TSPR Comal ISD - Chapter 6

This chapter discusses CISD's computer and technology functions in four sections:

A. Organization and Management

B. Grant Writing

C. Technology Planning

D. Administrative Technology

ADMINISTRATIVE TECHNOLOGY
About half of the district's business functions - finance, personnel, transportation, food services - are automated. Exhibit 6-10 lists various district functions along with the software, if any, used to automate the function.
Exhibit 6-10
Administrative Technology

Function Software

General Ledger
Accounts Payable
Accounts Receivable
Purchase Requisitions/ Orders
Warehousing Staff Tracking
Payroll
Grades
Fixed Assets APECS

Transportation Edulog

Food Services PCS Revenue Control System

Bank Reconciliations Checkmate

Maintenance Work Order Management
Construction Management
Cash Forecasting
Bank Access
Investments
Claims Tracking None

Source: CISD Technology Department.
While the district's primary administrative software, APECS, automates many of the district's functions, it is not Year 2000 compliant, and the district is interested in automating additional tasks. For these reasons, the Technology Department is considering replacing APECS; candidates being considered include Pentamation, Technology and Information Education Services, Merlin, and the Regional Service Center System.
FINDING
Since CISD's current computer system is not Y2K-compliant, the district must find a solution to keep its systems running after 1999. Unfortunately, this does not leave enough time for the district to identify its functional requirements, develop potential solutions, conduct the necessary cost-benefit analysis, and implement a new system. Identifying functional requirements alone is a complex and time-consuming process.
In recognition of this, the director of Technology has extended the district's APECS contract for one more year as an interim solution. This extension will provide the district with a version of APECS that is Y2K compliant, but the new version will not provide the district with the additional functions it desires, including maintenance and work order management, claims tracking, and several financial functions.
The school board voted to create a new position for an administrative software project manager. The position was posted during January 1999 and filled April 1999. This individual will be responsible for defining district requirements for a new system, identifying potential software solutions, assisting the district in selecting the best software solution, and managing the implementation and ongoing support of the new system. Hiring an individual to manage the software replacement is an important step, but it will not ensure that the district successfully identifies and obtains new software.
Recommendation 72:
Develop a plan for defining automation requirements, identifying the best software solution, and implementing the system.
Exhibit 6-11 provides a description of the steps required in this process.
Exhibit 6-11
Tasks for Software Replacement Project

Task 1 Develop Plan and Calendar - The district must develop a detailed plan and calendar for replacing the software. Individuals must be assigned to each step, and reports on progress should be presented to the superintendent and board each month. Individuals must be held accountable for accomplishing tasks on time. A project manager should be assigned to be ultimately responsible for the successful completion of the project.

Task 2 Identify Functional Requirements - The district should create committees for each functional area to be included in the new system. The committees should include managers as well as the workers that most frequently use the software. Committees should include campus as well as central office staff. A member of the Technology Department should serve as facilitator for the project. This individual should meet with each committee to help them identify what works well in the current system, what it lacks, what manual tasks are performed most often, what manual tasks are time-consuming, what information is needed, what reports are needed, etc. A small group from the Technology Department - including the director and the data processing manager - should identify the technical requirements of the proposed system. Once these requirements are identified, they should be prioritized. During this step, the committee must address CISD's automation needs in the areas of maintenance, operations, and purchasing.

Task 3 Identify Potential Software Solutions - The project manager should identify potential software solutions. He or she should contact other school districts to see what they use and their level of satisfaction with their products; review journals and software directories, etc. Ideas from this research can be used to define the district's requirements. This step also should include consideration of outsourcing possibilities. For instance, the project manager should contact Regional Education Service Centers to assess the costs and benefits of outsourcing all aspects of the administrative system.

Task 4 Develop Budget for Project - The project manager should develop cost estimates for a new software system and present them to the superintendent. The superintendent and director of Technology in turn should present the estimates to the board. The board must approve a budget for the project.

Task 5 Develop and Issue RFP - The project manager should develop an RFP that specifies the district's functional and technical requirements, as well as evaluation criteria.

Task 6 Review Proposals - The director of Technology, project manager, and a committee of central office staff, campus staff, professional staff, and support staff should review proposals according to the evaluation criteria.

Task 7 Conduct Cost-Benefit Analysis of Each Solution - The committee should conduct a cost-benefit analysis of each potential solution. This analysis should reflect the cost and benefits in terms of all district resources, including financial resources and staff time.

Task 8 Select Solution - The committee should select a solution.

Task 9 Define Customization Requirements -The committee should identify what customization if any is required. If significant changes are necessary, the committee may want to spread the changes out over time.

Task 10 Install Software - The project manager must oversee the implementation of the software. This includes ensuring that hardware and software are in place and running properly and that users receive the appropriate training and support.

Source: Texas School Performance Review.
One critical activity of this process is the evaluation of outsourcing options. This begins when the project manager identifies potential software solutions. One potential solution would be to contract out the system to a Regional Education Service Center. Under such an arrangement, the service center could provide the hardware, software, and support needed to run the district's administrative and student software. Under this arrangement, the database itself could be located at the service center with printers at the district, so that the reports could be printed locally. Service center staff could maintain the hardware and software needed to ensure that the system runs smoothly, but the district still would have to enter data, and while the service center would run the PEIMS submission report required by state law, the district would have to make any necessary data corrections for the report. The costs and benefits of options like this should be considered carefully along with other software solutions.
IMPLEMENTATION STRATEGIES AND TIMELINE

1. The administrative software project manager is hired by the district.
May 1999

2. The administrative software project manager develops a procurement plan and timeline for acquiring the new system. June 1999

3. The administrative software project manager interviews critical staff to determine functional needs for the system.
June-August 1999

4. The administrative software project manager identifies potential solutions and identifies potential bidders.
September-October 1999

5. The director of Technology and the administrative software project manager determine a budget and present it to the superintendent.
November 1999

6. The superintendent presents the budget to the board for approval.
January 2000

7. The board approves the budget.
January 2000

8. The administrative software project manager develops an RFP for the new system in conjunction with the director of Technology and the purchasing agent.
February 2000

9. The purchasing agent advertises the RFP.
February 2000

10. The superintendent appoints an evaluation committee including the administrative software project manager, the director of Technology, district management, and functional and technical experts.
February 2000

11. The purchasing agent receives bids and distributes copies to the evaluation committee.
March 2000

12. The evaluation committee evaluates bids, holds vendor presentations, and negotiates with vendors for final proposals.
April 2000

13. The evaluation committee recommends a solution to the superintendent.
May 2000

14. The superintendent recommends a contract to the board.
June 2000

15. The board approves the purchase of the new system.
June 2000

16. The vendor begins work.
July 2000

17. The new system goes on-line. January 2001

FISCAL IMPACT
This recommendation could be implemented with existing resources.

Function		Software
General Ledger Accounts Payable Accounts Receivable Purchase Requisitions/ Orders Warehousing	Staff Tracking Payroll Grades Fixed Assets	APECS
Transportation		Edulog
Food Services		PCS Revenue Control System
Bank Reconciliations		Checkmate
Maintenance Work Order Management Construction Management Cash Forecasting Bank Access Investments Claims Tracking		None

Task 1	Develop Plan and Calendar - The district must develop a detailed plan and calendar for replacing the software. Individuals must be assigned to each step, and reports on progress should be presented to the superintendent and board each month. Individuals must be held accountable for accomplishing tasks on time. A project manager should be assigned to be ultimately responsible for the successful completion of the project.
Task 2	Identify Functional Requirements - The district should create committees for each functional area to be included in the new system. The committees should include managers as well as the workers that most frequently use the software. Committees should include campus as well as central office staff. A member of the Technology Department should serve as facilitator for the project. This individual should meet with each committee to help them identify what works well in the current system, what it lacks, what manual tasks are performed most often, what manual tasks are time-consuming, what information is needed, what reports are needed, etc. A small group from the Technology Department - including the director and the data processing manager - should identify the technical requirements of the proposed system. Once these requirements are identified, they should be prioritized. During this step, the committee must address CISD's automation needs in the areas of maintenance, operations, and purchasing.
Task 3	Identify Potential Software Solutions - The project manager should identify potential software solutions. He or she should contact other school districts to see what they use and their level of satisfaction with their products; review journals and software directories, etc. Ideas from this research can be used to define the district's requirements. This step also should include consideration of outsourcing possibilities. For instance, the project manager should contact Regional Education Service Centers to assess the costs and benefits of outsourcing all aspects of the administrative system.
Task 4	Develop Budget for Project - The project manager should develop cost estimates for a new software system and present them to the superintendent. The superintendent and director of Technology in turn should present the estimates to the board. The board must approve a budget for the project.
Task 5	Develop and Issue RFP - The project manager should develop an RFP that specifies the district's functional and technical requirements, as well as evaluation criteria.
Task 6	Review Proposals - The director of Technology, project manager, and a committee of central office staff, campus staff, professional staff, and support staff should review proposals according to the evaluation criteria.
Task 7	Conduct Cost-Benefit Analysis of Each Solution - The committee should conduct a cost-benefit analysis of each potential solution. This analysis should reflect the cost and benefits in terms of all district resources, including financial resources and staff time.
Task 8	Select Solution - The committee should select a solution.
Task 9	Define Customization Requirements -The committee should identify what customization if any is required. If significant changes are necessary, the committee may want to spread the changes out over time.
Task 10	Install Software - The project manager must oversee the implementation of the software. This includes ensuring that hardware and software are in place and running properly and that users receive the appropriate training and support.

1.	The administrative software project manager is hired by the district.	May 1999
2.	The administrative software project manager develops a procurement plan and timeline for acquiring the new system.	June 1999
3.	The administrative software project manager interviews critical staff to determine functional needs for the system.	June-August 1999
4.	The administrative software project manager identifies potential solutions and identifies potential bidders.	September-October 1999
5.	The director of Technology and the administrative software project manager determine a budget and present it to the superintendent.	November 1999
6.	The superintendent presents the budget to the board for approval.	January 2000
7.	The board approves the budget.	January 2000
8.	The administrative software project manager develops an RFP for the new system in conjunction with the director of Technology and the purchasing agent.	February 2000
9.	The purchasing agent advertises the RFP.	February 2000
10.	The superintendent appoints an evaluation committee including the administrative software project manager, the director of Technology, district management, and functional and technical experts.	February 2000
11.	The purchasing agent receives bids and distributes copies to the evaluation committee.	March 2000
12.	The evaluation committee evaluates bids, holds vendor presentations, and negotiates with vendors for final proposals.	April 2000
13.	The evaluation committee recommends a solution to the superintendent.	May 2000
14.	The superintendent recommends a contract to the board.	June 2000
15.	The board approves the purchase of the new system.	June 2000
16.	The vendor begins work.	July 2000
17.	The new system goes on-line.	January 2001