Dare to Double Down: How To Win With Integrated Planning

1. Gordon Smith Kenneth Secor Stephen Daigle Office Of The Chancellor, California State University Dare to Double Down: How To Win With Integrated Planning SCUP 2002-Las Vegas

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

3. 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

4. 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

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

6. 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

7. 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

8. 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

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

10. Raising the Ante Wagering CSU Substance Against the Future

11. 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.

12. 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)

13. 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

14. 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

15. 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

16. 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

17. 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

18. How Does The Game Stand? • The CSU is a winner so far!

20. 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

21. 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

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

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

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

25. 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?

26. 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

27. 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)

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

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

30. 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.

31. Leveraging The Odds 4 • Dealer Shows A Nine • You Have A Pair Of Fives • Do You: • Stand • Hit • Double-Down • Split

32. Web Addresses • Home Page: http://its.calstate.edu • ITS Page: http://its.calstate.edu/systemwide_it_resources/its_report.pdf • MOS Page:http://its.calstate.edu/documents/Data_Collection/I_Reports_MOS/Measure_of_Success.shtml • Answers Key: • The Odds 1: C • The Odds 2: D • The Odds 3: A • The Odds 4: C