PHOENIX COLLEGE

Technology Plan

2015

Prepared by: College Technology Committee

Name Employee Group DepartmentTimothy Bryan FAC MathematicsDarell Carnahan FAC BusinessJose Cisneros MAT Information TechnologyTracy Domino FAC Health Professions, Fitness & WellnessLinda Frakes MAT LibraryJohn Helterbran MAT Information TechnologyGene Heppard MAT Disability Resource ServicesMark Koan MAT – Co-Chair Information TechnologyHeather Kruse MAT Student AffairsKelly Loucks PSA MathematicsAmy MacPherson FAC CommunicationMercedes Miramontes FAC LibraryJim Neuenfeldt FAC BiosciencesDavid Pineda FAC EnglishMichael Rosenberger MAT Center for Teaching & LearningNick Rouse FAC BusinessKarl Schindler FAC – Co-Chair MusicJames Sousa FAC MathematicsJoe Sueyoshi FAC MathematicsBill Williams FAC Criminal Justice

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CONTENTSExecutive Summary.....................................................................................................................4

Committee Charge...................................................................................................................4

Technology Vision....................................................................................................................4

Alignment.................................................................................................................................... 5

Vision.......................................................................................................................................5

Mission.................................................................................................................................... 5

Goals........................................................................................................................................5

MCCCD Values.........................................................................................................................5

Community:.........................................................................................................................5

Excellence:...........................................................................................................................5

Honesty and integrity:.........................................................................................................5

Inclusiveness:.......................................................................................................................5

Innovation:.......................................................................................................................... 5

Learning:..............................................................................................................................6

Responsibility:..................................................................................................................... 6

Stewardship:........................................................................................................................6

PC Strategic Plan......................................................................................................................6

CORE PLANNING AREA: Access to Learning.........................................................................6

CORE PLANNING AREA: Effective Teaching and Learning....................................................6

CORE PLANNING AREA: Organizational Integrity.................................................................6

CORE PLANNING AREA: Pathways to Success......................................................................6

Phoenix College Basics.............................................................................................................6

Engagement:........................................................................................................................6

Excellence:...........................................................................................................................6

Innovation:.......................................................................................................................... 6

Integrity:..............................................................................................................................6

Respect:...............................................................................................................................6

Stewardship:........................................................................................................................6

Key Accomplishments................................................................................................................. 7

Methodology & Stakeholders......................................................................................................7

Themes........................................................................................................................................7

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Funding....................................................................................................................................7

Innovation............................................................................................................................... 8

Training....................................................................................................................................9

Connectivity...........................................................................................................................10

Mobility................................................................................................................................. 11

Access....................................................................................................................................12

Efficient and Effective Use of Technology..............................................................................13

Sustainability......................................................................................................................... 14

Staffing Needs........................................................................................................................14

Technology Goals...................................................................................................................... 15

Legend....................................................................................................................................... 17

Appendices................................................................................................................................17

Appendix A – Annual Software Licensing Obligations............................................................18

Appendix B – Hardware Maintenance and Support Costs.....................................................19

Appendix C – Technology Infrastructure & Hardware Refresh Projections...........................20

Appendix D – College Technology Staff Needs......................................................................22

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EXECUTIVE SUMMARY

COMMITTEE CHARGE

The College Technology Committee (CTC) is charged with developing a comprehensive technology plan which will address the college’s technology needs, with specific focus on guiding the use of technology in supporting teaching and learning at Phoenix College. The CTC will review, revise, and update the plan each year to stay current. The plan and subsequent updates will be reviewed, edited and approved through PCLC, PET, and the Strategic Planning Committee.

Though this plan looks forward across a multi-year timeframe, it should be considered a rolling plan that gets updated annually as needs, priorities, technologies, funding, and other factors change. The CTC recommends that this plan not be completely re-written on a specific schedule, but rather, that the plan be updated annually, to include accomplishments, until such time as the underlying data and structure no longer seem able to serve the college well.

TECHNOLOGY VISION

As the flagship institution of the Maricopa County Community College District, Phoenix College strives to be at the forefront of technology and innovation. Careful planning and application of resources will allow Phoenix College to emerge as a technology leader in the district and beyond. The CTC, by developing and administering a college technology plan, supports the wise use of technology to enhance learning opportunities, improve educational delivery, promote the completion agenda, streamline business processes, support an effective and efficient learning environment, and foster student success.

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ALIGNMENTThe college technology plan seeks to align with the Maricopa district values, the college’s vision, mission, goals, strategic plan, key principles outlined in the Phoenix College basics, and elements of the Maricopa Community College District technology plan.

VISION

Phoenix College will be the premier provider of learning opportunities for our community to go far, close to home.

MISSION

Phoenix College delivers teaching and learning experiences that inspire the lifelong pursuit of educational, professional, and personal goals for our diverse urban community.

GOALS

We support our mission through a rich tradition of: University Transfer Education General Education Workforce Development Developmental Education English as a Second Language Continuing and Community Education Community Partnerships Student Support Services Global Engagement

MCCCD VALUES

The Maricopa Community Colleges are committed to:

COMMUNITY: We value all people – our students, our employees, their families, and the communities in which they live and work. We value our global community of which we are an integral part.

EXCELLENCE: We value excellence and encourage our internal and external communities to strive for their academic, professional and personal best.

HONESTY AND INTEGRITY: We value academic and personal honesty and integrity and believe these elements are essential in our learning environment. We strive to treat each other with respect, civility and fairness.

INCLUSIVENESS: We value inclusiveness and respect for one another. We believe that team work is critical, that each team member is important and we depend on each other to accomplish our mission.

INNOVATION: We value and embrace an innovative and risk-taking approach so that we remain at the forefront of global educational excellence. 5

LEARNING: We value lifelong learning opportunities that respond to the needs of our communities and are accessible, affordable, and of the highest quality. We encourage dialogue and the freedom to have an open exchange of ideas for the common good.

RESPONSIBILITY: We value responsibility and believe that we are each accountable for our personal and professional actions. We are responsible for making our learning experiences significant and meaningful.

STEWARDSHIP: We value stewardship and honor the trust placed in us by the community. We are accountable to our communities for the efficient and effective use of resources as we prepare our students for their role as productive world citizens.

PC STRATEGIC PLAN

CORE PLANNING AREA: ACCESS TO LEARNINGGoal 1: Phoenix College will provide access to learning opportunities for students and the community.

CORE PLANNING AREA: EFFECTIVE TEACHING AND LEARNINGGoal 2: Phoenix College will provide learning-centered programs to support student success.

CORE PLANNING AREA: ORGANIZATIONAL INTEGRITYGoal 3: Phoenix College will develop and strengthen policies and practices to guide the effective use of existing resources while continuing to pursue new opportunities to support learning.

CORE PLANNING AREA: PATHWAYS TO SUCCESSGoal 4: Phoenix College will create and expand learning-centered programs and strategies to support student goal completion

PHOENIX COLLEGE BASICS

ENGAGEMENT: We connect with our campus and community through clear and frequent communications, collaborations, and the valuing of differences.

EXCELLENCE: We promote quality teaching and learning experiences that prepare individuals for life, work, and leadership.

INNOVATION: We support learning, discovery, informed risk taking, and an entrepreneurial spirit that creates new possibilities.

INTEGRITY: We are committed to the highest principles of academic, professional, and personal conduct.

RESPECT: We value deliberation, tolerance, and our obligation to treat each other with dignity, fairness, and civility.

STEWARDSHIP: We are committed to prudent management of our resources.

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KEY ACCOMPLISHMENTSAccomplishments from this and past technology plans can be found on the web at http://www.phoenixcollege.edu/tech_plan.

METHODOLOGY & STAKEHOLDERSData for the technology plan was gathered using mixed methods research principles and included both quantitative and qualitative research. In addition to surveys of both students and employees, the Director of Planning, Research and Institutional Effectiveness (PRIE) for the college conducted four focus groups – two for students and two for employees.

Information for the plan was gathered from the following activities:o National survey of Phoenix College students (ECAR)o Survey of all employees groups at Phoenix College (Administration, MAT, Faculty,

PSA, M&O, Crafts)o Student focus groups (two)o Employee focus groups (one for staff; one for faculty)o Review of technology plans from other United States colleges and universitieso Review of MCCCD technology plano Review of previous Phoenix College technology planso Input solicited from the College Technology Committee

The key stakeholders for Phoenix College’s technology plan include:o Current students enrolled at Phoenix Collegeo Potential students who would like to enroll at Phoenix Collegeo Phoenix College faculty, administration, and staffo The local community who may be accessing Phoenix College resources

THEMESBelow is a summary of major themes that emerged from data gathering and analysis done in support of the college technology plan.

FUNDING

For a number of years, Phoenix College has suffered from an under-investment in technology. Though the 2004 MCCCD bond initiative provided some important, one-time dollars for funding certain specific capital technology expenses, they will be exhausted before any funds from a future bond initiative become available. Furthermore, though the previous technology plan for the college called for almost $2.4 million annually for desktop hardware refresh, media equipment replacement, infrastructure/wireless investments, and software, this level of technology funding at the college has not yet been achieved. Work has been done in the past few years to improve the situation, but these efforts have come largely from one-time

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operational or capital funds (some from the 2004 bond1), rather than permanent, annual budget allocations. Consequently, the technology needs of the college are still not sufficiently funded. A future bond initiative, if passed, would certainly help with critical technology investments and infrastructure, but as those funds are capital, rather than operational and represent one-time only dollars, they still will not address the ongoing technology spending needs for the college. In the 2012 ECAR survey conducted at PC, more than 70% of students reported that technology “helps them achieve academic outcomes”2, so properly funding technology is vital for ensuring student success. Furthermore, EDUCAUSE reports that more than two-thirds (70%) of AA-granting colleges have a student technology fee and the average annualized amount per student is $2213. A fee like this would provide $2,652,000 for technology at Phoenix College.

This funding (or the lack thereof) directly impacts instruction. The 180+ mediated classroom instructor stations at Phoenix College are a good example. These represent an outstanding model of standardized, universally integrated academic technology in higher education and are far superior to the systems in place at many other colleges and universities. More than 90% of faculty members use the tools these stations provide and more than four-fifths of faculty members report that they use the components in these stations frequently4. Phoenix College has upgraded approximately half of these to the latest design and equipment in the last four years. The remaining older models are also due for upgrades and/or replacement with the last of the 2004 bond funds, but a stable funding source for maintaining these systems in the future has not been identified, highlighting the need to develop a fiscal model that can keep these crucial components of our instructional environment refreshed and current.

In order for Phoenix College to avoid problems with antiquated technology like those it has struggled with in the past, the college budget must be restructured to include the necessary ongoing investments in technology. Ideally, the budget would structurally support purchases, maintenance, upgrades, and staff training necessary to sustain existing systems (see Appendices A, B, & C) and allow for additional technology purchases to support instructional and administrative needs.

INNOVATION

It is critically important that the college fund the existing technology infrastructure and equipment needs. As outlined above, the committee recommends that this funding become a structural part of the budget. To stay current with respect to technology, however, this is not sufficient.

Funds should also be set aside in the budget to enable and foster innovation – which, as part of the MCCCD values and one of the PC Basics, is a fundamental commitment of the college.

1 See Appendix D2 ECAR Study of Undergraduate Students and Information Technology, 2012 – PC Results 3 Core Data Service Almanac – Feb 20154 CTC Employee Survey 20128

Innovation can be a critical component for offering a quality educational experience for students. Students, both nationally and at Phoenix College, overwhelmingly express the importance of technology as an element of their academic success. For more than 91% of the students responding to the annual ECAR survey conducted at PC, it is “important that more or better technology is available”5. As the college’s focus on recruitment, retention, and completion becomes more important than ever, it is even more critical for Phoenix College to dedicate funds to support innovative technology investments. Key technology investments could help the college develop unique services that promote success and help differentiate PC in each of those areas.

This funding is vital so that Phoenix College can pursue innovative ideas and strategic opportunities that can help advance the mission of the college and improve teaching and learning. The importance of taking informed risks in order to innovate is acknowledged in both the MCCCD Values and the PC Basics. It is also important to students. More than two-thirds of PC students (70.9%) indicated on the most recent ECAR survey that it is important to them that their instructors use cutting-edge technologies. To support innovation in the classroom, the college must be able to invest in those ideas and proposals that have merit and represent a real chance to help improve student learning, classroom instruction, recruitment efforts, retention and completion goals, or increase the efficiency of college operations. In order to remain at the forefront of higher education and continue on a path of leadership and relevance, the committee recommends that Phoenix College set aside a portion of the annual budget solely for funding technology-related innovations, above and beyond the budget needed for the operating expenses outlined elsewhere in this plan.

There are a number of innovations that can help students succeed, but which require the support of the college. For example, since the spring of 2012 the IT department has partnered with the Math department to build manage a server that now hosts the custom learning management system they use to deliver MOOCs. Beginning with just a single Pre-Algebra course, the server now hosts two instructor-led and eight self-study Math courses. The college plans to continue to offer this service and develop more courses like it. There is also interest at the college in developing and adopting Open Educational Resources, which would help students with the overall cost of their education by reducing their need to purchase expensive textbooks. One initiative in Washington state is estimated to have already saved students over 1.25 million dollars in the 2011-2012 academic year6 and our district’s own project – Maricopa Millions – is estimated to have already saved students more than $4.5 million since its inception7.

TRAINING

For some years the college has been without a dedicated technology trainer, but both students and employees report a need for greater training on the use of technology. Almost 95% of Phoenix College respondents to the annual ECAR survey say that it is important that

5 ECAR Study of Undergraduate Students and Information Technology, 2012 – PC Results6 http://www.studentpirgs.org/resources/cost-analysis-open-course-library7 https://www.maricopa.edu/welcome-to-the-maricopa-millions-oer-project9

they be better trained or skilled at using technologies, with fully one quarter of students saying it is “extremely important” to them8.

There is a strong need for a dedicated position to address the needs of technology training for both PC employees and staff. For example, one third of faculty respondents report that they are “extremely likely” to attend training on our learning management system9. Faculty and staff indicate their interest in training on other technologies at over 60% in some cases10. In order to maximize the value of the college’s investment in technology, the technology purchased must be used. One obstacle to wider adoption and usage of technology is a lack of training. This extends beyond the need for training about how to simply navigate the mechanics of a given technology tool, but also how to use it effectively.

A little more than a quarter of PC students (27.1%) report that all of their professors effectively use technology, and less than a third of students who responded (31.6%) indicated that all of their professors have adequate technology skills11. Currently, CTL develops and provides some types of technology training, but due to staffing constraints, they are unable to provide comprehensive training to meet all of the needs at PC. A technology trainer should be re-established with a focus on training faculty, staff and students on the effective use of the various technology tools at their disposal.

Another issue involves technical training for the IT staff at the college. IT has no dedicated training budget, so it is difficult to keep staff trained on the latest technologies deployed at the college. This means that expensive consultants must be hired to support certain critical systems that are in use at the college. The committee recommends that a dedicated budget amount for training be included as part of future IT budgets for the ongoing technical training of IT staff. Ultimately, this would save the college money by reducing the need to hire consultants or pay for expensive technical support calls.

CONNECTIVITY

Though connectivity at the college has greatly improved, there is still room for further enhancement of the existing infrastructure. Additional improvements to the wired and wireless network can and should be made. The current wireless system deployed at Phoenix College involved the installation of modern, cloud-managed wireless equipment. This equipment requires an ongoing annual licensing fee to continue to work, which is a funding priority for the college, but is one of the many new expenses incurred as the college moved to update its technology profile for the 21st century. The aim of the initial wireless rollout was to increase coverage across the campus. Now that better coverage is in place, however, the next step is to address capacity. Each wireless access point can handle a finite number of connections. While wireless access to the Internet within classrooms has the potential to increase student learning opportunities and enhance the learning experience, developing this

8 Ibid.9 CTC Employee Survey 201210 Ibid.11 ECAR Study of Undergraduate Students and Information Technology, 2012 – PC Results10

capability requires additional wireless capacity in areas where a high density of connections exists.

Phoenix College is working to replace its outdated network infrastructure and firewall with sophisticated, state-of-the-art equipment. PC is currently in the midst of a project to replace its entire infrastructure – including redundant 40 Gbs core switches, 10Gbs edge switches and redundant, next generation firewalls. PC will use remaining 2004 bond funds to purchase the equipment for this crucial upgrade. This project will help improve bandwidth between buildings, enhance network monitoring, offer better utilization of the network and improve the network security posture for the college. Furthermore, the next generation firewalls include a robust web filtering solution and offer advanced, multi-platform Virtual Private Networking which will enable secure, flexible access to college and district systems. This will enable the college to shut down its expensive and aging virtualization platform, saving the college significant funds on an annual basis. Taken together, these enhancements to the technology infrastructure at PC will position the college to better support the ongoing and emerging technology needs for teaching and learning well into the future.

In addition, although the college’s Internet connectivity is ultimately provided by the District, Phoenix College should continue to provide feedback and make clear to the District Office the existing and anticipated bandwidth needs at Phoenix College. These needs are constantly evolving as technology changes and more devices and services become available. The bandwidth available through the District connection, though adequate for the daily needs of the college much of the time, is also a limiting factor for innovation and growth. Faculty and students already report insufficient bandwidth as a problem, and the situation will only continue to deteriorate if nothing is done. Furthermore, now that the Maricopa Colleges are the first community colleges to join Internet2, we have access to faster, less expensive access than ever before.

Over 97% of PC students who responded to the ECAR survey indicated that they own a smartphone, over 90% own dedicated e-readers, and more than 86% own tablets12. Almost two-fifths of them use their smartphones for academic purposes13. As mobile device ownership continues to increase and services increasingly move toward a cloud-based, software-as-a-service model, the effects of this constraint will become more prominent. Because of existing bandwidth limitations and Phoenix College’s inability to increase the capacity of its connection to the Internet, the college is sometimes unable to consider interesting new technologies and service models.

MOBILITY

Mobile access to services is becoming increasingly critical. Students, faculty and staff all report high ownership and increasing usage of mobile devices such as laptops, tablets and smart phones. Phoenix College students report that mobile devices such as tablets (91%) and

12 ECAR Study of Undergraduate Students and Information Technology, 2012 – PC Results13 Ibid.11

smart phones (79%) are important for their academic success14. To support this growing need, the college has worked to provide mobile-friendly content wherever possible. Toward that end, IT and IA collaborated on updating the college’s Website to reflect what is known as “responsive design” so that the site displays well on any device – computer, laptop, tablet or smartphone. In addition, IT recently developed and launched a new mobile application for students known as MyPC. It is an innovative, free, easy-to-use mobile application that provides students with personalized class schedules that can be instantly imported into their Google calendars, a list of required books, cumulative and term grades for the previous three semesters, interactive campus maps that provide digital wayfinding via the GPS in their smartphones, and print account balances to promote student success.

As the college launches new services, the college's data infrastructure should leverage existing and new content by developing web services that allow content sharing between platforms. This will help accelerate the adoption of new technologies and improve productivity. Students also report a desire for better wireless connectivity and enhanced cellular signals from their mobile carriers. The college should continue to invest in the expansion of the wireless network and seek opportunities to enhance cellular coverage on campus with popular carriers.

ACCESS

The recommendations in this section are a direct result of student input. The qualitative data was gathered from the focus groups held to support this plan. Access remains a priority for students and some have expressed a demand for more open-access computers on campus. However, Phoenix College has a higher number of computer labs per student than most MCCCD colleges, which makes it difficult to add and sustain new labs. To address this demand, the college should continue to pursue technologies and services that allow students to get more value from mobile devices that they own and bring to campus. For example, enrolled students may now access the Microsoft Office suite for free for use on up to five of their personally-owned devices.

The college should also consider different models to ensure that student technology resources are aligned appropriately. Now that PC has a tool to consistently track lab usage across the entire college, this data could be used to evaluate and optimize computer and software availability for students. Students also suggest offering extended lab hours, unrestricted access to labs in various departments, and more availability of assistance in computer labs as ways to help them succeed academically.

There is a need to allocate resources to address the growing concern regarding proctored testing for online students. Unfortunately, the Testing Center at Phoenix College is not designed as a designated testing center for online students. While the Testing Center has tried to accommodate some online students over the years, a permanent solution needs to be in place to ensure PC’s online students have a place to take proctored tests. Proctored tests are required by various departments to verify that the individuals completing the coursework 14 Ibid.12

are the students receiving credit, and in some cases, proctored exams are a programmatic requirement. With the growing number of online offerings at PC, the issue of providing resources for proctoring tests needs to be seriously addressed to support the faculty teaching and the students enrolled in these courses.

Students are also requesting additional printing flexibility. They would like more printers in various locations and access to more coin-operated printers. Unfortunately, the latter are both expensive to implement and very troublesome to maintain. One way to address this need would be to replace the current pay-for-print solution with one that allows students to add money to their account via the Web. Not surprisingly, students would also like free printing as is offered at some other MCCCD schools.

The lecture capture system currently in place at Phoenix College is aging and has no option for paid support from a vendor as it is no longer licensed. However, students report that materials recorded in class and posted online help them succeed academically. ECAR data also suggests that posting lectures online does not decrease attendance15, so many faculty would like to be able to easily provide students access to such materials. Given this need, the college or district should find the necessary funding to invest in a newer, more robust system to allow faculty to create and publish instructional content. The system that is chosen should be scalable so that as adoption increases, the system can expand easily and seamlessly to accommodate the increased demand.

EFFICIENT AND EFFECTIVE USE OF TECHNOLOGY

The previous technology plan called for the replacement of computer systems – for both staff desktops and student computer stations – on a five year refresh cycle (in the case of specific specialty labs running extremely demanding applications, such as those in Art, Music and Design, the plan called for a three year replacement cycle). This remains an important goal and in recent years, progress has been made, but it is not fully funded and the college’s desktop refresh cycle does not currently meet this goal. Even if achieved, by itself, such a plan is insufficient to meet the needs of the college. Just as desktop computers age and cross a threshold where they become so slow, outdated, and inefficient as to be virtually unusable – so does every other piece of technology equipment at Phoenix College. The college should be working toward a comprehensive plan to refresh all technology hardware on a regular basis, as appropriate for the equipment in question (see Appendices A, B, & C).

Phoenix College should also seek to fund, procure, and implement a real-time network, server, and application monitoring system so that problems can be avoided before they cause interruptions to instruction or the business of the college. Such a solution would enhance business continuity and enable IT to be more proactive about addressing problems when they arise, rather than after they are reported by a customer who has already been negatively impacted by such an outage or issue.

SUSTAINABILITY

15 Ibid.13

In order to be good stewards of public resources – a fundamental element of the Maricopa Values and our PC Basics – the college should always seek to implement services and technologies that are financially, operationally and environmentally sustainable. Toward this end, the college should continue to move toward more sustainable practices such as supporting and promoting the Chancellor’s Paper Reduction Pledge, “printing” documents to PDF, eliminating paper agendas from meetings, encouraging faculty to accept (and encourage) digitally submitted student work and/or assignments printed on both sides of the page, moving toward workgroup printing and digital faxing, and continuing to purchase energy efficient computers and monitors.

STAFFING NEEDS

Efficient use of technology requires effective training on the use of technology. Faculty/Staff surveys indicated a desire to have increased training opportunities. Funding a line for a trainer is important to help fill this need.

Staffing of IT has improved in recent years, though there are still some gaps. Other schools have more staff to manage projects, maintain information security and develop applications. The IT department at Phoenix College needs support for these positions, as the budget allows. Additional staff in IT would increase the department’s ability to implement best practices for efficiently supporting student, faculty and staff technology needs.

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TECHNOLOGY GOALS1. Increase funding for technology [SP Goal 3: Phoenix College will develop and strengthen

policies and practices to guide the effective use of existing resources while continuing to pursue new opportunities to support learning.]

A. Develop annual budget for the college to maintain existing software/hardware purchases, upgrades, and support maintenance agreements.

B. Add, upgrade and maintain instructor stations to meet instructional needs for technology in the classroom and enhance student learning.

C. Establish sufficient budget to allow for the purchase of additional software/hardware to meet academic and/or administrative needs.

2. Support technology innovation [SP Goal 4: Phoenix College will create and expand learning-centered programs and strategies to support student goal completion.]

A. Allocate budgetary funds annually for technology innovation.B. Commit funds and implement an online tool that helps students and advisors

with course sequencing and “what-if” degree/certificate shopping scenarios.C. Procure and implement a solution that provides predictive analytics for student

success.3. Training [SP Goal 1: Phoenix College will provide access to learning opportunities for students

and the community.]A. Hire a Technology Trainer for the college, to serve faculty, staff and students.B. Allocate funds in the annual IT budget specifically for training technical staff to

support the needs of the college at a high level.4. Connectivity [SP Goal 1: Phoenix College will provide access to learning opportunities for

students and the community.]A. Plan for further investment in, expansion of, and maintenance of the existing wireless

network.B. Advocate for the college’s growing bandwidth needs with the district office.C. Deploy new core and edge switches and next generation firewalls for the

college.5. Mobility [SP Goal 1: Phoenix College will provide access to learning opportunities for students

and the community.]A. Develop all future online assets with a responsive design that better serves mobile

users accessing content from smartphones, tablets, or other mobile devices.B. Consider the implications for mobility when acquiring new technology products or

services.6. Increase access to technology for students, faculty, staff, and community [SP Goal 1:

Phoenix College will provide access to learning opportunities for students and the community.]

A. Continue to expand wireless access for student, faculty, staff and classroom access.

B. Research the possibilities of extended lab hours, unrestricted access to labs in various departments, and more availability of assistance in computer labs.

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C. Investigate ways to enhance the college’s ability to offered proctored tests for online students.

D. Explore a replacement for the existing pay-for-print system that affords students greater printing flexibility.

E. Research alternatives for the existing, aging lecture capture solution at the college and implement a new solution (pending funding).

7. Increase the efficient and effective use of technology [SP Goal 3: Phoenix College will develop and strengthen policies and practices to guide the effective use of existing resources while continuing to pursue new opportunities to support learning.]

A. Replace faculty/staff desktops computers every 5 years.B. Replace lab computers every 5 years (3 years for specialty programs such as

Art, Music and Design).C. Replace all technology equipment on a regular cycle, based on its useful

lifespan.D. Acquire a real-time network, server and application monitoring solution for the

college’s infrastructure and production services.8. Sustainability [SP Goal 3: Phoenix College will develop and strengthen policies and practices

to guide the effective use of existing resources while continuing to pursue new opportunities to support learning.]

A. Promote and adopt technologies that foster more sustainable business practices, such as workgroup printing, digital faxing, and digital document processing.

B. Continue to purchase energy efficient computers and monitors.C. Seek technology manufacturers and vendors that support sustainable practices.

9. Maintain current staffing levels for both IT and CTL and make the following adjustments: [SP Goal 3: Phoenix College will develop and strengthen policies and practices to guide the effective use of existing resources while continuing to pursue new opportunities to support learning.]

A. Transition the following OYO position(s) to permanent, full-timei. AV Technician – IT

B. Upgrade the following position(s)i. Computer Technician to Lead Computer Technician – IT (recommended

in the previous technology plan, but not created)ii. AV Technician to Lead AV Technician – IT (recommended in the previous

technology plan, but not created)iii. Programmer Analyst II to Programmer Analyst III

C. Create and hire the following new position(s)i. Trainer – CTL (recommended in the previous technology plan, but not

created)ii. Information Security Administrator

iii. Project Manager IT (recommended in the previous technology plan, ‐but not created)

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LEGENDCTC: College Technology CommitteeCTL: Center for Teaching and LearningECAR: EDUCAUSE Center for Applied ResearchIT: Information TechnologyLAN: Local Area NetworkMAT: Management, Administrative & Technical employee groupMCCCD: Maricopa County Community College DistrictMOOC: Massive Open Online CourseM&O: Maintenance & Operations employee group PSA: Professional Staff Association employee group PCLC: Phoenix College Leadership CouncilPET: President’s Executive TeamSMAC: Space Management Allocation CommitteeWAN: Wide Area NetworkVOIP: Voice Over Internet‐ ‐ ProtocolVPAA: Vice President, Academic AffairsVPAS: Vice President, Administrative Services VPSA: Vice President, Student AffairsYER: Year end‐ Report

APPENDICESAppendix A: Annual Software Licensing ObligationsAppendix B: Technology Infrastructure & Hardware Refresh Projections Appendix C: Hardware Maintenance and Support CostsAppendix D: Staffing Analysis and Recommendations

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APPENDIX A – ANNUAL SOFTWARE LICENSING OBLIGATIONS16

Software Annual CostDeep Freeze $5,066.83Phoenix College Domain & SSL Certificates $188.99Microsoft DreamSpark $1,025.00READI (SmarterMeasure) $4,950.00CoolSign/Haivision $12,459.25Royalty Free Music $569.95PB Wiki $849.00MS Campus FAC DT W/ENT CAL LB $40,017.88Advisor/Tutor Trac/Fit Trac $2,397.00SMART Sync (Synchroneyes) $1,200.00Ricoh - Document Imaging, Digital Faxing $16,001.31SmartThinking $43,000.00Hyperion $500.00Remark $1,000.00TOTAL $129,225.21

Reduced by $152,534.41 since 2013

16 Calculations based on the following formula: Annual Cost = Cost of License in Dollars/Licensing Term in Years

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APPENDIX B – HARDWARE MAINTENANCE AND SUPPORT COSTS17

Maintenance/Support Annual CostCitrix Netscaler $2,592.00HP Servers - Blades/Rack Mount $4,800.00HP Core Switches $2,515.73Makito Encoder $4,440.00VBrick Encoder $150.00Fujitsu Scanners $4,000.00Printers/Ricoh $61,000.00USB 3G Wireless Devices $1,080.00RightFax $220.00Cox Video Service $3,000.00Cox Fiber Loop - Allied/Nursing/PCDT/Main $53,892.00Cox Business Internet - BearNet/CubNet 100/20 $3,708.00APC Extended Warranty Software Support $17,500.00DC A/C Quarterly Maintenance $4,000.00S2 Security System Maintenance - Includes Video $21,520.34SSL Certificates $985.35Meraki Wireless - Cloud Controller Licensing $10,832.67TOTAL $196,236.10

Reduced by $48,228.26 since 2013

17 Calculations based on the following formula: Annual Cost = Cost of Maintenance Agreement in Dollars/Term of Agreement in Years

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APPENDIX C – TECHNOLOGY INFRASTRUCTURE & HARDWARE REFRESH PROJECTIONS18

Hardware Annual CostComputers $752,400.00Monitors $175,000.00MFD/Printer $5,000.00Projector Lamps $22,054.67Projectors $156,842.00Screens $17,992.80Document Cameras $25,520.00StarBoards $27,442.29Control Systems (Extron) $111,360.00Access Points $22,993.75Instructor Station Furniture $25,114.00Speakers $7,200.00Video Production and Editing System $14,500.00PTZ Cameras (Production) $1,400.00Makito Video Encoder $21,196.70Flat Screen Monitors - 60" $28,000.00Flat Screen Monitors - 80" $55,000.00Sound Systems (specialty) $16,000.00Microphones $9,187.50Speakers $5,180.00Amplifier/Processing $1,750.00Wireless Microphones $1,400.00Audio Consoles $4,700.00Auditorium Lighting (specialty) $19,275.00NanoLumens (Auditorium displays)Meraki WiFi Access PointsServersNetwork SwitchesHP Core SwitchesUninterruptible Power Supply CoresUninterruptible Power Supply BatteriesSecurity Cameras/VideoFujitsu ScannersFiber SwitchesData Center RacksSecurity System door hardware (Locksets)Security System boardsSecurity System readers

$20,000.00$22,993.75$76,800.00$90,000.00$34,799.68$24,000.00

$7,000.00$195,200.00

$3,200.00$5,000.00$3,600.00$2,928.00

$13,440.00$14,560.00

18 Calculations based on the following formula: Annual Cost = (Quantity of Items at the College/Projected Useful Lifespan)*Price per Item

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Cisco PhonesNimble Server Storage

$19,533.00$49,541.05

TOTAL $2,109,104.78

Reduced by $115,865.57 since 2013

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APPENDIX D – COLLEGE TECHNOLOGY STAFF NEEDS

The committee recommends that IT and CTL remain staffed with all existing filled and vacant positions. In addition, to support the increasing use of technology at the college and in recognition of its importance in driving innovation at the college the committee recommends increasing the staff level of both IT and CTL in the following ways:

A. Transition the following RPS/OYO positions to permanent, full-time board approved positions

iv. AV Technician – ITB. Upgrade the following positions

i. Computer Technician to Lead Computer Technician – IT (recommended in the previous technology plan, but not created)

i. AV Technician to Lead AV Technician – IT (recommended in the previous technology plan, but not created)

ii. Programmer to Programmer Analyst IIC. Create and hire the following new position

i. Trainer – CTL (recommended in the previous technology plan, but not created)

ii. Project Manager IT (recommended in the previous technology plan, but ‐not created)

iii. Information Security Administrator – IT

Training needs at the college are consistent and wide ranging. A trainer is needed to continue to support the implementation and the use of technology in instruction. Support for training related to Canvas, Google, PeopleSoft, and emerging technologies such as the upcoming student portal being developed as a part of the Seamless Student Experience initiative is essential. Consequently, the committee recommends that a full-time, board-approved Trainer position be created in CTL.

The college benefits tremendously from having best-in-industry instructor stations, first-rate digital signage, advanced video and audio streaming capabilities and innovative virtual line management for students. The college also hosts and produces more than 300 professional-quality events each year, including signature, high-profile events such as the Honors Forum, Alumni Hall of Fame, Latino Trailblazers, Eric Fischl, and of course, our most important event of the year – commencement. In addition, at PC, virtually all audio-visual design and installation work is done by members of the IT department. This approach saves the college an estimated 30% on such projects, which equates to tens of thousands of dollars each year. As the demand for these services expands, the college needs a lead AV technician in order to maintain the high level of quality and service PC has come to expect in this area. Elevating an existing position would be far cheaper than creating a new position or having to outsource some of the work currently done by the IT staff.

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Phoenix College increases the number of computers on campus every year, including entirely new categories of devices, such as tablets, which have exploded in popularity in the past few years. In addition, the software, hardware, and peripherals involved with each system continue to become more complex. More importantly, each year, the devices students, faculty, and staff use are increasingly critical tools for their academic pursuits, work, collaboration and communication. To continue to support this environment and the anticipated growth with both a high level of skill and top-notch customer service for those who increasingly depend on it for their learning and work requires constant training to keep skills current. Upgrading a computer technician position to a lead computer technician position would enable IT to have one highly skilled point-person to help other, less skilled/experienced technicians improve their technical, troubleshooting, and customer service skills.

The current market for programming talent is exceedingly competitive and programmers with in-demand skills and experience can easily command very high salaries. Though the college is unlikely to compete with the private sector in this regard, even within Maricopa the current Programmer position at Phoenix College is substantially under-classified. The expectations of the position are greater than other locations in the district as the PC position involves one person creating new, custom applications for the college/district every year (including, for example, the MyPC mobile app that won the 14-15 innovation of the year for Maricopa), while simultaneously supporting dozens of existing applications for the college. Unlike other positions in the district, this position performs duties that would typically be handled by a project manager, business analyst, and/or quality assurance engineer in other organizations. Consequently, it is recommended that the current position be upgraded from a Programmer/Analyst II position to a Programmer/Analyst III position.

IT handles dozens of extremely complex projects each year. It is for this reason that many IT departments, including some of the college’s sister schools and the district office have dedicated project managers or even a project management team/office. This work is critical to ensure that construction projects, new services, implementations of new software or hardware, and innovative pilots are successful. Having expert project managers lead such efforts helps reduce errors and leads to both increased satisfaction with project results and significant cost savings. It is recommended that the college create a project manager position in IT.

Given the current technology landscape, the college’s exposure to potentially catastrophic IT security incidents and data breaches is higher than ever before. As we learned from the district office, the negative consequences of insecure data are enormous and costly. Recent threats from phishing attempts and lost data from malicious software like cryptolocker make it clear that the college can no longer afford *not* to have a dedicated Information Security Administrator in IT. In addition, the implementation and ongoing monitoring of two new, next-generation firewalls requires a level of expertise that doesn’t currently exist in IT.

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