City of Bartlesville, OK ERP Business Case: Attachment 13

Attachment 13
City of Bartlesville, OK
ERP Business Case
2016
Prepared By The City of Bartlesville, OK and GFOA

Business Case Analysis
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Bartlesville, Oklahoma Business

Case Analysis by Functional Area
Table of Contents
ACCOUNTING..............................................................................................................................................3
Chart of Accounts....................................................................................................................................4
Financial Reporting.................................................................................................................................5
Grants......................................................................................................................................................6
Project Accounting..................................................................................................................................7
Accounting - Future.................................................................................................................................8
ACCOUNTS PAYABLE..................................................................................................................................10
Accounts Payable..................................................................................................................................10
Bank Reconciliation..............................................................................................................................11
Purchasing Cards...................................................................................................................................12
Accounts Payable - Future.....................................................................................................................14
ACCOUNTS RECEIVABLE............................................................................................................................16
Receivables – Set Up.............................................................................................................................16
Cash Intake............................................................................................................................................18
Accounts Receivable - Future................................................................................................................19
ASSET MANAGEMENT...............................................................................................................................20
Asset Acquisition /Asset Tracking.........................................................................................................20
CIP Projects...........................................................................................................................................21
Asset Year-End Reporting.....................................................................................................................22
Asset Transfers/ Disposal......................................................................................................................23
Work Orders..........................................................................................................................................24
Asset Management - Future...................................................................................................................26
BUDGETING...............................................................................................................................................27
Revenue Projections..............................................................................................................................27
Budgeting Adjustment / Amendments...................................................................................................28
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Capital Budget Preparation....................................................................................................................28

Operating Budget Preparation...............................................................................................................29
Budget Preparation - Future...................................................................................................................31
HUMAN RESOURCES..................................................................................................................................33
Benefit Enrollment................................................................................................................................33
Performance Evaluations/Employee Relations......................................................................................34
Recruitment...........................................................................................................................................35
Salary Change........................................................................................................................................36
Separation..............................................................................................................................................37
Human Resources - Future....................................................................................................................37
PURCHASING.............................................................................................................................................39
Purchase Requisitions............................................................................................................................39
Contracts / Change Orders.....................................................................................................................40
Inventory...............................................................................................................................................41
Receiving...............................................................................................................................................41
Purchasing - Future................................................................................................................................42
TIME ENTRY /PAYROLL..............................................................................................................................44
Time Entry.............................................................................................................................................44
Payroll Processing/ Reporting...............................................................................................................45
COMMUNITY DEVELOPMENT....................................................................................................................46
Community Development Maintenance................................................................................................46
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ACCOUNTING
The County’s primary accounting system is the Select ERP solution; a product of Harris Computer
Systems. There are four other primary systems that feed into the Select solution, which together,
cover a majority of the business processes within the City. Northstar Utility Solutions (also a Harris
product) is used for the water and sewer billing. Firehouse (Xerox product) is used for fire
personnel scheduling. SleuthSystems is used by Bartlesville Municipal Court for case management
and all accounting related to individual court cases. Hansen (an Infor product) is being used for
work orders related to wastewater treatment.
The City operates throughout the year on modified accruals; however, the enterprise funds report
on a full accrual basis throughout the year. The operating funds and the proprietary funds follow
the same business processes; meaning, they follow the same process rules for approving purchases,
time approvals, and other typical operational processes. The diagram below depicts the current
relationship between the primary accounting systems and the current reporting requirements.
Diagram 1
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Chart of Accounts
The City’s primary chart of accounts resides in the Select ERP solution. All applications that
integrate to Select must map to Select’s chart of accounts. The City of Bartlesville’s fiscal year ends
June30.
Current State of City’s Chart of Accounts:

 The current chart of accounts uses four segments:
o Fund
o Department
o Account
o Project
 It was reported that all financial reporting comes from a single ledger; meaning, there are
no separate reporting ledgers
o The City does not need to abide by a State Chart of Accounts for reporting purposes
o The City does need to report financials related to waste water and water to a Water
Resource Board
o The City would like to have year-round GAAP statements
 The City has spent the past several years re-designing the chart of accounts to facilitate
managerial reporting and end-of year financial reporting.
o GFOA did not find any major issues with the current design of the core chart of
accounts. (The City did report that they would like to remove inactive accounts,
which can be removed during implementation of a future system.)
o The project accounts will need to be assessed to fit modern systems. (See Project
Accounting)
 Based on interviews with City staff, GFOA understands that any interface between an
external system and the general ledger requires a significant amount of manual work. For
example, FTP data exported from NorthStar will be in summary journal entry form. The
detailed data remains in North Star.
 Inter fund transfers are (49 and 59) (49 if from the general fund) (59 is to the general fund)
Process Analysis Recommendations:

o Accounts that are candidates for removal will need to be identified as part of
implementation.
o Funds that are no longer needed will be identified as part of implementation.
Policies and Procedures Document Reference:

 Procedure File Number AC-7
Process Maps:
 No process map was created for the Chart of Accounts section
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Financial Reporting
Although most of the administrative systems provide reporting functions, staff feels they are
difficult to use, particularly when staff would like to modify an existing report or create new
reports. As a work-around, staff uses Microsoft Office products to report information from the
various systems
Reported Gaps/Requirements:
The City reports on a modified accrual basis throughout the year and a full-accrual basis for end of
year reporting. The City would like to have capabilities to report on both views throughout the
year.
The City uses fifteen accounting periods. The first 12 are operating periods based modified accrual
accounting. The thirteenth period is used for reconciling between modified and full accrual (i.e.,
GAAP adjustments). The fourteenth period is used for audit adjustments. The fifteenth period is
the closing period.
The following external stakeholders must be accommodated in any future solution:
 Water Resource Board – Financial reports from Wastewater and Water enterprise funds
 Local Taxing Bodies (e.g. County, School District) – Tax Increment Financing (TIF) activity
(asset sales)
 State of Oklahoma State Auditor Report (SAI)
 Note: none of the above require the City to report activity based upon a separate chart of
accounts
 The City would like functionality that will allow them to create distribution reports (940
reports) and taxable wage reports in a future solution. The City is currently entering this
information manually.
 The City would like functionality in a new solution that would create the State Auditor
Inspector (SAI) reports for them within the system if possible. (Desired but not required.)
 Systems that interface to the primary general ledger will serve as sub-ledgers. Summary
level data will be sent to the general ledger. Detailed transactions will remain within these
specialized applications. (See individual functions)
 City would like to have two-way interfaces with external systems (i.e., outside of the ERP
solution)

 Procedure File Number UB-58, Procedure File Number PA-10, Procedure File Number PA-4,
Procedure File Number PA-7
Process Maps:
 Fixed Assets, Year-End Map
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Grants
The City does not have an automated grants accounting system. The City’s Grants Administrator
tracks all grant activity through the financial system since grants are tracked as projects or funds
within the system.
Current Process for Grant Management:

1. Departments are supposed to notify the Finance Office when they are applying for a grant.
In most cases, the Finance Department finds out about a grant application after the
application has been submitted.
2. All grants are tracked by a Grants Administrator. The Grants Administrator is also
responsible for working with the department to set up the budget for grant.
3. The finance office runs quarterly reports
4. The City Manager has the authority to pursue any grant without preauthorization. This
privilege extended to department directors. They do not have to go to the City Council for
authorization to pursue a grant.
5. Many of the grants are multi-year grants
 The City wants easier ability to track vendor activity by grant
 The City will need to track by fiscal year and sponsor year
 The City would like a system that is user friendly
 It is difficult to extract or export information from the current systems
 System errors will occur without being invoked by a transaction or configuration change.
Since the error messages are not intuitive, and root cause is not known, the City has to call
contact the current ERP software company to fix the issues
 It’s difficult to conduct analysis, particularly ad-hoc analysis within the current system
 The City would like ad-hoc query functions for grants analysis (and for the entire system)
 The current system crashes on a regular basis
 The City’s grant policy will result in the finance department receiving funds throughout the
year that were not budgeted for.
 The City faces challenges with grant reporting when they take or win grants, and fail to
inform the cities designated grant manager. The grant manager needs to know the
matching, revenue source, and transaction activity.

 Grants are reference in the record retention policy section, number 28
Process Maps:
 No process map was created for the Grants section
Project Accounting
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Current Project Accounting Design:

Select’s chart of accounts contains a field for project accounts. Project accounts that begin with “99”
(e.g., 99007) are projects that will remain in perpetuity (never be closed). All other project
numbers use the first two starting digits to indicate the year that they were created followed by the
sequential number assigned to project for that year (e.g., 04016)
 Reporting fiscal year activity within “99” projects can be difficult, since there is no way of
identifying year to year activity easily.
 Projects need to show income statements
 There is no way to restrict transactions for projects (and grants) that have restricted uses.
 GFOA observed that some of the projects being tracked are not true projects. In most cases,
these types of projects were assets. The City tracks assets as projects so that expenditures
related to the assets can be tracked easily. Similarly, programs were also tracked as assets;
again, they were tracked as projects for easier reporting.
Future Process:
 Assets will be accounted for through asset management functionality in a modern system.
 Funded programs and related activities will be tracked in a budget solution or ledger
capable of tracking program related activities.
 Life-to-Date reporting functions for projects and programs will be accommodated through
robust reporting functions capable of crossing fiscal years.

 Procedure File Number AC-7, Procedure File Number A-13
Process Maps:
 No process map was created for the Project Accounting section
Accounting - Future
GFOA reviewed possible scope options for the future general ledger solution. Although modern
ERP applications offer most of the functions that are being provided in the City’s five enterprise
applications, GFOA is recommending that the City limit the scope to the following:
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The future general ledger should be limited to a primary ledger receiving financial data from other
sub-ledgers.
The Firehouse software is a solution highly unique to the Fire Administration. It is unlikely that an
ERP application will have this functionality. Therefore, Firehouse should interface to the future
solution.
The NorthStar application contains detailed information about the utility accounts. A utilities
solution implementation can be burdensome. GFOA is currently recommending that the City hold
off on implementing a utilities solution and interface the current application to the future ERP
solution instead. Once the future ERP system is stabilized, the City can explore the possibility of
replacing the utilities application.
The Sleuth application is also highly unique. Current ERP solutions are limited in case management
functions. Implementation requirements related to CJIS compliance requirements may also be
burdensome to the City, if the City decides to replace the court management system. GFOA is
currently recommending that the Sleuth interface to the future ERP solution and only interface
summary financial data to the future financial application.
The Hansen permitting solution should be replaced by a future solution. Permitting functions are
not highly unique and can be accommodated by modern ERP applications. It is recommended that
the solution be incorporated into the future solution.
The following diagram depicts the desired state for the future solution.
Diagram 2
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ACCOUNTS PAYABLE
The accounts payable process at the city is a highly central one. All payments are issued from the
Select accounts payable module and managed by the Department of Finance/Treasury. The only
exception is that the City’s Municipal Court has a manual checkbook used for payments related to
the court docket. Municipal Court payments are later reconciled (in summary form) into Select.
Accounts Payable
The City of Bartlesville has roughly 18,000 vendors in its current system. (A majority of the
vendors represent utility billing refunds.) Payment runs occur every two weeks.
Current Process for Accounts Payable Processing:

1. Payments are authorized based upon the matching of the purchase order to the receiving
document (invoice, packing slip with invoice, etc.)
a. Departments receive the item and scan the invoice or packing slip into Fortis, which
is the City’s document management system.
b. After the receiving and scanning is complete, the Fortis system notifies the
Department of Finance (via AP inbox) that the item is ready for payment.
The Department of Finance is responsible for completing the three-way match in Select
(Purchase Order, Receiving Document, Invoice) and notifies the Department that the
item is ready for payment. The Department approves the payment.
2. After Department approval, Finance creates a claim entry in Select.

3. City Clerk/City Manager approves the final payment
4. This list is compared against the City’s available cash balance
5. At the beginning of the check run process Finance runs a trial batch of check payments to
ensure that batch claim entries are balanced.
6. If everything balances, they will run the final payment run, which generates a report of all
checks to be issued.
7. Finance runs the checks
8. A final review of all printed checks is completed by Finance
9. The checks are scanned into Fortis and referenced to the PO in the document management
system.
10. Once approved, Finance stuffs each check into envelopes and mails or distributes.
Future Process:
 Future system will accommodate “one-time” vendor records that will be used to issue utility
payment refunds. “One time” vendor records do not require extensive data and can be
marked for purging easily.
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 The City’s practice of imaging the supporting documentation is a good one and will be used
to support the future solution.
 Departments will be responsible for completing the three-way match. The system will not
approve a payment without the matching transaction.
 Electronic workflow will be used to approve payments and for Finance to review payment
authorizations. For example, Finance can review all partial payment authorizations.
 The future solution should have better integration with commercial banks so that check
runs, positive pay, or electronic payments can be accommodated.
 Since Sleuth functions are not part of the recommended scope, the manual checks may need
to continue. An interface consisting of summary liability and expense data can be
developed to reconcile Sleuth with the future ERP application.

 Procedure File Number AP-1, Procedure File Number AP-4, Procedure File Number AP-7,
Procedure File Number AP-8, Procedure File Number AP-10, Procedure File Number AP-12,
Procedure File Number AP-13, Procedure File Number AP-16, Procedure File Number AP-
18, Procedure File Number AP-19.
Process Maps:
 Purchase-to-Pay All Maps
Bank Reconciliation
The current bank reconciliation process is manual. The City reconciles by pulling the cash account
activity from the City’s bank accounts and manually comparing this to the City internal records.
Current Process for Bank Reconciliation:

1. The finance department runs General Ledger cash transaction listing
2. The finance department reconciles bank deposits by payment type
3. The finance department receives bank file
4. The finance department clears paper checks
5. The finance department clears “electronic” transactions
6. The finance department balances expenditures to bank statement
7. The finance department clears deposits to bank
8. The finance department identifies un-receipted electronic activity
9. The finance department assigns accounts and descriptions
10. The finance department process receipts
 The City has security on the current system that will not allow them to see other
department’s information. Management would like to retain this functionality in a future
solution.
 The City is not comfortable with setting up security protocols within the system and would
like additional support when doing so in a future solution.
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 The City would like to delineate transactions during the cash intake process. For example,
staff should be able to assign the cash to the correct revenue accounts while simultaneously
being able to accommodate pooled cash accounting.
 The current system puts all data in the first row when it is extracted from the system. The
data is not easy to manipulate once it’s out of the system.
 The current systems is not user friendly
Future Process:
 Creating reports is a big issue in the current system. The City would like functionality that
will allow the easy creation of ad-hoc reports in a future solution.
 The City does not have import functionality in the current system. The City would like user
friendly import functionality in a future solution.
 The City would like functionality that can facilitate City Council Members presentation and
reporting, and/or dashboard functionality for City Council Members.
 The City would like bank reconciliation functionality in a new solution.
 Cashiering
o The City would like to take payments online (e.g. business licenses).
o They can do receipts for payments but there is no high-end cashiering functionality
in the current systems (e.g. closing out a cash drawer)
 The City would like functionality that could eliminate or reduce batch processing and allow
for the processing of data in real-time.

 Procedure File Number AC-52, Record retention policy number 26.
Process Maps:
 Purchase -to-Pay, Bank Recon
Purchasing Cards
Full-time employees at the City are eligible to be issued a City purchasing card (credit card).
Eligibility is contingent upon approval by their Supervisor or Department head. City purchasing
cards are governed by a Citywide purchasing card policy, which the cardholder is expected to read,
understand, and sign before being issued the card.
Cards are issued by JP Morgan Chase. There is an annual blanket PO for JP Morgan. Department
directors and a few others have credits cards. When the City buys something on a Credit-Card they
invoice JP Morgan Chase, not the vendor. There is both a master statement and individual
statements for credit card purchases. There are sign-offs for the card holder and the supervisor
when a purchase is made.
Current Process for Obtaining a Credit Card:

1. The department looking to obtain a Credit Card will formally request the credit card by
emailing a form to the finance department
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2. The Finance Department will review the form

3. The Finance Department will submit the form to JP Morgan (City’s CC institution)
4. JP Morgan Chase will the process request
5. The Finance department will receive the card
6. The City requires the person getting the card to complete a 1) Card Holder Agreement and a
2) Card Holder Guide. Upon acknowledgement, the cardholder receives the card and
activates it.
Current Process for Making Purchases with a Credit Card:

1. The cardholder can only make purchases authorized by the City’s purchasing policy and
internal Department procedures. (In most cases, the card has a spending limit that
coincides with City purchasing policies.)
2. Each billing period, Finance Receives the master account statement from JP Morgan
3. The Department/ card holder also receives a statement from JP Morgan or from the City’s
Finance Department.
4. The cardholder is responsible for assigning account numbers to each purchase listed on the
statement.
5. The card holder signs the form and submits the statement to their Supervisor or
Department head for approval.
6. Upon approval, the Supervisor scans the invoice into Fortis to indicate payment approval
(See Accounts Payable Process)
7. The Assistant Finance Director confirms payment to JP Morgan
 Currently the City has no method for reconciling Credit Card payments with vendor 1099’s.
Future Process:
 JP Morgan may have a standard API to the future ERP solution, allowing a direct interface
between the credit card issuer and the ERP solution. Cardholders will still be responsible
for assigning accounts but may not need to wait until the invoice is received to assign the
account numbers.

 There are no references to City provided credit cards in the policy document
Process Maps:
 Purchase-to-Pay Credit Cards 1 and Credit Cards 2
Accounts Payable - Future
The future accounts payable process will be tightly integrated and automated. The following is a
summary of the vision for the future accounts payable process:
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Vendor Maintenance. Currently, staff members are required to maintain all records in the system.
In the future, vendors will be required to maintain and update their records through a self-service
web portal. To maintain integrity of the records, all vendor self-service transactions will be
approved by authorized City personnel before being posted as final changes to the future ERP
solution.
Better vendor maintenance will facilitate 1099 reporting. By using an integrated vendor record
system, the City can track all 1099able transactions.
Matching. Departments will be responsible for completing the three-way match in the system.
Once an item or service is received, the Department will scan the receiving document into Fortis
and match the scanned record to the purchasing document. Once the invoice is received, the
Department will scan the invoice and match the items to the receiving document and the purchase
order. Once approved for payment, automated workflow will send the transaction to the
Department of Finance for review and payment. Any errors on the transaction can be rejected and
documented. Central automation will allow the City to track prompt payments and, perhaps, take
advantage of early payment discounts.
Credit Cards. After the future ERP solution is installed, the City should explore options with JP
Morgan. Some ERP solutions have automated interfaces to JP Morgan, which allows card holders to
use a JP Morgan portal to assign accounts prior to receiving the invoice. The interface also allows
better integration between JP Morgan (the vendor) and the vendor record (within ERP).
Bank Reconciliation. Similar to the JP Morgan set-up, the commercial banks currently being used
by the City may already have standard interfaces to the future ERP solution. This will enable the
City to reconcile bank transactions faster since files will be able to be sent directly from the bank
into the ERP application. Modern applications also have comprehensive payment options that
include check runs, special check runs, ACH, and debit card interfaces.
Interface to Utilities. GFOA recommends exploring a possible automated interface between the
utilities solution and the future ERP solution so that customer records do not need to be manually
duplicated to accommodate refund payments.
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Diagram 3
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ACCOUNTS RECEIVABLE
For this project, it was decided that miscellaneous receivables will be accommodated in the future
ERP application. Specialized receivables related to utilities and the library, for example, will remain
within their respective systems. Miscellaneous receivables are receivables related to business
licenses, fuel, golf, vending permits, and other miscellaneous receivables. To that end,
miscellaneous accounts receivables are tracked and collected by the departments but are accounted
for centrally by the Department of Finance and in Select.
The City also bills for licenses and permits. Although most of these revenues are immediately
collected (upon issuance), some will become receivables. This section addresses how the
relationship between licensing and permitting works with the revenue collection process.
Specialized revenue systems (e.g., utilities) also send summary revenue data to Select. This process
is described in this section.
Finally, the cash intake process is used extensively to match incoming revenue with outstanding
receivables and current invoices.
Receivables – Set Up
The Department of Finance is responsible for setting up all miscellaneous receivables in Select.
Finance is also responsible for most of the related invoices. This section describes the process for
establishing a miscellaneous receivable.
Current Process for Miscellaneous Receivables:

1. The Department sends a notification of receivable to finance
2. Finance receive the notification
3. Finance creates a the receivable
4. Finance copies supporting documents and stores them manually
5. Finance generates the invoices
6. Finance mails the invoices to customers
7. Finance applies customer payments against receivables.
Current Process for Permits and Licenses:

1. Invoices are sent to current permit and license holder by July 1 of each year
2. Holders receive the invoice renewal notices and submit their payments
3. Payments may be mailed in, or physically dropped off at the central cashier window
4. City cashiers are responsible for applying the payment to correct revenue and receivable
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Dunning:
1. Open receivables are assessed a penalty after 30 days
2. If still unpaid finance sends to collections. The City uses a contract collections manager.
The collections manager is paid based upon the amount collection calls and successful
collections. Finance reconciles against collection agent spreadsheet.
3. Late accounts that are settled are placed onto the successful collection list
4. Cashiers and Finance apply the payments to the correct accounts
 The current receivables process requires the various City departments to send all
documentation via email to the finance department. In some cases, all needed
documentation is not included in email which can create complications.
 Receivables are currently tracked in a manual file.
 Currently, late fees are assessed manually.
 The current process for past due collections (and reconciling accounts with the collection
agent) is manual, which can create errors.
 The Current system does not allow users to see any file information on monthly billings.
Also, the system does not allow users to add enough information on the account file.
 Currently, all monthly billing is done manually.
 The system does not always pull the right information when running aging reports. In some
cases, it pulls names of people that are current and paid-up to date and show them as past
due.
 In a future solution, the City would like functionality that will allow the user to inquire
individual fields selected by the user.
 In a future solution the City would like functionality that will allow the user to delete
old/unused accounts (the current system keeps them for 20 plus years of history)
 Any future solution will need to interface with the NorthStar utility billing system
 The City would like functionality that would track the age of the payment due date (e.g.
30,60, 90 days overdue)
 Currently, all payments are received by mail or in person. The City would like functionality
that will allow them to accept payments online (e.g. e-government functionality). This
functionality is important for overall project buy-in from the community.
 The City would like functionality that would allow users to only see current vendors.
 The City would like functionality that will allow them to process business and liquor license
fees throughout the year.
 Business licenses fees and beer/liquor licenses fees create issues in the current system.
Currently, the City can’t invoice these fees until July 1st. When businesses want to pay in
advance of July 1st, the City can’t take the payment.
 The City faces challenges with its collection agent used to follow up on unpaid receivables
 The current systems still shows past due balance from the prior finance system. It tracks all
fees for a single person and shows all fees even if they are unrelated. (e.g. Business owners
personal utility bill and their business license fee)
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 Procedure File Number MB-16, Procedure File Number, MB-13, Procedure File Number MB-
10, Procedure File Number, MB-7, Procedure File NumberMB-4, Procedure File Number,
MB-1, Procedure File Number, UB-37, Record Retention Policy Number 7
Process Maps:
 Accounts Receivable, Miscellaneous Receivables and Permits and Licenses
Cash Intake
Current Process:
The City provides several options for collecting payments:
A “cashier window” is available for customers to drop off payments. Cashiers are responsible for
entering the payment into the correct cash receipting system and applying the payment.
Cashiers use spreadsheets to balance the daily intake to the daily accounting in each application.
The Golf Course balances its own cash drawers and makes deposits. The deposit data is emailed to
Finance for daily reconciling.
The City processes utility billing payments (including walk-ins) through the NorthStar utility billing
system. PayPal is the credit card processor for customers wanting to pay online.
The City also uses (iPay) which is an ACH payment from one in-town bank. In some cases, forms
are used to indicate a receivable, however most receivables come in as emails.
Each day, all credit card receipts are settled to the correct accounts.
 Cashiers are required to be logged into three different cash receipting systems: Select,
Sleuth, and NorthStar.
 Receivables for the next fiscal year cannot be paid within the current fiscal year
 It is difficult to match the payment to the receivable, particularly, when no invoice is
referenced or a payment is received for several revenue items.
Process Analysis Recommendations:

 Future process should have a single cashiering solution that is able to interface to all three
future revenue systems (Sleuth, NorthStar, and the future ERP application).
 Online payments should be a regular option for customers
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 Procedure File Number CA-1, Procedure File Number CA-4, Procedure File Number CA-7,
Procedure File Number CA-10, Procedure File Number CA-13, Procedure File Number CA-
16, Procedure File Number CA-19, Procedure File Number CA-22, Procedure File Number
CA-25, Procedure File Number CA-28, Procedure File Number CA-31,
Process Maps:
 Accounts Receivable, Miscellaneous Receivables and Permits and Licenses
Accounts Receivable - Future
Similar to what is being used today by the City, the future accounts receivable system will consist of
miscellaneous receivables and community development receivables (licenses and permits) being
housed within the primary ERP solution. Other specialized receivables (e.g., utilities) will remain in
their unique application and will provide summary data to the future ERP solution.
Refunds related to the specialized receivables application and the ERP receivables solution will be
accommodated by the future accounts payable function within the future ERP solution.
Customer record maintenance can be distributed, to ease the burden on central Finance staff.
Automated workflow would be used to review these records and post them as final records.
Diagram 4
ASSET MANAGEMENT
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For this project, “asset management” is defined as functions that are typical to enterprise asset
management systems. These functions include: capitalized assets, capital projects, work orders,
and inventory.
Asset Acquisition /Asset Tracking
Capitalized assets are defined by the City as all items over $5,000. Most capital assets are tracked in
the central accounting system. New asset acquisitions; however, are not entered into the system
until the end of the year. Detailed information about each asset (e.g., title, insurance, location, etc.)
are stored on manual forms.
The City considers anything worth more than $5,000 a capital asset. City departments submit this
from back to the finance department with all the relevant data after making a capital purchase. The
department the buys the asset and files the insurance with the insurance company. They then send
the information over to the finance department with the “Fixed Asset Data Form”. The finance
department also creates Fixed Asset Date Forms for purchases that are over $5,000 that they did
not receive a Fixed Asset Data Form when they were purchased department. Departments can
access the ERP Capital Asset data through a windows emulator.
Current Process Asset Acquisition:

1. All purchases require the Departments to complete a requisition form (See Purchasing)
2. When an asset is purchased, the Departments must also complete a Fixed Asset Data Form
to be used to provide detailed information about asset. Examples of additional information
include insurance information, vehicle identification numbers, and other pertinent data.
3. The department making the purchase will file related insurance and warranty within the
department
4. Finance receives the requisition form and the fixed asset data form
5. Finance updates the accounting system with the new asset data
6. Finance updates the system at year end
 The City currently has a capital asset module; however it is not used to the full extent of its
functionality. Assets are typically entered at the end of the year.

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 Procedure File Number AC-13, Procedure File Number AC-7, Information is also contained
in the City of Bartlesville Capital Assets Accounts, Classes and Lives section of the
procedures document
Process Maps:
 Fixed Assets, Acquisitions
CIP Projects
Assets under construction are also tracked by the City through the Capital Improvement Plan (CIP).
Assets under construction are tracked as projects within the accounting system (See Accounting).
Projects that are completed or accepted during the fiscal year are converted in the central
accounting system from assets under construction to capitalized assets.
For projects that are under construction Engineering maintains a “construction-in-progress”

spreadsheet. “Construction–in-progress” projects are only tracked if they are not completed by
year-end. This process is fully manual.
Current Process CIP Projects:

1. Asset under construction are tracked by:
a. Running a financial report on all project accounts
b. Open projects are tracked by Finance on an outside spreadsheet to indicate that
they are under construction
c. Once a project is completed (or the project is accepted and put into service), the
managing department completes the fixed asset data form and submits the form to
Finance.
2. Capital projects moved into service are entered by Finance into the central accounting
system as capitalized assets.
3. The finance department will then compile the list (subsidiary ledger or CIP governmental
and CIP proprietary spreadsheet)
 The project reports show active and closed projects. The only way the accountants know
that a project is an asset under construction is by reviewing the asset under construction
spreadsheet with Engineering.
 Projects are not closed in accounting system. As a result, project reports cannot delineate
between completed projects and projects in progress.

 Procedure File Number AC-13, Procedure File Number AC-7, Information is also contained
in the City of Bartlesville Capital Assets Accounts, Classes and Lives section of the
procedures document
Process Maps:
 Fixed Assets, CIP Projects
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Asset Year-End Reporting
The year-end reporting process is used to fully account for capitalized assets. This includes
calculating depreciation and final recording of asset disposition.
Current Process for Assets Reporting and Transfers:

1. Review the general ledger detail
2. Pull all CIP records
3. Create “Fixed Asset Data Forms” if they are missing
4. Added these to the working list of Fixed Asset Data Forms
5. Update Fixed Asset module
6. Post to general ledger
7. Run depreciation
8. Post to general ledger again
9. File reconciliation
10. Update general ledger
Current Process for Asset Depreciation:

1. The useful life of an asset is recorded by asset class and maintained in central accounting
system. Accountants assign the asset class when the record is created.
2. The City uses straight-line depreciation to calculate end-of-year values. Construction
projects placed into service in the middle of the year are assigned a mid-year value for
depreciation purposes. All other assets are based upon the in-service date. Capital outlay
expense items are used to record associated expenditures on the modified accrual basis.
3. The central accounting system runs the depreciation at the end of the year.
 Assets are not completely reported throughout the year (See also CIP)
 Detailed asset information is stored manually

Process Maps:
 Fixed Assets, Year-End
Asset Transfers/ Disposal

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The process for transferring an asset is identical to the asset acquisition process. Asset disposals
typically take the form of full disposal of the asset. In some rare cases, assets are transferred or
auctioned. The City has an auction company that is based in the city that is typically used to auction
assets.
Current Process for Asset Transfers:

 All asset transfers are self-reported to the Finance Department
 If an asset is transferred during the fiscal year, Departments are supposed to complete a
Fixed Asset Data Sheet with the transfer information and submit the form to Finance for
proper recording; otherwise;
 Departments record transfer of assets at the end of year. Transfers at the end of the year
also require the submittal of a Fixed Asset Data Sheet.
 Finance updates the system at year end
Current Process for Asset Disposals:

 Asset disposals follow the same process as transfers.
 Assets that are disposed and not sold at auction are self-reported by departments through
the Fixed Asset Data Form
 Assets that are to be sold are also self-reported; however, an outside auction house is
responsible for the sale of the retired item. Finance tracks the revenue and applies the
correct accounting after the sale.
 Although Departments should record disposition throughout the year, most activity is
recorded at the end of the fiscal year.
 Assets are not completely reported throughout the year (See also CIP). Assets under
construction, for example, are maintained in a spreadsheet outside of the primary accounting
system.
 The city would like functionality that will allow them to track their vehicles by VIN number,
unit number or Title number

Process Maps:
 Fixed Assets, Transfers
Work Orders
There are three work order systems currently in operation at the City. Building Maintenance uses a
cloud product called Maintenance Care. Hansen Asset Management is used to track maintenance on
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the wastewater infrastructure. NorthStar Utilities Solution is being used to issue and track work
orders related to water infrastructure. None of the work order systems interface to each other.
The City has Lucity software that has a work order module (street management) as well but has not
been used.
Current Process for Building Maintenance Work Orders:

1. Department requests service
o If the Department has access to Maintenance Care, the staff member may enter the
service request directly into the system;
o Otherwise, the Building Maintenance or other authorized staff enters the service
request into Maintenance Care.
2. Building maintenance reviews request
3. Building maintenance prints the work order
4. Building maintenance prioritizes the work and assigns the work order to a work crew or
crew member
5. Once the work order is completed the Work crew reports the status of the work order as
complete
6. Building maintenance manager reviews the work and officially closes the work order in the
system
7. Requestor receives notice that work order is closed
Current Process for Wastewater Preventative Maintenance Work Orders:

1. Most infrastructure work orders are driven by a preventative maintenance plan. The
maintenance work orders are issued as scheduled by segment. Preventative maintenance is
scheduled in the Hansen system by a Waste Water Supervisor
2. Waste Water Supervisor prints the work order
3. Waste Water Supervisor assigns the work order to a work crew
4. The work crew completes the work order and reports status to the Work Crew Supervisor.
5. The Supervisor is responsible for updating the Hansen work order system and closing the
work order, if completed.
Current Process for Outside Service Request related to Wastewater:

1. Waste Water Supervisor receives complaint/service request and call crew to investigate
2. Crew completes investigation and completes a manual form
3. Wastewater Supervisor enters data from manual form into Hansen
Current Process for Water Department:

1. Work Orders Customer request service by contacting City Customer Service
2. Customer Service logs the work request in NorthStar
3. Customer Service prints work order to operations location
4. Public works crew completes the service request
5. The work crew reports the status of the work order on manual form and submits the report
daily to Public Works
6. Public Works administrative staff updates the work order status or close the work order in
NorthStar, once it’s complete.
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 The city’s fleet maintenance is not using any work order system at this time. The process is
fully manual.
 Crew scheduling is not in scope at this point but would be helpful down the line.
 Currently, there is no way to show the status of the work order in the system, or give
feedback to a citizen about the status of the work order unless it is closed.
 Work orders are stored in three different systems
 The city would like functionality that tracks other types of service requests (e.g. IT tickets,
parks tickets, etc.)
 The city would also like functionality that could receive and track 311 related request via e-
government related functionality (online ticket submission)
 The city would like functionality that could track the amount spent on each work order

 Procedure File Number UB-19, Procedure File NumberUB-1, Procedure File Number UB-10,
Procedure File Number MS-4, Procedure File Number MS-7, Procedure File Number MS-10,
Procedure File Number MS-13, Procedure File Number MS-19
Process Maps:
 Work Orders, Building Maintenance, Sanitation, Water
Asset Management - Future
Asset management in the future will be based on enterprise asset management processes. Central
records for assets will be in a future fixed asset/capitalized asset module. Assets will be added
through the purchasing process or through the project accounting process. Maintenance and
improvements will also be tracked by asset throughout the year.
Work orders related to the assets will track preventative maintenance and repairs. Since project
resources are limited for this ERP implementation, the preventative maintenance work orders in
the Hansen work order system will interface to the future solution. The same model will be used
for the NorthStar system; meaning water customer related work orders will remain in that system.
All other work orders will be maintained in the future ERP solution. This will allow the City to
easily track maintenance, improvements, and annual costs related to each asset.
The City is following standard practice for depreciating assets. This process will be replicated in
the future system - The difference being that assets under construction will also be tracked in the
same system. Depreciation will only be applied after the asset is accepted into service.
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Year-end reporting will be facilitated by fixed asset/capitalized asset records that utilize asset
record numbers rather than project numbers. Assets under construction will also be identified as
such. The end result will be a system that shows current assets, asset value, asset disposition, and
assets under construction.
Diagram 5
BUDGETING
The City’s Department of Finance is responsible for coordinating the budget preparation process.
All budget preparation is completed on spreadsheets and managed on the City’s network. This
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section covers the revenue projection process, the operating and capital budget preparation
process, and the budget amendment process.
Revenue Projections
All budget preparation steps are conducted in advanced of budget and fund transfers. Once
budgets have been crated and fund transfers have been conducted, final revenue projections are
compiled. Transfers, Grants, and miscellaneous receivables are tracked as revenue.
Current Process Developing Revenue Projections:

1. Run partial year trial balance periods 1 - 7
2. Run partial year trial balance periods 1 - 12
3. Run calendar year trial balance periods 1 - 7
4. Create revenue estimate worksheet
5. Create current year revenue estimates
6. Create budget year revenue estimates (based on 5 year trend)
7. Prepare projection revenues
8. Estimate transfers
9. Compile final revenue estimates
 The City does not use the budget preparation module in the current system. All budget
preparation is done manually.
 For all enterprise funds, the budget preparation and revenue projections are done outside
the ERP system, manually by the various departments, and the numbers are given to the
Finance Department to be added to the ERP.
 For requirements the City will need to be able to estimate revenues for five year.

Process Maps:
 Revenue Projections
Budgeting Adjustment / Amendments

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The budget is amended once a month, or as needed. Amendments are typically revenue driven, and
involve the city collecting more revenue than was initially expected. Inter-fund transfers require
Council approval. Intra-fund transfers require City Manager approval only. Transfers between
funds are administered at one-twelfth (1/12) or balancing every month.
Current Process for Budget Adjustments and Amendments:

1. City departments request a budget amendment
2. If the amendment is within the fund, it goes to the City Manager
3. City Manager reviews and approves
4. The budget is updated
5. If money is not being moved within a fund a budget resolution is prepared by the finance
department
6. The resolution is then approved by the City Council
 The amendment process is the same for capital and operating budget preparation.

Process Maps:
 Budget Amendments
Capital Budget Preparation
The City of Bartlesville currently maintains a 5 year Capital Improvement Plan. All capital projects
for the City are managed by the Engineering Department. Both the City and State require a 70/30
split with 70% of all projects being covered by bonds. Projects from the long-term capital plan are
prioritized ahead of request from city departments.
Current Process for Capital Budget Preparation:

1. Finance will run income statements on the accounts with project numbers (i.e., active
projects)
2. Engineering will complete estimated expenditures for the current year
3. Finance will estimate fund balance for the end of the year
4. Each year, Departments submit project budget requests to Engineering
5. Engineering will review project requests
6. Engineering will then estimate project budgets for the new budget year
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7. Finance will review project requests after Engineering review

8. The City Council will review project budget requests as part of the overall budget request
process
9. Approved projects are assigned project numbers and entered into the accounting system by
the Department of Finance
10. Project performance is monitored by Engineering throughout the year.
 Procedure File Number AC-7, Procedure File Number AC-70, Procedure File Number AC-76,
Information is also contained in the City of Bartlesville Capital Assets Accounts, Classes and
Lives section of the procedures document
Process Maps:
 Capital Budget Preparation, Page-1, Page-2
Operating Budget Preparation
The Finance Department uses what is called a “Directors Request Sheet” to track budget
information internally. Under the current process the City Council can make changes, however they
rarely do. If there are changes from the City Council the Finance Department will make the
necessary changes. New budgets are opened on July 1st and the ERP system is updated.
Current Process for Operating Budget Preparation:

1. Finance department conducts a payroll data export from the ERP systems to a spreadsheet
2. Finance updates the spreadsheet
3. Then they do a payroll data validation
4. New positions are added
5. Finance then runs an estimate of benefits calculation
6. Expenditures are exported
7. The Finance Department estimates expenditures for the current year
8. Finance then compiles expenditures by department
9. Then then clear all budget documents
10. Finance then creates update budget schedules
11. Then they create budget submission folders
12. They emails a notice regarding expected payroll to the department directors
13. Departments validate estimates
14. Departments prepare budget request packet
15. The finance department receives packet from the departments
16. The finance department updates the budget document
17. City Manager, city departments and finance have a budget discussion
18. Finance department tracks budget changes
19. Finance department locks in city manager’s budget request column
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20. Finance department updates budget documents

21. Finance department validates all information
22. The finance department creates a draft/city manager’s budget
23. The City Council reviews the draft budget
24. If changes are needed, the finance department will update the draft budget with the City
Council’s changes
25. The City Council holds a final public hearing
26. Finance and the city departments create an electronic version of the budget
27. The department receive the electronic version of the budget and send it back to finance
with the final approval
28. Finance loads the final budget
 Estimates for salaries expenditures can create issues in some cases. The current manual
process uses excel spreadsheets that are linked to information with job classifications and
other HR information. When there are vacant positions, information for pay is set at the
midpoint so the potions can be tracked. This manual process is imprecise.
 Excel spreadsheets are emailed to the directors. The current estimation and validation
process for payroll and non- payroll expenditures involves many manually processes and
several manual handoffs. This can expose the process to errors.
 Doing the budget in Excel opens the city to errors and version control issues.
Future Process:
 They would like functionality that will allow them to see several versions of the budget (e.g.
City Managers budget, City Council’s budget, etc.) This will allow the City to easily track
changes after department directors changes are made and help with negotiations.

 Procedure File Number AC-67, Procedure File Number AC-70, Procedure File Number AC-
73, Procedure File Number AC-76, Procedure File Number AC-79, Procedure File Number
AC-82, Procedure File Number AC-85
Process Maps:
 Operating Budget Preparation, Page-1, Page-2, Page-3, Page-4, Page-5
Budget Preparation - Future
The City’s vision for a budget preparation is one that is integrated and is relatively intuitive to
Department budget preparers. The following outlines this vision:
 Revenue Projections: The system accommodates up to five years of forecast data.

Forecasting can be based on various models; however, trend analysis is most important.
Seasonality is also important for forecasts to explain possible budget anomalies. To
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facilitate the preparation of revenue forecasts, the system should integrate well with the
revenue accounts and be able to pull the financial data into revenue performance and
estimate reports.
 Expenditure Estimates/Forecasts: The vision for expenditure forecast functions are similar
to revenue forecasts; however, more emphasis is placed on budget year forecasts to gauge
expenditure performance throughout the fiscal year.
 Project/Grant Budgets: The primary vision for these functions is to be able to compare
overall project/grant budget planning to fiscal year budget appropriation. Estimates and
budget preparation should also take into account overall (life-to-date) budge performance.
 Budget Preparation: The future budget preparation system should accommodate central
budget administration for budget worksheet preparation; de-centralized budget request
preparation; and budget preparation process tracking. Budget preparation worksheets
should be intuitive to budget preparers. Budget administrators should have the ability to
pre-load budget worksheets with past performance data, salary and position data, and
revenue data. In short, budget administrators should be able to provide a complete budget
picture to budget preparers. The system should accommodate versioning so that budgets
can be locked down as they go through the budget process, yet progress can be tracked by
the preparers. Budget preparers should also have the ability to forecast revenues and
expenditures for at least five years.
Diagram 6
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HUMAN RESOURCES
The City’s human resources and payroll system is centralized on Harris Select. All of the City
Departments, including the enterprise funds and Municipal Courts follow the same central policies
established by the City Manager’s Human Resources Department.
Benefit Enrollment
Benefits for all employees are managed by the City’s Human Resources Department. During open
enrollment, employees elect their benefits online. On-going enrollment is elected by the new hires
manually. Human Resources personnel update each benefit plan during the new hire process. The
Fire Department receives funds from the City to administer their own benefits plans. Benefits for
uniform Fire personnel (except for the Chief and the Assistant Chief) would be outside of the scope
of this system. (NOTE: The Chief and the Assistant Chief have the option to participate in either
plan but not both.)
Current Process Ongoing Enrollment (Civilian and Police):

1. New employee chooses benefits after participating in a benefits orientation meeting
conducted by Human Resources
2. Human resources enrolls the new employee in the selected plans
3. Employee receives notice from the plan that they are enrolled
4. Fire Union is responsible for ongoing enrollment for new Fire personnel
Current Process Open Enrollment:

1. Human Resources conducts a pre-planning session for open enrollment
2. Human Resources conducts benefits roadshow (visit various city sites with information)
3. The employees enroll through a benefits portal or manual process
4. Run reports to see which plans employee selected
5. Finance is notified of the selections and deductions employees make
6. Finance updates payroll with deductions
7. Human Resources conducts an audit for payroll deductions
 Vacation time begins accruing on an employee’s first day, but they cannot use the time for 6
months. This would need to be accounted for in a future solution
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 HR would like functionality that will allow employees to enroll in their annual benefits on-
line. The City is using a system called HR Connections for this currently, but would like this
functionality in a future new solution.
 HR would like to be able to run and exception list that could be easily created and sent to
payroll.

 There are no references to the benefit enrollment process in the policies document
Process Maps:
 Human Resources, Open Enrollment, On-going Enrollment
Performance Evaluations/Employee Relations
Each year, Department Supervisors are supposed to conduct performance evaluations of

employees. The current ERP system does not have this functionality. Recordkeeping is manual.
(Records are scanned and maintained digitally.)
Current Process for Performance Evaluations:

1. Human Resources loads evaluation dates manually into Select and scans supporting
documentation into Fortis
2. Departments conduct evaluations
3. Human Resources loads the data from the evaluations into Select
4. Human Resources loads the information into Select
 The City would like functionality that will allow grievance tracking. This is currently a
manual process.
 The City would like functionality that would allow HR to add notes, and possibly show an
employee photo.
 The City will need an interface to Assure-ID
 The City would like functionality that would tell employees that they are about to lose their
paid time off if they do not use it before the years end.
 The City would like functionality that would track pay history
 The City would like rules-based-controls for pay grades
 The City would like the ability to track training in a future solution
 The City would like an Employee Self Service (ESS) module with a smart phone application
 The City would like functionality that will allow direct emailing to employee’s through the
system.
 System flags when certification is about to expire
 System flags when driver’s license or CDL is about to expire
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 Payroll and or HR currently send reminders to departments to conduct evaluations. All

employees must have an annual evaluation. Currently, HR and Payroll create reports with
the names of employees who need an evaluation and are past due. This happens frequently.

 There are no references to the hiring process in the policies document
Process Maps:
 Human Resources, Annual Evaluations
Recruitment
Human Resources is responsible for almost all recruitment activities at the City. The exception is
that the Police Department and Fire Department use national and public safety recruitment
resources for new sworn officers.
Current Process for Recruitment [POLICE AND FIRE FOLLOW SIMILAR PROCESS BUT
APPROVAL PATH IS DIFFERENT. UNION EXECUTIVE BOARD APPROVES JOB DESCRIPTIONS]:
1. The Department looking to add staff sends a request for a new employee email
2. The Human Resources department receives the email and gets approval from the City
manager
3. If approved by the City manager Human Resources is notified that they can post the position
4. Human Resources then prepares job description
5. If the position is a new, the job description needs review by the department creating the
position and approval from the City Manager
6. Human Resources then post the position to the website and/or recruiting channels (e.g.
local new paper, online job boards, recruitment firms)
Current Process for Hiring:

1. The applicant submits an application
2. Human resources logs the application
3. Human resources files the application (posting file)
4. Human Resources close posting once a sufficient number of applications are received or the
allotted time-frame to receive applications ends
5. The department hiring the employee receives all applications for the given position
6. Human Resources reviews questions from the departments about applications
7. The department conducts the interview
8. The department looking to hire selects a candidate
9. Fire/Police
o Conduct internal screening and testing
o Fire/Police make conditional offer
o After conditional offer acceptance, Department sets up background check and health
screening
o Fire / Police make formal offer
o Fire /Police negotiate start date and notify Human Resources
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o Human Resources conduct orientation (Then follow PAF on…)

10. The applicant and the Human Resource Department agree on a conditional offer
11. The Human Resource Department run health and background checks through a third part
12. The Third part lets Human Resources know if they failed
13. If the pass a formal offer is made to the applicant
14. Human Resources notifies the department of the applications start date
15. The department looking to hire will then create a Personnel Action Form for the new
employee
16. Human Resources will also create a Personnel Action Form for the new employee
17. The Finance Department will update payroll
18. Human Resources will conduct and orientation
19. Human Resources will close the hiring file
 The HR departments use an Excel spreadsheet to log and track applications. This is a fully
manual process.
 Currently, The HR department must maintain a manual file for all applications that come in
for a specific job. They typically send all applications to the department once the job is
“closed”.
 Departments do all the vetting within their department after HR sends the applications
over. HR is not always aware of the criteria the departments use to select a candidate.
 The City would like functionality that will allow them to conduct high-level applicant
tracking (e.g. NeoGov). Currently, the City does not have any functionality in this area.
 Applicant self-service is a desired function for Human Resources

 There are no references to the hiring process in the policies document
Process Maps:
 Human Resources, Recruitment, Hiring-1, Hiring-2, Hiring-3
Salary Change
Current Process for Salary Changes:

All salary changes are made in the system but they are also tracked manually on a spreadsheet.
Changes in pay are done outside the ERP system, manually, on a spreadsheet and the new numbers
are entered into the system.
 The current system does not allow mass pay changes for percentage pay increases.
 The City would like to upload supporting documentation for mass change transactions (e.g.,
copy of contract)
 The City could benefit from functionality that would automatically remind department
directors if evaluations are overdue.
 The City would like functionality that will track FMLA
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 System can accommodate mass leave changes such as updating leave for non-uniform
personnel and update separate leave rules for uniform personnel
 The City would like functionality that can do pay calculations and changes within the
system.
 The City would like functionality that would track longevity. They City pays based on
longevity but this is currently calculated outside of the system.
Separation
Current Process for Employee Separation:

1. Employee notifies their supervisor that they are leaving the city
2. The department then notifies Human Resources that the employee is leaving
3. The department then creates a Personnel Action Form (PAF)
4. Human Resources receives the Notice and Personnel Action Form (PAF)
5. Human Resources obtains all needed signatures
6. Finance updates Payroll
7. Human Resources conducts the exit interview
8. Human Resources notifies other pertinent departments (e.g., IT) about the separation
Gaps:
 When the exit interview is conducted by HR the date of separation can change depending on
the needs of the employee and/or the City. Any future solution would need to
accommodate this.
 Finding the official termination date can be an issue in the current systems. HR would like
functionality that will show the real date the employee left the city so they don’t have to
look at several different documents determine they separation date.

 There are no references to the separation process in the policies document
Process Maps:
 Human Resources, Separation
Human Resources - Future
The City’s vision for a future human resources solution is a system that tracks an employee career
from recruitment to retirement. The system should be flexible and scalable to accommodate
outside recruiting tools, such as cloud recruiting services, yet also permit the City to run their own
recruitment processes. The system should integrate with other City systems, such as IT security
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and the City’s badging system. The future system should also track career development and
certifications. It should also provide functionality, such as employee self-service, which allows
employees to elect benefits online or self-report life events. (Automated workflow would be
required for central Human Resources to review and approve any self-service changes.) . The
system will also integrate with highly specialized applications, such as Firehouse, which would not
be replaced by the new ERP solution.
Diagram 7
Diagram 8
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PURCHASING
The City’s purchasing processes are governed by the City’s Municipal Code, the Purchasing
Ordinance, and the City’s policies and procedures. All purchases are tracked in the central
accounting system. Requisitions are initiated by Departments on manual forms. The purchasing
process is managed by the City’s Finance Department. There is no official Purchasing Officer or
Purchasing Department.
Purchase Requisitions
The city has credit accounts with all vendors. When a purchase is made the department just gives
the vendor the PO number. The purchasing thresholds for the City of Bartlesville are $2,500 for
department directors and approved staff. Items costing between $2,500 and $10,000 require three
informal bids (three verbal quotes). Between 10K and 25k require three written quotes. Over $25k
requires formal bid. All purchase requisitions are submitted to purchasing on a manual Excel-
based requisition form. Purchase orders are not issued without three verbal or written quotes.
Documentation is also required in some instances.
Current Process for Requisitions:

1. The department looking to make the purchase completes a requisition form and sends it to
AP
2. The accounts payable clerk reviews the requisition form
3. The accounts payable clerk creates a purchase order and saves image of PO to Fortis
4. Vendor receives the PO number from requisitioner and processes order
5. The accounts payable clerk emails the purchase order number to the department looking to
make the purchase
6. The department looking to buy something purchases the item(s)
Current Process for Formal Bids:

1. Departments prepare their own bids
2. The Purchasing Technician in the finance office gives the departments a bid number
3. Department Directors finalize the bid and decide how to advertise/ release the bid.
4. The finance department follows through by advertising or publicizing the bid
5. Vendors submit a formal bid to the city
6. When the bids come in they are sent to the City Clerk/Finance Department (A copy is also
given to the department making the purchase)
7. Finance opens the bids (public bid opening) with a representative from the requisitioning
department
8. They have a meeting involving City Council to accept the bids “receipt of bids”
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9. Assign a Council Member to work with the Department Head to review/analyze the bids.
10. The department head will recommend a particular bid
11. It then goes back to Council to be award/rejected
12. It then goes through the requisition process
Current Process for Informal Bids:

1. The department completes a requisition form
2. Department obtains three written or verbal quotes and attaches the quotes to the form
3. The accounts payable clerk reviews the requisition form
4. The accounts payable clerk creates a purchase order
5. The accounts payable clerk emails the purchase order number to the department looking to
make the purchase
6. The AP department saves a copy of the requisition in Fortis
7. The department looking to buy something purchases the item(s)

 Procedure File Number AP-1, AC -1
Process Maps:
 Purchase-to-Pay, Requisitions,
Contracts / Change Orders
The contract process for the city of Bartlesville is similar to the requisition process; however, the
professional services contracts do not require formal bid information. These types of contracts are
selected and reported to City Council by Departments. Weekly purchase orders are also issues
every Friday or Saturday that can be used to address any changes. These are referred to by the
City as weekly’s.
Current Process for Contracts and Change Orders:

 For contracts above $25,000 changes must be approved by council
 Contract changes are recorded in Fortis

 Procedure File Number AC-1,
Process Maps:
 Purchase-to-Pay, Bids-1, Bids-2
Page 41 of 49
Inventory
All inventory is tracked in excel. The city has one warehouse. A manual count of items in the
warehouse is done each month. Inventory is replenished when counts are below a given point.
There are roughly 500 items kept in inventory by the city. Most of the cities inventory is for the
Waste Water Department.
Current Process for Inventory Management:

1. The Public Works Department tracks and manages inventory in the city's warehouse
2. The various city departments request inventory items
3. Public works fills these requests and conducts a physical count of the inventory via a
manual spreadsheet. They follow the purchasing process when replenishing inventory

 Procedure File Number AC-28,
Process Maps:
 Purchase-to-Pay, Inventory
Receiving
Departments are responsible for receiving goods and services. The invoices go into an AP inbox
and the Payroll clerks do matching to the correct PO. The city department directors can check and
approve payments in Fortis. It then goes to the Finance Department for payment.
Current Process for Receiving:

1. The Department receives the goods or service and scans the supporting documents into
Fortis
2. Finance conducts the matching process through the accounts payable process (See Accounts
Payable)
3. Finance and the receiving Department tracks open encumbrances related to any partial
receipts
 The City does not currently account for, or track shipping cost.

 Procedure File Number AC-1, Procedure File Number AP-4, Procedure File Number AP-7,
Procedure File Number AP-18, Procedure File Number
Page 42 of 49
Process Maps:
 Purchase-to-Pay, Receiving
Purchasing - Future
The future purchasing solution will replicate processes that are currently done today at the City;
however, processes will be more automated and highly integrated. Instead of completing a manual
requisition form, Departments will complete an online requisition form (usually a shopping cart in
modern applications). The requisition will automatically be routed for approval, depending upon
the purchasing policy. Vendors can register online to participate in City bidding lists. The system
will also be flexible to accept bids from vendors online. As part of the shopping cart experience,
users will select goods and services from authorized vendors and contracts. In some cases, users
will be directed to requisition items from City inventory.
Departments will continue to be responsible for receiving and confirming items. In addition to
scanning the supporting materials, users will enter the receiving information into the system. The
system will automatically create the match for Finance review and approval. Since the system will
be highly integrated, any open purchase orders will reference the right encumbrance. Once the
Requisitioner has received all of the items, they will be responsible for closing the purchase order
for accounts payable processing.
Page 43 of 49
Diagram 8
Page 44 of 49
TIME ENTRY /PAYROLL

The City’s time entry and payroll is managed the Department of Finance. All organizations
(operating and enterprise funds) follow the same time entry and payroll rules. The City’s Fire
Department uses Firehouse for scheduling. This system will remain and interface to the future ERP
solution.
Time Entry
The City of Bartlesville currently has roughly 350 employees for which time entry functionality will
be necessary.
Current Process for Time Entry:

1. Employees complete time sheet
2. Department manager reviews time sheet
3. Department administrator enters time into the ERP system
4. Department administrator validates the time entries
5. Accountant validate time entries
Current Process for Fire Department Time Entry:

1. The Fire Department Administrator exports Data from their time entry systems "Firehouse"
2. The Fire Department Administrator calculates daily time and sum by pay period
3. The Fire Department Administrator enter time into the main ERP system
4. The Fire Department Administrator validates time entries in ERP system
 The data from the Fire Department’s “Firehouse” is exported manually and sent to payroll
to be reentered manually. In some cases, this can create opportunities for errors.
 The city would like an interface from any future ERP systems to Firehouse
 The city would like functionality that will allow leave-time and other information to be
exported into the ERP without manual hand-offs.
 In a future solution the city would like all salaried employees to enter “exception-time” only,
with an assumption of 40 hours per week.
 There are a large number job codes for the Fire Department. The city would like
functionality that allows for easy transfer of pay-codes between the “Firehouse” system and
the city’s ERP system.
 Would like system to report when employee last worked (i.e., prior time entry detail)
 Would like system to maintain history of time entry detail

Page 45 of 49
 There are no references to time entry in the policy document
Process Maps:
 Time Entry, Time Entry
Payroll Processing/ Reporting
Although many employees use direct deposited the city still has 60-plus employees who still
receive paper checks.
All departments are on the same payroll cycle.
Most employees enter their own time either on a manual paper sheet or in some limited instances
directly into the ERP system.
Current Process for Payroll Processing and Reporting:

1. The Finance Department will update benefits in the ERP system
2. The Finance Department makes other miscellaneous adjustments (e.g. Bonus, Wellness Pay,
etc.)
3. The Finance Department will update the deduction worksheet
4. Then they conduct a trial run in the ERP system
5. Next they process the final run
6. Next they will process all AP transactions in suspense
7. Then the Finance Department will add imports into the AP batch
8. The Finance Department will then reconcile the batch to payroll deduction register
9. Next they prints the checks (for non-direct deposit)
10. Next they run ACH payments
11. Then they print checks (required for ACH run)
12. Then checks are distributed
13. The employee signs to acknowledge receipt of their check
14. The Finance Department completes payroll (runs reports/post General Ledger)
15. The Finance Department send FTP reports to the network
 All errors in the city’s payroll must be found manually in when calculations are done on the
dedication worksheet.
 The current system does not allow the city to split a single employee’s paycheck easily. (e.g.
529’s, or flex spending plans). It is possible to split checks, but involves several manual
workarounds.
 Checks (check stubs) are not typically mailed, but given to employees by hand. Each
employee signs for their check when they receive it physically from their manager for
validation purposes.
 The city would like to be able to lock the system down so they can run trial payrolls.
Page 46 of 49
 When HR makes a change, there are typically manual, (paper) work-flows. The City would
like workflow functionality that will allow easy and clear workflows between HR and
Payroll.
 The city would like functionality that will allow them to create and save unique reports.
 The city has a reporting requirements that mandates a quarterly report for unemployment
 Storing reports is challenging in the current system (e.g. FTP report). Reports created by
the city are often lost when the city updates its software.
 The City would like functionality that will enable mass updates.

 Procedure File Number AC-40, Procedure File Number AC-73, Procedure File Number PA-1,
Procedure File Number PA-4, Procedure File Number PA-7, Procedure File Number PA-10,
Procedure File Number PA-13, Procedure File Number PA-16, Procedure File Number PA-
19, Procedure File Number PA-22
Process Maps:
 Time Entry, Payroll Process-1, Payroll Process-2
Page 47 of 49
COMMUNITY DEVELOPMENT
Community Development Maintenance
The City is currently using BlackBear as their primary permitting system for Community
Development Maintenance. The Department processes a number of permits and licenses.
 The Community Development Department would like functionality that will allow citizens
to access permit applications online
 The Community Development Department would like functionality that will allow citizens
to reserve shelters for parks and recreation facilities online
 The Community Development Department would like functionality that will allow code
enforcement tracking
 The Community Development Department would like functionality that will track impact
fees
 The Community Development Department would like functionality that will track
performance bonds
 The Community Development Department would like functionality that can accommodate
Tax Incremental Financing (TIF) districts.
 The Community Development Department would like functionality that will track customer
escrows
 The Community Development Department would like reporting functionality that includes:
o Performance reporting
o Flexible reporting
o Ad-hoc reporting
 The Community Development Department would like functionality that will facilitate
integration with GIS (ESRI – ArcCAD 10), including:
o Scanning
o Auditing (permits/licenses signature tracking)

City of Bartlesville, OK ERP Business Case: Attachment 13

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City of Bartlesville, OK ERP Business Case: Attachment 13

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Attachment 13

Prepared By The City of Bartlesville, OK and GFOA

Bartlesville, Oklahoma Business

Capital Budget Preparation....................................................................................................................28

Current State of City’s Chart of Accounts:

Process Analysis Recommendations:

Policies and Procedures Document Reference:

The following external stakeholders must be accommodated in any future solution:

Policies and Procedures Document Reference:

Current Process for Grant Management:

Policies and Procedures Document Reference:

Current Project Accounting Design:

Policies and Procedures Document Reference:

Current Process for Accounts Payable Processing:

2. After Department approval, Finance creates a claim entry in Select.

Policies and Procedures Document Reference:

Current Process for Bank Reconciliation:

Policies and Procedures Document Reference:

Current Process for Obtaining a Credit Card:

2. The Finance Department will review the form

Current Process for Making Purchases with a Credit Card:

Policies and Procedures Document Reference:

Accounts Payable - Future

Current Process for Miscellaneous Receivables:

Current Process for Permits and Licenses:

Policies and Procedures Document Reference:

Process Analysis Recommendations:

Policies and Procedures Document Reference:

Asset Acquisition /Asset Tracking

Current Process Asset Acquisition:

Policies and Procedures Document Reference:

For projects that are under construction Engineering maintains a “construction-in-progress”

Current Process CIP Projects:

Policies and Procedures Document Reference:

Asset Year-End Reporting

Current Process for Assets Reporting and Transfers:

Current Process for Asset Depreciation:

Policies and Procedures Document Reference:

Asset Transfers/ Disposal

Current Process for Asset Transfers:

Current Process for Asset Disposals:

Policies and Procedures Document Reference:

Current Process for Building Maintenance Work Orders:

Current Process for Wastewater Preventative Maintenance Work Orders:

Current Process for Outside Service Request related to Wastewater:

Current Process for Water Department:

Policies and Procedures Document Reference:

Asset Management - Future

Current Process Developing Revenue Projections:

Policies and Procedures Document Reference:

Budgeting Adjustment / Amendments

Current Process for Budget Adjustments and Amendments:

Policies and Procedures Document Reference:

Capital Budget Preparation

Current Process for Capital Budget Preparation:

7. Finance will review project requests after Engineering review

Operating Budget Preparation

Current Process for Operating Budget Preparation:

20. Finance department updates budget documents

Policies and Procedures Document Reference:

Budget Preparation - Future

 Revenue Projections: The system accommodates up to five years of forecast data.