Integrated Planning

The view from CIC

PPX Breakfast Session

December 2, 2008

BackgroundBackground

• CIC has been practicing integrated planning since 2002

• Iterative process; annual post-mortems

• Earliest attempts:– Progressive integration of HR and Financial planning

– Flagged corporate impacts and included risk identification

– Templates long and complex

– Corporate requirement and not live management tool

• In 2007/8, we stepped back to review progress and take stock

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Business Requirements for Integrated PlanningBusiness Requirements for Integrated Planning

A Department must:

• Know and respond to the environment/context in which it operates

• Know what it wants to achieve

• Align internal resources (HR, $ and corporate support) accordingly

• Monitor progress, and adjust plans and resources as necessary (evergreen)

• Demonstrate results and outcomes against the PAA/MRRS

• Use results to inform future plans

• Consciously strengthen capacity to achieve resultsPage 2

CorporateCorporate Planning; a Planning; a functionalfunctional authorityauthority

Compliance

• Annual MAF assessment

• Regular Integrated Corporate Plan reviews

Governance

• MAC

Oversight role and guidance

• ExCom

Approval of Plans and Budget decisions

Requirements

• Management, Resources and Results Structure Policy� Public Service Renewal Action Plan 2007 & 2008CIC

• Integrated Business and Resource Planning process

Support

• Corporate Enablers Working Group

• Tools & mechanisms− Integrated Branch plan templates

− Planning Instructions − Planning Training− Support mechanisms

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Roles and ResponsibilitiesRoles and Responsibilities

• Corporate Affairs: Functional Authority for Planning and Reporting

• Corporate Enablers (Finance, HR, IT, Admin & Security –Facilities & Procurement -, Comms) support identification of impacts and functional authority compliance

• Management Accountability Committee has an oversight role with respect to the MRRS, public reporting and business and resource planning

• Executive Committee (ExCom) is responsible for budget decision-making and for approving the Integrated Corporate Plan Page 4

1. Simplify / plan once

2. Top-down-out / support integration

3. Aligned to PAA - not just branches / sectors

4. Plan reviewed regularly

5. Integrate MRRS and MAF

6. Communicates / engages staff

Managed as a Service

Resulting principles for Integrated PlanningResulting principles for Integrated Planning

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Simplify/Plan OnceSimplify/Plan Once

• Integrated template aimed at Corporate and Branch needs– Environmental Scan optional– Outcome measures removed (use PMF)– Stronger links between business activities, $, FTEs

– Identification of priority ranking– More focussed HR components

• Coordinate wherever possible planning & RPP

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Sector

Top Top -- Down Down –– Out/ support integrationOut/ support integration

Bridging the PAA and the Organizational Structure

SO 1 SO 2 SO 3 PA 7

SectorSector

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Plan Reviewed RegularlyPlan Reviewed Regularly

• The ICP Milestone Review request is sent concurrently with financial and HR reviews.

• Milestones are listed by Branch under specific program sub-activities and contain target due dates

• Branches are encouraged to take this opportunity to review theirbusiness plans in an integrated fashion.

• Monitoring supports:

– Early warning of weaknesses and proactive adjustments of plans

– Whole of CIC view of status of business priorities

– An opportunity to strengthen ourselves where off track

– Allows us to identify where to focus attention

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DRAFT

DATA UTILIZEDBACKGROUND2008 - 2011

Integrated Corporate Plan Review

CIC’s Integrated Corporate Plan includes a set of milestones to enable tracking of

progress and more proactive, results-based decisions throughout the year. These milestones represent key deliverables in support of Departmental initiatives and

programs, over the planning period. In the Plan, CIC committed to review its milestones beginning at mid-year.

Data received from 28 of 32 Branches

Data below does not include 43 milestones, for which a report was not

received

MILESTONE ALERTS AND CAUTIONSBY MANAGEMENT ACCOUNTABILITY

FRAMEWORK AREA

LEGEND

GREEN

YELLOW

RED

ON TRACK (COMPLETED / NO SUBSTANTIVE ISSUES)

CAUTION ( DELAYED /

MEDIUM RISK OF NOT ACHIEVING MILESTONE)

ALERT (CANCELLED / SIGNIFICANTDELAY / HIGH RISK OF NOT ACHIEVING MILESTONE)

HIGH

MEDIUM

LOW

Mandatory or large impact on departmental priorities and

business goals (e.g. Minister or Deputy Minister’s priority,

legislative requirements, etc.)

Medium impact on departmental priorities and business goals.

No or low impact on departmental priorities and business goals.

MEDIUM

1

17

98

HIGH

1

18

134

MILESTONE PERFORMANCE

UNCHANGED

334MILESTONES

LOW

1

3

61

287

BY PRIORITYBY ACTION

MODIFIED

47DROPPED

3

7

37

0

38

2933

ACTION TAKEN AT MID-YEAR TO ADJUST PLAN

BY STATUS RPP COMMITMENTS BY STATUS

Immigration Program

Temporary Resident Program

Canada’s Rolein International migration and protection

Refugee Program

IntegrationProgram

CitizenshipProgram

80 11 1 37 4 0 14 1 0 27 7 0 43 0 0 34 2 1

Internal Services Categories

58 13 1

PROGRAMACTIVITIE

S

PROGRAMACTIVITIE

S

STRATEGIC OUTCOME 3

117 15 1 41 8 0 77 2 1

STRATEGIC OBJECTIVES

STRATEGIC OBJECTIVES

CITIZENSHIP AND IMMIGRATION CANADA - PROGRAM ACTIVITY ARCHITECTURE

PRIORITY

STATUS

STRATEGIC OUTCOME 2

STRATEGIC OUTCOME 1

Integrate MRRS and MAFIntegrate MRRS and MAF

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Communicate/ Engage StaffCommunicate/ Engage Staff

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• Integrated Corporate plan published on Intranet site

• Communicates what the Department plans to achieve and how all areas of CIC contribute to the delivery of our mandate.• Environmental Analysis • Workforce analysis• Aligned to and supporting awareness of the PAA• Set of milestones, both external (RPP) and internal (more administrative) to clarify expectations for staff

� Communication tools

Managed as a ServiceManaged as a Service

• Integrated template and instructions

• Pre-filled templates, user tested

• Focussed, short training sessions

• Corporate Enablers support throughout the process

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Where do we go next Where do we go next

• Looking at further integration

• Ongoing improvements of tools

• Learning requirements for planners

• Landing on a repeatable process – options for an automated system

• Furthering change to a culture of reallocation though active monitoring of plans

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Lessons learnedLessons learned

• Solicit feedback and act on it

• Engage leadership

• Cultivate partnerships

• Focus your tools

• Align, align, align!

• Manage as a service

• Ensure plans don’t gather dust

• Think long term, act incrementally

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Annexes

Strategic Planning & Strategic Planning & Performance Performance Reporting Cycle at CICReporting Cycle at CIC

June

Supplementary Estimates (A)

DRAFT Planning & Reporting Cycle at CIC (Ideal)

ExCom Budget Review Committee

January

February

May

April

March

July

August

September

October

November

December

Supplementary Estimates (B)

Budget

RPP tabled inParliament

Annual Reference Level Update

(ARLU)

Prepare for next planning cycle (through September)

ExComPlanning Retreat

ICP Milestone Review (P6) to MAC

Planning/RPP call letter

Approval of RPP by MAC, ExCom and Minister

RPP due to TBS

ICP validation by sectors

Main Estimates (for new year)DPR tabled

in Parliament

DPR due to TBS

Ongoing development of Planning (product & process)

Draft RPP

IBRPs completed by Branches

IBRP analysis

ExCom Budget Review Committee

TBS MAF Assessment process begins

Final MAF assessment

Updated ICP approved by DM and posted on website

Development of ICP begins

Draft of MAF assessment

PMF update to TBS

ICP Milestone Review (P12) to MAC

SDS tabled triennially

Document lessons learned from ICP/ planning process

Sector priorities and strategies determined

MAF Action Plan approved by ExCom

CRP update

IBRP Training

Detailed report on RPP commitments

Environmental Scan

ExCom planning retreat

Legend

• CIC Integrated Planning process & Reporting Cycle• GoC requirements• Planning• Financial Allocation• Reporting• MAF Assessment

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Overview of the Process: Setting the courseOverview of the Process: Setting the course

Branch

Plan

Corporate Affairs

Admin & Security

Finance

IT

Human Resources

Branch

Plan

Branch

Plan

Reg

ion Plan

Corporate Analysis& Feedback

Integrated Corporate

PlanReport on Plans and Priorities

Monitoring and Communication of Results (P6,

P12)

Communications

ExCom Decision Making

Sector Sector

CIC Priority SettingPriority Setting Exercise

• Led by ADMs

• For each SO – identify key business goals, accountability and targets

• Goal is to ensure a whole-of-CIC approach, integrated across the PAA

• Notetaker with business expertise

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Overview of the Process: Setting the courseOverview of the Process: Setting the course

Branch

Plan

Corporate Affairs

Admin & Security

Finance

IT

Human Resources

Branch

Plan

Branch

Plan

Reg

ion Plan

Corporate Analysis& Feedback

Integrated Corporate

PlanReport on Plans and Priorities

Monitoring and Communication of Results (P6,

P12)

Communications

ExCom Decision Making

Sector Sector

CIC Priority SettingSector Priority Setting

• Identify Sector Priorities, with targets and accountabilities

• Identify key business goals for Internal services

• Departmental key business goals / targets assigned at Branch level, where required

• Goal is to ensure integration of plans at sector level, across business lines

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Overview of the Process: Detailed PlanningOverview of the Process: Detailed Planning

Branch

Plan

Corporate Affairs

Admin & Security

Finance

IT

Human Resources

Branch

Plan

Branch

Plan

Reg

ion Plan

Corporate Analysis& Feedback

Integrated Corporate

PlanReport on Plans and Priorities

Monitoring and Communication of Results (P6,

P12)

Communications

ExCom Decision Making

Sector Sector

CIC Priority SettingBranch/Regional Planning

• Context info comes from Priority Setting Exercise

• Tools and templates

• Launch includes sessions with branch planners on planning tools and expectations

• Service concept:

• Pre-filled templates• Weekly drop-in meetings for planners – Q&A, access to corporate enablers

• Dedicated e-mail address

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Overview of the Process: Review and ApprovalsOverview of the Process: Review and Approvals

Branch

Plan

Corporate Affairs

Admin & Security

Finance

IT

Human Resources

Branch

Plan

Branch

Plan

Reg

ion Plan

Corporate Analysis& Feedback

Integrated Corporate

PlanReport on Plans and Priorities

Monitoring and Communication of Results (P6,

P12)

Communications

ExCom Decision Making

Sector Sector

CIC Priority Setting

Corporate Analysis and Approvals

• Drafting of ICP and RPP begins

• Analysis of $, HR, business, other -provided to ADMs to support Sector challenge function

• Corporate Enabler plans adjusted to ensure support for branch/regional plans

• Budget decisions

• Branch plans adjusted accordingly

• RPP and ICP approved and published

• Communicate to staffPage 18

Overview of the Process: Overview of the Process: Monitoring and ReportingMonitoring and Reporting

Branch

Plan

Corporate Affairs

Admin & Security

Finance

IT

Human Resources

Branch

Plan

Branch

Plan

Reg

ion Plan

Corporate Analysis& Feedback

Integrated Corporate

PlanReport on Plans and Priorities

Monitoring and Communication of Results (P6,

P12)

Communications

ExCom Decision Making

Sector Sector

CIC Priority Setting

Managing to the Plan

• Regular monitoring of milestones

• Early warning to allow for proactive adjustments – focus on business priorities

• Identify systematic challenges for departmental attention

• Communicate results to staff

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Thank you

Contact :

Allison Little-FortinDirectorCorporate Planning and ReportingTel.: 613-941-7712Allison.Little-Fortin@cic.gc.ca