2016-110-Minutes for Meeting March 02,2016 Recorded 3/14/2016 o? MA 2-1
DESCHUTES COUNTY OFFICIAL RECORDS c1 2016.110
NANCY BLANKENSHIP, COUNTY CLERK Vd (�v
o'�!�'' r '"" ' "o COMMISSIONERS' JOURNAL 03114/2016 08;46;18 AM
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Deschutes County Board of Commissioners
1300 NW Wall St., Bend, OR 97701-1960
(541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org
MINUTES OF WORK SESSION
DESCHUTES COUNTY BOARD OF COMMISSIONERS
WEDNESDAY, MARCH 2, 2016
Present were Commissioners Alan Unger, Tammy Baney and Anthony DeBone.
Also present were Tom Anderson, County Administrator; Erik Kropp, Deputy
County Administrator; and Dave Doyle, County Counsel. Attending for a portion
of the meeting were Jane Smilie and Tom Kuhn, Health Services; Wayne Lowry
and Teri Maerki, Finance; Whitney Hale, Communications; Danielle Fegley,
Human Resources; Joe Sadony, Information Technology; and David Givans,
Internal Auditor. No other citizens or representatives of the media were in
attendance.
Chair Unger opened the meeting at 1:30 p.m.
1. Finance and Human Resources Project Update.
Wayne Lowry introduced the teams that have been working on this project.
They are ready to proceed but want the Board to know the final product. He
summarized the process and the goals; and the charter, which shows the
organization of the project itself as to who is responsible for what parts of it,
and other details.
The steering committee includes Erik Kropp, representing Administration. Mr.
Lowry explained the process from the beginning and who has been involved,
from the bid process and demonstrations through negotiations.
Minute of Board of Commissioners' Work Session Wednesday,March 2,2016 Page 1 of 9
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Two vendors were considered and investigated. The third choice was
purchased by one of the other companies during the negotiations process.
Commissioner DeBone asked if the time sheets and payroll portions were just
part of the package, or did the County ask for this. Mr. Lowry stated that all the
vendors' design software for municipal organizations. They look a lot alike
when it comes to financial aspects. He fully expects that many of the financial
processes will change since much is based on software from sixteen years ago.
Danielle Fegley said that they identified some that are out of the scope but some
can be added. Today's system has no modules to integrate the departments.
Benefits is not a module, but they will have this module, along with others.
Commissioner DeBone asked if something they want is not included. Mr.
Lowry referred to room tax, since it is voluntary to a point. This is not set up
for billing, and none of the systems address this very well. They will still have
to figure out how to do this with the new system. The core of programs they
want and need will be part of it.
Commissioner Baney asked if there was a big difference in the bids. Mr.
Lowry said the final two were within a few hundred thousand. They are at $1.4
million. Much of it depended on how much oversight and help they wanted
from the vendor. Commissioner Baney would like some talking points as to
why they went with one and not the other. Mr. Lowry said that it was not bead
on cost as much as functionality and ease of implementation and use, and what
it will take to maintain it.
He would like to say this will save a certain amount of money or they will be
able to cut positions when this is implemented. However, many things are done
manually now that they will be able to do much easier in the future. There are
not that many people who access the financial data daily. He wants those who
need information to be able to get it direct rather than asking Finance for it.
The current system produces far too many documents. They will be able to get
electronic authorizations and signatures that require a lot of printed documents
and handling. Documents will automatically be archived and will be
searchable. This is one feature that only the one vendor offered. Electronic
document management is one of the most important changes they will make.
Minute of Board of Commissioners' Work Session Wednesday, March 2, 2016 Page 2 of 9
Erik Kropp asked if documents that are not financial could be handled this way.
Mr. Lowry stated that it would handle many others, including certifications.
Anything that deals with Finance or Human Resources should be a part of this.
It will require for the most part being entered only once.
Electronic approvals is part of the workflow, and has been available for some
time. At this time, the entire approval process is on paper. They want a process
that works for all departments, as to how to get something paid, ordered or
approved. It can be customized for each department's approval process. All
departments have to be on board with this and he has commitments from them.
Ms. Fegley said that the companies deal with the public sector, which is very
different from private organizations.
Mr. Lowry noted that integration makes it available to whoever needs that data.
The program today does not allow for this. They can also integrate with other
systems that departments might have, especially when they are taking in
payments, such as at Solid Waste or Health. They may not be able to or need to
do all of the departments. Much depends on the template or the amount of
need.
Regarding internal controls, the user will only have to access the functions they
need for their job. The system also keeps track of every change and who made
it. Regarding budgeting, up to date balances will be easy to determine.
David Givans said this keeps a good change history and it will be much easier
for reporting purposes.
Mr. Lowry stated that there are a lot of requirements for things relating to
employees and benefits. These are now mostly done manually. Ms. Fegley
noted that there will still be some challenges, but things will be kept current
with the most applicable standards. State and Federal standards will be
incorporated in a timely manner.
Mr. Lowry stated that they will have a way to track certifications, hours, step
increases and other thresholds that affect pay and more. At this time, this is
done manually and can involve more than one person.
He stated that reporting is important, but does not necessarily require a lot of
detail that is not necessary. They can pick and choose what to use.
Minute of Board of Commissioners' Work Session Wednesday,March 2, 2016 Page 3 of 9
Employees will be able to make changes in their own file, such as a new
address. Self-service allows much of this to happen without having to fill out
forms. Managers will also be able to approve documents from off-site
locations.
Chair Unger observed that there will likely be a lot of training. Mr. Lowry said
that this is part of the cost. Commissioners Baney asked if they want to expand
parts of it, whether this can be done in house or if the contractor has to do it.
Mr. Lowry there will be a project team that will be heavily trained in the
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system. They will train others. If someone is in the system almost every day,
they will be able to stay current.
The security part, meaning who is able to see or access what information, is
complex and they will need more help with that. Most of the operational parts
should be easy enough to deal with. Joe Sadony stated that now it is mostly
manual and it is dependent on who is doing the input. An automated system
has a record of what happened and can determine who did what, and when.
There will always be some manual pieces and there will be printed documents,
but much that is done on paper now will be eliminated or done electronically.
Chair Unger asked if this connects with the Clerk's office or the State. Mr.
Sadony said the financial documents are not usually handled at the Clerk's.
Tom Anderson said that the Clerk archives Board records so this might only
involve a certain type of records, such as contracts. Mr. Lowry stated that the
contracts module is part of this. No one really knows if they are all accounted
for, when they expire and so on. There is no single depository. Payments can
be made according to the terms of the contract.
Chair Unger asked if getting all employees on board is achievable. Mr. Lowry
replied that this will change how some of them do their work, and it will take
time for them to transition. The team will work with each group. There may be
a change manager in each department to help with communication.
Commissioner Baney stated that St. Charles has what they call a `lean room' to
look at strategies. They are looking at everything to trim waste and build
efficiencies. Change is difficult and it might be easier to ask them to change
only once. Mr. Anderson stated that they will have to change since the new
system forces it. There will likely be suggestions coming in along the way.
Ms. Fegley wants to keep things simple and not customize to the point that it
becomes too complex.
Minute of Board of Commissioners' Work Session Wednesday,March 2, 2016 Page 4 of 9
Mr. Lowry explained they are awaiting a few changes but have settled on most
of the agreement. The scope includes the needed functionality for finance and
human resources needs. The bar has been set fairly high.
There are other modules such as managing bids, inventory, risk and others that
are outside the standard FIR and Finance. The pricing was held on these in case
someone wants to take advantage of them at some point.
The statement of work lays out what everyone is going to do. It is meant to
cover everything so that there are no questions later. Implementation includes
milestones that are to be paid when both parties agree that something has been
met.
Mr. Sadony said they will not need to buy new hardware. It will take about six
servers and they should have capacity. It will be backed up and saved
elsewhere 24 hour a day. Archiving and recovery are included, and this goes to
where the 9-1-1 backup is located.
Chair Unger asked about automatic upgrades. Mr. Sadony said there will be a
maintenance fee and this includes all upgrade and changes. The current
software vendor changed their platform and that would have required
purchasing it. With the new system there will no requirement for this kind of
purchase. Mr. Lowry stated that the maintenance with this company will be
somewhat more expensive but eliminates that concern.
There is a software license fee of$400,000. The rest is the system and training.
The annual maintenance cost starts at $100,000 per year and any increases have
been negotiated. The current system costs $60,000 per year and does not
include H.R.
Some of the implementation services are on an as-needed basis. The company
did not bid for time and attendance. It is an electronic time entry add-on. It is
fairly complicated. They are out to bid for this add-on piece, estimated at about
$100,000. The company has indicated it will not charge extra to integrate this.
It is for time cards and scheduling purposes.
This is being financed through the capital fund of the general fund. Some is
budgeted now and some needs to be. There will be two employees 100%
dedicated to this project. It will be paid back through internal services charges
that are already being collected. One position will be limited duration until the
integration is done; the other will be in H.R.
Minute of Board of Commissioners' Work Session Wednesday,March 2,2016 Page 5 of 9
The project would begin in late April or early May. Everything but payroll
would be done within a year. The second phase will overlap and will include
H.R. and payroll. By January 2018 the project should be done. They want a
clean start and finish. He would like the contract approved this month once
they have finalized a few details. There would be a notice of intent to award
contract letter, and then the contract if there is no protest.
Commissioner Baney said some might say that no one has asked them what
they need for their work. Mr. Lowry replied that they invited employees to
come to the demonstrations, and gathered input from those who attended. The
eventual users provided written input and this information was compared.
There was a lot of input for each module and it was a clear decision on which
system would be easiest and the most complete. Teri Maerki said that most
liked the ease of use of the system that was selected. Mr. Sadony added that
there was a lot of interest in the project and there was a lot of participation.
Commissioner DeBone asked what they will do if a year from now there is a
problem that requires additional funding. Mr. Lowry replied that part of the
contract is considered a fixed cost as milestones are reached. Therefore, if there
is a problem and it is not the fault of the County, it is the company's issue to
fix.
Mr. Sadony stated that the company has been implementing this system since
2011 and it is known it will work. The risk level is not high for this product.
2. Other Items.
Mr. Anderson explained that Commissioner DeBone had concerns about a
tobacco cessation program through the County. He wanted to clarify this in
general and what other areas are doing. Some of it touches on policy so the
Board needs to feel comfortable this is relevant.
Commissioner DeBone said he was asked about kids getting certificates for
picking up cigarette butts, and the involvement of TAPS in south County. He
wondered what was going on. He knows that it is not good to smoke and this is a
national battle. He is concerned about involvement at the local level where
people might think they are bringing down the big tobacco companies.
Minute of Board of Commissioners' Work Session Wednesday,March 2,2016 Page 6 of 9
Jane Smile and Tom Kuhn explained tobacco prevention in general and what
works. This project came from the Think Again Parents group. Every
community wants to do something different. They wanted kids to pick up
cigarette butts and other waste. The County was asked to provide gloves and
tobacco education. Ms. Smilie said that she has been involved in tobacco
prevention for years. This is legitimate and was meant to expose what has been
going on with efforts to get more smokers.
The goals are to help kids not start, help people who are addicted to quit, and
reduce second-hand smoke exposure. It is the single most preventable expense in
the health care industry. The good news is that the approach is a community
approach. It is meant to result in tobacco-free kids.
Commissioner DeBone said he was once with the Parks District and there might
be people at the after school programs to get these kids to do this. It helps to
know it was through TAPS.
Ms. Smilie understood it was not about bringing down big tobacco. A lot of
research shows that kids do not think they are susceptible to advertising, so there
is an effort to show them that they might be getting duped. This has to be
focused on the kids. This skill building is very important. Tom Kuhn said that
TAPS is recruiting kids at the schools and asking them to participate. Ms. Smilie
said they will have staff get more involved in what is going on there and provide
some feedback. They need to put the media and health services to work together
to have an impact.
Commissioner DeBone stated that the fight against tobacco is a big one, but there
are other concerns such as alcohol and marijuana that are not getting the same
level of action. Ms. Smilie said everyone wonders where it ends. This substance
is something that has no good use. Alcohol consumption in moderation is not
always just bad. For her, this is a big piece of it. Commissioner DeBone does
not want to appear to turn against businesses.
Chair Unger supports this and sees the value. He wants to help people when they
are ready to be helped. Commissioner Baney said they have County tobacco-free
campuses. Second hand smoke is a danger to some people. If someone wants to
do something, it is okay with him, but not if it affects others. It should be a little
less about personal responsibility if it affects others.
Minute of Board of Commissioners' Work Session Wednesday, March 2, 2016 Page 7 of 9
This is a problem on the County's tobacco-free campus. The manner in which
this is approached is important. She hears that there is no tobacco monitor, and
that might not be the way to go anyway. However, she wonders how she can
share information with children especially. Things have changed over the years
and a lot more is known now.
Commissioner DeBone said early childhood development is important.
However, much depends on the family unit and other factors. Ms. Smilie said
that the policy approach is to be supportive and not punitive. Tobacco use rates
are down in the country because of this. Commissioner DeBone said he is not
sure about the numbers and the effect, since people also eat poorly or drink too
much. Ms. Smilie said that tobacco creates chronic disease or makes other
chronic conditions worse. It has been shown to even exacerbate diabetes. It has
no redeeming uses.
Mr. Anderson stated that the focus is on the health effects and prevention around
youth especially. It is not about attacking the big business side of it. Mr. Doyle
said it sounds like Commissioner DeBone is concerned about political advocacy
issues.
Whitney Hale spoke about the upcoming State of the City and County proposed
for June 7. This will be an evening event at Deschutes Brewery. The City and
County would both have thirty minutes. The `top ten' needs to be incorporated
into this. Commissioner DeBone stated that the sound system does not work well
when there is a full house. Ms. Hale said that this is supposed to be simplified,
with fewer presenters and topics. The coordinators want to know as soon as
possible what topics the County wishes to include. One topic that they want to
address is the marijuana situation. Commissioner DeBone said much of this
might still be up in the air. Commissioner Baney said they can talk about the
challenges, which will likely still be an issue.
Commissioner Baney suggested tying into the County Centennial. It might be
possible to do something that can also be used in Redmond. Mr. Anderson feels
that it should include all three Commissioners. They can celebrate the 9-1-1
system if the ballot measure passes in May, and its benefits. They can also talk
about roads, and a possible sports complex, which is in the very preliminary fact-
finding process at this point. Maybe by June there might be a decision to hire a
professional to further investigate this proposal. However, the biggest benefit is
as a tourist draw and not necessarily for just locals to use.
Minute of Board of Commissioners' Work Session Wednesday,March 2,2016 Page 8 of 9
Commissioner DeBone noted that there is a disconnect of the Fair & Expo from
south County since it is so far away, and he wants to help the La Pine Park
District turn things around. Commissioner Baney asked if this is as a
Commissioner who represents the whole County or as a resident of La Pine.
Commissioner DeBone said he is not at the point where he can support a big
capital ask. It might be premature to even bring this topic up.
Commissioner Baney asked if they should bring up the PERS issue and the
realities of what this is going to cost all government agencies. This might be
more pertinent than even the roads. Commissioner DeBone noted that most
people know little about this problem.
Mr. Kropp said that they can emphasize Skyliners Road, which required
coordination of the County, City and Federal agencies. Mr. Anderson asked
about presenting fire reduction efforts, since this program has been very
successful; although it occurs primarily outside the city.
3. Adjourn.
Being no further discussion, the meeting was adjourned at 3:40 p.m.
DATED this Day of )yltlCG�_ 2016 for the
Deschutes County Board of Commissioners.
041-64--
Alan Unger, Chair
tII5
Tammy Baney,4 ce Chair
4
ATTEST:
Anthony DeBone, Commissioner
45 L
Recording Secretary
Minute of Board of Commissioners' Work Session Wednesday, March 2, 2016 Page 9 of 9
Deschutes County Board of Commissioners
�aN�rr�� 1300 NW Wall St., Bend, OR 97703-1960
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(541) 388-6570 - Fax(541) 385-3202 - www.deschutes.org
WORK SESSION AGENDA
DESCHUTES COUNTY BOARD OF COMMISSIONERS
1:30 P.M., WEDNESDAY, MARCH 2, 2016
Pursuant to ORS 192.640, this agenda includes a list of the principal subjects
anticipated to be addressed at the meeting. This notice does not limit the ability of
the Board to address additional subjects. Meetings are subject to cancellation
without notice. This meeting is open to the public and interested citizens are
invited to attend.
Work Sessions allow for the Board to discuss items in a less formal setting. Citizen
comment is not allowed, although it may be permitted at the Board's discretion. If
allowed, citizen comments regarding matters that are or have been the subject of a
public hearing process will NOT be included in the official record of that hearing.
Work Sessions are not normally video or audio recorded, but written minutes are
taken for the record
1. Finance and Human Resources Project Update — Wayne Lowry
2. Other Items
These can be any items not included on the agenda that the Commissioners
wish to discuss as part of the meeting, pursuant to ORS 192.640.
Meeting dates, times and discussion items are subject to change. All meetings are conducted in the Board of Commissioners'meeting
rooms at 1300 NW Wall St.,Bend, unless otherwise indicated. If have questions regarding a meeting,please call 388-6572.
Deschutes County encourages persons with disabilities to participate in all programs and activities. To request
this information in an alternate format, please call (541)617-4747, or email ken.harmsOdeschutes.ora.
Board of Commissioners' Work Session Agenda Wednesday, March 2, 2016 Page 1 of 2
At any time during the meeting, an executive session could be called to address
issues relating to ORS 192.660(2)(e), real property negotiations; ORS
192.660(2)(h), litigation; ORS 192.660(2)(d), labor negotiations; ORS
192.660(2)(b), personnel issues; or other executive session categories.
Executive sessions are closed to the public; however, with few exceptions and
under specific guidelines, are open to the media.
3. Adjourn
Meeting dates, times and discussion items are subject to change. All meetings are conducted in the Board of Commissioners'meeting
rooms at 1300 NW Wall St.,Bend, unless otherwise indicated. (foil have questions regarding a meeting,please call 388-6572.
Deschutes County encourages persons with disabilities to participate in all programs and activities. To request
this information in an alternate format, please call (541)617-4747, or email ken.harms0,deschutes.orq.
Board of Commissioners' Work Session Agenda Wednesday,March 2,2016 Page 2 of 2
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Human
Financial and
Resources Software
PROJECT CHARTER
The project will provide an integrated enterprise system to support County staff in the delivery
of financial and human resources services and activities while incorporating best practices,
and improve the efficiency and effectiveness of these services and the associated business
processes.
PURPOSE
FINANCIAL. AND The purpose of the
i V MAN Financial and Human
Resources Software
RESOURCES project is to procure a
quality integrated
software system with
SOFTWARE comprehensive
PROJECT CHARTER installation and
training services, and
ongoing maintenance
project will Goal The ro"ect w_.._. _...................._ -..__ _l provide an integrated enterprise
system that will contain a wide range of financial and support. The
management and human resources applications
including software modules, implementation services, County seeks
4
ongoing training and technical support.
Date
........,..,I_November 23, 2015__ --._.,.., ww_.._.__...._._....--._.....__........� applications that can
._..... provide best practices
Objectives i The County looks to achieve the following objectives at
the completion of this project: and improve
• Elimination of paper based processes
• Native forms print management efficiencies in the
• Distributed budget development
• Import of financial transactions County's current
• Export of data for external partners
• Employee and Manager self-service portals processes. A desirable
• Integration with the County's current third party system will simplify,
software vendors
• Auditing of access or changes to data in the standardize and
system
• Process controls to ensure complete and optimize business
correct data enters the system
• System security controls and easy user processes and support
security set up and configuration
• Easy access to data by departments continuous
• Custom reporting and report automation improvement on
• Financial and Human Resources Dashboards
• Electronic Records Management business processes.
• Alternate(mobile)system access
Page 1
11/23/2015
Key Stakeholders, Executive Erik Kropp Department, Deputy County Administrator
Sponsor: Title Administration
Stakeholder Wayne Lowry Department, Director,
Title Finance
Stakeholder Danielle Fegley Department, Director,
Title Human Resources
Stakeholder Joe Sadony Department, Director,
Title Information Technology
Stakeholders are individuals or groups which are impacted by, or can impact, the outcome of the project. This
includes the Project Team, Sponsor(s), Steering Committee and Departments who will be affected by the change
in work practices due to the new product. Key Stakeholders are a subset of Stakeholders who, if their support
were to be withdrawn, would cause the project to fail.
2 The Executive Sponsor is a manager with demonstrable interest in the outcome of the project who is ultimately
responsible for securing spending authority and resources for the project. Ideally, the Executive Sponsor would be
the highest ranking manager possible, in proportion to the project size and scope. The Executive sponsor acts as
a vocal and visible champion, legitimizes the project's goals and objectives, keeps abreast of major project
activities, and is the ultimate decision-maker for the project.
Teams Steering Erik Kropp, Deputy County Administrator
Committee Wayne Lowry, Finance Director
Danielle Fegley, Human Resources Director
Joe Sadony, Information Technology Director
The Steering Committee includes management representatives from the key organizations involved in project
oversight and control, and any other key stakeholder groups that have special interest in the outcome of the
project, The Steering Committee acts individually and collectively as a vocal and visible project champion
throughout their organization; generally they approve project deliverables, help resolve issues and policy
decisions, approve scope changes, and provide direction and guidance to the project The Steering Committee
can also be involved in providing resources, assist in securing funding, and acts as liaisons to executive groups
and sponsors.
Teams Selection Wayne Lowry, Finance Director
Committee Danielle Fegley, Human Resources Director
Joe Sadony, Information Technology Director
Teri Maerki, Financial/Budget Analyst, Project Manager
Beth Raguine, Sheriff's Office Business Manager
Susan Bailey, Road Administrative Analyst
David Givens,County Internal Auditor
Sherri Pinner, Health Services Business Manager
The Selection Committee consists of stakeholders different departments pr..
of stakeholders from different departments around the County providing a
wide representation of departmental issues, requirements and perspectives. This group participates in the creation
and editing of the Request for Proposal, reviewing and scoring the vendor proposals, and attending the
demonstrations in order to provide scoring and ranking of the product presented. They provide recommendations
on which vendors proceed to each level of review and make a recommendation on the finalists to the Steering
Committee.
Page 2
11/23/2015
Project Teri Maerki Department Finance
Manager
Role:
The Project Manager is responsible for developing, in conjunction with the Project Sponsor, a definition of the
project.The Project Manager ensures the project is delivered on time, to budget and to the required quality
standard (within agreed specifications).The PM ensures the project is effectively resourced and manages
relationships with a wide range of groups.The PM is also responsible for managing the work of consultants,
allocating and utilizing resources in an efficient manner and maintaining a cooperative, motivated and successful
team.
Responsibilities:
• Working with the vendor's Project Manager
• Managing and updating a detailed project plan
• Monitoring project progress and performance
• Reviewing and approving project deliverables in line with the project plan
• Recording and managing project risk issues and escalating where necessary
• Managing project scope and change control and escalating issues where necessary
• Resolving cross-functional issues at the project level
• Providing status reports to the Steering Committee
• Acting as point of contact for vendor for staffing and delivery matters
• Scheduling County resources for implementation tasks and training days(Includes personnel, equipment
and training rooms)
• Maintaining regular communications with all team members
• Managing project evaluation
• Working closely with users to ensure the project meets business needs
• Managing project training within the defined budget
• Identifying user training needs and managing user training programs
Change Susan Bailey Department Road
Manager
Role:
The Change Manager is responsible for applying a structured process and set of tools to the people-side of
change resulting in an outcome of reducing and managing resistance to change during implementation.
Responsibilities:
• Prepare for change
Review the change management strategy and prepare the change management team
Develop the sponsorship model
• Manage change
Develop change management plans
Take action and implement plans
• Reinforce change
Collect and analyze feedback
Diagnose gaps and manage resistance and implement corrective actions and celebrate successes
Page 3
11/23/2015
Quality David Givans Department Administration
Manager
Role:
The Quality Manager is responsible for:
• Reviewing business process maps and making recommendations
• Assigning team members to quality projects(testing)
• Overseeing the testers' progress
• Providing feedback
• Offering coaching to individuals that request it
• Building the capacity of the testing group
Project Team/ Jeanine Faria Department(a) Finance
Team Leads Beth Raguine Sheriff's Office
Loni Burk Finance
Wayne Lowry Finance
Cheryl Circle Finance
Kathleen Hinman Human Resources
Natalie Jones Human Resources
Jennifer Clemens Human Resources
Teri Lorenz Human Resources
Karen Olsen Human Resources
Lacy Nichols Finance
The Project Team is tasked with carrying out all pr o e j .__ct tasks __ .i.... . e__ ......
asks described in the Statement of Work including
planning, business process analysis, configuration, documentation, testing, training, and all other required County
tasks.The Project Team will be responsible for and empowered to implement the new system in the best
interests of the County consistent with project goals, project vision, and direction from the Project Manager and
Steering Committee. The County Project Team and Team Leads will be responsible for:
• Attending and contributing business process expertise for As-Is, To-Be, and testing sessions
• Identifying and including necessary subject matter experts to participate in As-Is, To-Be and testing
sessions
• Assisting in business process changes that may require escalation
• Making business process changes under time sensitive conditions
• Actively participate in all aspects of the implementation, including, but not limited to the following:
o Complete assigned tasks
o Kick-off planning and coordination
o Project management plan development
o Schedule development
o Maintain and monitor risk register
o Escalate issues as needed
o Communicate with vendor Project Team
o Coordinate County resources
o Attend all scheduled sessions
o Participate in testing
o Lead change management activities under the guidance of the Change Manager
o Analysis, table building, security and workflow maintenance
o Process training
o Demonstrations, testing and approval
o Conversion analysis and verification
Page 4
11/23/2015
o End User training
o Parallel testing and/or trail run testing
o Forms design, testing and approval
o User acceptance and stress testing
• Provide business process change support during Core User and End User training
• Completing security templates for all Core Users and End Users
• Completing a performance tracking review with the Project Team on End User competency on trained
topics
• Providing Core Users and End Users with dedicated time to complete required homework tasks
• Identifying any additional training needs or scheduling conflicts and communicating those to the County
Project Team
• Acting as a supervisor and adamant supporter for the new process
Subject Matter TBD Department(s)
Experts(SMEs)
The Subject Matter Experts(SMEs)will be responsible for:
• Participate in project activities as required by the project team and project manager
• Provide their expertise on both County business processes and requirements
• Act as SME and attend As-Is, To-Be and testing sessions if needed
• Attend all scheduled training sessions
• Practice all processes following training and as needed throughout project
• Assist in conversion validation as needed
• Become application experts
• Participate in trial runs and/or parallel testing
• Participate in testing processes and provide feedback to the project team on the results
• Adopt and support changed procedures
• Practice and complete all homework on an acceptable time line
• Demonstrate competency with software processing prior to Go-Live
RACI matrix Preliminary matrix—detailed matrix to tallow in planning phase
R—Responsible for execution of task
A—Accountable for tasks and signs off on work,has authority to make decisions
C—Consulted during the task before finalizing
I—Individuals that need to be Informed with updates on the project
RACI Role
Sponsor Project Team Technical SMEs ..mm. Change Quality
Manager Leads Leads Manager Manager
Budget A R I I I I
Communication A R C G C C C
Project Governance R/A 1- R/A
Project Mgmt/Plan C/A R/A C C I C
Project Tasks ......i.. R/A__.._..w R R f R R 1 R
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11/23/2015
Assumptions The County shall adhere to the following principles throughout ut the planning, design and
implementation of the project:
• Information is a County asset to the extent it is not confidential or private.
• Establish common processes and practices across the County.
• Focus on process and transaction quality.
• Provide relevant, timely, and consistent management information.
• We will support process improvement strategies and shall encourage the
implementation of out-of-the-box functionality and best business practices embedded in
the software. The system will be configured to meet unique needs within the options
offered by the product. Customization will be considered only as a last resort with
Steering Committee approval.
• The Steering Committee shall be composed of department leadership staff that is
committed to dedicating appropriate staff resources to ensure the success of the
project.
• Decisions related to project activities and system implementation shall be developed for
the betterment of the entire County.
• Department needs shall be given adequate consideration in the development of project
policies and activities.
• The County shall commit to providing adequate staffing and financial resources to
ensure the success of the project, during and after its completion.
• The Steering Committee commits to ensuring that adequate training is available to
project team staff and County system users during the implementation and after the
system is in production.
• The project shall strive to decentralize operational responsibilities and approvals to the
degree possible.
• The County's IT architecture and standards shall be followed.
• Mainstream security practices and functionality will be built into the system.
Communications Communications will be sent out via email, delivered in written or verbal formats at
meetings, and thru periodic newsletters.
Risks Organizational Environment
• Change in organizational management during the project
• Organizational restructuring during the project
• Corporate policies with negative effect on the project
• Unstable organizational environment
Planning and Control
• Lack of effective project management
• Project progress not monitored closely enough
• Inadequate estimation of required resources
• Poor project planning
• Project milestones not clearly defined
• Inexperienced project managers
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11/23/2015
• Ineffective communications
Requirements
• Continually changing requirements
• System requirement not adequately identified
• Unclear or incorrect system requirements
Risks(cant* Project Complexity
• Project involves the use of new technology
• High level of technical complexity
• Immature technology
Team
• Inexperienced team members
• Inadequately trained team members
• Lack of specialized skill required by the project
Users
• Resistance to change
• Conflicts between users
• Negative attitudes toward the project
• Not committed to the project
• Lack of cooperation
Documentation The project will utilize a Site(TBD)to manage project documentation.
Scope/ Functionality currently provided by Naviline and Human Resources(SunGard):
Boundaries/ • General Ledger
Deliverables • Budgeting
• Accounts Payable
• Cash Receipting
• Fixed Assets
• Payroll/Time Entry
• Human Resources
Constraints Compliance with all laws of Federal, State and local jurisdictions including GASB and audit
standards.
Dependencies There are no project dependencies.
Decision Making Selection of an integrated software system will result in a significant g icant number of decisions.A
Process Decision Log will be maintained to track project-level decisions including:
• Process related changes
• Policy related decisions
• Significant system configuration decisions
• SOW scope changes
• Other key project decisions
• Significant project decisions will be presented to the Steering Committee for review
and decision-making and covered as part of the Steering Committee meetings
Key Success • A successful implementation will require on vendor implementation q ire professional services from our vendor for
Factors planning and execution
• Optimize the budget without losing sight of the functionality required to allow staff
to be more efficient
• Improve and streamline business processes
• Support from all levels of staff to make this project a priority
• Ensure adequate staff time is allotted for the project requirements by management
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11/23/2015
• Commitment of staff to be available at critical points of the project
• A testing environment is required to allow for thorough testing before Go-Live
• Training of all County employees in use of the software in areas of their job
responsibilities
Estimated Project Estimated project costs will be between$1,000,000 and$2,000,000.
Costa
1
Flexibility Matrix identify and rank the flexibility of each area of the project
Least Flexible __-.. Most_ ..
Optimize Flexible
Scope X
Schedule X
Resources I X
Authorization The following signatures signify agreement with the contents of the Project Charter:
Signatures i
Executive Sponsor! J
Steering Committee V‘/L1 ' \1A/Y1 I - 7 d- 'La
Erik R.Kropp,Deputy County Administrator
X/,
._. ..- .re µ . " - r, d. ...
Wayne Lowry mane • minion/
Project Sleenng t� K � > / ',j,�1_L
Committee aniellee Fegley,Human Rer re-es
Juc 5 tclatt ll Info ell Utt t'r to —_. .. - V/(
r/
y, ti lugv
may?
. —_. 3/-2,11,.
ProcManager ten 1 ll nLC I ep ntinent
Page 8
11(2312015
I
Finance/HR Software Project
Work Session with the Board of County Commissioners
Tentative Contract with Tyler Technologies
March 2, 2016
Purpose of this Agenda Item
This work session is intended to brief the Board of County Commissioners on the progress of the
Finance/HR Software project initiative and to prepare the Board to take the necessary actions to
authorize the contract with Tyler Technologies later in March.
Brief Background
The County issued the RFP for integrated Financial and HR software in May 2015. Three finalists were
selected for demonstrations last fall including New World Systems, Sungard Public Sector and Tyler
Technologies. After reviewing the results of the demonstrations, including input from County
employees in various departments,the selection team chose to move forward with Sungard and Tyler.
These two vendors were asked to provide their last and best offer. The selection team also met by
phone with public sector client references for each vendor. After consideration of this information,the
selection team was unanimous in selecting Tyler Technologies as the finalist. The County negotiating
team has been working with Tyler representatives since December 2015 on the details of a contract.
Project Goals
We expect the County to dramatically benefit from the investment of time and money in this project.
We expect the most valuable impact on the County from this implementation will be the improvement
of all County business processes. These improvements will introduce efficiencies, a high level of security
and internal controls and perhaps most importantly, easy access to data for all levels of the
organization. The technology currently in use for Finance and HR functions was developed in the early
1990's, installed by the County in 2000 and lacks much of the capability found in current systems. The
following list highlights a number of key features the County will implement with the Tyler MUNIS
product.
• Electronic document management—The system will manage all documents either created by
the system or scanned into the system to allow for indexing, archiving, retrieval and printing.
Currently all such documents are kept in duplicate paper files throughout the organization.
• Electronic data entry—The project will replace our paper transaction systems with automated
paperless processes. Requisitions and purchase orders will be created in electronic form along
with time sheets, invoices, and most documents now being used in the HR area for benefit
changes,withholding changes, address changes, banking changes and many other actions in the
system.
• Electronic approvals—The system will allow most approvals of transactions to be made
electronically. This feature will eliminate the need for paper files and routing of documents
around the County for approvals. This will apply to payments,time sheets, employee expense
reimbursements, and a host of other potential applications.
• Department specific approvals- Departments can set up their own unique transaction approval
processes that meet their particular needs.
• Integration—Most modules of the MUNIS system are integrated with the other modules
allowing a single entry of most data into the system and the sharing of data between modules.
This reduces or eliminates data having to be entered more than once.
• Integration with other systems—County departments use a number of other systems to record
transactions. There currently is no connection between those systems and our financial system
other than the manual recording of daily deposits to our system. The Tyler MUNIS system will
connect to these other systems and import not only summary data from a day's work but also
detailed transactions. This will allow the MUNIS system to serve as the official single location
for all data related to departmental transactions.
• Enhanced internal controls—Each functional area of the new system is patterned after industry
best practices. Each business process will be designed to meet the County's needs and provide
sufficient internal controls to ensure that all financial transactions are properly recorded and
County assets are protected from fraud and theft. MUNIS allows access to all functions of the
system to be limited to only those staff members who need the access for their responsibilities.
• Compliance with state and federal regulations—MUNIS functions related to Human Resources
include the ability to comply with the myriad of rules and regulations imposed on the County
such as FMLA, OFLA, BOLT, FLSA,ACA, Wage and Hour laws, IRS,and State and Federal
Departments of Labor among others. Many of these currently require manual process and
record keeping to maintain compliance.
• Replacement of manual systems—Record keeping for employee certifications,training,
recruitments,terminations, step increases, certain leaves, employee benefits and many other
employee and payroll related items are either being done manually or require ongoing
maintenance in the current system. The MUNIS system provides functionality missing in our
current system to address these requirements and will automate the vast majority of manual
steps in our current payroll and HR systems.
• Access to Data—The project will provide County staff and decision makers with easy access to
system data. Our current system limits access to printed reports and inquiry by certain staff in
Finance and HR and in a few other departments. The MUNIS system provides access to data
through individual dashboards, reports, inquiry of data tables and access to the systems inquiry
screens. These capabilities will be available to all staff with access to the system and will not be
limited to a few super-users in Finance and HR.
• Self Service—The new system will allow employees to access the system from any device and
submit changes to their records including addresses, phone numbers, benefit selections,time
off requests,W-4 changes among others. In addition, employees will be able to query past
payroll stubs, accrual balances and other personal information. Currently all of these processes
involve paper forms and Finance/HR staff involvement.
Contract Negotiations
We are nearing completion of contract negotiations with Tyler. The contract document includes the
software license and services agreement and the statement of work for the project. Following are some
highlights from the tentative contract.
• Scope-The contract includes the implementation of integrated software functionality for the
County's financial system to include the core chart of accounts and general ledger, reporting,
accounts payable, accounts receivable,fixed assets, contracts, project accounting, cash
management,expense reimbursement, purchasing and budgeting. In addition,the contract
includes the implementation of integrated software functionality for the County's Human Resources
and Payroll system to include payroll, electronic time entry and attendance tracking, HR
management, employee self-service features, benefits administration and professional
development. The contract also includes system-wide features including document/content
management, dashboards, integration with existing systems and conversion of existing data.
• Tyler Responsibilities—The statement of work in the contract sets forth a schedule of deliverables
that Tyler will complete as the project progresses. As each milestone is reached and accepted by
the County,a portion of the contract price is paid. This acts as protection for the County against
paying for work that is not complete and also as an incentive for Tyler to keep the project on
schedule and complete each milestone in a manner acceptable to the County. Tyler will provide up
to 298 days of consulting effort and will provide a host of experts to guide the County through the
implementation process. Experts include a project manager, implementation consultants,
developers, programmers,forms designers and technical support staff. Tyler's staff will install the
software, work with County staff to design best practices for each business process, train County
project team members on optimum use of the software,guide testing, provide data conversions,
program system interfaces,train users and support the County through the "Go-Live" phase.
• County Responsibilities—The contract requires the County to provide a number of resources to
facilitate the project. These include a project manager, a team lead for each module or function, a
pool of subject matter experts, space for the project team,timely completion of team work
assignments and technical support from our IT staff. The County will also be responsible for hosting
the hardware and software on the County's existing network and to maintain the system into the
future with updates, patches and upgrades. The County steering committee will ensure that the
project is given the highest priority and adequate resources to achieve a successful outcome.
• Cost—The contracted cost of the Tyler contract is outlined in the table below. The "Optional Items"
include certain modules that are outside our scope and will not be part of this contract. However,
we have preserved both the license cost and the implementation cost for 24 months, should the
County decide to proceed with any of these functions during that time.
Tyler Contract Categories Contract Cost Optional Items
Software License 392,775 171,395
Implementation Services 308,291 135,150
Business Process Analysis 264,250 42,375
Other Professional Services 210,550
Data Conversion 58,400 37,400
Consultant Travel 201,567
Total Tyler Contract 1,435,833
The fixed costs in this contract include the software license, implementation services and other
professional services shown in the table above. All other costs are on an as needed basis. The
consultant travel amount is an estimate based on the estimated number of trips required by
Tyler staff. It should be noted that the "Time and Attendance" functionality will be contracted
with a different company in a separate contract at an estimated cost of$100,000.
The costs of this project will be recorded in a project fund that is funded with contributions from
the general fund to be repaid over a seven year period through internal charges to departments.
Charges to departments for this purpose began in the FY 2016 budget and will continue through
FY 2022.
• Timeline—Assuming a contract is signed in March, the project will begin in April 2016. The project
includes two phases. The first phase implements all the core financial functions and is estimated to
be completed in April 2017. The second phase will overlap the first and would begin in January 2017
and conclude with the full implementation of the HR and Payroll functions in January 2018.
Contract Approval Process—County staff will prepare an agenda item in the coming weeks requesting
that the Board of County Commissioners approve and sign the Notice of Intent to Award the contract to
Tyler Technologies. Once the seven day period expires, staff will prepare an agenda item
recommending approval of the contract.