After KFS
Financials: Best Practices Panel
Agenda 3-5 minutes Introductions 5-7 minutes sharing an experience where Kuali Financials supports Best Practices 10-15 minutes Q&A
2
Panelists John Swaro - Colorado State University Hanlie Venter & Erik Marx - North West University Cliff Minkoff - Research Foundation CUNY Keiko Takahashi - University of California, Irvine
3
John Swaro Colorado State University 4
Colorado State University Went Live July 1, 2009 Replaced the following systems Legacy (FRS)- Access very limited to campus users CIS- Homegrown system for in house workflow
Capital Assets- SAGE system Cashnet-Homegrown non student cash receipts system ACARD- Homegrown Pcard Reallocation system to feed to FRS SciQuest- 3rd party full suite B2B catalog system May 2015- Implementation of the TEM module. Moved a paper process to an electronic process All functionality for these systems moved to KFS. We are financially integrated!
5
User Access Before KFS Multiple home grown systems required multiple logins for users on campus. Maintenance issues with user access. Set-up and password resets
Home grown systems were not user friendly so people stayed away. KFS Access
University authentication system – 1 Login! User creation and access applied on one profile in KIM via sync with HR system One central place for user access to apply roles/ permissions. Person edit and Maintenance easy to maintain
6
Workflow Before KFS Workflow was limited to one department person and one central person. Additional approvals were done via email and then printed for central copy Because of limited access to systems, burden on document creation was given to few individuals in each department. One person centrally approving document.
Where is my document? Who is holding it up and why? KFS Workflow Documents route departmentally and centrally individually or to groups. Departments are now engaged in the process as they can create documents Adhoc routing allows users to send documents to users outside of required approval workflow. Go to route log and see where your document is. Accountability!
7
Requisition Process Example Before KFS Limited department person input information into home grown CIS system One approval at any dollar amount
Paper printout to procurement office (any dollar amount) via a job from Information Systems Department send any paper information in to procurement (via in person or campus mail) Procurement gathers email approvals due to lack of routing Re-input of document back into FRS from scratch Information Systems job to send to printer to manually print purchase orders. 3-part forms. Green/Yellow/White Sign then Mail/fax purchase orders to vendor
8
Requisition Process Example KFS -Requisitions Requisitions created by multiple staff in departments – even faculty and researchers! Notes and attachments on requisition- no need for paper. Workflow moves document through required approvals based on CSU business needs
Automatic Purchase Order limits can be set by dollar amount. Procurement Dept. reviews appropriate requisitions. System generates a PO and can send PO to fax server or 3rd party for distribution
9
Creating Efficiencies Campus users are now stakeholders. Access to create FP documents and requisitions Access to view encumbrances and available balances Document creation and approvals are faster. Workflow allows for campus flexibility but central control. Electronic workflow based on dollar amounts, subfunds, or object codes
10
Creating Efficiencies Balance inquiries are real time and include GLPE ( General Ledger Pending Entries) Looking up documents and reviewing route log Reduction of paper No lag time waiting for paperwork to come before approving document
No paperwork getting lost in campus mail Notes and attachments in KFS allows one central place for review and communication. TEM- complete transition from a paper process to electronic
11
Hanlie Venter & Erik Marx North West University 12
North West University North West University, Potchefstroom, North-West, South Africa 3 Campuses – Potchefstroom, Vaal Triangle & Mafikeng 15 Faculties Mafikeng – 5 (10 912 students) Vaal Triangle – 2 (7 368 students) Potchefstroom – 8 (55 551 students) 73 870 students across all campuses 38 274 contact 35 596 distance
7 032 employees 1 403 academic 5 629 support
13
KFS implementation @ NWU 5-Jan-2015
14
Business changed … for the better! Workflow Audit trail, tracking NWU Go Green Paperless or less paper Technical advantages CAS Integration Operational data store – Jasper BI reporting Organizational advantages Cash Management extended KMM integrated
Electronic access application in KIM International payments faster Parameter driven accounting, reporting & tracking Improved control, management, responsibility Transparency 15
Business changed … for the better!
.
Cross pollination of skills Functional Technical Change champion strategy Took KFS to NWU end-users Did the training and 1st line support Better management Control and overall empowerment Partnerships Across campuses, business areas Across universities Across countries
16
End-user comments KFS – by far – works better than before. We now have control .... Thanks for empowering us!" "Our international payments to students happen within 24 hours! Much faster than bank transfers " "We formed relationship networks – something I never want to change again! Priceless addition because of KFS!" "Integration to our own identity management system. No person details in Rice. We have a single source of biographical information."
"Responsibility of functional areas has been returned to the individuals it should belong to in the first place" "Far easier to register new users on KFS and to track their access with the changes made. Shorter process than before and no paper documents!" "Each transaction shows all the documents that goes with that transaction – no need to look in files and elsewhere. You see everything at one place."
17
Acknowledgements .
18
Cliff Minkoff Research Foundation CUNY 19
About RFCUNY The Research Foundation of the City University of New York is a not-for-profit educational corporation that manages private and government sponsored programs on behalf of The City University of New York (CUNY) The City University of New York is the nation’s largest urban public university RFCUNY provides CUNY and its 24 colleges and professional schools with the administrative infrastructure that supports sponsored program activities (government and private sponsors)
Approximately 12,000 full- and part-time staff are employed by the RF annually Per the 2014 Annual Report awards exceeded $394 million
20
KFS at RFCUNY Pilot Implementation 7/1/2009 – 50 Central Office Accounts Full Implementation 7/01/2013 – 16,000 accounts
Upgrade from 3.0 to 4.1.1 July 2012 Upgrade 4.1.1 to 5.3.1 June 2015 Direct access to KFS only by 100 central office users Field staff uses feeder systems or paper
21
How KFS Improved RFCUNY Work Flow/Paperless Transactions
Enhanced Sufficient Funds Checking
Other Improvements
22
Workflow/Paperless transactions Faster processing time of transactions
No ‘lost paper’ – Paper documents were delivered to Central Office via many methods Validation of data as entered Document tracking – makes finding who needs to approve document much easier Attachments/Back-up documentation stored with document
23
Enhanced sufficient funds checking Legacy System only checked at account level Many sponsors have stricter requirements
In KFS based on sponsor requirement we utilize consolidation, level, object code and cash
Allows better controls and less time spent reviewing individual transactions
24
Other Improvements In Legacy System users had to wait for posting to view transactions Pending entries immediately available for reporting in data warehouse Provides users with real time balances when processing transactions
Better integration with home grown systems Generic windows services and other methods to feed data into KFS Legacy integration was slow to process and had high failure rate Nightly automated posting process Legacy system was manual process
25
Keiko Takahashi University of California, Irvine 26
University of California, Irvine Went live in July 2014 incl. Med Center Replaced six major home grown legacy systems GL (FS) Purchasing/AP (PAL) Travel System (PayQuest) Permanent Budget System (PBS) Equipment System / Depreciation System (EQS) Security Access Management System (SAMS) Over 40 feeder systems Med Center system integration UCOP reporting integration New to workflow and e-commerce 27
COA / GL Before KFS
Med Center’s activities were ingrained in the campus chart of accounts
After KFS
Med Center has its own chart code, allowing its own org, account number, and object code series KFS supports a separate balance type to track activities KFS extended attributes allowed OSHPD account mapping easily
PURAP Before KFS No e-commerce Encumbrances released independent of purchasing system Vendors were separately maintained between Campus and Med Center Electronic invoicing is processed using EDI (20 EDI partners)
After KFS E-commerce Encumbrances are controlled by Purchasing Shared vendors with Med Center Electronic invoicing is processed using cXML On-going e-invoicing issue resolutions between Purchasing, AP, and IT. Success rate is about 80% for 19 vendors. 29
E-Invoicing Stats
30 30
CAM Before KFS
After KFS
Purchasing, AP and Equipment System were not integrated
PURAP and CAM are integrated through CAB
Non-movable assets were depreciated on a manual ledger at Med Center
Med Center PO information uploaded via PDP Movable and non-movable assets are depreciated in CAM Med Center also uses depreciation mechanism to book amortization of capital interest
31
TEM Before KFS
Standalone in-house travel system Not driven by workflow; authorization done by paper signatures. Separate reimbursement for Corp/CTS transactions
After KFS
Integrated with COA and workflow Locking down object code use based on travel expense type Corp Card and CTS Card expenses are imported into TEM documents New documents – ENT and RELO rolled out TEM documents have the highest usage in the system
Workflow Before KFS
After KFS
No Workflow
Transparency Reduced phone calls Accountability Challenges Addressing specific departmental workflow requirements Right amount of approvers Fiscal Officer vs Accounting Line/Org Reviewer responsibilities
33
Questions
34
Agenda 3-5 minutes Introductions 5-7 minutes sharing an experience where Kuali Financials supports Best Practices 10-15 minutes Q&A
2
Panelists John Swaro - Colorado State University Hanlie Venter & Erik Marx - North West University Cliff Minkoff - Research Foundation CUNY Keiko Takahashi - University of California, Irvine
3
John Swaro Colorado State University 4
Colorado State University Went Live July 1, 2009 Replaced the following systems Legacy (FRS)- Access very limited to campus users CIS- Homegrown system for in house workflow
Capital Assets- SAGE system Cashnet-Homegrown non student cash receipts system ACARD- Homegrown Pcard Reallocation system to feed to FRS SciQuest- 3rd party full suite B2B catalog system May 2015- Implementation of the TEM module. Moved a paper process to an electronic process All functionality for these systems moved to KFS. We are financially integrated!
5
User Access Before KFS Multiple home grown systems required multiple logins for users on campus. Maintenance issues with user access. Set-up and password resets
Home grown systems were not user friendly so people stayed away. KFS Access
University authentication system – 1 Login! User creation and access applied on one profile in KIM via sync with HR system One central place for user access to apply roles/ permissions. Person edit and Maintenance easy to maintain
6
Workflow Before KFS Workflow was limited to one department person and one central person. Additional approvals were done via email and then printed for central copy Because of limited access to systems, burden on document creation was given to few individuals in each department. One person centrally approving document.
Where is my document? Who is holding it up and why? KFS Workflow Documents route departmentally and centrally individually or to groups. Departments are now engaged in the process as they can create documents Adhoc routing allows users to send documents to users outside of required approval workflow. Go to route log and see where your document is. Accountability!
7
Requisition Process Example Before KFS Limited department person input information into home grown CIS system One approval at any dollar amount
Paper printout to procurement office (any dollar amount) via a job from Information Systems Department send any paper information in to procurement (via in person or campus mail) Procurement gathers email approvals due to lack of routing Re-input of document back into FRS from scratch Information Systems job to send to printer to manually print purchase orders. 3-part forms. Green/Yellow/White Sign then Mail/fax purchase orders to vendor
8
Requisition Process Example KFS -Requisitions Requisitions created by multiple staff in departments – even faculty and researchers! Notes and attachments on requisition- no need for paper. Workflow moves document through required approvals based on CSU business needs
Automatic Purchase Order limits can be set by dollar amount. Procurement Dept. reviews appropriate requisitions. System generates a PO and can send PO to fax server or 3rd party for distribution
9
Creating Efficiencies Campus users are now stakeholders. Access to create FP documents and requisitions Access to view encumbrances and available balances Document creation and approvals are faster. Workflow allows for campus flexibility but central control. Electronic workflow based on dollar amounts, subfunds, or object codes
10
Creating Efficiencies Balance inquiries are real time and include GLPE ( General Ledger Pending Entries) Looking up documents and reviewing route log Reduction of paper No lag time waiting for paperwork to come before approving document
No paperwork getting lost in campus mail Notes and attachments in KFS allows one central place for review and communication. TEM- complete transition from a paper process to electronic
11
Hanlie Venter & Erik Marx North West University 12
North West University North West University, Potchefstroom, North-West, South Africa 3 Campuses – Potchefstroom, Vaal Triangle & Mafikeng 15 Faculties Mafikeng – 5 (10 912 students) Vaal Triangle – 2 (7 368 students) Potchefstroom – 8 (55 551 students) 73 870 students across all campuses 38 274 contact 35 596 distance
7 032 employees 1 403 academic 5 629 support
13
KFS implementation @ NWU 5-Jan-2015
14
Business changed … for the better! Workflow Audit trail, tracking NWU Go Green Paperless or less paper Technical advantages CAS Integration Operational data store – Jasper BI reporting Organizational advantages Cash Management extended KMM integrated
Electronic access application in KIM International payments faster Parameter driven accounting, reporting & tracking Improved control, management, responsibility Transparency 15
Business changed … for the better!
.
Cross pollination of skills Functional Technical Change champion strategy Took KFS to NWU end-users Did the training and 1st line support Better management Control and overall empowerment Partnerships Across campuses, business areas Across universities Across countries
16
End-user comments KFS – by far – works better than before. We now have control .... Thanks for empowering us!" "Our international payments to students happen within 24 hours! Much faster than bank transfers " "We formed relationship networks – something I never want to change again! Priceless addition because of KFS!" "Integration to our own identity management system. No person details in Rice. We have a single source of biographical information."
"Responsibility of functional areas has been returned to the individuals it should belong to in the first place" "Far easier to register new users on KFS and to track their access with the changes made. Shorter process than before and no paper documents!" "Each transaction shows all the documents that goes with that transaction – no need to look in files and elsewhere. You see everything at one place."
17
Acknowledgements .
18
Cliff Minkoff Research Foundation CUNY 19
About RFCUNY The Research Foundation of the City University of New York is a not-for-profit educational corporation that manages private and government sponsored programs on behalf of The City University of New York (CUNY) The City University of New York is the nation’s largest urban public university RFCUNY provides CUNY and its 24 colleges and professional schools with the administrative infrastructure that supports sponsored program activities (government and private sponsors)
Approximately 12,000 full- and part-time staff are employed by the RF annually Per the 2014 Annual Report awards exceeded $394 million
20
KFS at RFCUNY Pilot Implementation 7/1/2009 – 50 Central Office Accounts Full Implementation 7/01/2013 – 16,000 accounts
Upgrade from 3.0 to 4.1.1 July 2012 Upgrade 4.1.1 to 5.3.1 June 2015 Direct access to KFS only by 100 central office users Field staff uses feeder systems or paper
21
How KFS Improved RFCUNY Work Flow/Paperless Transactions
Enhanced Sufficient Funds Checking
Other Improvements
22
Workflow/Paperless transactions Faster processing time of transactions
No ‘lost paper’ – Paper documents were delivered to Central Office via many methods Validation of data as entered Document tracking – makes finding who needs to approve document much easier Attachments/Back-up documentation stored with document
23
Enhanced sufficient funds checking Legacy System only checked at account level Many sponsors have stricter requirements
In KFS based on sponsor requirement we utilize consolidation, level, object code and cash
Allows better controls and less time spent reviewing individual transactions
24
Other Improvements In Legacy System users had to wait for posting to view transactions Pending entries immediately available for reporting in data warehouse Provides users with real time balances when processing transactions
Better integration with home grown systems Generic windows services and other methods to feed data into KFS Legacy integration was slow to process and had high failure rate Nightly automated posting process Legacy system was manual process
25
Keiko Takahashi University of California, Irvine 26
University of California, Irvine Went live in July 2014 incl. Med Center Replaced six major home grown legacy systems GL (FS) Purchasing/AP (PAL) Travel System (PayQuest) Permanent Budget System (PBS) Equipment System / Depreciation System (EQS) Security Access Management System (SAMS) Over 40 feeder systems Med Center system integration UCOP reporting integration New to workflow and e-commerce 27
COA / GL Before KFS
Med Center’s activities were ingrained in the campus chart of accounts
After KFS
Med Center has its own chart code, allowing its own org, account number, and object code series KFS supports a separate balance type to track activities KFS extended attributes allowed OSHPD account mapping easily
PURAP Before KFS No e-commerce Encumbrances released independent of purchasing system Vendors were separately maintained between Campus and Med Center Electronic invoicing is processed using EDI (20 EDI partners)
After KFS E-commerce Encumbrances are controlled by Purchasing Shared vendors with Med Center Electronic invoicing is processed using cXML On-going e-invoicing issue resolutions between Purchasing, AP, and IT. Success rate is about 80% for 19 vendors. 29
E-Invoicing Stats
30 30
CAM Before KFS
After KFS
Purchasing, AP and Equipment System were not integrated
PURAP and CAM are integrated through CAB
Non-movable assets were depreciated on a manual ledger at Med Center
Med Center PO information uploaded via PDP Movable and non-movable assets are depreciated in CAM Med Center also uses depreciation mechanism to book amortization of capital interest
31
TEM Before KFS
Standalone in-house travel system Not driven by workflow; authorization done by paper signatures. Separate reimbursement for Corp/CTS transactions
After KFS
Integrated with COA and workflow Locking down object code use based on travel expense type Corp Card and CTS Card expenses are imported into TEM documents New documents – ENT and RELO rolled out TEM documents have the highest usage in the system
Workflow Before KFS
After KFS
No Workflow
Transparency Reduced phone calls Accountability Challenges Addressing specific departmental workflow requirements Right amount of approvers Fiscal Officer vs Accounting Line/Org Reviewer responsibilities
33
Questions
34
