Purpose of the IT Strategic Plan
Pepperdine University, recognized as one of the leading Christian universities in the United States, consistently ranks among the top 50 institutions of its kind according to US News and World Report With a diverse student body of around 8,000 full-time and part-time students, the university offers a dynamic educational experience on its scenic Malibu campus and in various locations throughout Southern California and globally Comprising five colleges and schools, Pepperdine boasts a dedicated faculty of over 600 professors and scholars, alongside more than 1,100 staff members, ensuring a robust academic environment.
Pepperdine University has dedicated significant resources to developing a robust technology infrastructure and implementing information systems that cater to the diverse needs of its community Like many institutions, Pepperdine faces challenges related to operational cost-efficiency amid economic downturns and reduced funding Looking ahead, the University anticipates increased competition for high-quality students and recognizes the necessity of leveraging resources across the institution Additionally, it aims to address the unique requirements of its various schools and programs to continue delivering the exceptional, personalized educational services for which it is renowned.
Pepperdine University is developing an Information Technology Strategic Plan to effectively address new challenges and set a clear direction for its technology initiatives.
Over the next three years, the University will strategically utilize technology to effectively address challenges, enhance its vision for the future, and achieve both its academic and business objectives.
The primary goal of this project was to accurately identify, prioritize, and set goals and initiatives for the future needs and requirements of the University’s information systems To accomplish this, a series of targeted activities were conducted throughout the project.
Evaluate the University’s current technology environment
To effectively align the University’s IT governance and organizational structure with its business and technology requirements, a thorough evaluation is essential This assessment should focus on optimizing service provision agreements and enhancing reporting relationships to ensure they best support the University’s goals.
Prioritize application and infrastructure requirements based on University business and academic needs
Creating a comprehensive Information Technology Strategic Plan is essential for maximizing the business and academic benefits of technology at the University This plan will ensure the effective utilization of technology to meet the institution's operational and educational requirements, ultimately enhancing its overall performance and value.
IT Goals, Objectives and Initiatives
The University’s Strategic Information Technology Goals were crafted by a diverse Project Team comprising representatives from all Schools, Administrative Offices, and the Information Technology Division This collaborative group focused on identifying and addressing the most pressing technology challenges currently confronting the University.
The ability to make good business decisions about investments in technology and fund IT projects over time
Building, organizing and maintaining a skilled IT organization that is able to provide high quality support services that meet the needs of faculty, staff and students
Evaluating and selecting applications that will enable effective business processes and service delivery across the University
Ensuring that the technology infrastructure is sound, secure, up-to-date, and provides a foundation for new collaboration methods, teaching techniques and business process improvement
Using analysis and industry trends provided by Gartner, the Project Team worked together to develop the University’s Strategic Information Technology Goals They are as follows:
IT Governance: Enhance the University’s IT vision, strategy and policy, and the timelines of decision-making processes for IT, in consideration of enterprise-wide needs and opportunities.
IT Organization: Improve the timeliness and quality of IT services and provide adequate funding mechanisms for those services.
Applications: Improve the University’s ability to access and use data to make informed decisions and provide high quality service and high touch educational experiences.
Infrastructure: Build ubiquitous, high bandwidth capability for all users, accessible any time, any place in a secure, efficient manner.
The following summary outlines the Objectives and Initiatives essential for achieving each Goal The Objectives provide a detailed clarification of the Goals, outlining the specific achievements the University aims for in relation to them The Initiatives represent the projects that will be executed to fulfill these Objectives and Goals This comprehensive IT Strategy includes both ongoing initiatives and new projects, with the latter clearly indicated.
“*” These new initiatives represent slightly less than half of all the initiatives in the IT Strategic Plan.
Table 1 Information Technology Objectives and Initiatives
Ensure that University-wide project recommendations, planning and prioritization incorporates individual
Capitalize on opportunities for synergies across Schools/Divisions.
Consistently apply and enforce IT standards across the University.
Ensure a fair and equitable budgeting process.
1 Implement the IT Governance Council.*
2 Redesign key IT governance processes.*
Guide safe and appropriate use of IT through a comprehensive set of IT Use,
3 Develop/revise and communicate IT Use Policies.
Clearly define and articulate the responsibilities of IT Division staff and
School/Division IT staff members.
4 Define and articulate the nature of decentralized staff.*
5 Agree upon and define roles/responsibilities of all IT staff.*
6 Define and articulate the roles/responsibilities of the user population.*
7 Conduct staffing study to determine appropriate number of centralized and decentralized staff.*
Ensure adequate IT staffing to support
University needs now and in the future.
8 Conduct skills inventory for IT staff members to identify training requirements.*
Ensure IT staff members have the knowledge, skills and tools to provide adequate end user support.
9 Provide needed training for IT staff members in high priority skill areas and to support new roles and responsibilities.
10 Explore the use of remote troubleshooting tools to assist in providing end user support.
Ensure that University-wide project recommendations, planning and prioritization incorporates individual
Capitalize on opportunities for synergies across Schools/Divisions.
Consistently apply and enforce IT standards across the University.
Ensure a fair and equitable budgeting process.
1 Implement the IT Governance Council.*
2 Redesign key IT governance processes.*
Guide safe and appropriate use of IT through a comprehensive set of IT Use,
3 Develop/revise and communicate IT Use Policies.
Clarify IT service level expectations 11 Ensure consistency in Service Level Agreements (SLAs) between the IT
Define and articulate Student IT Support
12 Determine Student IT Support policy and communicate to stakeholders.
Establish an IT cost allocation mechanism 13 Develop a Cost Allocation Plan which identifies services, chargeback/cost allocation methodologies for each service and unit costs *
14 Consider adding a Student Technology Fee.*
15 Design cost allocation administration processes.
16 Acquire cost allocation support tools.*
Implement an ERP system that provides access to integrated data across multiple modules, including Human Resources,
Finance, Student Information, and other
17 Complete ERP Project Phase I: Planning
18 Complete ERP Project Phase II: Implementation
Ensure that University-wide project recommendations, planning and prioritization incorporates individual
Capitalize on opportunities for synergies across Schools/Divisions.
Consistently apply and enforce IT standards across the University.
Ensure a fair and equitable budgeting process.
1 Implement the IT Governance Council.*
2 Redesign key IT governance processes.*
Guide safe and appropriate use of IT through a comprehensive set of IT Use,
3 Develop/revise and communicate IT Use Policies. key areas.
Examine opportunities for improving portal performance and moving to an enterprise portal.
20 Consider enterprise portal solutions as part of ERP implementation.
Develop knowledge management principles and approach.
Consider establishing a single enterprise- wide Course Management System.
21 Determine needs and requirements for management of knowledge and learning content.*
22 Determine Course Management System and e-learning platform needs and requirements.*
23 Conduct cost/benefit analysis of current Course Management Systems and e- learning platforms.*
Expand student access to applications through campus licensing agreements.
25 Explore and enter into licensing agreements where appropriate.*
Ensure that University-wide project recommendations, planning and prioritization incorporates individual
Capitalize on opportunities for synergies across Schools/Divisions.
Consistently apply and enforce IT standards across the University.
Ensure a fair and equitable budgeting process.
1 Implement the IT Governance Council.*
2 Redesign key IT governance processes.*
Guide safe and appropriate use of IT through a comprehensive set of IT Use,
3 Develop/revise and communicate IT Use Policies.
Anticipate needs for increased bandwidth to meet growing demand.
26 Monitor and report on bandwidth and quality of service issues in the LAN and WAN.
27 Manage network bottlenecks and enhance security and disaster recovery capabilities.
28 Plan for next generation converged WAN.
Management Plan and associated processes.
29 Develop and communicate procurement standards for hardware in conjunction with both administrative and academic program requirements.
30 Implement physical hardware management processes.
31 Implement processes to monitor and update physical location and hardware/software configurations of the installed base.
32 Develop technology retirement strategy based on type of technology and user type.
33 Develop a technology replacement fund to support retirement strategy.
Ensure that University-wide project recommendations, planning and prioritization incorporates individual
Capitalize on opportunities for synergies across Schools/Divisions.
Consistently apply and enforce IT standards across the University.
Ensure a fair and equitable budgeting process.
1 Implement the IT Governance Council.*
2 Redesign key IT governance processes.*
Guide safe and appropriate use of IT through a comprehensive set of IT Use,
3 Develop/revise and communicate IT Use Policies.
Continue to utilize WLAN technologies and make available to the user community.
35 Upgrade to 802.11g in 2-3 years as next generation WLAN.
Build adequate cable infrastructure to meet long term needs.
36 Cable inside buildings as necessary to meet access and reliability needs.
Ensure adequate security for University systems and data.
37 Develop and adopt a University-wide Business Continuity Plan.*
38 Build relationships with security organizations and specialists.*
39 Redesign management decision-making and incident response processes.*
40 Determine viable technology and support solution to manage access for remote users
41 Develop and communicate security policies.
42 Develop and communicate technology-related employee close-out procedures.
Ensure that University-wide project recommendations, planning and prioritization incorporates individual
Capitalize on opportunities for synergies across Schools/Divisions.
Consistently apply and enforce IT standards across the University.
Ensure a fair and equitable budgeting process.
1 Implement the IT Governance Council.*
2 Redesign key IT governance processes.*
Guide safe and appropriate use of IT through a comprehensive set of IT Use,
3 Develop/revise and communicate IT Use Policies.
43 Develop and implement security approaches to reduce theft of classroom technology.
44 Undertake planned network security improvement initiative.
Ensure that the majority of classrooms are equipped with modest, broadly useful technology.
45 Determine standard set of basic classroom technology.*
Ensure student access to PCs through a variety of approaches.
47 Continue to plan for and support student access to shared computing in existing and new facilities
48 Track student network use to help create informal student work spaces.
Manage e-mail to optimize storage capacity while meeting users’ needs.
Ensure consistent e-mail communication with students by standardizing on university e-mail account.
49 Ensure all users are configured, at a minimum, with the University standard 10mb/5mb e-mail message size limits.
50 Determine appropriate exceptions to standard e-mail message size limits and apply exceptions to appropriate users.
Ensure that University-wide project recommendations, planning and prioritization incorporates individual
Capitalize on opportunities for synergies across Schools/Divisions.
Consistently apply and enforce IT standards across the University.
Ensure a fair and equitable budgeting process.
1 Implement the IT Governance Council.*
2 Redesign key IT governance processes.*
Guide safe and appropriate use of IT through a comprehensive set of IT Use,
3 Develop/revise and communicate IT Use Policies.
51 Provide users the choice of dual message stores or a single message store for voicemail messages.*
52 Develop and communicate policy regarding student accountability for the content of messages sent through the university e-mail address.*
Implementation Plan
The timeline for executing the initiatives and meeting the goals outlined in the IT Strategic Plan spans from Quarter 2 of 2003 to Quarter 1 of 2006.
1 IT Governance Init iat ives
2 1 Implement the IT Governance Council
3 2 Redesign key IT governance processes
4 3 Develop/revise and communicate IT Use Policies
5 IT Organizat ion Init iat ives
6 4 Define and articulate the nature of decentralized staff
7 5 Agree upon and define roles/responsibilities of all IT staff
8 6 Define and articulate the roles/responsibilities of the user population
9 7 Conduct staffing study to determine appropriate number of centralized/decentralized staff
10 8 Conduct skills inventory for IT staff members to identify training requirements
11 9 Provide needed training for IT staff members
12 10 Explore the use of remote troubleshooting tools to assist in providing end user support
13 11 Ensure consistency in Service Level Agreements between the IT Division and customers
14 12 Determine Student IT Support policy and communicate to stakeholders
16 14 Consider adding a Student Technology Fee
17 15 Design cost allocation administration processes
18 16 Acquire cost allocation support tools
19 Applicat ions Init iat ives
20 17 Complete ERP Project Phase I: Planning
21 18 Complete ERP Project Phase II: Implementation
23 20 Consider enterprise portal solutions as part of ERP implementation
24 21 Determine needs and requirements for management of knowledge and learning content
25 22 Determine Course Management System and e-learning platform needs and requirements
26 23 Conduct cost/benefit analysis of current Course Mgmt Systems and e-learning platforms
28 25 Explore and enter into licensing agreements where appropriate
29 Infrast ruct ure Init iat ives
30 26 Monitor and report on bandwidth and quality of service issues in the LAN and WAN
31 27 Manage network bottlenecks and enhance security and disaster recovery capabilities
32 28 Plan for next generation converged WAN
33 29 Develop and communicate procurement standards for hardware
34 30 Implement physical hardware management processes
35 31 Implement 1-TRAC processes to monitor/update installed base
36 32 Develop technology retirement strategy based on type of technology and user type
37 33 Develop a technology replacement fund to support retirement strategy
39 35 Upgrade to 802.11g in 2-3 years as next generation WLAN
40 36 Cable inside buildings as necessary to meet access and reliability needs
41 37 Develop and adopt and a University-wide Business Continuity Plan
42 38 Build relationships with security organizations and specialists
Implementation Cost Estimates
The IT Directors have estimated the one-time and recurring costs for implementing the initiatives outlined in the IT Strategic Plan, drawing from their experience with similar projects These costs represent the anticipated additional capital needed for the initiatives and do not account for the time of current IT staff It is important to note that these costs are not included in the current budget and are based on specific assumptions regarding implementation.
Pepperdine University will not be expanding its IT staff for upcoming initiatives, opting instead to utilize existing personnel and supplement with contract staff as necessary to meet project deadlines This flexible staffing approach enables the University to adjust resources based on demand Although the costs outlined are estimates, precise expenses for each initiative will be clarified through the creation of individual business cases It's important to note that the total costs mentioned do not encompass several key initiatives for which expenses cannot currently be estimated.
9 Provide needed training for IT staff members Costs for this initiative will be determined through the skills inventory to be conducted in Initiative #8.
25 Explore and enter into licensing agreements where appropriate Costs for these agreements will be determined once the high-use applications are identified in Initiative #24.
43 39 Redesign management decision-making and incident response processes
44 40 Determine viable technology and support solution to manage access for remote users
45 41 Develop and communicate security policies
46 42 Develop and communicate technology-related employee close-out procedures
47 43 Develop and implement security approaches to reduce theft of classroom technology
48 44 Undertake planned network security improvement initiative
49 45 Determine standard set of basic classroom technology
51 47 Continue to plan for/support student access to shared computing in existing/new facilities
52 48 Track student network use to help create informal student work spaces
53 49 Ensure all users are configured with the University standard e-mail message size limits
54 50 Determine appropriate exceptions to standard e-mail message size limits
55 51 Provide users the choice of dual/single message stores for voicemail messages
56 52 Develop policy on student accountability for messages sent to University e-mail address
36 Cable inside buildings as necessary to meet access and reliability needs As this is an ongoing effort, estimated costs should be determined and budgeted on an annual basis.
46 Implement classroom technology upgrades Costs for the needed upgrades will be determined as part of Initiative #45.
The table below summarizes the estimated implementation costs for various initiatives, highlighting that ERP implementation constitutes a significant portion of the total anticipated expenditures, thus warranting separate mention from other estimated costs.
More information on cost estimates is provided in Section 7 High-Level Cost Estimates.
Benefits
By implementing the initiatives contained in this IT Strategic Plan, the University will achieve its IT goals and objectives and will reap the following benefits:
The University will implement a comprehensive information technology strategy that aligns with its vision for the future, enhancing both business and academic objectives through effective technology utilization.
The University aims to optimize its IT spending by aligning technology resources with its overarching business and technology strategy, ultimately enhancing the academic and business value of its information technology investments.
One-Time Costs Recurring Costs (Annually)
Low High Low High Low High Low High
The new IT Governance structure will empower Schools and Divisions to significantly influence IT decision-making, fostering collaboration across the University on enterprise-wide matters This approach aims to integrate both business and academic perspectives into the IT decision-making process.
The University will establish an effective IT organization that meets user needs by clearly defining roles and responsibilities, providing adequate training, and ensuring sufficient IT staffing levels through a combination of centralized and decentralized strategies.
The University aims to enhance its budgeting and funding processes for the implementation and ongoing support of new systems by introducing an IT Project Business Case prior to implementation and adopting innovative cost recovery strategies to finance ongoing support.
Improving communication between the IT organization and end users is essential for aligning service expectations and performance outcomes Implementing service level agreements (SLAs) can significantly enhance this communication, enabling the IT organization to better meet user expectations and deliver optimal service.
The University is set to enhance its key business functions significantly by implementing a new ERP system Additionally, there will be opportunities to develop an integrated enterprise-wide portal that will cater to the diverse communities within the University.
A comprehensive, organization-wide initiative to thoroughly assess the diverse knowledge management requirements of the University will lead to the identification and implementation of the most effective knowledge management, course management, and e-learning systems, ensuring that these needs are met in a cost-efficient manner.
The security, availability and effectiveness of the University’s information technology infrastructure will be improved through comprehensive network management, asset management, security approaches and business continuity efforts.
In the classroom, faculty and students will have available to them a standard set of proven and secured classroom technologies to facilitate teaching and learning.
University students, faculty and staff will benefit from updated technology resulting from a planned, funded and consistently implemented technology refresh approach.
Purpose of the IT Strategic Plan
Pepperdine University, recognized as one of the top Christian universities in the United States, consistently ranks among the top 50 institutions of its kind according to US News and World Report With a student body of approximately 8,000 enrolled in full-time and part-time programs, the university operates from its scenic Malibu campus and various locations across Southern California and globally It encompasses five colleges and schools, supported by over 600 dedicated faculty members and more than 1,100 staff Pepperdine offers a diverse array of academic programs, including bachelor's, master's, and doctoral degrees across multiple disciplines.
Seaver College, the School of Law, and the School of Public Policy are situated on the University’s Malibu Campus, which also houses the main administrative offices, as well as accommodations for students and faculty, along with various arts and athletic facilities.
The Graziadio School of Business and Management and the Graduate School of Education and Psychology are located at Pepperdine University’s West Los Angeles facility These schools provide flexible programs designed for working professionals across five education centers in Culver City, Long Beach, Westlake Village, Encino, Irvine, and Pasadena.
The Drescher Graduate Campus, spanning fifty acres at the Malibu location, is currently undergoing construction to establish a permanent home for the School of Public Policy This campus will also accommodate various programs offered by the institution.
Graziadio School and the Graduate School of Education and Psychology, and include an executive conference center, academic support facilities, faculty/staff housing and parking areas
Pepperdine University has dedicated substantial resources to develop a robust technology infrastructure and implement information systems tailored to the diverse needs of its students, faculty, and staff Like many universities, Pepperdine is navigating challenges related to operational cost-efficiency amid economic downturns and reduced funding Looking ahead, the University anticipates increased competition for top-quality students and recognizes the importance of leveraging resources across the institution while addressing the specific requirements of its various schools and programs to maintain the high-quality, personalized educational services for which it is renowned.
While the University continues to address these issues in other areas, it has decided to develop an Information
Technology Strategic Plan Pepperdine University’s Information Technology Strategic Plan sets the direction for the
Over the next three years, the University will strategically utilize technology to effectively address challenges, advance its vision for the future, and achieve its academic and business objectives.
The primary aim of this project was to accurately identify, prioritize, and set goals and initiatives for the future needs and requirements of the University's information systems To accomplish this goal, a series of targeted activities were executed throughout the project.
Evaluate the University’s current technology environment
Assess the University’s existing IT governance and organizational framework to confirm that they effectively align with the institution's business and technological requirements, utilizing optimal service provision agreements and clear reporting relationships.
Prioritize application and infrastructure requirements based on University business and academic needs
Create a strategic plan for Information Technology that boosts both the business and academic value of IT, ensuring the University can effectively leverage technology to meet its operational and educational requirements.
IT Strategic Planning Methodology
The University’s IT Strategic Plan was developed through a participative process that included extensive input from
University executives, end users from all Schools and Divisions, and IT staff At the beginning of the project in November
In 2002, focus groups were organized with each School and the Administrative Offices to collect insights from both academic and business viewpoints School representatives sought student feedback on critical technology issues, which was integrated into the strategic planning process Additionally, a focus group with the Information Technology Division was held to obtain a more technical perspective on the project's needs.
The University Project Team, comprising over 70 participants, analyzed the most pressing issues confronting the University while assessing its current technology landscape and future requirements.
The Plan was created by a diverse 16-member Project Team, including representatives from all Schools, Administrative Offices, and the Information Technology Division Through a series of facilitated workshops, the Project Team established the goals, objectives, and initiatives, fostering robust support for the plan The accompanying figure illustrates the methodology employed in its development.
Figure 1 IT Strategic Planning Project Approach
2 Conduct Project Planning and Kickoff Meeting
3 Identify Business Drivers and Key Strategies
5 Conduct Enterprise-wide Requirements Analysis
1 Prepare for and Conduct IT Strategy Workshops
Workshop 1: IT Governance and Organization
2 Conduct High- Level Economic Analysis
III Develop ITStrategic Plan
3 University Business Goals, Strategies and Drivers
This section outlines the University’s Business Mission, Vision, key goals, and business drivers, which collectively establish the framework for IT strategic planning Understanding this business and academic context is essential, as the IT Strategic Plan aims to support the University in fulfilling its institutional strategy.
University Mission, Vision and Goals
The University’s business direction creates the context for Information Technology Strategic Planning The business direction is articulated through the following:
A mission statement succinctly outlines an organization's purpose, detailing what it does, who it serves, and the reasons behind its actions It should be easily understood by the general public and remain relevant despite changes in leadership.
A vision statement is a powerful and inspiring depiction of a future we aspire to create, outlining our desired identity and goals It serves as a memorable and idealistic guide, motivating everyone within the organization to strive towards achieving this envisioned future.
A goal represents a desired outcome that focuses on an organization’s critical strategic challenges, defining what it aims to accomplish It aligns with the organization's mission and vision, serving as a foundation for more specific tactical planning.
Pepperdine University’s mission statement is as follows:
“Pepperdine is a Christian university committed to the highest standards of academic excellence and Christian values, where students are strengthened for lives of purpose, service, and leadership.”
Approved by Board of Regents, March 29, 1999
A comprehensive Vision is articulated in “Envisioning a Bold Future” written by President Andrew K Benton Key elements of the Bold Future include:
Commitment to Academic Excellence: Ensuring a position of leadership in higher education, achieving academic distinction
Commitment to Christian Values: Relationship with Churches of Christ, balancing value of “roots” with entrepreneurial spirit
Resources: Endowment management, tuition/financial aid, growth in physical plant
Diversity: Diverse points of view, clear reflection of communities served
Community: International/national affiliations and strategic alliances, citizenship and service, comprehensive response to student expectations, rich student life, alumni outreach
Scholarship: Intellectual rigor and practical relevance, home to accomplished scholars, learning environment supported by technology
The University has established a series of Strategic Business Goals outlined in the "Envisioning a Bold Future" document, which are detailed in the table below These goals correspond to each component of the University’s Vision, guiding its future initiatives and objectives.
Table 2 Pepperdine University Strategic Business Goals
To establish a leadership position in higher education, it is essential to rank among the top 50 in U.S News and World Report Schools must cultivate national and international affiliations to enhance their global identity and host an annual seminar, conference, or event of national significance Additionally, an active visiting scholars program is crucial for fostering academic collaboration The university should also promote its programs, faculty, outreach initiatives, and events to increase visibility and provide encouragement Furthermore, pursuing prestigious scholarships such as Marshall, Rhodes, and Fulbright is vital for enhancing institutional reputation and attracting top talent.
Vision Element Goal g Phi Beta Kappa for Seaver College pursued h Order of the Coif for the SOL pursued
To achieve academic distinction across all programs, the university will conduct comprehensive five-year reviews, incorporating both internal and external assessments to enhance, modify, or consolidate academic offerings Benchmark programs will be established, with plans to develop a Washington D.C program providing opportunities for students across all schools and to expand the Asia program within Seaver International Programs A strategic evaluation and planning process for all university libraries, particularly Payson Library and the School of Law library, will be initiated, focusing on securing additional funding and employing new technologies to align with peer institution standards The university will also prioritize an improved core collection tailored to the needs of education center students and faculty, while strategic use of expanded library space will commence immediately Commitment to excellence will be measured through annual performance evaluations and rank and tenure reviews, emphasizing the value of liberal arts alongside the intellectually rigorous and practically relevant nature of professional and graduate programs.
Christian universities prioritize the maintenance of core values and unwavering principles, emphasizing the importance of active and sincere Christian faith in their student recruitment process Annual performance evaluations, along with rank and tenure reviews, are conducted to assess faculty commitment to these Christian values Additionally, the Center for Faith and Learning plays a crucial role in fostering student development by aligning their vocational aspirations with their faith-driven principles.
The Churches of Christ heritage is upheld by maintaining a significant percentage of teaching faculty and students actively involved in the Churches of Christ University leadership and the Board of Regents demonstrate a strong commitment to preserving the founding traditions and principles of the institution Additionally, the University provides leadership and training as a service to the Churches of Christ, while the Institute for Dispute Resolution and the Center for the Family further contribute valuable services to this community.
V Develop Campaign Plan a Grow endowment to $1 billion by 2012, with resources to announce next campaign by 2004
VI Develop Malibu Land Use a Complete the following Malibu facilities by 2012:
Payson Library expansion and renovation
Student Housing reconfiguration and refurbishment
Church facility with large auditorium
Additional Parking on Malibu Campus
Alumni/Faculty House b Develop master plan and timeline for facility improvements and refurbishments
Centers Plan a Evaluate new sites, including San Gabriel/Pasadena, Silicon valley, and San Diego b Develop combination of online and face to face instruction
To enhance representation of underrepresented ethnic minority students, it is essential to focus on recruiting and retaining these students and faculty members Increasing diversity within university leadership and the Board of Regents is crucial, along with the establishment of a Diversity Council Regular assessments of the satisfaction levels among underrepresented ethnic minority students and faculty will help ensure a supportive and inclusive environment.
Community members actively contribute to the mission of enhancing lives through purpose, service, and leadership Academic program reviews evaluate curriculum effectiveness in achieving these goals, while co-curricular program reviews assess student activities' impact Both reviews incorporate insights on the evolving characteristics of students The aim is to create a vibrant, intellectually stimulating, inclusive, and diverse student life experience across all programs Additionally, efforts will be made to strengthen campus and residential life at Seaver College.
Vision Element Goal f Faculty members develop mentor/friend relationships with students outside the classroom
X Schools experience an increasing sense of connectedness, working together toward common
Universities are increasingly focused on achieving collaborative goals, such as developing joint degree programs and shared outreach initiatives By coordinating efforts in disciplines like accounting, business, education, and psychology, schools can enhance their educational offerings Furthermore, career and placement services are working together across schools to streamline support for students, ensuring a cohesive approach to career development and job placement.
XI The University leads in the development of civic and social capital for this country and the world a Inner-city service point to be established in Los Angeles
Community members are expected to uphold high standards in work, citizenship, and service All employees undergo annual written performance evaluations, while student learning is assessed at the course level Additionally, program effectiveness is evaluated on a five-year cycle to ensure continuous improvement and accountability.
XIII University athletic programs add value to the student experience and are conducted in a manner to bring credit to the whole of the
University community a University athletic programs add value to the student experience and are conducted in a manner to bring credit to the whole of the University community
XIV The University develops its alumni to be friends and supporters a The University develops its alumni to be friends and supporters
Scholarship encompasses various forms, such as discovery, integration, application, and teaching, all of which are actively encouraged and rewarded Annual performance evaluations and rank and tenure reviews play a crucial role in assessing and recognizing these diverse scholarly contributions.
XVI Faculty demonstrate the link between their scholarship and teaching a Faculty/student research projects encouraged b Annual performance evaluations, and rank and tenure reviews evaluate link between scholarship and teaching
Pepperdine University’s core values play a crucial role in guiding its institutional direction and decision-making processes for both staff and faculty These foundational principles are integral to the organization and are consistently referenced throughout its operations.
A unique balance between the claims of the academy and the call to Christian discipleship
The primacy of teaching and the importance of research
An international perspective on learning
Service to the global community
A focus on students and their whole development
An environment that values the dignity of the individual, meeting the needs of diverse students, faculty, and staff in an ever-changing world
University Business Drivers
Business drivers are constraints or enablers that influence an organization and its mission, services and actions The Executive Team identified the following key business drivers for the University:
Sobriety about the Future: While the University Executives have confidence in the future, they believe the
University should go forward in a conservative, sure-footed approach The marketplace and economy make this necessary.
A University with Five Schools: The nature of the University includes tension between the University as a
The University operates as a "holding company" with five distinct Schools functioning as its Divisions, each contributing to the overall mission While each School offers a unique value proposition focused on its educational products, there is a growing emphasis on integrating shared platforms to enhance the university experience Leveraging technology is essential for the University to effectively deliver its educational offerings and reinforce the sense of community within the institution.
The University embodies an entrepreneurial spirit, which serves as a core value, attitude, and philosophy that defines its identity This approach is essential for fostering innovation while maintaining a realistic perspective on future challenges.
The Pepperdine family operates as a global corporation with four international locations, highlighting the importance of connectivity among these sites To enhance collaboration and support, there is a strong emphasis on utilizing shared platforms across locations.
Brand Quality: The University carefully guards the image of quality The clear message of the University’s brand must be part of communication vehicles that have a common look and feel.
Pepperdine University faces high educational product costs due to its "high-touch" approach, leaving limited options for tuition increases and making it difficult to expand the student population for revenue growth To address operating costs and enhance efficiency in its offerings, the University is turning to technology as a solution.
Pepperdine University boasts a stable workforce, with faculty and staff members who remain part of the Pepperdine family for extended periods This longevity is a testament to the high qualifications of the staff and the university's reputation as an excellent workplace, making it one of the institution's key strengths.
This section articulates the Mission of the Information Technology Division and the University’s collective Vision for the Use of Information Technology.
The mission of the Information Technology Division is as follows:
The Information Technology Division at Pepperdine University aims to deliver exceptional leadership and support to both academic and administrative units, fostering technological advancement through collaborative efforts within the Pepperdine community.
The mission statement clearly describes what the IT Division does, for whom those services are provided, and the benefits the University gains from those services
4.1.2 Vision for the Use of Information Technology
The University’s vision for the use of information technology is as follows:
Pepperdine University will use information technology to support the achievement of the
University’s Bold Vision for the Future, including its Commitment to Academic Excellence and
Christian Values, and its efforts to build Resources, Diversity, Community and Scholarship
5 Information Technology Issues and Strategy
The University’s current technology environment was documented in the Current Technology Environment Report
The Information Technology Division provided essential documentation that, combined with feedback from users across Schools and Divisions, enabled Gartner to pinpoint the University’s most pressing technology challenges.
The ability to make good business decisions about investments in technology, demonstrate the business and academic value of IT, and fund IT projects over time
Building, organizing and maintaining a skilled IT organization that is able to provide high quality support services that meet the needs of faculty, staff and students
Evaluating and selecting the right applications that will enable effective business processes and service delivery across the University
Ensuring that the technology infrastructure is sound, secure, up-to-date, and provides a foundation for new collaboration methods, teaching techniques and business process improvement
Identified in late 2002, the critical issues surrounding IT at the University have evolved over time but remain foundational to the goals outlined in this Plan These issues, derived from the insights of IT users and providers within the University through focus group discussions with Gartner, reflect the IT customer perspective While these perceptions may not fully capture reality, they are essential for shaping an effective IT strategy for the University.
A Gap Analysis was performed to compare Pepperdine's current environment with industry trends, with the findings detailed in Appendix C This analysis was shared with a Project Team comprising representatives from all Schools, Administrative Offices, and the Information Technology Division To enhance the process, Gartner conducted a series of workshops with the Project Team.
University’s IT strategy The IT strategy consists of Key Strategic Information Technology Goals, Objectives and
This section describes the critical technology issues currently facing Pepperdine University in the key technology areas of
IT Organization, IT Governance, Applications and Infrastructure This section also articulates the University’s strategy related to each of those key areas
The strategy for each key technology area (e.g., IT Governance, IT Organization, Applications and Infrastructure) includes the following elements:
A goal is a desired end result
Addresses the organization’s key strategic issues and identifies what the organization wants to achieve
Supports the IT mission and vision
Provides a framework for more detailed, tactical planning
Typically there are only a handful of Key Strategic IT Goals
Objectives are specific, measurable targets for accomplishing goals
Focus on a result to be achieved by a stated time
Form the foundation for strategies and actions
Initiatives are specific projects that will be undertaken to achieve the objectives
Initiatives form the basis for the Implementation Plan
The University’s Strategic Information Technology Goals are summarized below.
IT Governance: Enhance the University’s IT vision, strategy and policy, and the timelines of decision-making processes for IT, in consideration of enterprise-wide needs and opportunities.
IT Organization: Improve the timeliness and quality of IT services and provide adequate funding mechanisms for those services.
Applications: Improve the University’s ability to access and use data to make informed decisions and provide high quality service and high touch educational experiences.
Infrastructure: Build ubiquitous, high bandwidth capability for all users, accessible any time, any place in a secure, efficient manner.
The Strategic IT Goals are designed to align with and enhance the University’s Bold Vision for the Future By leveraging effective technology, these goals play a crucial role in advancing the University’s objectives The following highlights illustrate key connections between IT initiatives and the University’s vision, emphasizing the significant impact of sound technology on its future success.
The University is dedicated to achieving academic excellence through the integration of technology in every facet of its educational services This commitment encompasses various elements, including registration, course management, student information systems, and classroom technology Each of the Strategic IT Goals is designed to align with and enhance this vision, ensuring a high-quality, personalized learning experience for all students.
Commitment to Christian Values: Technology at Pepperdine is undertaken within the context of the University’s
Christian values The IT Governance goal is most relevant to this element of the University’s vision, as it is through
IT Governance that the University will make decisions about the appropriate uses for technology, ensuring that those uses are consistent with Christian values.
Technology plays a crucial role in enhancing and sustaining the University’s financial and physical resources Key applications, such as Enterprise Resource Systems, are vital in supporting this vision Moreover, a robust technology infrastructure is integral to the University’s resource foundation, enabling the delivery of world-class educational services.
Technology plays a crucial role in fostering diversity by facilitating the exchange of varied perspectives and enhancing the recruitment of a diverse student body, faculty, and staff Essential applications and the infrastructure that supports them are integral to this process, with the University’s portals serving as vital tools in realizing this vision.
Community: Technology that spans not only various campuses, but also different countries is a way to encourage a strong sense of community among the University’s stakeholders The IT Organization, Applications and
Infrastructure combine to make this possible.
Scholarship: Using technology in research and creating an effective learning environment directly supports the
University’s vision in this area Each of the IT Goals directly supports this vision element, including IT Governance, Organization, Applications and Infrastructure.
The issues, goals, objectives and initiatives for each key technology area are discussed in more detail below.
IT Governance
5.1.1 Issues as Identified by User Representatives and the IT Division
5.1.1.1 IT Project Decision-making, Planning and Prioritization
Decision-making for IT projects is currently decentralized across schools and departments, leading to potential duplication of efforts as each unit independently seeks budget approval for their initiatives This fragmented approach raises concerns about a perceived bias towards Seaver College and Malibu-based programs, with some users feeling that their needs are overlooked in favor of those within the local context To enhance efficiency and inclusivity, a more centralized strategy could help leverage projects on an enterprise-wide basis, ensuring equitable consideration for all programs.
Users feel they have limited influence on IT projects, while the IT Division believes it lacks sufficient input from Schools and Departments To address this, there is a demand for a council representing faculty, staff, and students to voice concerns on IT matters This council would serve two primary roles: providing strategic input to guide the University’s IT project priorities and facilitating collaboration between representatives from Schools and Departments and IT staff to resolve specific issues and develop solutions.
Determining the annual IT expenditure at the University is challenging due to inconsistent budget categories across Schools Often, IT projects receive funding only for their initial year, which can lead to insufficient resources for project completion and ongoing support While some Schools or Departments initiate IT projects that benefit the entire University, they bear the full financial responsibility Currently, there is no formal mechanism in place for sharing funding responsibilities among the units that will benefit from these projects.
The Information Technology Division has implemented various technology standards to promote a consistent architecture throughout the University, including specific hardware and software guidelines such as Dell PCs and MS Office However, these standards are not uniformly adopted across all Schools and Departments, leading to a diverse array of hardware and software in use This complexity in the technology environment increases the total cost of ownership for the University, compared to a more streamlined and standardized setup.
A comprehensive IT Use Policy should include, but not be limited to, use of the following elements of the technology environment:
Pepperdine’s IT Use Policy successfully outlines the acceptable and unacceptable uses of the university's computing and network resources; however, it lacks a clear definition of the specific elements included in these resources Providing greater detail on the components covered by the policy would enhance its effectiveness and comprehensiveness, ensuring a more robust IT Use Policy for the University.
Pepperdine's Security Policy effectively outlines the existing security landscape; however, any enhancements to security measures would necessitate a revision of this policy Although a Disaster Recovery Report is available, the University lacks a formal Disaster Recovery policy or an approved plan.
Pepperdine’s current Privacy Policy is adequate.
The IT Division plays a crucial role in shaping the University’s IT architecture by developing and maintaining its infrastructure This involves enforcing hardware and software standards to ensure the architecture remains robust and efficient.
IT Division’s ability to maintain a planned architecture is only as good as its ability to enforce hardware/software standards.
Goal for IT Governance: Enhance the University’s IT vision, strategy and policy, and the timelines of decision- making processes for IT, in consideration of enterprise-wide needs and opportunities.
Table 3 IT Governance Objectives and Initiatives
Objectives – IT Governance Initiatives – IT Governance
Ensure that University-wide project recommendations, planning and prioritization incorporates individual School/Division needs
Capitalize on opportunities for synergies across
Consistently apply and enforce IT standards across the University.
Ensure a fair and equitable budgeting process.
1 Implement the IT Governance Council.*
2 Redesign key IT governance processes.*
Guide safe and appropriate use of IT through a comprehensive set of IT Use, Security and
3 Develop/revise and communicate IT Use Policies.
IT Organization
5.2.1 Issues as Identified by User Representatives and the IT Division
A 1-TRAC Customer Service survey from mid-2002 revealed positive feedback from 231 respondents, particularly regarding prompt response times, understanding user issues, and the helpfulness of staff However, participants in IT Strategic Planning focus groups in November 2002 expressed concerns about the service They noted that after logging a service request, users often lack clarity on issue resolution timelines Many felt that 1-TRAC staff frequently fail to resolve problems on the first call, leading to referrals to technicians, and some requests remain unresolved Consequently, some users prefer contacting individuals within the IT Division directly, believing that personal connections are necessary for effective assistance There is a need for a clearer process in prioritizing IT service requests submitted through 1-TRAC.
Despite users recognizing the high skill level and genuine willingness of IT staff to assist with issues, there is a prevailing concern that the current IT workforce is insufficient to meet the growing demands of users.
In the latter half of 2002, the IT Department underwent a reorganization that left users uncertain about whom to contact for assistance This confusion stemmed from a tendency among some users to bypass the centralized support system, 1-TRAC, and seek help directly from IT Division staff However, following the reorganization, it became increasingly challenging for users to bypass 1-TRAC and connect with specific individuals in the IT Division, disrupting their previous support-seeking practices.
Centralized vs Decentralized IT Support in schools presents a dilemma: some institutions have dedicated on-site IT staff to address user needs, while others depend entirely on a central IT Division This raises questions about funding responsibilities for IT support and additional services as school demands increase Furthermore, there is ambiguity regarding the appropriate level of support that should be offered centrally versus what should be managed at the school or department level.
The IT Division currently has service level agreements (SLAs) in place with various Schools and Departments; however, these agreements lack consistency To enhance clarity and effectiveness, SLAs should be more specific, clearly defining service levels and setting appropriate user expectations.
The absence of a comprehensive university-wide policy regarding IT support for students creates challenges, particularly when it comes to using wireless cards While students can purchase or check out these devices, they often face limited assistance when issues arise with compatibility or functionality on their PCs.
The current chargeback mechanism for the IT Division is misaligned with actual technology usage, as it includes funding from photocopying services that do not relate to IT support This system fails to fully cover the IT Division's costs, leaving Schools and Departments to finance their own projects and, in some instances, IT personnel Furthermore, customer invoices often lack clarity, making it difficult for customers to comprehend the services they are being charged for.
Goal for IT Organization: Improve the timeliness and quality of IT services and provide adequate funding mechanisms for those services.
Table 4 IT Organization Objectives and Initiatives
Objectives – IT Organization Initiatives – IT Organization
Clearly define and articulate the responsibilities of IT Division staff and
School/Division IT staff members.
4 Define and articulate the nature of decentralized staff.*
5 Agree upon and define roles/responsibilities of all IT staff.*
6 Define and articulate the roles/responsibilities of the user population.*
7 Conduct staffing study to determine appropriate number of centralized and decentralized staff.*
Ensure adequate IT staffing to support
University needs now and in the future.
8 Conduct skills inventory for IT staff members to identify training requirements.*
Objectives – IT Organization Initiatives – IT Organization
Ensure IT staff members have the knowledge, skills and tools to provide adequate end user support.
9 Provide needed training for IT staff members in high priority skill areas and to support new roles and responsibilities.
10 Explore the use of remote troubleshooting tools to assist in providing end user support.
Clarify IT service level expectations 11 Ensure consistency in Service Level Agreements (SLAs) between the IT
Define and articulate Student IT Support
12 Determine Student IT Support policy and communicate to stakeholders.
Establish an IT cost allocation mechanism 13 Develop a Cost Allocation Plan which identifies services, chargeback/cost allocation methodologies for each service and unit costs *
14 Consider adding a Student Technology Fee.*
15 Design cost allocation administration processes.
16 Acquire cost allocation support tools.*
Applications
5.3.1 Issues as Identified by User Representatives and the IT Division
5.3.1.1 Enterprise Resource Planning (ERP) System
SCT Systems are facing significant concerns across various schools and departments, particularly regarding the Financial Records System (FRS), the Student Information System (SIS), and other administrative tools In response to these challenges, the University has initiated a project to replace the ERP system to resolve these issues and enhance overall functionality.
The Financial Reporting System (FRS) functions primarily as a transaction system for accounting, lacking the capabilities of a comprehensive information management system Online access is limited, making it challenging for users to query data without specialized programming skills Additionally, the system is outdated, highlighting the need for users to access and query information in a manner similar to modern PC-based databases.
The Student Information System (SIS) lacks the flexibility to meet user needs, having undergone numerous modifications that limit further enhancements Like the Faculty Registration System (FRS), it requires specialized programming knowledge for querying Additionally, SIS is inadequate as a course management system, as it does not support weekend classes, rendering it unusable for many graduate programs Furthermore, SIS proves unreliable for online registration, struggling to handle the volume of 800 simultaneous student registrations, which significantly slows internet access As a result, many students opt to abandon the online registration process and resort to calling the Registrar’s Office instead.
System Integration: Users expressed a strong need for integration of key systems, including FRS, SIS and the Human
The Human Resources System (HRS) consists of separate systems that utilize distinct fields, data formats, and codes, leading to a lack of a central data repository This results in the same data being entered multiple times across the systems, with no automated reconciliation process in place Consequently, staff resort to using MS Office products to manually reconcile and maintain data accuracy There is a significant demand among users for integrated systems that offer flexibility, facilitate easy ad hoc reporting, and provide real-time updates.
Data Warehouse: The current data warehouse has worked very well, and additional systems should be added to it
The current data warehouse exclusively holds financial accounting data and historical records To enhance its functionality, it is essential to integrate Human Resource System (HRS) and Student Information System (SIS) data, ensuring that all critical information is centralized in one location.
An effective academic advising tool is essential for students, enabling them to view required classes for their majors, understand the implications of changing majors, and identify steps to graduate early Currently, there is a lack of such a comprehensive system Additionally, faculty members require a reliable platform that offers access to accurate and updated student records to support their advising efforts.
The University operates two portals: PepperdineXpress and Graziadio Net While PepperdineXpress offers access to the University’s network and key systems, feedback from focus group participants indicates it does not fully satisfy all user needs To address this, the University is enhancing PepperdineXpress through the Luminis implementation Meanwhile, the Graziadio School of Business created Graziadio Net in response to faculty and staff feedback.
PepperdineXpress did not meet the needs of the School’s students who are typically business professionals
PepperdineXpress faces two main challenges: its effectiveness and user experience Many users find the platform non-intuitive and hard to navigate, often requiring several clicks to access essential features like registration Additionally, the information on the pages is frequently outdated, further complicating the user experience.
The second issue identified is the presence of two distinct portals Focus group representatives concurred that the University should develop a unified portal that caters to the requirements of each School while ensuring a cohesive and consistent design.
Blackboard is the most commonly utilized course management system on campus, with some faculty members also using WebCT However, users express concerns that Blackboard is overused and misused Maintaining two separate course management systems leads to higher overall costs for the University, which could be reduced by standardizing on a single platform The feasibility of this standardization depends on the diverse needs and requirements of users for these systems.
E-learning implementation differs significantly among schools and programs At Seaver, an undergraduate institution that emphasizes a "high touch" learning approach, e-learning is minimally utilized In contrast, the Master of Arts in Educational Technology program heavily incorporates e-learning, making it a central aspect of the curriculum This program aims to be at the forefront of educational technologies, currently utilizing five distinct e-learning platforms.
The University is implementing a sixth level of e-learning, with varying requirements across different Schools Most Schools align more closely with the Seaver model, utilizing e-learning minimally The University faces higher total ownership costs for e-learning platforms when multiple systems are employed, compared to using a single or fewer platforms However, user needs and specific requirements may necessitate the use of multiple e-learning platforms.
Students currently have access to MS Office applications, but they also require additional standard applications such as SPSS for statistics and various accounting software Furthermore, there is a lack of a consistent training program for these applications, which is essential for enhancing students' skills and knowledge.
Goal for Applications: Improve the University’s ability to access and use data to make informed decisions and provide high quality service and high touch educational experiences.
Table 5 Applications Objectives and Initiatives
Implement an ERP system that provides access to integrated data across multiple modules, including Human Resources,
Finance, Student Information, and other key areas.
17 Complete ERP Project Phase I: Planning
18 Complete ERP Project Phase II: Implementation.
Examine opportunities for improving portal performance and moving to an enterprise portal.
20 Consider enterprise portal solutions as part of ERP implementation.
Develop knowledge management principles and approach.
Consider establishing a single enterprise- wide Course Management System.
21 Determine needs and requirements for management of knowledge and learning content.
22 Determine Course Management System and e-learning platform needs and requirements.*
23 Conduct cost/benefit analysis of current Course Management Systems and e- learning platforms.*
Expand student access to applications through campus licensing agreements.
25 Explore and enter into licensing agreements where appropriate.*
Infrastructure
5.4.1 Issues as Identified by User Representatives and the IT Division
Network response speed is a significant concern across all Schools and Departments, particularly on the Malibu campus, where increased student access leads to reduced network performance, especially during late morning and early afternoon hours Similarly, the Educational Centers experience slow network speeds during evenings and weekends, resulting in consistently inadequate performance Graduate programs aiming to utilize streaming technology for content delivery face challenges due to insufficient network bandwidth, as the two T1 lines connecting the Educational Centers to the Malibu campus are inadequate for this purpose Additionally, the Library's efforts to enhance web-based services for off-site students and faculty are hindered by the current limitations in network capacity, which cannot support the transfer of large data volumes effectively.
The University lacks a cohesive technology refresh plan, leading to inconsistencies in PC renewal across different Schools While some Schools implement a three- to five-year refresh schedule, others do not have any formal plan, resulting in outdated PCs in certain areas This lack of uniformity not only affects the reliability of desktop operating systems but also creates compatibility and serviceability challenges across the university.
The wireless network is performing effectively throughout the schools and administrative departments; however, bandwidth and network speed remain persistent challenges for most users.
The cabling infrastructure at the Malibu campus is inconsistent, featuring high-bandwidth fiber optic cabling in most facilities However, in-building cabling varies, with newer buildings equipped with high-speed Category 5 cable, while older structures may still utilize low-speed Category 3 telephone-grade cable or non-rated cabling.
The University prioritizes three levels of security: physical security of equipment, network security, and Internet access monitoring Physical security measures include staffing computer labs and securing laptop carts when not in use, though thefts of laptops and projectors have still occurred Network security is crucial, and improvements are needed to prevent unauthorized access to systems and data Additionally, while the University does not currently use filtering software, students often access websites that do not align with its mission Careful implementation of filtering is necessary to allow students to research relevant topics while maintaining appropriate online boundaries.
Classroom technology at Pepperdine varies in type and quality, with many facilities equipped with LCD projectors that may not always be compatible with faculty laptops A reliable wireless network is essential for effective classroom technology, while ongoing funding for maintenance, including expenses for projector bulbs, remains a critical concern.
At Pepperdine University, student ownership of personal computers varies significantly, with estimates ranging from 20% to 65% Many graduate programs, particularly in Education, mandate the use of laptops, leading to a diverse range of technology needs among students Consequently, some students rely on campus facilities like Computer Labs and Cyber Cafes for access to PCs, while others seek spaces equipped for laptop use, wireless connectivity, and printing services Each academic school within the university has distinct requirements for these resources, highlighting the necessity for tailored support across campus.
Unified Messaging streamlines communication by automatically directing voicemail messages to the recipient's email inbox However, since even a brief voicemail can be a large file, an inbox may fill up quickly—often after just five messages Once the inbox reaches capacity, it cannot receive any further messages, impacting the user's ability to communicate This limitation is particularly critical for graduate programs, where email serves as the primary communication channel between students and faculty The inability to access faculty email can have serious repercussions, especially when faculty and staff are traveling Users desire the option to manage this feature to prevent disruptions in communication.
The email message size limit for Pepperdine Exchange users is currently 10MB, while messages sent to or received from external users are capped at 5MB This restriction poses challenges for programs that rely heavily on distance learning, as it may not accommodate the larger files often needed for effective communication and collaboration.
All Pepperdine students receive a university-issued e-mail account, though many also maintain a personal account they prefer for primary communication Due to Outlook's restrictions, emails sent to Pepperdine accounts cannot be forwarded to other addresses Communication policies vary by school and program, with most faculty informing students at the start of the term that they will only use the Pepperdine e-mail for correspondence However, in smaller graduate programs, some faculty may opt to communicate via students' personal e-mail addresses.
Goal for Infrastructure: Build ubiquitous, high bandwidth capability for all users, accessible any time, any place in a secure, efficient manner.
Table 6 Infrastructure Objectives and Initiatives
Anticipate needs for increased bandwidth to meet growing demand.
26 Monitor and report on bandwidth and quality of service issues in the LAN and WAN.
27 Manage network bottlenecks and enhance security and disaster recovery capabilities.
28 Plan for next generation converged WAN.
Management Plan and associated processes.
29 Develop and communicate procurement standards for hardware in conjunction with both administrative and academic program requirements.
30 Implement physical hardware management processes.
31 Implement processes to monitor and update physical location and hardware/software configurations of the installed base.
32 Develop technology retirement strategy based on type of technology and user type.
33 Develop a technology replacement fund to support retirement strategy.
Continue to utilize WLAN technologies and make available to the user community.
35 Upgrade to 802.11g in 2-3 years as next generation WLAN.
Build adequate cable infrastructure to meet long term needs.
36 Cable inside buildings as necessary to meet access and reliability needs.
Ensure adequate security for University systems and data.
37 Develop and adopt a University-wide Business Continuity Plan.*
38 Buildrelationships with security organizations and specialists.*
39 Redesign management decision-making and incident response processes.*
40 Determine viable technology and support solution to manage access for remote users
41 Develop and communicate security policies.
42 Develop and communicate technology-related employee close-out procedures.
43 Develop and implement security approaches to reduce theft of classroom technology.
44 Undertake planned network security improvement initiative.
Ensure that the majority of classrooms are equipped with modest, broadly useful technology.
45 Determine standard set of basic classroom technology.*
Ensure student access to PCs through a variety of approaches.
47 Continue to plan for and support student access to shared computing in existing and new facilities
48 Track student network use to help create informal student work spaces.
Manage e-mail to optimize storage capacity while meeting users’ needs.
Ensure consistent e-mail communication with students by standardizing on university e-mail account.
49 Ensure all users are configured, at a minimum, with the University standard 10mb/5mb e-mail message size limits.
50 Determine appropriate exceptions to standard e-mail message size limits and apply exceptions to appropriate users.
51 Provide users the choice of dual message stores or a single message store for voicemail messages.*
52 Develop and communicate policy regarding student accountability for the content of messages sent through the university e-mail address.*
This section outlines the Initiatives designed to meet the goals and objectives of this Plan The table below details each Initiative, along with its implementation timeframe and estimated costs Additionally, an overall Implementation Schedule is provided, visually representing the planned start and end dates for each Initiative over the next three years.