school business systems modernization
TRANSCRIPT
School Business Systems
Modernization
Update for Q3, 2017
Raleigh, North Carolina
July 24, 2017 1
Agenda
• Overview
• SBSM Plan Overview
• Things to consider for the future
• Lunch
• Vision, Scope, and Requirements
• Activities that could require work
• Next Steps
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Overview • The HRMS Steering Committee was asked to help with School Business
Systems Modernization work in December, 2016.
• HR Visioning, Scope and Requirements draft submitted to NC PANC
members for comment. Comments from the PANC community are due back
tomorrow, 7/25.
• The NCSBE approved the business system modernization plan May 4 and
delivered it to the legislature.
• Session Law 2017-57 directs the Superintendent of Public Instruction to
implement the business system modernization plan and appropriates $29M
for the 2017-19 biennium.
• An ERP RFP will be published in October, informed by our Vision, Scope, and
Requirements document.
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S.L. 2017-57- SBSM Provision
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IMPROVE EDUCATION FINANCIAL AND INFORMATION TRANSPARENCY
SECTION 7.16.(a) The Department of Public Instruction shall implement the School
Business System Modernization Plan, as proposed by the State Board of Education
in the report required by Section 8.15(b) of S.L. 2016-94, using the funds
appropriated by this act for that purpose. It is the intent of the General Assembly to
fund a multiphase, multiyear project to (i) modernize State and local education
financial, human capital, and school information systems, (ii) provide for a common
reporting system and analytics system, (iii) integrate financial, payroll, human
resources, and related human capital systems through the use of a new software as
a service enterprise resource planning (ERP) solution, make enhancements to
existing local systems, or both, and (iv) link the State licensure system with the
upgraded local systems. The State Superintendent of Public Instruction (State
Superintendent) shall review and improve business processes in the Department of
Public Instruction, as appropriate, and modernize State systems at the Department.
S.L. 2017-57- SBSM Funding
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HR SBSM Communications to Date
• While there have been several School Business Systems
Modernization communications sessions at PANC and
FBS, additional updates will take place as the project gets
underway and is initiated.
• The Vision, Scope, and Requirements document contains
a significant amount of information regarding the project
from an HR perspective, and serves to help inform the
LEAs about the HR SBSM vision while also soliciting
feedback.
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HRMS Steering Committee role
continues to emerge and can include:
• Keeping abreast of School Business Systems
Modernization status
• Ensuring that the visioning, scope, and requirements are
appropriate for the kind of modern solution you require
• Determining support for SBSM activities
• Defining/reviewing proposed solutions leveraging “best of
suite” and “best of breed” configurations
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Business System Modernization
Will:
• Comprise LEA enterprise resource
planning (ERP) systems, statewide
reporting, and licensure systems;
• Require comprehensive planning, design
and implementation support;
• Cost between $150M and $250M in one-time
funding and take 6-8 years to implement.
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Some ERP ScenariosScenario TotalERP
Conversion
Costs
NewannualERPSaaS
subscriptionCost
LEACount
onSaaS
FTECount
onSaaS
LEACount
onlegacy
FTECount
onLegacy
ConversionCostper
ADM
1 ALLonSaaS $222M $21.7M 115 135K 0 0 $149
2 Largest30
Sunpac,10Linq,K12E,&CMS,WCPSS
$129M $18.2M 43 106K 72 29K $87
3 Largest30Sunpac,10
Linq,K12E
$112M $14.8M 41 77K 74 58K $76
4 AllLEAswith
>2000FTE
$99M $14.6M 16 75K 99 60K $66
5 AllLEAswith>1000FTE
$123M $17.8M 35 102K 80 33K $83
6 AllLEAswith>750FTE
$138M $19.1M 47 112K 68 23K $93
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2017 2018 2019 2020 2021 2022
ERP Planning & RFP
Business Process Architecture
& Template
SaaS ERP Implementations
(~40 LEAs)
DPI & Local Systems Modernizations
(~75 LEAs)
Licensure Business Process
Review & Plan
Licensure Operations and Platform
Modernization
Implement Data Integration
Service
Implement Advanced Analytics
Timeline
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Currently, there is a lot of
interest in the SBSM initiative• The vendor community is beginning to engage
– Suite (ERP) providers
– Best of Breed Providers
– Consulting firms
• K12 and LINQ have met with us and we expect
further conversations
• Vendor near term involvement will result in many
questions being asked
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Some Initiation Activities
• The requisition for the SBSM Director has
been drafted and will be posted soon
• SBSM Director will hire/procure PMO
• ERP RFP is top priority for October
release
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Other near term activities• Providing information on HR processes and systems
to SBSM program
• Facilitating current state analysis work to help better
define required project work
– HRMS and Applicant Tracking current state
– Vendor capabilities, architectures, maturity…
• Other activities as deemed appropriate by the HRMS
Steering Committee
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HRMS
• HRMS transition over 3-5 years
• Limited new development / maintenance mode
– browser compatibility development
– Break fixes
– Supporting State / Federal Mandates
• Operating costs covered via State funding 2018
forward
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Integrating with Finance and
PayrollBenefits
Challenges
Things to consider as we prepare
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Visioning and Scope Document - HR
• Developed by the HRMS Steering committee
and the HRMS team
• Currently being vetted by the PANC community
• Will be used to help build out the RFPs that will
be forthcoming
Thank you for your work to date!!! 16
Vision, Scope, and Requirements
Key elements of the Vision Scope and
requirements document include:
• Best of Suite (ERP) / Best of Breed
• Modern tenets
• Key requirements
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Best of Suite (ERP) / Best of Breed
• Which ERP?
• Which “best of breed” systems
are potentials?
• Implications relating to
“opting in”.
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Modern Elements
1. Modern HR functions that would optimally be part of a modern ERP solution
could include employee records information such as job/position history,
contract management, tracking professional development, Licensure
information, salary history, and so forth.
2. Data should flow seamlessly between modules and authoritative systems.
Eliminate or greatly reduce rekeying of information. Provide real-time or
other periodic updates as required.
3. The easy transfer of information, such as personnel records, between LEAs.
4. The concept of “paperless” is important to help eliminate inefficient record
retention and access.
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Modern Elements - Continued
5. Position control should be native to systems under consideration and the
flexibility of position control implementation associated with the needs of the
State.
6. Prospective employees will enjoy modern tenets such as a single statewide
job board with a common application, with additional application
requirements configured based on individual LEA needs.
7. Employee self-service will include methods for updating employee
information wherever possible, practical, and appropriate.
8. Schedule and overtime policies specific to NC.
9. The ability to provide support by staff having masquerade/emulation
capabilities
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HR functional areas – key requirements
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1 Position Management
2 Employee Management
3 Salary and Pay History
4 Benefits Management
5 Reporting
6 Contracts/Letter Writing
7 Allotment Management
8 Professional Development/
Continuing Education
9 Background Checks Sources
10 Substitute Management
11 Volunteer Management
12 Licensure Qualifications
13 Staff Activities
14 Job Description and Policy
Database
15 Evaluation Management
16 Recruitment and Hiring
17 Onboarding
18 Attendance and Timekeeping
19 Leave of Absence Management
20 Integration with Authoritative
Key questions to be understood
• Privacy
• Security
• Modern tenets
• Understanding the current state for HRMS,
LINQ, and K12
When should we begin to tackle these
questions?22
Next Steps
• Current State Analysis – LINQ and K12
• RFP language for HR
• Other
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Thank You – Questions?
Steve Foster
HRMS Steering Committee Chair
(336) 378-8822
Quentin Parker
Manager, Enterprise Applications
919-807-3215
http://bsm.fi.ncsu.edu
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