ICT Applications for the Public Sector Global Perspectives and by tcu11291

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									    ICT Applications for the Public Sector
    Global Perspectives and Lessons Learned




                                     Shabih Ali Mohib
                         Washington DC, April 23, 2008
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    The Problem


       Government of Mongolia not able to:
        –   Assert central control over finances
        –   Execution of expenditures delayed
        –   Significant arrears in goods and services
        –   No consolidated reporting on government financial
            position to MoF
        –   Significant leakages – evidence of double payments
            to service providers
        –   No cross-check on revenue collections
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        The Proposed Solution

       Implement a countrywide integrated Government Financial
        Management Information System and electronic payment
        settlement system

         –   Unified chart of accounts (planning reporting)
         –   Treasury Single Account (cash consolidation)
         –   Debt management

       Improve budget execution, have auditable and undeletable
        transaction information, reconcile in real-time checks issued and
        checks cleared, and provide tools for moving funds across country
        in real time
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        Problems Encountered

       Legacy system push back

       Limited in-house expertise at MoF to manage systems
        deployment

       Contractor changing core team members frequently causing
        delays on time-lines

       Higher than anticipated change management and training
        needs --- and post deployment support

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        ….. BUT


       High level buy in from management of MoF – State Secretary
        Finance key champion

       GFMIS was thought as a Government initiative rather than a
        Bank “experiment”

       Mongolian staff highly skilled in mathematics and
        engineering and thus had ability to learn to operate
        system


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        Advise to Task Teams

       From the beginning, design the project together with Government –
        solution has to be client owned and driven with senior level buy-in,
        and mid-to-technical level support

       Effective implementation support is costly from the Bank side and
        ensure project BB budget is appropriately resourced

       System Go-Live time is VERY tricky and many problems
        encountered – need to ensure adequate support for 1-yr after go-
        live

       It takes about 2 fiscal year cycles for government to appreciate the
        benefits of system so make sure post deployment support is
        provided – GOM calculated a 3 year pay back for project

       Need to continuous dialogue with technical staff from client
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