Define information architecture governance to ensure consistent application across all ECM domains.
Plan and implement migration of content from the Insider to new intranet.
Project to redesign and reengineer CalPERS' external web presence. This effort is tied to the CSS Service Delivery Transformation Roadmap.
Upgrade to the latest version of SharePoint.
ITSB employees focused strategy to inspire, discuss, and share innovative ideas.
Define strategy for monitoring and measuring "search" to drive continuous improvement.
Document guidelines for managing the intranet content lifecycle; define standards to ensure that content is useful and maintained for the life of the content; and provide a framework that enables decision-making.
Develop a cohesive usability strategy that can be applied consistently across the ECM Program.
Automate CalPERS business processes. Develop governance, processes, and support models to provide business automation.
An enterprise employee focused strategy to inspire, discuss, and share innovative ideas.
An enterprise professional networking/mentoring program for employees to connect and share knowledge.
Establish collaborative site for project team developing enterprise policy repository. Build new content type for policies as well as approval model for publishing CalPERS policy.
Member Self-Service Guest Applications usability and content enhancements to optimize further for responsive design.
Establish governance to ensure CalPERS is in compliance with our website accessibility policies and all applicable laws and regulations. Determines roles and responsibilities in the enterprise.
Coordinated communication effort to present governance concepts to key stakeholders (Division leadership and content authors).
Adopt a centralized means to manage outbound (mass) email communications that integrates with myICalPERS.
Digitize CalPERS historic files and create a searchable database.
Coordinated effort to build out Illuminet skills and certification database to accommodate 3 new divisions by 6/2016, create a plan for enterprise roll out, and communicate program offering to CalPERS leadership and staff.
Implement a Governance, Risk and Compliance (GRC) solution, along with analytics, in order to improve CalPERS ability to automate controls, monitor for compliance and increase knowledge on risk. Some desired outcomes are an enhanced ability to rank and prioritize risk, provide standard measurements of risk, automated risk tools, ability to perform risk analysis, and provide standard reporting. The solution will also enhance transparency of the risk CalPERS is managing.
CalPERS requires an Enterprise-wide Treasury Management program achieved through the collaboration of multiple functional areas to ensure the financial soundness of each trust while managing operations, financial, and reputational risk.
Determine what processes and staffing are required to develop an industry standards based Treasury Management program.
Upgrade to PeopleSoft Financials 9.2
Automate the Travel Expense Claims process.
Currently authorized division staff complete and submit Badge Access Request Forms (CARF) for division staff. All forms require approval from Division Chiefs and/or other authorized individuals assigned to approve card access throughout the complex. Authorized staff submits completed forms to the Building Management Office that programs access cards with the appropriate level of building card access (e.g. regular building hours, after-hours, 24-hour access, special access areas, etc.). Access cards are picked up by authorized division staff and distributed accordingly. This is a manual process and OSSD wants an automated approval and processing system.
Using unused funds from the Phase 3 Archer/RSA eGRC implementation that was put on hold, start doing some of the assessment defined in "eGovernance Risk and Compliance (eGRC) Support".
Stop-gap solution for the eGovernance Risk and Compliance (eGRC) Policy Repository. The long term eGRC Policy Repository solution will use the RSA/Archer eGRC suite.
SABA Learning Management System (LMS) upgrade to the latest version.
Replace or enhance current systems and processes to track AIM accounting information with a new AIM-IBOR (Investment Book of Record)/Portfolio Management solution that support INVO's desired future state capabilities. This initiative supports the Investment Office Target Operating Model and the AIM Strategic Plan. Phase 2 will include implementation of the solution determined from phase 1. The desired outcome is an enhanced system and process to track AIM accounting information.
A Vehicle Tracking system which can both track the physical location of the fleet and alert the necessary staff when its odometer has reached specific mileage readings and the vehicle needs to be serviced
Budget planning tool. This short term solution will not be integrated with PeopleSoft. It wil only be integrated if it is later decided that this is the long term solution.
Automate cash forecasting processes for all CalPERS funds utilizing treasury management software which will include the following (but not limited to):
Identification of a software system that can be utilized by CalPERS staff
Identification and development of software capabilities that meet user technical requirements
Assistance with determining a costing estimate for the purpose of submitting a Formal Budget Request for needed funding
Identification of necessary data transfer/system interfaces. (e.g., with PeopleSoft, State Street Bank, State Controllers Office, Bank of America, US Bank, Mellon Bank, etc.)
Development and implementation of forecasting, performance and management reports
Completion of Request for Proposal (RFP) process to determine a vendor to provide or create software
Implementation of the selected system
Ongoing IT administration support of the new software
CalPERS has invested in various RSA Archer technologies over the course of two phases of the eGRC Project. The scope of the eGRC project is to provide more automated, integrated solutions to address governance, risk management and compliance (GRC) across the enterprise. This has resulted in the development and implementation of a handful of production systems that require ongoing support. Currently there has been minimal to zero knowledge transfer to CalPERS support staff to provide maintenance and operations coverage for these production systems. This request is to secure 12 - 18 months of funding to provide immediate maintenance and operation support via a contractor, an architectural and solution overview of the Archer solutions, and a Knowledge Transfer plan to provide CalPERS with ability to maintain the systems with state resources.
A Maintenance and Operations (M&O) services agreement with external vendor who specializes is Archer development and support.
Annual licensing and maintenance fees as necessary for all owned or in use software.
Development of technical system support documentation to include (but not be solely limited to) an architectural and solution overview, and technical specifications documenting what Archer modules CalPERS owns, has in use, and how these modules are in use.
Development of knowledge transfer plan to transition maintenance and operations activities from the aforementioned vendor to the appropriate CalPERS resources.
And, as needed, the possible PYs necessary to provide continued support for any of these Archer based systems that will continue to require M&O support.
Presently, CalPERS does not have a centralized policy repository, resulting in policies that are poorly organized and inconsistently updated and exposing CalPERS to an increased risk of noncompliance. A technology tool would provide a customizable, centralized repository in which to effectively archive and monitor all CalPERS policies.
ProLaw v11 is going out of support. Office 2010 is the last version with which it will be compatible. The upgrade to v15 will enable continued compatibility as well as for the Legal Office to increase efficiencies, to better customize management reports, and to stay current in new advances to the ProLaw system
ProLaw is the case management system that tracks all Legal Office matters, including the calendaring ofcourt mandated due dates and hearings. ProLaw houses templates and case-related documents and e-mails, and generates management reports. This upgrade is
necessary to avoid the risk of running an unsupported version of ProLaw. It is important that the
Legal Office has the ability to stay current in efforts to provide timely legal assistance and adhere to
court mandated rules.
As PeopleSoft HCM functionality and usage has increased, the need for customization of delivered functionality has increased to support business function enhancements. The development work has never received a full and thorough review to ensure that it is streamlined and consistent with the latest design recommendations stipulated by Oracle.
CalPERS HRSD has resource library (books, equipment, dvd) that are available to be checked out to staff. Currently staff come to the library to check out these materials - we are interested in exploring automated checkout.
Implement supporting infrastructure and processes to test and install future PeopleSoft virtual images that require using PeopleSoft Update Manager (PUM). Test and install PeopleSoft HCM 9.2 update.
The scope of the project would enable the RFQ feature in the Purchasing Module and to integrate PeopleSoft Strategic Sourcing into the current PeopleSoft system. This would allow the enterprise to capture contract and solicitation information--from solicitation, evaluation of proposals, intent to contract/purchase order.
The PeopleSoft HCM system maintains HR-based information for CalPERS, including employee data and hire/separation information. If the CCURE (building physical security system) and PeopleSoft HCM could be integrated to allow the two systems to communicate with each other, it would eliminate the manual paperwork process for building access which would result in more timely addition/deletion of access following hire/separation.
The Achieving CalPERS Excellence (ACE) Award is a web-based application which serves to recognize individuals and teams who demonstrate excellence in communication, core values, customer service, or as a champion of security. The Recognition Staff utilizes the web-based application to administer and process the ACE awards each quarter.
The system allows the nominator to type in a message to thank other staff member(s) for their outstanding work. The content should contain no more than 1,044 characters. At the end of the quarter, Recognition staff review, correct and download the ACE awards from the application and then send the awards to the DocuCenter for printing. The Recognition Program processes 250-500 ACE Awards each quarter and several process improvements are being recommended to improve efficiencies and reduce staff workload from associated manual workarounds.
The External Training Request form (E80) on SharePoint needs minor enhancements to streamline the E80 process and make it easier and clearer to the users.
PeopleSoft Data Interface Enhancements - GoLearn would like to utilize the PeopleSoft data feed for more timely information of CalPERS Employees. We would like to explore importing all external employees (interns, consultants, etc.) to ensure Mandatory training is assigned and completed on time, and track the first hire date for new managers/supervisors, and competencies.
GoLearn utilizes a single sign-on feature to expedite the log-in process for all CalPERS employees. This technology allows users to open GoLearn without using a username and password and drastically lessens Service Desk tickets opened for password resets. Saba recently upgraded their system to support SAML (Security Assertion Markup Language) which is a web browser single sign-on. Currently, the single-sign on technology does not always work and causes users to reach the Saba username/password screen. This increases questions and support for the GoLearn Admin team and causes confusion for the end user.
Defines methods and processes for managing BI projects.
A business-oriented portal to maintain the inventory of BI work products and product specifications.
Provides ongoing technical support, training and development resources to keep the data warehouse up and running.
Technical documentation, glossaries as well as maintaining application and architectural relationships between systems.
Provides ongoing technical support, training and development resources to keep the operational data store up and running.
Provides ongoing technical support, training and development resources to keep the OBIEE reporting application up and running.
Provides ongoing technical support, training and development resources to keep the server-based SAS application up and running.
Process includes the BI request tool, value and cost management, prioritization, data quality assessment and validation, roles and responsibilities.
A suite of documents and tools to enable end users to make informed BI service requests.
Provides ongoing technical support, training and development resources to keep the reporting meta model current.
Provides the ability to perform analytics on large data sets not supported by OBIEE and SAS.
A library that includes data quality and condition information, rules and special considerations, ownership and required approvals, access requirements and restrictions, and known data issues.
Formalized effort to provide ongoing security vulnerability and penetration testing in a business intelligence environment.