 Welcome to the banner bunch. Pretty sure I'm recording. There we go. So, good morning. Standard schedule as usual. Standard agenda. We'll introduce us. Everybody knows each other. Then we'll talk about the standard system. This is January. So, this is our standard thing that we generally do when we're at where we're going. We'll have questions for anybody that has questions like Teresa. All right. Everybody knows Kimmy, Mark, Tyler, Teresa. They kicked me out of that road. Lori, Carl, Lena is back in the office. Catherine, Benub. My name is Gabriel, and Michael Coyer, our CIO. We can get another chair for you up here, Teresa. Yeah. That's the figure. We don't want you to feel left out. So, part of the state of the system, why we do this, part of it's just a plan where it's going to stay in unions in January every year. So, end of the year, everybody has a little time off, they'll reflect. Mostly on family and stuff over our break, but when we get back here, it's a good time to start fresh for a year and have our resolutions and think about what we're going to do and where we've come from. And it's something that we like to do pretty regularly on our crew. Whenever we have a big issue or something like that, we like to have all the lessons learned and we sit down and say, what could we do better next time? This is kind of that sort of thing. So, we'll go over what happened in 2016, and we've had a lot done. I was telling it, I was really impressed. We'll talk about where we're at, mostly about the baseline projects, and then we'll look forward to what are the big challenges coming forward this next year when we have a lot of them. So, 2016 kicked off real early. We did common matching. It was the very first thing that we really implemented. And there was a flurry of activity in January. Common matching was the thing that we had prepped for at the end of 2015, the inner bunch. Common matching is baseline functionality that helps around creating records in manner and making sure we're not creating duplicates or minimizing that as much as possible. And we've at least seen a really big impact on our team, the dirt folks, where it's not a cure for dirt duplicates in the system, but it's really a great trick. It minimizes that so we can make it manageable. And so we can catch the ones that are created and try to resolve those as quickly as possible. And from our users, we've heard good things to go match. It's pretty intuitive. It saves a little bit of time on searching. And we like it. It's really kicked off a whole year of improvements that we made with dirt. Anyways, we formed a dirt team. Thrice is leading that, made up of people in each functional area that really know the data. They can help us consolidate information from a bad record to a good record, help us remove it. We're creating jobs, helps create a job at the end of the year that will help us identify. Is a record really a duplicate or is it just two people who are really similar? And which one should be the bad record and good record? Dirt or something with a large database, these duplicates are just going to happen. It's one of the natures in the Houston. So it's a long game to just keep improving that over time. And I think we've got a really good foundation for that. And that's how we started out the year. The other big thing that we started out last year with was updates. I don't know how many of you remember that, but we had a massive push back in January of the last year. Before 2016, we'd gotten to a point where we were about three or four years behind on updating our system, which over time would become a bigger and bigger issue. Part of that at the end of 2015 was the one person that was handling the duplicates retired, or not duplicates, I'm sorry, updates, retired. And so we actually lost all the knowledge on our team as well. And so we went through a big push to learn how to do updates, how to do them correctly, and then we pushed three years of updates in about two months and thankfully didn't blow up our system. It took a lot of planning. Carl and Tyler did a ton of work into that. Mark helped out. Kimmy's been helping out. And then since then, every quarter, every calendar quarter, we've kept up to date. We made a plan at the beginning of the quarter, got things into development, assisted with testing, and then rolled into production by the end of it. This first quarter of 2017, Kimmy is leading the charge. And I think Carl's back to the room. And we've got a bunch of tax updates we have to do this month. And then we've got more updates. Kimmy put out a schedule here in the next week or so. And it's becoming operational. Updating the system and keeping it up to date is something that we do now. And it's working very well. About the first half of last year, we also focused on Clean Address. Clean Address is software that helps us maintain all the addresses in our system, the mailing addresses. So they're up to post office codes. They're valid addresses. It's a tool made by a company called Modern Technologies. And it's a really, really good tool. It's a gold standard for banner schools. We had owned it for about a year previously, but we got around to finally implementing it. And it wasn't a plug-in place for an implementation. We had coding that we had to change. Like all the county codes. I don't remember, didn't match up with the national standards. We had to convert all the codes in our system. Part of implementing that is also cleaning up all the addresses in our system. When we went live in July, Mark ran about a half million addresses through the system and cleaned them all up. So now that all of the addresses in our system meet the post office standards and any record coming into the system is clean to start with. It's been a great tool. And Clean Address is something I've had experience in the past, and we've always really appreciated it. The other big thing that came out last year was the banner baseline project. That's something that I know the school had talked about. We had talked about it on our team for years, but it never really gained a lot of traction. Last year, Michael and I worked pretty hard at the beginning of the year to figure out how can we create some structure around this to make it successful. It's something we have to do. Getting to baseline is something that's critical. It's in order to upgrade the system and keep it maintainable and turn on cool tools like degree works and mobile apps, like that we have to be as close to the way the products deliver to make that work here. So we put a lot of project management structure around it. We spent a lot of time with our functional areas discussing definitions. What is this project? What does it mean when we talk about different pieces of the system and how the system is different from the way it's delivered from the museum? We also charted the project. We got an executive sponsor, Dave Henderson. We reported to him on this project. We're accountable for being successful on this project. We meet with him on a monthly and regular basis to report where we're at, what the planning and how things are going, what we need and what we don't need. And so far, I've been pretty impressed with the way that project's gone and I've got a whole other slide where we're going to talk about that next. Because that's currently our number one priority. That's what we're working on at least 50% of our time. We're not fixing things that are broken or updating the system or working on other projects. And the other thing that came out last year, we've been able to... Some of the reason we can get a lot of this done is we've been able to augment our team to be able to get more resources. Part of that's really visible. We've got Catherine. She started in November. She'll be here for 13 years. But we also have been relying on losing it quite a bit. We've got some elevators for support from them so we can refer to them sooner, get cases resolved faster. We're also bringing in consultants. Next week, we're going to have a consultant coming in to sit with HR, walk through a whole business process now. So if we look at how we're using the HR module banner and how can we do it better and what can we do differently to make it as efficient as possible. We've got the most out of the system. We've also got student consultants coming in. There's one coming in at the end of the month here that's going to help us really get ready for degree works. And having those experts come in and help us really shortcuts a lot of the developments. It's a lot of our answers, questions answered quickly. And I really appreciate the effort that they put in as well. Pollution is a great partner for us. In addition to that back last year, I've already moved to the next slide, but one thing I didn't mention is that that's just the highlights of what we did last year. We did a ton of extra work on projects that were big and small every year. I was looking earlier this week, we have a system called CSR. It's our customer service request team. We completed 43 major CSRs last year. And that's above our team. I looked back over the past 10 years. Some years we've had 20, some years we've had 60, but 43 was quite a few. And that's just the major effort we documented. There's a lot of other work that happened on this team. It was just a great fix sort of things or day-to-day operations that we didn't capture that much. So there's a lot of work that happened last year. So the baseline project, this is what we're currently focused on. We've got a few other projects going on, like academic works and Oregon Promise and whatnot. But baseline is where we're focused. And last summer we spent about three, four months building an inventory. Before we had started this project, we knew that we were different from the way that the product was delivered by this team. We didn't know how different. We knew there were modifications. We knew there were things we had built that were new to the system. We didn't know what all of them were. We lost that knowledge over time. It never really been documented 100%. So we built an inventory. And when that was completed back in September, we could tell you now exactly where we're different. We've got a master inventory. In fact, I can show it for a second here if you want to see it. How do I share it differently? You can share the best stuff. We've got a spreadsheet that we're maintaining that's got over 5,000 rows of data in it. And we're keeping track of where our modifications are, what the notes say that they do, who we think owns them, all sorts of information in here. And we've been able to condense that down to a summary that I put out last October when this was done. It's about four pages and it clears up all the definitions of what we have, where we're modified, where we have met new, and what we think the plan is going forward. Now, the inventory didn't solve the problem. They just let us know where we're at. Where is all of our stuff? Since then, we've taken matters for it. We began meeting with all the different functional areas on a bi-weekly basis to look through every single row in that spreadsheet and say, what is this? Why are we modified here? Why did we build this? What value does it provide? Who's using it? Is there a baseline way to do this? Is there not? How would we do this if we hadn't built this on our own? And we've learned quite a bit. One of the things we've learned is that there's a lot of stuff out there that we have built in the past and then stopped using it. Nobody's using it now. The past couple of months, we've actually been spending a lot of time just cleaning up a lot of the low-hanging fruit and obviously the things that nobody's even using, where you can spend a lot of time maintaining it, but they provide no value. Well, they provided value 10 years ago and now it doesn't make sense anymore. After all of that's cleaned up, these are the major efforts that are left over. A few of these are actually completed. Phi Theta Kappa had a couple of spring that rebuilt the system that we've just absolutely because they can get the information elsewhere. Person searching. Last month, we did a banner bunch on. We changed the way returns in searching worked in banner. It wasn't really that far off. We just changed navigation. So we baseline that. If people are using the baseline, person searching out. What the idea to put on here is hotkeys as well. Placement test scores functionally have been obsolete for six months now. We're no longer using the functionality that we've built, but it's still in the system. So Timmy is doing a lot of analysis on how we can remove that from the system without losing all the data and making sure that we don't break something in the process. Direct deposit. We know that functionality that we've built for direct deposit is actually all available in banner 9. So our plan on that is just to wait until we get to banner 9 and then as we migrate to that new system, we'll take out the modifications and move on. Fine grain access control is something that gives us a little bit more granular control or what sort of fields people can access in banner or change or see. We've built a lot of locations to banner that did that same thing. So as we implement fine grain access control, Theresa and I are working on that. We'll be able to obsolete a lot of these modifications that, for example, the email addresses where nobody can change email addresses. We don't even modify that. We can actually put fine grain access control over that and then only give certain people access to change email addresses. Check-in stations are right now in kind of a discovery phase. All the check-in stations across campus, we're looking out there and spending a lot of time doing analysis on why are people using these, especially for FTE, where is that being captured, and how can we do that otherwise. I know that they're used for attendance tracking and so we're having conversations with people about, well, why don't we use Moodle for that or for banner or spreadsheets or whatever makes sense. Or if it's being used to track students, like up in the learning center, they track students as they move around, tutor track, another tool we have, has the same sort of functionality as check-in where you can have a kiosk where a student checks in in each section of the process and you can see where they go and what resources are being utilized. That's one that's going to take a while, but we're already in the way of figuring out how to maintain that without all this net new system built on the side. Elaine over in Financial Aid knows that we need to get to baseline SAP. She wants to do that. Domino's that. Falling away. We got that happening. That's where we're already working on that. Cohort. Tyler will be working on moving cohort. That's usually used by college now. That's mostly what's using the cohorts as we build. And we've already had conversations with them that we can be using attributes in banner or student type or classification or different ways to make that happen. Project management. Catherine is doing a lot of analysis right now and we've had a few demos of project management tools that we can use. The CSRs that I mentioned earlier are a net new system that we built inside banner to do our project management. There's really not a need for that. It works. We've been using it for the past year and a half since I've been here, and it works pretty well, but there's other tools like Basecamp or Jira or Podio or even Word and Excel if you add to manage projects. We don't need to change banner in order to do that. Proxy access refers to FERBA. We built a form in banner that actually works really well to capture whether or not a student is going to allow their parent or third party access to their information. Banner has a system called proxy access that works in the way. I don't know a whole lot about it, but that's the direction we think we're going to go with that one. Black Friday, we have a pop-up itself service that we can probably handle with a go tax. We'll get to that when Black Friday gets closer. Instructor approval of part-time faculty, both are larger systems that impact our part-time faculty that are heavily used. So those two are going to take a lot of planning if anything's going to go wrong. We're going to transition to any other sort of tool of baseline functionality. That's one that we're going to be looking at next week, which John Briggs, our HR expert, is coming in. There may be other ways to handle that. These ones are going to be bigger projects. And probably the biggest project is job submission. The main thing is about Schwartz. And we talked about how Schwartz will eventually go away. That doesn't mean that the jobs that we run, the processes and reports that we love will go away. What that means is that Banner has a job submission, a framework to run those jobs in, and we built our own on the side. It works amazingly well, but it doesn't make sense to maintain two ways to run programs. Two different types of non-organisms, essentially. So baseline right now we're at is where we have done a lot of analysis. We know we need to attack, and now we're trying to run the next six months to get all of this completed. In the case that any of this isn't completed, the only way we're going to be successful in this project in June is if we have a plan in place. We've documented how we're going to complete this in the future. Kind of like direct deposit. That won't happen by the time June comes here, but we know exactly what our plan is going to be. It's going to be turned on in Bandard 9. So we're already starting to talk about 2017. The first half of the year, baseline is still going to be our priority, our new priority. The next priority that's coming in right behind that is degree works, and we're already beginning to work on that. So we've got a student consultant coming in at the end of this month to help us work through some issues. We could turn on degree works tomorrow, and it would break the minute we turned on because we're using certain parts of Bandard, even if they're baseline, like level codes. We're using them in ways that degree works doesn't expect. So when we turn on degree works, it won't work for us. So there's a few projects that we've got to take on before we even get to the point where we can turn on degree works. We think that if we're successful through all this, we could probably go live with the degree works fall of 2018. That's what we're aiming for. But we've got about a year's worth of work before we can get started implementing that. Level code is one that we know about. We use different level codes for curricula versus the student. Bandard and degree works expect those codes to be the same. And that's a major undertaking because we've got a half a million active students out there that have codes that don't match up, and we can't go through manually to touch all those. In fact, automating a hundred algorithms is scary. So that's one of the reasons we're bringing in consultants is to figure out how to unravel that. Part of that's going to be building a readmission process. We have a process here at the community college to just admit people once and their students forever. That's not typical. Typically, people would cycle out. They're still admissible. They're still students, but they're not active students. So there's a way to distinguish that and better. We don't do that here. So we'll move to that process where we have maybe, if you've registered in the past year, then you're an active student. But if we haven't seen it in a year or so, we'll be coming in active and just have to let us know if you want to come back. It'll be a process, right? It's called readmission. And it shouldn't be a barrier. It should be something that's really easy for somebody to do. Turn my student record back on and take another class. But in order to do that, we need a consultant. We'll look at registration status codes. We're going to look at the way it interacts with financial aid because DegreeWorks uses a different system than CAP, which is what we're currently using for financial aid and tracking degree audits. There's a lot of foundation work we have to do for DegreeWorks. We're already prepping for that. Mark is spending a lot of time on Ellucian Solution Manager. That's been his focus for the past year. And what that is, that's a tool that helps us manage our servers. That's on the technical end of things. But we need to have Ellucian Solution Manager to help us with these upgrades. Right now it's a very manual process for our programmers. ESM would help with that. ESM would also help with managing the new hardware that we have in the future. So we're getting that in place. It's also a requirement for Banner 9, as well as a single sign-on. Does everybody know what a single sign-on is? It's essentially, if once you sign it to one system, you can share the credentials with other systems. You can sign it to Banner and then Moodle would know that you're good and you sign it automatically. You're going to have to type in your password again. That's sort of the concept. We have to have a single sign-on already in Banner 9. It's one of the requirements. Do you know, so I don't want you to have a single sign-on, but they don't have single sign-offs. So when you back yourself out, you have to keep logging off everywhere you've been and then you can log off. And I'm wondering if, will that be our case? Did you know that? You probably know that. Well, now I'm wondering about that too. I've been really focused on, the technology is really focused on signing people in. I don't know if there's a lot of people signing people out. Part of that might be handled with an active director when you log off your computer and then log out with everything else at the same time. But that's interesting. I'll have to bring that up at our next SSO meeting. And we'll think about that. Yeah, I didn't know that was an issue. Well, I just, when I was at OSU, I discovered that Greg and I used to joke about having to get back out. We had to keep saying I'm out, I'm out, I'm out and everywhere that you've been, you get another screen that pops up and fits. Well, I'm still here. Catherine came from OSU. Do people even talk about single sign-off there? Yep. I've never even heard of it. Well, if you close your browser, it should be automatic. So maybe it was something bad and I just told Caroline. Yeah, the section of token that would authenticate you to all those sites when you close your browser, it didn't work. Then you're done. Next time you open another browser, you have to start working on it. You've got to get it all over. We'll bring that up though. That's worth looking into. I've never done that. So single sign-on is going to be one of our projects once ESM is up. In fact, you'll probably come with it and become available and then we'll start connecting systems to it. We're working with the network team and the hardware team on how we make that work here on our campus. Banner 9 is kind of that golden egg at the end of the road that we keep working on. We'd love to get to Banner 9. The more Lucian releases for Banner 9, the more we get excited about it. I'd be happy to show anybody what it looks like and what to expect when it gets here. It's a leap forward in the user area we'll see. If you really like the functionality of Banner IMB, the standard banner screens that you go into, all that functionality is still on Banner 9. That's the way it looks. It looks like it came from this decade. It's a lot more intuitive. It gives you a lot of functionality that you'd expect from an open-based service. We really want to get to Banner 9, too, because it's based on some technologies that are slowly going away. You can't use Chrome now because it doesn't support Java. Pretty soon, the Firefox will be the same way and Internet Edge doesn't make it easy to make that work. We're going to have to get to Banner 9 sooner or later. Banner 9, if we're baseline, makes a lot of cool things possible in self-service as well. How do you suppose we'll avail them all and consolidate all the information together for advisors and for folks that deal with students? The employee profile is amazing in Banner 9 self-service. It's pretty cool. We want to get to it. The mobile app will work very well with Banner 9 as well. One of the tools you may not have heard of is ISSM, the International Student Scholarship Management. We'll work with the international folks in the various parts of our office to try on that tool. It will help us manage our international students a little bit closer and report better to Homeland Security on them. If anyone's gone to OSU in the past few years, it's very similar to a tool called HEPASA Alice. Another tool for our foundation is academic works. Tyler's helping them get that up and running. So we've got a lot of projects for this year. These are all big projects. We'll probably have another 40, 50 other little projects that have gone along the way. This is where our focus is at. And this is a pretty ambitious year, but I'm fairly confident we'll get to it. One other thing I want to mention too before I go into questions, this is actually a slide from last year. This is what we presented at our State of the System a year ago. We were going to focus on infrastructure. We're going to focus on Banner. We're going to focus on projects. We've actually shown we have done that. But one thing that I mentioned last year and I want to mention again is change. We're driving a lot of change on this campus by doing these projects. And we want to be very conscious of that effort. We want to manage change here very carefully. We want to make sure people are in the loop on when we're changing things. We want to make sure we're communicating. We want to make sure we're doing training so that we don't catch anybody off guard or pull a rug out from anybody. The work we're doing should be making your lives better every day. And I think we've actually accomplished quite a bit of that. I think we've done a pretty good job. And there's always room for improvement, but that's going to continue to be our focus is making sure that when we change things, it's done in a knowledgeable and planned out and well thought way. The other thing on this slide that I also want to plan out one of the reasons I put this in here is I can't say enough how proud I am of this team. We have a very strong team on this campus. To be able to do this amount of work with three people, now four programmers and Lori and Theresa and Lena and everybody else, I am just constantly in this. And honestly, I think they all deserve a round of applause. I think they're fantastic. So questions, you can have questions about where we've been, where we're going or it could be questions about anything. So go ahead and open it up. What are you saying, Debbie? I'm not going to pass it once. You can go, right in there. How have we done this past year? We did do a lot of work and did a lot of change. The read that I get is that we're doing a pretty good job, but I like the compliments as much as I like the complaints. We need to hear how to create, to make sure that we're on track. Please don't struggle a little bit. Webrunner in the advisory faculty section. It doesn't flow as easy as that. The information in there isn't always exactly what we're the people for. So then we have to have a double check, to get some of your peers and stuff. So, I mean, we work with it. It's not, it's been a good job. I remember when we moved from class information, writing the homegrown system to the baseline, acting as a self-service. That's when we really started focusing on change. Because honestly, the change wasn't managed well. I think we've short of most of the functionality with other ways of doing things, getting class lists and rosters and that sort of thing. I'd love to sit down at some point and either give more training on faculty self-service. We did a banner bunch back last February to March on this. We definitely could revisit it. Or even visit each individual area. We used to part of our college and give a little bit more one-on-one sort of conversation about what works, what doesn't, what can we change and have control over versus what are things that we might actually just look to the future of a banner line. Because it will get a lot nicer than a banner line. Obviously that. I'll touch base with you. Yeah, I mean, it's nothing that we don't work around. It's just a point here. Another thing I have to admit is that banner tends to focus more on administration as a tool than faculty and students. And self-service is always there. And the web apps, the permission and the public prospects. But the focus is more on administration. And so I began managing the mobility as well. Obviously. And I'm starting to spend a lot more time focusing on what are the faculty needs in students on this campus so that I can understand what you do day to day a bit better and how are the tools that we have banner to literally anything else going to help you accomplish your job. And one simple frustration in self-service is when you do pull up a class list or an unofficial transcript or whatever and you print it out. It cuts the page right in the middle of the student. So you have half of the student's name and they go on one page. So you usually have to get a pin out and actually write that person's information out. How interesting. I don't think I've ever seen that before. And that happens a lot. And it just depends on how many students are in the class and if it does break across the page it almost over the space right in the middle of the students. Yeah, I wonder if it's because of the way the browser's displaying it and it's cutting it off the floor or something like that. Let's look into that. Definitely. Other comments, questions. Kevin's not usually shy. Do you have your coffee? Yeah, right. So I was thinking there's at least two major processes that I have that we found either part way through or right before we started them that we needed a more recent version of Banner. So those three years were periods we were talking about. If this team hadn't undertaken that, what they did we would have been left with having to come up with a totally separate manual process. But it's a huge, really tight, intensive place. So the work that you have all done was saved, at least today. I'm sure a lot of people have made several hours. So thank you. I know we're already looking ahead at 1098s for this year and that's the main thing that I'm just going to be helping us with that and push that up in schedule because we can do that. So that's what exactly we're going to do. This upgrade cycle will actually be a little odd because it's also the year-end we will have an abbreviated cycle at the beginning and then the whole quarter cycle will take everything else and we have upgrades to HR, account receivable, position control, and employee self-service. It's all in terms of taxes too and changes that happen in control of the year. In fact, we got really lucky last year that we had taken on doing the updates when we did because if we had waited even a month later we would have been behind the ball with a lot of things we were talking about because we had learned that tax updates previous to that were kind of a non-issue. You just put in the one file and you're done. It turned out that that tax update actually had prerequisites that led to almost all the other updates having to be in place for it to happen. We got lucky honestly and now that we're doing this on a quarterly update or quarterly cycle we want to end up in that position again. Thank you. Anything else? I see a new space in the room and not necessarily like point fingers. I would imagine are you are... Me? No. I don't imagine you are a new gallon of presence office doing... No. No, I don't hear a lot. Oh, that's... Okay. All right. Sorry. I was all excited. There is a new person in our office though working in the curriculum and scheduling department and it's Shauna Hunter. She was previously actually working with Eilord but she's our new schedule coordinator. One thing I've noticed that we've improved upon and part of it's conscious and part of it's the change management we're doing we're communicating as a campus and we have a lot of feedback on this team. Much better. I feel like we're always in the loop and it doesn't seem to catch the soft guard as much and you're in the loop and I think that's fantastic. We've known that we can always improve upon and that it would be a great job of not as well. All right. Well, we've recorded this. It's a new available on YouTube as usual. One of our challenges moving forward is finding more subjects for banner bunches. So let us know if there's anything abandoned that is a pain point. We'd love to learn more about whether you think others would benefit from having one of these. We're going to have one in February, March, April, May. We probably won't have one over the summer. Last year we learned that people aren't here after the summer and don't show up to use it. So we work on that as well. We appreciate you coming here and listening and let us know if you have any questions. Some people over in our area had so I come when you talked about changing the baseline of the swing and everything but a lot of people had missed it and so they had used the old one a lot to look and search by birthday and by address and such and then they couldn't figure out how to do that now that that had changed and so I was able to help them with it but they thought maybe if you did another training you could have a search other way as well with health care and stuff. It was like a way to have some questions and everything. Let me grab your contact info and we'll schedule something. I'm more than happy to have these. They're also available online but we may not have gotten into that granularly in detail in advance. I know there's some issues around the way data for searching works now and that sort of thing. Alright, well thank you guys. Thank you very much.