DURHAM UNIVERSITY

          Finance and Estates Division Plan 2009



1   Introduction and Overview                       2

2   Estates and Buildings Departmental Plan         4

3   Finance Departmental Plan                       8

4   Procurement Service Departmental Plan          14
Section 1 - Introduction and Overview

The Division promotes the delivery of the University Strategy in three main

   As a business partner and advisor, promoting and adding value to new
    developments and initiatives;

   As a service provider, striving to deliver continuous improvement and
    value for money;

   As an assurance provider, contributing to effective corporate governance
    and ensuring statutory and regulatory compliance relevant to our

Last year I explained how the operational management of the Division was
increasingly being devolved to senior managers, thereby enabling the
Treasurer to take on a more outward-facing and strategic role. In the early
part of 2008/09 these arrangements were formalised with the creation of a
new Procurement Service Department and a management restructuring within
the Finance and Estates and Buildings Departments.

In addition, there have been various changes in the Division’s remit during the

   The Treasurer took on the lead administrative support role for the catering
    review from Lee Sanders.

   Line management responsibility for the Environmental Co-ordinator and
    Sustainable Living Programme Co-ordinator transferred to Tim Burt on his
    appointment as Dean for Environmental Sustainability.

   The Treasurer is working with the Dean of Colleges to develop retail
    operations and merchandising under the auspices of Event Durham.

   Responsibility for the department of the Botanic Garden as a visitor
    attraction has transferred to Event Durham from Estates and Buildings.

In addition to supporting and facilitating the University’s business aims, the
Division has a particular role to play in relation to Durham’s continuing
sustainability as an institution. Much of our work is concerned with proposing
and implementing the strategies, plans and projects which underpin the
University’s day to day operations and business developments. Notable
projects which we will be taking forward in 2009/10 include:

   A financial strategy review looking at financing options for and the
    affordability of the capital programme.

   The Durham project, including the relocation of the Division to Mountjoy.

   The development programme for Queen’s Campus.

   The development of the World Heritage Site to promote public access, in
    partnership with Durham Cathedral and Durham County Council, linking to
    the Durham City of Culture project.

Looking ahead beyond 2009/10 we believe that significant improvements in
service delivery can be achieved based on the introduction of modern, flexible
IT support systems for estates management and procurement. We are
committed to working with colleagues in academic departments, colleges and
other support services to develop common processes that will drive down
indirect costs. We also aim to make two appointments to promote reduced
energy use and lower our carbon emissions. All these new developments are
intended to be self-financing.

Paulina Lubacz

Section 2 - Estates and Buildings Departmental Plan 2009


During 2008/2009 the work of the Estates and Buildings Department has
centred around 6 major initiatives; the implementation of the Maintenance
Review, the development of the Capital Programme, the preparation of the
Green Travel Plan, Energy Management, Space Utilisation and Waste

Maintenance Review
The Maintenance Review reorganised the maintenance operation by
introducing a new management structure and deploying the trade staff to
locations where they are more effective. Early indications are that the
reorganisation is improving performance and productivity and that the
maintenance budgets are being applied more effectively so as to reduce the
back log of maintenance.

Capital Programme
The Capital Programme totals almost £200million and the scope of the
projects range from the Durham Project that includes Gateway and Mountjoy
costing nearly £60million to the creation of a Visitor Centre for the World
Heritage Site costing £1m. These projects are currently being developed to a
stage that when funding becomes available they can proceed. To support the
funding of these projects, sales of redundant properties have been achieved
despite the downturn in the market.

Green Travel Plan
In conjunction with the Environmental and Sustainability Action Group a
Green Travel Plan has been prepared that will establish the means by which
the University will reduce its environmental impact and carbon footprint.

Energy Management
Energy Management has been a key feature of the improvement programmes
throughout the University by the introduction of energy efficient boiler systems
and controls. The effects of these programmes are now being realised by the
significant reduction in gas consumption. In addition the Environmental and
Sustainability Action Group has established energy champions in all
departments and colleges in order to further reduce energy consumption with
particular emphasis on electrical consumption. To support this endeavour the
University was successful in obtaining grants from Salix totalling nearly
£200,000 that has been used to improve insulation and draft stripping of

Space Utilisation
Improving space utilisation is becoming ever more important with the
increasing cost of providing and operating space. To support the work of the
Space Management Group comprehensive asset records have been

developed and a number of space utilisation surveys have been undertaken
that have indicated areas where space utilisation could be improved.

Waste Management
Waste Management has become a major issue and the University has
proactively addressed this by establishing the post of Environment Manager to
oversee the correct disposal of waste and reduce the amount of waste going
to landfill thereby reducing the cost to the University. In the past year the
amount of material being recycled has increased by 102 tonnes (21.89%) to
568 tonnes in total and this has saved the University £50,592 in land fill


The budget for 2009/2010 has been set within existing parameters with the
exclusion of bids to provide the staff necessary to support the work that will be
required for the University to fulfil its obligations and challenges of the Carbon
Reduction Commitment and the replacement of the Atrium Management
Information System.

Atrium Management Information System
The Atrium Management Information System is a liability to the Estates and
Buildings Department and the University since it fulfils few of the operations
required to ensure that an organisation functions effectively and efficiently. Its
replacement was recognised by the Review of the Maintenance Service as
crucial to the efficient and effective operation of Estates and Buildings
Department and progress with the implementation of the Maintenance Review
will be impeded without its replacement. Replacing the Atrium Management
Information System will result in the trade staff becoming more productive and
reducing the cost of contractors so that the cost of the replacement can be
funded from the savings that will be achieved. The replacement will not only
benefit Estates and Buildings Department but the whole University as it will
enable departments and colleges to request work online, be notified of the
arrangements for the work and be able to track the work so that the works can
be undertaken with the minimum disruption and inconvenience. The case for
the replacement of the Management Information System has been made fully
in a pan-University submission.

Capital Programme
Progress with the Capital Programme will continue and projects will be
implemented as funding permits. It is anticipated that the Mountjoy element of
the Durham Project will commence on site in March 2010 and Gateway in the
spring of 2011.

Energy Management
The works to improve Energy Management will continue and this will be given
increased emphasis as a result of the decision by HEFCE to make energy
performance part of the criteria to determine future capital funding.

Decentralisation of the District Heating System
The Decentralisation of the District Heating System on the Bailey will
commence in 2009/2010 costing nearly £8million and this will have the effect
of both significantly improving energy performance but also reliability of the
heating services to the properties served.

Maintenance Review
The Implementation of the Maintenance Review will continue, strengthening
the organisation, improving delivery and performance of the staff. The
performance of the trade staff is now being regularly independently assessed
and in the past six months the productivity has increase by 5%. Progress is
further being made with the introduction of multi-skilled working. A series of
KPIs is being developed to assess the delivery of the services.

Green Travel Plan
The Green Travel Plan and a new Parking Policy is proposed to be introduced
in 2009/2010 which will have major implications for operations within the
Estates and Buildings Department from the restructuring of the car parking
and issuing of new parking permits to the enforcement of the parking policy.

Estate Strategy
On completion of the University’s new strategic plan the implications f or the
Estate will be considered and a new Estate Strategy will be prepared.

Space Utilisation
To further inform the Space Management Group it is proposed that space
utilisation surveys will be undertaken during 2009/2010 of Departmental
Teaching Space and University Office Space to ensure that this
accommodation is being optimally utilised.

Training Programme
To support the staff in Estates and Buildings Department a full training
programme has been prepare consistent with the agreed career development
in the Annual Staff Reviews.

Waste Management
The management of waste will continue to be developed particularly on the
Science Site and Hill Colleges where a central collection station is planned
that will further reduce the amount of material going to land fill and the need
for large refuse disposal vehicles moving around the Science Site and Hill

Health and Safety
The Estates and Buildings Department proactively manages health and safety
associated with all estates and contractor activities. Initiatives currently taking
place include extensive training of the workforce in IOSH Managing Safely,
Construction, Design and Management (CDM) Regulations, Asbestos
Awareness, Kinetic Handling and Working at Height to meet the HSE
standards. Contractors are also invited to attend some of these training

A programme of asbestos management including surveying and removal as
necessary is continuing in Colleges and Departments. A programme of
updating and testing and maintenance of fire detection and alarm systems is
on schedule and regular audits are undertaken. Statutory inspections of lifting
equipment, pressure systems, electrical systems and Legionella controls etc
are continuing to meet legislative requirements.

Peter Robinson
Director of Estates and Buildings
15 April 2009

Section 3 - Finance Departmental Plan


2009/10 is the first budget year for the new Finance department that was spun
out of the Treasurer’s department in October 2008. It is an integral part of the
Finance and Estates Division, contributing to the delivery of the University’s
strategic aims and business objectives.

The department combines three separate strands – financial planning and
reporting; transaction processing and compliance; business improvement.

This document sets out achievements against the 2008 departmental plan
and lists those areas where development work will continue into 2009/10.


The following projects and initiatives were identified in the 2008 Divisional
plan and progress against each is summarised below.

Strategic review of procurement
In conjunction with colleagues from the Procurement Service, we have
implemented the first strand of the final phase, bringing the whole of the
University (with the exception of Science Faculty departments) on to the new
procurement-to-payment processes. In addition to reviewing the success of
this latest phase, we are also carrying out work to improve the efficiency of the
revised processes, including where appropriate agreeing a tolerance within
which relatively minor price differences may be accepted without further

Major capital developments
We have contributed to the prioritisation of capital projects which has involved
a very detailed re-assessment of the affordability of the Gateway project, both
as part of the Business Case submission and in preparation for the 2009
financial planning round.

Investment strategy review
Following a selection process, a new investment manager was appointed and
investment objectives agreed. Transfer of the University’s endowment and
other investment assets was effected and reporting arrangements have been
agreed to enable the performance of the new manager to be assessed.

Improved services to postgraduate students
Billing and allocation of postgraduate fee scholarships were transferred to the
Finance department at the beginning of the year, made possible by the
introduction of the Banner Student Enrolment Project. As a result, bills have
been issued much earlier than in previous years and stipends are now being
processed consistently on the quarterly instalment dates. This contributes to

an improvement in the University’s cash flow and provides a better service to
an important section of the student body.

Improvements to the staff expenses system
Following consultation with key users, we have worked to improve the system
for reimbursing staff expenses. Work has focussed on a complete revision of
the University’s expenses policy which, following internal agreement, will be
approved by HM Revenue and Customs prior to being communicated to
users. We have also evaluated alternative methods of reimbursing staff and
considered changes necessary to streamline the approval and payment of
claims. This project will continue into 2009/10 and has various elements which
are described below.

Improvements in financial information
To support the changes introduced by the catering review, we developed new
management information reports for Colleges to enable them to better
manage their finances. In addition, a project has been led to improve the
financial information available to Heads of Department in academic faculties
with the same aim in mind. We have developed a new suite of monthly reports
and issued these to selected departments for comment prior to finalising the
new formats.

We also developed a new financial report for Council members in response to
a request that additional financial information be provided.

Implementation of the Charities Act 2006
The review of DSU’s governance has concluded and the new structure has
been incorporated into our processes and procedures.

The Higher Education accounting regime for donations has caused us to
focus attention on the nature of our endowment funds and we have been
working with fund holders, the Development Office and external auditors to
regularise treatment of each type of fund and to ensure that there is adequate
documentation to support our position.

We have identified an issue with the legal status of certain endowment trusts
and have been working with Heads of House to clarify the options to
regularise the position and to ensure that funds are correctly accounted for.


Other initiatives and issues addressed that were not identified in the
development plan are set out as follows.

Pay forecasting
We have continued to work with ITS to ensure that a reliable pay estimating
process is available to support in-year reporting and the preparation of
financial forecasts.

Treasury management
Following the failure of Heritable Bank, we have engaged with its insolvency
process to ensure that our recovery of funds is maximised and are liaising
with other universities in a similar position. We also revised our short term
investment policy and put in place arrangements to hold Government issued
financial instruments to ensure the security of our cash deposits.

Card payment data security
Following the introduction of national data security standards, we have worked
towards compliance with these requirements by consulting with internal users
to develop and implement a new data security policy and procedure for credit
and debit card receipts.

The highly successful pensions salary sacrifice scheme was extended to
provide cycle and bus pass purchase opportunities for staff. These significant
initiatives form part of the University’s green travel programme.

Management restructuring
Following the creation of Finance as a separate department, a review of the
management structure was carried out which resulted in the re-assignment of
responsibilities between and within sections. The resignation and maternity
leave of two key managers has made it necessary to conduct recruitment
campaigns and, whilst one successful appointment has been made, there will
inevitably be a period of training and familiarisation before the new incumbent
is contributing fully. It has not yet been possible to appoint to the other post
and we are continuing to search for a suitable candidate.

Scheme of delegation
After over a year of experience in operating this scheme, a review of the limits
in this document has been carried out to ensure that these are as workable as
they can be, yet sufficiently robust. This will link with a review of the Business
Case procedure to be carried out in 2009.

Strategy review
As part of the review of the University’s strategy, we supported the
workstreams considering the financial sustainability and research and will
continue to do so as the strategy review progresses.

Data warehouse
We participated in the first phase of this project which has involved
data profiling and remediation.

Research grant costing
We are leading a working group which is considering the introduction of a
costing tool for use in research grant applications.

Planning and budgeting
In conjunction with colleagues from SPCU, we were instrumental in
introducing a formal performance review and planning process for the
Colleges Division.

fEC and TRAC
Our fEC and TRAC procedures successfully passed a detailed RCUK-
commissioned audit.

Flexible working
We are carrying out a review of our arrangements to permit staff to work
flexibly, both to achieve better office cover and to permit more effective
work/life balance. The revised policy is to be finalised towards the end of


Strategic review of procurement
We plan to implement iProcurement into those departments currently using
the new processes, subject to approval of the Business Case, and following a
suitable period for post-implementation review will then proceed to roll this out
into the Science Faculty. We will also consider the electronic scanning of all
purchase invoice documents, again subject to approval of the Business Case,
to alleviate the need for substantial archive storage facilities in the new
Mountjoy administration building. We also plan to continue work to streamline
the processes to ensure that these are as efficient as we can make them. This
will include a review of purchasing and travel credit cards which links with the
staff expenses system review described below.

Strategy Review
We will continue to engage with the review process and, following agreement
of the final strategy document, will consider the financial implications and draw
up a financial strategy, taking into account other supporting strategies such as
Estates, IT and Development.

CASSS project
We will support work to migrate the administration support systems to ITS.
This will involve engaging with the project at a variety of levels, including
governance, planning, testing and reporting. We will also support the IT
Service in delivering this and other IT Vision projects by inputting to the IT
Programme Board and providing financial management support.

Other software developments
There will be further improvements, in connection with the Student Enrolment
Project, that will streamline the enrolment process and provide a more user
friendly service for customers. In addition, the introduction of Points Based
Immigration has prompted us to automate the receipt of deposits and some
other receipts so as to be able to respond to the immigration requirements.

This will improve the speed with which receipts can be applied to customer

Move to Mountjoy
We expect to carry out detailed planning for the move to a newly refurbished
administration block at Mountjoy in 2010/11. The precise date of our move
has yet to be agreed, and is likely to be at different times for separate sections
of the department, which will require careful planning.

Major capital developments
We will continue to support the process to prioritise all capital projects within
the agreed affordability limit and will negotiate additional affordable borrowing
facilities to enable the agreed capital programme to proceed. We will provide
project managers with financial management support and use information
they provide to update our forecasts of cost, income and depreciation.

Improvements to the staff expenses system
We will finalise and publicise the revised expenses policy and will introduce an
improved process for claiming expenses, including a claim form that can be
downloaded and web-based guidance for users. This will incorporate the
credit card process review noted above.

Improvements in financial information
We roll out the improved monthly reports to all academic departments,
following which two training sessions will be run to introduce the new reports
and advise Heads of Department about their use. This is part of a series of
training sessions on financial matters that we are running for budget holders
and administrators covering both strategic and operational issues.

We will be working to align our reporting to departments with higher level
financial reports, including the regular report to Council members.

Implementation of the Charities Act 2006
The review of JCRs’ governance arrangements is progressing and, once
finalised, we will accommodate the new structures in our processes and

We will continue to work with endowment fund holders, the Development
Office and external auditors to ensure that donated funds are effectively and
appropriately accounted for and that full documentation is available for each
fund. In particular, we will continue with a review of endowment trusts to clarify
how these satisfy the legal and accounting requirements.

The University is embarking on a major campaign to improve its donation
income from alumni and others and this will pose a major challenge to
accounting and forecasting. We will engage with the Development Office to
ensure that the benefit to the University is maximised.

The Charity Commission has identified HEFCE as the regulator for the Higher
Education sector. Secondary legislation enabling HEFCE’s appointment will

shortly be enacted, following which it will issue guidance. We will monitor the
compliance and reporting requirements as and when these become clear to
ensure we are able to comply.

Business Case process review
We will review the process for preparing, submitting and approving Business
Case documents, including the template and guidance available to users. This
will support work in the Estates and IT departments to refine their project
management processes. Consultation with current users will precede revision
of the process, template and guidance, all of which will be piloted prior to
being rolled out.

External reporting
We will work pro-actively with colleagues from other units to ensure that our
external reporting is accurate and complete. This will include improving data
collection and reporting in relation to the HE-BCI Survey, working with the
Development Office to ensure the optimal recording and reporting of donation
income and preparing for the implementation of the Research Excellence
Framework (REF).

Systems documentation
A significant weakness identified by the Financial Management review was
the need for high level documentation of financial procedures. This work will
commence in 2009/10 with the identification and prioritisation of those
processes to be covered and the specification of the format to be used.

We will work to identify the level of internal studentships and encourage a
more robust process to account for them in this growing area.

Supplier Details
In conjunction with colleagues in Human Resources and Procurement, we will
introduce improved, more efficient methods for all suppliers to provide
accurate company or personal information necessary for ordering and
payment to take place. This review is necessary as a result of recent changes
in banking practice which have increased the responsibility of payers to
ensure they pay the correct supplier; advice from the bank is that this is an
area of increased fraudulent activity.


Staff budgets have been prepared on the basis of the existing staffing
Income and Non-staff budgets have been rolled forward from 2008/09. An
exercise is under way to disaggregate elements for the Treasurer,
Procurement Service and the remainder of the Finance department.

Brian Steemson
Director of Finance
31 March 2009

Section 4 - Procurement Service Departmental Plan


2009/10 is the first budget year since the Procurement Service was
established as a separate department in October 2008. It is an integral part of
the Finance and Estates Division, contributing to the University’s strategic
aims and business objectives.

The Procurement Service consists of four separate strands – strategic
procurement including university wide contracting, Central Services and
Faculties Purchasing Team, Colleges and Queen’s Purchasing Team and
Insurance Services.

This document sets out the achievements against the procurement activities
in the 2008 Treasurer’s Departmental Plan and provides details of the areas
of development work to be undertaken in 2009/10.


Strategic Review of the Procurement Process
In conjunction with colleagues in the Finance Department and key
stakeholders the first strand of Phase 3 of the implementation of the new
procurement to pay processes into the university has been completed on time
in accordance with the agreed project plan. Apart from the Science Faculty
the whole of the University is now operating the new processes.

This led to the expansion of the two existing purchasing teams to
accommodate the increased workload, however, staff appointed have only
been given temporary contracts as it is envisaged that when iProcurement is
implemented (subject to the business case receiving approval) the numbers of
Procurement Service staff will be reduced.

As part of the ongoing continuous improvement programme we are carrying
out work to further improve the efficiency of the new processes, including work
to improve the paper flow, greater budget visibility, and where appropriate
agreeing a financial tolerance within which relatively minor price differences
may be accepted without further approval.

Tenders and Contracts
Throughout 2008 the numbers of tender exercises undertaken increased by
58%. Despite this significant increase in numbers the high level of service to
our customers was maintained and savings generated by the service
amounted to £3.4M.

The ability to deliver a high level of service was achieved by the
implementation of new standard document sets, improved evaluation

processes and the use of a Balanced Scorecard system to measure service
standards and identify improvements.

32 new contracts were negotiated and implemented during 2008, this was
almost double the number in 2007, ensuring that the University meets its legal
obligations and delivering value for money.

Further improvements within tendering and contracting will be possible if an e-
tendering system is implemented. This is included within the iProcurement
business case which has been submitted in the 2009/10 planning round.

Supplier Management and Engagement
During 2008 the supplier database was reduced by a further 8% to 3733,
which is a much more manageable number (there were in excess of 32,000 in
2000). This demonstrates the effectiveness of the purchasing teams in
ensuring that the correct and most appropriate suppliers are being used.

A significant amount of work has been undertaken to establish improved ways
of working with SMEs and local suppliers. The Director of Procurement is
working with the North East Chamber of Commerce on their Buy North East
Campaign. A major event to engage with these suppliers is taking place in
April 2009.

Sustainability and the Environment
Following completion of the Environmental Association for Universities and
Colleges (EAUC) sustainable procurement project we have continued to set
annual action plans and monitor progress against these on a quarterly basis.
Several contracts with significant environmental benefits have been
implemented during 2008.

The Procurement Service leads with regard to the University’s FairTrade
accreditation, which was successfully retained in 2008 and the re-application
for 2009 has been submitted.

Central Services and Faculties and Colleges and Queen’s Purchasing
Both teams continue to deliver efficient and effective procurement s ervices in
respect of low value purchases (under £25,000). During 2008 an average
saving of 20% against budget has been achieved.


Strategic Review of the Procurement Process
Subject to the approval of the business case we plan to implement
iProcurement into those departments currently using the new procurement to
pay processes. We also plan to implement e-tendering for all tender and
contract activities. Following a post implementation review we will implement
iProcurement into the Science Faculty.

We will continue with our programme of continuous improvement by reviewing
the Capital Equipment Procurement Process, undertaking a review of
Purchasing Cards and Travel and Subsistence Cards, reviewing the Supplier
Details Process and undertake further enhancements to our Balanced
Scorecard Process.

Strategy Review
We will continue to engage with the review process and will consider the
implications for procurement of the new strategy document to ensure that this
is embedded within the department.

CASSS Project
The Director of Procurement is a member of the CASSS Steering Group and
will ensure that the department fully engages with this project. We will
continue to work closely with the ITS to provide the necessary external
contractors to support them in their successful delivery of the project.

The Durham Project
We will continue to provide the professional procurement requirements to
deliver this project.

In addition the Director of Procurement, who is a member of the Mountjoy
Steering Group, will be undertaking work in relation to the development of
operational working practices policies and procedures for the new Mountjoy
offices. Work is also being undertaken to establish printing, copying, faxing
and scanning requirements for all departments moving to the new Mountjoy
offices to ensure that their needs can be met by the introduction of networked
multi function device printer/copiers.

Tenders and Contracts
55 tenders and contracts have already been identified, although this does not
account for the many tenders that will be required throughout the year with
very little prior warning. Work will be undertaken during 2009 to ensure that
the Procurement Service is involved in the initial discussions prior to the need
to issue tender documents so that work can be adequately built in to the work
portfolios of the Strategic Contracts Managers. We will develop and
implement a gateway/milestone review process to further improve the tender
and contract activity.

The introduction of an e-tendering package (subject o the approval of the
business case) will enable us to significantly improve the efficiency of our
tendering process and will also allow us to legally reduce some of the
timescales within the EU Public Procurement Regulations.

Insurance Services
The insurance portfolio has grown significantly over recent years, now that
staff and students are more aware of what cover can be provided and also
due to the increase in staff and student numbers and risks to the University
under the Corporate Manslaughter Act and the existing Duty of Care

Ongoing improvements to the processes will continue and a business case
has been submitted to the Treasurer for an additional part time resource to
assist with the significantly increased workload.

The Procurement Service understands that communication is paramount
between all parties in order to understand what is required to complete tasks
satisfactorily. To this aim work will continue with Faculties, Departments and
Colleges and key Strategic Contracts Manager relationships will continue to
be developed.

A full training package for the new Procurement to Pay Processes has been
developed and will be rolled out via the University’s Training Team from 2009.

Communications in 2009 will also focus on engaging with SMEs and local
suppliers and the Director of Procurement will continue to engage with the
North East Chamber of Commerce in this regard to support their Buy North
East Agenda. This will aid regional development and the local economy.

Sustainability and the Environment
The Procurement Service is engaging in a new EAUC project which is to
promote more poverty-aware procurement in Universities and Colleges. The
project is aimed at responsible institutions and at people in other
organisations who want to reduce Third World Poverty. The project is funded
from the UK Department for International Development’s (DfID) development
awareness fund and will run until 31 March 2010. The aim of the project is to
make Universities and Colleges (and the organisations that procure on their
behalf) more aware of the impacts of their procurement decisions on poverty
and explore what procurement processes can be used to make the impacts as
beneficial as possible.

The involvement by the Procurement Service in this project again
demonstrates our intention to lead in social and environmental issues.


Staff budgets have been prepared on the basis of existing staffing

Income and non-staff budgets are being rolled forward from 2008/09. Work is
underway to disaggregate elements for the Treasurer, the Procurement
Service and the Finance Department.

Alison Holmes
Director of Procurement
5 April 2009


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