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

1. Strategies for
Performance Alignment
Mike Haley, Performance Alignment Practice Lead
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
Public Sector Performance Management – Ottawa – Sept 24, 2013
2
2

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
Public Sector Performance Management – Ottawa – Sept 24, 2013
3
3

4. From Performance Measurement to Performance Alignment
Organizational
Performance
Maturity
...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
Alignment
_____and project management) are integrated.
Management
…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.
Measurement
Public Sector Performance Management – Ottawa – Sept 24, 2013
…the definition & collection of data
_used by organizations to track
__progress against stated goals,
___objectives and intended results.
4
4

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.”
Public Sector Performance Management – Ottawa – Sept 24, 2013
5
5
5

6. Blueprint 2020 – Living the Vision – Whole-of Government
• 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.
Public Sector Performance Management – Ottawa – Sept 24, 2013
6
6
6

7. Blueprint 2020 – Living the Vision – Smart Use of Technology
• 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 scenariobuilding.
Public Sector Performance Management – Ottawa – Sept 24, 2013
7
7
7

8. Blueprint 2020 – Living the Vision – High Performance
• 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.
Public Sector Performance Management – Ottawa – Sept 24, 2013
8
8
8

9. Expected Benefits for Performance Management
Delivering Public Service for the Future: Navigating the Shifts
Accenture study (2012)
Public Sector Performance Management – Ottawa – Sept 24, 2013
9
9

10. Value Proposition for Performance Alignment
•
Senior Management & Employee Engagement
•
•
Clearly Defined Expectations
•
•
Involvement in Development Process
Improved Change Management Capacity
Enhanced Decision Making Capacity
•
•
Resource Requirements (i.e. Value for Money or “Efficiency & Economy”)
•
•
Results Against Expectations
Support for Strategic Reviews
Reduced Time & Effort on Planning, Reporting & Evaluation
•
•
Consistent Approach Across Department (“Economies of Scale”)
•
•
Departmental Reporting – RPP/DPR, PMF, Horizontal Initiatives
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!
Public Sector Performance Management – Ottawa – Sept 24, 2013
10
10

11. The Logic Model as a Performance Plan
A Foundation for Performance Alignment
Strategic
Outcome
Performance
Indicators
Intermediate
Outcome
Performance
Indicators
Immediate
Outcome
Performance
Indicators
Performance
Indicators
Intermediate
Outcome
Performance
Indicators
Immediate
Outcome
Performance
Indicators
Intermediate
Outcome
Performance
Indicators
Immediate
Outcome
Performance
Indicators
Departmental
Business or
Program
Plan
Strategic
Outcome
Performance
Indicators
Output
Performance Plan
Performance
Indicators
(Logic model)
Output
Effect
(Outcomes)
Departmental
Business or
Program
Structure
Line of Sight
Regions
Performance
Indicators
Output
Cause
(Outputs)
Units
Directorates
Branches
Accountability
Planning
Cross Functional
Teams
(Business Structure)
Public Sector Performance Management – Ottawa – Sept 24, 2013
11
11

12. Performance Alignment within the Evaluation Function
Key Components of a Performance Measurement Strategy
Introduction
Relevance
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
Efficiency &
Effectiveness
Performance
1.6 Resources
2. Logic Model
Inputs
2.1 Logic model
Activities
Outputs
Intermediate
Outcomes
Immediate
Outcomes
Ultimate
Outcomes
2.2 Narrative
3. PM Strategy Framework
Data
Indicator
Frequency Baseline
Source
3.1 PM Strategy Framework
Target
Organization
Date to
Data
and position
achieve
management
responsible for
target
system
data collection
3.2 Accountabilities and reporting
4. Evaluation Strategy
4.1 Requirements, timelines and responsibilities
4.2 Draft evaluation framework and data requirements
A Guide to Developing Performance Measurement Strategies (Sept 2010)
Public Sector Performance Management – Ottawa – Sept 24, 2013
12
12

13. Enhanced Integrated Business Planning
Senior Management
Process Output
External Requirement
Program Alignment
Architecture (PAA)
Corporate
Risk Profile
Corporate
Business Plan
RPP / DPR
Program/Functional
Business Plans
EX Performance
Management
Agreements (PMA)
Departmental
Priorities
Evaluation
Program/Functional
PM Strategies
Logic Models
(Inputs > Outcomes)
Logic Models
(Outputs > Outcomes)
Logic Models
Inputs (Resources) > Activities > Outputs
Employee
Performance
Appraisals
Operational
Work Plans
Public Sector Performance Management – Ottawa – Sept 24, 2013
13

14. 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
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.
Public Sector Performance Management – Ottawa – Sept 24, 2013
14
14

15. Risk Management Alignment with the Performance Plan
Risk Management
Process
Identify
Risk Factors
Risk Factor
Indicators
Strategic
Outcome
Assess &
Prioritize Risk
Risk Assessment
Indicators
Intermediate
Outcome
Immediate
Outcome
Intermediate
Outcome
Organizational
Business or
Program
Plan
Develop
Risk Mitigation
Strategy
Risk Mitigation
Indicators
Immediate
Outcome
Output
Performance Plan
Strategic
Outcome
(Logic Model)
Output
Intermediate
Outcome
Immediate
Outcome
Strategic/Corporate Risks
Output
Operational/Program Risks
Corporate Risk
Profile
Program Risk
Profiles
Public Sector Performance Management – Ottawa – Sept 24, 2013
15
15

16. Aligning the Project Management Perspective
Elements of Project Management – PM-BOK (PMI)
Scope
Indicators
Risk Management
KNOWLEDGE AREAS
Scope Management
Risk
Indicators
Time Management
Schedule
Indicators
Cost Management
Human Resources Management
Resource
Indicators
Procurement Management
Quality Management
Outcome
Indicators
Communications Management
Integration Management
Public Sector Performance Management – Ottawa – Sept 24, 2013
Process
Management
16
16

17. Project Management Alignment
Strategic Projects
Operational Projects
Departmental
Business or
Program
Plan
Strategic
Outcome
Intermediate
Outcome
Immediate
Outcome
Intermediate
Outcome
Immediate
Outcome
Performance Plan
Strategic
Outcome
(Logic Model)
Output
Intermediate
Outcome
Project
Management
Process
Output
Define Project
Scope
Assess Project
Risks
Project Scope
Indicators
Project Risk
Indicators
Immediate
Outcome
Develop Project
Schedule
Project Schedule
Indicators
Public Sector Performance Management – Ottawa – Sept 24, 2013
Output
Establish Project
Resources
Project Resource
Indicators
17
17

18. Resource Management Alignment
Risk Management Process
Departmental
Business or
Program
Plan
Strategic
Outcome
Intermediate
Outcome
Immediate
Outcome
Resource
Management
Output
Financial Management
Financial Indicators
Intermediate
Outcome
Immediate
Outcome
Workforce Management
Strategic
Outcome
Output
Intermediate
Outcome
Immediate
Outcome
Workforce/HR Indicators
Asset Management
Output
Asset Indicators
Plan Management Process
Define Project
Scope
Assess Project
Risks
Develop Project
Schedule
What’s Missing?
Activities
Establish Project
Resources
Project Management Process
Public Sector Performance Management – Ottawa – Sept 24, 2013
18
18

19. Activity-Based Planning
via Business Process Mapping
$$$
Inputs
(Asset)
“Resources we
pay for”
M2
$$$
Field Team
$$$
$$$
Equipment
(Workforce)
(External)
(Asset)
Labour Hrs
Contractors
Eq. Hrs
Labour Hrs
Activities
“What we do”
Calls
Visits
Outputs
“What products &
services we supply”
Inspection
# Inspections
Surveys
Support Call
Site Visit
Financial Effect
Operational Cause
Building
Surveys
Assessment
Activity, Output, &
Program Cost or
“Cost to Serve”
# Assessments
Program/Client Demands
Public Sector Performance Management – Ottawa – Sept 24, 2013
19
19

20. Benefits of Business Process Mapping
OPERATIONS MANAGEMENT
Resource Allocations & Work Planning
Capacity Analysis
Efficiency Indicators
Business
Process
Mapping
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
Public Sector Performance Management – Ottawa – Sept 24, 2013
20
20

21. Linking Efficiency, Effectiveness & Performance
Business
Process Map
Resources Ultimately Dictate
Performance Achievement
$$$
Resources Capacity
Efficiency
Indicators
Activities
Performance Targets Are Bounded
by Resources !
Strategic
Outcome
Performance
Indicators
Intermediate
Outcome
Performance
Indicators
Immediate
Outcome
Performance
Indicators
Performance
Indicators
Intermediate
Outcome
Performance
Indicators
Immediate
Outcome
Performance
Indicators
Departmental
Business or
Program
Plan
Strategic
Outcome
Performance
Planning
Efficiency
Indicators
Output
Efficiency
Indicators
Output
Performance
Indicators
Intermediate
Outcome
Performance
Indicators
Immediate
Outcome
Efficiency
Indicators
Output
(Logic model)
Public Sector Performance Management – Ottawa – Sept 24, 2013
21
21

22. Evaluation Techniques for Assessing Resources
High-Level
Performance Story
Focus on
Outputs > Outcomes
Focus on
Inputs > Outputs
Source: TBS Evaluators’ Workshop: Scoping and Assessing Program
Resource Utilization When Evaluating Federal Programs (March 2013)
Public Sector Performance Management – Ottawa – Sept 24, 2013
22
22

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

24. Activity-Based Planning
via Business Process Mapping
$$$
Inputs
(Asset)
“Resources we
pay for”
$$$
Capacity = 4000
Actual = 3800
Utilization = 95%
M2
Field Team
(Workforce)
$$$
Capacity
Resource
Labour Hrs
Consumption Rate
= Labour Hrs / Visit
Equipment
(Asset)
Capacity = 720
Actual = 504
Utilization = 70%
$$$
Contractors
(External)
Eq. Hrs
Labour Hrs
Activities
“What we do”
Activity
Consumption Rate
= Visits / Inspection
Outputs
“What products &
services we supply”
Cost per
Unit of Work
$ / Call
Surveys
Calls
Visits
Inspection
# Inspections
Efficiency Indicators
Support Call
Site Visit
Output
Cycle Time
= days per
Assessment
Financial Effect
Operational Cause
Building
Surveys
Assessment
# Assessments
Program/Client Demands
Public Sector Performance Management – Ottawa – Sept 24, 2013
Cost per
Unit of Output
$ / Assessment
Activity, Output, &
Program Cost or
Cost per
Unit of Demand “Cost to Serve”
$ / Client
24
24

25. Technology as a Performance Alignment “Enabler”
Compliant but
Lethargic
Aligned & Adaptive
A “Performance Culture”
Education &
Facilitation
Desired Path
Performance
Understanding
Maturity
Best Practice:
Phased Approach
Evasive &
Apathetic
Reactive but
Apprehensive
Performance Information Enablement
Adapted from
“The Performance Management
Revolution”, Dresner, H. (2007)
IM/IT Software and/or
Infrastructure Investment
Public Sector Performance Management – Ottawa – Sept 24, 2013
25
25

26. Key Performance Technologies – Dashboards
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
• Structured & Unstructured
(Quantitative)
• Ad-hoc Data Analysis
• Initiative/Project Management
• Little or no training required
• Commentaries
• Causal Relationships
• Custom Reporting
• Focus on Today’s Results
Primary Use
• Risk Analysis / Relationships
• Exception Reporting (i.e. Traffic
Lighting)
Challenges
• Understanding Causal Relationships
& Interdependencies
• Historical Differences (Trends)
Advantages
• Customized Reporting
(Quantitative & Qualitative)
• Education & Training
• Reporting & Data Analysis
• Planning & Alignment
• Anecdotal Evidence
Public Sector Performance Management – Ottawa – Sept 24, 2013
26
26

27. Dashboard Examples
Hundreds of solutions
ranging from homegrown
web applications to MS
Office to Enterprise
Technology Vendors
Public Sector Performance Management – Ottawa – Sept 24, 2013
27
27

28. Using Technology to Enable Performance Alignment
Dashboards
Project Dashboard
Resource Dashboard
Planning Dashboard
Risk Dashboard
Public Sector Performance Management – Ottawa – Sept 24, 2013
28
28

29. Key Performance Technologies
Dashboards vs. Scorecarding
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
• Structured & Unstructured
(Quantitative)
• Ad-hoc Data Analysis
• Initiative/Project Management
• Little or no training required
• Commentaries
• Causal Relationships
• Custom Reporting
• Focus on Today’s Results
Primary Use
• Risk Analysis / Relationships
• Exception Reporting (i.e. Traffic
Lighting)
Challenges
• Understanding Causal Relationships
& Interdependencies
• Historical Differences (Trends)
Advantages
• Customized Reporting
(Quantitative & Qualitative)
• Education & Training
• Reporting & Data Analysis
• Planning & Alignment
“The Dials”
• Anecdotal Evidence
“Moving the Dials”
Gary Cokins, Author & Enterprise Performance Management
Specialist, Analytics-Based Performance Management LLC.
29
Public Sector Performance Management – Ottawa – Sept 24, 2013
29

30. Using Technology to Enable Performance Alignment
Scorecarding
Public Sector Performance Management – Ottawa – Sept 24, 2013
30
30

31. Performance Alignment “Value Chain”
Integrated
Management
Realization
•
•
•
•
Quality
Performance
Content & Data
Plan Performance
Risk Performance
Project Performance
Resource Performance
Performance
Awareness &
Decision Cycle
Performance
Technology
•
•
•
•
• Planning Alignment
• Data Models
• Data Architecture
Performance
Content Design &
Development Cycle
Planning/Collaboration
Operational Modeling
BI / Dashboards
Scorecarding
Organizational
Engagement
Performance
Tools
• Guides
• Templates
• Training
• Performance Messaging
• Employee Participation
• Performance Based Decision Making
Performance Practices
Performance Enablers
Public Sector Performance Management – Ottawa – Sept 24, 2013
31
31

32. “Three A’s” for Building a Sustainable Organizational
Performance Culture
3. Attain
• Establish suitable
governance and
promote performance
capacity building
2. Align
• Identify disconnects
and close gaps in
performance planning
& reporting
1. Assess
• Use a structured
methodology to
evaluate existing
“Performance Culture”
Public Sector Performance Management – Ottawa – Sept 24, 2013
32
32

33. Step 1: Assessment of Performance Maturity
• 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
Establish the Transition Plan
Environmental
Scan
Option
Analysis
Option
Development
Public Sector Performance Management – Ottawa – Sept 24, 2013
Implementation
33
33

34. Performance Alignment Maturity Model (PAMM)
© Management – Ottawa – Sept Inc.(2013)
Public Sector Performance Copyright Landmark Decisions 24, 2013
34
34

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
Public Sector Performance Management – Ottawa – Sept 24, 2013
35
35

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
Public Sector Performance Management – Ottawa – Sept 24, 2013
36
36

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
ryan.ziegler@dfo-mpo.gc.ca
613.993.2155
Public Sector Performance Management – Ottawa – Sept 24, 2013
37
37

38. Performance Alignment Case Study – Fisheries & Oceans
Public Sector Performance Management – Ottawa – Sept 24, 2013
38
38

39. Performance Alignment Case Study – Fisheries & Oceans
Public Sector Performance Management – Ottawa – Sept 24, 2013
39
39

40. Performance Alignment Case Study – Fisheries & Oceans
Public Sector Performance Management – Ottawa – Sept 24, 2013
40
40

41. Performance Alignment Case Study – Fisheries & Oceans
Public Sector Performance Management – Ottawa – Sept 24, 2013
41
41

42. Performance Alignment Case Study – Fisheries & Oceans
Public Sector Performance Management – Ottawa – Sept 24, 2013
42
42

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
randy.legault@hc-sc.gc.ca
613.946.6368
Public Sector Performance Management – Ottawa – Sept 24, 2013
43
43

44. Performance Alignment Case Study – Health Canada
Public Sector Performance Management – Ottawa – Sept 24, 2013
44
44

45. Performance Alignment Case Study – Health Canada
Public Sector Performance Management – Ottawa – Sept 24, 2013
45
45

46. Performance Alignment Case Study – Health Canada
Public Sector Performance Management – Ottawa – Sept 24, 2013
46
46

47. Performance Alignment Case Study – Health Canada
For Illustration Only – Fictitious Information
Public Sector Performance Management – Ottawa – Sept 24, 2013
47
47

48. Performance Alignment Case Study – Health Canada
For Illustration Only – Fictitious Information
Public Sector Performance Management – Ottawa – Sept 24, 2013
48
48

49. Performance Alignment Case Study – Health Canada
For Illustration Only – Fictitious Information
Public Sector Performance Management – Ottawa – Sept 24, 2013
49
49

50. Performance Alignment Case Study – Health Canada
Alignment of Current Planning & Reporting Environment
Information Presentation Layer
Crystal
Departmental Dashboard • Mainly Tactical vs. Strategic
• Programs Performance
• Corporate Performance
Human Resources Xcelsius
Reports Online
Custom BI
Applications
• HR Demographics
OWP Optimization
Planning Application Layer
Budget
Development &
Adjustments
Management Reporting System (MRS)
&
Management Variance Reporting (MVR)
• Financial Reporting
• Forecasting
• Budget Management
BMF Optimization
DIOP Optimization
• RADAR, etc.
• Operational Work Planning
• Financials, IM/IT Requirements, Travel
• Deliverables, Milestones & Indicators
IPPRS
• Dept. Integrated Operational Planning
• Dept/Branch Priorities
• ARLU, Funding profile, Pressures
• Risk Register
• HRM Requirements & Issues
• Investment Planning
• Assets & Acquired Services
• IM/IT Requirements
ERP Layer
• Funds / Budget
Mgmt & Control
(DG Level)
FM
SAP - CO
• Cost Centre Accounting
• Project Systems MDM
• Operational Budgeting
(CCM/Bureau)
PeopleSoft
• HR Details
Public Sector Performance Management – Ottawa – Sept 24, 2013
50
50 50

51. Thank You for
Listening!
Mike Haley
902.499.5425 (c)
mhaley@landmark.ca
Public Sector Performance Management – Ottawa – Sept 24, 2013
51