Blue Book ITS presentation for CD-ROM uses

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					Annual “Blue Book” Review
IRMPPC Meeting June 10th, 2005

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Agenda – Annual Review (June ’05)
Highlights of Constituent Priorities Based on Annual “Sweeps” Process and report highlights of ITS Accomplishments
– SC3,AACC,IACC

Looking forward to next year- Committee’s Guidance Capstone Comments Sample Reference Documents to be Included on “Blue Book” CD
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Agenda – Annual Review (June ’05)
Reporting Format:
– Major Benefits Derived Committee/functional combination – What Was Learned – What Needs to be Done – FY 2005/06
» To be supplemented/adjusted at Summer Conference Committee-June 21st, 2005

– Issues Requiring Advice – FY 2005/06

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Major Benefits Derived – SC3
Strong student participation and commitment Provided excellent advice to OAR on communication plan to students regarding registration changes Identified priorities for best practices with Learning Management Systems to help students Provided input to Desktop Security recommendation
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Major Benefits Derived – SC3
Input to future campus sponsored web space requirements for students (migration from HP environment to new environment) Provided input to campus portal survey tool pilot, guided ECAR student survey on IT services Suggested implementation of linking multiple course section discussion boards under Blackboard...added functionality result
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Major Benefits Derived – SC3
Wireless environment standardized on campus, implemented in common areas of Residence Halls and other Department driven areas Printers in labs refreshed with color at same pricing Access to grades, schedules and other Mustang Info features migrated to uPortal with 24/7 access except for transcripts

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What Was Learned – SC3
Learning Management Systems must be in a highly available environment Students will use Cal Poly sponsored web space for personal uses if enough space is provided Portal survey tool has great potential but begs policy and process questions There is strong and broad student interest in providing valuable input to technology requirements and services (over 600 responses to SC3 Sweeps survey)
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What Needs to be Done - FY 2005/06 – SC3
Email/Calendar/File Space implementation Increase reliability of services (e.g. Blackboard)...assess next stage options Expanded deployment of wireless coverage Expanded and consistent use of learning management/collaborative environments

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Issues Requiring Advice - FY 2005/06 – SC3

How best to implement policy and practices for use of a portal based survey tool? How best to ensure zero downtime for critical systems used for student learning? How best to encourage best practices for both faculty and students in a learning management system?

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Major Benefits Derived – CCS (1)
TII Implementation Complete
– Standardized network infrastructure, Network policies, standards and connection processes vetted via constituent committees and implemented. Remediation of final “outliers” in progress

Utility Grid Computing Environment
– Partnership between Computer Science Department and ITS to provide high-end grid computing environment for research use. Purchase this year with grant funding, implementation 2005/2006.

Network Authorization/Virus Protection
– Completed trial in partnership between ITS and ResNet with conclusions leading to planned implementation 05/06 of user based network authentication and “clean machine” features for Residence Hall users. Clean machine feature ensures ResNet user computers have latest patching and virus protection before allowed on the network. ResNet reliability and availability expected to increase and staff overhead to manage events to reduce dramatically.

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Major Benefits Derived – CCS (2)
Continued support of OCS Implementation
– CCS provides operating system and network security/load balancing role in project – Service Model of Dev/Test/Production fully implemented for PolyComm

Virtual Machines a plus
– Using software to create many virtual operating system environments on one physical system enables CCS to respond quickly to new requests. This works especially well for providing the “Dev” in Dev/Test/Prod.

Tape backup system upgrade
– In order to keep up with growth (13 TB/mo in May 04 to 25 TB/mo in May 05) and in alignment with refresh planning, migration to a new library system has begun. (from DLT 40 Gig/tape at 12 MB/sec to LTL2 200 Gig/tape at 60/MB/sec)

Clear Exit path confirmed and approved for Mainframe services
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What Was Learned – CCS
With the interdependence of the authorization systems, application presentation (portal) and software servers, and database environments – Test environments MUST look like Production environments to ensure smooth roll-outs. Standardization does not equate to mediocrity but instead a reliable technology infrastructure. A transparent advisory system for development of campus policy, standards and procedures as well as clear communication during deployment can ensure user needs are met while providing a robust information technology infrastructure. Strong connections to and participation with CSU, CENIC and local City/County/County Office of Education initiatives promote outcomes that benefit us all – “Enlightened Self-interest”.

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What Needs to be Done - FY 2005/06 – CCS
Fully support the implementation of the campus Information Security Program with projects such as VPN services, authentication for wireless users, data center firewall implementation Enhance availability/reliability for key applications such as Blackboard. Complete migration from legacy HP systems to new Unix-Linux environments Continued support of campus wiring build-outs – both Major Cap and remodeling projects. Participation in Student Housing North communication planning.

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Issues Requiring Advice - FY 2004/05 - CCS
How best to we structure our financial and resource planning to ensure technology refresh is built into our operational practices for the campus? How best can we prepare for the changes ahead with the increase of on-campus residents? Preparing for commercial technology services as they are brought on campus via policy and planning discussions (e.g. commercial VoIP services using our network, continued mobility of students/faculty/staff)? Leadership in strategy and execution for leveraging the infrastructure to enable the “chickens to deliver the right eggs” e.g. academic grid utility - “deep computing", Internet-2,SANS, OCS-collaboration tools, uPortal, “city fiber”, etc.?
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Major Benefits Derived – AACC-AIM
Implemented first of its kind Oracle Collaboration Suite (OCS) implementation.
– Combined OCS components with Oracle Business Intelligence tools for university reporting within the same hardware infrastructure – OCS Calendar rolled out to all existing campus calendar users – OCS Email beginning implementation with full rollout completion scheduled for Summer 2005 – Initial high-level overview of additional OCS modules completed, further analysis and review with computing committees will be accomplished during the 05-06 Academic Year
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Major Benefits Derived – AACC (2)
Completed TII Implementation Portal enhancements highlights:
– “Course Info” channel available with combining student information such as BlackBoard, registration, class lists – PeopleSoft HR Self-Service – PolyComm access channels – Registration Status Channel
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Major Benefits Derived – AACC-AIM (3)
Implemented registration system changes in coordination with OAR as defined by campus Registration and Scheduling Committee
– Wait listing – ePermits

Adopted Wireless Strategies standards and processes Made excellent progress in launching an accessibility program Made excellent progress in documenting the campus’ information security policy/program
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What Was Learned - AACC
Need continued focus on infrastructure to continue to grow and strengthen the university’s technical infrastructure Need to continue to grow relationship between ITS and LAN Coordinators to most effectively support university wide technical initiatives (e.g. OCS) Need active participation and input from AACC membership on technical issues and policies to support the most effective implementation and use of technology on campus Continue to focus priorities in key areas to allow for proper focus and progress against these priorities

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What Needs to be Done - FY 2005/06 – AACC
Address ITS staff resources to proper level Complete PolyComm implementation Complete move to next generation campus reporting tool Continue top priority focus on production support Continue support for “Poly Progress” Ensure full support for PeopleSoft SA Implementation & Finance Upgrade
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What Needs to be Done - FY 2005/06 – AACC (2)
Continue supporting key system-wide initiatives; e.g. SIMI (identity management) Continue the effort to move forward in ensuring Cal Poly’s systems and services are ADA compliant Continue work toward implementing campus Information Security Program (ISP) and security recommendations
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Issues Requiring Advice - FY 2005/06 – AACC
OCS next steps (e.g. Files vs. Web Conferencing vs. Instant Messaging, etc) Framework for Decision Making for Software Acquisition Policies, Standards and Procedures on a variety of enterprise wide technologies including:
– Portal – Identity Management
» Authentication

Campus Level Issues:
– Key PeopleSoft SA functionality requirements – Predictive Planning Opportunities...student success priorities – Parent Program support
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Major Benefits Derived –AIM (1)
Championed K-20 initiative to provide a common Web infrastructure to share common content with and among K-20 institutions and constituents Identity Reconciliation System now in place (referenced in AACC 04-05 priorities) – the infrastructure is now in place to identify all roles an individual has at Cal Poly Cal Poly worked with CSU, Stanislaus as part of an NSF grant coordinated through the Chancellor’s office to implement directory and authentication services residing at Cal Poly to support the Stanislaus campus AIM and campus staff playing pivotal role in HOSS data center RFP Developed method to “deep link” into PeopleSoft after single sign-on authentication. AIM staff did presentation at HEUG on methodology for accomplishing this.
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What Was Learned - AIM
Replacing the messaging and calendar systems has far reaching campus impacts, from new policies to desktop client support (CARRY OVER FROM 03-04) LAN Coordinators are key to a successful campus level applications rollout (e.g. OCS)

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What Needs to be Done - FY 2005/06 – AIM (1)
Complete OCS rollout Plan and begin next phase for OCS
– Upgrade product to next version which provides significant additional functionality – Begin working on next modules to implement

Provide support for PeopleSoft Student implementation
– MCA development – Registration modifications – Data warehouse infrastructure and campus reporting tools implemented – Overall system implementation support
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What Needs to be Done - FY 2005/06 – AIM (2)
Support projects to help eliminate few remaining HP servers
– E-mail routing project – Directory upgrade

Password Manager Enhancement (password expiration) Continue the migration of the portal application to a high availability infrastructure Migrate Blackboard to a load balanced environment to provide a greater level of application stability Migrate Alumni to Enterprise directory to allow authenticated services for alumni
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What Needs to be Done - FY 2005/06 – AIM (3)

New Prospect data warehouse table to support Admissions processes and reporting Advancement data warehouse tables to support Advancement reporting out of central data warehouse Advance CS upgrade
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Issues Requiring Advice - FY 2005/06 – AIM (1)
OCS next steps (e.g. Files vs. Web Conferencing vs. Instant Messaging, etc) Framework for Decision Making for Software Acquisition Policies, Standards and Procedures on a variety of enterprise wide technologies including:
– Portal – Identity Management
» Authentication

Campus Level Issues:
– Key PeopleSoft SA functionality requirements – Predictive Planning Opportunities...student success priorities – Parent Program support
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Major Benefits Derived – IACC (1)
Campus Workstation Program, Academic Software and Cal Poly “Digital Marketplace”
– Enhanced service levels and expanded program based on specific inputs, in light of budget reductions – Expanded site-license software pooled purchases including terms and conditions for on and off-campus use – Expanded the Cal Poly Portal channel for authenticated, high-speed software downloads – Enhanced the Cal Poly Portal “Digital Marketplace” channel for college and personal computing and peripheral purchases – Facilitated pooled purchases saving the campus over $150K
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Major Benefits Derived – IACC (2)
ADA-Accessibility Strategic Campus Initiative
– Developed and executed “the plan for the plan” with widespread campus awareness with full support of Office of President, Academic Senate, Disability Resource Center, campus computing committees.
http://accessibility.calpoly.edu/

– Cross-trained existing staff to provide quality assurance and hands-on guidance to campus community

Learning Management Systems
– Expanded support, training and utilization, each more than 15% (year over year), in support of teaching and learning activities, student success initiatives. – Completed significant upgrade to Blackboard v6.1 but then experienced significant performance issues requiring escalation to vendor’s senior management.
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Major Benefits Derived – IACC (3) Smart Rooms: Refresh and Build-out
– Essential to maintain adequate funding for existing Smart Room refresh cycles (starting to fall behind, due to budget cuts) – Requests for new Smart Rooms continue to increase, yet demand data indicates capacity exists – Collaboration model between ITS, colleges and Facilities on campus build-out planning and standards working well.
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Major Benefits Derived – IACC (4)
Active Participation and leadership in CSU System-wide Initiatives (instruction and infrastructure centric)
– K-20, SIMI, TII, SWAT-II, CATS 2005, e-ERP and Learning Management Systems, IT Security and Policy Planning

Active Vendor Management and Negotiations
– Significant savings (> $150K to campus), extended terms and conditions in software, support and training materials in infrastructure, pooled training and common standards

Project PolyComm
– Active involvement of LAN Coordinators and campus constituents in testing phases, resulting in improvements in rollout processes to the campus.
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What Was Learned – IACC
Active participation from committee members on a broad range of complex issues has resulted in consistent and effective guidance Faculty play a key role in shaping and defining teaching and learning roles, priorities and choices in context of requirements gathering and priorities for innovation in adopting new technologies Awareness and active participation in CSU initiatives is essential (e.g. to help shape and guide processes and outcomes)
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What Needs to be Done - FY 2005/06 – IACC
Strengthen IACC linkages with college computing committees for effective and timely bi-directional communications Advice on “best practices” for blending teaching, learning and technology Articulate requirements of “next generation” e-ERP Learning Management Systems in context of teaching and learning and CMS Student Administration Provide guidance and actively participate in campus ADA-Accessibility initiatives. Analyze, explore and provide recommendations for hybrid model of centralized and decentralized computing
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Issues Requiring Advice - FY 2005/06 - IACC
Specific alignment of communication channels and college computing committees and accountability for effective and timely bi-directional communications to IACC Analyze, explore and provide recommendations for hybrid models of centralized, decentralized and team based computing and support services delivery Articulate requirements of “next generation” e-ERP Learning Management Systems in context of teaching and learning and CMS Student Administration
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What Was Learned – USS
Active outreach and bi-directional feedback with the campus community on a broad range of complex issues has resulted in consistent and effective guidance Communicate, communicate, communicate!!! Faculty play a key role in shaping and defining teaching and learning roles in context of requirements gathering and adopting new technologies Awareness and active participation in CSU initiatives is essential (e.g. to help shape and guide processes and outcomes)
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What Needs to be Done - FY 2005/06 – USS
Strengthen linkages with college computing committees for effective and timely bi-directional communications Advice on “best practices” for blending teaching, learning and technology- to better support the mediation of instruction in a scaleable way Analyze, explore and provide recommendations for hybrid model of centralized, decentralized and team based computing and services support Articulate requirements of “next generation” e-ERP Learning Management Systems in context of teaching and learning and CMS Student Administration Implement desktop management and security “best practices” to harden campus infrastructure in support of teaching, learning and administrative activities

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Major Benefits Derived – OCIO Policy Assurance (1)
Increased awareness of IT policy and its importance and impact on the campus
– Adopted and vetted with constituent groups a new IT policy development framework that distinguishes between policy and the standards, guidelines, and procedures to implement the policy

Ensured campus compliance with new laws and CSU Executive Orders
– Americans with Disabilities Act (ADA) – Protection of personal information
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Major Benefits Derived – OCIO Policy Assurance (2)
Applied new policy framework to specific policy development efforts
– – – – – – Network Attached Devices Web Accessibility Use of Electronic Recording Devices Software Acquisition Portal Integration Desktop Security Initiatives
» Hard Disk Wiping » Anti-Spyware » Automatic Patching

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Major Benefits Derived – OCIO Policy Assurance (3)
Implemented confidential fields for tracking and recording policy violations and security incidents in Remedy Eliminated use of SSN on PolyCard and identified other campus uses for possible elimination in the future Strengthened communications and coordination with University Police Accelerated response time and streamlined procedures for blocking infected computers
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Major Benefits Derived – OCIO Security Assurance (1)
Added enterprise technical architecture and security assurance function Strengthened communications with campus Information Security Officer (ISO) and Information Security Committee Campus input and direction on system-wide policy development, incident response, etc. Increased campus awareness of security issues, e.g., joint development of security website, promotion of Cyber Security Awareness Month, campus presentations, etc.
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Major Benefits Derived – OCIO Security Assurance (2)
Expanded knowledge and expertise in forensics tools and investigation practices Tested use of network logon for tracking policy violations and automated tools for updating and patching computers (ResNET) Worked with key corporate partners; e.g. Oracle, to address specific security items and form shared strategic approach to meeting campus and system needs.
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What Was Learned – OCIO (1)
Policy and Security Assurance
– The nature and volume of transactions demands a consistent, coordinated and timely “incident response approach” to protect campus resources and minimize loss of productivity – Incident response management, tracking and proactive risk assessment must be used together to guide implementation of measures to detect and protect against actions/events which may interfere with the University's ability to carry out its mission. – Additional legislation and compliance issues are inevitable. We must be diligent in development of policy, standards, and procedures to address security risks -- to meet campus needs and to reduce/mitigate negative short-term impact of legislative requirements
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What Was Learned – OCIO (2)
Policy Assurance
– IAAA model (identification,authentication, authorization, and accounting) and standardized, automated controls are essential tools for effective policy enforcement – Pilot projects can be effective in testing and evaluating best practices and policy implications and potential campus application – Policy participation in project teams and consultation is critical to ensure policy areas are addressed from the outset – Campus consultation and input on policy development and implementation is invaluable
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What Needs to be Done – FY 2005/06 – OCIO (1)
Security Assurance
– Promote a more integrated approach to security management and leadership at a campus and system level (e.g., CSIRT concept) – Implement forced password change process accompanied by affirmation of confidentiality-security agreement and RUP – Pilot campus-wide risk assessment process – Pilot / implement intrusion detection – Establish shared space with University Police to conduct forensics investigations – Train selected ITS staff on forensics tools – Continued partnership with ISO and campus to provide outreach and security awareness, materials so individuals can make the right decisions
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What Needs to be Done – FY 2005/06 – OCIO (2)
Policy Assurance
– Continue to improve and to work and communicate the policy matrix as defined – Identify, review and document standards, guidelines and procedures to implement policies – Develop new policies and related standards and practices to address emerging issues, such as use of surveys, information competency, recording devices, network logon, etc. – Proactive policy planning in anticipation of emerging technologies such as VoIP, etc.
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Issues Requiring Advice – FY 2005/06 – OCIO
How to prioritize / secure funding for initiatives with a wide campus impact ? (e.g., security, business continuity, campus workstation program) How to raise awareness, develop business model and secure funding for equipment and systems “refresh” in a baseline world? How to seek / achieve campus buy-in for strong security practices – institutionalize the concept of information security as a mission-critical priority for the university? Mobilization and communication on policy agenda items, security awareness campaign, and risk assessment process?

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Major Benefits Derived – OCIO – Financial Assurance (1) Instituted ITS Funding Reinstatement Strategy – and disciplines...Closer to balanced run rate as a result Negotiated system-wide Oracle site license – Cost escalators at 0% through August of 2010

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Major Benefits Derived – OCIO – Financial Assurance (2) Continued to refine business processes to:
– Understand our costs – Make the wisest possible resource allocation decisions (both financial and human resources) – Work toward best service mix to meet IT needs of students, faculty and staff

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What Was Learned – OCIO – Financial Assurance
Careful resource planning can yield survival in tough times Service expectations are always on the rise – transactions continue to increase, even when resources decrease... “Doing more!!!, Doing more with less, Doing more for more!!!” mantra Essential nature of institutional standards and practices are accentuated in harsh budget times – consolidated direction and single focus can yield lower IT costs
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What Needs to be Done – FY 2005/06 – OCIO – Financial Assurance (1)
Actively work the reinstatement strategy to achieve best (tightest, smartest, most flexible and appropriate) IT funding model and portfolio of services and service levels Continue to actively manage the ITS service portfolio, seeking business economies and best possible service offering mix Develop strategies for meeting campus IT goals with a much more restricted budget
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What Needs to be Done – FY 2005/06 – OCIO – Financial Assurance (2) Develop long range planning scenarios for funding future IT service offerings – proactive vs. reactive Better communicate results to campus constituents – celebrate victories, acknowledge problem areas, work toward resolution with an informed clientele
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Capstone comments
Key perspectives to guide the next year and beyond
Be and remain strategic as an Information Resources “mpp” ( management, planning and policy) committee ...engage in the full agenda and help it be a strong one, and one that is moved and acted on!! Work with the next CIO to revisit the core IT issues and processes and revisit/renew the strategic plan based on the best next view of the campus’s strategic direction under its new leadership
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Capstone comments
The ITS Team can deliver on the expectations of IRMPPC and your stakeholders but in last few years the overall resources and funding levels are and have been adversely, impacting the honest needs for support and new projects/services, especially in the Academic Technology and Support areas...the IRMPPC needs to work that set of problems first and constantly. Security, sane policies and compliance to current and new legal activism MUST merit your attention and support...truly “nontrivial” regardless of how difficult, at times, they are to act on and resolve. The CSU system IT leadership will continue and possibly may increase in their role and impact on what we can get done on our campus and how we do it here w/ IT services. We must be and stay engaged at all levels with the CSU’s working and strategic agenda regardless of its strengths or weaknesses

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Capstone comments
“Nemo dat quod non habet” ... OR “No one can give that which they do not have” which applies to us here as follows... We have in place a valuable set of resources and assets
– In people, and through alliances, in governance processes and with a history of general willingness to support IT from our campus...

But if we continue to expect MORE without ADDING to the effective resource level and in support of effective sponsorship then the “MPG efficiencies and alignment” we now have could be lost and the momentum thus far achieved from the overall productivity of the existing investments and resources will “run out of gas”.
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