The document provides information about ReqtoCheckStat, a performance management system used by the City of New Orleans to improve contracting processes. It discusses requisition approval times, conversion of requisitions to purchase orders, and status of bids and requests for proposals. Data on these metrics from November 15th to December 15th is presented, showing areas where goals were met and opportunities for improvement. The system is intended to foster accountability and transparency in contracting.
The document provides an overview of the City of New Orleans' ReqtoCheckStat performance management program. The program aims to improve transparency and accountability in the city's contracting processes, from requisition of funds to payment for services. Key details include:
- ReqtoCheckStat involves monthly meetings where officials review data on goals and hold departments accountable for results in contracting.
- Requisition approval times increased in the reporting period due to seasonal volume and technical issues, though the number approved within targets is improving.
- The procurement queue decreased despite increased volume, and most requisitions are converted to purchase orders within 4 days.
ReqtoCheckStat is the City of New Orleans' performance management tool for the entire process of purchasing outside services—from procurement, to routing contracts, to paying invoices on time.
1. The document is a context diagram that shows the flow of information between an iKnow Company and its external entities, like customers and common carriers.
2. It depicts the key processes in iKnow's order entry, billing, shipping, and accounts receivable systems. These include order processing, credit checking, invoice preparation, order fulfillment, payment processing and sales reporting.
3. The major external entities that interact with iKnow's systems are customers, who place orders and make payments, and common carriers, who transport finished goods. Information flows between these entities and iKnow's internal systems and databases.
An embryo develops in the womb over several weeks. It receives nutrients from the yolk sac at first, then the umbilical cord. While floating calmly in the uterus, the embryo grows limbs by 16 weeks and can move its hands and feet, though the mother cannot see this. By 24 weeks, the lungs are almost fully formed and the embryo could survive if born, blinking its eyes and sucking its fingers. After 9 months of development from a single cell, the fetus is ready to be born.
This document summarizes New Orleans' ReqtoCheckStat performance management program for April 2022. It provides data on key stages of the city's contracting process, including requisition approval times, procurement processing, and DBE compliance. Overall, the numbers of open requisitions, RFPs, and bids decreased slightly. The percentage of contracts awarded to DBE vendors exceeded the 35% target for the year so far.
ReqtoCheckStat is the City of New Orleans' performance management tool for the entire process of purchasing outside services—from procurement, to routing contracts, to paying invoices on time.
ReqtoCheckStat is the City’s performance management tool for the entire process of purchasing outside services—from procurement, to routing contracts, to paying invoices on time.
The document outlines strategies for increasing service revenue from Oracle service contracts. It discusses implementing strategies like improving the customer renewal process and rates through tools in Oracle E-Business Suite Release 12, which allow for flexible assignment rules and an online acceptance portal. It also discusses leveraging capabilities like contract segmentation, evergreen renewals, and online renewals to reduce contract leakage and uplift renewal rates. Finally, it provides an overview of how Oracle has implemented service contracts globally on a single instance to streamline administration and contract management.
The document provides an overview of the City of New Orleans' ReqtoCheckStat performance management program. The program aims to improve transparency and accountability in the city's contracting processes, from requisition of funds to payment for services. Key details include:
- ReqtoCheckStat involves monthly meetings where officials review data on goals and hold departments accountable for results in contracting.
- Requisition approval times increased in the reporting period due to seasonal volume and technical issues, though the number approved within targets is improving.
- The procurement queue decreased despite increased volume, and most requisitions are converted to purchase orders within 4 days.
ReqtoCheckStat is the City of New Orleans' performance management tool for the entire process of purchasing outside services—from procurement, to routing contracts, to paying invoices on time.
1. The document is a context diagram that shows the flow of information between an iKnow Company and its external entities, like customers and common carriers.
2. It depicts the key processes in iKnow's order entry, billing, shipping, and accounts receivable systems. These include order processing, credit checking, invoice preparation, order fulfillment, payment processing and sales reporting.
3. The major external entities that interact with iKnow's systems are customers, who place orders and make payments, and common carriers, who transport finished goods. Information flows between these entities and iKnow's internal systems and databases.
An embryo develops in the womb over several weeks. It receives nutrients from the yolk sac at first, then the umbilical cord. While floating calmly in the uterus, the embryo grows limbs by 16 weeks and can move its hands and feet, though the mother cannot see this. By 24 weeks, the lungs are almost fully formed and the embryo could survive if born, blinking its eyes and sucking its fingers. After 9 months of development from a single cell, the fetus is ready to be born.
This document summarizes New Orleans' ReqtoCheckStat performance management program for April 2022. It provides data on key stages of the city's contracting process, including requisition approval times, procurement processing, and DBE compliance. Overall, the numbers of open requisitions, RFPs, and bids decreased slightly. The percentage of contracts awarded to DBE vendors exceeded the 35% target for the year so far.
ReqtoCheckStat is the City of New Orleans' performance management tool for the entire process of purchasing outside services—from procurement, to routing contracts, to paying invoices on time.
ReqtoCheckStat is the City’s performance management tool for the entire process of purchasing outside services—from procurement, to routing contracts, to paying invoices on time.
The document outlines strategies for increasing service revenue from Oracle service contracts. It discusses implementing strategies like improving the customer renewal process and rates through tools in Oracle E-Business Suite Release 12, which allow for flexible assignment rules and an online acceptance portal. It also discusses leveraging capabilities like contract segmentation, evergreen renewals, and online renewals to reduce contract leakage and uplift renewal rates. Finally, it provides an overview of how Oracle has implemented service contracts globally on a single instance to streamline administration and contract management.
We work with companies to reduce their cash flow risk and automate the monthly draw process.
*Transparency into where your money is going
*Simplifies compliance management and payment holds
*Proactive and automated lien waiver collection tied directly to payment
*Provides real-time reports across project portfolio financing AP/AR, liens and cash flow risk.
The document provides an overview of the state's supply chain processes including eProcurement, purchasing, receiving, vendor contracts, and catalog management. It describes the key steps and roles in each process. For example, it explains that eProcurement allows users to create online requisitions and pull items from contracted catalogs, and that purchase orders are created from approved requisitions and can be used to order items by description. It also lists some frequently used reports to monitor purchasing activity and balances.
The document discusses Oracle's capabilities for procurement of complex services. It defines complex services and outlines Oracle's end-to-end process for handling complex procurements from requesting services to tracking progress and processing payments according to negotiated terms. Key areas covered include creating RFQs, authoring contracts with provisions for advances, payment schedules, and retainage, and integrating supplier confirmations and invoicing with accounting and projects modules. The presentation provides a case study example and highlights benefits of Oracle's functionality for streamlining complex procurement processes.
This document provides guidance on navigating the workflow process in Core-CT for requisitions, purchase orders, and vouchers. It explains that requisitions must be approved by an amount approver, budget approver, and purchasing approver. The number of required approvers depends on the dollar amount. It also describes how to check the approval status of a transaction, how self-approval works, and how to use the manual approval process.
1) The document discusses Uganda's Small Towns Water Project which uses an Output-Based Aid (OBA) approach to improve water access in small towns and rural growth centers.
2) Under the project, private operators were engaged via design-build-operate contracts to extend water services to an additional 45,000 people across 10 towns.
3) Initial results found an average 20% efficiency gain through competitive bidding. Connections are being delivered, though some sites have faced slower construction than planned. Access to upfront financing remains a challenge.
1) The document discusses Uganda's Small Towns Water Project which uses an Output-Based Aid (OBA) approach to improve water access in small towns and rural growth centers.
2) Under the project, private operators were engaged via design-build-operate contracts to extend water services to an additional 45,000 people across 10 towns.
3) Initial results found an average 20% efficiency gain through competitive bidding. Construction is nearing completion across all sites, with some connections already verified and tariffs embedded in contracts to ensure long-term sustainability.
The document describes Seioglobal's change management process for projects. It includes a three stage change request process beginning with a client or discovery initiated change request form (CRF). This leads to a change response report (CRR) prepared by Seioglobal detailing the impact of the change. The CRR is approved or rejected by a change control board comprising client and Seioglobal members. The document also outlines Seioglobal's iterative development methodology used to manage projects with frequent changes.
The document summarizes updates to Oracle's contracts management software in Oracle Release 12 (R12). Key updates include improved tools for managing renewals through flexible assignment rules and an administration workbench, enhanced revenue recognition capabilities, and increased functionality for standardizing contract coverage across multiple agreements. The summaries highlight improved functionality for streamlining contract administration and reducing financial risk.
This document summarizes a presentation about controlling services spend at UPMC, a $9 billion healthcare organization. It discusses implementing the sPro system to gain greater control and visibility over services spending. The goals are to reduce costs, enforce compliance, and effectively manage the entire process from request to payment. It provides an overview of sPro's capabilities and the project scope, methodology, and benefits of deploying it at UPMC. This includes configuring sPro to support different payment types, integrating it with other systems, and training users and suppliers on the new processes.
Allison Hughes has over 15 years of experience in accounting, administration, and customer service roles. She has strong skills in MYOB, Excel, payroll processing, and accounts receivable/payable. Her resume provides a detailed employment history demonstrating experience in bookkeeping, project coordination, administration, and reception work for construction, medical, and hospitality industries. Contact references are available upon request.
2009 08 25_business value of upgrading to oracle e-business suite contracts r...DZee Solutions
The document discusses the business value of upgrading to Oracle E-Business Suite Contract Lifecycle Management Release 12 and 12.1. It highlights key features such as accelerating contract cycle times through automated drafting and standardization, supporting global contract organizations with multi-organization access control, and driving contract compliance through improved visibility and search. Upgrading allows companies to better manage their entire contract lifecycle from drafting to approval to amendments.
The document discusses key concepts in procurement management. It defines procurement as the process of obtaining goods and services and managing procurement relationships. Contracts are legally binding agreements between buyers and sellers that outline obligations. Make-or-buy decisions consider factors like cost, risk, and capabilities. Common contract types include fixed-price and cost-reimbursement contracts. The procurement process involves planning, soliciting bids, selecting suppliers, and administering contracts.
Ease of Doing Business - Building Permission DaignosisKartikey Joshi
This document discusses the impact of easing business regulations on building permissions in Mumbai. It outlines the obstacles in the previous lengthy approval process, including extensive paperwork, long report writing, file journeys between departments, compliance requirements, and delays in obtaining occupancy certificates. The document then details the state government's efforts to improve the process by making all permissions online. It outlines the staged approval process and highlights of the new procedure, including timelines for concurrent approvals. Potential repercussions are noted, such as higher upfront costs and responsibility placed on consultants. Lastly, it recommends real estate companies adopt standard operating procedures and appoint internal reviewers to manage risks under the revised system.
The Business Service Center held a partner meeting on May 7, 2012 to discuss various administrative updates. Key discussion points included onboarding new employees, purchasing policies, payment processing challenges, and the transition to annualizing hourly rates effective May 1, 2012. Communication between departments and the BSC was emphasized as key to ensuring payment and purchasing processes run smoothly. A HUB Fair was also announced for June 21 from 10am to 1pm.
The document discusses Oracle's procurement complex services module. It provides an overview of the module's capabilities for handling complex service procurement across different industries. Key features covered include progress payment schedules, payment types like advances and retainage. It also outlines the business flows for complex service procurement from initial request through contract execution, tracking progress, and processing payments. Complex service examples and configuration screens are presented.
Basware Contract Matching is a software add-on that automates the processing of recurring, periodic, or contract-based invoices by matching incoming invoices to existing contracts. It allows companies to define contracts with suppliers that specify invoice schedules, amounts, and tolerances for automatic approval and payment of invoices. The system is configured through a matching administrator tool and invoices are approved through a web-based client. Contract Matching aims to reduce manual work and errors by automating invoice approval and payment based on pre-defined contract terms.
The document summarizes the key steps in South Africa's supply chain management procurement process for closed quotations valued between R30,000 to R200,000. It outlines the responsibilities of the different roles involved including the department requiring goods or services, the SCM unit, and bidders. The main stages are compiling the advertisement and quotation documents, holding a compulsory site meeting, opening tender submissions in public, evaluating bids, and notifying bidders of the outcome.
Review by the Office of the Director of Corporate Enforcement (ODCE)Micheal O'Neill
Kevin Prendergast the Corporate Compliance Manager of ODCE provides a detailed review of the Office of the Director of Corporate Enforcement’s current and future focus as well as recent changes in Company Law, developments in Auditor Regulation and the forthcoming Companies Reform and Consolidation Act.
The document provides an overview of South Australia's shared e-procurement solution. It describes the background and implementation of the pilot program across several government agencies. The key components of the system include an e-procurement portal for requisitions, purchase orders, and receipt of goods, as well as an invoice processing system using optical character recognition software to capture data from scanned invoices. The system aims to automate purchasing, receiving, and invoice payment workflows for contracted goods and services.
The document describes a SharePoint Community in Philadelphia that meets monthly to discuss SharePoint topics. The meetings are held on the second Tuesday of each month from 5:30-8:30 PM at the Microsoft Malvern office. Sessions are split into time slots focused on end users, administrators, developers, and IT Pros. Hands-on labs for administrators and power users are also offered. The group has a website at www.TriStateSharePoint.org and can be contacted at info@tristatesharepoint.org. The community provides a way for SharePoint professionals in the area to network, learn and get involved with the product.
The following set of slides were used by Chris McLindon in a presentation given to the New Orleans American Planning Association on August 31st, 2016. The presentation was made on behalf of the New Orleans Geological Society as part of an informal public outreach effort. You may reach Chris McLindon at chris_mclindon@att.net
This document summarizes a Quality of Life STAT meeting held by the City of New Orleans on August 2nd, 2012. The meeting included updates from various city departments on issues affecting citizens' quality of life such as 311 calls, abandoned vehicles, street lights, potholes, and illegal dumping. Department leaders presented data on requests received and work completed to address resident concerns. The meeting provided a forum for public input and oversight of city efforts to improve services.
We work with companies to reduce their cash flow risk and automate the monthly draw process.
*Transparency into where your money is going
*Simplifies compliance management and payment holds
*Proactive and automated lien waiver collection tied directly to payment
*Provides real-time reports across project portfolio financing AP/AR, liens and cash flow risk.
The document provides an overview of the state's supply chain processes including eProcurement, purchasing, receiving, vendor contracts, and catalog management. It describes the key steps and roles in each process. For example, it explains that eProcurement allows users to create online requisitions and pull items from contracted catalogs, and that purchase orders are created from approved requisitions and can be used to order items by description. It also lists some frequently used reports to monitor purchasing activity and balances.
The document discusses Oracle's capabilities for procurement of complex services. It defines complex services and outlines Oracle's end-to-end process for handling complex procurements from requesting services to tracking progress and processing payments according to negotiated terms. Key areas covered include creating RFQs, authoring contracts with provisions for advances, payment schedules, and retainage, and integrating supplier confirmations and invoicing with accounting and projects modules. The presentation provides a case study example and highlights benefits of Oracle's functionality for streamlining complex procurement processes.
This document provides guidance on navigating the workflow process in Core-CT for requisitions, purchase orders, and vouchers. It explains that requisitions must be approved by an amount approver, budget approver, and purchasing approver. The number of required approvers depends on the dollar amount. It also describes how to check the approval status of a transaction, how self-approval works, and how to use the manual approval process.
1) The document discusses Uganda's Small Towns Water Project which uses an Output-Based Aid (OBA) approach to improve water access in small towns and rural growth centers.
2) Under the project, private operators were engaged via design-build-operate contracts to extend water services to an additional 45,000 people across 10 towns.
3) Initial results found an average 20% efficiency gain through competitive bidding. Connections are being delivered, though some sites have faced slower construction than planned. Access to upfront financing remains a challenge.
1) The document discusses Uganda's Small Towns Water Project which uses an Output-Based Aid (OBA) approach to improve water access in small towns and rural growth centers.
2) Under the project, private operators were engaged via design-build-operate contracts to extend water services to an additional 45,000 people across 10 towns.
3) Initial results found an average 20% efficiency gain through competitive bidding. Construction is nearing completion across all sites, with some connections already verified and tariffs embedded in contracts to ensure long-term sustainability.
The document describes Seioglobal's change management process for projects. It includes a three stage change request process beginning with a client or discovery initiated change request form (CRF). This leads to a change response report (CRR) prepared by Seioglobal detailing the impact of the change. The CRR is approved or rejected by a change control board comprising client and Seioglobal members. The document also outlines Seioglobal's iterative development methodology used to manage projects with frequent changes.
The document summarizes updates to Oracle's contracts management software in Oracle Release 12 (R12). Key updates include improved tools for managing renewals through flexible assignment rules and an administration workbench, enhanced revenue recognition capabilities, and increased functionality for standardizing contract coverage across multiple agreements. The summaries highlight improved functionality for streamlining contract administration and reducing financial risk.
This document summarizes a presentation about controlling services spend at UPMC, a $9 billion healthcare organization. It discusses implementing the sPro system to gain greater control and visibility over services spending. The goals are to reduce costs, enforce compliance, and effectively manage the entire process from request to payment. It provides an overview of sPro's capabilities and the project scope, methodology, and benefits of deploying it at UPMC. This includes configuring sPro to support different payment types, integrating it with other systems, and training users and suppliers on the new processes.
Allison Hughes has over 15 years of experience in accounting, administration, and customer service roles. She has strong skills in MYOB, Excel, payroll processing, and accounts receivable/payable. Her resume provides a detailed employment history demonstrating experience in bookkeeping, project coordination, administration, and reception work for construction, medical, and hospitality industries. Contact references are available upon request.
2009 08 25_business value of upgrading to oracle e-business suite contracts r...DZee Solutions
The document discusses the business value of upgrading to Oracle E-Business Suite Contract Lifecycle Management Release 12 and 12.1. It highlights key features such as accelerating contract cycle times through automated drafting and standardization, supporting global contract organizations with multi-organization access control, and driving contract compliance through improved visibility and search. Upgrading allows companies to better manage their entire contract lifecycle from drafting to approval to amendments.
The document discusses key concepts in procurement management. It defines procurement as the process of obtaining goods and services and managing procurement relationships. Contracts are legally binding agreements between buyers and sellers that outline obligations. Make-or-buy decisions consider factors like cost, risk, and capabilities. Common contract types include fixed-price and cost-reimbursement contracts. The procurement process involves planning, soliciting bids, selecting suppliers, and administering contracts.
Ease of Doing Business - Building Permission DaignosisKartikey Joshi
This document discusses the impact of easing business regulations on building permissions in Mumbai. It outlines the obstacles in the previous lengthy approval process, including extensive paperwork, long report writing, file journeys between departments, compliance requirements, and delays in obtaining occupancy certificates. The document then details the state government's efforts to improve the process by making all permissions online. It outlines the staged approval process and highlights of the new procedure, including timelines for concurrent approvals. Potential repercussions are noted, such as higher upfront costs and responsibility placed on consultants. Lastly, it recommends real estate companies adopt standard operating procedures and appoint internal reviewers to manage risks under the revised system.
The Business Service Center held a partner meeting on May 7, 2012 to discuss various administrative updates. Key discussion points included onboarding new employees, purchasing policies, payment processing challenges, and the transition to annualizing hourly rates effective May 1, 2012. Communication between departments and the BSC was emphasized as key to ensuring payment and purchasing processes run smoothly. A HUB Fair was also announced for June 21 from 10am to 1pm.
The document discusses Oracle's procurement complex services module. It provides an overview of the module's capabilities for handling complex service procurement across different industries. Key features covered include progress payment schedules, payment types like advances and retainage. It also outlines the business flows for complex service procurement from initial request through contract execution, tracking progress, and processing payments. Complex service examples and configuration screens are presented.
Basware Contract Matching is a software add-on that automates the processing of recurring, periodic, or contract-based invoices by matching incoming invoices to existing contracts. It allows companies to define contracts with suppliers that specify invoice schedules, amounts, and tolerances for automatic approval and payment of invoices. The system is configured through a matching administrator tool and invoices are approved through a web-based client. Contract Matching aims to reduce manual work and errors by automating invoice approval and payment based on pre-defined contract terms.
The document summarizes the key steps in South Africa's supply chain management procurement process for closed quotations valued between R30,000 to R200,000. It outlines the responsibilities of the different roles involved including the department requiring goods or services, the SCM unit, and bidders. The main stages are compiling the advertisement and quotation documents, holding a compulsory site meeting, opening tender submissions in public, evaluating bids, and notifying bidders of the outcome.
Review by the Office of the Director of Corporate Enforcement (ODCE)Micheal O'Neill
Kevin Prendergast the Corporate Compliance Manager of ODCE provides a detailed review of the Office of the Director of Corporate Enforcement’s current and future focus as well as recent changes in Company Law, developments in Auditor Regulation and the forthcoming Companies Reform and Consolidation Act.
The document provides an overview of South Australia's shared e-procurement solution. It describes the background and implementation of the pilot program across several government agencies. The key components of the system include an e-procurement portal for requisitions, purchase orders, and receipt of goods, as well as an invoice processing system using optical character recognition software to capture data from scanned invoices. The system aims to automate purchasing, receiving, and invoice payment workflows for contracted goods and services.
The document describes a SharePoint Community in Philadelphia that meets monthly to discuss SharePoint topics. The meetings are held on the second Tuesday of each month from 5:30-8:30 PM at the Microsoft Malvern office. Sessions are split into time slots focused on end users, administrators, developers, and IT Pros. Hands-on labs for administrators and power users are also offered. The group has a website at www.TriStateSharePoint.org and can be contacted at info@tristatesharepoint.org. The community provides a way for SharePoint professionals in the area to network, learn and get involved with the product.
The following set of slides were used by Chris McLindon in a presentation given to the New Orleans American Planning Association on August 31st, 2016. The presentation was made on behalf of the New Orleans Geological Society as part of an informal public outreach effort. You may reach Chris McLindon at chris_mclindon@att.net
This document summarizes a Quality of Life STAT meeting held by the City of New Orleans on August 2nd, 2012. The meeting included updates from various city departments on issues affecting citizens' quality of life such as 311 calls, abandoned vehicles, street lights, potholes, and illegal dumping. Department leaders presented data on requests received and work completed to address resident concerns. The meeting provided a forum for public input and oversight of city efforts to improve services.
BlightStat is the City’s performance management tool for implementing Mayor Landrieu’s Blight Strategy of reducing the City’s blight count by 10,000 by 2014. Several changes to the presentation have been made to adjust focus on better quality outcomes across processes.
The document summarizes a Quality of Life STAT meeting held by the City of New Orleans to review key quality of life issues and data with department managers. The meeting agenda covered updates from 311 and various city departments on issues like abandoned vehicles, street lights, potholes, and illegal dumping. Data was presented on 311 call volumes, most common service requests, and response times to address abandoned vehicles and complete street light repairs. Senior city leadership and department heads discussed progress and challenges in addressing issues that affect citizens' quality of life.
The document provides information from a May 2012 BlightSTAT meeting in New Orleans. It summarizes announcements from a ServeNOLA Love Your Block program that involved clean-up projects. It also provides data on inspections, hearings, and blight remediation efforts in New Orleans for May 2012. Charts show trends in inspections completed, hearings held, and cases resolved over time. The goal is to continue improving timeliness and reducing blighted properties backlogs.
The document provides an overview of the city's expenditures, revenues, and collection efforts for various departments in the first four months of 2012 compared to the same period in 2011 and budget targets. Healthcare expenditures exceeded budget projections due to increased high-cost claims and utilization. Workers compensation claims also exceeded contributions, resulting in a deficit. Parking enforcement revenues exceeded prior year collections, though tickets issued were slightly below targets. Photo safety revenues and citations were lower than the prior year. EMS collections significantly trailed prior year levels.
The QualityofLifeSTAT meeting agenda focused on issues affecting quality of life in New Orleans such as parking, abandoned vehicles, street lights, potholes, catch basins, and illegal dumping. Data was presented on response times, repairs completed, and progress towards annual goals. 311 performance metrics for the first month of operation were also reviewed.
BlightStat is the City’s performance management tool for implementing Mayor Landrieu’s Blight Strategy of reducing the City’s blight count by 10,000 by 2014. Several changes to the presentation have been made to adjust focus on better quality outcomes across processes.
BlightStat is the City’s performance management tool for implementing Mayor Landrieu’s Blight Strategy of reducing the City’s blight count by 10,000 by 2014. Several changes to the presentation have been made to adjust focus on better quality outcomes across processes.
BlightStat is the performance management program designed to track the City of New Orleans' progress in meeting the Mayor's goal of eliminating 10,000 properties in 3 years (since Oct, 2010)
The document summarizes a performance management system called BottomLineStat that is used by the City of New Orleans to manage finances and revenue collection. It provides data on the city's general fund revenues sources for 2011, including that 33% came from the Bureau of Revenue in the forms of sales taxes, motor vehicle taxes, hotel/motel taxes, and other sources. Charts show that cumulative general sales tax collections through December 2011 were up 4.8% from 2010, while hotel/motel tax collections were up 6.3%. BottomLineStat is implemented by the Office of Performance and Accountability to oversee the city's performance management initiatives.
The document summarizes a Quality of Life meeting held by the City of New Orleans. It discusses issues like street lights, potholes, abandoned vehicles, and illegal parking. Data is presented on repairs completed, calls received, and enforcement rates. Initiatives are proposed to address these issues through monthly coordinated enforcement and prioritizing by council district. The public is invited to provide input to improve quality of life.
This document summarizes BlightSTAT reporting from January 2012. It includes information on inspections, hearings, abatement, code lien foreclosures, and reinvestment. For inspections, over 1,000 were completed in January with the majority finding violations. Hearings saw a decrease in open cases over 120 days old. Abatement numbers increased from previous months.
KYC Compliance: A Cornerstone of Global Crypto Regulatory FrameworksAny kyc Account
This presentation explores the pivotal role of KYC compliance in shaping and enforcing global regulations within the dynamic landscape of cryptocurrencies. Dive into the intricate connection between KYC practices and the evolving legal frameworks governing the crypto industry.
Madhya Pradesh, the "Heart of India," boasts a rich tapestry of culture and heritage, from ancient dynasties to modern developments. Explore its land records, historical landmarks, and vibrant traditions. From agricultural expanses to urban growth, Madhya Pradesh offers a unique blend of the ancient and modern.
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Navigating Your Financial Future: Comprehensive Planning with Mike Baumannmikebaumannfinancial
Learn how financial planner Mike Baumann helps individuals and families articulate their financial aspirations and develop tailored plans. This presentation delves into budgeting, investment strategies, retirement planning, tax optimization, and the importance of ongoing plan adjustments.
Calculation of compliance cost: Veterinary and sanitary control of aquatic bi...Alexander Belyaev
Calculation of compliance cost in the fishing industry of Russia after extended SCM model (Veterinary and sanitary control of aquatic biological resources (ABR) - Preparation of documents, passing expertise)
Discovering Delhi - India's Cultural Capital.pptxcosmo-soil
Delhi, the heartbeat of India, offers a rich blend of history, culture, and modernity. From iconic landmarks like the Red Fort to bustling commercial hubs and vibrant culinary scenes, Delhi's real estate landscape is dynamic and diverse. Discover the essence of India's capital, where tradition meets innovation.
The Rise and Fall of Ponzi Schemes in America.pptxDiana Rose
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
1. CITY OF NEW ORLEANS
ReqtoCheckSTAT
Reporting Period: November 15 – December 15
Office of Performance & Accountability
2. Context
In order to deliver critical services for its citizens—such as constructing roads,
rehabilitating homes, or picking up trash—the City often engages with private companies
with specialized expertise. Because these and other services are so critical, Mayor
Landrieu has made it a priority for vendors to be selected fairly, for contracts to be
negotiated expeditiously and in the best interests of New Orleanians, and for vendors to
be paid in a timely manner.
What is ReqtoCheckStat?
In order to improve the performance, accountability, and transparency of the City’s
contracting system, Mayor Landrieu asked the Office of Performance and Accountability
to design a performance management program for the entire process of contracting out
services—from the requisition of budgeted funds to the issuance of check for services
rendered. The result is ReqtoCheckStat, a performance management system where key
City officials review data to assess how the City is meetings its goals and to hold
departments accountable for their results. ReqtoCheckStat, which takes place monthly,
are working meetings, intended to provoke constructive dialogue on what is working,
what is not, and what the City needs to do to improve.
Can I participate?
This meetings are open to the public. Members of the public are invited to submit
questions, which will be addressed by City officials.
2
3. Procurement Process Overview *
Contract Contract
Procurement
Requisition Creation and Processing Payment
/ DBE
Routing and Approval
•Department identifies •Approved requisition is • Department routes •Contract is reviewed for •Department reviews
need, and creates a reviewed by the Bureau of contract materials through form, legality by Law invoice and submits
requisition Purchasing the system in order to Department payment voucher to
obtain a contract Accounts Payable (AP) to
process payment
•Requisition to use •Requisition is converted to •CAO, City Attorney, •Accounts Payable
budgeted funds is Purchase Order (PO), Bid Executive Counsel, processes requests and
approved by different or Request for Proposal Mayor/ Council review makes payment
offices (RFP), depending upon and approve contract
scope of work and dollar
amount
*See a more detailed process map on slide 33
3
4. Contract Contract
Procurement
Requisition Creation and Processing Payment
/ DBE
Routing and Approval
Requisition Approval
• Approval Time of Requisitions
• Requisition Approved and Processed per Period
• Requisition Approval Queue by Approval Level
4
5. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
Approval queue for requisitions remains practically unchanged from the prior
period
Requisition Approval Queue General Fund for Period Ending 12.15.2011
882 791 696 635 667 668 673
794
153 214 213
62 92
Ending New Requisitions Ending New Requisitions Ending New Requisitions Ending New Requisitions Ending
Approval Q Requisitions Approved Approval Q Requisitions Approved Approval Q Requisitions Approved Approval Q Requisitions Approved Approval Q
8/15/2011 Created 8.16 -9.15 9/15/2011 Created 9.16 - 10.15 10/15/2011 Created 10.16 - 11.15 11/15/2011 Created 11.16 - 12.15 12/15/2011
8.16 - 9.15 9.16 - 10.15 10.16 - 11.15 11.16 - 12.15
Requisitions in Q to be Approved by Period
250 214 213
200 6 1
153
150
159 158
92 Finance
100 77 62 116
19 56 Budget
50 19
58 43 49 54 Director
35 36
0
7.15.2011 8.15.2011 9.15.2011 10.15.2011 11.15.2011 12.15.2012
Source : Obtained from BuySpeed System and evaluated by the Office of Performance and Accountability 12.15.2011
5
6. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
Delay is driven by longer approval times by the Budget Office due to city wide
spending controls Finance
(1 Working Day
Average Number of Days to Approve Requisitions by Reporting Period Target)
(Budget Office and Department of Finance) Budget
(2 Working Day
4.6 Target)
5 4
0.7
3.5 3.7
4 3.2 0.6
0.2 0.5 0.7
3
3 Working
2 3.9 1.1 1.00 3.4 Day Target
3 3.0 3.0
1 0.3 0.1
0.8 0.9
0
May 16 - June 15 - July 16 - August 16 - September 16 - October 16 - November 16 -
Jun 15 July 15 August 15 September 15 October 15 November 15 December 15
Budget
Approval Distribution by Period
Days to Approve 8.15.2011 9.15.2011 10.15.2012 11.15.2011 12.15.2012
2 or less 91% 72% 68% 69% 61%
3 Days 5% 2% 5% 4% 6%
4-5 Days 4% 8% 10% 8% 12%
6-10 Days 0% 12% 12% 7% 17%
11-15 Days 0% 5% 3% 7% 4%
Over 15 Days 0% 1% 2% 5% 0%
Finance
Approval Distribution by Period
Days to Approve 8.15.2011 9.15.2011 10.15.2012 11.15.2011 12.15.2012
1 or less 100% 100% 100% 99% 99%
2 Days 0% 0% 0% 1% 0%
3-5 Days 0% 0% 0% 0% 1%
6-10 Days 0% 0% 0% 0% 0%
11-15 Days 0% 0% 0% 0% 0%
Over 15 Days 0% 0% 0% 0% 0%
Source : Obtained from BuySpeed System and evaluated by the Office of Performance and Accountability 12.15.2011
6
7. Contract Contract
Procurement
Requisition Creation and Processing Payment
/ DBE
Routing and Approval
Requisition to Procurement
• Processing of Requisition by Bureau of Purchasing
• Status of Requisitions Awaiting Buyer Response
• Time to Convert Requisition to PO
• Status of Requests for Proposals
• Status of Bids
• DBE Compliance (Preliminary Data)
7
8. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
The number of requisitions in queue waiting to be processed by the Bureau of
Purchasing increased by 24 despite the significant increase in volume
Requisition Awaiting Buyer Processing for Period Ending 12.15.2011
791 803 794 770
635 629 668 650
136 124 130 148 172
Awaiting Buyer New Requisitions Awaiting Buyer New Requisitions Awaiting Buyer New Requisitions Ending New Requisitions Ending
Q Requisitions Approved Q Requisitions Approved Q Requisitions Approved Approval Q Requisitions Approved Approval Q
8.15.2011 Created 8.16 -9.15 9.15.2011 Created 9.16 -10.15 10.15.2011 Created 10.16 - 11.15 11/15/2011 Created 11.16 - 12.15 12/15/2011
8.16 - 9.15 9.16 - 10.15 10.16 - 11.15 11.16 - 12.15
The Bureau of Purchasing converts requisitions to POs
in four days of less 90% of the time (Average 550 POs per month)
Status of Reqs Awaiting Buyer Processing 7 Days and Over 3-6 Days 0-3 Days * Target
12.15.2011 6% 7% 4% 1%
100% 5% 7%
3% 6%
Status Count 80%
Completed 1/4/2012 110 60%
40% 91% 87% 91% 92%
Contract Being Processed 39
In Process Bureau of Purchasing 18 20%
0%
Waiting for Support 5
August 16- September 16- October 16 - November 16 -
Grand Total 172 September 15 October 15 November 15 December 15
Source : Obtained from BuySpeed System and Bureau of Purchasing 12.15.2011 and the Bureau of Purchasing 1.4.2012
8
9. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
The number of Bids in process increased from 16 to 20 as of 12.15.2011
3 Total 20
Total 16 7
4 Waiting
Total 13 7 7 Opening
3 Date
8
13 13 Waiting
5 Information
From
Department
Ending Bid Q New Bid Requests Bid Procedures Ending Bid Q New Bid Requests Bid Procedures Ending Bid Q
10.15.2011 Received Completed 11.15.2011 Received Completed 12.15.2011
10.16 - 11.15 10.16 -11.15 11.16 - 10.15 11.16 -12.15
Number of Proposals Received for Bids completed (8.15.2011 - 12..15.2011) 12.15.2011
Waiting on Support / Response from Departments
100% 3% 3% Aviation Board Fire Alarm
90%
10 and Aviation Board Airport Waste Removal
80% 44% 44%
70% 45% 47% Above Aviation Board High Speed Runway Sweeper Vehicle
60% Aviation Board High Pleasure Water Paint
4 to 9 Capital Projects NOFD Engine 10
50%
40% Capital Projects Joe Brown Center
30% 56% 56% Fire Spectrophotometer
52% 50% 3 and below
20% EMD CBRN Vehicle
10% NOPD Robot
0% NOPD Light Towers
8.15.11 - 9.15.11 Cumulative Cumulative Cumulative
DPW Asphalt Pavement Services
(8.15.11- (8.15.11- (8.15.11-
10.15.11 ) 11.15.11 ) 12.15.11 ) DPW Concrete Pavement
DPW Press Drive
Source : Bureau of Purchasing 12.20.2011
9
10. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
The number of RFPS in process increased to 22 as 12.15.2011
5 Total 22
9 Waiting
3 Total 18 Information From
Total 14
7 12
Department
6
1
Waiting Committee
7 Meeting
10 4
Waiting
6 6 Opening Date
2
Ending RFP Q New RFP Requests RFP Procedures Ending RFP Q New RFP Requests RFP Procedures Ending RFP Q
10.15.2011 Received Completed 11.15.2011 Received Completed 12.15.2011
10.16 - 11.15 10.16 -11.15 11.16 - 12.15 11.16 -12.15
Awaiting Committee Meeting
Number of Proposals Received for RFPs completed Department RFP Opened Description
New Orleans East Redevelopment
(8.15.2011 - 12.15.2011) Economic Development 10/31/2011
Opportunity
100% Economic Development 11/4/2011
Economic Development Fund (EDF)
Administrative Services
90% 23% 24%
38% 31% EMD 6/10/2011 Fleet Management: On Hold
80% Aviation 9/16/2011 Financial Consulting Services
70% 10 and
60% 31% Above Waiting For Department Specifications or Support
38% Description
50% 31% Department
38% Finance Healthcare Revenue Maximizing Services
40% 4 to 9
Finance Collection of Sanitation Fees
30% Aviation Board Property Land Use
20% 46% Aviation Board Environmental Study
38% 38%
25% 3 and Aviation Board Design Services for Long Term Airport Development
10% Aviation Board Terminal Mgmt Financial Feasibility
below
0% Aviation Board Project Management Services for Long Term Airport Development
8.15.2011 - Cumulative Cumulative Cumulative DPW Curbside Management Enforcement
9.15.2011 (8.15.2011- (8.15.2011- (8.15.2011- DPW BRAC Community Based Usage
10.15.2011 ) 11.15.2011 ) 12.15.2011 ) ITI Payroll, Time & Attendance, and Human Resource Hosted Software Services
Economic Development Online Auction Services - New Orleans East Redevelopment
Law Department Assorted Professional Legal Services
Source : Bureau of Purchasing 12.20.2011
10
11. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
The cumulative percentage of DBE award value continues to climb, but is slightly
shy of the 35% goal
(Preliminary Data)
DBE Award for Bids and RFP opened in 2011. Cumulative DBE
Percentage by Period Per Estimated Contract Value
80,000,000
70,000,000
68,621,515
60,000,000
50,000,000
40,000,000
30,000,000
35% Target
20,000,000
32%
10,000,000 29%
23% 22% 22% 25%
28% 28% 28% 26%
- 16% 15%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Note: Information herein is preliminary. The Office of Supplier Diversity is currently working on
finish gathering this data.
Source : Office of Supplier Diversity 1/17/2012
11
12. Contract
Procurement / Contract Creation
Requisition Processing and Payment
DBE and Routing
Approval
Contract Package Routing
• Average Contract Routing Time
12
13. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
Average time to approve contracts being routed almost doubled from the
previous period. Still, average time remains below target
Average Approval Time of Contracts by Approval Level in Days (by period)
5 CAO (1 day
target)
4 day agregate target 3.97
4 Civil Service (1
0.70 day target)
3 2.7
0.69 Finance (1 day
2.05 2.01 target)
1.1 1.75 0.63
2 0.27
0.75 Bureau of
0.2 0.5
Purchasing (1
1 0.8 0.5 0.60 1.3 1.95 day target)
0.2 0.20
0.6 0.6 0.50 0.22
0 0.22
8/15/2011 9/15/2011 10/15/2011 11/15/2011 12/15/2011
CAO Distribution Approval Civil Service Distribution Approval
Days to Approve 8.15.2011 9.15.2011 10.15.2011 11.15.2011 12.15.2012 Days to Approve 8.15.2011 9.15.2011 10.15.2011 11.15.2012 12.15.2011
0-1 Days 83% 91% 79% 94% 88% 0-1 Days 93% 89% 97% 73% 83%
2- 3 Days 7% 7% 15% 6% 2% 2- 3 Days 7% 10% 3% 26% 17%
4-7 Days 8% 0% 6% 0% 10% 4-7 Days 0% 1% 0% 1% 0%
Over 8 Days 2% 2% 0% 0% 0% Over 8 Days 0% 0% 0% 0% 0%
Finance Distribution Approval Bureau of Purchasing Distribution Approval
Days to Approve 8.15.2011 9.15.2011 10.15.2011 11.15.2011 12.15.2012 Days to Approve 8.15.2011 9.15.2011 10.15.2011 11.15.2012 12.15.2011
0-1 Days 90% 95% 100% 98% 98% 0-1 Days 93% 86% 94% 96% 69%
2- 3 Days 8% 4% 0% 2% 2% 2- 3 Days 5% 13% 5% 4% 9%
4-7 Days 2% 1% 0% 0% 0% 4-7 Days 2% 1% 1% 0% 17%
Over 8 Days 0% 0% 0% 0% 0% Over 8 Days 0% 0% 0% 0% 5%
Source : ECMS 12.15.2011
13
14. Contract
Procurement / Contract Creation
Requisition Processing and Payment
DBE and Routing
Approval
Contract Approval Process
• Contract Rejections
• Contract Processing and Approval
14
15. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
Number of contracts rejected/returned during the period remain under 10
Contracts Returned / Rejected by Approval
Level or Law Department by Period (in units)
40 12.15.2011
Department Total
30 31 Blight / Code Enforcement 2
Finance 3
20
18 Library 1
10 NORD 1
9 8 9 9
Property Management 1
0 Neighborhood Rev. 1
7.15.2011 8.15.2011 9.15.2011 10.15.2011 11.15.2012 12.15.2013 Grand Total 9
Reasons for Contracts Returned or Rejected by Either Approval Level or Law Department
6 11.15.2011 - 12.15.2011
5
4
3
5
2
3 3
1 2
0
Tax Corporate DBE Form Expired Corporate Requisition Vendor ID Missing Support
Clearance Resolution Contract Resolution Problem and Other
Note: 9 items were rejected during the period. However, the rejections were the result of multiple reasons.
Source : Law Department 12.15.2011 and ECMS System
15
16. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
Contracts: All Contracts in Process as of 12.15.2011
(Legal Review, CAO, Vendor Signature, City Attorney, Executive Council, Mayor/City Council)
All Contracts Processed, Received and in Q at the End of the Reporting
Period as of 12.15.2011 (in units)
216 Contracts
300 as 3.15.2011
250
200 90 93 81
40 47 99
150 39
63
100
161 154 151
133
50 109
0
8.15.2011 New Contracts 9.15.2011 New Contracts 10.15.2011 New Contracts 11.15.2011 New Contracts 12.15.2011
Contracts Completed Contracts Completed Contracts Completed Contracts Completed
Received Received Received Received
Source : Law Department 12.15.2011 and ECMS System
16
17. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
Contracts : All Contracts in Process as of 12.15.2011
(Legal Review, CAO, City Attorney, Executive Counsel, Mayor/Council Approval)
216 Contracts
The average age of contracts awaiting processing increased to 64 days
Over 120 Days
64 Average
91 - 120 Days
300 Days 61 - 90 Days
3.15.2011 31- 60 Days
250
0 - 30 Days
Total 157 Total 161
200 Total 154 Total 151
Average Days 53 Average Days 46 Total 133
Average Days 55 Average Days 50 Total 109
150 13 11 7 8 8 6 Average Days 46
14 13 16 Average Days 64
17 37 14
100 32 59 41 12
12 22*
14 26 6
64 13
50 25
81 71 74 69
37 43
0
7.15.2011 8.15.2011 9.15.2011 10.15.2011 11.15.2011 12.15.2012
*2 of the 22 contracts in the over 120 category were submitted for processing before 4.12.2011
66 Days The average time to close contracts during the period has been reduced from 66 as of
3.15.2011 3.15.2011 to 39 days as of 12.15.2011 (in days)
70
60 57 57 60
50 54
45
40 39
30
20
10
-
7.15.2011 8.15.2011 9.15.2011 10.15.2011 11.15.2012 12.15.2013
Source : Law Department 12.15.2011 and ECMS System
17
18. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
36 ECMS contracts are awaiting vendor signature as of as of 12.15.2011 and
have been waiting an average of 22 days since they arrived to this stage
Contracts in Queue and Average Age of Contracts
Since Arriving to Each Level as of 12.15.2011
0 Days 0 Days
Avg Age at
this stage
27 Days 22 Days 17 Days
40 30
35
25
30
20
25
Units
20 15
36
15
10
10 23
5
15 5
1 2
0 0
Law Approval Attorney Deputy City CAO Vendor Signature Executive Counsel
Attorney
* Total of 77 herein only relates to contracts routed using ECMS (Electronic Routing System).
Source : ECMS System 12.15.2011
18
19. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
Contracts : All Contracts Closed between 11.16.2011 and 12.15.2011
(Legal Review, CAO, City Attorney, Executive Counsel, Mayor/Council Approval)
41% of all contracts closed during the period were completed in 30 days or less, compared
to 30% in the prior period
%
Completed in 30 days Completed after 30 days
60
40
20 39 43 41
31 33 30
19
-
(20)
(61) (57) (59)
(69) (67) (70)
(40) (81)
(60)
(80)
(100)
3.15.2011 7.15.2011 8.15.2011 9.15.2011 10.15.2011 11.15.2012 12.15.2013
Source : Law Department 12.15.2011 and ECMS System
19
20. Contract
Contract Creation
Requisition Procurement Processing and Payment
and Routing
Approval
The check: Accounts payable
• General Fund Payments
• Processing by Accounts Payable
• Payment from Invoice Date
• Capital and Grants Expenditure Payments
• Processing by Accounts Payable
• Payment from Invoice Date
• Detail Review (invoices in the pipeline)
• CDBG Invoice Payments
• DPW Payments
• DPW Revolver Payments
• Capital Projects Payments
• Capital Projects Revolver Payments
20
21. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
The percentage of General Fund (and agency) payments processed in 7 days or less
decreased to 37%.
Working Days to Process General Funds and Agencies Check Payments by A/P Office for
periods ending 6.15.2011 to 12.15.2011 (in %)
Sample 270 selections 95% confidence level +-5
3% 1%
100%
10% 13% 8%
17% 23%
32% 11%
80% 34%
23% Over 30 Days
60%
40% 16 - 30 Days
40% 90% 83% 87%
8-15 Days
63% 67%
56%
20% 7 Days or less
37%
0%
6/15/2011 7/15/2011 8/15/2011 9/15/2011 10/15/2011 11/15/2011 12/15/2011
Average Number of Days to Process Invoices by A/P Department
(GF Expenditures)
12 11 11
10
8 7
6
6 5 5
4
4
2
0
6.15 7.15 8.15 9.15 10.15 11.15 12.15
Source :Accounts Payable and Office of Performance and Accountability. Collected 11.20.2011 21
22. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
The percentage of General Fund (and agency) payments in 30 days or less
decreased to 46% in the current period
Percentage of Payments in Days From Invoice Date to
Payment for General Fund (or Agency) Expenditures for Periods Ending
6.15.2011 to 12.15.2011 (in %)
Sample 270 selections 95% confidence level +-5
100% 4% 6% 5%
8% 8% 7% 9%
10% 9% 10% 13% 7% 17% 10%
80%
18% 26% 26% 25% 27%
28% 36% Over 121 Days
60%
61 - 120 Days
40% 31 to 60 Days
64% 57% 57% 58% 60%
50% 46% 30 Days or Less
20%
0%
6/15/2011 7/15/2011 8/15/2011 9/15/2011 10/15/2011 11/15/2011 12/15/2011
Average Number of Days to Pay Invoices From Invoice Date
(GF Expenditures)
60
45 48
40 41 39 40 39
40
20 Target 30
Days
0
6.15 7.15 8.15 9.15 10.15 11.15 12.15
Source :Accounts Payable and Office of Performance and Accountability. Collected 12.20.2011 22
23. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
General Fund and Agencies: Multiple reasons appear to be the cause of invoices
being paid in more than 60 days from invoice date
(findings from sample (270) selection made during the current reporting period)
Over 60 days From Invoice Date Payments from Sample
Goods were received later / Invoice was not processed
Dispute with the Contract was being Total From
Department Services were not rendered / timely /Invoice was Other (Explain)
vendor processed Sample
Invoice not received timely misplaced
Aviation 1 4 5
Library 1 1 1 3
NORDC 1 3 4
Safety and Permits 1 2 1(*) 4
Sanitation 1 4 5
Total 3 3 14 0 1 21
(*) Vendor did not received payment. A new check had to be issued.
Source :Accounts Payable and Office of Performance and Accountability. Collected between 12.15.2011 and 1.10.2012 23
24. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
The percentage of capital and grant payments processed in 7 days or less remains
at over 95%
Working Days to Process Capital Expenditures and Grants Check Payments by A/P Office for
periods ending 6.15.2011 to 12.15.2011 (in %)
Sample 100 selections 90% confidence level +--10
3%
100% 4% 4% 1% 2% 2% 3%
7% 1% 1%
80%
Over 30 Days
60%
96% 99% 97% 98% 97% 16 - 30 Days
96% 89%
40% 8-15 Days
20% 7 Days or less
0%
6/15/2011 7/15/2011 8/15/2011 9/15/2011 10/15/2011 11/15/2011 12/15/2011
Average Number of Days to Process Invoices by A/P Department
(Capital and Grant Expenditures)
6
4 4
3
2 2 2 2
2 1
0
6.15 7.15 8.15 9.15 10.15 11.15 12.15
Source :Accounts Payable and Office of Performance and Accountability. Collected 11.20.2011 24
25. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
The Percentage of capital and grant payments made in 30 days or less from invoice
date decreased to 49 % from 53% in the prior period
Percentage of Payments in Days From Invoice Date to
Payment for Capital and Grant Expenditures for Periods Ending
6.15.2011 to 12.15.2011 (in %)
Sample 100 selections 90% confidence level +-10
100% 7% 7% 6% 8%
12% 10% 15%
4% 10% 15% 14%
80% 14% 22% 8%
24% 23% 12% Over 121 Days
60% 16% 25% 29%
26% 61 - 120 Days
40%
62% 60% 67% 31 to 60 Days
58% 53% 49%
20% 45%
30 Days or Less
0%
6/15/2011 7/15/2011 8/15/2011 9/15/2011 10/15/2011 11/15/2011 12/15/2011
Average Number of Days to Pay Invoices From Invoice Date
(Capital and Grant Expenditures)
70
59 57
60 50 50
47
50 40
38
40
30
Target 30 Days
20
10
0
6.15 7.15 8.15 9.15 10.15 11.15 12.15
Source :Accounts Payable and Office of Performance and Accountability. Collected 11.20.2011 25
26. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
Capital and Grant Expenditures : Multiple reasons appear to be the cause of
invoices being paid in more than 60 days from invoice date
(findings from sample (100) selection made during the current reporting period)
Over 60 days From Invoice Date Payments from Sample
Goods were received later / Invoice was not processed
Dispute with the Contract was being Total From
Department Services were not rendered / timely /Invoice was Other (Explain)
vendor processed Sample
Invoice not received timely misplaced
DPW 3 2 (**) 5
Health 2 (****) 2
Homeland Security 3(***) 3
Mosquito 1 5 1(*) 7
OCD 5 2 7
Total 6 7 3 8 24
(*) Mosquito cut from general budget and had to wait until access was reestablished
(**) CDBG disallowed expenditures included in invoice. Have to wait until problem was resolved
(***) Funding from GOHSEP not received which delayed the payments
(****) Vendor send invoice to the wrong location. Invoice exceeded requisition amount and a new PO had to be created to authorize payment
Source :Accounts Payable and Office of Performance and Accountability. Collected between 12.15.2011 and 1.10.2012 26
27. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
A number of old CDBG invoices remain unpaid because of contracts currently
being processed
Invoices Paid as a % of Invoices Received per Month as of 12.15.2011
(invoices received during the month) Avg 84 invoices per Mon
100% 98% 98% 96%
76%
38%
0%
June July August September October November December
Location of Invoices that Remain Outstanding
Process Before June June July August September October November December
PM to Owning Department 1 1 3 1 1
Over
Owning Dep. Review and Approval 1 1 60
Owning Dep. To Accounting 1 1 2 days
Approved by Accounting 1
Over
Accounting to OCD Fiscal Unit
30
OCD Fiscal to State Consultant 1
days
State Consultant to State DRU
State DRU to State Finance 3 16 11
State Finance to City's Account 11 26 1
Payment Clears City Bank 3 1
Reasons for Delay
Dispute with the vendor 1
Invoice was misplaced/Not
processed timely
Waiting on Acct. to release funds 5 8 3
Contract/Amendment being
processed 2 1 1 3 1 1 1
Awaiting Reimbursement from State 3 28 10
Paid 10 6 3
Information obtained from Quickbase maintained by Hagerty Consulting 12.15.2011
27
28. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
A significant number of DPW (City) invoices received over 60 days ago remain
unpaid. Most of these exceptions are the result of contracts currently being
processed
Invoices Paid as a % of Invoices Received per Month as of 12.15.2011
(invoices received during the month) Avg 20 invoices per Mon
93%
82% 85% 81%
78%
67%
25%
June July August September October November December
Location of Invoices that Remain Outstanding
Process Before June June July August September October November December
DPW to PM
Over 60
PM to Approve 9 1 2 3 2 1 2 1 days
PM Approval to DPW Fiscal 1
DPW Fiscal to Create Receiver 2 1 2 1 3 5 3
Receiver Creation to Finance Over 30
City to Cut Check 1 2 days
City Check to be Release
Reasons for Delay
Dispute with the vendor
Goods Received at a Later date later / Services were
not rendered
Invoice was misplaced / Not processed timely
Contract being processed 12 2 4 3 2 1
Other
Plan Change Needed 1 2
Paid 1
* Does not include operational invoices
Information obtained from Quickbase (DPW Department) 12.15.2011
28
29. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
A significant number of DPW (revolver) invoices received over 60 days ago remain
unpaid. Some of the problems relate to cost overruns surpassing FEMAS obligated
amount
Invoices Paid as a % of Invoices Received per Month as of 12.15.2011
(invoices received during the month) Avg 11invoices per Mon
64%
38%
0% 0% 0% N/A 0%
June July August September October November December
Location of Invoices that Remain Outstanding
Process Before June June July August September October November December
DRC Receipt to Transmittal to DPW 1
Transmittal to DPW to Receipt in DPW
Receipt in DPW to Project Manager
PM to Approve
Over
PM to Approve to DPW Fiscal 3 3 12 5 3
60 days
DPW Fiscal to Create Receiver 2 1
Receiver Creation to DPW Approval Over 30
DPW Approval to Finance days
Finance to Receive
Finance to Send to State
State to Send to Hancock Bank
Hancock Bank to Send Check Copy
Reasons for Delay
Dispute with the vendor
Goods Received at a Later date later / Services were
not rendered
Invoice was misplaced / Not processed timely
Contract being processed 1
Other* 2 3 3 12 5 3
Paid
*Project cost overruns have surpassed the FEMA obligated amount. DPW is working with FEMA to increase the PW obligated amount in order to
process these payments.
**Additional projects with outstanding invoices to be added to next ReqtoCheck
Information obtained from Quickbase (DPW Department) 12.19.2011
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30. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
Capital Projects maintains good track record of paying invoices on time.
Invoices Paid as a % of Invoices Received per Month as of 12.15.2011
(invoices received during the month) Avg 28 invoices Mon.
100% 100% 100% 95% 100%
83%
71%
June July August September October November December
Location of Invoices that Remain Outstanding
Process Step Before June June July August September October November December
Over
PM To Approve
60
CPA to Create Receiver 1 days
CPA to Finance 1 1
Finance to Receive 3 Over
City to Cut Check 1 4 3 30
City Check Cut to Release 3 days
Reasons for Delay
Dispute with the vendor
Goods Received at a Later date
later / Services were not rendered
Invoice was misplaced / Not
processed timely
Contract being processed
Other 1(*) 1(**)
Paid 1 4 10
(*) Problem AFIN Address did not match Invoice. Could not process
(**) Technical problem using the system from the vendor
Information obtained from Quickbase (Capital Projects Department ) 12.15.2011
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31. Requisition Procurement / DBE Contract Creation and Routing Contract Processing and Approval Payment
Capital Projects invoices paid through the revolver have been paid on time with
the exception of a few outliers due to disputes with the vendor
Invoices Paid as a % of Invoices Received per Month as of 12.15.2011
(invoices received during the month) Avg 31 invoices per Mon
100% 100% 100% 97%
89% 81%
0%
June July August September October November December
Location of Invoices that Remain Outstanding
Process Before May June July August September October November December Over
PM To Approve 3 60
CPA to Create Receiver days
CPA to Finance 1 1
Finance to Receive 1 Over
Finance to Send State 30
State to Send to Hancock Bank 3 5 8 days
Hancock Bank to Send Check Copy
Reasons for Delay
Dispute with the vendor 4
Goods Received at a Later date
later / Services were not rendered
Invoice was misplaced / Not
processed timely
Contract being processed
Other 1(*)
Paid 3 5
Information obtaineddid not Quickbase (Capital Projects Department ) 12.15.2011
(*) Problem AFIN Address from match Invoice. Could not process
31
32. Requisition
Procurement
Contract Creation
and Routing
Contract
Processing
and Approval
Payment
Supplemental
Procurement
32
33. Evaluation Form
Are you a city employee or a member of the public?
On a scale 1-5, how useful was this meeting to you (1= least
useful and 5= most useful)?
What’s working?
What’s not working?
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