MOHAWK COLLEGE IT ROAD MAP

1. MOHAWK COLLEGE IT ROAD MAP February 28,2006

2. Agenda • Topic: IT Organizational Structures, strategy and functions of a CIO • The Mohawk Context • The Deloitte Review • The Debate – CIO or Not • Next Steps & Evaluation • Dialogue

3. One Perspective of Organizational Structures “Form” follows “Function”

4. Mohawk’s Strategic Plan • Vision • Inspiring Learning, Leadership and Citizenship • Mission • Students and learning are at the heart of all we do. We are committed to access, individual development and lifelong learning, recognizing this investment will contribute to economic prosperity for all. • Values Our values guide our behaviours and decisions, culminating in a culture focused on students, staff and community. We will: • Foster academic excellence, innovation and reasoned risk-taking • Embrace diversity • Be accountable in everything we do • Act with integrity and promote respect for all

5. Strategic Cornerstones • The College of Choice-The Champion of Students • Academic Excellence and Innovation • 2.1 Focus on Learning Opportunities • The Employer of Choice-Exceptional Professional Staff • Economic Growth and Prosperity • Campus Renewal and Expansion • Quality Framework

6. Future State Current State Road Map Future State Deloitte Engaged To Measure Mohawk’s Current State: Need training Need improved processes Need enhanced governance Need stronger technology • Improved governance and accountability of IT through CIO level leadership • Improved project control through a Program Management Office (PMO) to coordinate IT Projects within IT, the various Faculties and Finance/Admin groups • Coordinated and Value-based IT initiatives across the Mohawk Campus • Improved and Consistent service quality of technology and associated Service Management processes • Improved communications through a Change Management plan Execute the Plan Set the Plan Immediate Action

7. Threads 3 Work Plans Scope and Timing Execute the Plan Immediate Action Set the Plan Project Management Coordinate project initiatives and required resources through setting up project management, and establishing policies and procedures. Information Technology Move IT to be a foundation for business value delivery via refined processes and corrected infrastructure. Change Management / Governance Support the management of the change impacts associated with moving from the current state to a Phase 1 future state.

8. Potential Projects Project Management Office Change Management / Governance Information Technology • Establish PMO infrastructure, processes and tools • Inventory Existing Projects • Provide support to Accounting & Controls and Other identified programs • Implement effective issue and risk management processes • Provide executive level visibility on status and progress • Build Communication Plan • Assess Team Effectiveness • Build Leadership Alignment Plan • Build Stakeholder Engagement Plan • Develop Learning Plan • Build Workforce Transition Plan • Help Desk Improvements • Security Holes • Critical Back-up Recovery Immediate Action • Coordination, alignment & execution of IT programs • Close / Complete Selected Projects • Finalize IT delivery plan • Priorities / Schedules • Develop the ongoing IT road map • Resource Plan • Communication Plan • Integrate with Senior Management Planning • Implement Leadership Alignment Plan • Implement Stakeholder Engagement Plan • Execute Learning Plan • Develop & Deliver Communications • Implement Workforce Transition Plan • Implement Project Team Effectiveness Action Plans • Service Desk and Incident Mgmt Process Strategy • Security Audit • Create IT Vision, Strategy and Architecture • Engage new IT leadership Set the Plan • Leverage and build upon PMO investment • Focus on knowledge transfer to Mohawk staff • Execution on the Road Map • Develop business cases for new projects • Manage Change Mgmt. and Governance Plan • Realign Leadership Plan • Realign Stakeholder Engagement Plan • Monitor Learning • Monitor Effectiveness of and Adjust Comm. • Monitor and adjust Workforce Transition Plan • Monitor Effectiveness of and Adjust Project Team Action Plans • Implement Service Desk and Incident Mgmt Process • Prioritize next Service Mgmt processes to implement • Align IT projects with PMO • Align IT Architecture projects with PMO Execute the Plan

9. 100 - Day Road Map Change Management / Governance Project Management Information Technology • New Help Desk processes • Security Gaps closed • Critical Data backup processes in place • IT staff trained in ITIL fundamentals • Service Desk Strategy: • Processes • People • Technology • Business Case • Program Management Governance Structure, which will also include: • Process, policies and tools for the Program Office • Quality standards and measures • Inventory of existing projects, including identifying projects to close • Issue and Risk Management Plan • Integrated Program / Project Plan • New IT Organizational Structure aligned to the overall business. This will include: • New Roles and Responsibilities • Governance Model • Workforce Transition Plan • Capacity / Support Plan • Communications Strategy & Plan Deliverables • Improved service to both students and faculty due to: • Consistent level of standard on service delivery • Set policies and procedures that will allow IT to respond to service disruption • Effective and efficient delivery of IT projects due to a more focused prioritization of IT initiatives • Risk mitigation (e.g. negative effect on Mohawk’s reputation of students’ inappropriate use of electronic links during exams) • Effective coordination and management of large projects with significant implications to multiple stakeholders • Improved Student services, perceptions and satisfaction • Increased Student accessibility via a singlepoint of contact • Improved quality and faster responses to student and faculty requests • Improved teamwork and communications • Better managed infrastructure and control • More effective and efficient use of supportresources lower the cost of services to thestudent • Better management information to providebetter decision support for prioritizing newstudent services • IT is aligned with providing Student services • Improved service quality to both students and faculty due to: • Clearer roles and responsibilities, allowing IT department to prioritize those activities highly demanded by students and faculty • Greater ability to determine capacity of IT department, resulting in sufficient resources to provide the service • Dedicated staff to support student needs • Practical and achievable activities for Mohawk to move from current to desired future structure • Effective communication of changes made to structure, roles and responsibilities • Branding opportunity to deliver key messages on how IT department supports business groups Benefits

10. 200 - Day Road Map Change Management / Governance Project Management Information Technology • Team Effectiveness Workshop • Leadership Alignment Plan • Stakeholder Engagement Plan • Learning Plan • Workforce Transition Plan • Prioritized IT Service Project List • Prioritized Architectural projects list • Service Desk Function in place • First ITIL process in place – IncidentManagement • Permanent Project Management • Formal approval process for IT projects • Integration of IT project planning with Senior Management planning • Alignment of PMO goals to Change Management & Governance Plans Deliverables • Technology implementation that is consistent with the needs of the student and faculty population due to having a more integrated College view rather than having inward-looking view (i.e., avoiding “islands of IT”) • More transparent cost of ownership due to coordinated management of IT project delivery • A shift in culture to a disciplined execution of IT projects • IT Department becomes a strategic business partner to the College • Alignment of projects to the strategic goals of the College • Reduced impacts to students ofincidents by timely resolution • Proactive identification of new studentenhancements • Availability of student focusedinformation related to Service Levels • Elimination of lost student andfaculty service requests and incidents • Improved student satisfaction • Improved KPI’s from students • Less disruption to students and staff • Projects are aligned with studentrequirements and priorities • Architecture is being built to respondto student’s needs not what IT wants • Creation of a proactive IT Team who anticipates the need of Mohawk’s student and faculty population • Alignment of technology implementation to the expectations of students and faculty • Quality service provided to students and faculty by highly trained IT staff • Creation of a leadership team who will design a vision where technology is woven into the education business • Targeted stakeholder buy-in by outlining the individuals or groups that will need to be engaged, directly or indirectly, throughout the project • Practical and achievable activities for Mohawk to move from current to desired future structure Benefits

11. The Debate: CIO or Not • Capacity • Resources –skills and finances • Ownership • Organizational Culture

12. Resource Roles & Requirements • Establishing a Chief Information Officer at Mohawk • The Need • Prioritizing IT enhancement will greatly improve service to students • Information is an essential asset to increase productivity, support decision-making, and serve students better • Information in the 21st century is facilitated greatly by strong IT • The Role: • The CIO manages information technology and thereby information in its broadest sense by leading the acquisition, storage, retrieval, distribution and general utilization of data to reinforce decision-making and service • The CIO manages partnerships with the IT community broadly speaking • The CIO is a catalyst who extends the vision of other departments and encourages them to use IT to maximize productivity and innovation • The CIO at the Senior Leadership Team table must be a problem solver, excellent communicator, team builder, and a strategic thinker and planner

13. Next Steps • Search for CIO • Establish Goals, Targets & Evaluation Mechanism • And • Mohawk to move forward assertively in 2006 to enhance IT • CIO to be engaged by late Spring • Budget allocation to reflect prioritization of IT enhancement • Decision-making, productivity and innovation all to be enhanced • Student service a priority • Students and learning are at the heart of all we do!

14. Agenda • Topic: IT Organizational Structures, strategy and functions of a CIO • The Mohawk Context • The Deloitte Review • The Debate – CIO or Not • Next Steps & Evaluation • Dialogue

15. Questions? • Discussion!

16. Thank You!