California State University Common Financial System (CFS) UC-CSU Shared Services Conference Larry Schlereth/Jessie Lum July 11, 2013

Transcription

1 California State University (CFS) UC-CSU Shared Services Conference Larry Schlereth/Jessie Lum July 11, 2013

2 CSU ERP System Implementation Common Management System (CMS) project launched in 1999, completed in 2008 Implemented common suite of Oracle Enterprise applications - human resources, financials and student services administration functions Shared data center Central support staff Supported data warehouse infrastructure Individual campuses managed their data, business processes, local report development, campus modifications, and security administration 2

3 CFS Problem Statement in 2008 Problem Statement Complexity of system is driving costs up: infrastructure, central services, campus support Campuses do not have equal access to a fully rich financial system Improvements and changes require excessive effort develop and deliver 24 times The CSU needs to facilitate the timely adoption of common best practices across all campuses The CSU will require ongoing deployment of current and new core and not-core applications and modules There are limited resources to develop, implement and adopt necessary new technologies and practices 3

4 Problem Statement As campuses have accumulated data, the size of CMS databases is increasing As Oracle offers more features in its applications, the length of time and resources required to develop and implement upgrades is increasing 4

5 Rationale Why a CSU? Consolidate best of breed campus modifications Improve Internal Controls Streamline audit process and reduce audit cost Deliver a reporting solution via a data warehouse Improve system performance Improve security per audit recommendations Contain or reduce costs Enhance training opportunities Simplify the upgrade process Common administrative best business practices 5

6 CFS Feasibility Study 2008 CFS Steering Committee established Project Planning and Project Management Design Team and Approach Dedicated, full time Design Team (SMEs) for 6 months CFS Project Approach Business requirements and design completed August 2009 Training Campus implementation in 4 Waves completed July

7 CFS Implementation Strategy How did we do it? Begin Mar 09 - Develop a Common Baseline utilizing a robust campus as a starting point Create a Team of dedicated campus and CO financial professionals Targeted Completion Jun 10 - Implement common baseline simultaneously on campuses. Remained on schedule on on-budget. 7

8 Savings Did CFS save money? Ongoing resources available for repurposing -- $3.4 million annually Upgrade cost avoidance and savings -- $4.8 million per upgrade Implementation Costs Costs $3.5 million Data Warehouse $1.8 million Funding Source Cost of Doing Nothing Campus savings 8

9 CFS Post Implementation Review Data collected via interviews with key stakeholders Project sponsors and managers, project team members, campus and CO leaders, and end users Twelve campuses and CO participated (4 small, 4 medium and 5 large campuses); all waves represented Successes, challenges and process improvement recommendations How the campuses perceived the quantitative and qualitative outcomes of the project Summary of key things we did well Summary of Lessons Learned 9

10 CFS Project Outcome CFS delivered on time and within budget Reduction of campus based modifications (1,065 mods) Technical objectives Eliminated campus-based modifications Created an expanded Finance baseline for the majority of campuses Consolidated individual database instances into one common Implemented a finance data warehouse Business Process objectives Made a giant leap towards common business practices Laid foundation for future business process change initiatives 10

11 Evolving Culture of Change CFS Shared Services CMS 11

12 CMS Reasons for Success Project was campus owned and governed Strong, active, and engaged presidential support Campus executives (VP level) significant and on-going time commitment Campus presidents/vps were willing to take risks and demonstrated bold leadership Inter-disciplinary CMS governance and leadership team includes Chief Financial Officers, Chief Academic Officers, Chief Information Officers, and Chief Students Affairs along with appropriate senior level administrators from various segments of the Chancellor s Office. 12

13 CMS Reasons for Success Strong sponsorship from CMS Executive Committee Chair; displayed patience, perseverance, discipline, and diplomacy in the management of CMS affairs; remained sensitive to the unique aspects of the CSU culture Relied on realistic strategic plans and annual tactical objectives Utilized a variety of communication strategies that have effectively kept the 23 campuses aware of project priorities. Utilized external consultants and obtains outside advice as needed. CMS Senior Directors have done exemplary work in executing agreed upon initiatives and managing the day-to-day aspect of the project. 13

14 Questions and Answers 14

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