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Administrative Computing Services Mission Statement
Provide the possible service – not just what the customer needs or wants – provide what they will love!– We cannot give everyone everything they want,
but we can honor a value of fairness in making decisions about who gets what
The Team
Joe Belnap; Senior Director of Administrative Computing Nathan Gerber; Director of Web Development Services Denise Vandevanter; Director of Administrative
Programming Services 15 FTEs averaging 13 years IT experience 5 PTEs averaging 1 year IT experience 2 Part-time Administrative Assistants 2 Work Study Associates
Recent Accomplishments Degree Works (Wolverine Tracks)
Google Search Engine
Emergency Text Messaging Service (Opt In)
Finished web rollover to UVU (Approx. 30,000 pages, 228 department sites)
Online Residency Application (rather than purchase at $30K - $70K)
Banner 8 upgrade
CEL Online Application System
Presented at six conferences last year
Published a Dispersed Content Management article in Educause magazine (co-authored with Anne Arendt)
Customer Base: Continues to grow
Increased requests from higher customer base (more students, faculty, and staff)
ASD, Continuing Education, and Turning Point are transitioning to Banner and will also need to be supported
Responsiveness
Last Year: Current task list of 165 Requests Now: 159 Has list stopped growing?
– Last year APS: Averaged 4 – 5 new requests per week– Now APS: 17 requests per week– Last year APS: Completed 4 – 5 tasks per week – Now APS: 15 – 16 per week
– Last year WDS: Averaged 5 – 6 new requests per week– Now WDS: 12 – 13 requests per week– Last year WDS: Completed 5 – 6 tasks per week – Now WDS: 12 per week
Comparable Requests are Completed Much Quicker Now
The Numbers are Deceiving– Increasing Volume, and Even More Complex Requests
Attrition & Succession
0 FTEs needed to be replaced (again)
New applications or vital, additional functionality implemented without additional resource(s) for support– Yet we still need to support them
Farm System Established (Career Ladder) (e.g., 5 OCPs, 6 OCAs, 2 PHP Certs)
Retention
The cost to replace one associate is between 3 and 10 times the annual salary of the position– 84% bonus would break even
Annual cost of turnover represents 3.4 - 5.8 percent of the annual operating budget
Training
50% of professional workers' skills become outdated in 3 to 5 years
Some experts recommend forty or more hours of training a year per person
$1 spent on IT training can translate into as much as $30 in productivity gains within three years
Competition
Currently Utah unemployment is: 6.2%– Still well below the 9.8% national average
Still more IT jobs than qualified individuals
Lost out to University of Utah on a position
What IS the FARM System?
Objective: To grow a World Class Administrative Computing Service in the desert (i.e., Higher Ed)
Two ways to grow in Utah: Farming or Ranching
Ranching: bring in a lot of developers from other places
Farming: grow what you have planted
Reasons for the FARM System
Asked to do more with less– According to some: do everything with nothing
Current salary offerings cannot lure advanced skill sets to come
Budget cutbacks demand fiscal responsibility (i.e., get the most bang for your buck)
Customer Satisfaction
Good (Amiable, but low productivity)
Better (Amiable, higher productivity, but at a cost: more resources)
Best (Amiable, highly skilled/productive resources)
Budget/Productivity Ratios
Turnstile (Low Cost; Low Productivity)
Leftovers (Higher Cost; Low Productivity)
FARM System (Reasonable Cost; High Productivity)
Budget/Productivity Ratios
Turnstile (10 FTEs @ $40K produce 150 basic requests annually)
Leftovers (10 FTEs @ $50K produce 250 basic – moderate requests annually)
FARM System (10 FTEs @ $60K produce 750 moderate – complex requests annually)
Goals & Objectives
Immediate goals (by July 2009)– Provide superior customer service through
adequate resource coverage• Request Tracking System
– Increase productivity through technical skill development
• Minimum 2 developers with Advanced Web Development certification
Goals & Objectives
Immediate goals (by July 2009)– Provide superior customer service through
adequate resource coverage• Request Tracking System (Still Separate)
– Increase productivity through technical skill development
• Minimum 2 developers with Advanced Web Development certification (2 completed)
Goals & Objectives
Five-year goals (by Fall 2010)– Well established farm system
• Reduce attrition from 25% to 15%
• Upper level vacancies filled internally
• Outside recruitment and hiring for entry-level positions only
Goals & Objectives
Five-year goals (by Fall 2010)– Well established farm system
• Reduce attrition from 25% to 15%
• Upper level vacancies filled internally
• Outside recruitment and hiring for entry-level positions only
Goals & Objectives
Five-year goals (by Fall 2010)– Provide possible solutions rather than what we can get
by with:• Continued innovations in our UVU Enterprise Applications
• Stop relying on outside sources for solutions we could/should provide
– Still using SunGard consultants (most of which we aren’t using)
– CTE outsourced their Web Design & Development
Life is an occasion … RISE to it
Robust (Large) takes care of itself provided that we:– Secure Resources– Manage Growth– Operate Effectively
Inclusive
Serious
Engaged
In order to effectively accomplish the core objective and any of the supportive goals, we must have the following:1. Proper Priorities2. Time Dedication3. Accountability
Resource Requirements
Now we just need to stay current– Not only to keep up with the pack– But to keep the competition behind with the
steady stream of “innovative dirt” that we will continue to kick out.
Resource Requirements
Personnel Requirements– Additional full-time, part-time, and work-study
personnel to keep up with increasing demand and refine FARM system
Resource Requirements
Resource Requirements– Continued exposure to innovative problem
solving approaches others have taken through collaboration with objective peer groups
Resource Requirements
External Requirements– Reliable hardware capable of adequate
performance levels & situational demands
Risks & Rewards
Risk: Inefficient & Ineffective Support– Tomorrow’s technology with yesterday’s skill
sets & tools
– Continued customer base and task request growth without growth management
Risks & Rewards
Addressing Risk– Skill Set: Certification, Continued Training, &
Conference Attendance
– Growth: Additional Personnel
– Retention: Positive Environment
Risks & Rewards
Rewards– More bang for your buck!
• Many of our innovations have resulted from collaboration with peers
– Reduced turnover costs • Hiring, training, and reduced productivity – the first
two are readily calculable and together represent 2 percent of the annual operating budget
Risks & Rewards
Rewards– Every dollar invested in technology
certification yielded more than $300 in return
– Train to Leave; Certify to Retain
Key Issues
Near Term (January 1, 2010) ONE-TIME– Summer “Work-Study” Funding $ 5,000– Additional PTE funding (WDS)$14,000– Moving Expenses $11,000
Key Issues
Long Term (July 1, 2010)– PTE Programmer (APS) $38,000
– FTE Web Developer (WDS) $60,000
– PTE CS Student funding (APS) $15,000
– Additional PTE funding (WDS) $32,000• Ongoing Preferred, but would take as one-time
– Career Ladder/Equity Issue $ 5,000
– Learning (includes certification) $15,000
– Networking & Peer Relations $ 7,500
Summary of Requests
AdCom Pre-PBA – Summer “Work-Study” Funding $ 5,000– Additional PTE funding (WDS) $14,000– PTE Programmer (APS) $38,000– FTE Web Developer (WDS) $60,000– PTE CS Student funding (APS) $15,000– Additional PTE funding (WDS) $32,000– Career Ladder/Equity Issue $ 5,000– Learning (includes certification) $15,000– Networking & Peer Relations $ 7,500– Moving Expenses $11,000