ENVIRONMENTAL SCANNING - at Human Resources and Skills Development Canada Bobby Matheson, Director General
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ENVIRONMENTAL SCANNING
at
Human Resources and Skills Development Canada
Bobby Matheson, Director General
Corporate Planning and Accountability
PPX Learning Event - October 6, 2009Outline
§ Environmental Scanning Defined
§ E-Scanning at HRSDC
§ Overview of HRSDC E-Scan
§ Lessons Learned
§ Future of E-scan
2Introduction to the E-Scan
§ Enables strategic decision makers to fully anticipate, contextualize and
respond to threats and opportunities posed by changes in external and
operating environments
– emerging trends and challenges
– Risks and mitigation
§ Changes in these environments can have major implications for
priority setting and strategic directions
– Broader corporate initiatives
– Context to planning process
– Cross-cutting, horizontal indicators
§ Identification of new complex policy challenges and opportunities
through the prism of federal and departmental responsibilities
3The Theory
§ Most important consideration for scanning:
– take into account the existing culture of the organization
– people's attitudes and beliefs on information (creation, access,
and sharing).
General Guidelines:
§ Should be planned and managed as a strategic activity;
§ Should be implemented as a formal system;
§ Users should participate actively throughout the process; and
§ Information management is at the core of the function.
4E-Scanning at HRSDC
§ The E-scan provides a broad overview of some of the challenges
Canada, Canadians and the Government of Canada face specific to
the Department’s mandate.
§ It complements and points to many other sources of detailed
information:
– Knowledge Portal,
– Looking-Ahead: A 10-Year outlook for the Canadian Labour Marker
(2006-2015)
– Branch scans and principal subject matter contacts.
§ The Scan presents trends and factors in HRSDC’s environment that
are or may impact the policy/program and service delivery continuum.
§ Timely, evidence-based information that will serve as a basis to for
decision making
– update the Corporate Risk Profile,
– business plans and
– priority setting.
5E-Scanning at HRSDC - continued
§ Collaborative process that capitalizes on existing expertise
– More effective use of limited resources
– Ability to identify additional info sources
– Use of identified points of contact
§ One comprehensive scan with sub-scans:
– Various branches and regions
– Geographic and horizontal factors considered
§ Focus on emerging issues and trends
– Short-term work plans
– Medium and longer strategic decisions
6Keys to Success at HRSDC
§ Shift from text-based scan to more visual deck presentation to
improve timeliness, ease of use
§ Final Consultations at senior Deputy Minister Executive Management
committees
– For both information and feedback
– Executive buy-in and input
§ Provided to Departmental planners to kick of planning cycle for
approaching FY, including identification of risks and priorities
§ Broad Coverage of the spectrum of factors affecting social policy and
program activities across Canada
7Keys to Success at HRSDC - continued
§ Address the Value Proposition
– Gap in collection of information
– Some areas less horizontal may not have gap
– Type and size of department and file
– Extent information changes over time
– Relevant and timely information
§ Ability of client to absorb and make the connections
– understanding horizontal linkages is not always evident
8Overview of HRSDC E-Scan: Areas of Focus
§ Economic and Social Environment
§ Service Delivery
§ Public Environment
§ Government and HRSDC Priorities
§ Corporate Functions
§ Recent addition: Provincial/Territorial Situation
9Context: Government and HRSDC Priorities
Budget 2009
§ Budget 2009 allocates $8.3B over two years for strengthening benefits
for Canadian workers and enhancing the availability of training.
2009-2010 Departmental Operational Priorities
1. Assist Canadian workers in a period of economic downturn through
income support, adjustment assistance and skills investments;
2. Ensure that employers, unions, and employees work together to
ensure that Canadian workplaces are able to respond to a rapidly-
changing environment while protecting the rights and working
conditions of employees.
3. Assist Canadians through modernized income security and targeted
social development measures for vulnerable populations (Aboriginal
people, seniors, people with disabilities, homeless persons and
communities);
4. Respond to increase in demand for services from existing programs,
as well as from new short-term stimulus measures, all the while
ensuring timely and effective delivery, consistent with our service level
commitments,.
10Economic and Social Environment
§ After a period of strong growth, the Canadian economy has been
significantly weakened by a global economic and financial crisis.
§ The impact of net job losses has fallen most heavily on youth, recent
immigrants and men.
– Early indicators show that older workers (aged 55 – 64),
particularly women, have been less affected than other age
groups.
§ Declining productivity growth coupled with an aging workforce will
contribute to slow labour force growth and tighter labour market
conditions.
§ Families are getting smaller, forming later, and are more likely to be
dual-earner
§ Challenging economic circumstances have resulted in increased debt
loads among individuals and families and in reduced savings for
education
11Service Delivery
§ The economic downturn has resulted in an unprecedented volume of
EI claims, work-sharing applications and increases in applications for
other economic support programs.
§ An additional pressure on the delivery of core services may come from
a potential reduced capacity in the event of H1N1.
§ Service Canada continues to be successful in the realm of client
satisfaction and continues to be responsive to client feedback.
§ There continues to be an upward trend in the number of Canadians
using the Web channel as a source of support and information.
12Public Environment
§ Concerns over the economy are lessening as public concern over
healthcare and the environment appears to be increasing.
§ Canadians’ overall attitudes on EI have remained stable, and it is
viewed as fair and Canadians can access EI benefits when necessary.
§ Media coverage of HRSDC-specific issues (EI, labour disputes, EAP
implementation) has been wide, national and in the public eye
§ Circumstances have resulted in significant stakeholder consultation,
resulting in a wide variety of policy solutions for consideration.
§ Stakeholders are cautious about establishing long-term positions as
they are waiting to see the full effects of the economic stimulus
package on the Canadian economy.
13Management Functions
§ People Management remains at the forefront of the Clerk’s agenda.
§ HRSD will continue to build on the foundation of the 2009-10 Public
Service Renewal Action Plan with a focus on retention.
§ Increased workload as a result of current economic circumstances is
exerting pressure on workforce and HR processes.
§ Upgrading of departmental IT assets remains a priority in order to
sustain operations and support growing demand for essential services.
§ The Internal Audit and Corporate Planning functions will assume key
roles in achieving Budget 2009 and Management Accountability
Framework objectives.
§ Litigation is increasingly complex and more costly.
14Value-Added
§ Broad based and horizontal factors more easily understood and
communicated - compresses data from multiple sources
§ Amalgamation and integration of various perspectives and expert
analysis- reduces duplication of effort
§ Clear identification of resources for more in-depth information for
specific influencing factors/issues
– Identification of specific contacts
Establishes common departmental understanding/view of
§ Coordination
environment, emerging
and concerns,
analysis by corporateissues andshop
planning opportunities
facilitates
further integration of scan information in identification and
development of risks, priorities and plans
15Benefits/Results of E-Scan Format
§ Change in format results in increased use due to ease of
reference
§ Improves timeliness and applicability of scan information
§ Easier to update and circulate.
16Lessons Learned
§ Deck presentation:
– Increases usefulness at both working and management level
– Provides high level overview with individual contacts
– opportunities to customize context for particular activities
– comprehensive snapshot
§ Reduces preparation time, which increases relevancy and accuracy
of snapshot provided by scan
§ Consideration of both internal and external factors essential
§ Flexibility required to incorporate shifting priorities and environment
§ Use of information from communications perspective important
§ Analysis of scans can reveal patterns and trends
17Future of Scanning at HRSDC
§ Evolving process and will be more input from across regions and all
Branches.
§ Increased dissemination across department – in support of Branch
Planning and Priority setting.
§ Explore potential opportunities offered by new processes, such as
meta-scanning initiatives.
§ Improved integration of branch/functional area/regional scans into
departmental scan.
18QUESTIONS
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