HomeMy WebLinkAbout6.a. (Handout) Presentation Item 6.a.
(Handout)
A� ERP REPLACEMENT - ORACLE
John Huie
Information Technology Manager
Administration Committee
May 14, 2019
BACKGROUND
• History of SunGard
• Ongoing SunGard issues and limitations
• Attempt to improve SunGard
• Decision made to replace SunGard
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REPLACEMENT PROCESS
• Contracted with Government Finance Officer's
Association
• Business process mapping
• Development of requirements
• Issued RFP
• Five responsive proposals received
• Rating sheets scored by cross-departmental
16 team
• Elevated top two proposals for further
investigation
REPLACEMENT PROCESS
CONTINUED:
• Final two proposals: Tyler vs. Emtec/Oracle
• Full three-day product overviews by both finalists
Feedback from staff— subject matter experts, end
users, managers, executive team including GM
• Evaluation team scored both vendors
Conducted due diligence
Lo Reference checks with other agencies using product
• Site visit to City of Atlanta (Oracle Implementation)
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REPLACEMENT PROCESS
CONTINUED:
• Oracle elevated to number one choice
• Brought Oracle back in for clarification and initial
pricing negotiation
• Selected Emtec/Oracle for recommendation
• Final contract negotiations
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SYSTEM BENEFITS
• Modern platform
• Cloud-based system
• Improved visibility into data
• Fully integrated
• Modern workflow tools and best practices
• Built-in upgrade path and roadmap
• Prepare Central San for future advances in
technology
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A FEW EXAMPLES. . .
• Contracts management
• Employee self service — exemptions, pay stubs, what-if
calculations, print your own W-2 forms, benefits, etc.
• Payroll process improvements
• Advanced financial reporting
• Simplified three-way match for payables
• Purchasing vendor interfaces (punch-outs)
• Collaboration tools
• P-Card management
• Automated travel expense reporting
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RISK MANAGEMENT
• High complexity and labor-intensive project requires careful
planning
• Requires full support from the top
Must be willing to change business processes rather than
customizing new software (example: County Treasury)
• Staff changes can impact timeline and cost
• Must have ability to make decisions quickly
• Manage expectations
• Ability to keep staff focused on the project
Must control project scope
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IMPLEMENTATION SCHEDULE
. . ® COMPLETI •
Human Resources,Phase I June 2019 March 2020
Core System,Onboarding,Goals/Performance,Learning
Management System
Financial Systems June 2019 June 2020
Core Finance,Cash Management,Fixed Assets,General
Ledger,Payables,Project Financials,Receivables,
Procurement,Inventory,P-Card,Travel
Human Resources,Phase II May 2020 January 2021
Payroll,Benefits,Absence Management,Safety
Budgeting and Planning August 2020 January 2021
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CENTRALSAN
PROPOSAL DETAILS
• Five-Year Cost:
• Emtec Implementation $2.3 million
• Oracle (DLT) Software licensing $1.5 million
• Central San capital staffing estimate $0.8 million
• Total $4.6 million
* Comprised of$3.2 million Capital, and $1.4 million O&M
** Capital Project#8250 includes $4 million of capital funding
• Components included:
• Human Resources
• Finance
• Payroll
• Procurement and contracts management
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RELATED SYSTEMS
• Community Development System (Permits)
• Intellitime Timekeeping System
• eBuilder Project Management System
• Utility Billing System
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CENTRALSAN
RECOMMENDATION
Authorize the GM to execute professional
consulting services agreements with
Emtec/Oracle for implementation of a new ERP,
and with DTL, Inc. as a reseller of the Oracle
Cloud ERP software for a five-year term.
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QUESTIONS?
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CENTRALSAN
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