1. School Financial Reporting Faculty Finance Manager
Improving
School Financial Reporting
Corey Round
Faculty Finance Manager
Faculty of Social & Behavioural
Sciences
Flinders University
Leadership Program
2016

2. Project Outline Looking to streamline reports
Reports to contain only information that Deans had ultimate control over.
Make reports a rolling Forecast to further improve Deans decision making capabilities.
Automate Reports

3. Why is this project required?
Existing School reports were seen as an information overload.
School reports become more relevant, timely and meaningful.
Allow Deans to have a greater understanding of their Schools financial position.
Achieve greater buy in from Deans.

4. Existing Report 2015 QUARTER DEC - UNTIED FUNDING BUDGET
Reporting for the period ending 31st December 2015 (as at 31 December 2015)
School: HISTORY & INTERNATIONAL RELATIONS
Untied Funds, Social & Behavioural
Underlying (includes carry forward strategic expenditure estimates if applicable)
Consulting
Individually held untied
Total
2015 BUDGET
2015 REFORECAST
2015 UPDATE
2015 ORIGINAL BUD V 2015 REFORECAST
Variance %
ACTUALS AS AT 31/12/15
$'000
OPERATING REVENUE FROM ORDINARY ACTIVITIES
Received under Higher Education Support Act
Base operating financial assistance (CGS)
1,388
1,261
1,339 78
Sustainable Research Excellence Funding 2
Research Training Scheme
159
167 -0
Joint Research Engagement 11
Higher Education Contribution Scheme
1,155
1,050
1,108 58
Total Received under Higher Education Support Act
2,715
2,491
2,628
136 5%
#DIV/0!
Learning and Teaching
Course Fees & Charges - Other (Non-award) 9 7 6 -1
International Onshore Fees
769
710
645
-66
Domestic Fees
206
190
203 14
International Offshore Fees
1,300
1,705
1,642
-63
Non Course Fees & Charges
Total Learning and Teaching
2,285
2,612
2,495
-116
-4%
Research Grants and Fees
National competitive grants
Public sector - other
Industry and other
Total Research Grants and Fees
Research - Other
Research other (RIBG) 16 17
Total Research - Other 0%
Other income
Investment Income
Other Income Misc 50 37
-13 10 5 -2 1 3 61 60 48
-12
Total Other income
-26%
-27%
121%
-20%
TOTAL OPERATING REVENUE FROM ORDINARY ACTIVITIES
5,066
5,170
5,177
5,077
5,179
5,187 8
INTERNAL TRANSFERS
Faculty Levy (20%, except offshore 10%)
-873
-868
Uni Offshore income 15% levy
-195
-256
-246
-245
Internal Transfers 77
-76 82 21
125 98 95 -3
202 43
122 79
TOTAL INTERNAL TRANSFERS
-991
-1,205
-1,108 97
-8%
-1,107
-3%
-866
-1,086
-992 94
-9%
TOTAL AVAILABLE FUNDING
4,075
3,965
4,068
104 3%
4,069 28 26
-7%
126
100
4,211
4,093
4,195
102 2%
4,196
Salary Expenditure
Academic - Continuing
2,914
2,695
2,600
-96
Academic - Contract
293
482
446
-35
Academic - PTT (all casuals)
348
358
352 -6
359
353
Academic - External Contractors
105
135 31
Academic - Other
Academic
3,659
3,640
3,534
-106
Non Academic - Continuing
402
374
Non Academic - Contract 22 68 27 47 53
115
121
Non Academic - Casual and 1601 24 36 32 -4
Non Academic - External Contractors
Non Academic - Other
Non Academic
434
426
450 6% 54 74 4%
488
500
527
Total Salary Expenditure
4,094
4,066
3,984
-82
-2%
4,148
4,140
4,061
-79
OPERATING EXPENSES FROM ORDINARY ACTIVITIES
Student Services 33 4 35 39 23
-16
Teaching and research
Buildings and grounds
Administration, communication and travel
327
300
180
-120 15
124 67
-57
466
429
254
-175
Miscellaneous equipment 20 -9
Bad & Doubtful Debts
TOTAL OPERATING EXPENSES FROM ORDINARY ACTIVITIES
381
354
212
-142
-40%
129 71
-59
-45%
530
494
-201
-41%
294
TOTAL OPERATING EXPENSES
4,475
4,420
-224
-5%
183
148
-56
4,677
4,635
4,355
-280
-6%
OPERATING SURPLUS (DEFICIT) FROM ORDINARY ACTIVITIES
-400
-455
-127
328
-72%
-126
-10
-103
-48 55
-54%
-467
-541
-160
382
-70%
-159

5. Process Meetings with line manager to establish initial plans.
Produce draft reports and organise/hold consultation meetings with School Deans and Key stakeholders.
Establish wants/needs of Schools.
Within reason, tweak reports accordingly.

6. New Report 2016 OPERATING BUDGET School: FLINDERS BUSINESS SCHOOL
Reporting for the period ending 31st December 2016 (as at 31 January 2016)
School: FLINDERS BUSINESS SCHOOL
OPERATING BUDGET
2016 BUDGET
2016 UPDATE
2016 BUDGET V 2016 UPDATE
Variance %
Actuals as at 31/1/16
$'000
INCOME
Allocations
Salary
5,809
5,822 12
Non-salary (including transfers)
369
Total Allocations
6,178
6,191 0%
Other income
Other Income Misc 20
Total Other income
TOTAL INCOME AND ALLOCATIONS
6,198
6,211
EXPENDITURE
Internal Transfers
-142
Total Internal Transfers
Salary Expenditure
Academic - Continuing
2,860
2,830
-30
184
Academic - Contract
597
691 94 24
Academic - PTT (all casuals)
804 7
Academic - External Contractors
387 15
Academic - Other
Academic
4,647
4,711 64 1%
231
Non Academic - Continuing
876
905 29 44
Non Academic - Contract
180 99
-81 4
Non Academic - Casual and 1601
107 2
Non Academic - External Contractors
Non Academic - Other
Non Academic
1,163
1,110
-52
-4% 50
Total Salary Expenditure
281
Non-salary expenditure
Student Services 25
Teaching and research 82 1
Buildings and grounds 10
Administration, communication and travel
358
Miscellaneous equipment 36
Bad and Doubtful Debts
TOTAL NON-SALARY EXPENSES
511 6
TOTAL EXPENSES
287
DISCRETE SURPLUS/DEFICIT
-287
Surplus reverts to Faculty carry forward project/account

7. Next Steps Work with Schools to develop generic list of projects.
Build new projects into reports.
Use new projects during budget cycle.
Automated system generated reports.

8. Road Block PSP announcements Centralisation? Colleges?
Given the potential impact on SBS decision was made not to continue to full extent.

9. Leadership Development of draft reports.
Coordinate / initiate and present at consultation meetings.
Collate and organise feedback to tweak reports to include as many requests as possible.
Flexibility
Continual communication with Schools.
Roll out of new reports.
Decision to stop given uncertainty.

10. What I learnt about Leadership.
Need for collaborative leadership when trying to change a process.
Need to be able to “sell” the benefits of the change to get greater buy in from key stakeholders
Ability to be flexible and consider everyone’s thoughts and ideas.
The ability delegate where others have greater knowledge/expertise in a certain area.

11. Thankyou!