You’ve heard that many industries are moving to the cloud, but can government be one of them? Leading organizations are in fact moving certain technologies into the cloud to save money and improve service effectiveness.

1. GOVERNING FROM THE CLOUD:
Pierce County, WA, and the City of Orlando
John Miri Rebecca Sutton
Editor-in-Chief Chief Financial Officer
Center for Digital Government City of Orlando
Gary Robinson Mike Duffield
Director, Pierce County Budget General Manager
and Finance Department Workday Government and Education
Linda Gerull
Director of Information Technology
Pierce County
In collaboration with:

2. Finding and Sharing Best Practices
GOVERNING connects
America's leaders by providing
intelligence and analysis on
management, policy and politics
to help guide and inspire
innovative leaders across state
and local government

3. Topics for Today
• Challenges Pierce County and the
City of Orlando faced with their
original technology
• Reasons that led them to select a
Software-as-a-Service (SaaS)
solution
• Benefits that they hope to achieve
by moving to the cloud
• Lessons learned in procurement
and planning that could help your
own team

4. Human Resources – Payroll System – Time Entry
Replacement Project
Governing Webinar
Gary Robinson, Director of Budget & Finance
Linda Gerull, Director of Information Technology
January 2013
4

5. About Pierce County
 Pierce County is the second largest county in
Washington State
 There are 22 incorporated cities and Tacoma is
largest city
 Population over 814,600
 Land area 1,794 square miles
 Unique topography that ranges from sea level at
Puget Sound to 14,411 feet at the peak of Mt.
Rainier
 Seattle is 35 mi north and Olympia is 30 mi south
5

6. Business Case
 Reduce yearly O&M of $1.7 million
 Eliminate complex, old technology workarounds and modernize mainframe systems
 Reduce the number of system integration points and points of failure
 Reduce the number of spreadsheets used for data processing (2,000) and unique time
entry collection systems
 Allow staff to easily maintain/access HR/Payroll data without IT staff involvement
6

7. Business Opportunity
In 2009, studies were completed for time entry, fixed asset, position control
and IBM mainframe options. The studies identified these benefits:
 Enhanced, centralized functionality for HR/Payroll, Recruiting, and Time & Attendance
processes, including employee self service and manager self service platforms
 Automate workflows for personnel actions, time reporting/approval and benefits
 Provide robust reporting and on-line inquiry (standard and ad hoc)
 Improve integration, reduce system interfaces
 Create a position based budgeting and management system
 Build capacity for future business needs and growth
Implementation Timeline
2011 2012 2013 2014 2015 2016
Warrants
HR & Payroll
Time Entry
Time Management
Fixed Assets
General Ledger
Budgeting 7

8. Alignment with County Goals
 Financial Stewardship
– SAAS implementation may reduce cost of upgrades, backup, and recovery support
– Operational costs for legacy HRMS system on IBM mainframe will be eliminated
– Redundant tracking systems will be reduced or eliminated
 Talent Management
– Improve user productivity through Employee and Manager Self-Service
 Service Delivery
– Deliver high quality and efficient services to County employees through improved
reporting, online inquiry, employee and manager self-service.
– Improve interfaces between County applications relying on HR/Payroll information
– Improve internal controls and audit tools
– Eliminate redundant data entry and duplicative tracking systems
 Livable Community
– Improve carbon footprint through reductions in power and paper consumption
8

9. Selection Process
Requirements
Department Document
Users
August 2011
Business Objectives
Request for
County Proposal
Analyses
Managers Interviews September 2011
&
Requirements
Vendor Evaluations
Feasibility
Studies January 2012
Contract
IT
Architecture Sept 2012
9

10. Impact on Many Systems
10

11.  Selected vendor is a Software-As-A-Service (SAAS), modern architecture
 Robust functionality for HCM, Payroll, Benefits and Time Entry capabilities
 Update and upgrade software on schedule
 Secure with SAML and integration with Cornerstone and Neogov
 Active user community
 Ability to use other Workday modules
11

12. HR/Payroll Benefits
 Improve staff productivity  Ability to provide management
reporting
 Improve system functionality &
integration  Improve data quality
 Streamline processes  Immediate response for data changes
 Automate audit controls  Improve data security
 Improve visibility of employee  Ability to implement “Position Control”
information
Configure & Post-
Phase 1 Plan Architect Test Deploy
Prototype Production
Duration 10 Weeks 14 Weeks 14 Weeks 14 Weeks 4 Weeks 4 Weeks
May 31,
Completion Nov 16, 2012 Feb 22, 2013 Sept 6, 2013 Oct 1, 2013 Nov 1, 2013
2013
12

13. Come Visit !
You are welcome to visit and discuss how the system is
implemented for county government
Pierce County Chambers Bay Golf Course
is the site of the 2015 US Open
13

14. City of Orlando, FL
Our Workday Adventure
Rebecca W Sutton
Chief Financial Officer
City of Orlando, FL
January 24, 2013

15. Who We Are
 Happiest Place on Earth
 City of 250,000
 Not just the capital of theme parks
 Medical City
 Computer Simulation
 City Organization has a culture of innovation

16. Our Current Challenges
 Shrinking resources – Increasing expenses
 Tax Reform
 No recovery for us
 Must find efficiencies which open resources to address cost
increases
 Top Priorities
 Police and Fire Service
 Road Maintenance
 Park Programs and Maintenance

17. ERP in Orlando
 Our ERP Status before Workday
 27 year old HR system
 Green Screen
 Current “Release” but just updated for tax compliance
 13 year old V8.x JDE Enterprise One
 Several unimplemented modules
 Heavily modified
 No longer supported after 2013

18. SaaS and Orlando Technology
Strategy
 Cloud First when Applicable
 For non-mission critical systems, we will look to cloud
solutions to lever our scarce resources
 Look for True SaaS, not faux SaaS
 Provided by Software Company
 Multi-tenant, single code line
 Highly Configurable, Easily Implemented
 Frequent updates/upgrades implemented by provider

19. SaaS Considerations
 Security
 Experience
 True SaaS

20. Orlando SaaS Experience
 Google – eMail and Calendaring – 2009
 Novus – City Council Agenda
Publication – 2012
 Workday – 2013

21. Selection Criteria
 Both HCM and Financial
 True SaaS
 Need SaaS Structure to maintain investment in ERP
 Need SaaS to reduce recurring costs
 Bifurcated TCO method
 One-time costs – must be covered by excess funds for FY2012
 Recurring costs – must be no more than current expenditures

22. Introduced to Workday
 Workday Partner introduced Workday to the City
 Researched the product and evaluated all available
information
 Invited Workday in for demonstrations
 Concluded that Workday DNA was such that we were
willing to accept the product without specific requirements
definition

23. Procurement Method
 City has procurement method called “negotiated procurement”
 Requires that City establish that it is not in its best interest to have
a competitive process
 Recent competitive process with virtually identical requirements
 3rd party evaluation and report on selection process
 Not cost-effective to repeat process with results virtually certain to
be repeated
 Went to City Council on November 5 for approval

24. Expectations
 We will equal or exceed the capability of our current systems
 We will stay current with the application and technological
advances from now on
 We will have end user analytics, not a report writer that requires
some level of technical expertise
 We will have more user ownership of the system due to
configuration activities, not code modification

26. Workday: Cloud Solutions for
Public Sector
WORKDAY CONFIDENTIAL

27. Topics
 Revolutionizing Enterprise Software
 A Shift to the Cloud
 Value Drivers for the Public Sector

29. Revolutionizing Enterprise Software
The significant problems we face today cannot be solved at the
“ same level of thinking we were at when we created them.
-Albert Einstein
” Time Tracking
Integration Cloud
350+
customers
Unified Talent
& HCM
Workday for iPad®
Payroll
Financials
Dave Duffield and 200,000 employees
Aneel Bhusri
found Workday
225
mobile countries
Top HR 25 languages
Product
2005 - 07 2008 2009 2010 2011 2012
WORKDAY CONFIDENTIAL

31. What has changed?
Technology
Time
WORKDAY CONFIDENTIAL

32. Impact of modern technology

33. Impact of modern technology
Salesforce,
Workday, Google
SAP, Oracle,
Cloud/SaaS
PeopleSoft, Lawson
Client
Software 2000, SSA
Server
IA, MSA, Integral,
Tesseract
Mini
Mainframe

34. A Shift to the Cloud
And goingNow Started be Financial Management, Analytics, and
forward it will with CRM with HCM with Workday.
it is happening grow to $149B by 2014.
Cloud computing will and Salesforce.com
Industry Specific applications
More than 1/3 of software purchases will be in the cloud (IDC)
In 2011, just over ½ of all new CRM software sales deployed in the cloud.
More than ½ of all transactions will be executed in the cloud (IDC).
HCM
On Premise Cloud

35. 2011 Application Software Value Chain
$78.5 Billion
$7.8 B Apps Support
Infrastructure
$9.4 B Operations
$6.3 B Infrastructure
$39.3 B Consulting
$15.7 B Software * * Source: Gartner Group’s 2011 annual market estimate for Administrative
ERP.
2011
Administrative
ERP Market

36. Applications Support Disruption
$78.5
Billion
$7.8 B Apps Support
Infrastructure
Operations
Infrastructure
$1.9 Billion
Consulting $5.9 Billion
Apps Support -75%
Software
2011 SaaS-
Customers’
Administrative Disrupted
SaaS Savings
ERP Market Market

37. Infrastructure Operations Disruption
$78.5
Billion
Apps Support
Infrastructure
$9.4 B Operations
Infrastructure
$3.3 Billion
Consulting $13.9 Billion
Apps Support
Infrastructure
Operations -85%
Software
2011 Customers’ SaaS-
Administrative SaaS Savings Disrupted
ERP Market Market

38. Infrastructure Disruption
$78.5
Billion
Apps Support
Infrastructure
Operations
$6.3 B Infrastructure
$4.9 Billion
Consulting $18.6 Billion
Apps Support
Infrastructure
Operations
Infrastructure -75%
Software
2011 SaaS-
Customers’ Disrupted
Administrative SaaS Savings
ERP Market Market

39. Consulting Disruption
$78.5
Billion
Apps Support
Infrastructure
Operations
Infrastructure
$44.8 Billion $18.0 Billion
Apps Support
Infrastructure
$39.3 B Consulting
Operations Consulting
Infrastructure
Consulting
-67%
Software
2011 Customers’ SaaS-
Administrative SaaS Savings Disrupted
ERP Market Market

40. Application Software Disruption
$78.5
Billion
Apps Support
Infrastructure
Operations
Infrastructure
$44.8 Billion $33.7 Billion
Apps Support
Consulting Infrastructure
Operations Consulting
Infrastructure
Consulting -0% Software
$15.7 B Software
2011 Customers’ SaaS-
Administrative SaaS Savings Disrupted
ERP Market Market Size

41. Application Software Disruption
$78.5
Billion
Apps Support
Infrastructure
Operations
Infrastructure
$44.7 Billion
$33.7
Consulting $33.8 Billion
Consulting
Apps Support
Infrastructure
Operations
Infrastructure Software
$15.7 B Software Consulting
2011 SaaS-
Administrative Software Disrupted
ERP Market Market Size
Customers’
SaaS Savings

42. The Biggest Winners
$78.5
Billion
Apps Support
Infrastructure
Operations
Infrastructure
$44.7 Billion
Consulting $33.8 Billion
Consulting
Apps Support
Infrastructure
Operations
Infrastructure Software
Software Consulting
2011 Customers’ SaaS-
Administrative SaaS Savings Disrupted
ERP Market Market Size

43. Impact of Cloud/SaaS delivery model
ERP
IT System Administration
On-Premise
Upgrades included
Patches/Fixes included
Availability included
Integrations included
Network included
Storage included
Operating System included
Database included
Provisioning included
Security / Data Privacy included
Data Center included
Disaster Recovery included
Backup included
Performance Tuning included

44. Value: Strategic alignment of resources
More than 75% of the IT budget today is spent on maintaining and
running existing systems and software infrastructure - Gartner Group
25%
Strategic
Initiatives
75%
Administration, 75%
Operations &
Maintenance
25%
Traditional ERP Workday

45. Value: Improved efficiency
Workday helps you become “We expect Workday to free up our
best-in-class HR Staff to focus on research,
analysis and value-add projects”
– Mary Anne Mahin, Vice President of
Sample Worst in Average Best in
Human Resources
metrics class class
Cost of HR $2951 $1561 $748
function per
employee
“Here at Cornell, Workday’s capacity
to deploy right to the desktop of our
# employees 43 67 99 managers… through a very user
served per
HR FTE friendly application, is a big part of
our effort to create efficient
administration practices on campus”
Source: APQC
– Mary George Opperman, Vice President
Moving from average to best-in-class across of Human Resources
all administrative functions generates
significant savings
WORKDAY CONFIDENTIAL

46. Value: Significantly lower operating costs
Workday Annual Cost
“Workday requires 1/3 the resources and 1/3 the cost of traditional
on-premise solutions” – Dave Smoley, Chief Information Officer
“We have spent zero dollars on updates. Zero. And we spend three to five days
testing the product three times a year. Three weeks versus nine months, zero dollars
versus hundreds of thousands of dollars—that speaks for itself.
There’s your ROI.” – Mark Newsome, Senior Corporate HR Manager

47. Value: Pace of Innovation & Adoption
2004 2005 2006 2007 2008 2009 2010 2011 2012
5.0 6.0
12 12.1
8.9 9.0 9.1
1.0
WORKDAY CONFIDENTIAL (Source – Knowledge Infusion)

48. Value: The Pace of Innovation
2006 2007 2008 2009 2010 2011 2012
WD16
Onboarding, &
WD13 • 127 new features
Integration Cloud, & • 20 languages
WD10 • 113 new features • 219 countries
Talent Mgmt, & • 16 languages
WD7 • 92 new features • 214 countries
WD17
Global HR, & • 10 languages
WD4 Time Tracking, &
• 76 new features • 200 countries WD14 • 105 new features
Resource Mgmt, & • 7 languages
Talent Planning, & • 21 languages
• 99 new features • 91 countries
WD11 • 148 new features • 222 countries
WD2 • 3 languages
Dashboards, & • 18 languages
HR Benefits, & • 88 countries
WD8 • 111 new features • 215 countries
• 18 new features WD18
Release One! Inter-Co Acctg, & • 11 languages
WD5 Grants Mgmt, &…
• 87 new features • 209 countries WD15
New Generation
US Payroll, & • 7 languages
of Enterprise- Faculty Info, & Nov 2012
• 106 new features • 91 countries WD12
Class SaaS • 174 new features
WD3 • 3 languages
Applications is Work Mgmt, & • 20 languages
Cash Mgmt, & • 88 countries WD9
Launched! • 103 new features • 216 countries
• 53 new features
WD Mobile, & • 13 languages
WD6 • 97 new features • 209 countries
Spend Mgmt, & • 10 languages
• 89 new features • 197 countries
• 5 languages
• 88 countries
WORKDAY CONFIDENTIAL

49. Forrester Wave HRMS Q1 ‘12
“Workday’s configuration
flexibility, integration
platform, and usability make
it a good choice for both
medium-size companies
seeking simplicity in cost of
ownership and large
multinationals interested in HR
process transformation.”
Source: The Forrester Wave™: Human Resource Management Systems, Q1 2012, January 25, 2012.
The Forrester Wave is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of Forrester Research, Inc. The Forrester Wave is a
graphical representation of Forrester's call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does
not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time
and are subject to change.

50. User
Experience

51. User Experience
 Consumer internet user
experience
– Easy to use
– Reduces overhead,
redundancies, paper
 Built-in business
intelligence
– Real-time decision
support
– Actionable
 Ability to align, reward,
and retain strategic
resources
 Unified administrative
and academic
operations
WORKDAY CONFIDENTIAL

52. Mobile solutions
WORKDAY CONFIDENTIAL

53. Value: Community collaboration
 Power of ‘one’
 All Workday customers are on
the exact same release
 All development efforts
focused on current & future
releases
 Workday Community
 Platform to connect Workday
ecosystem
 Collaboration
 Customers post and share
integration templates, reports
and more
 Customers are able to
leverage cross-industry best
practices
https://community.workday.com/

54. Workday Community: By industry
Services Technology Financial Services

55. Workday Community: By industry
Manufacturing Healthcare Related Other Industries Education &
Government

56. Education & Government Customers
Higher Education Government Non-Profit

57. WORKDAY CONFIDENTIAL

58. Where you can see more…
Workday Live
 Monthly webcast/demonstration focused on Education &
Government
–Register on www.workday.com/resources/webinars.php
–Next session scheduled on Tuesday February 26th at 2pm EST
www.Workday.com
 Information/Content specific to Higher Education
 http://www.workday.com/applications/industry/higher_education.php
 White Papers, Product Datasheets, Product Previews
 Customer Testimonials
 Building a Business Case for Change

59. Thank You

60. Questions?
John Miri Rebecca Sutton
Center for Digital Government City of Orlando
jmiri@centerdigitalgov.com rebecca.sutton@cityoforlando.net
Gary Robinson Mike Duffield
Pierce County Budget & Finance Workday Government and Education
grobins@co.pierce.wa.us mike.duffield@workday.com
Linda Gerull
Pierce County Information Technology
lgerull@co.pierce.wa.us
In collaboration with: