Worldbank fmis


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Worldbank fmis

  1. 1. IFMIS Implementations<br />a history of success and failures<br />World Bank study<br />
  2. 2.<br />
  3. 3. Context: What we Know and What we Don’t Know <br />2003 FMIS report<br />disappointing results<br />2010 Report<br />World Bank projects 1984-2010<br />55 closed, 32 active<br />primarily from World Bank documents & analysis<br />
  4. 4.<br />55 closed, 32 active FMIS projects<br />
  5. 5. FMIS Profiles<br />Client/Server through web-based<br />Small countries to large<br />Very low to high capacity<br />Across all World Bank regions (& regional variances)<br />COTS and LDSW<br />Narrow focused Treasury to large integrated systems<br />Some with multiple World Bank loans<br />
  6. 6.
  7. 7. Document Structure<br />Descriptive Data Analysis<br />Project Performance<br />5 Case Studies<br />Conclusions<br />Appendixes<br />
  8. 8. FMIS Benefits<br />Predictability<br />Participation<br />Transparency<br />Accountability<br />
  9. 9. 1. How many project completed on budget?<br />Under 1/3<br />Between 1/3 and 2/3<br />Above 2/3<br />
  10. 10. 3. 82%<br />
  11. 11. What factor most influences FMIS project failure?<br />Complex project design/large # of procurement packages<br />Inadequate capacity/training of project teams<br />Inadequate ICT infrastructure<br />Inappropriate technology<br />Ineffective project coordination<br />Lack of leadership commitment<br />Lack of proper skills in project team<br />Organizational structure poorly suited for integration<br />Weak project preparation and planning<br />
  12. 12. 3. Inadequate capacity/training of project teams<br />
  13. 13. What is the most important FMIS success factor?<br />Adequate preparation and clarity of design<br />Close World Bank supervision<br />External environment (uncontrollable)<br />Flexible project management<br />Focus on capacity building and training<br />Good project management and coordination<br />Pre-existing enabling environment (ICT, HR, accounting)<br />Suitable political environment & committed leadership<br />
  14. 14. 5. Focus on capacity building and training<br />
  15. 15. Trend Lines COTS & LDSW<br />Cautions about making conclusions<br />
  16. 16. Case Studies<br />Outcome, sustainability, development impact, bank performance, borrower performance<br />Implementation Completion Report<br />Independent Evaluation Group<br />
  17. 17. Blending the evaluation criteria, which country FMIS project was highest rate?<br />Albania<br />Guatemala<br />Mongolia<br />Pakistan<br />Turkey<br />
  18. 18. 2. Guatemala<br />
  19. 19.
  20. 20. Checklist<br />
  21. 21. What is the largest barrier to making FMIS software sustainable?<br />Civil servant capacity building<br />Civil servant retention<br />Costs of maintaining technical infrastructure: computers, networks, data centres, database software, virus protection etc.<br />Costs to adapt software for reform<br />Costs to maintain and upgrade FMIS software<br />
  22. 22. What is the most important pre-requisite for FMIS success?<br />Budget classification<br />unified chart of accounts, integrated with budget classification<br />commitment control and monitoring mechanisms<br />cash management functions<br />secure countrywide communication network<br />system/data centers<br />core team of ICT specialists within PFM organizations<br />Treasury single account operations<br />
  23. 23. What recommendation do you think has the biggest impact on reliability + cost effectiveness of an FMIS?<br />Using electronic payment systems<br />Using digital/electronic signatures for all transactions<br />Electronic document management<br />Publishing budget execution and performance monthly<br />Interoperability and reusability of the information system<br />FMIS development and project management based on international standards<br />Using Free/Open Source Software (FLOSS) in PFM applications<br />
  24. 24. Which Success Factor do you think is most important?<br />proper attention to capacity building and training plans,<br />close World Bank supervision of the projects,<br />strong leadership and a conducive political environment, and<br />Flexibility in the way the project was designed and managed.<br />