commercial in confidence cipfa – “big red button”
TRANSCRIPT
Commercial in confidence
CIPFA – “Big Red Button”
Agenda
• Background
• Demonstration
Transforming Finance….The Vision
“…a modernised and integrated financial management system which is fit for purpose for the modern public body…”
This means:
A whole systems approach to budgeting, in-year budget management and reporting, with a seamless link to end of year reporting
Why the need for an Annual Reporting Solution ?
• Increasing demand for finance to show ‘added value’
- Business partnering / supporting decision making
• Final Account Closedown Process –- Resource intensive process - Disruption to normal service provision- High level of manual effort / input- Time pressure for staff- Timeframe for completion – getting shorter
• Automation would be a key transformation agent
Solution Approach - Design Philosophy
• CIPFA Solution based on TechnologyOne Toolkit and CIPFA Intellectual Property
• Empowering business users to complete annual report
• Ease of use for end user and power user
• Flexible, Easy to change within standardised framework
• Iterative approach with approval hierarchy
• Maximise CIPFA Intellectual Property and Standards
• Rapid implementation getting Council up and running quickly
Key Capabilities to be Delivered
• Automatic upload of Council financial data into the Reporting Solution
• Ability to map council chart of accounts structure to the CIPFA approved structure within the Reporting Solution
• Provision of dashboards, milestones and reporting on the status of the Annual Report Production
• Creation, management and full auditability of working papers and disclosure notes as well as the key reports that form the basis of the Annual Report
• Flexible approval hierarchy on sections of the report and the full report itself
• Creation of draft and final reports which conform to the Council’s chosen layout and branding
• Allow approved 3rd parties such as external auditors to access the solution and view the working papers
Key Components of the solution
Not Included in Final Report
Finalised Annual Report
Working Papers
Working Papers
Working Papers
Working Papers
Working Papers
Working Papers
Notes
ResponsibilitiesForeward
Core Financial Statements:- CIES, Balance Sheet, MIRS,
Cash FlowNotes to Accounts
Supplementary Financial
Statements
Notes Notes Notes
Ta
ble
s, Te
xt, Au
dit, A
uth
oris a
tio
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Demonstration
• Don’s Workplace- Dashboard- Core Financial Statements- Couple of disclosure notes
• Administrators Workplace- Upload Council Data- Data Mapping- Trial Balance
• Big Red Button
Click icon to insertsoftware screenshot
Impact of the New EU Procurement Regulations
Florence Gregg
cipfa.org
New Legislation
In force from 17th April 2014 Public Sector – Directive 2014/24/EC Utilities Sector – Directive 2014/25/EC Concession contracts – Directive 2014/23/EC
The Public Contracts Regulations 2015 26th February 2015
Utilities and Concessions Regulations - Pending
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4 Key Changes
1. Modifications to contracts
2. Exclusion Grounds
3. Award criteria
4. Procurement Procedures
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1. Modification of Contracts
Modifications are substantial if It becomes materially different from original contract The change had been part of the original procurement
would have resulted in Different participants, bidders or winner
The economic balance more favourable to contractor IT extends the scope of the contract A new contractor replaces the original contractor
And a new procurement is required Single Tender Actions/Direct Award Contracts
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Modifications are permitted where Provided for in the initial procurement documents in
clear, precise and unequivocal review clauses
Additional (unforeseen) requirements that have become necessary Brought about by circumstances which a diligent CA
could not have foreseen Doesn’t alter the overall nature of the contracts Does not increase the prices by more than 50%
Change of contractor
1. Modification of Contracts
cipfa.org
Not substantial if
Less that 10% for goods/services; 15% for works, AND
Less than the relevant threshold
Which means it is substantial if it’s greater than 10%/15% OR the relevant threshold – you need to re-tender
1. Modification of Contracts
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2. Exclusion Grounds
Mandatory Exclusions – excluded for up to 5 years
Discretionary Exclusions – excluded for up to 3 years Conflict of interest Distortion of competition from the prior involvement
in the preparation of the procurement procedure Significant or persistent deficiencies .. which led to
early termination Self-cleansing
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3. Award Criteria
Most Economically Advantageous Tender only
Price
Cost (Total cost of ownership)
Best Quality:Price ratio
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4. Procurement Procedures
Open (anyone can tender)
Restricted
Competitive procedure with Negotiation (new)
Competitive Dialogue
Innovation Partnership (new)
Negotiation without prior publication
Free choice
Rules about when these can be used
Strict rules about when this
can be used
Lunch followed by Workshops
13.00 to 14.00
cipfa.org.ukwww.cipfa.org
Better Business Cases™
Graham DiversHead of Global Development [email protected]
© CIPFA
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Better Business Cases™
What? Why? How? When?
is a systematic and objective approach to all stages of the business case
development process that sits alongside, and complements, HM Treasury’s Green Book guidance.
Better Business Cases is a trade mark of Her Majesty’s Treasury
cipfa.org.ukwww.cipfa.orgThe Five Case Model
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The Five Case Model
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Better Business Cases™ Certification
Accounting Officers - responsible for delivering public value
Senior Responsible Owners (SROs), Programme Directors and Project Managers, responsible for successful delivery
Directors of Finance, procurement and planning, responsible for the forward planning and prioritization of spending proposals
Members of approvals and management boards with responsibility for scrutinizing or approving spending proposals
cipfa.org.uk
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Better Business Cases™ Certification
An improved understanding of the Better Business Case process, relevant to both those responsible for producing business cases and those who approve them
Understanding of an established and proven methodology which can be applied at both strategic (macro) and tactical (micro) levels
Core business competency for any manager or director
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Better Business Cases™ Certification
Reduce unnecessary spend and optimize public value
Reduce consultancy costs
Faster throughput and a clear, proportionate approval process.
Improve quality of decision making
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cipfa.org.ukwww.cipfa.org
Better Business Cases Foundation
Online exam and certification
E-learning
syllabus
The 5 Case Model Syllabus
Learning and reference resources
Green Book Guidance
Using the 5 Case Model
cipfa.org.ukwww.cipfa.org
30© CIPFA
Better Business Cases: Foundation
More informationhttp://www.cipfa.org/training/b/better-business-cases-elearning-20251201-online
Graham [email protected]
Refreshment break and exhibition
15.30 to 15.50