Rufus Glasper, Ph.D., CPA

1
Strategic Planning for Technology A Financial
Perspective
Ocotillo May 17, 2000

• Rufus Glasper, Ph.D., CPA
• Vice Chancellor for Business Services

Debra Thompson, MPA Director, Financial Planning
Budget
Maricopa Community Colleges Tempe, Arizona
2
The Future Aint What it Used to Be!!

• Technology 1994 versus 2000
• What was our focus then versus now?
• Where did come from?
• What were we spending on?

3
Technology 1994

• Funding/Resources
• G.O. Bond program 87 million for technology
• G. O. Bond program 30 million for occupational
  education equipment

4
Technology 1994

• Focus on Capital Items
• New Hardware
• New Software
• New Information and Communication Systems

5
Technology 2000

• Lessons Learned Technology is NOT just capital!
  
• Total Cost of Ownership Capital AND Operational
  Needs/Costs

6
Technology 2000

• More and more uses of technology
• in more classrooms
• a delivery mode distance learning
• universal access the Internet
• technology in student services
• administrative systems

7
Technology 2000

• Need to
• define needs
• prioritize needs
• assess costs
• recommend funding sources
• What surprises may be out there?

8
Technology 2000

• Capital needs New, Replacement AND upgraded
• hardware
• software
• systems
• initial maintenance costs
• initial consulting costs for implementation/develo
  pment

9
Technology 2000

• Operational Needs
• Staffing levels, salaries and benefits
• Professional growth training
• Maintenance and repairs
• Supplies and materials
• Longer term implementation costs
• Indirect costs (e.g., purchasing, receiving,
  tagging, inventory)

10
Technology 2000

• What was capital may be an operational cost
• lease versus purchase
• Return to thin clients?

11
Technology 2000

• How to fund needs?
• G.O Bond Funds exhausted by 2002
• Other sources?
• Reallocations?
• Allocation of new funds?
• Technology Fee?
• Another bond?
• All of the above?
• Other ideas?

12
Other Considerations

• Technology needs are not one-time only
• Overall budget limitations--competition for
  resources
• Programmatic and Quality Problems
• General Considerable Faculty and Staff Anxiety

13
Educational Planning Synergy

• Strategic Planning
• Assess define internal external environments
• what are our goals and objectives?
• Tactical Planning
• Action plans to achieve goals objectives
• Implementation
• Evaluation
• Continue planning cycle

14
Planning Efforts Around Technology

• Ocotillo
• College and DO Technology Plans
• Administrative Services Group
• ITAC
• Future bond planning
• District-wide Strategic Planning Task Force
• Governing Board goals and priorities

15
Planning Efforts around Technology

• How do planning efforts link?
• District-wide Strategic Planning Committee
  Recommendations to the Governing Board?
• How does planning link
• to the budget?
• to longer term financial plans?

16
DEMONSTRATE
Actual measured outcomes and accountability
Identify, reevaluate customer, priorities,
needs
MCCCD Financial Planning Cycle
D R I V E S
LEADS TO
Financial planning
Budget development process resource
allocation
IMPACTS SUPPORTS
17
District-wide Budget Process Decision Makers

• Governing Board
• Chancellor
• Chancellors Executive Council
• Financial Advisory Council

18
Budget Process Flow Chart
Advising/Decision-Making Entities (Tasks)
Core Indicators Report Sept. 2000
Governing Board Adopts Goals March
2001 for FY02-3
College/DO planning around goals April 2001
Budget Requests/Funding Proposals Dec.
2001 due to FAC for FY02-3
19
Budget Process Flow Chart, (Cont.)
FAC Recommendations to CEC Jan.
2002 re FY02-3 budget
CEC Recommendations to Chancellor
Feb. 2002 re FY02-3 budget
Chancellor proposes FY02-3 Budget
Mar. 2002
Governing Board Adopts Final FY02-3
June 2002 Budget
20
Budgeting with Limited Resources Internal Issues

• Mission
• Strategy
• Structure
• Process
• Technology
• People Culture

21
Mission

• Is there a mission statement?
• Is the mission statement clearly defined?

22
Strategy

• Has a strategy been developed to support the
  mission?
• Are budgets and resources realistically defined
  to carry the strategic plan?

23
Structure

• Does the structure facilitate or impede
  decision-making and responsiveness?

24
Process

• Have processes been streamlined throughout time?
• Do processes measure trade-offs among competing
  resources?

25
Technology

• Who requires what information?
• Where and when?
• Are technologies working for people or people
  working for technologies?

26
People Culture

• Does a short term tactical view preclude long
  term investments in upgrading the workplace?
• Does a participatory environment exist which
  results in continuous productivity and process
  improvement?

27
Financial Stress - Key Lessons

• Communication is critical understanding is
  harder to achieve.
• Problem solvers need college-wide perspective.
• Deal with resistance to change.
• Action must be taken, even without consensus.

28
Financial Stress - Key Lessons

• Centralized decision-making in irrational times.
• Focus on future build while still cutting
• Learn to deal with stress
• You will bleed, but you will not die.
• If you follow these key lessons, you will learn
  how to work with stringent financial
  circumstances.

29
Real Questions are?

• How to assess the performance of institutions and
  whether educators will lead the process or leave
  the action to outsiders.

30
Politics, Comfort Zones and Pragmatism

• Instead of being reactive and responsive to
  politics, polemics, and pressure, if we cannot
  predict the future, create it.

Peter Drucker
31
Summary and Conclusion

• What ?
• Now What ?
• So What?

32
Questions ????
33
(No Transcript)