University Business January 2018 - 55

SPONSORED WEB SEMINAR DIGEST

BRAD SAFFER
Director of Higher Education
Oracle

JENNIFER CHAVEZ
Director, Information Technology
University of Wyoming

a university has on the marketplace. So, schools are
very concerned with their institutional standing. A
big part of that is the faculty and staff. Are schools
able to attract and retain top faculty and staff? Can
they not only drive participation in programs, but can
they build and maintain quality programs that are
reputable and unique?
All of this is tied to how the university is operating,
both from a business process and a system standpoint. All of that mission-critical activity on the back
end is what will make or break the institution's ability
to deliver that student experience.

"We've redefined our grants process
and have been able to implement a
standard fringe benefit rate, which
we weren't able to do before."

Jennifer Chavez: While we had a need for data and
reporting, we found that while we were able to produce reports, it typically took us two to three weeks
to provide information when requested. We needed
to be able to pull data from different systems to allow
our new leadership to make some strategic decisions
for the future. So in 2015 the university embarked on
a needs assessment on running reports. That needs
assessment found that in order to achieve the business requirements of the university, we actually had
to look at overhauling the way we did business.
We then took a step back and said, "OK, if we need
to overhaul our business processes to align with the
strategy of the university, do we want to do that with
our current system and re-implement? Or what does
the technology landscape look like?" We had issues
with real-time data availability. The transactions and
how we were processing things were insufficient. The
structure and the organization of the university didn't
allow us to roll up things. So we did an assessment
and decided that based on where technology vendors' research and development were going, that if
we were going to change systems, we were going to
look at only cloud systems.
The university went out for bids for what we
branded as "WyoCloud," an initiative to provide modern and sophisticated solutions for today's demands

and challenges on our university, including financial
management, planning and budgeting, human capital management, business intelligence, and reporting
and procurement catalog.
In August 2016 we went with Oracle's Cloud solution, and in March 2017 we went live with student
reporting, and in July went live with the financial
management system. So, that was a ten-month implementation for us. We also then went live with additional student content, our financial business intelligence and pre-built content at the end of September. We also launched the HCM implementation, and
that kicked off in October.
By making this shift, we made some accomplishments. We started with 7,200 account strings and we
were able to consolidate that down to 267. We were
able to go live with an interactive, public-facing dashboard, and now we have information out there about
student finance and our budgeting, which also has
been a success. Cloud allowed us to negotiate three
specific contracts in the last 12 months with Office
Depot, CDW-G and Fisher Scientific to allow for value
and price discounts when the university buys in bulk,
which we had not done before. Over the next three
years, this should save the university roughly $2.7
million. We've redefined our grants process and have
been able to implement a standard fringe benefit rate,
which we weren't able to do before. And we have developed an all-fund, zero-based operating budget.

To watch this web seminar in its entirety, visit www.universitybusiness.com/ws111417


http://www.universitybusiness.com/ws111417

Table of Contents for the Digital Edition of University Business January 2018

University Business January 2018 - Cover1
University Business January 2018 - Cover2
University Business January 2018 - 1
University Business January 2018 - 2
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