GTL4FMIS Greater Than Leadership Program for Financial Management Information Systems

GTL4FMISGreater Than Leadership Program for Financial Management Information Systems

Adaptive Leadership Program forFMIS Development

Cem Dener

Governance and Public Sector Management (PRMPS) PracticePoverty Reduction and Economic Management (PREM) Network

The World Bank

GTL4FMIS

April 2014 2GTL4FMIS and RRA

Contents

• FMIS Design and Implementation

Challenges

• What is GTL4FMIS?

• How to Use GTL4FMIS and RRA in FMIS

Projects?

Why FMIS?


Public Sector Institutions

Citizens, NGOs, Businesses

OLTP : Online Transaction Processing OLAP : Online Analytical Processing ETL : Extract, Transform, Load BI : Business Intelligence DM : Data Mining

FMIS : Collaboration & Coordination

Web

Por

tal -

Inte

rnet

Web

Por

tal -

Intr

anet

Data Warehouse

OLTP

OLAP

ETL

Plan

Execute

Account

Report

Audit

M & E

PFMFMIS Database

BIBI

BI

DM

DMDM

Operational Systems

Integrated Financial Management Information System

Multi-dimensional analytical queries

• consolidation• slice & dice• drill-down

InterfacesDW : Dynamic Monthly Updates & Query Options

Images: jscreationzs / FreeDigitalPhotos.net

Goals: Daily Recording & Reporting of PF Data + Improved Service Delivery

Open Data

FMIS Challenges


FMIS Design and Implementation Challenges

Long term political commitment and ownership of the

borrower

PFM reform needs and priorities > Clear definition of

the problem

Allocating enough time and resources for project

preparation

Large scale change management and training activities

to strengthen institutional capacity for PFM reforms

Developing necessary skills to implement and sustain

FMIS solutions

Decision about the type of FMIS application software,

and using shared ICT infrastructure

Readiness for procurement and contract management

activities

FMIS Challenges


How to Identify Technical and Adaptive Challenges?

Most of our client countries are faced with technical and adaptive (non-technical) challenges while developing FMIS solutions.

Project/task teams are usually supported by technical specialists who are capable of reviewing the functional & technical requirements and monitoring the execution of contracts based on a well defined methodology to address technical challenges.

However, despite all efforts to strengthen the institutional capacity, many project teams experience difficulties in change management, and substantial delays are observed during PFM reforms.

Therefore, there seems to be some room for improvements in defining the adaptive (non-technical) challenges during design, and address change management issues properly during implementation of projects.

Applying the principles of Science of Delivery (an evidence-based, outcome-focused approach based on rapid evaluation, learning and adjustment cycles) may help in the resolution of these challenges.

FMIS Technical ChallengesHow to Address Technical

Challenges? Project/task teams should be supported by technical

specialists who are capable of reviewing the business processes, functional & technical requirements, and monitoring the execution of contracts, based on a well defined methodology to address technical challenges.

A methodology and related project design check lists are available to guide the project teams during the design and implementation of FMIS (OLTP) solutions (FMIS Study, Apr 2011).

Key challenges in publishing Open Budget Data from FMIS platforms were also studied, and new guidelines were published in Sep 2013, to assist the project teams in the design of public finance web sites linked with FMIS and Data Warehouse solutions (OLTP+OLAP).

Also, the FMIS CoP is available as a knowledge sharing and learning platform since Sep 2010.April 2014 6GTL4FMIS and RRA

FMIS Development Methodology Years > 0 1 2 3 4 5 6 7 8 9 10

• Advisory support for PFM reforms

• Assess existing ICT skills & resources

1. Identify the PFM reform needs of the government (What? Why?)

• Assess PFM capacity & practices

• Assistance in PFM capacity building

• Technical Specifications [ ICB docs ]

• Develop ICT/e-Gov Strategy

• System Design

2. Develop customized solutions (How? Where? When?)

• Develop PFM Reform Strategy

• Conceptual Design

3. Strengthen capacity and implement project (Who?)

• Project Mgmt Group (PMG) and PIU

• Coordination with other donors

Preparation

• Assist in technical capacity building• Coordinate w/ other e-Gov initiatives

• Procurement of ICT solutions [ ICB ]• FMIS implementation

• Monitoring & Evaluation

• Capacity building & change mgmt

Warranty

• Establish a countrywide network

Implementation

FMIS take off

Approval

FlyingSolo

Support &Maintenanc

ePost

Warranty

Images: jscreationzs / FreeDigitalPhotos.net

Methodology


FMIS design and implementation may

take at least 6-7 years, despite advances in

technology

Benefit from GTL4FMIS >>>

RRAto shorten impl.

FMIS Adaptive ChallengesHow to Address Adaptive Challenges?

Greater Than Leadership program for FMIS (GTL4FMIS) is one of the practical options. Initiated in 2012. Initial results were demonstrated by Albania, Philippines, Vietnam in October 2013.


Preparation(Three weeks)

Recognize adaptive

challenges and technical

problems; refine team composition

Workshop(One week)

Gain a deeper understanding of

and practice leadership

approaches and tools to mobilize

coalitions for reform

Results Lab(11 months)

Provide real-time support as teams navigate through

the program implementation

GTL4FMIS


Contents


Challenges



Projects?

What is GTL4FMIS?


GTL4FMIS > One Year Program

GTL4FMIS First Round (Four Countries)Sep–Oct 2012: Preparatory consultations

(country visits)Dec 2012: GTL4FMIS workshop in Seoul

+ Adaptive Leadership and other modules

+ Korean experience+ Rapid Results Approach (clinic)

Jan-Oct 2013: Follow-up phase (results lab)

How?


The Challenge of Development

Leadership

Technical Adaptive

LeadershipThe process of mobilizing people, resources, and ideas to collaboratively address adaptive challenges in seeking to achieve a shared goal.

Status Quo

Desired State

HOW ?

Why GTL4FMIS?


GTL4FMIS Strategic Objective

To help reform teams take

“leadership actions” to address

adaptive (non-technical) challenges

during FMIS implementation

GTL4FMIS

GTL4FMIS Workshop(3 to 5 days)


Framework

Adaptive Leadership

Diagnostics

Stakeholder Influence Mapping

Constraints to Collective Actions

Implementation

Self Mastery (individual)

Rapid Results Approach

(team)Strategic

Communication(coalition)

GTL4FMIS Framework

“How” of reforms

AdaptiveTechnical

Management Leadership

Formal Authority

Informal Authority

DynamicFinite

Source: Definitions used in the Greater Than Leadership (GLT) program for FMIS by Manuel E. Contreras


Tech vs. Adaptive Challenges

Technical vs. Adaptive Challenges

Source: Definitions used in the Greater Than Leadership (GLT) program for FMIS by Manuel E. Contreras (Adapted from Groupsmith)

Technical Problems Adaptive ChallengesOften lend themselves to solutions that have worked in the past.

Require changes in values, behavior, roles, relationships, and approaches.

Who? Often solved by an authority or expert.

Who? People with the problem work on the solutions.

People are generally receptive to technical solutions.

People often resist to adaptive challenges; they fear loss.

Require change in just one or a few areas. Require change in many areas across usual organization boundaries.

How? Solutions can often be implemented quickly—even by edict.

How? “Solutions” require learning new ways (experiments and new discoveries); can take a long time to implement.


http://www.groupsmith.com/uploads/file/technical%20problems%20vs%20%20adaptive%20challenges.pdf

GTL4FMIS Framework

Authority Resources


• Formal • InformalWhat you do andHow you are perceived Competence Reliability Trust Legitimacy IntegrityWhere you are

Position

GTL4FMIS Diagnostics

Stakeholder Influence MappingStakeholder Mapping (Net-Map) can help in understanding:


Complexity of the problem from different perspectives

Informal and formal networks to be considered

Bottlenecks, reasons for success and failure Source: Greater Than Leadership (GLT) program for FMIS


Drawing the Net-Map


Step One: Who is involved (actor cards)?

Step Two: What are their links (one color at a time)?

Step Three: What are their positions (aligned for or against next to actor)?

Step Four: How influential are they for your question (influence towers)?


Constraints to Collective ActionsWhat different stakeholders might confront…


Constraints to Collective ActionThe Free Rider

Informal sanctions

Bundling

Asymmetric InformationPublic Interest Lobbying

Mass Awareness Campaign

Agenda SettingKnowing Rules

Preferences

Lack of TrustRepeated Meetings

Credible Commitment

Source: Greater Than Leadership (GLT) program for FMIS



Constraints to Collective Actions Free Rider Problem

Asymmetric Information

My house is only worth

$20,000

I know… He doesn’t… I gain!

… but the community loses

I use… You pay…

… but the community loses



Constraints to Collective Actions Agenda Setting

Lack of Trust

I break my promise…

I suffer!

I maneuver…

I win!

Care

Competence Credibility

Trust

GTL4FMIS Implementation

What is Self Mastery? Managing emotions & thoughts for effective leadership

actions


Calm, stress-free mind

Clearer decision making

Forging relationships & build coalitions

Persisting through challenges to achieve results

Nurturing commitment to creating public value

CALMNESS and DYNAMISMInner strength to gain informal authority

CREATIVITY and AWARENESSMastering adaptive challenges

CONNECTEDNESSTrust building through heart-to-heartcommunication


What is Strategic Communication? Knowing your key stakeholders well Understanding what they want and don’t want

(WIIFM > What’s in it for me?). How can we achieve transition from WIFM to WIFUS?

(WIFUS > What’s in it for us?) Contribute to behavior change efforts that address

adaptive challenges Persuading stakeholders to work together toward a

shared goal to create public value by using pertinent framing and a good mix of both inquiry and advocacy.



Strategic CommunicationWhich Actors should “Move” to increase the “Likelihood of Success”?


Low Influence

High Influence

StrongSupport

StrongOpposition

GTL4FMIS >>> RRA


What is Rapid Results Approach?

‘RRA is about making progress, not finding grand solutions’

Rapid Results Initiatives (RRI) provide a structured process that mobilizes teams to achieve results in 100 days or less- learning along the way.

Helps teams accelerate progress on complex projects Uses techniques from multiple disciplines:

Capacity building Management coaching Change management

Used in Fortune 500 Companies, Governments, and Non-profitsSource: Greater Than Leadership (GLT) program for FMIS, RRA Coaches: Daniel Manitsky and Benjamina M. Randrianarivelo

GTL4FMIS >>> RRA


RRA > 3 Unique Elements Ambitious but realistic goals:

Goals that can only be achieved through innovation versus “just by working harder”

Encouraging innovation from below Front-line workers create their own action plans Experimentation is encouraged

Coaching Support: Specially trained facilitators Help teams think creatively Help strengthen team work

GTL4FMIS >>> RRA

Traditional Project Mgmt v.s. RRA (1/2)


Traditional Approach RRA wayApply known routine (linear) and tools to addressing technical issues

Results first: Outcome + Space for innovation and learningReadiness and ownership: experimenting by doing (iterative) and valuing lessons learned accordinglyUnleashing hidden capacity through a structured methodology, based on proven techniques

GTL4FMIS >>> RRA

Traditional Project Mgmt v.s. RRA (2/2)


Items Traditional Approach RRA wayNature of issues

Mostly technical (generally known)

Technical and mostly adaptive (generally unknown)

Capacity Build individual skills Unleash hidden capacity and creativity of teams

Designing the sequencing

Start with activities: From activities to outputs

Results first: From outcomes to outputs and activities

Implementers Project team:Each individual executes his task

Temporary governing structure: (i) authorizers; (ii)team with right people; (iii) coach

Investment Important Low initial

GTL4FMIS >>> RRA


RRA Comparative Advantages Reduced hidden risks inherent in long-term strategies Proactive problem solving Improved team work and collaboration Increased opportunities for scale-up beyond 100 days

and sustainability

GTL4FMIS >>> RRA


Day 1 Day 50 Day 100

Rapid Results Initiative Phases

Shape

Sponsors: Choose focus

of RRI Choose Team

Members Communicate

challenge to team

Launch

Launch Workshop

Teams create: 100 day goal 100 day work

plan

Implement

Weekly Team Meetings

Midpoint Review Sustainability Review

Weekly Team meetings Update work plan Brainstorm solutions to obstacles Plan out next week’s activities

Sponsors do not attend, unless asked to do so by the team

GTL4FMIS >>> RRA

GTL4FMIS Workshop Activities


Self-Mastery serves as a personal foundation for leadership action, and teams practice various techniques .

The Reform Teams (RT) submit a project proposal

and identify team members.

Through Adaptive Leadership teams recognize various

challenges that can stall their reform

With advice from technical experts, teams identify

viable target(s) for the first 11 months

With a clear target, teams identify technical and embedded adaptive

challenges they may face in implementing reform

Through stakeholder mapping, teams analyze the

interests and relative influence of stakeholders

and identify potential coalitions.

Teams decipher constraints to change.

With potential coalitions in mind, teams practice using strategic communication

tools for engaging stakeholders

With the analytical work complete, teams design an implementation strategy.With Rapid Results coaching they identify their 11 month goal(s), and develop a strategic work plan including how they will collaborate to become a high performance team.

GTL4FMIS


Contents


Challenges



Projects?

How?


Status Quo

Desired State

HOW ?

How to use Rapid Results Approach?

RRI

1

RRI

2

RRI

3

RRI

4

RRI

5

RRI

6

RRI

7

RRI

8

RRI

9

RRI

10

RRI

11

RRI

13

RRI

12

RRI

14

RRI

15

RRI

16

Identify key challenges and set priorities Define RRIs to achieve results in 100 days or less Innovate + Measure results Learning by doing + Adjustment cycles

GTL4FMIS >>> RRA


RRI Example

Long-term Goal(5 Years)

Performance Challenge

100 Day Rapid Results Goal

Improve operational

efficiency and customer

satisfaction within Ministry

of Finance

Decrease time to issue first pension

payment

During the month of August issue all first pension payments

within 2 working days

GTL4FMIS >>> RRA


RRI Example: The Team

Team

Client Services Unit B

Payment Unit

Audit Dept

Staff Trainer

IT Dept

IT Dept

Client Services Unit A

GTL4FMIS >>> RRA


What did the RRI produce?

• Improved Capacity:– Team work– Project Management– IT skills

• Trust between staff• Improved staff communication• Self-confidence:

– We can do this!

• Momentum: – What can we do next!?



GTL4FMIS >>> RRA


What did the RRI produce?

Performance Challenge

2nd Round of 100 Days After 2nd Round

Decrease time to issue 1st pension

payment in Units A and B

Decrease time to issue 1st pension in

3 Branch Offices

6 month “traditional”

program



GTL4FMIS >>> RRA

Institutionalized through changes…

Circular/Decree [RRI = official tool to implement a government policy]

Alignment/Integration inside broader performance management frameworks

“an increasing number of civil servants started focusing on achieving results”

“ministries start talking about breaking down silos” “motivation increases and is maintained with having

clear dates and responsibilities”


GTL4FMIS >>> RRA

Examples of (Hard) RRI Results


Results areas Before RRI Using RRIProcurement processing time for goods and services below $10,000 (KE)

52 days 23 days

Time to issue 1st payment to new pensioners (IQ)

6 months 1 day

Local tax collection rate (MG) 64% (2007) 88% (2008)Delays for payment of salaries for newly recruited public school teachers (BI)

1 year pre-RRA Paid within 60 days

Delays in connecting electricity (BI)

3 months in June 2011

1 month in Sep 201120 days in Dec 2011

Source: Greater Than Leadership (GLT) program for FMIS, Benjamina M. Randrianarivelo

www.worldbank.org/publicfinance/fmis

Thank You

https://eteam.worldbank.org/fmis

GTL4FMIS Greater Than Leadership Program for Financial Management Information Systems

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Transcript of GTL4FMIS Greater Than Leadership Program for Financial Management Information Systems