Plans for Administrative Applications >> 2013 - 2014 Administrative Applications - District Program Review

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2013 - 2014 Administrative Applications - District Program Review
Cory Brady
Cory Brady

Version: 12
Group: 2013 - 2014
Type: District Program Review
Last Modified On: 2/13/2014 12:51:33 PM
Last Modified By: Andrew Chang
State: Submitted (Finalized)
State By: Andrew Chang

Instructions

1. Mission

  1. Assume the reader knows nothing about your unit. Please describe concisely its mission.

Enable users to achieve goals through technology services and solutions

2. Description

  1. Please describe concisely the following characteristics of your unit. Feel free to use both narrative and quantitative information.
    1. Purpose
    2. Functions or services
    3. Clientele(s)
    4. Value of your services to the clientele(s), the Colleges, and the District
    5. Organizational structure and number of personnel by function
    6. Annual budget by object code for the last three years
    7. Hours of operation, location, and other pertinent service characteristics
    8. Significant changes, if any, since the last program review

The Administrative Systems group provides planning, implementation, development, support and management services to a wide range of people within the District in support of District-wide software systems. These systems include such applications as Colleague (the student information system), SARS (for student tracking), ImageNow (for document scanning and electronic storage), EIS (for executive reporting), WebAdvisor (for on-line data access) as well as a number of other smaller associated applications. This group provides value to its constituencies by ensuring they maximize productivity achieved from use of District software assets and ensure those assets work together synergistically.

The group is comprised of 9 staff positions headed by the Director of Administrative Applications Systems in District Computing Services:

  • Senior Programmer/Analysts (5): Provides analysis, designs and support of complex systems, performs programming functions and develops complex programming criteria.
    • Note: Two position remains vacant. Still trying to fill positions in 2013-2014
  • Systems Analyst (2): Preforms the necessary investigation, research and analysis to provide management, technical personnel and end users with the information and specifications required to select, configure and operate computer systems and applications.
    • Note: One position remains vacant. Still trying to fill position in 2013-2014
  • Data Analyst (1): Performs a variety of complex technical work related to the interpretation, maintenance and reporting of data; coordinates, maintains and facilitates the District wide processes and reporting of data to State and federal agencies and other approved external agencies.
  • User Liaisons (2): Performs as liaisons between non-technical users of the Administrative Systems and technical staff to maximize utilization of systems and provides direct user support focusing on help desk ticket resolution and training.

The Administrative Application Systems group is organized into three teams to improve resource management to the key areas of support: Operations, Mandates/Reporting and Special Projects.

  • Operations: The Operations team is comprised of a Senior Programmer/Analyst (2), Systems Analyst (1) and User Liaison (1). Their responsibilities are to organize and process incoming helpdesk tickets, and work on projects that are less than 40 hours and less than $5000.
  • Mandates/Reporting: This team is comprised of a Senior Programmer/Analyst (1), and Data Analyst (1). Their responsibilities are to work on projects and tasks that are federal and/or state mandated.
  • Special Projects: This team is comprised of a Senior Programmer/Analyst (2), Systems Analyst (1) and User Liaison (1). Their responsibilities are to organize and process project requests that are 40+ hours and/or $5000+.

The Administrative Application Systems group is housed in the District Annex building at 441 West 8th Street in San Bernardino. Normal working hours are 8am to 5pm with some allowance for flex time between 7am and 5:30pm as individually requested.

Significant Changes:

  1. The Director of Administrative Applications Systems is currently an interim appointment, and is currently being hired.
  2. To better manage and assign resources, the Administrative Applications Systems group was re-structured into Operations, Mandates/Reporting and Special Projects. As part of this restructuring:
    • Senior Programmer position salary has been increased to match other colleges, in attempt to increase the chance of hiring the two current vacant positions.
    • The previous Database Administrator position tasks have been split with Technical Services and Administrative Applications System positions. Most of the SQL Database tasks are handled by System Administrator, but UniData Database tasks and Colleague administration remain the duties of the interim director of Administration Applications Systems.
  3. Project Management has been in place for 1 year. To improve project management, key changes have been identified:
    1. Updated Project Workflow: Improved communication points in the workflow have been identified. These increased communication efforts will help to provide the request updated status on were the projects are.
    2. Updated Prioritization Cycle:  Due to the low staffing and long project implementation timelines, the schedule for (re)prioritization has been change from 4 times a year (every 3 months) to 3 times a year (every 4 months).
  4. The Resource25 project was reviewed why the VPs of Instruction and VPs of Administrative Services to redefine the direction and prioritize resources for that direction. Based on review, the executive sponsors decided to hold off 1 year, to give time to hire vacancies and makes small changes to the existing internal processes.
  5. We have implemented 'Student Side' to 'eAdvising', called 'Course Planning'. This is a Ed-Plan tool for WebAdvisor. However, we will be working on replacing it with 'Self-Service: Student Planning" in 2014.
  6. We have been working on cleaning up the Helpdesk routing rules, to improve delivery of web tickets to the more likely tech that can assist. We continue to look for ways to improve the helpdesk, including turning on automated features and self-help services to the helpdesk portal.

3. Outcomes and Other Measures of Effectiveness

  1. Identify at least one essential measure of effectiveness for each major operation of the unit. (See Effectiveness Measurement Guidelines and Examples.)
  2. Include at least one baseline measure or measure of progress on a well-defined outcome.
  3. Include at least one measure showing effectiveness in responding to the Colleges’ needs.
  4. For each measure, identify the assessment method you used.
  5. Please summarize the results of the measures you have applied. If results showing trends over time are available, please report them.

Operations: Improve Helpdesk services through increased usage of online and self-help resources.

  • Measure of Effectiveness:
    • Decrease in phone call tickets, and an increase in usage of self-help resources.
  • Measure baseline:
    • # of Blackboard Helpdesk Technician tickets for 2012: 16,053
    • # of SBCCD Helpdesk Technician tickets for 2012: 2,490
    • Self-help resources in 2012, with access totals per resource:
      • Documentation Library (http://doclib.sbccd.net) – N/A
      • Process Documentation Library (https://www.sbccd.org/ProcessDocumentation/) – N/A
      • Helpdesk Chat (http://stac.sbccd.org) – 106
      • Helpdesk Knowledge Base (http://stac.sbccd.org)
        • Articles Viewed: 13,839
        • Searches Performed: 1,528
        • Total Times Rated: 352
        • Times Rated helpful: 66 (19%)
        • Times Rated no helpful: 286 (81%)
      • Training Resource Wiki (https://wiki.sbccd.org/TrainingResources/) - N/A
  • Assessment Method:
    • Helpdesk Ticket Reports
    • Helpdesk Surveys
    • Web Logs for online resources.
    • ‘Did this help you?’ question on wiki resource pages.
  • Summarize the results of what you have applied:
    • # of Blackboard Helpdesk Technician tickets for:
      • 2012: 16,053 Diff: N/A
      • 2013: 12,226  Diff: -3,787
    • # of SBCCD Helpdesk Technician tickets for:
      • 2012: 2,490 Diff: N/A
      • 2013: 2,489 Diff: -1
    • Self-help resources, with access totals per resource:
      • Documentation Library (http://doclib.sbccd.net):
        • 2012: N/A Diff: N/A
        • 2013: N/A Diff: N/A
        • Note: Have not yet implemented web log analysis tools on website.
      • Process Documentation Library (https://www.sbccd.org/ProcessDocumentation/):
        • 2012: N/A Diff: N/A
        • 2013: N/A Diff: N/A
        • Note: Have not yet implemented web log analysis tools on website.
      • Helpdesk Chat (http://stac.sbccd.org):
        • 2012: 106 Diff: N/A
        • 2013: 1718 Diff: N/A
      • Helpdesk Knowledge Base (http://stac.sbccd.org)
        • Articles Viewed:
          • 2012: 13,839 Diff: N/A
          • 2013: 9,231 Diff: -4,608
        • Searches Performed:
          • 2012: 1,528 Diff: N/A
          • 2013: 1,741 Diff: 227
        • Total Times Rated:
          • 2012: 352 Diff: N/A
          • 2013: 121 Diff: -131
        • Times Rated helpful:
          • 2012: 66 (19%) Diff: N/A
          • 2013: 19 (16%) Diff: -47 (-3%)
        • Times Rated no helpful:
          • 2012: 286 (81%) Diff: N/A
          • 2013: 102 (84%) Diff: -184 (+3%)
      • Training Resource Wiki (https://wiki.sbccd.org/TrainingResources/):
        • 2012: N/A Diff: N/A
        • 2013: N/A  Diff: N/A
        • Note: Have not yet implemented web log analysis tools on website.

Operations: Improve effective written and verbal communication with Users

  • Measure of Effectiveness:
    • Increase in positive responses, and a decrease in negative responses.
  • Measure Baseline:
    • # of tracked written communication for 2012: N/A
    • % of tracked written communication with positive responses for 2012: N/A
    • % of tracked written communication with neutral responses for 2012: N/A
    • % of tracked written communication with negative responses for 2012: N/A
    • % of satisfied responses from survey for 2012: 62.1%
    • % of neutral responses from survey for 2012: 17.2%
    • % dissatisfied responses from survey for 2012: 13.8%
  • Assessment Method:
    • Using ‘Did this help you?’ Feedback survey question links to all e-mail communication.
    • Including the question “Please rate your satisfaction with communication received from Operations staff?”
  • Summarize the results of what you have applied:
    • # of tracked written communication for:
      • 2012: N/A Diff: N/A
      • 2013: N/A Diff: N/A
    • % of tracked written communication with positive responses for:
      • 2012: N/A Diff: N/A
      • 2013: N/A Diff: N/A
    • % of tracked written communication with neutral responses for:
      • 2012: N/A Diff: N/A
      • 2013:  N/A Diff: N/A
    • % of tracked written communication with negative responses for:
      • 2012: N/A Diff: N/A
      • 2013: N/A Diff: N/A
    • % of satisfied responses from survey for:
      • 2012: 62.1% Diff: N/A
      • 2013: 62.8% Diff: +0.7%
    • % of neutral responses from survey for:
      • 2012: 17.2% Diff: N/A
      • 2013: 22.9% Diff: +5.7%
    • % dissatisfied responses from survey for:
      • 2012: 13.8% Diff: N/A
      • 2013: 11.4% Diff: -2.4%
    • Note: The creation of the  ‘Feedback Surveys’ has not been implemented yet.

Mandates/Reporting: Improve MIS data quality and submission processing time.

  • Measure of Effectiveness:
    • Decrease in the number of attempted submissions due to errors.
  • Measure baseline:
    • # of attempted versions for the 2011 Fall Employee Submission: 1
    • # of attempted versions for the 2011 Annual Submission: 56
    • # of attempted versions for the 2011FA (GI03:117) submission: 51
    • # of attempted versions for the 2012SP (GI03:123) submission: 50
    • # of attempted versions for the 2012SM (GI03:125) submission: 7
  • Assessment Method:
    • Using reports from the state submission website.
  • Summarize the results of what you have applied:
    • # of attempted versions for Fall Employee Submission:
      • 2011: 1 Diff: N/A
      • 2012: 2 Diff: +1
    • # of attempted versions for Annual Submission
      • 2011: 56 Diff: N/A
      • 2012: 51 Diff: -5
    • # of attempted versions for the Fall Submission:
      • 2011FA (GI03:117): 51  Diff: N/A
      • 2012FA (GI03:127): 40 Diff: -11
    • # of attempted versions for the Spring Submission:
      • 2012SP (GI03:123): 50  Diff: N/A
      • 2013SP (GI03:133): 25 Diff: -25
    • # of attempted versions for the Summer Submission:
      • 2012SM (GI03:125): 7  Diff: N/A
      • 2013SM (GI03:135): 26 Diff: +19

Special Projects: Increase the amount of successfully implemented projects in a prioritization cycle.

  • Measure of Effectiveness:
    • Increase in the number of successfully implemented projects in a prioritization cycle.
  • Measure baseline:
    • Cycle: Spring 2012 – Submitted: 0, Project Queue: 1, Completed: 0, Returned: 0
    • Cycle: Summer 2012 – Submitted: 4, Project Queue: 5, Completed: 0, Returned: 0
    • Cycle: Fall 2012 – Submitted: 5, Project Queue: 10, Completed: 0, Returned: 0
    • Cycle: Winter 2012 – Submitted: 1, Project Queue: 11, Completed: 0, Returned: 0
  • Assessment Method:
    • Track the number of submitted projects in a prioritization cycle.
    • Track the number of completed projects in a prioritization cycle.
    • Track the number of projects in the queue in a prioritization cycle.
  • Summarize the results of what you have applied:
    • Cycle: Spring 2013 - Submitted: 3, Project Queue: 12, Completed: 0, Returned: 0
    • Cycle: Summer 2013 - Submitted: 0, Project Queue: 11, Completed: 1, Returned: 0
    • Cycle: Fall 2013 - Submitted: 4, Project Queue: 11, Completed: 0, Returned: 4
    • Cycle: Spring 2014 - Submitted: 1, Project Queue: 9, Completed: 2, Returned: 0

4. External Opportunities and Challenges

  1. Describe any external opportunities that might lead to unit improvement over the next three to five years.
  2. Describe any external challenges (e.g., legal requirements, budgetary constraints) that might limit operations or improvement over the next three to five years.

Opportunities:

  1. Ellucian's Colleague SQL platform: The Colleague software is designed to run on UniData, SQL Server, and Oracle databases. SQL and Oracle are relatively new offerings. It is currently installed on UniData at SBCCD which is a mature, stable, architecture. Oracle is an extremely pricey solution. SQL Server provides more native reporting services which translates to easier to use services and is becoming a stable enough platform that other colleges have considered moving to. Moving to SQL would bring the database in-line with more current state of the art technologies.
  2. Ellucian's Hosting Services:  Ellucian now provides hosting services for the Colleague and external Ellucian services (WebAdvisor, Colleague UI, etc). By moving to a hosted solution, it removes the costs for infrastructure maintenance and replacements, as well as staffing required to support the infrastructure. The cost different for remote hosting vs local hosting, shows that local hosting would be far cheaper over 5 years.
  3. Hosting 3CDUG: Ellucian provides credits to institutions willing to host user group conferences. Hosting a conference also raises awareness of an institution and gives staff a chance to attend and meet peers without charge. 
  4. Regional training on our site (delivered by DCS or Ellucian): Ellucian will provide regional training at SBCCD facilities and provide free attendance for local staff. It would be possible also for our staff to deliver training to other local institutions with benefits of potential revenue and peer discussions. 
  5. Have DCS staff present at DUG or 3CDUG: Presenting at conferences builds confidence, involves people in new ways in their jobs, and provides new reasons for interfacing with peers. (Carol Hannon presented for 3CDUG in January 2012 and February 2013) 
  6. New software installation/implementations: New software is available that would enhance user productivity and reduce, or eliminate, custom applications. These include:
    • Ellucian's Portal.
    • Ellucian's Mobile
    • Ellucian's Colleague Module for Human Resources.
    • Ellucian's Colleague Module for Payroll.
    • Re-implementation of Resource25/Schedule25
    • Re-development of the Executive Information Reporting System (EIS)
  7. Reaching or communicating with our constituencies through new technology: Akin to #6 above, this opportunity extends to watching for emerging technologies or extending existing technologies in new ways, in order to gain efficiencies and/or capabilities currently not available.

Challenges:

  1. Ellucian's Colleague SQL platform: While moving to a SQL platform could provide advantages to the current Ellucian's Colleague platform (UniData) it would present a significant challenge in required staff re-training (user and technical) as well as significant hard and soft costs associated with the move. This should be scheduled to occur over the next 5 years so as to keep it manageable within existing resources and costs spread out over multiple years.
  2. Integration with external systems: We currently have a large number of external systems which require regular data exports and imports (from and to Colleague). This introduces significant management, development and maintenance problems.
  3. Centralized/standardization of similar processes at like departments on both campuses: Because the colleges do not always do things in the same ways, implementations of like functions in software systems are not always straight forward or easy. Managing those differences on an ongoing basis can be extremely challenging.
  4. Software updates and changes by vendors: All software must be periodically patched due to software corrections for bugs as well as changing requirements and functionality. Many issues can arise from installation of these patches and must be addressed through well-structured processes and methodologies. 
  5. User acceptance of vanilla software: Most commercial software has perceived issues in functionality or presentation from users and these issues may be different for each user or user group. Implementation of applications district-wide therefore, requires a critical review of all customization requests allowing only those with sufficient justification. The more customizations there are, the more support resources are required. Thus, challenges include political issues in managing requests and resource issues in managing customizations implemented. 
  6. New software installation/implementation: The District continues to purchase software solutions and take on operation projects needing software changes and additions without regard to technology staffing and funding. (With the implementation of project prioritization, this has lessoned, but it still continues to be a challenge.)
  7. Budget constraints: The current budgetary climate within California is bleak and anticipated to continue this way for some time to come. The challenge is to maintain a viable infrastructure, keep up with software and training needs and increase staffing in this climate. 
  8. Identifying/creating/maintaining power users at the campuses: This can be a challenge from start to finish including identifying people with right skills sets or potential, management buy-in, training, issues with employee retention and union contract issues.
  9. Federal and State Regulations: Many times regulations are published with little clarification and with random changes up to, and after, published due dates. Others issues include interpretation of rules and identifying, and engaging the right people at District sites.
  10. Reaching or communicating w/our constituencies through new technology: While more technology comes on line every year, and new methods of communication are introduced through technology, it takes time and resources to review, learn, purchase, implement and train on these technologies. 
  11. Help Desk: Tickets continue to grow. Current staff are not able to manage those assigned to them. More staffing would assist. Also, none of the help desk solutions tried in the past have been perceived as acceptable. A new help desk setup internally would significantly help but would also cost the most to implement at a level consistent with constituent expectations.
  12. Ability to hire qualified staff: After fighting to get the backing to hire additional staff, our inability to find and keep qualified staff, due to old job descriptions and lower pay than other institutions, for any position appears to be a significant problem.  
     

5. Analysis and Evaluation

  1. Analyze the implications of the assessment results and external factors for your unit.
  2. In light of your analysis, what are your unit’s main strengths?
  3. In light of your analysis, what are your unit’s main weaknesses?

Our Strengths: Courteous, Helpful, Accommodating and Meticulous

  1. Feedback from users shows that the Administrative Systems group is overall courteous, helpful and accommodating. Users know that if they call and get any staff member, they will be courteous and accommodating to them, in resolving there issues or answering their questions.
  2. Staff is meticulous in providing accurate and functional resolutions to every users request or issue.

Our Weaknesses: Timeliness in completing tasks, Communication with constituents, Disorganized

  1. Our available staff resources are over taxed, and the need to accommodate ad hoc user requests and issues personally, decreases the time it takes to work on any large scale projects and issues.
  2. Our inability to provide sufficient resources to any large implementation creates a perception of slow projects, little or no communication to constituents and disorganization. These perceptions lead users not to trust any new products, as they are not well implemented with every constituents buy-in.
  3. Our over accommodating nature, encourages user dysfunctions in learning and using new technology. Because of this, resources such as the helpdesk and online resources are discouraged by users inhibiting any means of increasing non-staff resources.
  4. Slow hiring of necessary staff resources (1 System Analyst, 2 Senior Programmer/Analyst) inhibits our ability to increase individual staff resources.
  5. Our inability to provide sufficient staff development and training for new project implementations, increases the number of operations tickets that staff receives.

6. Three-to-Five Year Vision

  1. Describe your unit as you would like it to be three to five years from now.
  1. Self-sustainable User Groups
    • Increased automation of tedious, complicated and repetitive processes.
    • Users have easy access to online training and troubleshooting resources.
    • Knowledgeable users via clear and frequent communication and involvement.
    • Power users in every department.
  1. Application Advisory Groups
    • Each administrative application has an advisory group.
    • Knowledgeable user participation.
  2. Functional and User Accepted Help Desk System
    • Users want to call the help desk to resolve issues.
    • Creation of tickets online, by users, is clear and fast for users.
    • 90% to 95% tickets are handled successfully by helpdesk technicians.
  3. Updated and User Accepted Executive Information Reporting System
    • Updated data warehouse with more available information.
    • Updated reporting tools.
    • Users trust in the reporting system.
    • Reports are easy to use and access.
  4. Productive Project Prioritization and Implementation
    • Efficient project prioritization process.
    • Adequate resources to meet project implementation schedules.
    • Adequate budget and support staff for implemented systems.
    • Knowledgeable staff with project management skills.
  5. Improved Work Environment
    • Adequate conference room facilities.
    • Adequate support software.
    • Adequate user training facilities.
    • Adequate and functional workspaces.
    • Each administrative application has adequate support staff.
    • Regular professional development training for support staff.
       

7. Impact on the Colleges and the District

  1. Describe the most significant relationships with other District operations and College operations.
    1. What major impact does your unit have on them?
    2. .What major impact do they have on your unit?
  2. How do your mission, vision, and goals contribute to the Board Imperatives and the District and/or College mission, vision, strategic directions, and/or goals?

Relationships with District and Campus Operations:

In general for both District and Campuses, we service and support the existing enterprise applications including security management, database and patch administration, software issue resolutions, data corrections, training, reporting, technical process executions, project management, and others.

Our impact on the colleges and district:

  1. Our services and support is critical to ensure the District, as a whole, is able to meet state and federal mandates for data collections and reporting.
  2. Project management and Implementation of New system and sub-systems are critical to ensure new and changing institutional programs have the right technology resources at the right time.
  3. Customer services are delivered throughout the District and impact all constituencies either directly or indirectly. Failure to deliver services will cripple district offices’ ability to function coherently.

Colleges and District impact on us:

  1. User offices and DCS develop functional relationships that allow DCS staff to provide technical assistance to office staff. At the same time, DCS looks to office staff and management to provide information regarding current, and new, processes to help in system management.
  2. District workgroups and advisory teams review, recommend and provide information to help in the system management of new and existing administrative systems.

Our contribution to Board Imperatives:

  1. Institutional Effectiveness
    • We deliver reporting systems that allow campus faculty, staff and administration to effectively administer academic and administrative programs.
  2. Learning Centered Institution for Student Access, Retention and Success
    • We deliver and manage web-based solutions that provide self-service information and data related to District and campus operations and services for use by the District, the community and the world.
  3. Resource Management for Efficiency, Effectiveness and Excellence
    • We provide and support systems allowing data management and data sharing between students and campus support departments (A&R, Counseling, Financial Aid, Finance, etc).
    • We make ourselves available to serve in the capacity of business analysts, consultants in technology best practices, project managers and subject matter experts, as needed, in support of district and campus operations. This can involve technology systems management, data management, and process analysis and management.
  4. Enhanced and Informed Governance and Leadership
    • Close collaboration with campus departments via workgroups and advisor teams in identification, design, implementation, and support of systems used to manage academic and administrative data.
       

8. Other Pertinent Information

  1. Include here any other information you regard as necessary for a full understanding of your unit.

None

9. Goals, Objectives, Action Plans, and Resource Requests

  1. Goals (with priority rank) over the next three years
  2. Objectives (with priority rank) under each Goal
  3. Principal Activities under each Objective, if available
  4. Timeline for completion of each Activity or Objective
  5. Person responsible for ensuring completion of each Activity or Objective
  6. Progress on or achievement of a given Goal or Objective does not necessarily require additional resources. For Goals and Objectives that do require resources, enter the following information:
    1. Resources required to achieve Goals and Objectives over the next three years, with description and rationale for each
    2. Identification of associated Goals or Objectives
    3. Type of Resource
      1. Expenditure Category
      2. One-time/Ongoing
    4. Estimated annual cost (or savings) for the next three years
  • 1 - Goal - Employee Maintenance

    This goal relates to the maintenance of employee job satisfaction, ability to perform job functions, and overall departmental operations efficiencies.

    Priority Rank:
    1
    Objectives:
    • 1.1 - Objective - Fill current positions and budget for overtime
      Priority Rank:
      1
      Start Date:
      03/01/2013
      End Date:
      03/01/2015
      Responsible Person:
      Hiring Manager & Human Resources
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      Department
      Insitutional Learning Outcome:
      Not Applicable
      Resource Requests:
      • 1.1.r1 - Overtime Budget
        Description

        Need funding to pay current staff overtime to fill vacant positions tasks, that require more than a 8 hour work day.

        Rationale

        To keep services and support functional while we hire vacant positions, an identified overtime budget resource will allow us to fill some of the vacant position tasks with existing staff. Normally, funding will be from the vacant position(s).

        This funding will have to continue until, at least, the positions are filled.

        Resource Type:
        One-time
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $100,000.00/$225,435.00
        Second Year Cost/Savings:
        $100,000.00/$236,706.00
        Third Year Cost/Savings:
        $100,000.00/$248,542.00
      • 1.1.r2 - Training Budget
        Description

        For newly hired employees, there will be a need providing training to bring them up to speed.

        Rationale

        Some of the training could be done in house, but utilizing vendor training classes will provide a more through training experience.

        Resource Type:
        One-time
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $50,000.00/$0.00
      Actions/Activities:
      • 1.1.a1 - Post Vacant Positions

        Per approval of the hiring manager, Human Resources will post the vacant positions. First internally, then externally.

        Vacant Positions:

        1. Director, Administrative Application Systems
        2. System Analyst
        3. Senior Programmer / Analyst
        4. Senior Programmer / Analyst
        Start Date:
        03/01/2013
        End Date:
        04/01/2013
        Responsible Person:
        Hiring Manager & Human Resources
      • 1.1.a2 - Hire Short-Terms/Substitutes for Vacant Positions

        To fill the vacant positions during the hiring process, attempts need to be made to hire short-term/substitutes to fill those positions. If positions can't be filled with temporary personal, then overtime will be necessary to still preform necessary tasks.

        Start Date:
        04/01/2013
        End Date:
        07/01/2013
        Responsible Person:
        Hiring Manager & Human Resources
      • 1.1.a3 - Level 1: Committee Interview of eligible applicants

        A committee is formed, and is tasked to review the eligible applicants who passed job descriptions minimum qualifications. Committee preforms first level interviews, and recommends applicants to move to level 2 interviews.

        Start Date:
        07/01/2013
        End Date:
        08/01/2013
        Responsible Person:
        Committee Members and Human Resources
      • 1.1.a4 - Level 2: Hiring manager's interview of committee recommended applicants

        The hiring manager interviews the recommended eligible applicants passed by the hiring committee. The hiring manager will forward any decision to Human Resources; which Human Resources will then send follow-up information to applicant(s).

        Start Date:
        08/01/2013
        End Date:
        09/01/2013
        Responsible Person:
        Hiring Manager & Human Resources
      • 1.1.a5 - Train hired staff

        Once the vacant positions are filled, then necessary training will need to occur to bring the new employees up to speed.

        Start Date:
        07/01/2013
        End Date:
        10/01/2013
        Responsible Person:
        Staff
    • 1.2 - Objective - Determine and schedule staff training/conference opportunities
      Priority Rank:
      2
      Start Date:
      03/01/2013
      End Date:
      03/01/2015
      Responsible Person:
      Director & Staff
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      Department
      Insitutional Learning Outcome:
      Not Applicable
      Resource Requests:
      • 1.2.r1 - Training/Conference Budget
        Description

        A budget needs to be identified to pay for training and/or conferences that staff will be attending through-out the upcoming year.

        Rationale

        These trainings and conferences are necessary to keep staff up-to-date on available technology in the industry and to keep involved with fellow institutions. Conferences, such as Ellucian Live, 3CDUG, and other vendor conferences, are the main mechanisms that provide the cheapest training oppertunities and provides the most information on available technology.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $50,000.00/$0.00
        Second Year Cost/Savings:
        $50,000.00/$0.00
        Third Year Cost/Savings:
        $50,000.00/$0.00
      Actions/Activities:
      • 1.2.a1 - Determine Training/Conference Opportunities for the next year

        Before any budget can be determined, a listing of training and conference opportunities needs to be collected and prioritized.

        Start Date:
        03/01/2013
        End Date:
        05/01/2013
        Responsible Person:
        Director & Staff
      • 1.2.a2 - Determine Training/Conferences based on available budget

        Based on available budget, director needs to decide which requested trainings and conferences will be paid for in this years' budget.

        Start Date:
        05/01/2013
        End Date:
        06/01/2013
        Responsible Person:
        Director
  • 2 - Goal - Operations: Self Sufficient User Community
    Priority Rank:
    2
    Objectives:
    • 2.1 - Objective - Improve helpdesk services through increased usage of online and self-help resources.
      Priority Rank:
      3
      Start Date:
      03/01/2013
      End Date:
      03/01/2015
      Responsible Person:
      Director and Operational Staff
      Strategic Direction:
      1. Institutional Effectiveness
      Impact Type:
      District
      Insitutional Learning Outcome:
      Not Applicable
      Resource Requests:
      • 2.1.r1 - Software Budget
        Description

        Our plan is to use our existing 'Microsoft Sharepoint' portal software for the main wiki implementation, and will try to use as many existing or free tools in managing the training resource. However, it is expected that some software will be necessary to optimize resource creation (video trainings, walkthroughs, etc).

        Rationale

        The district already pays for existing software (Microsoft Sharepoint, Microsoft Office, Adobe Acrobat, Camtasia, etc); however, some of these software is license limited and will require additional licenses for Administrative Application Systems staff to utilize.

        Resource Type:
        Ongoing
        Expenditure Category:
        Software
        First Year Cost/Savings:
        $50,000.00/$0.00
        Second Year Cost/Savings:
        $5,000.00/$0.00
        Third Year Cost/Savings:
        $5,000.00/$0.00
      • 2.1.r2 - Training Budget
        Description

        Some staff will be using software for the first time, and will need to be trained to utilize the software to its fullest in providing content to the Training Resource wiki.

        Rationale

        Providing training on newly purchased software, will allow staff to fully utilize the software in providing users with the best training resource content.

        Resource Type:
        One-time
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $10,000.00/$0.00
      Actions/Activities:
      • 2.1.a1 - Create ‘Training Resource’ wiki website

        Using our existing SharePoint solution for a district wiki (http://wiki.sbccd.org), create a sub-wiki specifically for 'Training Resources'. This wiki will server as a go-to website that provides multiple methods of training resources.

        Start Date:
        03/01/2013
        End Date:
        04/01/2013
        Responsible Person:
        Director and Web Developer
      • 2.1.a2 - Determine ‘Training Resource’ wiki entry standards

        With the main 'Training Resources' wiki (http://wiki.sbccd.org/TrainingResources/) created, proper entry standards need to be decided, so resources can be populated in the wiki.

        Start Date:
        04/01/2013
        End Date:
        05/01/2013
        Responsible Person:
        Director and Operational Staff
      • 2.1.a3 - Populate ‘Training Resource’ wiki

        With the wiki available, and entry standards decided, staff must now being to create and/or populate the resources in the wiki.

        Start Date:
        05/01/2013
        End Date:
        03/01/2014
        Responsible Person:
        Director and Operational Staff
      • 2.1.a4 - Development Marketing/Training Campagin

        Development the marketing materials and processes to notify users about and how to use the self-help services (wiki, helpdesk portal, etc.)

        Responsible Person:
        Director and Operational Staff
    • 2.2 - Objective - Improve effective written and verbal communication with users.
      Priority Rank:
      4
      Start Date:
      03/01/2013
      End Date:
      03/01/2015
      Responsible Person:
      Director and Operational Staff
      Strategic Direction:
      1. Institutional Effectiveness
      Impact Type:
      District
      Insitutional Learning Outcome:
      Not Applicable
      Actions/Activities:
      • 2.2.a1 - Create ‘Feedback’ survey interface

        The infrastructure to support 'Feedback' surveys, needs to be created for online feedback.

        Start Date:
        03/01/2013
        End Date:
        06/01/2013
        Responsible Person:
        Director and Web Developer
      • 2.2.a2 - Implement ‘feedback’ links in employee’s e-mail signatures

        With the infrastructure ready, staff will need to update their e-mail signatures with the standard phrase and link for user feedback.

        Start Date:
        06/01/2013
        End Date:
        03/01/2014
        Responsible Person:
        Director and Staff
      • 2.2.a3 - Implement ‘feedback’ links in helpdesk e-mail signatures.

        With the infrastructure ready, staff will need to update their e-mail signatures with the standard phrase and link for user feedback.

        Start Date:
        06/01/2013
        End Date:
        03/01/2014
        Responsible Person:
        Director, Technical and Operational Staff.
  • 3 - Goal - Special Projects: Timely and Accurate Project Implementations
    Priority Rank:
    3
    Objectives:
    • 3.1 - Objective - Train staff on Project Management Methodologies
      Priority Rank:
      5
      Start Date:
      03/01/2013
      End Date:
      03/01/2015
      Responsible Person:
      Director and Staff
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      Department
      Insitutional Learning Outcome:
      Not Applicable
      Resource Requests:
      • 3.1.r1 - Training Budget
        Description

        We need to make sure our teams have the necessary skills for project management. At least, team leaders need to be trained on the project management methodologies, so they can manage projects under there team unit. However, the following positions have already been identified, but could change:

        • Senior Programmer / Analyst (Mike Tran)
        • Senior Programmer / Analyst (Vacant 1)
        • Senior Programmer / Analyst (Vacant 2)
        • System Analyst (Vacant 1)

        The following team members would benfit from the training, but aren't required:

        • Data Analyst (Dianna Jones)
        • User Liaision (DyAnn Walter)
        • User Liaision (Carol Hannon)

        The following team members have already taken the training:

        • Senior Programmer / Analyst (Cory Brady)
        • System Analyst (Arlene McGowan)
        • Senior Programmer / Analyst (Joyce Bond) - (Currently registered to take training.)
        Rationale

        For team leaders to properly manage projects and tasks that their team has been assigned, and for team members understand the processes, users will need the training necessary to understand project management methodologies. Without this knowledge, project prioritization and project timeliness will not be possible.

        Resource Type:
        One-time
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $20,000.00/$0.00
      Actions/Activities:
      • 3.1.a1 - Determine staff that needs training.

        We need to make sure our teams have the necessary skills for project management. At least, team leaders need to be trained on the project management methodologies, so they can manage projects under there team unit. However, the following positions have already been identified, but could change:

        Senior Programmer / Analyst (Mike Tran)
        Senior Programmer / Analyst (Joyce Bond)
        Senior Programmer / Analyst (Vacant 1)
        Senior Programmer / Analyst (Vacant 2)
        System Analyst (Vacant 1)

        The following team members have already taken the training:

        Senior Programmer / Analyst (Cory Brady)
        System Analyst (Arlene McGowan)

        Start Date:
        03/01/2013
        End Date:
        05/01/2013
        Responsible Person:
        Director and Staff
      • 3.1.a2 - Schedule Training

        With identified staff, a vendor and training schedule needs to be determined and then training taken.

        Start Date:
        05/01/2013
        End Date:
        03/01/2014
        Responsible Person:
        Staff
    • 3.2 - Objective - Review ‘Project Prioritization’ process to maximize available resources.
      Priority Rank:
      6
      Start Date:
      08/01/2013
      End Date:
      03/01/2016
      Responsible Person:
      Director, Staff and Users
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      District
      Insitutional Learning Outcome:
      Not Applicable
      Actions/Activities:
      • 3.2.a1 - Review ‘Project Prioritization’ processes

        After each project prioritization cycle or at least annually, the process should be reviewed and updates made to increase productivity in processing requsted projects.

        Start Date:
        03/01/2013
        End Date:
        03/01/2016
        Responsible Person:
        Director, Staff and Users
      • 3.2.a2 - Update ‘Project Prioritization’ processes.

        With the recommendations from the review, the 'project prioritization' process and documentation will need to be updated and implemented.

        Start Date:
        03/01/2013
        End Date:
        03/01/2016
        Responsible Person:
        Director
  • 4 - Goal - Mandates/Reporting: Improve MIS data quality and submission processing time.
    Priority Rank:
    4
    Objectives:
    • 4.1 - Objective - Improve MIS Error Reporting
      Priority Rank:
      7
      Start Date:
      03/01/2013
      End Date:
      03/01/2016
      Responsible Person:
      Mandate/Reporting Team
      Strategic Direction:
      1. Institutional Effectiveness
      Impact Type:
      District
      Insitutional Learning Outcome:
      Not Applicable
      Actions/Activities:
      • 4.1.a1 - Review/identify new and existing error reports

        The team will need to review existing error reports for changes to the changing of submission errors. Also, the team will need to determine any new error reports that need to be created and added to existing processes.

        Start Date:
        03/01/2013
        End Date:
        05/01/2013
        Responsible Person:
        Mandate/Reporting Team
      • 4.1.a2 - Create/modify identified error reports

        Once a list of changes and new reports have been identified, these will need to be prioritized and modified/created.

        Start Date:
        05/01/2013
        End Date:
        03/01/2014
        Responsible Person:
        Mandate/Reporting Team

10. Progress Report on Last Cycle's Goals, Objectives, and Actions

  1. Estimate progress to date on each of the last cycle’s Goals, Objectives, and Activities.
  2. Any uncompleted Goals, Objectives, and Activities that are still important should appear in the Goals, Objectives, and Action Plans section above.
  • 1 - Goal - Employee Maintenance

    This goal relates to the maintenance of employee job satisfaction, ability to perform job functions, and overall departmental operations efficiencies.

    Priority Rank:
    1
    Objectives:
    • 1.1 - Objective - Fill current vacant positions.
      Priority Rank:
      1
      Original Start Date:
      03/01/2013
      Original End Date:
      09/01/2013
      Revised Start Date:
      03/01/2013
      Revised End Date:
      03/01/2015
      Responsible Person:
      Hiring Manager & Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Resource Requests:
      • 1.1.r1 - Overtime Budget
        Description

        Need funding to pay current staff overtime to fill vacant positions tasks, that require more than a 8 hour work day.

        Rationale

        To keep services and support functional while we hire vacant positions, an identified overtime budget resource will allow us to fill some of the vacant position tasks with existing staff. Normally, funding will be from the vacant position(s).

        This funding will have to continue until, at least, the positions are filled.

        Resource Type:
        One-time
        Expenditure Category:
        Personnel
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $100,000.00/$0.00
        Second Year Cost/Savings:
        $100,000.00/$0.00
        Third Year Cost/Savings:
        $100,000.00/$0.00
      • 1.1.r2 - Training Budget
        Description

        For newly hired employees, there will be a need providing training to bring them up to speed.

        Rationale

        Some of the training could be done in house, but utilizing vendor training classes will provide a more through training experience.

        Resource Type:
        One-time
        Expenditure Category:
        Personnel
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $50,000.00/$0.00
      Actions/Activities:
      • 1.1.a1 - Post Vacant Positions

        Per approval of the hiring manager, Human Resources will post the vacant positions. First internally, then externally.

        Vacant Positions:

        1. Director, Administrative Application Systems
        2. System Analyst
        3. Senior Programmer / Analyst
        4. Senior Programmer / Analyst
        Start Date:
        03/01/2013
        End Date:
        04/01/2013
        Responsible Person:
        Hiring Manager & Human Resources
        Status Code:
        Work is Underway
        Progress Description:

        Due to available resources and management turnover in Human Resources, the back log of positions that need to be hired in the District, has delayed the hiring of our vacant positions. However, we have successfully approved the increase in salary for our Senior Programmers / Analyst to improve the odds of us finding candiates.

        Measurements/Documentation of Progress:
        • Director, Administrative Application Systems - postings were made in the last year, but insufficent number of candiates were passed by Human Resources.
        • System Analyst - position was posted with no possible candiates submitted from Human Resources. A 2nd posting is currently underway (Feb 3, 2014).
        • Senior Programmer / Analyst - postion was posted with no possible condiates submitted from Human Resoruces. Salary was increased before a 2nd posting attempt.
      • 1.1.a2 - Hire Short-Terms/Substitutes for Vacant Positions

        To fill the vacant positions during the hiring process, attempts need to be made to hire short-term/substitutes to fill those positions. If positions can't be filled with temporary personal, then overtime will be necessary to still preform necessary tasks.

        Start Date:
        04/01/2013
        End Date:
        07/01/2013
        Responsible Person:
        Hiring Manager & Human Resources
        Status Code:
        Work is Completed and Ongoing
        Progress Description:

        We have successfully hired a substitute, and overtime has been given for staff to complete projects.

        Measurements/Documentation of Progress:
        • We have hired a substitue Senior Programmer / Analyst; who is currently a college student at Cal State San Bernardino.
        • Joyce Bond was given overtime to complete the 'Faculty Load' and 'Automated De-Registration' projects.
      • 1.1.a3 - Level 1: Committee Interview of eligible applicants

        A committee is formed, and is tasked to review the eligible applicants who passed job descriptions minimum qualifications. Committee preforms first level interviews, and recommends applicants to move to level 2 interviews.

        Start Date:
        07/01/2013
        End Date:
        08/01/2013
        Responsible Person:
        Committee Members and Human Resources
        Status Code:
        Work is Planned but not yet firmly scheduled
        Progress Description:

        Due to failed postings, no candiates have been passed by Human Resources for interview.

        Measurements/Documentation of Progress:

        N/A

      • 1.1.a4 - Level 2: Hiring manager's interview of committee recommended applicants

        The hiring manager interviews the recommended eligible applicants passed by the hiring committee. The hiring manager will forward any decision to Human Resources; which Human Resources will then send follow-up information to applicant(s).

        Start Date:
        08/01/2013
        End Date:
        09/01/2013
        Responsible Person:
        Hiring Manager & Human Resources
        Status Code:
        Work is Planned but not yet firmly scheduled
        Progress Description:

        Due to failed postings, no candiates have been passed by Human Resources for interview.

        Measurements/Documentation of Progress:

        N/A

      • 1.1.a5 - Train hired staff

        Once the vacant positions are filled, then necessary training will need to occur to bring the new employees up to speed.

        Start Date:
        07/01/2013
        End Date:
        10/01/2013
        Responsible Person:
        Staff
        Status Code:
        Work is Planned but not yet firmly scheduled
        Progress Description:

        Due to failed postings, no new employees have been hired that require training.

        Measurements/Documentation of Progress:

        N/A

    • 1.2 - Objective - Determine and schedule staff training/conference opportunities
      Priority Rank:
      2
      Original Start Date:
      03/01/2013
      Original End Date:
      03/01/2014
      Revised Start Date:
      03/01/2013
      Revised End Date:
      03/01/2014
      Responsible Person:
      Director & Staff
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Resource Requests:
      • 1.2.r1 - Training/Conference Budget
        Description

        A budget needs to be identified to pay for training and/or conferences that staff will be attending through-out the upcoming year.

        Rationale

        These trainings and conferences are necessary to keep staff up-to-date on available technology in the industry and to keep involved with fellow institutions.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $50,000.00/$0.00
        Second Year Cost/Savings:
        $50,000.00/$0.00
        Third Year Cost/Savings:
        $50,000.00/$0.00
      Actions/Activities:
      • 1.2.a1 - Determine Training/Conference Opportunities for the next year

        Before any budget can be determined, a listing of training and conference opportunities needs to be collected and prioritized.

        Start Date:
        03/01/2013
        End Date:
        05/01/2013
        Responsible Person:
        Director & Staff
        Status Code:
        Work is Completed and Ongoing
        Progress Description:

        Ellucian Live, 3CDUG, Inspire (ImageNow), CCCApply have been identifed as yearly conferences that staff should attend.

        Measurements/Documentation of Progress:
      • 1.2.a2 - Determine Training/Conferences based on available budget

        Based on available budget, director needs to decide which requested trainings and conferences will be paid for in this years' budget.

        Start Date:
        05/01/2013
        End Date:
        06/01/2013
        Responsible Person:
        Director
        Status Code:
        Work is Completed and Ongoing
        Progress Description:

        Budgets was identified, but timing with approval prevented some conferences from being attended.

        Measurements/Documentation of Progress:

        N/A

  • 2 - Goal - Operations: Self Sufficient User Community
    Priority Rank:
    2
    Objectives:
    • 2.1 - Objective - Improve helpdesk services through increased usage of online and self-help resources.
      Priority Rank:
      3
      Original Start Date:
      03/01/2013
      Original End Date:
      03/01/2014
      Revised Start Date:
      03/01/2013
      Revised End Date:
      03/01/2014
      Responsible Person:
      Director and Operational Staff
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Resource Requests:
      • 2.1.r1 - Software Budget
        Description

        Our plan is to use our existing 'Microsoft Sharepoint' portal software for the main wiki implementation, and will try to use as many existing or free tools in managing the training resource. However, it is expected that some software will be necessary to optimize resource creation (video trainings, walkthroughs, etc).

        Rationale

        The district already pays for existing software (Microsoft Sharepoint, Microsoft Office, Adobe Acrobat, Camtasia, etc); however, some of these software is license limited and will require additional licenses for Administrative Application Systems staff to utilize.

        Resource Type:
        Ongoing
        Expenditure Category:
        Software
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $50,000.00/$0.00
        Second Year Cost/Savings:
        $5,000.00/$0.00
        Third Year Cost/Savings:
        $5,000.00/$0.00
      • 2.1.r2 - Training Budget
        Description

        Some staff will be using software for the first time, and will need to be trained to utilize the software to its fullest in providing content to the Training Resource wiki.

        Rationale

        Providing training on newly purchased software, will allow staff to fully utilize the software in providing users with the best training resource content.

        Resource Type:
        One-time
        Expenditure Category:
        Personnel
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $10,000.00/$0.00
      Actions/Activities:
      • 2.1.a1 - Create ‘Training Resource’ wiki website

        Using our existing SharePoint solution for a district wiki (http://wiki.sbccd.org), create a sub-wiki specifically for 'Training Resources'. This wiki will server as a go-to website that provides multiple methods of training resources.

        Start Date:
        03/01/2013
        End Date:
        04/01/2013
        Responsible Person:
        Director and Web Developer
        Status Code:
        Work is Planned but not yet firmly scheduled
        Progress Description:

        Internal documenation is still needing to be assigned resources to create.

        Measurements/Documentation of Progress:

        N/A

      • 2.1.a2 - Determine ‘Training Resource’ wiki entry standards

        With the main 'Training Resources' wiki (http://wiki.sbccd.org/TrainingResources/) created, proper entry standards need to be decided, so resources can be populated in the wiki.

        Start Date:
        04/01/2013
        End Date:
        05/01/2013
        Responsible Person:
        Director and Operational Staff
        Status Code:
        Work is Planned but not yet firmly scheduled
        Progress Description:

        Internal documenation is still needing to be assigned resources to create.

        Measurements/Documentation of Progress:

        N/A

      • 2.1.a3 - Populate ‘Training Resource’ wiki

        With the wiki available, and entry standards decided, staff must now being to create and/or populate the resources in the wiki.

        Start Date:
        05/01/2013
        End Date:
        03/01/2014
        Responsible Person:
        Director and Operational Staff
        Status Code:
        Work is Planned but not yet firmly scheduled
        Progress Description:

        Internal documenation is still needing to be assigned resources to create.

        Measurements/Documentation of Progress:

        N/A

    • 2.2 - Objective - Improve effective written and verbal communication with users.
      Priority Rank:
      4
      Original Start Date:
      03/01/2013
      Original End Date:
      03/01/2014
      Revised Start Date:
      03/01/2013
      Revised End Date:
      03/01/2014
      Responsible Person:
      Director and Operational Staff
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Actions/Activities:
      • 2.2.a1 - Create ‘Feedback’ survey interface

        The infrastructure to support 'Feedback' surveys, needs to be created for online feedback.

        Start Date:
        03/01/2013
        End Date:
        06/01/2013
        Responsible Person:
        Director and Web Developer
        Status Code:
        Work is Planned but not yet firmly scheduled
        Progress Description:

        Resources were not assigned to create survey.

        Measurements/Documentation of Progress:

        N/A

      • 2.2.a2 - Implement ‘feedback’ links in employee’s e-mail signatures

        With the infrastructure ready, staff will need to update their e-mail signatures with the standard phrase and link for user feedback.

        Start Date:
        06/01/2013
        End Date:
        03/01/2014
        Responsible Person:
        Director and Staff
        Status Code:
        Work is Planned but not yet firmly scheduled
        Progress Description:

        Survey has not created, so have not been able to implement feedback links.

        Measurements/Documentation of Progress:

        N/A

      • 2.2.a3 - Implement ‘feedback’ links in helpdesk e-mail signatures.

        With the infrastructure ready, staff will need to update their e-mail signatures with the standard phrase and link for user feedback.

        Start Date:
        06/01/2013
        End Date:
        03/01/2014
        Responsible Person:
        Director, Technical and Operational Staff.
        Status Code:
        Work is Planned but not yet firmly scheduled
        Progress Description:

        Survey was not created, so was unable to implement links in helpdesk e-mail signatures.

        Measurements/Documentation of Progress:

        N/A

  • 3 - Goal - Special Projects: Timely and Accurate Project Implementations
    Priority Rank:
    3
    Objectives:
    • 3.1 - Objective - Train staff on Project Management Methodologies
      Priority Rank:
      5
      Original Start Date:
      03/01/2013
      Original End Date:
      03/01/2014
      Revised Start Date:
      03/01/2013
      Revised End Date:
      03/01/2014
      Responsible Person:
      Director and Staff
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Resource Requests:
      • 3.1.r1 - Training Budget
        Description

        We need to make sure our teams have the necessary skills for project management. At least, team leaders need to be trained on the project management methodologies, so they can manage projects under there team unit. However, the following positions have already been identified, but could change:

        • Senior Programmer / Analyst (Mike Tran)
        • Senior Programmer / Analyst (Joyce Bond)
        • Senior Programmer / Analyst (Vacant 1)
        • Senior Programmer / Analyst (Vacant 2)
        • System Analyst (Vacant 1)

        The following team members have already taken the training:

        • Senior Programmer / Analyst (Cory Brady)
        • System Analyst (Arlene McGowan)
        Rationale

        For team leaders to properly manage projects and tasks that their team has been assigned, users will need the training necessary to understand project management methodologies. Without this knowledge, project prioritization and project timeliness will not be possible.

        Resource Type:
        One-time
        Expenditure Category:
        Personnel
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $20,000.00/$0.00
      Actions/Activities:
      • 3.1.a1 - Determine staff that needs training.

        We need to make sure our teams have the necessary skills for project management. At least, team leaders need to be trained on the project management methodologies, so they can manage projects under there team unit. However, the following positions have already been identified, but could change:

        Senior Programmer / Analyst (Mike Tran)
        Senior Programmer / Analyst (Joyce Bond)
        Senior Programmer / Analyst (Vacant 1)
        Senior Programmer / Analyst (Vacant 2)
        System Analyst (Vacant 1)

        The following team members have already taken the training:

        Senior Programmer / Analyst (Cory Brady)
        System Analyst (Arlene McGowan)

        Start Date:
        03/01/2013
        End Date:
        05/01/2013
        Responsible Person:
        Director and Staff
        Status Code:
        Work is Completed and Ongoing
        Progress Description:

        We have identified the necessary staff that need proejct management training. However, we are still looking into Data Analyst and User Liaisons as well.

        Measurements/Documentation of Progress:

        N/A

      • 3.1.a2 - Schedule Training

        With identified staff, a vendor and training schedule needs to be determined and then training taken.

        Start Date:
        05/01/2013
        End Date:
        03/01/2014
        Responsible Person:
        Staff
        Status Code:
        Work is Underway
        Progress Description:

        Have scheduled Joyce Bond's training in April 2014. Still need to schedule 'Mike Tran' and vacant positions when hired.

        Measurements/Documentation of Progress:

        N/A

    • 3.2 - Objective - Review ‘Project Prioritization’ process to maximize available resources.
      Priority Rank:
      6
      Original Start Date:
      08/01/2013
      Original End Date:
      03/01/2016
      Revised Start Date:
      08/01/2013
      Revised End Date:
      03/01/2016
      Responsible Person:
      Director, Staff and Users
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Actions/Activities:
      • 3.2.a1 - Review ‘Project Prioritization’ processes

        After each project prioritization cycle or at least annually, the process should be reviewed and updates made to increase productivity in processing requsted projects.

        Start Date:
        03/01/2013
        End Date:
        03/01/2016
        Responsible Person:
        Director, Staff and Users
        Status Code:
        Work is Completed and Ongoing
        Progress Description:

        N/A

        Measurements/Documentation of Progress:

        N/A

      • 3.2.a2 - Update ‘Project Prioritization’ processes.

        With the recommendations from the review, the 'project prioritization' process and documentation will need to be updated and implemented.

        Start Date:
        03/01/2013
        End Date:
        03/01/2016
        Responsible Person:
        Director
        Status Code:
        Work is Underway
        Progress Description:

        We have updated the schedule, but still are implementing the updated communciation processes.

        Measurements/Documentation of Progress:

        N/A

  • 4 - Goal - Mandates/Reporting: Improve MIS data quality and submission processing time.
    Priority Rank:
    4
    Objectives:
    • 4.1 - Objective - Improve MIS Error Reporting
      Priority Rank:
      7
      Original Start Date:
      03/01/2013
      Original End Date:
      03/01/2016
      Revised Start Date:
      03/01/2013
      Revised End Date:
      03/01/2016
      Responsible Person:
      Mandate/Reporting Team
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Actions/Activities:
      • 4.1.a1 - Review/identify new and existing error reports

        The team will need to review existing error reports for changes to the changing of submission errors. Also, the team will need to determine any new error reports that need to be created and added to existing processes.

        Start Date:
        03/01/2013
        End Date:
        05/01/2013
        Responsible Person:
        Mandate/Reporting Team
        Status Code:
        Work is Underway
        Progress Description:

        We have identifed DSPS and EOPS reports that needed to be fixed this last year.

        Measurements/Documentation of Progress:

        N/A

      • 4.1.a2 - Create/modify identified error reports

        Once a list of changes and new reports have been identified, these will need to be prioritized and modified/created.

        Start Date:
        05/01/2013
        End Date:
        03/01/2014
        Responsible Person:
        Mandate/Reporting Team
        Status Code:
        Work is Underway
        Progress Description:

        We have fixed DSPS and EOPS error reports, and fixed Faculty Load error reports. We still have additional EOPS reports to fix, that will improve submission review.

        Measurements/Documentation of Progress:

        N/A

11. Process and Participants

  1. Describe briefly the main steps of the process that produced this report.
  2. List the name and function of each participant in that process.
  3. Include as many members of the unit as possible in the preparation and/or review of this document. It should not be the product of the manager alone or of a small proportion of unit members.
  4. Describe the plan for future assessment cycles, particularly if not all measures were applied in current cycle.

Process:

A survey was conducted and released to the staff, faculty and students of the district and colleges, in December 2013, who were asked to provide feedback.

Information was updated, by the interim director, based on the review of the feedback, and based on the recent team restructuring.

Due to poor planning, a formal review by department staff was not possible, but some discussions and review of document was done.

Plan members:

  • Cory Brady (Interim Director of Administrative Application Systems)
  • Operations
    • Mike Tran (Senior Programmer/Analyst)
    • Arlene McGowan (System Analyst)
    • DyAnn Walter (User Liaison)
  • Special Projects
    • Carol Hannon (User Liaison)
  • Mandates/Reporting
    • Joyce Bond (Senior Programmer/Analyst)
    • Dianna Jones (Data Analyst)

Plan for future assessment of Program Review:

  • Future program review, which is done annually, will be started 2 months in-advance of its deadline, to allow time for proper department staff review and follow-up.
  • A mid-year program review will be scheduled in July, to properly reinforce the completion of the objectives.
     

12. Supporting Documents