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8:30 10:30 May 6, 2018 Room XXXX 112 th Annual Conference May 6-9, 2018 St. Louis, Missouri Moderator/Speakers: Speaker 1 Title, Organization Speaker 2 Title, Organization Speaker 3 Title, Organization Speaker 4 Title,


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Speaker 1

Title, Organization

Speaker 2

Title, Organization

Speaker 3

Title, Organization

Speaker 4

Title, Organization

Session Name: Sub-name

www.gfoa.org • #GFOA2018

112th Annual Conference

May 6-9, 2018 • St. Louis, Missouri

Moderator/Speakers:

8:30 – 10:30 • May 6, 2018 • Room XXXX

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  • Topic #1
  • Sub-Topic #1
  • Sub-Topic #2
  • Topic #1
  • Sub-Topic #1
  • Sub-Topic #2

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www.gfoa.org • #GFOA2018

TITLE

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  • Located in central New Mexico
  • Incorporates the City of Albuquerque
  • Population 676,685
  • Employs 2,500+ full time employees
  • 5 Commissioners – elected by district
  • 5 Elected Officials – Assessor, Clerk, Probate Judge, Sheriff,

and Treasurer are elected countywide

  • County Manager oversees 30+ departments offering wide

range of services such as animal care, jail, roads, fleet, fire, emergency communication…

3

About Bernalillo County

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4

Fun Facts about Bernalillo County

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5

Bernalillo County - Our Journey

1

  • ERP Implementation

3

  • Evolution of ERP since go-live

3

  • Leveraging ERP today
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  • Went live with SAP in July 2008
  • Big bang implementation
  • Successful Implementation
  • 11 month implementation
  • On-time & within budget
  • Lead a project team of over 40
  • Not easy…state & city were struggling

with their implementations

  • Cost overruns
  • Bad press

6

ERP Implementation

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“Failure is not an option”

  • KEYS TO SUCCESS

Strong executive support Best & brightest on implementation team Strong consulting team

  • BUSINESS PROCESSES

Update processes in conjunction with implementing the system

  • BUY IN

From all levels in the organization People support what they help to build Talk to people! Takes time…but you have to do it

7

ERP Implementation

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8

What functionality was implemented?

Financials…

General Ledger Controlling Funds Management Grants Management Accounts Payable Accounts Receivable/PSCD SRM Procurement Asset Accounting Treasury Management

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9

What functionality was implemented?

Logistics…

Materials Management Inventory Management Project Systems Plant Maintenance Cross Application Timesheets

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10

Enhanced Functionality Added on

SAP, 3rd party or custom integrations…

Vendor Invoice Management Mobile Work Manager Travel Governance Risk & Compliance OpenGov Intelligence

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11

ERP Evolution

  • Project Team pulled

from their departments to work full time on the project

  • 11 month

implementation

ERP Implementation 2007 - 2008

  • Project team

supported 1 year post go-live

  • Month end close
  • Year end close

Project Team Post Go-Live Support 2009

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12

ERP Evolution

  • ERP moved to IT
  • Full time ERP positions

created

  • Majority of project team

moved into new roles

  • Some went back to their

departments

Evolution to Support Team 2010-2012

  • County Manager wanted

ERP managed by Finance

  • ERP combined with Budget
  • Demands for functionality

needs from Finance & other areas

Budget & Business Improvement Created Late 2012

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13

ERP Evolution

  • Business Improvement

aligns technology with business processes

  • Customized methodology

for project implementation

  • Provided support while

managing projects to meet functionality demands

BBI Methodology 2012 - 2015

  • PROJECTS:
  • Vendor Invoice Management
  • Mobile Work Orders
  • SRM & ECC Upgrades
  • Governance Risk & Compliance
  • Travel Automation
  • ePayables & Credit Card

BBI Projects 2012-2015

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  • AP in crisis management mode
  • Every invoice seemed like a rush

invoice

  • Paper invoices in all departments,

no centralization of receipt of invoices

  • Stacks of invoices on processors

desks awaiting goods receipts

  • Needed to change the “we’ve

always done it this way” culture

  • AP Manager attended conference

in 2009, where the vision was born

14

Vendor Invoice Management

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  • Centralize receipt of invoices
  • Scan and capture data and

images of invoices

  • Workflow invoices to an

approver

  • Create visibility to every

step in the invoice process

15

AP Vision for Invoices

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  • AP Manager began explaining vision to ERP
  • SAP standard functionality analyzed and analyzed and

analyzed…

  • Asked AP Manager to explain what she wanted
  • WHITE BOARD IT!
  • Vision finally clear to the organization
  • Functionality not available in SAP….
  • Needed a 3rd party system

Front end imaging OCR – Optical Character Resolution Workflow Approvals Timely invoice payments

16

Vision to reality

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17

Whiteboard Process Flow

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18

Process Flow & Requirements

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19

Invoice Scanning & Validation

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  • Establish Success Indicators & check in on these throughout project
  • Invoices workflowed for approval
  • OCR to automate data entry
  • Invoices visible in SAP within 2 business days of receipt
  • Use Performance Measures – track them post go-live
  • Invoices scanned & validated within 2 business days
  • Invoices approved and goods receipted within 5 business days
  • Invoices indexed by AP within 5 business days
  • Follow a proven project implementation methodology
  • Best methodology is one that is tailored to your organization & culture
  • Plan for post go-live support
  • No project is perfect
  • Implementer that knows the product
  • Strong focus on end user buy in & training

20

VIM Lessons Learned

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  • Technical & functional upgrades to core systems (ECC & SRM)
  • SRM major reimplementation to latest version – automated catalogs & PO change

SRM & ECC Upgrades

  • Custom integration automated travel/training requests & approvals

Travel Automation

  • Automated work orders for road & storm drain work
  • Workers create, transfer, manage & complete WOs in the field

Mobile Work Orders

  • Automated identification of segregation of duties concerns

Governance Risk & Compliance

  • New payment method, ghost cards, and consolidated procurement/travel cards

ePayables & Credit Card

21

More BBI Projects

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22

Maturing of ERP & what to do next?

  • Lots of projects done over 2 years
  • New functionality
  • Business process changes
  • ERP system solid core with a flexible edge for

3rd party solutions

  • Then…two big changes impact things
  • County Manager retiring
  • IT efficiency consultant recommendation
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ERP Evolves Again

  • Technology Efficiency Study

recommends centralized IT

  • Management changes
  • ERP team moved to IT
  • Business Improvement team’s

role changes

All Technology Functions moved to IT Late 2015

  • Business Improvement &

Performance Office created

  • Strategic Planning
  • Performance Management
  • Business Improvement Initiatives

BIPO Created Late 2015

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Leverage technology to improve analytics ERP &

  • ther

systems Improve Performance

24

Business Improvement & Performance

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  • Analyzed areas of Performance

Measurement

  • Looked at
  • What did we do in the past?
  • What did we have to do?
  • What did we want to do?

25

Transforming Performance Management

As Is To Be

Early 2016

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  • Guiding principles for improvement
  • Do work that adds value to the organization
  • Only ask for data that will be used
  • Track the most important things
  • Make it easy to use & easy to understand

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Transforming Performance Management

Early 2016

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  • As is vs. To Be analysis  DASHBOARDS
  • Data for performance measures comes from

everywhere – SAP, Accela, NeoGov, Spreadsheets, etc.

  • Researched system agnostic tools
  • Needed centralized system to input

performance data

  • Time spent entering gathering data needs to

be worth the effort (output > input)

27

Journey to Performance Analytics

Early 2016

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  • DASHBOARDS needed to be…

Easy to use Graphical, interactive dashboards Transparent

28

Journey to Performance Analytics

Early 2016

As Is To Be

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Transforming Performance Management

1.

  • Performance Book (data

gathered in Excel, SAP prior to that)

2

  • Budget Book Performance

Measures & Objectives (Excel, SAP)

3

  • Quarterly Reporting on

performance part of budget reviews

4

  • ICMA (time-consuming, didn’t

include half of county depts., not utilized)

1.

  • Transparent Dashboards for
  • Dept. Performance & Objectives

2

  • Enhanced Budget Book

Reporting to include Dashboards

3

  • Performance reporting process

using transparent dashboards

4

  • Peer Benchmarking (Internal

Research, OpenGov Civic Dashboards, ICMA Open Access)

The way we used to do it What we are doing now

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  • Challenges with Departments
  • Beat up from prior administration &

benchmarking

  • Told what to track
  • Benchmarks used as big stick (not always apples

to apples) & made them reluctant to share data

  • Neglected – no one is asking or looking

for this, so why bother?

30

Journey to Performance Analytics

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  • Process improvement
  • Talk to your peers!
  • Talk to your departments
  • Researched lots of 3rd Party Performance Management

systems

  • Business Intelligence in SAP
  • Expensive
  • Time-consuming to implement
  • Lacking functionality we were looking for
  • Built listing of functional requirements
  • Analyzed costs
  • Prepared RFP
  • Secured funding….

31

Journey to Performance Analytics

Early 2016

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  • Cancelled RFP and project funding reverted
  • Continued to focus on process improvements
  • No point in building dashboards if data not good or not tracking

meaningful measures

  • Went to Plan B: Gather & graph the data in Excel
  • Still wanted to greatly improve performance management

process

  • Regular meetings to review with directors, deputy county

managers

Not just a checkbox exercise People are looking at this It’s important

  • ICMA discontinued Performance Platform

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Journey to Performance Analytics

Early 2016

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  • Found OpenGov – July 2016
  • How we got it approved?
  • Replacement for the ICMA Performance Platform
  • Cost effective
  • Didn’t need to seek large budget as we were just coming off the

budget crisis

  • Didn’t need IT analysis – system replacement &
  • ffered functionality that couldn’t be built internally
  • Public sector specific functionality
  • Procurement – utilize GSA
  • Contract approved in Sept 2016

33

Journey to Performance Analytics

Mid 2016

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OpenGov Implementation

Phase I

  • Financials

Phase IIA •Comparisons – CivicDashboards Phase IIB •Performance Dashboards

Late 2016

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  • OpenGov Intelligence
  • Load budget & actuals from SAP
  • Enhance transparency
  • Data more accessible, easy to use

35

OpenGov – Phase I: Financials

Late 2016

  • Early

2017

  • Which t-

code?

  • Cost centers?
  • Which report

gives me which information?

SAP

  • Click
  • Drill to what

you need

  • Saved views

for FAQs

OpenGov

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  • Used OpenGov Intelligence to build

transparent dashboards

https://bernalillocountynm.opengov.com

36

OpenGov – Phase I: Financials

Late 2016

  • Early

2017

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  • CivicDashboards.com
  • Provides data for all municipalities
  • n population, unemployment,

income, crimes, housing, building permits, insurance, education

  • Easy side by side comparisons
  • Easy to build dashboards (with

OpenGov)

37

OpenGov – Phase IIA: Comparisons

Early 2017

  • OpenGov Network
  • Compare to other

OpenGov customers based on population and revenues

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  • OpenGov Open Data Platform
  • Dashboard Builder
  • Datasets from all systems
  • Download data to Excel, upload to Data Portal
  • Build templates for summary/non-system data
  • Machine readable
  • ERP Integration
  • Built interface from SAP to OpenGov for travel data to

automate this process

38

OpenGov Phase IIB: Performance

Early 2017

Automated data extract from SAP Load to secure FTP site Integrated to OpenGov

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  • Web Page Development
  • Needed a place to make dashboards available to

the public

  • Concurrent to OpenGov implementation
  • Existing performance pages
  • Out of date
  • Not easy to use or find (PDF performance book with

tables of data)

  • Not being used (# of hits)
  • Consultants for initial build out of page templates
  • BIPO fully manages all updates to these pages

39

Bernco.gov Transparent Web Pages

Early 2017

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  • Piloted dashboard build out with 7 depts.
  • Talked a lot about their data:
  • Where does it come from (system, other)?
  • How & what can be extracted?
  • Data upload templates created
  • How are the measures calculated?
  • Dashboard design
  • How did we want these to look?
  • Easy to understand…if you have to think too hard

then not a good dashboard

40

Performance Dashboards

Early

  • Mid

2017

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  • BERNCO VIEW – County’s transparency site
  • Strategic Plan & Dept Performance web page

http://www.bernco.gov/finance/strategic-plan-and-department- performance.aspx

41

Transparent Web Pages

Go- Live May 2017

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  • Performance Webpages
  • Webpage built for 300+ performance measures within the

county’s 30+ departments

42

Transparent Web Pages

Go- Live May 2017

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43

Transparent Web Pages

Go- Live May 2017

  • Performance Dashboards
  • Embedded on Performance Pages
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44

Leveraging your ERP data

Mid 2017 to Early 2018

  • Leveraging data from ERP & other systems
  • Financial
  • Operational
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45

Leveraging your ERP data

  • Leveraging data from ERP & other systems
  • Invoice Aging Report

Mid 2017 to Early 2018

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46

Leveraging your ERP data

  • Leveraging data from ERP & other systems
  • Position Headcount

Mid 2017 to Early 2018

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47

Leveraging your ERP data

Mid 2017 to Early 2018

  • Quarterly Dashboard for Management
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48

Leveraging your ERP data

  • Operational Call Center Dashboard

Mid 2017 to Early 2018

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Leveraging ERP today

  • The benefit in putting your data in an ERP is

realized in the years that follow by using that data for enhance analytics

  • ERP integration with OpenGov Dashboards &

Intelligence Reporting

  • Performance
  • Financial
  • Operational

49

Analytics

Data

Information

Knowledge Analytics

Data driven decision making

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www.gfoa.org • #GFOA2018

112th Annual Conference

May 6-9, 2018 • St. Louis, Missouri

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