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Strategic Planning and Alignment for Institutional TransformationA Doable VisionMonday, January 27, 2003 Ronald Bleed, Vice Chancellor Emeritus, Maricopa Community College District Erica Rosch, ITA Program Coordinator, University of Wisconsin-Madison Carol Scarafiotti, Vice President Emeritus, Rio Salado College Carole Turner, Assistant Director, Academic Technology, University of Wisconsin-Madison The processes that the Maricopa Community Colleges and the University of Wisconsin-Madison used to vision the future and the resulting ideas will be presented. We will briefly describe the process and strategic plans, then detail how the process grows and flows with reality, in the everyday world and with the faculty, students, support staff, and high school students we serve. We will offer specific examples of the outcomes of our work. Making It Rain: Organizing Ourselves to Enable the Transformation of Learning Using TechnologyTuesday, January 28, 2003 Stephen M. Jones, Dean, College of Fine Arts and Commmunications, Brigham Young University David W. Monson, Product Portfolio Manager, Teaching & Learning, Brigham Young University Jonathan Mott, Asst. to the Academic VP - Academic Technology, Brigham Young University Many institutions are experiencing significant and measurable changes in the nature of their day-to-day teaching and learning practices that are enabled by the revolutions in information and communication technologies. For most, however, the vision of an enterprise-wide transformation of teaching and learning is not yet realized or perhaps not even widely accepted. At Brigham Young University we find ourselves engaged in initiatives related to many of the NLII key themes and learning about the strategies, processes and resources required to integrate them into an enterprise e-learning system. Our presentation will share the lessons learned and progress made by partnering with vendors in the creation of a next-generation e-learning infrastructure, preparing for a Sharable Content Object Reference Model (SCORM)-compliant repository, redesigning large courses, supporting exponential growth in the use of our course management system, bridging our high-enrolling distance education efforts to the campus mission, and reinventing and uniting once disconnected support organizations. Related article from NLII 2002-2003 Annual Review: "When Shared-Vision Meets Business Planning: Successful Strategic Planning Means Alignment, Opportunity, and Collaboration"
Sunday, January 26, 2003 Transformation Through CollaborationTuesday, January 28, 2003 Archie Davis, Associate Vice Chancellor, East Carolina University Jo Ann Pearson, Executive Director, UNC Shared Services Alliance, University of North Carolina General Administration Frank T. Prochaska, Executive Director, T & L Technology Collaborative, University of North Carolina at Chapel Hill Thomas C. Warner, Director, Business Development, CA This presentation will describe strategic planning processes and the resulting transformational outcomes at the system and campus levels. In 1999 the University of North Carolina developed an information technology strategic plan to aggressively address on all sixteen campuses the following five priority areas: teaching and learning with technology (TLT), administrative systems, services for students, e-learning, and intracampus network infrastructure. Funds were set aside for new programs that were collaborative in nature, designed to synergistically capitalize on economies of scale and serve all campuses. In addition to other actions, these new programs established the UNC TLT Collaborative, the UNC Shared Services Alliance, and the Office of Coordinated Technology Management. This presentation will report on UNC's successful strategic planning initiative including how it is serving as a roadmap and vehicle for institutional transformation in several IT areas. Strategic planning and program development have enabled East Carolina University (ECU) to transform a traditional site-based continuing studies model to an Internet-based enterprise supporting more than 20 degree/certificate programs generating approximately 100 faculty positions and a $17 million budget. The transformation was the result of a comprehensive approach built on careful analysis of internal and external factors, development of an appropriate administrative/funding model, building top-to-bottom buy in, expansion of instructional technology support services, a solid technology infrastructure, and effective promotion. |
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