San Jacinto College Banner & Enterprise Applica5on
Review Task Force Report November 01, 2011
FINAL
1
Content
Review goal and approach 3
Barriers to effec5ve use of Banner: Consultant observa5ons 10
Consultant recommenda5ons: SunGard 27
Consultant recommenda5ons: CampusWorks 45
2
Ac5on 2010-‐2011
• Review current func5onality and opera5ng processes of Banner and its related suppor5ng systems compared to desired capabili5es.
• Make the management of and investment in Banner a strategic priority.
• Review and priori5ze desired capabili5es to be supported by Banner and its related suppor5ng systems.
• Understand and remove barriers to achieving access to informa5on, desired capabili5es and effec5ve use by College, campus and department caused by the exis5ng implementa5on of Banner and scope of product procured.
• Change governance, priori5ze projects in process and implement project change control to align available resources to priori5zed work.
4
Approach
Establish ac5vity control
Review & priori5ze requested system
improvements
Understand barriers to the effec5ve use of
Banner
Priori5ze work units
Establish Banner governance structure
Implement project control
Evaluate Banner applica5on footprint
Evaluate the implementa5on &
management of Banner
Develop recommenda5ons to improve Banner
Begin work on low hanging fruit opportuni5es
Priori5ze work units
Develop plan & budget
Review strategic plan ac5ons
Priori5ze non-‐strategic projects
Iden5fy & priori5ze desired capabili5es & barriers to effec5ve use
5
Task descrip5on
Establish ac5vity control
Task Descrip,on
Establish Banner governance structure
Agree with SLT strategic and budget ownership of Banner and related suppor5ng systems.
Implement project control
Review and Implement project request and approval process.
6
Task descrip5on
Review & priori5ze requested system
improvements
Task Descrip,on
Review strategic ac,ons
Match strategic plan ac5ons to projects in progress
Priori,ze non-‐strategic projects
Priori5ze remaining non-‐strategic projects with SLT members and direct reports.
Iden,fy & priori,ze desired capabili,es & barriers to effec,ve use
Conduct focus group sessions with Banner User Group to iden5fy desired capabili5es and barriers to access to informa5on and effec5ve use of Banner and its related suppor5ng systems. Review results of sessions and group into themes.
7
Task descrip5on
Understand barriers to the effec5ve use of Banner
Task Descrip,on
Evaluate Banner applica,on footprint
Perform a review of the current state of Banner’s applica5on footprint as implemented at San Jacinto College. Compare the footprint against leading prac5ce and the College’s strategic goals and desired capabili5es. Iden5fy applica5ons, modules, databases and 3rd party products not purchased or enabled.
Evaluate the implementa,on and management of Banner
Perform a usability, func5onal and security review of the current state of Banner as implemented at San Jacinto College. Compare the func5onal, security set up and assigned func5onal roles and responsibili5es against leading prac5ce and the College’s opera5onal needs. Iden5fy vanilla func5ons not enabled and opportuni5es for improvement, including customiza5ons.
Develop recommenda,ons to improve Banner
Develop a high level es5mate of the investment required to bridge the gap between the current state of Banner and it’s desired future state to support desired capabili5es. Iden5fy ‘low hanging fruit’ opportuni5es where work can start immediately.
8
Task descrip5on
Priori5ze work units
Task Descrip,on
Begin work on low hanging fruit opportuni,es
Ac5on work that can quickly address barriers to effec5ve use of Banner and meet desired capabili5es. This may include configura5on changes, enabling forms, end user training and access to knowledge.
Priori,ze work units Conduct sessions with the SLT members to priori5ze units of work to be conducted in the next fiscal year. The task will consider priori5es stated in the College 3-‐year strategic plan, feedback from focus group sessions and consultant review of the exis5ng installa5on of Banner.
Develop plan & budget Develop a phased high-‐level plan & budget to support the delivery of the priori5zed work units.
9
Scope of consultant observa5ons
• Banner governance
• One college func5on
• Technology enhancements
• Business processes • Repor5ng
• Student
• Human resources
• Finance
• Accounts receivable*
11
• Financial aid
• Advancement
• Con5nuing and Professional Development (CPD)
• Banner upgrades and tes5ng • Security
• Local modifica5ons
• Training
• Support
* Accounts receivable is a separate line item as it impacts mul5ple modules – Finance, Student and Financial Aid.
Consultant observa5ons
12
Subject Observa,ons Banner governance
CampusWorks
1) Lack of communica5on of expecta5ons.
2) Users are unaware of new features.
3) Module implementa5on and resource alloca5on uneven.
One college func,on
SunGard
1) San Jacinto College desires to func5on as one college (not three campuses). To accomplish this, a concerted approach is required. Both strategic and business leaders have a need for consistency across all enterprise systems and process boundaries.
CampusWorks
2) Banner implemented to reflect a single college opera5on. Unique campus requirements affec5ng process efficiency and ability to report i.e. Different programs across campuses that share courses. Some courses may have 2 different programs.
Subject Observa,ons Technology needs to be enhanced
SunGard
1) Across the current student informa5on system, the technology has to be enhanced to support updated business processes. From administra5ve support to student users, cons5tuents needs have changed significantly in the 10-‐year period since the Banner system was implemented. For example:
• The CAPP components of Banner do not provide for seamless processing of degree audits, transfer ar5cula5on, waivers, and subs5tu5ons. There is also a greater need for student enabled audi5ng of academic persistence which CAPP is not effec5vely suppor5ng.
• Distance learning is a crucial component to this philosophy as the technology has to work for the college in suppor5ng its growth and changes. Cons5tuents are demanding more online course offerings in the form of blended delivery and fully online programs.
CampusWorks
2) Job scheduling for automa5on of batch processes currently being performed manually.
3) Popula5on selec5on
4) Supplemental Data Engine (SDE)
Consultant observa5ons
13
Consultant observa5ons
14
Subject Observa,ons Business processes
CampusWorks
1) Business processes are not well understood:
• Impedes effec5ve applica5on of Banner rules and configura5ons
• Stymies workflow implementa5on
• Challenges effec5ve and efficient u5liza5on of Banner
2) Modules not being used (underu5lized)
• Disability services
• Faculty load
• CPD
Subject Observa,ons Repor,ng SunGard
1) Repor5ng hindrances are present in every core business unit. San Jacinto College has a cri5cal need for improved repor5ng capabili5es which must allow for:
• Easier access to informa5on • Reduced dependency on IT to produce custom reports • Flexibility to provide informa5on to execu5ve leadership in a 5mely manner • Capability to store historical informa5on in a manner which enables strategic decision
making, trending, and cube-‐based analy5cs • Consistent repor5ng defini5ons and reports throughout the enterprise
CampusWorks
2) Cri5cal data in locally stored “shadow systems” 3) Nearly all reports are prepared in IT resul5ng in:
• Bollenecks • Conflic5ng priori5es • Delays
4) Ad hoc queries by users not readily available 5) Repor5ng architecture not matured
Consultant observa5ons
15
Consultant observa5ons
16
Subject Observa,ons Student SunGard
1) Self-‐Service Registra5on through Banner and its baseline inten5on does not allow for intui5ve promp5ng, messaging, and generally does not meet the needs of San Jacinto College’s students and administra5ve staff.
2) Duplicate PIDMs are present throughout the Banner modules.
3) IT has been called upon to build custom solu5ons and to support the development of workarounds to accommodate cri5cal processes such as refunds, deregistra5on, and alribute driven drops.
4) San Jacinto College is not able to stay current with Banner versions due to the 5ming of TCC modifica5ons always running behind SunGard Higher Educa5on’s releases.
5) The College is currently sustaining a custom-‐built admissions applica5on that coincided with the Banner go-‐live in 2001. The decisions to customize the admissions applica5on was driven by a lack of Self-‐Service func5onality available at the 5me of the original implementa5on.
6) Transfer ar5cula5on and the use of EDI technology is not func5oning properly. The process as a whole is not allowing for efficient use of administra5ve staff’s 5me and resources.
7) Advising is not mandatory at San Jacinto College, therefore baseline elements available through Banner such as appointment scheduling are not currently being u5lized
Consultant observa5ons
17
Subject Observa,ons Student CampusWorks
1) Disability services
2) CAPP/Degree Audit
3) Recrui5ng
4) Transcript processing
5) Communica5on module
6) Mul5ple campuses
Consultant observa5ons
18
Subject Observa,ons Human resources
SunGard
1) The Human Resources Department is tasked with promo5ng uniformity and process compliance across the three campuses. The core solu5ons (Banner and PeopleAdmin) are not fully integrated, therefore administra5ve staff are faced with ongoing data synchroniza5on issues and reconcilia5on frustra5ons.
2) Electronic Personnel Ac5on Forms and Web Time Entry are not being u5lized.
3) Salary Planner is only being par5ally u5lized due to challenges with data loads.
4) Posi5on Management lacks efficiency and calls for manual reconcilia5on of informa5on.
5) Department Time Entry is being u5lized for part-‐5me staff, however all full-‐5me excep5on 5me is being manually entered by Payroll staff.
6) FMLA is currently manually managed.
7) Business performance metrics are difficult to capture and measure.
Consultant observa5ons
19
Subject Observa,ons Human resources
CampusWorks
1) Web Time entry
2) PeopleAdmin
3) Faculty load
4) Posi5on control
5) EPAFs (Electronic Personnel Ac5on Forms)
Subject Observa,ons Finance SunGard
1) The Fixed Assets module is not allowing for a streamlined approach to capturing monthly or annual deprecia5on.
2) The Student Accounts Receivable process is manually intensive. It requires running several processes and piecing informa5on together in order to arrive at a collec5ve view of the detail necessary to review an account.
3) The overall process for managing security and access rights within Banner Finance is difficult to manage. In par5cular, audi5ng roles within an approval queue have presented challenges for administra5ve staff trying to ensure informa5on and access integrity.
4) Purchase order closing and maintenance is a tedious process at fiscal year-‐end.
5) There is a field available on the purchase order to record the assigned buyer, however when the purchase order is printed, this informa5on does not print out. Task Force comment: Internal decision not to have buyer informa5on on the purchase order. Vendor should contact originator.
6) Finance would like to offer an online payment gateway for non-‐student payments.
7) The use of Banner Document Management is underu5lized.
Consultant observa5ons
20
Consultant observa5ons
21
Subject Observa,ons Finance CampusWorks
1) Chart of accounts hierarchy is an obstacle to repor5ng
2) Challenges for budget managers
3) Opt-‐in 1098T issues and costs
4) Bank reconcilia5on Task Force comment: Internal decision not to use Banner bank reconcilia5on – manually intensive.
5) Travel and expense workflow
Accounts Receivable
CampusWorks
6) Accounts Receivable: refunding
7) Accounts Receivable: third party billing
Consultant observa5ons
22
Subject Observa,ons Financial aid SunGard
1) All Banner batch processes are currently being run manually, without the assistance of a job scheduler.
2) The 5me necessary to run batch jobs such as leler genera5on, packaging, and disbursement require approximately 50% of a staff member’s 5me. Task Force comment: Please add record crea5on to the list.
3) San Jacinto College is not currently u5lizing electronic communica5ons or Self-‐Service for Financial Aid.
4) The ability to offer need-‐based aid in a 5mely manner has a direct impact on student enrollment and reten5on.
5) There is a strategic need to facilitate a more streamlined verifica5on and document tracking process by leveraging technology to support electronic submilal of missing informa5on.
6) Management is using a combina5on of custom scripts, Banner data freezes, and extracts to Excel to accomplish their repor5ng needs.
Subject Observa,ons Financial aid SunGard, con,nued.
8) The recrui5ng, admissions, and enrollment processes are not effec5vely merged with the financial aid cycle to create a strategic understanding of cause and effect for execu5ve leadership.
CampusWorks
1) Disbursement. Currently several difference manual process. For example: $15k per year in hours for 1 employee to do single repe55ve process. Can be a automated process.
2) Refunding.
3) Return to Title IV & last date of alendance tracking.
4) Veterans benefits.
5) Appeals process. Baseline Banner lacks features for financial aid appeals. Handled in shadow system. Campus works to elaborate.
Task Force comment: Please add following observa5ons -‐ manual appeals processing. Manual collec5on of paper documents.
Consultant observa5ons
23
Consultant observa5ons
24
Subject Observa,ons Advancement SunGard
1) Banner Advancement is not fully implemented and used by the Founda5on. The data conversion has been completed, however there is a need for end user training and coaching to integrate the solu5on into live opera5ons.
2) Quick Books is the implemented solu5on suppor5ng the Founda5on’s opera5ons.
3) PayPal is currently used to manage event payments and the processing of dona5ons.
CPD CampusWorks
1) Labor intensive manual opera5on
2) 10,000+ paper based applica5ons per year – no online applica5on
3) Student records stored in paper files
4) Web applica5on and Web registra5on for CPD are not implemented
5) Banner process for student account crea5on does not meet CPD’s current needs.
6) Acquisi5on of Banner Flexible registra5on was deferred due to cost and immaturity of product
Consultant observa5ons
25
Subject Observa,ons Banner upgrades and tes,ng
CampusWorks
1) Test plans not comprehensive not fully inclusive of all College areas
2) Some business processes are not fully tested and signed off prior to updates being installed
3) Incomplete or outdated office level opera5onal documenta5on makes tes5ng a significant challenge
Security CampusWorks
1) Banner access levels have not been reviewed and approved by management
2) Banner access levels are inconsistent, with nor formal change management
3) Default passwords are s5ll in place
Local modifica,ons to Banner
CampusWorks
1) Review for con5nued viability, replace with Banner func5onality where possible. Not leveraging new func5onality covered by maintenance fees
Consultant observa5ons
26
Subject Observa,ons Training CampusWorks
1) Formal training discon5nued
2) Internal knowledge base does not exist
3) Error repor5ng and resolu5on not incorporated into the training model
Task Force comments : EdTech Training does provide end user training on certain Banner systems and this training is tracked and required for access to certain systems. However, we have recognize that much of training needs to be customized to the way the depts. are using it. We were planning to focus on that this year. This should align well with the recommenda5on.
Support CampusWorks
1) SJC Help Desk does not track 5ckets opened SunGard Ac5on Web
2) Power users are concentrated in select areas of the College
3) Func5on of Banner Student Services group unclear
4) Business analyst skills are limited
SunGard proposal 1. Install sosware platorm
– Enterprise Data Warehouse as platorm for out-‐of-‐the-‐box analy5cs
– Cognos for repor5ng tool
– Luminis for portal tool to deliver repor5ng and analy5cs 2. Process improvement design
– 4,990 hours of consul5ng
– Strategic repor5ng assessment
– Business process modeling
– Key performance indicators
3. Implement sosware and improvements – Banner rela5onship management, Flexible registra5on, Degreeworks & TreQ, Travel
and expense management, Student & performance analy5cs, Advancement performance analy5cs, Banner recrui5ng & admission performance analy5cs, and workflow
4. Perform func5onal training
28
1. Install sosware platorm
29
Observa,ons Recommended soQware & costs
Benefits
The College does not currently have a robust warehouse solu5on that allows for historical, analy5cal and sophis5cated repor5ng.
Ins5tu5onal Research has a home-‐grown warehouse solu5on can house some informa5on from the Banner freezes, but its ability to enable strategic repor5ng for execu5ves is limited.
Banner Enterprise Data Warehouse (EDW)
An extension to the Opera5onal Data Store (ODS), the EDW provides addi5onal repor5ng capabili5es focused on detailed, historical data transformed into formats to support ease of analy5cal repor5ng and analysis.
1. Install sosware platorm
30
Observa,ons Recommended soQware & costs
Benefits
San Jacinto College does not have an enterprise Portal solu5on.
The lack of a unified architectural founda5on limits the ability to deliver content in a customized, yet consistent way to the community.
Luminis 5 Portal PlaUorm Luminis Platorm solu5on will provides a platorm for the aggrega5on of content, advanced personaliza5on, content crea5on, content delivery, single sign-‐on capabili5es, applica5on integra5on, and unified branding.
Through Luminis, the College will have a single sign-‐on connec5on to over 30 pre-‐configured Banner Portlets providing quick and easy access to Banner data and other SunGard applica5ons.
The portal provides role-‐based targe5ng for informa5on, messages, content, and system access.
Provides tools such as blogs, wikis, home pages, threaded discussions, and file storage to allow faculty, students, and staff to interact and collaborate in a secure environment within the San Jacinto College branded environment.
2. Process improvement design
31
Ac,vity Deliverable Strategic Repor,ng Assessment
Strategic Repor5ng Assessment Matrix -‐ contains three components:
1) The Strategic Goal Process Alignment which correlates strategic goals of the ins5tu5on or business area with the respec5ve, suppor5ng reports
2) The Repor5ng Inventory which iden5fies the suppor5ng reports and the associated sosware applica5on or system from which data will be gathered to formulate the suppor5ng reports
3) The Strategic Repor5ng Roadmap which consolidates and organizes the strategic repor5ng recommenda5ons provided in the Strategic Repor5ng Assessment Execu5ve Summary. The Strategic Repor5ng Assessment Matrix will be delivered to San Jacinto College.
2. Process improvement design
32
Ac,vity Deliverable Business Process Modeling & Process Improvement Ac,vi,es
1. A comprehensive execu5ve summary and findings report which details the processes mapped, future state objec5ves and outcomes, and transi5on state objec5ves, ini5a5ves, and steps to achieve in the interim.
2. Future state process flows for each of the iden5fied key processes which would: • Outline the high level steps, ini5a5ves, tasks, and procedures that should be
involved in the overall process; • Iden5fy who should be responsible for comple5ng each iden5fied ac5vity in
the process; specify what applica5ons (e.g., Banner, Banner Workflow, Banner Opera5onal Data Store) should be involved;
• Iden5fy poten5al custom integra5ons between Banner and third party or partner products
• Iden5fy workflows, portal channels and custom reports that will be used to streamline the process
• Iden5fy transi5on steps for the interim before the Future State process model is implemented.
3. A master task log that will list for each of the iden5fied key processes all of the ac5on items and ini5a5ves that will need to be addressed by the internal team
2. Process improvement design
33
Ac,vity Deliverable Key Performance Indicator Workshop
1) Based on the outcomes of the Business Process Modeling ac5vi5es, SunGard will conduct a workshop to develop performance indicators and measures for key ini5a5ves by process area.
2) Performance indicators will include an associated target, ini5a5ve, and assigned accountability for each iden5fied process area. During the workshop, SunGard Higher Educa5on staff will provide best prac5ces based on industry standards in the development of the performance measures – as well as provide each par5cipant with an explana5on of key concepts and best prac5ces related to performance management and strategy execu5on as a part of the workshop.
2. Process improvement design
34
Ac,vity Deliverable benefits Workflow 1) Transac5ons are no longer paper driven.
1) Improves efficiency by facilita5ng college-‐wide processing with the integra5on of mul5ple processes that cross departments and applica5ons.
2) Defini5on of each business process in a Workflow model ensures consistent processing of rou5ne tasks and improved performance
3) Workflow model supports the documenta5on of exis5ng processes or the crea5on of new ones -‐ reducing training 5me for new staff.
4) Banner Workflow includes a tool that provides the ability to model paper forms used for processing and approvals into an electronic document.
5) Workflow includes the ability to track the status of work in process and set up no5fica5ons on lagging workflows.
6) Automated no5fica5ons are ini5ated based upon defined triggers, ac5ons, or processing results -‐ enhancing communica5on and customer service.
Observa,ons Recommended soQware & costs
Benefits
There is no technology platorm that supports seamless end-‐to-‐end processes key departments such as Financial Aid, Admissions, and Recrui5ng.
Heavy reliance on baseline leler genera5on which allows for rigid communica5ons to prospects, applicants, and financial aid recipients, however lacks the flexibility and automa5on. .
Banner Rela,onship Management: Recrui,ng and Admissions Rela,onships
Manage the Recruit to Admit process with a seamless transi5on -‐ elimina5ng the need to manually upload records between Recruitment Plus and Banner Student.
Integra5on and interoperability with the current Banner Student solu5on within the college’s Digital Campus.
Provide sophis5cated contact, communica5on, campaign, event and performance management capabili5es.
Maintain a persistent “360 degree-‐view” in a single database of each individual’s informa5on, behavior, communica5ons, and interac5on history with the college -‐ captured within one database.
Early Alerts func5onality allowing the use of a single solu5on to support enrollment, reten5on, student success, and Advancement rela5onships. 35
3. Implement sosware & improvements
36
3. Implement sosware & improvements Observa,ons Recommended
soQware & costs Benefits
Flexible full or part-‐5me schedules for the non-‐tradi5onal and con5nuing educa5on students.
Limita5ons with the registra5on capabili5es available through baseline self-‐service.
The College must provide the necessary tools to easily register non-‐tradi5onal students in their program of choice, and the ability to pay via credit cards, purchase orders, and an op5on to require full payment at checkout.
Banner Flexible Registra,on
Improved customer service and business process efficiencies
Improved outreach for con5nuing educa5on and community services programs
Reduced administra5ve 5me devoted to monitor and manage registra5on and payment
37
3. Implement sosware & improvements Observa,ons Recommended
soQware & costs Benefits
Limita5ons in the func5onality available within Banner CAPP.
A great deal of 5me and effort towards the development and maintenance of CAPP.
Procedural inefficiencies such as program restric5ons being manual in nature. There is a custom process, developed as a workaround to negate some inefficiencies.
Advisors want the ability to complete a degree evalua5on and capture output for future reference.
DegreeWorks & TreQ Students: • Offers online advice and counsel • Presents visible goals to reach gradua5on • Prospec5ve transfers have an easy interface to
conduct a degree audit based upon transfer equivalencies defined in Banner
Advisors • Supports real-‐5me delivery of academic advice • Supports more 5mely degree cer5fica5on • Reduces paperwork and manual program check
sheets • Supports uniformity and accountability among
academic advisors
Curriculum Planning • Pulls all advice into a central repository • Defines future student needs by term • Provides informa5on for matching needs to
projected offerings
38
3. Implement sosware & improvements Observa,ons Recommended
soQware & costs Benefits
Travel and expense reimbursement is currently processed manually; rou5ng paper forms for review and approval.
Travel and Expense Management
Automate travel expense repor5ng
Enable improved processing
Provide stricter control over spending
Leverage an investment in Banner Workflow implementa5on and training when used for approval processing
ROI occurs based upon the following research (SunGard):
-‐ The average cost of processing one expense report = $48
-‐ Es5mated savings per expense report when u5lizing a travel and expense management system = $30
39
3. Implement sosware & improvements Observa,ons Recommended
soQware & costs Benefits
San Jacinto College currently leverages the Web Focus repor5ng tool in conjunc5on with the Opera5onal Data Store (ODS), and historical freezes of Banner transac5onal data.
ITS is tasked with wri5ng custom reports and queries for its cons5tuents including administra5ve staff and business unit managers.
Banner Student and Performance Analy,cs
Performance and repor5ng analy5cs are pre-‐configured and u5lize the delivered Student data warehouse that is integrated with Banner data.
Provides dashboards, scorecard templates, summary, trend, and detailed reports, Student Analy5cs for Cognos
Provides an ad-‐hoc querying, repor5ng, and analy5cs environment that allows for the crea5on of on-‐demand reports without the assistance and need for interven5on from ITS – elimina5ng the costs associated with design and development of custom solu5ons.
Effec5vely track trends over 5me and effec5veness of reten5on programs.
Observa,ons Recommended soQware & costs
Benefits
Founda5on Office is currently using Quick Books to manage its opera5ons.
Banner Advancement System not fully implemented and leveraged to manage contacts, prospects, donors, and the various querying/repor5ng needs of these cri5cal func5ons.
Founda5on staff do not have access to the informa5on necessary to iden5fy trends, goals, and key performance indicators in order to monitor progress and determine the success of fund-‐raising ac5vi5es and prospect cul5va5on. Effort required in Web Focus to develop dashboards, scorecards, and reports when advancement system provides repor5ng.
Advancement performance – Advancement Analy,cs for Cognos
Performance and repor5ng analy5cs are pre-‐configured and u5lize the delivered Advancement data warehouse that is integrated with Banner Advancement data.
40
3. Implement sosware & improvements
41
3. Implement sosware & improvements Observa,ons Recommended
soQware & costs Benefits
San Jacinto College currently leverages the Web Focus repor5ng tool in conjunc5on with the Opera5onal Data Store (ODS), and historical freezes of Banner transac5onal data.
ITS is tasked with wri5ng custom reports and queries for its cons5tuents including administra5ve staff and business unit managers.
Banner Recrui,ng and Admissions Performance and Analy,cs (RAP)
Performance and repor5ng analy5cs are pre-‐configured and u5lize the delivered Recrui5ng and Admissions data warehouse that is integrated with Banner data.
Provides dashboards, scorecard templates, summary, trend, and detailed reports, Student Analy5cs for Cognos
Provides an ad-‐hoc querying, repor5ng, and analy5cs environment that allows for the crea5on of on-‐demand reports without the assistance and need for interven5on from ITS – elimina5ng the costs associated with design and development of custom solu5ons.
4. Perform func5onal training
42
Ac,vity Deliverable Func,onal Training • SunGard will spend addi5onal 5me working onsite and remotely with San Jacinto
College staff members. The topics of these sessions would be determined based on the priori5za5on of needs. These would typically be provided shortly aser the delivery of the Process Improvement Assessment results.
Task Force Comment
• EdTech Training needs to be included in any formal/vendor training.
Overall recommenda5ons
44
Subject Recommenda,on Descrip,on Governance Con5nue to strengthen the Governance
structure and mature Governance Process to ensure:
-‐ Policy and procedure is fairly and openly debated and ra5fied by the college
-‐ Areas of deficiency are iden5fied and made known in an open and collabora5ve forum
-‐ The college community has appropriate input into strategy
-‐ The Informa5on Technology Department receives appropriate guidance and direc5on on priori5es
-‐ An effec5ve process for decision making on product acquisi5on
The governance structure that SJC u5lizes must:
-‐ Be agile and responsive to changing needs
-‐ Provide for effec5ve stewardship of the college’s investment in systems and people
-‐ Be accountable ins5tu5onally for the progress of key college ini5a5ves
-‐ Include a comprehensive communica5on strategy
-‐ Support specific short-‐term needs for project governance and decision making
-‐ Address the list of long-‐term requests in the context of the current and future status of the Banner product
Subject Recommenda,on Descrip,on Business process Complete a comprehensive business
process review and make necessary adjustments to Banner configura5on
Repor,ng Implement a best prac5ce repor5ng architecture
Banner upgrades and tes,ng
Implement best prac5ce release upgrade and change management
Local modifica,ons
Review all local modifica5ons to Banner for con5nued viability
Security 1) Change system-‐delivered default system passwords
2) Conduct a comprehensive review of Banner Access Profiles
3) Develop and implement a Banner Access control profile based on posi5on rather than person
Overall recommenda5ons
45
Overall recommenda5ons
46
Subject Recommenda,on Descrip,on Training 1) Iden5fy training as a College-‐wide
responsibility 2) Provide general naviga5on training
ins5tu5onally 3) Develop office level procedures
manuals -‐ Basis for training -‐ Reference for tes5ng
Task Force Comments
This needs to be more specific as to roles & responsibili5es. Leaving it as college-‐wide runs the risk of ul5mately no one being responsible.
Support 1) Track calls to Ac5onWeb 2) Enhance and expand the power user
role 3) Evaluate role of the Banner Student
Support Group 4) Review support staffing levels 5) Expand business analyst role
Recommenda5ons – short term
47
Subject Recommenda,on Descrip,on Student Implement Disability Services
func5onality
Implement new self service web design
Finance Implement Banner’s collec5on module
Financial Aid Implement a “Electronic Delivery General Disclosure” that allows for the electronic delivery of key forms, including 1098T tax form
Implement a “Non-‐par5cipa5on” repor5ng procedure to ensure Financial Aid is not distributed prior to actual en5tlement
Subject Recommenda,on Descrip,on Workflow Implement Banner Workflow The implementa5on of Banner Workflow can
automate repe55ve func5ons including no5fica5ons
Human Resources
Review current implementa5on of People Admin integra5on and adjust as necessary
Implement web 5me entry
Implement talent manager
Implement salary planner
Review set-‐up and integra5on points between People Admin and Banner to ensure that all available data fields are transferred during integra5on updates
Significant benefits and opera5onal efficiency can be achieved by implemen5ng Banner Time repor5ng through the web based Self Service system.
CPD Fully implement Banner func5onality available for CPD
Analyze and automate CPD applica5on, registra5on and recordkeeping business processes
Recommenda5ons – long term
48
Recommenda5ons – long term
49
Subject Recommenda,on Descrip,on Finance Review chart of accounts hierarchy
Implement posi5on control
Implement Banner procurement card process
Posi5on Control is a comprehensive budge5ng and planning tool which allows Finance and Human Resources to coordinate human capital alloca5ons. Posi5on Control also has the capability to “Charge-‐Back benefit costs to individual departments and programs.
Integra,on Review all integra5on points Review set-‐up and integra5on points between People Admin and Banner to ensure that all available data fields are transferred during integra5on updates
Significant benefits and opera5onal efficiency can be achieved by implemen5ng Banner Time repor5ng through the web based Self Service system.