Take Action


ITS Locations

Help Desk

Teaching Learning Center Room 128
Monday-Friday, 8am-5pm
Phone: (208) 885-4357 (HELP) 


ITS Administration Offices
Administration Building
Room 140
875 Perimeter Drive MS 3155
Moscow, ID 83844-3155
Phone: (208) 885-6721
Fax: (208) 885-7539

Media Center

Teaching Learning Center 131 
Phone: (208) 885-6411
Fax: (208) 885-0566

Records Management

Office of Records Management
Pitman Center (SUB)
Room 53
875 Perimeter Drive MS 4247
Moscow, ID 83844-4247
phone: (208) 885-2580

Current Hours of Operation
Mon: 7:30-4:30pm
Tue: 7:30-11:30am
Wed: 7:30-11:30am
Thur: 7:30-11:30am

Vandal Cards

Pitman Center (SUB)
Room 124
875 Perimeter Drive MS 4256
Moscow, ID 83844-4256
Phone: (208) 885-7522
Fax: (208) 885-9208

Telephone Services

Administration Building 
Room 133
875 Perimeter Drive MS 3155
Moscow, ID 83844-3155
Phone: (208) 885-5800
Fax: (208) 885-7539

Report for Fiscal Year 2012


The following report is a compilation of information about Information Technology Services (ITS) budgets, services, and projects and initiatives of Fiscal Year 2012.

FY12 was a year of change within ITS and the university.

  • The university hired a new VP for Finance and Administration to lead DFA, of which ITS is included
  • Video Communication Services, formerly UOVNSS, was moved to ITS as a new service responsibility
  • The interim CIO/Chief Technology Officer left the university for a different job opportunity
  • The university hired a new CIO in in February to lead ITS
  • ITS initiated a new “hybrid zero-based” budget model for FY12.


ITS is an administrative and instructional support operation consisting of professional technical and administrative staff and student workers. ITS takes pride in being able to offer employment opportunities for UI students to learn on-the-job customer support and technical skills.

  • ITS started FY12 with 67.5 FTE
  • In February 2012 ITS acquired a new CIO, Daniel Ewart, from the University of Wyoming
  • In May 2012 the Business Process Management group was moved back to DFA

ITS and University of Idaho information technology operations are challenged with retaining technical employees. There are many employment opportunities for skilled technology professionals both in higher education and private business. By the end of FY12, or shortly after, ITS lost 13 employees—2 to retirement and the remaining 11 to other employment opportunities.

Revenues and Sources of Income

As an operation that provides institutional and academic technology support for the entire university, ITS’ operating budget in FY12 was approximately $9.0M (ITS operating budget does not include appropriated fringe benefits or previous FY carryover funding). ITS is primarily funded through general education appropriated monies. Other major sources of funding include cost recovery for services provided and student technology fees. (See chart below.)

ITS 2012 Budget Report

Funding in ITS has gradually shifted from appropriations and student fees towards cost recovery. (See chart below.)

ITS 2012 Budget Report


In FY12 ITS expenditures totaled $9.64M. These amounts do not include transfers out for institutional G&A support or other transfers out. These amounts also do not include administrative systems maintenance costs which were $1.1M in FY12. As a service organization, ITS expenditures are primarily for personnel-related expenses.

ITS 2012 Budget Report

ITS utilizes most of its budget on networks, systems, network infrastructure, customer application support, student technologies, phones, and projects and initiatives.

ITS 2012 Budget Report

ITS Departments

Customer Support

  • Classroom Technologies & Media Center
  • Customer Support
  • Document Imaging
  • Ecommerce
  • Help Desk
  • Records Management
  • Student Technologies
  • Technology Support Services
  • Vandal Card

Networks and Systems

  • Networks and Systems
  • Telecommunication Services
  • Video Communication Services (New service added for FY12)

Management Information Systems

  • Business Process Management
  • Management Information Services
  • Web Development

Projects and Accomplishments of Note

Customer Support

  • Established College of Education technology partnership and planning. Two new CoE “smart” classrooms were installed with technologies to ITS standards.
  • International Programs Office's Studio Abroad RFP review and project planning
  • Vandal Card activity-based costing analysis
  • University criminal investigative support
  • Vandal Card server and system upgrade to version 6
  • Broadcast Email Guideline recommendation drafted with University Communications and Marketing and ASUI
  • Migration of 70,000 student email accounts to new Microsoft platform
  • Sent two managers through the Lean Continuous Improvement Master's Training Program
  • Participated in university emergency operations center training and planning
  • Secured new university document shredding vendor


  • Migration of Banner infrastructure to Oracle 11g
  • Deployment of new UI web site format
  • Implementation of new benefits vendor (Morneau Shepell) interfaces
  • Implementation of new emergency notification system (Rave)
  • Rebuild of Evisions Map environment with integration of Intellecheck and Form Fusion
  • Rebuild of SQL Server database environment on new physical hardware
  • Complete re-write and deployment of Claim and Travel Voucher processing
  • One manager through Lean Master’s Training program
  • Facilitation of four and ownership of three continuous improvement events

Networks and Systems

Systems Team

  • Oracle 10 -> 11g and migration of all Banner components to new hardware and operating systems.
  • Developed capacity and began deploying custom DNS service RPMs for Net Team.
  • Transparently upgraded Active Directory domain/forest to 2008.
  • Delivered Celerra self-service provisioning script capability to Customer Support.
  • Deployed a highly available XenApp environment for Labs Team.
  • Consolidated two Admin SANs (backup environment) into one.
  • Worked with Customer Support to eliminate the old HVLC file service and consolidate into standard Celerra file services.
  • Transitioned Customer Support from partial to full account and computer management in Active Directory.
  • Deployed multiple new Co-Located as well as Co-Hosted servers including CallMonitor, RANCID, Evisions MAP, MSDB6.
  • Coordinated with Net Team for SACS upgrade.
  • Implemented a new ESX cluster, which provides higher redundancy across data centers for certain high availability hosts.
  • Transparently upgraded ESX environment to version 5.
  • Deployed more efficient and cost-effective system for backups of virtual machines.
  • Coordinated and performed various infrastructure improvements in Library data center.

Network Team

  • Completed Secure ACS server upgrade (On critical path for Active Directory upgrade)
  • Completed Procurve switch upgrade for end of life Cisco switches on UI Boise campus, TLC and Commons.
  • Completed Internet Server Registration (NMS, Border Firewall, Border Routing) to put UI campus behind a Firewall.
  • Completed network implementation (DHCP changes and PoE Switches) for VoIP pilot (ITS Moscow, CdA and Post Falls)
  • Completed low cost, high speed network connection for Gap Analysis Program
  • Completed 3rd party assessment of home grown network management system (NMS) and recommended continued investment in NMS as opposed to purchasing and migrating to a new solution
  • Completed IRON migration for Hagerman and Kimberly
  • Completed WAN upgrade for GAR building in Boise--doubled the bandwidth by installing a T1.
  • Completed implementation of a multi-vendor configuration backup and configuration audit tool at no additional cost
  • Completed a cost estimate, design, and proof of concept for an ITS-managed PCI-compliant network for UI Merchants.
  • Completed replacement of end of life Packeteer Packet Shaper with a Cisco User-Base Rate Limiting at no additional cost.
  • Renegotiated lower pricing for Internet bandwidth with IRON and as a result was able to double the amount of bandwidth provided for students

Phones and Video Teams

  • Migrated Telephone Services to Footprints tracking system; retired Teletracker
  • Deployed Call Detail Recording application for VoIP system
  • Migrated video infrastructure (TMS, VCSe, VCSc) from test network to production network
  • Built and deployed mobile video cart to be used within the Administration Bldg. for meetings, events and classes
  • Completed fiber project at Harbor Center, NIC and LCSC in support of IRON deployment
  • Migrated CDA, Post Falls, and ITS in Moscow to VoIP telephony
  • Telephone services completed 1,152 moves, adds and changes
  • VCS conducted 2,951 hours of video conferencing in support on UI and non-UI meetings and events
  • VCS conducted 4,670 hours of video conferencing in support of UI accredited classes

ITS Administration

  • Streamlined travel process to cut reimbursement time
  • Admin 8 and Admin 8 files clean up - lean events
  • Meeting request revised with the use of Footprints tracking software – lean event
  • One person enrolled in Lean Master’s Training program
  • Created new zero-based hybrid budget model for ITS units
  • Migrated billing operations to Footprints ticket tracking system
  • Started design requirements and field definitions for new ITS billing application in anticipation of retiring Pinnacle billing application
  • Participated on HR’s ATS system replacement task force
  • Participated in 2 major continuous improvement events
  • Led 1 continuous improvement event
  • Created a short- and long-term ITS strategic plan with multiple initiatives


The Division of Finance and Administration has embarked on a goal to have all units perform strategic planning and continuous improvement activities and to be able to measure the success of those activities. The goal is to ensure that DFA is an outstanding organization that helps the university achieve its mission.

All ITS members will be involved in accomplishing initiatives from the strategic plan which revolves around four areas of focus—customer services, collaboration, innovation, and continuous improvement.