Scorecard And Dashboard And Metrics... Oh My! FMI PD Week 2012

Transcription

1 Scorecard And Dashboard And Metrics... Oh My! FMI PD Week 2012

2 Today s presenters Panelists: Mario Malouin, Vice-President and Chief Financial Officer, Canadian Air Transport Security Authority (CATSA) Jean-Paul Lemieux, Director, Trade Commissioner Service (TCS) Planning and Client Service Support Division, Department of Foreign Affairs and International Trade Canada Facilitators: Cathy Green, Senior Managing Consultant, Strategy and Transformation, IBM Canada Liz Geiger, Associate Partner, Business Analytics and Optimization, Canadian Public Sector and Health Market, IBM Canada

3 Governments are increasingly turning to performance information to deliver smarter outcomes What if Human resources could attract and retain topperforming employees by understanding drivers behind employee satisfaction? Central agencies and parliamentarians could see how every tax dollar is spent? Program management Transportation and logistics could gain critical insights to manage and maximize resources people, capital and processes? could improve traffic flows and reduce wait times and emissions? Budgeting and finance Law enforcement could have real-time insights into program budgets across jurisdictions to reduce spending responsibly? could have insights to beat criminals to the scene? Programs and services delivery could predict current and future needs of citizens and design programs accordingly?

4 Dashboard and scorecards can be valuable tools to integrate performance information in the quest to realize outcomes-based government Today we will share two practical dashboard/scorecard examples These tools are helping organizational management to: Measure key business functions Provide fact-based data for decision-making Motivate and direct behaviour Focus attention where it s needed most Make performance more visible and enable accountability Improve execution and delivery of programs

5 Agenda CATSA Operating in a Volatile, Uncertain, Complex and Ambiguous (VUCA) World (25 minutes) DFAIT Performance Measurement Initiatives in Support of DFAIT's Commercial Program (25 minutes) Questions and Panel Discussion (20 minutes)

6 Financial Management Institute of Canada Professional Development Week Scorecard and Dashboard and Metrics Oh My! A Full Strategic Corporate Partnership is a Critical Success Factor to the Achievement of an Organization s Strategic Objectives in a Volatile, Uncertain, Complex and Ambiguous (VUCA) World. Mario Malouin, CPA, CA, MA Vice-President and Chief Financial Officer Canadian Air Transport Security Authority Tuesday, November 27, 2012 Ottawa Convention Centre Ottawa, Ontario

7 Table of Contents Page Current Environment 3 CATSA 14 Balance Scorecard 18 Boarding Pass Security System (BPSS) 21 Planning Budgeting and Forecasting Tool (PBFT) 28 Looking Forward 34 Success Factors 37 7

8 Current Environment 8

9 Interdependence Corporate scandals 9/11 Both had a global influence 9

10 Corporate Scandals A financial tsunami that impacted many countries! How? 10

11 9/11 In the immediate aftermath of 9/11, the aviation security system underwent its most significant change worldwide Literally overnight, it became an urgent global priority to enhance counter-terrorism capabilities and preparedness In Canada, the federal Budget of December 2001 contained a $2.2 billion package of new funding for civil aviation security improvements. The Budget also announced the creation of the Canadian Air Transport Security Authority (CATSA) 11

12 Interdependence In times of crisis or instability, events can transcend borders and spread globally 12

13 VUCA Strong interdependence creates a VUCA world In a VUCA world, top leaders are faced with dilemmas that have no solutions and yet they are still required to make sound decisions Traditional leadership skills aren t enough 13

14 Adaptation Since we live in a VUCA world in which financial resources are more and more limited, CFOs and finance function must adapt. But how? 14

15 Alignment "The task of leadership is to create an alignment of strengths, making our weaknesses irrelevant." - Peter Drucker 15

16 Alignment To guide a company, CFOs should be in tune with the markets, and able to give early warning signals to the organization, and help the organization think through how to adjust quickly enough to market signals The Finance function should be a visionary in the business and not just a storyteller 16

17 "Growing complexity, talent scarcity, and technology deficits are most likely to put the finance function s effectiveness at risk." CFO Research Services and KPMG 2012 Global CFOs on the Art of Constructive Change 17

18 18

19 CATSA 19

20 CATSA Background Secure critical elements of the air transportation system: Pre-Board Screening (PBS) Hold-Baggage Screening (HBS) Non-Passenger Screening (NPS) Restricted Area Identity Card (RAIC) 20

21 CATSA at a Glance 89 airports More than 51 million passengers screened 62 million pieces of baggage screened More than 5,400 screening officers 106 checkpoints 314 screening lines 4 regions 21

22 CATSA Governance Crown corporation Report to Parliament through the Minister of Transport Governed by a Board of Directors Regulated by Transport Canada Third-party screening contractor 22

23 Balance Scorecard 23

24 Balance Scorecard A single version of truth Source: Transforming Finance, TDWI Best Practices Report 24

25 Balance Scorecard CATSA tracks high level strategic performance indicators in a scorecard to help align the corporate mission and visions with day-to-day activities How can we do it? 25

26 Boarding Pass Security System (BPSS) 26

27 BPSS Automated boarding pass verification Class 1 airports Developing expansion plans 27

28 BPSS Benefits Enhanced: Validation of boarding passes Security resolution Performance monitoring 28

29 Boarding Pass Verification Paper boarding passes Electronic boarding passes 29

30 Security Incident Resolution Process CATSA Security Operations Centre (SOC) is notified of an incident along with information about the passenger involved SOC uses BPSS to search for passenger 30

31 Security Incident Resolution using BPSS BPSS tells SOC exactly when and where the passenger was screened, as well as the flight information By aligning the time stamps, the SOC reviews Closed Caption Television (CCTV) footage of the passenger and incident Using flight information from BPSS and physical description from CCTV, the passenger is located Incident is contained / resolved 31

32 BPSS Performance Management Vital to daily operations Improves customer service Wait-time information Data sharing initiative Planning, Budgeting and Forecasting our cost 32

33 Planning Budgeting and Forecasting Tool (PBFT) 33

34 34 34 PBFT Transform enterprise planning budgeting and forecasting tool (PBFT): Implement an end-to-end business solution (provide integration) Minimize use of Excel spreadsheets (improve data reliability) Implement standard templates/consolidations Enable financial/non-financial modeling and what-if analysis Empower end users (Responsibility Managers) Reduce reliance on Financial Analysts Realize productivity gains in Financial Planning

35 Before Lack of Integration Source data not linked to costing models No data integration Data manipulation required prior to loading source data into costing models Costing models are not linked to TM1 Inability to report quickly on model inputs that generate an expense Inability to quickly update costing model data and assess impacts. Inability to deploy common drivers and assumptions across all costing models 35

36 After Integrated Data Consolidated cube Internal/external reports $ Actuals & Forecast Source data is linked to costing models Assumptions $ Forecast Screening Capital Maintenance HR Other Expenses Reports on model inputs & details Integrated data Source data is loaded directly from the data warehouse to the costing models Costing models are linked to TM1 TM1 web input ->TM1 Cubes Operations Equipment Data Warehouse Operational data HRIS GP Ability to report quickly on model inputs that generate an expense Ability to quickly update costing model data and assess impacts Ability to deploy common drivers and assumptions across all costing models 36

37 Planning and Budgeting Screening Hours 37

38 Converting Screening Hours to Budget Dollars 38

39 Looking Forward 39

40 Looking Forward Predictive Analytics: To leverage organizational business knowledge by applying sophisticated analysis techniques to enterprise data. The resulting insights lead to actions that demonstrably change how resources are assigned. Financial Reporting Tool: To automate the creation of statutory and regulatory reports, providing a collaborative environment in the creation of financial data, narrative analysis and XBRL tagging. 40

41 Looking Forward Combining predictive analytics models with organizational business knowledge provide insight into critical issues such as outcome improvement. Through measuring uncertainty surrounding these issues, predictive analytics enables proactive risk management, refining key decision making processes through controlled, iterative testing of potential actions and their likely intended-and unintended-consequences. These findings and their corresponding business rules can then be deployed within front-line operational systems to identify measurable cost savings, repeatable process improvements, and sustainable competitive advantages. 41

42 Success Factors 42

43 Success Factors Among the top 10 objectives for the Finance function over the next 2 years. hire qualified people and retain them and increase Finance knowledge (Corporate Finance Function Survey: The Canadian Perspective by KPMG) Passion Capital: Passion Experience Knowledge 43

44

45 Le Service des délégués commerciaux du Canada Partout où vous faites des affaires Initiatives de mesure de rendement soutenant le Programme commercial du MAECI Ministère des Affaires étrangères et du Commerce international Direction de la Planification et de l Appui aux services à la clientèle du SDC IGF 27 novembre 2012

46 Aperçu de la présentation Approche du Service des délégués commerciaux en matière de planification et de mesure du rendement Comment sommes-nous arrivés aux fiches de résultats pondérés et l informatique décisionnelle? Tableau de bord de l Expansion internationale des affaires Défis, réalisations et leçons retenues 46

47 Qu est-ce que le Service des délégués commerciaux du Canada? Composante du Ministère des Affaires étrangères et du Commerce international du Canada Les employés du Service des délégués commerciaux du Canada (SDC) répartis dans plus de 150 points de par le monde prodiguent des services aux compagnies canadiennes afin qu elles obtiennent des succès commerciaux à l étranger. Le mandat de SDC est d accroître la prospérité des Canadiens et des Canadiennes par l entremise du commerce international. Les délégués commerciaux offrent une variété de services à leurs clients canadiens: Préparation aux marchés étrangers Contacts qualifiés Évaluation du potentiel de marché Résolution de problèmes 47

48 La planification et la mesure du rendement du programme commercial du MAECI 1. Rigoureuse planification annuelle des programmes commerciaux et économiques 2. Utiliser les outils de mesure du rendement 3. Gouvernance interne 4. S'assurer que les exigences de responsabilité soient satisfaites 48

49 Cycle de vie de planification opérationnelle et rapports Rapport des Programmes commerciaux et économiques Planification des Programmes commerciaux et économiques Examen des résultats (tableau de bord) Rendre compte des activités dans TRIO 49

50 Pourquoi choisir la fiche de résultats pondérés et l informatique décisionnelle? Un cadre commun génère la cohérence des rapports dans le monde entier. Améliore la précision et la responsabilité de rendre compte par le Service des délégués commerciaux. Renforce l'utilisation des ressources pour produire des résultats, en utilisant des données facilement disponibles et statistiques 50

51 Pourquoi utiliser l approche sur l informatique décisionnelle? Centralise les informations provenant de multiples systèmes de l'entreprise Système transparent qui permet d augmenter l imputabilité des gestionnaires Facilite l extraction de données et les capacités de production de rapports 51

52 À quoi sert le tableau de bord de l Expansion internationale des affaires? Constitue un élément clé de nos efforts pour suivre les résultats et améliorer les pratiques de gestion Offre des renseignements sur les indicateurs qui sont essentiels aux succès de l organisation et de son programme commercial Influence les gestionnaires afin qu ils se concentrent sur les domaines critiques pour la mission et fournit des renseignements pour la prise de décision Présente des données opportunes parce qu elles sont mises à jour à toutes les fins de semaine 52

53 Comment les données sont colligées TRIO/CRM La liste des intérêts commerciaux canadiens Carte de Pointage PCI Données sur les ressources humaines Le Délégué commercial virtuel Cube commerce Les données financières Sondage auprès des clients SDC 53

54 Capacité d analyses Questions de la gestion Combien de clients aidons-nous? Mesures du Tableau de bord Nombre de nouveaux clients par mission, par région et pour le SDC Où nos clients désirent-ils faire affaires? Quel est notre niveau de service offert? Est-ce que les clients sont satisfaits de nos services et de notre soutien? Préférence des clients en fonction du Classement des missions Nombre de services rendus, nombre d entretiens et occasions d affaires disséminées Satisfaction des clients, métrique et rapport Comment une mission se compare-t-elle aux autres semblables? Comment notre travail se compare-t-il par rapport aux années précédentes? Nombre d entretiens, nombre d occasions d affaires en comparaison d autres missions Tableau montrant les tendances sur les nouveaux clients, entretiens et occasions Est-ce que le Modèle de commerce d intégration est mis en œuvre? Services rendus par domaines fonctionnels, entretiens par domaines 54

55 Fiche de résultats 55

56 Rapports des fiches de résultats 56

57 Utilité pour la haute direction Rapport trimestriel au Conseil de coordination du commerce international Exigences relatives aux rencontres de breffage Données fiables et analyses pour les équipes d inspection des missions Analyse ad hoc pour des décisions éclairées 57

58 Défis Clés Définitions/lignes directrices Uniformité des rapports Formation des utilisateurs 58

59 Accomplissements du Tableau de bord Met l accent sur l imputabilité Expose l importance de l inscription des données Affermit la reddition de compte et améliore la qualité des données dans les systèmes d entreprise Offre un accès rapide à des données pertinentes 59

60 Leçons retenues Tenir des consultations efficaces Travailler avec l informatique pour harmoniser les systèmes corporatifs Transparence aide à améliorer la qualité des données et la comformité Leçons retenues Apprendre des autres et partager les pratiques exemplaires avec les autres ministères La haute gestion joue un rôle crucial pour mousser l intérêt sur l information liée au rendement : L information génère l intérêt pour plus de renseignements 60

61 Avenir de l informatique décisionnelle Comité consultatif sur l informatique décisionnelle Le MAECI a mis en place un comité de gouvernance sur les activités liées à l informatique décisionnelle. On a lancé un projet pour trouver les spécialistes en la matière, qui verront à définir les indicateurs de rendement clés pour la création d une fiche de résultats et d un tableau de bord à l échelon sous-ministre adjoint devant servir au Sous-ministre. 61

62 Questions???