College of Charleston Strategic Technology Planning Phase 1 Fall 2003

Novell video

Strategic Technology Plan An opportunity A multi-year plan A campus-wide initiative A guide for future decisions

STP Goals To create an understanding of higher education and technology directions To gain an understanding of strategic goals and initiatives of the College To create a mission, vision, and principles for how technology will support strategic goals To deliver a Strategic Technology Plan

The STP Process Phase 1: Create Strategic Technology Plan Phase 2: Create and Implement a Communication Plan Phase 3: Plan Implementation of Strategic Technology Plan

Phase 1: Create Strategic Technology Plan Build Common Understanding Generate College Input Create Draft Strategic Technology Plan Verify Draft Strategic Technology Plan Finalize Strategic Technology Plan

Desired Outcomes The STP Products A shared vision for the role of technology within our institution A design document that articulates a vision, mission and principles An ongoing process for guiding our tactical actions

Desired Outcomes Focus Group Sessions To share with you trends in higher education To verify the institutional and department planning efforts To capture the strategic direction of your unit

Higher Ed Trends Planning with focus on mission Growth in demand at Masters and CC Levels Greater and different demand on facilities Accountability and Assessment Funding challenges

Higher Ed Trends Greater technology expectations Increased service expectations More competition for the best students New and non-traditional teaching and learning approaches Faculty and staff transitions

eBusiness …Using technology to change the way business is done Central Data Systems Functional Users Auxiliary Systems Causal Users End Users Other Businesses Government Entities

eLearning …Using technology to enhance teaching and learning Enterprise Course Management Systems Learning Management Systems Shared Learning Objects Library Management Systems Portal

eResearch …Transforming grant acquisition and research execution through the use of technology Opportunity Identification Proposal Development & Tracking Ethics Review CV Database Project Management & Accounting Reporting

eCommunities …Using technology to bring together people with common interests Instant Messaging Chat Rooms Text Messaging Blogs

Infrastructure and Infraservices Privacy and Security Identity Management Business Continuity Ubiquitous Networks

UBC Self Admissions

Old Admission Process 25,000 undergrad applications & staff evaluations 12,000 offers 6,000 registrations minimum of 4 to 8 weeks from application to early offer of admission Even with web applications, this is a lot of work and slow response!

Self-Admission statistics NumberCategoryPercent 10,204Web applications from BC high school students 97% 5,093self reported & self evaluated50% 2,159self admitted42% 1,565wait for May or final grades31% 1,369not admissible27%

This application is central to eStrategy. Its about trusting people. It applies complex rules in real time. It replaces manual approvals with online rules. It makes real-time decision for both students and staff. Richard Spencer Executive Director, eBusiness UBC Self-Admission Impact

Instructional Technology Shared Whiteboard A commonly editable information space Synchronous Group collaboration Every student can participate Shared Whiteboard

Instructional Technology Sims An active simulation Live Every student can control simulation Examples HeatingControl Piston Queues

Instructional Technology Wiki A commonly editable information space Asynchronous Group collaboration Every student can participate Wiki Student Collaboration

Instructional Technology Online concept testing During lecture Synchronous Every student can participate Take a Quiz Results

Instructor View Who invented the telephone?

Geographic Distribution of Answers

Electronic Portfolios interfolio, inc. interfolio, inc. Chronicle of Higher Education

WebCT Usage Stats University of British Columbia

Digital Library UVa Institute for Advanced Technology in the Humanities UVa Institute for Advanced Technology in the Humanities

Break

UVa video

Accenture / UT Austin Video

Planning Documents Fourth Century Initiative Strategic (Institutional) Plan Departmental Plans

Fourth Century Initiative Decreased class size Improved student/faculty ratio Greater opportunities to work with faculty on research projects and internships Financial aid opportunities will be enhanced

Fourth Century Initiative Better student support services in advising, tutoring, career services, student affairs and wellness Expanded on-campus student employment program Increased course offerings

Strategic Plan Goals Goal 1: Strengthen student learning Strategies Ensure the high quality of all undergraduate disciplinary programs. (41) Emphasis on advising/mentoring. (20) Promote the value of a Liberal Arts & Sciences education and its place at the College to ensure that all students understand the value of the liberal arts experience. (17)

Strategic Plan Goals Goal 2: Assure a high quality, diverse, and engaged student body Strategies Improve services to students (careers, counseling, registration, financial, housing) (36) Promote the values of integrity, diversity, civility, and collegiality as integral to curricular, co-curricular, and extracurricular programs. (Sense of Community) (22) Strengthen programs to recruit a high quality and diverse student body. (16)

Strategic Plan Goals Goal 3: Assure high quality and diverse faculty and staff Strategies Improve faculty/staff services and information resources for management (36) Retain high quality and diverse faculty and staff. (34) Recruit high quality and diverse faculty and staff. (18)

Strategic Plan Goals Goal 4: Enhance relationships with constituents Strategies Strengthen appropriate collaborations and partnerships with other educational institutions (including K-12 and post- secondary schools), government, business and industry, community agencies, and friends of the College such as parents and neighborhood associations. (57) Expand graduate and professional programs identified as needed in the region and of strategic importance to the College of Charleston. (11) Promote College cultural and athletic programs that enrich the quality of life for external and internal constituents. (8)

Strategic Plan Goals Goal 6: Improve institutional effectiveness Strategies Link the assessment, planning, and budgeting processes to ensure that results will be used for improvement of services or programs. (28) Increase financial resources to support the institutional mission and goals. (23) Address efficiency and effectiveness of program, process, or plan. (15)

Interactive Session