college of charleston strategic technology planning phase 1 fall 2003
TRANSCRIPT
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College of CharlestonStrategic Technology Planning
Phase 1
Fall 2003
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Novell video
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Strategic Technology Plan
An opportunity A multi-year plan A campus-wide initiative A guide for future decisions
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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
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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
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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
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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
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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
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Higher Ed Trends
Planning with focus on mission Growth in demand at Master’s and CC
Levels Greater and different demand on facilities Accountability and Assessment Funding challenges
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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
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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
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eLearning …Using technology to enhance teaching and learning
Enterprise CourseManagement Systems
LearningManagement Systems
Shared Learning Objects
LibraryManagement Systems
Portal
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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
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eCommunities …Using technology to bring together people with common interests
Instant Messaging Chat Rooms Text Messaging Blogs
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Infrastructure and Infraservices
Privacy and Security Identity Management Business Continuity Ubiquitous Networks
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UBC Self Admissions
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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!
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Self-Admission statistics
Number Category Percent
10,204 Web applications from BC high school students
97%
5,093 self reported & self evaluated 50%
2,159 self admitted 42%
1,565 wait for May or final grades 31%
1,369 not admissible 27%
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This application is central to eStrategy. It’s 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 SpencerExecutive Director, eBusiness
UBC
Self-Admission Impact
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Instructional TechnologyShared Whiteboard
A commonly editable information space Synchronous Group collaboration Every student can participate Shared Whiteboard
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Instructional TechnologySims
An active simulation Live Every student can control simulation Examples
HeatingControl Piston Queues
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Instructional TechnologyWiki
A commonly editable information space Asynchronous Group collaboration Every student can participate Wiki Student Collaboration
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Instructional TechnologyOnline concept testing
During lecture Synchronous Every student can participate Take a Quiz Results
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0
5
10
15
20
25
30
35
A. Horn B. Bell C. Gong D. Drum E. None ofthe above
Frequency
Instructor ViewWho invented the telephone?
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Instructor ViewWho invented the telephone?
Geographic Distribution of AnswersHorn
Susan SmithBell
Joe MantanaBell
Pat AldersonGong
Fred BrooksHorn
Ashley Sneed
BellShantell Gant No student
BellJesse O'Shea
HornHarry Picot No student
BellMark Groen
BellGreg Pullen
BellJen Johnson
BellKelly Smith
BellDavid Wooton
BellBlake Ugron
BellMichelle Arriel
BellGeorge Gordon
BellMark Lyons
BellJames Wells
No student
BellAdam Drodhaus
BellCharles Sanley No student
BellStanley Glaze
BellCaroline Dey
NoneTony Say
BellAntony Lemond
BellMan Debrant
BellCourtney Sticks
BellSarah Rose
BellPeter Rains
BellRobert Bowman
BellTrakeyla Parks No student
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Electronic Portfolios
interfolio, inc. Chronicle of Higher Education
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WebCT Usage Stats
University of British Columbia
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Digital Library
UVa Institute for Advanced Technology in the Humanities
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Break
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UVa video
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Accenture / UT Austin Video
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Planning Documents
Fourth Century Initiative Strategic (Institutional) Plan Departmental Plans
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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
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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
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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)
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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)
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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)
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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)
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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)
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Interactive Session