IR&C: JOG/CPG Meeting Minutes (May 2000)

Agenda

Minutes

Campus Reports

JOG/CPG Meeting May 4-5 2000, Merced

Minutes

JOINT OPERATIONS GROUP

May 4-5, 2000

Merced

MEETING NOTES

Introductions. Patrick Collins, newly appointed Director, Information Management, at UCOP was introduced.

Universitywide highlights.
Personnel: Joe Mullinix will take office as SVP Business & Finance in August. Other UCOP executive searches appear near conclusion.

Budget initiatives: IT initiatives (instructional technology, networking, parity) remain in the University budget for 2000-01. Center for Teaching & Learning Technology will be funded from the next increment to the instructional technology initiative.
Action: Distribute updated proposal when it is ready for public review.

Financial reporting: GASB-driven changes in accounting rules effective 7/1/2001 will require financial statements to include capital depreciation. Compliance will be overseen by VP Financial Management, and depreciation algorithms are nearly final. Consistency is needed across campuses and functions. Data issues need to be resolved: will need reconciliation between plant asset and inventory files; information on acquisition dates for plant assets and inventory; semiannual data submission. Data specifications will be required very soon to meet schedule. Likely: replacement reserve reporting. Patrick Collins has the lead for IR&C.
Action: Meeting to address data and systems issues.

Employee Systems Initiative.
Three elements: (1) longterm strategy for payroll & HR; (2) interim directions for PPS; (3) employee self service initiatives. PricewaterhouseCoopers recommended a move to a central system and shared service center (based on industry model). Unlikely to be implemented as proposed. Campus consultation is required on elements 1 and 2 with focus on extending the life of existing systems with business portals at the front end and data warehouses at the back end (data warehouses on campuses and enhanced functionality for Corporate System data warehouse; central HR system with voluntary participation). Vice Chancellors-Administration will be asked to invest in front and back ends. The special requirements of academic personnel may not fit into a single staff personnel system. Concern: The value of the initiative depends on streamlining of business rules and clear statements that some things will not be done, e.g. reduced approval process sufficient for 80% of transactions, with manual processing or case-by-case approvals used to handle complex cases rather than requiring that all transactions be treated as if they required maximum review or attempting to build all eventualities into the system. This message needs to be clearly conveyed to functional leadership. The budget model must include ongoing maintenance/upgrading. Implementation: Assuming continued OS390 platform and underlying Cobol, support is strong for minimizing dual maintenance by writing new applications in Java. Pilots should be encouraged before large implementations. Current progress: Self service is beginning with UC For Yourself, employee portals for updating addresses. Announcements will be issued over the next year of additional employee transactions that can be completed on the Web.

Audit.
Ed Lam will leaving UC. PwC direction is not clear, although auditors have been at several locations.

UCML.
The next UCML will take place in San Diego in December. Elazar Harel is on program committee and seeks input for tracks on technology and case studies. Carl Jacobson (U. Delaware) will speak on ecommerce; Richard Katz will present best practices at other universities. Suggested topics/speakers: PKI (Kevin Baron UCSB; Jay Bolton PwC); security; case study of technology application without a change in business processes; CalREN2 and CENIC; eprocurement/Commerce One.
Action: Unclear who is responsible for follow-up.

New Business Architecture.
The task force was charged with developing new model of administration for a larger University accommodating Tidal Wave II students. Report is due in June and will be visionary and directional rather than specific, similar to Sustaining Excellence but more pragmatic. The work has been divided into subject areas. Focus on reward structure and authority to enforce simplified business processes; business portals; and application design to be consistent from the perspective of users rather than business owners. The report will include a survey of campus administrative systems; additional work is needed to go beyond binary reporting and reflect varying levels of sophistication at different locations. Effort is needed to help executives understand issues—size of investment, challenges of distributed authority/complexity which cannot be managed on standardized industry model. UC must be clear about what we are and want to be in order to evaluate technical systems; need to publicize the degree to which we are already automated. Issue: web based or network based?
Action: Small group to define ends of spectrum for automation of business processes. Metrics group to define bottom and top ends of the scale. Each location will be asked to place itself on the scale. The report will be aggregated.

JOINT OPERATING GROUP/COMMUNICATIONS PLANNING GROUP

JOINT MEETING
May 4, 2000
Merced

MEETING NOTES

Policy issues.
Napster: Preemptive content filtering is not appropriate. Not all uses of Napster are illegal. Respond to specific complaints. Napster is a technology innovation, will grow if useful. Network demands have been paramount: capped traffic to/from residence halls. Other extra-large network demands come from live screen savers. Voice over IP may also use bandwidth while diverting revenue from phone systems. Billing for exceptional or excessive bandwidth is suggested as a content-neutral option. Network management should not take on police role but focus on costing and traffic management. Capacity planning will benefit from end-user billing.
Action: UCOP to host workshop on network use/bandwidth/costs and systems to associate traffic data with users

ECP: The latest draft, nearly ready for formal review, has simplified the Policy and shifted procedural and educational material to supplementary documents. If the Academic Council chair agrees, this draft will go to the campuses and Senate for formal review.
Questions have arisen regarding the intent of the existing Email Policy and draft ECP in balancing privacy and security. Some campuses are monitoring network traffic for "well-known signatures" of attacks contained in messages but are not concerned with message content. The monitoring is also a research project. Is this more intrusive than permitted? Although there is a distinction between looking at headers (permitted) and content (not permitted), the line between headers and content is not always clear. Question: Is there a need for an oversight/interpretation group w/ OGC participation?

Web advertising: The draft report is an early work in progress. Feedback is needed on the principles it is developing and the feasibility of suggested recommendations. It should not be circulated more widely and requires consultation at higher levels before any formal review. This isn’t a technology issue, and policy resolutions won’t come from IR&C or from JOG.
Action: Comments to Martha Winnacker (martha.winnacker@ucop.edu).

Security
PKI. The Verisign contract is near conclusion; funding is still needed. A brief document, titled "Why PKI," has been developed to provide information and support the request for funds, which is under review. Central funding, phased in over 3 years, is sought for per-seat costs for UC population. Support and maintenance will require additional investment. The document has potential use as a marketing tool. Demand is evolving, with less interest from the libraries and low feasibility for students as long as certificates are not portable. Staff at fixed work stations will be largest users of PKI. A full-scale rollout is not likely until a compelling and widely used application uses certificates. In the meanwhile, the pilot will provide necessary information on workability.
Action: Develop a pamphlet with graphics based on "Why PKI." Jim Dolgonas to visit Universitywide functional meetings and campuses (as requested) to explain PKI. Appoint an implementation committee with 2-3 representatives from each campus. Members may be the same individuals who served on the architecture committee or others with more perspective on implementation.

IS-3. An Implementation Checklist was distributed in advance of the meeting. When a system requiring a higher level of security is administered as a component of a system with lower security requirements, the security requirements of the higher-level system must be met. Disaster recovery plans are plans that have been laid out in advance, not plans that require all systems to be restored on the same timeline. Some systems can be restored by ad hoc means and don't require detailed advance plans. The definitions of "Restricted" (A) and "Unrestricted" (B) are not clear. Priority focus in classifying resources should be on the columns (Essential, Required, and Deferrable) rather than the rows (A and B), which have little practical effect on recovery planning. The central issues are the degree of risk associated with failure and the speed with which recovery is required. Campuses may assign a higher but not a lower level of security to a system than is proposed by UCOP. Senior management is responsible for compliance and must provide necessary resources. It would be helpful for auditors to write resource requirements into comments.
Action: Plans and testing by 12/31/2000 completed for Essential systems.

UCTV.
A program committee is being established under the Vice Provost-Academic Initiatives. Priority is on quality of content rather than production values. Wish to distribute over cable as well.

Larry Sautter award.
Broaden the award to include both academic and administrative applications. [Note: The proposed Center for Teaching and Learning Technologies also intends to give awards for academic applications.] Proposed new language: "Awards for innovation in information technology for teaching, research, public service, and administration." The award should it be publicized and applications solicited through JOG members and Vice Chancellors-Administration. Coordination is needed if announcements are to be made at UCML.
Action: Revise language. Coordinate with UCML program committee.

Recruitment/retention
IT Parity funds. Guidelines distributed with the agenda were developed in coordination with the Budget Office and HR in order to implement the budget initiative as presented to the State. The guidelines will be incorporated into the Budget Office's allocation letter. Guidance is needed to establish consistent understandings of what constitutes an "IT position," e.g., there should be an explicit statement that "IT manager" applies at one level below JOG or CPG members. The suggestion that increases may be differentiated to reflect varied lags to market should be strengthened; a for timely ("as soon as possible") disbursement should be added. Action: Consult with Budget office on definitions, differential increases, and timely payout.

Workshop. A workshop on recruitment and retention took place on April 6. Most attention was paid to recruitment, but follow-on will deal with retention. The information exchange on recruiting practices was valuable. Discussion venues have been established: listserv, bulletin board (http://www.ucop.edu/sysdev1/rrbb/ubb/). Concrete next steps need to be further developed.

Management training.
Al Smith presented current initiatives at UCLA based on subcommittee priorities to increase focus on: retention; staff development; career paths; systematic use of UCLA resources. Take advantage of existing programs and develop new ones. A full-time Staffing Coordinator position has been proposed to report to the CIO, who used this approach at Ohio State. Program funds will also be needed..

The initiative has three components which have been agreed to: (1)Training program. This is based on the premise that the recruitment problem is unsolvable, and UC will need to grow our own--an approach not well developed at UC, where few students become career IT employees. A program will begin over the next year that will start a pipeline with new intake every 6 months. Training assumes trainees will remain at UC—need HR guidance on how to implement it. Some percent will leave—have to take the risk. Most of people who get trained will stay with appropriate incentives, e.g., salary increase to recognize increased value.
(2)Long-term staff seminar series based on UCLA courses with 20-30 people at a time. These will take place semiannually and involve IT managers. Cost is about $10,000 each. There is interest in JOG in expanding these workshops to UC-wide, perhaps on the model of the BOI. [Question: Or UCMI?] There is general need to recruit more young people into management, and the curriculum is not UCLA-specific. Development at UCLA needs to come first, but a few seats might be available for other UC participants. (3)Annual IT retreat for top 150 IT staff to build community.

For future: Improve career paths by organizing opportunities in a more cohesive way. There is a big demand to move between departments.
Comment: Need to focus on career recruitment of students. Berkeley TF on student recruitment led by young recruit. Students don’t know us as an employer. Training them and letting them leave is part of our educational mission.

Action: Explore possibility of offering a few seats in the first workshop to participants from other campuses on a cost-recovery basis. Consider possibility of developing a systemwide workshop based on that at UCLA at next JOG meeting.

Metrics
The metrics subcommittee offered a revised set of six metrics in the hope that there would be agreement on at least some of measures & commitment to gather data. These metrics need to be synchronized with those developed for the New Business Architecture project. Draft metrics are:
1. % of processes conducted by Web or Windows GUI
2. # of ids/passwords
3. Cost of voice line
4. Cost of IP addresses: for consistency, scope is central costs only, including isp costs. Campus comparisons may not be valid, since costs are calculated differently, but longitudinal measure would be useful. These two might be merged.
5. Turnover rate of PAs
6. New user access cycle time
San Diego would like to start now and needs comparison data, except for numbers 3 & 4. In general, a measurement effort is needed.
Action: Elazar Harel to refine and send to everyone for implementation.

Parking lot
UCITA: Needs to be widely understood, especially among librarians.
Action: UCOP follow developments, provide summary of issues and updates on California.

Business Officer Training Course: The next session is in July. What are the important messages re IT?
Alert Business Mgrs to their responsibilities as IT managers
When/how to go to IT departments for support: "we are good guys"
New items need to be added to the curriculum: PKI; DMCA; policies (ECP, EMP, IS-3)
Ensure a full range of links to resources
Next session in July
Action: Dave Tomcheck will send presentation for new feedback

Mainframe purchasing: Purchases are planned at UCLA, SD, R, OP. Coordination would leverage economies of scale. Berkeley had a software consultant negotiate 3^rd party software—saved a lot of money—refer to best practices/other deals—software costs twice hardware.
Action: UCOP explore development of long-term systemwide negotiating leverage and synchronized long-term agreements. Product information is currently being gathered and will be distributed soon.

Copyright: A Standing Committee on Copyright has been appointed as a permanent follow-up to the Tanner committee. It will grapple with a wide range of issues, including both principles and a process for engaging faculty. IR&C is represented.

Ecommerce:
VCAs have discussed online catalogs for purchasing and other B2B transactions and are interested in a one-vendor solution for UC that would leverage technology, purchasing power, etc.. Discussions at different campuses with Arriba, Commerce One. Timing is critical—campuses heading in their own directions—next few months. This is a business decision, and it is not clear that IT will have a decisive voice. UCLA heavily invested in Commerce One. Will other campuses follow? A lot of the work is interfaces—how long will it take to build them? Is it possible to move together on different schedules?
Action: JOG members are supportive. Action, if any, will come through New Business Architecture.

COMMUNICATIONS PLANNING GROUP

May 4, 2000
Merced

MEETING NOTES

ISP costs.
Estimates by 7/1 of funding commitment. Measure demand at 95% percentile of highest use. Qwest in North is saturated. Choice in handling increment: new OC-3 or OC-12. Total usage costs are aggregated, allocated to campuses on % basis without regard to provider. Traffic is beginning to reflect encouragement of new, high-bandwidth applications: expect continuing rise in usage—will need more bandwidth. It is reasonable to project replication of the modem problem with open-ended cost increases. San Diego and Santa Cruz blocked Napster. Berkeley limited bandwidth to residence halls. Irvine throttled Napster. Student businesses also generate large traffic.

Challenge: Develop a common approach to managing traffic costs: residence hall service is based on contract for services; charge for usage over that level. The costs should be tracked and communicated so that functional managers can decide how to pay: this is the utility model. Traffic studies can reduce costs by optimizing routing.
Spreadsheets will be updated when April ISP bills are received.
Action: volume estimates by June 1. For next year: new models of cost distribution.

CalREN2 update.
Connection to CUDI: Attention is high level; the Governor is directly involved and has allocated $5 million for UC-Mexico research cooperation. Research proposals will require bandwidth.

CENIC contracts. Need better tracking of what UC gets for CalREN2. Another way of describing what we get is that CENIC is our network, not an increment. Sustained bandwidth at 50X 3 years ago. The move to CENIC was risky but a sound management decision. Still need some good research examples to support original justification for project. CENIC board is promoting research collaborations on the network: Tom West available to visit campuses. Contact Jim Dolgonas, Jack McCredie or Tom West. SETI and SDSC are examples.

Internet2 network funding.
Budget initiative for Internet2 funding based on need for need for highspeed connections for high-end faculty. Permanent funds allocated on project basis, which may include salary. Guidelines will go as attachment to the budget allocation letter. Action: Add paragraph to the guidelines about year-end reporting. Send a list of all IT budget items to JOG and CPG members.

Cisco network utility.
Cisco's support has been an unreliable substitute for campus router engineers (when engineers left). Propose to hire lower-level engineers, outsource router support. Would a single multi-campus master NSA contract be useful? Cisco's network utility model is currently based on commercial customers and needs to be rethought for higher education customers who have large networks at single sites.
Action: Review the Cisco relationship and explore the potential for a comprehensive contract.

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Agenda Minutes Campus Reports	JOG/CPG Meeting May 4-5 2000, Merced Minutes

	JOINT OPERATIONS GROUP May 4-5, 2000 Merced MEETING NOTES Introductions. Patrick Collins, newly appointed Director, Information Management, at UCOP was introduced. Universitywide highlights. Personnel: Joe Mullinix will take office as SVP Business & Finance in August. Other UCOP executive searches appear near conclusion. Budget initiatives: IT initiatives (instructional technology, networking, parity) remain in the University budget for 2000-01. Center for Teaching & Learning Technology will be funded from the next increment to the instructional technology initiative. Action: Distribute updated proposal when it is ready for public review. Financial reporting: GASB-driven changes in accounting rules effective 7/1/2001 will require financial statements to include capital depreciation. Compliance will be overseen by VP Financial Management, and depreciation algorithms are nearly final. Consistency is needed across campuses and functions. Data issues need to be resolved: will need reconciliation between plant asset and inventory files; information on acquisition dates for plant assets and inventory; semiannual data submission. Data specifications will be required very soon to meet schedule. Likely: replacement reserve reporting. Patrick Collins has the lead for IR&C. Action: Meeting to address data and systems issues. Employee Systems Initiative. Three elements: (1) longterm strategy for payroll & HR; (2) interim directions for PPS; (3) employee self service initiatives. PricewaterhouseCoopers recommended a move to a central system and shared service center (based on industry model). Unlikely to be implemented as proposed. Campus consultation is required on elements 1 and 2 with focus on extending the life of existing systems with business portals at the front end and data warehouses at the back end (data warehouses on campuses and enhanced functionality for Corporate System data warehouse; central HR system with voluntary participation). Vice Chancellors-Administration will be asked to invest in front and back ends. The special requirements of academic personnel may not fit into a single staff personnel system. Concern: The value of the initiative depends on streamlining of business rules and clear statements that some things will not be done, e.g. reduced approval process sufficient for 80% of transactions, with manual processing or case-by-case approvals used to handle complex cases rather than requiring that all transactions be treated as if they required maximum review or attempting to build all eventualities into the system. This message needs to be clearly conveyed to functional leadership. The budget model must include ongoing maintenance/upgrading. Implementation: Assuming continued OS390 platform and underlying Cobol, support is strong for minimizing dual maintenance by writing new applications in Java. Pilots should be encouraged before large implementations. Current progress: Self service is beginning with UC For Yourself, employee portals for updating addresses. Announcements will be issued over the next year of additional employee transactions that can be completed on the Web. Audit. Ed Lam will leaving UC. PwC direction is not clear, although auditors have been at several locations. UCML. The next UCML will take place in San Diego in December. Elazar Harel is on program committee and seeks input for tracks on technology and case studies. Carl Jacobson (U. Delaware) will speak on ecommerce; Richard Katz will present best practices at other universities. Suggested topics/speakers: PKI (Kevin Baron UCSB; Jay Bolton PwC); security; case study of technology application without a change in business processes; CalREN2 and CENIC; eprocurement/Commerce One. Action: Unclear who is responsible for follow-up. New Business Architecture. The task force was charged with developing new model of administration for a larger University accommodating Tidal Wave II students. Report is due in June and will be visionary and directional rather than specific, similar to Sustaining Excellence but more pragmatic. The work has been divided into subject areas. Focus on reward structure and authority to enforce simplified business processes; business portals; and application design to be consistent from the perspective of users rather than business owners. The report will include a survey of campus administrative systems; additional work is needed to go beyond binary reporting and reflect varying levels of sophistication at different locations. Effort is needed to help executives understand issues—size of investment, challenges of distributed authority/complexity which cannot be managed on standardized industry model. UC must be clear about what we are and want to be in order to evaluate technical systems; need to publicize the degree to which we are already automated. Issue: web based or network based? Action: Small group to define ends of spectrum for automation of business processes. Metrics group to define bottom and top ends of the scale. Each location will be asked to place itself on the scale. The report will be aggregated. JOINT OPERATING GROUP/COMMUNICATIONS PLANNING GROUP JOINT MEETING May 4, 2000 Merced MEETING NOTES Policy issues. Napster: Preemptive content filtering is not appropriate. Not all uses of Napster are illegal. Respond to specific complaints. Napster is a technology innovation, will grow if useful. Network demands have been paramount: capped traffic to/from residence halls. Other extra-large network demands come from live screen savers. Voice over IP may also use bandwidth while diverting revenue from phone systems. Billing for exceptional or excessive bandwidth is suggested as a content-neutral option. Network management should not take on police role but focus on costing and traffic management. Capacity planning will benefit from end-user billing. Action: UCOP to host workshop on network use/bandwidth/costs and systems to associate traffic data with users ECP: The latest draft, nearly ready for formal review, has simplified the Policy and shifted procedural and educational material to supplementary documents. If the Academic Council chair agrees, this draft will go to the campuses and Senate for formal review. Questions have arisen regarding the intent of the existing Email Policy and draft ECP in balancing privacy and security. Some campuses are monitoring network traffic for "well-known signatures" of attacks contained in messages but are not concerned with message content. The monitoring is also a research project. Is this more intrusive than permitted? Although there is a distinction between looking at headers (permitted) and content (not permitted), the line between headers and content is not always clear. Question: Is there a need for an oversight/interpretation group w/ OGC participation? Web advertising: The draft report is an early work in progress. Feedback is needed on the principles it is developing and the feasibility of suggested recommendations. It should not be circulated more widely and requires consultation at higher levels before any formal review. This isn’t a technology issue, and policy resolutions won’t come from IR&C or from JOG. Action: Comments to Martha Winnacker (martha.winnacker@ucop.edu). Security PKI. The Verisign contract is near conclusion; funding is still needed. A brief document, titled "Why PKI," has been developed to provide information and support the request for funds, which is under review. Central funding, phased in over 3 years, is sought for per-seat costs for UC population. Support and maintenance will require additional investment. The document has potential use as a marketing tool. Demand is evolving, with less interest from the libraries and low feasibility for students as long as certificates are not portable. Staff at fixed work stations will be largest users of PKI. A full-scale rollout is not likely until a compelling and widely used application uses certificates. In the meanwhile, the pilot will provide necessary information on workability. Action: Develop a pamphlet with graphics based on "Why PKI." Jim Dolgonas to visit Universitywide functional meetings and campuses (as requested) to explain PKI. Appoint an implementation committee with 2-3 representatives from each campus. Members may be the same individuals who served on the architecture committee or others with more perspective on implementation. IS-3. An Implementation Checklist was distributed in advance of the meeting. When a system requiring a higher level of security is administered as a component of a system with lower security requirements, the security requirements of the higher-level system must be met. Disaster recovery plans are plans that have been laid out in advance, not plans that require all systems to be restored on the same timeline. Some systems can be restored by ad hoc means and don't require detailed advance plans. The definitions of "Restricted" (A) and "Unrestricted" (B) are not clear. Priority focus in classifying resources should be on the columns (Essential, Required, and Deferrable) rather than the rows (A and B), which have little practical effect on recovery planning. The central issues are the degree of risk associated with failure and the speed with which recovery is required. Campuses may assign a higher but not a lower level of security to a system than is proposed by UCOP. Senior management is responsible for compliance and must provide necessary resources. It would be helpful for auditors to write resource requirements into comments. Action: Plans and testing by 12/31/2000 completed for Essential systems. UCTV. A program committee is being established under the Vice Provost-Academic Initiatives. Priority is on quality of content rather than production values. Wish to distribute over cable as well. Larry Sautter award. Broaden the award to include both academic and administrative applications. [Note: The proposed Center for Teaching and Learning Technologies also intends to give awards for academic applications.] Proposed new language: "Awards for innovation in information technology for teaching, research, public service, and administration." The award should it be publicized and applications solicited through JOG members and Vice Chancellors-Administration. Coordination is needed if announcements are to be made at UCML. Action: Revise language. Coordinate with UCML program committee. Recruitment/retention IT Parity funds. Guidelines distributed with the agenda were developed in coordination with the Budget Office and HR in order to implement the budget initiative as presented to the State. The guidelines will be incorporated into the Budget Office's allocation letter. Guidance is needed to establish consistent understandings of what constitutes an "IT position," e.g., there should be an explicit statement that "IT manager" applies at one level below JOG or CPG members. The suggestion that increases may be differentiated to reflect varied lags to market should be strengthened; a for timely ("as soon as possible") disbursement should be added. Action: Consult with Budget office on definitions, differential increases, and timely payout. Workshop. A workshop on recruitment and retention took place on April 6. Most attention was paid to recruitment, but follow-on will deal with retention. The information exchange on recruiting practices was valuable. Discussion venues have been established: listserv, bulletin board (http://www.ucop.edu/sysdev1/rrbb/ubb/). Concrete next steps need to be further developed. Management training. Al Smith presented current initiatives at UCLA based on subcommittee priorities to increase focus on: retention; staff development; career paths; systematic use of UCLA resources. Take advantage of existing programs and develop new ones. A full-time Staffing Coordinator position has been proposed to report to the CIO, who used this approach at Ohio State. Program funds will also be needed.. The initiative has three components which have been agreed to: (1)Training program. This is based on the premise that the recruitment problem is unsolvable, and UC will need to grow our own--an approach not well developed at UC, where few students become career IT employees. A program will begin over the next year that will start a pipeline with new intake every 6 months. Training assumes trainees will remain at UC—need HR guidance on how to implement it. Some percent will leave—have to take the risk. Most of people who get trained will stay with appropriate incentives, e.g., salary increase to recognize increased value. (2)Long-term staff seminar series based on UCLA courses with 20-30 people at a time. These will take place semiannually and involve IT managers. Cost is about $10,000 each. There is interest in JOG in expanding these workshops to UC-wide, perhaps on the model of the BOI. [Question: Or UCMI?] There is general need to recruit more young people into management, and the curriculum is not UCLA-specific. Development at UCLA needs to come first, but a few seats might be available for other UC participants. (3)Annual IT retreat for top 150 IT staff to build community. For future: Improve career paths by organizing opportunities in a more cohesive way. There is a big demand to move between departments. Comment: Need to focus on career recruitment of students. Berkeley TF on student recruitment led by young recruit. Students don’t know us as an employer. Training them and letting them leave is part of our educational mission. Action: Explore possibility of offering a few seats in the first workshop to participants from other campuses on a cost-recovery basis. Consider possibility of developing a systemwide workshop based on that at UCLA at next JOG meeting. Metrics The metrics subcommittee offered a revised set of six metrics in the hope that there would be agreement on at least some of measures & commitment to gather data. These metrics need to be synchronized with those developed for the New Business Architecture project. Draft metrics are: 1. % of processes conducted by Web or Windows GUI 2. # of ids/passwords 3. Cost of voice line 4. Cost of IP addresses: for consistency, scope is central costs only, including isp costs. Campus comparisons may not be valid, since costs are calculated differently, but longitudinal measure would be useful. These two might be merged. 5. Turnover rate of PAs 6. New user access cycle time San Diego would like to start now and needs comparison data, except for numbers 3 & 4. In general, a measurement effort is needed. Action: Elazar Harel to refine and send to everyone for implementation. Parking lot UCITA: Needs to be widely understood, especially among librarians. Action: UCOP follow developments, provide summary of issues and updates on California. Business Officer Training Course: The next session is in July. What are the important messages re IT? Alert Business Mgrs to their responsibilities as IT managers When/how to go to IT departments for support: "we are good guys" New items need to be added to the curriculum: PKI; DMCA; policies (ECP, EMP, IS-3) Ensure a full range of links to resources Next session in July Action: Dave Tomcheck will send presentation for new feedback Mainframe purchasing: Purchases are planned at UCLA, SD, R, OP. Coordination would leverage economies of scale. Berkeley had a software consultant negotiate 3^rd party software—saved a lot of money—refer to best practices/other deals—software costs twice hardware. Action: UCOP explore development of long-term systemwide negotiating leverage and synchronized long-term agreements. Product information is currently being gathered and will be distributed soon. Copyright: A Standing Committee on Copyright has been appointed as a permanent follow-up to the Tanner committee. It will grapple with a wide range of issues, including both principles and a process for engaging faculty. IR&C is represented. Ecommerce: VCAs have discussed online catalogs for purchasing and other B2B transactions and are interested in a one-vendor solution for UC that would leverage technology, purchasing power, etc.. Discussions at different campuses with Arriba, Commerce One. Timing is critical—campuses heading in their own directions—next few months. This is a business decision, and it is not clear that IT will have a decisive voice. UCLA heavily invested in Commerce One. Will other campuses follow? A lot of the work is interfaces—how long will it take to build them? Is it possible to move together on different schedules? Action: JOG members are supportive. Action, if any, will come through New Business Architecture. COMMUNICATIONS PLANNING GROUP May 4, 2000 Merced MEETING NOTES ISP costs. Estimates by 7/1 of funding commitment. Measure demand at 95% percentile of highest use. Qwest in North is saturated. Choice in handling increment: new OC-3 or OC-12. Total usage costs are aggregated, allocated to campuses on % basis without regard to provider. Traffic is beginning to reflect encouragement of new, high-bandwidth applications: expect continuing rise in usage—will need more bandwidth. It is reasonable to project replication of the modem problem with open-ended cost increases. San Diego and Santa Cruz blocked Napster. Berkeley limited bandwidth to residence halls. Irvine throttled Napster. Student businesses also generate large traffic. Challenge: Develop a common approach to managing traffic costs: residence hall service is based on contract for services; charge for usage over that level. The costs should be tracked and communicated so that functional managers can decide how to pay: this is the utility model. Traffic studies can reduce costs by optimizing routing. Spreadsheets will be updated when April ISP bills are received. Action: volume estimates by June 1. For next year: new models of cost distribution. CalREN2 update. Connection to CUDI: Attention is high level; the Governor is directly involved and has allocated $5 million for UC-Mexico research cooperation. Research proposals will require bandwidth. CENIC contracts. Need better tracking of what UC gets for CalREN2. Another way of describing what we get is that CENIC is our network, not an increment. Sustained bandwidth at 50X 3 years ago. The move to CENIC was risky but a sound management decision. Still need some good research examples to support original justification for project. CENIC board is promoting research collaborations on the network: Tom West available to visit campuses. Contact Jim Dolgonas, Jack McCredie or Tom West. SETI and SDSC are examples. Internet2 network funding. Budget initiative for Internet2 funding based on need for need for highspeed connections for high-end faculty. Permanent funds allocated on project basis, which may include salary. Guidelines will go as attachment to the budget allocation letter. Action: Add paragraph to the guidelines about year-end reporting. Send a list of all IT budget items to JOG and CPG members. Cisco network utility. Cisco's support has been an unreliable substitute for campus router engineers (when engineers left). Propose to hire lower-level engineers, outsource router support. Would a single multi-campus master NSA contract be useful? Cisco's network utility model is currently based on commercial customers and needs to be rethought for higher education customers who have large networks at single sites. Action: Review the Cisco relationship and explore the potential for a comprehensive contract.