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Finance Forum 1 June 2011. Welcome & Overview 1 June 2011 David Sturgiss.

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Presentation on theme: "Finance Forum 1 June 2011. Welcome & Overview 1 June 2011 David Sturgiss."— Presentation transcript:

1 Finance Forum 1 June 2011

2 Welcome & Overview 1 June 2011 David Sturgiss

3 3 Overview Financial Services Staffing (Peter Shipp) DIISR - Reviews of Transparent Cost of Research and RTS Cost Review (Peter Shipp) HERDC update and a review of the process to date (Amanda Walker & Lee Mavanna) FBT treatment of Motor Vehicles (Luke Beckett) Procurement and Probity Policy and Procedures (Tim MacPherson) Afternoon Break FinOps and BSO Staffing (Wendy Fox) iMIS/TM1 Development (Jonathon Flack) Project Management for FMIS Refresh (Peter Rietdyk)

4 Departures, Arrivals and Internal Moves Peter Shipp

5 Departures Mark Baker to OVC Callum Burke to Education Department of Victoria Melissa Orr to CAP Kirsten McKinnon to CAP Vanessa Quigley to CECS

6 Arrivals Luke Beckett to Tax Accountant from Kinsella Accounting Ashish Doshi to Investments from HR Still looking for: Senior Accountant Budget & Reporting SPF 6/7

7 Transfers Bei Qian Zhang from SPF to Capital Accounting Zachary Ong from SPF to Projects

8 DIISR - Reviews of Transparent Cost of Research and RTS Cost Review Peter Shipp

9 DIISR Transparent Costing 2011 Academic staff survey in progress Surveying some General Staff where direct research involved One-form submission for finance data

10 DIISR Transparent Costing 2011 Greater clarity in definitions and eligibility of expenses Return to be lodged by 30 June Big issue – how do TC and ERA results impact funding?

11 DIISR Full Cost of RTS Study Preliminary study of RTS costs Adopted the TC approach Results from this will be reviewed by Deloitte Access Economics Initial outcome ~ $35,790 per domestic RTS

12 Expenditure from S & Q Funds Peter Shipp

13 HERDC update and a review of the process to date Amanda Walker & Lee Mavanna

14 What is HERDC? Process run by Department of Innovation, Industry, Science and Research Collects data on research income and research publications Data is used to allocate research block grant funding on a performance basis

15 How does HERDC impact Colleges at ANU? The ANU’s overall HERDC performance influences the total funding received by the University. The University has internal processes for allocating income received to Colleges. HERDC performance of individual colleges is taken into account in the allocation methodology used by the VC

16 When is income HERDC Eligible? HERDC Specifications are published each year that set out when income is eligibleHERDC Specifications Eligibility is based on a number of things including: –The definition of research –The provider of funds –The scheme under which funds are provided.

17 HERDC Process Income of ANU is reviewed to determine HERDC eligibility by looking at: –Fund attribute of income –Account code of income –Transaction description of income

18 HERDC 2010 highlights 1)Use of Account numbers 2)Journal line descriptions 3)ARIES mis-match 4)Use of Q-funds

19 HERDC highlights 1)Account Numbers 9309Sundry Income Do not use for Linkage Partner income 9712Contracts – Non-research (Domestic) 9715Contracts – Non-research (International) Do not use for Eligible research grant income

20 HERDC highlights 1)Account Numbers cont’d 9992 / 9993 / 9995 / 9996Contract Research income accounts Do not use for Ineligible grant income Refer to the Contracts Tab in ARIES Refer to the ANU Chart of Accounts

21 HERDC highlights 2)Journal line descriptions e.g.Anniversary of execution Research grant then CI name Inputs (against $25,600)

22 HERDC highlights 3)ARIES mis-match ARIES Main Details tab does match Scheme selected Main Details1) Grant2) Research SchemeNon-research income

23 HERDC highlights 4)Q Funds If the original contract has ended DO NOT keep using the fund for other income and expenditure E.g.Q-Fund contract end date 31 December 2008 Original funds provider – Overseas Three invoices raised in 2010 =>ANUE Description “reimburse salary and oncosts Aug-Oct 2010”

24 Questions?

25 Federal Government’s Budget 2011 - FBT treatment of Motor Vehicles Luke Beckett

26 Budget 2011 – FBT on Cars Announcements in the Budget 2011 only affect cars where: –The FBT is calculated using statutory method –Arrangements entered into after 10 May 2011 Existing arrangements will not be impacted The changes are in line with recommendations in the Henry Review

27 Budget 2011 – FBT on Cars (cont.) The changes will be phased in For arrangements entered into between 10 May 2011 and 31 March 2012 –0-15,000km20% –15,000-24,999km20% –25,000-39,999km14% –40,000km+10%

28 Budget 2011 – FBT on Cars (cont.) For arrangements entered into between 1 April 2012 and 31 March 2013 –0-15,000km20% –15,000-24,999km20% –25,000-39,999km17% –40,000km+13%

29 Budget 2011 – FBT on Cars (cont.) For arrangements entered into between 1 April 2013 and 31 March 2014 –0-15,000km20% –15,000-24,999km20% –25,000-39,999km20% –40,000km+17% From 1 April 2014 all new arrangements will be 20%

30 Budget 2011 – FBT on Cars (cont.) The new rate will benefit those that drive less than 15,000km and disadvantage those that drive more than 25,000km The change in these rates will also impact Reportable Fringe Benefit amounts

31 Budget 2011 – HELP Repayments Discounts on upfront HECS student contributions will be reduced from 20% to 10% Discounts on repayments of HELP debts of $500 or more will be reduced from 10% to 5%

32 Questions?

33 Introduction of New Procurement and Probity Policies and Procedures Tim MacPherson

34 Items for Discussion Approval Old vs. New Differences Key Changes Procurement Handbook Location on ANU Intranet New Purchase Order Terms & Conditions Questions?

35 Approval College and Service Division consultation undertaken in February and March 2011. With feedback reviewed, considered and incorporated into policies, procedures and Procurement Handbook. Vice-Chancellor approved publication on the 3 May 2011, with documentation going live from 6 May 2011.

36 Old vs. New Differences New Policies and Procedures differ significantly from previous policies. New policies are high level ‘principles’ underpinning the way procurement is undertaken in the University. New procedures are the supporting ‘how- to’ elements for policies.

37 Key Changes Under the new Procurement Procedure the threshold for major procurement (tender) increased from $150,000 to $250,000. The new Probity Procedure formally assigns procurement probity to the Delegate to ensure the tender process is fair, transparent and ethical. Removal of the Probity Checklist from the ANU intranet, and replaced with Probity Plan.

38 Procurement Handbook Developed to provide practical guidance to assist University Staff with compliance of the University’s Procurement and Probity Policies and Procedures Useful prompts/reminders to key activities, staff responsibilities and required delegation approvals Details of when to consider using templates from new suite of documents created to support tender activities.

39 Location on ANU Intranet Policy –Procurement http://policies.anu.edu.au/policies/university_procurement_policy/policy http://policies.anu.edu.au/policies/university_procurement_policy/policy –Probity http://policies.anu.edu.au/policies/probity_plan/policy http://policies.anu.edu.au/policies/probity_plan/policy Procedure –Procurement http://policies.anu.edu.au/policies/procurement_procedure/policy http://policies.anu.edu.au/policies/procurement_procedure/policy –Probity http://policies.anu.edu.au/policies/procurement_probity_procedure/policy http://policies.anu.edu.au/policies/procurement_probity_procedure/policy Procurement Handbook –http://policies.anu.edu.au/guidelines/anu_procurement_handbook/guidelinehttp://policies.anu.edu.au/guidelines/anu_procurement_handbook/guideline

40 New Purchase Order Terms & Conditions In late April 2011 the University introduced the notice and advice to suppliers of new Terms and Conditions (T&C’s) on ANU Purchase Orders (PO) Why? The University by paying for the goods and/or services was accepting the T&C’s on the suppliers invoice The notice on ANU PO’s will now provide legal coverage for the University in case of invoice dispute if supplier accepts ANU PO T&C’s

41 New Purchase Order Terms & Conditions (cont.) Location of “Important Notice on ANU Purchase Order, including internet location of ‘ANU Terms and Conditions for Purchase Order of Goods and/or Services’.

42 Questions?

43 Finance Forum Afternoon Break

44 FinOps and BSO Staffing - arrivals, exits and internal moves Wendy Fox

45 iMIS/TM1 Development - FMIS Refresh Program Jonathon Flack

46 iMIS Planning Identified as priority within the ‘FMIS Upgrade & Development Strategy’. Complementary concept. Implemented alongside existing ‘Integrated Management Information System’ (iMIS) University’s management reporting and analytics application. Greater capabilities to use actual performance data combined with other drivers of performance and cost to develop plans, models and budgets. Supported by the budgeting and planning application ‘Cognos TM1’. Proof-of-concept delivered late 2010 demonstrated capacity of Cognos TM1. ‘iMIS Planning Part I’ is the first segment of integration “roadmap”.

47 What is Cognos TM1 ‘in memory’ OLAP database Excel interface Read and write abilities Real time calculations Web delivery

48 OLAP versus RDBMS Transactional systems –SAP, QSP, Finance One, PeopleSoft, Oracle Relational Database Management System (RDBMS) Two-dimensional, related tables Cost Centre CC Code CC Name CC Parent Account Acct Code Acct Name Acct Categ CC CodeAcct CodeFund Code$1,000 TransactionsFund Fund Code Fund Name

49 OLAP versus RDBMS Multi-dimensional systems OLAP – On-Line Analytical Processing Efficient at handling multi-dimensional data and performing aggregations and rollups OLAP is complementary to RDBMS OLAP tools do not handle on-line transactional processing that well Based on ‘Cube’ and ‘Data Point’ concepts Department Account Year Month Scenario Project Data Point $1,000

50

51 iMIS Planning Stage 1 - Who 7 Colleges Division of Information Office of the Vice-Chancellor Admin Divisions

52 iMIS Planning Stage 1 - What Budgeting and Forecasting –Bottom-up expense budget model based on the existing ANU budget template. –Support for recurrent, special and discretionary (R, S and Q) expenditure. –Phased budgets and forecasts (by period for CY & NY by year for FY1 & FY2). –Ability to enter budget comments. –Operating budgeting template and Salary budgeting template (by person). –Support multiple budget versions and forecasts. –Store data for multiple years. –Automatically calculate variances (eg. Budget – Actual). –Archive and copy budget versions. –Export budget versions to a flat file for load into PeopleSoft or other systems.

53 iMIS Planning Stage 1 - What Chart of Accounts –TM1 dimensions, cubes and rules that reflect ANU reporting structures. –Upload processes for chart of account objects extracted from PeopleSoft Financials PeopleSoft Data Uploads –Actual and commitment data extracted from PeopleSoft Financials –Staff list data extracted from PeopleSoft HR

54 iMIS Planning Stage 1 - What Management Reporting –Limited set of internal management and budgeting reports Other Deliverables –Capability to limit access by user. –An audit trail to track changes by user. –System and user documentation.

55 iMIS Planning Stage 1 - When End User Training –Early June 2011 Delivery of ‘beta’ version mid-June –Useability testing –Load testing

56 iMIS Planning Stage 1 – What is not in this stage Top-down allocation model. Revenue modelling e.g. drivers based on student load. Detailed Executive KPI /dashboard style reporting. Reporting which relies on data from systems other than PeopleSoft. Reports at transaction level. Loading of historical budget and actuals prior to 1 January 2010. Implementation of workflow. Wider scale rollout, support and training.

57 Questions?

58 Project Management for FMIS Refresh Program Peter Rietdyk

59 FMIS Refresh Program Phase 1 (April 2011- June 2012) Application & Infrastructure Upgrade iMIS Planning 1 – roadmap, budgeting P2P process review and design Reporting structures – requirements, design Receipting – on-line sales & reporting, OneStop dotnet upgrade OCR rollout

60 Program Management Plan Overview Mechanism for managing programs in a structured manner for the success of a number of concurrent projects. Detailed roadmap. Management function to successfully deliver the program on time, on budget and to the required quality.

61 Areas of Program Governance Cost Management Time Management Scope Management Quality Management

62 Areas of Program Governance (Cont.) Risks and Issues Management Change Management Resource Management Vendor Management Transition Management Communication Management

63 Questions?


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