1. Update and Status of Financial Management Transformation in the Government of Canada
Doug Lloyd,
Financial System Authority
fmi*igf Alberta Chapter
June 19th, 2012
My Name is Doug Lloyd, I am from Treasury Board, and I am here to help!!
The presentation today will be in English but I will gladly answer any of your questions or clarify in french.
I would like to thank fmi Alberta for the opportunity to share this information with you.
Efficient  Integrated  Accountable

2. Agenda Where we are today Financial Management Services
Financial System Authority (FSA) Initiatives
Common FM-BP Initiative (FM-BP)
Common Enterprise Data Initiative (CEDI)
Common Financial Management System Configuration (FM-SC)
The Convergence Path
Target Financial Management Environment for GC 2

3. Who is FSA? FSA is not technology focused
OFFICE OF THE COMPTROLLER GENERAL
(Treasury Board Secretariat of Canada)
Comptroller General’s
Office
Internal Audit Sector
Financial Management
Sector
Acquired Services and
Assets Sector
FMS – Assistant Comptroller General’s Office
Financial Management Policy Directorate
Financial System Authority (FSA)
Government Accounting Policy and Reporting
Capacity Building and Community Development
Financial Management Strategies, Costing and Charging
FSA is not technology focused
FSA focus is on functional business requirements 3 3

4. FSA Vision and Services
Initiative led by FSA/OCG
Mandate from Policy and Directive on Stewardship of FMS
FSA’s Goal to standardize business processes/systems/standardization
My role is process – 2nd box
System = process AND technology 4 4 4

5. Standardization through Collaboration
FSA Linkages in GC
Departmental Operations
Departments
(DM/CFO,
Management)
Service Providers
Cluster Groups
GC-wide Direction
Mazankowski Tellier Report
Reports to the Prime Minister on the Public Service
Services Sector Finance Council Recommendations
Blue Ribbon Panel
Annual Budgets
Requirements,
Expertise
Common Processes
Policies, Directives, Standards, Guidelines, Tools
Policy Centres & Central Agencies
Strategic Direction
FSA Initiatives for GC
FM-BP
CEDI
FM-SC
Validation
Fulfillment
Enablement
Lots going on in GC today. We are keeping an eye on others
Let me know if you think anything is missing
There is also a lot going on in the Government today. We recognize we need to keep an eye on some initiatives, and actively engage others so our deliverables are consistent.
So here is a map of who we know we need to watch and/or actively engage.
If you think anything is missing, please let me know.
Standardization through Collaboration
Horizontal Initiatives
CEDI
STSI
Grants & Contributions 5 5

6. “Tradition of Excellence”
Where We Are Today
GC Financial Management Service Delivery Transformation
GC Priorities
Administrative
Services Review
GC FM
Community
GC Financial Mgmt.
Fiscal
Challenges
“Tradition of Excellence”
Public Service
Renewal
Financial System Authority (FSA)
Left Key points – Talk to the fact that we come from a long tradition of financial management excellence, but that as always, we are challenged by new and balancing priorities, by the same fiscal challenges that other public sectors both nationally and internationally are facing, and by the aging infrastructures and need to change technologies that we all face as well.
Middle Key Points – we are not the only jurisdiction facing renewal initiatives of our administrative services and our public service. There are initiatives taking place all over the world at all levels looking at how to integrate and standardize their “back offices” and their public services. One of these principle challenges is to “do better with our resources”.
Right key Points – we do this work through extensive consultations with the financial management community in government. Over 400 FTEs across the community at various levels work with us daily to effect changes, look at how we conduct financial business, and ensure that the lenses of renewal are balanced against our fundamentals. The FSA is leading an exercise to look at our common business processes, our common financial information and structures, and converge our technologies.
More about that on the next page
Integration
Challenges 6 6

7. Objectives of the Policy and Directive on the Stewardship of Financial Management Systems (FMS)
“Common business processes and common data ensuring financial information is consistent and reliable”
“Provide functional guidance for FMS. (Common Configuration - but not the technology or software to be used)”
“Interoperable financial systems. (Interoperable: able to work efficiently and exchange information with other systems)”
“Clarify the roles and responsibilities for Deputy Ministers, Chief Financial Officers and other key stakeholders”
Link to Policy =
Link to Directive = 7 7

8. Financial Management in the Government of Canada
Scope of FM-BP is financial management
Can be summarized by Plan/Actual/Report
Outer circle out of scope because already standardized
Focus is the centre of the circle…the department
Financial Management is a large domain. Where are we focusing our attention?
This is a view of what Financial Management is in the Government. Yes, some of the items can be moved to slightly different places or repeated but the core message of this diagram still holds:
There are THREE parts to Financial management – dealing with what is now, reporting on what happened in the past and planning for what is going to happen in the future.
The outer part of the ring is “feeding the beast” – all the reporting we are required to do. This is NOT in the scope of the initiative, mostly because the processes are already well understood.
So the Common FM-BP initiative focuses on the inside of the ring – the departmental processes. 8 8

9. GC Priorities & Initiatives
Where we are today
GC Priorities & Initiatives
Priorities
Accountability
Transparency
Value-for-money
Initiatives
Public Service Renewal
FM Policy Renewal & MAF Alignment
Administrative Services Review (ASR) 9 9

10. Financial Management in the Government of Canada
Tradition of excellence
Continuous improvement
High standards and ensuring public funds are used diligently
Greater focus on stewardship
DM approval and sign-off of departmental financial statements
Policy on Internal Controls and formalization of CFO role
Increased expectations of accounting and control functions
Our business is evolving; increased demands to:
Strengthen the financial management function
Reinforce the principles of prudence and probity
Improve the quality and timeliness of integrated financial information
Provide accessible information to demonstrate strong financial management of public resources
Tradition of excellence
360 billion in revenues, 250 million payments
Unqualified audit opinion for 11 years
Not fixing a problem – continuous improvement
About helping departments react to new requirements
PIC
Deficit Reduction Action Program / SOR/ ASR 10 10

11. Financial Management Services
Financial Service Profiles
Service Levels
Costing, Pricing and Value
Policy
Directive
What is below the waterline? The fundamentals of good financial management in any enterprise. We have spent the past 24 months in the FSA working to define the basic structures of our financial information in government. In the early parts of the 2000s it was called “Master Data Management” but in reality, it is the underlying information we work with in Finance – items such as a common departmental chart of accounts, common line objects, common vendor information, etc. This is the “CONTENT”.
We have broken out financial business processes into 20 distinct areas, and together with the community documented them to bring us all into convergence in process. This is the “HUMAN ELEMENT”.
Finally we have worked to define a common set of configurations for the Financial management systems we use every day. This is the “SYSTEMS CONTEXT”.
All this is grounded in policy. We have implemented the policy and directive on the stewardship of financial management systems which specifically address the content, human element and systems context in financial management across government.
As we move from “below the waterline” or “financial infrastructure” into the more visible realm of financial management as service in the enterprise, we start to look at what services we offer, how we offer them, what are the costs and service levels needed in the enterprise, etc.
Finally, we “wrap” up this policy work, the financial management infrastructure, to allow us to contemplate new ways of operating in a converged, consistent way
Common Financial Management System Configuration Initiative (FM-SC)
Common Enterprise Data Initiative (CEDI)
Common Financial Management Business Process Initiative (FM-BP) 11

12. The Convergence Path PRESENT SITUATION (2012-2013)
Financial Management TRANSFORMATION ‘LENS’
POST-TRANSFORMATION AND CONVERGENCE: (after 2014) HC IC
TBS
SAP
CEDI
(Common Data) TC
Oracle
SDA
Service point
FM-BSP
service point C
FM-BP
(Common Processes)
FM-BSP service point A
Future RG
CDFS
FM-SC
(Common Configuration)
FM-BSP service point D
SDA
Service Point
Project
FM-BSP service point B
CHRT
G/X
Future
The vision of convergence takes place in a number of streams – existing clusters of departments (AAFC, PWGSC/SSC, etc.) ,new clusters of departments (HRSDC, etc), and through specialised initiatives such as the SDA and the FMBSP service point work.
Ideally the convergence of departments into a common set of business processes, common financial information, and common configurations, and the definition of common services will allow the government to converge at a pace to be determined (from natural convergence to accelerated convergence) onto a single-configuration landscape.
While departments and clusters will reach the “launching points” at various times, the launching point structures will all be the same, and the end result – common financial management processes and services, will all be reached as well.
FISI started the work by working with small departments and agencies to create a common and consistent service point for them to use. It will inform many of the processes that a department will have to go through to adopt our common financial structures, our common business processes, and our common configuration
In parallel, but later, some pathfinder departments will adopt the same processes, common financial information and configuration, and building on the service definitions, will create a service point for larger and more complex organisations. Eventually multiple departments will launch into this service point
At the same time, elsewhere in government existing departments will slowly adopt new configurations, processes and structures and move towards service clusters
FM-BSP Service Point Project
FreeBalance
5 Departmental Financial Management Systems
30 – 40 configurations
Over 100 departmental charts of accounts
Differing services and standards
1 DFMS used at a variety of service points
1 standard configuration
1 departmental chart of accounts
Common services and standards 12 12

13. Common FM-BP Initiative
Goal:
To develop an integrated framework of ‘should be’ common processes that standardize and modernize the delivery of financial management.
Deliverables:
20 TBS Guidelines for GC departments
The FM-BP initiative is all about the human interface between the processes in finance. We have looked at financial management in government, and determined there are 20 distinct business processes, which fall into 6 distinct areas and a few cross-cutting ones. Specifically:
Planning Budgeting and Forecasting
Revenue and Accounts Receivable
Expenditures and Accounts Payable
Materiel and Finance interactions
Hr and Finance interactions
Transfer payments
On a more foundational basis there are business processes in Master Data, in Integration of information and in results and performance reporting.
These areas resulted in 20 specific guidelines of which about 15 are complete, and 5 are well underway, and scheduled to be finished in the upcoming fiscal year.
Governance – the working groups, the 6 directing committees, and the comptroller general who may decide and take advice wherever he sees fit. 13

14. The Common FM-BP Initiative
Goal:
To develop an integrated framework of ‘should be’ common processes that standardize and modernize the delivery of financial management
Approach:
OCG sponsored in collaboration with departments and agencies, financial systems clusters, policy authorities and service providers
Deliverables:
Guidelines which will provide:
Standardized process definitions
System- independent, modular, interoperable
Common to all departments and agencies
Describes roles and responsibilities in detail
“RACI” data analysis includes identification of:
Responsible, Accountable, Consulted, and Informed resources; and
Authoritative data sources
Process Flows
Flow diagrams
Goal: standardized/common business processes for FM
Level 2 / Level 3 (will talk about later (slide 13) Level 1 on slide 22
Defined by community
Deliverables are:
Process
Descriptions
RACIs
… will walk through examples later 14

15. Build a Collaborative Community
Over 60 departments and agencies and about 250 people are involved 15 15

16. GCs Common FM-BP models
Planning Budgeting & Forecasting
Manage Planning & Budgeting
Manage Forecasting & Budget Review
Revenue & Accounts Receivable
Manage Revenue, Receivables & Receipts
Manage Interdepartmental Settlements
Manage Collection of Overdue Receivables
Expenditure & Accounts Payable
Manage Procure to Payment
Manage Travel
Manage Other Payments
Manage Distribution and Maintenance of Acquisition Cards
HR/Finance Interactions
Pay Administration
Materiel/Finance Interactions
Manage Other Capital Assets
Manage Real Property
Manage Inventory
Transfer Payments
Manage Grants & Contributions
Data
Manage Vendor Master Data File
Manage Delegation of Financial and Spending Authorities
Manage Departmental Chart of Accounts
Manage Customer Master Data File
Integration
Manage Post-payment Verification
Manage Financial Close
All models are planned to be finished by December 2012.
15 BPs are approved by the DCs – marked in bold italic
11 BPs have gone through CFO/DCFO consultation (Pay, P2P, MOCA, MPB, FBR, Travel, MGC, MR3, MPO, VMD and IS).
Two BPs have been published (Pay and P2P)
Next CFO/DCFO consultation is May – PPV and PAY
After CFO/DCFO consultation we go through a very long process of getting the guideline approved.
Models in bold italic are available now. 16 16

17. Sample Level 2 Process Flow
This is a sample process flow
Don’t read too much into it
This is an executive summary aimed at Director level and higher
Rule for scope of level 2: What will fit on 1 page. 17 17

18. Sample Level 3 Process Flow
Comprehensive Process Flow
Integrated view across all FM-BP processes
Linkages to process description and RACI
Consideration of controls
Into specifics:
This is one of 9 sub-processes for P2P
Each sub-process has a start and an end (connector to Perform s.33 payment authority)
You will see linkages to other processes outside of P2P (e.g, to 7.1 Manage Vendor Master Data File
You will also see consideration of controls (see sub-process ) 18 18

19. Sample Level 3 Sub-Process Description
“(…)The vendor sends an invoice, which could be received by the program area or in the accounts payable or finance department, depending on the arrangements established in the contract.
Account verification provides the necessary evidence required to demonstrate that the work has been performed, the goods supplied or the services rendered, relevant contract or agreement terms and conditions have been met, the transaction is accurate, and all authorities have been complied with[1]. Primary responsibility for verifying individual accounts rests with managers (financial management) who have the authority to confirm and certify entitlement pursuant to S.34 of the FAA[2]. These steps rely upon the good/services receipt process described in section 3.3.1, the approved contract (output from section 3.2.1) and the vendor invoice. All payments and settlements must be certified pursuant to S.34 of the FAA. Credit memos are reviewed following the same process to invoices received.
To ensure separation of duties, the transaction authority and the certification authority (i.e. pursuant to S.34 FAA) should be assigned to separate individuals[3]. If the process or other circumstances do not allow such separation of duties, alternate control measures should be implemented.[4] (…)
[1] Directive on Account Verification, Section 3.3
[2] Directive on Account Verification, Section 6.2
[3] Directive on Delegation of Financial Authorities for Disbursements, Section 6.3
[4] Ibid.
Comprehensive Process Description
Integrated view across all FM-BP processes
Reference to applicable policy or regulation
Identification of Roles and Responsibilities
Consideration of controls
Linkages to Process Flow and RACI
Model includes
a description of the process
References to policy and regulations (Directive on account verification)
References to roles (Manager verifies the invoice)
Tells not only what to do, but explains WHY. This helps remove the urban legends 19 19

20. Common Enterprise Data Initiative (CEDI)
Goal:
To establish a common financial language, provide governance and standards for financial information and data, and facilitate the delivery of policy instruments and repositories necessary to enable
interoperability among stakeholders.
Deliverables:
6 TBS Standards
and several TBS Guidelines
In the CEDI initiative we look at the underlying “content” or structures of financial management in government. What can be made common, how, and when.
For instance, we talk about a common departmental chart of accounts. There is already a government-wide one – built and communicated to the government by the comptroller general and the receiver general. It needs to connect with what departments are doing in the management of their finances. There is a balance to be struck between letting departments manage, and providing good stewardship of information at an enterprise level. CEDI looks for, and makes that balance.
For example there is no reason why we cannot have a common , consistent vendor number and vendor information across government. Or a common way of coding travel and hospitality.
The lenses we use here are consultation with the community, ensuring practicality at the operational level, ensuring good information and stewardship at the enterprise level, and staging the work in an intelligent way. It would be impracticable to define all line objects in finance. It is much more reasonable to start with a convergence strategy, and then move towards more detailed common structures where it makes sense. 20 20

21. CEDI - Introduction and Context
What is Common Enterprise Data?
Common Enterprise Data represents key data entities/elements supporting an organization’s business
e.g. for Financial Management business a key data entity = Vendor code
Common Enterprise Data characteristics are:
Permanent or lasting nature
Relatively static, not subject to frequent change
Accessed / used by multiple business functions, business processes and system applications

22. CEDI - Introduction and Context
Why Common Enterprise Data?
Data intended as “common to the Enterprise” is not consistently managed e.g.:
is often “translated” (if the position number is 1900/01/01 this person had an acting position)
has imbedded meaning (if the first character of the employee code is a “1” they live in Ontario) breaking the “information chain”, resulting in misinterpretation, wasted effort and errors.
Common Enterprise Data
Enables a successful “Information Chain”
Is foundation needed to institute improved management of financial data
If managed as an Enterprise asset, it can be reused as intended
Establishes consistency of data needed for interoperability and horizontal analysis
Data
Information
Knowledge
Information Chain

23. CEDI – Approach
Meet CEDI’s objectives through a series of projects that evolve into a Financial Data Management Program
Policy and
Directives
And
standards
Data Standards Framework
Enterprise
Reporting and
Resource Management
Requirements
Proactive Disclosure
Horizontal Initiatives
Enterprise Perform.
Departmental Perform.
Operational Reporting
Public Enquiries
Parliamentary Reports
Planning/Budgeting
Contracting/Procurement
Resource Utilization
HR Financial
Performance/Outcomes
Corporate services
GC Enterprise Data Architecture
Sample Projects
Definitions
& Standards
Data Integration
Chart of
Accounts
Controls & Data
Management
Vendor & Customer
Record
Materiel
Record
Governance
Common Table
Values
Financial Management
Data Components
Other Master Data
Business Processes
Resource Management System (ERP)

24. CEDI – Communication Principles
Avoid information “overload”
Provide clear and consistent messages
Repeat messages through various channels
Create demand for information about CEDI encouraging stakeholder groups to seek information rather than OCG pushing it at them. GCpedia
Tailor communications to audiences. Use communications style and vocabulary appropriate to a particular audience
Manage expectations
Solicit, listen to, and respond to feedback from stakeholder groups
Begin simple and expand in complexity as necessary

25. CEDI - Prioritize Stakeholder Groups
“Data Providers”
Data Supply
“Information Consumers”
Information Demand
“Key Enablers”
Policy Makers
GC Internal Services
Advisors to senior decision makers
Strategic Advisors and Associated Tactical Advisors: Headquarters (HQ), Working Groups, Regional Councils / Working Groups
Departments and Agencies Financial Operations
Program delivery in departments
PWGSC
External
Service Providers
Enterprise: Reporting / Obligations
Enterprise Analysis
Finance Senior decision makers
I.T. Senior decision makers
HR Senior decision makers
MM Senior decision makers
Handout #2 Stakeholder Group descriptions is a Word table that is handed out to workshop attendees.

26. CEDI Approach & Maturity
CEDI establishes a framework for proactively managing financial data and information as a strategic asset and enterprise enabler.
Over time, CEDI supports the progression of the GC towards a more mature capability for management of financial information.
Data Management Maturity Model
Source: Enterprise Data Management Council
Resource Utilization
Level 1
Level 2
Level 3
Level 4
Level 5
Value
VALUE GAP
Initial
Reactive
Defined
Managed
Optimized
Capability Maturity 26

27. Financial Management System Configuration (FM-SC)
The purpose of the Financial Management System Configuration Initiative (FM-SC) is to identify a set of departmental financial management system (DFMS) configuration requirements for the Government of Canada (GC) within the context of its current legislative and policy framework. The FM-SC is intended to apply to all departments and agencies as defined in section 2 of the Financial Administration Act (FAA). The end result of this initiative will be the Financial Management System Configuration Guideline.
Per the Directive on the Stewardship of FMS:
Role of the Chief Financial Officer
Implementing FMS cluster group system configurations and OCG-endorsed system functionality as they are established or made available from time to time.
Role of the Chair of the FMS cluster group management board
The chair of the cluster group management board is responsible for evolving the cluster configuration in alignment with the criteria established by the OCG for cluster configurations.
There has been some confusion concerning the scope of FM-SC if it falls under the Big S definition of Systems or the small s being product technology. We have defined the scope to be DFMS which can include manual processes and spreadsheets…as FM-BP the foundation will be based on policy requirements and being system generic we will not be specifying if the requirements should be met in an ERP, spreadsheet, or manual process. 27

28. Common Financial Management System Configuration (FM-SC)
Once you have defined the content, the processes and how people use it, we turn to the hardware and software. FSA is working to define a common functional and technical configuration for our financial technology. We want to make clear and concise direction to departments which will also bring the government into convergence where eventually all departments will use the same functional configuration, and when the ERP policy is promulgated, the same technical configuration.
We will produce a set of guidelines which define the functions of the financial system, and eventually, the technical configuration systems must use.
By defining this, we can ensure that the processes and common financial information structures can be placed in the systems, and everyone will use the same configurations.

29. Layout of Each Component
INTRODUCTION
PURPOSE
SCOPE
PRINCIPLES
APPROACH
COMPONENT DETAIL
PROCESS REQUIREMENTS
DATA REQUIREMENTS
REPORTING REQUIREMENTS
INTERFACE REQUIREMENTS
INTEGRATION REQUIREMENTS 29

30. The Way Forward
Today:
We are converging, standardizing and making things more common for everyone to use and re-use in the Government of Canada and other jurisdictions
Tomorrow:
We envision managing the GC as a single enterprise with a variety of financial management services using various delivery options. The actual delivery model(s) have not been determined.
FSA is:
Leveraging technology to collaborate and engage stakeholders
Developing an FMS solution for Small Departments and Agencies
Working on a catalogue of FM services
Exploring how Cloud Computing could enable delivery of FM
Dialoguing with US & International counterparts to share best practices

31. Financial Management Service Framework Policy Directive
Financial Service Profiles
Service Levels &
Service Guarantees
Costing, Pricing and Value
Policy
Directive
Common Financial Management System Configuration Initiative (FM-SC)
Common Enterprise Data Initiative (CEDI)
Common Financial Management Business Process Initiative (FM-BP)
DATA
PROCESSES
CONFIGURATION 31

32. FM Transformation Timeline
Infinity and beyond
April
April 1, 2011
April
April
PSFMS
Implementation
Ongoing
FM-BP
Issue 1 Guideline
Issue 10 Guidelines
CEDI
Issue 4 Standards
Other Standards and Guidelines
FM-SC
Subsequent Phases
Cluster Plan Review
MAF
Ongoing
Phase 1
This timeline displays the key deliverables and key activities related to the Financial Management Transformation.

33. Financial Management Service Profiling
for GC
Service Profile
Process Information Configuration 33 33

34. FM Transformation Vision
Core configuration for small organizations, large complex organizations and configuration that includes Grants & Contributions
Templates that are transferrable across the GC to be used by other groups of “DFMS clusters”
Complies with CIOBs standards on ERPs (i.e. SAP); common financial management business processes, information and data.
Standard on ERP systems
Deficit Reduction Action Plan
Administrative Services Review (ASR)
FM TRANSFORMATION
STAKEHOLDERS
FUTURE
Chief Information Officer Branch
Office of the Comptroller General
Public Works Government Services Canada
FISI
Large Complex
&
(incl.
Grants & Contributions)
Small
Organizations
Large Complex Organizations
To Be Determined
OTHER
PWGSC 34

35. FSA Strategic Roadmap to
“Finance in the Cloud”
Domain
Finance / Materiel
Inter-operability
Current Projects
BUSINESS
Processes
Goals & Objectives
Outcomes
OCG
OCG
FM-BP
INFORMATION
Flows
Data Dictionary
OCG
OCG
CEDI
APPLICATION
Business Functionality
Workflow
IT Foundation (S/W)
OCG
CIOB
OCG
CIOB
FM-SC
TECHNOLOGY IT
CIOB
CIOB 35

36. Roadmap to “Finance in the Cloud”
Technology
(Gen’l)
Cluster
Vendor
Dept’s
Central Agencies
Parliament
Other Countries
Provinces
Private Sector
Fin Prof’l
Bodies
Needs
Deficiencies
Success factors
What works well
Performance targets
Best Practices
Success Stories
What doesn’t work well
Options
Roadmaps
FSA
Analysis
Rec’n on improvements
Roadmap Maintenance
Rec’s to enhance
Business case(s)
Design
Arch. solution
Updated roadmap
Build
Enhanced
Model
Existing Model
Version 1
Target
Model
Proposed
Updated Model Version 2 36

37. Why a Service Catalogue?
Purpose of a service catalogue:
The document that specifies the services, the costs and associated service levels provided in an organization
Customers
Provides the one source of information for services
Clear service acquisition process
Outlines service standards and sets expectations
Consistent levels of service and cost information
Organization
Transparent service offering
De facto SLA
Allows processes to be developed linking to the services levels
Costs can be established in support of those services
Creates organizational stability
Communication Tool 37

38. Typical Structure ‘Must include’ sections of a service catalogue:
Service overview
Service name, description, features and functions, and availability
Description
Full outline of service, resources for additional support, and links to FAQs and self help information
Acquisition process
Standard contacts for support staff, information on submitting service requests
Includes how to use the service, key contacts, web logins
Service Levels
Service guarantees, recourse for service failure
Pricing
Cost of services, support charges, and other rate information
Options related to the service 38

39. Service Profile Categories for FM Services39

40. Example of FM Services in the area of “Financial Operations”
Financial Operations includes the day-to-day activities required to support the activities of the Department, including:
Transaction Processing – includes accounts payable, accounts receivable (where appropriate), expenses reimbursement, payroll processing, journal voucher/budget transfer processing, expenditure/purchasing card program management, interdepartmental settlements (where appropriate), and grants & contributions disbursement (where appropriate).
Financial Reporting – includes preparation of mandatory financial statements and financial reports for central agencies.
Asset Management – entails financial stewardship over the Department’s assets including monitoring of asset life and asset value.
Finance Service Category
Corporate Finance
Financial Operations
Transaction Processing
Financial Reporting
Asset Management
Financial Management Services
Planning & Budgeting
Financial Systems
Related Services Category
DRAFT 40 40

41. Other Jurisdictions USA: new approach for managing FM
Unable to obtain a clean opinion
Very interested in our progress
Looking to innovate and standardise
Exploring Cloud Computing for FM services
Canadian Provinces:
Alberta, BC and Ontario have shared services delivery in place
Other G7:
Canada co-hosts International Colloquium with US
Canada is considered a leader in FM (12 clean opinions)

42. Discussion and Questions42 42

43. Contact information: Doug Lloyd – Executive Director, FSA Marcel Boulianne – Communications Director, FSA FSA Website (for public): GCpedia website (for GC only): 43 43

44. 44 44 44