San$Jacinto$College$ Banner$&$Enterprise$Applicaon$ Review...

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San Jacinto College Banner & Enterprise Applica5on Review Task Force Report November 01, 2011 FINAL 1

Transcript of San$Jacinto$College$ Banner$&$Enterprise$Applicaon$ Review...

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San  Jacinto  College  Banner  &  Enterprise  Applica5on  

Review  Task  Force  Report  November  01,  2011  

FINAL  

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Content  

Review  goal  and  approach                            3  

Barriers  to  effec5ve  use  of  Banner:  Consultant  observa5ons    10  

Consultant  recommenda5ons:  SunGard        27  

Consultant  recommenda5ons:  CampusWorks      45  

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Review  goal  and  approach  

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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.  

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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    

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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.  

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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.  

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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.  

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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.  

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Understand  barriers  to  the  effec5ve  use  of  Banner  

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Scope  of  consultant  observa5ons  

•  Banner  governance  

•  One  college  func5on  

•  Technology  enhancements  

•  Business  processes  •  Repor5ng  

•  Student  

•  Human  resources  

•  Finance  

•  Accounts  receivable*  

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•  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.  

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Consultant  observa5ons  

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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.    

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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  

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Consultant  observa5ons  

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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  

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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  

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Consultant  observa5ons  

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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  

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Consultant  observa5ons  

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Subject   Observa,ons  Student   CampusWorks  

1)  Disability  services  

2)  CAPP/Degree  Audit  

3)  Recrui5ng  

4)  Transcript  processing  

5)  Communica5on  module  

6)  Mul5ple  campuses  

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Consultant  observa5ons  

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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.  

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Consultant  observa5ons  

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Subject   Observa,ons  Human  resources  

CampusWorks  

1)  Web  Time  entry  

2)  PeopleAdmin  

3)  Faculty  load  

4)  Posi5on  control  

5)  EPAFs  (Electronic  Personnel  Ac5on  Forms)  

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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  

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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  

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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.  

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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  

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Consultant  observa5ons  

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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  

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Consultant  observa5ons  

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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  

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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  

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Consultant  recommenda5ons  –  Banner  Footprint:  SunGard  

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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                        

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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.    

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1.  Install  sosware  platorm  

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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.    

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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.  

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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    

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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.  

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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.  

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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  

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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  

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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  

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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    

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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.  

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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.  

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3.  Implement  sosware  &  improvements  

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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.    

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4.  Perform  func5onal  training  

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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.    

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Consultant  recommenda5ons  -­‐    Implementa5on  and  management  of  

Banner:  CampusWorks  

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Overall  recommenda5ons  

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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  

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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  

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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  

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Recommenda5ons  –  short  term  

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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  

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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  

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Recommenda5ons  –  long  term  

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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.  

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Q&A  

50