College of the Desert Institutional Review

COLLEGE OF THE DESERT Program REVIEW

NON-INSTRUCTIONAL PROGRAMS GUIDELINES

February, 2007

Non-Instructional PR Guidelines (2-23-07) jp Page 1 of 37 COLLEGE OF THE DESERT Program REVIEW NON-INSTRUCTIONAL PROGRAMS GUIDELINES FORM

Program Review is defined by the Accrediting Commission for Community and Junior Colleges as “an ongoing process by which the institution evaluates and assesses the effectiveness of its programs and services for students.” At the department level/unit, there are two important reasons why program review is valuable:

• Program Review allows you to assess and evaluate your department/unit for your own information and purposes. This is an opportunity to develop measurable goals (quantitative) and identify your department’s strengths and weaknesses (qualitative) and describe how they affect the success of the institution. For example, perhaps your department/unit has lost personnel due to retirement or prior year’s budget reductions. Is that affecting your service capacity? Perhaps your organizational goals or products have changed over the last few years. Do you need to revise employee expertise or training, software, equipment, etc. to keep up with the changes? Program review is a systematic approach to making these departmental/unit conversations take place on a regular basis.

• Program Review is also one pathway by which the needs and changes in your department/unit can be tied to the planning and resource allocations of the college. Your Vice President will formulate a summary that will go to the Planning Council, and if appropriate, to the Budget Sub-Committee.

Step 1 Establish your review team. The Department/Units establishes a self-study committee to design how the review will be carried out. Meet together and brainstorm. Program Review is most effective when all staff is involved at some level because of the expertise and point of view of each person. Remember you need to identify both quantitative and qualitative goals. Some committees include one or more students for their unique perspective. We strongly encourage department-wide participation.

Step 2 Carry out your review. Some departments/units send out questionnaires to all department employees or clients addressing each point in the review. Find the best way for your department to have meaningful dialogue.

Step 3 Complete Data Collection Form. Attached are the forms for your self-study committee. The “Cost Effectiveness” template is a County of Riverside Galaxy budget tool. Instructions are included to access Galaxy for budget information and cost projections.

Step 4 Submit Data Collection Form. The Department/Units must submit the review to the Vice President by ______.

TENTATIVE Schedule for 2008-2009 College of the Desert Program Review

Non-Instructional PR Guidelines (2-23-07) jp Page 2 of 37 DATE TASK December 31 Department/Units submit to Vice President January 31 Vice President submits executive summary to Planning Council March 1 Planning Committee reviews executive summary and submits feedback and recommendations to Vice Presidents and Department Heads March 31 Department/Units submit Action Plans and Budget to Vice President April 30 Vice President reviews, modifies if necessary, submits final Action Plans and Budget to Planning Council

Non-Instructional PR Guidelines (2-23-07) jp Page 3 of 37 College of the Desert Non-Instructional Program Review YEAR ONE – FY __2008_ Purpose

According to College of the Desert’s Mission Statement, the overarching goal of all college community members is “College of the Desert provides excellent educational programs and services that contribute to the success of our students and the vitality of the communities we serve.” To meet this challenge, it is essential that all college units be periodically assessed. Systematic assessment serves several purposes for an organization. It enhances the college’s knowledge of students, staff and community; it ensures a feedback mechanism from students and staff; it links customer service and process improvement to strategic planning and budgeting; and it increases the college’s awareness of its strengths and weaknesses.

College administrative and support units interact with a variety of internal and external constituents who utilize unit services and products. Non-Instructional program review should:

 Ensure that all ongoing programs are consistent with the core mission of College of the Desert  Ensure the excellence of all programs and ensure the ongoing availability of resources to guarantee their continued excellence  Ensure that College of the Desert is not “over programmed” for its resources, and that the operating budget is balanced on an annual basis  Ensure that all units provide resources to encourage and support creativity, innovation and institutional improvement  Eliminate unnecessary duplication and redundancy  Improve efficiency and effectiveness, and planning  Improve and enhance services to instructional programs, students and community constituents

Process

There are three (3) documents required to be completed for each program under review:

 Survey Instrument (Link here)  Cost Effectiveness Template (Link here)  Organizational Chart (Link here)

Upon completion of the program review by the program supervisor the hardcopy documents should be submitted to Matthew Breindel, Institutional Research & Planning.

Non-Instructional PR Guidelines (2-23-07) jp Page 4 of 37 Non-Instructional Program Review Survey Instrument Date

Department/Division/Program: Information Systems & Education Technology

Submitted by: __Bina Isaac, CTO/Dean IS & Ed Tech______

Criterion 1: Importance to College of the Desert (3 questions) Question 1, in 3 parts (limit to 1 page response for 1a, 1b, 1c)

1.1a What is the purpose of the program? Why does it exist? How does it accomplish the mission, goals and objectives of the College?

Information Systems and Education Technology oversees the following major areas for the District: 1) All software applications, including Datatel, the higher education Enterprise Resource Planning (ERP) system, and the support and integration of third party products such as XAP, Blackboard interfaces, SARS, STARS, Degree Check, mandated reporting, system access and system security; 2) Network and infrastructure, LAN/WAN (including remote off-campus sites), desktop computing, software applications support, licensing, cabling and infrastructure, system access and security 3) Academic Computing and general Purpose Labs support and maintenances 4) Communications management, such as the Voice Over IP system, on and off campus email, Call handlers, Emergency Paging system, Extension Mobility, Text messaging, and Instant messaging; 5) the institutional web development and portal deployment; 6) Helpdesk operations, faculty and staff support and technology training 7) Media and educational technology support and 8) Technology contract oversight, systems proposals, technology purchasing and technology integration with business operations.

We are committed to:

 An effective technological environment that maximizes the flow of information throughout the district, its affiliates and the community at large.  A proficient user community continuously increasing its own knowledge and productivity.  Information technology as a strategic element in the ongoing success of the Desert Community College District.

As a team of information systems and educational technology professionals, we are dedicated to delivering both an efficient computing environment and quality customer service to support the mission and goals of the Desert Community College District, which is to provide a comprehensive, student centered, community college education. At Information Systems and Education technology provide the services required to maintain the learning programs that prepare students for transfer programs, which prepare students to acquire quality employment. We also provide support to District entities that serve diverse communities.

Non-Instructional PR Guidelines (2-23-07) jp Page 5 of 37 1.1b How has this purpose changed in recent years?

Our purpose has expanded due to 1) the increase in the number of users who use technology, 2) the new areas we have integrated with our department and 3) due to changes in technology.

As seen from the attached Chart (Academic Computing Labs: Appendix A), the number of computing labs have increased, averaging two new labs per year. We have absorbed additional workload such as the infrastructure maintenance and District’s telephone support. We have incorporated new technologies such as video streaming, portal technology, VoIP and Wireless to better serve the College and the associated entities.

1.1c How do you expect this purpose to change in the near future?

Our purpose will continue to expand and change as the technology evolves and as the College grows. Our bond project has enabled us to deploy new buildings with the latest in technology such as security cameras and electric doors on the network IP system. These and other new initiatives will be incorporated as part of our service. With the new campus in Mecca/Thermal, Distance education is a reality along with the associated support. Our department has continued to support all new initiatives that foster teaching and learning.

1.2 What are the most important goals of the program? (Use bulleted list and limit to ½ page)

 Provide quality technical support to the campus community.  Support the use of instructional technology for student learning in the classrooms and academic computing labs.  Provide students, faculty and staff with access to the campus network, which provides access to all of our services including the email and the Internet.  Facilitate access to information from data in the administrative system to support College’s operational and strategic planning efforts.  Enhance visibility and marketability via the College’s website and portal  Support our services and activities that impact student enrollment and retention.  Research and implement new technology to facilitate instruction and student services.  Facilitate the implementation of new technology with new construction to support student learning.  Enhance faculty and staff technology development.  Provide a secure and stable technological environment by monitoring system access of network and the administrative computing system.  Maintain District hardware and software standards.

Non-Instructional PR Guidelines (2-23-07) jp Page 6 of 37  Enforce policies, procedures and standards set forth by the District and the technology advisory committees such as Educational technology committee and the Datatel Administrative Users Group.  Maintain licenses, warranties and maintenance contract.  Provide system archives for data protection, disaster recovery and business continuity.  Sustain an efficient and effective technological environment.

1.3 List the key functions of the program (Use bulleted list and limit to ½ page)

 Support over 1500 desktop and notebook computers.  Continued support of over 45 different computer labs.  Support of over 150 different software applications across the District.  Maintain over 70 servers, 100 network switches, UPS and other ancillary devices which provide various services such as email, storage, web, etc. Appendix B.  Support a network of over 2500 switched ports in approximately 30 buildings distributed over 25 wiring closets over a redundant gigabit (internet) fiber-optic backbone.  Support and maintain over 40 battery backups.  Support over 650 VoIP telephones and over 850 Unity voice mail boxes.  Support and maintain over 100 Access Points.  Support the Enterprise Resource Planning System (ERP) – HP RX 7629 and all its associated peripherals and maintain 99.9% uptime. Please see Appendix C.  Provide a helpdesk which averages over 2500 closed tickets per year, averaging fewer than 40 open tickets.  Support video conferencing and video streaming.  Establish standards and providing consulting services and systems proposals for the purchases of hardware, software and peripherals.  Provide back and storage not only for the data stored in the servers, but also for individual users.  Increase support for the evening hours until 8:00 pm Monday through Thursday.  Submit all Federal and State reports and meet other reporting requirements.  Train faculty and staff on District supported software and tools.  Support and maintain all the audio visual and media equipment in the District.  Train users on data mining and extracting reports and provide them with custom and standard reports.  Provide security, stability and access to the major systems.  Monitor and provide oversight to technology contracts and budgets.  Implement system upgrades and patches as needed.  Standardize hardware and software.  Assist with general technology training (phones, computer, Office package, email, etc.).  Assist faculty, staff and leadership group with technology purchases

Non-Instructional PR Guidelines (2-23-07) jp Page 7 of 37  Provide contract oversight on technology contracts and hardware/software maintenance.  Support technology as well as infrastructure connections in off campus centers such as Eastern Valley Center, Mecca/Thermal campus and network connections and telecommunications support to the Institute for Retail Studies.

Criteria 2: External/Internal Demand

2.1 Who are the key users of this program? (1/2 page)

 Approximately 11,000 students, who use the classrooms, academic computing labs, campus wireless and web based Enterprise Resource planning system (Web Advisor) for transcripts, registration, payments, etc.  Approximately 400 faculty, staff and leadership group who use PCs, network, email, voicemail, telephones, and the Helpdesk System.  Approximately 400 adjuncts that get assistance in training, helpdesk support, and media technology support.  Community members who use the college website & possibly the open wireless access.  Entities affiliated with the college, such as the Foundation, Alumni and the Auxiliary who get technology and media support in different proportions,  Outsourced entities such as Bookstore and Cafeteria for whom we provide email and other network and PC services.  Provide support for Bond projects and their staff needing support for their hardware, network connections, and email.

2.2 How do you measure the user demand for the program? (1/2 page)

The following attached charts and graphs measure the user demand for the program:

 We offer an average of 15 hours of training each month or 180 sessions/year on topics such as WebAdvisor, Office 2007, File Backup, Datatel, Informer, Web Updates, Excel, Mail Merge, Word, Black Board, Web Enhanced Classrooms, Email Management, Portal, New Faculty Orientations, and File Management. In addition we offer Open labs where faculty and staff get individualized instruction.  We have trained 125 faculty during 2007 (14/month) and 180 staff trained during 2007 (15/month).  We support faculty and staff who update the website content. From 1/27/2007 to 6/4/2007 our website was updated 1172 times. Based on this, it is estimated that our website has been updated 2344 times during 2007 or 195 times/month.  We sponsor both the Classified and faculty technology Institutes each twice a year, both in fall and Spring. In addition to the vendor exhibition, we offer the various training session and we have the following session attendance data at each institute:

Non-Instructional PR Guidelines (2-23-07) jp Page 8 of 37 Sum 08 Classified Technology Institute (11 classes) 84 attendees Fall 08 Classified Technology Institute (8 classes) 56 attendees Fall 08 FLEX Technology Institute (8 Classes/2 days) 170 attendees Spring 08 FLEX Technology Institute (7 Classes/2 days) 146 attendees

 We support 25/call/day or approximately 125/week or 500/month or 6000/year on assisting users with password resets, Office products, WebAdvisor, etc.  We maintain the website which had 1,124,006 hits last year viewing 3,783,453 pages. We support the following web browsers: Internet explorer, FireFox, Safari, Chrome, Netscape and Mozilla which were used by the users to browse our site. Visits came from 177 countries/territories. Please see Appendix D.  We had over 2500 work orders closed for telephone, media and hardware and software.  There have been 183 media setups so far this year.  We manage 1,032,278 emails approximately each month of which approximately 54% are rejects, 36% are spam, 0.9% viruses. The rest are released as clean emails. Please see attached Appendix E.  Manage a gigabit network peaking around 140 mb/sec. Users depend on the speed; security and stability of the network do their daily operations such as email, internet access, word processing, spreadsheets, power point, etc. Please see attached Appendix F.  Support a wireless network that has an average of 147 clients at any one time with primary traffic between 7 am and 10 pm. Faculty, counselors and students depend on the wireless access for internet, registration activities and for teaching and learning. Please see Appendix G.  Since July 2008, we have trained 48 users on report generation (Informer software) and generated approximately 500 custom reports of which 95 reports are scheduled to be emailed to them directly. Approximately 8811 reports have been logged in the last 4 months. Please see Appendix H.  The following Datatel accounts have been created along with security class changes: For 2007 & 2008, the following are work orders related to Datatel & Unix Security:

Average Time Year 2007 2008 per RequestDescription New Datatel Create New Accounts, Assign Security Accounts 53 3425 Minutes Classes, Inform User, Assist with Logon Close Datatel Accounts 48 5805 Minutes Reset Password, Disable Account Datatel Password Reset Password, Inform User, Assist with Resets 23 3410 Minutes Logon Security Class Research request and conflicts, test, Inform Changes 26 2735 Minutes User

 We also support students registering via web (66%), as well as on the telephones (12.85%). Please see the attached chart in Appendix I. Non-Instructional PR Guidelines (2-23-07) jp Page 9 of 37  We provide daily/monthly standard/ad hoc reports to key administrators for decision making. An example is provided in Appendix J.  We also support the various users in their timely submissions of their federal, state and other reports to external entities and agencies as indicated in Appendix K. 

2.3 How has the user demand for the program changed in the recent years?

The user demand has changed due to several reasons:

 Increase due to change in mode of communication.  Increase due to change in technology.  Increase due to change in volume.  Increase due to change in business practices.

Examples: Mode of communication: - Extension Mobility & Paging systems for emergency broadcasting. - Text Messaging for emergency alerts. - Use of new technologies such as PDAs and cell phones with data packages. Change in technology: - Increase in use of Audience Response system use (up to 15 units) to assist with instructional technology. - Increase in the number of occurrences/occasions of streaming video. - Use of Smart Board to aid in instructional technology. Change in volume & business practices: - Expanded labs in Math, Nursing, Cyber café (general purpose lab), and the lab at the Eastern Valley Center. - Increase in Spam and Virus attacks. - Increase in volume of PCs & laptops across campus. - Increase in software & hardware upgrades (Office 2007). - Increase in software applications supported. - Increase in media equipment. - Increase in labs & centers – ISSE, Mecca/Thermal, EVC expansion. - Increase in the use of wireless. - Increase in the use of Black Board (training & support). - Increase in support for technology consultation and integration with the new buildings (PSA, Nursing, Classroom building, Infrastructure project, Business Building, etc.) due to the Bond projects. - Increase in new modules integrated with Datatel – Bb, Degree Check and Facts.

2.4 How is the user demand for the program likely to change in the near future? Why?

General Technology Trends:  College age students’ multi-task.  Students also use web based communities and networking sites.  Information retrieval does not have boundaries. Non-Instructional PR Guidelines (2-23-07) jp Page 10 of 37  More and more students take courses online.  Student enrollment is predicted to grow and there will be a need for additional technology.  Incoming students are technologically savvy and they have higher expectations on the college providing them with the latest in technology.  Both students and faculty have growing number of options to choose from.  Average instructor speaks at 120 words per minute and a student takes notes at 20 words per minute.  Garner study shows that productivity increases by 91 minutes per week for every additional connection provided to the end user to the network.  Every 18 months or sooner, the hardware speed doubles.

Local Technology Trends:  In Coachella Valley, 80% of the homes have access to internet in the 5 miles radius of the College and 70% have access to internet in the 20 miles radius.  64% have access to a PC in the 20 miles radius and 25% have access at work. As technology becomes more cost effective and efficient, providing additional functionalities, the user demand can be expected to grow significantly. The demand for 24/7/365 services will continue to increase. The variety and complexity of software support will continue to increase. The need for internal and external bandwidth will also proportionately increase.

In response to this, the following are some of the short term user needs as collected from campus users’ surveys, discussions and meetings with the Senate Chair, Education Technologies Chair and other administrators:

- Mecca/Thermal campus having all technology similar to the main campus (Datatel access, Berbee systems, Wireless access, Extension mobility, VoIP, etc.) - Distance education & video conferencing to off-site centers. - IP Security cameras for new buildings. - Classroom Video on Demand. - Learning Management System Enhancements.. - Security locks and keying system to be IP based - SARS call (automated calls to alert & inform students). - Web based calendaring and appointments for students (Counseling). - Universal card that can be used as ID, for positive attendance, as a debit card, payment for print services, etc.). - Retention alert to enhance retention . - Student email for standardized email fro all students. - Virtualization of servers for energy efficiency and cost savings. - Green technology – automatic log off for energy efficiency; Blade PCs, lower energy hardware such as LCD monitors, projectors, etc. - Data Mining and archiving for dashboards for decision making. - Student portal for single gateway. - Unified login; Single sign on to assist users with one password for all applications - 24*7 Helpdesk. - Dynamic web pages. - Text & Instant messaging. Non-Instructional PR Guidelines (2-23-07) jp Page 11 of 37 2.5 List other departments on campus with which your program has the most continual interaction and explain briefly the nature of those interactions.

Information Systems and Education Technology department is a central functioning department servicing all areas on campus.

We work closely with all the instructional areas supporting the various academic/instructional computing labs supporting the various hardware and software. In addition, we support the classroom technology via media set up, technology training, web development, assisting with web enhanced classes and with data retrieval and reporting.

On the student services side, we work with admissions and records office on supporting them with technology on their various processes, hardware and third party software, data issues, reporting needs and MIS submissions.

With Counseling, in addition to supporting their hardware, software and support labs, we also assist them with MIS reporting, their data issues and researching into new technologies such as Student Ed Plan, SARS Call, Retention Alert, etc.

Assist the Financial Aid staff with maintenance of their custom third party software used such as Ed Express, STARS, and CalGrant (Scholarship applications, getting data from other entities, etc.).

We also work with the various categorical programs such as DSPS, EOPS, ACES, etc. training them on the ERP system and in setting with custom and standard reports.

We assist the international student programs with their specific custom requests and reports and submissions.

With HR we work closely on their reporting needs as well as on their custom training and setup.

We assist the Research office in training the Research Analyst to learn the existing tools and do the analysis of user needs for research and reporting.

With Administrative Services we provide assistance with the reporting such as 1098, Accounts receivables reports, E-commerce setup, and positive pay deployment.

In regards to the Library, we upload and download data, provide data integration, and give access to the various databases.

We generate the baseline information that is reviewed by Research Office for the various administrators and leadership.

For the Foundation we provide PC support, network connectivity, internet & email services.

Non-Instructional PR Guidelines (2-23-07) jp Page 12 of 37 For other entities such as Bookstore, Alumni, Cafeteria, and the Friends of the Library, we provide limited technology services.

For the Maintenance department we maintain the Network connectivity, maintain the server that controls the lock system, and support the server that hosts the Main Server Help Desk system.

We also support the President’s office with video streaming and Public Information Office with video editing and graphics design.

For the Bond program staff we provide assistance with purchasing, connectivity and primary maintenance of their technology.

Also, we provide web development and custom technology training for all departments on campus. Further, we provide general technology support service for all areas on campus such as internet, email, web services, spam filtering, virus protection for all areas.

Criterion 3: Quality (3 questions)

3.1 What benchmarks do you use to measure your program’s quality? (Limit response to ½ page)

- Acceptable Network uptime. - Acceptable email, Datatel, Web Advisor, web uptime. - Users’ ability to perform the job functions using technology. - Acceptable response time to work orders. - Response to Helpdesk calls. - Availability of afterhours support. - Usability of the technology provided. - Communication of services provided. - Availability of up to date technology available. - Adequacy of technology training. - Availability of adequate software that meets the users’ needs. - Accuracy and timeliness of the website update. - Containment of viruses, spam, and malware.

3.2 How does your program compare to those benchmarks? (Limit response to ½ page)

Surveys from faculty and staff on the Information Systems’ performance are kept for the two main technology training institutes given during the year. The results are as follows:

Classified Staff Survey – Fall 2008 No Strongly Area of Concern Disagree Opinion Agree Agree Non-Instructional PR Guidelines (2-23-07) jp Page 13 of 37 Communication Services needs are met 5% 33% 62% Work orders completed in reasonable time 10% 7% 43% 40% Technical solutions provide are satisfactory 5% 7% 40% 48% Technology training needs are met 0% 7% 48% 45% College website is user friendly 5% 12% 40% 43% Adequate media equipment for use 0% 19% 40% 40% College website is accurate and up to date 4% 12% 45% 38% IS & Ed Tech Staff are helpful/knowledgeable 0% 0% 36% 64% COD is up to date with technology 5% 7% 36% 52% Datatel/Web Advisor accessibility meets needs 2% 19% 40% 38%

Faculty – Survey at Fall Flex 2008 No Strongly Area of Concern Disagree Opinion Agree Agree Communication Services needs are met 4% 12% 31% 54% Work orders completed in reasonable time 9% 20% 36% 36% Technical solutions provide are satisfactory 6% 25% 32% 38% Technology training needs are met 9% 13% 33% 44% College website is user friendly 10% 11% 39% 40% Adequate media equipment for use 14% 18% 33% 35% College website is accurate and up to date 10% 13% 34% 42% IS & Ed Tech Staff are helpful/knowledgeable 5% 3% 22% 70% COD is up to date with technology 15% 18% 25% 42% Datatel/Web Advisor accessibility meets needs 11% 17% 38% 34%

The above survey from the classified staff show in fall 2008 that 64% of the survey respondents strongly agree that the IS & Ed Tech staff are helpful and knowledgeable and 62% also strongly agree that their communication needs are met. 10% of them feel that their work orders are not completed in a reasonable amount of time.

Of the faculty that participated in the survey, 68% of the faculty during the same time period feels that IS & Ed Tech staff is knowledgeable and 42% feel that we are up to date with technology. 18% disagree that the website is user friendly and 14% feel that the work orders are not completed on time.

The website was redone after the survey was completed. A temporary help was secured with the Office 2007 upgrade that has helped with the work order turnaround time.

3.3 How is the quality of the program measured and by whom? (Limit response to ½ page) – 3.1

The quality of the program is measured in several ways: - Surveys from the faculty, staff and leadership group. - Feedback by the users from the comments section of the work order software - Input from the administrators. - Communication & feedback from users via the helpdesk calls, emails, etc. - The quality of the program is measured 1) by the feedback (both positive and areas of improvement) and 2) survey evaluation ratings (high ratings relate to a higher level of satisfaction). - The quality of the program is also reflected by the timeliness and accuracy of the various reports submissions. All MIS, Clearing House and the various federal reports are submitted on time with minimal errors.

Non-Instructional PR Guidelines (2-23-07) jp Page 14 of 37 - Another measure of quality is by awards received by the department. The Information Systems Department was awarded the Outstanding Team Spirit award for team work and service. Also, various staff received the classified Best and the Brightest, the Super Star Awards and the Strongest Link employee awards for process improvement and productivity. The Dean also received the Outstanding Leadership award in recognition of superior service as a member of the leadership team. The supervisor also received an award from the Alumni for the outstanding classified. - The ultimate test of the quality of the program is measured by the longevity of the Information Systems staff in the department and the low turnover rate. Since the inception of the department from an out sourced entity in 1997, the department has grown steadily and the members of the department have continued to stay assuming additional responsibilities.

3.4 What were the accomplishments of the program in the last 2 years? (Use bulleted list and limit to 1 page)

Accomplishments 2007-08:  Implementation of Datatel Release 18.  Virtualization of Servers to save energy and hardware costs.  Implementation of Informer reporting tool.  Mecca/Thermal Campus planning & purchasing of VoIP, Extension Mobility, Berbee, Access Points for wireless, etc.  New Wireless Labs.  Upgrade to WebAdvisor 3.0.  Blackboard (Learning Management System) implementation and training.  Gigabit Internet Connection.  Upgrade to Vista Office 2007 (partial).  STARS Program.  New Key program implementation for the maintenance department.  Main Server maintenance software installation.  Standardized and networked Copiers with scanning capabilities.  Installation of new Spam Gate.  Power Management software analysis.  Network Analysis (Fluke Meter) upgrade.  Soc 15 Backup implementation.  Computer Recycle program (E.g. E7 lab, Cyber café, etc.).  Positive Pay software implementation to avoid check fraud.  Security scan for the campus network.  Video streaming.  Campus wide wireless implementation (April 2008).  Additional bandwidth to Eastern Valley Center.  Portal upgrade to SharePoint.  Labs and connections off campus – E.g., ISSE.  New Building design/Server room.  Music on Hold.  Bond projects. Non-Instructional PR Guidelines (2-23-07) jp Page 15 of 37  Virtualization of Servers (1/3 completed).

Accomplishments 2006-2007  Implemented Web Advisor 3.0 upgrade.

 Implemented new EVA 4000 hardware for R18.

 Installed new hardware and software in the various labs.

 Implemented the Smart classroom project (media).

 Implemented the wireless technology on campus.

 Completed Vulnerability assessment testing.

 Implemented the Financial Aid Server, Software and database.

 Implemented the Maintenance Server and MainSaver Software.

 Assisted with all computer projects for Bond Project management – setting up email, voice accounts, VPN access, assisting the various technical staff, assisting with the installation of the custom software, Smart Phones integration, etc.

 Installed switches in the South Annex.

 Configured Smart Phones to several leadership members were.

 Updated Exchange software.

 Installed Live Communications server for Microsoft Communicator. Several Offices have requested this functionality for their offices.

 Researched Student payment plans, Positive Pay, Room Manager and Data Mining Software.

 Installed media in the South Annex.

 Streamed several live events such as Graduation day, International student’s day and President’s search presentation.

 Worked with Bookstore to do a needs analysis for integration into Datatel.

 Assumed the infrastructure/cabling work – reduced the number of switched (2900s) in Sociology building by rewiring directly to the IDF.

 Installed IP internal speakers for emergency Broadcast system.

Non-Instructional PR Guidelines (2-23-07) jp Page 16 of 37  Installed Extension Mobility on leadership staff.

 Implemented Emergency Text messaging on IP phones.

 Researched Texting emergency messages to students and faculty (both MMS & SMS).

 The HR MIS clean up has made great strides ( both biographic data and the full time faculty obligation report).

 Installed media in the 2 existing South Annex rooms.

 Created special computer programs for work experience so that students can easily access those program codes.

 Worked on the online orientation.

 Worked to update patches & latest version of software on several servers to accommodate the day light time savings.

Criterion 4: Cost Effectiveness (4 questions)

4.1a What benchmarks do you use to measure your program’s cost effectiveness? (Limit response to ½ page)

We use various industry standards such as the Total Cost of Operations (TCO) set forth by the Technology Telecommunications Infrastructure program (TTIP) other college standards and bench marks for the following:

 Number of hardware devices and software supported.  Number of Helpdesk calls answered.  Number of work orders, completed, pending and outstanding.  Number of third party programs supported.  Number of Datatel modules supported.  Number of standard and custom reports generated.  Number of hours provided for technology training.  Number of media setups in classrooms.  Number of system proposals.  Purchasing of hardware and software.  Pricing of hardware and software.  Replacement cycle for hardware.

4.1b How does your program compare to those benchmarks? (Limit response to ½ page) The technical support area is critically lacking the necessary support staff to support our current and increasing technology needs. The information below presents a comparison of the state technology plan recommended support levels to our current support levels. Non-Instructional PR Guidelines (2-23-07) jp Page 17 of 37 The TCO model recommends the following: 1 technician for every 125 computers; one staff for every 75 lab computers  COD has approximately 1500 computers and notebooks distributed to faculty and staff and in 45 different instructional and general purpose labs. We support also over 150 unique software programs. In addition, there are over 100 switches, UPS and other ancillary devices such as printers using over 4000 switched ports in approximately 20 buildings. We have over 650 VoIP phones with 800 Unity Voice mail boxes. The work orders include the Moves, Adds and Changes of the telephones also (MACs). COD gets also over 1.03 million emails per month of which IS staff filters the spam and viruses. There are only three Computer Support Specialists who support all these functions.

1 Server administrator/network engineer for every 500 computers.  We have over 1500 computers and we have only one server administrator. The same administrator also maintains over 70 servers. Its upgrades and patches. He also is responsible for the security of the network and the LAN/WAN connectivity as well as for the campus wireless, VoIP and the emergency broadcast system.

1 Web Master for every 4000 FTES  We have approximately 6500 FTEs and we have half time person with web master duties who maintains both the college website and the portal. Portal is relatively new at College of the desert and is still at its infancy, needing significant formatting and content. Our Web master also supports the Web Advisor, the Datatel registration system and the web enhanced support for the Black Board.

I Instructional designer for 100 FTE faculty (FT & PT)  We do not have an instructional designer.

1 Multi-media technician for 300 FTE (FT & PT faculty)  We have a half time multimedia technician for 220 FT & PT faculty. In addition to supporting all the media support in approximately 30 buildings, he also assists with board meetings, special presentations and vide taping/streaming other activities.

1 Multimedia production specialist for 200 FTE (FT & PT)  We have a half time multimedia production specialist for 220 FT & PT faculty who does video production, convert VHS tapes, duplicate CDs, etc.

1 Technical Training Specialist for 300 FTE faculty & staff (FT & PT)  We have .a half time Technical Training Specialist for 220 FT & PT faculty and staff who offers approximately 15 hours of training at our Technology Learning Center (TLC) in addition to custom training and open labs. He also supports approximately 350 full time and adjunct faculty who teach web enhanced classes.

1 Instructional Application Designer for 200 FTE faculty (FT & PT)  We do not have an Instructional Application Designer.

1 Communications Technician for 1000 FTE faculty & staff (FT & PT) Non-Instructional PR Guidelines (2-23-07) jp Page 18 of 37  This function is included in the Computer Support Specialist’s (CSS) position. We do not have a separate position for this area. The CSS in addition to the installation of the telecommunication devices, they also do the Moves, Adds and Changes (MAC) as well as the programming of the telephones.

1 Helpdesk Technician for 5000 FTES  We have a half time Helpdesk Technician. We alternate and rotate among the helpdesk person and the media person to provide this function. We have now extended this function until 8:00 pm Monday – Thursday with the help of an ISA.

3 Yearly replacement cycle for computer and related equipment  We currently follow a replacement cycle when the funds are available. It is mostly around 5- 7 years. It will be ideal to have a fixed replacement cycle.

4.2 List the attempts made by the program within the past 2 or 3 years to cut costs and/or operate more efficiently (Use bulleted list and limit to 1 page)

 Installation and programming of switches in-house. In the past this was done by an out sourced vendor.  No new staff hires in the last 2-3 years. In fact, the Computer lab Assistant position was level 11-I in 2005. When the position became vacant, it was reclassified to a lower level of level 8H to save the District funds. Prior to this during the budget crisis, when the media secretary took up another position, the District did not fill that position to save funds.  Set up of Self-monitoring Systems. For example, in the past, we had Cisco maintenance to monitor our VoIP system. To save funds, this 24 * 7 monitoring was terminated to save the District funds and this function is currently absorbed in-house.  Redistributed helpdesk duties among existing staff due to loss of helpdesk staff.  Use of recycled computers in labs. Computers that have been upgraded from the hi-tech labs are recycled and reused in labs that do not need higher computing power. E.g. Computers recycled form digital design lab to Architectural lab, Computers from math lab recycled to the Cyber café, which is a general purpose lab.  We are now posting information on the Portal use instead of distributing papers copies.  Training student workers to do minimal routine tasks.  Capitalized Maintenance on new projects rather than Operational. For example, by capitalizing the maintenance costs, it becomes the cost of the project and does not affect the general operations budget.  Standardized Equipment (Media equipment and computers) – savings in training & supplies. We carry the media supplies and by standardizing we need to carry only one of each kind (limited supplies).  Attend Webinars rather than travel for seminars.  Strict policy on equipment approval.  Lengthening of Contracts to save on maintenance contracts.  Limiting purchasing of supplies. Non-Instructional PR Guidelines (2-23-07) jp Page 19 of 37  Multiple quotes and go with the least expensive quote (vendor bidding process).  Research for the most cost effective and efficient products.  Expenditure comparison with other colleges.  Piggybacking on contracts – i.e., Focus Contract for Wireless.  Gigabit links – free from Cenic.  Energy Efficiency software deployment (in process).  In process of filing the paper work for getting the 50% discount on telecommunication services from the California Teleconnect Fund (CTF) which is offered to ensure widespread access to advance technologies and reduce the “digital divide”. This savings begins in Dec 1st 2008.  Purchase it Refurbished/ReNew and place hardware on maintenance  Whenever feasible look for the breakeven point and use site license on software.  Sign up with the Foundation of California Community Colleges for the discount on software & services.  Use free services offered by the Chancellor’s office and Foundation  Reduce warranty to next day/non-weekend. This significantly reduces maintenance costs. E.g. Mecca/Thermal campus.  Convert analog lines to DIDs.  Removed unused analog lines.  Combining of maintenance.  Negotiated maintenance on one product to get software upgrades rather than getting maintenance on every unit. For example, we have done this negotiation with Cisco where we purchase all our switches.  Maintain a few spares rather than placing the entire inventory on maintenance  Whenever possible get the free hardware when we purchase enough supplies. E.g. Free Scantron with sufficient forms purchases.  Contract Negotiations for best pricing on large purchases.  Multiple year contracts – E.g. Verizon telecommunications contract.  Use open source software whenever possible. For example, we have terminal server software, Linux, etc.  We have converted most of our analog lines to Digital lines.  With VoIP conversion 5 – 6 years ago, we have gone beyond the break even point and we are now in the savings mode.  We have made use of savings via grants such as procuring software from Chancellors Office funded grants – E.g., CCC Apply ( where the software was fully funded for the first few years and later they pro- rated).

4.3 Attach an organizational chart with every employee of the program identified by title and name. Provide a 3 to 4 bulleted list of the functions carried out by each employee on the chart.

Non-Instructional PR Guidelines (2-23-07) jp Page 20 of 37  Bina Isaac, Dean, Information Systems & Education Technology & Chief Technology Officer

 The Dean is charged by the Board of Trustees with the satisfactory implementation of Board policy and district or college procedures as applicable to the position. In addition, the Dean is expected to make appropriate recommendations for modifications, additions, or deletions in policy and/or through the appropriate reporting authority.  As the Chief Technology Officer, under the direction of the Superintendent/ President, provide leadership and direction in the planning, management and implementation of the Information Systems and Education Technology of the District including, but not limited to, administrative systems, telecommunications, academic, instructional and general purpose computing labs, District networks, Non-Instructional PR Guidelines (2-23-07) jp Page 21 of 37 Educational Technology services, distance education support, web development, budgeting for information systems, technology training and user support. Provide leadership for and supervision of assigned personnel.  Develop, maintain and evaluate policies, procedures and standards required to provide information systems, telecommunications and educational technology support essential to quality instruction, student services, and administrative processes.  Provide leadership for the full development, implementation and refinement of the District’s administrative computing system, telecommunications, network services and infrastructure, academic computing labs, distance education support, technology training, web development and multi-media services.

 Diane Abdelhamid, Administrative Assistant

 Under the direction of a Dean or Director of a major function plan and perform a variety of complex secretarial and technical office duties in an assigned area to assure timely and efficient office operations for the department and relieve the Dean or Director of technical clerical duties; research, collect, analyze and compile data and information as needed; maintain complex files and records related to departmental operations, programs and expenditures.

 Plan and perform complex secretarial and technical office duties to assure timely and efficient office operations and relieve the Dean/Director of technical clerical duties. Perform various secretarial and administrative duties including answering telephones and greeting visitors; provide information in person or on the telephone or refer to appropriate personnel; open, screen and route mail.

 Compose, prepare and type a variety of correspondence, memos, reports and other materials specific to the assignment; proofread materials to assure accuracy and completeness. Organize and coordinate office functions activities and communications to assure efficient and effective office operations.

 Develop new and improved systems and procedures as a result of new policies or directives; assist with implementation after securing approval. Research, analyze and prepare information on a variety of topics for dissemination to the public through various communication means maintaining confidentiality of sensitive departmental and other information.

 Glenn King, Director, Network Services & Telecommunications  Direct, plan and supervise the network functions of the District including network transport components, computer systems, computer operations, telecommunication and video systems; installation, programming, monitoring and maintenance of networking components including routers, Layer 2/3 switches, gateways, hubs and wireless access points. Diagnose and resolve network hardware and software problems.

Non-Instructional PR Guidelines (2-23-07) jp Page 22 of 37  Provide technology leadership for overall network services planning and architecture including design requirements, network standards and protocols for LAN/WAN components and Internet/Intranet components. Develop and coordinate project management involvement of network services staff with end user management and network services groups.

 Plan, organize and coordinate network and systems security, disaster recovery and production scheduling.

 Develop written plans and recommendations for network hardware/software components; develop specifications for network hardware and software components and maintenance contracts as needed. Coordinate with outside contractors/vendors the installation/repair of network infrastructure including copper and fiber installations. Inspect/confirm installation is completed to District standards.

 Prepare and maintain of a variety of narrative and statistical reports, records and files related to network services.

 Marc Drescher, Director, Educational Technology & Web Services  Under the direction of the Dean, Information Systems and Educational Technology, direct, plan and supervise the education technology functions of the District including web development, technology training and user support; develop and maintain the District web services; integrate various systems and software; perform project management; coordinate all reporting requirements; supervise educational technology functions; and train, supervise and evaluate the performance of assigned staff.

 Direct, supervise and maintain the District web functions, including the set up and maintenance of the web server, coordination of all web content and web development. Direct, supervise and maintain the video conferencing functions; travel to off-site Centers in performing job related activities and functions.

 Develop and coordinate the technology training, including performing needs analysis, teaching/training in the Teaching and Learning Center, providing custom training for small groups and scheduling. Coordinate user support. Promote and facilitate the reception of satellite, cable broadcasts and Internet broadcasts for professional development, vendor demonstrations, and evaluation of instructional materials.

 Select, train, supervise, and evaluate the performance of assigned staff; recommend transfers, reassignments, discipline, terminations, promotions and other personnel actions as appropriate. Work with the integration of the various systems such as the primary administrative computing system, course management system, portals and various independent software modules. Develop and maintain the district intranet and portal systems.

 Florante Roa, Director, MIS Operations Non-Instructional PR Guidelines (2-23-07) jp Page 23 of 37  Direct and supervise the District systems functions including the administrative information system, web applications, data administration and software development to assure availability of computer systems for administrative functions of the District and assure compliance with state and federal data submission requirements;

 Develop and coordinate application software projects including system design and review with end users Data base design, management and integration, program design, code management, review, testing and acceptance, system implementation including installation, user documentation, training and integration with other District functions.

 Review and control District state and federal electronic reporting systems; make necessary modifications as required by the federal and state; assure timely submission of state electronic reporting requirements; review submissions for accuracy, completeness and data quality; make recommendations to District staff on data quality improvement.

 Supervise the systems function including MIS submissions, data administration, web application and software development; provide information, reports, analysis and assistance as requested; estimate project size, complexity and resources required; develop written plans and recommendations for systems functions and resource allocations.

 Michael Warrington, Computer Support Specialist  Under general supervision of the Network Services Director, to provide complex technical support in computer operation and network maintenance; and to do related work as may be required.

 Work with District employees to insure that computer systems are maintained in working order. Install software on District computers as needed. Demonstrate use of software programs.

 Diagnose and troubleshoot software problems and reload software as needed. Repair and/or replace disk drives, memory chips, mother boards, modems, network cards, monitors, keyboards, CD-ROMs, printers and other peripherals. Create and maintain inventory of hardware and software. Evaluate, install, configure, troubleshoot and document new applications and software systems.

 Develop and implement procedures for such tasks as virus protection, software security, software loading and copying, video drivers, printer drivers and configuration control. Define District lab server needs. Research available options and recommend choice. Install, configure and test District lab server hardware and software. Install new versions of server software.

 Ethan Camargo, Computer Support Specialist

Non-Instructional PR Guidelines (2-23-07) jp Page 24 of 37  Under general supervision of the Network Services Director, to provide complex technical support in computer operation and network maintenance; and to do related work as may be required.

 Diagnose and troubleshoot software problems and reload software as needed. Repair and/or replace disk drives, memory chips, mother boards, modems, network cards, monitors, keyboards, CD-Roms, printers and other peripherals. Create and maintain inventory of hardware and software. Evaluate, install, configure, troubleshoot and document new applications and software systems.

 David Schuetz, Computer Support Specialist  Under general supervision of the Network Services Director, to provide complex technical support in computer operation and network maintenance; and to do related work as may be required.

 Diagnose and troubleshoot software problems and reload software as needed. Repair and/or replace disk drives, memory chips, mother boards, modems, network cards, monitors, keyboards, CD-Roms, printers and other peripherals. Create and maintain inventory of hardware and software. Evaluate, install, configure, troubleshoot and document new applications and software systems.

 Janet Castillo, Instructional Support Assistant

 Under the direction of an assigned supervisor, perform a variety of instructional and clerical duties to assist in the implementation of programs and services; schedule and maintain supplies and equipment used for instructional purposes; assist supervisor in the organization, preparation and presentation of materials.

Non-Instructional PR Guidelines (2-23-07) jp Page 25 of 37  Assist individual and small groups of students in an instructional setting; respond to questions concerning assigned subject matter, equipment usage and other related concerns and issues; tutor students in accordance with established guidelines.

 Perform a variety of clerical duties including answering telephones, preparing instructional materials and other related duties; register new students as assigned.

 Assist the faculty with audio/visual media services; troubleshoot equipment and give instruction in proper use as needed for faculty and staff members. Answer computer software questions as a part of the helpdesk duties.

 Michael Hadley,Systems Specialist

 Under the supervision of the Educational Technology & Web Services Director, provide technical support in the maintenance of the district’s web and intranet sites; perform training of faculty and staff in web and other Information Systems functions; assist with database administration and reporting requirements; and provide back-up functions for Audio-Visual services.

 Perform specialized duties associated with file conversion tools, animation tools, imaging tools, clip media and other technologies; and perform digital imaging and graphic production. Provide technical support to faculty and staff on hardware and software use; provide initial training to new users individually or in small groups; develop and update training materials for hardware and software; and present technology workshops as needed.

 Set up, configure and deliver computer systems and notebook computers; install operating systems and other district-supported software; and assist technical staff in maintaining and installing instructional labs.

 Provide backup support of audio/visual services including audio/video taping, editing and duplicating; receive and tape satellite broadcasts and cable transmissions; and route satellite broadcasts and cable transmissions to appropriate locations.

 Provide technical assistance for “help desk” inquiries; resolve minor troubleshooting over the telephone, in person or route to appropriate technical staff.

 Perform related duties as assigned.

 Michael Harlow,Systems Specialist

 Under the supervision of the Educational Technology & Web Services Director, provide technical support in the maintenance of the district’s web and intranet sites; perform training of faculty and staff in web and other Information Systems Non-Instructional PR Guidelines (2-23-07) jp Page 26 of 37 functions; assist with database administration and reporting requirements; and provide back-up functions for Audio-Visual services.

 Perform specialized duties associated with file conversion tools, animation tools, imaging tools, clip media and other technologies; and perform digital imaging and graphic production. Provide technical support to faculty and staff on hardware and software use; provide initial training to new users individually or in small groups; develop and update training materials for hardware and software; and present technology workshops as needed.

 Set up, configure and deliver computer systems and notebook computers; install operating systems and other district-supported software; and assist technical staff in maintaining and installing instructional labs.

 Provide backup support of audio/visual services including taping, editing and duplicating; receive and tape satellite broadcasts and cable transmissions; and route satellite broadcasts and cable transmissions to appropriate locations.

 Provide technical assistance for “help desk” inquiries; resolve minor troubleshooting over the telephone, in person or route to appropriate technical staff.

 Lauro Jimenez, Programmer

 Under the direction of the Systems Management & MIS Operations Director, provide complex technical support in information systems, database and telecommunications programming in mainframe and PC environments.

 Assist in the design of technical requirements and specifications to develop or improve software systems; analyze, design, code compile and implement structured programs utilizing on-line tools and techniques. Consult with users to determine system and program requirements and identify problems in existing programs and systems.

 Plan, organize and write new information systems, database and telecommunications programs; write clear operating instructions and translate steps to necessary computer language. Participate in system analysis and general design stages of systems projects; review and modify existing systems and programs; assist in the preparation of integral system test data. Code and test software programs using existing specifications; debug programs as necessary.

 Provide information required to produce software systems and program documentation and procedures. Design and prepare block diagrams, flow charts, data definitions and pertinent logic; improve working knowledge of structured programming techniques, codes methods and operation requirements. Assist in maintaining related support tools including installation and testing programs and standards; perform maintenance by expanding,

Non-Instructional PR Guidelines (2-23-07) jp Page 27 of 37 organizing and revising programs and procedures. Assist in training users in proper use.

 Jack Lin, Programmer

 Under the direction of the Systems Management & MIS Operations Director, provide complex technical support in information systems, database and telecommunications programming in mainframe and PC environments.

 Assist in the design of technical requirements and specifications to develop or improve software systems; analyze, design, code compile and implement structured programs utilizing on-line tools and techniques. Consult with users to determine system and program requirements and identify problems in existing programs and systems.

 Plan, organize and write new information systems, database and telecommunications programs; write clear operating instructions and translate steps to necessary computer language. Participate in system analysis and general design stages of systems projects; review and modify existing systems and programs; assist in the preparation of integral system test data. Code and test software programs using existing specifications; debug programs as necessary.

 Provide information required to produce software systems and program documentation and procedures. Design and prepare block diagrams, flow charts, data definitions and pertinent logic; improve working knowledge of structured programming techniques, codes methods and operation requirements. Assist in maintaining related support tools including installation and testing programs and standards; perform maintenance by expanding, organizing and revising programs and procedures. Assist in training users in proper use.

4.4 Complete Cost Effectiveness Use same Excel Spreadsheet supplied by Fiscal Services for budget submission to record detail requested below.

Revenues and other Resources Generated:

o If the program generates revenues, such as student fees, outside contracts, grants, gifts, ticket sales, or other miscellaneous income, list each source and the $ amount received from each during the year. Not Applicable If grant funds or restricted dollars are partially supporting the program’s operations, identify both the revenues and costs associated with the grant or restricted funds regard the grant or restricted term and the possibility of renewal upon termination. Not Applicable

Expenses:

Non-Instructional PR Guidelines (2-23-07) jp Page 28 of 37 o Salary dollars devoted to the program . Bina Isaac, Dean/CTO Info Sys & Ed Tech $ 135,731.88 . Glenn King, Director, Network Serv. & Tel. $ 116,341.08 . Marc Drescher, Director, Ed Tech & Web Services $98,687.52 . Florante Roa, Director, MIS Operations $107,152.08 . Michael Warrington, Computer Support Specialist $ 84,312.00 . Ethan Camargo, Computer Support Specialist $84,312.00 . David Schuetz, Computer Support Specialist $72,828.00 . Mike Hadley, Systems Specialist $ 66,060.00 . Michael Harlow, Systems Specialist $69,360.00 . Lauro Jimenez, Programmer $ 84,312.00 . Jack Lin, Programmer $80, 292 . Diane Abdelhamid, Administrative Assistant $44,712 . Janet Castillo, Inst. Support assistant $43,032

. List all employees of the program (both full-time and part-time; include any vacant but budgeted positions) and their salary—if employee time is split between several programs, allocate salary according to % of time used by each program

. What is cost of temporary help, independent contractors, etc.?

2008 – 09 is one of the exceptional years when we had a major campus-wide project of upgrading to Office 2007. All associated hardware that is below specifications had to be upgraded also. Since this project cannot be undertaken with the current staff with the existing work load, a temporary help was hired just for this year for this one particular project.

Approximate Cost $ 44,267

. How many student employee hours are used by the program each year? What is the cost?

Approximately 240 hours student employee hours are used by the program each month for fall, spring and summer sessions. They are funded by the Financial Aid and the Alumni Funds.

o Non-personnel operating budget: . Supplies $ 24,144.00 . Copying & Printing 0.00 . Food Services 993.00 . Postage 125.00 . Travel 0.00 . Mileage 500.00 . Vendor Repair (Non-Instructional) 5,000.00 . Dues & Memberships 300.00

Non-Instructional PR Guidelines (2-23-07) jp Page 29 of 37 Equipment and Maintenance budgets are extra.

o Anticipated Equipment Purchases:

. List any equipment purchases (in excess of $1,500) that will be necessary in the next 2 to 3 years for the program.

- Annual replacement of servers and switches. - Periodic upgrade of diagnostic hardware tool. - Upgrade of the District’s VoIP equipment (currently 6 years old) - Replacement of approximately 300 PCs campus-wide as the older ones become obsolete. - Disaster Recovery hardware. - New server room equipment in the new Classroom building. - Upgrade to the existing Datatel HP system in 3 years.

Criterion 5: Opportunity Analysis (6 questions)

5.1 What functions within the program could be:

o Automated?  Work Orders Requests submissions (in process).  Automated Requisition work flow process.  System Proposals.  Digital library – rather than converting VHS to DVDs.  Additional training materials.  Software and firmware upgrades.

o Performed elsewhere in the College?  Inventory of hardware.  Reporting and Queries.  Scantron scanning.  Phone Book/telephone directory publishing.

o Consolidated? . Review the use of third party software. . Consolidate labs, especially general purpose labs, to save on staffing and support. . Consolidate laser printers to save on cost and support cost.. . Staffing – Review if the job functions of the Computer Support Specialist in other areas can be extended.

o Eliminated? . EPOS telephone registration system (constantly going down in numbers (see attached graph); several neighboring colleges such as Mt. San Jacinto has eliminated this option. This will bring in a savings of additional $8000/year on maintenance.

Non-Instructional PR Guidelines (2-23-07) jp Page 30 of 37 . Eliminate all third party software whose functions are available in Datatel. . Eliminate individual color printers and encourage departmental network printers.  Users are encouraged to move out of the old in-house EZ Web Creator to the new Black Board. This gives them secure and stable software that is supported.

5.2 What additional revenue generation is possible by the program? (Use bulleted list and limit to ½ page)

 Rental of media equipment to faculty/departments.  Internet access cards for students.  Charge for telephone line fees, Moves, Adds and Changes (MAC)  Departments share maintenance costs such as printer maintenance  Share the support costs with categorical programs & self supported programs. In some colleges the programming staff, PC staff salaries are shared by categorical programs where the primary tasks are assigned in proportion to the funding supported. For example, if 20% of the programming is done by a programmer for Financial Aid, then that portion of the salary comes from that area. If 20% of PC support is for International Students or Center for Training and Development, then that portion of salary is contributed by that area.  Sell equipment that are obsolete.  Phone services for outside entities that service the college.

5.3 What additional cost savings opportunities can you recommend for your program? (Use bulleted list and limit to ½ page)

 Depending on the tolerance level of the College, we can look into the possibility of reducing the maintenance warranty on critical units. For example, reduce the turnaround support time from 4 hours to next business day. This will greatly affect the business process, but is a possibility for cost savings.  Revisit the Computrace anti-theft software purchase with laptops. It costs approximately $122 for a 3 year fee and $145 for a 4 year fee. Depending on the use of laptops, we can selectively purchase this product.  Looking into the possibility of energy savings by turning off hardware. This is funded by Southern California Edison through a grant. There will be a cost for the software after the grant runs out and a cost benefit analysis is being done to see if the cost is less than the electrical savings.  Instead of purchasing warranty on PCs and media equipment, create a separate fund for parts and replacement.

5.4 What are your peers at other institutions doing that COD is not, but should? (Limit response to ½ page)

o They are increasing their technical staff to handle the growing needs of their campus.

Non-Instructional PR Guidelines (2-23-07) jp Page 31 of 37 o Most institutions have a test environment (test servers) before any implementation is done on the production server. o Most institutions have a secure off site Disaster Recovery site for business continuity. For example, our peer institution Cerritos College uses an off-site storage vendor to store weekly tape backups at a secure alternate location. A secure, climate controlled transportation (in a locked box within a secure vehicle) transports the tapes to a state of the art facility that is designed for media vaulting. o A Student portal is common at peer institutions. o Most campuses have a good data mining hardware and software to capture static/historical data. o Peer institutions also use the universal card for positive attendance, print services, as a debit card, for book store and cafeteria purchases. o Peer colleges that have funds and staffing also use dashboards technology and advanced reporting for administration for timely decision making. o Technology training for IS staff.

5.5 What would it take to make the program exemplary? (explain and provide a cost estimation) (Limit response to 1 page)

 Additional staffing to better service the campus wide needs and demands.  Have sufficient staffing to provide Macintosh support.  Open up to new technology (use of other operating systems such as Linux  Institute an enterprise helpdesk/work order system.  Ongoing total cost of equipment replacement being allocated.  Tie technical staffing growth to campus growth when planning for facility expansion.  Security, vulnerability assessment and prevention. It will be ideal to have an appliance such as Foundstone that would do vulnerability scanning on a daily basis and run reports on the “risk” items. This appliance will also automatically download the updates twice a day on a predetermined schedule and push the patches. This proactive patching and updating feature keeps the systems from being susceptible to exploits and vulnerabilities that could compromise our system and spread to other systems.  Preventive maintenance and testing.  Significant technology training for IS staff.  Most institutions have a secure off site Disaster Recovery site for business continuity. For example, our peer institution Cerritos College uses an off-site storage vendor to store weekly tape backups at a secure alternate location. A secure, climate controlled transportation (in a locked box within a secure vehicle) transports the tapes to a state of the art facility that is designed for media vaulting.

5.6 If you could start fresh and totally restructure the program (or your department), how would you do it? (Limit response to 1 page) Non-Instructional PR Guidelines (2-23-07) jp Page 32 of 37  Change the physical location of the department. Space is being planned and incorporated into the new Classroom Building due in 2011.  Increase staffing in specific areas of Information Systems. For example, a separate person for network and security and telecommunications. Another person for user support such as a Systems Analyst.  Extend additional staffing hours for evening support.  Larger server room. This is also planned in the new building.  Broaden the job description of some jobs so that it is all encompassing  Increase the budget for diagnostic tools.  Secure a Disaster recovery site off campus. Discussions are in progress about this regarding using one of our off campus centers. It will be ideal to have one outside the state. Some neighboring colleges have done this via third party Disaster Recovery Vendors such as Sun Guard.  Have a replacement plan for all hardware.  Consistent funding for professional growth for all Information Systems staff.

Supervisor’s Comments, Optional (Supplemental comments may be added by the next level administrator (dean, director, vice- president, President) (Limit to 1 page)

Non-Instructional PR Guidelines (2-23-07) jp Page 33 of 37 2008-2009 NON-INSTRUCTIONAL PROGRAMS DATA COLLECTION FORM- PLEASE READ “NON-INSTRUCTIONAL PROGRAMS REVIEW GUIDELINES FORM” BEFORE PROCEEDING.

Non-Instructional Program Reviewed in this Document: ______

1. Progress Report. Review previous year’s institutional review. Describe the progress made on any recommendations or areas of need identified in your previous year’s review. Specifically, describe progress made toward current department goals and objectives, and learning outcomes.

Progress made toward current Department Goals and Outcomes and learning outcomes:  Implemented a new Learning Management System – Black Board.  Integrated this system successfully to Datatel.  Trained over 60 faculty.  Migrated to a new Content management System (SharePoint 2007).  Redesigned the Web page.  Installed and implemented a new query tool and trained 48 users and logged 8811 queries and set up 493 reports.  Upgraded Web Advisor to 3.13 version.  Implemented wireless campus wide.  Implemented Student Email – Microsoft@Live.  In the process of upgrading all computers to office 2007 (statistics).  Upgraded servers to exchange 2007.  In the process of researching the Energy management savings software.  Working on all technology aspects (media, cabling, infrastructure, hardware, etc.) for the new buildings – PSA & Nursing.  Assisted with the technology for the classroom building with the Sexton group, especially with the Server room specifications.  In the process of implementing the data and voice (VoIP), emergency broadcasting, wireless set up for the Mecca/Thermal campus.  In the process of setting up the VPN, Fore Front, Office Communications and other servers.  In the process of redesigning the college web page as well as the Portal.  Upgraded and expanded several labs such as E7, math3, Diesel mechanics, etc.

2. Provide effective data sources to evaluate this department. Insert qualitative and quantitative data elements that can be used to evaluate this department—what information do you typically use to document your success and justify expanding your department or budget.

Non-Instructional PR Guidelines (2-23-07) jp Page 34 of 37 Please see answers to Questions 2.1; 2.2; 2.3; and 2.4.

3. Program assessment. Assess needs of your department dictated by changes in staffing, equipment, training, software/technology and facility needs.

To accommodate the necessary changes in staffing in the future, we will need additional spacing which we have factored in the new building.

To accommodate support of the new hardware and new software with the future growth of the college, we need additional staffing. To accommodate the additional growth and technology, the Information Systems need additional time for research and testing. To accommodate the changes in technology, the IS staff need professional development and training.

Non-Instructional PR Guidelines (2-23-07) jp Page 35 of 37 4. List accomplishments department has made in the last year.

Please see answer to question 3.4

5. List the department’s current goals and objectives. (2-3 measurable goals that is congruent with College of the Desert Strategic Planning Goals)

1. Goal: Support the use of instructional technology in student learning Objectives:  Implement Black Board and integrate with Datatel.  Provide a stable network with updated labs to meet instructional needs.  Implement up to date multi-media equipment in classrooms with extended support. 2. Goal: Facilitate mining information from data in the administrative system to support College’s operational and strategic planning efforts. Objectives:  Upgrade and implement new modules to Datatel as needed.  Support the necessary tools to retrieve information and reporting needs.  Provide backup and storage for mission critical data.

3. Goal: Enhance visibility and marketability via the College’s website and portal Objectives:  Upgrade the website and portal to the new and more stable SharePoint software.  Create a central portal interface to access the various systems.  Add features, functionalities that promote visibility and enhance marketability. 4. Goal: Implement new technology to facilitate instruction and student services Objectives:  Implement student email.  Continue to promote video streaming, audience response systems and media distribution.  Upgrade core systems and software for better communication with new functionalities. 5. Goal: Facilitate the implementation of new technology with new construction to support student learning Objectives:  Assist with developing and establishing technology standards. o Promote new technology in collaboration with users as funding permits. o Implement systems that directly relate to the core network.

Non-Instructional PR Guidelines (2-23-07) jp Page 36 of 37 2. Goal: Enhance faculty and staff technology development Objectives:  Offer more variety of training classes, including web enhanced classes on Black Board.  Create customized training hand outs, and web links for faculty and staff.  Meet with divisions and provide custom training on-site.

This Report Prepared By: ______Name (print and initial) Date

This Report Submitted To: ______Name (print and initial) Date

FEEDBACK & SUGGESTIONS TO THE PLANNING COUNCIL FOR NEXT REVIEW:

Non-Instructional PR Guidelines (2-23-07) jp Page 37 of 37