Datatel Implementation Approach Document
For
Temple College
February 2001
Table of Contents
Purpose......................................................................................................................... 1
Background ................................................................................................................. 1
Impetus for Change ..................................................................................................... 1
History of and Participation in the Procurement Process ........................................... 1
Temple College Purpose Statement and Value Statements .................................... 2
Purpose Statement ......................................................................................................... 2
Datatel Project Mission and Goals ............................................................................ 4
Project Scope .............................................................................................................. 4
Implementation Approach ......................................................................................... 5
Opportunities and Challenges ..................................................................................... 5
Project Phases ............................................................................................................. 5
Timing ......................................................................................................................... 5
Preparation Phase ........................................................................................................ 5
Timeline Targets ......................................................................................................... 6
Teams, Responsibilities and Roles ............................................................................. 7
FIGURE 1 .................................................................................................................... 8
Application and Module Teams and Responsibilities ............................................. 9
Project Leader Role .................................................................................................. 10
Project Manager Role ............................................................................................... 10
Application Team Leaders Role .............................................................................. 10
Team Decision-Making ............................................................................................. 11
Student System Modules........................................................................................... 11
Financial System Modules ........................................................................................ 11
Human Resource System Modules ........................................................................... 11
Conversion Plan ........................................................................................................ 12
Training/Practice Plan.............................................................................................. 12
Communication Protocol................................................................................................ 13
ADDENDUM A ............................................................................................................... 16
ADDENDUM B ............................................................................................................... 21
Table of Contents
Purpose
Temple 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 21st 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 software system Temple College currently uses for its student services and
administrative record keeping has been developed and maintained by the current Information
Services staff. The components have served the college well for many years. In 1999-2000,
Temple College initiated an Alternative Self-Study for the Southern Association of Colleges and
Schools reaccredidation process. All three Student Services subcommittees (On-campus, Offcampus Centers, and Distance Education) recommended changes in and additions to the
administrative software to better serve our students in the future. These subcommittee
recommendations; the advancements in commercial, integrated administrative software for
colleges; the increasing demands of faculty, staff, and students for more integration of
components; and demands of faculty and staff for more participation in various areas of recordkeeping and access to data—all of these concerns have necessitated that Temple College move to
a commercial software package which will meet its needs in the 21st Century.
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 2000 academic year; e.g., review by constituent groups, establishing standards for the
infrastructure, development of the bidding process and its evaluation protocols. Temple College
moved to purchase a new system during the fall of 2000.
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The following schedule outlines the events leading to approval of the Colleague purchase:
July 1999 - Research of available software packages and a survey of what other Texas
2-year colleges are using.
September 1999 - Evaluation of present software for continued use.
January 2000 - Recommendation to the President’s Council to form a software search
committee. Committee membership is as follows:
Gary Jackson, Co-Chair
Alan Lytle
Randy Baca
Angela Balch
Lanette Wigginton
Cameron Neal
Kathy Fulton
Wayne Criswell, Co-Chair
Barbara Rubino
Jeffery Ballom
Suzanne Prcin
Pat Smith
Wilma Easley
Jo Ann Davis/Gracie Conner
February – May 2000 - Committee meetings held to discuss needs of the college and to
identify vendors to be considered.
May – July 2000 - The following vendors were invited to campus to do a formal
presentation of their product:
Campus America (POISE)
Datatel (Colleague)
CARS
Bi-Tech/SRN
SCT
August – September 2000 - The committee visited colleges that used the above packages
to get “real user” opinions.
October 2000 - The committee met and discussed the above software packages along
with the present software system, took a vote, and determined that the number one choice
was Datatel.
November 2000 - Negotiated with Datatel to reach a potential contract to obtain all
needed software modules, training, and hardware.
Temple College Purpose Statement and Value Statements
Purpose Statement
Temple College is a public community college, founded in 1926 through the joint efforts of
civic, business, and educational leaders. The mission of Temple College is to serve the founders’
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vision by meeting the needs of individual students and area communities and businesses through
quality educational programs and services that prepare our diverse population to enter an everchanging global society.
Value Statements
Temple College continuously assesses its programs and services and utilizes the results for
ongoing excellence in education, leadership, and innovation.
Learning Environment-- Temple College pledges to provide a stimulating, compassionate,
supportive educational environment that encompasses the entire community. The College offers
a variety of opportunities to all Central Texas citizens through academic transfer, technical
programs, continuing education, and adult education. The College recognizes the need for
physical education and provides opportunities through physical education classes, recreational
sports, and intercollegiate athletics. To achieve the desired educational goals, Temple College
will provide a safe, comfortable learning environment.
Quality Access--Temple College provides access to educational opportunities to create a diverse
student population regardless of race, color, gender, religion, or disability. The College informs
the citizens in its service area of the educational opportunities available to them at the campus, at
off-campus sites, and through distance-learning methods. Operating with an Open Door
admission policy, the College takes the responsibility of providing courses for the under served,
and for those who lack the academic skills to succeed at the college level.
Student Development--Temple College provides services to help students succeed in choosing
and achieving their career and educational goals. The College also designs activities to help
students develop leadership potential and pursue special interests.
Economic and Workforce Development--Temple College strives to improve the prosperity of our
region through partnerships with business and industry, government, and community
organizations. The College strives to supply Central Texas with a skilled, educated workforce by
providing programs for individuals who wish to enrich their lives or to enhance existing
knowledge and skills to meet new job demands. Temple College is a critical link for promoting
life-long learning.
Community Partnerships--Temple College serves as a catalyst for cultural, artistic, intellectual,
and physical activities to enrich the lives of Central Texans through its humanities, fine arts and
athletic programs.
Technology--Temple College endeavors to offer the latest technology to help students and
instructors attain their educational goals by providing modern learning resources, tools, and
technology.
Stewardship--Temple College believes the most important resource of the College is its people
who are an integral component of a supportive collegial work environment which rewards
excellence. The College is aware that the community has entrusted it with resources and strives
to return that trust by assuring maximum benefit for the community.
Temple College is committed to excellence in helping students reach their full potential by
developing their academic competencies, critical thinking skills, communication proficiency,
civic responsibility, and global awareness. As a leader in education, the College is proud of its
mission of challenging the human mind to explore new ideas and seek new opportunities.
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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 administrative goals as set out in institutional goals
(2000-2001) statement.
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:
o Financial system
o Student System
o 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 decisionmaking
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 Temple College’s entire administrative information system. To
the extent possible and as appropriate, processes currently performed manually will be
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automated and integrated into Colleague, as will adjunct databases that are needed to conduct
college business e.g., facilities, demographic, and research files. The Datatel Steering
Committee 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
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 reexamines 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 Temple College and their processes will be the focal point of this
implementation. Because of the scope of the changes ahead, the Datatel Steering Committee 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-to-live
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 I, the
Human Resource System could be in Phase II and the Student System could be in Phase III 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.
Preparation Phase
Whereas phases I, II, and III happen for each module implemented, the preparation phase takes
place before implementing the software. It constitutes planning and site preparation.
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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 decisions. During this phase, they will formalize these
decisions. Tasks are performed in the Test account.
Phase III: This 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.
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 three 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 Datatel Steering Committee has established a timetable for starting and completing
implementation of the Colleague systems:
Date
Action
December 2000
Sign Contract
January 2001
Implementation Planning Meeting on Campus
February 2001
Install Software
February 2001
Complete Temple College Approach Document
February 2001
College-Wide Kickoff
February 2001
Begin Technical Training
September 2001
“Go Live” with the Finance System*
January 2002
“Go Live” with the Human Resources System*
July 2002
“Go Live” with the Student 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
 Academic Calendar considerations
 System integration considerations
 State and federal reporting requirements
 Datatel recommendations
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


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 Datatel Steering Committee 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
as well as sub groups within the application teams. Additional employees may be asked to work
with teams on specific issues as needed.
Figure 1 provides an overview of how the project will be structured and the team leaders who
will help implement their respective system applications. Addendum A lists the names of
employees who will constitute the various implementation teams.
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FIGURE 1
Team Structure
Integrated Information System
Organizational Structure
Datatel Steering Committee /(Core Team)
Application Team
FINANCE SYSTEM
Danette Toone Team Leader
Module Teams
Application Team
Application Team
HUMAN RESOURCES SYSTEM STUDENT INFORMATION SYSTEM
Randy Baca Team Leader
Angela Balch Team Leader
Module Teams
TECHNICAL TEAM
Alan Lytle Team Leader
Module Teams
** The Steering Committee will also act as the Core Team and will be charged with making
decisions that will affect the entire college as well as ensuring data standards are developed and
enforced during both the initial implementation and in the future.
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Datatel Steering Committee and Responsibilities
The Datatel Steering Committee 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
Datatel Steering Committee resolves to take the matter to President’s Council. The College oncampus Project Manager will chair the Datatel Steering Committee:
Project Leader
Project Manager
Team Leaders
Other Members
Mr. Gary Jackson, Division Director of Information Services
Mr. Donnie Carpenter, Project Manager
Mr. Randy Baca, Division Director of Resource Management
Ms. Angela Balch, Division Director of Enrollment Management
Mr. Alan Lytle, Assistant Director of Information Services
Ms. Danette Toone, Assoc. Vice President of Advancement, Business and
Community Education
Mr. Wayne Criswell, Vice President of Administrative Services
Ms. Wilma Easley, Coordinator of Research
Dr. Gwen Hauk, Vice President of Educational Services
Mr. Ray Lanford, English Instructor
Ms. Barbara Rubino, Director of Accounting
Overall responsibilities of the Datatel Steering Committee 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
Recommended interdepartmental reporting needs
Build and test conversion plan
Provide scheduled status reports to application team leader
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


Inform the Datatel Steering Committee if deadlines cannot be kept
Propose recommendations to the Datatel Steering Committee on changes to the College’s
policy and procedure
Produce their product on time
Project Leader Role
Gary Jackson, Division Director of Information Services
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 appropriate resources to an implementation
team or administrative unit so that they can determine how to best implement the software. The
Project Leader will provide bi-weekly updates to the President’s Council.
Project Manager Role
Donnie Carpenter, Datatel Project Manager
The on-site Project Manager works closely with Datatel employees, the Project Leader, all the
implementation teams and technical staff. Additionally, he 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. The Project Manager will be responsible for providing the Board of Trustees
with a monthly update of the project.
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 Datatel Steering
Committee. S/he will seek out expertise as identified by the team to work toward the goal of
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
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


Effecting consensus
Defining the next steps for future meetings in relation to agreed upon goal
Providing meeting agenda and minutes to the Project Manager
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 Datatel Steering Committee. 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 Datatel Steering Committee resolves to take the matter to President’s
Council.
Listed below by functional areas are the main modules to be undertaken:
Student 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
Accounts Payable
Budget Management
Fixed Assets
General Ledger
Financial System Modules
Inventory
Physical Plant
Purchasing
External Interfaces
Human Resource System Modules
Personnel
Payroll
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.
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Conversion Plan
The conversion plan will consist of both manual and electronic conversion of the current legacy
system information. Only the information considered relevant and accurate will be exported to
the new system. Conversion tables will be created to allow for the changes in field values.
These will also be necessary to continue the interface between the current systems during the
phased installation.
The conversion tables will be created in Microsoft Access to allow exporting as a fixed length
text file to the legacy system. The information from the legacy system will be exported in fixed
length text files using FTP to communicate between the two hardware systems. Some duplicate
entry will be required during the phased implementation to allow the interfaces to function.
An analysis of historical data will be made to determine how much should be converted to the
new system. Once the legacy system has been completely converted and the new system is live,
historical data will not be available unless the legacy hardware/software is left installed.
Since the current financial system on the legacy system is kept on a yearly basis the only
probable conversion will be the chart of accounts. The number of outstanding purchase orders
will determine the need for their conversion. The payroll and human resource systems should be
converted after some cleanup is done on the legacy system to remove obsolete personnel
information. A majority of the student system will be converted. A major effort will be required
to change all existing information to the new codes/formats. The tables mentioned above will be
extremely critical in the conversion of the student information. It may be desirable to establish a
conversion account on the new system to allow for testing conversions without impacting the test
account.
Several areas will be addressed for interfaces during the conversion process. These include but
are not limited to:
 Account numbers in both the legacy system and the new system for employee and student
payroll to facilitate the automatic journal entries generated by the current legacy system.
 Account numbers in both the legacy system and the new system for Financial Aid
adjustments to facilitate the automatic journal entries generated by the current legacy
system.
 Entry of total tuition and fees collected from the legacy system into the legacy general
ledger to facilitate the accurate reporting of the amounts to be posted from the legacy
system to the new system.
 Entry of new faculty in both the legacy system and the new system to facilitate the
verification on the legacy system during creation of the schedule of classes.
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 Datatel Steering Committee and
Application Teams.
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Decision Maker Training will be provided in a “team teaching” format by 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 during the
“testing” phase.
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 Datatel Steering Committee 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 Datatel Steering Committee 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.
The Project Leader and/or the Project Manager will report monthly to the President’s Council
and the Project Manager will report to the Board of Trustees 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.
(See Addendum C, Sample Agenda and Minutes template.)
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.
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The Communication Team will put on our network and/or web site information about the
implementation process, newsletters, graphics, timeliness, representatives list, etc.
A project intranet site may be established for all employees to reference.
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 Datatel Steering Committee 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.
Travel and Training Guidelines
Expenditures related to and incurred because of the Datatel Colleague software/hardware
implementation will be paid or reimbursed according to the following guidelines:
Expenditures under Datatel contract - All costs incurred as a result of the initial purchase
contract with Datatel will be paid according to contract terms with the approval of the project
manager and the Director of IS. Appropriate expense documentation for Datatel employee travel
cost shall be provided with payment request.
Expenditures of College Departments - Expenditures that are directly related to the
implementation of the software system will be charged to a separate budget account and
capitalized as part of the start-up cost of the system. Purchasing of these items, including travel
will be consistent with normal departmental policies and procedures as set out in the Personnel
Manual and Purchasing Department guidelines. All expenditure requisitions, travel requests,
check requests must have prior approval of the project manager and the Director of IS.
Ongoing Operation Expenses - Any expenditure for ongoing expenditures, e.g., new personnel
must be requested through the regular budget process. Major equipment changes at the
departmental level would also follow this procedure.
Administrative Guidelines
The current software system will not be modified unless one of the following occurs:

A significant software error is identified; or
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
A system change is required in order to comply with a regulatory mandate by an external
agency.
Temple 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/or compliance with a regulatory
mandate is in jeopardy. Any custom programming performed will require approval by the
Datatel Steering Committee.
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 new 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.
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ADDENDUM A
Datatel Steering Committee/Core Team Members
Member
Gary Jackson
Donnie Carpenter
Randy Baca
Angela Balch
Danette Toone
Dr. Gwen Hauk
Barbara Rubino
Wayne Criswell
Wilma Easley
Ray Lanford
Alan Lytle
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Title
Division Director
Datatel Project Manager
Division Director
Division Director
Associate Vice President
Vice President
Director
Vice President
Coordinator
Instructor/Coordinator
Assistant Director
Department
Information Services
Information Services
Human Resources
Admissions and Records
ABC
Educational Services
Accounting
Administrative Services
Institutional Research
Distance Ed./English
Information Services
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Application Teams
and
Members
Student System
Angela Balch, Leader
Application Team
Member
Angela Balch
Gracie Conner
Title
Division Director of Enrollment
Management
Director
Ruth Bridges
Jeffrey Ballom
Lanette Wigginton
Dianne McClure
Dr. Gwen Hauk
Anjanette Mesecke
Nancy Rhudy
Shirley Franklin
Danette Toone
Dawn Ditto
Vicki Hanaway
Carmen Porter
Patricia Elliot
Anna Machalek
Ray Lanford
Assistant Director
Director
Director
Coordinator
Vice President
Assistant to the Vice President
Auxiliary Services Assistant
Administrative Assistant
Associate Vice President
Admissions Specialist
Admissions Specialist
Admissions Specialist
Director
Coordinator
Instructor/Coordinator
Wilma Easley
Donnie Carpenter
Carol O'Conner
Alan Lytle
Coordinator
Datatel Project Manager
Computer Support Technician
Assistant Director
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Department
Admissions and Records
Business and Community
Education
Admissions and Records
Academic Advising
Financial Aid
Accounting
Educational Services
Educational Services
Auxiliary Services
Educational Services
ABC
Admissions and Records
Admissions and Records
Admissions and Records
Special Support Services
Testing
Distance
Education/English
Institutional Research
Information Services
Information Services
Information Services
7/12/16
Human Resources System
Randy Baca, Leader
Application Team
Member
Randy Baca
Gracie Conner
Title
Division Director
Director
Jan Salzman
Leta Green
Janice Mangum
Suzanne Prcin
Harriet Juergens
Nell Dees
Alan Lytle
Director
Assistant Director
Coordinator
Office Manager
Accounting Specialist
Senior Programmer
Assistant Director
Page 18 of 24
Department
Human Resources
Business and Community
Education
Special Support Services
Human Resources
Payroll
ABC
Accounting
Information Services
Information Services
7/12/16
Finance System
Danette Toone, Leader
Application Team
Member
Danette Toone
Barbara Rubino
Wayne Criswell
Elizabeth Arnold
Debbie Svajda
Dianne McClure
Randy Baca
Wilma Easley
Gary Jackson
Cindy Schneider
Nell Dees
Alan Lytle
Page 19 of 24
Title
Associate Vice President
Director
Vice President
Accounting Specialist
Coordinator
Coordinator
Division Director
Coordinator
Division Director
Administrative Assistant
Senior Programmer
Assistant Director
Department
ABC
Accounting
Administrative Services
Accounts Payable
Purchasing
Accounting
Human Resources
Institutional Research
Information Services
Administrative Services
Information Services
Information Services
7/12/16
Technical Team
Alan Lytle, Leader
Member
Gary Jackson
Donnie Carpenter
Alan Lytle
Carol O'Conner
Joe Teakell
Nell Dees
Randy Roberts
Glora Evans
Jerry Garrett
Angela Balch
Page 20 of 24
Title
Division Director
Datatel Project Manager
Assistant Director
Computer Specialist Technician I
Web Manager
Senior Programmer
Telecom/Network Administrator
Coordinator
Instructor
Division Director
Department
Information Services
Information Services
Information Services
Information Services
Information Services
Information Services
Information Services
Information Services
Computer Information
Services
Admissions and Records
7/12/16
ADDENDUM B
Agenda and Minutes Template
Team Meeting
Notes and Agenda Template
Team Meeting Record for:
Date:
Members Present:
Members Absent:
Reported by:
Agenda Items: (Include time frame for each item, if desired)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10
.
Decisions/Action Plans:
1.
2.
3.
4.
5.
6.
Assignments:
What
1.
2.
3.
4.
5.
6.
When
Who
Additional Information for the Team Meeting Record:
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7/12/16
Future File: Items for future consideration, but not on agenda for next meeting:
1.
2.
3.
4.
Next Meeting:
Date/Time:
Agenda for Next Meeting:
1.
3.
5.
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Location:
2.
4.
6.
7/12/16