Purpose

Oklahoma City Community College is implementing a new student/administrative information system. Colleague is the name of the new system recently purchased from Datatel, Inc. It is expected that it will take about two years to make Colleague fully operational. Implementation of Colleague is an evolutionary process. As we gain expertise and confidence in the system, we will continually strive to incorporate more functionality and sophistication in the use of the software.

This plan provides an overview of the Colleague implementation project: its mission, goals, scope, approach, supporting organizational structure, administrative procedures, and timetable. Implementation activities are quickly unfolding and will involve most, if not all, employees at some point in the implementation process. This plan provides a context for these activities.

Implementing the Colleague system will be a challenging and exciting undertaking. It will require a new order of cooperation, effort, and organization of work. The payoffs for successfully completing this task are great. When completed, Colleague will provide us the capacity to work more efficiently and effectively and to incorporate current information technology that will take us into the 21^st Century. Most importantly, Colleague will enable us to significantly improve both quantitatively and qualitatively the support and services we provide our students, employees, and community.

Background

Impetus for Change

The administrative systems that the College currently uses for its core business applications were developed in the early 1970s (Finance system), mid 1970s (Student system), and early 1980s (Human Resources system). At the time, state of the art tools for mainframe-based application development were utilized. Although all of these systems have undergone extensive enhancement and modification since initial development the current system is unable to provide the support and services necessary for students, employees, and the community. The need for a new financial system is most critical, as the current one no longer provides some of the key budgetary functions central to the College’s operations. The current system does not provide integration between various functional areas. The interactions between various functional areas are sub-standard and others have yet to be integrated because of the system’s limitations.

History of and Participation in the Procurement Process

Much of the groundwork, which must precede the purchase of a new system, was completed during the 1999-2000 academic year e.g., review by constituent groups, establishing standards for the infrastructure, development of the bidding process and its evaluation protocols. Oklahoma City Community College moved to purchase a new system during the spring of 2000.

The following schedule outlines the events leading to approval of the Colleague purchase:

June of 1999 Request for Proposal reviewed and finalized

August of 1999 Request for Proposal sent out to bid

April of 2000 Vendor proposals evaluated (Datatel and SCT selected as finalists)

Project Team members participating in the evaluation process:

Dr. Barbara Vrana, Chief Information Officer

Ms. Sherry Hendrix, Information Technology Project Manager

Ms. Ruth Boone, Director of Human Resources

Ms. Gloria Cardenas-Barton, Dean of Admissions/Registrar

Ms. Mary Williams, Dean of Information Technology

Mr. John Richardson, Director of Computer Systems Development

Ms. Donna Nance, Director of Finance

April of 2000 Oklahoma City Community College’s Board of Regents approved the recommendation of Datatel, Inc.

Oklahoma City Community College Mission, Educational Philosophy, Vision, College Priorities and Areas of Focus

Mission

Oklahoma City Community College serves the people of central Oklahoma by providing educational opportunities, including certificates and associate degrees, business training, and continuing education programs. The College prepares community members to participate in an increasingly global society. With an emphasis on student success, the College is committed to making a significant and positive difference in the lives of individuals and in the community as a whole.

Educational Philosophy

As Oklahoma City’s community college, we promote student success through: open access to the College; quality in the learning environment; excellence in the faculty and staff; competency-based learning; comprehensive and innovative programs and services; cooperation in the development and improvement of programs and services; and holding students, employees, and programs accountable for high performance standards.

Vision

Oklahoma City Community College is known:

· For the success of its students. Student Success is achieved through strong educational programs and services in which students are provided opportunities and support in identifying and meeting their educational objectives.

· As a leader in implementing and using technology. Technology is innovatively incorporated into the curriculum, instructional delivery systems, and daily operations.

· As a major resource for community and economic development. The College has positioned itself to be recognized as the community’s greatest resource for human and economic development.

· As an important partner with public and private entities. Cooperation is seen as a way to enhance the resources available to students and faculty. Working in partnership with public and private organizations, the College provides quality education and services to an ever-growing and diverse student population.

· As a leader and model for other colleges in achieving exceptional enrollment, retention, and graduation rates.

College Priorities FY 1998 - FY 2002

The College is an integral part of the future of this community providing extraordinary educational and cultural opportunities to central Oklahoma. The College will be:

· The recognized leader in central Oklahoma for health technologies and pre-health professional programs.

· The premier center in central Oklahoma for developing skills in using high-tech communications systems and accessing worldwide information.

· Known for its quality educational programs that prepare and challenge Oklahomans to participate in an increasingly global society.

· The primary educational partner in economic development, brokering educational and training services throughout central Oklahoma.

FY 2001 AREAS OF FOCUS

Health Focus FY 2001

Oklahoma City Community College will continue to become the educational leader in health technologies and pre-health programs by: continuing to enhance current programs; developing and implementing new programs; and developing recruitment and marketing activities for special target populations.

Technology Focus FY 2001

Oklahoma City Community College will focus technology efforts in: the implementation of a new integrated information system; the use of technology for teaching and learning; and to provide programs that prepare the workforce for careers in technology.

Global Society Focus FY 2001

Oklahoma City Community College will continue to enhance its activities by:

increasing infusion of global focus into existing courses and programs to assist students in developing the broadened knowledge of and the skills necessary to succeed in a global society; establishing an International Studies program offering certificates and degrees; and establishing a World Language & Culture Center.

Economic Development Focus FY 2001

Oklahoma City Community College, through a centralized point-of-contact, will continue to expand it’s role as a broker of education and training, by providing programs, services, and activities that are responsive to current and future workforce needs.

Student Success Focus FY 2001

Oklahoma City Community College will enhance programs and services designed to improve the enrollment, retention and graduation rates of students.

Human Resource Development Focus FY 2001

Oklahoma City Community College will implement development plans for all College employees with an emphasis on technology training, faculty and staff development, and leadership and management development. The College will also continue efforts to maintain a wage and salary plan that emphasizes recognition of performance and competitive salaries and benefits.

Image/Marketing Focus FY 2001

Oklahoma City Community College’s image within the community as a resource for educational and training opportunities will be strengthened through programs and activities that target specific markets and enhance enrollment growth.

Datatel Project Mission and Goals

The mission of the Datatel project is to move the College to a highly integrated and effective information system that supports education, provides accuracy and ease of use, and is consistent with the College’s vision, priorities and FY 2001 areas of focus.

The project implementation goals are to:

Improve services to internal and external users.
Increase staff access to accurate, reliable, and timely data.
Investigate and improve all processes affected by the Datatel project.
Provide students with direct access to appropriate information.
Meet state and federal reporting requirements.
Enhance decision-making and planning capabilities.

We will succeed when we have converted from our current “legacy” software to the Datatel Colleague software. This will be demonstrated when:

Costs associated with the “legacy” system are eliminated.
All employees are educated about the capabilities of the Colleague system as it relates to their jobs.
All employees can perform their job responsibilities using the Colleague system.
We can track a student’s academic and financial records from first contact through their lifelong learning process.
We have the mechanisms in place to continually enhance and improve the system.
Students can access their academic and financial records through the Internet.

Each of the following systems is fully operational:

Financial system
Student Information system
Human Resources system

All state and federal performance requirements can be met with the Colleague system.
Colleague provides the data needed for institutional effectiveness measures.

We will achieve these outcomes through:

Campus-wide teamwork
Effective communication
Customer focus
Training
Process evaluation
Commitment to the success of the project
Organizational flexibility
Timely planning and decision-making

Project Scope

To provide information technology that supports all administrative units with appropriate databases, information and analytic functions. The Colleague implementation project is the orderly and timely conversion of Oklahoma City Community College’s entire administrative information system. To the extent possible and as appropriate, processes currently performed manually will be automated and integrated into Colleague, as will adjunct databases that are needed to conduct college business e.g., facilities, demographic, and research files. The Project Team and its various work teams will use this implementation plan and related reference materials provided by Datatel to guide the College through the implementation process.

Implementation Approach

Opportunities and Challenges

The Colleague application will allow Oklahoma City Community College to leverage an already cutting edge infrastructure, using our networks to their best advantage by supporting a fully integrated enterprise application. A thoughtful, well-planned implementation will transform our institutional culture to function effectively in a user-centric environment. The advantages of implementing this system include a newly empowered user community, state-of-the-art web capabilities, more flexible reporting, increased productivity, and access to online, real time data.

No one should underestimate the scope, range, and scale involved in implementing this system. Every College employee will be involved, some extensively. Normal business operations must continue while staff attends substantial training and planning sessions. Our legacy system will remain operational during implementation, which will cause a significant increase in the workload of the employees who use these systems, and the software and hardware technicians who maintain it.

Training will be critical as we implement new software, hardware, processes and systems, and all College personnel should realize that this training is required.

Perhaps even more importantly, the College will shift its paradigm in each workgroup as it re-examines how work will be done, when it will be done, where it will be done, and who will do it. There will be process improvement teams forming to conduct an analysis and re-design of business processes.

It may appear that this new system is about new technologies. Technology is the tool of change, however the people of Oklahoma City Community College and their processes will be the focal point of this implementation. Because of the scope of the changes ahead, Executive Council will take an active leadership role during implementation. This commitment includes making implementation and all of its aspects a priority.

There will be a moratorium on enhancements and modifications to the existing legacy system.

Project Phases

The Datatel software implementation is divided into four major project phases with the preparation phase being a one-time initial phase:

Preparation Phase
Phase I- planning
Phase II- decision-making
Phase III- testing
Phase IV- customizing

The phased approach is a way of structuring the work and associating a time frame to the tasks that are critical to the College. Each module or related modules for a department will go through each phase. For example, the Financial System could be in the implementation of Phase III, the Human Resource System could be in Phase II and the Student Information System could be in Phase I all overlaying each other.

Timing

From module training until the live date, approximately 40 percent of the time is planned for phase I, 40 percent for phase II, and 20 percent for phase III. Phase IV, customization will not go into effect until all systems have been live for one year or unless special circumstances exist and exceptions have been approved by the Project Team.

Preparation Phase

Whereas phases I, II, III, and IV happen for each module implemented, the preparation phase takes place before implementing the software. It constitutes planning and site preparation.

Phase I: This step is the planning, analysis, and learning phase. As a general rule, it includes tasks performed in the Education account.

Phase II: This is the decision-making phase. Up to this point the site has been learning the software and making preliminary decision. During this phase, they will formalize these decisions. Tasks are performed in the Test account.

Phase III: This last development is the “going live” phase. At this point, final decisions and programs made in the prior test environment become integrated into and drive on-going operations.

Phase IV: As users gain experience and knowledge of the Colleague system, they will come to have many suggestions for customizing the system to achieve new levels of efficiency and student/employee support. In Phase IV, customization will take place as resources, schedules, priorities permit and after all systems have been live for one year. EXCEPTIONS TO CUSTOMIZATION WILL ONLY BE PERMITTED BY SPECIAL REQUEST IN WRITING TO THE PROJECT TEAM.

Each phase regards the structuring of the work required to implement a particular software system (finance) or module (accounts payable) and the referencing of critical tasks to project time lines. Every attempt to implement some aspect of the Colleague system will eventually involve each of the four phases.

It is expected that these implementation efforts will yield more efficient, streamlined processes, which change the task and responsibilities of employees involved in the old and new processes. Employee roles and responsibilities may be changed and enhanced throughout the project but will occur most intensely during the earlier planning phases. Colleague will enable us to more efficiently and effectively serve students, employees, and the community.

Timeline Targets

The Project Team has established a timetable for starting and completing implementation of the Colleague systems:

Date	Action
August 2000	Sign Contract
August 2000	Implementation Planning Meeting on Campus
September 2000	Install Software
September 2000	Complete OKCCC’s Datatel Project Guidebook
September 2000	College-Wide Kickoff
October 2000	Begin Technical Training
July 2001	“Go Live” with the Finance System*
January 2002	“Go Live” with the Human Resources System*
July 2002	“Go Live” with the Student Information System*

*Each system is comprised of several modules, which will have their own individual “Go Live” dates prior to the “Go Live” date for the overall system.

Factors weighted in the scheduling process include:

· Customer service considerations

· Fiscal and calendar year constraints

· System integration considerations

· State and federal reporting requirements

· Datatel recommendations

· Hardware and software installation requirements

· Training needs

· Departmental work loads

Teams, Responsibilities and Roles

As indicated in Figure 1, the Datatel/Colleague Implementation Project organization consists of the Project Team and four Application Teams addressing different functional areas, with each Application Team having a set of work groups or Module Teams to attend to specific responsibilities or unit needs.

As required, ad hoc cross-functional task groups will be formed to complete specific sub-projects.

Figure 1 provides an overview of how the project will be structured and the team leaders who will help implement their respective system applications. Addendums A and B list the names of employees who will constitute the various implementation teams.

FIGURE 1

Team Structure

*Team Leader

Project Team and Responsibilities

The Project Team is the team guiding the Colleague implementation project. This team will make final decisions, break logjams, and help coordinate project plans and schedules. In the event that differences arise and attempts to find a common ground are not reached, the Project Team resolves to take the matter to Executive Council. The College on-campus Project Manager will chair the Project Team:

Project Leader Gary Lombard, Vice President for Special Projects

Project Manager Sherry Hendrix, Information Technology Project Manager

Team Leaders Ms. Ruth Boone, Director of Human Resources

Ms. Gloria Cardenas-Barton, Dean of Admissions/Registrar

Ms. Donna Nance, Director of Finance

Mr. John Richardson, Director of Computer Systems Development

Other Members Ms. Mary Williams, Dean of Information Technology

Dr. John Barker, Director of Research

Mr. Bob Jenkins, Consultant to the Board of Regents

Dr. Keith Pratt, Datatel Project Manager

Overall responsibilities of the Project Team is to:

· Provide Application and Module Teams with project direction and structure

· Identify and provide guidelines needed by teams to fulfill their missions

· Promote project achievement and results

· Monitor project pace toward milestones

· Critically assess accomplishments and anticipate coming needs

· Adjust composition of teams

· Communicate policy

· Communicate implementation project progress

· Schedule and enjoy success celebrations

· Determine core shared codes

Application and Module Teams and Responsibilities

The Application and Module Teams are responsible for interfacing and converting their area of responsibility to the new system. Among other things, their responsibilities are to:

· Make shared decisions within their application area

· Identify module level team tasks

· Support cross module learning within and between offices

· Document calendar events critical to implementation

· Build a departmental procedure manual

· Recommend interdepartmental reporting needs

· Build and test conversion plan

· Provide scheduled status reports to application team leader

· Inform the Project Team if deadlines cannot be kept

· Propose recommendations to the Project Team on changes to the College’s policy and procedure

· Produce their product on time

Project Leader Role

Vice President for Special Projects, Gary Lombard

This position provides leadership for the entire project implementation efforts. The main role of the Project Leader is to provide a global viewpoint, to lead project activities with executive involvement, to ask the right questions, and to assign the appropriate resources to an implementation team or administrative unit so that they can determine how to best implement the software.

Project Manager Role

Information Technology Project Manager, Sherry Hendrix

The on-site Project Manager works closely with Datatel employees, the Project Leader, all the implementation teams and technical staff. Additionally, she will work with the teams to coordinate project activities, set priorities, schedule tasks, anticipate and mitigate conflicts, ensure timely progress toward full implementation and to maintain clear communication among all departments.

Application Team Leaders Role

The Application Team Leader is to lead, motivate, organize and facilitate the functioning of his or her team. Each team leader will serve as a liaison and member of the Project Team. S/he will seek out expertise as identified by the team to work toward the goal of the implementing their portion of the Colleague system.

Responsibilities include:

· Helping team members in identifying and meeting college goals with the use of the new software

· Structuring meetings with agenda

· Maintaining minutes of all application meetings

· Maintaining the team effort on focus of the meeting objectives

· Coordinating interoffice decisions on functional use, code decisions, reporting analysis, data conversion, policies, and standards within the application area of the institution

· Documenting customization needs as they are identified for future review

· Enabling all team members to participate

· Integrating disparate points of view

· Resolving conflicts that arise

· Effecting consensus

· Defining the next steps for future meetings in relation to agreed upon goal

Module Team Power User Role

This role leads the implementation decisions made within a single user office. The individual will be the manager or a designated staff person who can make or coordinate key decisions. Team members will be identified initially by the particular team with which they are affiliated. As the implementation process unfolds, the implementation team structure may need to be modified.

Responsibilities include leading the office through the implementation process, representing and articulating the office’s needs/expectations from the new system, and coordinating with Technical Services throughout the implementation process. This person will be the departmental representative at the training class and will need to understand fully the applications software, code files, parameters, and data files for their areas. They will become a strong user of the query language and will produce many of the reports the office regularly needs. In addition, they are responsible for building a departmental procedure manual during the implementation process. This position reports to or is the manager of the user area and during the implementation will also work closely with the Application Team Leader and the liaison representing the department at the internal user group meeting and serve as the user liaison between Technical Services and the end-user office.

Team Decision-Making

Each team is empowered to make decisions that affect only their area of responsibility. Decisions that affect more than one team must be made with the involvement of all affected teams. Any decision that impacts College policy or would extend the project time line must be reviewed by the Project Team. It will be expected that the issues on the agenda will be adequately discussed and all members encouraged to express their viewpoint. While it is desirous that a consensus be reached, simple two-thirds of those present would be considered adequate to carry the vote. In the event that differences arise and attempts to find a common ground are not reached, the Project Team resolves to take the matter to Executive Council.

Listed below by functional areas are the main modules to be undertaken:

Student Information System Modules

Academic Records Degree Audit

Accounts Receivable Faculty Information

Campus Organizations Financial Aid

Cash Receipts Recruitment/Admissions

Communications Managements Registration

Curriculum Management External Interfaces

Financial System Modules

Accounts Payable

Budget Management

Fixed Assets

General Ledger

Inventory

Physical Plant

Purchasing

External Interfaces

Human Resource System Modules

Personnel

Payroll

Position Management

External Interfaces

In addition, the Technical Team will provide an array of technical services pertaining to:

Hardware and software installation

Infrastructure

Security

System Performance

Tools

Database Management

Legacy System Transition

Data Conversion

Datatel will provide documents to each team to guide their implementation efforts.

See Addendum C for schematics showing relationship between different application systems.

Conversion Plan

Data conversion is a partnership involving end users, implementation teams, and Information Technology staff. Files will be converted from legacy systems and loaded on the Colleague test system. Users will have an opportunity to examine, validate and correct the data before it is moved to the live system.

Converting from current systems to the Colleague system will involve both a manual and programmatic process. A manual conversion requires that all data in the selected file be re-entered into the Colleague system. A programmatic conversion requires Information Technology or Datatel to write a conversion program that converts the data in the selected file directly to the Colleague system.

Large files, such as student name and address files typically warrant a programmatic solution. However, large files that have duplicate or inaccurate data requiring a big “clean-up“ effort are best converted manually from the beginning as programmatic conversions often do not handle exceptions very well. Small files are almost always converted manually. With these files, it is more time consuming to develop a program to convert them than to re-enter them manually. The manual or programmatic conversion decision will be done on a file-by-file basis taking into consideration several factors including data redundancy and accuracy, staff time and cost.

Training/Practice Plan

Training is key to ensuring that the new system is used properly and with confidence. The College has contracted with Datatel to provide training to the Project Team, Application Teams and end-users. For some employees, the training will include cross-functional instruction.

Training will be provided in a “team teaching” format by both a functional supervisor and a Datatel representative. Employees will receive “hands on” practice on a test system available over the network and designed to look and perform like the system we will actually use.

Prior to system implementation, employees will be given the opportunity to test their knowledge on these practice modules. Additional training will be provided as necessary.

Some technical training (system programming and database administration) for the technical staff will take place at one of Datatel’s facilities.

Testing software to ensure that it has been configured properly and functions according to our needs is a critical quality assurance step and will be heavily emphasized during the later stages of implementation. The users of the system, not the technical staff, will be responsible for testing all the scenarios that occur on a frequent or infrequent basis as a result of their daily work. The technical staff will be available as a resource to assist users in the implementation process.

The Project Team may need to form a “Training Team” to deal with end-user training issues that arise.

Communication Protocol

To ensure effective project coordination and the diffusion of information, all formal communication between the Project Team and Application Teams will adhere to the following protocol:

All formal communication between the Project, Application and Module Teams will go through the designated leaders or their designees.

All formal communication with Datatel will go through the Datatel Project Manager and the on-site Project Manager.

The Project Leader will report regularly to the Executive Council and the Project Manager Consultant will report to the Board of Regents on a monthly basis.

The Project and Application Teams will keep their own agendas and minutes in common format, with the minutes reflecting the decisions made, issues raised or action items needing to be taken.

Minutes from the Application Teams are to be sent to the Project Manager on a regular basis.

A Communication Team may be constituted. Responsibilities will be to develop a mechanism for informing the College community of project developments and progress. This will include usage of existing newsletters and network programs.

The Communication Team will put on our network or on a web site all materials generated by the implementation process, the minutes of meetings, newsletters, graphics, timeliness, representatives list, etc.

A project intranet site will be established for all employees to reference. The URL for this site is:

http://employee.okc.cc.ok.us/vision

Employees for whom it is impossible to access the intranet site will be kept informed by their supervisors.

Each team is responsible for keeping appropriate documentation of new processes and any changes to these. When appropriate, process mapping will be used to identify key positions and steps for each process. Individuals directly involved in the processes will be called upon to provide information as the processes are mapped.

The Project Team with the leadership of the on-site Project Manager is responsible for developing and keeping current project implementation time lines. Each Application Team is responsible for delivering its product on time, and if not able to do so, the Application Team Leader will inform the on-site Project Manager.

Administrative Guidelines

The current software system will not be modified unless one of the following occurs:

A significant software error is identified; or
A system change is required in order to comply with a mandate by an external agency.

Oklahoma City Community College will maintain the current system with minimal support until Datatel’s Colleague is fully implemented. Security will ensure that employees have access to data elements needed to perform their jobs.

Datatel software will be installed in its original form throughout the implementation period as defined in this document. This means that no changes, including custom programming, will be performed unless it is an essential business function and approved by the Project Team.

Custom programming does not include creating calculated fields generated at reporting time, developing a query report, or developing unique forms for purchase orders, checks, transcripts, etc. Each of these tasks is essential to operations and will be performed during implementation as necessary.

The purpose of these guidelines is to ensure that both users and the technical staff have enough knowledge and experience with the Colleague system to make intelligent changes that do not have adverse effects. Once this knowledge and experience is obtained, users will no doubt have many suggestions for customizing the system to achieve news levels of efficiency and student/employee support. As mentioned earlier, Phase IV of the implementation process will take up customization needs as resources, schedules, and priorities permit and after all systems are live for one year. In preparation for this last phase, implementation teams and work groups are to document customization needs as they are identified during the implementation process.

The implementation process at one point or another will affect all employees. The insight and expertise of every employee is needed in order to make this a successful undertaking.

Our investment of many years on the path toward quality, and our experience in process improvement, provide an excellent foundation for this journey.

ADDENDUM A

Application Teams

and

Members

Student Information System

Application Team

TEAM: Student Info. System
LEADER: Gloria Cardenas Barton
Application Team
Member	Title	Department
Gloria Cardenas Barton	Dean of Admissions/Registrar	Admissions and Records
Laura Weaver	Director of Admissions/Assistant Registrar	Admissions and Records
Mary Williams	Dean of Information Technology	Division of Information Technology
Harold Case	Dean of Student Financial Aid Services	Student Financial Aid Center
Alan Stringfellow	Coordinator of Information Technology and Registration Services	Admissions and Records
Donna Nance	Director of Finance	Budget and Management Services
George Maxwell	Student Development Counselor	Student Development
Mary Johnson	Director of Student Relations	Vice President for Student Services
Pat Barker	Faculty Association President	Division of Social Science

Human Resources System

Application Team

TEAM: Human Resources
LEADER: Ruth H. Boone
Application Team
Member	Title	Department

Ruth H. Boone	Director of Human Resources	Human Resources
Donna Nance	Director of Finance	Finance
Francine West	Payroll Bookkeeper	Finance
Linda McMurtry	Assistant Director of Finance	Finance
Charlotte Baird	Accounting/Budget Systems Coordinator	Finance
Carolyn Rouillard	Senior Human Resources Specialist	Human Resources
Linda Schulenberg	Human Resources Representative	Human Resources
Kathy Bailey	Human Resources Representative	Human Resources

Finance System

Application Team

TEAM: Finance
LEADER: Donna S. Nance
Application Team
Member	Title	Department
Linda McMurtry	Assistant Director of Finance	Finance
Charlotte Baird	Budget Systems Coordinator	Finance
Carol Walck	Purchasing Supervisor	Purchasing
Anna Webb	Accounts Payable Supervisor	Accounts Payable
JB Messer	Assistant Director of Physical Plant	Physical Plant
Ruth Boone	Director of Human Resources	Human Resources

Technical Team

TEAM: Technical
LEADER: John Richardson
Technical Team
Member	Title	Department
John Richardson	Director of Computer Systems Development	Computer Systems Development
Dorene Campbell	Lead Computer Operator	Information Processing Services
Janice Pearsall	Programmer/Analyst	Computer Systems Development
Kathy Stouder	Computer Operator	Information Processing Services
Ted Lemser	Database Administrator	Computer Systems Development
Connie Drummond	Programmer/Analyst	Computer Systems Development
Gaby Brooks	Programmer/Analyst	Computer Systems Development
Denny Myers	TCP/IP Applications Specialist	Computer Systems Development
Bill Hodgson	Computer Operator	Information Processing Services
Charlene Wilson	Data Entry Operator	Information Processing Services
Lisa Davis	Director of Technology Support Services	Network Administration and Microcomputer Technology Support
David Anderson	Hardware/Software Specialist	Information Technology

ADDENDUM B

Module Teams

for

Finance System

Human Resource System

Student Information System

Finance Module Team

TEAM: Finance
LEADER: Linda McMurtry
MODULE: Purchasing/Accounts Payable/Fixed Assets
Member	Title	Department

Carol Walck	Purchasing Supervisor	Purchasing
Anna Webb	Accounts Payable Supervisor	Finance
Steve Duncan	Material Control Supervisor	Physical Plant
Charlotte Baird	Budget Systems Coordinator	Finance
Sharen Hall	Administrative Assistant to the Director of Finance	Finance
Donna Nance	Director of Finance	Finance

Finance Module Team

TEAM: Finance
LEADER: Donna S. Nance
MODULE: Budget
Member	Title	Department

Linda McMurtry	Assistant Director of Finance	Finance
Ruth Boone	Director of Human Resources	Human Resources
Charlotte Baird	Budget Systems Coordinator	Finance
Brandi Richardson	Administrative Assistant to the VP of Business and Finance	VP for Business and Finance

Finance Module Team

TEAM: Finance
LEADER: Charlotte Baird
MODULE: General Ledger
Member	Title	Department

August of 1999 Request for Proposal sent out to bid

Mary Johnson