The Government Finance Officers AssociationThe Government Finance Officers Association Needs...

The Government Finance Officers AssociationNeeds Assessment Survey Results - Broward County

Section 1 Evaluation of System-wide FeaturesSection 2 Evaluation of Module Specific CapabilitiesSection 3 Extent to Which the Current System Meets Departmental Needs

Section 4 Executive Visioning Session

Abbreviations ModuleGL General LedgerBud Budget PreparationAP Accounts PayableAR Accounts ReceivalbePurch PurchasingCash CashieringTreas Treasury ManagementFA Fixed AssetsGrant Grant ManagementProj Project AccountingHR Human ResourcesPay PayrollBen BenefitsTime Time and AttendanceInv InventoryFleet Fleet ManagementWO Work Orders

Appendix 2

To complement on-site focus group meetings, the Governemnt Finance Officers Assocation (GFOA) administered surveys though the internet to collect feedback from system end users. Users were able to comment on overall system features, the capabilities of specific modules, and the extent to which current sytems met their departmental needs. GFOA also administered a survey for executive level managers within the County to gather feedback on organizational wide issues. Results from the surveys are displayed in this attachment. Note: Information may have been gathered through on-site focus group meetings that is not displayed here.

1) Financial System

2) HR/Payroll System

3) Inventory/Work Order System

Section 1 - System Wide Features

System-Wide Features - Financial System

AVG GL Bud AP AR Purch Cash Treas FA Grant Proj.Integration with Financial Applications 2.35 2.20 2.63 1.00 2.00 2.57 3.00 3.00 2.75 NA 2.00User Friendliness 2.57 2.50 3.00 2.60 2.63 2.80 3.33 3.33 2.00 2.50 1.00Ad-Hoc Query & Report Writing 2.72 2.27 2.60 2.00 2.88 2.38 3.67 3.67 2.25 2.50 3.00Advanced Financial Reporting & Analysis 2.25 2.00 2.57 2.00 1.67 2.50 NA 2.00 2.00 2.50 3.00Security 3.35 3.00 3.25 3.50 3.25 3.67 3.50 3.33 3.50 3.50 3.00Import/Export Capabilities 2.65 2.75 2.89 1.50 2.38 2.00 4.00 3.00 3.00 2.00 3.00Workflow 2.84 2.50 2.56 3.00 2.86 2.67 3.33 3.00 2.50 3.00 3.00Online Help Features 2.46 2.50 2.83 3.00 2.29 2.38 2.33 2.50 2.25 2.50 2.00Access to Required Historical Data 3.02 3.10 3.14 3.20 2.88 2.33 3.67 3.67 2.75 2.50 3.00Drill Down Capabilities 2.80 2.67 2.75 2.40 2.63 2.71 3.25 3.33 2.75 2.50 3.00Audit Trail Capabilities 2.87 1.83 3.00 3.00 3.14 2.38 3.25 3.33 2.75 3.00 3.00Document Management Capablities 2.71 NA 2.57 1.00 2.75 2.86 3.50 3.00 2.67 3.00 3.00

2.48 2.82 2.35 2.61 2.60 3.35 3.10 2.60 2.68 2.67

Average Response 2.72

Scale is 1-5 with 1 being "Unsatisfactory" and a 5 being "Excellent"

System-Wide Features - HR/Payroll SystemAVG HR Payroll Ben Time

Integration with Financial Applications 2.47 NA 2.00 3.00 2.40User Friendliness 3.11 3.50 3.10 3.00 2.83Ad-Hoc Query & Report Writing 2.26 2.33 2.86 NA 1.60Advanced Financial Reporting & Analysis 1.85 NA 2.20 NA 1.50Security 3.39 4.00 3.56 3.00 3.00Import/Export Capabilities 2.67 4.00 2.17 3.00 1.50Workflow 3.18 5.00 2.20 3.00 2.50Online Help Features 2.38 2.50 2.13 NA 2.50Access to Required Historical Data 2.65 2.33 2.78 3.00 2.50Drill Down Capabilities 2.83 3.00 2.50 NA 3.00Audit Trail Capabilities 2.40 3.00 2.60 2.00 2.00Document Management Capablities 3.08 4.00 2.75 NA 2.50

3.37 2.57 2.86 2.32



System-Wide Features - Inventory/Work OrderAVG Inv. Fleet WO

Integration with Financial Applications 2.17 1.00 3.00 2.50User Friendliness 3.50 4.00 NA 3.00Ad-Hoc Query & Report Writing 2.67 2.00 NA 3.33Advanced Financial Reporting & Analysis 2.00 1.00 NA 3.00Security 3.17 3.00 NA 3.33Import/Export Capabilities 2.83 3.00 NA 2.67Workflow 3.33 4.00 NA 2.67Online Help Features 2.75 3.00 NA 2.50Access to Required Historical Data 3.17 3.00 NA 3.33Drill Down Capabilities 2.00 1.00 NA 3.00Audit Trail Capabilities 3.17 3.00 NA 3.33Document Management Capablities 3.00 3.00 NA 3.00

2.58 3.00 2.97



1) General Leger2) Budget Preparation3) Accounts Payable4) Accounts Receivable5) Purchasing6) Cashiering7) Treasury Management8) Fixed Assets9) Grant Management10) Project Accounting11) Human Resources12) Payroll13) Benefits14) Time and Attendance15) Inventory16) Fleet Management17) Work Order

Section 2 - Evaluation of Module Specific Capabilities

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. Chart of Accounts Flexibility 1 0 6 2 0 2 3.00b. Adding New Accounts 1 1 4 3 0 2 3.00c. Maintenance of Various Accounting Structure Types 0 1 3 2 0 3 3.17d. Journal Entry Process 5 2 0 2 0 1 1.89e. Recurring Journal Entries 3 2 2 1 0 2 2.13f. Effective Dating of Entries 1 1 6 2 0 0 2.90g. Account Validations 1 2 5 0 0 1 2.50h. Monthly and Year End Closing 0 3 3 3 0 1 3.00i. Financial Reporting 4 3 3 0 0 0 1.90j. Ability to Compile and Analyze Data in Summary & Detail 3 3 2 2 0 0 2.30k. Maintenance of Historical Data (Summary & Detail) 1 3 3 3 0 0 2.80l. Encumbrance Accounting 0 1 3 2 0 2 3.17m. Budget/Funds Control 1 2 4 2 0 1 2.78n. Budget Maintenance and Monitoring 1 2 3 2 0 1 2.75o. Budget Adjustments 2 3 1 2 0 1 2.38p. Reconciliation Capabilities 1 3 4 0 0 0 2.38q. Balance Sheet Subsidiary Reporting 3 5 1 0 0 0 1.78r. Allocation of Revenues 0 1 3 1 0 3 3.00s. Allocation of Expenditures 0 1 3 1 0 3 3.00

2.62

General Ledger Capabilities

Average Reponse

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Drill down capabilities are probably the best feature. It does offer the user some options.

on-line easy to look up information (except sbsa)Ability to search revenue and expenditure detail at various levels.there are security features requiring multiple approvals, etc., that function through the workflow and the audit trains generally show who has touched AMS allow drill down searching in an intuitive fashion

Major StrengthsIn the expense/budget inquiry one can drill to an actual entry.The system is much more navigable than the prior system, much more detail is easily accessible, reporting is much more accessible.Drill down capabilities (not available in the prior system)Visually more pleasing than prior system.Query tool(Info Advantage) is much easier to use than prior tool. Therefore, we can access detailed GL information fairly quickly once a query has been set up.

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3

4

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To view balance sheet subsidiary information requires using a subsystem - Infoadvantage.

Too many layers to find account detail. Similar to point number 1.The system does not include financial reports. The journal entry process is a nightmare. It is needlessly complicated and labor intensive.When adjustments are made to the budget there are no system controls to insure that the budgets remain in balance.

Controlling documents by fiscal year has been very difficult because of budget fiscal year staging and the use of advanced journal vouchers.No clean audit trail. Got to go through multiple loops to get detailed account transactions and activity. Report writing is very poor.

Often times the system is very slow.No totals on account transactions. You can have 50 pages of transactions and you will have to run a tape to get totals.

Processing journal vouchers is labor intensive.Selecting event types and posting codes for journal vouchers and other financial transactions requires excessive training and knowledge. No budget controls exist when processing budget transactions to insure the debits and credits balance. Processing journal vouchers which cause expenses exceeding appropriations do not indicate the proper line causing the error.

there does not seem to be a "toggle" ability between cash and accruals, in order to create a report, one must know the database structureNo accruals in the system leads to inaccurate F/S information. Accurate quarterly F/S are done manually to account for accruals. Recurring journal entries do not work leading to extra time being spent on input.journal entries reports voiding checks tracking detail data on databases or spreadsheets

The reports come with the system are useless. OIT developed in house reports which are very useful. The downside is the reports need to be changed each time when the system is upgraded.

The accountants need to manually monitor expenditure and revenue budget to make sure the budgets are booked in balance within each fund.No drill down for pending documents. The pending amounts are calculated for the total expenditure and encumbrance.

There are too many separate modules (I use 3 - each with different logins/passwords - for financials, budget development, and reporting)No ability to print out a chart of accounts. Difficult to see detail transactions

Inefficiency of recoding journal voucher: due to the deploying BFY staging we are in the process of replacing JVA with JV documents. The system comes with 2 document codes for journal vouchers: Standard Journal Voucher (JV) that requires an event type and the Advance Journal Voucher (JVA) that doesn¡¦t require an event type. JVA is much easier than JV, accountants only need to pick appropriate posting codes to make journal entries. Using JV to record transactions slows down the process of journal vouchers. The system provides limited set of allowed event types to process JV. Current JV document has 24 event types. And setting up a new event type is not easy. There have been countless requests for an enhancement made, and the enhancement won¡¦t be available until 2009.

There is no control of accounting period to record the budget documents. You may record the budget to the first accounting period now if you want to.

Major Weaknesses

2627

28

293031 As mentioned previously, no clean or easy audit trail exists

After drilling down on a document you often end up somewhere other than where you beganGetting past historical data is not as easy as it should be. Looking up financial transactions could be easier.

slow transaction entering process inadequate (nonexistent)reporting capabilities year end closing process accrualsReport writing exremely difficult.When drilling down on a expenditure document you have to click on each line to see the $ amount and you have to drill down much further to see the vendor

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Response Average

a. Budget Worksheet Distribution 1 0 5 2 0 1 3.00 b. Store/Retrieve Budget Data 0 1 6 2 1 0 3.30 c. Accommodate Various Budget Types (e.g., line item, program) 1 1 6 2 0 0 2.90 d. Ability to Monitor the Budget Preparation Process On Line 2 0 5 2 1 0 3.00 e. Position/Salary Budgeting 2 0 4 4 0 0 3.00 f. Non-Personnel Cost Budgeting 1 0 7 2 0 0 3.00 g. Long Term Financial Planning Forecasting Capabilities 3 1 3 0 0 2 2.00 h. Handling Multiple Budget Versions 3 1 3 0 0 2 2.00 i. Recording Non-Financial Data 2 1 3 0 0 2 2.17 j. Performance Measurement 4 2 1 0 0 2 1.57 k. Ability to Accommodate Multiple Fiscal Years 2 0 6 1 0 0 2.67 l. Budget Document Production 3 0 3 2 0 0 2.50 m. Budget Maintenance and Adjustments 0 0 5 3 0 0 3.38 n. Budget to Actual Reporting 1 1 6 0 1 0 2.89

2.67

Budget Preparation

Average Reponse

123456

7

89

10

1112

13

141516171819 The canned budget development queries contain historical data at the line item level.

Budget Preparation

Security of the system allows access to various levels depending on the user and can easily be changed as necessary.Data can be easily imported and exported from the system as necessary (great in assisting with reorganizations).An audit trail is available if necessary to track who entered what data at what time.There are access controls, although our deployment has made some of them moot.

Ability to forecastAbility to run queries within the system (FSQ) Ability to import/export information to and from the system based on a single conditionAbility to move div/dept based on a change in the hierarchy.All data is stored and can be transmitted electronically, allowing for one central place to easily retrieve the budget data.All present and past data can be retrieved easily and can be rolled up at various levels (i.e. all funds, at the department, division and/or section level).

Salary and benefit information can be entered into the Performance Budgeting system fairly easily and can be modified as necessary (i.e. if the retirement rate is adjusted as a result of state legislation, all retirement amounts can be easily updated).You can "drill down" into the data to determine who entered the information and to get further explanations relating to the data.

Major Strengths

Can use the data in the system to more easily forecast current year personal services and operating expenses, and to apply formulas to be more The Performance Budgeting system allows querying to see a variety of incremental adjustments as the budget is developed. The system is online and allows for upload of supporting documentation. Position/salary budgeting is handled through the same system, unlike in previous LGFS system, however it still requires download/manipulation from a payroll system to initially upload position/salary data into PB before budget development.Controls expenditures Tracks budget changesThe Performance Budgeting system is easy for end-users to use once initial training is provided.Using the AMS InfoAdvantage reporting tool works well to see the results of the information entered into the PB system. Custom reports were created by the consultants and easily modified by technical staff.Data in PB is easily entered and can be summarized in various ways in order to analyze the data for forecasting purposes and for budget

1

2

34

5

67

8

9

1011

12

13

14151617

Budget Preparation

Integration with other systems requires manipulation and middleware.Reporting tool needs a major overhaul and the information from the report is sometimes not trustworthy. There were some instances where the information from the report was inconsistent with that in the real time systemThe Drill Down capabilities is very weak.

Budget preperation is done on excel and then entered in to the system. We are not able to prepare the prejections on line, escecillay for revenue. We use the cost accounting modular of Advantage as well as the general accounting. However, the performace budeting system does not account of cost accounting so we can only budget be general accounting.The Advantage Performance Budgeting (PB) system is not a standard system that can be used for budgeting. We have to use the PB system for our general fund budgets and a spreadsheet for our grant budgets.

no Long term forecastThe Performance Budgeting system did not work well for reporting on our performance measures and so an independent system will be purchased. It would be an improvement if the AMS Performance Budgeting (PB) system would interact with the AMS Financial System seemlessly (i.e. we have to download the data monthly to PB from the Financial System). It is our understanding that future upgrades will incorporate this feature. It would be an improvement to have the PB system seemlessly connect to our payroll system (Cyborg), which is currently does not. The data must be uploaded into the PB system.

y g g p p q p y y pmodule for budget document production, download/upload to reporting system, etc. While we can upload supporting documentation in the budget development system, accessing it back is difficult (at least for users outside the Budget Office).budget preparation reporting forecasting analysis of accountsNot integratd into our Faciliteis Management System (FMs). The Advantage system does not allow for forecasting. Currently we have to download information from the system into a spreadsheet to do our forecast. If there are issues that we need to get more detailed information on expenditure e.g. payroll, it is very tedious.

Not fully integrated with the financial system. Not integrated with the HR system.

Major Weaknesses

1

2

3

4

Additional Comments

Budget Preparation

It would be an improvement to have the PB system seemlessly connect to our payroll system (Cyborg), which is currently does not. The data must be uploaded into the PB system.I am a relatively competent user and I have no idea how to create ad hoc reports. Our deployment includes creation of just a few accounts per agency rather than for individuals, which mades auditing very difficult. I'm not aware of online help in the system - the County has posted documentation online elsewhere.

The Performance Budgeting system did not work well for reporting on our performance measures and so an independent system will be purchased.

It would be an improvement if the AMS Performance Budgeting (PB) system would interact with the AMS Financial System seemlessly (i.e. we have to download the data monthly to PB from the Financial System). It is our understanding that future upgrades will incorporate this feature.

Unsatis-factory (1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable /

Not Provided

Response Average

a. Vendor Set-Up 0 0 1 1 0 4 3.50b. Vendor File Maintenance 0 0 1 1 0 4 3.50c. Handling One Time Vendors 0 1 1 1 0 3 3.00d. Searching for Vendor Info. 0 1 3 2 0 0 3.17e. Invoice Processing 0 2 1 2 0 2 3.00f. Payment Processing 0 0 2 2 0 2 3.50g. Handling Vendor Discounts 0 1 1 0 0 4 2.50h. Handling Payment Holds 0 1 0 1 0 4 3.00i. Three Way Matching 0 0 1 0 0 5 3.00j. Warrant/Check Processing 0 0 1 1 0 4 3.50k. Vendor Performance Tracking and Analysis 0 0 2 0 0 4 3.00l. Check Reconciliation 0 1 1 0 0 4 2.50m. Ability to Store/Retrieve AP Transactional Detail 1 1 3 2 0 0 2.86n. Travel Advances and Expenditure Processing 0 2 0 1 0 3 2.67o. 1099 Processing 0 0 1 0 1 3 4.00p. Recurring Payments Processing 0 0 1 2 0 2 3.67

3.15

Accounts Payable

Average Reponse

123456

1

2

3

4

5

6

7

8

Major Strenghts

Major Weaknesses

Copy forward function reduces data entry and errors caused by it. Ability to drill down to detail on documentsAll versions of a document are retained and can be viewed.Posting of a document is available to view.Search function on most tables very powerful.Document reference function which enables lists and links to documents with

Accounts Payable

You have to forward reference several screens in order to determine if a receiver has been paid.If a payment has been started (a PRC started) but not finalized with a check the amount is idenified as both an encumbrance and a expenditure on the expense budget and effects the amount identified as the balance of the account.

Payments must be made by commodity line. This has increased the time it takes to process a payment tremendously. No ability to make "quick" payment transactionNo audit report of changes made to the vendor file.

Based on #2 above, you can not just provide management with an account balance with out a performing a manual calculation.When entering a revciever, you can only select the commodity line and not an accounting line. You have to provide a breakdown of the accounting lines to downtown and rely on them to process the payment correctly. We use the cost accounting modular which does not interface with the general accounting side. Therefore, we have to perform a reconciliation between the to sides. For example, a payment can be processed against a north district unit for the general accounting and a central district program. Since there are no checks and balances between the two modulars, the system would take the payment.On-line information is not adequate

Unsatis-factory (1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)Excep-tional

(5.0)

Not Applicable /

Not Provided

Response Average

a. Customer Set Up 0 0 1 2 1 2 4.00b. Customer File Maintenance 0 0 1 2 1 2 4.00c. Searching for Customer Info. 0 0 2 3 0 1 3.60d. Ease of Data Entry 0 1 2 2 0 1 3.20e. Design of Invoices/Bills 0 0 3 2 0 2 3.40f. Generating Invoices 1 0 1 3 0 1 3.20g. Calculating Fees and Penalties 0 0 1 1 2 2 4.25h. Aging Process 0 1 0 2 0 4 3.33i. Recording and Processing Payments 0 2 0 3 0 1 3.20j. Collections Activities 0 1 1 2 0 2 3.25k. Payment Allocation 0 0 1 3 0 2 3.75l. Penalty Calculations 0 0 1 1 1 3 4.00m. AR Reports 0 1 0 1 1 4 3.67n. Maintenance of Historical Data 0 2 0 1 1 2 3.25o. Bank Reconciliation 0 0 1 0 0 5 3.00

3.54

Accounts Receivable

Average Reponse

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Accounts Receivable

Drill Down Capabilities

Work asignmentTo do list

User FriendlyImport/Export capability

Major Strengths

Stable and reliableHighly configurable/flexible

System will have a windows based users interface with familiar tabs and drop down menus for easy navigation.Highly tailorable with respect to security profilesMS has the Document Copy feature which is useful/helpful

AR transactions will be posted to the GL on a daily basis.

Can handle volumes requiredAR reports will be retreivable in detail and summary by fiscal periods

Comprehensive Billing/Lease Management System, providiung for single point of entry and integrated data streams and processes.User Friendly, easy to teach and easy to work

Workflow tracking Ability to create and import documentsCollections will have alerts to prompt for actions on past due accounts.System will have flexibility in payment allaocations.

Multi Agency UseEntry restrictionsUser friendly

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8

91011121314151617

1

2

Not all receivables are recordedReceivable totals are in Advantage and the details are in the ACCESS subsystem. Reconciliation of the A/R is a difficult and time comsuming process.

Research in AMS is cumbersome/difficult.Unable to leaf to data in a convenient manner.AMS program times out too quickly. Must sign in/out many times during the day. AMS data input screens are laid out in a cumbersome/inefficient manner.

Information canoot be searched with ease or found in one location.A separate subsystem (ACCESS) is used for A/R because the testing of the A/R module provided by AMS was unsatisfactory.

Not integrated with Advantage, requires monthly manual summary entriesAccess program has a weakness that jumbles the unposted data if you try to go back & research during input.

Manual entry to update systemUpdate is subjected to user's timeframeNot tied into cash register No matching of expected receivables

Accounts Receivable package in AMS was not implemented. Access program is user friendly & allows me to do what I need to do during billing, with one exception. Access in easy to use for research in most cases.

Additional Comments

Accounts Receivable

The system does not provide the a/r functions we need in Parks. Our receivables are for things such as shelter/building rentals and camping where the customer makes a depost, followed by futrue payments. We have to tract our a/r manually since the parks are not given access to this system.

Five Major WeaknessesAvailable feature not being used

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. Maintaining Vendor Files 0 2 6 4 0 0 3.17b. Maintaining Commodity Files 0 2 7 3 0 0 3.08c. Checking the Status of Requisitions/Purchase 1 3 2 2 1 1 2.89d. Orders 0 2 3 4 0 1 3.22e. Purchase Requisition Processing 1 2 2 4 0 1 3.00f. Purchase Order Management 1 1 4 4 0 0 3.10g. Bid/Quote Processing 0 4 3 1 0 2 2.63h. Receiving/Inspection Process 0 0 6 1 0 3 3.14i. Invoice Processing 0 1 7 0 0 1 2.88j. Contract Administration 2 2 2 0 0 3 2.00k. Vendor Performance Analysis 0 3 3 0 0 2 2.50l. Commitment Control 1 1 1 0 0 5 2.00m. Change Orders 1 0 4 1 0 3 2.83n. Year End Processing 1 2 5 1 0 0 2.67o. Supporting Procurement Cards 1 0 5 2 0 1 3.00

2.81

Purchasing & Contract Administration

Average Reponse

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15

161718


Ability to process small orders (>$3500.00) at division level.

I think that rating some of these categories at this time does an injustice to the study. We are currently implementing an upgrade to our system which will provide major improvements in some of these areas. We are also currently piloting a program with 3 divisions which will drastically change availability of information for the Advantage Users. This is something which should be available to the Users within the next 2-3 months. We are also using the Advantage system to change some current processes which will greatly improve some of these areas. The system has many capabilities which we are just beginning to explore by altering our processes.

Data base for vendor and commodity codes accurate and availible.

If there is an error in the document before it is submitted the system usually will pick it up

Vendor selection by commodity codes.All of Broward County is using the same system; Advantage.

The budget now roll for most requisitions. They do not have to be resubmitted each year.Not access to all users. Cost associated with usage.

Purchasing Division does try to put reports on BC-Net that Advantage does not provide.Once the purchase order has been entered in the system,its status s very easy to check.

Orders are printed fasterCommodities are 5 charactersModification/Change Orders are much easier There is a code to follow.(Procurement Code)

Major StrenghtsIt is electronicCan locate that the purchasing requisition has been submitted to the Purchasing Division.The Purchasing Unit is listed with the commodity code.Easy to use.

12

3

45

1


Error message are not always clear.

Only the person who creates the Purchase Order can obtain a copy of it.(it goes into their e-mail address) When that person is out or has left there is not way to print out a copy of the PO

Many functions/reports need to done outside of Advantage because they are not accessible in Advantage.

In dealing with the Purchasing Division a customer driven process, the Divisions are seen as outside users of the system. It not as if this request will go away, because a Manager within our section wants this item purchased in the most efficiency and timely manner.

Cannot enter payable immediately, wait until approved for payment. There is no queries look up purchase request by vendor, budget, commodity code etc.

Major Weaknesses

Additional Comments

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. View customer data. 0 0 1 1 0 3 3.50b. View receivable data. 0 0 1 1 0 3 3.50c. Tender acceptance procedures 0 0 2 1 0 2 3.33d. Cash drawer reconciliation process 0 0 2 0 1 2 3.67e. Credit card payment process 0 0 1 0 0 4 3.00f. Receipting process 0 0 2 1 0 2 3.33g. Lockbox functions 0 0 1 0 0 4 3.00h. On-line payment functions 0 0 1 0 0 4 3.00i. Cash drawer functions 0 0 1 1 0 3 3.50j. Reports 0 0 1 2 0 2 3.67

3.35

Cashiering

Average Reponse

1

1

2

3

4

5

6

7

8

910

1 Need for a real time system that updates transactions as they take place that could be accessed at the cash collection point. The need to access online up

Cashiering

Additional Comments

Information has to be manually inputted rather than a live point of sale.We use a clearing account because the process of crediting the revenue sources on a daily basis would be to time consuming. As a result, the system can not tract daily revenue so we have to use excel. There are no checks and balances. The system will accept what ever cash receipt we enter and when we process the JV, we can hit what ever revenue source we want which may not be the actual source.We can not produce revenue reports.We have to use a seperate modual (cost accounting) which does not interface with the general accounting system. A reconciliation between the systems

There are no checks and balances. The system will accept what ever cash receipt we enter and when we process the JV, we can hit what ever revenue source we want which may not be the actual source.We can not produce revenue reports.

Major Strengths

p ( g) g g y ythen needs to be performed since there are no checks and balances between the two. For example, in the same transaction, you can credit the revenue to the North District on the general accounting side and the Central District on the cost accounting side the the system will accept it.

Major WeaknessesInformation has to be manually inputted rather than a live point of sale.

NA

We use a clearing account because the process of crediting the revenue sources on a daily basis would be to time consuming. As a result, the system can not tract daily revenue so we have to use excel.

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. Cash Flow Forecasting 0 0 0 0 0 0 NAb. Scenario Analysis 0 1 0 0 0 2 2.00c. Actual and Projected Cash Inflow Tracking 0 1 0 0 0 2 2.00d. User-Defined Tracking of Actual and Projected Cash Outflows 0 1 0 0 0 2 2.00e. Integration with General Ledger 0 1 0 0 0 2 2.00f. Integration with Banking Software 0 1 1 0 0 1 2.50g. Automated Bank Reconciliations 0 1 0 0 0 2 2.00

2.08

Treasury / Cash Management

Average Reponse

1234567

12345678

1

2

System not tied into Accounts Receivables

More features such as on-line inquiries and on-line host account updates will be used as the system is interfaced with POSSE.

Port Everglades is currently in the process of acquiring a new system to fulfil the major functions of AR, Harbormaster and Property mgmt among others.

Duplication when multiple tenders are used for same item. System not tied into Accounts ReceivablesSystem not tied into Advantage at this location 5. Fund programming by outside source.Duplication when multiple tenders are used for same item.

Not all available features are being used

Major Strengths

Major Weaknesses

Treasury / Cash Management

System will provide for automated capturing of vessel related services to be billed

Checks from State of Florida is not addressed to the correct agency or address. Same with other checks received from outside sources.

Additional Comments

System wll have no downtime for closings.System will have real time access to historical data. System will have alert featuresSystem will automatically post summary entries to GL systemAR/billing module of system integrated with the Harbormaster vessel call informationAR/Billing module will integrate with the Property Mgmt module

No centralized receipt of checks.

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. Asset Additions 0 1 3 0 0 0 2.75b. Grouping Assets by Asset Category or Type 0 1 3 0 0 0 2.75c. Maintaining Asset Information 0 1 2 1 0 0 3.00

d.Ability to Process Mass Asset Transactions (e.g., Additions) 1 1 2 0 0 0 2.25

e.Maintaining Asset Warranty and Service Information 0 2 0 1 0 1 2.67

f. Asset Depreciation 0 3 1 0 0 0 2.25g. Asset Accounting 0 1 2 1 0 0 3.00h. Asset Inventory 0 3 1 0 0 0 2.25i. Tracking Historical Asset Info. 0 2 2 0 0 0 2.50j. Asset Transfers 0 0 4 0 0 0 3.00k. Asset Disposals 0 1 3 0 0 0 2.75l. Manage Controllable Assets 0 2 2 0 0 0 2.50m. Tracking Asset Location 1 1 1 1 0 0 2.50n. Recording Contruction in Progress 0 1 1 0 0 1 2.50o. Tracking Capital Leases 0 1 1 0 0 1 2.50p. Maintaining Instructure Assets 0 0 2 0 0 1 3.00

2.64

Fixed Assets

Average Reponse

123

4

5678

1

2

3

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Does not support parent/child assets Requires outside systems to support inventoryDisposal of assets is practically impossible.

Fixed Assets

Documant ManagementAudit Trail

Reporting is dreadful System is cumbersome

System is cumbersome to use and multiple items going to the same place need all information added (no grouping for entry) Requires outside systems to do barcode inventory Mass changes are not allowed (e.g., if a department number changes each asset has to be changed).

Assets by user is not tracked in advantage. In the IT equipment arena,assets less than $1,000 need to be tracked for the help desk system, including hardware and software. When inventory is conducted, the previous location is overlaid and no history exists.

Documentation is scant.

Reporting - reporting - reporting. The reporting "tool", Infoadvantage, is an old style SQL with a dozen universes, hundreds of tables and thousands of fields with no map of "where stuff is" and more importantly how it is related. Getting a useful report with every item listed exactly once is a cause for celebration.

Tracking inventory Asset Tranfers Asset Disposal Accountability InformationIntegrated with purchasingAble to download to MS Access for Inventory and upload resulting edited data

Recording Progress Historical Data information Depreciation Tracking LeasesMajor Weaknesses

Major Strenghts

Advantage provides some integration with the budget and purchasing modules. Integration provides ability to track and maintain assets without a lot of double entry.Workflow Security Import/Export Capabilities

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. Project Structure 0 1 2 0 0 1 2.67b. Multiple Year Project Tracking 0 1 2 1 0 0 3.00c. Capital Planning 0 0 1 0 0 1 3.00d. Capital Budgeting 0 0 1 0 0 1 3.00e. Multiple Funding Source Tracking 0 0 1 1 0 0 3.50f. Project Management 0 0 1 0 0 1 3.00g. Contract Tracking 0 0 1 0 0 1 3.00h. Grant Budgeting 0 0 1 1 0 0 3.50i. Grant Applications 0 0 0 0 0 2 NAj. Multiple Year Grants 0 0 1 1 0 0 3.50k. Grant Accounting 0 0 2 0 0 0 3.00l. Grant Matching 0 0 0 0 0 1 NAm. In-kind Tracking 0 1 1 0 0 0 2.50n. Grant Billing 1 0 0 0 0 1 1.00o. Grant Revenue Billing 1 0 0 0 0 1 1.00

2.74

Grant Management and Accounting

Average Reponse

1

1

1

2Data from Advantage & InfoAdvantage is incoherent because it takes 24hours to transmit data from Advantage to InfoAdvantage. Thus, information is accessile on a real-time basis from Advantage system but not from InfoAdvantage system.

Grant Management and Accounting

The Advantage system came with no reports.

Major Strenghts

Major Weaknesses

Additional Comments

Grants that don't have the same FY as the County can be budgeted multi-years.

NA

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. Project Budgeting 0 1 0 0 0 0 2.00b. Multi-Year Project Set Up 0 0 1 0 0 0 3.00c. Project Accounting 0 1 0 0 0 0 2.00d. Project Account Validations 0 1 0 0 0 0 2.00e. Project Billing 1 0 0 0 0 0 1.00

f. Multi-Funding Source Maintenance and Tracking 1 0 0 0 0 0 1.00g. Grouping Projects by Type 1 0 0 0 0 0 1.00h. Tracking Project Activity by Phase or Task 1 0 0 0 0 0 1.00i. Accommodating Multiple Project Dates 1 0 0 0 0 0 1.00j. Labor Distribution 1 0 0 0 0 0 1.00k. Equipment Usage Distribution 1 0 0 0 0 0 1.00l. Integration with Project Management Software 1 0 0 0 0 0 1.00m. Tracking Contract Info. 1 0 0 0 0 0 1.00n. Project Closing 1 0 0 0 0 0 1.00

1.36

Project Management and Accounting

Average Reponse

1

12

Lacks a good project accounting capability.Does not have an on-line general ledger inquiry which previous version (LGFS) had.

Project Management and Accounting

Major Strenghts

Major Weaknesses

NA

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. Application Intake/Processing/Tracking 0 0 0 0 1 2 5.00b. Management of Employee Data 0 0 0 0 1 1 5.00c. Job/Position Classification 0 0 0 1 0 1 4.00d. Personnel Requisitions 0 0 0 0 1 2 5.00e. Position Control 0 0 0 0 0 2 NA

f. Salary Administration/ Compensation Management 0 0 0 0 0 2 NAg. Maintaining Testing Info. 0 0 0 0 1 2 5.00h. Training/Skills/Certification Tracking 0 0 0 0 0 3 NAi. Performance Evaluations/PDMS 0 0 0 0 0 2 NAj. EEO Reporting 0 0 0 0 1 1 5.00k. Maintaining Grievance Info. 0 0 0 0 0 2 NAl. Risk Management 0 0 0 0 0 2 NAm. Maintaining Employee History 0 0 0 0 0 2 NAn. Exit Interviews 0 0 0 0 0 2 NA

4.83

Human Resources

Average Reponse

1

12

3

45

123

4

Does not provide enough functionality for Benefits.The ability to link training and career development and planning to an employee from recruitment to retirement.County purges Benefit information from database prior to 7 years.HR is developing a workflow application to 'automate' processing of personnel transactions but the system is not intergrated with Cyborg or HR-Recruiter.

Additional Comments

NA

No access to Benefit information when system is running payroll each pay periodNot all historical data is in Cyborg and there is limited access to the prior HR/Payroll system.

County purges Benefit information from database prior to 7 years.No access to Benefit information when system is running payroll each pay period.HR is developing a workflow application to 'automate' processing of personnel transactions but the system is not intergrated with Cyborg or HR-Recruiter. Not all historical data is in Cyborg and there is limited access to the prior HR/Payroll system.

Major Strenghts

Major Weaknesses

Human Resources

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. Time Entry 1 4 4 3 0 0 2.75b. Earnings Calculations 0 0 4 2 0 1 3.33c. Deductions & Garnishments 0 0 4 1 0 2 3.20d. Gross to Net Computation 0 0 3 1 0 3 3.25e. Payroll Processing 0 1 4 3 0 2 3.25f. Overtime Calculations 0 0 4 1 0 3 3.20g. Tax Calculation and Reporting 0 0 4 0 0 3 3.00h. Maintaining Payroll Records 0 2 5 2 0 1 3.00i. Retroactive Processing 1 1 2 2 1 2 3.14j. Labor Cost Distribution 1 1 3 0 0 2 2.40k. Handling Multiple Leave Types 0 0 6 2 1 1 3.44l. Calculating Leave Eligibility 0 2 2 3 1 2 3.38m. Ability to Perform Mass Updates 0 0 2 2 1 2 3.80

3.17

Payroll

Average Reponse

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Payroll

Payroll staff alway available for questions.Actual time entry Checks & balance good, the fact you have to enter batch balances first

Major Strenghts

Different leave codes are in system. Different screens available to track equipment, etc.Seems to work without interruption 98% of the time.User friendly, in my opinion. Some may disagreeUser friendlyThe ability to calculate manual checks.Mass Retroactive PaymentsOnce one becomes comfortable with the system, it is fairly easy to navagate through it enough to accomplish what one wants.At WWS, we have our own time and attendance system and only use Cyborg to make adjustments.

12345

6

7

89

101112

13

14

1516171819202122

1When the current system was implemented, not all data from the previous system was moved to the new system, even on current employees

Payroll

Additional Comments

Can't break the payroll charges down by individual. We have to request a report from the Revenue Division.Not connected to advantageSystem report writer is supplemented by another application and access to the supplement is limited.Access to the data in the old system is very limited.

System's primary function is Administration, not time and attendanceThe way the sysytem handles an employee that was short hours on a previous pay period. Parts of the system does not keep a history.

Major Weaknesses

The ability to key in different text format.The survey does not address benefits - will that subject be considered in assessing systems?One of the weaknesses I picked up on is the fact that this system (Cyborg) is capable of meeting many needs, and that information has been shared with everyone. From what I could determine while in the meeting on payroll, this system is capable of giving us reports that would help a great deal. So, I suppose the weakness isn't in the system but in the training.The entire system is closed to all users when payroll is being run. This means we don't have access to HR or benefit participation data when payroll is being run. Time entry does not permit notation of dates of absence, only the hours. A large amount of time is spent manually processing the paperwork prior to the time entry.All proofing must be completed on computer screen. The leave bank balances are not updated until Thursday.

Constantly having to skip out of one employee to another by #Have to track patterns outside the systemDouble entry for absences, once on the screen to process payroll and then again on the attendance screen.

The procedure for new hire entry is not standardized with each payroll specialist. Some notify you and other don't.Maneuvering in time entry screen and couple other screens, should be able to go back one record at a time instead of go forward one by one and wait to get to end to go back.

Duplication in entering leave. Entered once in time entry and then to track attendance. Should all be linked (sick leave monitoring, FMLA, etc). If error with insufficient time available, it would be nice to receive real time information as to what employee has available on screen.Once you enter absences and notice you have an error, the person who enters it can't delete it.

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. Recruitment 0 0 2 0 0 0 3.00b. Personnel Administration 0 0 2 0 0 0 3.00c. Position Control 0 0 2 0 0 0 3.00d. Employee Life Cycle Tracking 0 1 0 0 0 0 2.00e. Performance Evaluation 0 1 1 0 0 0 2.50f. Training 0 0 1 1 0 0 3.50g. Benefits Enrollment 0 0 0 0 0 0 NAh. Employee Communication 0 0 0 0 0 0 NAi. Benefit Plan Administration 0 0 0 0 0 0 NAj. Interface to Providers/3rd Party Administrators 0 0 1 0 0 0 3.00k. COBRA Processing 0 0 0 0 0 0 NAl. Risk Management 0 0 0 0 0 0 NAm. FMLA Processing 0 0 0 0 0 0 NAn. Maintenance of Historical Data 0 0 1 0 0 0 3.00o. Retiree Data/Tracking 0 0 1 0 0 0 3.00p. Post-Employment Tracking 0 1 0 0 0 0 2.00

2.80

Benefits Administration

Average Reponse

1

12

Audit Reports are ineffective. Some what User Friendly, but not easy to navigate

Benefits Administration

Major Weaknesses

Major StrenghtsHistorical data is easy to access.

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. Online entry of time 0 0 3 0 0 2 3.00b. Remote site time entry 0 0 0 0 1 1 5.00

c.Tracking intra-day work activity (in & out time stamps for lunch & breaks) 0 0 0 0 0 4 NA

d. Validation of activity code used by employee 0 0 2 0 0 4 3.00

e.Activity code structure support for time collection and reporting 0 0 0 0 0 4 NA

f. Establish control thresholds for activity codes 0 0 1 0 0 4 3.00g. Tracking of FMLA 0 0 1 1 0 3 3.50h. Tracking of overtime 0 0 0 0 1 2 5.00

i.Provide a work schedule as a template for an employee's timesheet 0 0 0 0 0 6 NA

j.Manage time entry & approval for all staff categories (Full Time, Part Time, etc.) 0 0 1 0 0 3 3.00

k. Support for 24 hr / 7 day scheduling 0 0 0 0 0 4 NAl. Tracking & viewing leave time available 0 0 2 1 0 1 3.33

m.Vacation/Absence recording and management of accrual balances 0 0 3 2 0 0 3.40

3.58

Time and Attendance

Average Reponse

123

1234

56

123 A better system would be appreciated, something like Kronos.

Additional Comments

Inorder to process time, need to have employees estimate time a week in advance which causes a large amounts of adjustments the next pay period.Can not access employee records once terminated/transfered so unable to anwser questions that come up.

Time needs to be on an electronic device.A better system would be appreciated, something like Kronos.

Supervisors do not take an active role.Review/approval of payroll data is external to the system. I belive the approver doesn't see what's been entered in the system.If employee hasn't been entered into the system by downtown payroll, we can not enter the employee's timeUnaccessable during processing (about 2 days out of a 10 day cycle).

Major Strenghts

Major Weaknesses

Time and Attendance

Easy to enter once you are familure with the system. Easy access to leave balances.System will update it's self after every payroll.

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable /

Not Provided

Response Average

a. Inventory Entry 0 1 0 0 0 1 2.00b. Detail Tracking (e.g., Bin #) 0 0 1 0 0 1 3.00c. Searching for Inventory Info. 0 0 0 1 0 1 4.00d. Goods Receipt 0 0 0 0 1 1 5.00e. Inventory Management 0 1 0 0 0 1 2.00f. Re-Ordering Process 1 0 0 0 0 1 1.00g. Stock Issuance 1 0 0 0 0 1 1.00h. Cycle Counting/Reconciliation 0 0 1 0 0 1 3.00i. Returns to Stock 0 0 0 0 1 1 5.00j. Handling Backorders 0 1 0 0 0 1 2.00j. Inventory Accounting 0 1 0 0 0 1 2.00k. Interfaces with Bar Coding 1 0 0 0 0 1 1.00

2.58

Inventory

Average Reponse

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78

MAXIMO does not provide good reports - must down loaded through Crystal Reports - which is not tought at the county training sectionMAXIMO does not link with Advangate for financial reporting

Every department in the County uses another system - so there is no networking between departments to assist each other.

Inventory

Re-Ordering system does not work in MAXIMO - must be done manually.Backordersd can not be ordered by creidt card must use purchase order processures.Bar Coding system does not work or link to MAXIMO.

Good Workflow system for issuing materailSecurity tracking is well designed.

Invnetory Management - not time allocated, systems to interfaces.

Major Strenghts

Major Weaknesses

Good paper tracking system.Receipt system is well estiablished.Commodity Code system with Bin Locations Work Order - Pick system execellent in MAXIMO system.Purchase Orders are published within five day of order.MAXIMO provides a good history data tracking system

Small Business vendors over pricied.

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. Fleet Additions 0 1 0 0 0 1 2.00b. Vehicle Transfers 0 0 0 0 0 2 NAc. Vehicle Disposals 0 0 1 0 0 1 3.00d. Grouping Vehicle by Category or Type 0 0 1 0 0 1 3.00

e.Maintaining Vehicle Information (including maintenance history 0 0 0 1 0 1 4.00

f. Maintaining Vehicle Warranty Information 0 0 1 0 0 1 3.00

g. Fuel and Fluid Management (including usage monitoring 0 0 1 0 0 1 3.00

h. Scheduling Preventative Maintenance 0 0 0 1 0 1 4.00i. Tire Management 0 0 0 1 0 1 4.00j. Inventory (Parts and Supplies) Management 0 0 1 0 0 1 3.00k. Work Order Processing 0 0 0 1 0 1 4.00l. Fuel Transaction Interface 0 0 0 1 0 1 4.00m. Multiple fuel site management (if applicable) 0 0 0 1 0 1 4.00n. License and Permit Tracking 0 0 0 0 0 2 NAo. Recall Management 0 0 0 0 0 2 NAp. Accident Tracking 0 0 0 1 0 1 4.00q. Billing 0 0 0 1 0 1 4.00

3.50

Fleet Management

Average Reponse

1

1

Fleet Management

NA

Major Strenghts

Major Weaknesses

NA

Unsatis-factory

(1.0)

Below Average

(2.0)Average

(3.0)

Above Average

(4.0)

Excep-tional (5.0)

Not Applicable

/ Not Provided

Response Average

a. Work Order Set-Up 1 0 0 1 1 0 3.33b. Work Order Data Tracking 1 0 0 1 1 0 3.33c. Work Order Scheduling 1 0 1 1 0 0 2.67d. Work Activity Recording 1 0 0 2 0 0 3.00e. Work Order Tracking 1 0 0 1 1 0 3.33f. Work Order Closeout 1 0 0 2 0 0 3.00g. Time Keeping 1 0 1 1 0 0 2.67h. Staffing Resource Scheduling 1 0 0 1 0 1 2.50i. Work Order Performance Tracking and Analysis 1 0 0 1 1 0 3.33

3.02

Work Order Management

Average Reponse

123

45

6789

1011

121314151617

THE SYSTEM RECORDS HISTORY, EDITS AND CHANGES CONSISTENTLY WITH USER IDENTITY.Security is easy to adjust for different users on the network. Financial reporting capabilities are accurate and meet our current needs. Older information is easily accessible.

Relationships are well-designed. THE DATABASE IS EQUIPPED WITH HELP SCREENS THAT HELP IN GUIDING USERS THROUGH TASKSTHE SYSTEM IS EQUIPPED WITH A WORK APPROVAL PROCESS USING WORKFLOW DESIGNED SIMILAR TO OUR PAPER TRAIL APPROVAL PROCESS.THE SYSTEM IS DESIGNED WITH NUMEROUS DROP DOWM MENUS OT ASSURE ACCURATE CONSISTENT DATA.

THE DATABASE ALLOWS FOR EXTENSIVE QUERYING IN THE CREATION OF METRICS USED IN EVALUATION OF VARIOUS WORK ACTIVITIES.Easy to use to create a work order. Adding new data to existing tables is straightforward. Data tracking and report creation is easy.

Major Strenghts


Can import/export some tables between MP2 and Excel. THE MAXIMO CMMS IS SET UP TO BENEFIT BOTH THE USER AND MANAGEMENT IN DAYA TO DAY OPERATIONS.THE SYSTEM CONSISTENTLY TRACKS ALL DATA.

THE SYSTEM IS INTEGRATED WITH SEPERATE MODULES TRACKING STORES, PM, PURCHASING, LABOR,EQUIPMENT, ETC.THE SYSTEM ALLOWS TRACKING OF TIME, STAFF UTILIZATION, JOB PLANS,

1

23

456789

10

11

Reports are somewhat customizable and practical, but not suitable for presentations. Financial reports are useful but basic, and would not be as detailed as a Finance section might requestAdditional Comments

THE NECESSAARY INTERFACES ARE NOT ACTIVE. THEY WILL BE ACTIVATED IN THE FUTURE VERSION THAT WE ARE MIGRATING TO.

Does not allow for importation of PM Tasks; each task must be inputted individually. Report building interface is easy to use but can be tedious. Does not allow supervisors to approve/decline issuance of work orders. Work Request form is not useful, as no online approval is possible and the form is almost identical to a work order. Not very friendly for inventory.Not able to export/import many of the larger tables. Reports can be printed, but cannot be e-mailed or viewed by those without MP2 on their local machineLack of work order approval capabilities generates extra paper

INTERFACING WITH OTHER DATABASES REQUIRES CREATION OF LINKS IF THE FINANCIAL MODULE IN THE DATABASE IS NOT USED AS A STAND ALONE MODULE. iN THIS CASE WE WILL UTILIZE AN INTERFACE WITH ADVANTAGE TO ACCOMPLISH THIS REQUIRED TASK.

TRAINING IS A CONCERN WITH THIS DATABASE AS WITH ANY CMMS (COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEM). THE DATABASE IS EXTENSIVE WHICH REQUIRES ADEQUATE TIME.Currently, we do not have work order system.


Major Weaknesses

1) Financial System2) HR/Payroll System3) Inventory/Work Order System

Section 3 - Extent to which the current system meets departmental needs

AVG GL Bud AP AR Purch Cash Treas FA Grant Proj.Transactions are processed efficiently within the system 3.52 3.22 3.50 3.50 3.00 3.30 4.00 3.67 3.00 4.00 4.00I can easily check the status of transactions in the system 3.27 3.40 3.44 3.40 2.57 3.00 4.00 3.25 2.67 3.00 4.00The system processes are not too paper-intensive or manual 2.84 2.78 3.00 3.00 2.57 2.90 3.25 2.75 2.67 3.50 2.00Information is accessible on a real-time basis from the system 3.33 3.44 3.40 3.20 3.20 2.88 3.50 3.67 3.00 3.00 4.00The system generates reports that are useful for planning and decision-making 2.42 2.00 3.00 2.40 2.50 2.50 3.25 2.75 2.33 2.50 1.00

Departmental staff are more focused on value-added activities and key departmental priorities than processing transactions 2.44 1.43 2.80 2.25 3.00 2.71 2.00 2.50 2.67 3.00 2.00

The current system is tightly integrated and enables the interchange of data between different business functions 2.38 2.00 2.14 2.25 1.60 2.17 3.00 3.00 2.67 3.00 2.00The system allows us to capture the necessary information 2.95 2.88 2.91 3.40 2.57 2.43 3.00 3.00 3.33 4.00 2.00The system enables this Department to track performance data regarding personnel, programs and services. 2.04 1.57 1.38 2.50 2.50 2.33 2.00 2.50 1.67 2.00 2.00

2.52 2.84 2.88 2.61 2.69 3.11 3.01 2.67 3.11 2.56

Avreage Response 2.80

Scale is 1-5 with 1 being strongly disagree and 5 being strongly agree

Extent to which the current system meets departmental needs

Financial System

AVG HR Pay Ben TimeTransactions are processed efficiently within the system 3.50 3.00 3.82 4.00 3.20I can easily check the status of transactions in the system 3.35 3.33 3.08 4.00 3.00The system processes are not too paper-intensive or manual 2.21 2.67 2.50 2.00 1.67Information is accessible on a real-time basis from the system 3.71 4.50 3.17 4.00 3.17

The system generates reports that are useful for planning and decision-making 2.58 3.00 2.70 3.00 1.60

Departmental staff are more focused on value-added activities and key departmental priorities than processing transactions 3.25 4.00 3.00 3.00 3.00The current system is tightly integrated and enables the interchange of data between different business functions 2.10 1.67 2.50 2.00 2.25The system allows us to capture the necessary information 3.29 3.67 3.30 4.00 2.20The system enables this Department to track performance data regarding personnel, programs and services. 2.72 2.67 2.56 4.00 1.67

3.17 2.96 3.33 2.42




Human Resource / Payroll System

AVG ory Fleet OrderTransactions are processed efficiently within the system 3.25 2.00 NA 4.50I can easily check the status of transactions in the system 3.00 1.00 NA 5.00The system processes are not too paper-intensive or manual 3.25 3.00 NA 3.50Information is accessible on a real-time basis from the system 4.25 5.00 NA 3.50The system generates reports that are useful for planning and decision-making 3.75 3.00 NA 4.50Departmental staff are more focused on value-added activities and key departmental priorities than processing transactions 2.75 2.00 NA 3.50

The current system is tightly integrated and enables the interchange of data between different business functions 1.75 1.00 NA 2.50The system allows us to capture the necessary information 2.75 1.00 NA 4.50

The system enables this Department to track performance data regarding personnel, programs and services. 2.75 1.00 NA 4.50

2.11 NA 4.00



Invenotry/Work Order System


Section 4 - Executive Visioning Session

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8

Major Organizational Challenges (in relation to the Financial and HR environment)

Major Business/Functional Challenges with Current Systems

organizational development -succession planningTimely processing of requisitions and other transactions in a cost efficient and non-duplicative manner. Lack of cost accounting module that would allow enterprise funded organizations to operate as business units.Inability to process requests fast.

.HR Recruiter holds on to old resumes so when a new position is advertisied outdated resumes come up. Often the applicants have found other employment. Perhaps an option could be added to ask for resumes submitted since a specific date.

Little or no tolerance for electronic documents or signatures

Generally, the systems do not interface with each other. he systems are highly specialized making it difficult for users to move from one to the other.Financial resources under attack by State Legislature while unfunded mandates continue to increaseDifficulty recruiting for candidates in many job classificationsDifficulty retaining employeesPaper-intensive processes in the face of dwindling/stressed resources to handle those processesommunication across all levels

Time required to recruit for non-typical jobs

Must have the capacity to be designed to meet the need of diverse organizational units with different data priorities. Past efforts for a one size fits all have made less than satisfactory results.

Paper-intensive processes in the face of stressed resources to handle those processes

Multiple systems with different access rules and approval rulesLimited access to historical data from any of the systemsAdvantage system cumbersome for casual user

1

23

45

6

7

8

123

456

7

8

What Should be the Primary Objectives of an Enterprise System - How Should Such a System Promote the Goals and Missions of the County

Accessiblity of data (both current and historic) via ad hoc reporting should be easy to enable informed data-driven decision-makingprovide central enterprise wide servicesestablish ontracts to provide, or decentralize, individual business unit servcies -to promote the goals and mission, provide user friendly systems that require minimal user trainingAgain while overall goals and mission of the county must be of prime concern, those goals must be inclusive of accountability and responsibility of specfic business units.

Ability to access data across the organization in order to determine overall "health" of the organization.

A central system that truly integrates the existing separate systems would require less time to perform administrative tasks The system should be integrated to eliminate multiple entries of the same datamultiple sign-ons to different modules, and multiple approval lists to grant authorities to the same people

How Should an Enterprise System Help Your Specific Department

he system should allow for the attachment of electronic documents to cut down/eliminate paper flow between offices and reduce the need to archive and search for documentationprovide periodic exception reportsprovide a system that evolves benchmarks

Vital need for account receivable, lease accounting and management, and Port specific management information in an fully intigrated and non-duplicated data entry envioronment.It would be helpful if it were user friendly and allowed for easy access to data such as time to fill vacancies, absentee rates, performance evaluation timeliness, organizational performance based on budget vs outcomes.

The primary objective should be seamless access for all users of County systems. This would promote efficiencies, eliminate duplication and thereby promote the Commission Goal of "Coordinated and Cooperative Governance, Funding, and Service Delivery."

An enterprise system should be nimble enough to allow for agencies to react to changing goals, mandates, and demandsPerformance reporting should be integrated with the system

12

34567 Fear8

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67

Please briefly explain any improvement projects or initiatives that are currently in progress at the County that may impact the success of an enterprise system.

Discomfort with granting decentralized authority to agencies for central functions like purchasing, payroll, etcGovernance issues over applications

Some applications are owned/maintained by central Information Technology, some by Accounting, some by HR, some by Records, some by Budget.

Are there any business, organizational, or cultural issues that may hinder the County's ability to develop an effective centralized enterprise system?

nothing serious,it's primarily the concern that a one size fits all needs approach will be usedTrying to conform a central system to a decentralized management structure. Diverse needs for management information Culture of "every man/woman for him/her self. IT is buried in one department when called to serve all.

Time, money and the desire of the organization to truly understand how benificial this could be.

Port Everglades has been trying to install an upgrade to our Harbor Master System to integrate management information ranging from accounts receivables, lease information, work order, and ship information and scheduling. A delay in this upgrade will significantly expose the port to meeting its organization requirements while awaiting a central solution that is unlikely to meet the specific needs of a port enterprise opeeration.

Sheer amount of change, increasing workloads and staff reductions. With so many issues, challenges and initiatives, will senior executives and staff be able to bring the required focus, commitment and resources required for success?PMIS - a project to better manage information regarding construction projects.

An enterprise document management project is underway with Records, Information Technology, and other partners. However, a dozen or so other solutions are deployed in the enterpriseOMB is in the bid process for a new stand-alone performance measurement system.Many agencies have developed in-house financial tracking systems using Excel, Access, etc.electronic document management system not progressing fast enough

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