MOUNT ROYAL COLLEGE

Strategic Information Technology Plan

DRAFT 7

Developed by:
Mount Royal College Strategic Information Technology Planning Committee February 22, 2008

Strategic Information Technology Plan Mount Royal College

TABLE OF CONTENTS
I. II. III. Introduction .......................................................................................................... 1 Vision and Values ................................................................................................. 2 Goals and Objectives ........................................................................................... 3 A. Teaching, Learning, and Scholarship ..................................................... 4 B. Service, Operations and Planning............................................................ 9 C. Communications, Collaboration, and Community .............................13 D. Information Technology and Service Excellence ..................................15 E. Information Technology Governance.....................................................18 IV. V. Resource / Schedule Implications ......................................................................19 Summary ..............................................................................................................19

Appendices: A. SITP Committee Membership ...........................................................................20 B. SWOT Analysis Summary .................................................................................21 C. Mount Royal Sources ..........................................................................................35 D. Sample Timeline ..................................................................................................36

Mount Royal College

Strategic IT Plan

Strategic Information Technology Plan

I. INTRODUCTION
A. Background Mount Royal College, seeking to continue its future-oriented and planning-focused approach to the effective development of services and resources, initiated a review of its information technology (IT) environment. The goal of this review was to develop an information technology plan that would augment and support Mount Royal’s strategic academic planning and initiatives, including the planning of transition to university status, and replace an earlier information technology plan. Specifically, the Academic Plan emphasized a need to put “more focus on providing resources for students to make them more efficient” (p. 18). Mount Royal engaged Kaludis Consulting, a higher education management firm, to work with the Strategic Information Technology Planning Committee in developing an information technology plan that aligns with the Academic Plan. The plan presented here is based on a) the involvement of Mount Royal’s executive management; b) input from Mount Royal’s faculty, students, and staff (including administration); c) the higher education and information technology planning experience and context provided by Kaludis Consulting; and d) the work of the dedicated members of the Mount Royal Strategic Information Technology Planning (SITP) Committee. B. Planning Process The SITP Committee was established by Mount Royal to provide oversight for this project. Members are listed in Appendix A. Using structure provided by the consultants, the Committee met over a period of six months to: 1. Review summarized feedback (Appendix B) from 274 Mount Royal students, faculty, and staff regarding the strengths, weaknesses, opportunities and threats related to Mount Royal’s use of technology. Mount Royal sources (Appendix C) and external sources were also reviewed. 2. Analyze information technology resources, services, support, and uses. 3. Identify and prioritize key academic, business, service, and operational requirements for information and technology. 4. Develop a plan for information technology development and deployment at Mount Royal. C. Strategic Planning Focus The development, deployment, use, and support of technology will be guided by this IT plan, which is linked to Mount Royal’s mission and strategic Academic Plan and initiatives. This IT plan provides an articulated vision for information technology use and support and a roadmap of specific short-term and long-term projects and initiatives. The word articulated is used purposely because it has two meanings: a) communicated clearly, enunciated, pronounced or verbalized;

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and b) joined, combined, connected, or linked. Therefore, the following individual goals are integrated with each other and Mount Royal’s business strategies.

II. VISION AND VALUES
This Mount Royal information technology plan defines goals, objectives, and action items for enhancing Mount Royal’s information, technology, and service environment. This IT plan is derived from Mount Royal priorities and requirements, and the findings, recommendations, and higher education best practices identified by Kaludis Consulting. A. Vision Mount Royal’s vision of educating and training individuals for success in the knowledge economy supports the need for a vibrant information technology environment. The SITP Committee developed the following vision statement for information technology: At Mount Royal information technology is an integrated, reliable, secure, and sustainable environment. It provides a foundation that supports excellence and innovation in teaching, learning, scholarship, and services. Information Technology connects the Mount Royal community to a world of people, resources, and ideas. B. Values Mount Royal has a culture that values learning beyond textbooks and classrooms. Learning is much broader than what students do in and out of the classroom, but includes the entire Mount Royal community and the interactions among that community. Mount Royal, therefore, is a learning community, where everyone is encouraged and expected to learn to enrich their own lives and the lives of others. This learning community depends on a wide variety of information technologies to support its educational mission, to provide customer-oriented services, to deliver and manage information, and to produce operational efficiencies. Mount Royal will develop, deploy, and use appropriate technologies to: • Promote the educational goals of all members of the Mount Royal community with a focus on student success. • Enrich and enable innovative teaching and learning, promoting student engagement and supporting faculty development. • Serve the needs of our diverse community in a timely and efficient manner. • Create working and learning environments that are inclusive and non-discriminatory where the technology needs of those with documented disabilities are reasonably accommodated. • Improve support for planning, decision making, and operations. • Build and sustain a renewable learning environment for students, faculty, and staff. • Create an integrated, web-based information systems environment. • Communicate and collaborate; sharing enhanced information within the Mount Royal and global communities. • Sustain a reliable and secure infrastructure.
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A cornerstone of this technology environment is a shared governance structure that includes the involvement of the Mount Royal community as part of an on-going institution-wide IT planning process. C. Information Technology @ Mount Royal Mount Royal acknowledges the value of technology resources and services that are: • Accessible - attempt to reasonably accommodate the needs of individuals with documented disabilities. • Cost Effective - best balance the goals and needs of Mount Royal with available financial resources. • Environmentally Responsible - sensitive to the impact on the environment. • Innovative – encourage experimentation and exploration of new technologies. • Integrated - appear seamless, not as disjointed segments. • Professional - use commonly available components based on open industry standards. • Reliable - highly available. • Responsive - meet the needs of the Mount Royal community based on available resources. • Scalable - meet the growing needs of the user community. • Secure - protected from unauthorized access. • Supported - quality and timely support. • Sustainable - selected with the intent to be maintained/renewed over appropriate cycle/extended periods of time. • Timely - provided in a time-sensitive manner.

III. GOALS AND OBJECTIVES
The institution-wide information technology goals and objectives defined in this plan are institutional in scope, relevance, and purpose. This plan provides a guiding structure for the further development and deployment of a wide range of information, communications, and technological resources, services and support. This plan serves the entire Mount Royal community and depends upon the administration; academic leadership and faculty; and departments and offices to provide the necessary commitment, energy, strategies, policies, and resources to successfully accomplish the stated goals. Following each objective, action items are listed to provide detail on how an objective might be addressed. As the plan is implemented, action items may change or new action items added. Responsibility for some of the following objectives and action items lies with the Mount Royal’s primary technology support organizations – Information Technology Services (ITS) and Academic Development Centre (ADC). However, most of the objectives are broader in terms of impact and engagement, and thus require partnered and integrated Mount Royal strategies, attention, and support.
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Other departments may be involved in implementation of an action item, or in a policy which must be approved so that the item can move to the implementation stage. Since this plan has been authorized by Mount Royal administration at the level of Vice President and above, it is expected that departments will review all of these items and take them into account when designing their own strategic and implementation plans, and communicate these plans with IT Services through the implementation phase of this plan. Mount Royal is committed to achieving the strategic goals of information technology in the following areas:

A. Teaching, Learning and Scholarship
Teaching, learning, and scholarship are at the heart of Mount Royal. Faculty members inspire students to grow and explore possibilities. Faculty members require a wide range of resources to create learning experiences for a variety of learners. Technology tools can be used not only to create, manage, and access learning materials, but engage learners as part of a larger community. Learners seek more flexibility as they merge learning and life journeys. Any time and anywhere apply to all types of learning, not just “distance” learning. The role of learner and teacher will change as learning needs change. A student will learn academic content. A faculty member may wish to learn how to create multimedia content. New members of the Mount Royal community will have varying expectations and experiences with technology. Some individuals will be able to support themselves. Others will need assistance. Research/scholarship technology requirements and solutions will be varied, advanced, and entrepreneurial. The environment that supports all this will require flexible technology standards and partnerships between technology support units and faculty members.

Mount Royal will utilize information technology to: Goal 1: Enrich and enable innovative teaching and learning activities that emphasize excellence and meaningful assessment.

1.

Objective: Foster and support currency in the use of new and existing technology with a set of tools to support teaching and learning. 1.1 Action: Foster innovative use of current technology and support experimentation with, and exploration of, new technologies (e.g., test sites, software trials, hardware testing). Action: Ensure that old technologies are reviewed and assessed in a systematic way and recommendations are made on the continuation or decommissioning of older technologies. Action: Develop a web-accessible area listing tools and resources (e.g., list of what we currently have, including links, help information, downloads). Areas could be developed based on roles (e.g., students and faculty).
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1.2

1.3

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1.4 1.5

Action: Help create communities of practice that bring together faculty, students and staff interested in sharing information on new technology. Action: Develop and implement plans for adoption of new technologies. Include the Teaching, Learning and Technology Roundtable (TLTR), faculty, students, and support staff during the process.

2.

Objective: Enhance the assessment environment for teaching and learning based on the “Assessment of Student Learning Outcomes.” 2.1 2.2 Action: Develop a learning assessment analysis system (e.g., testing, plagiarism). Action: Develop tools for documenting student/faculty learning outcomes, assessment, employment (e.g., e-Portfolio).

3.

Objective: Recognize and celebrate innovation in the use of teaching and learning technology. 3.1 3.2 3.3 Action: Continue the annual technology showcase / technology test drive. Action: Provide annual awards that recognize innovative use of technology in support of teaching, learning, and educational outcomes (e.g., retention). Action: Recognize outstanding educational models.

4.

Objective: Implement technology, media, information literacy requirements for students, specific to their discipline. 4.1 4.2 4.3 Action: Develop common requirements for all students. Action: As part of the curriculum review, have programs define requirements specific to their respective discipline. Action: Integrate requirements with information technology support organizations.

5.

Objective: Enhance public computer labs, technology-enhanced classrooms, and other learning spaces. 5.1 Action: Enhance open lab facilities by providing open and group work areas in some public labs. Related work includes providing open space for students bringing laptop computers into public labs (with wired or wireless connections and power outlets). Increase access to Macintosh technology; and provide availability information about open seats or times when current labs are not in use for classes. Action: Continue support for computer labs. 5.2.1 Continue support for PC/Windows technology used within the Mount Royal’s academic programs. 5.2.2 Increase support for Macintosh technology used within the Mount Royal’s academic programs. 5.2.3 Continue support across all locations and across all high use times. 5.2.4 Evaluate use and future needs of labs. Develop new and innovative ways to sustain the lab environments. Consider implementation of student laptop

5.2

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program, software licensing for personally-owned computers, levels of lab equipment (e.g., high-end applications, general purpose). 5.3 Action: Improve classroom/event technologies and support. 5.3.1 Continue evergreen process for existing classroom and auditorium technology to ensure both hardware and software is updated and consistent. 5.3.2 Continue to increase number of classrooms with networked (computer and projection) technology; investigate using network-connected projection system. 5.3.3 Increase digital content capture systems (e.g., Smart Sympodiums). Explore direct capture to publish systems. 5.3.4 Explore implications of expanding wireless coverage into classrooms (e.g., classroom management issues; faculty development; technology support). 5.3.5 Increase the availability and range of wireless technologies in the classrooms (e.g., wireless N standard, power outlets). 5.3.6 Explore categorizing classrooms by levels of features (e.g., chalkboards, projection system, and wireless network). 5.3.7 Expand classroom support model to accommodate increasing number of classrooms and increasing number of faculty using classrooms. Action: Enhance department specific/classroom facilities. 5.4.1 Provide planning vehicle whereby department-specific technology needs can be discussed and supported within Mount Royal’s strategies. Action: Improve other spaces to expand technology access and learning/studying opportunities: 5.5.1 Expand wireless coverage, availability, and access. 5.5.2 Improve wireless-coverage areas with adequate power outlets, lighting, and seating.

5.4

5.5

6.

Objective: Enable the creation of a centralized repository and/or access to learning resources. 6.1 Action: Create a working group to review the current types and location of institution-created learning resources (e.g., learning objects) and to make recommendations on the best procedural and administrative structure, the best delivery mode, preservation and ongoing sustainability and assessment plan.

7.

Objective: Increase the use of the course management system (CMS) to facilitate learning, teaching and advising. 7.1 Action: Increase faculty awareness regarding the use of CMS (e.g., Blackboard) resources to support in-class instruction. 7.1.1 Increase opportunities for faculty to share examples of use in current teaching and learning activities. Include opportunities for students to share their experiences with faculty.

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7.1.2 7.1.3

7.1.4 7.2

Continue providing capabilities to help design high-quality online sites, for supplementing courses, as well as for hybrid or online courses. Promote discussion regarding a requirement that every course have some online information available to students, at a minimum the syllabus or course outline. Consider including course announcements, assignment information, links to core e-resources (e.g., library) and marks/scores. Promote CMS use to committees, departments and other communities (e.g., advising).

Action: Expand support for the course management system usage. 7.2.1 Keep metrics on use and benchmark the support/user ratio. 7.2.2 Expand support for e-learning as usage by faculty increases; this includes the provision of assistance related to pedagogy, course redesign and technology.

8.

Objective: Support e-learning and distance learning initiatives developed by Mount Royal. 8.1 8.2 Action: Develop an institutional e-learning plan that includes eLearning maintenance and online learning sustainability. Action: Ensure technology capabilities and support services to implement the elearning plan. 8.2.1 Ensure the course management system software, hardware, and support are adequate for distance learning options. 8.2.2 Continue integrating support and training with other faculty development programs. 8.2.3 Use similar technologies to support distance learning as those used in campusbased programs. 8.2.4 Provide training in distance learning techniques to faculty. Action: Maintain the e-Learning @ Mount Royal web site. Action: Continue participation in eCampus Alberta. Periodically assess ongoing engagement in eCampusAlberta in the context of institutional transition. Promote student engagement and success by enhancing opportunities for timely interaction with faculty, resources, and information and by providing a range of services and interventions that support their academic success.

8.3 8.4

Goal 2:

9.

Objective: Provide web-based and/or client-based collaboration and communication platforms that are relevant and flexible. 9.1 9.2 9.3 Action: Explore real-time communication tools such as instant messaging, web meeting tools (e.g., Adobe Acrobat Connect, Microsoft LiveMeeting). Action: Consider ways to improve the sharing of scheduling information and tools, (e.g., common student/staff/faculty calendaring tools). Action: Provide web hosting for students, faculty, and academic/class projects.
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9.4

Action: Ensure platform is friendly for multiple modes and devices.

10. Objective: Ensure delivery tools are current and innovative for library information resources and services. 10.1 Action: Support the implementation and ongoing support of new hardware and software that focuses on evolving student, faculty and staff needs for anywhere anytime access to services and resources (e.g. user authentication, IM reference services, RSS feeds, remote access to digital resources). 10.2 Action: Ensure that information resources and services can be easily integrated into the teaching and learning process through both existing and new technology (e.g., institutional portals, courseware, streaming and on-demand content servers). 10.3 Action: Support the technological requirements of the ongoing implementation of the Library Transition Task Force Report recommendations. Special consideration should be given to emerging opportunities for teaching, learning, and scholarship that will arise with the creation of the new Library and Learning Centre facility. 11. Objective: Provide seamless, widely available, technology support for students. 11.1 Action: Ensure that students have responsive, streamlined, and coordinated technology support (e.g., ITS, ADC, Library). 11.2 Action: Evaluate ways to provide expanded support to students (e.g., phone, online, in-person). 12. Objective: Provide learning resources and services based on evidence of student need. 12.1 Action: Expand support for electronic resources and ensure that Mount Royal takes advantage of new developments. 12.2 Action: Support increased use of the Internet for delivery of services, such as advising, counseling, and tutoring. 12.3 Action: Continue to create working and learning environments that are inclusive and non-discriminatory where the technology needs of students with documented disabilities are reasonably accommodated. Goal 3: Create a technology environment to support scholarship/research in all its forms. 13. Objective: Ensure levels of technology support for scholarship/research. 13.1 Action: Formalize mechanism for considering new technology requests and support. Work with the existing faculties and departments, the Office of Research Services, and other appropriate campus groups to facilitate emerging technology development, use, and implementation. Conduct a needs and opportunities assessment, develop a plan, and implement the plan. 13.2 Action: Support acquisition and maintenance of technology acquired under grants. Maintain information on Mount Royal’s technology environment for use in grant
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applications. Provide mechanism for review of technology requirements of grant proposals, including requirements for support, maintenance, and future replacement. 14. Objective: Provide accessible tools and mechanisms that foster experimentation with technologies. 14.1 Action: Create dedicated/specialized networks, at the department level, which faculty members can use in order to work with hardware or software that has not been assessed for suitability in the “corporate” network. This provides flexibility for the faculty members without endangering the full network. 14.2 Action: Provide clear guidance that hardware or software purchased for research, entrepreneurial, or curriculum development purposes is eligible for reimbursement from the personal professional development account of the faculty member. 15. Objective: Provide faculty development opportunities focusing on effective use of educational technologies that support the curricular and pedagogical aims/outcomes of faculty and programs. 15.1 Action: Plan, develop, and deliver faculty development opportunities that support efficacy in use of technology in teaching, learning, and scholarship. 15.2 Action: Increase the collaboration of technology support units (e.g., ITS, ADC, Library) to optimize support for faculty in the use of technology for teaching, learning, and scholarship. 15.3 Action: Assess faculty needs and expectations related to the exploration, testing, and adoption of technologies required to meet their roles and responsibilities in teaching, learning, and scholarship. 15.4 Action: Assess faculty needs and expectations related to technology support, training and skill development. 15.5 Action: Continue to develop/refine orientation programs for faculty (both full and part-time) relative to technology use in the classroom, in the use of the Mount Royal course management system, and in teaching, learning, and scholarly work in general. 15.6 Action: Continue to support TLTR in their role of exploring, informing, and guiding technology resource adoption and support strategies.

B. Services, Operations and Planning
Many activities occur at Mount Royal that support the teaching, learning, and scholarship environment. Technology provides a means to conduct these activities efficiently, effectively, and in a manner that supports the needs of students, faculty, and staff. Mount Royal has a number of successful online student services, such as application, registration, financial aid, fee payment, and graduation requests. The demand for online student services continues to grow and change, especially as Mount Royal aspires to become a university. This changing environment requires process, technological, and human resources. Mount Royal will utilize information technology to:
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Goal 4: Maximize service by using responsive, seamless, information technology systems and tools. 16. Objective: Enhance services (e.g., online, in-person, self-serve) to students and other clients . 16.1 Action: Investigate additional systems and online tools that can improve service levels and availability of services. Deploy where appropriate benefits can be realized (e.g., return on investment, financial and/or service measurements). 16.2 Action: Continue to enhance the use of a portal and single sign-on for access to services. 16.3 Action: Implement the Alberta post-secondary application system (APAS). 16.4 Action: Provide a more robust degree audit software capability to improve support for advising, academic planning, and graduation checkout. 16.5 Action: Develop a web-based academic calendar (course listings, descriptions) with links to the current schedule of classes and the ability to complete course registration. The calendar should be single-source (i.e., all information stored and edited in a common data base) with controllable access for editing and the ability to populate various areas of the Mount Royal web site (e.g., rules, regulations and requirements). 16.6 Action: Implement advising support, early warning support, and degree audit systems as identified in the Academic Plan. 16.7 Action: Investigate additional kiosks and self-service options for individuals on campus to access the information they require (e.g., touch-screens to access information about what’s happening on campus and directions to get there). 16.8 Action: Continue to enhance and update standardized institutional access control systems (e.g., Campus Cards to access authorized rooms). Continue “one-card” system as a single access system that will improve visual identification, personal security, control and security for campus buildings, and access to specialized areas (e.g., computer labs) and services (e.g., vending machines, copy services). Continue to standardize, integrate and optimize campus security systems. 16.9 Action: Ensure technology and support services are accessible to all students. Goal 5: Promote the efficiency and effectiveness of staff by providing technology systems, tools, and training.

17. Objective: Enhance business processes using technology to achieve effective and efficient use of resources. 17.1 Action: Identify opportunities for business process improvement. 17.2 Action: Research, assess, prioritize, implement technical solutions to support business process improvements.

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17.3 Action: Develop an institution-wide document management strategy to reduce paper use, share documents easily and securely, and improve workflow (e.g., on-line requisitions orders, replace manual forms and approval sequences, electronic signature to replace physical signatures). 17.4 Action: Create an integrated resource planning and budgeting model that can be electronically deployed (e.g., Finance, Office of Research Services, ITS). 17.5 Action: Implement a customer relationship management strategy for serving current and prospective students. 17.6 Action: Continue the implementation of the recommendations of the “Supply Chain Review.” These actions include updating and streamlining Mount Royal’s supply chain policies and procedures, identifying and deploying required training for the business units, implementing de-centralized requisitioning and a purchasing card. Additional projects include implementing and utilizing features in Banner and evaluating where applicable deploy automated processes to reduce transactional costs. 18. Objective: Establish organizational practices that take full advantage of labour saving potential of technology. 18.1 Action: Use groupware applications (e.g., e-mail, centralized calendaring, document management systems, workflow systems) that provide easy synchronization with common PDA and other mobile devices, integrate with MyMRC, automatically reserve scheduled instruction time, holidays, important MRC events in the individual's calendar, and automatically put the workshop or seminar in the individual's calendar when the act of registration occurs. 18.2 Action: Demonstrate the benefits of "groupware" applications to streamline and simplify administrative processes, as these applications are most effective when all parties use them. 18.3 Action: Advocate the adoption of groupware tools by training on the use of the integrated software and how to encourage adoption of new practices. 18.4 Action: Revise official policies and procedures to allow and accept electronic forms of approval. 19. Objective: Continue to leverage, enhance, review, and maintain institution-wide technology investments and capabilities. 19.1 Action: Maximize the functionality in all institution-wide systems (e.g., Banner, departmental budget tracking, Blackboard, e-mail, Library systems). Continue to assess and review upgrades (including self-service) and examine the additional functionality and capabilities. 19.2 Action: Continue commitment of continual learning, renewal, and participation in communities of interest for institution-wide solutions. 19.3 Action: Identify new business requirements and solutions needed to support the delivery of an expanded degree offering as outlined in the Academic Plan.
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19.4 Action: Continue with implementation of a comprehensive academic, exam, and event scheduling system including development of appropriate policies and procedures to maximize its effectiveness. 19.5 Action: Continue to develop required integration between applications and systems. 19.6 Action: Continue to support an authoritative “system-of-record” principle which includes data exchange. Goal 6: Improve support for decision making, accountability and planning through improved information access, shared resources, and reporting.

20. Objective: Improve accessibility to data for decision making and planning. 20.1 Action: Allow easy and timely access to reports and reporting tools. Evaluate and implement a model that supports deployment of de-centralized report development. 20.2 Action: Create and implement a framework that will support the methodology and deploy data mart functionality in a timely manner (e.g., ad hoc reports, digital dashboard for administrators and senior executives). 21. Objective: Ensure systems development is assessed for alignment with external, internal compliance and audit requirements, industry standards and best practices. 21.1 Action: Develop reporting mechanisms to meet compliance requirements of provincial, federal, and external bodies. Goal 7: Provide an integrated systems and support model that address institution-wide, departmental/specialized, and external requirements.

22. Objective: Provide seamless interoperability between third-party and specialized software with existing institution-wide systems. 22.1 Action: Continue to integrate applications/systems with institution-wide systems. 22.2 Action: Continue to integrate data interchange with institution-wide systems. 22.3 Action: Determine the need for interoperability prior to purchase of departmental or unit-specific systems/software and hardware. Goal 8: Build and sustain a renewable learning environment for faculty and staff (training and professional development).

23. Objective: Improve core technology, media, and information literacy skills needed to use technology and information effectively and efficiently to complete their work. 23.1 Action: Develop core technology skills program by defining and assessing skills required, and providing training to address skill deficits. 23.2 Action: Develop advanced technology skills program by defining and assessing skills required, and providing training to address skill deficits.
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23.3 Action: Develop training resources that can be delivered in alternate forms (e.g., classroom, online, employee orientation) and use existing human resources (e.g., train-the-trainer). 24. Objective: Track and manage professional development opportunities and training requirements. 24.1 Action: Implement a training management strategy that is based on identifying needs and training requirements, evaluating solutions (e.g., third party, in-house development), and developing a solution. 25. Objective: Make readily available the institutional knowledge (policies, procedures, processes, etc.) needed to complete their work. 25.1 Action: Explore use of a knowledge management system by identifying needs, evaluating solutions and implementing solutions.

C. Communications, Collaboration, and Community
Learning is a social activity that includes communication, collaboration, and community engagement. These aspects of learning are valued in the workplace, building skills used for teamwork and problem-solving. Technology has a role in enhancing the student experience and human interaction. Currently, Mount Royal’s web site provides the primary means to access information about Mount Royal. The web portal, MyMRC, provides a web-based portal for access to information and resources used by the internal Mount Royal community (students, faculty, and staff). Both the MyMRC and the Mount Royal web site provide a strong foundation upon which to further build community and collaboration with the addition of new technology tools. Receiving and acting on feedback from the Mount Royal community ensures the relevancy and value of information and services. Mount Royal will utilize information technology to: Goal 9: Promote communications and collaboration among and between Mount Royal’s students, faculty, staff, alumni, and other stakeholders.

26. Objective: Improve communication by developing a strategy to maximize the benefits of technology. 26.1 Action: Develop a strategy for a unified communications environment that provides real time communication in the preferred format and location of the receiver. 26.2 Action: Investigate a consolidated e-mail and calendaring solution for students, faculty, and staff. 26.3 Action: Expand calendar use throughout the institution. 26.4 Action: Implement an emergency communication system with multiple formats. 26.5 Action: Implement a non-emergency (instant) communication system with multiple formats.
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26.6 Action: Create multidimensional "smart" communication solutions that allow for broad dissemination and customized retrieval (e.g., event schedules, weather, grant opportunities, careers, buy and sell, news items, emergency closings, speaker series, databases) within and outside Mount Royal community. 26.7 Action: Continue enhancements and upgrades of the Voice Over IP (VoIP) telephone system, moving toward a unified communications solution for voice, video, and IM. 26.8 Action: Explore the use of applications which can be used with the VoIP technology (e.g., emergency broadcasting, news of the day, reminders). 27. Objective: Implement technology tools that advance the collaborative nature of Mount Royal. 27.1 Action: Implement a virtual meeting space system that provides document sharing, discussion and feedback. 27.2 Action: Deploy and integrate Web 2.0 technologies within the academic and MRC service community. 27.3 Action: Add access to collaboration tools and research resources to MyMRC. 28. Objective: Foster a sense of community within Mount Royal and reach out to the external community. 28.1 Action: Develop a communication plan that will use electronic media and includes a segmented outreach plan (by constituent type), with measurable goals. This plan will identify mechanisms for communicating with the community, increase awareness and access, and implement tools that align, where possible, with academic uses (e.g., blogs, social networking tools, virtual meeting space). 28.2 Action: Use technology tools to facilitate cross discipline/cross functional communication (e.g., committee work, special interest groups, and information sharing). 29. Objective: Support the strengthening of relationships between Mount Royal and its alumni and other stakeholders. 29.1 Action: Identify stakeholder groups and address their information needs based on their level of engagement with Mount Royal. 29.2 Action: Evaluate the requirements for a more automated way to raise, manage, track and acknowledge contributions for the benefit of Mount Royal (e.g., online giving). 29.3 Action: Offer ways for alumni to reconnect and network with classmates, explore professional or business opportunities, and securely access and update alumni information. Goal 10: Share information about Mount Royal’s academic programs, opportunities, services, and contributions with the local, provincial, and global communities.

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30. Objective: Improve the content and management of the official Mount Royal web site (www.mtroyal.ca). 30.1 Action: Implement a web content management system. 30.2 Action: Distribute updating responsibilities to respective units. 30.3 Action: Develop the web-based academic calendar (course listings, descriptions) with links to the current schedule of classes and the ability to complete course registration. 30.4 Action: Continue to implement the changes as defined in the Web Site Enhancement Project. 31. Objective: Support the effective deployment of other Mount Royal web sites for use by faculty and students. 31.1 Action: Develop policies and guidelines for managing and updating these web sites. 31.2 Action: Provide the hardware infrastructure resources to support these web sites. 31.3 Action: Provide the software tools and training to help users with managing these web sites.

D. Information Technology and Service Excellence
The information systems and services currently in place indicate a commitment to use technology to enable student success. The challenge is to continually add, change and improve the services required to make the most effective and efficient use of hardware and software. Additionally, Mount Royal recognizes that innovation and currency in technology requires experimentation with new technology that may not meet all ideal criteria noted below. Every effort will be made to support innovation in these areas and allow and facilitate the use of new technologies (e.g., social networking, open source). Mount Royal will provide and support information technology in the following ways: Goal 11: Provide the right technologies and services to the right person at the right time. 32. Objective: Acquire and manage equipment efficiently and effectively. 32.1 Action: Streamline the processes for providing systems access for Mount Royal employees. 32.2 Action: Catalog department technology purchases to leverage knowledge, experiences, and licenses. Improve technology purchase inventory control. Decrease time to approve and purchase technology. Continue to explore creative financing alternatives (e.g., leasing, user pay models, charge back). Add/enhance a license management function (software, services, copyright, digital objects). 32.3 Action: Continue and expand replacement cycle to cover computer servers, storage devices, workstations, and classroom and other equipment (e.g., printers, fax machines, photocopiers). Assess and evaluate new and innovative ways to sustain our replacement cycle (e.g., workstations based on work requirements).
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32.4 Action: Continue to improve hard and soft copy services (printers, copiers, faxes, multi-function devices, electronic storage). 32.5 Action: Include in the design, construction, and implementation of new technologies a “how-to-support-it” component to ensure smooth adoption. 32.6 Action: Investigate and monitor tools and solutions (e.g., convergence of devices, software leasing). Integrate the testing of new technology and computing/communication devices (e.g., desktop, laptop, mobile devices, phone) with help desk and/or student technology support areas. 33. Objective: Emphasize the importance of integrated, customer-service oriented information technology support. 33.1 Action: Ensure technology support staffing levels appropriate to the use of technologies. 33.2 Action: Provide professional development and training to ensure support staff are technically competent and service-oriented. 33.3 Action: Leverage technology expertise within all departments. 33.4 Action: Extend support model to departments/programs (e.g., business analyst, technical analyst). 33.5 Action: Improve effectiveness of the help desk by increasing coverage during peak periods (weekends and evenings) and seamless support (desire to make a single call). Enhance help desk software with customer relationship management features. 33.6 Action: Provide a mechanism for off-hours technology support. 33.7 Action: Develop a service model to support technology needs that includes servicelevel categories and agreements for technology solutions, organizational units, and clients; commitments for new initiatives during the software acquisition and development activities; and is reviewed annually to validate alignment with the organization’s goals and objectives. Goal 12: Provide a reliable, secure and sustainable technology infrastructure. 34. Objective: Provide reliable and secure servers and network storage devices. 34.1 Action: Maintain 24X7 availability of systems. 34.2 Action: Continue to implement server technologies that increase reliability, load balancing and flexibility (e.g., blade servers, virtual machines). 35. Objective: Provide reliable network services. 35.1 Action: Continue to provide reliable, high-speed Internet and Internet2 access and capabilities (e.g., second Internet feed from a different carrier for redundancy and testing purposes). 35.2 Action: Continue network segmentation to provide isolated networks to accommodate varied uses (e.g., research, experimentation).
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35.3 Action: Continue expansion of the wireless network that supports a variety of platforms and hardware. Ensure the wireless environment is properly secured. 35.4 Action: Increase logical security systems to supplement physical security (e.g., identity management system). 35.5 Action: Implement remote access to desktop functions, servers, databases. 36. Objective: Ensure IT operations and management practices adhere to external and internal compliance and audit requirements as well appropriate industry standards and practices. 36.1 Action: Implement IT controls framework, such as IT Infrastructure Library (ITIL) and Control Objectives for Information and related Technology (COBiT), appropriate for Mount Royal internal systems management. 36.2 Action: Conduct annual IT audits. Continue documenting IT practices and procedures to meet the IT audit requirements. 36.3 Action: Conduct regular IT security tests, limit physical access to secure IT facilities, and enforce acceptable-use policies. 36.4 Action: Evaluate the establishment of a second (active) data centre to protect Mount Royal's systems (servers, file storage, computer labs, etc.) to ensure continual operations and for backup and disaster recovery purposes. 36.5 Action: Review annually and update business continuity procedures for priority campus services and activities (e.g., payroll processing, payment/receipting, admissions transactions, on-line giving, e-mail, course management systems). 36.6 Action: Provide reliable workstations secured based on use (e.g., business transactions, research, instruction). Review and revise standards relative to security requirements. Consider levels of standards to promote leveraged services and technical diversity, yet provide flexibility for end-user needs. Consider user “certification” for advanced levels of administrative access or internal Virtual Private Network (VPN) concept. 37. Objective: Continue to implement technological solutions that have a reduced impact on the environment and are sustainable. 37.1 Action: Replace older technology with more efficient and environmental friendly technology (e.g. servers, network equipment, bulky monitors, air exchange unit/chillers/conditioner, solid ink based printing devices). 37.2 Action: Implement paper reduction strategies (e.g., double-sided printing, recycled paper, data-entry capable online forms). Goal 13: Use a project management framework for major technology initiatives. 38. Objective: Increase trust and collaboration within Mount Royal and across projects by distributing project management/leadership roles to the most appropriate person. 38.1 Action: Emphasize joint planning and partnered decision making.

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38.2 Action: Implement a standard project management framework.

E. Information Technology Governance
Information technology governance is the organizational decision-making and planning framework that establishes a long-term direction and focus for information technology leadership, management, and planning. Governance is more than reporting lines; it ensures that the Mount Royal is well served by an inclusive, communication-based strategy that leads to trusted solutions, responsive customer services, streamlined processes, clear policies, efficient operations, and development of talented and empowered employees. Goal 14: Develop a shared organizational governance structure for technology development. 39. Objective: Create a new institution-wide IT governance structure. 39.1 Action: Create a institution-wide participatory structure in which inclusion and communications are emphasized and various planning, service and implementation roles and responsibilities are clearly understood. 39.2 Action: Identify a technology leadership group and a decision-making framework. (This group will serve as the Mount Royal Council on Technology (CT). The CT should be considered the IT management team and be responsible for ensuring seamless, streamlined, and reliable systems, services, information access, and ITrelated processes.) 39.3 Action: Improve working partnership and collaboration among ITS, ADC, Library, and other units providing IT or IT-like functions 39.4 Action: Establish a comprehensive and academically based policy framework for technology that supports the interrelationships among the disparate units involved in technology service and management. Goal 15: Maintain an on-going institution-wide IT planning process. 40. Objective: Establish a continuous, inclusive process for technology planning 40.1 Action: Review and annually update the institution-wide strategic IT plan. 40.2 Action: Ensure that the technology plan supports the institutional vision and plans. 40.3 Action: Implement processes to position Mount Royal for continuous technology renewal and in support of technology-enhanced instruction, research, and service. 40.4 Action: Develop means to distinguish between institution-wide requirements and departmental/business unit level requirements. 40.5 Action: Communicate with the Mount Royal community about technology use and plans.

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40.6 Action: Develop a budget strategy that reconciles the technology plan with goals of both academic and administrative functions.

IV. RESOURCE/SCHEDULE IMPLICATIONS
A. Information Technology Action Timeline
The implementation of project/action items defined within this plan depend upon the availability of appropriate institution resources, i.e., staff time, budget, space. A table in Appendix D provides a sample format to list the proposed strategic initiatives, along with broad based estimates of the time, human resource requirement, and costs to achieve the initiatives.

B. Resource and Budget Considerations
The implementation of this Strategic Information Technology Plan depends upon the leadership of Mount Royal College, the SITP, and departments and offices. Clear and effective leadership is needed to determine how to implement the Plan's goals and objectives in the most efficient, realistic, and cost-effective manner. The SITP recognizes some Strategic Information Technology Plan’s Action Items can be accomplished with existing funding priorities, while others require additional resource allocations for funds or personnel. The priority for each action item must be evaluated as part of the annual budgeting process using the Mount Royal Academic Plan and the Strategic Information Technology Plan objectives together.

V.

SUMMARY

This plan supports Mount Royal’s Academic Plan by ensuring that Mount Royal’s investments in information technology are used to support the delivery of quality academic programs, to increase the satisfaction of a diverse student population with their Mount Royal experience, to ensure effective communication and information sharing throughout all constituencies, and to improve services through the efficient use of resources. This plan takes a broad look at how information technology can be used effectively at Mount Royal. The plan’s goals and objectives are not just about buying more hardware or software, but also address the support services necessary to ensure secure and reliable operations. Attention is also given to the promotional and training activities needed to ensure that the Mount Royal’s technology is widely and effectively used, and to Mount Royal policy and procedural changes necessary to efficiently use institution-wide applications. At Mount Royal students come first. Students today expect technology will be part of their academic life and beyond. This Information Technology Plan will help Mount Royal meet and exceed their expectations, while positioning Mount Royal to prepare them to use the digital resources and technology necessary to be successful in their futures.

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APPENDIX A:
Strategic Information Technology Planning Committee (SITP) Mount Royal College
Membership for 2007-2008: • Duane Anderson - Director, Financial Services & representing Administrative Services Division Maureen Bedard - Library Services & representing Mount Royal Support Staff Association Nancy Cope -Communications Officer, Office of External Relations Rod Corbett - Faculty Development Consultant, Learning Technologies & representing Mount Royal Faculty Association Chris Dawe - Manager, Mount Royal Recreation & representing Student Affairs & Campus Life Division Doug Dunwoody - Director, Information Technology Services Susan Gottheil - Associate VicePresident, Enrolment Management and Registrar Dwight Lemky - Manager, Infrastructure Support Services, IT Services Department Executive Sponsors • • Robin Fisher - Provost, Vice-President, Academic Services Richard Roberts - Vice-President, Administrative Services • • Theresa Matus - Acting Director, Academic Development Centre Bill Paterson - Chair, Computer Science & Information Systems Department & Faculty Representative Carol Shepstone - Director, Library Services Ross Sherwin - Library Information Systems, Library Services Cindy Teghtmeyer - Manager, Application Services, IT Services Department Jim Zimmer - Acting Dean of the Faculty of Teaching and Learning

• •

• • •

• •

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APPENDIX B: Information Technology SWOT Analysis Summary
(Strengths, Weaknesses, Opportunities, Threats) The fact-finding, information gathering, and campus input process consisted of five campus visits during which individual and group interviews were conducted with 274 faculty, staff, students, administrators, and technology support personnel (Figure 1). The consultants recommended the interview concentration areas while Mount Royal asked people to participate in the process. Interview participation was not Interview Participation intended to be all-inclusive, but rather to provide a broad and varied view of current and future Faculty 23% technology services, requirements, support needs, limiting factors, and opportunities. The following Students 14% summary, prepared by Kaludis Consulting, is a consolidation of the most prevalent comments and some that are significantly specific within the Mount Staff 41% Royal community. This list is not all-inclusive and is Tech 20% not intended to represent majority viewpoints; in fact, Exec/Ldrship 2% some technology-related issues are listed as both strengths and weaknesses for different audiences.

Strengths (Positives, Advantages, Assets) Institutional College supports us where other institutions charge back History of the institution, strength of reputation, small classes, faculty who love to teach Nice environment, facilities and people, nice community Teaching, Learning and Scholarship ADC and its broadening array of faculty services and resources - training, tutorials, support and staff ADC pilot projects ADC/IT/Library academic partnership is working (more to be done) Approachable faculty Blackboard - excellent tool, easy to return grades, make articles available (saves time, paper), link to auxiliary web material, and keep in touch with students between classes. Blackboard - forces student to work outside of class and instructor can monitor collaboration Blackboard is easy for new faculty to learn Blackboard provides a consistent interface for students Cisco Playback System for digital recordings Classroom and teaching space technologies, projectors, smartboards/cameras, specialized equip (Theatre) Classroom performance system (CPS) - interactive "clicker" technology Classroom scheduling flexibility, ability to get into classrooms we want Computer labs (College-wide, general and specialized) Course booklist (online list of books in Bookstore that is linked to student's actual registration in Banner) Curricular submissions are electronic

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Digital drop box Email use by faculty and students Faculty are free to chose from a selection of technologies in the classroom Faculty uses of technology (varied, expected, valued) Files and software available on shared online storage ITS listens to needs (e.g., Faculty wanted Blackboard even though Alberta went with WebCT). Laptop computer users have more control of the software they use for instruction Library electronic resources and support; Voyage library automation system Maintain support (TLM lab) for economics (SAIT-developed CML) Media Production Services - helpful for class projects Multi-media equipment Online learning progress (5-6 full programs, numerous hybrid/blended courses, CE certificates, courses) Policy changes - allowing guest faculty into our Blackboard classes Print from anywhere for students Printing solution for faculty, availability and convenience Projects are vetted and implemented centrally Sandbox concept Specialized needs addressed (e.g.,secured zones for ComSci and ADC, desktop administrative access, department Administrative access to Breeze server) START (Student Technicians And Resource Tutors) assistance Streaming video and video conferencing capabilities and network availability Technology pilot projects (e.g., tablet PC) TLTR (Teaching Learning Technology Roundtable) participation has been good resource We've come a long way in 10 years. Strong uptake of technology among our faculty in the classroom and of student technology (e.g., Blackboard and web) Services and Operations Academic data warehouse Adaptive/accessible support - making good progress, leadership is aware more resources are needed Admissions "Links" - emailed newsletter for prospects Admissions online application Banner 7.x student, HR, finance, alumni system (general functionality, access, integrated modules/technologies) Banner system customization (Banner) for Canadian and MRC needs; also system upgrades Customer Relationship Management (CRM) system being proposed by Enrollment Services (recruiting, retention) Degree Navigator (degree audit, advising functionality) FAS budget system works well and tracks changes well Free print schedules at Registrar's office Free programs (i.e., Microsoft Office) for students Net storage Online registration and Quick start for CE (register, pay) Online student services available to students and employees (MyMRC, web-base registration, payment, etc.) Smart cards for printing and purchases Student discounts with Dell Unlimited access to Internet Web-based services for employees (e.g., e-time sheets, MyMRC, application process) Communications/Collaboration/Community Blackberry (PDA) program and support (for some who are allowed to have this technology) Calendaring (Lotus Notes)

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Committees tend to be advisory with broad representation. Used for awareness and education purposes. Communications about technology-related issues (outages, daily concerns) Communications between ITS and departments Culture of consultation. Committee charged with decisions that are based on strategic planning priority. Digital telephones (Voice-over-IP) Email - Lotus Notes (functionality, reliability) Email - MyMRC (access, forwarding) Kiosks for students (email, Internet) Lotus Notes has a lot internally-developed database applications (e.g., move forms). MyMRC portal integration (online student information access) Omnivex display system - no paper, visually stimulating Priority setting is done together by ITS and ADC Services are blended for student communications (some high touch, some high tech) Trust and relationship growing Web site is disability friendly Wireless access and expansion Wireless lounge Systems/Technology/Infrastructure Best-practice equipment implemented (e.g., NEC projectors, CISCO network, Dell computers) Central governance is good as long as they (IT) are open Centralized IT - standardization, licensing Computer (office) hardware and general software Computer equipment refresh "evergreen" (replacement cycle) Computer servers (reliability) and storage devices (capacity) Desktop security and upgrades (anti-virus, remote updates) Help desk 800 number for remote assistance Helpdesk response, problem tracking (notice so you can see status of issue) Investments in technology, upper leadership understands the need for investment IT leaders are open and receptive and work closely with other units, but some of their staff are less so. ITIL framework under review. Have a change management system in Lotus Notes, updated to streamline and make it easier to use. ITS department generally aware of what needs to be done Laptop checkout/rental options Low cost items (e.g., clickers) just get done. Innovations evolve to production. MRC students are included in College governance, including on IT issues Network access and infrastructure (extent, speed, upgrades, expansion, stability; on/offcampus/wireless Office support responsive, tech people located in building provide reasonably quick response Positive attitude among IT staff Redundancy of major systems/infrastructure (built into design) Scheduling software selection process worked well. Used bottom up, right people at the table, no interference, real world defined problem, IT involved in solutions. Single system/network logon ID (although seamlessness between systems is missing) Software site licenses (College-wide) and tracking Staffing 4-5 years ago huge turnover. Have implemented salary equity with market. Promote IT within. Streaming server Technology support staff have good skills and are striving to stay current Technology widely-distributed at basic level Upgrades continuous - Big network project with Phase I core equipment replaced and Phase II router

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updates. Blackboard upgrade from 2 to 3-node system. SIS move from HPTru64 to RedHat Linux on Dell. Virtual firewalls replace physical networks. Weaknesses (Concerns, Limitations, Unmet Needs) Institutional Ability to really identify future needs. Budget not clearly linked to strategies Budget year ends June 30 which creates problems for summer implementation. Lack of focus (e.g., retention, operational goals) Need to invest more in planning and risk mgmt. But those are overhead and don't generate revenue. No IT governing body (some TLTR members should be on the group but TLTR has no teeth) Skeptical that there will be follow through from these types of meetings Work arounds skew statistics (e.g., combining lecture/lab/tutor sessions) Teaching, Learning and Scholarship "College business should remain on college computers" does not fit anymore. People work at home. ADC services are less available for units that are not faculty, and no alternative available. Balance between enthusiasm for newest technology and resources available for basics isn't optimal. Enthusiasm for latest technology (ADC and TLTR) is not tempered by voice of those for whom technology is much less necessary (or even positive). Blackboard - access problems, if you can't get logged in (down) or it is slow, you are really stressed out Blackboard - difficult to merge sections Blackboard - too much emphasis on Blackboard template Blackboard doesn't meet all our needs (e.g., visual disabilities, password protected files) Blackboard has become a "right" for students Blackboard is not consistently used across classes Blackboard is pushed by ADC, but many faculty don't want to use it. Selection decision was driven by a small group of faculty. Blackboard lacks features (weak quiz and survey tool) training/assistance Blackboard should be used by more faculty, especially for notes Chalk dust on carts Classroom upgrades to smart classroom need to continue. We could make better use of existing rooms. College access (buildings closed during parts of weekends) Computer labs not used for classes are not available for general use (locked, no schedule of availability) Computers in Library - there are not enough Computers in some areas (e.g., Interior Design and Environmental Science) - not enough Desktop computer system administrator controls limit use of instructional, textbook, and multi-media software Digital journals lacking E-portfolio use and value not clear (Chalk & Wire pilot project) Faculty have not yet developed content to use on a laptop. Faculty often expected to provide self support for specialized or advanced technologies Faculty who are resistant to change need help (assistance) Hygiene lacking in labs (cleaning of equipment) Macintosh availability and support (labs and faculty use) Multi-media - streaming video/audio policies (appropriate usage) not widely promoted/enforced Online learning sustainability (support and funding beyond original roll out) Personal laptop brought in for special needs Printing services are not reliable Project with ADC on Blackboard was rubbish for experienced users

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Software not available at office, so have to work at home on personal computer. Software/technology flexibility for new instructional models and classroom assignments; e.g., SPSS, Linux Some course content is managed outside of Blackboard, making editing by faculty nearly impossible Some small classrooms are not fitted with technology podiums Standards are not realistic (e.g., Real Player) in office and not on cart Student expectations unknown related to how/what they want in e-learning / learning options. Students not easily crossing from communications technology use to classroom technology use (need motive) Students use MS Works or Office 2007 and we cannot accept either format Students want PowerPoint notes Technology manuals/documentation not always available for new products Vista - training and support Services and Operations Banner system is not easy-to-use for faculty and occasional users Banner training is lacking, especially for new staff Coin-operated machines (for student printing) malfunction all the time! Customers pick technology instead of thinking about the problem Data warehouse short-comings (limited access and limited data, poor report generation) Degree Navigator is buggy, avoid "great" solutions Enrollment management system (tracking students, more efficient phone contact) Kiosks - not enough, especially at the start of the term Online applications may come in January and February, but not addressed until March or April. Payroll time input is too paper-based Position descriptions are not electronically manageable. Printing area (location) is hidden in the main building Reporting is very inadequate - too few users can run report, ITS is too slow to develop Banner reports Software (beyond Banner) is unevenly supported Software development projects take too long (ITS) Third-party systems that don't talk to Banner (e.g., StarRes, Healthquest, POS/booking, CLASS, Whistle) Communications/Collaboration/Community Adaptive/accessibility issues need to be considered for those who need to use e-services and technologies Calendaring (Lotus Notes) not used by wide enough audience; students (and committee members) not included Communication - awareness of what's available Email - Lotus Notes (not a common higher education product, no HTML mailing) Email - Lotus Notes problem using with small, mobile devices Email (student) format is ghetto Email forwarding Email MyMRC is not functional enough; picture transmission and some attachments not allowed External relations have much purview over internal relations (e.g., central calendar, web site). Do they need such control in internal issues? Intra-ITS communications Low social need seeps into the effectiveness of conversations MRC-funded cell phone coverage is weak MyMRC doesn't support MS Internet Explorer 7.x use MyMRC is not encrypted Not enough sharing of technology available, efficiencies, and education of use So much concern about everyone being on board, stuff doesn't get done

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Spam - getting overwhelming Support staff are feeling like they are outside, looking in. Need to nurture and grow that relationship. System logons have to be made to separate systems (network, MyMRC) TIP II plan included assessment of technology impact on learning. Serious concern that we will continue to ignore that effectiveness. Leave it out or deal with it. Too many emails from certain departments, especially Public Relations Trust lacking in college users by ITS Video conference is not used much; justifying expenditures (support) is difficult Website (MRC) navigation is not intuitive, poor design, disappointing search capabilities Website (MRC) updating is not distributed (exceptions-athletics); too many controls to keep info upto-date Websites of departments are out-of-date Wireless - speed, not enough locations, existing locations may have inadequate lighting, seating, electrical outlets,gaps between hot spots Wireless use (80% facebook, 20% academic) Wireless/remote printing Systems/Technology/Infrastructure Ad hoc innovation, onus on IT Big disconnect between academic world and IT world. Discussions have been healthy Bottlenecks - IT wants control, but we need flexibility Citrix Computer acquisition and network access for new hires (faculty/staff) is problematic - delays, too paper-based Computer numbers have doubled, but not staff (300 computers to 1 technician) Computer replacement plan - not communicated well as far as who is getting what and when Conflict between corporate wireless and home wireless (e.g., tablet) Content management system Data stored too frequently on local hard drives; not utilizing shared/backed-up network drives Desktop backups Email off-campus/remote access via the web is painful Email systems (student and faculty) are not the same Five-year replacement on server Help desk creates barrier so we have less opportunity to talk to ITS front hire Help Desk doesn't support students well (especially outside of 8-5) Helpdesk peak period support/staffing Implementation/roll-out of new technologies (funding for new projects, but not for on-going/follow-up support) Inadequate computing resources (e.g., Physical Facilities were 18 employees share 3 Windows 2000 computers) for areas where technology needs have increased IT asks what we need, but then can't deliver. IT has difficulty with specialized needs that don't fit standards (e.g., computers used to management equipment) IT sets parameters and tend toward the conservative. ITS supports equipment they chose to support (need more input in decisions) Lack of sincere usability testing Large file transfer and variety of formats Login delay Modifications sometime get lost in upgrades (e.g., customized dictionary, bookmarks, special settings) Net storage is too slow and I've moved to USB storage Network gets bogged down at registration time Project commitments outpace available resources; high-level priorities are expected to be met Project management and priority setting processes are not clear

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Security is limiting so you look for ways to get around it Servers crash Single point for Internet and power limitations. Software development requests and support for non-Banner products are not given priority Staffing - Juggling with employee vacations during summer, because somebody is always gone Staffing limited for security. Got funding for a security log system, IDS, firewall replacement. Student Association didn't want a college-leased computer. Technology committees that are only advisory (input, but no evident impact) Technology planning and decision processes are not clearly understood Technology purchase inventory control needs improving (ITS not aware of some departmental purchases) Technology purchasing hurdles/delays result in departments going directly to suppliers (for nonstandard technology) Technology solutions developed without ITS involvement (shadow system, incompatible solutions) Too much hierarchy in ITS Training on technology for faculty and staff Who-to-call uncertainties for technology, multi-media support, consulting, what-if discussions Opportunities (New Requirements, Emerging Trends, Changing Needs) Institutional Alberta ecampus - true cost of participation, is it worth it? Balance between control and risk management Because our college is still small, we have opportunity to make ourselves more universal with IT (e.g., smart cabinet) Business model that includes cost of IT Discussion about Service Level Agreements (SLA) for revenue-generating units Excited about becoming a university Experiment academically, not administratively May need a high level IT advisory group Mitigate risks, maximize potential of technology Separation of information and technology Social change Start up funds tend to be readily available Teaching, Learning and Scholarship Academic advising for a larger student population will require flexible self-service and targeted assistance Admissions application process to be centralized in Provincial web site; this needs to be seamless with Banner Better search and retrieval system (web, MyMRC). Search tools are critical for faculty productivity. Blackboard - need a survey tool like Survey Monkey Blackboard (and other) upgrades should not occur at the start or end of a term Blackboard gives the college a huge opportunity to grow Blackboard orientation should be mandatory for instructors and have a learning program within START to educate instructors Blackboard screens that require confirmation (click OK) slow you down. No shortcuts, mousedependent. Would like a setting of "advanced user" so I can skip the confirmation screens. Blackboard use by faculty for course outlines, posting assignments, announcements Blackboard used uiversally, as other sites add to confusion and frustration (e.g., math and engineering) Blended delivery will be huge Blended learning - "reduced F2F time" Building research skills takes time, but that will come with university transition. Class or research-related field work requires flexible, extendable tools

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Classroom technologies should be more consistent across College Collaboration tools for activities with colleagues and students no matter where they are Computer labs for general use should be increased Continuing Education online opportunities are great, but growth is limited by technology resources and support Continuing education will continue to be important in role of university. Will continue to be entrepreneurial. Copyright issues need to be addressed more formally Corporate vision of minimizing deviations doesn't fit well in an educational setting (teaching and research) Courses will feature more blending of online and place-based technologies Digital publishing, especially for publicly funded work, will become a necessity Disciple-specific hardware and software (funds, approval, site licenses, support) Elearning is not reflected (mainstreamed) in goals, mission, enrollment planning, space planning. In part because we have not had to think about it as an institution Facebook-like discussion boards Faculty (part-time) need better support and orientation on MRC technologies Faculty new to MRC will increasingly expect and use technology Faculty of Teaching and Learning Faculty variances (in technology expectations) require more flexibility and communications in support Feedback on current technologies and capabilities must be included in planning Flexible tool for note taking (e.g., tablet computer) Innovative learning with blended delivery International access to technology has increased Joint research projects where global researchers have access to password-protected project area but also a public-facing site Kiosks added to decrease number of students using Library computers Language options in online courses Laptop workspaces (AC power, printing, small group projects) Learner should be exposed to many teaching / learning styles. Learning repository (SCORM) Library integration with internal and external resources and programs (new building, Digital Library initiative) Library role and impact of technology Library serves as an intermediary and has close contact with students. Library serves as front-end support and could be helpful in providing feedback on behalf of students Library should be blocking certain websites, such as Facebook, because there are so many students wanting to use the computers for coursework Mainframe model for software use Media development tools are easier to use. Mobile learning, not setting a standard by readying faculty and curriculum. Multi-media/video (presentation) student assistance (equipment is available) Partnership between technology support units and faculty in determining future technologies Password-protected web site, Blackboard does not meet needs Podcasting, YouTube-like video,blogs, wikis, eportfolio and audio uses in classrooms, demonstrations, and reference material Purchase hardware and software beyond college standards to meet specialized needs. Use our size to continue to take advantage of quantity discounts. Redeploy computer labs Research/scholarship technology requirements and solutions will be varied, advanced, and entrepreneurial Scholarship and research technologies (specialized hardware and software); access to, funding, support Shared teaching models, learning objects, inter-institutional collaboration

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Smart cart needs should be reviewed and updated to reflect changing instructional needs. Smartboard expansion (data/images made available on Blackboard) Software librarian in IT to customize and test software Space issues of using different spaces for different needs Specialized labs for some needs with higher refresh rate Student printing account (some amount free); faculty expect students to print online materials Student support centers with 24x7 online service Student technology support should be better integrated (ITS, START, Library) Students today are very visually literate (e.g., Imovie) Teaching and learning models are moving from standardized (resource-based) to flexible (servicebased) Technology applications for remediation Technology fee for online courses Technology integration (non-traditional systems connected to traditional computers/networks); science, theatre Technology standards must be flexible, not lowest common denominator (dumbing down of available resources) Technology use should bring learning to life Technology-related ethics, security, intellectual property, and privacy issues must be included in curriculum Textbook publishers offering more web-enabled resources and distributed software Use a learning model. Need to look at Carol Twigg's work. Could be more strategic. Video conferencing - connecting with other colleges Video conferencing use; e.g., fine and performing arts Web hosting for students, faculty, and academic/class projects Services and Operations Alumni database that is searchable Alumni/development support that extends College experiences with matching online services Application process to be centralized through Provincial web site; this needs to be seamless with Banner Articulation "Degree Navigator" Banner core module access from off-campus/remotely Banner integration with non-standard systems (health services, career services, advising, etc.) Banner training for chairs (one-on-one) Business analyst support - knowledgeable about technology options, but can address functional requirements Calendar (catalog) that is online and searchable (now in printed form in Bookstore) Centralized support for online students (e.g., possible role for continuing education) Competition for students, funding, employees requires modern web-enabled services Continue to automate wherever and whenever reasonable to streamline process and improve efficiency Customer Relationship Management (CRM) - Edge, Easy Recruit software Customer Relationship Management (CRM) system could be used by Continuing Education, alumni/development Degree Navigator training and support Digital/document imaging (electronic storage, indexing, retrieval) Enterprise Resource Planning (ERP) system to include services that are in the current, disparate systems Event management system - register and pay for College events Flexible and alternative training to address varying skill and knowledge levels and access to training Graduates and sophisticated audiences expect seamless, modern e-services HR needs - electronically manage employee information, track position recruitment, performance management, position control. Sense that Banner could do more for our needs.

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ID/swipe card functionality should be expanded Increase net storage - might alleviate stress on email (storing attachments) Increase use of technology in employment application process (e.g., resume management) to reduce paper (e.g., photocopies), time (e.g., handling paper) and routing applicants to appropriate job openings Marketing clips downloadable to cell phone MRC marketplace (beyond bookstore) where people can order products New employees should be set up in all systems immediately; terminated employees should be removed quickly Online giving (friends, alumni) Paper-based processes and approvals should be leveraged with e-services and e-signatures (think green) Parking passes issued online Records management policies are needed in a number of data/communications areas Registration-related processes to be even more electronic (e.g., drop after deadline is paper based) Self-service functions that interface directly with databases, instead of having to be reentered from a web file Services must match educational delivery means (e.g., place-base, online, remote, blended) Simplify options. Too many options to students means more opportunities to run into trouble. Student recruitment and retention requires responsive systems to support personal efforts Students need language they can understand (e.g., registrar, recreation) Value high touch, technology shouldn't be a barrier or replacement, but support Workflow system (e.g., budgeting, software requests) Communications/Collaboration/Community ADC / ITS communication on faculty innovation Alumni community software (news and links for graduates; interactive features) Attitudinal change - are your technology abilities fixed or growing? Big screen TV / interactive displays / touchscreen maps Chat/discussion boards in non-academic areas (alumni, admissions, etc.) Communicate issues, accountability, performance metrics. Performance measurement is too subjective. Lack of policy and procedures or inconsistent application college-wide. Communication - Managers need to ask us, we are closer to issues and clients (students and faculty) Communication is foundation of trust Communication is key when implementing system changes. Contact management; data sharing across MRC; access to people info (camps, Theatre/Library patrons, etc.) Email for part-time faculty/staff (quickly and easily set up) Email forwarding (send MRC Lotus Notes email to alternative personal email account) Email/calendar integration for faculty, students, and staff Emergency communications system with multiple formats (text messaging, email, voice mail), also usable for class cancellation (e.g., ill instructor) External relations needs to experiment too and understand marketing and public information HR web site - attractive and easy-to-use for prospective employees Information timeliness (web and technology enabled) IT newsletter (e.g., what faculty do, stats on email, instructions, lab use) to let people know what's going on IT stronger alliance with ADC, Library, Computer Science, and Communication Studies due to growth in digital systems Knowledge management (academic, non-academic) - where is information, how to share and leverage Laptop and PDA integration solutions and support needs increasing (faculty, students and staff) Levels of access may changed but the end user may not be notified or realize the change

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Mount Royal College

Strategic IT Plan

Lotus Notes email to PDA integration Mass email personalization (large group emailings controlled by user departments, with distribution standards) MRC-wide, genuine interest in IT planning (and this study) should be valued and acted on Need to be able to talk to the ITS people who can make the decision Need to get information from students; "What are your expectations?" funneled through the faculty. No escalation process Omnivex big screen monitors need to be operational Perception by ITS that things need changing. Need a feedback forum, maybe Internet to gather continuous feedback for ideas and issues. Policies and practices don't always align (e.g., email forwarding, sending mass email to certain college groups) Silos (across the College) are slowly shrinking; communications and shared solutions are now more important System password synchronization (LDAP); change in any system is made in all systems Technology expertise should be leveraged between ITS and departments that have their own support staff Trust by virtue of position Trust continuum: I will trust you until a violation of trust vs. earned trust Web 2.0 deployment and integration (social networking, wiki, blogs, collaborative web tools); academic & MRC Web content management system may be acquired, but access must be distributed Web pages that are easy for faculty to publish Web site is a teaching tool, as well as a marketing tool Website (MRC) is being redesigned, but more distributed updating will be necessary Wireless availability to fringes of campus, even the surrounding community Word of mouth among students is strong Systems/Technology/Infrastructure Computer leasing so that we have an imposed, 3-year replacement plan. Computer replacement should be based on need, not age of computer. Some people don't need a powerful machine. Different world (e.g., Vista is being used and we can't ignore it). Change is happening faster. We can't control the world like we could 10 years ago. Document imaging / management system - RFP coming up Documentation - very little procedural information (e.g., how to backup, virus protection, apply for admin access) Elevate IT from service to strategic model. Keep it simple. Keep authority and accountability close together. HD video Increase student laptop usage and decrease computers in public labs IT Governance - advise vs. authority. IT governance structure and clear processes needed to provide input on priorities, services and plans IT is not the issue. Leadership among technology support areas is the issue. ITIL - services catalog Laptop program May transition to Active Directory, two consultants but not very valuable. Will run parallel for a while. Most IT organizations are flat. We are not. Need more research and development within IT Networked printer (Xerox) support/coordination improvement (especially between Document Services and ITS) Novell network - move to Microsoft One-stop technology assistance center (or strategy)

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Mount Royal College

Strategic IT Plan

Place control where it makes sense Recycling of machines for other uses Remote access to servers/storage systems (VPN) Resource-centric model for ITS being expanded into more of a service-centric organization Seamless technologies AND support Security in levels of control / flexibility Software that becomes self-maintaining and self-diagnosing Streaming video - oil industry, community groups - for generating revenue and enhancing student education (e.g., journalism panels). Students as life-long members of the MRC community; email for life (from summer camps to alumni) System development research time and testing participation System upgrades and roll-outs must consider full MRC calendar (and year-round scheduling) Technology "go to" person, similar to triads among faculty Technology liaisons within ITS assigned to specific academic departments Technology planning must be broad based, but requires top-level and support staff involvement Technology project management improvements needed for large, multi-dept, complex IT initiatives Technology replacement processes and priorities are not clearly communicated in a timely manner Technology support staff should be facilitators, not merely controllers or techies Technology support staffing increased to match expanding College-wide uses; include staff embedded in depts. Testing and trial use of new software (e.g., Vista, Office 2007) to hasten ability to implement collegewide Training and professional development (e.g., how to provide quality service, wireless, Novell to Microsoft, certification, CMS, Red Hat Linux) Training for staff; drop-in service like ADC; not just problem reporting (Helpdesk model) Training for technical support staff (easier to train existing staff than trying to hire new staff) Want to be 18 months - 2 years ahead of demand Web 2.0 - really look at software use (e.g., PhotoShop), supplement what's available for faculty and students to work from off campus Threats (Resistances, Risks, Obstacles, Constraints) Institutional Abuse of technology is rampant and we’ve got to do something Academic programs, that use technology, quickly start to suffer if technology does not keep up Change is hard; "we've always done it this way" Changing the mindset and providing support for the technically challenged College lab availability (and size) should not be interpreted as meeting expectations Competing demands within institution (e.g., Registrar vs. ADC) Competitors - University of Lethridge and University of Calgary, good paying jobs that don't require college Complacency - need to constantly move forward in regards to technology Decision making that incorporates College input, but that does not depend on consensus decisionmaking Deviation from the standards, because of more diverse needs Energy conservation (social responsibility) might create stress for IT Faculty are pushing to have more governance Faculty growth and integration challenges during transition to University Fiscal management for grants (research) Funding - IT should not make our tuition go up Governance structure, bottlenecks, alignment of projects with strategic plan Increasing specialized needs in various areas as we move to university status Investment in infrastructure is inadequate (e.g., CE bldg). Conduit and fiber for broadcast, at least get the conduit in. Due to a lack of thinking beyond 2-3 years, need to be 10 years out … HDTV, Internet 2. Don’t want hobbled systems, what if CISCO and Dell don't continue to meet our needs?

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Mount Royal College

Strategic IT Plan

IT is too conservative IT Staffing - keeping up, burnout, workload, turnover, knowledge lost Lack of understanding of ethical use of technology; discourteous and irresponsible (e.g., someone jumps when their cell phone goes off) Laptops may be too expensive for students, so College resources are important Level of support expectations of faculty and students Lotus Notes stability is a problem, building applications and keeping or finding people to do development Low cost solution over best solution Maintain core Management by crisis Move from a good college to a mediocre university MRC's transition to MRU (influx of students and faculty) Negative publicity if change is not embraced Nimbleness Our own internal politics Outsourced, contract workers Passive resistance Pay equity among technology position relative to ITS positions People disengage when the technology is more difficult that the value of time to invest to learn Planning without execution Poor usability cannot be acceptable (e.g., web, MyMRC, scheduling software) Preserving individuality, different kinds of learners and teachers Privacy and security Provincial committees - "This is no the way we do things here." We need a collaborative approach to Provincial authorities. Sometimes this thinking occurs at the institutional level. Need clarity of purpose. Push to decentralize - because IT is not responsive enough, departments have funds to do their own thing Research computing impact on labs for accessibility Scalability Software development/acquisition treadmill Space Squeaky wheel priority setting is too prevalent Staff retention and recruitment (in technology support areas) Technology changes and the pace of change Technology customer service sometimes means saying "no" Technology is not a substitute for classroom experience Technology line is blurred between IT and the end user. Technology is found in many areas that previously did not have technology and don't fit within the management structure of the IT support unit. Technology requirements are becoming more decentralized; however, services are still centralized, standardized Technology solution strategies may differ between ADC and ITS Technology staff shortages Tenure and promotion, and post-tenure review. Inclusion of technology use and integration. Unintended consequences that occur from technology Will faculty be able to maintain momentum in technology, relative to work on roles and responsibilities? External Environment Ability to move content to whatever course management system we use Blackboard is becoming big and clumsy, need to stabilize Block some technologies (e.g., recording devices that would lead to copyright violation)

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Mount Royal College

Strategic IT Plan

Cheating and plagiarism Hardware comes at a rate faster than we can deal with High cost of hardware and software Impact of Blackboard and WebCT merger Industry standards dictate what we use in our discipline and those standards sometimes conflict with IT standards International attitudes have changes, travel to North America is no longer considered safe or desirable. International copyright law violations Publisher and software firm alliances where faculty are held hostage to text and technology packages. Students under prepared in writing and reading Technology as a distraction to learning General Comments Institutional "Students are our priority" - that includes instruction, student life, and services Calgary economic development (550 companies) indicate #1 priority is education, training, professional devel. Calgary's expanding college-seeking population College planning is encouraged, but some plans do not acknowledge integration and interdependencies Culture of collegiality within MRC must continue Institutional leadership (refreshing vision and viewpoints) Walk, talk and act like a University 507 Summary Comments

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Mount Royal College

Strategic IT Plan

APPENDIX C: Mount Royal Document Review
Kaludis Consulting reviewed a wide range of background materials provided by Mount Royal College and numerous documents retrieved from the Mount Royal web site. These documents included: ACCC Presentation. Mini Keynote Address by Dave Marshall, President, Mount Royal College. May 28, 2007 Degree Accreditation in Canada. Dave Marshall, PhD. Mount Royal College. Degree Recognition Across Canada: Towards national University Accreditation System. A CSSHE/CHERD joint Event. Dave Marshall, PhD. Mount Royal College. November 10, 2006. Draft Report of the Faculty Roles and Responsibilities Task Force. 14 December 2006. Environmental Scan. A compilation of issues identified by Mount Royal ADC, ITS, and Library staff and assembled by Doug Dunwoody. Final Report: Information Technologies Research Findings. Mount Royal College, Information Technology Research Group (ACOM 3355 – Em Dobbin, Matt French, Luke Simpson, Kirsten Toregerson). November 30, 2007. Half Way There. President’s Discussion Paper on University Implementation. February 2007. Mount Royal and Grant MacEwan. A comparison of two distinct educational institutions. Mount Royal College. Annual Report, 2005-2006. Mount Royal College. Business and Budget Plan. 2006/07 – 2009/10 Mount Royal College. Report of the Library Transition Task Force. August 2005. Mount Royal in Transition. Presidential Discussion paper on Transition Planning at Mount Royal college. September 8, 2004. Mount Royal College Summary of 2007 University Report Card. Mount Royal Self Study Report. Transition to degree-granting status. Submission to: Campus Alberta Quality Council Organizational Evaluation. April 2006. Mount Royal. Calgary, Alberta. Academic Plan. Open Doors Through Inclusive Post-Secondary Education. Mount Royal College Information Technology organization charts Report of the Task Force on Research. November 2006. Student Use of Technology at Mount Royal College, A Survey. Research Methods for Public Relations, Centre for Communication Studies, (Prepared by: Kayleigh Galpin, Amy Guthrie, Renee Hammill, Curtis Pelletier). December 7, 2007. Technology Integration Plan (TIP II). A Comprehensive Plan for the Integration of E-learning and Electronic Student Services at Mount Royal College. June 19, 2002.

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APPENDIX D: Sample Table
Proposed Timeline for Information Technology Strategic Initiatives The tables shown below include estimates for beginning to address the proposed strategic initiatives, along with broad based estimates of the need for additional human resources and the potential cost of achieving these goals. Estimates are giving for the tactic that may be used to pursue the initiatives identified as short term. Detail is not provided for those items assigned a medium to long term beginning point. The legend provided below describes the ranges used for the estimates.
Legend Enter values only for Objectives; values for actions are developed as project plans are created for each one. Estimated Timeframes (Effort): Indicates how quickly the work toward achievement of a set of strategic objectives may begin; S = 1 year or less; M = 1-2 years; L = 3 years or more. Human Resources (Human Res.): Indicates the availability of the human effort required to achieve the objective; A = Current level of human resources appears adequate; M = Additional resources will be required. Estimated Cost (Est. Cost): $ = Less than 100K; $$ = $100K to $500K; $$$ = $500K to $1 million; $$$$ = More than $1 million. Responsible party: Identifies the organizational unit accountable for accomplishment of the objective

Goal Objective Actions

Effort

Human Res.

Est. Cost

Responsible Party

Notes

Objective Actions