Archive for September, 2011

A Roadmap to Budget 2.0

Tuesday, September 13th, 2011

Doug Hadden, VP Products

I’ve been working on a paper for the Association of Budgeting and Financial Management (ABFM) conference in October. I’ll be on a panel discussion on October 15th on Online Expenditure & Performance Reporting. There is growing evidence that government budget management is maturing.

Budget preparation is transitioning from an internal expert/technocrat to a community model through the use of social media.  Government organizations have leveraged outside experts, civil society and businesses for input for many years. But, new technology tools and citizen demand is creating the demand for more open and transparent participatory budgeting. Hence: Budget 2.0.

Towards a Budget 2.0 Roadmap

The difficulty in mapping out this modernization because there are so many overlapping avenues. And, modernization is inconsistent among governments where some governments are showing significant reform on some budget avenues but not others. The modernization to Government performance management, open data, accrual accounting and participatory budgeting appear to be consistent – part of a virtuous circle. For example, accrual accounting enables government performance management. Open data enables participatory budgeting that can improve government performance. Performance information improves open data.

My preliminary work is shown as a mind map below. (The paper and accompanying presentation will be easier to consume. I’ll provide links when completed.)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Avenues of Budget Modernization

Some of these budget modernization avenues include:

  • Budget Preparation including the process for creating and approving budgets
  • Oversight including internal government and external stakeholders
  • Citizen Engagement includes methods of communicating to external stakeholders
  • Transparency Mechanisms leveraged by governments
  • Budget Comprehensiveness including all government tiers, parastatal organizations and coverage of all revenue and expenditures
  • Accounting Methods from cash through accrual accounting
  • International Standards Support for public sector and transparency standards
  • Policy Formulation including the process of building policy and aligning policy to budgets
  • Budget execution including how execution is controlled to meet budget objectives
  • Government Communications Medium from published documents through to open data
  • Timeliness on information provided to parliaments and citizens

There are significant barriers to modernization including:

  • Governments that operate on a federal model can be legally prevented from providing comprehensive budgets across all tiers of government
  • Budget confidentiality embedded in law prevent open interaction and participatory budgeting
  • Transparency generates political concerns as does forms of performance management and accrual accounting that show the “true value” of the government
  • Data quality concerns can prevent the timeliness of information publication restricting the ability to support citizen participation
  • Culture of experts in government restricts engagement with external stakeholders

From Budget 1.0 to Budget 2.0

My assessment is that the modernization avenues can be categorized as:

  • Budget 1.0: Traditional mechanisms of budget management that are primarily internally focused where control and compliance are major concerns
  • Transitional: Increase of externally focused budget management where holistic budget management, transparency and government performance are major concerns
  • Budget 2.0: Social mechanisms that attempt to leverage the network effect to improve government performance and service delivery

 

FreeBalance Promotes Government Resource Planning (GRP) at GovTech 2011 in Durban, South Africa

Monday, September 12th, 2011

Sixth Annual GovTech conference to explore “Connected Government: Working Together to do More”

Ottawa, Canada (12 September 2011) – FreeBalance, a For Profit Social Enterprise (FOPSE) software company that helps governments around the world to leverage robust Government Resource Planning (GRP) technology to accelerate country growth, is pleased to announce attendance at GovTech 2011. This event will be held at the International Convention Centre Durban in the Kingdom of the Zulu, Durban, South Africa, 11 to 14 September 2011. FreeBalance is a member of the Canadian Council on Africa and supports Public Financial Management (PFM) reforms with GRP implementations in LiberiaUganda, Sierra Leone, Southern Sudan, and with MCA Namibia.

GovTech 2011 brings together information technology professionals, practitioners, and leaders from the public and private sectors to explore technology as the enabler for public service innovation and productivity growth. This event is expected to bring together 1,400 representatives from the National, Provincial and Local Governments and over 900 delegates from the private sector. Session topics at GovTech 2011 include: Information Security, A Smart City Model, Software for Connected Government, Information Management & Collaboration, and Next Generation Infrastructure. The keynote address will be delivered by the Honourable Minister Richard Baloyi, Public Service and Administration, South Africa. 

“FreeBalance looks forward to attending this year’s GovTech Conference in South Africa,” said Manuel Pietra, President & CEO at FreeBalance. “Governments worldwide are modernizing and reforming public financial management solutions to deliver operational efficiencies. FreeBalance is successfully working with Governments in Liberia, Namibia, Sierra Leone, Southern Sudan, and Uganda to modernize and reform connected and integrated GRP software. FreeBalance works with these governments to improve transparency, governance, and accountability, which leads to increased economic activity and improved services to citizens.”

FreeBalance Accountability Suite Version 7 offers a pure web-based platform that has been optimized for rapid government deployment and operational effectiveness. It is ideal for all levels of Government as the FreeBalance Accountability Suite was designed specifically for public financial management. The FreeBalance Accountability Suite covers the entire budget cycle, including budget preparation, budget execution, and civil service management and includes financial and human resources transparency that improves governance and trust. Recent innovations from FreeBalance include Transparency and Procurement portals to improve government accountability.

FreeBalance customers span the globe and the user community includes public financial management professionals in 19 countries. FreeBalance operates in 15 customer time zones. FreeBalance software manages a global civil service workforce of 1,500,000, and also manages a quarter trillion ($US) annual budgets worldwide. FreeBalance is active in 19 countries, including Antigua & Barbuda, Afghanistan, Canada, Iraq, Kosovo, Kyrgyz Republic, Liberia, Mongolia, Namibia, Pakistan, Sierra Leone, Southern Sudan, Timor-Leste, and Uganda among others. 

About FreeBalance
FreeBalance helps governments around the world leverage robust Government Resource Planning (GRP) technology to accelerate country growth. FreeBalance software solutions for public financial and human resource management support reform and modernization to improve governance, transparency and accountability. Good governance is required to improve development results. For more information, visit www.freebalance.com.

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9. Conclusions on Development Impact

Wednesday, September 7th, 2011

Carlos Lipari, FreeBalance Washington

This is a blog series discussing factors that impact development in developing countries. As a For Profit Social Enterprise (FOPSE), improving country growth through good governance is the core company mandate at FreeBalance. As such, FreeBalance participates in governance, development, foreign aid, ICT for development and transparency discussions globally.

If it is true that economic growth by itself does not ensure development, hardly any development can be sustained without economic growth. Therefore, in order to catch up with developed nations, developing and emergent countries need to achieve and sustain higher than average economic growth rates. In order for this to happen, there are some pre-conditions that need to be verified.

One typical way of understanding whether a developing country is in the right path to succeed on its efforts to develop itself is to compare its fundamentals with the ones of countries with a similar level of development and to those of countries towards which we wish to converge.

With the World growing approximately 4% per year, any economic growth rate below that level can easily be considered insufficient to allow developing countries to catch up with the most developed ones.

Savings and Investment levels

The desirable levels of savings and investment change throughout time. Most of this change is related to the fact that the capital intensity tends to increase in line with the relative development level of a nation. By this we mean that the more developed a country is (compared to the rest of the World), the greater the volume of savings and investment (measured in proportion of the GDP) it is required to produce to avoid having its rates of economic growth diminish. Also, any country who wishes to sustain fast growth rates for a long period of time should target gross investment and saving rates higher than 20% of its GDP. In fact, many developing and emerging nations are actually investing more than 30% of their GDP, which helps to explain why their average rate of economic growth is much higher than the one registered in developed nations.

Impact of Emigration

Emigration should be analyzed according to its opportunity cost. Emigration will tend to have a greater positive net impact when developing nations from which people are emigrating have a considerable amount of unemployed/underemployed labor. Also, it becomes more beneficial when externalities such networking through the Diasporas are leveraged, providing new ideas, technologies, skills and investments to developing nations.

The impact of remittances is another important variable. The weight in percentage of the GDP of remittances varies considerably among developing nations. In fact, in certain countries, such as Philippines, remittances represent more than 10% of the GDP (The Economist, Feb 9 2010) more than the overall combined expenditure that this nation has on health care and education.

Two important downsides of emigration should always be mentioned. One is the fact that emigration reduces the stock of labor by reducing the active population as well as birth rates. Such decrease can limit not only the long run economic growth rate but also its ability to sustain its elderly population. One second important downside has to do with the “brain drain” effect than usually comes with emigration. Brain drain can threaten the development process of poor nations by leaving them without valuable skilled labor. Some evidence, though, has been found that an “optimal level” of brain drain actually exists (Lowell, B. Lindsay).

Trade policy: substantial impact in the development process of a country.

There is evidence that, in line with what Classic theory suggests, open markets can lead to greater prosperity by making it easier for countries to specialize themselves and capital to be allocated more efficiently. Despite this, a certain level of protectionism can help countries to foster their development and strengthen their bargaining power.

Foreign Aid: different impact across developing nations.

Opinions regarding the net impact of foreign aid (often referred to as development assistance) diverge substantially. Some believe that it does not have a positive impact on development, while others argue that it actually has some positive impact.

It is important to understand, though, that development assistance is attributed on a highly arbitrary basis. This type of assistance has different types of hidden political agendas and the amount of assistance is everything but homogeneous. Countries such as Liberia, receive large amounts of development assistance, to the point that this type of cash-flow surpasses the entire volume of fiscal revenues. Others, though, such as the Democratic Republic of Congo, get almost nothing.

The size of development assistance, the way it is implemented and the hidden agendas that come with it are crucial aspects that will determine the bottom line effect that assistance will have in the real economy.

Development Impact of Good Governance

Institutions such as the IMF and the World Bank have become more interested in finding ways to access the quality of the governance within countries and on how to improve it. FreeBalance Processes like the Public Expenditure and Financial Accountability (PEFA) framework is helping to focus governments on improving governance factors.

The reason why Governance has become so important now-a-days has a lot to do with the change in the perception of costs and benefits related to corruption. For a long period of time, economic literature argued that corruption relaxed government-imposed rigidities, could increase commerce and allocate investment in a more efficient way. The dominant view, though, today is that corruption benefits mostly “rent seekers”, “is subject to increasing returns that perpetuate it” and creates an environment “that, in time, can lead to the collapse of political regimes” (Vito Tanzi & Hamid Reza, IMF Edition 2000-2182).

In addition to this, corruption can be perceived as an extra tax on the economy that further distorts its activity and introduces uncertainty (Shang-Jin Wei, Nov. 1997). Like almost any tax, this limits economic activity to a suboptimal level and tends to slow down economic growth.

Empirical evidence has been found that corruption not only depresses the long run economic growth of a nation but also contributes to higher poverty rates and greater income distribution inequity.

Final remarks

Over the past twenty years, Emerging and Developing countries have managed to boost their growth and increase their weight in the overall world economy. In 1991, their share in the World GDP (PPP) was as small as 31%. This year, 2011, they are expected to produce 49% of the World GDP (about half of the World income) and by 2013, the IMF expects Emerging and Developing economies to surpass the total amount of real income of the Advanced Economies.

Emerging and Developing countries have been improving their public financial management, increasing public and private savings and shifting current account deficits towards the most developed nations. This has allowed them to improve in a consistent way their levels of development and improve their future economic outlook.

Despite all recent growth, there is still a long way to go. Advanced economies still have a GDP per capita (PPP) six times the size of the rest of the World. Even so, twenty years from now, we will probably look back in time and describe these years as an historical growth period, in contemporary history, for most of the developing World.

FreeBalance to Share Governance Good Practices at Forum Africa 2011

Tuesday, September 6th, 2011

Sustainable development and private investment in Africa to be central themes of Forum Africa 2011

Ottawa, Canada (6 September 2011) – FreeBalance, a For Profit Social Enterprise (FOPSE) software company that helps governments around the world to leverage robust Government Resource Planning (GRP) technology to accelerate country growth, is pleased to announce attendance at Forum Africa 2011. This event will be held in Montreal, Canada at the Queen Elizabeth hotel, 5 to 8 September 2011. The list of countries that will be represented includes: Benin, Cameroon, the Democratic Republic of the Congo, the Republic of the Congo (Brazzaville), Gabon, Kenya, Mali, Niger, Nigeria, Senegal, and South Africa. FreeBalance is a member of the Canadian Council on Africa and supports Public Financial Management (PFM) reforms with GRP implementations in LiberiaUganda, Sierra Leone, Southern Sudan, and with MCA Namibia

The mission of Forum Africa 2011 is to provide innovative tools and approaches for stimulating private investment in Africa. The international business gathering is expected to bring together over 500 participants, African, international and Canadian business, government, Non-Governmental Organizations (NGO) and International Financial Institution (IFI) leaders. Seminar topics at Forum Africa 2011 include: Infrastructure Development (Energy, Transportation, Telecommunications and ICT); Financing of International Trade in Africa; Sustainable Development in Africa’s Wood and Forestry Sectors; and Doing Business in Africa.

“We look forward to meeting delegates at Forum Africa 2011 to share experiences of adapting business processes and products to meet needs in Africa,” said Manuel Pietra, President & CEO at FreeBalance. “We have seen the positive impact of modern GRP systems in Liberia, Namibia, Sierra Leone, Southern Sudan, and Uganda. FreeBalance helps these governments improve transparency, governance, and accountability, which leads to improved economic activity and an increase in private investor confidence.”

The FreeBalance Accountability Suite is a GRP solution that supports transparency and accountability. FreeBalance solutions for governments and external aid projects and funds simplify administration and reduce transaction costs for government or private organizations managing aid projects. The FreeBalance Accountability Suite automates reporting to donors, project finance management, and project performance management. The FreeBalance solution operates in developing nations around the world, including low-capacity countries, and providing effective donor reporting that meets international standards.

FreeBalance customers span the globe and the user community includes public financial management professionals in 19 countries. FreeBalance operates in 15 customer time zones. FreeBalance software manages a global civil service workforce of 1,500,000, and also manages a quarter trillion ($US) annual budgets worldwide. FreeBalance is active in 19 countries, including Antigua & Barbuda, Afghanistan, Canada, Iraq, Kosovo, Kyrgyz Republic, Liberia, Mongolia, Namibia, Pakistan, Sierra Leone, Southern Sudan, Timor-Leste, and Uganda among others.

About FreeBalance
FreeBalance helps governments around the world leverage robust Government Resource Planning (GRP) technology to accelerate country growth. FreeBalance software solutions for public financial and human resource management support reform and modernization to improve governance, transparency and accountability. Good governance is required to improve development results. For more information, visit www.freebalance.com.

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ERP Innovation – Is that all there is?

Thursday, September 1st, 2011

Doug Hadden, VP Products

Technology columnist and blogger Josh Greenbaum reflected on a question: which of the two leading Enterprise Resource Planning (ERP) vendors is the most innovative.  My view, as captured in my comment to the post, is that neither of these software vendors is particularly innovative. Any recent innovation seems to come from company acquisitions, not generated from internal research and development.

Theory of Technology Innovation

Harvard professor Clayton Christiensen has written the book on technology innovation. More specifically, many books on innovation. Christiensen describes the differences between disruptive innovation and sustaining innovation. Successful leaders in any category become unlikely to challenge the status quo through disruptive innovation because it disrupts business models.

Where is ERP Innovation?

[Note: we don't consider FreeBalance to be an ERP vendor. We've been ERP-free for almost 30 years focused exclusively on government.]

This seems to be a trend in the consolidating ERP market where acquisitions become the primary tactic to achieve growth to support the strategy of building a large maintenance annuity.

My view is that the current “innovations” touted by major ERP vendors come via acquisitions or aren’t innovations at all – just market following to maintain market share (and the maintenance revenue business model).

Analysis of recent ERP “Innovations”

Government CIOs and public financial management professionals should be wary of these so-called  innovations.

Innovation: Cloud services: major ERP vendors provide software on the “cloud”

Assessment: Slow Follower

  • ERP vendors have fallen behind the major CRM, ERP and HCM cloud vendors with little uptake. One of the major vendors seems to have gone back to the drawing board so many times that it’s hard to keep up.
  • There has been a lot of noise about which vendor has the best technology for cloud deployment. As analyst Ray Wang pointed out in a recent tweet, even the cloud leaders are using rather old technology. That’s the rub. Get under the facade and what do you find? Legacy client/server technology – 15 to 30 years old.
  • The use of legacy technology makes it more expensive to deploy: maintaining old code, translation between legacy and web, shoe-horning something not meant for the purpose, adapting to meet customer requirements, larger technical footprint requiring more equipment resulting in power consumption etc.

FreeBalance Approach

  • We took the approach of re-writing software in a completely web-native FreeBalance Accountability Suite. We used good software design practices to develop a technology built for the government domain.
  • At the time of design, particularly in late 2006 and early 2007, we didn’t think that this was a particularly innovative approach. We’d tried the traditional approach of wrapping legacy technology and realized that it wasn’t sufficiently extensible and that the costs of maintaining this “kludge” would need to be passed on to customers. So, we thought that it was only a matter of time before the large ERP vendors introduced web-native applications. We hoped for a temporary “leapfrog” window of opportunity that would end by about mid 2011. And, we thought that we were taking our time!

What does this mean for government?

Innovation: Business Layer Middleware to enable intra-suite integration

Assessment: Laggard

  • This is a bit of a variation on the above. Many ERP vendors have created or announced technology that enables integrating software packages from acquisitions. The notion is that it can provide implementation and maintenance benefits.
  • Yet, the realization of these projects (and some of these projects seem to have disappeared) provides no particular innovation. It’s just a better way to get parts to work together. And, there seems to be a challenge to get all the parts working together to get the best possible solution across the vendor product suite.

FreeBalance Approach

  • As described above, we used modern technology. We support web services. Reuse of business objects that we call government entities. Granular access to these objects. Designed to integrate with modern technology.

What does this mean for government?

  • Integration is becoming an increasing opportunity in government. Government organizations need to “act as one”. Software vendor focus on intra-suite integration and use of legacy technology limits government agility to integrate technology to provide better value to people and better citizen services.

Innovation: Corporate performance management, real-time analytics and dashboards, in-memory databases

AssessmentFast Follower

  • Don’t get me wrong, there are some compelling performance management technology coming from ERP vendors. However, these all seem to mainly come from acquisitions: the three largest Business Intelligence companies were acquired by larger firms. As were in-memory databases. (Not that there haven’t been embedded databases for at least 20 years).

FreeBalance Approach

  • We’ve worked with our government customers to understand what is needed in government performance management. Although we do not innovate on the “bells and whistles” and integrate with reporting and analytical tools, we’ve come up with a government-specific approach.
  • Government performance is different. It’s budget-centric because the budget is the legal embodiment of government policy. Outcomes and outputs are not inputs to performance, as in the private sector – rather the results. This is much more difficult to conceive.
  • Transparency and open data have become key government needs. Although many of the ERP vendors provide some toolkits, few are integrating front and back office transparency for 10 years of budget transparency like our customer, the Government of Timor-Leste.

What does this mean for government?

  • Government CIOs can distinguish between the visualization tools and the performance integration tools.

Innovation: Vertical market “quick starts”, change management software, BPM integration, call-outs, upgrade kits

AssessmentLaggard

  • There are significant costs to customize ERP and maintain those customizations in ERP software. Methods to mitigate these high cost problems are somewhat commendable, but this seems to be overcoming a design flaw.

FreeBalance Approach

  • Our software was well-known for the ability to configure to meet most government requirements. We customized the software to meet government requirements. This meant that the new code became part of the main line and was fully supported by FreeBalance. No need to maintain BPM scripts, call-outs, custom code when upgrading.
  • We recognized in 2006 that this configuration ability was a core differentiator. So, we extended it further to provide more flexibility and adaptability without the need for our government customers to write a single line of code.

What does this mean for government?

  • Governments cannot accomplish “business process re-engineering” and adapt to many “best practices” without changes in legislation. Mandates change frequently. And, there are new demands for reform that requires future changes. Hence, an approach of low-cost progressive activation significantly reduces the Total Cost of Ownership (TCO) – even relative to these ERP work-around techniques.
  • For added measure, Version 7 enables upgrading from any version from version 7.0 to any subsequent version with a single step.
  • Oh, and we don’t force upgrades and support many more versions than industry standards (kudos to Infor for having a similar policy).