MGT’s review of equipment involves an analysis of the type of hardware resources available for staff, teacher, and student use. While computers are the predominant resource in the classroom, other relevant technologies include, but are not limited to, digital cameras, projectors, smart boards, and networking equipment. It is important that computers used for instruction have sufficient power and speed to support the use of recently developed multimedia courseware and effective access to the Internet/World Wide Web. All such computers should be networked. Similarly, computers that are used for administrative purposes need sufficient power and speed if they are to effectively use the more advanced software tools available for data storage, manipulation, and analysis. Administrative computers, too, should be networked.
While the price of hardware is generally declining, the cost of software is increasing. This is primarily because software actually translates into personnel costs (i.e., software development is usually a labor-intensive activity that requires skilled technicians who earn relatively high salaries). As a result, the task of selecting software for use in any organization is becoming more difficult. This is particularly true of educational entities because they require more diverse types of software than do governmental agencies or private corporations.
FINDING
During interviews and focus groups several individuals indicated that there was no computer replacement cycle, but all said there should be one. The primary problem that arises when there is no computer replacement policy is that computers remain in use for long periods of time. If not replaced, they will cease to be the valuable resource that they could be. They will not be able to execute the latest software that is acquired by the division and worse, they become very costly to maintain. The only way to avoid having computers become too old to be effective tools is to implement a replacement cycle that refreshes the computers every three to five years.
RECOMMENDATION 5-6:
Establish a five-year replacement cycle for all computers.
Because technology advances so rapidly, it is critical that computer purchases are evaluated against the current market to ensure that the investment is as cost-effective as
possible. This is particularly true when financial resources are limited. For this reason, it is important that RCPS establish a purchasing strategy that ensures that only state-of- the-art computers are acquired, thereby maximizing the useful life of new equipment. Additionally, a replacement cycle (three to five years) for these systems should be established to ensure proper support. During the International Society for Technology in Education's (ISTE) Technology Support Project, it was confirmed that establishing a computer replacement cycle allowed divisions to avoid obsolescence and provided for better support, thereby reducing TCO.
Creating a life cycle for new computers involves purchasing replacement equipment every three to five years. The ideal cycle is three years, which is typical in private industry, but most school divisions find that cost prohibitive.
FISCAL IMPACT
The costs shown below are based on a discounted price for computers of $785 per unit which is roughly the price paid by RCPS on the last three orders that were placed. Since there are approximately 6,960 computers in use currently, one-fifth of that total is 1,392, the amount that would have to be acquired annually to satisfy a five year replacement cycle. At a cost of $785 per computer, the total annual cost would be $1,092,720. Since the commonwealth currently provides $857,000 annually that may be used to purchase computers that support SOL testing, the net amount that the division would be required to supply is $235,720.
It is important that RCPS recognize that it has an obligation to fund technology resources. Virginia divisions are fortunate, compared to their counterparts in other states since most other states no longer provide such funding to their school systems. In order for the division to be as efficient as possible, and more important, in order for the division to effectively prepare its students for the world of work, it is imperative that significant investments in technology be made. Moreover, the division also needs to recognize that, should the commonwealth discontinue its funding, the division must cover the entire cost of the annual replacement.
Recommendation 2007-08 2008-09 2009-10 2010-11 2011-12 Establish a Five-Year Replacement Cycle for Computers ($235,720) ($235,720) ($235,720) ($235,720) ($235,720) FINDING
RCPS continues to operate without an effective Human Resources Management System. Much of the automated support they currently receive comes from an outdated Wang minicomputer which does not easily permit the human resources office to obtain lists of various categories of employees, something that is a frequent need of such offices. Nor is the system able to interface with the finance system which, according to one high level division official, requires staff to employ numerous spreadsheets in order to draw data from both systems. Further shortcomings of the current operations are outlined in Chapter 3.0, Human Resources.
As indicated in MGT’s 2005 report, the division was working with the City of Roanoke to develop and implement a comprehensive Human Resources Management System and that effort continues. Representatives of the school division’s human resources and finance departments meet regularly with city personnel to participate in the ongoing planning and preparation necessary to implement the new system.
RECOMMENDATION 5-7:
Continue to cooperate with the City of Roanoke in developing and implementing a comprehensive Human Resources Management System that can be used by both governmental agencies.
It is critical that the school division acquire the use of an effective Human Resources Management System. As pointed out in Chapter 3.0, currently several functions are carried out manually which is a very inefficient mode of operation. Additionally, there is currently no capability to integrate human resource data with finance data. Since the division is also using the city’s finance system, when the Human Resources Management System is completed, it should be possible to draw data from each system to produce reports, thereby eliminating some of the manually developed spreadsheets that are currently required.
FISCAL IMPACT
The city has set aside $2 million to cover the cost of this development effort. When the system becomes operational, the division will be required to pay an annual maintenance fee to the city. The current expectation is that this fee will be $30,000 per year, a very reasonable cost for access to a comprehensive Human Resources Management System. Further, it is anticipated that this fee will be paid annually starting in fiscal year 2008-09.
Recommendation 2007-08 2008-09 2009-10 2010-11 2011-12 Continue to Work
With the City on a Human Resources Management System
$0 ($30,000) ($30,000) ($30,000) ($30,000)