET)

unit’s mission statement. The TPTF also

reviewed Accreditation standards to ascertain

areas to be incorporated into the plan. Standard

IIIC: Resources – Technology Resources states

that “technology resources are used to support

student learning programs and services and

improve institutional effectiveness. Technology

planning is integrated with institutional

planning.”

The TPTF was designed to reflect a wide

constituency of the college. Bina Isaac,

administrator and Dean of ISET, and Reynaldo

Ortiz, Counseling faculty and Academic Senate

President were the Co-Chairs. The members of

the task force were Betty Baluski, Nursing

faculty and Chair of the Educational Technology

Committee representing the faculty, Carol

O’Keefe, Business adjunct faculty representing

the adjuncts, Jim Berg, administrator and Dean

of Social Science and Arts representing

Academic Affairs, Lauro Jimenez, Second Vice

President of Classified Union representing the

Classified, Glenn King, Director of Network

Services and Telecommunications representing

the Classified Supervisors, Paul Maag, DSPS

faculty and Ed Tech member representing the

student services, and Tony Aguilar, Associated

Student Body Secretary, representing the

students. Diane Abdelhamid from ISET served

as secretary to the committee.

The committee met continuously from

September 2009 through April 2010 and

reviewed plans from other institutions, read

through a variety of reports and considered

various documents (see the appendix). Finally,

the Educational Master Plan developed by

gkkworks served as a final lens for the

completion of the Technology plan. The

deadline for completion of the plan was set

based on the timeline for completion of the

Education Master Plan to allow for a review of

that plan’s technology needs.

The goals of the taskforce were to provide:

1) Complete and full disclosure of the

college’s existing technology

environment; and

2) Short term and long term

recommendations as well as

descriptions of the alternatives

available to meet any deficiencies

that may be present.

This plan makes a number of recommendations,

the most salient of which are discussed in the

Executive Summary. By far, the three most

pressing technology issues facing the college

involve scheduled maintenance; upgrade of the

infrastructure to meet growth and staffing

issues. Following these sections, the other major

technology issues in this plan are briefly

addressed.

Desert Community College Technology Plan, 2010-2015 Page | ii

EXECUTIVE SUMMARY

KEY RECOMMENDATIONS

The Technology Plan Task Force (TPTF)

recognizes the need of technology across the

institution. Part of the district mission for

College of the Desert is to provide “excellent

educational programs and services that

contribute to the success of our students.” The

district vision elaborates that “College of the

Desert will be a center of collaborations and

innovations for educational enrichment.”

Technology plays a great role in this as

innovation in instruction and support of

students often involves it.

Furthermore, the mission of Information

Systems and Technology (ISET) is to deliver

“both an efficient computing environment and

quality customer service to support the mission

and goals of the Desert Community College

District.” Therefore, this technology plan

addresses the following four areas: Academic

Affairs, Student Affairs, Administration, and

Infrastructure. The plan is couched in terms that

reflect the mission statements of the institution

and Information Systems and Technology.

Undergirding the implementation of this plan

are two key groups. The first is the Information

Systems and Technology department which

reports through its dean to the President of the

College and implements technology related

activities. The second is the Educational

Technology Committee of the Academic Senate

which determines policies and procedures for

the technology and related software that impact

student learning and faculty usage.

The key recommendations of this plan are:

Increase IS staffing to Total Cost of

Operations (TCO) guidelines and

comparison study to support the

additional job functions and services

Follow a scheduled maintenance and

upgrade plan

Upgrade the Core Infrastructure to

keep up with technology and additions

in the new buildings and campuses

Support New Technology including

Distance Education while complying

with ADA

Support processes that facilitate new

efficiencies when utilizing technology

Desert Community College Technology Plan, 2010-2015 Page | iii

Finally, the committee realizes that in these

economic times it will be difficult for the

district to fully implement all aspects of this

plan. We highly recommend that whenever

changes and additions to the technology

framework is made, due consideration be made

of the limited support that will be available. To

this end, the TPTF recommends that

constituents take the time this coming academic

year to review this plan in conjunction with

their Annual Program Review Updates to assure

that where the plan may have missed the mark,

a revised plan will better address the issues.

Finally, ISET working in conjunction with

Educational Technology Committee and the

Datatel Administrative Users Group (DAUG)

should develop a realistic implementation plan

to achieve the recommendations outlined above.

Desert Community College Technology Plan, 2010-2015 Page | 1

1 | ACADEMIC AFFAIRS

College of the Desert has implemented

technology usage across all aspects of student

learning and learning support. Most classrooms

have a standard set of media equipment:

computer with internet access; projector and

screen; DVD VHS players; ELMO; WiFi access.

There are smart classrooms with individual

stations with computers interlinked with the

instructor’s oversight computer. Several labs

have similar capabilities. A variety of programs

utilize technology: Business, Architecture,

Digital Design, Nursing, and other departments.

The institution maintains technology enhanced

labs for mathematics, science, theater, nursing,

and other departments. The performing arts

program utilizes technology enhanced theater

space. The Library has a writing lab as well as a

web-based collection. It has trained students in

research techniques utilizing technology.

Students have wireless access throughout Palm

Desert Campus and the Mecca-Thermal

Campus. The Academic Skills Center (ASC) is

serving more students. The Assessment center

has implemented a new online scheduling

process.

The delivery of distance education requires

support of Blackboard. The institution supplies

the faculty with appropriate technology to

deliver their respective courses. The Technology

Learning Center (TLC) trains faculty and staff

in technology and software usage. ISET

coordinates these activities and is intricately

involved with the implementation of new

technology. Training activities are provided

during Flex and other days throughout the

academic year. Blackboard is gradually being

accepted by more and more faculty since it was

implemented one year ago.

The Educational Technology Committee of the

Academic Senate develops policies and

procedures related to technological standards

utilized for instructional as well as other

activities such as student affairs. The

Educational Technology committee is

standardizing classroom equipment.

The Faculty Resource Center (FRC) provides all

faculty, but primarily adjunct faculty, a location

to work on computers to develop course

materials, check their email and utilize scantron

scoring equipment.

Planning, with its heavy emphasis on data, has

demanded better access to more data as well as

more easily understood data. Datatel is now

utilized by faculty, their divisions and programs

to manage enrollment, maintain rosters and

report final grades. The recent implementation

of a waitlist through Datatel is working well.

Currently, the curriculum committee is

implementing CurricuNet, a web-based system

to standardize course reporting to the

Chancellor’s office. Data collection for program

review and other faculty research projects is

supported by the Office of Institutional

Research.

The COD Library has requested dedicated

technical support because of its unique needs.

Currently, the circulation and catalog is run


through the Riverside County software system

and the library maintains its own independent

databases. EzProxy is used to access library

databases from off campus. The library has

approximately 20 computer stations on the

main floor. Student use has grown and there is a

need to add more for student use. The library

has indicated a desire to be part of the campus-

wide project to implement the student

integrated cards that allow students to use one

card for a variety of services on campus, such as

printing and lab check-in.

NEEDS

Computers, while upgraded on a consistent

basis, still experience long periods before the

upgrades are made. Usually priority is given on

an emergency basis. Not all students have high

speed access or the software at home to access

the technology rich curriculum of some courses.

Students seem to need more computer access

points on campus. The warranties on most

computers in labs are expired. The library needs

reflected above are dedicated technical support,

more computers for student use on the main

floor, and involvement with a student integrated

card. Having real world technology will

contribute to the success of our students and

the vitality of the communities we serve.

FUTURE TRENDS

Rather than having a variety of computer

laboratories all over the campus a centralized

computer lab would avoid the extra costs of an

individual lab technician in each lab. The use of

a lower cost student online learning program,

such as Moodle or Welcome to OLAT (Online

Learning and Training), a web-based open

source learning management system which is

completely free of charge, should be considered

to cut costs and use software familiar with

faculty and students. The future mandatory

requirements for Disabled Students Programs

and Services (DSPS) need to be periodically

reviewed. Updated security along with

increased data storage will be required in the

future. With the possibility of more online

classes to accommodate student’s schedules and

to address conformity, a set list of links on the

left of each class should be implemented.

Finally, learning about future trends in

education technology to accommodate students

should be an ongoing task for faculty

development.

RECOMMENDATIONS

Short term: Supply up-to-date, functional

technology throughout the COD campus that

will:

Support innovative pedagogy

Upgrade labs to current technology

standards


Provide assistive technology where

appropriate

Provide students with software

applications currently demanded in

the local job market

Provide dedicated Technical

support for the Library

Long term:

Support research into new

technologies for education

Provide quality hardware, software,

and labs that

o Facilitate teaching, learning

and successful completion

of course work

o Anticipate future job

market demands in

technology

Implement futures scan focused on

technological trends in education


2 | STUDENT AFFAIRS

The focus of Student Affairs is to establish and

maintain a thorough matriculation process that

supports students to their ultimate informed

goal. This is accomplished by providing

answers, clarifying goals, supporting instruction

and empowering students to make their own

choices.

Student Affairs supports the matriculation

process through a variety of services that range

from assessment to counseling, from special

programs such as the Extended Opportunity

Programs to Financial Aid. Many of these

programs rely on a technology rich environment

while others must be maintained by robust

technological support. The District uses Datatel

as its Enterprise Resource Planning System

(ERP). Datatel, implemented in phases, has been

integrated with third party products, such as

XAP, Blackboard, SARS, STARS, and Degree

Check, and is used by many of the areas of

Student Affairs. Following is a listing of the

programs and units that are highly supported by

technology.

The Academic Counseling and Educational

Services program (ACES) maintains computers

for student usage as well as loaning some

students laptops (some with WiFi). Their most

recent Annual Program Review Update (APRU)

identified the maintenance and upgrading of the

ACES computer lab so students could have

access to desktop computers for educational

purposes. The Extended Opportunity Programs

(EOPS) also has a laptop loan program with 20

available for student use. The Upward Bound

program (UB) has a supply of 20 laptops

available for student loan. UB is seeking to

improve online communication with students.

The Career/Transfer Center (CTC) has a

networked lab of 12 computers. A variety of

software, such as Eureka and O-Net, is on these

computers. Students are able to take career

assessments as well do career exploration and

research. With the move to the Cravens Center,

they will reevaluate some of their services.

The Disabled Students and Programs Services

program (DSPS) has an instructional laboratory

(High Tech Center) with 25 workstations for

students. The center is used for both instruction

as well as open laboratory access for DSPS

students. Adaptive equipment, such as scanners,

is included with most work stations. There are

almost two hundred software programs utilized

to provide students with learning and visual

disabilities the opportunity to access text and

web-based materials.

The Academic Skills Center (ASC) consists of

instructional labs at the Palm Desert Campus,

Eastern Valley Campus, and Mecca/Thermal

Campus. Through these labs, ASC provides

computer assisted instruction, video and audio


tape instruction, and tutorial services that

supplement classroom instruction. The labs are

rich with software programs for English, ESL,

and reading students and provide diagnostic

assessment and remediation customized to the

needs of individual students. As time goes by,

there may be a need to replace up to 130 PCs at

the PDC. There is also an issue of some major

software programs being able to run on

Windows 08, calling for replacement or

upgrading. Another concern relates to

enforcement of required lab attendance which

would have a huge impact (currently students

only meet about ¼ of the requirement)

Tutoring Services are offered in several

technology rich labs: ASC Writing Lab, ASC

Language Lab, Math Science Study Center,

Computer Information and Systems labs, ACES

Lab, and Mathematics, Engineering and Science

Achievement Center. An issue for them is

support of basic skills math courses that have

greatly expanded the required use of online text

support. Also, the Mind Shack Tutoring Center

does not have a sufficient number of computers.

To provide effective tutorial support under

these circumstances will require about another

15 to 20 PCs. They have proposed to use

Netbook PCs.

The Assessment program utilizes PCs for

testing. Its upcoming move to the Cravens

Center will require the purchase of computers

stations and other equipment.

Student Life oversees the Cyber Café which

contains 31 computers for student use.

The Financial Aid (FA) department’s in-house

student computer workstations have proven to

be an invaluable resource and have shown

increase usage. FA is seeking to increase use of

any electronic processes possible in order to

lessen paper usage.

The Admission and Records department (A&R)

provides assistance and support to students,

staff and the institution for the application,

registration, evaluation and transcript processes

as well as being responsible for data integrity of

the student information system. It utilizes a

variety of technical equipment, such as scanners

and 14 computers. A&R’s workload utilizes a

robust technological interface involving student

and instructional data.

The Counseling Center which operates on both

drop-in and scheduled appointments utilizes a

variety of databases to work with students.

Appointments and tracking are handled by the

SARS program. Some of the challenges facing

the Counseling Center involve improving its

process for capturing contact data, improving

and increasing the use of technology in

providing orientation services, and making SEPs

accessible electronically so that students can

then take a pro-active approach in the

developing, monitoring, and updating their

academic roadmap for success. Two of its goals

are to improve on-line information and service

delivery, and improve data collection for

tracking orientations, contacts, follow up

services, and transfer students.

NEEDS

There is a need to establish a student

perspective on the access of student affairs

information and services. By gaining the student

perspective, the institution and Student Affairs

in particular can provide a proper approach to

meeting the needs of the students.

One very obvious need transcends many

Student Affairs areas: ease of access to the

College of the Desert website. Research into

new ways to search the campus website needs

to be completed to determine what type of

search engine should be used. Given the

tremendous use of data, there is a need to


establish a database warehouse of all data

elements from all areas to support easier

extraction of information to support students.

This will allow for a system whereby students

can query to receive pertinent information in as

quickly as possible timeframe. Furthermore, the

college needs to move to more of a multimedia

approach, for lack of a better term, that is usable

and friendly to address student access to the

support available to them.

Another overarching need is the process to make

all documents available electronically. The areas

of student affairs that require the maintenance

of records have struggled with establishing an

imaging process to make this so. For example,

Admissions and Records must handle thousands

of pages of transcripts as well as other official

forms. Financial aid and other support programs

handle a high volume of documents that

students must provide to demonstrate need for

services.

RECOMMENDATIONS

Short term:

Make available Degree Audit to

students; Expand to E

advising/Retention Alert

Implement an electronic SEP

Either upgrade the current imaging

system (ATI filer ) or adopt Hershey or

other imaging software

Investigate the possibility of using other

modules in SARS

Implement single sign on

Determine feasibility of Data

warehousing

Consistently review and update

computer labs and their specialized

equipment

Long term:

Implement an active Portal for students

Implement and broaden the use of

internet chat and video conferencing to

provide expedited service to students at

all campuses

Explore the use of both internal and

open source systems of video

broadcasting through the net that

support Multilanguage translation via

closed captioning

Implement EDI Speede transaction Set

Interface – Electronic Transcript

capability to import & export data

between institutions


3 | ADMINISTRATION

ISET supports all the hardware, software and

provides other technical support for the

President’s office, Business Affairs, Human

Resources, Security office and Maintenance.

The District uses Datatel release 18 and Web

Advisor 4.X applications (on RX7620 Itanium

processors – 32GB – HP/UX 11.23 operating

system and Unidata 7.1 database) as its

Enterprise Resource Planning System (ERP).

A more powerful HP server, HP RX, was

purchased in 2006 to handle Datatel Colleague

Release 18 which transfers more of the

processing of web transactions to the ERP

server. An EVA7100 – 4TB is being leveraged for

use by Colleague. Dell TL 2000 tape drives are

used for a daily backup onsite as well as Data

Domain DDRS are used for remote backups.

Datatel was implemented in 2004 in phases and

integrated with third party products such as

XAP, Blackboard, SARS, STARS, Degree Check,

ATI filer and other software. The Business

Office uses the County’s Galaxy software for

Accounts Payable, Receivables, Payroll and

General Ledger and currently Datatel is not

integrated with Galaxy. HR uses Datatel for its

employee database and People Admin software

for applicant workflow. Maintenance uses the

Mainsaver package as well as special software

for Lock Netics.

NEEDS

The HP RX has a 5 year life span a with best

efforts warranty for an additional 3 more years.

It will be reaching its end of life next year (2011)

and it must be upgraded to be consistent with

the recommendation of maintaining all

hardware upgrades as a high priority. The

appropriateness of the database (UNIDATA

versus SQL) should be reviewed at that time

also.

The current imaging system (ATI filer) is

currently obsolete. There is a need to document

workflow and process. For better service, the

Helpdesk is in need of integrated software

system. For security purposes and prevention of

loss of documentation, a remote backup system

should be in place along with email archiving.

The college has not made full use of all Datatel

functionality. Due to cost factors not all Datatel

modules have been purchased and implemented.

Business Affairs would like to get reports out of

Galaxy and activate functions such as

workflow.

RECOMMENDATIONS

Short term:

Upgrade Datatel hardware when it

reaches end of life – do a due diligence

analysis on the database (UNIDATA

versus SQL)

Review functions in Datatel especially

in Web Advisor that are not currently

used but paid for

Support data warehousing

Implement appropriate integration with

third party users (Library, Bookstore,

Galaxy, etc.)

Long term:

Integrate Datatel functionality with a

mobile operating system (MOX)

Investigate the possibility of integrating

Datatel and Galaxy to avoid duplicate

data entry


Work with Riverside County to create

custom financial reports and have the

ability to do “what if” analyses

Implement intrusion detection software

Information Systems and Staffing

As a guideline, the Total Cost of Ownership

standards defined in the State’s TTIP program

might be of value to determine staffing

minimums. Comparing to this TCO model and

other colleges in the tech plan market basket,

COD is understaffed in the IT area (see Table 1

below). It is very highly recommended that the

District support IT with additional staffing

before adding additional responsibilities, job

functions or labs. The table below indicates that

for the colleges listed, the average FTEs per IT

Technician is 1805 and for College of the Desert,

it is 2691. The average FTEs per IT Programmers

is 2733 and for College of the Desert, it is 2691.

(Please see appendix on presidential taskforce

primary function of IS and EdTech.)

Table 1: Staffing Comparison of College of the Desert to Tech Plan Market Basket Colleges

Ranking by IT Technician per FTES

College

So

lano

Oh

lon

e

Victo

r Valley

Mo

nterey

Pen

insu

la

Red

wo

od

s

Hartn

ell

Average

Sh

asta-

Teh

ama-

Trin

ity

Nap

a Valley

Mt. S

an

Jacinto

Imp

erial

Desert

Funded FTES

08/09 9307 8447 9821 8534 5273 7083 8276 7935 6168 10598 7206 8073

All IT

Technicians 10 7 8 5 3 4 5 4 3 5 3 3

FTE/

Technician 931 1207 1228 1707 1758 1771 1805 1984 2056 2120 2402 2691


Ranking by IT Programmer per FTES

College

Oh

lon

e

Sh

asta-

Teh

ama-

Trin

ity

Hartn

ell

Imp

erial

Red

wo

od

s

Average

Mo

nterey

Pen

insu

la

Nap

a Valley

So

lano

Victo

r Valley

Mt. S

an

Jacinto

Desert

Funded FTES

08/09 8447 7935 7083 7206 5273 7189 8534 6168 9307 9821 10598 8073

Programmers 7 5 3 3 2 3 3 2 3 3 3 2

FTES/

Programmer 1207 1587 2361 2402 2636 2733 2845 3084 3102 3274 3533 4036

From Staffing survey of college websites on 04/21/2010, Table IX 5 yr summary" of

FDAT_2008_2009_ALLTables.XLS

http://www.cccco.edu/SystemOffice/Divisions/FinanceFacilities/FiscalServices/FiscalStandardsInformat

ion/FiscalDataAbstract/tabid/340/Default.aspx

RECOMMENDATIONS

Short term:

Pursue grant funds and alternative

funding for IS technical support

Combine funds to fund a technical staff

when new projects have need of

technical resources

Decommission obsolete labs or replace

labs instead of adding additional

computers to support

Support and encourage student use of

personal laptops in lab environments

Minimally provide funding for the

following additional staff

o 1 Computer Support Technician

o 1 Network Services Technician

o 1 Programmer/Analyst

o 1 Researcher/Research

Specialist

Long term:

Centralize all IT related support staff

for efficiency and effectiveness

ADDENDUM:

Copy Center:

Currently, the copying functions of the District are under review. There are copiers in the various departments across the campus. Most of these are on the network and users do their own copying. Some copiers also have the ability to scan documents and send them as email documents. Adjuncts as well as users who have bulk or special copying projects send their copy jobs to the Copy Center. Instead of manually sending these jobs, there have been requests to send them electronically. The Director of Fiscal Affairs is looking at this project and the workflow process and will have a recommendation soon.

http://www.cccco.edu/SystemOffice/Divisions/FinanceFacilities/FiscalServices/FiscalStandardsInformation/FiscalDataAbstract/tabid/340/Default.aspx

http://www.cccco.edu/SystemOffice/Divisions/FinanceFacilities/FiscalServices/FiscalStandardsInformation/FiscalDataAbstract/tabid/340/Default.aspx


4 | INFRASTRUCTURE

COD’s network core infrastructure is built

around Cisco networks routers, switches, and

operating system software. Routers provide

wide-area network (WAN) connectivity to

Indio-EVC, Mecca-Thermal campus and the

Institute for Sales and Service Excellence (ISSE)

Center at the Mall. Switches are typically

interconnected via a one gigabit trunk on a star

topology on 6-strand multi-mode 62.5 micron

fiber that was originally installed in mid 1990s.

Recently, as part of the bond building projects

with the new buildings, some new 50 micron

multimode fiber has been installed. While most

network connections are switched 10/100 mbps

Ethernet to the desktop, current computer and

server network interface cards are capable of

gigabit Ethernet.

COD’s server room has a backup generator, able

to provide power to core systems. Backup

uninterruptible power supplies (UPS) exist for

network equipment in individual buildings.

These UPS devices provide power for

approximately 60 minutes as well as condition

power levels and protect equipment during

spikes and outages.

NEEDS

While core network equipment is fairly current,

some COD’s Cisco ancillary equipment,

purchased in 2002-2003, has reached end-of-life

and most of it is at full capacity. Current and

future network switches will need to meet

increasing network bandwidth and throughput

requirements, including increased uplink

interface speeds of 10 Gigabit and higher.

There are 72 Windows based servers centrally

housed in the Hilb server room for security,

cooling, special fire suppression (Inergen) and

for centralized server management. We are at

the place where rack space is limited in the

server room and we must question the

proliferation of servers due to technical

demands of proper server management as well

as energy consumption. Virtual infrastructure

can leverage storage, network, and computing

resources to control costs and respond faster.

Virtual services are created out of the physical

IT infrastructure, enabling administrators to

allocate these virtual resources quickly to the

areas with greatest need. In a virtual

infrastructure, users see resources as if they

were dedicated to them while the administrator

manages and optimizes resources globally

across the enterprise. Currently, we have

virtualized 13 servers and in the process of

virtualizing 4 more and the recommendations

are to continue this pattern.


ISET aims to have 24x7 up-times which are

difficult with the limited normal business day

(8x5) and limited IS staffing. It is imperative

that the systems be up continuously to facilitate

teaching and learning.

To provide anytime, anywhere access, ISET

monitors all core and mission-critical devices

during business hours. During off-hours, email

notifications and text messages will alert IS

managers of any problems with the key systems

including the VoIP. IS also provides ongoing

scheduled maintenance on a routine basis after

hours so that normal business functions are not

interrupted with minimal impact to users. It is

important to have sufficient UPS backup as well

as maintenance and warranty is provided.

There are approximately 134 networked printers

and 26 printer/copiers located throughout the

District in addition 356 stand-alone printers.

Desktop printers are much more expensive per

page of printing, require more maintenance due

to paper jams and failed ink cartridges, and are

often not repairable.

RECOMMENDATIONS

Short term:

Provide adequate tools for network,

security and ERP management

Establish and publish a window of time

for scheduled system maintenance

Implement physical security cameras

and appropriate capturing and

documentation

Plan on annual increase in licensing and

maintenance cost

Implement a 5 year schedule for PCs

upgrade campus-wide

Allocate sufficient budget for training of

users as well as IS staff

Implement a unified sign-in system both

for faculty and students

Standardize hand held devices

Implement a 5 year schedule for servers

upgrade , including a plan on

virtualizing the servers

Consolidate the desk jets to lasers and

all-purpose copiers as they become

obsolete

Long term:

Create a total backup solution at a

remote site

Implement a unified Helpdesk system

Upgrade to current generation (layer 4-

7) switching to meet current and future

anticipated bandwidth, traffic

management, and security requirements

Upgrade the current 6513 that is in the

server room to a Cisco 7010 in the new

server room in the Classroom building

for speed, compatibility and

manageability

Upgrade the current 6509 server switch

to a Nexus 5000 for better security and

stability

Implement a plan to replace or upgrade

network equipment every five years.

Upgrade network equipment and

cabling as needed in buildings as they

are renovated


Establish space with adequate

environmental conditions for network

infrastructure serving buildings

Involve IT during design and planning

phases of construction projects,

especially the labs

Upgrade and maintain UPS devices for

all network switches

Increase the bandwidth from 1Gb to 10

Gb to keep up with the growth in East

and West valley

Implement full deployment of Office

Communications Server

Enable Email archiving by

implementing the exchange 2010

Implement use of a Universal Card

Implement virtual servers where

possible to mitigate server proliferation,

save energy, and wisely use funds

Purchase additional disk drives for the

storage area network (SAN)

Increase warranty coverage on core

devices from 8x5 next business day to

24x7 same day

Examine options for providing on-call

staff capable of responding to afterhours

problems

Investigate purchase of redundant core

network equipment (server switch and

spare switches) to minimize down time

during failures

Investigate cost effectiveness of

changing from desktop printers to

networked printing

Wireless Technology

Currently COD has campus-wide wireless

connectivity in Palm desert and Mecca Thermal.

We have 3 SSID zones: Administration,

Wireless Lab and COD Guest. The hardware

consists of two Cisco 5500 Controllers, capable

of supporting 250 Access Points (APs) with

redundancy. We currently have a Cisco wireless

controller server and a Location server with 130

APs. The COD guest wireless network is

secured by the Cisco Clean Access software that

limits traffic as well as prevents hacking to the

internal network. We average over 200

notebooks on the guest network.

RECOMMENDATIONS

Short term:

Provide wireless capability to all

buildings and campuses as they are built

or remodeled.

Provide more N-Radios (for greater

throughput)

VOIP: Telephony

COD converted from a PBX (Private Branch

Exchange) system to a VoIP (Voice Over

Internet Protocol) in December of 2004 as the

first major bond project, which produced

significant savings. This brought additional

functionality such as unified messaging, voice

mail message indicator and extended e-911

services and call trees.

Currently, we have one Cisco Call Manager

Publisher and 2 Subscribers running 6.1.2

software over a mixture of SCCP and SIP

protocols. We currently have 745 IP based

phones, 1200 voice mail boxes, and 12 analog red

phones for emergencies. We have approximately

25 auto attendants (call trees) that IS maintains.

As part of the VoIP system, the extended 911


Cisco Emergency Responder System was

implemented. When a 911 call is made, the E911

operator gets all the pertinent information to

the building level in addition to the contact

information of the Security as well as the Call

back number that will ring the extension that

placed the call.

NEEDS

To be compatible with the recent SIP industry

standard protocol (The IEEE has set SIP

protocol to be the standard for

communications) the first phones deployed

(7960 and 7940) need to be upgraded as they

were designed for the SCCP protocol. They will

work on a SIP network, however are missing

some of the SIP functionality, the screens are

hard to read and new technology such as Office

Communications services will be limited. New

phone purchases are running the SIP protocol

and our Exchange 2007 voice mail is also

running SIP. There are 231 – 2940 models and

283 – 7960 model phones.

RECOMMENDATIONS

Short term:

Upgrade 7960 and 7940 telephones

with 231 – 2940 and 283 – 7960 models

Long term:

Implement Call Center – Route Calls,

puts calls on holds, etc. (better service

and more efficient)

Distance Education, Training and Tele-

Conferencing

College of the Desert (COD) has an evolving

Distance Education program. In 2008, COD

implemented the Blackboard, Learning

Management System (LMS), using their

Managed Hosting Solution. Blackboard is being

utilized for both online classes, and web-

enhanced classes. During spring 2010, COD

offered approximately 75 sections of online

classes, covering several disciplines. Faculty

teaching traditional courses are utilizing

Blackboard as an enhancement to their

classroom. During spring 2010, approximately

450 traditional courses are utilizing Blackboard

to some degree.

Since 2003, COD has been utilizing the CCC

Confer e-conferencing solution. Funding for the

CCC Confer project is provided by a grant from

the California Community Colleges Chancellor’s

Office. Using e-conferencing, groups can

potentially see, hear, text chat, present and

share information in a collaborative manner.

This has been supported partly by the

Chancellor’s Office Technology

Telecommunications Infrastructure program.

COD provides video conferencing services

located in the Technology Learning Center


(TLC). The TLC is equipped with a Polycom

VSX 7000 video system, and a Cisco IP

Telephone Conference Station. Through The

Corporation for Education Network Initiatives

in California, COD provides Video-over-IP

services.

TelePresence will be the core technology to

make College of the Desert a true testament of

the 21st Century Education Experience. By

merging the potential of student-centered

learning methodologies with interactive, rich

media to create a new form of collaborative

educational experience, the students and

educators of College of the Desert will set the

bar as they harness the power of technology and

make it an enabler in education.

TelePresence is significantly different from

existing video conferencing systems as it

emulates an eye to eye in person interaction

with high definition video and audio. It is a

feature rich collaboration that allows students,

staff, and teachers to view shared video,

presentations, and documents, and conduct an

electronic dialogue without the constraints of

time and place. The ability to have such group

collaboration – anytime, anywhere – can be the

most rewarding and productive educational

experience of all and provide the essential

teamwork skills required by today’s business

world. Additionally, research teams on cross

institution and transnational projects can save

traveling time and money for brainstorming and

development meetings. Using the power of IP

technology to implement a TelePresence

solution, College of the Desert will set the bar

for the 21st Century Classroom in California

Community Colleges by enabling improved

collaboration in the academic community and

bringing people together that are geographically

dispersed into a single conference to facilitate

discussions, share ideas, and make decisions.

NEEDS

As part of the Educational Master Plan and Dr.

Vorhees’ recommendation, there is great

potential for growth in the area of Distance

education. COD has the infrastructure built in

and is currently being planned for with the new

buildings in the new off-site locations. Adequate

software, hardware and training needs to be

incorporated as more online, web-enhanced and

hybrid courses are developed. Also, consistent

training should be offered to all faculty in all

campuses. Communication across a wide

geographic area is difficult. An efficient

approach to support communication, and in

particular meetings, can be accomplished

through technology such as TelePresence.

RECOMMENDATIONS

Short term:

Support faculty development activities

related to distance education

Long term:

Study and implement a fully functioning

TelePresence plan


5 | SUMMARY

This technology plan was developed through a

perspective of four areas, Academic Affairs,

Student Affairs, Administration and

Infrastructure.

Each area had a variety of short term and long

term activities to meet student and institutional

needs. Upon reflection, these activities fall

within five key recommendations. The five key

recommendations and the activities (s=short

term; l=long term) related to them are listed

below.

Increase IS staffing to Total Cost of Operations (TCO)

guidelines and comparison study to support the

additional job functions and services

Pursue grant funds and alternative

funding for IS technical support (s)

Combine funds to fund technical staff

when new projects have need of

technical resources (s)

Minimally provide funding for the

following additional staff (s)

- 1 Computer Support Technician

- 1 Network Services Technician

- 1 Programmer/Analyst

- 1 Researcher/Research

Specialist

Provide dedicated Technical support for

the Library (s)

Allocate sufficient budget for training of

users as well as IS staff (s)

Examine options for providing on-call

staff capable of responding to afterhours

problems (s)

Centralized all IT related support staff

for efficiency and effectiveness (l)

Follow a scheduled maintenance and upgrade plan

Either upgrade the current imaging

system (ATI filer ) or adopt Hershey or

other imaging software (s)

Investigate the possibility of using other

modules in SARS (s)

Consistently review and update

computer labs and their specialized

equipment (s)

Upgrade Datatel hardware when it

reaches end of life – do a due diligence

analysis on the database (UNIDATA

versus SQL) (s)

Review functions in Datatel especially

in Web Advisor that are not currently

used but paid for (s)

Implement appropriate integration with

third party users (Library, Bookstore,

Galaxy, etc.) (s)

Investigate the possibility of integrating

Datatel and Galaxy to avoid duplicate

data entry (l)


Plan on annual increase in licensing and

maintenance cost (s)

Implement a 5 year schedule for PCs

upgrade campus-wide (s)

Implement a 5 year schedule for servers

upgrade, including a plan on

virtualizing the servers (s)

Upgrade to current generation (layer 4-

7) switching to meet current and future

anticipated bandwidth, traffic

management, and security requirements

(l)

Upgrade the current 6513 that is in the

server room to a Cisco 7010 in the new

server room in the Classroom building

for speed, compatibility and

manageability (l)

Upgrade the current 6509 server switch

to a Nexus 5000 for better security and

stability (l)

Implement a plan to replace or upgrade

network equipment every five years (l)

Upgrade and maintain UPS devices for

all network switches (l)

Implement full deployment of Office

Communications Server (l)

Increase warranty coverage on core

devices from 8x5 next business day to

24x7 same day (l)

Upgrade the Core Infrastructure to keep up

with technology and additions in the new

buildings and campuses

Upgrade labs to current technology

standards (s)

Implement an active Portal for Students

(l)

Implement intrusion detection software

(l)

Decommission obsolete labs or replace

labs instead of adding additional

computers to support (s)

Implement physical security cameras

and appropriate capturing and

documentation (s)

Consolidate the desk jets to lasers and

all purpose copiers as they become

obsolete (s)

Create a total backup solution at a

remote site (l)

Upgrade network equipment and

cabling if needed in buildings as they are

renovated (l)

Establish space with adequate

environmental conditions for network

infrastructure serving buildings (l)

Involve IT during design and planning

phases of construction projects,

especially the labs (l)

Increase the bandwidth from 1Gb to 10

Gb to keep up with the growth in East

and West valley (l)


Purchase additional disk drives for the

storage area network (SAN) (l)

Investigate purchase of redundant core

network equipment (server switch and

spare switches) to minimize down time

during failures (l)

Investigate cost effectiveness of

changing from desktop printers to

networked printing (l)

Provide wireless capability to all

buildings and campuses as they are built

or remodeled (s)

Provide more N-Radios (for greater

throughput) (s)

Upgrade 7960 and 7940 telephones

with 231 – 2940 and 283 – 7960 models

(l)

Support New Technology including Distance

Education while complying with ADA

Support innovative pedagogy (s)

Provide assistive technology where

appropriate (s)

Support research into new technologies

for education (l)

Provide quality hardware, software, and

labs that (l):

- Facilitate teaching, learning and

successful completion of course

work

- Anticipate future job market

demands in technology

Implement and broaden the use of

internet chat and video conferencing to

provide expedited service to students at

all campuses (l)

Explore the use of both internal and

open source systems of video

broadcasting through the net that

support Multilanguage translation via

closed captioning (l)

Support and encourage student use of

personal laptops in lab environments (s)

Standardize hand held devices (s)

Implement virtual servers where

possible to mitigate server proliferation,

save energy, and wisely use funds (l)

Support faculty development activities

related to distance education (s)

Implement futures scan focused on

technological trends in education

Support processes that facilitate new

efficiencies when utilizing technology

Provide students with software

applications currently demanded in the

local job market (s)

Make available Degree Audit to

students; Expand to E

advising/Retention Alert (s)

Implement an electronic SEP (s)

Implement single sign on (s)


Determine feasibility of Data

warehousing (s)

Implement EDI Speede transaction Set

Interface – Electronic Transcript

capability to import & export data

between institutions (l)

Support Data warehousing (s)

Integrate Datatel functionality with

mobile operating system (MOX) (l)

Work with Riverside County to create

custom financial reports and have the

ability to do “what if” analysis (l)

Provide adequate tools for network,

security and ERP management (s)

Establish and publish a window of time

for scheduled system maintenance (s)

Implement a unified sign-in system both

for faculty and students (s)

Implement a unified Helpdesk system

(l)

Enable Email archiving by

implementing the exchange 2010 (l)

Implement use of a Universal Card (l)

Implement Call Center – Route Calls,

puts calls on holds, etc. (better service

and more efficient) (s)

Study and implement a fully functioning

TelePresence plan (l)

In conclusion, the essence of any plan is to

accomplish goals. This plan is no different.

However, given the complexity of technology

and the current economically weak situation the

institution finds itself, the TPTF can only

recommend a judicious approach to

implementation of parts of this plan. If anything,

the institution should be guided by what has

been provided and only deviate as extremely

necessary. We also ask that all constituents take

the time this coming academic year to review

this plan in conjunction with their Annual

Program Review Updates to assure that where

the plan may have missed the mark, a revised

plan will better address the issues. Finally, ISET

working in conjunction with Educational

Technology Committee and the Datatel

Administrative Users Group (DAUG) should

develop a realistic implementation plan to

achieve the recommendations outlined above.


GLOSSARY

25/Resource 25 (R25) ®: A campus-wide, multi-user system to schedule special events.

Ad Astra: Room scheduling software used in the higher education to improve performance of college and

university scheduling.

ADA: Americans with Disabilities Act.

ASC: Associated Students College of the Desert.

Bandwidth: A rate of data transfer, throughput or bit rate, measured in bits per second (bps).

Camtasia: Capture software.

Cisco Unified Call Manager: A software-based call-processing system developed by Cisco Systems.

CurricuNet: A web-based software system to standardize course reporting to the Chancellor’s office.

CMH: Carol Meir Hall.

COD: College of the Desert.

CRT: Cathode Ray Tube.

Data Dictionary: A centralized repository of information about data such as meaning, relationships to

other data, origin, usage, and format.

Data Warehouse: A repository of an organization's electronically stored data.

Datatel: Software utilized by faculty, their divisions and programs to manage enrollment, maintain

rosters and report final grades.

Distance education: A field of education that focuses on the pedagogy, technology, and instructional

system designs that aim to deliver education to students who are not physically "on site" in a

traditional classroom or campus.

DSPS: Disabled Students Programs and Services.

DVD: Digital Video Display.

E-911 (Enhanced 911): A North American telecommunications based system that automatically

associates a physical address with the calling party's telephone number, and routes the call to the

most appropriate Public Safety Answering Point (PSAP) for that address.

ELMO: Electronic document camera.

Email archiving: A stand-alone IT application that integrates with an enterprise email server for the

protection of mission critical data, record retention for regulatory requirements or litigation, and

reducing production email server load.

ERP: A system that is used to manage and coordinate all the resources, information, and functions of an

organization.

ESL: English as a Second Language.

Ethernet: A family of frame-based computer networking technologies for local area networks (LANs).

http://en.wikipedia.org/wiki/Information_repository


EVC: Easter Valley Campus.

FRC: Faculty Resource Center.

Gigabit Ethernet: A term describing various technologies for transmitting Ethernet frames at a rate of a

gigabit per second, as defined by the IEEE 802.3-2008 standard.

Help Desk System: An information and assistance resource that troubleshoots problems with computers

or similar products.

IEEE (Institute of Electrical and Electronics Engineers): An international non-profit, professional

organization for the advancement of technology related to electricity.

Imaging Software: The technique and process used to create images of original documents.

Intrusion Detection: The act of detecting actions that attempts to compromise the confidentiality,

integrity or availability of a resource.

IS: Internet Services.

ISET: International Solar Electric Technology.

LCD: Liquid Crystal Display.

Multi-mode Fiber: A type of optical fiber mostly used for communication over shorter distances, such as

within a building or on a campus.

N Radios: A wireless networking standard to improve network throughput over the two previous

standards with a significant increase in the maximum raw data rate.

NIC (Network Interface Card): A computer hardware component designed to allow computers to

communicate over a computer network.

Office Communicator: An instant messaging client used with Microsoft Office Communications Server.

Office Live: A set of Internet-based services designed for consumers and small businesses interested in

creating a website or storing and sharing documents online.

Open Source: Describes practices in production and development that promote access to the end

product's source materials.

PBX (Private Branch Exchange): A telephone exchange that serves a particular business or office, as

opposed to one that a common carrier or telephone company operates for many businesses or for

the general public.

SharePoint 2010: Software for a business collaboration platform for the enterprise and the web.

Single Sign On: A property of access control of multiple, related, but independent software systems.

SCCP (Skinny Call Control Protocol): A proprietary network terminal control protocol originally

developed by Selsius Systems.

SLOAC: Special Leave of Absence Coverage.

SSID: Service Set Identifier.


Star Topology: In its simplest form, a star network consists of one central switch, hub or computer,

which acts as a conduit to transmit messages.

TCO (Total Cost of Ownership): A financial estimate. Its purpose is to help consumers and enterprise

managers determine direct and indirect costs of a product or system.

TLC: Technology Learning Center.

UM (Unified Messaging): The integration of different electronic messaging and communications media

(e-mail, SMS, Fax, voicemail, video messaging, etc.) technologies into a single interface,

accessible from a variety of different devices.

UPS: Uninterruptible Power Supply.

Video Conference: A set of interactive telecommunication technologies which allow two or more

locations to interact via two-way video and audio transmissions simultaneously.

Virtualization: Execution of software in an environment separated from the underlying hardware

resources.

VHS Players: Video Home System.

Wi-Fi: A trademark of the Wi-Fi Alliance that manufacturers may use to brand certified products that

belong to a class of wireless local area network (WLAN) devices.

Work Flow: A depiction of a sequence of operations declared as work of a person, a group of persons, an

organization of staff, or one or more simple or complex mechanisms.


APPENDIX I: LINKS

The Technology Plan Task Force (TPTF) began its work in September, 2009. The membership, the

meeting minutes, Technology Plans from other California Community Colleges, Surveys and other

pertinent information are documented in the following link on the campus portal:

http://campus/pres/ttf/default.aspx

A sub group of the task force worked on the ISET staffing and compared the current staffing against the

Chancellors Office recommended staffing and the table is at the following link:

http://campus/pres/ttf/IT%20Staffing/1/Total%20Cost%20of%20Operation%20for%20COD.docx

Academic computing labs:

http://www.collegeofthedesert.edu/fs/dept/is/Pages/AcademicComputing.aspx

Acceptable Use Guidelines:

http://www.collegeofthedesert.edu/fs/dept/is/Pages/ImportantDocuments.aspx

Accessibility Statement:


Administrative Computing:

http://www.collegeofthedesert.edu/FS/DEPT/IS/Pages/AdministrativeComputingServices.aspx

COD Communication Services:

http://www.collegeofthedesert.edu/fs/dept/is/Pages/CommunicationServices.aspx

COD Wireless Network:

http://www.collegeofthedesert.edu/fs/dept/is/Pages/Wireless.aspx

District Technology Standards:

http://www.collegeofthedesert.edu/fs/dept/is/Pages/CODStandards.aspx

ISET Mission and Vision:

http://www.collegeofthedesert.edu/fs/dept/is/Pages/MissionStatement.aspx

ISET Staff Directory:

http://www.collegeofthedesert.edu/fs/dept/is/Pages/Staff.aspx

http://campus/pres/ttf/default.aspx

http://campus/pres/ttf/IT%20Staffing/1/Total%20Cost%20of%20Operation%20for%20COD.docx

http://www.collegeofthedesert.edu/fs/dept/is/Pages/AcademicComputing.aspx



http://www.collegeofthedesert.edu/FS/DEPT/IS/Pages/AdministrativeComputingServices.aspx

http://www.collegeofthedesert.edu/fs/dept/is/Pages/CommunicationServices.aspx

http://www.collegeofthedesert.edu/fs/dept/is/Pages/Wireless.aspx

http://www.collegeofthedesert.edu/fs/dept/is/Pages/CODStandards.aspx

http://www.collegeofthedesert.edu/fs/dept/is/Pages/MissionStatement.aspx

http://www.collegeofthedesert.edu/fs/dept/is/Pages/Staff.aspx


APPENDIX II: KEY RECOMMENDATIONS GRID

Key Recommendation 1: Increase IS staffing to Total Cost of Operations (TCO) guidelines and comparison study to support the additional job functions and services.

Key Recommendation 2: Follow a scheduled maintenance and upgrade plan.

Academic Affairs Student Affairs Administration Infrastructure

Either upgrade the current imaging system (ATI filer ) or adopt Hershey or other imaging software (s) Investigate the possibility of using other modules in SARS (s) Consistently review and update computer labs and their specialized equipment (s)

Upgrade Datatel hardware when it reaches end of life – do a due diligence analysis on the database (UNIDATA versus SQL) (s) Review functions in Datatel especially in Web Advisor that are not currently used but paid for (s)

Plan on annual increase in licensing and maintenance cost (s) Implement a 5 year schedule for PCs upgrade campus-wide (s) Implement a 5 year schedule for servers upgrade, including a plan on virtualizing the servers (s)

Academic Affairs Student Affairs Administration Infrastructure Provide dedicated Technical support for the Library (s)

Pursue grant funds and alternative funding for IS technical support (s) Combine funds to fund technical staff when new projects have need of technical resources (s) Minimally provide funding for the following additional staff (s): - 1 Computer Support Technician - 1 Network Services Technician - 1 Programmer/Analyst - 1 Researcher/Research Specialist Centralized all IT related support staff for efficiency and effectiveness (l)


Implement appropriate integration with third party users (Library, Bookstore, Galaxy, etc) (s) Investigate the possibility of integrating Datatel and Galaxy to avoid duplicate data entry (l)

Upgrade to current generation (layer 4-7) switching to meet current and future anticipated bandwidth, traffic management, and security requirements (l) Upgrade the current 6513 that is in the server room to a Cisco 7010 in the new server room in the Classroom building for speed, compatibility and manageability (l) Upgrade the current 6509 server switch to a Nexus 5000 for better security and stability (l) Implement a plan to replace or upgrade network equipment every five years (l) Upgrade and maintain UPS devices for all network switches (l) Implement full deployment of Office Communications Server (l) Increase warranty coverage on core devices from 8x5 next business day to 24x7 same day (l)

Key Recommendation 3: Upgrade the Core Infrastructure to keep up with technology and additions in the new buildings and campuses.

Academic Affairs Student Affairs Administration Infrastructure Upgrade labs to current technology standards (s)

Implement an active Portal for students (l)

Implement intrusion detection software (l) Decommission obsolete labs or replace labs instead of adding additional computers to support (s)

Implement physical security cameras and appropriate capturing and documentation (s)


Consolidate the desk jets to lasers and all purpose copiers as they become obsolete (s) Create a total backup solution at a remote site (l) Upgrade network equipment and cabling if needed in buildings as they are renovated (l) Establish space with adequate environmental conditions for network infrastructure serving buildings (l) Involve IT during design and planning phases of construction projects, especially the labs (l) Increase the bandwidth from 1Gb to 10 Gb to keep up with the growth in East and West valley (l) Purchase additional disk drives for the storage area network (SAN) (l) Investigate purchase of redundant core network equipment (server switch and spare switches) to minimize down time during failures (l) Investigate cost effectiveness of changing from desktop printers to networked printing (l) Provide wireless capability to all buildings and campuses as they are built or remodeled (s)


Provide more N-Radios (for greater throughput) (s) Upgrade 7960 and 7940 telephones with 231 – 2940 and 283 – 7960 models (s)

Key Recommendation 4: Support New Technology including Distance Education while complying with ADA.

Academic Affairs Student Affairs Administration Infrastructure Support innovative pedagogy (s) Provide assistive technology where appropriate (s) Support research into new technologies for education (l) Provide quality hardware, software, and labs that (l): - Facilitate teaching, learning and successful completion of course work. - Anticipate future job market demands in technology. Implement futures scan focused on technological trends in education (l)

Implement and broaden the use of internet chat and video conferencing to provide expedited service to students at all campuses (l) Explore the use of both internal and open source systems of video broadcasting through the net that support Multilanguage translation via closed captioning (l)

Support and encourage student use of personal laptops in lab environments (s)

Standardize hand held devices (s) Implement virtual servers where possible to mitigate server proliferation, save energy, and wisely use funds (l) Support faculty development activities related to distance education (s)


Key Recommendation 5: Support new processes that support efficiency when utilizing technology

Academic Affairs Student Affairs Administration Infrastructure Provide students with software applications currently demanded in the local job market (s)

Make available Degree Audit to students; Expand to E advising/Retention Alert (s) Implement an electronic SEP (s) Implement single sign on (s) Determine feasibility of Data warehousing (s) Implement EDI Speede transaction Set Interface – Electronic Transcript capability to import & export data between institutions (l)

Support data warehousing (s) Integrate Datatel functionality with mobile operating system (MOX) (l) Work with Riverside County to create custom financial reports and have the ability to do “what if” analysis (l)

Provide adequate tools for network, security and ERP management (s) Establish and publish a window of time for scheduled system maintenance (s) Implement a unified sign-in system both for faculty and students (s) Implement a unified Helpdesk system (l) Enable Email archiving by implementing the exchange 2010 (l) Implement use of a Universal Card (l) Implement Call Center – Route Calls, puts calls on holds, etc. (better service and more efficient) (l) Study and implement a fully functioning TelePresence plan (l)