Post on 09-Mar-2018
Scorecard And Dashboard And Metrics ... Oh My! FMI PD Week 2012
Today’s presenters
Panelists:
Mario Malouin, Vice-President and Chief Financial Officer, Canadian Air
Transport Security Authority (CATSA)
Jean-Paul Lemieux, Director, Trade Commissioner Service (TCS) Planning and
Client Service Support Division, Department of Foreign Affairs and International
Trade Canada
Facilitators:
Cathy Green, Senior Managing Consultant, Strategy and Transformation, IBM
Canada
Liz Geiger, Associate Partner, Business Analytics and Optimization, Canadian
Public Sector and Health Market, IBM Canada
Governments are increasingly turning to performance information to deliver smarter outcomes What if …
Transportation and logistics
…could improve traffic flows and
reduce wait times and emissions?
Programs and services delivery …could predict current and future needs of citizens and design programs accordingly?
Program management …could gain critical insights to manage and maximize resources—people, capital and processes?
Central agencies and parliamentarians …could see how every tax dollar is spent?
Budgeting and finance …could have real-time insights into program budgets across jurisdictions to reduce spending responsibly?
Law enforcement …could have insights to beat
criminals to the scene?
Human resources …could attract and retain top-
performing employees by understanding drivers behind employee satisfaction?
Dashboard and scorecards can be valuable tools to integrate performance information in the quest to realize outcomes-based government
Today we will share two practical dashboard/scorecard examples
These tools are helping organizational management to:
– Measure key business functions
– Provide fact-based data for decision-making
– Motivate and direct behaviour
– Focus attention where it’s needed most
– Make performance more visible and enable accountability
– Improve execution and delivery of programs
Agenda
CATSA – Operating in a Volatile, Uncertain, Complex and Ambiguous (VUCA)
World (25 minutes)
DFAIT – Performance Measurement Initiatives in Support of DFAIT's
Commercial Program (25 minutes)
Questions and Panel Discussion (20 minutes)
Mario Malouin, CPA, CA, MA Vice-President and Chief Financial Officer
Canadian Air Transport Security Authority
Tuesday, November 27, 2012 Ottawa Convention Centre
Ottawa, Ontario
Scorecard and Dashboard
and Metrics…Oh My!
A Full Strategic Corporate Partnership is
a Critical Success Factor to the
Achievement of an Organization’s
Strategic Objectives in a Volatile,
Uncertain, Complex and Ambiguous
(VUCA) World.
Financial Management Institute of Canada
Professional Development Week
7
Table of Contents
Page
Current Environment 3
CATSA 14
Balance Scorecard 18
Boarding Pass Security System (BPSS) 21
Planning Budgeting and Forecasting Tool (PBFT) 28
Looking Forward 34
Success Factors 37
8
Current Environment
• Corporate scandals
• 9/11
• Both had a global influence
Interdependence
9
• A financial tsunami…that
impacted many countries!
• How?
Corporate Scandals
10
• In the immediate aftermath of 9/11, the aviation security system underwent its most significant change worldwide
• Literally overnight, it became an urgent global priority to enhance counter-terrorism capabilities and preparedness
• In Canada, the federal Budget of December 2001 contained a $2.2 billion package of new funding for civil aviation security improvements. The Budget also announced the creation of the Canadian Air Transport Security Authority (CATSA)
9/11
11
In times of crisis
or instability,
events can
transcend
borders and
spread globally
12
Interdependence
• Strong interdependence creates a
VUCA world
• In a VUCA world, top leaders are
faced with dilemmas that have no
solutions and yet they are still
required to make sound decisions
• Traditional leadership skills aren’t
enough
13
VUCA
Since we live in a VUCA world
in which financial resources are
more and more limited, CFOs
and finance function must
adapt. But how?
Adaptation
14
"The task of leadership is
to create an alignment of
strengths, making our
weaknesses irrelevant." - Peter Drucker
15
Alignment
• To guide a company, CFOs should be in tune with the markets, and
able to give early warning signals to the organization, and help the
organization think through how to adjust quickly enough to market
signals
• The Finance function should be a visionary in the business and not
just a storyteller
Alignment
16
"Growing complexity, talent
scarcity, and technology deficits
are most likely to put the finance
function’s effectiveness at risk."
CFO Research Services and
KPMG 2012 Global CFOs on
the Art of Constructive Change
17
18
19
CATSA
20
Secure critical elements of the air
transportation system:
• Pre-Board Screening (PBS)
• Hold-Baggage Screening
(HBS)
• Non-Passenger
Screening (NPS)
• Restricted Area Identity Card
(RAIC)
CATSA Background
21
• 89 airports
• More than 51 million
passengers screened
• 62 million pieces of
baggage screened
• More than 5,400 screening
officers
• 106 checkpoints
• 314 screening lines
• 4 regions
CATSA at a Glance
22
• Crown corporation
• Report to Parliament through
the Minister of Transport
• Governed by a Board of
Directors
• Regulated by Transport
Canada
• Third-party screening
contractor
CATSA Governance
23
Balance Scorecard
A single
version of
truth
Balance Scorecard
Source: Transforming Finance, TDWI Best Practices Report
24
25
Balance Scorecard
• CATSA tracks high
level strategic
performance
indicators in a
scorecard to help
align the corporate
mission and visions
with day-to-day
activities
• How can we do it?
26
Boarding Pass Security System (BPSS)
27
• Automated boarding pass
verification
• Class 1 airports
• Developing expansion
plans
BPSS
28
• Enhanced:
• Validation of boarding
passes
• Security resolution
• Performance monitoring
BPSS Benefits
29
• Paper boarding passes
• Electronic boarding passes
Boarding Pass Verification
30
Security Incident Resolution Process
• CATSA Security Operations Centre (SOC) is notified of an incident
along with information about the passenger involved
• SOC uses BPSS to search for passenger
31
Security Incident Resolution using BPSS
• BPSS tells SOC exactly when and where the passenger was
screened, as well as the flight information
• By aligning the time stamps, the SOC reviews Closed Caption
Television (CCTV) footage of the passenger and incident
• Using flight information from BPSS and physical description from
CCTV, the passenger is located
• Incident is contained / resolved
32
• Vital to daily operations
• Improves customer service
• Wait-time information
• Data sharing initiative
• Planning, Budgeting and
Forecasting our cost…
BPSS Performance Management
33
Planning Budgeting and Forecasting Tool (PBFT)
• Transform enterprise planning budgeting and
forecasting tool (PBFT):
• Implement an end-to-end business solution
(provide integration)
• Minimize use of Excel spreadsheets (improve
data reliability)
• Implement standard templates/consolidations
• Enable financial/non-financial modeling and
what-if analysis
• Empower end users (Responsibility Managers)
• Reduce reliance on Financial Analysts
• Realize productivity gains in Financial Planning
PBFT
34 34
Before – Lack of Integration
35
• Source data not linked
to costing models
• No data integration
• Data manipulation
required prior to loading
source data into costing
models
• Costing models are not
linked to TM1
• Inability to report quickly
on model inputs that
generate an expense
• Inability to quickly
update costing model
data and assess
impacts.
• Inability to deploy
common drivers and
assumptions across all
costing models
After – Integrated Data
36
Operations HRIS Equipment
$ Actuals & Forecast
Data Warehouse
Screening Capital Maintenance HR
GP
Other Expenses
Assumptions
Consolidated cube Internal/external reports
Reports on model inputs & details
->TM1 Cubes
TM1 web input
Operational data
$ Forecast
• Source data is linked to
costing models
• Integrated data
• Source data is loaded
directly from the data
warehouse to the
costing models
• Costing models are
linked to TM1
• Ability to report quickly
on model inputs that
generate an expense
• Ability to quickly update
costing model data and
assess impacts
• Ability to deploy
common drivers and
assumptions across all
costing models
Planning and Budgeting Screening Hours
37
Converting Screening Hours to Budget Dollars
38
39
Looking Forward
40
• Predictive Analytics:
• To leverage organizational
business knowledge by applying
sophisticated analysis techniques
to enterprise data. The resulting
insights lead to actions that
demonstrably change how
resources are assigned.
• Financial Reporting Tool:
• To automate the creation of
statutory and regulatory reports,
providing a collaborative
environment in the creation of
financial data, narrative analysis
and XBRL tagging.
Looking Forward
Combining predictive analytics models with
organizational business knowledge provide
insight into critical issues such as outcome
improvement.
Through measuring uncertainty surrounding
these issues, predictive analytics enables
proactive risk management, refining key
decision making processes through
controlled, iterative testing of potential
actions and their likely intended-and
unintended-consequences. These findings
and their corresponding business rules can
then be deployed within front-line
operational systems to identify measurable
cost savings, repeatable process
improvements, and sustainable competitive
advantages.
41
Looking Forward
42
Success Factors
43
Among the top 10 objectives for the
Finance function over the next 2
years….― hire qualified people and
retain them‖ and ―increase Finance
knowledge‖ (Corporate Finance
Function Survey: The Canadian
Perspective by KPMG)
Passion Capital:
• Passion
• Experience
• Knowledge
Success Factors
45
Performance Measurement Initiatives in Support of
DFAIT's Commercial Program
Department of Foreign Affairs and International Trade
TCS Planning and Client Serivce Division
FMI – November 27, 2012
46
Presentation Outline
• The Trade Commissioner Service’s Approach to Planning and Performance Measurement
• What led us to using Balanced Scorecards and Business Intelligence
• The International Business Development Dashboard
• Challenges, Achievements and Lessons Learned
47
What is the Canadian Trade Commissioner Service?
• Part of the Department of Foreign Affairs and International Trade Canada.
• The mandate of the Trade Commissioner Service is to increase Canadian Prosperity through International Trade.
• Canadian Trade Commissioner Service helps Canadian companies succeed globally with services provided from over 150 points of service around the world.
• Trade Commissioners provide a variety of services to Canadian clients:
• Preparation for International Markets • Qualified Contacts • Market Potential Assessments • Problem Solving
48
The TCS Approach to Planning and Performance Measurement
1. Rigorous Annual Commercial Economic Program Planning
2. Use Performance Measurement Tools
3. Internal governance
4. Ensure Accountability Requirements Met
49
TCS Operational Planning and Reporting Life Cycle
50
What led us to using Balanced Scorecards and BI?
• A common framework generates consistency in reporting world-wide.
• Improves accuracy and accountability of reporting by the Trade Commissioner Service.
• Strengthens the use of resources to generate outcomes, using readily available data and statistics.
51
Why use the BI approach?
• Centralizes information from multiple corporate systems
• Transparent system that increases
accountability in managers
• Ease of data manipulation for managers overseas, enhancing reporting capabilities
52
What is the International Business Development Dashboard?
• Is a key component of overall efforts to track outputs/outcomes and improve management practices
• Provides information on indicators that are key to the organization’s and commercial program success
• Influences managers to concentrate on areas that are mission critical and provides with information to guide decision making
• Presents timely data: data is updated every weekend
53
How Data is Brought Together
IBD Scorecards
Trade Cube
Financial Data
HR Data
TRIO/CRM
Cdn Commercial
Interests List
Virtual Trade
Commissioner
TCS Client Survey
54
Analytical Capabilities
Management Questions Dashboard Metrics
How many clients are we serving? # of new clients to post, # of new clients to region, # of
new clients to the TCS
Where do our clients want to go? Client Preference vs. CCIL Rankings
What level of services are being delivered? Number of services delivered, outcalls performed and
leads disseminated by mission
Are clients satisfied with the services/support that they are
receiving?
Client Satisfaction metric and report
How does a mission compare to its peer group? Number of outcalls, number of leads by mission vs.
others in same tier
How are we working now compared to previous years? Graphs showing trends for new clients, outcalls and
leads
Is the Integrative Trade Model being implemented? Services delivered by business line, outcalls delivered
by business line
55
Scorecards
56
Reports in Scorecard
Senior Management Use
•Report quarterly to the International Commerce
Coordination Board
•Meeting briefing requirements
•Regularly provide audit/evaluation teams with
accurate data and analysis
•Provision of ad-hoc analysis to support
informed decision making
57
58
Key Challenges
• Definitions/guidelines
• Consistency of reporting
• Training Users
59
What the Dashboard Has Achieved
• Highlighted accountability
• Clarified the importance of data recording
• Improved reporting and quality of data in corporate systems
• Provides ready access to relevant data
Lessons Learned
• Ensure effective consultations
• Work with BI group to align
corporate systems
• Transparency helps to improve
data quality and compliance
• Learn from others and share best
practices with other departments
60
Senior managers play a pivotal role in creating an appetite for performance information:
information breeds interest in more information
Future of BI at DFAIT
• BIAC – Business Intelligence Advisory Committee
– DFAIT has put in place a governance committee for BI related initiatives.
Currently working on a project to identify the Subject Matter Experts
(SME's) to define KPI's for the creation of a scorecard and dashboard at
the ADM level to be used by the DM.
61
Questions
? ?
?