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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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Report Corporate Services

CIAT Board Meeting #63

Nairobi, Kenya, 13 May2011

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

  • 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


2. Financial Result 2010


Statement of Financial Position 2010 (expressed in thousands of U.S. dollars)


Statement of Activity 2010 (expressed in thousands of U.S. dollars)

Variance

%

27%

20%

177%

50%


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

Variance

%

20%

19%

23%

41%

(17%)

20%

20%


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


Total Research Execution 2008 – 2010

(Unrestricted + Restricted)


Cost Recovery 2010 (expressed in thousands of U.S. dollars)




Total Research Execution (Unrestricted + Restricted as of March)


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

CC&CB

Other


Unrestricted Execution by RAAs of March 31 / 2011(expressed in million USD)

CC&CB


Self Generated Income As of March 31 / 2011 (expressed in thousand USD)


Unrestricted IncomeAs of March (expressed in thousand USD)


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


Current Unrestricted/CRP Funding (expressed in million USD)

19


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


Cash or Equivalent Available 2011 Vs 2010

(expressed in thousands of U.S. dollars)


CostRecovery 2011

(expressed in millions of U.S. dollars)


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


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


4. Progress Report and Goals Corporate Services Area


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


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


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


OCS – One Corporate System

OCS = ERP (Enterprise Resource Planning)

Update


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


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


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


OCS Implementation Costs(expressed in Thousand USD)

CIAT Participation Cost – Up-front payment

2011  Approx. $ 35,000

2012  Approx. $150,000 without planning costs