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About FIS

The Oracle Financials System went live on July 1, 2020. This website documents the FIS implementation project and is no longer updated.

 

Developed in the 1990's, UC San Diego's mainframe financial system no longer met the university’s needs. To achieve modern efficiencies, streamline reporting needs and meet regulatory requirements, UC San Diego implemented Oracle ERP Cloud on July 1, 2020.

The new financial system provides a comprehensive, modern solution for the university’s business needs, freeing employees to focus their time and effort on advancing the education, research and public service mission of UC San Diego.

More specifically, the updated system ensures UC San Diego's culture of innovation, ambition and data-driven decisions continue as the university experiences unprecedented growth.

Guiding Principles

The guiding principles are implementation ideals that move us closer to achieving our vision. We looked to employ these principles in every decision, process and task as a means of attaining operational excellence in the new financial system.

  • Design financial processes and reporting to take maximum advantage of new UC San Diego chart of accounts.
  • Maximize configuration options, minimize customizations.
  • Minimize legacy data conversion to new tool.
  • Full functional partnership with UC San Diego Health and Foundation in a common financial system and linked chart of accounts.
  • Lead with UC San Diego’s internal resources and external guidance and support from an implementation partner.
  • Adopt and streamline as much out of the box functionality as possible in new financial system, minimize cloning of current processes.
  • Adopt full budget system and the benefits that come with corporate financial planning and associated metrics.
  • Meet user needs in the context of what’s best for the institution as a whole.
  • Maximize system’s “controls” capabilities.
  • Leverage system to stress discipline and accountability in sound financial management of UC San Diego resources.
  • Full and successful integration with defined enterprise systems including student systems (campus and extension) pending future modernization initiatives.
  • Develop and centralize non-student Accounts Receivable with matching to receipts
  • Develop/modify/extend local financial policies as required to match new core business processes.

Minimum Viable Product (MVP)

The Financial Information System project launched with the Minimal Viable Product (MVP) to support business processes, third-party integrations, and financial reporting deemed necessary for go-live.

Domain Necessary 
Accounts Receivable 
  • Create invoices
  • Receive payments
  • Apply cash
  • Reconcile
  • Collections
  • Aging and write-offs
Budget
  • Line item budgeting
  • Load target budgets (UC San Diego Health) 
    • Will load to GL but is a budget function

Reports

  • CFO report suite
  • Core Revenues Plan vs. Actuals
  • Contingency Balances
  • Budget vs. Projected Spend by VC
  • 10 Year Projected Revenues vs. Expenses
  • Budget Plan to Actual Org Levels 1 thru 3
Cash and Banking 
  • Link to bank data
  • Reconcile
  • Link to Accounts Receivable 
General Ledger
  • Create, approve, post journals
    • SLAs (perform subledger accounting)
  • Adjustments
  • Allocations
  • Reconciliation
  • Close
  • Reporting
    • Financial Statements
  • Audit
  • Reappropriate fund balance to financial unit
  • Allocating perm budget (appropriating core funds)
  • COA maintenance
  • 3rd party integrations
    • Inbound
      • Epic/Patient AR
      • Foundation Gifts
    • Outbound
      • COA validations
      • EPSI
Procure to Pay (Accounts Payable and Procurement)

Procurement

  • Purchase Orders
  • Supplier management
  • Supplier set up
  • Invoice matching

Accounts Payable and Tax

  • Pay a supplier
  • Payment methods
  • Tax withholding
  • Sales and use tax assessment
Project Portfolio Management

Sponsored Research

  • Meet federal compliance reporting A133
  • Sponsor reporting
  • Cost-sharing
  • Cost transfers
  • Key personnel reporting
  • Issue invoices
  • Kuali Research integration
  • Letter of credit

Capital Management

  • Costs
  • Capitalize expenses
  • Cost to budget
  • CIP

 Department Level Detail

Travel and Expense

Travel

  • Ability for employees to request travel
  • Ability for department approvers to approve travel requests
  • Ability for system to encumber funds
  • Ability for employees to book travel for themselves or another traveler
  • Ability for employees to submit travel expense (reconciliation) report
  • Ability for employees to add receipts and attachments
  • Ability for system to issue payments for prepayments/advances
  • Ability for employee to request cash advances
  • Ability for department approvers to approve cash advance requests
  • Ability for Central Office to issue cash advances
  • Ability for department approvers and Central Office to view travel reconciliation/expense report details
  • Ability for department approvers and Central Office to approve travel reconciliation/expense report

Expenses

  • Non-PO invoices
    • Ability for employees to request reimbursements
    • Ability for employees to request and receive Gift Cards
    • Ability for employees to submit an event request for department approval
    • Ability for employees to request direct payments to vendors for event-related expenses
    • Ability for employees to add receipts and attachments to expense reports
    • Ability for department approvers and Central Office to view details of event, reimbursement, or payment request
    • Ability for department approvers and Central Office to approve reimbursement or payment request
    • Ability for system to issue reimbursement to employee or payment to vendor
  • Card Management
    • Ability for system to assign card transactions to cardholder
    • Ability for employees to submit card expense report or include transactions in other expense report
    • Ability for employees to add receipts and attachments
    • Ability for employees, department, and Central Office to review card transactions/expense report
    • Ability for department approvers and Central Office to approve card transactions/expense report
    • Ability for system to charge department and offset clearing accounts

  • Posting
    • Ability for system to post charges to clearing accounts for centrally-billed expenses (including prepayments/advances)
    • Ability for system to post charges to department Chart of Accounts (“COA”) when expense report is approved after trip or event date
    • Ability for system to offset clearing accounts when department COA is charged for a centrally-billed or prepaid expense
Financial Management Reporting
  • Deficit reporting
  • Standard P&L
  • Faculty balances

Project Sponsors

Pierre Ouillet 
Vice Chancellor and
Chief Financial Officer

Lori Donaldson 
Chief Financial Officer,
UC San Diego Health

Project Governance

Project Governance provides leadership support to the project team and ensures decisions are made in accordance with Guiding Principles.

Governance members make certain the project is operating within stated constraints (budget, schedule, scope, etc.) and monitors risks and associated mitigation efforts. 

Escalation Role
Cheryl Ross AVC, Controller
Kevin Chou Director, Enterprise Systems Renewal (ESR)
TBD Associate CIO, Health IS
Governance Members Role
Adam DiProfio Director, Finance/Budget
Reid Hollyfield Controller, Medical Center
Ted Johnson Chief Procurement Officer
Sylvia Lepe AVC, Campus Budget Office
Bill McCarroll Senior Director, General Accounting
Don Portugal Director, Business Applications
Arlynn Renslow Director, Control and Compliance
Marlene Shaver CFO, Foundation
Pearl Trinidad Executive Director, BFS
Charles Wei Accounting Director, VCHS
Irene Xavier Business Operations Manager, MPL

Project Team

The Financial Information System (FIS) project team delivered an efficient, transparent enterprise-wide accounting and financial management system that supports staff and the business operations of campus and medical centers.

The core project team ensured a successful launch and continuous support.

Meet the FIS team.

Project Phases

The initial timeline for project phases may have been updated throughout the lifecycle of the project.

Project Phase Description Anticipated Timing

Initiate 

Discuss resourcing needs; Finalize statements of work and discuss prioritization of domain implementation. October-November 2018
Plan Project team engages vendor partners in planning, including for design teams. (Design and Technical Lead involvement begins) October-January 2019
Design Design Workshops Conducted (SME involvement begins) February-July 2019
Configuration & Prototype Developing and configuring the system and processes July-October 2019
Validate  Iterative system testing cycles; Validating and testing the system and processes November-April 2020
Transition Robust end user training  May-June 2020
Go-Live New system is launched! July 2020
Realization Deploying and monitoring the system and processes with vendor support July-August 2020
Stabilization After go-live, the stabilization period is typically three-nine months. Duration through 2020