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Greetings,

 

We are going through wholesale change here at Piedmont Technical.  Aside from the numerous improvements within ITS services and support, there has been several governance committees that we have put in place.  One that is being discussed is a Reporting Oversight Committee, its purpose unknown at this time.  We have a centralized reporting model, with very limited report creation outside of ITS.  IT probably doesn’t matter, however we use Argos as our primary reporting platform.

 

I am wondering how many of you use a committee for reporting oversight and how many of you treat reporting as a service and have it fall under a broader oversight committee, such as an IT advisory or operations committee?  One of the things we find ourselves up against is that the same people are always on these committees, and committees grow in number and we continue to consume people’s time in meetings and with tasks assigned to them.  Considering this, I want to make sure that we add value rather than oversight for oversights sake.

 

Again, I would like to hear from everyone, whether they have a reporting oversight committee specifically or if they don’t.  If you could let me know the size of your faculty and staff population it would be greatly appreciated. 

 

I am sorry to be asking so many question over the past couple of months, however as we move forward transforming this institution, I do value your opinions and advice.

 

Thanks,

 

Tim,

 

 

Timothy A. Pierson 

Associate VP, Information Technology and CIO

Piedmont Technical College

Lex Walters Campus

620 N. Emerald Rd. | P.O. Box 1467

Greenwood, SC 29648

Pierson.t@ptc.edu

Phone:  864.941.8437

Mobie:  864.992.6741

CISSP, CCNA:Security, MCSE: Security

 

"It is not the critic who counts; the credit belongs to the man who is actually in the arena. Who strives valiantly; who errs and comes short time and time again; and who, if he fails, at least fails while daring greatly. His place shall never be with those cold and timid souls who know neither victory nor defeat." - Theodore Roosevelt

 

 

 

 

 

 

********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.

Comments

Message from dthibeau@post03.curry.edu

Tim,

 

I find the idea of “reporting oversight” interesting.  I find that reporting inconsistencies generally result from:

 

·         different definitions of terms (for example, one department might consider “all students” to be include only traditional undergrads, while another department might include  continuing Ed and grad students in that same definition – which could cause problems for institutional reporting if not properly monitored and documented)

·         errors or report inaccuracies, result from inadequate end-user testing

·         incomplete documentation (including run time instructions)

 

I’m not really sure who you’d need to serve on such a committee. I suppose it depends on the ultimate goal.

 

Here at Curry we have a group of technical people (essentially anyone on campus with the ability to develop a report), who meet weekly.  We discuss complex reports or processes and their potential impact prior to the development beginning.  This group also tries to maintain “standards” and “definitions” so that there is as much consistency as possible.  When a new report is put into production we require:

 

·         Sign off from the end user that they have thoroughly tested

·         The sign off is forwarded to us by the technical person who developed the code

·         The IT center’s technical staff review the code to ensure it meets our basic standards (we DO NOT test, nor perform any meaningful QA at that time)

·         Assuming all is in place, it is moved to an installation area where our operations staff push into production – providing us plenty of separation of duties, which greatly pleases the auditors

 

We do not have the committee you’re suggesting, but what have is helpful.  I’ll be interested to see what others have.

 

Dennis Thibeault

CIO, Curry College

 

Tim,

We have a Data Management Committee that has formed to address not only reporting, but other aspects of data collection, management and use.  We have found it to be a pretty complex issue involving many internal and external stakeholders, the balancing of operations and strategic data use, and of course budgets, staffing (skill sets) and priorities. 

We are also in the early stages of this initiative... which I think could be a potential session, theme... at an upcoming conference.
Floyd Davenport CIO/Director Information Technology Services Washburn University floyd.davenport@washburn.edu http://blog.washburn.edu/technology 785-670-2066 On 9/16/2013 7:45 AM, Tim Pierson wrote:

Greetings,

 

We are going through wholesale change here at Piedmont Technical.  Aside from the numerous improvements within ITS services and support, there has been several governance committees that we have put in place.  One that is being discussed is a Reporting Oversight Committee, its purpose unknown at this time.  We have a centralized reporting model, with very limited report creation outside of ITS.  IT probably doesn’t matter, however we use Argos as our primary reporting platform.

 

I am wondering how many of you use a committee for reporting oversight and how many of you treat reporting as a service and have it fall under a broader oversight committee, such as an IT advisory or operations committee?  One of the things we find ourselves up against is that the same people are always on these committees, and committees grow in number and we continue to consume people’s time in meetings and with tasks assigned to them.  Considering this, I want to make sure that we add value rather than oversight for oversights sake.

 

Again, I would like to hear from everyone, whether they have a reporting oversight committee specifically or if they don’t.  If you could let me know the size of your faculty and staff population it would be greatly appreciated. 

 

I am sorry to be asking so many question over the past couple of months, however as we move forward transforming this institution, I do value your opinions and advice.

 

Thanks,

 

Tim,

 

 

Timothy A. Pierson 

Associate VP, Information Technology and CIO

Piedmont Technical College

Lex Walters Campus

620 N. Emerald Rd. | P.O. Box 1467

Greenwood, SC 29648

Pierson.t@ptc.edu

Phone:  864.941.8437

Mobie:  864.992.6741

CISSP, CCNA:Security, MCSE: Security

 

"It is not the critic who counts; the credit belongs to the man who is actually in the arena. Who strives valiantly; who errs and comes short time and time again; and who, if he fails, at least fails while daring greatly. His place shall never be with those cold and timid souls who know neither victory nor defeat." - Theodore Roosevelt

 

 

 

 

 

 

********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.


********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/discuss.

Tim,

The name of the committee (Reporting Oversight Committee) is peculiar and it is not clear if "reporting" refers to the generation of reports/management of data or the function of how IT is held accountable within the organization.  This is an important thing to determine because the scope of either is vastly different and requires different people to be engaged.  The first is about data cleaning, access, security and reporting while the second is about benchmarking, planning, budgeting and project management/prioritization.  While there will naturally be some overlap between the two, each would serve a distinct function.

There was little in the way of governance structures for IT at this institution in the past but in working with our customers (faculty senate, administrative users and Cabinet) I think we have a good mix now.  While these are all advisory in nature, they help with transparency and inclusiveness which in a way leads to a degree of oversight.  There is an audit committee of the Board of Trustees that does an IT audit so there is that aspect of oversight as well.  Here are the committees:

University Technology Committee - This is a Senate subcommittee that has a mix of faculty and administrators on it.  In the past we met together every two weeks but that was overkill and we were losing momentum (that could be a good thing in some cases but in this case it was not).  Working with the chair of the committee, we reorganized it this year so we meet once a month and alternate between faculty/instructional subjects and administrative subjects.  We use a shared Google Doc so members can add topics to the agenda and all can see it being developed before we meet.  Our last meeting of the semester brings these two groups together to ensure there is good perspectives on the demands on IT resources and projects underway between the two groups.

Data Standards and Governance Committee -This is also known as the "CORE Team" and is made up of the power users/functional experts in each area.  It is chaired by one of the department members and the VP of IT and VP of Development attend regularly and reports to Cabinet.  We deal with mostly ERP related issues concerning data entry, reporting, training, etc.

Software Coordinating Committee - This group meets a few times each semester and the purpose is to make sure the colleges/department chairs are aware of the software in our instructional classrooms and instructor podiums and give them a mechanism to proactively inform us of  new software needs.

These three committees seem to meet the needs for communication, transparency and accountability at our campus.  If there are pressing needs that require funding then we can bring recommendations from these committees to Cabinet for  discussion and possible funding (we recently did this for an enterprise reporting solution that originated with our CORE Team).  

Curtis 




Tim,

I think such a committee could add value, especially as an institution is aiming to make better use of the data on hand.  You might think about whether this should be a committee with an expiration date.  Perhaps it's chartered "until no longer deemed necessary."

From what I've seen, questions begin around report availability and format (the "mechanics") before moving into the higher-order questions surrounding data redundancy, authority, and access.  You may want to include in your charter mention of data governance, or let that evolve naturally.  In that case, the committee's work will never be done. ;) 

Regards,
Debi

------

Debra Hust Allison
Vice President Emerita
Miami University



Hi Tim,

At Pepperdine, we are also currently addressing central reporting (part of our BI strategic initiative) and the need to form a data stewardship advisory committee. The purpose for a cross-section committee is to provide governance on how data is entered, used and validated, and reported. The middle piece (used and validated) has greater importance for us. The idea is for this committee to take ownership of the institution's data (e.g. ERP, CRM, etc.) and its standards, and strive to maintain data integrity all throughout the data stream. Ultimately, we want to be able to report on accurate data but accuracy and validation efforts have to start from beginning of the data stream and be maintained all throughout. I envision that this committee would have reporting oversight as well.

Like many other institutions, Pepperdine has its fair share of committees. What is good is that the schools are expressing a need for such a committee and the provost's office is taking the lead in forming it. Pepperdine University has ~ 1400 employees, half being faculty. We have ~7500 students.

Happy to chat more.

Best,

Jonathan See
Chief Information Officer
Pepperdine University
310.506.6256

Twitter: @SeeJonathan
Google+: Jonathan See

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