January/February 2022 // Canadian Government Executive / 13 CRITERIA Practices and structures through which decisionmaking authority is exercised are defined and implemented PM practices are defined, implemented, monitored and adjusted Agency employees have the knowledge, skills and training to fulfill policy requirements Agility at maintaining and assuring the accuracy and consistency of data over a life-cycle Key performance information is cascaded through the Agency and employees understand its significance and their role in achieving expected results Adoption of PM values and practices SNAPSHOT OF CURRENT STATUS BASED ON LEVEL OF MATURITY The governance structure for PIPs is: PMEC (to which each PIP was presented), Corporate Planning and Management Committee (CPMC) which advises VPs and the EC. To this in Feb 2021, a new Directors Working Group on Performance Measurement (DWGPM) was created to provide input and allow joint collaborative discussion of gaps, challenges and opportunities prior to presentation at PMEC. The above PIPs improvement governance structure was supported by EMPU (Enterprise Management Performance Unit) Management and Senior Analysts meeting on a 1 to 1 basis with representatives of programs to assist them to improve the quality of the LMs, Narratives and PMFs. A dashboard and narrative describing each programs’ progress was provided with speaking notes to the EVP for PMEC. This process was also supported by initial assessments of PIPs which included comments on LMs, Narratives and PMFs. Some programs have a high level of knowledge, skills and training on performance measurement while others have less. Most programs however have benefitted from support provided by EPMU throughout the PIP improvement process. This is evidenced by improved pre and post PIPs assessment scores. A common theme emerged on virtually all programs, namely, issues related to availability of sufficient data. Whether data access, integrity or reliability was the key issue, data was mentioned by almost all programs reviewed by EPMU. Although there has been improved communication and understanding and high-level support for PIPs improvement and performance measurement overall, there is some distance to go to reach an optimal level within the agency as a whole. To integrate evidence-based decision-making within CBSA, several ongoing phases are recommended to achieve optimal maturity and sustainability. To integrate evidence-based decision-making within CBSA, several ongoing phases are recommended to achieve optimal maturity and sustainability. DIMENSIONS GOVERNANCE PROCESSES CAPACITY DATA INTEGRITY COMMUNICATION CULTURE PERFORMANCE maturity moving towards maturity: • Level 1 – Ad Hoc – Sporadic and casespecific practices; • Level 2 – Reactive – Practices applied inconsistently reacting to events or requests; • Level 3 –Managed – Practices established, aligned, standardized and improved over time; • Level 4 – Integrated – Practices use precise measurement and are controlled; and, • Level 5 – Optimized – Practices yield timely and accurate information to inform decision-making and support continuous improvement. THE WAY FORWARD ON IMPROVING PIPS – RECOMMENDATIONS Phase 1 – Refresh of CBSA PIPs - The initial phase objective in 2019-2020 was to assist all 17 programs to improve the quality of their PIPs and submit them through the Governance structure culminating by each PIP being presented to PMEC. Presentations were groups by business lines (Travelers, Commercial and Trade, Intelligence and Enforcement) and enabling programs (Recourse, Force Generation, Buildings and Equipment, and Field Technology Support). Phase 2 – Improving Quality of PIPs - By addressing individual and systemic Gaps, Phase 2, which began in the fall of 2021, encourages horizontal operational trade-offs and risk management discussions among programs (particularly those clustered on a continuum, e.g., I&E programs and enabling programs require wider understanding to assess specific program results. Phase 3 – Integration of Standardized Practices – Measuring progress against achieving strategic priorities is enabled by growing capacity to use PIPs operationally and strategically. Client compliance becomes measurable with trend analysis and reporting on targets and thresholds tied to a limited number of strong KPIs being tracked and analyzed. Concurrently data integrity improve-
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