FreeBalance presentation given at the Confederation of Asian and Pacific Accountants

1. Version 7 section
• brief discussion
Lesson Learned on the Public
Financial Management Front Lines
Confederation of Asian and Pacific Accountants
May 24, 2013

2. Version 7 section
• brief discussion
Agenda
• Story behind “FreeBalance”
• Lessons in: ICT-enabled good governance
• Lessons in: PFM reform sequencing
• Lessons in: FMIS delivery and sustainability
• Conclusion

3. Version 7 section
• brief discussion
for public financial management support
reform and modernization to improve
governance, transparency and accountability.
FreeBalance solutions

4. Version 7 section
• brief discussion
1984
“free balance”
+ Budget
- Commitments
- Obligations
- Actuals
= Free Balance

5. Version 7 section
• brief discussion
1984+
Ottawa: Parliament Hill

6. Version 7 section
• brief discussion
1994+
 Appropriations
 Expenditures
 Procurement
 Treasury
 Materials
 Civil Service
 Receipts
 Payroll
 Social Programs
 Budget Controls
Planning
Analysis
Budget Law
Policy
 Forecasting
 Budget Books
Government Resource
Planning (GRP)

7. Version 7 section
• brief discussion
How is GRP Unique?
1994+
Budget Centric
Commitment
Accounting
Modernization
& Reform
Complex
Performance
Not ERP

8. Version 7 section
• brief discussion
1994+
different
organizational
configurations
MULTIPLE
CONTROLS
aggregate
detailed
MULTIPLE
CONTROL
LEVELS
configured
CONTROLS
budget
appropriations
transfers
commitments
obligations
receiving
expenditures
COMMITMENT CYCLE
segregation of
duties & workflow
monthly
PERIOD
yearly
TOLERANCE
LEVELS
flexible
strict
Financial Controls

9. Version 7 section
• brief discussion
1998
Nunavut

10. Version 7 section
• brief discussion
1999
Kosovo

11. Version 7 section
• brief discussion
quickest
implementation
26 days
average
first phase
8 months
Rapid Implementation
2000+

12. Version 7 section
• brief discussion
2006
FreeBalance Public Financial
Management Component Map
FreeBalance Public Financial Management Component Map
Comprehensive and Extensible
Product Suite for Government

13. Version 7 section
• brief discussion
today
Countries Penetrated 21
Time Zones 15
World wide Software Installations Over 200
Users Over 60,000
Civil Servants Almost 1.5 Million
Handling annual budgets of > $¼ Trillion
Global Impact

14. Version 7 section
• brief discussion
today
Developed
Countries
Developing Countries Post Conflict
National
Uganda,
Guyana,
Antigua,
Suriname,
Lao PDR
Mongolia,
Kyrgyzstan
Timor-
Leste, Iraq
Afghanistan,
Kosovo,
Sierra Leone,
Liberia, South
SudanDepartmental
Canada
• 28 Financials
• 42 Budget
USA
• 10 Financials
• 1 Budget
Panama,
Jamaica,
Pakistan
Sub-National Nunavut
Palestine
Project Namibia
Global Impact

15. Version 7 section
• brief discussion
FreeBalance Offices and Regional Support Centres
today
Vientiane
• services & support
• sales, business development & marketing
• product management & development
• corporate services
Dili
Ulaanbaatar
BishkekOttawa
Guatemala City
Washington
St. Johns
Lisbon
Monrovia
Freetown
Kampala
Pristina
Ramallah
Kolkata
Kabul
Bangalore
Paramaribo

16. Version 7 section
• brief discussion
Global
PFM
Provider
Canadian
Company
GRP
Leader
100%
Government
Focus
ISO-
9001/2008
Covers
Budget
Cycle
Modern
Web
Technology
High
Success
Rate
Company Summary
today

17. Version 7 section
• brief discussion
Agenda
• Story behind “FreeBalance”
• Lessons in: ICT-enabled good governance
• Lessons in: PFM reform sequencing
• Lessons in: FMIS delivery and sustainability
• Conclusion

18. Version 7 section
• brief discussion
Version 7 section
• Multiple Definitions
• Tinged with Ideology
• Multi-variant and Complex
• Measurement Difficulties
• Yet Governance Measures Critical
Good Governance

19. Version 7 section
• brief discussion
Version 7 section
1919

20. Version 7 section
• brief discussion
About $37B of
foreign aid
annually is
phantom aid

21. Version 7 section
• brief discussion
Tax evasion
through untaxed
shadow economy
= 17% of world
economy, well
over $2.5T

22. Version 7 section
• brief discussion
Foreign Direct
Investment to
Developing
Countries at
$684B

23. Version 7 section
• brief discussion
Total
worldwide
remittances to
developing
countries
exceed $534B

24. Version 7 section
• brief discussion
Tax Revenue
ranges from
1.4% of GDP
in UAE to
almost half in
Belgium,
Sweden and
Denmark

25. Version 7 section
• brief discussion
What Works in Technology-Enabled Public Financial Management?
An On-Going Debate
Technical
Reforms
Difficult
Technical
Reforms Easy
Technical
Reforms
Effective
Technical
Reforms
Ineffective
Use PFM Best
Practices
Use Country
Context
It’s not
about
technology
It’s all about
technology
Good
Practices
applied
technology
applied
practice

26. Version 7 section
• brief discussion
Good Governance Mind Map v.1.0

27. Version 7 section
• brief discussion
Governance Linkages
1. back office GRP software provides
2. a set of Governance tools
3. whose effectiveness in improving
governance is determined by
institutional maturity
4. and can be seen
5. measured
6. shown to improve country outcomes

28. Version 7 section
• brief discussion
Consider a Scenario

29. Version 7 section
• brief discussion
Total Annual
Government
Procurement
is estimated
at $9.5T

30. Version 7 section
• brief discussion
Developing
Countries lose an
estimated $20B to
$40B annually
because of
corruption

31. Version 7 section
• brief discussion
ICT Platform
•1. Secure
Infrastructure
•2.User Group
Controls
Government
Performance
•3. Budget
Preparation
Core Public
Financials
•4. Commitment
Accounting
Public Expenditure
Management
•5. Procurement
•6. E-
Procurement
•7. Payment
Management
Government
Performance
•8. Audit
Automating the Procurement Cycle

32. Version 7 section
• brief discussion
Controls
Core Public
Financials
Expenditure
Management
Receipts
Management
Treasury
Management
Civil Service
Management
Performance
Management
Standards IPSAS, GFS CoST, OpenC EITI IATI GFS
Front-Office
financial
statements
e-procure revenue
aid, debt &
PPP
e- recruit &
disclosure
gov results
budget transparency
Decision-Making
forecasts – programs –– reporting & analytics – dashboards – alerts - output/outcomes – KPIs
economics – historical data - benchmarks – policy – planning – scenarios – programs
Other Controls
assets secure payment & secure transactions audit
accruals TSA accruals
Commitment budget – commitment – cash - payment
Process Controls chart of accounts – workflow & procedures – approval cycle - reconciliations
IT Controls data integrity – data encryption – IT security - integration

33. Version 7 section
• brief discussion
ICT Platform
•1. Secure
Infrastructure
•2.User Group
Controls
Government
Performance
•3. Budget
Preparation
Core Public
Financials
•4. Commitment
Accounting
Public Expenditure
Management
•5. Procurement
•6. E-
Procurement
•7. Payment
Management
Government
Performance
•8. Audit
Chart of
Accounts
Dashboards
Alerts
Procedure
Workflow
Integration
Segregation of
Duties
ICT Platform
•1. Secure
Infrastructure
•2.User Group
Controls
Government
Performance
•3. Budget
Preparation
Core Public
Financials
•4. Commitment
Accounting
Public Expenditure
Management
•5. Procurement
•6. E-
Procurement
•7. Payment
Management
Government
Performance
•8. Audit
•Data integrity
•Encryption
•IT security
•User
management
•Budget &
Commitment
Controls
•Planning
•Historical data
•E-Procurement
front office
•Secure
payments
•Audit trail

34. Version 7 section
• brief discussion
IT Controls
ICT Vulnerability Technique
Database
DataIntegrity
Obfuscation
Encryption
Biometrics
VPN
SecurityPolicy
SecurityAudit
AuditTrail
Transaction
Audits
DB Abstraction
Network
Sniffing
User Identify
IntegrationInterfaces
Reports External Transparency
Intrusion Intrusion Detection

35. Version 7 section
• brief discussion
FreeBalance Public Financial Management Component Map
Comprehensive and Extensible
Product Suite for Government

36. Version 7 section
• brief discussion
GPM BCM PFM GTM GRM PEM CSM
Chart of Accounts
Budgets& Commitments
Segregation of duties
Secure Payment
Integration
Reconciliation
Workflow & Procedures
Approvals
Accrual
Asset Management

37. Version 7 section
• brief discussion
Governance Enablers Matrix
Characteristics
Capacity
PoliticalWill
Accounting
Procedures
Standards
Efficiency
Risk
Management
Compliance
Decentralization
Independence
Informal
Mechanisms
Accessto
Information
Transparency
Outreach
Participation
Legitimacy
Institutions
Executive
Legislature
Judiciary
Internal & External Audit
Enforcement
Other Gov’t Oversight
Public Service
Civil Society & Citizens
Businesses
Election Commission
Political Parties
Donors

38. Version 7 section
• brief discussion
ICT Platform
•1. Secure
Infrastructure
•2.User Group
Controls
Government
Performance
•3. Budget
Preparation
Core Public
Financials
•4. Commitment
Accounting
Public Expenditure
Management
•5. Procurement
•6. E-
Procurement
•7. Payment
Management
Government
Performance
•8. Audit
Chart of
Accounts
Dashboards
Alerts
Procedure
Workflow
Integration
Segregation of
Duties
ICT Platform
•1. Secure
Infrastructure
•2.User Group
Controls
Government
Performance
•3. Budget
Preparation
Core Public
Financials
•4. Commitment
Accounting
Public Expenditure
Management
•5. Procurement
•6. E-
Procurement
•7. Payment
Management
Government
Performance
•8. Audit
•Data integrity
•Encryption
•IT security
•User
management
•Budget &
Commitment
Controls
•Planning
•Historical data
•E-Procurement
front office
•Secure
payments
•Audit trail
Political WillCapacity
Standards Compliance
Accounting
Procedures
Transparency
Civil Society
Internal Audit
External Audit
Independence
Enforcement

39. Version 7 section
• brief discussion
PEFA to PFM Component Map
Core Public Financials
& Budget Controls
Expenditure
Management
Receipts
Management
Treasury
Management
Civil Service
Management
Performance
Management
A. PFM-OUT-TURNS:
Credibility of the
budget
Budget Controls
Expenditure
Controls &
Forecasting
Revenue
Forecasting
Cash and Liquidity
Forecasting
Wage Bill
Forecasting
Budget Planning
Processes
B. KEY CROSS-
CUTTING ISSUES:
Comprehensiveness
and Transparency
Budget Classifications
Budget Transparency E-Procurement
Revenue
Transparency
E-Recruitment,
Wage & Expense
Disclosure
Results Portal
C(i) Policy-Based
Budgeting
Talent
Management
Budget Planning
Processes &
Performance
Management
C(ii) Predictability and
Control in Budget
Execution
Non-Salary Controls
Expenditure
Controls &
Forecasting,
Procurement
Value for Money
Taxpayer
Obligations & Tax
Collection
Cash and Bank
Controls
Payroll Controls
Audit trails &
Computer Aided
Audit Tools
C(iii) Accounting,
Recording and
Reporting
Timeliness and Completeness of Statements and Reports, Support for International Public Sector Standards
Quality of
Reports
C(iv) External Scrutiny
and Audit
Audit trails &
Computer Aided
Audit Tools

40. Version 7 section
• brief discussion
Governance
Rating
Gov
Effective
PFM Transparency
improves
enables
results
perception
behaviour
Impact of Public Financial
Management
Improvements on
International Governance
Ratings
Openness, Effectiveness,
Service Delivery, Growth,
Anti-Corruption

41. Version 7 section
• brief discussion
GRP Anti-Corruption Hospital Procurement Scenario
Government Resource Planning Software Governance Toolset
Governance
Enablers
Governance Signs
Governance
Indicators
Governance
Outcomes
chart of accounts | segregation of duties |integration | workflow & procedures | alerts & dashboards
ICT Platform
1. Secure
Infrastructure
Data Integrity
Improved Health
Outcomes
Child Health
CIESIN/YCELP
Reduce Child
Mortality MDG
Immunization
Rates WHO/UNICEF
Reduce Maternal
Mortality MDG
Universal Access to
Reproductive Health
MDG
Encryption
IT Security
2.User Group
Controls
User management
Government
Performance Mgmt
3. Budget Planning
Planning PEFA C3:
Accounting,
Recording,
Reporting
Historical data
Core Public
Financials
4.Commitment
Accounting Budget &
Commitment
Controls
Accounting
Procedures
PEFA C2:
Predictability &
Control in Budget
Execution
Public Expenditure
Mgmt
5. Procurement
6. E-Procurement
E-Procurement
front office
Transparency
PEFA B:
Transparency
WGI Control of
Corruption
World Bank Doing
Business IndexTI Corruption
PerceptionCivil Society
Procurement Graft
incidents7. Payment Secure payments
Increase in Foreign
Direct Investment
Government
Performance Mgmt
8. Audit Audit trail
Internal & External
Audit
PEFA C4: External
Scrutiny & AuditIndependence
Enforcement
standards | capacity | political will | compliance

42. Version 7 section
• brief discussion
Version 7 section
+ Public Finances
- Transparency
- Accountability
= Corruption

43. Version 7 section
• brief discussion
Version 7 sectionLessons Learned
• GRP Technology improves governance
• Hard to see success with good PFM processes
without a GRP
• Significant improvements in governance requires
institutional changes

44. Version 7 section
• brief discussion
Agenda
• Story behind “FreeBalance”
• Lessons in: ICT-enabled good governance
• Lessons in: PFM reform sequencing
• Lessons in: FMIS delivery and sustainability
• Conclusion

45. Version 7 section
• brief discussion
What Works in Technology-Enabled Public Financial Management?
An On-Going Debate
Technical
Reforms
Difficult
Technical
Reforms Easy
Technical
Reforms
Effective
Technical
Reforms
Ineffective
Use PFM Best
Practices
Use Country
Context
It’s not
about
technology
It’s all about
technology
Good
Practices
applied
technology
applied
practice

46. Version 7 section
• brief discussion
Governance Formula?

47. Version 7 section
• brief discussion
Not “prescriptive”

48. Version 7 section
• brief discussion
Evaluation Methods
Evaluation Method Scope Back-Office Technology Front-Office Technology
Public Expenditure and Financial Accountability
(PEFA)
Comprehensive PFM
assessment
No technology guidance although PEFA assessments attribute some
achievements to the use of technology
Commonwealth Public Financial Management
Self-Assessment Toolkit (CPFM-SAT)
Comprehensive PFM
assessment
A3: Use of IFMIS
B2: Use of Debt Management
software
No technology guidance for publishing
information
The Chartered Institute of Public Finance &
Accountancy (CIPFA) Whole Systems Approach
Comprehensive PFM
assessment
O7: Financial management
information systems
Revenue Watch Institute Index
Extractive Industries
transparency
Paris Declaration and Accra Agenda for Action Aid effectiveness
Use of country systems for PFM and procurement does not specify use of
technology
International Budget Partnership Open Budget
Index (OBI)
Budget preparation and
reporting transparency
Internet publishing of budget documents
gains higher rating for many categories
Gartner Group Open Government Maturity
Model
Open government
Provides open government technology
insight
Institute for Electronic Government e-
Democracy Model
E-Democracy Use of e-mail systems
Use of web technologyAndersen & Henriksen E-Government Maturity E-Government
Layne and Lee Framework of E-Government E-Government
Horizontal and vertical integration
within government
World Bank World Governance Indicators
Meta collection of 3rd party
indicators
No technology guidance
Global Integrity Report
Governance and anti-
corruption

49. Version 7 section
• brief discussion
What’s changed?
101011001110010101001010101

50. Version 7 section
• brief discussion
Country PFM Context

51. Version 7 section
• brief discussion
Government Performance Management
Data from Government Operations
Expenditures Revenue
Budget
formulation
Budget
execution
Human
Treasury Resources
Data from Government Operations
Government Performance Management
PFM Domain

52. Version 7 section
• brief discussion
Country
Research
Governance
Valuation
Solution
Blueprint
Implementation
Project
Governance
Product
Development
Government
Research &
Engagement
Customer
Sustainability
FreeBalance i3+qM Methodology
Aligning Customer Needs with Product, Service and Sustainability Offering
Steering
Committees
SWAT Teams

53. Version 7 section
• brief discussion
Calculates?
Technology
Priorities
PFM
Priorities
Country
Conditions

54. Version 7 section
• brief discussion
Anchor
Technology
Priorities
PFM
Priorities
Country
Conditions
Benchmark
Priority
Gaps
Sequencing

55. Version 7 section
• brief discussion
Sequenced
Technology
Priorities
PFM
Priorities
Country
Conditions
Benchmark
Priority
Gaps
Sequencing
capacity

56. Version 7 section
• brief discussion
Version 7 sectionLessons Learned
• PFM reform sequencing as much a science as an
art
• Holistic approaches that consider technology,
capacity, lessons in peer countries and
methodology increases success

57. Version 7 section
• brief discussion
Agenda
• Story behind “FreeBalance”
• Lessons in: ICT-enabled good governance
• Lessons in: PFM reform sequencing
• Lessons in: FMIS delivery and sustainability
• Conclusion

58. Version 7 section
• brief discussion
58
Risk of Project Failure Higher in Government
Includes ICT Project Risks + most
ERP risks
Complex legal reform
Need for continuous reform
Covers more “lines of business”
than private sector enterprises
Need to rationalize needs of
politicians, public servants and civil
society
Government Resource Planning
Includes all ICT Project Risks
High customization required
to achieve benefits
Often requires business
process re-engineering
Highly complex project covers
multiple organizational silos
Projects often delivered late
High maintenance costs,
especially upgrades leads to
high Total Cost of Ownership
(TCO)
EnterpriseResource Planning
Many ICT projects fail to
deliver on expectations
High maintenance costs to
keep “lights on”
Complex ICT projects have
higher failure rates than
modest projects
Move to Cloud computing a
reaction by customers
against high ICT costs
ICT Projects

59. Version 7 section
• brief discussion
COTS dilemma
MIDDLEWARE
DEVELOPMENT ENVIRONMENT
REUSABLE CODE
CONFIGURATION
APPLICATION
NEEDS
governance
customization
‘enterprise’
costs
proprietary

60. Version 7 section
• brief discussion
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Failure Unsuccessful Success
Reported Enterprise Resource Planning Success Rates
Multiple Studies, Multiple Methods, All Industries
42%
34%
24%
Successful
Unsuccessful but not
failure
Failure
Low, Average and High ratings from ERP
studies indicating Failure, unsuccessful
(including Failure) and Success
Calculated Average ERP Success,
Unsuccessful but not Failure and Failure

61. Version 7 section
• brief discussion
11
7
6
1
1
4
7
3
0 2
2
0
0
2
4
6
8
10
12
14
16
FreeBalance Oracle SAP Epicor
Failure
Problems
Successful
Failure = Abandoned or > 10 Years to Implement
Problems = Reported issues, incomplete implementations, late
Success = No exceptionally reported problems
Government Resource Planning Success in Developing Countries
National Government Level Implementations
Tier1 ERP Tier1 ERP Tier2 ERP

62. Version 7 section
• brief discussion
0.00%
50.00%
100.00%
150.00%
200.00%
250.00%
300.00%
350.00%
400.00%
450.00%
500.00%
ERP Price
FreeBalance
ERP 5 Year TCO compared to FreeBalance
Government Quotations from 2006-2012

63. Version 7 section
• brief discussion
0%
10%
20%
30%
40%
50%
60%
1. Upgrade & Optimize
2. Adapt Processes
3. New Apps
4. Process Automate5. Process Decisions
6. Decisions in Apps
7. Other Barriers to Success
Time Consuming
Enterprise Software Barriers to Success & Time Consuming Tasks
Information Week 2012 Enterprise Applications Survey
1. Changing,upgrading or optimizing existing
applications
2. Changingor adapting processes as business
requirements change
3. Implementing new applications
4. Automating or integrating business processes
5. Developing or improving decision-support
capabilities for processes
6. Developing or improving decision-support
capabilities within apps
7. Other

64. Version 7 section
• brief discussion
‘featuritis’
6464

65. Version 7 section
• brief discussion
Version 7 section
• Conflict between customized vs. generic
solutions
• More vertical capabilities creates larger footprint
• Government focus reduces:
– Customization
– Technical footprint
– Time to implementation
Product Design and Sustainability

66. Version 7 section
• brief discussion
Version 7 sectionHuman Capacity
• Adaptable help
• Single file translation
• Methodology
• CIPFA partnerships
• Evans partnership

67. Version 7 section
• brief discussion
Version 7 section• Configuration options
– Parameters
– Business Rules
– Workflow
• Progressive Activation
• New “Custom Domain”
capabilities
FreeBalance Model

68. Version 7 section
• brief discussionFreeBalance AccountabilitySuite
Country Specific Functionality
(CFG) Configuration
(CFCB) Chart of Accounts Builder
(CFCD) Custom Domains
(CFPR) Parameters
(CFWF) Workflow
FreeBalance
Accountability Suite
Configuration and
Metadata Management

69. Version 7 section
• brief discussion
Progressive Activation
6969
Modules Modernization Decentralization
Financials
Treasury
Revenue
Debt
Budgeting
Purchasing
Payroll
Assets
Inventory
HR
MoF
Line Ministries
Regions & States
Treasuries
Devolution
Commissions
Gov’t Businesses
Municipalities
Cash-based
Cash Management
Modified Cash
Budgetary Controls
MTEF
Aggregate Controls
Modified Accrual
Civil Service Reform
Performance Mgmt
Accrual

70. Version 7 section
• brief discussion
Government
Functions
HibernateSpring TrinidadEclipse
Government
Applications
Government
Entities
Framework Java EE
Infrastructure
FreeBalance Web Architecture

71. Version 7 section
• brief discussion
First
Generation
“ERP Era” to
2007
Strategic
Inflection
Point 2007-
2010
Second
Generation
“GRP Era”
2010+

72. Version 7 section
• brief discussion
broken software model?

73. Version 7 section
• brief discussion
73
Product
Management
Sales &
Marketing
User
Trainer
Consultant
Customer
Support
Product
Development
Product often designed
with different customers
in mind
Product developers
have no expertise in
government financials
Salespeople want to sell
to every possible
market.
Consultants help
customers to customize
code.
Government needs
may not go into
upgrades
Consulting firms
generate revenue from
customization.
Government is one of
many “verticals”
Typical Approach by Enterprise Software Vendors to
the Government Market

74. Version 7 section
• brief discussion
Product Management
Customer Support
Product Development
Consultant
User
All problems & feature
requests are tracked –
management dashboard
Vendor consultants bring
experience to write
specifications.
Developers visit customers
and are part of “SWAT”
teams.
Steering Committee sets
product direction.
Customers interact with Vendor staff
and other customers on collaborative
web application
Customers visited at
least once every year.
Local in-country
support pass on
needs.
Government Resource Planning and the Customer
Centric Approach

75. Version 7 section
• brief discussion
Version 7 sectionLessons Learned
• Software design matters: risk of failure & cost is
proportional to distance
• Separate product development and
implementation firms increases risks of failure
• African governments require vendor
commitment and better project governance
structures

76. Version 7 section
• brief discussion
Agenda
• Story behind “FreeBalance”
• Lessons in: ICT-enabled good governance
• Lessons in: PFM reform sequencing
• Lessons in: FMIS delivery and sustainability
• Conclusion

77. Version 7 section
• brief discussion
.943.286
low medium high very high
Canada
.908
Antigua
.764
Mongolia
.653
Liberia
.329
Timor-Leste
.495
| | |
Selection of FreeBalance Customers, National Level GRP Implementations
from low to very high Human Development Index

78. Version 7 section
• brief discussion
Customer
Experience
Market
Research &
Events
Participation
Customer-
Centric
Product
Governance
FreeBalance
Governance
Framework
FreeBalance
Governance
Valuation
1. Engage the PFM Community
• Similarity in
similar
circumstances
• Enhancement
requests from
governments
• Deep research in
public financial
management
• Engagement with
larger PFM
community at events
• Customers drive the
FreeBalance
product roadmap at
the FreeBalance
International
Steering Committee
• Framework links
Government
Resource Planning
(GRP) to positive
governance
outcomes
• Methodology
provides PFM
reform and
GRP
sequencing
blueprints

79. Version 7 section
• brief discussion
Government
Functions
HibernateSpring TrinidadEclipse
Government
Applications
Government
Entities
Framework Java EE
Infrastructure
FreeBalance Accountability Suite
100% Web Technology
open system runs on open
source and commercial
middleware
reusable “business objects”
leveraged as part of the Service-
Oriented Architecture
no client/server or
legacy code used
multitier
design
separates
presentation,
business
logic and
data layers

80. Version 7 section
• brief discussion
8080
Economy
Approximate starting point
of current state and peace
building
Relative progress by 2010
Afghanistan 2001-02 Substantial
Cambodia 1991-93 Intermediate
Congo, Dem. Rep. 2001 Limited
Kosovo 1999 Substantial
Liberia 2003 Intermediate
Sierra Leone 2002 Substantial
Tajikistan 1997 Limited
West Bank & Gaza 1993-2002 Intermediate

81. Version 7 section
• brief discussion
Government
Performance
Budget
Planning
Budget Books
Advanced
Salary
Management
Treasury
Management
Transparency
Portal
Performance
Management
Modern-
ization
Accrual
Accounting
Advanced
Chart of
Accounts
De-
centralization
Fixed Assets
Human
Resources
Procurement
2. Possible to Leapfrog
Example FreeBalance Accountability Suite Implementations

82. Version 7 section
• brief discussion

83. Version 7 section
• brief discussion
Public PEFA PEFA
Avg
HDI
Avg
HDI
Category
FreeBalance
Customers
2.47 0.482 Low
*Countries
do not use
FreeBalance
2.35 0.569 Medium
3. GRP Can Improve Assessments
Only the Most Recent Public PEFA Assessment

84. Version 7 section
• brief discussion
4. Implementation Commitment

85. Version 7 section
• brief discussion
.943.286
low medium high very high
Canada
.908
Antigua
.764
Mongolia
.653
Liberia
.329
Timor-Leste
.495
| | |
Selection of FreeBalance Customers, National Level GRP Implementations
from low to very high Human Development Index

86. Version 7 section
• brief discussion
Product Management
Customer Support
Product Development
Consultant
User
Success Requires Vendor Implementation & Long-
Term Support Commitment

87. Version 7 section
• brief discussion
Visualized Governance Opportunity

88. Version 7 section
• brief discussion
Government Objectives Alignment
1. Build Capacity
2. Improve Budget
Execution
3. Improve
Transparency
4. Improve
Performance
National
Priorities
Program
1.Public safety & security
Improved civil
service capacity =
improves ability to
achieve objectives
Executing on
budget plan =
spending on
objective
Improves stability Improved
performance =
improves
effectiveness of
government
programs
2. Social protection &
solidarity
3. Addressing needs of
youth
Demonstrates
improvement
4. Employment & Income
generation
5. Improving social
service delivery
Key deliverable
6. Clean & efficient
government
Key deliverable
Reforming
Management
of the State
1. Civil Service Key deliverable
Improves
accountability,
reduces corruption
Key deliverable
2. Administrative
organisation of the
territory
Key deliverable
3. Public finances Key deliverable
4. Fighting corruption Key deliverable

89. Version 7 section
• brief discussion
Performance Schedule
Private
sector
Change
Manage-
ment
program
Revenue
Integration
Purchasing &
Procurement
e-Procurement
Open
Data
Particpatory
Budgeting
Public
Budget
Transparency
Audit
Social Media
Planning
Financial
Dashboards
Program
Budgeting
Sector Dashboards Balanced Scorecard
People
Human
Resources
Consolidation
Capacity Building &
Training
Performance
Appraisal
Talent &
Succession
E-Recruitment
Employee Self-Service
Foundation
Hybrid
deployment
Improved Controls
Eliminate Manual
Functions
Full Web Upgrade Progressive Activation

90. Version 7 section
• brief discussion
Global
PFM
Provider
Canadian
Company
GRP
Leader
100%
Government
Focus
ISO-
9001/2008
Covers
Budget
Cycle
Modern
Web
Technology
High
Success
Rate
More:
www.freebalance.com/blog