department of foreign affairs and international trade...
TRANSCRIPT
Governance and Integrated PlanningDecember 1, 2009
Department of Foreign Affairs and International Trade (DFAIT)
What is Planning?
• A disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does and why it does it, with a focus on the future—on long-term outcomes. It involves setting goals or targets and developing an approach to achieve those targets (i.e. results).
• Associated with governance structures and accountabilities
• Reviewed on a cyclical basis with agreed-upon planning products developed at established times using approved procedures and tools
• Linked to an annual expenditure cycle
Planning is the process of defining results and developing strategies to reach those results in the context of available
resources2
The complexity and scope of DFAIT’s mandate and global operations as well as resource constraints demand even greater focus and clarity of purpose
DFAIT must comply with more GoC policies. These policies require:• departmental alignment to government priorities and outcomes• an increased focus on accountability and value for money• planning and management to be:
• client oriented • result focused and risk based• linked to human resources needs and planning• tied to financial resources as well as resource allocation• integrated with the government’s expenditure management cycle• Linked to enabling functions
Why is Planning More Important Now?
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DFAIT’s Main Planning Tools
• Departmental Fact Sheets• Describe reporting relationships across the organization and provide
other important planning information for use in planning process
Str
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• MRRS-PAA and Associated Governance Structure• Identifies Strategic Outcomes, governance structure, and how
resources are allocated to achieve Strategic Outcomes• 7 critical committees and boards review planning documents and
make decisions in relation to those materials.• The planning cycle is associated with expenditure management and
staff rotation.
• names of senior managers• bureau and branch titles• symbols and mandates• a detailed listing of missions abroad• financial and human resources• departmental grants & contributions
• recent audits & evaluations of operations at Headquarters and missions abroad
• relevant PAA references
DFAIT’s Main Planning Tools
• Integrated Corporate Business Planning Process and Associated Templates
• Specifies priorities for the planning period, in context of DFAIT’s3 Strategic Outcomes and 7 program activities in the PAA
• Reviewed yearly to incorporate progress achieved and reflect changing circumstances and priorities
• Identifies the information required for planning and reporting• Requires a results focus, as well as linkage to resources and
performance measurement framework• Business planning is part of Governance Committees/Boards
mandates
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• Corporate Risk Profile• Identifies key risks and reviews department’s capacity to
address as well as manage those risks• Corporate risk management is part of Governance
Committees/Boards mandates
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DFAIT has a budget of about 2.6 billion dollars.
It has some 15 regional offices in Canada and over 260 points of service abroad including 173 missions.
There are over 10 thousand employees most of which are locally engaged.
It is a rotational department with three streams of foreign service employees.
We have organized our PAA around 3 strategic outcomes that incorporate 8 program activities including internal services. These outcomes correspond to the three streams of the foreign service. One outcome is a policy steam and the two other outcomes are service related.
DFAIT
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Program Activity Architecture
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DFAIT has linked its governance structure directly to the PAA.
7 senior level committees are responsible for particular areas of the PAA.
Membership on these committees/Boards are knowledge-based and horizontal in nature. Membership includes HOMs.
The committees/Boards meet every two weeks for 2 hours or so in order to review, approve, make recommendations around important issues.
Each Committee/Board is responsible for the business planning, operational issues (such as corporate risk management) and the change agenda for a particular area of the PAA.
Decisions are monitored through a secretariat and a web-based reporting system.
PAA and Governance
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PAA and Governance
Core Services Board
Program Activity #7: Canada’s International Platform: Support at
Missions AbroadProgram Activity #5: Passport Canada
Program Activity #2: Diplomacy and Advocacy
Program Activity #4: Consular Affairs
Internal Services(Corporate, Finance, Human Resources, Secretariat, Legal, Communications, etc.)
support the three Strategic Outcomes and seven Program Activities
Program Activity #6: Canada’s International Platform: Support at
Headquarters
Program Activity #3: International Commerce
Program Activity #1: International Policy Advice and Integration
Strategic Outcome #3: Canada’s International Platform
The Department of Foreign Affairs and International Trade maintains a mission network of infrastructure and services to
enable the Government of Canada to achieve its international priorities
Strategic Outcome #2: International Services for
Canadians
Canadians are satisfied with commercial, consular and passport services
Strategic Outcome #1: Canada’s International Agenda
The international agenda is shaped to Canada’s benefit and advantage in
accordance with Canadian interests and values
Missions Board
External Services BoardPolicy and Programs Board
Core Services Board
Program Activity #7: Canada’s International Platform: Support at
Missions AbroadProgram Activity #5: Passport Canada
Program Activity #2: Diplomacy and Advocacy
Program Activity #4: Consular Affairs
Internal Services(Corporate, Finance, Human Resources, Secretariat, Legal, Communications, etc.)
support the three Strategic Outcomes and seven Program Activities
Program Activity #6: Canada’s International Platform: Support at
Headquarters
Program Activity #3: International Commerce
Program Activity #1: International Policy Advice and Integration
Strategic Outcome #3: Canada’s International Platform
The Department of Foreign Affairs and International Trade maintains a mission network of infrastructure and services to
enable the Government of Canada to achieve its international priorities
Strategic Outcome #2: International Services for
Canadians
Canadians are satisfied with commercial, consular and passport services
Strategic Outcome #1: Canada’s International Agenda
The international agenda is shaped to Canada’s benefit and advantage in
accordance with Canadian interests and values
Missions Board
External Services BoardPolicy and Programs Board
Transformation Management Committee
Resource Management Committee
Executive Council
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Priorities are identified by quarterly retreats of senior management in the context of ongoing program requirements.
They are used to drive the integrated corporate business planning process.
Priorities
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2009-2010 Priorities
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Planning/Reporting Cycle
RPP: Review
EX Retreat: International Platform and
Missions
RPP: Submit to TBS
MRRS-PAA:Review
MAF: Review Feedback from TBS
Main Estimates
Investment Plan:
Complete
EX Retreat: Financial
Resources
DPR: Launch
ICBP: Completed
Integrated Business and HR Plan: Review
PMA Guidelines Review
EX Retreat: Human
Resources
Supplemental Estimates “A”
Investment Plan:Launch
DPR: Review
EX Retreat: Departmental Priorities
ARLU
CRP:Review
MAF: Launch
ICBP:Launch
MAF: Review and Submit to TBS
Leadership Conference
Supplemental Estimates “B”
Suppl Estimates
“C”
EX Retreats/ConferencesPlanning/Reporting/AccountabilityFinance/Estimates
MAF: Completed
Jan
Feb
Mar
May
June
JulyDec
NovOct Sep
Aug
Launch PMA Process
Q4
Q3
Q1
Q2Report from
Departmental Champions
DPR: Submit to TBS
Program Activity ArchitecturePAAManagement, Resources and Results StructureMRRS
Tentative Date*
Corporate Risk ProfileCRPIntegrated Corporate Business PlanICBP
Performance Management AgreementsPMA
Departmental Performance ReportDPRReport on Plans and PrioritiesRPPManagement Accountability FrameworkMAF
PMAs Completed
Approval of Governance Bodies’Commitments for Working Year
Report on Governance
Bodies’Commitments for
Working Year
Report on Governance
Bodies’Commitments for
Working Year
ICBP: Review
Country Planning and Reporting
Process: Launch*
Country Planning and Reporting Process:
Completed*
AprMission/Regional Office Commercial-Economic Program Business Planning:
Launch
Mission/Regional Office Commercial-Economic Program
Business Planning: Complete
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A key element in the management cycle is the integrated corporate business planning process.
A single integrated planning template is used to collect information for many different planning document for various levels of the organization –the strategic, operational, and work planning – across a number of enabling function.
Senior managers are expected to develop business based on departmental priorities which are then reviewed by the appropriate governance boards.
This process is embedded in a larger planning and reporting or management cycle which is very complex given various management requirements over the course of a given.
ICBP Process
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Ministers’Mandate letters
International Priorities
Integrated Business Planning Process
MAF/PAA/ PMF
Feedback from Parliamentary &
Cabinet Committees
Feedback from Missions
Feedback from Public
Speech from the Throne
En
viro
nm
enta
l Sca
n
ARLU
Estimates (Main, Supplementary)
Integrated Business Planning
HQ Business Plans/ Country/
Multilateral Strategies
Corporate Risk Profile
Report on Plans and Priorities
Updates to PAA/PMF/
Governance
Integrated Corporate
Business PlanG
ove
rnan
ce B
oard
s an
d C
om
mit
tees
Re-allocation/ Lessons Learned
Departmental Performance
ReportPerformance Assessment
Risk Management Policy
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In the face of complexity try to keep everything as simple as possible.
The governance structure and the associated planning process must be meaningful to the organization not just the central agencies.
Must involve a broad range of groups in the planning process with horizontal and vertical linkages.
The importance of the challenge function and documenting decisions.
The demand on the managers time must be proportional to the decision being made.
What we have Learned
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