2021 IFMIS Capacity Building Program - World Bank Group
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2021 IFMIS Capacity Building Program Organized by Supported by
2021 IFMIS Capacity Building Program on
IFMIS Trends and dBrain Experiences
Virtual Workshop Report
Date May 11-20, 2021 (four sessions on May 11, 13, 18 and 20)
Format Virtual workshops / webinars
Objectives
The international IFMIS Capacity Building Program (CBP) webinar series organized by the Korea
Public Finance Information Service (KPFIS), the African Development Bank Group (AfDB) and the
World Bank Group (WBG) will provide an opportunity for the officials involved in GovTech1/ digital
transformation activities in Public Financial Management (PFM) domain to learn more about the
trends in transition to Integrated Financial Management Information Systems (IFMIS),
new/advanced features of next generation dBrain (Digital Budget and Accounting System), online
analytical processing tools, cybersecurity and other relevant topics. These activities are expected
to help improve the capacity of participants leading their country specific digital transformation
and IFMIS modernization activities by sharing the good practices and challenges and learning from
the experiences of other countries. The IFMIS CBP is being supported by the Korea Development
Institute (KDI) School of Public Policy and Management.
Contents
Lectures > The KPFIS team will share the Korean government’s experience with the
implementation of next generation dBrain system, COVID-19 response activities, cyber security
(with a focus on PFM), and data analytics tools used for financial statistics and reporting through
systematic training programs.
The African Development Bank team will share their regional experiences and trends in IFMIS
domain. The World Bank team will share the international trends in GovTech initiatives, which
include IFMIS as an integral part of core government systems. The WBG session will also cover a
short presentation on the Korean local government FMIS solution (e-Hojo) that is integrated with
dBrain platform.
Country presentations > Each country team will present a good practice case and a key technical
or adaptive challenge related to their IFMIS platform and benefit from the feedback of
participants during interactive sessions.
A workshop report will be prepared to present the good practices and country specific challenges,
together with the responses from participants.
Who participated?
The government officials invited from 11 countries (Angola, the Gambia, Liberia, Malawi,
Morocco, Mozambique, Nigeria-Kano State, Philippines, Rwanda, Somalia, and Tunisia) presented
their IFMIS good practices and modernization plans. Several other countries (Algeria, Bhutan,
Ethiopia, Indonesia, Kazakhstan, Lao P.D.R., Mali, Mauritania, Moldova, and Nepal) joined as
observers.
1
GovTech is a whole-of-government approach to public sector modernization and promotes simple, efficient and
transparent government with the citizen at the center of reforms.
2
Results
2012 IFMIS CBP virtual workshop sessions provided an opportunity for the presenting and
observing country officials mostly from the Africa region, as well as the development partners,
consultants, and solution providers involved in IFMIS modernization and integration activities, to
learn more about the next generation dBrain system, and discuss good practices and key
challenges through knowledge sharing and learning activities. The presentations covered the
topics identified by 11 invited countries in their proposals submitted before the event. The
government officials contributed to this four-day event discussed new trends, good practice cases
and the challenges faced in ongoing/completed activities and exchanged ideas on possible
solutions. This report presents the details of all discussion and the responses provided by the
presenters to all questions raised during Q&A sessions. An overview of all systems introduced during
the workshop can be found at the end of the report (see Annex 9).
The results of the program can be summarized as follows:
• There were 181 participants from 63 countries/states attending the events, as well as 19
officials from three organizing institutions (KPFIS, AfDB, and WBG). Total number of
participants including the organizers was 200 (53 attending all four days, 26 attending three
days, 46 attending two days, and 75 attending one day).
• The daily breakdown of the attendees is presented below:
Day 1 (May 11): 150 participants from 52 locations
Day 2 (May 13): 96 participants from 44 locations
Day 3 (May 18): 103 participants from 46 locations
Day 4 (May 20): 108 participants from 47 locations
• The presentations from 11 invited countries were very useful, and a large number of
questions were posed by the participants after the presentations or through chat window
messages. It was not possible to respond to all questions due to limited time, but the
workshop report includes the responses provided by all presenters to these questions.
• The organizers are grateful to all government officials who took the time from their busy
personal or professional lives to join the sessions despite all challenges in these difficult times.
Overall, 2021 IFMIS CBP was a successful event, connecting more than 200 officials and
practitioners, providing opportunities to exchange knowledge and experiences on IFMIS trends
and next generation dBrain for the benefit of participating countries.
Annexes
Annex 1: IFMIS Capacity Building Workshop Program
Annex 2: Reflections from the event
Annex 3: Short bios of the presenters
Annex 4: Virtual workshop session on May 11, 2021
Annex 5: Virtual workshop session on May 13, 2021
Annex 6: Virtual workshop session on May 18, 2021
Annex 7: Virtual workshop session on May 20, 2021
Annex 8: List of all attendees
Annex 9: Overview of IFMIS solutions in 11 invited countries
3
Annex 1: IFMIS Capacity Building Workshop Program
Date Time 1 Sessions 2 Who
09:00-09:10 Opening remarks KPFIS, AfDB, WBG
09:10-09:30 Session 1 > Next Generation dBrain KPFIS
May 11 09:30-09:55 Session 2 > Presentation of Country 1 Angola
(Tue) 09:55-10:20 Session 3 > Presentation of Country 2 Philippines
10:20-10:45 Session 4 > Presentation of Country 3 Rwanda
10:45-11:00 Closing remarks KPFIS
09:00-09:10 Opening remarks KPFIS, AfDB, WBG
09:10-09:30 Session 5 > AfDB: Use of Country Systems for Financial Reporting AfDB
May 13 09:30-09:55 Session 6 > Presentation of Country 4 Malawi
(Thu) 09:55-10:20 Session 7 > Presentation of Country 5 Mozambique
10:20-10:45 Session 8 > KPFIS Presentation + Q&A session -
10:45-11:00 Closing remarks KPFIS
09:00-09:10 Opening remarks KPFIS, AfDB, WBG
09:10-09:30 Session 9 > dBrain & Information Security KPFIS
May 18 09:30-09:55 Session 10 > Presentation of Country 7 Liberia
(Tue) 09:55-10:20 Session 11 > Presentation of Country 8 Gambia
10:20-10:45 Session 12 > Presentation of Country 9 Tunisia
10:45-11:00 Closing remarks KPFIS
09:00-09:10 Opening remarks KPFIS, AfDB, WBG
09:10-09:30 Session 13 > WBG: GovTech and FMIS + Introduction to e-Hojo WBG
May 20 09:30-09:55 Session 14 > Presentation of Country 10 Morocco
(Thu) 09:55-10:20 Session 15 > Presentation of Country 11 Nigeria - Kano State
10:20-10:45 Session 16 > Presentation of Country 12 Somalia
10:45-11:00 KPFIS Presentation + Closing remarks KPFIS
1
All times are GMT (Local time in Cote d’Ivoire: 09:00 am, in Seoul: 6:00 pm, in Washington DC: 5:00 am)
2
Discussions will take place in English, in general. Interpretation support will be available from Korean to English and
French.
4
Annex 2: Reflections from the event Group photo (May 20, 2021)
Opening Remarks
Mr. Frank Mvula Mr. Jae Hoon Kim Mr. Hoon Sahib Soh
Director, Fiduciary & Inspections Dept, AfDB KPFIS President WB Country Manager
6
Organizers: Korea Public Finance Information Service (KPFIS), African Development Bank (AfDB), and World Bank Group (WBG)
7
Annex 3: Short bios of the presenters
Day 1 – May 11, 2021
KPFIS
Mr. Kang-Seok Lee is a manager of the KPFIS that manages and operates
dBrain, Digital Budget and Accounting System in Korea. He is currently in
charge of new technology applications and technical training for employees
so that engineers of KPFIS can improve their capacity for the new technology.
He has an expertise in the computer science and previously, he worked as a
statistical analyst for dBrain.
Angola
Mr. Joel Gomes is the Deputy Director for the Information Systems in the
Ministry of Finance (MoF) of Angola. Since 2009, he held several technical
positions within the MoF, including the project coordination and
administrator of technological systems and infrastructures. He was the
Systems and Infrastructure Team Leader and the Deputy Technical Director of
SETIC-FP from 2015 to 2020. He also worked in MOVICEL and PLANAD, and
ZX-Informatica before joining the MoF. He has a Management Computing
Engineering degree from the University Jean Piaget in Angola.
Philippines
Ms. Sheryll Grace S. Aromin currently holds the position of Information
Technology Officer III at the Information and Communications Technology
Systems Service (ICTSS) of the Department of Budget and Management (DBM),
as well as the Division Chief of the Project Coordination and Quality Assurance
Division of the ICTSS-DBM. She is also the Project Management Office Head
of the Budget and Treasury Management System (BTMS) Project. She has
more than 19 years of technical experience from diverse fields such as
government and corporate accounting, policy analysis, internal control,
internal audit and information systems, public sector innovation and business
process management. Ms. Aromin is a Certified Public Accountant and a
Certified Internal Auditor. She has a Master’s degree in Business
Administration from the Polytechnic University of the Philippines and a B.Sc.
degree in Accountancy, Magna Cum Laude at Saint Louis University-Baguio
City, Philippines.
Rwanda
Mr. Placide Mukwende is the IFMIS Coordinator in the Ministry of Finance and
Economic Planning in Rwanda. He has more than 15 years of expertise in
software industry, specifically in designing and developing financial systems.
During his software carrier, he played many roles including full-stack
developer, software designer, senior systems integration engineer, and
software project manager. He designed the IFMIS currently being used by the
Government of Rwanda, and successfully implemented other three financial
systems in Rwanda. He has over 12 years as part-time University lecturer,
teaching design and development enterprise web application using Java
technologies. He holds a Master’s degree in Computer Science and
Technology from Central South University, China, and Bachelor’s degree in
Information Technlogy from Vellore Institute of Technology, India.
Day 2 – May 13, 2021
AfDB
Mr. Owusu Mensah Agyei is Chief Financial Management Policy Officer of the
African Development Bank. Owusu has over 20 years professional experience
in financial management from varied positions he has held in private, public,
and multilateral sector. He has designed financial management arrangements
in donor-financed projects and provides support during project
implementation including public financial management reform projects in
several African Countries. He holds an MBA in Banking and Finance from the
Kwame Nkrumah University of Science and Technology (KNUST) Business
School in Ghana. He is a Chartered Accountant (CA) and a Member of the
Institute of Chartered Accountants (ICA) Ghana, and a Certified Professional
Accountant by the South Africa Institute of Professional Accountants (SAIPA).
Malawi
Mr. Patrick Machika is an ICT career Civil Servant in the Government of Malawi
with 29 years of experience working at different ministries and departments.
He has worked in various roles ranging from systems development, managing
government networks and leadership. He is currently working as a Director for
the Integrated Financial Management Information System (IFMIS) for Central
Government. He is involved in ensuring that a new IFMIS based on SAP is
implemented to replace the existing one that is based in Epicor software.
Mozambique
Mr. Dário Fortes is a young Mozambican, aged 35, who started his career as a
web developer in 2007, developing portals and websites, in 2011 he joined
the Center for Development of Financial Information Systems - CEDSIF team
and started working on the Integrated Financial Management System for the
Government of Mozambique (e-SISTAFE) as a full stack java developer. Then
he became responsible for the all Development Team at CEDSIF in 2017,
where amongst others he was responsible for the development/maintenance
of the following modules: Budget Elaboration, Budget Execution, Human
Resources and Payroll Management. He has also worked with Business
Intelligence, for e-SISTAFE PFM Portal. He has a BSc degree in (2011) in
computer engineering and a Short Master (2019) on Business Intelligence.
Day 3 – May 18, 2021
KPFIS
Mr. Chang-Wan Ahn has been in charge of middleware operations in dBrain
infrastructure since 2016 and performed tasks such as improving information
security and managing system failures so that dBrain users to access the web
page normally. He worked as a software engineer and data link operator
between information systems based on his major in computer science.
9
Liberia
Mr. Benjamin Wilson joined the employs of the Ministry of Finance-Liberia in
2013 as Financial Management Officer upon his graduation from the Financial
Management Training Program. He has worked on several IFMIS activities
ranging from system design and analysis to training of end users. He is
currently the Lead Financial Management Officer of the Integrated Financial
Management Information System at the Ministry of Finance and Development
planning, Liberia. He earned his Bachelor’s degree in Economics and
Accounting from the state run University of Liberia in 2009 and a Master’s
degree in Public Financial Management from the World Bank Sponsored
Financial Management Training Program in Monrovia in 2013. Mr. Wilson
holds a mid-level profession certification in Accounting from the Associations
of Accountancy Bodies of West Africa.
The Gambia
Mr. Ousman Darboe is the Deputy Accountant General responsible for
Integrated Financial Management Information Systems (IFMIS) in The Gambia.
He started working at the Accountant General’s Department since March 2006
after completing Association of Accounting Technicians (AAT), and rose
through the ranks in different units of the Department. He has a Master’s
degree in Business Administration (MBA), studied AAT, and has certifications
of the Association of Chartered Certified Accountants (ACCA), and Prince 2
Practitioner (Project Management).
Tunisia
Mr. El Assad El Khalil is the Director General of the General State Budget
Administration Committee, responsible for summarizing and analyzing budget
expenditure. He joined the Ministry of Finance of Tunisia in February 1999. He
has a M.Sc. degree (1996) in Economics from the Faculté des Sciences
Économiques et de Gestion de Sfax (FSEGS) and a Computer Analysts degree
(1999) from the Centre National de l'Informatique (CNI) in Tunisia.
Day 4 – May 20, 2021
WBG
Mr. Cem Dener is a Lead Governance Specialist in the Governance Global
Practice of the World Bank. He contributed to the modernization of Public
Financial Management information systems and Digital Government
programs in more than 50 countries over the past two decades. Presently, he
is the Global Lead for GovTech and the Coordinator of the FMIS Community
of Practice created. He represents the World Bank in regional and
international events to share/discuss experiences and trends in transition to
integrated digital solutions combining foundational and frontier (disruptive)
technologies, as well as the open source software applications in public sector.
He received BSME from METU, Ankara, Turkey (1982), MSc from Cranfield
Institute of Technology, Bedford, U.K. (1985), and PhD from Vrije Universiteit
Brussel, Belgium (1992).
10Mr. Young-Seok Kim is a Senior Governance Specialist in the Governance
Global Practice of the World Bank and on secondment from Korea’s Ministry
of the Interior and Safety. He is currently working with GovTech team for
supporting Digital Government programs and investigating GovTech solutions
to disseminate lessons learned. At the Ministry, he has contributed to the
establishment and development of major policies including Korea’s
Government Innovation Plan and Digital Government Strategy. He also
worked on policies to support administrative innovation of local government.
He has a Master’s in Public Administration (MPA) from University of Southern
California.
Morocco
Mr. Aziz Bouazzaoui is the Director of Resources and Information System at
the General Treasury of the Kingdom (GTK) since 2007. He took part in the
modernization of human resources and the information systems. He currently
contributes to the implementation of the new chart of accounts and the
digitalization of the public procurement procedures. He began his career at
the Ministry of Trade and Industry in 1987. In 1989, he was head of the
Electronics Industry service. In 1994, he was appointed Director of the
Moroccan Industrial Property Office. During the period 1994-2000, he
participated in the development of the new legal framework for industrial
property with the creation of the Moroccan Office for Industrial and
Commercial Property (OMPIC). In 2000, Mr. Bouazzaoui was appointed
Director General of OMPIC. He led the process of modernizing OMPIC by
setting up online services (financial information database, online payment,
electronic administration). He holds an engineering degree and graduated
from the SUPELEC school, Paris, in 1986.
Nigeria, Kano State
Mr. Adamu Kabo Idris was the SIFMIS Coordinator for the Government of Kano
State from September 2019 to March 2021. Before this position, he was the
IT Director of the Kano State Internal Revenue Service (KIRS) leading and
coordinating the implementation several core information systems from
2015-2020. He has over 20 years of experience working in the IT and financial
industry. He has Postgraduate Diploma in IT, and M.Sc. in Strategic Business IT
(University of Portsmouth). Also, he is a member of the Charted Institute of IT,
and currently pursuing an M.Sc. in Information Systems Management (Robert
Kennedy College Zurich).
Somalia
Mr. Adam Abdulkadir Adam is the Director of the Somalia Financial
Management Information System (SFMIS) Department in the Office of the
Accountant General of the Federal Government of Somalia since 2014. He has
over eight years of experience in the field of Information Technology
Management. He has diverse experience working in both the private and
public sector. Mr. Adam has worked as a consultant with the Banadir Regional
Administration (BRA) and as a Quality Assurance Specialist at Ladan Bank in
Mogadishu, Somalia. He holds a Master’s Degree in Computer Science
(Information Technology) and a Bachelor’s Degree in Information Technology
Management from the University Technology Malaysia. He is also currently
pursuing his Project Management Professional (PMP) certification.
11Annex 4: Virtual workshop session on May 11, 2021
IFMIS Capacity Building Program (CBP)
KPFIS, AfDB, WBG Virtual Workshop Sessions
Presentations from Angola, Philippines, and Rwanda
Date & Time : May 11, 2021 @ 18:00-20:00 Seoul
Venue : Zoom virtual session
Moderator : Mr. Cem Dener, Lead Governance Specialist, World Bank
Participants : 150 participants from 52 countries. List of participants is at Annex 4.1.
Video links : Video (En) Video (Fr)
Meeting Notes
Opening remarks
Mr. Cem Dener welcomed all participants joining the virtual workshop session organized jointly with the
Korea Public Finance Information Service (KPFIS), the African Development Bank (AfDB) and the World
Bank Group (WBG). He reminded that this is the first session in a series of four, with the participation of
Angola, Philippines, and Rwanda, as a part of the 2021 IFMIS Capacity Building Program.
Following the opening remarks from Mr. Jae Hoon Kim (KPFIS President), Mr. Frank Mvula (Director,
Fiduciary & Inspections Dept, AfDB), and Mr. Hoon Sahib Soh (Country Manager, Republic of Korea, WBG),
invited countries presented their FMIS solutions, good practices, key challenges, and modernization plans.
Presentations and Discussions
Mr. Kang-Seok Lee (KPFIS) presented the D.N.A. (Data, Networking, AI) of the next generation dBrain. The
project has been launched in December 2019 through a contract signed with Samsung (109 billion Won;
about $93m; duration 27 months) for the complete reconstruction of dBrain to support data-based policy
making. A dedicated dBrain establishment promotion team has been established in July 2019 and the
detailed system requirements have been defined in 2020. He introduced the key features of the next
generation dBrain and summarized the implementation status. In addition to enhanced core PFM
capabilities, new dBrain platform will also support various predictions using artificial intelligence including:
“National Treasury Balance Prediction”, “AI-Based GDP Estimation” and “AI-Based Fiscal Estimation”. New
system is expected to go-live on January 1, 2022.
Mr. Joel Gomes (Angola) introduced the “Service Portal” (operational since Dec 2019) developed for all
state entities to collect their own revenues (fees, licenses, fines, emoluments, contributions, or donations)
through treasury account, with automatic return of their financial shares, allowing expenditures with own
resources and providing consolidated financial information. The portal is linked with a custom-developed
FMIS platform (SIGFE) to provide services to citizens and companies. Currently, 110 collecting agencies of
the estimated 195 are using the service portal. The system implementation cost is estimated around $ 1.5m,
and the rollout is expected to be completed in Q2 2021.
Service Portal (collection): https://servicos.minfin.gov.ao
SIGFE (execution of expenses): https://www6.mifnin.gov.ao
Ms. Sheryll Grace S. Aromin (Philippines) presented the Budget and Treasury Management System (BTMS)
that has been purchased in 2015 as the FMIS solution for the execution and accountability phases of the
budget cycle. The BTMS is based on Free Balance Accountability Suite v7 (operational since 2018) and
12includes the following modules: Budget Management, Commitments Management/Budget Utilization,
Payments, Receipts, Cash Management, Property, Plant and Equipment, Accounting and Fiscal Reporting.
The system is linked with the Modernized Philippine Government Electronic Procurement System
(mPhilGEPS), Electronic Fund Transfer (Payments), and Electronic Document Management System (DICT-
PNPKI). The BTMS development cost is around $10m, licensing cost (10,000 concurrent users) is $11m, and
three-year product support cost is $5m (2018-2020). As of 2020, the total costs to date amount to around
$32m (P1,531,614,579), which includes the earlier provided amounts, as well as other BTMS related costs
on rollout, change management, infrastructure application upgrades and other overhead expenses. She
also presented the results achieved within the last two years including the accelerated rollout of the BTMS
to the top ten spending agencies made the rollout more focused on capturing a bigger percentage of
budget utilization.
BTMS portal: www.btms.gov.ph
BTMS (system login): https://grp.btms.gov.ph/gov-web/faces/login.xhtml
Mr. Placide Mukwende (Rwanda) summarized the capabilities of custom developed Smart Integrated
Financial Management Information System (Smart IFMIS), which is operational since July 2010, to support
budget preparation, execution, revenue management, bank reconciliation, accounting and reporting in all
(174) public budget agencies. In order to strengthen capacity, service delivery and accountability of public
institutions, the Government has extended the implementation of IFMIS to subnational entities starting
from 2017, including sectors (416), districts hospitals (43), health centers (521) and public schools (2,999).
The total cost of development and implementation of Smart IFMIS is around $ 21m. He also explained the
results achieved and key challenges, together with am overview of the existing IFMIS platform.
Smart IFMIS (system login): https://smartifmis.minecofin.gov.rw/ifmis-home-ui/login.do
Q&A Session
Following questions and comments were shared during this event:
• Q (Placide Mukwende) to KPFIS: Thank you for the dBrain inspiration. While setting the indicators for
performance-based planning and budgeting, do you use quantitative only or also consider qualitative
indicators?
A >>> dBrain system uses both quantitative and qualitative indicators. We first set up performance
indicators, and then monitor the performance using qualitative indicators as well. For these
assessments, the MoEF/KPFIS work with other agencies, and expert organizations. Different factors
are considered in this process.
• Q (Amra Srdanovic) to KPFIS: Thank you for the presentation. My question is related to the timeline for
the implementation of the new version of dBrain, and whether it has been closely aligned with the
start/end of the FY. If not, kindly share how you are planning to address challenges, including running
parallel systems and data migration in the interim period?
A >>> The KPFIS’s plan is to complete the development of new dBrain by the end of this fiscal year and
go-live on January 1, 2022. Past fiscal year data are being migrated to the new system. During this data
migration process, the KPFIS is considering three factors: (i) since we need to prepare the 2022 budget
plan, new dBrain modules will support the preparation of next year’s budget in upcoming months; (ii)
rules are ready to complete data migration by the end of this fiscal year; and (iii) we also will complete
the settlements after this fiscal year and migrate these to the new system. We’ll also allow real-time
data migration as well.
• Q (Gilmar Verissimo) to KPFIS: Thank you for the brilliant presentation. Regarding the development,
maintenance, and management of the dBrain system, how did you establish the KPFIS Team to
guarantee cohesion and good governance of the dBrain system?
A > The KPFIS was established under the social consensus that a specialized organization is essential
to operate and manage the financial management information system, which is the basis of national
13financial management. In this process, the will of government authorities and Ministry of Economy
and Finance are very important.
• Q (Vurce-Arsene Mafouta Lossombot) to KPFIS:
(1) Quel est la durée pour une migration d'un système non automatisé vers le dBrain? (2) Comment se
fait la valorisation des actifs physiques des projets complexes: Routes, Aéroports, Usine d'eau, Barrage
Hydroélectrique, Centrale solaire…, et quelles sont les normes comptables utilisées par chaque pays?
(3) Quel le coût estimatif du développement du IFMIS dBrain version actuelle?
(1) How long does it take to migrate from a non-automated system to dBrain? (2) How is the physical
assets of complex projects valued: Roads, Airports, Waterworks, Hydroelectric dams, Solar power
stations, etc., and what are the accounting standards used by each country? (3) What is the estimated
cost of developing the current IFMIS dBrain version?
A > (1) Assuming that the question is related to the transfer/migration of data from other sources,
let’s first clarify the data exchange process. In order to automate data exchange with other agencies,
we may need more time. We need to first clarify if other sources have compatible and consistent
digital data to migrate. There can also be some technological gaps between different agencies. We
also need to clarify the frequency of data transfer. Regarding the expected duration of data
transfer/migration, it depends on the characteristics of data (type, period, update frequency, etc.).
Depending on these parameters, migration cycle can be different. We need to look at the data profile
to decide on the period for data migration and transfer. (2) Every year we perform annual asset
evaluation. We look at the actual values and reflect these in the system. If you are referring to the
actual construction costs of infrastructure investments, all relevant costs are reflected in the asset
valuation. We also perform depreciation and amortization calculations and adjust the values of assets.
(3) The development cost of the new dBrain is expected to be around $130m.
• Q (Khatry El Yezid) to KPFIS: I have a question about security of this infrastructure and how to monitor
and track traffic?
A > The KPFIS has a security monitoring center, called “Fiscal &Economy Cyber Security Center”
internally. They monitor all traffic between user end points and dBrain system 24/7, and take
immediate action, if security issues arise.
• Q (Erica P Harris) to KPFIS: How extensive is Chatbot use in dBrain? Have you found it encourages or
discourages citizens from interacting with government services?
A > Chatbot has been establishing for the government officials, the main users of dBrain, and it will
provide information on how to use the system, workflow procedures, and regulations. If users use the
Chatbot service, that information is reflected in the database and will be used for system
improvements. Chatbot makes it possible to support dBrain users 24/7/365.
• Q (Michael Ojo) to KPFIS: What is the cost of dBrain?
A > The development cost of the new dBrain is expected to be around $130m.
• Q (Cem Dener) to Angola: You have developed an important Service Portal as a shared platform next
to SIGFE and created a service delivery channel for collecting revenues and monitor expenditures from
these resources. What was the development cost and duration of the portal?
A > It took about six months to develop the portal, and the total cost was about $1.6m. It was designed
to avoid payments for public services in cash. All payments can be made electronically.
• Q (Dário Fortes) to Angola: (1) Does Angola IFMIS platform support budget execution and digital
payments? (2) Was the IFMIS solution developed in house?
A > (1) The Service Portal is integrated with the SIGFE platform. Both platforms support budget
execution and digital payments are possible. (2) The portal was developed in-house. It can be easily
customized to support most of the services of the public sector.
14• Q (Erica P Harris) to Angola: Regarding outdated legislation hampering the progress of technology
solutions: Has there been much success in prompting the required changes? If not, what reason(s)
has/have been given for delay?
A > Legislation was the starting point. The solution can be adopted to the changes in legislation. Also,
system-based approach enforces the use of legislation. There has been some delay on the approval,
but we help all institutions on updating their regulations regarding revenue collection, such as service
pricing and regulations according to the valid fees and emolument´s Law, and push all the stake
holders to finalize the process of approval.
• Q (Nicolas Button) to Angola: Thanks for this very interesting presentation. I have one simple question:
Usually, IFMIS are actually either revenue- or spending-based. This system seems to make a link
between the two for users. Can you explain how the revenue data is impacting budget execution?
A > Year ago, most institutions didn’t have complete understanding of their revenues, since they had
no control over the points of collection. With the new system, we can better revenue forecasts during
planning, and also real time view of the collections during budget execution. We can also predict how
to spend. Most institutions have now more revenues than what they need from the government. They
are very independent and can manage their revenues mor effectively.
• Q (Basel Al-Bishtawi) to Philippines: Is the IFMIS in Philippines rolled out to all MDA's and regions?
A > Currently, there are already seventeen (17) BTMS go-live agencies. The BTMS has already been
introduced to around 149 national government agencies that are in their various rollout and data
migration stages. Three (3) of the seventeen (17) go-live agencies are also in the process of full BTMS
implementation up to the Regional Operating Units/Offices. The rest of the go-live agencies are also
painting their respective roadmaps for their implementation up to their lowest operating units.
• Q (Michael Ojo) to Philippines: (1) How did the Philippines BTMS handled Change Mgmt issues? (2) Is
BTMS implemented at Federal or National and State or Province level?
A > The Philippines initially engaged the Sycip, Gorres and Velayo Inc., a known audit firm in the
Philippines to conduct the change management activities for rollout such as the target state-future
state assessment. For the rollout, the Philippines used the 4Cs strategy, to wit:
1. Committing to change through obtaining and engaging the support of stakeholders.
2. Capacitating for change – through responsive risk management and capacity building programs.
3. Contributing and collaborating for change – through inclusive strategies for implementation and
rollout.
4. Celebrating and continuing change – through effective monitoring and evaluation and
sustainability controls.
• Q (Mehdi El Batti) to Philippines: What is the Total cost of Ownership of the COTS solution adopted?
A > As of date, the total cost of ownership amounts to around $32 million (inclusive of development
costs, license costs and product support and maintenance).
• Q (Pathoumthip NT) to Philippines: (1) Before implementing the BTMS and go live, did you already
have TSA? (2) What were the challenges in TSA implementation? (3) If the TSA is implemented, what
was the percentage increase in revenues after using BTMS?
A > Yes, the Philippines implemented the TSA as a precursor reform to the BTMS. In 2014, all 323
Treasury’s revenue accounts were consolidated and a fee-based payment scheme with government
servicing banks was arranged and implemented. From 2014 to 2019, the Bureau of the Treasury
(BTr) was able to consolidate and/or close 1,578 agency accounts outside the Treasury in the
aggregate amount of Php 31.251 billion. The TSA also achieved the timely realization of interest
income amounting to a total of P305.561M following the automatic remittance of interest income of
NGAs accounts by Accredited Government Depository banks (GSBs) outside the TSA. Thus, the TSA
provided an opportunity to monitor the daily cash balances more efficiently thus providing more
visibility on the daily cash position of the government.
15Albeit seeing substantial progress in cash management, the implementation of the TSA is still beset
by the challenge to incorporate expenditure accounts therein, particularly, off-budget accounts,
other than revenues in order to provide a more holistic picture of the cash position. Moreover, to
further enhance daily cash management, there is a need to improve the BTr’s visibility of agency
disbursements by enforcing the shift to electronic fund transfers for settlement and payment.
The revenues recorded so far in the BTMS are the revenue information of BTMS go-live agencies.
• Q (Erica P Harris) to Rwanda: Regarding institutional coverage: You mentioned that Rwanda's IFMIS
solution is being used by missions in other countries as well: What was one major challenge to
implement? What was one major success in implementing?
A > Rwanda IFMIS is used by Embassies and high commissions across the globe. We encountered two
major challenges during this implementation:
1. For embassies, implementation of the whole PFM cycle (Planning, Budgeting, Payment, Receipt,
Accounting, and Report) was too challenging, given the limited number of staff each embassy has.
For other central government agencies, each PFM component is supported by one staff. However,
for an embassy it may require having a lot of diplomates, which is a challenge in terms of increased
cost of using available embassy staff resources in a foreign nation.
2. Challenge of implementing multi-currency, given that some embassies are spending in the local
currency of the country hosting them. The SmartIFMIS is multi-currency system, and support only
44 currencies for which the Central Bank provides official exchange rates. However, for other
nations in which the currency is not supported by our central bank, it is a challenge and they are
requested to use USD.
The success is that, via the Ministry of Foreign Affairs, we managed to successfully implement the
whole PFM cycle, where some components are handled by the Ministry staff and only payment,
receipt and accounting handled by Embassies. The other major success is that embassies are
financially reporting to the Accountant General on time, and consolidated among other budget
agencies.
• Q (Mamadou L. Deme) to Rwanda: Can we know when did Rwanda started to develop its IFMIS?
A > The IFMIS development started in 2010. The key challenge during initial years of operation was
the knowledge transfer from the previous system developers. In 2014, the MoF initiated the
development of Smart IFMIS as a new version, with a focus on knowledge transfer (source code
ownership and full documentation) to ensure the sustainability of the system. During the development
of new system, we managed to transfer the system knowledge within two years and can maintain the
new platform with internal resources effectively. One of the key success factors was the political will
to develop the new system with local developers and using the MoF’s technical experts and own
resources. Based on the audit reports, the total spending on IFMIS development, rollout, change
management and operations was around $21m within the last 10 years.
• Q (Jacinto Muchine) to Rwanda: Does the Rwanda's IFMIS pay to mobile accounts and what lessons
can you share?
A > The Rwanda IFMIS has no interface with Mobile Network Operators (MNOs) to support automated
payments to mobile accounts because of limited transactions amount allowed for mobile accounts.
However, decentralized entities can open mobile accounts, and manage the transactions on those
accounts in Smart IFMIS. Those accounts serve the purpose of petty cash accounts for those entities,
and this was done as a way to avoid exchange of cash during COVID-19. The replenishment of these
accounts can be done by entities via the commercial banks which are integrated with MNOs.
• Q (Pike Pike Aye) to Rwanda: Thanks for the presentation for Rwanda. How is the internal and external
auditing process in FMIS? Does it work effectively?
A > The MoF has an Internal Audit unit. External audit is performed by the Auditor General. Currently,
there is no audit module in IFMIS. Auditors are using another system called TeamMate. However, due
16to the licensing cost of the TeamMate, the IFMIS team is developing a new audit module that is
expected to support the Government Internal audit needs and reduce the cost.
• Q (Michael Ojo) to Rwanda: Can you please share how you were able to deploy country wide at the
face of resistance from users?
A > Due to political will in the Government of Rwanda, there is no issue of users’ resistance. The rapid
deployment of IFMIS was the result of collaborative efforts between different government
institutions, with Ministry of Finance as the coordinator. In case of deploying IFMIS to local
government entities, the instruction was being channelled via the Ministry in charge of Local
Government, with ministerial order signed by the Minister of local government. The same was done
for health and education sectors, where Ministry of Finance was responsible for the implementation
and deployment of IFMIS, however the instruction and supervision done by Ministry of Health and
Ministry of Education respectively.
• Q (Sam) to Rwanda: SMART IFMIS in Rwanda is indeed a smart innovation. In your presentation, you
mention that there is revenue module and that coverage includes Agencies. However, we are aware
that some of the revenue generating agencies including WASAC and EDCL, there are stand-alone
systems managing the commercial side of their business. Are there plans to integrate these systems
into Smart IFMIS?
A > Smart IFMIS is used by public institutions that adopted the GFS 2014 based chart of accounts,
while public enterprises like WASAC and EDCL, that have commercial business nature, use the IFRS,
which is supported by commercial financial systems like Oracle or SAP. There is no short-term plan to
integrate these institutions into IFMIS, however it will all depend on government dynamics in policies
and regulations on how well PFM systems must be implemented.
• Q (Owusu M. Agyei) to Rwanda: How are donor funds being accounted for in the system; from receipts
through to financial reporting to Donors? Does the system allow for full accountability and generation
of financial reports required by donors? All ongoing donor-funded projects in Rwanda fully using the
system?
A > The Rwanda IFMIS is a multitenant system, with a chart of accounts composed of five segments.
The first segment is the administrative segment that hierarchically classifies entities and projects from
Ministry up to the lowest level revenue collection centre or spending unit like project named Revenue
Cost Centres (RCC). Donor funded projects are created as RCCs. Except during planning, where these
RCCs embed their plans in the overall institution plan in collaboration with other RCCs under the same
budget agencies, for budgeting, payments, revenue collection and accounting, the IFMIS treat them
as self-autonomous accounting entities, which allows them to financially report separately to donors
and report also to the government by consolidating them in the budget agencies they are affiliated to.
Not all donors’ funded projects are in IFMIS. We have around 80% of the projects, and the rollout is
still in progress.
• Q (Gilmar Verissimo) to Rwanda: Thanks for the presentation! Regarding the architecture governance
for the Rwandan IFMIS is it custom made or does it follow any international standard or
recommendation.
A > Rwanda IFMIS follow some international standards where they exist, like World Bank & IMF
recommendations, GFS 2014, IPSAS accrual accounting, etc. However, due to the country specific
political dynamics, the system is designed to meet both government and international stakeholder
reporting needs. However, to avoid any deviation from standards, every two years a quality assurance
is conducted by international firms like PwC, KPMG or E&Y, to set the standards of features that must
be developed for the next two years to meet government standards and international standards.
• Q (Dário Fortes) to Rwanda: Thank you Mr. Placide from Rwanda, for your presentation. Are the debit
cards used by government officials linked to the Treasury Single Account ? How is it done?
A > The Treasury is working with a commercial bank (Ecobank in Rwanda). The debit cards are issued
by the Ecobank for government officials. This is an account of the Treasury, which is linked to the
17Treasury Single Account implemented through the Central Bank. Once the money has been sent to
the beneficiary account in Ecobank, it is considered as an expense in the IFMIS. After this transfer, it
is not attached to the TSA.
• Q (Ahé) to Angola and Rwanda: Bonjour à tous. SmartIFMIS a été dévéloppé par le Ministère des
Finances, par un prestataire local ou par une agence gouvernementale? La question est également
adressée à M. Joel Gomez (Angola).
Good morning all. Smart IFMIS was developed by the Ministry of Finance, by a local service provider or
by a government agency? The question is also addressed to Mr. Joel Gomez (Angola).
A > Angola: Most agencies have network service providers for providing access to their data centers.
The FMIS was developed by the MoF IT Department with support from consultants, to ensure that the
system fully supports the country-specific needs.
Rwanda: Smart IFMIS was developed by the MoF’s technical experts with support from the local
developers.
• Q (Erica P Harris) to all presenters: (1) Apart from extending timelines, what is one other major change
that was prompted by the pandemic? (2) Regarding compliance challenges: what has been the
effectiveness of implementing policies? Are there any associated challenges with policy development
or implementation?
A > Philippines: (1) Coordination issues for rollout and change management for the new normal were
major changes encountered as prompted by the pandemic. (2) Since BTMS is a COTS, there were issues
on the re-engineering of existing manual processes in the Philippine government. The existing
Philippine guidelines, rules and regulations on public financial management were based on manual
processes, hence, there is the need for these standards and criteria to also evolve to incorporate re-
engineered, automated and digital transactions as well as consider the inclusion of new internal
controls in the use of information technology in processing.
• Q (Amadou Diarra) to all presenters: Quel est le cout estimatif de votre système intégré?
What is the estimated cost of your integrated system?
A > Philippines: The total cost of ownership amounts to around 32 million dollars.
• Q (Jacinto Muchine) to all presenters: What lessons can the presenting countries share in order to
effectively move from input to performance-based budgeting?
A > Philippines: In the case of the Philippines, the implementation of performance-informed
budgeting sharpened the focus on the performance information framework of the budget by
introducing progressively more strategic information on the targets and outcomes and outputs of the
agency strategies or programs and projects, into the General Appropriations Act (GAA), contributing
to the ability to better “link resources to results”.
• Q (Fatiha Loucif Seiad) to all presenters: (1) What is the cost of the solution BTMS and dBrain? (2) What
is the duration of implementation? (3) Does the solution support the budget preparation?
A > Philippines: (1) The total cost of the BTMS (development, licenses and support and maintenance)
amounts to around 32 million dollars. (2) The BTMS development was from 2015-2020; rollout to
national government agencies is still ongoing. (3) The BTMS is not yet linked with budget preparation
but has linkages to the budget controls approved upon enactment of the budget law. This is
administered under the BTMS Budget Management Module.
• Q (Mehdi El Batti) to all presenters: What’s the yearly maintenance cost?
A > Philippines: The annual BTMS product support and maintenance amounts to 20% of the license
costs.
• Q (Kedir Ali) to all presenters: What is your Service Bus, API, interfacing concept?
18A > Philippines: The Philippines has currently no service bus for the BTMS / IFMIS but said initiatives
are being aligned with the strategic e-governance roadmap of the Philippine Department of
Information and Communication Technology (DICT). The BTMS interfacing strategy is through opening
or exposing web services with systems.
Next steps
Mr. Dener stated that the virtual workshop participants are grateful to the excellent presentations and
useful Q&A session. Also, sincere thanks to the participants for their engagement, questions, and
comments.
The presentations (pdf) are posted under the “KPFIS-AfDB-WB IFMIS CBP Workshop May 2021” folder of
the Shared Documents section, together with the video recording files (mp4). The video recording links
are also visible above.
19Annex 4.1 - List of participants (May 11, 2021)
# Title Name Position / Organization Location
1 Ms. Fatiha Loucif Seiad Sous-Directrice, Direction Générale du Budget, MF Algeria
2 Ms. Fazzia Makhlouf Sous-Directrice, Dir Gén de la Comp, Dir IT Sys & NW, MF Algeria
3 Mr. Khaldi Noureddine Directeur Général, Direction Générale des Douanes, MF Algeria
4 Mr. Mohamed Reda Benmeradi Directeur, Dir Gén des Relat Econ et Fin Extérieures, MF Algeria
5 Ms. Ouahiba Moussa Sous-Directrice, Dir Gén de la Comp, Dir IT Sys & NW, MF Algeria
6 Ms. Wassila Ennouar Chef de Bur, Fis de la Con, Dir Gén de la Pré & des Pol, MF Algeria
7 Mr. Almeida Fernandes Technical Studies and International Relations Office, MoF Angola
8 Ms. Carla Verissimo Rebelo IT Analyst, Ministry of Finance Angola
9 Ms. Esperanca Bumba Account Technician at BFD Consultoria Angola
10 Ms. Gertrudes Bastos Department of Economic and Financial Studies, MoF Angola
11 Mr. Gilmar Verissimo Senior Information Technology System Engineer, MoF Angola
12 Mr. Hélder Felix Senior Internal Auditor in Public Sector Angola
13 Mr. Helder Wembe Second Technician, MoF Angola
14 Ms. Indira Maiato Director of the Office of Studies, Planning & MAT Stats Angola
15 Ms. Isabel P. Muhongo da Silva Técnica de Estátistica, Ministério das Finanças Angola
16 Ms. Isamara Santos Second Technician, MoF Angola
17 Ms. Jexca Valéria Mandongo Técnica, Ministério das Finanças Angola
18 Mr. João Lusanga Software Manager, Catholic University of Angola Angola
19 Mr. Joel Gomes Deputy IT Director, SETIC-FP, MoF Angola
20 Mr. Lusanga Miakongo Ministry of Finance Angola
21 Ms. Teresa Castro Analyst of Economics at Ministry of Finance Angola
22 Ms. Yelena Slizhevskaya Consultant, WBG Belarus
23 Ms. Karma Yangkee Chief ICT Officer, ICT Division, Ministry of Finance Bhutan
24 Mr. Kezang Jamtsho Senior Accounts Officer, Dept of Public Accounts, MoF Bhutan
25 Mr. Kuenga Lhundrup Acting Chief ICT Officer, ICT Division, MoF Bhutan
26 Ms. Kinzang Norbu Deputy Chief Finance Officer, Dept of Public Accts, MoF Bhutan
27 Mr. Pema Ngawang Chief Finance Officer, Department of Public Accounts, MoF Bhutan
28 Mr. Phuntsho Wangdi Chief Budget Officer, Department of National Budget, MoF Bhutan
29 Mr. Sonam Tobgyel Chief Accounts Officer, Dept of Public Accounts, MoF Bhutan
30 Mr. Antonio Seco Consultor, BID / Jupiter Brazil
31 Mr. Roberto Garcez Consultant/Adv, Roberto Cartaxo Garcez Consultoria Ltda Brazil
32 Mr. Fatoumata Toure Chargé de Gestion Financière, AfDB/BAD Burkina Faso
33 Mr. Douglas Hadden Executive VP Strategy & Innovation, FreeBalance Canada
34 Mr. Paul Viet-Minh Nguyen Consultant/Digital Development Specialist, WBG Central African Rep.
35 Mr. Mamadou Lamarane Deme Senior Financial Management Specialist, WBG Congo, Dem. Rep.
36 Mr. Vurce-Asene Lossombot Principal Financial Management Specialist, AfDB Congo, Dem. Rep.
37 Ms. Cécilia Cortese Technical Advisor to the Prime Min in charge of Eco & Fin Côte d’Ivoire
38 Mr. Eshetu Yimer Legesse Manager, Financial Management Operations Team 4, AfDB Côte d’Ivoire
39 Mr. Frank Mvula Director, Fiduciary & Inspections Dept, AfDB Côte d’Ivoire
40 Ms. Olivia Adjibi Team Assistant, AfDB Côte d’Ivoire
41 Mr. Owusu Mensah Agyei Chief Financial Management Policy Officer, AfDB Côte d’Ivoire
42 Mr. Sekou Keita Manager, Financial Management Operations Team 2, AfDB Côte d’Ivoire
43 Mr. Philip Doghle Principal Financial Management Officer, AfDB Côte d’Ivoire
44 Mr. Kedir Ali Adem IFMIS Team Leader, Min of Finance and Economic Dev Ethiopia
45 Mr. Melaku Tadesse Senior FM Officer, AfDB Ethiopia
46 Mr. Workenh Eshatuu Sime Consultant Ethiopia
47 Mr. Nicolas Botton Directeur IDEA Europe, IDEA-International France
48 Mr. Alfred K. Essel Senior Auditor, NW Admin, IT Unit, Ghana Audit Service Ghana
49 Mr. Emmanuel Kevin Vanderpuye Assistant Director, Ghana Audit Service Ghana
50 Ms. Arushi Sood E T Consultant, WBG India
51 Mr. Ashmeet Singh Consultant, WBG India
52 Ms. Bitopi Sharma Software Developer, Dir of Treasuries & Accts, Guwahati India
53 Mr. Krishna Sankaranarayanan Senior Financial Management Specialist, WBG India
20# Title Name Position / Organization Location
54 Ms. Shirly Priscilla Manager, Public Finance Practice, PwC India
55 Mr. Tanuj Mathur Senior Financial Management Specialist, WBG India
56 Mr. Saikat Sutradhar Finance & Accounts Officer India, Assam State
57 Mr. Sandeep Gogoi Senior Software Developer at ASPIRE India, Assam State
58 Mr. Tamojyoti Bose Assist Sys Admin, Dir of Acct & Treasuries, Gov of Assam India, Assam State
59 Mr. Ahmad Taufik Central & Reg Finance Analyst, DG Reg Fin (P2KD), MoHA Indonesia
60 Mr. Anwar Musadat Directorate General of Regional Finance, MoHA Indonesia
61 Ms. Noriko Toyoda Senior Governance Specialist, WBG Indonesia
62 Ms. Erica P. Harris IT Strategy Unit, Public Exp Policy Coord Div, MoFP Jamaica
63 Mr. Dauren Yegemberdiyev Chief Expert of Analy & Eval Div, State Treasury Com, MoF Kazakhstan
64 Mr. Tengiz Chikanayev Head of Analy, Eval & Risks Div, State Treasury Com, MoF Kazakhstan
65 Ms. Claire Sophie Marie Davanne Consultant, WBG Kenya
66 Mr. Ian Onyango Assistant Manager - Cloud Infrastructure at I&M Bank Ltd Kenya
67 Mr. Sebefoly Fani Senior Financial Management Officer, AfDB Kenya
68 Ms. Elnura Sarieva Coordinator ORP, Ministry of Finance Kyrgyz Republic
69 Ms. Pathoumthip Khounthalyvong Technical Staff, National Treasury, MoF Lao P.D.R.
70 Mr. Viengsone Phetsynouan Deputy Director of Division, National Treasury, MoF Lao P.D.R.
71 Mr. Botseba Daniel Sesinyi Senior ICT Support Officer, IFMIS Team, MoF Lesotho
72 Ms. Relebohile Ralitsie Assistant Application Support Officer, IFMIS, MoFDP Lesotho
73 Mr. Benjamin Wilson Lead FM Officer, IFMIS, PFM Project, MoFDP Liberia
74 Mr. Spencer A. Weah Senior Financial Management Officer, IFMIS Lead, MoFDP Liberia
75 Mr. Vee-Musa Fofana PFMRCU Coordinator, Reforms Coordination Unit, MoFDP Liberia
76 Mr. Patrick Machika SDD -IT, AGD, Min of Finance, Economic Planning & Dev Malawi
77 Mr. Abdoul Karim Magassouba Head of Research & Engineering Div, CAISFF, MoF Mali
78 Mr. Amadou Diarra PIM Division Head, Ministry of Finance Mali
79 Mr. Bilali Konate General Directorate of Public Debt, MoF Mali
80 Mr. Elly Prosper Arama Executive Director, Public Debt, Min of Econ and Finance Mali
81 Mr. Mohamed Aliou Diallo Senior Financial Management Officer, AfDB Mali
82 Mr. Mohamed Coulibaly Head of the IT Center, General Dir of Public Debt, MoF Mali
83 Mr. Seydou Djimde Head of Studies Div, Pub Fin Reform Support Unit, MoEF Mali
84 Mr. Mamadou Cisse IT Analyst, WBG Mauritania
85 Mr. Yezid Khatry Adviser to the Minister, MoF Mauritania
86 Ms. Ina Gorea Head of Section, Minisry of Finance Moldova
87 Mr. Sharkhuu Oyunbaatar IT Consultant, MoF Mongolia
88 Mr. Abdessamad Kasimi General Treasury, Ministry of Finance Morocco
89 Mr. Aziz Bouazzaoui Director of Resources a& Info System, Gen Treasury, MoF Morocco
90 Mr. Farid Radah Civil Servant, Ministry of Finance Morocco
91 Mr. Mohamed E. A. Seghrouchni Head of IT Division, General Treasury, MoF Morocco
92 Mr. Dário Fortes Director of Information Systems Dev, CEDSIF, MoF Mozambique
93 Mr. Jacinto Muchine Director Geral Adjunto, CEDSIF, MoF Mozambique
94 Mr. João Alguineiro Head of Project Management Office, CEDSIF Mozambique
95 Mr. Nilza Rafael Directora do SOM at CEDSIF, MoF Mozambique
96 Ms. Pike Pike Aye Public Sector Management Specialist, WBG Myanmar
97 Mr. Gorakh Bahadur Shahi PEFA Secretariat, IFMIS Team, DFCG, FCGO, MoF Nepal
98 Mr. Raj Kumar Shrestha Officer, PEFA Secretariat, MoF Nepal
99 Mr. Aboubacar Ahé Directeur Informatique, MoF / Dir de l'Info Financière Niger
100 Ms. Helen Okeke Operations Analyst, WBG Nigeria
101 Mr. Joe Cosma Advisory Sector Leader - Gov & Infra, Ernst & Young Nigeria
102 Mr. Adamu Idris Kabo SIFMIS Coordinator, Kano SLOGOR, Nigeria Nigeria, Kano State
103 Mr. Mustapha Muhammad Sadi System Administrator, SLOGOR, Kano State Nigeria, Kano State
104 Mr. Michael Ojo SIFMIS Project Team Member, Ondo State Nigeria, Ondo State
105 Mr. Akmal Minallah Sr. Financial Management Specialist, WBG Pakistan
106 Mr. Joyce Banzuela Management Consultant, Dev Finance International, Inc. Philippines
107 Mr. Seok Yong ("SY") Yoon Public Mgmt Specialist, Public Mgm, Gov & Part Div, ADB Philippines
108 Ms. Sheryll Grace Aromin IT Officer III, Prj Coord & Quality Assur Div Chief, DBM Philippines
21# Title Name Position / Organization Location
109 Ms. Soledad González VP for Latin America, Quidgest Portugal
110 Mr. Chang-Wan Ahn Head of Middleware Operations, dBrain, KPFIS Republic of Korea
111 Mr. Cheol Hyun Kim General Manager, Technical Support Division, KPFIS Republic of Korea
112 Ms. Han Wool Oh Associate, KPFIS Republic of Korea
113 Mr. Hoon Sahib Soh Country Manager, WBG Republic of Korea
114 Mr. Jae Hoon Kim President, KPFIS Republic of Korea
115 Ms. Joanne Kim Interpreter (English), KPFIS Republic of Korea
116 Mr. Kang Seok Le Manager, Technical Support Division, KPFIS Republic of Korea
117 Mr. Ki Young Lee Manager, KPFIS Republic of Korea
118 Ms. Rena Pyoun Interpreter (French), KPFIS Republic of Korea
119 Ms. Sarah Park Interpreter (French), KPFIS Republic of Korea
120 Ms. Seunghee Kang Interpreter (English), KPFIS Republic of Korea
121 Mr. Rostislav Suharev Business Analyst, Key Systems Ltd., Cheboksary Russian Federation
122 Mr. Jean Rurangirwa Coordinator of IFMIS, MoFEP Rwanda
123 Mr. Placide Mukwende IFMIS Project Coord, Min of Fin and Econ Planning Rwanda
124 Mr. Lassana Sako Consultant, Trade & Logistics Dyn 365 FO, Dynaminqs Senegal
125 Mr. Samba Cor Diop Spécialiste en Gestion Fin - Sénégal Cap-Vert, AfDB Senegal
126 Mr. Adam Abdulkadir Adam Director, Somalia Financial Mgmt Info System, MoF, FGS Somalia
127 Ms. Anab Sabriye Consultant (Accounting & FM), Office of Acct Gen, FGS Somalia
128 Ms. Jenny Sinclair Budget Advisor, PREMIS Somalia
129 Mr. Omar Salaad Hassan Head of Accounting, BRA, Benadir Region Somalia
130 Mr. Alain Nna Ebono Chief Regional Fin Mgmt Coord (West Africa Region), AfDB South Africa
131 Ms. Amanda Haggett-Haagner Dep Director (HRMIS-IFMS), Dept of Pub Serv & Adm South Africa
132 Mr. Devinder Goyal Chief Regional Financial Management Coordinator, AfDB South Africa
133 Mr. Marius Klue Office of the Accountant-General, National Treasury South Africa
134 Ms. Amra Srdanović Regional PFM Adviser, IMF AFRITAC East Tanzania
135 Mr. Nitesh Parmar Manager - Software Dev / Solutions Architect, SoftTech Tanzania
136 Ms. Rosemary Sway Project Manager, IFMIS, SoftTech Tanzania
137 Mr. Mamadou S. Traore Principal IT Service Management & Delivery Officer, AfDB Tunisia
138 Mr. Mehdi El Batti Public Sector Specialist , WBG Tunisia
139 Mr. Tetie Bakayoko Financial Management Specialist, AfDB U.S.A.
140 Mr. David Muthusi Mutuku Principal Financial Management Officer, AfDB Uganda
141 Mr. Basel Al Bishtawi SFMIS Specialist, PFM U.A.E.
142 Mr. Đỗ Quang Huy IT Specialist, Vietnam State Treasury Vietnam
143 Mr. Phạm Thi Tú Technical Specialist, State Treasury of Vietnam Vietnam
144 Mr. Phuong Bui The Director, IT Department, TABMIS Impl Unit, MoF Vietnam
145 Ms. Vu Thanh Huyen Director, TABMIS Implementation Unit, MoF Vietnam
146 Mr. Cem Dener Lead Governance Specialist, WBG Washington, DC
147 Ms. Elena Nikulina Senior Operations Officer, WBG Washington, DC
148 Mr. Mark Volk Knowledge Management Associate, WBG Washington, DC
149 Mr. Young-Seok Kim Senior Governance Specialist, WBG Washington, DC
150 Ms. Patricia Palale Makwebo Senior Financial Management Operations Officer, AfDB Zambia
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