CIPFA – “Big Red Button” Template: Title slide (note image can be changed)

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

Administrators Workplace Demonstration Don’s Workplace Dashboard Core Financial Statements Couple of disclosure notes Administrators Workplace Upload Council Data Data Mapping Trial Balance Big Red Button

Impact of the New EU Procurement Regulations Florence Gregg

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

4 Key Changes Modifications to contracts Exclusion Grounds Award criteria Procurement Procedures

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

1. Modification of Contracts 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 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

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

3. Award Criteria Most Economically Advantageous Tender only Price Cost (Total cost of ownership) Best Quality:Price ratio

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

Better Business Cases™ Graham Divers Head of Global Development graham.divers@cipfa.org diversgraham © CIPFA 21

Better Business Cases™ What? Why? How? When? Better Business Cases™ 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.

The Five Case Model Strategic Case Economic Case Commercial Case Financial Case Management Case The course and examination are based on The Five Case Model, the UK government’s best practice approach to planning spending proposals and enabling effective business decisions. This provides a step by step guide to developing a business case, by:

Establishing a clear need for intervention - a case for change The Five Case Model Establishing a clear need for intervention - a case for change Setting clear objectives - what you want to achieve from the investment Considering a wide range of potential solutions - ensuring an optimal balance of benefits, cost and risk Putting the arrangements in place to successfully deliver the proposal.

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 Who is it for: The course is relevant to those responsible for developing and producing spending proposals or their assessment and approval; in particular

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 Benefits for individuals:

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 Benefits for organisations

The Better Business Cases programme is hosted online in CIPFA’s virtual learning environment

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 The programme is a series of blended learning resources that fully prepares trainees for the APMG online exam

Better Business Cases: Foundation Graham Divers graham.divers@cipfa.org More information http://www.cipfa.org/training/b/better-business-cases-elearning-20251201-online © CIPFA

Refreshment break and exhibition 15.30 to 15.50