The first technology plan was drafted in 2008 and revisioned in 2011. That work led to a year-long effort to quantify technology need, mapped to the goals and objectives in place since 2008 and justified with benchmark data on peer and aspirant institions.
In April 2013, the Board of Trustees approved a multi-million dollar, five year technology plan. The intent is for this plan to be a technology roadmap for the university, inform operating plans, and be a guide for prioritizing resources and initiatives. In the end, the university will have a technology environment that is competitive, agile, and responsive to the educational needs of the market. Below is the current initiative for Dominican University's Technology Plan.
Dominican University will apply technology to enhance teaching and learning, improve the student experience, and build community through communication. We strive to have technology that facilitates the transaction and lets people focus on the transition. The electronic presence of the university has the touch and feel of visiting our relationship-centered campus, allowing Dominican to reach faculty, staff and students wherever they may be - Anytime, Anywhere, Accessibility.
Create a learning ecosystem to support or enable faculty and student activities - in the classroom and out, face-to-face and online, on campus and globally.
- Every undergraduate student will develop life skills by experiencing learning in an online format. By 2017, each student will have at least one class per year in an online or hybrid delivery.
- Graduate programs will leverage the online environment to reach additional students and accelerate completion for others.
- Define and cultivate information literacy within and across disciplinary boundaries, including fluency with new media.
- The training and development program will actively engage faculty and provide pathways to stay current on available technologies.
- Provide faculty with diverse opportunities to discover appropriate teaching and learning technologies, including workshops, conference attendance, outside speakers, provision of literature and pilot technologies, through the Borra Center for Teaching and Learning Excellence (BCTLE).
- Increase our capacity to assist faculty members with course and instructional design through BCTLE, increasing staff and utilizing qualified students to assist faculty where appropriate.
- Integrate compelling examples of teaching and learning excellence into a robust and interactive web presence (for example, student and faculty portfolios).
- Establish a classroom plan to incorporate flexibility and active learning.
- Establish a dedicated and flexible space or spaces for faculty and students to experiment freely and collaboratively with a variety of new technologies in order to enhance teaching and learning.
- Leverage all available spaces for group work outside of class time
- Encourage and reward innovative teachers and learners who explore and use emerging technologies.
- Support Academic IT grants to fund faculty proposals for enhancing instruction, research, and creative activity through technological innovation.
- Work with the Committee on Faculty Appointments to ensure that review criteria in the areas of teaching, scholarship, and service explicitly include incentives for successful early adapters and risk-takers in the area of teaching and learning technologies.
Build systems and structure to collect, store, and analyze data effectively to support decision-making and institutional research.
- Leverage investments already made in the student information system, Jenzabar, taking full advantage of the capabilities to automate operations and incorporate new features of the product.
- Continue refining and monitoring data standards.
- Fully incorporate certificate programs in registration and advising or consider a new system for managing these records.
- Bring the remaining external databases into Jenzabar.
- Maximize the benefits of FinishLine (retention system).
- Refresh the advising trees and perform all degree audits electronically.
- Explore incorporating the purchasing and budgeting modules.
- Greatly reduce the amount of information stored on paper in administrative offices. Replace paper processes with automated and web-based processes.
- Establish an electronic record for each student, beginning with the admission process, including online applications and electronic storage of transcripts.
- Establish a long term plan to transfer existing paper files to electronic formats.
- Make data available to provide a more comprehensive understanding of the professional and personal achievements of alumnae/i to allow Dominican the ability to better track and analyze alumnae/i career placement, participation and giving patterns.
- Improve reporting capability on campus through the development and deployment of a data warehouse. Although this will initially be developed to create the data files for the Illinois Longitudinal Data System (ILDS), it will eventually become the primary tool used for enrollment and other reporting.
- Implement new business intelligence tools to measurably enhance how faculty and administration visualize/use information.
Find new ways for people to reach us and stimulate collaboration.
- Develop standards for communicating general information to all constituents of the university, while making it easy for users to format the information in such a way that is meaningful to their specific needs.
- Utilize targeted, audience-focused, news and events announcements via the web (Campus News for internal and dom.edu for external)
- Implement a central calendar of all university events and activities.
- Consider the use of electronic bulletin boards and/or a campus channel delivered through the TV service provider.
- Promote the DU mobile application and continue to integrate with campus systems.
- Build the infrastructure to deliver and support information channels in multiple venues, giving special consideration to the use of mobile devices.
- Maintain 100% Wi-Fi coverage for campus.
- Investigate cell phone coverage limitations and devise a plan for addressing utilization.
- Employ a system to support a new sophisticated recruitment strategy and further leverage retention modeling.
Ensure a stable, flexible, and secure infrastructure that supports a 24x7 learning ecosystem.
- Adhere to equipment replacement cycles.
- Provide a secure, stable, nimble infrastructure and leverage Cloud resources for scalability.
- License software for campus deployment, ensuring the ability to provide current versions to the academic community.
- Provide support for fluctuating user needs, including checkout equipment for students, faculty, and staff.
- Ensure the online course environment has the bandwidth capacity to deliver a high-quality student experience, with at least 30% excess capacity for Internet bandwidth.
- Establish departmental business continuity plans to document procedures for running the institution in the event of campus closure, limited access to technology systems, or both.
- Examine the model for technology training and partner with the BCTLE to deliver ample opportunities for continuous improvement in the use of technology across campus.
- Establish clear technology utilization expectations for all administrative staff and regularly evaluate their performance.
- Focus training on optimal use of existing systems.
- Offer opportunities to learn about emerging technologies.
- Consider the special training needs of executives, volunteers and board members.
- Define a series of standard tests and /or products to demonstrate technology competencies in the required areas.
- Work with HR to use in the hiring process.
- Establish a system to document and assess Personal Learning Plans.
- Look at opportunities to partner with vendors to provide certification workshops or specialized continuing education.
- Develop a campus IT accessibility plan which will include website changes to accommodate needs such as multiple languages, audio delivery, and enlarged text size.