Master Plan Final

Information
Technology Master Plan
Path to the Plan
PROCESS
This document outlines the strategic goals, objec;ves and ini;a;ves of Lafaye@es Informa;on Technology Division. It is the
culmina;on of nearly a years worth of work and a variety of conversa;ons and inputs. In March 2011, Lafaye@e contracted Polaris
Consul;ng to help develop primary inputs to this process. That report, in conjunc;on with input from cabinet, senior sta, the Board IT
commi@ee, IT leadership, advisory bodies, faculty, and sta have all informed this nal plan.

The master plan has a three year horizon, and includes a priori;zed project porPolio, budget es;mates, and stang requirements to
implement the porPolio. In addi;on, the Colleges Strategic Plan Global Objec;ves and Suppor;ng Objec;ves are included to provide
the strategic context for the IT Master Plan.

The Informa;on Technology Master Plan is not intended to provide an exhaus;ve list of the technology-related projects Lafaye@e must
undertake, but rather focuses on those areas where technology is expected to deliver signicant addi;onal value to the College.

Information Technology Master Plan
CONTENTS

1. Strategic Framework: This sec;on denes the strategic landscape at Lafaye@e by reviewing
the Colleges Strategic Plan Objec;ves.
2. Vision, Principles, Objec<ves, and Goals: The major strategic framework for the IT Master
Plan is placed within the Colleges larger strategic context through a Vision Statement and
Guiding Principles. Four IT Strategic Objec;ves and related Goals are outlined.
3. Ini<a<ve Summary and Roadmaps: Provides high-level view of strategic ini;a;ves for the
next three years
4. Investment Prole: Includes stang and funding requirements to enact ini;a;ves iden;ed
in the plan.
5. Governance: Describes the proposed governance and project intake/priori;za;on
func;ons.
6. Ini<a<ve Descrip<ons: This sec;on describes the set of ini;a;ves and capabili;es that
enable each objec;ve. The ini;a;ves should be revisited periodically over the life;me of
the plan.

STRATEGIC FRAMEWORK
College Strategic Plan
Global Objec;ve 1
A student educa<onal experience that builds on a founda<on of liberal arts to

prepare 21st century global leaders and ci<zens.

1. Create a climate of (co) curricular and cross-disciplinary innova;on that builds on and
strengthens the colleges tradi;on of disciplinary excellence.
2. Create a socially and intellectually vibrant residen;al experience that enhances the colleges
curricular and educa;onal goals.
3. Create a dis;nc;ve community of faculty, sta and alumni that mentors students to become
mature, responsible, and intellectually engaged ci;zens of the global community.
4. Provide students with dis;nc;ve educa;onal experiences that build skills for ci;zenship and
leadership in the global community.
5. Create a campus environment that purposefully engages students in problem-solving
opportuni;es and challenges in prepara;on for the leadership in the global 21st century.
Global Objec;ve 2
Inclusive, vibrant campus known for diversity in thought and experience.

1. Create a campus culture that promotes the integra;on of programs and ini;a;ves across all
divisions aimed at both celebra;ng dierence and building bridges across iden;;es.
2. Transform aspects of campus tradi;ons and culture that constrain Lafaye@es commitment to
inclusion and diversity in thought and experience.
3. Infuse issues of dierence into the fabric of a Lafaye@e social and educa;onal experience.
4. Enhance Admissions and Financial Aid opera;ons to consistently recruit, enroll and support a
student body characterized by diversity in thought and experience.
5. Encourage and reward commitment to an inclusive and vibrant educa;onal experience to
strengthen leadership capacity across campus and throughout all ranks.
6. Showcase Lafaye@es dedica;on to a culture of inclusion in all aspects of the college
communica;on with prospec;ve and current students, alumni, faculty, and sta.
Global Objec;ve 3
Faculty, sta, and administra<ve achievement commensurate with the best

colleges in the country.

1. Sustain and strengthen the facultys reputa;on for teaching excellence through strategic
investments in pedagogical and technological support.
2. Sustain and strengthen the facultys reputa;on for scholarly achievement and research
collabora;on with students through strategic investments in research support.
3. Develop a structure and incen;ves to encourage and reward outstanding faculty and sta
achievement.
Global Objec;ve 4
Innova<ve educa<onal programs demonstra<ng na<onal leadership in selected

areas of excellence.

1. Create a Center for the Arts that leverages the colleges proximity to interna;onal metropolitan
centers and strong, local community partnerships and is dis;nc;ve for cross-disciplinary
integra;on of the prac;ce, theory and history of the visual, ne and crea;ve arts.
2. Create a state-of-the-art Center for Life, Earth and Environmental Science that is dis;nc;ve for
co-curricular interdisciplinarity and innova;on.
3. Create centers of excellence in Leadership Studies and Entrepreneurship.
4. Create a Center for Global Educa;on that integrates dis;nc;ve residen;al programming,
curricular and study abroad opportuni;es, faculty global research, and the colleges outstanding
interna;onal student popula;on.
5. Develop community based learning, research and service (CBLRS) partnerships that capitalize on
learning opportuni;es and invest in projects locally and globally.
Global Objec;ve 5
Strong partnerships with the Easton Community that strengthen students

educa<onal experience and the vitality of the College.

1. Leverage the colleges excep;onal town-gown rela;ons to build a model of community
partnership that is dis;nc;ve for student educa;onal value.
2. Enhance the gateways between the College and City to foster partnerships with the community.
3. Create a solid founda;on and sustainable funding source for community outreach and
community based learning opportuni;es.
4. Strengthen partnerships with the local community to cul;vate internship/externship
opportuni;es.
Suppor;ng Objec;ve 1
Financial, physical, and technical infrastructure that ensures the Colleges

capacity to deliver and reputa<on for excep<onal educa<onal value.

1. Develop a culture of planning and a process for execu;on of projects in the areas of nancial,
physical, and technical infrastructure such that investments in these areas align with and support
the global objec;ves.
2. Sustain and enhance the Colleges nancial resources, including especially the endowment.
3. Invest in nancial, physical, and technical projects that give the College compe;;ve advantage
with respect to a@rac;veness, func;onality and long-term demonstrated educa;onal excellence.
10
Na<onal prominence in technology innova<on in support of the Colleges

educa<onal mission and strategic objec<ve.

1. Sustain and strengthen the Colleges commitment to developing and using a suite of tools and
applica;ons that enhance communica;on, facilitate collabora;ons, and build community.
2. Develop infrastructure and services that leverage data assets for assessment and execu;ve
decision-making.
3. Create an environment that supports a more integrated and sophis;cated use of technology by
faculty and sta for teaching, learning, and working.
11
Produc<ve alumni engagement in all aspects of the student experience in

support of the Colleges excep<onal educa<onal value.

1. Develop alumni community that encourages collabora;on and communica;on.
2. Provide experiences and structures that foster alumni mentorship of current and prospec;ve
students.
3. Enhance programs that support alumni engagement and leadership development.
12

VISION, PRINCIPLES, OBJECTIVES, AND GOALS
13
VISION
Informa;on technology is rapidly becoming an essen;al component of the core enterprise. It is no

longer just a produc;vity enhancer, but rather will be at the center of nearly everything we do. To
adapt the ins;tu;on to the changes this will likely bring to our environment, the College must
provide each user with the technology they need and support them in using it eec;vely. Members
of the community must embrace the use of informa;on technology in their roles, and be commi@ed
to using it to improve and enhance their own work, and the College as a whole.
14
Guiding Principles
PROVIDE ACCESS TO TECHNOLOGY
The College is commi@ed to providing all members of the Lafaye@e community with access to the technologies they need in their roles,
when and where they are needed, and in user-friendly forms.

Technology users should seek to u;lize available technologies in ways that generate addi;onal value in their ac;vi;es, and
communicate with technology providers when their needs are not being met.

Technology providers should regularly review their porPolio of supported technologies, keep them up to date, re;re those
that are outdated or infrequently used, and provision new ones as needed. Frequent feedback should be solicited from the
community to support this process. In addi;on, periodic reviews should be conducted to determine whether par;cular
services could be provided more cost eec;vely by external providers.

15
Guiding Principles
BUILD TECHNOLOGY LITERACY

To take full advantage of the investments being made in informa;on technology, it is important that members of the community are well
equipped to use them in their work.

Technology users should develop and maintain competencies in the technologies appropriate to their roles.

Technology providers should provide easily accessible training and support for the technologies deployed to the community,
and be available to consult with users on how to apply available technologies to their needs.
16
Guiding Principles
ENCOURAGE INNOVATION
Informa;on technology is now a part of nearly every ac;vity the College engages in, and provides the opportunity to do things faster,
be@er, or cheaper, as well as to provide new or expanded services or seek new revenue streams. The College is commi@ed to becoming a
na;onal leader in areas where technology innova;on supports the educa;onal mission and ins;tu;onal strategic objec;ves. Members of
the community should be encouraged and supported to explore new ways of using technology, with an understanding that innova;on can
be risky, and some failures may ensue.

Technology users should consider how technology could help them solve problems in new or dierent ways, and collaborate
with technology professionals when presented with a problem that they think could be solved through applica;on of
technology.

Technology providers should educate the community on what technologies are available, and consult with them on how IT
might be applied to solve problems and enhance the mission of the College. They should work with the community to pilot
technologies in order be@er understand how and whether they should be applied more broadly across the College. They
should also seek ways to encourage users to take risks and experiment with technologies that enable innova;ve teaching and
scholarship as well as ecient business prac;ces.

17
Guiding Principles
WORK IN PARTNERSHIP
Eec;ve deployment of informa;on technology is not just the responsibility of ITS. Technical projects should be collabora;ve eorts
between users and technology providers. The success of projects goes beyond purely technical eorts, and success hinges upon how well
the community adopts the technologies and how closely they meet users needs. Early collabora;on during project planning is strongly
encouraged.

Technology users should take responsibility for technology-enabled projects undertaken in their areas, be able to ar;culate
the desired value, and be accountable for results.

Technology providers should work closely with users to understand their objec;ves and provide guidance on IT capabili;es.
They should iden;fy and include poten;al partners and stakeholders, and provide strong project management and technical
capabili;es to deliver desired results.

18
Guiding Principles
FOCUS INVESTMENTS
While informa;on technology is essen;al to the overall success of the College, there are limited personnel and nancial resources
available to support technology ini;a;ves. The College must focus its investments on those projects that clearly demonstrate value
through academic and business outcomes, while retaining some funding to support innova;ve projects and smaller academic ini;a;ves.

Technology users should bring forward ideas for IT-enabled projects, and be able to ar;culate the desired outcomes.

Technology providers should focus on assis;ng the community in understanding where and how technology could bring
benet, and eec;vely execu;ng high priority projects in a cost-eec;ve manner.

19
Guiding Principles
SUPPORT OUR CULTURE

A signicant part of the value generated by the Lafaye@e community comes from the face-to-face interac;ons between and among
students, faculty, and sta. Technology should be deployed in a way that enhances and supports these interac;ons, not in a way that
replaces them.

Technology users should determine how to best integrate available technologies into the tradi;onal Lafaye@e program, and
iden;fy barriers to eec;vely using technology.

Technology providers should help iden;fy ways to facilitate people-to-people interac;ons by simplifying and standardizing
rou;ne administra;ve processes.

20
Teaching, Learning, and Research
OBJECTIVE 1
Develop capabili<es that support faculty teaching, research and student learning
1. Expand capabili;es to support teaching and research across mul;ple disciplines while enabling
individuals to innovate in their areas of specializa;on.
2. Provide increased consulta;on to help faculty use technology.
3. Work with faculty to explore new ways to use informa;on technology to engage students in
learning.
21
Digital Assets and Data
OBJECTIVE 2
1.
2.
3.
4.
5.
Support crea<on of and access to digital assets and data

Deploy user-friendly plaPorm(s) for search, analysis, and presenta;on of data.
Enhance the Colleges capabili;es to create, store, and provide access to its digital assets.
Provide capabili;es to ensure data integrity and security.
Maintain a robust, highly available, and automated infrastructure.
Develop strategies to ensure the preserva;on of electronic College records of enduring value.
22
Operational Eectiveness
OBJECTIVE 3
Promote the ecient use of technology through community partnership

1.
2.
3.
4.
Streamline administra;ve processes for faculty and sta.

Increase capabili;es through deployment of systems that integrate with the Colleges ERP system.
Create transparent prac;ces and procedures that enable eec;ve IT opera;ons.
Create educa;onal and training opportuni;es that best suit the changing needs of the community.
23
Communication, Collaboration, and

Community
OBJECTIVE 4

Support communica<on and collabora<on between and among the College and
members of its community
1. Enhance the ins;tu;ons use of the web and social media tools.
2. Provide capabili;es to help target communica;ons to the appropriate cons;tuents.
3. Iden;fy and implement ways to enhance collabora;on and community with both on and o-
campus cons;tuents.
4. Provide for the changing nature of the classroom, incorpora;ng ways to support Lafaye@es global
ini;a;ves and enhance experien;al learning wherever it may take place.
5. Ensure that all applica;ons, data, and other digital content is accessible in an mobile format
whenever feasible.
24

INITIATIVE SUMMARY AND ROADMAPS
25
Initiative Summary
IN FLIGHT
Ini<a<ve
College Strategies
IT Objec<ves
IT Lead
Funding
Requirements
Conduct Faculty Support Study
GO3-1, GO3-2
1-1, 1-2, 1-3, 2-2
Instruc;onal Technology
$0
Conduct IT Review of Development

and College Rela;ons
SO2-3
4-1, 4-2, 4-3, 4-5
User Services
$0
Implement Portal PlaPorm
SO2-1, SO2-3, SO3-1
4-2, 4-3, 4-5
Web Applica;ons
$0
Develop IT Service Catalog
SO1-1, SO2-1, SO2-3
3-3, 4-5
IT Leadership
$0
Enhance IT Communica;ons
GO2-6, SO1-1, SO2-3
3-3, 4-5
IT Leadership
$0
Enhance Grant Proposal Support
GO3-2, SO1-1
1-1, 1-2
IT Leadership
$0
Establish Project Management

Capability
SO1-1
3-3
IT Leadership
$0
Implement IT Governance Process
SO1-1
3-3
IT Leadership
$0
26
Initiative Summary
2012-13
Ini<a<ve
Expand Document Imaging
College Strategies
IT Lead
Funding
Requirements
2-2, 3-1, 3-2
AIS
$200,000
Enhance Smart Classroom Capabili;es GO3-1, SO2-1, SO2-3
1-3, 2-1, 4-4
$750,000
Establish Technology Innova;on

Grant
GO3-1, GO3-2,
GO3-3, SO2-3
1-1, 1-2, 1-3, 3-4
$25,000
Develop IT Security Strategy
SO2-2
2-3, 3-3
Network and Systems
$50,000
Implement Unied Communica;ons
SO2-1, SO2-3
4-3, 4-4, 4-5
Network and Systems
$1,250,000
Assess Technology Eciency
SO1-1, SO2-3
1-2, 3-1, 3-2
User Services
$0
Establish Physical Support Loca;on
SO2-3
3-3, 3-4
User Services
$50,000
Expand Instruc;onal Technology
GO3-1, GO3-2, SO2-3
1-1, 1-2, 1-3, 2-2
IT Leadership
$0
27
SO2-3
IT Objec<ves
Initiative Summary
2013-14
Ini<a<ve
College Strategies
IT Objec<ves
IT Lead
Funding
Requirements
Develop Customer Rela;onship

Management Capabili;es
GO2-4, SO2-1, SO2-2,

SO3-1
4-2, 4-5
AIS
$850,000
Implement Business Intelligence

PlaPorm
SO1-3, SO2-2
2-1, 4-5
AIS
$800,000
Create Lecture Capture Capabili;es
GO3-1, SO1-3, SO2-1,

SO2-3
1-3, 3-4, 4-1, 4-3,

4-4, 4-5
$150,000
Expand Training
GO3-1, GO3-2, SO2-3
1-1, 1-2, 1-3, 3-4
$0
Develop DR and Business Con;nuity
SO2-2
2-3, 2-4
Network and Systems
$150,000
Refresh College Web Site Design
GO2-4, SO1-3, SO2-1,

SO3-1
4-1, 4-2, 4-3, 4-5
Web Applica;ons
$200,000
28
Initiative Summary
2014-15
Ini<a<ve
College Strategies
IT Objec<ves
Implement e-Procurement
SO2-3
2-3, 3-1, 3-2
AIS
$130,000
Pilot Lifelong Learning
SO1-3, SO2-1,
SO3-3
4-3, 4-4, 4-5
$50,000
Explore Virtual Desktop
SO1-3
2-4, 4-4, 4-5
User Services
$100,000
Enhance Search Capabili;es
SO2-2
2-1, 2-2, 4-1,

4-5
Web Applica;ons
$100,000
Enhance Web Analy;cs Capabili;es
SO2-2
2-1, 4-1, 4-5
Web Applica;ons
$100,000
Build Training Facility
SO2-3
3-4
IT Leadership
$200,000
29
IT Lead
Funding
Requirements
2011-12
2012-13
2013-14
2014-15
IT Lead
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Implement BI Platform
AIS
Develop CRM Capabilities

Implement eProcurement
Instructional Technology
Create Lecture Capture Capabilities

Establish Technology Innovation Grant
Enhance Smart Classroom Capabilities

Network and Systems
Expand Training
30
Develop IT Security Strategy

Implement Unified Communications
Develop DR and Business Continuity
Q2
2011-12
2012-13
2013-14
2014-15
IT Lead
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
User Services
Establish Physical Support Location

Conduct IT Review of Development and College Relations
Assess Technology Efficiency
Web Applications
Implement Portal Platform
Enhance Search Capabilities

Enhance Web Analytics Capabilities
Refresh College Web Site Design
IT Leadership
Establish Project Management Capability


Enhance IT Communications
Expand Instructional Technology
31
Q1
Q2

INVESTMENT PROFILE
32
Investment Prole
STAFFING
Exis<ng sta do not have the capacity to support all Master Plan ini<a<ves while also
performing their exis<ng roles

The Master Planning eort highlighted user sa;sfac;on with most exis;ng technologies.
However there was a strong desire for more support, training, and consul;ng services, all of
which are labor intensive.
Lafaye@es IT sta is signicantly smaller than those found at peer ins;tu;ons. As a result, sta
are already highly u;lized in their exis;ng roles and may not have signicant capacity to support
the Master Plan ini;a;ves.
While some of this workload could be taken up by consultants, new posi;ons will be needed.
33
Stang
BY POSITION
Posi<on
Jus<ca<on
Year
Enterprise Applica;on
Integra;on Specialist
This posi;on will play a key role in many of the Master Plan ini;a;ves as well a number of strategic
ini;a;ves already in-ight, including the la@er stages of mobile and portal. It will also enable a year 3
ini;a;ve for Banner integra;on with auxiliary systems.
Help Desk
Today, this posi;on is funded by the opera;ng budget as an outsourced sta cost. This posi;on should be
converted to a full-;me Lafaye@e sta posi;on.
Project Manager
ITS does not have a project manager today. In order to support the new governance process and the
ini;a;ves in the Master Plan, this is an important new capability.
Instruc;onal Technologist
Expand instruc;onal technology with capabili;es requested as part of the Faculty Support Study ini;a;ve.
IT Security Lead
The IT Security Lead will consolidate security responsibili;es that are currently distributed among ITS sta,
while strengthening IT security for the College.
BI Specialist
A Business Intelligence system requires ongoing support for report crea;on, data modeling, and
development of analy;cs. This posi;on will be needed to support the BI ini;a;ve.
Instruc;onal Technologist
Expand instruc;onal technology with capabili;es requested as part of the Faculty Support Study ini;a;ve.
34
Investment Prole
FUNDING
Implemen<ng the IT Master Plan will require a substan<al alloca<on of new funds
Several of the ini;a;ves highlighted in the Master Plan require purchase of large and expensive
new technology plaPorms.
In addi;on to the cost of purchasing these technologies, many will include an ongoing licensing /
maintenance component which will require an increase in the ITS annual budget. Where these are
known, they have been included.
Consultants will likely need to be engaged to provide planning and implementa;on support for a
number of these ini;a;ves. Where use of consultants is highly likely, the es;mated fees have been
included in the overall cost for the ini;a;ve.
In addi;on, a 5% con;ngency has been added to the ini;a;ve totals in the event that some of the
es;mates are lower than actual costs.
35
Funding
SUMMARY
Cost Area
In Flight
2012-13
2013-14
2014-15
Total
Stang
$0
$265,950
$193,050
$184,950
$643,950
Ini;a;ves
$0
$2,325,000
$2,150,000
$680,000
$5,155,000
Con;ngency (5% Ini;a;ves)
$0
$116,250
$107,500
$34,000
$257,750
Es;mated Opera;ng Impact
$0
$350,000
$123,000
$0
$473,000
Total Cost
$0
$3,057,200
$2,573,550
$898,950
$6,529,700
36

GOVERNANCE
37
Governance Process
OVERVIEW
Periodic Review
Dene
Project
informa;on is
captured in a
standardized
format
38
Assess
Costs and benets

of proposed
projects are
es;mated
Priori<ze
Projects are
priori;zed based
on common
criteria
Allocate
Project porPolio
is determined
based on
available stang
and funding
Schedule
Monitor
Project execu;on Project progress is

is sequenced
monitored and
based on capacity, communicated
priority, and
dependencies
Governance Process
PROJECT MANAGEMENT OFFICE
A major component of the new governance process is crea<on of a Project

Management Oce (PMO)

The PMO will be the central point of aggrega;on for all new IT project requests, regardless of
type or origin
Projects will be submi@ed to the PMO only upon approval by the Division Head
The PMO will be an organiza;onal unit of ITS and will report directly to the CIO
The PMO will be responsible for tracking projects once approved
The PMO will manage all communica;on with the client(s) and commi@ees throughout the
process
39
Governance Process
PROJECT CATEGORIES
Some project types due to their nature may follow a slightly dierent path through the process,
although all must begin by submicng to the PMO.
New Ini<a<ves: Most projects should follow the normal process through governance.
Small Projects: Projects below $25,000 and 40 sta-hours should be priori;zed by ITS management in partnership with the relevant
advisory commi@ee(s) without needing approval by the Steering Commi@ee. Status of small projects should be reported to the steering
commi@ee or appropriate advisory commi@ee on a regular basis.
Academic Projects: Many academically focused projects are proposed by individual faculty members and serve a small popula;on.
Trying to priori;ze these projects against larger enterprise ini;a;ves may put them at a disadvantage, but these projects are s;ll very
important to the ins;tu;ons academic mission. Any that do not meet the small project threshold can also move forward solely upon
the review and approval of the Provost with input from the CIO and funded from a separate and supplemental budget allocated
specically for such projects.
Investment Renewal Projects: ITS retains decision rights over investment renewal projects (computer replacement, server upgrades,
infrastructure upgrades). New infrastructure projects will be considered for approval alongside other ini;a;ves.
Enterprise Projects: Large, complex, mul;-year projects or those with ongoing development needs can be given their own oversight
commi@ees to manage the resources allocated to them.
40
Governance Process
NEW INITIATIVES
Step
Descrip;on
Owner
Dene
A project idea is submi@ed to the PMO once approved and priori;zed by the Division
Head.
Client
Assess
The PMO iden;es the project as a new ini;a;ve and prepares the project descrip;on
for submi@al to the Steering Commi@ee. If the project involves Facili;es work,
coordina;on between Facili;es Planning and ITS will take place.
PMO
Priori;ze
The Steering Commi@ee in partnership with Faculty and Administra;ve advisory

commi@ees priori;zes the project.
Steering and Advisory

Bodies
Allocate
The project goes with the full porPolio of projects and priori;es for the presidents
approval.
Presidents Oce
Schedule
The project goes with the full porPolio of approved projects to the CIO for execu;on.
Decisions and updates are communicated to clients by the CIO.
IT Management
Monitor
The projects progress and outcomes are measured and communicated.
PMO
41
Governance Process
SMALL PROJECTS
Step
Descrip;on
Owner
Dene
A project idea is submi@ed to the PMO by an individual or department.
Client
Assess
The PMO iden;es the project as mee;ng the small project criteria and sends the
project to IT management.
PMO
Priori;ze
IT management priori;zes the project among its other responsibili;es and

communicates status to the Steering Commi@ee and client.
IT Management
Allocate
The project is approved or denied: if approved, resources are determined and

allocated.
IT Management
Schedule
The project is scheduled for execu;on.
IT Management
Monitor
PMO
42
Governance Process
ACADEMIC PROJECTS
Step
Descrip;on
Owner
Dene
Head.
Client
Assess
The PMO iden;es the project as mee;ng the academic project criteria and sends the
project to the CIO and Provost for review.
PMO
Priori;ze
The Provost priori;zes the project in concert with the CIO and relevant cons;tuencies
and communicates status to the Steering Commi@ee and client.
CIO and Provost
Allocate

allocated.
CIO and Provost
Schedule
IT Management
Monitor
PMO
43
Governance Process
INVESTMENT RENEWAL PROJECTS
Step
Descrip;on
Owner
Dene
Head.
Client
Assess
The PMO iden;es the project as mee;ng investment renewal criteria and sends the
project to IT management.
PMO
Priori;ze
IT management priori;zes the project among its other responsibili;es and

communicates to the Steering Commi@ee.
IT Management
Allocate

allocated.
IT Management
Schedule
IT Management
Monitor
PMO
44
Governance Process
ENTERPRISE PROJECTS
Step
Descrip;on
Owner
Dene
Head.
Client
Assess
The PMO iden;es the project as a new ini;a;ve and prepares the project descrip;on
for submi@al to the Steering Commi@ee.
PMO
Priori;ze
The Steering Commi@ee in partnership with Faculty and Administra;ve advisory

commi@ees priori;zes the project.
Steering and Advisory

Bodies
Allocate
The project goes with the full porPolio of projects and priori;es for the presidents
approval.
Presidents Oce
Schedule
The project goes with the full porPolio of approved projects to the CIO for execu;on.
Decisions and updates are communicated to clients by the CIO.
IT Management
Monitor
A Project Commi@ee is created to monitor progress and outcomes in conjunc;on with

the PMO.
PMO and Ad-Hoc Project

Commi@ee
45
Governance Process
PROJECT EXAMPLES
Type
Governance Body
Cycle
Examples
New Ini;a;ves
Steering Commi@ee
Quarterly
Mobile Web, eCommerce
Small Projects (<$25,000 or 40 hrs)
CIO & Client Leads
Monthly
Hosted service contracts (RAISE, At-Risk, University

Tickets)
Academic Projects
CIO and Provost
Quarterly
Technology-enabled scholarship and research

ini;a;ves (cluster compu;ng, instrumenta;on,
discipline-specic applica;on development)
Investment Renewal Projects
IT Leadership Team
Quarterly
Computer life-cycle, router replacements, server

upgrades
Enterprise Projects
Steering Commi@ee
Quarterly
Business Intelligence, Campus Portal
46
Governance
NEW INITIATIVES MODEL
President
ITS
Project Submi@al
Project Management Oce
Completed Project Cases
Steering Commi@ee
Project Submi@al
College Community
47
Faculty Advisory
Commi@ee
Administra;ve
Advisory
Commi@ee
Governance
ROLES
Role
Func;on
President
The President reviews and approves a project porPolio consis;ng of projects priori;zed by the Steering
Commi@ee. This is where funding for IT projects as a whole is nalized. The President can also resolve conicts in
the Steering Commi@ee.
Steering
Commi@ee
The Steering Commi@ee represents a cross-sec;on of key cons;tuencies of the College. This group reviews
projects based on consistent criteria, and recommends an overall priori;zed project porPolio to the President.
Advisory
Commi@ees
The Advisory Commi@ees provide input to the Steering commi@ee during the project review cycle, bringing the
perspec;ves of their respec;ve areas. They are also informed of the porPolio of small projects as they are
submi@ed as well as the investment renewal projects.
ITS
ITS personnel act as advisors for all the par;es in the governance model, providing guidance on stang and
funding needs, and working with customers to iden;fy technical solu;ons for their needs. ITS also is responsible
for execu;on of the project porPolio.
Project
Management
Oce
The Project Management Oce (PMO) will perform triage on submi@ed requests to expedite them through the
process. IT works with the college community to esh out cases for projects, including an;cipated benets and
es;mated costs and stang needs. The PMO also tracks and reports the status of ongoing projects,
communica;ng to stakeholders throughout the process.
College
Community
The college community submits project requests to the Project Management Oce, and are responsible for
working with that team to develop cases for their projects.
48
Steering Committee
RECOMMENDATIONS
FORMING THE COMMITTEE
Steering Commi@ee membership is comprised of 6 senior Administrators and Faculty (Deans/Director level) and the CIO (chair)
Three standing members of the commi@ee should include chairs of both the Faculty and Administra;ve Advisory Commi@ees as well
as Dean of Libraries; three others will be selected by the President
For the rst commi@ee the three appointed seats will have 1 member serving 1 year, 1 member serving 2 years, and 1 member
serving three years; subsequently, appointed members will serve staggered three year terms
Future appointments to the commi@ee will be made by the President

COMMITTEE OPERATION
Final approval of Steering recommenda;ons lies with the President
Appeals can be made to the Steering Commi@ee; escala;on beyond Steering to the President is permi@ed only once an appeal in
Steering has completed
A priori;zed porPolio of projects is nalized and voted on by simple majority by Commi@ee members
PROJECT CYCLE
The process runs on a yearly cycle aligned to the annual budget cycle
The Steering Commi@ee will review submi@ed project cases on a quarterly basis or more frequently as needed
The roadmaps and strategic ini;a;ves are reviewed by Steering on an annual basis
The nal porPolio will be reviewed by FAP as part of an IT annual update process
A student advisory group should meet at least 2 ;mes a year to provide addi;onal input
49
Governance Process
RECOMMENDATIONS
DEFINE PHASE
A college policy should be adopted that requires all IT-related projects to be submi@ed in to the process
All projects should require approval of Division Head for submi@al to the process

ASSESS PHASE
ITS in conjunc;on with the Steering Commi@ee should develop a standard project case template
A sign-o process for both the client and ITS should be required before submisng a case to the Steering Commi@ee
The assessment process for projects should be reviewed on a bi-annual basis

PRIORITIZE PHASE
IT advisory commi@ees review priori;za;on of projects and provide comments and feedback
A standard rubric for priori;za;on must be created by IT and college leadership in partnership with faculty and administra;ve
advisory commi@ees
ALLOCATE PHASE
The nalized project porPolio is submi@ed to the President, who will review and approve the project list
The President may suggest modica;ons back to Steering, especially those based on availability of funds and resources
Approved project porPolios should be publically accessible and communicated broadly
Projects that were deemed worthwhile but did not make the cuto can be reconsidered in the next cycle without having to go
through re-assessment
50
Governance Process
RECOMMENDATIONS
SCHEDULE PHASE
The scheduling process will be based on IT alloca;on of resources as they become available
IT leadership will own communica;on of project scheduling to relevant stakeholders and advisory commi@ees
New projects can be added to the queue as priori;es are reassessed
MONITOR PHASE
A systema;c method to track projects underway must be implemented
Any signicant devia;ons from project plans must be communicated to the Steering Commi@ee and relevant advisory bodies
If necessary, the Steering Commi@ee can determine how to repriori;ze workload based on schedule devia;ons
Reviews of completed projects are conducted to iden;fy lessons learned, successful implementa;ons, calculate post-project ROI,
and understand failures
Projects during the monitor phase can be terminated or rescheduled if expecta;ons are not being met

51

INITIATIVE DESCRIPTIONS
52
Initiative Descriptions
IN FLIGHT

53
Ini<a<ve:
Descrip<on:
Study requirements to enhance support for faculty use of technology.
Expected Benet:
A broad cross-sec;on of the faculty can help iden;fy specic technology support needs. The results of this
study will serve as the founda;on for building addi;onal capabili;es in support of teaching, research, and
student learning.
Expected Deliverables:
A report on results of the study, including both technical needs as well as stang and funding required
to expand capabili;es.
New Stang Requirements

None
Approx. Cost:
$0
Timeline:
Ongoing Funding Requirements

None
Technical Requirements
None
ROI:
Lead:
Client Representa<ve:
Provosts Oce
College Strategies:
GO3-1, GO3-2
IT Objec<ves:
1-1, 1-2, 1-3, 2-2
54
6 months
Ini<a<ve:
Conduct IT Review of Development and College

Approx. Cost: $0
Rela;ons
Descrip<on:
Assess and evaluate the IT needs for the Division of Development and College Rela;ons.
Expected Benet:
Technology is increasingly required to eec;vely run the business of Development and College
Rela;ons. This assessment would provide a comprehensive view of the technology needs of the
division, ul;mately leading to more ecient opera;ons and an increase in giving through online
tools.
Project plans and porPolio of ini;a;ves required to support the needs of the division
Training program for division sta to help integrate technology tools already implemented or
planned for implementa;on as part of the IT Master Plan

None
Timeline:
9 months

None, although the study may result in
The study may result in new project
new project funding requests for sotware
requests for sotware and plaPorms.
and plaPorms.
ROI:
IT Lead:
User Services
Development and College Rela;ons
College Strategies:
SO2-3
IT Objec<ves:
4-1, 4-2, 4-3, 4-5
55
Ini<a<ve:
Implement Portal PlaPorm
Approx. Cost:
$0
Timeline:
18 months
Descrip<on:
Deploy a new communica;ons and collabora;on plaPorm to enable both tradi;onal portal
func;onality as well as modern Web 2.0 features.
Expected Benet:
For years, the college community has been struggling with delivering eec;ve and targeted
communica;ons to its cons;tuencies. In addi;on, ad-hoc group collabora;on is oten dicult and
cumbersome. A modern portal system with Web 2.0 collabora;on features would help address both
of these issues.
An integrated Web 2.0 portal system complete with Single-Sign On

Communica;ons plan to make campus aware of project and progress
Expected Deliverables: Development of a standing portal commi@ee to provide ongoing stewardship of the system
A methodology for intake of feature requests and enhancements
The proposed Enterprise Applica;ons
Integra;on Specialist will help support this None
ini;a;ve
A new system must be implemented,
and web services developed
ROI:
IT Lead:
Web Applica;ons
TBD
College Strategies:
SO2-1, SO2-3, SO3-1
IT Objec<ves:
4-2, 4-3, 4-5
56
Ini<a<ve:
Descrip<on:
Develop and publish an IT Service Catalog along with roles / responsibili;es and service levels.
Expected Benet:
Some IT services at Lafaye@e are well-documented and easily understood by users, while others
are more obscure and harder to nd. Crea;ng a comprehensive IT service catalog for all IT services
oered at the College (not just by ITS) will help users understand what is available to them and
how to best access it. Developing such a catalog also provides Lafaye@e with the opportunity to
review exis;ng services to determine if they are s;ll necessary and if they are being oered at
appropriate levels.
Determina;on of all IT services currently being provided, iden;fying who is providing them, and
documen;ng any current service level expecta;ons
Crea;on of a service catalog with a clear deni;on of each service, instruc;ons on how to access
the service, ar;cula;on of any service levels, and assignment of responsibility for the service
Publica;on of the service catalog on the College web site
Development and execu;on of communica;ons plan to inform the community

None
Approx. Cost: $0

None
6 months
None
ROI:
IT Lead:
IT Leadership
N/A
College Strategies:
SO1-1, SO2-1, SO2-3
IT Objec<ves:
3-3, 4-5
57
Timeline:
Ini<a<ve:
Descrip<on:
Expected Benet:
Enhance IT Communica;ons
Approx. Cost: $0
Timeline:
6 months
Develop a process and assign responsibility for communica;ng IT advances and successes to the
broader community in eec;ve ways.
ITS has not historically dedicated ;me to communica;ng advances and successes to the user
community. Crea;ng and execu;ng a communica;ons process that proles new capabili;es and
highlights how other members of the community have had success using them can spur adop;on and
innova;on, as users understand what is available and what is possible.
Development of a process to be executed alongside IT-related projects to communicate new

capabili;es and document and communicate project results
Expected Deliverables: Assignment of responsibili;es for execu;ng the process
Rollout of the process on ini;al projects, and incorpora;on of user feedback
None
None
None
ROI:
IT Lead:
IT Leadership
Client Representa<ve: N/A
College Strategies:
GO2-6, SO1-1, SO2-3
IT Objec<ves:
58
3-3, 4-5
Ini<a<ve:
Approx. Cost: $0
Timeline:
3 months
Descrip<on:
Develop a process to promote collabora;on between faculty, the libraries, and ITS during the
crea;on of grant proposals.
Expected Benet:
Early collabora;on between ITS, the libraries, and faculty members will lead to be@er technology-
related decisions that strengthen grant proposals, help iden;fy funding needs, and facilitate research
objec;ves. Advance knowledge of faculty needs will provide ;me to align available resources when
grant funding is unavailable.
A documented process with dened roles and responsibili;es

Expected Deliverables: A communica;ons plan to make faculty aware of the new process and its poten;al benets
Deployment of a tracking mechanism to determine if the process is successful
None

None
None
ROI:
IT Lead:
IT Leadership
Client Representa<ve: Provosts Oce
College Strategies:
GO3-2, SO1-1
IT Objec<ves:
59
1-1, 1-2
Ini<a<ve:
Descrip<on:
Expected Benet:
Establish Project Management Capability
Approx. Cost: $0
Timeline:
12 months
Establish a project management capability within ITS to coordinate IT resources across projects; track
the status of ac;ve projects; assist with es;ma;on of poten;al new projects; and promote project
management methodologies and leading prac;ces.
A major role of the IT organiza;on is to inform the governance process with accurate es;mates of
the ;me and cost to execute each proposed ini;a;ve, and to then be able to manage approved
projects to comple;on in line with those es;mates. Lafaye@e does not currently have a standard
project management approach, nor sta members trained in standard project management
techniques. Establishing this capability within ITS will help the governance process run eec;vely,
and help execute complex IT projects on ;me and within budget.
Iden;ca;on of an approach for lling the gap in project management skills, either through hiring
a new sta member, or through sending an exis;ng manager to training
Expected Deliverables: Iden;ca;on of a project management methodology to use, and licensing it if necessary
Adap;ng the selected methodology to t Lafaye@es needs, and crea;on of tools and templates
Training of project team members in the methodology
A new PM resource must be hired

None
None
ROI:
IT Lead:
IT Leadership
N/A

College Strategies:
SO1-1
IT Objec<ves:
3-3
60
Ini<a<ve:
Descrip<on:
Develop and implement a cons;tuency-led IT governance process.
Expected Benet:
An eec;ve IT governance process requires a set of consistent, well-understood criteria for ranking
and approving proposed projects. By measuring projects by the same criteria, decisions on project
priori;za;on and approval are transparent. Eec;ve governance process clearly delineates who is
responsible to ini;ate, review, advise, approve, priori;ze, and execute a request.
Implementa;on and documenta;on of an IT governance process with clearly dened roles,

responsibili;es, and project priori;za;on methodologies and criteria
Establishment of a feedback mechanism to enhance, modify, and improve the process
Crea;on and execu;on of a communica;ons plan to inform the community on the process.

None
Approx. Cost:
$0

None
Timeline:
None
ROI:
IT Lead:
IT Leadership
President/Provost/CFO
College Strategies:
SO1-1
IT Objec<ves:
3-3
61
12 months
2012-13

62
Ini<a<ve:
Approx. Cost:
$200,000
Timeline: 12 months
Descrip<on:
Con;nue implementa;on of document imaging capabili;es. While Admissions has been completed,
subsequent phases will follow as the capability is deployed to other departments across campus.
Expected Benet:
Document imaging helps streamline and automate paper-dependent processes crea;ng electronic
copies of documents that can be accessed through the appropriate administra;ve systems. This
helps streamline and accelerate workow, improves customer service, and can reduce the need to
store paper documents.
Advanced training in document imaging tool for Lafaye@e sta.

Implementa;on of document imaging capabili;es in various campus oces including Dean of the
College, Registrar, HR, and Financial Aid.
Iden;ca;on of addi;onal areas to implement document imaging technology.
Communica;ons plan to inform the community of progress and successes.
None

Annual increase of $50,000 for licensing.
None
ROI:
IT Lead:
AIS
Financial Aid, DoC, Registrar, HR
College Strategies:
SO2-3
IT Objec<ves:
2-2, 3-1, 3-2
63
Ini<a<ve:
Enhance Smart Classroom Capabili;es
Descrip<on:
Design and implement new and enhanced smart classroom design campus-wide.
Expected Benet:
The current stock of smart classrooms are aging and some are nearly 7 years old. In addi;on,
support for new forms of digital scholarship and pedagogy have led to new capability
requirements such as HD projec;on, lecture capture, and video conferencing.
Development of a new design standard for smart classrooms

Crea;on of a project plan to deploy the new design and capabili;es
A communica;ons plan about the ini;a;ve
An instruc;on program focused on how to use the new systems

None
Approx. Cost: $750,000
Timeline: 18 months

Renewal costs will need to be factored in A new design and capabili;es will
to long term budget models
need to be deployed.
ROI:
IT Lead:
Registrar/Provosts Oce
College Strategies:
GO3-1, SO2-1, SO2-3
IT Objec<ves:
1-3, 2-1, 4-4
64
Ini<a<ve:
Establish Technology Innova;on Grant Approx. Cost:
$25,000
Timeline:
3 months
Descrip<on:
Establish a grant program to encourage Faculty to innovate with technology in their teaching and
scholarship.
Expected Benet:
Given the many technology plaPorms available to faculty both from ITS and from cloud providers,
there are numerous opportuni;es for faculty to pilot and incubate new technology-enhanced
methodologies. Having a grant program will help incen;vize faculty who may want to experiment
with new ideas. The program will also create opportuni;es to promote partnerships between faculty
and ITS.
Development of a grant program, including submission, evalua;on, and award processes

Expected Deliverables: Communica;ons plan to highlight grant recipients and their successes

None

Annual increase of $25,000 to con;nue
suppor;ng the program
None
ROI:
IT Lead:
College Strategies:
GO3-1, GO3-2, GO3-3, SO2-3 IT Objec<ves:
65
Provosts Oce
1-1, 1-2, 1-3, 3-4
Ini<a<ve:
Descrip<on:
Expected Benet:
Develop IT Security Strategy Approx. Cost:

$50,000
Timeline:
6 months
Develop a plan to consolidate security-related responsibili;es within ITS to be@er coordinate
protec;on of the Colleges digital assets.
IT security responsibili;es at Lafaye@e are currently distributed among ITS sta, with no individual
having overall responsibility for keeping data and systems secure. This approach leaves poten;al for
inconsistent security responses which could put the College at risk. Following the leading prac;ce
approach of consolida;ng security responsibili;es will reduce this risk, and will help the College
develop, execute, and maintain comprehensive security plans in the face of increasing and evolving
threats.
Documenta;on of the current state of IT security responsibili;es, and iden;ca;on of gaps

between the current state and the desired future state
Expected Deliverables: IT security audit and assessment
Crea;on of a job descrip;on for an IT security lead
Hiring of a new IT security lead
1 new security-focused posi;on

None
None
ROI:
IT Lead:
Network and Systems
N/A
College Strategies:
SO2-2
IT Objec<ves:
2-3, 3-3
66
Ini<a<ve:
Implement Unied Communica;ons
Approx. Cost:
$1,250,000 Timeline: 18 months
Descrip<on:
Implement new telecommunica;ons plaPorm with advanced collabora;ve features.
Expected Benet:
The Colleges exis;ng phone system is aging, and does not support newer technologies like Voice
Over Internet Protocol (VoIP) or Unied Communica;ons (UC). A new telecommunica;ons system
will replace the aging current infrastructure and provide a plaPorm to deliver advanced func;onality
to the community.
Development of project plan for implemen;ng new telecom system, including rollout schedule
Congura;on and deployment of new telecom switches and handsets, along with any necessary
Expected Deliverables: infrastructure upgrades
Development and delivery of training and communica;ons to campus users

An annual increase of $100,000 for
maintenance and licensing costs.
None
New phone switches and handsets will
be deployed. Poten;al for network
upgrades to be required.
ROI:
IT Lead:
Network and Systems
N/A
College Strategies:
SO2-1, SO2-3
IT Objec<ves:
4-3, 4-4, 4-5
67
Ini<a<ve:
Assess Technology Eciency
Approx. Cost:
$0
Timeline:
12 months
Descrip<on:
Develop and implement a process to provide targeted evalua;ons and training curricula to meet the
needs of Academic and Administra;ve departments. Through expanded use of exis;ng tools and
incorpora;on of leading prac;ces, oer ways to improve eciencies.
Expected Benet:
Many areas of the organiza;on are not taking full advantage of the capabili;es of the technology
plaPorms available to them. Building on the success of the Banner reimplementa;on project,
addi;onal waves of assessment focused on achieving eciencies through the use of technology
should help the ins;tu;on become more ecient and eec;ve, while improving customer service
and reducing risk.
For each oce working collabora;vely with ITS, iden;ca;on and documenta;on of specic
process improvement objec;ves to be achieved in a dened ;meframe
Development of project plans to achieve process improvement objec;ves, including both technical
and business process changes
Execu;on of project plans and measurement of process improvement objec;ves
Development and execu;on of communica;ons plan to inform the community of progress and
successes
The proposed Help Desk sta addi;on will
None
help support this ini;a;ve
None
ROI:
IT Lead:
User Services
TBD
College Strategies:
SO1-1, SO2-3
IT Objec<ves:
1-2, 3-1, 3-2
68
Ini<a<ve:
Establish Physical Support Loca;on
Descrip<on:
Establish a public loca;on for drop-in and consulta;ve IT support on campus, and sta it with
appropriate resources.
Expected Benet:
Lafaye@e currently provides Level 1 help desk support through a remote service, leaving users
without an on-campus support loca;on they can visit for face to face support. This leads to users
approaching individual ITS team members or the library reference desk for support. Establishing an
on campus support loca;on will give users preferring hands-on support a place to go, improving
customer service.
Deni;on of requirements for on-campus support, including services to be provided, required

square footage and building needs, hours of opera;on, etc.
Iden;ca;on of an appropriate space on campus to locate support facility.
Build-out of support facility and installa;on of any needed equipment.
Development and execu;on of communica;ons plan to inform the community.
Enhanced consulta;ve capacity
Approx. Cost:
$50,000
1 new posi;on must be created to support

None
the drop-in service
6 months
None
ROI:
IT Lead:
User Services
N/A
College Strategies:
SO2-3
IT Objec<ves:
3-3, 3-4
69
Timeline:
Ini<a<ve:
Expand Instruc;onal Technology
Approx. Cost:
$0
Timeline:
12 Months
Descrip<on:
Add sta with capabili;es and exper;se in areas based on results of the Faculty Support Study.
Expected Benet:
Having a more robust and broad range of faculty support in the area of Instruc;onal Technology will
enable advances in myriad uses of technology in the classroom and in support of the teaching
mission of the college.
Drat posi;on descrip;ons and hire personnel with exper;se in areas highlighted in the Faculty
Support Study.
Expected Deliverables: Crea;on and execu;on of a communica;ons plan explaining the new team and describing its
services.
Two new posi;ons will likely be required

None
None
ROI:
IT Lead:
IT Leadership
Client Representa<ve: N/A
College Strategies:
GO3-1, GO3-2, SO2-3
IT Objec<ves:
70
1-1, 1-2, 1-3, 2-2
2013-14

71
Ini<a<ve:
Develop CRM Capabili;es
Descrip<on:
Determine overall requirements for a customer rela;onship management (CRM) plaPorm, iden;fy
poten;al solu;ons, and implement the plaPorm.
Expected Benet:
Customer Rela;onship Management (CRM) systems help organiza;ons track and manage
interac;ons with their customers. For higher educa;on ins;tu;ons, this technology is oten
applied in the admissions and development areas to be@er manage communica;ons and track
results of campaigns targeted to prospec;ve students and donors. The tools can also be used to
manage communica;ons with all cons;tuents to ensure a more consistent message is reaching its
intended audiences.
Determina;on of strategic objec;ves and func;onal / technical requirements for a CRM solu;on.
Iden;ca;on and evalua;on of poten;al vendors, and selec;on of a solu;on.
Implementa;on of CRM technology in admissions as a pilot.
Development of project plans for deploying CRM to addi;onal areas
Deployment of CRM system to addi;onal areas, including associated business process changes.
Crea;on and delivery of training to users.

None

$100,000 annual maintenance
Timeline:
15 months
A new system will be needed
ROI:
IT Lead:
AIS
College Strategies:
GO2-4, SO2-1, SO2-2, SO3-1 IT Objec<ves:
72
Admissions, Development, CD
4-2, 4-5
Ini<a<ve:
Implement BI PlaPorm
Approx. Cost:
$800,000
Timeline:
30 months
Descrip<on:
Implement selected business intelligence plaPorm(s).
Expected Benet:
A BI plaPorm provides the tools to extract data from a range of source systems, clean / transform it
into consistent forms, and load it into a repository that can then be used by a range of associated
repor;ng, analy;cal, and visualiza;on tools to get the right informa;on to the right people at the
right ;me.
A comprehensive, integrated BI solu;on including repor;ng tools, analy;cs, dashboards, and data
modeling capabili;es
Prole of data in source systems to iden;fy any data quality issues.
Data quality report highligh;ng necessary data cleanup eorts.
Expected Deliverables: Analysis to determine what process issues may be leading to data quality issues.
Crea;on and deployment of communica;ons plans and user training.
A stang plan for the implementa;on, including internal and consul;ng resources.
Determina;on of roles and responsibili;es for data ownership, report development, etc.
1 new posi;on with exper;se in BI
technology

$40,000 annual maintenance
New BI tools will need to be
implemented
ROI:
IT Lead:
AIS
OIR
College Strategies:
SO1-3, SO2-2
IT Objec<ves:
2-1, 4-5
73
Ini<a<ve:
Create Lecture Capture Capabili;es Approx. Cost:
Descrip<on:
Design and implement a lecture capture system in targeted smart classrooms and auditoria on
campus.
Expected Benet:
In order to drive content for both tradi;onal classes as well as presenta;ons and lectures outside
the normal class schedule, a system to easily and quickly capture and post audio and video to the
web is needed. With this capability, the college will be able to promote the broad range of
programming hosted on campus, making that content available online. In addi;on, it will allow
faculty to capture lectures for student review, poten;ally changing how in-person class ;me is
spent.
In consult with faculty, a requirements document describing capabili;es desired

Implementa;on of system in at least 1 venue on campus
Training program to enable use of the new system
Selec;on of faculty pilot for the system
Communica;ons plan to highlight faculty pilot of the system

None
$150,000

Possible annual licensing depending on
solu;on implemented
Timeline:
A new system will need to be
deployed
ROI:
IT Lead:
College Strategies:
GO3-1, SO1-3, SO2-1, SO2-3 IT Objec<ves:
74
9 months
Provosts Oce
1-3, 3-4, 4-1, 4-3, 4-4, 4-5
Ini<a<ve:
Descrip<on:
Expected Benet:
Expand Training
Es<mated Cost:
$0
Timeline:
12 months
Develop a broader training plan for users, including on-campus classes, online materials, and
a@endance at appropriate conferences / seminars. Incorporate technology literacy / training
requirements into HR policy for exis;ng sta and new hires.
Expanding available training will help users across the organiza;on take be@er advantage of exis;ng
technologies. Dierent departments across the College have dierent levels of commitment to
keeping their sta up to date on technologies appropriate to their area. Addi;onally, there are no
technology literacy requirements for new hires that are evaluated during the hiring process, and no
requirements that employees maintain their knowledge as technologies evolve. As technology plays
an ever-increasing role in all aspects of College ac;vi;es, having consistent expecta;ons for employee
IT skills will be important in ensuring that sta are prepared to eec;vely fulll their job
responsibili;es.
Conduct review of available training and determina;on of any gaps in training oered.
Crea;on of a plan to address training gaps, including internal development and delivery of training,
procurement of training from external sources, or sending employees to seminars / conferences.
Expected Deliverables: Rollout and communica;on of new training curriculum to users as made available.
Develop policies, procedures, and guidelines for employee training, including dening technology
literacy needs for par;cular jobs, linking technology literacy to job requirements, etc.
Development of a budget and plan to roll out new policies to the campus.
The proposed Instruc;onal Technology
posi;ons will help support this ini;a;ve

None
None
ROI:
IT Lead:
N/A
College Strategies:
GO3-1, GO3-2, SO2-3
IT Objec<ves:
1-1, 1-2, 1-3, 3-4
75
Ini<a<ve:
Develop DR and Business Con;nuity
Timeline:
12 months
Descrip<on:
Develop comprehensive disaster recovery and business con;nuity plans and policies.
Expected Benet:
Crea;ng and implemen;ng comprehensive disaster recovery and business con;nuity plans across all
areas of technology deployed at the College will will be@er posi;on the ins;tu;on to recover from an
incident that damages IT capabili;es, campus infrastructure, and College data assets.
Review of exis;ng business con;nuity policies, procedures, and plans

Crea;on of new business con;nuity plans that address any gaps in exis;ng plans
Modica;on of policies and procedures as needed to conform to the new plans
Expected Deliverables: Review of new plans with ITS and College leadership, and incorpora;on of feedback
Implementa;on of business con;nuity technologies and services iden;ed in the plans
Development / execu;on of communica;on and training plans to educate cons;tuents on the new
plans
The proposed IT Security Lead will help
support this ini;a;ve
New technologies and services will
likely need to be deployed and
integrated with exis;ng systems
None
ROI:
IT Lead:
Network and Systems
N/A
College Strategies:
SO2-2
IT Objec<ves:
2-3, 2-4
76
Ini<a<ve:
Refresh College Web Site Design Approx. Cost:
$200,000
Descrip<on:
Review and update the Colleges web design, and implement the design across mul;ple web
plaPorms.
Expected Benet:
At the conclusion of the NexWeb redesign project, a plan was put in place to regularly review the
Colleges web presence to ensure that the site, its content, capabili;es, and design remain
relevant, contemporary, and an asset to the college. Keeping the site design and architecture
current is a key to recruitment, usability for current faculty, students and sta, and will help keep
alumni and parents connected to the college.
Updated web design that is scalable to most web applica;ons and sites hosted at the college
New capabili;es required to enable new features and func;ons
Review and recommenda;ons to enhance the informa;on architecture of the Colleges web
presence

Integra;on Specialist will help support this None
ini;a;ve
Timeline:
None
ROI:
IT Lead:
Web Applica;ons
Client
Representa<ve:
Communica;ons Division
College
Strategies:
GO2-4, SO1-3, SO2-1, SO3-1
IT Objec<ves:
4-1, 4-2, 4-3, 4-5
77
12 months
2014-15

78
Ini<a<ve:
Implement e-Procurement
Descrip<on:
Select and implement eProcurement plaPorm.
Expected Benet:
eProcurement systems streamline the purchasing process, and help the ins;tu;on save money by
oering nego;ated pricing to users in an online catalog format.
Finalize decision on an eProcurement system and sign contract

Develop implementa;on plan, including business process improvement opportuni;es
Execute implementa;on plan, deploying system and modifying business processes and
procedures
Provide training to users and procurement sta
successes

None

$35,000 in annual license fees.
Timeline:
A new system will need to be
deployed and integrated with Banner.
ROI:
IT Lead:
AIS
Purchasing
College Strategies:
SO2-3
IT Objec<ves:
2-3, 3-1, 3-2
79
6 months
Ini<a<ve:
Approx. Cost:
$50,000
Timeline:
9 months
Descrip<on:
Pilot expansion of lifelong learning program for alumni using online format.
Expected Benet:
Lafaye@es alumni have displayed a strong interest in par;cipa;ng in lifelong learning programs held
on campus. However, not all alumni can return to campus to take classes. Providing lifelong learning
strengthens rela;onships and represents a possible new source of income for the College. Using
online learning will allow faculty to deliver content to alumni (and possibly other interested groups like
parents) without geographic or ;me constraints. This ini;a;ve will also begin to build competency for
technical sta and faculty in use of online learning technologies.
Iden;ca;on of faculty members interested in par;cipa;ng in the pilot

Development of strategic goals and requirements for online learning technology
Comparison of commercially available solu;ons to modica;on of exis;ng technologies
Development of course materials
Expected Deliverables: Delivery of ini;al classes, with feedback loop to measure success and iden;fy poten;al
improvements
successes
None

If the pilot succeeds, addi;onal funding
may be required to sustain and expand the None
project
ROI:
IT Lead:
Client
Representa<ve:
Alumni Oce
College Strategies:
SO1-3, SO2-1, SO3-3
IT Objec<ves:
4-3, 4-4, 4-5
80
Ini<a<ve:
Descrip<on:
Explore virtual desktop infrastructure and its poten;al uses for College-wide compu;ng.
Expected Benet:
Virtual Desktop Infrastructure (VDI) promises cheaper client hardware, simplied management of
desktop computers, and reduced complexity of desktop support. For computer labs, this
technology can be used to give students access to the system congura;on and sotware they
need from any machine, making it easier to distribute sotware with expensive licenses, and
reducing the need for students to come to a physical computer lab to do their work.
Crea;on of a VDI strategy, incorpora;ng an overall vision and key func;onal and technical
requirements
Evalua;on of poten;al VDI solu;ons, and selec;on of a vendor to conduct a pilot deployment
Crea;on of a pilot VDI environment to understand the infrastructure needs, costs, and poten;al
benets in more detail
Crea;on of a plan to deploy VDI into the organiza;on, including a detailed budget and phased
implementa;on plan
Approx. Cost:

Licensing for VDI plaPorm may be
required
None
$100,000
Timeline:
12 months
New clients, servers, sotware, and
possibly network upgrades may be
needed
ROI:
IT Lead:
User Services
Academic Lab Managers
College Strategies:
SO1-3
IT Objec<ves:
2-4, 4-4, 4-5
81
Ini<a<ve:
Enhance Search Capabili;es Approx. Cost:
$100,000
Descrip<on:
Develop and deploy enhanced search capabili;es that include indexing and searching of web sites
as well as other digital assets and collec;ons.
Expected Benet:
Eec;ve search technologies can have a transforma;ve eect on the usefulness of web sites and
other digital content. As search has become the predominant methodology for naviga;ng through
myriad sites and digital content, a fully integrated search with sophis;cated capabili;es will be
necessary.
Study of current state and gap analysis of what will be required

Implementa;on of new search plaPorm with advanced capabili;es
Search front-end and/or web services that enable collec;on-specic searching and integrate
with other systems

Annual maintenance of solu;on may be
Integra;on Specialist will help support this
required
ini;a;ve
Timeline:
Implementa;on of new plaPorm
ROI:
IT Lead:
Web Applica;ons
Library, CD, OIR
College
Strategies:
SO2-2
IT Objec<ves:
2-1, 2-2, 4-1, 4-5
82
6 months
Ini<a<ve:
Enhance Web Analy;cs Capabili;es
Descrip<on:
Implement comprehensive web analy;cs for campaign tracking, usability assessment, and search
engine op;miza;on.
Expected Benet:
Web analy;cs enable more sophis;cated assessments of the ecacy of the Colleges web
presence. Properly done, analy;cs can help drive electronic communica;ons and campaigns, as
well as improve the Colleges visibility in search results. Analy;cs can also help with content
crea;on, development, and maintenance.
Study of analy;cs best prac;ces resul;ng in recommenda;ons for improving analy;cs reports
Implementa;on of new analy;cs plaPorm to deliver capabili;es and reports
Keyword match survey with recommenda;ons for future congura;ons

Integra;on Specialist will help support this Annual maintenance may be required
ini;a;ve
Timeline:
6 months
A new analy;cs plaPorm may be
necessary to deliver desired
capabili;es
ROI:
IT Lead:
Web Applica;ons
Communica;ons Division
College Strategies:
SO2-2
IT Objec<ves:
2-1, 4-1, 4-5
83
Ini<a<ve:
Descrip<on:
Locate, design, and build a dedicated training facility to support IT training ini;a;ves.
Expected Benet:
With an increased focus on training and enabling users to take advantage of technology available to
them, a purpose built place to oer a robust training program that does not conict with regularly
scheduled classes will be necessary. This facility can also serve as a tech lab, featuring newer
classroom technology and videoconferencing capabili;es that can be piloted and tested by faculty.
Design for state-of-the-art training facility to enable new training curriculum

Complete construc;on of facility
Promo;on of new capabili;es and programs oered

None
6 months

Renewal costs for technology will need to
None
be factored in
ROI:
IT Lead:
IT Management
N/A
College Strategies:
SO2-3
IT Objec<ves:
3-4
84
Timeline:

Master Plan Final

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Information

Technology Master Plan

Path to the Plan

Information Technology Master Plan

Information Technology Master Plan

College Strategic Plan

A student educa<onal experience that builds on a founda<on of liberal arts to

College Strategic Plan

Inclusive, vibrant campus known for diversity in thought and experience.

College Strategic Plan

Faculty, sta, and administra<ve achievement commensurate with the best

College Strategic Plan

Innova<ve educa<onal programs demonstra<ng na<onal leadership in selected

College Strategic Plan

Strong partnerships with the Easton Community that strengthen students

College Strategic Plan

Financial, physical, and technical infrastructure that ensures the Colleges

College Strategic Plan

Na<onal prominence in technology innova<on in support of the Colleges

College Strategic Plan

Produc<ve alumni engagement in all aspects of the student experience in

Information Technology Master Plan

Information Technology Master Plan

Informa;on technology is rapidly becoming an essen;al component of the core enterprise. It is no

BUILD TECHNOLOGY LITERACY

SUPPORT OUR CULTURE

Teaching, Learning, and Research

Digital Assets and Data

Support crea<on of and access to digital assets and data

Promote the ecient use of technology through community partnership

Streamline administra;ve processes for faculty and sta.

Communication, Collaboration, and

Information Technology Master Plan

Conduct Faculty Support Study

1-1, 1-2, 1-3, 2-2

Conduct IT Review of Development

4-1, 4-2, 4-3, 4-5

Implement Portal PlaPorm

SO2-1, SO2-3, SO3-1

4-2, 4-3, 4-5

Develop IT Service Catalog

SO1-1, SO2-1, SO2-3

GO2-6, SO1-1, SO2-3

Enhance Grant Proposal Support

Establish Project Management

Implement IT Governance Process

2-2, 3-1, 3-2

Enhance Smart Classroom Capabili;es GO3-1, SO2-1, SO2-3

1-3, 2-1, 4-4

Establish Technology Innova;on

1-1, 1-2, 1-3, 3-4

Develop IT Security Strategy

Network and Systems

Implement Unied Communica;ons

4-3, 4-4, 4-5

Network and Systems

Assess Technology Eciency

1-2, 3-1, 3-2

Establish Physical Support Loca;on

Expand Instruc;onal Technology

GO3-1, GO3-2, SO2-3

1-1, 1-2, 1-3, 2-2

Develop Customer Rela;onship

GO2-4, SO2-1, SO2-2,