Information Technology

Strategic Goals 2015-19

Technology infrastructure

  1. Expedite faculty and student research, administrative services, and electronic communications by increasing campus network and internet bandwidth, expanding storage and processing capacity, and improving wireless and cellular access.

    • 2015 - Completing the third and final year of a complete network overhaul. Upgrades have made the main campus networks faster, more reliable, more scalable, and easier to manage.
    • 2015 - The legacy wireless infrastructure has been replaced by new Wifi equipment and approximately 40 additional access points have been installed to address coverage gaps. We are developing heat maps to identify increasing demand and are deploying additional access points as needed.
    • 2015 - We have increased campus Internet bandwidth from 400mb to 600mb.
    • 2015 - The campus network now supports WiFi calling (“VoWiFi”) for some carriers and cellular phones.
    • 2016 - Added approximately 50 new access point locations and upgraded 70 802.11n access points to 802.11ac.
    • 2016 - Increased primary campus Internet bandwidth to 1 gigabit
    • 2016 - Completed campus WiFi heat maps and tuned WiFi access point channels to improve coverage.
    • 2017 - Increased Internet bandwidth to 2 gigabit
    • 2017 - Replaced a majority of the remaining 802.11n access points with 802.11ac. Added approximately 30 access point locations.
    • 2017 - Upgraded uplinks to most buildings to 10G.
    • 2017 - Added 50 802.11ac access point locations.
    • 2018 - Installed additional shared storage appliance.
    • 2018 - Increased capacity of virtualization infrastructure.
    • 2018 - Increased DMZ network bandwidth from 1G to 5G
    • 2018 - Moved administrative users in ETC and Eliot to a new network segment that increased their bandwidth from 2G to 10G
    • 2018 - Diverted raw CCTV feeds to camera servers off of campus user networks. Increasing network bandwidth available to users significantly.
    • 2018 - Added approximately 30 new 802.11ac wireless access point locations and upgraded 15 more locations from 802.11n to 802.11ac.
  2. Address risk management issues in cyber-security, business continuity, emergency preparedness, and other areas by making voice and data infrastructures more durable and secure.

    • 2015 - The main campus firewall was replaced with a next generation firewall that improves network security with features such as Intrusion Detection/Prevention and malware filtering and increases the speed of user connections to on-campus services as well as to the Internet.
    • 2015 - A Wifi guest access portal has been deployed to allow visitors convenient access to the Internet.
    • 2015 - New Network Access Control has been installed to expedite network registration for smartphones and other devices.
    • 2015 - New network management tools have been added to improve our capacity to troubleshoot and quickly address network problems
    • 2016 - Implement Peer-to-Peer Encryption for Bookstore, Computer Store, Phonathon and other campus merchants that accept credit cards in order to improve PCI-DSS compliance.
    • 2017 - January added a second Internet Service Provider to establish an alternate, automatic failover connection should either provider go down.
    • 2017 - Implemented disaster-recovery off-site backups of central administrative system data, including upgrades to on-campus hardware that facilitates this.
    • 2017 - Moved Material Safety Data Sheets for EHS to hosted third-party system, making the information highly available and automatically updated.
    • 2017 - Implemented Equiture system that logs calls for Community Safety.
    • 2017 - Coordinated implementation of PCI-compliant credit card readers for Food Services.
    • 2018 - Implemented Jamf device management for staff and faculty computers, allowing auditing and enforcement of security policies such as encryption.
    • 2018 - Developed and launched new Network Access Control solution for authenticating and authorizing wired connections in all dorms, the library, and 8 additional small academic building locations.
    • 2018 - Developed institutional information security and privacy policies to comply with GLBA and GDPR.
    • 2018 - Established Cybersecurity Advisory Committee (CsAC) to monitor and update an IT Risk Register.
    • 2018 - Convened information security liaisons from college departments for ongoing training and information sharing on security best-practices.
    • 2018 - Added off-site backups for disaster recovery.
    • 2018 - Replaced CoSign SSO with Shibboleth (mostly done)
    • 2018 - Deployed two-step authentication system (Duo) to reduce risk of unauthorized access to Reed systems.
    • 2018 - Replaced older, dedicated Blackboard infrastructure with highly available virtual instances hosted in our VMWare cluster.
    • 2018 - Launched an initiative to develop an IT Business Continuity & Recovery (BC&R) Plan.
  3. Constrain future technology operating costs, energy consumption, paper usage, and system management overhead by pursuing server virtualization, eliminating unnecessary computer hardware, and deploying more cost-effective printing, scanning, and copying technologies.

    • 2015 - New color copiers deployed in 2015 will save the college approximately $50,000 annually over the next five years.
    • 2015-16 - RT expansion
      1. CRIS expanded from a 3rd party ticketing system to CIS-hosted RT, saving thousands of dollars over comparable plan costs.
      2. Created visibility for Res Life RDs into relevant Facilities work orders (which moved to RT in 2014, saving ~$1,000 annually).
    • 2016 - Deployed a  combined ACS and TIS virtual server infrastructure which  reduces hardware costs and system management responsibilities.
    • 2016 - Virtualized campus web server, content management system, and corresponding test servers thereby eliminating three hardware servers.
    • 2016 - Expanded direct printing capabilities to copiers thereby reducing the number of standalone printing devices on the network.
    • 2016 - Deployed an email-based fax system to approximately 20 administrative offices to reduce paper usage and eliminate the cost of purchasing and maintaining fax machines.
    • 2017 - Set B&W and double-sided printer settings as default to copiers thus reducing toner usage, paper consumption and overall costs while still allowing easy access to color printing.
    • 2017 - Added capacity to virtualized server infrastructure.
    • 2017 - Implemented a faster, more robust, network to support the server infrastructure.
    • 2017 - Created an Automatic Certificate Management Environment for
      CIS-wide self-service request and renewal of SSL certificates at no cost
    • 2018 - Migrated a number of legacy physical machines to VMware
    • 2018 - Consolidated old web farm infrastructure onto shared VMware servers and migrated Rails applications.
    • 2018 - Negotiated new contract for our second Internet access route at roughly 50% lower annual cost.

Support for instruction, research, and student use of technology

  1. Implement computer labs, classrooms and technology resources to support new majors and concentrations.

    • Amazon Web Services selected for cloud computing and storage services, available for use in faculty research projects.
    • 2015 - Ensemble video distribution system deployed for dance classes.
    • Collaboration with the library initiated to catalogue and digitize the White Bird dance video collection.
    • Implemented bioinformatics teaching and research computer lab, with six student workstations and one instructor station.
    • 2016 - Deployed Ensemble video distribution system for video captioning in Spanish courses and other areas across the curriculum.
    • 2016 - Increased capacity to capture and edit performance/rehearsal footage by expanding Performing Arts Resource Center recording equipment and improving training and documentation.
    • 2016 - Implemented RStudio Server to give statistics students access to R packages, data, and a consistent platform for collaborative data analysis.
    • 2016 - Upgraded resources in a computer-equipped classroom to increase student access to spatial analysis software and other analytical tools.
    • 2017 - Created new student computer lab for computer science program.
    • 2017 - Used RStudio Server in additional courses across the curriculum and improved student and faculty access to the server.
    • 2018 - Assisted in the upgrade of the Rees House for faculty research.
    • 2018 - Began supporting student and faculty use of the Qualtrics survey platform for coursework and research.
    • 2018 - Created new active learning classroom space in the ETC for the statistics program.
  2. Facilitate faculty use of instructional technologies by collaborating with the Center for Teaching and Learning to expand faculty training and support.

    • 2015 & 2016 - Collaborated with the Center for Teaching and Learning to offer a roundtable discussion in December 2015, a week of digital scholarship workshops and discussions in March-April 2016, and peer workshops in November 2015 and December 2016.
    • 2015 & 2016 - Mellon digital scholars Martina Morris (November 2015), Miriam Posner (April 2016), and Hadley Wickham (October 2016) offered workshops in network analysis, digital humanities, and data science.
    • 2016 - Made online documentation of instructional technologies to support faculty members who are unable to attend in-person sessions available on the Teaching and Learning with Technology blog and on the Data @ Reed website; additional documentation is underway.
    • 2016 - Worked with the Center for Teaching and Learning to develop the Faculty-Student Collaborative Grant for Curricular Technology Integration program; grants awarded in spring 2017 and spring 2018.
    • 2017 & 2018 - Worked with teams that received the Faculty-Student Collaborative Grant for Curricular Technology Integration to redesign courses in statistics, sociology, and chemistry.
    • 2018 - Worked with the Center for Teaching and Learning and the library to create a faculty-staff community of practice and an ongoing series of workshops and discussions on digital scholarship tools and methods.
  3. Help faculty evaluate and use emerging technologies (such as 3D printing) for instruction and research.

    • Collaborate with faculty, librarians, and academic support staff to investigate curricular uses of 3D printing and scanning, laser cutting, CNC milling machines, and other fabrication technologies.
    • 2016 - Launched a pilot of 3D scanning using the iPad-based Structure Sensor in the Performing Arts Resource Center.
    • 2016 - Collaborated with the library and various academic departments to make 3D printing and digital fabrication resources available to faculty, students, and staff.
    • 2017 - Collaborated with a faculty member and student employees to digitally fabricate reproductions of nineteenth-century woodblock artwork for use in a course project.
    • 2017 - Catalogued and evaluated tools and resources for including virtual reality and augmented reality in the curriculum.
    • 2017 - Collaborated with a faculty member to create a space for recording lectures and other instructional videos using a lightboard.
    • 2017 - Co-designed and supported course projects involving mobile recording, qualitative analysis, video production, collaborative digital exhibit creation, and geospatial analysis.
    • 2018 - Co-designed and supported new and expanded course projects across the curriculum, including field recording, digital exhibit creation, collaborative image annotation, mapping, statistical data analysis, and data visualization.
    • 2018 - Through the XSEDE Campus Champions program, facilitated and supported faculty and student access to remote high performance computing resources for computational chemistry and bioinformatics coursework and research.
  4. Facilitate student coursework and research by collaborating with the Library to expand access to digital resources and improve student technology training and support.

    • 2015 - Began expanding electronic reserves system to facilitate document creation, management, and access.
    • Under the auspices of a Mellon grant, began building a scholar’s toolkit of technology utilities and best practices for accessing and managing research resources, starting with a Spring 2016 pilot in two political science courses.
    • 2015 - Integrated the Ensemble Video system with Moodle to provide streaming media for academic courses across the curriculum
    • 2016 - Began piloting a new audio reserves system, integrated with Moodle, to improve management and delivery of streaming audio resources for courses.
    • 2016 - Partnered with faculty and librarians to develop course-specific training sessions and resources to increase students' ability to use tools for digital scholarship, data management and analysis, geospatial analysis, and other curricular technologies.
    • 2016 - Created Reed Digital Collections platform and migrated all existing data and processes from CONTENTdm
    • 2017 - Began training student employees to provide specialized discipline-specific software support to their peers, especially in the area of data analysis and visualization.
    • 2017 - Collaborating with disability support services and the library to improve tracking and automate creation of accessible electronic reserves materials.
    • 2017 - Completed four-year Mellon project to collaborate with faculty and support research skills for mid-level students; partnered with faculty and librarians to create and support new courses in data science, dance ethnography, colonial history, and classical archaeology.
    • 2018 - Hosted Mellon capstone conference.
    • 2018 - Added annotation capabilities to the audio reserves system to enable faculty members to add commentary to selected regions of an audio track.
    • 2018 - Implemented interactive quizzes and multiple-language captioning support in the Ensemble Video system.
  5. Expand access to images and other digital material collections used for instruction and scholarship by collaborating with the Library to develop a new digital asset management system.

    • 2016 - Reed Digital Collections was launched in Fall 2016 with a beta release. All digital collections have moved to the new system in Winter 2017.
    • 2017 - Reed Digital Collections moved to full production release, with all collection creation and management handled by Library staff.
  6. Facilitate the use of technology in the classroom by deploying wireless projection and screen sharing, reconfiguring whiteboards and projectors, and providing other technology resources to support differing faculty teaching styles.

    • 2015 - A pilot implementation of wireless projection is underway.
    • 2015 - Collaborate with faculty members, the registrar’s office, and facilities services to design and equip classrooms with technologies that can support a wider range of pedagogical styles.
    • Expanding access to in-class polling and student response systems by piloting flexible polling options in statistics, foreign language, and physics courses in spring 2016 and the 2016-2017 academic year.
    • 2017 - Increased use of flexible polling options in physics and chemistry courses and implemented a new student response system that allows students to use either their own mobile devices or single-purpose clickers.
    • 2017 - Began participating in a cross-campus working group to improve classroom layouts, technology, and flexibility to better support faculty and student needs.
  7. Expand the functionality of Moodle by improving the integration between Moodle and other academic software used at Reed.

    • 2015 - Began employing Learning Tools Interoperability (LTI) standards to (1) make electronic reserve materials available to students and faculty via Moodle; and (2) support a data collection application developed in-house for research in political science.
    • 2016 - Extended use of LTI standards to deliver audio reserve materials via Moodle.
  8. Improve student access and provide parent access to student account information.

    • 2017 - Implemented TMS Student Account Center hosted service so that students and parents have online access to their account information; set up data flow between TMS and Banner.
  9. Improve support for students requiring accommodations.

    • 2017 - Implemented Accessible Information Management system for Disability Support Services to assist students; set up integrations with Banner data.
    • 2017 - Assisted Health & Counseling Services in implementing a counseling intake survey for students using their services.
    • 2017 - Set up texting services out of the electronic health record system.
    • 2018 - Began working with Disability Support Services on accessible computer labs on campus.
    • 2018 - Worked with Disability Support Services and the library to implement a process and guidelines for captioning curricular video materials.
    • 2018 - Collaborated with Disability Support Services and Facilities Services to develop an accessibility map of campus. Scheduled for full release in spring 2018.

Support for administrative use of data

  1. Upgrade administrative technologies to support more sophisticated data management and analysis for financial aid, student outcomes, budget control, development, and other critical administrative areas.

    • Expand data access for the Dean of Faculty's office, faculty committees, and other offices that have not traditionally used administrative reporting tools.
      • 2016 - Implemented ARGOS app for creating Annual Faculty Salary Letters from Banner data. Retired outdated, unwieldy Filemaker database and dual data-entry processes.
      • 2017-2018 - Improved "previous sabbatical" and "double merit" reporting for Dean of Faculty office.
    • Work with Institutional Research and offices that steward data to determine need, decide on best practices, and set priorities for improving access to data for decision-making.
      • 2016 - Worked with Student Services VP and Institutional Research to establish a Data Governance Team in order to develop a set of data policies, procedures, standards, and definitions, guided by institutional priorities and strategic questions prepared by the Executive Team.
      • 2017 - Worked with Institutional Research, Registrar's Office and Treasurer's Office to create Enrollment Report that is generated and sent each week to the Data Governance Executive Team and others throughout the administration.
      • 2018 - Collaborated with Institutional Research and Dean of Students to define and analyze Retention Trends. Created Argos report to assist faculty and Dean of Students in responding to these trends with the goal of increasing Student Retention.
      • 2018 - Collaborated with Institutional Research and Dean of Students to define and analyze new Leave of Absence data.
    • Add more data snapshots that capture information at specific points in time and develop dashboards based on these snapshots.
      • 2015 - Began freezing data defined by Institutional Research and ACS to address data analysis needs for Admission, Financial Aid, and Student Services.
      • 2015 - Began freezing prospect territories and regional counselor assignments for Admission analysis.
      • 2015 - Created Student Outcomes dashboard for Dean of Students office.
      • 2016 - Worked with Institutional Research to create Enrollment freezes for longitudinal analysis.
      • 2016 - Collaborated with Institutional Research and the Dean of Students Office to create new student retention snapshots and create charts for the Summer 2016 Trustee Retreat.
    • Expand our existing datamart for College Relations so it can be used by other departments.
      • 2016 - Participated in CLAC Mindshare event to learn how peer schools are handling data warehousing, data governance and analysis.
      • 2016 - Collaborated with Institutional Research to investigate data mining requirements and strategies.
    • Prepare enterprise system (Banner) for pending transition to Web 2.0 technology.
      • 2015 - Applied first stage (Database Extension Utility) to production system. Planning underway for additional database conversion stages.
      • 2016 - Implemented virtualized (VMware) cluster for deploying Banner components.
      • 2017 - Updated multiple modules of Banner.
      • 2017 - Realigned older customized functionality to modern Banner practices.
      • 2017 - Upgraded Oracle databases and server infrastructure to support eventual single sign-on.
      • 2017 - Increased reliability of shared file systems supporting Oracle databases.
      • 2018 - Implemented 3 instances of Banner 9, including new web servers and software management system.
    • Enhance user experience and ease of management by transitioning enterprise applications to current technology.
      • 2016 - Implemented Banner EPAF (Electronic Personnel Action Form) system for Student Employment and assisted in establishing a one-stop source for student job postings in Griffin Door.
      • 2017 - Implemented Evisions transcript integrated with Parchment online order and delivery system to: replace legacy transcript system; vastly improve the transcript-ordering experience for students, alums, and the Registrar's Office; and introduce a modern, attractive transcript that can be more easily maintained and modified.
      • 2017 - Upgraded Community Safety's incident tracking system to modern version, adding reporting capabilities that had not been available in older versions.
      • 2017 - Decommissioned Macintosh FileMaker servers and obsolete databases; moved remaining databases to single virtualized server.
      • 2017 - Prepared & moved into partial production the replacement for central administrative file server.
      • 2017 - Redesigned departmental budgets app in IRIS.
      • 2018 - Implemented Softdocs' Etrieve Content for Document Management. Migrated all Admission, Registrar, and Financial Aid Nolij Web documents to Etrieve.
      • 2018 - Replaced outdated "Reed ID" scheme with standard Ellucian ID code that will reduce the resources needed to upgrade Banner.
    • Enhance application security by transitioning from silo authentication to Single Sign On for enterprise applications.
    • Improve information and account management for people who are loosely affiliated with the college, such as contractors and visiting scholars.
      • 2017 - Completed modifications to account request systems and data entry practices so that Affiliates can be tracked and given access as needed.
      • 2018 - Implemented single sign-on authentication for Banner.
  2. Enhance student recruitment and application processing operations.

    • Work with Admission to evaluate and document their goals and needs.
      • 2016 - Worked with Admission to plan Slate (CRM) implementation;  collaborated on the search for a Data and Systems Analyst to lead the Slate implementation in 2017.
    • Work with Admission to implement improvements in their uses of Banner, Nolij Web, Argos, and other applications as determined by the analysis of their goals and needs.
      • 2016 - Automated Common App document loading to process 150 documents per minute, well beyond the 20 documents per minute maximum that could be handled manually. Thanks to this improvement, more than 42,000 documents were automatically loaded for the upcoming application season.
      • 2016 - Expedited Admission Office email communications by implementing an Argos data extract that can be uploaded to MailChimp.
      • 2017 - Created data loads from Banner into Slate (Admission CRM System) for the new system to use existing prospect and applicant information and for historical tracking. On-going automated data loads for financial aid information and Reed IDs from Banner into Slate were created to keep the two systems synchronized.
      • 2017 - Created automated data loads from Slate into Banner to provide enough applicant information in Banner for Financial Aid processing and student enrollment.
      • 2018 - Created automated data loads from Slate into Banner to provide enough accurate information for Student Census (e.g. Test Scores).
      • 2018 - Implemented Softdocs' Etrieve Content for Document Management. Migrated all Admission Nolij Web documents to Etrieve. Created automated document loads from Slate into Etrieve.
      • 2018 - Created Additional Argos data extract file of Financial Aid Data for applicants who have applied for Financial Aid, but not Admissions, to be uploaded as prospects in Slate.
    • Simplify and streamline host matching process for increasing numbers of international students.
      • 2017 - Created application for International Student Services office to use for host matching process.
  3. Support faculty advising and student course planning activities.

    • Enable more features for Students in Banner Self-Service.
      • 2017 - Finished evaluating options and determined Degree Works will meet the current needs better.
    • Develop and pilot a “what if” course scheduling tool for students.
      • 2016 - Evaluating commercial product (DegreeWorks) and internally-developed options to pursue this goal.
      • 2017 - Installed infrastructure to support Degree Works test implementation and training.
      • 2018 - Finalized deployment of infrastructure for DegreeWorks.
    • Upgrade IRIS web apps for grade submission, transcripts, academic advising, and student tutoring.
      • 2016 - Grade submission and student tutoring upgrades completed.
      • 2018 - Transcripts, academic advising, student information upgrades completed.
    • Improve efficiency and maintainability of academic adviser matching process.
      • 2017 - Created Academic Advising Matching tool for Academic Advising staff; replacing older, less-efficient technology.
  4. Establish a unified strategy and budget for acquiring, developing, and retiring administrative software and online services.

    • Implemented an online Technology Adoption Request process.
    • Work with Human Resources and other administrative offices to improve project management skills and create a culture of shared project management practices at Reed.
      • 2017 - formed a Project Management Community of Practice with monthly meetings and a Google Shared Drive for sharing resources, standards, and best practices.
      • 2018 - Collaborated with members of Project Management Community of Practice to create, test, and use a variety of project management templates.
  5. Collaborate with administrative offices to standardize data definitions, improve data stewardship, reduce duplication of effort, promote data security, and increase reporting and analysis capabilities.

    • Work with Institutional Research and ad hoc user groups to improve reporting efficiency and cross-departmental consistency of data definitions and reporting terminology.
      • 2015 - Created a RUG (Reporting User Group) Moodle site with glossaries for reporting terms and data definitions.
      • 2015 - Provided hands-on training for building dashboards.
      • 2016 conducted week-long SQL and report-writing-at-Reed training for admin report-writers.
      • 2016 - Collaborated with Admission on ad hoc committee to determine how to collect, update, use, and communicate about gender identity data.
    • Improve consistency of name and gender identity information between systems so that community members' information is up-to-date and available everywhere that users see it.
      • 2017 - Updated integrations between systems so that: preferred names are being used and displayed by default, wherever possible; update to names are flowing between systems on a regular basis; gender identity and pronouns are included where needed.
    • Work with users to remove data no longer needed and that is a risk to retain.
      • 2018 - Removed SSNs no longer needed from Banner
      • 2018 - Removed direct deposit bank account data that was no longer needed.
  6. Assist administrative offices’ transition from paper-based records and processes to digital format.

    • Continue implementing and customizing the Nolij Web document management system.
      • 2015 - Implemented Nolij Web "filing cabinets" and workflows for Admission, Financial Aid, Special Programs, Business Office, Human Resources, College Relations, International Student Services, the Registrar's Office, Academic Support Services, Library, Disability Support Services, and CIS Admin.
      • 2016 - Updated scripts for loading College Board's iDoc image files, and other improvements that increased the number of files automatically loaded into Nolij Web for Financial Aid from 65,000 in 2015 to 103,000 in 2016, eliminating a great deal of manual work.
    • Assist administrative departments with document scanning.
      • 2015 - Provided customized assistance as Nolij Web is implemented for new departments.
      • 2016 - worked with College Relations to replace old Windows computers and scanners with new Macs with faster scanner.
    • Implement web apps and document management for Young Scholars and MALS applications.
      • 2015 - Implemented Young Scholars and MALS app, data load, and image repository ("filing cabinet") used by applicants, counselors, and the Special Programs office.
    • Move the Benefits Open Enrollment process from paper-based to an online process.
      • 2016 - Implemented online Benefits Open Enrollment and Mid-year Benefit Changes forms.
      • 2017 - Benefits enrollments for new hires form
    • Improve Institutional Review Board operations.
      • 2017 - Developed web-based application and review process for Institutional Review Board.
    • Improve Leave of Absence operations.
      • 2017 - Developed web-based system for Leave of Absence application and review process.
    • Improve student employee recruiting and hiring
      • 2018 - Assisted with Handshake implementation.
      • 2018 - Developed HireEm app for managing student employment.
    • Improve academic progress reporting
      • 2016 - Worked with Registrar's Office to generate Academic Progress Reports in Argos, load the files into Nolij Web, notify students by email that their Academic Progress Reports are available to view, and make those reports available to students via IRIS.
    • Eliminate retirement account paperwork and errors that come with manual changes; encourage employees to more-actively monitor their retirement accounts.
      • 2017 - Worked with Human Resources to set up a bi-directional interface between Banner and TIAA which allows employees to manage their contributions and limits online.
    • Implementing modern course evaluation system.
      • 2018 - Worked with Registrar's Office to implement new course evaluation system.
  7. Improve administrative office operations by establishing more sophisticated technology skills among administrative staff members through recruitment and/or technical training.

    • Provide basic Nolij Web training for current users and new hires.
      • 2015 - Provided customized Nolij Web training to newly hired staff.
    • Provide administrative users with Argos report-writing and SQL training.
      • 2015 - Provided hands-on Argos and SQL report-writing-at-Reed training.
      • 2016 - Provided hands-on SQL report-writing-at-Reed training for a record 18 people from numerous offices, saving the college $50,000-$70,000 on off-site training costs.
    • Provide training for new systems.
      • 2018 - Provided user training, in groups and individually, for Banner 9.
      • 2018 - Trained users on new document management system Etrieve.