1. PSCIOC-PSSDC Workplan Coordination Strategy– Draft Coordination Committee Telecon 2003-04-08

2. Overview Background Strategy Development Activities –Objectives, Assumptions, Recommendations, Templates, Flow Diagram Requirements Check Tiered approach Visible and Internal Mechanisms

3. Background: The Goal! Workplans potentially exist at 3 levels: –Joint Council level –Individual Council level –Committee/Sub-Committee/Task Group/Working Group level How do we track and monitor progress at all 3 levels?  Successful communications between PSCIOC and PSSDC (key deliverable) requires a coordinated approach to workplanning

4. Activities to date Several discussions with Stuart Culbertson (SFC) SFC produced (next set of slides): –Objectives, Suggested Framework, Assumptions and recommendations –Draft workplan tracking template –Example workplan applied to PSCIOC content Secretariat developed a draft Workplan Coordination strategy: –Including Stuart’s material and a diagram of Workplan flow –Next Steps

5. Objectives PSCIOC and PSSDC clearly share a common interest in: – ensuring that their priority workplan projects are managed and tracked to ensure outcome. –the Secretariat establishing an enhanced communications vehicle that will help ensure that all members know what is happening in both Councils and their respective subcommittees.

6. Project Tracking Framework Both objectives can be accomplished by attempting to format the Councils and their sub-committees’ workplans into a Project Tracking Framework. This framework would: –Serve as an accountability mechanism between the Council sub- committees and the main Councils. –Allows reporting of Project work against priority deliverables and project milestones that the Councils will have agreed on in advance when they approved the go-ahead for the project. –It would also allow the responsible sub-committees a vehicle for posing issues and “decisions required” to the Councils if something has occurred in the work program that requires mid- course direction or decision. –Form a monthly or quarterly report that the Secretariat could compile to circulate to both Councils – meeting reporting and enhance communications needs.

7. Assumptions The success of such an approach is predicated on the following assumptions: –Both Councils will be much more rigorous in defining their workplans; –Workplans with key program deliverables and associated timelines are actually developed in advance and approved by the Councils; –Councils and their sub-committees agree to a standard reporting framework and agree to file these on a regular basis with the assistance of the Secretariat. –Reporting is made as easy as possible to do by Council and sub- committee members.

8. Technical Architecture Recommendation SFC drafted a simple Project Tracking and Reporting Framework (next slide), which could be refined for adoption by both Councils. SFC scanned some of the project management programs currently available on the market to see if any are relevant to the work at hand (e.g. Microsoft Project, QuickBooks Smart Tools). –“While several would certainly provide full support, I do not think the Councils actually need the full industrial-strength and cost- focussed detail and structure that such programs can provide.”  SFC recommended the Councils would best benefit from a crisp, high-level summary of workplans that underscores accountability to the agreed workplan and serves as a reporting vehicle.

9. PROJECTSub-Committee / Council Contact Project Deliverables and Timelines Project Status/IssuesOther Groups Involved / Relevant Initiatives  Title  Brief Description/ Project Rationale  Official responsible and contact #s  PSCIOC- PSSDC project sponsor  Summary of key project outcomes/deliverables along with Timelines  Note – date on which Council approved Project Workplan;[1][1]  Summary of latest information on project progress;  Summary of any issues arising in work thus far (i.e. any items that the sub- committee wishes to note to PSCIOC/PSSDC which may pull the sub-committee off of the workplan);  Date of Next meeting (if scheduled)  Listing of all known relevant initiatives or groups working on the same theme.  Could include partnerships that the sub-committee is involved in or other inter-jurisdictional groups at work on related themes or interested in sub- committee’s work[2][2] S.F. Culbertson and Associates Inc. D R A F T - 03.04.2003 [1][1] This assumes that the Project team has filed a Workplan and the Council has approved it. [2][2] For example, Privacy Commissioners viz. PSCIOC Privacy sub-committee; Public Service Commissioners viz. PSSDC recruitment and retention work PSCIOC-PSSDC : TEMPLATE FOR PROJECT REPORTING AND WORKPLAN TRACKING

10. PSCIOC-PSSDC: Workplan Coordination – Possible Flow SecretariatPSCIOCPSSDC Joint Councils Council Committees/Task Groups Workplan System Councils ’ Extranet (website ) Councils ’ Extranet (website ) Lac Carling Quarterly Report Request Reports Completed Template Approved Annual Workplan Approved Annual Workplan Reports Approved Annual Workplan Updates Reports Drill-Down Requests Prepared by: PSCIOC-PSSDC Secretariat 2003-03 Request Committee Workplan Request Committee Workplan Submit Draft Workplan Submit Draft Workplan

11. Requirements Check What are the key deliverables? –Workplan tracking –Communications enhanced What are the desired results? –All levels of PSCIOC-PSSDC activities are understood –Gaps are identified and reviewed at all levels –Not overly onerous on those reporting or formulating workplans What reports are required? How often? –Status reports, Annual reports –Quarterly or 2 weeks before Council/Joint Councils Meetings What level of detail? –Is proposed template sufficient? –What else is required?

12. Tiered Approach Recommend a tiered approach –Regular updates from committees to their Council via Secretariat –Regular updates from Joint Priority Project leads to Coordinating Committee and Joint Council via Secretariat –Sharing of reports and workplans via website

13. Visible Workplan Mechanisms Subcommittees provide to their respective Council: –Annual Workplans for approval –Status reports for each Council meeting Joint Priority Projects leads provide: –Status reports to every other Coordinating Committee meeting –Updates to each PSCIOC-PSSDC Joint Council meeting PSCIOC and PSSDC endeavour to: –Set Strategic Goals and Plan every 2-3 years –Review and update Strategic Plan annually –Review workplans regularly –Share their workplans with each other (posted on website) PSCIOC-PSSDC Joint Council endeavours to: –Set Strategic Framework For Action every 2-3 years –Review and update Strategic Framework annually –Approve Priority Projects annually  Secretariat provides coordination at all levels

14. Internal Workplan Mechanisms Secretariat provides overall coordination by: –Receiving sub-committee workplans and rolling them into a single Council workplan –Requesting status reports from sub-committees –Requesting status/update reports from Joint Priority Project leads –Loading approved workplans at all levels onto website for review by all members –Tracking and monitoring progress –Analyzing workplans for gaps and issues and preparing a Secretariat report on overall coordinated progress –Developing an overall integrated workplan approach or “system” using basic office technology software and use of the joint website

15. Next Steps Confirm approach Work with co-chairs to compile Council workplans Put workplan reporting in place for Lac Carling PSCIOC, PSSDC and PSCIOC-PSSDC meetings –Use template (modified where required) provided by SFC Secretariat brief/present approach to: –Co-chairs and seek their support for strategy and approach –PSCIOC and PSSDC on their next telecons –Sub-committee co-chairs and/or sub-committees as a whole Secretariat develop: –Planning/reporting cycle diagram –Internal tracking system to manage workplans and reports