University Business - July/August 2011 - (Page 72)

Funding Capture line from add-ons, maintenance and support fees, and refresh costs, the lecture capture business model already includes those fees in the upfront costs. “It is different from historical technology where you had refresh cycles and such,” says Rotoli. “The business model for lecture capture is to include those costs in the units.” Also, having learned from other technologies, campus CIOs know to budget ahead based on total cost of ownership. “We’ve had projects around campus get caught short and we just don’t risk it any more,” says Anderson. At Saint Michael’s, officials don’t undertake a project unless they can support it long-term, he notes. Some of his costs, such as bandwidth, are going down, allowing him to shift funds around. “Other departments have the opposite problem; for instance, Facilities has to buy gas,” he says. Another positive: The demand on IT staff time isn’t as high in most cases. “We’ve been able to service 15 times the number of students at one eighth of the cost,” says Kemp, adding that lecture capture is far more affordable and less labor intensive than the video conferencing rooms he worked with at other universities. “This is critical architecture,” agrees Kellen. “It’s like a light; it’s either on or off and it’s usually always on.” Because of that, he is working to fold maintenance and training support into his staff ’s regular duties to keep costs and workloads down. The systems are so easy to use now that faculty training isn’t a cost issue because it’s easily folded into the regular training budget, campus leaders say. “We never actually stop training on any of our technologies,” says Kemp. “They record when they want, what they want, and post what and when they want—all without any involvement from my staff,” says Adams. “The biggest thing we did to ensure rapid adoption was to make the process incredibly end-user friendly.” Although maintenance and training are easily managed, storage costs are an issue to consider. “The probability that I’m most concerned about is storage of the streaming and general infrastructure,” says Kellen. “Our policy is to store as little as possible. Right now, they expire after the class ends, but that might change.” His team at the University of Kentucky is monitoring adoption and projecting growth based on usage. Currently, students in the medical school are the heaviest users. “The most expensive part is the disk storage to store lectures,” agrees Coffman. He keeps the original, editable recordings for two years and the iPod-compatible output for as long as the instructor wants. “This is important because, in your fourth year, you have to take a board exam that covers everything you learn, so it doesn’t help to take their resources away after two years,” he explains. IT Budget Hits Historically, college and university leaders saw tHe it budget as an easy place to cut when money got tight. a few years ago, that trend turned around as technology, bandwidth, and network uptime became student priorities. Here’s how three campus it executives are viewing the budget situation: “ours is pretty stable. i think, in relative terms, we faired pretty well institutionally around budgets. while we share the pain with everybody else, we weren’t singled out for more pain than everybody else. we weathered that storm pretty well.” —Bill Anderson CIO, Saint Michael’s College (Vt.) “i don’t think anyone can imagine Penn state not relying on it to do its business. six percent of the total budget is spent on it. that is both small and large depending on your view. you have to have an idea of the spend before you can have a conversation. Penn state doesn’t do kneejerk stuff, we’re looking at consolidating. we haven’t had furloughs or layoffs.” —John Harwood, associate vice provost for IT, The Pennsylvania State University “we’ve been in continual decline for the last four or five years. we’ve cut everything we can. we’re now at the point of cutting staff to keep computers running, or cutting computers to keep the staff. we’re at the edge here. the pressure is on to do more with less. we have motivation to save money on contracts and architectures with lower costs. we’re beyond the simple obvious quick wins. nonproductive and less productive assets are targets. anything virtual or universally accessible is good.” —Vince Kellen, CIO, University of Kentucky Budget Rational A well-worded budget proposal is important to a successful requisi72 | July/August 2011 tion, but nothing speaks louder than a pilot program and student demand. The student response to classes using lecture capture “was so great it was an unstoppable train,” says Coffman. “Lecture capture is a choice today, but in a few years, students will shop for it. If your competitor has it and you don’t, the student will go there.” Colleges and universities are already using lecture capture as a recruiting feature, says Mike Berger, senior director of marketing for Tegrity. “Schools are putting it on their website that they have it. They are using it as a competitive edge, especially if schools around them don’t have it.” “You are having a student-legislated component to funding,” says Brown. It means being ready to articulate the benefits for students, because people might not be familiar with lecture capture, he advises. Also be prepared to discuss the entire workflow from classroom to viewer, so you can address all the features and any peripherals that will be needed. “You have to be able to say, ‘We want to keep five years of classes online so they can go back to them through their entire college career’ to justify your choices,” he explains. universitybusiness.com http://www.universitybusiness.com

Table of Contents for the Digital Edition of University Business - July/August 2011

University Business - July/August 2011
Contents
Editor's Note
Ad Index
College Index
Behind the News
Sense of Place
Viewpoint
Financial Success
Money Matters
Community Colleges
Funding Capture
Models of Efficiency
Thwarting ID Thieves
Embezzlement Epidemic
What's New
End Note

University Business - July/August 2011

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