CCLE: Roadmap Appendices
Status: 12/1/06

Appendix 1: Membership of the Functional and Technical Sponsors Group

Functional Sponsors Group
Timothy Tangherlini, Scandinavian Section (Chair)
Diane Favro, ETC and Architecture and Urban Design
Jason Frand, Anderson School
Lianna Johnson, Life Sciences
Larry Loeher, Office of Instructional Development
Richard Meng, Undergraduate student
Ajit Pyati, GSEIS Graduate student
Janice Reiff, History & Statistics
Margo Reveil, Academic Technology Services
Joseph Vaughan, Center for Digital Humanities (Facilitator)
Sarah Watstein, University Library
Kathy Christoph, University of Wisconsin, Director, DoIT Academic Technology (External participant)

Technical Sponsors Group
Eric Chang, University Extension (Co-Chair)
Vincent Riggs, School of Public Affairs (Co-Chair)
Mike Franks, Social Science Computing
S. Kumar, Anderson School
Michelle Lew, Office of Instructional Development
Arun Pasricha, Registrar's Office
Nick Reddingius, Office of Information Technology
Terry Ryan, University Library (Facilitator)
Eric Splaver, College Information Services
Albert Wu, Administrative Information Systems
Mara Hancock, UC Berkeley, Associate Director, Learning Systems (External participant)

Appendix 2: Joint Report Executive Summary

Focusing Resources and Fostering Creativity

Joint Functional Sponsors Group – Technical Sponsors Group Report
to the Faculty Committee on Educational Technology on the
Common Collaboration and Learning Environment

June 9, 2006

Executive Summary

In January 2006, the Functional Sponsors Group (FSG) and the Technical Sponsors Group (TSG) were charged to develop a joint recommendation to the Faculty Committee on Educational Technology (FCET) for a common collaboration and learning environment (CCLE) for UCLA. The two groups met separately through mid-May. In late March, the FSG created a working draft report, and over the subsequent weeks, the TSG inserted sections and comments into that draft. At the same time, the FSG refined their working document, presenting a finalized draft to both groups in May in preparation for the joint meetings. The two groups then converged for a series of joint meetings in May and June to agree on the elements of a joint report. The FSG-TSG reached agreement on the following key areas:

1. Research, teaching and learning are at the core of UCLA's mission. Therefore, the CCLE must serve to promote innovative and effective research, teaching and learning in every way possible.
2. UCLA must financially and culturally support the CCLE at levels at least equivalent to peer institutions.
   1. We must be willing to transform the institution (our behaviors, our reward systems, our business practices) to be a player in the new world of intra- and inter-institutional collaboration and cooperation.
   2. The commitment must be institution-wide, both horizontally and vertically.
   3. UCLA must fund mechanisms and support systems to encourage faculty to use and extend the CCLE.
   4. Definition of all levels of funding will be determined during the detailed planning phase.
3. The CCLE must be an open environment that supports on-going development and allows for local customization.
4. The CCLE must support deep integration, so that functions within the system are aware of each other, and so that functions within the system are also aware, to the greatest extent possible, of common programs used by our users in their various roles over time.
5. On-going development, training, and support as well as continued collaboration between the technical and functional stakeholders are integral to the long-term success of the CCLE.
6. Once the report has been accepted and adequate funding allocated, we envision a three-year phased transition from the current situation of decentralized course management systems and collaborative platforms to the adaptation, successful integration, and majority adoption of a common collaboration and learning environment.
7. CCLE development efforts at UCLA should build upon international development efforts and comply with the appropriate international technical and data standards.
8. UCLA should support the active and disciplined participation in and contribution to a single CCLE development framework.
9. The functional requirements as described in the report are a high-level representation of the functions that the CCLE must provide and can serve as an adequate basis for the detailed planning phase to follow.
10. The CCLE will require the four conceptual architectural elements of course/collaboration tools, campus data and services, common standards-compliant interface, and identity management and access control, as described in the report.
11. The design principles as described in the report are a high-level representation of the philosophy that must underlie the CCLE and can serve as an adequate basis for the detailed planning phase to follow.
12. Successful realization of the CCLE requires UCLA to create the infrastructure to support it, including a new culture that rewards collaboration and cooperation, and to addressinstitutional barriersthat may impact the success of this endeavor.
    

In summary, the FSG and TSG jointly recommend that UCLA converge on a single open source platform as the standard campus solution for the CCLE course/collaboration tools. The platform should conform to all of the principles set forth in this report. During the convergence phase, significant efforts should be made to guarantee interoperability between the selected platform and other systems extant at UCLA that are critical to the wide-spread adoption of the CCLE. We further recommend that the FCET periodically review the CCLE to ensure that the goals outlined in this document are being substantially met.

Although it is not clear who will be involved in the detailed planning phase, the FSG-TSG identified several suggested actions for the FCET to consider for the next phase. The key emphasis is on taking action quickly and ensuring the work progresses in a timely manner.

• Quickly assess the open source platforms for the standard campus solution for CCLE course/collaboration tools (by September 15, 2006).
• Quickly assess the existing frameworks used by other universities to act as the common standards-compliant interface.
• Begin assessing resources required and allocate staff to build the CCLE and implement the agreements above (by January 2007).
• After reviewing the Sakai Pilot report, decide immediately whether to continue investing in Sakai efforts during the assessment and planning phase, and consider investing in other open source platforms and efforts such as Moodle for an expedient parallel assessment. (June 2006).
• Immediately engage the faculty to identify their priorities and use cases (June 2006).

The FSG-TSG identified several areas that may need to be addressed, though the groups did not have time to do so. We offer these too as possible suggestions for the FCET:

• Develop a glossary to clarify terms, i.e., CCLE, deep integration, training and support, platform, central, framework, disciplined and active, etc.
• Document planning assumptions for the CCLE.
• Outline CCLE measures of success to inform ongoing assessment. For example, the FSG-TSG felt that an adoption rate of over 50% of the campus in three years would be a measure of success.
• Consider a policy statement to clarify the "opt in" nature of the CCLE, such as "The CCLE design in this document is intended to service the widest possible campus population. While it is highly recommended that all campus departments should use the selected tools, it is acknowledged that in some cases alternate CCLE tools will be required to fulfill special needs and requirements. Therefore we recommend policy should support non-mandatory participation in the campus CCLE."

Appendix 3: The Sakai Sponsor's Overview of Sakai Pilot

Date: June 12, 2006
To:  Faculty Committee on Educational Technology
From:  Sakai Pilot Sponsors

We are writing to convey what we have learned to date from the Sakai Pilot. Please find attached our current answers to the questions posed in your call for participation of March 15th, 2004. The detailed answers represent the consensus opinion of the Sakai work team, which drew from a number of campus departments.

The UCLA Pilot involved 37 courses over the past year and was supported by 9 part-time staff members from across four different departments. Three versions of Sakai were introduced; each integrated with ISIS for authentication to the system and Registrar data for authorization to classes. Based on these experiences, the Pilot team gained experience to be able to answer the FCET's questions. More specifically, these questions indicated the areas of greatest need in terms of resource requirements to achieve greater utility from the current Sakai releases.

One key question we have been tracking is whether the Sakai community and the Sakai effort could transition successfully to solely community funding as Mellon funding ended, and create a sustainable structure. Based on the past year, the team believes that Sakai is a viable option for UCLA. We note that the Sakai Educational Partners Program (SEPP) has continued to grow, a broad-based board of directors for the Sakai Foundation was elected, the first set of Sakai fellows was announced, and major corporations continue to become affiliates. We have also been evaluating whether UCLA could demonstrate the ability to sustain a collaborative effort. Paralleling SEPP, the UCLA Sakai work team and sponsors group have shown the ability of cross-departmental groups to work effectively together.

Apart from the details of the answers to your original questions, there are some general lessons to be drawn from our experience to date.

Organizational Lessons.
We have successfully demonstrated a cultural shift and the real possibility of ongoing collaboration between distinct operational units at UCLA. Participants in both the pilot sponsors group and the project work team were drawn from many campus departments, and over time different players were more or less active in the project. At every stage of the process, we learned a lot from one another and the experience helped to develop a shared understanding of all that is involved in running a CMS that is being used by multiple constituencies. We found this to be a compelling model, which can serve as an example of how to operate a centralized system with distributed management and stakeholder governance.

At the same time, we encountered obstacles to this kind of sustained collaboration. Early on, we noticed that it was sometimes difficult for the project managers to exercise the authority they needed. It would be a good idea to formalize things a little (via job descriptions, reporting lines and performance evaluations). We encountered institutional barriers, such as the fact that the staff achievement award funds are set up in a way that makes it difficult to award cross-departmental teams. Or the fact that data center schedules for power outages were sensitive to fiscal close dates, but not to the end of the academic quarter.

We are proud of what we have done so far, by reorganizing and redirecting local resources, but we are also keenly aware of how much we have been unable to do because of the limited resources available and the voluntary nature of participation. A substantial infusion of new resources, including dedicated staff, would make a big difference.

Despite these issues, however, the lesson to be taken away is that this kind of cooperation is a realistic option for UCLA.

Participation in the Sakai Community.
As our report notes, there have been several Sakai conferences which team members attended. In each case, they brought back reports of an increasingly vibrant international community. It is not a starry eyed community; even early adopters, such as UC Merced, were aware of the rough edges of earlier code releases (there have been three or four since we started the pilot). It is also an open community: all issues are out in the open, and things like usability, initially a fraught topic, are clearly being addressed.

Before the Sakai Foundation was launched, there was something of a divide between the "core schools" that started the project and the Sakai partner schools. But this is now giving way to a genuine meritocracy, led by an elected board and driven by the contributions of confident participant institutions. It is also now clear that enough resources are being committed, as the initial Mellon and Hewlett Packard funding ends, for the project to flourish. The community procedures for setting priorities and focus development resources are developing at a healthy pace. Notably, many of our sister UC campuses are now both using and contributing to Sakai. At the same time, the recent release of the first commercial version of Sakai (rSmart Sakai CLE; www.rsmart.com) and the launch at UNISA in Africa of an instance supporting 100,000 distance education students, demonstrate some of the flexibility of both the system and the community.

Future of the Pilot Project.
A couple of months ago, the Sakai Pilot sponsors decided that we would continue committing resources to the project at the current level, either until a campus level decision is made or until July 2007, whichever comes first. There are of course many things we could do as we continue the pilot. We would like to get experience with developing integrated Sakai tools and perhaps explore the Graduate Tools package, for instance. We could also attempt to create a local community, mirroring the Sakai Educational Partners Program, to garner resources to support new pilot partners. We are looking forward to exploring these possibilities further, and to providing any other information that the FCET requires.

Dawn L. Canfield, Psychology
Jason L. Frand, Anderson School
Michelle M. Lew, Office of Instructional Development
Terry Ryan, Library
Ruth Sabean, Office of Information Technology
Marsha Smith, Academic Technology Services
Margo Reveil, Academic Technology Service
Joseph Vaughan, Center for Digital Humanities

Appendix 4: CCLE Assessment Taskforce

Joel Bellon, Career Center
Annelie Chapman, Center for Digital Humanities
Dawn Canfield, Department of Psychology
Bruce Dumes, MyUCLA
S. Kumar, Anderson School of Management
Pete Nielsen, ATS
Nick Reddingius, OIT
Terry Ryan, Library (facilitator)
Ruth Sabean, OIT
Stephen Schwartz, Library
Joseph Vaughan, Center for Digital Humanities
Jim Williamson, Office of Instructional Development

Appendix 5: CCLE Project Oversight Group

Julie Austin, SEAS
Annelie Chapman, Center for Digital Humanities
Mike Franks, Social Sciencees Computing
Lisa Kemp Jones, CLICC
S. Kumar, Anderson School
Michelle Lew, OID
Rose Rocchio, OIT
Ruth Sabean, OIT
S. Schwartz, Library