Derreck Pressley – Seattle University

 Founded in 1891 in Seattle, WA  Jesuit Catholic institution  7,800 students within seven schools/colleges, plus a law school  1,400 faculty and staff members  Outsourced IT department

 Recycling program established in 1988 with 58% of campus waste recycled, composted or reused today  50 acre campus maintained organically and without pesticides and herbicides since 1998  Four LEED Gold Buildings  Carbon neutral heating and cooling 2012  Went live with document imaging 12/2010 in the Enrollment Services Division

 Graduate Admissions (Dec. 2010)  Enrollment Services Operations (Dec. 2010)  Registrar Office (Mar. 2011)  Undergraduate Admissions (Sept. 2011)  Student Financial Services (April 2012)

 To save space  To be more sustainable  To streamline processes  To fix processes

 Reasons for moving to document imaging should guide this decision  If you use an ERP contact them to see which product they recommend  Contact peer institutions to see what they recommend  Review at least 3 vendor presentations before making a decision  Be sure to review functionality of each

 Contact as many clients of the chosen vendor as possible  Always get best price prior to signing a contract  Develop plan for growth of system (licenses)  Ensure the person negotiating the contract is aware of the must have components

 Develop and articulate goals  Decide when (and which office) to implement  Develop implementation team  Contact other vendor clients  Functional users should speak with their counterparts as well  Document current processes  Recommend this done by functional users

 Document all decisions and rationale behind decisions  Record minutes for all implementation meetings  Keep all documentation in a central location each team member can access  Always keep everyone on the same page.

 Scheduling implementation and testing  Keep functional users up to date on major changes as you design new processes  Don’t focus as much on what the tool can or can not do, but on how you want your process to work.  There can be only one implementation leader.

 Check standardization of machines  Understand who will maintain/manage system; this person/s should lead training  Do as much as possible before contract period ends with consultants  Determine where and how this training will be conducted  Recommend at least two months of testing & training  Even if everything up to this point has gone perfectly it can all come crushing down here

 Develop communication strategy for any effected offices  Communication should come from the highest official possible  Manage expectations  Cross your fingers and pray

Derreck Pressley Associate Registrar, Systems Seattle University