Financial Management Transformation FSA Perspective
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Transcript of Financial Management Transformation FSA Perspective
Financial Management Transformation
FSA Perspective
February 20th, 2013Financial System Authority
Office of the Comptroller General of Canada
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Objective of the session• FSA Mandate, Vision and Services• FSA 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• What’s Next• Questions and Discussion
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FSA Vision and Services
Common Enterprise Data Initiative (CEDI)
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.
Strategic EnvironmentContinue 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.
Strategic Direction (Governance)
• 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.
CEDI Approach
Issue data standards(e.g. vendor, customer, DCOA, etc.)
Guidance to initiatives(information and reporting requirements and capabilities)
FM Transformation
Open Data
ASR,SOR, DRAP,…
Support Open Data (data definitions and semantics, identify authoritative sources)
Financial Information Model defines:• The scope of financial and related
non-financial information.• What each piece of information
means.• Requirements for common data
elements and identifiers.• Authoritative sources for standard
data elements.
Target-State Financial Information ModelTarget-State Financial Information Model
FM-BP
FM-S
CCEDI
Information model integrates with FM-BP process model, and FM-SC requirements model.
Status of CEDI Data Standards
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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 www.gcpedia.gc.ca/wiki/CEDI for draft standards and background documentation.
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. 9
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
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Common Financial Management System
Configuration Requirements(FM-SC)
Financial Management System Configuration (FM-SC)
The purpose of the Financial Management System Configuration Initiative (FM-SC) is to identify a set of departmental financial management system (DFMS) configuration requirements for the Government of Canada (GC) within the context of its current legislative and policy framework. The FM-SC is intended to apply to all departments and agencies as defined in section 2 of the Financial Administration Act (FAA). The end result of this initiative will be the Financial Management System Configuration Guideline.
Per the Directive on the Stewardship of FMS:
Role of the Chief Financial Officer6.1.3 Implementing FMS cluster group system configurations and OCG-endorsed system functionality as they are established or made available from time to time.
Role of the Chair of the FMS cluster group management board6.4.1 The chair of the cluster group management board is responsible for evolving the cluster configuration in alignment with the criteria established by the OCG for cluster configurations.
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• General Ledger management
• Planning, budgeting and forecasting
• Appropriation and commitment control
• Procurement• Expenditure and payables
management• System management• Asset management• Inventory management• Pay administration• Travel management• Revenue and receivables
management• Reporting
FM-SC Components
Interface requirements
• Each component within FMSC identifies Interface requirements at a high level
• Example from Travel Management:– Export travel expense data to Shared Travel
Services for reporting purposes. – Import travel transaction data from the Shared
Travel Services reporting service for integration with departmental reporting.
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Common Financial Management Business
Process (FM-BP) Initiative
The Common FM-BP InitiativeGoal: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
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The Common FM-BP initiative scope and governance
Business Processes organized into Domains and Cross functional areas
Governance
Project Operations
Common FM-BP Initiative Linkages
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Common
FM-BP
Initiative
Strategic Direction
Fulfillment
Requirements, Expertise Common
Processes
Enablement
Validation
Standardization through
Collaboration
Departments
(DM/CFO,
Management)
Cluster GroupsService Providers
Departmental Operations
Policies, Directives, Standards, Guidelines, Tools
Policy Centres & Central Agencies
GC-wide Direction
Mazankowski Tellier Report
Reports to the Prime Minister on the Public Service
Services Sector Finance Council Recommendations
Blue Ribbon Panel
Annual Budgets
Horizontal Initiatives
CEDI STSIGrants & Contributions
FM-BP modelsPlanning 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
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Sample Level 2 Process Flow
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Sample Level 3 Process FlowComprehensive Process Flow
Integrated view across all FM-BP processes
Linkages to process description and RACI
Consideration of controls
Comprehensive Process Flow
Integrated view across all FM-BP processes
Linkages to process description and RACI
Consideration of controls
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Sample Level 3 Sub-Process RACI
Linkages to process description and to process flow
Related data identified
Responsibility, accountability, and requirements to consult and inform are assigned to specific roles
Linkages to process description and to process flow
Related data identified
Responsibility, accountability, and requirements to consult and inform are assigned to specific roles
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Benefits Accruing from an FSA
GOVERNMENTAL
• Consistent business processes
• Improved stewardship of strategic information to support Deputies and Ministers
• Improved cost-cutting and control through appropriate procurement instruments, and accountability in GC spending
• Direct response to the Mazankowski/Tellier PM Advisory Committee report
• Better controls and reports on economic spending
DEPARTMENTAL
• Improved efficiency and information
• Improved interoperability between departments and within departments
• Better strategic information to make decisions
• New standards improving financial management through better information and reporting
• Better controls and reports on economic spending
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What’s Next
• Continue delivering on existing projects• Manage and deliver on MAF• Support CIOB in ERP exemptions & collaborate on Interoperability
• Support Dept CFOs with guidance on systems
• Work with Small Departments and Agencies • Continue to communicate message about Standardization to FM Community
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Questions?
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For More Information:
Marcel Boulianne, PMP,
Financial System Authority
Financial Management Sector
Office of the Comptroller General
Treasury Board of Canada Secretariat
Telephone 613-946-4512
Info Links/URLs
www.gcpedia.gc.ca/wiki/Fsa
http://publiservice.tbs-sct.gc.ca/ocg-bcg/index-eng.asp
http://publiservice.tbs-sct.gc.ca/fm-gf/abu-ans/standard-eng.asp
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