FRIT 8132 - Technology Plan Update

Debra Scott

Julian Young

Technology Plan Update

FRIT 8132 – Spring 2012

Georgia Southern University

Part I: &arrative

Introduction:

Located in the Atlanta metropolitan area, Georgia Perimeter College (GPC) is the

largest associate degree-granting college and the third largest institution in the University

System of Georgia. As of fall 2011, the student population was 27,000 students, attending 5

campuses, as well as taking part in online instruction. International students account for 15

percent of the total student population and represent 157 countries (Fact Sheet, 2010).

In March 2009, Georgia Perimeter College began implementing a strategic planning project

for information technology. The Chief Information Officer began an internal environmental

assessment through the use of presidential open forums, personal interviews, and input from an

Information Technology Advisory Council (ITAC) to gather information from various stakeholders

(i.e. students, faculty, staff, and community).

An ongoing planning process to execute specific strategic tactics based on a quarterly review

process was to be implemented. In March 2010, five information technology open forum sessions were

held to inform the college community of recommendations and actions resulting from the data collected.

The open forum process has continued annually and is evidence of the college’s commitment to shared

governance. Though the initial plan clearly recognized the need for continuous development and revision

of the strategic plan, it appears that the actual document has not been officially updated from the original

2009 version (“Strategic plan,” 2009).

Overview: Strengths and Weaknesses

Goals and Strategies:

The IT plan has six broad strategic areas that cover twenty-eight specific objectives. This

section is well organized and moderately detailed. All of the goals and objectives are clearly related

to learner outcomes and are specifically linked to the college’s strategic plan. Many of the objectives

not only relate to the college’s strategic plan, but they also link to other IT goals within the plan

itself.

This section lacks detailed information that answers the questions of who, how, or when. A

general timeframe of 1-2 years or 3-5 years is given for the completion of the goals with no specifics

of how they are to be accomplished or the methods that will be used. Many of the objectives have

vague descriptions that make it difficult to understand what the objectives are actually addressing.

The goals and strategies section of the technology plan receives an assessment score of two due to

the fact that the plan does an excellent job of relating its technology goals with that of the college’s

strategic plans, but lacks specifics about who, when, and how.

Professional Development Strategy:

The professional development strategy outlined in the plan focused primarily on a commitment

to continuous staff development and training for the IT staff with the ultimate goal of providing

1outstanding support for the faculty, students, and staff. The overall objectives included enhancing and

simplifying the learning environment, enhancing teaching excellence, and assisting in facilitating

collaboration within the college as well as with local, state, national and global communities.

The strategic plan targeted several areas for improving faculty support: provide more “brown

bag luncheons” to encourage faculty to share instructional strategies using innovative technologies;

clearly define a faculty support portfolio; implement a regular communication plan for collaboration

between IT and faculty; define an advisory process for proposing software acquisition; establish a

periodic review process for academic support services; and define categories of support designed to

streamline faculty productivity.

The strategic goals were clearly identified with a timeframe of 3-5 years but the specific tactics

identifying who will do what, when, and how was not specified therefore the professional development

strategy section receives an assessment score of 2, indicating proficient performance.

Assessment of Technology:

The tech plan gives very little information about the assessment of technology. Computers,

laptops, networking, and video conferencing are mentioned, but with no detail concerning quantity,

age, type, or any other specifics. No technology inventory is included in the plan. There is no

information about the learning environment. No mention of technology in the classroom, computer

labs, or any other areas on campus are given. This section receives an assessment score of 1 due to

the lack of information and no technology inventory.

Evaluation Process:

The strategic plan clearly indicates a commitment to the implementation of an ongoing

information technology planning process to cultivate ideas, formalize the ideas into proposals, and

ultimately gain commitments and deliverables. The goals include: better defining a philosophy for the

adoption of new technologies, defining a support model for early adopters of new technologies,

defining a process for collaboration between faculty, vendors, and other institutions to generate ideas,

and developing an ongoing evaluation process to critically evaluate the ideas as they relate to the

college’s core values.

The strategic goals were clearly identified with a timeframe of 3-5 years but the specific tactics

identifying who will do what, when, and how was not specified therefore the evaluation process section

receives an assessment score of 2, indicating proficient performance.

Summary

Overall the greatest strength of the strategic plan is its commitment to the alignment of the IT

goals with the college’s overall goals and objectives. The level of details provided offered a firm

foundation for continuous revision and development. The plan recognized the need for a continuous

development process but the lack of revision indicates that it has not been given sufficient priority.

One of the greatest weaknesses of the plan is the organization of ideas within the document.

Determining an assessment in any given area required associating details located in various sections

of the document, which would eventually allow a comprehensive view of the criteria, but did not

readily provide a snapshot view of critical areas.

The information technology strategic planning core team seemed to be representative of

numerous and diverse entities within the college. The overall document addresses the needs of each

of the entities but lacks detailed action plans and timelines required to facilitate its implementation.

The technology plan was a good starting point for future revisions. However, its lack of detail made

the plan feel rushed and incomplete.

A critical objective of the technology plan update is to reorganize the data in a format that

provides a clear snapshot view of each of the identified areas. Sections will be updated to include

greater detail and current status. Several sections not included in the original document will be added

in order to provide a more comprehensive view of the role of information technology at Georgia

Perimeter College.

Outline of Planned Changes

Action Plan/Multi-Year Planning

1. The problem(s) that you see in the existing plan.

Strategic goals were identified with a 3-5 year time frame but clear objectives with specific

measurable outcomes were not clearly defined. Who will do what, when, and how was also

unspecified.

2. The change(s) that you want to make in this section of the plan.

Clearly define objectives with specific measurable outcomes to be achieved in a 1-2 year time

frame. Specify who will do what, when, and how.

3. Why you believe this change is necessary and what resources are required.

This change will make the document more relevant as well as identify personnel, funding, and

skill sets required.

Professional Development




unspecified.







Evaluation




unspecified.







Needs Assessment, Standards, Funding Alternatives, School Pilot Projects/Educational Research,

Model Classroom Configurations, Facilities, Software Agreements, Gifts and Disposal, Staff

Development


All of the above mentioned topics were not specifically addressed in the original technology

plan. Information regarding the current status of these issues was accessible from a variety of

reliable sources.


Add the sections to the technology plan along with clearly defined objectives and specific

measurable outcomes to be achieved in a 1-2 year time frame. Specify who will do what, when,

and how.


This change will make the document more comprehensive, making it the ultimate resource for all

technology related issues.

Expected Consequences of Proposed Changes

As a result of the changes in the Information Technology Strategic Plan, we hope to

provide a comprehensive source for all stakeholders for any technology related concerns. We

would like for the document to truly become a “live” document that is constantly being

updated and revised using a SharePoint site to allow all applicable departments to take

ownership of relevant parts of the document and edit their sections as needed.

The original technology plan provided a firm foundation for continued development.

Numerous strategic plans were implemented and executed based upon the plans outlined in

the document. It appears that the various stakeholders began to execute tactics from

particular vantage points without giving as much consideration to how each tactic impacts

the overall technology plan. There are many good ideas, but because of budget and resource

constraints, they cannot all be executed. It is very difficult to conceptualize many technology

projects being executed simultaneously without referencing a single document source.

Despite not having a comprehensive document, significant progress has been made

toward accomplishing the strategic goals. Providing access to a comprehensive document

with priorities, resources, and budget constraints clearly defined (and or linked to an external

reference) will allow decisions to clearly be data driven. Georgia Perimeter College is

committed to shared governance. GPC’s dynamic Shared Governance Model is linked to its

Strategic Plan, with an emphasis on work that is timely, targeted, transparent, and temporary.

The Shared Governance Model is a composite of college-wide Standing Committees, Task

Teams, and Presidential Think Tanks, each comprised of constituents from across the

college. These groups along with the President’s Policy Advisory Board, Executive Team,

Policy Councils, President’s Cabinet, Faculty and Staff Senates, and Open Forum

participants comprise GPC’s shared governance model (“Shared governance,” n.d.). A

comprehensive instructional technology strategic plan will enhance the shared governance

process by providing the transparency clearly valued.

Part II - Technology Plan Update

Broad-Based Support IT Advisory & Governance

Information Technology Advisory Council

The Georgia Perimeter College Information Technology

Advisory and Policy Councils review current and proposed

policies and procedures for all issues related to any and all

matters associated with information technology, information

systems and information security to enhance teaching, learning

or scholarly activities. In addition, they provide advice and

consultation to the Chief Information Officer (CIO), and

communication for the strategic and tactical planning of

information technology from a college perspective.

Academic Technology Advisory Committee

Provides advice and guidance to the Chief Information

Officer (CIO) and Information Technology Advisory

Committee (ITAC) for issues related to any and all matters

associated with technology to enhance teaching, learning or

scholarly activities including classroom instructional

technologies, e-portfolio products, online collaboration tools,

and support services for faculty who are integrating technology

into their instructional programs. The Academic Technology

Advisory Committee is charged with serving as ‘the’ voice for

faculty technology needs for both operational purposes and

strategic purposes, and collect and solicits ideas from

colleagues.

Student Technology Advisory Committee

Provides advice and guidance to the Chief Information

Officer (CIO) and Information Technology Advisory

Committee (ITAC) for issues related to student use of

technology. The Student Technology Advisory Committee is

charged with serving as ‘the’ voice for student technology needs

for both operational purposes and strategic purposes, and

collects and solicits ideas from the student body (“IT Advisory,”

n.d.).

The Information Technology Strategic Planning Core

Team Members include representation from all areas of the

college:

Assistant Vice President and Chief Information Officer Associate Professor Director of Educational Technology Director of Admissions and Recruitment Director of IT Infrastructure Executive Vice President for Administration Assistant Director, Instructional Technology Business Analyst Director, Facilities Planning

Director of Information Systems Executive Director of GPC Online Senior Administrative Secretary Associate Vice President for Enrollment Management Director, Instructional Support Services, GPC Online Director of Learning Resources & Assistant Professor Vice President for Academic and Student Affairs Director, Center for Teaching and Learning Director of Institutional Research and Planning Faculty Chief Information Security Officer Associate Director, Admissions and Records Dean of Academic Services

Needs Assessment Include an assessment of the current state of technology

Mission OIT provides information technology services and

resources that support and enhance Georgia Perimeter College’s

teaching, learning, research, and administrative activities. OIT’s

primary goal is to provide technology services that enable our

students, faculty, and staff to be successful at GPC. OIT

employees strive to provide excellent customer service, respond

to the changing needs of the college community, and make it

easy and convenient for everyone to use technology at Georgia

Perimeter College.

It is very important to us in OIT that all of our customers

are completely satisfied with their service

experience. OIT believes that GPC’s future depends on our

ability to retain our customers (students, faculty and staff) by

providing exceptional experiences (“Information Technology,”

n.d.).

Vision The vision for information technology engagement at

GPC is that information technology at the college is to become a

nationally recognized model among two-year public institutions

by:

• Creating and supporting a transparent and seamless

environment for academic learning, creative endeavors, and

appropriate research.

• Enabling student success, facilitating faculty activities and

supporting efficient and effective administration of the

college.

• Fostering collaboration among its diverse community of

students, faculty, and staff.

• Promoting and supporting continuous innovation.

• Measuring the success of information technology

accomplishments by its relevance to the college’s mission

(“Strategic plan,” 2009).

Goals and Objectives In defining IT strategic directions that will be

consistent with the college’s four strategic goals, this plan

asserts that pursuing six major IT Strategic Goals will result

in advancing the college’s already planned strategies:

1) Information technology should empower and enhance the

academic learning process.

2) The college must continue to build and expand reliable, robust

and secure access to information and technology systems.

3) The college must promote customer-centered information

technology services and support.

4) Innovation through technology must be assured, but not at the

expense of sacrifice of stable service delivery.

5) The effectiveness of the college’s administration and

management should be enhanced through technology systems

and data mart and data warehouse infrastructure and tools.

6) The college should continuously look for ways to enhance its

management of information technology and information

systems as a true institutional strategic asset, like

corresponding other institutional assets: human, fiscal,

intellectual and physical (“Strategic plan,” 2009).

Action Plan/Multi-

year Planning Goal#1:Empower and Enhance Academic Learning and

Processes

Recommendation: Increase pilot program participation by faculty.

Communicate the impact of mobile device technology on faculty

practices and perceptions.

Proposed Timeline: Ongoing

Responsible Department(s) – Academic Technologies

Measurable Outcome: Schedules for administration of surveys and

questionnaires. Analysis of survey, questionnaires, and student &

faculty logs.

Recommendation: Develop strategies to convey information

utilizing various electronically based applications. Provide faculty

with mobile, electronic devices, to promote the exploration of using

mobile technology with students. Develop podcasts content to

customize learning opportunities utilizing mobile devices.

Instructors involved in pilot programs must be available to be

contacted by other faculty for guidance and consultation, present

workshops, and/or be willing to provide scheduled access to their

classroom for other faculty (iTeach, 2011).

Increased Access to Classes

Growth of use of hybrid courses can have an effect of reducing seat

time and demand for classrooms during peak hours, providing more

access to high demand courses. This may, in turn, reduce student

difficulties in getting classes needed to complete courses of study in

specific time frames.

Recommendation: Increase access to hybrid courses. Increase

access to training for faculty in hybrid best practices. Appoint a

hybrid coordinator, master hybrid instructors, and an assessment

team.

Proposed Timeline: 1-3 years

Responsible Department(s): Academic Technology, Academic

Services

Measurable Outcome: Review of Hybrid Department

meeting minutes posted on the GPC governance and policy

webpages. An annual report submitted by the Hybrid

Assessment Team. A list of evaluated hybrid courses and

the final assessment.

Goal #2: Build and Expand Reliable, Robust, and Secure

Access to Information and Technology

Technology Infrastructure:

GPC is a leader in innovative infrastructure technology

deployment:

• New eco-friendly power and cooling system in the

Clarkston data center.

• Partnership with PeachNet to create a North Atlanta

fiber ring to connect three of our campuses to this USG

backbone.

• A USG leader in Cisco voice-over-IP telephony.

• The first large USG institution to deploy Banner on the

Linux operating system. This has provided much higher

performance for significantly lower operating cost,

resulting in dramatically improved efficiency.

• The first USG institution to implement the Banner

Enrollment Management Suite software product.

This SunGard Higher Education product uses data

analysis to make enrollment decisions.

• GPC is the first University System of Georgia (USG)

institution to implement Business Intelligence using

Cognos to facilitate data-driven decision making.

Recommendation: Preserve and enhance the network

infrastructure through an ongoing commitment to upgrade,

extend and diversify its capabilities and support.

Timeline: 3 year replacement cycle

Responsible Department(s): Infrastructure Technology

Measurable Outcomes: Annual report of the technology

replacement schedule

Recommendation: Continue to develop and fund a model for

the availability of consistent, up-to-date technology. Establish

and clearly define an Acquire, Retire, and Upgrade cycle for

computers, software, and other information technology.

Implement processes and measures to ensure consistency where

applicable across the college.

Timeline: Variable replacement cycle(s)

Responsible Department(s): Infrastructure Technology

Measurable Outcome: Annual report of the technology

replacement schedule

Goal #3: Promote Customer-Centered Information

Technology Services and Support

Information technology encourages and supports an operational

environment that is customer-centered and provides quality

assurance for information technology services and support. To

accomplish this goal, the following imperatives are

recommended:

Recommendation: Continue to expand IT support for students.

The following support areas are currently accessible on at least

one GPC campus location:

JagSpots are located on each campus. JagSpots provide

students, faculty and staff an area in which they may access

computers to check emails, study, research, write and print

papers, and take online tests. JagSpot assistants are on duty to

answer questions.

MediaSpots offer GPC students access to state-of-the-art media

production and post-production equipment, facilities, and

training. MediaSpots are currently located on the Clarkston and

Dunwoody campuses.

TechSpots will provide access to GPC technicians offering

laptop support to students. Services will include virus scanning,

system cleaning info, browser configuration, installation

assistance for GPC-provided software, troubleshooting

hardware, and assistance with wireless, peripherals, and system

maintenance. The first two TechSpots will be located inside the

Clarkston and Newton JagSpots.

GroupSpots are technology enhanced student collaboration

spaces. They are to be located in open student centric areas

around campus (Classrooms and Labs, n.d.).

Proposed Timeline: 1-3 year implementation schedule

Responsible Department: Educational Technologies, Academic

Services

Measurable Outcome: Increase in the number of IT support “spots.”

Increase in the number of work stations at each location. Increase in

the variety of software and hardware available.

Goal #4: Ensure Continuous Innovation, Yet a Stable

Production Environment

Aggressive experimentation with new technologies occurs in a

controlled, non-production environment to determine whether and

when new technologies should be deployed more generally across

the college. To accomplish this goal, the following imperatives are

recommended:

Recommendation: Publish the Projects & Planning Office’s

Technology Project Portfolio on the Projects & Planning website

pages to increase visibility of completed, current, and completed

projects.

Timeline: ongoing

Responsible Department(s): Project & Planning Office,

Academic Services, Academic Technology

Measurable Outcome: The portfolio will clearly be accessible

on the GPC website.

Recommendation: To increase awareness, market the process

which invites Georgia Perimeter College students, student

organizations, faculty and staff, or any grouping of our

community, to submit proposals to request funding to provide

technology resources to our students. The Student Technology

Fee Committee is responsible for reviewing and evaluating

student technology proposals and recommends funding

allocations to the President and Chief Information officer and

the Executive Cabinet.

Timeline: 6 mos. to a year

Responsible Department(s): Marketing, Academic Technology,

Executive Cabinet

Measurable outcome: Increase in the number of proposals

received and processed by the Projects & Planning Office

(“Projects and Planning,” n.d.).

Goal #5: Support College Administration and Management

Recommendation: Develop responsive and secure system to

access administrative information that facilitates informed

college decisions. Acquire and implement a college-wide

system of data management, tools and processes that focus on

data integrity and effective reporting support. Critical attention

should be paid to assuring that access granted to information is

commensurate with the specific need to perform one’s duties,

whether operational or strategic in nature. Continue the

Deployment of Content Management System. This system

would facilitate routing electronic documents through business

and academic processes.

Recommendation: Implement a system of electronic signatures in

order to move manual paper-based business functions to electronic

paperless functions.

Proposed Timeline: 1 to 3 years

Responsible Department: Information Systems, Administrative

Support

Measurable Outcome: Steadily increasing number of documents

revised from paper submission to electronic submission.

Recommendation: Continue to expand the use of collaboration

software such as SharePoint to clearly define workflow

processes across departments and facilitate project coordination.

Timeline:

Responsible Departments: Information Systems

Measurable Outcome: Increased interdepartmental collaboration

reported by project management teams.

Recommendation: Continue to deploy a unified web authoring tool

for web content management.

Proposed Timeline: 1 year

Responsible Department(s): Marketing, Information Technology

Measurable Outcome: Unified look and feel of all college affiliated

web pages.

Goal #6: Plan and Manage Information Technology

External Liaisons and Collaboration:

Recommendation: Fund an administrative staff position that is

responsible for building and facilitating discussion by creating

virtual and face-to-face professional communities. Sharing of

technical expertise will reduce duplication of effort across all

the Georgia Perimeter College campuses (“Strategic plan,”

2009).

Timeline: 1-2 years

Responsible Department(s): Administrative Support

Measurable Outcome: Increased collaboration efforts reported

in published departmental meeting minutes.

Recommendation: Ensure institutional participation in appropriate

national, regional, and statewide collaborative efforts to maintain

competitiveness, and capitalize on best practices and innovation in

the use of information technology in higher education.

Timeline: ongoing

Responsible Departments: Academic Technology, Academic

Services

Measurable Outcome: Generate a report that outlines the colleges &

faculty participation (attendance/presenting/hosting) of conferences.

Program Integration This Information Technology Strategic Plan includes in its scope

not only issues related to the technology, but also includes

managing aspects of the human resources, services to be delivered,

managed expectations and fiscal resources required to accomplish

the strategic goals. The plan encompasses all departments of the

institution with no specific domain restrictions based on

organizational unit or functional uses of information technology.

This includes uses of these technologies, systems and resources in

both the academic, administrative and operational infrastructure

components of the college.

The Information Technology Strategic Plan is closely aligned with

the four overarching institutional goals in the College Strategic Plan

(“Strategic plan,” 2009).

Curriculum

Integration

Educational Technologies

Educational Technology consists of the following areas that

provide ongoing training and support:

Instructional Technology area is responsible for

providing technology training and support that enhances the

teaching and learning practice using pedagogically sound

instructional design principles.

Classroom and Event Technology is focused on the

integration of classroom technology through design, installation

and use. Also, providing audio visual support for college

sponsored events.

The Technology Support area endeavors to provide

desktop and classroom support that is prompt, proactive, highly

responsive and adaptable to the needs of the college community

(Organizational Units, n.d.).

Recommendation: Based upon the evidence of positive impact

on teaching and learning determined by analysis of collected

data, expansion of the following pilot programs are

recommended:

The Nursing iTouch Pilot Project began in the Fall of

2009. It is a partnership between the nursing department and

Instructional Technology Services. The GPC Nursing

Department received a grant that would allow for 12 iTouches

to be purchased and loaned to nursing students and faculty.

Instructional Technology Services purchased licenses for

the Unbound Medicine App, Nursing Central. The app was

loaded on the iTouches. Additionally, Instructional Technology

Services worked with the nursing department to make their

lectures and lecture notes available to students as podcasts

viewable on the iTouch.

The Health Science Mobile Device Pilot Project is a

partnership between the Health Science discipline and the

Office of Information Technology. Faculty teaching in the

Health Sciences will receive a iPad or iPod Touch. First year

Health Science students will receive an iPod Touch. Second

year Health Science students will receive an iPad. Discipline

specific apps such as Unbound Medicine's Nursing Central app

will be provided to the faculty and students. Faculty will be

creating podcasts of lectures and skills labs for students to view

(Academic Technology Projects, n.d.).

Evaluation Continuous staff development and training are essential for an IT

organization to maintain its core competencies. The IT organization

must know how it measures customer service, what service level

expectations are needed and how to manage expectations in a

proactive, communicative manner.

Recommendation: Assess faculty utilization of technology

enabled instruction through the administration and analysis of pre

and post surveys. Evaluate student perceptions and practices

through use of pre and post student surveys. Develop assessment

instrument to evaluate both faculty and student level of ability to

use various software applications and hardware. Assess student

impressions of electronically based applications and mobile

devices collected from Student logs.

Evaluate student academic performance by comparing the

average of e scores in technology enabled instruction vs. face-

to-face web enhanced instruction. Compare scores on the end of

course assessment.

During a pilot technology program, both faculty and students

are required to complete surveys & logs regarding their

experiences (Academic Technology Projects, n.d.).

Recommendation: Create a small evaluation body that can

comment authoritatively on use of new software and hardware

based on established campus technology specifications.

Timeline: ongoing

Responsible Department(s): Academic Technology

Measurable Outcome: Annual assessment of current software and

hardware as well as those under consideration for future use.

Recommendation: Evaluation of the design of all hybrid

courses using an approved Hybrid course design rubric. Courses

must meet 75% of the specified standards in order to gain

approval for implementation.

Timeline: 1-2 years

Responsible Department(s): Academic Technology, Academic

Services

Measurable Outcome: Annual reports of the Hybrid Course

Coordinator and the published departmental meeting minutes

Standards

Funding Alternatives The Office of Grants and Sponsored Programs exists to support

Georgia Perimeter College's faculty, staff, and administrators in

obtaining funding from external sources in support of instructional

programs, professional development, demonstration, and public

service projects targeted to implementing the goals of Georgia

Perimeter College's Strategic Plan (“Grants,” n.d.).

Private support comes primarily from five sources: GPC (and

DeKalb College) alumni, GPC Faculty and Staff, corporations,

philanthropic foundations and friends. The GPC Foundation works

hard to create and strengthen corporate and community partnerships

(GPC Foundation, 2012).

Recommendation: Continue to aggressively seek alternative

funding sources by researching grants, and building and maintaining

relationships with local and global community.

Timeline: ongoing

Responsible Department(s): GPC Foundation, Institutional

Advancement

Measurable Outcome: Annual reports of collected funds.

School Pilot

Projects/Educational

Research

In order to promote the GPC strategic plan to strengthen student

success, Academic Technology continues to initiate and support

projects such as the following that expand teaching and

learning opportunities for faculty and students:

Respondus LockDown Browser Pilot

Spring/Summer 2010-Present

Online and face-to-face faculty pilot the use of the

Respondus LockDown Browser, an Internet browser that blocks

all other computer applications while a student is taking an

online quiz, test, or exam.

&ursing iTouch Pilot

Fall 2009/Spring 2010 -Present

In partnership with the nursing department, Instructional

Technology Services purchased apps and provided instructional

support for the use of iTouches acquired by grant funding.

Health Sciences Mobile Device Pilot

Fall 2010/Spring 2011, Fall 2011, Spring 2012

In partnership with the Health Science discipline, the

Office of Information Technology provided faculty with an iPad

or iPod Touch, first-year students with an iPod Touch, and

second-year students with an iPad.

Student Media Projects

Spring 2010-Present

Instructional Technology Services and Media Developer,

team with instructors to assist students with the creation of

course related videos (Academic Technology Projects, n.d.).

Model Classroom

Configurations

Georgia Perimeter College classrooms are equipped with

advanced instructional technology tools to enhance instruction.

Standard Classroom Hardware: o Classroom Computer o LCD Projector o Sympodium o DVD/VCR player o Document Camera o Speaker System o Laptop Connection o Wall Panel Switch o Ethernet Access at the Presentation station o Wireless Access for students

Specialty Classroom Hardware: o GPC Rewind / Echo360 Lecture Capture – available in

select classrooms o Presentation Capture - available in select classrooms o Turning Technologies Clickers – available by request

GPC classroom computers are equipped with specialty

software in addition to the standard GPC computer software.

The classroom computer uses software called Deep Freeze that

returns the computer to default settings after logout in order to

ensure that the user experience is not disrupted by the alterations

of other users.

Specialty software is available on classroom

computers:

SMART &otebooks (available on all classroom

computers) – This software works in tandem with the

Sympodium to allow mark up using the Sympodium stylus.

SMART Sync (available in computer classrooms) – a

computer monitoring software that allows the instructor's

computer to interact with and monitor student computers in

computer classroom (Classroom Technology, n.d.).

Facilities The Instructional Design Labs offer faculty a place to

experiment with technology and to design innovative

instructional materials. We maintain specialized hardware and

software to give faculty the opportunity to experiment with

instructional technology tools and develop new forms of

instructional content. In the IDL, faculty can: build web pages,

practice with a Sympodium, create videos, use a scanner, or just

brainstorm with an Instructional Technologist.

IDL Locations:

• Alpharetta 217A- Under development

• Clarkston CH2161

• Decatur SC1148

• Dunwoody NE2903

• Newton 1N3415

• Clarkston- GPC Online Offices JCLRC

Additionally, Instructional Technology Services have a

training facility located at the Clarkston Campus in Room

H2160. This room can be reserved for small group training.

Student MediaSpots, multimedia development labs for

students are located on the Clarkston and Dunwoody campuses

(“Facilities,” 2012).

Maintenance/Support The GPC Technology Service Desk acts as a central

point of contact for technology-related questions, issues and

problem resolution.

Physical and Environmental Security

Georgia Perimeter College will implement and maintain

security controls and safety measures to protect computer

operations (systems, buildings, equipment, and related

supporting infrastructures) against physical and environmental

threats. GPC will implement physical security measures to

prevent, detect, and mitigate unauthorized physical access or

damage to information assets, and environmental controls to

protect against fire, flood, and other environmental and natural

hazards (“Physical and Environmental,” 2010).

Infrastructure Technology Security Infrastructure Technology operations is responsible for the

operation of enterprise-wide computers and monitoring

enterprise-wide applications and the campus-wide network.

Infrastructure Technology is responsible for providing the

following services:

System Status and Availability

Network Status and Availability

Storage of Backup Media

Problem Escalation for Enterprise Applications and

Campus-wide Network

Network Services team provides internet and

telecommunication services for Georgia Perimeter College’s

(GPC) students, faculty, staff and GPC guests who are mobile

users. The Network Services group supports a voice and data

network, which is an Ethernet based network IP network

spanning 55 buildings on six campuses. The data network

includes border routers, core routers and distribution routers that

are interconnected via gigabit Ethernet between Alpharetta,

Clarkston, Decatur, Dunwoody, Newton and Lakeside

campuses. Network service is responsible for Firewall,

Intrusion detection, packet shaping, and content filtering. The

Network Service team also provides design for data cabling,

voice cabling (including multi-pair backbone cabling), fiber

optic cabling (both interior and outside patch cabling), all

associated pathways, and termination hardware and wire

management. Network Services installs, maintains and supports

the data network from the wall plate to our Internet services.

Telecommunication support is also provided from the Network

Services team. This support is for all Georgia Perimeter College

students, faculty and staff. The premise-based system is

deployed using the advance VOIP services for voice and

messaging services. The services also provide local and long-

distance dial tone, faxing, fire alarm, and analog service.

The GPC Data Center provides a secure facility with

redundant power, network connectivity and systems monitoring.

Enterprise Server Support (ESS) team provides support for all

server and database services for all of Georgia Perimeter

College Faculty, staff, students, and Guest. The Enterprise

Server Support team operates over 500 server-based systems

supporting GPC. The systems are located at two large data

centers and 6 smaller supporting data centers. ESS provides

centralized data backup, and archival and tape storage.

Application support for Email, Banner, Maximo, student email,

Enrollment Management as well assistant Database support for

Microsoft SQL Server, MySQL, and Oracle.

In addition, backup services is an additional service

offered by Enterprise Services Support. This allows server

administrators to backup server data and operating systems to

the centralized backup environment. In addition to onsite

storage, the backup environment as a whole is backed up and

sent offsite, thus maximizing the redundancy of your data.

Enterprise Services Support also runs an enterprise level

VMWare server environment which allows a single physical

server to be partitioned into multiple “virtual machine” servers,

each with the appearance and capabilities of running on its own

dedicated machine. Each virtual server can run its own

operating system (Windows or Linux), is assigned its own

hostname and may be independently administered, configured

and rebooted without impact on other virtual servers.

Technology Support - The Assistant Director of

Technology Support leads the Technology Support Group and

multi-campus Teams to resolve all computing and audio visual

challenges of our Students, Faculty and Staff. Responsible for

providing leadership, overall coordination and direction for the

Georgia Perimeter College, OIT, Technology Support

Department, in support of technical services delivery and

customer support initiatives. Champions and coordinates service

reliability and customer service improvement initiatives for

Students, Faculty and Staff. Operations include management of

the personnel, procedures and policies governing the

implementation, deployment and maintenance of Technology in

the GPC environment; includes the integration of micro

computing hardware, software Audio Visual and networking

components. Analyzes, maintains and revises existing practices,

performance metrics and processes to drive operational

excellence and support product life-cycle management. Project

management duties include task management, action plans,

implementation timelines and activities. Coordinates the

equipment upgrade program, specifies equipment pool, and the

cost effective procurement of upgrade equipment. Approves

College Technology purchases as “Supportable in the

environment” and ensures warranties are sufficient to sustain

lifecycle. (Organizational Units, n.d.).

Recommendation: Annually review end-of-life status of the

District’s servers, computers, digital projectors, and audiovisual

assets to project annual expenditures.

Measurable Outcome: Annual report detailing current status and

replacement schedule.

&etwork Infrastructure Physical Security:

Recommendation: Improve security to ensure that physical

access to wiring closets limits unauthorized access to

physical electronic and cable components in these closets.

Measurable Outcome: Reports of traffic entering secured

areas using card key access.

Software Agreements Software Licensing and Management

Recommendation: Evaluate opportunities for providing

universally available software licenses, processes to support

volume purchasing of software, access to the software regardless

of geographic location, and central maintenance and

clearinghouse capabilities.

Responsible Department(s) – Information Technology

Timeline: ongoing

Measurable Outcome: Annual report of research and evaluation.

Information Security Third Party Software Policy

Faculty and staff will only use software applications and

services provided by the Georgia Perimeter College to conduct

official business with students and each other. These College-

provided applications and services ensure that: 1) appropriate

information security procedures are used, 2) individual privacy

rights are protected, and 3) Georgia Perimeter College

intellectual property rights are preserved. Use of any third-party

application software or service not provided by the College

requires approval of the Office of the Chief Information Officer

and the Chief Information Security Officer, who will ensure that

appropriate contractual safeguards are in place.

This policy applies to all GPC faculty and staff. The

Chief Information Officer and Chief Information Security

Officer are responsible for assessing and approving requests for

any software or services not provided by the College.

In order to appropriately protect GPC’s valuable and

sensitive information, including personal information of the

students, faculty, and staff, all applicable users are required to

comply with this policy. Persons in violation of this policy are

subject to a range of sanctions, including the loss of computer

network access privileges, disciplinary action, dismissal from

the College and legal action. Some violations may constitute

criminal offenses, as outlined in the Georgia Computer Systems

Protection Act and other local, state, and federal laws. The

College will carry out its responsibility to report such violations

to the appropriate authorities. Appeals should be directed

through the existing procedures established for employees or

students (“Policy Statement,” 2010).

Copyright/Acceptable

Use Policy

The purpose of the Georgia Perimeter College (GPC)

Copyright Compliance Policy: Library and Classroom is to

provide a summary of U.S. copyright law as it relates to the use

of text-based copyright-protected works in the classroom and

library at GPC, and to provide guidelines and procedures for

obtaining copyright permission to use these works (“Copyright

Guide,” 2005).

FAIR USE A provision for fair use is found in the Copyright Act at Section

107. Under the fair use provision, a reproduction of someone

else's copyright-protected work is likely to be considered fair if

it is used for one of the following purposes: criticism, comment,

news reporting, teaching, scholarship and research. If the

reproduction is for one of these purposes, a determination as to

whether the reproduction is fair use must be made based upon

four factors:

1. The purpose and character of use (principally, whether for

commercial or nonprofit educational use);

2. The nature of the copyright-protected work;

3. The amount and substantiality of the portion used; and

4. The effect of the use being evaluated upon the potential

market for or value of the copyright-protected work.

Gifts and Disposal Equipment Re-Use or Disposal GPC will ensure equipment or media containing

institutional information will be rendered unrecoverable prior to

re-use or disposal. The disposal of equipment or media will be

done in accordance with all applicable surplus property and

environmental disposal laws, regulations, or policies (“Physical

and Environmental,” 2010).

Staff Development Training Provided by Academic Technology

The area of Academic Technology provides face-to-face

and online training for various software applications and

hardware. Online sessions are delivered live via Wimba

classroom or are accessible as video tutorials. In addition, some

vendors and organizations offer free training. Throughout the

year, we also host conferences and events which provide

supplemental training and allow faculty to showcase innovative

classroom and online teaching techniques (“Academic

Technology, n.d.).

Customized training can be scheduled specifically for

departments or groups of 3 or more participants. A

representative from the group should place a work order with

the helpdesk to schedule training. Times and dates are subject to

the training personnel schedules and computer room availability

(Customized Training, n.d.).

The training schedule is planned one month at a time to

allow maximum flexibility and to allow us to address changes in

training needs. On all campuses, the times and dates are subject

to computer room availability. In general, offerings will usually

rotate between the Clarkston, Decatur, Dunwoody, Alpharetta,

and Newton campuses each month in order to provide a fair

opportunity for participation on all campuses. Online instructor-

led training via Wimba Classroom is also offered. (Training

Policies, n.d.).

References

Academic technology projects. (n.d.). Retrieved April 12, 2012, from

http://www.gpc.edu/oit/?q=its_projects

Campus guide to copyright compliance. (2005). Retrieved April 12, 2012, from

http://www.copyright.com/Services/copyrightoncampus/compliance/policy_sample.html

Classrooms and labs. (n.d.). Retrieved April 12, 2012, from http://www.gpc.edu/oit/jagspot

Classroom technology. (n.d.). Retrieved April 12, 2012, from

http://www.gpc.edu/oit/classroom_tech

Customized training. (n.d.). Retrieved April 12, 2012, from

http://www.gpc.edu/oit/training/customized

Fact sheet. (2012). Retrieved April 5, 2012, from

http://www.gpc.edu/News_and_Information/fact.php3#data

Georgia Perimeter College’s shared governance model. (n.d.). Retrieved April 12, 2012,

from http://depts.gpc.edu/governance/governancemodelinteractive.pdf

GPC foundation. (2012). Retrieved April 12, 2012 from http://depts.gpc.edu/Foundation/

Grants and sponsored programs. (2012). Retrieved April 12, 2012, from

http://depts.gpc.edu/~gpcgsp/mission.htm

Information security physical and environmental security. (2010). Retrieved April 12, 2012,

from http://depts.gpc.edu/governance/policies/New600/614.pdf

Information security third party policy statement. (2010). Retrieved April 5, 2012, from

http://depts.gpc.edu/governance/policies/New500/506.pdf

Information technology strategic plan. (2009). Retrieved April 12, 2012, from

http://www.gpc.edu/oit/itplan.pdf

Instructional technology facilities. (2012). Retrieved April 12, 2012, from

http://depts.gpc.edu/~gpcits/resources/facilities.html

IT advisory and governance. (n.d.). Retrieved April 12, 2012, from

http://www.gpc.edu/oit/it_governance

iTeach. (2011). Retrieved April 12, 2012, from http://www.gpc.edu/iteach/

Organizational units. (n.d.). Retrieved April 12, 2012, from

http://www.gpc.edu/oit/about/organizational

Projects and planning office. (n.d.). Retrieved April 12, 2012, from

http://www.gpc.edu/oit/projectplan

Welcome to the office of information technology. (n.d.). Retrieved April 12, 2012, from

http://www.gpc.edu/oit/sliderstory1

Training policies. (n.d.). Retrieved April 12, 2012, from

http://www.gpc.edu/oit/training/policies

Training provided by academic technology. (n.d.). Retrieved April 12, 2012, from

http://www.gpc.edu/oit/training

Documents

FRIT 8132 - Technology Plan Update