Creating a Networked Learning AND Transaction Environment Duquesne University Ruth Newberry, Director, Educational Technology Sheryl Reinhard, Director, Operations, Systems and Network Services Deanna Crossey, Assistant Manager, DU Card Center

How does a mid-size college or university make the Learning System and Transaction System function as one seamless system? Duquesne University will merge the two Blackboard systems to create Pittinksy’s “networked learning and transaction environment” Benefits and value-added for the campus: increase services and functionality for the campus community Creating a Universal Enterprise Bb for Your Institution

Why make this move? What are the true costs? –Can your institution afford not to move forward? Can you overcome project challenges and maintain focus? –Is this an academic or business/commerce proposition? What is Blackboard’s role in the process? –How do they help you obtain your goals? Lessons Learned and Strategies Are You Ready to Make the Move?

Duquesne University Private, Catholic Institution in Pittsburgh, PA Founded 1878 by Holy Ghost Fathers 50 acre urban campus Enrollment: 9,985 On-Campus Residents: 3,600 Blackboard Transaction System customer since 2001 Blackboard Learning System customer since 1998 Member of the Pittsburgh Blackboard Users Group Recently hosted BBUG conference Nov. 2005

Current Blackboard Systems Academic –Enterprise Learning System 6.3 –Communities Portal –Building Block & Developers Network –Standardized on 1 LS in 2004 –Required training for courses and communities site 904 courses for Fall 05 (1728 total = 52%) 138 Communities Sites 760 FT, PT, Grads students trained Online Request site for courses, users, archiving –It’s all manual but appears not to be….

Current Blackboard Systems Transaction System –Only utilizing Security Access Current One-Card System –Virtual cash that is stored on the junk stripe

Current IT Structure Computing & Technology Services Campus IT infrastructure –Sun Solaris –Oracle –Storage –SCT Banner/ Luminis –Data Center Concerns –Staffing

Phase I: Why? Define Objectives and Gains What is the value added in making the move to the next level? –Service improvements –Increased Functionality –Additional Features –User Satisfaction –Market Competitive –Stakeholder Buy-in—whose driving the initiative?

Why? Learning System What is the value added for teaching & learning? –Have full Academic Suite Content Management System and E-portfolio –Integration with key systems No more manual processes for basic support –Enhanced functionality and features Networked and shared work space for all users E-portfolio tools = Middle States and Outcomes Assessment –Competitive in the academic marketplace –Stakeholders Who and key issues?

Why? Transaction System What is the value added for campus community? –Values Updating an off-line virtual cash program to on-line and real- time Increase deposit amounts E-services Expand campus interfaces with Bookstore and Dining and even off campus merchants –Stakeholders Who are they? Key issues?

Phase II: What are the true costs? Identify true costs beyond the “quote” –License Fees Cost per student / user Institutionally acceptable? –Hardware and IT infrastructure considerations Servers and hardware Data Center implications Staffing DR and Backup Data Security and Access

What are the true costs? Supporting the Systems Costs—Assessing Current Resources –LS staffing Ed Tech Application Administrator with Basic to Enterprise move Internal and external training needs and resources –Transaction Staffing One stop/one person shop Internal and external training needs and resources –IT staffing People and training –Help Desk—supporting the community of users

Can You Afford Not to Move Forward? Can you afford not to move forward? –Cost of upgrading older technologies, systems, and/or business practices –Marketplace competitiveness –“If it’s not broken, don’t fix it” –Funding sources and ROI

Phase III: Overcome Project Challenges IT Infrastructure –Will it fit in? –Any customizations? SIS Data Integration –Identifying campus departments/services that will need to interface with Staff and Departmental Resources –Need for additional staffing Institutional Challenges and Culture –Will the new systems fit into your culture? –Who owns the project?

Phase IV: What is Blackboard’s Role in this Process? When do you engage Blackboard? –Pre-assessment needs –Hardware needs –Proposals –When do you engage Consulting Services from Blackboard? Role of Bb Account Manager –They can help with… Business Plan Development Bb Executive Proposal Meetings with institutional leaders and decision makers

What is Blackboard’s Role in this Process? Who is the Project Manager? –Academic? Business? Blackboard? –Who owns this project? –Responsibilities: –Develop Planning & Implementation Schedules –Provide Updates to Stakeholders –Communicate… communicate… communicate….. –Provide support for all…

What is Blackboard’s Role in this Process? When do you involve Bb Support Services? They will support your system They should know your system Strengthen relationship with support services

Lessons Learned Form key partnerships for project success Bring IT into the conversation immediately for impact on infrastructure –Changes to current infrastructure –Planning for growth –Planning for test and development systems –Other IT costs to consider

Lessons Learned Bring Blackboard into the discussions early –Costing, planning, implementing, supporting –Decision Makers and Negotiations –Use your Account Manager Identify true costs beyond the Quote –Bb On-Site Campus Assessment –Hardware Needs –Software Application Licenses –On-Site Installation/Labor and Consulting Services –Upgrades –Support People Resources

Lessons Learned Communicate …. Communicate…. –IT, Bb, Academic, Transaction, and Key Stakeholders –Meet regularly Begin to form a Campus Blackboard Steering Committee –You can no longer maintain BB silos –Helps decide how the system evolves Assign Project Managers –Institution Project Manager and Bb Project Manager –Keep the project on track

Moving Forward and Final Thoughts Continue conversations with BB and your hardware vendors throughout the design phase will assure a “right-sized” system Create Reasonable Project Plan –Allow for adequate testing and implementation phases –Create a test environment –Bring new staff aboard at “right” times if possible –Involve all parties in process Every institution has its unique challenges and opportunities

Thank You! Ruth Newberry Director, Educational Technology Sheryl Reinhard Director, Operations, Systems and Network Services Deanna Crossey Assistant Manager, DU Card Center