Second Edition Strategic Technology Plan

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1 Second Edition 2016 Strategic Technology Plan

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3 TABLE OF CONTENTS Executive Summary 4 Introduction and Overview of Document 6 Case for Action 9 Why we need an STP 11 Without an STP 12 Purpose of an STP 12 Approach 14 Technology Mission 16 Principles 18 Strategy and Planning 20 Solutions and Projects 20 Lifecycle and Operations 21 Strategic Initiatives and Descriptions 22 SI 1: Integrate technology into academic and administrative processes to enhance teaching and learning 24 SI 2: Let people complete academic and administrative activities anytime, anywhere, and anyway 24 SI 3: Educate people about technology and support its use to maximize adoption and effectiveness 24 SI 4: Provide easier access to information for decision making, operations, client service, and measurement 25 SI 5: Improve, transform, and simplify processes so they are more effective and efficient 25 SI 6: Provide more flexible communication and collaboration tools to eliminate physical boundaries 25 High-Level Projects Lists 26 Conclusion 29 Appendix A: Selecting a Partner to Facilitate the Planning Process 30 Appendix B: Key Findings from Student, Faculty, and Staff Surveys 31

4 4 - Strategic Technology Plan Second Edition Executive Summary

5 Centennial has undergone a tremendous transformation in the five years since the release of Our Book of Commitments in 2011 and continues to extend its vision for change and growth as it pursues 2013 s Our Book of Commitments Second Edition. Technology has been critical to Centennial achieving its vision and success. It takes on many roles, including helping to enable everexpanding modes of educational delivery; eliminating time and language barriers to support internationalization; streamlining and automating administrative and academic processes; and powering exponential growth. When the original Our Book of Commitments was published, the College recognized the need for a more formal, coordinated, integrated approach for aligning technology with institutional goals. Thus, in 2011, the institution undertook a broad-based, institution-wide strategic technology planning process. The resulting Strategic Technology Plan (STP) focused on established the foundation and shared vision for technology at the College. The STP included a technology mission, principles, and strategic initiatives to guide the directions and use of technology. These, in turn, enabled a technology project submission and prioritization process. The original STP approached the end of its life in Between the fall of 2015 and spring of 2016, College IT leadership, in partnership with JM Associates (facilitators of the original STP), pursued a broad-based, institution-wide process to review and refresh the original Strategic Technology Plan ( ). To gain insight into concerns, directions, and expectations, consultations with key stakeholders were conducted. In addition, students, faculty, and staff completed surveys, and a broad selection of institutional strategic documents were reviewed and analyzed to inform the process. The goal was to ensure the STP Refresh truly reflected a collaborative College response. The technology mission, principles, and strategic initiatives from the original STP have stood the test of time and will with some minor updates continue to guide Centennial s technology directions for the coming years. New this year is the inclusion of a three-year list of major projects ( ) that will have significant technology impacts. The goal is to identify financial and resource impacts early to ensure sponsors and schools, departmental, and technology partners coordinate projects, then work together to request funding and resources, and to plan and execute projects. As Centennial continues to grow and pursue exciting new challenges, the STP Refresh will ensure that technology is positioned as a ready partner to support and enable the institution s strategies and operations. Strategic Technology Plan Second Edition - 5

6 6 - Strategic Technology Plan Second Edition Introduction and Overview of Document

7 One need only read the introduction to Our Book of Commitments Second Edition (June 2013) to understand the enormous transformation Centennial has undergone both since its establishment in 1966 and over the past half-decade since the original version of Our Book of Commitments was released as well as the institution s tremendous vision for continued change and growth. Centennial is a player on the world stage and will continue expanding its international role. The College has also set high bars for innovation and entrepreneurship; exploiting the benefits of technology; creatively engaging its employees; building more bridges with communities and employers; and seeing graduates do meaningful work and have meaningful lives. Centennial s transformation over 50 years draws striking parallels with that of technology. Where technology started out playing an important but supporting role, it is now a key component of institutional success. Today, technology takes on many roles, including helping to enable everexpanding modes of educational delivery; eliminating time and language barriers to support internationalization; streamlining and automating administrative and academic processes; and powering exponential growth. Centennial understands technology s ability to support transformation and has chosen to actively pursue it. The College undertook a broad-based, institution-wide strategic technology planning process in The process engaged the community in conversation, creating the platform for key stakeholders to communicate their goals and building a shared understanding of the value of coordinated, integrated planning and execution to leverage technology to support the College. The resulting Strategic Technology Plan (STP) focused on established the foundation and shared vision for technology at the College. The STP included a technology mission, principles, and strategic initiatives to guide the directions and use of technology. These, in turn, enabled a technology project submission and prioritization process. That process implemented over the past several years is part of Centennial s integrated planning, and has helped align annual technology project prioritization with institutional goals. The original technology mission, principles, and strategic initiatives have stood the test of time and will continue to guide Centennial s technology directions for the coming years with some minor updates as part of this STP Refresh. New this year is the inclusion of a three-year list of major projects that will have significant technology impacts. The goal is to identify financial and resource impacts early to ensure sponsors and schools, departmental, and technology partners coordinate projects, then work together to request funding and resources, and to plan and execute projects. Strategic Technology Plan Second Edition - 7

8 8 - Strategic Technology Plan Second Edition As Centennial continues to grow and pursue exciting new challenges, the STP Refresh will ensure that technology is positioned as a ready partner to support and enable the institution s strategies and operations.

9 Case for Action Strategic Technology Plan Second Edition - 9

10 The College has far-reaching strategic and operational goals for the coming years. To ensure maximum success, it is imperative that technology s power is maximized and aligned with these plans.the STP Refresh process and the resulting document are key to supporting these goals Strategic Technology Plan Second Edition

11 Why we need an STP Ensure there is a formal, agreed-upon, multi-year plan to help ensure technology resourcing and investment are aligned with the College s long-term strategic needs. Ensure the College plans ahead for technology so desired solutions can be implemented in a timely manner. Identify and integrate into planning and execution the impacts of major strategic and operational projects across the institution. Without an STP Technology priorities can be based on reactive, operational requirements as opposed to long-term strategic needs. Technology initiatives can move forward in an uncoordinated, inefficient, nonprioritized manner. Clients can feel disconnected from technology directions and initiatives if they have not been formally involved from a strategic perspective. Align technology planning and delivery with the College mission, strategic directions, initiatives, and operations. Engage the community in institution-wide technology planning and prioritization, and help ensure their desire to partner to deliver technology solutions. Continue to integrate guiding principles for technology that facilitate proactive, consistent, predictable strategic and tactical technology decisions. Evolve the framework for completing annual technology planning, reviewing services, aligning the organization, and other activities. Strategic Technology Plan Second Edition - 11

12 12 - Strategic Technology Plan Second Edition Purpose of an STP

13 A Strategic Technology Plan (STP) is a design document that articulates an organization s mission, principles, and strategic initiatives. It is a blueprint to guide an organization s future directions, culture, initiatives, and projects. A STP reflects the institutional mission and vision; trends and drivers; and stakeholder needs. It has a multi-year, institution-wide perspective. This STP Refresh will continue to guide and align the strategic and operational use of technology throughout all areas of the College to enable the mission and specific initiatives. It will continue to be used to generate an annual tactical technology plan and associated projects aligned to business needs, inform the development of criteria used to prioritize projects, support decision making, guide hiring, and review current IT services and service levels. The true success of a strategic planning effort is not only producing a plan but also engaging the community on an ongoing basis and ensuring that it is used. It is a tool not a document to sit on the shelf and gather dust. The STP should: Enable the institution to converse using common language and context Be a living, evolving framework that guides annual tactical planning Build the clear connection between institutional and school and unit goals and technology Enable transparent priority setting and resource allocation Drive creativity and innovation Strategic Technology Plan Second Edition - 13

14 14 - Strategic Technology Plan Second Edition Approach

15 Since a Strategic Technology Plan needs institution-wide involvement and support to be effective, the process used to create a plan is as important as the document produced. This process needs to be understood and supported across all levels of the institutions. The community must be involved in developing the plan and have ownership. The process used must be open and inclusive, supported by senior leadership, and be a partnership among the organization, stakeholders, and facilitators. Between the fall of 2015 and spring of 2016, College IT leadership, in partnership with JM Associates (facilitators of the original STP), pursued a broad-based, institution-wide process to review and refresh the original Strategic Technology Plan ( ). To gain insight into concerns, directions, and expectations, consultations with key stakeholders and student, faculty, and staff surveys were conducted as part of the process. The information gathered has been used to ensure that the STP Refresh truly reflects the College s collaborative response. Consultations were conducted to obtain input and feedback from the following key stakeholder areas: Academic Excellence Finance and Facilities Human Resources Information Technology Advisory Committee (ITAC) Information Technology Staff Libraries Marketing and Communications Research and Corporate Planning Student and Community Engagement In addition, students, faculty, and staff completed surveys, with 1592 students and 468 faculty and staff responding. Questions focused on the progress toward the goals of the original STP; the status of the current environment; and future trends. The following strategic documents were also reviewed and analyzed to inform this document: Academic Plan Applied Research Viewbook 2013 Business Plan Our Book of Commitments 2nd Edition 2013 Strategic Mandate Agreement Strategic Master Plan 2013 Student Satisfaction Survey 2015 The analysis was reviewed with key members of the community for confirmation and to collect additional feedback and insight. Drafts of the STP components were reviewed with ITAC to produce the final plan. International Office Information Technology Managers Strategic Technology Plan Second Edition - 15

16 16 - Strategic Technology Plan Second Edition Technology Mission

17 This mission statement defines how the College will and will not use technology, and who will be impacted by its use. Applying technology solutions that enrich learning and services across the Centennial community Strategic Technology Plan Second Edition - 17

18 18 - Strategic Technology Plan Second Edition Principles

19 Principles are statements reflecting shared values and overall approaches. They provide additional detail (the how ) on the way in which the entire College community will achieve the technology mission and implement technology solutions. Principles can also guide day-to-day operations, service reviews, organization issues, and other technology-related activities. Principles should set a high bar one to which an institution aspires. This means that, while the College will strive to achieve these principles, the speed of technology change and realities of the College s environment will require a practical interpretation and application of the principles. Strategic Technology Plan Second Edition - 19

20 Strategy and Planning 1. The College will use technology to support teaching and learning and educating students for career success, and to enable other stakeholders to pursue activities and deliver services that support students. 2. The College will strive to be a leader among its peers in the effective use of technology. 3. The College will carefully examine benefits and risks of technology solutions being considered and choose solutions that are best aligned with student, faculty, staff and institutional needs; culture; resources; and priorities. 4. Technology planning and solutions implemented will be flexible, accessible, scalable, secure and adaptable, and be driven by and change with the College s mission, strategic directions, and technology needs; higher education and technology trends; governmental initiatives and regulations; and student and other stakeholder needs and expectations. 5. The College will actively identify and build relationships with other colleges, universities, organizations, and vendors to exchange ideas and collaborate on solutions of common interest. Solutions and Projects 7. The College will be proactive rather than reactive in delivering and updating technology solutions by staying abreast of technology and higher education trends, monitoring use of current solutions, and prioritizing all technology projects using a coordinated approach integrated with other institutional planning efforts. 8. The College will acquire and/or develop technology solutions and processes according to defined and approved technology industry standards and College policies and procedures. 9. Technology solutions will enable functionally and technologically transformative solutions. 10. The preferred approach for delivering technology solutions will be to: 1) reuse, update and leverage existing; then 2) acquire and/or purchase new; then 3) build new. 11. Enterprise-wide technology projects will have executive team champions who support project success; be executed using a formal planning process; be continually assessed to ensure end results meet goals; and be resourced to reflect initial and ongoing support requirements. 6. The Strategic Technology Plan will guide annual technology planning; operations; service reviews; organization, resource allocation; and other technology-related activities Strategic Technology Plan Second Edition

21 Lifecycle and Operations 12. Information Technology Services and academic and administrative units will partner to plan, acquire, deliver, proactively manage, maintain, and decommission technology solutions. 13. The College will adhere to approved IT policies, standards, and procedures and the College s Data Management Policy for technology solutions and related practices (e.g., granting data access). 14. Information Technology Services will provide leadership for technology directions and plans, and will manage technology infrastructure. Strategic Technology Plan Second Edition - 21

22 22 - Strategic Technology Plan Second Edition Strategic Initiatives and Descriptions

23 Strategic Initiatives (SIs) describe the high-level activities an organization will pursue to realize its mission. SIs are developed based on the mission and principles; institutional goals and initiatives; trends; and needs and expectations of stakeholders and the community. Six SIs were developed as part of the original STP. The original SIs were reviewed as part of the STP Refresh process in light of information collected from consultations with key stakeholders; student, faculty, and staff survey responses; and analysis of strategic institutional documents. The conclusion was that the original SIs still reflect the College s technology directions; thus, they will continue to guide the College s technology directions and use with minor updates. Strategic Initiatives are not projects. Rather, they are broader concepts that should lead to the identification of projects. Individual projects will support one or more Strategic Initiative. Strategic Technology Plan Second Edition - 23

24 The following are the Strategic Initiatives for the next three years: SI 1: Integrate technology into academic and administrative processes to enhance teaching and learning Technology use in teaching and learning continues to expand in and out of the classroom. Given the high expectations faculty and students have for the use and availability of technology across academic processes; the College s continued movement toward blended and online delivery, open access, etc.; and the continued pursuit of all things international, technology s support of teaching and learning is paramount. SI 2: Let people complete academic and administrative activities anytime, anywhere, and anyway Our stakeholders expect to be connected to everyone, at all hours of the day and night, from any location. They want to communicate, interact, and complete activities where, when, and how they choose. Geographical boundaries no longer apply as students, faculty, and staff are completing their academic pursuits and administrative activities around the globe. We must support their needs to not only access academic and administrative resources but also their wants for services and support all day, every day. SI 3: Educate people about technology and support its use to maximize adoption and effectiveness The College has a solid technology foundation offering a wealth of functionality. Opportunities to leverage the capabilities are virtually limitless but students, faculty, and staff need to know what is available, how it can be used, and know that they are supported in their pursuits. This happens via consistent and comprehensive communication; multiple modes of education to ensure stakeholders understand and take advantage of functionality; and comprehensive support when and how people want it Strategic Technology Plan Second Edition

25 SI 4: Provide easier access to information for decision making, operations, client service, and measurement Our transactional environment generates massive quantities of data as part of processes that support operational goals. Within that data, there is a wealth of knowledge that can help the College increase operational efficiency; do short- and long-term academic and administrative planning; measurement and benchmarking; and support critical decision making. The key to success is providing secure access to data with flexible, easy-to-use tools to support these activities at all levels of the institution. SI 6: Provide more flexible communication and collaboration tools to eliminate physical boundaries Near ubiquitous connectivity, inexpensive data storage and tools, and almost universal access to mobile devices eliminates boundaries for communication and collaboration. The right platforms can provide the opportunity for transformational outcomes and discoveries in teaching and learning and research as well as administrative activities. The College must ensure availability of infrastructure, tools, and support to enable stakeholders to interact transparently and seamlessly. SI 5: Improve, transform, and simplify processes so they are more effective and efficient Streamlining and transforming College processes is critical to achieving institutional strategic goals; providing exceptional service to stakeholders; and enabling efficiency and effectiveness for those delivering and supporting academic and administrative processes. A methodical review and reconsideration of how activities are completed and by whom is paramount to ensuring that the power of technology can be applied to workflows that are aligned with desired outcomes. Strategic Technology Plan Second Edition - 25

26 26 - Strategic Technology Plan Second Edition High-Level Projects Lists

27 The original strategic technology planning process in 2011 established a foundation and shared vision for technology at Centennial. The resulting Strategic Technology Plan focused on 2011 through 2015 included a technology mission, principles, and strategic initiatives to guide the directions and use of technology. These, in turn, led to and enabled a technology project submission and prioritization process. The foundation and planning process still resonate and will be enhanced and extended to guide the use of technology at Centennial for the next three years. With these elements in place, this STP Refresh introduces an additional component: a threeyear list of major projects ( ) that will have significant technology impacts. The goal is to identify projects with financial and resource impacts early to ensure sponsors and schools, departmental, and technology partners coordinate projects, then work together to request funding and resources, and to plan and execute projects. Thus, a list of projects collected from key stakeholders, derived from student, faculty, and staff surveys, and identified from Centennial s strategic documents was compiled. Projects listed range from ones with specific timelines and deliverables being undertaken in the next fiscal year, to highlevel project concepts and themes that are envisioned and anticipated for subsequent years. Budget estimates are just that: financial ranges assigned to projects based on initial assessments and are subject to change. Moving forward in the coming years, these projects will be scoped and detailed, then reviewed and prioritized, as part of annual integrated and tactical planning processes. The same applies to the fiscal years assigned. The projects are incredibly diverse in scope and size but all support one or more of the technology strategic initiatives as noted. They focus on teaching and learning; student life and services; internationalization; research; administrative services; and more. Yet as diverse as these projects are, there are common themes. This means there are opportunities to coordinate projects cross organizationally, both achieving efficiencies and increasing effectiveness. Some common themes across the projects include: Data Analysis As information availability grows, the ability to analyze and present it becomes critical to academic and administrative operations, planning, measurement, and decision making. Data analysis tools, infrastructure, and support are part of a number of projects. Core System Implementation and Enhancement A significant number of projects focus on implementing and/or enhancing systems that support processes ranging from teaching and learning to academic support to administration to research. Approaches include extending and enhancing solutions already in place as well as acquiring and/or implementing cloud-based and institutionally-hosted vendor solutions. Strategic Technology Plan Second Edition - 27

28 Process Innovation Process owners understand that automation is only as good as the processes being automated. Several projects involve reviewing and rethinking current processes. The goal is to identify opportunities to improve effectiveness, efficiency, and customer service and reduce bureaucracy and duplication by changing policy and practice and simplifying process steps, then applying technology. Integrated Information Delivery, Communication, and Interaction There is a desire to coordinate, integrate, and leverage existing and implement new platforms and vehicles to more effectively disseminate information and support communication and interaction among students, faculty, staff, the institution, and the broader community. Projects include enhancing and leveraging the use of websites and the intranet; integrating and educating about platforms like mycentennial and ecentennial; expanding and enhancing digital signage; and coordinating and maximizing the use of social media tools. Anytime, Anywhere, Anyhow Interaction Traditional time and geographic parameters are disappearing as teaching and learning modes, vehicles, and goals change because of internationalization, new approaches, and changed expectations. Key projects focus on providing services on mobile platforms, ensuring infrastructure and support availability around the clock, and providing secure and simple access to data and resources. Infrastructure and Infraservices To support the institution s academic, administrative, and research projects, Centennial must continue to evolve stable, flexible, expandable, transparent services that support access to resources. Course Delivery and Academic Support Centennial s focus on internationalization, new teaching approaches and models, distance learning, and other trends are driving a variety of projects related to learning management systems, Massive Open Online Course (MOOC) solutions, a new integrated library system, etextbooks, open access learning environments, enhanced classroom tools, and assessment and management tools Strategic Technology Plan Second Edition

29 Conclusion The original Strategic Technology Plan established the foundation and shared vision for technology at Centennial and launched integrated technology planning. As a result, the community is engaged in an ongoing dialogue about institutional technology directions and priorities. The vision for the next three years is to build on and extend the original foundation to grow technology s role as a strategic enabler of academic and administrative goals. This will require continued commitment from key stakeholders and senior management to actively pursue and support the technology mission, principles, and strategic initiatives while fostering an open, integrated, coordinated planning process with College goals at the core. Strategic Technology Plan Second Edition - 29

30 Appendix A: Selecting a Partner to Facilitate the Planning Process JM Associates ( partnered with Centennial College to facilitate this STP Refresh. JMA is a boutique technology consulting firm focused on the higher education and not-forprofit sectors. The three principals assigned to this engagement have over 80 years combined experience working for and consulting with higher education organizations. JM Associates has consulted with 50-plus clients in Canada and the United States. JMA focuses on the strategic use of technology and process innovation. In addition to Centennial, local clients include Humber College, the University of Toronto, and York University. JMA partnered with Centennial to complete the original Strategic Technology Plan in 2011 and has also completed service and process reviews for the College Strategic Technology Plan Second Edition

31 Appendix B: Key Findings from Student, Faculty, and Staff Surveys To gather input from the broader community, students, faculty, and staff were surveyed in December 2015, with 1592 students and 468 faculty and staff responding. Questions focused on progress toward the goals of the original STP; the status of the current environment; and future trends. Regarding the original STP, the survey indicated a high rating for progress toward strategic initiatives, especially one (1) through three (3). Respondents recommended that all current strategic initiatives continue to guide Centennial s technology directions for Responses about the current environment were diverse based on cohort but indicated satisfaction with administrative tools and infrastructure; a want from faculty for enhanced classroom technology; and a desire for more and different types of support. The responses also identified opportunities for streamlining student and administrative processes. Analysis of the surveys also led to the identification of a lists of projects, some unique and some aligned with projects emerging via other sources. These projects include pursuing cloud and virtualization services; integrated communications; streamlined processes; and tools for peer and self-directed support. Strategic Technology Plan Second Edition - 31

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33 NOTES Strategic Technology Plan Second Edition - 33

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