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SFUSD staff say Frontline/Red Rover rollout is "critical" in coming weeks; board presses for payroll safeguards
Summary
District staff told the board the Frontline (ERP) and Red Rover (HCM) implementation has made progress on testing and training but still requires critical work in the next two weeks; commissioners pressed for data on pay-compare discrepancies and contingency plans to fix payroll errors quickly if the July 1 go-live causes problems.
District staff said the districts move to a new enterprise resource system (Frontline) and a human capital system (Red Rover) is part of a broader fiscal-stabilization effort and that the next two weeks are "extremely critical" to prepare for a planned July 1 go-live.
In a presentation to the San Francisco Unified School District Board of Education, a district presenter said central-office training is complete and described progress on implementation gauges that have moved from "orange" or "red" toward "green." Staff reported about 400 HRAs pending review and said pay-compare testing will expand from an initial sample of 1,800 employees to a run covering all employees to identify data mismatches and configuration issues.
Board members pushed staff to confirm whether the root causes behind pay discrepancies were being addressed or only tracked as tickets. The presenter said the team had identified three categories of discrepancies: calculation differences between Frontline and the old system (Empower), data that had not been migrated, and configuration settings that needed correction. "Frontline works better than Empower" in the presenters view for several pay-calculation examples, the presenter said, but also acknowledged that configuration errors in Frontline had to be fixed.
Commissioners asked whether retirees and employees who are leaving would be adversely affected. Staff acknowledged a manual workaround has been used for retirement interfaces and that an eventual configuration will remove the need for manual steps; staff said they are optimistic those issues are being resolved but would continue to monitor.
On contingency planning, district staff described a triage and case-management approach: payroll, budget and HR representatives will rapidly correct wrong checks and provide accurate replacement checks. Staff said the district will stand up walk-in and phone supports and has temporary case-management teams ready to handle tickets and walk-ins during and after go-live.
The board requested clearer public reporting of pay-compare results and thresholds. Staff agreed to provide the board with the criteria they are using to judge acceptable variance (for example, the presenter said one tolerance is a dollar difference for an individual check) and to return with updated slide decks and status reports by early June.
The districts presenters also warned that extending licenses for the old systems could have fiscal impacts if the transition needs to be lengthened; staff estimated additional costs in the low millions if significant extensions were required. The board and staff agreed to reconvene around June 6 to assess go/no-go readiness and to provide data in advance of that decision point.
