MRC IT Strategic Plan 08feb22

MOUNT ROYAL COLLEGE
Strategic Information Technology Plan
DRAFT 7
Developed by:
Mount Royal College
Strategic Information Technology Planning Committee
February 22, 2008
Mount Royal College
TABLE OF CONTENTS
I. Introduction .......................................................................................................... 1
II. Vision and Values ................................................................................................. 2
III. Goals and Objectives ........................................................................................... 3

A. Teaching, Learning, and Scholarship ..................................................... 4
B. Service, Operations and Planning............................................................ 9
C. Communications, Collaboration, and Community .............................13
D. Information Technology and Service Excellence ..................................15
E. Information Technology Governance.....................................................18
IV. Resource / Schedule Implications ......................................................................19
V. Summary ..............................................................................................................19
Appendices:
A. SITP Committee Membership ...........................................................................20
B. SWOT Analysis Summary .................................................................................21
C. Mount Royal Sources ..........................................................................................35
D. Sample Timeline ..................................................................................................36

Mount Royal College Strategic IT Plan
I. INTRODUCTION
A. Background
Mount Royal College, seeking to continue its future-oriented and planning-focused approach to
the effective development of services and resources, initiated a review of its information
technology (IT) environment. The goal of this review was to develop an information technology
plan that would augment and support Mount Royal’s strategic academic planning and initiatives,
including the planning of transition to university status, and replace an earlier information
technology plan. Specifically, the Academic Plan emphasized a need to put “more focus on
providing resources for students to make them more efficient” (p. 18).
Mount Royal engaged Kaludis Consulting, a higher education management firm, to work with
the Strategic Information Technology Planning Committee in developing an information
technology plan that aligns with the Academic Plan. The plan presented here is based on a) the
involvement of Mount Royal’s executive management; b) input from Mount Royal’s faculty,
students, and staff (including administration); c) the higher education and information
technology planning experience and context provided by Kaludis Consulting; and d) the work of
the dedicated members of the Mount Royal Strategic Information Technology Planning (SITP)
Committee.
B. Planning Process
The SITP Committee was established by Mount Royal to provide oversight for this project.
Members are listed in Appendix A. Using structure provided by the consultants, the Committee
met over a period of six months to:
1. Review summarized feedback (Appendix B) from 274 Mount Royal students, faculty,
and staff regarding the strengths, weaknesses, opportunities and threats related to Mount
Royal’s use of technology. Mount Royal sources (Appendix C) and external sources were
also reviewed.
2. Analyze information technology resources, services, support, and uses.
3. Identify and prioritize key academic, business, service, and operational requirements for
information and technology.
4. Develop a plan for information technology development and deployment at Mount Royal.
C. Strategic Planning Focus
The development, deployment, use, and support of technology will be guided by this IT plan,
which is linked to Mount Royal’s mission and strategic Academic Plan and initiatives. This IT
plan provides an articulated vision for information technology use and support and a roadmap of
specific short-term and long-term projects and initiatives. The word articulated is used purposely
because it has two meanings: a) communicated clearly, enunciated, pronounced or verbalized;
February 22, 2008 Page 1

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

This Mount Royal information technology plan defines goals, objectives, and action items for
enhancing Mount Royal’s information, technology, and service environment. This IT plan is
derived from Mount Royal priorities and requirements, and the findings, recommendations, and
higher education best practices identified by Kaludis Consulting.
A. Vision
Mount Royal’s vision of educating and training individuals for success in the knowledge
economy supports the need for a vibrant information technology environment. The SITP
Committee developed the following vision statement for information technology:
At Mount Royal information technology is an integrated, reliable, secure, and sustainable
environment. It provides a foundation that supports excellence and innovation in
teaching, learning, scholarship, and services. Information Technology connects the
Mount Royal community to a world of people, resources, and ideas.
B. Values
Mount Royal has a culture that values learning beyond textbooks and classrooms. Learning is
much broader than what students do in and out of the classroom, but includes the entire Mount
Royal community and the interactions among that community. Mount Royal, therefore, is a
learning community, where everyone is encouraged and expected to learn to enrich their own
lives and the lives of others.
This learning community depends on a wide variety of information technologies to support its
educational mission, to provide customer-oriented services, to deliver and manage information,
and to produce operational efficiencies. Mount Royal will develop, deploy, and use appropriate
technologies to:
• Promote the educational goals of all members of the Mount Royal community with a focus
on student success.
• Enrich and enable innovative teaching and learning, promoting student engagement and
supporting faculty development.
• Serve the needs of our diverse community in a timely and efficient manner.
• Create working and learning environments that are inclusive and non-discriminatory where
the technology needs of those with documented disabilities are reasonably accommodated.
• Improve support for planning, decision making, and operations.
• Build and sustain a renewable learning environment for students, faculty, and staff.
• Create an integrated, web-based information systems environment.
• Communicate and collaborate; sharing enhanced information within the Mount Royal and
global communities.
• Sustain a reliable and secure infrastructure.

A cornerstone of this technology environment is a shared governance structure that includes the
involvement of the Mount Royal community as part of an on-going institution-wide IT planning
process.
C. Information Technology @ Mount Royal
Mount Royal acknowledges the value of technology resources and services that are:
• Accessible - attempt to reasonably accommodate the needs of individuals with documented
disabilities.
• Cost Effective - best balance the goals and needs of Mount Royal with available financial
resources.
• Environmentally Responsible - sensitive to the impact on the environment.
• Innovative – encourage experimentation and exploration of new technologies.
• Integrated - appear seamless, not as disjointed segments.
• Professional - use commonly available components based on open industry standards.
• Reliable - highly available.
• Responsive - meet the needs of the Mount Royal community based on available resources.
• Scalable - meet the growing needs of the user community.
• Secure - protected from unauthorized access.
• Supported - quality and timely support.
• Sustainable - selected with the intent to be maintained/renewed over appropriate
cycle/extended periods of time.
• Timely - provided in a time-sensitive manner.
III. GOALS AND OBJECTIVES

The institution-wide information technology goals and objectives defined in this plan are
institutional in scope, relevance, and purpose. This plan provides a guiding structure for the
further development and deployment of a wide range of information, communications, and
technological resources, services and support. This plan serves the entire Mount Royal
community and depends upon the administration; academic leadership and faculty; and
departments and offices to provide the necessary commitment, energy, strategies, policies, and
resources to successfully accomplish the stated goals.
Following each objective, action items are listed to provide detail on how an objective might be
addressed. As the plan is implemented, action items may change or new action items added.
Responsibility for some of the following objectives and action items lies with the Mount Royal’s
primary technology support organizations – Information Technology Services (ITS) and
Academic Development Centre (ADC). However, most of the objectives are broader in terms of
impact and engagement, and thus require partnered and integrated Mount Royal strategies,
attention, and support.

Other departments may be involved in implementation of an action item, or in a policy which

must be approved so that the item can move to the implementation stage. Since this plan has
been authorized by Mount Royal administration at the level of Vice President and above, it is
expected that departments will review all of these items and take them into account when
designing their own strategic and implementation plans, and communicate these plans with IT
Services through the implementation phase of this plan.
Mount Royal is committed to achieving the strategic goals of information technology in the
following areas:
A. Teaching, Learning and Scholarship

Teaching, learning, and scholarship are at the heart of Mount Royal. Faculty members inspire
students to grow and explore possibilities. Faculty members require a wide range of resources to
create learning experiences for a variety of learners. Technology tools can be used not only to
create, manage, and access learning materials, but engage learners as part of a larger community.
Learners seek more flexibility as they merge learning and life journeys. Any time and anywhere
apply to all types of learning, not just “distance” learning.
The role of learner and teacher will change as learning needs change. A student will learn
academic content. A faculty member may wish to learn how to create multimedia content. New
members of the Mount Royal community will have varying expectations and experiences with
technology. Some individuals will be able to support themselves. Others will need assistance.
Research/scholarship technology requirements and solutions will be varied, advanced, and
entrepreneurial. The environment that supports all this will require flexible technology standards
and partnerships between technology support units and faculty members.
Mount Royal will utilize information technology to:
Goal 1: Enrich and enable innovative teaching and learning activities that emphasize
excellence and meaningful assessment.
1. Objective: Foster and support currency in the use of new and existing technology with
a set of tools to support teaching and learning.
1.1 Action: Foster innovative use of current technology and support experimentation
with, and exploration of, new technologies (e.g., test sites, software trials, hardware
testing).
1.2 Action: Ensure that old technologies are reviewed and assessed in a systematic way
and recommendations are made on the continuation or decommissioning of older
technologies.
1.3 Action: Develop a web-accessible area listing tools and resources (e.g., list of what
we currently have, including links, help information, downloads). Areas could be
developed based on roles (e.g., students and faculty).

1.4 Action: Help create communities of practice that bring together faculty, students and
staff interested in sharing information on new technology.
1.5 Action: Develop and implement plans for adoption of new technologies. Include the
Teaching, Learning and Technology Roundtable (TLTR), faculty, students, and
support staff during the process.
2. Objective: Enhance the assessment environment for teaching and learning based on
the “Assessment of Student Learning Outcomes.”
2.1 Action: Develop a learning assessment analysis system (e.g., testing, plagiarism).
2.2 Action: Develop tools for documenting student/faculty learning outcomes,
assessment, employment (e.g., e-Portfolio).
3. Objective: Recognize and celebrate innovation in the use of teaching and learning
technology.
3.1 Action: Continue the annual technology showcase / technology test drive.
3.2 Action: Provide annual awards that recognize innovative use of technology in
support of teaching, learning, and educational outcomes (e.g., retention).
3.3 Action: Recognize outstanding educational models.
4. Objective: Implement technology, media, information literacy requirements for

students, specific to their discipline.
4.1 Action: Develop common requirements for all students.
4.2 Action: As part of the curriculum review, have programs define requirements specific
to their respective discipline.
4.3 Action: Integrate requirements with information technology support organizations.
5. Objective: Enhance public computer labs, technology-enhanced classrooms, and other

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

program, software licensing for personally-owned computers, levels of lab

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

resources.
6.1 Action: Create a working group to review the current types and location of
institution-created learning resources (e.g., learning objects) and to make
recommendations on the best procedural and administrative structure, the best
delivery mode, preservation and ongoing sustainability and assessment plan.
7. Objective: Increase the use of the course management system (CMS) to facilitate
learning, teaching and advising.
7.1 Action: Increase faculty awareness regarding the use of CMS (e.g., Blackboard)
resources to support in-class instruction.
7.1.1 Increase opportunities for faculty to share examples of use in current teaching
and learning activities. Include opportunities for students to share their
experiences with faculty.

7.1.2 Continue providing capabilities to help design high-quality online sites, for
supplementing courses, as well as for hybrid or online courses.
7.1.3 Promote discussion regarding a requirement that every course have some on-
line information available to students, at a minimum the syllabus or course
outline. Consider including course announcements, assignment information,
links to core e-resources (e.g., library) and marks/scores.
7.1.4 Promote CMS use to committees, departments and other communities (e.g.,
advising).
7.2 Action: Expand support for the course management system usage.
7.2.1 Keep metrics on use and benchmark the support/user ratio.
7.2.2 Expand support for e-learning as usage by faculty increases; this includes the
provision of assistance related to pedagogy, course redesign and technology.
8. Objective: Support e-learning and distance learning initiatives developed by Mount

Royal.
8.1 Action: Develop an institutional e-learning plan that includes eLearning maintenance
and online learning sustainability.
8.2 Action: Ensure technology capabilities and support services to implement the e-
learning plan.
8.2.1 Ensure the course management system software, hardware, and support are
adequate for distance learning options.
8.2.2 Continue integrating support and training with other faculty development
programs.
8.2.3 Use similar technologies to support distance learning as those used in campus-
based programs.
8.2.4 Provide training in distance learning techniques to faculty.
8.3 Action: Maintain the e-Learning @ Mount Royal web site.
8.4 Action: Continue participation in eCampus Alberta. Periodically assess ongoing
engagement in eCampusAlberta in the context of institutional transition.
Goal 2: Promote student engagement and success by enhancing opportunities for

timely interaction with faculty, resources, and information and by providing a
range of services and interventions that support their academic success.
9. Objective: Provide web-based and/or client-based collaboration and communication

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

9.4 Action: Ensure platform is friendly for multiple modes and devices.
10. Objective: Ensure delivery tools are current and innovative for library information
resources and services.
10.1 Action: Support the implementation and ongoing support of new hardware and
software that focuses on evolving student, faculty and staff needs for anywhere
anytime access to services and resources (e.g. user authentication, IM reference
services, RSS feeds, remote access to digital resources).
10.2 Action: Ensure that information resources and services can be easily integrated into
the teaching and learning process through both existing and new technology (e.g.,
institutional portals, courseware, streaming and on-demand content servers).
10.3 Action: Support the technological requirements of the ongoing implementation of the
Library Transition Task Force Report recommendations. Special consideration
should be given to emerging opportunities for teaching, learning, and scholarship that
will arise with the creation of the new Library and Learning Centre facility.
11. Objective: Provide seamless, widely available, technology support for students.
11.1 Action: Ensure that students have responsive, streamlined, and coordinated
technology support (e.g., ITS, ADC, Library).
11.2 Action: Evaluate ways to provide expanded support to students (e.g., phone, online,
in-person).
12. Objective: Provide learning resources and services based on evidence of student need.
12.1 Action: Expand support for electronic resources and ensure that Mount Royal takes
advantage of new developments.
12.2 Action: Support increased use of the Internet for delivery of services, such as
advising, counseling, and tutoring.
12.3 Action: Continue to create working and learning environments that are inclusive and
non-discriminatory where the technology needs of students with documented
disabilities are reasonably accommodated.
Goal 3: Create a technology environment to support scholarship/research in all its

forms.
13. Objective: Ensure levels of technology support for scholarship/research.

13.1 Action: Formalize mechanism for considering new technology requests and support.
Work with the existing faculties and departments, the Office of Research Services,
and other appropriate campus groups to facilitate emerging technology development,
use, and implementation. Conduct a needs and opportunities assessment, develop a
plan, and implement the plan.
13.2 Action: Support acquisition and maintenance of technology acquired under grants.
Maintain information on Mount Royal’s technology environment for use in grant

applications. Provide mechanism for review of technology requirements of grant

proposals, including requirements for support, maintenance, and future replacement.
14. Objective: Provide accessible tools and mechanisms that foster experimentation with
technologies.
14.1 Action: Create dedicated/specialized networks, at the department level, which faculty
members can use in order to work with hardware or software that has not been
assessed for suitability in the “corporate” network. This provides flexibility for the
faculty members without endangering the full network.
14.2 Action: Provide clear guidance that hardware or software purchased for research,
entrepreneurial, or curriculum development purposes is eligible for reimbursement
from the personal professional development account of the faculty member.
15. Objective: Provide faculty development opportunities focusing on effective use of

educational technologies that support the curricular and pedagogical aims/outcomes of
faculty and programs.
15.1 Action: Plan, develop, and deliver faculty development opportunities that support
efficacy in use of technology in teaching, learning, and scholarship.
15.2 Action: Increase the collaboration of technology support units (e.g., ITS, ADC,
Library) to optimize support for faculty in the use of technology for teaching,
learning, and scholarship.
15.3 Action: Assess faculty needs and expectations related to the exploration, testing, and
adoption of technologies required to meet their roles and responsibilities in teaching,
learning, and scholarship.
15.4 Action: Assess faculty needs and expectations related to technology support, training
and skill development.
15.5 Action: Continue to develop/refine orientation programs for faculty (both full and
part-time) relative to technology use in the classroom, in the use of the Mount Royal
course management system, and in teaching, learning, and scholarly work in general.
15.6 Action: Continue to support TLTR in their role of exploring, informing, and guiding
technology resource adoption and support strategies.
B. Services, Operations and Planning

Many activities occur at Mount Royal that support the teaching, learning, and scholarship
environment. Technology provides a means to conduct these activities efficiently, effectively,
and in a manner that supports the needs of students, faculty, and staff. Mount Royal has a
number of successful online student services, such as application, registration, financial aid, fee
payment, and graduation requests. The demand for online student services continues to grow
and change, especially as Mount Royal aspires to become a university. This changing
environment requires process, technological, and human resources.

Goal 4: Maximize service by using responsive, seamless, information technology

systems and tools.
16. Objective: Enhance services (e.g., online, in-person, self-serve) to students and other
clients .
16.1 Action: Investigate additional systems and online tools that can improve service
levels and availability of services. Deploy where appropriate benefits can be realized
(e.g., return on investment, financial and/or service measurements).
16.2 Action: Continue to enhance the use of a portal and single sign-on for access to
services.
16.3 Action: Implement the Alberta post-secondary application system (APAS).
16.4 Action: Provide a more robust degree audit software capability to improve support
for advising, academic planning, and graduation checkout.
16.5 Action: Develop a web-based academic calendar (course listings, descriptions) with
links to the current schedule of classes and the ability to complete course registration.
The calendar should be single-source (i.e., all information stored and edited in a
common data base) with controllable access for editing and the ability to populate
various areas of the Mount Royal web site (e.g., rules, regulations and requirements).
16.6 Action: Implement advising support, early warning support, and degree audit systems
as identified in the Academic Plan.
16.7 Action: Investigate additional kiosks and self-service options for individuals on
campus to access the information they require (e.g., touch-screens to access
information about what’s happening on campus and directions to get there).
16.8 Action: Continue to enhance and update standardized institutional access control
systems (e.g., Campus Cards to access authorized rooms). Continue “one-card”
system as a single access system that will improve visual identification, personal
security, control and security for campus buildings, and access to specialized areas
(e.g., computer labs) and services (e.g., vending machines, copy services). Continue
to standardize, integrate and optimize campus security systems.
16.9 Action: Ensure technology and support services are accessible to all students.
Goal 5: Promote the efficiency and effectiveness of staff by providing technology

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

17.3 Action: Develop an institution-wide document management strategy to reduce paper

use, share documents easily and securely, and improve workflow (e.g., on-line
requisitions orders, replace manual forms and approval sequences, electronic
signature to replace physical signatures).
17.4 Action: Create an integrated resource planning and budgeting model that can be
electronically deployed (e.g., Finance, Office of Research Services, ITS).
17.5 Action: Implement a customer relationship management strategy for serving current
and prospective students.
17.6 Action: Continue the implementation of the recommendations of the “Supply Chain
Review.” These actions include updating and streamlining Mount Royal’s supply
chain policies and procedures, identifying and deploying required training for the
business units, implementing de-centralized requisitioning and a purchasing card.
Additional projects include implementing and utilizing features in Banner and
evaluating where applicable deploy automated processes to reduce transactional costs.
18. Objective: Establish organizational practices that take full advantage of labour saving
potential of technology.
18.1 Action: Use groupware applications (e.g., e-mail, centralized calendaring, document
management systems, workflow systems) that provide easy synchronization with
common PDA and other mobile devices, integrate with MyMRC, automatically
reserve scheduled instruction time, holidays, important MRC events in the
individual's calendar, and automatically put the workshop or seminar in the
individual's calendar when the act of registration occurs.
18.2 Action: Demonstrate the benefits of "groupware" applications to streamline and
simplify administrative processes, as these applications are most effective when all
parties use them.
18.3 Action: Advocate the adoption of groupware tools by training on the use of the
integrated software and how to encourage adoption of new practices.
18.4 Action: Revise official policies and procedures to allow and accept electronic forms
of approval.
19. Objective: Continue to leverage, enhance, review, and maintain institution-wide

technology investments and capabilities.
19.1 Action: Maximize the functionality in all institution-wide systems (e.g., Banner,
departmental budget tracking, Blackboard, e-mail, Library systems). Continue to
assess and review upgrades (including self-service) and examine the additional
functionality and capabilities.
19.2 Action: Continue commitment of continual learning, renewal, and participation in
communities of interest for institution-wide solutions.
19.3 Action: Identify new business requirements and solutions needed to support the
delivery of an expanded degree offering as outlined in the Academic Plan.

19.4 Action: Continue with implementation of a comprehensive academic, exam, and

event scheduling system including development of appropriate policies and
procedures to maximize its effectiveness.
19.5 Action: Continue to develop required integration between applications and systems.
19.6 Action: Continue to support an authoritative “system-of-record” principle which
includes data exchange.
Goal 6: Improve support for decision making, accountability and planning through
improved information access, shared resources, and reporting.
20. Objective: Improve accessibility to data for decision making and planning.
20.1 Action: Allow easy and timely access to reports and reporting tools. Evaluate and
implement a model that supports deployment of de-centralized report development.
20.2 Action: Create and implement a framework that will support the methodology and
deploy data mart functionality in a timely manner (e.g., ad hoc reports, digital
dashboard for administrators and senior executives).
21. Objective: Ensure systems development is assessed for alignment with external,
internal compliance and audit requirements, industry standards and best practices.
21.1 Action: Develop reporting mechanisms to meet compliance requirements of
provincial, federal, and external bodies.
Goal 7: Provide an integrated systems and support model that address institution-wide,
departmental/specialized, and external requirements.
22. Objective: Provide seamless interoperability between third-party and specialized

software with existing institution-wide systems.
22.1 Action: Continue to integrate applications/systems with institution-wide systems.
22.2 Action: Continue to integrate data interchange with institution-wide systems.
22.3 Action: Determine the need for interoperability prior to purchase of departmental or
unit-specific systems/software and hardware.
Goal 8: Build and sustain a renewable learning environment for faculty and staff
(training and professional development).
23. Objective: Improve core technology, media, and information literacy skills needed to
use technology and information effectively and efficiently to complete their work.
23.1 Action: Develop core technology skills program by defining and assessing skills
required, and providing training to address skill deficits.
23.2 Action: Develop advanced technology skills program by defining and assessing skills
required, and providing training to address skill deficits.

23.3 Action: Develop training resources that can be delivered in alternate forms (e.g.,
classroom, online, employee orientation) and use existing human resources (e.g.,
train-the-trainer).
24. Objective: Track and manage professional development opportunities and training
requirements.
24.1 Action: Implement a training management strategy that is based on identifying needs
and training requirements, evaluating solutions (e.g., third party, in-house
development), and developing a solution.
25. Objective: Make readily available the institutional knowledge (policies, procedures,
processes, etc.) needed to complete their work.
25.1 Action: Explore use of a knowledge management system by identifying needs,
evaluating solutions and implementing solutions.
C. Communications, Collaboration, and Community

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

Royal’s students, faculty, staff, alumni, and other stakeholders.
26. Objective: Improve communication by developing a strategy to maximize the benefits

of technology.
26.1 Action: Develop a strategy for a unified communications environment that provides
real time communication in the preferred format and location of the receiver.
26.2 Action: Investigate a consolidated e-mail and calendaring solution for students,
faculty, and staff.
26.3 Action: Expand calendar use throughout the institution.
26.4 Action: Implement an emergency communication system with multiple formats.
26.5 Action: Implement a non-emergency (instant) communication system with multiple
formats.

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

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

The information systems and services currently in place indicate a commitment to use
technology to enable student success. The challenge is to continually add, change and improve
the services required to make the most effective and efficient use of hardware and software.
Additionally, Mount Royal recognizes that innovation and currency in technology requires
experimentation with new technology that may not meet all ideal criteria noted below. Every
effort will be made to support innovation in these areas and allow and facilitate the use of new
technologies (e.g., social networking, open source).
Mount Royal will provide and support information technology in the following ways:
Goal 11: Provide the right technologies and services to the right person at the right time.
32. Objective: Acquire and manage equipment efficiently and effectively.

32.1 Action: Streamline the processes for providing systems access for Mount Royal
employees.
32.2 Action: Catalog department technology purchases to leverage knowledge,
experiences, and licenses. Improve technology purchase inventory control. Decrease
time to approve and purchase technology. Continue to explore creative financing
alternatives (e.g., leasing, user pay models, charge back). Add/enhance a license
management function (software, services, copyright, digital objects).
32.3 Action: Continue and expand replacement cycle to cover computer servers, storage
devices, workstations, and classroom and other equipment (e.g., printers, fax
machines, photocopiers). Assess and evaluate new and innovative ways to sustain our
replacement cycle (e.g., workstations based on work requirements).

32.4 Action: Continue to improve hard and soft copy services (printers, copiers, faxes,
multi-function devices, electronic storage).
32.5 Action: Include in the design, construction, and implementation of new technologies
a “how-to-support-it” component to ensure smooth adoption.
32.6 Action: Investigate and monitor tools and solutions (e.g., convergence of devices,
software leasing). Integrate the testing of new technology and
computing/communication devices (e.g., desktop, laptop, mobile devices, phone) with
help desk and/or student technology support areas.
33. Objective: Emphasize the importance of integrated, customer-service oriented

information technology support.
33.1 Action: Ensure technology support staffing levels appropriate to the use of
technologies.
33.2 Action: Provide professional development and training to ensure support staff are
technically competent and service-oriented.
33.3 Action: Leverage technology expertise within all departments.
33.4 Action: Extend support model to departments/programs (e.g., business analyst,
technical analyst).
33.5 Action: Improve effectiveness of the help desk by increasing coverage during peak
periods (weekends and evenings) and seamless support (desire to make a single call).
Enhance help desk software with customer relationship management features.
33.6 Action: Provide a mechanism for off-hours technology support.
33.7 Action: Develop a service model to support technology needs that includes service-
level categories and agreements for technology solutions, organizational units, and
clients; commitments for new initiatives during the software acquisition and
development activities; and is reviewed annually to validate alignment with the
organization’s goals and objectives.
Goal 12: Provide a reliable, secure and sustainable technology infrastructure.
34. Objective: Provide reliable and secure servers and network storage devices.
34.1 Action: Maintain 24X7 availability of systems.
34.2 Action: Continue to implement server technologies that increase reliability, load
balancing and flexibility (e.g., blade servers, virtual machines).
35. Objective: Provide reliable network services.

35.1 Action: Continue to provide reliable, high-speed Internet and Internet2 access and
capabilities (e.g., second Internet feed from a different carrier for redundancy and
testing purposes).
35.2 Action: Continue network segmentation to provide isolated networks to
accommodate varied uses (e.g., research, experimentation).

35.3 Action: Continue expansion of the wireless network that supports a variety of
platforms and hardware. Ensure the wireless environment is properly secured.
35.4 Action: Increase logical security systems to supplement physical security (e.g.,
identity management system).
35.5 Action: Implement remote access to desktop functions, servers, databases.
36. Objective: Ensure IT operations and management practices adhere to external and internal
compliance and audit requirements as well appropriate industry standards and practices.
36.1 Action: Implement IT controls framework, such as IT Infrastructure Library (ITIL)
and Control Objectives for Information and related Technology (COBiT), appropriate
for Mount Royal internal systems management.
36.2 Action: Conduct annual IT audits. Continue documenting IT practices and
procedures to meet the IT audit requirements.
36.3 Action: Conduct regular IT security tests, limit physical access to secure IT
facilities, and enforce acceptable-use policies.
36.4 Action: Evaluate the establishment of a second (active) data centre to protect Mount
Royal's systems (servers, file storage, computer labs, etc.) to ensure continual
operations and for backup and disaster recovery purposes.
36.5 Action: Review annually and update business continuity procedures for priority
campus services and activities (e.g., payroll processing, payment/receipting,
admissions transactions, on-line giving, e-mail, course management systems).
36.6 Action: Provide reliable workstations secured based on use (e.g., business
transactions, research, instruction). Review and revise standards relative to security
requirements. Consider levels of standards to promote leveraged services and
technical diversity, yet provide flexibility for end-user needs. Consider user
“certification” for advanced levels of administrative access or internal Virtual Private
Network (VPN) concept.
37. Objective: Continue to implement technological solutions that have a reduced impact
on the environment and are sustainable.
37.1 Action: Replace older technology with more efficient and environmental friendly
technology (e.g. servers, network equipment, bulky monitors, air exchange
unit/chillers/conditioner, solid ink based printing devices).
37.2 Action: Implement paper reduction strategies (e.g., double-sided printing, recycled
paper, data-entry capable online forms).
Goal 13: Use a project management framework for major technology initiatives.
38. Objective: Increase trust and collaboration within Mount Royal and across projects
by distributing project management/leadership roles to the most appropriate person.
38.1 Action: Emphasize joint planning and partnered decision making.

38.2 Action: Implement a standard project management framework.
E. Information Technology Governance

Information technology governance is the organizational decision-making and planning
framework that establishes a long-term direction and focus for information technology
leadership, management, and planning. Governance is more than reporting lines; it ensures that
the Mount Royal is well served by an inclusive, communication-based strategy that leads to
trusted solutions, responsive customer services, streamlined processes, clear policies, efficient
operations, and development of talented and empowered employees.
Goal 14: Develop a shared organizational governance structure for technology

development.
39. Objective: Create a new institution-wide IT governance structure.

39.1 Action: Create a institution-wide participatory structure in which inclusion and
communications are emphasized and various planning, service and implementation
roles and responsibilities are clearly understood.
39.2 Action: Identify a technology leadership group and a decision-making framework.
(This group will serve as the Mount Royal Council on Technology (CT). The CT
should be considered the IT management team and be responsible for ensuring
seamless, streamlined, and reliable systems, services, information access, and IT-
related processes.)
39.3 Action: Improve working partnership and collaboration among ITS, ADC, Library,
and other units providing IT or IT-like functions
39.4 Action: Establish a comprehensive and academically based policy framework for
technology that supports the interrelationships among the disparate units involved in
technology service and management.
Goal 15: Maintain an on-going institution-wide IT planning process.
40. Objective: Establish a continuous, inclusive process for technology planning

40.1 Action: Review and annually update the institution-wide strategic IT plan.
40.2 Action: Ensure that the technology plan supports the institutional vision and plans.
40.3 Action: Implement processes to position Mount Royal for continuous technology
renewal and in support of technology-enhanced instruction, research, and service.
40.4 Action: Develop means to distinguish between institution-wide requirements and
departmental/business unit level requirements.
40.5 Action: Communicate with the Mount Royal community about technology use and
plans.

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

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

The implementation of this Strategic Information Technology Plan depends upon the leadership
of Mount Royal College, the SITP, and departments and offices. Clear and effective leadership
is needed to determine how to implement the Plan's goals and objectives in the most efficient,
realistic, and cost-effective manner.
The SITP recognizes some Strategic Information Technology Plan’s Action Items can be
accomplished with existing funding priorities, while others require additional resource
allocations for funds or personnel. The priority for each action item must be evaluated as part of
the annual budgeting process using the Mount Royal Academic Plan and the Strategic
Information Technology Plan objectives together.
V. SUMMARY
This plan supports Mount Royal’s Academic Plan by ensuring that Mount Royal’s investments
in information technology are used to support the delivery of quality academic programs, to
increase the satisfaction of a diverse student population with their Mount Royal experience, to
ensure effective communication and information sharing throughout all constituencies, and to
improve services through the efficient use of resources.
This plan takes a broad look at how information technology can be used effectively at Mount
Royal. The plan’s goals and objectives are not just about buying more hardware or software, but
also address the support services necessary to ensure secure and reliable operations. Attention is
also given to the promotional and training activities needed to ensure that the Mount Royal’s
technology is widely and effectively used, and to Mount Royal policy and procedural changes
necessary to efficiently use institution-wide applications.
At Mount Royal students come first. Students today expect technology will be part of their
academic life and beyond. This Information Technology Plan will help Mount Royal meet and
exceed their expectations, while positioning Mount Royal to prepare them to use the digital
resources and technology necessary to be successful in their futures.

APPENDIX A:
Strategic Information Technology Planning Committee (SITP)

Mount Royal College
Membership for 2007-2008:
• Duane Anderson - Director, Financial • Theresa Matus - Acting Director,

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

APPENDIX B:
Information Technology SWOT Analysis Summary
(Strengths, Weaknesses, Opportunities, Threats)
The fact-finding, information gathering, and campus input process consisted of five campus
visits during which individual and group interviews were conducted with 274 faculty, staff,
students, administrators, and technology support personnel (Figure 1). The consultants
recommended the interview concentration areas while Mount Royal asked people to participate
in the process. Interview participation was not
Interview Participation
intended to be all-inclusive, but rather to provide a
broad and varied view of current and future
Faculty 23%
technology services, requirements, support needs,
limiting factors, and opportunities. The following Students
summary, prepared by Kaludis Consulting, is a 14%
consolidation of the most prevalent comments and

some that are significantly specific within the Mount
Staff 41%
Royal community. This list is not all-inclusive and is Tech 20%
not intended to represent majority viewpoints; in fact, Exec/Ldrship
some technology-related issues are listed as both 2%
strengths and weaknesses for different audiences.
Strengths (Positives, Advantages, Assets)

Institutional
College supports us where other institutions charge back
History of the institution, strength of reputation, small classes, faculty who love to teach
Nice environment, facilities and people, nice community
Teaching, Learning and Scholarship

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

Digital drop box

Email use by faculty and students
Faculty are free to chose from a selection of technologies in the classroom
Faculty uses of technology (varied, expected, valued)
Files and software available on shared online storage
ITS listens to needs (e.g., Faculty wanted Blackboard even though Alberta went with WebCT).
Laptop computer users have more control of the software they use for instruction
Library electronic resources and support; Voyage library automation system
Maintain support (TLM lab) for economics (SAIT-developed CML)
Media Production Services - helpful for class projects
Multi-media equipment
Online learning progress (5-6 full programs, numerous hybrid/blended courses, CE certificates,
courses)
Policy changes - allowing guest faculty into our Blackboard classes
Print from anywhere for students
Printing solution for faculty, availability and convenience
Projects are vetted and implemented centrally
Sandbox concept
Specialized needs addressed (e.g.,secured zones for ComSci and ADC, desktop administrative
access, department Administrative access to Breeze server)
START (Student Technicians And Resource Tutors) assistance
Streaming video and video conferencing capabilities and network availability
Technology pilot projects (e.g., tablet PC)
TLTR (Teaching Learning Technology Roundtable) participation has been good resource
We've come a long way in 10 years. Strong uptake of technology among our faculty in the classroom
and of student technology (e.g., Blackboard and web)
Services and Operations

Academic data warehouse
Adaptive/accessible support - making good progress, leadership is aware more resources are
needed
Admissions "Links" - emailed newsletter for prospects
Admissions online application
Banner 7.x student, HR, finance, alumni system (general functionality, access, integrated
modules/technologies)
Banner system customization (Banner) for Canadian and MRC needs; also system upgrades
Customer Relationship Management (CRM) system being proposed by Enrollment Services
(recruiting, retention)
Degree Navigator (degree audit, advising functionality)
FAS budget system works well and tracks changes well
Free print schedules at Registrar's office
Free programs (i.e., Microsoft Office) for students
Net storage
Online registration and Quick start for CE (register, pay)
Online student services available to students and employees (MyMRC, web-base registration,
payment, etc.)
Smart cards for printing and purchases
Student discounts with Dell
Unlimited access to Internet
Web-based services for employees (e.g., e-time sheets, MyMRC, application process)
Communications/Collaboration/Community
Blackberry (PDA) program and support (for some who are allowed to have this technology)
Calendaring (Lotus Notes)

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

updates. Blackboard upgrade from 2 to 3-node system. SIS move from HPTru64 to RedHat Linux on
Dell.
Virtual firewalls replace physical networks.
Weaknesses (Concerns, Limitations, Unmet Needs)

Institutional
Ability to really identify future needs.
Budget not clearly linked to strategies
Budget year ends June 30 which creates problems for summer implementation.
Lack of focus (e.g., retention, operational goals)
Need to invest more in planning and risk mgmt. But those are overhead and don't generate revenue.
No IT governing body (some TLTR members should be on the group but TLTR has no teeth)
Skeptical that there will be follow through from these types of meetings
Work arounds skew statistics (e.g., combining lecture/lab/tutor sessions)

"College business should remain on college computers" does not fit anymore. People work at home.
ADC services are less available for units that are not faculty, and no alternative available.
Balance between enthusiasm for newest technology and resources available for basics isn't optimal.
Enthusiasm for latest technology (ADC and TLTR) is not tempered by voice of those for whom
technology is much less necessary (or even positive).
Blackboard - access problems, if you can't get logged in (down) or it is slow, you are really stressed
out
Blackboard - difficult to merge sections
Blackboard - too much emphasis on Blackboard template
Blackboard doesn't meet all our needs (e.g., visual disabilities, password protected files)
Blackboard has become a "right" for students
Blackboard is not consistently used across classes
Blackboard is pushed by ADC, but many faculty don't want to use it. Selection decision was driven
by a small group of faculty.
Blackboard lacks features (weak quiz and survey tool) training/assistance
Blackboard should be used by more faculty, especially for notes
Chalk dust on carts
Classroom upgrades to smart classroom need to continue. We could make better use of existing
rooms.
College access (buildings closed during parts of weekends)
Computer labs not used for classes are not available for general use (locked, no schedule of
availability)
Computers in Library - there are not enough
Computers in some areas (e.g., Interior Design and Environmental Science) - not enough
Desktop computer system administrator controls limit use of instructional, textbook, and multi-media
software
Digital journals lacking
E-portfolio use and value not clear (Chalk & Wire pilot project)
Faculty have not yet developed content to use on a laptop.
Faculty often expected to provide self support for specialized or advanced technologies
Faculty who are resistant to change need help (assistance)
Hygiene lacking in labs (cleaning of equipment)
Macintosh availability and support (labs and faculty use)
Multi-media - streaming video/audio policies (appropriate usage) not widely promoted/enforced
Online learning sustainability (support and funding beyond original roll out)
Personal laptop brought in for special needs
Printing services are not reliable
Project with ADC on Blackboard was rubbish for experienced users

Software not available at office, so have to work at home on personal computer.

Software/technology flexibility for new instructional models and classroom assignments; e.g., SPSS,
Linux
Some course content is managed outside of Blackboard, making editing by faculty nearly impossible
Some small classrooms are not fitted with technology podiums
Standards are not realistic (e.g., Real Player) in office and not on cart
Student expectations unknown related to how/what they want in e-learning / learning options.
Students not easily crossing from communications technology use to classroom technology use
(need motive)
Students use MS Works or Office 2007 and we cannot accept either format
Students want PowerPoint notes
Technology manuals/documentation not always available for new products
Vista - training and support

Banner system is not easy-to-use for faculty and occasional users
Banner training is lacking, especially for new staff
Coin-operated machines (for student printing) malfunction all the time!
Customers pick technology instead of thinking about the problem
Data warehouse short-comings (limited access and limited data, poor report generation)
Degree Navigator is buggy, avoid "great" solutions
Enrollment management system (tracking students, more efficient phone contact)
Kiosks - not enough, especially at the start of the term
Online applications may come in January and February, but not addressed until March or April.
Payroll time input is too paper-based
Position descriptions are not electronically manageable.
Printing area (location) is hidden in the main building
Reporting is very inadequate - too few users can run report, ITS is too slow to develop Banner
reports
Software (beyond Banner) is unevenly supported
Software development projects take too long (ITS)
Third-party systems that don't talk to Banner (e.g., StarRes, Healthquest, POS/booking, CLASS,
Whistle)
Adaptive/accessibility issues need to be considered for those who need to use e-services and
technologies
Calendaring (Lotus Notes) not used by wide enough audience; students (and committee members)
not included
Communication - awareness of what's available
Email - Lotus Notes (not a common higher education product, no HTML mailing)
Email - Lotus Notes problem using with small, mobile devices
Email (student) format is ghetto
Email forwarding
Email MyMRC is not functional enough; picture transmission and some attachments not allowed
External relations have much purview over internal relations (e.g., central calendar, web site). Do
they need such control in internal issues?
Intra-ITS communications
Low social need seeps into the effectiveness of conversations
MRC-funded cell phone coverage is weak
MyMRC doesn't support MS Internet Explorer 7.x use
MyMRC is not encrypted
Not enough sharing of technology available, efficiencies, and education of use
So much concern about everyone being on board, stuff doesn't get done

Spam - getting overwhelming

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

Security is limiting so you look for ways to get around it

Servers crash
Single point for Internet and power limitations.
Software development requests and support for non-Banner products are not given priority
Staffing - Juggling with employee vacations during summer, because somebody is always gone
Staffing limited for security. Got funding for a security log system, IDS, firewall replacement.
Student Association didn't want a college-leased computer.
Technology committees that are only advisory (input, but no evident impact)
Technology planning and decision processes are not clearly understood
Technology purchase inventory control needs improving (ITS not aware of some departmental
purchases)
Technology purchasing hurdles/delays result in departments going directly to suppliers (for non-
standard technology)
Technology solutions developed without ITS involvement (shadow system, incompatible solutions)
Too much hierarchy in ITS
Training on technology for faculty and staff
Who-to-call uncertainties for technology, multi-media support, consulting, what-if discussions
Opportunities (New Requirements, Emerging Trends, Changing Needs)

Institutional
Alberta ecampus - true cost of participation, is it worth it?
Balance between control and risk management
Because our college is still small, we have opportunity to make ourselves more universal with IT
(e.g., smart cabinet)
Business model that includes cost of IT
Discussion about Service Level Agreements (SLA) for revenue-generating units
Excited about becoming a university
Experiment academically, not administratively
May need a high level IT advisory group
Mitigate risks, maximize potential of technology
Separation of information and technology
Social change
Start up funds tend to be readily available

Academic advising for a larger student population will require flexible self-service and targeted
assistance
Admissions application process to be centralized in Provincial web site; this needs to be seamless
with Banner
Better search and retrieval system (web, MyMRC). Search tools are critical for faculty productivity.
Blackboard - need a survey tool like Survey Monkey
Blackboard (and other) upgrades should not occur at the start or end of a term
Blackboard gives the college a huge opportunity to grow
Blackboard orientation should be mandatory for instructors and have a learning program within
START to educate instructors
Blackboard screens that require confirmation (click OK) slow you down. No shortcuts, mouse-
dependent. Would like a setting of "advanced user" so I can skip the confirmation screens.
Blackboard use by faculty for course outlines, posting assignments, announcements
Blackboard used uiversally, as other sites add to confusion and frustration (e.g., math and
engineering)
Blended delivery will be huge
Blended learning - "reduced F2F time"
Building research skills takes time, but that will come with university transition.
Class or research-related field work requires flexible, extendable tools

Classroom technologies should be more consistent across College

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

Smart cart needs should be reviewed and updated to reflect changing instructional needs.
Smartboard expansion (data/images made available on Blackboard)
Software librarian in IT to customize and test software
Space issues of using different spaces for different needs
Specialized labs for some needs with higher refresh rate
Student printing account (some amount free); faculty expect students to print online materials
Student support centers with 24x7 online service
Student technology support should be better integrated (ITS, START, Library)
Students today are very visually literate (e.g., Imovie)
Teaching and learning models are moving from standardized (resource-based) to flexible (service-
based)
Technology applications for remediation
Technology fee for online courses
Technology integration (non-traditional systems connected to traditional computers/networks);
science, theatre
Technology standards must be flexible, not lowest common denominator (dumbing down of available
resources)
Technology use should bring learning to life
Technology-related ethics, security, intellectual property, and privacy issues must be included in
curriculum
Textbook publishers offering more web-enabled resources and distributed software
Use a learning model. Need to look at Carol Twigg's work. Could be more strategic.
Video conferencing - connecting with other colleges
Video conferencing use; e.g., fine and performing arts
Web hosting for students, faculty, and academic/class projects

Alumni database that is searchable
Alumni/development support that extends College experiences with matching online services
Application process to be centralized through Provincial web site; this needs to be seamless with
Banner
Articulation "Degree Navigator"
Banner core module access from off-campus/remotely
Banner integration with non-standard systems (health services, career services, advising, etc.)
Banner training for chairs (one-on-one)
Business analyst support - knowledgeable about technology options, but can address functional
requirements
Calendar (catalog) that is online and searchable (now in printed form in Bookstore)
Centralized support for online students (e.g., possible role for continuing education)
Competition for students, funding, employees requires modern web-enabled services
Continue to automate wherever and whenever reasonable to streamline process and improve
efficiency
Customer Relationship Management (CRM) - Edge, Easy Recruit software
Customer Relationship Management (CRM) system could be used by Continuing Education,
alumni/development
Degree Navigator training and support
Digital/document imaging (electronic storage, indexing, retrieval)
Enterprise Resource Planning (ERP) system to include services that are in the current, disparate
systems
Event management system - register and pay for College events
Flexible and alternative training to address varying skill and knowledge levels and access to training
Graduates and sophisticated audiences expect seamless, modern e-services
HR needs - electronically manage employee information, track position recruitment, performance
management, position control. Sense that Banner could do more for our needs.

ID/swipe card functionality should be expanded

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

Lotus Notes email to PDA integration

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

Place control where it makes sense

Recycling of machines for other uses
Remote access to servers/storage systems (VPN)
Resource-centric model for ITS being expanded into more of a service-centric organization
Seamless technologies AND support
Security in levels of control / flexibility
Software that becomes self-maintaining and self-diagnosing
Streaming video - oil industry, community groups - for generating revenue and enhancing student
education (e.g., journalism panels).
Students as life-long members of the MRC community; email for life (from summer camps to alumni)
System development research time and testing participation
System upgrades and roll-outs must consider full MRC calendar (and year-round scheduling)
Technology "go to" person, similar to triads among faculty
Technology liaisons within ITS assigned to specific academic departments
Technology planning must be broad based, but requires top-level and support staff involvement
Technology project management improvements needed for large, multi-dept, complex IT initiatives
Technology replacement processes and priorities are not clearly communicated in a timely manner
Technology support staff should be facilitators, not merely controllers or techies
Technology support staffing increased to match expanding College-wide uses; include staff
embedded in depts.
Testing and trial use of new software (e.g., Vista, Office 2007) to hasten ability to implement college-
wide
Training and professional development (e.g., how to provide quality service, wireless, Novell to
Microsoft, certification, CMS, Red Hat Linux)
Training for staff; drop-in service like ADC; not just problem reporting (Helpdesk model)
Training for technical support staff (easier to train existing staff than trying to hire new staff)
Want to be 18 months - 2 years ahead of demand
Web 2.0 - really look at software use (e.g., PhotoShop), supplement what's available for faculty and
students to work from off campus
Threats (Resistances, Risks, Obstacles, Constraints)

Institutional
Abuse of technology is rampant and we’ve got to do something
Academic programs, that use technology, quickly start to suffer if technology does not keep up
Change is hard; "we've always done it this way"
Changing the mindset and providing support for the technically challenged
College lab availability (and size) should not be interpreted as meeting expectations
Competing demands within institution (e.g., Registrar vs. ADC)
Competitors - University of Lethridge and University of Calgary, good paying jobs that don't require
college
Complacency - need to constantly move forward in regards to technology
Decision making that incorporates College input, but that does not depend on consensus decision-
making
Deviation from the standards, because of more diverse needs
Energy conservation (social responsibility) might create stress for IT
Faculty are pushing to have more governance
Faculty growth and integration challenges during transition to University
Fiscal management for grants (research)
Funding - IT should not make our tuition go up
Governance structure, bottlenecks, alignment of projects with strategic plan
Increasing specialized needs in various areas as we move to university status
Investment in infrastructure is inadequate (e.g., CE bldg). Conduit and fiber for broadcast, at least
get the conduit in. Due to a lack of thinking beyond 2-3 years, need to be 10 years out … HDTV,
Internet 2. Don’t want hobbled systems, what if CISCO and Dell don't continue to meet our needs?

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

Cheating and plagiarism

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

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

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

Goal Effort
Res. Cost Party
Objective
Actions
Objective
Actions

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MOUNT ROYAL COLLEGE

Strategic Information Technology Plan

II. Vision and Values ................................................................................................. 2

III. Goals and Objectives ........................................................................................... 3

IV. Resource / Schedule Implications ......................................................................19

A. SITP Committee Membership ...........................................................................20

B. SWOT Analysis Summary .................................................................................21

C. Mount Royal Sources ..........................................................................................35

D. Sample Timeline ..................................................................................................36

Strategic Information Technology Plan

C. Strategic Planning Focus

February 22, 2008 Page 1

II. VISION AND VALUES

February 22, 2008 Page 2

C. Information Technology @ Mount Royal

III. GOALS AND OBJECTIVES

February 22, 2008 Page 3

Other departments may be involved in implementation of an action item, or in a policy which

A. Teaching, Learning and Scholarship

Mount Royal will utilize information technology to:

February 22, 2008 Page 4

4. Objective: Implement technology, media, information literacy requirements for

5. Objective: Enhance public computer labs, technology-enhanced classrooms, and other

February 22, 2008 Page 5

program, software licensing for personally-owned computers, levels of lab

6. Objective: Enable the creation of a centralized repository and/or access to learning

February 22, 2008 Page 6

8. Objective: Support e-learning and distance learning initiatives developed by Mount

Goal 2: Promote student engagement and success by enhancing opportunities for

9. Objective: Provide web-based and/or client-based collaboration and communication

February 22, 2008 Page 7

Goal 3: Create a technology environment to support scholarship/research in all its

13. Objective: Ensure levels of technology support for scholarship/research.

February 22, 2008 Page 8

applications. Provide mechanism for review of technology requirements of grant

15. Objective: Provide faculty development opportunities focusing on effective use of

B. Services, Operations and Planning

Mount Royal will utilize information technology to:

February 22, 2008 Page 9

Goal 4: Maximize service by using responsive, seamless, information technology

Goal 5: Promote the efficiency and effectiveness of staff by providing technology

February 22, 2008 Page 10

17.3 Action: Develop an institution-wide document management strategy to reduce paper

19. Objective: Continue to leverage, enhance, review, and maintain institution-wide

February 22, 2008 Page 11

19.4 Action: Continue with implementation of a comprehensive academic, exam, and

22. Objective: Provide seamless interoperability between third-party and specialized

February 22, 2008 Page 12

C. Communications, Collaboration, and Community

Mount Royal will utilize information technology to:

Goal 9: Promote communications and collaboration among and between Mount

26. Objective: Improve communication by developing a strategy to maximize the benefits

February 22, 2008 Page 13

February 22, 2008 Page 14

D. Information Technology and Service Excellence

32. Objective: Acquire and manage equipment efficiently and effectively.

February 22, 2008 Page 15

33. Objective: Emphasize the importance of integrated, customer-service oriented

Goal 12: Provide a reliable, secure and sustainable technology infrastructure.

35. Objective: Provide reliable network services.

February 22, 2008 Page 16

February 22, 2008 Page 17