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In 2002/2003 and 2003/2004, as part of phase II of the Modern Comptrollership Initiative, the
Comptrollership Modernization Directorate (CMD) approved and funded a total of 39 innovation projects totalling more than
$8.8 million dollars.
The funding allocation process was based on a three-tier project approval process.
Further to a call letter issued by CMD, project proposals were received
from departments and agencies. CMD then evaluated each project against specific criteria i.e., support to
priorities of Phase II of the Modern Comptrollership Initiative, understanding
of modern comptrollership, development and implementation of tools and guidance
and development, strengthening and implementation of a better management
accountability framework, etc. CMD’s recommendations and supporting documents were then presented to either the
Agency Heads Modernization Steering Committee for small agencies or the
Comptrollership Council for the large departments. Further to the recommendation of these advisory committees, the Secretary
of the Treasury Board then requested Treasury Board to approve the formal
transfer of the funding to the department or agency.
Prior to closing the books on the Modern Comptrollership Initiative, CMD felt that it was
important to assess the success of this approach and the degree of satisfaction
of departments and agencies to funding allocation and reporting requirements and
to report on the lessons learned. In March of 2004, 37 departmental project
managers were interviewed. This report summarizes the results of these interviews.
Overall departments and agencies stated that the project funding process was convenient,
easy to follow, straightforward, and not onerous. Reporting requirements were
considered realistic and consistent with project management practices.
Annual project reporting via results statements allowed departments to
build reports that were utilized not only for the Treasury Board Secretariat but
for their own internal use as well.
 Although feedback with regards to the funding process was positive (refer to Annexe A
which follows), there were some key lessons to be learned from this process that
should be incorporated if this approach is used for future endeavours of TBS.
Funding/administrative process
Overall, departments thought that the approach utilized by TBS in terms of providing
funding for innovative projects was a very good idea and enhanced the
department’s ability to effect change in their own organizations in
implementing one or more elements of the Modern Comptrollership initiative.
Most departments reported that their overall satisfaction with the innovations
funding process was influenced by the administration of the projects as well as
by a number of internal and external factors. Organizations felt that at times,
internal management issues impeded their ability to produce results.
In addition, the nature of partnerships and the lack of understanding by
consultants who were working on the projects also impeded progress.
Nevertheless, important lessons were learned which will result in
improvements in the areas of communications, administration and project
planning. Impacts are still being identified as most projects are still being finalized.
Project Management
Overall, in the achievement of the innovation projects, respondents developed an
increased awareness and understanding of the need for stronger planning and
broader project oriented communication plans. Many departments reported that more focus
and rigour is being given to strategic issues, and several modern
comptrollership champions report that strategic and operational planning has
been strengthened in their departments and agencies.
The innovation projects within the Modern Comptrollership initiative have been
challenging to implement due in part to tight deadlines; overcoming resistance
to change; finding and retaining the right people on project teams and
establishing the connections within the organization to facilitate dissemination
of project results and tools. In addition, Departments experienced first hand the importance of using a
comprehensive communications strategy and plan as an operational tool to support
change management and enhance efficiency and communication within the
Departments.
The innovation projects focussed on instilling culture change and challenging the
existing way of thinking and doing business. The nature of the projects touched many aspects of the organizations and
challenged the functional, operational structures and the traditional way of
planning and managing resources. The funding of these projects resulted in the
implementation of a number of projects which although deemed worthy would not
otherwise have been affordable given departmental resources and priorities.
During the project, some organizations experienced a shift in awareness from a culture of
maintaining data and responding to requests, to a culture that focussed on
integrated information management that could be used throughout their
organizations for decision-making and performance management. This was
especially true within small organizations, where transferability of information
or practices resulted in cost savings.
Departments and agencies reported that the opportunity to work with other organizations in
clusters or in partnerships resulted in: a better use of taxpayers’ dollars; a
greater sense of belonging; improved sharing of information and best practices;
and reduced duplication of effort.
Reporting requirements to TBS were straightforward and consistent with project management
reporting and departments were able to utilize the information prepared for the
Treasury Board Secretariat for internal reports to the executive committee.
TBS Role and Governance
According to respondents, the Treasury Board Secretariat was very effective in overseeing the
success of projects by leading the steering committees for both large
departments and small agencies. The
formation of these steering committees by TBS improved networking and resulted
in sharing of information, a better flow of information, as well as ensured that
projects stayed on track.
Organizations were pleased with the outreach efforts made by TBS with regards to the regions.
They felt that TBS and departments made significant effort to seek participation
from the regions and to include them in the project activities.
The departments reported there appreciation for the range of tools to
assist them in the implementation of their projects such as the Newsletter, the
MC Website and the overall assistance of the CMD staff and other TBS policy
centres
In closing, it is important to recognize that the innovation funding initiative was an
equitable and easily administered process that could be utilized by TBS with
regards to future funding initiatives. Future projects that strive towards
management excellence should take care to incorporate the above noted lessons
learned into their process.
Since April 2001, departments and agencies have worked together on 39
Innovations Projects to develop tools, guidance and new capabilities in specific
management practices areas. Many of these projects are completed, or will be
completed very soon; resulting tools and guidance developed will be made
available to all departments.
In addition to the executive summary, departments and agencies also told us the following in
the carrying out of their innovation projects:
Innovation
One of the greatest challenges faced by departments and TBS, was to incorporate innovative
practices while operating within a rigid reporting and financial structure. The
approach of managing the projects through partnerships and clusters challenged
departments to think horizontally. Most departments found that the tight
deadlines within the approval process had detrimental impacts to the overall
funding process. These impacts were felt in many areas including costing, the
quality of the product, contracting, developing sustainable change, networking
and anchoring positive working relationships with partners.
Reporting
A number of departments supported the TBS requirement for annual reporting. However, they
felt that a more comprehensive approach could be used to share lessons learned
when a project reached its final stage. Other departments encouraged semi-annual
reporting, on one hand, to ensure better tracking of progress and secondly for
central agency to assist if help was needed. This suggested formal, in-year
progress reporting would also assist the departments in capturing information
that could be easily transferred when there was turnover in the project team.
Communities of practice and partnering
Collaborative arrangements with partners were significantly developed between departments as a
result of the Innovation Projects and departments were optimistic that the alliances created will have long-term impacts in the
way they will work together in the future. Respondents highlighted the
importance of and their satisfaction with their experience in working in
clusters and partnerships in achieving their objectives. The small agencies were very appreciative of the funding they received
from TBS, which allowed them to build formal networks. Many reported that the by-product of these communities of practice was a
better usage of taxpayers’ dollars, improved sharing of information and best
practices, and a reduction in duplication of effort.
Communication
Communication was recognized as one of the most significant challenges in implementing their
projects. Most organizations underestimated the communications efforts required for the initial phase of the
project implementation. Other areas where communications could have been improved were: between key players in the
organization and the Project Management Office (PMO), broader consultations to
ensure a better understanding of the fundamental principles before moving to
more complex elements of the project, and improved internal marketing of project
once completed.
Leadership
Departments and agencies supported the idea of senior management involvement with the
projects and the need for senior management to take ownership for deliverables.
As ADM’s were made accountable for the funds transferred to their
organizations, there was greater buy in and visibility for projects. Departments
and agencies encouraged Treasury Board Secretariat to continue with this type of
rigorous accountability.
Culture Change
Resistance to change was another key challenge faced by projects when trying to implement a
new way of doing business. Departments
realized that a broad approach in their communication tools did not work as well
as the audience specific, user-friendly tools that “talked” to employees.
The targeted, specific communication tools were the most successful in providing
employees with an improved understanding of their work and its relation to the
bigger picture.
Human Resource Capacity
Another key challenge faced by most organizations was the lack of human resource capacity to
undertake new projects given already stretched resources.
Unfortunately, project teams did not have much depth, so if a team member
was ill, the project often had to come to a halt.
Most projects also found it challenging to maintain a stable team for the
duration of the project and as a result individuals often did not have the skill
set, competencies and experience required.
A great deal of time was spent rebuilding this knowledge base when human
resources changed.
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