Hampshire County Council (HCC) improved the efficiency and effectiveness of key financial planning processes using the SAP BPC 10.1 embedded model (on SAP HANA).

1. Hampshire County Council’s
Financial Planning Solution
and Process Improvements
Enabled by SAP (E86685)
Alison Chard – Head of Operational Finance (HCC)
Shin Sawhney – SAP EPM Solutions Capability Lead
(Capgemini UK)

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Hampshire County Council Overview
Challenges Faced/Outcomes Desired
Solution Overview
Lessons Learnt and Success Factors
Business Benefits
Agenda
Summary/Questions
Financial Planning Solution Evolution

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Hampshire – England, UK
Hampshire

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Oxfordshire
Hampshire
Westminster
Hampshire County Council – Part of a Unique Shared
Services Partnership

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Shared Services Partnership - Diverse and Complex Partners

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Challenges Faced and Outcomes Desired
Greater leverage of our IT assets
Deliver same level of service, to more
users/organisations, without increasing headcount
Provide a more compelling/complete solution – seen as
value for money
Improved automation, making it easier to use leading
to improved acceptance
Providing standardised solution, which reduces the
need to take data offline.
Not to impact the timeline for onboarding project + we
had sold this solution as a part of our offering
Reduced effort, cost and ability to support e.g.
upgrades/patching
Reduced funding
Expanding shared service community
Improving the quality & coverage of our
shared service offering
Solution challenges
Inconsistencies in process
Aggressive timeline
Supportability
The Challenges We Face Our Desired Outcomes

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Financial Planning (Budget Monitoring) Solution Evolution at HCC
▪ Solution rolled out to 3 new
partners bringing the total
number of partners using the
solution to 7 Dec
2018
▪ Commencement of rollout to
budget managers within
HCC
Nov
2018
Jan-
Aug
2018
▪ BPC Embedded Project –
renamed Planning &
Forecasting (P&F)
2014
/5
▪ BPC (Standard) implemented
to 3 original partners followed
by Oxfordshire CC in 2015
▪ 3 different ‘versions’
2001
▪ Original SAP Implementation – limited
functionality for budget monitoring
▪ Mid 00’s – use of BW reports alongside
SAP GUI

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Solution
Components
Technical
Highlights
Planning
Processes
• SAP BW on HANA 7.4 and
BPC 10.1 Embedded
• Front-end BEx tools: Query
Designer and Web
Application Designer
Solution Overview
• Planning solution
optimised to be executed
in HANA
• Development “accelerated”
by using the Capgemini
Template
• Revenue and Capital
• Budget Preparation
(Annual) and Monthly
• Monthly Forecast

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Planning Inputs by Process

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What Has Been Enabled
Revenue Forecasting
▪ Staffing by Position
▪ Non Staffing by Cost Centre/Cost
Element
Budget Preparation
▪ Staffing by Position
▪ Non Staffing by
Cost Centre/Cost
Element
In Year Budget Changes
Management of
Capital Programmes
Capital
Forecasting
▪ By WBS Element
▪ By WBS Element / Cost Element
In Year Budget Changes
Available through BW
in real-time
Reporting
Number of jump-to reports provided
as to provide additional details
Administration/Access
Planning Input Templates Reports
Accessed via Fiori launchpad
Administrators Cockpit - one per organisation
One Solution for All
Reports embedded within
input templates

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Lessons Learnt and Success Factors
Key Success Factors
▪ Top Down Commitment – Project Board adopted a pragmatic,
supportive approach and were prepared to back the agreed design
principles throughout to ensure that we could deliver on time and
to quality.
▪ Right Resource – highly skilled, motivated, enthusiastic,
experienced and knowledgeable Core Project Team – who from
the outset of the project worked collaboratively, flexibly and
positively together
▪ Accelerators – leverage of a template solution to accelerate
design and build and providing a method to bring divergent
requirements into a standardised solution that has addressed
many of the challenges with our previous solution. Whilst the
template solution had to be extended/modified for our specific
requirements, the new solution provides us with a number of
process/automation improvements and we can confidently roll out
the solution to existing and new partners.
Lessons Learnt
▪ Engagement – top down engagement from senior management
in actively promoting solutions and driving home hard messages
about business process changes.
▪ Involvement – involving key users in solution design and
providing appropriate encouragement/ mechanisms for soliciting
their feedback. This will help to ensure that solution design is fit for
purpose for the skill level of the intended audience.
▪ Bringing Solution to Life – using solution walkthroughs to
provide users with a greater understanding of what the to-be
solution will look like and how it is intended to be used.
▪ Testing – ensure that solution testing plans are full and complete
and that no short cuts are taken here.

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Business Benefits
Finance
Efficiencies
Reduced Support &
Maintenance Effort
Improvements in
Usability
Annual Budget
Preparation
Effort/Time Savings
Process
Standardisation &
Compliance
Reduced Ongoing
Testing &Training
Effort
Web front end accessed via
Fiori Portal
User Feedback positive
since going live.
Reliance on MS Excel
versions gone
Reduction in time spent on
system maintenance and
admin
Future developments /
changes more cost effective
and quicker as one
embedded model
Key enabler in
Transformation Programme
Automatic integration of
payroll costs (the largest
element of our overall cost
base) has reduced effort /
time to complete
forecasting
Partners have started to
rollout forecasting in the
system to budget holders.
One system for all partners
rather than the potential six
reduces time taken to
undertake testing
BPC Patching / Upgrades
challenging, especially due
to front end MS
compatibility – all now
accessed using same
platform
Solution enables
standardisation, but
provides flexibility, allowing
partners to tailor use to
their ways of working
Usage and compliance can
now be monitored
Previously reliant on
interaction between key
finance and IT contacts to
complete admin tasks.
Planning Cockpit, places
control with Finance super
users
Reduction of ‘off system’
tasks before Budget Prep
commenced.
Budget Prep window
reduced - this year started
6 weeks later. Linked to the
automation now in place

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This Isn’t The End…

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More Information

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is the property of the Capgemini Group.
Copyright © 2019 Capgemini. All rights reserved.
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