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UCSB Poster - 2015

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Business Transformation
· Over the next two to seven years, UCSB will need to invest many millions of dollars in enterprise technology, and thus business transformation. The annual cost for the new projects the campus has committed to is currently expected to be from $8 to $12 million.
· This effort involves simultaneously deploying new Financial/Payroll, Human Resources, Timekeeping, Service Desk and Email and Calendaring Systems, while creating the organizational infrastructure necessary to ensure successful implementation of these unprecedented enterprise projects.
· Cross-campus committees, IT councils and governance, and consulting efforts are actively defining the future of UCSB’s business processes.
· UCSB’s newly implemented funding model for IT services encourages the optimal use of services. Customers are motivated to use what they need to achieve their mission. The funding model does not encourage unwanted outcomes, such as over use or penny-pinching behaviors. Customers do not have the ability to opt out of basic needs, such as security.
New Federated IT Operating Model
· A federated IT model creates an environment where both autonomous departmental IT units and centralized IT collaborate to meet the needs of the whole campus. Central IT and departmental IT units engage to share expertise and find synergies in order to accomplish broad IT objectives for the campus. In a federated model, departments have more influence on large-scale IT through systematic participation in governance. The campus benefits from increased standardization, cost visibility and economies of scale.
· UCSB adopted this model to help the campus avoid isolation, redundancy, inadequate support, and unnecessary high costs and risks borne by departments in a decentralized IT environment. Federated interaction also recognizes the criticality of localized program needs, and leverages local expertise by establishing service agreements with divisional/departmental IT units as needed, and where capacity exists, to provide enterprise-level services. This approach ensures that the campus fully utilizes its existing IT resources toward common objectives.
· Federation is enabling UCSB to better utilize the value of existing IT talent.
Core Infrastructure
· Installed over 40 miles of communications cabling in campus buildings.
· Deployed a new radio system to maximize efficiency of inter-jurisdictional communications in emergency situations.
· Enhanced infrastructure of North Hall Data Center (NHDC) while continuing the intake of new and repeat customer IT systems, including systems previously located in leased spaces off campus. More than 40 campus departments now host equipment at the NHDC, ranging from single server deployments to 5 rack allocations.
· Adopted new access processes to meet the needs of NHDC users.
· Deployed approximately 60 video security cam¬eras across campus.
· Implemented significant changes to the Data Warehouse in support of major software projects and business process changes.
· Installed 93 wireless access points in 23 buildings.
· Migrated building management systems from unsupportable legacy network equipment to standard campus networking.

Financial System
· The Financial System Implementation Project is a phased implementation of a PeopleSoft product to modernize UCSB’s 43-year-old financial system, move systems off of the mainframe, and improve the stability and functionality of the financial system.
· The General Ledger, Accounts Payable, Budget Ledger, Asset Management, and Project Costing (for Facilities Management only) PeopleSoft Financials modules are being installed in Phase 1; we met our Go-Live date of July 1, 2015 for these modules!
· Converted 3,500,000 records from the legacy financial system to PeopleSoft.
· Identified and tested 113 interfaces between PeopleSoft Financials and legacy systems.
· Coordinated training sessions on PeopleSoft Financials modules attended by 25 central office and departmental business users.

· Processed approximately 2.2 million outgoing calls.
· Processed approximately 1.4 million radio transmissions.
· Processed approximately 2,250 customer service requests.
· Resolved 145 repairs.
· Installed 40 miles of communications cabling in campus buildings.
· Collected approximately $300,000 in late/defaulted utility charges from non-University entities prior to sending them to Collections.
· Installed an alternative Televideo/Direct TV service saving the University Center, Intercollegiate Athletics, Exercise & Sports Studies, and Film & Media Studies approximately $50,000 annually.
· Transitioned the Sedgwick Reserve from a commercial low speed (1.5 Mb) data service to a point-to-point wireless radio (100Mb) data service, reducing the Reserve’s annual network costs.

Electronic Timekeeping System
· Electronic Timekeeping is a project to implement Kronos as the official campus timekeeping system.
· An electronic timekeeping system (Kronos) is replacing paper timecards.
· Employees’ time and attendance data will be gathered electronically and exported to the payroll system.
· The project is 66% complete, with projected deployment of all remaining UCSB departments to occur over the next 18 months.
· Kronos currently has over 5600 users across 132 departments, and could potentially double once deployment of the remaining 66 (mostly academic) departments is complete.
· Successfully upgraded UCSB from Kronos version 6.3 to version 7.0; completed Service Pack upgrade from version 7.0.3 to 7.0.7
· Provided 30 Electronic Timekeeping training sessions attended by 360+ payroll manager and timekeeper users.

Email and Calendaring System
· Connect is UCSB’s new communication and collaboration service. The core components include e-mail and calendaring via Microsoft Exchange and Google Apps platforms, with extended features planned for the future.
· An email and calendaring service that is reliable in our diverse campus IT environment will be deployed campus-wide.
· Developed the Connect Mailing Lists service from open-source code.
· Facilitated meetings of the Connect Governance Group (13 IT managers and control points from multiple divisions).
· Facilitated meetings of the Connect Platform Task Force (10 IT managers and technicians from multiple divisions).
· Held 6 training sessions targeting staff who support Connect mail users and calendar only users.
· Successfully migrated UCSB’s Project Management Office to the Google Apps Client for e-mail and calendaring, on June 1, 2015.

New Enterprise Service Desk
· UCSB’s Enterprise Service Desk is becoming the single point of contact for technical services; it focuses on customer and internal processes based on the Information Technology Infrastructure Library (ITIL) framework.
· The Enterprise Service Desk organization provides multiple channels of service engagement and a predefined portfolio and catalog of services including: Service Level Agreements (SLA), Operating Level Agreements (OLA), and Underpinning Contracts (UC).
· UCSB’s related (new) Incident Response System, ServiceNow, is also being deployed campus-wide to support enterprise IT services.  It is already in use by the Electronic Timekeeping Project as a pilot for the remaining enterprise systems.
· Developed a draft service portfolio that includes 11 service areas, ranging from Application Services to Web Hosting, Accounts and Identity.
· Effective July 1, 2015, the Service Desk team was officially formed.