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.
|