County of Alameda, Efficiency and Automation.2 a c...

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Increasing Efficiency and Automating Processes with PeopleSoft 9.2A Customer Perspective

Quest2017-110490

Arkalgud Venkatesh

April 2-6, 2017 in Las Vegas, NV USA #C17LV

About Alameda County• County was established in 1853

• Seventh most populous county in California, with 1.6 million residents

as of 2014

• One of the most ethnically diverse regions in the Bay Area and the

nation

• Oakland is the seat of County government and its largest city

• About 9,500 employees


PeopleSoft @ the County• ALCOLINK is accessed by 9500+ county employees and 100+ ROV

contractors

• 943 PeopleSoft Financials users

• No. of Vendors in the system: 40,959

• No. of Vouchers created last year: 98,462 valued at $6,038,647,585.20


Alameda County Application Footprint

PeopleSoft 9.2, Tools 8.55, Patch 11

FINANCIALS HCMPUM 20 - Currently in Production PUM 20 - Currently in Production

PUM 22 - Specific updates, as below: PUM 21 - Specific updates, as below:

21 AP Profile Questions Marked Required is Affecting Suppliers Already in System

21 PCChange to existing Procurement Contract gives error message in PUM20

21 PC Contracts - Document Status “fatal PeopleCode SQL" error

21 PO

Req Approval - Click Header comments gives "A fatal PeopleCode SQL" error

21 PO

Clicking on Budget Check button from Add/Update PO gives SQL error

21 GL Allow multiple budget criteria-Budget Overview page21 AP 1099 update for year 201622 AP 1099 fix for year 2016 for WTHD_SNT Fails with incorrect

syntax near 'SNDDTL' in MS SQL Server

21 PUM Security Deployment Tool

21 ACA Fixes

21 Tax Updates A,B,C,D

21 2016 Tax Updates E

21 ACA Fixes

21 ACA PRP fix21 W2C changes form Tax Update 17A


Increasing Efficiency & Automating Processes• As part of County’s focus on automating processes and Increasing

efficiencies, we have taken enormous strides in reviewing all internal

processes, converting paper forms to digital, and automating manual

processes.

• Here are three aspects that provides window into the Counties efforts:

1. Streamlining Vendor Payment Process

2. TimeStudy – Task based Time Tracking

3. Automated Employee OnBoarding

Vendor Payment Process


Legacy Process• Departments entered invoice information into PeopleSoft on the Voucher page from a paper invoice

mailed by a vendor.

• Departments sign and write the corresponding voucher ID on the hardcopy invoice and mail (USPS) it to

Auditor Department, and keeping a copy for their records.

• When Auditor received the hardcopy invoice in the mail, they matched it to the corresponding Voucher

in PeopleSoft and approve the Voucher for payment. This resulted in delay of payment to vendors.

• Hardcopies were sent to a 3rd party vendor for scanning into County’s FileNet system at an added

expense.

• Compliance Audits were tough, due to Invoices being enroute to scanning vendor, or improper indexing

of invoice in FileNet.


Vendor/Supplier

Invoice County Dept. AP

Enters Voucher

Hardcopy Invoice

AuditorsApprove Voucher

2 weeks of Hardcopy Invoices Scanning Vendor

($95K per year)

FileNet

Dept AP Supervisor and/or Dept Head

Hardcopy Invoice

Storage Vendor($400K per year)

2 weeks of Hardcopy InvoicesApprove Voucher

Legacy Invoice Process


Efficiency Goals• Attach Invoice images to electronic vouchers for easy cross-

referencing• Increase efficiency of approvals and verifications of vouchers• Add a link on PeopleSoft voucher page to enable departments to

upload electronic copy of invoice to FileNet while entering the voucher in PeopleSoft

• Add links on the voucher entry, review, and voucher approval pages to the electronic invoice image

• No need for paper hardcopies are sent outside of the department for archival!


Automating Invoice Process

Vendor/Supplier

Invoice County Dept. AP

Enters Voucher

Hardcopy Invoice

AuditorsApprove Voucher

2 weeks of Hardcopy Invoices Scanning Vendor

($95K per year)

FileNet


Hardcopy Invoice

Storage Vendor($400K per year)

2 weeks of Hardcopy InvoicesApprove Voucher


New Process• All invoices and supporting documents scanned into PeopleSoft

are indexed to the corresponding voucher• No more archiving of paper documents by the vendor• Vouchers are reviewed and approved much faster than in the past

(no longer need to wait for the mail)• Supporting documents are readily available to approvers• Average of 7600 invoices and supporting documents uploaded

each month• Total of 137,903 invoices and supporting documents uploaded

since go-live


Re-engineered Invoice Process Vendor/Supplier Invoice Alameda Co. Dept. AP

Enters Voucher

PDF or Hardcopy Invoice

Auditors

View List of Pending VouchersApprove Vouchers

View Invoice Images


FileNet

Invoice Image

Approves Voucher

Time Study


Legacy Process• County’s Probation department provides broad range of child welfare services to prevent

child abuse, dependency and neglect, which is funded by various agencies.

• Customer agencies provide funds based on the work provided by the probation

department. Fund/Grant Probation department is reimbursed for the effort and time

spent by the customer Agencies.

• Employees submit paper work with details of work they performed at the task level and

time spent, which needs to be manually reconciled on a monthly basis.

• These reconciled reports are provided to the funding agencies. This process is not only

labor intensive but maintaining accuracy is challenging sometimes.


Efficiency Goals• Provide an online platform to capture the efforts hours spent, by

task.• Enable this task level time entry within PeopleSoft timesheet.• Accurate and easy reporting of efforts by tasks.• Timely reconciliation of reports.


Time Entry Page


Time Study Entry Page

Automated Employee OnBoarding


Legacy Process• County employee onboarding process consisted of an average of 50 forms that needed to filled

out and signed by the prospective employees, sometimes the same information over and over

again. It was then hand delivered to the County for validation and processing. The information

from these forms were in turn manually entered by the HR department into the PeopleSoft

HRMS.

• This manual process entailed a tremendous amount of manual effort, error prone and consumed

a considerable amount of time by hiring departments, HR and Payroll Departments.

• Hiring forms were retained in local employee files, which not only took up large amounts of

cabinet space, but made searching for employee documents laborious due to incorrect filing,

sometimes.


Efficiency Goals• Foray to the cutting edge of innovation and launch a new digital onboarding system.

• Streamline the process of bringing a new hire onboard by having the prospective

employee fill out all the relevant new hire information completely online.

• Eliminate the need for candidates to make a special trip to the job location to

complete and sign stacks of paperwork prior to their hire date.

• Allow candidates to read and certify new hire policies before they start.

• Standardize onboarding forms across all departments and streamline the

onboarding process through automation.


OnBoarding Email Invitation


Prospective Employee Welcome Page


New Process• Prospective employee receives an email from County’s hiring department, with a link to the

onboarding site.

• Prospective employee fills and completes all relevant information and uploads documents

such as Driver’s License, Social Security card, canceled check for direct deposit, etc.

• Prospective employee reads and signs the policy documents even before their first day. This

can be done by the candidate in the comfort of their home, and more importantly, at their

own pace.

• Information then flows into PeopleSoft, reducing the amount of information that needs to be

entered and allows the new employee to begin work right away.

• The departments gladly gave up their walk-flow and embraced work-flow!


Overall Savings• This automated process eliminated around 115 department specific forms.

• Eliminated an average time of 4 minutes/form to the candidate & validation time of

about 4 mins for the departmental HR folks.

• Substantial saving of cost and space for archiving and storing of these forms.

• Time saved by the candidate: 30 (# of forms/department) X 4 = 120mins or 2 hours.

• Total time saved by the department (per candidate): 30 (average # of forms/department)

X 8 (4 mins for department HR + 4 mins for central HR) = 240 mins or 4 hours.


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Session ID: Quest2017-110490

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