RWU IT Strategic Plan 2026-2031

Over the next three to five years, Administrative Services will transition to a more streamlined, integrated, and digitally enabled operating model. Current processes that are manual, fragmented, or overly complex will be simplified to improve efficiency and refocus effort on high-value work. 
 
RWU will standardize and improve the application environment. This includes reducing system redundancy, prioritizing platforms that integrate effectively, and expanding the use of Software-as-a-Service solutions where they provide clear operational, strategic, and financial advantages. A more disciplined approach to system selection and configuration will reduce maintenance overhead and improve performance. 
 
Automation will expand across administrative workflows. RWU will leverage new and existing tools and selectively introduce AI-driven capabilities to reduce repetitive work and improve process efficiency. These efforts will free up time and resources for initiatives that directly support institutional priorities. 
 
Identity and access management will continue to mature as a foundational capability. RWU will expand single sign-on, multi-factor authentication, and role-based access controls to improve both security and usability. Over time, RWU will evaluate modern approaches such as password-less authentication to further enhance the user experience. 

Goal: Create a unified, future-ready administrative ecosystem that streamlines operations, strengthens governance, and leverages AI to drive efficiency and resilience.

1.  Increase Cross Platform Integration (Automation) & Promote Campus Efficiencies (2026-2031)
   • Drive campus-wide IT collaboration to streamline and automate operations, freeing resources for innovation.
   • Consolidate and integrate applications to strengthen governance, enhance security, and reduce duplication and costs.
   • Scale business process automation using AI and chatbots to eliminate inefficiencies and improve performance.
2. Establish ERP Governance (2026-2028)
   • Establish and lead a unified ERP community with the ATS Committee, connecting campus groups for collaboration and information-sharing.
   • Maintain and optimize the application portfolio to improve efficiency, reduce risk, and eliminate duplication.
   • Monitor ERP trends and vendor roadmaps to guide timely SaaS transition decisions.
   • Evaluate, standardize, and optimize business processes to reduce complexity and improve interoperability.
3. Staff Development & Training (2027-2031)
   • Implement a workforce continuity strategy to ensure knowledge transfer and organizational resilience.
   • Build and execute a talent development framework to attract, retain, and grow high-performing staff.
   • Expand cross-training to reduce single points of failure and strengthen service continuity.
   • Align workforce skills with emerging technologies (AI, automation, analytics) to support future operations.
4. Digital Process Improvement (2027-2031)
   • Automate workflows and eliminate paper-based processes to improve efficiency, accuracy, and service delivery.
   • Establish and enforce process governance to prioritize and guide improvement initiatives.
   • Deploy a campus-wide document management solution to modernize operations and reduce paper reliance.
   • Expand self-service, mobile-friendly tools to enable anytime, anywhere access.Expand self-service, mobile-friendly tools for anytime, anywhere access.

Customer service will operate as a cohesive, user-centered experience. Students, faculty, and staff will access IT services through a straightforward, consistent, and reliable model. 
 
RWU will continue to advance a “One IT” approach that delivers a unified service experience regardless of the request type. The service portal will improve, request submission will be simplified, and issue resolution will become more efficient and coordinated. 
 
Self-service capabilities will expand significantly. RWU will enhance the knowledge base, automate common requests, and introduce AI-assisted support where it delivers clear value. These improvements will increase responsiveness and allow IT staff to focus on high-impact work. 
 
RWU IT will use service data more effectively to drive improvement. Rather than focusing only on ticket metrics, IT will analyze patterns, identify root causes, and implement changes that reduce recurring issues and improve overall service quality.

Goal:  Create a cohesive, user-centered service environment that delivers consistent, accessible, and high-quality technology support to the RWU community.

1. Enhance Overall IT Service Experience (2027-2030)
   • Standardize service delivery processes across all IT support functions, including Desktop Support, Classroom Support, and MediaTech operations.
   • Define and publish clear service expectations, including response and resolution targets for key services.
   • Expand and continuously improve self-service capabilities through a centralized knowledge base, service catalog, and user-friendly support portal.
   • Align service delivery with academic calendars and high-demand periods to ensure optimal support availability.
2. Improve Responsiveness and Resolution Times (2027-2031)
   • Refine ticket triage, prioritization, and escalation workflows to ensure timely handling of incidents and requests.
   • Monitor service level agreements (SLAs) and key performance indicators (KPIs) for response and resolution times.
   • Leverage automation, AI-assisted support tools, and workflow optimization to reduce manual effort and accelerate issue resolution.
   • Regularly review performance data to identify bottlenecks and implement process improvements.
3. Strengthen Communication and Engagement
   • Develop and maintain consistent communication channels for service updates, planned maintenance, outages, and major incidents.
   • Establish regular feedback mechanisms, including surveys and user forums, to assess service satisfaction and identify improvement opportunities.
   • Create targeted communication strategies for different user groups (faculty, staff, students) to ensure relevance and clarity.
   • Publish service performance metrics and improvement initiatives to promote transparency and trust.
4. Further Refine a Proactive and User-Focused Support Model
   • Expand proactive monitoring of systems, endpoints, and classroom technologies to identify and resolve issues before they impact users.
   • Utilize data analytics and trend analysis to anticipate recurring issues and implement preventative solutions.
   • Implement targeted support models for high-impact environments such as classrooms, labs, and administrative offices.
   • Coordinate across Support Services, Infrastructure, and Administrative Systems teams to reduce service disruptions through improved planning and change management.
5. Invest in Staff Development and Service Excellence
   • Provide ongoing professional development in customer service, technical skills, and emerging technologies, including AI-enabled support tools.
   • Establish clear performance standards, metrics, and continuous improvement practices for IT support staff.
   • Promote cross-training and knowledge sharing across support teams to improve service consistency and coverage.
   • Foster a culture of accountability, collaboration, and user-centered service aligned with institutional values.

RWU will advance a continuous, proactive, and operationally integrated security model over the next three to five years. As digital capabilities expand, security will evolve as well.  

RWU will strengthen real-time monitoring and response through managed detection and response solutions and improved visibility across systems and endpoints. Security will operate as a continuous function embedded within daily operations. 
 
RWU will align with established frameworks such as NIST while maintaining a focus on practical implementation. IT will continuously manage vulnerabilities, improve incident response processes, and integrate security more tightly with infrastructure. 
 
Security awareness efforts will become more targeted and role-specific. RWU will reduce avoidable risk while maintaining a user-friendly experience.  

Goal:  Establish a cost-effective, risk-based security program that protects RWU's information assets.

1.  Strengthen Governance, Risk, and Security Culture (2026-2027)
   • Establish a lean Security Governance Council by leveraging existing committees.
   • Align policies to NIST CSF 2.0 using a pragmatic, lightweight approach.
   • Consolidate compliance (FERPA, HIPAA, PCI) into a single annual risk review cycle.
   • Deliver continuous security awareness training using low-cost, targeted platforms.
   • Define and enforce AI usage guidelines for faculty, staff, and students.
2. Adopt a Practical Zero Trust & Identity-First Approach (2026-2028)
   • Expand MFA and SSO across all users, prioritizing high-risk systems.
   • Enforce least-privilege access using existing identity platforms.
   • Conduct quarterly endpoint security audits using a consolidated MDR solution.
3. Enhance Threat Detection, Response, and Resilience (2026-2031)
   • Adopt MDR to provide 24/7 monitoring without building a full SOC.
   • Develop and maintain actionable incident response playbooks.
   • Implement immutable backups and validate recovery annually.
   • Conduct annual tabletop exercises to strengthen incident readiness.
4. Protect Data and Manage Third-Party & Cloud Risk (2026-2029)
   • Enforce a data classification standard across the institution.
   • Strengthen DLP controls using existing email and cloud platforms.
   • Deploy automated tools to identify and manage sensitive data.
   • Implement a lightweight vendor risk review process with standardized controls.
   • Define minimum security standards for AI and SaaS solutions.
   • Conduct annual access reviews to enforce role-based access and remove over-privileged accounts.

RWU will operate a flexible, scalable, and cost-effective infrastructure environment. The strategy will continue shifting toward a hybrid model that deliberately leverages both on-premises and cloud-based resources. 
 
RWU will adopt cloud services where they provide clear advantages in scalability, resilience, cost, and efficiency. At the same time, the University will maintain on-campus capabilities that align with cost or operational control. 
 
The network will remain a top priority. RWU will invest in improving capacity, coverage, and reliability, with a focus on high-impact academic, residential, and functional areas. 
 
Monitoring and automation will expand to improve visibility into system performance. These capabilities will allow IT to identify issues earlier, respond faster, and maintain a more stable and reliable environment. 

Goal:  To deliver a high-speed digital environment for the RWU community that aligns with and advances the university's core values and mission.

1.  Hybrid-Cloud Environment (2026-2027)
   • Enforce a hybrid cloud model to secure sensitive data on-prem while leveraging cloud scalability under clear governance.
   • Mandate a cloud-first approach for new applications and accelerate migration of existing systems.
   • Optimize cloud costs by adopting SaaS, enabling auto-scaling, and actively managing spend.
   • Pilot high-impact use cases, measure outcomes, and scale proven solutions.
2. Continuously Monitor and Upgrade (2026-2028)
   • Invest in high-impact IT services (Wi-Fi, support, classroom tech) using user feedback and performance data.
   • Expand monitoring by deploying additional endpoints and automating daily device health checks.
3. Campus Upgrade to Wifi 7 (2026-2028)
   • Deploy campus-wide WiFi 7 to enhance user experience based on usage and feedback.
   • Expand 6 GHz utilization to reduce congestion and improve performance.
   • Prioritize network upgrades in high-density, high-bandwidth areas.
4. Improve Campus Cellular Coverage (2028-2029)
   • Conduct a campus-wide cellular coverage assessment with OSHEAN and carriers to identify gaps.
   • Deploy targeted solutions (small cells, DAS, carrier upgrades) in high-need areas.
   • Formalize carrier partnerships to co-invest, optimize infrastructure, and ensure ongoing support.

RWU will improve data use across the institution over the next three to five years. The current model, where too much effort goes into gathering and validating data, will shift toward a model where data actively informs decisions. 
 
RWU will establish a more consistent and reliable data ecosystem. This includes redefining data ownership, standardization, and improving data quality. These steps will help ensure reporting is accurate, consistent, and trusted. 
 
Access to data will become more accessible and self-service driven. Faculty and staff will retrieve and analyze information relevant to their roles without reliance on IT. RWU IT will expand self-service reporting capabilities and improve dashboard usability to support this shift. 
 
Reporting will evolve beyond static outputs. RWU will introduce more dynamic and actionable insights, allowing earlier identification of trends and risks, particularly in enrollment, retention, and operational performance. 
 
RWU will introduce AI-enabled data capabilities, where they provide clear value. These tools will make data more accessible to a broader audience without increasing complexity. 

Goal:  Create a data-driven campus culture that advances the student experience, improves student retention, and informs business operations decision-making.

1.  Establish a Reliable and Governed Data Foundation (2026-2028)
   • Define and assign data ownership and stewardship roles across all major data domains (academic, financial, student, HR).
   • Standardize data definitions, naming conventions, and reporting logic across systems.
   • Implement data quality monitoring processes to identify and correct inconsistencies.
   • Establish a Data Governance Council with representation from key departments.
   • Create and maintain a central data dictionary and metadata repository.
   • Enforce data access standards aligned with security and compliance requirements.
2. Expand Self-Service Reporting and Analytics (2026-2029)
   • Deploy and standardize enterprise reporting and dashboard tools across departments.
   • Develop role-based dashboards (e.g., enrollment, retention, finance, academic performance).
   • Expand self-service reporting capabilities with governed datasets.
   • Integrate reporting tools directly into enterprise systems (ERP, LMS, CRM).
   • Improve dashboard usability and performance to support real-time decision-making.
   • Provide on-demand and structured training for faculty and staff on reporting tools.
3. Advance Predictive and Actionable Analytics (2027-2030)
   • Develop predictive models for student retention, enrollment trends, and academic risk.
   • Implement early alert systems for at-risk students using integrated data sources.
   • Introduce operational analytics for resource utilization and financial forecasting.
   • Use analytics to support strategic planning and institutional performance tracking.
   • Integrate data from multiple systems to provide a holistic institutional view.
4. Integrate AI into Data Access and Analysis (2027-2031)
   • Implement natural language querying tools to allow users to ask questions of data directly.
   • Deploy AI-assisted analytics tools that surface trends, anomalies, and insights automatically.
   • Integrate AI capabilities into existing reporting platforms where appropriate.
   • Pilot AI-driven use cases in high-impact areas (enrollment, student success, operations).
   • Establish guardrails to ensure data accuracy, security, and appropriate use.
5. Build a Data-Literate Culture (2026-2030)
   • Develop a data literacy program tailored to different user groups.
   • Provide ongoing training, workshops, and support resources.
   • Promote the use of data in departmental planning and performance reviews.
   • Establish user groups and communities of practice to share knowledge and best practices.
   • Embed data usage expectations into operational and strategic processes.

IT will support a consistent, reliable, and flexible academic environment while enabling innovation that adds value. 
 
RWU will standardize classroom technology to create a predictable and consistent experience for faculty and students. This will reduce variability and improve usability across instructional spaces. 
 
The University will continue supporting in-person, hybrid, and online learning models. At the same time, RWU will create space for innovation by introducing emerging technologies in a controlled and practical way. 
 
Artificial intelligence will increasingly influence teaching and learning. RWU IT will provide faculty and students with practical support, access to tools, and guidance on effective implementation, while allowing for flexibility in adoption.

Goal:  Develop and sustain a modern, standardized, and data-informed instructional technology environment that enhances teaching effectiveness and delivers a consistent, high-quality learning experience across all classrooms.

1. Modernize and Standardize Classroom Technology (2026-2031)
   • Define and implement a next-generation classroom technology standard across all instructional spaces.
   • Upgrade high-impact classrooms with modern audiovisual systems, collaboration tools, and hybrid learning capabilities.
   • Establish and enforce a lifecycle replacement plan for classroom technology to ensure consistency and reliability.
   • Align classroom technology design with faculty teaching needs and instructional use cases.
   • Implement proactive monitoring and rapid-response support processes to minimize classroom downtime.
2. Expand Support for Hybrid, Online, and Flexible Learning Models (2026-2029)
   • Optimize and integrate core instructional platforms (LMS, video platforms, collaboration tools) for a seamless user experience.
   • Enhance system performance, accessibility, and usability across all instructional modalities.
   • Expand support services for faculty delivering hybrid and online courses.
   • Standardize tools and processes to reduce complexity for both faculty and students.
   • Improve integration between instructional technologies and enterprise systems.
3. Enable Faculty Adoption of Emerging Teaching Technologies (2026-2030)
   • Deliver structured training programs focused on practical application of instructional technologies.
   • Provide hands-on support for integrating AI-enabled tools into teaching and learning.
   • Create opportunities for faculty to pilot and experiment with emerging technologies.
   • Promote and share best practices across departments and disciplines.
   • Align technology adoption with pedagogical goals and measurable learning outcomes.
4. Strengthen Instructional Design and Academic Partnerships (2026-2030)
   • Expand collaboration between IT, Academic Affairs, and instructional design teams.
   • Support faculty in course design, digital content development, and technology integration.
   • Align instructional technology initiatives with academic program needs and priorities.
   • Identify and implement technology solutions that improve student engagement and accessibility.
   • Integrate instructional design support into broader academic planning efforts.
5. Continuously Evaluate and Improve Instructional Technology (2026-2030)
   • Collect and analyze faculty and student feedback on instructional technologies.
   • Use usage data and performance metrics to guide technology improvements and investments.
   • Pilot and evaluate emerging technologies with clear criteria for scalability.
   • Conduct regular reviews of instructional technology effectiveness and alignment with academic needs.
   • Adjust tools, services, and support models based on evolving teaching and learning requirements.

Artificial intelligence will play an integral role in preparing students for the workforce over the next three to five years. RWU will ensure that students graduate with a working understanding of how to use AI tools effectively and responsibly within their fields of study. At the same time, faculty will receive practical support to incorporate AI into teaching in ways that enhance learning. 
 
RWU IT will apply AI to improve efficiency across administrative and service functions. Areas such as student support, IT services, communications, and back-office operations present opportunities to streamline routine tasks, reduce manual effort, and improve responsiveness. The approach will remain incremental, starting with targeted use cases and expansion as value is demonstrated. 

Artificial intelligence will drive both operational and academic value at RWU. The overall approach will remain practical and outcome-driven, focusing on where AI improves efficiency, enhances the student experience, and supports better decision-making. 

RWU will coordinate its AI efforts by establishing a Center for Applied AI and Innovation. This center will serve as a hub for AI resources, tools, piloting use cases, sharing successful approaches, and connecting academic and administrative initiatives. 
 
RWU will also leverage external programs, such as the Google AI for Education Accelerator, to advance AI learning. These partnerships will provide access to tools, training, and peer institutions, allowing the University to move more quickly while managing cost and complexity. 

Goal:  To advance the responsible, secure, cost-effective, and innovative use of artificial intelligence to support teaching and learning, enhance operational effectiveness, and strengthen data-informed decision-making at RWU.

1.  Institutional Framework for AI Governance (2026-2027)
   • Establish a cross-functional AI Governance Committee.
   • Develop and maintain policies and/or guidelines for acceptable use, ethics, privacy, and academic integrity.
   • Define standards for AI acquisition, implementation, and lifecycle management.
2. Legal, Regulatory, and Ethical Standards Compliance (2026-2031)
   • Align AI practices with applicable federal, state, and industry regulations.
   • Develop guidelines to promote transparency, accountability, and ethical use.
   • Conduct regular reviews and updates of AI policies.
3. Risk Management and Oversight  (2026-2028)
   • Establish a formal review and approval process for AI tools and vendors.
   • Develop risk assessment protocols addressing data security, bias, and misuse.
   • Integrate AI oversight into existing IT governance structures.
4. Promote Transparency and Accountability in AI Use (2028-2029)
   • Define documentation and reporting standards for AI systems.
   • Communicate AI capabilities, limitations, and appropriate use to stakeholders.
   • Implement audits for AI-enabled processes.
5. Institutional Resources to Support AI Capabilities (2026-2027)
   • Conduct an assessment of current technology, staffing, and financial resources.
   • Identify gaps and develop a resource roadmap.
   • Prioritize investments aligned with institutional goals.
6. Integrated Institutional Hub for AI Innovation and Support (2026)
   • Establish the AI@RWU website as a centralized resource.
   • Provide shared services, tools, and expertise.
   • Support external partnerships and innovation efforts.
7. AI Platforms and Tools (2026-2027)
   • Evaluate and implement enterprise AI solutions.
   • Ensure integration with institutional systems and data sources.
   • Implement appropriate security, identity, and access controls.
8. Data and Technical Capabilities to Enable AI (2027-2028)
   • Improve data quality, accessibility, and integration.
   • Evaluate data governance standards.
   • Expand data storage and processing capabilities, if necessary.
9. Sustainable Funding and Strategic Partnerships (2026-2031)
   • Develop funding models to support AI technologies and staffing.
   • Participate in initiatives such as the Google AI for Education Accelerator and the CIC AI Ready Network.
   • Establish partnerships with vendors and peer institutions
   • Align resources with institutional priorities.
10. AI Literacy Across the RWU Community (2026-2027)
    • Develop and deliver introductory AI training.
    • Provide resources on AI tools, risks, and best practices.
    • Conduct awareness initiatives on responsible AI use.
11. Role-based and Advanced AI Training (2027-2028)
    • Deliver specialized training aligned with roles.
    • Offer workshops, certifications, and applied learning opportunities.
    • Partner with academic units for discipline-specific trainings.
12. AI in the Curriculum and Academic Experiences (2026-2031)
    • Support faculty in embedding AI into coursework.
    • Help promote interdisciplinary AI programs.
    • Offer experiential learning opportunities in IT for students.
13. Centralized AI Resources and Support Services (2026-2031)
    • Establish an AI resource hub.
    • Provide coordinated support through IT and academic partnerships.
    • Maintain and update training materials.
14. Performance Metrics for AI Initiatives (KPIs) (2027-2031)
    • Establish performance metrics aligned with institutional priorities
    • Develop reporting tools and dashboards.
    • Track adoption and impact.
15. Assessment and Feedback Mechanisms (2027-2028)
    • Conduct periodic evaluations.
    • Collect feedback from stakeholders.
    • Use results to inform improvements.
16. Pilot Programs and Scaling (2027-2031)
    • Identify and support pilot initiatives and use cases.
    • Evaluate outcomes and scalability.
    • Expand successful efforts.
17. Institutional AI maturity (2028-2031)
    • Benchmark against peer institutions and industry standards.
    • Participate in consortia.
    • Refine strategy based on trends and best practices.