TURNKEY PUBLIC MANAGEMENT TOOLKITS--Guides and templates to help managers and consultants assess the delivery of programs and services in the public sector.
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TURNKEY PUBLIC MANAGEMENT TOOLKITS--Guides and templates to help managers and consultants assess the delivery of programs and services in the public sector.
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This chart summarizes potential delivery model options for the corporate planning and reporting function in the public sector.
Corporate Planning and Reporting Delivery Model Option Assessment (9 slides)
Delivery model option assessment work plan summary chart. Key steps are: develop detailed work plan, assess current delivery model, identify and assess delivery model options, select preferred delivery model option, and prepare implementation plan.
Corporate Planning and Reporting Delivery Model Option Assessment (9 slides)
This chart describes potential delivery models for corporate planning and reporting on a continuum from decentralized to centralized.
Key factors to consider in designing the corporate planning and reporting delivery model.
Corporate Planning and Reporting Delivery Model Option Assessment (9 slides)
Corporate Planning and Reporting Delivery Model Option Assessment (9 slides)
Corporate Planning and Reporting Delivery Model Option Assessment (9 slides)

Corporate Planning and Reporting Delivery Model Option Assessment (9 slides)

$15.00 $0.00

You wish to consider the best model for doing corporate planning and reporting within your government agency.

Delivery model assessment toolkit for planning and reporting 

The Corporate Planning and Reporting Delivery Model Option Assessment Tool (9 slides in PowerPoint) provides a high level work plan and delivery model options for the planning and reporting function.  The slides include (see preview charts):

  • A checklist to help assess the current delivery model

  • Examples of potential delivery model options for the planning and reporting function 

  • A template to assess the delineation of planning and reporting tasks at different levels of the organization

  • The typical contents of the profiles used to describe the delivery model options

  • A potential assessment approach

  • Typical elements of the implementation plan to move to the selected delivery model.

When you purchase the toolkit, you receive an email with a link to download the Corporate Planning and Reporting Delivery Model Option Assessment Tool (9 slides in a PowerPoint editable format) as well as the Delivery Model Option Assessment Guide (12 pages in Word).

Planning and reporting delivery model options

    Examples of delivery model options for the planning and reporting function in the public sector include:

    • Decentralized— Planning is done mainly at the sector, branch or regional level, by planning/ resource management advisors. A small corporate planning group provides strategic direction and supports planning at the corporate level.

    • Decentralized model with collaboration through planning network— Planning advisors report organizationally at the sector, branch or regional level; and collaborate through planning networks and committees.  A small corporate planning group provides functional direction, coordinates planning and reporting processes at the organizational level, and prepares corporate plans/ reports.

    • Centralized distributed model— A corporate planning and reporting group is responsible for all planning activities; planning and reporting advisors report centrally but are dedicated to branches/ sectors/ regions and may be co-located with them.   Alternatively, each planning advisor may support planning for a cluster of branches.

    • Centralized— A single planning and reporting group is responsible for all planning activities in the organization; and provides centralized planning support to sectors, branches and regions.

          Key management considerations--Corporate planning and reporting

          Key considerations in designing the planning and reporting delivery model in public sector agencies include:

          • The extent of centralization/decentralization of the planning and reporting function (this will depend on how decision-making is done within the organization)

          • The role of the corporate planning and reporting group and scope of activities carried out

          • The scope and type of planning and reporting activities carried out by the sectors, programs and regions

          • The extent of networking between planning and reporting groups across the organization (and the need for more cross-functional integration)

          • The linkages between planning and reporting and resource allocation and budgeting

          • The reporting relationships of planning and reporting staff.

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