Strategic Planning for Information Technology: Steering the Ship or Being Driven?

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Strategic Planning for Information Technology: Steering the Ship or Being Driven?

7/26/2005

By Eduardo J. Padr–n
President
Miami Dade College

Planning for technology advancements in any industry is a monumental challenge today and a particularly demanding one in higher education. As a learning enterprise we are concerned with both process and outcomes, and our ear must be to the ground well beyond the campus environment. Historically, no industry—or set of industries, which is a more apt description—has grown more prolifically or diversified more explosively than this all-encompassing labyrinth we call "technology."

In such an atmosphere, effective planning is absolutely crucial. The operative word, however, is “effective.” How d'es an educational institution, at the confluence of individual learning, a volatile marketplace, and a veritable revolution in communications plan effectively?

At MDC we have established a set of guidelines by which to steer the good ship technology. They are basic, common sense principles that are closely allied with the fundamental values of the institution. I’d like to share them here:

Prioritize students: MDC’s mission statement instructs to “place students at the center of decision-making.” Literally hundreds of technology needs are tendered to the yearly budget proposal and not all are fulfilled. As a general rule, we work outward from the core of the teaching and learning process and relevant support.
Adhere to the college’s Strategic Plan: Be consistent. Ensure that such a major outlay of resources as we make for technology is attuned to the long-range priorities of the institution.
Have the debate: Make sure opposing views on investment are aired thoroughly and poll the marketplace through formal requests for information to fuel the debate. Considerations like the anticipated paradigm shift in personal mobility, communications, and computing are certain to have nearly universal impact across the college. Debate is healthy.
Make careful choices: Notions of reversibility, flexibility, and risk assessment should be core constituents in any major investment decisions. The road ahead promises too many curves to do otherwise.
Don’t overplan: It’s wise to know your needs in advance and wiser yet to purchase what you need, when you need it. Understand shelf life whenever possible and capture the ever-volatile market as effectively as possible.

How have we applied these principles at MDC?

Back in 1995, MDC found itself w'efully behind the curve in both classroom and administrative technology. Many years of under funding at the state level had stifled growth and engendered a nearly perpetual crisis response. But a concerted, college-wide effort to reshape the institution for the long haul brought renewed vigor and new priorities, among them a strong emphasis on technology development. Today, MDC is in the first phase of its third five-year strategic technology planning cycle. Over the past 10-plus years, strides have been phenomenal, in great part due to the collaborative approach adopted to meet the challenge.