2. Agenda
Duane McNair
• Introduction
Michael Gawargy
• Strategic Alignment
• Business and Technology Drivers
• Project Strategy
• Rationale for Key Decisions
Carolle Gauthier
• Future State Functionality – Finance & Payroll
Diane McCutcheon
• Future State Functionality – Human
Resources
Carolle Gauthier
• Key Milestones
All
• Questions & Answers
2
3. Strategic Alignment
Fusion supports the implementation of the College’s ERP strategy
& enables the successful realization of the College’s Strategic Plan
(2012-2017) by supporting the following goals:
3
StrategicPlan,2012-2017
• Leverage technology to automate and modernize our business
processes, fostering an environment of continuous improvement
Goal 6
• Attract, develop and retain employees who have the knowledge
and skills to be fully contributing members of the College.
Goal 7
• Create the technological foundation to align with the digital
direction.
Goal 12
4. Business Drivers
4
INPUTS
OUTCOMES
• Listening Tour
• MNP Risk Profile
• Digital Strategy
• IT Strategy
• Auditor Letter of
Recommendation
• Empower & enable departments to manage
their own reporting, data analytics
• Focus resources on value-added services vs.
manual transactions
• Reduce current ‘centralized’ model for IT
support on corporate applications
• Deliver on top three risks: Business Process
Automation; IT Infrastructure; Human
Resource Strategy
• Take advantage of SaaS solutions which are
feature rich, stay current & ensure a
cohesive administrative set of processes
• Address gaps in IT Controls of corporate
systems
5. Technology and Infrastructure Drivers
Aging infrastructure and legacy disparate systems have a significant
impact on solution integrations
Increased complexity in IT resourcing (scarce skill sets and
disappearing systems knowledge)
Inadequate system and process documentation
SaaS solutions transfer some of the operations risk to the SaaS
vendor such as power outages, loss of data, etc.
Eliminate data duplication and integrity issues by centralizing
business and data information
InfoSec industry best practices not fully implemented, need
improvements to identity and access management to mitigate
against future data breaches and deficient IT controls
Lack of support for mobile access 5
6. Project Fusion Strategy
• Provide value added, contemporary, integrated HR/Pay/Finance
solution with standardized interfaces to enable future expansion and
timely integrations
• Automate, re-architect and document enhanced business processes
• Centralize business information and remove duplication
• Improve data integrity and business intelligence (BI) to foster
business agility
• Provide simplified access (i.e. direct, mobile access)
• Eliminate need for custom software development by specialist IT
staff
• Enhance IT security controls that have been highlighted as
deficiencies by our external auditors
6
7. Rationale for Key Project Decisions
7
Key Decision Rationale
SaaS Delivery
model
• Cloud services position the College to meet changing business
needs with open, agile and secure solutions that meet industry
standards
• Centralizes business information and data that is not managed
through interfaces with issues of synchronization and currency
• Expansion of value add business functionality is inherent with
continual upgrades that offset the effects of falling behind the
competition
• Enables streamlining of administration and implementations of
typically complex integrations
• Operational risk is shared with SaaS vendor (i.e. standards-
based data center, availability, fault tolerance, disaster recovery,
data integrity)
• Supports best practices, business process automation and keep-
current documentation
8. Rationale for Key Project Decisions
8
Key Decision Rationale
Unified Solution • Leverage common functionality
• Reduces operational efforts as the alternate “best in breed”
approach has a multiplier effect and cost on administration,
infrastructure, support and maintenance which is not viable
in the long term
• Provides consistent user experience
• Enables the ability to respond quickly to integrations
Phased Deployment
Approach and
Timeline
• Significant change to business processes impacting all
employees, phasing will provide more time for business to
digest and adapt to the change
• More time to verify solution and train employees as less
modules rollout in parallel
• Research indicates possibility of “subscription fee vacation”
or deferral of solution costs for phased implementation
9. Rationale for Key Project Decisions
9
Key Decision Rationale
Professional
Development (PD)
Rollout
• Based on research, this functionality is not part of an
integrated ERP solution
• A separate PD solution will be sourced
Budget System (BUS)
Replacement Rollout
• Based on research, robust budget functionality within an
ERP solution is not available
• A separate budget solution will be sourced
ERP data does not have
to reside only in Canada
• Based on an assessment, data may reside in the US,
Canada and member states of the European Union (EU)
10. Future State Functionality: Finance & Payroll
10
Travel & Expenses:
• End-user and Manager process completely
manual (paper request for approval, travel
expenses, payment).
• Paper-based backup documents
Payroll:
• T4s created/mailed manually
• Many payroll processes supported by
manual/paper forms (e.g. On-call pay,
overtime, etc.)
Travel & Expenses:
• Employees and managers enter requests and
approvals online with electronic backup.
• Complete visibility to status
• Automatic payment on approval
Travel & Expenses:
• Time savings for employees and managers.
• Reduced time from expense to payment
• Improved accuracy (no manual
calculations)
Payroll:
• Elimination of manual effort, paper, mailing
costs to produce and distribute T4s.
• Improved accuracy – reduced errors/rework.
• End-user visibility to submissions and status.
CURRENT PROCESS FUTURE REQUIREMENTS BENEFITS
Payroll:
• T4s auto-generated and avail online
• Elimination of all paper forms. Payroll data
entered by employees/managers online
(AP) Procure-to-Pay:
• Cumbersome process causing rework by
end-users and purchasing
• No end-user visibility to status of
RX/PO/Payment
• Manual Payments
(AP) Procure-to-Pay:
• Improved workflow procurement process.
• Full visibility to status of RX/PO/Payment and
associated documents.
• System defaults for vendor/product data
• Electronic Funds Transfer (EFT)
(AP) Procure-to-Pay:
• End-user time savings when creating RXs
• End-User visibility to status of requests
• Reduction of PO errors, and re-work
• Reduced effort and cost associated with
manual payments
(AR) Order-to-Cash:
• Completely manual system.
• No end-user visibility to status of requests
(AR) Order-to-Cash:
• Automated process with workflow for
Sales Orders/Invoice Requests
• Elimination of all paper forms. Payroll data
entered by employees/managers online
(AR) Order-to-Cash:
• End-user and Manager time savings
through automation of manual process.
• End-User visibility to status of payments.
• Elimination of paper forms.
11. Future State Functionality: Finance & Payroll
11
General Ledger:
• Paper-based Journal Entry backup
process.
• Manual effort to reverse JEs.
Financial Reporting:
• Only high-level view of account
balances available in PeopleSoft.
General Ledger:
• Ability to attach an electronic copy of the
JE backup to transactions.
• Automated posting of reversal JEs
General Ledger:
• Ease of accessibility to JE backup by
Auditors and college staff.
• Time savings
Financial Reporting:
• Time savings when investigating or
reconciling accounts.
• Quick and accessible detail level data for
managers.
CURRENT PROCESS FUTURE REQUIREMENTS BENEFITS
Financial Reporting:
• Ability to drill to transaction details
within financial reports.
Treasury & Cash Mgmt.:
• No Treasury System.
• All cash management processes are
completely manually (Excel).
Treasury & Cash Mgmt.:
• Automated system providing Treasury
and Cash Management functionality.
Treasury & Cash Mgmt.:
• Timely, accurate data enabling
optimum usage of surplus cash.
• Increased revenue from investments.
Asset Management:
• Effort-intensive annual process to split
orders into multiple assets or combine
multiple PO lines into one asset.
Asset Management:
• Automated ability to split/combine
assets from POs
Asset Management:
• Time savings when creating assets.
• Improved Accuracy of Fixed Asset
Data.
12. Future State Functionality: Recruiting
12
CURRENTSTATE
FUTURESTATE
BENEFITS
• No talent pipeline:
resume bank not
searchable
• Poor candidate
experience & brand
reputation risk
• Multiple manual
steps in process
• Outdated
technology
• Answer repeated
questions via phone
& email
• Talent pipeline
available
• Improved candidate
experience
• Automated
workflows
• Faster pre-screening
• Standardized tools &
templates for
interview process
• Mobile access for
hiring managers
• Service desk
approach for dealing
with front line Q’s
• Improved brand
image
• Time to hire reduced:
Time to post jobs;
Time to screen
• Less potential for
error
• More availability to
provide consultative
services: I’m not
looking for a day-to-
day [HR] person; I’m
looking for someone
to help us with
people insights and
planning.”
13. Future State Functionality: Performance Management
13
CURRENTSTATE
FUTURESTATE
BENEFITS
• Manual processes
for Support &
Academic processes
• Inconsistency in
manual probation
process
• Limited access to
metrics: e.g.
completion rates of
due / overdue
evaluations
• Comprehensive
view of talent and
performance for
both managers
and employees
• Improved process
for ensuring
performance
issues are
addressed within
the probationary
period & can be
acted on
• Automated
performance
management
processes
• Probation process
will be automated
and hard-wired
based on date of
hire. All employees
will go through
probation.
14. Future State Functionality: Workforce Management
14
CURRENTSTATE
FUTURESTATE
BENEFITS
• Complement and
vacancy reports
highly manual
• No capability to
produce
organization charts
• No ability to future
date assignment of
positions numbers
• Duplicate data
entry: No link
between BUS &
HRIS
• Reporting capability
on organization
structures &
complements/
vacancies with
direct access for
managers and HR
• Real time and
future dating
transactions
• Better visibility into
workforce data:
• Helps mitigate
risk from labour
perspective
• Better informed
decisions on
organization
structure
• Enhanced services
offerings from HR
around workforce
management will
with align with the
RCM model
15. Future State Functionality: Time Reporting (PT Pay)
15
CURRENTSTATE
FUTURESTATE
BENEFITS
• Significant time
spent on manual
processes
• Time spent on
added steps
• Process results in
many late entries:
~2,000 manual
entries /yr (avg 75
/ pay cycle) = ~14
days based on 3
min per entry
• Improved process
for employees
• Automated
workflow of
approvals, no data
entry required
• Logic built into
system: Tracks
overtime, double
time, etc.
• Embedded
analytics &
reporting
• Time savings: on
data entry,
contract creation,
tracking
• User satisfaction
improvements
with process &
system
• No manual entries
required for late
sheets submitted –
built into workflow
“The [current] Part-time Pay process is
electronic – but not automated” ~Process
Improvement Task Force town hall, 2015
16. Future State Functionality: Leave/Vacation
16
CURRENTSTATE
FUTURESTATE
BENEFITS
• Manual,
inefficient
processes:
• Duplicate data
entry
• Tracking of
vacation liability
• Corrections
done manually
• Errors & under-
reporting due to
retro data entry
• Streamlined,
automated
process:
• No duplicate
data entry
• Self-serve, real-
time & future-
dating
• Dashboard
reporting on
vacation liability
by department
• Time savings
within HR
department
• Increased value-
add services
• Earlier
intervention in
sick leave &
reduced time off
• Increased accuracy
of data
• Reduction of
vacation liability
17. Future State Functionality: Benefits
17
CURRENTSTATE
FUTURESTATE
BENEFITS
• Double entry of
benefits for Sun
Life and HRIS
• Manual data entry
at multiple points
in process
• Activities
impacting pay
result in a print
screen with
written
instructions being
walked up to
Payroll (3,000+ per
year)
• Data entry
eliminated with
direct access &
bridge from Plan
Services System
(Sunlife) to HR
system
• Integrated payroll
solution
• Total rewards
statements
available to
employees,
reducing standard
inquiries
• Substantive time
savings,
repurposed to
higher value-add
activities
• Reduced errors
from eliminating
data entry (cost
savings)
• Increased
employee
awareness of
benefits, resulting
in better usage
18. Future State Functionality: Pension
18
CURRENTSTATE
FUTURESTATE
BENEFITS
• Increasingly
complex CAAT
requirements,
inflexible legacy
system
• Manual processes
time intensive,
error prone: (T4s;
enrolments)
• Resource risk:
heavily dependent
on limited ITS
resources
• Data entry
eliminated: Direct
access for all
employees
• Integrated payroll
solution removes
need to manually
connect with
payroll
• Time savings &
reduced errors on
enrolment,
retirement,
termination,
implementing
CAAT pension
changes
• Meet compliance
obligations to
CAAT Attestation
programs, avoid
fines
19. Future State Functionality: Mandatory Training & PD
19
CURRENTSTATE
FUTURESTATE
BENEFITS
• Risk of non-
compliance, fines
& legal action: risk
up to $500K fine
or criminal charges
• Highly manual
processes for PD
• Poor user
experience for
employees looking
for PD
• Direct Access for
employees to
register & track
• Improved user
experience such
as searching for
courses, tracking
completion
• Automated
processes for PD:
can easily add
courses, waitlist
• Avoid penalties for
non-compliance &
risk of law suits
• Maintain College
reputation as Top 25
Employer
• Substantial time
savings on managing
PD processes
• Position the college
to deliver on its
Digital Strategy
20. Key Milestones
20
Date Key Milestone Objective
May 15 Notice of Proposed
Procurement (NPP) onto MERX
To provide vendors with our proposed RFP and
identify issues and constraints
May 25 –
Jun 12
Vendor Consultation Sessions 1x1 full-day meetings with qualified SaaS
providers to gather feedback and refine our RFP
Jun 26 Post RFP onto MERX To obtain bids from qualified vendors
Sep 15 –
Oct 9
Vendor solution walkthroughs
with shortlist of vendors
To verify proof of solution and to allow vendors
to reduce ambiguities in order to refine pricing
Oct 9 Best & Final Offer (BAFO)
submitted
Vendors submit their final and best pricing bids
based on the RFP and participation in the
Solution Evaluation Sessions.
Nov-
December
Signed Contract Contract Negotiation
21. Key Milestones Continues
21
Date Key Milestone Objective
Dec 2016 –
Jan 2017
Planned HR and Payroll Go-
Live
Start processing Calendar 2017 Payroll
Transaction in the New Solution.
March – April
2017
Finance Go Live Start processing all Fiscal 17/18 Financial
Transactions in the new System.
Summer 2017 Professional Development
(PD) Go Live
Addition of Professional Development
functionality to HR solution.
Oct 2017 New Budgeting System Go-
Live
Budgeting functionality not available in all
potential SaaS ERP solutions – this may be a
separate integrated budgeting solution.
