Administrative & Student Information Systems Refresh: Phase I Project Update

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Administrative & Student Information Systems Refresh: Phase I Project Update Treasurer s Town Hall @

1 Administrative & Student Information Systems Refresh: Phase I Project Update Treasurer s Town Rutgers University Newark J. Michael Gower Senior Vice President for Finance and Treasurer October 7, 2015

2 Transformational Goals University-wide efficient, effective, and responsive business practices and systems are foundational elements of the Rutgers Strategic Plan as a way to provide real savings for strategic initiatives The University s move to a Responsibility Center Management budgeting approach requires changes to budget processes and supporting infrastructure The University must provide reliable and accessible information to our academic and administrative leadership 2

3 Transformation Guiding Principles Our vision is being guided by these five pillars for organizational transformation, focusing on administrative efficiency and effectiveness: 1. Rutgers people and organizational structures 2. The business processes 3. The impact of the services on internal and external customers 4. The way that Rutgers measures its performance and applies metrics 5. The technologies employed in conducting services 3

4 Phase 1 Project Timeline Key: System Go-Live Completed Active Planning CY 2015 CY 2016 March April May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Financial Management Chart of Accounts and HFM 3/1/15-10/15/15 Controller's Office BPR Implementation 8/1/15-12/31/15 Monthly Close Pilot to Full Implementation 1/1/16 6/30/16 General Ledger Implementation and Project Accounting / Grants Management 8/15/15-7/1/16 Accounts Receivable, Cash Mgmt, and Treasury TBD as capacity permits Procurement Budget Cost Cost Management 6/1/15-9/25/15 Budget/Planning: FY17 Imp- Central Units 8/1-10/15/15 Procurement Org Alignment 8/1/15-12/31/15 Budget Planning: FY17 Imp- All Units 10/1/15-3/1/16 Procure to Pay (including BPR and Implementation) 9/1/15-7/1/16 Capital Planning, Position Mgmt, Strategic Finance TBD 1/1/16-7/1/16 Expense Management System 1/1/16-7/1/16 Travel Card Program 1/1/16-7/1/16 HR / Payroll Research Admin Studen t RAPSS Phase 1 3/1/15-4/30/15 Excellence in Research Administration Implementation 5/1/15 6/1/16 RAPSS Phase 2 5/1/15 4/30/16 Interim Solution - RBHS Migration to PeopleSoft 9/1/15-7/1/16 ecoi Today Student BPR/Org Review 10/1/15-2/1/16 eirb System Selection 4/1/16-5/31/16 HR/Pay BPR/Org Review 7/15-12/16

5 Stakeholder Engagement Engagement Layers Comparable Project Role: SVPs And Chancellors Vice Chancellors/ CFOs Central Units Executive Steering Committee AIS Steering Committee / SIS Steering Committee CFOs from Schools / Centers / Institutes / Central Units Business Advisory Group(s) School / Unit Representatives Subject Matter Experts (SMEs) / Team Members / School/Unit Representatives All Faculty and Staff (and students where applicable) Stakeholder engagement at multiple levels throughout the organization. 5

6 Roles and Responsibilities Role Selection / Definition Responsibilities Executive Steering Committee Project Steering Committee (i.e., AIS, SIS) Business Advisory Group School/Unit Representatives SVP-Finance SVP-Administration SVP-Research Chancellors SVP-CIO SVP-AA Deans Vice Chancellors Other key stakeholders Project Manager Business Readiness team PMO Change Management & Communications High-level administration from schools/ units (i.e., Vice Deans/CFOs of schools/ centers/ institutes/ units) Part-time Selected by Project Leadership to represent schools, campuses, and units across the university Overall approval on recommendations Program Leadership, including setting program priorities/ objectives Reviews progress and performance against timeline, budget, benefits Obtain resources, as needed Provides guidance and advice Reviews recommendations and progress; endorses recommendations to Executive Steering Committee Serves as liaisons to the school/unit which they represent Assists in determining specific change management, communications, and/or training strategies for a specific project Assists in disseminating information to their school/unit Provides input into the project Hands on during design and testing Serves as a change agent Communicates project updates and key changes within their organization 6

7 Questions? 7

8 Appendix (Details of Each Project) 8

9 Financial Management Summary of Project Target Timeline Next Steps Monthly Financial Close Establish and implement a monthly close, review and financial reporting process plan that supports the goals of the university for obtaining timely financial information in order to make informed decisions. End of Dec 2015 Implement a pilot of the Monthly Close Process Spring 2016 Roll out Monthly Close Process for all Select cost centers, schools, and institutes for pilot of December month end BPR/ Organizational Review Assess and implement an efficient and integrated accounting organization within the Controller s office to better support the new monthly close, financial review and reporting processes. The scope is Dec 2015 Implement recommendations Develop plan for implementing recommendations including staffing each of the 4 Vice Chancellor s units and 3 Central Administrative SVP units. Redesign the chart of accounts structure to incorporate the mission reporting of the University. Chart of Accounts and HFM Oct 2015 Develop definitions for each chart value Finalize data mapping of existing Orgs to new Divisions and Orgs General Ledger, AP, AR, Projects and Grants Implement a single GL that incorporates the needs of both the legacy RU and legacy UMDNJ schools, centers and central units currently using Oracle and Banner GL systems. July 1, 2016 Go-Live Develop project work plan 9

10 Budget and Financial Planning Summary of Project Target Timeline Next Steps Budget Planning and Forecasting - FY17 Implementation Update the Hyperion application to accommodate the new RCM budget model for FY17 budget process. Oct 15, 2015 Cost Center Planning Application Go-Live User Acceptance Testing and Training March 1, 2016 Responsibility Center Planning Application Go-Live Cost Management Summary of Project Target Timeline Next Steps Cost Management Implement a university cost management model. End of Sept 2015 Go-Live (COMPLETE) Being utilizing for the FY17 budget planning process 10

11 Procurement Summary of Project Target Timeline Next Steps Procure to Pay (P2P) Implement an automated, university-wide purchasing and accounts payable tool that streamlines the purchasing and payment process at the University. July 1, 2016 Go-Live Develop project work plan Expense Management Implement an automated, university-wide expense management tool to expedite the travel and expense reimbursement process. July 1, 2016 Go-Live Finalize and issue RFP Travel Card Program Implement a University Travel Card Program. July 1, 2016 Go-Live Finalize and issue RFP 11

12 HR / Payroll Summary of Project Target Timeline Next Steps Interim Solution RBHS Migration to PeopleSoft Migrate legacy UMDNJ employee records on Banner payroll system into the existing legacy Rutgers PeopleSoft. July 1, 2016 Go-Live Develop project work plan BPR/ Organizational Review Conduct an organizational review of the Human Resources and Payroll function. Fall 2016 Complete BPR Assessment Finalize and issue RFP Student Summary of Project Target Timeline Next Steps BPR/ Organizational Review Conduct phase 1 of business process and organizational review of student processes: enrollment management and financial aid. Sept 2015 Evaluate vendor presentations Select vendor Develop project work plan System Selection Select a system that optimally meets requirements determined in the BPR/Organizational Review Project. TBD TBD 12

13 Research Administration Summary of Project Target Timeline Next Steps Excellence in Research Administration RAPSS Implementation ERA IT Process ecoi eirb Effort Cer)fica)on eiacuc Implementation of process improvements, including updated policies, procedures and forms to create efficiencies in research administration functions for faculty and staff. Implementation of an electronic research administration and proposal submission system in two phases; Phase 1 implementation is complete and Phase 2 is underway. Establish inventory of all pre-award, post-award, and research compliance IT projects and link to ERA and RAPSS projects ImplementaGon of a single system for Conflict of Interest (COI) disclosures ImplementaGon of a single system for rougng and tracking of human subjects research protocols needing InsGtuGonal Review Board (IRB) approval ImplementaGon of a single system for cergficagon, and simplificagon of exisgng RBHS system ungl transfer to ECRT system ImplementaGon of a single system for rougng and tracking of animal research protocols needing InsGtuGonal Animal Care and Use Commi[ee (IACUC) approval June 2016 Completion of Wave 2 and 3 process enhancements Spring 2016 Phase 2 Go-Live Fall 2015 Finalize inventory and Gmeline of IT projects Continue to monitor feedback and evaluate changes Complete Wave 2 implementation Complete design/build phase Integrate with ERA process improvements and AIS inigagves outside research October 2015 Go-Live Make system modificagons to accommodate all invesggators Train and communicate March 2016 Go-Live Add user informagon into eirb for all invesggators Develop project work plan TBD IniGaGng process Meet with RWJMS to determine FTERS simplificagon Develop working group for cergficagon process TBD Complete policy changes and links in eiacuc system Develop project work plan 13

14 Technology Summary of Project Target Timeline Next Steps Virtualized Administrative Environment Create a virtualized hardware and software environment to provide University services reducing costs and equipment footprints in a more robust data center. November 1, 2015 Fully Operational Final configuration of Hardware and Network components University-wide Cloud-based and Calendaring Consolidate the numerous and calendaring systems into Microsoft s Office 365 A single University-wide Cloudbased environment. July 1, % of University migrated Finalize licensing and implementation partner contracts Upgrade of Data Centers Improve services provided by the University Data Centers to better support Research Computing. TBD Improve the power and cooling capacity of the Hill Research Data Center 14

15 Reporting Summary of Project Target Timeline Next Steps Reporting Strategy and Roadmap Define Reporting Strategy and Roadmap to meet key University Requirements. Create solutions, determine tools and transition path to meet University needs. October Review current architecture and prepare future cloud-based reporting model Inventory current reporting tools and use Hyperion Financial Management Reporting Build a core of management reports that will support FY16 financial analysis. November 1, 2015 First two completed reports are in testing and will be used in Pilot for month-end variance analysis 15

16 An Update: Responsibility Center Management (RCM) Treasurer s Town Rutgers University Newark J. Michael Gower Senior Vice President for Finance and Treasurer October 7, 2015

17 Implementation Unique In Higher Education Ø Most complex RCM implementation that we can identify Ø Involves multiple campuses Ø Complicated by merger taking place simultaneously with two universities that are: Ø On different IT systems Ø With different practices and procedures 17

18 Why Switch to RCM? Academically Centered - Academics over Economics Provides schools with better data, more control, and greater flexibility over resource decisions Increased accountability and transparency Greater focus on long-range strategic planning RCM enables understanding of ROI and priority decisions given limited resources 18

that generate them Responsibility Centers must then

the expenses to fund the Support Units REVENUE

RESPONSIBILITY CENTERS Schools Research Centers

19 How Does RCM Work? Revenues are credited to the Responsibility Center that generate them Responsibility Centers must then pay for their direct expenses as well as a share of the expenses to fund the Support Units REVENUE Tuition and Fees F&A Return Other Income RESPONSIBILITY CENTERS Schools Research Centers Auxiliaries DIRECT & INDIRECT COSTS Direct Expenses System-wide Support Units Local/ Regional Support Units 19

RBHS, Newark and Camden Costs that are incurred by support

20 Allocation of Costs System-wide Local/ Regional Costs that are incurred by system-wide support units providing services to NB, RBHS, Newark and Camden Costs that are incurred by support units providing services at the local/ regional or chancellor level 20

21 Allocation of Costs System-wide Cost Pools General Administration Facilities (O&M and Utilities) Academic and Student Support Debt Service Strategic Fund Information Technology Libraries Research Support 21

22 Metrics for Allocation of Costs Ø Cost pools allocated to the schools and other RCs using a metric that is a reasonable measure of their use of those services Ø The metrics based on best practices, verifiable, easy to understand, and uniform Ø Our model includes the following metrics: unit expenditures, net assignable square footage, F&A return data, student headcounts and faculty & staff FTE 22

23 Who Decided on the RCM Model? Ø RCM Steering Committee Ø Consists of Chancellors, CFOs, SVP Finance, SVP Administration, and VP Budget Ø Provided policy direction and came to consensus on the current model Ø Committee will continue in FY16 and also include the SVP Academic Affairs Ø RCM Advisory Committee Ø Consists of deans, support unit heads, and faculty representatives from the Senate budget committee Ø Provided ongoing advice, questions, etc. Ø RCM Technical Committee Ø Consists of business managers from major units Ø Reviewed metrics, data sources, and calculations 23

24 Primary Benefits Responsibility Centers (RCs) Ø Makes clear the full cost of programs, both direct expenses and overhead costs for support services Ø Demonstrates the level of university support needed for each RC on common set of assumptions Ø Encourages discussion of appropriateness of ratio of self-funding to university support Ø Promotes trade-off discussions Ø Encourages better planning 24

25 Primary Benefits Support Units (Cost Centers) Ø Pushes support units to justify their costs and evaluate services being provided Ø Makes support units more accountable to schools and other RCs that clearly see the charges for the services being provided Ø Makes clearer that choices are needed within fiscally constrained environment Ø Encourages priority setting 25

26 NO Fund Raising in Chancellor s or President s Office Ø Requests for university funds need to be truly strategic and to complement other revenue sources Ø Focus on new audiences, new revenue sources, strategic initiatives to move the university forward Ø Emphasis on greater self reliance in a changing higher education fiscal environment 26

27 Normal Anxiety With Any Major Change Ø RCM went into effect and the sun came up in the morning Ø Units becoming accustomed to thinking in an RCM way: more strategic, more trade offs, more cognizant of the need to take control of both revenues and costs 27

28 Is the Model Done? Ø No budget model is perfect or done Ø Issues deferred to phase 2 for further study now underway Ø Business process redesigns in key areas in progress Ø Current model is a significant step forward in increasing the understanding of the true financial position of RCs under a common set of assumptions Ø Finishing project to automate cost allocations for budget and accounting needs 28

29 RCM IT Work In Progress With Hyperion Products Ø Consolidating chart of accounts for two universities Ø Aligning monthly close procedures for two universities Ø Aligning the revised budget planning system and the new AIM system with RCM s HPCM to allow sharing of data between the various systems Ø Automating RCM cost allocations Ø Reducing amount of time required to create what if cost allocation scenarios 29

30 Questions? 30

Administrative & Student Information Systems Refresh: Phase I Project Update

Administrative & Student Information Systems Refresh: Phase I Project Update Treasurer s Town Hall @ Rutgers University New Brunswick J. Michael Gower, SVP for Finance and Treasurer September 21, 2015