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

2. Agenda
Background
Demonstration

3. 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

4. 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

5. 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

6. 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

7. Key Components of the solution

8. 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

11. Impact of the New EU Procurement Regulations Florence Gregg

12. 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

13. 4 Key Changes Modifications to contracts Exclusion Grounds
Award criteria
Procurement Procedures

14. 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

15. 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

16. 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

17. 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

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

19. 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

20. Lunch followed by Workshops 13.00 to 14.00

21. Better Business Cases™
Graham Divers
Head of Global Development
diversgraham
© CIPFA 21

22. 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.

23. 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:

24. 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.

25. 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

26. 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:

27. 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

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

29. 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

30. Better Business Cases: Foundation
Graham Divers
More information
© CIPFA

31. Refreshment break and exhibition 15.30 to 15.50