strategies for performance alignment in the goc
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Presentation to Infonex conference on Public Sector Performance Management - Sept 2013 (Ottawa)TRANSCRIPT
Public Sector Performance Management
Ottawa – Sept 24, 2013
Strategies for
Performance Alignment
Mike Haley, Performance Alignment Practice Lead
2 Public Sector Performance Management – Ottawa – Sept 24, 2013 2
Presentation Overview
• Public Sector Driving Forces for Performance Alignment
• Aligning Business Management Perspectives
• Planning, Risk, Project & Resource Management
• Links to Efficiency Management
• Role & Value of Performance Technology
• Key Strategies for Performance Alignment – “The Three A’s”
• Case Studies in Performance Alignment
• Fisheries & Oceans Canada
• Health Canada
3 Public Sector Performance Management – Ottawa – Sept 24, 2013 3
Insightful Quotes on Performance….
“However beautiful the strategy, you should
occasionally look at the results.”
“Men occasionally stumble over
the truth, but most of them pick
themselves up and hurry off as if
nothing had happened.”
Sir Winston Churchill
1874-1965
4 Public Sector Performance Management – Ottawa – Sept 24, 2013 4
From Performance Measurement to Performance Alignment
…the adoption of practices and tools by
_which an organization establishes
__strategic and operational plans and then
___executes and adjusts these plans using
____performance measurement data.
Management
...the use of performance management techniques
__for coordinating the activities and resources
___necessary to ensure all aspects of business
____management (i.e. planning, risk management
_____and project management) are integrated. Alignment
…the definition & collection of data
_used by organizations to track
__progress against stated goals,
___objectives and intended results.
Measurement
Organizational
Performance
Maturity
5 Public Sector Performance Management – Ottawa – Sept 24, 2013 5
Clerk’s Priorities for 2013 & Beyond
1. A FOCUS ON PERFORMANCE AND
PRODUCTIVITY
“The bottom line is that the work of every employee
counts, so we must create the conditions that
empower all public servants to give their best”
2. EMBRACING ENTERPRISE APPROACHES
“by working collaboratively across our
organizations and reducing duplication of effort,
streamlining our processes, taking advantage of
new technologies, we will improve our services,
increase our productivity, and reduce costs.”
3. WORKING TOGETHER FOR BETTER
OUTCOMES
“We achieve the best outcomes for citizens when
we work collaboratively across our organizations
and beyond.”
5
6 Public Sector Performance Management – Ottawa – Sept 24, 2013 6
• Effective and efficient business processes
that draw on collective expertise to achieve
economies of scale in areas of common interest
across the Public Service while maintaining high
standards of quality, accessibility and equity of
services to Canadians.
• Flexible funding arrangements and
enterprise-wide systems to simplify pooling of
resources and ensure teamwork between
departments and programs.
• Regular review of programs and services to
help the Government determine whether they
are still required and whether adjustments are
needed to ensure that they are effective,
efficient and focused on the needs of
Canadians.
6
Blueprint 2020 – Living the Vision – Whole-of Government
7 Public Sector Performance Management – Ottawa – Sept 24, 2013 7
• Affordable, e-enabled and seamless services
providing for “tell us once” information
gathering, thereby enhancing self-service and
customized services.
• A single, standardized technological
infrastructure with supporting applications and
systems to reduce the costs of basic IT services,
and to make it easier to use the wealth of data
available from new sources in developing
evidence-based analysis and innovative
solutions.
• Interoperable systems to ensure timely access
to information and management data needed
to support trend analysis and scenario-
building.
7
Blueprint 2020 – Living the Vision – Smart Use of Technology
8 Public Sector Performance Management – Ottawa – Sept 24, 2013 8
• Agile individuals and organizations with
modern workplaces that support teamwork and a
range of employment and mobility models
helping people to work where and when needed
while recognizing the value of specialists in key
domains.
• Adept Public Service managers and leaders
welcoming ideas and perspectives, fostering
high levels of engagement, performance and
productivity, developing employees, and creating
opportunities to keep learning and growing that will
help people achieve their best in all their
endeavours.
• Modern, flexible working methods that mobilize
expertise and that unleash creativity and
productivity in a supportive environment, to meet
and exceed performance expectations without
compromising personal lives or health outcomes.
8
Blueprint 2020 – Living the Vision – High Performance
9 Public Sector Performance Management – Ottawa – Sept 24, 2013 9
Expected Benefits for Performance Management
Delivering Public Service for the Future: Navigating the Shifts
Accenture study (2012)
10 Public Sector Performance Management – Ottawa – Sept 24, 2013 10
• Senior Management & Employee Engagement
• Involvement in Development Process
• Clearly Defined Expectations
• Improved Change Management Capacity
• Enhanced Decision Making Capacity
• Results Against Expectations
• Resource Requirements (i.e. Value for Money or “Efficiency & Economy”)
• Support for Strategic Reviews
• Reduced Time & Effort on Planning, Reporting & Evaluation
• Departmental Reporting – RPP/DPR, PMF, Horizontal Initiatives
• Consistent Approach Across Department (“Economies of Scale”)
• Evaluations (“Built In” by design)
• Improved Compliance with Central Agency Requirements
• TBS Policies & Directives
• MAF Ratings & Action Plans
• OAG Findings / Recommendations / Action Plans
Drives an Organizational Performance Culture Shift!
Value Proposition for Performance Alignment
11 Public Sector Performance Management – Ottawa – Sept 24, 2013 11
Cause (Outputs)
Effect (Outcomes)
Line of Sight
The Logic Model as a Performance Plan A Foundation for Performance Alignment
Departmental
Business or
Program
Plan
Strategic
Outcome
Strategic
Outcome
Performance Plan (Logic model)
Intermediate
Outcome
Intermediate
Outcome
Intermediate
Outcome
Immediate
Outcome
Immediate
Outcome
Immediate
Outcome
Output
Output
Output
Accountability
Planning (Business Structure)
Regions
Directorates
Cross Functional
Teams Branches
Units
Departmental
Business or
Program
Structure
Performance
Indicators
Performance
Indicators Performance
Indicators
Performance
Indicators
Performance
Indicators
Performance
Indicators
Performance
Indicators
Performance
Indicators
Performance
Indicators
Performance
Indicators
Performance
Indicators
12 Public Sector Performance Management – Ottawa – Sept 24, 2013 12
Introduction
1. Program Profile
1.1 Need for the program
1.2 Alignment with government priorities
1.3 Target population(s)
1.4 Stakeholders
1.5 Governance
1.6 Resources
2. Logic Model
2.1 Logic model
2.2 Narrative
3. PM Strategy Framework
3.1 PM Strategy Framework
3.2 Accountabilities and reporting
4. Evaluation Strategy
4.1 Requirements, timelines and responsibilities
4.2 Draft evaluation framework and data requirements
Performance Alignment within the Evaluation Function
A Guide to Developing Performance Measurement Strategies (Sept 2010)
Key Components of a Performance Measurement Strategy
Inputs Immediate
Outcomes Activities Outputs
Intermediate
Outcomes
Ultimate
Outcomes
Organization
and position
responsible for
data collection
Frequency
Data
management
system
Date to
achieve
target
Indicator Baseline Data
Source Target
Re
leva
nc
e
Pe
rfo
rma
nc
e
Eff
icie
ncy &
Eff
ec
tive
ne
ss
13 Public Sector Performance Management – Ottawa – Sept 24, 2013
Senior Management
Program Alignment
Architecture (PAA)
Departmental
Priorities
Corporate
Risk Profile
Enhanced Integrated Business Planning
Logic Models
Inputs (Resources) > Activities > Outputs
Program/Functional
Business Plans
Corporate
Business Plan
Employee
Performance
Appraisals
Process Output
External Requirement
EX Performance
Management
Agreements (PMA)
RPP / DPR
Operational
Work Plans
Evaluation
Program/Functional
PM Strategies
Logic Models
(Inputs > Outcomes) Logic Models
(Outputs > Outcomes)
14 Public Sector Performance Management – Ottawa – Sept 24, 2013 14
Risk Management is . . . .
• A systematic approach to setting the best course of action for managing
uncertainty by identifying, assessing, understanding, making decisions on and
communicating risk issues
• A continuous, proactive and systematic process to understand, manage and
communicate risk from an organization-wide perspective. It is about
supporting strategic decision-making that contributes to the achievement of
an organization's overall objectives
• A risk-informed approach to management builds risk management into
existing governance and organizational structures, including business
planning, decision-making and operational processes.
What is Risk Management?
A Risk is . . . .
• A threat or opportunity that an action or event will adversely or beneficially
affect an organization’s ability to achieve its objectives
• Expressed in terms of the likelihood (probability) of occurrence and the
degree of impact (consequence) if it should occur
15 Public Sector Performance Management – Ottawa – Sept 24, 2013 15
Risk Management Alignment with the Performance Plan
Organizational
Business or
Program
Plan
Strategic
Outcome
Strategic
Outcome
Performance Plan (Logic Model)
Intermediate
Outcome
Intermediate
Outcome
Intermediate
Outcome
Immediate
Outcome
Immediate
Outcome
Immediate
Outcome
Output
Output
Output
Risk Management
Process Identify
Risk Factors
Risk Factor
Indicators
Develop
Risk Mitigation
Strategy
Risk Mitigation
Indicators
Assess &
Prioritize Risk
Risk Assessment
Indicators
Strategic/Corporate Risks
Operational/Program Risks
Corporate Risk
Profile
Program Risk
Profiles
16 Public Sector Performance Management – Ottawa – Sept 24, 2013 16
KN
OW
LE
DG
E A
RE
AS
Aligning the Project Management Perspective Elements of Project Management – PM-BOK (PMI)
Time Management Schedule
Indicators
Risk Management Risk
Indicators
Scope Management Scope
Indicators
Cost Management
Human Resources Management Resource
Indicators
Procurement Management
Quality Management Outcome
Indicators
Integration Management
Communications Management Process
Management
17 Public Sector Performance Management – Ottawa – Sept 24, 2013 17
Project Management Alignment
Departmental
Business or
Program
Plan
Strategic
Outcome
Strategic
Outcome
Performance Plan (Logic Model)
Intermediate
Outcome
Intermediate
Outcome
Intermediate
Outcome
Immediate
Outcome
Immediate
Outcome
Immediate
Outcome
Output
Output
Output
Strategic Projects
Operational Projects
Project Scope
Indicators
Project Risk
Indicators
Project Schedule
Indicators
Project Resource
Indicators
Project
Management
Process
Establish Project
Resources
Define Project
Scope
Assess Project
Risks
Develop Project
Schedule
18 Public Sector Performance Management – Ottawa – Sept 24, 2013 18
Resource Management Alignment
Resource
Management
Financial Management
Financial Indicators
Workforce Management
Workforce/HR Indicators
Asset Management
Asset Indicators
Departmental
Business or
Program
Plan
Strategic
Outcome
Strategic
Outcome
Plan Management Process
Intermediate
Outcome
Intermediate
Outcome
Intermediate
Outcome
Immediate
Outcome
Immediate
Outcome
Immediate
Outcome
Output
Output
Output
Establish Project
Resources
Project Management Process
Define Project
Scope
Assess Project
Risks
Develop Project
Schedule
Risk Management Process
What’s Missing?
Activities
19 Public Sector Performance Management – Ottawa – Sept 24, 2013 19
Activities “What we do”
Inputs “Resources we
pay for”
Outputs “What products &
services we supply”
F
ina
ncia
l E
ffe
ct
Activity, Output, &
Program Cost or
“Cost to Serve”
$$$
$$$ $$$ $$$
Activity-Based Planning via Business Process Mapping
Program/Client Demands
Site Visit Support Call Surveys
Visits Calls Surveys
Op
era
tio
na
l C
au
se
Field Team (Workforce)
Equipment (Asset)
Contractors (External)
Building (Asset)
Labour Hrs Eq. Hrs Labour Hrs
M2
Inspection Assessment
# Inspections # Assessments
20 Public Sector Performance Management – Ottawa – Sept 24, 2013 20
Benefits of Business Process Mapping
Business
Process
Mapping
OPERATIONS MANAGEMENT Resource Allocations & Work Planning Capacity Analysis Efficiency Indicators
FINANCIAL MANAGEMENT Planning & Budgeting Transfer Pricing “Value for Money”
CLIENT MANAGEMENT Service Standards Cost to Serve / Cost Recovery User Fee Pricing Strategies
STRATEGIC MANAGEMENT Program Rationalization Scenario Playing – “What-if” Shared Services
21 Public Sector Performance Management – Ottawa – Sept 24, 2013 21
Resources Ultimately Dictate
Performance Achievement
Departmental
Business or
Program
Plan
Strategic
Outcome
Strategic
Outcome
Performance
Indicators
Performance
Indicators Performance
Indicators
Performance
Indicators
Performance
Indicators
Performance
Indicators
Performance
Indicators
Performance
Indicators Efficiency
Indicators Performance
Planning (Logic model)
Intermediate
Outcome
Intermediate
Outcome
Intermediate
Outcome
Immediate
Outcome
Immediate
Outcome
Immediate
Outcome Output
Performance Targets Are Bounded
by Resources !
Linking Efficiency, Effectiveness & Performance
Resources $$$
Capacity
Activities
Output
Output
Efficiency
Indicators
Efficiency
Indicators
Business
Process Map
Efficiency
Indicators
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Evaluation Techniques for Assessing Resources
Source: TBS Evaluators’ Workshop: Scoping and Assessing Program
Resource Utilization When Evaluating Federal Programs (March 2013)
High-Level
Performance Story
Focus on
Outputs > Outcomes
Focus on
Inputs > Outputs
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Theory of Change – Linking Plans and Risks
TBS-CEE (Dec 2012)
• Unpacks/expands the logic model into
“theories” of how each step in the logic
is intended to work (i.e. the “story” of
what should “happen” in the arrows that
link boxes on a logic model)
• Theories include context, mechanisms,
assumptions and risks that might
support/hinder a step from working as
planned
24 Public Sector Performance Management – Ottawa – Sept 24, 2013 24
Activities “What we do”
Inputs “Resources we
pay for”
Outputs “What products &
services we supply”
Inspection Assessment
Resource
Consumption Rate
= Labour Hrs / Visit
F
ina
ncia
l E
ffe
ct
Activity, Output, &
Program Cost or
“Cost to Serve”
$$$
$$$ $$$ $$$
Program/Client Demands Efficiency Indicators
Capacity Capacity = 720
Actual = 504
Capacity = 4000 Actual = 3800 Utilization = 95%
Utilization = 70%
Site Visit Support Call Surveys
Visits Calls Surveys
Op
era
tio
na
l C
au
se
Field Team (Workforce)
Equipment (Asset)
Contractors (External)
Building (Asset)
Labour Hrs Eq. Hrs Labour Hrs
M2
# Inspections # Assessments
Cost per
Unit of Work
$ / Call
Cost per
Unit of Output
$ / Assessment
Cost per
Unit of Demand
$ / Client
Output
Cycle Time
= days per
Assessment
Activity
Consumption Rate
= Visits / Inspection
Activity-Based Planning via Business Process Mapping
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Technology as a Performance Alignment “Enabler”
Performance Information Enablement
Performance Understanding
Maturity
Aligned & Adaptive
A “Performance Culture”
Desired Path
Best Practice: Phased Approach
Education & Facilitation
IM/IT Software and/or Infrastructure Investment
Adapted from “The Performance Management Revolution”, Dresner, H. (2007)
Reactive but Apprehensive
Compliant but Lethargic
Evasive & Apathetic
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Dashboards Scorecarding
Purpose • Reporting & Analysis on Available Data (i.e. Graphs, Comparisons, Drill Downs, Links to Contextual Information )
• Coordinate Strategic & Business Planning , Performance Reporting & Analysis
Focus • Reactive: Historical Results • Predictive: Potential Results
Type of Data • Mainly Structured
(Quantitative)
• Structured & Unstructured
(Quantitative & Qualitative)
Advantages • Customized Reporting
• Ad-hoc Data Analysis
• Historical Differences (Trends)
• Exception Reporting (i.e. Traffic Lighting)
• Little or no training required
• Understanding Causal Relationships & Interdependencies
• Risk Analysis / Relationships
• Initiative/Project Management
• Anecdotal Evidence
• Commentaries
Challenges • Causal Relationships
• Focus on Today’s Results
• Custom Reporting
• Education & Training
Primary Use • Reporting & Data Analysis • Planning & Alignment
Key Performance Technologies – Dashboards
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Dashboard Examples
Hundreds of solutions
ranging from homegrown
web applications to MS
Office to Enterprise
Technology Vendors
28 Public Sector Performance Management – Ottawa – Sept 24, 2013 28
Using Technology to Enable Performance Alignment Dashboards
Planning Dashboard
Resource Dashboard
Project Dashboard
Risk Dashboard
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Dashboards Scorecarding
Purpose • Reporting & Analysis on Available Data (i.e. Graphs, Comparisons, Drill Downs, Links to Contextual Information )
• Coordinate Strategic & Business Planning , Performance Reporting & Analysis
Focus • Reactive: Historical Results • Predictive: Potential Results
Type of Data • Mainly Structured
(Quantitative)
• Structured & Unstructured
(Quantitative & Qualitative)
Advantages • Customized Reporting
• Ad-hoc Data Analysis
• Historical Differences (Trends)
• Exception Reporting (i.e. Traffic Lighting)
• Little or no training required
• Understanding Causal Relationships & Interdependencies
• Risk Analysis / Relationships
• Initiative/Project Management
• Anecdotal Evidence
• Commentaries
Challenges • Causal Relationships
• Focus on Today’s Results
• Custom Reporting
• Education & Training
Primary Use • Reporting & Data Analysis • Planning & Alignment
Key Performance Technologies
Dashboards vs. Scorecarding
“The Dials” “Moving the Dials” Gary Cokins, Author & Enterprise Performance Management Specialist, Analytics-Based Performance Management LLC.
30 Public Sector Performance Management – Ottawa – Sept 24, 2013 30
Using Technology to Enable Performance Alignment Scorecarding
31 Public Sector Performance Management – Ottawa – Sept 24, 2013 31
Performance Alignment “Value Chain”
Performance
Content Design &
Development Cycle
Performance
Awareness &
Decision Cycle
Performance Enablers Performance Practices
Performance
Tools • Guides
• Templates
• Training
Quality
Performance
Content & Data • Planning Alignment
• Data Models
• Data Architecture
Performance
Technology
• Planning/Collaboration
• Operational Modeling
• BI / Dashboards
• Scorecarding
Integrated
Management
Realization • Plan Performance
• Risk Performance
• Project Performance
• Resource Performance
Organizational
Engagement
• Performance Messaging
• Employee Participation
• Performance Based Decision Making
32 Public Sector Performance Management – Ottawa – Sept 24, 2013 32
1. Assess
2. Align
3. Attain
• Use a structured
methodology to
evaluate existing
“Performance Culture”
• Identify disconnects
and close gaps in
performance planning
& reporting
• Establish suitable
governance and
promote performance
capacity building
“Three A’s” for Building a Sustainable Organizational
Performance Culture
33 Public Sector Performance Management – Ottawa – Sept 24, 2013 33
• Establish a small central group responsible to lead the transition
to a performance management culture
• Establish a structured and consistent approach for reviewing and
assessing performance information requirements
• Analyze current status across multiple performance perspectives
(i.e. Plans, Risks, Projects, Resources)
• Assess current state of Performance Enablers
• Determine the desired level of maturity for end-state
• Identify gaps and/or disconnects that are/could hinder progress
• Establish milestone targets for evolution in Performance Maturity
Step 1: Assessment of Performance Maturity
Establish the Transition Plan
Implementation Environmental
Scan
Option
Analysis
Option
Development
34 Public Sector Performance Management – Ottawa – Sept 24, 2013 34
Performance Alignment Maturity Model (PAMM)
© Copyright Landmark Decisions Inc.(2013)
35 Public Sector Performance Management – Ottawa – Sept 24, 2013 35
Step 2: Align and Extend Performance Content
• Active commitment and support from senior managers
• Commence alignment of risks, projects and resource
allocation to the logic model (Performance Plan)
• Develop and implement performance tools and data
management practices
• Introduce performance technologies to facilitate access to
and reporting of performance information
• Provide baseline training and education to all employees
• Revise decision making practices and procedures to access
and utilize performance information
• Reinforce new practices / procedures and the advancement
of a performance culture change through communications
and messaging
36 Public Sector Performance Management – Ottawa – Sept 24, 2013 36
Step 3: Attain Sustainability and Continuous Improvement
• Maintain the active commitment and support from senior managers
through continual enhancements to content for decision making
• Comprehensive multi-dimensional performance monitoring and
reporting for planning, risks, projects, resources
• Implement data integration and analysis, detailed dashboards,
scorecarding, data trending, and dynamic alerts
• Develop fully costed program / process and outcome models. Link
resources to targets.
• Central coordination team evolves into a Centre of Expertise and
becomes a core Knowledge Management resource
• Ongoing communications and messaging to inculcate the
performance management culture
37 Public Sector Performance Management – Ottawa – Sept 24, 2013 37
Performance Alignment Case Study – Fisheries & Oceans
• Fiscal 10-11 – Launch of One Pass Planning (OPP) process
• Winter 2012 – Review of key issues for the development of a
Performance Information Management System
• Fall 2012 – Development of a “Performance Action Plan”
• Better alignment of P&RM and Evaluation Directorates
• Development of common performance indicator templates,
guides and training
• Winter 2013 – Proof of Concept (POC) visualizations around
an integrated planning (OPP) and performance reporting
solution – Business Intelligence Gateway (BIG)
• Fiscal 13-14 – Exploration of options to bring BIG vision to
fruition Ryan Ziegler, Manager
Performance & Risk Management
Fisheries & Oceans Canada
613.993.2155
38 Public Sector Performance Management – Ottawa – Sept 24, 2013 38
Performance Alignment Case Study – Fisheries & Oceans
39 Public Sector Performance Management – Ottawa – Sept 24, 2013 39
Performance Alignment Case Study – Fisheries & Oceans
40 Public Sector Performance Management – Ottawa – Sept 24, 2013 40
Performance Alignment Case Study – Fisheries & Oceans
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Performance Alignment Case Study – Fisheries & Oceans
42 Public Sector Performance Management – Ottawa – Sept 24, 2013 42
Performance Alignment Case Study – Fisheries & Oceans
43 Public Sector Performance Management – Ottawa – Sept 24, 2013 43
Performance Alignment Case Study – Health Canada
• Fiscal 10-11 – Launch of Integrated Planning & Performance
Reporting Solution (IPPRS) across Health Canada
• Winter 2011 – Introduction of Executive Committee (EC)
Departmental Dashboard
• Fall 2012 – Visualizations into the potential of a scorecarding
solution for planning & performance reporting
• Spring 2013 – Approval of Stage 2 for an Integrated Financial
and Non-Financial Planning & Performance solution –
Planning for Enterprise Performance (PEP)
• Fiscal 13-14 – Blueprinting of Financial and Operational
planning processes with Proof of Concept(s) and continued
dialog with OGD’s
Randy Legault, Director
Performance Data & Analytics
Health Canada
613.946.6368
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Performance Alignment Case Study – Health Canada
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Performance Alignment Case Study – Health Canada
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Performance Alignment Case Study – Health Canada
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Performance Alignment Case Study – Health Canada
For Illustration Only – Fictitious Information
48 Public Sector Performance Management – Ottawa – Sept 24, 2013 48
Performance Alignment Case Study – Health Canada
For Illustration Only – Fictitious Information
49 Public Sector Performance Management – Ottawa – Sept 24, 2013 49
Performance Alignment Case Study – Health Canada
For Illustration Only – Fictitious Information
50 Public Sector Performance Management – Ottawa – Sept 24, 2013 50
• Financial Reporting
• Forecasting
Management Reporting System (MRS)
&
Management Variance Reporting (MVR)
IPPRS
• Operational Work Planning
• Financials, IM/IT Requirements, Travel
• Deliverables, Milestones & Indicators
FM • Funds / Budget
Mgmt & Control
(DG Level)
SAP - CO
• Cost Centre Accounting
• Project Systems MDM
• Operational Budgeting
(CCM/Bureau)
Information Presentation Layer
PeopleSoft
• HR Details
Departmental Dashboard • Mainly Tactical vs. Strategic
• Programs Performance
• Corporate Performance
Human Resources
Reports Online
• HR Demographics
Crystal
Xcelsius
Planning Application Layer
ERP Layer
Budget
Development &
Adjustments
• Budget Management • Dept. Integrated Operational Planning
• Dept/Branch Priorities
• ARLU, Funding profile, Pressures
• Risk Register
• HRM Requirements & Issues
• Investment Planning
• Assets & Acquired Services
• IM/IT Requirements
OWP Optimization
DIOP Optimization
BMF Optimization
50
Performance Alignment Case Study – Health Canada Alignment of Current Planning & Reporting Environment
Custom BI
Applications
• RADAR, etc.
51 Public Sector Performance Management – Ottawa – Sept 24, 2013
Mike Haley
902.499.5425 (c)
Thank You for Listening!