This document provides an overview of the CBSA's Cost Factor Manual (CFM) and how it uses a stepped-variable approach to operational costing and capacity management. The CFM links financial expenditure data to program volumetrics at the Port of Entry level and Directorate level. It accounts for 100% of expenditures without double counting and balances to public accounts. The CFM is used to cost budget submissions, allocate resources, identify cost variances, and develop performance indicators. A visualization tool under development will allow users to analyze CFM data. Next steps include confirming the CFM's scope and limitations and deploying the tool to support engagement on an enterprise data warehouse.
This document discusses an analysis of operational capacity and workload within the Health Professionals Division (HPD) of Veterans Affairs Canada (VAC). It outlines how the HPD conducted an inventory of its activities, analyzed current workloads, developed a logic model linking activities to outcomes, and proposed a performance measurement framework. The analysis found variations in workloads across regions and provinces. It also showed that HPD staff work above expectations to support veterans' healthcare outcomes. Next steps include validating workloads nationwide, extracting data from existing databases, deploying a forecasting model, and ongoing reporting. The goals are to support decision-making, communication, and sustain improved implementation.
1. The Government of New Brunswick implemented a formal management system across government departments to pursue excellence in public services through continuous improvement.
2. The system focuses on strategy management, initiative management, daily management, process management, and performance management to prioritize initiatives, drive improvement, and build a sustainable culture of change.
3. Key aspects of the system include a strategy map and balanced scorecard to track progress, priority initiatives and projects, standard operating procedures, performance dashboards, and building improvement leadership across departments.
This document provides an overview of a presentation on input to output costing and options for measuring efficiency. The presentation agenda includes discussing current drivers for improved cost information, the role of logic models and business process mapping, the efficiency management continuum, activity-based costing and planning, the role of technology in costing, and linking costing to Lean and Six Sigma approaches. The document then goes on to provide details on the various topics in the presentation agenda.
The document discusses operational capacity analysis to support healthcare outcomes for veterans. It outlines work done to inventory activities, analyze workload, develop a logic model and performance measurement framework for the Health Professionals Division of Veterans Affairs Canada. Samples of the workload analysis, modeling and results are presented. Next steps include validating the workload analysis nationwide, extracting workload volumes from databases, deploying scenario models nationwide, and ongoing reporting and forecasting. The goal is to better understand capacity utilization and identify opportunities to improve processes and meet healthcare outcomes for veterans.
Performance Alignment: Linking Resource Management to Organizational Goalsfmi_igf
This document summarizes a webinar on performance alignment and linking resource management to organizational goals. The webinar is presented by Mike Haley from Landmark-Intersol and is moderated by Marcel Boulianne from the Treasury Board of Canada Secretariat. The webinar discusses using logic models and performance indicators to integrate planning, project management, risk management and resource management practices to improve organizational performance and ensure value for money.
Operational Costing and Capacity Managementfmi_igf
The document discusses the CBSA Cost Factor Manual (CFM), which is a strategic resource management and costing tool used to support budgeting and resource allocation decisions. The CFM links financial expenditure data to program volume data at various levels. It was created to improve the accuracy and reliability of CBSA's financial data and costing. The CFM uses a stepped-variable approach to costing that accounts for cost increases at certain activity levels. It is used to calculate unit costs and compare costs across ports of entry. The document outlines the CFM's objectives and methodology, and how it can be used to support costing, benchmarking, and performance measurement. It also discusses next steps to refine the CFM data and
The Costing Centre of Expertise is developing a Cost Factors Manual to help estimate resource needs for new initiatives and assess funding requests. It analyzed publicly available expenditure data from various government organizations to identify standard cost factors for internal services functions. Preliminary analysis showed organizational size alone does not explain cost fluctuations. The CCE clustered organizations by type of activities, resource allocation, and geographic reach. It identified three potential cost factors to analyze internal services expenditures against capacity. The Cost Factors Manual aims to provide reasonableness measures for expenditures and establish a conceptual model to estimate additional resource needs using cost factors and a capacity proxy.
Delivering on results - Evidence-based decision making through better metrics...OECD Governance
Presentation by Kiran Hanspal, Canada, at the 11th annual meeting of the OECD Senior Budget Officials Performance and Results network, Paris, 26-27 November 2015.
This document discusses an analysis of operational capacity and workload within the Health Professionals Division (HPD) of Veterans Affairs Canada (VAC). It outlines how the HPD conducted an inventory of its activities, analyzed current workloads, developed a logic model linking activities to outcomes, and proposed a performance measurement framework. The analysis found variations in workloads across regions and provinces. It also showed that HPD staff work above expectations to support veterans' healthcare outcomes. Next steps include validating workloads nationwide, extracting data from existing databases, deploying a forecasting model, and ongoing reporting. The goals are to support decision-making, communication, and sustain improved implementation.
1. The Government of New Brunswick implemented a formal management system across government departments to pursue excellence in public services through continuous improvement.
2. The system focuses on strategy management, initiative management, daily management, process management, and performance management to prioritize initiatives, drive improvement, and build a sustainable culture of change.
3. Key aspects of the system include a strategy map and balanced scorecard to track progress, priority initiatives and projects, standard operating procedures, performance dashboards, and building improvement leadership across departments.
This document provides an overview of a presentation on input to output costing and options for measuring efficiency. The presentation agenda includes discussing current drivers for improved cost information, the role of logic models and business process mapping, the efficiency management continuum, activity-based costing and planning, the role of technology in costing, and linking costing to Lean and Six Sigma approaches. The document then goes on to provide details on the various topics in the presentation agenda.
The document discusses operational capacity analysis to support healthcare outcomes for veterans. It outlines work done to inventory activities, analyze workload, develop a logic model and performance measurement framework for the Health Professionals Division of Veterans Affairs Canada. Samples of the workload analysis, modeling and results are presented. Next steps include validating the workload analysis nationwide, extracting workload volumes from databases, deploying scenario models nationwide, and ongoing reporting and forecasting. The goal is to better understand capacity utilization and identify opportunities to improve processes and meet healthcare outcomes for veterans.
Performance Alignment: Linking Resource Management to Organizational Goalsfmi_igf
This document summarizes a webinar on performance alignment and linking resource management to organizational goals. The webinar is presented by Mike Haley from Landmark-Intersol and is moderated by Marcel Boulianne from the Treasury Board of Canada Secretariat. The webinar discusses using logic models and performance indicators to integrate planning, project management, risk management and resource management practices to improve organizational performance and ensure value for money.
Operational Costing and Capacity Managementfmi_igf
The document discusses the CBSA Cost Factor Manual (CFM), which is a strategic resource management and costing tool used to support budgeting and resource allocation decisions. The CFM links financial expenditure data to program volume data at various levels. It was created to improve the accuracy and reliability of CBSA's financial data and costing. The CFM uses a stepped-variable approach to costing that accounts for cost increases at certain activity levels. It is used to calculate unit costs and compare costs across ports of entry. The document outlines the CFM's objectives and methodology, and how it can be used to support costing, benchmarking, and performance measurement. It also discusses next steps to refine the CFM data and
The Costing Centre of Expertise is developing a Cost Factors Manual to help estimate resource needs for new initiatives and assess funding requests. It analyzed publicly available expenditure data from various government organizations to identify standard cost factors for internal services functions. Preliminary analysis showed organizational size alone does not explain cost fluctuations. The CCE clustered organizations by type of activities, resource allocation, and geographic reach. It identified three potential cost factors to analyze internal services expenditures against capacity. The Cost Factors Manual aims to provide reasonableness measures for expenditures and establish a conceptual model to estimate additional resource needs using cost factors and a capacity proxy.
Delivering on results - Evidence-based decision making through better metrics...OECD Governance
Presentation by Kiran Hanspal, Canada, at the 11th annual meeting of the OECD Senior Budget Officials Performance and Results network, Paris, 26-27 November 2015.
Absoft provides guidance to oil and gas companies on effectively using SAP tools to allocate shared costs according to contractual terms for joint ventures (JVs). With over 20 years experience working with SAP in this sector, Absoft can help operators optimize outdated cost recovery processes. In a recent example, Absoft automated an allocation process for a North Sea operator, enabling the recovery of over £11 million from non-operating JV partners.
2011 APA Measurable Outcomes in Planning - MinneapolisJoseph Horwedel
One of three presentations made at the National Planning Conference in Boston in 2011 on Measurable Outcomes in Planning. This is the presentation made by Barbara Sporlein from Minneapolis.
Anaplan and Deloitte webinar: The fundamentals of zero-based budgetingAnaplan
Executives are re-embracing zero-based budgeting (ZBB) to empower department leads to take control and ownership of their budgets in order to reduce unnecessary costs and rationalize activities throughout the value chain. However, without the right tools in place, completing a full ZBB cycle can be challenging for many organizations.
Join Anaplan as we host a webinar featuring Ed Majors and Ron Dimon from Anaplan partner, Deloitte. They will discuss how to successfully deploy ZBB and embrace cost management as a strategic play.
Evaluating OECD performance on performance & evaluation: successes, challenge...OECD Governance
Presentation by Ronnie Downes, OECD Secretariat, at the 11th annual meeting of the OECD Senior Budget Officials Performance and Results network, OECD, 26-27 November 2015
California's More Than Smart summary discussion materials regarding a new distribution planning process for the integration and value for distributed energy resources. Slides represent discussions between June 2014 thru March 2015.
"Monitoring and Evaluation System for CAADP Implementation", presentation by Babatunde Omilola at the CAADP Monitoring and Evaluation Framework Validation Workshop held at the Indaba Hotel, Johannesburg, South Africa March 1-3, 2010.
This document outlines a performance improvement program for the Office of the President and Ministry of State for Presidential Affairs in Liberia. It was developed in partnership with the US Agency for International Development. The goal is to implement new systems and tools to improve leadership, service delivery, efficiency, accountability and results. A consulting team will conduct interviews and identify performance gaps. They will develop and test quick performance improvement tools over an 8 week period. The program aims to provide institutional changes and tools to enable individuals to carry out their functions more effectively.
Improving the capital project allocation processjarobertson2
This document discusses improving a company's capital project evaluation process. It recommends using net present value (NPV) and payback period as key financial metrics to evaluate all investments using discount rates tailored to each business unit and project type. The discount rate is calculated as the cost of capital plus additional risk premiums for business and project risks. It evaluates several approaches to determining the cost of capital component, including the capital asset pricing model (CAPM) and market-derived methods. The document concludes by recommending using CAPM initially but evaluating empirical approaches over time, and focusing on proper implementation across the organization.
Provides insights into the result based planning process including result based matrix preparation that help to manage scarce resources to realize a better result.
Integrated Planning & Reporting Solution for GovernmentTridant
Tridant's integrated planning and reporting solution for government simplifies funding management, allows finance managers to focus on analysis over data preparation, and replaces outdated technology. It enables involvement across planning, estimating, budgeting, and reporting. Key benefits include self-service reporting, alignment of internal and external processes, tracking fund flows, and automated integration to reduce routine work. The solution is designed specifically for compliant government use and delivers efficiency, effectiveness, and sustainable resource management.
The document discusses performance management in government. It outlines why performance management is important for both outward-facing service improvement and inward-facing knowledge-based decision making. Some key challenges mentioned include the need for inter-departmental cooperation and comprehensive, reliable data. The document emphasizes that comprehensive performance measurement allows for cost containment, quality management, and evidence-based decision making. It provides examples of how performance data can be collected and analyzed to develop improvement strategies and monitor their impact.
Breaking bad habits with continuous supply chain planning Anaplan
Optimizing the supply chain has become a top priority for organizations worldwide. Unfortunately, sales and operations planning (S&OP) isn’t usually designed to fully integrate with the supply chain, much less finance and sales. A collaborative, continuously optimized planning approach to link demand, inventory, manufacturing, and fulfillment requirements will yield the best results.
Mark Smith, CEO and Chief Research Officer of Ventana Research, and Vivek Soneja, Managing Partner and Global Head of Supply Chain Management at Anaplan, discuss the best practices and technological approaches that optimize the supply chain to move beyond the ERP, SCM, and spreadsheet chaos that hold many businesses back.
Learn:
-How to adopt a continuous planning process for your supply chain
-Why many technological approaches fall short and limit your business potential
-How to enable inventory optimization for rapid “just-in-time” manufacturing
-Where you can use collaborative planning to guide critical decisions
-Best practices for your supply chain through industry research and customer examples
This document provides a framework for digital planning and business strategy. It outlines a process for companies to plan digital strategies and tactics periodically. The framework involves gathering internal and external inputs, determining organizational direction, and developing functional strategies. Inputs come from analyzing the competitive landscape, market conditions, customer data, and organizational metrics. Management provides strategic direction and oversight. Functional teams then create specific, measurable strategies and roadmaps aligned with corporate goals.
COLLABORATE 18 Presentation: Demand Planning in Cloud R13Jade Global
Understanding Demand Planning in Cloud R13 Through an Early Adaptor Case Study
Session Abstract:
Oracle has released Demand Planning in Cloud with Release 13. We will share the experiences of an early adaptor customer with their demand management and SNOP processes in cloud. We will also compare the cloud offering with that of Demantra and provide a guidance on its readiness for different industries. In the end we will explore the coexistence possibilities and prerequisites for Demand Management Cloud.
Importance of Monitoring and Evaluation to DecentralizationIssam Yousif 2000+
This document discusses the importance of monitoring and evaluation (M&E) for decentralization. M&E generates transparency and accountability through reports, allows stakeholders to learn from each other, and finds mistakes to enable improvements. Monitoring involves systematically collecting project data, while evaluation assesses completed projects. M&E should be integrated into all project design and use previous monitoring data to understand how projects develop. The document also provides examples of how one organization conducts cost-effective M&E through integrated staff work and a dedicated team.
The document discusses budgeting and defines it as a plan for allocating money and resources over a specified period of time. It describes different budgeting methods like top-down, bottom-up, and iterative budgeting and compares their advantages and disadvantages. Top-down budgeting involves estimating higher level costs first while bottom-up involves identifying all constituent tasks. Iterative budgeting combines elements of both. The document also discusses features of effective budgets, common budgeting problems, and analyzing variances to track performance against plans.
The document discusses participatory performance monitoring systems (PPMS) for evaluating Andhra Pradesh State Irrigation Development Corporation's (APSIDC) lift irrigation schemes. It outlines the methodology, indicators, and tools that would be used for comprehensive PPMS covering all schemes. Key aspects of monitoring include goal and program assessment, secondary data analysis, learning from past studies, and sample studies of existing schemes. The outcomes of implementing social engineering programs for scheme management are also summarized.
Nichola Murphy presentation at Open Forum Events' Continuous Improvement conf...Alexis May
The document summarizes the ServiceFirst programme, which was established by the Police Service of Northern Ireland to identify efficiency savings of £41 million by 2015 in response to budget cuts of £135 million over four years. It outlines issues with the current operational model such as low visibility, slow response times, and a lack of focus on community engagement. The new ServiceFirst operational model aims to address these issues by improving grading of calls, increasing early resolution and accessibility, and refocusing neighborhood policing teams on community engagement. Key changes include establishing central case assessment and case progression teams. Progress will be measured by metrics like response times, victim updates, and time officers spend out of station.
El documento habla sobre la cultura ciudadana. Define la cultura ciudadana como las normas y valores compartidos por los habitantes de una localidad. Explica que el objetivo de la cultura ciudadana es abordar problemas de convivencia y formación de ciudadanía. Además, menciona que no existe un diagnóstico nacional completo sobre las dimensiones y componentes de la cultura ciudadana en el país, aunque algunos municipios y departamentos han realizado sus propios estudios parciales.
Los hologramas son fotografías tridimensionales creadas usando un rayo láser para grabar una imagen en una placa fotosensible. Esto permite almacenar información sobre las dimensiones tridimensionales de un objeto. Los hologramas pueden usarse para comunicación y divulgación de información, con posibilidades como el desarrollo de software de procesamiento de hologramas y la televisión holográfica. La tecnología de los hologramas continúa perfeccionándose para ofrecer versatilidad y rápid
Absoft provides guidance to oil and gas companies on effectively using SAP tools to allocate shared costs according to contractual terms for joint ventures (JVs). With over 20 years experience working with SAP in this sector, Absoft can help operators optimize outdated cost recovery processes. In a recent example, Absoft automated an allocation process for a North Sea operator, enabling the recovery of over £11 million from non-operating JV partners.
2011 APA Measurable Outcomes in Planning - MinneapolisJoseph Horwedel
One of three presentations made at the National Planning Conference in Boston in 2011 on Measurable Outcomes in Planning. This is the presentation made by Barbara Sporlein from Minneapolis.
Anaplan and Deloitte webinar: The fundamentals of zero-based budgetingAnaplan
Executives are re-embracing zero-based budgeting (ZBB) to empower department leads to take control and ownership of their budgets in order to reduce unnecessary costs and rationalize activities throughout the value chain. However, without the right tools in place, completing a full ZBB cycle can be challenging for many organizations.
Join Anaplan as we host a webinar featuring Ed Majors and Ron Dimon from Anaplan partner, Deloitte. They will discuss how to successfully deploy ZBB and embrace cost management as a strategic play.
Evaluating OECD performance on performance & evaluation: successes, challenge...OECD Governance
Presentation by Ronnie Downes, OECD Secretariat, at the 11th annual meeting of the OECD Senior Budget Officials Performance and Results network, OECD, 26-27 November 2015
California's More Than Smart summary discussion materials regarding a new distribution planning process for the integration and value for distributed energy resources. Slides represent discussions between June 2014 thru March 2015.
"Monitoring and Evaluation System for CAADP Implementation", presentation by Babatunde Omilola at the CAADP Monitoring and Evaluation Framework Validation Workshop held at the Indaba Hotel, Johannesburg, South Africa March 1-3, 2010.
This document outlines a performance improvement program for the Office of the President and Ministry of State for Presidential Affairs in Liberia. It was developed in partnership with the US Agency for International Development. The goal is to implement new systems and tools to improve leadership, service delivery, efficiency, accountability and results. A consulting team will conduct interviews and identify performance gaps. They will develop and test quick performance improvement tools over an 8 week period. The program aims to provide institutional changes and tools to enable individuals to carry out their functions more effectively.
Improving the capital project allocation processjarobertson2
This document discusses improving a company's capital project evaluation process. It recommends using net present value (NPV) and payback period as key financial metrics to evaluate all investments using discount rates tailored to each business unit and project type. The discount rate is calculated as the cost of capital plus additional risk premiums for business and project risks. It evaluates several approaches to determining the cost of capital component, including the capital asset pricing model (CAPM) and market-derived methods. The document concludes by recommending using CAPM initially but evaluating empirical approaches over time, and focusing on proper implementation across the organization.
Provides insights into the result based planning process including result based matrix preparation that help to manage scarce resources to realize a better result.
Integrated Planning & Reporting Solution for GovernmentTridant
Tridant's integrated planning and reporting solution for government simplifies funding management, allows finance managers to focus on analysis over data preparation, and replaces outdated technology. It enables involvement across planning, estimating, budgeting, and reporting. Key benefits include self-service reporting, alignment of internal and external processes, tracking fund flows, and automated integration to reduce routine work. The solution is designed specifically for compliant government use and delivers efficiency, effectiveness, and sustainable resource management.
The document discusses performance management in government. It outlines why performance management is important for both outward-facing service improvement and inward-facing knowledge-based decision making. Some key challenges mentioned include the need for inter-departmental cooperation and comprehensive, reliable data. The document emphasizes that comprehensive performance measurement allows for cost containment, quality management, and evidence-based decision making. It provides examples of how performance data can be collected and analyzed to develop improvement strategies and monitor their impact.
Breaking bad habits with continuous supply chain planning Anaplan
Optimizing the supply chain has become a top priority for organizations worldwide. Unfortunately, sales and operations planning (S&OP) isn’t usually designed to fully integrate with the supply chain, much less finance and sales. A collaborative, continuously optimized planning approach to link demand, inventory, manufacturing, and fulfillment requirements will yield the best results.
Mark Smith, CEO and Chief Research Officer of Ventana Research, and Vivek Soneja, Managing Partner and Global Head of Supply Chain Management at Anaplan, discuss the best practices and technological approaches that optimize the supply chain to move beyond the ERP, SCM, and spreadsheet chaos that hold many businesses back.
Learn:
-How to adopt a continuous planning process for your supply chain
-Why many technological approaches fall short and limit your business potential
-How to enable inventory optimization for rapid “just-in-time” manufacturing
-Where you can use collaborative planning to guide critical decisions
-Best practices for your supply chain through industry research and customer examples
This document provides a framework for digital planning and business strategy. It outlines a process for companies to plan digital strategies and tactics periodically. The framework involves gathering internal and external inputs, determining organizational direction, and developing functional strategies. Inputs come from analyzing the competitive landscape, market conditions, customer data, and organizational metrics. Management provides strategic direction and oversight. Functional teams then create specific, measurable strategies and roadmaps aligned with corporate goals.
COLLABORATE 18 Presentation: Demand Planning in Cloud R13Jade Global
Understanding Demand Planning in Cloud R13 Through an Early Adaptor Case Study
Session Abstract:
Oracle has released Demand Planning in Cloud with Release 13. We will share the experiences of an early adaptor customer with their demand management and SNOP processes in cloud. We will also compare the cloud offering with that of Demantra and provide a guidance on its readiness for different industries. In the end we will explore the coexistence possibilities and prerequisites for Demand Management Cloud.
Importance of Monitoring and Evaluation to DecentralizationIssam Yousif 2000+
This document discusses the importance of monitoring and evaluation (M&E) for decentralization. M&E generates transparency and accountability through reports, allows stakeholders to learn from each other, and finds mistakes to enable improvements. Monitoring involves systematically collecting project data, while evaluation assesses completed projects. M&E should be integrated into all project design and use previous monitoring data to understand how projects develop. The document also provides examples of how one organization conducts cost-effective M&E through integrated staff work and a dedicated team.
The document discusses budgeting and defines it as a plan for allocating money and resources over a specified period of time. It describes different budgeting methods like top-down, bottom-up, and iterative budgeting and compares their advantages and disadvantages. Top-down budgeting involves estimating higher level costs first while bottom-up involves identifying all constituent tasks. Iterative budgeting combines elements of both. The document also discusses features of effective budgets, common budgeting problems, and analyzing variances to track performance against plans.
The document discusses participatory performance monitoring systems (PPMS) for evaluating Andhra Pradesh State Irrigation Development Corporation's (APSIDC) lift irrigation schemes. It outlines the methodology, indicators, and tools that would be used for comprehensive PPMS covering all schemes. Key aspects of monitoring include goal and program assessment, secondary data analysis, learning from past studies, and sample studies of existing schemes. The outcomes of implementing social engineering programs for scheme management are also summarized.
Nichola Murphy presentation at Open Forum Events' Continuous Improvement conf...Alexis May
The document summarizes the ServiceFirst programme, which was established by the Police Service of Northern Ireland to identify efficiency savings of £41 million by 2015 in response to budget cuts of £135 million over four years. It outlines issues with the current operational model such as low visibility, slow response times, and a lack of focus on community engagement. The new ServiceFirst operational model aims to address these issues by improving grading of calls, increasing early resolution and accessibility, and refocusing neighborhood policing teams on community engagement. Key changes include establishing central case assessment and case progression teams. Progress will be measured by metrics like response times, victim updates, and time officers spend out of station.
El documento habla sobre la cultura ciudadana. Define la cultura ciudadana como las normas y valores compartidos por los habitantes de una localidad. Explica que el objetivo de la cultura ciudadana es abordar problemas de convivencia y formación de ciudadanía. Además, menciona que no existe un diagnóstico nacional completo sobre las dimensiones y componentes de la cultura ciudadana en el país, aunque algunos municipios y departamentos han realizado sus propios estudios parciales.
Los hologramas son fotografías tridimensionales creadas usando un rayo láser para grabar una imagen en una placa fotosensible. Esto permite almacenar información sobre las dimensiones tridimensionales de un objeto. Los hologramas pueden usarse para comunicación y divulgación de información, con posibilidades como el desarrollo de software de procesamiento de hologramas y la televisión holográfica. La tecnología de los hologramas continúa perfeccionándose para ofrecer versatilidad y rápid
Mr. Payne's classroom has big goals for student achievement, clear behavior expectations, and organized classroom systems. The classroom promotes cooperation through discussion norms and conflict resolution. Relationship building occurs through student government campaigns and smaller class groups. Student work is showcased and the class website provides family involvement and resources. Community is built through discussions on social justice and contributions to local organizations.
El documento presenta 11 principios de selección y 11 principios de utilización de medios TIC para el aprendizaje. Los principios de selección incluyen considerar los objetivos de aprendizaje, el contenido, las características de los estudiantes, el contexto, las diferencias cognitivas, la participación e interacción, y las características técnicas. Los principios de utilización enfatizan que los medios son recursos didácticos, el aprendizaje depende de las estrategias aplicadas más que del medio en sí,
FINANCIAL EVIDENCE: Acquisition, Interpretation and PresentationHill Love
This is a course that I taught at the Federal Law Enforcement Training Center regarding the procurement, analysis and incorporation of financial evidence into cohesive prosecution reports.
Este documento contiene información sobre la legislación marítima de Panamá. Describe las definiciones clave como armador, tripulante, nave, dotación, capitán y oficiales. También cubre principios como igualdad de salario e incentivos para tripulación panameña. Asigna a la Autoridad Marítima de Panamá la responsabilidad de velar por el cumplimiento de las normas de formación y titulación de la gente de mar, así como hacer cumplir la legislación marítima panameña y los convenios internacionales.
The document summarizes the work of the Lex Mundi Pro Bono Foundation in providing pro bono legal services to social entrepreneurs around the world. It discusses how the Foundation leverages the expertise of 160 top-tier law firms in its network to match entrepreneurs with lawyers who can help them with issues like expanding to new countries and compliance with regulations. Since 2006, 95 member firms have helped over 450 social entrepreneurs in 57 countries, supporting organizations working on challenges like education, health, poverty alleviation, and the environment. The Foundation aims to help social entrepreneurs scale their impact and better achieve their missions of creating social change.
Patrycja Justyna Nwozor has over 15 years of experience in management and supervisory roles. She has a proven track record of transforming underperforming teams and driving organizational excellence. Her skills include financial management, stakeholder management, Lean methodology, and people management. She holds a Prince 2 Project Management certification. Her previous roles include General Manager at AmRest from 2011-2015 where she oversaw multiple sites, and Assistant Manager roles at AmRest, Starbucks, and Olive from 2009-2011, 2007-2009, and 2004-2007 respectively where she gained experience in operations management.
Transnational feminism aims to eliminate social hierarchies and oppression across borders by embracing diversity. It recognizes how gender inequality is exacerbated by globalization and works to mitigate this through activism. However, transnational feminists face challenges in cultivating international understanding without reproducing power dynamics. They must consider diverse circumstances from national, economic, religious and racial backgrounds. While issues like poverty, violence, and discrimination hinder the movement's goals, transnational feminism aspires to create a more just world where all cultures can engage with alternative possibilities for gender equality.
Daniel D. McWain has over 25 years of experience in sales and sales management in the telecommunications industry. He is currently the Sales Manager for Charter/Spectrum Enterprise in Wisconsin, where he leads a sales team in achieving revenue goals. Prior to this role, McWain held several regional sales manager and business sales manager positions with companies such as Mediacom, TDS Metrocom, and Centurytel. He has a proven track record of attaining sales targets and has received numerous performance awards throughout his career. McWain also has an Associate's Degree in Marketing and additional education focused on sales management.
This document outlines an operational capacity analysis conducted for the Health Professionals Division (HPD) of Veterans Affairs Canada (VAC) to support healthcare outcomes for veterans. It describes the scope of the project which included inventorying HPD activities, analyzing current workloads, developing a logic model linking activities to outcomes, and creating a performance measurement framework. Key findings included variability in workloads across regions and opportunities identified through analyzing "outliers". The analysis validated current data, provided information for decision-making, improved communication, and established a model for workload forecasting to support strategic planning and performance measurement going forward.
The document summarizes an operational capacity analysis conducted for the Health Professionals Division (HPD) of Veterans Affairs Canada (VAC). The analysis included inventorying HPD activities, analyzing workloads, developing a logic model, and proposing a performance measurement framework. Key findings were that workloads varied significantly between regions and provinces. The analysis provided opportunities to improve processes and informed decision making. Next steps included validating workloads nationwide and using the analysis to forecast and report on meeting healthcare outcomes for veterans.
Rapid Benefits of Alternative Shared Services Models - 3.10.2016Chazey Partners
Chazey Partners was invited to present a session titled “Raped Benefits of Alternative Shared Services Models” at the 2016 Washington-ASMC National Capital Region in Washington D.C. on March 10, 2016. Phil Searle, Founder and CEO of Chazey Partners, educated attendees on the trends and benefits of Shared Services in the public and private sectors. The presentation also examined multiple case studies and some alternative models of implementation used before concluding with a list of “Tips and Tricks” for a successful Shared Services implementation.
The document discusses conducting a Public Expenditure Tracking Survey (PETS) to assess the effectiveness and efficiency of agricultural public spending in Sub-Saharan Africa. A PETS examines how funds budgeted for key agricultural programs are delivered to intended beneficiaries. It involves tracking spending through administrative levels using surveys. The methodology can range from simple to complex depending on country context. Key steps include preparatory work, sampling, data collection and analysis, and reporting findings and recommendations to improve service delivery and spending effectiveness. The timeline for a PETS is typically 5 months but may be longer for more complex surveys.
Netta Hollings (Programme Manager - Mental Health and Community Care) discusses how you can get the most out of the Maternity Services Data Set (MSDS) and the Child Health Data Sets.
The data sets provide comparative, mother and child-centric data that will be used to improve clinical quality and service efficiency; and to commission services in a way that improves health and reduce inequalities.
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
The document discusses how LifePoint Hospitals streamlined their cost accounting function to better support strategic decision making. Some key points:
- They implemented a new cost accounting system to migrate 50+ hospitals, streamline data reconciliation tasks, improve executive reporting, and shift focus from auditing to strategic analysis.
- Four significant ways they streamlined the process included improving their data model, making data reconciliation more efficient, improving their RVU and cost modeling, and increasing transparency in cost allocations.
- Their executive reporting evolved to provide more comprehensive views of performance trends over time through updated product line definitions, redesigned reports, and isolating factors like volume, payor, and cost per case.
This document discusses using HMIS data to support program improvement. It provides an example from the Secure Jobs statewide pilot program in Connecticut. The summary discusses developing customized HMIS reports for Secure Jobs, an iterative process of improving the report and data quality over time, and using the data for program improvement at both the regional and statewide levels through meetings, reports, and an advisory committee.
Shared services - A Strategic Cost Management PlatformSanjay Chaudhuri
Shared Services Platform (as self defining as it can be) promotes the idea of 'sharing' within an organization or group or may also be provided as 3rd party SBU services.
Creating a Single point of contact for all service deliveries, enabling Cost effective solutions, leverage Automation, optimize workforce and the Speed to fulfillment is the key to success of such organizations.
More and more companies are moving to such platforms and the success rate is very high.
The document discusses the implementation of the ActiveStrategy performance management system within WellPoint's State Sponsored Business division. Key points:
- ActiveStrategy was implemented within 6 months to centralize performance data, display KPIs, and ensure accountability.
- An internal team of 5 associates worked with ASE Consulting to build out scorecards linking objectives and measures across various levels.
- Over 100 users were onboarded and trained. The system now includes 30 scorecards, 14 objectives per scorecard, and over 4,000 measures across various dashboards and reports.
- Users have provided positive feedback on the system's fast reporting and ability to track historical performance. Future projects aim to utilize data to run the
Consulting Brochure / The Performance InstituteNicole Cathcart
The Performance Institute provides comprehensive consulting services to help government organizations improve performance and deliver excellence to citizens. They offer strategic planning, performance measurement, resource alignment, reporting and evaluation, human capital management, project management, and process improvement services. Their methodologies are driven by public sector experience and focus on achieving strategic goals and measuring results that benefit citizens.
Publilc sector productivity - Patrick Dunleavy, United KingdomOECD Governance
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Proportionate analysis is key.
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
1. Operational Capacity Analysis to Support
Healthcare Outcomes
for Veterans
(or the unintended effects of asking simple questions…)
PERFORMANCE AND PLANNING EXCHANGE (PPX)
January 26, 2016
1
3. About VAC
• VAC = Department of Veterans Affairs, Veterans Review and Appeals
Board, Ombudsman
• Responsibility for pensions/benefits and services for war veterans, retired
and still-serving members of the Canadian Forces and Royal Canadian
Mounted Police, their families, as well as some civilians.
• 3555 personnel
• 4 Branches ( Service Delivery, Strategic Policy and Commemoration,
Strategic Oversight and Communications, Human Resources and
Corporate Services)
3
Service Delivery
• 4 Divisions Field Operations (District Offices and client services), Central
Operations (Adjudications), Program Management (Treatment and
Benefits), Health Professionals)
• 1550 personnel
6. Health Professionals Division
• Admin Staff (6)
• Field Staff
– Medical Officers (41)
– Nurses (55)
– Occupational Therapists ( 60-all
contractors)
• Directorate of Mental Health (23)
– Psychologists
– Social Workers
– Other occupations
6
HPD Context
• New Health Professionals
Division formed in 2012
• New DG Fall 2014
• New Departmental Strategy
• New DM, New Min VA
• Performance Measurement
8. Scope of HPD Workload Project
• Inventory activities
–(what are we doing?)
• Workload analysis
–(how busy are we?)
• Logic Model
–(are we doing the right things?)
• Performance Measurement framework
–( are we achieving the right outcomes?)
8
17. 17
Summary and Analysis of Capacity/Utilization Results
• Workloads can vary significantly from region to region
• Activities can vary significantly from province to province
• Analysis of “outliers” provides potential opportunities for process
improvement
• HPD staff continue to go “above and beyond” to help meet
Healthcare Outcomes for Veterans
25. Costing Centre of Expertise
Costing Benchmarking Framework
Planning & Performance Exchange Learning Event
Operational Costing & Capacity Management: Their Links
to Planning, Performance, and Efficiency
January 26, 2016
1
27. 3
CCE Major Activities
The CCE proactively supports:
• Deputy Head and CFO accountabilities
• Program Sectors as the primary performers of the TBS challenge
function
• The current roles and responsibilities of EMS
Key activities of the CCE include:
• Supporting an enhanced diligence function within TBS for
consideration of funding requests
• Supporting “deep dives” and “horizontal reviews”
• Developing strategies for provision of training on cost containment
and cost estimation for TBS program sector analysts
• Developing policy and guidance on cost estimation, cost containment,
and the management of user fees
• Rolling out guidance on CFO attestation and provision of support to
departments
Developing a cost factors manual to inform and
support resourcing decisions
28. 4
Cost Factors Manual
• Is it possible to estimate incremental resource
requirements for new initiatives?
• Can the Treasury Board assess the reasonableness
of funding requests?
• Can we determine which metrics (cost factors)
fairly represent efficiency in Internal Services?
29. 5
Work to Date
Approach:
• Attempt to establish standard cost factors for
comparable organizations
CCE went to work:
• What are other jurisdictions doing with their
“internal services”?
• What are appropriate cost drivers for the
different functions in internal services?
30. 6
Open Data
Hypothesis being tested:
• Without adding to the reporting burden of
organizations, what can we find out from
publically available data?
Organizations have attested to this data and it has
been tabled in Parliament:
• RPP, Public Accounts and DPR
31. 7
Proof of Concept
Key Assumptions and Limitations:
• Expenditure was used as proxy for cost and capacity
• The IS Program was analyzed in the aggregate, not by
sub-category of internal services
• IS Program effectiveness was not considered
Scope:
• Analysed the data for the following fiscal years:
• 2010-11
• 2011-12
• 2012-13
• 2013-14
Ongoing evolution of approach
32. 8
Clustering of Organizations
Preliminary Analysis:
• Size on its own may not be sufficient to explain
fluctuations in IS expenditures; other factors must be
considered to measure the complexity
• Type of activities performed (i.e. G&C and Capital) and the
amount of resources dedicated to specific types of
activities impact IS expenditures, as does the geographic
reach (number of regions with employees)
o However Capital expenditures have limited publically
available data
Organizational context is key to understanding the whole story!
34. 10
What to measure?
• Analyze the behaviour of expenditures in groups of “like”
organizations (or internally between programs) based on
Cost Estimating Relationships
• One measure does not “tell the whole story”, multiple
measures are needed to give a better understanding of an
organization
• Based on preliminary analysis of publicly available data, 3
cost factors are being tested to see how they “tell the
story”:
1) IS Program FTEs/All Other Programs FTEs
2) IS Program Gross Voted Operating Expenditures/ All
Other Programs Gross Voted Operating Expenditures
3) IS Program Gross Voted Operating Expenditures/
Total Organizational FTEs
35. 11
Conceptual model
• Using cost factors and
a proxy measure for
capacity, is it possible
to estimate additional
resources required?
• Analytical grids allow
decision makers to
gauge the
reasonableness of
funding requests by
allowing the
comparison of “like”
organizations
36. 12
Common Data and Clusters
• Our work to group organizations into appropriate clusters will enable:
o Reasonableness testing for Internal Services by providing a range of
existing expenditures for similar organizations
o EMS can leverage these same cost factors and clustering methodology to
measure performance
Common
Data Points
Clustering
(size and
complexity)
Performance Measures
(Efficiency and Effectiveness):
• Internal Services
• Transfer Payment Programs
• External Services
Reasonableness Measures for
expenditures and FTEs:
• Internal Services Program
• IS by function
• Type of G&C or Program
Collect data
and analyse
Standardize
Treatment
and Context
Review
Results
Continuous
Improvement
37. 13
Similar but different
• EMS could leverage and evaluate the work by the CCE to
consider the clustering and cost factors to look at
efficiency metrics
• CCE is leveraging the EMS work on efficiency metrics and
program tagging.
Thus far, common data can be leveraged by both and will not
cause undue reporting burden to organizations.
38. 14
Contact Information
Greg Steele
A/Director Costing Policy
Office of the Controller General, Treasury Board of Canada Secretariat
Government of Canada
greg.steele@tbs-sct.gc.ca
Tel: 613-697-0863 / TTY: 613-957-9090
Directeur par intérim sur l’établissement des coûts,
Bureau du contrôleur général, Secrétariat du Conseil du Trésor du Canada
Gouvernement du Canada
greg.steele@tbs-sct.gc.ca
Tél. : 613-697-0863 / ATS : 613-957-9090
41. GoC Context
• TB President has been directed to
ensure more oversight on costing
and to ground decisions on
“best available information”
• TBS moving forward on
– Step-variable approach
– Benchmarking of internal services
costing / comparative data
– Internal Service efficiency and
performance indicators being
introduced
• CBSA proactively moving forward
with costing centre of expertise to
strengthen costing and implement /
apply step-variable approach
42. CBSA Context
• Like other departments, CBSA
facing a tight fiscal environment,
with significant pressure to
justify resourcing needs
with evidence
• In 2014, at the direction of the Deputy, the Agency initiated a
“Tooth-to-Tail” (TTT) analysis of Agency front-line versus internal
services resources
• The TTT architecture and data set was then transformed and
expanded to incorporate core front-line operational activities and
associated volumetrics to lay the foundation for the Agency’s
Cost Factor Manual (CFM) 4
A A1-1 Front-lineProgram-ServiceDelivery RiskAssessment 1Intelligenceintheregions
A A1-2 Front-lineProgram-ServiceDelivery RiskAssessment 2SecurityScreening
A A1-3 Front-lineProgram-ServiceDelivery RiskAssessment 3Targeting
A A2-1 Front-lineProgram-ServiceDelivery SecureandTrustedPartnership 1Trustedtraveller…intheregions
A A2-2 Front-lineProgram-ServiceDelivery SecureandTrustedPartnership 2Trustedtrader…intheregions
A A3-1 Front-lineProgram-ServiceDelivery Admissibilitydetermination 1Front-lineOps-Traveller
43. CBSA CFM Objectives
• Improve accuracy, reliability and quality of Agency financial data
• Link data to core program volumetrics to enable stepped variable
costing in accordance with TBS / OCG costing directions
• Comply with TBS / OCG Internal Services costing guidance
• Create foundational data set to determine unit cost standards across
all common functions
• Strengthen rigour and quality of financial advice into budget allocation
decision making
5
44. The CFM – What Precisely Is it?
• The CFM is a strategic resource management, costing, and management accounting
tool designed to support program analysis and resourcing decision-making
• It is essentially an off-line, enterprise data warehouse that links
– Financial expenditure data, to
– Program volumetric data,
– At the PoE level of analysis (in the regions), and
– At the Directorate level of analysis (at HQ).
• The scope of the database includes:
– Expenditure data, based on CAS, manually adjusted and validated by business owners
through multiple iterations since 2013
– Linkages to all financial data in the coding block, including Cost Centre data, Program Activity
data, Activity Type data, GL, Fund Code, etc
– Linkages to program volume data from core systems / data cubes, including ACROSS,
CRMS,G11, FOSS, ICES, etc..)
• As it contains manually adjusted financial data, it is not and should not be used for
system of record financial accounting requirements.
6
45. • The CFM architecture captures expenditures on multiple analytical levels,
through a series of data tags, including:
– “Tooth-to-Tail”, which captures
• Front-line Program Delivery, distinct from
• Direct Support to Front-line Program Delivery, distinct from
• Internal Services (in accordance with TBS guidance on coding for internal services)
– CBSA program architecture, specifically wrt
• The Agency’s current PAA, approved by TB Ministers in 2010, as distinct from
• The Agency’s new PAA, as approved by EC October 22, 2015
• The CFM is comprised of three main costing components:
– Regional Data
– Headquarters Data
– Costing by application
7
The CFM – What Precisely Is it?
46. Key Principles / Methodology
• CFM Key principles
– Account for 100% of expenditures
– No double counting
– Balance to public accounts / system of record
• To build / update the database, the data is pulled from source
systems and adjusted based on the attribution formulas that
have been validated over the past 2 years
– Mapped by POE/division to enable the alignment of resources and volumes
– Resources and volumes are attributed by function based on the CFM
architecture
– The data is then compared by “cluster” to further validate the allocation /
attributions by function at the most granular level (to identify anomolies /
variances and challenge the attributions and enable further refinement of
the quality of the data)
47. Using the CFM
The Agency is looking to use the CFM as a core analytical tool for
costing and resource allocation. Uses include:
• Costing for TB submissions
• Stepped-variable approach for budget allocations / resource management
decision-making
• Tool for targeted reviews (e.g. OT)
• Identification and assessment of variances in unit costs within a program
and between PoE
• Development of efficiency indicators for the new Agency
Performance Measurement framework
• X-walk for implementation of a new PAA
• Mapping of data pathways for the Agency Enterprise Data Warehouse
• Engaging the financial and program analyst user community to proto-type
business requirements and functionality for future reporting tools
9
48. 10
• However, unlike true variable costs that vary directly with the level of activity; the stepped-variable approach
incurs increases at certain discrete points that involve changes in the number of FTEs required at the POE.
• Once we get to large POEs, the costs become truly variable depending on volumes.
Step-Variable Approach
Large
TotalCost($)
Small POEs
Small/Medium
Medium
Number of POEs :107
Travellers : 4,463,023
Commercial Releases: 319,065
Number of POEs: 28
Travellers: 18,276,980
Commercial Releases: 1,632,462
Number of POEs: 37
Travellers : 5,647,045
Commercial Releases: 2,009,161
Number of POEs: 20
Travellers: 68,250,348
Commercial Releases: 10,721,106
50. 12
Costing Centre of Expertise: Mandate
Vision:
• CBSA recognized as one of the best in costing in government
Mandate:
• Build and implement a fully integrated costing capability that strengthens the
Agency’s ability to deliver value-for-money across programs
Role / Position within Comptrollership:
• Centralized unit providing specialised cost estimation services
• Services to include:
– A core costing capability
– Capacity building, guidance and training to FMAs (targeting FI-02s and FI-03s)
– Costing tools for FMAs, to support their work
– Enterprise costing (I.e. CBSA costing template, IS costing model, SAF etc…)
12
52. Next Steps
• Confirm scope and limitations on use of CFM data
• Use CFM as an input factor in budget allocation decision-making
• Deploy visualization tool and directions and scope and limitations to
financial and program analyst community
• Use tool to support engagement and proto-typing of functionality desired
from user community in support of Enterprise Data Warehouse
• Continue to build a more accurate historical dataset by incorporating
periodic updates (until enterprise data warehouse is complete)
14