Initiative 9: iNtegrate 2

Implement new human resources and finance systems to reduce labor-intensive manual processes, decrease duplication of effort, improve tracking, and increase self-service options. The new systems are designed to integrate well with existing applications, improve data integrity, enhance security, and provide better access to information for decision-making and reporting.

The Nevada System of Higher Education (NSHE) is leading a system-wide initiative to replace existing shared human resources and finance systems with a newer, more powerful suite of enterprise applications. Known as iNtegrate 2, the project is expected to transform administrative activities by automating, streamlining, and standardizing business processes in human resources and financial management. The new integrated systems will also replace several stand-alone campus applications currently used to help meet human resources and financial information management needs. Implementation of the new systems will address many of the concerns students, faculty, and staff voiced regarding the challenges experienced in completing university business functions.

NSHE collaboration

In preparation for the selection of the new systems, staff from all NSHE institutions worked with consulting partners to determine the structure for a new Chart of Accounts and to make recommendations regarding possible business process changes. The details are available at http://www.integrate2.nevada.edu.

In February 2015, Workday, a software-as-a-service solution, was chosen for the new human resources and finance applications. Sierra-Cedar was chosen as the implementation partner. An aggressive implementation schedule has both the human resources system and the financial system going live for all NSHE institutions in 2017.

A project team comprised of representatives from each institution is helping lead the system-wide effort. UNLV has established a campus steering committee to direct the university effort. Additional campus working groups have been formed to assist with the implementation. Details are available at http://www.unlv.edu/workday.

Benefits and initial impact

Once complete, this multi-year effort is expected to: streamline administrative processes; reduce duplication of effort; eliminate many paper-based forms; support the automated transfer of transaction data for quicker processing; allow electronic approval; and provide transparency into complex administrative processes. The iNtegrate 2 initiative will impact every department/unit at UNLV and will represent a significant change in how human resources and finance activities are conducted on campus and across the system.

The project focuses on business process changes necessary to take advantage of the functionality in the new systems. Table 9-1 lists the functional areas undergoing transformation.

Table 9-1: Major Functional Systems in iNtegrate 2
Finance Human Resources
General Accounting Recruitment
General Ledger Employee Onboarding
Procurement and Contracts Benefits Administration
Accounts Payable Position Administration
Accounts Receivable Performance Appraisals
Payroll Personnel Administration
Travel Accounting Time and Attendance
Budget Development and Management Employee Self-Service
Grants and Contracts – Post Award Employee Relations Management
Asset Management Employee Training
Business Intelligence and Reporting Business Intelligence and Reporting

Interdependencies

The iNtegrate 2 project will both impact and be impacted by several of the initiatives contained in the UNLV IT Master Plan. The initiatives and the interdependencies are shown in Table 9-2.

Table 9-2: UNLV IT Master Plan and iNtegrate 2 Initiative Interdependencies
# Initiative Interdependencies with Integrate 2
4 IT Projects
  • iNtegrate 2 will generate several new project requests and serve as a foundation for many new technology projects.
  • Project governance teams will need to develop a prioritization process for new interfaces to the enterprise systems for all existing human resource and finance applications that will not be replaced by Workday and all others that depend on data from the new applications.
  • Interoperability with Workday will need to be considered when new technology purchases and projects are proposed.
  • Project prioritization processes will need to account for staff resources diverted to Workday projects and adjust other approvals and timelines accordingly.
  • Some projects will be delivered more quickly after Workday implementation and others may no longer be needed.
8 Information Security
  • New security profiles for allowing access to data in Workday will need to be created to ensure audit compliance.
  • All current application security profiles used for accessing human resources and financial systems will need to be re-established.
10 Identity Management Single Sign-on
  • The human resource systems will be the definitive source for employee data necessary to populate the identity management system and update employee roles and responsibilities needed to provide appropriate access to other systems.
  • Identity management initiatives using complex human resources information will be easier to implement once Workday implementation is complete.
12 Enterprise-wide Document Management
  • The new enterprise- wide document imaging solution will be integrated with the new human resources and finance systems, where appropriate.
  • The document imaging solution will depend on the identity management and Workday systems workflow routing.
  • Workflows for the business processes that depend on information contained in more than one of the major campus enterprise systems will need to be revised, developed, or eliminated.
13 Data Management  for Institutional Effectiveness and Decision-Making
  • Workday will serve as the definitive source for many campus core data elements.
  • The new Workday applications will increase the accuracy and consistency of data, thereby facilitating improvements to data management and reporting.
  • New data definitions will be required for the new applications.
  • New interfaces with the current data warehouse will need to be developed.
  • New reports to meet current and new reporting requirements will need to be created.

Integration with existing UNLV systems

The new human resources and finance systems will need to share data, workflow, document management, and reporting with the suite of applications that comprise the student information system (e.g., PeopleSoft Campus Solutions, TouchNet). Together, the three systems will create and maintain the majority of the campus information. Seamless integration between the three systems is imperative for improving productivity and analyzing the information needed to make complex decisions about the effectiveness of existing programs and new strategic initiatives.

Additionally, UNLV currently has over 100 campus applications used to help meet human resources and financial information management needs. Some existing applications will be replaced by the functionality of the new Workday applications. However, other applications will still be needed and will require new or upgraded interfaces to provide and/or receive data from the new human resources and finance systems.

Impact on campus resources

The iNtegrate 2 project budget includes resources to assist with many of the implementation and ongoing maintenance activities. However, the resources will not be sufficient to complete all the required work without using existing functional and technical staff currently working on other activities. Completion of some of the initiatives in the IT Master Plan may be delayed to accommodate the Workday implementation timeline.

Long-term benefits

Once completed, the iNtegrate 2 implementation will serve as the foundation upon which many other initiatives in the IT Master Plan. Complex business processing, workflow, and reporting improvements provided by Workday will help the campus make more informed decisions about the cost effectiveness of new retention strategies, the contribution of interdisciplinary research projects to the campus indirect cost recovery funds, and other items that indicate progress on the strategic objectives of the university.

Initiative Owner

  • Senior Vice President for Finance and Business

Consultative Role

  • Finance and Business Staff
  • NSHE System Computing Services (SCS)
  • Enrollment and Student Services
  • Office of Information Technology (OIT)

Budget Estimate

The campus budget for the initial implementation of iNtegrate 2 is approximately $6 million and includes 10 additional FTE for a three to four-year period. These implementation costs are not included in the Plan. The Plan budget includes two positions required for ongoing development of interfaces. The salary range for each position is approximately $65,000 plus benefits.

New Positions: 2 FTE; Total One-time and Recurring Costs FY16-FY19: $440,149

Action Items to Implement Initiative

  1. Implement Workday
  2. Help design and test the new Workday applications
  3. Develop interfaces between Workday and existing campus systems
  4. Provide technical staff with Workday training
  5. Implement a process to prioritize alternatives for functionality unavailable in Workday

Anticipated Benefits

  • Reduction in the time needed to process day-to-day transactions, as automated processes replace paper-based forms.
  • Improved satisfaction with the campus administrative systems.
  • Enhanced understanding and standardization of university administrative processes.
  • Access to integrated data improves university strategic planning and reporting.
  • Automated, transparent processing of transactions and associated electronic approval supports responsive customer service.
  • Individuals can more easily manage their employment data with improved self-service functionality.

Measures of Success

  • Workday functionality issues are identified in testing.
  • UNLV community is well-informed about the transition to Workday.
  • Employee Workday training is effective.
  • Solutions are identified to address gaps in Workday functionality.
  • New approved interfaces completed on time.
  • Workday enhancements are aligned with university strategic priorities.
  • Improved satisfaction with business process, business intelligence, and reporting.

Contextual Information

In 2009, Collegiate Project Services completed a study of 12 higher education institutions planning to implement new Enterprise Resource Planning (ERP) solutions. The purpose of the study was to identify the top ten most often cited benefits associated with moving to new ERP solutions. The table below provides a ranked list of the benefits.

Top 10 Benefits
Rank Benefit % of Institutions Reporting
this as a Top 10 Benefit
1 Enhanced technology 91%
2 Efficiency 91%
3 Integrated information 66%
4 Reporting 66%
5 User-friendly 66%
6 Access to data 50%
7 Customer service 50%
8 Functionality 41%
9 Communication 25%
10 Security 25%