HomeMy WebLinkAboutFIN-06-055 - Referral of Projects to the 2007-2016 Capital Forecast - Financial Services
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Report To:
Date of Meeting:
Submitted By:
Prepared By:
Ward(s) Involved:
Date of Report:
Report No.:
Subject:
Councillor B. Vrbanovic, Chair, and Members of
the Finance and Corporate Services Committee
December 11, 2006
Pauline Houston, General Manager of Financial Services
& City Treasurer
Pauline Houston (2646)
ALL
November 21, 2006
FI N-06-055
Referral of Projects to the 2007-2016 Capital Forecast - Financial
Services
RECOMMENDA TION:
THAT the following capital projects be included in the 2007-2016 capital forecast for
consideration by the Finance and Corporate Services Committee as part of the 2007 budget
deliberations, as outlined in staff report FI N-06-055
. Corporate Integrated Financial System - increase in project funding request by
$763,000 over 2007-2009
. Gasworks Demand Side Management - new project funding - total cost $1,041,000
over 2007 to 2011
. PS 3150 Tangible Capital Assets Implementation - new project - total cost $600,000
over 2007-2009
BACKGROUND:
. Revenue Payment Process Software - new project - total cost $166,000 in 2007
Per Council policy, any new capital projects with budgets in excess of $50,000 are referred to
the City's ten-year capital forecast by resolution of Council. They are then evaluated during the
budget approval process against all other project priorities and funding constraints. This report
provides information and recommendations with respect to new project priorities for the
Financial Services Department.
REPORT:
Corporate Integrated Financial System (business case attached - Appendix 1)
In December 2005, staff presented Council with a project proposal for a Corporate Integrated
Financial System. Council approved funding for the project in the 2006-2015 capital forecast
and directed staff to develop a full business case for the project. Highlights of the benefits of
the project include:
. Process improvements resulting in increased timeliness of information and reduction of
errors
. Higher level of service with respect to retrieval time of detailed information providing staff
and Council up-to-date information and improved reporting
. System compliance with current technological standards at the City of Kitchener,
resulting in improved system support, allowing for easier updates and improvements to
the system
. Improved reporting system capability resulting better and more timely management
decisions
. Reduction of manual interfaces, duplicate record keeping and data entry, increased
reliability and traceability of information.
Many of these benefits directly support strategies identified in the City's Corporate Plan, the
Strategic Directions for Finance and the Financial Services Department's internal Business
Plan.
Previous implementations by Oracle/SAP have typically resulted in a 10-20% return on
investment realized 80% by year 5 after implementation. The savings come from more
productive and efficient business processes; avoiding costs associated with creating
legislatively compliant cost accounting systems and retiring old mainframe systems.
There are approximately 350 departmental staff who use the current financial systems, on
average 10% of their time and 20 Finance staff that use the systems 100% of their time, for
reporting, inquiries, research, analysis, purchasing, inventory and payment processing, budget
preparation and budget control, reconciliations and processing data. A 10% improvement in
productivity and efficiency of business processes will result in future annual cost avoidance.
A new CIFS of this magnitude will require a system administrator. With improved system and
business process, the responsibilities of this role will assumed by the current staff without an
increase in staff complement.
The business case recommends an increase of funding by $763,000 related to:
. Increased scope of project - inclusion of the replacement of the inventory system,
including staff, licenses and implementation
. Better estimate of software vendor costs
. Better estimate of project staffing requirements
This project will be funded proportionately from a combination of capital out of current funding
(tax based) the three utilities (gas/water/sewer) and the golf courses.
Gasworks Demand Side Management (DSM)
In the mid-1990's, privately-held natural gas utilities were encouraged by the Ontario Energy
Board to produce DSM programs as a means of conservation. The utilities were allowed to
raise rates commensurate with their investment in these programs and to recognize lost
revenue. In response, in 1996, Council approved the setting aside of $500,000. While initially
funds were not expended quickly, over the last few years, the Utilities division's conservation
initiatives have increased and customers have accessed those initiatives more frequently.
Staff recommends continued support for programs that promote conservation and assist climate
change initiatives.
Recently, the Utilities division has partnered with NRCan to provide homeowners with furnace
rebates. These rebates are to assist customers transferring from an alternate fuel as well as to
assist them in moving to high efficiency units. This program has been extremely successful in
the past. NRCan has chosen to discontinue their rebate program while Utilities staff
recommends the continuation of rebates. Other programs funded under DSM are REEP
(Residential Energy Efficiency Program) and programmable thermostats. In the coming years,
staff will be looking for new initiatives to supplement the DSM program as well as expanding
energy conservation programs to our industrial and commercial customers.
For 2007, the following program priorities have been identified:
. Thermostat program
. Advertising/Promotion
. REEP
. Rebates
. New Initiatives
$ 5,500
$ 20,000
$ 18,000
$120,000
$ 36,500
Identified below are the amounts being requested for inclusion in the capital forecast. Funding
source is Gas - Capital.
2007 - 200,000
2008 - 205,000
2009 - 208,000
2010 - 212,000
2011 - 216,000
PS 3150 Tangible Capital Assets Implementation (business case attached - Appendix 2)
In June 2006, the Public Sector Accounting Board (PSAB) of the Canadian Institute of
Chartered Accountants (CICA) approved accounting standard PS 3150 - Tangible Capital
Assets. Effective for fiscal years ending in 2009, this standard requires municipalities to report
capital assets on their financial statements similar to organizations in the private sector. In
addition, one of the eligibility criteria for the federal gas tax allocation funding program for
municipalities is the adoption of these standards by 2009.
The City owns and maintains an extensive inventory of capital assets. This asset base includes
roads, land, buildings, water systems, sewer systems, the gas utility network, furniture, IT
equipment, vehicles, machinery, etc. Currently, purchases of capital assets are expensed in the
year of acquisition through the capital fund.
The implementation of the standard will have a significant impact on the City. Initially, it will
necessitate a comprehensive inventory and valuation of all capital assets owned by the City.
Each asset must be identified, valued based on original cost details, and depreciated from the
date of acquisition. Subsequent to implementation, all asset additions, disposals and
impairments must also be accounted for in accordance with the standard.
The Business Case proposes an implementation project spanning from 2007 to 2009, with the
following objectives:
1. Develop an inventory methodology and complete an inventory count for all City assets;
2. Value assets based on historical cost records or other methodologies;
3. Establish an amortization policy that will be applied to the assets;
4. Populate a capital asset database to serve the City's asset accounting, reporting and
management requirements;
5. Implement a capital assets accounting system that is integrated with the general ledger
and asset management system and is capable of meeting the City's capital asset
reporting requirements;
6. Develop capital asset policies and procedures;
7. Modify budget and reporting processes as required by legislation or accounting
standards; and
8. Train staff and Council members on issues related to capital asset accounting,
budgeting and reporting.
The benefits of adopting this standard are significant and include:
1. The development of Corporate capital asset database;
2. Better control and management of physical assets;
3. Harmonization with non-public entity accounting standards;
4. Improved management decision making capacity;
5. Assistance with the identification of the full cost of providing service; and
6. The ability to comprehensively identify the City's infrastructure deficit, which will facilitate
the development of financial strategies to address funding shortfalls over time.
Many of these benefits directly support strategies identified in the City's Corporate Plan, the
Strategic Directions for Finance and the Financial Services Department's internal Business
Plan.
The cost estimate for this initiative is as follows:
2007 2008 2009 Total
Staff Costs 60,797 151,484 64,427 276,708
Contracted 172,200 42,600 2,700 217,500
Services
Project Software 0 60,000 0 60,000
Other 17,003 15,916 12,873 45,792
250,000 270,000 80,000 600,000
This project will be funded proportionately from a combination of capital out of current funding
(tax based) and the three utilities (gas/water/sewer).
Revenue Payment Process Software
The City produces approximately 700,000 utility bills and 125,000 tax bills annually for payment.
Approximately 38,000 tax bills and 160,000 utility are paid by pre-authorized payment and
32,000 tax bills are paid by mortgage companies. Approximately thirty percent of the balance
of utility bills and tax bills are paid on-line or by telephone banking. All other payments are
processed using either the large volume payment processor or through cashiers using the point
of sale systems.
The current revenue payment software, used for processing payments received in City Hall, is a
customized product that has been used by the City for many years. The software was written
and supported by the sole proprietor and has not been updated for several years. Recently, the
supplier has been unable to provide support, due to illness. In addition, receipt printers and the
related support have now been contracted to another company. Due to the risks associated
with the ongoing support for this system, it is warranted to research and move to a new
cashiering system with a stable support system.
The estimated cost of a replacement system is $166,000 to be included in the capital forecast in
2007, funded proportionately from a combination of capital out of current funding (tax based)
and the three utilities (gas/water/sewer).
FINANCIAL IMPLICATIONS:
If supported, the capital projects proposed in this report will be referred to capital budget
deliberations. They will then be evaluated against all other capital projects and funding
constraints within the ten-year forecast.
Pauline Houston, CA
General Manager of Financial
Services & City Treasurer
PH/mf
Appendix 1
Financial Services Department
Business Case
Corporate Integrated Financial System
INTEGRATED FINANCIAL SYSTEM PAGE 1
DOCUMENT: Q:IWORDWEW ACCOUNTING SYSTEM STEERING COMMITTEElCIFS BUSINESS CASE PHASE 2 V1-3.DOC
LAST UPDATE: 11/22/200612:11:00PM
Version History
Appendix 1
Version Date Author(s) Description
V1-Q Shelley Boettger, Jim Taylor Initial draft
V1-1 Shelley Boettger, Jim Taylor Revisions from Dan
Chapman/
V1-2 Shelley Boettger, Jim Taylor Revisions from Rosemary
Upfold
V1-3 Shelley Boettger, Jim Taylor Revisions from Steering
Committee
PAGE 2
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
Executive Summary ................................................................................................................. 4
Background..................................................................................................................... ..........7
Project Description.................................................................................................................. 10
Strategic Alignment .. .... .... .... ..... .... .... .... .... .... ..... .... .... .... .... ..... .... .... .... .... ..... .... .... .... .... .......... 14
Municipal Marketplace Review............................................................................................... 15
Alternatives................................................................................................................... .......... 16
Business & Operational Impacts ............................................................................................ 19
Project Risk Assessment........................................................................................................ 20
CosUBenefit Analysis .............................................................................................................. 23
Conclusions & Recommendations ......................................................................................... 25
Implementation Strategy......................................................................................................... 26
Review & Approval Process................................................................................................... 27
PAGE 3
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
II
Executive Summary
The 2005 Strategic Plan for Financial Services identified the need to "Develop a Business Plan for new computerized
financial systems to allow for more timely and accurate reporting of financial results".
The City of Kitchener's existing Financial System (FAMIS) was implemented in 1985. The product was purchased from
KPMG. FAMIS was later sold to Tier Systems, a U.S. based company, who provide ongoing support of the product.
The City of Kitchener is the only Canadian customer of Tier. The updates and enhancements to the existing system are
directed to the U.S. market. The existing system was updated in 1999 for Y2K and the Datamart was developed in
2000 to provide improved reporting for end users.
In December 2005, staff presented Council with a Project Proposal for a Corporate Integrated Financial System (CIFS).
Council approved funding for the project in the 2006-2015 Capital Budget and directed staff to develop a Business
Case for the CIFS utilizing the Corporate Business Case and Technology Project Management methodologies.
During 2006 a Project team, with staff from Finance and Information Technology (IT), focused on gathering the
business requirements to be used to prepare the Business Case and the Request for Proposal (RFP).
The following issues with the Current Financial System were identified:
Lack of integration with financial subsystems
Duplication of data entry
Duplicate record keeping
Duplicate database for reporting purposes
Instability of financial systems
Limited reporting abilities and lack of detail
Many paper driven manual processes
Age of software and mainframe system
o Lack of system support
o Inability to improve business processes
o Limited ability to improve the system
No ability to archive or purge data
Limited in house system expertise
Timeliness of processing transactions
Timeliness of reporting
The review also confirmed that a new Corporate Integrated Financial system will eliminate the current system issues
and will provide the following benefits:
Existing Financial processes within the City of Kitchener departments will be rewritten, optimized and
improved, increasing the timeliness of information and reducing the possibility of errors.
Higher levels of service with regards to and retrieval time of detailed information providing staff and council up-
to-date information and improved reporting.
The new system will be compliant with the current technological standards at the City of Kitchener. Support
and maintenance of old mainframe technology will no longer be required allowing easier updates and
improvements to the system.
A new system will resolve issues surrounding the cost of not having information available when needed
resulting in improved Management decision making capacity
A new system offers the best opportunity for putting an industry compliant, efficient and reliable application into
place at the City of Kitchener.
Reduction of manual interfaces, duplicate record keeping and data entry, increasing reliability and traceability
of information.
Many of these benefits directly support strategies identified in the City's Corporate Plan and the Corporate Strategic
Directions for Finance.
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CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
The CIFS project is complemented by two other initiatives already underway at the City - the implementation of a new
Integrated Infrastructure Management System (IIMS) and PS3150 Tangible Assets Implementation. A Joint Steering
Committee, consisting of members of the Steering Committees for all three initiatives, has been formed to determine
how to best integrate these systems and whether one or multiple RFP's will be issued.
The Capital Budget previously approved by Council for the CIFS project was:
2006 2007 2008 2009 Total
Staff Costs 133 199 285 150 767
Software,
Configuration,
Implementation
Training 1,261 1,140 2,401
133 1,460 1,425 150 3,168
A revised capital budget for the CIFS is as follows:
2006 2007 2008 2009 Total
Staff Costs 133 315 416 198 1,062
Software,
Configuration,
Implementation
Training 1,220 1,099 550 2,869
133 1,535 1,515 748 3,931
The revised capital budget for the CIFS was determined based on discussion with two major financial system providers.
Pricing varies by product and the estimated cost range is $3.1 to $3.9 million. The estimate quality is B (15-20%). The
preliminary 2007-2016 ten year capital forecast has been adjusted to include these revised costs.
Capital funding of $133,000 has been used during 2006 to staff the Project Team.
The projected cost of a new Consolidated Integrated Financial System has increased by $763,000 due to:
· additional costs to purchase and staff an inventory module not included in original proposal
· increased costs for vendor software and consulting fees
· additional staffing costs to include an Accounting Analyst on the project as a system administrator
· additional staffing costs as a result of better understanding of project implementation requirements
Inventory was not originally included in the scope of the project. Based on user departmental input, staff determined
including inventory in the project scope will provide numerous benefits including:
· full integration of purchasing, inventory and accounts payable
· increased transparency of transactions for user departments
· reduce the number of manual interfaces to the general ledger
· improve timeliness of availability of inventory data
· provide the opportunity to improve purchasing processes
An Accounting Analyst has been added to the project to assist in the implementation, documentation and training of the
system and will be trained as the system administrator. It is anticipated the Analyst will continue to perform the role of
system administrator at the completion of the project with no increase in the number of staff in Accounting.
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CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
The annual operating costs for the new system are estimated to be $205,000, starting in 2008 resulting in an increase
of $130,000 over the current operating costs of $50,000 and the current annual capital funding of $25,000.
It is difficult at this time to quantify the annual cost savings/cost avoidance. Previous implementations by Oracle/SAP
have typically resulted in a 10-20% retum on investment realized 80% by year 5 after implementation. The savings
come from more productive and efficient business processes; avoiding costs associated with creating legislatively
compliant cost accounting systems and retiring old mainframe systems.
There are approximately 350 departmental staff who use the current financial systems, on average 10% of their time
and 20 Finance staff that use the systems 100% of their time, for reporting, inquiries, research, analysis, purchasing,
inventory and payment processing, budget preparation and budget control, reconciliations and processing data. A 10%
improvement in productivity and efficiency of business processes will result in future annual cost avoidance.
A new CIFS of this magnitude will require a system administrator. With improved system and business process, the
responsibilities of this role will assumed by the current staff without an increase in staff complement.
Other types of savings that should occur:
· Reduction in purchasing costs as a result of more timely, informative, integrated inventory, purchasing,
accounts payable data
· Reduced operating costs as a result of real time, detailed financial information allowing timely, improved
decision making
Recommendation:
The City of Kitchener should proceed to purchase a new Corporate Integrated Financial System.
Total funding of $3.93 million should be approved for a new Corporate Integrated Financial System to be spent
in 2007 - 2009.
Staff should proceed to complete and issue a Request for Proposal for an Integrated Corporate Financial
System.
PAGE 6
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
II
Background
Corporate Integrated Financial System
The City of Kitchener's existing Financial System (FAMIS) was implemented in 1985. The product was purchased from
KPMG. FAMIS was later sold to Tier Systems, a U.S. based company, who provide ongoing support of the product.
The City of Kitchener is the only Canadian customer of Tier. The updates and enhancements to the existing system are
directed to the U.S. market. The existing system was updated in 1999 for Y2K and the Datamart was developed in
2000 to provide improved reporting for end users.
In the spring of 1997, with the direction to replace Famis, an internal project team was assembled to determine the
client server application necessary to replace Famis. The recommendation was to select KPMG's Performance Series
software package. Ultimately, the Performance Series software system was unable to operate reliably with adequate
performance. Implementation of KPMG's Performance Series system was aborted in favour of replacing the existing
mainframe hardware and upgrading to the next version of Famis on a newer mainframe.
In December 2005, staff presented Council with a Project Proposal for a Corporate Integrated Financial System.
Council approved funding for the project in the 2006-2015 Capital Budget and directed staff to develop a Business
Case for the CIFS utilizing the Corporate Business Case and Technology Project Management methodologies.
A Steering Committee composed of four Directors from the Finance Department and the Director of Information
Technology is responsible for the project. Financial Services is the sponsoring department. Pauline Houston, the
General Manager of Finance, is the project sponsor and will act as the subject matter expert responsible for the sign-off
of any project related documents. The Major Issues and Approvals will be addressed by the Project Sponsor and the
Project Steering Committee.
Jim Taylor is the IT Project Manager for this project and Shelley Boettger is the Financial Services Project Manger. The
project will be based on the Information Technology Project Methodology for each phase of the project including
implementation.
During 2006, the CIFS Project team focused on gathering the business requirements to be used to prepare the
Business Case and the Request for Proposal.
The following observations were identified in the Concept of Operations review process. Over 200 individuals were
interviewed, including key personnel in the Financial Services, Information Technology and other Departments to
identify issues with the current financial systems.
Observations
Lack of Integration with Financial Subsystems
There is currently no integration between the general ledger and subsystems including Accounts Receivable,
Payroll, Budgets and Inventory. Information is written to the general ledger from subsystems through uploads.
Uploads transfer information at a high level from the subsystem to the general ledger. There is no ability for
users to view the details of transactions in the General ledger without looking up the transaction in the source
subsystem. There is also no mechanism in place to ensure that adjusting transactions posted in the General
Ledger are written back to subsystems. As a result, it is time consuming and not always possible to reconcile
subsystems to the G/L. Because the systems are not integrated any changes in accounts or organization
PAGE 7
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
structure must also be made in all sub-systems. The lack of integration requires significant effor.f'b~Ni~~~ce staff
to ensure systems are in balance and information is uploaded regularly to the G/L. Significant time is also spent
researching the details of transactions in subsystems for users.
Duplication of Data Entry
There are a number of areas throughout the City where data entry is done by the department and then again by
accounting staff. All inventory transactions are recorded in the inventory system at cost and then entered again
into accounts payable. Accounts payable transactions are also recorded in the current IIMS system and then
again in the accounts payable module of FAMIS. Duplicate data entry is time consuming and increases the
probability that errors occur, entries are missed or sub-systems do not balance with the General Ledger.
Duplicate Record Keeping
Some Departments are currently maintaining shadow sets of accounting data because current processes do
not provide detailed information on a timely basis. Duplicate record keeping ranges from keeping a complete set
of books in spreadsheets or photocopying all paperwork and matching to FAMIS each month. Purchasing and
Accounts payable functions are paper based and the process can take up to six weeks for an invoice to appear
in General Ledger reports. Many subsystem transactions are only generated and posted to the general ledger
on a monthly basis. In addition departments such as IT require more detailed information than is currently
available in the G/L for accounts payable transactions.
Duplicate Database for Reporting Purposes
FAMIS has only limited reporting capabilities. In order to provide users with improved reporting, a duplicate
financial database (Datamart) was developed in 2000. The Datamart must be maintained and must be balanced
to FAMIS to ensure the integrity of the data. . The process to reconcile the two systems is time-consuming and
often requires additional work by Finance, IT and outside consultants to resolve data discrepancies between the
two systems.
Instability of Financial Systems
The current General Ledger system is relatively unstable. FAMIS can no longer handle the high volume of
transactions processed on a daily basis. Several processing days have been lost in the past year because large
files have corrupted the system. Once the system is corrupted, source of the problem needs to be determined,
the problem needs to be resolved and the system must then be restored. Both Finance and outside consulting
time are required. In addition, once a restore is done, Accounting staff time is required to enter lost data. The
Operating and Capital Budget files can only be interfaced to the General Ledger over a number of weeks as
these files are too large to be processed in a timely manner.
Limited Reporting Abilities and Lack of Detail
All financial reporting is currently produced through Datamart. There are a limited number of Datamart reports
available to users. For any additional information that users require, specialized reports must be written by IT
staff. There is no ability for user departments to perform financial queries or create their own reports. There is
limited ability for users to drill down to investigate the details of accounts. The lack of detail and timeliness of
information has created a perception of poor information quality in the Financial System.
Many Paper Driven Manual Processes
There are a large number of old, manual, paper driven processes geared to FAMIS which create duplicate entry
of information, and impact the timeliness of information. Accounts payable invoices are faxed or scanned by the
Accounts Payable staff and e-mailed to other departments for approval. Purchase Orders and requisitions are
hard copies that are completed by the user departments and forward to Purchasing for processing. Accounts
Receivable Orders to invoice, Accounts payable cheque requisitions, and debit credit vouchers are all
documents that are manually completed and forwarded to Accounting for processing.
Age of Software and Mainframe Systems
The current system is in excess of twenty years old and relies on dated mainframe technology. The system is
difficult to support and does not allow for process improvements such as automated workflow, ability to link
details from subsystems. There is no current in house IT support for the financial system. The City relies on an
independent consultant based in Ottawa. There is limited ability to improve business processes or incorporate
new technology or innovations in the current system such as electronic customer payments.
PAGE 8
Lack of Ability to Archive or Purge Data
In order to eliminate some of the instability mentioned above, data files must be purged. There is no mechanism
within the system to archive or purge data. The purge process is a manual, labor intensive process and must be
done at a minimum of every two years. The purge process involves creating an Archive system and a current
Production system. Once an Archive system is created, the General Ledger data is stored in one of two different
systems for inquiry purposes. The system is currently supported by an outside consultant. Limited support is
available in house and the organization is heavily reliant on a few staff with extensive knowledge of the product.
Old software and mainframe technology creates numerous support issues.
Appendix 1
Limited In House System Expertise
There are only one or two individuals in the Finance department that have in depth knowledge of the current
system and processes. System documentation is limited. Staff retirement(s) would have a significant impact as
much of the knowledge of the system and processes gained over many years of experience would leave the
organization.
Timeliness of Transaction Processing
Purchasing and Accounts payable functions can take up to six weeks from the time goods and services are
received to the time the invoice appears in the General Ledger. Transactions from subsystems such as IIMS,
Inventory, Fleet and Accounts Receivable are not always posted to the General Ledger on a daily or weekly
basis.
Timeliness of Reporting
The Datamart is updated nightly from FAMIS. As a result, all Datamart reports are based on day old information.
Other Observations:
. Home grown systems such as Cheque Writer, Cheque Reconciliation, Deposit System, Purchase Order
Writer, Budget and Investment System were written specifically to work with FAMIS.
. City of Kitchener is the only Canadian client. The current system was written for U.S. clients who have
different accounting rules than Canada.
. The G/L can not handle multiple currencies or multiple accounting years for different organizations.
. Exporting data from the Datamart to Excel for analysis is difficult and very time consuming. All ad hoc reports
developed in the Datamart must be balanced to the G/L to ensure accuracy of data.
. There is no ability to attach notes to transactions and limited room in fields to include detailed explanations of
transactions.
. Transaction codes are difficult for users to understand and result in many errors.
PAGE 9
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
-
Project Description
The Corporate Strategic Direction for Finance determined the need to replace the existing financial systems with a fully
Corporate Integrated Financial System. When implemented, the system will impact all areas of the corporation.
Objectives
. Obtain and implement a Corporate Integrated Financial System that is designed for the Canadian market and
will stay current with Canadian requirements
. Implement a financial package that is in use by other Ontario municipalities
. Implement a financial package that allows for the possibility of joint upgrades, training etc. with other area
Municipalities
. Eliminate the duplication of data, reports, effort and extra book keeping
. Improve the integration of services within other areas of the City of Kitchener
. Provide for Business Process improvements, in particular within the Accounts Payable, Accounts Receivable,
and Purchasing (on line payments from customers, on line invoicing, automated workflows and approvals)
. Reduce task turnaround times within the Accounts Payable and Account Receivable departments
. Improve the detail, flexibility and timeliness of financial reporting.
. Provide real time information to all users resulting in improved decision making capacity.
. Increase the ability to audit financial information.
. Ensure business tools are compliant with current legislation and techniques.
. Minimize the possibility of errors as a result of duplicate data entry.
. Minimize the maintenance and reconciliation of multiple databases.
. Implement a flexible system with the ability to easily accommodate changes to organizational structure and
provide for future growth.
. Ensure the financial system is compliant with the City of Kitcheners current technological standards.
. Allow for easier updates and improvements to the financial system.
In Scope
Finance uses many systems in the course of their daily work. The following systems were reviewed and are to be
included in the scope of the project:
. General Ledger - Ledger in which all the assets, liabilities, net assets, revenue and expenses are posted and
from which financial statements and reports are prepared
. Accounts Payable - Process to allow payments to suppliers for their goods and services
. Accounts Receivable - Process to generate and track outstanding invoices
. Purchasing - Process to generate and track purchase orders, field orders and requisitions. Generate the
appropriate encumbrances within the General Ledger
. Financial Reporting - Reports to communicate a wide range of financial data to interested parties
. Budget - Process for individual sections or departments to identify expenditures and receipts with the
consolidation of them into the master budget
. Activity Based Costing - A methodology that measures the cost and performance of activities and resources
. Performance Measurement - Involves ongoing data collection to determine if a program or project is
implementing activities and achieving objectives
. Investments - The Investment application is used to maintain the city's short-term and long term investments
. Inventory - Tracking of city stockrooms and their inventory including Utilities storeroom
PAGE 10
Other Agency Involvement
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
Several agencies currently use the City of Kitchener's General Ledger and Accounts Payable systems.
Kitchener Housina
The Kitchener Housing staff are users of the existing financial systems. Kitchener Housing uses the General Ledger
and Accounts Payable modules. All cheques are printed at City Hall. They receive reports from FAMIS on a monthly
basis. They do their own Budgeting, and Purchasing. Accounts Receivable is handled by their system (Y ARDI). An
Excel spreadsheet containing revenue (rental revenue and taxes) totals is sent to City Hall finance department monthly
for uploading into FAMIS. The City charges a fee to Kitchener Housing for use of the financial systems.
Kitchener Housing intends to continue using the City's financial systems.
Waterloo Reaion Municipalities Insurance Pool
The Waterloo Region Municipalities Insurance Pool are users of the existing Financial systems. Unlike Kitchener
Housing they do not directly access the systems but submit the information to the Finance area for data entry. They use
City of Kitchener Budgeting, Purchasing and Reporting. The Insurance Pool has a year end of May 31 st which is
different from all other agencies and the city that have a December 31 st year end. The City charges a fee to the
Waterloo Region Municipalities Insurance Pool for the services provided.
Waterloo Region Municipalities Insurance Pool intends to continue using the City's financial systems.
Kitchener Public Librarv
The Kitchener Public Library uses ACCPAC for their financial system. They pay approximately $2,000 per year for
support and upgrades to the system. The Library is not on the City of Kitchener network. The KPL has three staff
members who are the primary users of their financial system. The cost for the Library to use a new city financial system
will be considerably more expensive then their current system.
Kitchener Public Library will not participate in the initial implementation of the new financial system.
Other Agency Involvement Summary
The requirements for the new Corporate Integrated Financial System will be determined by the City of Kitchener. Other
agencies using the new Corporate Integrated Financial System will not impact the requirements of the new system.
Currently Out of Scope
. Customer Information System (CIS)
. Payroll (PeopleSoft)
. Fleet System (Work Orders)
. CLASS
. Deposit Slip System
Other Projects that Impact Financial System
. IIMS System - A project is underway to replace the existing IIMS. The IIMS system will require interfaces to
General Ledger, Accounts Payable, Purchasing, Inventory, Accounts Receivable, and Performance
Management. The Implementation Schedule for the IIMS Project is not finalized at this time.
. Capital Asset Reporting- New requirements (PSAB3150) to capture asset information have created a
separate project. Reporting will be required for 2009. CIFS will be required to support Fixed Asset
Accounting and to fully integrate with Asset Management Systems.
PAGE 11
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
The CIFS project is complemented by these two initiatives already underway. A joint steering committee
consisting of members from all three projects has been formed to determine how to best integrate these systems
and to determine whether one or multiple RFP's will be issued.
. Point Of Purchase System (POPS) - An investigation for the replacement of the POPS system is underway
and funding has been included in the 2007 Capital Budget. The impact on CIFS is undetermined but will at a
minimum require integration with the Accounts Receivable Module. It is anticipated that the RFP for this
project will be issued after the selection of a CIFS.
Anticipated Outcomes
The Corporate Integrated Financial System will provide the following results;
. Improved and timely processing of Purchase Orders, Accounts Payable, and Accounts Receivable.
. Duplicate record keeping will be eliminated.
. Improved reporting as a result of more timely data, increased flexibility and increased detail.
. Reduction of manual and paper intensive processes.
. Easier reconciliation of subsystems to the G/L.
. The ability to easily accommodate and track changes to organizational structure.
. Elimination of the need to maintain and update account structures in multiple systems.
. Increased confidence in Financial Information because of increased visibility by user departments.
. Opportunity to provide for continuous improvement processes and implementation of best practices.
. Elimination of the instability of the current financial system.
Next Steps
The next step of the project will be to produce a Request for Proposal (RFP). Based on responses to the RFP a
vendor(s) will be selected to provide the city with a new financial system.
The CIFS Project will follow a Phased Implementation methodology. The implementation will begin in September 2007
with the General Ledger module activated January 2008. Additional modules will follow at three to four month intervals
over the next two years (2008 and 2009).
PAGE 12
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
Users of the Financial System
Primary - Internal Business Function
Finance General Ledger
Accounts Payable
Accounts Receivable
Purchasing
Budgets
Investments
Financial Reporting
Activity Based Costing
Chief Administrator's Office, Community Performance Measurement
Services, Corporate Services, Development
and Technical Services
General Ledger
Accounts Payable
Accounts Receivable
Purchasing
Budgets
Financial Reporting
Capital Project-Cost tracking
Primary - External
Public, City Council Financial Reporting
Financial Inquiries
Users
Waterloo Region Municipalities Insurance General Ledger
Pool (Current User) Accounts Receivable
Accounts Payable
Budgets
Financial Reporting
Kitchener Housing (Current User) General Ledger
Accounts Payable
Financial Reporting
PAGE 13
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
!II
Strategic Alignment
Corporate Business Plan Alignment
Business Plan Goal Level of Impact Explanation
Service First High Improved access to more detailed and timely information.
Improved business processes will provide better and quicker
service.
Predictability and Results High Increased long term reliability and stability of the new system
Decrease in the ability for errors to occur
Change and Improvement High Fully integrated financial systems, Improved reporting
capabilities Improved business processes and incorporate
new technology or innovations such as workflow
Corporate Strategy Plan Alignment
Strategic Goal Level of Impact Explanation
We strive to ensure long High Ability to provide timely, detailed and accurate financial
term corporate financial information for improved corporate decision making.
stability and fiscal
accountability to our
taxpayers
Departmental Plan Alignment
Departmental Goal Level of Impact Explanation
Invest and manage assets High Improved timeliness and flexible reporting capabilities will
strategically provide better information for management decision making.
Integrated systems will also support Activity Based Costing,
Performance Measurement and Capital Asset Reporting
increasing the quality of information to support decision
making.
Ensure corporate fiscal High Timely, accurate, meaningful and more frequent reporting
targets are consistently met will allow for quick reaction to significant deviations from
budgeted financial results and improve forecasting and
budgeting capabilities.
Corporate Technology Alignment
Goal
Proposed solution is
compliant with existing and
future corporate technology
Explanation
Full integration with other core City systems including Asset
Management.
PAGE 14
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
-
Municipal Marketplace Review
The Marketplace
A review of the municipal marketplace for financial systems for large Ontario municipalities finds two major vendors,
Oracle and SAP. Over the last several years a consolidation has taken place in the vendor community. Oracle
Corporation has purchased JDEdwards and PeopleSoft eliminating two of the major players. Oracle Corporation
continues to provide and support PeopleSoft and JDEdwards products.
Other Municipalities
A review of several Ontario municipalities shows various commercially purchased software packages being used.
PeopleSoft (acquired by Oracle in 2004) seems to be the most popular commercially packaged software of the
municipalities canvassed. Other packages include Oracle, SAP and JD Edwards (now owned by Oracle). The initial
cost of the projects has ranged from $850,000 to $5.5 million.
The Region of Waterloo has begun to install Oracle Financials which includes General Ledger, Accounts Payable,
Accounts Receivable and Purchasing. The previous Financial System had been installed in 1992. For budgeting, the
region uses RAC Software, a Mississauga based company. RAC Software is installed for budget systems in a large
number of Ontario municipalities.
The City of Waterloo uses PeopleSoft Financials. The system was installed in the late 1990's and was upgraded in
2006.
The City of Guelph uses JD Edwards Financials since the 1990's.
The City of London also uses JD Edwards Financials which were implemented in 1999.
The City of Cambridge did not respond to City of Kitchener inquiries.
The City of Windsor uses PeopleSoft Financials which includes General Ledger, Accounts Payable, Accounts
Receivable, Purchasing, and Inventory. The system was installed in 2003.
Halton Region has used SAP Financials since 1995. Additional modules and upgrades have occurred over the last ten
years.
Hamilton, Kingston, and Peel Region are using PeopleSoft Financials installed in 1998 and 1999. These projects
were the result ofY2K. Hamilton and Kingston have also installed PeopleSoft payroll and HR modules.
PAGE 15
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
-
Alternatives
Five alternatives have been examined to meet the identified needs and objectives.
Alternative 1 - Status Quo
The City of Kitchener Financial Services Department can continue to use the current Financial System - Famis.
Why this option has not been selected
In order to meet its legal and business requirements, it is essential that the City of Kitchener has an accurate, efficient
and reliable Financial System. The following deficiencies have been identified:
1. The vendor has indicated that within the next few years they will no longer be able to support this version of
Famis.
2. The current system is using old mainframe technology and very difficult to continue supporting.
3. There is virtually no integration of the various components. The existing components such as Purchasing and
Accounts Payable operate independently of each other rather then being integrated which would reduce data
entry and improve accuracy.
4. Reporting issues including lack of detail, traceability and timeliness of information.
5. Inability to improve business process because of the existing software. The current software does not allow for
innovations such as automated workflow.
6. Lack of System Integration with other Finance Systems and other Departments within the City of Kitchener.
7. Some departments would still maintain their own records because of the timeliness of information (Utilities, IT).
8. Financial Systems are very reliant on manual processes.
9. A large amount of data is uploaded into the General Ledger using Excel Spreadsheets.
10. Many of the processes within Finance are dependant on one or two key individuals.
11. These deficiencies lead to three major concerns that need to be addressed by another solution:
. Reliability: Can information be identified and retrieved when needed?
. Efficiency: How much time is being wasted searching for information?
. Cost: What is the cost of not having accurate information when needed?
There is no additional capital cost for this option. The current annual operating costs would continue to be $50,000
(currently included in the operating budget for maintenance fees) and the current annual capital budget would continue
to be $25,000 for consultant services. In the case of a major system failure costs would escalate quickly as the system
is currently supported by an independent consultant and his assistance would be heavily relied on in the event of a
major issue.
PAGE 16
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
Alternative 2 - Upgrade Famis to Version 5.1
The City of Kitchener Financial Services Department could upgrade the current modules of Famis to Version 5.1. This
alternative would allow for future support of the system.
Why this option has not been selected
The following deficiencies would continue to be present:
1. The system would still be a mainframe technology based system and very difficult to continue supporting.
2. Virtually no integration to other components.
3. Reporting issues including lack of detail, traceability and timeliness of information.
4. Inability to improve business process because of the existing software. The current software does not allow for
innovations such as automated workflow.
5. Lack of System Integration with other Finance Systems and other Departments within the City of Kitchener.
6. Some departments would still maintain their own records because of the timeliness of information.
7. Financial Systems are very reliant on manual processes.
8. A large amount of data is uploaded into the General Ledger using Excel Spreadsheets.
9. Many of the processes within Finance are dependant on one or two key individuals.
10. These deficiencies lead to three major concerns that need to be addressed by another solution:
. Reliability: Can information be identified and retrieved when needed?
. Efficiency: How much time is being wasted searching for information?
. Cost: What is the cost of not having accurate information when needed?
The additional capital cost of this option would be $350,000, including vendor and conversion support, hardware,
system software, additional IT and Finance staff. Annual operating costs would continue to be $50,000 and annual
capital funds would continue to be $25,000. As well, existing staff resources would be required from Finance (3 months)
and IT (6 months) for the conversion.
PAGE 17
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
Alternative 3 - Purchase a New Corporate Integrated Financial System
The City of Kitchener Financial Services Department has the option to purchase a new Corporate Integrated Financial
System. This option involves using the Information Technology Project Management Methodology for each phase of
the project.
Why this option has been selected
This option offers the best opportunity to implement an industry compliant, efficient and reliable application at the City of
Kitchener. It also offers the best solution for system sustainability, keeping the application up to date, and providing
integration to all components and departments. Taking into consideration software costs, license structure and
maintenance fees, this option will not be the lowest cost alternative.
The main benefits of this approach are:
1. A Corporate Integrated Financial System that will provide detailed and timely information.
2. Powerful and flexible solution designed by industry experts to meet industry standards.
3. The solution is written for the Canadian market.
4. Ongoing support and product updates.
5. Chosen solution would meet current and future technology requirements.
6. Implementation of the new system will lead to better business processes and new best practices.
7. Canvassing other municipalities has shown they have had the most success with this option.
8. Will provide opportunities to share ideas with other municipalities that use the same software for increased
effectiveness.
9. Provides for future integration of purchased products.
10. Elimination of duplication of data, reports, effort and extra bookkeeping.
The capital cost of this alternative will vary depending on the product chosen and the estimated cost range is $3.1 to
$3.9 million incurred primarily in 2007 and 2008. The operating cost for this alternative beginning in 2008 will be
$190,000 to $205,000($50,000 is currently included in the operating budget and $25,000 is included in the annual
capital budget).
Alternative 4 - Develop a New Corporate Integrated Financial System In House
Due to the size of the project, the complexity of the scope of the project and the resources needed, developing an in
house solution is not being considered as an option. This approach would require a large number of additional
resources in the Finance Department (to create detailed requirements) and Information Technology (to design the new
system, develop software, and to support the software).
Alternative 5 - Joint Project with Other Municipalities
The three area municipalities have indicated they do not see any current opportunities for joining/sharing in a joint
Financial Project. The City of Waterloo has replaced their Financial System in the last several years and are continuing
to upgrade that system The Region of Waterloo are currently replacing their Financial System and have already
implemented several phases. The City of Cambridge intends to continue using their current Financial System.
Throughout the life of this project the project team will maintain contact and open discussions with the municipalities we
canvassed. They will be a valuable resource with regards to implementation problems, issues, general questions and
concerns. The selection of a system compatible with the systems used by the other area municipalities will also provide
the possibility of future joint upgrades and training.
PAGE 18
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
II
Business & Operational Impacts
A new system will primarily benefit internal staff at the City of Kitchener. The staff that will experience the most benefit
will be the Finance Department staff. Other intemal staff such as the CAO's Office, Community Services, Corporate
Services and Development and Technical Services that regularly use the Accounts Payable, Accounts Receivable,
Purchasing, Inventory, Budgets and Financial Reports will also be affected as well as the Information Technology staff
that will be supporting the new Corporate Integrated Financial System.
The implementation of the new Corporate Integrated Financial System will lead to significant Business Process
improvements as each department synchronizes its processes to interact with the Financial Services Department. The
greatest impact will be with Accounts Payable and Purchasing by optimizing the purchasing and account payable
functions.
The following describes the impact on specific users of the Financial System:
City Council
The Council will experience higher levels of service by receiving timely, up to date reporting of information.
Internal Staff
Internal staff will also experience higher levels of service with the new Corporate Integrated Financial System.
Information will be readily available in a real time environment leading to quicker retrieval time of information and
improved decision making capacity. Automated interfaces between existing systems and the new Financial System will
eliminate the need for duplicate data entry and duplicate record-keeping.
Information Technoloav
The Corporate Integrated Financial System would be installed on a server connected to our Network. A Business
Systems Analyst (BSA) would be involved in the process of selecting the software and managing future upgrades.
Information Technology Technical Support staff would playa key role in the initial installation of the product and future
upgrades. They would also provide ongoing support for the server, network, and database associated with the
Corporate Integrated Financial System.
PAGE 19
-
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
Project Risk Assessment
The major risks associated with the recommended alternative, Alternative 3 to purchase a new Corporate Integrated
Financial System are identified below. A strategy to mitigate each risk is also presented.
The following project risks have been considered:
Risk 1 -
Commitment of
Senior
Management:
Risk 1
Mitigation
Strate
Risk 2 - Staff
Attrition -
Retirement:
Risk 2
Mitigation
Strategy
Risk 3 - Existing
Finance System
Failures: The age
of the existing
Finance Systems
has increased
the likelihood of
failure.
Risk 3
Mitigation
Strategy
Risk 4 -
Customer
Stakeholder
Acceptance -
Resistance to
Change:
Risk 4
Mitigation
Strategy
Probability - Medium
Solution will require significant organizational and procedural changes for the finance area and user
departments. Significant resources will be required during all phases of the project.
Impact - High
Temporary staff will be used in Finance allowing the proper resources to be committed to the
project. This will allow Finance staff to be a critical part of the project and participate in all phases of
the ro.ect from re uirements atherin to im lementation.
Probability -Medium
Impact - Low
It is possible that a number of key Finance staff will retire either during or very soon after the
implementation of the new system.
The project will follow the City of Kitchener's standard project methodology. All steps of the project
will be fully documented and signed off. The approved documentation will allow smooth transition if
stafftumover occurs. A number of Finance staff will work on the project in order to gain system and
rocess knowled e.
Probability - Medium
Impact - Medium
Should the existing system fail during the project Finance staff working on the project may be
required to assist in the recovery. IT support will also be required if the failure was due to software
or hardware issues. As a result the project could experience a delay.
Continue to closely monitor existing systems to minimize probability of a failure. FAMIS has
recently been archived (May 2006). Accounts Receivable system is being purged for old data and
will be updated to a more recent version. Outside consultant, who has limited involvement in the
project is used to assist with FAMIS s stem issues.
Probability - Medium
Solution will require significant organizational and procedural changes for Finance and user
departments.
Impact - Medium
A communication and training plan will be part of the project to keep all staff informed about the
new Corporate Integrated Financial System. Extensive training and documentation will be provided
to aid users in the transition to the new system. Departments have indicated they are eager for a
new system and the ability to review/change processes.
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CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
Risk 5 - Security
Assessment: The
system will
contain
confidential
information and
must have the
proper security.
Risk 5
Mitigation
Strategy
Risk 6 - Privacy
Assessment: The
system will
contain
confidential
information and
must have the
proper security
Risk 6
Mitigation
Strate
Risk 7 -
Infrastructure
Impact: All cost
associated with
additional
hardware and
software are
identified.
Risk 7
Mitigation
Strate
Risk 8 -
Requirements
Assessment:
Identify all
stakeholders and
document their
requirements for
the new system.
Risk 8
Mitigation
Strate
Risk 9 - Skills
Assessment:
Identify required
skills for Finance
and IT staff.
Risk 9
Mitigation
Strate
Probability - Low
Client Server and Intranet components must comply with the City of Kitchener's regular security
standards.
Impact - Medium
Information Technology requirements are already discussed and included as part of the needs
requirements for the system.
Probability - Low
System will only be used by City of Kitchener employees
Impact - Medium
Security requirements include security and audit functionalities.
Probability - Medium
The system will not put any strain on our network.
Impact - High
Identifying licensing costs of the proposed solution as early as possible. Define database
requirements early in the project.
Probability - Low
The system has been well defined and includes requirements identified by key stakeholders.
Impact - High
Key stakeholders will be involved throughout the process. The requirements for the new system will
be fully defined, documented and approved.
Probability - Low
Users will require training on how to use the system. Some Information Technology staff will also
require training on setting up and administering the system.
Impact - Medium
Provides users with software specific training. Training requirements will be a key component of the
new system. The key staff will be identified and trained prior to the implementation of a new
s stem.
PAGE 21
Risk 10-
Technology Risk:
Identify
technologies that
are compatible
with the CoK.
Risk 10
Mitigation
Strate
Probability - Low
Will not consider a solution that does not meet the City of Kitchener's standards.
Impact - Medium
Information Technology, technology requirements are included in the needs requirements for the
system.
Risk 11 - Probability - Medium
Increased Project The ongoing rationalization of the marketplace may limit the number of vendors.
Costs Risk: Impact - High
Risk 11 Closely monitor the marketplace and alter scope and/or cost estimates for the project.
Mitigation
Strate
Risk 12-
Complexity of
Project:
Risk 11
Mitigation
Strategy
Probability -High
The far reaching scope of the project and the impact of simultaneous IIMS and Capital Asset
projects will create a very complex project.
Impact - High
The project will be closely monitored and scheduled to ensure it remains on track. A Joint Steering
Committee has been created to monitor all 3 projects and ensure co-operation and consultation
between projects.
PAGE 22
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
-
Cost/Benefit Analysis
Financial Cost & Benefit for Alternative 3 (Purchase a new Corporate
Integrated Financial System):
Financial Cost
Aooroved Fundina
Capital Budget:
Operating Budget:
-$25,000 for system upgrades 2007,2008 and 2009 for
FAMIS
-$133,000 for new CIFS in 2006
-$3,035,000 in 2006-2009 Capital forecast for new CIFS
-$50,000 for annual Maintenance fees for Famis
Summarv of Caoital Costs
The cost estimates, updated through further discussion with two vendors (SAP and ORACLE), are detailed below. The
estimates are based on 2006 figures include PST and an inflation factor. The IT Resources and Finance Resources are
the costs for backfilling positions. The backfilling will allow current staff to contribute to requirements gathering,
implementation, and training for the new Corporate Integrated Financial System.
The funding of these costs have been allocated 79% to capital out of current, 11 % to the gas utility and the remaining
10% to the water utility, sewer, Rockway and Doon Golf Course.
Summary of Ooeratina Costs
The operating cost of the new system is estimated at $190,000 to $205,000 per year. This represents an increase of
$115,000 to $130,000 over the current operating cost of $50,000 and the current annual capital funding of $25,000. The
estimate includes support and upgrade costs.
Staff Costs Not Included in the Proiect Cost
The project will also require 5.5 years of existing Information Technology staff (3 years Business Systems Analyst (4
years of time at 75%), 1 year Database Administrator, 1.5 years of Development staff) and 2 years of existing Finance
Department staff time.
Benefits
It is difficult at this time to quantify the annual cost savings/cost avoidance. Previous implementations by Oracle/SAP
have typically resulted in a 10-20% retum on investment realized 80% by year 5 after implementation. The savings
come from more productive and efficient business processes; avoiding costs associated with creating legislatively
compliant cost accounting systems and retiring old mainframe systems.
PAGE 23
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
There are approximately 350 departmental staff who use the current financial systems, on average 10% of their time
and 20 Finance staff that use the systems 100% of their time, for reporting, inquiries, research, analysis, purchasing,
inventory and payment processing, budget preparation and budget control, reconciliations and processing data. A 10%
improvement in productivity and efficiency of business processes will result in future annual cost avoidance.
A new CIFS of this magnitude will require a system administrator. With improved system and business process, the
responsibilities of this role will assumed by the current staff without an increase in staff complement.
Other types of savings that should occur:
· Reduction in purchasing costs as a result of more timely, informative, integrated inventory, purchasing,
accounts payable data
· Reduced operating costs as a result of real time, detailed financial information allowing timely, improved
decision making
Non Financial Benefits of a new Consolidated Integrated Financial System are:
Benefit Description Stakeholder(s) Impacted
Results in a fully integrated Financial -will provide access to detailed, real All City Departments, City Council,
system time information Vendors and Customers, Members of
-will decrease the number and the Public
complexity of reconciliations
-will reduce need for duplicate data
entry, record keeping, databases and
paper driven processes and minimize
the possibility of errors
Improves management decision -availability of timely, detailed All City Departments, City Council,
making capacity information for decisions Members of the Public
-more flexible, user friendly reporting
-allows for proactive rather than
reactive decision making
Provides a stable, well supported, -system will be supported by IT and All City Departments, City Council,
technologically current Financial Finance Vendors and Customers
system -systems processes will be well
documented
-ability to incorporate improved
business processes and new
technology
-system will provide business tools
that are compliant with current
legislation and techniques
PAGE 24
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
II
Conclusions & Recommendations
Conclusions
The current blend of manual and computerized, non integrated financial systems at the City of Kitchener does not meet
the City's needs. The Corporate Strategic Directions for Finance identified the need to develop a business plan for new
computerized financial systems to allow for more timely and accurate reporting of financial results.
The business case supports purchasing a Corporate Integrated Financial System. When implemented, the new CIFS
will benefit all City Departments, City Council, Vendors, Customers and Members of the Public. The integration of all
financial components will ensure an accurate, efficient and reliable Financial System for many years to come.
By purchasing a new Corporate Integrated Financial System the City of Kitchener will realize a number of benefits
including:
· Provide a fully integrated financial system
· Eliminate duplication of data entry
· Eliminate duplication of record keeping
· Eliminate a duplicate database for reporting purposes
· Provide a stable financial system
· Provide improved reporting capabilities with access to detail
· Eliminate paper driven manual processes
· Provide a financial system that:
o uses current technology
o can be easily supported
o can be adapted for improved business processes
o can be easily updated for system changes or improvements
· Provide for the ability to archive or purge data
· Provide for timely processing and reporting
Recommendations
The City of Kitchener should proceed to purchase a new Corporate Integrated Financial System.
Total funding of $3.93 million should be approved for a new Corporate Integrated Financial System to be spent
in 2007-2009
Staff should proceed to complete and issue a Request for Proposal for an Integrated Corporate Financial
System.
PAGE 25
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
III
Implementation Strategy
The Finance Project will follow a Phased Implementation methodology. The Phases will consist of dividing the Core
components such as General Ledger, Account Payable, Accounts Receivable, Purchasing, Financial Reporting and the
Outside Agencies (Kitchener Housing, Waterloo Region Municipalities Insurance Pool) into separate manageable
components. The actual order and timing of the implementation may vary from the expected schedule.
The following schedule shows the Finance Project Deliverables and Expected Completion times.
Prepare Project Proposal
Present Project Proposal to CMT
Present Project Proposal to Council
Council Approval of Project Proposal
Requirements Phase-Complete
Gather User Requirements and Identify Business Process Reengineering Opportunities
Prepare Concept of Operations Document
Business Case
Prepare Business Case
Council Approval of Business Case
Re uest For Pro osal
RFP Preparation
RFP Completion
RFP Approval and Signoff
Issue RFP
Vendor Selection Process
Review RFP Responses
Score RFP's
Select Vendor and Product
Steering Committee Approves Product and Vendor Selection
Vendor Report to Council
Finalize Contract
Enter into Contract Negotiations with Vendor
Contract Signoff
Implementation Process and Implementation Milestones
Installation & Configuration of Product
Testing
Training
Conversion of Data
General Ledger Implemented
Account Payable Implemented
Purchasing Implemented
Budget Implemented
Accounts Receivable Implemented
Investments Implemented
Inventory Implemented
Other modules Implemented
October 2006
December 2006
March 2007
March 2007
June 2007
PAGE 26
CORPORATE INTEGRATED FINANCIAL SYSTEM BUSNIESS CASE
Appendix 1
II
Review & Approval Process
Review Process
The new Finance Project has a high priority, based on the age of the existing system and the benefits that can be
realized from a fully Corporate Integrated Financial System.
Approval Process
In order for this project to proceed funding must be secured.
Business Case Signoff
Pauline Houston
Project Sponsor
General Manager of Financial Services
Rosemary Upfold
Chair of Steering Committee
Director of Accounting
Larry Gordon
Director of Purchasing
Joyce Evans
Director of Revenue
Dan Chapman
Director of Financial Planning and Reporting
Mike Grummett
Director of Information Technology
Hans Gross
Director of Project Administration
and Economic Investment
PAGE 27
SEPTEMBER 2006
Appendix 2
Financial Services Department
Financial Planning & Reporting Division
Business Case
PS 3150 Tangible Capital
Assets Implementation
Appendix 2
1. Executive Su mmary...................................................................................................... 2
2. Background................................................................................................................... 4
Problem / Opportunity...................................................................................................................................4
Current Situation........................................ ........................................................... ......... ...............................4
3. Project Oescri ption ....................................................................................................... 5
Project Description................................................................................................................... .....................5
Objectives.................................................................................................................... .................................5
Scope......................................................................................................................... ...................................5
Out of Scope......................................................................................................................... ........................7
Anticipated Outcomes...................................................................................................................... .............8
Sta ke hold e rs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 1 0
Consultation with Stakeholders ..................................................................................................................10
4. Strategic AI ignment.................................................................................................... 11
Alignment with the Corporate Plan .............................................................................................................11
Alignment with Corporate Strategic Directions for Finance ........................................................................11
Alignment with Departmental Business Plan ..............................................................................................11
5. Environment Analysis ................................................................................................12
Flexibility of the Project to Address Changing Needs ................................................................................12
Business Cond itions .............................................................................................................................. .... .12
Availability of Financial Resources .............................................................................................................12
Critical Success Factors .............................................................................................................................12
Impact to the Community if Project not Undertaken ...................................................................................12
6. Alternatives................................................................................................................. 14
Alternatives............................................................................................................................................... ..14
Viable Alternatives................................................................................................................... .................. .14
7. Project Risk Assessment........................................................................................... 16
Risk of Project............................................................................................................................................ .16
Risk of Not Proceeding with Project (Status Quo)......................................................................................17
8. Cost/Benefit Analysis................................................................................................. 18
Quantitative Analysis - Financial Cost .......................................................................................................18
Qualitative Analysis _ Non-Financial Benefits ............................................................................................19
9. Conclusions................................................................................................................ 20
Conclusions................................................................................................................... ............................ .20
Recommendations............................................................................................................... ...................... .20
10. Su pporti ng Materials.................................................................................................. 21
CICA Public Sector Accounting Handbook Section 3150 - Tangible Capital Assets (Full Text) ................21
Appendix 2
II
Executive Summary
PS 3150 Tangible Capital Assets Implementation
In June 2006, the Public Sector Accounting Board (PSAB) of the Canadian Institute of Chartered
Accountants (CICA) approved accounting standard PS 3150 - Tangible Capital Assets. Effective for
fiscal years ending in 2009, this standard requires municipalities to report capital assets on their financial
statements similar to organizations in the private sector.
The City of Kitchener owns and maintains an extensive inventory of capital assets. This asset base
includes roads, land, buildings, water systems, sewer systems, the gas utility network, furniture, IT
equipment, vehicles, machinery, etc. Currently, purchases of capital assets are expensed in the year of
acquisition through the capital fund.
The implementation of the standard will have a significant impact on the City. Initially, it will necessitate a
comprehensive inventory and valuation of all capital assets owned by the City. Each asset must be
identified, valued based on original cost details, and depreciated from the date of acquisition.
Subsequent to implementation, all asset additions, disposals and impairments must also be accounted
for in accordance with the standard.
This Business Case proposes an implementation project spanning from 2007 to 2009, with the following
objectives:
1. Develop an inventory methodology and complete an inventory count for all City assets;
2. Value assets based on historical cost records or other methodologies;
3. Establish an amortization policy that will be applied to the assets;
4. Populate a capital asset database to serve the City's asset accounting, reporting and
management requirements;
5. Implement a capital assets accounting system that is integrated with the general ledger and
asset management system and is capable of meeting the City's capital asset reporting
requirements;
6. Develop capital asset policies and procedures;
7. Modify budget and reporting processes as required by legislation or accounting standards; and
8. Train staff and Council members on issues related to capital asset accounting, budgeting and
reporting.
The benefits of adopting this standard are significant and include:
1. The development of Corporate capital asset database;
2. Better control and management of physical assets;
3. Harmonization with non-public entity accounting standards;
4. Improved management decision making capacity;
5. Assistance with the identification of the full cost of providing service; and
6. The ability to comprehensively identify the City's infrastructure deficit, which will facilitate the
development of financial strategies to address funding shortfalls over time.
Many of these benefits directly support strategies identified in the City's Corporate Plan, the Strategic
Directions for Finance and the Financial Services Department's internal Business Plan.
Appendix 2
Compliance with this legislated standard will have significant resource requirements as it will be
necessary to provide sufficient project staffing to undertake the requisite analysis and develop a
centralized capital asset data repository. The costs associated with this project will be mitigated
somewhat due to the fact that this project is complemented by other initiatives already underway at the
City - primarily the implementation of a new Corporate Integrated Financial System (CIFS) as well as an
Integrated Infrastructure Management System (IIMS).
The cost estimate for this initiative is as follows:
2007 2008 2009 Total
Staff Costs 60,797 151,484 64,427 276,708
Contracted Services 172,200 42,600 2,700 217,500
Project Software 0 60,000 0 60,000
Other 17,003 15,916 12,873 45,792
250,000 270,000 80,000 600,000
The project will be coordinated by a PS 3150 Tangible Capital Assets Steering Committee, formed under
the auspices of the CIFS / IIMS Steering Committee. In addition, the Project Lead, seconded from the
Financial Services Department on a part-time basis, will provide day-to-day oversight of the
implementation effort.
In summary, staff recommends:
THAT the Business Case for PS 3150 Tangible Capital Assets Implementation, attached to report
FIN-06-055, be received for information;
THAT staff be directed to include the PS 3150 Tangible Capital Assets project in the 2007-2016
capital budget and forecast for consideration by the Finance and Corporate Services Committee
on January 15, 2007; and further
THAT the Finance and Corporate Services Committee consider granting pre-budget approval to
this project on January 15, 2007 to permit early commencement of the project in view of reporting
deadlines.
Appendix 2
II
Background
Problem I Opportunity
In June 2006, the Public Sector Accounting Board (PSAB) of the Canadian Institute of Chartered
Accountants (CICA) approved accounting standard PS 3150 - Tangible Capital Assets. Effective for
fiscal years ending in 2009, this standard requires municipalities to report capital assets on their financial
statements similar to organizations in the private sector.
The benefits of the new standard include:
. Financial disclosures concerning the stock of tangible capital assets demonstrates
stewardship of significant economic resources and provides information about the cost of
using assets in the provision of services; and
. When asset details are included in the accounting systems of an organization, cost
information is available as an input to a variety of management decisions.
The implementation of the standard will have a significant impact on the City of Kitchener. Initially, it will
necessitate a comprehensive inventory and valuation of all capital assets currently owned by the City.
Each asset must be identified, valued based on original cost details, and depreciated from the date of
acquisition. Subsequent to implementation, all asset additions, disposals and impairments must also be
accounted for in accordance with the standard.
Compliance with this legislated standard will have significant resource requirements as it will be
necessary to provide sufficient project staffing to undertake the requisite analysis and implement a
system. This project complements other initiatives already underway at the City - primarily the
implementation of a new Corporate Integrated Financial System (CIFS) as well as an Integrated
Infrastructure Management System (IIMS).
Current Situation
The City owns and maintains an extensive inventory of capital assets. This asset base includes roads,
land, buildings, water systems, sewer systems, the gas utility network, furniture, IT equipment, vehicles,
machinery, etc. Currently, purchases of capital assets are expensed in the year of acquisition through
the capital fund. The City's inventory of capital assets will likely be valued in billions of dollars,
considering that capital expenditures have averaged approximately $50 million per year over the past ten
years.
Notwithstanding that all capital assets are expensed when purchased, the City maintains partial asset
inventory records for certain asset classes (e.g., information technology, gas infrastructure, etc.). This
existing data will be a useful input for the implementation effort.
Appendix 2
II
Project Description
Project Description
The PS 3150 Tangible Capital Assets Implementation project will bring the City into compliance with the
requirements of the accounting standard by undertaking a comprehensive inventory and valuation of all
City capital assets. This inventory will be compiled in a database that will serve as a centralized data
repository for the City's accounting and asset management systems. To this end, the implementation
effort will be coordinated with the CIFS and IIMS system implementations. Finally, the project will
address accounting and corporate policy issues associated with migrating to full accrual accounting for
capital assets.
Objectives
The project will:
1. Develop an inventory methodology and complete an inventory count for all City assets;
2. Value assets based on historical cost records or other methodologies;
3. Establish an amortization policy that will be applied to the assets;
4. Populate a capital asset database to serve the City's asset accounting, reporting and
management requirements;
5. Implement a capital assets accounting system that is integrated with the general ledger and
asset management system and is capable of meeting the City's capital asset reporting
requirements;
6. Develop capital asset policies and procedures;
7. Modify budget and reporting processes as required by legislation or accounting standards; and
8. Train staff and Council members on issues related to capital asset accounting, budgeting and
reporting.
Scope
Timeframe:
PS 3150 must be implemented for the 2009 fiscal year end. As such, the work plan contemplates
aggressive progress towards that deadline in 2007 and 2008 so that budget processes may be modified
as necessary for 2009 and reporting systems are in place in 2009. In view of the delayed budget
approval in 2007, staff recommends that Council give approval to move forward with this project following
the review of the capital forecast in January. If approval is granted, the project will be undertaken from
February 2007 to June 2010, when financial statements for 2009 are anticipated to be issued in
accordance with the standard.
A detailed timeline follows.
Departments/Organization/Fu nction:
Due to the financial reporting nature of this project, it will be led through the Financial Planning and
Reporting Division of the Financial Services Department. However, because of the complexity of
Appendix 2
identifying and valuing assets, significant cooperation will be required from each of the City's
departments and local boards. A PS 3150 Tangible Capital Asset Steering Committee has been
established under the auspices of the CIFS/IIMS Steering Committee to coordinate the process. The PS
3150 Tangible Capital Asset Steering Committee includes the following members:
. General Manager of Financial Services and City Treasurer (Sponsor)
. Director of Financial Planning & Reporting (Chair)
. Manager of Financial Planning & Reporting (Project Lead)
. Deputy Fire Chief
. Director of Accounting
. Director of Engineering
. Director of Enterprise
. Director of Facilities Management
. Director of Fleet
. Director of Information Technology
. Director of Operations
. Director of Project Administration and Economic Investment
. Director of Utilities
. Manager of Administration, Kitchener Public Library
. Director of Finance and Marketing, Centre in the Square
Roles and Responsibilities:
PS 3150 Tangible Capital Asset Steering Committee
Communication Report issues or concerns to Project Lead
Attend regular project meetings to be scheduled by Project Lead in
consultation with the Chair
Roles Ensure successful implementation of PS 3150 across all City
departments
Evaluate efficiency and effectiveness of project plans and related
information
Responsible for providing feedback and assisting in the resolution
of concerns, conflicts and issues
Review and approve all significant project decisions
Represent the business and IT interests of the organization
Ensure that required resources are available as planned
Project Sponsor (General Manager of Financial Services and City Treasurer)
Communication
Roles
. Attend regular project meetings to be scheduled by Project Lead in
consultation with Chair
. Provide high level input to the Chair and Project Lead in evaluating
the planning and delivery of the project
PS 3150 Tangible Capital Assets Steering Committee Chair (Director of Financial Planning and
Reporting)
Communication Chair regular project meetings to be scheduled by Project Lead in
consultation with Chair
In conjunction with the Project Lead, report to the CIFS/IIMS
Steering Committee, the Corporate Management Team and City
Council about the progress of the project
Roles Evaluate with the Project Lead, on a regular basis, the planning
Appendix 2
and delivery of the project
. Be available to the Project Lead to offer recommendations and
guidance as required
. Identify problems and provide potential solutions to the Project
Lead
Project Lead (Manager of Financial Planning & Reporting)
Communication Report to the Steering Committee through regular meetings and
progress reports
Keep other staff members involved in the process updated on
decisions that are being made by the members of the Steering
Committee and the Project Chair and Sponsor
Attend and present updates at regular Steering Committee project
meetings to be scheduled by Project Lead in consultation with
Chair
In conjunction with the Chair, report to the CIFS/IIMS Steering
Committee, the Corporate Management Team and City Council
about the progress of the project
Roles Assume responsibility for the detailed planning and delivery of the
project and evaluate with the Chair, on a regular basis, the
progress
Employ critical thinking skills in decision making processes
Schedule meetings and training with other involved City staff as
required
Ensure that effective problem solving methods are being used
Manage resources and time effectively to ensure completion of the
objectives
In addition, the external auditor will be consulted at key points in the process to ensure that the project
meets the requirements of PS 3150 and that the results can be subject to satisfactory audit verification.
Technology:
The reporting of capital assets on an accrual basis requires the use of a capital assets sub ledger within
the general ledger. Staff will coordinate the acquisition and implementation of the capital assets
accounting system with the CIFS and IIMS project teams and as part of the requests for proposals for
those systems.
The database established during this project will serve as a centralized repository of asset information for
both the CIFS and IIMS.
Out of Scope
While capital asset accounting must support the City's broader asset management and financial system
requirements, the implementation and integration of those systems is provided for via separate projects.
The budget for this project assumes a limited amount of database development and system
implementation support, but assumes that the costs to acquire asset management and reporting software
will be provided for via the CIFS and/or IIMS project budgets.
Appendix 2
Anticipated Outcomes
This section itemizes specific and measurable deliverables of the project with an estimated time frame of
when the outcome/deliverable will be completed (in terms of elapsed time from project start).
August 31 , 2006 Research tangible capital assets (TCA) information
September 30, 2006 Establish TCA project plan
business case for budget proposal
project team and Steering Committee
January 15, 2007 Secure 2007-2009 budget dollars and staff time for project plan (pre-
approval)
April 30, 2007 Establish TCA inventory methodology
1) establish threshold values
2) establish information to be gathered as part of inventory taking
a) description of asset
b) location of asset
c) department and division responsible for the asset
d) other specific identifiers of the asset
e) date the asset was purchased and/or placed into service
f) manufacturer and supplier of asset
g) estimated purchase price or copy of original invoice
h) disposal value
i) life expectancy
j) comments
3) evaluate feasibility of integrating with existing asset management
systems
4) develop inventory forms
5) set up database to hold inventory records
6) determine how asset additions and disposals after inventory count
will be handled
7) issue inventory instructions
8) discuss plans with auditor and address any concerns
9) train staff on how to take inventory, complete forms and process for
process for recording additions and disposals after inventory count
10) coach, assist and follow-up with all staff throughout the complete
project
August 31 , 2007 Complete inventory counting and recording
October 31, 2007 Value assets based on historical cost records or other acceptable
methodolog ies
November 30, 2007 Amortize the assets
December 31, 2007 Record all asset information in the data base
December 31, 2007 Capital work in progress analyzed and segregated
December 31,2007
January 31, 2008
February 28,2008
March 31,2008
April 30, 2008
April 30, 2008
May 31,2008
May 31,2008
June 30, 2008
June 30, 2008
June 30, 2008
July 31, 2008
November 31,2008
December 31,2008
December 31,2008
January 1, 2009
June 30, 2009
June 30, 2010
Appendix 2
Determine changes to accounting systems
Review data base for missing / incorrect asset information and repeat
preceding steps as often as required
Perform "what if?" analysis based on database records
Establish all TCA policies and procedures
Discuss results with auditor and address any concerns
Financial Services department completes all phases of the TCA project
Obtain CMT approval of system changes
2009 budget instructions prepared by Financial Services department
Initial Council training on the new look of the 2009 budget
2009 budget instructions issued by Financial Services department
2007 financial statements issued in accordance with PSAB
requirements
PSG#7 item #5 requires a financial statement note disclosing the
progress of project
Staff trained on new requirements for 2009 budget
Final Council training on the look of the 2009 budget
2009 budget adopted
Capital work in progress analyzed and segregated
Accounting systems modified to full accrual based accounting
2008 financial statements issued in accordance with PSAB
requirements
PSG#7 item #5 requires a financial statement note disclosing the
progress of project
2009 financial statements issued in accordance with PSAB
requirements
1) TCA Section PS 3150
2) Financial Statement Concepts Section PS 1000
3) Financial Statement Objectives Section PS 1100
4) Financial Statement Presentation Section PS 1200
Appendix 2
Stakeholders
Stakeholders: Overview of Business Requirements
Primary - Internal
Financial Services Compliance with PS 3150 Tangible Capital Assets Standard,
including:
asset database (asset details, values, depreciation, etc.)
development of related policies and procedures
Implementation of capital asset reporting system to provide for
centralized recordkeeping and reporting of financial information
Chief Administrator's Office, Inventory list and historical cost values for all assets
Community Services, Corporate
Services, Development & Technical Reporting capability for asset inventories
Services, Local Boards
Training on standards and policies as well as budget implications
Primary - External
City Council Reporting and information with respect to City stock of assets as well
as related purchase, replacement and maintenance programs, etc.
Training on standards and policies as well as budget implications
Secondary - Internal
City staff not directly involved in project Ease of use to maintain system and inventory records
implementation
Reporting capability for asset inventories
Training on standards and policies as well as budget implications
Secondary - External
Members of the Public Reporting and information with respect to City stock of assets as well
as related purchase, replacement and maintenance programs, etc.
Consultation with Stakeholders
On June 21, 2006 the general issues associated with the implementation of PS 3150 were discussed
with the Audit Committee. Financial Services staff have subsequently prepared this business case and
initiated consultation with the PS 3150 Tangible Capital Asset Steering Committee.
10
Appendix 2
II
Strategic Alignment
Alignment with the Corporate Plan
Goal Level of Impact Explanation
Service First Medium Improved access to more detailed information
regarding the stock and value of capital assets.
Predictability and Results Medium Financial disclosures concerning the stock of tangible
capital assets demonstrates stewardship of significant
economic resources and provides information about
the cost of using assets in the provision of services.
Change and Improvement Medium Improved business process and workflow will
accompany the adoption of a legislated standard also
recognized as best practice in government financial
reporting.
Alignment with Corporate Strategic Directions for Finance
Goal Level of Impact Explanation
Invest and Manage Assets High When asset details are included in the accounting
Strategically systems of an organization, cost information is
available as an input to a variety of management
decisions.
Ensure the effective and High Financial disclosures concerning the stock of tangible
responsible stewardship of public capital assets demonstrates stewardship of significant
funds within a supportive policy economic resources and provides information about
framework the cost of using assets in the provision of services.
Ensure openness and transparency Medium Financial disclosures concerning the stock of tangible
of City finances capital assets demonstrates stewardship of significant
economic resources and provides information about
the cost of using assets in the provision of services.
Alignment with Departmental Business Plan
Goal
Develop an implementation plan for
PS 3150 - Tangible Capital Assets
Explanation
Goal is addressed through the development and
delivery of this business case.
11
Appendix 2
II
Environment Analysis
Flexibility of the Project to Address Changing Needs
PS 3150 represents a very significant municipal accounting standard implementation project. Given the
lack of precedent at the local level, this business plan has been designed to be flexible. The Project
Lead and PS 3150 Tangible Capital Assets Steering Committee will refine the project plan in 2007
pending assignment of resources by Council through the capital budget process. In addition, the
Steering Committee will regularly review progress to ensure that the activities and timeframes remain
appropriate.
Business Conditions
The fact that all Canadian municipalities will be pursuing the implementation of PS 3150 over the same
time period may have an impact on the availability and cost of consultants (e.g., valuators, engineers,
software vendors, etc.). Staff proposes to mitigate these risks by aggressively pursuing implementation
of the standard as well as relying on internal resources to a significant extent.
Availability of Financial Resources
Prior to 2007, this project was not included in any capital forecast due to the uncertainty related to the
direction of PSAB with respect to tangible capital asset accounting. While it presents a challenge to
commit resources to this project on relatively short notice, little discretion is available given the mandated
implementation deadline. The funding for this project can be accommodated through an adjustment in
project priorities in the capital budget and forecast.
Critical Success Factors
The following factors have been identified as being critical to the success of the project:
. significant involvement of staff across the Corporation to provide information and input as well as
learn new approach to managing capital asset financial information;
. dedication of sufficient staff resources to provide for proper project management and continuity;
. commitment of financial resources to retain experts where necessary (e.g., valuators, auditors,
engineering consultants, etc.) and implement a capital asset accounting system to meet the
requirements of the accounting standard; and
. coordination with the Corporate Integrated Financial System and Integrated Infrastructure
Management System implementations to ensure that the capital asset system is aligned with
these other initiatives.
Impact to the Community if Project not Undertaken
The implementation of PS 3150 is a legislated requirement. If the City did not proceed to implement the
standard, the City's financial statements would not be prepared in accordance with generally accepted
accounting principles and would likely receive a qualified audit opinion. This would attract the attention of
the Provincial Government and might result in Provincial supervision. Further, a qualified opinion would
12
Appendix 2
detract from the City's reputation for sound financial management and could impact the decisions of
those relying upon the City's financial statements to make business decisions.
13
Appendix 2
II
Alternatives
Alternatives
1. Dedicate staff and financial resources to implement PS 3150 with the associated implementation of a
centralized capital assets data repository and accounting system.
2. Implement PS 3150 using existing staff resources and provide for the record keeping and reporting of
asset information using existing applications.
3. Do nothing (status quo).
Viable Alternatives
Option 1 (dedicate resources and capital asset accounting system implementation) is considered to be
the only viable alternative. The key features of this option are as follows:
. People - The project plan contemplates the assignment of 0.5 FTE for a project lead in 2007,
2008 and 2009 as well as a database analyst in 2008 when the centralized data repository is
developed, populated and integrated with the CIFS and IIMS. In addition, provision has been
made for co-op or temporary support during the initial inventory and valuation stages in view of
the heavy workload associated with establishing a complete database of all City assets. Staffing
at this level will ensure that sufficient resources are dedicated to the inventory and valuation
initiative as well as the other process and systems considerations outlined below.
. Processes - This option will ensure that sufficient resources are committed to satisfy the process
objectives outlined in section 3. Specifically, it will dedicate staff to the development of the
range of methodologies, policies and procedures associated with the standard. In addition, it will
permit the modification of budget and reporting processes in advance of the deadline. The
Project Lead will also be charged with the responsibility to ensure that sufficient training and
documentation is provided to stakeholders to familiarize them with the requirements of the
legislation and this project.
. Systems - This option satisfies the objectives with respect to the implementation of a capital
asset accounting system to serve as a data repository for the City's financial and asset
management systems. This will provide the City with a high degree of systems integration and a
strong capital asset analytical and reporting tool.
The PS 3150 Tangible Capital Assets project will be undertaken in cooperation with other municipalities
to ensure that an efficient and "best-practice" approach is adopted. Staff is already working in
conjunction with the other area municipalities and a joint MFOA/AMCTO PSAB Committee and will seek
out other opportunities for partnership and knowledge-sharing that may be of benefit to the City.
Option 2 is excluded for the following reasons:
. The City's extensive and complex asset base will require the commitment of dedicated staff
resources to plan and manage the implementation of the new standard. Financial Services does
not currently have the staff capacity to take on a project of this scale without compromising the
ability to maintain key processes (i.e., internal and external reporting, budget, investments, etc.).
14
Appendix 2
. While it is conceivable that a simple asset database could be created within existing applications
(e.g., off the shelf database or spreadsheet tools), a Corporate system is necessary as it can
provide the following functionality:
o Integrates with other systems to reduce processing errors and increase processing
efficiency;
o All events affecting the financial recognition of assets are tracked for the life of the asset
to maintain accurate financial records that are automatically posted to the general ledger;
o Permits tracking of physical attributes, recording of insurance requirements and
budgeting for future acquisitions and disposals;
o Allows the storage of extensive physical asset information to maintain control over
assets throughout the life cycle;
o Additions, adjustments and transfers of assets are simple and automated;
o Facilitates the preparation of capital appropriation plans (planning, budgeting and
tracking) and allows the management of asset acquisitions as part of a master plan; and
o Permits the reconciliation of inventory data collected from hand-held devices and
discovery tools.
Option 3 is excluded because the standard is a legislated requirement. Failure to implement the
standard will result in materially misstated financial statements and a qualified audit opinion. This
outcome would compromise the City's reputation and would impact those relying on financial statements
for decision making purposes (e.g., business community, Provincial and Federal governments, members
of the public, etc.). In addition, it could result in Provincial supervision of the City.
15
Appendix 2
II
Project Risk Assessment
Risk of Project
Project Risk Assessment I
Probability I Impact
I
Risk 1 - Inability to provide project funding Low I High
Risk 1 - General Mitigation Strategy Present detailed business case for project to secure
funding as part of Council's review of the 2007
capital budget and forecast.
I
Risk 2 - Changes made to accounting standard Low I Medium
or current legislation
Risk 2 - General Mitigation Strategy Remain abreast of accounting standards issues
through regular review of PSAB information as well
as through continued participation on joint MFOA /
AMCTO PSAB Committee (Director of Financial
Planning & Reporting).
I
Risk 3 - Technological challenges limit ability to Low I Medium
report on capital asset details (i.e., no suitable
application found or complications arising during
implementation)
Risk 3 - General Mitigation Strategy The capital asset project will be closely aligned with
the RFPs and implementations of the Corporate
Integrated Financial System and Integrated
Infrastructure Management System to ensure that
the two systems are complementary. A Steering
Committee has been established to provide
oversight to all three initiatives and to ensure that
they address common user needs. In addition, IT
and vendor expertise will be incorporated into the
project to ensure successful product selection and
implementation.
I
Risk 4 - Under or Overestimation of task Low I Medium
durations
Risk 4 - General Mitigation Strategy The project will transpire over a three-year period.
In order to ensure that the project remains on
schedule, the seconded lead will prepare a detailed
timeline and will monitor it and report to the
Steering Committee regularly with respect to
progress. If necessary, adjustments to the budget
can be proposed for 2008 and 2009 to reflect actual
experience once work has commenced.
16
Appendix 2
I
Risk 5 - Lack of City staff involvement or turn Low I High
over of key staff compromises the ability of the
project team to implement the standard
Risk 5 - General Mitigation Strategy A Steering Committee of staff representatives has
been convened to review this business case and
provide leadership during the implementation,
especially for the creation of an inventory list. High
level support for this initiative will ensure that it
remains a priority for City staff. In addition, regular
communication will ensure that all members
maintain a good knowledge level on the related
subject matter.
I
Risk of Not Proceeding with Project (Status Quo)
Project Risk Assessment Status Quo
Probability I Impact
I
Risk 1 - Financial Statements not prepared in High I High
accordance with GAAP result in a qualified
audit opinion
Risk 1 - General Mitigation Strategy It is not possible to mitigate this risk given the
capital asset balances are material to the financial
statements and the auditor has no discretion but to
issue a qualified opinion if the statements are
misstated.
17
Appendix 2
II
Cost/Benefit Analysis
Quantitative Analysis - Financial Cost
Description:
This analysis of financial costs has been prepared to provide the reader with the financial impact of this
project.
Timeframe:
Costs are analyzed over a three-year period consistent with the active term of the project (2007-2009).
Costs:
The direct costs of the project are included in the 2007-2016 capital forecast and are estimated as
follows:
Object Description 2007 2008 2009 Total
0.5 FTE Project Lead (2007-
Staff Costs 2009) and 1.0 FTE Database 60,797 151,484 64,427 276,708
Analyst (2008)
Contracted External Auditor, Engineering
Services Consultant, Valuation Firms, 172 ,200 42,600 2,700 217,500
Temporary Inventory Support
PS 3150 Software
Project Implementation and 0 60,000 0 60,000
Software Customization Support for CIFS
and IIMS projects
Other Internal Charges, Supplies, etc. 17,003 15,916 12,873 45,792
Total 250,000 270,000 80,000 600,000
The funding of these capital costs have been allocated 64% to capital out of current, 17% to the sewer
utility, 11 % to the gas utility and 8% to the water utility, consistent with the relative level of capital
spending over the past 20 years and the anticipated level over the next nine years.
Other costs not included above are as follows:
. Opportunity cost of departmental staff involved in preparing asset inventory, serving on Steering
Committee, participating in training, etc. (to be accommodated within existing workloads);
18
Appendix 2
. Costs to acquire asset management and reporting software (assumed that this will be provided for
via the CIFS and/or IIMS project budgets);
. Annual maintenance and IT fees associated with supporting the fixed asset accounting system
(included in maintenance fees for CIFS and IIMS); and
. Annual cost of compliance with new accounting standard, which is undetermined at this point.
Qualitative Analysis - Non-Financial Benefits
Benefits Description Stakeholder(s) Impacted
Results in the development of a An asset database will provide All City Departments, City Council,
Corporate capital asset database improved access to more detailed Members of the Public
information regarding the stock and
value of capital assets
Provides for better control and Financial disclosures concerning All City Departments, City Council,
management of physical assets the stock of tangible capital assets Members of the Public
demonstrates stewardship of
significant economic resources and
facilitates improved asset
management practices
Harmonizes with non-public entity Reporting of capital assets will All City Departments, City Council,
accounting standards render financial statements more Members of the Public
understandable to non-public entity
readers
Improves management decision When asset details are included in All City Departments, City Council,
making capacity the accounting systems of an Members of the Public
organization, cost information is
available as an input to a variety of
management decisions
Assists with the identification of the Amortization of assets provides All City Departments, City Council,
full cost of providing service information about the cost of using Members of the Public
assets in the provision of services
Will facilitate the assessment of the The existence of a complete asset All City Departments, City Council,
City's infrastructure deficit and will database will enable replacement Members of the Public
support the development of cost analysis and support analytical
strategies to mitigate funding tools that may be used in the
shortfalls. development of funding plans.
19
Appendix 2
II
Conclusions
Conclusions
The Public Sector Accounting Board has mandated implementation of a new Tangible Capital Asset
reporting standard effective for the 2009 fiscal year. While the City of Kitchener has no option but to
comply with this direction, the adoption of the standard presents an opportunity to significantly advance
the City's asset management practices and systems.
As part of this initiative, the City will compile and value a complete inventory of City assets and will
prepare policies and procedures related to asset acquisition, management, depreciation, and disposal.
In addition, the City will develop a centralized repository of asset details that will be used as an input to
the Corporate Integrated Financial System and Integrated Infrastructure Management System.
In order to effectively implement the standard, it will be necessary to commit sufficient resources to
provide for project management, database development and technical/professional advice. In addition, it
will be necessary to retain staff on a temporary basis to undertake the development of the initial asset
inventory and valuation. The cost for this project is estimated at $600,000 from 2007-2009.
The benefits of this project will be significant. The information accumulated will be useful as an input to a
variety of management decisions and will provide information about the cost of using assets in the
provision of services. Perhaps most significantly, financial disclosures concerning the stock of tangible
capital assets demonstrate stewardship of major economic resources entrusted to the Corporation of the
City of Kitchener by its local citizens and will strengthen the City's ability to plan for sustainable
infrastructure in the future.
Recommendations
THAT the Business Case for PS 3150 Tangible Capital Assets Implementation, attached to report
FIN-06-055, be received for information;
THAT staff be directed to include the PS 3150 Tangible Capital Assets project in the 2007-2016
capital budget and forecast for consideration by the Finance and Corporate Services Committee
on January 15, 2007; and further
THAT the Finance and Corporate Services Committee consider granting pre-budget approval to
this project on January 15, 2007 to permit early commencement of the project in view of reporting
deadlines.
20
Appendix 2
II
Supporting Materials
CICA Public Sector Accounting Handbook Section 3150 - Tangible Capital
Assets (Full Text)
Section PS 3150
tangible capital assets
TABLE OF CONTENTS
Paragraph
.01-.04
.05
.06-.39
.09-.39
.09-.21
.22-.30
.31-.37
.38-.39
.40- .42
.43- .48
PURPOSE AND SCOPE
.01 This Section establishes standards on how to account for and report
tangible capital assets in government financial statements.
.02 Tangible capital assets are a significant economic resource managed by
governments and a key component in the delivery of many government
programs. Tangible capital assets include such diverse items as roads,
buildings, vehicles, equipment, land, water and other utility systems,
aircraft, computer hardware and software, dams, canals, and bridges.
.03 This Section does not apply to intangible assets, natural resources, and
Crown lands that have not been purchased by the government.
.04 Government capital grants and government transfers of tangible capital
assets would be accounted for in accordance with GOVERNMENT
TRANSFERS, Section
DEFINITIONS
21
.05 For the purposes of this Section:
(a) Tangible capital assets are non-financial assets having physical
substance that:
(i) are held for use in the production or supply of goods and
services, for rental to others, for administrative purposes or for
the development, construction, maintenance or repair of other
tangible capital assets;
(ii) have useful economic lives extending beyond an accounting
period;
(iii) are to be used on a continuing basis; and
(iv) are not for sale in the ordinary course of operations.
(b) Cost is the gross amount of consideration given up to acquire,
construct, develop or better a tangible capital asset, and includes all
costs directly attributable to acquisition, construction, development or
betterment of the tangible capital asset, including installing the asset
at the location and in the condition necessary for its intended use.
The cost of a contributed tangible capital asset, including a tangible
capital asset in lieu of a developer charge, is considered to be equal
to its fair value at the date of contribution. Capital grants would not
be netted against the cost of the related tangible capital asset. The
cost of a leased tangible asset is determined in accordance
with PUBLIC SECTOR Leased Tangible Capital
Assets.
(c) Fair value is the amount of the consideration that would be agreed
upon in an arm's length transaction between knowledgeable, willing
parties who are under no compulsion to act.
(d) Net book value of a tangible capital asset is its cost, less both
accumulated amortization and the amount of any write-downs.
(e) Residual value is the estimated net realizable value of a tangible
capital asset at the end of its useful life to a government.
(f) Service potential is the output or service capacity of a tangible
capital asset, and is normally determined by reference to attributes
such as physical output capacity, quality of output, associated
operating costs, and useful life.
(g) Useful life is the estimate of either the period over which a tangible
capital asset is expected to be used by a government, or the number
of production or similar units that can be obtained from the tangible
capital asset by a government. The life of a tangible capital asset may
extend beyond the useful life of a tangible capital asset to a
government. The life of a tangible capital asset, other than land, is
finite, and is normally the shortest of the physical, technological,
commercial and legal life.
ACCOUNTING
.06 Governments need to present information about the complete stock of their
tangible capital assets and amortization in the summary financial
statements to demonstrate stewardship and the cost of using those assets
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22
to deliver programs and provide services.
.07 . Tangible capital assets should be accounted for and reported as assets on
the statement of financial position. [APRIL 2005]
.08 Works of art and historical treasures are property that has cultural,
aesthetic or historical value that is worth preserving perpetually. Works of
art and historical treasures would not be recognized as tangible capital
assets in government financial statements because a reasonable estimate
of the future benefits associated with such property cannot be made.
the existence of such property should be disclosed (see
paragraph
Measurement
Cost
.09 . Tangible capital assets should be recorded at cost. [SEPT. 1997]
.10 The cost of a tangible capital asset includes the purchase price of the asset
and other acquisition costs such as installation costs, design and
engineering fees, legal fees, survey costs, site preparation costs, freight
charges, transportation insurance costs, and duties. The cost of a
constructed asset would normally include direct construction or
development costs (such as materials and labour) and overhead costs
directly attributable to the construction or development activity. The
activities necessary to prepare a tangible capital asset for its intended use
encompass more than the physical construction of the tangible capital
asset. They include the technical and administrative work prior to the
commencement of and during construction.
.11 The cost of each tangible capital asset acquired as part of a single purchase
(for example, the purchase of a building and land for a single amount) is
determined by allocating the total price paid for all of the tangible capital
assets acquired to each one on the basis of its relative fair value at the time
of acquisition.
.12 Many tangible capital assets, particularly complex network systems such as
those for water and sewage treatment, consist of a number of components.
Whether a government decides to record and account for each component
as a separate asset will be determined by the usefulness of the resulting
information to the government and the cost versus the benefit of collecting
and maintaining it.
.13 When, at the time of acquisition, a portion of the acquired tangible capital
asset is not intended for use, its costs and any costs of disposal, net of any
estimated proceeds, are attributed to that portion of the acquired tangible
capital asset that is intended for use. For example, the cost of acquired land
that includes a building that will be demolished includes the cost of the
acquired property and the cost of demolishing the building.
.14 Governments may receive contributions of tangible capital assets. The cost
of a contributed asset is considered equal to its fair value at the date of
contribution. Fair value of a contributed tangible capital asset may be
estimated using market or appraisal values. In unusual circumstances,
where an estimate of fair value cannot be made, the tangible capital asset
would be recognized at nominal value.
.15 The cost of a tangible capital asset that is acquired, constructed or
Appendix 2
23
developed over time includes carrying costs directly attributable to the
acquisition, construction or development activity, such as interest costs
when the government's policy is to capitalize interest costs.
.16 Carrying costs incurred while land acquired for building purposes is held
without any associated construction or development activity do not qualify
for capitalization.
.17 Capitalization of carrying costs ceases when no construction or
development is taking place or when a tangible capital asset is ready for
use in producing goods or services. A tangible capital asset is normally
ready for productive use when the acquisition, construction or development
is substantially complete.
.18 Determining when a tangible capital asset, or a portion thereof, is ready for
productive use requires consideration of the circumstances in which it is to
be operated. Normally it would be predetermined by a government by
reference to factors such as productive capacity, occupancy level, or the
passage of time.
.19 Costs of betterments are considered to be part of the cost of a tangible
capital asset and would be added to the recorded cost of the related asset.
A betterment is a cost incurred to enhance the service potential of a
tangible capital asset. In general, for tangible capital assets other than
complex network systems, service potential may be enhanced when there
is an increase in the previously assessed physical output or service
capacity, where associated operating costs are lowered, the useful life of
the property is extended or the quality of the output is improved.
.20 This definition of a betterment is more difficult to apply to tangible capital
assets that are complex network systems and are very long-lived, such as
highway and water systems, because identifying expenditures that would
extend their lives may not be practicable. For example, expenditures on
road systems to widen the roads or add to the number of lanes expand the
capacity of the road system to provide services and are clearly
betterments. On the other hand, expenditures incurred to maintain the
originally anticipated service potential of a road, or its estimated useful life,
are more in the nature of maintenance.
.21 For complex network systems, therefore, the following basic distinctions
can be used to identify maintenance and betterments:
(a) Maintenance and repairs maintain the predetermined service potential
of a tangible capital asset for a given useful life. Such expenditures
are charged in the accounting period in which they are made.
(b) Betterments increase service potential (and mayor may not increase
the remaining useful life of the tangible capital asset). Such
expenditures would be included in the cost of the related asset.
Amortization
.22 . The cost, less any residual value, of a tangible capital asset with a limited
life should be amortized over its useful life in a rational and systematic
manner appropriate to its nature and use by the government. [SEPT. 1997]
.23 . The amortization of the costs of tangible capital assets should be
accounted for as expenses in the statement of operations. [SEPT. 1997
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24
.24 Land normally has an unlimited life and would not be amortized.
.25 Most tangible capital assets, however, have limited useful lives. This fact is
recognized by amortizing the cost of tangible capital assets in a rational and
systematic manner over their useful lives. Amortization expense is an
important part of the cost associated with providing government services,
regardless of how the acquisition of tangible capital assets is funded.
Information about a program or activity's total costs is relevant to any
assessment of the benefits the program or activity provides.
.26 Different methods of amortizing a tangible capital asset result in different
patterns of cost recognition. The objective is to provide a systematic and
rational basis for allocating the cost of a tangible capital asset, less any
residual value, over its useful life. A straight-line method reflects a constant
charge for the service as a function of time. A variable charge method
reflects service as a function of usage. Other methods may be appropriate
in certain situations.
.27 Where a government expects the residual value of a tangible capital asset
to be significant, it would be factored into the calculation of amortization.
.28 The useful life of a tangible capital asset depends on its expected use by
the government. Factors to be considered in estimating the useful life of a
tangible capital asset include:
(a) expected future usage;
(b) effects of technological obsolescence;
(c) expected wear and tear from use or the passage of time;
(d) the maintenance program;
(e) studies of similar items retired; and
(f) the condition of existing comparable items.
.29 . The amortization method and estimate of the useful life of the remaining
unamortized portion of a tangible capital asset should be reviewed on a
regular basis and revised when the appropriateness of a change can be
clearly demonstrated. [SEPT. 1997]
.30 Significant events that may indicate a need to revise the amortization
method or the estimate of the remaining useful life of a tangible capital
asset include:
(a) a change in the extent to which the tangible capital asset is used;
(b) a change in the manner in which the tangible capital asset is used;
(c) removal of the tangible capital asset from service for an extended
period of time;
(d) physical damage;
(e) significant technological developments;
(f) a change in the demand for the services provided through use of the
tangible capital asset; and
(g) a change in the law or environment affecting the period of time over
which the tangible capital asset can be used.
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25
Write-downs
.31 . When conditions indicate that a tangible capital asset no longer
contributes to a government's ability to provide goods and services, or that
the value of future economic benefits associated with the tangible capital
asset is less than its net book value, the cost of the tangible capital asset
should be reduced to reflect the decline in the asset's value. [SEPT. 1997]
.32 . The net write-downs of tangible capital assets should be accounted for as
expenses in the statement of operations. [SEPT. 1997
.33 . A write-down should not be reversed. [SEPT. 1997]
.34 A government would write down the cost of a tangible capital asset when it
can demonstrate that the reduction in future economic benefits is expected
to be permanent. Conditions that may indicate that the future economic
benefits associated with a tangible capital asset have been reduced and a
write-down is appropriate include:
(a) a change in the extent to which the tangible capital asset is used;
(b) a change in the manner in which the tangible capital asset is used;
(c) significant technological developments;
(d) physical damage;
(e) removal of the tangible capital asset from service;
(f) a decline in, or cessation of, the need for the services provided by the
tangible capital asset;
(g) a decision to halt construction of the tangible capital asset before it is
complete or in usable or saleable condition; and
(h) a change in the law or environment affecting the extent to which the
tangible capital asset can be used.
.35 The persistence of such conditions over several successive years increases
the probability that a write-down is required unless there is persuasive
evidence to the contrary.
.36 When the tangible capital asset no longer contributes to the government's
ability to provide goods and services, it would be written down to residual
value, if any. This would be appropriate when the government has no
intention of continuing to use the asset in its current capacity, and there is
no alternative use for the asset.
.37 In other circumstances, it will be necessary to estimate the value of
expected remaining future economic benefits. Where a government can
objectively estimate a reduction in the value of the asset's service potential
to the government, and has persuasive evidence that the reduction is
expected to be permanent in nature, the tangible capital asset would be
written down to the revised estimate of the value of the asset's remaining
service potential to the government.
Disposals
.38 . The difference between the net proceeds on disposal of a tangible capital
asset and the net book value of the asset should be accounted for as a
revenue or expense in the statement of operations. [SEPT. 1997
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26
.39 Disposals of government tangible capital assets in the accounting period
may occur by sale, destruction, loss or abandonment. Such disposals
represent a reduction in a government's investment in tangible capital
assets, regardless of how that investment is reported.
PRESENTATION AND DISCLOSURE
.40 . The financial statements should disclose, for each major category of
tangible capital assets and in total:
(a) cost at the beginning and end of the period;
(b) additions in the period;
(c) disposals in the period;
(d) the amount of any write-downs in the period;
(e) the amount of amortization of the costs of tangible capital assets for
the period;
(f) accumulated amortization at the beginning and end of the period; and
(g) net carrying amount at the beginning and end of the period. [APRIL
2005]
.41 Major categories of tangible capital assets would be determined by type of
asset, such as land, buildings, equipment, roads, water and other utility
systems, and bridges.
.42 . Financial statements should also disclose the following information about
tangible capital assets:
(a) the amortization method used, including the amortization period or
rate for each major category of tangible capital asset;
(b) the net book value of tangible capital assets not being amortized
because they are under construction or development or have been
removed from service;
(c) the nature and amount of contributed tangible capital assets received
in the period and recognized in the financial statements;
(d) the nature and use of tangible capital assets recognized at nominal
value;
(e) the nature of the works of art and historical treasures held by the
government; and
(f) the amount of interest capitalized in the period. [SEPT. 1997]
TRANSITIONAL PROVISIONS FOR LOCAL GOVERNMENTS
.43 This Section applies to local governments for fiscal years beginning on or
after January 1, 2009. Earlier adoption is encouraged.
.44 This Section applies to all tangible capital assets.
.45 When, during the period of transition, a local government has information
on some but not all categories of its tangible capital assets, the local
government would disclose information in accordance with PUBLIC SECTOR
GUIDELINE Tangible Capital Assets of Local Governments.
.46 All government tangible capital assets would be recorded in a government's
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27
accounting system according to this Section. The information recorded
would include the actual or estimated original cost of the tangible capital
assets, their estimated useful lives and the related estimated accumulated
amortization. When recording the initial value of a tangible capital asset for
the purposes of applying this Section, consideration would be given to
whether the net book value of the tangible capital asset is in excess of the
future economic benefits expected from its use and, therefore, whether a
write-down is required to establish more appropriate cost and accumulated
amortization amounts for the asset.
.47 When a government does not have historical cost accounting records for its
tangible capital assets, it will need to use other methods to estimate the
cost and accumulated amortization of the assets. It may be possible to
derive information for recording tangible capital assets from records of
government departments that manage those assets. A government would
apply a consistent method of estimating the cost of the tangible capital
assets for which it does not have historical cost records, except in
circumstances where it can be demonstrated that a different method would
provide a more accurate estimate of the cost of a particular type of tangible
capital asset.
.48 Some government tangible capital assets that are still in use by the
government may not have any unamortized cost remaining because of their
age and the amortization period set for that type of tangible capital asset. A
record of such tangible capital assets would, however, need to be set up for
asset control purposes. If a government has the information to estimate the
historical cost and accumulated amortization of such fully amortized assets,
then that information would be recorded in the accounting records. If a
local government does not have this detailed information on its fully
amortized assets, it would disclose them at an initial value equal to their
residual value, where material and previously known. Otherwise it would
disclose them at a nominal value.
Appendix 2
28