| Governance and Accountability |
- Responsibilities and the accountability & reporting structure in Corporate Planning are established
- A process exists for senior management oversight over Corporate Planning activities and processes
- A process exists for senior management review and approval of Corporate Plans
- A feedback loop process exists for monitoring corporate plans and updating as appropriate.
- Planning skills are identified, defined and incorporated into planning responsibilities and accountability profiles
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| Objective Setting |
- FCAC legislative mandate is aligned with corporate objectives and priorities (defined, documented and communicated) and their objectives and priorities are aligned with sector and division plans and priorities
- FCAC performance measures are established (defined, documented and communicated)
- Corporate objectives and priorities and related performance measures cascade down to and up from divisions
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| Operating Environment |
- External and internal environments are monitored and information gathered throughout the year for executive consideration relating to business operations 3, environmental scans, industry consultations and discussions with financial institutions and industry representatives.
- Assessment of prior-years results and performance against Corporate Plans
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| Risk Management |
- FCAC risk and risk tolerance information is incorporated into Corporate Plans and cascade down to business and project plans
- Division risk information, consistent with ERM framework, is incorporated into business and project plans and cascade upward to Corporate Planning
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Planning Process |
- Planning objectives, process, guidance and deliverables are established (defined, documented)
- Corporate Planning process includes:
Issues / concerns / challenges:
- Operating environment and risk management issues are identified, assessed and incorporated in Corporate Planning
- FCAC corporate capacities (services levels and trends, current and future staffing needs, funding requirements, expenditure management) are determined and incorporated in Corporate Planning
Business and project plans:
- Alignment of division 'plans and priorities' to corporate objectives and priorities
- Development of multi-year business and project summary plans incorporating resource needs and interdependencies between divisions and supporting functions
Resource allocation and Financial Planning:
- Capacity and resource allocation process that aligns corporate objectives and priorities with sector and division business and project plans
- Corporate Plan broken down by capacity and resources, and timelines (i.e. multi-year budgets)
Monitoring, updating and reporting on plans:
- Information required for reporting against plans is defined, document and communicated
- Division 'plans and priorities' are aligned with Corporate performance measures
- A process for progress reporting and revision of Corporate plans is defined, documented and established
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| Communications |
- There is ongoing and transparent communication within management and among staff on corporate objectives and priorities and their alignment with the divisions 'plans and priorities', and the required responsibilities and accountabilities for implementation
- Planning objectives, processes, guidance and deliverables are communicated to those involved in development of Corporate Plans
- Planning information is captured, maintained, and accessible as needed
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