ERP The Enterprise-Wide Technology Solution for Montgomery County and its Customers

1. ERP The Enterprise-Wide Technology Solution for Montgomery County and its Customers Executive Steering Committee Meeting January 29, 2014

2. Agenda Topic Presenter(s) Time Welcome Minutes Review/Acceptance K. Plucinski 5 minutes Executive Summary K. Plucinski 5 minutes Project Dashboard K. Plucinski 5 minutes Discussion/Decision Items • DLC Sunil Pandya/K. Plucinski 5 minutes • Tax Assessment K. Plucinski 5 minutes • Hyperion • Overall Project Status K. Plucinski / 35 minutes • Financials Marty Utermohle • HR/Payroll • PeopleSoft • Change Management Update K. Plucinski 10 minutes Status Report 5 minutes • ERP Staffing K. Plucinski • ERP Activities K. Plucinski • Budget Status K. Plucinski

3. Department of Liquor Control Implementation Decision – Recommended Go Live Date – March 31, 2014 Additional Funding for expenditures not previously identified: Mobile Unit funding for infrastructure and units - $393,000 UPK developer / trainer projected cost - $142,000 Total $535,000 Automated Clearing House (ACH) for all Licensees for deliveries from Warehouse Registration of Licensees, Suppliers, Sales Reps in Progress Day in the Life – Testing end-to-end processes for Order Management, Purchasing, Receiving, Accounts Payable, Picking/Shipping, Accounts Receivables, Pricing/Blanket Approval Tax Assessment Phased Go Live Revised Billing– February 24 Annual Billing – April 1 Training Beginning – February 10 for Treasury staff Hyperion Budgeting – Wave 4 Hyperion Public Sector Decision Support Decision – Recommendation do not implement Wave 4 PSPB Executive Summary

4. Executive Summary (continued) Financials CAFR completed on time and no Audit findings for ERP Completed Set Up of Multi-Organization structure needed for DLC implementation Successfully applied comprehensive Financial patch FY 13 Carry Forward / Income Statement completed Auto Reconciliation of Payroll Account to bank statement in Production W2s, 1099, and 1099R Human Capital Management (HR) Optimizing HR modules Workforce Performance Management (WPM) Workforce, Core HR Oracle Learning Management (OLM), Oracle Advanced Benefits (OAB) and iRecruitment Collaborating with Business Owners Executive Summary

5. Executive Summary (continued) PeopleSoft Eliminating 90% of manual entry by implementing Completed year end processing for 1099Rs Created additional exception reports prior to payroll being run to detect errors Business Intelligence Report (BI) reporting BI models in production - 59 Models and Dashboards in works - 10 Models planned or under development - 14 Identity Management (iamMCG) DLC customers (Licensees), Suppliers, and Sales Reps Change Management / Training Executive Summary

6. Executive Summary (continued) Other ERP Operational Developed Interim Policies for Change Control Process and procedures Testing Policy and Procedures Security Policy Developed Draft Enterprise list of on-going Activities Continue to revamp roles / responsibilities Two SharePoint sites established – 1) Change Requests and Issues; 2) Central Documents and Testing maintained by County Summary of Change Requests, Oracle Service Requests and Enterprise Servers and Farms Executive Summary

7. Project Dashboard Stakeholders knowledge of system continues to progress. Emphasis has transitioned to reports, year-end and new-year processing. G Y CIBER resources adequate for all ERP phases Y Y Demands on Team are extremely high. Team is focused, works well together; great team effort Y Red – Urgent. Corrective ESC action required immediately. Yellow – Warning. Corrective ESC action may be required. Green – Stay the Course. No corrective action required.

8. Discussion • Overall Project Status • ERP / Department of Liquor Control • GO Live Date – March 31, 2014 • Registration of Licensees, Suppliers, Sales Reps • Day in the Life – testing end-to-end processes for Order Management, Purchasing, Receiving, Accounts Payable, Picking/Shipping, Accounts Receivables, Pricing/Blanket Approvals • New Operating Unit set up for DLC • Briefings scheduled for Licensees February / March • DLC Staff training scheduled for March • Licensees end-to-end testing week of March 17th • Rice Objects Progress

9. Discussion • Overall Project Status (continued) • Phase III – ERP / DLC • Additional expenditures needed to support DLC Implementation:

10. Discussion • Overall Project Status (continued) • Tax Assessment System (TAS) • Phased Go Live • Revised Billing   --              February 24 • Annual Billing --                 April 1 • In progress • Real Time Parallel Testing of Revised Billing • Annual Billing – Simulation and Testing • Training Treasury staff week of February 10 • Contributor Training (State, DEP, Treasury and others) late February • Annual Billing GUI Training – Early April

11. Discussion • Overall Project Status (continued) • Hyperion - Recommendation • Do Not Implement Wave 4 Hyperion replacement of BASIS decision support, Future Fiscal Impacts • (FFI), and PSP Production Systems for the following reasons: • The Hyperion Public Sector Planning and Budgeting (PSPB) module is not mature enough and does not contain the decision support functionality needed. •   The existing Hyperion reporting tool (HFR) used successfully for our Wave 2 and 3 Hyperion • implementations does not work with the new PSPB module.  • Recommended replacement of Basis, FFI and PSP Production Systems • Replace production of CE Recommended PSP and CIP Budget Books using Socrata System currently used for County’s Open Data. OMB is currently working with DTS and Socrata contractors to publish the PSP Approved Book on the Web in July. • Replace BASIS/FFI and other internal PSP systems with .Net application. Development of .Net application will be with OMB IT Specialist and functional staff. • Oracle software – • Oracle providing resources the month of March at no cost to the County to assist the County with Hyperion Reporting Strategy (including PSPB) using our existing Oracle OBIEE data warehouse and PBI Publisher reporting tool.  This will assist us long term in creating a new reporting strategy for existing Wave 2 and 3 implementations as well as using OBIEE with other internal County systems.

12. Discussion • Overall Project Status • Financials • Financial Patch • Successfully applied comprehensive Financial Patch • Set Up of new Multi-Organization Structure for DLC implemented • Carry Forward of FY 13 encumbrance into FY14 completed • Accounts Receivable / Cash Management enhancements and streamlining business processes – in progress • Police Escrow Account migration to Oracle AR, • Auto-reconciliation of Library deposits • Auto –reconciliation of Police red light, speed camera fine file from Xerox to bank deposit statement • Future AR projects: • Solid Waste escrow account migration to Oracle AR • Pre-Trail Services program payments migration to Oracle AR, • Inventory module implementations • Department of Fire Rescue Inventory of Fire Stations implemented January 2014 • Department of Correction & Rehabilitation (2) Units - Pre Release / Armory • Next Steps – Detention Center

13. Discussion • Overall Project Status • Financials (continued) • Collaborating with Finance and Procurement on long term fixes, system enhancements and streamlining business processes • Future projects: • DHCA Loan module • Property Management

14. Discussion • Overall Project Status • Financials (continued) • Payroll • Year end Leave Carryover and preparation • W2’s and 1099R • Labor Distribution – Next Phase streamlining schedule to existing configuration • Collective Bargaining Agreements – working in collaboration with OHR on the following: • DLC and Urban District – temporary employees to permanent; • retro leave due employees has been issued in Oracle and will be visible • on the February 7, 2014 Pay slips • 2007 Personal Day for temporary employees – completed • Sick Leave Bank MCGEO • Testing currently • Working with workgroup to outline business procedures • Planning a short term and long term approach to configuration • Family Medical Leave Act (FMLA) -  Streamline workflow and business process Phased Approach • Phase I- Forms Intake and workflow • Phase II- Payroll and MCtime integration • Phase III -  Storage and Retrieval of forms submitted during the process

15. Overall Project Status • Financials (continued) • Collective Bargaining Agreements (continued) • IAFF/FOP postponed increments • Requirements for FOP defined and will be shifting to IAFF in February • Functional Spec completed and signed off by business owners for FOP • Unit testing has begun and we are on target per implementation timeline • FOP • FOP – FY14 Payments with the 3/7/14 Check (Pay period ending 2/22/14) •                     FY15 Payments with the 3/6/15 Check ( Pay period ending 2/21/15) • IAFF • IAFF - FY14 Payments with the 5/2/14 Check (Pay period ending 4/19/14) •                    FY15 Payments with the 7/10/15 Check ( Pay period ending 6/27/15) •        Lump sum payments for Temporary employee’s the last full pay period of July 2014  •                                                                 –targeting work to begin in February/March

16. Labor Distribution • Phase II – Aligning HR Organizations and Cost Centers to streamline labor distribution • Updating configuration for default organizations in Labor Distribution – complete • Paring down the number of labor schedules required once default Fund/Cost Centers are provided for each department HR organization • Currently being setup in a test environment for integrated testing by OHR and FIN  • Testing will be scheduled in FY14    • Planning a staggered rollout • Ultimately these changes in Phase II will minimize the number of employee labor schedules and streamline maintenance of employee schedules for new hires, transfers and reorganizations.

17. Discussion • Overall Project Status (continued) • Human Capital Management (HR) • Goal for FY 14 – Optimizing oracle functionality of HR modules • Collaborating with HR Business Owners • Core HR module • Resolved and implemented 4 High Priority Issues • Ability for HR Liaisons to process terminations • Business process re-engineered - removed the ability for HR Liaisons to Reverse a Termination • Issue with data field that stores the Temporary Promotion Details - Form Error • Business process re-engineered – Social Security Number (SSN) required on Applicant Hire and Hire Transactions in SS from HR Liaisons • Bi-weekly meetings to identify challenges and prioritize items

18. Discussion • Overall Project Status (continued) • Human Capital Management (HR) • Workforce Performance Management (WPM) – Optimizing Oracle functionality • Collaborating with business owner on: • Re-engineering business processes to streamline navigation • Identified (19) personalization enhancements • Identified a way to copy past objectives to current year • Bi-weekly meetings to explore business process enhancement and prioritize work • Phase 2 – Rollout for the next three groups on HOLD • Represented employees in Municipal and County Government Employees Organization (MCGEO), Fraternal Order of Police (FOP), International Association of Fire Fighters (IAFF)   • First time utilizing on-line performance management system

19. Discussion • Overall Project Status (continued) • Human Capital Management (HR) (continued) • Oracle Advanced Benefits (OAB) • Successfully completed third year of Open Enrollment • Identified and will automate (10) manual Life Event processes • Redesigning and optimizing (7) Interfaces • Hired OAB consultant to collaborate with business owner to document and develop day-to-day operational procedures; to define rules and business process for administration of health insurance; identify training gaps and re-train staff • Oracle Learning Management (OLM) • Optimizing business process of module from go live April 2013 • Job aids and UPKs created for employees and for external users • Assisted OHR Training with Computer Based training completion and set up in OLM • OLM user enrollments successful for large numbers in various training programs • iRecruitment • Collaborating with HR on system enhancements and fully utilizing features to streamline the business process to reduce the time to fill positions • Identifying short and long term enhancements

20. Discussion • Overall Project Status (continued) • PeopleSoft • Retiree Payroll • Finalizing implementation of interface to establish new retirees in Oracle (eliminating 90% of the manual entry) • Completed year end processing for 1099Rs • Created additional exception reports prior to payroll being run to detect errors • Active Employees • Continue to work on Oracle payroll interface to capture all activity including voided and replacement checks • Creating annual employee statements w/projected early/normal retirement amounts & social security projections • Provided online pension calculator to all ERS active participants

21. Discussion • Overall Project Status (continued) • Business Intelligence (BI) reporting - enterprise business intelligence data warehouse/reporting tool that maintains summary and detailed information from Oracle financials, budgeting, purchasing, and human resources management applications, including former legacy data in FAMIS, FAACS, and HRMS • Overall progress and enhancement: • Enhance the speed of BI Refresh overnight • Prototype: Over 40 Hours for 50 Models • Production in 2013: 2.5 Hours for 58 models • Production in 2014 Jan: 40 Minutes for 59 Models • Focus on Self Service Capability of OBIEE to user community • Automatically e-mailing a report to users • Running OBIEE with Hyperion ESSBASE (March) • Using the OBIEE data for Open Data • Using the OBIEE data for County STAT • Using the OBIEE data for Interfaces (Working on PRIZM) • BI Applications in Production – 59 models in production (see attached) • Models and Dashboards planned and underdevelopment (see attached)

22. Discussion • Overall Project Status (continued) • Identity Management (iamMCG) – Identity management tool to manage user identity across • multiple domains and systems. • AccessMCG – provides uniform access and access controls across multiple applications using IamMCG • Created external user access DLC Customer (Licensee), Suppliers and DLC Sales Rep – January 2014 • In the planning phase, primary tool for provisioning user access: • iRecruitment – Spring 2014

23. Discussion • Overall Project Status (continued) • Other • ERP Operational • Enterprise Issues Management log (SharePoint) • Managing issues and Change Request process and approval • Number of Issues  July 2013 – January 2014 • Financials  - 35 issues created; 60 active issues; 147 closed/implemented • Inventory/Work Orders – 2 issues created; 4 active issues; • 3 closed/implemented • Human Resources – 74 issues created; 91 active issues; • 124 closed/implemented   • Payroll/Labor Distribution– 24 issues created; 43 active issues; • 46 closed/implemented • Budgeting/Hyperion – 14 issues created; 23 active issues, 28 closed/implemented • Retirement/PeopleSoft – 3 issues created; 5active issues; • 8 closed/implemented • Business Reporting Tool – 5 issues created; 6 active issues; • 40 closed/implemented

24. Discussion • Overall Project Status (continued) • Other • ERP Operational (continued) • Summary of Active Oracle Service Requests SR(s) as of May 2013 • Active SRs Based on Product

25. Discussion • Overall Project Status (continued) • Other • ERP Operational (continued) • Number of Enterprise Servers and Farms

26. Change Management HCM / Payroll • Facilitating monthly meetings with HR/ Payroll functional leads and business owners • Weekly workgroup meetings with ERP and Core HR business owners • Biweekly meetings on Workforce Performance Management • Providing functional and technical assistance OHR Training team on Oracle Learning Management Financials and HCM/Payroll • Created and distributed Oracle survey to Financial unrepresented users to understand needs and challenges • Next steps: • Survey Financial represented users • Survey HR users (HR Liaisons and MLS) • Analyze data and provide feedback to business owners and users Department of Liquor Control Financials • Facilitating “Day in the Life” user sessions with DLC employees, ERP leads and DLC functional leads

27. Discussion Training and Development Department of Liquor Control • Communication and job aids to Licensees, Suppliers and Sales Reps on process changes, AccessMCG process for ACH and deadline • Communication to DLC employees on upcoming implementation • Creating UPKs for training • Next steps: schedule DLC employee Instructor Led Training and Briefings for Licensees Tax Assessment System • Created business process documentation for Treasury and contributor groups • Creating training materials • Next steps: Deliver training to Treasury, DEP Solid Waste and State of Maryland Financials • Conducting monthly user training for the Financial modules -- Projects and Grants, Accounts Payable, Purchasing, General Ledger, etc. Human Capital Management (HR) • Conducting hands on training for new Departmental HR Liaisons and iRecruitment Liaisons • Continue to provide assistance for Workforce Performance Management (WPM), Position Management and Personnel transactions.

28. ERP Budget – through December 2013 FY14

29. Infrastructure Budget – through December 2013 FY14