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State of Tennessee Edison Implementation

State of Tennessee Edison Implementation. What have we done?. Project context. Size of state budget: $ 27 Billion Includes the three branches of state government Includes DOT Number of employees: 43,000. Legacy processes. Paper invoices routed via messenger

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State of Tennessee Edison Implementation

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  1. State of TennesseeEdison Implementation What have we done?

  2. Project context • Size of state budget: $ 27 Billion • Includes the three branches of state government • Includes DOT • Number of employees: 43,000

  3. Legacy processes • Paper invoices routed via messenger • A/P batched nightly to generate warrants • Paper travel authorization • Paper travel claims for most agencies • Three agencies used an electronic claim system • No A/R system • Limited grant accounting system • No facilities management system • Mainframe processing

  4. Legacy processes, cont • Individual systems worked in silos • Systems were highly customized • Systems that were replaced were extremely old and not supported anymore

  5. The new view • Leadership wanted a new platform that would enable better analysis, support improved business processes and leverage technology • That translated into imaging, workflow and employee self-service on a web-based architecture, including the following modules:

  6. Human Capital Management • Absence management • Benefits administration • Commitment accounting • Enterprise learning management • Human resources • Payroll • Time and labor

  7. Financials, Supply Chain Mgmt • Asset management • Accounts payable • Accounts receivable • Budget control • Billing • Cost allocation • Cash management • Contracts • Cashiering

  8. FSCM, cont. • Fleet management • General ledger • Grants • Inventory • Plant management • Projects

  9. FSCM, cont. • Catalog management • Procurement contract • ePro requisitions • eSupplier • Purchasing • Services Procurement • Strategic sourcing • Travel

  10. Planning • Conducted site visits in PA, OK, MA and UT Knoxville • Performed a high-level requirements analysis • Identified business and technical solution requirements • Prepared a competitive procurement • Established project sponsorship and steering committee • Identified the state project team • Established a communications plan

  11. Things we didn’t plan for: • Downturn in the economy • First Republican majority in the TN Senate since Reconstruction • Federal stimulus funds • The intensity of agencies’ resistance to change • Worst flood in 1000 years

  12. Goals for success • Minimize software customization • Facilitate agency involvement • Implement a reliable technical infrastructure • Support trained users • Configure a solution that meets the state’s administrative business requirements • Position the state for future improvements

  13. Project costs • Consultants - $ 73,800,000 • Software - $ 15,000,000 • State Project Team annual operations - $15,000,000

  14. Project timeline • Both HCM and FSCM projects would begin on 4/06 • HCM went live Oct 2008 • FSCM went live in waves beginning Jan 2009 and ending Oct 2009

  15. Difficulties in implementation • Change management • Protracted conversion • Keeping two accounting systems going stretched limited resources and added a confusion factor to reporting and transaction processing

  16. Results of those difficulties • Delayed CAFR preparation • Increased the opportunity for error in analysis • Criticism • Lost sight of the technological improvements

  17. Implementation realities • Electronic pay stubs • Web-based system used remotely 24/7 • Streamlined W2 processing • Imaging has improved document retrieval and reduced physical storage needs • More recording of accounting events when they occur due to the A/R module • Quicker and more efficient travel reimbursement • Use of employee id in place of SSN

  18. Implementation realities, cont. • Supplier portal reduces phone call inquiries • Employee self-service allows employees the convenience of making certain changes on their own • Provided an infrastructure for new ways of making procurement processing efficiencies • Provided the framework for improving the management of state facilities • Provided the framework for better grants management information • Provided better control over cashiering activities

  19. Implementation realities, cont. • Provided framework for better analytics because more information is captured on more transactions • Provided a better audit trail for each transaction

  20. Questions? Call or email: Jan Sylvis Chief of Accounts TN Department of Finance and Administration 615.741.2382 jan.sylvis@tn.gov

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