Value of Information Management in Performance Improvement

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Value of Information Management in

Performance Improvement

Terry Ramabulana

August 2015

© 2009 Grant Thornton. All rights reserved. 2© 2013 Grant Thornton South Africa. All rights reserved.

Our African Network

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Implementing Effective Information Management Strategies

• The Auditor General (AG) responsibility is to express an audit opinion based on

performance outcomes against pre-determined objectives.

• The audit findings as per the (AG) report are the responsibility of Management.

• Management has to consider AG findings and recommendations for the purpose

of improving performance of their operations.

• Management is entrusted to improve processes, systems, data integrity,

procedures and controls in order to have a unqualified report.

The question is whether adopting and implementing Information

Management strategies can resolve Auditor General audit findings



Model Risk Governance Framework


Management has to determine:

What the current Information Management Strategies and Tools are applied are to

resolve Audit Findings in respect of Governance Risk and Compliance (GRC)?

What the key GRC considerations are in deploying Information Management

Strategies?

How well is Data Managed (DM); in support of the overall Information Management

process and performance Improvement initiatives in their organisations?

The levels of Information Management (IM) and Performance Management (PM)

Is there a correlation between IM and PM maturity

levels

So what then ?



• Strategy Planning

• Budgeting and Implementation Planning

• Implementation

• Reporting (In-year and annual reporting)

• Monitoring & continuous Improvement

User Account Management

IT Security Management

LegislativeCompliance

requirements

RevenueEnhancement

Management of

information

• Asset Register• GRAP• Reports

InterfacingOf revenueManagement systems

• Process Management

• Data Management• Systems integration

Performance Management Process

IT Improvement Areas

Key IM Strategy Consideration

Program Change

ManagementIT Governance

Facilities &

EnvironmentalControls

Data Centre Management

IT ServiceContinuity

Key Risk Factors

• Procurementprocesses

• IT Controls• Human Resource

Management• Projects Delivery• In accurate

financial reporting• Revenue losses

Local Government I M tools

Local Government IM maturity level

• Billing systems• Land management systems• Valuation systems• Records management

systems• Document management

systems• IDP Management systems• Project management

systems• Business Intelligence

systems

Local Government Performance Improvement


KPI’s are were not relevant and measurable

Indicators/measures not verifiable (not possible to validate the

process and system that produce the indicator)

KPI’s reported on in all PM reports were not the same

Lack of monitoring and review of the recording of actual

achievements by senior management

Lack of standard operating procedures of the recording of actual

achievement

No monthly reporting to Portfolio Committees on Departmental plans

Audits of actual performance not taking place, especially Top Layer

Performance committees not established and meeting to analyse

performance reports and audits of performance by internal audit

AUDIT OUTCOMES


Sufficient reasons for non-performance and

corrective measures are not indicated on the PM

system and annual reports

Measures taken to improve performance not

supported by adequate and reliable corroborating

evidence

The annual performance report are not on time for

audit purposes

AUDIT OUTCOMES


What are the main

Business Needs leading to:

Performance Improvement


• Compliance management

Identify the necessary internal measures (controls)

to ensure compliance, establish a regular schedule

to assess effectiveness and report to the

respective authorities about status and findings.

• Risk management

Define the right controls to mitigate risks and install

effective measures to reduce their consequences if

they occur. Use heat maps and bow tie

methodology to visualize and analyze risk status

Business Needs


• Policy management

Improve corporate governance by understanding

the full life cycle of a policy, from creation and

release to the assessment of its effectiveness.

Communicate important policies to employees.

• Audit management

Analyze and assess quality as well as other

performance areas. Usually this includes

scheduling audit-related tasks, managing

paperwork, organizing findings and reporting

results

Business Needs


• Process Transformationenables you to:

• Establish effective Business Process Management (BPM)

• Assure consistent business-driven processes that reduce costs

• Increase process performance, transparency and agility—within and

beyond organizational boundaries

• Collaborate across stakeholders to build the best processes

• Analyze and optimize processes throughout their life cycle, from

strategy definition to monitoring process execution

Business Needs


Make processes visible to ensure compliance

How to get PEOPLE involved in BUSINESS

PROCESSES?

• Provide only the INFORMATION they need to understand their process

• VISUALISE information in many different ways

• Information AUTOMATICALLY rendered based on one diagram design


• Software AG's ARIS Governance, Risk &

Compliance Platform enables agencies to

confidently meet internal and external legal

requirements and standards while efficiently

managing risks

Business Modeling and IT Management


• By leveraging Software AG products such as

Alfabet and ARIS, government organizations can

manage complexity and minimize stove-pipes as

they build and maintain IT infrastructure assets

Business Modeling and IT Management


What do I need to define?

KPIs

Organisation

Risk

Data

Applications

Process

Strategy

Policies


Definition in ARIS

Central source for all enterprise analysis knowledge and design efforts

ARIS

Repository


Summary of ARIS Capabilities

– Define Standard Operating Procedures; Reduce Audit findings

– Workforce Planning & Management; Identification of human resources required by the

Organisation and optimise for improved productivity

– Improve efficiency of Processes; SCM – identification of bottlenecks

– Effective Governance Practices; Adherence to the Legislative Requirements &

Identification of non-compliance

– Linking Processes to Policies

– Risk Register

– Implementation of Individual Balanced Score Card

– Organisational Performance Management System

– Be an efficient Organisation; Establish Maturity Level 3 Baseline & Aligning Processes to

CMMI

– Eradicate Silo Mentality; Single view of the Organisation


• IT integration— managing and connecting disparate systems,

including legacy and mainframe systems, and moving data in and out of

financial/ERP systems

• Data growth—managing and accessing explosive volumes of data and

accelerating the processing and analysis of big data

• Visibility—into data across business processes at multi-levels, intra-

and inter-agency and across the supply chain

• Supply chain management—identifying disruptions within the complex

federal supply chain

• Process optimization—modeling, analyzing and re-engineering

business processes across disconnected systems

• Governance—managing the proliferation of services in an SOA

Solutions

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POWERINGThe Software AG Mission

DIGITAL GOVERNMENT


Applications

Processes &Integration

BusinessModel

The missing layer: Process Management and

Standard Integration


Unique layers in required flexibility and speed

Agility

Layer

Applications

Processes &Integration

BusinessModel


Analytics Process Integration Data Managment

Process logic (BPM)

Apply forLand

Sell LandBuilding

PlanService the

LandIndigent

Management

ProcessIntelligence

ESB (Integration logic)

Software AG’s Model for Digital Government

CRM

Newservices

Document Management


Integrated Performance Management

Excellence

Government to Government Gateway

Govern

ment

to G

overn

ment

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SAR

S

CIP

C

Banks

Other

Institutions


Then……..

How…….

When……..


Simplicity

We develop our community by developing our staff

Align with Organisational strategy and promote good

performance

We appoint good people and therefore expect good

performance

Each staff member takes ownership of own career

PMS PRINCIPLES

http://www.123rf.com/photo_404406.html



Implementable

Transparency and accountable

Effective and Efficient

Public participation

Integration with organisation processes

Objectivity

Reliability

PMS PRINCIPLES



© 2009 Grant Thornton. All rights reserved.© 2015 Grant Thornton South Africa. All rights reserved.

© 2009 Grant Thornton. All rights reserved. 32© 2015 Grant Thornton South Africa. All rights reserved.






Questions


Government & Nonprofit

Value of Information Management in Performance Improvement