The Child Care Resource Center (CCRC) implemented the eQuip! Enterprise Asset Management system to better track their $4M in physical assets across California offices. Previously, CCRC used an error-prone Access database, but eQuip! provides a hosted, web-based solution connected to purchasing. The implementation was successful due to designating a full-time program manager, developing clear asset management processes, and connecting eQuip! to existing systems. CCRC now saves an estimated 10x the software costs annually through reduced labor and improved asset utilization, inventory audits, and insurance premiums.
This document provides an overview of getting started with IT asset management. Effective IT asset management spans the entire asset lifecycle from procurement to deployment, management, and disposal. It allows organizations to better manage costs, risks, and operational efficiencies related to IT assets. The document recommends starting with a rapid assessment to determine an organization's current IT asset management maturity level and identify priority areas for improvement. It then outlines key components of an effective IT asset management program including linking it to related business processes and using automated tools to manage asset data.
The document summarizes improvements made to operations at a manufacturing plant in Reynosa, Mexico from February 2006 to April 2007. Initial improvements were made in phases and focused on "quick fixes" while more permanent solutions were developed. Key areas of focus included inventory control, cycle counting, accuracy tracking, production control, purchasing, planning, and value stream mapping. Changes such as implementing kanban systems, eliminating excess purchase orders, and analyzing demand data helped reduce inventory levels from $8.5 million to $5.8 million while increasing inventory turns.
The U.S. faces significant and diverse economic risks
from climate change. The signature effects of human-induced
climate change—rising seas, increased damage
from storm surge, more frequent bouts of extreme
heat—all have specific, measurable impacts on our
nation’s current assets and ongoing economic activity.
To date, there has been no comprehensive assessment
of the economic risks our nation faces from the changing
climate. Risky Business: The Economic Risks of Climate
Change to the United States uses a standard risk-assessment
approach to determine the range of potential
consequences for each region of the U.S.—as well as for
selected sectors of the economy—if we continue on our
current path. The Risky Business research focused on the
clearest and most economically significant of these risks:
Damage to coastal property and infrastructure from
rising sea levels and increased storm surge, climate-driven
changes in agricultural production and
energy demand, and the impact of higher temperatures
on labor productivity and public health.
Step by step process for issuance of student pilot certificates using updated...Jason Blair
Step by step with pictures along the way example of how to issue a student pilot certificate using the FAA IACRA system. Includes student registration, CFI review, and issuance example of entire process.
This document provides an overview of getting started with IT asset management. Effective IT asset management spans the entire asset lifecycle from procurement to deployment, management, and disposal. It allows organizations to better manage costs, risks, and operational efficiencies related to IT assets. The document recommends starting with a rapid assessment to determine an organization's current IT asset management maturity level and identify priority areas for improvement. It then outlines key components of an effective IT asset management program including linking it to related business processes and using automated tools to manage asset data.
The document summarizes improvements made to operations at a manufacturing plant in Reynosa, Mexico from February 2006 to April 2007. Initial improvements were made in phases and focused on "quick fixes" while more permanent solutions were developed. Key areas of focus included inventory control, cycle counting, accuracy tracking, production control, purchasing, planning, and value stream mapping. Changes such as implementing kanban systems, eliminating excess purchase orders, and analyzing demand data helped reduce inventory levels from $8.5 million to $5.8 million while increasing inventory turns.
The U.S. faces significant and diverse economic risks
from climate change. The signature effects of human-induced
climate change—rising seas, increased damage
from storm surge, more frequent bouts of extreme
heat—all have specific, measurable impacts on our
nation’s current assets and ongoing economic activity.
To date, there has been no comprehensive assessment
of the economic risks our nation faces from the changing
climate. Risky Business: The Economic Risks of Climate
Change to the United States uses a standard risk-assessment
approach to determine the range of potential
consequences for each region of the U.S.—as well as for
selected sectors of the economy—if we continue on our
current path. The Risky Business research focused on the
clearest and most economically significant of these risks:
Damage to coastal property and infrastructure from
rising sea levels and increased storm surge, climate-driven
changes in agricultural production and
energy demand, and the impact of higher temperatures
on labor productivity and public health.
Step by step process for issuance of student pilot certificates using updated...Jason Blair
Step by step with pictures along the way example of how to issue a student pilot certificate using the FAA IACRA system. Includes student registration, CFI review, and issuance example of entire process.
Culture, Identity & Social Justice: Addressing the Education Equity Imperativ...American Honors
By Dr. Antonette Aragon, Colorado State University
Associate Professor in the School of Education and the Center for Educator Preparation
Visit facultyconference.americanhonors.org
PMUS Granada. Tomo II - Propuestas y plan de acción I. (Páginas 347-462)Movilidad Granada
Plan de Movilidad Urbana Sostenible de la ciudad de Granada.
Ayuntamiento de Granada.
Delegación de Protección Ciudadana y Movilidad.
Tomo II. Propuestas y plan de acción.
This document is the cover of the July/August 2005 issue of Architectural Record magazine. It features an advertisement for Armstrong ceiling systems that can help buildings achieve sophisticated designs and help passengers feel they are traveling in style through airports. The ad highlights Armstrong's MetalWorks and WoodWorks ceiling systems as well as Infusions accent canopies that were used in the redesigned Terminal A of the Barcelona airport.
PMUS Granada. Tomo II - Propuestas y plan de acción I. (Páginas 241-346)Movilidad Granada
Este documento presenta el Plan de Movilidad Urbana Sostenible (PMUS) de la ciudad de Granada. El PMUS tiene como objetivo establecer un nuevo modelo de movilidad para Granada basado en la sostenibilidad. El documento incluye un análisis de la situación actual de la movilidad en la ciudad, identificando fortalezas y áreas de mejora. También propone objetivos y líneas de acción para promover modos de transporte más sostenibles como el transporte público, ir a pie y en bicicleta. El PMUS busca
This document discusses postmodern architecture and its relationship to modernism. It provides background on the emergence of postmodernism in the 1960s as a reaction against modern architecture. Postmodernism incorporated historical details and ornamentation rather than strict modernist styles. The document also discusses debates around postmodernism and how its philosophy was applied in different contexts and time periods. It examines questions around defining and distinguishing modern, postmodern and contemporary architectural styles.
The document discusses various tools that companies use to manage assets effectively, including accounting tools, utilities management systems, service level agreement monitoring tools, and business intelligence tools. Accounting tools ensure assets are properly accounted for, tracked, and verified. Utilities management systems collect operational data from assets. SLA monitoring tools track maintenance responsibilities and commitments. Business intelligence tools analyze data from the other systems to produce useful insights for decision making. Implementing these asset management systems can help companies optimize asset usage and performance while reducing costs.
The audit will review UNCCG's enterprise data warehouse platform over several phases:
1) A mobilization phase to develop audit plans and interview lists.
2) An execution phase to conduct interviews, review documents, and test controls.
3) A reporting phase to draft and finalize audit reports with findings and recommendations.
The audit will focus on data warehouse management, operations, and business integration, and assess risks relating to regulatory compliance, privacy, vendor access, and system availability. Regular communication with management will be maintained throughout the engagement.
This document provides an overview of asset health indices (AHI), which are used to measure the overall health of assets and enable fact-based decision making. It discusses how utilities can use large amounts of asset data and AHI ratings to determine which assets need repair/replacement, optimize maintenance, and predict future failures. The document also outlines best practices for developing an AHI, including identifying critical asset classes, determining key failure factors, and calculating ratings based on weighted data elements. Implementing AHI is presented as an important part of overall asset management that can improve reliability and reduce costs.
The document summarizes key points from a critical infrastructure security workshop presented by Drew Williams. It discusses defining critical infrastructure and the scope of governance, risk management, and compliance (GRC) in the Asia-Pacific region. It also profiles different critical infrastructure sectors in Malaysia and identifies common fail points that can undermine GRC strategies. The workshop provided an overview of trends, best practices, and a maturity model to help organizations develop effective long-term GRC roadmaps.
The document provides an operational assessment of the Indiana Bureau of Motor Vehicles (BMV) conducted by BKD. Key findings include:
1) Indiana's legislative authority for BMV fees and taxes is overly complex and ambiguous, creating compliance risks.
2) The BMV lacks centralized governance and oversight of ongoing compliance with legislation.
3) The BMV's information system (STARS) does not adequately support business processes and users rely on workarounds.
4) The BMV lacks independent monitoring and oversight of its central office operations.
The document discusses asset lifecycle management and outlines the four main stages: 1) procuring an asset, 2) enablement and calibration, 3) management and optimization, and 4) disposal and evaluation. It provides an overview of each stage in the lifecycle, highlighting key processes like determining requirements, setting specifications, integration, and accounting procedures. The overall asset lifecycle management strategy aims to obtain optimal productivity from assets and reduce costs to increase financial returns for a company.
The document discusses asset lifecycle management and outlines the four main stages: 1) procuring an asset, 2) enablement and calibration, 3) management and optimization, and 4) disposal and evaluation. It provides an overview of each stage in the lifecycle, highlighting key processes like determining requirements, setting specifications, integration, and accounting procedures. The overall asset lifecycle management strategy aims to obtain optimal productivity from assets and reduce costs to increase financial returns for a company.
Re-imagining Asset Management with Internet of Things - A Whitepaper by Rapid...RapidValue
A lot has been said about ways in which Internet of Things (IoT) can transform companies. Mind numbing figures in expected savings and CXO surveys showing that majority is already investing or planning to invest in IoT make it a ‘must look at’ initiative. The moment Internet of Things is brought into an industrial perspective; the benefits are either in one or more of these realms: increasing efficiency, reducing cost or
improving customer experience. Industrial Internet of Things (IIoT) has now become a common word in the enterprise arena.
Industrial Internet of Things (IIoT) has now become a common word in the enterprise arena. Technology companies and service providers are increasingly bombarding companies with innovative solutions and ways on how they can connect things to radically change their business operations.
This paper emphasizes the importance of a Smart Asset Management system in Industrial IoT, its advantages over a traditional solution and the components of smart asset management system explained with real-world scenarios.
The document summarizes the development of a mobile analytics application by the Civil Aviation Safety Authority of Australia (CASA) to provide critical safety information to inspectors in the field. Key points:
1) CASA identified a need for inspectors to access all relevant information about aircraft, operators, and permissions during inspections, which was delayed by lack of a consolidated view.
2) An agile development process was used to quickly build a minimum viable product accessing CASA's data warehouse through mobile devices.
3) After an initial 2-week iteration, the tool provided inspectors access to 90% of needed information instantly, saving an estimated $2 million annually in inefficiencies.
Why Data Quality is Key To Solvency IIcolinrickard
The document discusses the Solvency II regulatory requirements for insurers related to data quality. It summarizes findings from a regulatory review that found most insurers are not adequately prepared to meet Solvency II data quality standards. Insurers need to invest in formal data governance programs, establish dedicated data quality roles, and ensure data quality oversight and reporting at the board level. Technology solutions will be required to automate data quality monitoring and reporting to regulators.
Indian CST's GPMS Products Portfolio 2015Raja Seevan
This document provides an overview of products and services offered by Indian CST, including their Global Project Management System (GPMS). GPMS is a cloud-based project management tool that aims to increase efficiency, transparency, and accountability in government projects. It uses best practices and crowd-sourcing to analyze information and transform it into actionable intelligence. Key features include metrics tracking to monitor goals over time, gap analysis between current and desired states, and strategies to address challenges commonly seen in construction projects. The system aims to improve documentation, reduce risks, support decision making, and ensure quality.
The document discusses how several clients have used Protiviti's Governance Portal to improve their governance, risk, and compliance programs. It provides details on five client cases:
1) An insurer launched a combined assurance initiative with the Portal to consolidate risk, audit, and financial control activities into a single system. This increased visibility and reduced costs.
2) A media company used the Portal to consolidate its risk assessment and internal audit functions across 750 entities. Pilot programs helped optimize the Portal for its needs.
3) A coal company established its entire risk and internal audit framework on the Portal for increased efficiency.
4) A manufacturer used the Portal to streamline SOX compliance activities and field aud
Equipment management best practicesfor federal granteesJackie Luo
This document discusses equipment management best practices for organizations receiving federal grants. It notes that proper equipment management is required by federal regulations to prevent loss and theft. One story describes a school system missing $48 million in equipment. The document outlines requirements for recording purchases, use, inventory reports, disposal, and insurance of equipment. It identifies challenges in meeting these requirements and provides best practices such as designating an executive owner and conducting routine audits. The document lists signs that an organization needs help with equipment management, such as using Excel to track assets and failing audits. It emphasizes the importance of people, process, and technology in effective equipment management.
The document discusses Whirlpool's supply chain challenges in the early 2000s when it was experiencing declining delivery performance due to inconsistent inventory, inefficient systems integration across its global locations, and forecasting errors. This caused availability to fall below industry levels. Whirlpool implemented a new centralized IT system for master scheduling, inventory management, and planning which led to 50% lower forecast errors, 20% less inventory, and availability increasing to 97%. The document also defines supply chain management, describes the objectives and decisions involved, and explains the design, planning, and operational phases of supply chain management.
The document discusses Camber Corporation's implementation of the eQuip! enterprise asset management system to manage their government property. Some key points:
- Camber was previously using IBM Maximo but it did not meet their needs for managing government property requirements.
- eQuip! was selected because it could support FAR/DFAR requirements, was easy to use, generate customized reports, and produce forms automatically.
- eQuip! has been deployed enterprise-wide and users have been trained on the new system.
- Lessons learned included documenting processes, managing IT resources, and integrating eQuip! with their purchasing system.
Culture, Identity & Social Justice: Addressing the Education Equity Imperativ...American Honors
By Dr. Antonette Aragon, Colorado State University
Associate Professor in the School of Education and the Center for Educator Preparation
Visit facultyconference.americanhonors.org
PMUS Granada. Tomo II - Propuestas y plan de acción I. (Páginas 347-462)Movilidad Granada
Plan de Movilidad Urbana Sostenible de la ciudad de Granada.
Ayuntamiento de Granada.
Delegación de Protección Ciudadana y Movilidad.
Tomo II. Propuestas y plan de acción.
This document is the cover of the July/August 2005 issue of Architectural Record magazine. It features an advertisement for Armstrong ceiling systems that can help buildings achieve sophisticated designs and help passengers feel they are traveling in style through airports. The ad highlights Armstrong's MetalWorks and WoodWorks ceiling systems as well as Infusions accent canopies that were used in the redesigned Terminal A of the Barcelona airport.
PMUS Granada. Tomo II - Propuestas y plan de acción I. (Páginas 241-346)Movilidad Granada
Este documento presenta el Plan de Movilidad Urbana Sostenible (PMUS) de la ciudad de Granada. El PMUS tiene como objetivo establecer un nuevo modelo de movilidad para Granada basado en la sostenibilidad. El documento incluye un análisis de la situación actual de la movilidad en la ciudad, identificando fortalezas y áreas de mejora. También propone objetivos y líneas de acción para promover modos de transporte más sostenibles como el transporte público, ir a pie y en bicicleta. El PMUS busca
This document discusses postmodern architecture and its relationship to modernism. It provides background on the emergence of postmodernism in the 1960s as a reaction against modern architecture. Postmodernism incorporated historical details and ornamentation rather than strict modernist styles. The document also discusses debates around postmodernism and how its philosophy was applied in different contexts and time periods. It examines questions around defining and distinguishing modern, postmodern and contemporary architectural styles.
The document discusses various tools that companies use to manage assets effectively, including accounting tools, utilities management systems, service level agreement monitoring tools, and business intelligence tools. Accounting tools ensure assets are properly accounted for, tracked, and verified. Utilities management systems collect operational data from assets. SLA monitoring tools track maintenance responsibilities and commitments. Business intelligence tools analyze data from the other systems to produce useful insights for decision making. Implementing these asset management systems can help companies optimize asset usage and performance while reducing costs.
The audit will review UNCCG's enterprise data warehouse platform over several phases:
1) A mobilization phase to develop audit plans and interview lists.
2) An execution phase to conduct interviews, review documents, and test controls.
3) A reporting phase to draft and finalize audit reports with findings and recommendations.
The audit will focus on data warehouse management, operations, and business integration, and assess risks relating to regulatory compliance, privacy, vendor access, and system availability. Regular communication with management will be maintained throughout the engagement.
This document provides an overview of asset health indices (AHI), which are used to measure the overall health of assets and enable fact-based decision making. It discusses how utilities can use large amounts of asset data and AHI ratings to determine which assets need repair/replacement, optimize maintenance, and predict future failures. The document also outlines best practices for developing an AHI, including identifying critical asset classes, determining key failure factors, and calculating ratings based on weighted data elements. Implementing AHI is presented as an important part of overall asset management that can improve reliability and reduce costs.
The document summarizes key points from a critical infrastructure security workshop presented by Drew Williams. It discusses defining critical infrastructure and the scope of governance, risk management, and compliance (GRC) in the Asia-Pacific region. It also profiles different critical infrastructure sectors in Malaysia and identifies common fail points that can undermine GRC strategies. The workshop provided an overview of trends, best practices, and a maturity model to help organizations develop effective long-term GRC roadmaps.
The document provides an operational assessment of the Indiana Bureau of Motor Vehicles (BMV) conducted by BKD. Key findings include:
1) Indiana's legislative authority for BMV fees and taxes is overly complex and ambiguous, creating compliance risks.
2) The BMV lacks centralized governance and oversight of ongoing compliance with legislation.
3) The BMV's information system (STARS) does not adequately support business processes and users rely on workarounds.
4) The BMV lacks independent monitoring and oversight of its central office operations.
The document discusses asset lifecycle management and outlines the four main stages: 1) procuring an asset, 2) enablement and calibration, 3) management and optimization, and 4) disposal and evaluation. It provides an overview of each stage in the lifecycle, highlighting key processes like determining requirements, setting specifications, integration, and accounting procedures. The overall asset lifecycle management strategy aims to obtain optimal productivity from assets and reduce costs to increase financial returns for a company.
The document discusses asset lifecycle management and outlines the four main stages: 1) procuring an asset, 2) enablement and calibration, 3) management and optimization, and 4) disposal and evaluation. It provides an overview of each stage in the lifecycle, highlighting key processes like determining requirements, setting specifications, integration, and accounting procedures. The overall asset lifecycle management strategy aims to obtain optimal productivity from assets and reduce costs to increase financial returns for a company.
Re-imagining Asset Management with Internet of Things - A Whitepaper by Rapid...RapidValue
A lot has been said about ways in which Internet of Things (IoT) can transform companies. Mind numbing figures in expected savings and CXO surveys showing that majority is already investing or planning to invest in IoT make it a ‘must look at’ initiative. The moment Internet of Things is brought into an industrial perspective; the benefits are either in one or more of these realms: increasing efficiency, reducing cost or
improving customer experience. Industrial Internet of Things (IIoT) has now become a common word in the enterprise arena.
Industrial Internet of Things (IIoT) has now become a common word in the enterprise arena. Technology companies and service providers are increasingly bombarding companies with innovative solutions and ways on how they can connect things to radically change their business operations.
This paper emphasizes the importance of a Smart Asset Management system in Industrial IoT, its advantages over a traditional solution and the components of smart asset management system explained with real-world scenarios.
The document summarizes the development of a mobile analytics application by the Civil Aviation Safety Authority of Australia (CASA) to provide critical safety information to inspectors in the field. Key points:
1) CASA identified a need for inspectors to access all relevant information about aircraft, operators, and permissions during inspections, which was delayed by lack of a consolidated view.
2) An agile development process was used to quickly build a minimum viable product accessing CASA's data warehouse through mobile devices.
3) After an initial 2-week iteration, the tool provided inspectors access to 90% of needed information instantly, saving an estimated $2 million annually in inefficiencies.
Why Data Quality is Key To Solvency IIcolinrickard
The document discusses the Solvency II regulatory requirements for insurers related to data quality. It summarizes findings from a regulatory review that found most insurers are not adequately prepared to meet Solvency II data quality standards. Insurers need to invest in formal data governance programs, establish dedicated data quality roles, and ensure data quality oversight and reporting at the board level. Technology solutions will be required to automate data quality monitoring and reporting to regulators.
Indian CST's GPMS Products Portfolio 2015Raja Seevan
This document provides an overview of products and services offered by Indian CST, including their Global Project Management System (GPMS). GPMS is a cloud-based project management tool that aims to increase efficiency, transparency, and accountability in government projects. It uses best practices and crowd-sourcing to analyze information and transform it into actionable intelligence. Key features include metrics tracking to monitor goals over time, gap analysis between current and desired states, and strategies to address challenges commonly seen in construction projects. The system aims to improve documentation, reduce risks, support decision making, and ensure quality.
The document discusses how several clients have used Protiviti's Governance Portal to improve their governance, risk, and compliance programs. It provides details on five client cases:
1) An insurer launched a combined assurance initiative with the Portal to consolidate risk, audit, and financial control activities into a single system. This increased visibility and reduced costs.
2) A media company used the Portal to consolidate its risk assessment and internal audit functions across 750 entities. Pilot programs helped optimize the Portal for its needs.
3) A coal company established its entire risk and internal audit framework on the Portal for increased efficiency.
4) A manufacturer used the Portal to streamline SOX compliance activities and field aud
Equipment management best practicesfor federal granteesJackie Luo
This document discusses equipment management best practices for organizations receiving federal grants. It notes that proper equipment management is required by federal regulations to prevent loss and theft. One story describes a school system missing $48 million in equipment. The document outlines requirements for recording purchases, use, inventory reports, disposal, and insurance of equipment. It identifies challenges in meeting these requirements and provides best practices such as designating an executive owner and conducting routine audits. The document lists signs that an organization needs help with equipment management, such as using Excel to track assets and failing audits. It emphasizes the importance of people, process, and technology in effective equipment management.
The document discusses Whirlpool's supply chain challenges in the early 2000s when it was experiencing declining delivery performance due to inconsistent inventory, inefficient systems integration across its global locations, and forecasting errors. This caused availability to fall below industry levels. Whirlpool implemented a new centralized IT system for master scheduling, inventory management, and planning which led to 50% lower forecast errors, 20% less inventory, and availability increasing to 97%. The document also defines supply chain management, describes the objectives and decisions involved, and explains the design, planning, and operational phases of supply chain management.
The document discusses Camber Corporation's implementation of the eQuip! enterprise asset management system to manage their government property. Some key points:
- Camber was previously using IBM Maximo but it did not meet their needs for managing government property requirements.
- eQuip! was selected because it could support FAR/DFAR requirements, was easy to use, generate customized reports, and produce forms automatically.
- eQuip! has been deployed enterprise-wide and users have been trained on the new system.
- Lessons learned included documenting processes, managing IT resources, and integrating eQuip! with their purchasing system.
The document discusses improving collaboration in the construction industry. It recommends that clients, suppliers, and the government work together through approaches like:
1) Developing project teams and strategies with client involvement to manage risks and costs.
2) Improving skills as a construction client and recognizing how early engagement impacts decisions.
3) Seeking efficiencies and better ways of working from suppliers that understand clients' businesses.
4) Complying with Construction Commitments guidelines in six areas like procurement, sustainability, and health and safety.
5) Sandwell's proposed online certification service would provide vetting, compliance verification, and performance analytics to facilitate collaboration across the industry.
Project Execution involves managing people, machines, and materials. This document focuses on managing the human and material aspects of Project Execution. It discusses ensuring proper finance and requirements are met when setting up and closing Project Execution to avoid high turnover and low profits. It also outlines the key departments of Production Planning and Control (PPC) and Credit Control, and their roles in planning production, controlling inventory, and managing payments.
BSA520 v4Gail Industries Case StudyBSA520 v4Page 6 of 6.docxcurwenmichaela
BSA/520 v4
Gail Industries Case Study
BSA/520 v4
Page 6 of 6
Gail Industries: Smallville Collections Processing Entity Case Study
This case study will be used to complete your assignments throughout the course. Some sections of the case study will be necessary in multiple assignments. See the assignment instructions for specific assignment requirements.Introduction to Gail Industries
Gail Industries is a partner to many Fortune 1000 companies and governments around the world. Gail Industries’ role is to manage essential aspects of their clients’ operations while interacting with and supporting the people their clients serve. They manage millions of digital transactions every day for various back office processing contracts.
One of Gail Industries’ clients is the city of Smallville. Smallville, despite its name, is a metropolis seated in the heart of the nation. The city has 2.5 million residents, and the greater Smallville metropolitan area has a population of about 4 million people.Overview of the Operations of Smallville Collections Processing Entity (SCOPE) Summary of Services Provided
Collections Processing
The Smallville Collections Processing Entity (SCOPE) provides collections processing services to the city of Smallville. SCOPE receives tax payments, licensing fees, parking tickets, and court costs for this major municipality. The city of Smallville sends out invoices and other collections notices, and SCOPE processes payments received through the mail, through an online payment website, and through an interactive voice response (IVR) system. Payments are in the form of checks, debit cards, and credit cards. After processing invoices, SCOPE deposits the monies into the bank account for the city.
SCOPE is responsible for ensuring the security of the mail that comes into the possession of all employees, subcontractors, and agents at its processing facility, located within Smallville. Controls and procedures for money and mail handling are established by SCOPE to ensure payments are accounted for, from the earliest point received through processing and deposit. These controls and procedures provide:
1. Assurances for proper segregation of duties
2. The design and use of satisfactory documentation to ensure proper recording of transactions
3. The safeguarding of access to and use of all assets and records
4. Independent checks on performance
Payment Receipt
The purpose of collections processing is to receive and process various types of payments, post the payment data to the Central Collections System (CCS), and deposit the accompanying funds in the Smallville bank account. This process includes the following types of payment receipts:
· Regular mail – paper checks only
· Website – credit and debit card payments; electronic checks
· IVR – credit and debit card payments
Mail Delivery
A bonded courier picks up the payments from the United States Postal Service (USPS) facility in Smallville. SCOPE uses a subcontractor for courier servic.
BSA520 v4Gail Industries Case StudyBSA520 v4Page 6 of 6.docxjasoninnes20
BSA/520 v4
Gail Industries Case Study
BSA/520 v4
Page 6 of 6
Gail Industries: Smallville Collections Processing Entity Case Study
This case study will be used to complete your assignments throughout the course. Some sections of the case study will be necessary in multiple assignments. See the assignment instructions for specific assignment requirements.Introduction to Gail Industries
Gail Industries is a partner to many Fortune 1000 companies and governments around the world. Gail Industries’ role is to manage essential aspects of their clients’ operations while interacting with and supporting the people their clients serve. They manage millions of digital transactions every day for various back office processing contracts.
One of Gail Industries’ clients is the city of Smallville. Smallville, despite its name, is a metropolis seated in the heart of the nation. The city has 2.5 million residents, and the greater Smallville metropolitan area has a population of about 4 million people.Overview of the Operations of Smallville Collections Processing Entity (SCOPE) Summary of Services Provided
Collections Processing
The Smallville Collections Processing Entity (SCOPE) provides collections processing services to the city of Smallville. SCOPE receives tax payments, licensing fees, parking tickets, and court costs for this major municipality. The city of Smallville sends out invoices and other collections notices, and SCOPE processes payments received through the mail, through an online payment website, and through an interactive voice response (IVR) system. Payments are in the form of checks, debit cards, and credit cards. After processing invoices, SCOPE deposits the monies into the bank account for the city.
SCOPE is responsible for ensuring the security of the mail that comes into the possession of all employees, subcontractors, and agents at its processing facility, located within Smallville. Controls and procedures for money and mail handling are established by SCOPE to ensure payments are accounted for, from the earliest point received through processing and deposit. These controls and procedures provide:
1. Assurances for proper segregation of duties
2. The design and use of satisfactory documentation to ensure proper recording of transactions
3. The safeguarding of access to and use of all assets and records
4. Independent checks on performance
Payment Receipt
The purpose of collections processing is to receive and process various types of payments, post the payment data to the Central Collections System (CCS), and deposit the accompanying funds in the Smallville bank account. This process includes the following types of payment receipts:
· Regular mail – paper checks only
· Website – credit and debit card payments; electronic checks
· IVR – credit and debit card payments
Mail Delivery
A bonded courier picks up the payments from the United States Postal Service (USPS) facility in Smallville. SCOPE uses a subcontractor for courier servic ...
BSA520 v4Gail Industries Case StudyBSA520 v4Page 6 of 6.docx
CaseStudy_CCRC_July2015
1. Enterprise Asset Management Case Studies Series -- July’2015
1
Implementing the eQuip! Enterprise Asset Management system in Child Care
Resource Center (CCRC)
Contents
...............................................................................................................1
Implementing the eQuip! Enterprise Asset Management system in Child Care Resource Center (CCRC) ..1
CCRC At-a-Glance......................................................................................................................................2
Challenges in Tracking Physical Assets......................................................................................................2
Selecting an Enterprise Asset Management System ................................................................................4
Implementing the eQuip! System at CCRC – Key Success Factors............................................................4
Value from Deploying an Enterprise Asset Management System............................................................5
2. eQuip! for Enterprise Asset Management Case Study Series -- July’2015
2
CCRC At-a-Glance
The Child Care Resource
Center, Inc.
(www.CCRCCA.org) is a
California based non-profit
organization, with offices
distributed in the state of
California.
Since 1976, it has been
providing support to the
entire ecosystems of child
care, including parents, child
care providers and children.
It connects parents to quality
child care, supports child
care providers through
training, professional
development and technical
assistance, and helps parents
to achieve economic,
personal, and social
outcomes.
CCRC receives most of its
revenue from federal and
state grants. In 2013, CCRC’s
total revenue was $110M, of
which $92M was from
federal and state grants. In
the 2013 Financial
Statement, CCRC owned
about $4M in physical assets
and equipment, including
computer equipment and
software, furniture and
fixture, office equipment,
leasehold improvements and
vehicles.
Challenges in Tracking Physical Assets
With its offices distributed throughout the state of California,
keeping track of all the physical equipment and assets is
challenging. While CCRC uses a financial accounting system to
track the purchases, it was using a home grown Microsoft Access
Database to track these assets. Two major problems with using
the Access Database:
1. Information in the database is not always accurate. Since the
information is manually pulled from difference sources,
there could be errors due to manual data entries, or there
could be missing critical information such as purchase data,
price, funding sources, etc.
2. Information in the database is not always up to date. Assets
move and their conditions change but the Access Database
doesn’t always get updated. So it is difficult for the Facility
Management team to know what they have, where they are,
at any point of time.
The lack of an automated asset management system has
presented challenges for CCRC to produce periodic inventory
reports to funding organizations and insurance companies.
1. As a recipient of federal and state grants, CCRC is required
to comply with the various state and federal regulations in
control, safeguards, and disposal of equipment.
2. As a recipient of these grants, CCRC is required to have
insurance coverage on most physical assets, even those
below the normal capitalization threshold. Insurance
companies require annual report on assets, their detailed
information (so they can determine the recovery costs),
and their location.
3. To exercise prudent financial management, CCRC requires
its internal team to track the physical assets, their costs,
and funding sources regularly.
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For example, the following are the stipulations in the California state regulation with regards to the
Control, Safeguards, and Disposal of Equipment Purchased with State and Federal Consolidated
Application Funds.
(a) Equipment, as defined in the California
State Accounting Manual, purchased with
state consolidated application funds, and
expendable and nonexpendable personal
property, as defined in Title 45, Code of
Federal Regulations, Part 100.1,
purchased with federal consolidated
application funds, shall be retained by the
recipient district as long as there is a need
for such property to accomplish the
purpose of the project.
(b) All equipment purchased with consolidated
application funds provided under
consolidated application programs shall be
subject to property management standards
maintained by the recipient district,
including, but not limited to, the following
controls:
1. Records.
An up to date inventory of each item of
equipment shall be kept at the district
office and at the appropriate school site.
The inventory shall include:
i. A description.
ii. Identification number.
iii. Acquisition date and original cost.
iv. Funding source.
v. Location.
vi. Ultimate disposition, including sale
price or method used to determine current
fair market value.
2. Labeling.
Each equipment item shall have a label
that contains the name of the project, the
identification number, and the name of the
district.
3. Disposal.
Equipment purchased with federal or state
funds and no longer needed for project
purposes may be taken off the
consolidated application inventory list in
accordance with existing federal
regulations governing the disposal of
equipment purchased with federal
consolidated application funds.
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Selecting an Enterprise Asset
Management System
In 2014, the senior management team at CCRC
started to look for a solution to address these
challenges. They decided that the solution
needs to meet the following criteria:
1. Web based, hosted solution
2. Track not only the location of
physical assets, but also the funding
sources of these equipment
3. Connect with its purchasing system
to streamline data entries
4. Low cost
The management team were looking for
Commercial Off the Shelf (COTS) providers to
bring the best technology with embedded asset
management best practices. While being open
minded for more features and functionality,
they were looking for a solution that provides at
minimum the following features
Track the physical location of assets real
time
Connect with mobile scanners to support
field based inventory audits
Track the financial and contractual
information of assets: purchase costs,
funding sources, leasehold improvements,
maintenance costs, warranty information,
etc.
Keep track of the history of assets, from
purchase to disposal
Manage reports to support all the
requirements from federal and state
funding organizations
After evaluating many COTS software solutions,
the CCRC management team selected the
eQuip! Enterprise Asset Management system.
In the words of Michael Kinal, Director of Real
Estate and Facilities, CCRC, the key reasons
they selected the eQuip! system are the “the
flexibility of the application in customizing
reports and connecting with the purchasing
system.”
Implementing the eQuip! System at CCRC
– Key Success Factors
The first phase of implementing the eQuip!
asset management system at CCRC includes
data import, user set up, role configuration,
customized reports, mobile scanner set up, and
user training. It took less than 4 months for the
implementation of the first phase.
The top contributing factor to this rapid
implementation was CCRC’s decision to
designate a full time program manager.
“CCRC made a very wise investment in
hiring an outside program manager David
Borostyan. David was also able to
collaborate with different departments
inside CCRC effectively. Because he didn’t
have any other agenda, he could focus on
leveraging the eQuip! system to its full
capability.” -- Jackie Luo, CEO, E-ISG Asset
Intelligence
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As the program manager, David has developed
a comprehensive process document for the
asset management process, including purchase,
record, tagging, transfer, retirement. That has
become the guiding document in the
implementation and user training.
“It is very important for any organization to
start with the process, clarify roles and
responsibilities in each step of the process, and
use technology to support these processes.” --
Jackie Luo, CEO, E-ISG Asset Intelligence
Some other factors that have also contributed
to the quick implementation:
1. Connect the eQuip! asset
management system to the
purchasing system.
2. Have a great hardware vendor as a
partner makes a big difference.
3. Organize multiple training during
the implementation is key to ease
the adoption of a new system.
Value from Deploying an Enterprise Asset Management System
After the implementation of the eQuip! Enterprise Asset Management system was completed at
CCRC, program manager David Borostyan did a comprehensive analysis on the value this program is
bringing to the organization. Most of the value comes from reduced labor hours spent in various
activities. The total annual savings is estimated to be 10x the cost of the subscription to the software. A
lot of the savings is not anticipated before CCRC implemented the system.
Top areas of the savings include:
1. Capture mistakes in assigning the wrong funding codes or asset category codes to items early on
and correct them – ~ 40% of total savings
2. Better utilization of assets, reduce excess inventory -- ~17% of total savings
3. Better management and visibility to inventory audit activities – ~13% of total savings
4. Savings in insurance premium due to accurate asset records
5. Savings in labor hours across Finance, Facility, and IT to pull together annual reports
About E-ISG Asset Intelligence
We provide out-of-box software solutions and implementation services for managing enterprise
assets. Our software can be installed on premise or delivered as Software as a Solution. Our software is
Flexible, Extendable and Mobile. To find out more, please call our sales team at 1-866-845-2416, or
visit www.e-isg.com.