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Presentation to the Third Annual IADI Conference October 26-27, 2004 Brunnen Switzerland

Presentation to the Third Annual IADI Conference October 26-27, 2004 Brunnen Switzerland. Strategic Planning Keith Adam Director, Corporate Strategy & Reporting. Introduction. CDIC’s Approach to Strategic Planning Lessons Learned Board Governance Policy Keys to Success.

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Presentation to the Third Annual IADI Conference October 26-27, 2004 Brunnen Switzerland

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  1. Presentation to the Third Annual IADI ConferenceOctober 26-27, 2004Brunnen Switzerland Strategic Planning Keith Adam Director, Corporate Strategy & Reporting

  2. Introduction • CDIC’s Approach to Strategic Planning • Lessons Learned • Board Governance Policy • Keys to Success

  3. CDIC’s Approach toStrategic Planning • Strategic Planning - a part of the Strategic Management Process • Strategic Management Process is intertwined with Enterprise Risk Management (ERM) • These processes form an integral part of CDIC’s overall Governance

  4. Strategic Management Process Model

  5. Approach to Strategic Planning • Understand mandate / supporting legislation of the organization • Perform an environmental scan /SWOT analysis • Seek input from key stakeholders

  6. Planning Information Sources • Supporting legislation / regulations / guidelines • Vision, Mission, Values statements • Existing strategic / business plans • Annual Report

  7. Planning Information Sources • ERM work • Existing environmental scan material • Performance scorecards • Input from management and the board of directors

  8. Components of CDIC’s Strategic Management Process

  9. CDIC’s Planning Timeline

  10. What CDIC has learned • Each situation is unique • The Strategic Management Process Model can be adapted to each situation

  11. Lessons Learned • Senior management and the governing body (e.g. Board of Directors) must understand and participate in the planning exercise • Must have clear linkages from Business Strategies to Plans to Initiatives to Resource Budgets • Performance Measures and Targets must be clear, realistic and understood by all

  12. Lessons Learned • Strategic Plans for specific areas within the organization must mesh with the overall Corporate Plan (e.g. Information Systems, Human Resource Management, Communications, Business Continuity Planning, Contingency Plans)

  13. Lessons Learned • Everyone needs to understand and follow the Business Objectives & Strategies • The Strategic Plan must be an ongoing “living” document

  14. Lessons Learned • It is important to track performance against the plan • Regular tracking of performance and communication to the board is essential to sound governance

  15. Lessons Learned • Mesh strategic planning with ERM – as part of a sound governance regime • Formalize the roles of Management and the Board

  16. Board Governance Policy • Responsibilities of the Board and of Management • 19 principles

  17. 19 Principles • Succession of CEO and corporate officers • Compensation for non-ex officio directors, corporate officers and employees • Objectives and evaluation of CEO • Strategic management process • Enterprise risk management • Control environment • Internal audit function • Organization “in control” • Effective communication • Review of Board Governance Policy • Independent judgment • Understanding the organization’s objects, powers and governance responsibilities • Orientation and training of directors • Board profile • Delegation to Board committees and Management • Responsibilities of Chairperson and CEO • Standards of business conduct and ethical behaviour • Recommendation on appointment of CEO • Appointment of corporate officers

  18. Role of Management • Support the Board in fulfilling governance responsibilities

  19. Information of Importanceto the Board • Performance reporting: • Against initiatives • Against measures and targets • Financial – • Against budgets • Historical comparisons • Forecasts • Management of risks

  20. Corporate Scorecard

  21. Keys to Success • Follow a sound process model • Listen intently and Read carefully • Involve everyone • Question anything unclear or inconsistent • Organize Information • Communicate openly and clearly • Remember it’s an ongoing process

  22. Keys to Success • Early involvement of Board of Directors • Support Board in setting and directing strategy • Provide appropriate and timely information to the Board

  23. Questions / Discussion

  24. Presentation to the Third Annual IADI ConferenceOctober 26-27, 2004Brunnen Switzerland Strategic Planning Keith Adam Director, Corporate Strategy & Reporting

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