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IV.3.
2019 Human Resources Director Goals May 2, 2019 Progress Report
Strategic Plan • Ensure the accomplishment of 2019 action plans related to the 2018-2020 Human Resources
Strategic Plan
Stakeholder Service and Relationships • Advance a culture of customer service excellence for the Human Resources (HR) Department
o Develop and communicate service standards to stakeholders o Provide development opportunities and ensure clear service expectations for HR staff o Assess customer satisfaction across the department
Analyze results of the Customer Satisfaction Survey on a monthly basis (see attached)
o Reward and recognize staff for demonstrating excellent customer service o Learn and apply Florida Sterling Council Criteria for Performance Excellence
• Enhance engagement and trust with affected stakeholders, with particular attention to clarifying roles, managing expectations, and managing change o Confirm expectations of stakeholders, particularly Appointing Authorities, Employees’
Advisory Council, and Personnel Board; manage competing interests through the formal adoption and communication of priorities for HR resources
o Enhance stakeholder engagement and communication by providing regular opportunities for feedback and dialogue
o Apply best practices for change management and ensure appropriate vetting with stakeholders when implementing new programs or changes to current programs
o Attend at least 75% of EAC Representative and Delegate Meetings to cultivate effective communication and trust between employees and HR Launched new initiative “A Visit to Your Workplace” for Holly to visit EAC Representatives 1-on-1 at their worksites beginning April 23 (see attached)
o Meet individually with each Appointing Authority at least twice annually to foster effective working relationships, understand service needs, and solicit feedback
o Meet individually with each Personnel Board member at least twice annually to provide updates and receive guidance
Communication and Outreach • Solicit perspectives from employees regarding effective communication strategies; implement
communication approach aligned with employee feedback Distributed Employee Communications Survey on March 18 which was completed by 771 employees (see attached)
• Grow paid and unpaid internship opportunities – Limit to interested Appointing Authorities
HRIS and Records Administration • Implement further Taleo upgrades and enhancements for FACE and Recruitment modules
o Introduce onboarding module o Implement single sign-on and optimized applicant and employee experience o Implement FACE enhancements, including customizable review templates
2019 Human Resources Director Goals Page Two
o Enhance decision support services for Appointing Authorities through more robust dashboards, key performance indicators (KPI’s) and other workforce reports from Human Resources Submitted a Business Case for Taleo Business Edition (TBE) Optimization on March 25 to the Office of Management and Budget (see attached)
Organizational and Talent Development • Work with UPS leadership to cultivate diverse and inclusive work environments • Provide development programs for managers focused on facilitating welcoming and inclusive
work environments
Planning and Performance • Prepare UPS for possible FY20 merit pay program implementation, including development of
process and tools o Work with Appointing Authorities and the EAC on the development of an Employee Value
Proposition (EVP) for the Unified Personnel System, with specific focus on cash compensation, benefits and rewards
o Performance management – Expand supervisor development in conducting meaningful performance assessments that align with organizational strategic goals
• Complete 2019 Employee Voice Survey – Goal of 75% participation rate
Total Rewards • Implement Phase II of the Classification and Compensation Study
o Work with Appointing Authorities and Personnel Board to establish new Exempt classifications
o Work with affected stakeholders to update the BCC Exempt pay plan o Implement method for awarding in-range pay adjustments to recognize employee career
growth and development • Design and implement employee education campaign around the value/competitiveness of
benefits and how various programs work • Provide each employee with a customized Total Compensation Statement
Workforce Strategy • Further implement strategies to attract applicants from underrepresented populations • Continue to enhance the hiring process to evaluate vacancies across the organization for
current and future needs, and identify competencies needed for the positions
May 2, 2019 Attachments: A. Human Resources Customer Satisfaction Survey - May 2, 2019 Report B. A Visit to Your Workplace - Spring 2019 C. HR Employee Communications Survey - Executive Summary and Strategies D. Business Case for Taleo Business Edition (TBE) Optimization
IV.3A
Human Resources Customer Satisfaction Survey May 2, 2019 Report
OVERVIEW
The HR Customer Satisfaction Survey (“the Survey”) was officially launched via the December 17, 2018 Pen employee newsletter on the front page. The Survey Monkey tool is used for the online version of the Survey found at www.pinellascounty.org/hr/survey.
We continue to ask readers to give us their feedback via:
• the ad in the Pen (monthly circulation 4,000+ employees and retirees), • the left navigation bar of our website, • the email signatures of each Human Resources Outlook mailbox, and • each HR employee’s email signature.
An identical cardstock version of the Survey was released in February 2019 and is available to any visitors to the Annex.
The Survey is confidential unless a respondent provides his/her name voluntarily. There is ample opportunity for respondents to leave comments.
PURPOSE
HR is increasing the number of ways our customers can provide feedback so that we can learn what we are doing right and what areas need improvement.
REPORTING
Survey data is collected at the end of each month and reported to the HR Leadership Team. From December 2018 through March 31, 2019, we had 98 total responses. (Not all respondents answered every question.) Most interactions are via email (42%) and by phone (23%). The top areas of need have been:
Benefits Classification and Compensation Learning and Development
75% Overall customer positive satisfaction
92% indicated they were treated courteously and professionally
83% felt HR staff was helpful
71% received the requested information in a timely manner
63% indicated they easily found the information needed
5520
9 14
Combined Dec., Jan., Feb., March Overall Customer Satisfaction
(by number of responses)
Very satisfied Satisfied Dissatisfied Very dissatisfied
IV.3B
Employees’ Advisory Council (EAC) A Visit to Your Workplace – Spring 2019
(as of 4/26/19)
EAC Member Representing Date Meeting Time Ashley Skubal At Large Henry Gomez BCC Group I Randy Rose BCC Group II Lisa Arispe BCC Group III Charles Toney BCC Group IV Donna Beim BCC Group V Doris McHugh BCC Group VI April 30 9:00-10:00 Bill Gorman BCC Group VII May 22 8:00-9:00 Clare McGrane BCC Group VIII May 14 9:15-10:15 Leena Delli Paoli Clerk North April 30 3:00-4:00 Marion Nuraj Clerk South April 23 8:30-9:30 Kevin Connelly Other Appointing Authorities Christian Steiermann Property Appraiser April 26 8:00-9:00 Linda Cahill Supervisor of Elections Richard Carvale Tax Collector
IV.3C
Executive Summary HR Employee Communications Survey
April 2019
A total of 771 employees, 25% of the employee population, completed the survey – 163 of those were paper surveys which were manually entered into the SurveyMonkey instrument.
Summary Participants were able to choose multiple response to the questions.
Q1. What’s the best way for you to get important information and updates you need from HR? (1 skip)
• 80.9% - email • 31.2% - The Pen and To Your Health newsletters • 27.9% - face-to-face (group meetings)
Q2. Do you have regular access to a computer on the job? (7 skips, 764 responses)
Over 98% of employees responded they have regular access to a computer on the job. Only 13 participants indicated they did not.
Q3. How often do you access work email? (4 skips, 767 responses)
Over 93% said they access their email daily.
Q4. Where else do you get your information? (162 skips, 609 responses)
60.3% - other employees 55.3% - supervisors sharing information at staff
meetings 29.7% - Human Resources website
Q5. What topics are of greatest interest to you for receiving updates? (9 skips or 762 respondents)
• Benefits - 91.7% • Classification & Compensation - 69.0% • Employment/open positions - 55.1% • Learning/development - 54.7% • Retirement - 54.6% • Wellness - 53.8%
Q6. What other or additional methods of communication would you like Human Resources to use? 125 responses
• Most mentioned methods were o face-to-face/group meetings o texts/smartphone apps o home (email or mailer)/interoffice mail
• Also mentioned: phone calls or messaging, webinars, adding a section to OPUS, having a Facebook page, conducting work seminars after hours, lunch and learns, using SharePoint, Skyping and tweeting, and producing YouTube videos
Q7. Name and department (161 skips)
• 181 gave their names • 429 gave their department name • Percent of department population responded
(self-identified) o 16.5% Safety & Emergency Services o 13% Clerk of the Circuit Court o 7.35% Real Estate Management o 6.79% Tax Collector o 6.5% Utilities
Q8. Are you a supervisor? (20 skips)
• Over 81% were non-supervisors
www.pinellascounty.org/hr 4/25/19
HR Employee Communications Survey 2019 Strategies to Address Communications Needs
Results Strategies
• Over 80% think the best way to get information from HR is via email. • Over 98% access work email daily.
• Continue sending out blast emails to employees. • On average, HR sends out 9 email blasts per month regarding
time sensitive and/or critical topics such as pay, benefits and limited opportunities.
• 31.2% think the online newsletters are a good way to get information from HR.
• Continue information in newsletters. • The Pen is published monthly and distributed to employees
and retirees; averaged 4,320 views per issue in 2018. • To Your Health is published monthly to all employees re
health and wellness; averaged 1,837 views per issue in 2018.
• Face-to-face/group meetings are favored by 28%
• Enhance/establish regular HR presence at staff meetings.
• Other sources of information include: other employees • Increase use of Supervisor Informational Toolkits; send
supervisors supervisors tips ahead of time so they understand information and are equipped to answer employees’
bulletin boards questions. • Utilities, Clerk, REM, PAO, Safety & • Send flyers to distribute/post on boards at worksites.
Emergency Services (SES) rated these highly
• Over 55% (337) said they get information from their supervisors
• Increase use of Supervisor Informational Toolkits; send supervisors tips ahead of time so they understand information and are equipped to answer employees’ questions.
• The HR website is a source of information for 30% of employees.
• Continue posting on the website. The site receives over 2.5 million hits per year. • Plan to increase alternate means of communication (paper
flyers, smartphone apps, presence at worksites)
• Most mentioned alternate best methods suggested were: face-to-face text/smartphone/app home mailer/home email/paper
• Explore smartphone apps option for campaigns such as Annual Enrollment; users would have to subscribe and be able to unsubscribe; also subject to public records law.
www.pinellascounty.org/hr 4/25/19
IV.3D
Oracle Business Applications Executive Committee (OBAEC)
Business Case
for
Taleo Business Edition (TBE) Optimization
Prepared by: Belinda Huggins/Chris White
Department: Enterprise-wide, Sponsored by: BTS and Human Resources
Date: 25-Mar-19
Table of Contents
Section Topic 1.0 OBAEC Business Case Overview 2.0 Request Identification (Business to complete)
3.0 Request Background (Business to complete)
4.0 Request Summary (Business to complete)
5.0 Value Factors 5.1 Business Strategy Alignment (Business to complete)
5.2 Business Impact (Business to complete)
5.3 Citizen Facing (Business to complete)
5.4 Qualitative Benefits (Business to complete)
5.5 Quantitative Benefits 5.6 Technology Impact (Business and BTS to complete)
5.7 Value Factors Summary 6.0 Risk Factors 6.1 Business Risks (Business to complete)
6.2 Financial Risks (Business to complete)
6.3 Effort Risks (Business and BTS to complete together)
6.4 Technology Risks (BTS to complete)
6.5 Risk Factors Summary 7.0 Decision Square: "Windows of Opportunity"
5.5.1 Quantitative Benefits Summary 5.5.2 BTS Costs (Business to complete) 5.5.3 Business Costs (Business to complete) 5.5.4 Project Benefits (Business to complete)
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1.0 OBAEC Business Case Overview
Human Resources in partnership with Business Technology Services is seeking professional services to assist with: • Implementing Oracle Taleo Cloud Services On-Boarding module • Automating synchronization of data elements between systems; Oracle Taleo interfaces to and from Oracle EBS • Evaluate and implement the integration of Oracle Access Manager with Taleo using the single sign-on functionality
An initial investment and implementation of Taleo was started, but no continued development, maintenance or optimization of these critical platforms occurred. We have an opportunity now to correct and allow all of our current and prospective employees to benefit from the Taleo suite of applications included in the Oracle product family. Oracle has made a substantial commitment to integrate with Oracle EBS and Human Capital Management product lines, delivering improvements that will allow us to capitalize on an enterprise‐wide desire to meet the strategic goals of not only Human Resources, but all of the Appointing Authorities under the Unified Personnel System. The Taleo suite of applications offers current and relevant solutions when it comes to attracting candidates and engaging employees.
The hiring process is the first impression potential employees have of an organization. During the annual evaluation process for the Human Resources Director earlier this year, a number of stakeholders noted frustrations and desired improvements related to Taleo applications. We identified a path to optimize our current applicant tracking software to allow for a smoother, simpler application process utilizing our current licenses. As we undergo the Classification & Compensation Study, it is important that we are able to provide a method for measuring performance that is equitable, measurable and adaptable to the strategic goals of all agencies under the Unified Personnel System. Taleo iPerform enhancements can provide that as well as integrate with current systems of record. The Taleo Talent Center would become a more advanced portal for a streamlined entry, processing and reporting of employee performance and development.
On March 18, 2019, Human Resources distributed a 2019 Human Resources Goal Development Survey to the Appointing Authorities and the Employees' Advisory Council (EAC). Implementing FY20 Merit Pay Program and cultivating Diverse and Inclusive Work Environments tied for first rank of importance among those who completed the survey – six Appointing Authorities and various EAC representatives. This indicates the desire across the enterprise for continued development of tools to support equitable pay structures to attract and engage employees.
We feel that the Taleo suite of applications inclusion in the Oracle product family and the substantial commitment Oracle has to integrate with Oracle EBS and HCM product lines offers an excellent opportunity to capitalize on an enterprise‐wide desire to not only meet the strategic goals of Human Resources, but all of the Appointing Authorities under the Unified Personnel System. It begins with the branding of the county as an employer of choice, thru improved recruitment processes and interactions; continues on to an improved and integrated process for onboarding that eases new hire engagement and well as document and task management; prepares seamless transition into the performance and talent development areas, and provides analysis data and reports Integration with our current system of record, Opus, and implementing SSO (Single Sign On) will further enhance end‐to‐end efficiencies and enterprise security.
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2.0 Request Identification (Business to complete)
Request Name/Title: Taleo Optimization Phase 2 Date Request Submitted: 3/29/2019 BTS ServiceNow Ticket Number: TBD
Name: Phone # E-mail Address
Request Submitted By: Chris White 727-464-5678 [email protected]
Owner or Dept. Sponsor: Human Resources
Main Stakeholders and Contributors: All County Departments; BTS, Human Resources
Request Partners (Depts. or Agencies) Summarized Request Description (use the BTS Service Desk ticket description) Human Resources in partnership with Business Technology Services is seeking professional services to assist with: • Implementing Oracle Taleo Cloud Services On-Boarding module • Automating synchronization of data elements between systems; Oracle Taleo interfaces to and from Oracle EBS • Evaluate and implement the integration of Oracle Access Manager with Taleo using the single sign-on functionality
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3.0 Request Background (Business to complete)
Briefly describe the following:
Q1. What is the business problem or opportunity this request addresses? A1. This request addresses specific operational needs across Appointing Authorities and County departments for a optimized Recruitment, Performance Management, and On-boarding system. Optimizing what we have currently, and implementing the Taleo Onboarding module and associated integration between iRecruit and iPerform will truly enhance the applicant and new employee process, and remove the need for duplicate data entry. Additional functionality of implementing SSO (Single Sign On) will enhance our security protocol (a top priority of the county) and optimize use by all employees of the Appointing Authorities. Interfacing our current system of record, OPUS, and Taleo will further enhance end-to end efficiencies and leverage process improvement strategies.
Q2. How is the problem currently being addressed? A2. Many functions are done manually by individual department users: recruitment files are manually completed, emailed and manually attached to individual requisitions; approval correspondence is being sent by separate email; onboarding documents are manually distributed and completed in hard copy only to then be manually scanned; often, review spreadsheets are developed and maintained separately in functional areas; duplicate manual entry and maintenance of Opus and Taleo are daily tasks. Customer calls to BTS Operations Center for user management and password resets.
Limited reporting, support calls for user management accounts, invoices are tracked separately in alignment with department budgets, key renewal dates and compliance reports are manually tracked and rely on human intervention when they should be automated.
Q3. What non-technology solutions have been considered? A3. Manual tracking,reporting and synchronization of system of records. Manual distrubution, completion and storage of employee onboarding documents. Manual reset of passwords in the absence of security.
Q4. What will happen if we do nothing? A4. Inefficiencies will continue to pose challenges with potential risks such as missed deadlines, lack of available information, and less effective recruitment, onboarding and performance management. Goals and competencies will continue to be uncoordinated, unintegrated and documentable. Data inconsistencies and duplication of effort will continue.
Q5. Is this request a phase of a current project initiative or new? A5. This is a continued optimization of an existing County resource with broader implementation across the enterprise.
Q6. Is this request being pursued for the current and/or a future budget year? A6. Both, this is anticipated as a phased approach requiring staff hours for continued development and implementation.
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.
4.0 Request Summary (Business to complete)
In this section briefly describe the proposed solution, focusing on the benefits. This is an opportunity to supplement the information in the rest of the business case. Please do not exceed one page.
The proposed solution will allow for an improved and intregrated approach to recruitment and performance management within the county to ensure agencies are prepared to attract, cultivate and retain a diverse, talented and engaged workforce prepared to effectively serve the ciizens of Pinellas County. Improved efficiencies in data management, integrated with workflows and approvals reduce administrative logging and tracking time and allow more attention to be focused on development, retention, cost savings, and efficient delivery of services. Some core functions solutions and benefits would include but are not limited to:
Diverse Workforce: Diverse and Inclusive Culture Foster a diverse and inclusive culture to attract and retain a quality workforce • * Capture and review diversity analytics, partnering with the Office of Human Rights • * Attract diverse applicants through varied advertising efforts • * Improve exit interview process to capture information before the employee leaves the organization,
analyzing data for trends; share with Appointing Authorities and encourage involvement in process throughout UPS
Talented Workforce: Learning Culture; Innovation and Creativity Cultivate a talented workforce equipped for and invested in making a difference in our community • * Provide a user‐friendly applicant experience • Provide an appealing and easy to navigate hiring process Collaborate with managers and applicants to clarify and improve hiring process Integrate principles of employee engagement into onboarding process
Engaged Workforce: Positive and Engaging Work Environment Build an environment of employee engagement, empowerment, and involvement where employees can innovate, do their best and feel valued • Integrate principles of employee engagement into onboarding process
Prepared to Effectively Serve: Service Excellence; Health and Wellness Collaborate with our partners and customers to design responsive programs, provide progressive solutions, and deliver exceptional services • Create and capture analytics to help provide exceptional service to our customers
Performance Standards – HRIS and Records Administration • Technology – Work in collaboration with Business Technology Services (BTS) to identify critical
shortcomings of current systems and identify options to address. • Application – Identify and address barriers within the application process to facilitate positive applicant
experiences.
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5.0 Value Factors
5.1 Business Strategy Alignment (Business to complete)
Q1. How does the request align with Strategic Focus Area goals? Explain Diverse Workforce: Diverse and Inclusive Culture Foster a diverse and inclusive culture to attract and retain a quality workforce • Capture and review diversity analytics, partnering with the Office of Human Rights • Attract diverse applicants through varied advertising efforts • Improve exit interview process to capture information before the employee leaves the organization, analyzing data for trends; share with Appointing Authorities and encourage involvement in process throughout UPS
Talented Workforce: Learning Culture; Innovation and Creativity Cultivate a talented workforce equipped for and invested in making a difference in our community • Provide a user-friendly applicant experience • Provide an appealing and easy to navigate hiring process • Collaborate with managers and applicants to clarify and improve hiring process • Integrate principles of employee engagement into onboarding process
Engaged Workforce: Positive and Engaging Work Environment Build an environment of employee engagement, empowerment, and involvement where employees can innovate, do their best and feel valued • Integrate principles of employee engagement into onboarding process
Prepared to Effectively Serve: Service Excellence; Health and Wellness Collaborate with our partners and customers to design responsive programs, provide progressive solutions, and deliver exceptional services • Create and capture analytics to help provide exceptional service to our customers
Performance Standards – HRIS and Records Administration • Technology – Work in collaboration with Business Technology Services (BTS) to identify critical shortcomings of current systems and identify options to address. • Application – Identify and address barriers within the application process to facilitate positive applicant experiences. Performance Standards – Workforce Strategy • Diversity and Inclusion – Implement strategies to attract members of under-represented populations to the benefits of a career with Pinellas County.
Highlight the appropriate answer below Value points Score
No clear alignment with Strategic Focus Area (SFA) Business Plan Goals 0 Some alignment to Strategic Focus Area (SFA) Business Plan Goals 3 Significant alignment with Strategic Focus Area (SFA) Business Plan Goals 6 6
5.2 Business Impact (Business to complete)
Q1. Does this request only affect/benefit your department? (If yes, skip Q2 & Q3) A1. No
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Q2. Does this request affect/benefit multiple departments? (If yes, list which ones) A2. Yes, all Appointing Authorities.
Q3. Does this request affect/benefit the entire organization? (If yes, describe how) A3. Yes, will be an effective and efficient method for sourcing and developing a diverse, talented and engaged workforce, prepared effectively to serve.
Place the appropriate number of value points in the Score cell Value points Score Single Department 4 Multiple Departments 8 Organization-wide (Enterprise) 12 12
5.3 Citizen Facing (Business to complete)
Q1. Is this request for technology ‘Citizen Facing’, i.e. does it directly serve the public? Explain. A1. This solution is to improve both internal and external interactions through retention, recruitment and development.
Highlight the appropriate answer below Value points Score No 0 Yes, it provides some value to the public 5 Yes, it provides significant value to the public 10 10
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5.4 Qualitative Benefits (Business to complete) If the answer is no, skip to next questions. If the answer is yes, provide an explanation
and fill in the appropriate score. The scoring is all or nothing. Score
Q1. Helps the department meet a major goal or initiative. 4 A1. This will create operational efficiencies for a major workload area within the county and provide enhanced tracking and reporting where fragmented approaches currently exist. 4
Q2. Supports mandatory functions or activities. 4 A2. Yes; this supports critical, mandated functions that are essential to county-wide service delivery.
4
Q3. Increases workload capacity or simplifies business processes. 3 A3. Will reduce manual processes and duplicate data entry allowing for increased efficiencies in employee recruitment, development and reporting. Removes need for duplicate access credential management 3
Q4. Improves performance. 3 A4. Will reduce manual processes and will allow for increased attention to employee recruitment, development and retention. Additionally, this will improve security and reduce support calls 3
Q5. Enhances customer service (internal or external). 3 A5. This will allow for improved recruitment and development processes with improved interface for citizens, as well as internal coordination across departments. 3
Q6. Improves ability to measure performance. 3 A6. Yes; allows for improved entry and additional workflow of current manual, fragmented processes for hiring, onboarding and performance management 3
Q7. Improves management information and enhances decision-making. 3 A7. Yes; will provide additional information to develop additional hiring, performance and retention measures. 3
Q8. Improves accuracy of data or information. 3 A8. Yes; improvements will include interfaced data management versus manual keying.
3
Q9. Improves program budgeting or activity based costing. 3 A9. No.
0
Q10. Improves transparency and accountability. 2 A10. Yes; currently there are no workflows.
2
Q11. Improves or allows for internal and/or external information sharing. 2 A11. Yes, Includes responsible parties in hiring, onboarding, performance and retention processes
2
Q12. Helps meet industry best practices. 2 A12. Yes; will allow for meeting best practices and standards across departments by providing the most updated and accurate information in an efficient manner. 2
Total Qualitative Benefits 32
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5.5 Quantitative Benefits
This section is automatically populated using the Quantitative Benefits sheet 5.5.1. Please go to sections 5.5.1 through 5.5.4 at the end of the business case.
Value points Score** IRR < 0% and Total Project Benefits are < 25% of Total Project Costs 0 IRR < 0% but Total Project Benefits are > 25% of Total Project Costs 5 IRR < 0% but Total Project Benefits are > 50% of Total Project Costs 10 IRR < 0% but Total Project Benefits are > 75% of Total Project Costs 15 IRR > 0% and < 5% 20 IRR > 5% 25 25
**These cells will populate when tabs 5.5.1-5.5.4 are completed.
5.6 Technology Impact (Business and BTS to complete)
Q1. Does the planned solution propose to build new, buy new or reuse existing technology, or some combination thereof? (Briefly describe ‘what’ along with the answer) A1.
Highlight the appropriate answer below Value points Score Build 0 Buy 6 Reuse 12 12
5.7 Value Factors Summary
This section is automatically populated by the scores inputted into sections 5.1 through 5.6. This section will automatically populate the decision square.
Sections Value points Score 5.1 Business Strategy Alignment (6%) 6 6 5.2 Business Impact (12%) 12 12 5.3 Citizen Facing (10%) 10 10 5.4 Qualitative Benefits (35%) 35 32 5.5 Quantitative Benefits (25%) 25 25 5.6 Technology Impact (12%) 12 12
Total Value Score 100 97
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6.0 Risk Factors
6.1 Business Risks (Business to complete)
Risk Type Risk Questions Place the appropriate score in the cells for each answer.
Risk Points Score
Business Process Change
There are no necessary modifications of business processes. 0
There are some business process modifications necessary. 4 4 There is a significant amount of business process modifications required. 7
Business Impact
There is only one department affected. 0 Several departments will be affected. 5 Departments across the organization (enterprise-wide) will be affected. 9 9
Business User Involvement
The users will be involved and have a permanent presence on the project team. 0 0 The users will be available for consultation and to provide functional advice. 3 The users will be minimally engaged on the project and clarification of requirements is difficult. 5 The users will not be involved in the project. 7
Business User Impact
The new system will impose very little, if any change upon the users. 0 The new system will require some changes by the users and may require some training. 4 4 The new system will require significant changes by the users and training. 7
Business Sustainability
No modifications to the new system are anticipated due to future business changes. 0 Few modifications to the new system are anticipated due to future business changes. 3 3 Significant modifications to the new system are anticipated due to future business changes. 5
Total Business Risks 20
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6.2 Financial Risks (Business to complete)
Risk Type
Risk Questions Place the appropriate score in the cells for each answer.
Risk Points Score
Request Less than $100K 0 0 Cost Between $100K and $500K 3 Estimates Between $500K and $1M 5
Greater than $1M 7 Vendor (if applicable)
Multiple vendors in the marketplace are well established and in good financial condition. 0 0 Few vendors in the marketplace are well established and are in good financial condition. 4 There are no known 3rd party vendors established in the marketplace that are financially viable. 8
Total Financial Risks 0
6.3 Effort Risks (Business and BTS to complete together)
Risk Type Risk Questions Highlight the appropriate answer below
Risk Points Score
BTS Effort Less than 500 hours 0 0 (from ROM) Between 500-1,000 hours 3
Between 1,000-2,000 hours 5 Greater than 2,000 hours 8
Implementati on Experience
Implementer has successfully implemented this solution in comparable government organizations more than 5 times. 0 0
(Vendor or BTS)
Implementer has successfully implemented this solution in comparable government organizations less than 5 times. 6 Implementer has no record of successful implementation for this solution in comparable government organizations. 12
Total Effort Risks 0
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6.4 Technology Risks (BTS to complete)
Risk Type Risk Questions Place the appropriate score in the cells for each answer.
Risk Points
Score
Technical Methodology Experienced technical specialists performed a comprehensive
evaluation of options using a proven methodology. 0 0 Experienced technical specialists made recommendations based on prior experiences. 1 Recommendations for the options were made by key functional personnel. 3
A detailed technical evaluation has not yet been performed. 5 Technical Familiarity
The technology or application area is well understood. 0 Parts of the technology or application area are well understood and some are not. 1 1 The technology or application area is not well understood internally but specialized expertise is available from vendors or constituents. 3 The technology or application area is not well understood internally and there is no specialized expertise available. 5
Technical or Architectural Compatibility
This technology is completely compatible with the current technology architecture and it is supported internally 0 0 The requested technology is compatible with the current technology or architecture but it is not supported internally 3 Aspects of the technology or architecture are compatible with the current technology or architecture. 6 The requested technology is incompatible with the current technology or architecture and not supported internally. 8
Technical Dependencies and/or Constraints
A limited number of interfaces – (< 3) 0 0 A moderate number of interfaces – (3 to 5) 2 A large number of interfaces – (> 5) 4 The number of interfaces is not known 6
Technical Sustainability There is every reason to believe that the proposed technology
represents a solid foundation for the foreseeable future. 0 0 Certain components may reach the end of their lifecycle before the system does, but there is a high probability that there will be an upgrade path for replacement 2 Certain components may reach the end of their lifecycle before the system does and there does not appear to be a logical upgrade path 4 Various components appear to have reached the end of their lifecycle and more advanced technology exists in the market or technology foundation has yet to be determined 6
Total Technology Risks
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1
6.5 Risk Factors Summary
This section is automatically populated by the scores inputted into sections 6.1 through 6.4. This section will automatically populate the decision square.
Sections Value points Score 6.1 Business Risks (35%) 35 20 6.2 Financial Risks (15%) 15 0 6.3 Effort Risks (20%) 20 0 6.4 Technology Risks (30%) 30 1
Total Risk Score 100 21
7.0 Decision Square: "Windows of Opportunity"
This section is automatically populated by 5.7 and 6.5. This section will automatically populate the decision square chart Sections Value points Score 5.7 Total Value Score 100 97 6.5 Total Risk Score 100 21
Taleo Business Edition (TBE) Optimization
0
50
100
50 100
Ris
k
Value
Decision Square: "Windows of Opportunity"
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5.5.1 Quantitative Benefits Summary
The purpose of the Quantitative Benefits (section 5.5) of the Business Case is to attempt to analyze the financial impact of the proposed project. The 3 main items that will be addressed are:
(1) BTS Costs - include one-time costs such as software, hardware, and implementation costs as well as recurring ongoing support costs.
(2) Business Costs - include one-time and recurring costs to a department from implementing a new technology project. If grant funds or other outside funding (such as intergovernmental) are secured, show as a negative cost at the bottom.
(3) Project Benefits - include savings or cost avoidance that are expected to be realized by the project, starting after project completion.
These 3 items are summarized in the Quantitative Benefits Summary below that will feed section 5.5 in the Business Case. The information below does not need to be filled out as it will be populated by the information supplied in the other three sheets.
Quantitative Benefits Summary
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Total
Total BTS Costs 50,000 0 0 0 0 0 50,000 Total Business Costs 0 0 0 0 0 0 0 Total Project Benefits 0 15,993 15,993 15,993 15,993 15,993 79,965
Net Project Benefit -50,000 15,993 15,993 15,993 15,993 15,993 29,965
18.0%
159.9% Project Benefits as % of Total
Project Costs
Internal Rate of Return(IRR)
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5.5.2 BTS Costs (BTS to complete)
Type of Expenditure Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Total BTS One-Time Costs
BTS ROM Hours (@$75/hour)
33,750
33,750
Data Conversion Costs
-
Initial BTS Training & Travel
-
Testing Costs
6,000
6,000
Sub-total
39,750
- - - - - 39,750
BTS Ongoing Support Costs
Ongoing Licensing Costs
77,280
77,280
Ongoing BTS Training
-
Ongoing Leasing or Maintenance Cost of New Communications Lines
-
Ongoing Annual Hardware Maintenance
-
Ongoing Annual Software Maintenance
-
Sub-Total
77,280
- - - - - 77,280
Software One-Time Costs One-Time Purchase Costs for base software
-
-
Additional Software Purchases Needed
-
Initial Consultant Fees
-
Customization of Software by Vendor
-
Sub-Total
- - - - - -
-
Hardware Costs Server Purchase Costs
-
Purchase other hardware/equipment
-
Purchase & install new communications lines
-
Purchase of additional storage capacity
-
Sub-Total
- - - - - -
-
Total BTS Costs 117,030
- - - - -
117,030
Explanation of Assumptions Used to Complete this Information BTS ROM hours includes 1.5 FTE at 300 hours. Testing costs inlcude 80 hours of QA testing.
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5.5.3 Business Costs (Business to complete)
Type of Expenditure Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Total Business Implementation Costs
Selection Consultant
-
Business Implementation Staffing
-
Initial User Training & Travel
-
Cost to populate data into the new system
-
Business Process Transition Costs
-
Initial new facilities costs
-
Sub-Total
- - - -
-
-
-
Business Ongoing Costs New Desktop/Printer leases
- - - --
-
Ongoing New Facilities Costs
-
Ongoing User Administration
-
Ongoing Conference Attendance
-
Sub-Total
- - - -
-
-
-
Grants, etc. (if secured, show as negative)
--
Sub-Total - - - - - -
-
Total Business Costs
- - - - -
-
-
Explanation of Assumptions Used to Complete this Information There are no external costs related to the business as this module is already owned and is part of the Oracle Business Suite.
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5.5.4 Project Benefits (Business to complete)
Benefit Type Description Cost
Center
Annual or One Time Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Total
Improve time to fill vacant positions
Potential to process a higher number of requisitions over a designated period for internal and external resources Annual
-Improve reporting for diversity, hiring and retention goals
Create and capture analytics to help provide exceptional service to our customers with improved data points and ethnic data integration Annual
-Cessation of dual entry in two disparate systems Time expended keying (in 2 systems) will be reduced Annual
-Increase data accuracy Automated interface assures data consitency Annual -
Reduce manual entry Reduced time for entering and checking employee records Annual
-Reduce support calls Reduced support calls as result of Single Sign On Annual -
Increase user satisfaction Provide a user-friendly applicant experience Annual
Improve retention Improve retention as a result of improved methods for measuring and developing employees Annual
Increase management/workforce satisfaction with performance management module Provide a user-friendly performance review experience Annual
Increase engagement Increase engagement as a result of regular feedback, clear expectations, and exchange of views Annual
Improve report functionality Provide improved report functionality that facilitates data analysis Annual
-Total Benefits - - - - - -
-
Explanation of Assumptions Used to Complete this Information The cost benefit to the business is unclear; the cost of finding, developing and retaining quality employees fluctuates from position to position. There is clear evidence that aquiring, developing and retaining employees maximizes the ROI on Human Capital and the resources necessary to develop and grow their engagement and productivity.
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