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From Strategy to Results Case Study on Integrated Planning from Ontario Ministry of the Environment...
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Transcript of From Strategy to Results Case Study on Integrated Planning from Ontario Ministry of the Environment...
From Strategy to Results
Case Study on Integrated Planning from Ontario Ministry of the Environment
Operations Division
National Environmental Partnership SummitNatasha BartlettMay 20th, 2008
1
• About Us
• What Did We Do?
• How Does It Work?
• What are We Achieving?
• What are We Learning?
2
Overview
About Us
• Operations Division is the delivery arm:– Delivers programs to protect air quality and
water quality/quantity; manage the disposal of wastes; and control pesticides use
– Ensures compliance with environmental laws and initiates legal action against polluters
– Administers approvals, environmental assessments, and licensing programs
• Provides front-line program delivery to the public, other levels of government, businesses & industries across the province
• Approx 1000 staff across a province-wide network of branch, region & district offices
3
The Ministry of the Environment works with all Ontarians and engages partnerships with businesses and governments to restore and protect the
environment, prevent pollution, and enhance public health and economic vitality.
Context in Ontario
Approximately 300 000 Regulated Entities Growing at 2 to 3% annually
7 pieces of legislation governing actions of the regulated entities and growing
Current compliance capacity allows for approx.4-5000 planned district & sector inspections annually
Ministry receives approximately 6000 submissionsfor environmental approvals annually
Ministry has capacity to process a fraction of theseapplications resulting in excessive wait times
4
Tomorrow’s Environmental Stewardship and Protection
Enhanced Compliance
Enhanced Behaviour
Enhanced Public Trust
Increased focus on impact & performance based inspections, approvals & enforcement
Responsive/flexible legislation/regulations
Enhanced clarity & understanding of rules & responsibilities (education & outreach)
Greater overall coverage of regulated community
Increased movement toward place-based compliance approaches
Areas of
Focus
Outcomes Enhanced use of incentives to reduce emissions & streamline oversight
Improved emitter accountability (self reporting/declaration)
Greater percentage of the regulated community making environmental sustainable decisions
Increased number and scope of partnerships with regulated community
Greater adoption of green technology
Greater understanding of ministry initiatives by the public
Enhanced public access to environmental performance information
Greater community involvement in environmental decision-making
Ontario positioned as a leader in Environmental Protection and Stewardship
5
Need for A New Approach External Drivers
• Growth of regulated community (2-3% per year)
• Heightened public & political expectations
• Increased public demand for accountability and transparency regarding government decisions • Complexity & impact of environmental challenges
Internal Drivers
• Limited capacity to meet growing mandate and deliver day-to-day business
• Greater collaboration with partners to develop new programs
• Need for clear direction on where to focus efforts
• Opportunity to build on past successes with project management
What Did We Do?• Strengthen role of executive committee as “board of directors” for
decision-making around priorities & resources
• Establish an integrated planning and reporting system to:– Establish clear priorities that balance government commitments and core
environmental protection outcomes
– Align efforts and resources with priorities
– Provide collaborative decision-making to proactively address opportunities & respond to emerging challenges
– Strengthen communication of goals & achievements – everyone sees themselves and how their work contributes
• Adopt a project management approach to deliver on priorities
• Create a dedicated unit to sustain this new approach
7
Build Framework to Translate Strategies into Results
8
Ministry of Environment Strategic Direction
Operations Division Priority Setting
Program Development
External Drivers
Results Delivered
Internal Drivers
Mo
nit
ori
ng
& R
epo
rtin
g
Program Management
Program Delivery and Compliance
Local Work Plans – planned activities across all functions
Tw
o-w
ay in
form
atio
n f
low
Business Management
Outcomes across All Core Divisional Functions
· Legislative Requirements· Program and Compliance Analysis · Investigations Intelligence
· Stakeholder expectations· Public Audits · Emerging issues & trends· Jurisdictional Scans
Identify Annual Planning Cycle• Assess – Identify emerging internal &
external factors/long-term trends that may impact our priorities and business delivery
• Strategize – Define priorities & associated measures of success
• Plan – Create action plans and targets at the program, region/branch & local levels; translate into individual commitments
• Implement – Undertake specific actions & projects to meet targets
• Report – Periodically report on progress in meeting targets
• Evaluate – Review successes, issues & risks in meeting targets; ID adjustments
9
Monitor, assess & report on Program performance and Implement improvements
Administer environmental assessments and issue approvals and permits
Conduct compliance, abatement, and enforcement activities
Protect Ontario’s environment by ensuring programs, guidelines & operational policies are developed based on the latest trends, current science & available technology
Timely, accurate identification of trends & gaps to determine the quality, relevance & effectiveness of programs; proactive anticipation of vulnerabilities & opportunities to identify improvements
Ensure risks to the environment and human health associated with municipal, industrial and commercial activities are minimized
Verification that environmental rules are being implemented and facilities are operating in a manner that doesn’t cause risk to the environment; effective deterrents for non-compliant behaviour
10
Define What Business We’re InWhat do we do? What are we trying to achieve?
Develop program regulations, operational policies and guidelines
Establish Priorities Strategic Alignment
(e.g. Premier/Minister Commitments, Regulatory Requirements, External Audit Recommendations, Partnership Commitment)
Pro
ject
A
Pro
ject
B
Pro
ject
C
High
Low
Benefit
(e.g. Benefits to Environment, Public Health, Organizational Effectiveness; Public Engagement; Breadth of impact)
Pro
ject
A
Pro
ject
B
Pro
ject
C
High
Low
Feasibility
(e.g. Resource capacity, Schedule, Funding Availability,IT/IM Complexity, Precedent)
Pro
ject
A
Pro
ject
B
Pro
ject
C
High
Low
Pro
ject
A
Pro
ject
B
Pro
ject
C
High
Low
11
Map Priorities to Work
12
Str
ateg
y / A
ppro
ach
Strategy: coordinate and communicate the implementation of sediment clean-up activities
Region A – provide technical support to guide clean-up activities
Region B – manage environmental clean-up contracts
Branch A – consultation with First Nations in impacted areas
Strategy: collaborate with Policy Division to develop policy framework and supporting regulations
Region C – stakeholder liaison and support to legislative development
Region D – stakeholder liaison and support to legislative development
Branch A – consultation with First Nations in impacted areas
Strategy: lead development of program IT infrastructure and provide timely expert input into regulation development
Region A – develop operational procedures
Region C – Provide technical input into the development of a risk based submission assessment process
Branch B – develop approvals criteria and processes to support submissions
Ou t
com
es
Obj
ecti v
es Provision of technical and complianceexpertise to support the creation of the
Act and resultant regulations
-De-listing of identified areas of concern
Provision of technical and complianceexpertise to support the creation of
regulations associated program
Di v
i sio
n al
Pri
ori ti
es
Priorities in Support of Government/Ministry Commitments
Great Lakes Areas of Concern Contaminated Sediment Clean- UpLake Simcoe Protection Act Brownfields Regulation and Program
Development
/ M
ini s
try
Co
mm
i t men
ts
Protection of Lake Simcoe Cleaning up Ontario’sGreat Lakes
Remediation and redevelopment ofOntario’s contaminated sites
4 PYs 8 PYs 3 PYs
Right Projects
• Project requirements scoped and prioritized
• Project teams assigned based on priority, skills, expertise & availability
Done Right • Use of standard project management tools to strengthen collaboration & decision-making
• Clear guidelines on roles & responsibilities
Results Achieved • Consistent & timely reporting on project status
• Achievements and lessons learned monitored and communicated across division
Establish Projects to Deliver on Priorities
13
14
Define Compliance Targets In Line With Priorities and Risks
Compliance Direction
Local Considerations
Past Performance
FacilityRisk
Ranking
Planned Inspections
Compliance Promotion
?Vulnerabilities
Commitments
Risks
Analysis Strategy Planning Delivery
Known High Risk
Emerging or Unknown
Good Performers
Use Results to Drive Decisions
Emerging Environmental
Trends
Emerging Environmental
Trends
GovernmentPriorities
GovernmentPriorities
Program LevelAnalysis
Program LevelAnalysis
DivisionalPrioritiesDivisionalPriorities
Risk/PerformanceBased Planning
Risk/PerformanceBased Planning
Compliance Planning
Compliance Planning
ProgramDevelopment
Planning
ProgramDevelopment
Planning
- Inspection Activities- Compliance Promotion Activities- Program Development Activities
- Inspection Activities- Compliance Promotion Activities- Program Development Activities
Compliance RatesFacility PerformanceCompliance Rates
Facility Performance
Program DevelopmentAchievements
Program DevelopmentAchievements
Reporting
Reporting
Better Organizational Alignment & Capacity
Driving Behaviour
15
What Are We Achieving?• A common set of priorities that clearly link to government
objectives and our environmental outcomes• Everyone can see how their work connects to outcomes• Better understanding of workload across the organization • Ability to bring the right people together at the right time • Greater flexibility to make shifts, manage issues and adapt to
change as it occurs • Stronger collaboration with partners on critical priorities• Ability to document and communicate achievements and
progress throughout the year
16
Critical Success Factors• Strong leadership commitment throughout the planning cycle• Collaborative decision-making and front-end involvement by staff creates real
“ownership” in the process• “Big picture” focus allows us to set targets and track progress over multiple years• Clear prioritization criteria and process guides direction-setting• Regular status reporting focuses on critical decisions, issues and changes as they
emerge• Built flexibility for adjustments into the annual cycle to be responsive to emerging
needs and trends• Analysis of results better informs priority-setting for next year• Ongoing communications and engagement
17
What’s Next?
• Build organization’s performance measurement maturity
• Adoption of automated system for project planning and reporting
• Better integration of all internal reporting systems
18