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

112th 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, Organization

Session Name: Sub-name

www.gfoa.org • #GFOA2018
TITLE
• Topic #1
• Sub-Topic #1
• Sub-Topic #2

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

www.gfoa.org • #GFOA2018
2
 About Bernalillo County

• 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
Fun Facts about Bernalillo County

4
 Bernalillo County - Our Journey

• ERP Implementation
1

• Evolution of ERP since go-live

3

• Leveraging ERP today

3

5
 ERP Implementation

•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

“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
 What functionality was implemented?
Financials…
Funds
General Ledger Controlling
Management

Accounts
Grants Accounts
Receivable/PSC
Management Payable
D

SRM Asset Treasury

Procurement Accounting Management

8
 What functionality was implemented?
Logistics…

Materials Inventory Project

Management Management Systems

Cross
Plant
Application
Maintenance
Timesheets

9
 Enhanced Functionality Added on
SAP, 3 party or custom
rd

integrations…
Vendor Invoice Mobile Work
Travel
Management Manager

Governance
OpenGov
Risk &
Intelligence
Compliance

10
 ERP Evolution

• Project Team pulled

ERP from their departments
to work full time on the
Implementation project
2007 - 2008 • 11 month
implementation

Project Team • Project team

Post Go-Live supported 1 year post
go-live
Support • Month end close
2009 • Year end close

11
 ERP Evolution

• ERP moved to IT
• Full time ERP positions
created
Evolution to • Majority of project team
Support Team moved into new roles
2010-2012 • Some went back to their
departments

Budget & • County Manager wanted

Business ERP managed by Finance
• ERP combined with Budget
Improvement
• Demands for functionality
Created
needs from Finance & other
Late 2012 areas

12
 ERP Evolution

• Business Improvement
aligns technology with
business processes
• Customized methodology
BBI Methodology for project implementation
2012 - 2015 • Provided support while
managing projects to meet
functionality demands

• PROJECTS:
• Vendor Invoice Management
BBI Projects
• Mobile Work Orders
2012-2015 • SRM & ECC Upgrades
• Governance Risk & Compliance
• Travel Automation
• ePayables & Credit Card

13
 Vendor Invoice Management

• 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
 AP Vision for Invoices

 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
 Vision to reality

• 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
Whiteboard Process Flow

17
Process Flow & Requirements

18
Invoice Scanning & Validation

19
 VIM Lessons Learned

• 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
 More BBI Projects
SRM & ECC Upgrades

• Technical & functional upgrades to core systems (ECC & SRM)

• SRM major reimplementation to latest version – automated catalogs & PO change

Travel Automation

• Custom integration automated travel/training requests & approvals

Mobile Work Orders

• Automated work orders for road & storm drain work

• Workers create, transfer, manage & complete WOs in the field

Governance Risk & Compliance

• Automated identification of segregation of duties concerns

ePayables & Credit Card

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

21
 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

22
 ERP Evolves Again

• Technology Efficiency Study

recommends centralized IT
All Technology • Management changes
Functions moved • ERP team moved to IT
to IT • Business Improvement team’s
Late 2015 role changes

BIPO Created • Business Improvement &

Performance Office created
Late 2015 • Strategic Planning
• Performance Management
• Business Improvement Initiatives

23
Business Improvement & Performance

ERP &
other
systems

Leverage
technology to
improve analytics

24
 Transforming Performance Management
Early
•Analyzed areas of Performance 2016

Measurement

As Is To Be
•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
Early
•Guiding principles for improvement 2016

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

26
 Journey to Performance Analytics
Early
• As is vs. To Be analysis  DASHBOARDS 2016

• 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
•DASHBOARDS needed to be… 2016

Easy to use
Graphical, interactive dashboards
Transparent To Be

As Is
28
 Transforming Performance Management

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

• Performance Book (data
gathered in Excel, SAP prior to
1. that)
• Budget Book Performance
Measures & Objectives (Excel,
2 SAP)
• Transparent Dashboards for
Dept. Performance & Objectives
1.
• Enhanced Budget Book
Reporting to include
2 Dashboards

• Quarterly Reporting on
performance part of budget • Performance reporting process
3 reviews
3 using transparent dashboards

• ICMA (time-consuming, didn’t

include half of county depts., • Peer Benchmarking (Internal
4 not utilized) Research, OpenGov Civic
4 Dashboards, ICMA Open Access)

29
 Journey to Performance Analytics

•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
Early
• Process improvement 2016
• 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
• Cancelled RFP and project funding reverted 2016
• 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

32
 Journey to Performance Analytics
Mid
• Found OpenGov – July 2016 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 &
offered functionality that couldn’t be built internally
Public sector specific functionality
Procurement – utilize GSA
• Contract approved in Sept 2016

33
 OpenGov Implementation
Late
2016

• Financials
Phase I

• Comparisons – CivicDashboards
Phase IIA

• Performance Dashboards
Phase IIB

34
 OpenGov – Phase I: Financials
Late
2016
•OpenGov Intelligence -
Early
• Load budget & actuals from SAP 2017

• Enhance transparency
• Data more accessible, easy to use

• Which t-code?
• Click
• Cost centers?
• Drill to what you
SAP
• Which report gives OpenGov
need
me which • Saved views for FAQs
information?

35
 OpenGov – Phase I: Financials
Late
2016
•Used OpenGov Intelligence to build -
Early
transparent dashboards 2017

https://bernalillocountynm.opengov.com

36
 OpenGov – Phase IIA: Comparisons
Early
• CivicDashboards.com • OpenGov Network 2017
• Provides data for all municipalities • Compare to other
on population, unemployment, OpenGov customers
income, crimes, housing, building based on population and
permits, insurance, education revenues
• Easy side by side comparisons
• Easy to build dashboards (with
OpenGov)

37
 OpenGov Phase IIB: Performance
Early
2017
• 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

Automated data Load to secure FTP Integrated to

extract from SAP site OpenGov

38
 Bernco.gov Transparent Web Pages
Early
2017
• 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
 Performance Dashboards
Early
-
Mid
• Piloted dashboard build out with 7 depts. 2017

• 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
 Transparent Web Pages
Go-
Live
• BERNCO VIEW – County’s transparency site May
Strategic Plan & Dept Performance web page 2017
http://
www.bernco.gov/finance/strategic-plan-and-department-performance.aspx

41
 Transparent Web Pages
Go-
Live
• Performance Webpages May
2017
Webpage built for 300+ performance measures within the
county’s 30+ departments

42
 Transparent Web Pages
Go-
Live
• Performance Dashboards May
2017
Embedded on Performance Pages

43
 Leveraging your ERP data
Mid
2017
to
• Leveraging data from ERP & other systems Early
Financial 2018
Operational

44
 Leveraging your ERP data
Mid
2017
to
• Leveraging data from ERP & other systems Early
Invoice Aging Report 2018

45
 Leveraging your ERP data
Mid
2017
to
• Leveraging data from ERP & other systems Early
Position Headcount 2018

46
 Leveraging your ERP data
Mid
2017
to
• Quarterly Dashboard for Management Early
2018

47
 Leveraging your ERP data
Mid
2017
to
• Operational Call Center Dashboard Early
2018

48
 Data driven
decision Analytics
making

Knowledg
Data Information Analytics
e
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
 112th Annual Conference
May 6-9, 2018 • St. Louis, Missouri

Questions:
Speaker Contact Information:
Speakers will take questions and
Speaker 1 comments. This session is being recorded,
Email: please utilize the microphone in the aisle
Phone: to ask all questions.

Speaker 2 Provide Feedback:

Email:
Phone: Please take a few minutes to provide your
feedback at www.gfoa.org/conf-eval
Speaker 3
Email: NOTE: Discuss/Comment:
Phone: PLEASE CHECK WITH SPEAKERS
TO SEE IF THEY ARE OK POSTING Join the discussion at #GFOA2018
Speaker CONTACT
4 INFO. CONTACT INFO IF LISTED
Email: WILL BE ON GFOA WEBSITE. Contact GFOA:
Phone: To contact GFOA about session topics please
email research@gfoa.org

www.gfoa.org • #GFOA2018