1 CITY OF SAN LEANDRO
Workday ERP (Enterprise Resource Planning) Project
Finance Committee Update
2 AGENDA Key Activities & Milestones to
Date
Project Roadmap & Next Steps Project Timeline & Phases Project Status & Funding Overview
Biennial Budget Request Key Risks & considerations Q&A & Discussion 2 3
August – September 2024
Preparatory Work &
Familiarization with Workday eco-system
October - November 2024
July 2024– Project and Budget
Approved by Council
Contracts Signed with Workday and
Implementation Partners
Implementation consultants onboarded.
Strategy phase completed
Planning Phase started
December 2024 – Executed Change
Order to move Phase 1 (HR/Payroll)
Go-live to January 2026 due to pay
cycle change from semi-monthly to
bi-weekly
January –March 2025
Core team completed foundational
Workday training; Planning Phase
completed; Design and configuration
underway
KEY ACTIVITIES & MILESTONES TO DATE
4 March 2025 – April 2025
• Secure budget approval for implementation and staffing costs for FY26 and FY27
• Finalize SOW and sign Can/Am (Teller) Cashiering system contract October 2025 – July 2026 – Phase 2 – Finance Implementation • Continue with the Design, Configuration & Development of HR/Payroll Phase
• Followed by other phases – Testing , Training
• Go-live date is January 1st’ 2026
February 2025 – January 2026
PROJECT ROADMAP & NEXT STEPS
5 PROJECT TIMELINE
Phase 1: HCM/Payroll/Time Entry
• October 2024 – February 2025: Strategy & Planning (Completed) • January – June 2025: Design, Configuration & Development (In-Progress) • July – October 2025: Testing
• October – November 2025: Training
• December/January 2026: Go-Live (on January 1st )
Phase 2: Financials
• October/November 2025: Planning
• November 2025 – February 2026: Design, Configuration & Development • March – June 2026: Testing & Training
• June/July 2026: Go-Live
6 PROJECT STATUS & FUNDING OVERVIEW
• The project is currently on-schedule and on-budget.
• FY25 funding is secured, but we need to ensure funding for FY26 and beyond to maintain progress.
• Maintaining funding is needed to support successful implementation, training, and post-production support.
7 BIENNIAL BUDGET REQUEST
Fiscal Year/Category
Project
Implementation
Cost
Operational
Costs (Postimplementation)
Appropriation
Requested Notes/Comments
Year 1 (FY25) $2,121,266 $0 $0 These funds were appropriated in previous fiscal years
Year 2 (FY26) $2,169,436 $0 $2,983,888
Implementation Cost + Contingency
($814,452 –> 10% of total cost)
Year 3 (FY27) $269,892 $445,328 $715,220 Implementation Cost + Software Subscription
Year 4 (FY28) $0 $445,328 $0
Year 5 (FY29) $0 $445,328 $0
Years 6 – 10 (FY30 –
FY34) $0 $2,247,944 $0
Staff Costs 6 FTEs for
FY26 & FY27
Continue the same staffing as prior budget
cycle for FY26/FY27 – 2 HR, 2 Finance, 2
IT.
8 KEY RISKS & CONSIDERATIONS
Staff Engagement & Workload:
• Increased meetings and project demands has led to some staff fatigue. • Mitigation:
• Working with the implementation partner to streamline meetings and improve scheduling
• Provide workload relief through additional staff and consultants Change Management & Adoption:
• The transition to bi-weekly pay requires focused change management • Workday represents a new way of doing work – requires user training and adaption • Mitigation:
• Change Management Team is actively communicating changes and addressing concerns
• Comprehensive training plan is being developed to ensure smooth transition. 9 PRESENTATION TITLE 9
ERP IMPLEMENTATION