cio 100 2011-integrated finance management information system rengineering egovernment anne waiguru

8/3/2019 CIO 100 2011-Integrated Finance Management Information System Rengineering eGovernment Anne Waiguru

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IFMIS RE - ENGINEERING

PRESENTATION AT THE CIO 100 SYMPOSIUM 2011Ms. Anne Waiguru

Ag.D.IFMIS/HGU

Ministry of Finance

29th November, 2011

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1.Why Re-engineer IFMIS?

2.Expectations of a Re-engineered IFMIS

3.Organisational structure & guiding principles

4.Highlights of IFMIS programme components

5.Progress and Achievements

6.Conclusion

Agenda


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A Partially Functioning System

The IFMIS is currently limited to the General Ledger (GL), Purchasing (PO)and Accounts Payable (AP) modules

All have some technical limitations with functionalities that are not sufficientlyinterlinked

Significant reliance on manual processes even where the IFMIS has been

implemented

Cash Management not implemented, therefore Bank Accounts maintainedmanually

EXU not sufficiently supported: CBK email to HEXU; distributes fundsmanually

EFT Business Process not efficient

PSB module was unable to handle budget planning and reporting and therecurrently exists a stand alone system running on Excel & MSQL

Other Stand alone systems: Debt mgt system, pensions ;payroll etc

Why Re-engineer IFMIS?


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A Partially functioning system


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From Modular Approach to Full Cycle End to End Integrated

Approach

Core IFMS Programme Components

Re-engineering for Business ResultsPlan to Budget

Procure to PayRevenue to CashRecord to Report ICT to SupportCommunicate to Change


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Re-engineering for Business Results - Re-engineered Business Process for

improved financial management

Plan to Budget Fully integrated process and system that links planning, policy

objectives and budget allocation

Procure to Pay Automated procurement process, from requisition, tendering,contract award to payment

Revenue to Cash Auto reconciliation of revenue and payments with automaticfile generation

Record to Report Secure two way interface with CBK for accurate, up to dateinformation on the GOK financial position and the production of statutory reportsreal time

ICT to Support Dedicated IFMIS support functions for software, hardware andinfrastructure

Communicate to Change IFMIS Academy for capacity building andcontinuous learning

Expectations of Re-engineered IFMIS


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Organizational Structure

Director of IFMIS

Business ProcessManagement

ICT toSupport

IFMISAcademy

IFMISOperations

Technical

Committee onIFMIS

SteeringCommittee onIFMIS

The Steering Committee on IFMIS is chaired by the DPM/MF with the PS/T,PS/MoIC, FS, ES, Governor/CBK and Commissioner General/KRA asmembers. The SCI provides overall policy guidance to the re-engineeringprocess and secures the high level commitment, setting the priorities andendorsing resolutions on the direction and progress of the programme

The Technical Committee on IFMIS comprises of heads of user departmentsensures that the re-engineering IFMIS programme is implemented efficientlyand effectively and that it delivers on its desired objectives.


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The guiding principles for IFMIS re-engineering directly support PFM reform

1. Leverage industry leading practices

Align IFMIS processes, system, organization and capacity building with industryleading financial management practices

2. Optimize automation

Automate activities, and reduce manual steps or duplication

3. Minimize customization

Implement vanilla. Customisations should be limited to support mandatory GoKrequirements (regulatory, fiscal, or resulting from system restrictions)

4. Improve data quality

Enable validation of data, and improve data quality

5. Enhance controls

Exploit opportunities to use system workflow and permissions to enhancecontrols against errors, fraud and theft

Guiding Principles


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Plan to Budget, Revenue to Cash, Record to Report,

EFT Pilot/Phase I Roll out to Central Government December 2011

Roll out to County Government June 2012

Procure to Pay, Pilot/Phase I

Roll out to Central Government June 2012 Roll out to County Government Dec 2012

Others Continuously through out the year

Roadmap


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Re-engineering for Business Results

Progress and Achievements

Launch of Re-engineering IFMIS Strategic Plan 2011 2013on February 28th 2011

Process Design Workshops with Pilot Ministries Identified IFMIS team leads and key stakeholders across pilot

ministries Over 700 officers have participated so far Budget/Finance

Officers, Planning Officers, Procurement Officers andAccountants across Pilot Ministries

Agreed target level 2 processes to support automation

Taskforce on Legislation, Policies and Regulations Task Force established to agree on policy recommendations to

eliminate process steps, and optimize automation

Negotiations with Government Printer successfully obtainedauthorization to publish financial documents on IFMIS

IFMIS organizational structure approved by the Ministry of

State for Public Service and the Public Service Commissionto recruit 52 staff.


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Plan to Budget

Business Process Requirements gathered

Systems Integrator for Plan to Budget system on board.

User requirements validated

Solution design and system build complete

User training and UAT on going


Procure to Pay

Business Process Requirements gathered

User requirements validated

EOI & RFP in progress to procure system.


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Revenue to Cash and Record to Report

Technical firm procured to implement three new financial modules(CM, FA, AR) for roll out in 10 pilot ministries.

User Acceptance Tests and Conference Room Pilots with IFMIStechnical team members and pilot ministry users undertaken.

Resolution of system challenges (P3 issues) concluded. Go live begun 24th October 2011 and ongoing

Negotiations for Integration with CBK and KRA ongoing.

Taskforce on a Single Chart of Accounts Established. Single Chart ofAccounts review finalized and adopted.



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ICT to Support

Infrastructure and hardware review for implementation of the re-engineered IFMIS undertaken.

Software licenses reviewed and updated.

Process of developing IFMIS security architecture begun

Help desk set up and operational


Communicate to Change

Change management strategy developed Information, Education and Communication material developed and

distributed.

IFMIS Academy framework agreed and in process of roll out


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At this stage everything is on the critical path which comes with

distinct challenges of pressured implementation. Implementation of the Re-engineered IFMIS is highly integrated,

and provision for its implementation must be simultaneousand synchronized in nature in order to guarantee success.

It calls for full support by ourselves and all stakeholders, team

dedication and attention to every detail to ensure successfulplanning and implementation to meet stakeholders expectations

In Managing Expectations, we will bear in mind -

ThatNo two men ever judged alike of the same thing, and it

is impossible to find two opinions exactly similar, not only indifferent men but in the same men at different times.

~ Michel Montaigne ~

-We will keep learning and adjusting

Conclusion


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Thank You

cio 100 2011-integrated finance management information system rengineering egovernment anne waiguru

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