Information Technology Strategic Plan FY 2010 – FY 2012
Background:
In 2008, President Jonathan Brand charged Mike Carpenter, the Vice President for
Information Technology, and the Technology Liaison Committee, with the development of
an Information Technology Strategic Plan. This document is the result of the Committee’s
work to bring forward a strategic plan for Information Technology at Doane College that
supports the vision, mission and goals of the institution. The Information Technology
Strategic Plan serves as a guide for institutional decisions regarding the use and investment
in Information Technology (IT) ensuring that IT remains a strategic institutional asset used
to enable Doane College to meet its strategic goals.
As a result of the Committee’s efforts, five strategic areas of focus have emerged and
formed the basis for this report. These areas are the following:
1. Teaching , and Learning
2. Administrative, and Constituent Services
3. Technology Infrastructure, and Support
4. Information Security, and Institutional Continuity
5. Technology Governance, Standards, and Policies
This Information Technology Plan is organized into five main sections. First, are the
Purpose, Vision and Mission for the plan. Each of these key elements is closely tied to their
larger institutional counterpart. The strategic areas of focus and associated goals and
initiatives directly follow this section. At the end of the plan there are three appendices
that contain: the guiding principles; planning environment and methodology; and the
internal, and external scan.
Purpose
The purpose of Doane College Information Technology Services is to provide technology
services and information resources that support the education and preparation of students
for service and leadership in the state, nation and world.
Vision
Doane College provides a flexible information technology environment that delivers
personalized and responsive services to meet our diverse constituent needs, thereby
strengthening the impact of our transformative education on graduates.
Mission
To provide the resources, knowledge, infrastructure, applications, and support that enables
our constituents to achieve the institutional goals of Doane College.
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Information Technology Strategic Plan FY 2010 – FY 2012
Doane College Information Technology Areas of Strategic Focus
Following are the Strategic Goals and the associated Initiatives.
Teaching and Learning
Providing a transformational learning experience for students is paramount to achieving
the Mission and Vision for the College. Consequently, both the teaching and learning
experience must be enhanced to fulfill the Mission and realize our Vision. To accommodate
the need of students and faculty, the Information Technology Strategic Goals and Initiatives
must be closely aligned with the academic goals and initiatives of the institution and each
of the underlying programs.
Based on direct feedback from Students and Faculty we must continue to modernize our
educational environment. Technology must facilitate access to information, and promote
collaboration through project workspaces, and portfolios. Technology must also enable the
College to provide access to learning in innovative ways that go beyond place, time and
mode of electronic communication. All educational facilities must have a basic technology
infrastructure to allow for easy access, display, modification, and storage of various
documents and forms of multimedia content. Classroom technology must be functional,
supported, adaptable, and appropriately consistent. The use of online learning tools and
learning management systems allows the institution to increase and distribute access
beyond the confines of the classroom and campus. Lastly, we must insure that students
have the basic information literacy skills to successfully embark on their chosen career
path.
Goal 1. Provide a teaching and learning environment where information technology
enriches the learning experience of Doane College students and prepares them for
technology use in their careers.
Goal 2. Enhance the teaching activities of Doane College faculty by providing innovative
and modern technology resources both inside and outside the classroom.
Goal 3. To accommodate increased use of on-line learning as a method of delivery, we will
create a set of policies, guidelines and training packages to ensure that faculty are equipped
and trained on the technology, tactics, and techniques of delivering courses on-line.
Goal 4. Collaborate with and provide technology support for the Centers for Excellence in
Teaching and Learning, the Writing Center, and the Library to transform student-learning
experiences through effective integration of instructional technology.
Goal 5. Provide collaborative tools, and both physical and virtual workspaces to facilitate
team projects and the distributed learning environments across the College.
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Initiatives.
•
Teaching and Learning Spaces
–
Continue Classroom, Lab, Library, & Faculty Technology Refresh Plan
–
Evaluate Lecture and Seminar Capture and Distribution Software to Publish
elements (videos, audio, slides, and notes) for courses online (Panopto CourseCast –
Open Source)
–
–
•
•
Expand the number of Smart Classrooms & Establish Collaborative Learning
Spaces
Provide and Support and Access for Academic Software for the College
Support Learning Centers and Provide Digital Media Services
–
Provide Training Support (Online, Training Sessions, Learning Center)
–
Expand Services for Web & Rich Media
–
Expand Presence of Media Channels (iTunes, YouTube)
Distance and Distributed Learning Environments
–
Improved Course Management System, with ePortfolio & Student Portal
–
Expand Web Based Collaboration & Conferencing Capabilities
–
Implement Tools and Practices to Support Online Learning
Administrative and Constituent Services
The College is a complex and dynamic organization that requires responsive, timely and
accurate information and business systems. Business systems should increase
productivity, and provide real-time information, which meet academic and administrative
needs. Easy to use, integrated technologies will achieve this goal. The on-going
improvements of Doane’s Information Systems should be primarily driven by the
identification of opportunities to streamline Doane College business practices, and support
the needs for timely, relevant, accurate, and accessible information.
Goal 6. Create and maintain an efficient and productive administrative and student
information system that minimizes the College’s operational costs while maximizing the
services provided to Doane College stakeholders.
Initiatives.
•
Enterprise Information Systems
–
Continue Colleague Advancement Conversion
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Expansion of Online Services (Statements and Payments, Transcript Requests
and Vendor Web Services)
–
Evaluate Constituent Relationship Management (CRM) for Enrollment and
Institutional Advancement & Retention Alert for Academic Affairs.
•
–
Develop a Data Warehousing Strategy and Implement Self-service Reporting
–
Evaluate Open Source Library Management System
Update Website Content Management System & Implement Web Portal
–
Personalized for Campus and Program (Students, Faculty/Staff, Alumni
Relations & Development, Lincoln/Grand Island, Graduate programs, International
Studies, Career Development…)
•
Develop an Enterprise Document and Image Management Strategy to reduce paper
costs, improve productivity and institutional continuity.
Technology Infrastructure and Support
The College’s technology infrastructure should be strong and flexible. As new and
innovative uses and applications of technology are contemplated, Doane College’s
technological infrastructure needs to evolve in order to accommodate those uses and
applications.
Appropriate use of Information Technology at Doane College is dependent upon support
services that are adaptable to the needs of students, faculty, staff and other stakeholders.
The rapid introduction of new technologies and continuing improvements to existing
technologies challenges training and support systems for all users. Initial and ongoing
training and support for these systems is needed to ensure that technology is being
implemented to the fullest extent possible.
Goal 7. Provide and maintain an affordable, flexible, and resilient infrastructure that
supports the current needs of the institution and anticipates and allows for expansion
when needed.
Goal 8. Shift from a reactive support model that responds to requests after a problem
occurs to a model that anticipates users needs and eliminates frequently recurring support
requests through training, self-service and permanent fixes.
Goal 9. Reduce the total technology energy consumption and waste through continued
virtualization, power management, and recycling programs.
Initiatives.
•
Data Center and Network Enhancements
–
Continue to Execute Planned Server and Storage Upgrades
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Network Enhancements (Wireless Expansion, Bandwidth, and Device
Upgrades)
•
Outsource eMail Services (Google Mail and Docs pilot in progress)
•
Remote and Mobile Services
–
Evaluate Web-based Applications Delivery System to Access Academic
Software anywhere at anytime (Citrix XenApp).
–
–
•
Expand Desired Services for Doane Mobile Website
Upgrade Web Conferencing Software.
Green Technology
–
Continue Server Virtualization and Storage Consolidation in the DataCenter.
–
Implement Desktop and Device Power Management and Monitoring
–
Appropriately consolidate and reduce the number of College-owned
desktops across the College.
–
•
Continue Technology Recycling Program
Facilities Improvements
–
Frees Hall Renovation
–
Recreation and Athletic Center
–
Keyless Entry and Camera System Expansion
•
Continue Printer Consolidation and Multi-function Device Deployment
•
Support Center Improvements
–
Complete Technology Web-site Update to improve communication and
expand self-service opportunities.
–
Expand the Self-help Knowledgebase.
–
Plan and Schedule Applications Training for Office products and
administrative systems.
–
Establish a Learning Center and expand Media Check-out
•
Develop and implement a support plan for Public Area Audio Visual Systems
(Heckman Auditorium, Whitcomb Lied Conservatory, Simon Field...)
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Information Security and Institutional Continuity
Protection of Institutional information technology assets is increasingly important. In light
of ever changing security threats, a program of continuous vulnerability assessment should
be developed and implemented. Plans to ensure institutional continuity of essential
College operations should be part of this effort.
Goal 10. Provide tools, education and services that support a safe and secure technology
environment for all students, faculty, and staff.
Goal 11. Identify risks and vulnerabilities for the purpose of reducing them. Develop and
implement flexible plans to minimize disruption and accelerate recovery when unplanned
events significantly interrupt normal business operations.
Initiatives.

Manage and control access to Doane College information technology systems via
network registration and identity management.
•
Develop, implement, and test an information technology disaster recovery and
institutional continuity plan.
•
Prioritize investments for required equipment and software to guard the College’s
information assets from tampering, theft or destruction.
•
Educate users on security issues and good practices.

Establish a program for information technology staff development.
Technology Governance, Standards, and Policies
In order for technology to meet the needs of students, faculty, and staff there must be direct
communication between Information Technology Services and users about available
resources and unmet needs. Communication about strategic goals should be current and
easily accessible with multiple feedback channels.
Making the most efficient use of limited technology resources while encouraging the
diverse and creative activity expected at an academic institution requires a carefully
planned set of standards and policies. Software and hardware standards will ensure that
technology tools are reliable and productive, and will be flexible enough to accommodate a
range of interests, activities and work styles. Appropriate policies regarding acceptable
and legal use of information technology resources should be clearly articulated and
communicated to the College community.
Goal 12. Information Technology Services will work together with constituents to
identify, assess, and implement appropriate, standards, policies and technologies for the
institution, to assure that students, faculty, and staff have the tools and services that will
maximize the success of achieving the mission and strategic goals of Doane College.
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Initiatives.
•
Update and communicate College policies regarding acceptable use of IT resources
–
Copyright management
–
Digital rights management
–
Privacy and confidentiality policies
–
Intellectual property rights
•
Establish and implement data management standards for Doane’s Student
Information System (Datatel)
•
Update and maintain hardware and software standards

Update policies for Legal and regulatory compliance

Classroom and instructional technology standards
•
Establish and monitor service levels for institutionally-supported hardware,
software and services complying with these standards.

Establish a policy for Software licensing agreements
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Appendix A - Information Technology Guiding Principles
1. Student-centered investments. Investments that serve students, and faculty, directly
should have the highest priority, as well as those investments that position the College
competitively in student recruitment and retention efforts and initiatives.
2. Early Majority. Doane College is best positioned to learn from the experiences of early
adopters of new technologies; however, we will deploy and utilize the appropriate proven
technology that provides our constituents a competitive edge. We therefore consider
ourselves in the "early majority". This will allow us to avoid the potential negative
experiences that pioneering efforts might incur. Our position on the adoption spectrum
will vary across our fields of work and strategic initiatives. Research support for new
programs may need to be more aggressive and innovative; administrative systems can
typically be more conservative.
3. Buy, not build, and out-source non-core services when appropriate. Doane College
has a preference to purchase software and out-source services that are not core to the
College mission. Software development can be a risky and expensive investment.
Additionally, the College recognizes the potential economies of scale and depth of
knowledge gained by out-sourcing common services that are not unique to Doane.
Nonetheless, we will build software or in-source services if publically available software or
services do not meet our need, or are not affordable. When making the final decision the
total life cycle cost of the product or service will be considered.
4. Effective information management. Our goal is to have highly accurate, integrated,
and cost-effective control of our information. Ideally, no information should be entered
more than once and systems that require a piece of information should receive it
automatically and electronically from a source traceable back to a master copy. We
recognize, however, that some solutions may be less cost-effective than others and that we
must consider both value and cost as we design our overall information management
solution.
5. Reengineer processes first, systems second—within reason. Doane College can
improve service levels for many business functions simply by accelerating and modernizing
the interfaces to our existing business practices. However, we will save more in the long
run and provide better service if we question existing business practices before acquiring
new systems. An iterative process of redesign followed by implementation “reality checks”
is therefore required. Change management is an important part of any process redesign
initiative.
6. Life-cycle planning. All software and hardware have a life cycle and we must plan for
the full cost of IT renewal, support, and training. Life cycle planning is a prerequisite for
intelligent investment choices, and will support the most efficient use of resources.
7. Just-in-time purchasing decisions. IT purchasing decisions should, in general, be
deferred until the new system/device is actually needed and ready to be integrated.
Technologies and prices change so rapidly that early purchases can quickly turn out to be
more expensive, or less useful, than planned.
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8. Standards-based systems; strategic relationships with vendors. Doane College will
generally leverage its purchasing power and strategic relationships with vendors that
expand the depth and breadth of our experience and support. These vendors typically
adhere to open, not proprietary, standards and will resist the urge to customize
applications. We will retain the flexibility to change vendors when a better solution comes
along. As with all IT decisions, cost effectiveness and value must guide our selection of
systems and vendors.
9. Prioritizing IT initiatives. There must be a continuous effort to assess the needs of the
organization as part of developing information technology initiatives.

Criteria for Prioritization and Investment:
•
Alignment with Doane College Strategic Plan, and institutional priorities.
•
Return on Investment, cost effectiveness and the availability of resources.

Institutional continuity, security or regulatory compliance.

Acknowledges the culture and readiness of the Doane College community
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Appendix B - Planning Environment and Methodology
In the context of the College’s strategic planning goals, the Information Technology
Strategic Plan has drawn on various sources to form its strategic focus and initiatives. At
the core of the planning effort is the Technology Liaison Committee. The Committee is
comprised of a diverse group of stakeholders from the College community and used
various methods to include input from focus groups, surveys, benchmarking data, previous
reports and external assessment were all employed in crafting this plan. This included:
•
•
•
Benchmark Data for Public and Private Institutions
–
EDUCAUSE Core Data Service
–
Campus Computing Survey
Internal Analyses
–
Technology Liaison Committee minutes and notes
–
Doane College IT Plans and Project Requests
–
Asset Inventory and Technology Refresh Plan
–
ITS budget
Constituent Input
–
Focus group summaries of students, faculty, staff/administration (Spring
2009)
–
Annual Surveys
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Appendix C - External and Internal Scan
From this data an analysis of the external and internal environment was conducted. The
results are below.
•
•
•
Strengths
–
Core Infrastructure - Crete Campus
–
Campus Wireless (Residence halls and Classrooms)
–
Responsiveness of ITS Staff
Weaknesses
–
Lincoln Campus Infrastructure.
–
Technology Training for all constituents.
–
Audio Visual Equipment and Support in (Heckman Auditorium, Athletic
spaces, and open areas)
–
50% of classroom and Labs not yet updated with current technology
–
Learning Management System missing key features (AD integration,
ePortfolios, general usability issues)
Opportunities
–
Shift from Primary Focus on Infrastructure and Reactive Services towards:

Use and Application of Technology

Teaching and Learning

Improved Business Functions
–
Web Portal personalized for constituent needs
–
Emerging and Disruptive Technology

•
Distance Learning, Lecture Capture & Retrieval tools, Mobile
computing & 4G Networks, Cloud Computing, Software as a Service,
Web 2.0 & Social Networking, Telepresence, Location Based Services,
Net Devices (Netbooks, eReaders, PDAs….), Virtualization, HD Digital
Media devices…
Threats
–
Technology: Speed of change
–
Economy, Competitive forces, Global interdependence…
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