June 2016 INFORMATION TECHNOLOGY Strategic Plan 2016-2022 Shari Baraniuk Glenn Hollinger IT STRATEGIC PLAN 2016-2022 1
2 Information and Communications Technology INFORMATION AND COMMUNICATIONS TECHNOLOGY EXISTS TO REALIZE THE DREAMS AND ASPIRATIONS OF OUR STAKEHOLDERS.
Content Framework 4 Contents 5 1. Research 9 Strategic theme 9 Goals 9 2. Teaching and Learning 10 Strategic theme 10 Goals 10 3. Collaboration and Community 11 Strategic theme 11 Goals 11 4. Administration 12 Strategic theme 12 Goals 12 5. Information Systems Organization 13 Strategic theme 13 Goals Systems Roadmap 14 15 IT STRATEGIC PLAN 2016-2022 3
Shari Baraniuk CIO and Associate Vice-President Information and Communications Technology 306-966-8408 shari.baraniuk@usask.ca Glenn Hollinger Director, Strategic Services Information and Communications Technology 306-966-4827 glenn.hollinger@usask.ca The purpose of this document is to identify the key strategic themes that set the direction for Information Technology planning for the next five to seven years. Within each theme, the document will identify goals needed to achieve each strategy. 4 Information and Communications Technology
Introduction Information technology (IT) services are integrated pervasively into every aspect of the University of Saskatchewan. A successful future for the institution relies on the ability to grow IT capabilities and provide the necessary support to all functions of the university. The strategic support and resources provided by IT enables our campus partners to fulfill their goals of enriching teaching and learning opportunities, expanding research and innovation capabilities, and developing more efficient administration systems. Purpose To help achieve its goals, the University of Saskatchewan needs a comprehensive IT strategic plan built from extensive campus-wide collaboration and input from all stakeholders. This plan articulates a clear and unified pathway to the future of IT at the university. The document addresses the intended strategies to support teaching and learning, research, and administration systems. The IT strategic plan describes the vision and direction for the development and implementation of IT systems at the University of Saskatchewan. The goals identified within the plan were formulated through consultation with our campus partners. Aligning with these goals, IT governance committees will ensure IT resources are allocated effectively and consistently deliver measurable outcomes to the units across the institution. The collection of current IT initiatives is contained in the IT systems roadmap, which outlines the projects by service area and identifies overall timeliness. These and future roadmap initiatives will be prioritized by the IT governance committees. The IT strategic plan integrates the long-term broad goals and objectives of colleges and departments into a single comprehensive plan for the institution. This inclusive IT strategy links its priorities to the institution s goals and objectives that were set out in the university s Third Integrated Plan. Planning Context With the third integrated planning cycle complete, the university will shortly undertake its next planning cycle. As the goals and priorities for the next cycle emerge, this plan will need to adapt to maintain alignment with those goals. The strategic plan will also be influenced by the goals and operating plans of the university vice presidents. A number of significant changes introduced recently in ICT help to facilitate and support new strategic directions, including organizational re-structuring, introduction of a new stewardship model, creation of a project portfolio office and project management processes, collection and publication of performance metrics, implementation of new operational process improvements, and the initiation of enterprise architecture. These changes lay the foundation for creating a successful planning process. This planning process includes longterm strategic planning, annual operational planning and personal performance planning practices. A successful IT strategy will determine how we deliver improved IT services on a sustained basis and contribute to colleges and units achieving their goals. IT STRATEGIC PLAN 2016-2022 5
Strategic Framework Identifying and understanding university priorities is an important exercise. It helps rationalize the IT priorities and provides confidence that we are moving toward the best set of technology, applications, data and processes for the institution. Guidance from the Information Systems Steering Committee (ISSC) along with enterprise architecture and the project portfolio office will ensure the information services strategies align with the universities priorities, are achievable based on the volume and scale of the projects and can be completed in a timely and efficient manner. ADMINISTRATIVE SYSTEMS STEERING COMMITTEE Student Finance HR Facilities Advancement Research Admin Faculty Applications Institutional Planning ICT Stewardship Model INFORMATION SYSTEMS STEERING COMMITTEE Strategy and Planning Policy and Stewardship Enterprise Architecture Project Portfolio RESEARCH SYSTEMS STEERING COMMITTEE Research Data centre Network Support Research Support Storage Applications EDUCATIONAL SYSTEMS STEERING COMMITTEE Digital Classrooms Student Labs Distance Learning Technology Course Management Systems Library Systems STEWARDSHIP MODEL The Information Systems Steering Committee serves as advisors to the strategic planning process. It ensures the development of longterm strategies for IT align with the objectives of the university. This senior leadership group provides enterprisewide oversight to the process, ensuring the planning process will create strategies that work across and throughout the institution. Enterprise Architecture Model ENVIRONMENT VISION GAP AS IS TO BE ROADMAP RESOURCES PRINCIPLES ENTERPRISE ARCHITECTURE Enterprise architecture informs planning and future decision-making for IT. It also informs the development of a systems roadmap of key IT initiatives by defining data models, applications and computing platforms. Stewardship of IT uses this roadmap to help leaders understand how all the components fit together and how they will work together in the future. Planning processes use the architecture as a baseline to prioritize projects and develop project plans. PROJECT PORTFOLIO OFFICE The Project Portfolio Office (PPO) is in place to improve project management processes in ICT and across the university. The PPO is accountable for the creation and development of a project management discipline that utilizes key performance metrics to improve the delivery of projects and services and provides visibility into the project activity. Specific project management tools and skills from the PPO will ensure consistent delivery of projects on time, in scope, and within budget. 6 Information and Communications Technology
Planning Process To develop this plan, a broad range of consultation was undertaken. This included deans and their leadership teams, unit heads and their directors, university council committees, as well as vice presidents and vice provosts. They were asked to share their future vision and goals for the units, talk about how IT can enable those directions, and identify how IT might be holding back their success currently. All of their thoughts and comments have been synthesized to create the IT strategic plan themes, goals and objectives. The successful implementation of the strategy depends on vertical and horizontal integration. Vertical integration occurs across time frames and creates a vision for five to seven years. This strategic vision becomes the context for the annual plan, and the annual plan establishes the framework for personal performance plans. Horizontal integration engages all IT stakeholders from across the institution to contribute to the planning process. The final full measure of a successful planning model is the success of its investment strategy. All IT systems are investments. The stewardship model and the community engagement principles assist with developing criteria for prioritizing IT initiatives, and applying the criteria to rank and schedule objectives defined in plan. Process Model Engage ISSC Set Scope for the Plan Engage University in Strategy Develop and Update Strategic Plan Review Strategy Align Investments with Plan Set Personal Performance Plans Link Plans to Project Process Set Goals and Measure Progress IT STRATEGIC PLAN 2016-2022 7
INFORMATION SYSTEMS PLAN STRUCTURE The strategies within the plan are gathered into five themes, each an important area of focus. Each strategic theme describes what the desired action is at a high level. Within each, a set of goals are identified, arising from the consultations, that outline what would need to be addressed or achieved in accomplishing each strategic theme. As a whole, these set the five to seven year direction for the strategic plan. The strategic themes and goals will evolve over time as university needs and priorities change through the annual review. These strategic themes and goals will be used to set the actions in the one year plan. The first one year plan is in development. It is represented in this strategic plan by the systems roadmap, which provides a snapshot of the plans for major systems changes and enhancements. The next step of the planning process is to define the actions and investments for the one year plan, building on the current roadmap and using the strategic plan as context. 8 Information and Communications Technology
1. RESEARCH & DISCOVERY STRATEGIC THEME Establish a cohesive set of information systems, tools and services to meet researchers current and evolving needs, both broadening the use of IT and supporting its more specialized application. GOALS 1.1. Simplify and improve work flow and access to services in support of ethics, regulatory, research contract and professional licensing compliance. 1.2. Develop research data management tools and processes to enhance the storage and sharing of research data and collaboration within the university and beyond. 1.3. Build electronic lab workbooks and automated analysis systems to accelerate faculty work. 1.4. Institutionalize standard curation and presentation of CV and research information across the university. 1.5. Increase awareness of the full suite of information systems services available to all researchers. 1.6. Enhance services and support for data science, aligned with evolving research needs, including machine learning, image processing, visualization and predictive analytics. 1.7. Ensure availability of data center capacity to readily support the expanding needs of the research community. 1.8. Build a network, service and application architecture to meet external regulatory requirements such as HIPA. 1.9. With the leadership of Institutional Planning and Assessment, contribute to the development and continued measurement of metrics related to research. 1.10. In partnership with library, develop open access programs and services and IT in redesigned library spaces. 1.11. Accelerate research by providing key expertise to support strategic areas with complex IT needs. 1.12. Extend services and provide new value to research areas outside of those traditionally serviced by IT. Major partners: Researchers, Research Centres, VP research, Research Services, Library, Institutional Planning and Assessment, Research, Scholarly and Artistic Work Committee and Compute Canada. IT STRATEGIC PLAN 2016-2022 9
2. TEACHING & LEARNING STRATEGIC THEME Assemble a flexible ecosystem of teaching and learning technologies, services, and facilities to support a broad range of learning modes and teaching methods and to enable innovative pedagogical directions within that ecosystem. GOALS 2.1. Develop a set of core standards and architecture for integrating teaching and learning tools. 2.2. Determine and implement the long-term learning management system strategy. 2.3. Provide and facilitate the adoption of student engagement tools. 2.4. Support the learning analytics strategy for student success and improved student retention. 2.5. Provide reliable, easy to use classroom technology to enable enriched learning and global classrooms, leveraging the convergence of audio visual and computer technology. 2.6. Build a network, service and application architecture to meet external regulatory requirements such as privacy legislation. 2.7. Extend the teaching and learning ecosystem and services to enable a smoother integration of distributed learners in the classroom experience, synchronously and asynchronously. 2.8. Modernize and reinvent computer labs and spaces to meet faculty and student needs, including online access to resources. 2.9. Support the evolution of technology-based assessment and evaluation. 2.10. Develop and enhance services that support open initiatives, such as open textbooks, open access to journal articles and open courses. 2.11. Align the multiple IT systems and services that support the delivery of continuing and executive education, respecting college autonomy but avoiding unnecessary duplication. Major Partners: Faculty, Colleges, Vice Provost Teaching and Learning, Gwenna Moss Center for Teaching Excellence, TLARC Committee of Council, Student Enrollment and Services Division, Distance Education Unit and Facilities Management. 10 Information and Communications Technology
3. COLLABORATION & COMMUNITY STRATEGIC THEME Establish partnerships and expand tools and services to enable a broader community to engage in teaching and learning, research and administrative activities throughout the province and beyond. GOALS 3.1. Implement a standard, comprehensive approach to providing equitable access to IT services and support in distributed locations. 3.2. Work closely with external partners to improve distributed education and research infrastructure capabilities. 3.3. Design comprehensive tools to make collaboration at a distance easier, including communication, storage, visualization, and shared creative work. 3.4. Support university directions on indigenization, including online content and web presence. 3.5. Identify and develop opportunities to work with SIIT, Saskatchewan Polytechnic, and the University of Regina for mutual advantage and to advance higher education in the province. 3.6. Support the directions of colleges in distributed continuing education and executive education. 3.7. Enhance the university identity management system to better serve the diverse university community beyond faculty, students, staff and alumni. 3.8. Extend and enhance university network services, including WiFi and remote access, to meet the growing needs and expectations of the community for connectivity. Major Partners: Colleges, First Nations, Regional Colleges, Health Regions, Telehealth, First Nations University, University of Regina, Saskatchewan Indian Institute of Technology, Saskatchewan Polytechnic and Facilities Management. IT STRATEGIC PLAN 2016-2022 11
4. ADMINISTRATION STRATEGIC THEME Provide a complete set of information systems and services to support the administrative activities and decision making of the university in a userfriendly and efficient manner. GOALS 4.1. Rationalize administrative systems to the fewest number of tools and vendors necessary to deliver services effectively. 4.2. Expand IT support for administrative services where service gaps are identified. 4.3. Make informed cost and value based decisions on customization to information systems, adapting business processes when appropriate. 4.4. Emphasize providing a better user experience when developing or acquiring technology and applications. 4.5. Working with SESD, enable improvements in the timetabling process in line with college and student needs, to improve both their experience and the utilization of teaching and learning spaces. 4.6. Identify opportunities for administrative process improvement through technology and work with partners to realize them. 4.7. Implement relationship management to meet the needs of recruiting, retention and advancement. 4.8. Create integrated systems, reducing duplication and reentry of data, and reducing the number of sources of data. 4.9. Revitalize data governance structures and policies to improve data quality and accessibility. 4.10. Deliver a single consolidated data warehouse as a foundation for evidence-based decisions and planning. 4.11. Improve the end user s IT experience through better support and provision of desktops, laptops,tablets and phones. 4.12. Enable and support compliance with external regulation and contracts, such as PCI compliance. 4.13. Develop appropriate policy, procedure and technology to employ cloud services in a way that maintains compliance and meets the needs of the university community. 4.14. Establish an IT visioning process as part of capital building renewal. 4.15. Create a mobile and web framework and application strategy to align the university s direction and enable innovation. 4.16. Provide common tools and approaches in support of colleges and departments eliminating paper forms and records as part of the processes. Major Partners: All academic and administrative units. 12 Information and Communications Technology
5. INFORMATION SYSTEMS ORGANIZATION STRATEGIC THEME Develop a more agile information systems organization, aligned to the university s goals and directions, responsive to its changing needs, and efficient in execution and support. GOALS 5.1. Focus on client service first. Continue to develop a service orientation in all IT staff. 5.2. Improve the accessibility and understanding of IT services through a service catalogue. 5.3. Use enterprise architecture to systemically guide all information systems decisions. 5.4. Employ industry-standard project management practices to improve the execution of IT projects and the return on IT investments. 5.5. Create a centre of business analysis to support our partners in improving their processes and systems. 5.6. Use business process improvement techniques to raise the maturity level of all IT processes. 5.7. Utilize our stewardship model to improve information systems decision-making and understanding. 5.8. Socialize anticipated changes more comprehensively with the community, building understanding of the need for change and improving communications both before and after change. 5.9. Move away from a fee for service model to an equitable access model based on university priorities. 5.10. Develop metrics for IT services and communicate the performance, value and cost of services. 5.11. Develop an IT risk management methodology. 5.12. Establish partnerships with the Saskatchewan Indian Institute of Technologies and others to provide job shadowing and work experience for their students. 5.13. Establish IT staff success through investing in training and professional development. IT STRATEGIC PLAN 2016-2022 13
Systems Roadmap MAY 2016 14 Information and Communications Technology
Systems Roadmap MAY 2016 IT STRATEGIC PLAN 2016-2022 15
16 Information and Communications Technology