CIT Administrative Information Systems

Retreat Information and SWOT Analysis

DRAFT DRAFT DRAFT

15 November, 2005


Attachment F: Framework for the Development of an Environmental Scan



Environmental Scanning is the process of examining the internal status of an organization and the external context in which it is situated. Environmental Scanning is about using information about the world in our decision-making. Principles of ES are:


Three Levels of Environment:

  1. Social
  2. Technical / Scientific
  3. Economic / Occupational
  4. Environmental / Green Issues
  5. Political.

Each direct report should prepare an Internal and External Environmental Scan of their department using the following format:

Format for Internal and External Environmental Scan

Organizational Environment:


1) Mission, Vision, and Goals:


a. Do you have a mission statement? If so, what is it?

CIT Mission: To foster and support information technology at UVM

AIS Mission: To deploy systems that help faculty, staff, and students get their jobs done. In cooperation with other administrative and academic units we strive to ensure systems are highly available, reliable, and secure.

b. Do you have a vision statement? If so, what is it?

We envision that:
  1. We enrich the experience of UVM customers by working with our direct clients to reduce bureaucratic hurdles and streamline business processes, including self-service tools
  2. We remove data and technology obstacles in providing useful and accurate information to decision-makers
  3. We ensure data integrity and appropriate accessibility
  4. Our talents are employed to support institutional strategies and the goals of the Vice President for Finance and Administration
  5. We envision being a business application development and implementation resource for all University administrative information needs

The IT Planning Council set forth the following vision for administrative systems:

The University is a complex and dynamic organization that requires responsive, timely and accurate information and business systems. New business systems should increase productivity, and provide real-time data and records management which meet the needs of academic and administrative units. Easy to use, integrated technologies will achieve this goal. The on-going implementation of Oracle PeopleSoft Enterprise Resource Planning (ERP) system, Project CATalyst, should be primarily driven by the identification of opportunities to improve UVM business practices, support UVM Strategic Vision and meet the needs of all UVM managers for relevant, accurate and accessible information.

c. Have you defined goals for your department? If so, what are they?


General goals:
  1. Most of the services we provide are related to the major application systems we support. Each unit relying on one or more of these systems is assigned a primary support person. We strive to cross train our staff to provide adequate backup when staff are away, and to provide continuity during staff turnover.
  2. Our number one priority is to ensure reliable systems.
  3. Number two is to keep systems current. We rely for the most part on vendor supplied software systems. We hope systems we buy will "do the 80%" out of the box, and we'll build the 20% on top of that.
  4. Participate in evaluating and implementing new systems, and in special projects.
Specific goals:
  1. Single sign-on
  2. Support  growth of University student and faculty population
  3. Implement Banner 7 (upgrade from version 6)
The IT Planning Council surveyed students, faculty, and staff about administrative system needs (see below) :
  1. Establish a single, “gold standard” data source of current and historical information and records.
  2. Create a digital records management process
  3. Create dynamic and easy-to-use business tools (forms, database tools, etc.)
  4. Implement ERP (Enterprise Resource Planning) system: human resources, financial systems, sponsored research, procurement and supply chain
  5. Implement process redesign in academic and administrative areas
  6. Implement financial and enrollment modeling capabilities of Hyperion and other systems
  7. Maximize SIS/Banner functionality and integration with unit needs
  8. Implement academic and student service applications which streamline processes, such as degree audit (DARS)

2) Organizational Structure


a. Attach an organizational chart
See CIT organizational chart.

3) Faculty and Staff:


a. What is your faculty and staff profile?

Responsibility chart:  http://www.uvm.edu/cit/ais/ais-areas-responsibility.html (needs updating)

Barbara Hogel
Chas Billingsley
Cindy Ruescher
Judi Schwartz
Judy Collins
Laura Scarpinato
Michael Grundhauser
Nancy Beck
Steve Rose
Warren van Wyck
[vacant -- Admissions]



b. What is their education level?
c. What is your department’s workforce diversity?

Better gender balance than found in technical occupations as a whole. (Ethnic, racial, and gender utilization compared to national and regional averages have not been confirmed with AA/EO.)

i. Organized Bargaining Units?

No

ii. Contract Employees?

Within Project CATalyst. 

iii. Special Health and Safety Requirements?

RSI is an occupational hazard.

4) Other information needed to have a complete scan of your Organizational Environment (to be determined by each Direct Report) Suggestions:


a. What are your major technologies, equipment, and facilities?

b. What is the regulatory environment under which you operate?

AIS supports information systems that must conform to numerous regulations, including:


Organizational Relationships:


1) What is your organizational structure and governance system? What are the reporting relationships between staff and senior leaders?


With staff FTE dedicated to specific client units, priorities are generally set by those units.   AIS and CIT leadership have some flexibility to assign staff for cross-functional projects and for projects not tied to any of the traditional client units.  University administration has the ultimate authority in allocation of resources. 

AIS personnel report to an Assistant Director (interim) but are expected to again report to the Associate Director (when CIO position is filled). 



2) What are your KEY customer and stakeholder groups?


Client Department
 System
Dedicated Programming Support
Admissions
 -Banner SIS
-Portal
Continuing Education
 -Banner SIS
-Semtek
-Regonline
Controller's Office
 -Oracle/PeopleSoft Financials
-Financial Records System (FRS)
-Hyperion
Controller's Office

 -FRS warehouse & reports
Controller's Office
  • Student Accounting
  • Loans
 -Banner SIS
Financial Aid
 -Banner SIS
-Banner SIS Web
Human Resources
 -Oracle/PeopleSoft Human Capital Management
-Human Resources System (HRS)
-HR Tool Kit
-Line Management
Registrar's Office
 -Banner SIS
-Banner SIS Web
-Degree Audit
-Resource 25
Telecommunications
 -Tru (server, CDR)
-Phone applications (91, bill printing, vendor payments, PIN cards, query viewer, etc.)
-UVM PHN (FoxPro)
Procurement Services; Accounts Payable; General Accounting; Controller’s Office; Grant and Contract Accounting
 -Oracle/PeopleSoft AP/PO, eProcurement and Expense
Sponsored Programs; Grants and Contracts
 -Oracle/PeopleSoft Grants, Projects, Contracts, General Ledger, Billing, and Accounts Receivable
Financial Analysis and Budgeting -Oracle/PeopleSoft General Ledger and Human Capital Management
Limited Programming  Support
Academic Support Programs: Learning Coop -Banner SIS
ACCESS -Banner SIS extract
Administrative and Facilities Services -Facilities Management (FAMIS)
Career Services -Banner SIS (placements)
Deans' offices,
Faculty
 -Banner SIS
-Banner SIS Web
Human Resources
 -Time reporting
Financial Analysis and Budgeting -Line Management System
-Oracle/PeopleSoft Enterprise Performance Management
Graduate Admissions, Graduate College
 -Banner SIS
Mastering the Maze
 -Registration system
Orientation -Banner SIS
-Banner SIS Web
Registrar
 -TELE
Risk Management, others
 -CASEY/ETRKS
Controller's Office
  • Office of International Education
 -Extract
Honors College
 -Banner SIS
Development & Alumni Relations
 -Banner SIS interface
Residential Life
 -Banner SIS interface
Student Health
 -Banner SIS interface
Database and Server Services
Oracle services: Banner, Data Warehouse, FAMIS, [ERP], others
 -Oracle database and DBA services
Administrative and Facilities Services, Graduate College, Human Resources, others
 -Document imaging and mnagement:EMC Documentum - Legato (AX)
Registrar
Facilities Scheduling
Conferences and Events
 -Room Scheduling: Resource 25, Schedule 25
Transportation and Parking
 -Oracle database and DBA services
Sponsored Programs
 -Oracle database and DBA services
-SPIRB (mainframe FOCUS)
Financial Analysis & Budgeting
 -Bullseye data
-mainframe FOCUS?
Affirmative Action
 -mainframe FOCUS


Secondary clientele are those who use the information systems AIS supports:


What are their KEY requirements and expectations of your services and operations? How do you know?
Key client requirements include:
  1. Data integrity, security, and availability
  2. System reliability
  3. Information systems that meet the functional and regulatory requirements of our partner departments, support increased administrative productivity, and that are up-to-date, usually through implementation of new vendor versions and fixes
General expectations identified by the Information Technology Planning Council, (2004) are listed under "Mission, Vision, and Goals" above. In addition, the Council (in its final report and in November, 2004 and March, 2005 presentations to the Board of Trustees), and respondents to its survey listed short-term and future information system requirements:
  1. Web Portal (18% of respondents)
  2. Create dynamic and easy-to-use business tools (forms, database tools, etc.)
  3. Maximize SIS/Banner functionality and integration with unit needs
  4. Establish single, “gold standard” data source of current and historical information and records
  5. Complete ERP (Enterprise Resource Planning) system implementation: human resources, financial systems, sponsored research, procurement and supply chain
  6. Digital records management framework
  7. Implement academic and student service applications which streamline processes
  8. Complete implementation of financial and enrollment modeling capabilities of Hyperion and other systems
Two of the ITPC's top ten action steps directly addressed administrative information systems (showing percentages of survey responses for each item):
  1. Enable, facilitate, and secure access to info systems (22.8%)
  2. Integrate web services into UVM functions (22.0%)

3) What are your KEY supplier, partner, student, and stakeholder relationships and communication mechanisms?


Supplier, Partner, Client, Stakeholder
 Relationship
 Communication Mechanism
Software vendors
 Purchase, implement, update information systems and database and utility software
  • Pre-sales
  • Sales negotiation
  • Technical support
  • Product feedback
Administrative departments
 Implement and support information systems
  • Direct contact
  • Email
  • Formal change management process
  • Listservs
  • IT Newsletter
Students
Faculty
Staff
 End-users of information systems
 Most communication takes place via the administrative departments responsible for the information systems being used
Database hosting clients
 Provide Oracle database storage and services
  • Direct contact
  • Email

Organizational Challenges


What are your KEY education and learning, operational, human resource and community related strategic challenges?


Learning:
  1. Technical mastery of new technologies, particularly vendor software implementation and interface changes
  2. Maintaining knowledge of "legacy" technologies while developing knowledge and skills needed for new systems
  3. Cross-training
Operational:
  1. Space (CATalyst-related office space; server space)
  2. System upgrade scheduling
  3. Business continuity and disaster recovery
Human Resource:
  1. Reintegration of Project CATalyst team; potential new positions
  2. Hiring employees with needed skill set
  3. Cross-coverage
  4. Ability to support information systems developed outside main client relationships, e.g. CASEY
Community:
  1. Resources not available for programming support beyond core administrative departments

Does your department use a system for performance improvement? If so, describe it.

  1. Solicit and welcome feedback from our direct client departments
  2. Self-service applications include help and feedback functions
  3. System technical performance is monitored and tuned

What are your KEY sources of comparative and competitive data from within your industry?

  1. EDUCAUSE Core Data
  2. Green Campus Computing Project
  3. Technology sections of college rankings

Does your department have a sustainability plan? If so, describe it.


Attachment G: Framework for developing a SWOT Analysis



A scan of our internal and external environment is an important part of the strategic planning process.

Internal factors that must be assessed are our strengths(S) and weaknesses (W) and the external factors are opportunities (O) and threats (T). These are referred to as a S.W.O.T. analysis.



Internal Assessment

1) Strengths. What are our resources and capabilities that can be used to serve our faculty, staff, students, alumni and public?

  1. Motivated, service-oriented, knowledgeable, and experienced personnel; high level of local, institutional knowledge
  2. Strong collaborative relationships with client administrative departments
  3. High-quality information systems, both in-house developed and purchased
  4. Talent to implement new information systems meeting University's strategic needs, e.g., portal
  5. Highly functional inter-system interfaces (service-oriented architecture)
  6. Support from other CIT units, particularly system administrators (TSG)
  7. Larger combined knowledge and skill set with reintegration of AIS and CATalyst teams

2) Weaknesses. What resources and/or capabilities do we lack that hinder our ability to serve our faculty, staff, students, alumni and public?

  1. Business continuity plan not implemented and tested (an institutional issue, with AIS playing a key role)
  2. Space (with return and addition of CATalyst-related positions)
  3. Capacity to provide programming and support services for information systems beyond current portfolio
  4. Student-related systems (Banner) are not built with the same level of ability to survive hardware, storage, network, and power failures as CATalyst systems
  5. Lack of common web portal impedes or complicates implementation and integration of student- and faculty-oriented services

External Assessment

1) Opportunities. What changes area occurring in technology, the economy, our customers (faculty, staff, students, alumni and public) politics, laws, ethics and society as a whole that would present an opportunity to us?

  1. Emergence of the Web as a standard client platform
  2. Increasing standardization, e.g., in support of single sign-on authentication and authorization
  3. AIS support is essential to improving University business processes
  4. Student experience with online commerce and learning facilitates design and implementation of online self-service administrative functions

2) Threats. What changes area occurring in technology, the economy, our customers (faculty, staff, students, alumni and public) politics, laws, ethics and society as a whole that would present threat to us?

  1. Constant emergence of new security threats, exploits, and potential for attacks against operating systems, databases, information systems, and web services
  2. Potential for unauthorized disclosure of private personal information or institutional data
  3. No control over vendors: acquisitions, pricing, updates, quality, support
  4. Legal and regulatory compliance is increasingly difficult and resource-intensive
  5. University must stay ahead of high student expectations for self-service administrative functions
  6. Better-resourced comparator and competitor schools may be perceived as doing a better job meeting student expectations for administrative systems