Information Resources & Technology Budget Presentation:

At least 60% of IRT’s Work Supports Baseline Essential IT

Target is 25% focused strategically

Information Resources & Technology Budget Presentation:

Five Year Operating Budget $ 6,635, $ 5,971, $ 6,573, $ 6,929, $ 7,226,664.00

The IRT Budget Is Strategically Aligned By:  The Strategic Plan for Information Technology  IT project alignment  Priority resource management for strategic goals  Increased alignment and efficiency of IT ‘Run’

The Strategic Plan for Information Technology is Used To Consistently Align IRT With Institutional Goals Our Information Technology Mission Sacramento State will use information technology to continually enhance student success, foster timely graduation, and support faculty and students in effective teaching and learning Our Vision for Information Technology Our use of information technology will transform our capacity for effective change by supporting innovation and growth

Strategic Project Alignment  All projects are scored and ranked by strategic priority by originating units  IRT uses a strategic rubric to rank all projects against student success, effect on teaching/learning, and cost effectiveness  IRT works with divisions to define resource alignment with strategic priorities

IRT Must ‘Keep the IT Lights On’ While At the Same Time Growing & Supporting Transformation and Innovation

All IRT Functions Aligned With Student Success What are our key institutional goals?  Everything is about supporting and enhancing student learning and success  Focus our resources on proven student success and graduation initiatives and avoid scattergun approach  Take an evidence-based, data-driven approach  Do what we do more efficiently, so more resources can go to student success

Division-Wide Initiative To Align All Functions  Primary goal is to support transformation of our campus for student success o The focus is always on student success as defined by students o We primarily do so by supporting key student software initiatives (Smart Planner and Platinum Analytics) and technology for teaching & learning  We also support faculty in their efforts to enhance both student success and teaching/learning  We need to improve the efficiency of our IT ‘Run’ overall, so we can focus on innovating and transforming in support of key institutional goals (i.e. student success).

Information Resources & Technology Budget Presentation:

Major Accomplishments:  Student Success Software Development and Support  Transition from uDirect to Smart Planner  Re-acquisition of Platinum Analytics and Enhancement of Ad Astra  Team acquisition of CourseLeaf  Research on Civitas learner analytics software  Integration of all of the above into CMS and Data Warehouse  Data Analysis and Predictive Analytics  Implemented SPSS/IBM predictive analytics tools  Implemented Tableau data visualization  Replaced essential Data Warehouse ETL tools  Suggested new approaches to team data governance

Major Accomplishments:  Student/Faculty Technology for Teaching & Learning  Hired Manager of Online Learning Technology  Rebuilt and enhanced SacCT Blackboard  Implemented lecture capture technology and refreshed legacy telecourse facilities  New technology in 24 classrooms, planning for new optimized classrooms in Folsom Hall  Enhancement of STC and TLS services  Supported ePortfolios (MyEfolio and Portfolium)  Lean Business Processes  Supported business workflow projects in nearly every division  Collaborated on Graduate Admissions workflow  Enhanced Onbase workflow and imaging tools  Acquired Transfer Credit Evaluation workflow  Implemented Print Management and refresh

Major Initiatives for Goals 1 and 2 Student Success  Continue concerted team support for Smart Planner, Ad Astra, Platinum Analytics, CourseLeaf, and PeopleSoft/Degree Audit  Focus efforts of Data Warehouse and data analytics on student success; support possible implementation of Civitas Illume and Inspire learner analytics software Diversity  Continue to focus on increasing diversity of IT staff  Support HR in onboarding and recruiting enhancements

Major Challenges  Lack of governance for data analysis and online learning o Our data tools and resources are robust, but use of those tools is unfocused and unscientific  Project sprawl, lack of focus, duplication, and silos o Critical side effect of student success sprawl o 45% of IT is still decentralized and siloed o Much cost saving has been ‘left on the table’

Major Challenges  Demand for IT is growing at a relentless pace  Student success transformations heavily dependent on IT  ‘IT’ includes ‘instructional technology’ with enormous growth in expectations of both students and faculty  Demand for baseline IT services is simultaneously growing relentlessly  The expectation is that innovations in baseline IT will be as available as they are in our personal lives  Personnel costs rising inexorably

Internal Restructuring of Funding and Use of Carry-Forward  Primary restructured accomplished through realignment of staffing to strategic priorities  Carry-forward spent on one-time strategic initiatives:  $500,000 for critical Data Warehouse refresh and enhancement  $200,000 for classroom maintenance  $200,000 for Onbase workflow business process improvement

New Budget requests and Unfunded Needs  $225,000 requested increase in AUE for Blackboard, Courseleaf, Data Warehouse, and Security  Major unfunded campus needs include:  Learning Space Maintenance - $700,000  Classroom technology and renovation – $1,000,000

Information Resources & Technology Budget Presentation: Questions?