Enterprise Grants Management]

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Enterprise Grants Management

Gary Thomas

IT Director of SAP Services

Jill Stewart

SAP Business Architect

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Agenda



Introduction



Business Need



NCDOT Grant Administration



Business Process Overview



System Architecture



Business Value

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North Carolina Transportation



Statewide Infrastructure

 78,000 Miles Of Highway Roadway  12,712 Bridges

 74 Public Airports

 Public Transportation In All 100 Counties

 2 Major Passenger Train Routes  Statewide Bicycle Routes

 8 Coastal Ferry Service Routes  2 International Shipping Ports

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SAP Footprint



SAP Live since 2003



6,000 Users



Complex Landscape

 SAP ECC 6.0

 SAP CRM 7.0

 SAP NetWeaver 7.1

 EP (Intranet and Extranet Portals)

 BI (BW, BobJ, Xceslius, Crystal, Bex)

 PI (Interfaces and Web Services)

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Business Need



NCDOT administers $1 Billion in grant funding annually

 Federal funding for NCDOT as recipient

 Federal funding where NCDOT acts as pass-through agency  State funding administered by NCDOT



Custom Federal Aid Billing module developed with initial

installation of SAP in 2003 (Grantee Processes)



Paper-based process for administration of constituent grant

funding (Grantor Processes)

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Business Requirements



System-enable grant processing

 Program tracking

 Applications

 Award agreements and claims  Grant budgets and balances



Modernize form generation and communications



Streamline business processes



Web-enable grant activities for recipients

 Application submission

 Award status

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IT Requirements



Leverage existing financial processes

 ECC financial and cost accounting

 Federal billing and expenditure splitting  Payment processing



Leverage existing infrastructure

 ERP Business Suite (including CRM)  Business Warehouse/Business

Intelligence

 Enterprise Portal



Leverage existing labor pool

 IT support staff

 Supplemental contract resources

Financial Processes

Existing Infrastructure

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What is Grants Management?

State as Grantor



Publish Grant Programs



Receive and Assess

Applications



Award Grants



Process Claims



Make Payments



Monitor Grant Projects



Audit

State as Grantee



Notification of

Opportunities



Complete Applications



Receive Award



Bill Granting Agency



Receive Payment



Submit Progress

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Program Management



System manages grants by program

 Manage program budget

 Track application status  Monitor agreements  Program audits

 Reporting and data analysis



Programs grouped by business area

 Similar business logic

 Address same external user base  Organizational structure alignment

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Online Presence



Grant Recipients Access Grants Online

 Grant Application Submission

 Award Status

 Invoice Submission  Program Tracking

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Process Improvements



Modern Communication Methods

 Email Notifications

 Adobe Interactive Forms

 Electronic and Scanned Document Upload  Online Help



Auto-populate Business Partner Data



Leverage Data in Downstream Processes



Case Management



Integrated Reporting

 Audit Support

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System Integration

Vendor/BP

General Ledger

Fund

Budget/Commitment

Billing/Payment

Account Assignment

BP

Expense Types

Funding Source

Agreement

Claim

Object Validation

Funded Program

Grantor Program

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Project Approach



First wave – 2 business units (April 2011)

 8 months, $750,000

 10 in-house staff (part-time)

 2 supplemental contract resources



Second wave – 1 business unit (April 2012)

 6 months, $200,000

 No supplemental staffing

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Business Value



Improved Transparency and Auditability of Grant

Program Activities



Controlled Unallowable Costs Up Front

 Enabled Controls to Ensure Each Grant Spent in Accordance with Federal Guidelines

 Minimized Audit Concerns



Streamlined Activities from Proposal to Closeout



Reduced Application Cycle Time by 50%

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Shared Services



NCDOT has history of shared SAP services within

State of NC

 Department of Public Instruction (Plant Maintenance and Inventory)

 State Highway Patrol (Plant Maintenance)  State Port Authority (Financials and Assets)  Global TransPark (Financials)

 Department of Agriculture (Accounts Receivable)



State of NC looking to consolidate systems

 Grants Management part of initial effort

 Focus on reuse of existing business processes

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Statewide Opportunity

Cost per transaction

ROI

$

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Enterprise Grants Management



Interagency agreement defines scope and terms of services



Implementation projects roll out functionality in phases

 Standardized Processes

 Financial integration

 80/20 Template as basis for additional business processes

 Organizational Alignment

 Statewide Support Structure

 Skill Development

 Customer Satisfaction



User group governs system changes and

future direction

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Tighter budget control over grants Ability to leverage best practice Long-term sustainability Improved information security Reduced incidence of fraud Faster return on investment

Lower overall cost due to leveraged assets Ease of auditability Improved analysis across programs

Reduced training cost Consolidated systems Reduced support cost Reduced support cost

Improved service levels

Benefits of Consolidation

Common Reporting Common Process

Model

Common Platform &

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Key Learning Points



High-level Grant process overview



Use of adaptive technology

 Emails

 Case management  PDF forms

 Attachments



Grantor Management (CRM) integration with ECC processes

and master data synchronization

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Wrap Up



Gary Thomas – IT Director of SAP Services

gthomas@ncdot.gov



Jill Stewart – SAP Business Architect

jestewart@ncdot.gov



Manoj Pandya – SAP Consultant

mpandya@ndssap.com

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

Thank you for participating.