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Report Corporate Services CIAT Board Meeting #63 Nairobi, Kenya , 13 May 2011. Albin Hubscher. Index. Decisions BoT 62 Financial Result 2010 Financial Outlook 2011 Progress report - Corporate Services Area OCS – One Corporate System (ERP). 1. Decisions last BoT.

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slide1

Report Corporate Services

CIAT Board Meeting #63

Nairobi, Kenya, 13 May2011

Albin Hubscher

slide2

Index

Decisions BoT 62

Financial Result 2010

Financial Outlook 2011

Progress report - Corporate Services Area

OCS – One Corporate System (ERP)

slide3

1. Decisions last BoT

  • Budget 2011 Approved with revenues of $ 58.2 M, expenses $67.2 M, cost recovery $10.4 M and net surplus of $1.5 M
  • Salary increases for 2011
    • IRS salary adjustments:Global consumer prices index = 1.87% * 75% = 1.4% (average between Europe and US)
    • NRS salary adjustments in Colombia:IPC (local consumer price index) + 1% as negotiated with CIAT Union = 3.17 +1 = 4.17%
    • NRS salary adjustment elsewhereInflation
slide7

Expenses by Natural Classification (expressed in thousands of U.S. dollars)

Variance

%

20%

19%

23%

41%

(17%)

20%

20%

slide8

Reasons for Exceeding Financial Forecast

At November 2010 BOT , we estimated a surplus of $3.6 million

  • Opportunity to cash in on bond investments - $1.9 million
  • Higher budget execution in Nov. and Dec. additional recovery - $0.3 million
  • Delay in execution of Ag Ministry funds - $0.3 million

Resulted in a final surplus of $6.1 million in 2010

slide9

Total Research Execution 2008 – 2010

(Unrestricted + Restricted)

slide14

Restricted Execution vs Budget by RA As of March 31 / 2011(expressed in million USD)

CC&CB

Other

slide18

Monthly Operating ResultAs of March 31 / 2011(expressed in million USD)

  • Low project execution results in lower cost recovery
  • Lower unrestricted funds results in research over commitment
slide20

Actions to Reach Budget Target

  • Concentrate on CRP’s with mayor CIAT participation
  • Stability Funding plan
  • Active donor contact
  • Non traditional fundraising focus
  • Restrict or time hiring of new staff
  • Control or delay expenses
  • Maximise other income
slide21

Cash or Equivalent Available 2011 Vs 2010

(expressed in thousands of U.S. dollars)

slide22

CostRecovery 2011

(expressed in millions of U.S. dollars)

slide23

Future CIAT Funding Sources

  • New CGIAR
  • Fund (World Bank as Trustee) Fund Council decisions
    • Window 1 (system costs and possibly CRP’s
    • Window 2 (for CRP’s only) Donor decision
    • Window 3 (donor support to center)
  • Bilateral (from donors to centers directly) CGIAR donors
    • Restricted (for CRP and Non-CRP activity)
    • Unrestricted (unlikely, will go through window 3)Non – CGIAR donor
    • Restricted (for CRP and Non-CRP activity)
    • Unrestricted (to center i.e. infrastructure)
  • Earned or self-generated income

23

slide24

2011 Upsides & Downsides

  • Upsides:
    • Increased donations from Australia and Belgium ($0.3 m)
    • Strengthening of foreign currencies against the USD
  • Downsides:
    • No unrestricted contribution from EC ($1.2m)
    • Exchange rate year end forecast = $1,750 COP/USD
    • Cash weaknesses due to the delay in disbursements from Fund/Donors
    • Researchers time dedicated to developing CRPs
    • 2% System costs for bilateral – unbudgeted
    • Unrestricted over commitment - $1.9 m against budget
slide26

Highlights - 2010

  • Increased days of reserves with self generated funds
  • Conducted Corporate Services Survey
  • Implemented Web based Performance Evaluation system
  • Successful transfer of Employee Welfare Fund to Creciat
  • Completed budgeting process of 11 CRP’s and established program and operating structure for CCAFS
  • Consolidation of Africa Corporate Services
  • Established new travel services - Carlson Wagonlit Tour
  • Established center wide Wi-Fi access at HQ
  • Implemented New Corporate Identity
  • Negotiated lines of credit for almost $20 million
slide27

CIAT Social Responsibility 2010

  • A total of US$ 180,000 invested in CIAT Social Welfare Activities befitting employees as follows:
  • 69% education, 27% sports, cultural and health events, 2% communications, 2% Psychology and solidarity support
    • 350 employees and family members received Capacity Building
    • 250 employees and family members participated in Training Classes to improve human values
    • 450 participants in “Learning to be good parents” and “Financial responsibility” classes
    • 2000 participants in sports and cultural activities
    • 1320 health services extended to families and members
    • Multiple support provided for Social, Calamity and Funeral services
slide28

Challenges 2011

  • Contract a new HR Head
  • Incorporate CCAFS into CIAT
  • Start planning for implementation of OCS
  • Continue infrastructure improvements
  • Achieve surplus of $1.5 million – days of reserve
  • Outsource payroll
  • Replace the phone system
  • Implement financial control mechanisms in Africa

28

slide29

OCS – One Corporate System

OCS = ERP (Enterprise Resource Planning)

Update

slide30

Structure and Limitations

Central Processing

Project Management

Back Office incl. Finance

Report Generation

Document Management

Regional Helpdesk

Human Resources

  • Same Charter of accounts
  • No customization
slide31

Current Status – Center Commitments

  • Implementing in 2011: commitment letter signedCIP, IRRI, WorldFish
  • Implementing in 2012: commitment letter under development ICARDA, Bioversity, Africa Rice
  • Intend to change but after 2012: commitment letter neededCIAT, ICRAF, ILRI, Consortium
  • Undecided:CIFOR, CIMMYT, ICRISAT, IITA, IMWI
  • Declined: IFPRI
slide32

Current Status – System Platform

Agresso Business World, Unit4 Business Software

  • Not US non profit compliant
  • Questions about the project management module
  • Very few users – DFID
  • Up-front payment required now for acquisition and certain licenses – all part. Centers
  • Hosting decision is pending

CIAT’s Oracle platform and Project Manager developed in-house works

slide33

OCS Implementation Costs(expressed in Thousand USD)

CIAT Participation Cost – Up-front payment

2011  Approx. $ 35,000

2012  Approx. $150,000 without planning costs