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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
Progress and Achievements
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.
Progress and Achievements
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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
Progress and Achievements
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