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Financial Systems Perspective

Tony Marcantonio2010 06 30

Background

All Clusters have been contributing to the Corporate Administrative Services through participation In the Systems Rationalization Working Group (SRWG)

It should be noted that the SRWG is an advisory group – TBS makes the decisions.

The SRWG has been meeting since last April through the summer fall and winter. forward The 80’s - Began as black book system for managers

Changing Role

Although the work has been completed in terms of the CAS report, the SRWG is looking at it role in implementing CAS

- E.g., Assist in the migration of the Clusters and members to the “to be state” once that has been decided

Challenges

Who will be the department and agencies to over?

When will they do so?

How will the Clusters continue to exist and how will they be funded?

Will the Clusters play a key role in CAS’s operations?

Background

Endorsed as one of the 7 shared DFMS

- FB

- SAP

- GX

- CDFS

- Oracle*Financials

- AMS (1 dept)

- CMS (1 dept)

1990 1991 PSC implemented FB to become the largest depart & largest decentralized user

Background: FreeBalance Application Profile

FoundationG/L

ControlsExp/Commit

Appropriations /Budgets

PO ModuleAsset

ModuleRV

Module

FISGateway

PWGSC

OAGSTATS

Other Interfaces

Background

FB user group fairly inactive until the Government-Wide Financial Information Strategy (FIS) began implementation

Introduced modified accrual accounting vs sole modified cash basis of accounting

FIS had a major impact on the accounting policies and procedures and well as systems

PWGSC would no longer maintain the details the Central Accounts of Canada it became a departmental responsibility

Background

Major impact on the interfaces between the DFMS and CFRS (PWGSC/Receiver General)

- Basically all new interfaces, record layouts, edits, communications, file transfer protocols

- 100 plus departments, agencies, & commissions

PWGSC needed an efficient and effective way to migrate & integrate all these departments

Clustering around the endorsed financial systems

PWGSC would only deal with clusters and not individual departments or vendors

Background

FreeBalance users had to get organized to meet the FIS challenges

Re-established the FreeBalance Cluster to tackle FIS

Client driven user group

Meeting the FIS Challenge

“The FIS Lighting Rod”: Introduced Project Management Capabilities & central contact point for FIS

- Dealing with PWGSC, TBS, OAG and Stats Can

- Dealing with the Vendor

- Dealing with other Clusters

“Land Mines”: Introduced Risk Management

- SEI questionnaire used to generate discussions, identify risks, develop mitigation & avoidance strategies & contingencies


“The Buck Stops Here”:

- Defined its vision

- Established a Governance Structure,

- Established Terms of Reference,

- Approval of a Strategic Plan and Budget (including an annual plan)


Selected lead department to test FIS with PWGSC

Selected additional department to test technical infrastructure (PSC – Oracle & PCO – Sequel)

Senior Management buy-in & vocal commitment

MUO with TBS, PWGSC and departments included “off-ramp” decision points


Divided the Cluster into FIS 2000 Group (12 ) and FIS 2001 (13) – formed Sub-Committee to support each group

- active participation with PWGSC in Bi-Weekly meetings

- End-to-End Lead Test Site

- Lead departments FIS systems issues on behalf of the Cluster

- Lead departments shared solutions with the members to gain consensus

- 2001 Group represented in the FIS 2000


Developed generic overall project plan

- Policies and procedures

- Finance, HR, Materiel, Managers

- Reporting

- Change management: comm. Strategy, training

- Systems (financial & others)

- Technical platform

Customized project plans for individual organizations


Continual sharing of information / knowledge transfer (attendance at sessions = more successful implementations)

- Capital Asset Sessions: What is an asset and when do you record it?

- Year-end Sessions: Going from Non-FIS to FIS world

- Chart of Accounts Sessions: Accrual vs Cash


Project Management $100K

Version Mgmt/Testing $ 200K

Business Intelligence $ 100K

Information Sharing $ 200K

COST AVOIDANCE $600K

* Not including opportunities missed in other departmental priority areas

(program support)

Current Cluster Profile

Canadian Federal Government

- Largest number of departments in shared financial system cluster

- 27 member organizations representing departments, commissions & agencies

- Medium and small size organizations (21 to 3,300) totaling some16,000 employees

Territorial Government – affiliate Cluster member

- Nunavut

Foreign

- Kosovo, Afghanistan & East Timor

Current Cluster Profile

Canada Economic Development for the Quebec Region

Canadian Institutes for Health Research Canadian Human Rights Tribunal Canadian Nuclear Safety Commission Canadian Intergovernmental Conference

Secretariat Canadian Security Intelligence Service Elections Canada Federal Court of Canada Financial Transactions and Reports Analysis

Center of Canada Office of the Commissioner for Federal

Judicial Affairs Immigration Refugee Board Library of Parliament National Energy Board / National Pipeline

Agency National Archives / National Library

National Parole Board National Round Table for the Environment and the

Economy Natural Sciences and Engineering Research

Council of Canada / Social Sciences and Humanities Research Council of Canada

Government of Nunavut Office of the Secretary to the Governor-General Offices of the Information and Privacy

Commissioners of Canada Offices of the Superintendent of Financial

Institutions Canada Privy Council Office Public Service Commission The Senate Status of Women Canada Supreme Court of Canada Tax Court of Canada Veterans Affairs Canada

New Cluster Members – April 1, 2004

Communication Canada Communication Security Establishment

Purpose of Cluster Model

Clustering / grouping of departments and agencies based on commonality of key functions to:

- Drive down costs:

- Reduce total cost of ownership

- Realize cost avoidance in departments

Improve consistency in response to centrally driven policy initiatives

Promote sharing of information and expertise

Leverage the investment in DFMS

Build common & shareable solutions

Leverage vendor / client relationship

Rebuilding & Redefining The Cluster

The Vision Statement

The vision of the FreeBalance Cluster group is to develop a fully integrated financial management system that provides effective, viable long-term solutions for good governance in the Federal Public Service.


T e c h n i c a lS u b - C o m m i t t e e

P O & Y e a r - E n dS u b - C o m m i t t e e s

S u b - C l u s t e r sS M S , A M M I S

R e p o r t i n gS u b - C o m m i t t e e

C l u s t e r G r o u pM a k e s r e c o m m e n d a t i o n s t o F B M g m t B

O v e r s e e s S u b - C o m m i t t e e s

F r e e B a l a n c e O r g a n i z i n g C o m m i t t e e

M a n a g e m e n t B o a r dA p p r o v e s p r i o r i t i e s , s t r a t e g i c d i r e c t i o n ,

p l a n s & b u d g e t s

A D MS t e e r i n g C o m m i t t e e

F i n a l a p p r o v a l s t r a t e g i c d i r e c t i o np l a n s & b u d g e t s


Membership

Each Cluster member organization has a vote

There are ex officio members such as TBS

The Cluster Project Office Director does not have a vote

Planning

Planning session is held each year to approve the plans & budgets for the upcoming and future years


Plans and Budgets

Process: Fiscal years 2002/2003 and 2003/2004

- Prior 2 years received FIS funding

- Only the FreeBalance Cluster Office and special projects received upfront approval & funding

- Significant projects requiring funds were approved in principal but will require final approval before proceeding

FreeBalance Cluster Project Office

Central support organization providing:- Support to departmental implementations- Upgrade support and testing- Coordination of development & testing of

enhancements and new functionality- Project management- Knowledge sharing, training, planning

support, policy influence, governance support, vendor and central agency advocacy & liaison

FB Cluster Web Site Staffed with (3) consultants but with a view to public

servants

FreeBalance Cluster Project Office

T e c h n i c a lS u b - C o m m i t t e e

P O & Y e a r - E n dS u b - C o m m i t e e s

S u b - C l u s t e r sS M S , A M M I S

R e p o r t i n gS u b - C o m m i t t e e

C l u s t e r G r o u pM a k e s r e c o m m e n d a t i o n s t o F B M g m t B

O v e r s e e s S u b - C o m m i t t e e s

F r e e B a l a n c e O r g a n i z i n g C o m m i t t e e

M a n a g e m e n t B o a r dA p p r o v e s p r i o r i t i e s , s t r a t e g i c d i r e c t i o n ,

p l a n s & b u d g e t s

A D MS t e e r i n g C o m m i t t e e

F i n a l a p p r o v a l s t r a t e g i c d i r e c t i o np l a n s & b u d g e t s

Cluster Project Office

Corporate knowledge, advocate,

analyzes issues,coordination

Short & Long Term Activities

Governance Issues - Executive Committee - ADM Steering Committee- Cluster Project Office

Shared Services - Alternate Provider Solutions

Client Surveys Best Practices Project

- Year-end procedures – Year-end Sub-Committee

- The Village


Management Information Integration Projects

- GTMP

- Salary Management System - Integration

- AMMIS Integration

- Electronic Supply Chain (ESC) – RFP March 03

- PO Sub-Committee – improvements to PO module


Results-Based Performance Measurement & Reporting and Information Requirements Projects

- Improvement of Current Reports

- Executive Information Requirements

- Data Warehousing Study


Other Issues

- Underlying Technology Platforms – Technical Sub-committee

- Version Management

Cross Cluster Forum

- Representatives from each Cluster group

- Secured Channel – fall impact on GNet

- Un-funded Central Agencies Projects

- Stats Canada update – larger departments

THANK YOU!

Questions?

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