Childrens Services Transformation Programme Project charter Chart of Accounts and New Service Budget

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Childrens Services Transformation Programme
Project charterChart of Accounts and New Service
Budget
Project objectives
Key activities
Chart of Accounts Translate the new service
structure into a management accounting
structure. Define the objective code structure to
meet management accounting requirements Identify
and comply with the CIPFA Standard
Classification Ensure ability to report under S52
and BVACOP requirements Refine current subjective
analysis in line with CIPFA standard and to
enable appropriate recording of financial
transactions Merge EDU and CHS to one area of the
CCC financial ledger Update and test all feeder
systems Close all old codes and open new codes
for 1/4/09 Continue old codes through year end
close 2008/09 accounts Prepare and issue guidance
notes, standard financial stationary Prepare and
deliver training Write standard reports for
budget monitoring Identify Budget Holders,
populate Corporate database and deliver
financial training Determine with service method
of budget allocation Budget Realignment Identify
where changes to historical budgets have taken
place Prepare budgets for new service Obtain
budget holders agreement to the budgets set
through SLT away days Collate budget for service
for inclusion in the corporate budget book

• To define and implement a new chart of accounts
  to enable financial recording which meets the
  relevant Accounting Standards.
• To align the management accounting structure
  (budget monitoring) to the new service structure
• To enable Government Grant returns S.52 RO/RA
  to be delivered more easily through the chart of
  account structure

Project scope

• Included
• New subjective and objective coding structures
• New budget management structure
• New budget allocation (where necessary)

Partners

• Partners included within scope and contributions
  to be made
• Sun Support Team
• One Cornwall Finance Team
• Service Representatives
• Feeder system representatives (when required)
• Delphi/Trent - payroll
• Framework I care management
• EMS (incl transport/Early Years)
• Tracey (Credit Card system)
• Spectrum/E returns (Income system)
• SUN procurement (internet purchasing system)

Benefits
Without the project the budget will not be
allocated, managed or appropriately recorded in
line with the new service design Correct budget
alignment should give more accurate and complete
service costing Budget holders understand their
budget areas better and see the direct relation
to service provision.
Team members
Interdependencies on/with other projects
Service Reorganisation Project One Cornwall
finance workstream Financial system change Trent
implementation Service input and clarity on
delivery structure Use of resources - CPA
Sponsor Judy Brinson Lead Geraldine Evans Team
members Adrian Dower, Chris Weatherley others as
required Transformation Programme Team Support
Back fill required ExternalNone to CCC
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Childrens Services Transformation Programme
Project charter Chart of Accounts and New
Service Budget
As-is data collection requirements
Key deliverables from your Project
Current objective and subjective coding
structures Feeder system requirements One
Cornwall TOM
New financial recording structure/ chart of
accounts New budget aligned with new
service Comprehensive training package for users
and budget holders
Key decisions you require by when
Proposed resources required
2007/08 0 2008/09 70,000 Budget required for
other expenses 25,000 system amendments
particularly Framework I /EMS Total estimated
(early) 95,000
Month Year - IT systems timelines for
adjustment to new coding structure Complete
service delivery structure (early summer 08) One
Cornwall decision on new council structure 1/4/08
or early summer 08 Method of budget allocation
(before budget preparation work carried out late
autumn 08)
Key assumptions
Key risks
Key decisions on organisational structure will be
made by early / mid summer 08 The systems can be
amended Key expertise remains in place One
Cornwall delivers in line with this project
Key decisions on the organisational structure are
not made at appropriate time Buy-in from
Childrens SLT Flexibility of systems to adapt to
change required Loss of key expertise Impact of
other key responsibilities such as closure of
accounts/budget monitoring 08/09 CPA/JAR Timing
of One Cornwall decisions Go-live on Trent