Professional Documents
Culture Documents
RE-ENGINEERING IFMIS
2011 - 2013
By A. Waiguru
Ag. D/IFMIS / HGU
PRESENTATION OUTLINE
With whom?
By when?
How much? 3
Why develop a plan/expectations?
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EXPECTATIONS2
3. People Expectations –
• Learn from past experience
• Bring on board all stakeholders
• Home-grown & practical solutions
• Capacity enhancement Clear communication and
change management
4. Well defined Strategic plan –
•With a clear Vision and Mission that communicates the
Re-engineering process / rebranding of IFMIS
•A strategy that defines risks and mitigates against them
•Integrating all stand alone components
•Strategy that ensures Leadership buy in and commitment
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BACKGROUND
• Assessment by independent consultants
raised a number of technical and
implementation issues that had to be
addressed before IFMIS could be
considered reliable and useful.
• This Strategic Plan seeks to enhance that
process by identifying requirements,
priorities and activities for the re-
engineering of IFMIS.
Where are we?
Where are we?
A PARTIALLY FUNCTIONAL IFMIS
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A PARTIALLY FUNCTIONING IFMIS
• 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 sufficiently
interlinked and
• There is still significant reliance on manual
processes even where the IFMIS has been
implemented
A PARTIALLY FUNCTIONING IFMIS
•Budget Process
•Budget planning is the process through which the
government, according to a pre-defined process - the
MTEF - sets budgets for the coming fiscal year.
•Detailed guidelines provided to MDAs on how to define
their funding necessities according to various sectors
•As priorities are identified, budgets are assigned to various
line-items such as fuel, office supplies, etc.
•One key output of the budget planning exercise is the
budget commitment ceilings that determine the monthly,
quarterly and annual expenditure limits.
•Currently budget preparation is facilitated by a stand-alone
database application
•No real-time linkage bet. this application and the IFMIS
A PARTIALLY FUNCTIONING IFMIS
• Expenditure to Payment
• Following the attribution of budget commitments
and the release of funding, the expenditure and
payment processes commences.
• The diagram in the next slide is a high level
illustration of the Government’s expenditure
approval process.
• Currently the most part of these processes are
executed manually, and outside the system,
• Expenditure approval process mostly manual
• There is urgent need to automate them.
Local Purchase Order manually created along with the
Payment Voucher. All are signed in advance by the AIE,
HoA and Budget Officer
GPAY Process
CBK Process
Procurement The entire process is pre-determined so that the PO
2 Officer Contacts contacts suppliers in advance of receiving approval
for the acquisition and instructs them on what
Suppliers
process to adopt.
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Have a well functioning, user friendly
Integrated Financial Management System
THE RE-ENGINEERING
IFMIS STRATEGIC
PLAN
IMPLEMENTATION APPROACH
• Move from -
• A modular approach which was earlier
adopted where separately
implemented modules are loosely
linked to the GL,
To -
• A full cycle end-to-end integrated
approach
CORE IFMIS PROJECT MANAGEMENT
COMPONENTS
• Strategic Interventions
• Re-engineered business process for
improved business results
• Define workflows for stricter controls
• Integrate process to reduce
duplication and parallel running
• Ensure higher degree of data quality
• Improved workforce performance
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PLAN TO BUDGET
• Strategic Interventions
• Document the automation requirements for the
Planning to Budgeting cycle
• Fully integrate the Plan to Budget process and
system
• Provide a platform for programme based budgeting
• Automated system for commitment ceilings
• Single, common Chart of Accounts
• Enhance reporting capabilities to support budget
planning
• Hire PFM Specialist to assist the BSD in the
undertaking these activities 25
PROCURE TO PAY
• Strategic Interventions
• Automated procurement process, from online
tendering to award of contracts
• Include the entering requisition, to generation of
System Purchase Orders, to payment
• Payment initiation, online approval and system
generated Payment Vouchers
• Enforcement of budgetary controls
• Elevation of IFMIS from data capture to integrated
financial management
PROCURE TO PAY
• Strategic Interventions
• Review the Workflows and Dossiers in all
modules but especially for The Procure to Pay
system and the General Ledger.
• Change of policy to accommodate system
generated documents as official GoK documents.
• Design and implement secure printing of PO on
pre-printed stationery.
• AIE holders / Vote controllers enabled to
undertake online commitment of funds
• Real-time access to financial information.
REVENUE TO CASH
• Strategic Interventions
• Auto-reconciliation of revenue and payment
• Secure and seamless integration with GPAY
based on ‘straight through processing’
• Automatic generation of EFT files and exchequer
releases within IFMIS
• Encryption, authentication and secure
transmission of data
• Automated revenue collections for improved cash
forecasting
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RECORD TO REPORT
• Strategic Interventions
• Electronic transmission of bank statements from CBK
• Secure two way interface between IFMIS and CBK for EFT
instructions and statements
• Automated bank reconciliation
• Online maintenance of bank account details
• Accurate and up to date information on the GoK financial
position
• Eliminate GPAY terminals at line ministries.
ICT TO SUPPORT
• Strategic Interventions
• Establish a Service Level Agreement between MoF,
GITS and E- government/ICT Board to provide
technical support and service to IFMIS Data Centres,
Networks and other infrastructure.
• Dedicated IFMIS support function for software,
hardware and infrastructure
• Help desk and call centre with expert technical
support
• Improved availability and system performance
• Operational security plan including business continuity
planning, back up and disaster recovery
• Support the e-Government Shared Services strategy
COMMUNICATE TO CHANGE
• Change management will focus on:
–Awareness presentment:
–Building commitment:
–Managing Expectations:
–Coordination of Change:
–Staff Development:
• The Change Management process
–Preparation Stage – Acceptance Stage –
Commitment Stage
COMMUNICATE TO CHANGE
• IFMIS ACADEMY
• Develop and implement capacity development/training programs to
ensure proper use and maintenance of the IFMIS
• Objectives
• Ensure MoF has required documentation to support IFMIS users and
technical staff.
• Increase the competency of existing users and expand user base.
• Develop additional expert and super –users.
• Develop in-house capacity to provide IFMIS user training.
• Deepening IFMIS to departmental Heads and management
• Strategy
• Training Needs assessment
• Development of customised Oracle user guides and training materials.
• Establish a state of the art Internal IFMIS Training Facility – IFMIS
Academy
• Source competent firms for Oracle training
• Source competent firm for ToT
SCOPING
• Core Modules – CM, AR, AM
• Other Modules – Plan to Budget – Piloted by end June
• Stand alone modules Interfaces -
• Organisations to be implemented
– Ministries and Departments –
• Pilot ministries - MoF, MoE, MoIS, MoIRP, MoPH, &
SLO
• Other ministries – MoLG, MoFA & MOA
– Local Governments –
• ICT infrastructure – LANs in 61districts for IFMIS
• However linkages only on pilot basis to 4 District
Treasuries
• To discuss with MOIC on use of Fiber infrastructure
– Others – Link to shared services
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SYSTEM DOCUMENTATION
Strategic Actions
• Regenerate documentation for the whole
implementation including;
– Business Processes
– User Requirements
– System design and development
– Quality Assurance
– Integration Testing
– User Acceptance Testing
– Operational Acceptance
– Operations Manuals
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GOVERNANCE STRUCTURE
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GOVERNANCE STRUCTURE
• Steering Committee on IFMIS (SCI)
• Technical Committee on IFMIS (TCI)
• IFMISD
• DIIUS
• Supporting documents
–Strategic Planning document
–IFMIS Charter
–Change Management Strategy
–Job description document
POST IMPLEMENTATION SUPPORT
Strategic Actions
• Dedicated Helpdesk established to offer 1st level
support.
• Implement a web based solution to for online
logging, recording, tracking and reporting on
progress of logged issues.
www.IFMISupport.go.ke;
Email:- IFMISupport@treasury.go.ke
ifmis@treasury.go.ke
2nd level support to be outsourced to certified
vendor under a service level agreement.
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BY WHEN?
• Short Term
• Long Term
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ROAD MAP
Feb March April May June July
Program Management
Kick off workshop
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CRITICAL SUCCESS FACTORS
Personnel - Competence & establishment –
Short Term - Request Secondments
Project ownership and sustained commitment and
support by top management of MoF
We are the champions
Business continuity Planning
Adequate programme financing
Capacity building
Change Management
ICT to support
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VISION & MISSION
• Our Vision is to have -
• “An excellently secure, reliable, efficient,
effective, and fully integrated financial
management system”.
Our mission is to -
• “ To Passionately and with commitment
continuously enhance our capacities to
innovate and leverage on the best of
technology to provide for a fully integrated
financial management
CONCLUSION
• This strategic plan has therefore been
developed to –
1.Provide a structured methodology for
stabilisation of the current IFMIS on
one hand, and,
2. To facilitate development of a
comprehensive, consolidated and
integrated financial management
system
CONCLUSION
At this stage everything is on the critical path
which comes with distinct challenges of
pressured implementation
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CONCLUSION
• In Managing Expectations, we will bear
in mind -
• That – “No two men ever judged alike
of the same thing, and it is impossible
to find two opinions exactly similar, not
only in different men but in the same
men at different times.”
• ~ Michel Montaigne ~
• - We will keep learning and adjusting
We Thank you for
listening
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