First Draft of ICT Strategy

Guiding Principles

It is the view of the ICT Planning group that the CLVEC ICT Strategy should be a living document guiding the use of technology across the organisation rather than a static document specifying specific technology solutions to be adopted by CLVEC. The focus of the Strategy is generally on the outcomes to be achieved, rather than the technologies to be used. This approach was adopted as it gives the organisation the flexibility to adopt and use new and emerging technologies and can help to ensure that we remain focused on the outcomes (for learners, staff and all stakeholders) rather than the inputs (i.e. the specific technologies utilised).

Whilst the strategy avoids recommending specific technologies, it is important to provide guidance on the choice and use of technologies by CLVEC for the period covered by the strategy.

The following principles will guide the choice and use of technologies in CLVEC:

• We will choose and use technologies which are suitable for use across the entire range of CLVEC activities and can be integrated with systems currently in place
  
• We will use centralised procurement and drawdown agreements to ensure consistency of supply and stock
  
• We will adopt common standards and use common technologies in all CLVEC locations
  
• Where possible, we believe in accessing computing as a service as opposed to investing in capital equipment and supporting it locally.
  
• We favour the use of CLVEC wide managed services
  
• We believe in the use of Open Source technology provided the specific technology is fully tested and supported and will result in cost efficiencies

Key Strategic Area 1: Staff Development

Desired Strategic Outcome

All Staff are comfortable using existing, new and emerging technology for communication, collaboration, teaching and learning

Our 'Staff Development' Priorities

• Implement common systems for accessing staff development (SD) needs and consulting with staff regularly in relation to their SD needs
  
• Facilitate and support formal and informal staff development using peer learning and Communities of Practice among staff in all schools and services
  
• Promote the use of Social Media for teaching, learning and the promotion of CLVEC, its schools, Further Education College and Limerick City AES.
  
• Promote and enable staff to take personal responsibility for their own development and learning and to confidently share their own experiences and innovative practices
  
• Ensure, as a minimum standard, that all CLVEC staff will be confident in the basic use of technology in their everyday work
  

Key Strategic Area 2: Independent Learning

Desired Strategic Outcome

Our students/learners are confident independent learners with the attitudes, skills and knowledge to survive and thrive in the Knowledge Society

Our 'Independent Learning' Priorities

• Promote a culture of independent thinking and learning with a particular focus on developing higher order critical thinking skills
  
• Use modern technologies to make content available to learners in diverse ways suited to the variety of learning styles, needs and circumstances
  
• Develop a state-of-the-art CLVEC Virtual Learning Environment
  
• Develop the skills of learners to create their own learning content and to critically analyse and evaluate digital content.
  
• Support staff and learners to access digital content outside of the formal learning environment
  

Key Strategic Area 3: Internal Communication

Desired Strategic Outcome

The use of technology is maximised to enhance communication within CLVEC and to effectively inform decision-making throughout the organisation

Our 'Internal Communication' Priorities

• The adoption of a common communication platform to enable easy communication across CLVEC including, but not limited to:
  
  • One CLVEC active directory
    
  • CLVEC email for all staff
    
  • The adoption of Sharepoint as a collaborative portal
    
• The design and development of Information systems to organize, automate, and synchronize business processes and all VEC workflow processes (e.g. – PTT claim forms system, attendance system for LCAES etc.)
  
• The further development and use of Management Information Systems
  

Key Strategic Area 4: External Communication

Desired Strategic Outcome

To provide all our stakeholders/customers with relevant up-to-date accurate, clear and concise information and to improve the profile of CLVEC

Our 'External Communication' Priorities

• Support the effective use of Social Media for the promotion of CLVEC
  
• Continue to develop CLVEC's website and develop and adopt an effective Search Engine Optimisation plan
  
• Support the effective use of technology as an information and guidance tool and continue to deliver information to learners in meaningful, relevant, accessible ways.
  
• Use technology appropriately to enhance communication and reduce costs (e.g. - Video Conferencing, Web Conferencing, VOIP telephony)

Key Strategic Area 5: Broadband and Communication Infrastructure

Desired Strategic Outcome

A 21^st century fit-for-purpose learning environment is underpinned by a state-of-the-art safe efficient cost effective communication infrastructure

Our 'Broadband and Communication Infrastructure' Priorities

• Providing learners and staff with ubiquitous access to first class broadband connectivity in CLVEC buildings
  
• Further develop CLVEC's VPN tunnel and enhance broadband bandwidth to enable the development of appropriate additional services (e.g. – VOIP, Video Conferencing)
  
• Provide CLVEC Head Office with sufficient broadband connectivity to enable secure off-site backup and delivery of efficient services online
  
• Provide access to efficient wireless broadband connectivity in all CLVEC locations
  
• Build a broadband infrastructure which enables the effective utilisation of Cloud Services
  

Key Strategic Area 6: Equipment, Maintenance and Support

Desired Strategic Outcome

Systems for the procurement, maintenance and replacement of ICT equipment are effective and retain the confidence of all stakeholders (staff, customers, learners etc.)

Our 'Equipment Maintenance and Support' Priorities

• Use best procurement practice including the use of the public service national framework agreement where possible for the purchasing of all hardware
  
• Use drawdown contracts where possible, to ensure coherence of systems across CLVEC
  
• Move to a single centralised managed service contract for Hardware and Software support across CLVEC following a competitive tender
  
• Ensure that ICT expenditure occurs on a planned rather than ad-hoc basis
  
• Continue to review, adopt and implement CLVEC's ICT Acceptable Use Policy and procedures to ensure that they meet existing and emerging legal and best practice requirements
  
  

Key Strategic Area 7: Innovation and Research

Desired Strategic Outcome

We are recognised as an innovative organisation with a culture which promotes the creative use of existing, new and emerging technologies for teaching, learning, collaboration and communication.

Our 'Innovation and Research' Priorities

• Promote a culture of innovation and risk-taking
  
• Challenge all staff and learners to use existing tools, systems and resources to best effect.
  
• Collaborate across CLVEC to share our experiences of innovative practices
  
• Promote and support the effective use of social media for learning
  
• Engage in ICT partnership activities which are innovative in nature and which contribute to effective local, regional or national development (e.g. - Digital Inclusion Strategy Group)
  
• Ensure that the development of our educational programmes and services are informed by evidence-based research