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A better way to drive your business

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.

Understanding IBP

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:

• Full business scope. Beyond balancing sales and operations planning, integrated business planning (IBP) synchronizes all of a company’s mid- and long-term plans, including the management of revenues, product pipelines and portfolios, strategic projects and capital investments, inventory policies and deployment, procurement strategies, and joint capacity plans with external partners. It does this in all relevant parts of the organization, from the site level through regions and business units and often up to a corporate-level plan for the full business.
• Risk management, alongside strategy and performance reviews. Best-practice IBP uses scenario planning to drive decisions. In every stage of the process, there are varying degrees of confidence about how the future will play out—how much revenue is reasonably certain as a result of consistent consumption patterns, how much additional demand might emerge if certain events happen, and how much unusual or extreme occurrences might affect that additional demand. These layers are assessed against business targets, and options for mitigating actions and potential gap closures are evaluated and chosen.
• Real-time financials. To ensure consistency between volume-based planning and financial projections (that is, value-based planning), IBP promotes strong links between operational and financial planning. This helps to eliminate surprises that may otherwise become apparent only in quarterly or year-end reviews.

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).

IBP in action

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.

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. Finally, the people involved in the process have the authority, skills, and confidence to make relevant, consequential decisions.

Design for the P&L owner

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.

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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.

Fit-for-purpose process design and frequency

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.

Authorize consequential decision making

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.

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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.

An opportunity, but no ‘silver bullet’

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.

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To improve your supply chain, modernize your supply-chain IT

Supply-chain resilience: Is there a holy grail?

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 framework

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.

Making up the Integrated Business Planning framework are six key pillars:

1. strategic planning.

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.

2. Operational planning

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.

3. Financial planning

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.

 4. Cross-functional collaboration

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.

5. Data integration and analytics

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.

6. Continuous monitoring and performance management

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.

What are the benefits of Integrated Business Planning?

By integrating strategic, operational, and financial planning organizations can unlock the full potential of IBP and drive business success and achieve their goals.

Enhanced decision-making

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.

Improved alignment

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.

Agility and responsiveness

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.

Optimal resource allocation

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.

Risk management

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.

Essential steps for implementing Integrated Business Planning

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:

1. Executive sponsorship

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.

2. Continuous improvement

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.

3. Integration of people and technology

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.

4. Technology

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.

Integrated Business Planning software

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:

1. Corporate performance management

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.

2. Business intelligence (BI) tools

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.

3. Collaborative planning and forecasting solutions

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.

4. Data integration and automation

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.

5. Cloud-based solutions

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.

6. Data governance and security

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 for Integrated Business Planning

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.

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2022 Deputy Minister's Transition Book: Integrated Business Plan

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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.

Introduction

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:

• Purchase of goods and services
• Payments and accounting
• Property and infrastructure
• Government-wide support

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:

Management and oversight

Communications.

• Human resources

Financial management

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.

Departmental 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.

In this section

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:

• increasing numbers of young workers entering the workforce
• Canadians’ increasing awareness of systemic racism and discrimination
• the economic effects of the pandemic such as disrupted global supply chains
• climate change
• advances in artificial intelligence

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:

• increase the diversity of bidders on government contracts
• explore enhanced flexibility in working arrangements for federal public servants
• work towards updating and replacing outdated information technology (IT) systems while modernizing the way government delivers benefits and services to Canadians
• advance federal emissions reduction, resiliency and greening government initiatives aligned with the Greening Government Strategy

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 .

Did you know

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.

Diversity and inclusion

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:

• shifting towards a more inclusive culture
• strengthening representation
• building for the future by updating its policies and programs

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:

• establishing a new mental health strategy
• increasing flexibility and innovation in talent sourcing, such as national recruitment and more flexible employment arrangements and work location to support timely recruitment, mobility, and diversity and inclusion
• specific/tailored strategies for Visible Minorities
• Indigenous Peoples
• Persons with Disabilities
• Women in accordance with the Accessibility and Reconciliation agenda

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:

• improve workload management capability
• commit to the continuous, structured development of supervisors and managers, including succession employees
• encourage employees to take care of their physical and psychological health

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:

• continuing to track progress on initiatives in the Women Action Plan to increase the participation of women-owned businesses in procurement
• developing a social procurement policy and program that will allow PSPC 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
• continuing to implement the Black Businesses Procurement Pilot and monitor for lessons learned
• progressing towards full implementation of Technical Accessibility Assessment to enhance the accessibility of the built environment of both Crown-owned and lease purchase assets
• completing and implementing the Universal Accessibility Action Plan for the Parliamentary Precinct
• launching a refreshed Interim Accessibility Plan and reporting on progress, while continuing to monitor key performance metrics identified in the in the Performance Measurement Framework
• gradual year over year improvements are forecasted at 2% per year, which will be monitored through the Government of Canada Greenhouse gas reporting protocol

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:

• working 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
• continuing to work with client departments and agencies to increase the benefits targeted to the local Indigenous communities through Indigenous Benefits Plans in procurement
• continuing to 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
• Providing Indigenous language services
• engaging with PSPC branches and regions to identify and promote the uptake of best practices for working with Indigenous partners and clients

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:

• performance management
• employee recognition

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:

• real property
• translation and interpretation
• acquisitions
• contract security
• pay and pensions
• enabling solutions such as case management

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.

Public Services and Procurement Canada key facts

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:

• $2.7 billion in vote 1

Total budgetary capital expenditures from the 2021 to 2022 Main Estimates is:

• $1.6 billion in vote 5
• $0.6 billion in statutory

Public Services and Procurement Canada by the numbers

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:

• 7.4% workforce growth
• 969 new students hired
• 2,471 new positions created
• 6,646 Employee and Organization Assistance Program sessions were held

Acquisitions

• 8% for construction
• 43% for goods
• 49% for services
• More than 25,000 transactions annually

Phoenix pay system

• Issues payments to more than 300,000 employees bi-weekly
• Over 2,500 systems fixes and enhancements implemented to stabilize the system
• Decreased the backlog of transactions with financial implications beyond the normal workload from 384,000 in January 2018 to 98, 000 in April 2021

Pension administration

• More than $12.0 billion in pension payments made on an annual basis
• 904,000 plus active and retired members
• Over 5.0 million pension payments issued annually

Real property

• Total Crown-owned and leased property portfolio: $7.5 billion
• $1.2 billion rental payments
• 261,585 public servants accommodated in 1,543 locations across Canada

Government-wide services

• 343 million words translated for departments, agencies and parliament
• 8,478 days of conference interpretation
• 1,060 translation requests and 17 interpretation requests in Indigenous languages
• 40 million images created annually
• Supports and maintains 370 applications and systems

Responded to COVID-19 requirements

• Connected every employee for remote work
• Deployed Microsoft Teams to over 18,000 employees
• Packaged and shipped 8,211 information technology (IT) kits
• Served 138 client departments for shared platform services
• Processed 6,786 security screening files for PSPC employees
• Held more than 30 information sessions on reconciliation and Indigenous engagement with over 2,000 PSPC employees
• Published the first ever Integrated Business Plan in May 2020
• Published the new Integrated Risk Management Framework in April 2021
• Responds to an average of 1,600 media inquiries annually

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.

Figure 2: Employee distribution Footnote 2

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:

• Pacific: 584
• Western: 713
• Ontario: 645
• Quebec: 1,485
• Atlantic: 2,960
• National Capital Region: 10,904

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:

• Fisheries and Oceans Canada
• National Defence
• the Royal Canadian Mounted Police

Because of its coastal location, Pacific Region has developed expertise in remediation of:

• contaminated harbours and water
• remediation and removal of large abandoned vessels
• hydrographic services
• marine procurement

The region supports Canada’s marine and environmental strategies, including the Ocean Protection Plan, through its work at the:

• Esquimalt Graving Dock
• Esquimalt Harbour
• Pacific Environmental Centre site
• Big Bar landslide remediation on the Fraser River
• remediation on the Faro Mine Site in the Yukon

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:

• Saskatchewan
• the Northwest Territories

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:

• Public Health Agency of Canada
• National Defence, and Crown-Indigenous Relations
• Northern Affairs Canada

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 1: Purchase of goods and services

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:

• Human Resources management

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:

• identifying the goods or services to be procured
• selecting the most effective procurement approach
• considering socio-economic factors
• developing appropriate evaluation criteria
• calling for, receiving, and evaluating bids
• developing procurement instruments, such as standing offers and supply arrangements
• negotiating and administering contracts

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:

• $87.4 million over 5 years starting in 2021 to 2022 and $18.6 million ongoing to modernize federal procurement and create opportunities for specific communities by diversifying the federal supplier base
• $43 million over 5 years, starting in 2021 to 2022, to continue to deliver procurement services to client departments and agencies, negotiate increasingly complex high-value contracts, and develop and implement a vendor performance management framework
• $1.1 million in 2021 to 2022 to augment the Cost and Profit Assurance Program, which saves millions annually through the audit and oversight of defence contracts
• $70.8 million over 10 years, starting in 2021 to 2022, to ensure the timely delivery of defence and marine procurement projects
• $30 million in program integrity funding, in 2021 to 2022, to continue service delivery to federal departments and agencies, maintain federal employee salaries, and to support employee safety during the pandemic

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:

• ensure value for money in government procurements
• strengthen relationships with stakeholders and other government organizations
• advance key procurements and related activities as part of Canada’s response to the COVID-19 pandemic
• advance key procurements in support of Canada’s defence policy: Strong, Secure, Engaged and the National Shipbuilding Strategy
• advance implementation of a modernized, cloud-based electronic procurement platform
• strengthen procurement data and increase transparency
• align procurement processes to commercial best practices
• increase participation of Indigenous businesses in federal procurement, as well as the value of procurements awarded to Indigenous businesses
• increase participation of small and medium-sized businesses owned by under-represented groups in federal procurement
• enable departments to integrate environmental considerations (for example plastics, Greenhouse Gas (GHG) emissions) into procurements and to purchase more environmentally preferable goods and services
• continue to identify, remove and prevent barriers to accessibility in federal procurement
• address the risk of forced labour and human trafficking in federal procurement supply chains

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.

• offer modern solutions to improve payments and revenue collection efficiency
• make digital investments to enable enhanced payment services to client departments and Canadians
• ensure sound financial and risk management, internal controls and system practices are maintained
• improve the user experience and enable more services through innovation with a view to increase program efficiency and effectiveness Footnote 6
• equip departments and agencies to reduce intake ( HR -to-Pay Program Office)
• case processing capacity and productivity meet the government’s needs (Pay Administration Branch (PAB), Pay Solutions Branch (PSB))
• stabilize HR -to-Pay systems through technology enhancements and fixes ( PSB , PAB)
• improve pay data integrity
• foster employee confidence through increased pay transparency and continued oversight
• deliver projects that will improve the efficiency of accounting operations and enable employees to focus on strategic advice
• pursue digital solutions to modernize the overall operations of the central accounting functions

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:

• bridges and dams
• managing legacy assets and contaminated sites
• protecting the heritage assets across the country, including the Parliamentary Precinct
• supporting federal science and the revitalization of Canadian federal laboratories

Through 4 asset portfolio long-term plans, PSPC provides property and infrastructure under the following 4 asset categories:

• office (including Crown-owned, leases, and disposals): managing and providing affordable office accommodations
• engineering infrastructure overseeing the daily operations of bridges, dams, and heritage assets
• parliamentary infrastructure: providing stewardship, rehabilitation, and modernization of 35 Crown-owned buildings and associated lands located in the heart of downtown Ottawa, including large scale heritage restorations (Centre Block, West Block, East Block, 100 Wellington and blocks 1, 2 and 3)
• science infrastructure: supporting federal science and the revitalization of Canadian federal laboratories

PSPC ’s responsibilities for property and infrastructure give rise to socio-economic benefits, such as:

• green buildings
• sustainability
• job creation
• health and safety
• preservation of national heritage
• affordable housing
• accessibility

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.

• PSPC is the mandatory provider of office space to 99 federal departments and agencies, serving approximately 261,585 federal employees
• The total Government of Canada portfolio is made up of more than 38,000 buildings (including leases), and covers approximately 28 million square metres. PSPC is responsible for 6,968,355 square metres
• PSPC is responsible for a portfolio of 17 engineering assets (bridges, dams, wharves, the Alaska Highway and the Esquimalt Graving Dock) that provide essential services to the public
• Since 2005, PSPC has reduced greenhouse gas in PSPC ’s Crown-owned building portfolio by 58.1%, exceeding the Government of Canada target of 40% by 2030
• 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
• strengthen Canada’s science community through the renewal of federal science infrastructure
• 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
• improve payment timeliness for all federal construction contracts
• update the Policy Suite
• advance sustainability, climate resiliency, and the green agenda for federal real property and infrastructure assets
• improve accessibility of federal buildings
• advance socio-economic benefits in support of federal mandates, such as Indigenous reconciliation and affordable housing

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.

• provide timely and high quality linguistic services and tools so Canadians can enjoy the full benefits of our country’s 2 official languages
• 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
• 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
• enhance integrity of federal procurement and real property transactions
• make use of a client-focused delivery approach to safeguarding sensitive and strategic government information and assets
• enhance stakeholder engagement with security and intelligence departments and agencies, as well as law enforcement partners
• improve awareness of business dispute management and resolution options when managing contracts
• enhance fraud prevention and detection measures
• enhance data analytics tools
• offer digitally enabled products and tools, such as modernized applications and e-platforms
• expand the client base for targeted services to other government departments, provinces, territories and municipalities
• improve the user experience and enable more services through innovation with a view to increase program efficiency and effectiveness Footnote 7
• expand the client base for targeted services to other government departments and agencies

Visit Annex D: Core responsibility 4: Government-wide support planned deliverables.

Service at Public Services and Procurement Canada

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:

• establish and implement a PSPC service framework to support PSPC employees in all client engagement activities
• enhance service design and planning for programs
• enhance service levels, client satisfaction and increased awareness and marketing of PSPC services
• corporate enablers work as strategic partners to provide consistent service delivery in support of our business lines and transformation initiatives

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.

• embed integrated business planning throughout the department to help inform decisions related to business activities
• strengthen governance to improve project oversight and management through a renewed PSPC governance architecture
• optimize security throughout the department by establishing a 3-year departmental security plan and building security specialist capacity and expertise across the department
• fully implement a data strategy to enable strategic and operational decision making
• strengthen integrated risk management culture at PSPC through the operationalization of a risk management framework and the development of supporting comprehensive learning and communications strategies
• through modernization, position audit, evaluation and risk management functions as integrated business support and provide recommendations to the key strategic partners
• 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
• establish a departmental reconciliation plan to advance reconciliation and renewed relationship with Indigenous people
• strengthen accessibility and inclusion at PSPC by removing barriers to full participation in the way we work and in the services we provide
• implement the departmental transparency strategy to establish PSPC as a leader in supporting the Government’s transparency and openness priority
• make increased use of experimentation for improved service delivery
• effectively communicate the department’s One PSPC story to Cabinet, Parliament and Canadians through increased horizontal integration and enhanced strategic analysis
• strengthen support to the Minister and senior management in delivering priorities related to the portfolio entities by providing timely, strategic advice and guidance; supporting the fulfillment of the Government’s commitment to timely, open, transparent and merit-based Governor in Council (GIC) selection processes; and managing Treasury Board and Cabinet submissions as they pertain to the portfolio entities to ensure that departmental and client priorities are respected
• strengthen ties with provincial and territorial governments and international counterparts in areas of shared interest

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.

• align strategic communications plans to PSPC priorities
• provide effective and engaging internal communications information to employees across the department
• streamline PSPC ’s websites and meet Government of Canada web requirements
• strengthen proactive communications to support programs across the department
• effectively manage issues by anticipating, preparing and responding to emerging issues

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.

• 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
• optimize HR -to-Pay support for management and employees and contribute to pay issues prevention

Result: Develop and manage talent, including leadership.

• equally on-board, integrate, and fully support all new employees when they start a new position
• provide access for employees at all levels to continuous learning opportunities that are supported by career and talent management

Result: Recruit a talented, agile and diverse workforce.

The department will achieve this result by delivering on the following 3-year priority:

• 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

Result: Evolve human resources (HR) client-oriented core services.

• establish a strong, efficient and streamlined human resources (HR) core business to efficiently support the department
• provide access to business systems and technology, including digital automation to increase efficiency, maximize resources and better deliver HR services to clients, for HR as well as clients

Result: Aspiration: By 2023, employee satisfaction levels will reach 75%.

• undertake to increase employee satisfaction levels to 75% by 2023

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.

• maximize the use of accrual budgeting in the planning and management of PSPC ’s operations and assets
• enhance partner model and portfolio planning to improve service delivery and maximize regional expertise
• enhance financial management practices to support the department and facilitate efficient and effective resource allocation (such as simplifying and reducing the number of internal service agreements, reengineer financial pressure process, etc.)
• enhance technology and processes, including delivering the new solution to the SAP platform
• increase implementation of PSPC initiatives, including the Workplace Renewal Initiative and greening of PSPC ’s fleet
• adopt and implement an investment management system that is aligned to the Government of Canada Fixed Asset Review recommendations and proposed way-forward
• document all internal controls processes and sub-processes and test for design effectiveness by March 31, 2024 (Treasury Board of Canada Secretariat (TBS) requirement)
• support leaders and emerging leaders at all levels and of all diversities to develop and refine leadership competencies

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:

• improving the IM/IT tools and security posture
• implement a digital strategy and enhanced change management capacity to improve horizontal planning of IT investments across PSPC
• reduce business risk by moving applications from at-risk legacy datacenters and/or obsolete IT infrastructure to modern, reliable and secure infrastructure
• 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
• increase the digital footprint, including smart investments in Cloud solutions
• enhance the use of Artificial Intelligence (AI), robotics, and open data
• enhance modern service design capabilities that put users first and drive the business change/vision
• enhance innovation network and infrastructure that supports experimentation

Visit Annex F: Information management/information technology for all information management/information technology planned deliverables.

Supplementary mandate letter commitments, January 15, 2021

Covid-19 procurement.

• Procure leading vaccine candidates
• Ensure COVID-19 vaccines continue to be efficiently and widely distributed
• Help provinces and territories increase COVID-19 testing capacity and deploy new, safe and approved tests
• Continue to procure critical supplies
• Reinforce international efforts to ensure access to health interventions to fight COVID-19

Procurement modernization

• Develop government-wide initiatives to increase the diversity of bidders on government contracts

Digital services

• Explore enhanced flexibility in working arrangements
• Update and replace outdated information technology (IT) systems

Greening government operations

• Advance federal emissions reduction, resiliency and greening government initiatives aligned with the Greening Government Strategy

For more information, visit the Minister of Public Services and Procurement supplementary mandate letter—Archived .

Mandate letter commitments, December 13, 2019

• Modernize procurement practices
• Publish clear metrics and make government data more available
• Develop better vendor management tools
• Increase bidder diversity
• Support Canadian Apprenticeship Service

Defence procurement

• Bring forward analyses and options to create Defence Procurement Canada
• Renew the Canadian Coast Guard and the Royal Canadian Navy fleets
• Enter into a contract for Canada’s fighter aircraft fleet
• Develop strategy for clean electricity and commit to being a first purchaser of new clean electricity/renewable power sources as they become available
• Support the conversion of government fleets to zero-emission vehicles

Pay stabilization

• Eliminate pay backlog and rebuild employee confidence in the integrity of their pay and pensions
• Support the Next Generation Pay and Human Resources System

Government services

• Oversee implementation of a new vision for Canada Post
• Work with the National Capital Commission in its core functions
• Improve crossings in the National Capital Region

Reconciliation

• Conclude space for Indigenous peoples
• Create 5% target for contracts with Indigenous businesses
• Increase translation and interpretation services for Indigenous languages

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.

Areas of focus for Beyond 2020

• A-1: Mobilize resources and people to key priorities
• A-2: Empower our workforce
• A-3 Embrace uncertainty and learn through experimentation
• I-1: Create an environment where individuals are safe to express themselves
• I-2: Expand partnerships and remove barriers to collaborate
• I-3: Co-create by bringing different perspectives to the table
• E-1: Design work environments to optimize performance
• E-2: Make learning a fundamental part of your job
• E-3: Explore technology and tools to help you be more effective in your role

How Public Services and Procurement Canada is supporting beyond 2020 efforts

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.

Implementation of gender-based analysis plus at Public Services and Procurement Canada

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.

China's Xi meets American CEOs in bid to boost confidence in ailing economy

BEIJING — Chinese President Xi Jinping met with top U.S. executives in Beijing on Wednesday as his government tries to reassure foreign businesses about a market that remains crucial for their bottom lines despite persistent tensions between the world’s two biggest economies.

Xi met the group of American businesspeople and academics at the Great Hall of the People , Chinese state media reported. The meeting was preceded by a group photo.

Participants included Blackstone founder Stephen Schwarzman, Bloomberg Chair Mark Carney, FedEx President Rajesh Subramaniam and Qualcomm President and CEO Cristiano Amon, according to state media reports.

During the meeting, Xi said the Chinese economy was “healthy and sustainable,” an achievement that “cannot be separated from international cooperation,” according to state media, which reported that he “listened carefully” to the American participants.

The executives were in China for a series of business-related events, including the China Development Forum, an annual high-level meeting that ended Monday. Other prominent U.S. business leaders, such as Apple CEO Tim Cook , have also been in China in recent days as the government and American companies engage in a mutual charm offensive.

China has been struggling to bounce back from three years of pandemic isolation , its economic recovery weighed down by structural issues that include a real estate crisis, high local government debt, industrial overcapacity, lackluster consumption and youth unemployment , though the economy managed a 5.2% growth rate last year.  

“The mood here is still pretty dark — about the economy, about the trajectory of the country overall, about China’s place in the world,” Scott Kennedy, senior adviser and trustee chair in Chinese business and economics at the Center for Strategic and International Studies, CSIS, in Washington, said in an interview in Beijing last week.

“There’s been some economic recovery, but it has not translated into people having more positive, optimistic sentiment,” he said.

U.S. and other foreign companies who still see the potential for big business in China, meanwhile, have been alarmed by regulatory crackdowns, a new anti-espionage law, the use of exit bans , raids on consulting and due diligence firms , and other measures amid Xi’s national security drive.

“China’s success the last 40 years has been built on the private sector and openness and collaboration with the West,” Kennedy said. “And so people’s sense of the future is very unclear and ambiguous, and I think that’s what’s leading consumers to not spend as much, companies not to invest as much and for there to be this general malaise that you encounter just about everywhere you go.”

During a visit to China last year, Commerce Secretary Gina Raimondo said U.S. firms had told her the country was “uninvestable because it’s become too risky.”

And a report released in February by the American Chamber of Commerce in China found that the top concerns of U.S. businesses in the country were U.S.-Sino relations, China’s regulatory environment and rising costs.

Hopes rose in November when Xi and President Joe Biden held a summit in California , their first encounter in a year. During the trip, Xi also met with U.S. business leaders at a dinner in San Francisco, where he received a standing ovation.

Among those at the dinner was Apple CEO Cook, a frequent traveler to China, who arrived for another high-profile visit last week.

Even as the company shifts some production to countries such as India , Cook emphasized on this visit that Apple is still committed to China, a key overseas market for the company, as well as a major manufacturing base.

For the first time last year, Apple was China’s largest smartphone vendor , with market share of 17.3%. But the company is under intense pressure from domestic competitors such as Huawei, and iPhone sales reportedly f ell by 24% in the first six weeks of this year compared with a year earlier.

The use of iPhones at Chinese government agencies and state-owned enterprises has also reportedly been restricted amid national security concerns, much like the Chinese app TikTok has been banned from U.S. government devices.

Those are not the only challenges facing Apple, which the U.S. Justice Department sued Thursday over its alleged monopolization of the smartphone market.

Earlier that day, Cook was all smiles as he opened a new Apple store in downtown Shanghai, the company’s 57th outlet in China and its second-largest flagship in the world after its Fifth Avenue location in New York.

Cook said he was “very confident” in the future of Apple’s China operations. “I love being here. I love the people and the culture,” he told reporters. “And it’s just like every time I come here, I’m reminded that anything is possible here.”

Though fans mobbed Cook at the store opening, where some people had lined up overnight, that does not necessarily translate into sales. The economic downturn appears to be making Chinese consumers more price-sensitive, increasing the appeal of cheaper smartphones from Huawei and other local rivals.

“The iPhone is more expensive than other phones, so I think people will choose cheaper ones,” Shi Zhongnuo, 17, said in an interview Monday outside an Apple store in Beijing.

Cook also met with Commerce Minister Wang Wentao, who urged him to “continue to unlock the Chinese market and achieve shared development with China,” the ministry said in a statement.

It was unclear whether Cook attended the meeting with Xi on Wednesday.

China’s courting of executives is in part an effort to revive business interest from abroad. The country’s foreign direct investment fell 19.9% in the first two months of this year to 215.1 billion renminbi ($30 billion), the Commerce Ministry reported last week, after it shrank 8% year-on-year in 2023.

“There’s still huge numbers of multinationals and American companies here, but China has basically lost its place at the very top of the list of where they are targeting strategic investment long term,” Kennedy of CSIS said.

A Chinese regulatory official Tuesday dismissed the drop in foreign investment as nothing unusual.

“The volatility is quite normal when viewed from a global or Asian perspective or when the trend is viewed on a longer timeline,” Xu Zhibin, the deputy head of China’s foreign exchange regulator, said at the Boao Forum for Asia, an annual gathering in China’s southern island province of Hainan that is known as the “Asian Davos.”

Premier Li Qiang , China’s No. 2 official, told Cook and other global business executives at the China Development Forum in Beijing on Sunday that China welcomed foreign investment and was taking steps to improve its business environment.

Vice Commerce Minister Guo Tingting also said Monday that foreign companies would be treated the same as Chinese ones so they “can invest in China with confidence and peace of mind.”

Last week, Chinese officials eased some rules on foreign investment, as well as some security rules on the cross-border flow of data, an issue that has concerned foreign companies. Beijing said this month it would make access to the manufacturing sector easier for foreign investors.

Sean Stein, chair of the American Chamber of Commerce in China, said that while such announcements were encouraging, “announcements don’t move markets and promises don’t drive investment.”

“The key, as ever, will be full and timely implementation,” he said.

Janis Mackey Frayer reported from Beijing, and Jennifer Jett reported from Hong Kong.

Janis Mackey Frayer is a Beijing-based correspondent for NBC News.

Jennifer Jett is the Asia Digital Editor for NBC News, based in Hong Kong.