VII: Conclusion

As the authors of this book approached the idea of providing guidelines for planning and implementing campus financial systems, we were struck by the challenge of trying to address a moving target in a diverse and dynamic environment. There were many reasons not to tackle such a book, among them the rapidly changing -- and often unproven -- technology that institutions have available to them, and the complexity of not being able to prescribe definitive solutions for such a diverse audience from many types of campuses. In short, we were very concerned that we would be addressing an area where the rules seemed to change every few months and where there were no common solutions.

But those concerns proved to be why we felt writing this book was essential. College presidents, business officers, information technology directors, and others have become overwhelmed with the daunting task of how to organize themselves to make some critical decisions about the future of their campus information systems. If there is a more complex organization for which to develop such systems, we would love to hear what it might be. We agreed that if we provided some guidance on how to undertake such an arduous task we would have done a worthwhile service for our colleagues.

If you have taken the time to read this book, you have already begun a challenging journey for which we have not provided cookie-cutter solutions and single "right" answers! As authors we represent very different types of institutions, and it became clear to us that to attempt to describe a single answer would be unwise and unfair to our readers. Rather, we have attempted to describe a set of processes that we hope will help you begin to reveal your own set of answers.

Some of the solutions you identify will be appropriate in the short term. Other answers will be applicable in the longer term. Some conclusions will be dependant on the nature of your current investment in legacy systems, on your motivations for developing a financial system, or your willingness to make radical changes in your business processes. But even with these variables, we are convinced that if you follow the process we have suggested in this book, you will come to the best conclusions about what is right for your institution.

As you begin the journey towards a new financial system, remember that the journey cannot be made by you alone. Your traveling companions must include financial and technical professionals, providers of information, and users of information. If you follow the book's advice, you will develop close partnerships that represent the needs and wisdom of these essential players in the process.

It would not hurt to reiterate our warning about reviewing business processes on the campus prior to making decisions about your next financial system. Reengineering has become a tiresome buzz word to many, but you will do yourself a terrible disservice if you install a new financial system that automates the way you have conducted business over the last 20 years. Colleges and universities have a nasty propensity to accumulate procedures, steps, and hierarchies over time until they find they can no longer afford them. It will become even more costly to re-tool your new financial system if you wait until later to change key business processes.

Remember that the goals of your institution, including your business requirements, should be the driver of your journey. While technology and the marketplace will play a central role in many decisions, your institution's business needs should be the context for technology decisions. In the rapidly changing technology market, you will only help yourself by keeping your options open and avoiding painting yourself into a proprietary corner. And, finally, as you set off on your journey, try to keep your sense of humor. You will need it!

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