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Information Systems & Technology

» IS&T 2016-2017 Strategic Plan

+ - Strategic Plan

collaborative learning logoIntroduction

The Office of Information Systems and Technology (IS&T) provides technology services to the Chapman community. Chapman’s growth has challenged IS&T to expand and evolve to meet the changing needs of our students, faculty and staff.  Furthermore, Chapman’s current strategic plan, entitled “Moving into the Health Sciences” explicitly calls for more growth from an enrollment perspective, a physical plant perspective, and a research perspective.   The university strategic plan explicitly states that within five years, “Chapman is planned to be a significant force in the arena of health sciences, and also become nationally known for the quality and rigor of its graduate education and its research output”.  This plan will result in an increase in both the number and complexity of the university’s offerings. This will require IS&T to move away from doing “business as usual” to finding effective ways to support the growth. 

In order to meet these challenges, the IS&T leadership team began a strategic planning process with our IS&T staff and our campus stakeholders in 2015.  Through this process, we have clarified our mission, identified our values as an organization and created an aspirational vision statement that reflects the organization we would like to become.  Through this process our IS&T leadership have identified eight strategic initiatives that will help us transform our vision into a reality.

Mission

The mission of IS&T is to serve the technological needs of the campus community through collaboration and sound practices, balancing stability with innovation.

Values

IS&T accomplishes its mission and looks to the future building on our core values:

  • Customer Service
  • Transparency and Open Communication
  • Staff Development
  • Teamwork and Collaboration
  • Passion for Technology

Vision

To meet the current and future needs of Chapman University, IS&T will become known as a partner of choice by our campus colleagues.  We can only do this by being a first-class provider with regard to our core services; by developing a true partnership with our colleagues so that we can partner with them on their priorities; and by becoming passionate technology innovators so that we can meet the campus’ future needs.

To achieve this vision, we see three pillars upon which we must build our future organization – Partnership.  Innovation. Excellence.

Partnership

It is vital that we build our relationships with our partners across the campus, in order to better understand their goals and to be better aligned with the direction taken by them.  This is especially true for our partners on the academic side of the house; where we must better understand the goals and values of the organization.  We believe that true partnership requires us to develop a more flexible approach to services and to remember that “one size doesn’t fit all”.  To truly serve the campus’s needs, we must partner with the campus community to provide services that support their work, even if those services require us to provide a larger number of options and support models. 

Innovation

As we move forward in an ever evolving Higher Education environment, which is moving more and more toward a digital world, IS&T must become more technologically innovative in order to meet the needs of the students and faculty. While we continue to build our strengths at managing core services, in order for IS&T to remain relevant, it is clear that we must become passionate innovators as we are developing and deploying new technologies.  Moving into a more innovative organization will require us to develop fresher, more agile ways of working in order to deliver more innovative solutions.

Excellence

The mission of IS&T is to serve the technological needs of the campus.  Our vision is to build our reputation as a strong and reliable delivery organization, both from a technical and a customer service perspective.  We want to be viewed by the campus as a provider and partner of choice; an organization that they choose to work with rather than one they are obligated to work with.  This required us to deliver high quality services in a consistent and timely fashion. 

STRATEGIC INITIATIVES

IS&T’s vision and these three pillars will guide our project and resources in the future.  To achieve this vision, we have identified eight strategic initiatives.  Each initiatives builds on one or more of the pillars.  Each initiative encompasses one or more projects, with clearly measurable milestones and goals, as outlined in the IS&T project portfolio.

Strategic initiatives are multi-year efforts, each guided by a member of the IS&T leadership team.  Each initiative may spawn one or more projects, all of which will be tracked via IS&T’s project portfolio management system.  More detail on each initiative is outlined below.

Mobility

IS&T’s Mobility Strategic Initiative is a vital part of our goal to achieve our vision of partnership, innovation and excellence.  Led by Lauri Mantooth, this initiative encompasses all aspects of a mobile network and devices including, notebooks, tablets, and smartphones.  Providing students, faculty, and staff with seamless mobile access to applications and data can improve the academic experience and improve our customer satisfaction through faster, better service.

We will do this by providing mobile “any-time” access to our existing applications.  These improvements will allow students to register for classes or faculty to view their class roster and enter grades in our PeopleSoft system.  Additionally, we will collaborate with all constituents of Chapman University to find new applications that will provide easy access to data and systems, such as an Alumni or Prospect Student app.  

Today people expect a user experience similar to what they find at Amazon, Google and Netflix.  IS&T will adopt the principles of a digital business for both internal and external customers using technology to provide digital applications where our Faculty, Students and staff need them. 

Academic Technology

The Academic Technology Strategic Initiative is currently underway and is being led by Mary Litch. The first stage of the Initiative involves engaging with our academic partners to learn their needs and desires for the future. Meetings are held with stakeholders at all levels (faculty, academic administration and students) in order to prioritize and plan future projects and enhance support for selected technologies with a three-year time horizon. The Academic Technology Initiative aims to identify, promote and support technology that will serve the Chapman University mission to “provide a personalized education of distinction” and technology used in research.

Partnership – This Initiative is structured to involve faculty and academic administrators as partners from Day One. Our stakeholders will guide the set of priorities and the projects adopted. Continuing engagement with stakeholders will guide the evolution of those projects.

Innovation – A goal of this Initiative is to develop a support structure for academic technology that is agile and open to the ever-changing technology landscape – always with an eye to what fits the Chapman mission and the needs and desires of Chapman faculty.

Excellence – Implementation of these projects and priorities will be interwoven with feedback from faculty and academic administrators, assuring that necessary adjustments can be made to consistently and continually meet the needs and expectations of stakeholders.

Infrastructure

Infrastructure provides the backbone for all technology at Chapman University. This initiative, Led by Phillip Lyle, seeks to align our core technology with current and future University needs.   A few key projects in this area include the following:

  • The deployment of a robust wireless solution for indoor and outdoor areas by increasing core network bandwidth, which is currently maxing out at 1.6gb, to more than 10gb.
  • Additional storage offerings that include the use of the cloud.
  • A revamped server environment that facilities agile deployments of lab and research computing resources.  

A larger review of our current infrastructure is currently underway.   We anticipate numerous additional projects will be identified with the continued collaboration with our University partners. 

Customer Service

As with a strong and reliable infrastructure, responsive customer service is key to achieving our vision of partnership, innovation and excellence.  Led by Michelle Sypinero, this initiative aims to set an exemplary standard for customer service across the entire IS&T organization. Customer experience is a key driver of customer satisfaction, loyalty, and retention.

Strong customer service begins with building an effective working relationship with faculty, staff, and students by being consistently responsive to their specific technology needs. We need to listen and respond the moment our customers need assistance, in order to build trust with them. We aim to be available in person and to also communicate via social media, email, phone, self-service portal, and the system status page.  We will seek to better understand how we can serve our campus through administering focus groups and surveys.

In addition to building relationships with the campus community, we need to collaborate and engage with our users. With a proactive attitude we can work together to identify, define and implement technology solutions which maximize productivity, efficiency and customer satisfaction. Making customer service our core value, great customer service has to be a passion ingrained in everything we do. We will insure correct processes are in place for our support teams to properly escalate issues thereby maximizing overall value and productivity for our users.

By exercising greater responsiveness in our communications, acknowledging our strengths and weaknesses, and recognizing what actions are needed to improve overall service we can begin to improve relationships with our customers. This will ultimately result in a greater customer service experience for our students, faculty and staff.

Security

With our ever-changing technical landscape and as focus more on mobile and modern solutions, it is even more important to remain focused on the security of our systems.  Our goal is to keep our security profile strong enough to protect our resources while simultaneously providing the flexibility our partners need.

Business Intelligence

Business intelligence is the opportunity to convert information (data) into knowledge. The world has become increasingly driven by data. Therefore, universities need that capability to increase their organization’s analytical capabilities to better accomplish their goals. This initiative, Led by Lauri Mantooth, will allow Chapman University to leverage the data gathered in our various enterprise systems in more simple ways to facilitate data-based decision making. 

Our Business Intelligence initiative will aim to provide both faculty and staff with better insights to their departmental day to day operations.  These insights can be used for planning, forecasting and modeling based on data that is current, accurate and accessible.  Reporting tools need to be easy to use for end users including dashboard style interfaces that allow for quick access and visual representation of data.  Additionally, the reporting tools need to be sophisticated yet easy enough for power users to create and distribute data from multiple data sources.

Business Intelligence will be a significant part of achieving our vision of partnership, innovation and excellence by providing reporting tools that allow faculty and staff to spend more time focusing on information analysis and interpretation, and less time pulling the data together and interfacing data between separate systems.

Enterprise Systems

Chapman recently transitioned from legacy systems to a new enterprise system.  As our new systems become more stable, it’s important for us to make improvements to meet the campus’s needs and to allow our campus partners to streamline processes that were previously cumbersome and manual.

This initiative led by Lauri Mantooth will deliver system enhancements and solutions that improve the student experience, facilitate staff and faculty work and cultivate institutional efficiencies.

Meeting with and listening to our campus partners and understanding their business processes will be invaluable.  By understanding the day to day operations of each department, and the role that key systems, such as PeopleSoft play in their daily processes, will help us implement the necessary enhancements to the system to be a more valuable asset.

With the recent hiring of expert PeopleSoft developers, IS&T has demonstrated our commitment to this initiative.  We have also recently created a Steering Committee of representatives from each department to help guide IS&T in the prioritization of these enhancements. 

Our goal, by listening and partnering with our functional users, we hope to implement value-added system enhancements allowing our staff and faculty more time to assist students.

Enterprise Portal

In addition to improvements in our enterprise applications, our campus partners have expressed a desire to organize our systems and university information in a way that campus community members can find the resources they need quickly.  This can be accomplished with a user-friendly Enterprise Portal. 

The Enterprise Portal initiative led by Lauri Mantooth will strive to deliver an outstanding customer experience for our Students, Faculty and Staff.  This initiative will also be directed towards our external partners of Chapman by providing a single web-based platform for all applications and services received from potential students, parents and alumni. 

By collaborating with our campus partners, we will be able to identify the best ways to organize the huge volumes of data, and systems needed by each department.  Through this, our users will be able to find important information faster using a cutting-edge, organized, web-based portal that manages web applications and integrate systems on a single easy-to-navigate platform.


MILESTONES

For each strategic initiative, we have identified specific milestones to be achieved during 2016-17 Academic Year.

Mobility

  • Launch a first generation mobile application by Summer 2016, including calendar of events, campus maps and campus directory.
  • Launch app functionality that integrates with PeopleSoft so that students can view/register for classes in a mobile environment, by Spring 2017.

Academic Technology

  • Document and evaluate the needs of the Academic community in Spring 2016.
  • Identify and implement classroom modifications that can make a substantive difference to faculty and to students in Fall 2016 and Spring 2017.
  • Expand the use of lecture capture across the Orange campus in Fall 2016 and Spring 2017.
  • Design and implement at least two active learning spaces in the 2016-17 Academic year.
  • Design a Campus Technology Center where students and faculty can gather to learn about technology enhancements, to be opened during the 2016-17 Academic year.

Infrastructure

  • Evaluate the needs of the University’s infrastructure in the Spring of 2016, including immediate needs around networking, wireless, storage, and applications systems.
  • Document a roadmap for near-term improvements for these items in the Summer of 2016 for execution over the next year.
  • Develop a long-term strategic roadmap for University infrastructure by Fall of 2016, including the potential role of new technologies such as software defined networks, virtualization, and automation in supporting future classroom and research needs.

Customer Service

  • Execute a customer service survey in Spring 2016.  Identify key areas to improve service quality.
  • Develop a robust Project Management system that will improve project visibility and service delivery, to be launched in Fall 2016.
  • Setup focus groups to fully understand our stakeholder’s technology service needs.
  • Create a process to increase first contact service resolutions.

Security

  • Implement a robust training and outreach program related to security.  Clarify policies around safe computing.
  • Develop expertise in infrastructure monitoring tools and implement a more robust monitoring regime.
  • Publish a copy of the IS&T security policy for users to access

Business Intelligence

  • Implement a data warehouse with student reporting in place by the end of 2016.
  • Implement and train power-users and IS&T staff to use tools to create reports/dashboards during the same timeframe.
  • Distribute a reporting dashboard to campus wide users.

Enterprise Systems

  • Develop better processes for managing faculty and staff access to our enterprise systems by Fall 2016.
  • Improve the hiring and on-boarding processes for staff, full-time faculty, and lecturers by Fall 2016.
  • Complete the implementation of the Contracts & Grants module of PeopleSoft by Summer 2016.
  • Complete the implementation of Time and Labor module of PeopleSoft in Spring 2016.
  • Design a more robust and customer-friendly giving page – timeline tbd.

Portal

  • Develop an easy-to-navigate single point of entry for all enterprise systems – exact timeline tbd.
  • Design intuitive navigation for students, faculty and staff to be able to find what they are looking for - exact timeline tbd..

 

 

 

 

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+ - 8 Strategic Initiatives

strategic initiatives chartMobility

IS&T’s Mobility Strategic Initiative is a vital part of our goal to achieve our vision of partnership, innovation and excellence.  Led by Lauri Mantooth, this initiative encompasses all aspects of a mobile network and devices including, notebooks, tablets, and smartphones.  Providing students, faculty, and staff with seamless mobile access to applications and data can improve the academic experience and improve our customer satisfaction through faster, better service.

We will do this by providing mobile “any-time” access to our existing applications.  These improvements will allow students to register for classes or faculty to view their class roster and enter grades in our PeopleSoft system.  Additionally, we will collaborate with all constituents of Chapman University to find new applications that will provide easy access to data and systems, such as an Alumni or Prospect Student app.  

Today people expect a user experience similar to what they find at Amazon, Google and Netflix.  IS&T will adopt the principles of a digital business for both internal and external customers using technology to provide digital applications where our Faculty, Students and staff need them. 

Academic Technology

The Academic Technology Strategic Initiative is currently underway and is being led by Mary Litch. The first stage of the Initiative involves engaging with our academic partners to learn their needs and desires for the future. Meetings are held with stakeholders at all levels (faculty, academic administration and students) in order to prioritize and plan future projects and enhance support for selected technologies with a three-year time horizon. The Academic Technology Initiative aims to identify, promote and support technology that will serve the Chapman University mission to “provide a personalized education of distinction” and technology used in research.

Partnership – This Initiative is structured to involve faculty and academic administrators as partners from Day One. Our stakeholders will guide the set of priorities and the projects adopted. Continuing engagement with stakeholders will guide the evolution of those projects.

Innovation – A goal of this Initiative is to develop a support structure for academic technology that is agile and open to the ever-changing technology landscape – always with an eye to what fits the Chapman mission and the needs and desires of Chapman faculty.

Excellence – Implementation of these projects and priorities will be interwoven with feedback from faculty and academic administrators, assuring that necessary adjustments can be made to consistently and continually meet the needs and expectations of stakeholders.

Infrastructure

Infrastructure provides the backbone for all technology at Chapman University. This initiative, Led by Phillip Lyle, seeks to align our core technology with current and future University needs.   A few key projects in this area include the following:

  • The deployment of a robust wireless solution for indoor and outdoor areas by increasing core network bandwidth, which is currently maxing out at 1.6gb, to more than 10gb.
  • Additional storage offerings that include the use of the cloud.
  • A revamped server environment that facilities agile deployments of lab and research computing resources.  

A larger review of our current infrastructure is currently underway.   We anticipate numerous additional projects will be identified with the continued collaboration with our University partners.

Customer Service

As with a strong and reliable infrastructure, responsive customer service is key to achieving our vision of partnership, innovation and excellence.  Led by Michelle Sypinero, this initiative aims to set an exemplary standard for customer service across the entire IS&T organization. Customer experience is a key driver of customer satisfaction, loyalty, and retention.

Strong customer service begins with building an effective working relationship with faculty, staff, and students by being consistently responsive to their specific technology needs. We need to listen and respond the moment our customers need assistance, in order to build trust with them. We aim to be available in person and to also communicate via social media, email, phone, self-service portal, and the system status page.  We will seek to better understand how we can serve our campus through administering focus groups and surveys.

In addition to building relationships with the campus community, we need to collaborate and engage with our users. With a proactive attitude we can work together to identify, define and implement technology solutions which maximize productivity, efficiency and customer satisfaction. Making customer service our core value, great customer service has to be a passion ingrained in everything we do. We will insure correct processes are in place for our support teams to properly escalate issues thereby maximizing overall value and productivity for our users.

By exercising greater responsiveness in our communications, acknowledging our strengths and weaknesses, and recognizing what actions are needed to improve overall service we can begin to improve relationships with our customers. This will ultimately result in a greater customer service experience for our students, faculty and staff.

Security

With our ever-changing technical landscape and as focus more on mobile and modern solutions, it is even more important to remain focused on the security of our systems.  Our goal is to keep our security profile strong enough to protect our resources while simultaneously providing the flexibility our partners need.

Business Intelligence

Business intelligence is the opportunity to convert information (data) into knowledge. The world has become increasingly driven by data. Therefore, universities need that capability to increase their organization’s analytical capabilities to better accomplish their goals. This initiative, Led by Lauri Mantooth, will allow Chapman University to leverage the data gathered in our various enterprise systems in more simple ways to facilitate data-based decision making. 

Our Business Intelligence initiative will aim to provide both faculty and staff with better insights to their departmental day to day operations.  These insights can be used for planning, forecasting and modeling based on data that is current, accurate and accessible.  Reporting tools need to be easy to use for end users including dashboard style interfaces that allow for quick access and visual representation of data.  Additionally, the reporting tools need to be sophisticated yet easy enough for power users to create and distribute data from multiple data sources.

Business Intelligence will be a significant part of achieving our vision of partnership, innovation and excellence by providing reporting tools that allow faculty and staff to spend more time focusing on information analysis and interpretation, and less time pulling the data together and interfacing data between separate systems.

Enterprise Systems

Chapman recently transitioned from legacy systems to a new enterprise system.  As our new systems become more stable, it’s important for us to make improvements to meet the campus’s needs and to allow our campus partners to streamline processes that were previously cumbersome and manual.

This initiative led by Lauri Mantooth will deliver system enhancements and solutions that improve the student experience, facilitate staff and faculty work and cultivate institutional efficiencies.

Meeting with and listening to our campus partners and understanding their business processes will be invaluable.  By understanding the day to day operations of each department, and the role that key systems, such as PeopleSoft play in their daily processes, will help us implement the necessary enhancements to the system to be a more valuable asset.

With the recent hiring of expert PeopleSoft developers, IS&T has demonstrated our commitment to this initiative.  We have also recently created a Steering Committee of representatives from each department to help guide IS&T in the prioritization of these enhancements. 

Our goal, by listening and partnering with our functional users, we hope to implement value-added system enhancements allowing our staff and faculty more time to assist students.

Enterprise Portal

In addition to improvements in our enterprise applications, our campus partners have expressed a desire to organize our systems and university information in a way that campus community members can find the resources they need quickly.  This can be accomplished with a user-friendly Enterprise Portal. 

The Enterprise Portal initiative led by Lauri Mantooth will strive to deliver an outstanding customer experience for our Students, Faculty and Staff.  This initiative will also be directed towards our external partners of Chapman by providing a single web-based platform for all applications and services received from potential students, parents and alumni. 

By collaborating with our campus partners, we will be able to identify the best ways to organize the huge volumes of data, and systems needed by each department.  Through this, our users will be able to find important information faster using a cutting-edge, organized, web-based portal that manages web applications and integrate systems on a single easy-to-navigate platform.

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