1. Public Sector Overview

2. Public Sector Industry Overview Agenda
Overview of the Public Sector Vertical
Critical Business Issues
Software Review – Positioning the Solution
Additional Resources

3. Public Sector Overview
K-12
Higher Ed
Federal
State & Local

4. Key Players Government Education Operations Finance HR Other
Department/Agency Heads
City/County Managers
Operating Officers
Finance
Finance Officers
Administration Officers
Budget Officers HR
Human Resource Director
Payroll Director
Personnel Director/Executive
Other
Mayor
Deputy Mayor
Chief of Staff
Education
Operations
Department Heads (Food Services, Transportation, etc…)
Operating Officers
Finance
Finance Officers/VP
Administration Officers/VP
Budget Officers/VP
Business Officers HR
Human Resource Director
Payroll Director
Other
Superintendent
Assistant Superintendent
President/Chancellor
Vice President/Chancellor

5. City and Local County – What is important
Budget Management and Visibility to Data
Compliance, Compliance, Compliance
Manual processes – Change Management is so important.
Many differing employee groups that require independent solutions.

6. In Many Cases This Is What Is Familiar to City and County Workers

7. Relying on Outdated Systems
45% of agency executives consider their system outdated
53% of organizations rely on a manual time and attendance system
63% do not use an automated request and approval system for employee’s time off
Nearly 40% of organizations use a decentralized mechanism to track time and leave
Managers and employees are required to report absences
Earlier this year, our organization began to try to understand what portion of the government market was still operating in manual mode. We also attempted to start attaching some costs to these systems. In that spirit we worked with The Governing Research Group to survey over 100 state and local government administrators to determine how they were managing time and leave in the workplace. 

8. How This Adds Up
According to a recent Forrester Research survey, 12 percent of employees overstate their time worked by two hours monthly.2
Looking at the pool of 5.3 million state employees at an average wage of $15/hr, this amounts to approximately $229 million per year in overpayments to employees, or an average of $4.5 million in overpayments per state. When factoring in local employees, the cost increases dramatically. With 14.2 million local employees at an average wage of $15/hr, this amounts to approximately $613 million per year in overpayments to employees nationally, or an average of $12.2 million in overpayments per state.

9. What does that mean? Accrual Costs Paid Time Off (PTO) Request Process
“Decrementing accrual balances to reduce the expenses the organizations are carrying in their books”
What does that mean?

10. Why Automate? Accuracy of timecards/records questionable
3 months behind on leave balances
Unexcused absences going unnoticed
Honor system
Storage capacity
No visibility
Liability risk
Paper-based system

11. With Automation Comes Accountability
Real-time data
Alert to trends and patterns
Statistical information
FLSA compliance
Fair compensation
Employee has visibility
Accurate tracking
Auditable
Productivity gains
Centralized database
Employee Accountability: “With the paper-based system, there could be multiple copies of an employee’s timecard, and changes made to one of those copies, but nobody else would know about it.”

12. With Automation Comes Some Compliance
Courthouse Security Employees
Problem: Consistently logging overtime working a 5-day/8.5-hour shift
Consequence: Hurt overtime budget and left Sheriff’s Office vulnerable to a lawsuit
Solution: Labor data analyzed; moved employees to a 4-day/10.5-hour shift
Results: Reduction in overtime costs, happier staff, and better compliance with FLSA regulations
Additional benefit:
“Using the labor data at your fingertips to identify a more
suitable workload.”

13. University of Georgia
Founded in 1785, UGA is the first state-chartered university in America
Land and Sea Grant Research University
Location: Athens, Georgia, about 60 miles northeast of downtown Atlanta
Annual Budget (FY 2012): $1.32 billion
Enrollment – Fall Semester 2012
Undergraduate: 26,215
Graduate/Professional: 8,260
Total: 34,475
This is the first of your presentation slides. On your last slide, consider including your contact information.

14. UGA Prior to Workforce Automation
Paper timesheets – stored in departments
Some departments had electronic tracking
No department systems were “tied” to campus ERP system
Comp time tracked in each department

15. Why & How Workforce Management Automation?
Food Services department needed to replace an aging time and attendance system (2005)
State RFP process
Implemented for approximately 1,000 hourly employees and 75 supervisors
Biometric time clocks – eliminated ‘buddy punching’ potential
Timecard-level audit trail

16. Why & How Workforce Management Automation?
UGA needed to retire in-house developed electronic voucher system (2007)
Many options, but chose to expand Workforce Go! implementation
Campus team representing various groups
Links to University Hospitals
Communication, communication, communication

17. Challenges Campus-wide deployment Time collection options
Integration with legacy ERP
Multi-job employees

18. Success All hourly employees use the Workforce Go! system
Integrated with core ERP system
Payroll department supports the functionality and the central IT group supports the system
Improved accountability and compliance

19. Automation Enables Critical Process Capabilities
Transparency
Manager and Employee Visibility
Alignment with Business Goals
Accountability
Design Documents – Best Practices
Policy vs. Practice

20. 27%
of public sector organizations cite enabling access to workforce management data and tasks via mobile devices as one of their most critical workforce management strategies, as compared to just 10% of all other organizations