Achievements

GIFMIS project has gained prominence in both public and private sector of Ghana and also attracted international attention, since the implementation started early 2012. The project has so far enjoyed a strong political support from Government, as well as administrative support from top public servants and development partners which is translating into user acceptance of GIFMIS across MDAs. The level of commitment from the project staff and the various teams is also very encouraging. It is thus expected that all stakeholders would continue to keep faith with the project to deliver on its goal.

Implementation Status



COMPONENT 1,  PFM INFORMATION SYSTEMS    SETUP AND ROLL OUT, SECURITY, AND MAINTENANCE.

1. SYSTEM SET-UP
1.1. Development of a harmonized Chart of Accounts (CoA).
•    Completed and used since 2012.
•    The 2013 approved budget was also prepared based on the new COA and loaded on the GIFMIS.
•    Updates are done periodically.

1.2. Installation and deployment of hardware and software infrastructure;
i. Installation and deployment of hardware and software infrastructure – GIFMIS  Financials;
•    Servers and software procured and installed.
•    Installation of Precision Air-Conditioners at Data center in progress.
ii. Installation and deployment of hardware and software infrastructure – Program based  Budgeting (PBB);
•Implementation Partner Selected and contract signed.
 iii. Installation and deployment of hardware and software infrastructure-HRMIS-Core.
•Evaluation completed in August 2013.  Installation and deployment still pending.
 iv. Procure and install Servers and software for Local ICT infrastructure (non-oracle tools for   system security, monitoring & helpdesk);
•Evaluation of bids completed.

 1.3. Establishment of network infrastructure
 i. Extend network connectivity to outstanding Spending Units (SUs) in Accra.
•    Originally 200 SUs targeted and as of June 30 2013, 148 have been connected.
•    Spending Unit reassessments completed in August 2013. 50 additional SUs identified bringing the total needing to be connected to 102.
•    As of 30-Sep 2013, 4 out of 102 SUs (52 already identified + 50 newly identified) have been connected.
•    Resources have been procured to extend connectivity to the outstanding102 SUs.
ii. Extend network connectivity to outstanding MDAs in the Regional Capitals.
•    Data collection on geographical locations of all Regional MDAs has been completed. This is to provide the basis for detailed network connectivity requirements
iii. Extend network connectivity to MMDAs;
•    7 MMDAs have been connected as of date . 209 MMDAs to be connected by the end of 2014.

1.4. Real Application Clusters (RAC), Data Guard, and other Management Tools
•    Procure, license and engage implementation partner: Evaluation report submitted to the World Bank for clearance in Sept, 2013.
•    Implementation of RAC: By end of Qrt 4 of 2013 .

1.5. Interfaces between GIFMIS and other key systems;
i. Interface with BoG ( SWIFT).
•    GIFMIS is linked to BoG for the implementation of the EFT payments & receipting of revenue through the external revenue systems.
•    Additional configuration completed for SWIFT in August 2013.  Electronic Fund Transfer (EFT) being piloted at CAGD.
ii. Interface with Ghana Revenue Authority (GRA) System (TRIPS & GCMS);
•    Meetings held with the GCMS and BOG technical team to finalize the use of unique transaction codes.
•    Meetings held on the file format with the TRIPS technical team.
iii. Interface with E-Monitor for the Non Tax revenues;
•    Sample file submitted to GIFMIS and was successfully tested with the exception of bank account segment.
iv. Interface with CS-DRMS for Debt Management;
•    CS-DRMS) is used for debt management at MoF. The interface has been completed and operationalized.
v. Interface with Public Investment Management System (PIMS).

1.6. Develop & Implement Business Continuity Plan (BCP) including Disaster Recovery  (DR);
•    All the required reports were completed by the Consultant.
•    Business Continuity Plan reviewed, accepted, and tested – July 2013.
•    Received a draft list of infrastructure requirements from the consultant.
•    Assembled the Incident Management Team (IMT) (Status: Partially achieved. Yet to implement recommendations.

1.7. System issuance of cheques established;
•    Design and configuration of  cheque format on GIFMIS completed.
•    Procurement of  cheque stationery for MDAs/MMDAs completed.
•    SWIFT setups completed for the roll-out of EFT. Implemented pilot in CAGD and seven MDAs – Sep 2013.  Rollout solution to all MDAs by end of year 2013.


SYSTEM DEPLOYMENT/ ROLLOUT (GIFMIS FINANCIALS)
1.8. System Rollout to Headquarters MDAs;
•    Completed in October 2012. System being used for Consolidated Fund( CF) resources.
1.9. System Rollout to Regional MDAs;
•    Completed in November 2012. System being used for CF resources.
1.10. System Rollout to MMDAs;
•    Studies completed by KPMG.
•    Drafted and reviewed the Rollout Plan.
•    End users at seven pilots MMDAs sensitized and training on P2P completed.
•    Seven pilot MMDAs deployed on Consolidated fund resources. Deployment to the remaining 209 MMDAs on hold due to the need to consolidate system functionality at headquarters MDAs in Accra and also need to bring  IGF, Statutory Funds, and Donor Funds on board GIFMIS.
•    Draft Concept Paper received from the Consultant and reviewed.

1.14. Deployment of Fixed Assets Register;
•    Implementation in progress. An  implementation  committee has been formed and it is working.
1.15. Deployment of PBB;
•    Contract negotiation to select the implementation partner completed and the contract awaiting to  be signed.
1.16. Consolidate the Implementation Support for PBB, Financials, and HRMIS;
•    Training Plan has been updated to include PBB and HRMIS activities.
•    Network Support: The number of network support team beefed up from 5 to 10 to address network related challenges.
•    Application Development support: The number of application developers has been increased from 2 to 7 and are under-going in-house training. The capacity building is on-going.
•    Functional Support: There are three (3) Internal Oracle Experts (IOEs) providing functional support.2 additional experts were recruited. Two (2) IT staff from each MDA were trained on basic setups and configurations on GIFMIS to provide IT support to the MDAs with central coordination and supervisions by the GIFMIS IT Team at the project office. Additional twenty (20) IT support staff (two from each Region) drawn from the ten Regional capitals of Ghana have been trained to support users from the Regional MDAs.
•    Systems Administration support: Two (2) System Administrators are currently supporting the project
•    Database support: Two (2) System Database Administrators (DBAs) are currently supporting the project
•    Data centre support: CAGD is in the process of recruiting a Data Center Manager. In the interim the DBAs and the System Administrators are in charge of the Data Center.
•    Help Desk: It consists of 3 dedicated staff who receive user-support-calls directly or through the Advocates, log the issues, address them or escalate the issues to appropriate higher level for resolution. In addition, there are Project Advocates, who liaise between the Project and the MDAs end-users to address emerging issues related to system usage for solution. The Project Advocates have been trained to provide first level support to end-users at the MDAs.
       
1.17. Maintain Systems Security tools and monitor use of applications;
•    System monitoring screens have been procured and mounted at the project secretariat and the Data Center.
•    Firewall implementation on NITA network has been completed.  

(Status: Continuous process. Obtain clearance from WB for System Security Monitoring Software procurement –by Oct 2013)
1.18. Keep Backups and maintain Data Recovery and Forensic Setup;
•    Backups are taken on tapes which are kept at separate locations.


A2. COMPONENT 1: STRATEGIC SEGMENT 2 – HRMIS/PAYROLL;
1.19. Payroll Upgrade and Integration of HRMIS – Core;
•    Payroll Assurance Review to identify weaknesses completed in 2012.
•    Payroll Study for upgrade and integration completed in 2012.
•    Select implementation partner completed in September 2013.
•    Payroll upgrade and Integration with GIFMIS: Upgrade started in August 2013  and  - Payroll upgrade and Integration with  GIFMIS by February 2014.

1.20. Implementation of HRMIS - Core;
•    Consultant has completed the Scoping study.
•    Implementation Partner has been selected and  Contract to be signed in  Oct 2014.


COMPONENT 2, PFM BUSINESS PROCESSES AND CONTROL SYSTEMS - BUDGET REFORM


2.1. Program Based Budgeting (PBB) - Rollout PBB to MDAs/MMDAs
•    Scoping Study for the choice of IT Software for Program Based Budgeting was completed by KPMG in 2012
•    Budget Working Groups consisting of at least two (2) officers from each Budget Cost Centre have been formed in all MDAs to facilitate the preparation for full roll out of PBB in 2012
•    Procurement of Budget module: Sample demonstration and negotiations completed in August 2013.
•    Templates and detailed instructions for preparing  PBB for 2014 disseminated.
•    7 pilot MDAs prepared their 2012 and 2013 budgets using PBB.
•    Review of MDAs Medium Term Development Planning Guidelines completed at the beginning of July 2013.
•    Consultant hired in August 2013 to undertake assignment in Change Management  to  develop a change management strategy to ensure smooth implementation of the PBB reform.
•    Update ACTIVATE Software: Reviewed and finalized program structure in September, 2013 for MDAs. Upgraded version expected to be used in preparing the 2014-2016 PBB.
•    Reviewed and finalized program structure in September, 2013 in MDAs.
•    Technical proposals to train MoFEP Budget Schedule Officers/Analysts to understand their roles and to support MDAs in maintaining their Annual estimates reviewed in August 2013.
•    Initial training provided for MDAs in costing of programs and sub programs during the production workshop in July/September 2013.
•    Organized production workshop for all MDAs to facilitate the preparation of 2014-2016 PBB.


2.2. Production of Systems-Based quarterly GFO Report by MOF and CAGD;

•    Establishment/Rollout Team to work with MoF in the configuration of system for report generation-Still at infant stage.
•    Generation of the GFO Report:  This is dependent on the incorporation of the other funds (Donor, statutory and IGF) on GIFMIS.

2.3. Strengthening and update of Chart of Accounts (CoA);
•    Meetings held with GRA to discuss the updating of CoA to incorporate missing tax codes.
•    Non-Tax Revenue unit of MOF and selected MDA staff trained on coding of non-tax revenue using the harmonized CoA.
•    Work in progress to include revenue codes on e-payment transactions.
 
2.4. Review of Legislation and Regulations;
•    Engage a consultant for legislative review: EOI received and evaluated in August, 2013 and 3 firms pre-qualified to submit Request for Proposal (RFP) in October, 2013. 

B2. COMPONENT 2: STRATEGIC SEGMENT 4 – CASH MANAGEMENT;
•    Conceptual Design Paper, to establish the principles, whereby expenditures and revenues of IGFs, Statutory Funds and Donor Funds could be captured on GIFMIS under present laws and regulations, was submitted by the Consultant in September, 2013.
•    New Loan and Fiscal Agency Agreement (between the Minister of MoFEP and the Governor of BoG), to provide a higher authority to realize systematic implementation of TSA with realistic time frames has been signed
•    Good progress has been made on establishing the basic framework for a TSA and cash management
•     Collaborate with DPs to make decision to pool banking arrangements for all of their projects: Different levels of discussion held with Development Partners (DPs), including review missions, PFM sector working groups meetings.
•    Take stock of GoG Bank accounts at both BoG and Commercial Banks: More than 5000 bank accounts identified with commercial banks have been collected .
•    Publish guideline for the number of bank accounts to be maintained by each MDA for the TSA: Currently the guideline has not been issued. However, it is proposed that every MDA is to operate at most, with 3 bank accounts, which consist of Sub CF, Donor & IGF Guideline to be issued by CAGD when the IGFs and other funds have been brought onto GIFMIS by March 2014).
•    Establish functional Treasury Single Account (TSA) including IGFs/Commercial Bank Accounts: At present, TSA only covers GoG budget funding from the national budget (Status: Partially achieved - The outcome of  establishing a full TSA is dependent on including IGFs and other funds onto GIFMIS. Full TSA covering all funds is expected to be achieved by March 2014.)
•    Efforts have been focused on rationalizing the central BoG accounts, establishing interfaces with the BoG, GRA, and E-monitor (for non-tax revenue.

B3. COMPONENT 2: STRATEGIC SEGMENT 5 – FINANCIAL REPORTING;
•    Strengthen COA and Fiscal Reporting: Consultant was engaged in April 2013 and the report was submitted in September 2013
•    Establish a roadmap to produce comprehensive budget execution reports incorporating IGFs and donor funds as these are brought into GIFMIS: A comprehensive budget execution report already exists. IGFs and other funds once brought on will be incorporated (Status: Partially achieved - Once IGFs and other funds are brought on bought GIFMIS the report will be complete)
.
B4. COMPONENT 2: STRATEGIC SEGMENT 6 – MDA AND MMDA CAPACITY DEVELOPMENT;
•    Budget Reform Coordination: New Project Director appointed for Budget Reform Unit  at MoF and Program Budget Working Group (PBWG) also established in MDAs in 2013
•    Sensitize internal auditors, heads of institutions on the role of internal auditors on GIFMIS: Heads of MDAs, Internal Auditors and other stakeholders have been sensitized to appreciate the new role of internal auditors in GIFMIS in particular and PFM in general. Two sensitization programs have been carried out in Quarters 1 and 2 of 2013. Pre-hands-on training sensitization workshop held for 550 internal auditors in Qrt 3 of 2013.
•    Train all internal auditors on GIFMIS applications: Hands-on training delivered to 550 Internal Auditors completed.
•    Engage a consultant to review and update the Internal Audit Manual and recommend suitable CAAT tools: Consultant has been selected and the contract signed in August 2013. IDEAS application has been identified and consultant to update the manual and provide training to 120 internal auditors as ToTs across GoG (Partially achieved: GIFMIS project will procure 120 IDEAS software user licenses (only for one the first year) for use by the internal Audit Agency (IAA).
•    Build a team of 30 trainers (ToT) for (IAA): Twenty internal auditors were trained in quarter 1 of 2013 as ToTs. 100 additional ToTs were trained in Qtr3
•    Trainings: Several training program and workshops were conducted in GIFMIS Financial, PBB, and HRMIS. Training Plan was also updated in Qrt 3 of 2013.


COMPONENT 3: PROJECT MANAGEMENT;

•    Technical Teams were constituted
•    Steering Committee and Executive Committee Meetings were held
•    Procurement and Financial Reports are produced regularly
•    GOG consolidated fund resources: Budget releases and expenditure processing by MDAs on P2P are done on GIFMIS
•    M&E Progress Reports are regularly produced
•    Culture Change and Process Management Activities
a. Implementation Support Structures: The continuous logging of user-complaints has been enhanced with the installation of Help Desk software, reports for the period under review have been produced for analysis. 
b. Communication: GIFMIS Communication Strategy was updated in May 2013, GIFMIS
c.Website was launched in Qrt 3 of 2013, produced posters and flyers GIFMIS and distributed, 
d.stakeholder workshops were held, and quarterly GIFMIS newsletter was published.
•    Quality Control Team produced reports covering the period November 2012 to April 201



 

Project Components

 

The project has three main components, namely:
(i).  PFM Information Systems  (ii).  PFM Business Processes and Control Systems  (iii).  Project Management


 Component 1: PFM Information Systems

This component is aimed at establishing an ICT-based PFM Information Systems functionality across government through treasuries and 

MDAs/MMDAs located at National, Regional, and District levels. Key outputs under this component include;

 (1). Development of a harmonized Chart of Accounts (CoA) for budget preparation and execution, accounting & financial reporting and audit.

(2).  Installation and deployment of hardware and software infrastructure, including local ICT tools.

(3). Establishment of network infrastructure,

(4). Interfaces between GIFMIS and other key systems across government including T-24 and SWIFT (at BoG); E-Monitor for Non-Tax revenue, CS-DRMS for Debt and PIMS for public investment (all at MoF); TRIPS and GCMS (at GRA),

(5). Payroll upgrade & integration and HRMIS-core; and (6) Systems Deployment to MDAs and MMDAs.


Component 2: PFM Business Processes and Control Systems

Outputs under this component include:

(a).  Development of Budget Planning Tools aimed at establishing a much more effective macro-economic control of the budget;

(b).  Review of PFM regulations, business processes and policies  to support the needed changes in the business processes as part of the ICT platform;

(c).  Treasury and Cash Management - with the key objective of establishing a Treasury Single Account (TSA)- transparently embodying all government funds including Internally Generated Funds (IGFs) through an IT system;

(d).  Strengthen MDA Internal Management to support government’s policy of broadening the basis of management improvement, with support from the ICT tools developed under the project;

(e).  Provision tools to help improve the quality of financial reports to achieve compliance with IPSAS, initially on a cash basis, and then eventually toward accrual basis statements; 

(f).  Inclusion of Donor and Statutory funds on the GIFMIS.

 


 Component 3: Project Management

Covered under this component are key activities related to coordination of the day-to-day project implementation through establishment of a

Project Secretariat supported by specialist teams including Cultural Change and Process Management (CCPM), Budget, Finance & Accounting,

Treasury &Cash Management, Payroll, HRMIS, IT, Quality Assurance, Monitoring &Evaluation and Legal teams.




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