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Alba Apartment
Large 2 bedroom 2 bathroom apartment sleeping 4/6 comprising the whole of the first floor of a 19th century converted farmhouse (159sq m - 1679sq ft). Large open plan living,dining/kitchen area with large island unit/breakfast bar with extensive fully-fitted kitchen.
2 large air-conditioned bedrooms both en suite, the master en suite having a corner bath, large separate shower, twin wash basins and bidet.
Large outside terrace(24 sq m).
The apartment conversion was only finished in December 2012 to a high standard. The air-conditioning is efficient and very quiet and is generally required in July and August.
Many original features have been retained including the former hayloft roof open to the rafters (now the living/dining/kitchen area) and exposed brick vaulted ceilings in the bedrooms and corridors.
If sleeping 5 or 6, this will be on high quality convertible beds suitable for children or young teenagers (extra charge of 100 Euros per bed).
Cascina del Noce
Cascina del Noce (pronounced kasheena-del-notchay) is a beautifully restored and fully modernised Piemontese 19th Century farmhouse which has been converted into 3 apartments, Alba, Asti and Canelli. The works were only completed at the end of 2012 and there is a high standard of finish throughout with many of the original features being retained. All the bedrooms are air-conditioned with new, efficient and extremely quiet units.
Outside there is a large unheated fenced swimming pool (12m x 6m) with ample space for sunbeds. The pool is shared between the 3 apartments with a maximum combined occupancy of 14. The pool is south facing and is sunny from dawn till dusk and has views of the surrounding countryside. There are 10 sunbeds and mattresses around the pool with 5 umbrellas and tables.
Cascina del Noce is situated in the hamlet of Balbi near the village of Castiglione Tinella. It is just in the province of Cuneo on the edge of the Langhe hills and is on the top of a ridge surrounded by vineyards growing the moscato grape. There are views on 3 sides and it is in the heart of an area that is a candidate for UNESCO world heritage status, largely because of the shaping of the landscape by 2,000 years of viniculture.
A car is essential, both to transfer to the apartments and for shopping and other activities. There are a few local shops for essentials but there are several supermarkets, including a large hypermarket, within 15 minutes' drive. There are also local markets selling fresh produce in all the local towns and villages.
Alba occupies the whole of the first floor with 2 bedrooms and 2 en suite bathrooms with a large outside balcony/terrace and sleeps 4/6. Asti and Canelli comprise the ground floor. Asti has 2 bedrooms and 2 bathrooms with 2 large private outdoor areas and sleeps 4/5. Canelli has 1 bedroom and a large private patio area and sleeps 2/3. The extra beds are good quality comfortable portable beds (extra charge of 100 Euros per bed) suitable for young children and young teenagers. To benefit from air conditioning they would obviously have to be placed in a bedroom.
Alba is extremely spacious (159 sq m - 1679 sq ft) and has 2 air-conditioned bedrooms, each en-suite, a very large kitchen/dining/living area and a large terrace (24 sq m - 250 sq ft). It sleeps up to 6 people by using two comfortable convertible beds.
The apartment has many original features including exposed rafters in the living/dining area and brick vaulted ceilings in the bedrooms and corridors.
The master bedroom has a luxury en-suite with corner bath, twin washbasins, bidet and separate large shower with double French doors and a Juliet balcony with long views over hills and vineyards. This bedroom has a double king-size bed (160cms x 200cms). The other bedroom is en-suite with a shower and has double French doors leading onto a small balcony. It has 2 single beds which can be pushed together to make a super king-size double bed (180cms x 200cms). There is room for a cot in both bedrooms.
The kitchen/living/dining area is a large impressive space with 2 double French doors opening onto the large terrace and 2 opening arched window/doors with Juliet style railings with electric sunblinds. For the winter months there is underfloor heating, a beautiful feature gas fire and a pellet stove (in the corridor). There are large sofas, a large dining table and a 3m island unit/breakfast bar with 4 stools.
Asti is spacious (81 sq m - 855 sq ft) and has 2 air-conditioned bedrooms, one en suite and one 'virtually' en suite, a large living/dining area leading into a kitchen area and 2 large private patio areas. One (47sq m - 496sq ft) faces south and has outside furniture and a large cantilevered sun umbrella, the other (24sq m - 253 sq ft) is a shaded terrace area on the west side facing the valley. It sleeps up to 5 by using a convertible bed.
There are old restored traditional Piemontese brick-vaulted ceilings in one bedroom and the kitchen area, old wooden beam features in the kitchen and living area and old exposed brickwork in the other bedroom.
The spacious living area has 2 French doors opening directly onto the private outside patio area and another large French door opening onto the private covered terrace with views over vine-clad hills.
One bedroom is en suite with a king-size double bed (160cms x 200cms), the other has a 'virtual' en suite across a corridor. That bedroom has 2 single beds that can be pushed together to make a super king-size bed double bed (180cms x 200cms). There is room for a cot in both bedrooms and room for an extra portable folding bed in one bedroom and both have French doors.
In addition, Asti apartment is suitable for those with impaired mobility. Some portable mobility aids, eg shower seat and toilet frame can be supplied free of charge on request.
Canelli is surprsingly spacious (40sq m - 422sq ft) and airy with a private south-facing patio and garden area (31sq m - 327sq ft) immediately adjoining the apartment. There is outside furniture with a large cantilevered sun umbrella. There is a living/dining/kitchen area with a large fitted kitchen and wide French doors opening directly onto the patio area. There are old restored traditional Piemontese brick-vaulted ceilings throughout. It sleeps up to 3 by using a convertible bed in the living area (not air-conditioned but a fan is provided).
The bedroom has a king-size double bed (160cms x 200cms) and French doors leading onto the patio and garden area. There is room for a portable fold-up bed or cot in the living area.
All kitchens are fully-fitted with a full-size oven (2 in Alba), microwave/grill, large fridge/freezer, separate fridge and freezer under the island unit in Alba, dishwasher and ceramic hob (induction hob in Alba). There is ample crockery and cutlery and a large range of glasses together with a comprehensive range of kitchen equipment and utensils.
Other equipment includes a flat screen LED HD TV (46' smart TV in Alba, 32' in Asti and Canelli), 2.1 surround sound system and Bluray player (with MP3/ Ipod playback), satellite TV with English channels and free Wifi. There is also a hair drier in every bedroom, a steam iron and ironing board and drying rack.
Linen is provided with 2 duvets per bed (different Tog ratings) and is changed on Saturday if staying for more than 1 week. 3 towels per person are provided including pool towels, these are changed twice per week.
All beds have high quality mattresses and pillows with covers. All bedrooms have ample storage and hangars. They also all have the option of an opening window with a fly screen and fan for guests who prefer not to use air-conditioning.
All bathrooms have large shower cubicles with a large fixed shower head and a separate wand shower.
Baby equipment such as a cot and high chair is available for an extra charge if not pre-booked by other guests.
The property is in one of the major wine and food areas of Italy. the world famous wine villages of Barolo and Barbaresco are a few miles away and Alba (world famous for its white truffles) and Asti (famous for its spumante and its Palio, older even than the Siena Palio) are nearby too.
There are 18 Michelin starred restaurants within 40 minutes' drive (3 within 15 minutes') and numerous less expensive but good restaurants too. The town of Bra is only 40 minutes away, the birthplace of the international Slow Food movement and the venue for the world famous biennial international cheese festival held in odd number years.In September and October in particular there numerous wine and food festivals in all the local towns and villages.
There are hundreds of vineyards in the locality, many of which do tastings and cellar sales. These produce a range of both red and white wines including Barolo and Barbaresco red wines (the nebbiolo grape), robust reds from the barbera grape and sparkling whites of various types. The local town of Canelli is a major centre for methode champenoise wines and its vast man-made caves are used to store the wine at the correct constant temperature. These are known as the Wine Cathedrals of Canelli and are a UNESCO world heritage site. There is a vineyard next door where very drinkable wine can be purchased and the internationally-known Icardi winery is a few hundred metres down the lane. Icardi produce various reds and whites, including their own Barolo, from grapes grown in their vineyards in the relevant areas.
The area is one of the most important eno-gastronomy areas in the world and is a veritable 'foodies' paradise. Full details of restaurants and vineyards can be found in the apartment.
There is a large amount of sightseeing within an hour and a half's drive, ranging from the beautiful and historic cities of Turin and Genoa to the Lakes Maggiore and Orta, the Alps and the Italian Riviera (including the Cinque Terre and Portofino). There are many old towns and villages to visit.
There are numerous activities available including signposted vineyard walks almost from the property (some can be used for mountain biking too - a leaflet detailing them is available by email from the owners on request and will be found in the apartments), mountain biking and cycling (bikes can be hired locally but the terrain is quite hilly), golf and horse riding. There is an aqua park and a safari park both within 40 minutes' drive.
Alba and Canelli apartments are not suitable for disabled access. Alba is also not suitable for toddlers, having several balconies. Asti is suitable for the disabled and for those with impaired mobility. There are however low threshold steps to negotiate to enter Asti and there is an internal step of 12 cms to some rooms. A ramp and other portable devices for the bathroom are available.
More comprehensive details supplied on request.
Top Traveller Review
A wonderful well equiped apartment, well situated, surrounded by vineyards
The Villa is well situated with many interesting villages nearby. Eleanor also provided very useful information regarding local restaurants. We particularly enjoyed dining at L'Aromatica in Neive, the restaurant across the valley in Calosso, and Restaurant San Giorgio in Neviglie.
We would have no hesitation in recommending this apartment
About the Owner
Guestbook comments from the owner
We LOVED the apartment, and it met all our expectations. It was beautifully finished with contemporary furnishings that were very comfortable. We especially liked that the apartment was so bright, not only due to the large windows with fantastic views, but there was also plenty of lighting to brighten the space in the evenings. The location of the property is ideal for us as we don't want to be too far from amenities (such as a cafe, grocery shop or restaurant), and while we did not visit the restaurant closest to the apartment we like to have the option of walking to get a meal. We are foodies so the region is an obvious draw for us, but we also like that it is not really touristy. The rolling hills covered in vines are beautiful and we love that you can see the Alps on a clear day!
I would definitely recommend Cascina del Noce...in fact I already have, and we would most certainly return ourselves. We really love visiting the Piemonte in the autumn and are thinking about how we could make that work in 2014.
Guestbook comments from the owner
We LOVED the apartment, and it met all our expectations. It was beautifully finished with contemporary furnishings that were very comfortable. We especially liked that the apartment was so bright, not only due to the large windows with fantastic views, but there was also plenty of lighting to brighten the space in the evenings. The location of the property is ideal for us as we don't want to be too far from amenities (such as a cafe, grocery shop or restaurant), and while we did not visit the restaurant closest to the apartment we like to have the option of walking to get a meal. We are foodies so the region is an obvious draw for us, but we also like that it is not really touristy. The rolling hills covered in vines are beautiful and we love that you can see the Alps on a clear day!
I would definitely recommend Cascina del Noce...in fact I already have, and we would most certainly return ourselves. We really love visiting the Piemonte in the autumn and are thinking about how we could make that work in 2014.
Available Rentals
A 500 Euro (£420) security deposit will be required prior to the release of the keys. Reasonable wear and tear (e.g. small number of breakages) will not be charged for.Two extra beds suitable for a child or teenager are available for an extra 100 Euros/week each. These are portable folding beds with additional mattress toppers for comfort. No payments other than security deposits can be refunded.
17 Reviews
5/5 -
(17 traveller reviews)
A wonderful well equiped apartment, well situated, surrounded by vineyards
We spent a week in Apt Alba in late June 2016, and really enjoyed using the apartment. There are wonderful views from the bedrooms , the living area and the outside balcony, where we had breakfast and some evening meals. The kitchen was superbly fitted out with every imaginable device one would need. The air conditioning in the bedrooms was efficient and quiet, and the swimming pool was welcome and used daily
The Villa is well situated with many interesting villages nearby. Eleanor also provided very useful information regarding local restaurants. We particularly enjoyed dining at L'Aromatica in Neive, the restaurant across the valley in Calosso, and Restaurant San Giorgio in Neviglie.
We would have no hesitation in recommending this apartment
Great apartment and location
We stayed in the Canelli apartment and it was perfect for two people. It was clean, fresh and very well equipped with everything you need. Lots of information about things to do, restaurants etc. There are great views from the villa and a lovely good size pool. We would definitely be back if staying in the area again.
spectacular hospitality at the Alba house
We stayed at this wonderful home for just a week, it exceeded my expectations in every way. The Alba apartment was spacious and had everything that we needed. There are wonderful views from every direction. I will miss sitting out on the deck listening to the cuckoo birds calling out to each other. As a first time visitor to this area, there were many suggestions on places to go, restaurants to eat at and vineyards to visit. Eleanor made things so easy! If in the area again, I would definitely stay here again.
Idyllic Italian Countryside Retreat
We stayed in the Alba apartment in late August and were hugely impressed. It was stunning in every way. Huge fully equipped open plan kitchen, living room flooded with natural light and 270 degree views on the most beautiful Langhe valley countryside, comfortable couches and english TV, fully functioning and fast WiFi, outdoor terrace with bbq perfect for evening dinners or sunbathing, tastefully decorated bedrooms also with views and air conditioning, stunning pool area with beds and umbrellas. But perhaps the most impressive aspect of the apartment was the guest folder with a laminated guide to every city, restaurant and tourist attraction of note in the region ... and there are many ... eg. 40 michelin star restaurants within an hour drive. The region is a truly hidden gem and as beautiful if not more so than Tuscany. Eleanor was an exceeding helpful and responsive manager of the property. Overall we can't recommend this property more highly enough.
Wonderful apartment in beautiful location
We stayed in the Alba apartment and enjoyed the spacious apartment and the wonderful views over the vineyards. The apartment was well equipped, especially the kitchen, everything that you might need was available. The airconditioning in the bedrooms was practical and needed given the high temperatures. The location is great, with nice restaurants (try Campagna Verde) nearby. The Icardi vineyard (a 5 minute walk) is also worth a visit! This is a place that we would love to come back to!
A very beautiful apartment with stunning view!
We stayed (two adults and two children) in the Alba apartment for one week, but we wished we could stay longer. The apartment is luxurious equipped with all you need, and the view over the vineyards is stunning. The pool is fantastic for the children. Eleanor (the owner) will provide you with all the information you need about restaurants, beautiful villages to visit and importantly wine tasting (like Barolo and Barbaresco). We personally also tried the producer Iscardi down the road (2-3 minutes to walk). Very good wine indeed. I fully recommend you to stay at Cascina del Noce!
Activity and Interests
Outside the summer season, there are many local festivals to provide a focal point for a long weekend or longer holiday in the area. Notably there is the huge Cheese festival held bi-annually in Bra in September, with entries from all around the world, the Alba Truffle Fair each weekend in October and November, the Palio of Asti horse race (older than that of Sienna) in September, and the festival in June each year celebrating the Siege of Canelli. In addition there are many local wine and food festivals held in the smaller local villages, such as the festa della barbera in Castagnole della Lanze held at the beginning of May, and the Rapule of Calosso in September. More information regarding festivals can be provided on request.
Property Type
- apartment
- Away From It All
- Family
- Tourist Attractions
- Air Conditioning ...
- Fireplace ...
- Hair Dryer
- Heating ...
- Internet ...
- Iron & Board
- Linens Provided ...
- Living Room ...
- Parking ...
- Towels Provided ...
- Washing Machine ...
- Wood Stove ...
- Free Wifi
- Coffee Maker ...
- Dishes & Utensils ...
- Dishwasher ...
- Kitchen ...
- Microwave ...
- Oven ...
- Refrigerator ...
- Hob ...
- Toaster
- Child's Highchair
- Dining ...
- Dining Area
- Books ...
- DVD Player ...
- Games ...
- Satellite / Cable ...
- Stereo ...
- Television ...
- Toys ...
Pool / Spa
- Private Pool ...
- wheelchair inaccessible
Location Type
- rural
- village
- autumn foliage
- caves
- churches
- museums
- playground
- recreation centre
- restaurants
- water parks
- winery tours
Leisure Activities
- bird watching
- horse riding
- scenic drives
- sight seeing
- walking
Local Services & Businesses
- ATM/bank
- groceries
- hospital
- laundrette - serviced
- medical services
Sports & Adventure Activities
- cycling
- hiking
- mountain biking
- swimming
Floor Area
- 159 m²
- Bathroom 2 - Toilet, Shower Enclosure, Shower has large fixed shower head and separate wand
- Bathroom 1 - Toilet, Bath (no shower), Shower Enclosure, Bidet, Master en suite,twin washbasins and corner bath
- Both bathrooms are en suite and there is a separate cloakroom with toilet and washbasin. Both have high quality fittings with soft-close toilet seats and showers with large fixed heads and a separate wand. Bathroom 1 is the master en suite and has a large corner bath and a spacious separate shower. There are twin washbasins and the ceiling is exposed brick vaulting throughout. Bathroom 2 is the second bedroom en suite and is a shower room with a spacious shower enclosure.
- 2 Bedrooms, Sleeps 6
- Bedroom 1 - 1 Extra Lg. Double Bed
- Bedroom 2 - 2 Single Bed, Beds can be pushed together to make a large double bed.
- The master bedroom is large and en suite and has French doors with a Juliet balcony with views over the vineyards to the hilltop village of Calosso. The window has views towards the pool. Both the doors and the window have outside shutters. There is a king-size double bed (160cms x 200cms) The second bedroom is en suite and has French doors leading onto a small balcony and a separate window, both having shutters. Both have views over the pool and up to Castiglione Tinella and have outside shutters. There are 2 single beds that can be pushed together to make a super king-size double bed (180cms x 200cms). Both bedroms have modern, efficient and quiet air-conditioning, but if preferred both have a window with a pull-down fly screen enabling it to be left open and a fan is provided. All beds have high quality mattresses and pillows with covers for hygiene. 2 duvets are provided for each bed, one 4.5 Tog and one 7.5 Tog. Ample wardrobe and drawer space and plenty of hangars.
- Terrace ...
- Garden ...
- Barbecue ...
- 6 garden chairs
- Self-catering
House Rules
- Max. occupancy: 6
- children welcome ...
- non smoking only ...


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Information Services Task Force: Final Report
Preface - The Charge to the Task Force and procedures followed
I. Vision - the ISTF vision for the future of information services at MSU
II. Mission - the proposed mission for Information Technology Services
III. Recommendations - the specific recommendations and the rationales
A. Organization of Information Technology Services
B. The Evolution of the Network
C. Support
D. The Library and other Providers of University-Wide Information Services
IV. Summary and Priorities - the ISTF statement of priorities
V. Conclusion - the ISTF final recommendations to the campus
On September 15, 1994 President Michael Malone appointed the Information Services Task Force (ISTF) to address a wide range of issues surrounding the current status and future of information systems and services at MSU-Bozeman. The members of the Task Force included Bruce Albert, Library; Jerry Coffey, English; Cathy Conover, Employee Relations and Personnel Services; Jim Efta, OSCS; Pamela Hill, Architecture; Chuck Nelson, Registrar's Office; Kim Obbink, Burns Center; Craig Roloff, Administration; Vince Smith, Agricultural Economics; and Chair David Dooley, Chemistry and Biochemistry. In his charge to the Task Force President Malone stated:
All the members of the ISTF strongly agree with President Malone's assertion that this is a critical time for the University to examine carefully the status and future role of computing and information services. Indeed, we are convinced that it is essential that MSU-Bozeman enhance its computing and information services in order to successfully conduct its missions of teaching, research, and outreach. Not long ago the needs for cutting-edge computing and information services were largely restricted to the sciences, engineering, and some fields in the social sciences. Today, as forcefully articulated across the entire campus, computing and information services are an indispensable infrastructure for practically every aspect of the educational, research, and service activities of a land-grant university.
President Malone specifically requested the ISTF to examine the following questions:
In what broad, general directions are information services at MSU (particularly OSCS, the Libraries and the Burns Center) likely to be heading during the next decade? (This should not require detailed consideration of technologies, but reaching a consensus on major directions on issues like centralization and decentralization, or the changing nature of networking).
As we look to the near future, what are the most desirable information services that need to be provided to faculty, students, and staff, and are these services different from what we provide today?
What are the desired working relationships among the various providers of information services, especially OSCS, the Libraries, and the Burns Center for both the immediate and more distant futures?
What are the most appropriate organizational models for MSU, given the desired relationships among these information service providers and the successes/failures of various approaches used around the country?
As we considered these questions, we rapidly came to the conclusion that broad campus input was required. Consequently, requests for information were posted electronically, and mailed to deans, department heads, and program directors. Members of the ISTF met with representatives of every college and most departments, and with representatives from special programs such as KUSM, the Museum of the Rockies, and Outreach. Two "town meetings" were organized: one for the faculty in Letters and Sciences, and one for students and ASMSU representatives. Collectively, the response from the campus - whether in meeting attendance, expressed through representatives, or in the form of individual messages and letters - was tremendous. Committees from Physics, Math, and Agricultural Economics wrote lengthy reports with extensive sets of recommendations. Well over a hundred faculty and staff members contributed individual responses. Hundreds of pages of thoughtful suggestions were contributed from every sector of the campus. The number and thoughtfulness of responses from students were especially noteworthy.
The ISTF also sought advice from two outside consultants: Dr. William Lewis (Vice Provost for Information Technology at Arizona State University) and Dr. Larry Rapagnani (Director of Computing and Communications, Estrella Mountain Community College Center). Both of these individuals visited campus, met with various constituencies, held public forums and provided much valuable insight, advice, and information. In addition, Professor Jerry Coffey, a member of the Task Force, and Vice-President Rob Specter, attended the national CAUSE meeting (the most valuable national forum on information technology at colleges and universities). Both gave reports to the ISTF outlining their impressions and insights gained in talking to representatives from other institutions.
The information gathered through all of these processes was both broad-based and informed, and led the Task Force to many clearly supported conclusions. The recommendations contained herein largely reflect the views of the campus, informed by the consultants' expertise and the experiences of other institutions. We found a remarkable degree of consensus among the various communities that comprise MSU-Bozeman. That consensus was strongly reflected in the members of the Task Force. All of the recommendations herein have the unanimous support of the ISTF. Given the breadth of experience and expertise spanned by members of the Task Force, this is a remarkable outcome and should serve to reinforce the recommendations.
The report is organized into the following sections:
I. Vision - the ISTF vision for the future of information services at MSU;
II. Mission - a proposed mission statement for the Information Technology Services (ITS) office;
III. Recommendations - the specific recommendations and the rationales for reorganizing ITS, its reporting relationships with the central administration, and its interface with the libraries and outreach;
IV. Summary and Priorities - the ISTF priorities for the immediate and the long-term investment of central resources;
V. Conclusion.
The Task Force believes that the most critical recommendations concern the philosophy and reorganization of OSCS. We are recommending, in response to a campus-wide mandate, fundamental changes in the orientation, spirit, reporting relationships, and organization of OSCS.
There are many challenges ahead for the development of computing and information services at MSU-Bozeman. However, this is also a time of substantial opportunity. Information and computing services now have a prominent profile on campus, and expectations for improvement and expansion of services are very high. At the same time, there appears to be a general awareness that the university has under-invested in essential computing and information services infrastructure, and that additional resources should be devoted to this area. Efforts to achieve particular goals, i.e. recruiting a Chief Information Officer, establishing a structure to support academic computing, migration to TCP/IP as the network standard, and moving to non-proprietary standards and vendor independence, need to begin at as soon as possible. The process initiated by President Malone has created a climate of anticipation and goodwill as students, faculty, and staff have shared their frustrations, needs, and plans with the ISTF and each other. We believe that this report captures fairly the spirit, intent, and general content (if not the detail) of what the campus shared. We hope the university will capitalize on this important opportunity to improve and enhance computing and information services, and thereby improve our capability to teach, conduct research, and serve the people of Montana.
I. Vision of Information Services at MSU
Information Technology Services (ITS) exists to enhance MSU's ability to: serve as a national leader in re-defining the land-grant mission to better meet the needs of people living in a rural state; support cutting-edge teaching and research activities; and improve the academic environment. We believe that by adopting the recommendations proposed here:
MSU can enhance its national reputation as an innovator in educational methodologies which prepare our students for active roles in the 21st century information society.
MSU can become a pioneer in the electronic transfer of information services to a rural state to support K-12 outreach programs, extension services, and lifelong learning programs.
MSU can advance its cutting edge research and creative activities, and more easily disseminate the results of this work throughout the state and the world.
MSU can support economic development within Montana by providing cost-effective access to the vast information resources available.
We are at a critical juncture in terms of the information revolution and its impact on the State of Montana. We have an obligation to train our students in the latest information technologies so they are able to compete equally with others in the global economy. Since the Internet and other information technologies make time and space almost irrelevant, we can no longer argue isolation as an excuse for being behind the times.
The economic future of Montana may lie to a significant degree in high technology industries and information services. In expanding these sectors of the economy, Montana can preserve the quality of life and the environment while, at the same time, providing well- paid and challenging work for its citizens. There are real opportunities now for garnering outside support for the expansion of information technologies on campus and throughout the state. High tech industries are increasingly looking to expand into rural states and may be willing to help. Significant public funding is also a possibility. One thing is abundantly clear: MSU, in partnership with the public and private sectors, should begin immediately to plan, build, and expand the information technology infrastructure throughout the state.
II. Mission of Information Technology Services
The mission of Information Technology Services is to provide the infrastructure and services necessary to support and enhance, in a cost-effective manner, the university's academic environment, its teaching, research/creative activities, and its outreach services at MSU and throughout the State of Montana. The central computing service (ITS) must, as an essential part of its mandate:
respond to the needs of faculty, students, and staff at MSU, with service to users as the highest priority;
reflect the priorities of MSU in carrying out our teaching, research, and outreach missions;
provide the highest level of connectivity to our faculty, students, and staff;
identify and provide new technologies to the campus;
enhance MSU's state outreach abilities, in keeping with MSU's historical and special role as a land-grant institution;
enhance the ability of MSU's administrative and service operations to support the teaching, research, and outreach missions.
The advent of distributed computing, the power of the desktop machine, and the construction of the Internet have driven and enabled the ongoing revolution in information technologies. This has escalated the needs and demands of faculty and students for equipment, support, access, and services. To meet these demands, the central computing facility can no longer play its historical roles and follow its preexisting priorities; roles and priorities appropriate to the era of large mainframe systems and centralized control are no longer viable in an era where the former mainframe power is on the desktop. Now individual users best understand their own individual needs and the resources available in, and essential to, their particular disciplines. There must be a shift from a culture of resource allocation and centralized control to one of user empowerment, support, and service.
III. Recommendations
The ISTF has endeavored to make detailed recommendations based upon commonly shared principles while avoiding specific recommendations of hardware and software. Some of our suggestions and rationales are inherently technical in nature, but we have attempted to be as clear and explanatory as possible within the limitations of a short report.
A. Organization of Information Technology Services
The ISTF strongly recommends reorganizing the existing structure within which information services operate. Our proposals include: the creation of a Chief Information Officer (CIO) position; a reorganization of the OSCS department; the creation of a single advisory committee; and the development of a structured process for communication and coordination amongst the various information service providers within MSU.
1. Information Technology Services Leadership
ITS should be led by a Chief Information Officer (CIO) who reports directly to the President and the President's Executive Council. This reporting relationship is crucial, for it will allow the CIO to work with the vice presidents as a peer, to develop a broad-based understanding of campus needs, and to contribute on issues where technology can help find solutions.
A search for the CIO should be initiated as soon as possible. The criteria for selection should include thorough familiarity with the major aspects of a land-grant institution and the role technology can play in supporting the teaching, research, and outreach missions. The CIO must be credible with the academic units of the university and be thoroughly familiar with instructional and research technologies in an academic setting. Proven leadership skills are essential since the CIO must be able to move ITS successfully in new directions which focus on customer service and empower all campus constituencies in applying the available technology. Dynamic leadership from the CIO will be required to ensure that institutional priorities are supported with the most appropriate and advanced technology available. This individual must be able to work effectively with the broad constituencies and far-ranging communities that are MSU. Since the costs of making these transitions cannot be borne by appropriated funds alone, it is essential that the CIO have excellent fund-raising and grant-writing skills. Finally, in conjunction with ITS and the advisory committees, the CIO should foster greater communication and coordination among providers of information services and support staff working in colleges, departments, and programs at MSU.
2. Structure of the Information Technology Services
The CIO should play a major role in the restructuring of information services. The current OSCS department should be reorganized into a division with three departments to serve separate needs within the university. Those departments would be 1) Academic Computing Services, 2) Administrative Computing Services, and 3) Network and Communication Services. The division title should be changed to Information Technology Services (ITS), emphasizing the customer orientation that is so critical. Existing OSCS staff would be reassigned to the newly created departments, and some will undoubtedly undergo a redefinition of responsibilities as well. Some staff will require retraining to enable them to develop the necessary expertise required by the restructuring.
A reallocation of current staff and other resources, as well as identification of additional financial resources, should be directed to enhancing support for academic needs. Because the enhancement of service to academic computing is a major focus of the Task Force recommendations, it is critical that the director of the Academic Computing Services department have credibility with faculty and students. Preferably, the director would have a terminal degree and teaching and research experience. The CIO and Director of Academic Computing Services should meet regularly (perhaps monthly) with each college dean to ensure their computing needs are adequately supported. This regular communication will help to formalize the accountability the academic computing director will have with the academic and research sectors of the institution.
An innovation component of ITS should be created to span the three-department structure. This component would be charged with identifying and evaluating advances in technology and new and potentially useful applications for the campus community. The specialists within the innovation component would become the architects for the future of MSU Information Technology Services.
The current salaries of the OSCS personnel are woefully inadequate and present serious problems in hiring and maintaining a well-qualified staff with clear career tracks and possibilities for advancement. One of the highest priorities in reorganizing OSCS and one of the first tasks of the CIO should be to bring ITS salaries closer to marketplace standards.
3. Information Technology Advisory Committee (ITAC)
A user advisory committee should be created to ensure that the CIO and Information Technology Services are totally conversant with the needs and priorities of the institution. This committee would report to the President and the President's Executive Council, thereby having the same reporting relationship as the CIO. The committee should be comprised of faculty, students, and staff, representing Colleges, Administration, Outreach, and Extension. The chair of the committee should be a user of information services, not a provider. The CIO would serve ex officio. Sub-committees could be established to focus on specific users and services such as telecommunications, central/core services, academic and research computing, and administrative computing.
The CIO would also be charged with creating a providers coordinating committee, distinct from the advisory committee, consisting of other information services providers and support personnel at MSU. The committee would include representatives from KUSM, The Burns Center, the Libraries, and Communication Services.
[Please refer to the organizational chart.]
B. The Evolution of the Network
The goal of Network Services shall be to provide the highest possible level of "open" access to information technology on the campus to the greatest number of people. "Open access" implies that computing be viewed not as an enhancement to, but rather as an integral part of, the university environment. All students and faculty at MSU should have the same access to resources accorded users at other institutions, and computing and network connectivity should be viewed as essential services in the university environment.
Being competitive as an academic institution requires an electronic information environment that delivers a high level of access and service, and at the same time is flexible enough to accommodate new technologies and services without losing the basic core services upon which the business of the university depends. Success in achieving this requires: (1) some basic, general level of standardization be provided for individual desktop resources, and (2) the campus environment be structured to incorporate change and evolution. It also requires a basic recognition on the part of service providers that they have an obligation to be participants in the evolution and innovation processes. The CIO, in consultation with the ITAC and members of the ITS, will establish a set of basic standards for services and system operations that will allow the maximum flexibility for users to configure their working environments, while also insuring the integrity of the network and the availability of services to all users. In order to meet these general goals for the network, the following standards should be followed.
1. A Non-Proprietary Environment
The MSU network should end its dependence on the DECNET proprietary model and move as soon as possible to non-proprietary standards which allow easy integration of hardware and software from a variety of different vendors. This will allow for the highest level of connectivity for the various types of platforms that exist on campus and provide the most cost-effective solutions for integrating the campus-wide networks with the state, regional, and international networks. The following are the basic elements of this non-proprietary environment:
a. UNIX platforms should be the standard central servers.
UNIX has become the standard operating environment for scientific research, mathematics, and academic computing. UNIX allows for the integration of the broadest range of applications and services, and it can best provide services to a "platform- independent" environment. Any new systems that service the academic clientele should be UNIX-based.
Existing administrative applications represent a substantial investment in the proprietary Digital Equipment VMS environment. Services supporting these applications must continue to be provided to the university community until opportunities arise to migrate such applications consistent with the campus path. Understanding that the process will by necessity be difficult and time consuming, administrative computing should nonetheless be expected to follow the migration path of the rest of the campus.
b. TCP/IP (Transfer Control Protocol/Internet Protocol) should be the standard network protocol.
TCP/IP is the software protocol used on the Internet, which interconnects universities, government offices, businesses, and individual computers. To use the Internet, one must "speak" TCP/IP. As a general principle, proprietary protocols, developed by individual commercial vendors and sold as part of commercial packages, should be removed from the campus network, and TCP/IP should be used for all network communications. Migration toward TCP/IP should begin immediately. Those departments, laboratories, and divisions that wish to install and maintain proprietary networking environments do so at their own expense, or through their college's distributed support person. The ITS will provide TCP/IP connectivity and services only, and should not be responsible for the operation and maintenance of proprietary local area networks (LANs).
2. A Distributed Computing Environment
A distributed computing environment allows for the easy integration of disparate types of computers into a single network, the authentication of users and allocation of resources from a single point of entry, and the ability to monitor and maintain the network remotely. This standard implies that the network be open, non-proprietary, and non-vendor dependent.
a. The emphasis should be on smaller systems with dedicated functions as opposed to "do it all" large systems.
The distribution of smaller systems around campus would be more effective and versatile at meeting the disparate needs of the MSU community.
b. Client/server applications should be emphasized to reduce network and systems loads.
Client/server applications are computer programs that share the workload between the user's desktop and the system to which it is connected. As opposed to "login" applications, client/server applications reduce system load and use resources far more efficiently.
c. A standardized file and print sharing system needs to be established to enable the efficient sharing of resources.
Sharing specialized equipment and information efficiently across the network is cost-effective and efficient.
Additional elements of a distributed computing environment successfully implemented at other universities include: centralized access for network services; automatic account creation and security authentication; sophisticated routing and network traffic management systems; and remote monitoring and maintenance of network systems. Such elements should be considered by ITS.
3. The Desktop Environment
The desktop computer should meet certain minimal standards for network hardware, memory configuration, hard drive space, and operating systems in order to be connected to the common network. These standards must be vendor and platform independent.
a. A base-line of network standards should be established that permit choices among several vendors for network hardware.
It is a legitimate concern of network managers that hardware attached to the network conform to certain standards, that the operation of the network is not compromised by users who have non-standard hardware, and that standard hardware that fails can be rendered harmless to the network automatically.
b. Reasonable guidelines for base-line capabilities of desktop hardware (computing capacity, memory, hard drive space, etc.) should be established which allow for vendor competition and individual preferences and needs.
Again it is reasonable to expect that all new platforms meet certain minimal standards for processing power, memory, etc., and that they be capable of running TCP/IP client software. There are standards that network services can require for any platform connected to the shared resources. Within the limitations of the State purchasing requirements, users and departments should be free to choose their own platform types and vendors.
c. There should be an emphasis on GUI client/server applications as a means of reducing training times and delivering information more efficiently.
GUIs (Graphical User Interfaces) are an alternative to the traditional typing in of text commands. They allow the user to operate the computer by means of pushing buttons or pointing to pictorial representations of actions (icons) without having to memorize complex commands. Examples of GUIs are the Macintosh operating system, Microsoft Windows, and X Windows in the UNIX environment. GUIs are quicker to learn and often quicker to install and maintain once standardized.
d. Every effort should be made to provide hardware adequate to give every student and faculty member full access to the shared computing environment and network.
1. Faculty.
The university should make every effort to provide faculty with the hardware needed to access the university's computing services. The university may wish to consider providing faculty with desktops and network connections at no or reduced cost to their departments, especially for departments that do not have large operating budgets or other sources of funding.
2. Students.
The student labs should provide the same levels of access and technology available to faculty. The CIO and ITAC need to determine what quantity and staffing of student facilities are required to meet student needs. Connectivity to dorms should be available for those students who have their own hardware. Residence Life should work together with the CIO and ITAC to insure that each dorm provides a reasonable number of commonly accessible networked computers, available to residents on a 24- hour basis. For students and faculty who do not have direct access to campus network connections, or those who are required to work off campus, dial-in access should be provided.
4. The Network Environment
The migration to the TCP/IP, distributed computer environment will require changes in the network systems responsibilities and the network infrastructure.
a. Central computing services' primary responsibilities end at the wall.
ITS shall be responsible for providing network connectivity to offices, labs, and dorms. ITS and individual departments might share responsibilities for the maintenance of such things as proprietary local networks and laboratories by mutual arrangements, but this should not be considered ITS's primary obligation.
b. Fiber-optic cable should be the new standard for the backbone of the network.
The existing radio frequency broadband technology for the network backbone should not be extended; instead, funds for network expansion should be directed toward the installation of a new, fiber-optic based networking system. The implementation of this fiber-optic technology should begin as soon as possible.
c. An intelligent routing scheme should be developed for the campus, and routers must be installed in all major buildings.
This will provide the capacity for implementing the TCP/IP migration.
d. A network management standard should be put in place that will allow for rapid pinpointing and control of hardware problems on the network.
e. Dial-in access should be supported and expanded to provide a temporary solution for those buildings that are not presently connected to the network, and to enable a high level of connectivity from off campus.
As the campus grows, consideration and planning should be given to the possibility of multiple Internet connections as a protection against system failure. This would insure uninterrupted connectivity and the ability to manage network loads intelligently.
5. Services
The ITS, CIO, and ITAC should identify a set of "core" services that are of essential value to the university community and implement them for the entire campus in accord with the distributed, client/server, GUI guidelines. Such services should include, but are not limited to: e-mail, file and print sharing,
security, Usenet, Campus-Wide Information Services, Student Information Services, the World Wide Web, home pages, etc. The implementation should follow the non-proprietary, vendor and platform independent scheme.
6. Near-Term Priorities
Some things can be done now, at modest cost, to enhance existing access and resources. These should begin immediately.
a. The connection of those buildings to the network that do not currently have connectivity should be given the highest priority.
b. Pathworks 5.1 can provide a temporary bridge from the existing proprietary file and print services to the TCP/IP standard.
c. The existing VAX hardware should NOT be replaced with VAX hardware or VMS software.
The only exception is in the case of systems dedicated for administrative functions, which rely on the existing VMS-based administrative software. Any systems destined for academic usage should be UNIX and TCP/IP based.
d. Dial-in access should be supported and expanded to accommodate those users on campus who do not have network connectivity.
e. Student labs should be upgraded to open-access, TCP/IP standards.
C. Support
Overall Philosophy:
Computing resources must be seen as an essential part of the University's general mission, not as luxuries for those who can afford them. MSU-Bozeman must therefore take steps to insure that support is available on an affordable basis to all departments and units across campus. The ITS organization should ensure the availability of a common set of services, while at the same time recognizing the unique needs of colleges, departments, and individuals. To accommodate these diverse needs, a model should be developed which combines distributed support and central support. Since no fully legitimized system of distributed support has existed on campus until now, the general recommendation of the Task Force is that a system of distributed support be established and that the central support system be redefined in accord with the restructuring of OSCS. The specific recommendations that follow reflect this general reorganization.
1. Distributed Support
The Task Force proposes the creation of cooperative positions, jointly funded by the ITS and individual colleges, which would have a reporting line to the ITS organization and would be accountable to both the ITS and the deans and division heads.
Computers are now essential to almost everyone's daily work. Hardware failures and software problems can often prevent individuals from doing their work and must be resolved as quickly as possible by someone who is knowledgeable, has full access to resources, and who arrives directly at the site of the problem. Such a person would be expected to be familiar with the local environments as well as the general resources. The initial contact person should be able to resolve the vast majority of the common problems that occur, but would have access to specialists within the central organization for the more difficult problems. Distributed support personnel would receive some common level of training by the central facility and some specific training provided by the departments. As a cost-saving measure and to enhance the availability of support, ITS might consider developing a cadre of well-trained work-study students to provide some of the initial contact support. There should also be a forum in which these distributed support people can interact and share experiences.
The number and disposition of these distributed positions will be decided by the CIO in consultation with the deans and division heads. The intention is to provide personnel who have the expertise needed by individual colleges and research units and who will also maintain coordination and communication with the central facility and each other.
2. Central Support
There are some areas of support that are best centralized and that will cut across the three divisions of ITS:
Hardware and Software Support
Provision must be made for the upkeep of legacy systems on campus and for the repair and upgrading of network hardware. Software site licenses should be negotiated and license records should be maintained by central commuting services.
Purchasing support
Within the limits of state purchasing and the standards set forth by the CIO for network connectivity, individuals should be allowed to choose their own platform hardware and software most appropriate for the type of work they are doing. It is the responsibility of ITS to identify a multiplicity of suitable hardware platforms and software and to assist individual departments with their purchasing decisions.
Central Support Specialists
In addition to distributed support positions, there need to be central support personnel who provide services needed throughout the university community (for example, statistical consultants, Unix specialists, network specialists, etc.). These individuals can also serve as resources for the distributed support personnel.
3. Areas of Support
Each division of ITS shall have its support responsibilities redefined according to the following general guidelines:Academic Computing Support
Academic Computing services should be responsible for delivering the core computing services to faculty and students throughout the campus and for the operation of the systems that deliver them. These core services include, but are not limited to, maintenance of faculty and student accounts, development and maintenance of student labs, access to electronic mail and other network services, and related training and support.
1. Global Student Labs (those centrally owned and operated)
Global labs should provide the same core of services that are provided to the rest of the academic community. These labs should allow students to complete their academic assignments in a timely manner, and provide on-site user support and easy access. They should be managed by a central person in ITS who is responsible for the operation of the labs and the training of student monitors. Students have requested 24-hour access, and every effort should be made to keep at least one lab open to meet this need. As a general principle, student computer fees should be used only to support computing resources directly accessible to the students.
2. Partnerships Labs (those owned jointly by a college or department and a central provider)
If student or University resources are used to establish and support these labs, the labs must be seen as a University resource, and must be managed jointly. Every attempt should be made to accommodate the specialized needs of faculty and students outside the immediate college or department.
3. Technological Support of Teaching
Academic Computing should be responsible for researching and implementing new electronic classroom and teaching technologies. There is a great need on the campus for computer-assisted teaching labs and computer demonstration classrooms. It is desirable to provide every major classroom building with at least one computer-assisted teaching lab and one computer demonstration classroom.
4. Research/Creativity
Academic Computing has primary responsibility for supporting the computing needs of faculty and student research and creativity. This may include hardware and software support, consultation, problem solving, and technical advising with grant writing. The Task Force has identified an emerging need among the faculty for supercomputing resources. Academic Computing would be responsible for assisting in the development and support of supercomputing resources on campus.
5. Outreach
In the spirit of the mission of a land-grant institution, and in cooperation with the Dean of Outreach and the other various outreach efforts on campus, Academic Computing will assist in making information resources at MSU-Bozeman available to the larger community served by the University.
Administrative Computing Support
Administrative Computing has responsibility for the maintenance of the state and University databases, hardware and software support of the administrative organization, centralized administrative information system support, and the legacy systems. Administrative Computing is also responsible for providing users with friendly and timely access to the databases appropriate to their jobs. Administrative Computing should plan to follow the migration pattern of the rest of the campus. Administrative computing should develop and support graphical user interfaces that allow easy access to the database resources on campus. They should also develop mechanisms by which the data can be exported to individual users' spreadsheets and word processors.
Network and Telecommunications Support
ITS is responsible for maintaining and upgrading the hardware that provides connectivity and access and for supporting sufficient maintenance personnel to ensure the continued operation of the network.
D. The Library and other Providers of University-Wide Information Services
1. Background
In addition to the current OSCS, various other units of MSU, e.g. the Library and Burns Center, provide university-wide information services. A variety of computing and operating systems have been developed by these units to fulfill their respective missions. To allow the MSU community to take full advantage of all the information services available at MSU, all providers should bring their information services into conformity with the campus standards proposed here. For example, some of the library's present network consists of proprietary technology, which hinders general outside access to the Library's own resources and to networked services or databases from within the Library. In order to function effectively, staff and faculty in the Library and other units who provide university-wide information services need desktop access to those resources essential to their role. This access is essential to providing the kinds of services mandated by an electronic resource age. An additional problem faced by the Library is that many of its access points are outdated terminals which cannot provide access to the kinds of resources the university community needs, nor can they provide access according to the TCP/IP, graphical environment described in these recommendations.
2. Recommendations and Priorities
1. Migration toward non-proprietary, TCP/IP, UNIX-based, graphical interface standards: All providers of university-wide information services should begin to migrate their services toward those standards proposed by the Task Force when feasible. No new investments in proprietary technologies should occur. As the need to replace, redesign, or expand existing proprietary systems occurs, they should be replaced with systems that meet the standards proposed by the Task Force.
2. Systems design and operation: Major purchasing decisions regarding electronic information systems should be made cooperatively among the unit, ITS, the CIO and ITAC, to insure that services are compatible with the campus standards.
3. Access: Providers should endeavor to establish a standardized, single-access point, such as a WWW homepage, for the coordinated delivery of its services to the university community. Providers should begin migration away from outdated terminals and proprietary technologies, and utilize available resources to provide the campus community with efficient, orderly access to information resources according to the standards identified by ISTF.
4. Systems and Support: Systems should be supported according to the distributed support model proposed by the committee. In addition, a cooperative relationship between providers and ITS must be fostered, such that the resources of the ITS will be available to the units to help integrate their operations into the standardized environment.
5. Information resources: No new electronic information resources that are incompatible with, or cannot be made compatible with, the environment recommended by the Task Force should be obtained. Those electronic resources that presently exist in the Library collection should be migrated toward the Task Force's recommended standards. In cooperation with relevant faculty and colleges, the Library (and, where applicable, other providers) should establish means for identifying and cataloging networked resources of interest to the university community, as well as devise
IV. Summary and Priorities
Our recommendations are summarized below and grouped into broad categories. In addition, we have marked with bold those recommendations that are directly related to the highest priorities for the investment of central university funds, or reflect an overwhelming mandate from the campus and the consultants, or both. These recommendations are what the university should do first in order for its students and faculty to remain competitive and for the university to meet contemporary standards for information technology.
A. Recommendations on Organizational Structure
We unanimously and strongly recommend that a Head of Information Technology Services at MSU with the title of Chief Information Officer (CIO), or similar title, be appointed. We further unanimously and strongly recommend that the CIO report directly to the President, be a peer of the vice presidents and Provost, and discuss all issues related to information technology on a regular basis with the President and vice presidents. A major responsibility of the CIO will be to seek public and private funds so that the recommendations presented herein will not have to be financed solely out of general funds. The CIO must be thoroughly familiar with all aspects of a modern university and the roles of technology in supporting research, education, and outreach. The CIO must have experience, expertise, and credentials such that he or she can be a credible contributor to both academic and administrative decisions and policy.
Information services should be reorganized into three units that serve: (1) academic computing; (2) administrative computing; and (3) the network and infrastructure. The new name of this organization should be Information Technology Services (ITS), which reflects an important change in the role and focus of the information services on the MSU campus. The ITS unit shall report directly to the CIO. ITS should have an innovation component that spans the entire three-part structure. Enhancement of academic computing is a major focus of the recommendations. Thus it is critical that the leader of academic computing services has credibility with faculty and students.
A new Advisory Committee on Information Technology should be appointed with faculty, student, and administrative representation. The CIO will be an ex officio member of the committee, and the committee shall report directly to the President.
The CIO shall create a coordination committee, distinct from the Advisory Committee, consisting of information services providers, including KUSM, the Burns Center, the Library, and Communications Services.
A reallocation of resources should take place to create the three-part ITS structure. If more resources become available in the future, the vice presidents should make a priority of allocating funds to information technology. Relatively more central resources should be devoted to academic computing support, where the need is greatest.
B. Recommendations for the Evolution of the Network
The network and central services should migrate toward:
A distributed computing environment with TCP/IP as standard network protocol;
UNIX as the standard for servers supported by central services;
Platform independence, especially for non-administrative applications.
MSU-Bozeman should adopt non-proprietary standards for information systems and services.
Within State purchasing guidelines, the principle of vendor independence should be adhered to for all procurement.
All non-residential buildings on campus must be connected to the network, and greater access must be provided to the dormitories.
C. Recommendations Concerning Support
All departments will need some level of support for administrative functions and student services. Staff support for personal computing applications shall be handled largely within departments. Support for systems software shall be provided by the individual administrative offices that manage the programs. Only tasks requiring more computing knowledge than is available from these offices will be handled by the ITS office.
MSU-Bozeman should create a category of jointly-funded support positions to be distributed and accountable to individual academic or administrative units. These positions will report both to their respective units and ITS. The CIO, Provost, and VP for Administration will decide how to mutually fund and distribute these cooperative support personnel.
Academic Computing Support
Support should be provided for the two categories of student labs that exist on campus:
College/departmental computer labs should be run as partnerships between central services and academic units. These arrangements should be flexible to allow for differing needs among these labs. If student fees or central resources are used for college/department labs, access must be provided for all students on campus. The CIO and Advisory Committee should have input into the operation of all student computer labs. Support for non-departmental/college use will be provided by ITS.
For general computer labs supported solely by student fees, the CIO and ITS will work with the academic units to maintain and support these labs. ITS will have, as its highest priority, operating these labs in ways that will provide the highest level of access and support for students and instruction.
Student computer labs should be upgraded to provide current software packages, as well as standard operating systems and working environments. Hours should be extended to meet the demand.
The CIO/ITS/Advisory Committee will identify a baseline set of core central support services that will be provided to the campus. These central services will include programming, consulting support, and centralized systems support. Unique departmental and college needs will be served by the jointly-funded, distributed support staff.
Central support should provide appropriate resources and people to bring new technology into the classroom.
Innovation for core services will be the responsibility of the entire ITS organization. Distributed support staff will have the responsibility of leading innovation for unique department and college needs.
The CIO shall work with deans and departments to bring various college and department support staff on campus together for communication and coordination.
ITS will continue to provide off-campus access support.
Administrative Computing Support
Support for essential administrative services will continue to be provided by ITS along current lines, subject to revision and reallocations mandated by the CIO and the Advisory Committee.
ITS shall maintain essential legacy systems during the migration to new systems and standards.
D. Recommendations for the Library and other Providers of University-wide Information Services
These providers shall also migrate to TCP/IP and follow the standards established for the rest of the campus.
All units should follow the model of other colleges and departments with respect to communication with ITS.
Major decisions regarding information services within these units shall have mandatory input from campus, i.e., through the CIO, ITS, and the Advisory Committee.
E. Additional Services that MSU Should Seek to Provide
An appropriate computer should be provided for all tenured, or tenurable, faculty who want one and will use it. Requirements of new faculty for information services and hardware should be addressed and accommodated at the time of hire.
Connectivity to the network should be provided to all non- residential buildings on campus and increased access provided for all dormitories.
Supercomputing capabilities should be an important long-term goal. These capabilities should be based on shared resources among various units of the university for cost efficiency. It is likely that MSU funds can be leveraged with soft funds to accomplish this goal.
Additional kiosk information services for students should be developed.
Interactive video connectivity needs to be expanded.
F. Priorities for University Investment
The Task Force recognizes that many of its recommendations may require reallocation of scarce central resources. A variety of options may be available to implement the recommendations and a variety of internal and external funding sources might be identified. Nonetheless, it is clear that funding the proposed changes in information technology will require compensating sacrifices in other areas of the University. With that in mind, the Task Force felt that it was its responsibility to establish a prioritized list to guide the campus community in the very difficult decisions now before them. In this context, we unanimously agreed on the following relative priorities for the use of central university resources.
Appointment of a CIO and reorganization of OSCS into ITS.
Desktop computers for tenurable faculty whose teaching/advising/research require them.
Networking all non-residential buildings at MSU-Bozeman.
Migration to non-proprietary TCP/IP protocols.
Distributed support personnel.
Enhancement of student computer labs to provide improved network access and services.
We have also identified the following needs that may warrant the investment of central university resources. These are accorded a lower priority by ISTF than the items above and are listed in no particular order:
Supercomputing capabilities;
Greater network access and connectivity to dormitories;
Bringing modern information technologies into the classroom, perhaps with support personnel to assist faculty in developing new ways to teach using information technology and network access;
Providing additional student information kiosks;
Expanding and enhancing central UNIX services.
V. Conclusion
The single, most central conviction that motivated the work of the ISTF, and provided the context for our recommendations, is the conviction that improved computing capabilities and enhanced access to and delivery of information are critical for the future of MSU-Bozeman. Information systems and services are now essential infrastructure for all of the university's activities and missions. The needs for access to information and for increased computational power will continue to grow rapidly. Sharing information effectively among the various campuses of MSU will be pivotal to system integration. As the United States continues its transformation into a "knowledge-based" society, the life-long acquisition of knowledge and the continuing development of critical-thinking skills will become increasingly important to every citizen. For all of these reasons, we are convinced that now is the time for MSU-Bozeman to commit significant resources in time, effort, and funding to articulate a new vision and expanded mission for OSCS, to reorganize that office, and to make fundamental changes in the information systems and services infrastructure.
The ISTF received an enormous number of valuable suggestions during its information-gathering phase. The report reflects, to no small degree, the best advice and wisdom from every segment of the campus. There now appear to be high expectations across campus that substantial efforts will be made to significantly improve computing and information services at MSU. The Task Force must also note that there is an enormous amount of goodwill all across the campus and a real willingness on the part of faculty, students, and staff to help make these proposed recommendations happen. It cannot be emphasized too strongly that improvements in information technology cannot just come from the top down. Success will require everyone's continued goodwill and best efforts, and the commitment of resources from every part of the campus.

subset: commoncrawl


text:
I originally wanted to sell the car, but then died to try and bite the bullet and keep it because of how much i love the car, but I was just recently offered a Job in San Francisco and could not afford the the commuter from Hayward to San Jose then to San Francisco and then back to Hayward. So the car will now needs a good home. Miles will go up as I commute with it.
Would trade for a nice commuter. Preferably a hatch back: Matrix, vibe, prius, fit, etc or anything that gets good mileage or equivalent.
Pink slip in handle ready to sell. Registered in California with California Plates. I took it off in the pictures.
Looking to sell my 2002 WRX. It has been a great car and has never given me troubles. A lot of work has been done to make this car fun to drive. This is my weekend car for the canyon runs. Car was tuned by Ed at EQ Tuning. Car puts down 270WHP/240lb Torque to the wheel so about 340hp/291lb to the crank.
All the parts on this car are genuine and are from well known sellers.
Never been abused: never launched. I just enjoy good canyon runs. Oil was changed at every 7500 with mobil1 oil and filters.
At 89K miles, the previous owner destroyed 2nd gear and decided to have the transmission rebuilt with all RA gears. So transmission is pretty much new. I believe its 4.44 Final Drive, close geared. Subaru are known for their 5 speed (5mt) transmission being a glass box, but with this can be solved with this RA Gear set.
Always filled with 91gas and oil changed with all mobile-1 products.
I have all records and receipt for work done on the car.
About Car:
Good condition
102K Miles
Clean California Title
5-Speed Manual with RA Gearset
Maintenance: 100K Major tune up was done at 80K
->New Belts
->All fluids flushed
->Valve Gasket replaced
->New Radiator
->New Clutch
STi Engine and Tranmission Mounts
565 STi Injectors
255 Walboro Fuel Pump
APS SR/30 Turbo, good up to 345whp, It's a dual ball bearing, fast spool
APS Front Mount Intercooler
APS Blow off valve
APS Tumbler Delete/Aux Injector Manifold Housing
APS Cold Air Intake
TGV Delete
Perrin Turbo Inlet
K&G High Flow Filter
GrimmSpeed Catless upipe (With flex)
GrimmSpeed Manual Booster controller
Greddy Electronic Booster controller (disconnected for manual controller)
TurboXS Catless Turboback Exhaust
Fiberglass reversed hood scoop
StopTec Stainless Steal Brake Line
Tein Coiler Over with manual /electronic control dampening
Falken higher tier tires (less than 500 miles) 215/45/17
Oz Racing light weight rims
StopTech Stainless Brake lines
6 Piston front Wilwood slotted and drilled, lots of life left on pads
4 Piston rear Wilwood slooted and drilled, lots of life left on pads
RA Gearset (similar to STi tranny, solves the glassbox problem) from RalliSpec.
3 10" subwoofer in trunk, custom built
JL Amp
JL Power Unit
Factory underseat Sub
JDM Headlight
3 Pod-Center gauses, Greddy: Boost, Oil Pressure and Turbo temperature
Glove box mod: Greddy electronic turbo boost controller
Glove box mod: Tein dampening controller
Glove box mod: Greddy Wide A/F Gauge
Xenon 6000k Low beam
Extra: BRAND NEW
STi aftermarket BOV
STi Big hood scoop
I also have lots of extra filter, xenon bult etc.
About 10,000 in mods,tunes and maintenance. You're getting a well taken cared of Subaru.
Looking to get 9,800 or best offer, open to serious cash offers, but please, car is one of a kind. Car goes for 8500 on KBB stock with no mods.
I can remove the Wilwood brake kit and put stock brakes on and let it go with everything else for 8500 or 9800 for everything.
(510) 545-6504 or firstname.lastname@example.com


text:
Fswerks exhaust install?
Hey guys,
My exhaust from fswerks should be arriving tomorrow. I have a decent amount of car knowledge. I was wondering how hard it is to install exhaust. I can't find any guides online for my 2009 focus.
Are there any guides? And how hard is it to do/what tools do you need?
You need a hack saw, some penetrating lub, assortment of wrenches and gloves, jack and jack stands and or a lift
sawsall helps alot. if i remember correctly you have to cut in 2 places. but it's a really easy install. don't forget to change your gaskets!
If you have access to a lift your ease of installation just increased by 500%.
I have done 2 front to rear exhausts on cars in my garage on jackstands. It's the biggest nightmare ever and for the next few days after your neck and back hurt like hell!
Its rather simple like everyone else has said. I just installed the stealth exhaust on mine last weekend. Im still waiting though to add the header, since i bought it from someone here, but it didnt have the gaskets and bolts so i just need to go pick some replacements up.
Also when you do cut it. Make sure you cut it at a place where it can be re welded. just for resale or reuse purposes.
I used a saws-all and 2 jack stands and it sucked but I managed in a few hours.
I do believe the fswerks piece comes with instructions
Dumb question, I just ordered my fswerks race exhaust and I've been reading about the 2 converters, how easy are they to remove and does it turn on the engine light?
I got my fswerks exhaust installed at maineken for $80 lol
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#CiscoChat Cloud Optimization with Cisco Black Friday/Cyber Monday Recap + Data SecurityRetail and Hospitality
Whew! Black Friday and Cyber Monday came and went quickly this year! With these two biggest annual shopping days coming earlier every year and more and more consumers taking advantageRead More
Mobile Location Based Services Trends of 2013Mobility
The holiday season which began with Cyber Monday on December 2nd 2013 has just ended and analyzing the impact on mobile commerce sales and location based services unveils some very interestingRead More
The Evolution of Customer Experience: Synchronicity!Digital Transformation
I love shopping. I love traveling. I hate going to the hospital. I sometimes like going to the bank (only if it involves the depositing a large check). On theRead More
Fresh, Fast, and Local: Online Grocery Shopping is ComingConnected Life Exchange
By Jason Kohn, Contributing Columnist Shoes? Check. Computer gear? Check. Clothes? Flatware? Hot tubs with built-in TVs? Check, check, and check. There's almost nothing these days that we don't buyRead More
How Big Data Will Save the Physical StoreRetail and Hospitality
Reports of the physical retail store's death have been greatly exaggerated. As a recent survey from the Cisco® Internet Business Solutions Group (IBSG) found, 93 percent of products sold inRead More
Cyber Security Survival for the HolidaysSecurity
A couple of days ago, I participated in a Social Video Broadcast about cyber security survival tips for the holiday season. Some of my advice is familiar. Use stronger passwords,Read More


text:
Thursday, June 7, 2012
Gazzang Wins German Startup
Austin-based Gazzang, the developer of database encryption software headed by Larry Warnock, has added a new customer, the firm announced this morning. Gazzang said that anfesito.com, called the "Mint.com of Europe", has tapped the company to secure its customer data. Financial impact of the win was not disclosed. Gazzang's software helps encrypt databases running on a variety of popular, web-based database packages. The firm, which is backed by Austin Ventures and Silver Creek Ventures, said that anfesito.com is using Gazzang zNcrypt for data encryption and advanced key management for its financial services application.


text:
Tough question! I'm working on a full AJAX WP theme and I need some tips from the pros. How do you handle dinamically loaded Javascript functions in AJAX themes?
Let's see two examples to understand my problem better.
Example #1: User installs a new WP plugin, e.g.: Google maps shortcode, which outputs the div of the map and some scripts after that to start the map. When I call this page (where the google map shortcode is placed) the scripts won't (always) work.
Example #2: User installs a ToolTip plugin. But this plugin won't print any scripts after the shortcode, instead it prints its own script in the head and executes it when the document is ready, e.g.: $('a.icon').toolTip(); This script also won't work because first I need the content elements from the AJAX call, I can apply the function after that only. Of course if I put it into success callback, it works. But should the user put every new JS function into this callback function? How should I handle this well?
Extra info which may help: I use jQuery.load() function and I only get the #content div from the loaded pages, not the whole page.
Idea as possible solution #1 (not tested yet): get script tags from AJAX loaded content and eval() them?
AJAX WP themes are very tricky.
Best thing to do is offer an option to disable the ajax behavior to a normal page load. So users that only want the theme functionality should use the ajax loading and users who have multiple plugins should use normal page load.
I always offer an option to always load scripts in my plugins ( so scripts will not load only when the shortcode is parsed, but always, in the head section ) . But this is not enough sometimes ( for your example of document ready ) . So I see no other solution for this.
ZoomIt: this option is already there..
subsolar saidI think this solution sometimes adds duplicated JS instances/listeners which eventually will increase the cpu usage and lag of the site more and more on every click/eval(); or i'm wrong but nevertheless i'm also curious for the best solution
While searching for possible solutions. Had someone tested this ?


text:
Explore these ideas and more!
Explore related topics
Altfield Gale SS 2014
Com design contínuo e diferenciado, as prateleiras de canto são ideais para integrar espaços. Inspire-se com 14 ambientes
Here is a new installment of my recent favorite script fonts, some of them are free too. So if you are a font fanatic like me, enjoy!
The Mix By Tara - Logos R1 - logo design, wordpress theme, mood board inspiration, blog design idea, graphic design, branding, style blog, fashion
How to create rose gold or metallic foil text with Photoshop | Easy step-by-step tutorial | www.blogpixie.com
The ultimate free fonts collection to download for your blog, website or logo design
Best Architecture and Interior Design Inspiration Photos from the AD Pinterest | Architectural Digest
Angled drawer dividers make it easy to store longer utensils, like rolling pins, and free up valuable countertop space. Shop more kitchen solutions from Martha Stewart Living at The Home Depot.
Psychology of Color: Find the perfect shade that fits your aesthetic with this helpful guide featuring 18 popular hues. >> http://www.hgtv.com/design/decorating/color/2017/p/psychology-of-color?soc=pinterest
50 Outstanding Posters to Inspire Your Next Design – Design School More


text:
Shooter on the Loose
Published January 1st, 2012
Sunday authorities released the name of a suspect wanted for shooting another man several times in Marion Oaks. Authorities say 22-year-old Kadrian Leshawn Hamilton is armed and extremely dangerous.
Marion County Sheriffs Deputies say he shot 50-year-old Gary Hill in Marion Oaks as Hill answered his front door. Hamilton is armed and on the loose. He has been in and out of jail for ranging in drug charges to aggravated assault with a deadly weapon.
Related Stories
- Bear that Killed Goats Still on the Loose
- Columbia County shooting suspect on the loose
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- Students Stand Against Rape As Suspect In UF Attacks Still On The Loose
- Attacker On The Loose
- Wanted Man Still On The Loose
- Loose Lips Sink Ships
- Gainesville Bank Robbed; Thief Still on the Loose


text:
Pendaflex® Double Stuff® File Folders; Letter Size, 3 Tab, Assorted Colors, 50/Box (54460)
Item #: 901-54460Q
Model #: ESS-54460
Brand: Pendaflex
$20.39 Box
$14.99 Box
Product Highlights
- File Folder Type: Top Tab
- File Folder Size: Letter
- File Folder Material: Paper Stock
Pendaflex Double Stuff File Folders expand up to 1.5" for large files or for use in extra-capacity hanging file folders These file folders are ideal for projects with large documents. The Pendaflex Double Stuff folders also store letter-sized documents and come in a variety of colors. With the capacity of more than twice that of normal folders, these folders can handle all your office documents. One box of Pendaflex Double Stuff colored folders has 50 sheets. The standard weight of the file folder is 11 pound stock. Additionally, each file folder contains 3 tabs, 1/3 cut in assorted position, making organization a breeze.
- Standard 11 pt. folders in assorted colors (blue, red, bright green, yellow, orange) for large, bulky documents (250 sheets)
- 3 Tabs in assorted positions for easy filing
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- 50/Box
|File Folder Type : Top Tab
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|Number of Pockets : 1-5
|Color Family : Multicolor
|Recycled : Yes
|Brand : Pendaflex
|Weight : 3.30 lbs. per Box
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text:
I just installed a TD05 Big 16G turbo and a Turbo XS uppipe and need a tune to match the upgraded turbo to a 2005 WRX engine. Any recommendations on where to go? Also, do i need a boost controller and boost gauge before I get it tuned?
list of other mods:
Blitz Nur Spec R Catback
K&N Typhoon Cold Air Intake
Turbo XS BOV type RFL


text:
Me Tarzan, You Jane
Youve surely heard the theory that men are from Mars and women are from Venus, and considering that Mars is an unpredictable planet that spouts juices at the most inopportune moments, and Venus is named for the Roman goddess of love, it kinda makes sense. The battle of the sexes will never be able to hang a Mission Accomplished banner in victory, yet it does have its shining moments of progress. One is Defendiendo al Cavernicola, the Spanish-language version of Broadways longest-running one-man production, Defending the Caveman. Written by Rob Becker and loved by the millions of people who have made it a hit, the story explores the differences between men and women and how they can agree, or agree to disagree. The English rendition has wowed folks from the Big Apple to Vegas, and now you can catch it en español at the Arsht Center until February 15.
Thu., Feb. 5, 7:30 p.m., 2009
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text:
Category:LGBT television programs
From Wikipedia, the free encyclopedia
Television programs which contain significant LGBT characters, issues, relationships or plots.
This category has the following 2 subcategories, out of 2 total.
- ► American LGBT television programs (1 C, 7 P)
- ► British LGBT television programmes (5 P)
Pages in category "LGBT television programs"
This category contains only the following page.


text:
Where Stardust Dreams Are, Always
By STEPHEN HOLDEN
Published: March 5, 1993
THE image of a Manhattan nightclub for many people will always be synonymous with the impossibly glamorous fantasies of New York nightlife imagined by Hollywood movies of the 1930's and 40's. And when Mary Cleere Haran, a singer who cultivates a sophisticated but wholesome 1940's look, performed for the first time at Rainbow and Stars recently, she evoked that mythical ambiance with a wistful good humor.
"It's not exactly what I had envisioned it would be like when I saw those movies with nightclubs," she observed of Rainbow and Stars, which represents the top of the line in New York City cabarets.
"As beautiful and romantic as this room is, it's so small compared to those vast Hollywood soundstages where they used to build those gorgeous white Art Deco nightclub sets. And for another thing, I have to sing more than one song per show.
"If you've seen any of those movies, the lights would dim, there would be a drum roll or a fanfare, a spotlight would hit the bandstand, and out would come Rita Hayworth or Veronica Lake or Lizbeth Scott, who would proceed to sing one song. Then she'd get to sit down at a ringside table with the likes of Alan Ladd or Glenn Ford, engage in some light flirtatious banter laced with double-entendres. And then our male protagonist would say something that hit a little too close to home, she'd get insulted, bolt up, and run out of the room in tears."
If the nightclub dream world that Ms. Haran conjures so wittily never existed in real life, what is surprising is how many New York clubs offer small but delicious pieces of that world, each one with its own special flavor.
New York, moreover, is the only city left in the country that offers anything resembling the old-time nightclub entertainment where the songs of Cole Porter or Richard Rodgers or George Gershwin live on. Cabaret's continued existence, despite perilous economics, owes much to the proximity of Broadway, which, while having its own problems, still draws a pool of performers to New York. Failing a show, these singers and musicians have to find some place to develop their skills and be seen by one another. What better forum than a cabaret, a crowded field in which all but a dozen performers do it more for love than money.
This March has been designated Cabaret Month by the Manhattan Association of Cabarets, an organization of performers, club owners, bookers, managers and press agents founded 10 years ago to stir up business. On March 22 at Symphony Space on Broadway, the group will distribute awards for excellence in the field. The continuance of the MAC Awards, as they are known, testifies to the spiritual hardiness of an entertainment genre that despite economic hardship and devastation from AIDS is holding its own.
During Cabaret Month, two Manhattan cabarets that had been dark have ambitious plans to reopen. The 80-seat Blue Room at the Supper Club, at 240 West 47th Street, will begin its cabaret season on March 18. Its roster of forthcoming talent includes Morgana King, Little Jimmy Scott, Rosalind Kind and Chip Zien. Club 53 at the New York Hilton Hotel in midtown will also reopen, on Thursday, with previews of "Back to Bachrach and David," a revue of songs by the famous 60's songwriting team that had a brief but successful run last year at Steve McGraw's in Manhattan.
And this October, the fourth Cabaret Convention, sponsored by the Mabel Mercer Foundation, will increase its number of gala concerts in the Town Hall series in Manhattan to a full week of events.
Here is a selective guide to Manhattan cabarets. The list omits comedy clubs and piano bars. And clubs like the Blue Note, Fat Tuesday's, J's and the newly opened Five Spot that cultivate a jazz audience but sometimes feature pop talent are also not included. A significant difference between Manhattan's jazz clubs and its cabarets is the quality of the sound. The jazz clubs, most notably the Blue Note, have much more sophisticated sound systems. While none of the city's cabarets has inadequate sound, the audio systems tend to be designed to suit a more modest, non-rock technology. Rainbow and Stars
With its spectacular view looking north over Central Park, its superb food and its comfortably lush accommodations, Rainbow and Stars, on the 65th floor of the G.E. Building, probably comes the closest of any New York club to resembling the old-time Hollywood ideal of Manhattan nightclub glamour. The club, which opened in January 1989, is one of the jewels of Rockefeller Center's handsomely refurbished Rainbow complex, which is a major New York tourist attraction.
Seating is spacious with most of the tables situated on either side of a small platform stage that silhouettes the performers in front of windows overlooking Central Park. The most dramatic views are to be had from a row of tables nestled along the curved walls directly facing the stage. A flashing fiber-optic rainbow designed by Milton Glaser blinks its reflections on the windows behind the performer. Sight lines are good, and the sound is clear and well directed. But it is a little spread out: in this case closer to the stage is better.


text:
Ashur-dan III
Ashur-dan III was King of Assyria from 772 to 755 BC.[1]
Ashur-dan III was the son of Adad-nirari III, and succeeded his brother Shalmaneser IV in 773 BC. Ashur-dan's reign was a difficult age for the Assyrian monarchy. The rulership was severely limited by the influence of court dignitaries, particularly that of Shamshi-ilu, who was the commander-in-chief of the army (turtanu) at that time. According to the eponym canon, in 765 BC, Assyria was hit by a plague, and in the following year, the king could not campaign (it was customary for the Assyrian king to lead a military expedition every year). In 763 BC, a revolt broke out, which lasted until 759 BC, when another plague struck the land. His reign and the reigns of preceding Assyrian kings have been astronomically dated based on the only verifiable reference to a solar eclipse in Assyrian chronicles, the eclipse of Bur Sagale. Ashur-dan was succeeded by another brother, Ashur-nirari V.
|Preceded by
Shalmaneser IV
|King of Assyria
|Succeeded by
Ashur-nirari V
See also[edit]
- ^ Boardman, John (1982). The Cambridge Ancient History Vol. III Part I: The Prehistory of the Balkans, the Middle East and the Aegean World, Tenth to Eighth Centuries BC. Cambridge University Press. p. 276. ISBN 978-0521224963. Retrieved 19 October 2013.
|This Middle Eastern history-related article is a stub. You can help Wikipedia by expanding it.
|This biography of a member of a Middle Eastern royal house is a stub. You can help Wikipedia by expanding it.
|This Assyrian-related article is a stub. You can help Wikipedia by expanding it.


text: The Maine Board of Overseers of the Bar is recommending that a Hancock County prosecutor accused of violating nine rules of the Maine Bar be suspended. Assistant District Attorney Mary Kellett appeared before the Board in October in connection with a case she prosecuted in 2009.Vladek Filler was convicted of sexually assaulting his wife, but was cleared two years later by a judge who ruled evidence had been left out of the trial and Kellett made improper statements to the jury.Filler said he never received evidence he requested from the state.The Board decided, among other things, Kellett engaged in conduct unworthy of an attorney, failed to timely disclose evidence, suppressed evidence and engaged in prejudicial conduct.The length of the suspension is not known. Kellet can either accept the suspension or appeal it to Maine Supreme Court.