SOCCCD Workday ProjectSOCCCD Workday Project

Presentation to Board of Trustees

Workday Update, Status of Implementation, GO-LIVE,

Communication and Training

June 27, 2016

1

Why did we need a new ERP?Why did we need a new ERP?• District’s current software systems for HR and

Finance are old and out of date (CHRMS 27 years

old; ESCAPE 16 years old)

• No longer adequate for current and future needs

• Additional safe guards needed for compliance

• Systems not integrated or comprehensive, nor do

they handle everything needed

• Tons of paper and manual processes

• Paper driven system does not work with the high

volume complexity, and size of our district

• Lots of complaints across the district at all levels length of time it takes to do things, processes hard to

understand, lots of confusion

• Need to improve services to colleges and to faculty,

staff, and students

What were the

issues and

challenges?

2

Who was involved?Two year BPA

process

Embarked on a series of “BPA’s”

Extensive College and district involvement

Collaborative efforts between college and

district services

• Embarked on an 18 month inclusive, transparent, and

comprehensive Selection Process

• Process was extensive and rigorous

• Vendors were required to bring a full solution, which included

partners for implementation and other software

• Involved hundreds and hundreds college and district in the

weeklong per vendor demonstrations and evaluations, both

technical and functional evaluations

• Review of the agreements was done by the steering committee,

vice chancellors, and legal counsel

• Final stages of selection with background reference checking,

legal counsel, Gartner Group, and SIG

3

• Hiring process for faculty, classified, and administrators/managers

• Budget development

• Travel

• Payroll

• Accounts Receivable (included cash management, cash controls,

invoicing, foundations, etc.)

• Employee On-Boarding

• Purchasing, Warehouse, Receiving, Accounts Payable

• Curriculum Development

• Capital/Facilities Planning (part 1)

• Student Financial Aid (part 1)

• Board agenda preparation process

• Benefits

• Contracts

What BPA’s were conducted?What BPA’s were conducted?

4

“If we automate a mess, we have an

automated mess.” anonymous

“If we automate a mess, we have an

automated mess.” anonymous

5

BPA + technology = results

What do we expect?

• No paper; Simplify

• Let system do our math for us

• Enter data once

• Work flow approvals and electronic

signatures

Why do BPA before the RFP for a new system?

• Understand our current business processes

• Understand our inefficiencies and issues

• Need to have shared Ideal Model for our business processes

• Ideal Model would be based on best practices: Simple,

User Friendly, Compliant, Transparent

• Provide good data to be used for the RFP: Scope,

Definitions, Criteria of our needs for a new system

• Costco effect

• We want to avoid disappointment in selecting a system and

then realizing our system selection alone does not fix

everything

• Avoid implementing inefficient and ineffective practices in the

new system

These BPA sessions involved all individuals involved in

processes and ranged between 40-80 people per session

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What did we learn from the BPA’s?What did we learn from the BPA’s?

inefficient inefficient

workaroundsworkarounds

lots of duplication

lots of duplication

Need for role

clarification

Need for role

clarification

need for

auditing

need for

auditing

inability to

get info

quickly

inability to

get info

quickly

delaysdelays

not strategic

not strategic

silossilos

paper filespaper files

clunkyclunky

Our current

processes are:

Checking, rechecking, checking againChecking, rechecking, checking again

errors errors

confusionconfusion chokepointschokepoints

wasted

resources

wasted

resources

hard to figure out what to dohard to figure out what to do

Walking around paperwork from

office to office

Walking around paperwork from

office to office

lots of

handoffs

lots of

handoffs

multiple

layers

multiple

layers

Lots of anxietyLots of anxiety

reliance

on

memory

reliance

on

memory

archaicarchaic

shadow systemsshadow systems

information not in real time

information not in real time

lack of internal controls lack of internal controls

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What did we learn from the BPA’s?

We want the new system to be:• One integrated comprehensive single

authoritative source of data

• Based on tried and true best practices and

new technology

• Create solutions for issues we know are

happening

• A robust information management foundation

for the next two decades

• Fast, real time transactions and processes

• Electronic, online signatures and

approvals with routing to appropriate

approvers

• Auto/notify reminders

We want the new system to do:• Reduce steps, streamlined

• Eliminate “side” systems and silos of

information

• Reduce errors, reduce risk and liability,

control access for security, better internal

controls

• Data entered once into the system and

extracted for easy and robust reporting

• Transparency

• Clearly define roles and responsibilities

• Require less time to do things

• Hopefully reduce operational costs

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How did the BPA info get used in the RFP process? How did the BPA info get used in the RFP process?

• Using the detailed findings and reports, common themes emerged

• Determined

• overall scope of work

• basic needs

• additional requirements for a new HR/Financial Software system

• Based on the above, RFP was developed by the steering committee

• Process assures respondents had clear understanding of what we were

looking for

• Rigorous competitive procurement process took place

• Evaluation was

• objective

• transparent

• and fact based

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RECOMMENDATION

Out of 7 vendor responses, 3 were invited for

extensive weeklong interviews and

demonstrations

Workday, Inc. was recommended as the

HR/Financial Software System based on best

fit in relation to system requirements

o HCM and Finance modules

o Customer Success Package

o Training credits

Cedar Crestone, Inc. was recommended to

be the implementation partner for the project

Tidemark, budget management

SciQuest, contract management

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RECOMMENDATION

Why Workday?

Meets and exceeds the district and colleges’ needs

- can do the functions we want and more.

Unique to the point of distinguishing it from all

other products.

Takes advantage of the significant shift in the

administrative software market towards:

o Cloud Based

o Multi tenant Software as a Service (SAAS) Computing

o Objective Oriented Technology

o Big Data Analytics

o Next Generation User Experience

o Software has the longest possible life span

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RECOMMENDATION

Why Workday? • Faster Performance

• Superior Data Modeling and Integration

• More Scalable

• More Elastic

• Easier Set Up and Maintenance

• Simplified Upgrades

• Superior Security

• Superior Configuration

• Native Mobile Access

• Native Advanced Analytics

• Better Deployed IT Resources

• Student Centered

Technology Advantages

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• Was expected to be a lot of work but worth it in the end!

• Planned to make process changes along with implementing the software

system

• Project Plan with milestones developed

• Started with immediate training for employees involved in design and for

back end office users to be able to be informed on design

• Chart of accounts developed first

• Training for all involved in design for various areas involved

• HCM would be the first phase

• Finance would be second phase

• Payroll integration and time tracking would be after HCM is stabilized

• Benefits

• Tidemark needed to be implemented for FY 2016-2017 budget

development cycle

• SciQuest delayed until after Workday completed

Project Implementation

Steering

Committee –

ConsultantsLots of college input

in all phases, month

or bi-monthly

steering committee,

SharePoint page,

regular updates at

meetings and other

opportunities

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Workday has 72 Higher Education Customers with over 70%

subscribing to both Financials and Human Capital Management

South Orange County Community College District was

Workday’s 18th Higher Education Customer.

Workday Higher Education Customers

Earlier Customers include Broward College, Tallahassee Community College,

Brown University, Cornell University, University of Southern California,

Yale, NYU, University of Rochester and Georgetown University.

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University of Rochester

Stevens Institute of Technology

Yale University

Broward College

Barry University

TallahasseeCommunity

College

Southern New Hampshire University

Louisiana State University

Workday Customers

University of Texas

at Austin

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Workday Customers

18

Workday Customers

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Initial Project TimelineInitial Project Timeline

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• We knew the change management was going to be

huge component of this project

• Lots of change for individuals

• Moving from paper to system in all aspects

Workday ProjectWorkday Project• This is first and foremost a Business

Process Improvement Project

• We are implementing new technology to

obtain our business innovation goals

• Systemic change is taking place

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• Ideal - Are we setting the trajectory toward the ideal process?

• End-User - Does the new process focus on the end-user (“consumer”)?

• Simpler - Is the process simpler?

• Reduced steps and approval layers?

• Shorter time from start to finish?

• Clear and easy to follow?

• Are we using consistent, clear terminology?

• 80/20 - Have we used the 80/20 rule? (design for the majority, not the exceptions)

• Enter Once - Are we entering data only once? (no shadow systems)

• Visible - Is all needed information visible and accessible in Workday?

• Paperless - Have we eliminated “wet” signatures, printing, paper, forms, and

folders?

• History - Can anyone track status of an item at any point in time and is there a

clear audit trail?

• District-wide - Is the process designed to work District- and College-wide?

• Reality - Does the system reflect reality? (no awkward work-arounds)

Business Process Innovation (BPI) ChecklistBusiness Process Innovation (BPI) Checklist

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Schedule over last yearSchedule over last year

July 1

• Expense Reports (Employee Reimbursements)

• Purchase Requisitions

August• One-Time Payments (Stipends)

• Period Activity Pay (Stipends)

September• Budget Amendments (Transfers)

• Time Tracking (Time Cards)-we delayed this effort

• Workday 25 Update

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Widespread ParticipationWidespread Participation

• Brown Bag Lunch Sessions

• Drop-in Sessions

• Irvine – every Thursday at tbd time

• Saddleback – every Friday at 12 noon

• Attending meetings at the colleges

• Training Website

• Classroom Training in January before go-live date (also during and after)

• Business Process Design Meetings for Phase 2 of the Project

(Finance)

• Business Process Review Sessions for Phase 1 of the Project (HCM)

– Oct 20 week

Ideas for Training

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What can one expect in an ERP implementationWhat can one expect in an ERP implementation

• Kick off meetings

• Presentations

• Overall charter developed

• Project plan

• Communication and training plan

• Weekly and monthly status reports

• Initial design and discussions

• Risk logs

• Master Workday calendar and schedule

• Issue log and Action item lists

• Test scenarios

• Further design and testing and P1, P2, P3 data loads

• Training throughout the project and before “Go – Live”

• Communications before, during, and after

• All phases included college and district staff,

widespread input and participation

• Complex project

• Updates twice a year, Many features and

improvements in updates and in design

• Workday has been responsive to our suggestions,

incorporating changes to their product

• Replaces hundreds of paper forms and

improvements to workflows are ongoing

• Throughout the process district and college staff were

engaged and providing their input, recommendations,

and feedback

Various stages – very complicated

endeavor- managing major

change in hundreds of processes

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• Began in Feb 2105

• Known as human capital

management

• All elements of HR

• First time that employees have the

ability to maintain their own

information

• Organizational charts in real time

• Greater visibility

• Legally compliant for the first time

Human Capital ManagementHCM

Human Capital ManagementHCM

• Adherence to board policies

• All human resources records on

system

• Bargaining unit agreements are

now maintained and enforced

• Initiate hiring and other human

resource processes

• Additional document security

• Part time faculty profiles

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• Automatic step increases (used to be done manually, time consuming)

• Academic unit configuration

• Committees configuration

• Former worker history and previous system history

• Implementing employee/candidate recruiting software module

• Implementing time entry to replace manual paper timecards from the 1960’s

HCMHCM

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Live DemoHCM

Live DemoHCM

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• Workday Financials went live on

July 1, 2015 for this fiscal year

• Financial information is accurate,

fully functioning, and

implementation was successful

• Finance implementation was

more compressed due to fiscal

year date being firm one

• Managers can now approve their

processes electronically

• Managers can also approve

remotely

FinanceFinance

• Financial records

• Accounting functions

• Expense reports

• Travel

• Purchasing

• Accounts payable

• Accounts receivable

• Capital projects, grants

• Fixed assets

• Endowments

• Financial reports over

60 available for end

users

Finance module includes:

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• Mobile application

• Ability to create expense reports by taking pictures of

receipts and submitting them via phone

• Budget development occurred in companion software,

Tidemark

• Tidemark was implemented for use for this year’s

budget development for the new tentative budget,

colleges actively involved

• Budget transactions throughout the year are managed in

Workday

FinanceFinance

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New Financial TermsNew Financial Terms

Terms Definition

Budget Amendment Budget Transfer

Company District or Foundations; legal entities with their own Tax ID numbers

Cost Center Department, Division, Location

Expense Report Employee Reimbursements (non-payroll reimbursements for travel and other expenses); will be replacing Direct Pay

Ledger Account Object

Program TOPs Code or Project

Spend Authorization Travel Request

Spend Category Expense Object Code

Supplier Vendor

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What are Worktags?What are Worktags?

Example Account String FundSpend

Category

Cost

CenterProgram

01-4200-0-000-7-010-000-6610 010 SP4200 70100 661000

Worktags replace Escape account codes.

*Not all worktags have a 1 to 1 correlation with the legacy account codes

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Worktag ExamplesWorktag Examples

Worktags are Workday’s innovative way to capture and report financial information.

Worktag Types Examples

COST CENTER72100 DS-Fiscal Services

CUSTOMERAudi Mission Viejo

FUND010 General Fund

Unrestricted

EVENTGraduation, Homecoming

EXPENSE ITEMAirfare, Mileage,

Registration

FINANCIAL AWARD

FUNDING YEAR

2015-2016, 2016-2017

FUNCTIONFundraising, Management

& General

Worktag Types Examples

FUNDING

SOURCE

FS204 Federal Work Study,

FS100 Basic Aid

GIFTGFB00030 IVC Student

Program Fund

GRANTG0006 Perkins Title I-C

LOCATIONIVC – B 382 – Class Lab

PROGRAM672000 Fiscal Operations

PROJECTP0696 SC Sports Facilities

REVENUE

CATEGORY

RE8843 Bookstore Sales

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Live Demo

Finance

Live Demo

Finance

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• Workday HCM and Finance modules $ 1,379,625

• WD employee/candidate recruitment module $ 60,122

• Budget development software, Tidemark $ 344,400

• Contract management software, SciQuest $ 132,633

• Project Implementation Partner, Sierra Cedar $ 3,233,122

• Project and change management $ 766,833

• Testing $ 523,200

• Training $ 721,046

• Backfill for district and colleges offices $ 2,222,870

• Project facilities space $ 378,428

• Health check, One Source $ 52,000

• Project support / travel $ 344,397

• Business process analysis/other $ 466,974

• Workday Customer Service / delivery assurance $ 330,836

Total $ 10,956,486

Project Expenses- breakdownProject Expenses- breakdown

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We are

listening!

• Implementation of the software does not end at the go live dates, because this was a change

management/business process improvement project

• Workday system processes and workload issues have been discussed at trustee listening sessions

• Employees have communicated some concerns

• We are listening!

• Continue steering committee and work on new governance

structure for the project

• Training and communication was and continues to be key to this

project-various methods

• See this as continual process improvement

• Involved many groups across the district and colleges to ensure buy-in

and continued success and continue to do so

• Will have follow up business process improvement sessions in six

months to identify gaps and to evaluate how we are doing

• Determine ongoing staffing such program manager and training needs

• Address challenges identified in the listening session

• Meet with employees to listen to them

• Identify challenges

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Challenges• Change is different, no one likes change, can be very uncomfortable

• Many other activities happening at district and college, so this was not the

only project going on

• Employees are uncertain how to get questions answered

• Even though we prepared employees for the change, that this will be messy,

embracing the change took longer than expected

• New terminology (for instance spend authorization instead of travel request)

• Worktag framework for chart of accounts

• Generally getting used to all the changes

• Extensive training but still challenged to get employees to

get trained in all they needed training on—people said they

were too busy

• Lack of reports at first “go live” date – since then, we have

gotten a lot of reports for employees to use

• Getting used to new reporting tool

• Initiators stated that they have more workload due to the

changes in processes, which needs examined

• We need to ensure that front line persons feel supported

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What are we

are currently

doing?

• We have developed another set of training for both end users at the

colleges and at the district services departments who deal with

Workday

• The Refresh training is mandatory, requiring 100% participation

• For District Service departments, learning all aspects of end

users processes as well as their own so they can better respond to

questions

• The Training and Communication SharePoint site has good

materials --- getting the word out

• Strategizing other ways to provide Workday information

• Friday Workday Review sessions held at both colleges instead of

brown bag lunches where employees can get questions answered

and bring their work

• Workday Training and communication group initiated back up to get

good input from initiators – what’s working, what’s not

• Conducted Health Check Evaluation Process – vendor One Source

• Communicating expectations-we knew that it would be a 2 year

stabilization period for each module. Hasn’t even been a year yet.

Being patient.

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• Initiators stated that they have more workload due to the

changes in processes, which needs examined

• Review the workload issue to determine if additional workload

has been added due to changes.

• Review business process and continue to improve and make

adjustments

• Ensure employees we support them and follow up by providing

good customer service and training

• Ensure employees know where to get good information

• Continue to work with specific groups such as

senior/administrative assistants who will continue to express

their concerns and provide input and act as a communication

channel to and from

• On-going dialogue

• Understand that we are still not through our anticipated 2 year

stabilization period

• As we settle and stabilize, Continue to work with employees and

listen to their ideas for resources, requests for assistance, and

celebrate successes when solutions are found

What are we

are currently

doing?

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One Source “Health Check”

• Was planned as part of the project

• Always good to do a health check and review

of how we are doing

• Was conducted at this stage of

implementation to identify any gaps in

implementation

• Was conducted to determine if we are using

the product at its most fullest capabilities

• Looked at our processes to determine if can

be more effective

• Assisting us with benefits interface

• Conducted for HCM, grants, purchasing,

benefits, and finance

• Goal of the health check is to improve

anything that could be

• Report forthcoming, items identified will be

reviewed and addressed to make

improvements

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Training• Various strategies used to accommodate various

employees’ learning styles and schedules

• Numerous training sessions conducted and continue to

be conducted; hotline during implementation

• Training aimed at employees’ roles at their jobs

• Workday review sessions

• Workday communications and training SharePoint site

• Manuals, Videos, presentations, FAQ’s, job aids

developed

• Offered in small group sessions

• Came to college councils, other groups

• Workday tips and tricks

• Email communications and internally in the Workday

interface

• Regular Training schedule

• Training space

• Department specific training

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• Delayed the implementation of payroll and benefits to

stabilize the other modules

– Will be implementing those over next 6 months and will do

a pilot for those first

• Delayed Sci Quest Implementation until Spring 2017,

beginning workgroup this fall for pre-planning

• Slowing down other BPA work (such as facilities) until

change fatigue dissipates, so folks are not as weary

• Committed to listen to our employees

• Processes will be refined as necessary

• Continue regular progress reports and emails

• Report on accomplishments achieved and issues yet to

be resolved

• SOCCCD committed to ensure the Workday project

success

• Employees will continue to become more comfortable

with the changes and the system

What are we

are currently

doing?

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The original designer of our system…

A member of the Accounting Team

preparing the monthly reports…

Remembering why we are doing this!

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Business Process Innovation Initiative

and Workday Project Success

Business Process Innovation Initiative

and Workday Project Success

44

QUESTIONS?QUESTIONS?

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