ORGANIZATIONAL PROFILE

A. Vision/Mission Statement

A.1. Overview

Archdiocese of Agana is a non stock religious organization in the island of Guam. Guam
is an unincorporated Territory of the United States of America by an Act of U.S. Congress July
21, 1949. The Diocese of Agana was established October 14, 1965, as a suffragan diocese of
the Archdiocese of San Francisco, California. It was elevated to Metropolitan Archdiocese,
May 20, 1984 with suffragan Sees of the Diocese of the Caroline Marshalls and Diocese of
Chalan Kanoa (subsequently added January 13, 1985). It is a member of the Conferentia
Episcopalis Pacifici, CEPAC, the Episcopal Conference of the Pacific and member of the
Federation of Catholic Bishops of Conference of Oceania. It is an observer to National
Conference of Catholic Bishops under the United States Conference of Catholic Bishops, NCCB-
USCCB.
The organization which provides social and education services is a duly registered
Guam corporation, chartered on January 24, 1969 under Charter No. D-680. It is headed by
Archbishop Anthony Apuron OFM Cap, D.D. It is comprised of twenty-six (26) parishes, two
(2) seminaries, one (1) institute, fourteen (14) schools, a Chancery office which includes
several divisions such as Division of Pastoral Ministry, Offices of Faith Formation & Worship,
Offices of Family Ministry & Pastoral Planning, U Matuna Si Yu'os, Catholic Newspaper of the
Archdiocese and Catholic School Office, and several religious organizations and ministries
under the Archdiocese.

A.2. Vision Statement

We, the Archdiocese of Agana, envision the following for our people as we enter the third
millennium:
• working in unity and in collaboration with the clergy, religious and laity,
• evangelizing our people towards an empowering relationship with God,
• nurturing all members in our families in an environment of love, care and
understanding,
• educating to enrich the spiritual and physical well-being of all people,
• strengthening our human and financial resources for the building of the reign of
God,
• celebrating a vibrant and prayerful faith community rooted in the Gospels and in the
Sacraments of the Church.

A.3. Mission Statement

Rooted in faith and in the love of Jesus Christ and through the intercession of our patroness,
Santa Marian Kamalen, we, the people of the Archdiocese of Agana are called
• to proclaim the Good News in word and in action,
 • to worship God through welcoming and vibrant celebrations of the Word and
Sacraments,
• to share with Christ in the loving redemption of humanity,
• to reverence life and to be a source of comfort and hope for those in need,
• to invite all to participate in the building of the reign of God in our midst.

B. Profile

B.1. Organizational Structure

(To be added)
C. Archdiocese of Agaña and its Environment
D. Political, Economical, Socio-Cultural and Technological (PEST) Analysis

POLITICAL

 Donations and monetary collections

 Tax-exemptions
 Government intervention in possible imposing of tax
 Conflicting government and church laws

Being a non-stock, religious organization, the Archdiocese of Agana mainly acquire

financial support thru donations and monetary collections. Guam’s official political status is
that of “unincorporated territory of the United States” [1]. US churches are officially tax-
exempt due to the nature of their contribution [2]. Though this is favorable for the religious
organization, monetary collections can be an unstable form of income which will result to
insufficient budget needed especially for developing IS solutions. The law imposing tax
exemption on religious organization is not absolute and there are debates stating that such
organizations, specifically those who are violating the separation of the church and the state,
should not be receiving tax exemptions [2]. This instability might affect the long term goals of
the IS organization. Even though there exists a separation, the government can affect religious
organizations in laws it will pass. The Archdiocese of Agana is weighing in on the debate over
same-sex marriage on Guam. The archdiocese strongly disagree to such law and with this
stand, it might further affect the support from those who are favorable to same-sex marriage
[3].

ECONOMICAL

 Employment rate
 Income Rate
 Consumer price
 Tourism
 Military Sector
 Domestic and Foreign Investment

As the organization receives financial support mainly from donations and monetary
collections, this brings a significant impact based on the economic state of Agana and Guam
in general. Based on the Comparison of Unemployment Rate between Guam, US, and Hawaii
(2000-2011); Guam’s rate was consistently higher compared to the other 2 and even twice
the rate. While there have been some positive fluctuations, overall, Guam’s Per Capita Income
and Mean Earner’s Income have fallen from income levels based on from 1990. Guam’s
Annual Percent Change in Consumer Price Income: 2000 – 2010 showed an increase of prices
[4]. 2010 was a strong year of tourism in Guam and was the first increase since 2005. By 2011
it took a hit due to the earth-quake tsunami in Japan. Prospects improved in 2012 as Japanese
tourism recover and several markets continue to grow together with a significant Russian
tourist increase [5]. A large percentage of workforce belongs to the military as Guam is
currently home to a large US military presence which includes Nave and Air Force bases that
comprise nearly 27% of the island’s land mass. The Government of Guam offers various
incentives to attract economic activity but unfortunately, Guam’s investment incentive
programs have not kept pace with changes in international trade and commerce [4]. These
factors not only affects the direct source of financial support for the organization and the IS
group, but will also impact on the investment and availability needed upon purchasing IS
related solutions.

SOCIO-CULTURAL

 Ethnicity
 Language
 Cultural preferences
 Existing establishments

Majority of the population comprises those who reside on Hagatna (previously Agana)
being its capital. Hagatna is a melting pot of culture and ethnicity. Guamanians comprises of,
in order; the native Chamorros, Filipinos, Whites, Chuukese, Koreans and other Asian
ethnicity. Languages spoken are, in order: English, Filipino, Chamorro, and other Pacific island
and Asian languages [6]. This diverse demographic offers a vast array of opportunities and will
be a challenge for the Archdiocese to cater to each ethnic and cultural needs. In view of the
IS organization, it will bring challenges as how to effectively communicate and impart the
importance of the solutions being made and proposed. A big challenge for the organization is
how to increase religious involvement of residence and visitors of the city. One of the negative
results of Guam’s rapid population and economic growth has been the erosion of its
traditional family structure [4]. A survey conducted showed the top 3 reasons why visitors are
going to Hagatna are: shop at a store (16.36%), visit the Chamorro Village (15.39%) and dine
at a restaurant (15.13%). Going to the Cathedral/Basilica came in at No. 7 but with an
incredibly low percentage of 4.31% [5]. This is probably due to the fact that a large percentage
of respondents were age 18 to 25 (42%) and are largely disinterested in going to religious
establishments. This is even with the fact that 85% of the religion in Guam is Roman Catholic
[6] and the percentage of the respondents who are residents of Guam is 91.65% [5]. The IS
group should certainly come up with solutions that not only inform and render services, but
also solutions that encourage and retain visitors and residents for the benefit of the
Archdiocese. There is also the challenge on how to create solutions that not only appeal the
younger generation, but are also friendly to older generations. Fortunately, the age structure
of Guam, as of 2014, largely composed of individuals 25-54 years old (39.3%) [6], making it a
likely chance of high acceptance rate.

TECHNOLOGICAL

 Telecommunication infrastructure
 Hardware and Software vendors
 Internet access
 Smart devices and personal computers
Guam possesses the most advance telecommunication infrastructure and systems in
the western Pacific region. The island sits at the nexus of Pacific’s underwater fiber optics
cabling network with more terminating cable connections than anywhere else in the world,
making Guam a telecommunications hub for numerous international providers [4]. This is a
great opportunity for the IS group to take advantage to. This will additionally cater a higher
quality of solutions than average as bandwidth and speed is not an issue. This might also
attract vendors of hardware and software solutions making acquisitions of necessary IS
resources not only easy, but of high quality. Coupled with readily affordable smartphones,
tablets and personal computers and rich Internet access; this makes a prime environment
for Information Systems and solutions to be utilized at its fullest.
 STRENGTHS
Trustworthy - Trusting culture Technology gap between potential
within the organization.
Open source enthusiasm
- Open source enthusiasts
- Experience in bleeding edge
open source technology.
Simplified Workflow Process
- The organization has a
simplified workflow process
that could be easily adapted as
the base framework for user
interfaces.
WEAKNESSES
users
- For elderly and
non-technical staff, technology can
become a hindrance in their day-to-
day work.
Hardware acquisition
- Existing hardware are long overdue - Utilization of open source technology organization through
for upgrade.
Non-existent MIS department and
Insufficient use of IT solutions - Any
IT related solution is either
insignificant or non-existent.
Absence Information Systems for
community social and educational
services. MIS department remained
to be established
OPPORTUNITIES THREATS
Convergence - Link all the entities Confidentiality - Handling
(schools, seminaries, parishes and of confidential information
various offices) within the organization shared across the organization.
through I.T. tools.
Cost reduction / efficiency Data Security - Data access across the
and software solutions. the Internet.
- Depreciating hardware prices and low
cost hardware vendors.
Hybrid (Cloud and in-house services) - Government intervention - The
Opportunity and option for utilization government might change certain policies
of cloud based and in-house services which pertains to religious organizations
can increase server up time. be exempted from taxes. The government
might question certain teachings seeing
them as a possible source of ruining the
government's image and reputation.
Finally, there is always that friction
between what is legal and what is moral.
 STRENGTHS
Extensive community service -
the organization offers social
and educational services which
comprises of 26 parishes, 2
seminaries, 1 institute, 14
schools, a Chancery, and
several religious organizations
and ministries under the
Archdiocese.
Tax-Free - being a non-stock,
religious organization; it is
mandated by the federal law
of US that the Archdiocese be
exempted from taxes.
WEAKNESSES
Unstable source of financial support
- being a non-stock, religious
organization which primarily obtain
financial assistance from monetary
collections and donations.
OPPORTUNITIES
The Internet - with the advent of the
Internet and increased usage of social
networking sites, it offers possibilities of
expanding information and services
across the globe. Social networking
sites can be a great tool for inviting and
informing others, especially the
younger generation.
Advancement in Telecommunication
and Multimedia - a large percentage of
todays' generation, and even the older
generation, have smartphones and
tablets. Texting is now the normal way
of relaying information and together
with the Internet, information could
now be accessed in different forms.
Through videos, websites, and images
all in a palm of one's hand. Guam
possesses the most advance
telecommunication infrastructure and
systems in the western Pacific region.
THREATS
Socio-cultural and lifestyle norms - given
that the archdiocese governs a large area,
conflicting lifestyles and norms might
affect the archdiocese.
Economic Pressure - Financially troubled
members might no longer be dedicated in
serving due to moving to another place or
going abroad for a better income, or might
no longer have extra financial resources to
aid with the organization.
Liberalization and the Modern Life -
Freedom of and from religion is taken
extremely by some and would not even
involve themselves anything religious at
all. There are also establishments today
that grabs people's time and attention
such as bars, malls, movie houses and
other places that threatens their faith on
service for the organization.
INFORMATION SYSTEMS STRATEGY
A. ISSP Vision/Mission

A.1. ISSP Vision

The Information Systems group envision to be:

 A provider of information services that aims to help the organization unite, collaborate, and
evangelize their people towards their goal;
 An essential partner in facilitating with the needs of all members for a loving, caring, and
understanding environment as well as for their spiritual and physical well-being;
 A collaborator in providing solutions and systems that will help strengthen their human and financial
resources; and
 A contributor of systems that are flexible to cope with changing environments and demands.

A.2. ISSP Mission

The mission of the Information Systems organization is to provide facilities that caters the day to day
and long-term needs of the organization through cost-effective, timely, and quality information systems and
solutions for achieving their ultimate goal.

B. Strategic Objectives

Information Systems group Objectives:

 Assist in achieving organizational goals and objectives through management information

technologies and services in accordance to their organizational process;
 Collaborate between the organization for executing the Information Systems Strategic Plan, Mission,
Vision, Objectives, and Goals;
 Promptly provide organization-wide information systems and services;
 Convene with the organization in meeting their information systems service needs.

C. ISSP Strategies

 Provide leverage, if possible, to existing IS solutions that are in turn modularize to take advantage of
reusable program code for lower costs.
 Whenever applicable, the IS group will choose third-party, vendor-packaged solutions with as less
modification as possible to minimize overall cost of ownership.
 The IS group will primarily create systems which offer cross-platform flexibility and will attempt to
replace closed systems with these open systems. This will ensure maximum access and portability
across different type of computing environments.
 The IS group will be conforming to with the standards (e.g. RDBMS, SQL, etc.) in developing systems.
This is for the benefit of allowing on-time and secured access to anywhere it is required. This will
also ensure compatibility and integrity of data across different locations.
 The IS group will design systems that will cater the need of the organization with as little yet needed
time and cost as possible. This also includes modification of existing IS solutions that are deemed
insufficient. This will be done by the necessary implementation procedures and protocols.
 The user interface shall as much as possible be simple and practical, requiring as less user training as
possible but with the aim of increased end-user productivity and performance.
 There will be a centralized approach in storing of data for ensuring the integrity and validity of all
data stored in the database. Duplication of data location could only be allowed for faster report
 generation but shall only be under strict monitoring of the database administrator and/or the owner
of the organization.
 Due to the large amount of data that could possibly be stored, it shall be formatted, summarized and
arranged in a manner that it adds visibility and meaningful generation of information instead of plain
presentation of raw data.
 Due to sensitivity of certain data, utmost security shall be implemented to protect these data from
unauthorized and illegal access. This will be done by various security protocols on all levels of the
system.
 The IS group will be responsible for the maintenance of initiated or modified systems.

D. ISSP Goals

Overall User Satisfaction

Users and stakeholders could easily access and provide information through relevant existing
technologies with the use of user-friendly interfaces and online access using the Internet.

Information Dissemination Improvement

Upon implementation of effective networking applications combined with the necessary information
systems and services, this will provide a better means of creating, retrieving, and modification of information
as well as providing up to date information to concerned users.

Secure and Reliable Financial Management

With a cost-effective, properly implemented system that will provide a secure and standard way of
dealing with the financial aspect of the organization. This will then provide decision support for future
financial undertakings. Consequently, this will reduce overall organization cost specifically in printing
materials with the pursuance of a paperless environment.

Improved Human Resource Management

With the use of a Human Resource Management System and supporting information systems, this
will provide tools in managing the manpower of the organization by effective and efficient tracking and
performance evaluation.

Streamlined Transaction Flow

Overall, the systems that will be implemented will provide a more streamlined and efficient flow of
information and transaction between all the stakeholders of the organization improving overall
performance.

Feasible Managerial Support

Offering the organization a decision support system which could be a firm basis in making necessary
managerial changes.
E. GAP Analysis
GAP ANALYSIS OF THE ARCHDIOCESE OF AGANA
Organization: Archdiocese of Agana
CURRENT The archdiocese currently have no IS and
SITUATION: IT related plan. Most of its transactions
and processes are done manually,
inefficiently, and costly. Communication
within the different organizations are
done using e-mail, fax or printed memos.
The archdiocese do have a website but is
limited only in relaying information to
the people. Low IT technical skills and
possibly low technological acceptance.
Budget is an issue in implementing IS
solutions.
Key Non-existent MIS department
Indicators: 1
2 Currently have a more or less static
website.
3 Communication across the organization
limited.
4 Unreliable financial assessment tools.
Period: 2016 Date: 11/15/2015 Version: 1.0
DESIRED The archdiocese, together with an established MIS,
SITUATION: will be able to come up with IS and IT solutions for
social and educational services as well as
maintaining integrity of the organization’s data.
There should be a means of not only effectively
managing their resource and workforce, but also
G keep cost as efficient as possible. A better means of
A communication should be made across the members
P of the organization and for the people they serve.
Users in general should be well-equipped with
enough knowledge of the system and be able to
adapt to adapt to technology. A proactive means of
sustaining the organization should be made possible.
Objectives: Form an MIS department of the organization to help
1 with strategic planning.
2 Create necessary IS solutions for the organization.
3 Upgrade existing website.
4 Up-to-date IT equipment.
5 Unorganized management of social and 5 Established servers and network infrastructures.
educational services.

6 Redundant and costly document 6 Well trained users of the IS solutions.

management.

7 Ineffective human resource planning and 7 Sufficient budget for the organization.
management
8 Obsolete hardware and software
acquisition
9 No wide area network infrastructure

10 Non-existent ISSP.

11 Technologically challenged user-base

12 Insufficient budget for IS solutions

SPECIFIC ACTIONS PLANNED TO FILL THE GAP:

Due Date Due Date Due Date

1 Establish an MIS department. January 6 Develop Document July, August 1 Organize strategic Yearly
Management Systems 1 planning.
especially for the
Chancery.
2 Upgrade website to cater May 7 Develop Human Resource November, 1 Trainings and Quarterly
feedback and organizational Information System for December 2 seminars for users
communication. proper workforce for effective use of
monitoring. the IS solutions.
3 Establish presence in the February 8 Procure up-to-date Varies 1 Proactive means of Ongoing
online community via social hardware, and software 3 obtaining budget for
media. solutions. the organizational
needs.
4 Create IS solutions for July, August 9 Construct centralized March
financial and monetary network infrastructure to
collections assessment. serve as the backbone for
IS solutions.
5 Create IS solutions for October, 1 Acquire dedicated servers March
effectively managing social November 0 for organizational wide
and educational services. transactions.

ADDITIONAL GOALS

Extra budget for the following period. Less frequent user training and seminar
for the following periods.
ACTION PLANS BY MEMBER TYPE:
Retain Members
1 Engage in constant communication through
the use of social media and feedbacks from
the main site.
2 Engage in activities that foster improved
relationship across members.
3 Have a form of reward system for
encouragement.
4 Offer a form of incentives and recognition
for being active members.
Invite New Members Revitalize Lapsed Members
1 Initiate information drives via social media. 1 Offer tokens and certificates to long
time members as a form of
acknowledgement and appreciation.
2 Conduct seminars in lieu with the mission 2 Conduct seminars showing recent
and vision of the organization. success with the renewed
organization.
3 Engage in activities that encourages new
members to join like fun-runs and
conferences.
4 Create multimedia content showing the
achievements and sense of fulfillment that
new members will acquire upon joining.
KEY STRATEGIC INITIATIVES
JANUARY
 Established MIS department.
MAY
 Upgraded website to cater
feedback and organizational
communication.
SEPTEMBER
FEBRUARY
 Established presence in the
online community via social
media
JUNE
OCTOBER
 Created IS solutions for
effectively managing social
and educational services.
MARCH
 Acquired dedicated servers for
organizational wide transaction
JULY
 Created IS solutions for financial
and monetary collections
assessment.
 Developed Document
Management Systems especially
for the Chancery.
NOVEMBER
 Created IS solutions for social
and educational services.
 Developed Human Resource
Information System for proper
workforce monitoring.
APRIL
AUGUST
 Created IS solutions for
financial and monetary
collections assessment.
 Developed Document
Management Systems
especially for the Chancery.
DECEMBER
 Developed Human Resource
Information System for
proper workforce monitoring.
F. Conceptual Framework for Information Systems
G. Detailed Description of Proposed Information Systems

NAME OF INFORMATION SYSTEM/SUB SYSTEM Rank 1: Archdiocese Information System

DESCRIPTION The overall, main Information System of the
Archdiocese. Contains sub-systems which covers
the different areas of concern of the organization.
STATUS For development
DEVELOPMENT STRATEGY In-house
COMPUTING SCHEME Networked
INTERNAL USERS Archdiocese Personnel as a whole
EXTERNAL USERS Community
OWNER Information Systems Group

NAME OF INFORMATION SYSTEM/SUB SYSTEM Rank 2: Chancery Information System

DESCRIPTION System responsible for managing information for
the chancery: Division Pastoral Ministry, Offices of
Faith Formation and Worship, Offices of Family
Ministry and Pastoral Planning, U Matuna Si Yu’os,
Catholic Newspaper of the Archdiocese and the
Catholic School Office.
STATUS For development
DEVELOPMENT STRATEGY In-house
COMPUTING SCHEME Networked
INTERNAL USERS Chancery Office
EXTERNAL USERS Community and involved divisions
OWNER Information Systems Group

NAME OF INFORMATION SYSTEM/SUB SYSTEM Rank 3: Accounting Management System

DESCRIPTION System responsible for financial assessment and
accounting services.
STATUS For development
DEVELOPMENT STRATEGY In-house
COMPUTING SCHEME Networked
INTERNAL USERS Finance Office
EXTERNAL USERS
OWNER Information Systems Group

NAME OF INFORMATION SYSTEM/SUB SYSTEM Rank 4: Human Resource Information System

DESCRIPTION Used for managing the Archdiocese’s workforce
consequently used for generating payrolls.
STATUS For development
DEVELOPMENT STRATEGY In-house
COMPUTING SCHEME Networked
INTERNAL USERS Human Resource office
EXTERNAL USERS Interested applicants/volunteers
OWNER Information Systems Group
NAME OF INFORMATION SYSTEM/SUB SYSTEM Rank 5: Document Management System
DESCRIPTION Responsible for managing issuance and tracking of
documents as well as efficient storage system.
Could easily search for a document as automated
and economical as possible.
STATUS For development
DEVELOPMENT STRATEGY In-house
COMPUTING SCHEME Networked
INTERNAL USERS Canonical Records, Entire organization
EXTERNAL USERS Community
OWNER Information Systems Group

NAME OF INFORMATION SYSTEM/SUB SYSTEM Rank 6: Parishes Information System

DESCRIPTION Used in managing the information of all the
parishes under the archdiocese
STATUS For development
DEVELOPMENT STRATEGY In-house
COMPUTING SCHEME Networked
INTERNAL USERS Archdiocese personnel and parishes personnel
EXTERNAL USERS Community and Members
OWNER Information Systems Group

NAME OF INFORMATION SYSTEM/SUB SYSTEM Rank 7: Supplies Procurement and Inventory

System
DESCRIPTION Used for managing supplies for procurement,
issuance, storage and tracking.
STATUS For development
DEVELOPMENT STRATEGY In-house
COMPUTING SCHEME Networked
INTERNAL USERS Supplies and Inventory office
EXTERNAL USERS Prospected bidders and suppliers
OWNER Information Systems Group

NAME OF INFORMATION SYSTEM/SUB SYSTEM Rank 8: Institute and School Monitoring and
Administration System
DESCRIPTION Used for monitoring the institute(s) and schools
under the Archdiocese as well as keeping track of
donations and contributions from these schools
STATUS For development
DEVELOPMENT STRATEGY In-house
COMPUTING SCHEME Networked
INTERNAL USERS Catholic Schools Office
EXTERNAL USERS Community and school populace
OWNER Information Systems Group

NAME OF INFORMATION SYSTEM/SUB SYSTEM Rank 9: Seminaries Information System

DESCRIPTION System responsible for managing information
involving the seminaries.
STATUS For development
DEVELOPMENT STRATEGY In-house
COMPUTING SCHEME Networked
INTERNAL USERS Archdiocese Management, Seminary Personnel
EXTERNAL USERS Aspiring and existing seminarians
OWNER Information Systems Group
 NAME OF INFORMATION SYSTEM/SUB SYSTEM Rank 10: Religious Organizations and Ministries
Information System
DESCRIPTION System used for managing information with regards
to other religious organizations and ministries
under the Archdiocese.
STATUS For development
DEVELOPMENT STRATEGY In-house
COMPUTING SCHEME Networked
INTERNAL USERS Office of Young, Young Adult and Campus Ministry,
Division of Pastoral Ministries
EXTERNAL USERS Community
OWNER Information Systems Group

NAME OF INFORMATION SYSTEM/SUB SYSTEM Rank 11: Membership and Contribution

Management System
DESCRIPTION Used for storing member information as well as
their contribution.
STATUS For development
DEVELOPMENT STRATEGY In-house
COMPUTING SCHEME Networked
INTERNAL USERS Archdiocesan Annual Appeal
EXTERNAL USERS Aspiring members and existing members
OWNER Information Systems Group

NAME OF INFORMATION SYSTEM/SUB SYSTEM Rank 12: Community Management and

Networking System
DESCRIPTION An enhanced version of a website which caters
social media-like functionalities for better
socialization as well as a means for relaying issues.
Could also be used for pastoral care and guidance.
STATUS For enhancement
DEVELOPMENT STRATEGY In-house
COMPUTING SCHEME Networked
INTERNAL USERS Offices of Faith Formation and Worship, Sexual
Abuse Response Coordinator, and other involved
offices
EXTERNAL USERS Community
OWNER Information Systems Group

H. Databases Required

NAME OF DATABASE AoA_DB (for Archdiocese of Agana Databse)

GENERAL CONTENTS/DESCRIPTION A MySQL-based database for storing textual data.
Other forms of media will be stored separately
storing only the paths in the database.
STATUS For development
INFORMATION SYSTEMS SERVED Archdiocese of Agaña IS and its Sub-systems
DATA ARCHIVING/STORAGE MEDIA Primarily stored in the cloud for centralized access,
reduced redundancy of data, and more data
integrity.
INTERNAL USERS Archdiocese Personnel as a whole
EXTERNAL USERS Community
OWNER Information Systems Group
I. Conceptual Network Layout

Rationale

Switches (Switch-PT) will be provided for each separate office if proximity permits. Every client and network shared devices will be accessing the network by
their own office switch. These switches will then connect to a router where which a wireless router is also connected to offer wireless fidelity. The central router is
connected to a DSL Modem for it to be able to connect to the Internet where a remote host is located along with the server.
RESOURCE REQUIREMENTS

A. DEPLOYMENT OF ICT EQUIPMENTS AND SERVICES

(to be added)
ITEM NAME OF OFFICE PROPOSED NUMBER OF UNITS
Year 1 Year 2 Year 3

B. MIS ORGANIZATIONAL STRUCTURE

B.1. PROPOSED MIS ORGANIZATIONAL STRUCTURE

B.2. PLACEMENT OF THE PROPOSED MIS ORGANIZATIONAL STRUCTURE IN THE ORGANIZATIONAL CHART

(To be added)
DEVELOPMENT AND INVESTMENT PROGRAM

A. INFORMATION SYSTEMS (IS) IMPLEMENTATION SCHEDULE

NAME OF INFORMATION SYSTEMS/SUB-SYSTEMS Year 1 Year 2 Year 3

1. Archdiocese Information System
1.1 Chancery Information System
1.2 Accounting Management System
1.3 Human Resource Information System
1.4 Document Management System
1.5 Parishes Information System
1.6 Supplies Procurement and Inventory System
1.7 Institute and School Monitoring and Administration System
1.8 Religious Organizations and Ministries Information System
1.9 Membership and Contribution Management System
1.10 Community Management and Networking System
B. SUMMARY OF INVESTMENTS
(to be added)
BUDGET ITEM / YEAR 1 YEAR 2 YEAR 3
ACCOUNT
PHYSICAL COST PHYSICAL TARGETS COST PHYSICAL TARGETS COST
TARGETS

C. YEAR 1 COST BREAKDOWN

(to be added)
References:

[1] Guampedia. Guam’s Political Status. http://www.guampedia.com/guams-political-status/

[2] Procon.org. Should Churches (Defined as Churches, Temples, Mosques, Synogogues, etc.) Remain Tax-
Exempt?. http://churchesandtaxes.procon.org/
[3] Archdiocese of Agana, Guam. Guam Marriage Equality Act: A “Defeat for our Island and for
Humanity”. http://www.aganaarch.org/8413/guam-marriage-equality-act-a-defeat-for-our-island-
and-for-humanity/
[4] Guam Economic Development Authority, Bureau of Statistics and Plans, University of Guam-Pacific
Center for Economic Initiatives. 2011. Guam Comprehensive Economic Development Strategy (CEDS)
2011. Unites States Department of Commerce’s Economic Development Administration.
[5] Ruane, M. C. M. and Schumann, F. R. 2012. Downtown Hagatña Revitalization: Survey Results.
University of Guam.
[6] Index Mundi. Guam Demographics Profile 2014.
http://www.indexmundi.com/guam/demographics_profile.html