maximizing our investments 2013-14 business plan may 7, 2013

Maximizing Our Investments2013-14 Business Plan

May 7, 2013

Public Governance• Overall story – ongoing advisory work with a shift

to a higher ratio of funded research work.• Key Assumptions – steady demand for advisory in

Ottawa, slight increase in OPS for advisory work.• Investments – marketing time on the part of the VP

and Executive Director of Public Governance Exchange (PGEx) to shift focus to proactive research projects and higher membership levels.

• No new resources required. Consider a full-time hire to displace associate costs mid-year.

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PGEx Strategy• Beyond the current membership model, we are

considering parallel funding streams, such as associate memberships, specific research sponsorships and SSHRC funding.

• Increasing focus on agencies and crowns for associate membership/sponsorship.

• Revitalizing advisory council membership and DM outreach to help-set forward agenda.

• Seeking media and financial partners for scorecard initiative.

• Next topic - Risk

DRAFT BUDGET FOR REVIEW 3

Indigenous Governance

• Overall story – steady increase in advisory work as business line has been rebuilt; projected numbers are in keeping with historical #s.

• Key Assumptions – ongoing work from key clients, ability to build off of very successful Section 35 events, launch of research agenda (multiple partners).

• Revenue being generated by BC office.• Investments – require 1 dedicated mid-level

experienced researcher, 1 dedicated mid-level secondment.

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Building on ‘Beyond Section 35’• IOG aims to bring Indigenous communities, governments,

academics and practitioner partners into a multi-year applied research project. It is hoped that this project will be sponsored in part by the Social Sciences and Humanities Research Council of Canada (SSHRC) and in part in syndication with federal and provincial governments.

• AANDC has requested that IOG host a roundtable of experts to provide independent, innovative and fresh policy and research input around the issues of:– Treaties (both historic and modern), – Nation building, – Fiscal Relations, and – Transition Issues (such as implementation).


Indigenous Governance – Advisory Services• Current areas of service delivery:

– strategic planning for Aboriginal NGOs– governance modeling at the community level– program evaluation (area yielding the most financially)

• Increased focus on building a service base at the First Nation community level with a view towards capacity building in the BC region.

• Some inroads have been made with the province of BC and the province of Ontario. Follow up has occurred in Ontario around Child & Family Services and will occur with Ring of Fire representatives. These are two of the key provincial priorities right now.

• Relationships with AANDC and other federal departments require further development. Possible areas of focus include education and new fiscal relationships / financial arrangements.


Learning Lab – generic courses and boot camps• Generic courses - after a slow year, numbers in 3rd and 4th

quarters grew, although not back to 2011 levels• Boot camps - Functional community (HR, communications,

IT, policy, science-policy, comptrollership) leadership boot camps appear to be responding to market need.

• Goal in 2013-14 is to build the base business on what would appear to be a continuing modest investment general and executive learning and the success of our leadership programs such as the functional community Boot Camps which receive consistently high evaluations.

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Learning Lab - Rationale for Targets• GENERIC COURSES. Q1 of 2012 was very weak. By Q3, the numbers of the

generic courses had grown to 70, and by the fourth quarter to 158. • Rationale:

– Assumption is that the first quarter of 2012 was affected by the confluence of DRAP and Budget 2012. Based on this, projections for the first quarter of 2013/14 are for a 6.5 fold increase to 78 students, with that new level sustained for the remaining quarters.

• LEADERSHIP BOOT CAMPS. Introduced in July 2012 in response to the drought in generic courses: there were 165 attendees in 7 months. Our participant projections for 12 months are based on 21 offerings for the HR, science-policy, science, policy, comptrollership and IT communities, with an average attendance of 14 participants (or 294 total attendees).

• Rationale:– As the public service ages in the senior and managerial ranks, and as

downsizing continues to play out, we anticipate that a new generation of relatively inexperienced managers will require ongoing leadership development.


2012/13 Actual Participants in IOG Courses and Boot Camps


Executive Leadership Program• IOG has refined and developed the ELP offering, and by May 9 will have graduated

two cohorts: one general (17 participants), and one focused on the science-policy interface (12) Cohort three has 15 participants and cohort 4 has 18 participants.

• Planning two more: one science policy (June) and another general in October, projecting 14 participants in each.

• Rationale: – Experiential based, highly interactive programming.– The desire to ensure evidence-based decision-making through the

collaboration of the science and policy domains remains pertinent and that the need to prepare specialists in science areas for senior management positions is critical. For that reason, we are launching a second year-long program on the science-policy interface.

– More generally, as the public service ages in the senior and managerial ranks, and as downsizing continues to play out, we anticipate that deputy heads will continue to want intense, leadership development for the new generation of relatively inexperienced managers.

– CSPS providing 360s and coaching services.– More cost effective than other programs given IOG’s cost structure


Other Courses and Markets• Custom Courses

– Two customized Communications two-day courses followed from successful Boot Camps; a customized course from the OPS followed a successful offering in Toronto on leading transformation. They were held in Q4. We are projecting four over the next fiscal.

• Canada School of Public Service– Ongoing dialogue to explore more ways of working together

• The Ontario Public Service– From our Toronto office, 8 open registration courses delivered in

2012/13. In 2013-14, the Learning Lab will lead the marketing and delivery of courses to the OPS and its agencies, boards and crowns, supported by the Toronto office. We are offering 20 generic courses and boot camps over the fiscal year.


Risks and Risk Mitigation• Risks

– The fiscal climate in the public service could result in less spending on learning, affecting all products.

– Other players entering the leadership space. • Risk mitigation• The recently retired head of the Communications Community Office is working

two-days a week and will be focusing on developing and bringing in paid events.• A prospect strategy has been developed targeting specific departments,

communities and markets.• Research has been completed on acquiring a new database that will allow the

IOG to efficiently and quickly manage the database, keep it up to date, and create lists for marketing purposes.

• New partnerships are being sought that will provide access to participants (e.g. APEX).

• A targeted, online survey will be prepared that will both keep the IOG learning front and centre and assist us to determine learning needs for which we can develop products.


Modern Makers Strategy• Theme: Free Trade• Honouring RH Brian Mulroney; Hon. John Manley; Hon. David

Emerson• Q4 (Jan-March 2014)• Dinner Committee to be established• Revenue Target

– At last year's Modern Makers event, the IOG was able to sell 2 gold sponsorships ($10,000 each), 10 bronze sponsorships ($2,500) and about 80 individual tickets ($250). Gross revenue was $64K.

– This year’s targets: 1 Platinum, 2 Gold, 5 Silver and 10 Bronze sponsorships, and 100+ individual tickets @ $250pp. Gross revenue target of $120K.


Questions?

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maximizing our investments 2013-14 business plan may 7, 2013

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