Committee Membership (26):  TPPC membership has been established with the goal of providing broad and fair representation across campus, while involving people with particular expertise and interest in technology issues.

Provost/TPPC Chair:  Beth Dobkin

CTO/Chair ITS Committee– Peter Greco

Chair, Academic TC– Jeff Sigman (SOS)

Chair, Administrative TC– Julia Odom, Registrar

ITS Staff – Kim Sullivan, Sheila Palotta

Finance & Administration – Pete Michell

Human Resources – Eduardo Salaz or Designee

College Communications – Michael Beseda

Institutional Research – Sam Agronow

General Counsel – Larry Nuti (resource staff)

Student Life – Scott Kier

Advancement – Chris Carter

Facilities Services -  – Joe Kehoe or Designee

Academic Resources – Pat Kreitz

Academic Senate Liaison – Ed Tywoniak (SOLA)

Staff Council Liaison – TBD

Faculty Representatives (Provost appointment in consultation with Senate Chair; staggered 2-year terms)

SOLA – Dana Herrera, Maria Grazia De Angelis

SEBA – Barry Eckhouse, Linda Herkenhoff, Arnav Sheth

                SOS – Michael Nathanson

KSOE – Laurie Edwards, Heidi Marie Rambo

ASSMC Representative -- TBD

GPSSC Representative -- TBD

TPPC Operating Principles:

The full TPPC will meet at least 2 times annually to review recommendations made by its subcommittees, receive annual strategic plan updates, and propose portfolio priorities for ITS.  There will be four subcommittees:  The Executive Subcommittee (four Subcommittee Chairs);  AcTC (Academic Tech Subcommittee); AdTC (Administrative Tech Subcommittee); and ITIC (Information Technology  Infrastructure Subcommittee).  All Subcommittees should meet at least quarterly in addition to the full TPPC schedule and may include community partners appointed by subcommittee chairs in consultation with the TPPC Chair for defined terms. The CTO will present bi-annual reports, coordinated with the AcTC and AdTC, to the campus community about progress on achieving strategic plan goals.  The TPPC Chair and the CTO are ex-offcio members of all subcommittees.

Subcommittee Charges:

                Executive Subcommittee:  coordinate the work of the other Subcommittees; act on time-sensitive matters on behalf of the full TPPC; and propose, review, and maintain a process of proposal submission and evaluation.

Academic Technology Subcommittee:  provide leadership on advancing digital literacy and technological proficiency among students and faculty, and in providing a forum for reporting and assessing the innovative uses of technology among faculty; propose adoption of learning and research technologies and support; develop and administer process for faculty development grants; advise on academic policies relevant to technology, and determine the appropriates role and support of online/hybrid education.

                Administrative Technology Subcommittee:  propose and assess campus technology and support of administrative functions; initiate and review systems and policies involving administrative technology adoption and use; advise on technology initiatives across administrative units (e.g., residence life, human resources, external relations) and administrative policies relevant to technology.

                Information Technology Infrastructure Subcommittee:  develop and advance a model of campus technology; develop annual portfolio, time line and budget; maintain and communicate negotiated service level agreements; provide annual assessment of progress on strategic plans; provide feasibility analyses of proposals generated by AcTC and AdTC.

STRATEGIC PLAN SYNOPSIS

SMC Technology Vision:  Saint Mary’s College excels at using information technology in supporting and enhancing teaching, learning, scholarly activity, and administrative efficiency consistent with the mission of the College and leading to technologically adept citizens both on the campus and beyond it.

SMC Technology Mission: 

1. Establish and maintain a forward-looking technology infrastructure that promotes energetic innovation, adoption, and efficiency.
2. Create and develop, through reliable access to training, technology, and support, a community whose members are digitally literate and proficient global citizens.
3. Provide students with equal access to technologies consistent with disciplinary standards of literacy.
4. Prepare students, staff and faculty to be discerning users of technology as a tool for life-long learning in an increasingly global environment.
5. Provide optimal coordination and balance between centralized management of technology resources and specific technology needs across departments, programs and disciplines.

Strategic Direction A – Creating digital literacy and proficiency

Students, faculty and staff will acquire an appropriate level of digital literacy and proficiency that allows them to function in the global, networked society as life-long learners.

Goals

1. The College infrastructure enables formalized, up-to-date, computer/technology and e-information competency for its students.
2. The College supports faculty and staff development necessary to achieve proficiency in the use of technology to perform their roles efficiently and effectively.
3. Faculty will propose digital learning outcomes appropriate to their disciplines and identify courses that ensure those learning outcomes.

Strategic Direction B – Advancing the academic mission

Faculty will have the training, support, and resources to effectively support Strategic Direction A in their teaching and be productive in their research.

                Goals

1. The College will promote and support the technology efforts of faculty as the prime drivers of teaching, learning, and research.
2. Faculty development will provide resources for development and collaboration among faculty, staff, and students around technology skills, resources, and innovations.
3. Faculty and academic administrators will identify programmatic support for technologically rich course development.

Strategic Direction C – Building institutional capacity and efficiency

Staff and the campus community will have the appropriate training, support, and resources to become more efficient and effective in using technology to support the College’s mission.

                Goals

1. SMC will advocate and implement technology-based administrative systems and solutions that support effectiveness, conserve resources and maximize efficiency.
2. Campus planners and managers will have software and hardware that enable data-driven decisions, particularly in the area of resource allocation.
3. SMC electronic resources (both on the campus network and in the cloud) will be managed to minimize legal and financial risk, and to support a secure environment, protecting College systems and files through appropriate policies and activities, including disaster recovery and backup systems.
4. SMC will establish and sustain a digital presence consistent with its mission.

Strategic Direction D – Organizational support and responsiveness

SMC will develop a robust, inclusive, and transparent organizational and financial structure to achieve its strategic directions.

                Goals

1. SMC will effectively support a technology infrastructure and adoption process that is student-centered, addressing evolving needs and realistic learning expectations of students.
2. ITS staffing will have the capacity to support faculty, students and staff as they use 21st century technology.
3. ITS will develop a multi-year strategy for ensuring network bandwidth and appropriate infrastructure to support teaching, learning, administrative functions, and a reasonable level of student personal use.
4. IT funding will be stabilized at a realistic level of support and aligned to the goals above.