2019 Technology Master Plan - Cincinnati State...2019/03/13 · Enterprise Resource Planning (ERP)...

2019 Technology Master Plan

Table of Contents

Introduction .................................................................................................................................................. 4

Strategic Alignment ....................................................................................................................................... 4

College Strategic Goals ............................................................................................................................. 4

Higher Learning Commission Criteria for Accreditation ........................................................................... 4

Strategic Alignment ................................................................................................................................... 5

Projects ......................................................................................................................................................... 5

2019-2020 ................................................................................................................................................. 5

Enterprise Resource Planning (ERP) System ......................................................................................... 5

Upgrade Wi-Fi (wireless) ..................................................................................................................... 15

Migrate Employee E-Mail to Office 365 (O365) .................................................................................. 17

Campus-Wide Caller-ID (E911) ............................................................................................................ 20

ITS Communication Program .............................................................................................................. 21

Annual Employee Acceptance............................................................................................................. 21

Technology Resource Portal ............................................................................................................... 22

CState App ........................................................................................................................................... 22

CCP High School Technology Verification ........................................................................................... 23

ATLC Student Services Renovation ..................................................................................................... 24

New ITS Key Performance Indicators .................................................................................................. 25

Add Higher Learning Commission to ITS Project Tracker ................................................................... 25

Future ...................................................................................................................................................... 26

Upgrade Wi-Fi (wireless) in Main Building, Clifton Campus ............................................................... 27

Survey Data ................................................................................................................................................. 27

2018 Campus Technology Survey ........................................................................................................... 27

Student Survey .................................................................................................................................... 28

Faculty and Staff ................................................................................................................................. 29

Faculty ................................................................................................................................................. 29

Staff (Includes administrators) ............................................................................................................ 30

Strategic Alignment ............................................................................................................................. 30

Admission Application Surveys ............................................................................................................... 31

Document Name: IT Master Plan 2019 (version 1.0)

Last Revision Date: 3/13/2019

Last Revised by: Frankie Baker

Cincinnati State IT Master Plan 2019 of 51

October 2018 to February 2019 .......................................................................................................... 31

August 2017 to October 2018 ............................................................................................................. 32

Strategic Alignment ............................................................................................................................. 33

Key Performance Indicators (KPIs) .............................................................................................................. 33

Strategic Alignment ................................................................................................................................. 34

Computers ................................................................................................................................................... 35

Enterprise and 3rd Party Software ............................................................................................................... 37

Information Technology Services Division .................................................................................................. 38

2018 Budget Summary ............................................................................................................................ 39

2018 Budget and Actuals .................................................................................................................... 39

2016 thru 2018 Actuals ....................................................................................................................... 39

Top 3 Budget Lines (2016 thru 2018) .................................................................................................. 39

Strategic Alignment ................................................................................................................................. 40

Campus Representation .......................................................................................................................... 43

Departments ........................................................................................................................................... 44

End User & Classroom Support ........................................................................................................... 44

Enterprise & Infrastructure ................................................................................................................. 44

Office of the Chief Information Officer ............................................................................................... 44

Software Development & Support ...................................................................................................... 45

Appendix ..................................................................................................................................................... 45

Revision History ...................................................................................................................................... 45

Document Resources .............................................................................................................................. 45

Higher Learning Commission Criterion ................................................................................................... 48

Criterion 1: Mission ............................................................................................................................. 48

Criterion 2: Integrity: Ethical and Responsible Conduct ..................................................................... 49

Criterion 3: Teaching and Learning: Quality, Resources, and Support ............................................... 49

Criterion 4: Teaching and Learning: Evaluation and Improvement .................................................... 50

Criterion 5: Resources, Planning, and Institutional Effectiveness ...................................................... 50





Introduction

This document represents the Information Technology Services (ITS) department’s technology master plan for 2019. Click this link for more information about ITS.

Strategic Alignment

As appropriate, projects and services will aligned with College Strategic Goals and Higher Learning Commission criteria for accreditation. A brief overview of these are below.

College Strategic Goals

The current College strategic plan has the following broad goals.

Increase Student Success

Expand Our Reach

Build Community

Strengthen Fiscal Sustainability

Higher Learning Commission Criteria for Accreditation

The Higher Learning Commission (HLC) is an independent corporation, one of six regional institutional accreditors in the United States. HLC accredits degree-granting post-secondary educational institutions in the North Central region.

About the Higher Learning Commission (2019, March 5), Retrieved from https://www.hlcommission.org/About-HLC/about-hlc.html.

The accreditation criteria are the standards of quality used by HLC to determine whether an institution has earned accreditation or reaffirmation of accreditation. The 5 criteria are below. An expanded list of sub criteria can be found in the Appendix.

Criterion 1. Mission o The institution’s mission is clear and articulated publicly; it guides the institution’s operations.

Criterion 2. Integrity: Ethical and Responsible Conduct o The institution acts with integrity; its conduct is ethical and responsible.

Criterion 3. Teaching and Learning: Quality, Resources, and Support o The institution provides high quality education, wherever and however its offerings are

delivered.

Criterion 4. Teaching and Learning: Evaluation and Improvement o The institution demonstrates responsibility for the quality of its educational programs, learning

environments, and support services, and it evaluates their effectiveness for student learning through processes designed to promote continuous improvement.

https://web4.cincinnatistate.edu/files/its/masterplans/2019/CState-Strategic-Plan-2012-2019.pdf

https://www.hlcommission.org/Policies/criteria-and-core-components.html


https://www.hlcommission.org/About-HLC/about-hlc.html

https://www.hlcommission.org/About-HLC/about-hlc.html





Criterion 5. Resources, Planning, and Institutional Effectiveness o The institution’s resources, structures, and processes are sufficient to fulfill its mission, improve

the quality of its educational offerings, and respond to future challenges and opportunities. The institution plans for the future.

Policy Title: Criteria for Accreditation (2019, March 5), Retrieved from https://www.hlcommission.org/Policies/criteria-and-core-components.html.

Strategic Alignment

The creation and distribution of this IT Master Plan aligns with the following College strategic goals.

Build Community

It also aligns with the following HLC criteria.

Criterion 5 1. The institution plans for the future

Criterion 5.B 1. Documentation outlining the organizational structure

Criterion 5.C 1. The institution engages in systematic and integrated planning 2. Technology plans

Criterion 5.D 1. Assessment of … technology 2. Key performance indicators

Projects

The projects are separated into two groups:

2019-2020: projects that are scheduled and plan to be complete by the end of 2020

Future: projects that have not been scheduled or currently have no funding

2019-2020

The following projects are planned to be begin in 2019. Projects that aren’t complete by the end of 2020 will be reviewed to determine new completion dates.

Enterprise Resource Planning (ERP) System

Enterprise resource planning (ERP) is the integrated management of core business processes, often in real-time and mediated by software and technology. Wikipedia


https://en.wikipedia.org/wiki/Enterprise_resource_planning





CState’s current ERP is Ellucian Colleague.

ERP Vendor Evaluation

The College is beginning an evaluation process to consider a replacement for Ellucian Colleague. The reasons to consider replacing Colleague include the following:

More effective student recruitment processes

More efficient financial aid verification and feedback

More robust student facing services, such as financial aid, registration and student planning

More control/efficiency over budget management, procurement, and budget planning

More efficiency with payroll, HR processing, and human capital

Data and analytics are poor to non-existent; not built for easy/convenient data access

Rigid system flow; requires nearly 9,600 K customizations

Antiquated technology; not built for mobile students and employees

Reduce the need for many of the 3rd party applications

Many manually executed processes to keep the system running; in the business offices and ITS

The image below shows some of the 3rd party applications/processes needed to supplement Colleague as well as some of the ITS resources needed. The red arrows show the processes that require custom data exchanges (interfaces) to keep the application data in-sync. These interfaces are developed and maintained by the ITS staff. Most of these 3rd party applications have additional costs, in addition to the costs of Colleague.

The image below resembles a desirable situation where many of the 3rd party applications are built into a modern ERP. Moving to a new ERP will not eliminate 100% of these applications but it should reduce them





significantly. Each 3rd party application that can be eliminated will save the College the annual maintenance costs of that application and the time it takes to support them.

Vendor Selection

There are several higher education ERP vendors. The College will adhere to procurement requirements.

Hosting Options

As CState progresses through this evaluation, the decision to move to the cloud will be considered. There are several options. This document will review three: On-Premises, Application Hosting, & SaaS (Software as a Service).





The following image shows the shift in moving to a cloud model for an ERP system.

On-Premises

The College is currently using an on-premises model. This means that we host Colleague within our datacenter on the Main campus with backup services in our Middletown datacenter. Below is a high-level list of components of hosting Colleague and it shows that Cincinnati State is responsible for all of them.

Item CState

Responsibility Vendor

Responsibility Comments

Datacenter basics Yes NA

cooling, electricity, floor space, physical security, etc.

Hardware Yes NA servers, firewalls, storage, etc.

Software Yes NA

operating systems, databases, Colleague software

Physical and virtual security Yes NA Within our two data centers

Data backups Yes NA Custom software development (custom code) Yes NA Over 9,600 customizations

System maintenance Yes NA

Operating system, database, and Colleague patches.

Custom configuration Yes NA





Item CState



User credentials and component access Yes NA

This option gives CState the most flexibility but it comes with the highest risks.

Application Hosting

The Application Hosting model significantly reduces the amount of risk for the College; the vendor takes on these responsibilities. If the College decides to stay with Ellucian, Colleague can be moved to the Ellucian cloud as is. This allows the College to move the existing Colleague environments to the cloud with customizations. This model reduces the risks to the College by shifting several of the high-level responsibilities to the hosting vendor.

Item CState



Datacenter basics Yes Hardware Yes Software Yes Physical and virtual security Yes Data backups Yes Custom software development (custom code) Yes System maintenance Yes Custom configuration Yes User credentials and component access Yes

SaaS (Software as a Service) (Wikipedia: SaaS)

A SaaS model significantly reduces the amount of risk for the College; the vendor takes on these responsibilities. This model is the least flexible because SaaS doesn’t allow any custom code. The goal is to select a vendor who offers the largest number of configurations to off-set losing custom coding. The list below shows the most critical components are the responsibility of the hosting vendor.

Item CState



Datacenter basics Yes Hardware Yes Software Yes Physical and virtual security Yes Data backups Yes Custom software development (custom code) NONE

https://en.wikipedia.org/wiki/Saas





Item CState



System maintenance Yes Custom configuration Yes User credentials and component access Yes

Implementation

Implementation (moving from Colleague to a new system) will require input from every area of the College. The College will determine the best means by which to collect this input which may involve an implementation sub-contractor. Below is a list of high-level implementation tasks. This may not be the order in which they are implemented.

Student recruitment: 6 to 9 months

Student services: 12 to 18 months

HR and Finance: 12 to 18 months

Initial estimates show the cost of implementation to be between $2M and $6M. The annual maintenance costs of a new vendor are expected to be comparable to the current annual maintenance costs of Colleague.

Strategic Alignment

Implementation of a new ERP system would aligns with the following College strategic goals.


Expand Our Reach

Build Community


It would also align with the following HLC criteria.

Criterion 3.D 1. Support for student learning and effective teaching

Criterion 4.C 1. Modern tool with modern reporting analytics (strategies or initiatives implemented based on

review and analysis of data; utilization of datasets)

Criterion 5.C 1. Technology plans

Criterion 5.D 1. Modern tool with modern reporting analytics (reports; satisfaction with technology) 2. Low employee satisfaction with Colleague (assessment of … technology)





Ellucian Colleague (CState’s Current ERP)

Ellucian Colleague is the College’s ERP system. It’s a UNIX based system that uses a UniData flat-file database. The foundation of Colleague was created in 1979 and CState has been using it since 1993. It has several primary modules, and they include the following.

Human Resources (including payroll)

Finance

Student

Colleague Annual Costs

The following are the annual direct costs needed to support Colleague. These do not include the costs of the 3rd party applications.

Item Annual Cost Comments

Annual Maintenance 424,000 As of July, 2018

Colleague Admin 104,000 Salary & benefits

Colleague Supervisor 104,000 Salary & benefits

Colleague Programmer 1 65,000 Salary & benefits

Colleague Programmer 2 65,000 Salary & benefits

IBM Servers 22,168 2 servers; 133,010 spread over 6 years

Storage 4,767 2 servers; 28,600 spread over 6 years

Virtual Servers 903 Total 789,838

Upgrade Recommendations

If the College decides to stay with Ellucian Colleague as the ERP, the following upgrades are recommended.

Student Self-Services: This will replace MyServices; includes degree map and several other services

Financial Aid Self-Services

Ellucian Mobile

Host Colleague in Ellucian’s Cloud: approximately $175,000 per year

Student Recruitment

If we host Colleague in Ellucian’s cloud it will include licensing for Student Self-Services, FA Self-Services, and Ellucian Mobile. We can purchase licensing for Student Self-Services, FA Self-Services, and Ellucian Mobile individually without moving to the cloud.

Ellucian announced that in December, 2020 they will provide limited support for their WebAdvisor (a.k.a MyServices) product. Student Self-Services is the replacement for WebAdvisor.





Strategic Alignment

The above Upgrade Recommendations align with the following College strategic goals.


Expand Our Reach

They also align with the following HLC criteria.

Criterion 2.B 1. MyServices available to students and non-students (course schedule)

Criterion 4.C 1. Utilization of datasets


Criterion 5.D 1. Institutional effective plans, assessment of … technology

Customizations

Over the years there have been many Colleague customization requests. The requests are evaluated to ensure they are valid business needs and that they can’t be accomplished by other Ellucian delivered processes. These customizations must be maintained over time for changing business and technical requirements. They can be divided into these categories.

Category QTY Comments

Colleague screens/mnemonics 451 Fields 3,831 Computed columns/I-descriptors

Colleague programs 5,373 Total customizations 9,655

The College has had up to six Colleague programmers at one time building and supporting these customizations. As of March, 2019 there are two FTE Colleague programmers (½ + ½ + 1).

ERP System Administrator

The College currently has no ERP system administrator. If the College moves to a SaaS model for its ERP, a system administrator will not be needed.

Degree Map

The Completion Plan Committee has recommended the College implement a degree map tool.

The goals of this tool are to help students select a program, view the effort needed to complete the program, and inform the student of the consequences of changing their program. In July of 2017 the Degree Map





Subcommittee was tasked with researching, evaluating, and recommending degree map software. This subcommittee included the following members:

Baker, Frankie

Gabrelski, Denise

Geers, Michele

Gowda, Uma

Hensley, David

Moore, Lavon

Mott, Tim

Oenbrink, Ed

Vetter, Jeff

To help with the quantitative evaluation, a list of thirty (30) system requirements was developed by the group.

The college’s Colleague program data needs significant review and updates. This data will need to be scrubbed regardless of the vendor we select for a degree map.

The subcommittee scheduled and executed demos from five software vendors, providing them the list of requirements beforehand. The software was measured against the system requirements and the total score generated. Along with the requirements score is an overall ranking by the group. The following software was included in this evaluation.

Software Requirements Score

Overall

Ranking

5-year Costs Preliminary

Recommendation

Ellucian Student Planning 24 Good 87,148 Yes

EduNav SmartPlan & Registration 23 Best 502,472 Yes

EAB Navigate 22 Best 955,866 Yes

Starfish Degree Planner 12 Average NA No

Student Success Planning 8 Poor NA No

As a preliminary recommendation, all subcommittee members agreed that EAB, EduNav, and Ellucian would fulfill the College’s needs of a degree map. EAB and EduNav were the best solutions regarding design and functionality only, with EAB slightly ahead of EduNav. Starfish Degree Planner and Student Success Planning would not fulfill the needs for a degree map and are not being flagged as a preliminary recommendation by the subcommittee.

Any third party vendor (outside of Ellucian) stores data on their systems. Because of this, many new custom interfaces will need to be created to keep the 3rd party data in-sync with Colleague. If CState stays with Ellucian there is no need to create these interfaces.

There are many services included in the College’s existing MyServices. MyServices is being retired by Ellucian to be replaced by Student Self-Services and Student Planning. These tools include a degree map. If the College stays with Ellucian we must purchase Student Self-Services and Student Planning (with the retiring of

https://web4.cincinnatistate.edu/files/ITS/Projects/DegreeMap/Degree%20Map%20Requirements.pdf





MyServices). If we stay with Ellucian and we purchase a 3rd party degree map (EAB or EduNav) we will then have two degree map tools.

EAB Navigate has told us several times that integrating with Ellucian Colleague (with UniData) is very challenging. They will require Cincinnati State to build multiple custom interfaces to complete their implementation. ITS will need additional resources to complete this work. ITS is not convinced that EAB has the ability to fully implement their solution given that the College is Ellucian Colleague (with UniData).

EAB requires 12 nightly batch files. These files take time to implement and maintain. This means that some data in EAB will not be real-time.

EAB Navigate also includes an early warning system that is bundled in, with no option to unbundle. To be cost effective, if we purchased EAB the College should also replace Starfish with the early warning system that is included in EAB.

EduNav overlays our current MyServices and its functionality is based on the existing functionality of My Services. When MyServices is no longer supported by Ellucian, we are uncertain about any additional costs that may be required for EduNav to change their system to match ours.

EduNav shows the “cost” of making changes to a student’s program. This requires significant data to be maintained. Cincinnati State employees will have to maintain this data. If it gets outdated the software will be less effective.

EAB has implemented one institution who uses Ellucian Colleague (with UniData). EduNav has implemented one institution who uses Ellucian Colleague (with UniData). Ellucian Student Planning is currently being used by over 400 institutions.

Any degree map will require the college develop a two-year course schedule versus the current one-year schedule.

Subcommittee Recommendation

By a majority vote (8 to 1), the Degree Map Subcommittee recommends that the College implement the degree map that is included in Ellucian’s Self-Services and Student Planning.

* Note: If the College moves to a new ERP, the investment in Ellucian’s Student Planning will be sunk costs.

ITS Recommendation

ITS recommends that the College implement the degree map that is included in Ellucian’s Self-Services and Student Planning. Ellucian’s software meets most of the system requirements, it will integrate best with our existing Ellucian system, and it is the most fiscally responsible option. Ellucian’s Self-Services Student Planning costs 17% of what EduNav costs and 9% of what EAB costs.

* Note: If the College moves to a new ERP, the investment in Ellucian’s Student Planning will be sunk costs.





Strategic Alignment

Implementation of a degree map tool aligns with the following College strategic goals.



It will also align with the following HLC criteria.

Criterion 2.B 1. Program requirements will more clearly be defined in a new degree map tool (program

requirements)

Criterion 4.C 1. A new degree map tool will help students stay focused on their program requirements

(retention, persistence, and completion)

Criterion 5.C 1. Subcommittee’s recommendation for a degree map tool (technology plans)

Criterion 5.D 1. A new degree map tool will help students stay focused on their program requirements

(retention and completion data, student success data)

Upgrade Wi-Fi (wireless)

The current Wi-Fi infrastructure is significantly outdated, across all campuses. The College’s slow wireless network is primarily caused by too many devices connecting to old access points (APs). APs are devices deployed across campuses, buildings, and rooms. Mobile devices connect to the APs to gain access to the Internet. The existing APs only allow up to 15 devices to connect. New APs allow hundreds of devices to connect and allow for faster connection speeds.

Cost Estimates

The total cost to upgrade Wi-Fi across all campuses, all buildings, is $619,800. The breakdown of costs is listed in the table below.

Building Item QTY Item Cost Total

ATLC AP 106 700 74,200

ATLC Cabling 1 8,000 8,000

ATLC AP License 106 225 23,850

Sub Total 106,050

Main AP 400 700 280,000

Main Cabling 1 16,000 16,000

Main AP License 400 225 90,000

Sub Total 386,000

HPB AP 80 700 56,000

HPB Cabling 1 4,000 4,000

https://en.wikipedia.org/wiki/Wireless_access_point






HPB AP License 80 225 18,000

HPB Switch 1 6,000 6,000

Sub Total 84,000

Harrison AP 15 700 10,500

Harrison Cabling 1 2,000 2,000

Harrison AP License 15 225 3,375

Harrison Switch 1 6,000 6,000

Sub Total 21,875

Evendale AP 15 700 10,500

Evendale Cabling 1 2,000 2,000

Evendale AP License 15 225 3,375

Evendale Switch 1 6,000 6,000

Sub Total 21,875

Grand Total 619,800

All but Main Building Total 233,800

Main Building Total 386,000

Decision Making

There were several factors that contributed to making the decision to spend state capital funds to upgrade the College’s Wi-Fi.

Academic Technology Committee (ATC)

The ATC supported this project and shared that support with the Executive Team.

2018 Technology Survey

Students were far more dissatisfied with Wi-Fi Speed and Wi-Fi Availability (49% and 39% respectively) than any other questions on the survey.

528 students submitted additional comments to open-ended survey questions. Of those 528 comments, 203 were negative comments regarding Wi-Fi/Internet speed.

Completion Plan Project

Upgrading Wi-Fi was a project submitted as part of the ITS Completion Plan projects list for 2019.

ITS Suggestions Box eForms

In a 13 month period (9/1/2017 to 10/18/2018) there were twenty-one Information Technology Services Suggestion Box eForms submitted that show students’ dissatisfaction with College Wi-Fi.





Phase I (Current capital funds)

Upgrading the College’s Wi-Fi can be broken down into 2 phases.

The first phase is to upgrade Wi-Fi in the ATLC & HPB buildings on the Clifton campus and the Harrison & Evendale campuses. The cost to do this is $233,800. This includes all buildings/campuses except the Main Building on the Clifton Campus and the Middletown Campus.

The old APs removed will be redeployed to the Main building. This is a stop-gap measure until Phase II of the Wi-Fi upgrade is funded and approved.

Phase II (Future capital funds)

The second phase is to upgrade Wi-Fi in the Main building of the Clifton campus. The cost to do this is $386,000. This project is currently unfunded.

Strategic Alignment

Upgrading Wi-Fi aligns with the following College strategic goals.


Build Community


Criterion 3.D 1. This recommendation included input from students and employees via the Technology Survey

(utilization of data)

Criterion 4.C 1. This recommendation included input from students and employees via the Technology Survey

(utilization of datasets)

Criterion 5.C 1. This recommendation included input from students and employees via the Technology Survey

(environmental scan results; technology plans)

Criterion 5.D 1. This recommendation included input from students and employees via the Technology Survey

(assessment of … technology)

Migrate Employee E-Mail to Office 365 (O365)

Currently the College hosts and manages employee e-mail. This project will migrate all employee e-mail to Microsoft’s Office 365 (O365), to match the e-mail platform of students.





About Office 365

Office 365 for Education is a collection of services that allows you to collaborate and share your work. It’s available for free to faculty/staff who are currently working at an academic institution and to students who are currently attending an academic institution. The service includes Office Online (Outlook, Word, PowerPoint, Excel, Teams and OneNote) and 1TeraByte (1TB) personal cloud storage (OneDrive). Faculty/Staff and students can install the full Office applications on up to 5 PCs or Macs for free.

Benefits to O365 e-mail include:

1. Moves faculty to the same e-mail platform as students 2. Increases e-mail storage limits from 10GB to 50GB 3. Allows 1TB of storage for all employees 4. Increases collaboration

a. Sharing and editing documents are much easier b. Group/team sites can be created easily

5. E-mail hosted in the cloud reduces risk, staff time, hardware costs; Microsoft manages: a. Hardware (servers, storage, firewall) b. Security c. Backups/Maintenance d. Low e-mail storage limits

Schedule

Planning for this project began in December of 2018. The high-level implementation schedule is below. The

project is expected to be complete by August 1, 2019.

Division/Department/Area Date to Migrate Comments

Information Technology Services 2/22/2019 Complete

Finance and Operations 4/19/2019 – 4/25/2019

Executive Offices 4/26/2019 – 5/2/2019

Student Services 5/3/2019 – 5/9/2019

Inactive Adjunct Faculty 5/17/2019 – 5/30/2019

Active Adjunct Faculty 5/31/2019 – 6/6/2019

Business Technologies 6/14/2019 – 6/20/2019

Center for Innovative Technologies 6/14/2019 – 6/20/2019

Health & Public Safety 6/21/2019 – 6/27/2019

Humanities & Sciences 7/5/2019 – 7/11/2019

Workforce Development Center 7/12/2019 – 7/18/2019

Library 7/12/2019 – 7/18/2019

Middletown 7/12/2019 – 7/18/2019

All users must upgrade to Office 2016 before this migration.





Training

The following are resources for training.

Information Sessions; ITS will schedule information sessions through July of 2019

Microsoft Office 365 Training Center

Hoonuit Training 1. Log into MyCState/Blackboard 2. Click this link (Hoonuit website) 3. Type Office 365 in the search box at the top and click the search button

ITS Support in Blackboard 1. Log into MyCState/Blackboard 2. Click the College Community tab (main green tabs across the top) 3. Click the Office 365 Support link in the My Organizations box 4. Review the links in the menu on the left

Communications Information Training Links How Tos

Challenges

This project has the following challenges.

Employees not migrated won’t have access to the calendars of employees who have migrated

Voice message notification light on desk phones will no longer work

Calendar delegates will not migrate. Users will have to redo delegations after the migrations

Your new O365 mailbox will be available after about an hour after the start of migration

Old email and calendar items will not be immediately available. Importing old Email may take hours per

mailbox.

Departmental / Resource mailboxes and mailing lists must move at same time as department

New Outlook profile must be configured

Outlook Rules do not migrate. Prior to migration you can export your rules. After migration you can

import them back in.

Users will have to reset their voice-mail message

Strategic Alignment

Migrating employee e-mail to Office 365 aligns with the following College strategic goals.


Build Community

It also aligns with the following HLC criteria.

https://support.office.com/en-us/office-training-center

https://mycstate.cincinnatistate.edu/webapps/bb-URLRW-bb_bb60/jsp/readauth.jsp?https%3A%2F%2Fweb2.cincinnatistate.edu%2FAtomicLearning%2Fauto_login.aspx





Criterion 3.D 1. Support for student learning and effective teaching


Criterion 5.D 1. Documentation of goals and plans

Campus-Wide Caller-ID (E911)

Calls placed on-campus show (513) 569-1500 to the person receiving the call. This has the following negative effects.

Students have no idea, based on the caller ID, who to call back

911 and emergency services are not able to locate a caller based on their caller ID

The College has approved implementation of campus-wide caller ID on all phones across all campuses. When calls are placed from on-campus, the calling number will display on the receiving phone’s caller ID. The project planning is currently underway and we expect to be complete by March 1, 2019.

Cost Estimates

There will be a one-time setup fee of $3,375. Then $4,650 annually.

Decision Making

There were several factors that helped with making the decision to allocate College funds to upgrade the

College’s Wi-Fi.


The ATC supported this initiative.

Campus Police

Campus Police supported this initiative.

Information Technology Services (ITS)

ITS supported this initiative.

Strategic Alignment

Implementation of campus-wide caller-ID (E911) aligns with the following College strategic goals.

Build Community






Criterion 5.C 1. Facilities and technology plans

Criterion 5.D 1. More secure environment (improve its performance)

ITS Communication Program

ITS will create a new IT communication program. This program will include a service level agreement (SLA) that will define expectations for all IT communication. It will also include information on:

When to communicate

Where to communicate

How to communicate

Communication archive

Strategic Alignment

An ITS communication program aligns with the following College strategic goals.

Build Community


Criterion 5.C 1. Facilities and technology plans

Criterion 5.D 1. More secure environment (improve its performance)

Annual Employee Acceptance

There is a new process that employees will review and accept annually. It shows employees policy documents and prompts them to acknowledge the documents. New employees will complete this in the first 2 weeks of employment. It will contain, at a minimum:

Operations Manual Acceptance

Acceptable Use of Technology Acceptance

Ohio Ethics Law Statement

Each year HR will send a communication to all employees announcing the new acceptance period has begun. As the period progresses HR will notify the employees who haven’t completed the acceptance asking them to do so. Their supervisor will also be notified. It will be the responsibility of the supervisor to ensure their staff completes the process before the period end date. Click this link to view the guide for this process.

Strategic Alignment

The employee acceptance process aligns with the following College strategic goals.

https://web4.cincinnatistate.edu/files/its/Projects/AnnualAcceptance/Employee%20Policy%20Review%20-%20Annual%20Acknowledgement%20Guide.pdf





Build Community


Criterion 2.A 1. The institution operates with integrity 2. Documentation supporting ongoing training related to integrity issues and ethical behavior

Criterion 5.B 1. Bylaws, policies, procedures and schedules

Technology Resource Portal

ITS will create a new technology resource “portal” that will put all technology resources in one central location for employees and students. This portal will include:

Project updates

Software discounts

Tech tips

Information security

Documentation

Strategic Alignment

A technology resource portal aligns with the following College strategic goals.


Build Community


Criterion 3.D 1. Information about … resources

Criterion 4.C 1. Documentation of campus services to support student needs

Criterion 5 1. Resources, structures, and processes are sufficient to … improve the quality of its education

offerings


CState App

ITS is developing an app (iPhone & Android) to provide students access to standard resources. These will include:

College notifications





Class schedule (and changes)

Information about technology resources

The details of this app are still being developed.

Strategic Alignment

A student app aligns with the following College strategic goals.


Builds Community


Criterion 3.D 1. The institution provides support for student learning 2. Information about computer labs (resources)


CCP High School Technology Verification

Create a verification/certification process that allows high schools to check to see if their network is able to connect to Cincinnati State online services. Some high schools have their network locked down to block MyCState and Outlook.com (Surge Email). This process will show high schools where their problems are and will assist in correcting them.

Strategic Alignment

A CCP verification process aligns with the following College strategic goals.


Build Community

Expand Our Reach


Criterion 2.B 1. The institution presents itself clearly and completely to its students and to the public

Criterion 3.B 1. Dual credit guidelines

Criterion 4 1. The institution demonstrates responsibility for … and support services

Criterion 4.A 1. Dual credit programs and guidelines





ATLC Student Services Renovation

In December, 2018 the College completed construction to move the following student services to the ATLC building.

Welcome Center (including some Admission staff)

Registrar’s Office

Financial Ad’s Office

Career Center

Cashier’s and Parking Offices

Transfer Center

Goal for this renovation include aiding prospective, new, and existing students in finding college resources or answering questions.

ITS implemented the following equipment in these locations. The total cost was $238,283. This project used capital funds.

Item QTY

Computers 95

Standard Digital Phones 59

Door Swipe Access 10

IT Infrastructure

Digital Signage 19

Huddle Rooms 8

Strategic Alignment

These renovations aligns with the following College strategic goals.


Build Community

Expand Our Reach



Criterion 3.B 1. Departmental improvement plans



Criterion 5.A 1. Documentation of investments in facilities and technology





New ITS Key Performance Indicators

ITS will have six new Key Performance Indicators (KPIs).

Student Satisfaction with ITS

Employee Satisfaction with ITS

Average processing hours - Request for Network Services eForm

Average processing hours - Computer / Phone Request (New Placement) eForm

Average processing hours – Computer/Phone/Printer Move eForm

Programmers complete projects with a minimum of 400 strategic goal points *

Sr. Programmers and Analysts complete projects with a minimum of 500 strategic goal points *

* Note: The strategic goal points are captured in the ITS Project Tracker website.

Strategic Alignment

New ITS KPIs aligns with the following College strategic goals.


Build Community



Criterion 4 1. The institution demonstrates responsibility for the quality of its … support services

Criterion 4.C 1. Documentation of utilization of datasets 2. Documentation of campus services to support student needs



Criterion 5.D 1. The institution works systematically to improve its performance

Add Higher Learning Commission to ITS Project Tracker

This project added HLC criteria to the ITS Project Tracker’s Strategic Score calculator.





Strategic Alignment

Adding HLC criteria to the ITS Project Tracker website aligns with the following College strategic goals.

Build Community








Future

The following are projects that have not been approved for implementation or has no funding.





Upgrade Wi-Fi (wireless) in Main Building, Clifton Campus

In the 2019-2020 projects list, all areas of the College, except Middletown and the Main building on the Clifton campus, will have Wi-Fi upgraded. There are no plans to upgrade Wi-Fi at the Middletown campus. The following are costs to upgrade Wi-Fi in the Main building of the Clifton Campus.


Main AP 400 700 280,000

Main Cabling 1 16,000 16,000

Main AP License 400 225 90,000

Main Building Total 386,000

Funding source for this upgrade has not been identified.

Survey Data

The following shows the survey results for the 2018 Campus Technology Survey and the Admissions Application

Survey.

2018 Campus Technology Survey

In March, 2018, the Academic Technology Committee (ATC) and Information Technology Services (ITS) conducted a technology survey. This survey was sent to all employees and students. Click this link to view the summary for this survey, along with next steps based on the results of the survey.

https://web4.cincinnatistate.edu/files/ITS/Surveys/2018/2018%20Technology%20Survey%20-%20Summary.pdf





The graph below shows the overall technology satisfaction of faculty, staff, and students. 74% are satisfied and 8% are dissatisfied.

Student Survey

Students are generally satisfied at an average rate of 71%. The following table shows a summary of student satisfaction.

Item Satisfied Dissatisfied

# of Instructors Using Blackboard 83% 4%

Number of Courses on Blackboard 82% 4%

Number Of Open Lab Computers 80% 5%

Open Lab Hours of Operation 79% 4%

Blackboard as a Learning Tool 79% 6%

Blackboard Functionality 78% 10%

Helpdesk Hours of Operation 76% 4%

Helpdesk Professionalism 74% 5%

Clarity of ITS Server Communication 72% 6%

Timeliness of ITS Server Communication 72% 7%

Open Lab Software Programs 71% 8%

Timeliness of Helpdesk Support 70% 4%

Open Lab Staff Ability to Assist 70% 6%

Helpdesk Ability to Solve My Problem 70% 7%

ITS ability to resolve Blackboard Issues 69% 8%






Timeliness of support from ITS - Blackboard 68% 5%

Wi-Fi Availability 42% 39%

Wi-Fi Speed 35% 49%

* Note: if Wi-Fi Availability and Wi-Fi Speed (the two outliers) are removed, the average satisfaction rate

increases to 75%.

Faculty and Staff

The survey for faculty and staff included several questions regarding training. The data show a significant interest for training in all areas, for both faculty and staff. The table below shows the break-down of the interest for training between faculty and staff.

Training Faculty:

Interested Staff:

Interested

Blackboard Training 72% NA

Starfish Training 64% NA

Backing up Computer Files Training 62% 66%

Colleague Training 51% 74%

eForms Training 48% 63%

MyServices Training 44% 36%

Classroom Presentation Equipment Training 42% NA

Informer Training NA 73%

Faculty

Faculty are generally satisfied at an average rate of 75%. The following table shows a summary of faculty satisfaction.


Reliability of College E-Mail 84% 3%




Blackboard as a teaching tool 79% 3%


Timeliness of support from ITS - Blackboard 77% 3%



Blackboard Functionality 72% 9%






ITS ability to resolve Blackboard Issues 70% 4%

Capabilities of classroom equipment 68% 16%

Reliability of classroom equipment 58% 25%

Staff (Includes administrators)

Staff are generally satisfied at an average rate of 74%. The following table shows a summary of staff satisfaction.


Reliability of College E-Mail 84% 3%






Ability of App. Dev. to Resolve Issues 74% 7%


Availability of Colleague 73% 11%

Timeliness of App. Dev. 71% 10%

Colleague Reports Created by ITS 67% 6%

Customizations from App. Dev. 67% 10%

Colleague as an org. software system 57% 22%

Processing Performance of Colleague 56% 16%

Strategic Alignment

Executing student and employee surveys, evaluating and communicating the survey results, and implementing change based on these results align with the following College strategic goals.


Build Community

These also align with the following HLC criteria.

Criterion 2.D 1. The institution is committed to … the pursuit of truth in teaching and learning


Criterion 3.D 1. Information about utilization of data from internal resources and external national surveys

Criterion 4.C 1. Documentation of utilization of datasets







Criterion 5.D 1. Documentation regarding assessments of and satisfaction with … technology

Admission Application Surveys

The admission application contains an optional survey. Questions in this survey change from time-to-time.

October 2018 to February 2019

Click this link to see all of the data collected in the admission application survey from 8/24/2017 thru 10/12/2018. The survey questions that are technical in nature are displayed below.

Do you have high-speed internet access from home?

Student % Student #

Yes 90% 4,798

No 8% 401

Not sure 2% 143

100% 5,342

Do you have regular access to a computer (desktop, laptop, tablet; NOT a mobile phone) at home?

Student % Student #

Yes 88% 4,713

No 11% 571

Not sure 1% 51

100% 5,335

The application process was easy to understand. (Archived question; no longer being asked).

Student % Student #

Strongly agree 88% 5,096

Somewhat agree 10% 563

Neither agree/disagree 1% 67

Somewhat disagree 1% 30

Strongly disagree 0% 14

100% 5,770

https://web4.cincinnatistate.edu/files/ITS/Surveys/2019/2019%20OLA%20-%20Survey%20Results%20-%202018-10-1%20to%202019-02-03.pdf





What type of classes do you plan to take at Cincinnati State? (Archived question; no longer being asked).

Student % Student #

In-class only 33% 1,923

In-class and on-line 42% 2,438

Online only 11% 620

Not sure 14% 780

100% 5,761

August 2017 to October 2018

Click this link to see all of the data collected in the admission application survey from 8/24/2017 thru 10/12/2018. The survey questions that are technical in nature are displayed below.

The application process was easy to understand.

Student % Student #

Strongly agree 88% 5,096

Somewhat agree 10% 563

Neither agree/disagree 1% 67

Somewhat disagree 1% 30

Strongly disagree 0% 14

100% 5,770

What type of classes do you plan to take at Cincinnati State?

Student % Student #

In-class only 33% 1,923

In-class and on-line 42% 2,438

Online only 11% 620

Not sure 14% 780

100% 5,761

Do you have high-speed internet access from home?

Student % Student #

Yes 89% 2,542

No 8% 225

Not sure 3% 74

100% 2,841

https://web4.cincinnatistate.edu/files/ITS/Surveys/2018/2018%20OLA%20-%20Survey%20Results%20-%202018-10-12.pdf





Do you have regular access to a computer (desktop, laptop, tablet; NOT a mobile phone) at home?

Student % Student #

Yes 86% 2,456

No 13% 355

Not sure 1% 29

100% 2,840

Strategic Alignment

Executing student surveys, evaluating and communicating the survey results, and implementing change based on these results align with the following College strategic goals.


These also align with the following HLC criteria.

Criterion 2.D 1. The institution is committed to … the pursuit of truth in teaching and learning


Criterion 3.D 1. Information about utilization of data from internal resources and external national surveys

Criterion 4.C 1. Documentation of utilization of datasets



Criterion 5.D 1. Documentation regarding assessments of and satisfaction with … technology

Key Performance Indicators (KPIs)

Key Performance Indicators (KPIs) are one type of method to measure performance. Historically, ITS has had two KPIs.

% of calls closed by First Line Staff – Target: 85%

% of network services up-time – Target: 99.9%

In an effort to provide the highest level of support and to meet expectations of the College community, ITS will create the following new KPIs. We will begin compiling data for these new KPIs starting Spring, 2019.

Student Satisfaction with ITS





Employee Satisfaction with ITS

Average processing hours - Request for Network Services eForm

Average processing hours - Computer / Phone Request (New Placement) eForm

Average processing hours – Computer/Phone/Printer Move eForm

Programmers complete projects with a total of 400 strategic goal points *

Sr. Programmers and Analysts complete projects with a total of 500 strategic goal points *

* Note: The strategic goal points are captured in the ITS Project Tracker website.

The full list of ITS KPIs is listed below.

KPI 2016 2017 2018 Average Target

% of Helpdesk calls closed by first line staff 91% 88% 86% 88.3% 87.0%

% of network services up-time 99.9% 99.9% 0% 99.9% 99.9%

% of Student Satisfaction with technology (based on survey) - - 71% 71% 72.4%

% of Employee Satisfaction with technology (based on survey) - - 73.5% 73.5% 75.0%

Average processing hours – Request for Network Services eForm 31.4 31.6 23.8 28.9 23.3

Average processing hours – Computer / Phone Request (New Placement) eForm 47.5 63.5 70.7 60.6 69.3

Average processing hours – Computer/Phone/Printer Move eForm 133.9 83.9 113.3 110.4 111.0

Programmer: 400 strategic points * - - - - 400

Sr. Programmer & Analyst: 500 strategic points * - - - - 500

* Note: Since some these KPIs are new, there is no historical data. This data will be gathered as year’s progress.

Strategic Alignment

ITS KPIs align with the following College strategic goals.


Build Community

They also align with the following HLC criteria.











Computers

The College currently owns approx. 3,155 computers. These include the following:

Windows desktops

Windows laptops

Windows tablets (Surfaces)

Apple desktops

Apple laptops

Apple tables (iPads)

Below is a summary of the computers owned by the College as of 3/12/2019, sorted by age.

Item QTY Age

(years) $ each (est.) Sub Total

Apple Tablet 2 9 1,100 2,200

Tablets 2 8 600 1,200

Apple Desktops 109 8 1,997 217,725

Apple Laptops 1 8 2,700 2,700

Apple Tablet 8 8 1,100 8,800

Desktop computers 1,132 7 850 962,200

Laptop computers 182 7 1,200 218,400

Tablets 8 7 1,200 9,600

Apple Desktops 1 7 1,950 1,950

Apple Tablet 22 7 1,100 24,200


Desktop computers 178 6 850 151,300

Tablets 22 6 600 13,200

Apple Desktops 52 6 2,100 109,200


Apple Tablet 4 6 1,100 4,400





Item QTY Age

(years) $ each (est.) Sub Total



Tablets 18 5 600 10,800

Apple Desktops 25 5 1,600 40,000


Apple Tablet 8 5 1,100 8,800



Tablets 12 4 600 7,200


All-in-one computers/ dual monitors 38 0 980 37,240

All-in-one computers 106 0 850 90,100

Laptops 11 0 1,100 12,100

Total 3,155 3,080,627

# 5 years or older 2,856 2,817,587

% 5 years or older 91%

* Note: Apple Tablets (iPads) were purchased using departmental budgets.

91% of these computers (highlighted) are 5 years or older and have an estimated replacement value of $2,817,587.

ITS recommends a refresh cycle of 5-years for all computers, excluding thin/zero-client devices. Below are reasons for the recommended 5-year refresh cycle.

Manufacturer recommendation

Failure rate increases significantly after 5 years

Significant degradation in performance after 5 years

For pricing and configuration, the College takes advantage of contracts created under the Inter-University Council of Ohio (IUC). Discounted pricing is achieved through this group and public institutions in Ohio are able to purchase “like” equipment at the discounted price.

If the College invests in the Virtual Desktop Infrastructure (VDI) environment many desktop/lab computers can be replaced with thin/zero-client devices. These devices cost significantly less than traditional “fat-client” machines and have a life-expectancy of 12-15 years.

https://www.google.com/search?q=thin+or+zero+client+computers&oq=thin+or+zero+client+computers





Enterprise and 3rd Party Software

As a rule of thumb, organizations should always consider using software from the ERP vendor rather than selecting software from a 3rd party vendor. Below are a few reasons for this.

ERP system rules and data validation are better enforced

Data exchange is more efficient and accurate

Reporting is easier and more accurate

3rd party systems require creating and maintained custom data-sync (interfacing)

Custom authentication must be created and maintained

The following is a list of most of the 3rd party software.

Software Description Enterprise

25 Live Scheduling Yes

Academic Works Scholarship Software Accuplacer Scores Placement testing

Adobe Captivate, Connect, Creative Cloud, Reader, Sign Yes

Applicant Pro Job placement, tracking, & hiring system Yes

Articulation and Transfer Clearinghouse Electronic Transcript Exchange

Blackboard Learning Management System (LMS) Instructional delivery system Yes

Blackboard Transact Surge Card and point-of-sale system for Overlook, Bakery Hill, Summit Restaurant Yes

Blumen College Access Program software. State and federal reporting.

Connect - Campus Management Student recruitment software

CourseLeaf Curricula management software; course catalog Yes

Ellucian Colleague

ERP (Enterprise, Resource, Planning) System. Student and employee record keeping system. Includes Finance and HR Yes

EssBase Budget analysis

Follett ConnectOnce and IncludED Software that interfaces with Colleague and Blackboard Learn for course material.

Hyperion Financial planning and budgeting

ImageNow Document imaging Yes

Informer Colleague reporting Yes

Maxient Student code of conduct





Software Description Enterprise

Microsoft Campus Agreement

Office, SQL Server, SharePoint Server, Exchange Server, Remote desktop, Office 365, Visio, Windows, others Yes

National Student Clearinghouse National higher education data collection One Call Now Emergency notification School Dude Facility management Starfish Student early alert, advisor scheduling Yes

Symplicity Co-op job placement TouchNet Student payment gateway Yes

Transferology Academic credit transfer US Bank (Positive Pay) Payroll and check reconciliation

Information Technology Services Division

ITS supports the College’s mission of teaching and learning by providing flexible, quality driven, leading-edge technologies that align with and meet the ever-changing needs of students, faculty, staff and community in the College’s unique experiential learning environment.

Currently ITS has nineteen full-staff and nine part-time student workers/co-ops. The table below shows the reduction in staff members between 2016 and 2018.

FTE Count Change 2016-2018 2016 2017 2018

Admin 11.97 10.00 8.54 -29%

Support 14.58 12.50 12.94 -11%

Faculty 0%

Total FTEs 26.55 22.50 21.48 -19%

Click this link to view the ITS Organizational Chart.

The ITS division is made up of the following departments.

End User & Classroom Support (Helpdesk)

Enterprise & Infrastructure (Networking)

Office of the Chief Information Officer

Software Development & Support (Programming)

Each department has their own list of “programs” as defined in the ITS Programs Inventory. These programs are listed below. Click this link to view the details of the ITS Programs Inventory.

https://web4.cincinnatistate.edu/files/ITS/MasterPlans/2019/ITS-OrganizationalChart.pdf

https://web4.cincinnatistate.edu/files/its/masterplans/2019/ITS%20Inventory%20Programs%202019.pdf





2018 Budget Summary

The fiscal year 2018 budget for ITS was $3.778 million. Actuals came in 7% under budget. Click this link to view the 2019 ITS budget presentation.

2018 Budget and Actuals

2018

Budget Actual $ Variance % Variance

Personnel Expenses ($) 2,137,559 2,087,945 (49,614) -2.32%

Operating Expenses ($) 1,641,343 1,422,214 (219,129) -13.35%

Total Expenses 3,778,902 3,510,159 (268,743) -7.11%

2016 thru 2018 Actuals

Years Change 2016-2018 2016 2017 2018

Personnel Expenses ($) 3,155,799 2,545,233 2,087,945 -34%

Operating Expenses ($) 1,738,843 1,649,575 1,422,214 -18%

Total Expenses 4,894,642 4,194,808 3,510,159 -28%

Total Credit Hours 189,158 165,101 157,264 -17%

Cost $/CH 25.88 25.41 22.32 -14%

Top 3 Budget Lines (2016 thru 2018)

Years Change 2016-2018 2016 2017 2018

Software (6425) 898,452 888,963 873,018 -3%

Leases (6432) 364,826 331,996 47,430 -87%

Contracts (6420) 206,822 188,206 310,716 50%

Total Expenses 1,470,100 1,409,165 1,231,164 -16%

Software

The ITS budget includes many software titles. The following five consume 87% of the total Software budget line.

Software (2018): 87%

Colleague 396,289

Blackboard 149,208

Microsoft 111,065

ImageNow 61,104

Adobe 34,584

https://web4.cincinnatistate.edu/files/its/masterplans/2019/2019%20Budget%20Presentation%20ITS.pdf





Total 752,250

Leases

The number of computers leased by the College has reduced significantly over the last several years.

Year # Leased # Owned

2016 1,388 1,348

2017 1,171 1,565

2018 307 2,524

Contracts

The ITS budget includes contracts. The following three consume 91% of the total Contracts budget line.

Contracts (2018): 91%

Blackboard Transact 100,243

Hardware Maintenance 172,999

IT Security 9,933

Total 283,175

Strategic Alignment

The ITS Division aligns with the following College strategic goals.

Increase Student Success 1. Server up-time of 99.9% 2. New ITS initiatives, such as upgrading campus Wi-Fi 3. Getting input from students

Technology survey Admissions application survey Information Technology Services Suggestion Box on-line eForm

4. Services such as: ITS Helpdesk ITS Walk-up Service Window Open Computer Lab Switchboard

5. Technical solutions such as: Office 365 E-mail by Microsoft; includes Microsoft Office for all students Hoonuit, online technical training from Atomic Learning Microsoft Azure Dev Tools for Teaching (formerly Microsoft Imagine)

Expand Our Reach 1. Many support services for College Credit Plus 2. Supporting online and distance learning with Blackboard





3. Implementation of Multi-Campus Instruction Technology 4. New ITS initiatives, such as upgrading campus Wi-Fi; when prospective students visit the campus

Build Community 1. We’ve created and we support the Intranet. This is a document repository that all employees

can access. It contains policies and procedures, meeting minutes, action plans, etc.

Strengthen Fiscal Sustainability 1. ITS has been fiscally responsible, year after year; operating within their budget

ITS also aligns with the following HLC criteria. Each sub-criterion is listed followed by the evidence.

Criterion 2.A 1. The Acceptable Use of Technology (AUT) document is published to the academic catalog, public

website, and internal Intranet. This document shows what is expected of users when using college resources [policies and procedures]

2. The Information Security Governance document is published to the public website and the internal Intranet [policies and procedures]

3. System access is granted/denied based solely on the business need via the Request for Network Services eForm. This form requires supervisor sign-off on access granted/denied [supporting documentation]

4. Annual internal audit of Colleague access. The College’s primary ERP system is Ellucian Colleague. Every year an audit is executed to validate users who have access to Colleague still require access to perform their job. Supervisors approve/deny as appropriate and ITS takes action as appropriate. Published Colleague Access Verification Policy document.

5. Annual external IT audit from Plante Moran [external audit] 6. Annual Payment Card Industry Data Security Standards (PCI-DSS) Compliance; PCI Policy

[external audit/compliance]

Criterion 2.B 1. Course Schedule (this link uses English Comp 1 as an example) [course schedule for all degree

levels offered] 2. Net Price Calculator [net price calculator] 3. Faculty/Staff directory search showing program chairs [faculty and staff rosters]

Criterion 2.E 1. The Acceptable Use of Technology (AUT) document is published to the academic catalog, public

website, and internal Intranet. This document shows what is expected of users when using college resources [policies and procedures]

2. The Information Security Governance document is published to the public website and the internal Intranet [policies and procedures]

3. IT Master Plan [policies and procedures] 4. Free technology training with Hoonuit by Atomic Learning for students and employees

[plagiarism training]

Criterion 3.B

https://web4.cincinnatistate.edu/files/its/policies/Cincinnati%20State%20-%20Information%20Security%20-%20Governance%20Policy.pdf#page=58

https://web4.cincinnatistate.edu/files/its/policies/Cincinnati%20State%20-%20Information%20Security%20-%20Governance%20Policy.pdf

https://web4.cincinnatistate.edu/files/its/policies/ITS%20-%20Colleague%20Access%20Verification%20-%20Policy.pdf

https://www.plantemoran.com/

https://www.pcisecuritystandards.org/pci_security/

https://web4.cincinnatistate.edu/files/its/policies/PCI%20Announcement%20and%20Policy.pdf

https://web2.cincinnatistate.edu/MCL/schedule.aspx?course_number=101&subject_code=ENG

https://web2.cincinnatistate.edu/FANetPriceCalc/default.aspx

https://web3.cincinnatistate.edu/FacultyStaffSearch/Search/Index



https://web4.cincinnatistate.edu/files/its/MasterPlans/2019/IT%20Master%20Plan%202019.pdf

https://www.hoonuit.com/home





1. IT Master Plan (this document) [departmental improvement plans] 2. ITS Managers’ Meetings agendas and minutes [agendas, minutes and activities of multicultural

committees]

Criterion 3.D 1. Open Computer Lab; hours of operation are published on the ITS landing page on the public

website and in Blackboard [list of student support services, information about student labs] 2. Support of classroom computer labs [list of student support services] 3. Support of classroom presentation equipment [student learning and effective teaching] 4. Free technology training with Hoonuit by Atomic Learning for students and employees

[plagiarism training, support for student learning and effective teaching] 5. Virtual Desktop allows students access to college software while off-campus [student support

services] 6. Support and maintenance of Blackboard [support for student learning and effective teaching] 7. Students use Office 365 E-mail by Microsoft; includes Microsoft Office for all students;

faculty/staff will migrate to Office 365 in May and June of 2019 [support for student learning and effective teaching]

8. Microsoft Azure Dev Tools for Teaching (formerly Microsoft Imagine) free software and services for students [support for student learning and effective teaching]

9. 25 Live (room scheduling software) has attributes (seat count, technology capabilities, etc.) about all classroom and meeting spaces; [information about computer labs]

10. Technology Helpdesk [student support services] 11. ITS Walk-up Service Window [student support services] 12. Server up-time of 99.9% (standard Key Performance Indicator) [student support services] 13. Technology Survey [utilization of data]

Data was used to support students dissatisfaction with Wi-Fi; this data was part of the reason to upgrade campus Wi-Fi

Data showed dissatisfaction with several services within ITS; plans have been created to increase student satisfaction

Criterion 4.C 1. Technology Survey [utilization of datasets]

Data was used to support students dissatisfaction with Wi-Fi; this data was part of the reason to upgrade campus Wi-Fi

Data showed dissatisfaction with several services within ITS; plans have been created to increase student satisfaction

2. Open Computer Lab utilization matrix supports the need/use for the Open Computer Lab [utilization of datasets]

3. Upgrading campus Wi-Fi [utilization of datasets] 4. ITS Helpdesk Ticket Matrix [utilization of datasets] 5. Support and maintenance of Starfish [improvements in persistence, retention and completion] 6. Hours of operation are set based on calls logged in the ITS Helpdesk Ticket Matrix [utilization of

datasets]

Criterion 5.A 1. IT Master Plan (this document) [campus master plan]


https://www.cincinnatistate.edu/ITS



https://web4.cincinnatistate.edu/files/ITS/Projects/VDI/VirtualDesktopSetup.pdf

https://mycstate.cincinnatistate.edu/

https://web4.cincinnatistate.edu/files/its/vendors/microsoft/Dev%20Tools%20for%20Teaching%20Teacher%20Guide.pdf

https://25live.collegenet.com/cincinnatistate/


https://web4.cincinnatistate.edu/files/its/services/ITS%20Walk-up%20Service%20Window.pdf



https://web4.cincinnatistate.edu/files/ITS/Services/Open%20Computer%20Lab%20Usage%20-%202015-Jan%202019.pdf

https://web4.cincinnatistate.edu/files/ITS/Projects/WiFiUpgrade/IT%20Master%20Plan%202019%20-%20Wi-Fi.pdf

https://web4.cincinnatistate.edu/files/ITS/Services/ITS%20Helpdesk%20Tickets%202007-2018.pdf







2. Upgrading campus Wi-Fi [invest in technology, documentation of strategic plan investments] 3. Implementation of College-wide Caller ID (E911) Services [invest in technology, documentation

of strategic plan investments] 4. Virtual Desktop allows students access to college software while off-campus [improve the

quality of its educational offerings] 5. Free technology training with Hoonuit by Atomic Learning for students and employees [training

and professional development]

Criterion 5.B 1. ITS Organizational Chart [organizational structure] 2. ITS Manager's Meetings [meeting minutes]

Criterion 5.C 1. IT Master Plan (this document) [systematic and integrated planning, technology plans] 2. Upgrading campus Wi-Fi [technology plans] 3. Implementation of College-wide Caller ID (E911) Services [technology plans] 4. Quarterly network scans (environmental scan results)

Criterion 5.D 1. Technology Survey [assessment of technology] 2. ITS KPIs [key performance indicators] 3. Weekly ITS Managers Meetings [agendas]

Campus Representation

ITS has representation in the following college groups.


Budget Advisory Team

Celebrating Community Committee (CCC) – Serving as Co-chair

Change Advisory Board (CAB)

Change Management Advisory Board

College Credit Plus Team

Completion Steering Committee

Data Quality Group

Honors Scholarship Golf Classic Committee

Information Security Council

Internal Annual Employee Giving – Served as Special Ops Team Captain

New ERP Planning Team

Payment Card Industry (PCI) Team

President’s Advisor Council

Student Success Leadership Institute

Student Support User Group

Surge Cupboard Food Pantry Club


https://web4.cincinnatistate.edu/files/ITS/Projects/CallerID/College-wide%20Caller-ID%20(E911).pdf



https://web4.cincinnatistate.edu/files/ITS/ITS-OrganizationalChart.pdf





https://web4.cincinnatistate.edu/files/ITS/KPIs/ITS%20KPIs.pdf





Departments

End User & Classroom Support

Program Inventory

The following is a list of program inventory for this department.

ITS Helpdesk

Computer equipment replacement

PC support

Open Lab

Classroom and meeting presentation support

Café computers

Switchboard

Enterprise & Infrastructure

Program Inventory


College System Administration

Black Board Learning Management System Administration

Black Board Transaction System Administration

Windows System Administration

Telecommunication System Administration

Network Infrastructure

IT Security

Office of the Chief Information Officer

Program Inventory


Initiate Strategic Direction

Technology Communication

Overall ITS Budget

Software License Control

ITS Operations Management





Software Development & Support

Program Inventory


Colleague/MyServices Custom Software & Support

Windows Custom Software & Support

Informer Reporting

Appendix

Revision History

Below history of changes to this document.

Revision Date of

Revision Revised By

Document Creation 3/5/2019 Frankie Baker, CIO

Computers summary (page 35) 3/12/2019 Frankie Baker, CIO

Document Resources

The following are the resources used in this document.

2012 – 2019 Strategic Plan

https://web4.cincinnatistate.edu/files/ITS/MasterPlans/2019/CState-Strategic-Plan-2012-2019.pdf

Higher Learning Commission


Wikipedia




IUC

http://iuc-ohio.org/

Degree Map Requirements

https://web4.cincinnatistate.edu/files/ITS/MasterPlans/2019/CState-Strategic-Plan-2012-2019.pdf





http://iuc-ohio.org/





https://web4.cincinnatistate.edu/files/ITS/Projects/DegreeMap/Degree Map Requirements.pdf

Annual Employee Acceptance Guide

https://web4.cincinnatistate.edu/files/its/Projects/AnnualAcceptance/Employee%20Policy%20Review%20-

%20Annual%20Acknowledgement%20Guide.pdf



https://web4.cincinnatistate.edu/files/ITS/Surveys/2019/2019 OLA - Survey Results - 2018-10-1 to 2019-02-

03.pdf

https://web4.cincinnatistate.edu/files/ITS/Surveys/2018/2018 OLA - Survey Results - 2018-10-12.pdf

ITS Programs Inventory


Acceptable Use of Technology

https://web4.cincinnatistate.edu/files/its/policies/Cincinnati%20State%20-%20Information%20Security%20-

%20Governance%20Policy.pdf#page=58

Information Security Governance Policy

https://web4.cincinnatistate.edu/files/its/policies/Cincinnati%20State%20-%20Information%20Security%20-

%20Governance%20Policy.pdf

Colleague Access Verification Policy

https://web4.cincinnatistate.edu/files/its/policies/ITS%20-%20Colleague%20Access%20Verification%20-

%20Policy.pdf

Plante Moran


Payment Card Industry Data Security Standards


PCI Policy


Course Schedule

https://web4.cincinnatistate.edu/files/ITS/Projects/DegreeMap/Degree%20Map%20Requirements.pdf






https://web4.cincinnatistate.edu/files/ITS/Surveys/2018/2018%20OLA%20-%20Survey%20Results%20-%202018-10-12.pdf
















Net Price Calculator


Faculty/Staff Directory Search


IT Master Plan (this document)

https://web4.cincinnatistate.edu/files/its/MasterPlans/2019/IT Master Plan 2019.pdf

Hoonuit by Atomic Learning


ITS Landing Page on the Public Website


Virtual Desktop


Blackboard


Microsoft Azure Dev Tools for Teaching

https://web4.cincinnatistate.edu/files/its/vendors/microsoft/Dev%20Tools%20for%20Teaching%20Teacher%20

Guide.pdf

25Live


ITS Walk-up Service Window




Open Computer Lab Usage


















https://web4.cincinnatistate.edu/files/ITS/Services/Open Computer Lab Usage - 2015-Jan 2019.pdf

Wi-Fi Upgrade

https://web4.cincinnatistate.edu/files/ITS/Projects/WiFiUpgrade/IT Master Plan 2019 - Wi-Fi.pdf

ITS Helpdesk Tickets

https://web4.cincinnatistate.edu/files/ITS/Services/ITS Helpdesk Tickets 2007-2018.pdf

College-Wide Caller-ID (E911)

https://web4.cincinnatistate.edu/files/ITS/Projects/CallerID/College-wide Caller-ID (E911).pdf

ITS Organizational Chart


ITS Key Performance Indicators

https://web4.cincinnatistate.edu/files/ITS/KPIs/ITS KPIs.pdf

2019 ITS Budget Presentation

https://web4.cincinnatistate.edu/files/its/masterplans/2019/2019 Budget Presentation ITS.pdf

Higher Learning Commission Criterion

The following are the 5 criterion, and sub criterion, of the Higher Learning Commission (HLC).

Criterion 1: Mission

The institution’s mission is clear and articulated publicly; it guides the institution’s operations.

Criterion 1.A

The institution’s mission is broadly understood within the institution and guides the institution’s operations.

Criterion 1.B

The mission is articulated publicly.

Criterion 1.C

The institution understands the relationship between its mission and the diversity of society.

Criterion 1.D

The institution’s mission demonstrates commitment to the public good.

https://web4.cincinnatistate.edu/files/ITS/Services/Open%20Computer%20Lab%20Usage%20-%202015-Jan%202019.pdf





https://web4.cincinnatistate.edu/files/ITS/KPIs/ITS%20KPIs.pdf

https://web4.cincinnatistate.edu/files/its/masterplans/2019/2019%20Budget%20Presentation%20ITS.pdf





Criterion 2: Integrity: Ethical and Responsible Conduct

The institution acts with integrity; its conduct is ethical and responsible.

Criterion 2.A

The institution operates with integrity in its financial, academic, personnel, and auxiliary functions; it establishes

and follows policies and processes for fair and ethical behavior on the part of its governing board,

administration, faculty, and staff.

Criterion 2.B

The institution presents itself clearly and completely to its students and to the public with regard to its

programs, requirements, faculty and staff, costs to students, control, and accreditation relationships.

Criterion 2.C

The governing board of the institution is sufficiently autonomous to make decisions in the best interest of the

institution and to assure its integrity.

Criterion 2.D

The institution is committed to freedom of expression and the pursuit of truth in teaching and learning.

Criterion 2.E

The institution’s policies and procedures call for responsible acquisition, discovery and application of knowledge

by its faculty, students, and staff.

Criterion 3: Teaching and Learning: Quality, Resources, and Support

The institution provides high quality education, wherever and however its offerings are delivered.

Criterion 3.A

The institution’s degree programs are appropriate to higher education.

Criterion 3.B

The institution demonstrates that the exercise of intellectual inquiry and the acquisition, application and

integration of broad learning and skills are integral to its educational programs.

Criterion 3.C

The institution has the faculty and staff needed for effective, high-quality programs and student services.





Criterion 3.D

The institution provides support for student learning and effective teaching.

Criterion 3.E

The institution fulfills the claims it makes for an enriched educational environment.

Criterion 4: Teaching and Learning: Evaluation and Improvement

The institution demonstrates responsibility for the quality of its educational programs, learning environments,

and support services, and it evaluates their effectiveness for student learning through processes designed to

promote continuous improvement.

Criterion 4.A

The institution demonstrates responsibility for the quality of its educational programs.

Criterion 4.B

The institution demonstrates a commitment to educational achievement and improvement though ongoing

assessment of student learning.

Criterion 4.C

The institution demonstrates a commitment to educational improvement through ongoing attention to

retention, persistence, and completion rates in its degree and certificate programs.

Criterion 5: Resources, Planning, and Institutional Effectiveness

The institution’s resources, structures, and processes are sufficient to fulfill its mission, improve the quality of its

educational offerings, and respond to future challenges and opportunities. The institution plans for the future.

Criterion 5.A

The institution’s resource base supports its current educational programs and its plans for maintaining and

strengthening their quality in the future.

Criterion 5.B

The institution’s governance and administrative structures promote effective leadership and support

collaborative processes that enable the institution to fulfill its mission.

Criterion 5.C

The institution engages in systematic and integrated planning.





Criterion 5.D

The institution works systematically to improve its performance.

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