| ACTION | DESIRED OUTCOME | RESOURCES | CONSTRAINTS | WHO | BY WHEN | PROGRESS UPDATE – Dec 2005 |
| System |  | | | | | |
1. Review staff contact details on cheque and BACS remittances
| Customer can see correct details of payments and points of contact | Staff time | | Karen Booker/Claire Miles | Mar 06 | Electronic remittances being implemented – redesign includes multi-level staff contact details - complete |
2. Implement BACS supplier payments and electronic remittances
| Meet suppliers’ demand to be paid electronically and achieve efficiency savings | Budget in IEG Programme circa £2k – Staff time | Capacity in exchequer section due to vacant posts | Karen Booker/Claire Miles | Mar 06 | BACS payments to suppliers implemented Nov 05 – complete
Electronic remittances to go-live March 06 |
3. Agresso development group to set out aims for the next few years and agree a work plan
| Continued development of system to deliver improvements | Agresso Development team currently meets monthly. Development work plan to include major changes such as new software releases and releases | Developing system is part of normal functions. However, major work such as new releases and technical developments require significant staff resource. Accountants with system admin role currently working to full capacity | Graeme Clark and Agresso Development Team | Jan 06 | Software release 4.5.5 implemented November 2005. Agresso development team have planned and implemented many improvement and problem fixes during 2005 |
4. Review the filing of the creditor invoices in exchequer area (include filing of misc. income source documents)
| Easy access to hard copy of invoices | Scanning of invoices now being considered. Will need staff time and approx £15k IT cost if business case is made | Development of the corporate scanning team and implementation of the necessary Agresso software.
Changes must ensure continuation of controls | Karen Booker | April 06 | Exchequer Manager attends corporate scanning group. |
5. Identify and develop electronic form completion for exchequer areas
| More efficient completion of claims and record retention | Exchequer staff time. Use of Lotus Notes | Payroll system not able to readily input data electronically | Karen Booker | April 06 | |
6. Develop web-access to Agresso system
| More user-friendly front end to system and wider access opportunities | Cost of system £20k. Reduced future license costs. Staff time implementing | Subject to satisfactory business case to IEG group. Need to identify need and benefits | Lawrence Heath/ Claire Miles/ Vicki Basley | Review early 2006 | Officers have been in talks with Agresso to develop a costed solution |
7. Undertake Agresso user needs assessment for all current users and potential users including training, reports and enquiries.
| Improved knowledge and usage for current users and increased number of overall users with easy-to-use, tailor made service. | Staff time identifying and meeting increased needs. Need to target individuals from consultation exercise | Number of licenses if new users sign-up. | Graeme Clark/ Vicki Basley/ Claire Miles | Mar 2006 | Full user analysis and training programme undertaken in 2004. Users consulted in 2005. Considered wider use of electron journals |
8. Quarterly monitoring of aged-sundry debt by management and follow-up recovery officer to agree action, including performance targets for actioning outstanding debt
| Sundry debt arrears are controlled and recovery action is taken promptly | Staff time
Effectiveness of debt agents needs to be monitored | Pressure on recovery team with vacant post. | Graeme Clark | Ongoing | Review meetings in place from April 2005.
Agresso consultant helped improve system |
9. Attend corporate group considering Document Imaging and identify opportunities to improve record retention and access
| Improved control over workflow and access to records. Reduced paper
Efficiency savings | Scanning of invoices now being considered. | Development of the corporate scanning team and implementation of the necessary Agresso software | Karen Booker/Graeme Clark | Dec 06 | Exchequer Manager attends corporate scanning group. Need to push change now to ensure workflow benefits are achieved |
10. Hold Agresso system promotion sessions with departments to encourage wider use
| More users doing routine transactions and enquiries eg. invoice logging | Staff time | Number of licenses if new users sign-up | GRAEME CLARK/VICKI BASLEY/CLAIRE MILES | Jun 2006 | Day-today support and encouragement from finance team since implementation.
Induction training now includes promotion and needs identification |
|
| | | | | | |
11. In areas where demand for commitment accounting, accountants to work with service managers to develop procedure and/or system
| Budget monitoring is improved in high risk areas | | Council decision not to implement purchase ordering which would implement commitment accounting | BRIAN LONG | Ongoing review with budget managers | One area, E & L identified need in consultation exercise. This has been addressed with accountants supporting introduction of new commitment system |
|
| | | | | | |
12. Hold regular structured team meetings in accountancy and exchequer on a regular and pre-agreed basis with notes recorded of actions agreed
| Improved communication and shared understanding of roles | | | | | Held in Accountancy.
4 Weekly 1:1 meetings with section heads and Assistant Director of Finance |
13. Review need for administrative support in accountancy following additional duties transferred from E & L
| Need to deliver Improvement Plan and service pressures without impacting on core service | Budget included in 2005/06 estimates from saving in E & L finance admin function | Availability of appropriate staff within budget.
Outcome of housing ballot | BRIAN LONG/GRAEME CLARK | Jan 06 | Need reviewed by team. Talks between BL and Richard Wood |
14. Undertake training needs assessment and develop training plan for all accountancy and exchequer staff to identify technical skills requirements - particularly in commercial contracts, capital accounting, new legislation and Codes of Practice.
| Staff have up-to-date knowledge of technical areas | Allocation from training budget for any training necessary | | GRAEME CLARK/BRIAN LONG/KAREN BOOKER | Dec 05 Appraisal process | 2005 appraisals underway. Prioritised development plan to be identified |
15. Responsible officer to identify relevant new legislation and developments in finance areas and bring to managers’ and colleagues’ attention
| Once aware of issues, responsibility can be allocated to investigate and if necessary, implement required changes. | Staff time reviewing websites and assessing impact of new legislation and Codes of Practice | Need to divide research work according to relevance to job, then share impact with colleagues | GRAEME CLARK/BRIAN LONG | Oct 05 | Legislative changes identified in 2005. Relevant web sites reviewed regularly areas of responsibility allocated and information shared at team meetings and finance management team |
16. Consider alternative options and service delivery issues for post housing transfer and restructure scenarios taking account of succession planning for key posts
| Prior preparation and staff involvement | If yes vote, the need to manage-out diseconomies over 1-3 years. If no vote, need to review charges and make efficiencies | If yes vote, need to identify Weyfold’s intentions for support costs.
With either result need to review all functions of the sections in terms of value and level undertaken | GRAEME CLARK/BRIAN LONG/KAREN BOOKER | Jan 06 | Options discussed in 1:1 meetings. Preparations made for managing diseconomies and preparing SLAs.
Impact on systems considered by Agresso group.
No-vote will now require change of focus on review and justification of support costs |
17. Undertake risk analysis of vulnerable service areas
| Proper cover is in place with adequately skilled staff | Staff time / training | Availability of staff time to learn and provide cover in specialist technical areas and key functions such as reconciliations.
Limited scope for cover in small section where segregation of duties is key | GRAEME CLARK/BRIAN LONG/KAREN BOOKER | Mar 06 | Improved cover now in many areas such as system management and VAT. Improved reconciliation procedures, documentation and management review in place |
18. Ensure information about Agresso system activity is available for the purpose of recharging
| Accurate recharging of system costs | Purchase of software add-on – estimate £8k – will provide many other benefits also | | VICKI BASLEY/CLAIRE MILES | June 06 | Information new available and being used - complete |
|
| | | | | | |
19. Hold annual budget awareness training sessions for all budget managers supported by a guidance pack which include budget setting and monitoring.
| To develop budget managers’ understanding of the budget process and their roles and responsibilities for budget monitoring, including the Financial Regulations | Staff time | Need to be held in March/April – could present resource issues as during final accounts period | GRAEME CLARK/BRIAN LONG | April 2006 | Accountants support budget managers with regular meetings and guidance |
20. Regular Bulletin Board and Soundwave articles on key procedures, deadlines and items of interest for exchequer and accountancy areas, including useful websites
| Increased awareness for all staff and less follow-up needed by finance staff | Staff time | | All | Aug 05 | Many notices published on Intranet in 2005 |
21. Market services more widely and engage with key customers annually to establish service needs
| Specific service needs are met and customers are involved in service planning | Staff time | | All | | Articles in Soundwave – notes on Bulletin Board
Induction training targeted for new recruits |
|
| | | | | | |
22. Prepare a key targets schedule covering completion of reconciliations, production and review of management information and completion of audit recommendations. Achievements should be evidenced and reviewed.
| Improved performance culture and ownership of controls
Implementation of audit recommendations within agreed timescale
Reduced workload at final accounts stage
Prompt identification of errors | Staff time | | GRAEME CLARK | April 05 | In place and monitored monthly at 1:1 meetings between section heads and Assistant Director of Finance – complete |
23. Identify at least one key performance target for each service area and report to DMG on a monthly basis
| Performance increases
Management aware of performance | | | GRAEME CLARK | | Monthly monitoring of performance at Finance DMG. New performance measures for completion of reconciliations and sundry debt monitoring introduced. |
24. Discuss draft Service Plan at joint team meeting and agree on service aims and objectives and performance targets
| Staff involved in Service Plan
Clear aims and objectives identified
Appraisals link to Service Plan | | | GRAEME CLARK | | Service Plan 2006-07 prepared and discussed with teams – complete
Need for improved corporate timetable in future years. |
25. Include individual’s targets in appraisals and agree review periods
| Ownership of performance targets
Improved monitoring of performance | Staff time | | GRAEME CLARK/BRIAN LONG/KAREN BOOKER | Jan 06 | Appraisal process underway for 2005 |
26. Review all draft audit reports with appropriate staff and monitor implementation of recommendations
| Staff aware of audit implications and involved in agreement | Staff time | Draft audit reports to be discussed in team meetings before finalising | GRAEME CLARK/BRIAN LONG/KAREN BOOKER | Dec 05 | Monitoring in place through monthly 1:1 meetings |
|
| | | | | | |
27. Produce detailed budget timetable with strict monitoring of progress, allowing for sufficient time for COG discussions and Committee lead-in times
| Proper management of budget setting with opportunities for appropriate input and production of quality reports. | | | BRIAN LONG | May 05 | Improved timetable implemented in 2006-07 budget process. To be included in sessions proposed under action 19 |
28. Review budget monitoring timetable, process and format of reports
| Improved process and quality of information
Variable frequency of reporting according to risk
Clear guidance to Chief Officers and Members about actions necessary | | | BRIAN LONG/VICKI BASLEY | Dec 05 | Timetable reviewed and agreed with Portfolio Holder July 2005. |
|
| | | | | | |
29. Review the budget book requirements of Members and budget managers
| Development of alternative options for published budget information depending on individual’s need | Staff time
Develop electronic access to budget book with tailor-made links | Identification of needs – still demand for detailed paper copy.
Ability to include on website and Intranet in desired form | GRAEME CLARK/VICKI BASLEY | Mar 06 | |
30. Discuss budget working paper format within accountancy and with individual budget managers
| Greater involvement of service managers at budget setting time and more tailored records | | | BRIAN LONG and accountants | April 06 | Improvements in 2006-07 budget setting.
Will include in sessions planned under action 19 |
31. Review the presentation of recharge information and terminology in the Budget Book
| Improved understanding of Waverley’s budget, particularly the inter-recharging of support costs, for non-finance staff and Members. | | | BRIAN LONG/RICHARD BELCHER | Apr 05 | Improved terminology and presentation included in 2005-06 Budget Book |
32. Improve the finance web pages for budget information and create area for exchequer services information
| Increased use of web site to communicate financial information | | | VICKI BASLEY | Dec 06 | Some update and improvements but comprehensive review needed.
Improved posting of key documents, such as the approved Statement of Accounts on web site |
| 33. Review the layout and format of the budget information included in the Council Tax leaflet | Improved customer interest and understanding | | | GRAEME CLARK/GLENNIS POPE | Mar 06 | |