Zhe Wang

Casemix/Business Intelligence Unit

• Update activity data from Inpatient, Outpatient, ED data warehouse;
• Re-designed Inpatient, ED, Sub-acute reports to dashboard style to assist internal division to identify issues and business insights to financial performance;
• Patient Costing data Q&A;
• Weighted Activity analysis;
• Activity budget setting;
• Established Power BI dashboard for diagnostic dashboards;
• Established daily Operational dashboards for ED, Inpatients, SAAS ramping;
• Established FTE dashboards by calculating hours worked;
• Redesigned Divisional reports as well as Board reports for Access and Flow and HR;
• Generated ad-hoc reports to evaluate specific business requirements;
• Created data models to support decision-making processes;
• Provided technical support for troubleshooting analytics and reporting issues;
• Collaborated with external consultants to achieve project;
• Provide data to senior executives such as CEO and board members for the meeting with SA Health minister

Achievement

• All the Business Operational dashboards were greatly appreciated by the Senior Management and this was show cased in the senior staff forum;
• The FTE was greatly appreciated by the divisional managers and significantly improved the way they monitor workforce and planning

Monthly Reporting

The end of reports to SALHN board and PPRC in DHW

• Maintained the monthly end of year forecasting templates for divisions to provide forecasts;
• Reviewed divisional forecasts and preformed individual analysis to be able to proactively discuss risks with divisional business managers;
• Consolidated divisional forecasts and performed analysis on movement between current month actuals and prior month forecast and provided summaries to senior management;
• Consolidated COVID-19 forecasts from divisional templates and reported to DHW;
• Collected internal and external salaries recharge revenue information and provided estimates for divisions to manually accrue this in the forecasting templates;
• Consolidated savings reported by divisions and report to DHW;
• Prepared fortnightly FTE reports and distributed to divisions;
• Uploaded monthly internal pathology charges reallocation journals and investigated unallocated transactions;
• Updated finance committee report and board report by collecting data from various source (eg, OBDs, Nursing KPIs, Activities and other KPIs) and updating commentaries;
• Maintainted Finance Power BI dashboard by updating latest GL data and check formulas and relationships between tables are correct.

Monthly Budget Management

• Process budget variations in Budget Manager (BM) for approved budget cases and requests from divisions;
• Prepared monthly budget variation(BV) reconciliations between BM budget and GL budget, and provided BV advice to divisions.

Annual Budget Build

• Reviewed labour, revenue, expense budget templates distributed by DHW budgeting team to ensure temporary budget adjustments are excluded and ongoing business changes have been correctly annualised and therefore ensure the base budget is correct before distribute to divisions,
• Modified divisional labour, revenue and expense budget templates by adding columns and summary pages to be able to track budget movements against original base budget;
• Reviewed divisional budget templates to ensure the budget adjustments input by divisions are supported by approved business cases and summarised unapproved budget adjustments to discuss with senior management for final decisions;
• Reviewed labour budget phasing ( eg working days for salaried employees and medical consultants, calendar days for nursing);
• Conducted internal pathology budget reallocation analysis for whole of SALHN divisions and provide budget movement options to senior management for consideration;
• Reviewed inter regional budgets to ensure divisions balance with other LHNs' numbers;
• Reviewed inter regional budget with prior year actuals to ensure budgets were transferred from non sector to inter regional;
• Monitored budget movements in initial budget load system MAGIQ and ensure newly approved business cases are correctly entered by divisions while waiting on final budget (HPA) from DHW;
• Conducted estimated saving target analysis for 3 internal divisions, by removing prior year one off revenue and costs and add in new revenue and costs as results of approved business cases.

Process Improvements

• Improved the monthly forecasting templates by adding forecasted monthly flow into financial summary page therefore users can easily check the reasonableness of their forecast flow;
• Updated the whole finance committee and board report pack to separate out COVID-19 costs to show the underlying positions and created new graphs;
• Built SHAPR annual leave dashboard for divisions to monitor the leave pressures and tackle any potential errors in the monthly salary and wages journals;
• Worked with divisional business managers developing opportunities in building SHARP dashboard suitable for their needs;
• Worked with Project Management Office to develop new internal pathology costs allocation method and proactively provide opinions.

Monthly Board reporting

• Generate monthly financial data from TAFE SA internal financial reporting data base and input to revenue and expenditure working paper to generate P&l report;
• Monitor FTE and salaries movement and provide commentary on the monthly board report;
• Collected and updated Monthly financial and activity data in order to present in the financial indicators table for internal monthly performance report to the minister
• Consolidate Balance Sheet, Cash Flow, Aged Debtors, Payment to Creditors commentaries from Corporate Accounting team.

2020-21 budget presentation

• Collected and consolidated revenue and expenditure budgets for financial year 2020-21 prepared by internal business units based on different budget scenarios;
• Summarised budget assumptions and revenue budget and expenditure budget process for TAFE SA as part of budget proposal presentation that TAFE SA CFO present to CE and Finance Committee.

Leave analysis

• Monitor leave booking trend for whole TAFE SA staff to assist management of leave pressure.
• Review monthly Leave Liability Report provided by Financial Accounting. Using theoretical model to verify any material variances.

Monthly Monitoring Reporting to DTF

• Collect financial data from SA health internal financial reporting application (SHARP) for the whole of SA health portfolio entities;
• Maintain and update DTF monthly monitoring reporting working paper and to ensure actual and budgets are fully reconciled to internal management reports;
• Investigate and follow up with internal reporting team for any reconciling items;
• Consolidate Contractors and Consultants cost information to meet DTF Quarterly reporting requirement

Cash Management

• Monitor daily cash movements for the whole of SA Health entities. Follow up unusual material cash in/out follows;
• Conduct a range of analysis for example YTD averages to monitor cash movement trend;
• Prepare cash disbursements for Local Health Networks (LHNs) and SA Ambulance Services(SAAS);
• Prepare DTF Appropriation schedule to SA Health for 2019-20;
• Prepare Cash Alignment process to meet DTF policy for 2018-19;
• Calculate accrued appropriation for 2019-20 based on DTF accrued appropriation model

Annual State Budget process

• Maintain and improve templates which are sent to SA Health entities in order to collect information for budget adjustments;
• Review budget adjustment requests for general operating and capital projects and follow up with SA Health internal finance teams in order to gain sufficient supporting documents for DTF approval;
• Prepare budget adjustment journals in DTF system (BMS) as well as SA Health internal budget system (BM);
• Follow up and investigate queries from DTF and respond in a professional manner

Achievements

• Successfully delivered 2019-20 DTF Appropriation schedule and received minimum changes from internal management;
• Initiated Contractors and Consultants reconciliation working paper and data queries in internal financial reporting system (SHARP);
• Successfully met conflict dead lines in the under staff situation

Monthly Portfolio Performance Reporting

• Generated monthly financial data from SA Health internal financial reporting system (SHARP) for the whole SA Health portfolio;
• Updated financial data in portfolio revenue and expenditure working paper to ensure financial data is fully captured;
• Investigated imbalanced internal transactions and conducted manual corrections to fix internal eliminations at both internal Health regional level and DTF reporting entities level;
• Updated financial data in templates which are sent internal SA Health divisional finance teams to provide YTD and EOY variance explanations;
• Collected and updated Monthly financial and activity data in order to present in the financial indicators table for internal monthly reports;
• Reviewed monthly unmapped account index and prepared mapping for approval;
• Wrote monthly financial performance commentary for SAAS

End of Year process

• Reconciled internal management reports and financial statements;
• Monitored financial actual movements for SA Health portfolio from June to June interim and to June final

Achievements

• Initiated internal recharge and reallocation dashboard for internal management to provide a real time monitoring for any unsettled internal trades;
• Re-designed working paper to automate reconciliation between internal management reporting account structure and annual financial reporting structure;
• Created a number of useful analysis queries in SHARP to assist senior financial analysts to conduct comprehensive analysis. eg agency staff analysis

Monthly reconciliations

• End of month reconciliations for 43 balance sheet accounts for Northern Adelaide Local Health Network(NALHN) with 10 working days;
• Performed end of month reconciliation for key profit and loss accounts which include contractors and consultants expenses, Boards and Committees expenses, Parental Paid Leave, Purchase credit cards in order to ensure revenue and expenses are captured correctly and maintain all the records up to date to meet DTF reporting requirement;
• Prepared tax journals to clear purchase credit card transactions and assess invoices to determine GST codes in order to claim GST;
• Prepared and uploaded correction journals to fix incorrect transactions in general ledger;ed from Makk and Mcleay nursing home. This is a separate note in financial statement to be presented to Commonwealth government;
• Prepared and uploaded correction journals to fix incorrect transactions in general ledger;
• Monitored other revenue and other expense accounts and follow up doubtful transactions
• Prepared Boards and Committees note by collecting members information from a range of business stakeholders

Receipting for SA Ambulance Service (SAAS), SA Tourism Commission (SATC) and Department of Primary Industries and Regions (PIRSA)

• Conducted daily receipting for various payment methods such as EFT, BPAY, Credit card and cheque
• Reconciled bank statement and follow up unsure deposits to make sure payments to be receipted efficiently
• Investigated unapplied receipts by looking up in financial systems, making phone calls, searching online, query associated business sites and etc
• Collaborated financial accounting to identify unmatched items therefore resolve unapplied receipts
• Reviewed a variety of reconciliation prepared by financial accounting to fix errors and therefore to achieve balance
• Reviewed clearing accounts reconciliations, investigate complex historical issues
• Engaged by Business Process Master team to edit procedure and contribute opinions to improve business process
• Coached back up team members and evenly allocate workload to achieve efficiency
• Handled queries from both internal and external customers and provide solutions
• Communicated with a range of business units to make sure service delivery meets service design

Achievements

• Successfully reduced the level of unapplied receipts in SAAS bank account to the lowest level since the account was created
• Successfully managed large volume receipting work load for both SAAS and PIRSA during end of year period