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Michael R. Sherer, Director of Information Technology

Executive Summary
Drivers for the 2004-05 ITS Agenda included the conclusion of the Advancing Goshen process, preparations for the NCATE and NCA Reviews, and achieving compliance with new federal legislation on security and privacy.  The year was also notable for the aggressive ITC (Information Technology Committee) agenda.  In addition to processing documents and policies associated with Advancing Goshen, NCA, and Graham/Leech, Bliley, ITC also reviewed an initial drafts of an Ed Tech Master Plan and Classroom Master Plan, and concluded the Caravel Content Management System evaluation process.  Other notable achievements for the year include a successful transition to 64 bit hardware in the labs, the addition of flat screen monitors and DVD burners in the labs, a revised account creation process and the successful introduction of directory-enabled provisioning of network services. The latter puts GC ahead most schools in the field of identity management.  Staffing transitions also significantly shaped the year and will continue into the next year with at least three staff members moving on.  The new strategic plan calls for departmental-level technology planning, which will help focus ITS efforts to make IT Mission-driven, taking strategic advantage of our exceptional IT infrastructure.

 ITS Accomplishments for Academic Year 2004-2005

Academics
o  Assisted Education Department with NCATE reporting requirements in preparation for their (successful) reaccreditation visit.
o  Worked on numerous fronts to prepare the IT environment for a successful NCA reaccreditation visit.
o  Worked closely with Ron Johnson on foundational hardware and software requirements to enhance the broadcast video curriculum.
o  23" LCD monitor for layout workstation added to the Comm hub, as well as 4 reporting workstations.
o  Proxy server added to facilitate off-campus access to library resources.
o  Kurzweil scanning stations added to library and Schertz lab to assist students with reading disabilities

Labs
o  Upgraded ITS lab computers to 64-bit hardware.
o  Upgraded ITS lab monitors to flat panel displays
o  Standard PC configuration now includes 512 MB RAM, 80 GB hard drive and a DVD burner
o  For the second year, we will build our own PC's, which allows us to place 64 bit systems at significantly reduced costs.

ResNet
o  ITS presence on freshman move-in weekend was much expanded. 
o  Revised registration process enforced virus and spyware checking and the installation of Service Pack 2 for PC's

Data Systems
o  Upgraded Goldmine to Microsoft SQL Server which dramatically improved performance and is allowing Admissions to more easily clean up their data.
o  Helped Admissions implement a "Fast App" program, pre-filled with the applicants information to facilitate the admissions process.  Cost savings of nearly $50,000 over a comparable outsourced service.
o  Systems Review of Administrative departments established an agenda for these areas going forward.
o  Improved the admissions database query application, to help counselors, faculty and staff in their recruiting efforts.
o  Improved the print-out of online applications to make it easier for Admissions and Financial Aid staff to read and reduce costly mistakes.  The underlying process of merging data with PDF files has potential uses in many other areas of campus.
o  Helped Education Department meet NCATE data requirements.  University of St. Francis outsourced this programming at a cost of over $20,000.
o  Preparations are being made to move to Jenzabar EX 2.0 during summer of 2005.

ITS Media
o  Renovated NC 14, RFC 104  to new Crestron control systems, new teaching station standard.
o  Completing Crestron upgrades to all multimedia classrooms--target date July 1.
o  Installed large screen entertainment system and PA system in the Connector
o  Added a Presentation PC to the College Church projection system to lower set-up costs.
o  Worked with the organ builders to design an effective microphone system for the new Reith Recital organ installation.
o  Assisted WGCS with new automation system installation and setup, allowing for unattended operation with significant cost savings.  Assisting WGCS with NPR digital distribution system upgrade.
o  Worked with Prof. Ron Johnson on enhancing the broadcast media production equipment holdings
o  Assisted Physical Plant on cabling in the dorm renovation.
o  Worked with Prof. Jim Miller to upgrade the biology computing lab to ergonomic LCD monitors
o  Provided AV consulting and support for the Peace and Justice journalism Swaziland trip and post-production work.

Network Services
o  Rewrote our account creation routines to key off of enterprise data and business processes in HR and Admissions and Registrar's office.
o  We are now provisioning network services off of our LDAP directory.  This is a significant achievement that puts us far ahead of most institutions in terms of identity management. 
o  We are using Power Over Ethernet (poe) to put wireless access points in places that were previously difficult or prohibitively expensive to cover, such as Reith Recital Hall.
o  Wireless coverage has continued to expand.  There are very few dead spots on campus.  Wireless was added to the KMY Connector, North wing of College Mennonite Church,  expanded coverage in the Music Center
o  Several houses on College Avenue were added to the campus network.
o  Email server and webmail software upgraded to keep pace with rising mail volume.  Spam-blocking is now configurable through GC Online.

Web
o  Upgraded to a dual-opteron 64-bit webserver
o  Implemented the Caravel web content management system for departmental sites.  There are now over thirty sites built on Caravel, including renovated ITS and ITS Media sites.
o  e-Commerce and Event sign-up tools are now in early deployment stage.

Security
o  Instituted a password hardening initiative that promises to improve resistance to automated remote attacks
o  Drafted and approved new security and privacy policies

Key Performance Indicators
ITS continually monitors size, cost, performance, and capacity of our IT infrastructure, along with the breadth of services provided.  For comparison, we rely on data from the COSTS project and EduCause Core Data survey as well as data from prior years.  These national surveys give us useful generalizations for understanding our performance relative to other colleges across the nation.  These would include:  GC is more centralized in its IT services than most institutions (this is good, especially for a small institution), GC's budgeting ratio of staff to equipment is significantly higher than most institutions (which indicates that we have been highly effective at wringing cost out of the hardware/software area), our ratio of computers per student FTE is higher than the median (because of our enrollment challenges over the past several years), GC's spending on technology expressed as percent of overall budget and as dollars/faculty FTE are near the mean, while spending per student is significantly higher than the mean (again, because of enrollment).

Review 2004-05 Goals
We made significant progress on last year's goals:
1)  The LDAP directory infrastructure was significantly reworked to achieve directory-driven service provision and process-driven account creation. There's some mop-up work to be done, but this goal is largely completed.
2)  The Caravel CMS was implemented and won over PR by making non-technical people more successful at maintaining their sites.  The coming year will be very significant in gauging the uptake for Caravel with employees and students.
3)  We made steady progress in expanding our wireless infrastructure and have plans for further expansion over the summer.
4)  We upgraded web and email servers, but still have to do a server upgrade to File Services and Oracle Calendar this summer
5)  ITS Media purchased new Crestron control gear for GC classrooms.  Several classrooms were upgraded over the course of year and the remainder will be done over the summer.
6)  The goal of strategic technology planning for departments got built into the ratified strategic plan.  An administrative systems review process, and classroom master planning process helped us move forward in this area.

Challenges and Opportunities
Enrollment and budget have continued to be relatively flat, but IT demands continue to grow, so budget and staffing issues continue as the central challenges. How to provide high-quality service, attract and retain high-quality personnel, focus on strategic use of technology, become progressively more efficient, stay abreast of rapidly changing technologies,  create a stimulating, rewarding work environment and remain competitive with peer institutions, all in the context of constrained resources. This environment is causing overwork for some key technical staff, with demand for services outstripping our ability achieve new efficiencies.  Specific technological challenges include increasing demand and support load for mobile computing, increasing security-related support and maintenance in the areas of viruses, spyware, hacking and denial of service attacks. In the past year we lost Jeremy Sutter and Tim Boshart and will lose Velin Kounev in July.  Technical staffing transitions are forcing us to redirect some resources from strategic development priorities to solidify our core network services--at least temporarily. Staffing transitions in College Relations and Registrar's office have placed additional burden ITS data systems staff as they worked to bring new employees up to speed and assist with departmental needs.

2005-06 Goals and Strategies
o  Begin working with Departments on their Technology Plans, as called for in the 2005-2010 Strategic Plan
o  Develop strategic relationships with key departments to help them make more effective use of technology.
o  Complete the Classroom Masterplan document, to provide a comprehensive plan for helping classroom spaces meet the pedagogical objectives of the institution.
o  Refine the understanding of what mission-driven IT means, and how IT advances and opportunities are in dialog with institutional mission.
o  Continue to make progress in the areas of security, disaster recovery and risk management policy and practice.
o  Demonstrate that external collaboration and entrepreneurial IT can generate value and revenue to help us achieve our IT goals.