The Information Technology Planning Council
The Information Technology
Planning Council
“
Strategic planning for information
technology must be based on three fundamental tenets:
(1) information technology is a
strategic institutional asset;
(2) information technology is an essential resource for learning,
teaching, research, and community partnerships;
(3) information technology is vital to the effective operation of the
institution.
The IT strategic plan must be presented and accepted as the
institution’s plan, not as the IT division’s plan, and it must have
executive commitment and leadership. Development of the IT strategic
plan must be an ongoing process that involves all constituent groups in
the planning and prioritizing processes. It is imperative to look to
the future in an attempt to avoid technologies that may lead to a dead
end or to significant lock-in and high switching costs.
Key issues that must be addressed include the following:
- Does the IT strategic planning and budgeting process align with
the institution’s strategic planning and budgeting process? How are
conflicting priorities resolved?
- Does the IT strategic planning process align with the academic
strategic plans and the stated vision and mission of the institution?
Is adequate time allowed to prepare for emerging technologies?
- Does the IT strategic plan align with the defined goals and
objectives and the key performance indicators (metrics) of the
institution? Is there a defined process for assessing, maintaining, and
modifying the plan as needed?
- Are the goals and objectives of the IT strategic plan realistic?
If there are significant obstacles to achieving the goals and
objectives of the plan, how are these objectives overcome? Are critical
or new skills required to meet the goals and objectives?
- Are all stakeholders involved in the IT planning process? Have IT
steering committees or advisory committees been established to
contribute to the planning process?
- Does the IT strategic plan provide a framework for efficient and
effective services to the students, faculty, and staff?
- Has an assessment been performed to delineate the current IT
environment? Have new IT functions and services been identified that
are necessary to support the institution’s vision, mission, goals, and
objectives?”
EDUCAUSE Review, May/June 2004, p. 18
Executive Summary
Nine strategic themes have been identified, based on constituent
perspectives, current initiatives, higher education industry trends,
previous UVM planning and budgeting processes, and the assessment of
external evaluators:
1. Educational Technology
2. Research and Innovation
3. Administrative Services and Business Systems
4. Technological Infrastructure
5. Information and Technology Services
6. Standards and Policies
7. Security and Institutional Continuity
8. Strategic Budgeting and On-going Planning
9. Communication and Governance
Last modified October 27 2006 12:44 PM
