49
Source: Office of Management and Finance ● Financial Planning Division
A
PPENDIX
F
F ‐ 5
EBS has already begun working with the Public Safety Bureaus to initiate changes that will leverage
current technologies. The group recommends that the cross function team latch onto the existing
efforts of EBS and immediately being working with the three bureaus to help them share best
practices, standardize where appropriate, streamline processes, and eventually create a user interface(s)
with SAP. Based on initial analysis, we believe that many of the business practices Fire has initiated
can be utilized by Police, and potentially BOEC. In addition, with standardized procedures and some
modifications to the bureau systems, we can develop an interface with SAP that can work for both Fire
and Police and eliminate the need for dual entry. Our analysis of BOEC’s systems is in the very
beginning stages.
It’s estimated that between the three bureaus we will save at least one FTE worth of time spent on
these tasks, which can then be redirected based on bureau needs.
#1B – Bureaus Requiring Work Order Systems Integration with SAP
Infrastructure and internal service bureaus need their time entry system to meet multiple business
needs, including paying their employees accurately based on time tracked against projects and work
orders. As such, many bureaus find it necessary to maintain separate Work Order systems which can
accumulate all project costs and bill other agencies (if appropriate) for work performed. Currently,
bureaus like Water, BES, and Fleet are entering time into two separate systems - SAP and their internal
Work Order system. This dual entry creates work inefficiencies, duplication, and potential for errors.
The group recommends that the cross functional team of experts complete an in-depth assessment of
the work order systems and the business needs in these bureaus to determine viable integration
opportunities that will reduce and/or eliminate the dual entry of time.
Recommendation #2: Technical Improvements in Time Capture
The group recommends looking into several ways to improve time capture processes. The solutions
should focus on decreasing the amount of time spent performing dual entry and reducing the
opportunities for entry errors which require substantial effort to correct after the fact. The specific
recommendations are discussed below.
#2A – Improve the current user-interface for Employee Self Service
The group recommends EBS maintain continued focus on the work to improve the Employee Self
Service (ESS) time entry user interface. The current user interface for time entry via ESS allows for
entry on a daily basis only and does not have adequate template functionality. Customers are
frustrated by the need to enter time on multiple pages and choose from hundreds of codes when
recording time.
EBS is currently developing a new user interface that would enhance usability by allowing time entry
on a weekly or bi-weekly view, provide customizable drop down menus for absence types and cost
objects, and improve template functionality. These improvements will speed adoption of ESS and
improve customer satisfaction.
#2B – Assess solutions for bureaus with unique time keeping challenges
The Portland Housing Bureau (PHB) has a complex array of funding sources and must comply with
federal regulations surrounding grants. The current ESS time entry process is too cumbersome for
them to record their time at the level of detail required for compliance activities. The group
recommends the cross functional team research to see if SAP can be modified to create a more
efficient time keeping process for PHB or whether a third-party time capture system might be a more
viable option.
77
Source: Office of Management and Finance ● Financial Planning Division
A
PPENDIX
F
F ‐ 6
Portland Parks & Recreation has a large and dispersed workforce made up of largely casual employees.
The group recommends a feasibility study of a third party time capture system which would integrate
with SAP, thereby decreasing the need for a large number of time keepers entering data into SAP from
paper timesheets.
Recommendation #3 - Small Bureaus
Due to the number of smaller sized bureaus who have a fraction of an employee allocated toward time
keeping activities, the team is recommending that an analysis be completed by the cross functional team to
evaluate potential efficiencies that may be achieved by consolidating and sharing time keeping resources
for small bureaus within the next year. Efficiencies may be able to be achieved through both economies of
scale as well as by reducing errors through an increase in time keeper familiarity of SAP, which is expected
to result from a larger frequency of SAP use by the shared time keeping resources.
Recommendation #4 - Pilot a Shorter Lock Out Period
User feedback indicates the lengthy time entry lock-out period causes considerable burden on bureaus to
complete their time entry within a narrow window. BHR and Central Payroll are working together to
identify opportunities to shorten the lockout period. The lock-out period supports several processing
components spilt between HR and Payroll; it is the specified time during which bureaus are expected to
not edit the master data of employees. Editing the master data can result in locking the employee from
payroll processes as well as overpayments caused by last minute bureau changes which HR and Payroll
cannot process due to time constraints prior to payroll exiting. During the lock-out bureaus may be
instructed to go into SAP and correct transactions previously submitted by the stated deadline. It should
be noted that the lock-out is not considered a “hard” lock-out, bureaus actually retain system access
throughout this period, but are just strongly encouraged to not make changes or produce new system
entries.
The lockout begins Tuesday at 8 PM in the pay period end week for employee master data, Thursday at 5
PM on the Thursday of the pay period end week for time entry, and ends for both when payroll exits on
Tuesday of the payroll week. Processing of employee personnel data starts Wednesday and ends Friday of
the pay period end week; processing of employee time data starts at Thursday 5 PM of the pay period end
week and ends Friday; Payroll processing begins Friday and runs through payroll exit, typically targeted for
Noon on Tuesday of payday week. See below.
The recommendation is that BHR and Central Payroll work with a large bureau, such as the Bureau of
Transportation, to design a pilot study of a shorter lockout period. Such a pilot would provide valuable
information about how the lockout period could be revised citywide.
Thu
Fri
Sat
Sun
Mon
Tue
Wed
Week 1
Open for time
entry-5 PM entry
deadline
Open for bureau
Time entry
corrections
Closed for Time
entry
Closed for time
entry
Closed for time
entry
Payroll Exit mid-day
Tuesday; open for master
data changes and time
entry mid-day
Open
Week 2
Payday-Open
Open
Open
Open
Open
Master data change lockout
at 8 PM until payroll exit;
open for time entry
Pay period end-
Open for time
entry
47
Source: Office of Management and Finance ● Financial Planning Division
A
PPENDIX
F
F ‐ 7
Anticipate
e
d Outcomes
Cost Savings
The intent of the recommendations above is to lessen the level of manual intervention in the City’s time
keeping processes and rely on the applications in place to bear the burden of responsibility. Although the
group did not attach potential savings to the specific recommendations, the group does believe future
savings will result once the in-depth bureau assessments are complete and targeted bureau action plans,
with implementation time table, are drafted and put in place.
The number of FTEs performing time keeper tasks should decline if the system issues are corrected and
business processes are streamlined.
Customer Satisfaction
General satisfaction with the SAP system is measured in a number of ways, with the annual OMF
Customer Service Survey being one specific avenue. EBS, the team which supports the SAP system, has
continually been ranked near the bottom, with customers expressing dissatisfaction with the cumbersome
and complicated time keeping processes required by SAP.
If EBS is able to resolve a number of core issues related to time keeping the customer experience will
improve. It is expected that dual entry will be nearly eliminated, the propensity for errors will decline, and
the overall amount of time spent performing this administrative task should be greatly reduced. Moreover,
resolution of these issues will allow EBS to shift their focus to providing actual system enhancements
which will further enhance usability.
Related Efforts
It is worth noting that there are several efforts occurring within OMF that will further streamline certain
aspects of the time keeping process that were deemed out-of-scope for this study. They include:
Manager Self Service Implementation
In a parallel effort, a separate cross functional team than the one described above, is working to implement
Manager Self Service (MSS) for time review and approval, using the Office of Management and Finance as
a pilot. Managers currently have access to view information about their organizational units and direct and
indirect reports using MSS, but the time review and approval functionality in MSS has yet to be
implemented.
While time review and approval was not part of the scope of this Targeted Administrative Review,
significant time and resources are invested in this process by City staff each pay period. The review and
approval process, like time entry, involves bureau specific time capture systems and manual tracking.
Implementation of MSS time review and approval will provide another opportunity for savings in time and
reduction or elimination of shadow systems and manual work-arounds.
Re-engineering EBS Time Management
Currently, the City relies heavily on SAP contractor support to complete necessary system modifications
and resolve help desk tickets. EBS has identified the need to develop inside expertise and reengineer the
existing schema to allow for resolution of outstanding tickets and improved functionality and flexibility
moving forward. Furthermore, EBS wants to ensure the knowledge transfer between the consultants and
staff occurs in a more systematic fashion.
27
Source: Office of Management and Finance ● Financial Planning Division
A
PPENDIX
F
F ‐ 8
Retroactive Pay Adjustments
The research of retroactive pay adjustments is among the challenges cited by bureaus. Retroactive
adjustments can related to numerous factors, from a late performance evaluation, to a contractual
interpretation, to a change in tax rates. Researching the genesis of the adjustment and how it was
calculated currently requires a significant ad hoc effort by time keepers, central payroll, and human
resources staff. Efforts are underway through reporting tools like Business Objects to make this research
somewhat easier.
Team Members
Project Sponsor
Jack Graham, Chief Administrative Officer
Team Members
Betsy Ames
Sue Campbell
Pat Green
Satish Nash
Elyse Rosenberg
Tom Schneider
Terri Williams
Project Staff
Jeramy Patton
Sara Lowe
296
Source: Office of Management and Finance ● Financial Planning Division
A
PPENDIX
F
F ‐ 9
Bureau
Non-SAP
Time
Keeping
Tasks
PY - Bureau
Timekeeper
Supervisor
PY - Bureau
Timekeeper
Supervisor for
BDS or BOEC
PY -
Timekeeper
Payroll
Reviewer
TM - Central
Time
Administrator
TM -
Supervisor
CATS Time
Entry
TM -
Timekeeper
CATS Time
Entry
Total
Hours
Spent Per
Week
Annual
Time
Keeper
FTE
Totals
Total
l
Number of
Bureau
Employees
as of Jan.
2012
Minutes
Per Week
Per
Employee
Attorney
3.00
2.25
5.25
0.13
63
5
Children's Levy Fund (Comm. Saltzman)
0.00
0.00
-
-
-
-
City Auditor
7.00
1.00
1.00
13.00
22.00
0.55
55
24
Commissioner Fish
0.50
0.00
0.75
1.25
0.03
11
7
Commissioner Fritz
0.50
0.50
1.00
0.03
8
8
Commissioner Leonard
1.00
1.00
2.00
0.05
6
20
Commissioner Saltzman
0.25
0.50
0.75
0.02
16
3
Community Technology
5.00
3.00
8.00
0.20
9
53
Development Services
8.00
8.00
5.00
21.00
0.53
174
7
Emergency Communications
40.00
7.00
7.00
20.00
74.00
1.85
132
34
Emergency Management
9.00
3.00
12.00
0.30
18
40
Environmental Services
0.00
0.00
20.00
0.00
80.00
100.00
2.50
537
11
Fire and Rescue
6.00
50.00
24.00
80.00
2.00
750
6
FPDR
1.25
1.00
2.25
4.50
0.11
18
15
Government Relations
0.75
1.33
2.08
0.05
8
16
Housing
12.00
0.00
0.00
48.00
60.00
1.50
54
67
Mayor
2.00
2.00
4.00
0.10
26
9
Neighborhood Involvement
1.00
1.00
7.00
9.00
0.23
46
12
OMF-BTS
3.50
13.00
5.00
21.50
0.54
203
6
OMF-CAO and Financial Svcs
14.50
0.00
1.00
16.50
32.00
0.80
270
7
OMF-Human Resources
1.00
0.00
45.08
80.00
3.00
129.08
3.23
69
-
OMF-Purchases
6.50
4.00
10.50
0.26
38
17
OMF-Revenue
1.00
1.00
2.00
1.00
5.00
0.13
67
4
Parks
159.50
3.00
13.00
50.00
167.75
393.25
9.83
1,027
23
Planning and Sustainability
6.00
2.00
8.00
16.00
0.40
130
7
Police
42.00
37.00
124.00
203.00
5.08
1,207
10
Transportation
0.00
0.25
15.50
179.25
195.00
4.88
718
16
Water
104.00
5.00
43.00
117.10
269.10
6.73
595
27
Total Hours Spent Per Week
435.25
11.25
15.00
250.58
80.00
50.00
839.18
1,681.27
42.03
6,255
OMF-Human Resources data includes time spent on citywide responsibilities and system administration.
Time Keeper Data - Role Summary- Weekly Totals
SAP Time Keeper Roles
FTE Totals
35
1
2013
2012
FEB
JAN
1.ESS / MSS
Design and Pilot
**90% of OMF will use new
ESS time sheet
**10% will use interface
Option 1: Use new ESS time sheet
Option 2: Interface to existing time
capture software
Option 3: Identify new time capture
solution compatible to SAP
Employee Time Capture
Roadmap
1
2014
JUN
* MSS Time and Leave Approvals can be used regardless of option
chosen
Entire City will
have improved,
efficient time
capture processes
in place
Standardize Employee Time
Capture in the City
2.Visit major
Bureaus to
discuss time
capture.
APPENDIX G
1Note: Appendix G was provided to AKT from EBS. AKT did not create nor did it make any changes to this document.
103
APPENDIX H
SAP C
HANGE
R
EQUEST AND
T
ICKETING
P
ROCESS
‐C
URRENT
P
r
o
c
e
s
s
i
n
g
R
e
q
u
e
s
t
E
n
d
U
s
e
r
Identify an
issue
(End User
or Bureau)
Discuss
need and
weigh
alternatives
(End User
or Bureau)
Decide to go
forward with the
investment
required. Contact
those outside
organization to get
request submitted
(Bureau and BPO)
Subject Matter
Expert (SME)
Business
Process Owner
Change Agent
Meet and discuss
merits of request, refine
and determine the type
of request, which
determines how the
request is submitted
(Group)
Report
Request
Submit request
(Change Agent)
Break/Fix
Make ticket
(SME)
Make ticket
(Change Agent)
Submit request
(SME)
Change
Request
Role
Request
Set priority
(PAC Prioritization Sub-
Committee)
Define needs/
requirements
(EBS)
END
TO:
Processing
Request
FROM:
End User
Begin Work Plan
Currently, tickets may reside in multiple locations
either with BPOs, EBS, or somewhere else.
As a result, resolution of issues can be better
coordinated.
This is a high level summary of how different
types of tickets and requests move through the
system, there are nuances to each type of
request.
I
NFORMATION
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