EKURHULENI METROPOLITAN MUNICIPALITY Presented by Hannes Dednam

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Presentation transcript:

EKURHULENI METROPOLITAN MUNICIPALITY Presented by Hannes Dednam PRESENTS OUR SCOA JOURNEY Presented by Hannes Dednam

Contents Overview - Timeline What happened from September 2013 to 1 July 2015 Critical decisions made Critical success factors / Lessons learnt Communication So where to now…?

What does SCOA means to us? Change Gary Player Nobody likes Change, but change brings development

Overview Sept 2013 EMM was nominated by Minister of Finance to be a pilot municipality Oct 2013 Accepted nomination as a pilot Made a presentation to NT regarding State of Readiness July 2014 Submit an Item to Council regarding The SCOA Regulations dated 22 April 2014 The nomination of EMM to be a pilot Oct 2014 Do site visit to Cape Town after IMFO conference Nominate members to be part of SCOA Task Team SCOA Task Team appointed SCOA technical work begins SCOA Project Manager appointed

Overview Go-Live! Budget module 80% finished Nov 2014 Budget module 80% finished Feb / March 2015 System changes (transactional level) completed by service provider Test data base (platform) was created Testing begins March-June 2015 Regular meetings in Finance Department to involve other officials in Finance – Change Management Start to do data clean up Preparing for Year-end and impact of SCOA on year-end Final testing of financial processes Population of SCOA framework for budget July 1 2015 Go-Live!

What happened from September 2013 to 1 July 2015 Accepted to be a pilot without knowing what is the impact. Made a presentation to NT regarding the State of Readiness. Initial plan was to implement 1 July 2016 (as was expected in the letter from the Minister) During the ICF meetings pilot municipalities was requested to implement 1 July 2015

What happened from September 2013 to 1 July 2015 Submitted an item to Council about The SCOA Regulations dated 22 April 2014 The nomination of EMM to be a pilot Did not established a SCOA Steering Committee EMM established a SCOA Task Team

SCOA Project Task Team Project Sponsor/ Leader Divisional Head: Budget Office MIS Divisional Head: MIS Program & Systems Controller : Financial Data Processing DBA INCOME Manager & Senior Accountant OPEX Manager CAPEX Chief Accountant & Accountant EXPENDITURE & STORES Manager Budget Office Management Accounting FINANCIAL REPORTING Executive Manager Project Manager Project Administrator Representatives from Financial System Service Provider

Terms of Reference for SCOA Project Task Team Develop a detailed project implementation plan Meet on a regular basis and compile progress reports Monitor deadlines as set out in project plan Take strategic decisions relating to SCOA Ensure compliance with NT requirements relating to SCOA project Will have regular meetings with service provider regarding business application changes Review all policies and the delegation of powers to accommodate SCOA compliance Attend meetings and workshops at NT Engage with other pilot municipalities if necessary

What happened from September 2013 to 1 July 2015 Initial plan was to form Work streams to work with departments on the SCOA framework Realized that time is not sufficient to go with extensive workshops and Very little knowledge of SCOA framework SCOA Task Team took a few critical decisions

Critical Decisions Made No big bang approach SCOA can be very disruptive Implement vote change in phase 1 (1 July 2015) Implement refinements in phase 2 (1 July 2016) Decision 1 – Implement in phases Biggest impact on these two sections They have the skills to oversee correct implementation They can act as centres of knowledge and guidance after implementation Decision 2 – Project driven from Budget and Reporting divisions Non-SCOA production (old system), Testing environment and SCOA production environment Can start seeing SCOA behaviour before go-live Testing environment enables on-the-fly changes while production continues Decision 3 – 3 ICT environments

Critical Decisions Made Entities on different financial systems Migration plus SCOA too risky In process to create an entire SCOA vote structure of the entities on the EMM platform Integration for now will be done manually Decision 4 – Exclude entities in phase 1 The municipality must own the project and the whole SCOA process The implementation must be guided by municipality preferences and constraints Vendor involvement must be early and constant Vendor input is critical to successful implementation and to risk management Decision 5 – Municipal ownership with heavy vendor involvement

Critical Success Factors 6 critical success factors identified These were crucial in ensuring timely implementation and avoiding pitfalls

Critical Success Factors COMMITMENT and CLEAR PROJECT PLAN Must identify a core team to take charge of the project Acting DH: Budget & Management Accounting and DH: Financial Systems present and guiding the SCOA working group Quick escalation of issues to the DH or CFO via the DH Quick resolution of problems and decisions made timeously Set yourself target dates Meet regularly – weekly if possible

Critical Success Factors MUNICIPAL OWNERSHIP SCOA project must be run by municipality. This assists with buy-in and understanding It also shortens the training cycle. People in departments can ask their colleagues about things they need clarified Intellectual property is developed and preserved within the municipality (Don’t let your service provider build the SCOA framework)

Critical Success Factors WORKGROUP VS. STEERING COMMITTEE The workgroup must be the operating level of the project The steerco must provide guidance and support The workgroup must have executive representation and delegated authority. This is to speed up implementation and decision making The workgroup must meet frequently compared to the steerco Each workgroup must be accountable for its own schedule and quality of work

Critical Success Factors SERVICE PROVIDER INVOLVEMENT Ideally service provider must be involved full time with the project Service provider must be represented at workgroup and steerco levels Service provider must add value by providing advice and warnings to the SCOA process Service provider must not own or lead the SCOA implementation

Critical Success Factors RISK MANAGEMENT All risk must be identified at workgroup level, no matter how minor Risk analysis and resolution expertise resides at workgroup level where the technical work takes place Workgroup must decide which risks to ignore, defer, solve and escalate. This ensures that risks are dealt with as soon as possible Risks can paralyse a project if not decided and acted upon timeously WHAT IS REGARDED AS THE BIGGEST RISK TO MEET THE TARGET DATE ? Commitment of officials to make the change (must have a core team to drive project) IT Infrastructure Political Buy-in Financial system vendor not assisting (or at huge cost) – EMM EXPERIENCED NO RISK ON THE LATTER

Critical Success Factors FULL-TIME PROJECT ADMINISTRATION There must be a full-time project co-ordinator whose only job is SCOA This makes project administration and co-ordination of activities, deliverables and issues more efficient It also provides a convenient single source of truth for stakeholders

Communication At Ekurhuleni the SCOA project was driven from Finance The departments were initially informed via communication to senior management Later, presentations, videos, internal communications and presentations/workshops were used. Departments had an opportunity to make input and raise concerns where appropriate Material to help with SCOA transition like spreadsheets and conversion tables were created and put on the intranet 00 Comparison.wmv 00 ScoaEnquiry.wmv 00 DepartmentFile.wmv

…and now we’re here… so, where to now…? Is EMM SCOA compliant now? No – Not at all, but we are getting there. EMM is SCOA ready. We will comply by 01 July 2016

So where to now…? Build on phase 1 success Phase 2 started Build on phase 1 success Apply lessons learnt Appoint SCOA Steering Committee Data cleansing Integrate entities Migrate entities to one financial system Maintain legal independence Build electronic interfaces to financial system AGSA requirement Create strong IT infrastructure (ERP) to allow portal access view Improves integrity of SCOA

So where to now…? SCOA Refinement Start and involve departments with the refinement of the SCOA framework - Break down votes Evaluate each segment i.e. - Is funding correctly applied and - Is Project segment correct Ensure that HR system and payroll complies with SCOA requirements Make sure the IDP and SDBIP requirement on SCOA is accommodated Implement SCOA processes Review and Implement all the SCOA processes (approximately 15 business processes) Compile budget for next financial year Integration of sub systems must be reviewed Ensure training to all the relevant staff is conducted

What is EMM’s advice to other Municipalities ?? There is light at the end of the tunnel

Thank You