Strategic Plan for Technology 2010 2015 (Updated) · 2017-03-01 · year action plan for improving...

Strategic Plan for Technology

2010 – 2015

(Updated)

2

Executive Summary ................................................................................................................................................................. 3

Mission, Goals and Initiatives ................................................................................................................................................. 4

Linking Initiatives to Goals ...................................................................................................................................................... 6

Teaching and Learning Objective 1: Evaluate all available options for a learning management system .............................. 7

Teaching and Learning Objective 2: Build more technology-enhanced classrooms and laboratories that address different

levels of need. ......................................................................................................................................................................... 8

Teaching and Learning Objective 3: Active Learning and expanded course offerings to the community ............................ 9

Teaching and Learning Objective 4: Review institutional approach to the development, delivery and support of distance

education. ............................................................................................................................................................................. 12

Teaching and Learning Objective 5: Develop a forum for instructional technology initiatives to be discussed and

evaluated. ............................................................................................................................................................................. 14

Teaching and Learning Objective 6: Develop a mini-grant fund to support the research of new instructional technology

initiatives. .............................................................................................................................................................................. 15

Institutional Objective 1: Review use of Datatel and related technologies......................................................................... 16

Institutional Objective 2: Continue to coordinate and expand technology support services to campus. .......................... 17

Institutional Objective 3: Implement emergency alert system. .......................................................................................... 18

Institutional Objective 4: Use email as official communication method with students. ..................................................... 19

Institutional Objective 5: Explore training models so that faculty and staff can better utilize the programs and

equipment available on campus. .......................................................................................................................................... 20

Institutional Objective 6: Replace existing technology; add new technology where appropriate. ..................................... 21

Institutional Objective 7: Evaluate single sign-on options. .................................................................................................. 22

Institutional Objective 8: Analyze existing Datatel environment and related technologies and upgrade/expand as

necessary to increase efficiency and insure up to date tools and technologies. ................................................................. 24

Three year technology budget .............................................................................................................................................. 25

Appendix A - Survey and results of college community on draft initiatives ......................................................................... 27

Survey form ....................................................................................................................................................................... 27

Survey results summary of all answers ............................................................................................................................. 32

Survey results by employee type ...................................................................................................................................... 40

Most important initiatives ................................................................................................................................................ 42

Appendix B – Datatel Action Plan ......................................................................................................................................... 43

Appendix C - Alignment of initiatives to goals of college’s strategic plan ............................................................................ 49

3

Executive Summary

This is the fifth Strategic Plan for Technology of the County College of Morris. This planning process has supported the

college in integrating technology into all aspects of the institution. The previous plans have focused on what new

technologies need to be introduced to the college. That is also one focus of this plan, but in addition to new

technologies, this plan also highlights the need to review existing technologies, evaluate which technologies need to

continue to be supported and expanded, and points out the need to review areas where the technology should be

modified or no longer supported.

In developing this plan, many areas of the college community were engaged. First, senior faculty and writers of previous

technology plans were consulted to get a sense of what the planning process had been previously. Then the heads and

senior staff of each division of the college were consulted. Next, a team of faculty representing each academic division

was chosen to develop a technology plan. Initially, we created a mission and goals for the plan. After approval by the

President’s Cabinet the team established draft initiatives for the plan. The entire college community was then surveyed

to determine the priorities of the draft initiatives and these initiatives were then refined to be the ones presented in this

plan. The results of the survey are in Appendix A. The team then worked on further defining the selected initiatives and

developing timelines and budgets required to accomplish these initiatives.

The college with the assistance of the Business Services Team from Datatel conducted a review of the college’s

centralized information system Colleague and related technologies. This review resulted in the formulation of a three

year action plan for improving and enhancing the college’s centralized systems. This Action Plan is in Appendix B.

Finally the planning team reviewed the initiatives in this plan to insure alignment with the strategic goals of the college’s

overall Strategic Plan. The two goals supported by this technology strategic plan are Goal II Strengthen Student, Faculty,

and Staff learning and Goal VI – Improve Use of technology. A table linking each initiative to these goals is contained in

Appendix C.

First we present the mission and goals of this plan. After presenting the missions and goals of this plan, next is a table

linking each initiative to the goal it is supporting. A description of each initiative and a projected timeline and budget is

then presented. Finally an overall budget for the entire plan is listed.

Many people played a role in the development of this plan. Senior faculty and developers of the previous strategic plans

helped in giving guidance as to what should be in the plan. Each division of the college helped provide input and

direction to the plan. The team that in the end developed the mission, goals and initiatives of this plan and continue to

support the success of these initiatives through their daily efforts are Nancy Binowski, Assistant Professor Information

Technologies Department, Joan Cook, Director of the Center for Teaching Excellence, Roger Flahive, Chief Information

Officer, Venancio Fuentes, Chair of the Department of Engineering Technologies/Engineering Sciences, James Hart,

Instructor and Coordinator of International Studies Department of Languages & ESL, and Celeste Wayne, Professor

Department of Nursing.

4

Mission, Goals and Initiatives

Mission

Assess existing CCM technologies and procedures for sustainability and effectiveness. Explore, acquire, implement, and support technologies that maximize institutional effectiveness and optimize teaching, learning and the student experience. Address changing technology needs of the College community with a flexible and collaborative approach.

Goals

1. Review use of existing technologies and related business policies and procedures to increase instructional and administrative effectiveness.

2. Develop institutional structure for support of instructional technology.

3. Explore new technologies that support the College's strategic and entrepreneurial initiatives in collaboration with other planning groups on campus.

4. Ensure that newly-adopted technologies are easy to use, easy to access, and adaptable to the College's future

needs.

5. Provide and support technologies that facilitate more effective communication among departments, students, faculty, employees, and the community.

6. Evaluate and implement approaches to improve and expand the virtual experience and increase mobile computing.

7. Explore the use of next-generation tools available to enhance the teaching/learning process (e.g., Internet 2, e-portfolios, Web 2.0 tools).

Initiatives

Teaching and Learning

1. Evaluate all available options for a learning management system.

2. Build more technology-enhanced classrooms and laboratories that address different levels of need.

3. Collaborate with other planning groups in initiatives such as designing flexible spaces conducive to active learning and expanding course offerings to the community through use of distance learning in partnership with local organizations.

4. Review institutional approach to the development, delivery and support of distance education.

5. Develop a forum for instructional technology initiatives to be discussed and evaluated.

6. Develop a mini-grant fund to support the research of new instructional technology initiatives.

5

Institutional

1. Review practices and procedures for the use of Datatel and related technologies college-wide and update as required.

2. Continue to coordinate and expand technology support services to campus.

3. Implement emergency alert system.

4. Use CCM email as official communication method with students.

5. Explore training models so that faculty and staff can better utilize the programs and equipment available on

campus.

6. Replace existing technology that is beyond its usefulness; add new technology where appropriate.

7. Evaluate single sign-on options.

8. Analyze existing Datatel environment and related technologies and upgrade/expand as necessary to increase efficiency and insure use of up to date tools and technologies.

6

Linking Initiatives to Goals

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Review use of existing technologies and related business policies and procedures to increase instructional and administrative effectiveness

√ √ √ √ √ √ √ √ √ √ √ √

Develop institutional structure for support of instructional technology

√ √ √ √ √ √ √ √

Explore new technologies that support the College's strategic and entrepreneurial initiatives in collaboration with other planning groups on campus.

√ √ √ √ √ √ √ √ √ √ √ √

Ensure that newly-adopted technologies are easy to use, easy to access, and adaptable to the College's future needs.

√ √ √ √ √ √ √ √ √

Provide and support technologies that facilitate more effective communication among departments, students, faculty, employees, and the community.

√ √ √ √ √ √ √ √

Evaluate and implement approaches to improve and expand the virtual experience and increase mobile computing.

√ √

Explore the use of next-generation tools available to enhance the teaching/learning process (e.g., Internet 2, e-portfolios, Web 2.0 tools).

√ √ √

7

Teaching and Learning Objective 1: Evaluate all available options for a learning

management system Discussion The use of a learning management system (LMS) for delivery of online and hybrid courses, and as a supplement to face-to-face courses has grown dramatically at CCM. This trend is expected to continue. The current version, Blackboard CE8, has proven to be an unstable product and will eventually be discontinued. Therefore, a new system will need to be selected. The selection of the LMS for CCM needs to reflect careful consideration of multiple factors which include:

ability to migrate current courses intact

difficulty of training

support issues (internal vs. outsourced)

resources needed (purchase additional hardware vs. external hosting)

cost state-wide (consortial pricing and support)

stability of LMS (level of day-to-day problems encountered)

stability of company (cannot chance something that might go out of business)

The College has been able to benefit from participation in two state-wide consortia: NJEDge and NJVCCC (New Jersey Virtual Community College Consortium). Not only does this participation reduce costs as a result of consortial pricing, but the sharing among institutions of research and experience has proven to be invaluable to CCM. As a result of ongoing state-wide discussions considering many of the factors mentioned above, it appears the most viable candidates will be Blackboard Learn 9.1 and Moodle. Activities Timetable Fully evaluate options through vendor presentations, sandbox exploration, piloting with live students, and "LMS user" input and discussion. -- Year 1 Decide if an informed decision can be made. If products under consideration are not fully developed to make an informed decision, consider extending current contract with Blackboard one more year. Negotiate contract (coordinate with other institutions in the state). -- Year 2. Train all faculty using our learning management system along with the pedagogical implications of the tool. -- Year 2. Outcomes and efficiencies The selection of a new LMS will provide a more stable and user-friendly online and supplemental learning environment for both students and faculty. This will attract more faculty and students to online and hybrid course options, especially those students whose lifestyle is accommodated by the flexibility offered by online and/or hybrid courses. With an improved LMS, the College could potentially see increased interest from the community in its online and hybrid courses and experience increased enrollment. In addition, a smoother-running and more trouble-free LMS--especially if support is outsourced--will save money and time by requiring less maintenance and trouble-shooting from in-house support staff. Budget This initiative will continue to be funded from the college’s operating budget and will need no funding from the Technology Fund.

8

Teaching and Learning Objective 2: Build more technology-enhanced classrooms and

laboratories that address different levels of need.

Discussion

The college has started on the project of making all classrooms technologically-enhanced. This project started with the

creation of five so-called ‘high tech’ classrooms which in addition to installed technology had appliance-based lecture

capture capability. Each room cost about $45,000 to create, due to the high level of technology built into each room.

The college then reconsidered what base level of technology was needed and developed a model of creating a basic

infrastructure in a classroom with the capability of expanding the technology as required. This reduced the cost of each

room to $9,100. Two technologies need to be evaluated as to how widespread they should be implemented in the new

model for technology classrooms: Sympodiums and lecture capture, either hardware-based or software-based.

Sympodiums and the newer projector-based annotation method allow the instructor to make notes on what is being

projected to the screen. How many classrooms need to have this capability needs to be evaluated. Lecture capture can

now be performed either through an appliance installed in the classroom or through software that is installed on the

computer. The need for and the method of performing lecture capture need to be evaluated. All rooms being installed

will have the capacity to support these technologies if the need is determined to exist.

Activities Timetable

Continue to build basic technology classrooms. Build an additional seventeen. – Year 1

Evaluate the extent of the need for Sympodiums or projector-based annotation method – Year 1

Determine which lecture capture method is appropriate for CCM and determine extent of need. – Year 1

Continue to build basic technology classrooms. Build an additional 10. – Year 2




Budget

Year 1 – $155,000.

Year 2 – $105,000.

Year 3 – $105,000.

Year 4 – $105,000.

Year 5 – $105,000.

9

Teaching and Learning Objective 3: Active Learning and expanded course offerings to the

community

Discussion - Active Learning Spaces

Among the many priorities of the College, two of the top are education and community. Because these are such important aspects of our mission, they deserve the attention and resources that only campus-wide collaboration can provide. With respect to education, more collaboration needs to occur to promote active learning. Research has shown that this kind of learning provides the most favorable outcomes (Bonwell & Eisen 1991). In order to maximize our students' access to this kind of learning, the campus community should put forth a concerted effort to provide the appropriate spaces in which it can happen. These spaces will rely heavily on technology, and so the development of these spaces is included in the current Strategic Plan for Technology. Among the most important features of an appropriate space are:

Furniture arranged in such a way as to encourage discussion and collaboration

Technology that can serve multiple users (computer terminals/network hook-ups for laptops/available wireless/electrical outlets)

Audiovisual equipment (projector/speakers/DVD & CD player)

"Clickers"

Smart boards

Whiteboard wallpaper

Teaching tablets (instructors can carry them around the room to control the lecture as they teach; tablets can be used by groups of students)

Some models from the University of Arizona:

a. http://www.ilc.arizona.edu/ (http://www.ilc.arizona.edu/features/images/midsizeClass/mid1.htm) b. http://www.pyeinteriors.com/sevendesign_trends.pdf (p. 6) c. http://www.steelcase.com/na/files/f475990f222d4e15b46795cec68b2929/Higher%20Education%20Bro

chure.pdf (p. 5-11)

In order to direct the concerted effort in creating active learning spaces, an interdisciplinary group, committee, or

subcommittee should be created consisting of members from:

The Information Systems

The Center for Teaching Excellence

Faculty

The IT Committee

The CIO

Facilities

This group will have the mission of promoting active learning with a focus on providing the space and technology in

which it can happen.

Discussion - Community

CCP, CTE, and Information Systems should work together to ensure that technology is maximized to expand course offerings to the community. Especially with the easy access that new internet technologies such as Web 2.0, mobile computing, and cloud computing offer, the College's goal of serving its community is more attainable than ever. This task is interdisciplinary and collaborative in nature because it involves outreach, teaching, and technology, and it covers a wide range of programs. A collaborative effort between CCP, CTE, and Information Systems should consider:

http://www.ilc.arizona.edu/

http://www.ilc.arizona.edu/features/images/midsizeClass/mid1.htm

http://www.pyeinteriors.com/sevendesign_trends.pdf

http://www.steelcase.com/na/files/f475990f222d4e15b46795cec68b2929/Higher%20Education%20Brochure.pdf

http://www.steelcase.com/na/files/f475990f222d4e15b46795cec68b2929/Higher%20Education%20Brochure.pdf

10

Expanding existing programs o This includes online course offerings through CCP o Market to stay-at-home parents--take courses from home o Offer training courses to industry and corporations (captures, online)

A potential market exists with a 5-week executive course cycle and local corporations. CCM could offer to administer a corporation's classes; the appropriate technology exists whereby employees would not need to leave their office building.

o Expand number of courses about using technology. Include such topics as: mobile computing cloud computing Web 2.0

Creating new programs o New program for local educators--professional exchange between CCM professors and local K12

teachers could be facilitated through webconferencing or on Blackboard similar to the Summer Institute o Local hospitals: Re-certification/new training programs

Collaborate with other College planning groups with similar goals.

Activities Timetable--Active Learning Spaces

Find niche for and create active learning group -- Year 3

Group establishes mission and plan -- Year 3

Present plan to architect for inclusion in facilities masterplan -- Year 4

Coordinate with classroom furniture group -- Year 3

Design spaces—consultants may be needed -- Year 4

Establish design finalists—possible two designs -- Year 4

Build pilot spaces -- Year 4

Establish an evaluation period as to which design works best -- Year 4

Build more spaces of that design -- Year 5

Train faculty on how to use -- Years 4-5

Activities Timetable--Community Programs

Work with CCP on an ongoing basis to share ideas for beneficial application of new and existing technologies. -- Years 1-3

Reach out to local organizations...what kind of programs do they need? How can technology deliver them? -- Years 2-4

Identify how the role of technology can be expanded in CCP (see above for discussion) -- Year 1; re-evaluate years 2-5

Propose new courses/programs that could expand the role of technology/meet local needs --Years 1-5

Implement new courses

Outcomes and Efficiencies - Active Learning Spaces

Creating a superior classroom learning environment which promotes active learning will facilitate achievement of learning outcomes, and therefore, student success. The result can improve student retention, graduation rates, and the academic reputation of the college. Highly functional learning spaces also contribute to the retention of faculty members. Well-designed learning spaces, in addition to retaining students and faculty, also contribute to the appeal of the college and increase its marketability and competitiveness.

11

Outcomes and efficiencies - Community

Outreach to more markets results in an expanded student base and incorporates more of CCM's community. This builds

ties with local organizations, and promotes a more pervasive awareness of CCM and its capabilities. Finally, expanding

community programs utilizes already-existing technology in our possession, bypassing the need to purchase more

equipment.

Budget

This initiative has more to do with collaboration and coordination among existing groups on campus and as such will not require funding from the technology fund.

12

Teaching and Learning Objective 4: Review institutional approach to the development,

delivery and support of distance education.

Discussion

With the increasing popularity of distance education, online distance learning has become commonplace at CCM as

well. The largest number of enrollments in distance education offerings in 2000-2001 turned out to be in public two-

year institutions, a trend that has continued since then (Pallof & Pratt, 2007). This however presented some challenges

and dilemmas concerning development, delivery, and support of distance education at CCM. Key observations from a

2008-2009 APLU-Sloan National Commission on Online Learning study, include:

Engage senior leadership

Integrate online into institutional planning, academic structure

Review and assess routinely over time

Develop reliable financing mechanisms

Develop adequate and consistent resources for both faculty and students

In order to successfully address these and other issues, CCM needs to identify a clear position in the organizational

structure for the overall management of and strategic planning for and support of Distance Learning. Since online

education is becoming so important to CCM, the planning team believes that all activities related to this initiative need

to be completed within the first year of the plan. The activities are divided into three groupings based upon the

different needs;

1. Development on the college-wide level

2. Delivery of courses

3. Support for distance education

Development on the college-wide level:

Needs

No established structure/plan for development and quality review.

What tools are selected and made available for use

Who gets to use the tools

Back-end facilities (server capacity, redundancy, bandwidth)

Student screening for ability to take online course

Expand marketing approaches for online/hybrid courses

Recommended Activities -- Year 2

1. Identify who should oversee distance education. 2. Develop institutional standards for online course development, review and feedback 3. Identify issues that need to be negotiated. 4. Develop a process to identify/screen students who are most likely to succeed in an online learning environment.

13

Delivery:

Needs

Faculty knowledge and skills; qualifications

Mentoring new instructors

Copyright issues

Review of course

Standards/guidelines


1. Develop Standards/guidelines for faculty training on distance education (pedagogy and technology); include mentoring as part of training.

2. Develop standards/guidelines for course delivery (ex. Maximum amount of students in a course). 3. Develop/identify method of online/hybrid quality review 4. Identify clear guidelines on copyright issues.

Support:

Consistent, full time support for LMS, including weekends/evenings

Online training and support materials.

Helpdesk as clearing house for all tech-related issues; to direct to proper department.


Hire a full-time staff for LMS support including weekends and evenings.

Make available helpful online support materials.

Communicate that Helpdesk is the clearing house for all tech-related issues and will direct calls to appropriate departments.

Outcomes and Efficiencies:

Clear delineation of distance education under the CCM organization.

Offer quality online courses to the community -- adjust format/course length, etc. to meet corporate needs (e.g., 5-week "executive model" classes)

Identify gaps we can fill - non-traditional learners (professionals)

Qualified, trained, online faculty.

Increase enrollments for online courses.

Improve student learning.

Customers/students satisfaction.

Budget

The activities related to this initiative are mainly organizational or review/ creation of policy and do not require funding from the technology fund.

14

Teaching and Learning Objective 5: Develop a forum for instructional technology

initiatives to be discussed and evaluated. Discussion

With the expanded use and continued growth of technology in the classroom the technology planning team believes there is a need for a continual discussion among the faculty involved with the use of technology. Changes to existing technology and adoption of new technologies occur so rapidly that information and knowledge quickly become outdated. Although the Center for Teaching Excellence continues to provide excellent service in introducing and supporting instructional technology, the consensus among the technology planning group is that a more formal group needs to be established so that the discussion on instructional technology occurs in a more organized way. Membership in this group needs to be broadly based so that all academic areas of the college are represented.


The need and format of such a forum should be determined by the academic leadership of the college.

Budget

The activities related to this initiative are organizational and do not require funding from the technology fund.

15

Teaching and Learning Objective 6: Develop a fund to support the research of new

instructional technology initiatives. Discussion

Often in order for development of innovative approaches to instructional technology to occur, funding support needs to be provided for activities including training, attendance at instructional conferences and acquisition of software and hardware. The establishment of a mini-grant fund would help facilitate these efforts more effectively and efficiently. It would allow the fostering of faculty scholarship and research related to technology.

Funding sources internal and external to the college may be available to help faculty incorporate technology advances in their courseware. Possible sources of funds identified include but are not limited to:

CCM Foundation The Institute for Education Sciences, Education and Special Education Research Programs.

http://ies.ed.gov/funding/overview.asp HP Technology for Teaching Grant Initiative.

http://www.hp.com/hpinfo/grants/us/programs/tech_teaching/higher_ed_main.html Sun Microsystems' Academic Excellence Grant Program:

http://www.sun.com/solutions/landing/industry/education/aeg.xml Integraph Education Grant Program: http://www.intergraph.com/education/grant.aspx Symantec:

http://www.symantec.com/about/profile/responsibility/community/index.jsp#philanthropy NSF CCLI: http://www.nsf.gov/funding/pgm_summ.jsp?pims_id=5741

Because funding needs to be managed, guidelines need to be created and an application process would have to be followed before research projects are established. Project proposals should:

Be consistent with CCM's strategic goals;

Explain the benefits to CCM;

Explain the benefits to CCM students;

Describe expected results and outcomes, i.e. is this worth the college's investment? What is the return?

Outcomes and Efficiencies

The projects which are implemented contribute to increasing instructional and institutional effectiveness. Student outcome assessments should be positively affected.

Better quality instruction will increase CCM's prestige and competitiveness.

Providing faculty with the tools to provide home-grown technological solutions for instructional needs may lead to saving money, with benefit of creating customized solutions that are catered to our exact needs.


Establish fund - Year 3

Establish application process - Year 4

Establish oversight process - Year 4

Implement - Year 4

Budget Year 3 - $5,000 Year 4 - $5,000 Year 5 - $5,000

http://www.symantec.com/about/profile/responsibility/community/index.jsp#philanthropy

http://www.nsf.gov/funding/pgm_summ.jsp?pims_id=5741

16

Institutional Objective 1: Review use of Datatel and related technologies.

Discussion

Datatel’s Colleague software package is an enterprise resource planning (ERP) solution designed specifically for higher

education. Datatel’s implementation at County College of Morris of their Colleague system started in 1997 and was

completed in 1999. Since its initial implementation, no formal review of policies and procedures has been conducted.

Also since its original implementation, the college community has failed to fully utilize both the existing or expanded

capabilities of the system. There are some areas of the college where use needs to be expanded. As with any

integrated system, there is a need for a forum for systemic issues to be discussed which affect many areas of the college.

The college undertook a formal review of its Colleague implementation and related systems and the Action Plan

developed is in Appendix B.


As with any integrated system, there is a need for a forum for systemic issues to be discussed which affect many areas of

the college. Pulling in representatives from the different areas of the college to review the policies and procedures for

Colleague needs to be conducted on an on-going basis. General forum meetings for the campus community as a whole

need to be an added outcome for this initiative. These forums would serve as an avenue to solicit input from members

of the community and also serve a means to demonstrate new features of the technology systems on campus. Recently

the Cabinet has included major topics concerning the Colleague system on its agenda and should continue to do so.


Review membership of Student Team group with a view towards making it more of a Colleague Users group – Year 2

Expand faculty use of Colleague by providing professional workshops on the use of the Student Modules of Colleague –

Years 1-5

Provide training on the Student Advisement modules through the office of the Coordinator of Student Advisement –

Year 2

Review of practices and procedures with assistance of Datatel consulting - Year 1, 2

Develop a database of FAQs and how-to guides for Datatel and maintain the documents on the College’s Intranet

Years 1-5

Develop a series of short training sessions Years 3-5

Budget

Year 1 - $ 71,000 Year 2 - $ 25,375 Year 3 - $ 25,375 Year 4 - $ 25,375 Year 5 - $ 25,375

17

Institutional Objective 2: Continue to coordinate and expand technology support services

to campus.

Discussion

The college has been in the process of reorganizing the way technology is supported on campus. The Information

Systems Division now supports all centralized resources as well as the technology in all departments, labs and

classrooms. The Help Desk is now the initial contact point for all technology needs on campus. The review of how

technology support services are provided is continuing. This reorganization has resulted in more effective support for

technology.


Complete review of technology support services and finalize reorganization of Information Systems - Years 1-2.

Determine how best to provide ‘live’ Help Desk support for maximum hours using existing personnel – Year 3.

Formalize service level agreement for support of online learning – Year 3.

Budget

The activities related to this initiative are organizational and do not require funding from the technology fund.

18

Institutional Objective 3: Implement emergency alert system.

Discussion

CCM has directed substantial resources toward providing a safe and secure environment on campus. In addition to the emergency phones and emergency paging system, the college has installed a video surveillance system for all public spaces in all buildings and is planning to expand that system to include outdoor spaces as well. One additional technology that can be installed is an emergency notification system that contacts people through email, text messaging or telephone calls. This is a common technology in K-12, and is becoming increasingly common in higher education, especially as the number of security-related incidents increase on college campuses. This system should only be used to send very time-sensitive messages; other messages should continue to be sent by email.

To implement this technology at CCM, we should subscribe to a hosted service, since CCM does not have the capacity to quickly send out the number of messages such a notification system would generate. NJEDge has agreements in place with three such vendors which are being used by its members. CCM could take advantage of these existing agreements.

A major difference between implementing emergency alert systems in K-12 and higher education is that participation can be mandatory in a K-12 system. People have to opt out if they do not want to receive messages. With a higher education emergency alert system, people cannot be required to participate, but rather must agree to give their contact information; i.e. opt in. If an emergency alert system was implemented at CCM a marketing effort similar to what was needed when implementing the student email system will be required.


Determine if an emergency alert system is a priority at CCM, and if so contract with one of the vendors selected by NJEDge - Year 1.

If emergency alert system is a priority, develop marketing campaign to get students, faculty and staff to opt-in – Year 1.

Develop guidelines for when messages would be sent by system, to insure system is used for true emergencies – Year 1.

Budget

Since CCM would subscribe to a hosted system, there would be no purchase of technology, but rather payment to a vendor for services.

Year 1 – $ 17,500 Year 2 – $ 7,500 Year 3 – $ 7,500 Year 4 – $ 7,500 Year 5 – $ 7,500

19

Institutional Objective 4: Use email as official communication method with students.

Discussion

The use of student electronic mail system offers a convenient, timely, cost-effective, and eco- friendly approach to disseminate college information to students enrolled at County College of Morris. Using Google email, students can expect to receive information about matters including, but not limited to:

Availability of tuition bills on WebAdvisor

Availability of semester grades on WebAdvisor

Step-by-step communication pieces to newly admitted students after receipt of their acceptance letter (which will continue being sent by the mail)

Financial aid reminders and financial aid award

Cancelled classes or changes in meeting time

Reminder of being deleted for non-payment

College-wide programs, services, events, deadline dates etc.

Activities Timetable:

Develop guidelines for the college to require the use the use of the student email system for major forms of communication. – Year 1 Modify existing processes in Datatel to generate email rather than print labels or letters and train users – Year 1 Give faculty ability to email members of their class section – Year 1 Continue to refine processes of populating Colleague with student email address and expanding use of email – Year 2, 3

Budget

Since CCM is eligible to use Google mail for free, there is no purchase of technology.

20

Institutional Objective 5: Explore training models so that faculty and staff can

better utilize the programs and equipment available on campus. Discussion

As opportunities to use technology (facilities, hardware and software) to enhance the effectiveness of the institution increase, the importance of providing appropriate and timely training increases as well. Current successful practices should be continued: workshops, courses, Summer Institutes, discussion forums, mini-conferences, department-specific opportunities, Blackboard users meetings, poster sessions, large-group presentations, speakers, and web conferences.

To meet the growing need of technology training, several new approaches should be explored:

1. Conduct forums in which the college community discusses the direction/nature of higher education and the role of technology

2. Increase opportunities for sharing best practices 3. Use a train the trainer approach to train a group of faculty to provide consistent support for our learning

management system (LMS) 4. Create a mentoring program to enhance the use of technology to improve teaching and learning 5. Offer online/hybrid training courses that faculty teaching in these formats must complete and demonstrate

understanding of appropriate pedagogy as well as use of the LMS tool. 6. Develop a group of fully trained staff members who are active users to act as "go-to" resource people for

applications like Excel and Access 7. Provide online workshops/tutorials for professional development to increase flexibility and accommodate busy

schedules.


The implementation of new training programs will create a more technology-conscious faculty and staff. As a result, faculty and staff will be more likely to use the technology resources they have available to them. The College will benefit from this knowledge through increased teaching and administrative effectiveness. Quicker and cheaper solutions to paper-based systems will be realized with staff members using the technology they have available to them. Students will benefit from the flexibility and support that technology can bring to the learning experience. In addition, a more tech-savvy faculty will help give the College a reputation for being at the forefront of technology and education.

Activities Timetable (current practices continue throughout):

Year One # 1, 4, 9, 10 Year Two # 2, 3, 5, 6, 7 Year Three Evaluate and modify as needed.

Budget Resources will need to be dedicated to compensate people running additional workshops and also to send selected staff to training in order to become "go-to" resource people. Year 1 – $ 5,000 Year 2 – $ 5,000 Year 3 – $ 5,000 Year 4 – $ 5,000 Year 5 – $ 5,000

21

Institutional Objective 6: Replace existing technology; add new technology where

appropriate.

Discussion

Graduating students from County College of Morris need to be computer literate and technologically savvy. Students

need to be able to access technology both in and out of the classroom that will enhance their educational experience

and ensure that they are familiar with the technology that is used in their field of study. Academically this means that

campus technology needs to be up-to-date, and obsolete technology needs to be removed.

In order to maintain an efficient college environment, technology in support areas on campus also needs to be capable

of supporting the college’s mission. This means that we must replace technology that is still needed, but also

discontinue the use of technology which is no longer needed or necessary.

Technology needs for the college fall into two distinct categories. The first comprises technology that has a college-wide

impact (i.e. computers) and the second comprises specialized technology that only affects isolated areas of the campus,

impacting a particular department or area of the college (i.e. photo processing equipment for Visual Arts as an example).


Develop and publicize a clear consistent policy and process for the replacement or elimination of existing technology –

Year 1

Develop and publicize a clear consistent process for the approval of college-wide new technology. – Year 1

Develop and publicize a clear consistent process for the approval of departmental new technology. – Year 1

· Departments should have the flexibility to acquire technology that might serve a specialized area of the

college but the process must also include a cooperative environment whereby shared or common

technology can be purchased.

· Developing a technology assessment report as part of the long term strategic planning for the

department/division should also be considered.

Continue process of replacing needed technology as it becomes obsolete. – Year 1-5

Budget

These costs are just for technology that is not included in other areas of the plan.


22

Institutional Objective 7: Evaluate single sign-on options.

Discussion

As the use of technology in education becomes increasingly prevalent, colleges are finding themselves confronted with

an ever-growing number of internet applications for students, faculty, and administrators. Members of the CCM

community, for example, currently have multiple points of access that require different usernames and passwords.

Students access at least three different websites: WebAdvisor, CCM email, and Blackboard/WebCT. In addition to

WebAdvisor and Blackboard/WebCT, faculty and staff may also access Spider, Datatel and their desktop computers.

Often, multiple points of access discourage users from using technology, frustrate them by asking them to remember

another password, or cause them to write down their access information, hindering security. A possible solution is a

single sign-on option, which would allow the campus community to enter one username and password to access all

online resources/applications inside and (outside) the campus. Already, 82% of campuses nationwide are employing

some kind of portal to help consolidate and manage their internet applications, 35% of which within the past 1-3 years

(the portal, v.2, 2, http://cnav.gettysburg.edu/portal/newsletter/fall2009/fall2009.pdf). CCM should consider this

growing trend and investigate obtaining a single sign-on option of its own.

The reduction in the number of access points will lead to less user frustration; as a result, site visitation for WebAdvisor,

Blackboard/WebCT, and CCM-provided student email has the potential to increase. In addition, by reducing the number

of access points, users will be discouraged to write down their passwords or contact the help desk for lost or forgotten

passwords. IT will experience less workload for account management and computer systems will be more secure.

Overall, the efficiencies provided by a single sign-on option support the College's goal of encouraging more widespread

use and acceptance of campus computing and maintaining campus security. In addition, depending on the type of

single-sign on option chosen, the College will also have a tool for inter-departmental and cross-campus collaboration.

Systems like ActiveCampus offer portals that act like mini-LMS systems and integrate with Sharepoint.

There are a number of single sign-on options available. A preliminary search has yielded (*denotes a particularly

interesting option):

OpenID - http://openid.net

Non-proprietary and completely free

Flexible/dynamic because it is open-source

might need someone who knows how to program—IT could potentially not support it

potentially not compatible with our google student email Shibboleth - http://shibboleth.internet2.edu

developed in an open and participatory environment, freely available, and released under Apache Software License

used by universities

CA Single Sign-On (former name: eTrust Single Sign-On) - http://www.ca.com

by CA Transforming IT management

also acquired netegrity SSO Evidian Enterprise SSO - http://www.evidian.com/iam/enterprise-sso/index.htm

http://openid.net/

http://shibboleth.internet2.edu/

http://www.ca.com/

http://www.evidian.com/iam/enterprise-sso/index.htm

23

*uPortal - http://www.jasig.org/uportal

open-source

specifically designed for higher education

*Datatel/ActiveCampus (Sharepoint)

integrates with Colleague

Has some components of an LMS, and is compatible with Moodle

streamlines registration by leveraging Sharepoint server, taking the load off of WebAdvisor

Has tools that encourage campus-wide inter-departmental collaboration

http://www.datatel.com/products/products_a-z/portal.cfm

A single sign-on option for CCM must:

interact smoothly with our current systems

be reasonably-priced

be user-friendly

be secure & ensures privacy

be from a financially-secure company

Activities timetable

Survey faculty, staff, students--use their input to help guide us in selecting the SSO which is the best fit - year 3 Investigate what other kind of SSOs other campuses are using (through NJEdge and the Consortium) - year 3 Create a list of criteria with which to investigate a SSO that best fits our needs - year 3 Investigate different SSO providers - year 4 Pilot two finalists SSOs - year 4 Decide on and implement SSO provider – years 4-5

Budget

The budget for this initiative cannot be determined at this time, as it depends on how extensive a solution CCM decides to pursue. A solution like Shibboleth would have minimal implementation costs and is in fact currently being used by CCM to authenticate to a statewide NJEDge initiative. If CCM decides that a full-blown portal such as the one described above from Datatel should be implemented, the costs would be substantial and are included in Initiative 8 below.

http://www.jasig.org/uportal

http://www.datatel.com/products/products_a-z/portal.cfm

24

Institutional Objective 8: Analyze existing Datatel environment and related

technologies and upgrade/expand as necessary to increase efficiency and insure up

to date tools and technologies.

Discussion

The use of an enterprise resource planning (ERP) system is a major investment for any institution. In order to insure that

the resource is used most effectively, it is necessary to continually evaluate not only how the tool is being used, but also

if there are additional capabilities that need to be added to continue to maximize its usefulness. In addition, there is a

cyclic need to replace the infrastructure supporting the ERP so that the system continues to perform as needed.

When Colleague was implemented at CCM it mainly served to support the operations of various offices. Since then, the

need has grown to be able to analyze the information stored in the Colleague database to help the college make

decisions. Currently there are no tools which will allow offices to do this, and they need to rely on either the standard

reports provided by Colleague or the development of custom reports by Information Systems. To be able to fully utilize

the information stored in Colleague, an industry-standard reporting tool needs to be implemented to help create a

flexible decision support capability and executive information system.

Another major change in the way that Colleague is now utilized is in the use of Webadvisor. Students can now register,

pay bills and look up information themselves eighteen hours a day rather than wait in lines during business hours. The

next expansion of access to Colleague and seamless use of the other online systems students use is through the

implementation of a portal which will give students a single point of access to their information, online learning system,

email and other information sources through a common web interface.

The infrastructure supporting Colleague is approaching the end of its lifecycle and will need to be replaced. This is a

good opportunity to take advantage of the new capabilities Colleague now has due to Datatel’s partnership with

Microsoft and replace the current proprietary database with an industry-standard one, SQL Server by Microsoft. By

doing so CCM will not only expand what tools CCM can use with Colleague, but also move from a UNIX-based hardware

platform to a much more cost-effective Windows-based platform. Replacing the obsolete hardware with current INTEL-

based servers will quickly recover the costs of migrating the database and provide CCM with vastly greater flexibility for

ongoing support and future options.

Activities timetable

Implement an end-user reporting tool. – Years 1-2

Implement new web-based user interface. – Year 3

Begin migration to SQL Server and plan replacement of hardware – Years 3-4

Evaluate use of portal – Years 4-5

Budget


25

Five year technology budget

Total three year budget - $ 3,446,500

Year 1

Initiative Budget Build more technology-enhanced classrooms and laboratories that address different levels of need $ 155,000 Review use of Datatel and related technologies $ 71,000 Implement emergency alert system $ 17,500 Explore training models so that faculty and staff can better utilize the programs and equipment available on campus

$ 5,000

Replace existing technology; add new technology where appropriate $ 415,000 Analyze existing Datatel environment and related technologies; upgrade/expand as necessary $ 177,000

Total Budget – Year 1 $ 840,500

Year 2

Initiative Budget Build more technology-enhanced classrooms and laboratories that address different levels of need $ 105,000 Review use of Datatel and related technologies $ 25,375 Implement emergency alert system $ 7,500 Explore training models so that faculty and staff can better utilize the programs and equipment available on campus

$ 5,000



Year 3

Initiative Budget Build more technology-enhanced classrooms and laboratories that address different levels of need $ 105,000 Develop a mini-grant fund to support the research of new instructional technology initiatives $ 5,000 Review use of Datatel and related technologies $ 25,375 Implement emergency alert system $ 7,500 Explore training models so that faculty and staff can better utilize the programs and equipment available on campus

$ 5,000



26

Year 4


$ 5,000



Year 5


$ 5,000



27

Appendix A - Survey and results of college community on draft initiatives

Survey form

Survey for Technology Strategic Plan

Please select a number between 1 and 5 for EACH of the following items, indicating, in your opinion, the initiative’s relative

importance for consideration in the Technology Plan, with ‘1’ indicating a high need or priority and ‘5' for what you believe is a

low need or priority. Numbers may be repeated as often as needed.

If you have no opinion on any particular item, feel free to not make any selection.

* Required

First, tell us your role at CCM. *

Full-time faculty Adjunct faculty Staff

1. Evaluate all available options for a learning management system. Blackboard is our current learning management system

used for distance learning and to supplement traditional face-to-face courses. The current system will go through major changes

during the next year. We will need to evaluate the best tool for CCM to use.

1 2 3 4 5

High need or priority

Low need or priority


1 2 3 4 5



3. Collaborate with other planning groups to design flexible spaces conducive to active learning.

1 2 3 4 5



28

4. Explore various lecture capture methods.

1 2 3 4 5



5. Review institutional approach to the development, delivery and support of distance learning.

1 2 3 4 5




1 2 3 4 5



7. Develop a grant system in support of the development of new instructional initiatives.

1 2 3 4 5



8. Explore educational use of mobile and Web 2.0 technologies. Web 2.0 technologies (sometimes referred to as the "read-

write" web) are those that are easy to use and highly interactive (blogs, wikis, social networks, virtual worlds, online concept-

mapping tools, etc.).

1 2 3 4 5



29

9. Explore e-portfolios and personal learning environments. An e-portfolio is a tool that allows students to compile and share

demonstrations of their abilities (usually in the form of artifacts self-selected as their best work) and a platform for self-

expression. Personal Learning Environments are systems that help students become active learners.

1 2 3 4 5



10. Organize a Datatel User group as a forum for Datatel topics.

1 2 3 4 5




1 2 3 4 5



12. Evaluate and support expanded faculty use of Datatel/WebAdvisor.

1 2 3 4 5



13. Implement an emergency alert system.

1 2 3 4 5




1 2 3 4 5



15. Explore training models so that faculty and staff can better utilize the programs and equipment available on campus.

1 2 3 4 5



30


1 2 3 4 5



17. Explore opportunities to expand course offerings to the community through use of distance learning and in partnership with

local organizations.

1 2 3 4 5



18. Evaluate single sign-on options. Set up a portal where students, faculty, and staff can sign in once and access any CCM

password-protected content.

1 2 3 4 5



19. Evaluate the benefits of providing web space for faculty, staff, and students.

1 2 3 4 5



20. Review practices and procedures for the use of technology in administrative offices and update as required.

1 2 3 4 5



21. Implement user-based reporting tool for Datatel.

1 2 3 4 5



31

22. Evaluate moving Datatel from its current proprietary environment to a commercial fully-relational database environment. This

would increase options and flexibility for the college.

1 2 3 4 5



23. Explore expanded use of virtualization both in storage strategies and desktop implementation.

1 2 3 4 5



24. Pursue state certification of Image Now, a paperless document management system, and expand use after certification.

1 2 3 4 5



Of the proposed initiatives listed above, which five do you consider to be the most important to include in the technology plan?

Please share any comments or add any initiatives we may have missed.

Submit

32

Survey results summary of all answers First, tell us your role at CCM.

Full-time faculty 46 34%

Adjunct faculty 26 19%

Staff 67 49%

People may select more than one checkbox, so percentages may add up to more than

100%.

1. Evaluate all available options for a learning management

system.

1 - High need or priority 55 43%

2

32 25%

3

26 20%

4

7 6%

5 - Low need or priority 7 6%



2

30 23%

3

25 19%

4

9 7%


3. Collaborate with other planning groups to design flexible spaces conducive to active learning.


2

39 30%

3

34 26%

4

8 6%


33

4. Explore various lecture capture methods.


2

38 30%

3

36 28%

4

16 13%


5. Review institutional approach to the development, delivery and support of distance learning.


2

43 34%

3

32 25%

4

6 5%




2

37 29%

3

43 34%

4

10 8%


34

7. Develop a grant system in support of the development of new instructional initiatives.


2

30 23%

3

41 32%

4

13 10%


8. Explore educational use of mobile and Web 2.0 technologies.


2

39 31%

3

29 23%

4

21 17%


9. Explore e-portfolios and personal learning environments.


2

27 22%

3

43 34%

4

25 20%


35

10. Organize a Datatel User group as a forum for Datatel topics.

1- High need or priority 23 18%

2

29 23%

3

30 24%

4

24 19%




2

34 26%

3

24 18%

4

3 2%


12. Evaluate and support expanded faculty use of Datatel/WebAdvisor.


2

41 33%

3

31 25%

4

9 7%


36

13. Implement an emergency alert system.


2

31 24%

3

29 22%

4

12 9%




2

39 30%

3

23 18%

4

6 5%


15. Explore training models so that faculty and staff can better utilize the programs and equipment

available on campus.


2

46 35%

3

29 22%

4

8 6%


37



2

35 26%

3

18 13%

4

1 1%


17. Explore opportunities to expand course offerings to the community through use of distance learning

and in partnership with local organizations.


2

44 34%

3

33 26%

4

12 9%


18. Evaluate single sign-on options.


2

33 26%

3

31 24%

4

11 9%


38

19. Evaluate the benefits of providing web space for faculty, staff, and students.


2

35 27%

3

44 34%

4

18 14%


20. Review practices and procedures for the use of technology in administrative offices and update as required.


2

44 34%

3

38 29%

4

14 11%


21. Implement user-based reporting tool for Datatel.


2

31 26%

3

43 36%

4

10 8%


39

22. Evaluate moving Datatel from its current proprietary environment to a commercial fully-relational database

environment.


2

26 21%

3

46 37%

4

14 11%


23. Explore expanded use of virtualization both in storage strategies and desktop implementation.


2

27 22%

3

53 43%

4

15 12%


24. Pursue state certification of Image Now, a paperless document management system, and expand use

after certification.


2

31 25%

3

34 27%

4

13 10%


40

Survey results by employee type

Grouped by type Response Breakdown Question 1 Question 2 Question 3 Question 4 Question 5 Question 6

Faculty % of Ones 50% 63% 35% 20% 24% 24%

% of Twos 20% 13% 28% 33% 36% 28%

% of Threes 23% 13% 17% 20% 29% 33%

% of Fours 2% 7% 2% 11% 9% 4%

% of Fives 5% 4% 17% 17% 2% 11%

Staff % of Ones 42% 48% 34% 12% 47% 21%

% of Twos 32% 19% 27% 29% 36% 26%

% of Threes 14% 24% 29% 33% 15% 37%

% of Fours 5% 5% 7% 14% 0% 12%

% of Fives 7% 3% 3% 12% 2% 4%

Adjunct Faculty % of Ones 38% 20% 13% 22% 26% 25%

% of Twos 21% 48% 38% 26% 26% 38%

% of Threes 29% 16% 33% 30% 39% 25%

% of Fours 8% 12% 13% 13% 9% 4%

% of Fives 4% 4% 4% 9% 0% 8%


Faculty % of Ones 33% 15% 16% 13% 54% 24%

% of Twos 26% 26% 22% 15% 20% 26%

% of Threes 20% 17% 40% 26% 11% 24%

% of Fours 11% 20% 13% 20% 4% 7%

% of Fives 11% 22% 9% 26% 11% 20%

Staff % of Ones 29% 15% 12% 22% 50% 27%

% of Twos 19% 31% 16% 33% 27% 41%

% of Threes 43% 31% 37% 19% 22% 21%

% of Fours 7% 16% 26% 17% 2% 7%

% of Fives 2% 7% 9% 9% 0% 4%


% of Twos 30% 45% 38% 16% 38% 26%

% of Threes 26% 14% 14% 32% 21% 37%

% of Fours 17% 9% 14% 26% 0% 11%

% of Fives 4% 18% 10% 11% 8% 5%

41


Faculty % of Ones 45% 27% 26% 65% 27% 27%

% of Twos 20% 33% 37% 20% 24% 27%

% of Threes 18% 24% 15% 13% 29% 20%

% of Fours 9% 7% 13% 0% 9% 9%

% of Fives 7% 9% 9% 2% 11% 18%

Staff % of Ones 40% 46% 32% 63% 25% 42%

% of Twos 27% 31% 40% 27% 35% 23%

% of Threes 23% 17% 27% 10% 27% 25%

% of Fours 8% 3% 2% 0% 12% 8%

% of Fives 2% 3% 0% 0% 2% 2%


% of Twos 25% 25% 21% 39% 55% 32%

% of Threes 25% 4% 17% 22% 14% 27%

% of Fours 13% 4% 4% 4% 5% 9%

% of Fives 0% 13% 4% 0% 0% 0%

Grouped by type

Response Breakdown Question 19 Question 20 Question 21 Question 22 Question 23 Question 24

Faculty % of Ones 24% 18% 9% 20% 9% 11%

% of Twos 20% 31% 13% 20% 13% 11%

% of Threes 36% 29% 44% 39% 44% 39%

% of Fours 11% 16% 13% 11% 18% 16%

% of Fives 9% 7% 20% 9% 16% 23%

Staff % of Ones 8% 30% 26% 28% 22% 37%

% of Twos 34% 38% 40% 20% 31% 33%

% of Threes 31% 26% 23% 33% 40% 17%

% of Fours 19% 7% 4% 8% 5% 7%

% of Fives 8% 0% 7% 10% 2% 7%


% of Twos 27% 29% 12% 22% 19% 32%

% of Threes 36% 38% 53% 44% 48% 32%

% of Fours 9% 14% 12% 22% 14% 11%

% of Fives 9% 0% 12% 0% 10% 11%

42

Most important initiatives

No. Question People

selecting

2 Build more technology-enhanced classrooms and laboratories that address different levels of need. 23

1 Evaluate all available options for a learning management system. 21

5 Review institutional approach to the development, delivery and support of distance learning. 17

16 Replace existing technology that is beyond usefulness; add new technology where appropriate. 17

11 Continue to coordinate and expand technology support services to campus 16

14 Use CCM e-mail as official communication method with students. 16

13 Implement an emergency alert system. 15

15 Explore training models so that faculty and staff can better utilize the programs and equipment available on campus. 11

7 Develop a grant system in support of the development of new instructional initiatives. 10

3 Collaborate with other planning groups to design flexible spaces conducive to active learning. 9

12 Evaluate and support expanded faculty use of Datatel/WebAdvisor. 9

18 Evaluate single sign-on options. 9

24 Pursue state certification of Image Now, a paperless document management system 9

6 Develop a forum for instructional technology initiatives to be discussed and evaluated. 8

19 Evaluate the benefits of providing webspace for faculty, staff and students. 8

21 Implement user-based reporting tool for Datatel. 7

22 Evaluate moving Datatel from its current proprietary environment to a commercial fully-relational database environment. 7

8 Explore educational use of mobile and Web 2.0 technologies. 6

9 Explore e-portfolios and personal learning environments. 5

17

Explore opportunities to expand course offerings to the community through use of distance learning and in partnership with local organizations. 5

20 Review practices and procedures for the use of technology in administrative offices and update as required. 5

23 Explore expanded use of virtualization both in storage strategies and desktop implementation. 5

4 Explore various lecture capture methods. 4

10 Organize a Datatel User group as a forum for Datatel topics. 4

43

Appendix B – Datatel Action Plan

Datatel Optimization Project Below represents the recommended timeline for the larger projects that support the overall Datatel Optimization Project. These recommendations are based on Datatel's experience working with Clients through this process, considerations of the budget and resources available at the institution, and the priorities as defined by the offices during the discovery meetings onsite.

Phase 1: July 2010 - June 2011

Jun-10 Sep-10 Dec-10 Mar-11 May-11 Aug-11 Nov-11 Feb-12 May-12 Aug-12 Nov-12 Feb-13 May-13

Resource 25

Colleague Optimization Consulting

Process Reengineering

Reporting & Operating Analytics

Migrate to UI 4.0

Online Self Service

Retention Alert

Migrate to SQL

Comm Mgmt Optimization

e-Commerce

Corporate & Community Programs

e-Advising

Datatel Portal

Assignment Contracts

Workflow - ST

Workflow for HR

Web Time Entry

44

Initiative Estimated

# of Days Initiative Focus / Benefits

Resource 25 - Project in progress to effectively manage resources and scheduling.

Colleague Optimization Consulting 4.5

* Datatel best practices consulting focused on the following areas: - Automation of Test Score Import - Improve management and access to Teacher Education Data - Improve management and access to Challenger - R2T4 and SAP setup review - Tweak Degree Audit to ensure accurate information - Implement Waitlisting - Financials consulting on Blanket POs All topics detailed in the Discovery visit notes.

Process Reengineering 10

Work to be provided through Datatel's Center for Institutional Effectiveness. * Facilitate the work of process improvement teams to build team effectiveness and strengthen the design and delivery of services in a specific area of concern, resulting in improved, measurable outcomes on 1 or 2 processes.. * Process facilitation examines the fundamental infrastructure of an institution or work unit and provides the necessary tools to improve the way your institution conducts business. Process Reengineering focus includes: - Advising - Withdrawal process - Grading Process - Registration and Deregistration - Assignment Contracts Creation - Corporate and Community Programs * Process facilitation training for a group of individuals on campus to perform future process reengineering on campus. Additional topics to be determined through further discussion

Datatel Reporting & Operating Analytics + Student and Financial Aid Dashboards

47

* Datatel Dashboards provide real-time information that can lead to detailed analysis in the drill down view, displaying essential business factors such as course cost and revenue/expenses comparing this year to last, and ensure that this information is available to the right people, at the right time. * The ad-hoc reporting tool has simple drag and drop functionality to build, customize, and modify reports and report templates delivered by Datatel written for an end user to understand. * Consolidate information from disparate sources across the institution for reporting needs. Fixed price elearning offerings are not discountable.

45

Migrate to UI 4.0 Self Paced Training

* Integrated with your existing photo repository * Search for tasks rather than mnemonics * Bring a person/group of people into context and move that set of people from form to form to accomplish your job. * Access Colleague through the Web.

Online Self Service -- * Rollout online self-service for the following areas:- PayAdvice- Total Compensation- Address Change (Employees and Staff)- W2 online- Transcript Request- Enrollment VerificationsProject can be done internally.

Retention Alert 13 * Track and monitor at-risk students through Colleague triggered alerts based on predetermined scenarios, or manual triggers such as those from an instructor or advisor. * Track the progress and overall results of the College's efforts.

Consulting: Contingency Allocation

8 Additional consulting to be provided as needed

Success Partners Project Coordination

Duration: 12 months

Remote project coordination services for 3 hours per month for this phase of the project.

Phase 1 Total 83

46

Phase 2: July 2011 - June

2012



Migrate to SQL 35

* SQL provides a scalable hardware solution for long term strategic goals * Opens up access to additional reporting tools * Decreases cost of hiring computing support in IT. Services are estimate only and will be scoped in detail with the services team.

Communications Management Optimization

7

* Automate correspondence with rules * Save postage costs through email communications * Fully track incoming and outgoing documents for full history of student and staff contact * Provide access through the web of communication and application status online * Potential to save nearly 125 days / year on creation of Corporate and Community Program Certificates. *Ex. Admissions letters following campus tours, bill reminders, Advising emails, HR communications, deregistration and other registration communications, etc.

e-Commerce 0.5 * Provide e-check functionality for student refunds * Recommend evaluating Official Payments as a partner

Corporate and Community Programs

6

* Reduce redundancy, increase productivity, and dramatically improve student satisfaction through a fully functioning and integrated Corporate and Community Programs. * Services include Colleague for Continuing Education Training and Strategic Planning and Discovery sessions to ensure full functionality is reviewed and key aspects are setup and running sufficiently on campus.

e-Advising 5

* Provides tools that allow for varying advising needs and approaches, depending on programs * Allows for the accurate forecast of course demand and the allocation of the appropriate resources * Monitors students’ curriculum progress throughout their education * Allow student registration driven by the Student Course Plan or by the Degree Audit Program Evaluations This services estimate assumes Degree Audit is fully setup with all calendar year information.

47

Datatel Portal 37

* Single point of access for everyone across the institution for self service and online one stop shopping. * Collaboration tools, customized communications based on user log in, access to Colleague, email, calendaring, and web services, * Result in greater efficiency, improved teamwork, and increased job satisfaction with staff.

Consulting: Contingency Allocation 3 Additional consulting to be provided as needed


Duration: 12 months


Phase 2 Total 58.5

48

Phase 3: July 2012 - June

2013



Assignment Contracts 4

* Utilizing information in both the ST and HR systems, Colleague can track and evaluate faculty workload based on actual assignments in the ST system. * Faculty payments such as overload and adjunct faculty can be automated * Will support long term business continuity provided cross training occurs

Workflow - ST 7

* Automate and track communications between offices * Improve management and security of data. Ex. Managing a student withdraw, removing AR holds, application entry process, course creation process, etc. Services include Quick Start program to setup 1-2 workflows with the College and teach staff how to write and maintain future workflows.

Workflow for HR 3

* Improve data integrity and accountability of data within Colleague. * Develop standardize workflows for managing key data in the system including new hire processing, terminations, status changes, salary changes, etc. Services assume QuickStart program completed.

Web Time Entry 3

* Provides employees and student workers ability to submit and view time history, leave, and accrual balances online * Supervisors have ability to view, approve, and change time cards before submission to payroll office.

Consulting: Contingency Allocation

4 Additional consulting to be provided as needed


Duration: 12 months


Phase 3 Total 21

49

Appendix C - Alignment of initiatives to goals

of college’s strategic plan

Evalu

ate

all a

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on

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ild

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re t

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iffe

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ith

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itia

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on

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itia

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ate

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ata

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ies c

oll

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ate

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ate

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up

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rt s

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am

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s

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ial

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mm

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be

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s.

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lace e

xis

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ech

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lne

ss

; ad

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ne

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ech

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here

ap

pro

pri

ate

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ate

sin

gle

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n-o

n o

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on

s

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aly

ze e

xis

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g D

ata

tel

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vir

on

men

t an

d r

ela

ted

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ies

an

d u

pg

rad

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xp

an

d a

s n

ecessary

to

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ase e

ffic

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cy a

nd

in

su

re u

se o

f u

p t

o d

ate

to

ols

an

d t

ech

no

log

ies.

Strategic Goal #2-Strategic Objective # 2:

Practice Integrative and Applied Learning √ √ √ √ √

Strategic Goal #2 Strategic Objective #3:

Develop alternative delivery of courses and academic programs √ √ √


Strengthen Faculty Development √ √ √ √


Improve faculty and staff knowledge of and access to CCM policies and

procedures

√ √ √ √


Ensure that faculty and staff have the knowledge and skills to support

students’ use of technology

√ √ √ √ √


Investigate new technologies and applications to improve teaching and

student learning

√ √ √ √ √ √ √


Use technology to increase efficiencies and reduce costs √ √ √ √ √ √


Investigate delivering existing academic programs online √ √ √


Identify ways to “humanize” technology-based experiences √ √ √ √ √ √ √ √

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