Strategic Plan 2009-2014

• Strategic Plan
• Department Strategic Plans
  • I&IT Applications
  • I&IT Information Security
  • I&IT eLearning
  • I&IT Projects & Services
  • I&IT Support
  • I&IT Systems
  • I&IT Web Development
• Document files

Strategic Plan

I&IT has developed our first five-year strategic plan that lists our goals and details the strategies and tactics for achieving of objectives in serving the campus. The plan is a living document consisting of: division vision, mission, core values and objectives; and for each department, mission and objectives. Technology is embedded in all of the university’s activities. IT facilitates communication, supports teaching and learning through technology infrastructure and services, and enables business process improvement. The university constantly discovers new needs and new ways to use technology. Like technology, planning is dynamic. Our plan will be subject to continual review for alignment with the plans of the other divisions of the university and in response to new challenges and opportunities.

We see the work of I&IT as essential to the mission of the university and particularly relevant to Cal Poly Pomona’s polytechnic identity and focus on academic quality. The university’s core value of learn-by-doing is reflected in I&IT’s learning-centered culture, and environmental sustainability appears in the objectives of several of our departments.

Note regarding structure: for each of our division’s strategic objectives, we provide: a) brief explanation; b) background links that anchor our objectives to the other divisions, the university, and/or an external higher education context; and c) measurable targets to support the strategic objectives.  The measurable targets comprise division-level activities or activities to be undertaken by each I&IT department.  Some of the targets are first steps toward meeting the objectives; others are more sustained and substantial.  These targets will be supplemented by activities defined by each of the department plans. 

Strategic Goals & Objectives

Technology will be recognized as an essential resource in furthering the university’s and divisions’ missions. I&IT will provide technology solutions, expert consultation and leadership, resulting in numerous enhancements to the advancement of learning and knowledge, and to the effectiveness of campus support services and business processes.

The following objectives support the achievement of this goal:

Build and sustain a division culture of evidence. I&IT will understand the needs and perspectives of faculty, students, and staff so as to serve them most effectively.  Establish service level benchmarks that more clearly define what constituents can expect from the campus technology provider. Assessment data will be used to make resource and service decisions.

• Context Links:
  • I&IT Learning Centered Plan
  • University Learning-Centered Focus
  • WASC Commission statement on culture of evidence
• Measurable targets:
• A division assessment plan will drive systematic examination of each of I&IT’s services, to ensure that quality and effectiveness meet the highest possible standards.
• The assessment plan will also provide for periodic review of constituent needs and satisfaction.
• I&IT and its departments will employ a variety of assessment techniques, including direct measurement, satisfaction surveys, case studies and online portfolios.
• Assessment results will be used for planning, day-to-day decision making, and continuous improvement.
• When assessments of unmet needs are conducted, actions plans with measurable targets will be prepared.
• Assessment outcomes will be compared from year to year and periodically benchmarked against peer institutions. 
• I&IT Departments will develop and honor Service Level Agreements (SLAs) with providers and customers.
• I&IT will support efforts by the university and its divisions to use data to drive improvements in student learning and administrative effectiveness.

Become a more agile and efficient organization.  A polytechnic university relies on technology to support the unique programs that distinguish it.  Environmental factors and the accelerating pace of technological change demand that we embrace agility and innovation.  We need to be prepared to leverage emerging technologies, to assist faculty and staff by evaluating technologies that interest them and to identify technologies to meet campus needs. 

• Context Links:
  • Educause article, The Enterprise Compass
  • Educause article, The Future - Frugality and Agility:
  • Educause article, Technology Innovation - Thriving at Breakneck Speed:
• Measurable targets:
• I&IT projects will be undertaken and managed using an industry-standard project management methodology.
• Projects will be prioritized based on impact, urgency, and resource requirements and will be completed on time, within budget, and will perform as specified.
• I&IT will provide timely responses to questions and requests.
• Mission-critical programs and services and associated processes will be documented and regularly analyzed to improve efficiency and effectiveness.
• I&IT will work with our constituencies to select the most appropriate service delivery strategy for each need (vendor-supplied or open source).

Collaborate with academic leaders to develop strategic directions and achieve shared goals for technology in teaching, learning, and scholarship.   In order to support student learning and the teacher scholar model, I&IT must strengthen and increase its productive partnerships with the provost, colleges, Faculty Center for Professional Development, Library, the Teaching, Learning, & Technology Committee of IT Governance and other faculty groups. Faculty members and other academic leaders need to see technology as a strategic resource and create strategic plans for its use. 

• Context Links:
  •  Core Values of Cal Poly Pomona - polytechnic identity, academic quality, learn by doing;
  • University Strategic Plan for 2011 – 2015  
  • IT Governance and vision
  • I&IT eLearning’s Strategic Plan
  • Academic Affairs and College Strategic Plans
                      
• Measurable targets:
• I&IT will engage with Academic Affairs to develop a shared strategic vision for the use of technology to support teaching, learning, and scholarship.
• The shared vision will define eLearning in a Cal Poly Pomona context, and identify priorities.  The vision will drive changes that enhance teaching and learning experiences.
• Together, Academic Affairs and I&IT will collaborate on implementing the strategic vision.
• Appropriate incentives for faculty and student use of technology will be created and disincentives removed.
• Faculty and student support needs will be identified and plans developed to meet these needs.
• Learning spaces that facilitate learn-by-doing and student engagement will be designed and implemented.

Further the use of technology as a strategic business tool by partnering with other divisions. Cal Poly Pomona must identify ways to leverage technology to create efficiencies.  Businesses processes must be streamlined and user-friendly. Timely, accurate, comprehensive and reliable data will drive innovation. Technology will be managed as a strategic resource with constant attention to its most effective allocation. 

• Context Links:
  • President’s Campus Climate Commitment
  • Comprehensive Campaign 
  • IT Governance - purpose and vision
  • University and Division Strategic Plans
• Measurable targets:
  • I&IT will strengthen its current partnerships with other divisions to leverage technology for the purpose of serving students more effectively and achieving other academic and administrative objectives.
  • I&IT will support CSU efforts to consolidate CMS information systems, and will work with campus administrative offices to close gaps created by the consolidation.
  • I&IT will pursue alliances with the other divisions, the CSU and other institutions as a means of constraining costs, minimizing risk, maximizing staff expertise and achieving economies of scale.
  • Business processes within I&IT will be examined and, where appropriate, redesigned for greater efficiency.  I&IT staff will serve as resources to assist other campus units with business process redesign.
  • I&IT will explore, implement, disseminate and promote examples of high quality electronic workflow. 
  • I&IT will lead campus collaborative efforts to ensure information security and accessible technology.
  • The campus will leverage enterprise infrastructure and avoid unnecessary replication of infrastructure and services, resulting in cost savings and contributions to the campus climate commitment. 

Advance the division values of collaboration, communication, learning, professionalism, and service.   As technology becomes more central to teaching and learning and the business of the university, it is essential that I&IT have staff resources positioned to meet identified needs and to support emerging technology projects and services.  Because of the relentless change in technologies, investing in professional growth is a necessity, not an option. Succession planning is essential, and requires leadership development at all levels. Achieving our vision requires skilled leaders and effective management systems.  

• Context Link: 
  • CSU Access to Excellence Accountability Plan - Plan for Staff and Administrative Succession and Professional Growth
• Measurable targets:
  • I&IT leadership will define, communicate, and model a commitment to the vision, mission and strategic plan of the division.
  • I&IT staff will demonstrate commitment to the division’s service ethic.  Quality of service will be regularly assessed to identify potential for improvement.
  • The appropriate use of work plans to drive priorities and evaluations will be fully integrated into I&IT’s culture.  Work plans will include professional development goals and activities.
  • I&IT’s culture will encourage excellence, engagement, professional development, commitment, and pride. Technical and leadership growth for staff will be a priority.
  • Outcomes and achievements will be documented, and performance will be recognized and rewarded.
  • I&IT will be widely recognized as a standard setter in building and maintaining strong relationships with beneficiary and constituent groups.
  • The division’s communication plan will be faithfully executed and reviewed regularly for effectiveness and possible improvement.
  • Each I&IT leader will contribute to the development of leadership within his/her department.
  • An I&IT staff survey will be conducted annually and results used to drive improvements in staff opportunity, effectiveness and morale.

Document files

All files are in Microsoft Word format, and have the same content as the HTML files linked above.

• Division
• I&IT Applications
• I&IT Information Security
• I&IT Learning
• I&IT Projects & Services
• I&IT Support
• I&IT Systems
• I&IT Web Development

This page was last updated on October 11, 2012.