Controlling at the Deutsche Bundesbank. Christoph Stute, March 2012

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1 Controlling at the Deutsche Bundesbank, March 2012

2 Controlling at the Bundesbank Need for controlling at the Bundesbank? Bundesbank is a public institution; not profit-oriented Independent of government (operational, institutional, financial and personnel) Responsibilities, duties and functions are statutory Bundesbank has to follow several legal acts Bundesbank uses traditionally instruments, to assess and monitor staffing in all business areas General opinion in the Bundesbank until the late 1980 s: No need for controlling!? 2

3 Controlling at the Bundesbank Need for controlling at the Bundesbank? Bundesbank as public institution has the obligation to fulfil its tasks and duties in an economical and efficient way (Federal Court of Auditors). Late 1980 s: Federal Court of Auditors demands to implement a standard cost account. In the view of declining financial resources in the public sector and the appeal for more efficiency in public institutions Bundesbank started to implement controlling functions! 3

4 Organisation chart of department Controlling, accounting and organisation C 1 Corporate C Controlling 1 Corporate And Controlling Strategic Planning C 2 Accounting C 3 Organisation C Automated staff assessment Operational comparison Operational statistics and statistics C 11 Cost accounting, profitability analysis and budget C 12 Strategic planning C 13 Coordination of ESCB related activities, Corporate Governance Service centre KoLei Cost accounting data processing C 2-1 Accounting procedures and allocation of profits C 20 Annual accounts, general ledger, quarterly statements, profit estimate, accounting issues, standards and policy C 21 Financial reporting and statements (daily financial statement, weekly financial statement) C 22 SAP FI Service centre Bu Administrative + Asset accounting, Master data administration C 3-1/C 3-2 Cross-functional tasks, RM principles/methods C 30 Organisation-wide procedures C 31 Organisation Surveys C 32 In-house Consulting C 33 SAP integration and Cross- functional projects C 34 Job evaluation C 35 Security, Crisis Management 12 March

5 Strategic instruments Strategy development and review 1. Formulate a strategy for the Bundesbank as a whole, taking into account the results of the SWOT analyses; derive concrete strategic objectives and determine development targets; draw up a strategy map 2. Review the strategic parameters Targeted measures analysis from a strategic point of view Translate strategic objectives into concrete operational measures (prepare related decisions, evaluate business unit-specific policy considerations, implement strategic decisions of the Executive Board), viewed on an annual and multi-year basis SWOT analysis Evaluate information about opportunities and threats as regards the Bundesbank (market developments, European developments, legislator activities) as well as strengths and weaknesses of the Bundesbank in individual business areas

6 Cost accounting instruments (1/2) Actual cost accounting Provide information detailing which cost centres have spent funds on which kind of costs and investment (cost typesand cost centre accounting) and how much of the amount relating to service and support unit costs is to be borne by the departments (calculation of secondary costs) as well as a breakdown of costs by services rendered/products provided (cost unit accounting) Revenue controlling Cost accounting supplemented by the analysis and monitoring of proceeds or revenue arising in the business unit ( value factors, such as interest income), inter alia in order to calculate the cost coverage of the individual cost unit

7 Cost accounting instruments (2/2) Assessment of staffing needs Determine rendered or expected performance to support the staff planning process and to analyse deviations (target/actual analysis = statutory obligation), longer-term developments etc Standard cost accounting, investment planning, budgeting Set an upper limit for spending by the Bundesbank as a whole during one calendar year and break down intended deployment of resources by service unit. Create transparency with regard to target/actual deviations in the areas of human resource allocation, costs and investment

8 Organisational instruments Assessment of cost-incurring measures and of departmental projects Prevent individual uneconomical or organisationally unnecessary measures Process and organisational analyses Ensure an efficient organisational and operational structure; determine staffing needs for the tasks to be fulfilled Job evaluation Evaluate and rank exisitng and new jobs

9 Strategic Planning at the Deutsche Bundesbank, March 2012

10 General system of strategic planning Vision/ mission Internal sources of information External sources of information Objectives of business area 1 Objectives of business area 2 Objectives of business area x S Y S T E M O F O V E R A L L O B J E C T I V E S Planning Implementation (of the plan) Monitoring

11 The strategic management process Strategic analysis Contents (examples): Trends and scenarios Market and customer analysis Analysis of success factors and industry structures SWOT and portfolio analysis Identification of the present situation Strategy development Vision / mission / values Identify overall objectives position Strategic target positions Drafting and development of business strategies Strategy assessment/ selection Values- oriented assessment Cost-benefit analyses Costeffectiveness calculations Qualitative assessments Strategy description/ communication Business plan Balanced scorecards Strategy maps Strategy conferences Feedback rounds Leaflets, posters & additional communications material Strategy embedding/ controlling Mobilisation & change management Planning/ budgeting MbO / agreeing objectives BSC monitoring & reporting Strategic learning

12 Strategic objectives and operative management are often extremely difficult to unite The strategy world We want to provide the stimulus for a stability-oriented monetary policy help to shape ESCB-wide processes provide an efficient, customer-friendly infrastructure reduce the share of overhead and support costs in overall costs...? product?? The world of operative management Sales, thousand Product/ Total, Compoproduct Q1 Q2 Q3 Q4 year sition in group per cent A % A % B % C ,000 25% D % D % D % D %

13 The steps to overcome the wall between the strategic world and the world of operative management Strategic Analysis of the Refinement of SWOT-results and Decision by the evaluation based strategic determination of Executive Board on SWOT analysis strat. objectives objectives

14 Objectives of a central bank?! Fulfilment of tasks Cost effectiveness Risk mitigation

15 Bundesbank s planning structure Mission Statement Strategic Intents Organisational Principles of the Eurosystem Goal and value planning of the Eurosystem Strategic business line planning Organisational planning Strategic management of Bundesbank Operational controlling instruments Cost accounting Organisational analyses Personnel assessment procedure Operational management of Bundesbank

16 Mission and Vision of the Eurosystem Mission: We, the Eurosystem - the European Central Bank and the National Central Banks - are the euro area s monetary authority with the primary objective to maintain price stability for the common good. Vision: Acting also as a leading financial authority, we aim at safeguarding financial stability and promoting European financial integration.

17 Strategic intents of the Eurosystem 1st Strategic intent Eurosystem as the recognised monetary and financial authority 2nd Strategic intent Safeguarding financial stability and promoting European financial integration Strategic Intents 3rd Strategic intent Accountability, credibility, trust and transparancy are of utmost importance 4th Strategic intent Strengthen shared identity, clearly define roles and responsibilities, work effectively and efficiently

18 Organisational principles for fulfilment of Eurosystem functions by all its members Participation Cooperation Transparency and accountability Distinguishing Eurosystem activities Cohesion and unity Exchange of resources Effectiveness and efficiency in decision-making Cost efficiency, measurement and methodology Exploit synergies and avoid duplications

19 Five core business areas Deutsche Bundesbank Safeguarding stability Cash management Financial and monetary system Monetary policy Banking supervision Payment systems Efficient cash supply and infrastructure Stable financial and monetary system PRICE STABILITY in the euro area Functioningofof German credit and financial services institutions Security and efficiency of payment and settlement systems International cooperation / membership in international bodies Research / economic policy analysis

20 Second Strategy cycle : profile and consolidation Strategy development process Strategic Analysis of Specifiying SWOT-results and operat. objectives, evaluation based specification of activities and on SWOT analysis strat. objectives indicators SWOT-workshops with all 14 departments Information gathering High-level work- shops to analyse the SWOT-results, determine strategic intents and objectives, arrange objectives in strategy map Specifying operational objectives Working out strategic activities as well as indicators to controll the implementation of the strategy Decision by Executive Board Executive Board discussions and decisions

21 Results of the SWOT-Analysis Interne Perspektive Stärken (Strengths) Schwächen (Weaknesses) Analyse der Externe Perspektive Chancen (Opportunities) Risiken (Threats) Strategische Relevanz für die Gesamtbank Hat das Thema einen entscheidenden Einfluss auf den langfristigen Erfolg der Bundesbank? Jene wenigen entscheidenden Themen, von denen der Erfolg der Strategie abhängt What are the major results? Strategischer Handlungsbedarf Sind überdurchschnittliche Anstrengungen notwendig, um hier etwas zu bewegen, gegen Widerstände durchzusetzen bzw. zu verteidigen? What should be done during the next five years to get the bank on the right way?

22 Strategy map of the Bundesbank Addressees Price stability in the euro area Stable financial and monetary system Systematically reinforce influence at international levels Safeguarding stability Stability and functioning of credit and financial services institutions in Germany Efficient cash supply and infrastructure Communicate clearly internally and externally Security and efficiency of payment and settlement systems Publicly comment on economic topics Finances Processes Continuously combat bureaucracy Tailor supply of services more closely to demand Optimise operational cost-efficiency Ensure targeted resource management Network knowledge Bankwide to exploit synergies Potentialities Offer attractive, performanceoriented employment conditions Embrace and actively manage change process Foster adequate pool of knowledge and know-how Intensify research and analysis

23 Refining strategic objectives Interne Perspektive Stärken (Strengths) Schwächen (Weaknesses) Analyse der Externe Perspektive Chancen (Opportunities) Strategische Relevanz für die Gesamtbank Hat das Thema einen entscheidenden Einfluss auf den langfristigen Erfolg der Bundesbank? Risiken (Threats) Jene wenigen entscheidenden Themen, von denen der Erfolg der Strategie abhängt Strategischer Handlungsbedarf Sind überdurchschnittliche Anstrengungen notwendig, um hier etwas zu bewegen, gegen Widerstände durchzusetzen bzw. zu verteidigen? Addressees Cash Management Financial and monetary system Safeguarding stability Monetary policy Banking supervision Cashless payments Specifying operational objectives these are subordinated objectives which describe the means to achieve a main objective. Strategy takes a step forward becoming real. Potentials Finance Processes

24 Specify measures/ tasks/ activities to achieve the objectives Compilation of previous results in objective sheets Name of objective description of the objective operational objectives current measures / tasks / activities to achieve the strategic objective new measures / tasks / activities indicators

25 Guiding ideas of new strategy Strategy 2012 Guiding ideas raising the Bank s profile continuing the consolidation process The aim is to raise the Bundesbank s profile as a stability-oriented, independent institution both in Germany and within the European System of Central Banks. (annual report)

26 Strategy development raising the bank s profile Refining strategic objectives Examples for further oper. objectives Core business area Monetary Policy Financial and Monetary System Banking Supervision Payment Systems Cash Management operational objectives Intensifying research in monetary policy Conducting more operational tasks for ESCB in relevant business areas Intensifying economic research High profile in international academic debates Extending analysis instruments (eg stress testing) Further development of regulatory framework Promoting European integration process Leading position in liquidity provision and transfer Bundesbank will remain in cash cycle Bundesbank strives for a 50% share in banknote processing Promoting ESCB recycling framework

27 Strategy development continuing the consolidation process Refining strategic objectives further decisions on operational objectives by the Executive Board Staff reduced to 9,000 employees by end-2012 Further consolidation of branch network between 2012 and Safeguarding attractive conditions of employment

28 continuing the consolidation process Number of core staff (excluding trainees) End of 2001 End of 2002 End of 2003 End of 2004 End of 2005 End of 2006 End of 2007 End of 2009 End of 2010 End of 2011 Target end of 2012

29 How to review the implementation status of the strategic objectives 1. Have all planed measures started / been implemented? If not, why? 2. Did the implemented measures achieve their strategic goals? Assessment could be supported with indicators. 3. Are there any conclusions about changes of the external or internal conditions that make it necessary to adjust the strategy?

30 Traffic light approach How do you assess the status of the sub-objective? Justify your assessment by answering the following three questions. Traffic light Assessment of current status: Green Development according to plan; No need for action Yellow Development needs monitoring, potential need for adjustments Red Decision of the Executive Board is required

31 Assessments of the sub-objectives are used to define the overall status of the strategic objective

32 Connecting the strategy with the operational management systems August December Operational planning for forthcoming year (incl. planning of needed financial and personnel resources) Integration of strategic and operational management in annual planning process February/March Budget/performance analysis for preceding period April - June Strategy-Review: Evaluation of success of defined operational measures regarding strategic goals, if necessary strategy update

33 Thank you for your attention. Please feel free to ask any questions!

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