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Vision 1:

​Transformation and Innovation

KEY PRIORITY 1.1
Support Innovation

SCOPE:
Fostering innovation leads to solutions to existing problems and to transformation through the adoption of new technologies. The CSU's IT leaders see innovation as a key focus for the system so that the CSU as a whole remains well positioned to meet the growing technology needs of its students, faculty and staff.

ACTIONS:

  • Designate a Chief Innovation Officer within the system and the Chancellor's Office ITS to lead transformation and improvement for the CSU through innovations in technology.
  • Develop forums by which the Chancellor's Office and the campuses can easily collaborate on and share innovative ideas.
  • Design a resource allocation process to take potentially disruptive innovations forward from the seed stage to the greater CSU.
  • Help campuses develop strategies to support cyberinfrastucture for research endeavors.

KEY PRIORITY 1.2
Create a "CSU Anywhere" Unified Student Experience

SCOPE:

Students must experience fewer barriers and less friction as they move into, through, between, and, ultimately, out of the CSU system. To that end, they must be able to easily access the tools and resources that facilitate student success. Many, if not most, of those services should be self-service. The CSU seeks to use technology solutions to find the friction points students regularly encounter and reduce or eliminate them; it should be seamless for a student to access or transfer into and between CSU campuses. Similarly, the resources students need should be as available at one campus as any other, and the look, feel and navigation of a CSU student through our virtual environment should be both easy, intuitive and consistent.

ACTIONS:

  • Review student support services to determine how they can be seamlessly integrated with the CSU's Enterprise Resource Planning (ERP) environment to improve student experiences.
  • Begin working with the California Community Colleges and California Department of Education systems to identify areas where data can be shared or leveraged to ease student transitions or populate degree planning tools.
  • Enable students’ ability to connect to internet/network wireless resources anywhere in the system, potentially using Eduroam.

KEY PRIORITY 1.3
Develop an Enterprise Resource Planning (ERP) Roadmap

SCOPE:

The California State University's administrative functions are supported with a set of Enterprise Resource Planning (ERP) systems reaching end-of-life. These systems have been highly customized to support diverse CSU business practices that cannot adequately meet the evolving needs of the CSU. These current ERP systems primarily support back-end staff functionality. The next generation of ERP systems are end user-centric with business process ownership pushed to students, faculty and staff with limits on the ability to modify system functionality. The CSU needs to position itself to adopt these next-generation ERP systems.

ACTIONS:

  • Establish a guiding principle that ERP investments are maximized by accepting applications as close to "as-delivered" as possible.
  • Prioritize business process redesign over system customizations.
  • Collaborate with the CSU's business partners, focusing on aligning business processes for current or future ERP systems.
  • Develop and implement a comprehensive set of data standards to support business intelligence.
  • Determine where learning management systems and other student resources can be fully integrated into ERP systems to improve student experiences.

KEY PRIORITY 1.4
Create a Cloud Strategy and Roadmap

SCOPE:

Cloud computing offers increased flexibility, reduced capital requirements, improved disaster recovery, and enhanced reliability. For these reasons, public and private organizations alike are moving their technology resources into the cloud. The CSU will develop a cloud transformation strategy and implementation roadmap to ensure that campus IT departments can benefit from the advantages of the cloud while maintaining their data governance policies and standards.

ACTIONS:

  • Develop a strategic framework for using cloud services/architecture and a cloud transformation advisory group.
  • Explore signing service agreements with major cloud vendors while leveraging existing Internet2/CENIC contracts.
  • Develop a transformation roadmap to deliver the strategic framework.
  • Create and provide cloud assessment tools that include technical and financial components.
  • Define the metrics of success for transitioning to cloud services.

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Vision 2:

Shared Services and Achieving Economies of Scale

Learn More
 

Vision 3:

Organizational Communication and Effectiveness​​​​​​

Learn More