District Tech Plan Road Map 2017-2022

2016 - 2020 Implementation Timeline
Fall August-December Red: Immediate, Yellow: Short Term
Spring January - May Green: Long Term, Blue: Important Ongoing
Summer June - July
Plan Implementation Steps Plan Section 2016 - 2017   2017-2018   2018-2019   2019-2020
F16 Sp 17 U17   F17 Sp18 U18   F18 Sp19 U19   F19 Sp20 U20
1. Network, Infrastructure, and Security                                
1.  Working with the California Community Colleges Chancellor's Office and Corporation for Education Networking Initiatives in California (CENIC), complete the district's primary 10 GBPS network ring by fall 2019. Network Connectivity                              
2.  Working with the approved vendor, Comcast, install the district's secondary network.  Complete network installation by fall 2018. Network Connectivity                              
3.  Implement reliable, resilient, and performant wide-area network with appropriately sized redundant network links and appropriate equipment to achieve desired results and reliability targets. Infrastructure                              
4.  Replace obsolete network core and distribution equipment at each college. Infrastructure                              
5.  Replace obsolete network cabling infrastructure in critical locations at each college. Infrastructure                              
6.  Create, distribute, and enforce telecommunications design guidelines, installation standards and specifications for all of Construction Specifications Institute Master Format Division 27 and appropriate components of Divisions 25, 26 and 28. Infrastructure                              
7.  Complete a district-wide full IT security audit to identify risks to and vulnerabilities in network architecture and implementation, data acquisition and management, data storage and disposal, and user account creation and management. Security                              
8.  Prioritize and identify resources to complete network security remediation projects identified in external assessments of district firewall architecture, internet architecture, network core architecture, and technology environment conducted in 2014, 2015, 2016. Security                              
9.  Review the process for creating, granting, and terminating user account access to data through security permissions and identify opportunities to improve control over access to sensitive data in all environments that handle sensitive data. Security                              
10.  Identify and implement network security management standards, visibility and notification tools, data loss prevention tools, and secure environment virtualization solutions dedicated to improving the LRCCD security posture. Security                              
11.  Expand security awareness training. Security                              
2. Technology Environment                                  
1.  Update Spanos Court and FLC data centers to allow 100% capacity in the event of a disaster, including 'smart row' data center cabinet technology incorporating the utility power, uninterruptable power supply (UPS), environmental controls, air conditioning, and space for networking equipment, servers, and storage. Disaster Recovery Business Continuity                              
2.  Increase network redundancy by completing project to install additional network connections to eliminate the dependency on the Spanos Court site and allow most district and college sites to remain functional.  Add equipment and software that handles the Domain Name Service (DNS) and Dynamic Host Configuration Protocol (DHCP) to the FLC data center to provide quick recovery from a site disaster. Disaster Recovery Business Continuity                              
3.  Conduct and distribute a complete inventory of production network equipment, network attached devices and network attached peripherals.  Inventory captures asset information as well as age, end-of-support and end-of-life dates, estimates for remaining useful life, estimated replacement cost, and budget year for replacement. Maintenance & Life Cycle                              
4.  Assess inventoried equipment, devices and peripherals for effectiveness, functional relevance, conformance to standards, and appropriateness for future use. Maintenance & Life Cycle                              
5.  Establish and publish equipment standards and equipment replacement cycles for customary equipment.  While equipment standards and replacement cycles may be different for individual colleges, all DOIT managed equipment and replacement cycles will be consistent and the purposeful, tactical selection of equipment standards must be based on performance requirements in support of the overall network service strategy. Maintenance & Life Cycle                              
6.  Develop equipment replacement plans and ageing reports to support annual equipment replacement budgeting.  Requirements include a minimum of five years’ projection for production equipment replacement expenditures and include plans, budget requests, and expenditures looking back at least three years.  Implement replacements as planned. Maintenance & Life Cycle                              
7.  The district and colleges will form a work group to review the current websites to create and implement consistent student-centered content and navigation. Outside expertise will be engaged as needed.  Implementation will be completed by May 2018.  Websites                              
8.  A district-wide Technology Accessibility Task Force has been formed to develop consistent accessibility standards to meet federal ADA technology accessibility standards by December 2017 for implementation by May 2018. Websites                              
9.  Migrate District official employee email services to hosted Exchange Online using Office 365 – Includes both fully hosted and hybrid Exchange environments. Email Services                              
10.  Perform a business process analysis and assess the overall effectiveness of the current Los Rios Gmail communication approach specifically as it relates to its success and ease of use for district email communication with prospective students, new students and former students. Email Services                              
11.  Explore use of student personal email as additional method of communication with students and draft a plan for District use of student identified preferred email communication vehicles that meet email communication needs for reaching prospective, current, and former students. Email Services                              
12.  Publicize district Help Desk services and expectations by creating and distributing informational documents to better communicate Help Desk services.  The documents should include information about all available technical resources (college, district, and vendor/publisher) and their available hours and contact information. Help Desk                              
13.  In coordination with colleges, DOIT and District Research will create and administer a student satisfaction survey, specifically focused on Help Desk services.   Help Desk                              
14.  Evaluate options to expand Help Desk hours of service, including additional staffing and/or outside services to better respond to user requests during high volume periods and during non-business hours. Help Desk                              
15.  Complete implementation of a Help Desk ticketing, service tracking, and incident reporting tool currently in the initial stages of implementation.  The tool will provide improved tracking handling, and reporting open incidents, closed incidents with action results and volume of incidents over time for each specific component of districtwide software applications and infrastructure. Help Desk                              
16.  Develop and deploy a mobile application that will function as a portal for mobile interfaces to district enterprise applications.  This portal to the mobile interfaces will allow for the placement of enterprise mobile interfaces in an easily found centralized location.  The district mobile application should include at a minimum access to eServices, the district LMS, Library (ILS), library discovery services, and the student email site.  The LRCCD mobile application will support a communication channel to mobile smart devices notifying students of messages (e.g. emails, texts, etc.) sent to their eServices and/or email accounts.   Mobile Ready Apps                              
17.  Conduct a district-wide employee assessment to determine technology professional development needs. PD for Ed Users                              
18.  Create online, onsite, and off-site technology training opportunities and provide employee access to the training. PD for Ed Users                              
3. Academic and Instructional Computing                                  
1. Transition all Los Rios online, hybrid, and web enhanced courses, as well as the online student college orientation and student club and organization sites from their current LMSs to Canvas by January 1, 2018.   Online, Hybrid, Web Enhanced                              
2. Provide professional development for all faculty transitioning courses to Canvas and classified staff who support students and faculty in their use of Canvas.  Provide student orientations to Canvas either prior to enrolling or within assigned courses.  Online, Hybrid, Web Enhanced                              
3. Define the roles and responsibilities for ensuring compliance with ADA technology accessibility laws, including how to appropriately select and use 3rd-party learning tools and other interfaces to the Canvas environment. Online, Hybrid, Web Enhanced                              
4. Develop additional methods to consistently provide needed information to prospective students regarding the level of online activity required for each class section and provide enhanced access to modality data needed by college and district Research Offices to meet internal and external reporting requirements.  Online, Hybrid, Web Enhanced                              
5.  Continue support of the current Sierra Library System for all four colleges. Library Information System                              
6.  Ongoing assessment to ensure ILS is meeting college needs. Library Information System                              
7.  Review current online tutoring services offered by colleges and those tutoring services available through OEI to determine best options for services at reasonable cost.  Select and implement any new service choices.  Continue to regularly track online tutoring service use so that services can expand as needed. Tutoring                              
8.  Maintain current Socrates CMS system and improvement processes as long as they meet colleges’ needs and state requirements. Curriculum Management System                              
9.   Form a district-wide taskforce to complete a review of potential scheduling and resource optimization software products inspring2017to better meet student education goals, reduce time and effort required of the manual processes, and optimize facility usage. Course Scheduling System                              
10.   Select, purchase and implement new course scheduling system by January 2019. Assess course and resource scheduling software effectiveness by January 2020 and adjust as needed. Course Scheduling System                              
11.   College professional development centers' personnel will inform and facilitate faculty use of the new California Community Colleges Chancellor’s Office online Professional Learning Network (PLN) (https://prolearningnetwork.cccco.edu/). The centers will continue to foster faculty innovation through identifying and implementing new technology training opportunities and encouraging use of college professional development funds designated for faculty attendance at workshops and conferences focused on cutting-edge technology practices in education.  Faculty Technology  Skills and PD                              
4. Student Services Support Computing                                  
1. Mid and Long Term: Adopt and incorporate the state CAI tool.  Incorporation of the CAI tool will include the adoption of the CalPASS Plus Multiple Measures model incorporating state-wide student academic history.  An interface will be developed to integrate CAI results and information into the district's PeopleSoft Student Information System (SIS).  Authentication capability will be developed to allow use of LRCCD ID and password to gain access to State CAI tool.     Student Assessment                              
2.  Maintain the online orientation in D2L until it is transitioned to Canvas by December 31, 2017.  Develop enhancements to the PeopleSoft interface with Canvas to capture additional data on student completion of individual modules and to provide automated reports. Online Orientations                              
3.  Explore and implement as possible additional enhancements such as a link to a chat option where students can get answers to questions, use of other venues (e.g. portal) to provide orientation, development of methods to message students as needed to complete the orientation if they stopped out, and add test- preparation information to orientation content. Online Orientations                              
4.  Form a district-wide taskforce to explore the purchase of a student experience lifecycle (SEL) system or series of integrated systems that would provide high quality student support in a mobile friendly environment and allow the colleges to track and monitor a student’s journey through potential candidate, pre-application, pre-enrollment, enrollment, completion and alumnus status.  The SEL system would address three major student lifecycle phases: 1. Pre-Application, 2. Application and 3. Follow-up.   Case Management                              
5.  Based on outcomes of the SEL system exploration, determine and implement next planning steps.  If a fully integrated SEL system is not yet available and/or affordable, move forward with improvements to the Student Education Plan and/or Early Alert System as described in the alternate options. Case Management                              
6.  Interim: Continue to develop key enhancements to maintain currency and relevance of iSEP requested by the colleges which have a high return on investment, factoring in the resources needed for expected benefit: strengthen interface with assessment, degree audit, and student planner; auto-populate assessment results; develop interface with Project ASSIST. Student Education Plans (Alternate Option)                              
7.   Mid to Long Term: Continue annual assessment of cost/benefit ratio of adopting a student education planning tool developed by an outside vendor or by the state through its Education Planning Initiative. If continued use of iSEP is considered the best alternative, add enhancements to automatically populate majors from degree audit; interface with degree applicability software; connect iSEP to eServices Shopping Cart. Student Education Plans (Alternate Option)                              
8.  Form a district-wide taskforce in fall 2017 to identify desired functions of an early alert tool and complete a review of early alert tool products, including those provided by the state Education Planning Initiative. Early Alert (Alternate Option)                              
9.  Select, purchase, and implement an early alert tool by December 2019. Early Alert (Alternate Option)                              
5. Administrative Services Computing                                
1. Continue to maintain currency of the PeopleSoft SIS by planned periodic upgrades so the district sustains contracted, licensed support from the vendor.   Student-Admissions, Registration, etc                              
2. Conduct comprehensive reviews of key processes to enable increased automation and consistent workflows to gain efficiencies across the district.  Use results to identify and prioritize needed enhancements for approval, funding, and implementation. Student-Admissions, Registration, etc                              
3.   Continue to maintain currency of the PeopleSoft Financial System by planned periodic upgrades so the district sustains contracted, licensed support from the vendor.   Fiscal Services                              
4.   Conduct comprehensive assessments of key processes to enable increased automation and consistent workflows to gain efficiencies across the district.  Use results to identify and prioritize needed enhancements for approval, funding, and implementation. Fiscal Services                              
5.   Continue to maintain currency of the PeopleSoft Human Resources (HR) System by planned periodic upgrades so LRCCD sustains contracted, licensed support from the vendor.   Human Resources                              
6.   Conduct comprehensive assessments of key processes to enable increased automation and consistent workflows to gain efficiencies across the district.  Use results to identify and prioritize needed enhancements for approval, funding, and implementation. Human Resources                              
7.   Evaluate current state of District Research reporting applications and develop a common, nimble reporting procedure for IPEDS, Gainful Employment Reporting and the various Regional Pathway Partnerships that integrates with the PeopleSoft SIS.    Research - Accountability                              
8. Conduct an assessment of the information and data needs of the Los Rios community.  Use the results to inform the comprehensive evaluation of enhanced business intelligence, visual analytic, and predictive analytic tools with the goal to deploy a business intelligence environment that will meet the needs of the diverse Los Rios community.   Research - Intelligence & Analytics                              
9.  Develop a prioritized list of business needs to inform a sequenced modular roll-out. Research - Intelligence & Analytics                              
10. Assess and update as necessary college and district enterprise systems to ensure adequate interfaces with PeopleSoft and the district network for proper functioning while maintaining compliance with federal and state laws (e.g., PCI compliance). Enterprise Systems                              
11. Assess and update as necessary centralized enterprise servers (e.g., bookstore MBS) and district-wide databases (e.g., student and employee photos). Enterprise Systems                              
12. Complete the District Security Upgrade Project for all district locations by December 2017. Energy Management and Keying Systems                              
13. Complete a district-wide review of potential software products in 2017 that would consolidate the district alarm system, camera system, and Imron key system control into LRPD and FM.  Select and install approved software by June 2018.  Energy Management and Keying Systems                              
14. Maintain newly installed RAVE emergency notification system and training of designated Los Rios police officers and dispatchers. Public Safety Alert System                              
15. Using the plans developed from a district-wide security camera review completed by Exante 360 in Jnauary 2017, select and implement needed upgraded security camera system beginning in spring 2017 to be phased in over time at each district and college location.  Full implementation is expected by fall 2019. Security Cameras