Data Integrity

  • Align data coding strategies wherever possible by synchronizing with existing system of record (example majors/minors, etc.)
  • Assess and clean legacy data and transform/convert to Advance.
  • Identify, track, and define a set of new and improved business processes that increase workflow and data efficiency.
  • Establish a base information system that supports quality by implementing data quality initiatives enforced by the system through code tables and drop-down menus wherever possible. Ensure that error logging, data validation and data audit processes are in place to support these quality initiatives. Ensure that a set of initial business processes are developed to support the system.
  • Establishes a base information system that supports:
    • The division’s ability to grow its information resource through increased data collection opportunities (additional fields and a data model that clearly denotes appropriate tracking of data.)
    • Supports the complexities of a principal giving strategy (need to understand better what specifically this means.)
    • Laying the groundwork for expanded use of functionality as the division grows in its requirements (particularly in the area of volunteer tracking, relationship managing, engagement measuring and scoring.)
  • Automate manual processes by providing interfaces for:
    • Athletics - Paciolan
      • e-commerce (Gifts and pledges)
      • Bio/demo - 2 - way
    • Student System
      • New Students at census data each semester with parent data (objective to provide a reference for parent data. Student data to be kept in SA until graduation.)
      • Scholarship recipients
      • Athletes and their sports
      • Graduates
      • Academic Structure (full plans/sub-plans) - via cross-walk?
    • Human Resources
      • Employees
      • Payroll deductions (2 - way)
        • Will also require changes to HR - setting up deductions for each fund (Submit PIQ)
    • Ruffalo Cody
      • e-commerce (Gifts and pledges)
      • Results of marketing plan
      • Push- calling segments
      • Two-way feed of biographical and contact data/updates
    • Harris
      • e-commerce (Gifts and pledges)
      • Bio-demo changes (2-way)
      • Pre-load Graduates (1-way) (do we do this or do we focus on our own self-service? Jess indicated openness to looking at something else.)
    • NCOA
    • Communications & Marketing:
      • Magnet mail (or other mail vendor) - push and pull
      • Pursuant (e-mail lists and marketing plans) - push and pull
      • Opt-in/Opt-out (Scope of this is in discussion.)
    • Foundation
      • Accounting System (explore possibilities with SunGard and Foundation – Foundation expressed openness to this.)
    • QAS
    • Matching Gift Companies
  • Incorporation of shadow databases other than those used by Prospect Management– not in scope
    • Current prospects based on newly defined processes.
    • Children of Wealth.
    • Corporate Leader List
    • Foundation directors
  • Establish the use of base functionality in support of:
    • Biographic/entity tracking
    • Gift entry (see details that follow)
    • Prospect tracking (see details that follow)
  • Provide gift/pledge tracking and processing to include system’s acceptance of various gift types (cash, credit card, securities, gift in kind, pledges, pledge payments, planned/deferred gifts, and payroll). Allow for non-standard gifts (donor advised funds, split gifts, multiple donors, group gifts, third-party gifts, premiums/quid pro quo, honor/memory, anonymous gifts including complete and partial anonymity) reporting appropriate legal credit and recognition for donors. Ensure hard (legal) and memo (soft) credit correctly applied. Implement the capability to manage matching gifts, matching expectancies, matching forms, and appropriate crediting to donor and matching company. Track gift solicitation sources as they relate to gifts/pledges. Distinguish annual from major gifts on fiscal and multi-year.
  • Move planned giving information from manual processes.
  • University staff has "just in time" training in support of their access being provided.
  • Provide system-based, JMU-specific, electronic documentation for the system.
  • Imaging integration - not in scope