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
  • 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/ul/about/colltran/)
• 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.