IT Plans & Goals

The mission of the Information Technology division is to support the growth of Gettysburg College and its students, faculty, administrators, and staff toward their attainment of personal andinstitutional goals by:

• Partnering, collaborating, and consulting with all college divisions.
• Being a leader on the assessment of Value On Investment (VOI).
• Providing and supporting the use of technology tools.
• Researching and developing new technologies.
• Using strategic thought to evaluate innovation.
• Identifying efficiencies through innovation.
• Providing an institutional-wide lens on technology use.
• Providing technical leadership in strategic technology directions.
• Being a leader in responsible computing.
• Support and manage the institution’s technology resource pool.
• Educating the institution about innovation and technology.
• Facilitating the joint journey from vision to reality of a solution.
• Enabling campus constituents to be technology champions.

• You should listen twice as much as you speak.
• You only have a solution when the user thinks there is a solution. A solution is basedupon what you can do and not upon what you cannot do.
• You should follow through, then follow up on all that you do.
• You should answer all questions honestly keeping an Information Technology division alperspective and should not omit information if there is a need for the client to know.
• You are both a technical expert and interpersonal relationship expert. You are a truewizard at Gettysburg College when you do both well.
• You are 1/35 of the Information Technology division, but each day you can make 35 people look good.

• Identify, standardize, and reduce cost of commodities while maintaining the high quality educational and work experiences at Gettysburg College
• Invest in infrastructure
• Identify and invest in innovative/strategic initiatives

At its core, the Information Technology division is a service organization. IT must constantly receive feedback from campus members. IT has seven feedback loops with the campus through surveys and campus wide committees.

• Education Technology Committee (ETC)
  • ETC addresses issues related to educational technological needs. It investigates, advises, and assumes a sounding board with respect to directions devised to enhance teaching and learning with technology.
• Student Technology Advisory Council (STAC)
  • STAC brings forth and advises IT on student related technology issues and needs.
• Divisional / Director Meetings
  • IT AVP meets once per month to review current status and future requirements for Data Systems related projects.
• Data Systems Support Teams
  • Core Delivered PeopleSoft Team – meet once per month
    • Individuals supporting the PeopleSoft Core delivered applications including Student Records, Admissions, Financial Aid, Human Capital Management, Financials, College Life, Athletics, Student Financials, and Provost Office.
  • Custom Developed PeopleSoft Team – meet once per semester
    • Individuals supporting custom developed PeopleSoft applications including Internships, Off-Campus Studies, Celebration, Sunderman Conservatory Recruitment and Scheduling, First Year Dashboard, Institutional Analysis and Committee on Learning Assessment (COLA), Events Planning and Coordinating Committee (EPACC), Faculty Governance Voting Tool, Health Center, and Center for Athletics.
  • Web, Campus Community, Cloud-Based Application Team – meet twice per semester
    • Individuals supporting the college website, the campus community, and cloud-based applications including College Life, Learning Management System (Moodle), Development, Alumni and Parent Relations, Library, Web Communications, College Bookstore, Dining Services, Facilities and Transportation, e-Commerce Services (Cashnet), Procurement Services (UniMarket and JP Morgan), Advancement Systems.
• Helpdesk Surveys
  • After each helpdesk ticket is completed, the end user receives a survey to comment on her satisfaction with the resolution.

Any information technology division needs financial and human resources to provide quality customer service. IT will be relying on three main KIs groups to assist in assessing the Information Technology division.

• Service Indicators: Participate in the multi-institutional customer satisfaction survey, Measuring Information Service Outcomes (MISO), http://www.misosurvey.org
• Financial Indicators: Information Technology budget ratios.
• Personnel Indicators: Personnel ratios.

Other data that IT will be monitoring include density of systems, amount of deferred maintenance, maintenance allocations, and resources available for research and development.

The Information Technology division is committed to staying abreast of current and future trends. Balancing innovation, adoption, and sustainability are constant issues to address when investigating new trends. To stay current, members of the Information Technology division subscribe to trade magazines, attend conferences, participate in training and workshops, present college developed best practices, and visit other schools.

These questions have guided the reviews and campus conversations related to the strategic planning for the IT division.

• Instructional Technology and Training
  • What skill sets and instructional support will be needed by IT members, faculty, and students for blended learning? What specific training and workshops are needed to enable faculty to create online materials with associated assessments?
• Infrastructure and Technology Devices
  • What strategies and investments should IT be considering for infrastructure and devices to leverage 21st century technologies?
• Enterprise Applications
  • Data
    • What best practices are available that Gettysburg College should investigate in the fields of business intelligence and data analytics?
  • Mobility
    • What enterprise information does and will the campus need on a device?
    • How can IT address those needs: Home-grown apps, Vendor user groups, Other methods?
• Funding
• What open source technologies, cloud-based technologies, strategic partnerships will provide opportunities for budget relief?
• What messages should IT continue to share with the campus around IT budgeting?
• Current Information Services
  • Are there unrealized efficiencies that are available with IT’s consolidation in the West Building?
  • Have there been unintended consequences from the consolidation that need to be addressed?

Starting in 2012 and continuing annually, IT assesses and audits service and risk using several different methods. Our intention is for the current and future state of IT to be evaluated as a whole and as a continuum opposed to only a snapshot in time. The blended set of specific initiatives resulting from the reviews follow in the Initiatives Section. The assessments are:

1. Measuring Information Services Outcomes (MISO) survey (Spring 2012, Spring 2015, Spring 2018)
   • The MISO Survey is a web-based quantitative survey designed to measure the effectiveness of higher education IT and library services for faculty, students, and staff. The Survey was created through the joint effort of several institutions that wanted quantitative information on how our services are perceived.
2. Classroom and Event Support Review (October 2012)
   • This report highlighted a new phase that should involve plans to increase the number of faculty who use technology in the classroom and to introduce the use of technology to faculty who are less technologically sophisticated. The next phase should also address the approach to be used in classroom design and maintenance, which includes seamlessly incorporating the technology into the classroom design, to enhance faculty teaching and improve student learning by creating a unique educational experience for Gettysburg College’s students.
3. Wireless Technical Review (Fall 2012)
   • In this review, IT contracted with an outside to review the technical configuration of the campus wireless network. Minor adjustments were perform following the review.
4. IT Divisional Review (February 2013)
   • This report describes the current state of IT at Gettysburg, with emphasis on the next three to five years.
5. Instructional Technology and Training Departmental Review (April 2013)
   • In this review, IT worked with the Director of Instructional Technology from Penn State University. The intention of the review was to brainstorm and identify approaches to address the future needs of academic technology.
6. Academic Division Visitations by Vice President and Director of Educational Technology (Starting in Spring 2013 and continuing annually)
   • Nothing replaces personal feedback and connections. Rod and Eric Remy, Director of Instructional Technology and Training, visited and will continue to visit academic divisional meetings at their convenience and pleasure to receive thoughts and feedback on the technology support they receive in their academic work.
7. IT Divisional Risk Assessment by RCMD (Spring 2014)
   • Low priority recommendations. One medium priority to assess card access business processes.
8. IT Annual Audits

   • Audit Year (Academic)	Audit
     2007/2008	Information Management Risk Assessment
     2008/2009	Security and Information Management Policy review
     2009/2010	Review data storage location of sensitive information
     2010/2011	Review IT Recovery Processes
     2011/2012	IT Security Program Review
     2012/2013	External Reviews
     2013/2014	IT Risk Assessment by RCMD
     2014/2015	Review Cloud Vendor Assessment Procedure
     2015/2016	Enterprise Data Applications – Email Audit
     	Oracle Database Review: Reviewed configurations and security surrounding core PeopleSoft database
     2016/2017	Physical Space Audit for Innovation & Creativity Laboratory
     2017/2018	Internal GDPR/GLBA reviews
     2019/2020	Cyber Security Audit
     2020	External Penetration Test

When addressing technology assessments or future trends, many issues and questions rise to the surface. Many of these issues involve trade-offs and compromises. These issues also involve the life cycle and endurance of the technical solution. Any conversation involves both items related to the short-term and items related to the long-term. Finally, issues involving people, practices, budget, and processes must be addressed with any technology adoption. Following are categories of topics that Information Technology has identified as implication topics when discussing any technical solution.

• Innovation, Adoption, and Low Tech verses High Tech
  • More times than not, users associate new technology with innovation. Innovation is related to the environment into which the technology will go. The introduced technology can be cutting edge, low tech or high tech. The importance is the fit of the technology with the environment.
• Business Unit Leads, Support, Sustainability, and Training
  • The success of any technology project depends on the champions of the project. Successful projects are lead by non-Information Technology members. Coupled with the project implementation are the support and sustainability of the technology in the environment. These conversations best take place at the beginning of the project.
• Data/Content – Creation, Security, Facilitate
  • Data and content are the blood of any technology solution. The integrity of data and content is a partnership between end users and Information Technology. In general, end users are responsible for the accuracy and Information Technology is responsible for the security.
• Business Process Review
  • Any technology change will impact the way things are done. With the adoption of new technology, the processes and procedures involving the technology need to be reviewed and adjusted.
• Assessment, Measurements of Success, and Value on Investment
  • Technology solutions require a large amount of financial and human resources. To justify these large investments in time and money, assessment and value on investment must be clearly defined and understood.

In the upcoming years, the Information Technology division will pursue excellence in three focused areas.

1. Relationships
   • At the core of any technology initiative or project are the individuals implementing the project, the individuals involved with the business process support, and the end users benefiting from the technologies. IT must maintain healthy relationships with the campus community ensuring information exchange built upon a layer of transparency and collaborative spirit.
2. On-going Services
   • On a daily basis, everyone in the College community relies upon technology to perform their work and accomplish their goals. IT must coordinate the evolution of strong core services with emerging campus requirements.
3. President’s Goals and the Gettysburg College’s Strategic Directions
   • Annually, Information Technology reviews and studies the strategic items in the Strategic Directions document to identify opportunities where the Information Technology division can provide front line technology service. These opportunities are reflected in IT’s annual goals.

All the initiatives and actions outlined below will be incorporated into IT’s Annual Goals and Objectives. The progress on the initiatives will be measured and documented in the annual IT accomplishments document. This document contains for each objective either a due/done by date pair and/or a target/actual measurement pair.

The remainder of this section provides more details of Information Technology’s divisional initiatives to support the Gettysburg College community and the College’s Strategic Directions. The recommendations and observations primarily fell into Governance & Policy, Mobile, Resources, Ongoing Services, and Teaching & Learning. No items appeared in the categories of Risk, Staff & Structure, and Adoption.

Governance and Policy

For IT and the customers it serves, there must be a flexible, transparent, and consistent communication structure. Project and information sharing governance committees coupled with thoughtful and empowering policies are the foundation for successful communications. Three goals and associated actions resulting from the reviews are listed below.

• 1. Empowering user decisions and healthy and sustainable “Yes” for Technology Projects and Purchases
  • IT is currently reviewing divisional policies to improve “Yes-ing” where possible
  • Increase hardware options available to users
• 2. Improve project and instructional governance, management, and communication
  • IT has implemented a new support structure for Data System projects
  • Support the creation of a new instructional technology advisory committee
• 3. IT Leadership, Collaboration, and Access to the CIO
  • CIO will continue intentional conversations twice a semester with colleagues
  • CIO will meet annually during AVP divisional meetings
  • CIO will have announced open office hours
  • CIO will continue annual Academic Departmental Visits

Mobile

For the majority of our communications and content consumption, the Gettysburg College community uses smartphones, tablets, and laptops. Mobile computing is the core technology for our customers. Two goals and associated actions resulting from the reviews are listed below.

• 4. Resolve wireless connectivity issues
  • Continue to add access points as dead spots come to light
• 5. Enhance mobile access to campus data and services
  • Investigating custom work related to the CISCO location based services project
  • Investigating other third-party Apps for Peoplesoft and other campus data systems

Resources

• Maintaining the integrity and health of the technology portfolio is a critical responsibility of IT. Infrastructure and consumer based technologies require both human and financial resources allocated in a systematic and thoughtful manner. Two goals and associated actions resulting from the reviews are listed below.
• 6. Budget and human resources will continue to be tight
  • Develop healthy and sustainable ways of balancing the needs of the institution and employees versus available resources ensuring the high quality of the educational and work experiences at Gettysburg College
• 7. Resolve the aging academic "private" inventories of computers and equipment
  • Working with the Conservatory and Library to freshen computer and AV equipment
  • A goal of measuring and planning for the academic technology weight is in 2013/2014 Annual Goals

Ongoing Services

The ongoing services that IT delivers to the campus are the foundation for IT relationships and work with the members of the Gettysburg College community. Before IT can encourage and facilitate innovation and business process improvement, IT must deliver outstanding services. Trust in IT is built from incredible customer service. Five goals and associated actions resulting from the reviews are listed below.

• 9. Strongly consider moving student email to the Cloud and cloud based collaborative Document Editing
  • Assessing approaches to student email move to the cloud
• 10. Assess and plan for replacement of campus TV system
  • Assessing approaches to replace the campus TV system
• 11. Continue work with institutional event structure
  • Working directly with key event committees and individuals across campus.
• 12. Explore online technical training, such as Lynda.com
  • IT had a non-utilized institutional license and discontinued in 2005. Revisiting pricing, interest, and promotion.
• 13. Plan future of CNAV functionality
  • Was an item on 2013/2014 Technology Advisory Council Agenda
• 14. Consider printer management solution (Green options for printing)
  • We have a central printer management software solution already in place that can monitor and log user submissions to campus networked printers. Work with Sustainability Committee to promote “Green” printing

Teaching and Learning

With the enhanced organizational and national attention to online and blended learning, IT through the Instructional Technology and Training department is working with the Academic division on many projects and initiatives ranging from classroom upgrades to workshops for faculty. IT is involved with the Technology Task Force. Five goals and associated actions resulting from the reviews are listed below.

• 15. Maintain State of the art classrooms: Maintain up to date connectivity and AV in classrooms, enhance connections across the spectrum of devices from older standards such as VGA and newer ones such as HDMI Enhancing software on podium machines that allow for wireless control from devices such as iPads, Android and Windows tablets.
  • Working to include as part of our normal classroom upgrade package
• 16. Incorporate innovative classroom and lab designs: Stay current with best and innovative practices for classroom configurations and usage. Explore redesigned, flexible lab spaces. Create new and more focused digital media labs
  • Enhance promotion of Digital Center
  • Perform a computer lab utilization study working with Registrar
  • Work with Provost Office and Facilities to incorporate innovative best practices in classroom design where possible.
• 17. Establish an advisory faculty committee for the classrooms and a process that encourages greater collaboration and a closer connection between facilities management (construction-planning area) and the classroom-support (IT) staff
  • Explore new roles and models for faculty members on the Technology Advisory Council
  • Continue the collaborative work with Provost Office and Facilities on classroom projects
• 18. Establish a process to continually evaluate the pedagogical uses of technology and new technology in higher education including Massively Open Online Courses (MOOC) & Open Educational Resources (OER)
  • Participated on Task Force on Technology and Liberal Arts Education at Gettysburg College
• 19. Coordination with the Provost Office, Library, and Johnson Center for Creative Teaching and Learning on Instructional Technology Issues:
  • Identifying and delivering training and best practices for creating online materials that are coupled with informative assessments for the students and faculty leveraging adaptive content techniques where possible
  • Working with Provost Office, assess the concept of Faculty Participation Awards
  • Working with Provost Office, assess the concept of Teaching and Learning with Technology Symposiums and workshops

IT is working with the College to reallocate resources to COVID-19 efforts while at the same time preserving a high standard of service. 

• Align services and business processes to needs related to COVID-19
  • Install new infrastructure (2 servers) to accommodate at least 250 remote virtual machines to replace computer classrooms
  • Install 70 classroom cameras
  • Plan, delivery faculty workshops for online, remote, and hybrid teaching and learning
  • Support remote work environments as possible

IT is working with the Academic division on many projects and initiatives ranging from classroom upgrades to workshops for faculty. Four initiatives from IT’s strategic plan and associated annual goals are outlined below.

• Incorporate innovative classroom and lab designs
  • Teach four courses
• Continue the collaborative work with Provost Office and Facilities on classroom projects
  • Maintain and support Enhanced Learning Spaces and upgrades as needed due to COVID-19

• Establish a process to continually evaluate the pedagogical uses of technology and new technology in higher education
  • Support online summer Gettysburg College courses –SP
  • Continue to research online certificates and continuing education credits

• Coordination with the Provost Office, Library, and Johnson Center for Creative Teaching and Learning on Educational Technology Issues:
  • Support and/or develop faculty and student training workshops with the Johnson Center for Creative Teaching, Library, and Provost Office
  • Support the Faculty Personnel Committee and Provost Office with digital material submissions

The following annual goals relate to the College’s Cybersecurity Program.

• Continue work on EU GDPR and GBLA compliance
• Develop education plan to address spear phishing emails, email best practices, and secure data handling techniques
• Finish two factor authentication for Email and Peoplesoft
• Investigate, plan, and perform penetration testing of College network and applications as resources permit

The following annual goals relate to the College’s Capital Projects.

• Residence Hall preparation and generator installation
  • Plan technology based requirements for a new residence hall and power relocation- SP

The following annual goals relate to the College’s Strategic Plan.

• Innovation
• Continue development of an Innovation and Creativity Lab in West Building 114 focusing upon programming and marketing – SP
• Support exploration of CRM for DAPR –SP
• IT student workers collaborating with Entrepreneurship initiatives

The majority of campus members engage with IT through our governance support groups and policies that inform both IT and the campus about what services and equipment are available with current institutional resources. Project and information sharing governance committees coupled with thoughtful and empowering policies are the foundation for successful communications. These communications result in effective project management, adjustments to improve customer satisfaction, and increased efficiency in business processes. The following annual goals related to IT’s strategic initiatives are planned for the next academic year.

• IT Leadership, Collaboration, and Access to the CIO
  • Meet monthly with library
  • Participate on COLA, APPC, and ETC committees

For the majority of our communications and content consumption, the Gettysburg College community uses smartphones, tablets, and laptops. The bandwidth in and out of the campus and the wireless infrastructure must be robust and have the ability to handle the amount of traffic needed by campus members. Two initiatives from IT’s strategic plan and associated annual goals are outlined below.

• Continue an aggressive campaign to add access and capacity to the College’s wireless and general infrastructure.
  • Continue to add access points as dead spots come to light as highlighted by campus members and radio frequency studies
  • Install additional in-building wireless access points as needed in the most congested areas of campus
  • Install multiple low power microcell wireless access point units in selected residential halls to provide saturation coverage
  • Complete the installation and configuration of the speed and data handling capacity of the campus backbone fiber ring from 10 gb/s to 40 gb/s (extensible to 100 gb/s) and backhaul capabilities of wireless aggregation points as needed due to increased wireless access points and traffic
  • Plan and implement a telephone switch replacement as a suitable vendor can be determined
  • Develop a core wireless controller system replacement plan

• Enhance mobile access to campus data and services
  • As identified, implement additional network, infrastructure and operational safeguards to minimize the susceptibility of network users to account compromising and abuse

IT continues its work to improve ongoing services and to ensure the health of campus technology. Three initiatives from IT’s strategic plan and associated annual goals are outlined below.

• Develop IT Inclusion Action Plan (IAP) - SP
  • Ensure that IT has inclusive hiring practices by reviewing concepts from Building an Inclusive Search Workshops and Inclusion Advocate Program for Staff
  • Increase the diversity of students in STEM programs by supporting S-STEM Laptop program
  • Expand technology and STEM opportunities to a diverse group of students through IT’s student intern program
  • Create a more inclusive social environment by continuing work with ATO
  • Create a more inclusive campus environment by having two IT members continue as IDI Administrators
  • Create a more inclusive campus environment by having IT members be aware of the opportunity to take the IDI
  • Increase diversity in technology related fields by promoting to the 11th and 12th grades in Adams County, the Networking and Systems Tech Prep Program to increase diversity in the program
  • Market and provide scholarships to the IT Summer Technology Camps
  • Participate at Career Day at the Shoemaker Mastery School in Philadelphia
  • Support CART and foreign language needs at special events
  • Incorporate findings from climate study report into IT’s annual goals
  • Support and participate in Institute for Healing Racism follow up conversations

• Maintain and enhance campus IT services
  • Perform enterprise system upgrades, projects, and activities including:
    • Updates for Name Prefixes / Suffixes
    • Updates for President’s Name format and algorithm
    • AdvanceWeb and SmartCall - Instant Address Version 8 Update
    • Fix student activity courses
    • KARE contact info updates
    • Upgrade Housing Director to release 5
    • Oracle Critical Patch Update for April 2020 (released 04/14/20)
    • HighPoint Mobile Campus Solutions 20.2.0 update (related to CS Image 17)
    • PeopleSoft HCM Update Image 9.2.034 (05/01/20 release date)
    • PeopleSoft CS Update Image 9.2.017 (04/28/20 release date)
    • Updates to first-year load for Fall 2020 incoming students (I5/I6 Interface)
    • Oracle Critical Patch Update for July 2020 (released 07/14/20)
    • Upgrade the College Website to dotCMS release 5.2.x with new CentOS Linux servers
    • Upgrade the Transportation System to dotCMS release 5.2.x
    • PeopleSoft HCM Update Image 9.2.035 (07/17/20 release date)
    • PeopleSoft CS Update Image 9.2.018 (07/28/20 release date)
    • HighPoint Mobile Campus Solutions 20.3.0 update (related to CS Image 18)
    • Class Elections Officers and Senators
    • Open Enrollment Data Loaded to PS automatically with data clean up
    • Winter Break Opportunities - Externships, Shadowing and Dinners
    • PeopleSoft PeopleTools 8.57 upgrade
    • Oracle 12.2 database upgrade - CNAV,OnBase,CMS,PeopleSoft, Advance
    • Oracle Critical Patch Update for October 2020 (released 010/20/20)
    • PeopleSoft HCM Update Image 9.2.036 (10/16/20 release date)
    • PeopleSoft CS Update Image 9.2.019 (10/27/20 release date)
    • HighPoint Mobile Campus Solutions 20.4.0 update (related to CS Image 19)
    • Email notification of student data updates from PeopleSoft to Advance changes
    • I9 / W-4 Hire Process for Students, Faculty and Staff
    • PeopleSoft FSCM Update Image 9.2.038 (10/20/20 release date)
    • TIAA CREF Bidirectional Integration
    • PeopleSoft Human Capital Management - Implement the PeopleSoft Fluid User Interface
    • PeopleSoft Campus Solutions - Implement the PeopleSoft Fluid User Interface
    • PeopleSoft Financials - Implement the PeopleSoft Fluid User Interface
  • Enhance systems supporting annual business processes on campus including:
    • Streamline the Phone and Email Load Process
    • Exception Management for Declare / Change a Student's Major / Minor in PeopleSoft
    • Medicat Athletics Data Integration with PeopleSoft
    • Enhancement to the Custom Developed Locker System
    • Auto-generate employment letter for Personal Action Form (PAF)
    • NameCoach - make the student name recordings available to the business offices
    • NameCoach - faculty / administrator name pronunciation recordings available in PeopleSoft
    • Investigate / test the REX delivered Online Permit Registration process
    • New Parent Dashboard 2020 Enhancements (parents of First Year students only)
    • Fund Year Rollover in AdvanceWeb
    • Rewrite the Transportation System database layer to remove dotCMS data access
    • OnBase Gift Processing – Virtual Batch Scanning of Allocation docs (Advance to OnBase)
    • NCAA forms update of athletics paperwork for student-athletes
    • New Webpage with the Dynamic Display of Curricular Requirements
    • Create a data store of CNAV timesheet data for Student Engagement (purge of data over 7 year old)
    • Audit use of Preferred Name in Email and Data Integrations
    • HR Enhancements to Transportation Request Form - MVR Compliance
    • NG (no grades) and INC (incomplete) Communication Process
    • Benefits Open Enrollment Dashboard 2021
    • 2021 Benefits Open Enrollment - Data files to Highmark, Delta Dental & Optum HSA/FSA
    • Student Employment Spreadsheet Upload Processing into PeopleSoft HR
    • Email notification of employee bio demo updates from PeopleSoft HCM to Advance
    • X-SIG Application Rating Tool - 2020 Annual Enhancements
    • Back scan of paper documents into the OnBase document management system
    • Create a diversity dashboard - phase 2
    • Travel Registration System for College business related and student off campus trips
    • Bio integrity checks for Advance
  • Develop new custom applications and supporting data integrations including
    • iModules - Batch Gift Upload from a File
    • College Board - Landscape applicant data collection for analysis
    • A new web form to manage card access exception requests
    • Emergency Contact Info Update and NameCoach Upload and display
    • IMF Link in OB for PA 153
    • Transfer Student Dashboard
    • New Mobile Payroll Timesheet Approval Process
    • Career Outcome Data Visualization
    • CampusGroups Campus Engagement Platform - Data integration
    • Hangry Mobile Ordering - Data integration with OneCard System, Shibboleth Single Signon
    • Transfer Credit Approval Process
    • High Impact Group Reporting
    • HR Onboarding hire form packet
    • Develop a custom gender identity process in PeopleSoft
    • Full Time Requests Dean KPI and Part Time Requests / Scheduling Project
    • Build a Data Warehouse and an Operational Data Store for Cloud-based Applications and on premise applications starting with College Life data
    • Student ID Card Scan to identify students Age 21 and Over
    • Parent Data - AdvanceWeb is the single point of data entry
    • EverFi (Lawroom) Title IX training - push/pull data integration & Shibboleth single sign-on.
    • Document payroll and hiring processing in PeopleSoft
    • Develop a Performance Management Review System
    • New process for budget salary spreadsheets and associated reporting
    • Contract tracking with workflow using OnBase as a repository
    • New SSRS reports with drill down capability to replace current GL reports in CNAV
    • Americans with Disabilities Act (ADA) Compliance - Tool for scanning PDFs in Moodle
    • Asset tracking for facilities
    • Automate the loading of test scores in PeopleSoft that originate in Slate