ecat2021strategicPlan

							                 Educational Communications and Technologies Unit
                              ECAT 2021 Strategic Plan
                                   May 18, 2012

ECAT’s Purpose: ECAT is responsible for providing leadership to CALS in the strategically critical
areas of IT/cyber-infrastructure, multimedia/electronic classroom, and
communications/external relations/publications that form the foundation for the College’s
faculty and staff to achieve excellence in research, teaching and outreach/Extension with
particular importance for recruitment, retention, and the ability to promote the College and
gain extramural support.

ECAT’s 2021 Vision: ECAT is a center of innovation in the use of social media, mobile
technologies, video, integrated/large-scale databases, distance education/interactive learning
applications, e-publishing, and e-communications that provide the basis for enhancing the
visibility and image of the College as a dynamic educational destination and where CALS faculty
and staff can receive training and support in producing state-of-the art research, teaching, and
outreach/Extension products.

ECAT’s Mission: ECAT exists to provide the necessary infrastructure and tools to advance the
College as a world-class educational and research complex that creates and imparts knowledge
and empowers the next generation to engage in and help find solutions to such grand
challenges as food security, climate adaptation, and global health.

ECAT’s Shared Values:
    ECAT is committed to excellence in service and support for all of CALS units and
       personnel
    ECAT works to maintain transparency and open communication with all of its clientele
    ECAT promotes and engages in collaborations within CALS and with other campus units
    ECAT seeks efficiencies and cost-effectiveness in all of its operations
    ECAT leverages state resources provided by CALS to generate revenue based on true
       costs as much as is possible and appropriate
    ECAT pursues innovations to improve productivity in the College’s research, teaching,
       and outreach/Extension functions
    ECAT strives to maintain a collegial working environment where all staff members feel
       valued and respected




                                                1
                       ECAT Administrative and Operation Goal

STRATEGIC GOAL: Implement an efficient system for project management and true cost
accounting where appropriate to increase revenue, improve productivity, and assign
commercial values to traditionally non fee-based services

A. Current situation and gap between current situation and desired situation

ECAT’s state operations budget has been seriously reduced over the past 15 years and there
have been numerous positions cut. For the most part, requests to finance CALS IT and related
needs outside minimal ECAT operations were handled as individual requests to the E.C.
However, at the same time, there has been growing interest in and need for increased ECAT
support of the research, teaching, and outreach functions of the College. This is demonstrated
by increased demand for assistance in developing updated and more complex websites, in
providing improved connectivity to off-site CALS facilities, in creating and supporting more
distance education and e-learning spaces, in enabling faculty and staff to effectively use new
social media and other innovative applications, and in providing direction and resources for
expanded marketing and external relations activities.

During the past few years, ECAT has begun to operate more on a cost recovery basis for some
of the support it provides to CALS, including website development, video production, and
conferencing services. This has increased the need for improved project management,
accounting, and reporting, as well as the development of appropriate and viable pricing
structures. As more of ECAT’s services have moved to a fee-based model, certain issues have
been brought to the forefront. For instance, there is a much greater need now for meeting
regularly with clients, managing and tracking the flow of incoming and outgoing funds, verifying
payments, reconciling internal accounting with UAnalytics, and producing “true cost
accounting” reports comparing hours worked vs. projects billed – all of which currently take
programmers in particular away from production work. In addition, some CALS departments
have more resources than others so that equitability is a concern. Also, historically, ECAT has
not charged for certain services, such as compiling, editing, and producing Cooperative
Extension publications.

B. Strategy/ies to achieve goal

ECAT will continue to assess project management processes, staff workloads, and
reporting/analysis needs and requirements and will work to identify opportunities for expanded
business, accounting, and reporting support.

C. Actions and Time Period
     Work with CALS Administrative Services to determine best operating procedures and
       true cost accounting processes (FY13)
     Identify additional program manager/accountant/business manager support (FY13)

                                               2
D. Inputs needed to achieve the goal
     Greater % of time commitment from accountant and/or a program manager who can
       assume all ECAT business operation needs, ie:
           o Personnel
           o Payroll
           o HR transactions
           o Requisitions and invoices
           o Roll-over transactions
           o Point person for payment and accounting
           o Track payments and verify using UAnalytics.
           o Uses project management software to determine total hours for services/work
              for each project.
           o Produces bi-weekly invoices (if needed) for clients, based on hours submitted via
              the project management software.
           o Track incoming payments, outgoing expenses, and accounts receivable.
           o Track funds used for soft-money salaries, students, ERE etc. Prepare budget
              forecasts and revenue targets.
           o Reconcile internal accounting with UAnalytics.
           o Flag inappropriate expenditures, accounting errors, etc
           o Produce “true cost accounting” reports comparing hours worked vs projects
              billed.

E. Objective Metrics that will be used to track progress towards attaining goal
     Track revenue generated over time to determine if improved business operations has
       increased staff productivity (by eliminating the need for them to engage in non-
       production related activities)




                                              3
                     External Relations and Publications Unit Goals

STRATEGIC GOAL ONE: Building and implementing an external relations plan for the College

A. Current situation (i.e., problem to overcome/opportunity to capitalize on) and gap between
   current situation and desired situation

CALS has a wealth of success stories to tell, but they are not reaching a broad audience. CALS
has a number of units which excel at marketing their programs, but they are only reaching a
narrow audience with a very targeted message. This approach often obscures any connection
to CALS and its related programs, resulting in information silos which effectively dilute the
breadth and depth of CALS involvement in activities at the university and the state level. As a
result CALS units end up competing with one other.

B. Strategy/ies to achieve goal

CALS needs a strategy that will bridge the gaps between these silos, exhibiting the unique
diversity and reach of college activities. The current distributed model is inefficient in a time of
budget cuts, as resources are being used to create a wide variety of materials, each of which
only reach a limited clientele. We are already doing a lot of the work required to get the word
out without realizing the potential benefit.

Essential to that strategy will be determining collaboratively common marketing and public
relations goals as well as planning methods to assess whether we have successfully reached
them. Part of that process will require reaching a consensus on what messages should be
consistently delivered, factoring in the variety of audiences we need to address.

CALS has a growing number of competitors for the public's attention, and many are now better
equipped to deliver their message. CALS has long relied on our statewide presence to deliver
our message to the "last mile," but geographic advantages are no longer reliable. We will need
to determine how to share contact lists while still protecting privacy.

C. Actions and Time Period (Fiscal Years 12-15)

CALS personnel will all need to be prepared to step up when asked to contribute information
about their activities, in a timely manner, even if they do not consider themselves writers. They
will also have to become comfortable with capturing images, and be ready to use current
technology to share them. Self-sufficiency must be an accepted value. We must build a culture
of sharing for the common good.

Training opportunities, regularly offered, will be a necessary component in order for personnel
to keep current with standards and technology. A repository of tools, such as templates and
images, will be maintained and made available to all. (See details under E. Objective Metrics)


                                                  4
Students could be called upon to assist in the gathering and drafting of information which
would be reviewed by professional editors. They may also become involved in developing pilot
marketing projects. By-products of this approach will be the enhancement of their
communication skills and access to valuable professional experience.

CALS will need to immediately establish teams to work on specific areas, such as a marketing
and branding team to consistently push out products and promotional items before the public,
and a public relations and emergency response team to manage messaging and breaking news,
including anticipating crises.

In year one, CALS will also have to evaluate the tools currently dedicated to information and
delivery and determine which need to be realigned. Without the prospect of new hires, some
employee responsibilities in the communications area may have to be reprioritized.

D. Inputs needed to achieve the goal

One major component for achieving an external relations plan will be to determine our
strengths, what we are known for and what separates us from others. Then we can begin to
build our brand around that. Ordinarily this would involve a research and analysis phase, but we
are fortunate that we can build on the results of the CALS 21 strategic planning process to
collect this information.

Funding/pricing structure for new marketing materials and personnel dedicated to
implementing new directions identified in the external relations plan.

E. Objective Metrics that will be used to track progress towards attaining goal
     Identity guidebook (templates, logos, taglines, colors)
     Repository (images, standard messages)
     Promotional materials (items to distribute to our clientele which reinforce our brand)
     Training (regular 30 minute sessions, in person and on-line, focusing on dealing with the
       press, preparing materials locally, sharing success stories, contributing images)
     Pilot projects (first projects in place which exemplify the value of working cooperatively
       for the benefit of the college)




                                               5
STRATEGIC GOAL TWO: Making college publications more accessible

A. Current situation (i.e., problem to overcome/opportunity to capitalize on) and gap between
   current situation and desired situation

We have successfully built a repository for historical college publications in collaboration with
the UA Libraries, but it needs to be integrated with current titles, and all of them need to be
made more visible.

B. Strategy/ies to achieve goal

We will be adapting a number of our websites that are using ColdFusion to work better in a
content management system (CMS) environment. As part of this process we will be
reconfiguring our multiple databases and how they interact in order to get our various
publication databases (pubstracking, FastTrack, repository) to talk to each other.

C. Actions and Time Period (Fiscal Years 12-14)
     Revisit all of the integrated components of our publication system, from proposal
       through production and sales in order to limit the need for duplicate entries
     Compare our needs with those of our peers in order to see if we can raise the visibility
       of our publications
     Consider offering publications in multiple formats (e-books, content management
       system, newsletters, magazines, press releases) rather than limit them to Extension
       bulletins.

D. Inputs needed to achieve the goal

      Survey customers in order to find out which topics interest them, and how they prefer
       to receive them.

E. Objective metrics that will be used to track progress towards attaining goal

Compare web traffic and publication sales before and after to see if traffic and sales are
increasing.




                                                 6
STRATEGIC GOAL THREE: Rebranding College websites

A. Current situation (i.e., problem to overcome/opportunity to capitalize on) and gap between
   current situation and desired situation

Most of the College's existing web sites look unrelated to each other, and in some instances to
the College. We need to give enough uniformity in terms of branding to show that they are part
of a whole.

B. Strategy/ies to achieve goal

As part of our rebranding effort, we will focus especially on revising College sites, making sure
they reinforce our core values and brand messages. We will also hold focus groups to measure
user satisfaction.

C. Actions and Time Period (Fiscal Years 12-14)

Beginning in FY13:
    Create a team to develop a plan for integrating our new logos and elements of our
       branding campaign in revising websites
FY13 and FY14:
    Integrate social media consistently throughout the college

D. Inputs needed to achieve the goal
     Input from internal and external focus groups
     commitment from unit heads of a percentage of time by staff

E. Objective Metrics that will be used to track progress towards attaining goal
     Analysis of web site traffic statistics
     Targeted surveys




                                                7
                                  ECAT Network Lab Goals

STRATEGIC GOAL ONE: RESEARCH – Increase collaboration with UA Big Data/Cyber-
Infrastructure initiatives, connecting CALS researchers to the HPPC cluster, and cloud data on
the Internet

A. Current situation and gap between current situation and desired situation

Researchers in CALS need to connect to the campus Big Data cluster. The network link is in
place, but not the software channel that will connect personal workstations and work with the
algorithms and data on the cluster. Those pathways need to be developed.

B. Strategy to achieve goal

Assign ECAT’s Systems Administrator, Ryan Cresawn, to participate in these campus initiatives
and develop plans for creating the needed pathways to utilize the Big Data cluster.

C. Actions and Time Period (Fiscal Years)

Ryan can immediately participate in campus-wide Big Data discussions and planning, but some
buy-out assistance from a BigData/CI grant or other resource will be needed for a student to
help with either that work or with his systems job, or both.

D. Inputs needed to achieve the goal

Hire a student assistant for Systems Administration to release time for Ryan to participate in
these initiatives.

E. Objective metrics that will be used to track progress toward attaining goal

Metrics will be determined by the number of faculty tied into the cluster once the pathways
have been developed.




                                                8
STRATEGIC GOAL TWO: RESEARCH – Expanded development of Web-based applied research
projects, including content-driven projects for translational science with 2-way feeds, e.g.
cotton growers using a CMS-based model with live feeds from AZMET. This goal complements
Extension II below:

A. Current situation and gap between current situation and desired situation

A complimentary initiative to the Big Data goal, this goal focuses on enhancing the connection
between our data/resources and the client or grower in the field. Increasingly, given the growth
of mobile applications use and social media interactive applications, clients from the private,
public and teaching sectors, expect quick access to key information and data, and to CALS
expertise.

B. Strategy to achieve goal

Invest in the development of interactive tools for Web content management and mobile device
delivery.

C. Actions and Time Period (Fiscal Years)

Continue to work with various project teams and UITS to develop Web presence and the
applications. Immediately invest in additional professional development for current ECAT Web
Developers.

D. Inputs needed to achieve the goal

An expanded Web computing team, including expertise in mobile and real-time applications;
also may require additional server space. A student hire could help fill this gap.

E. Objective metrics that will be used to track progress toward attaining goal

Metrics = number of projects and applications developed each year, particularly noting those
that generate revenue streams




                                               9
STRATEGIC GOAL THREE – INSTRUCTION - Develop a course that teaches computer basics,
client/server computing, Web programming, GIS, mobile/wireless, peer-to-peer computing,
Web media and real-time applications.

A. Current situation and gap between current situation and desired situation

No such course is available in the curriculum for CALS majors. One is needed to prepare
students for an increasingly IT-based future.

B. Strategy/ies to achieve goal

Draw on the collective skills in ECAT to team teach it and/or assess opportunities to collaborate
with other units on campus who recognize a similar need.

C. Actions and Time Period (Fiscal Years)

In the next year, begin outlining a curriculum that could be developed into an experimental
course first. In the second year, advertise, schedule, and test the course. If successful, move
toward certification. Determine how the course might fit the CALS requirement for IT (previous
220 course) and could this be a new core requirement? Time period = 2 years.

D. Inputs needed to achieve the goal

This will require a time commitment by most of the Network Lab employees. Thus, it will be
even more important to hire several students to assist in operational and programming
support.

E. Objective metrics that will be used to track progress toward attaining goal

Metrics will derive from student feedback and peer evaluations.




                                               10
STRATEGIC GOAL FOUR – INSTRUCTION – Expand Web-based collaborative instruction
including real-time, peer-to-peer education to anywhere in the state and open curriculum
learning

A. Current situation and gap between current situation and desired situation

Innovative learning spaces and environments have been identified by CALS faculty and
administrators as a key focus. Thus, enhancement of asynchronous non-location specific
learning through the student’s personal cloud, either with an instructor or each other is
needed. Content would tie back to the student’s larger education experience, across different
courses and with students from different educational backgrounds, using real-world data from
cropped or uncultivated lands, and tying in relevant current research data.

B. Strategy/ies to achieve goal

Work with UITS, departments in the college, and Office of Instruction to determine direction
and develop a concrete plan. This would possibility involve some very leading edge
applications, such as personal cloud, fragmented learning, and curriculum redesign

C. Actions and Time Period (Fiscal Years)

Begin to research strategies through such groups as Educause and learning management in
UITS. May need to seek some external funding with ABE and Instruction to develop these
applications. Could use the experimental course in Instruction to pilot some of the concepts.
Time period – 2 to 3 years.

D. Inputs needed to achieve the goal

To support such applications, members of the ECAT Web Development Team, and involved
faculty and students will need mobile devices and data plans.

E. Objective metrics that will be used to track progress toward attaining goal

Metrics = number of faculty and students involved each year.




                                               11
STRATEGIC GOAL FIVE - EXTENSION/OUTREACH - All off-campus sites will operate as though
they are on campus re: voice, video and data connectivity

A. Current situation and gap between current situation and desired situation

Many off-campus sites are connected via slow, costly links that offer limited service in the local
office. These sites need to upgrade connections and install integrated voice, video, and data
converged on IP. This will enable enhanced conferencing, enterprise call management, shared
applications and documents, and other information and data.

B. Strategy/ies to achieve goal

Robert MacArthur continually works with a team from UITS to architect a “campus-like
connection” to all off-site locations. These are handled on a case-by-case basis and as
opportunities arise for efficiencies and cooperative financing.

C. Actions and Time Period (Fiscal Years)

Ongoing, regular visits to locations for the purpose of making estimates and securing vendors to
initiate improvements.

D. Inputs needed to achieve the goal

CALS needs to be prepared to make capital expenditures into offsite connectivity, which in most
cases are paid down with operations savings.

E. Objective metrics that will be used to track progress toward attaining goal

Metrics will be collected on improvements made each year to off-site connectivity. The goal is
100% of off-site locations will have all the capabilities that an on-campus location has for
communications.




                                                12
STRATEGIC GOAL SIX – EXTENSION/OUTREACH – Develop real-time mobile/wireless apps for
growers and client, e.g. plant diagnostics for early detection of infestations and viruses,
epidemiology, vector tracking

A. Current situation and gap between current situation and desired situation

Grower interaction with UA faculty is hindered by time and distance. The goal here is to make
that interaction more real time and granular.

B. Strategy/ies to achieve goal

Need to provide the expertise and support to help build pilot projects with groups of growers,
UA researchers, and Extension agents. These projects can build off the knowledge gained by
previous projects such as AZPDN.

C. Actions and Time Period (Fiscal Years)

Beginning this next year, but over the next two years, expand knowledge about and the use of
mobile technology, GIS, and Web/device apps to provide the infrastructure for meeting this
goal.

D. Inputs needed to achieve the goal

Need to provide ongoing professional development for all technical staff and gain funding from
grants to apply and test applications.

E. Objective metrics that will be used to track progress toward attaining goal

Metrics will include number of projects initiated each year, as well as an analysis of Google
Analytics reports and surveys of growers/clients perceptions.




                                                13
                                     Multimedia Unit Goals

STRATEGIC GOAL ONE: Increase number of distance learning and online courses

A. Current situation and gap between current situation and desired situation
- Under previous leadership and with legacy equipment and technology, online/DL courses
could only be offered in two ways – through large scale software authoring and video
production for capturing lectures and broadcast/archive. As the capacity was somewhat
limited these services were not advertised and instead relied on word of mouth.
- As technology has advanced, it is now easier to capture lectures using more effective and
useable methods. This ability, along with current course management systems, offers an
efficient means for keeping online courses fresh and up-to-date, and makes it possible to offer
hybrid courses that can leverage real time interaction live or online with content.
- This technology can also be used to develop “Flipped” courses. In this model students watch
lectures online and use class time for discussion, assignments, and other activities.

B. Strategy/ies to achieve goal
- Build server capacity to allow reliable and efficient delivery of high bandwidth multimedia
materials.
- Update CALS controlled classrooms (and McClelland Park auditorium) to allow newest
technologies to be integrated quickly and easily as they emerge.
- Give faculty who would like to build online content preference in scheduling these rooms.
- Publicize these services to attract faculty.
- Leverage emerging campus resources for online courses to minimize costs to CALS.

C. Actions and Time Period (Fiscal Years)
- Remain involved in campus wide classroom technology working groups (Present – ongoing)
- Build CALS server infrastructure (Present - summer 2012)
- Enhance ECAT website to provide detailed information to faculty in search of assistance for
creating online courses. (Summer 2012)
- Upgrade classrooms with new technologies (Summer2012 - summer2013)

D. Inputs needed to achieve the goal
- Expand website design capabilities
- Provide priority access to “well equipped” classrooms to faculty with courses that make use of
the technology.
- Replace undersized Forbes 110 facility with a larger classroom space.
- Gain financial assistance to improve CALS classrooms.
- Once the number of online courses increases, more staffing will be needed. A student
position could fill this gap for the medium term.
- Retrain video producer to assist in this effort.

E. Objective metrics that will be used to track progress towards attaining goal
- Track number of new online courses developed each year and survey faculty on usability.

                                               14
STRATEGIC GOAL TWO: Integrated conference support services

A. Current situation and gap between current situation and desired situation
- In recent years we have been asked to assist in a variety of conferences and submit proposals
for others. This activity has led to the realization that it is often possible to provide superior
conference support on a number of levels at lower costs than outside entities.
- Currently each of the three ECAT units provides support to various aspects of conferences, i.e.
registration, website, AV, broadcasting/archiving. Combining these services into an integrated
package will allow a single point of contact that can tailor support to the requirements of a
particular conference.

B. Strategy/ies to achieve goal
- Achieve consensus within ECAT as to what services can and should be provided, who will
provide them, and a method for managing projects to ensure quality and equitable distribution
of revenues.
- Develop a scalable method to broadcast conferences as webinars and archive them to allow
on-demand viewing at later dates. Current technologies only allow small scale webinars.
- Develop true cost accounting structures.
- Publicize service through website and direct communications.

C. Actions and Time Period (Fiscal Years)
- ECAT needs to reach a consensus about conference support services (Summer 2012)
- Develop scalable webinar solution (although large scale webinars including many hundreds or
1000+ viewers are likely in a future timeline). (Summer 2012 - Spring 2013)
- Develop true cost structure
- Redesign and update ECAT website. (Summer 2012)

D. Inputs needed to achieve the goal
- Most resources are in place to begin working on this goal.
- Purchase and maintain at least one and preferably two high power laptop computers and
audio equipment; although some equipment can be rented as needed for a price.
- If this proves to be a viable service, additional staffing will be needed (lower cost and
technically competent) to increase economic efficiency. This could be a student position.

E. Objective Metrics that will be used to track progress towards attaining goal
- This will require some thought as to how to measure the impact of the initiative as no two
conferences are the same and the inputs required to support them as well as the impact of the
conferences vary greatly. However, short evaluative surveys at the end of each conference will
be used to assess perceptions on the viability and usefulness of each of the support services.




                                                15
STRATEGIC GOAL THREE: Continue to provide and upgrade real time collaboration support

A. Current situation and gap between current situation and desired situation
- Until recently, distance collaboration only had available standard videoconferences and
inefficient web meeting technologies. Now, there is an explosion of efficient technologies that
offer even better collaboration than videoconferences, while at the same time
videoconferencing has changed to more lifelike, high definition technology (often labeled
Telepresence).
- Currently, videoconferencing support is provided on a limited basis, although demand for
services beyond Skype and similar technologies is growing.
- In particular, there is a desire for high quality collaboration tools between the geographically
dispersed centers such as Yuma Ag Center and campus.

B. Strategy/ies to achieve goal
- Work with campus wide technology working groups to leverage centralized resources as they
become available to provide services in an efficient manner.
- Conduct surveys, and research and test most appropriate technologies for room-based and
desktop use.
- Support these technologies in several conference rooms and work with individual
departments to add capabilities to their conference rooms.

C. Actions and Time Period (Fiscal Years)
- Perform surveys, research and test most appropriate technologies for room based and
desktop use. (ongoing)
- Use Forbes 307 as a pilot facility. Perform minor upgrades on 307 to enhance efficient use as
conference facility. (Summer 2012 preferred)
- Provide simple documentation to allow user self-support. (Summer 2012 if upgrades made)
- Run pilot tests on collaboration. (ongoing)
- Publicize capabilities. (ongoing as soon as new services become available)
- Set up pilot off campus site, for “telepresence” preferably using new equipment but possibly
using backup unit currently available. (Fall 2012)
- Develop simplified, standardized design to allow efficient scaling to multiple rooms. (Spring
2013)
- Determine cost/benefit structure to determine appropriate pricing. (Fall 2012)

D. Inputs needed to achieve the goal
- Selection of a scalable software/hardware solution. For the present, this will most likely
remain a hosted solution. We are currently running a pilot project which is bringing in revenue
to cover costs but, as we scale up, it would be preferable to keep cost low enough that we
could provide these services at no cost as the cost of tracking and billing might approach the
cost of providing the actual service.
- Funds to enhance the usability of Forbes 307 and give it a more professional appearance.
- A rebuild of the current Forbes 110 classroom is needed and while no major costs are
anticipated in the short term, relocation to a larger space is necessary to meet demand.

                                                16
- The “telepresence” pilot testing project will require minimal inputs other than time and some
travel funds to a remote location or locations.
- If pilot testing is successful, the next step will be to propose a budget for phased
implementation.

F. Objective Metrics that will be used to track progress towards attaining goal
-Short evaluative surveys at the end of selected videoconferences will be used to assess
perceptions on the success of the online meeting.




                                               17
STRATEGIC GOAL FOUR: Increase the availability of cost effective, high quality video production
services for outreach and online use while maintaining the ability to provide professional “broadcast
grade” services

A. Current situation (i.e., problem to overcome/opportunity to capitalize on) and gap between current
    situation and desired situation
- In the past we have created two types of video production: highly produced programs with medium to
large budgets and “quick and dirty” productions with no post production (examples of the second type
are classes which are recorded automatically and self-service faculty recordings in Forbes 110).
- We would like to add an emphasis on a medium grade production service which would provide high
quality, edited productions tailored to areas which may need lower budget, higher volume service or
high quality, quick turnaround service (such a video clips for websites). This would allow us to more
effectively build on the existing video production talent and infrastructure.
- We have the basic infrastructure to begin working towards this goal, but may need to add capacity as
work load increases.

B. Strategy/ies to achieve goal
- Expand awareness of different types of video services available
- Provide equipment on a checkout basis as well as training to make it possible for users to create their
own recordings in situations where it is not cost effective to send ECAT video personnel (an example
might be overseas travel).
- Increase capacity of encoding workstations to allow for high throughput of high quality encoding and
compression.
- Hire student workers for a dual purpose of cost effective labor and on-the-job practical media
experience under an experienced video producer.
- Provide self- service spaces for recording and editing.

C. Actions and Time Period (Fiscal Years)
- Revise ECAT website to include more on video options (Summer 2012-Fall 2012)
- Build and install new video encoding capacity (Spring 2012-Summer 2012)
- Build internal firewalled high speed network to facilitate improved workflow (Summer 2012)
- Place information about video services in CALS weekly bulletin and Tuesday Morning Notes
- Develop improved metrics to track output

D. Inputs needed to achieve the goal
- Second field production setup
- Develop rate structure
- Recruit and train student worker(s)

E. Objective metrics that will be used to track progress towards attaining goal
- Keep a current record of the number of videos developed each year and in each of the three
categories.
- Conduct a simple survey of clients to assess the successfulness of their experiences with video and/or
the video production team.




                                                    18