The MRRS System Implementation Project A Systems Approach to Results Based Management Transport Canada. PPX Seminar Jan 12, 2010

Transcription

1 The MRRS System Implementation Project A Systems Approach to Results Based Management Transport Canada PPX Seminar Jan 12, 2010

2 Agenda The Planning & Reporting Landscape at Transport Canada An Integrated Planning & Reporting Model and Approach The MRRS System and Proof of Concept (POC) Q & A 2

3 Transport Canada Transport Canada is responsible for the Government of Canada s transportation policies and programs. The department has the added responsibility, under the Canada Transportation Act, to monitor the ongoing health of the national transportation system. Resources Appropriation (2009/10) $1,476 M Employees (2009/10) 5,314 The Strategic Outcomes of Transport Canada an efficient transportation system; a clean transportation system; a safe transportation system; and a secure transportation system. Source: TC RPP

4 TC s PAA Strategic Outcomes and Program Activities 5.1 4

5 TBS Definition of MRRS A comprehensive framework that consists of an organization's inventory of activities, resources, results, performance measurement and governance information. Activities and results are depicted in their logical relationship to each other and to the Strategic Outcome(s) to which they contribute. The MRRS is developed from a Program Activity Architecture (PAA). 5

6 Challenges with Current Departmental Planning & Reporting Disparate Planning & Reporting Processes in the Department New and Untested Alignment with PAA Inconsistent Terminology No means to Visualize or Interact with Plans Multiple Data Sources No Standard Performance Management Framework

7 The Challenge to a Systems Solution No model for Integrated Planning & Reporting Business requirements varied dramatically across Directorates/Branches in both structure and content Senior Management understood the MRRS policy requirement, yet did not fully understand how to link conceptual thinking (policy) to practical implementation and supporting technology applications; The Chicken and Egg scenario around technology versus business requirements 7

8 Developing Performance TC MRRS Project jointly directed by Corporate Planning & Reporting and Finance. Finance leveraged an ongoing initiative within CP&R. Building the Content - Development of an Integrated Planning & Reporting (IP&R) Model Effecting the Delivery Implementation of Technologies to Support IP&R Project Highlights Project conceptualized/initiated Stakeholder engagement IP&R materials & courseware development MRRS technology POC IP&R Pilots MRRS technology business requirements 8

9 Development and Adoption of IP&R Model Proposed Integrated Planning & Reporting Model 14. Performance Management 2. Environmental Scanning 3. Enterprise Risk Profiling Strategic Outcomes 13. Learn & Adjust 1. Revise Frameworks (PAA, PMF, Risks) Annual Environmental Scan 5. Investment Planning Annual Review 5-Year Investment Plan Asset Strategies/Projects Frequency Process Document/Data External Processes Enterprise Risk Profile 4. Strategic Priority Setting (TMX Retreat) Annual Integrated Departmental Business Plan 6. Integrated Departmental Business Planning Annual TMX Strategic Priorities Annual Annual Report on Plans & Priorities Annual Business Business Plans Business Plans per per PA Plans per PA PA 10. Monitoring Performance Program Activities 7. Performance Measurement Framework 8. Operational Risk Profiling 9. Business Planning Annual Other Mandated Internal Services Plans Quarterly Ongoing Scorecards Quarterly Reports Various 12. External: Strategic Review Audit Evaluation MAF Assessment Reports to Central Agencies Annual Departmental Performance Report Annual Canada s Performance 11. Integrated Performance Reporting Governance Annual Other Legislated/ Mandatory Performance Reports MRRS Repository RDIMS #

10 Implementation of the IP&R Approach Launch pilot projects (Programs with Internal Services involvement) Test integrated planning and reporting model Test business plan content and processes prior to full implementation Test the IP&R training module Determine user requirements for a MRRS system Enhance PMF at the SO and PA levels Provide IP&R training to planners and program managers by program activity (from Feb.-June 2010) Provide IP&R 101 to senior management, as required

11 Standardization (e.g. Integrated Business Plan Template)

12 PMF Enhancement Efforts Strategic Outcome An Safe Transportation System Transportation Fatalities (#) Transportation Injuries (#) Safety Confidence (Survey %) PA 3.1 A Safe Civil Aviation System Flight Accidents (# per 0.1M Hrs) Training & Recreation Flight Accidents Air (#) Safety Confidence (Survey %) PA 3.2 A Safe Marine Transportation System Marine Accident Rate (#) Marine Safety Confidence (Survey %) PA 3.3 A Safe Rail Transportation System Rail Accident Rate (#) Rail Incident Rate (#) Rail Safety Confidence (Survey %) PA 3.4 A Safe Road Transportation System Road Fatalities & Injuries (#) Road Safety Confidence (Survey PA %) 3.5 Public safety during the Transportation of Dangerous Goods Accidental Releases during Transport TDG (#) Related Deaths (#) TDG Related Injuries (#) SA Motor Vehicle Safety Regulatory Intl. Reg. Harmonizations (%) SA Motor Vehicle Safety Oversight MV Industry Compliance Rate (%) SA Motor Carrier Safety Jurisdictions Implementing NSC (%) SA Road Safety Outreach Seat Belt Usage (%) DWI Fatality/Inj. Rate (%) Speeding Fatality/Inj. Rate Best (%) Practises Identified (#) Output Regs, Policies, Stds Regs, Policies & Standards (#) Regulation Cycle Time (??) Output Standard Certifications Companies Applying for National Safety Mark Audited (#) Output Imp. Vehicles Processed Calls Answered within 20s (%) Output Compliance Testing Vehicle Compliance Tests (#) Output Defect Investigations Safety Defect Investigations (#) Output Contribution Jurisdiction Agreements Agreements (#) Output Partnerships Jurisdictions with Agreements (#) Output Research Reports Publications (#) Output 12 Info Request Response Service Std Time Met (%)

13 Avantages du processus de la PÉRI pour les employés Il harmonise les plans d apprentissage et de perfectionnement aux besoins actuels et futurs de l organisation. Il permet l harmonisation des capacités et des attentes de l employé obligation de rendre compte. Il précise les attentes en matière de rendement de l employé. Il permet d établir le lien avec l entente de rendement et l évaluation du rendement de l employé

14 Avantages du processus de la PÉRI pour l organisation Il fournit aux décideurs de l information pertinente et exacte sur les besoins en RH, la GI/TI, les immobilisations, les communications, l approvisionnement, les locaux et le rendement. Il appuie une approche améliorée pour l établissement des priorités et la prise de décision. Il permet une mobilisation et une utilisation des ressources plus efficace et réduit le chevauchement des travaux. Il permet d affecter et de réaffecter les ressources de manière plus éclairée. Il préconise une approche qui permet de faire des comparaisons en fonction du temps et appuie également l apprentissage et les mises au point. Il fournit de l information cohérente pour une mise en œuvre plus complète du système de la SGRR. 149

15 Avantages du processus de la PÉRI pour les Canadiens Les programmes ministériels contribuent à l atteinte de résultats stratégiques, ce qui appuie l atteinte des résultats du gouvernement du Canada. Il renforce l exécution du programme et témoigne d une gestion saine : il permet d établir clairement les priorités; il harmonise les activités aux résultats stratégiques; il harmonise les ressources aux résultats stratégiques ou résultats prévus. Il s agit d une approche uniforme, et pouvant être répétée pour comprendre et pour décrire les activités du Ministère. 158

16 MRRS System Initial Thoughts Inputs (existing) Transform (new) Output (new) Measures (kpi's) & Results Strategies & Business Plans Unstructured Access Operational Plans Operational Systems Assets & Projects People MRRS Repository Documents & Excel Reports, Dashboards, & Scorecards Financial Plan, Manage, Report Distinct Stakeholders View Program Activity View 16

17 Engaging Stakeholders in the Value of Technology Met with Stakeholder Groups (Civil Aviation, Corporate Planning & Reporting, Human Resources, IT, Economic Analysis, Finance) Conducted education workshop on concepts of logic modeling, development of quality performance measures and the role of technology. Created high level models in various technologies based on the current business structure and Program Activity Architecture (PAA); Demonstrated casual linkages between disparate plans and strategies which were invisible while in documents; and Articulated a performance based story, using technology as an enabler. 17

18 Proof of Concept - Visualization of MRRS Information Access find, collect and condense information, so that users may analyze it effectively (Gartner G ) Dashboard publish graphically intuitive displays of information, including dials, gauges and traffic lights. indicate the state of the performance metric (Gartner G ) Scorecard These take the metrics displayed in a dashboard a step further by applying them to a strategy map that aligns key performance indicators to a strategic objective A scorecard implies the use of a performance management methodology (Gartner G )

19 Performance Management via Information Access (Endeca) 19

20 Performance Management via Dashboarding (SAP-Business Objects Xcelsius) 20

21 Performance Management via Scorecarding (Oracle-Hyperion Performance Scorecard)

22 Performance Management via Scorecarding

23 Performance Management via Scorecarding

24 MRRS Platform (The Holistic Approach) 24

25 Benefits and Conclusion Engagement of Senior Management Concurrence on Business Requirements Operationalizing the Program Activity Architecture to the benefit of managers is intrinsically linked to telling our performance story to Parliamentarians and Canadians 25

26 Thank You! / Merci! Q & R? / Q & A? For Further Information: John Pinsent, Transport Canada john.pinsent@tc.gc.ca (613) Johanne Lafleur, Transport Canada johanne.lafleur@tc.gc.ca (613)