CIPFA – “Big
Red Button”
Commercial in confidence
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
Working
Papers
Working
Papers
Working
Papers
Notes
Notes
Notes
Notes
Foreward
Responsibilities
Working
Papers
Core Financial Statements:
- CIES, Balance Sheet, MIRS,
Cash Flow
Finalised Annual Report
Working
Papers
Notes to
Accounts
Supplementary
Financial
Statements
Tables, Text, Audit, Authorisation
Working
Papers
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
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
cipfa.org
4 Key Changes
1. Modifications to contracts
2. Exclusion Grounds
3. Award criteria
4. Procurement Procedures
cipfa.org
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
cipfa.org
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
cipfa.org
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
cipfa.org
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
cipfa.org
3. Award Criteria
Most Economically Advantageous Tender only

Price

Cost (Total cost of ownership)

Best Quality:Price ratio
cipfa.org
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
www.cipfa.org
cipfa.org.uk
Better Business Cases™
Graham Divers
Head of Global Development
graham.divers@cipfa.org
diversgraham
© CIPFA
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.
22
Better Business Cases is a trade mark of Her Majesty’s Treasury
The Five Case Model
Strategic Case
Economic Case
Commercial Case
Financial Case
Management Case
www.cipfa.org
cipfa.org.uk
cipfa.org.uk
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.
24
cipfa.org.uk
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
25
cipfa.org.uk
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
26
cipfa.org.uk
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
27
cipfa.org.uk
28
www.cipfa.org
cipfa.org.uk
Better Business Cases Foundation
E-learning
Using the
5 Case
Model
syllabus
Online exam
and
certification
Green
Book
Guidance
Learning
and
reference
resources
The 5
Case
Model
Syllabus
www.cipfa.org
cipfa.org.uk
Better Business Cases: Foundation
Graham Divers
graham.divers@cipfa.org
30
© CIPFA
More information
http://www.cipfa.org/training/b
/better-business-caseselearning-20251201-online
Refreshment break and
exhibition
15.30 to 15.50