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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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www.gfoa.org • #GFOA2018

TITLE

• 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…

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About Bernalillo County

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Fun Facts about Bernalillo County

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Bernalillo County - Our Journey

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• ERP Implementation

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• Evolution of ERP since go-live

3

• Leveraging ERP today

• 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

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ERP Implementation

“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

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ERP Implementation

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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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What functionality was implemented?

Logistics…

Materials Management Inventory Management Project Systems Plant Maintenance Cross Application Timesheets

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Enhanced Functionality Added on

SAP, 3rd party or custom integrations…

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

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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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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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

• 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

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Vendor Invoice Management

• 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

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AP Vision for Invoices

• 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

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Vision to reality

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Whiteboard Process Flow

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Process Flow & Requirements

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Invoice Scanning & Validation

• 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

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VIM Lessons Learned

• 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

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More BBI Projects

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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

Leverage technology to improve analytics ERP &

• ther

systems Improve Performance

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Business Improvement & Performance

• 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?

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Transforming Performance Management

As Is To Be

Early 2016

• 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

• 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)

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Journey to Performance Analytics

Early 2016

• DASHBOARDS needed to be…

Easy to use Graphical, interactive dashboards Transparent

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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)

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• Budget Book Performance

Measures & Objectives (Excel, SAP)

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• Quarterly Reporting on

performance part of budget reviews

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• ICMA (time-consuming, didn’t

include half of county depts., not utilized)

1.

• Transparent Dashboards for
• Dept. Performance & Objectives

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• Enhanced Budget Book

Reporting to include Dashboards

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• Performance reporting process

using transparent dashboards

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• Peer Benchmarking (Internal

Research, OpenGov Civic Dashboards, ICMA Open Access)

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

• 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?

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Journey to Performance Analytics

• 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….

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Journey to Performance Analytics

Early 2016

• 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

• 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

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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

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

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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

• Used OpenGov Intelligence to build

transparent dashboards

https://bernalillocountynm.opengov.com

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OpenGov – Phase I: Financials

Late 2016

• Early

2017

• 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)

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OpenGov – Phase IIA: Comparisons

Early 2017

• OpenGov Network
• Compare to other

OpenGov customers based on population and revenues

• 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

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OpenGov Phase IIB: Performance

Early 2017

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

• 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

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Bernco.gov Transparent Web Pages

Early 2017

• 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

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Performance Dashboards

Early

• Mid

2017

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

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

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Transparent Web Pages

Go- Live May 2017

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

county’s 30+ departments

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Transparent Web Pages

Go- Live May 2017

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Transparent Web Pages

Go- Live May 2017

• Performance Dashboards
• Embedded on Performance Pages

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Leveraging your ERP data

Mid 2017 to Early 2018

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

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Leveraging your ERP data

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

Mid 2017 to Early 2018

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Leveraging your ERP data

• Leveraging data from ERP & other systems
• Position Headcount

Mid 2017 to Early 2018

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Leveraging your ERP data

Mid 2017 to Early 2018

• Quarterly Dashboard for Management

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Leveraging your ERP data

• Operational Call Center Dashboard

Mid 2017 to Early 2018

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

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Analytics

Data

Information

Knowledge Analytics

Data driven decision making

www.gfoa.org • #GFOA2018

112th Annual Conference

May 6-9, 2018 • St. Louis, Missouri

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