Financial quantifiable business case analysis (QBC):
Vision: King County's financial, human resource, and budget management functions are fully integrated, efficient and effective, and enhance the countys ability to provide essential services to its customers.
Purpose:Develop a recommended business operations model and business case that will support decisions on how the County should address replacement of legacy financial, human resource, payroll and budget systems (business operation and software application systems) as well as the necessary changes to business practices to support the recommended model.
Project overview:
Project Review Board Status:Phase V - Project Close-out
Overview:For an overview of this project, please see the 2004 Annual Technology Report.
Quarterly status:
Business Case Analysis:
The Financial Business Case Analysis project has completed work on all major project deliverables and is entering into its closing phase. In July 2004, the project has delivered the following reports: Total Operating Cost of Technology Report, Technology Cost Updateable Model-Repeatable Total Cost of Ownership Manual, Business Operations Model Report and Quantifiable Business Case Report. The reports are available below.
Executive Recommendation Accountable Business Transformation:
In the Quantifiable Business Case (QBC) Report, the consultant Dye Management, recommended Accountable Business Transformation (ABT) that will bring contemporary financial and human resource best practices to King County. ABT is the only alternative that fully met the Vision and Goals Statement for Enterprise Financial, Human Resource, and Budget Management, April 2003
Based on the QBC report, the Executive has developed a recommendation of four key policies that will provide the foundation to move forward with an Accountable Business Transformation (ABT) for payroll, finance, human resource and budget management: Human Resources/Payroll Policy, Human Resources Policy, Financial Policy, and Budget Policy.
The adoption of these policies will provide clear direction from all elected leaders of all branches of county government and create the supportive environment of commitment and cooperation essential for all further activities. These recommended policies have been endorsed by the Strategic Advisory Committee at the September 2004 meeting.
The Labor, Operations, and Technology Committee proposed a motion approving accountable business transformation program policies and requesting the executive to transmit to council a revised executive recommendation document and a governance program charter by March 1st 2005. The motion was adopted by the King County Council at the October 4, 2004 meeting.
The Executive recommendation, in addition to recommending the policies, includes a 2005 work program and deliverables as the initial phase of a multi-year ABT program.
The major objectives of the ABT Program are to transform the fundamental financial, human/resource/payroll and budget functions for the county by aligning the divergent policies, procedures, business processes and practices; change and improve business processes for legal compliance, productivity improvements and adhoc reporting; Improve integration, eliminate redundant data entry and time-wasting reconciliation, high systems maintenance, staff support and upgrade costs; migrate all county employees into PeopleSoft human resource/payroll system; replace the two accounting systems with Oracle Financials; select and implement countywide budget system; Implement integration "middleware" including the tools and operations required to share data between the two data systems; and to perform multiple projects to migrate all county agencies to PeopleSoft and Oracle following a phased approach.
Contact information:Contract Manager: Gary Lemenager, gary.lemenager@kingcounty.gov
Project Lead: Zlata Kauzlaric, zlata.kauzlaric@kingcounty.gov
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