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Information Technology Task Force Subcommittee on

Administrative Efficiencies

Final Recommendations

March 26, 2009

Chairperson: Steven Donofrio –Office of the EVP Committee Members: Barry Adler – Law Zvi Kedem – Courant Jan Plass – Steinhardt Gerald Rosenfeld – Stern & Law Marilyn McMillan – Ex-officio, IT Staff Support: Kitty Bridges, IT Laura Tretner, IT David Greenberg, EVP Marian Jakubiak, EVP

Appendix G: Administrative Efficiencies Subcommittee Report

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INTRODUCTION ...................................................................................................................................................................3

EMAIL.......................................................................................................................................................................................4

CURRENT ENVIRONMENT ......................................................................................................................................................4 WEB MAIL TECHNOLOGIES ...................................................................................................................................................4

Google Apps for Education ............................................................................................................................................4 Reasons to Transition to an Outsourced Email Solution .............................................................................................5 Reasons to Keep the Email System an Internal NYU Operation .................................................................................6

RECOMMENDATIONS FOR EMAIL EFFICIENCY.......................................................................................................................7

COMPUTER LABS.................................................................................................................................................................7

CURRENT ENVIRONMENT ......................................................................................................................................................7 CHANGES IN STUDENT COMPUTING ......................................................................................................................................8

Collaboration Software ..................................................................................................................................................9 RECOMMENDATIONS FOR THE FUTURE OF COMPUTER LAB SPACE ......................................................................................9

WIRELESS .............................................................................................................................................................................10

CURRENT ENVIRONMENT ....................................................................................................................................................10 STERN ...........................................................................................................................................................................10

CHANGES IN WIRELESS COMPUTING...................................................................................................................................10 Death of the Desktop ....................................................................................................................................................10 New-Student Expectations............................................................................................................................................10 New Wireless Standards...............................................................................................................................................11 Wireless Connectivity in Student Housing ..................................................................................................................11 Wireless Connectivity in Administrative and Business Offices..................................................................................11

RECOMMENDATIONS............................................................................................................................................................12

SOFTWARE LICENSING AND IT CONSULTANTS...................................................................................................13

CURRENT ENVIRONMENT ....................................................................................................................................................13 RECOMMENDATIONS............................................................................................................................................................13

Software Licenses .........................................................................................................................................................13 IT Consultants ...............................................................................................................................................................13 Potential Savings ..........................................................................................................................................................14

TELECOMMUNICATIONS...............................................................................................................................................14

CURRENT ENVIRONMENT ....................................................................................................................................................14 Telecom Services to Students .......................................................................................................................................14

CHANGES IN TELECOMMUNICATIONS..................................................................................................................................14 Cellular Phone Use on Campus...................................................................................................................................14


SPACE, ENVIRONMENT AND HARDWARE...............................................................................................................16

CURRENT ENVIRONMENT ....................................................................................................................................................16 Increasing Demands on Electricity and Air Condition ..............................................................................................16

CLOUD COMPUTING.............................................................................................................................................................16 Definition.......................................................................................................................................................................16 Cloud Computing: Google Apps for Education..........................................................................................................16 Advancements and Cost Savings Associated with Cloud Computing........................................................................17


CONCLUSIONS ....................................................................................................................................................................18

SAVINGS...............................................................................................................................................................................18

APPENDIX A .........................................................................................................................................................................19

WIRELESS LOCATIONS AT NYU..........................................................................................................................................19


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Introduction To: Ricky Revesz From: All Subcommittee members Re: Subcommittee on Administrative Efficiencies Final Report As an advisory group to the ITTF, the Subcommittee on Administrative Efficiencies was charged with the following mission:

A. To ensure ITS is as efficient as can be prudently achieved B. To promote coordination of our subcommittee with other University task forces C. To develop and promote recommendations on ways to:

1. Achieve operating efficiencies 2. Achieve efficiencies through the use and introduction of IT products and services 3. To encourage effective acquisitions, use and operation of IT-related products and

services through such measures as improving practices for allocating central IT costs to users

To assist us in our efficiency mission, the subcommittee developed operating guidelines to enable the systematic identification and evaluation of potential areas for efficiencies and savings. The guidelines established are as follows:

1. To perform a literature search on core IT functions and services to identify new opportunities and trends in the industry that could potentially yield operating efficiencies and savings

2. To meet with ITS’ three Executive Directors and the School CIOs to discuss strengths, weaknesses, future directions, and potential efficiency opportunities

3. To identify redundancy and overlap areas where consolidation and/or unification may yield efficiencies

4. To compare NYU’s common IT functions and activities to industry “best practices” and cost delivery rates

5. To identify and evaluate outsourcing opportunities where services are equal to or better than the NYU model and cost savings can be achieved

6. To identify opportunities where “master or licensing agreements” for software and consulting services could yield financial savings

By following the process outlined above, the subcommittee identified several areas where we believe savings can be achieved immediately or in the near future. Each of these areas was fully discussed, evaluated and reviewed by our subcommittee and have either unanimous or majority support. We are pleased to submit the following recommendations to the ITTF for review and evaluation.


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Email

Current Environment New York University currently operates multiple electronic mail (email) systems across the campus. ITS runs and maintains the largest email system on campus at a cost of nearly $1 million dollars per fiscal year. Each student, faculty member and administrator is provided with an account, accessible through the web via NYU home, with an initial allocation of 250 megabytes of online storage. Two schools, Law and the Stern School of Business, operate independent email systems from ITS. Stern uses a “Zimbra” a product owned by Yahoo! and Law uses Exchange, a product from Microsoft. In addition there are a number of smaller administrative units and departments that run their own systems. These systems include, among others, Lotus Domino mail and Eudora.

Web Mail Technologies Web based email is a service that allows the end user to access their email directly through a web browser as opposed to an email client like Microsoft Outlook. The primary advantage of web-based e-mail over application-based e-mail is that a user has the ability to access their inbox from any Internet-connected computer. However, the need for Internet access is also a drawback, in that one cannot access their old messages when they are not connected to the Internet. In 1997, prior to its acquisition by Microsoft, Hotmail introduced its service, which became one of the first popular web-based e-mail offerings. Following Hotmail's initial success, Google's introduction in the web mail arena in 2004 sparked a period of rapid development due to their new features such as JavaScript menus, text-based ads, and bigger storage.

Google Apps for Education Google launched a series of tools for educational institutions (Google Apps for Education) in 2006. The ITTF subcommittee held a meeting with Google to better understand their product offering. At the meeting were representatives from the CIO council (composed of CIO’s from each of the different schools at NYU), ITS and NYU central administration.


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The applications included in the Google Apps for Education are:

o G-Mail web email system with 7.8 gigabytes of storage o Shared calendaring system o Instant Message/Video Chat o Enhanced mailbox searching o Collaboration tools o Google docs

The system is an outsourcing solution made available for free to Universities. Google provided a list of other Universities and institutions that have outsourced their email systems, a partial list follows:

University of Arizona University of Southern California Notre Dame Northwestern University Louisiana State University University of Virginia George Washington University of Rochester Vanderbilt

The Google G-Mail system experienced two highly publicized global outages in the past two months. The first crash left users without the ability to access email for 2.5 hours, the second crash left a subset of European users without the ability to access email for 4 hours. Both problems were traced to router software issues. Google maintains an online dashboard to report on the status of their applications (http://www.google.com/appsstatus#)

Reasons to Transition to an Outsourced Email Solution COST AND EFFICIENCY

• Service is free. o Google provides email access and applications for the entire campus at no charge.

• Redeployment of money o IT staff and resources can be focused on education and academic priorities rather

than email. • Green Initiative

o Outsourced email reduces energy costs / carbon imprint by reducing the number of servers the University needs.

• Costs are fixed based.


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o No additional hardware is ever needed, since solution is completely outsourced. There is no need for capital expenditures on new or enhanced equipment.

• Scalable o Costs are the same if NYU adds 1 user or 1 Million users.

• Standardization o A more robust email system will allow NYU to standardize on a single platform

and unify all of NYU on a comprehensive platform. • Dedicated Email Experts

o Outsourcing to an “email only” organization allows NYU to leverage their dedicated staff and vast knowledge base of materials.

FUNCTIONALITY

o Shared calendaring system This will save costs associated with licensing Meeting Maker.

o Instant Message/Video Chat NYU does not have a video chat application.

o Enhanced mailbox searching NYU email is not searchable.

o Collaboration tools NYU does not make collaboration tools available to the user community.

o Google docs Word processing, Spreadsheet Tool and Presentation program (similar to

MS-Office) o Large storage capabilities

7.8 gigabytes vs. 250 megabytes (30x larger than NYU) o Autosave Drafts

Automatically save working drafts o Strong Integration with Blackberry and other handheld devices

Reasons to Keep the Email System an Internal NYU Operation While there is widespread support to transition to Google Apps for Education type of applications (see: Washington Square News Editorial Thursday, February 5, 2009) http://www.nyunews.com/opinion/staff_editorials/get_on_the_gmail_bandwagon%2C_nyu-1.1355217, there are also reasons to maintain a system in-house. These reasons include:

o FERPA o Potential FERPA compliance issues

o Confidentiality o Concerns exist that Google will search and store metadata about emails,

although contractually prohibited. o Loss of Control

o A third party would be in control of managing the university’s email system. o Future Costs


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o It is unknown if service will continue to be free after the initial contract term expires.

Recommendations for Email Efficiency The ITTF subcommittee on Administrative Efficiency recommends that NYU pursue a policy of outsourcing the NYU email system to a third party vendor. The committee does not endorse a specific vendor. There are other vendors in the market offering these services beyond Google, such as Microsoft. The committee met with Google only in the capacity of fact finding and education. We believe that tremendous savings can be realized by transitioning to an outsourced web mail platform. Functionally, the systems offered on the market are a marked improvement over the current platform maintained by NYU. From a cost analysis, NYU’s ITS organization would be relieved of its yearly financial obligation to maintain a University wide system. The money saved could be redeployed into other internal IT initiatives. A universal web mail system that meets or exceeds the requirements of all the different email user groups on campus would allow NYU to standardize and unify the campus on a single email platform. NYU Stern is already in preliminary discussions with Google to switch from their current Zimbra Platform to the Google Apps for Education. These schools and various departments would directly realize savings in licensing fees, hardware maintenance and personnel by having the burden of maintaining a separate system removed. The estimated annual recurring savings for outsourcing the NYU email solution range from $750,000 to $1.5 Million.

Computer Labs

Current Environment NYU’s ITS organization maintains 4 general computer labs totaling 14,306 square feet, and they contain both PCs and printers. The budget resource allocation to ITS Computer labs/Classroom for fiscal 2007 was $1.825 M. In addition to the 4 computer labs maintained by ITS, the Schools maintain their own network of proprietary computer labs. There are 38 School proprietary labs with a total of 1,043 PCs. In addition to the computer labs maintained by the Schools’ IT departments, many academic departments also provide and maintain their own proprietary computer labs, which are not represented in the above totals.


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Changes in Student Computing Over the past few years the role of the general purpose computing lab has changed significantly. Students today are well outfitted with computers as the cost to own a machine with the latest technology has declined radically. A University of Virginia report, to be cited later in this document, showed that of 3,000 entering freshmen who brought a computer to campus, only 3% brought a desktop computer. Entering students are well equipped with laptops. The current computer labs are outfitted with rows of desktop and/or laptop computers in a cubicle type arrangement. The committee believes that these labs operate on an old and outdated model that is no longer relevant to how students want to work and study. These labs function as little more than printing and email stations for the majority of the student population. While the traditional computer lab of cubicles and PC’s may no longer be relevant, a gathering place for students to work together on projects is still critical to the academic mission of NYU. We believe that by transforming existing computer labs into collaborative work rooms with improved wireless capabilities, students will be better served while at the same time lowering administrative operating expenditures. There is an important distinction between general purpose labs and specialty labs. The general purpose labs are administered by ITS and the specialty labs are funded and operated by their respective schools. These specialty labs should remain intact as they serve a specific academic purpose.


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Collaboration Software Universities and private organizations are extracting significant value and savings from the deployment of collaboration type applications. These tool sets allows users to work apart from each other but yet interact in a manner only possible before in a face to face environment. MIT and the University of Virginia (UVA system is modeled on North Carolina State Univ.) are two institutions who have deployed on a large scale student collaboration software systems. These systems have allowed students to work together without the need for the older style computer lab. The deployment of these tools plus a retooling of existing computer lab space, have allowed these schools to not only stop construction of new computer labs, but reduce the overall foot print that computer labs occupy.

Recommendations for the Future of Computer Lab Space The committee recommends that the University halt all plans and any pending construction for new “traditional” computer lab facilities. ITS should investigate and plan to transform existing computer labs into collaborative work rooms with improved wireless capabilities. While the traditional computer lab of cubicles and PCs may no longer be relevant, a gathering place for students to work together on projects is still critical to the academic mission of NYU. The money saved from no longer needing to maintain PCs and computer lab staff can be initially redeployed to support the modern vision of a collaborative computer workspace. After the capital conversion of this space and the upgrade of wireless internet capabilities, substantial savings should be realized on an ongoing basis. To assist students who do not own or can’t afford a laptop, the committee recommends the establishment of a student laptop loaner program. The committee recommends that ITS make available to the student population a collaborative software application to encourage students to work together on their PCs and Laptops. As many students use the NYU computer labs as places to print documents, it would be a more efficient use of space to assign dedicated printing areas that take up less space. The committee recommends that ITS explore adding print kiosks or print stations around the campus that will operate with the NYU One Card system. We believe that by making printing more accessible around campus, we will reduce the demand and need for computer labs on campus. The renovation work needed to convert the existing computer labs could be completed over a summer. We do not believe the costs would exceed the current operating budget of 1.8M with recurring savings estimated at $1.3 to $1.5 annually.


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Wireless

Current Environment NYU currently maintains a wireless campus infrastructure (“NYURoam”) providing internet service at approximately 100 locations. These locations are listed in Appendix A. While providing wireless access to a large number of locations, there are very few completely “lit” buildings on campus. Most buildings have certain floors with wireless access while others have partial floors. A NETid and password are required to access the wireless system.

STERN The Stern School of Business maintains an additional campus wireless network for its buildings, TISCH, KMC and Shimkin. Both are equipped with two wireless networks, SternOnTheMove and SternOnTheMoveSecure. Tisch is currently only equipped with SternOnTheMove. Both require web authentication though SternOnTheMoveSecure allows users to download a small client to manage their identities.

Changes in Wireless Computing

Death of the Desktop The desktop computer, the standard for all computing platforms over the last 10 years, has been replaced by the laptop as the choice for incoming students. A recent University of Virginia study of 3000 entering freshmen who brought computers to campus found that only 90 brought desktops. The transition to a portable computing platform also requires a portable wireless network. The expectations of new students entering colleges and universities are that they will be able to connect wirelessly to the internet and campus network with the laptops no matter where they are on campus.

New-Student Expectations As new students enter NYU each year, their technological expectations are becoming more sophisticated. These students, growing up in a wireless world, expect to be able to work and study when they want and where they want. Their entire ensemble of computing systems are geared to interact in a wireless environment, from 802.11x compliant laptops to Bluetooth enabled periphery devices.


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New Wireless Standards As wireless computing becomes more ubiquitous, personal computers and laptops are now designed with 802.11x complaint cards as standard equipment. IEEE 802.11x, the international standards that define the specifics for wireless computing, changes on a frequent basis. Current standards being finalized (estimate for December 2009) include 802.11n with a bit rate of 600Mbits/sec and range of 300 meters. Future standards include 802.11ab with a 60ghz transmission frequency will be completed by 2012. All indicators point to wireless technology expanding radically in the next few years with greater emphasis on improved bandwidth and multi-signal processing

Wireless Connectivity in Student Housing As wireless technology expands and off the shelf computers have wireless technology as standard equipment, a number of Universities have taken steps to create all wireless environments in their campus housing. In late 2006, Princeton University embarked on a program to install wireless technology in their entire student housing. Harvard University embarked on a similar initiative a year earlier. While both Universities encountered difficulties creating the wireless system with problems ranging from furniture placement and wall thickness, the overall reaction has been positive. Their success has been duplicated at other schools including University of Virginia and MIT. More recently the University of Indiana, as part of their $270 Million dormitory renovation project, installed wireless technology as a way of recruiting and retaining students in campus housing. The estimated cost to purchase the required electronics and install a wireless access point in a dormitory hallway is $500, with several access points needed per dormitory floor. Compared against the $450 to install Ethernet connections (the current charge by NYU Telecom to install 1 jack) makes the transition to wireless computing an economically efficient choice.

Wireless Connectivity in Administrative and Business Offices Along with national initiatives to make student dormitories wireless, a number of private businesses are flirting with wireless networks as well. While wireless networks are currently the domain of smaller businesses, the wireless network is clearly making inroads in an area dominated by traditional Ethernet connectivity.


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Although there are many concerns regarding wireless’ ability to protect data integrity and certain software application’s sensitivity to data interruption so normally associated with wireless networks, it is worth noting the potential cost saving that can be derived from such a transition. As business laptop sales close the gap on traditional PC’s and the introduction of ultra portable net books, the work place is rapidly transforming into a portable environment demanding widespread wireless access. A wireless business office encourages lower costs by removing Ethernet installation in renovations and new construction and providing employees with a more flexible and collaborative working environment.

Recommendations The committee recommends that NYU ITS create and adopt a wireless strategic plan to accommodate the expectations of new student users and the administrative hardware/software applications being designed today to take advantage of a wireless environment. The committee also recommends that NYU ITS examine the issue of wireless computing in student dormitories. As the technology for wireless continues expand, questions regarding the need to create hardwire connections in each room are raised. The committee recommends that ITS design and adopt a set of forward looking standards to address the future of internet connectivity within the student dormitories. These recommendations must set appropriate and realistic benchmarks for speed and network up-time, security/data integrity, and cost to deploy. The cost savings that will be derived from transitioning to more wireless systems on campus versus hardwired Ethernet jacks is an ever shifting equation. The cost to deploy wireless technology has shrunk significantly in the last 3 years. Estimates place these costs to shrink further in the near future. However, it is well understood that a wireless solution will derive both operating and capital savings versus the installation and maintenance of Ethernet connections.


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Software Licensing and IT Consultants

Current Environment NYU currently spends over $15 million on software each fiscal year and over $5 million on IT consultants. In Fiscal 2008 there were 65 IT consulting contracts awarded to 41 unique vendors. During the same time period, 605 PO’s were issued for software licenses to 300 unique vendors. The purchase of software licenses is done through NYU Purchasing Services, the NYU bookstore and/or direct payments by departments. IT consultants are retained through purchasing services issuing a PO. An initial analysis of purchasing trends indicates that NYU rarely uses its large size to secure lower rates. The economy of scale that NYU has across departments needing the same software or IT service is a powerful tool that must be leveraged. As an example of the dramatic cost savings that can be achieved by leveraging the large buying power of NYU with software licenses, ITS cites its success with Meeting Maker. Before ITS negotiated a global license, there were approximately 1,100 instances of meeting maker at a cost of $41/seat. After a license for the entire campus was negotiated, ITS secured 5,000 licenses at a cost of $7/seat.

Recommendations

Software Licenses The committee recommends that ITS and Purchasing Services perform an in-depth analysis on software licenses purchased through the Campus Bookstore and NYU Purchasing Services. A team from ITS and Purchasing should be formed and empowered to proactively examine purchasing trends to determine if similar applications are being bought around the school and then attempt to negotiate more favorable rates with the vendor.

IT Consultants The committee recommends that ITS and Purchasing Services review the contracts for IT consultants and determine if NYU can award a large consulting contract to one or two firms in exchange for reduced costs.


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Potential Savings Based on a potential savings estimated between 5% and 15% of expenditures, NYU has the ability to save, in annual recurring costs, between $1,000,000 and $3M.

Telecommunications

Current Environment The NYU telephone system is an independent network of telephone electronics and communication lines managed entirely by the University. The campus wide network is comprised of approximately 28,000 telephones, over 19,000 voice mail boxes, 150 Automated Attendants, and 65 call centers. The telecommunication department also maintains a team of installers that are responsible for wiring new wall jacks and running cable to termination points inside NYU buildings.

Telecom Services to Students NYU Telecom provides the following services to students:

• 100 free minutes of domestic long distance calls per month. • Free unlimited local calling to 212, 917, 646, 718, and 347 area codes. • Free voicemail, caller ID, call waiting, and 3-way calling. • CampusLink Account Number and Personal Billing Number (PBN) for billing long

distance, international and directory assistance calls. Currently, all dormitory rooms (there are multiple rooms per dormitory) have at least 1 jack for telephony services.

Changes in Telecommunications

Cellular Phone Use on Campus The affordability and advancement in cellular phones has rendered the campus telephone network, for students, obsolete. Students no longer rely on the University to provide them with communication access. All the telephony services that NYU offers are available at a cheaper cost with extra functionality from outside vendors.


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Based on these changes, NYU Telecom has already begun eliminating student voice mail and, per a recommendation by Student Services, the number of lines and jacks in student housing is being reduced by 50%. These changes will lead to significant annual recurring savings.

Recommendations The committee recommends that ITS telecom, in conjunction with Student Services, create and enforce a set of standards for new wiring and the numbers telephone jacks in student housing. While there are legitimate safety issues that must be taken into account, the committee believes that additional savings can be realized through effective reductions of services no longer used by students due to the increase in cell phone use. The premise of providing one telephone jack per room for student safety purposes should be further evaluated, since land line phones are not provided by the University. The committee also recommends that ITS Telecom benchmark its internal installation-team costs against outside vendors to ensure that NYU receives the lowest prices on jack and wiring installations.


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Space, Environment and Hardware

Current Environment Information Technology at NYU occupies 170,634 square feet across the campus. 88,726 sqft of the total is assigned to central ITS and 81,909 sqft belongs to Schools. NYU ITS maintains machine rooms space in several different locations with a new facility located at 32 Avenue of the Americas scheduled to open soon. A machine room or data center is a centralized repository, either physical or virtual, for the storage, management, and dissemination of data and information. The room houses computer equipment and provides services for cooling, back up and network management.

Increasing Demands on Electricity and Air Conditioning While computers have shrunk in physical size, the processors used in new computers produce a large amount of heat as a byproduct. The increase in heat requires that redundant air-condition units be deployed to keep the machine room at a reasonable operating temperature. As processors become more powerful and perform more operations per second, the heat produced will grow as well.

Cloud Computing

Definition In a traditional computing environment, a standard desktop or laptop computer is used to complete tasks through its internal CPU or as an expansion of the client/server model. Cloud computing is a computing environment in which tasks (or applications) are assigned to a combination of software and services accessed over a network. This network of servers and connections is known as "the cloud." Users access resources as they need them. The data crunching function previously assigned to a desktop CPU is now assigned to the cloud.

Cloud Computing: Google Apps for Education Google has an initial edge in cloud computing because of its need to produce instant, accurate results for millions of incoming search inquires every day, sorting through terabytes of Internet data cached on its servers. Google's approach has been to design and manufacture hundreds of thousands of its own servers by connecting inexpensive processors in parallel to create an


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immensely powerful and scalable system. Google Apps, Maps and Gmail are all based in the “cloud”.

Advancements and Cost Savings Associated with Cloud Computing New advances in processors, virtualization technology, disk storage, broadband Internet access and fast, inexpensive servers have all combined to make cloud computing a compelling paradigm. Cloud computing allows users and companies to pay for and use the services and storage that they need and when they need it. As wireless broadband connection options expand, cloud computing now provides the services where they are needed. Application users can be billed based either on server utilization, processing power used or bandwidth consumed. Cloud computing has the potential to change the current software environment as applications are purchased, licensed and run over the network instead of a user's desktop. The resulting shift will put data centers and their administrators at the center of a distributed network, as processing power, electricity, bandwidth and storage are all managed remotely. Cost savings can be derived by only paying for usage as opposed to purchasing full product licenses and hardware.

Recommendations The committee recommends that ITS engage in a study to map out the long term needs for NYU’s computing space based on the anticipated growth of technological requirements balanced against the changes in physical computing sizes, increased needs for electricity and air conditioning. The relationship between space and computing needs is not linear and must be explored and analyzed carefully to determine the proper allocation of future space. While the committee recognized the cloud computing for applications similar to what NYU uses is not feasible at the current time, we recommend that this trend be heavily incorporated into expansion and space plan needs over the next 5 to 10 years. The committee also recommends that ITS explore how NYU can be prepared to take advantage of the radical changes in cloud computing, as either an outsourced solution for highly used applications or for internal cloud hosting solutions.


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Conclusions Based on this study we believe that significant cost savings and administrative efficiencies can be derived in the future if the appropriate groundwork is started now. We strongly encourage ITS to commit to creating several detailed long range planning documents that address the key core issues of:

• Outsourcing • Changes in student computing expectations • Space utilization

The core issues encompass a variety of different subtopics, as discussed in this report. We are hopeful this document will serve as a framework for potential ITS efficiencies and will assist ITS in establishing standards and in future planning.

Estimated Savings Minimum Savings Maximum Savings Outsourcing Email $750K $1.5M Changes to Computer Labs $1.3M Year 2 $1.5M Year 2 Software and Consultant Global Agreements $1M $3M Telecommunications NA* NA* Wireless Implementation NA* NA* Total Potential Savings $3.05M $6M *NA: Savings in these areas represent long term capital investments which cannot be calculated without an in-depth analysis.


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Appendix A

Wireless Locations at NYU

• @ the Square, 80 Washington Square East, 1st floor (entire) • 1-3 Washington Square North (SSW): garden-level lounge, 1st floor (partial), 2nd - 4th

floors (majority) • 5 Washington Place: 1st-6th floors (entire) • 7 Washington Place: 2nd floor (entire), 3rd floor (majority), 4th floor (entire) • 14 Washington Place: basement (majority) • 10 Astor Place (ITS): 4th floor (entire), 5th floor (entire), 6th floor (partial), 7th floor

(entire) • 15 East 84th Street: Basement (partial), 1st floor (majority), 2nd-5th floors (entire) • 19 West 4th Street: 1st floor (partial), floors 2-8 (entire) • 19 University Place (FAS): floors 1-6 (entire) • 20 Cooper Square: Basement (majority), 5th -7th floors (entire) • 25 West 4th Street: basement (entire), 5th floor (partial) • 48 Cooper Square: 1st & 2nd floors (partial) • 58 West 10th Street: 1st & 2nd floors (partial) • 80 Lafayette Street Residence Hall: 1st floor lounge • 110 Fifth Avenue, 4th & 5th floors (entire) • 111 2nd Avenue, 3rd floor (partial), 5th floor (partial) & 5th floor mezzanine (partial) • 113 2nd Avenue, 1st floor & basement (partial) • 194 Mercer Street: 2nd & 3rd floors (entire), 5th floor (majority), 6th floor (entire), 8th

floor (entire) • 240 Greene Street: 2nd floor (entire) • 242 Greene Street: NYU Computer Store • 244 Greene Street: 3rd & 4th floors (entire) • 250 Park Avenue South: 6th floor (entire) • 26th Street Residence Hall: Entire • 285 Mercer Street: 2nd-4th floors (entire), 7th floor (entire) & 10th floor (partial) • 383 Lafayette Street: Basement-1st floor (entire), 3rd floor (entire) & 4th floor (partial) • 411 Lafayette Street: 3rd floor (partial), 4th floor (majority) • 561 LaGuardia Place: 1st floor (partial) • 665 Broadway: 6th floor (entire), 8th floor (entire), 9th floor (entire) & 11th floor (entire) • 715 Broadway: 5th & 7th floors (entire), 10th & 12th floors (partial) • 719 Broadway: 5th floor (partial), 7th floor (entire), 11th & 12th floors (partial) • 721/725 Broadway (TSOA/ITP): Basement (partial; 721), 1st floor lounge (725), 2nd

floor (721: majority), 3rd floor (partial; 721), 4th floor (721), 6th floor (721 partial, 725 entire), 8th floor (partial, 721), 9th floor (entire, 721 & 725), 10th floor (partial, 721) & 12th floor (majority, 725)

• 726 Broadway: 3rd & 4th floors (partial), 5th floor (majority) & 7th floor (majority) • 740 Broadway: 6th floor (partial) • 838 Broadway: 3rd floor (entire), 4th floor training room, 6th floor (entire)


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• Barney Building, 34 Stuyvesant Street: 1st floor (partial), 2nd floor (majority), 3rd-6th floors (partial)

• Bobst Library: Lower Levels 1 & 2 (entire), floors 1-3 (partial), floors 4-10 (entire), floor 11 (partial; restricted access), floor 12 (entire; restricted access)

• Brittany Residence Hall: 1st & 17th floor lounges • Bronfman Center, 7 East 10th Street: 1st - 5th floors (entire) • Brown Building, 29 Washington Place: 3rd & 4th floors (partial), 5th floor (majority), 7th

floor (partial) & 8th floor (entire) • Cantor Film Center, 36 E. 8th Street: 1st floor (partial) • Casa Italiana 24 West 12th Street: Basement (majority), 2nd floor (entire), 5th floor

(entire) • Chan House (IFA), 14 East 78th Street: Basement-2nd floors (entire), 2nd floor

Mezzanine (entire), 4th & 5th floors (entire) • Coles Sports & Recreation Center, 181 Mercer Street: Main Gym floor (partial) • D'Agostino (Law), 110 W. 3rd Street: Cyber Cafe, & Sub-basement Journal Area (entire) • Duke House (IFA), 1 East 78th Street: Basement (partial), 2nd & 3rd floors (partial) • East Building, 239 Greene Street: 2nd floor (entire), 3rd floor (partial), & 6th, 7th & 8th

floors (entire) • Education Building, 35 W. 4th Street: floors 1-3 (majority), floors 6-8 (partial), floors 9-

12 (entire), 13th floor (majority) • Fairchild Building, 7 E. 12th Street: 3rd & 4th floors (partial), 5th floor (entire), 8th floor

(majority) & 10th floor (partial), 12th floor (partial) • Furman Hall (Law), 245 Sullivan Street: Cellars 1 & 2 (partial), 1st-6th floors (entire),

9th floor (entire) • Graduate School of Arts and Sciences, 6 Washington Square North: 2nd floor (partial) • Goddard Hall, 79 Washington Square East: Basement • Gould Plaza, West 4th Street (in front of Tisch Hall): entire • Hayden Residence Hall, 33 Washington Square West: 1st floor dining area & 2nd floor

lounge • Institute of French Studies, 15 Washington Mews: Basement, 1st & 2nd floors (entire) • Ireland House, One Washington Mews: Basement, 1st floor & 2nd floor (majority) • Judson Hall/King Juan Carlos Center, 53 Washington Square South: 1st, 2nd, 5th & 6th

floors (partial) • Kevorkian Center, 50 Washington Square South: Basement, 1st & 2nd floors (majority) • Kimball Hall, 246 Greene Street/22 Waverly Place: Basement (majority), 1st floor

lounge, 3rd floor (majority), 4th & 5th floors (partial), 6th floor (majority), 8th floor (entire)

• Kimmel Center for University Life, 60 Washington Sq. S.: Entire building, except entrance

• Meyer Hall, 4 Washington Place: 4th floor (partial), 5th floor (partial), 6th floor (partial), 7th floor (partial), 8th floor (partial)

• Midtown Center (SCPS), 11 West 42nd Street: 4th floor (partial), 5th floor (partial) & 10th floor (partial)

• Palladium Residence Hall, 140 East 14th Street: Basement 2 Gym/Pool area (partial), 2nd floor (entire) & 3rd floor (majority)

• Pless Annex, 82 Washington Square East: 2nd floor (partial), floors 3-7 (entire)


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• Pless Building, 82 Washington Square East: 1st floor lounge, 2nd & 3rd floors (majority), 4th floor Dean's office, conference room & adjacent area, 5th & 7th floor (entire)

• Puck Building, 295 Lafayette Street: 2nd, 3rd & 4th floors (entire) • Rubin Hall, 35 Fifth Avenue: 1st floor dining area • Rufus Smith Hall, 25 Waverly Place: 1st floor conference room, 2nd & 3rd floors

(entire), 4th floor (partial), 5th & 6th floors (entire), 7th floor (entire), 8th & 9th floors (entire)

• Schwartz Hall (College of Dentistry): Basement (partial), 1st floor (partial), 3rd floor (entire), 4th floor (majority), 5th & 6th floors (entire), 7th floor (partial), 8th floor (entire), 9th floor (partial), 10th floor (entire) & 11th floor (partial)

• Silver Center, 100 Washington Square East: Basement & 1st floor (partial), 2nd-5th floors (majority), 6th floor (partial), 7th & 8th floors (majority), 9th & 10th floors (partial)

• The Torch Club, 18 Waverly Place: Pub/Basement (entire) & 2nd floor (entire) • Third Avenue North, 75 Third Avenue: ITS Computer Lab (Level C3), Level C2

(majority), outdoor courtyard, 1st floor lounge & 1st floor dining area • Tisch Hall, 40 West 4th Street: Upper Concourse [UC] (partial) & Lower Concourse

[LC] (partial) • University Hall, 110 East 14th Street: 1st floor (partial) & Basement (majority) • VA Medical Center (NYU Dental facilities), 423 E 23rd Street, 2nd & 16th floors

(majority) • Vanderbilt Hall, 40 Washington Square South: Basement (majority), Library (entire), E.

& W. Wing Classrooms & 1st floor (majority), 2nd floor lounge & 4th floor (partial) • Wagner School of Public Service, 4 Washington Square North: 3rd floor (majority) • Warren Weaver Hall, 251 Mercer Street: 1st floor (partial), 2nd-13th floors (entire) • Waverly Building, 24 Waverly Place: 2nd & 3rd floor (entire), 9th floor (entire), 10th

floor (partial), 11th floor (entire) • Weinsten Hall, 5-11 University Place: 1st floor & Basement dining areas • Weissman Clinical Science Building (College of Dentistry), 345 East 24th Street: 1st

floor (partial), 2nd floor (entire), 3rd floor (entire), 4th floor (entire), 6th floor (Orthodontics Clinic) & 10th-11th floors (partial)

• Woolworth Building, 15 Barclay Street: 2nd, 3rd & 4th floor (partial)


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