Financial Management Transformation FSA Project Status

Transcription

1 Financial Management Transformation FSA Project Status June 5th, 2013 Doug Lloyd Financial System Authority Office of the Comptroller General of Canada

2 Objective of the session Mandate, Vision and Services Deliverables (Progress, Status and Next Steps) Common Enterprise Data Initiative (CEDI) Common Financial Management System Configuration (FM-SC) Common Financial Management Business Process (FM-BP) Initiative Transformation Approach & Timeframe Questions and Discussion 2

3 FSA Vision and Services 3

4 FMT Team and Key Partners Patricia Sauvé-McCuan Assistant Comptroller General, FMT Gary Doucet Executive Director, FMT Doug Lloyd Executive Director, FSA Diane Peressini Senior Director, FMT Partners OCG Financial Management Sector (Tom Scrimger, ACG) Other TBS sectors (OCHRO, CIOB, EMS) PWGSC (SSI, RG) Shared Services Canada DFMS Cluster Groups (IFMS, Oracle, GX, FreeBalance, CDFS) Departments & Agencies (including HRDC, SDAs) Private Sector Expertise 4

5 Common Enterprise Data Initiative (CEDI)

6 CEDI Outcomes CEDI provides the foundational structure to collate meaningful financial and material information across government. Target outcomes for CEDI continue to include: Better information and improved financial management services. Help address long standing operational and reporting inefficiencies. Enabler for open data.

7 Strategic Environment Continue emphasis on convergence towards common (processes, systems, information). FM Transformation, ASR, SOR, DRAP, HRSDC SAP build, CEDI provides guidance on common information needs and strategic requirements to organizations and projects building common solutions. Increasing demands for more relevant and timely information supporting GC-wide financial analysis and resource management. CIOB IT expenditure reporting EMS How much is spent on policy development compared to front-line service delivery? Open Data, CEDI works with stakeholders to define new information needs and propose solutions, and (as appropriate) issues requirements and data standards to support implementation.

8 CEDI Approach Guided by a target-state model, CEDI supports standardization of financial information by: Developing and issuing data standards, Providing guidance to key initiatives (e.g. HRSDC), and Providing a framework to help enable Open Data initiatives. Strategic Direction (Governance) ASR,SOR, DRAP, FM Transformation Open Data Information model integrates with FM-BP process model, and FM-SC requirements model. FM-BP Financial Information Model defines: The scope of financial and related nonfinancial information. What each piece of information means. Requirements for common data elements and identifiers. Authoritative sources for standard data elements. CEDI Target-State Financial Information Model Guidance to initiatives (information and reporting requirements and capabilities) Issue data standards (e.g. vendor, customer, DCOA, etc.) Support Open Data (data definitions and semantics, identify authoritative sources)

9 Status of CEDI Data Standards Approval Step DCOA Standard and Line Object Guideline Vendor Record Customer Record Materiel Coding (Procurement Item Classification) CFO Consultation Jun 2011 Mar 2012 Jan/Feb 2013 DCC Sep 2011 May 2012 Apr/May 2013 POC Nov 2011 May 2012 Apr/May 2013 Approval Mar 2012 Jun 2012 May/Jun 2013 Effective Date Apr 2012 Jul 2012 Apr 2014 Visit for draft standards and background documentation. 9

10 Information Model The Information Model must address: Enterprise and GC-wide information needs Policy driven process and control requirements Interoperability requirements (information crossing system and organizational boundaries) Supporting common business processes and common system configurations The Information Model would be a living document continually being refined and updated to meet the requirements of the stakeholders. The scope of creating the entire Information Model at once is not possible given the immediate need and the available resources. The most relevant sections, including leveraging previous sections of CEDI, would provide the baseline. 10

11 CEDI going forward: The Information Model The Information Model will be the repository for enterprise level business and information needs that will be supported operationally through common processes and common systems Data components would mean one thing across all of Government allowing apples to apples comparisons for open Government The information model will define the data elements that describe financial and related non-financial components of the GC (defining unambiguously concepts of materiel, programs, funds, organization, products and services) and document associated business needs and requirements that are important to the Enterprise The Information Model will also help define that data components can only be used for their intended purpose A key tenant of being able to do Open Data Initiative is that customization of data elements cannot be done at the Departmental level 11

12 Common Financial Management Business Process (FM-BP) Initiative

13 The Common FM-BP Initiative Goal: To develop an integrated framework of should be common processes that standardize and modernize the delivery of financial management Approach: OCG sponsored in collaboration with departments and agencies, financial systems clusters, policy authorities and service providers Deliverables: Guidelines which will provide: Standardized process definitions System- independent, modular, interoperable Common to all departments and agencies Describes roles and responsibilities in detail RACI data analysis includes identification of: Responsible, Accountable, Consulted, and Informed resources; and Authoritative data sources Process Flows Flow diagrams 13

14 FM-BP models Planning Budgeting & Forecasting Manage Planning & Budgeting Manage Forecasting & Budget Review Revenue & Accounts Receivable Manage Revenue, Receivables & Receipts Manage Interdepartmental Settlements Manage Collection of Overdue Receivables Expenditure & Accounts Payable Manage Procure to Payment Manage Travel Manage Other Payments Manage Distribution and Maintenance of Acquisition Cards HR/Finance Interactions Pay Administration Materiel/Finance Interactions Manage Other Capital Assets Manage Real Property Manage Inventory Transfer Payments Manage Grants & Contributions Data Manage Vendor Master Data File Manage Delegation of Financial and Spending Authorities Manage Departmental Chart of Accounts Manage Customer Master Data File Integration Manage Post-payment Verification Manage Financial Close 14

15 FMT - Transformation Approach Timely, agile and responsive data. Streamlined, and automated processes. Consolidated systems platforms. Leverage foundation to accelerate standardization and consolidation. Rigorous investment plan and performance measurement. Harvest and re-use solutions (e.g. HRSDC), and support initiatives building core capability. Assess alignment: continue, re-vector and halt on-going initiatives as appropriate. Initiate transparent performance measurement. Continue to tighten policy requirements for process and information. Increasing momentum towards standardization (FM-BP, CEDI, FM-SC); progress is hampered by decentralized current-state model. Redundant investments in process and system changes continue; operational support costs remain high. 15

16 FMT - Timeframe Communicate OCG FMT vision & way forward (on-going) Finalize engagement, governance & team members Prepare FMT Business Case for Back Office Consolidation & Standardization Secure related funding Evolve FM Business Model Benchmarking Requirements input SDA activities Develop SAP SDA project plan & onboarding strategy Build SDA SAP configuration (April 2014) Work with 1 st Wave SDAs to onboard Spring 2013 Summer 2013 Fall

17 Service Modernisation & Metrics The voyage ahead Targe t Convergence & Standardisation

18 Questions? 18