California Maritime Academy Information Technology Review Results and Recommendations August 2014

Outline Background Review Methodology Current state observations Desired future state Organization Essential tasks Recommendations Questions and Answers

Background-- Why we think we have a problem IT Trends and Perceptions – IT not responsive to faculty/staff Moodle, failure, network downtime – Lack of all-university IT governance – Effectiveness of shared CIO model – High IT personnel turnover – Challenges with TSGB transfer

Background Decision to conduct enterprise level evaluation – External review of current IT status and future options for improvement needed – Engaged former CSU system CIO as consultant to conduct review and analysis

Review Methodology— How we studied the problem Common set of meeting questions/topics utilized in all consultant “interviews” Over 50 in-person and phone meetings conducted in March and April 2014 Meetings held with student, faculty, staff and administration IT customers and IT staff Report findings and recommendations reviewed by campus stakeholders during Fall 2014 semester

Current State Observations— What we found out from studying the problem Campus in general – Small size brings strength and community – Small size also makes all issues known to all – Campus-wide work ethic and outcomes orientation – Years of inadequate budget has driven a culture of “doing things on the cheap”

Current State Observations IT Staffing – IT staff turnover has made it difficult to address longer term projects – Current staffing level provides just enough to “fight fires” – 25% time CIO not adequate to address current IT issues and demands

Current State Observations IT issues – IT deferred maintenance is root of many problems – Recent failures of key IT systems ( and Moodle) have weakened user confidence – Communication with user community and sensitivity to their operational priorities needs improvement – Widespread faculty and student concern over transfer of IT services to ship at time of cruise (password changes, personal devices not working, etc.)

Current State Observations IT Strategic and Project Planning – No master plan that ties IT investment to the strategic objectives of the campus – No process which engages campus stakeholders in setting and recommending IT project priorities

Desired Future State— How we want to look once the problem is fixed IT staffed and budgeted to provide agreed upon level of service to campus to include TSGB IT planning and priority-setting process in place and all stakeholder groups involved User community well-informed about IT Campus academic and event calendar is coordinated with IT maintenance and software/hardware upgrade schedule

Desired Future State Seamless IT service/support for ship while docked and on annual cruise(s) IT organizational structure and staff roles and responsibilities understood across campus

Recommendations— How we will fix the problem Engage key campus advisory/management groups in review of IT consulting report Charge IT Governance Committee to oversee and advise on implementation Recruit and hire a full time, “sleeves up” CIO Fill any vacant IT positions Initiate an IT strategic planning process to coincide with Facilities Master Plan

Recommendations Develop and initiate IT project/service review and priority process Engage students and key stakeholders in consideration of a campus technology fee – Identify which existing or new IT services are best candidates for technology fee funding and why

Essential Tasks— What we need to do first Inventory of campus hardware/software and* develop replacement and upgrade plan Assessment to determine which IT services and capacity are essential to campus growth IT communications plan* Partial outsourcing of back end IT functions* * = underway

Organization— How we will organize to solve the problem IT organizational change is a key factor for achieving target environment – IT staffing plan tied to campus requirements

2006 IT Organization Telecommunication s Specialist Director of IT Instructional Technology CIO Programmer/ Analyst Network Analyst PeopleSoft Programmer PeopleSoft Support Help Desk Analyst

Current IT Organization Shared Service CIO (25% Time Base) PeopleSoft Support Director of User Support Director of Infrastructure/Network Analysts Help Desk Analyst Datacenter Admin Network/Datacenter Admin Help Desk Analyst

Proposed IT Organization PROPOSED NEW ORGANIZATION * Denotes Director of Learning and Information Technologies which reports under Academic Affairs PeopleSoft Support Director of User Support CIO Director of Infrastructure Network/ Datacenter Admin Help Desk Analyst Director of Academic Technology *

Questions and Answers