Management Excellence

Best management practices in the public sector, just as in the private sector, are constantly evolving.  However, demonstrating that decisions are grounded in a strong culture of values and ethics, and that there is accountability, good client service and value for money, are among the standards by which today’s high-performing public sector organizations are measured.

Overall, WD is recognized by our stakeholders and our staff to be well-managed and responsive to issues that arise.  WD finds new ways to work collaboratively with others to ensure that government initiatives are managed efficiently and effectively.  In fact, the department demonstrates a strong commitment to working with partners and leveraging its investments, which allows it to have a far greater impact with its investments, policies and programs than would otherwise have been possible.  The department, although relatively small, is involved in numerous horizontal policy and program initiatives (e.g., the United States Enhanced Representation Initiative and its successor the North American Platform Program, the delivery of federal infrastructure programs in the West, co-chairing federal councils in each region, etc.) and shared administration systems.  

There are many specific management initiatives underway across the department (referenced and accounted for in the more detailed regional, corporate and departmental plans).  One of the key initiatives for the department has been the establishment of a comprehensive risk management strategy that is incorporated into all levels of the organization.  The department has an Integrated Risk Management Framework, a current Corporate Risk Profile, and corresponding Action Plans that identify accountabilities to assist with on-going monitoring. 

The department has identified eight key corporate risks, as well as management strategies and accountabilities for each risk (see Annex D).  In addition, the department uses a risk management framework throughout the organization, from the project approval process, through to the business planning process.

The eight corporate risks and action plans identified in the current plan focus primarily on ensuring the organization manages issues related to demonstrating results, organizational responsiveness, working with partners, financial management, managing strategic communications, human resource renewal and information management.  More detail on any of these eight areas is found in the action plans and more detailed regional and corporate business plans.

The integrated risk management process has had an impact on all aspects of departmental planning, and informed the decision to establish an additional fifth priority for the department related to management excellence:

Management Excellence – WD will focus on:

1. Implementation of the government of Canada's Management Results Reporting Structure (MRRS) to improve performance planning, measurement and reporting.
   
   Intended Deliverables:  The department will continue development and implementation of its management results and reporting structure (MRRS), and further refine its integrated planning approaches to better integrate, coordinate and align planning and reporting initiatives. 
   
   Indicators of Our Success:  Assessment of departmental performance and leadership; evidence of results in performance and business plans, results of audits and evaluations used to inform program and policy planning.
   
2. Strengthening Internal Audit and Evaluation.
   
   Intended Deliverables:  As part of its Internal Audit Plan, WD will have independent external audit committee members appointed by December 31, 2008.  An internal audit charter and departmental audit committee charter have been approved setting roles and responsibilities for WD’s internal audit function and the external audit committee.  WD will also develop a plan for orientation and training new audit committee members and WD executive to enable them to meet their responsibilities under the Government of Canada Internal Audit Policy. 
   A transition plan is in place to ensure all the provisions of the new Internal Audit Policy are implemented by 2009.
   
   Evaluation projects for the current year were determined using a risk-based approach in support of the department’s Strategic Outcomes and priorities.  Two key grants and contributions evaluations, which impact all three Strategic Outcomes, will be complete by the end of June 2008.
   
   Indicators of Our Success:  An active audit committee in place and WD executive meets all responsibilities under the Government of Canada Internal Audit Policy, and the department’s Evaluation Plan reflects the impact of the 2006 Federal Accountability Act, requiring full evaluation of all program spending every five years. 
   
3. Strengthening accountability, transparency and performance reporting for members of the Western Canada Business Service Network (WCBSN) and improved coordination among WCBSN members and other economic development organizations.
   
   Intended Deliverables:  Presentations to WCBSN on expected outcomes related to improved accountability, transparency and performance reporting, established and consistently applied reporting requirements for members, supports provided to assist members with achieving expectations related to accountability requirements.
   
   Indicators of Our Success:  Alignment and performance of WCBSN initiatives against the Strategic Outcomes for the department and improved coordination among members and other organizations; timely and accurate performance reporting from members.
   
4. Reviewing, updating and more fully integrating risk-based decision making into all elements of management.
   
   Intended Deliverables:  The integration of risk management into plans for the department.
   
   Indicators of Our Success:  All departmental plans consider risk management in planned activities.

In addition to these priorities, there is important work underway in other key areas of the department that support efforts to achieve WD’s Strategic Outcomes and commitment to management excellence.  This includes, but is not limited to:

• As part of its Change Management Plan, the department is focusing on two major organizational change initiatives.  The continued implementation of the new priorities that have resulted from the visioning and consultation initiative in 2006, and the change that results from the public service/human resource renewal agenda.
  
• As part of the Information Management and Information Technology Plan, the department continues its commitment to both Project Gateway and the information management agenda (with a focus on electronic document management in 2008–2009).  These two significant initiatives directly support the department in its due diligence, management, results reporting and proactive disclosure of information.
  
• As part of the Official Languages Action (OLA) Plan and official language commitments, the department is focusing on working with official language communities in the West to support economic diversification initiatives, and to develop a departmental framework that articulates roles/responsibilities within the organization with respect to official languages, including service provision, policy and program development, and partnership building.
  
• As part of its Financial Plan, the department is working to improve its audit preparedness, continue development of the integrated risk management process, implement a WD Financial Policy and Directive Renewal, and improve its Treasury Board submission process.  Also, the Procurement Strategy identifies departmental efforts to ensure procurement is well managed and supports WD outcomes.
  
• As part of its Communications Plan, the department will focus on continued rollout of the response to the visioning initiative, strategic communications support to public service renewal, improve the website content management process, and focus on results reporting and accountability.
  
• As part of its Sustainable Development Strategy, the department will facilitate the development, commercialization, adoption and adaptation of new environmental technologies and processes within Western Canada, and facilitate a greater awareness of Government of Canada Sustainable Development concepts and opportunities. 

All of these management activities and priorities are necessary to ensure the department can achieve its Strategic Outcomes, and make a positive contribution to the Western Canadian economy and the Government of Canada’s Performance as a whole.