Cambria’s Finance and Administration practice offers a full range of management and IT consulting services to help organizations successfully deploy, manage, and operate their business and technology investments. We offer services to support the entire systems development life cycle (SDLC) from planning, analysis, design, development, and implementation through ongoing maintenance and operations. We have supported our clients with custom development initiatives and with commercial-off-the-shelf (COTS) software implementations.
In addition, we have a long history of serving our clients on their non-IT management consulting projects ranging from program development and analyses, procurement assistance, business case justification, feasibility study analyses, organizational assessments, strategic planning, and program performance audits. Cambria is ready to support you in solving your most difficult business challenges today and into the future.
Cambria provides services that support the planning, analysis, design, and implementation of finance and accounting practices and systems that improve overall organizational performance. While technology and systems make improvements in organizations possible, it is the response and acceptance of an organization’s human resources and business imperatives that provide the driving mechanism for sustainable change. Cambria takes its own human approach to help guide organizations to achieve success.
The FI$Cal project is a business transformation project for state government in the areas of budgeting, accounting, procurement, and cash management. The project will prepare the state systems and workforce to function in an integrated financial management system environment. Key objectives are to replace the state's aging legacy financial systems, eliminate fragmented reporting, and improve fiscal controls to support better decision making by state managers and the California legislature.
Cambria is involved in many areas of the FI$Cal project, including business process reengineering, functional system design and configuration, testing, interfaces, system administration, training, knowledge transfer, department/user readiness, scheduling, and technical writing. Cambria’s deep understanding of State of California As-Is operations, processes, and budgeting has been critical to Accenture successfully leading the implementation of the PeopleSoft solution. Additionally, we have leveraged our professional staffing services division to become to go-to partner for Accenture on this project.
Cambria is a partner with Accenture in designing, developing, and implementing an integrated Oracle PeopleSoft and Hyperion enterprise resource planning (ERP) solution for departments statewide. This project began in 2012 and will be deployed to more than 100 departments in multiple waves over approximately five years. The result of the project will be to modernize and reengineer the financial business operations of California, while eliminating many disparate and decentralized legacy systems throughout the state.
AREIS is a web-based portfolio management application for the Real Estate Asset Class within the Investment Office at CalPERS. The application went live in September 2009. Upon completion of implementation, CalPERS needed a new vendor to stabilize and support ongoing maintenance of the ARIES application. Cambria was selected to take over the maintenance and support activities for AREIS in January 2010 and continues to serve in that role to this day.
Cambria’s AREIS maintenance and support activities include IT project management, IT business analysis, IT systems analysis, software design and development, software QA and testing, and release management support activities. Upon contract award by CalPERS, Cambria assembled a team of technical analysts and developers to work closely with the ARIES team to understand the challenges and priorities in supporting the development of an approach that met their business needs and supported knowledge transfer to CalPERS staff.
CalPERS has stabilized the AREIS application that manages their $20 billion real estate asset portfolio. Over the past four years, Cambria has implemented many enhancements and upgrades to meet business unit requirements. CalPERS are now in the process of migrating application support, with Cambria’s assistance, to CalPERS internal staff to continue the department-wide insourcing initiative.
Cambria’s planning services support the development of feasibility study reports, business process review and design, business case development, and organizational performance management. Understanding an organizations goals, objectives, and culture is critical in developing a plan that provides true value.
We are unique in that we not only provide services to document where you are and where you want to go, but can then actually work with you to implement the changes to achieve business success.
The Department of Admissions and Outreach completed the first phase of a Program Review in August 2009. This supported Cal Poly Pomona’s efforts to respond to the Western Association of Schools and Colleges (WASC) Interim Report to improve access and delivery of education. The considerable changes in academic leadership in the last two years, as well as WASC concerns that faculty did not have a clearly defined sense of the Teacher-Scholar model, prompted the need to document and redesign business processes to improve operations.
Cambria completed five key tasks to support the initiative to improve operations. These tasks included interviewing process owners and stakeholders, documenting interview and research findings, reviewing and validating processes, and recommending changes to improve efficiency and effectiveness of the current processes. Cambria also conducted over 20 interviews to determine issues, challenges, and areas of improvement.
In analyzing the results, Cambria determined where business processes were redundant, similar, or different between the service areas. We developed a final deliverable that streamlined and effectively leveraged resources in the office. These recommendations have improved those areas highlighted in the WASC Interim Report to improve the access and delivery of education at Cal-Poly Pomona.
Adequate bulk fuel supplies are necessary for Caltrans Maintenance staff to respond to events that can occur at any time. These events range from non-injury and major traffic incidents to natural disasters, including fires, landslides, and earthquakes. In each of these cases, Caltrans must respond quickly and with the appropriate people and equipment. The BFS FSR project included analysis of current processes, identification of issues, and design of processes to support a new automated fuel infrastructure and host application.
Cambria conducted interviews and led working sessions to confirm As-Is and To-Be processes for the BFS. Process maps were created and technical/business requirements were defined through working sessions with client stakeholders. In addition, stakeholder interviews and budget analysis was conducted to determine baseline costs, which were incorporated into Economic Analysis Worksheets (EAW).
The Feasibility Study Report was completed and approved by the Executive Steering Committee and the department’s executive management. Caltrans has begun implementation of many of the recommendations to achieve field staff efficiencies, eliminate manual data entry, and improve data quality to manage the BFS.
Caltrans needed to develop Strategic Plan to align departmental initiatives to the core mission of the department. Caltrans goal was to prioritize and focus its resources on meeting the Department’s five main goals: Safety, Stewardship, Delivery, Flexibility, and Stewardship.
Cambria assisted Caltrans’ executive management in the development of a department-wide Strategic Plan and associated Program-Level Action Plans (PLAP). Project activities included best practice research with similar organizations to determine the various methods of implementing performance-based management. Cambria also delivered facilitated sessions with Caltrans executives and division chiefs to develop strategic objectives and supporting strategies as well as worked with Budget Division staff to modify their practices to provide a financial linkage to the strategic plan.
The work included developing and implementing a structure and methodology for staff to create action plans and determine the associated resources necessary to support Caltrans strategies and objectives. This process continues to help Caltrans plan for the future, implement changes that improve operational efficiencies, and deliver value to all Californians served by roads, bridges, and railways.
The pace of change that business and governments are facing today can make it difficult to keep everyone and everything moving ahead together. Cambria helps organizations — and their people — adjust to change and deliver results.
Effective change leadership improves your organizational performance by maintaining alignment to strategic and operational goals. We help our clients assess and diagnose their organization’s readiness for change using our proven tools and techniques for gathering and assessing information.
California needed to implement a statewide enterprise resource planning (ERP) system for accounting, budgeting and procurement functions. To begin this project, the current business processes and legacy system user operations needed to be documented to allow prospective bidders to assess how their solutions would support the financial management needs of California departments. Additionally, the State needed to assess the amount of change and its impact to the organization by implementing a new financial management system.
Cambria developed a plan to determine the As-Is business processes by conducting interviews with 35 different state departments, including four control agencies (Department of Finance, State Controller’s Office, State Treasurer’s Office, and Department of General Services). We documented business processes from 16 different functions that are included in the scope of FI$Cal project.
The state FI$Cal team is now leveraging the project deliverables as the “current state” reference point for the fit/gap portion of the PeopleSoft application and system design implementation. This information has saved resource time and money, and reduced the overall risk of implementation.
The Department of Public Health (CDPH), like many other departments, is being challenged with an aging workforce that is retiring at a rate that makes it very difficult to meet its mission. Filling leadership positions has been affected especially hard, leaving a significant gap in management personnel capabilities. Employee evaluations were not conduction consistently; supervisors were uncomfortable with evaluating employees and guiding their development. CDPH needed to develop a strategic approach to workforce planning, recruitment, succession planning, and staff development.
Cambria provided organizational change management, training, and communications support to establish an Office of Leadership and Workforce Development implementation plan, which included workforce/succession planning, training and development, leadership development, recruitment, and retention strategies. In addition, Cambria created end-user training manuals and materials, and facilitated in-person training sessions department-wide to support the roll out of the new organizational structure.
CDPH implemented a new Office of Leadership and Workforce Development with executive support to strategically guide leadership and workforce development within the department. They have realized improved communication between supervisors and employees, and established goal-setting strategies with an ongoing feedback loop. CDPH also instituted a joint ownership approach between the supervisors and employees to make sure development and evaluation of all employees is performed on a consistent basis.