Computational computing - Grade B. UMBC has good computational resources but Titan is running at full capacity around the clock. We need to begin planning for future upgrades.

Instructional lab equipment - Grade B+. Our instructional labs are generally well equipped, especially with the recent acquisition of the SGI O2 machines from UMCP for ECS 104a and new Macintosh systems for ECS 336.

Library electronic services - Grade B. Our library is one of the national leaders in delivering electronic services, the limitations are generally a result of funding limitations for electronic databases.

Financial administrative applications - Grade B-. We have many antiquated administrative systems but we have started a process of replacement and we should see major improvements this coming fiscal year.

Staff training - Grade B. UMBC has implemented an aggressive training program for common desktop applications. We need to expand this training to more complex tasks such as data analysis and reporting.

Year 20000 - Grade B. UMBC is on target to make all critical campus business functions Y2000 compliant.

Classroom instructional technology - Grade C+. We need to make additional investments in updating our classroom technology. We still do not have an adequate number of laptops and projectors for all classes that wish to make use of them.

Student administrative applications - Grade C+. The Oracle SIS initiative offers the potential of improving this; however we need to be prepared to move forward in other directions if this does not work out.

Computer desktop replacement - Grade B-. The campus has developed a process for desktop replacement but it has not adequately funded this to meet the full range of needs.

Faculty development - Grade C. The campus has developed training support for incorporating technology into the curriculum and we are on par with most schools; however we are still grappling with the difficult questions of how to use this technology for delivering instructional programs.

Computer support - Grade C+. The UCS helpdesk performs well for basic technology support but the campus needs to develop a strategy for leveraging support staff located in the departments and find ways of enhancing support for specialized functions within business units.

Technology funding - Grade D+. The campus is very supportive of technology initiatives but we do not have a budget model in place that provides for full cost replacement for technology investments. Much of the technology infrastructure has been funded through one-time capital funds associated with new building projects or through other special requests. We need to develop funding models that build into the base budget for replacement costs for equipment such as servers, networks, desktop computers, and critical application systems.

Technology planning - Grade C. The campus must better consider technology implications into the planning and decision process. New programs or administrative decisions can have tremendous impact on our technology infrastructure but often these are not fully considered when making decisions.

Data access and retrieval for decision support - Grade D.. The campus does not have the necessary tools and staff to retrieve data from our operational systems in a timely manner such that is can be used effectively in making complex decisions.

The Engineering/IT building presents a tremendous opportunity to provide enhanced funding for instructional and research computing on campus. We should look at this building to provide enhanced funding for computational resources and network infrastructure.

The Provost has announced plans to start a strategic planning initiative this academic year. This provides a tremendous opportunity to link technology planning with campus strategic initiatives. We should find ways to link technology planning into each of the strategic initiatives highlighted.

We need to find ways for encourage close interactions between UCS and IT staff outside of UCS. One suggestion is to require written service agreements defining responsibilities between UCS and the departments before positions can be filled.

A generic technology fee applied to all students is not an option because this must be counted as if it was a tuition increase, which has tight limits on growth in place by the regents. The question of implementing course based fees should be reconsidered. One recommendation is to set course fees to be sufficient to generate enough revenue to achieve a three-year instructional teaching equipment replacement strategy. We have about 1million dollars worth of equipment in our labs, amortized over three years requires about 350,000 a year in renewal funds.

The Microsoft site license program provides a tremendous opportunity to develop technology standards. With UMBC adding students to this program, it provides a tremendous opportunity to incorporate technology into the curriculum.

Identify the full application life-cycle costs to better project the full-cost of application implementation, maintenance, and replacement.

Develop a cost model that identifies courses and projects costs required to cover the replacement cost of our instructional computing teaching labs.

Develop a cost model for the campus telephone and data network that identifies life-cycle costs and develop a funding model for keeping the infrastructure up to date.

Develop a cost model for providing technology support services to faculty, staff, and students.

Develop a data administration team on campus to document and build a common data dictionary used within our key production systems.

Identify key data elements that will be needed by management in a data warehouse and identify the frequency these data elements must update the data warehouse.

Develop the Oracle shadow databases for SIS, SAR, general accounting (FAS/FRS), and financial aid (SAFERS).

Working with the administrative applications panel, identify a set of common reporting and decision support tools for campus usage.

Develop policies on the use of campus data that encourages use of data without propagating development of departmental shadow databases.

Identify critical skills needed by all faculty staff to utilize the new administrative applications and develop a training program to support this endeavor.

Work closely with the Office of Faculty Development to create the support structures needed by faculty to incorporate technology-enhanced learning into the curriculum.

Identify the skills needed for life long learning and work with faculty to incorporate these into the curriculum.

Work closely with departments developing online programs to provide the support structures necessary.

Utilize online training tools to provide video-on-demand training and support for multimedia instruction.

Develop service level agreements between IT service providers and the campus departments for IT services. Focus resources found in the departments on "value-added" activities that cannot be supported by IT service providers.

Develop a funding model for deploying IT support staff in department clusters along the lines being discussed for deploying business managers.

Identify common tools for trouble tracking and knowledge management that link decentralize support staff with the IT service providers.

Continue to enhance our network infrastructure as a necessary precursor for all IT applications.

Enhance our LAN servers to leverage the software available under the Microsoft site license contract.

Link our AFS campus-wide file system with the Unix machines owned by departments to provide a wide range of Unix services.

Expand our Linux research computing environment to leverage the cost competitiveness of lower-cost Intel processors.

Estimate $$$ (get from Larry wilt) for new LIMS system

Estimate $25,000 for development support

Estimate $1.5 million if we do not go with the Oracle initiative and $1 million for Oracle.

Estimate HR system implementation costs at $750K

Estimate $200,000 for data warehouse initiative

Estimate 150K for renewal of network infrastructure enhancements.

Estimate 50K for renewal LAN and central servers.