Defence Renewal Annual Report 2014-2015 - Framework for Continuous Improvement

Alternate Formats

9. Defence Renewal Governance and Oversight

Defence Renewal is of critical importance to the institution and as such, requires deliberate consideration by senior leadership. Additionally, given the broad scope, complexity, level of ambition, and potential consequences of changes, senior leadership will need to engage through a robust, but agile, governance structure. Defence Renewal was a frequent area of discussion during the Defence Strategic Executive Committee meetings where the DM and CDS were able to provide direction on specific initiatives, including Level 1 Trimestral Updates. The Defence Management Committee was similarly able to give general situational awareness and engender broad dialogue of Defence Renewal and other Level1initiatives including Land Maintenance Execution, E-approvals, Canadian Army Renewal, Organizational Practices Strategic Context and the Support Contract with KPMG. The Investment and Resource Management Committee provided key strategic oversight on Level 1 business plans and made progress incorporating Defence Renewal investment and reinvestment opportunities as part of the overall Business Planning exercise for FY 2015/16. This committee will become increasingly critical in considering the ultimate dispensation of Defence Renewal generated savings.

Elements of Defence Renewal were discussed at two of Departmental Audit Committee (DAC) meetings in FY 2014/15 to provide an external view of efforts to make the Defence Team more efficient and effective. DAC membership provided valuable feedback on the importance of a strong measurement programme. Plans were finalized in FY 2014/15 for the inaugural External Advisory Committee, held in April 2015, which would invite senior business executives with relevant and recent experience in change management to provide advice to senior leadership on Defence Renewal.

Although these executive-level and outside advisory committees were critical to leadership’s overview and guidance of Defence Renewal, much of the key renewal work is done at the sub-committee level where Level 1s can discuss progress and challenges of various initiatives:

  • the Operational Readiness and Training Committee met quarterly to oversee the Operations and Training series of initiatives and provided effective surveillance despite lacking functional authority for certain of these initiatives;
  • the Material Acquisition and Support Oversight Committee managed the Maintenance and Materiel series of initiatives by meeting every two months. It has proven a highly effective body for the discussion and direction of this critical renewal area;
  • reflecting the importance of its portfolio, the Information Management Board has also shown itself to be broadly effective during its quarterly meetings in discussing and managing the IM/IT series of initiatives, although IM initiatives are particularly impacted by activities and financial decisions outside the Group;
  • the Infrastructure and Environment Board has continued to show overall success making positive progress on a number of challenging initiatives in the infrastructure series through its regular meetings. Noteworthy were steps taken to tighten overall management of the initiatives and link these with the Infrastructure and Environment strategic policy;
  • due to critical and high priority agenda items which drive the agenda and frequency of the CF Personnel Management Council, the three major Defence Renewal initiatives have received mainly secretarial attention which has caused synchronization issues between CMP and DRT business. Going forward, the DR Lead will work CMP to establish a more robust governance of the Personnel Management initiatives;
  • originally established to manage the effects of Strategic Review and the Deficit Reduction Action Plan, the Civilian Workforce Management Board has proven a less effective governance body for the very diverse Management Systems series of initiatives and this sub-committee will likely be redesigned; and,
  • the Organizational Practices Sub-Committee, which provides a venue to discuss and manage the three broad areas of Organizational Practices, has faced challenges in addressing the initiatives in an effective and consistent manner.