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numerous internal meetings about the future arrangements for the CRDSS. This process needs to be <br />expanded into a strategic plan for management issues related to the CRDSS for the agency functions. <br />It is important that adequate staff support be provided and committed to CRDSS maintenance, evolution <br />and training , to ensure the long-term benefits of the system. There needs to be an intense collaborative <br />effort between the CRDSS developers and those who will manage it in the future. This requires that the <br />permanent management team be identified, organized, and trained; this team should participate in all <br />phases of CRDSS development. Identification and acknowledgment of the ?Champion(s)? is required by <br />agency management; and the role of ?Champion? should in turn be accepted by the designee. <br />There is a need for top-level management discussions about how the CWCB and DWR will work <br />together in the future on problems and issues that are supported by the CRDSS. Other issues require <br />acknowledgment and formulation of strategies seeking resolution. Foremost among these are issues <br />relating to the long-term management framework for the CRDSS. Beyond these issues are those relating <br />to protocols for using the CRDSS in formulating State water policies and the interactions between the <br />major institutions and interest groups which carry out such policies. A listing of issues identified <br />through communications from CRDSS users and other sources are presented in Appendix A. <br />Those surveyed, especially the external users, were enthusiastic about the workshops where the surveys <br />were given. These workshops gave the participants an opportunity to see what others were doing and <br />give input for the use of CRDSS, thus a sense of ownership in the system. This sense of ownership is <br />important for the maximum use of the system once it is available. Some of the internal users questioned <br />the utility of the workshops, although they then participated actively in the discussions. Others seemed <br />uncertain of their role in the use of the CRDSS. <br />Recommendations <br /> <br />Organize a permanent CRDSS staff support group and identify a ?Champion?. This group <br />? <br />should develop a ?Strategic Plan? for integration, maintenance and evolution of the CRDSS <br />into the CWCB and DWR. The scope of the strategic plan should be statewide and include the <br />South Platte and other basins as well as the Colorado River basin. The plan can be a vehicle to <br />share ideas and work out issues such as internal-external relations. <br /> <br />Perform an organizational/functional analysis to identify shared tasks and responsibilities of the <br />? <br />CWCB and DWR. The analysis could lead to potential organizational changes that will <br />recognize the increased use of the CRDSS in the work and productivity of both agencies. Use <br />the results of the organizational analysis to work out user support issues of the CRDSS and <br />related efforts. <br /> <br />Conduct a review of CRDSS remote access alternatives. Develop and test selected alternates in <br />? <br />cooperation with interested external users. Development should include prototyping of <br />information products; their content and format, as well as assessment of hardware/software <br />requirements, speed, and cost. <br /> <br />Develop a training program which includes one-half-day to one-day workshops, on-line <br />? <br />tutorials and backup-hard copy materials. Develop applications scenarios keyed to users? job <br />functions. Work cooperatively with the users to develop these CRDSS applications scenarios. <br /> <br />15 <br />A 275 01.09.95 1.19-1 Johnson, Grigg, Tang <br />