Dare to Double Down: How To Win With Integrated Planning Gordon Smith Kenneth Secor Stephen Daigle Office Of The Chancellor, California State University SCUP Las Vegas

Leveraging The Odds 1  Dealer Shows A Six  You Have An Ace And Six  Do You : A.Stand B.Hit C.Double-Down

Overview  Define The Odds (SWOT) General Environment The IT Challenge  Play The Game Players Strategy  Control The Outcome IT Business Case Double Down On Accountability

The Institution: Large and Complex  390,000 students: 42,000 faculty/staff  23 campuses and six off-campus centers  Diverse campuses  Diverse student population  Decision making is decentralized CSU Stanislaus

Challenges  Demographic: Tidal Wave II.  Fiscal: budget cuts and unpredictability

Business As Usual: The Odds Were Against Us  Do more with less: technology a gamble?  Threats and opportunities: the Web changed the game  Campuses on their own: haves and have-nots  CIO’s: Necessary but insufficient

Changing the Game: Executive Buy-In  The Chancellor’s challenge: Do things differently IT is a strategic resource we can leverage in support of CSU goals and objectives Leadership must come from presidents No “have not” campuses Minimum baseline

New Players At New Tables  Presidential task forces  Blue-Ribbon Commissions Learning Resources and Information Technology Institutional Management and Information Technology Telecommunications Infrastructure  Technology Steering Committee

Leveraging The Odds 2  Dealer Shows A Five  You Have A Pair Of Three’s  Do You: A.Stand B.Hit C.Double-Down D.Split

Raising the Ante Wagering CSU Substance Against the Future

What’s In The Pot?  Providing the campus technology pathways, spaces, media and terminal resources that will support anytime, anywhere access to information resources for all faculty, students and staff on all 23 campuses at a level consistent with the CSU’s educational mission as it enters the Twenty-First Century.

Developing The Game  Late 1980s: Emerging realization of the role technology might play in future teaching and learning  Early 1990s: Preparation for the CSU’s role Emphasis by campus and system leadership Development of planning standards and processes  Build-out Initiatives: Efforts to meet the CSU’s needs Full funding through the COP (1996/97) A public/private partnership (1997/98) The TII program (1998 to present)

The Strategy Of The Game  CSU’s Integrated Technology Strategy -- Desired Outcomes: Excellence in Learning and Teaching Quality of the Student Experience Administrative Productivity and Quality Personal Productivity

The Stakes  Administrative Systems: $400M Over 7 Years  Infrastructure Buildout: $275M Over 5 Years CSU/CA Legislature Capital Bond Agreement: $180M State General Fund: Remainder

How The Game Is Being Played  A Format Dictated by Economic and Practical Realities -- It’s All on the Table:  Stage 1 -- Individual campus technology physical plant upgrade projects funded as capital outlay Phase 1 – Eight campuses, “C” in 2000/01 Phase 2 – Six campuses, “C” in 2001/02 Phase 3 – Eight campuses, “C” in 2002/03  Stage 2 -- A centrally-managed and funded network provisioning activity implemented through a systems integrator Phasing and scheduling tailored to campus construction schedules

Players At The Table  Overall: Each campus has a designee responsible for project implementation  Stage 1:  Campus – Sets scope with preliminaries to CSU system standards Develops working drawings from approved preliminaries Bids and manages construction Coordinates with Stage 2 integrator at the local level  Chancellor’s Office – CPDC: Provides oversight for capital outlay process TII: Monitors application of specific standards and facilitates integration with Stage 2

Players At The Table (Cont’d.)  Stage 2:  Campus – Coordinates local network design process with systems integrator Establishes and maintains communications link with integrator for scheduling provisioning activities Oversees and participates in testing and acceptance of network equipment  Chancellor’s Office – TII: Provides system-wide central management and oversight for provisioning program, including funding Establishes and supports staff training and hardware and software for network implementation CPDC: Facilitates integration with Stage 1 activities

How Does The Game Stand?  The CSU is a winner so far!

Raising The Odds For Success  Is the Campus Team Ready? Leadership committed Team members identified Roles defined Resources established Communications links prepared Schedule requirements analyzed

Following Up On A Winner  Campus development of technology resources will continue New facilities will be planned to evolving CSU standards Retrofits will be a routine concern  System-wide attention to the evolution of technology will continue Network refreshment will be ongoing Staff training will be regularized Standards will be continually reviewed and updated Maintenance and operations programs will be enhanced to new levels of service

When Will The Game Be Over?  There is no end, just a beginning… Keep the Players Involved!

Leveraging The Odds 3  Dealer Shows A Ten  You Have A Ten And A Six  Do You: A.Stand B.Hit C.Double-Down

Managing The Game  Make the IT Business Case From Cost To Value  Control The Vocabulary A New Lexicon  Be Publicly Accountable Negotiate The Outcome

Make The IT Business Case  The New Economics IT Performance Increasing IT Demand Increasing Prices Declining TCO Increasing  Applications Portfolios Operational Tactical Strategic  Infrastructure Budgets: Operational Or Capital?

Control The Vocabulary  Infrastructure: Foundation And Permanence Utilities Systems People  Baseline Access: Minimum And Fair Hardware Software Network User Training User Support  Investment Add On And Ad Hoc Cost Center To Strategic Resource  Business Tools: Speak The Language Benchmarking Total Cost Of Ownership Knowledge Management Risk Management Return On Investment

Be Publicly Accountable  Negotiated Accountability: 8-Year Agreement Open Rules Reciprocity  Accountability Infrastructure Fiscal Controls Campus “Culture Of Evidence” Data Systems Evaluation Reports  Measures Of Success (MOS)

The MOS Investment  Biennial Surveys: Access, Use, Satisfaction Students Faculty Staff  Annual Institutional Surveys Academic Technology Administrative Technology IT Infrastructure

Conclusions  Enlist CEO Vision And Commitment  Develop A Broad Strategic Plan Academic Administrative  Baseline Infrastructure: Play The Capital Card  Negotiate The Rules And Outcomes

Best Defense Is A Good Offense  If IT administrators measure and demonstrate the benefits of technology for faculty, students and staff in terms of: Improved learning and teaching, Improved services to students, and Improved institutional management,  IT can become like any other infrastructure investment----no one will question why it is needed or what is its value.  The Game Can Be Won Before It Ever Begins.

Leveraging The Odds 4  Dealer Shows A Nine  You Have A Pair Of Fives  Do You: A.Stand B.Hit C.Double-Down D.Split

Web Addresses  Home Page :  ITS Page :  MOS Page : MOS/Measure_of_Success.shtml  Answers Key: The Odds 1: C The Odds 2: D The Odds 3: A The Odds 4: C