Broward Community College Strategic Technology Plan December 3, 2001

Transcription

1 Broward Community College Strategic Technology Plan December 3, 2001 Executive Summary The role of technology has changed dramatically. Technology has traditionally been used operationally; that is, it automated manual tasks and provided a communication infrastructure. Today, however, technology has huge strategic potential. Technology solutions can radically transform the way business is done and enable dramatic new ways of teaching and learning. Broward Community College (BCC) has successfully built a stable, robust operational technology infrastructure. Administrative systems perform the necessary transaction processing; the network supports communication needs; general information and self-service applications are available on the web; and tools are in place and being implemented to integrate instructional technology into the classroom. However, the College will only fully achieve its mission and meet its coming challenges when technology is used strategically in addition to operationally. BCC must leverage its existing infrastructure, and deliver new solutions, to serve its clients in an ever-more demanding environment. To leverage the strategic potential of technology, BCC must align its technology vision and initiatives with the College s goals. To accomplish this, BCC has undertaken the creation of this Strategic Technology Plan (STP). The motivations for creating this plan are multiple: Assure that the technology solutions being delivered are the right ones. They must have a significant impact on the College mission and be scoped from an institutional perspective. Make a first attempt at coordinating technology solutions across BCC s multiple technology providers to assure coordinated vision and effort. Create an awareness of the strategic potential of technology among the College community, and empower people to change, thereby impacting the clients and mission. Ensure technology initiatives are strategic, solving problems and impacting business processes, encouraging knowledge transfer, and, especially, client-centered. Technology must enable something, not be an end in and of itself. Meet the state s requirement that all community colleges have technology plans. BCC Strategic Technology Plan (v12) 03DEC01 Page 1 of 17

2 This STP is the result of six months of work. The drafting process included interactive sessions with cross-departmental focus groups, and input from, and review by, College management and staff. The STP includes the following sections: Introduction Mission Vision Principles Strategic Initiatives Prioritization Criteria Conclusion Appendix The results of the focus groups, analysis, and review are detailed in the plan. The STP provides a roadmap for the future of technology at Broward Community College and guidelines for getting there. Highlights of the findings include: The time has come for BCC to shift from the operational use of technology to the strategic use of technology. BCC needs to transform the way it does business. Processes need to be simple and flexible, delivered from a client perspective, and be personalized to the individual. Solutions must be scoped from an institutional point of view. Technology providers need to take a leadership role in educating the institution in the strategic use of technology, setting up partnerships within the College to enable new business processes, and in implementing strategic technology solutions. Criteria derived from the College s mission and vision must be used to prioritize projects if technology is to be used strategically to support institutional goals. This prioritization approach will affect the way projects are justified and approved. The role of elearning is growing at BCC. It will require direct support for those involved as well as virtual student support services to address the needs of elearners. A growing and more diverse student body is creating different expectations of the College. To be successful in meeting and exceeding these expectations, BCC s responses must include the strategic technology solutions. The BCC community, in general, is open and enthusiastic about the changing role of technology and the solutions it can enable. It will, however, require education and support to understand the impacts on job responsibilities, processes, and clients. There are clear, identifiable success factors which will enable this plan s success, including executive management support, college-wide BCC Strategic Technology Plan (v12) 03DEC01 Page 2 of 17

3 understanding and ownership of the plan, and the need for appropriate staffing and training to move forward BCC will deliver technology solutions and services in the best way possible, allowing technology and service providers to focus on providing value-added services. Approaches may include collaboration within the consortium or higher education community, partnerships with vendors, and outsourcing of processes and operational services. The next step is to implement this plan by doing the following: Create awareness and ownership of technology vision The BCC community must understand and support this plan for it to succeed. There will be a variety of communication efforts launched to obtain feedback and to build understanding and support. Develop tactical technology plans Technology providers and College departments will use this Strategic Technology Plan to guide the development of tactical plans, assuring that projects are in line with the technology vision, strategic initiatives, and prioritization criteria. Create measurements and a process to review and update the STP To assure that projects are supporting the technology vision, and ultimately the College mission and vision, measurements will be developed to assess success. A process must be developed to review and update the plan based on these measurements, and in response to the changing needs and goals of the College. BCC Strategic Technology Plan (v12) 03DEC01 Page 3 of 17

4 Introduction This Strategic Technology Plan (STP) for Broward Community College (BCC) outlines the vision and creates a roadmap for the strategic application of technology. Previously, technology planning focused primarily on building integrated administrative systems and implementing networks. Academic and administrative technology solutions were planned and delivered independently and there was little integration required. There is now a demand for integrated technology solutions requiring more collaborative planning, implementation and support. The implementation of this vision will address this demand, transforming the way we do business and drastically changing institutional perspectives. Technology will be applied strategically. Technology providers will deliver these solutions by process, not business unit. We will leverage the existing infrastructure and emerging technologies, and provide leadership to continually exploit the strategic potential of technology. There is an overwhelming willingness from the BCC community to re-engineer processes and actively work together to support change at this institution. The success of this effort relies on the understanding and support of the entire institution to leverage technology s potential to support the mission, goals and operation of the College. BCC will need to understand the strategic benefits and recognize the impact this plan will have on individual areas of responsibility, challenging traditional processes and adapting to more flexible client-centered processes in the future. This plan is a living document and requires ongoing review and updating to ensure technology solutions continue to meet the strategic goals of Broward Community College. Purpose of Strategic Technology Plan The major objectives of the strategic plan are to: Build a common understanding among the BCC community about how technology can and should assist the College in achieving its mission and goals; Guide the fundamental directions for the application and management of technology at BCC; Identify key success factors for energizing this movement; Determine the appropriate roles for technology providers in support of learning and teaching, and administrative processes; Articulate the leadership and services the community can expect from technology providers; Comply with state technology planning requirements. BCC Strategic Technology Plan (v12) 03DEC01 Page 4 of 17

5 Equally important, this plan will not: Define requirements for specific solutions or specify particular vendors; Specify particular application solutions; Recommend specific funding allocation amounts; Create a detailed project list. Strategic Planning Approach The approach taken to building this plan is outlined below. Information Technology, working with JM Associates, a higher education advising and consulting firm, worked with representatives from all facets of the College to build this plan. Our goal was to get diverse input and validation for the Plan s concepts to reflect future needs of the institution and build ownership throughout the College. The following steps were taken to create this plan: Present national and higher education trends to BCC focus groups o Administrative / Executive o Externals / Those dealing with externals / Others o Faculty o Information Technology Department o Staff o Student Brainstorm with focus groups o What should / will BCC look like in three years? o How can / will technology enable this? Merge Instructional Technology plan into this plan Draft strategic plan (IT Working Group) Present draft plan for verification (College Working Group) Create final plan This plan encompasses the strategic directions and initiatives for the following areas: Information Technology Instructional Technology In addition, this plan was built in alignment and coordination with the following plans and entities: E-Learning Strategic Plan FACTS Initiatives & Work Plan Instructional Technology Planning Committee BCC Strategic Technology Plan (v12) 03DEC01 Page 5 of 17

6 FCCSC Strategic Plan SACS Strategic Studies o Faculty Development o Diversity o Student Support Services Trends Impacting the College A number of trends emerged from BCC focus groups, and from the analysis of supporting documents and general higher education trends, that will impact the College over the next three years. These trends, detailed below with their impacts, have been used to guide this plan s development to ensure that technology is used strategically to support Broward Community College. Trend: Learners, faculty, corporate partners, and employers have different and increasing demands and expectations of how, when, and where teaching and learning should take place. Impact: BCC will need to provide flexible approaches to continue attracting and serving its clients. Trend: BCC s student population will continue to diversify, following national, state, and local trends. The population will include more students in categories such as non-credit, adult learner, physically challenged, full-time employed, reskilling, corporate, English as a Second Language (ESL), international, etc. Impact: BCC will need to provide this diverse population with services meeting their unique needs; specifically, services delivered how, when, and where they need them. Trend: The number of students seeking post secondary education will continue to grow over the next three to five years. Impact: BCC will need to use technology to maximize the potential of human, financial, and physical resources, and well as create new solutions. Trend: There will be a need to hire an increasing number of qualified, full-time faculty members in an environment of high competition. Impact: BCC will need to reengineer its recruiting and hiring processes to be competitive. Trend: Technology has more potential to be used strategically, and the potential is growing rapidly. Impact: Strategic technology solutions must be planned and implemented to fully achieve the College s mission. Trend: Service expectations of BCC s clients will continue to grow. BCC Strategic Technology Plan (v12) 03DEC01 Page 6 of 17

7 Impact: The College will need to deliver more client-centered processes, reduce the bureaucracy and cost of administrative processes, and increase the level of service delivered by freeing time of existing resources. Trend: State budget cutbacks are reducing College funding. Impact: BCC will need to be more effective and efficient. Continued investment in technology will help the College meet these goals. Key Success Factors The implementation of this plan can have substantial impacts on Broward Community College and its clients. As the focus of technology moves from operational to strategic, successful projects rely on the understanding and support of the entire institution to integrate advancements into the overall mission, goals, and operation of the College. Listed below are some of the Key Success Factors required from the successful implementation of BCC s Strategic Technology plan. College-wide Support and Ownership As the use of technology becomes increasingly strategic, its impact is wide reaching within the College. Where once only a handful of people were directly affected by technology, it impacts all facets of the institution. As a result, everyone impacted needs to understand the goals of the Strategic Technology Plan, what the personal impacts are, and how it changes their interaction with peers and clients. Technology departments can provide leadership and tools, but the entire institution must embrace and leverage the solutions to gain the true value. Executive Management Support This Strategic Technology Plan signals some dramatic changes in how technology is used at BCC. Change can be confusing, uncomfortable, and difficult for those affected. Impacts of this plan may include everything from changes in job functions and organizational structures to the timelines and priorities for implementing projects. BCC s executive management can play a key role in helping the institution understand the benefits of strategically using technology and supporting the changes and impacts within their areas of responsibility. Communication Clear, frequent, and ongoing communication will be crucial to the acceptance and implementation of the Strategic Technology Plan. Communication must be two way, helping individuals understand what the Plan means to them individually, and how it impacts their role and interactions with the institution. The message must not only get out; we must assure it is received and understood, and be flexible in adapting communication to the audience and environment as necessary. Communication cannot be an afterthought it is critical to the understanding, acceptance, and success of the Plan. BCC Strategic Technology Plan (v12) 03DEC01 Page 7 of 17

8 Culture Change Implementation of this Strategic Technology Plan will affect the way we teach and learn, and do business. BCC will need to recognize the need for cultural change, challenging traditional processes, and work together to actively support change. Appropriate Staffing As technology use at BCC transitions from operational to strategic, the College must recognize the need for appropriate staffing. While some technology services will be provided by outside companies, BCC s technology providers will deliver strategic, value-added technology solutions. The need for appropriate staffing to implement, leverage, and support the solutions is crucial. Ongoing Financial Support for Infrastructure and Lifecycle Replacement It will be critical to allocate funding, on a perpetual basis, for infrastructure support (new and recurring) and the lifecycle replacement of obsolete technologies required for strategic initiatives. Professional Development and Training As the institution and processes change, individuals and teams will need to change and grow with them. Professional development and training will be critical. Technology professionals will need to upgrade skills to implement strategic initiatives; staff will need to develop new skills as processes change; teams will need to learn new and different teamwork skills as service levels and models evolve; and faculty will need training to implement new elearning strategies in their curriculum. Integrate and Continually Revise Plan The value of this plan will be realized when it is integrated into College planning and execution. The plan must also be reviewed and updated on an ongoing basis to assure it is continually aligned with the College s goals. Mission A mission defines what an organization will and will not do, and for whom it will do it. 1 The mission sets the organization apart from others, and arouses a strong sense of organizational identity and business purpose. 2 The following is the mission of BCC s technology providers: The College technology mission is to provide technology solutions that will facilitate the educational process, promote student and faculty success, support and transform business processes, and enhance client service. These solutions will support the College s mission and goals, and change 1 James Clawson, Organizational Charters, Thompson & Strickland, Strategic Management: Concepts and Cases, 1995 BCC Strategic Technology Plan (v12) 03DEC01 Page 8 of 17

9 with industry and higher education trends, and governmental initiatives and regulations. The following definitions are provided to further illustrate the meaning of specific words and phrases used in the mission: solutions technology tools, processes, approaches, training, and services; solutions are not limited to software, hardware, or applications. business process a group of related tasks yielding a defined result transform business processes radically redesign the way specific segments of business are performed at the college; not substituting automated processes or manual ones, but questioning the entire approach; make processes more effective, often through the use of proven technology and from the client point-of-view. educational process teaching and learning and the academic processes surrounding these pursuits. student any learner or potential learner affiliated with the College; includes applicants, part and full-time students, continuing education students, corporate students, distance learners, etc. student success higher education goals that relate to the educational process but are not strictly academic; for example: high school career counseling; advising; job seeking education; extracurricular activities; etc. faculty success higher education goals that relate to the educational process but are not strictly academic; for example, tenure and promotion; curriculum development; research; etc. client service the ability to provide students, faculty, staff, alumni, vendors, and College-affiliated people and groups the tools, processes, assistance, and other support required to build successful relationships with the college. Vision A vision paints a picture of what the institution can and should become following the mission. In his book Future Perfect, Stan Davis writes: Effective leaders cast their minds into the future and then look back into the present state, Merlin-like, of the organization. The gap between is the progress that the organization must make to achieve the vision. This vision paints a picture of what BCC s could look like three years out when technology is applied strategically. It was developed with input from institutionwide focus groups and key departmental leaders. In three years BCC Strategic Technology Plan (v12) 03DEC01 Page 9 of 17

10 Information Technology will provide leadership in the collaborative, strategic application of technology to accomplish Broward Community College s mission. The strategic application of technology means: Clients will use customized, individualized online solutions --- anytime, anywhere --- to interact with the College. BCC will appear to its constituents as a single, coordinated, integrated, user-friendly institution by providing a common set of process-based services. Business processes will be virtually transparent, providing superior, valueadded services and allowing clients to concentrate on their primary pursuits. Technology solutions will be in place to enhance institutional decisionmaking. In every discipline, courses will be available that make use of technology to actively engage students in the learning process. A majority of BCC faculty will regularly use technology to enrich the learning experience, provide opportunities for interaction, and extend access to their courses anywhere, anytime. An increasing number of degrees and academic programs will be available entirely online, increasing options for students. Clients will understand the role of technology and want to partner with technology providers to achieve their goals. Technology providers will align services by process, not technology or business unit. Technology staff will understand institutional goals, partner to review and reengineer business processes, and apply solutions to achieve them. Technology providers will be staffed and organized to continuously adapt to new technologies, diverse institutional priorities and projects, varying skill set requirements, and appropriate time and financial guidelines. The BCC community will understand and continually exploit the strategic potential of technology through ongoing communication, education, and training. BCC Strategic Technology Plan (v12) 03DEC01 Page 10 of 17

11 Principles Principles are guidelines or philosophies used to develop strategic initiatives and criteria that will be used to prioritize projects. They provide additional detail (the how ) on the way in which an organization will achieve its mission and vision. Services will be delivered in the most effective and efficient manner. o We will participate in the development of requirements for, and enhancement of, core administrative systems, outsource the execution of these (e.g., FCCSC), and implement the results. o We will free BCC resources to concentrate on providing valueadded services by outsourcing technology services and/or collaborating with other entities on non-core administrative systems, when advantageous. o IT and business units will work together to identify challenges and opportunities, then resolve them through partnership and communication. Solutions delivered will be aligned with the institutional mission. Strategic initiatives will be driven by end user needs and scoped based on an institutional perspective. Institutional priorities, technology directions, client needs, and usage trends will be used to create criteria for the prioritization of technology initiatives and drive the application of technology solutions in a collegewide direction. o The institution will leverage its administrative and academic systems, data sources, connectivity, and institutional knowledge to provide strategic services. Solutions delivered will transform the way we do business. o Technology will be used to eliminate inefficient processes to provide more time for mission-related pursuits and value-added work. o IT will support departments and process owners in the development, review, and redesign of their business processes, providing technology and institutional perspectives. o The growth in the use of instructional technology will recognize and respond to the need for appropriate academic and library services required to support it. Projects will be executed using a formal planning process, clearly show end results that meet the goals, and be resourced to reflect ongoing support requirements. Technology will be used to build and strengthen the BCC community. To accommodate projected growth, avoid obsolescence, and maintain competitiveness, we will proactively execute technology initiatives and lifecycle replacements. Technology is integral to the College s success and will be integrated in all phases of planning and daily operations. BCC Strategic Technology Plan (v12) 03DEC01 Page 11 of 17

12 Strategic Initiatives Strategic initiatives are high-level descriptions of the activities the institution will pursue to realize the vision outlined above. They are not projects in and of themselves. Specific projects will be identified and launched to achieve the strategic initiatives. BCC will prioritize these projects using the prioritization criteria defined in this document. The following list of strategic initiatives was generated during the creation of this plan. The bulleted items under each initiative are conceptual examples provided as illustrations only and are not proposed projects. 1. Enable teaching and learning through the use of new tools Flexible Learning Alternatives elearning is using technology to provide flexible learning opportunities online. elearning s scope can range from the use of simple tools to enhance traditional learning approaches to delivery of fully virtual, distance courses. Communications and Messaging A variety of electronic tools are available, including , paging, individual and group online chats, SMS, etc. allowing for expanded, place-independent, anytime communication. These modes of communication can both enhance and transform the way in which teaching and learning occur. Instructional Toolkits Instructional toolkits contain applications allowing instructors to easily create and manage class-specific Web pages, and leverage electronic tools such as distribution lists, polling and feedback tools, chat rooms, electronic portfolios, and online grade books and grade submission. 2. Provide customized, personalized, self-service, one-stop solutions to meet diverse, individual client needs Portal A Web "supersite" that integrates a variety of services, including generic links like searching, news, directories, , and discussion groups, institutional services, and personalized sites. Portals deliver customized content determined by the institution and the individual. Content Management College information is growing exponentially. Managing this information, and assuring its accuracy and timeliness, is an organizational challenge. BCC needs to provide a coordinated, distributed process to collect and maintain information across the College. Client Relationship Management (CRM) CRMs track all aspects of interaction between the institution its client, whether they be inquiry or service related. CRMs enable a client to interact with the institution in BCC Strategic Technology Plan (v12) 03DEC01 Page 12 of 17

13 various ways, traditional and electronic means, and to receive a consistent level of quality service. 3. Transform business processes to provide the highest quality of client service, enable the institutional goals, and free staff from administrative bureaucracy so they can provide value-added services Business Process Reengineering (BPR) BPR is the use of information technology to improve performance and redesign work and business processes from the ground up rather than simply automating existing tasks and functions. ebusiness (Electronic Business) Doing business online. Often used synonymously with ecommerce, ebusiness is more of an umbrella term for transacting business and services electronically. Workflow The automatic, electronic routing of documents or forms to the users responsible for processing or approving them, with the appropriate users being given access to the data at the required times. Imaging The online storage, retrieval, and management of electronic images of documents. Document imaging systems replace large paperintensive operations. 4. Provide access to information for decision making Data Warehousing A database, often containing enormous amounts of data, designed to support decision making. The data is typically historical and static, and may contain numerous summaries. It is structured to support elaborate queries and reporting. Data Marts can also be created to organize data for specific departments or functions. Business Intelligence (BI) and Reporting A broad category of applications and technologies for gathering, storing, analyzing, and providing access to data to help enterprise users make better business decisions. BI applications include the activities of decision support systems, query and reporting, online analytical processing (OLAP), statistical analysis, forecasting, and data mining. 5. Make technology solutions available to end users when and where they need them 24x7 services Providing a client with access to services (e.g., , portal, on-line forms, web self-service, etc.), 24 hours a day, seven days a week, regardless of the client s time zone. Wireless Networks Infrastructure to support transmission of data via air waves to a mobile terminal (e.g., smart phone, PDA, laptop, etc.), eliminating the need to physically connect a terminal to receive data. Wireless data includes paging, text messaging, Internet access, and other specialized data applications and specifically excludes voice transmission. BCC Strategic Technology Plan (v12) 03DEC01 Page 13 of 17

14 6. Align technology services and resources with technology mission, vision, and principles Plan for Project Teams / New Culture Approach Transitioning to the use of technology strategically will require a different approach for defining and delivering projects. Project teams will be comprised of crossdepartmental, technical and functional members, and use new and different collaboration approaches to deliver solutions. This will require a formal planning and implementation process to ensure success. Service Review A process for formally reviewing and prioritizing all technology services. The ultimate goal is to align technology services, service levels, and methods of delivery with the institution s mission, vision, and goals. Policy and Procedure Review The automation, streamlining, and redesign of processes often requires changes to institutional policies and procedures. Institutions frequently establish a standard approach for expediting this review and change. Security and Audit Review Strategic technology projects, with issues like data ownership and privacy at their core, often drive the need for new and different security and audit approaches. Institutions must continually evolve and review these approaches to ensure they address the everchanging needs. 7. Provide flexible communication, collaboration, and interaction solutions to eliminate physical boundaries and extend the community Communications and Messaging Just as with elearning, a variety of electronic tools are available, including , paging, individual and group online chats, SMS, etc. allowing for expanded, place-independent, anytime communication in the non-academic arena. These tools can facilitate one-on-one communication, help an institution build relationships with its clients, and change the way business happens. Prioritization Criteria When working to prioritize projects, decision makers can use criteria to make objective evaluations. The approach involves creating evaluation criteria, weighting the criteria in light of the institution s mission and vision, rating the options, and calculating the results. Create the Criteria The first step is to define and create solid, universally agreed upon criteria for evaluating the options. Criteria should be broad-based, and should tie to the mission and vision of the institution and the satisfaction of clients. BCC Strategic Technology Plan (v12) 03DEC01 Page 14 of 17

15 Assign Weights to the Criteria Weighting allows evaluators to indicate the significance of each criterion to the institution s mission and vision. Evaluators will assign weights once; weights will remain constant for all options evaluated. Weighting is done on a percentage basis, with the total summing to 100 percent. Evaluate Options Using the Criteria The goal of evaluating, or rating, is to determine how closely each option being considered meets the stated criteria. For example, if the criterion is, Must dramatically improve service to students, determine how well the option being considered meets this criterion. BCC has drafted the following criteria to evaluate projects for incorporation into tactical plans. Note that weights have not yet been assigned to the criteria. High Weighting Significantly Improves the success of a student Impacts teaching and learning Transforms a business process o Frees resources from bureaucratic processes o Eliminates inefficiencies o Offers Value added service Medium Weighting Helps BCC change to meet trends Provides business information to enable management decision making Low Weighting Probability of success o Can be accomplished in appropriate timeframe o Do-able within budget and resources o Fits into overall calendar o Leverages the infrastructure Involves partnering Affects a high number of stakeholders Conclusion This STP outlines a mission, vision, principles, strategic initiatives, and prioritization criteria for the strategic use of technology at Broward Community College. The true value of this plan will be realized when it is implemented and becomes integrated into the College, its culture, and its philosophies. The next steps for implementing this plan are: BCC Strategic Technology Plan (v12) 03DEC01 Page 15 of 17

16 Create awareness and ownership of technology vision The BCC community must understand and support this plan for it to succeed. There will be a variety of communication efforts launched to obtain feedback and to build understanding and support. Develop tactical technology plans Technology providers and College departments will use this Strategic Technology Plan to guide the development of tactical plans, assuring that projects are in line with the technology vision, strategic initiatives, and prioritization criteria. Create measurements and a process to review and update the STP To assure that projects are supporting the technology vision, and ultimately the College mission and vision, measurements will be developed to assess success. A process must be developed to review and update the plan based on these measurements, and in response to the changing needs and goals of the College. BCC Strategic Technology Plan (v12) 03DEC01 Page 16 of 17

17 Appendix A: Focus Group Documents & Participant Lists B: Technology Trends C: E-Learning Strategic Plan D: Strategies & Associated Action Plans E: Criteria & Prioritization Worksheet Important Links and reference materials Changing Landscapes: from Cottage Monopoly to Competitive Industry National Center for Education Statistics - The Condition of Education Business Process Reengineering Project at the University of British Columbia (See the "Introduction" and "BPR Methodology" Links as well as "Download the Full BPR Report" link) BCC Strategic Technology Plan (v12) 03DEC01 Page 17 of 17