ACCA leadership rarely informs members. At the AGMs, questions are not always answered. The official magazine is full of self-congratulations and little else.
AABA has received the document below from an unknown source. AABA does not claim any authorship of the document. The text seems to suggest that the paper is written by ACCA's finance director.
ACCA is a statutory regulator of the auditing and insolvency industry. It acts as a quasi-legislator. Under the Human Rights Act 1998, it is a 'public body'. A 'public body' should be open. Questions about its financial strengths or weaknesses are a matter of public interest. Why does the ACCA not seek approval of its budgets from its members? This way, members have a chance to influence the direction and policies of ACCA. Members should elect the leadership. Without this they will have no influence on the policies of ACCA.
We ask ACCA members to reflect upon the contents of the document and note that the document:
2. The recent budget meetings and discussions have resulted in a number of adjustments to the forecasts and plans which were being put forward. When the resulting figures are consolidated, the result is a budget deficit for 2000 of £1.4m. This is, quite obviously, unacceptable and balancing the budget will involve a combination of additional income, cost saving and greater efficiency, which we should try to determine at the meeting.
3. The original indicative budget for 2000 assumed the £5 increase already agreed in the member subscription, and included an increase in examination fees of £1 per paper at all levels of the main scheme. There is no scope for raising any more funds from members in 2000; in the student area, however, not only is there the possibility of generating a sizeable additional contribution but there are a number of factors which suggest that an increase is justified. These include: the huge investment (see below) which is being made in the new syllabus; the advent of the Oxford Brookes arrangements (for which, in any event, a £5 subscription increase will be required); and the investment in IT-based student services such as on-line registration, examination entry, virtual learning space and new assessment methods. In addition, the gap between ACCA’s subscription (currently £38) and that of CIMA (£58, plus a registration fee in the first year) is now at its widest ever.
4. I propose, therefore, that we increase all main scheme examination fees by £2 per paper from 1999 levels (rather than the £1 already assumed) and raise the student subscription by £10 (half of which will finance the Oxford Brookes ‘levy’). Initial registration fees and subscriptions should, in any event, be equalised in order to clarify the VAT position and so this will entail an increase in the IR from £35 to £48.
5. These proposals will raise additional revenue of £1.17m - reducing the budget deficit to about £200k. We therefore need to generate about £500-700k of expenditure savings in order to produce a reasonable budget surplus.
6. I have no doubt that we will be able to come up with a formula which provides us with a budget for 2000 which we can live with. Equally, however, I am in no doubt that, unless we seriously address a number of urgent issues, we will not only fail to deliver that budget, we will sow the seeds for a major financial problem in the future. There are several areas to address:
7. There is obvious and significant waste in the area of postage, freight and couriers. There are clear opportunities for rationalisation in the production of Accounting & Business and the Students' Newsletter and in our print buying across the organisation. We can both improve service and save a great deal of money by paying more than lip service to co-ordination and streamlining in these areas. Someone with appropriate expertise in, say, postage and print buying should be tasked with investigating these opportunities. Either Finance or Resources currently have vacancies whose specifications can be modified to include the required skills; alternatively, and more radically, we can make an appointment whose remuneration is linked directly to savings achieved. If such an appointment is to be effective, however, there must be support from the entire management team and a willingness to allow the individual to implement solutions and change business processes across divisions.
8. As an indication of the scale of the problem, postage/ freight and printing/stationery costs across the organisation are collated in Appendix 2. This shows that the total costs of these activities are £3.7m and £3.9m respectively - a total of £7.6m per year.
9. A related issue is the need for us to consider the extent to which we should continue to produce certain publications in hard copy form. As well as reducing printing and postage costs through greater efficiency and consistency, we can eliminate many of them altogether by deciding that some publications should be provided only in electronic (disk or web-based) form. Examples which have featured in recent budget discussions are the Rulebook (which is printed and distributed once a year to all members at a cost of some £250k) and the Student Training Record and Handbook. I suggest that we first determine whether, as a matter of policy, it is acceptable for such reference material to be published in electronic form and - if the answer is yes - set up a cross-divisional task force (perhaps co-ordinated by the individual referred to above) to examine the business case for each major publication in turn. Such an exercise would, of course, need to inform any future development of "totems".
10. A list of all staff posts created since the original 1999 budget was agreed is set out at Appendix 3. We can argue for the rest of the year about the detail of this list, the treatment of replacement posts and departmental transfers and which department should be shown as "responsible" when the total staff complement increases. The inescapable fact remains, however, that the staff lists agreed by each budget holder at the latest review contain 47 more posts than the corresponding lists a year ago., with a further 12.5 posts budgeted for 2000.
11. The result of all this recruitment is, of course, a massive increase in staff costs, as follows
1999 1999 1999
orig 3+9 latest orig budget
£,000 £,000 £,000 £,000 £,000
7468 7912 7923
Staff cost adj (150) (427) (207) (380) (380)
recruitment 192 345 469 211 163
IT contractors 215 301 307 185 75
NIC 702 749 746 816 842
Pension & BUPA655 655 725 705 770
London allowance 339 357 348 371 391
_____ _____ _____ _____ _____
9421 9892 10311 10513 10788
12. We can take some comfort from the fact that, however significant this increase may be, it does not represent a breakdown in budgetary control. Projected salary costs (including the staff cost adjustment) for 1999 are £231k higher than when we reported to Council following the 3+9 review. Some of this is attributable to new posts in marketing and in international offices, which were not budgeted for at 3+9. Most of it arises, however, from lower than anticipated recruitment lag and a consequent increase in recruitment costs.
13. Nevertheless, it is clear that we cannot go on adding posts at this rate. The additional full year cost in 2000 of the new posts created in 1999 - over and above the amount charged in 1999 - is more than £700k, exclusing the effect on pension costs. The fact that next year's staff costs are only £480k up in total on the forecast for this year, depends on being able to deliver huge reductions in temporary staff and recruitment costs (advertising and agency fees for replacing leavers will have to be funded from recruitment lag) and in managing without any short term contractors in IT.
14. A list of posts currently vacant - with an indication of the budgeted cost for the remainder of 1999 and for 2000, is attached as Appendix 4. I think we must look very critically now at staffing needs for 2000 - and in particular at the posts which are currently vacant. Having done so, we must determine to operate within the agreed staff complement for the whole of the year. If new projects come along which cannot be accommodated within existing resources, other plans will have to be postponed. The situation cannot be fudged.
IT and web development
15. The budget assumes that the IT Department will continue to be staffed at levels which will enable all current projects to be completed and all existing hardware and software to be effectively supported. A very big unknown at this stage is the extent of work which will be required to support the syllabus review; this analysis needs to be completed as soon as possible. At present, I am assuming that all the development resources which are freed up as current projects complete will be needed to handle the syllabus changes.
16. Web development and web-enablement of systems is playing an increasingly central part in our IT activities; until recently, ACCA's IT staff have not had significant skill and experience in this area although several recently recruited developers do have a background in web technology (one of our graduates has, in fact, just completed a masters dissertation on virtual colleges). The budget assumes that most of our web development will be carried out in-house to enable skills transfer to take place, although there is provision for consultancy assistance. It would not be wise to rely entirely on external consultants for what is becoming a core IT competence.
Delivery of lifelong learning, including virtual colleges
17. There are papers on this subject elsewhere on the Away Day Group agenda. I simply make the point here that there is no budgetary provision for investing in the development of a tutorial college, virtual or otherwise, nor for the development of learning materials. On the other hand, the provision of a virtual environment with restricted access, within which external colleges, publishers and individual lecturers can run their own classes, is not in principle difficult and will not involve us in significant cost. Development of specialist educational resources (a virtual college is predominantly an educational issue, not an IT one), will.
The syllabus review
18. For information, I set out in Appendix 5 the budgeted costs which relate directly to the syllabus review. This shows that the direct costs in 2000 (conferences, pilot papers, new forms, handbooks, brochures and design, new exhibition stands, etc. amount to £0.75m (the figure which “made grown men cry”, as Mark told the International Assembly). This excludes the cost of substantial staff resources devoted to the new syllabus, principally within Student Education and Promotions, Examinations and IT. It should also be noted that the budget currently assumes that no reserve papers under the old syllabus are prepared for the final session in June 2001 - a change in this policy will add some £400k to costs in 2001. A decision is also required as to whether existing students will need to be supplied with new student training records and student handbooks at the time of the change.
19. There is no central budget for marketing initiative costs. This means that 2000 expenditure identified in HB’s original paper as being outside departmental budgets (technical guides for practitioners; links to allow employers to advertise in ACCA publications; corporate sector ‘route map’; additional public sector research funding and guidance notes; international public sector visits and events; panel meetings) will have to be abandoned or funded from existing departmental budgets.
20. All other marketing-related projects listed in HB’s paper are included in departmental budgets for 2000; these are set out in Appendix 6. This excludes general promotional expenditure and the salary and other costs of the central corporate marketing unit.
21. I propose that we now agree to:
Chief Executive’s Office
The budget breaks down as follows:
CCAB 599 725
Review Board - 300
Professional fees 230 150
Marketing initiative 340 -
International Assembly 180 125
Staff travel 165 175
Contingency 25 100
Miscellaneous 15 13
CCAB costs have risen from 1999 forecast of £599k (£516k in 1998) to £725k. This increase arises purely from additional CCAB costs since both 1999 and 2000 figures are based on relative membership figures as at 31.12.98. Any increase in ACCA’s market share (24.6% at 31.12.98) will further increase the 2000 contribution. The additional CCAB costs of £517k represent 20% of its total budget and arise across the board, the principal elements being APB (assumed to fill two posts in 2000 which are currently vacant) and IFAC (owing to an increase in the secretariat staff and in the number of meetings)
In the absence of any specific budget, a provision of £300k is included for ACCA’s annual contribution to the Review Board structure from 1.1.2000. The contribution to APB (assumed to continue at present levels) is included within CCAB costs.
Professional fees, which were high in both 1998 and 1999 because of a number of hopefully one-off circumstances (Irish JR, 28 LIF, Malaysia, Steiner) are assumed to fall in 2000 to £150k (1999 forecast: £230k)
No central provision is included for marketing costs in 2000 (see main paper). The 1999 amount represents the expenditure in 1999 (mainly the £715k already paid to Lapot) less the amount accrued at the end of 1998.
The Assembly budget of £125k is based on 1999 arrangements and costs, but assuming that there is no major members’ meeting prior to the Assembly. This does not include any costs associated with external speakers.
A general contingency of £100k is included in accordance with normal practice. Note that there is no provision for President’s letters on specific issues, nor for an EGM.
Income from members is budgeted as follows:
Admission fees and subscriptions
Audit PCs 662 682
IBCs and compensation levy 440 424
Insolvency licences 49 51
Other certificates 159 176
AAPA 110 106
Other 62 58
Admission fees, member and affiliate subscriptions are budgeted to raise
£10.45m in 2000 (an increase of £945k, of which about £550k
represents volume growth and the balance the increase in subscriptions).
This assumes end-1999 numbers of 69,362 members and 10,953 affiliates,
(66% of whom will convert to full membership during 2000); and incorporates
the agreed subscription/admission fee of £140 for members and £70
for affiliates. On this basis, projected numbers at the end of 2000
are 73,124 members and 11,084 affiliates.
Member services costs (excluding staff costs) are budgeted as follows:
Staff costs 675 736
Regional services costs 59 68
Functional societies 217 248
District societies 153 200
Officers’ conference 35 50
Member services and publications
(see marketing initiative above) 322 461
Rulebook and handbooks 173 173
Members list (net) 30 11
Travel and sundry mailings 84 66
Graduation ceremonies (net) 58 61
International CPD (net) 12 20
Business Navigator (net) 8 5
AAPA 16 16
less misc income (4) (11)
District society grants are based on the amount expected to be claimed . The costs of the officers’ conference are provided on the basis of a single weekend event.
The I&C Society grant budget includes a bid for £10k for a benchmarking project already turned down by Research Committee.
Member services and publications comprise all the MAD projects identified above as relating to the marketing initiative, whether listed in HB’s original paper (£353k) or not (£108k).
The provision for 1999 rulebook/handbook costs includes the development cost of a CD ROM version, but no account has been taken in 2000 of potential savings in the cost of postage - or indeed, in the cost of print runs - arising either from a big take up of CDROM or from possibly publishing the rule book on the website and making hard copy available to non-practitioners on demand only. There have, however, been savings arising from a more economical print run on handbooks and from setting the Rulebook in house.
The budget for International CPD (£20k) comprises a general provision for “pump priming” activity rather than the projected cost of any specific UK-led events.
Other departments within MAD are budgeted to perform as follows:
Courses - income
- expenditure 1,139 1,233
- contribution 221 183
Scotland 139 149
Ireland (net) 227 272
Administration 389 387
The courses budget, which includes third party mailings, assumes a broad continuation of existing activities and delivery methods. There is a small provision (£11k) for CPD development but the budget does not allow for any strategic shift in the development, scope or delivery of on-line CPD, nor for the introduction of complex assessment systems, nor for changes to corporate IT systems to record such matters.
The budget for ACCA Scotland includes a significant increase in corporate promotion costs, from £19k to £35k. This relates to the development of the Scottish Business Lecture, two smaller corporate seminars, one major publication on the lines of How Will Scotland’s Parliament Work?, setting up subject-specific focus groups, events to replace Guildhall, the Annual Report and provisions for joint projects and advertising.
The increase in the budget for ACCA Ireland (which excludes premises
and student related items) is almost exclusively staff related, comprising
the full year cost of the Head of Ireland as well as a vacant administrative
Student income is budgeted as follows:
Registration fees and subscriptions
Examinations and exemptions 12080 13060
Script reviews, certificates, desk hire, etc 92 101
Registration fees and subscriptions for the main scheme, CAT and Diploma are together budgeted to raise £6.56m(1999: £6.31m). This assumes an equalisation in the IR and subscription for the main scheme, raising the IR by £3 to £38 - but no other price effect. The volume assumptions which underlie this are as follows:
Registrations (including re-registrations)
Main scheme and MSER 34,500 35,500
CAT 10,100 13,100
Diploma 1,500 1,500
Year end student file
Main scheme 130,584 135,417
CAT 18,515 21,936
Diploma 3,731 3,216
As noted above, increasing the main scheme registration and subscription
by a further £10 to £48 - of which £5 would be payable
to Oxford Brookes - will generate additional income of £735k.
Examination and exemption fees over the three qualifications are budgeted to raise £13.06m (1999: £12.08m). This incorporates the volume assumptions above and reflects an increase of £1 per paper in the examination and exemption fees for the main scheme only. A further increase of £1 will generate additional revenue of £435k.
I have assumed that we do not wish, for marketing reasons, to raise the level of registration fees, subscriptions or examination fees for CAT or the Diploma (other than equalising registration and subscriptions, which has already been built in). As a guide, however, an increase of £1 would raise additional revenue as follows:
CAT examination/exemption fee £50k
Diploma examination/exemption fee £5k
Student services costs are budgeted as follows:
Staff costs 700 731
Setting and scrutiny 911 1048
Postage and freight 895 991
Stationery 323 366
Travel 83 121
Examination centre costs 1559 1627
Marking 2051 2447
Overseas subventions 71 77
Script reviews 27 28
Setting and scrutiny costs include provision for development of computer-based and Russian language examinations (£35k and £55k respectively). Postage and freight costs reflect anticipated volume growth in students and known changes, e.g. syllabus conversion letters and direct despatch of scripts from centres to examiners. Travel costs have been increased to cover training seminars for overseas supervisors and joint scheme partners. Centre costs make provision for known increases in hall hire charges and provide for additional technician centres and changes in centre status. Marking fees reflect known prices and anticipated volume growth in examination candidates.
The Student Education Department is budgeted to spend £591k (1999: £445k) net of income. The major element of this is an increase in syllabus review costs from £78k to £231k, offset by a reduction in teachers conference costs from combining the Singapore CAT conference with the event to introduce the new syllabus. The proposed syllabus review costs of £231k include this Singapore event, together with others in UK, Africa and Caribbean (£115k); fees in respect of pilot papers (£76k); and an extended licence in respect of the software for computer based examinations (£40k).
The Student Recruitment Department is budgeted to spend £1,536k (1999: £1,045k), net of advertising and study school income. This large increase relates principally to promotion of the new syllabus - specifically:
Advertising 146 167
Printing of forms, training
records, handbooks etc 141 205
Printing of promotional literature 105 333
Travel 77 86
International promotion 89 100
Promotional material 11 115
Student activities 80 100
Student support 48 56
Miscellaneous (net) 41 12
This assumes that we remain with paper-based material for forms, training records etc, at least for next year. The major increases are in the printing of promotional literature (which assumes new brochures at a cost of £90k as well as a general provision of £150k for design consultancy); and promotional material, which assumes completely new exhibition and conference stands for UK and international offices, at a cost of £100k.
Diploma courses and publications are budgeted to require a subsidy of £32k under the new arrangements (after generating contribution of £130k in 1999). This, however, masks the fact that the current contribution levels are sustained only by virtue of having written off the development of open learning materials; if we did not now follow the outsourcing route, a major investment would be required to revamp the qualification. The budget assumes a reduction of £50k in the revenue from open learning materials (any announcement about the new syllabus will have to be carefully timed if the deterioration is not to be worse than this). It also allows for redesigning and printing new promotional material at an extra cost of £50k.
The Students’ Newsletter and Questions and Answers are budgeted to cost £2,089k in 2000 - an increase of £300k over 1999, while income, at £631k, is broadly static. The additional cost derives mainly from volume growth in students - particularly CAT students, which increases distribution costs in direct proportion. The budget does, however, include a proposal to change the format of the Students’ Newsletter so that the recruitment supplement is moved to the back of the magazine and distributed to UK students only. This apparently involves additional spending of £37k. One possible area for saving is to reconsider the current policy of sending the Students’ Newsletter, as well as the CAT Bulletin, to all CAT students.
Practice regulation costs are budgeted to increase from £911k to £1,065k (net of income); the increase arises almost entirely from a contingency of £100k against compensation scheme claims (whereas in 1999 we expect a credit of £20k from writing back a 1998 provision) and an anticipated increase of £38k in the amount payable to FSA.
Legal department costs are budgeted to increase from £544k to £595k. Other than staff costs, this again arises because the 1999 results benefit from writing back £20k of provision.
Training department costs are budgeted to rise from £740k to £1,027k; the major increase relates to staff costs, which are discussed separately. Other than this, the increased budget arises from the cost of reprinting the Employers’ Guide (in 1999 funded from the central marketing initiative budget) and from additional travel consequent on the staffing proposals.
Resources, finance and IT
The Resources budget can be analysed as follows
Staff costs 793 764
10/11 LIF (and Ely Place) revenue costs 248 248
29 LIF revenue costs 1,379 1,456
Woodside Place revenue costs 337 397
Sky Park (and Kinning Park ) revenue costs 140 275
Leeson Park revenue costs 156 136
Guildhall 130 -
President’s Flat 8 8
Revenue costs 3191 3284
Capital costs (see below) 4335 244
The costs of 29 LIF include £962k relating to stationery, freight and couriers, and postage (including London postage relating to members and students. This assumes that recent steps to tighten budgetary control over spiralling freight and courier charges will be effective and that spending in this area can be reduced from at least £200k in 1999 to £150k. The costings for Sky Park (which will house the new document imaging operation, as well as existing Glasgow mail opening, microfiching, scanning and warehouse activities) include rent, rates and service charges, lighting, heating, cleaning, insurance and other premises costs., There is also a prudent provision of £25k for the costs associated with remaining in or disposing of the Kinning Park lease.
Finance costs break down as follows:
Staff costs 552 560
Group pension, BUPA etc 725 770
Bank charges and interest 193 165
Irrecoverable VAT on property leases 28 27
Travel 38 40
Credit card commission 103 130
Audit and internal audit 80 83
Investment management 50 50
Warehouse activities 35 35
Internet development 150 150
Miscellaneous 30 32
Project lag - (100)
Depreciation (see below) 928 1185
less investment income (434) (519)
less royalty income (220) (250)
Bank charges and interest are projected to fall (and interest income to rise) once the funds from the sale of Ely Place are received; credit card commission, however, will increase as greater take up of credit card payment is experienced. Internal audit costs include not only Thomson Cooper but the costs of staff review visits to international offices and the cost of specialist review such as that carried out in 1999 on VAT. Internet development in 1999 has included all work with Sift on site hosting and maintenance, DES online, examination results and other projects as well as the costs of the new site(s). In 2000, there is a general provision for new developments of about £100k.
The budget for royalty income assumes a continuation of existing arrangements with ATFL.
IT costs are budgeted as follows:
Contractors/consultants 307 75
Training 65 50
Travel 70 50
Maintenance contracts and licences 411 496
Telecommunications 360 395
Revenue costs of projects:
DIP 45 70
CRM 30 60
E-business 70 50
Backups and disaster recovery - 150
Capital expenditure (see below) 1930 430
The IT staffing plans for 2000 and beyond do not include the use of short term contractors; in addition, the completion of all Oracle corporate systems means that no further provision is required for support from Mrs Dudney. The remaining budget is for consultancy on emerging technology and web-related issues.
Maintenance and licence costs increase in response to increased staff numbers (and hence PCs and equipment) throughout the organisation, and as a result of extending Quick Address validation to international addresses.
Ongoing project costs relate largely to maintenance and support contracts
and to some Phase 2 development. Provision is also made for developing
a comprehensive set of backup and disaster recover arrangements for DIP
and e-business developments.
Promotion and development costs are as follows:
Africa project (ICPAK / ECSAFA) 15 35
South Africa development 194 200
Shanghai representation 58 60
China project (net of income) 68 100
Miscellaneous 5 5
Accounting & Business costs are budgeted to rise from £1,164k to £1,281k, largely as a result of volume growth affecting distribution costs; this is partially offset by an increase in advertising income from £351k to £399k.
Council costs remain broadly unchanged from 1999 forecast at £540k. This assumes no significant increase in the number of non-UK Council members, and no additional weekend meetings beyond one Out of Town and one strategy weekend. Similarly, PR costs (which include the Annual Review) are expected to remain broadly unchanged at £345k.
Technical Department costs are budgeted to increase from £659k to £730k (net of income); this increase is almost exclusively staff costs, which are discussed separately.
The Corporate Marketing Unit’s costs are entirely staff related and are budgeted to rise from £67k in 1999 to £166k in 2000. This is dealt with under staff costs.
No income is budgeted from international projects in 2000 on the assumption
that any such projects will be self-financing; the budgeted costs are thus
exclusively staff related and broadly unchanged at £28k.
International Development Department costs are budgeted as follows:
Staff costs 187 187
Staff travel 120 130
New market development 175 182
Grants to branches 80 108
Miscellaneous 8 3
International office costs are budgeted as follows:
Malaysia (net of income - 1999 includes capital £41k) 460 365
Singapore (net of income) 96 251
HK 721 726
China - Beijing office 62 62
Australia 60 70
Canada 54 54
USA (including legal costs re recognition) 75 154
Zimbabwe 29 35
Sri Lanka 18 20
Kenya (1999 includes capital £5k) 32 36
Ghana 29 21
Caribbean (1999 includes capital £24k) 159 145
Uganda - 19
10/11 and Ely
29 143 91
WP 48 79
SP 73 4
IT - hardware 646 260
- software 273 85
- communications 274 30
- DIP 500 35
- CRM 180 20
- E-business 57 -
Malaysia 41 -
Kenya 5 -
Caribbean 24 -
IT 663 910
Equipment 142 161
Buildings 123 114
APPENDIX 3 - NEW POSTS CREATED SINCE 1999 ORIGINAL BUDGET
Chief Executive's Office:
Head of Marketing 1
2 net member services posts 2
Web co-ordinator 1
1 courses posts 1
Web co-ordinator 1
Projects manager 1
5 admissions posts (1 vacant) 5
Newsletter temp to perm 1
1 legal posts 1
4 training posts 4
PT to FT 0.4
London posts 0.7
Net 1.8 Glasgow posts (DIP) 1.8
4 graduate posts 4
Accounts assistant 1
Warehouse temp to perm 1
1 posts 1
2 posts 2
1 post (vacant) 1
Web co-ordinator 1
Malaysia: 8 posts 8
Singapore: 3 posts 3
Caribbean: 2 posts 2
APPENDIX 6: MARKETING INITIATIVES LISTED IN HB'S PAPER WHICH ARE INCLUDED IN 2000 DEPARTMENTAL BUDGETS
Members guide to Events & Services 46
Progressing your Career 14
Career Counselling 12
Factsheets and application forms 100
Membership survey 5
ACCA audit registration 5
Small business initiatives 9
Member publications redesign 40
SME seminars 10
Euro questionnaire 10
ECWAT contribution 20
Miscellaneous projects 9
Small business booklet reprints 8
Topo list / DLIP / specialisms 25
PS compendium (assuming web based
with hard copy demand only) 12
various member publications deferred
from 1999 (re-badging IFAC/OHE,
financial services booklet, e-commerce 28
1 for each FSS sector 15
2 care pathways 14
3 I&C 21
3 ELO/Business Links 21
4 public sector 24
1 follow up FSA 5
Repeat of US / Danish study tours 8
Redesign of student promotional literature 150
Vacancies for 2 new training posts
(Glasgow KAC and Dublin TC)
- in addition to 6 new posts already
filled at full year cost of £157k 54
Employers’ Guide 50
Vacancy for new financial management
post in technical 47
PR commissioned articles 12