Evaluate whether commercial systems can be cost effectively implemented that meet the specific needs of Peralta. If yes, budget and acquire. If no, budget and custom develop the system. Discussion: The current paper-based system suffers the same problems common to all paper-based systems: Failure to use the paper form as required. Loss or delay of the form during the preparation and review/approval process. Use of inaccurate information and codes on the form with the assumption that reviewers or processors down-stream of the originator will discover and correct these errors, which typically does not happen. An electronic system similar to Peralta’s previous electronic PA system will resolve these problems by integrating workflow and validation of codes and data entered before the form reaches the HR and Payroll systems. Hard benefits include: Reduction in manpower required to correct data or rework processes driven by the data. Reduction in errors requiring correction will reduce time to close the financials each month resulting in more timely and accurate financial data required to run the district. Reduction in the manpower required to originate the form and carry it from approver to approver, and eliminate any mid-process copies that may be made in order to create a history and control record. Soft benefits include: Fewer late or inaccurate pay warrants for employees. Environmentally friendly elimination of paper copies. A full historical record of all actions that is auditable and can be used as a statistical data source to further improve the process. From the November 2010 study we know that PA forms are greatly delayed which in many cases means that the instructor did not receive pay in the first month that it was due. From the study: The PAs generated for adjunct assignments (for restricted fund and non-instructional assignments) are manually carried along an approval routing that typically involves six stops on campus and 10 additional stops in the District Office. However, the degree of attention they receive varies widely from campus to campus and since the PeopleSoft system recognizes an obligation to pay after the third campus stop with the scheduler, there is reason to question the necessity of the additional 13 stops. Total processing time on campus averaged 23 days (random sample of 63 PAs, not all prorata but all from fund 11 or 30), and an average of 53 days campus and district office
Evaluate whether commercial systems can be cost effectively implemented that meet the specific needs of Peralta. If yes, budget and acquire. If no, budget and custom develop the system. Discussion: The current paper-based system suffers the same problems common to all paper-based systems: Failure to use the paper form as required. Loss or delay of the form during the preparation and review/approval process. Use of inaccurate information and codes on the form with the assumption that reviewers or processors down-stream of the originator will discover and correct these errors, which typically does not happen. An electronic system similar to Peralta’s previous electronic PA system will resolve these problems by integrating workflow and validation of codes and data entered before the form reaches the HR and Payroll systems. Hard benefits include: Reduction in manpower required to correct data or rework processes driven by the data. Reduction in errors requiring correction will reduce time to close the financials each month resulting in more timely and accurate financial data required to run the district. Reduction in the manpower required to originate the form and carry it from approver to approver, and eliminate any mid-process copies that may be made in order to create a history and control record. Soft benefits include: Fewer late or inaccurate pay warrants for employees. Environmentally friendly elimination of paper copies. A full historical record of all actions that is auditable and can be used as a statistical data source to further improve the process. From the November 2010 study we know that PA forms are greatly delayed which in many cases means that the instructor did not receive pay in the first month that it was due. From the study: The PAs generated for adjunct assignments (for restricted fund and non-instructional assignments) are manually carried along an approval routing that typically involves six stops on campus and 10 additional stops in the District Office. However, the degree of attention they receive varies widely from campus to campus and since the PeopleSoft system recognizes an obligation to pay after the third campus stop with the scheduler, there is reason to question the necessity of the additional 13 stops. Total processing time on campus averaged 23 days (random sample of 63 PAs, not all prorata but all from fund 11 or 30), and an average of 53 days campus and district office
Peralta-CCD-Information-Technology-Strategy.docx