❓ WA Parliamentary Question on Notice regarding the Mines and Petroleum portfolio, specifically concerning the One-Future Program and Enterprise Resource Planning (ERP) system upgrade within the Gold Corporation (Perth Mint). The questions probe project timelines, budgets, expenditures, consultant usage, and potential conflicts of interest.
AnsweredQoN 237Legislative Assembly
QuestionView source ↗
I refer to Budget Paper 2, Volume 1, page 192, and I ask : (a) When did the One-Future Program begin; (b) When did the Enterprise Resource Planning (ERP) system upgrade begin; (c) What was the original Budget for the ERP; (d) What was the original completion date for the ERP; (e) What is the total amount spent on the ERP to 30 June 2021; (f) How does the One-Future Program vary from the previous ERP program? (Separate project scopes, budgets); (g) Can the total cost for the ERP please be provided via a year by year breakdown of expenditure on the Enterprise Resource Planning (ERP) system: (i) 2014-2015; (ii) 2015-2016; (iii) 2016-2017; (iv) 2017-2018; (v) 2018-2019; (vi) 2019-2020; and (vii) 2020-2021; (h) Which consultants are being used to support the roll out of this project; (i) Which External consultants or providers have been contracted to deliver the project; (j) What is the cost breakdown within the total ERP project Budget that has gone to external consultants or Project Management contractors; (k) What is the total cost within the One-Future Budget that has gone to external consultants/ project management contractors; (l) What software platform is being used in the interim to support the e-commerce, front end customer focused needs of Gold Corporation; (m) When was this system originally installed; (n) Do any of the Board, CEO or senior staff have historical or pre-existing relationships, professional or personal with these firms who have been consulting on the project; (o) With regards to the 2020-2021 Gold Corporation Annual Report and the One-Future project steering committee, I ask who sits on the project steering committee to ensure this project stays on track and on budget ; (p) Can you confirm the One Future Committee has been meeting since May 2016; (q) How much of the original project scope set out for the ERP in 2015 has been delivered by 30 June 2021; and (r) Can you please outline by year the breakdown of the Asset Investment Program of Perth Mint since 2014-15?
AnswerView source ↗
Answered
16 November 2021
Responded by
Minister for Mines and Petroleum
Response time
11 days
(a) The One-Future Program began in August 2016
(b) The ERP Replacement project began in July 2013
(c) $7 000 000
(d) This project was first included in the 2013-14 Budget Process. At that point it was expected to be completed during the 2016-17 year.
(e) $2 962 000
(f) The ERP Replacement project was initially envisioned as a one-to-one replacement of the Corporation's ERP. As the project progressed it became apparent that a significantly broader scope was required, most notably including the addition of a new website instead of trying to integrate the existing websites into a new ERP. The One-Future Program thus represents this broader project of which the ERP forms a part.
(g) In thousands of dollars:
(i) 2014-2015;
57
(ii) 2015-2016;
1,685
(iii) 2016-2017;
268
(iv) 2017-2018;
-
(v) 2018-2019;
-
(vi) 2019-2020; and
-
(vii) 2020-2021;
-
(h) Numerous consultants have been used in various capacities. The three largest vendors by spend are (in alphabetical order); Churchill Consulting (Project Manager); Microsoft (ERP Provider); and PwC (ERP Implementation Partner).
(i) See response to (h) above
(j) 96% of project spend related to external consultants given the specialised nature of the work being performed
(k) 91% of project spend relates to external consultants given the specialised nature of the work being performed
(l) The Corporation is utilising its existing ERP (Axapta 3) and existing websites.
(m) Axapta 3 was implemented in 2004 and the websites are of a similar age.
(n) The Corporation's Board and senior staff includes former employees of firms that have performed work on the project. All parties have been engaged on an arm’s-length basis and all senior staff and Board members are subject to appropriate Conflict of Interest policies.
(o) Please refer to Gold Corporation’s 2020-21 Annual Report.
(p) The committee was established in May 2016 and has met on a regular basis since July 2016.
(q) It is impossible to quantify this given the heavily integrated nature of the finished product.
(r) See table below:
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
Plant & Equipment Replacement Program
4,205
4,620
6,723
5,460
6,691
10,270
5,858
Computer Software Replacement Program
2,216
514
501
1,058
603
348
550
ERP Replacement Project
57
1,685
268
-
-
-
-
One-Future Program
-
-
5,350
3,806
5,366
9,209
14,338
Silver Blank Production Facility
16,500
-
-
-
-
-
-
Total
22,978
6,819
12,842
10,324
12,660
19,827
20,746
(b) The ERP Replacement project began in July 2013
(c) $7 000 000
(d) This project was first included in the 2013-14 Budget Process. At that point it was expected to be completed during the 2016-17 year.
(e) $2 962 000
(f) The ERP Replacement project was initially envisioned as a one-to-one replacement of the Corporation's ERP. As the project progressed it became apparent that a significantly broader scope was required, most notably including the addition of a new website instead of trying to integrate the existing websites into a new ERP. The One-Future Program thus represents this broader project of which the ERP forms a part.
(g) In thousands of dollars:
(i) 2014-2015;
57
(ii) 2015-2016;
1,685
(iii) 2016-2017;
268
(iv) 2017-2018;
-
(v) 2018-2019;
-
(vi) 2019-2020; and
-
(vii) 2020-2021;
-
(h) Numerous consultants have been used in various capacities. The three largest vendors by spend are (in alphabetical order); Churchill Consulting (Project Manager); Microsoft (ERP Provider); and PwC (ERP Implementation Partner).
(i) See response to (h) above
(j) 96% of project spend related to external consultants given the specialised nature of the work being performed
(k) 91% of project spend relates to external consultants given the specialised nature of the work being performed
(l) The Corporation is utilising its existing ERP (Axapta 3) and existing websites.
(m) Axapta 3 was implemented in 2004 and the websites are of a similar age.
(n) The Corporation's Board and senior staff includes former employees of firms that have performed work on the project. All parties have been engaged on an arm’s-length basis and all senior staff and Board members are subject to appropriate Conflict of Interest policies.
(o) Please refer to Gold Corporation’s 2020-21 Annual Report.
(p) The committee was established in May 2016 and has met on a regular basis since July 2016.
(q) It is impossible to quantify this given the heavily integrated nature of the finished product.
(r) See table below:
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
Plant & Equipment Replacement Program
4,205
4,620
6,723
5,460
6,691
10,270
5,858
Computer Software Replacement Program
2,216
514
501
1,058
603
348
550
ERP Replacement Project
57
1,685
268
-
-
-
-
One-Future Program
-
-
5,350
3,806
5,366
9,209
14,338
Silver Blank Production Facility
16,500
-
-
-
-
-
-
Total
22,978
6,819
12,842
10,324
12,660
19,827
20,746
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