Plans for Administrative Applications >> Copy of DCS Administrative Systems Plan 2011

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Copy of DCS Administrative Systems Plan 2011
Everett Garnick
Everett Garnick

Version: 8
Group: 2011 - 2012
Type: District Program Review
Last Modified On: 3/27/2012 7:14:45 AM
Last Modified By: 0607257
State: Submitted (Draft)
State By: 0607257

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 Datatel (the student information system), SAR (for student tracking), ImageNow (for document scanning and electronic storage), ERIS and EIS (for executive reporting), Campus Central and 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 District Computing Services:

  • User Liaisons (3): Provide direct user support focusing on help desk ticket resolution and training.
  • Systems Analyst (1): Provides direct support for 3rd party software applications and systems planning and implementation services.Acts as project lead on new systems implementations.
  • Senior Programmer/Analysts (3): Provides development and maintenance programming services for applications software as well as project leader services for development and maintenance projects.
  • Programmer (1): Provides maintenance programming services and help desk support (NOTE: This position has been vacant all last year due to budget reductions required at the start of the year)
  • Web Programmer (1): Provides planning, development, maintenance, and implementation services for web-based software systems and web-sites.

The Administrative 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. User Liaisons work on-site at the campuses they are assigned to one day per week.

Significant Changes:

  1. We have installed and implemented, or are in the process of implementing new systems; Resource 25, Informer, CoreVu, Project Server 2010 and Blackboard Connect. No additional staff were added for support of these systems.
  2. A weekly workgroup (DAWG) has been implemented to enable DCS and user groups to work together to identify, evaluate and resolve systems and project issues collaboratively. this has expanded from its original charter, which was WebAdvisor, to focus more generally on projects or suggested projects across the breadth of administrative systems.
  3. We have had 2 positions vacant for the entire year which has affected our ability to complete/maintain work. The DBA was not filled because of issues at HR and the CSEA. A programmer position was not filled because of reduction in budget at the start of the year.
  4. Datatel is being moved to new servers. this move will separate development and test environments from production to ensure all systems resources on the production server are allocated to production tasks. It will also provide a new disaster recovery scenario for this critical system. Finally it will allow the District to keep the system available to students (via WebAdvisor) almost 24 hours per day rather than having to be taken down for 6 hours per day. This move will be completed in April 2012.
  5. Student email has been moved from internal systems to Google mail eliminating cost and issues related to the maintenance on this internal system (communigate) and providing students with an industry-standard email platform with more functionality that the current system can provide.

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.
  • Increase user training opportunities
    Users will have access to more training opportunities resulting in reduction of complaints from campus personnel related to lack of training, better user knowledge of software systems supported by the administrative applications group, more effective work flows, and better understanding of user issues by administrative applications technicians. Assessment will be made by tracking training classes given, surveying people receiving training, and yearly effectiveness surveys administered through the District.
    Summarized Results: The total sessions provided over the last year, 2011, (45) was about half of the sessions given in 2010 (85). Most of the reduction is accounted for in 1-on-1 class and internal classes. Regular classes (classroom situations with multiple pupils) stayed about the same. The total number of students served in these training sessions reduced by about one third. The main reason for these reductions can be attributed to workload interference from other work sources (tickets, data research, process runs, patch testing, etc).
  • Provide high quality project implementations
    By reducing the incidence of project returns (rejects) from users due to errors in the development and implementation phases of projects, overall project implementations will speed up and users requesting projects will be more satisfied with delivered products. Assessments will be made by tracking the number of times projects are returned by users for re-work during project development and implementation. Users involved in project implementations will also be surveyed to obtain information on their level of satisfaction after the project implementation is completed and feedback on their suggestions for improvement.
    Summarized Results: Only 13 rejects were noted in 2011, the last being in September. 7 were noted as programming bugs, 4 as changes of scope and 1 as incomplete specifications. The comparative numbers seem right but the overall numbers also seem low. In other words, it is likely that not all rejects have been tracked. It should also be noted that delays due to user requests for rescheduling should be tracked in this area as this has been a major cause of project completion issues in the past year.
  • NOTE: The inability of the unit to re-hire two key positions (DBA and Programmer) had a significant impact on its ability to perform its function. Project quality and timing has suffered as well as morale of existing unit members due to additional work load.
     

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. Datatel SQL platform: Datatel's 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 to consider. Moving to SQL would bring the database in-line with more current state of the art technologies.
  2. Shared reports with CCC communities: Community colleges are generally willing to share technologies. One reporting solution implemented in the past year provides a solution allowing colleges to share reports they have developed from a central location. This could have the effect of reducing development time, or the need to develop custom reports. The solution also allows for more rapid development and sharing of reports internally by a larger population. The existing solution and reporting user base needs to be expanded to take full advantage of this solution. 
  3. Hosting 3CDUG: Datatel 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 Datatel): Datatel 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) 
  6. New software installation/implementations: New software is available that would enhance user productivity and reduce, or eliminate, custom applications. These include Portal, HR and payroll software from Datatel. (Schedule25, Informer and KoreVu reporting solutions were implemented over the last year, or are in the process of implementation) 
  7. Reaching or communicating with our constituencies through new technology: Akin to #7 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.
  8. The merger of vendor organizations such as Datatel and Sungard or Blackboard and its recent acquisitions (Blackboard Connect and Presidium) may present additional opportunities for collaboration or reduced vendor management. On the other hand, this may produce new chanllenges. In any case, we can expect these mergers to continue and should watch for associated positive and negative items arising from them.
     

Challenges:

  1. Datatel SQL platform: While moving to a SQL platform could provide advantages to the current Datatel 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
  2. Integration with external systems: We currently have a large number of external systems which require regular data exports and imports (from and to Datatel). 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.
  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 and keep up with software and training needs 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 (i.e., mandated Financial Aid calculator on college websites): Many times regulations are publish 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. Globalization and internationalization of software e.g., multi-lingual software: Software solutions become more and more complicated as their functionality expands for use in various markets. 
  11. 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. 
  12. 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.
  13. Ability to hire qualified staff will continue to be an issue. Given our inability to even get to the hire process for the DBA due to HR and CSEA inefficiencies, the hiring of any staff 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 and accurate

  1. Feedback from users shows that the Administrative Systems group is overall courteous, helpful and accurate. We need to leverage and build these strengths to help overcome our weaknesses.
  2. Results of surveys both by the trainers and an independent survey show that those users who have been provided training are overall satisfied with that training.
  3. Leverage these skills in developing training plans and programs.

Our Weaknesses: Training, constituent input opportunity, timeliness, and communication

  1. Response time is too long on projects and issues
  2. The help desk is not well liked or accepted- we have reviewed several and used two different vendors, yet we find none provide the level of support wanted by our community. The other alternative, internal staffing, would require additional budget expenditures to fully staff to ensure users are satisfied.
  3. Users do not like the requirement to call the help desk instead of going to DCS staff directly. This appears to have had a significant (negative) effect on how DCS is viewed by constituents. However, this is a necessary to ensure support is metted out equally and fully for all.
  4. Lack of project coordination knowledge and experience
  5. Too much work requested for the resources available
  6. Missing resources (DBA and Programmer) have weakened our ability to perform this year
  7. Need to improve in communication and responsiveness 
  8. Users cannot distinguish between groups within, and without, DCS (Technical and Administrative Apps and campus technology groups)
     

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
    1. More automated processing making it easier for departmental staff to perform their functions and relieving DCS of involvement in work that is traditionally done within other departments.
    2. Robust and integrated training programs
    3. Independent users knowledgeable in database file structures and able to produce reports they need independent of DCS
    4. Users have easy access to current, standardized and centralized documentation
    5. A designated User Liaison/roaming power user for each campus
  2. Currency of technology and knowledge
    1. Maximized productivity for DCS staff and users through use of provided software and tools
    2. Single sign on to systems for students, staff and faculty
    3. Availability of state of the art technology
    4. Funded replacements/upgrades/tools management program
    5. Potential Datatel SQL platform with staff trained to properly maintain
    6. DCS fully equipped training facility with recording functionality to provide video tutorials
  3. Smart support initiative
    1. Smoother, more integrated workflows
    2. Knowledgeable and collaborative Help Desk with quick response
    3. Quality testing program for patches and customizations with greater user participation
    4. Strong partnerships with supported sites and departments
    5. Online requests for projects and training
  4. Improved work environment
    1. Ability to telecommute - virtual workspaces
    2. Faster turnaround for board approval process
    3. Staffing linked to growth
    4. Office privacy and sound suppression
    5. Department-wide job reclass to ensure employees are all working within their job descriptions, are compensated approriate to today's climate, and that no gaps exist between the department's operational charge and the functions performed by its employees.
       

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?

Main relationship with District offices (impact on others):

  1. Service and support of existing enterprise applications including security management, database and patch administration, software issue resolutions, data corrections, training, reporting, technical process executions, and others. This is a critical service that must be performed well to ensure supported people can remain productive and to ensure the District is able to meet state and federal mandates for data collections and reporting.
  2. New system and sub-system implementations are critical to ensure new and changing institutional programs have the right technology resources at the right time.
  3. Project management is critical to ensure users get systems resources they require to support their operations
  4. 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.

Dependencies on DCS:

  1. Understanding departmental business processes and their interactions with systems supported by DCS is critical for users. Departmental users are the owners of their processes but many times are unsure, or unclear, about the relationship of those processes to systems requirements. This places them in more of a dependent role on DCS than they might otherwise be.
  2. 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
  3. Coordination and integration of system modules on District wide level can be challenging, and offices frequently look to DCS as an arbiter in the process of deciding on process functionality when implementing new, or changing old, systems and processes.

Our contribution to Board Imperatives (student retention/success, community collaboration)

  •     The Board imperatives and strategic goals are:
    •     Institutional Effectiveness
    •     Learning Centered Institution for Student Access, Retention and Success
    •     Resource Management for Efficiency, Effectiveness and Excellence
    •     Enhanced and Informed Governance and Leadership
    •     Inclusive Climate
    •     Community Collaboration and Value
  1. We provide and support systems allowing data management and data sharing between students and campus support departments (A&R, Counseling, Financial Aid, Finance, etc). SARS is a system allowing for student tracking, scheduling and automated notification. ImageNow allows any office using it to manage the flow of important documents and connects those documents to personal electronic records of students and staff for easy access. Datatel Colleague allows campus offices to manage data related to instructional offerings for courses and faculty, student applications and academic achievement, staff work assignments and student contacts, educational planning, classroom scheduling, and more. Campus Central and WebAdvisor provide self-service access to data resources allowing students, faculty and staff to inquire and update data to which they have access by permission. 
  2. Close collaboration with campus departments in identification, design, implementation, and support of systems used to manage academic and administrative data. User Liaisons are assigned to each college campus to be on-site and working along-side campus personnel at least one day per week. The DETS Administrative Applications committee (DETSAAC) is designed to work collaboratively with us in the prioritization and governance of software system projects. DETSAAC is composed of members from all constituencies within the district. In addition, the project management structure developed and used by us requires close collaboration with users in the management and administration of projects from inception to completion. 
  3. We deliver reporting systems that allow campus faculty, staff and administration to effectively administer academic and administrative programs. MIS reporting has been in place, and supported, for many years to support State 320 reporting and other internal needs. ERIS in a new system providing statistical reporting capabilities. Many vendor delivered reports exist within the main ERP systems as well as many additional custom developed reports. Ad-hoc reports can be run by staff with special training which is delivered by us. Many of these reports are also created and run by us in support of institutional needs.
  4. 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. These services include selection and implementation of web-based software systems such as the content management system upon which all district websites have been implemented, Sitecore, as well as applications such as Campus Central, WebAdvisor, WebTrack, LeaveTrack, etc. These solutions make distributed data capture, information sharing, and self-service access a reality.
  5. Appropriate involvement in committees and departmental work groups. 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. 
     

8. Other Pertinent Information

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

How will other departments understand how we operate:

  1. Maintain/provide a summary report of ticket resolution, project status,etc.
  2. Catalog of services provided
  3. Communication plan provided
  4. Policies, procedures and standards we are restricted to follow

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 - Self Sufficient User Community

    Users who are self sufficient and knowledgeable about all ERP apps DCS supports and provides.

    Priority Rank:
    1
    Objectives:
    • 1.1 - Objective - Provide user training

      User training is critical to the goal of self-sufficiency. It requires expenditure of both time and money on the part of technology staff and user departments. It requires much thought in the development of training programs to ensure the right content is targeted to the right people at the right time. It requires continual feedback to ensure that on-going training remains current in light of changing work processes. As of April 2012 we don't have a person dedicated to this function. Other ULs are busy with other work. We need someone who can plan, develop and implement a training program.

      Priority Rank:
      1
      Start Date:
      04/01/2012
      End Date:
      04/01/2016
      Responsible Person:
      New Resource
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Resource Requests:
      • 1.1.r1 - Class setup
        Description

        Need moveable classroom infrastructure to allow for setting up classes in various venues. This should consist of a switch with at least 16 ports, 15 laptops loaded with all the current administrative and office productivity software, and some form of container system suitable for protecting the hardware. Alternatively, this could be a set of virtual desktops and monitors with a switch that can be set up to a host server for the virtual PCs.

        Rationale

        In order to satisfy the need for providing training at different sites, for different class sizes, and to ensure people are away from their desks, a movable classroom infrastructure is needed that can be set up in available spaces and take advantage of wireless networking technologies, or single-connect hardwired network outlets where ever they are. Need is for 15 laptops, a switch, and a printer.

        Resource Type:
        One-time
        Expenditure Category:
        Equipment
        First Year Cost/Savings:
        $25,000.00/$0.00
      • 1.1.r2 - Documentation and Training Specialist
        Description

        Coordinate documentation and training programs for DCS. Work with faculty and staff on campus to determine training and documentation needs.
        Develop, plan and assist other staff in delivering training programs on use of administrative systems. Organize and update user documentation sto ensure usability by faculty and staff. Assist ULs in maintenance of their work when able.

        Rationale

        We have no documentation and training specialist position but need one. All of our documentation is old and I suspect much is inaccurate. The ULs don’t have enough time to do this work and everything else they do. They are already behind in handling tickets. This position is primary on maintaining consistency in our file shares and keeping them cleaned. This position is primary on developing and delivering training with UL positions as secondary but necessary. This position would also act as backup on UL issues (tickets and other UL work) as available.
         

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $68,000.00/$0.00
        Second Year Cost/Savings:
        $69,500.00/$0.00
        Third Year Cost/Savings:
        $72,000.00/$0.00
      Actions/Activities:
      • 1.1.a1 - Develop and deliver training programs

        Training will cover major aspects of Datatel, ImageNow, SARS and related systems the group supports. Various training classes will be delivered throughout the year on a schedule as set forth by the group or as needed by the user community. A list of critical training needs will be maintained by the group and classes will then be developed, scheduled, and provided periodically for each need. Classes may be taught using in-person or web-based lecture/lab experiences or provided as a web-based rich media experience (video/flash/etc).

        Start Date:
        04/01/2012
        End Date:
        04/01/2016
        Responsible Person:
        Training and Doc Specialist
      • 1.1.a2 - Develop training skills

        In order to effectively train others a trainer must develop a basic skill set in teaching modalities and delivery techniques. This is an on-going process requiring a trainer to grow and become better with time and each training engagement.

        Start Date:
        04/01/2012
        End Date:
        04/01/2016
        Responsible Person:
        All Trainers
      • 1.1.a3 - Build a training classroom

        DCS must build workable classroom environments for small-to-medium class groups that can be available at each supported work site (Valley, Crafton, District and Annex). Most current labs and classrooms at college campuses are not suitable presently because they are on a sub-network that denies access to ERP systems. In addition, ERP client programs are not loaded on these PCs due to security concerns. District and Annex office space generally does not lend itself well to classroom teaching and, if it does, does not contain required technology such as PCs or laptops. DCS should maintain a set of laptops and related technology configured for use as a roving classroom.

        Start Date:
        07/01/2012
        End Date:
        04/01/2016
        Responsible Person:
        Director DCS
      • 1.1.a4 - Develop other user training resources

        Other training opportunities for users need to be explored including, but not limited to: training from vendors, training from external peer groups (other colleges using the software), trainig from power users (within departments), user group conferences, internal campus peer groups, and on-line forums and list-serves.

        Start Date:
        04/01/2012
        End Date:
        04/01/2014
        Responsible Person:
        Training & Doc Specialist
    • 1.2 - Objective - Provide current documentation

      User and technical documentation together provide a solid foundation for support and an on-going reference to assist in the learning process after classroom instruction. However, to be usable, documentation must remain current and must be readable. Standardization of documentation formats is recommended to ensure ease of use.

      Priority Rank:
      3
      Start Date:
      04/01/2012
      End Date:
      04/01/2014
      Responsible Person:
      Training & Doc Specialist
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Actions/Activities:
      • 1.2.a1 - Standardize format

        Before developing and updating documentation a standardized format should be developed.

        Start Date:
        07/01/2012
        End Date:
        09/30/2014
        Responsible Person:
        User Liaisons
      • 1.2.a2 - Clean up old documentation

        Existing documentation is mostly out of date and not well suited to use in current environments. All existing documentation should be quarantined. Each document can then be reviewed, updated, and placed back into service as time permits. This can only be done with help from the user community.

        Start Date:
        06/02/2012
        End Date:
        07/01/2014
        Responsible Person:
        All
      • 1.2.a3 - Web services

        Use wikis to provide procedural documentation. Wikis provide more opportunity for collaboration in maintaining process steps than does other types of documentation. In addition, use web services such as Sharepoint to provide a single portal experience for access to diverse document resources.

        Start Date:
        06/01/2012
        End Date:
        07/01/2014
        Responsible Person:
        All
      • 1.2.a4 - Evaluate new technologies to deliver documentation

        New technologies are introduced periodically to enhance the learning experience and many involve documentation. These technologies consume resources just for the evaluation process and then more resources for implementation and use if they are selected. However, this is a critical component of currency in technology and support services that can help ensure the colleges are successful in their missions. Identification of these technologies should be open to all and evaluation and selection done by cross-functional and cross-campus teams or committees.

        Start Date:
        04/01/2012
        End Date:
        04/01/2014
        Responsible Person:
        All
      • 1.2.a5 - Incentivize use of documentation

        Provide incentives to users to use documentation provided and to report updates needed.

        Start Date:
        07/01/2012
        End Date:
        04/01/2014
        Responsible Person:
        User Liaisons
    • 1.3 - Objective - Publicize provided opportunities

      Systems users need to be advised of new and updated systems so they know what is available for use. Training and documentation is useful only after users know things are available and that they might be affected.

      Priority Rank:
      2
      Start Date:
      05/01/2012
      End Date:
      04/01/2014
      Responsible Person:
      Director
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Actions/Activities:
      • 1.3.a1 - Maintain website

        The DCS website should contain current content and links that help users do their jobs effectively and keeps them abreast of work that DCS does to assist them to that end. Maintaining currency and quality of information is critical in the support of employees at all sites.

        Start Date:
        05/01/2012
        End Date:
        04/01/2014
        Responsible Person:
        Director
    • 1.4 - Objective - Permissions maintenance

      Datatel system users must be provided proper access to the system to be able to effectively do their jobs. It is not always easy for users to know what is needed or what is available so users have, in the past, been given to much access. In some cases users do not have enough access to perform functions they need to perform and are, therefore, crippled.

      Priority Rank:
      4
      Start Date:
      09/01/2012
      End Date:
      06/30/2013
      Responsible Person:
      User Liaisons
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Actions/Activities:
      • 1.4.a1 - Re-Vamp permissions

        DCS must re-vamp the permissions granting process, as well as the current permissions classes, to ensure this does not continue to be a problem.

        Start Date:
        06/01/2012
        End Date:
        09/01/2012
        Responsible Person:
        Director
  • 2 - Goal - Quality, timely and accurate project implementation

    Because most processes in business today interact in significant ways with technology, delays in implementing new systems, or systems updates, can have major negative impacts on employees' ability to perform work, or the District's ability to meet mandated requirements. Since technology projects make these updates available and project management is the control mechanism to ensure projects are done well and efficiently, lack of a structured management process generally will equate to poorly done and implemented projects. Thus, this goal requires an underlying project management structure with staff trained in its use and in the toolsets needed to meet project goals and milestones

    Priority Rank:
    2
    Objectives:
    • 2.1 - Objective - Implement structured project management

      A standardized project management approach to project implementations ensures that all projects are approached, controlled, and implemented the same way. This allows you to manage expectations, communicate effectively, and complete work with a high degree of accuracy. Implementing a standard methodology would ensure the campuses are involved when necessary and are prepared up-front for that involvement.

      Priority Rank:
      2
      Start Date:
      01/01/2012
      End Date:
      09/01/2012
      Responsible Person:
      Director
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Resource Requests:
      • 2.1.r1 - Project Manager
        Description

        A person with project management experience whose primary function is coordination of all projects and projects requests is needed as this is a critical function that needs focus.

        Rationale

        This function is now being preformed by all project staff as an added function to their primary jobs and it isn't working well. As a result, project management work is not maintained well with the result that project execution is delayed for many projects.
         

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $108,000.00/$0.00
        Second Year Cost/Savings:
        $110,000.00/$0.00
        Third Year Cost/Savings:
        $113,000.00/$0.00
      Actions/Activities:
      • 2.1.a1 - Project documentation

        Define, build and continuously improve a standardized set of documents to be used for project management including, but not limited to: scope, specifications, risk management, change management, startup and shutdown checklists, resource requirements, milestone definitions, etc.

        Start Date:
        03/01/2012
        End Date:
        07/01/2012
        Responsible Person:
        Director
      • 2.1.a2 - Methodology definition

        Define and document methodology to be used.

        Start Date:
        01/01/2012
        End Date:
        06/30/2012
        Responsible Person:
        Director
    • 2.2 - Objective - Staff development

      Staff, both technical and user, must be trained, to understand, work with, and accept the structures surrounding standardization of project management processes.

      Priority Rank:
      1
      Start Date:
      04/01/2012
      End Date:
      04/01/2014
      Responsible Person:
      Director
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Actions/Activities:
      • 2.2.a1 - Find staff training funding sources

        Work to find and establish staff training funding sources to allow for funding training for both technical staff and users.

        Start Date:
        04/01/2012
        End Date:
        04/01/2014
        Responsible Person:
        Director
      • 2.2.a2 - Staff investment

        Find ways to get staff (technical and users) invested in the processes. This may be achieved through querying individual users, committees, departments, or other user groups

        Start Date:
        04/01/2012
        End Date:
        04/01/2014
        Responsible Person:
        All
  • 3 - 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:
    • 3.1 - Objective - Reclass UL Position

      Working with HR, the job, title and compensation for the UL class needs to be reviewed and adjusted to meet current operational necessities. (The process has started- just needs to be completed)

      Priority Rank:
      1
      Start Date:
      03/01/2011
      End Date:
      06/30/2012
      Responsible Person:
      Director & HR
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Actions/Activities:
      • 3.1.a1 - Rehires

        This is just a note about rehires that the District needs to take under advisement. We have had a DBA position open for a year and a half. It has taken that long to re-vamp the job description and get the posting done. The majority of that time has been spent getting the job description through CSEA. During most of that time the Director had to ask HR what the status of the position was. It is still open and the status is unknown as of the writing of this activity (March 16, 2012).

        This has had a major impact on the ability of DCS to function. If this is happening elsewhere this is a huge problem for the District that needs to be corrected.

        Responsible Person:
        Director
  • 4 - Goal - HR & Finance Systems Consolidation

    The District needs to get off the county HR and Finance systems and consolidate these systems under one system with the SIS. Each system should be implemented separately so as to not impact operations over much. Note that these implementations should be done with the assistance ont he project teams of outside (vendor) consultants. However, the project teams will also require staff from the affected departments as well as staff from DCS. Since DCS is a common denominator, it would be best to implement the applications consecutively instead of concurrently.

    Priority Rank:
    1
    Objectives:
    • 4.1 - Objective - Consolidate HR

      Purchase Datatel HR application and implement to consolidate with student information system (SIS). This is at least a year long project- more likely 1 and 1 half years.

      Priority Rank:
      1
      Start Date:
      07/01/2012
      End Date:
      12/31/2013
      Responsible Person:
      Project Team
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Resource Requests:
      • 4.1.r1 - UL
        Description

        Hire a new User Liaison to support the HR and finance applications (assisgned to District support)

        Rationale

        Bringing the HR and Finance systems in-house will require additional support services. Hiring a new UL will allow for support on new applications while freeing the existing District-assigned UL to concentrate on MIS, IPEDS and other outside system interfaces.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $54,000.00/$0.00
        Second Year Cost/Savings:
        $55,000.00/$0.00
        Third Year Cost/Savings:
        $56,500.00/$0.00
    • 4.2 - Objective - Consolidate Finance

      Implement Datatel's finance application including A/R, A/P, Budgetting, Payroll, Fixd Assets to replace county systems. This may take up to 2 years to implement.

      Priority Rank:
      1
      Start Date:
      01/01/2014
      End Date:
      01/01/2016
      Responsible Person:
      Project Team
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --

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 - Self Sufficient User Community

    Development of a training program, or training materials, was put on hold because the CSEA objected to ULs doing this work (their job description says they are to perform training but does not specifically state they "develop" traiing). The new UL description (in HR now) adds this job function.

    A training calls room was not authorized. Using old technology (old Board laptops) in a conference room at the Annex.
     

    Priority Rank:
    1
    Objectives:
    • 1.1 - Objective - Provide User Training

      User training is critical to the goal of self-sufficiency. It requires expenditure of both time and money on the part of technology staff and user departments. It requires much thought in the development of training programs to ensure the right content is targeted to the right people at the right time. It requires continual feedback to ensure that on-going training remains current in light of changing work processes

      Priority Rank:
      1
      Original Start Date:
      04/01/2010
      Original End Date:
      04/01/2012
      Revised Start Date:
      04/01/2012
      Revised End Date:
      04/01/2014
      Responsible Person:
      ULs
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Underway
      Progress Description:
    • 1.2 - Objective - Current Documentaton

      User and technical documentation together provide a solid foundation for support and an on-going reference to assist in the learning process after classroom instruction. However, to be usable, documentation must remain current and must be readable. Standardization of documentation formats is recommended to ensure ease of use.

      Priority Rank:
      3
      Original Start Date:
      04/01/2010
      Original End Date:
      04/01/2012
      Revised Start Date:
      04/01/2012
      Revised End Date:
      04/01/2012
      Responsible Person:
      New resource
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Planned but not yet firmly scheduled
      Progress Description:
    • 1.3 - Objective - Publicise provided opportunities

      Systems users need to be advised of new and updated systems so they know what is available for use. Training and documentation is useful only after users know things are available and that they might be affected.

      Priority Rank:
      2
      Original Start Date:
      05/01/2010
      Original End Date:
      04/01/2012
      Revised Start Date:
      04/01/2012
      Revised End Date:
      04/01/2014
      Responsible Person:
      ULs
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Planned but not yet firmly scheduled
      Progress Description:
    • 1.4 - Objective - Permissions Maintenance

      DCS must re-vamp the permissions granting process, as well as the current permissions classes, to ensure this does not continue to be a problem.

      Priority Rank:
      4
      Original Start Date:
      09/01/2011
      Original End Date:
      06/30/2012
      Revised Start Date:
      07/01/2012
      Revised End Date:
      12/31/2012
      Responsible Person:
      ULs
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Planned but not yet firmly scheduled
      Progress Description:
  • 2 - Goal - Quality, timely and accurate project implementation

    Development of a structure methodology is partially implemented with the implementation of Microsoft Project Server 2010. Development of standard project documents is in progress as is the prioritization process. In process and accepted project status reporting is available via the DCS website. This is a live report from project server. Also, timelines for operational processes such as MIS are available via the web site.

    Priority Rank:
    1
    Objectives:
    • 2.1 - Objective - Implement structured project management

      Define, build and continuously improve a standardized set of documents to be used for project management including, but not limited to: scope, specifications, risk management, change management, startup and shutdown checklists, resource requirements, milestone definitions, etc.

      Priority Rank:
      2
      Original Start Date:
      04/01/2010
      Original End Date:
      04/01/2012
      Revised Start Date:
      01/01/2012
      Revised End Date:
      09/01/2012
      Responsible Person:
      Director
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Underway
      Progress Description:
    • 2.2 - Objective - Assistive technology

      Obtain, implement, and train on assistive technologies in support of a structured project management methodology. Note: a methodology can be put in place using available tools but assistive technologies will build collaboration and capability.

      Priority Rank:
      3
      Original Start Date:
      09/01/2010
      Original End Date:
      04/01/2012
      Revised Start Date:
      04/01/2012
      Revised End Date:
      09/01/2012
      Responsible Person:
      Director
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Underway
      Progress Description:
    • 2.3 - Objective - Staff development

      Staff, both technical and user, must be trained, to understand, work with, and accept the structures surrounding standardization of project management processes.

      Priority Rank:
      1
      Original Start Date:
      07/01/2010
      Original End Date:
      04/01/2012
      Revised Start Date:
      04/01/2012
      Revised End Date:
      09/01/2012
      Responsible Person:
      Director
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Underway
      Progress Description:
  • 3 - Goal - Employee Maintenance

    With HR (for many months)
     

    Priority Rank:
    1
    Objectives:
    • 3.1 - Objective - Reclass UL Position

      Working with HR, the job, title and compensation for the UL class needs to be reviewed and adjusted to meet current operational necessities.

      Priority Rank:
      1
      Original Start Date:
      07/01/2011
      Original End Date:
      12/31/2011
      Revised Start Date:
      07/01/2011
      Revised End Date:
      07/01/2012
      Responsible Person:
      HR
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Underway
      Progress Description:

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 in February 2012 who were asked to provide feedback. Everett Garnick updated the review documentation.

Plan members:

  • Everett Garnick (Director)
  • DyAnn Walter (User Liaison)
  • Dianna Jones (User Liaison)
  • Carol Hannon (User Liaison)
  • Arlene McGowan (System Analyst)
  • Mike Tran (Senior Programmer/Analyst)
  • Joyce Bond (Senior Programmer/Analyst)
  • Jason Brady (Web Programmer)
  • Cory Brady (Database Administrator)

12. Supporting Documents

There are no supporting documents for this plan.