Perspectives on IFMIS Implementation in selected Sub-Saharan African Countries

1. Perspectives on IFMIS Implementation in selected Sub-Saharan African Countries [P. Murphy] P Murphy, IFMIS Nairobi November 2004

2. Comparative Analysis This Session looks at IFMIS Implementation in terms of: • Change • Implementation Processes • Using an organisational systems perspective. • The objective is to share experiences from a selected group of countries that have had a degree of success in implementing financial systems. P Murphy, IFMIS Nairobi November 2004

3. IFMIS – Analytical Dimensions P Murphy, IFMIS Nairobi November 2004

4. IFMIS Conceptual Framework External & Internal Drivers Political Social Outputs Improved Budgeting Accountability Transparency Transaction Processing Efficiency Control Management Information Decision Making Support Inputs FISS IFMIS Application Implementation Methodology ICT Contractors GoU Staff Project Staff Project Management New Legislation & Improved PFM Implementation Strategies IFMIS Software Implementation Methodology Transition Management Processes & Procedural Change New ICT(IFMIS) Capacity Building Technical Economic Public Financial Management Task Environment P Murphy, IFMIS Nairobi November 2004

5. IFMIS Processes Vision Financial Information Systems Strategy Implementation Processes Acquisition Process IFMIS Drivers Capacity Building Transition Management P Murphy, IFMIS Nairobi November 2004

6. IFMIS Change Drivers P Murphy, IFMIS Nairobi November 2004

7. Lessons/Challenges – Change Drivers P Murphy, IFMIS Nairobi November 2004

8. Vision of Change Process P Murphy, IFMIS Nairobi November 2004

9. IFMIS Lessons/Challenges- Vision P Murphy, IFMIS Nairobi November 2004

10. Acquisition P Murphy, IFMIS Nairobi November 2004

11. IFMIS Lessons/Challenges- Acquisition P Murphy, IFMIS Nairobi November 2004

12. Implementation Strategy P Murphy, IFMIS Nairobi November 2004

13. IFMIS Lessons/Challenges - Strategies P Murphy, IFMIS Nairobi November 2004

14. IFMIS Lessons/Challenges - Strategies P Murphy, IFMIS Nairobi November 2004

15. ICTArchitecture P Murphy, IFMIS Nairobi November 2004

16. IFMIS Lessons/Challenges - Architecture P Murphy, IFMIS Nairobi November 2004

17. Capacity to Change P Murphy, IFMIS Nairobi November 2004

18. IFMIS Challenges/Lessons Learnt - Capacity P Murphy, IFMIS Nairobi November 2004

19. IFMIS Transition Methodology P Murphy, IFMIS Nairobi November 2004

20. IFMIS Challenges/Lessons Learnt - Transition P Murphy, IFMIS Nairobi November 2004

21. IFMIS Capacity Building P Murphy, IFMIS Nairobi November 2004

22. Key Issues • Implementation approaches, although often sharing common technical features, depend also on the Country Context.- Recognition, management support, willingness to engage in change and establish capacity are critical issues. • IFMIS implementation involves substantive government wide (often frame-breaking) change in the manner in which Public Budgeting and Financial Management Processes take place. – The core IFMIS Group vision/strategy must recognize this, commitment to specific PFM changes is essential for successful IFMIS implementation. • IFMIS although often perceived as a technical IT based issue has both Hard (ICT, Software, Processes) and Soft Dimensions(Power, Politics, Culture, People) – The IFMIS design, implementation and change management processes need to reflect this. • The intended scope of an IFMIS can vary, from simple General Ledger System to a comprehensive system addressing Budget, Revenue, Financial Management, Resource Management, Payroll, Accounting, Financial Reporting, Auditing and Accountability processes across Central and Local Government & Public Sector Agencies. – Scale,scope and sequencing of the changes are important. P Murphy, IFMIS Nairobi November 2004

23. Key Issues – Cont’d • Competent Transition Management Capacity is a key issue in ensuring successful IFMIS implementation. The requires PFM, ICT and CM skills. - IFMIS Project Management teams should encompass these skill sets. • Capacity building during the transition stage facilitates sustainable operational capacity. Implementation is a major learning opportunity. • PFM is an extensive area change is continuous implementation does not end with functionality/coverage but rather with internalized capacity • Costs • Depends on what is planned/expected,choice of system and context? P Murphy, IFMIS Nairobi November 2004

24. Key Risks • Lack of Engagement and Political/ Management Support. • Inadequate Preparation (Vision, Policies, Capacity) • Weak Governance Arrangements. • Over Complicated Expensive Systems • Inadequate acquisition and contract management. • Unrealistic action plans. • Non participation, lack of dedicated teams. • Inadequate training • Weak, contractor with technical/commercial focus P Murphy, IFMIS Nairobi November 2004