Government of canada business planning cycle

Government of canada business planning cycle

Report a problem or mistake on this page Please select all that apply: A link, button or video is not working It has a spelling mistake Information is missing Information is outdated or wrong Login error when trying to access an account e. Archived Content Information identified as archived on the Web is for reference, research or recordkeeping purposes. Cycle 1 was largely adjustment. PART B involves the collection of information that will be used for the development of plans related to investment priorities, information management, HR strategies, security, and risk action plans. In general, departments that asked for flexibilities now say that the result was less than they expected. Other issues worth consideration include: How many departments and agencies should produce Outlooks? In practice, many of the Plans contained elements from both. However, accountabilities, roles, and responsibilities related to risk management are not defined at the corporate or sector level. This is the first key decision-making point. The Integrated Planning and Reporting IPR process is a coordinated department-wide exercise designed to identify key priorities, challenges, risks, trends and opportunities. However, there was a mis-match of expectations whereby some departments expected swift decisions on flexibilities. Source: Treasury Board of Canada Secretariat — Performance Management Program — Annex E: Glossary of terms Performance How well an organization, policy, program or initiative is achieving its planned results, measured against targets, standards or criteria.

Individual presentations by departmental Ministers and Deputy Ministers before the Board were a successful innovation. As with all governance frameworks, roles and responsibilities related to risk management should be well-defined and clearly understood by all parties to ensure the process unfolds as intended.

Accordingly, the audit focused on the most recent planning cycle of To meet this challenge, the Secretariat instituted a "one-window" system for dealing with departments and agencies on their Business Plans, wherein a team of analysts for each department, drawn from all of the TBS Branches, dealt with the Plan.

government of canada planning and reporting cycle

PSD management advised that the business planning process was delayed in as a result of DRAP and by a need of the Department and its sectors to consider and incorporate the direction provided by the Federal Budget The second vision of the Business Plan emphasized strategy for the core business of the department.

Further, if roles and responsibilities related to risk management are not defined and commonly understood, risk management activities could be inconsistent, not aligned with organizational objectives, or non-existent.

They expected this process to take time, probably several iterations of the annual business planning cycle. Community Process DAC appointments and renewals. Before the second cycle of business planning begins however, the Treasury Board Secretariat should give the departments which have outstanding flexibility requests a full accounting of the work going forward to bring these requests to a resolution. In the review of Business Plans, the Ministers of Treasury Board expressed great interest in performance indicators. It was simply a matter of The audit identified the emergence of such a culture at AANDC as sound business planning continues to be seen more as a value-added practice and less as an administrative requirement by management. The Initiative is not an add-on to the Business Plans but an inherent approach to how departments plan for and report on their delivery of services. A consultative approach helps establish the context appropriately, ensures that the interests of stakeholders are understood and that risks are adequately identified. However, the Department would benefit from more attention to risk management, supported by more formal processes, additional documentation, and regular monitoring at the corporate and sector levels. As well, flexibility requests provided a decision-making focus to the discussions with Treasury Board which would otherwise not have been there because the strategic plan itself, while received by the Board, is not formally approved by it. In conjunction with the Consumer Measures Committee , OCA will continue to explore measures to protect consumer interests through joint analysis of current consumer pressures in priority sectors, sharing best practices for regulatory compliance, and dissemination of consumer information and outreach tools with federal, provincial and territorial consumer protection authorities. At the annual Strategic Planning Direction Setting Session in April, corporate priorities are revisited on the basis of an environmental scan and an analysis of the Corporate Risk Profile, for the purpose of ensuring relevance to public policy development and maintaining the agency's ability to meet the highest information needs of Canadians and Canadian institutions. The proposals pertain to aspects of the business architecture, which includes the following: business processes enabling computer systems and hardware business rules organizational structure The CBA places the emphasis on solutions that maximize the use of corporate tools and systems—an approach whose aim is to make the most of investments, reduce risks, and enable the agency to generate sufficient efficiencies to fund the punctual investments necessary for maintaining the quality of programs.

This efficiency generates the funds to maintain the quality of programs, as outlined in the long-term strategic plan.

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