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CSU Hackett Engagement

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Title: CSU Hackett Engagement


1
CSU Travel Expense Best Practice Initiative
2
Agenda
  • Introduction and Meeting Kick Off
  • Recap Key Considerations
  • Best Practice Principles and System Functionality
  • System Demonstration
  • Back Office Processing
  • Travel Policy Update
  • Change / Communication / Training Strategy
    Approach
  • Next Steps
  • FAQs

 
3
Agenda
4
Introduction Meeting Kick-off
5
Project Objectives/Background
  • Original CMS Project Charter, endorsed by CMS
    Exec Committee in 1998 stated that
  • Within 5-7 years after the beginning of the CMS
    Project, the CSU will
  • Manage its affairs using a common set of
    administrative best practices, and
  • Support those administrative best practices with
    a single integrated suite of administrative
    software
  • CABO white paper, written in April 2005,
    documented the desire to establish a CSU best
    practices initiative
  • Sets of best practices would be developed
    disciplined processes would be produced and
    implemented at each campus
  • Identified finance as area to start initiative,
    and ultimately, (working with a subcommittee of
    the FOA), the travel area was chosen
  • With objective of identifying common set of CSU
    administrative best practices, the challenge was
    how do we identify the best practices to
    implement
  • Needed a proven methodology to move from concepts
    to outcomes
  • Needed to get expert assistance to move from our
    practices to best/better practices
  • Brought in a consulting firm, The Hackett Group,
    with repository of best practices to help
  • Building best practices testing our ability to
    identify systemwide best practices with the
    travel area, if successful, other operational
    areas will be chosen
  • This is a NEW approach, we typically have
    processes and policy in place and develop our
    system to support current practices
  • With this project were refining what we do
    today identifying new/updated processes/policy
    based on best practices weve reviewed and
    considered (which is what weve been working on
    up to this point)
  • Once new/updates processes/policy are identified
    well look to develop the Oracle Travel and
    Expensessystem to support those processes/policy

 
6
Workshop Objectives
  • Confirm Considerations Made to Date
  • Review PeopleSoft Functionality
  • Validate Future State Design Direction
  • Review Change / Communication / Training Strategy
    and Approach for Go-Lives
  • Provide Information around Next Steps / Systems
    Configuration

 
7
Recap Key Considerations from Vision
Validation Fit Gap Sessions
8
Moving Forward with Best Practices
9
Pre-trip approval travel requests
  • Key consideration in moving forward
  • Benefits
  • Travelers will have minimal change impact and
    learning with systematized pre-trip travel
    requests
  • Travelers will not have to complete a pre-trip
    approval request and also an expense report.
    This will alleviate multiple forms for the
    travelers to submit
  • Approvers will not have to administer pre-trip
    approval and expense approval in the system
  • Minimal support calls to Accounts Payable if
    systematized pre-trip authorizations are
    submitted after the fact and an expense report
    needs to be paid out

Pre-trip authorization for travel must be
obtained from management within the employees
campus. Authorization requests will be managed
as they are today within each campus. Pre-trip
authorization will not be utilized in the system.
 
10
University Charge Card Usage Encouraged
  • Key consideration in moving forward
  • Benefits
  • Reduced administration and reconciliation of BTA
    bookings for AP staff
  • Strong controls as entire expense amount is on
    one form of payment method and one report
  • Eliminates potential duplicate payment to BTA and
    employee
  • Gain holistic view of all expenses via the
    expense report
  • Credit card data is sent to employee to
    pre-populate on their expense report which
    minimizes data entry
  • Payment to charge card provider directly for
    approved expenses on expense report
  • Higher rebates to State of California to enhance
    travel program
  • Does not impact CSU associates credit by applying
    for a card only if card is not paid in a timely
    manner

University charge card issued to all travelers
that qualify and proper use of the card is
strongly encouraged by travel policy. BTA
account is eliminated in some cases and/or
minimized for expenses such as outside
interviewee expenses and campus colleagues that
do not qualify for a card.
 
11
DRAFT Disbursements Matrix
12
Automated expense system with online approvals
  • Key consideration in moving forward
  • Benefits
  • Employee easily tracks status of expense report
    approval and payments
  • Electronic expense report creation allows for
    greater consistency and standardization
  • Electronic submission to approver replaces
    existing paper-based process
  • Pre-populated corporate card transactions
    expedite expense report creation and minimize
    data entry mistakes
  • Real time update of expense report status and
    tracking
  • Ability to attach imaged receipts to expense
    report in later phase
  • Built in audits and flags based on travel policy
    to educate and train traveler
  • Expense approval will allow for email
    notification, rerouting after designated number
    of days (3), and approver delegation
  • Standardization across the organization via
    common processes, technology, policies and
    procedures 

Automated expense reporting system integrates
the processes of expense report preparation,
expense report approval, submission and auditing.
The automated expense approval process will have
predefined, allowable parameters in place.
 
13
One level of approver with multiple notifications
  • Key consideration in moving forward
  • Benefits
  • Employees will know the status of the expense
    report based on automated workflow
  • Minimal administration of approval hierarchy
  • Employees will submit their expense report online
    and approval will be sent to their approver
  • Notifications will be sent in parallel with the
    approval to the corresponding departments to
    ensure there is financial tracking and budget
    oversight of the expense (e.g. Finance, Dean, VP,
    President)
  • Expense approval will allow for email
    notification, rerouting after designated number
    of days (3), and approver delegation

Expense reports will only require one level of
approval. The employees approver will be stored
in the system in the Organizational data of the
Employees Profile in Expenses. Upon submittal
the system will automatically route the expense
report to the designated approver. Notifications
will also be built to go out to others in the
system requiring notification of the expense. In
some cases the approver may wait to approve the
transaction in the system until those notified
approve either verbally or via email. After
approval by the Manager the report will be routed
to AP for Pre-Pay audit.
 
14
Employee Master Data from HR
  • Key consideration in moving forward
  • Benefits
  • Employee Data and Organizational information
    maintained in one system and interfaced over so
    it doesnt require dual entry/updates in both HR
    and Finance Systems
  • Interface of information instead of manual entry
    in Expenses will reduce input errors
  • Updates subsequently made in HR automatically
    interfaced over to Finance Expenses
  • One stop shop for employees to supply address and
    bank changes

Key Employee Data and Employee Organizational
Data housed in HR will be brought over to Finance
Expenses Employee Profile tables via the use of
Integration Broker and Application Messaging
tools. Applicable HR maintained fields include
Employee ID, Employee Name, Personnel Status
(employee vs. non-employee will not bring over
non-employees), Home Address, Other mailing
address (work address), Employee Status (active,
terminated, etc.), Business Unit, Department, and
Supervisor. Integration Broker can also
accommodate bringing employee bank and corporate
credit card information to Expenses where
available. There will be an initial load of all
applicable data and then subsequent updates made
in HR will be brought over real time to Finance
Expenses via the use of Application Messaging
tools.
 
15
Automated account coding shared expenses
  • Key consideration in moving forward
  • Benefits
  • Organizational Chart field information will
    default into expense report based on data stored
    in employees profile (Business Unit, Department,
    Fund, Program, Project, Class, etc.) No need for
    entry unless updates are required
  • Option 1 Employees have the flexibility to
    charge via line item expense category or allocate
    the Organizational Chart fields for entire report
    at the header level
  • Option 1 One expense report can be submitted
    for multiple charge codes
  • Option 2 Employees would reference the expense
    report and the account to charge so a journal
    entry is made by Campus Finance

Expense types within the expense report will
automatically default to the proper general
ledger account and the employee s profile
information will default in their specific
Organizational Chart field information. If there
is a reason to charge multiple funds or
departments, the system will allow for shared
expenses. A shared expense refers to a cost that
is shared among multiple funds / departments.
Option 1 Shared expenses can be split at each
expense line or at the header level via
percentages. The percentage total must equal
100. In the expense report, the employee will
enter the transaction and the percentage or
portion of the expense categories classified.
The header level chart fields will default into
the expense lines. Further updates can then be
made at the expense line level. Option 2 If
there is a need to charge multiple funds or
departments, a journal entry will be performed
within the general ledger to ensure proper
account coding is charged.
 
16
Central payment of credit card
  • Key consideration in moving forward
  • Benefits
  • Employee convenience
  • Better negotiation with credit card company on
    issuing cards to individual employees
  • Payment managed centrally
  • Higher rebates to University based on payment
    history
  • In line with PeopleSoft future state design
  • Increased security against delinquent card
    payments
  • Increased savings through better negotiated
    rebates from the credit card issuer 

University Charge Card will be paid centrally by
Accounts Payable for approved expenses only.
Approved expense reports that include University
charge card transaction information will be
extracted from PeopleSoft and paid to American
Express with AP pay cycle process. Employees
will be responsible to pay expense reports that
are not submitted in a timely manner.
 
17
Central payment of credit card
Reimbursement Process
Accounting Entries
  • Campus Finance will centrally pay corporate card
    vendors for approved charges
  • Debit appropriate expense account and credit
    campus AP account
  • If amount due employee check or EFT to
    employee issued
  • If amount due AMEX performed via EFT to AMEX

18
Best Practice Business Process Flows System
Functionality
19
High Level Travel Expense Process Flow
20
Maintain Employee Profile
21
Pre-Trip Travel Arrangements
22
Processing Expense Reports
23
Receipt Submission Recording
24
Processing Reimbursement
25
Best Practice Expense Reporting Process Flow
Expenses are paid to credit card vendor
Expense reports approved electronically
Credit card transactions imported in to TE System
Employee creates and submits expense report in
system
Approved expense reports electronically
transmitted to Campus Finance
Employee is reimbursed through Accounts Payable
system for out of pocket expenses
Optional for Traveler
Employee
Employee faxes receipts to Campus Finance and
attaches imaged receipts to expense report
Employee prints receipt report and attaches
original receipts and sends to AP
Original receipts are filed at Campus Finance
for storage
Later Phase
26
Key Considerations Impacts
27
Key Considerations and Impacts
28
Key Considerations and Impacts
29
System Functionality
30
Expense Report Creating a Travel Advance
Fill in Required information and click Submit
upon completion.
31
Expense Report Creating a Travel Advance
After Submittal submission is in Process.
Waiting for approval.
32
Expense Report Creating a New Report
Select Quick Start Method of your choice and
click GO or if choose to leave as blank
then start entering information.
33
Expense Report Entering Manual Expenses
Enter Expense Type and other required
information. Required fields are marked with an
. Then Click the Detail button to fill in more
detailed information.
34
Expense Report Expense Type Details
Fill in additional details and click Return to
Expense Report to add additional lines and
complete expense report steps.
35
Expense Report Applying Cash Advance
Click Apply Cash Advance on Expense Report
Entry Page.
36
Expense Report Applying Cash Advance
Click on Magnifying Glass to bring up a list of
applicable cash advances.
37
Expense Report Applying Cash Advance
Click on Advance ID of Appropriate Cash Advance.
38
Expense Report Applying Cash Advance
Main Entry page Reflects application of cash
advance.
39
Expense Report Entering Credit Card Expenses
If starting out a new Expense Report, Select
Quick Start Method of Entries from My Wallet
and click GO
40
Expense Report Entering Credit Card Expenses
If working on a previously Saved report or have
already added manual entries select Expenses
From My Wallet and click Add.
41
Expense Report Entering Credit Card Expenses
Check boxes next to items wish to add to expense
report and then click Done.
42
Expense Report Entering Credit Card Expenses
Selected Items Populate on Expense Report as Due
to Vendor Items
Note that items with Payment Type Visa here, but
American Express at CSU will be paid directly to
American Express Vendor.
43
Expense Report Assign Account Coding Header
Level
Click on Accounting Defaults Link.
44
Expense Report Assign Account Coding Header
Level
Information defaults in from Employee
Profile. Update Chartfields as necessary. Can
add additional rows to allocate expense items via
percentages. These values will default to the
expense line items accounting detail.
45
Expense Report Assign Account Coding Detail
Expense Line Level
Click on Accounting Detail Link.
46
Expense Report Assign Account Coding Detail
Expense Line Level
Chartfield information defaults in from Header
Level Accounting. Account Code defaults in based
on Expense Type chosen. Update information
as appropriate. Can add lines to split up
amounts to different Chartfield combinations if
necessary.
47
Expense Report Route for Approval
Upon submittal of expense report the
system automatically routes to the appropriate
approver based on configured approval rules.
48
Facilitating the Approval Process
  • Approver setup and Maintenance
  • Currently exploring options of using existing HR
    hierarchy and feeding Supervisor ID to Employee
    Profile in Expenses
  • Further updates can then be made if Direct
    Manager is housed in HR or
  • Enter and maintain Supervisor ID/Designated
    Approver in Expenses
  • Supervisor in HR may not necessarily be the
    Expense approver
  • Report to Approve Notification and Dunning
    Rerouting
  • Notified via email and will be in worklist
  • Expense reports that have not been approved after
    3 days will be routed to another approver
  • Approver Delegation
  • If an approver is out-of-office they can assign a
    delegate to approve their expense reports
  • All expense reports submitted to the approver
    will then be routed to the delegate

49
Assigning a Delegate/Alternate User Proactively
set ahead of time that you will be out of the
office
Enter Alternate User to Receive your routings and
From/To Dates that will be out of the office.
After the entered To Date reports for approval
will go back to being routed to your worklist.
50
Rerouting Approvals In the event that you need a
different approver or if approver is out
unexpectedly system admin needs to reroute
Enter the user you wish to reassign your worklist
items to, select which items to reassign to
selected user, and click on Reassign button.
51
Viewing List of Pending Reports Awaiting Approval
Expense Reports pending approval will appear in
appropriate approvers worklist.
52
Approving an Expense Report
Select appropriate action to approve, send back
for revision, hold, deny, or save changes and
return to report later.
53
Approval Status of Expense Reports
Status shows where report lies in the
submittal, approval, and payment processes.
54
Staging Expense Reports for Payment
Select and run Stage Payments process to move
expense transaction data into staging tables for
processing. This will stage all Approved for
Payment Reports.
55
American Express Vendor Setup
As travelers choose Payment Type of American
Express on their Expense Report those approved
expenses are marked to be paid directly to
American Express Vendor upon expense processing
and pay cycle run.
56
Marking Receipts Received
Check to designate original receipts have been
received by AP.
57
System Demonstration
58
Demonstration in the PeopleSoft System
  • Create a Travel Advance
  • Create an Expense Report
  • Expense Report Submission
  • Expense Report Submission with Pre-population
  • Approval of an Expense Report
  • Process Expense Report for Payment

59
Audit Rules Back Office Processing
60
Sample System Audit Rules
61
Sample System Audit Rules (continued)
62
Sample Back Office Reports
63
Sample Physical Audits
  • Receipt verification
  • Original
  • Reasonableness
  • Credit card matched employee
  • Hotel Folio
  • Doesnt include disallowed expenses
  • E.g. mini-bars, movies, etc.
  • Airfare
  • City pair with a state contract fare
  • Car rental
  • Preferred vendor
  • Registration Fees
  • Meals not included

64
Travel Policy Update
65
Travel Policy Activity Update
  • Team met July 17th and will reconvene in August
  • Team members
  • Sharon Taylor, Long Beach
  • Daniel Palm, Long Beach
  • Wayne Kuhaupt, San Francisco
  • Becka Paulsen, San Jose
  • Gloria Ogg, Sonoma
  • Colleen Nickles, Chancellors Office
  • Cyndi Williams, Chancellors Office
  • Robyn Pennington, Chancellors Office
  • Team discussed key areas for change

66
Policy Considerations
  • Role of AP
  • Role of Approver
  • Delegation of Authority
  • Pre-Trip Approval
  • Receipt Requirement Threshold
  • Reimbursement of and/or Policy Surrounding Items
    such as
  • Conference Registration
  • Meals
  • Lodging
  • Transportation
  • Expenses/Incidentals
  • Charge Card Usage

67
Change / Communication / Training Strategy
Approach
68
Change, Communication and Training Goals
  • Create Awareness - Provide clear, complete and
    timely information about the purpose of the TE
    Project, its impact on the organization and
    specifics about the implementation and processes
  • Develop Understanding - Build an understanding
    among key audiences to support a smooth
    transition towards the new system
  • Promote Buy-in - Assist all those involved in the
    TE Project in understanding their responsibility
    to provide communications and participate as
    effective advocates and communicators
  • Ensure Consistency - Maintain consistency and
    clarity of key messages by continually aligning
    project implementation messages with other
    critical business and transformation goals /
    messages
  • Solicit Feedback and Participation - Actively
    solicit comments and suggestions from everyone
    involved in the TE Project in order to measure
    the effectiveness of the overall project and
    suggest / make improvements to change and
    communication strategy
  • Generate Enthusiasm - Gain acceptance and
    enthusiasm by exciting people about what the TE
    Project can mean for CSU and its employees
  • Develop Support Mechanism for Go-Live

69
How to Achieve the Goals
  • Develop a core Set of Common Processes
  • Project has resulted in a core set of Travel
    Expense processes
  • Travel Policy revision will align with new
    processes
  • Schedule for DRAFT completion in Fall 2008
  • Ensure we have a proactive approach to Change,
    Communication and Training for the TE
    implementation
  • Deliver a core set of training to the campus well
    in advance of implementation
  • Focus on five types of users
  • Frequent Traveler
  • Infrequent Traveler
  • Administrative Assistants supporting travelers
  • Approver
  • Subject Matter Expert (ex. Accounts Payable)

70
Training Principles
  • Work closely with campuses to ensure training
    needs are assessed and supported
  • Develop training materials that are easily
    accessible to the audience
  • Work closely with the TE Process and System
    project subject matter experts to ensure
    consistency between the business process design
    and the training program
  • Educate on the process and key changes / impact
    to the processes
  • Develop a process that will enable the right
    people to receive the right training at the right
    time

71
Training Objectives
  • Develop training materials to support a blended
    training approach for campus deployment
  • Instructor-led training
  • Train-the trainer
  • Step-by-step (A to Z) user guides
  • Quick reference guides
  • On-Demand Video Modules
  • Develop training deliverables to promote a
    repeatable approach for all future campus
    implementations
  • Campus can supplement end-user training to meet
    requirements outside of system-wide Travel Policy
  • Educate on the process and changes to the process
  • Provide motivation and benefit
  • Create simulations

72
Training Audience
  • Training based on role and what they need to know
  • End-user traveler (Frequent Infrequent
    Travelers)
  • Employees who input their own travel expenses
  • Administrative Assistant
  • Employees who input expenses for supervisor or
    managers or other travelers in their department
  • Approver
  • Review approve reports and entries
  • Notified via email for reports to approve
  • Campus Finance (Subject Matter Experts)
  • Individuals who will perform audits on expense
    reports prior to payment
  • Individuals who will process travel expense
    reports for payment

73
Communication Approach
  • We are in the process of developing a training
    and communication approach that will ensure the
    stakeholders/end-users are well informed and
    understand
  • Advantages and benefits of using the system
  • Timelines for implementation
  • Training resources available
  • We are preparing a stakeholder matrix to
    determine change impact and document required for
    communication
  • Commitment
  • Buy-In
  • Support
  • Awareness
  • Education
  • We are working to identify the required
    communication events
  • Communication Method
  • Frequency of Communication
  • Resources needed
  • Schedule / Timing

74
Sample Communication / Readiness Timeline
75
Sample Communication / Readiness Timeline
76
DRAFT Next Steps with the Pilot Campuses
  • August December
  • Confirm configuration requirements
  • Develop configuration/process guides
  • System Testing Involvement
  • Provide additional suggestions around what else
    may be needed for your campus from a change,
    communication and training(CCT) perspective
  • Confirm campus stakeholders for CCT contacts
  • January March
  • Meet with project CCT team to review and confirm
    campus specific approach
  • March July
  • Assist with awareness-building activities, e.g.,
    information booths / PeopleSoft demos,
    distributing communications, etc.
  • May August
  • Assist with CCT activities related to Go-Live,
    Readiness Cutover, and Transition activities

77
Next Steps
78
DRAFT High Level Project Timeline and Overview
Travel Policy Socialized
Travel Policy Feedback Gathered
Travel Policy Finalized
Travel Policy Published
Setup Environment
Document Configuration Decisions and Gather
Detailed Configuration Values
Configure Environment
Develop Documentation
Review Specification Standards
Develop Functional and Technical Specifications
Technical Development
Unit Testing
Technical Code Walkthrough
Test Planning
Set up Test Environment
Functional Testing
System/Integration Testing
Acceptance Testing
Analyze Training Needs
Refine Stakeholder Matrix
Develop Training Materials
Create Training Plan
Develop Communication Plan / Materials
79
Next Steps
  • Module demonstration for campus end-users
  • August 5
  • Discuss Needed Policy Changes (policy team)
  • Present Future State Vision to FOA
  • Confirm with CABO next steps forward
  • Begin System Configuration
  • Review configuration with campuses in
    mid-September
  • Prepare change, communication, and training
    materials for Pilot Campuses

80
Questions? Thank you! www.calstate.edu/qi
81
Best Practice Initiative Champions
Thank YOU!
82
Best Practice Initiative Champions
Thank YOU!
83
Frequently Asked Questions (FAQs)
84
Frequently Asked Questions (FAQs)
85
Frequently Asked Questions (FAQs)
86
Frequently Asked Questions (FAQs)
87
Colleen Nickles / Robyn Pennington / Angie
Caswell-LaPierre David Nisbet / Jenn Downing
www.calstate.edu/qi
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