This document discusses lessons learned about technology-enabled public financial management. It provides an agenda for the discussion, including the story behind FreeBalance, lessons in ICT-enabled good governance, lessons in PFM reform sequencing, lessons in FMIS delivery and sustainability, and a conclusion. It also includes diagrams mapping the relationships between various components of public financial management and how they can be supported by technology.
Technology Leapfrog Opportunity for Africa Government & Central Bank GovernanceFreeBalance
Presentation given at the Africa Debt Capital Markets Summit 2013 in London http://www.ic-events.net/2013/adcm/ on the technology leapfrog governance opportunity for African governments and central banks. The majority of information systems used for treasury, payment, financial management and banking are proprietary and use closed systems. The use of open systems with modern technology enables integration to support improved decision-making and transparency. With less systems, African countries can leapfrog more developed countries to improve trust through accountability and improved effectiveness.
Government Integrated Financial Management Information Systems: Past Present ...FreeBalance
looks at IFMIS trends including the problems experienced through custom developed software and the use of private sector Enterprise Resource Planning (ERP) software. Advocates the use of commercial software built specifically for government: Government Resource Planning (GRP) and shows how this can enable leapfrog transparency in Africa. Uses example of Timor-Leste
presentation by International Consortium on Governmental Financial Management (ICGFM) President Manuel Pietra at East and South African Accountants General (ESAAG) meeting in Cape Town South Africa. Benefits include networking with PFM professionals, sharing lessons learned, 2 annual conferences, participating in global survey and publishing to journal
Technology Leapfrog Opportunity for Africa Government & Central Bank GovernanceFreeBalance
Presentation given at the Africa Debt Capital Markets Summit 2013 in London http://www.ic-events.net/2013/adcm/ on the technology leapfrog governance opportunity for African governments and central banks. The majority of information systems used for treasury, payment, financial management and banking are proprietary and use closed systems. The use of open systems with modern technology enables integration to support improved decision-making and transparency. With less systems, African countries can leapfrog more developed countries to improve trust through accountability and improved effectiveness.
Government Integrated Financial Management Information Systems: Past Present ...FreeBalance
looks at IFMIS trends including the problems experienced through custom developed software and the use of private sector Enterprise Resource Planning (ERP) software. Advocates the use of commercial software built specifically for government: Government Resource Planning (GRP) and shows how this can enable leapfrog transparency in Africa. Uses example of Timor-Leste
presentation by International Consortium on Governmental Financial Management (ICGFM) President Manuel Pietra at East and South African Accountants General (ESAAG) meeting in Cape Town South Africa. Benefits include networking with PFM professionals, sharing lessons learned, 2 annual conferences, participating in global survey and publishing to journal
Presentation by Lech Marcinkowski on managerial accountability at the webinar organised by SIGMA for its working partner Bosnia and Herzegovina on 24-25 June 2021. The objective of this workshop is to increase the awareness of what should be the role of the senior civil servants, and to exchange views on the way forward of reforms.
Client Highlight- At Joint Commission: The Progression of a Planning & Foreca...Emtec Inc.
Solving immediate budgeting and forecasting process issues is quite daunting. Learn how one organization achieved budget, planning and forecasting excellence with a phased-in step by step process that lead to success throughout the entire organization.
Presentation by Paul Selby, Planning and Environment Manager at the Planning Inspectorate, given at the Planning Inspectorate Wales conference on 30 September 2015
2013 05-07 Lessons Learned on the Public Financial Management Front LInesFreeBalance
overview of PFM and Government Resource Planning lessons including: methodologies to improve governance through technology and to properly sequence reform. Deals with the differences between ERP and GRP in the context of developing countries. Also the need to make implementations in developing country governments more sustainable.
Healthcare executives have felt the pressure to implement the EHR and achieve Meaningful Use Status.
In the rush to purchase and implement EHR solutions, executives are finding that the PMBOK and ITIL need to blend together in order to establish a reliable road-map to achieve and sustain the HITECH objectives.
Overview of the financial architecture in oracle e business suite release 12magnificsmily
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Oracle Apps Finance Functional R12 Online Training Course Details
Oracle Apps R12 Summary Course Content
Payables (AP)
Receivables (AR)
General Ledger (GL)
Fixed Assets (FA)
Cash Management (CE)
Multi Org Access Control (MOAC)
Sub Ledger Accounting (SLA)
R12 Detailed Course Content:
Basic Concepts of R12
Architectural Overview – System Administration
UI Navigation changes in R12 Vs 11i
Flex fields
Access and Controls
Functional overview of Products
Concepts of LE/OU/Chart of Accounts
Differences between R11 Vs 11i-sneek peek review
Creation of Users and assignment of Responsibilities
Profile Options and security controls
Presentation by Lech Marcinkowski on managerial accountability at the webinar organised by SIGMA for its working partner Bosnia and Herzegovina on 24-25 June 2021. The objective of this workshop is to increase the awareness of what should be the role of the senior civil servants, and to exchange views on the way forward of reforms.
Client Highlight- At Joint Commission: The Progression of a Planning & Foreca...Emtec Inc.
Solving immediate budgeting and forecasting process issues is quite daunting. Learn how one organization achieved budget, planning and forecasting excellence with a phased-in step by step process that lead to success throughout the entire organization.
Presentation by Paul Selby, Planning and Environment Manager at the Planning Inspectorate, given at the Planning Inspectorate Wales conference on 30 September 2015
2013 05-07 Lessons Learned on the Public Financial Management Front LInesFreeBalance
overview of PFM and Government Resource Planning lessons including: methodologies to improve governance through technology and to properly sequence reform. Deals with the differences between ERP and GRP in the context of developing countries. Also the need to make implementations in developing country governments more sustainable.
Healthcare executives have felt the pressure to implement the EHR and achieve Meaningful Use Status.
In the rush to purchase and implement EHR solutions, executives are finding that the PMBOK and ITIL need to blend together in order to establish a reliable road-map to achieve and sustain the HITECH objectives.
Overview of the financial architecture in oracle e business suite release 12magnificsmily
www.Magnifictraining.com-oracle apps r12 scm fuctional online training.
contact us: info@magnifictraining.com or
call us: +919052666559
oracle apps technologies like oracle discrete manufacturing, oracle apps purchasing training,
oracle apps order management training,oracle apps r12 functional training.
real time Oracle scm online training by industrail experts
for details call:+919052666559 hands on training on oracle online TRAINING.
Oracle Apps Finance Functional R12 Online Training Course Details
Oracle Apps R12 Summary Course Content
Payables (AP)
Receivables (AR)
General Ledger (GL)
Fixed Assets (FA)
Cash Management (CE)
Multi Org Access Control (MOAC)
Sub Ledger Accounting (SLA)
R12 Detailed Course Content:
Basic Concepts of R12
Architectural Overview – System Administration
UI Navigation changes in R12 Vs 11i
Flex fields
Access and Controls
Functional overview of Products
Concepts of LE/OU/Chart of Accounts
Differences between R11 Vs 11i-sneek peek review
Creation of Users and assignment of Responsibilities
Profile Options and security controls
Overview of the financial architecture in oracle e business suite release 12magnificbsr
www.Magnifictraining.com-oracle apps r12 scm fuctional online training.
contact us: info@magnifictraining.com or
call us: +919052666559
oracle apps technologies like oracle discrete manufacturing, oracle apps purchasing training,
oracle apps order management training,oracle apps r12 functional training.
real time Oracle scm online training by industrail experts
for details call:+919052666559 hands on training on oracle online TRAINING.
Oracle Apps Finance Functional R12 Online Training Course Details
Oracle Apps R12 Summary Course Content
Payables (AP)
Receivables (AR)
General Ledger (GL)
Fixed Assets (FA)
Cash Management (CE)
Multi Org Access Control (MOAC)
Sub Ledger Accounting (SLA)
R12 Detailed Course Content:
Basic Concepts of R12
Architectural Overview – System Administration
UI Navigation changes in R12 Vs 11i
Flex fields
Access and Controls
Functional overview of Products
Concepts of LE/OU/Chart of Accounts
Differences between R11 Vs 11i-sneek peek review
Creation of Users and assignment of Responsibilities
Profile Options and security controls
FreeBalance Public Financial Management Sustainability the Government Resourc...FreeBalance
Presentation made at the InterAmercian Development Bank workshop on Government Financial Management systems. Covers the problems encountered with custom-development in Latin America, ERP in government & how a new approach: Government Resource Planning needed
FreeBalance Government Customers on the Road to Improved GovernanceFreeBalance
Study comparing national governments running FreeBalance Government Resource Planning (GRP) for Public Financial Management (PFM) for governance outcomes such as government effectiveness and country growth with peer countries that are not running FreeBalance software
GRP & IT Vendor Governance in GovernmentFreeBalance
White Paper describes good practices in managing software IT manufacturers, particularly Enterprise Resource Planning (ERP) and Government Resource Planning (GRP) vendors to ensure higher success rates, lower failures. Manufacturers are set up at arms' length in large GRP projects.
State of public financial management reform in developing countriesFreeBalance
Surveys and polls from the 27th Annual International Consortium on Governmental Financial Management on PFM reform, donor support, and financial management systems in use in development countries. Includes: analysis of Exploring the Limits of Institutional Reform by Matt Andrews and other observations.
Automating Good Governance through Government Resource Planning softwareFreeBalance
How can software help automate good governance? The FreeBalance framework describes the impact of financial management automation to improve governance and how systems enables institutional improvements.
Public Financial Management Good Practice Multiple Year Chart of AccountsFreeBalance
The Chart of Accounts is more complex in government than the private sector. The COA changes to reflect reform - accrual accounting, program budgeting, performance management, organizational changes etc.
This paper proposes a budget-centric and technology-focused framework to assess the government transparency and public financial maturity. Governments leverage technology to manage public finances and enable transparency. Most assessments of Public Financial Management (PFM) tend to be technology - neutral by providing little or no guidance about the use of Integrated Financial Management Information Systems (IFMIS), also known as Government Resource Planning (GRP). These assessments focus primarily on procedures and practices because no GRP can improve PFM quality when procedures or practices are ineffective.
The FreeBalance white paper describes how integration between donor and government financials systems reduces transaction costs and corruption through automation. This improves efficiency and effectiveness by data harmonization. The white paper also details how manual methods of integration compromises data quality and timeliness resulting in less coordination and less effective aid
Public financial-management-control-and-security-in-the-age-of-transparencyFreeBalance
This FreeBalance presentation discusses the top trends that affect security in government, including: Security Advantages of Open Source Middleware, Cloud Data Access Security, and Security Dimension Types. It also covers security trends and current implemented FreeBalance GRP solutions
The Islamic Republic of Afghanistan PFM Case Study covers the sequence of PFM reform from 2002 to the present day. PFM reform is critical to improving good governance. Good governance is critical to economic development. The Afghanistan Financial Management Information System (AFMIS) is based on the FreeBalance Accountability Suite. The AFMIS has supported the Government of Afghanistan agenda of reform and modernization. More than 99% of the government’s budget execution is captured in AFMIS on a real-time basis
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Unveiling the Secrets How Does Generative AI Work.pdf
Lessons Learned on the Public Financial Management Front LInes
1. Version 7 section
• brief discussion
Lesson Learned on the Public
Financial Management Front Lines
Confederation of Asian and Pacific Accountants
May 24, 2013
2. Version 7 section
• brief discussion
Agenda
• Story behind “FreeBalance”
• Lessons in: ICT-enabled good governance
• Lessons in: PFM reform sequencing
• Lessons in: FMIS delivery and sustainability
• Conclusion
3. Version 7 section
• brief discussion
for public financial management support
reform and modernization to improve
governance, transparency and accountability.
FreeBalance solutions
11. Version 7 section
• brief discussion
quickest
implementation
26 days
average
first phase
8 months
Rapid Implementation
2000+
12. Version 7 section
• brief discussion
2006
FreeBalance Public Financial
Management Component Map
FreeBalance Public Financial Management Component Map
Comprehensive and Extensible
Product Suite for Government
13. Version 7 section
• brief discussion
today
Countries Penetrated 21
Time Zones 15
World wide Software Installations Over 200
Users Over 60,000
Civil Servants Almost 1.5 Million
Handling annual budgets of > $¼ Trillion
Global Impact
14. Version 7 section
• brief discussion
today
Developed
Countries
Developing Countries Post Conflict
National
Uganda,
Guyana,
Antigua,
Suriname,
Lao PDR
Mongolia,
Kyrgyzstan
Timor-
Leste, Iraq
Afghanistan,
Kosovo,
Sierra Leone,
Liberia, South
SudanDepartmental
Canada
• 28 Financials
• 42 Budget
USA
• 10 Financials
• 1 Budget
Panama,
Jamaica,
Pakistan
Sub-National Nunavut
Palestine
Project Namibia
Global Impact
15. Version 7 section
• brief discussion
FreeBalance Offices and Regional Support Centres
today
Vientiane
• services & support
• sales, business development & marketing
• product management & development
• corporate services
Dili
Ulaanbaatar
BishkekOttawa
Guatemala City
Washington
St. Johns
Lisbon
Monrovia
Freetown
Kampala
Pristina
Ramallah
Kolkata
Kabul
Bangalore
Paramaribo
16. Version 7 section
• brief discussion
Global
PFM
Provider
Canadian
Company
GRP
Leader
100%
Government
Focus
ISO-
9001/2008
Covers
Budget
Cycle
Modern
Web
Technology
High
Success
Rate
Company Summary
today
17. Version 7 section
• brief discussion
Agenda
• Story behind “FreeBalance”
• Lessons in: ICT-enabled good governance
• Lessons in: PFM reform sequencing
• Lessons in: FMIS delivery and sustainability
• Conclusion
18. Version 7 section
• brief discussion
Version 7 section
• Multiple Definitions
• Tinged with Ideology
• Multi-variant and Complex
• Measurement Difficulties
• Yet Governance Measures Critical
Good Governance
20. Version 7 section
• brief discussion
About $37B of
foreign aid
annually is
phantom aid
21. Version 7 section
• brief discussion
Tax evasion
through untaxed
shadow economy
= 17% of world
economy, well
over $2.5T
22. Version 7 section
• brief discussion
Foreign Direct
Investment to
Developing
Countries at
$684B
23. Version 7 section
• brief discussion
Total
worldwide
remittances to
developing
countries
exceed $534B
24. Version 7 section
• brief discussion
Tax Revenue
ranges from
1.4% of GDP
in UAE to
almost half in
Belgium,
Sweden and
Denmark
25. Version 7 section
• brief discussion
What Works in Technology-Enabled Public Financial Management?
An On-Going Debate
Technical
Reforms
Difficult
Technical
Reforms Easy
Technical
Reforms
Effective
Technical
Reforms
Ineffective
Use PFM Best
Practices
Use Country
Context
It’s not
about
technology
It’s all about
technology
Good
Practices
applied
technology
applied
practice
27. Version 7 section
• brief discussion
Governance Linkages
1. back office GRP software provides
2. a set of Governance tools
3. whose effectiveness in improving
governance is determined by
institutional maturity
4. and can be seen
5. measured
6. shown to improve country outcomes
33. Version 7 section
• brief discussion
ICT Platform
•1. Secure
Infrastructure
•2.User Group
Controls
Government
Performance
•3. Budget
Preparation
Core Public
Financials
•4. Commitment
Accounting
Public Expenditure
Management
•5. Procurement
•6. E-
Procurement
•7. Payment
Management
Government
Performance
•8. Audit
Chart of
Accounts
Dashboards
Alerts
Procedure
Workflow
Integration
Segregation of
Duties
ICT Platform
•1. Secure
Infrastructure
•2.User Group
Controls
Government
Performance
•3. Budget
Preparation
Core Public
Financials
•4. Commitment
Accounting
Public Expenditure
Management
•5. Procurement
•6. E-
Procurement
•7. Payment
Management
Government
Performance
•8. Audit
•Data integrity
•Encryption
•IT security
•User
management
•Budget &
Commitment
Controls
•Planning
•Historical data
•E-Procurement
front office
•Secure
payments
•Audit trail
34. Version 7 section
• brief discussion
IT Controls
ICT Vulnerability Technique
Database
DataIntegrity
Obfuscation
Encryption
Biometrics
VPN
SecurityPolicy
SecurityAudit
AuditTrail
Transaction
Audits
DB Abstraction
Network
Sniffing
User Identify
IntegrationInterfaces
Reports External Transparency
Intrusion Intrusion Detection
35. Version 7 section
• brief discussion
FreeBalance Public Financial Management Component Map
Comprehensive and Extensible
Product Suite for Government
37. Version 7 section
• brief discussion
Governance Enablers Matrix
Characteristics
Capacity
PoliticalWill
Accounting
Procedures
Standards
Efficiency
Risk
Management
Compliance
Decentralization
Independence
Informal
Mechanisms
Accessto
Information
Transparency
Outreach
Participation
Legitimacy
Institutions
Executive
Legislature
Judiciary
Internal & External Audit
Enforcement
Other Gov’t Oversight
Public Service
Civil Society & Citizens
Businesses
Election Commission
Political Parties
Donors
38. Version 7 section
• brief discussion
ICT Platform
•1. Secure
Infrastructure
•2.User Group
Controls
Government
Performance
•3. Budget
Preparation
Core Public
Financials
•4. Commitment
Accounting
Public Expenditure
Management
•5. Procurement
•6. E-
Procurement
•7. Payment
Management
Government
Performance
•8. Audit
Chart of
Accounts
Dashboards
Alerts
Procedure
Workflow
Integration
Segregation of
Duties
ICT Platform
•1. Secure
Infrastructure
•2.User Group
Controls
Government
Performance
•3. Budget
Preparation
Core Public
Financials
•4. Commitment
Accounting
Public Expenditure
Management
•5. Procurement
•6. E-
Procurement
•7. Payment
Management
Government
Performance
•8. Audit
•Data integrity
•Encryption
•IT security
•User
management
•Budget &
Commitment
Controls
•Planning
•Historical data
•E-Procurement
front office
•Secure
payments
•Audit trail
Political WillCapacity
Standards Compliance
Accounting
Procedures
Transparency
Civil Society
Internal Audit
External Audit
Independence
Enforcement
39. Version 7 section
• brief discussion
PEFA to PFM Component Map
Core Public Financials
& Budget Controls
Expenditure
Management
Receipts
Management
Treasury
Management
Civil Service
Management
Performance
Management
A. PFM-OUT-TURNS:
Credibility of the
budget
Budget Controls
Expenditure
Controls &
Forecasting
Revenue
Forecasting
Cash and Liquidity
Forecasting
Wage Bill
Forecasting
Budget Planning
Processes
B. KEY CROSS-
CUTTING ISSUES:
Comprehensiveness
and Transparency
Budget Classifications
Budget Transparency E-Procurement
Revenue
Transparency
E-Recruitment,
Wage & Expense
Disclosure
Results Portal
C(i) Policy-Based
Budgeting
Talent
Management
Budget Planning
Processes &
Performance
Management
C(ii) Predictability and
Control in Budget
Execution
Non-Salary Controls
Expenditure
Controls &
Forecasting,
Procurement
Value for Money
Taxpayer
Obligations & Tax
Collection
Cash and Bank
Controls
Payroll Controls
Audit trails &
Computer Aided
Audit Tools
C(iii) Accounting,
Recording and
Reporting
Timeliness and Completeness of Statements and Reports, Support for International Public Sector Standards
Quality of
Reports
C(iv) External Scrutiny
and Audit
Audit trails &
Computer Aided
Audit Tools
40. Version 7 section
• brief discussion
Governance
Rating
Gov
Effective
PFM Transparency
improves
enables
results
perception
behaviour
Impact of Public Financial
Management
Improvements on
International Governance
Ratings
Openness, Effectiveness,
Service Delivery, Growth,
Anti-Corruption
41. Version 7 section
• brief discussion
GRP Anti-Corruption Hospital Procurement Scenario
Government Resource Planning Software Governance Toolset
Governance
Enablers
Governance Signs
Governance
Indicators
Governance
Outcomes
chart of accounts | segregation of duties |integration | workflow & procedures | alerts & dashboards
ICT Platform
1. Secure
Infrastructure
Data Integrity
Improved Health
Outcomes
Child Health
CIESIN/YCELP
Reduce Child
Mortality MDG
Immunization
Rates WHO/UNICEF
Reduce Maternal
Mortality MDG
Universal Access to
Reproductive Health
MDG
Encryption
IT Security
2.User Group
Controls
User management
Government
Performance Mgmt
3. Budget Planning
Planning PEFA C3:
Accounting,
Recording,
Reporting
Historical data
Core Public
Financials
4.Commitment
Accounting Budget &
Commitment
Controls
Accounting
Procedures
PEFA C2:
Predictability &
Control in Budget
Execution
Public Expenditure
Mgmt
5. Procurement
6. E-Procurement
E-Procurement
front office
Transparency
PEFA B:
Transparency
WGI Control of
Corruption
World Bank Doing
Business IndexTI Corruption
PerceptionCivil Society
Procurement Graft
incidents7. Payment Secure payments
Increase in Foreign
Direct Investment
Government
Performance Mgmt
8. Audit Audit trail
Internal & External
Audit
PEFA C4: External
Scrutiny & AuditIndependence
Enforcement
standards | capacity | political will | compliance
42. Version 7 section
• brief discussion
Version 7 section
+ Public Finances
- Transparency
- Accountability
= Corruption
43. Version 7 section
• brief discussion
Version 7 sectionLessons Learned
• GRP Technology improves governance
• Hard to see success with good PFM processes
without a GRP
• Significant improvements in governance requires
institutional changes
44. Version 7 section
• brief discussion
Agenda
• Story behind “FreeBalance”
• Lessons in: ICT-enabled good governance
• Lessons in: PFM reform sequencing
• Lessons in: FMIS delivery and sustainability
• Conclusion
45. Version 7 section
• brief discussion
What Works in Technology-Enabled Public Financial Management?
An On-Going Debate
Technical
Reforms
Difficult
Technical
Reforms Easy
Technical
Reforms
Effective
Technical
Reforms
Ineffective
Use PFM Best
Practices
Use Country
Context
It’s not
about
technology
It’s all about
technology
Good
Practices
applied
technology
applied
practice
48. Version 7 section
• brief discussion
Evaluation Methods
Evaluation Method Scope Back-Office Technology Front-Office Technology
Public Expenditure and Financial Accountability
(PEFA)
Comprehensive PFM
assessment
No technology guidance although PEFA assessments attribute some
achievements to the use of technology
Commonwealth Public Financial Management
Self-Assessment Toolkit (CPFM-SAT)
Comprehensive PFM
assessment
A3: Use of IFMIS
B2: Use of Debt Management
software
No technology guidance for publishing
information
The Chartered Institute of Public Finance &
Accountancy (CIPFA) Whole Systems Approach
Comprehensive PFM
assessment
O7: Financial management
information systems
Revenue Watch Institute Index
Extractive Industries
transparency
Paris Declaration and Accra Agenda for Action Aid effectiveness
Use of country systems for PFM and procurement does not specify use of
technology
International Budget Partnership Open Budget
Index (OBI)
Budget preparation and
reporting transparency
Internet publishing of budget documents
gains higher rating for many categories
Gartner Group Open Government Maturity
Model
Open government
Provides open government technology
insight
Institute for Electronic Government e-
Democracy Model
E-Democracy Use of e-mail systems
Use of web technologyAndersen & Henriksen E-Government Maturity E-Government
Layne and Lee Framework of E-Government E-Government
Horizontal and vertical integration
within government
World Bank World Governance Indicators
Meta collection of 3rd party
indicators
No technology guidance
Global Integrity Report
Governance and anti-
corruption
49. Version 7 section
• brief discussion
What’s changed?
101011001110010101001010101
51. Version 7 section
• brief discussion
Government Performance Management
Data from Government Operations
Expenditures Revenue
Budget
formulation
Budget
execution
Human
Treasury Resources
Data from Government Operations
Government Performance Management
PFM Domain
52. Version 7 section
• brief discussion
Country
Research
Governance
Valuation
Solution
Blueprint
Implementation
Project
Governance
Product
Development
Government
Research &
Engagement
Customer
Sustainability
FreeBalance i3+qM Methodology
Aligning Customer Needs with Product, Service and Sustainability Offering
Steering
Committees
SWAT Teams
53. Version 7 section
• brief discussion
Calculates?
Technology
Priorities
PFM
Priorities
Country
Conditions
54. Version 7 section
• brief discussion
Anchor
Technology
Priorities
PFM
Priorities
Country
Conditions
Benchmark
Priority
Gaps
Sequencing
55. Version 7 section
• brief discussion
Sequenced
Technology
Priorities
PFM
Priorities
Country
Conditions
Benchmark
Priority
Gaps
Sequencing
capacity
56. Version 7 section
• brief discussion
Version 7 sectionLessons Learned
• PFM reform sequencing as much a science as an
art
• Holistic approaches that consider technology,
capacity, lessons in peer countries and
methodology increases success
57. Version 7 section
• brief discussion
Agenda
• Story behind “FreeBalance”
• Lessons in: ICT-enabled good governance
• Lessons in: PFM reform sequencing
• Lessons in: FMIS delivery and sustainability
• Conclusion
58. Version 7 section
• brief discussion
58
Risk of Project Failure Higher in Government
Includes ICT Project Risks + most
ERP risks
Complex legal reform
Need for continuous reform
Covers more “lines of business”
than private sector enterprises
Need to rationalize needs of
politicians, public servants and civil
society
Government Resource Planning
Includes all ICT Project Risks
High customization required
to achieve benefits
Often requires business
process re-engineering
Highly complex project covers
multiple organizational silos
Projects often delivered late
High maintenance costs,
especially upgrades leads to
high Total Cost of Ownership
(TCO)
EnterpriseResource Planning
Many ICT projects fail to
deliver on expectations
High maintenance costs to
keep “lights on”
Complex ICT projects have
higher failure rates than
modest projects
Move to Cloud computing a
reaction by customers
against high ICT costs
ICT Projects
60. Version 7 section
• brief discussion
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Failure Unsuccessful Success
Reported Enterprise Resource Planning Success Rates
Multiple Studies, Multiple Methods, All Industries
42%
34%
24%
Successful
Unsuccessful but not
failure
Failure
Low, Average and High ratings from ERP
studies indicating Failure, unsuccessful
(including Failure) and Success
Calculated Average ERP Success,
Unsuccessful but not Failure and Failure
61. Version 7 section
• brief discussion
11
7
6
1
1
4
7
3
0 2
2
0
0
2
4
6
8
10
12
14
16
FreeBalance Oracle SAP Epicor
Failure
Problems
Successful
Failure = Abandoned or > 10 Years to Implement
Problems = Reported issues, incomplete implementations, late
Success = No exceptionally reported problems
Government Resource Planning Success in Developing Countries
National Government Level Implementations
Tier1 ERP Tier1 ERP Tier2 ERP
62. Version 7 section
• brief discussion
0.00%
50.00%
100.00%
150.00%
200.00%
250.00%
300.00%
350.00%
400.00%
450.00%
500.00%
ERP Price
FreeBalance
ERP 5 Year TCO compared to FreeBalance
Government Quotations from 2006-2012
63. Version 7 section
• brief discussion
0%
10%
20%
30%
40%
50%
60%
1. Upgrade & Optimize
2. Adapt Processes
3. New Apps
4. Process Automate5. Process Decisions
6. Decisions in Apps
7. Other Barriers to Success
Time Consuming
Enterprise Software Barriers to Success & Time Consuming Tasks
Information Week 2012 Enterprise Applications Survey
1. Changing,upgrading or optimizing existing
applications
2. Changingor adapting processes as business
requirements change
3. Implementing new applications
4. Automating or integrating business processes
5. Developing or improving decision-support
capabilities for processes
6. Developing or improving decision-support
capabilities within apps
7. Other
65. Version 7 section
• brief discussion
Version 7 section
• Conflict between customized vs. generic
solutions
• More vertical capabilities creates larger footprint
• Government focus reduces:
– Customization
– Technical footprint
– Time to implementation
Product Design and Sustainability
66. Version 7 section
• brief discussion
Version 7 sectionHuman Capacity
• Adaptable help
• Single file translation
• Methodology
• CIPFA partnerships
• Evans partnership
67. Version 7 section
• brief discussion
Version 7 section• Configuration options
– Parameters
– Business Rules
– Workflow
• Progressive Activation
• New “Custom Domain”
capabilities
FreeBalance Model
68. Version 7 section
• brief discussionFreeBalance AccountabilitySuite
Country Specific Functionality
(CFG) Configuration
(CFCB) Chart of Accounts Builder
(CFCD) Custom Domains
(CFPR) Parameters
(CFWF) Workflow
FreeBalance
Accountability Suite
Configuration and
Metadata Management
70. Version 7 section
• brief discussion
Government
Functions
HibernateSpring TrinidadEclipse
Government
Applications
Government
Entities
Framework Java EE
Infrastructure
FreeBalance Web Architecture
71. Version 7 section
• brief discussion
First
Generation
“ERP Era” to
2007
Strategic
Inflection
Point 2007-
2010
Second
Generation
“GRP Era”
2010+
73. Version 7 section
• brief discussion
73
Product
Management
Sales &
Marketing
User
Trainer
Consultant
Customer
Support
Product
Development
Product often designed
with different customers
in mind
Product developers
have no expertise in
government financials
Salespeople want to sell
to every possible
market.
Consultants help
customers to customize
code.
Government needs
may not go into
upgrades
Consulting firms
generate revenue from
customization.
Government is one of
many “verticals”
Typical Approach by Enterprise Software Vendors to
the Government Market
74. Version 7 section
• brief discussion
Product Management
Customer Support
Product Development
Consultant
User
All problems & feature
requests are tracked –
management dashboard
Vendor consultants bring
experience to write
specifications.
Developers visit customers
and are part of “SWAT”
teams.
Steering Committee sets
product direction.
Customers interact with Vendor staff
and other customers on collaborative
web application
Customers visited at
least once every year.
Local in-country
support pass on
needs.
Government Resource Planning and the Customer
Centric Approach
75. Version 7 section
• brief discussion
Version 7 sectionLessons Learned
• Software design matters: risk of failure & cost is
proportional to distance
• Separate product development and
implementation firms increases risks of failure
• African governments require vendor
commitment and better project governance
structures
76. Version 7 section
• brief discussion
Agenda
• Story behind “FreeBalance”
• Lessons in: ICT-enabled good governance
• Lessons in: PFM reform sequencing
• Lessons in: FMIS delivery and sustainability
• Conclusion
77. Version 7 section
• brief discussion
.943.286
low medium high very high
Canada
.908
Antigua
.764
Mongolia
.653
Liberia
.329
Timor-Leste
.495
| | |
Selection of FreeBalance Customers, National Level GRP Implementations
from low to very high Human Development Index
78. Version 7 section
• brief discussion
Customer
Experience
Market
Research &
Events
Participation
Customer-
Centric
Product
Governance
FreeBalance
Governance
Framework
FreeBalance
Governance
Valuation
1. Engage the PFM Community
• Similarity in
similar
circumstances
• Enhancement
requests from
governments
• Deep research in
public financial
management
• Engagement with
larger PFM
community at events
• Customers drive the
FreeBalance
product roadmap at
the FreeBalance
International
Steering Committee
• Framework links
Government
Resource Planning
(GRP) to positive
governance
outcomes
• Methodology
provides PFM
reform and
GRP
sequencing
blueprints
79. Version 7 section
• brief discussion
Government
Functions
HibernateSpring TrinidadEclipse
Government
Applications
Government
Entities
Framework Java EE
Infrastructure
FreeBalance Accountability Suite
100% Web Technology
open system runs on open
source and commercial
middleware
reusable “business objects”
leveraged as part of the Service-
Oriented Architecture
no client/server or
legacy code used
multitier
design
separates
presentation,
business
logic and
data layers
80. Version 7 section
• brief discussion
8080
Economy
Approximate starting point
of current state and peace
building
Relative progress by 2010
Afghanistan 2001-02 Substantial
Cambodia 1991-93 Intermediate
Congo, Dem. Rep. 2001 Limited
Kosovo 1999 Substantial
Liberia 2003 Intermediate
Sierra Leone 2002 Substantial
Tajikistan 1997 Limited
West Bank & Gaza 1993-2002 Intermediate
81. Version 7 section
• brief discussion
Government
Performance
Budget
Planning
Budget Books
Advanced
Salary
Management
Treasury
Management
Transparency
Portal
Performance
Management
Modern-
ization
Accrual
Accounting
Advanced
Chart of
Accounts
De-
centralization
Fixed Assets
Human
Resources
Procurement
2. Possible to Leapfrog
Example FreeBalance Accountability Suite Implementations
83. Version 7 section
• brief discussion
Public PEFA PEFA
Avg
HDI
Avg
HDI
Category
FreeBalance
Customers
2.47 0.482 Low
*Countries
do not use
FreeBalance
2.35 0.569 Medium
3. GRP Can Improve Assessments
Only the Most Recent Public PEFA Assessment
85. Version 7 section
• brief discussion
.943.286
low medium high very high
Canada
.908
Antigua
.764
Mongolia
.653
Liberia
.329
Timor-Leste
.495
| | |
Selection of FreeBalance Customers, National Level GRP Implementations
from low to very high Human Development Index
86. Version 7 section
• brief discussion
Product Management
Customer Support
Product Development
Consultant
User
Success Requires Vendor Implementation & Long-
Term Support Commitment
88. Version 7 section
• brief discussion
Government Objectives Alignment
1. Build Capacity
2. Improve Budget
Execution
3. Improve
Transparency
4. Improve
Performance
National
Priorities
Program
1.Public safety & security
Improved civil
service capacity =
improves ability to
achieve objectives
Executing on
budget plan =
spending on
objective
Improves stability Improved
performance =
improves
effectiveness of
government
programs
2. Social protection &
solidarity
3. Addressing needs of
youth
Demonstrates
improvement
4. Employment & Income
generation
5. Improving social
service delivery
Key deliverable
6. Clean & efficient
government
Key deliverable
Reforming
Management
of the State
1. Civil Service Key deliverable
Improves
accountability,
reduces corruption
Key deliverable
2. Administrative
organisation of the
territory
Key deliverable
3. Public finances Key deliverable
4. Fighting corruption Key deliverable
89. Version 7 section
• brief discussion
Performance Schedule
Private
sector
Change
Manage-
ment
program
Revenue
Integration
Purchasing &
Procurement
e-Procurement
Open
Data
Particpatory
Budgeting
Public
Budget
Transparency
Audit
Social Media
Planning
Financial
Dashboards
Program
Budgeting
Sector Dashboards Balanced Scorecard
People
Human
Resources
Consolidation
Capacity Building &
Training
Performance
Appraisal
Talent &
Succession
E-Recruitment
Employee Self-Service
Foundation
Hybrid
deployment
Improved Controls
Eliminate Manual
Functions
Full Web Upgrade Progressive Activation
90. Version 7 section
• brief discussion
Global
PFM
Provider
Canadian
Company
GRP
Leader
100%
Government
Focus
ISO-
9001/2008
Covers
Budget
Cycle
Modern
Web
Technology
High
Success
Rate
More:
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