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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, 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 Grants Accounts Accounts Management Payable Receivable/PSCD 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 rd party or custom integrations… Vendor Invoice Mobile Work Travel Management Manager Governance OpenGov Risk & Intelligence Compliance 10

ERP Evolution • Project Team pulled from their departments ERP to work full time on the Implementation project 2007 - 2008 • 11 month implementation • Project team Project Team supported 1 year post Post Go-Live 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 ERP managed by Finance Business • 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 3 rd 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 3 rd 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 • Business Improvement & BIPO Created Performance Office created Late 2015 • Strategic Planning • Performance Management • Business Improvement Initiatives 23

Business Improvement & Performance Improve 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 • Transparent Dashboards for gathered in Excel, SAP prior to Dept. Performance & Objectives 1. 1. that) • Budget Book Performance • Enhanced Budget Book Measures & Objectives (Excel, Reporting to include 2 SAP) 2 Dashboards • Quarterly Reporting on • Performance reporting process performance part of budget 3 using transparent dashboards reviews 3 • ICMA (time-consuming, didn’t • Peer Benchmarking (Internal include half of county depts., 4 Research, OpenGov Civic not utilized) 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 3 rd 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