Office of the Chief Financial Officer Annual Report 2007
2007 was a year of progress and challenges for the Office of the Chief Financial Officer (OCFO). I believe that with the addition of a new Controller, the OCFO senior management team is stronger than ever. With the new Controller on board, the senior management team spent two intensive days updating our strategic plan for the next five years ending in 2012, while making sure that we continue to execute on our existing strategic initiatives. In 2007 the Budget Office, teaming with Human Resources, worked diligently with our colleagues on campus to reengineer the Multi-Location Appointment (MLA) process, making it easier for our Principal Investigators (PIs) to work simultaneously between the Laboratory and UC campuses. The hiring of a point-of-contact in Human Resources to administer the program will also make the process flow smoother. In order to increase our financial flexibility, the OCFO worked with the Department of Energy (DOE) to win approval to reduce the burden rates on research and development (R&D) subcontracts and Intra-University Transfers (IUT). The Budget Office also performed a 'return on investment' (ROI) analysis to secure UCRP funding for a much needed vocational rehabilitation counselor. This new counselor now works with employees who are on medical leave to ensure that they can return to work in a more timely fashion, or if not able to return, usher them through the various options available to them. Under the direction of the new Controller, PriceWaterhouse Coopers (PWC) performed their annual audit of the Laboratory's financial data and reported positive results. In partnership with the Financial Policy and Training Office, the Controller's Office also helped to launch self-assessments of some of our financial processes, including timekeeping and resource adjustments. These self assessments were conducted to promote efficiencies and mitigate risk. In some cases they provided assurance that our practices are sound, and in others highlighted opportunities to improve. A third, and most important assessment on funds control was also conducted that proved very useful in making sure that our financial processes are sound and of the highest ethical standards. In June of 2007 the Procurement Department was awarded the DOE's FY2006 Secretarial Small Business Award for the advancement of small business contracts at Lawrence Berkeley National Laboratory (LBNL). The award was presented in Washington, D.C. Procurement also distinguished itself by passing the tri-ennial Procurement Evaluation and Re-engineering Team (PERT) Review of its systems and processes. We continue to reduce costs through the Supply Chain Initiative saving the Laboratory {approx}$6M to date and have placed over 11,000 orders with over seven vendors using the eBuy system. Our wall-to-wall inventory, which was completed in March of 2007, reported a result of 99+% for item count and 99.51% by value. This was a remarkable achievement that required the hard work of every Division and the Property Department working together. Training continues to be a major initiative for the OCFO and in 2007 we rolled out financial training programs specifically tailored to meet the needs of the scientific divisions. FY2008 presents several opportunities to enhance and improve our service to the scientific community. With the awarding of the HELIOS and JBEI programs, we will be developing new financial paradigms to provide senior management flexibility in decision making. Last year we heard the Laboratory community loud and clear when they expressed their frustration with our current travel system. As we head into the new fiscal year, a cross-functional travel team has identified a new model for how we provide travel services. We will be implementing the Oracle PeopleSoft Travel Reimbursement system by July of 2008. The new system will be more user-friendly and provide better information to the divisions and travel operations. We will also continue to review the travel disbursements operation for further improvement. Also in FY2008, several key information systems implementation projects are under way which will strengthen the Laboratory's financial and business processes. These include Supply Chain Management, and the Budget and Planning System. Future planned systems development includes an electronic sponsored research administration system. Continuing to improve the procurement process at the Laboratory is another major priority for the OCFO. To that end, we will be working to re-engineer the 'procure-to-pay' process. The goal will be to correct process flow to maximize efficiency and effectiveness, while implementing sound business practices and incorporating strong internal controls. Along the same lines, we will also be working with the divisions to implement the Property Management Improvement Program that was identified in FY2007.
- Research Organization:
- Lawrence Berkeley National Lab. (LBNL), Berkeley, CA (United States)
- Sponsoring Organization:
- USDOE
- DOE Contract Number:
- DE-AC02-05CH11231
- OSTI ID:
- 929742
- Report Number(s):
- LBNL/PUB-922-(2007); R&D Project: 300701; BnR: YN0100000; TRN: US200813%%282
- Country of Publication:
- United States
- Language:
- English
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