ABSTRACT:

Learn about Oracle's market-leading Hyperion Planning applications and the new Public Sector Planning and Budgeting solution that addresses the unique requirements and challenges of public service organizations. Oracle Hyperion planning and budgeting applications are centralized Microsoft Excel and Web-based planning, budgeting, and forecasting solutions that integrate financial and operational planning processes. On this proven platform, your organization can meet its immediate financial planning and budget preparation needs as well as budget publication requirements. This session introduces Oracle's Hyperion Public Sector Planning and Budgeting application with its rich position and employee budgeting, process management and budget publication functionality.

GEVORG ABRAHAMIAN

Gevorg Abrahamian is currently responsible for Oracle's public sector planning and budgeting product management. He joined Oracle Consulting in 1998 and spent the next 6 years implementing budgeting systems for public and private organizations. He has been a member of Oracle’s Product Development organizations since 2004 and most recently championed the creation and release of a new Public Sector Planning and Budgeting module based on Hyperion Planning applications tailored to meet the unique and complex requirements of Public Sector organizations.

Transparency and accountability have become strong themes in government. Social media and open government initiatives have introduced a new risk and reward paradigm for public servant careers and for government organizations. Transparency, in itself, has become a key performance indicator. This presentation explores the effects of social media on risk management in government and how Government 2.0 technology enables managing for results. An updated methodology on calculating open government value will be discussed.

DOUG HADDEN

Doug Hadden is an industry veteran with an extensive experience in enterprise technologies. Hadden has more than 20 years of management, sales, marketing and product management experience at several industry-leading public and private companies, including Standard Register, Delano Technology, Platform Computing, Hummingbird, and Olivetti. Hadden is a recognized expert in strategic planning and technology in government.

As VP Products at FreeBalance, Hadden is responsible for all aspects of global marketing, business development and product management. Hadden is also the Chief Customer Advocate responsible for aligning FreeBalance activities with customer priorities. He holds a BA Honours degree in Political Science from Carleton University.

ABSTRACT:

Internal control frameworks require monitoring but the question remains: how do you do that? The Management Accountability Framework (MAF) in general and the Pay Administration Model (PAM) in particular provide excellent platforms to demonstrate the effectiveness and practicality of using continuous monitoring. 

We will use, as an example, CaseWare Monitor for detecting compliance and control breaches in Human Resources/Payroll processes.  Risk will be assigned to each process and resolution of issues (exceptions) and alerts will be sent to the appropriate groups for action based on their responsibilities and accountabilities.

Using a dashboard, an intuitive but powerful interface, you will be able to visually manage organizational and strategic risks proactively. We will show you how to set up a workflow solution for issues resolution and relevant reporting across the organization to engage accountable staff in achieving internal control and compliance.  With a minimum of effort, the CaseWare Monitor framework can be implemented and maintained without the use of expensive consultants.

FRED WECHSELBERGER

Fred has 24 years of experience working with organizations to help them implement and use software. He has worked with Canada Post, SEC, the UN, the Central Bank of Nigeria, Ministry of Finance Austria and Ministry of Finance Greece as well corporations like GE, GM, American Express, and CitiGroup.  He has travelled North America and Europe presenting at AICPA, IIA, ACFE, Deloitte’s Global Technology Conference in Vienna, Ernest & Young's SAP symposium in Holland, and PWC’s Technology Conference.

ALAIN SOUBLIERE

Alain joined CaseWare International in 2001 as the Product Manager for IDEA where he plays a major role.  Prior to joining CaseWare, he worked for 12 years for the Office of the Auditor General of Canada (OAG).  At the OAG, he conducted IT environment reviews for the Computer Audit Team and as the Project Leader for IDEA he assisted other teams in using auditing software.  Alain is a Certified General Accountant.

ABSTRACT: 

Following the economic crisis, the Canadian Government is determined to have a balanced budget. Considering the size of the deficit (let’s not forget it’s a Canadian record), the targeted reductions of expenses will be aggressive. The “peanut butter” approach will simply not do, rather federal organizations will be required to adopt a strategic approach to plan and manage its resources. 

This session is focussed on a proven approach seeking to question what an organization does and the balance between the needs and the resource allocation. In particular:

• As an organization, are we doing the right things?
• Are we doing them right?
• Are we at risk due to a lack of resources?

• Present an integrated approach to strategic resource planning and budgeting
• A case study
• Use of relevant techniques such as internal and external benchmarking, activity based workforce planning and budgeting, and storyboarding

ABSTRACT: 

Salary and employee related costs often make up a large majority of a department’s operating budget.  It is no surprise, then, that managers want to monitor and forecast anticipated salary expenditures as accurately as possible.  Good salary forecasts provide managers with timely information to help make hiring and compensation decisions, to identify possible budget lapses early in planning process so that in-year reallocation can be made, and to analyze staffing trends.   Yet this is often difficult to do:

• data from HR and Financial ERP systems is not always readily available in a format for analysis and reporting;
• in-year changes in job roles and assignments can be complex and difficult to track;
• capability to do “what-if” scenarios to assess impact of specific events on budgets may be limited; and,
• processes to define the forecasting business drivers, to drive workflow management and to document decisions taken may not be established.