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In this paper, we explore the interactions between supply chain planning and financial planning. To do so, we investigate the integrated business planning (IBP) process as a suitable interface between them. We focus on the French business culture. First, we provide the results and conclusions of a survey on the structure and details of the sales and operations planning (S&OP) processes of five top French multinational corporations and the extent to which finance is integrated into these processes. These companies have achieved a revenue of over 16 billion euros in 2020. Then, we conclude on the steps that the participating companies have implemented to transition from the traditional S&OP process to the complete IBP process, and thus on the steps that remain to be taken. We note that all participating companies have taken their first steps towards adopting an integrated business planning approach. They have all embraced scenario analysis. However, they are lagging behind on the other steps that require cross-functional and cross-company collaboration, such as financial integration. Finally, we define how the IBP process interacts with financial planning on four fronts, namely revenue and costs budgeting, monthly updates to budgets, capital expenditures budgeting, and working capital requirements planning.
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Industrial Engineering Laboratory, CentraleSupelec, University of Paris Saclay, Gif-sur-Yvette, Paris, France
Mohamed Haythem Selmi, Laurent Gregoire & Yves Dallery
LR-OASIS, National Engineering School of Tunis, University of Tunis El Manar, Tunis, Tunisia
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IMT Atlantique, Nantes, France
Alexandre Dolgui
Centrale Nantes, Nantes, France
Alain Bernard
David Lemoine
ZF Friedrichshafen AG, Friedrichshafen, Germany
Gregor von Cieminski
Tecnológico de Monterrey, Mexico City, Mexico
David Romero
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Selmi, M.H., Jemai, Z., Gregoire, L., Dallery, Y. (2021). Integrated Business Planning Process: Link Between Supply Chain Planning and Financial Planning. In: Dolgui, A., Bernard, A., Lemoine, D., von Cieminski, G., Romero, D. (eds) Advances in Production Management Systems. Artificial Intelligence for Sustainable and Resilient Production Systems. APMS 2021. IFIP Advances in Information and Communication Technology, vol 632. Springer, Cham. https://doi.org/10.1007/978-3-030-85906-0_17
DOI : https://doi.org/10.1007/978-3-030-85906-0_17
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Managing the availability of supply to meet volatile demand has never been easy. Even before the unprecedented challenges created by the COVID-19 pandemic and the war in Ukraine, synchronizing supply and demand was a perennial struggle for most businesses. In a survey of 54 senior executives, only about one in four believed that the processes of their companies balanced cross-functional trade-offs effectively or facilitated decision making to help the P&L of the full business.
That’s not because of a lack of effort. Most companies have made strides to strengthen their planning capabilities in recent years. Many have replaced their processes for sales and operations planning (S&OP) with the more sophisticated approach of integrated business planning (IBP), which shows great promise, a conclusion based on an in-depth view of the processes used by many leading companies around the world (see sidebar “Understanding IBP”). Assessments of more than 170 companies, collected over five years, provide insights into the value created by IBP implementations that work well—and the reasons many IBP implementations don’t.
Integrated business planning is a powerful process that could become central to how a company runs its business. It is one generation beyond sales and operations planning. Three essential differentiators add up to a unique business-steering capability:
An effective IBP process consists of five essential building blocks: a business-backed design; high-quality process management, including inputs and outputs; accountability and performance management; the effective use of data, analytics, and technology; and specialized organizational roles and capabilities (Exhibit 1). Our research finds that mature IBP processes can significantly improve coordination and reduce the number of surprises. Compared with companies that lack a well-functioning IBP process, the average mature IBP practitioner realizes one or two additional percentage points in EBIT. Service levels are five to 20 percentage points higher. Freight costs and capital intensity are 10 to 15 percent lower—and customer delivery penalties and missed sales are 40 to 50 percent lower. IBP technology and process discipline can also make planners 10 to 20 percent more productive.
When IBP processes are set up correctly, they help companies to make and execute plans and to monitor, simulate, and adapt their strategic assumptions and choices to succeed in their markets. However, leaders must treat IBP not just as a planning-process upgrade but also as a company-wide business initiative (see sidebar “IBP in action” for a best-in-class example).
One global manufacturer set up its integrated business planning (IBP) system as the sole way it ran its entire business, creating a standardized, integrated process for strategic, tactical, and operational planning. Although the company had previously had a sales and operations planning (S&OP) process, it had been owned and led solely by the supply chain function. Beyond S&OP, the sales function forecast demand in aggregate dollar value at the category level and over short time horizons. Finance did its own projections of the quarterly P&L, and data from day-by-day execution fed back into S&OP only at the start of a new monthly cycle.
The CEO endorsed a new way of running regional P&Ls and rolling up plans to the global level. The company designed its IBP process so that all regional general managers owned the regional IBP by sponsoring the integrated decision cycles (following a global design) and by ensuring functional ownership of the decision meetings. At the global level, the COO served as tiebreaker whenever decisions—such as procurement strategies for global commodities, investments in new facilities for global product launches, or the reconfiguration of a product’s supply chain—cut across regional interests.
To enable IBP to deliver its impact, the company conducted a structured process assessment to evaluate the maturity of all inputs into IBP. It then set out to redesign, in detail, its processes for planning demand and supply, inventory strategies, parametrization, and target setting, so that IBP would work with best-practice inputs. To encourage collaboration, leaders also started to redefine the performance management system so that it included clear accountability for not only the metrics that each function controlled but also shared metrics. Finally, digital dashboards were developed to track and monitor the realization of benefits for individual functions, regional leaders, and the global IBP team.
A critical component of the IBP rollout was creating a company-wide awareness of its benefits and the leaders’ expectations for the quality of managers’ contributions and decision-making discipline. To educate and show commitment from the CEO down, this information was rolled out in a campaign of town halls and media communications to all employees. The company also set up a formal capability-building program for the leaders and participants in the IBP decision cycle.
Rolled out in every region, the new training helps people learn how to run an effective IBP cycle, to recognize the signs of good process management, and to internalize decision authority, thresholds, and escalation paths. Within a few months, the new process, led by a confident and motivated leadership team, enabled closer company-wide collaboration during tumultuous market conditions. That offset price inflation for materials (which adversely affected peers) and maintained the company’s EBITDA performance.
Our research shows that these high-maturity IBP examples are in the minority. In practice, few companies use the IBP process to support effective decision making (Exhibit 2). For two-thirds of the organizations in our data set, IBP meetings are periodic business reviews rather than an integral part of the continuous cycle of decisions and adjustments needed to keep organizations aligned with their strategic and tactical goals. Some companies delegate IBP to junior staff. The frequency of meetings averages one a month. That can make these processes especially ineffective—lacking either the senior-level participation for making consequential strategic decisions or the frequency for timely operational reactions.
Finally, most companies struggle to turn their plans into effective actions: critical metrics and responsibilities are not aligned across functions, so it’s hard to steer the business in a collaborative way. Who is responsible for the accuracy of forecasts? What steps will be taken to improve it? How about adherence to the plan? Are functions incentivized to hold excess inventory? Less than 10 percent of all companies have a performance management system that encourages the right behavior across the organization.
By contrast, at the most effective organizations, IBP meetings are all about decisions and their impact on the P&L—an impact enabled by focused metrics and incentives for collaboration. Relevant inputs (data, insights, and decision scenarios) are diligently prepared and syndicated before meetings to help decision makers make the right choices quickly and effectively. These companies support IBP by managing their short-term planning decisions prescriptively, specifying thresholds to distinguish changes immediately integrated into existing plans from day-to-day noise. Within such boundaries, real-time daily decisions are made in accordance with the objectives of the entire business, not siloed frontline functions. This responsive execution is tightly linked with the IBP process, so that the fact base is always up-to-date for the next planning iteration.
In our experience, integrated business planning can help a business succeed in a sustainable way if three conditions are met. First, the process must be designed for the P&L owner, not individual functions in the business. Second, processes are built for purpose, not from generic best-practice templates. Finally, the people involved in the process have the authority, skills, and confidence to make relevant, consequential decisions.
IBP gives leaders a systematic opportunity to unlock P&L performance by coordinating strategies and tactics across traditional business functions. This doesn’t mean that IBP won’t function as a business review process, but it is more effective when focused on decisions in the interest of the whole business. An IBP process designed to help P&L owners make effective decisions as they run the company creates requirements different from those of a process owned by individual functions, such as supply chain or manufacturing.
One fundamental requirement is senior-level participation from all stakeholder functions and business areas, so that decisions can be made in every meeting. The design of the IBP cycle, including preparatory work preceding decision-making meetings, should help leaders make general decisions or resolve minor issues outside of formal milestone meetings. It should also focus the attention of P&L leaders on the most important and pressing issues. These goals can be achieved with disciplined approaches to evaluating the impact of decisions and with financial thresholds that determine what is brought to the attention of the P&L leader.
The aggregated output of the IBP process would be a full, risk-evaluated business plan covering a midterm planning horizon. This plan then becomes the only accepted and executed plan across the organization. The objective isn’t a single hard number. It is an accepted, unified view of which new products will come online and when, and how they will affect the performance of the overall portfolio. The plan will also take into account the variabilities and uncertainties of the business: demand expectations, how the company will respond to supply constraints, and so on. Layered risks and opportunities and aligned actions across stakeholders indicate how to execute the plan.
Trade-offs arising from risks and opportunities in realizing revenues, margins, or cost objectives are determined by the P&L owner at the level where those trade-offs arise—local for local, global for global. To make this possible, data visible in real time and support for decision making in meetings are essential. This approach works best in companies with strong data governance processes and tools, which increase confidence in the objectivity of the IBP process and support for implementing the resulting decisions. In addition, senior leaders can demonstrate their commitment to the value and the standards of IBP by participating in the process, sponsoring capability-building efforts for the teams that contribute inputs to the IBP, and owning decisions and outcomes.
To make IBP a value-adding capability, the business will probably need to redesign its planning processes from a clean sheet.
First, clean sheeting IBP means that it should be considered and designed from the decision maker’s perspective. What information does a P&L owner need to make a decision on a given topic? What possible scenarios should that leader consider, and what would be their monetary and nonmonetary impact? The IBP process can standardize this information—for example, by summarizing it in templates so that the responsible parties know, up front, which data, analytics, and impact information to provide.
Second, essential inputs into IBP determine its quality. These inputs include consistency in the way planners use data, methods, and systems to make accurate forecasts, manage constraints, simulate scenarios, and close the loop from planning to the production shopfloor by optimizing schedules, monitoring adherence, and using incentives to manufacture according to plan.
Determining the frequency of the IBP cycle, and its timely integration with tactical execution processes, would also be part of this redesign. Big items—such as capacity investments and divestments, new-product introductions, and line extensions—should be reviewed regularly. Monthly reviews are typical, but a quarterly cadence may also be appropriate in situations with less frequent changes. Weekly iterations then optimize the plan in response to confirmed orders, short-term capacity constraints, or other unpredictable events. The bidirectional link between planning and execution must be strong, and investments in technology may be required to better connect them, so that they use the same data repository and have continuous-feedback loops.
Finally, every IBP process step needs autonomous decision making for the problems in its scope, as well as a clear path to escalate, if necessary. The design of the process must therefore include decision-type authority, decision thresholds, and escalation paths. Capability-building interventions should support teams to ensure disciplined and effective decision making—and that means enforcing participation discipline, as well. The failure of a few key stakeholders to prioritize participation can undermine the whole process.
Decision-making autonomy is also relevant for short-term planning and execution. Success in tactical execution depends on how early a problem is identified and how quickly and effectively it is resolved. A good execution framework includes, for example, a classification of possible events, along with resolution guidelines based on root cause methodology. It should also specify the thresholds, in scope and scale of impact, for operational decision making and the escalation path if those thresholds are met.
In addition to guidelines for decision making, the cross-functional team in charge of executing the plan needs autonomy to decide on a course of action for events outside the original plan, as well as the authority to see those actions implemented. Clear integration points between tactical execution and the IBP process protect the latter’s focus on midterm decision making and help tactical teams execute in response to immediate market needs.
With all the elements described above, IBP has a solid foundation to create value for a business. But IBP is no silver bullet. To achieve a top-performing supply chain combining timely and complete customer service with optimal cost and capital expenditures, companies also need mature planning and fulfillment processes using advanced systems and tools. That would include robust planning discipline and a collaboration culture covering all time horizons with appropriate processes while integrating commercial, planning, manufacturing, logistics, and sourcing organizations at all relevant levels.
As more companies implement advanced planning systems and nerve centers , the typical monthly IBP frequency might no longer be appropriate. Some companies may need to spend more time on short-term execution by increasing the frequency of planning and replanning. Others may be able to retain a quarterly IBP process, along with a robust autonomous-planning or exception engine. Already, advanced planning systems not only direct the valuable time of experts to the most critical demand and supply imbalances but also aggregate and disaggregate large volumes of data on the back end. These targeted reactions are part of a critical learning mechanism for the supply chain.
Over time, with root cause analyses and cross-functional collaboration on systemic fixes, the supply chain’s nerve center can get smarter at executing plans, separating noise from real issues, and proactively managing deviations. All this can eventually shorten IBP cycles, without the risk of overreacting to noise, and give P&L owners real-time transparency into how their decisions might affect performance.
P&L owners thinking about upgrading their S&OP or IBP processes can’t rely on textbook checklists. Instead, they can assume leadership of IBP and help their organizations turn strategies and plans into effective actions. To do so, they must sponsor IBP as a cross-functional driver of business decisions, fed by thoughtfully designed processes and aligned decision rights, as well as a performance management and capability-building system that encourages the right behavior and learning mechanisms across the organization. As integrated planning matures, supported by appropriate technology and maturing supply chain–management practices, it could shorten decision times and accelerate its impact on the business.
Elena Dumitrescu is a senior knowledge expert in McKinsey’s Toronto office, Matt Jochim is a partner in the London office, and Ali Sankur is a senior expert and associate partner in the Chicago office, where Ketan Shah is a partner.
Related articles.
Imagine a symphony orchestra where each musician plays their own tune without listening to others. The result would be chaotic and dissonant, right? Similarly, in the business world, when decision-making happens in silos and planning processes are disconnected, it’s like having a group of individuals playing their own instruments without any coordination. The harmony is lost, and the organization becomes inefficient, misses opportunities, and struggles to keep up with the fast-paced market.
Integrated Business Planning (IBP) addresses these challenges by providing a comprehensive framework that integrates strategic, operational and financial planning, analysis, and reporting to drive better business outcomes. A retail company experiences a sudden surge in online sales due to a viral social media campaign. Integrated planning incorporates supply chain planning, demand planning, and demand forecasts so the company can quickly assess the impact on inventory levels, supply chain logistics, production plans, and customer service capacity. By having real-time data at their fingertips, decision-makers can adjust their strategies, allocate resources accordingly, and capitalize on the unexpected spike in demand, ensuring customer satisfaction while maximizing revenue. This blog explores the significance of IBP in today’s modern business landscape and highlights its key benefits and implementation considerations.
Integrated Business Planning (IBP) is a holistic approach that integrates strategic planning, operational planning, and financial planning within an organization. IBP brings together various functions, including sales, marketing, finance, supply chain, human resources, IT and beyond to collaborate across business units and make informed decisions that drive overall business success. The term ‘IBP’ was introduced by the management consulting firm Oliver Wight to describe an evolved version of the sales and operations planning (S&OP process) they originally developed in the early 1980s.
Integrated Business Planning starts with strategic planning. The management team defines the organization’s long-term goals and objectives. This includes analyzing market trends, competitive forces, and customer demands to identify opportunities and threats. Strategic planning sets the direction for the entire organization and establishes the foundation for subsequent planning roadmap.
Operational planning focuses on translating strategic goals into actionable plans at the operational level. This involves breaking down the strategic objectives into specific targets and initiatives that different departments and functions need to execute.
For example, the sales department might develop a plan to enter new markets or launch new products, while the supply chain department focuses on inventory optimization and ensuring efficient logistics. The key is to align operational plans with the broader strategic objectives to ensure consistency and coherence throughout the organization.
Financial planning ensures that the organization’s strategic and operational plans are financially viable. It involves developing detailed financial projections, including revenue forecasts, expense budgets, and cash flow forecasts. By integrating financial planning with strategic and operational planning, organizations can evaluate financial profitability, identify potential gaps or risks, and make necessary adjustments to achieve financial targets.
A fundamental aspect of IBP is the collaboration and involvement of various functions and departments within the organization. Rather than working in isolation, departments such as sales, marketing, finance, supply chain, human resources, and IT come together to share information, align objectives, and make coordinated decisions.
IBP relies on the integration of data from different sources and systems. This may involve consolidating data from enterprise resource planning (ERP) systems, customer relationship management (CRM) systems, supply chain management systems, and other relevant sources. Advanced analytics and business intelligence tools are utilized to analyze and interpret the data, uncovering insights and trends that drive informed decision-making.
The Integrated Business Planning process requires continuous monitoring of performance against plans and targets. Key performance indicators (KPIs) are established to measure progress and enable proactive management. Regular performance reviews and reporting enable organizations to identify deviations, take corrective actions, and continuously improve their planning processes.
By integrating strategic, operational, and financial planning organizations can unlock the full potential of IBP and drive business success and achieve their goals.
IBP facilitates data-driven decision-making by providing real-time insights into various aspects of the business. By bringing together data from various departments, organizations can develop a holistic view of their operations, enabling them to make better-informed decisions.
By aligning strategic objectives with operational plans and financial goals, IBP ensures that every department and employee is working towards a common vision. This alignment fosters synergy and drives cross-functional collaboration.
In the rapidly changing business landscape, agility is crucial. IBP allows organizations to quickly adapt to market shifts, demand fluctuations, and emerging opportunities. By continuously monitoring and adjusting plans, businesses can remain responsive and seize competitive advantages.
Integrated Business Planning enables organizations to optimize resource allocation across different functions. It helps identify bottlenecks, allocate resources effectively, and prioritize initiatives that yield the highest returns, leading to improved efficiency and cost savings.
IBP facilitates proactive risk management by considering various scenarios and identifying potential risks and opportunities. By analyzing data and conducting what-if analyses, companies can develop contingency plans and mitigate risks before they materialize.
Implementing an effective IBP process requires careful planning and execution that may require substantial effort and a change of management, but the rewards are well worth it. Here are some essential strategic steps to consider:
Establish leadership buy-in; gain support from top-level executives who understand the value of Integrated Business Planning and can drive the necessary organizational changes. Leadership commitment, led by CFO, is crucial for successful implementation.
Continuously monitor and adjust; implement mechanisms to monitor performance against plans and targets. Regularly review key performance indicators (KPIs), conduct performance analysis, and generate timely reports and dashboards. Identify deviations, take corrective actions, and continuously improve the planning processes based on feedback and insights.
To foster cross-functional collaboration, the organization must identify key stakeholders, break down silos, and encourage open communication among departments. Creating a collaborative culture that values information sharing and collective decision-making is essential.
Simultaneously, implementing a robust data integration system, encompassing ERP, CRM, and supply chain management systems, ensures seamless data flow and real-time updates. User-friendly interfaces, data governance, and training provide the necessary technological support. Combining these efforts cultivates an environment of collaboration and data-driven decision-making, boosting operational efficiency and competitiveness.
Implement advanced analytics and business intelligence solutions to streamline and automate the planning process and assist decision-making capabilities. These solutions provide comprehensive functionality, data integration capabilities, scenario planning and modeling, and real-time reporting.
From a tech perspective, organizations need advanced software solutions and systems that facilitate seamless data integration and collaboration to support IBP. Here are some key components that contribute to the success of integrated business planning:
A platform that serves as the backbone of integrated business planning by integrating data from different departments and functions. It enables a centralized repository of information and provides real-time visibility into the entire business.
Business intelligence tools play a vital role in analyzing and visualizing integrated data from multiple sources. These tools provide comprehensive insights into key metrics and help identify trends, patterns, and opportunities. By leveraging BI tools, decision-makers can quickly evaluate financial performance, make data-driven business decisions and increase forecast accuracy.
Collaborative planning and forecasting solutions enable cross-functional teams to work together in creating and refining plans. These planning solutions facilitate real-time collaboration, allowing stakeholders to contribute their expertise and insights. With end-to-end visibility, organizations can ensure that plans are comprehensive, accurate, and aligned with business strategy.
To ensure seamless data integration, organizations need to invest in data integration and automation tools. These tools enable the extraction, transformation, and loading (ETL) of data from various sources. Automation streamlines data processes reduces manual effort and minimizes the risk of errors or data discrepancies.
Cloud computing offers scalability, flexibility, and accessibility, making it an ideal choice for integrated business planning. Cloud-based solutions provide a centralized platform where teams can access data, collaborate, and make real-time updates from anywhere, at any time. The cloud also offers data security, disaster recovery, and cost efficiencies compared to on-premises infrastructure.
As organizations integrate data from multiple sources, maintaining data governance and security becomes crucial. Establishing data governance policies and ensuring compliance with data protection regulations are vital steps in maintaining data integrity and safeguarding sensitive information. Implementing robust data security measures, such as encryption and access controls, helps protect against data breaches and unauthorized access.
IBM Planning Analytics is a highly scalable and flexible solution for Integrated Business Planning. It supports and strengthens the five pillars discussed above, empowering organizations to achieve their strategic goals and make better data-driven decisions. With its AI- infused advanced analytics and modeling capabilities, IBM Planning Analytics allows organizations to integrate strategic, operational, and financial planning seamlessly. The solution enables cross-functional collaboration by providing a centralized platform where teams from various departments can collaborate, share insights, and align their plans. IBM Planning Analytics also offers powerful data integration capabilities, allowing organizations to consolidate data from multiple sources and systems, providing a holistic view of the business. The solutions’s robust embedded AI predictive analytics uses internal and external data and machine learning to provide accurate demand forecasts. IBM Planning Analytics supports continuous monitoring and performance management by providing real-time reporting, dashboards, and key performance indicators (KPIs) that enable organizations to track progress and take proactive actions. As the business landscape continues to evolve, embracing Integrated Business Planning is no longer an option but a necessity for organizations. To succeed in this dynamic environment, businesses need an integrated approach to planning that brings all the departments and data together, creating a symphony of collaboration and coordination.
Learn more about IBM Planning Analytics
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Integrated Business Planning (IBP) is an enhanced version of Sales and Operations Planning (S&OP) that offers improved cross-functional coordination with finance. IBP is a forward-looking mechanism that covers a 24 to 36-month horizon. Its primary aim is to align strategic and financial objectives with operational feasibility by reacting proactively and promptly to changing conditions. A well-executed IBP process minimizes volatility in plans, allowing businesses to stay on track with their strategic ambitions and make informed critical decisions that add value and increase profitability.
By embedding an effective IBP process, organizations can enjoy significant benefits throughout their supply chain. With fewer reactive and sub-optimal decisions to make, more time is available for informed critical decision-making that maximizes profitability.
FuturMaster streamlines the IBP process with a single planning system that combines data and AI capabilities for each step.
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Integrated business planning is a management process that synergizes sales, marketing, finance, operations, and logistics to drive an aligned operational plan and business strategy, balancing demand and supply while also considering financial objectives and the allocation of critical resources. It embraces short, medium, and long-term business planning and assists in decision-making, reducing risks, and increasing profitability.
The crucial role of integrated business planning.
Today’s businesses exist in a world that is, to say the least, complex and full of rapid changes. In these circumstances, integrated business planning plays a pivotal role in navigating through the turbulent times by bridging the gap between the company’s strategic ambitions and their operational constraints.
As a unifying framework, the process provides a link between the top-level strategic planning and day-to-day operational activities. It eliminates silos between departments providing a holistic, transparent and real-time view of the business. By mapping all operations to strategic goals, it ensures that all decisions and actions are pulling in the same direction toward the fulfillment of those goals.
With integrated business planning, synchronization becomes achievable at an elevated level. It enables businesses to align their strategic objectives with operations and finances, thus ensuring a smooth flow of processes. When strategy, operations, and finance harmoniously work together, it eliminates any disconnects, resulting in effective and efficient decision-making.
From a strategic perspective, the approach aids in prioritizing goals and developing responsive and realistic plans to achieve them. On the operations front, it identifies bottlenecks, assesses risk, and ensures that all operations are in line with strategic objectives. Lastly, the integration with financial planning leads to accurate financial forecasts, effective cash management, and robust financial control.
To put it another way, this integrated view of business planning is akin to a well-conducted orchestra. Each section of the orchestra, be it strategic, operational, or financial, knows its role, its tasks, and how it contributes to the overall performance of the melody; which in this case, becomes the successful completion of strategic goals.
In the face of evolving markets and shifting customer demands, integrated business planning empowers businesses to quickly identify, adapt, and respond to changes efficiently. The approach supports timely and informed decision-making, improves communication and collaboration, and nurtures a proactive business culture focused on future growth.
The process also provides a robust system that facilitates scenario planning and risk mitigation. It promotes informed and rational decision-making, thus creating a resilient business model capable of withstanding market uncertainties and disruptions.
In summary, integrated business planning offers a comprehensive, more intelligent approach to business management—one that aligns strategy, operations, and finance towards a common goal while driving performance and sustainable growth.
At the epicenter of integrated business planning is demand. Understanding current customer needs and predicting future ones is key to running a profitable operation. This involves market research, analysis of historical data and forecasting. By getting an accurate approximation of demand, businesses can take proactive measures to efficiently meet those needs.
It’s not just enough to understand the demand. A business must have a competent supply management system that can meet the anticipated demand. This is achieved by coordinating all elements of procurement, production, and logistics to effectively fulfill customer needs. A successful supply chain management strategy incorporates everything from sourcing raw materials, managing inventory, production planning, to eventual delivery.
Product management is a very significant part of integrated business planning. It’s the process by which a business decides what products to offer and how to position them in the market. Product managers work cross-functionally with other teams like marketing, sales, and engineering, to ensure that the product aligns with company goals and customer requirements. They also analyze market trends, competitive landscape, and customer feedback to inform product features and enhancements.
Lastly, financial planning provides the fiscal framework for integrated business planning. It involves budgeting, revenue projection, expense tracking, and monitoring financial performance against these predictions. A detailed financial plan enables a business to execute its strategies within available resources, capitalize on opportunities and respond timely to market changes. Financial planning is indispensable for a sustainable long-term business growth.
Each of these components works seamlessly with the others in integrated business planning. While demand, product, and supply chain management ensures that the business retains a competitive edge in the market, financial planning provides the necessary oversight to ensure the business remains profitable while doing so. This alignment across all the key functional areas is what makes integrated business planning so critical to the success of a business.
In a dynamic business environment, integrated business planning helps corporations quickly adapt and respond. It operates as a navigational tool, guiding decision-making processes at various levels of an organization, from operational to strategic.
At the operational level, integrated business planning aids in managing immediate and short-term decisions. It provides a detailed view of the current business operations- from sales forecasts, customer demands, supply chain management to available resources.
For instance, consider a rise in demand for a product. An operational decision might involve assessing the production capacity and inventory levels, which integrated business planning can readily provide by unifying data from multiple business functions. This allows the organization to react swiftly and efficiently to unexpected changes.
Tactical decisions contributing towards achieving short-term goals also benefit from integrated business planning. It aids in providing a firm ground that aligns operational decisions with corporate strategy.
Key functions like marketing campaigns, collaborations, or prodigious investments often hinge on the insights captured through integrated business planning. It not only allows companies to seize up-to-the-minute market opportunities but also helps in mitigating potential risks.
At a strategic level – where decisions have long-term implications and contribute directly to the achievement of an organization’s mission – integrated business planning is instrumental. It provides organizations with forward-thinking views, predicting future scenarios, and laying out a roadmap to achieve the desired goals.
For instance, making decisions about entering new markets, launching new product lines, or obsoleting older ones are all powered by the insights from integrated business planning.
Thus, integrated business planning is central to decision-making processes, underpinning them with a clear, synchronized view of business functions. It enables corporations to respond effectively and swiftly to business environment changes, maintaining their competitive edge.
Integrated business planning (IBP) plays a crucial role in managing business risks. It enables organizations to align strategic, operational, and financial plans to achieve overall corporate objectives.
With IBP, an organization can continually assess potential risks and adjust its plans based on a comprehensive and timely understanding of possible implications. This process reduces the likelihood of sudden impact from unanticipated events and enhances the resilience of the business.
For instance, IBP can help in foreseeing economic downturns and prepare for them by diversifying income streams or increasing savings. Similarly, if a company anticipates a shortage of raw materials, it may use IBP to develop contingency plans such as seeking alternate supply sources, redesigning products, or adjusting manufacturing schedules.
On the flip side, integrated business planning also plays an essential role in identifying opportunities. This comprehensive approach can uncover potential synergies, efficiencies, and strategic initiatives that would otherwise go unnoticed. Leveraging integrated data, businesses can identify market trends early, allowing them to deploy new solutions or services ahead of their competitors.
Consider an organization that notices an increase in the use of sustainable materials via integrated data analysis. With IBP, the company can assess the possible financial and operational implications of shifting to eco-friendly materials, then devise strategies to capitalize on this trend.
Furthermore, the holistic view provided by integrated business planning assists businesses with identifying both threats and opportunities. By providing viably comprehensive, cross-functional views of the business landscape, IBP allows companies to anticipate changes, react effectively, and seize the opportunities these changes bring.
In conclusion, integrated business planning’s role in risk management is immense. It promotes resilience by enabling organizations to anticipate potential risks and build strategies to navigate them. It also encourages innovation by highlighting emerging opportunities, leading to improved competitiveness and sustainability.
Applying integrated business planning (ibp) to service-based businesses.
The successful application of Integrated Business Planning (IBP) in service-based businesses can prove to be unique due to the nature of service delivery and customer expectations. Unlike in a product-oriented business where the primary goal is to manage the supply chain, service-based businesses encounter market variability and require a flexible planning process.
IBP helps these businesses by providing a platform to align their operational plans with strategic goals. For instance, the nature of the service can dictate the planning horizon and the frequency of revising plans. A healthcare provider may need a more immediate planning horizon compared to a consultancy firm due to the unpredictable nature of medical emergencies. Hence, IBP can be tailored to accommodate these different planning horizons.
Product-oriented businesses, on the other hand, often have tangible inventory and a visibly structured supply chain. Here, IBP comes in handy to integrate various components like sales, operations, and finance to ensure the business stays on track to achieve its strategic goals.
By synchronizing all critical business units, the company can ensure demand forecast accuracy, reduce stockouts and overstocks, and optimize cash flow. For instance, in a manufacturing business, the use of IBP can be pivotal in decisions ranging from raw material procurement to production planning to order fulfillment.
A hybrid business model, a mix of service and product-oriented business, calls for even more flexible application of IBP. Hybrid businesses need to balance the complexities of both models, and this can be achieved by integrating decisions about service delivery and product supply.
The outcome is a more harmonized strategic plan that accommodatively factors in both the intangible and tangible aspects of the business. For instance, a software company that offers both software products (product-oriented) and software services (service-oriented) may use IBP to synchronize the timeline for product development and service delivery.
In conclusion, while the fundamental elements of IBP remain the same, its implementation can and should be tailored to the unique needs of specific business models. The flexibility of IBP lies in its ability to adapt and accommodate the diverse patterns of businesses, ensuring alignment of strategic goals with operational plans. This is what makes IBP not just an effective planning tool, but an innovative business methodology.
In the application of integrated business planning, it’s important to consider its impact on a corporation’s social responsibility (CSR) practices. Integrated business planning has direct implications, as it can form a strategic platform for organizations to proactively manage their social and environmental responsibilities, in addition to driving financial performance.
When considering a business’s social and environmental responsibilities, it’s clear that these elements can significantly influence planning processes. This is because businesses, especially those operating in sensitive sectors such as mining or manufacturing, must account for the potential social and environmental impacts of their operations.
Understanding this, the planning process under an integrated business planning model needs to not only focus on traditional economic factors, but integrate CSR into the heart of their business strategies in a structured and systematic way. This might involve predicting potential social and environmental risks and planning appropriate mitigation strategies, or identifying socio-environmental initiatives and integrating them into the business’s operating model.
Moreover, integrated business planning can allow businesses to better utilize their assets in the service of both financial objectives and CSR. For instance, a manufacturing facility might plan to use more energy-efficient technologies, demonstrating commitment to environmental sustainability, while also potentially reducing operational cost.
Furthermore, a solid integrated business planning can enhance a company’s efforts in Environmental, Social, and Governance (ESG) compliance. It allows the business to consistently align its operational activities and financial planning with its CSR policies and governance standards. This, in return, may improve the public image, customer trust, and overall market reputation of the company.
Ultimately, a key aim of integrating CSR into the business planning process is to ensure that an organization’s business goals are well-aligned with societal values and environmental sustainability. Doing so not only helps businesses to fulfill their moral and civic duties, but is also increasingly recognized as a powerful driver of long-term financial performance.
In order to successfully implement integrated business planning (IBP), businesses need to make use of a variety of software tools. These tools not only make the complex process more manageable, but they also increase accuracy, improve collaborative efforts and provide meaningful insights for better decision-making.
One popular tool is SAP Integrated Business Planning (SAP IBP) . This tool is lauded for its real-time supply chain management features. SAP IBP offers features for demand planning, supply and inventory planning, sales and operations planning, and response and supply control.
Another widely adopted software is Anaplan . Anaplan’s platform helps businesses model and visualize their data, and is known for its capability to handle extremely large data sets, making it ideal for large organizations.
Oracle Demand Management Cloud is also worth mentioning. It provides predictive analytics to understand and manage demand, and it integrates well with other Oracle applications, making it an attractive choice for businesses already using the Oracle ecosystem.
Kinaxis RapidResponse stands out for its scenario planning features, allowing businesses to simulate and compare various situations and their outcomes.
Technology plays a pivotal role in IBP, simplifying and enhancing the process. With the vast amount of data businesses deal with today, manually managing such processes would be time-consuming and prone to human errors. Software tools automate most of these tasks, ensuring accuracy and efficiency.
Moreover, these tools often provide data visualization features, converting complex data into easy-to-understand charts and graphs. This not only makes data more accessible to all stakeholders, but also aids in quicker decision-making.
One significant advantage of using these tools is the ability to collaborate in real-time. Multiple users can work together on the same data sets, breaking down silos within the organization. With everyone on the same page, the alignment between different business functions improves, boosts the overall business performance.
Lastly, with features like predictive analytics and scenario planning, businesses can better anticipate future scenarios and prepare accordingly, reducing the risk associated with unforeseen changes in the market or supply chain.
Thus, with the help of software tools, integrated business planning becomes a more streamlined, accurate, and collaborative process.
Essential considerations for successful implementation.
To ensure a successful transition to using integrated business planning, several key aspects must be considered.
A central aspect of this change-over is the training of employees. Your employees need to understand the principles of integrated business planning and how they can apply these principles in their day-to-day activities. This training could be delivered through workshops, seminars, or e-courses, depending on what’s most effective for your employees.
Ongoing mentorship and support are also beneficial, helping employees adjust to the new system over time. By providing continuous learning opportunities, you keep your employees engaged and motivated, thus enhancing the adoption of integrated business planning.
The transition to integrated business planning is not only about changing mindset, but also about updating your technology stack, as this approach often relies on advanced software solutions. The exact technology needed may vary depending on the scale of your business and the nature of your operations, but a comprehensive business planning software suite is usually a baseline requirement.
Additionally, you would need to evaluate your current IT infrastructure to check if it can support the new systems. It might be necessary to upgrade certain components to ensure seamless operation. Remember, your new software should be user-friendly to promote ease of use among your employees.
Implementing integrated business planning can bring about a significant shift in your company culture. As an approach that emphasizes collaboration and transparency, it requires a shift away from organizational silos. Employees at all levels need to get used to sharing information and making collective decisions.
Promoting this cultural shift can be challenging. Clear, effective communication will be crucial. Explain the advantages of the new system, engage employees in the planning process, and make sure everyone understands their responsibilities. Celebrating small victories can also help to promote positive feelings towards the change.
By paying attention to these critical aspects – employee training, technology, and culture change – you can lay the foundation for a smooth transition to integrated business planning.
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Document navigation for "2022 deputy minister's transition book: public services and procurement canada".
Message from the deputy minister and associate deputy minister, about the integrated business plan, where we are going, the department, core responsibilities, corporate enablers, annex a: minister of public services and procurement mandate commitments, annex b: beyond 2020/public service renewal, annex c: gender-based analysis plus at public services and procurement canada, annex d: core responsibilities 1 to 4: results, priorities and deliverables, annex e: service at public services and procurement canada, annex f: corporate enablers—results, priorities and deliverables.
We are pleased to provide Public Services and Procurement Canada’s (PSPC) Integrated Business Plan (IBP), April 1, 2021 to March 31, 2024. The IBP outlines the priorities the department is working to achieve over the next 3-year period as we continue embedding integrated business planning across the department to align our efforts and resources to meet departmental priorities.
This is PSPC ’s second annual IBP . It has been shaped by the environmental context in which we operate and, in particular, reflects the impacts the novel Coronavirus (COVID-19) pandemic has had on the department.
PSPC has played an important role in supporting and protecting citizens and federal government employees. As the purchaser of goods and services on behalf of the federal government, PSPC has actively pursued the procurement of vaccines as well as personal protective equipment and related equipment and goods for more than a year. The Receiver General function has played a key role in assuring that Canadians receive government payments quickly and efficiently. The Translation Bureau has provided increased volumes of translations and interpreters have supported the new virtual parliamentary context. These are but a few examples of the impact that COVID-19 has had on our work, and the impact PSPC has had in supporting Canada’s response.
The department had to refocus resources on emerging issues in response to the outbreak. We must continue to be prepared to respond quickly to issues as they arise given the continued uncertainty of our operational context during the ongoing pandemic. The nature of our work also allows us to make key contributions toward economic recovery.
At the same time, we continue to make strides in meeting key Government of Canada priorities such as diversity and inclusion, accessibility, and Indigenous reconciliation and engagement. Work continues to advance on these commitments and other broad initiatives such as greening and service excellence, which cut across our diverse business lines with all branches and regions playing a part.
The priorities established in the IBP will guide our work activities over the next 3 years. These priorities help us, as One PSPC , deliver on our results for our clients and Canadians as we progress through these uncertain times. As we carry out activities in support of these priorities, there is a need to constantly assess where we can be more efficient in focusing our work.
Additionally, we are working toward a better future for PSPC employees. With over 17,000 employees across Canada, we consider all of our team members to be our greatest assets. We are supporting employees in adapting to our new reality through regular consultations on what they need to do their work, how we can improve based on our recent experiences, and how they would like to work in the future. Their feedback informs our plans and way forward. We have also ramped up support services and implemented flexible work arrangements and workspaces, making sure that we are supporting their health, safety and well-being every step of the way.
The Integrated Business Plan (IBP), April 1, 2021 to March 31, 2024, is Public Services and Procurement Canada’s (PSPC) second annual integrated business plan. The plan has been streamlined to focus on results and priorities, and provides a more concise summary of the mandate of each core responsibility and corporate enabler. The IBP will continue to evolve as the integrated business planning process matures over time.
Integrated business planning plays a fundamental role in creating a culture of One PSPC by promoting collaborative information sharing and collective decision making to support better resource management. The Integrated Business Plan is intended to strengthen transparency and alignment across PSPC by establishing a set of priorities to anchor departmental activities, defined as deliverables in the IBP , over the next 3 fiscal years for each core responsibility and corporate enabler.
Core responsibilities , the enduring functions and roles performed by the department, are described in PSPC ’s departmental plan and departmental results report. PSPC core responsibilities 1 to 4 Footnote 1 are:
Corporate enablers are groups of related activities and resources (internal services) that support operational programs to deliver on their priorities and/or required to meet corporate obligations in accordance with their functional authorities. PSPC corporate enablers are:
Communications.
Information management/information technology.
Through the implementation of regular reporting, it is possible to track and evaluate progress against deliverables in the plan. This provides an overall measure for how the department is progressing towards meeting its priorities and provides a basis upon which to assess which deliverables, and their associated priorities, are at risk.
Risk is an integral part of the conversation when establishing and implementing departmental priorities. Risks can be unique to a specific program or activity, but most are interconnected across PSPC ’s business and service delivery lines. Delivering high-quality, economical, and timely services depends on the department’s capacity to identify, manage, and monitor opportunities, challenges, interdependencies, and impacts on internal and external stakeholders.
PSPC is continuing to mature its risk management culture. The Integrated Risk Management Framework (available to Public Services and Procurement Canada employees only) is intended to help employees across PSPC better understand and navigate the challenges and opportunities that may exist in the context of their work and how risk information can contribute to planning and priority setting. Following the principles and practices of the Integrated Risk Management Framework, information on risks and their management is collected through the Evergreen Departmental Risk Profile and branch and region risk registers. This information is used to inform the IBP and forms part of the approach to report against the plan’s progress.
Public services and procurement canada operating context, corporate priorities: shaping public services and procurement canada’s future, social responsibility, indigenous reconciliation and engagement, service excellence.
Public Services and Procurement Canada’s (PSPC) work and its identified priorities are influenced by the external environment, including COVID-19, and other emerging national trends.
Since March 2020, the COVID-19 public health crisis has impacted all facets of society, and the effects of the pandemic continue to be felt by the department as it responds to the needs of federal government employees and Canadian citizens.
In addition, a minority government brings with it heightened scrutiny of government operations and increased requirements to produce information regarding operations, decisions, and expenditures. In the pandemic context, supporting the operations of Parliament has meant shifting to virtual and remote work arrangements.
Social, economic, political, environmental, and technological trends also impact the department’s priorities, activities, and ways of working. Examples of these trends include:
To adapt to the changing environment, PSPC is working to equip the department with the right skills, knowledge, and capabilities needed to meet evolving expectations.
The department also contributes to Government of Canada priorities as outlined in the minister’s mandate letter. On January 15, 2021, the Prime Minister issued a supplementary mandate letter to the Minister of Public Services and Procurement, listing 9 responsibilities in addition to those specified in the mandate letter of December 13, 2019. These commitments outline further responsibilities and prioritize key areas of focus to address COVID-19 and ensure Canada’s strong economic recovery.
As directed in the minister’s supplementary mandate letter, PSPC will procure leading vaccine candidates and critical supplies for the country, support the distribution of vaccines and tests in the provinces and territories, and reinforce international efforts to ensure people around the world have access to health interventions against COVID-19.
The department will also continue to:
The commitments from the Minister of Public Services and Procurement Mandate Letter and Supplementary Mandate Letter are summarized in Annex A: Minister of Public Services and Procurement mandate commitments .
Western Region is working with provinces and energy suppliers to develop a strategy to power federal buildings with 100% clean electricity, where available, by 2022. Western Region is well-positioned to contribute towards this mandate letter commitment and is actively procuring clean electricity in Alberta, with its deregulated energy market, directly through a power purchase agreement and renewable energy credits on behalf of federal entities that are consuming electricity outside of Alberta. The region is also negotiating with SaskPower for an arrangement to supply federal assets with renewable energy in Saskatchewan.
PSPC is proud to foster a diverse and inclusive workplace, where opportunities are provided for all employees to succeed. PSPC is taking action along 3 themes:
PSPC has made it a priority to take action to combat racism and discrimination, bolster equity and foster inclusion. PSPC ’s approach to diversity and inclusion includes acting with resolution to remove known barriers to inclusion and initiating and maintaining a dialogue with diverse groups to refine departmental actions based on their lived experiences on issues related to all forms of discrimination within the department.
In October 2020, an Employment Systems Review was conducted. The results will provide a clear way forward on how to conform to existing legislation and address barriers to inclusion within the department’s policies, programs and initiatives.
In December 2020, a task force on anti-racism, diversity and inclusion was established to carry out employee engagement and outreach. The task force is working closely with PSPC ’s Accessibility Office and the Reconciliation and Indigenous Engagement Unit to ensure its alignment with both the departmental Accessibility Plan and the Reconciliation Framework and Strategy.
To complement the Task Force, an advisory council was created and is comprised of equity group members and key stakeholders. This advisory council will strengthen the cultural competence and policy expertise at PSPC . PSPC is also allocating funds to each of its diversity employee networks for full time resources to enable them to mobilize, organize and represent their communities’ interests to senior management through the advisory council.
The Human Resources Management Corporate Enabler is responsible for delivering strategic people management programs and services that support a diverse workforce and an inclusive and respectful work environment at PSPC . PSPC is developing performance measures and assessing where improvements can be made over the next four years to meet employment equity goals. PSPC is also developing strategy to partner with civil society groups, employment organizations and communities across the country to facilitate the recruitment and retention of qualified diverse talent.
Actions being taken within the department that support diversity and inclusion are listed as deliverables in Annexes D, E, and F. Some examples of activities being carried out over the fiscal year include:
The Office of the Ombud for Mental Health is an independent, neutral and confidential resource at PSPC . The office can serve as a central point of contact for PSPC 's programs and services as well as external resources on mental health. It also addresses concerns and makes departmental recommendations for improvement in its annual report to the deputy minister and rolls out various initiatives that put people first.
The Quebec Region is in the process of obtaining the 3 levels of healthy enterprise recognition and the healthy enterprise certification (CAN/BNQ 9700-800/2020). A regional wellness coordinator (a new, full-time human resources position) was appointed and a Regional Wellness Committee was formed with members representing the region’s different activity areas. The committee is implementing 3 strategies from its annual action plan developed in 2020:
By aligning itself with recognized best practices, the Quebec Region is confident that there will be many positive effects on the overall health, work environment, management practices and work-life balance of its employees in the years to come.
PSPC is building an inclusive and sustainable future in part by leveraging its role of common service provider for the Government of Canada. By advancing work in key areas, the department strives to create a positive impact on Canada. For example, PSPC works to increase the participation of small and medium-sized enterprises, as well as Black-, women-, and Indigenous-owned or operated businesses in federal procurement.
PSPC is also working to create a barrier-free, truly inclusive Canada in its built environment, such as office infrastructure, and in its procurement processes. PSPC has launched a plan to increase the awareness, understanding, and application of accessibility criteria in federal procurements, among both buyers and suppliers, and has established an Accessible Procurement Resource Centre to advance this plan and serve as a centre of expertise for accessibility in federal procurement.
To assess how diverse groups of women, men and non-binary people may experience departmental policies, programs and services, PSPC applies gender-based analysis plus (GBA+) throughout the lifecycle of its initiatives, from design to evaluation, to assess how diverse groups of women, men, and gender diverse people may experience departmental policies, programs and services. GBA+ is an analytical tool that informs decision making and helps develop better policies, better programs, and better services. GBA+ applies to all PSPC lines of business.
PSPC is leading by example through operations that are low-carbon, resilient and green. The department is committed to sustainable consumption and production, which requires a reduction in resource use, degradation, and pollution along the whole life cycle and supply chain of the materials and products consumed. Examples of green initiatives include the Energy Services Acquisition Program and the conversion of government fleets to zero-emission vehicles. More recently, Ontario Region developed the Ontario Region Low Carbon Roadmap, which serves as a planning tool for incorporating greenhouse gas emissions into portfolio management.
Actions being taken within the department that support social responsibility are listed as deliverables in Annexes D, E, and F. Some examples of activities being carried out over the next fiscal year include:
PSPC strives to meaningfully advance reconciliation and a renewed relationship with Indigenous peoples. The Reconciliation and Indigenous Engagement Unit (RIEU), housed within the Management and Oversight Corporate Enabler, is responsible for coordinating the department’s efforts in reconciliation with Indigenous peoples and is developing an Indigenous Engagement and Action Plan. To support these efforts, a new Director General Steering Committee on Reconciliation and Indigenous Engagement was recently established to support the development of a departmental reconciliation plan to advance reconciliation and renewed relationships with Indigenous peoples.
The department also supports reconciliation through the increased and sustained socio-economic participation of Indigenous peoples in PSPC ’s projects and initiatives. This includes the development of contribution and partnering agreements with Indigenous communities, organizations and institutions.
Actions being taken within the department that support Indigenous reconciliation and engagement are listed as deliverables in Annexes D, E, and F. Examples of activities being carried out over the next fiscal year include:
As a common service provider, client service excellence remains at the forefront of how PSPC delivers services with a client service competency that has been integrated in:
PSPC is continuously working to leverage service design, data management, innovation, and exploration to push the modernization of public sector service delivery.
PSPC will be focusing on transforming its service delivery models in line with the Policy on Service andDigital . This will foster an integrated approach, bringing together key elements of service culture, single-point of access, service and innovation, and real-time performance.
PSPC will build upon its current “Pulse Check,” which measures client satisfaction across the department. The results will be used to improve service delivery in areas such as:
While PSPC provides services to its external clients, internal services are provided to PSPC by its corporate enablers. PSPC corporate enablers are modernizing, enhancing, or adapting their functions and services in areas such as communications, pay, IM/IT , and finance, among others, to improve service delivery to branches. The Corporate Enabler chapter briefly describes these services and Annex F provides each of the corporate enablers’ deliverables.
Ontario Region plays a national role in managing a 24-hour, 7-day per week National Service Call Centre (NSCC) for all PSPC real property clients across the country. The NSCC offers a single point of contact to federal departments and manages calls for 2,200 Crown-owned buildings, 2,800 leased properties, and 1,200 assets managed on behalf of others. The NSCC receives and dispatches tenant requests nation-wide on building maintenance concerns and distributes information for building managers and service providers. With the pandemic, the NSCC remained dynamic, evolving its services to address the changing landscape.
Employee distribution, pacific region, western region, ontario region, quebec region, atlantic region, spotlight on indigenous reconciliation and engagement in the regions.
Total budgetary operating expenditures from 2021 to 2022 Main Estimates is:
Total budgetary capital expenditures from the 2021 to 2022 Main Estimates is:
As of March 1, 2021: 17,291 current employees.
Public Services and Procurement Canada (PSPC) is one of the largest federal employers.
As of April 2020:
Public Services and Procurement Canada supports over 140 federal client departments and agencies, and delivers services to Canadians across the country. The department’s nearly 17,300 employees can be found in the National Capital Region and across Canada in 5 geographically-diverse regions that employ nearly 40% of PSPC ’s workforce.
As of March 1, 2021, the number of PSPC employees located in the 6 geographic regions across Canada and in the National Capital Region, is as follows:
Source: MyGCHR. Prepared by Human Resources Strategies, Planning and Performance Analytics.
Pacific Region serves the geographic areas of British Columbia (BC) and Yukon. Its 2 main offices are located in Vancouver, BC and Victoria, BC , serving over 75 federal client departments and agencies. The region’s 3 largest federal client departments or agencies are:
Because of its coastal location, Pacific Region has developed expertise in remediation of:
The region supports Canada’s marine and environmental strategies, including the Ocean Protection Plan, through its work at the:
Pacific Region is also home to over 200 First Nations communities spread across every corner of the region. Consultation, engagement, and advancing reconciliation with First Nations forms an important part of nearly every file the region works on.
Western Region provides services to:
More than half of the PSPC employees located in Western Region report through the regional director general and the majority of these employees are located in the 4 major cities of:
The 3 largest federal client departments Footnote 3 or agencies are:
With approximately 54% of Canada’s land mass and the longest coastline with no deep sea ports, PSPC ’s Western Region is the department’s largest and most geographically-diverse, and is responsible for project and service delivery in remote locations, such as the north. This includes project management and procurement services for the Canadian High Arctic Research Station, the Eureka Recapitalization project, and the remediation of Giant Mine. Western Region’s Real Property Portfolio and client base is also distributed throughout the region with departments having a presence in 7 major centres and numerous small communities. This adds to the complexity of delivering PSPC ’s real property services and in long term portfolio planning.
Ontario Region services the province of the same name, excluding the National Capital Region. The majority of its employees work out of the regional headquarters located in Toronto. The region also has 8 regional offices with Ottawa and Kingston housing the largest number of employees outside regional headquarters. Its 3 largest federal client departments or agencies are Parks Canada, National Defence, and the Public Health Agency of Canada Footnote 4 . The Region’s work on the historic Trent-Severn and Rideau Canal waterways has translated into unique expertise in heritage waterway conservation and implementing innovative approaches in construction management and in selecting consulting services.
Ontario Region spans more than 1 million square kilometres, is the second largest province in the country, and contains 40% of the population of Canada with approximately 11% of its population living in rural areas. Ontario has 133 First Nation communities, and 2.8% of the population is Indigenous. Ontario also has the largest number of remote First Nations communities in Canada. 36.7% of all small and medium enterprises in Canada are found in Ontario. The Greater Toronto Area is responsible for 20% of Canada’s gross domestic product, and the location of 40% of business’ head offices.
Quebec Region serves the province of the same name, with the exception of the National Capital Region where it provides PSPC services solely for Employment and Social Development Canada. Its employees are located mainly in Montreal and Quebec. Quebec Region has service points in Dorval, Longueuil, Rimouski and Sainte-Flavie. The 3 largest federal client departments or agencies are National Defence, Fisheries and Oceans Canada, and Canada Border Services Agency.
The region stands out for its historical heritage and its geography. It has a considerable number of federal heritage buildings and national historic sites. The region therefore has developed expertise in heritage conservation architecture, landscape architecture and conservation engineering. The central presence of the St. Lawrence River and the largest number of airports owned by Transport Canada have enabled it to develop expertise in the fields of maritime and airport civil engineering. The region is also unique in that it is home to the national and international headquarters of the National Film Board and the International Civil Aviation Organization.
Atlantic Region’s employees are located in the regional headquarters in Halifax, Nova Scotia and throughout the region with offices in Sydney, Nova Scotia; Moncton and Saint John, New Brunswick; Charlottetown, Prince Edward Island; and St. John’s and Corner Brook, Newfoundland and Labrador. Including employees from other branches, Atlantic Canada is home to nearly 3,000 PSPC employees Footnote 5 – the greatest number of any region outside of the National Capital Region. With Atlantic Canada’s long and storied maritime tradition and some 30% of the nation’s coastline, the region’s largest federal client department or agency in terms of project delivery is Fisheries and Oceans Canada with the Royal Canadian Mounted Police and Parks Canada generating the region’s next largest business volumes.
The region boasts Canada’s oldest legislature and the birthplace of confederation, and is rich in cultural diversity. It has been inhabited for at least 11,000 years by Indigenous peoples. French and English colonies were established in the 16th century, and Black Loyalists and refugees established the first Black communities in the 1700s, in what would become Canada.
PSPC regions are responsible for advancing Indigenous reconciliation and engagement initiatives across the country. Some specific examples of this work being undertaken through Core responsibility 1: Purchase of goods and services, are highlighted below.
Pacific Region has incorporated Indigenous benefits in major contracts to modernize Indigenous participation in federal procurement. Since 2019, this innovative approach has resulted in construction contracts that included over 60,000 hours of training and labour in subcontracting to two local First Nations. Real Estate Services Pacific is working with the PSPC National Centre of Excellence and other regions to create a new Indigenous Consultation Policy and consultation tools to be used on a national basis, subject to regional variations. The Office of Small and Medium Enterprises (OSME) in Pacific Region is the Indigenous Entrepreneur Centre of Engagement for OSME across Canada, providing support and guidance to all OSME offices in their engagement with Indigenous companies and communities. Pacific Region has also established a Regional Indigenous Engagement Network.
Western Region plays a lead role in fulfilling requirements of the Nunavut directive through Article 23 (requirement for a departmental Inuit Employment Plan) and article 24 (procurement and leasing requirements). A strong focus on training promotes awareness to have deeper consultations with local Indigenous peoples, while also sharing the benefits targeted to local First Nations through Indigenous Benefits Plans. In conjunction with training, the Article 24 implementation team works closely with every contracting authority throughout each procurement stage to explore opportunities to realize benefits in the Nunavut Settlement Area (NSA). The team has established a notification system where both Indigenous Services Canada and the OSME are notified as soon as a NSA requirement is received to facilitate early engagement on Inuit firm capacity and procurement strategy.
In Ontario Region, PSPC and National Defence are developing a sole source standing offer with an Indigenous benefits plan for unexploded explosive ordnance clearance to the Kettle and Stony Point First Nations (KSPFN) and their joint venture partner. This will provide social and economic benefits to the KSPFN members in the form of: training, employment, subcontracting, and procurement of goods and services from KSPFN members. As part of Ontario Region’s Procurement Strategy for Aboriginal Business, a $375,000 contract has been awarded for construction work in the Akwesasne First Nations community. Under the corporate enabler Management and Oversight, Ontario Region has a well-established Indigenous Relations Committee that enhances employee awareness in matters related to Indigenous engagement and reconciliation.
In Quebec Region, the Regional Acquisitions Directorate, a working group on responsible purchasing, is developing expertise and training buyers in the drafting and integration of Indigenous benefit plans into contracts. Quebec Region is working with the construction manager to award contracts to Indigenous subcontractors and to make a significant effort to hire Indigenous workers in the major construction of a new building in Shawinigan. The region is also including an Indigenous participation plan in the construction manager contract for the New Montreal Judicial Complex to award up to 5% of the value of the goods and services construction cost to Indigenous businesses and is adding a requirement for the consultants on two projects to offer an internship to an Indigenous college or university student in architecture or engineering.
Atlantic Region is working to increase benefits to Indigenous peoples through their involvement in major projects and procurement initiatives, such as the contract for the Canadian Coast Guard College Mechanical Project, which PSPC is managing on behalf of the Fisheries and Oceans Canada and the Canadian Coast Guard. That contract has resulted in 885 training hours and approximately 23,000 hours of employment for Indigenous persons, so far. Atlantic Region is also committed to building and maintaining relationships with Indigenous representative organizations through set-aside contracts under the Procurement Strategy for Aboriginal Business, consultation and the inclusion of benefits on construction projects, and through real estate divestitures. Additionally, PSPC Atlantic leads a regional, interdepartmental working group on recruitment of Indigenous peoples in the federal public service.
Public Services and Procurement Canada’s (PSPC) core responsibilities 1 to 4 are:
Core responsibility 2: payments and accounting, core responsibility 3: property and infrastructure, core responsibility 4: government-wide support.
The priorities for each of the core responsibilities are listed in their respective sections below. The following icons identify where corporate enabler support is needed to effectively deliver on the priority:
The Procurement Ombudsman is a neutral and independent organization of the Government of Canada and is not included in this plan.
Public Services and Procurement Canada supports the daily operations of the Government of Canada as its central purchasing agent, contributing to the priorities of job creation, stimulating the economy and providing socio-economic benefits to Canadians.
PSPC provides sound procurement stewardship through leading practices in procurement management, effective risk management, a robust policy framework and effective performance management.
Every day, PSPC employees work on a wide range of procurement activities, including the purchase of office supplies, ships and aircraft, security systems, and everything in between. PSPC provides expert advice, guidance and support in:
PSPC is working closely with its federal partners to achieve a world-class accessible procurement system that provides value for money while advancing the government’s socio-economic objectives, simplifying the procurement system for suppliers and client departments and delivering results for Canadians. To this end, the department is modernizing its processes and embracing innovative and agile approaches in procurement, with service excellence as the ongoing priority.
As Canada’s central purchasing agent, PSPC has been significantly impacted by the COVID-19 pandemic. The Department is prioritizing its support for the government’s response to COVID-19, buying personal protective equipment, medical and testing equipment and services, and vaccines and therapeutics on behalf of client departments and agencies. PSPC is responding to challenges caused by intense global competition and constrained supply chains by implementing a number of measures to mitigate these risks, including ongoing exploration of long-term contracts with well-established suppliers to ensure stable and predictable access to critical supplies, maintaining a diversified roster of suppliers where possible, and continuing to support investments in robust domestic capacity. PSPC is also a contributor to the development of enhanced logistical support for the Public Health Agency of Canada.
Budget 2021 identified funding investments in support of several initiatives being undertaken through Core responsibility 1:
In 2020 to 2021, PSPC launched CanadaBuys , a new suite of online procurement services. CanadaBuys is being used to support the Government’s response to COVID-19, including for select procurements for personal protective equipment. In 2021 to 2022, the phased implementation of the Electronic Procurement Solution will continue, including the launch of a new Government of Canada Tendering Service that will replace BuyandSell.gc.ca/tenders.
With CanadaBuys , PSPC is moving federal procurement online and changing the way government and suppliers interact to buy and sell goods and services. Procurement practices will become more accessible and less administratively burdensome, while also encouraging greater competition and including practices that support PSPC ’s economic policy goals. It will be easier and faster for suppliers, including small and medium-sized companies, to do business with the government.
On August 3, 2020, PSPC launched the Essential Services Contingency Reserve (ESCR). Through the ESCR , essential service organizations can apply for temporary, urgent access to personal protective equipment (PPE) and other critical supplies. The ESCR complements existing PPE support being provided to frontline health care workers by the Public Health Agency of Canada. It helps other essential service organizations bridge critical, short-term gaps in their supplies to avoid any significant disruptions in services to Canadians.
In delivering this core responsibility, PSPC is focused on the following departmental results:
Visit Annex D: Core responsibility 1: Purchase of goods and services planned deliverables
Public Services and Procurement Canada serves Canadians by collecting revenues and issuing payments, administering pay services and pension services for the Government of Canada, issuing financial reports and maintaining the financial accounts of Canada.
PSPC ’s responsibilities for payments directly impact Canadian individuals and businesses on a daily basis, and provide the backbone of financial security to millions of Canadians in receipt of pay, pension, and government social benefits payments. The department also explores options to value unique federal properties such as national parks and military bases to improve predictability of payments in lieu of taxes and consistency of valuation strategies.
The department continues to work closely with Payments Canada and Canadian financial institutions on a multi-year plan to modernize the Canadian payment industry and offer new and innovative payment solutions to Canadians and Canadian businesses. Planning is underway to renew the legacy information technology (IT) systems that support the Receiver General’s treasury function in support of this same objective.
The department will continue to prioritize the stabilization of pay administration across the Government of Canada, working closely with federal partners and the private sector to leverage their expertise.
Budget 2021 identified $47 million over 2 years, starting in 2021 to 2022, to support the workforce dedicated to processing pay transactions, which will help the department achieve its target of eliminating the backlog of Phoenix pay system transactions by December 2022.
MyGCPay is an innovative new web application that provides employees with a centralized and simplified view of their pay and benefits, and helps them identify pay issues earlier and monitor their open cases with more detail.
In June 2014, Enterprise Cape Breton Corporation was dissolved, which transferred a number of real property assets and other responsibilities from the former Crown corporation to PSPC Atlantic Region, including a number of human resource obligations. This included administering benefits for over 1,800 former employees, including, but not limited to, early retirement incentive benefits, life insurance, Workers Compensation Board benefits, medical benefits and a domestic coal/heating program.
Visit Annex D: Core responsibility 2: Payments and accounting planned deliverables.
Public Services and Procurement Canada serves Canadians and the Government of Canada by managing and providing federal employees and Parliamentarians with office space, and overseeing the daily operations of major engineering assets and public infrastructure across the country, such as:
Through 4 asset portfolio long-term plans, PSPC provides property and infrastructure under the following 4 asset categories:
PSPC ’s responsibilities for property and infrastructure give rise to socio-economic benefits, such as:
For example, Budget 2021 identified $14.9 million over 4 years, starting in 2022 to 2023, with $77.9 million in future years, for a Federal Clean Electricity Fund to purchase renewable energy certificates for all federal government buildings.
The department will continue to leverage partnerships, technology, and innovation to deliver better services and to create an environment to support the new way of working for a digitally-enabled, responsible, inclusive, high-performing public service.
As a result of the change in demand for federal office space brought about by COVID-19, the department will need to review its space requirements while continuing to modernize and support the long-term sustainability of the remote workforce.
PSPC ’s Cape Breton Operations (CBO) has a long-term strategy in place to divest of approximately 800 parcels of land and water lots located across 40 communities within the Cape Breton Regional Municipality.
As part of its on-going environmental efforts, CBO manages facilities that treat 6 billion litres of mine water annually, as well as the ongoing remediation and monitoring of sites impacted from centuries of coal mining.
The Atlantic Science Enterprise Centre (ASEC) project at the Gulf Fisheries Centre site in Moncton, New Brunswick is a keystone project in the renewal of federal science infrastructure, created under the Laboratories Canada Initiative of PSPC to foster science facilities that enable world class multi-disciplinary research and science programs. PSPC is supporting Fisheries and Oceans Canada, Environment and Climate Change Canada, National Research Council Canada, the Canadian Food Inspection Agency, and the Canadian Space Agency in the development of ASEC . This project will provide a newly-built science annex and redeveloped and modernized office accommodations. ASEC will focus on providing science-based solutions that conserve and protect Canada’s coastal ecosystems and environments under one roof, making aquatic science more accessible, promote ocean and freshwater literacy, promote community engagement, and help train the next generation of science, technology, engineering, and mathematics researchers.
The Pacific Region supports Fisheries and Oceans Canada on the Big Bar Landslide Remediation Project to help Pacific salmon reach their spawning grounds. Without intervention, vulnerable species of Pacific salmon face local extinction, which would severely impact commercial and recreational fishing activity, the Canadian economy, as well as food security and cultural activities for more than 140 First Nations.
Visit Annex D: Core responsibility 3: Property and infrastructure planned deliverables.
Public Services and Procurement Canada plays a critical role in the daily operations of the Government of Canada as its common service provider and linguistic authority. To achieve service excellence and keep pace in an ever-changing environment, the department strives to find innovative solutions and modernize its processes to meet the current and future needs of clients and Canadians for translation and interpretation, the protection of sensitive information and assets, and provision of administrative services and tools.
The Translation Bureau will continue to prioritize work to provide quality remote interpretation services and adapt to the rapid digital transformation in the language industry, including experimentation with artificial intelligence and other technologies, and is working at maintaining and monitoring its capacity to translate and interpret Indigenous languages, as well as to provide sign languages interpretation.
Budget 2021 identified funding of $18 million over 2 years, starting in 2021 to 2022, to respond to a higher volume of translation and interpretation requests while continuing to support a remote working environment. This will ensure that Parliamentarians and Canadians receive timely translation and interpretation services in both official languages as well as Indigenous languages, sign languages, and other languages spoken across Canada.
In 2020 to 2021, the Translation Bureau launched a new version of the Language Navigator search engine on the Language Portal of Canada.
The Translation Bureau provides Video Remote Interpreting and sign language interpretation for the Prime Minister and the Public Health Agency of Canada press conferences and PSPC Deputy Minister town halls.
The department is progressing on several innovative initiatives, such as experimenting with artificial intelligence solutions, designing data analytic tools to better prevent and detect instances of fraud, collusion and other forms of wrongdoing in PSPC procurement, and launching the Next Generation Travel program to modernize the way public servants travel for business.
With PSPC adapting to and becoming more reliant on technologies, and with the majority of the PSPC workforce working remotely, the department faces an increased risk of physical and digital security challenges, such as cyber attacks.
Visit Annex D: Core responsibility 4: Government-wide support planned deliverables.
Human resources management.
Departmental results were developed within the Integrated Business Plan for each of the corporate enablers. These results reflect the definitions of internal services provided by the Treasury Board of Canada Secretariat.
As departmental integrated business planning matures, it is intended that the Integrated Business Plan will be structured in future years to better support corporate enablers so they can more effectively respond to the needs of the core responsibilities.
The priorities for each of the corporate enablers are listed in their respective sections below. The following icons identify where corporate enabler support is needed to effectively deliver on the priority:
Justice Canada provides legal services to Public Services and Procurement Canada to help achieve its objectives within the law by providing advice on procurement activities, contract disputes, federal real property transactions, human resources, conflict of interest issues, and access to information issues.
As a common service provider, Public Services and Procurement Canada (PSPC) plays a strategic role in the daily operations of the federal government. Every day, PSPC delivers a broad range of common, shared, and central services to other government departments and agencies, each with their own specific needs and operational priorities.
PSPC continues to reassess and strengthen digital service delivery models by harnessing service transformation momentum across the department, breaking down silos and inspiring new service transformations that are digitally enabled.
PSPC is developing the One PSPC Service Framework, which serves as a cohesive departmental approach to providing quality services that are accessible, standardized, digitally integrated, transparent, and designed with client centricity in mind, while relying on data-driven decision making to ensure quality of service delivery.
A revamped departmental service catalogue will bundle services for clients. In addition, an “integrated digital environment” will leverage a new enterprise platform to improve capabilities.
Result: PSPC clients and partners can rely on a consistent and positive service experience.
The department will achieve this result by delivering on the following 3-year priorities:
Visit Annex E: Service at Public Services and Procurement Canada for all service deliverables.
Management and oversight services are delivered by the Departmental Oversight Branch, the Policy, Planning and Communications Branch, and the Office of the Chief Audit, Evaluation and Risk Executive. These branches serve the department by providing activities such as strategic direction and governance, security, program planning and design, values and ethics, and conducting audits and evaluations.
This integrated approach creates a more comprehensive, robust regime for providing oversight on departmental activities, programs and processes in support of the department’s priorities.
PSPC is ensuring effective detection tools and protection to deter potential cyber threats. It is also raising awareness to ensure employees know their roles and responsibilities for safeguarding information and are attuned to the security risks associated with remote work.
PSPC supports 2 portfolio partners, Canada Post and the National Capital Commission, on 2 Minister of Public Services and Procurement mandate letter commitments: implementing a new vision for Canada Post and working with the National Capital Commission in its core functions of federal lands planning, stewardship of public places of national significance, and creative partnerships for development and conservation.
Result: Implement strategies to advance on departmental priorities through enhanced services, processes and structures, and undertake activities to analyze and mitigate exposure to risk.
Visit Annex F: Management and oversight planned deliverables.
Communications services are delivered by the Policy, Planning and Communications Branch (PPCB). Through storytelling , PPCB plays a leadership role in communicating Public Services and Procurement Canada’s role as the government’s central purchasing agent, real property manager, treasurer, accountant, linguistic authority, and pay and pension administrator
PPCB provides external and internal communications strategic advice, support and services to the department’s business lines and senior executive offices. It serves as the focal point for the flow of strategic and operational communications to advance departmental and governmental priorities. On behalf of the department, PPCB supports the transparency of information and data, making it more readily available to Canadians, government entities, and businesses.
Over the next 3 years, PPCB will make efforts to strategically modernize the communications function within PSPC .
Result: Ensure that Government of Canada communications are effectively managed, well-coordinated, and responsive to the diverse information needs of the PSPC employees, clients and partners, and of the public.
Visit Annex F: Communications for all communications planned deliverables.
Public Services and Procurement Canada strives to give all employees opportunities to achieve organizational, professional and personal goals in a respectful, healthy, diverse and inclusive workplace, supported by leadership at all levels. In partnership with its regional counterparts, the Human Resources Branch (HRB) delivers core people management services and provides a wide range of support activities that serve departmental and employee needs.
Through the priorities outlined in PSPC ’s Strategic People Management Plan for One PSPC , the department will pursue major people management initiatives over the next 3 years to continue to support current and future workforce and workplace needs, including strengthening diversity and inclusion and advancing evolution of work and the human resources (HR) service improvement agenda.
Result: Foster a workplace that enshrines psychological health, safety, well-being, linguistic duality, inclusion and accessibility.
Result: Develop and manage talent, including leadership.
Result: Recruit a talented, agile and diverse workforce.
The department will achieve this result by delivering on the following 3-year priority:
Result: Evolve human resources (HR) client-oriented core services.
Result: Aspiration: By 2023, employee satisfaction levels will reach 75%.
Visit Annex F: Human resources management for all human resources management planned deliverables.
The Finance Branch (FB) is a value-added business partner providing key financial services. FB delivers financial management and strategic support, and oversight of all investment decisions, for the department.
FB manages Public Services and Procurement Canada’s accounting operations, implements financial policies, and provides financial policy advice, external reporting services, and oversees a robust system of internal controls to keep track of PSPC ’s revenues and expenditures. The branch also ensures that the organization has a reliable departmental financial system that leverages modern technology to produce quality data and reports for better decision making and oversight.
In collaboration with Real Property Services and Digital Services Branch, FB leads the transformation of the enterprise resource planning system to the next generation systems, applications and products (SAP) S/4HANA platform by leveraging and contributing to the Government of Canada Digital Core for Canada solution. The transformation provides an opportunity to standardize, streamline and automate existing processes to offer improved integrated business solutions and enhanced user experience while maintaining current business capabilities.
Result: Ensure the prudent use of public resources, including planning, budgeting, accounting, reporting, control and oversight, analysis, decision support and advice, and financial systems.
Visit Annex F: Financial management for all financial management planned deliverables.
Departmental information management and information technology (IM/IT) services support the Public Services and Procurement Canada service transformation initiative and the digital government vision . Partnering with internal branches, the Digital Services Branch leads IM/IT corporate enablement.
As outlined in PSPC ’s 2019 to 2022 Information Management/Information Technology Plan, the department is pursuing improvements to IT infrastructure that yield tangible efficiencies for PSPC programs. The benefits to clients include the realization of efficiencies, increased support for program integrity, and outcomes that truly enable PSPC ’s service provisioning in a digitally-enabled environment.
COVID-19 has accelerated PSPC ’s digital agenda. PSPC had to adjust its priorities and drive the use of new digital technologies to support recovery, enable a remote workforce, and build resilience without compromising data protection, privacy or security.
Working in close collaboration with Shared Services Canada, PSPC expanded Virtual Private Network access points – from 10,000 to more than 16,000 – to enable the PSPC workforce to work remotely and continuously. PSPC also increased the network bandwidth, upgraded the email system infrastructure and deployed Microsoft Teams to facilitate employee collaboration with video conferencing, and to help ease the transition to remote work and the new COVID-19 reality.
For more information on the department’s IM/IT Plan, contact the departmental IM/IT planning team in the Digital Services Branch at: tpsgc.plandesinvestissementsgiti-imitinvestmentplan.pwgsc@tpsgc-pwgsc.gc.ca
Result: Ensure that information management and the use of information technology is efficient and effective and supports government priorities, and program delivery, to increase productivity, foster informed decision making and enhance services to the public.
The department will achieve this 3-year priority by delivering on:
Visit Annex F: Information management/information technology for all information management/information technology planned deliverables.
Covid-19 procurement.
For more information, visit the Minister of Public Services and Procurement supplementary mandate letter—Archived .
Blueprint 2020 is a government-wide initiative that was launched in 2013 to build a world-class public service equipped to serve Canada and Canadians now and into the future. It is a renewal exercise in a continuum of other initiatives; the major difference being the grassroots approach. The initiative has led to a growing spirit of innovation and collaboration across the public service.
In 2019, public servants from across the country were engaged in consultations to help refine the ongoing public service renewal journey. This culminated in Beyond 2020, a refreshed framework with a focus on mindsets and behaviours.
Over the past year, the public service has demonstrated a high level of agility in adapting to the new environmental context (for example, COVID-19, diversity and inclusion, and anti-Black racism). At a time increasingly characterized by data, digital, new workplace designs, flatter work cultures, and multiple generations working together, it is critical to examine and adopt the mindsets and behaviours that will meet the changing expectations of Canadians. The desired outcome is a public service that is more agile, inclusive, and better equipped.
Public Services and Procurement Canada (PSPC) contributes to a culture that is agile in delivering results, inclusive in developing ideas and decision making, and equipped for excellence.
The Integrated Business Plan will serve as a tool to monitor and track progress made towards achieving Beyond 2020 objectives, which includes efforts to empower the workforce, create an enhanced culture of diversity and inclusion, and optimize the work environment to equip employees for success. Through a continued focus on Beyond 2020 and public service renewal, the department will look to identify the collective mindsets, behaviours and culture needed to thrive in the future.
Over the past year, the environmental context has changed significantly, calling for a shift in focus. PSPC will need a refreshed Beyond 2020 strategy that addresses current realities and future directions. To do so, the department created a committee of executive level representatives from each branch and region to conduct a taking stock exercise, identify gaps and a way forward.
Gender-based analysis plus (GBA+) is an analytical process by which a policy, program, initiative or service can be examined for its differentiated impacts on various groups of women, men and gender-diverse people. GBA+ captures the realities of people affected by a particular issue at a specific time, based on identity factors that can often be intersecting (for example, race, gender and socio-economic status). GBA+ allows Government of Canada analysts, researchers, evaluators and decision makers to continually improve their work and attain better and more equitable results for Canadians by being more responsive to their specific needs and circumstances.
The Government of Canada has resolutely adopted GBA+ as a tool for assessing gender and diversity impacts in the development of inclusive policies, programs and legislation. GBA+ is embedded in Cabinet and Budget proposals and in legislation, and Canada is internationally-recognized for its use of GBA+ as a tool to advance gender equality and diversity. Additional efforts are being deployed to strengthen GBA+ across government, including through greater quality and accountability, increased capacity, more engagement, outreach and awareness, and advancing gender budgeting.
Public Services and Procurement Canada (PSPC) is committed to applying GBA+ throughout the lifecycle of its initiatives, from design to evaluation.
The department has a GBA+ responsibility centre, situated within the Policy, Planning and Communications Branch’s strategic policy unit, to provide oversight, direction and promotion of GBA+ across PSPC , with specific focus on supporting GBA+ governance and management, ensuring monitoring and reporting on GBA+ application and compliance with government direction on GBA+ , increasing awareness of GBA+ , and increasing GBA+ capacity.
PSPC ’s GBA+ community of practice supports the consistent, rigorous and robust implementation of GBA+ across the department's programs and services. The community of practice includes representatives from all of the department's branches and regions, who meet several times annually to share information and leverage best practices from across the department, discuss issues related to the implementation of GBA+ , and foster consistent and robust implementation of GBA+ across programs, policies and service areas of PSPC .
PSPC will explore measures to improve availability of research and data in support of GBA+ , to allow for effective planning and decision making. For example, to align with the Treasury Board Secretariat Policy Direction to Modernize the Government of Canada’s Sex and Gender Information Practices, some branches are conducting a review of their service lines to ensure that the policy direction is implemented, that GBA+ is a key consideration in new or existing policies, programs, and initiatives, and that a third gender option (non-binary gender option) is included in documents, forms/letters and surveys/questionnaires. More branches and regions are also opting to collect gender information by default (instead of sex information) when relevant in data collection efforts.
Data will be collected on suppliers to support efforts to increase the participation of Indigenous peoples and under-represented groups in federal procurement and real property solicitations. In addition, the department will maintain its commitment to providing greater opportunities for supplier diversity. PSPC will bolster its outreach activities to communities that are currently under-represented in federal procurement, and will continue to develop and apply lessons learned from current pilot projects.
PSPC will continue to conduct technical accessibility assessments on its nationwide Crown-owned and lease purchase portfolio. As a result of these assessments, PSPC will identify accessibility improvements to bring base building elements in conformity with the 2018 Accessibility Standard and address new legislative requirements under the Accessible Canada Act .
The Translation Bureau is continuing to work with partners to explore options to provide sign language interpretation in American Sign Language (ASL) and langue des signes québécoise (LSQ) at high-visibility events. In addition, the Translation Bureau will explore additional services to ensure access to information to Canadians who are deaf, deafblind and deafened, and whose primary language of communication is ASL or LSQ . Moreover, the Translation Bureau will continue to encourage inclusive writing in all communications and promote its Gender and Sexual Diversity Glossary, a resource for linguistic recommendations on gender-inclusive writing in both official languages.
PSPC recognizes that lived experience is the cornerstone of the Digital Accessibility Strategy. By taking into account and emphasizing the lived experiences of persons with disabilities, the strategy seeks to remove the concept of “exception,” choosing rather to view disability as an intersection of the identity of a multi-faceted individual.
Finally, the Federal Pay Administration Program provides pay system and services for Government of Canada employees. The program plans on broadening its use of existing GBA+ data, from the pay system and other sources, such as Public Service Employee Survey data, to better understand if and how employees of different gender identities may be disproportionally affected by pay issues.
Departmental result | Priority | Deliverables | Public Services and Procurement Canada (PSPC) lead | support |
---|---|---|---|---|
Federal organizations have the products and services they need, when they need them, at the best value. | Ensure value for money in government procurements. | Develop 's strategic departmental procurement plan. | Procurement Branch (PB) | All branches and regions |
Continue to manage the procurement of goods and services valued at approximately $16.6 annually on behalf of client departments and agencies. | Defence and Marine Procurement Branch (DMPB) | |||
Phased implementation of a vendor performance management regime to strengthen the stewardship and integrity of federal procurement, including the following 2021 to 2022 activities: -wide application | , Digital Services Branch (DSB), Finance Branch (FB) | |||
Update and implement the practitioner’s guide to procurement pricing, including the following 2021 to 2022 activities: | , Policy, Planning and Communications Branch (PPCB) | |||
Refine and expand the implementation of new approaches to procurement, including phased-bid, competitive dialogue, challenge-based, qualification based selection, agile and social procurement. | , Regions | |||
Continue to implement the sustainment initiative principles by providing procurement professionals with ongoing support in the development of sustainment solutions, including engagement, training, best practices and tools. | Not applicable (N/A) | |||
Strengthen relationships with stakeholders and other government organizations. | Redesign of Office of Small and Medium Enterprises (OSME) services, including the following 2021 to 2022 activities: communities | |||
Advance key procurements in support of Strong, Secure, Engaged and the National Shipbuilding Strategy. | In support of the National Shipbuilding Strategy, establish third large build shipyard in Canada with the signing of an umbrella agreement. | |||
In support of the National Shipbuilding Strategy, cut steel on the second joint support ship. | ||||
In support of the National Shipbuilding Strategy, accept into service the third medium icebreaker for the Canadian Coast Guard (CCG). | ||||
In support of the National Shipbuilding Strategy, accept delivery of the second Arctic and offshore patrol ship (AOPS). | ||||
In support of the National Shipbuilding Strategy, cut steel on the sixth Arctic and Offshore Patrol Ship. | ||||
In support of the National Shipbuilding Strategy, implement a human resource (HR) strategy to support the capacity of government and industry to achieve the objectives of the National Shipbuilding Strategy. | ||||
Advance the procurement of advanced fighter jets to replace Canada’s CF-18 fleet by completing the evaluation of proposals and selecting bidder(s) for the next phases of this procurement process, with the aim of awarding a contract by the end of 2022. | ||||
Take delivery of the final 6 Interim Fighter Capability Project (IFCP) F/A-18 aircraft from the Royal Australian Air Force. This will result in 18 aircraft delivered to Canada. | ||||
Continue to progress the Future Aircrew Training Program to replace 2 current pilot training contracts (North Atlantic Treaty Organization flying training in Canada and contracted flying training services), with the release of the formal request for proposals. | ||||
Continue to advance the logistics vehicle modernization project with the release of the formal request for proposals. | ||||
Continued delivery and updating of CH-148 Cyclone maritime helicopters as part of the blocking strategy, including expected delivery of 5 maritime helicopters and updates to 2 existing aircraft to block 2. | ||||
Advance the remotely piloted aircraft system project with the release of a request for proposals to qualified suppliers. | ||||
Continued deliveries of CC295 fixed-wing search and rescue aircraft. | ||||
Release of a request for proposals for the strategic tanker transport capability project, which aims to replace and increase the air refueling tanker capability of the current CC150 Polaris aircraft. | ||||
Continued production of vehicles for the armoured combat support vehicle (ACSV) project, a strong, secure, engaged initiative, for the production and delivery of 360 to replace the Bison light armoured vehicles and the M113 tracked light armoured vehicles. By the end of 2021 to 2022, 80 vehicles will be delivered. | ||||
Advance key procurements and related activities as part of Canada’s response to the COVID-19 pandemic. | Continue to aggressively procure leading vaccine candidates as well as requirements related to vaccine logistics. | |||
Continue to procure critical supplies for Canadians, including personal protective equipment (PPE), testing equipment and medical devices. | ||||
Continue operating the Essential Services Contingency Reserve, as well as securing and providing personal protective equipment, non-medical masks and disinfection products to federal departments and agencies. | ||||
Government purchasing is simpler and easy to access, fair and transparent for suppliers. | Advance implementation of a modernized, cloud-based electronic procurement platform. | Release functionalities for procurement of services. | , | |
Implementation of the fully operational baseline electronic procurement solution (EPS). | , | |||
Implementation of the new government electronic tendering service. | , | |||
Align procurement processes to commercial best practices. | Develop, test and validate a modified contract model, with streamlined clauses and a standardized contract structure, which reflects commercial/industry standards, including the following 2021 to 2022 activities: | |||
Strengthen procurement data and increase transparency. | Support the open data initiative, including the following 2021 to 2022 activities: | |||
Complete development and implementation of a procurement data and analytics strategy in order to strengthen capacity for evidence-based program design and reporting. | ||||
Design and implementation of information management and information technology (IM/IT) infrastructure required for business continuity in Acquisitions Program reporting. | ||||
Government purchasing supports Canada’s economic, environmental, and social policy goals. | Increase participation of Indigenous businesses in federal procurement, as well as the value of procurements awarded to Indigenous businesses. | Work with Treasury Board of Canada Secretariat, Indigenous Services Canada, client departments and Indigenous partners to develop a government-wide approach to award at least 5% of federal contracts to Indigenous businesses. | ||
Continue to work with client departments and agencies to increase the benefits targeted to the local Indigenous communities through Indigenous benefits plans in procurement. | , Regions | |||
Encourage clients on an ongoing basis to have earlier and broader consultations with local Indigenous communities to consider capacity development opportunities through Government of Canada procurement in their traditional territory. | , Regions | |||
Increase participation of small and medium-sized enterprises owned by under-represented groups in federal procurement. | Maintain partner strategy of centrally coordinating outreach opportunities to national small and medium-sized enterprises communities, such as: | |||
In support of the Women Entrepreneurship Strategy, continue tracking progress on initiatives in the women action plan to increase the participation of women-owned businesses in procurement. | ||||
Deliver training to procurement officers on developing inclusive procurement strategies. | ||||
Develop a social procurement policy and program that will allow to create targeted approaches to increase diversity in its procurements, leverage trade agreements that permit socio-economic procurement, and provide the authorities necessary to collect information on socio-economic characteristics of suppliers. | ||||
Develop a proposal for government suppliers to participate in the Canada apprenticeship service, and set targets for greater inclusion of women in trades in federal construction contracts. | Real Property Services (RPS) | |||
Begin work with Treasury Board of Canada Secretariat (TBS) to develop government-wide initiatives to increase the diversity of bidders on government contracts. | ||||
Continue implementation of the Black businesses procurement pilot, and monitor for lessons learned. | ||||
Continue implementation of coaching service to assist diverse small and medium enterprises with understanding the procurement process, and monitor for lessons learned. | ||||
Enable departments to integrate environmental considerations (for example, plastics, greenhouse gas (GHG) emissions) into procurements and to purchase more environmentally preferable goods and services. | Ongoing integration of environmental considerations (including reducing greenhouse gas emissions and waste) into procurement instruments. | |||
Collaborate with Treasury Board of Canada Secretariat and other departments on an ongoing basis to develop guidance for federal buyers to effectively integrate environmental considerations into procurements. | ||||
Provide procurement services and tools that will support the adoption of zero-emission vehicles across government fleets, including the following 2021 to 2022 activities: s to establish a procurement instrument for telematics services, and renew the charging stations standing offer | ||||
Continue to identify, remove and prevent barriers to accessibility in federal procurement. | Pilot accessibility criteria and/or standards in additional commodities. | , , | ||
Continue improving accessibility of ’s procurement processes and documents, including the following 2021 to 2022 activities: | , | |||
Address the risk of forced labour and human trafficking in federal procurement supply chains. | Implementation of commitments under the National Strategy to Combat Human Trafficking, including the following 2021 to 2022 activities: Code of Conduct for Procurement to include expectations on human and labour rights for suppliers |
Departmental result | Priority | Deliverables | lead | support |
---|---|---|---|---|
Canadians, businesses and organizations receive payments on time and revenues are collected for government services in an efficient manner. | Offer modern solutions to improve payments and revenue collection efficiency. | Continue to implement Payments In Lieu of Taxes by advancing valuation strategies for unique federal properties (military bases/wings, prisons, national historic sites). | ||
Implement contracts for electronic data interchange, bill payment services and cash order services. | Receiver General and Pension Branch (RGPB) | |||
Implement cheque image exchange solution with financial institutions. | ||||
Tender and support Treasury Board of Canada Secretariat request for card acceptance (for payments), AMEX acceptance, government acquisition card services and payment card industry advisory services. | ||||
Make digital investments to enable enhanced payment services to client departments and Canadians. | Continuation of pre-planning activities for the Treasury Renewal Programme. | |||
Establish payment reconciliation module (PRM) project as part of Treasury Renewal Programme | ||||
Members of federal pension plans receive timely and accurate pension payments, benefits and support services to which they are entitled. | Improve the user experience and enable more services through innovation with a view to increase program efficiency and effectiveness. | Analyze results of the member satisfaction survey, develop an action plan, and begin implementation of the action plan. | ||
Implement external access solution for both active and retired members of pension plans administered by . | ||||
Implement pension web renewal initiative. | ||||
Ensure sound financial and risk management, internal controls and system practices are maintained. | Complete human resources (HR) plan to ensure capacity to maintain these safeguarding activities in following years. | Human Resources Branch (HRB) | ||
Review the number of data correction cases generated by the Phoenix pay system and the complexity of accounts in order to determine if increased capacity is needed to continue robust activities to safeguard the integrity of the Pension Program. | ||||
Seek resolution of critical outstanding pay (Phoenix) issues impacting pension and re-alignment of pay/pension salary data using a new interface. | Pay Administration Branch (PAB), Pay Solutions Branch (PSB) | |||
In collaboration with government departments, employees receive timely and accurate pay and benefits. | Employees have confidence in the integrity of their pay: | Complete the production release of the salary integrity project (via the innovation garage) and explore subsequent integrity improvement enhancements. | ||
Relaunch the MyGCPay stub. Establish a roadmap for MyGCPay as a key pillar of an enhanced employee experience. | ||||
Eliminate the backlog of pay issues: -to-Pay Program Office) -to-Pay systems through technology enhancements and fixes ( , PAB) | Co-lead interdepartmental working group on optimization of actings to identify, design and test practical solutions. Engage with the 13 Pay Centre departments and agencies with the highest overall intake, sharing analysis of intake and timeliness, and identifying areas of focus. Provide business intelligence and reporting on -to-Pay stabilization, including monthly timeliness reports to departments and agencies to assist with identification of upstream issues that affect pay. | -to-Pay Program Office (HRPPO) | ||
Implement proposed robotics process automation projects to improve case processing productivity. There are 3 proposed robotics process automation projects for 2021 to 2022. | ||||
Complete 95% of phase 2 of the Backlog Reduction Strategy as well as 25% of phase 3 by end of 2021 to 2022. | ||||
Following advice from a third party, implement a new way of working at the Pay Centre which includes improving management practices, introducing new tools, procedures and practices to improve team performances (productivity and quality of work). This will assist with enhancing the experience of our client organizations. | ||||
By spring 2021, establish the scope of the 18 to 24 month Phoenix development roadmap, including potential project(s) identified as critical to stabilization efforts. Outcomes and roadmap will be evergreen, with a specific focus on required initiatives post PeopleSoft 9.2. upgrade. | ||||
Implement the final phase of the PeopleSoft 9.2 upgrade by spring 2021. | - | |||
Canadians have timely access to reliable information on Canada’s finances. | Deliver projects that will improve the efficiency of accounting operations and enable employees to focus on strategic advice. | Implement robotic process automation to automate manual and repetitive processes, allowing employees to focus on higher-value work. | ||
Pursue digital solutions to modernize the overall operations of the central accounting functions. | Implement a new publication tool that will facilitate the preparation of the government-wide financial reports in various formats simultaneously. | |||
Develop a long-term modernization plan for the Receiver General—Central Accounting and Reporting. | ||||
Manage a departmental financial and materiel management system for 7 organizations. |
Departmental result | Priority | Deliverables | lead | support |
---|---|---|---|---|
Federal real property estate and associated services meet the needs of federal government clients, partners, and/or Parliamentarians and ensure best value for Canadians. | Enhance portfolio-based planning, right-sizing (reducing, optimizing and recapitalization of assets) and operating of national real property infrastructure assets, Parliamentary Precinct, and heritage sites across the country. | Progress the schedule of major recapitalization projects for Crown-owned properties to be commenced over the next 5 years (including those currently underway). | ||
599 Tremblay Road development: | ||||
Place du Portage (PDP) III renewal: III complex, and the tender packages for the reconstruction of the Western towers | ||||
Tunney's Pasture redevelopment (National Capital Region 1198): | ||||
Lester B. Pearson major rehabilitation (National Capital Region 0049): | ||||
Les Terrasses de la Chaudière envelope replacement project: Issue a request for proposal and enter into a contract for architectural and engineering (A&E) services and commence preparation of a new design for envelope. (Ongoing, contract award expected in March 2021 and design completed by winter 2022). | ||||
Vancouver Hub—Sinclair Centre redevelopment project: | ||||
Arthur Meighan (AMBR) Toronto, 25-55 St. Clair East. Internal project approval from Real Property Investment Board and Investment Management Board in June 2020. Construction to continue through 2020 to 2021. | ||||
West Memorial Building National Capital Region 1283-West Memorial phase 2 rehabilitation: | ||||
Supreme Court Canada rehabilitation: | ||||
Timiskaming Dam Complex: | ||||
Alexandra Bridge (bridge steel grating boardwalk rehabilitation): Alexandra Bridge Boardwalk rehabilitation project 2020 to 2022 and beyond. | ||||
2021 to 2022 Office Long Term Plan. | ||||
Long Term Vision and Plan (LTVP): Complete an update to the to transform the Parliamentary Precinct into an Integrated Parliamentary Campus. | Science and Parliamentary Infrastructure Branch (SPIB) | , | ||
Centre Block planned deliverables include: Commencing detailed designs and continuing major construction activities such as demolition, abatement and masonry rehabilitation (Centre Block), and excavation work (Parliament Welcome Centre). | ||||
Block 1: Phase 2 (Blackburn rehabilitation)—Initiate pre-planning activities. | , | |||
Block 2: Continue implementing the architectural design competition. | , | |||
East block rehabilitation phase 1 project: Complete the east block rehabilitation phase 1 project (substantial completion). | ||||
East block rehabilitation phase 2 project: Continue implementing pre-planning activities such as developing the functional program and completing targeted technical and feasibility studies to confirm the timing, the scope and the required authorities to implement this project in the future as part of the next phase of the Long Term Vision and Plan for the Parliamentary Precinct. | ||||
Confederation rehabilitation project: Continue implementing pre-planning activities such as developing the functional program and completing targeted technical and feasibility studies to confirm the timing, the scope and the required authorities to implement this project in the future as part of the next phase of the Long Term Vision and Plan for the Parliamentary Precinct. | ||||
Material handling facility project: Continue to plan the construction of a material handling facility on Parliament Hill by pursuing pre-planning activities such as developing the functional program and completing targeted technical and feasibility studies to confirm the timing, the scope and the required authorities to implement this project in the future as part of the next phase of the Long Term Vision and Plan for the Parliamentary Precinct. | ||||
Recapitalization Projects: Continue to deliver various projects to preserve buildings, stop or reduce ongoing deterioration, respond to urgent building repair requirements, address health and safety issues, and reduce the cost and complexity of future work. | ||||
Building Components and Connectivity Program: Continue to implement the connectivity portion of the Building Components and Connectivity Program for the modernization of campus-wide communications and information technologies. | ||||
Asset Program: Continue to implement the Asset Program to support the on-going asset lifecycle maintenance and repair programs of the Parliamentary Precinct. | ||||
Capital Fit-Up Program: Continue to implement the Capital Fit-Up Program to support accommodation needs for the parliamentary partners. | ||||
Energy Services Acquisition Program: Continue to plan and manage the Energy Services Acquisition Program’s (ESAP) and the User Building Conversion Program (UBCP) for the Parliamentary Precinct by working closely with the various project teams to ensure the integration of this element within the projects. | ||||
Operations: Carry out mandatory and life-cycle maintenance, repairs, and processes on Crown-owned buildings in the precinct. | ||||
Strengthen Canada’s science community through the renewal of federal science infrastructure. | Science portfolio: Develop security, scientific equipment, and real property strategies, solutions, costings, and requirements to advance Phase 1 projects and enterprise analysis and support of the federal science community. This includes community development and implementation of experimentation and innovation pilots, resolution on custody and the operating framework, and development of funding solutions in concert with the community and central agencies. | |||
Science portfolio: Establish laboratory standards for federal laboratories. Projects will be launched in the National Capital Region and the regions. Contracts will be awarded and functional programs will continue for Laboratories Canada projects. | ||||
Science portfolio: Continue to support the science portfolio through effective communications, engagements and change management coordination. | ||||
Science portfolio: Advance policy direction for science infrastructure through the following key activities: Phase 2 of Laboratories Canada | ||||
Modernize office building and workplace technology in collaboration with clients and key partners, including Shared Services Canada and the Office of the Chief Human Resource Officer. | Advance modernization of Fit-up Program to deliver on the GCworkplace vision. | , Regions | ||
Develop a plan to accommodate forecasted growth and deliver based on allocated funds within the Continual Improvement Framework (CIF). | Regions | |||
Deliver modern office space to the Government of Canada (GC) Workplace standard: By the end of 2024 to 2025, some 449,700 rentable square metres of modernized fit-up will be achieved based on January 2021 forecasts of currently allocated projects. | Regions | |||
Improve payment timeliness for all federal construction contracts. | Prompt payment for federal construction work regulations are under development, and an adjudicator will be named in 2021 to 2022. | |||
Update the policy suite. | Portfolio and Investment Planning Policy. | |||
Physical Performance and Asset Value Policy. | ||||
Acquisition and Disposal of Federal Real Property. | ||||
Federal infrastructure spending supports Canada’s social, economic, and environmental priorities. | Advance sustainability, climate resiliency, and the green agenda for federal real property and infrastructure assets. | Monitor the implementation of the Carbon Neutral Portfolio Plan. Gradual year over year improvements are forecasted at 2% per year, which will be monitored through the Government of Canada greenhouse gas reporting protocol. | Regions | |
Continue to modernize the National Capital Region District Energy System (DES), including the conversion of all National Capital Region buildings currently connected to the . | ||||
Initiate 50% of the actions outlined in the Real Property Service Sustainable Development Strategy Execution Plan. | ||||
Advance the Waste Audit Program; and, implement and monitor the Zero Waste Pilot Program in fiscal year 2020 to 2021 for collection and recycling of disposable non-medical masks and other protective apparel. | Regions | |||
In third party commercial leases, develop specific criteria and lease clauses requiring landlords to reduce single-use plastics in food services. | ||||
Advance pilot occupant awareness programs in buildings to improve employee awareness and engagement levels to reduce plastic waste in federal operations. | , , Regions | |||
Deliver the Federal Contaminated Sites Action Plan Program through leveraging of internal and private sector resources via integrated national real property acquisitions teams and procurement approaches to deliver the contaminated sites program of work to 2025. | ||||
An update of the Carbon Neutral Portfolio Plan will be performed (5 year cycle). Gradual year over year improvements are forecast at 2% a year, which will be monitored through the Government of Canada greenhouse gas reporting protocol. | ||||
Review and analyze results from occupant awareness pilot projects and initiate the development of a national program. | ||||
Regular application of climate change adaptation consideration in business processes (planning, management, project delivery, operations and client engagement). | ||||
Incorporate climate resilience into building operations. | ||||
Incorporate climate-resilient design into rehabilitation and new construction projects. | ||||
Improve crossings and service levels of National Capital Region transportation while reducing congestion, improving public transit and reducing greenhouse gas emissions: Submit initial project description to Impact Assessment Agency for Alexandra Bridge replacement by spring 2021. | ||||
Improve crossings and service levels of National Capital Region transportation while reducing congestion, improving public transit and reducing greenhouse gas emissions: | ||||
Improve crossings and service levels of National Capital Region transportation while reducing congestion, improving public transit and reducing greenhouse gas emissions: Start union construction spring 2021 to spring 2022 (with Hull Causeway) for Chaudière Crossing repairs. | ||||
Assessments of key assets to operations and maintenance (O&M) sustainability certifications and complete a best practice guide for low energy heritage building retrofits. | ||||
Improve accessibility of federal buildings. | Progress towards full implementation of technical accessibility assessment to enhance the accessibility of the built environment of both Crown-owned and lease purchase assets. | |||
Accessibility in the precinct: Universal Accessibility Action Plan for the Parliamentary Precinct will be completed and implementation will begin. | ||||
Advance socio-economic benefits in support of federal mandates, such as Indigenous reconciliation and affordable housing. | Facilitate meaningful engagement leading to agreements with financial support for local Indigenous representative organizations (IRO)s, such as tribal councils) so they can support local Indigenous communities during engagement and consultation on real property projects. | |||
Develop a framework for Indigenous reconciliation and engagement. | ||||
Co-develop and complete Indigenous engagement and action plan. | ||||
Minister mandate commitment: Support Crown Indigenous Relations and Northern Affairs (CIRNA) and Indigenous partners in the continued development of a long term vision for the Indigenous Peoples’ Space. | ||||
Reconciliation with Indigenous Peoples: Work with Indigenous organizations and other federal partners to increase Indigenous participation in federal real property projects and economic opportunities through Indigenous institutional development, partnering, and capacity building initiatives. | ||||
Minister mandate commitment to have at least 5% of federal contracts awarded to businesses managed and led by Indigenous Peoples: Increase participation of Indigenous businesses and Peoples in federal procurements and contracting by implementing mandatory Indigenous benefits plans as part of the contractual requirements for all of 's major projects. |
Departmental result | Priority | Deliverables | lead | support |
---|---|---|---|---|
Federal organizations have access to high quality linguistic services and tools. | Provide timely and high quality linguistic services and tools so Canadians can enjoy the full benefits of our country’s 2 official languages. | Creating or renewing partnerships with universities, associations and other stakeholders. | Translation Bureau | |
Produce the Translation Bureau’s annual report on official languages’ quality. | Translation Bureau | |||
Onboard the majority of federal government departments and agencies onto the new request management solution, GClingua. | Translation Bureau | |||
Implement the interpretation sector’s Modernization Plan with a focus on procedural, structural and technological efficiencies. | Translation Bureau | |||
Produce Neural Machine Translation (NMT) Quality Assessment Strategy draft. | Translation Bureau | |||
Enable parliamentarians and the public service to avail themselves of translation and interpretation services in Indigenous languages, enhancing visibility and positively impacting the status and future vitality of Indigenous languages in Canada. | Continue monitoring demand for Indigenous language services and adjust capacity as required. | Translation Bureau | ||
Enable employees and Canadians who are deaf, deafblind, deafened and hard of hearing to access government information and participate fully in activities organized in the federal context using linguistic services that meet their communication requirements. | Putting in place the necessary procurement mechanisms for linguistic services. | Translation Bureau | ||
Expand client base for targeted services to other government departments, provinces, territories and municipalities. | Update and implement the client strategy, including new or renewed master agreements and continued implementation of customized services. | Translation Bureau | ||
Offer digitally enabled products and tools, such as modernized applications and e-platforms. | Data strategy is implemented. | Translation Bureau | ||
Technological tools aimed at efficiency and quality have been tested and experimentation has been documented, in collaboration with internal and external partners. | Translation Bureau | |||
The Government does business with ethical suppliers and ensures that sensitive information is handled appropriately. | Enhance integrity of federal procurement and real property transactions. | Assess and review emerging operational and market trends to ensure continued effectiveness of the Integrity Regime. | Departmental Oversight Branch (DOB) | |
Strengthen procedures to enhance due diligence of suppliers to federal government. | ||||
Launch a training and awareness strategy for contracting authorities to promote the prevention, identification and resolution of fairness issues by March 31, 2022. | ||||
Make use of a client-focused delivery approach to safeguarding sensitive and strategic government information and assets. | Implement process improvements in the Contract Security Program (CSP) based on risk-based decision making. | |||
Engage Contract Security Program clients on program performance and compliance improvement initiatives. | ||||
Increase the use of risk-based decision making to improve Controlled Goods Program (CGP)'s processes. | ||||
Identify opportunities to improve the Controlled Goods Program performance relative to service standards and compliance with requirements. | ||||
Expand outreach activities by developing an online social media presence that will promote registration and compliance with the Controlled Goods Program | ||||
Enhance stakeholder engagement with security and intelligence departments and agencies, as well as law enforcement partners. | In 2021 to 2022, the forensic accounting management group will commit 2 full-time equivalents to the Financial Crime Coordination Centre (FC3) within Public Safety (operational phase of previously named Anti-Money Laundering Action, Coordination and Enforcement (ACE) Team) as it begins its operations. These resources will assist FC3 in its efforts in combating money laundering and terrorist financing. In 2022 to 2023, 1 full-time equivalent will be provided. | |||
Establish a team of dedicated forensic accountants in support of the Anti-Money Laundering and Anti-Terrorist Financing (AMLATF) Regime, its partners and law enforcement across the country. | ||||
Engage with Financial Crime Coordination Centre partners, Anti-Money Laundering and Anti-Terrorist Financing (AMLATF) Regime partners, and law enforcement at federal, provincial and municipal levels to proactively offer forensic accounting services including subsidized/cost-reduced services under the initiative. Develop new partnerships and participate in integrated teams where appropriate. | ||||
Enhance fraud prevention and detection measures. | Establish an anti-fraud hub that will be the next evolution of 's Fraud Risk Management Framework, integrating, coordinating and centralizing 's branch specific and general department-wide fraud related activities. | , | ||
Enhance data analytics tools. | will operationalize the function of using data analytics to detect fraud risks identified in 's fraud risk assessments, using the central intelligence procurement database that has been developed for that purpose. | |||
Federal organizations have the support services and tools they need to deliver their programs to Canadians. | Offer digitally enabled products and tools, such as modernized applications and e-platforms. | Next Generation (NextGen) government travel: | ||
Create a -wide system to increase integrity level of application hosting infrastructure for data being served to Canadians and within the . | ||||
Modernize GCSurplus’ digital add on modules (for example, corporate administration shared services [CASS] online) that support and enable the integration of internal and external web based divestment systems. | GCSurplus | |||
By March 2021, Seized Property Management Directorate will begin preliminary planning to replace its primary case management system. | ||||
Select and implement a new production tool at the Canada Gazette to enable digital services. | ||||
Canadian General Standards Board will implement the e-platform Microsoft 365 in the first quarter of 2021 to 2022. | ||||
Introduce new learning modules for client departments to support environmental analysis efforts -wide. | ||||
Expand the client base for targeted services to other government departments and agencies. | Establish GCshare as a provider of common -wide collaboration applications and services. | |||
Evolve and grow GCdocs services to incorporate functionality such as records archiving, latest version implementation, performance enhancements, single sign-on, and cloud-based services. | ||||
Evolve and grow GCinterop services including robust disaster recovery capability, cloud services integration, and application programming interface (API) development. | ||||
Evolve and grow GCcase services including tailored client solutions, expert services, cloud-based services, and secret services. | ||||
Expand client base for targeted services to other government departments, provinces, territories and municipalities. | Implement the document imaging solutions marketing plan activities for the 2021 to 2022 fiscal year. | |||
Improve the user experience and enable more services through innovation with a view to increase program efficiency and effectiveness. | Work with central agencies to support efforts by the Government of Canada to combat disinformation by helping support the ability of departments to remain aware of emerging issues as they unfold in the media. | / / |
Departmental result | Priority | Deliverables | Public Services and Procurement Canada (PSPC) lead | support |
---|---|---|---|---|
Public Services and Procurement Canada (PSPC) clients and partners can rely on a consistent and positive service experience. | Establish and implement a service framework to support employees in all client engagement activities. | The Service Strategy Program (under core responsibility Government-wide support) is renewed to better respond to the requirements of the Treasury Board of Canada Secretariat (TBS) Policy on Service and Digital, to align with Government of Canada (GC) digital transformation efforts, and to position to achieve its service objectives. | Digital Services Branch (DSB) | All branches and regions |
Development and approval of a plan to assess services in terms of convenience, accessibility, reliability, timeliness, accuracy and of security in accordance with Treasury Board of Canada Secretariat guidance and standards. | All branches and regions | |||
Develop a process to implement the Service Framework across , as aligned with ’s service objectives, while raising awareness and understanding of the Service Framework across business lines. | All branches and regions | |||
Enhance service design and planning for programs. | Engage clients (other government departments (OGD)) and service providers (Public Service Commission (PSC)) branches) to improve external and enterprise services. Develop a community of service experts for service improvement. Development and delivery of One client survey focused on service portfolio as a whole. | Policy, Planning and Communications Branch (PPCB) and Audit | ||
Implement a partnership with a provider of a critical service to launch a real-time reporting process. | Departmental Oversight Branch (DOB) | |||
Development of a partnership with service providers and Treasury Board (TB) to support compliance with Treasury Board of Canada Secretariat direction and guidance on service inventory. Assess enterprise and external services; identify areas of improvement: data collection, methodology, processes and online interaction points with clients (authentication, enrollment, online application, decision, issuance, resolution and feedback). Develop baseline on client satisfaction. | ||||
Further leverage the departmental catalogue to raise awareness across and to promote internal services. Explore opportunities to bundle service offerings across the internal service providers. | All branches and regions | |||
Enhance service levels, client satisfaction and increase awareness and marketing of services. | Promote the Client Relations Management (CRM) tool as the client relationship tool at to drive adoption and result in lowered its cost (shared cost model). Simplify the user experience by adopting a client-centric approach. | All branches and regions | ||
Generate statistical information on who uses the digital network to improve their programs and services. | All branches and regions | |||
Collaboration and recommendation to service providers on ways to increase channel availability for services. | ||||
Development of a client integrated inventory for services. Approval of a plan with a complete assessment of in-scope services and available department-wide tools. | ||||
Improve client awareness and perception of the service inventory data. The service inventory data is published online under the open government portal accessible to the public (InfoDatabase) via Treasury Board of Canada Secretariat. | ||||
To improve awareness and educate on the service management function, review and update online information available to employees and increase intranet presence to become more visible as ’s Departmental Service Management Office. | ||||
Corporate enablers work as strategic partners to provide consistent service delivery in support of our business lines and transformation initiatives. | Use the content of the service catalogue to connect the Departmental Service Management Office to Branch Service Management Offices across and all business lines to enable us to establish clear service levels for corporate services. | All branches and regions | ||
Examine current departmental acquisition service catalogue and standards and adjust them based on real-time data over the last year. | Finance Branch (FB) | All branches and regions | ||
Develop a service catalogue outlining clear service levels for corporate services. | All branches and regions |
Departmental result | Priority | Deliverables | Public Services and Procurement Canada (PSPC) lead | support |
---|---|---|---|---|
Implement strategies to advance on departmental priorities through enhanced services, processes and structures, and undertake activities to analyze and mitigate exposure to risk. | Embed integrated business planning throughout the department to help inform decisions related to business activities. | Feasibility assessment for implementation of a new tool to collect data (one pass process) to support multiple planning and reporting requirement. | Digital Services Branch (DSB) | Policy, Planning and Communications Branch (PPCB) |
Launch 2021 to 2022 to 2023 to 2024 Public Services and Procurement Canada Integrated Business Plan in summer 2021. | All branches and regions | |||
Maintain the Public Services and Procurement Canada's Integrated Business Plan through priority setting, in-year reporting and updates, sound governance, engagement and an alignment to the extent possible with corporate plans and reports. | All branches and regions | |||
Strengthen governance to improve project oversight and management through a renewed governance architecture. | Refresh the National Project Management System. | Real Property Services (RPS) | , Regions | |
Create an enterprise governance framework model for the management of projects. | , Regions | |||
Finalize implementation of a renewed governance architecture for project oversight. Specifically with clarified responsibilities and terms of reference for the Strategic Operations Committee and the Investment Management Board. | , Financial and Administration Branch (FB), | |||
Optimize security throughout the department by establishing a 3-year departmental security plan and building security specialist capacity and expertise across the department. | Oversight and implementation: Follow-up on 2019 to 2022 Departmental Security Plan (DSP) action plan items and report on status by late summer 2021. | Departmental Oversight Branch (DOB) | ||
Oversight and implementation: Implement and maintain a Departmental Emergency Operations Center (DEOC) to support emergency events management. | ||||
A project to define, test and implement new roles and responsibilities to align the Unit Security Officer (USO) Program with new requirements under the and the future of work by December 2022. | , Human Resources Branch (HRB) | |||
As the business owner and technical authority under the Place du Portage (PDP) III asset workplace renewal project, take part in the installation, testing and commission of a new electronic security solution (ESS) by December 2023. | , Procurement Branch (PB) | |||
Fully implement a data strategy to enable strategic and operational decision making. | Develop a data science community within : employees who do data science work For first quarter 2021 to 2022: hold the first meeting in 2021 to 2022. | |||
Continue adding data to the Enterprise Data Warehouse (EDW): | ||||
Conduct targeted pilots to evolve the department’s level of data maturity: | ||||
Implementation of a data strategy and its communication throughout the department. | ||||
Strengthen integrated risk management culture at through the operationalization of a risk management framework and the development of supporting comprehensive learning and communications strategies. | Continue to support the maturing of the integrated risk management to support decision-making, including supporting the newly approved Integrated Risk Management (IRM) Framework by finalizing the related communication and learning strategies. | Office of the Chief Audit, Evaluation and Risk Executive (OCAERE) | All branches and regions | |
Implement a new look and feel to the departmental risk profile (DRP) to better support departmental information needs and enable regular web-publication to increase the availability of information to support intelligent risk taking across the department. | All branches and regions | |||
Continue to support the branch and regions in the development and updating of their respective risk inventories to support strategic business planning and, in collaboration with the Integrated Business Plan (IBP) team, enhance linkages between these profiles, and the deliverables to support the analysis of enterprise-wide risks. | All branches and regions | |||
Establish departmental reconciliation plan to advance reconciliation and renewed relationship with Indigenous people. | Formal engagement with Indigenous partners, governments and businesses commencing winter and spring 2021. | All branches and regions | ||
Engage with branches and regions to identify, and promote the uptake of best practices for working with Indigenous partners and clients. | All branches and regions | |||
Strengthen accessibility and inclusion at by removing barriers to full participation in the way we work and in the services we provide. | Launch an updated/refreshed interim accessibility plan and report on progress, while continuing to monitor key performance metrics identified in the Performance Measurement Framework. | All branches and regions | ||
Implement the departmental transparency strategy to establish as a leader in supporting the Government’s transparency and openness priority. | By March 2021, deliver the publication plan for the remaining Departmental Results Framework (DRF) datasets starting in November 2021 (Management Accountability Framework (MAF) 2022 to 2023 reporting period) and beyond towards the target of 100%. | All branches and regions | ||
Identification of new items to disclose proactively in support of transparency and openness approach (for example, frequently requested data reports; utilization reports and list of wrongdoing investigations). | ||||
Increase agility, timeliness, accessibility, and comprehensiveness of the departmental audit and evaluation functions to provide independent and reasonable assurance on risk management, control, governance and program value. | Recruit internal audit resources to meet existing capacity requirements. | |||
Continue to pilot new assurance and advisory methodologies in collaboration with other departments and monitor outcomes which should better support senior management to manage the risks associated with transformation projects. | ||||
Build and adopt the tools to allow the audit function to leverage the organization’s data. | ||||
Deliver the annual Risk Based Audit Plan (RBAP) which includes streamlining processes to improve timeliness of deliverables. We will also integrate internal audit methodology (such as risk based planning, audit planning) and where appropriate, an assessment of 's contribution towards gender analysis, diversity and inclusion, greening the government operations and indigenous reconciliation. | ||||
Through modernization, position audit, evaluation and risk management functions as integrated business support and provide recommendations to the key strategic partners. | Modernize the evaluation function through the roll-out of innovative, timely, engaging and informative products and by building up the capacity in the evaluation function. | All branches and regions | ||
Position the evaluation function as an integrated business and strategic partner through delivering high quality products, annual consultations to update the rolling 5-year evaluation plan, engagement of the newly created Evaluation Advisory Committee (EAC). | All branches and regions | |||
Make increased use of experimentation for improved service delivery. | Build awareness and understanding of experimentation within , including identification of current experimental work. | All branches and regions | ||
Effectively communicate the department’s One story to Cabinet, Parliament and Canadians through increased horizontal integration and enhanced strategic analysis. | Support the systematic, consistent, and meaningful application of gender based analysis plus (GBA+) throughout to enhance the strategic analysis of differential impacts of initiatives. | All branches and regions | ||
Coordinate and deliver timely and consistent support to the Minister's participation in Cabinet business and responsibilities related to Parliament. | All branches | |||
Strengthen support to the Minister and senior management in delivering priorities related to the portfolio entities by: | Providing regular briefings and timely, strategic advice and guidance for the Ministers Office, Minister and senior management; supporting open, transparent and merit-based Governor in Council selection processes; and managing Treasury Board and Cabinet submissions as they pertain to the portfolio entities. | |||
Strengthen ties with provincial and territorial governments, and international counterparts in areas of shared interest. | Federal, provincial, and territorial (FPT): One in-person meeting and 2 videoconferences. International: One bilateral deputy minister-level meeting with the General Services Administration |
Departmental result | Priority | Deliverables | lead | support |
---|---|---|---|---|
Ensure that Government of Canada communications are effectively managed, well-coordinated and responsive to the diverse information needs of employees, clients and partners, and of the public. | Align strategic communications plans to priorities. | Implement an annual strategic communications plan with strategic outcomes. | ||
A Performance Measurement Strategy is developed based on established objectives and outcomes. | ||||
Provide effective and engaging internal communications information to employees across the department. | Plan, assess, and/or redesign new channels/tools/approaches to strengthen internal communications and employee engagement. | |||
Revive the internal communications network following COVID-19 and leverage relationships to better assess the needs of employees across the department and increase employee engagement in a virtual era. | ||||
Streamline ’s websites and meet Government of Canada web requirements. | Complete the centralization of the web presence. | |||
A Web Analytics Strategy is developed and implemented to support user-centric content and meets Government of Canada digital requirements (Analytics tool rolled out, user experience (UX) testing, tracking codes, dedicated resources). | ||||
Explore opportunities to post media and committee responses to the website. | ||||
Strengthen proactive communications to support programs across the department. | Implement a social media strategy. | |||
Plan additional content and approaches to tell the department's story, including engagement that results in co-creation opportunities with external entities. | ||||
Conduct public environment scanning to support strategic issues management. | ||||
Effectively manage issues by anticipating, preparing and responding to emerging issues. | Support marketing requirements across the department. | |||
Explore enhancements to build capacity to support consultations and public opinion research activities. |
Departmental result | Priority | Deliverables | lead | support |
---|---|---|---|---|
Foster a workplace that enshrines psychological health, safety, well-being, linguistic duality, inclusion and accessibility. | Support employees at all levels in the prevention, intervention and resolution of conflictual situations and provide them with a healthy, safe and inclusive work environment. | Implement an overarching people management strategy to support employment equity (EE) groups, including specific/tailored strategies for members of visible minorities, Indigenous Peoples, persons with disabilities and women in accordance with the accessibility and reconciliation agenda, and Deputy Minister (DM) commitments on diversity and inclusion. 1 | , regions, diversity networks and champions | |
Support in the implementation of the future of work vision. 1 | All branches and regions | |||
Establish a new mental health strategy. | All branches and regions | |||
Establish a values and ethics, prevention of harassment and violence centre of expertise. | Regions | |||
Review Employee and Organization Assistance Program model to develop consistent services across . | Regions | |||
Expand the human resources (HR) accessibility centre services across . | All branches and regions | |||
Review second language training provision guidelines and options to identify best practices and a way forward for . | All branches and regions, champions, networks and learning network | |||
Optimize -to-Pay support for management and employees and contribute to pay issues prevention. | Improve -to-Pay support, tools, data and training for managers and employees. | All branches and regions | ||
Develop and manage talent, including leadership. | Equally on-board, integrate, and fully support all new employees when they start a new position. | Implement a new on-boarding program department-wide to develop a consistent approach across . 2 | , , , all branches and regions | |
Provide access for employees at all levels to continuous learning opportunities that are supported by career and talent management. | Evolve career management, performance and talent management, and succession planning to foster retention, engagement, and continuous development of all employees. | and all branches and regions | ||
Recruit a talented, agile and diverse workforce. | Recruit and staff a national and diverse workforce that possesses the competencies that are required now and for the future and that supports the inclusive work environment. | Strengthen human resources planning to proactively support people management and to further incorporate diversity and inclusion. 3 | , , , all branches and regions | |
Develop targeted recruitment strategies for veterans and youth, including students. | , Regions | |||
Use increased flexibility and innovation in talent sourcing, such as national recruitment and work location and more flexible employment arrangements, to support timely recruitment, mobility, and diversity and inclusion. | All branches and regions | |||
Following the launch of the project management (PM) curriculum, the following activities will be undertaken: capacity / experience assessment | ||||
Enhance strategic policy capacity and ongoing support to departmental policies. | ||||
Strengthen capacity to provide better support to branches and regional communications coordination and develop stronger partnerships. | ||||
Evolve human resources (HR) client-oriented core services. | Establish a strong, efficient and streamlined core business to effectively support the department. | Increase availability and accessibility of data to inform people management. | , , Pay Solutions Branch (PSB), Pay Administration Branch (PAB), -to-Pay Program Office (HRPPO), regions | |
Review and strengthen the service delivery model. | , regions | |||
Define service offerings and related performance measures. | , regions | |||
Implement new staffing and recruitment technologies to improve time to staff and contribute to a better hiring experience. | , , | |||
Develop and implement standardized work descriptions, structural organizational models and streamlined classification processes. | All branches and regions | |||
Provide access to business systems and technology, including digital automation to increase efficiency, maximize resources and better deliver services to clients, for as well as clients. | Evolve systems to support efficient delivery of services to clients and to leverage data. | , regions | ||
Aspiration: By 2023, employee satisfaction levels will reach 75%. | Undertake to increase employee satisfaction levels to 75% by 2023. | Monitor employee satisfaction level using the Public Service Employee Survey (PSES) results and inform stakeholders. | All branches and regions | |
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Departmental result | Priority | Deliverables | Lead | Support |
---|---|---|---|---|
Ensure the prudent use of public resources, including: | Maximize the use of accrual budgeting in the planning and management of ’s operations and assets. | Continue the implementation of the 3-year accrual budgeting roadmap. | All branches and regions | |
Continue to engage branches and provide assistance in the implementation of accrual budgeting. | All branches and regions | |||
Standardize and simplify governance and management processes associated with accrual budgeting. | All branches and regions | |||
Enhance partner model and portfolio planning to improve service delivery and maximize regional expertise. | Financial services delivery excellence initiative: The Initiative aims to provide parameters and foundation to support collaborative efforts between Financial Operations Sector (FOS) and National Financial Management Advisory Services (NFMAS)—Regional Financial Operations. Deliverables for 2021 to 2022: | All regions | ||
Identify options to optimize the current corporate accommodation, materiel management, and procurement functions for which we have a dual role as a common service provider as well as internal service provider. | , Science and Parliamentary Infrastructure Branch (SPIB), | |||
For National Financial Management Advisory Services, a review of Digital Services Branch billing, funding mechanisms, costing models, planning processes, and relationship with Shared Services Canada is being explored, which will ultimately enable the alignment of resources to priorities and address issues (where possible) related to the funding model. | ||||
Align resources to priorities, and address structural pressures, through optimization of the funding model and its associated processes. | All branches and regions | |||
Identify the desired model to consolidate the departmental accommodation, materiel management and acquisitions services and whether the services should remain within the Finance Branch or move to the common service providers (Real Property and Acquisitions). | , , | |||
Enhance financial management practices to support the department and facilitate efficient and effective resource allocation (for example, simplifying and reducing the number of internal service agreements, reengineer financial pressure process, etc.). | Implement Monte Carlo simulation (assessing impact of risks on cost estimates) on new Cabinet documents (memoranda to Cabinet and Treasury Board (TB) submissions) with financial implications. | |||
Develop new dashboards and reports, to be presented at Finance Management Committee (FMC) on a quarterly basis: | ||||
Leveraging modern technology to support financial management and improve the quality of transactions (using artificial intelligence, Bots, etc.). Develop a multi-year plan, aligned with S/4HANA that details the order in which processes will be automated. | ||||
Enhance technology and processes, including delivering the new solution to the systems, applications and products (SAP) platform. | Secure the multi-year project approval by finalizing the project artifacts, such as business case, cost workbook, project charter, project management plan and benefits realization. | (co-sponsor), | ||
Support the Digital Comptrollership Program (DCP) in the delivery of the discovery and explore workshops; validate the assessment of the Government of Canada (GC) digital core solution and validate localization requirements. | (co-sponsor), | |||
Build awareness campaign for the systems, applications and products way 4ward project: | (co-sponsor), | |||
Deliver a fully functional S/4HANA solution replacing the 2021 existing functionality (April 1, 2024). | (co-sponsor), | |||
Increase implementation of initiatives, including the Workplace Renewal Initiative and greening of ’s fleet. | Continuing work on 7-year plan, examine expanding portfolio to include other non-road vehicle asset types (example: ATV, snow mobiles, generators). | |||
Support the implementation of the revised National Capital Region Long-Term Accommodation Strategy (Square Meters converted to activity-based workspace (ABW), including the III project. | ||||
National Capital Region: Developing and implementing multiple change management strategies for various Workplace Renewal Initiative (WRI) projects and in support of the vision for the future of work at . | ||||
Support branches through the identification and timely resolution of business transformation requirements related to the implementation of the and in support of the vision for the Future of Work at . | ||||
Support leaders and emerging leaders at all levels and of all diversities to develop and refine leadership competencies. | Development and implementation of 's Investment Management Framework which aligns to the Treasury Board . | All branches and regions | ||
Adopt and implement an investment management system that is aligned to the Government of Canada Fixed Asset Review recommendations and proposed way-forward. | Development, implementation of an investment plan and associated governance based on the Asset Portfolio Long Term Strategy, and plans which will transform assets from cost-drivers and sources of risk, into strategic enablers that can advance broader enterprise objectives and derive public value for Canadians. | All branches and regions | ||
Development and implementation of an enterprise-wide prioritization model for all of 's asset portfolios to ensure sound stewardship, financial sustainability and informed decision making through a robust governance framework. | All branches and regions | |||
Document all internal controls processes and sub-processes must be documented and tested for design effectiveness by March 31, 2024 (Treasury Board of Canada Secretariat (TBS) requirement). | The yearly deliverables established in the Internal Controls Assessment Plan will be disclosed in the annual Annex A to the Consolidated Financial Statements. | All branches and regions |
Departmental result | Priority | Deliverables | Lead | Support |
---|---|---|---|---|
Ensure that information management and the use of information technology is efficient and effective and supports government priorities, and program delivery, to increase productivity, foster informed decision-making and enhance services to the public. | Improve information management and information technology (IM/IT) tools and security posture. | Implement an information technology (IT) security awareness program and develop content to be delivered on an ongoing basis. | ||
Document and maintain the departmental application portfolio and individual application profiles, including any new application under development. Improve the value of the inventory to track security profiles and risk information. Ensure that data capture processes are reviewed and optimized on an ongoing basis. | ||||
Update the system life cycle (SLC) to include tracking and monitoring of system and configuration changes to existing applications and systems, including updates to the security assessment and authorizations, as required, as a result of major changes. | ||||
Develop a standard operating procedure (SOP) for vulnerability scanning of asset. | ||||
Develop standards for assets for: patch management. | ||||
Implementation of Government of Canada secret infrastructure. | ||||
Implementation of high integrity infrastructure. | ||||
Implement a digital strategy and enhanced change management capacity to improve horizontal planning of investments across . | Digital Project Oversight Committee (DPOC) terms of reference (ToR) to reflect updates within 's governance committees and related processes, including further alignment with the upcoming Project Navigator ( 's updated Project Management Framework). | |||
Implement information technology, project and portfolio management (ITPPM) as an business management solution to improve the quality of digital planning data. Define business objects and prioritize work to roll-out and improve core modules and functionality to support the management of digital investments. | All branches and regions | |||
Establish annual plans with Shared Services Canada for smart network enhancements and capacity increases to accommodate increased internet access requirements. | ||||
Reduce the occurrence of issues upon rolling out applications by improving change management practices and by placing a focus on enhanced communications. | ||||
Revise select Digital Services Branch standards, guides, plans and processes with organizational change management (OCM) principles to strengthen and sustain project management and planning practices. | ||||
Adjust and refine operational support services, such as hardware provisioning, to ensure employees experience consistent Digital Services Branch services reflective of a common approach to service delivery. | ||||
Pursue implementation and further integrate internal and external collaboration solutions for staff such as Microsoft 365, SharePoint, OneNote, and GCdocs. | All branches and regions | |||
Leverage and promote the Digital Strategy to increase staff awareness and engagement towards the e-enablement of our services as part of the digital transformation efforts: | ||||
Implement self-services capabilities for related request/incidents (to be implemented with the introduction of Service Manager 9 (SM9). | ||||
Modernize the business intake portal for requesting new equipment (such as online service catalogue). | ||||
As M365 components are implemented, solutions with duplicate capabilities will be inventoried and analyzed, and where possible, transitioned to the standard solution. Initiatives will be planned to ensure client consultation and change management plans where required. Examples are Wiki, confluence, etc. | ||||
Reduce business risk by moving applications from at-risk legacy datacenters and/or obsolete infrastructure to modern, reliable and secure infrastructure. | Windows Server 2008: Complete the migration of Government of Canada pension system (GCPENS) to modern infrastructure; decommission obsolete infrastructure. | |||
Linux-Unix operation system (OS) consolidation and upgrade project: | ||||
Place du Portage III workload migration (WLM) project: | ||||
Improve productivity by providing tools to connect employees to the people, information, and content they need to work in a wireless environment, securely, remotely and from any device. | Upgrade desktops from Office 2013 to M365. | All branches and regions | ||
Digital Workplace Program: | All branches and regions | |||
Desktop modernization. | ||||
Increase the digital footprint, including smart investments in cloud solutions. | Cloud modernization project: design and implement enterprise cloud solution. Enable cloud adoption at . | |||
Perform research and experimentation of migrating legacy applications onto cloud-based infrastructure provided as a service. | ||||
Enable private or third party cloud software solutions integration with onsite (or managed) and applications. | ||||
Enhance use of artificial intelligence (AI), robotics, and open data. | Monitor, track progress, provide expertise and support for projects and investments enabled by novel-technologies (such as the use of robotics and of artificial intelligence by the Receiver General of Canada). | Receiver General and Pension Branch (RGPB) | ||
Enhance modern service design capabilities that puts users first and drives the business change/vision. | Develop and deliver phase 1 of GCaccounts, a single sign-on solution for multiple systems (as per project schedule). | |||
Implement an authentication solution to support the introduction of secure fully digital solutions at (as per project schedule). | ||||
Enhance innovation network and infrastructure that supports experimentation. | Digital innovation network to help programs and employees to ideate, co-create and experiment with technologies: | All branches |
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Many translated example sentences containing "integrated business plan" - French-English dictionary and search engine for French translations. Look up in Linguee; Suggest as a translation of "integrated business plan" ... Many of the objectives set in the IDB Integrated Business Plan and in the IIC Business Plan for 2008-2010 were met in 2008 ...
Many translated example sentences containing "integrated business plans ibp" - French-English dictionary and search engine for French translations. Look up in Linguee ... so that the Canadian debtors decided to join in the restructuring of the SemGroup through concurrent and integrated plans of reorganization in both Canada and the United ...
Many translated example sentences containing "business integration plan" - French-English dictionary and search engine for French translations. ... Strategic and Business Plan for 14 Local Health Integration Networks (LHINs) in Ontario. geoconnections.org. geoconnections.org. ... fully integrated set of modules for planning, optimization and ...
Complete Business Plan in Your Language of Choice. Our multilingual expansion isn't just about translating the interface; it extends to the entire business plan generation process.You can now generate a full, detailed business plan in any of the supported languages. Whether you're an entrepreneur in Paris, a startup founder in Tokyo, or a small business owner in São Paulo, Bizplanner AI can ...
French Translation of "BUSINESS PLAN" | The official Collins English-French Dictionary online. Over 100,000 French translations of English words and phrases. TRANSLATOR
Integrated business planning (IBP) is a process for translating desired business outcomes into financial and operational resource requirements, with the overarching objective of maximizing profit and / or cash flow, while cutting down risk.The business outcomes, on which IBP processes focus, can be expressed in terms of the achievement of the following types of targets:
This plan encapsulates your business' raison d'être, outlining objectives, financial projections, and budgetary considerations. Beyond a mere blueprint, it's your strategic tool. It's what you'll present to banks, potential investors and partners. But more significantly, it's your personal guide, tailored for your small business in ...
Plan d'activités intégré . Variant title : Plan d'affaires intégrées : Publication type : Series : Language [French] Other language editions : Format : Electronic : Note(s) « Service. Innovation. Rentabilité ». Publié aussi en anglais sous le titre : Integrated business plan. Publishing information [Ottawa] : Services partagés Canada ...
Our Essential Reading articles cover all the bases, from writing your French CV or setting up as an Auto-entrepreneur to running a gite business or navigating the French workplace. From defining your Mission Statement to setting out your five-year plan—a solid business plan is the first step to small business success.
In this paper, we explore the interactions between supply chain planning and financial planning. To do so, we investigate the integrated business planning (IBP) process as a suitable interface between them. We focus on the French business culture. First, we provide...
A better plan for IBP. In our experience, integrated business planning can help a business succeed in a sustainable way if three conditions are met. First, the process must be designed for the P&L owner, not individual functions in the business. Second, processes are built for purpose, not from generic best-practice templates.
Integrated Business Planning (IBP) is a holistic approach that integrates strategic planning, operational planning, and financial planning within an organization. IBP brings together various functions, including sales, marketing, finance, supply chain, human resources, IT and beyond to collaborate across business units and make informed ...
canada-justice.com. T he Integrated HR /Business Plan is a tool that will be available to managers to support new staffing flexibilities; to assist managers with strategic planning to support its business p lans and, hop efully, facilitate timely and more accurate staffing processes. uew-ste.com.
Integrated Business Planning (IBP) is an enhanced version of Sales and Operations Planning (S&OP) that offers improved cross-functional coordination with finance. IBP is a forward-looking mechanism that covers a 24 to 36-month horizon. Its primary aim is to align strategic and financial objectives with operational feasibility by reacting ...
the strategy and long-term plan, the annual plan, business reporting and analysis and the forecast. Integrating all of these components makes each component work in concert with the others to tell a consistent story. Organizations with integrated business plans adopt a number of leading practices: •Integrate strategy, long-range planning ...
5 Tips to Succeed at Integrated Business Planning. Some ways the COO plans to set PickerBots up for success include: 1. Sell IBP as a way to bring order from chaos. For example, large companies, especially those that have engaged in a number of mergers and acquisitions, may have thousands of SKUs and product codes.
Integrated business planning is a management process that synergizes sales, marketing, finance, operations, and logistics to drive an aligned operational plan and business strategy, balancing demand and supply while also considering financial objectives and the allocation of critical resources. It embraces short, medium, and long-term business ...
Integrated Business Planning plus | Your journey towards digital end-to-end planning. New challenges in the market 04 From beginner to pioneer - maturity assessment 06. A stable S&OP process is the basis for further improvement 10 Integrated Business Planning allows further insights 12 Take IBP to the next level by using digital possibilities ...
ey create, execute, and adjust their plans as conditions change. The ability to connect planning capabilities across t. e business is the essence of Integrated Business Planning (IBP).The latest installment in AFP's FP&A Guide Series, Building an Integrated Business Planning Capa. ility, was written to help your business rise above the ...
Integrated Business Planning (IBP) is a common-sense process designed for effective decision-making and led by your leadership team. True business integration means senior management can plan and manage the entire organization over a 24-36 month horizon, aligning strategic and tactical plans each month, and allocating critical resources, people, equipment, inventory, materials, time, and money ...
Align and synchronize your strategic and tactical planning, including S&OP, annual operations, and financial and strategic business planning. IBP should encompass strategic plans, initiatives, activities, and regional and multidivisional operational plans. Perform fast simulations, comparisons and what-if scenarios.
The Integrated Business Plan (IBP), April 1, 2021 to March 31, 2024, is Public Services and Procurement Canada's (PSPC) second annual integrated business plan. ... French and English colonies were established in the 16th century, and Black Loyalists and refugees established the first Black communities in the 1700s, in what would become Canada