gtl4fmis greater than leadership program for financial management information systems
DESCRIPTION
GTL4FMIS Greater Than Leadership Program for Financial Management Information Systems Adaptive Leadership Program for FMIS Development Cem Dener. Governance and Public Sector Management (PRMPS) Practice Poverty Reduction and Economic Management ( PREM ) Network The World Bank. GTL4FMIS. - PowerPoint PPT PresentationTRANSCRIPT
GTL4FMISGreater Than Leadership Program for Financial Management Information Systems
Adaptive Leadership Program forFMIS Development
Cem Dener
Governance and Public Sector Management (PRMPS) PracticePoverty Reduction and Economic Management (PREM) Network
The World Bank
GTL4FMIS
April 2014 2GTL4FMIS and RRA
Contents
• FMIS Design and Implementation
Challenges
• What is GTL4FMIS?
• How to Use GTL4FMIS and RRA in FMIS
Projects?
Why FMIS?
April 2014 3GTL4FMIS and RRA
Public Sector Institutions
Citizens, NGOs, Businesses
OLTP : Online Transaction Processing OLAP : Online Analytical Processing ETL : Extract, Transform, Load BI : Business Intelligence DM : Data Mining
FMIS : Collaboration & Coordination
Web
Por
tal -
Inte
rnet
Web
Por
tal -
Intr
anet
Data Warehouse
OLTP
OLAP
ETL
Plan
Execute
Account
Report
Audit
M & E
PFMFMIS Database
BIBI
BI
DM
DMDM
Operational Systems
Integrated Financial Management Information System
Multi-dimensional analytical queries
• consolidation• slice & dice• drill-down
InterfacesDW : Dynamic Monthly Updates & Query Options
Images: jscreationzs / FreeDigitalPhotos.net
Goals: Daily Recording & Reporting of PF Data + Improved Service Delivery
Open Data
FMIS Challenges
April 2014 4GTL4FMIS and RRA
FMIS Design and Implementation Challenges
Long term political commitment and ownership of the
borrower
PFM reform needs and priorities > Clear definition of
the problem
Allocating enough time and resources for project
preparation
Large scale change management and training activities
to strengthen institutional capacity for PFM reforms
Developing necessary skills to implement and sustain
FMIS solutions
Decision about the type of FMIS application software,
and using shared ICT infrastructure
Readiness for procurement and contract management
activities
FMIS Challenges
April 2014 5GTL4FMIS and RRA
How to Identify Technical and Adaptive Challenges?
Most of our client countries are faced with technical and adaptive (non-technical) challenges while developing FMIS solutions.
Project/task teams are usually supported by technical specialists who are capable of reviewing the functional & technical requirements and monitoring the execution of contracts based on a well defined methodology to address technical challenges.
However, despite all efforts to strengthen the institutional capacity, many project teams experience difficulties in change management, and substantial delays are observed during PFM reforms.
Therefore, there seems to be some room for improvements in defining the adaptive (non-technical) challenges during design, and address change management issues properly during implementation of projects.
Applying the principles of Science of Delivery (an evidence-based, outcome-focused approach based on rapid evaluation, learning and adjustment cycles) may help in the resolution of these challenges.
FMIS Technical ChallengesHow to Address Technical
Challenges? Project/task teams should be supported by technical
specialists who are capable of reviewing the business processes, functional & technical requirements, and monitoring the execution of contracts, based on a well defined methodology to address technical challenges.
A methodology and related project design check lists are available to guide the project teams during the design and implementation of FMIS (OLTP) solutions (FMIS Study, Apr 2011).
Key challenges in publishing Open Budget Data from FMIS platforms were also studied, and new guidelines were published in Sep 2013, to assist the project teams in the design of public finance web sites linked with FMIS and Data Warehouse solutions (OLTP+OLAP).
Also, the FMIS CoP is available as a knowledge sharing and learning platform since Sep 2010.April 2014 6GTL4FMIS and RRA
FMIS Development Methodology Years > 0 1 2 3 4 5 6 7 8 9 10
• Advisory support for PFM reforms
• Assess existing ICT skills & resources
1. Identify the PFM reform needs of the government (What? Why?)
• Assess PFM capacity & practices
• Assistance in PFM capacity building
• Technical Specifications [ ICB docs ]
• Develop ICT/e-Gov Strategy
• System Design
2. Develop customized solutions (How? Where? When?)
• Develop PFM Reform Strategy
• Conceptual Design
3. Strengthen capacity and implement project (Who?)
• Project Mgmt Group (PMG) and PIU
• Coordination with other donors
Preparation
• Assist in technical capacity building• Coordinate w/ other e-Gov initiatives
• Procurement of ICT solutions [ ICB ]• FMIS implementation
• Monitoring & Evaluation
• Capacity building & change mgmt
Warranty
• Establish a countrywide network
Implementation
FMIS take off
Approval
FlyingSolo
Support &Maintenanc
ePost
Warranty
Images: jscreationzs / FreeDigitalPhotos.net
Methodology
April 2014 7GTL4FMIS and RRA
FMIS design and implementation may
take at least 6-7 years, despite advances in
technology
Benefit from GTL4FMIS >>>
RRAto shorten impl.
FMIS Adaptive ChallengesHow to Address Adaptive Challenges?
Greater Than Leadership program for FMIS (GTL4FMIS) is one of the practical options. Initiated in 2012. Initial results were demonstrated by Albania, Philippines, Vietnam in October 2013.
April 2014 8GTL4FMIS and RRA
Preparation(Three weeks)
Recognize adaptive
challenges and technical
problems; refine team composition
Workshop(One week)
Gain a deeper understanding of
and practice leadership
approaches and tools to mobilize
coalitions for reform
Results Lab(11 months)
Provide real-time support as teams navigate through
the program implementation
GTL4FMIS
April 2014 9GTL4FMIS and RRA
Contents
• FMIS Design and Implementation
Challenges
• What is GTL4FMIS?
• How to Use GTL4FMIS and RRA in FMIS
Projects?
What is GTL4FMIS?
April 2014 10GTL4FMIS and RRA
GTL4FMIS > One Year Program
GTL4FMIS First Round (Four Countries)Sep–Oct 2012: Preparatory consultations
(country visits)Dec 2012: GTL4FMIS workshop in Seoul
+ Adaptive Leadership and other modules
+ Korean experience+ Rapid Results Approach (clinic)
Jan-Oct 2013: Follow-up phase (results lab)
How?
April 2014 11GTL4FMIS and RRA
The Challenge of Development
Leadership
Technical Adaptive
LeadershipThe process of mobilizing people, resources, and ideas to collaboratively address adaptive challenges in seeking to achieve a shared goal.
Status Quo
Desired State
HOW ?
Why GTL4FMIS?
April 2014 12GTL4FMIS and RRA
GTL4FMIS Strategic Objective
To help reform teams take
“leadership actions” to address
adaptive (non-technical) challenges
during FMIS implementation
GTL4FMIS
GTL4FMIS Workshop(3 to 5 days)
April 2014 13GTL4FMIS and RRA
Framework
Adaptive Leadership
Diagnostics
Stakeholder Influence Mapping
Constraints to Collective Actions
Implementation
Self Mastery (individual)
Rapid Results Approach
(team)Strategic
Communication(coalition)
GTL4FMIS Framework
“How” of reforms
AdaptiveTechnical
Management Leadership
Formal Authority
Informal Authority
DynamicFinite
Source: Definitions used in the Greater Than Leadership (GLT) program for FMIS by Manuel E. Contreras
April 2014 14GTL4FMIS and RRA
Tech vs. Adaptive Challenges
Technical vs. Adaptive Challenges
Source: Definitions used in the Greater Than Leadership (GLT) program for FMIS by Manuel E. Contreras (Adapted from Groupsmith)
Technical Problems Adaptive ChallengesOften lend themselves to solutions that have worked in the past.
Require changes in values, behavior, roles, relationships, and approaches.
Who? Often solved by an authority or expert.
Who? People with the problem work on the solutions.
People are generally receptive to technical solutions.
People often resist to adaptive challenges; they fear loss.
Require change in just one or a few areas. Require change in many areas across usual organization boundaries.
How? Solutions can often be implemented quickly—even by edict.
How? “Solutions” require learning new ways (experiments and new discoveries); can take a long time to implement.
April 2014 15GTL4FMIS and RRA
GTL4FMIS Framework
Authority Resources
April 2014 16GTL4FMIS and RRA
• Formal • InformalWhat you do andHow you are perceived Competence Reliability Trust Legitimacy IntegrityWhere you are
Position
GTL4FMIS Diagnostics
Stakeholder Influence MappingStakeholder Mapping (Net-Map) can help in understanding:
April 2014 17GTL4FMIS and RRA
Complexity of the problem from different perspectives
Informal and formal networks to be considered
Bottlenecks, reasons for success and failure Source: Greater Than Leadership (GLT) program for FMIS
GTL4FMIS Diagnostics
Drawing the Net-Map
April 2014 18GTL4FMIS and RRA
Step One: Who is involved (actor cards)?
Step Two: What are their links (one color at a time)?
Step Three: What are their positions (aligned for or against next to actor)?
Step Four: How influential are they for your question (influence towers)?
GTL4FMIS Diagnostics
Constraints to Collective ActionsWhat different stakeholders might confront…
April 2014 19GTL4FMIS and RRA
Constraints to Collective ActionThe Free Rider
Informal sanctions
Bundling
Asymmetric InformationPublic Interest Lobbying
Mass Awareness Campaign
Agenda SettingKnowing Rules
Preferences
Lack of TrustRepeated Meetings
Credible Commitment
Source: Greater Than Leadership (GLT) program for FMIS
GTL4FMIS Diagnostics
April 2014 20GTL4FMIS and RRA
Constraints to Collective Actions Free Rider Problem
Asymmetric Information
My house is only worth
$20,000
I know… He doesn’t… I gain!
… but the community loses
I use… You pay…
… but the community loses
GTL4FMIS Diagnostics
April 2014 21GTL4FMIS and RRA
Constraints to Collective Actions Agenda Setting
Lack of Trust
I break my promise…
I suffer!
I maneuver…
I win!
Care
Competence Credibility
Trust
GTL4FMIS Implementation
What is Self Mastery? Managing emotions & thoughts for effective leadership
actions
April 2014 22GTL4FMIS and RRA
Calm, stress-free mind
Clearer decision making
Forging relationships & build coalitions
Persisting through challenges to achieve results
Nurturing commitment to creating public value
CALMNESS and DYNAMISMInner strength to gain informal authority
CREATIVITY and AWARENESSMastering adaptive challenges
CONNECTEDNESSTrust building through heart-to-heartcommunication
GTL4FMIS Implementation
What is Strategic Communication? Knowing your key stakeholders well Understanding what they want and don’t want
(WIIFM > What’s in it for me?). How can we achieve transition from WIFM to WIFUS?
(WIFUS > What’s in it for us?) Contribute to behavior change efforts that address
adaptive challenges Persuading stakeholders to work together toward a
shared goal to create public value by using pertinent framing and a good mix of both inquiry and advocacy.
April 2014 23GTL4FMIS and RRA
GTL4FMIS Implementation
Strategic CommunicationWhich Actors should “Move” to increase the “Likelihood of Success”?
April 2014 24GTL4FMIS and RRA
Low Influence
High Influence
StrongSupport
StrongOpposition
GTL4FMIS >>> RRA
April 2014 25GTL4FMIS and RRA
What is Rapid Results Approach?
‘RRA is about making progress, not finding grand solutions’
Rapid Results Initiatives (RRI) provide a structured process that mobilizes teams to achieve results in 100 days or less- learning along the way.
Helps teams accelerate progress on complex projects Uses techniques from multiple disciplines:
Capacity building Management coaching Change management
Used in Fortune 500 Companies, Governments, and Non-profitsSource: Greater Than Leadership (GLT) program for FMIS, RRA Coaches: Daniel Manitsky and Benjamina M. Randrianarivelo
GTL4FMIS >>> RRA
April 2014 26GTL4FMIS and RRA
RRA > 3 Unique Elements Ambitious but realistic goals:
Goals that can only be achieved through innovation versus “just by working harder”
Encouraging innovation from below Front-line workers create their own action plans Experimentation is encouraged
Coaching Support: Specially trained facilitators Help teams think creatively Help strengthen team work
GTL4FMIS >>> RRA
Traditional Project Mgmt v.s. RRA (1/2)
April 2014 27GTL4FMIS and RRA
Traditional Approach RRA wayApply known routine (linear) and tools to addressing technical issues
Results first: Outcome + Space for innovation and learningReadiness and ownership: experimenting by doing (iterative) and valuing lessons learned accordinglyUnleashing hidden capacity through a structured methodology, based on proven techniques
GTL4FMIS >>> RRA
Traditional Project Mgmt v.s. RRA (2/2)
April 2014 28GTL4FMIS and RRA
Items Traditional Approach RRA wayNature of issues
Mostly technical (generally known)
Technical and mostly adaptive (generally unknown)
Capacity Build individual skills Unleash hidden capacity and creativity of teams
Designing the sequencing
Start with activities: From activities to outputs
Results first: From outcomes to outputs and activities
Implementers Project team:Each individual executes his task
Temporary governing structure: (i) authorizers; (ii)team with right people; (iii) coach
Investment Important Low initial
GTL4FMIS >>> RRA
April 2014 29GTL4FMIS and RRA
RRA Comparative Advantages Reduced hidden risks inherent in long-term strategies Proactive problem solving Improved team work and collaboration Increased opportunities for scale-up beyond 100 days
and sustainability
GTL4FMIS >>> RRA
April 2014 30GTL4FMIS and RRA
Day 1 Day 50 Day 100
Rapid Results Initiative Phases
Shape
Sponsors: Choose focus
of RRI Choose Team
Members Communicate
challenge to team
Launch
Launch Workshop
Teams create: 100 day goal 100 day work
plan
Implement
Weekly Team Meetings
Midpoint Review Sustainability Review
Weekly Team meetings Update work plan Brainstorm solutions to obstacles Plan out next week’s activities
Sponsors do not attend, unless asked to do so by the team
GTL4FMIS >>> RRA
GTL4FMIS Workshop Activities
April 2014 31GTL4FMIS and RRA
Self-Mastery serves as a personal foundation for leadership action, and teams practice various techniques .
The Reform Teams (RT) submit a project proposal
and identify team members.
Through Adaptive Leadership teams recognize various
challenges that can stall their reform
With advice from technical experts, teams identify
viable target(s) for the first 11 months
With a clear target, teams identify technical and embedded adaptive
challenges they may face in implementing reform
Through stakeholder mapping, teams analyze the
interests and relative influence of stakeholders
and identify potential coalitions.
Teams decipher constraints to change.
With potential coalitions in mind, teams practice using strategic communication
tools for engaging stakeholders
With the analytical work complete, teams design an implementation strategy.With Rapid Results coaching they identify their 11 month goal(s), and develop a strategic work plan including how they will collaborate to become a high performance team.
GTL4FMIS
April 2014 32GTL4FMIS and RRA
Contents
• FMIS Design and Implementation
Challenges
• What is GTL4FMIS?
• How to Use GTL4FMIS and RRA in FMIS
Projects?
How?
April 2014 33GTL4FMIS and RRA
Status Quo
Desired State
HOW ?
How to use Rapid Results Approach?
RRI
1
RRI
2
RRI
3
RRI
4
RRI
5
RRI
6
RRI
7
RRI
8
RRI
9
RRI
10
RRI
11
RRI
13
RRI
12
RRI
14
RRI
15
RRI
16
Identify key challenges and set priorities Define RRIs to achieve results in 100 days or less Innovate + Measure results Learning by doing + Adjustment cycles
GTL4FMIS >>> RRA
April 2014 34GTL4FMIS and RRA
RRI Example
Long-term Goal(5 Years)
Performance Challenge
100 Day Rapid Results Goal
Improve operational
efficiency and customer
satisfaction within Ministry
of Finance
Decrease time to issue first pension
payment
During the month of August issue all first pension payments
within 2 working days
GTL4FMIS >>> RRA
April 2014 35GTL4FMIS and RRA
RRI Example: The Team
Team
Client Services Unit B
Payment Unit
Audit Dept
Staff Trainer
IT Dept
IT Dept
Client Services Unit A
GTL4FMIS >>> RRA
April 2014 36GTL4FMIS and RRA
What did the RRI produce?
• Improved Capacity:– Team work– Project Management– IT skills
• Trust between staff• Improved staff communication• Self-confidence:
– We can do this!
• Momentum: – What can we do next!?
During the month of August issue all first pension payments
within 2 working days
GTL4FMIS >>> RRA
April 2014 37GTL4FMIS and RRA
What did the RRI produce?
Performance Challenge
2nd Round of 100 Days After 2nd Round
Decrease time to issue 1st pension
payment in Units A and B
Decrease time to issue 1st pension in
3 Branch Offices
6 month “traditional”
program
During the month of August issue all first pension payments
within 2 working days
GTL4FMIS >>> RRA
Institutionalized through changes…
Circular/Decree [RRI = official tool to implement a government policy]
Alignment/Integration inside broader performance management frameworks
“an increasing number of civil servants started focusing on achieving results”
“ministries start talking about breaking down silos” “motivation increases and is maintained with having
clear dates and responsibilities”
April 2014 38GTL4FMIS and RRA
GTL4FMIS >>> RRA
Examples of (Hard) RRI Results
April 2014 39GTL4FMIS and RRA
Results areas Before RRI Using RRIProcurement processing time for goods and services below $10,000 (KE)
52 days 23 days
Time to issue 1st payment to new pensioners (IQ)
6 months 1 day
Local tax collection rate (MG) 64% (2007) 88% (2008)Delays for payment of salaries for newly recruited public school teachers (BI)
1 year pre-RRA Paid within 60 days
Delays in connecting electricity (BI)
3 months in June 2011
1 month in Sep 201120 days in Dec 2011
Source: Greater Than Leadership (GLT) program for FMIS, Benjamina M. Randrianarivelo
www.worldbank.org/publicfinance/fmis
Thank You
https://eteam.worldbank.org/fmis