ICT Strategic Plan wlu.ca/ict. ISSUED BY The Office of the Chief Information Officer March 2016

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1 ICT Strategic Plan ISSUED BY The Office of the Chief Information Officer March 2016 WILFRID LAURIER UNIVERSITY Waterloo Brantford Kitchener Toronto wlu.ca/ict

2 ICT Strategic Priorities Enhancing Academic and Research Excellence Facilitating Strategic Enrolment Management Enabling a Data-Driven Decision-Support Environment Supporting a Seamless and Responsive Stakeholder Experience Strengthening the ICT Workforce 2

3 TABLE OF CONTENTS INTRODUCTION...4 VISION, MISSION AND GUIDING PRINCIPLES...5 METHODOLOGY...6 OVERVIEW...6 STRATEGIC PRIORITIES ) Enhancing Academic and Research Excellence...7 2) Facilitating Strategic Enrolment Management...7 3) Enabling a Data-Driven Decision-Support Environment...7 4) Supporting a Seamless and Responsive Stakeholder Experience...8 5) Strengthening the ICT Workforce...8 3

4 INTRODUCTION As higher education evolves and the use of technology becomes further entrenched in the support of teaching, research, and central university functions, Information and Communication Technology (ICT) at Laurier will strive to provide foundational and innovative IT solutions for students, faculty, and staff. The ICT Strategic Plan: has been developed with this goal in mind; the plan is a forward-looking blueprint to enable the university community to continue to inspire lives of leadership and purpose. Over the next five years, the plan will serve as a roadmap to optimize deployment of limited resources to help best meet the needs of ICT s many stakeholders. These stakeholder needs are embedded in the five strategic priorities that form the core of the plan, and which align with the overall teaching, research and service missions of the university. ICT identified five key priority areas for ICT at Laurier over the next five years. These are: 1) Enhancing Academic and Research Excellence; 2) Facilitating Strategic Enrolment Management; 3) Enabling a Data-Driven Decision-Support Environment; 4) Supporting a Seamless and Responsive Stakeholder Experience; 5) Strengthening the ICT Workforce. Each of these priorities encompasses high level goals selected for the significance of their impact on the university community and specific IT activities that will be necessary for the university to achieve its broader objectives. In implementing the plan ICT will work within and across functional and geographic structures, to ensure an appropriate balance between enterprise-level solutions and services that serve particular geographical and/or functional needs. Consistent security and communication will also be crosscutting paradigms during the plan s implementation. Over the next five years, ICT recognizes that its priorities and decisions will continue to be informed by budgetary uncertainty, changing demographics, and the increasing pace of innovation and change. The creation of the ICT Strategic Plan: is a response to these challenges. 4

5 VISION, MISSION AND GUIDING PRINCIPLES OUR VISION Providing technology that works anytime, anywhere. OUR MISSION To enable excellence in teaching, learning, research, and administration across the Laurier community by delivering and supporting effective information and communication technologies through collaborative partnerships. OUR GUIDING PRINCIPLES Align with the university strategic priorities. Govern with transparency to promote operational efficiency. Deliver exceptional customer service. Foster excellence in the IT workforce. Promote collaboration and partnerships. Adhere to commonly accepted and emerging IT practices & standards. Leverage technology to deliver a rich experience for the Laurier community. Ensure information and systems are secure, robust, and agile. Encourage innovation with due care. Lead a culture of open communication and accountability. METHODOLOGY The methodology employed by ICT in the creation of the ICT Strategic Plan: was based on goal cascading exercises, with the goals drawn from the University Strategic Planning Priorities: , the then-draft Strategic Academic Plan, and the Strategic Research Plan. Through the cascade exercise, IT activities were linked to institutional strategic priorities. A wide representative group of stakeholders took part in the goal cascading exercises, with individual consultations and committee discussions held to ensure that the widest spectrum of opinions and needs were incorporated into the plan. ICT formulated the five strategic priorities by grouping similar needs found across different areas and by linking IT activities to each of these themes. 5

6 OVERVIEW Through selecting the five strategic priorities listed above, ICT identified consistent, underlying foundational themes that are fundamental to ICT operations. These form part of the ICT DNA and are vital to the success of the university. The themes include: Provision of essential ICT services to the university community; Service through partnership the ICT Engagement Model; Advancement of the university s mission. The first of these underlying fundamental themes is the provisioning of essential ICT services. Enforcing robust security policies and providing scalable infrastructure (such as storage and Wi-Fi connectivity) and enterprise technical and software support are imperative for the university to function. Alongside the strategic priorities, these core IT elements will be provided as a foundational level of services for the university community. ICT is committed to extending and strengthening the Engagement Model through greater collaboration and communication across the university to enable the fundamental needs of academic strategies and university operations internally and externally. ICT seeks to partner with the university community through planning to facilitate market analysis, identification of new markets, and curriculum development and delivery. Furthermore, ICT will promote understanding and streamlining of business processes, execute needs analysis, and facilitate alignment with the Responsibility Center Management budget model through innovation and emerging technologies upheld with service level agreements, policies and procedures. ICT aims to advance the mission of the university wherever possible. At a high level, ICT seeks to support diversity and a culture of inclusivity, to provide an exceptional and holistic student experience, and to facilitate purposeful and strategic multi-campus and multicommunity growth in each instance that technology is applied. In addition, all technology solutions will be fully accessible and serve the needs of Laurier s many diverse user groups. As we aspire to advance the university s mission, the diversity of needs will be kept at the forefront of our daily operations. 6

7 STRATEGIC PRIORITIES ) Enhancing Academic and Research Excellence ICT recognizes the important role of innovative technology in sustaining and enhancing excellence in teaching, learning and research. ICT s role is to support different modes for delivering courses, provide solutions for technology-enabled learning, enable highly sophisticated student record management that supports a full range of curricular and co-curricular learning, and in partnership with the Research Office, facilitate technology infrastructure for research activity. ICT s approach will emphasize inclusivity, diversity and global engagement. ICT will enhance academic and research excellence by: 1.1 Defining a strategy for active learning classrooms/learning spaces; 1.2 Supporting the delivery of non-traditional and traditional courses and support teaching innovation; 1.3 Defining tools and strategies to connect experiential learning to the student record; 1.4 Supporting infrastructure for the more specialized needs of technologically engaged programs; 1.5 Expanding research infrastructure including storage, computing, and network capabilities. 2) Facilitating Strategic Enrolment Management ICT recognizes the importance of Strategic Enrolment Management (SEM) in a highly competitive post-secondary education system. By integrating student systems, streamlining processes, and supporting data-sharing, retention initiatives, and seamless transfer of students, ICT will support Laurier s recruitment and retention of all students across all cohorts. ICT will facilitate Strategic Enrolment Management by: 2.1 Implementation of technology support for student access, retention and mobility; 2.2 Exploring solutions to support global engagement to help ensure a holistic student experience. 3) Enabling a Data-Driven Decision-Support Environment ICT recognizes that data-driven decision making predictive analytics, reporting, key performance indicators, benchmarking is a critical part of effective institutional strategy. ICT s role is to ensure that the data environment is conducive to such decision-making. In partnership with Institutional Research, ICT will enable a data-driven decision-support environment by: 3.1 Defining a business intelligence solutions strategy. 7

8 4) Supporting a Seamless and Responsive Stakeholder Experience ICT recognizes its central role in supporting a seamless and responsive stakeholder experience for all members of the Laurier community. Foundational to this are defining innovative tools, consolidating distributed functions, and identifying strategies for shared services. ICT will support a seamless and responsive stakeholder experience environment by: 4.1 Enabling a sustainable seamless experience for students, faculty, and staff; 4.2 Partnering with other units to create a strategy for delivery of shared services; 4.3 Identifying a collaborative technology for students, faculty, staff, and external partners; 4.4 Developing an integrated, real-time enterprise communications service incorporating text, voice and video. 5) Strengthening the ICT Workforce Given that engaged employees are vital to the success of any IT strategy, ICT has identified that strengthening our workforce is a priority. It is critical that the ICT team remains cohesive, knowledgeable, and prepared to succeed amidst resource constraints and increasing demands. This effort is a continuous process that will develop a stronger ICT workforce and includes: fostering a culture of self-development; providing consistent support for career development based on individual performance reviews; and continuing collaborative organizational development to maximize effectiveness and facilitate successful organizational change. The two chief components of this strategic priority that relate to the university strategic priorities are: 5.1 Development and implementation of a resourcing strategy and staffing model; 5.2 Workforce development. 8

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