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Strategy: Provide the physical facilities, information
resources and technology infrastructure necessary to achieve
national and international distinction and leadership in learning,
discovery and engagement.
Point People:
John Bruno, John Meyer, Stan Nosek, Joseph Silva, Marilyn
Sharrow
NOTE:
The first-year implementation report for this strategy is
divided into four parts: information and educational
technology; campus operations; capital
projects; and library.
INFORMATION
AND EDUCATIONAL TECHNOLOGY
Narrative
Summary of First Year Implementation Efforts:
In 2003-04, Information and Educational Technology (IET)
led the development of the UC Davis Information Technology
Strategic Plan and List of Campus IT Projects for 2003-05.
Drawing on consultation with the campus community, an information
technology framework is now in place that directly supports
the campus vision, strategies, and priorities. From this comprehensive
planning framework, several IT projects have been identified
as high priorities for UC Davis (see Advances below). These
projects are expected to provide a number of direct benefits
to staff, students, and faculty. They also will help position
UC Davis as an institution of national and international distinction.
IET has also taken a number of important steps to strengthen
campus distinction in teaching, learning, and research. As
an example, all 115 general assignment classrooms are now
equipped with a uniform and effective technology built around
‘smart panels.’ We have also focused on providing
the necessary infrastructure, tools and support to the increasing
number of instructors who are integrating technology into
their teaching, as illustrated for example by the popularity
of course management tools, the availability of online courses,
the record number of hours the computer classrooms were reserved
for class, and faculty’s increasing participation in
training institutes, and in the ET Partners Program.
In addition, faculty, students and staff have access to ubiquitous,
high-speed networking and reliable, high-quality telecommunications
services. Examples of major enhancements to voice and data
services include upgrades to the campus building-wiring infrastructure,
the installation of dark fiber between the campus and Sacramento,
and the expansion of the campus’ wired network. In addition,
a major effort has focused on restructuring financial accounts
and reviewing reserve deposits related to the data network,
the voice system, and other such costs. This analysis and
financial restructuring have helped clarify funding needs
and opportunities related to voice and data maintenance, future
improvements as well as strategic initiatives, such as the
convergence of the voice system and data network.
Implementing a robust, multi-faceted IT security program
has also been a priority, and a number of measures have been
taken in this area. They include installing spam filters on
campus email servers, implementing an identity theft awareness,
intrusion detection and notification program, as well as using
network monitoring tools to identify and isolate computer
viruses and other vulnerabilities.
Equally important to the campus’ vision is the exploration
of advanced new technologies in support of learning, discovery,
and engagement. An example of advances in this area is the
recent use of two-way video-over-IP technology to link the
Virtual Care Center in Sacramento to the departments of Anesthesiology
and Pain Medicine on campus, thereby providing faculty and
students with new opportunities for ‘real time’
and ‘real world’ collaboration.
Advances
and Ongoing Programs Consistent with Strategy:
- Campus-wide information technology planning (see http://itstrategicplan.ucdavis.edu):
- Developed Information Technology Strategic Plan for the
Campus (December 2003).
- Developed a list of information technology projects for
2003-05 (January 2004); identified campus IT priorities
for 03-05 (Spring 2004).These priorities will form the basis
of the campus IT Plan for 2004-2006, and the call for central
campus resources provided by Provost Hinshaw
- Coordination of major campus-wide information technology
projects/systems:
- Electronic Document Management Project. Proposes to explore
a coordinated campus strategy to meet various departments’
document management needs. Status: An executive-level oversight
committee has been appointed (Bruno, Nosek, Sakaki, Gibeling,
Sheffrin, and Loessberg-Zahl). The OnBase product has been
implemented in Student Affairs’ Enrollment Services
unit as well as in the Offices of the Chancellor and Provost.
In addition, the Office of Administration has issued a Request
for Information (RFI), and the College of Letters and Science
has obtained funding for a document management solution.
The Office of Administration RFI will form the basis for
assessing the availability of DM solutions and the feasibility
of a campus-wide approach. A Project Manager has been hired
by IET to help coordinate this effort.
- Faculty Merit and Promotion Project. Proposes to create
faculty digital portfolios that can be used in support of
the academic merit and promotion processes, as well as other
processes. Status: An implementation workgroup, reporting
to Vice Provosts Bruno and Horwitz, was formed (Melendy
and Shelby, co-chairs). The project was discussed with campus
computing advisory groups in 2003-04 (see deliberations
and report at http://ac4.ucdavis.edu).
The workgroup has recommended a limited pilot implementation
of the My InfoVault application developed by the Medical
School A (see demo at http://media.ucdavis.edu:8080/ramgen/IET/MyInfoVault.rm).
- Electronic Research Administration System. Will enable
electronic submission, review, approval, and tracking of
research grant proposals. Status: An oversight committee
was appointed (Meyer and Bruno, co-chairs) as well as an
implementation workgroup (Chronister and Hartline, co-chairs).
The project was discussed with campus computing advisory
groups in 2003-04 (see deliberations and report at http://ac4.ucdavis.edu).
A proposal has been submitted for a phased, three year implementation
beginning in October, 2004
- Effort Reporting Project: UC Davis has entered into a
collaborative partnership with the Office of the President
and several other UC campuses. The goal is to improve the
current, paper-based effort reporting process. At UC Davis,
this project is headed by the Office of Administration.
Status: Funding has been granted. The project is under way.
- Student and Exchange Visitor Information System (SEVIS):
The campus became compliant with major federal and other
regulations/requirements.
- Campus Web presence. Status: A planning team has been
formed to redesign the main campus Web site. This project
is headed by University Relations, with support from IET.
- Telecommunications Master Plan. Status: Underway; completion
is anticipated around May 2005.Periodic updates are provided
to the Facilities and Enterprise Coordinating Committee,
with the full FEPC acting as the Oversight Committee.
- Enhancements to information and educational technology
infrastructure, access, and training:
- Enhanced technology infrastructure in general assignment
classrooms. Installed smart panels, media cabinets, data
projectors, DVD players, electric screens and audio amplification
systems in 115 classrooms (Summer 2003). Completed upgrade
to projection systems and installed DVD/VHS players in all
computer classrooms (Winter 2004).
- Record number of computer classroom hours reserved for
class (3,127 in Winter 2004). Fourteen campus computer labs
(2 open access labs, 2 media labs, and 10 computer classrooms).
Online reservation system.
- Increasing use of course management tools (Website Builder,
GradeBook, Quiz Builder) from the MyUCDavis portal. Faculty
and students are making increased use of these tools to
manage assignments, learning assessment, and communication
(1,027 courses used one or more course management tool in
Winter 04).
- Expansion of training for faculty (e.g., educational technology
partnerships, institutes for integrating technology into
teaching and learning, Spring Into the Web Course Management
event).
- A collaborative effort is underway with the Human Resources
Information System (HRIS) team to review the current and
potential applications of information technology in support
of the campus Human Resources Unit.
- Resumed development of the Data Warehouse. A team is exploring
the development of a decision support mechanism to be integrated
with PPS Decision Support. A proposal is anticipated in
November 2004.
- An IET/ Office of Administration partnership has been
formed to develop a centrally-maintained Active Directory
and Exchange service for campuswide use. Feasibility report
expected in October 2004.
- Exploration of new technologies in support of teaching,
research, and outreach
- A joint proposal from IET and University Communications
has been developed for expansion of Webcasting services
in support of outreach (live and on-demand video offerings
of events over the Web).
- Implementation of two-way video-over-IP technology (e.g.,
from the UCD Health System’s Virtual Care Center in
Sacramento to the departments of Anesthesiology and Pain
Medicine in the campus’ Health Sciences Complex).
- IET and the UCDavis Health System are developing oversight
and operational coordinating structures to manage the enhancements
to voice and data infrastructure resulting from completion
of the dark fiber connection between the campus and the
UCD Health System in Sacramento
Short
Statement of Plans for 2004-05:
- Identify, then prioritize and implement UC Davis Information
Technology Projects for 2005-07. Includes continued consultation
with CODVC, advisory groups (e.g., Senior Advisors, CCFIT,
TIF), Academic Senate, campus community. Pursue specifically
identification of projects in support of teaching and learning.
- Plan for the next generation of classroom instructional
technology infrastructure and prepare for the next cycle
of upgrades to the campus classrooms. Includes high-end
digital projection capabilities.
- Implement further IT security infrastructure enhancements
(e.g., network monitoring tools, secure email authentication,
vulnerability scanning, encryption, Remedy incident tracking
system; online resetting of Kerberos passwords). Includes
development of broad communication campaign and training
resources.
- Expand middleware service offerings (e.g., roles database,
account provisioning, directory services).
- Develop a Telecommunications Master Plan for the campus,
including an approach to Voice Over IP and horizontal building
wiring.
- Finalize a plan to enhance centrally-managed wireless
services infrastructure, and explore additional deployment
as appropriate – particularly in campus “common
areas.”
Evaluation
of Metrics:
- Enhancement of information and educational technology
infrastructure, support, and training
Examples of metrics:
- Availability of report identifying major faculty technology
needs (survey conducted by Educational Technology Subcommittee
of Campus Council for Information Technology)
- Number of technology upgrades and improvements made to
classrooms, computer classrooms and computer labs
- Number of courses, instructors and students making use
of course management tools
- Number of classes with online components and number of
students enrolled in those classes
- Level of faculty satisfaction with the reliability of
classroom equipment
- Availability of tools to prevent computer vulnerabilities,
viruses, spam, open relays, and intrusions
- Increased capacity to manage and quantity of centrally-managed
wireless access ports
- Number of 100Mbs-enabled network connections
- Number of campus sites made multicast ready
- Quantity of sites that are Webcast-enabled
- Completion of proposal for Webcasting of campus events
(University Relations/IET)
- Number of training classes offered to users of major applications
(e.g., Banner, course mgt tools)
- Number of security-related seminars, workshops, presentations,
and other educational materials
- Establishment of higher standards for campus computing
help desk (IT Express); compliance with those standards
- Expansion of availability and accessibility to computing
resources for faculty, students, and staff
Examples of metrics:
- Number of seats/workstations available for computer classroom
instruction
- Number of seats available for open computer access
- Number of faculty, students and staff who have used computer
labs and classrooms
- Number of instructional applications developed/supported
centrally
- Number of campus computing accounts created by faculty,
students and staff
- Number of email listservs created for class or other purposes
- Expansion of faculty and departmental participation in
ET Partners and Arbor programs
CAMPUS
OPERATIONS
Narrative
Summary of First Year Implementation Efforts:
- Developed a
tactical team to address immediate facilities-related issues
that influence accreditations associated with the Law School,
Veterinary Medicine and AALAC.
- Began work
with Human Resources to develop apprenticeships, craft specific
titles, management/supervisory classifications and market
data for grounds and custodial with the goal of improving
recruitment and retention of Operations and Maintenance
staff.
- Completed aggressive
negotiations with major energy providers that will save
an estimated $75 million over PG&E rates over the next
6-year period.
Advances
and Ongoing Programs Consistent with Strategy:
- Developed and
implemented reforms to the campus utility program business
model to better manage utility costs, reform of utility
rates to provide rate stability and recoup service costs
and reform of billing practices to provide timely, accurate
and informative customer billing. Developing additional
conservation methods including the lowering of set points.
- Identifying
grants and external funding that would help support waste
water treatment plant and utility operations.
Short
Statement of Plans for 2004-05:
- Office of Administration
to work closely with Office of Resource Management and Planning
(ORMP) to enhance the facility planning processes to better
address operational impacts (budget and service) of new
facilities
- Work closely
with ORMP to develop utility master plans that address both
growth of the campus as well as existing infrastructure
needs
- Defining roles
and responsibilities of campus employees (e.g., Architects
and Engineering, Operations and Maintenance, ORMP, Deans/VCs)
involved with building and maintaining campus facilities.
- Continued efforts
to improve reliability of campus utility services through
initiatives to provide N+1 redundancy in production and
distribution systems, reform or procedures for underground
utility location and protection during construction activity
and implementation of physical and procedural security improvements.
- Developing
a comprehensive deferred maintenance and capital renewal
plan.
- Developing
a comprehensive strategy for commissioning new buildings
- Enhancing the
minor capital process for more efficient and effective service
to the campus.
Evaluation
of Metrics:
- Transformation
to a more sustainable campus in terms of energy consumption,
resource utilization and environmental impact.
We are continuing to develop the infrastructure that
will allow us to monitor energy utilization. We believe
that once departments have a clearer understanding of
their energy utilization, they will become more effective
in reducing energy consumption. We are also working with
campus departments to increase awareness of their roles
in being stewards of natural resources, which we can influence
through the use of recycled paper and other materials,
energy conservation, etc.
CAPITAL
PROJECTS
Narrative
Summary of First Year Implementation Efforts:
Adoption this year
by the Regents of our Long Range Development Plan provides
capacity of an additional 2.5 million square feet of building
capacity on the campus.
Another principal
activity this year was to prepare a second edition of the
campus 10-year Capital Plan. UC Davis is the only campus in
the system with such a plan.
To address increasing
concerns about classroom capacity, planning has been initiated
for a new classroom building: Giedt Hall
Advances and Ongoing
Programs Consistent with Strategy:
- Adoption of
Long Range Development Plan
- Construction
planning initiated for new classroom building
- Physics-Geology
Building fifth floor addition completed
Short Statement
of Plans for 2004-05
- Publication
(both hardcopy and web-based) of 10-year capital plan, second
edition
- Open new facilities
including 500 seat lecture hall, Sciences Lab Building,
and Genomics Building.
- Continue construction
of Mathematical Sciences Building
- Initiate construction
of Vet Med 3A, Vet Med Instructional Facility, Robert Mondavi
Institute, Watershed Sciences Building, and campus infrastructure
projects
- Complete review
of minor capital improvement process to respond to rapidly
changing academic priorities and improve service delivery.
Evaluation
of Metrics:
- Completion
of facility renovations and new construction, including
classrooms, academic and administrative offices, research
space and other support facilities.
Base data exists to monitor progress in this area including
how schools and college fare when compared to state space
standards. The challenge will be to take the volume of data
available and produce a report and format that easily tracks
goals and progress.
LIBRARY
Narrative
Summary of First Year Implementation Efforts:
The General Library
employed a range of strategies targeted at sustaining the
strength of library collections and access to them in the
face of permanent reductions to the budget. The challenges
of sustainability continue to be complicated by the changing
methods in which research is reported out by publishers and
the continuing increase in the cost of the acquisition of
this research regardless of these changes.
Listed in bullets
below is a sampling of the more significant strategies and
metrics the General Library used to maximize available funding
to sustain library collections and to provide efficient access
to them in support of programs of excellence and emerging
distinction. Despite the permanent reductions to the budget,
the General Library was greatly assisted during this reporting
period by one time funds provided by the Provost in recognition
of the Library’s role as a central and vital resource
of the University.
Advances
and Ongoing Programs Consistent with this Indicator of Achievement:
- Budget Reduction
Planning
- Develop and implement an Organizational Assessment of
all General Library programs as an Administrative Unit Review.
Implement efficiencies that emerge from the Assessment to
reduce operating costs and re-direct funding to core activities.
- Continue to
implement materials acquisition strategies that maximized
available funding
- Generate cost savings by continuing to reduce dual format
journal subscriptions, canceling print titles where both
print and electronic titles were being acquired.
- Work with Academic Senate Library Committee to endorse
this strategy
- Bibliographers work with faculty to endorse this strategy
- Use available funding to continue to acquire print materials
where faculty require research in print to effectively conduct
research
- Consult with the Council of Deans and Vice Chancellors
to endorse this strategy and to solicit one-time budgetary
relief during a three-year bridge period as the movement
to electronic access to research publications accelerates
- Convene and
accelerate discussions concerning alternative methods faculty
can use to present the results of their research (i.e.,
open access models) that ultimately could reduce the cost
of collection acquisitions.
- Standing firm
with systemwide colleagues to drive down the cost of licensed
resource agreements (i.e., Elsevier).
- Accelerate
efficiencies associated with system-wide resource sharing
o Implementation of software maximizing the Request feature
both from the General Library Integrated Library System
as well as MELVYL
- Implementation
of Desktop Delivery
- Develop and implement a pilot to scan and post to a library
website research materials requested by faculty
- Continue to
keep the campus community informed with regard to the changing
nature of the methods used to acquire and disseminate research
information for campus scholars through the Collections
in Transition website (http://www.lib.ucdavis.edu/info/jrnltrans/index.html)
- Develop and
implement an effective remote authentication strategy making
licensed databases and other electronic resources easily
accessible at the scholar’s workstation
- Continual and
ongoing enhancements to the Harvest Integrated Library System
providing “MyAccount” features such as research
storage; automatic research updates, etc.
- Grow the General
Library Instructional Services Unit in order to provide
guidance and instruction in an increasingly complex library
landscape.
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