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Hillsborough County Aviation AuthorityFORCES Presentation ‐ July 21, 2017

Implementing HCM at America’s Best AirportJason Watkins, CPA Linda Collins, PMP

Senior Manager, Financial Operations Senior Project Manager, ITS


• Approximately 18 million passengers• Four airsides ‐ 59 gates• 4 miles of baggage conveyor systems• 3,300 Acres• 3 runways

⁻ 1L‐19R: 11,000’⁻ 1R‐19L: 8,300’⁻ 10‐28: 7,000’

• Three General Aviation airports• 23,000 parking spaces• About 500 daily operations

TPA Airport Overview


• Implement ten Oracle HCM modules⁻ Core HR, iRecruitment, ESS, MSS⁻ Payroll, Oracle Advanced Benefits⁻ Performance Management, Learning Management⁻ Absence Management, OTL (Time & Labor)

• Install new Time Clocks• Implement ADP Tax Payment/Garnishment services• Rewrite AME rules for Procurement • Implement Project Accounting

Project Objectives


• 625 employees with 5% vacancy• Oracle EBS 12.1.3• Two unions – Police and Teamsters

₋ Complex payroll rules, notably around overtime and holidays

₋ Supervisor to Shift relationship can become muddled complicating performance and timecard reviews

• Fewer than 100 earnings / deduction codes• Paid bi‐weekly on a two week lag, every other

Friday

Organization Profile• One FEIN• Outbound Interfaces (manually

compiled)‐ Florida Retirement System‐ ICMA (457 plan)


• KRONOS / Stromberg Timeclocks– Stromberg ended support September 2015– Proxy card reader punch in

• Payroll Processing @ Paychex– MS Access database for historical payroll data– Compensation changes performed manually– Tax reporting and compliance– Employee Self Service limited to address and

direct deposit changes

Prior State and Business Case


• Manual process for Unileave (PTO) Sellback• Civil Service departure – October 2015• Performance Reviews – paper based• In House Training – Paychex E‐Services • Learning transcripts• 50% of employees did not have HCAA email

accounts or computer access• Nearly all supplemental pay types added

manually by Payroll Dept

Prior State and Business Case


Guiding Principles

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1. “Design for the rule, NOT the exception”

2. “Don’t retrofit the past”


• Resource Allocations and Constraints– HCAA unable to backfill any resources from HR– Consulting firm assumed 40% allocations for HCAA resources– Change Management resource is being hired into ITS – All change management responsibilities will be provided by that HCAA resource– Budget…

• Phased Rollout – Phase I ‐ August 2015– Phase II ‐ October 2015– Phase III ‐ December 2015

Implementation Assumptions


Original Timeline – Phased Rollout (Aug, Oct andDec 2015)

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Actual Timeline ‐ Phased Rollout (Aug, Oct 2015 andMar 2016)

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Change Management Strategy

• Form a dedicated Change Management Team

• Brand the new system to help market the change

• Build a communication plan using multiple forms of communication

• Build a training plan that offers variety of methods to learn the new system

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Change Management Challenges

• Short time frame (nine months) for implementing new system

• Employees needed to use both old and new systems for period of time

• More than 50% of employees did not use computers on a daily basis

• Approx. 20% of employees did not have HCAA emails or computer logins

• 15% of employees work non‐standard work hours (24/7 schedules)

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Branding of new HR System ‐

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1. Unique name and logo 2. Standard templates for communication and training materials

3. Designated email address for communication and support

[email protected]


Stakeholder Assessment

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1. Identify Stakeholders 2. Identify Changes


Communication Plan

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Communication ‐ Posters

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Communication ‐ Project SharePoint Site


Training & Communication – Intranet Page

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Training ‐Materials

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1. Quick Reference Guides (QRGs) 2. FAQs


Training ‐ Interactive LearningModules

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Training ‐Classroom Instruction

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• Reconfigure workflow away from “People” based to “Job Code” based

• Streamline 427 unique AME workflow rules down to 28 standardized rules

• Employee record affects iExpense, distinct costing

Impact on Procurement / AP Workflow


Reliance on Job Code

• Organization implemented Core HR in August 2015• Introduced Job Code standardization

– Previously 100s of position codes, migrated to ten Job Codes

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*http://docs.oracle.com/cd/E39904_01/hcm92pbr0/eng/hcm/hhaf/concept_PersonorPositionStructure‐e329a2.html


Requisition / Invoice Approval Limits

Job Name Approval Level

Approval Authority

Manager* 1 $ 1,000

Senior Manager 3 $ 15,000

Director 5 $ 100,000

Assistant Vice President

6 $ 500,000

Vice President 8 $ 99,000,000

CEO and VP Finance 9 $ 500,000,000

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* Approval authority has since increased to $5,000


• Manual, paper based process• Hours captured through timecard• Exact costing required, still manually

calculated• First wave of project labor detailed

reporting released• Sets foundation for full automation of

internal labor costing and capitalization

Project Accounting


• Canned Oracle EBS reports• EiS HR/Payroll Suite• EiS GL Connect• Oracle BI or another BI solution

Reporting Solutions


• Pay stubs and W2s maintained in one location for historical reference

• Vacation Sellback automated• Benefits elections easily identified by

employee• Automation of FRS / 457 file generation• AME rule overhaul/streamline

Successes


• Automation of supplemental compensation type calculations and performance reviews

• Earnings/Expense elements tracked much more granularly

• Full HR supports AME rule overhaul• “Single Source of Truth”

Successes


• Understand how employee onboarding and off‐boarding are to be managed

• Benefits Open Enrollment – Self Service• Convert existing employee data or start

anew

Lessons Learned ‐Core HR / Benefits


• NACHA files, manual paychecks• Mid‐Year Conversion / W‐2s• Quarterly payroll tax submissions

(IRS 941) – recalculations• KABA Timeclocks / Project

Accounting• Post employment compensation

(bonus) to terminated employees, last payroll date

Lessons Learned ‐ Payroll


• ADP Element Mapping• ADP recalculates FICA burden for

941s…don’t always match• 3x payroll months, impact on twice

monthly deductions• The “Quick Pay” function in Payroll

is your best friend



• Timecard auto creation for exempt employees

• Auto approval (exception time)• Daylight savings impact on

timecards and timeclocks• Timecards modified after batch

element entry process (OTL > Payroll)



• Spend enough time with your accounting distributions, notably liability clearing accounts during testing…– Cash outflow via NACHA/check plus

benefits liabilities should equal gross earnings…sounds obvious…test

Lessons Learned ‐ Finance


• Demand a clear set of test scripts from your implementation consultant early• Brainstorm obscure scenarios to test…and retest• RUP patches can be disruptive…test, test, test…all modules

Lessons Learned ‐ Testing


• Allow your teammates to make mistakes . . . allow yourself to make mistakes

• Celebrate intermediate wins. . . morale will be challenged

• Key project team members will leave . . . . document as you go

(yes it’s a pain, but so necessary)

Lessons Learned ‐ Teamwork


• Remember to update training materials• Conduct periodic sessions with key end users

for feedback on system as an ongoing process• Identify department level users to become the

system advocates• Identify when and how to communicate

technical issues

Lessons Learned – Change Management


It gets better…

0‐6 months ‐ Painful

6‐12 months – Emerging Confidence

12‐18 months – Relative Comfort

Mostly


• Mobile timecards for approvals and project labor• ACA compliance reporting• Integration with Hyperion Budget and Planning• Open Enrollment automation for summer 2018• Employee life cycle document workflow• More robust onboarding/off‐boarding alert system

Upcoming Flights


Jason Watkins, CPASr Manager, Financial [email protected]

Thank you!

Linda Collins, PMPSr Project Manager, ITS

[email protected]

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