strategies for performance alignment in the goc

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Public Sector Performance Management Ottawa Sept 24, 2013 Strategies for Performance Alignment Mike Haley, Performance Alignment Practice Lead

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Presentation to Infonex conference on Public Sector Performance Management - Sept 2013 (Ottawa)

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Page 1: Strategies for Performance Alignment in the GOC

Public Sector Performance Management

Ottawa – Sept 24, 2013

Strategies for

Performance Alignment

Mike Haley, Performance Alignment Practice Lead

Page 2: Strategies for Performance Alignment in the GOC

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

Page 3: Strategies for Performance Alignment in the GOC

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

Page 4: Strategies for Performance Alignment in the GOC

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

Page 5: Strategies for Performance Alignment in the GOC

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

Page 6: Strategies for Performance Alignment in the GOC

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

Page 7: Strategies for Performance Alignment in the GOC

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

Page 8: Strategies for Performance Alignment in the GOC

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

Page 9: Strategies for Performance Alignment in the GOC

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)

Page 10: Strategies for Performance Alignment in the GOC

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

Page 11: Strategies for Performance Alignment in the GOC

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

Page 12: Strategies for Performance Alignment in the GOC

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

Page 13: Strategies for Performance Alignment in the GOC

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)

Page 14: Strategies for Performance Alignment in the GOC

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

Page 15: Strategies for Performance Alignment in the GOC

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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

Page 16: Strategies for Performance Alignment in the GOC

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

Page 17: Strategies for Performance Alignment in the GOC

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

Page 18: Strategies for Performance Alignment in the GOC

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

Page 19: Strategies for Performance Alignment in the GOC

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

Page 20: Strategies for Performance Alignment in the GOC

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

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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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22 Public Sector Performance Management – Ottawa – Sept 24, 2013 22

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

Page 23: Strategies for Performance Alignment in the GOC

23 Public Sector Performance Management – Ottawa – Sept 24, 2013 23

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

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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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25 Public Sector Performance Management – Ottawa – Sept 24, 2013 25

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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27 Public Sector Performance Management – Ottawa – Sept 24, 2013 27

Dashboard Examples

Hundreds of solutions

ranging from homegrown

web applications to MS

Office to Enterprise

Technology Vendors

Page 28: Strategies for Performance Alignment in the GOC

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

Page 29: Strategies for Performance Alignment in the GOC

29 Public Sector Performance Management – Ottawa – Sept 24, 2013 29

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.

Page 30: Strategies for Performance Alignment in the GOC

30 Public Sector Performance Management – Ottawa – Sept 24, 2013 30

Using Technology to Enable Performance Alignment Scorecarding

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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

Page 32: Strategies for Performance Alignment in the GOC

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

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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

Page 34: Strategies for Performance Alignment in the GOC

34 Public Sector Performance Management – Ottawa – Sept 24, 2013 34

Performance Alignment Maturity Model (PAMM)

© Copyright Landmark Decisions Inc.(2013)

Page 35: Strategies for Performance Alignment in the GOC

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

Page 36: Strategies for Performance Alignment in the GOC

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

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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

[email protected]

613.993.2155

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Performance Alignment Case Study – Fisheries & Oceans

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Performance Alignment Case Study – Fisheries & Oceans

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Performance Alignment Case Study – Fisheries & Oceans

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Performance Alignment Case Study – Fisheries & Oceans

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Performance Alignment Case Study – Fisheries & Oceans

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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

[email protected]

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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47 Public Sector Performance Management – Ottawa – Sept 24, 2013 47

Performance Alignment Case Study – Health Canada

For Illustration Only – Fictitious Information

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48 Public Sector Performance Management – Ottawa – Sept 24, 2013 48

Performance Alignment Case Study – Health Canada

For Illustration Only – Fictitious Information

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49 Public Sector Performance Management – Ottawa – Sept 24, 2013 49

Performance Alignment Case Study – Health Canada

For Illustration Only – Fictitious Information

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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.

Page 51: Strategies for Performance Alignment in the GOC

51 Public Sector Performance Management – Ottawa – Sept 24, 2013

Mike Haley

902.499.5425 (c)

[email protected]

Thank You for Listening!