Information Services Annual Report 2020

INFORMATION SERVICES

221 Richmond Way Richmond, VA 23173 Phone: 1-804-289-8652 E-mail: is@richmond.edu

2020

ANNUAL REPORT

is.richmond.edu

Who you are tomorrow begins with what you do today.

THANK YOU FOR YOUR SUPPORT! Information Services (IS) extends a sincere thank you to everyone at the University of Richmond. IS partners with the campus community to provide robust, reliable, and secure information resources and services that enable faculty,

staff, and students to excel in their academic and administrative pursuits. Collaborating with other offices, we provide the facilities, equipment, and professional support to assist faculty with meeting their teaching objectives as well as support for innovative uses of information technology to advance teaching, research, creativity, and scholarship.

ANNUAL REPORT

CONTENT 02

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MESSAGE FROM THE CIO

COMPUTER REPLACEMENT

SPIDERTECHNET

INTERSECTIONS

04

11

16

22

IT GOVERNANCE

CROWDSTRIKE FALCON

BY THE NUMBERS

TLC ON 2

06

12

18

24

COVID-19

NEW WEB

PROFESSIONAL DEVELOPMENT

TECHNOLOGY & INFORMATION PLAN UPDATE

26 SERVICE

AWARDS

28 CAPITAL

PROJECTS

30 IS & STUDENT STAFF

1

MESSAGE

FROM THE VP & CIO

2

INFORMATIONSERVICES

CIO STATEMENT

We partnered with colleagues from across the institution to enable our ability to return to campus this fall and prepared our teaching locations for a semester like no other.

Hello and welcome! Thank you for taking time to review our annual report!

2020 has been an extraordinary year. I know. This is an understatement. The pandemic crisis, the economic crisis, and the racial/social justice crisis have deeply impacted us all. While we have been wrestling with these challenges, your Information Services division has been working tirelessly to support, enable, and improve our services for our students, faculty, and staff. Starting with enabling the University to pivot quickly to remote learning and remote work in the spring our focus was on ensuring our community had the technology resources to teach, learn, and work remotely. We partnered with colleagues from across the institution to enable our ability to return to campus this fall and prepared our teaching locations for a semester like no other.

Our team, which includes our staff as well as our student technicians, has used our talents on a wide-variety of projects and initiatives this past year. We have revamped our website, instituted a new service portal (SpiderTechNet), and replaced our end point protection. We also implemented goals from the University Technology and Information Plan (UTIP) that continues to improve on our everyday services and stood up new ones. The University’s IT Governance program continues it maturation to help navigate and sift through competing priorities and investments.

We have developed professionally. We completed cultural competency and inclusive leadership courses within LinkedIn Learning in addition to staying abreast of the latest technology trends and best practices. Our division continues to host and facilitate a weekly cross-cultural conversation (Intersections) which we started in 2017. Together we have improved our ability to work alongside each other to support the University. Several members of our team have been recognized formally and informally for their outstanding service this year. We are extremely proud of them. I am confident you will be as well after reading this report.

Keith W. McIntosh

VICE PRESIDENT AND CHIEF INFORMATION OFFICER

3

INFORMATION TECHNOLOGY

GOVERNANCE Decisions about technology investments and services require strong collaboration between IS leaders and our academic and administrative partners.

In the past, the University has successfully made these decisions through informal consultations, which are no longer enough to navigate all of the priorities that are out there. The University Strategic Plan is increasing the opportunities to use technology to support important institutional goals. But while these opportunities are exciting, resources do not allow us to do everything. Trade-offs need to be weighed - collaboratively.

“It is imperative for us to focus our precious resources on investments providing the best value for the University. IT Governance will facilitate alignment between digital investments, University strategy, goals, and priorities,” says Keith W. McIntosh, Vice President and Chief Information Officer.

Many institutions improve IT decision making by implementing stewardship and advisory structures, often called IT governance. IT governance creates the structures, processes, and policies to allocate resources to an established set of IT priorities. In addition to providing a process through which the University can evaluate and prioritize projects and investments in the context of institutional priorities and values, there are several other benefits to having a formal IT governance structure: It establishes clear pathways for departments to propose new ideas and opportunities; It enables shared objectives such as improving processes and data quality; It coordinates decisions so one area’s project won’t adversely impact another’s; It creates transparency and builds an understanding 4

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of IS operations and the full portfolio of IT initiatives; It improves communication to help everyone use technology effectively.

IT governance kicked off at the University of Richmond in October 2019, with the inaugural meeting of the IT Governance Steering Committee at 3:00 on October 11 in Tyler Haynes Commons Room 305. The IT Governance Steering Committee, chaired by Keith W. “Mac” McIntosh, is the executive committee in our IT governance structure. The Steering Committee is supported by three advisory committees: Data Management Committee, chaired by Melanie Jenkins (Institutional Effectiveness) and Troy Boroughs (Information Services) Faculty Technology Committee, chaired by Lauren Tilton (Rhetoric and Communication Studies) and Michael Marsh-Soloway (the Global Studio) User Services and Experience Committee, chaired by

GOVERNANCE

The IT Governance Steering Committee meets monthly to discuss the technology landscape at Richmond, and to make decisions on whether proposed projects go forward.

Phillip Gravely (University Communications) and Doug West (Information Services).

McIntosh says, “Information and technology in the digital era are assets that require the University to maximize value and realize the benefits of our investments. This involves a change in mindset as we embrace a focus on institutional priorities.”

The IT Governance Steering Committee meets monthly to discuss the technology landscape at Richmond, and to make decisions on whether proposed projects go forward. If so, they assign a priority and a timeline to the project so that it can be added to the Information Services project portfolio. In this way, the University community can rest assured that IT projects are being weighed carefully and are considered in the light of the University’s strategic plan.

In addition to reviewing project requests, the Steering Committee had full agendas this past year, including discussions of the types of projects expected to come before the committee, a discussion about cybersecurity, discussions of UR Better, SpiderTechNet, integration with the Planning and Priorities process, policy updates, and updates on COVID-19 and its impact on the classroom.

As the committees begin the new year, they are participating in a self-study to see how they have lived up to their individual charters. Members participated in a survey for each committee, and they will discuss the results in future meetings.

More information about IT governance can be found online at https://itgovernance.richmond.edu/.

5

UNIVERSITY UPDATE

TECHNOLOGY & INFORMATION PLAN Goal 1: Support effective and innovative teaching and learning with technology.

Initiative 1.1: Create an integrated virtual and physical center for faculty to access academic technology, research, and instructional design support.

Team Lead: Mark Nichols Team: Vickie Brady, Fred Hagemeister, Melissa Foster, Melody Wilson, Bryan Gallagher, Chris Kelly, Clovis Khoury, John Wheeler, Micah Berry, Mike Scioscia, Oz Herbert Status: Complete Summary: The main accomplishments of Goal 1.1 include: new faculty hub website, increased web presence of the TLC by adding information to the main IS webpage and creating additional SpiderTechNet Knowledge Bases and Services, creating new physical spaces for both the Faculty HUB and the TLC. Initiative 1.2: Expand the Technology Learning Center (TLC) to become a hub of multi-media and technology support center for student coursework and creative projects.

Team Lead: Doug West Team: Mark Nichols, Melissa Foster (Phase two will see participation from the Faculty Hub, BML, and students).

Status: Green Summary: Phase 1 included the renovation work, and as

it relates to the TLC, we have been focused on improving the physical space that is the TLC. The TLC is now in a much more “public” location in the Library, and while the physical layout is similar, there are notable improvements that tie directly to our objectives within the initiative: • The space is more visible. The location will create dramatically more student traffic through the space; it is essentially a main thoroughfare through the Library • Glassed windows to promote the work that is happening.

• A much better space (with glass) was created for the 3-D printers • A dedicated AR/VR space • Access to A/V editing suites, and a One Button Studio • A dedicated training room where • we can bring faculty/classes in to get assistance with projects Initiative 1.3: Develop an interdisciplinary academic technology incubator space and grant program to facilitate faculty exploration of new technologies.

Team Lead: Mark Nichols Team: Christina Shepperson, Mitch Hanley Status: Not yet started Summary: Goal 1.3 is scheduled to start in May 2021. At this point, additional department/offices may include the Faculty HUB, Faculty Technology Committee, and Provost Office. The potential obstacles may include funding for the grant program and incubator space physical assets and securing a location.

The project is scheduled to be completed in December 2022.

Initiative 1.4: Create collaborative work spaces and virtual software application libraries to enable students to

6

INFORMATIONSERVICES

The University Technology & Information Plan is designed to contribute to the overall University Strategic Plan, from 2018 - 2022.

SUPPORT, PROVIDE, ENABLE, ADOPT THE GOALS OF THE UNIVERSITY TECHNOLOGY & INFORMATION PLAN

work anytime and anyplace.

Status: Not yet started Summary: This initiative begins in the Spring 2021 semester.

Initiative 1.5: Expand research and scholarly computing support services including consultation, high performance computing, and access to research software.

Team Lead: Fred Hagemeister Team: Clovis Khoury, Sasko Stefanovski, John Wheeler, Sam Gibbs, Nick Lydick, Fess Khan, Mark Nichols, Mike Scioscia Status: Green Summary: Most of the tasks for this initiative have been completed, centering on the execution of a shared HPC proof of concept project that served as the basis for an approved initiative in the Provost’s Office for establishing a shared system with a full-time staff support position. The initiative’s remaining work is the development of a restricted network to facilitate faculty and student accessibility to obsolete and vulnerable research computing equipment.

The next step is presenting a draft of the updated network device connectivity policy to IS leadership and proceed through

IT Governance.

Initiative 1.6: Create programs and resources to expand students’ technology literacy and proficiency.

Team Lead: Melissa Foster Team: George Flanagan (team member), Maria Gimenez (team member), Dora Douglas (team member) Status: Not yet started Summary: This initiative begins in the Spring 2021 semester.

Goal 2: Provide digital tools and information to help students develop effective academic plans and deepen their co-curricular engagement.

Initiative 2.1: Develop advisor dashboards with information about students’ interests, and co-curricular engagement.

Team Lead: Mike Koontz Team Members: Lee Parker, Andrea Zinski, Doug West, Eric 7

UNIVERSITY UPDATE

TECHNOLOGY & INFORMATION PLAN Palmer, Scott Tilghman, Fred Hagemeister, Troy Boroughs.

Status: Green Summary: Held discovery meeting with the Registrar’s Office, and had a demo of Grad Tracker to understand its capabilities.

Next up is a gap analysis of information for Advisors. We will also determine the project sponsor.

Initiative 2.2: Create “digital” planning worksheets for students and advisors to develop preliminary forecasts of their 8 semesters of course work and engagement in internships, study abroad, and other high impact programs.

Team Lead: Lee Parker Team: Mike Koontz Status: Begins in May 2021.

Summary: We will consult with the Registrar’s office, advisors, and Student Development offices.

Initiative 2.3: Improve existing and seek new tools to help students discover, schedule, and join activities and events that match their personal, academic, and career interests.

Team Lead: Doug West Team: Fred Hagemeister, Eric Palmer, Scott Tilghman, Lee Parker, Mike Koontz, Troy Boroughs, Andrea Zinski, Bill Galaspie, Susan Galvin, Beth Sims Status: Green Summary: Slated to begin Fall 2020.

Initiative 2.4: Leverage technology to create a shared “case management” system that helps offices that interact with students track these interactions and share appropriate information as they 8

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refer students to one another.

Team Lead: Fred Hagemeister Team: Andrea Zinski, Beth Simms, Bill Galaspie, Doug West, Eric Palmer, Lee Parker, Mike Koontz, Scott Tilghman, Susan Galvin, Troy Boroughs Status: Green Summary: We have been interviewing stakeholders to identify a sponsor and project scope.

Initiative 2.5: Leverage mobile technologies to assist incoming students to plan and track their own co-curricular engagement plan and for juniors and seniors to plan and track the activities and support services they should engage with as they transition to engaged alumni.

Team Lead: Sam Gibbs Team: Alex Cain, Deb Warrick, Derek Toro, Mike Scioscia Status: Green Summary: Begins in May 2021

Goal 3: Enable faculty, student, and administrative support services that are efficient and data driven.

Initiative 3.1: Support redesigned processes with digital workflows, electronic signatures, and document management capabilities.

Team Lead: Troy Boroughs Team: Lee Parker, Mike Koontz, Rett Alexander, Deb Warrick, Keith McIntosh Status: Complete – October 1, 2020 Summary: Implemented custom application development platform (APEX) to automate UR processes deemed strategic by

UR Better. Implemented Chrome River expense management application. Initiated HR/Payroll modernization initiative. Researched and implemented several process/workflow automation options for UR Better. Integrated UR Better with IT Strategic Governance.

Initiative 3.2: Deploy a mobile friendly, integrated student onboarding capability to streamline collection of student information and distribution to Banner and other student support application software and guide students through the steps to enroll in applicable administrative tasks, activities, campus services, and orientation programs.

Team Lead: Andrea Zinski Team: Virginia Griffith, Wilbert Thacker Status: Green Summary: Begins in May 2021 Initiative 3.3: Create an interactive, self-service site to replace the fact book.

Team Lead: Eric Palmer Team: Melanie Jenkins, Dustin Engels Status: Green Summary: Begins in spring 2021 semester.

Initiative 3.4: Evaluate and plan a transition to a software as a service administrative (ERP) and student information system.

Status: Canceled

Goal 4: Adopt leading IT management practices and develop organizational

competencies to effectively and securely use technologies.

Initiative 4.1: Implement IT governance.

Team Lead: Keith W. McIntosh Team: Troy Boroughs, Kevin Creamer, Susan Galvin, Greg Miller, Mark Nichols, Beth Simms, Doug West, Melody Wilson Status: Complete – 12/01/2020 Summary: During this past year, we convened the IT Governance Steering committed eight times to review and discuss our current IT projects portfolio, receive updates from each of the advisory committees, provide foundational briefings to inform and educate the ITGSC about current IT and University processes.

Initiative 4.2: Adopt IT Service Management methods and a service management software application across IS. Team Lead: Susan Galvin Team: Rett Alexander, Stephanie Charles, Jason Cope, Kevin Creamer, Jaime Fairley, Sam Gibbs, Fred Hagemeister, Mitch Hanley, Pam Harper, Alison Harvey, John Hurst, Susan Kirby, Althea McMillian, Greg Miller, Julie Neville, Mark Nichols, John Reeves, Karl Schmitz, Phil Sherman, Beth Simms, Sasko Stefanovski, Scott Tilghman, Derek Toro Status: Green, 90% Complete Summary: Our most recent accomplishment is to get the integration with Sassafras working so that all of our lab machines and our primary laptops are being

tracked in the asset module of SpiderTechNet. Initiative 4.3: Create an IS-wide project management office and adopt consistent tools and practices for resource planning and project management.

Team Lead: Susan Galvin Team: David Barth, Jason Cope, Bill Galaspie, Susan Galvin, LeVonne Johnson, Eric Palmer, Karl Schmitz, Phil Sherman, Beth Simms, Rob Stuckey, John Wheeler, Jamie Fairley, Keith McIntosh Status: Green, 40% Complete Summary: Our most recent accomplishments include determining our recommendations for standard project management and creating both a statement of work template and a lessons learned template. Next steps include finalizing these items and bringing them before the Leadership Team members and the Skip Level Team members for their input and approval. We expect to have this initiative completed by 3/31/2021.

Initiative 4.4: Maintain an up-todate business continuity strategy and disaster recovery plan in alignment with institutional priorities.

Team Lead: Clovis Khoury Team: Alison Harvey, Don Babb, Karl Schmitz, Lennie Rimmer, Mike Scioscia, Sashkso Stefanovski, Vinnie Petrone Status: Green Summary: We have defined and tested a plan to recover systems to our off-site facility in case of a disaster. We have also defined, confirmed, and improved recov-

ery time objective and recover point objective for three tiers of servers.

Initiative 4.5: Develop a comprehensive security strategy and security awareness program.

Team Lead: Shana Sumpter Team: Steve Zinski, Frank Amrhein, Althea McMillian, Bobby Hayes, Kevin Creamer, Julie Neville, Wilbert Thacker, Doug Broome, David Foster, Alex Cain Status: Green - Complete Summary: The Cybersecurity Awareness goal met its initial outcomes during the previous year.

Cybersecurity is an ever changing and evolving area. The Information Security staff will continue with the established efforts and well introduce new tactics to increase and improve awareness across campus Initiative 4.6: Strengthen and expand our organizational capabilities.

Team Leads: Eric Palmer & Alison Harvey Team: Wilbert Thacker, LeVonne Johnson, Douglas Broome, Alem Areki, Derek Toro, Marge Musial, Dora Douglas, Deb Warrick, Chris Kelly, Status: Green Summary: All Information Services staff have development plans consisting of at least one development goal. In the coming months, the team will meet to decide how to handle the performance year close out and how to survey the IS staff.

9

RESPONSIBLE

STEWARDSHIP

Computer Replacement Information Services to Move to Fouryear Computer Replacement Cycle For some time, Information Services has been examining a longer replacement cycle for primary computers used by faculty and staff. Beginning in summer 2021, the standard will change from three years to four years. It’s the first revision to this policy in 20 years, one in keeping with the university’s strategic goal of responsible stewardship.

Even before the current pandemic, IS recognized that a longer replacement cycle makes better fiscal sense without compromising users’ needs, said Doug West, assistant vice president for telecommunications, media support, user services, and academic computing services.

“The machines currently being deployed include configurations that should allow them to remain in use as primary machines for four, or even five, years,” West said. “In fact, we typically get five to seven years of performance out of a machine because of its use as a secondary computer.”

The change in the refresh cycle allows IS to replace machines at a pace that improves the stewardship of UR’s resources while also continuing to keep up with evolving technology. While the plan to modify the cycle has been in the works for quite a while, IS moved up its implementation as part of budget 10

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adjustments to fund the unexpected COVID-19 technology-related expenses.

With the cancelation of the summer 2020 installations and the start of the new four-year rotation next summer, users who were expecting a new machine in 2020 may receive one in summer 2021 or 2022. The staggering of four- and five-year replacements will continue for the next few years while IS catches up on the replacement cycle and every primary computer has been replaced.

Information Services is working on the details for individual departments and users and will continue to communicate to the campus community about the change.

For more information about the University’s computer replacement policy, visit is.richmond. edu.

Reprinted with permission from Spider Insider magazine.

STEWARDSHIP

The change in the refresh cycle allows IS to replace machines at a pace that improves the stewardship of UR’s resources while also continuing to keep up with evolving technology.

CrowdStrike Falcon Moving to Behavior-Based Threat Detection The Information Security office conducted a request for proposals (RFP) to select a new endpoint protection platform because the existing system, Sophos, was over ten years old and no longer effective at detecting and preventing malware. It was based on the antiquated signature definition model and malware attacks had evolved. The security team, with participation from across Information Services, evaluated ten different next generation, behavior-based products, and narrowed it down to two to perform a proof of concept. CrowdStrike was selected because it met our criteria and their support services were better than the contender.

Licensing was purchased for all University managed computers and full-time student population. The contract was secured in May 2019 and we had until June 2020 to fully implement the CrowdStrike Falcon product because the Sophos contract expired June 30. Implementation involved training IS staff to administer and manage the platform, develop a strategy to migrate groups to the new platform, and communicate the change across campus. Members for multiple team across IS were part of the implementation team, to include Security, Help Desk, Datacenter, ACS, and Networking because the rollout

involved touching every computer to install the new Falcon sensor and uninstall the old Sophos.

CrowdStrike Falcon monitors malicious behavior on an endpoint and compares it against their threat analysis data to determine if the attack vector is known or behaving in a way that is not consistent with normal computer operation. It has the ability to stop malicious activity and quarantine a device to prevent spread across the network as well as alert support staff to respond when necessary. We’ve seen several malicious attacks stopped since implementing Falcon that were not detected by Sophos. Also, the Help Desk has reported fewer tickets from end-users with malware infections [verify with Scott, but he said that in a meeting]. Falcon is not a security silver bullet, but it has certainly made managing malware attacks more manageable.

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OUR TEAM

COVID-19 & INSTRUCTIONAL TECHNOLOGY As early as March 2, Information Services was meeting to discuss COVID-19, and preparing for IT needs resulting from a possible transition to remote work. One of the first things IS did was to engage with the Provost’s Office and the Teaching and Scholarship Hub to support the Remote Teaching and Preparedness initiative. The work was initially focused on the creation of Continuity of Instruction pages on the Emergency Preparedness website. The majority of the content on those pages was created by the Hub, and IS provided links to information in SpiderTechNet, where we created special content geared towards technology support for 1) Continuity of Instruction, 2) Learning Remotely, and 3) Working Remotely.

IS facilitated the purchase of Zoom enterprise as a platform to support remote and blended teaching and learning, as well as to support the campus community that was transitioning to remote work. Full implementation of Zoom was accomplished within a day of the enterprise purchase, and the campus quickly adopted to the use of the new tool. As part of the effort to provide new information on remote teaching and learning, IS developed a page in SpiderTechNet dedicated to students that needed access to special software for their course work. While Information Services did purchase some products for student use, we are grateful that the majority of our software 12

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vendors made their software available to students for free during the period of remote work in the spring, and into the summer as well.

Scenario planning connected to the Remote Teaching and Preparedness Initiative continued throughout the summer. As it related to instructional needs, IS worked on defining a standard classroom technology solution that could be scaled quickly across all teaching spaces (and potential teaching spaces) on campus, that would facilitate the faculty member’s ability to provide both in-room instruction and remote instruction at the same time. More than 300 classrooms, meeting spaces, and other types of rooms were evaluated for on-campus teaching and learning.

In the end, about 150 spaces were selected as classrooms for the fall. Technology configurations were reviewed with colleagues, including faculty, in the Law and Business schools, as well as with the Faculty Technology Committee, the school deans, and selected representatives from all 5 schools. IS incorporated the feedback from these presentations and discussions into the final configuration design, and immediately began the process of equipment order, delivery logistics, and installation.

To train faculty on the use of the classroom technology, IS held over 130 sessions between July 29th and August 21st. We had a total of 480 registrations, about 40 of which were actually associated with 3 Blackboard virtual training sessions.

ZOOM Meetings: 96,779 Webinars: 346 Webinar Participants: 22,540 Meeting Minutes: 31,827,996 May 1 - 2020 - November 2, 2020 13

A NEW APPROACH TO SERVICE

SPIDERTECHNET

One of the IT strategic initiatives IS chose in 2018 was to “Adopt IT Service Management (ITSM) methods and a service management software application across IS.” This technical-sounding goal has at its heart a commitment to improving not only the workflows behind the scenes for IS, it also greatly increases service to students, faculty, and staff.

Director of User Services Scott Tilghman says that SpiderTechNet “is a service portal, it’s where you can go to create a new service request, report an incident, look at a Knowledge Base, request a project. You can look at your previous history, check status.”

Manager of the Project Office Susan Galvin says that SpiderTechNet is “A way to submit a project request ticket request issue online and get assistance with whatever you need. It’s a knowledge base to find how to do things without having to call the Help Desk. I used the knowledge base last week to help get my father’s email on his iPhone.”

What is SpiderTechNet for IS team members? “Everything,” says Galvin. “It allows us to track projects, tickets, issues, change management, problems; eventually it will allow us to track assets. It gives us a big picture of what IS is working on and who is involved in what; who’s assigned to what. A myriad of analytics, like who we’re working for. Assign people to work on things. Notifications – with ticketing, it escalates the ticket up a level in our organizational structure.

One place for all of our Knowledge Base articles.

Tilghman says, “I think what SpiderTechNet has done for IS is allow us to have a single voice in one location. My department and Clovis’ department, Greg’s department, Eric’s department, can interact with one another seamlessly. Before I would have to find Eric to ask him to do something. We had no workflow.

Now we have the same workspace. The way we’re using and the way I hope our customers start using it, it reduces the time it takes to get a problem fixed. It also shines a light on the sheer volume of work we’re doing. It gives us the ability to analyze what we’re 14

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doing for our customers, which is crazy good. We’re learning a lot about SpiderTechNet, we’re getting better with it.”

SpiderTechNet allows everyone to submit service requests and see the status of their requests.

SPIDERTECHNET

25,197 service tickets in one year

15

BY THE

NUMBERS 2020 IS Projects by Division or School

68

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39

Projects

Systems and Networks had a busy year, supporting the launch of 17 new applications, and retiring 5.

161 APPLICATIONS ON CAMPUS 16

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197 APPLICATIONS IN THE CLOUD

SINCE 2008, THE UNIVERSITY HAS EXPERIENCED 213% GROWTH IN THE NUMBER OF APPLICATIONS SUPPORTED ON CAMPUS (BLUE) OR IN THE CLOUD (ORANGE).

IN CONTRAST, IS STAFFING HAS GROWN ONLY 6.6% OVER THAT SAME PERIOD.

17

NEW

WEB

Discussions about updating the University website started in the fourth quarter of 2018, with the project – named “Hermes” - ramping up in the second half of 2019. Phillip Gravely, Associate Vice President for Communications and Digital Engagement, recalls the four goals of the project: 1.

Modernize the technical infrastructure and performance 2. Optimize content strategy through data analytics 3. Improve compliance with web accessibility guidelines 4. Infuse the University’s brand expression Senior Web Programmer Alem Areki developed a tool that is capable of migrating up to 300 web pages in two minutes from the existing theme to Hermes. Director of Web Services Eric Palmer 18

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notes that it would take approximately 75 hours to convert the pages manually, making Areki’s tool vital to the website transformations this year.

The results of the work can be seen in a dozen sites that have gone into production with Hermes.

1.

https://admissions.richmond.edu/

2. https://disability.richmond.edu/ 3. https://financialaid.richmond.edu/ 4. https://law150.richmond.edu 5. https://news.richmond.edu/ 6. https://studenthealthinsurance.richmond. edu/

Web Services and University Communications modernize the code under the hood, while introducing an all-new look to the University’s website.

7. https://www.richmond.edu/ 8. https://law.richmond.edu/ 9. https://urnow.richmond.edu 10. https://presidentsearch.richmond.edu/ 11. https://search.richmond.edu - new 12. https://facultyhub.richmond.edu – new 13. https://is.richmond.edu/ More sites are launching every week now that all of the pieces are in place.

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DIVERSITY, EQUITY, INCLUSION

INTERSECTIONS Intersections is a group of staff, faculty, and students, founded on August 30, 2017, focused on discussions of all the -isms in society today.

The group has been together for three years, facilitated by Keith W. “Mac” McIntosh. In its third year, the group had to shift from physical weekly meetings to virtual ones, on Zoom. While the benefits of meeting physically are many, meeting virtually allowed more people to attend.

In this past year, conversations included a wrap up of Vernā A. Myers book, What If I Say the Wrong Thing: 25 Habits for Culturally Effective People. Members of Intersections attended the Sharp Viewpoint Speaker Series event featuring Michele Norris in conversation with Keith W. McIntosh about the Race Card Project. Other members attended a Race Card Project workshop that was held earlier in the day. During one lunch, members watched and then discussed Chuck Mike’s special presentation of Where Are All the Bodies Coming From?, a Theatre for Social Change production.

Intersections began 2020 with a focus on different topics: Virginia legislation, racist acts on campus, the 1619 Project, Black Lives Matters, racism in the Robins School (including a discussion with Dean Mickey Quiñones), understanding Judaism, Anti-Semitism, understanding Islam, Islamaphobia, recognizing your own bias, bias in technology, Professor Kristjen Lundberg on “The Limits of Implicit Bias,” Lee Dyer on “Gender Fluidity,” LGBTQiA+, structural racism, the opioid crisis vs. the crack epidemic, multi-generational workforce, cultural 20

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Karen Caitlin joined Intersections for a discussion of her book, Better Allies: Everyday Actions to Create Inclusive, Engaging Workplaces.

awareness when working with Veterans, ageism, and more. The group then began reading and discussing the book, Better Allies: Everyday Actions to Create Inclusive, Engaging Workplaces by Karen Catlin. The author joined us for a special discussion of her book.

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TLC

ON 2 This past summer, the Technology Learning Center moved to the 2nd floor of Boatwright Library.

The space has been completely remodeled to facilitate all of the computing and multimedia production that’s possible in the TLC. There’s a separate room for 3D printing, and another for classes and virtual reality (VR). And there are plenty of computers for students, faculty, and staff to access specialty software. And the TLC student workers are there to answer your questions.

01 CHECK OUT THE 3D PRINTERS The TLC does not charge for 3d printing. Priority use goes to credited classes, and is limited to current faculty, staff, and students only. Prototypes and art pieces are the most popular uses of 3D printing.

There’s even a sink for water-soluable structures.

02 VIRTUAL REALITY The TLC has VR gear, and can get you started on simulations and visualizations. Unfortunately, due to COVID-19, the VR gear is unavailable. But the TLC will be ready when the virus has been vanquished.

03 AUDIO / VIDEO From gear that can be checked out to a OneButton Studio, the multimedia support in the TLC is fantastic. Whether it’s finding the right camera to post-production editing in Adobe Premiere, the TLC student experts are ready to help.

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04 POSTERS And yes, the TLC still prints academic research posters, for the Undergraduate Symposia or presentations at conferences. The best way to connect with the TLC is email: tlc@richmond.edu.

NOW EVERYONE CAN FIND THE TLC, WHICH HAS BEEN ONE OF THE GREATEST SECRETS ON CAMPUS.

From help with Excel to 3D printing and virtual reality (VR), the TLC is the place to go if you want to learn more.

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DIVERSITY, EQUITY, INCLUSION PROFESSIONAL DEVELOPMENT

In February, Keith W. McIntosh assigned a goal for all 72 members of Information Services.

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Each person was to take the time to complete the LinkedIn Learning course, Cultivating Cultural Competence and Inclusion. In addition, all managers and directors in IS were given the goal of completing a nine-course learning path, Becoming an Inclusive Leader.

McIntosh says, “As a diversity, equity, and inclusion or DEI advocate it is important for me to model, emphasize, and promote inclusive leadership. People are our most important resource. DEI is at the heart of leading and working with people. Given the lack of people of color, women, members of the LGBTQ community, and people with disabilities in the technology profession, it is important for us to do our part to create and maintain an equitable and inclusive

INCLUSION

environment. This is why we, the supervisors, managers, directors, and leaders in Information Services committed to growing in our DEI journey by completing cultural competency training within LinkedIn Learning. These courses will help raise our awareness and provide a shared understanding amongst our leaders. “ Scott Tilghman, Director of User Services says, “I have always valued vigorous debate on a wide range of topics while interacting with people in my position.

It was good to be reminded to see that others bring different experiences to the discussions. I have been practicing asking people directly to reflect on their experiences that develop their opinions. This exercise has led to deep meaningful conversations and improved relationships. “ Clovis Khoury, Director of Enterprise Computing says, “I enjoyed the series ‘Become an Inclusive Leader,’ and the different views from the presenters. I found

them relevant, insightful, and entertaining at times.

One item stands out from John Maeda’s class on ‘Design, Business, and Inclusion.’ Maeda, who served as chair of the Race and Culture Council, was discussing racism with a Native American student. In an effort to empathize with the student, Maeda shared the pain he felt when insulted about his Asian race. The student explained that Maeda experienced immigrant racism, but the student experienced indigenous people racism, going back centuries. Maeda had a revelation about this blind spot, or lacuna. He then understood that empathy might deceive you; unless you feel their pain, you really don’t know.

“Given the lack of people of color, women, members of the LGBTQ community, and people with disabilities in the technology profession, it is important for us to do our part to create and maintain an equitable and inclusive environment.”

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EMPLOYEE

SERVICE AWARDS The Outstanding Service Awards, given annually, honor staff members for exemplary commitment and service to the University in five staff categories. Award winners receive $1000 for exemplifying the spirit and mission of the institution through superior service and contributions to the University community.

This year marked the first year where two members of Information Services won separate awards.

In the Administrative category: Julie Neville, User Services Systems Administrator, User Services, won.

Her supervisor, Scott Tilghman, said, Julie is one of the most well-known, well respected, and well liked, employees at the University of Richmond. Many of

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you know Julie through your interaction with her over the phone at the Computer Help Desk. Julie is an excellent technician and is very quick to diagnose and resolve technical problems, it is her ability to provide a truly outstanding level of customer service to each and every community member that she interfaces with that sets her apart and warrants such special recognition.”

FINANCIAL OVERVIEW

$ 1,000 AWARD WINNERS RECEIVE

In the Clerical Support category, Melody Wilson: Assistant to the Vice President, Information Services won. Keith W. McIntosh, CIO and Vice President for Information Services told Melody, “I see you when you use your strong moral compass, your true north in your interactions with others. I see you when you use your impeccable organization and management skills in support of me and the Information Services

All of us in Information Services are proud for the recognition given to Julie and Melody this year.

team. I see you when you commit to the details as well as understanding the big picture. Although, your focus and role is often behind the scenes, WE all see you when you pour yourself into in the service and support of others.”

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CAPITAL PROJECTS

Well Being Center

Ryland Hall

COVID-19 Modular Units

Well Being Center

Capital projects in 2020 included the new Well Being Center and Queally Athletic Center. New modular units were put in place to house students in need of COVID-19 quarantine or isolation. Ryland Hall is undergoing a significant renovation, one that includes adding an elevator to the building to make all classrooms and offices accessible. Jepson 103 was split into two classrooms, each specially designed for the subjects that will be taught there.

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Jepso

on Hall

Well Being Center Queally Athletics Center

ALTHOUGH MUCH OF THE CAMPUS CONTINUES TO WORK REMOTELY, CAPITAL PROJECTS ARE STILL HAPPENING ON CAMPUS, AND IS STAFF MEMBERS ARE HERE EVERY DAY TO KEEP UP WITH PROJECT COMMITMENTS. THANKS TO EVERYONE THAT IS CONTRIBUTING TO HELPING THESE PROJECTS STAY ON SCHEDULE!

DOUG WEST

AVP, TELECOMMUNICATIONS, MEDIA SUPPORT, USER SERVICES, AND ACADEMIC COMPUTING SERVICES

IN THE END THANK YOU TO THE IS TEAM AND OUR STUDENT WORKERS Rett Alexander, Frank Amrhein, Eli Anderson, Alem Areki, Don Babb, David Barth, Troy Boroughs, Vickie Brady, David Brandon, Doug Broome, Alex Cain, Ray Cargill, Stephanie Charles, Jason Cope, Kevin Creamer, Dora Douglas, Jamie Fairley, George Flanagin, Melissa Foster, David Foster, Bill Ga-

laspie, Bryan Gallagher, Susan Galvin, Sam Gibbs, Maria Gimenez Marquina, Melvin Gray, Virginia Griffith, Fred Hagemeister, Mitch Hanley, Pam Harper, Alison Harvey, Tequita Hawkins, Bobby Hayes, Oz Herbert, Kathy Hoskins, LeVonne Johnson, Chris Kelly, Fess Khan, Clovis Khoury, Susan Kirby, Mike Koontz, Nick Lydick, Keith McIntosh, Althea McMillian, Greg Miller, Marge Musial, Julie Neville, Mark Nichols, Eric Palmer, Lee Parker, Vinny Petrone, John Reeves, Lennie Rimmer, Karl Schmitz, Mike Scioscia, Christina Shepperson, Phil Sherman, Beth Simms, Sashko Stefanovski, Orlanda Stevens, Rob Stuckey, Shana Sumpter, Wilbert Thacker, Scott Tilghman, Derek Toro, Angelika Vugteveen, Deb Warrick, Doug West, John Wheeler, Melody Wilson, Andrea Zinski, Steve Zinski

HELP DESK STUDENT WORKERS Jarmal Bevels, Graysen Boroughs, Nicholas Cargill, Justina Choo, Logan Didier, Robert Frazier, Xavier Goodall, Viktor Ivanov, Michael Limongelli, Joseph Mancuso, Kendra O’Connor, Arju Patel, Seyoum Settepani, Hayley Simms, Angela Stefanovska, Kobi White, Trent Williams, Emily Whitt, and Logan West

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THE CONCLUSIONS

TLC STUDENT WORKERS Imran Abawari, Ahsan Ahmad, Marcelo Ample, Tra My Anderson, Basel Arafat, Sophie Borchart, Jay Do, Maggie Dong, McKenna Dunbar, Barbara Fujita, Mitchell Gregory, Hammad Hassan, Sham-

im Ibrahim, Zoltan Jenel, Jae Wan Kim, Andrew LaPrade, Anima Maslo, Jajsani Raone, Kartikey Sharma, Justin Sullivan, Junko Takahashi, A’kayla Williams

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THANK YOU!

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