Treasury Board Canada’s Policy on Results (published July 2016) is intended to shift how departments report on, and communicate, progress and their value to Canadians, the country, and the world at large. The structure of the new Policy on Results (including the new Departmental Results Framework and Program Information Profiles) provides an opportunity to link spending to real (read: tangible) results in a way that the previous structure didn’t accomplish.
Category: Business Operations
Here are a few things we hope (and believe) we’ll see for the organization and online presence of the Government of Canada in 2017. read more
Thinking back to my time in the private sector, we were implementing ‘continuous improvement’ projects that delivered measurable results. We only really delivered measurable results when managers took real measurable action. read more
When we examine public sector organizations, we are often reviewing the product of an evolution in structure. This product has been incrementally added-to or reduced depending on changes in priorities. For the most part, it is difficult to incorporate long-term strategic design principles as part of these changes. This places an importance on periodic reviews, which can ensure alignment to visions and objectives, and drive continuous improvement through better working relationships and structures. read more
The topic of performance measurement is on everyone’s mind these days. Government departments are being asked to adopt data-driven decision making, and in response I bear witness to organizations striving to respond to this call for action. I also see those same organizations struggling to understand how to respond.
What does data-driven decision making mean? read more
Meaningful measures: Refreshing your organization’s IM performance measurement strategy – Systemscope hosts workshop at ARMA 2016 Spring Workshop Series
As a long-standing supporter of the Association of Records Managers and Administrators (ARMA), Systemscope has delivered many presentations at their program meetings. This year, we participated in the Spring Workshop Series and offered a new approach for Information Management performance measurement through an engaging and interactive session. read more
Casey is not a morning person. From the time Casey’s alarm goes off, to the point of arrival at work, it takes about 2 rushed and frantic hours, each and every day. Some mornings are slightly better, and some are slightly worse. But overall, Casey is not happy with his routine and wants to make a change. The big question, is where to begin. (We can use Casey’s routine to instruct us on processes for organizational improvement – after all, improvements can be found everywhere) read more
Enabling work includes policy development, guidance creation, training, planning, strategy, and reporting functions, and other work which “enables” or “supports” the core business of a department. We typically think of business process mapping (BPM) as related to the core business, and not so much with the functions that support this business.
In fact, BPM and enabling work overlap in many ways. If you’re asking the question, you are definitely not alone. Indeed, you are part of a large majority of public sector workers. By default, that makes my opinion quite unpopular and out of step with the norm. But does that necessarily make it unfounded or irrelevant? read more