EPM Building Blocks

Integrated Planning Framework

www.pwc.com/ca

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Agenda

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2

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4

Introductions

Integrated Planning

Case Study

Destination IPF

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Introductions

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Rick CadmanDirector, Consulting and Deals PwCCo-chair Women Upfront PwCB.O.D. Triathlon Canada

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@lisalisa2710

Lisa Duarte

Lisa DuarteDirector, Integrated Planning Framework ProgramRegion of PeelBrampton, ON Canada

Lisa Duarte is the Director of the Integrated Planning Framework Program at the Region of Peel, an enterprise transformation program. In this role, Lisa is leading efforts to further integrate organizational planning, budgeting, performance measurement and reporting practices to better position the organization to meet the changing needs of the growing Peel community.

Lisa has held various leadership positions over the past 6 years, where she demonstrates a strong passion and commitment to finding innovative solutions to improve municipal service delivery. Lisa prides herself on her ability to challenge the status quo and apply creative ‘out of the box’ thinking to achieve public sector excellence.

Lisa has worked in the Human Services field for over 20 years. Prior to joining Peel in 2002, Lisa worked in bordering municipalities, Halton and Hamilton. She has a degree in Psychology and completed a graduate program in Government Law.

#innovationqueen

#brilliance

#driventosucceed

#pushinglimits

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Peel

Halton

York

Durham

City of Toronto

Caledon

Brampton

Mississauga

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Region of Peel

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Integrated Planning

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Strategy and Business Modeling

The starting point for tomorrow’s public body is the organization’s vision and mission, which should clearly answer the first key question: where do we need to go? Delivering its vision and mission, however, requires the organization to find the ideal size, shape and way of operating in order to deliver services and outcomes while being:

• Agile

• Innovative

• Connected

• Transparent

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Government

Performance reporting

Strategy

Serviceconsumption

Needs/Desires Service Strategy

CitizenServices & Outcomes

Resource allocation

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Hierarchy of Planning

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Add in: WhyWhatHow

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Most organizations do not fail instrategy formulation but in theprocess of implementation. However,most organizations are able to bringthe majority of their projects homesuccessfully once they have beenspecified and granted requiredresources. So, where do strategicefforts tend to fail the most?

Implementing Strategy

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Strategy Execution

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Transforming Strategy

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Challenges

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Enterprise

Inconsistent and unpredictable performance

Annual plan

Financial reporting

Target setting

Variance analysis

Management reporting

Scorecards

Scenario analysis

Siloed reporting, planning, analysis

Forecasting

Strategic alignment

Trust in numbers

Data driven insight

Integration

Accountability

Focus

Efficiency

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Case Study

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Guides the integration of planning, budgeting and performance measurement and reporting processes to improve the ability to execute, monitor and report on strategic activities.

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The Business Case

Integrated Planning Framework (IPF)

Strategy

Strategic plan and term of council priorities and enabling

priorities

Program plans

Operational (business) plans

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The Gap

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“We need to be able to hold people accountable for

outcomes not output. We need to move past this is

my FTE!”

“We have a great process but what

we lack is implementation”

“Our services, programs and measures are not linked to cost centres, but we budget by cost

centres”

“Our planning and budgeting processes are highly integrated

but only in certain departments”

“We have over 206 plans, and we call half of them strategic. We

spend all our time planning vs getting

things done.”

“Individual performance is not aligned with the

strategic plan”

“Conceptually we’re not on the same page about

how to plan and budget ; we need a well defined

process across the organization”

“We need to get beyond big concept thinking and get

down to details – we don’t know how to get beyond planning and budgeting

and move to monitor, implement or assess.”

“We budget first, then plan”

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Process Alignment & Integration

Accountability & Role Clarity

Business Oversight, Performance Measurement & Reporting

Meaningful Communication

Incomplete IPF Change Design

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The Improvement Opportunities

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3

1

4

5

Significant issues

Moderate issues

Minimal/no issues

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The Team

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Program SponsorSteering Committee

Program sponsor - (CAO)

Executive Management

Team

Program Management Team (PMT)

Program Director

Program Manager

Consultant (PwC)

Program Coordinator

Project Manager

AA

Program Director

Operating Team

(11 resources)

Accountability and role

clarity

Process alignment &

integration streams

Business oversight,

performance

measurement &

reporting

(3 resources)

Change management IPF technology

Project management

team

Steering Committee

Operating team

(+1 resource)

(2 resources)

Human Services

FSU, Public Works

FSU, Human Services

Health Services

FSU, Health Services

FSU, Shared Services

BCP (2 resources)

IPF Technology

Business Intelligence

Executive office

Integrated Risk Management

Digital Strategy

ISTS

(6 resources)

(8 resources)

Stream leads

Full time

Project teams

Full time

Extended teams

Part time

PMT (as required)

(2 resources)

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The Roadmap

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Community Engagement

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The Technology

Peoplesoft GLPeoplesoft

HRMSData

WarehouseLegacySources

Extract, Transform, Load(ODI/FDMEE)

IPF Platform(Workspace/Hyperion Reports/Scorecard/Strategy Management)

Da

sh

bo

ar

d

Sc

or

e c

ar

din

g

Qu

er

yin

g

Re

po

rti

ng

Da

ta M

inin

g

Da

ta V

isu

ali

za

tio

n

Off

ice

In

teg

ra

tio

n

We

b F

or

ms

Ale

rts

Da

ta E

ntr

y

Data

Data Integration

&Management

ApplicationPlatform

End-UserExperience

“Ma

na

gem

ent

Ex

cell

ence

”“O

per

ati

on

al

Ex

cell

ence

”

Peoplesoft PMS

Plan(HP/OBIFS)

Budget(HP)

Implement(OBIFS)

Monitor(HR/OBIFS)

Assess(HR/OBIFS)

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The Benefits

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1 Complete alignment to Council strategy and priorities

2 Introduction of accountability and responsibilities

3 Complete process alignment and integration

4 Up front target setting and direction

5 Business performance, management and reporting

6Live analysis provided to Council, Executive Management Team, Finance all the way down to the Program

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Automation of• Allocation logic• Data collection• Reporting• Source system integrations• Consolidation• Salary and wage calculation• Operating budget• Capital budget• Business planning• Business case prioritization

8 Dashboards and scorecards aligned throughout the Region

9 Slicing, dicing and modelling

10Transformation from cost centreto Areas of Focus, Outcomes and Services

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Lessons Learned

1. Executive sponsorship

2. Commitment to the end solution

3. Business and technology integration is key

4. Integrate performance measurement and management

5. Allocate the required resources

6. Trust the process and hang on…

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Destination IPF

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The ‘Big 6’

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ConceptualModel

Hierarchyof Plans

ProcessFlows

KPIFramework

ConceptualData Model

AccountabilityFramework

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The Design

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To-Be Desired State)As-Is Assessment

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The Destination…

Executive decision-making in real time

• 4x16 foot wall of high-resolution LCD panels, 3D Caves, gesture interfaces

• ‘Executive Cockpits’ that allow senior executives to visualize massive data sets and draw insights

• Advanced simulation tools to evaluate and visualize strategic options over time

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IPF is a journey!

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for consultation with professional advisers.

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