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ENTERPRISE RESOURCE PLATFORM
AN INFORMATION SYSTEM TRANSFORMATION
Jeremy D. Johnston, MBA, PE, Executive Director
Jeffrey Wesselman,CPA, Chief Financial Officer
Kimberly Richardson, Chief Human Resources Officer
Karen Osbourne, CPA,MBA,Assistant Chief Financial Officer L‘.0 CO�fA,T`
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AGENDA
What are Enterprise Resource Platforms (ERP)?
Why does the Clay County Utility Authority need Enterprise Resource Platforms?
What is the process we are going through to implement an Enterprise Resource
Platform?
What are the risks and benefits?
What Enterprise Resource Platforms are you considering?
How long will a transition to Enterprise Resource Platforms take?
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How much will a transition to Enterprise Resource Platforms cost?
What are the next steps? 04.1
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WHAT ARE
ENTERPRISE Performance Customer
Reporting Management
RESOURCE
Operations
Management Billing
PLATFORMS •
Financial
Inventory Management
Management
Human
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Management -:-
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WHY DOES CCUA NEED ENTERPRISE RESOURCE
PLATFORMS ?
to
IIIHuman Dependence
Recreation of industry standard
platforms
C C U A's Consistent
programming issues
Need spreadsheets for data
Ex i st ig
n analysis and decision making
Re-entry of the same data
Sy
stems multiple times
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Unable to provide requested G>, • ,`�
customer service and 14YAUTNpf`
capabilities
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WHY DOES CCUA NEED ENTERPRISE RESOURCE
1 PLATFORMS ?
Requested Levels of
Customer Service
and Capabilities
Industry Standardized
Reports and
Automated Analysis for
ER P s Processes and Effective and
Real-Time Timely Decision
Data
Making
Provide ExpertSupport
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Industry =
Standards flisl
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WHAT PROCESS IS CCUA GOING THROUGH TO
IMPLEMENT AN ENTERPRISE RESOURCE PLATFORM ?
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Research � O� reach � Proposals Evaluation Recommendation
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WHAT PROCESS IS CCUA GOI NG THROUGH TO
IMPLEMENT AN ENTERPRISE RESOURCE PLATFORM ?
Approval Preparation Installation I Integration Testing l Launch
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WHAT ARE THE RISKS AND BENEFITS ?
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• Increasing inefficiency
• Allocation of resources to non-beneficial work efforts
RI s k (with no action) • Decreasing levels of customer service
• Limited level of performance management
• Technical support limited to one in-house programmer of a custom-built system
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• Existing system readiness
• Data conversions
Risks (with action) • System integrations
• Change management
• Staff adoption
• Improved efficiency
• • Standardized and Automated processes
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Its • Improved reporting
• Real time data for decision making
• Improved customer service
THE ENTERPRISE RESOURCE PLATFORMS
RECOMMENDED
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Financial Management Customer Information System
Human Capital Management Customer Engagement
Operational Planning Utility Billing
Strategic Sourcing and Spend Management Mobile Field Service
Asset Management Capability
Backflow r..,...--�yCOU^,��-
Outage Response
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HOW LONG WILL A TRANSITION TO ENTERPRISE RESOURCE PLATFORMS TAKE ?
Approval Launch
Dec. 2022 Preparation Installation Integration Testing Mar. 2024
Roughly 60 weeks from start to launch
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HOW MUCH WILL A TRANSITION TO ENTERPRISE
' RESOURCE PLATFORMS COST ?
• ° M SpryPoint Implementation +/- $ 1M
workday Workday Implementation +/_ $0.2M
STRATEGY
g MICE
ERP Consultants +i- $ 2 . 2M
CCUA Staff Costs .i- $ 0. 6M ( — 1
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WHAT ARE THE NEXT STEPS ?
Staff will complete the review of the proposals received from the professional
services consultants in this area of expertise
❑ Staff will present a recommendation to the Board of Supervisors for consideration
and approval at an upcoming meeting
❑ Upon Board of Supervisor approval, staff would engage the professional services
consultant and the Enterprise Resource Platform vendors to begin the project
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