Difference between revisions of "GC Enterprise Architecture/Business Capability Model"

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The <b>business capability</b> concept is a top-down view of an organization.  It is a key element and often the first step in a Business Architecture discipline. 
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It gives us a different way to look at the major components of our organizations using a shared framework that bridges Programs and Services. 
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This technique helps us in identifying where there are commonalities versus where there are very different or unique activities.  With this understanding, we can work towards a more cohesive enterprise.
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The <b>GC BCM</b> is a view of the whole Government of Canada as one large organization. Thus, one department's specific capability may be part of the bigger core capabilities of the GC BCM (mostly Section 6).
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</br>
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[[File:GC BCM v2.0.jpg|center|thumb|GC BCM 2.0 Model|upright=3.5]]
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</br>
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Here are some <u>benefits</u> of business capabilities:
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* provide a way to communicate  between IT and business in a common language;
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* enable laser-like business investment focus;
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* serve as a baseline for strategic planning, change management, and impact analysis;
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* lead directly to business service specification and design; and
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* clarify/organize/structure modernization and transformation approaches for IT architectures.
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</br>
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Since the GC BCM is of higher level (Level 0 & Level 1), departments is expected to use the GC BCM as a baseline to build their departmental BCM by building deeper into Level 2, 3, and so on.
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</br></br>
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The tables below reflect the [https://gcconnex.gc.ca/file/view/50303099/gcbcm-gcmca-v2-visualmodel-20190617-en-pdf?language=en GC BCM 2.0 Model] with proposed updates for the future version (that are flagged and considered under construction). A request to GC EARB will be made to endorse the formal adoption of updates to the model.
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|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;">Direction Setting, what we do for our business</div>
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! BCM #!! Business Domain/Capability!! Description
 
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|width=10%| <b>1.0</b>|| width=20% |<b>Legislation, Regulation and Policy Management</b>|| width=70% | The ability to manage legislation, regulations and policies used to establish the direction and framework of the organization and provide the high-level foundations for its sub-organizations in support of where the organization is looking to move towards.
 
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|1.1|| Legislation Management || The ability to formulate, develop, evaluate and manage legislation through a legislative processes or other governing bodies. Normally, legislation is used to regulate, authorize, outlaw, sanction, grant, allocate, declare or restrict some aspects or elements in order to achieve some results.
 
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|1.1.1 || Legislation Development||The ability to formulate and develop legislation, that is, to write, to review, to recommend, to author and to advance legislation through a process for approval.
 
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|1.1.2 || Legislation Implementation||The ability to plan, coordinate and put into effect one or more legislation.
 
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|1.1.3 || Legislation Evaluation||The ability to observe, analyse, assess and report on proposed or implemented legislation and evaluate whether the revisions maybe required.
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|-
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|1.2||Regulations Management||The ability to develop, evaluate, manage, review and establish regulations for one or more nation, territory and/or group.
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|-
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|1.2.1|| Regulations Development and Delivery||The ability to formulate, develop, plan, coordinate, implement and deliver regulations that individuals or entities will need to comply with.
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|-
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|1.2.2||Regulations Monitoring||The ability to observe, analyse, assess and report on the effectiveness of laws and regulations and evaluate whether revisions are required. Refer to 5.1 Compliance Management for the ability to enforce and ensure adherence to laws and regulations.
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|-
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|1.3||Policy Management||The ability to develop, evaluate, manage, and review policies which operationalize legislation or formalize basic principles and associated guidelines. Policies are normally formulated and enforced by the governing body of an organization, to direct and limit its actions in pursuit of long-term goals.
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|-
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|1.3.1|| Legislation Review||The ability to review, examine and assess legislation with the intent of possibly changing it or to determine how it could be implemented.
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|-
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|1.3.2||Policy Development||The ability to draft, review, revise, develop, finalize, implement, monitor and advance policies and instruments to ensure they get implemented effectively and to provide guidance and understanding of the policy.
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|-
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|1.3.3|| Policy Assessment and Guidance||The ability to assess and interpret the policies, their effectiveness and how they should be implemented via programs.
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|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;">Direction Setting, what we do for our business</div>
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! BCM #!! Business Domain/Capability!! Description
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|-
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|width=10%| <b>2.0</b>|| width=20% |<b>Enterprise Planning</b>|| width=70% | he ability to perform cross-cutting or horizontal planning for the enterprise or organization helping it to deliver on its mandates from a strategic perspective. This includes activities such as Strategic Planning, Financial Planning, Program and Service Delivery Planning as well as Integrated Planning. It normally includes planning that includes multiple organizational levels.
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|-
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|2.1|| Financial Planning||The ability to determine, develop and describe how an organization plans to meet its mandate and priorities, through activities and allocations, based on the resources it has or those that it needs in which timeframes.
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|-
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|2.1.1|| Budget Planning||The ability to determine and develop a budget for the organization. This ability includes the solicitation of sub-organizations, understanding the current priorities, sources of funding and allocation plans.
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|-
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|2.1.2|| Strategic Investment Planning||The ability to plan investments and allocations based on the current and future priorities of the organization while considering the many elements of the ecosystem that the organization operates in that could impact the planned investments and allocations.
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|-
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|2.1.3|| Treasury Management||The ability to manage debts, investments, liquidities, petty cash, financial reserves and the borrowing framework of the organization or business unit.
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|-
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|2.1.4|| Budget Management||The ability to manage the budget allocation within the organization and along with the updates to the budget throughout the course of operations over a given period of time.  This includes determining key assessment points; ensuring planning and processes are in place to manage budgets and reassessing and adjusting budgets as required.
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|-
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|2.2|| Integrated Planning||The ability to plan strategically across two or more functions in a business or government entity to maximize value while minimizing risk and optimizing results.
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|-
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|2.2.1|| Environmental Scan Management||The ability to identify, research, monitor, track events, attitudes, indicators across multiple areas that may impact strategic/business direction, risk, outcomes and objectives.
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|-
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|2.2.2|| Enterprise Architecture||The ability to document, govern and recommend how the resources of the organization can be optimally integrated and interconnected to achieve current and future objectives. It normally includes the Business Architecture, Information Architecture, Application Architecture, Technology Architecture and Security Architecture perspectives. All organizations are architected in some way, many are architected by experience, and few have details on how they are organized to operate.
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|-
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|2.2.3||Portfolio Management||The ability to manage, track and oversee the evolution of a portfolio of stakeholders, applications, services, projects, etc.
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|-
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|2.2.4|| Strategic Risk Assessment||The ability to identify and evaluate the risks that could affect the business in achieving its mission, vision, mandate, intents, outcomes or objectives. Includes planning, identifying, assessing, understanding, making decisions on and communicating risk issues.
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|-
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|2.2.5|| Transformation and Innovation||The ability to analyze and plan for transformation and innovation which involves understanding the implications on two or more business functions within the organization.  This includes the design of ideas and review of new business trends and technologies to transform and improve services and capabilities.
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|-
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|2.3|| Program and Service Planning||The ability to develop, manage and implement the detailed design for the various programs delivered by the organization.
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|-
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|2.3.1|| Program and Service Definition||The ability to define the business needs for each program.
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|-
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|2.3.2||Program and Service Delivery Design||The ability to design programs and services, that is, the activities involved with all aspects of designing a program or service from writing the key performance indicators, eligibility criteria, entitlement criteria, stakeholder obligations, roles and responsibilities, approvals, service delivery mechanism, etc.  Also includes the activity of planning and organizing people, infrastructure, communication and material components related to the delivery of a Program or a service in order to improve its quality and the interaction with the stakeholders.
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|-
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|2.3.2.1||Program Planning and Design||The ability to plan, research and design an organizational or governmental program.
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|-
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|2.3.2.2||Service Planning and Design||The ability to design an organizational or governmental service including planning and organizing people, infrastructure, communication and material components of a service in order to improve its quality and the interaction between the service provider and its stakeholders. This includes activities such as user experience design and research.
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|-
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|2.3.3||Program Alignment||The ability to ensure that programs are aligned to the mandate, objectives and policies of the organization.
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|}
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|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;">Direction Setting, what we do for our business</div>
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! BCM #!! Business Domain/Capability!! Description
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|-
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|width=10%| <b>3.0</b>|| width=20% |<b>Outcomes Management</b>|| width=70% | The ability to outline how the Programs are to be measured for their effectiveness on the target group within the mandate of the organization. This includes elements such as Governance and Oversight management, Program Evaluation, Performance Management and Reporting Framework Management.
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|-
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|3.1||Governance and Oversight Management||The ability to manage the activities that oversee and protect the organization's resources.
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|-
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|3.1.1|| Governance Framework Design||The ability to design a governance framework, that is, to direct, administer and control the activities at all levels across the organization. For example: Organisation structure.
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|-
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|3.1.2||Governance Implementation||The ability to ensure that a governance framework is implemented according to approved terms across one or more organizations.
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|-
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|3.2|| Performance Management||The ability to measure the performance of the organization, its programs, functions and/or services.
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|-
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|3.2.1|| Performance Framework Design||The ability to develop a framework that will help assess the performance of the organization and/or sub-organizations.
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|-
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|3.2.2|| Performance Measurement||The ability to measure the performance of the organization and/or sub-organizations or their services.
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|-
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|3.2.3|| Service Quality Management||The ability to measure service quality and to outline the areas designated for the monitoring of delivery quality and efficiency when delivering programs and services. 
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|-
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|3.3||Reporting Framework Management||The ability to determine measurement, recognition, presentation, and disclosure of all material items. The ability to design, monitor and evaluate organizational wide reporting such as annual reports, organizational reporting requirements and strategic, tactical and operational reporting specifications.
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|-
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|3.3.1|| Reporting Framework Design||The ability to design the framework for reporting.
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|-
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|3.3.2|| Strategic, Tactical and Operational Reporting||The ability to develop, compile and deliver the required organizational reports.
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|-
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|3.3.3|| Reports Monitoring||The ability to monitor the reporting framework to ensure that it is operating as required and meeting the reporting needs of the organization and sub-organizations.  This includes the monitoring of reporting results and determining follow up requirements.
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|}
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|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;">Core, what we do for our clients</div>
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! BCM #!! Business Domain/Capability!! Description
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|-
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|width=10%| <b>4.0</b>|| width=20% |<b>Relationship Management</b>|| width=70% | The ability to manage relationships with various individuals or organizations, that is, to identify and collect information regarding stakeholders*, understand their needs, and maintain an on-going engagement for the purposes of working with or providing services to them. The capabilities in this area include management of the awareness, information and interaction with stakeholders.  It applies to individual stakeholders as well as stakeholder segments.  *Stakeholder is defined as domestic or foreign individuals, businesses, clients, users, organizations, partners, vendors, service providers, other governments, etc., who can affect or be affected by the actions, objectives and policies of the government or government unit.  Note – the focus of this capability area is ‘who’ rather than ‘what’ or ‘how’.
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|-
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|4.1||Stakeholder Awareness Management ||The ability to disseminate information designed to increase the public’s and stakeholder’s awareness of programs and services that they are potentially eligible to receive.
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|-
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|4.1.1||Channel Management||The ability to ensure the content of service delivery channels are consistent and that prospective stakeholders can obtain the same information regardless of which channel they choose to use.
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|-
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|4.1.2|| Public Outreach Management||The ability to disseminate information with the intent of making potential stakeholders aware of programs and/or services that they might be eligible for as well as what they need to do to apply for a service. This can come in the form of TV Commercial, Mail pamphlet, Marketing campaign polling, etc.
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|-
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|4.1.3|| Stakeholder Education Management||The ability to deliver information via all channels available (Click, Call, Consult - as well as mail and various media, etc.) to existing and potential stakeholders so they are informed / educated about potential services they may be eligible to receive from the organization.
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|-
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|4.2||Stakeholder Information Management||The ability to identify and collect information about stakeholders to understand their needs and to maintain an on-going engagement to build partnerships and/or provide services.
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|-
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|4.2.1|| Stakeholder Profile Management||The ability to create and manage profiles to facilitate efficient service delivery. An example of this would be the creation of a profile of individuals who live in a certain jurisdiction that due to unique circumstance (natural disaster, weather anomaly, economic event, etc.) would not be subject to penalties as a result of a late Tax Return.
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|-
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|4.2.2|| Stakeholder Assessment||The ability to identify and assess the stakeholders and the relationships that are important regarding the work being conducted or the service being offered (as a given stakeholder may hold many different types of relationships with many government organizations).
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|-
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|4.2.3|| Stakeholder Risk Assessment||The ability to determine the risks associated with working with and/or delivering services to stakeholders.  This includes all levels of risk and is not limited to major items such as fraud or identity theft but can include behavioural risk.
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|-
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|4.3|| Stakeholder Interaction Management||The ability to manage interactions with stakeholders across all channels.
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|-
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|4.3.1|| Intake Management||The ability to accept, track and manage incoming information and demands. The incoming element can vary widely, that is, it could be a comment regarding a typo on a web site, a request for a grant or for a meeting with the leader of another country. It could also come from various sources, such as another departments, an agency, another level of government, a citizen, a vendor, etc. Note that the intake includes a form of identification (low to high) as the organization needs to track the source of the information or request in order to understand the validity of the intake.
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|-
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|4.3.2|| Correspondence Management||The ability to develop, send, track, receive and forward correspondence records used for the purposes of exchanging relevant information with identified stakeholder(s).
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|-
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|4.3.3||Engagement Management||The ability to identify, track, assess need and engage initial and ongoing client service such as advice, referral, information, assistance, appointments, etc. and provide an integrated view and history of these interactions. 
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|-
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|4.3.4|| Registration and Eligibility Management||The ability to maintain information from an application into a registry that may be used for the purposes of determining whether the applicant meets eligibility criteria to be given the privileges/permissions applicable to the benefits/services.
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{|
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! BCM #!! Business Domain/Capability!! Description
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|-
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|width=10%| <b>5.0</b>|| width=20% |<b>Compliance Management</b>|| width=70% |The ability to ensure compliance to established agreements, regulations, review the financial or performance management and monitor, check and evaluate various aspects of a developed solution before, during or after Implementation. (Note: This is where it is determined if the Rules and Regulations and Program Intent are followed.)
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|-
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|5.1||Compliance and Investigation Management||The ability to administer, monitor and enforce stakeholders’ adherence to relevant laws, regulations, treaties, agreements, policies, standards, licensing or access and usage requirements that have been established by an authoritative body.
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|-
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|5.1.1|| Compliance Risk Assessment||The ability to quantify and act on the potential risk of non-compliance of a subject of interest.
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|-
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|5.1.2|| Compliance Assessment Management||The ability to evaluate, monitor and identify that the stakeholders of the organization are acting according to expectations to ensure continued eligibility for the service they are receiving.
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|-
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|5.1.3|| Investigations Management||The ability to investigate and ensure a client of a program or service is not attempting to defraud the organization.
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|}
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{|
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{|class="wikitable  sortable" style="width:100%;"
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|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;">Core, what we do for our clients</div>
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! BCM #!! Business Domain/Capability!! Description
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|-
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|width=10%| <b>6.0</b>|| width=20% |<b>Program and Service Delivery</b>|| width=70% |The ability to outline the areas designated for the delivery of the mandated programs and services of the organization and sub-organizations as applicable. These capabilities are for outward facing programs and services such as Employment Insurance, Income Tax Returns,  Labour Dispute Resolutions, International Trade, Measures, Intellectual Property, Statistical Reports, Border protection Environmental Conservation and Protection, Natural Resources Management, etc. (Note:  this is where the Program becomes operational and serves its intended recipient.)
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|-
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|6.1|| Agreements Management||The ability of the organization to negotiate, commit, implement and monitor agreements with other stakeholders.
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|-
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|6.1.1|| International Agreements Management||The ability to negotiate, commit and monitor agreements on an international level.  Can include all levels of agreements ranging from major trade agreements to import agreements.
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|-
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|6.1.2|| Legal Agreements Management||The ability to establish legal agreements with other parties on behalf of the organization.
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|-
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|6.1.3|| Negotiation Management||The ability to negotiate an agreement that is bipartisan, ending with a mutually-approved binding agreement.
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|-
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|6.1.4||Stakeholder Agreement Management||The ability to develop, track and manage agreements with stakeholders.
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|-
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|6.2||Public Safety and Defence Management||The ability to provide security or protection, either directly or indirectly, for an entity that has importance to the organization whether for political or non-political reasons, public or economic, etc. This can be in the form of security personnel assigned to protect a person of interest such as a Prime Minister and his/her residence, a foreign Diplomat, a Crown witness in a Witness Protection program or a child, and can also be in the form of restricting person(s), products, food etc. to protect our citizens or our industries.
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|-
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|6.2.1|| National Security Management||The ability to coordinate activities to protect the safety and security of our territory, our resources and our people, both at home and abroad.
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|-
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|6.2.2|| Policing and Crime Prevention Management||The ability to manage activities related to crime prevention, law enforcement, and the rehabilitation of criminals. It also provides the tools, education and support to effectively reduce, deter and prevent crime in our country, region or district and to deal with crimes that have taken place.
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|-
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|6.2.3||Defence and Combat Management||The ability to coordinate and manage defence and combat in chaotic situations, locally or abroad.
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|-
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|6.2.4|| Border and Trade Management||The ability to provide a focused border management agenda and its implementation of cross border arrangements relating to movements of goods and people. It also promotes the safety and economic well-being of our country, territory, resources and people through supporting secure and efficient management of our organizational borders.
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|-
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|6.2.5|| Response and Rescue Management||The ability to respond to incidents/occurrences, emergency and rescue situations, in addition to being able to coordinate and oversee the development, deployment and planning (strategical, tactical and operational) for such operations.
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|-
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|6.2.6||Peacekeeping Management||The ability to manage peace in and between nations or communities, locally or abroad.
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|-
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|6.3|| Health and Well-Being Management||The ability to care for people by ensuring access to medical facilities, proper care, approved medication, proper hygiene and access to approved and secure products.
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|-
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|6.3.1|| Rehabilitation Management||The ability to rehabilitate individuals who have been found guilty of legal/regulation non-compliance. This rehabilitation can be delivered through incarceration, community service or other means.
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|-
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|6.3.2|| Medical Assistance Provisioning and Management||The ability to manage, coordinate and provide medical assistance and treatments to staff or other individuals (or living organisms) in need.
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|-
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|6.4|| Dispute Resolution Management||The ability to facilitate or broker an agreement between two or more parties who could not otherwise come to an agreement themselves. This may come in the form of a mediation or a conciliation role or that of an arbitrator, which can result in a ruling that may be binding or non-binding -- depending on what the parties agree upon before seeking intervention.
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|-
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|6.4.1||Evidence Collection and Discovery Management||The ability to collect any, and all relevant information and evidence (discovery process) related to a case or file.
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|-
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|6.4.2|| Mediation and Conciliation Management||The ability to mediate or conciliate an agreement of a resolution to a dispute between two or more entities that cannot come to an amicable agreement themselves. For example, Labour Mediation.
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|-
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|6.4.3|| Arbitration Management|| The ability to hear cases from both sides of an arbitration hearing such as delivering a ruling to both parties.
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|-
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||6.4.4|| Rulings Management||The ability to manage an arbitration or legal exercise.
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|-
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|6.5|| Product and Solution Management||The ability to design, deploy and modify products and their related fees if applicable. Also includes addressing an identified need of one or more target groups; assessing the product effectiveness; and communicating and publishing information about products, including fees, forms, contacts, authority, and other pertinent information.
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|-
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|6.5.1|| Product Innovation ||The ability to generate ideas and to review new business trends and technologies to improve products, services or solutions.
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|-
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|6.5.2|| Product Development||The ability to design, develop and make products available for a variety of stakeholders. This includes the development of standards as well as patentable ideas, nutrition guides, acts or Passports (tangible and physical products in essence). See business capability 7.1.4 Information Use and Dissemination if what you are developing and sharing is not tangible.
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|-
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|6.5.3|| Production Management|| The ability to produce, to deliver and manage the unit or mass production of a given tangible product (or service).
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|-
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|6.6||Justice and Legal Management||The ability to provide justice and legal management for a jurisdiction. These activities focus on legally advocating for the people of the jurisdiction who are otherwise unable to provide legal representation as well as providing prosecution of individuals who are found to be non-compliant to the regulations (laws) of the said jurisdiction. This capability also includes the provision of unbiased rulings.
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|-
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|6.6.1|| Legal Defence Management||The ability to manage legal defence on behalf of the legal entity, individuals or entities.
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|-
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|6.6.2||Prosecution Management||The ability to prosecute, on behalf of the legal entity, individuals or entities accused of committing a crime. For example, a Crown Prosecutor.
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|-
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|6.6.3|| Legal Judgement Management||The ability to provide fair, evidence-based and constitutionally sound legal rulings based on information presented. For example, by a Supreme Court Judge, a Provincial or State Judge.
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|-
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|6.7||Authorization Management||The ability to create, manage and issue a unique identifier (e.g. a number, letter, certificate, etc.) that acts as proof of a person, place or object's status.  The ability to issue documents or records that recognizes the licence holder at legal level as having the skills to conduct business, or, transactions.  For example: Incorporating Oneself/Business, Indian Status, Diplomat Status, Temporary Foreign Worker, Weights and Measures Accreditation, Transportation, Tax-Exempt Charity, etc.
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|-
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|6.7.1|| Authorization Generation||The ability to generate a unique identifier (e.g. a number, letter, certificate, etc.) that acts as proof of a person, place or object's status.  It includes the ability to create a physical licence or accreditation document (i.e. Indian Status Card) if the program calls for it, as well as assigning the eligible entity the information needed to prove they have been recognized by the legal entity to meet the requirements in their field.
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|-
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|6.7.2|| Authorization Delivery||The ability to deliver a unique identifier (e.g. a number, letter, certificate, etc.) that acts as proof of a person, place or object's status.  Includes ensuring that the intended recipient of the Licence or Accreditation documents receives it (them) without incident.
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|-
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|6.7.3||Authorization Validation||The ability to validate the unique identifiers (e.g. a number, letter, certificate, etc.), to verify the validity and accuracy of an issued licence or accreditation to ensure the entity who is using these identifiers is in fact the entity that the organization or legal entity has on record.
 +
|-
 +
|6.8||Payment Management||The ability to control all incoming and outgoing monetary amounts, regardless of channel, to and from the organization.  The capabilities ensure all payments are accurately accounted for, and meet their specified intent.
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|-
 +
|6.8.1|| Adjustment Management||The ability to apply any adjustments that may impact the entitlement of a stakeholder of a program or service.
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|-
 +
|6.8.2|| Payment Processing||The ability to process any incoming and outgoing payments to and from the clients and consumers of the organization.
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|-
 +
|6.8.3||Reconciliation Management||The ability to reconcile accounts within a program or service where there may have been an overpayment or underpayment.
 +
|-
 +
|6.8.4|| Recovery and Collections Management||The ability to manage the recovery of monies owed to the organization in relation to penalties, overpayments and underpayments. 
 +
|-
 +
|6.9|| Public Asset Management||The ability to manage the public assets under the supervision of a organization or government, including natural resources such as minerals, lakes and trees, and geospatial assets such as radio waves and telecommunication spectrum, etc.
 +
|-
 +
|6.9.1||Environmental Advocacy Management||The ability to manage designated parks, nature reserves, wilderness areas, and wildlife sanctuaries that have particular historic, scientific or social significance. It includes the ability to monitor access restrictions and maintain public amenities as well as the ability to issue permits for commercial or recreational outdoor activities.
 +
|-
 +
|6.9.2|| Geographic and Geospatial Management||The ability to manage collective data based on geographical, navigational or locational information.
 +
|-
 +
|6.9.3||Natural Resources Management||The ability to monitor,  protect and preserve natural resources in natural environments, habitats and forms such as land, water, air, wind, energy, weather, soil; and the ability to monitor, protect and preserve natural life forms such as plants and animals in order to preserve the environmental ecosystems.
 +
|-
 +
|6.10|| Heritage and Culture Management||The ability to maintain a connection to the history of a nation by embracing and raising awareness of the historical events, dates and places as well as cultural diversity of how the nation has evolved.
 +
|-
 +
|6.10.1|| Cultural Advocacy Management||The ability to advocate the cultural rights of different groups including but not limited to elements such as traditions, knowledge, language, dress, religion.
 +
|-
 +
|6.10.2|| Heritage Preservation Management||The ability to ensure preservation of natural, indigenous, and historic sites under the supervision of the organization or government.
 +
|-
 +
|6.10.3|| Cultural Collection Management||The ability to manage the acquisition, accessibility, loan, exhibition and storage, preservation and provenance of records, documents, memorabilia, art, and other materials of national, historical, archaeological, or cultural interest.  Producing standards and guidelines for production management procedures to ensure the safety of fragile or highly valuable items.  Includes liaison with other institutions about the management of records, documents, memorabilia, art, and other materials of national, historical, archaeological, or cultural interest.
 +
|-
 +
|<span style="color: red">'''6.11'''</span>||Immigration, Refugee & Citizenship Management ||*NEW*
 +
|-
 +
|<span style="color: red">'''6.11.1'''</span>||Temporary Resident Management|| **** NEED Definition ****
 +
|-
 +
|<span style="color: red">'''6.11.2'''</span>||Permanent Resident Management || **** NEED Definition ****
 +
|-
 +
|<span style="color: red">'''6.11.3'''</span>||Citizenship and Passport Management|| **** NEED Definition ****
 +
 
 +
|}
 +
<!-- Table start -->
 +
{|
 +
{|class="wikitable  sortable" style="width:100%;"
 +
|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;">Supporting, what we do for our clients and our business</div>
 +
! BCM #!! Business Domain/Capability!! Description
 +
|-
 +
|width=10%| <b>7.0</b>|| width=20% |<b>Information Management</b>|| width=70% |The ability to manage the information that an organization collects, creates, and uses in delivering public-facing and internal programs and services. (Note: Information includes both information and data, structured and unstructured, under the control of the organization, regardless of medium or form.)
 +
|-
 +
|7.1||Information Life Cycle Management||The ability to manage the information life cycle encompasses the following: planning; collection, creation, receipt, and capture of information; its organization; its use and dissemination; its maintenance, protection and preservation; its disposition; and its evaluation.
 +
|-
 +
|7.1.1|| Information Management Planning ||The ability to develop and articulate an Information Management plan to support the delivery of organizational programs and services, and integrate information requirements into business-related development, implementation, evaluation, and reporting activities.
 +
|-
 +
|7.1.2|| Information Collection, Creation, Receipt, and Capture ||The ability to collect, create, receive, and capture information during the course of organizational programs and services, to document decisions and decision-making processes, account for and support the continuity of departmental operations, permit the reconstruction of the evolution of policies and programs, and allow for independent evaluation, audit, and review
 +
|-
 +
|7.1.3|| Information Organization||The ability to organize information according to structured sets of rules.
 +
|-
 +
|7.1.4||Information Use and Dissemination||The ability to use, transmit, disseminate, open, share to the greatest extent possible, package, and reuse information, while respecting security, privacy, confidentiality, user agreements, or licensing requirements.
 +
|-
 +
|7.1.5||Information Maintenance, Protection and Preservation||The ability to maintain information’s relevance, authenticity, and quality, to store it, to determine the information risk profile and to protect it from non-authorised access, loss or accidental destruction, and to maintain it for as long as the business needs it.
 +
|-
 +
|7.1.6|| Information Disposition||The ability to destroy, transfer or to alienate information to a third-party when its retention is no longer needed by the business.
 +
|-
 +
|7.1.7|| Information Management Evaluation||The ability to measure the progress or performance of an Information Management Program.
 +
|-
 +
|7.2||Registry Management||The ability to manage registers, official lists or directories; for example, list of electors, registry of businesses, vital events, etc.
 +
|-
 +
|7.2.1||Registry Development Management||The ability to develop and adapt spaces to store captured information in a format that is applicable and that can be reused and leveraged many years from now.
 +
|-
 +
|7.2.2|| Registry Verification Management||The ability to verify and validate that the information within the registry is accurate.
 +
|-
 +
|7.2.3|| Registry Maintenance Management||The ability to maintain the registry to reduce errors such as invalid entries, missing file references or broken links or consider updating the registry format to ensure its reusability.
 +
|-
 +
|7.3|| Research and Knowledge Management||The ability to gather and derive knowledge from data and information, analyze it, and leverage it to support business decision making.
 +
|-
 +
|7.3.1|| Knowledge Management||The ability to capture, to develop, to share and to effectively use organizational knowledge.  The ability to create knowledge after the information has been obtained, and to establish a set of logical connections among pieces of information.
 +
|-
 +
|7.3.2|| Research Management||The ability to conduct the research and analysis in a given subject area in search of discovering new knowledge.
 +
|-
 +
|7.3.3|| Survey Management||The ability to conduct and manage surveys for research and knowledge discovery.
 +
|-
 +
|7.3.4||Intelligence Management||The ability to analyze sensitive information using subtle and less obvious methods to identify and uncover patterns, plans, activities, secrets and other details that could potentially pose threats, risks or compromise security (personal, national, international or other) or aid the government in a tactical or strategic way (while confirming to all applicable laws and regulations).
 +
|-
 +
|7.3.5|| Analytics Management||The ability to analyze information to identify patterns, recognize trends or to extract insights.
 +
 
 +
|}
 +
 
 +
<!-- Table start -->
 +
{|
 +
{|class="wikitable  sortable" style="width:100%;"
 +
|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;">Supporting, what we do for our clients and our business</div>
 +
! BCM #!! Business Domain/Capability!! Description
 +
|-
 +
|width=10%| <b>8.0</b>|| width=20% |<b>Government Resources Management</b>|| width=70% |The ability to manage the physical assets of the organization including Acquisition, Finances, Human Resources, Materiel and Real Property and Technology. (It is important to note the difference between Enterprise level planning of an activity such as Finance (establishing budgets…), which are focused on setting direction while internal operational management of those same activities (such as day to day spending, reporting on budget usage, etc.) are done under this section. )
 +
|-
 +
|8.1|| Acquisition Management||The ability to manage acquisition, administration and retirement of economic resources provided by suppliers and vendors.
 +
|-
 +
|8.1.1||Bargaining||The ability to negotiate prices and get the best quality outcomes from available resources or products.
 +
|-
 +
|8.1.2|| Sourcing and  Procurement ||The ability to identify, to assess and to develop sourcing and procurement needs and options, and to maintain and manage those sourcing and procurement arrangements.
 +
|-
 +
|8.1.3|| Vendor ||The ability to find, to build, to maintain and to leverage supplier relationships to optimise business outcomes.
 +
|-
 +
|8.2|| Financial Management||The ability to ensure the prudent use and stewardship of allocated financial resources in an effective, efficient and economic manner. Activities include planning, budgeting, accounting, costing, reporting, control and oversight, analysis, decision support and advice, and financial systems.
 +
|-
 +
|8.2.1|| Financial Planning and Budgeting|| The ability to forecast financial requirements to support achieving objectives.
 +
|-
 +
|8.2.2|| Accounting ||The ability to establish processes, procedures and authorities for the government or department or organization in order to track the movement of funds.
 +
|-
 +
|8.2.3|| Costing and Funding ||The ability to manage and effectively distribute allocated funds.
 +
|-
 +
|8.2.4||Financial Analysis and Evaluation ||The ability to analyze financial data as well as to generate and evaluate financial reports.
 +
|-
 +
|<span style="color: red">''8.3''</span>|| Human Resource Management||The ability to support prudent use and effective management of Human Resources within an organization, institution or legal entity.
 +
|-
 +
|<span style="color: red">'' <b>** NOTE **</b> ''</span> || <span style="color: red">'' <b>All the sub-sections of 8.3 have been modified</b> ''</span>|| <span style="color: red">'' <b>SUBJECT TO FURTHER CHANGES</b> ''</span>
 +
|-
 +
|8.3.1||HR Core||
 +
|-
 +
|8.3.1.1 || Personnel Information Management||Capture and manage employee setup and management of employee data.
 +
|-
 +
|8.3.1.2|| Personnel Actions||Capture and manage disciplinary action, termination etc.,
 +
|-
 +
|8.3.1.3|| Position Management||Manage the relationship between positions, the organizational structure and budget control/funding for positions etc.,
 +
|-
 +
|8.3.1.4|| Classification||Manage position relativity and classification decisions
 +
|-
 +
|8.3.1.5|| HR Planning & Strategy|| Identify current and future human resources needs for the organization to achieve its goals
 +
|-
 +
|8.3.2||  Program/Risk  Management ||
 +
|-
 +
|8.3.2.1|| Employment Equity||Capture, screen, assess, remediate an/or escalate complaints
 +
|-
 +
|8.3.2.2|| Health & Wellness||Track participation and completion of related programs
 +
|-
 +
|8.3.2.3|| Safety Management||Manage policies, objectives, plans, procedures and responsibilities
 +
|-
 +
|8.3.2.4|| Recognition||Track and recognize employees including milestones/anniversaries
 +
|-
 +
|8.3.2.5|| Illness & Injury Management||Track illnesses and/or injuries
 +
|-
 +
|8.3.3 ||Employee &  Labour Relations||
 +
|-
 +
|8.3.3.1|| Agreement Support||Support the negotiation processes by providing guidance and research to manage the relationship between the organization and its  unions.
 +
|-
 +
|8.3.3.2|| Compliance Mgmt. & Guidance Mgmt. || Measure and track compliance to collective agreements and provide guidance on how to interpret policy, collective agreements, etc.
 +
|-
 +
|8.3.3.3|| Grievance Management||Capture formal complaints and related outcomes
 +
|-
 +
|8.3.3.4 || Discipline Management||Identify and track disciplinary actions assigned to the employee
 +
|-
 +
|8.3.4|| Compensation  Management||
 +
|-
 +
|8.3.4.1|| Compensation Planning||Determine budget, review salary, perform market analysis, administer salary
 +
|-
 +
|8.3.4.2|| Benefits Management||Enroll, administer and process benefits including include health, disability and life insurance
 +
|-
 +
|8.3.4.3|| Pension Management||Enroll and administer pension
 +
|-
 +
|8.3.5|| Payroll||Payroll provides gross-to-net processing for employees
 +
|-
 +
|8.3.5.1|| Payroll Structure & Periods||Manage the frequency of pay periods and the pay dates for positions
 +
|-
 +
|8.3.5.2|| Earnings & Deductions||Set up and manage earning codes, earning code groups, taxes, tax regions, tax codes, and tax groups
 +
|-
 +
|8.3.5.3|| Leave Mgt. ||Process and approve requests for leave
 +
|-
 +
|8.3.5.4 ||Retroactive Pay||Administer backdated pay to employees
 +
|-
 +
|8.3.5.5|| Workers Comp Payments||Administer wage replacement and medical benefits to employees injured in the course of employment
 +
|-
 +
|8.3.5.6|| Record of Employment (ROE) ||Generate and distribute ROE
 +
|-
 +
|8.3.5.7|| Process Payroll||Generate earnings for employees, issue worker payments, post payroll distributions
 +
|-
 +
|8.3.5.8|| Year End Processing ||Generate and distribute year end documentation
 +
|-
 +
|8.3.6 || Talent Mgmt. ||
 +
|-
 +
|8.3.6.1|| Qualifications Management||Capture and track employee skills, competencies, certifications etc.,
 +
|-
 +
|8.3.6.2|| Learning Management||Capture and track employee training, course enrollment, course creation and delivery
 +
|-
 +
|8.3.6.3|| Succession Management||Plan for attrition for top-level talent
 +
|-
 +
|8.3.6.4|| Performance Management||Set goals and objectives, conduct performance reviews, self/manager appraisals, track metrics against organizational goals and  mission statement, and individual development plan
 +
|-
 +
|8.3.6.5|| Official Languages||Capture and track employee training, course enrollment, certification etc.
 +
|-
 +
|8.3.7 || Recruitment||
 +
|-
 +
|8.3.7.1||Request to Fill||Request a new position, fill a vacant position or reallocate/promote a current employee
 +
|-
 +
|8.3.7.2|| Recruiting||Develop employee job ads, interview, screen and select high-quality and productive employees
 +
|-
 +
|8.3.7.3|| Applicant Tracking||Track and process an applicant
 +
|-
 +
|8.3.7.4|| Hiring||Manage offers, documents and strategic hiring
 +
|-
 +
|8.3.7.5|| On-boarding / Offboarding||Setup an employee, assign assets, complete employee checklist. / Return assets, complete required paperwork and exit survey.
 +
|-
 +
|8.3.8|| Work Force  Management ||
 +
|-
 +
|8.3.8.1|| Workforce Planning/Forecasting||Align the needs of the organization with those of its workforce to meet its legislative, regulatory, service/production requirements and  organizational objectives.
 +
|-
 +
|8.3.8.2||  Workforce Scheduling||Develop schedules that align to staffing needs to budget, available skills and demand
 +
|-
 +
|8.3.8.3|| Leave Management||Manage employee absences including sick days, maternity, short term leave, long term disability etc.,
 +
|-
 +
|8.3.8.4|| Time & Attendance||Capture and monitor employee time and attendance, labour tracking, and data collection
 +
|-
 +
|8.3.9|| HR Service  Delivery ||
 +
|-
 +
|8.3.9.1|| Employee/ Manager Policy & Procedure Guidance ||Provide HR services and guidance to employees and/or managers on how to interpret HR policy
 +
|-
 +
|8.3.9.2|| HR Knowledgebase||Collect and publish policies or benefits
 +
|-
 +
|8.3.9.3|| Case Management||Administer intake, perform needs assessment, service planning and evaluation
 +
|-
 +
|8.3.9.4|| Employee / Manager Self Service||Manage personnel related data elements. / View assigned personnel data and/or add/change data.
 +
|-
 +
|8.3.9.5|| HR Reporting & Analytics||Report on employee/employment statistics including status of actions to be completed
 +
|-
 +
|8.4|| Materiel, Real Property and Asset Management||The ability to manage facilities, material, Real Property and assets in a sustainable and financially responsible manner that supports the cost-effective and efficient delivery of programs. This includes the ability to manage and maintain the operation of the enterprise’s buildings, grounds and other physical facilities as well as other major infrastructure items such as buildings or dams.
 +
|-
 +
|8.4.1|| Facilities Management||The ability to manage buildings and find accommodation for the employees of the organization, through the acquisition or leasing of office space. These activities are often conducted by a centralized body, it also includes all forms of building and precinct management along with assessing and maintaining building safety (air quality, asbestos, …)
 +
|-
 +
|8.4.2|| Real Property and Asset Management||The ability to effectively and efficiently manage all Real Property and other types of moveable assets, excluding money or records but including material(s), acquired by the organization. Movable assets are tangible and include a broad range of goods.  For example:  Equipment (office, information technology, telecommunications, scientific), larger goods (air conditioners or diesel generators).
 +
|-
 +
|8.4.3|| Fleet Management||The ability to acquire (either by purchase, lease, or charter), use, maintain, repair, transfer, and dispose of vehicles or transport related assets. Vehicles are any means of conveyance owned or used by the organization to transport people or items, including road, all-terrain, construction, off-road, air and water vehicles. Other fleet assets include aircrafts, boats, buses, etc.
 +
|-
 +
|8.4.4|| Seized Goods Management||The ability to manage, retain, dispose of seized goods upon the arrest of a person for the crimes of production or possession of such goods.
 +
|-
 +
|8.4.5|| Animal Husbandry Management||The ability to oversee the management of animals under the care of the organization or institution, such as dogs and horses for policing activities and farm animals such as those managed at the Central Experimental Farm.
 +
|-
 +
|8.5|| Technology Management||The ability to administer, architect, plan and operate technology services and solutions for the departments and agencies within the organisation. For some institutions, this capability is sometimes provided by centralized organization. The level, type of activities and services also vary from organization to organization.
 +
|-
 +
|8.5.1|| Infrastructure Management||The ability to manage the workload and operation of physical or virtual IT assets while minimising the likelihood and consequences of disruption to normal service operations, including the recovery of business services and applications following disastrous events or disruptions.
 +
|-
 +
|8.5.2|| IT Architecture Management||The ability to design and architect the IT components (hardware, software, cloud, networking or other IT facet) in an efficient and effective manner that will best support the organization. IT architecture refers to software applications, application programming, technologies and technology architecture, IT security architecture and network topologies and much more.
 +
|-
 +
|8.5.3|| IT Solution Management||The ability to design, to develop, to validate, to deploy or to secure IT solutions (hardware and/or software solutions), including the maintenance and life-cycle management of such solutions.
 +
|-
 +
|8.6|| Work Management||The ability to manage, assess, devise and subdivide work.
 +
|-
 +
|8.6.1|| Workflow Management||The ability to distribute, assign, coordinate, sequence and monitor the work items involved with service delivery.  This includes the ability to detect key business events/triggers that may occur at any time and organize the proper response as well as to track/trace a piece work from identification to completion.
 +
|-
 +
|8.6.2|| Workload Management||The ability to forecast, assess and prioritize the work items involved with service delivery.  This includes assessing the complexity of the work and to identify/select work based on a set of criteria (assume criteria includes relationships between work).
 +
 
 +
|}
 +
 
 +
<!-- Table start -->
 +
{|
 +
{|class="wikitable  sortable" style="width:100%;"
 +
|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;">Supporting, what we do for our clients and our business</div>
 +
! BCM #!! Business Domain/Capability!! Description
 +
|-
 +
|width=10%| <b>9.0</b>|| width=20% |<b>Corporate Management</b>|| width=70% |Capabilities dedicated to managing the activities that oversee and protect the organization’s resources as well as its business continuity in the event of a disruption.
 +
|-
 +
|9.1|| Security Management||The ability to take measures to ensure the security of the organization, its materiel, assets, resources and people.  This includes both Physical and Information technology security.
 +
|-
 +
|9.1.1||Screening and Assessment Management||The ability to screen and assess people, equipment, networks, regarding risks, to ensure that the authority and/or permission to access the organization’s assets is managed effectively.  This includes the evaluations for the access to buildings, networks, information and assets, and includes the validating the transferability of screening between organizations.
 +
|-
 +
|9.1.2||Identity and Access Management||The ability to recognize the identification of a person or system and ensure that only screened resources (people, external systems …) get access to the organization’s resources and assets. Access levels may also apply.
 +
|-
 +
|<span style="color: red">'''9.1.2.1'''</span>||Credential Management <span style="color: red">'''*NEW*'''</span>||The ability manage (issue, update and revoke/deactivate) digital credentials and the associated token/authenticator.
 +
|-
 +
|9.1.3|| Security Monitoring and Management||The ability to monitor the security of buildings, assets, networks, information and people.  This includes operational monitoring as well as planning for the approach to monitoring and assessing actual results.  It also includes reporting on threats and vulnerabilities, identifying exploitable weaknesses, detecting intrusions, recovering from attacks and preventing future attacks.
 +
|-
 +
|9.2|| Communications Management||The ability to plan, to implement, to monitor and to revise of all the communications from or within the department. It also includes the organization and dissemination of new communication directives connected with an organization.
 +
|-
 +
|9.2.1||Corporate Communications Management||The ability to plan and manage internal and external communications.
 +
|-
 +
|9.2.2|| Public Affairs Management ||The ability to ensure that communications are effectively managed, well-coordinated and responsive to the diverse information needs of the public. These activities ensure that the public receives government information and that the views and concerns of the public are taken into account in the planning, management and evaluation of policies, programs, services and initiatives as well as manage public opinion of the government on the whole or directed at specific target groups.
 +
|-
 +
|9.2.3||Marketing Management||The ability to track and review the organisations marketing resources and activities.
 +
|-
 +
|9.2.4|| Brand Management||The ability to maintain, to improve and to uphold a brand so that the name is associated with positive results.  All the activities related to supervising the promotion of a particular brand of goods
 +
|-
 +
|9.2.5|| Linguistic Management||The ability to translate existing or live material in other languages or language forms. Translations could also include the translation to and from other types of languages such as indigenous, braille and sign-language. This includes Terminology management, interpretation management (sign language), standardization and translation management.
 +
|-
 +
|9.3|| Business Transformation  Management||The ability to manage change portfolios, programs and projects ensuring structured methods and processes are used to deliver business and project objectives. Includes the activities of Change Management, Portfolio Management, Program Management and Project Management.
 +
|-
 +
|9.3.1|| Change Design Management||The ability to take the organization's strategies and plans and turn them into detailed specifications or requirements of services to be delivered or developed.
 +
|-
 +
|9.3.2||Change Implementation Management||The ability to manage change portfolios and projects to ensure structured methods and processes are used to deliver business and project objectives.
 +
|-
 +
|9.3.3|| Change Monitoring Management||The ability to ensure that all the changes across the organization are monitored. This avoids gaps, overlaps, and duplication, and improves line of sight across the efficiency and effectiveness of change.
 +
|-
 +
|9.3.4|| Project Management||The ability to manage the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics.
 +
|-
 +
|9.4|| Business Disruption Management||The ability to maintain critical business services for stakeholders in the event of a significant outage.  For example:  natural disasters, system failures and other major disruptions.  This capability applies to large scale planning not day to day maintenance of operations.
 +
|-
 +
|9.4.1|| Incident Management||The ability to react and deal with unexpected events. Events could be positive or negative, have security, physical or mental health impacts and they can have a large or small effects on the resources of the organization. They include such things as virtual or physical threats by individuals, systems or nature, IT viruses, power outages, an employee accident, a water leakage, and much more.
 +
|-
 +
|9.4.2|| Business Continuity Management||The ability to involve measures to ensure that the delivery of services can continue in an emergency situation.
 +
|-
 +
|9.4.3|| Disaster Recovery Management||The ability to manage the preparation of responses to major or catastrophic disruption of service delivery.
 +
|-
 +
|9.4.4|| Emergency Operations Management||The ability to support operations during an emergency situation. For example a major weather event, major power outage, etc.
 +
|-
 +
|9.5||Legal Management||The ability to provide legal representation in each sub-organisations to provide advice and guidance within program delivery and legislation assessment as well as to represent the legal interests of the department or agency on behalf of the organization.
 +
|-
 +
|9.5.1|| Legal Advice Management||The ability to provide legal services to the organization. This includes interpreting and providing civil and constitutional legal advice, and representing all sub-organizations and related agencies regarding legal matters, the drawing up of legal agreements and the handling of legal actions and disputes.
 +
|-
 +
|9.5.2|| Legal Support Management||The ability to conduct the organization's legal cases through the legal system.
 +
|-
 +
|9.6|| Audit Management||The ability to verify assurance of the financial and operational controls to manage risk, promote sound business practices and meet statutory obligations.  For example: Ensuring that service delivery is consistent and reliable, the accurate and reliable production of information, independent and objective reviews and advice, etc.
 +
|-
 +
|9.6.1|| Audit Evaluation Management||The ability to monitor an audit throughout the lifecycle of the audit as well as the evaluation of an audit after the fact.
 +
|-
 +
|9.6.2|| Internal Audit Management||The ability to execute, coordinate, track and manage audits. This includes identifying, evaluating and managing all relevant risks to the enterprise.
 +
|-
 +
|9.6.3|| Program and Service Audit Management||The ability to ensure that program and service delivery is consistent and reliable including the accurate and reliable production of information, independent and objective reviews and advice, etc.
 +
|-
 +
|9.7|| Event Management||The ability to develop programs to support events, summits, elections, exhibitions and conferences. The ability could encompass full planning and implementation or providing financial assistance and advice on planning and marketing strategies to 3rd parties.
 +
|-
 +
|9.7.1|| Event Planning Management ||The ability to plan and manage events including capabilities such as Workforce Logistics, Event Location Management, Event Material Management and Support, and Complaint Services Management.  These capabilities could apply to events such as Large staff meetings, celebrations, the opening of a new museum, General Elections and G7 Summits.
 +
|-
 +
|9.7.2|| Event Support Management||The ability  to provide support to the various stakeholders involved in the conduct of an event such as Help Desk activities, provisions of Information Kiosks and provision of targeted training to event workers.
 +
|-
 +
|9.7.3|| Event Implementation Management||The ability to launch, conduct and complete an event. These capabilities could include Event initiation Management, Event Monitoring Management, Event Worker Management, Event Result Management, and Event Close-out Management.
 +
|-
 +
|9.7.4||Event Evaluation Management||The ability to evaluate events and make recommendations for future event planning.  These capabilities could include Post-event Assessment Management, Results Management, Results Communication and Publication, and Complaints Resolution Management.
 
|}
 
|}
  
 
@fr|
 
@fr|
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Le concept de capacité métier est une vue descendante d'une organisation. C'est un élément clé et souvent la première étape d'une discipline d'architecture d'entreprise. Cela nous donne une façon différente de regarder les principales composantes de nos organisations à l'aide d'un cadre partagé qui relie les programmes et les services. Cette technique nous aide à identifier les points communs par rapport aux activités très différentes ou uniques. Avec cette compréhension, nous pouvons travailler à une entreprise plus cohérente.
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Les tableaux ci-dessous reflètent le [https://gcconnex.gc.ca/file/view/50303101/gcbcm-gcmca-v2-visualmodel-20190617-fr-pdf?language=en GC BCM v2.0 Model] avec les mises à jour proposées (qui sont signalées et considérées en cours de construction). Une demande au CEAI GC sera faite pour approuver l'adoption formelle des mises à jour du modèle.
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[[File:GC BCM v2.0.jpg|center|thumb|GC BCM 2.0 Model|upright=3.5]]
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{|
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|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;"> Réglage de la direction, ce que nous faisons pour notre entreprise</div>
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! BCM #!! Business Domain/Capability!! Description
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|width=10%| <b>1.0</b>|| width=20% |<b> Gestion des lois, règlements et politiques </b>|| width=70% | Capacité à gérer les politiques, les règlements et les lois afin d’établir l’orientation et le cadre d’opération du gouvernement du Canada et à offrir aux ministères et organismes les bases générales à mettre en œuvre afin d’aider le gouvernement et ses sous-organisations à progresser vers ses objectifs.
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|1.1||Gestion des lois||Capacité à formuler, élaborer, évaluer et gérer la législation par le biais d'un processus législatif ou d'autres organismes directeurs. Normalement, la législation est utilisée pour réglementer, autoriser, interdire, sanctionner, accorder, allouer, déclarer ou restreindre certains aspects ou éléments afin d’atteindre certains résultats.
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|1.1.1||Élaboration des lois||Capacité d’élaborer des lois, soit les rédiger, les examiner, les recommander et les élaborer aux fins d’approbation.
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|1.1.2|| Mise en œuvre des lois ||Capacité à veiller à ce que les lois approuvées soient mises en œuvre (incluant la planification, l’orchestration, etc.)
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|1.1.3|| Évaluation des lois||Capacité à observer, analyser et surveiller les lois mises en œuvre et à évaluer si les lois existantes nécessitent une révision.
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|1.2|| Gestion des règlements||Capacité d’élaborer des règlements, de les rédiger, de les examiner, de les recommander et de les élaborer aux fins d’approbation.
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|1.2.1||Développement et livraison des règlements||Capacité à formuler, élaborer, planifier, coordonner, mettre en œuvre et implanter des réglementations auxquelles les individus ou les entités devront se conformer.
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|1.2.2|| Surveillance des règlements||Capacité à observer, analyser, évaluer et rendre compte de l'efficacité des lois et des réglementations et à déterminer si des modifications sont nécessaires. Reportez-vous à la section 5.1 Gestion de la conformité pour savoir comment appliquer et garantir le respect des lois et des réglementations.
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|1.3|| Gestion des politiques||Capacité d'élaborer, d'évaluer, de gérer et de réviser des politiques qui rendent la législation opérationnelle ou formalisent les principes de base et les directives associées. Les politiques sont normalement formulées et appliquées par l'organe directeur d'une organisation afin de diriger et de limiter ses actions dans la poursuite d'objectifs à long terme.
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|1.3.1|| Examen des lois||Capacité à réviser, à examiner et à évaluer les lois dans le but de déterminer si elles doivent être adaptées et comment elles doivent être mises en œuvre par l’entremise des politiques et des programmes.
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|1.3.2|| Élaboration de politiques||Capacité à rédiger, à examiner, à réviser, à élaborer, à mettre au point, à mettre en œuvre et à surveiller les politiques pour s’assurer qu’elles sont appliquées de façon efficace et pour fournir des directives et des explications au sujet des politiques.
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|1.3.3|| Évaluation et orientation des politiques||Capacité à évaluer les politiques, leur efficacité et la façon dont elles doivent être mises en œuvre au moyen des lois et des programmes.
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|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;"> Réglage de la direction, ce que nous faisons pour notre entreprise</div>
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! BCM #!! Business Domain/Capability!! Description
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|width=10%| <b>2.0</b>|| width=20% |<b> Planification d’entreprise </b>|| width=70% | La capacité d'effectuer une planification horizontale pour l'ensemble de l’entreprise, de l'organisation ou de l’unité d’affaires dans le but de s'acquitter de ses mandats d'un point de vue stratégique. Cela comprend des activités telles que la planification stratégique, la planification financière, la planification de la prestation de programmes et de services ainsi que la planification intégrée. Normalement, une planification inclue plusieurs sous-groupes ou niveaux de l'organisation.
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|2.1||Planification financière||La capacité de déterminer, développer et décrire comment une organisation prévoit respecter son mandat et ses priorités par le biais d'activités et d'allocations, en fonction des ressources dont elle dispose ou des ressources dont elle a besoin dans des délais appropriés.
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|2.1.1|| Planification budgétaire||La capacité de déterminer et d'élaborer un budget pour l'organisation. Cette capacité comprend la sollicitation de sous-organisations, la compréhension des priorités actuelles, des sources de financement et des plans d’allocation. |-
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|2.1.2|| Planification stratégique des investissements||La capacité de planifier les investissements et les allocations en fonction des priorités (actuelles et futures) de l'organisation tout en tenant compte des nombreux éléments de l'écosystème dans lequel l'organisation opère et qui pourrait avoir une incidence sur les investissements et les allocations prévus.
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|2.1.3|| Gestion du Trésor||La capacité de gérer les dettes, les investissements, les liquidités, la petite caisse, les réserves financières et le cadre d'emprunt de l'organisation ou de l’unité d’affaire.
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|2.1.4|| Gestion budgétaire||La capacité de gérer l'allocation budgétaire au sein de l'organisation, et des mises à jour du budget, tout au long du déroulement des opérations sur une période donnée. Elle comprend l’établissement des principaux points d’évaluation, les mesures prises pour assurer la mise en œuvre des plans et des processus nécessaires à la gestion budgétaire ainsi que la réévaluation et l’ajustement des budgets au besoin.
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|2.2|| Planification intégrée||Capacité à planifier de manière stratégique au sein d’une entreprise ou d’une entité afin de maximiser la valeur tout en minimisant les risques et en optimisant les résultats.
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|2.2.1|| Gestion de l’analyse de l’environnement||Capacité à déterminer, à rechercher, à surveiller et à cerner les événements, les attitudes, les indicateurs dans de multiples secteurs qui peuvent avoir une incidence sur l’orientation stratégique ou opérationnelle, les risques, les résultats et les objectifs.
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|2.2.2|| Architecture d’entreprise||La capacité de documenter, de gérer et de recommander de quelle manière les ressources de l'organisation peuvent être intégrées et interconnectées de manière optimale pour atteindre les objectifs actuels et futurs. Normalement, ceci inclut les perspectives de l'architecture d'entreprise, de l'architecture de l'information, de l'architecture des applications, de la technologie et de la sécurité. Toutes les organisations sont façonnées d'une manière ou d'une autre, plusieurs sont structurées par l'expérience, mais seulement certaines organisations ont des détails concrets sur la manière dont elles sont organisées « architectuellement » pour (bien ou mal) fonctionner.
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|2.2.3|| Gestion de portefeuilles||Capacité à gérer un portefeuille d’intervenants, d’applications, de services internes, de projets internes, etc.
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|2.2.4|| Évaluation stratégique des risques||La capacité d’évaluation stratégique des risques consiste à déterminer et à évaluer les risques qui pourraient avoir une incidence sur les activités de l’organisation ou une unité d’affaires dans l’atteinte de ses objectifs ou résultats stratégiques. Elle englobe la planification, la détermination, l’évaluation, la compréhension, la communication et la prise de décision à l’égard des risques.
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|2.2.5||Transformation et innovation||Capacité à analyser et à planifier la transformation et l’innovation à l’échelle de l’entreprise ou de l’unité d’affaire. Elle englobe la conception d’idées et l’examen des nouvelles tendances commerciales et des technologies pour transformer et améliorer les services et les capacités.
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|2.3|| Planification des programmes et des services||Ces capacités sont conçues pour élaborer, gérer et mettre en œuvre la conception détaillée pour les différents programmes offerts par l’unité ou l’organisation.
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|2.3.1||Définitions des programmes et des services||Capacité à définir les exigences opérationnelles de chaque programme.
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|2.3.2|| Conception des programmes et de la prestation de services||Capacité à concevoir des programmes et des services, c’est-à-dire les activités touchant tous les aspects de la conception d’un programme ou d’un service comme la rédaction des principaux indicateurs de rendement, des critères d’admissibilité, des obligations des intervenants, des rôles et des responsabilités, des approbations, du mécanisme de prestation de services, etc. Elle comprend aussi l’activité consistant à planifier et à structurer les ressources humaines, l’infrastructure, les communications et les composantes matérielles liées à la prestation d’un programme ou d’un service afin d’en améliorer la qualité et d’améliorer les échanges avec les intervenants.
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|2.3.3|| Harmonisation des programmes||Capacité à harmoniser les programmes, c’est-à-dire à s’assurer que le programme s’harmonise avec le mandat, les objectifs et les politiques de l’organisation.
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|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;"> Réglage de la direction, ce que nous faisons pour notre entreprise</div>
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! BCM #!! Business Domain/Capability!! Description
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|width=10%| <b>3.0</b>|| width=20% |<b> Gestion des résultats </b>|| width=70% | Capacité à décrire comment les programmes doivent être mesurés quant à leur efficacité à l’égard du groupe ciblé par leur mandat. Elle comprend la gestion de la gouvernance et de la surveillance, l’évaluation des programmes, la gestion du rendement et la gestion du cadre d’établissement de rapports.
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|3.1||Gestion de la gouvernance et de la surveillance||Capacité à gérer les activités de gouvernance et de surveillance qui visent à superviser et à protéger les ressources de l’organisation.
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|3.1.1|| Conception du cadre de gouvernance||Capacité à concevoir un cadre de gouvernance, c’est-à-dire diriger, administrer et contrôler les activités à tous les niveaux de l’organisation. Par exemple, la structure de l’organisation.
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|3.1.2|| Mise en œuvre de la gouvernance||Capacité à s’assurer que le cadre de gouvernance est mis en œuvre uniformément dans l’ensemble de l’organisation.
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|3.2|| Gestion du rendement||Capacité à mesurer le rendement des organisation ainsi que des programmes et des services de cette dernière.
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|3.2.1||Conception du cadre de rendement||Capacité à concevoir un cadre qui permettra d’évaluer le rendement des unités d’affaires et/ou des organisations.
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|3.2.2||Mesure du rendement||Capacité à mesurer le rendement de l’organisations, de ses sous-unités et/ou de ses services. 
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|3.2.3|| Gestion de la qualité du service||Capacité à mesure la qualité du service et à présenter les secteurs affectés à la surveillance de la qualité et de l’efficacité de la prestation des programmes et des services. 
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|3.3|| Gestion du cadre d’établissement de rapports||Capacité à déterminer la mesure, la reconnaissance, la présentation et la divulgation de tous les éléments matériels. Capacité à concevoir, à surveiller et à évaluer les rapports sur l’ensemble de l’organisation, tels que les rapports annuels, les exigences du cadre d’établissement de rapports et les précisions en matière de rapports stratégiques, tactiques et opérationnels.
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|3.3.1|| Conception du cadre d’établissement de rapports||Capacité à concevoir le cadre d’établissement de rapports.
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|3.3.2||Rapports stratégiques, tactiques et opérationnels||Capacité à élaborer et à présenter les rapports nécessaires.
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|3.3.3|| Surveillance des rapports||Capacité à surveiller le cadre d’établissement de rapports pour s’assurer qu’il fonctionne adéquatement et qu’il respecte les besoins organisationnels en matière d’établissement de rapports. Elle englobe la surveillance et la production de rapports sur les résultats ainsi que l’établissement des exigences en matière de suivi.
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|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;"> Compétence de base, ce que nous faisons pour nos clients</div>
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! BCM #!! Business Domain/Capability!! Description
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|width=10%| <b>4.0</b>|| width=20% |<b> Gestion des relations </b>|| width=70% | Capacité à gérer les relations avec une variété de personnes et d’organisations, c’est-à-dire à répertorier et à recueillir de l’information concernant les intervenants, à comprendre leurs besoins et à maintenir des liens continus avec ceux-ci dans le but de collaborer ou de leur fournir des services.
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*On entend par intervenant une organisation, une personne, une entreprise, un client, un utilisateur, un partenaire, un fournisseur de service, un autre gouvernement, etc., étranger ou canadien, qui peut influencer les gestes, objectifs et politiques du gouvernement du Canada ou être influencé par ceux-ci. Toute personne avec qui une organisation du gouvernement du Canada a besoin d’établir et de maintenir une relation ou à qui elle doit offrir des services, entre dans la portée de cette capacité. 
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Nota – Les capacités à cet égard sont axées sur la question de savoir « qui », et non « quoi » ou « comment ».
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|4.1|| Gestion de la sensibilisation des intervenants||Capacité à diffuser l’information conçue pour accroître la sensibilisation du public et des intervenants aux programmes et services auxquels ils pourraient avoir droit.
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|4.1.1|| Gestion des modes de prestation de services||Capacité à s’assurer que le contenu des modes de prestation de services est cohérent et que les intervenants éventuels peuvent obtenir les mêmes renseignements, peu importe le mode qu’ils choisissent d’utiliser.
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|4.1.2||Gestion de la sensibilisation du public|| Capacité à diffuser les renseignements avec l’intention d’informer les intervenants éventuels des programmes et des services auxquels ils peuvent être admissibles, et des directives pour présenter une demande de service, ce qui peut prendre la forme d’un message publicitaire télévisé, d’une brochure par la poste, d’un sondage dans le cadre d’une campagne de marketing, etc.
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|4.1.3|| Gestion de l’éducation des intervenants||Capacité à fournir des renseignements par l’entremise de tous les modes possibles (cliquer, appeler, consulter – ainsi que la poste et divers médias, etc.) pour les intervenants existants et éventuels, de sorte qu’ils sont informés concernant les services qu’ils peuvent être en droit de recevoir de l’organisation.
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|4.2|| Gestion des renseignements sur les intervenants||Capacité à répertorier et à recueillir des renseignements sur les intervenants afin de comprendre leurs besoins et d’entretenir des liens continus avec eux pour établir des partenariats ou fournir des services.
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|4.2.1|| Gestion des profils des intervenants||Capacité à créer et à gérer les profils pour faciliter une prestation efficace de services. À titre d’exemple, mentionnons la création d’un profil d’une personne qui vit dans un endroit donné en raison de circonstances uniques (catastrophe naturelle, anomalie météorologique, événement économique, etc.) et qui ne serait pas assujettie à des sanctions en raison d’une déclaration de revenus en retard.
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|4.2.2|| Évaluation des intervenants||Capacité à reconnaître et à évaluer les relations et les intervenants qui sont importants en fonction des travaux effectués ou des services offerts (car un intervenant donné peut entretenir différents genres de relations avec une organisation ou un ministère donné).
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|4.2.3|| Évaluation des risques liés aux intervenants||Capacité à déterminer les risques associés à la collaboration avec des intervenants ou à la prestation de services à ces derniers. Elle englobe tous les niveaux de risque et ne se limite pas aux risques majeurs, comme la fraude ou le vol d’identité; elle peut aussi comprendre les risques liés aux comportements. 
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|4.3|| Gestion des échanges avec les intervenants||Capacité à gérer les échanges avec les intervenants quel que soit le mode de prestation de service choisi.
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|4.3.1|| Réception des demandes||Capacité à recevoir des demandes initiales ou des demandes de renseignements sur un service et à fournir un service ou un service d’aiguillage au secteur approprié responsable de la demande de renseignements sur un service.
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|4.3.2|| Gestion de la correspondance||Capacité à élaborer, à envoyer, à recevoir, à classer, à stocker, à récupérer et à éliminer les fichiers de correspondance utilisés et à en faire le suivi pour échanger des renseignements pertinents avec les intervenants concernés.
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|4.3.3||Gestion de la mobilisation||Capacité à identifier, à suivre, à évaluer le besoin et à fournir un service initial et continu à la clientèle, comme des conseils, un aiguillage au secteur approprié, des renseignements, de l’aide, des rendez-vous, etc. et à fournir un aperçu et un historique intégrés de ces interactions. 
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|4.3.4||Gestion de l’inscription et de l’admissibilité||Capacité à conserver au sein d’un registre des renseignements d’une demande qui peuvent être utilisés dans le but de déterminer si le demandeur respecte les critères d’admissibilité permettant d’obtenir les privilèges et permissions applicables aux prestations ou services.
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! BCM #!! Business Domain/Capability!! Description
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|width=10%| <b>5.0</b>|| width=20% |<b> Gestion de la conformité </b>|| width=70% | Capacité à garantir la conformité des ententes établies, à faire l’examen de la gestion financière ou du rendement, et à surveiller, à vérifier et à évaluer différents aspects d’une solution élaborée avant, pendant ou après sa mise en œuvre. Ce secteur de capacité s’applique à la surveillance interne et externe.
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Nota : Il s’agit de la capacité dans le cadre de laquelle on détermine si les règles et les règlements ainsi que l’intention des programmes sont respectés. 
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|5.1|| Gestion de la conformité et des enquêtes||Capacité à administrer, surveiller et imposer le respect par les parties prenantes des lois, règlements, traités, accords, politiques, normes, licences ou obligations en matière d’accès et d’utilisation établis par un organisme possédant une autorité donnée.
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|5.1.1|| Évaluation des risques en matière de conformité||Capacité à quantifier le risque éventuel de la non-conformité relativement à un sujet d’intérêt et à prendre des mesures à cet égard.
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|5.1.2|| Gestion de l’évaluation de la conformité||La capacité d’évaluer, de surveiller et d’identifier que les parties prenantes agissent conformément aux attentes pour assurer la continuité des services reçus.
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|5.1.3|| Gestion des enquêtes||La capacité d’enquêter et d’assurer que le client d’un programme ou d’un service ne tente pas de frauder l’organisation.
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! BCM #!! Business Domain/Capability!! Description
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|width=10%| <b>6.0</b>|| width=20% |<b> Prestation des programmes et des services </b>|| width=70% | Ces capacités présentent les secteurs désignés pour la prestation des programmes et des services autorisés de l’organisation. Ces capacités visent les programmes et services externes comme l’assurance-emploi, les déclarations de revenus, le règlement des différends en matière de travail, le commerce extérieur, les mesures, la propriété intellectuelle, les rapports statistiques, la protection des frontières, la conservation et la protection de l’environnement, la gestion des ressources naturelles, etc.
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Nota : Il s’agit de la capacité dans le cadre de laquelle les programmes deviennent opérationnels et permettent d’offrir des services aux bénéficiaires ciblés.
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|6.1||Gestion des accords||Ces capacités se trouvent là où l’organisation négocie des ententes avec d’autres intervenants, les met en œuvre, en effectue le suivi et s’assure de leur respect.
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|6.1.1|| Gestion des accords internationaux||Capacité à négocier, mettre en oeuvre, respecter ainsi qu’à surveiller les accords à l’échelle internationale. Cela peut comprendre des accords à tous les niveaux, d’accords commerciaux d’importance à des accords d’importation.
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|6.1.2|| Gestion des accords juridiques||Capacité à établir des accords juridiques avec d’autres parties pour l’organisation ou l’unité d’affaire.
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|6.1.3|| Gestion de la négociation||Capacité à négocier un accord bipartite se terminant par un accord exécutoire mutuellement approuvé.
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|6.1.4|| Gestion des accords touchant des intervenants||Capacité à gérer des accords avec des intervenants.
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|6.2||Sécurité publique et gestion de la défense||Capacité à assurer directement ou indirectement la sécurité ou la protection d’une entité importante de l’organisation, que ce soit pour des raisons économiques, politiques ou non, pour la protection du public, etc. Cela peut prendre la forme de personnel de sécurité affecté à la protection d’une personne d’intérêt comme le Premier ministre du Canada et de sa résidence, d’un diplomate étranger ou d’un témoin de la Couronne dans le cadre du Programme de protection des témoins (GRC) ou un enfant, et peut aussi prendre la forme de la restriction de l’entrée de certaines personnes, de produits, d’aliments, etc. afin de protéger les citoyens, l’industrie, l’agriculture, etc.
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|6.2.1|| Gestion de la sécurité nationale||Capacité à coordonner les activités afin de protéger la sécurité et la sûreté du territoire ou de ses habitants, à la fois au pays et à l’étranger.
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|6.2.2|| Maintien de l’ordre et prévention du crime||Capacité à gérer les activités liées à la prévention du crime, à l’application de la loi et à la réadaptation des criminels. Elle fournit également les outils, l’éducation et le soutien pour réduire efficacement, dissuader et prévenir la criminalité dans une région ou un secteur donné, et pour assurer que les mesures nécessaires soient prises envers les crimes commis.
 +
|-
 +
|6.2.3||Gestion de la défense et du combat||Capacité à coordonner, à gérer la défense et à combattre dans des situations chaotiques, localement ou à l’étranger.
 +
|-
 +
|6.2.4|| Gestion des frontières et du commerce||Capacité à fournir un programme ciblé de gestion des frontières et à mettre en œuvre des accords transfrontaliers pour le déplacement de biens et de personnes. Elle favorise également la sécurité et le bien-être économique du pays, du territoire, des ressources et/ou de ses habitants en aidant à la gestion sécuritaire et efficace des frontières.
 +
|-
 +
|6.2.5|| Gestion des interventions et du sauvetage||Capacité à répondre aux événements, aux incidents, aux situations d’urgence et de sauvetage en plus de pouvoir coordonner et superviser l’élaboration, le déploiement et la planification (stratégiques, tactiques et opérationnels) d’opérations en réponse à ces situations.
 +
|-
 +
|6.2.6||Gestion du maintien de la paix||Capacité à gérer le maintien de la paix entre des pays ou des collectivités, localement ou à l’étranger.
 +
|-
 +
|6.3|| Gestion de la santé et du bien-être||Capacité à prendre soin du Canada et de sa population en s’assurant qu’ils ont accès à des installations médicales, à des soins de qualité, à des médicaments approuvés, à une bonne hygiène et à des produits approuvés et sûrs (alimentaires ou non).
 +
|-
 +
|6.3.1||Gestion de la réadaptation||Capacité à assurer la réadaptation des personnes qui ont été reconnues coupables de non-conformité aux lois et aux règlements. Cette réadaptation peut être assurée au moyen de l’incarcération, d’une obligation de service communautaire ou d’autres moyens.
 +
|-
 +
|6.3.2||Prestation et gestion de l’assistance médicale||Capacité à gérer, à coordonner et à fournir une assistance médicale et des traitements au personnel ou à d’autres personnes (ou organismes vivants) dans le besoin.
 +
|-
 +
|6.4||Gestion de la résolution de conflits||Capacité à faciliter ou à négocier une entente entre deux parties ou plus qui ne se seraient pas entendues autrement. Cela peut prendre la forme d’un rôle de médiation, de conciliation ou d’arbitrage, qui peut mener à une décision exécutoire ou non, selon ce que les deux parties ont décidé au moment de demander l’intervention.
 +
|-
 +
|6.4.1||Collecte de preuves et gestion des découvertes||Capacité à recueillir toutes les informations et les preuves pertinentes (processus de découverte) se rapportant à une affaire ou à un dossier.
 +
|-
 +
|6.4.2||Gestion de la médiation et de la conciliation||Capacité d’exercer une médiation ou une conciliation pour aider deux parties ou plus à résoudre un différend. Par exemple, la médiation dans le monde du travail.
 +
|-
 +
|6.4.3||Gestion de l’arbitrage||Capacité à entendre les arguments des deux parties lors d’une audience d’arbitrage afin de rendre une décision pour les deux parties.
 +
|-
 +
|6.4.4||Gestion des décisions||Capacité à gérer un exercice d’arbitrage ou un processus juridique.
 +
|-
 +
|6.5||Gestion des produits et des solutions||Capacité à concevoir, à déployer et à modifier des produits et les frais qui leur sont associés, le cas échéant. Elle comprend aussi la prise en compte d’un besoin d’un ou de plusieurs groupes cibles, l’évaluation de l’efficacité du produit ainsi que la communication et la publication de renseignements sur les produits, y compris les frais, les formulaires, les personnes-ressources, les responsables et d’autres renseignements pertinents.
 +
|-
 +
|6.5.1||Innovation des produits ||Capacité à trouver des idées et à examiner les nouvelles tendances et technologies commerciales pour améliorer les produits.
 +
|-
 +
|6.5.2|| Élaboration de produits||Capacité à concevoir et à élaborer des produits et à les mettre à la disposition de divers intervenants. Cela comprend l’élaboration de normes ainsi que les activités de mise à l’essai. Par exemple, idées brevetables, guides de nutrition, lois ou passeports (des produits tangibles et physiques essentiellement). Voir la capacité d’affaires 7.1.4 Utilisation et diffusion de l’information pour les items non-tangible.
 +
|-
 +
|6.5.3|| Gestion de la production||Capacité à produire, à fournir et à gérer l’unité ou la production de masse d’un produit donné (ou d’un service).
 +
|-
 +
|6.6|| Justice et gestion juridique||Ces capacités de rendre justice et assurer une gestion juridique. Ces activités sont axées sur la défense des droits des habitants qui n’auraient autrement pas les moyens d’être représentés par un avocat ainsi qu’au fait de poursuivre les individus qui ne respectent pas les lois et règlements du territoire. Cette capacité comprend aussi la prise de décisions impartiales.
 +
|-
 +
|6.6.1||Gestion de la défense juridique||Capacité à assurer la gestion de la défense juridique pour le compte d’une entité légale, des personnes physiques ou des personnes morales.
 +
|-
 +
|6.6.2|| Gestion des poursuites||Capacité à poursuivre pour le compte de l’organisation, des personnes physiques ou morales qui ont été accusées d’avoir commis un crime. Par exemple, un procureur de la Couronne.
 +
|-
 +
|6.6.3|| Gestion de jugement juridique||Capacité à rendre des décisions juridiques justes et fondées sur des preuves et sur la constitution, en fonction des informations présentées. Par exemple, un juge provincial ou une juge de la Cour suprême.
 +
|-
 +
|6.7||Gestion des autorisations||Capacité à créer, à gérer et à octroyer un identifiant unique (p. ex. un numéro, une lettre, un certificat, etc.) qui sert de preuve quant au statut d’une personne, d’un lieu ou d’un objet. Capacité à délivrer des documents ou dossiers qui reconnaissent que le titulaire de la licence a les compétences nécessaires pour mener des affaires ou réaliser des transactions au sein du gouvernement fédéral. Par exemple, constitution en personne morale, statut d’Indien, statut de diplomate, travailleur étranger temporaire, certification des poids et mesures, transports, organisme de bienfaisance exempté d’impôt, etc.
 +
|-
 +
|6.7.1||Production d’autorisations||Capacité à générer un identifiant unique (p. ex. un numéro, une lettre, un certificat, etc.) qui sert de preuve du statut d’une personne, d’un lieu ou d’un objet. Capacité à créer des licences sur support physique ou des documents d’accréditation (c.-à-d. certificat de statut d’Indien) si le programme l’exige et à fournir à l’entité admissible les renseignements nécessaires pour confirmer qu’elle est reconnue par l’organisation ou l’unité d’affaires comme satisfaisant aux exigences pour un domaine donné.
 +
|-
 +
|6.7.2||Délivrance d’autorisations||Capacité à fournir un identifiant unique (p. ex. un numéro, une lettre, un certificat, etc.) qui sert de preuve du statut d’une personne, d’un lieu ou d’un objet. Elle comprend le fait de s’assurer que le bon destinataire a reçu une ou plusieurs licences ou un ou plusieurs documents d’accréditation sans incident.
 +
|-
 +
|6.7.3||Validation des autorisations||Capacité à valider ces identifiants uniques (p. ex. un numéro, une lettre, un certificat, etc.) pour vérifier la validité et l’exactitude d’une licence ou d’une accréditation délivrée l’unité ou l’organisation, afin de s’assurer que l’entité qui tente d’utiliser ces documents est en fait l’entité reconnue et enregistrée.
 +
|-
 +
|6.8|| Gestion des paiements||Capacité à contrôler tous les montants d’argent entrants et sortants des coffres de l’organisation, sans égard au mode. Ces capacités garantissent que tous les paiements sont comptabilisés de façon exacte, et qu’ils servent aux fins voulues.
 +
|-
 +
|6.8.1||Gestion de rajustement ||Capacité à appliquer des rajustements qui pourraient avoir une incidence sur l’admissibilité d’un intervenant à un programme ou à un service.
 +
|-
 +
|6.8.2||Traitement des paiements||Capacité à traiter les paiements à destination et en provenance de clients et de consommateurs du gouvernement du Canada.
 +
|-
 +
|6.8.3||Gestion des rapprochements||Capacité à rapprocher les comptes d’un programme ou d’un service, lorsqu’il y a un risque de trop-payé ou de moins-payé.
 +
|-
 +
|6.8.4|| Gestion des recouvrements et de la perception||Capacité à gérer le recouvrement de l’argent dû à l’organisation ou l’unité d’affaires en ce qui concerne les pénalités, les versements excédentaires et les versements insuffisants. 
 +
|-
 +
|6.9|| Gestion des biens publics||Capacité à gérer les biens publics à l’intérieur des frontières ou sous la supervision de l’organisation, y compris les ressources naturelles, les parcs et les ressources géo-spatiales, comme les ondes radio, le spectre des télécommunications, etc.
 +
|-
 +
|6.9.1||Gestion de la défense de l’environnement||Capacité à gérer les parcs désignés, les réserves naturelles, les aires de nature sauvage et les refuges fauniques qui ont une importance particulière historique, scientifique ou sociale. Cela comprend la capacité à surveiller les restrictions d’accès et à entretenir les aménagements, ainsi que la capacité à délivrer des permis pour des activités commerciales ou récréatives en plein air.
 +
|-
 +
|6.9.2|| Gestion géographique et géospatial||Capacité à gérer les données collectives selon les renseignements géographiques, relatifs à la navigation ou à l’emplacement.
 +
|-
 +
|6.9.3||Gestion des ressources naturelles||Capacité à surveiller, à protéger et à préserver les ressources naturelles dans les environnements naturels, les habitats et sous différentes formes, comme la terre, l’eau, l’air, le vent, l’énergie, la météo, le sol; capacité à surveiller, à protéger et à préserver des formes de vie naturelles, comme les plantes et les animaux afin de préserver les écosystèmes.
 +
|-
 +
|6.10|| Gestion du patrimoine et de la culture||Capacité à maintenir un lien avec l’histoire du pays ou de territoire en soulignant les événements, dates et lieux historiques et la riche diversité culturelle ayant marqué l’évolution d’une nation, et en sensibilisant ses citoyens à ce sujet.
 +
|-
 +
|6.10.1||Gestion de la défense de la culture||Capacité à défendre les droits culturels de différents groupes, y compris, non exclusivement, ceux se rapportant aux traditions, aux connaissances, à la langue, à l’habillement et à la religion.
 +
|-
 +
|6.10.2|| Gestion de la conservation du patrimoine||Capacité à assurer la préservation des sites naturels, autochtones et historiques du pays.
 +
|-
 +
|6.10.3||Gestion des collections culturelles||Capacité à gérer l’acquisition, l’accessibilité, le prêt, l’exposition, le stockage, la conservation et la provenance d’artéfacts et de biens culturels. Capacité à établir des normes et des lignes directrices encadrant les procédures de gestion de la production pour assurer la sécurité des articles fragiles ou de grande valeur. Cela comprend la capacité à communiquer avec d’autres établissements pour discuter de la gestion des biens culturels. 
 +
|-
 +
|<span style="color: red">'''6.11'''</span> ||Gestion de l’immigration, des réfugiés et de la citoyenneté|| **** Définition REQUISE ****
 +
|-
 +
|<span style="color: red">'''6.11.1'''</span>|| Gestion des résidents temporaires||**** Définition REQUISE ****
 +
|-
 +
|<span style="color: red">'''6.11.2'''</span>||Gestion des résidents permanents||**** Définition REQUISE ****
 +
|-
 +
|<span style="color: red">'''6.11.3'''</span>||Gestion de la citoyenneté et des passeports||**** Définition REQUISE ****
 +
|}
 +
<!-- Table end -->
 +
 +
<!-- Table start -->
 +
{|
 +
{|class="wikitable  sortable" style="width:100%;"
 +
|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;"> Capacités de soutien, ce que nous faisons pour nos clients et notre entreprise</div>
 +
! BCM #!! Business Domain/Capability!! Description
 +
|-
 +
|width=10%| <b>7.0</b>|| width=20% |<b> Gestion de l’information </b>|| width=70% | Capacité à gérer les informations qu'une organisation collecte, crée et utilise pour la prestation de ses programmes et services destinés au public et à l'interne.
 +
Nota: Les informations comprennent à la fois les informations et les données, structurées et non structurées, sous le contrôle de l'organisation, quels qu'en soient le support ou la forme.
 +
|-
 +
|7.1||Gestion du cycle de vie de l’information||La capacité de gérer les étapes du cycle de vie de l’information, soit la : planification; collecte, création, réception et capture d'informations; son organisation; son utilisation et sa diffusion; son entretien, sa protection et sa préservation; sa disposition; et son évaluation.
 +
|-
 +
|7.1.1|| Planification de la gestion de l’information||La capacité d'élaborer et d'articuler un plan de gestion de l'information pour soutenir la prestation de programmes et de services organisationnels et d'intégrer les besoins en information dans les activités de développement, de mise en œuvre, d'évaluation et de rapport liées aux activités. 
 +
|-
 +
|7.1.2|| Cueillette, création, réception et saisis d’information||La capacité de cueillir, créer, recevoir et saisir des informations au cours de programmes et de services organisationnels, de documenter les décisions et les processus décisionnels, de rendre compte et de soutenir la continuité des opérations ministérielles, de reconstruire l'évolution des politiques et des programmes et permettent une évaluation, une vérification et un examen indépendants.
 +
|-
 +
|7.1.3|| Organisation de l’information||Capacité à organiser les informations en fonction d'un ensemble de règles structuré (ou non structuré).
 +
|-
 +
|7.1.4|| Utilisation et diffusion de l’information ||Capacité à utiliser, transmettre, diffuser, ouvrir, partager dans la mesure du possible, regrouper et réutiliser les informations, tout en respectant les exigences de sécurité, de confidentialité, de confidentialité, de contrats utilisateur ou de licences.
 +
|-
 +
|7.1.5||Protection, préservation et maintien de l’information||Capacité à conserver la pertinence, l’authenticité et la qualité des informations, à les stocker, à déterminer le profil de risque des informations et à les protéger contre les accès non autorisés, les pertes ou la destruction accidentelle, et à les conserver aussi longtemps que l’entreprise en a besoin.
 +
|-
 +
|7.1.6||Déclassement d’information||La capacité de détruire, de transférer ou d'aliéner des informations à un tiers lorsque leur conservation n'est plus nécessaire à l'entreprise.
 +
|-
 +
|7.1.7|| Évaluation de la gestion de l’information||Capacité de mesurer les progrès ou la performance de la gestion de l’information de l’organisation.
 +
|-
 +
|7.2||Gestion de registres||Capacité à gérer des registres, des listes ou des répertoires officiels (p. ex. liste des électeurs, registre des entreprises, données de l’état civil, etc.).
 +
|-
 +
|7.2.1|| Gestion de l’élaboration des registres||Capacité à créer un seul endroit où conserver les renseignements recueillis.
 +
|-
 +
|7.2.2||Gestion de la vérification des registres||Capacité à vérifier l’exactitude des renseignements conservés dans le registre.
 +
|-
 +
|7.2.3|| Gestion du maintien des registres||Capacité à tenir un registre pour réduire les erreurs telles que les entrées incorrectes, les références de fichiers manquantes ou les liens qui ne fonctionnent pas.
 +
|-
 +
|7.3|| Recherche et gestion des connaissances||Capacité à recueillir des données et des renseignements, à les organiser, à réaliser des recherches et à diffuser les résultats.
 +
|-
 +
|7.3.1|| Gestion du savoir||Capacité à recueillir, à élaborer, à communiquer et à utiliser efficacement les connaissances organisationnelles.
 +
|-
 +
|7.3.2|| Gestion de la recherche||Capacité à mener des recherches et des analyses dans un domaine visé afin d’acquérir de nouvelles connaissances.
 +
|-
 +
|7.3.3|| Gestion des sondages||Capacité à gérer les sondages effectués dans le cadre de travaux de recherche et pour l’acquisition de connaissances.
 +
|-
 +
|7.3.4||Gestion des renseignements||Capacité à analyser des renseignements de nature délicate en utilisant des méthodes subtiles et moins évidentes pour reconnaître et découvrir des tendances, des plans, des activités, des secrets et autres détails susceptibles de constituer des menaces ou des risques, ou de compromettre la sécurité (personnelle, nationale, internationale ou autre) ou à aider le gouvernement d’une façon tactique ou stratégique (tout en respectant l’ensemble des lois et des règlements en vigueur).
 +
|-
 +
|7.3.5|| Gestion de l’analytique ||Capacité à analyser l’information pour déterminer les habitudes, reconnaître les tendances ou extraire des renseignements.
 +
|}
 +
<!-- Table end -->
 +
 +
<!-- Table start -->
 +
{|
 +
{|class="wikitable  sortable" style="width:100%;"
 +
|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;"> Capacités de soutien, ce que nous faisons pour nos clients et notre entreprise</div>
 +
! BCM #!! Business Domain/Capability!! Description
 +
|-
 +
|width=10%| <b>8.0</b>|| width=20% |<b> Gestion des ressources du gouvernement </b>|| width=70% | Capacité à gérer les biens matériels de l’organisation, y compris en ce qui concerne les achats, les finances, les ressources humaines, le matériel, les biens immobiliers et la technologie. 
 +
Il importe de souligner la différence entre, d’une part, la planification à l’échelle de l’organisation d’une activité donnée, comme les finances (établissement des budgets, etc.), et d’autre part, la gestion opérationnelle interne de cette même activité (comme les dépenses quotidiennes, l’établissement de rapports sur l’utilisation du budget, etc.). La planification à l’échelle de l’organisation est effectuée uniquement à l’échelle de l’organisation, tandis que la gestion opérationnelle est effectuée à tous les échelons pour appuyer la prestation des programmes et des services. 
 +
|-
 +
|8.1||Gestion des achats||Capacité à gérer les achats, l’administration et le retrait des ressources économiques offertes par les fournisseurs.
 +
|-
 +
|8.1.1||Négociation||Capacité à négocier les prix et à obtenir les ressources ou produits disponibles de la plus grande qualité.
 +
|-
 +
|8.1.2||Sélection des fournisseurs et approvisionnement ||Capacité à reconnaître, à évaluer et à préciser des besoins et des solutions en matière de sélection des fournisseurs et d’approvisionnement, et capacité à conserver et à gérer ces ententes d’approvisionnement et avec les fournisseurs.
 +
|-
 +
|8.1.3|| Gestion des fournisseurs||Capacité à trouver, nouer, entretenir et exploiter les relations avec les fournisseurs afin d’optimiser les résultats opérationnels.
 +
|-
 +
|8.2|| Gestion financière||Capacité à assurer l’utilisation avisée et la gouvernance des ressources financières allouées de manière efficace, efficiente et économique. Les activités comprennent la planification, la gestion budgétaire, la comptabilité, l’établissement des coûts, l’établissement de rapports, le contrôle et la surveillance, l’analyse, les conseils et le soutien au processus décisionnel, ainsi que les systèmes financiers.
 +
|-
 +
|8.2.1|| Planification financière et budgétisation ||Capacité à prévoir les besoins financiers pour soutenir la réalisation des objectifs.
 +
|-
 +
|8.2.2|| Comptabilité|| Capacité à établir des processus, des procédures et des pouvoirs pour le suivi du transfert des fonds du gouvernement, du ministère ou de l’organisation.
 +
|-
 +
|8.2.3|| Coûts et financement||Capacité à gérer et à distribuer efficacement les fonds alloués.
 +
|-
 +
|8.2.4|| Évaluation et analyse financières ||Capacité à analyser les données financières, ainsi qu’à générer et à évaluer des rapports financiers.
 +
|-
 +
|<span style="color: red">'' <b>** NOTE **</b> ''</span> || <span style="color: red">'' <b> Toutes les sous-sections de 8.3 ont été modifiées</b> ''</span>
 +
|-
 +
|8.3|| Gestion des ressources humaines||Capacité d’appuyer une utilisation prudente et une gestion efficace des ressources humaines au sein d’une organisation, d’une institution ou d’une entité juridique.
 +
|-
 +
|8.3.1|| Fonctions de base des RH
 +
|-
 +
|8.3.1.1 ||Gestion des renseignements sur le personnel||Saisir et gérer les installations des employés; gérer les données sur les employés.
 +
|-
 +
|8.3.1.2|| Mesures prises à l’égard du personnel||Saisir et gérer les mesures disciplinaires, les cessations d’emploi, etc.
 +
|-
 +
|8.3.1.3 ||Gestion des postes|| Gérer la relation entre les postes, la structure organisationnelle et le contrôle du budget et le financement pour les postes, etc.
 +
|-
 +
|8.3.1.4 ||Classification ||Gérer la relativité des postes et les décisions de classification.
 +
|-
 +
|8.3.1.5 ||Planification et stratégie des RH||Déterminer les besoins actuels et futurs de l’organisation en matière de ressources humaines pour lui permettre d’atteindre ses objectifs.
 +
|-
 +
|8.3.2 ||Gestion des programmes et du risque
 +
|-
 +
|8.3.2.1|| Équité en matière d’emploi||Saisir, filtrer, évaluer et résoudre une plainte ou la transmettre à un niveau supérieur.
 +
|-
 +
|8.3.2.2|| Santé mentale et mieux-être||Assurer le suivi de la participation et de l’achèvement des programmes connexes.
 +
|-
 +
|8.3.2.3 ||Gestion de la sécurité||Gérer les politiques, les objectifs, les plans, les procédures et les responsabilités.
 +
|-
 +
|8.3.2.4|| Reconnaissance||Reconnaître les jalons et les anniversaires atteints par les employés et en faire le suivi.
 +
|-
 +
|8.3.2.5|| Gestion des maladies et des blessures||Faire le suivi des maladies ou des blessures.
 +
|-
 +
|8.3.3 ||Relations de travail et avec les employés
 +
|-
 +
|8.3.3.1|| Soutien de l’entente ||Appuyer les processus de négociation en procurant une orientation et en effectuant des recherches pour gérer la relation entre l’organisation et ses syndicats.
 +
|-
 +
|8.3.3.2 ||Gestion de la conformité et de l’orientation||Mesurer la conformité avec les conventions collectives et en faire le suivi, et donner des conseils sur la façon d’interpréter les politiques, les conventions collectives, etc.
 +
|-
 +
|8.3.3.3|| Gestion des griefs||Consigner les plaintes officielles et les décisions connexes.
 +
|-
 +
|8.3.3.4|| Gestion de la discipline||Déterminer les mesures disciplinaires imposées à l’employé et en faire le suivi.
 +
|-
 +
|8.3.4 ||Gestion de la rémunération
 +
|-
 +
|8.3.4.1|| Planification de la rémunération||Déterminer le budget, passer en revue le salaire, effectuer une analyse du marché et administrer le salaire.
 +
|-
 +
|8.3.4.2|| Gestion des prestations||Inscrire aux programmes, administrer et gérer les programmes de prestations, y compris l’assurance maladie, l’assurance invalidité et l’assurance vie.
 +
|-
 +
|8.3.4.3|| Gestion des pensions||Inscrire au programme et administrer le programme de retraite
 +
|-
 +
|8.3.5|| Paie||Le Service de la paie assure le calcul du salaire net pour les employés.
 +
|-
 +
|8.3.5.1|| Structure et périodes de paie||Gérer la fréquence des périodes de paye et les dates de paye respectives pour les postes
 +
|-
 +
|8.3.5.2 ||Gains et retenues||Établir et gérer les codes de revenus, les groupes de codes de revenus, les retenues et les régions aux fins de l’impôt, les codes et les groupes fiscaux
 +
|-
 +
|8.3.5.3|| Gestion des congés ||Traiter et approuver les demandes de congé
 +
|-
 +
|8.3.5.4|| Rémunération rétroactive||Administrer les salaires rétroactifs pour les employés
 +
|-
 +
|8.3.5.5|| Versement de la rémunération des employés ||Administrer le remplacement du revenu et les prestations médicales pour les employés blessés dans l’exercice de leurs fonctions
 +
|-
 +
|8.3.5.6 ||Relevé d’emploi (RE) ||Produire et distribuer les relevés d’emploi
 +
|-
 +
|8.3.5.7|| Traitement de la paie ||Établir les revenus des employés, effectuer les paiements aux employés, afficher les répartitions de la masse salariale
 +
|-
 +
|8.3.5.8 ||Processus de fin d’exercice||Produire et distribuer la documentation de fin d’exercice
 +
|-
 +
|8.3.6|| Gestion des talents
 +
|-
 +
|8.3.6.1|| Gestion de la qualification||Recenser les aptitudes, les compétences et les certifications des employés et en faire le suivi.
 +
|-
 +
|8.3.6.2|| Gestion de l’apprentissage|| Recenser les formations suivies par les employés, l’inscription à des cours, la création et la prestation de cours.
 +
|-
 +
|8.3.6.3|| Gestion de la relève||Planifier en vue de l’attrition des talents de haut niveau.
 +
|-
 +
|8.3.6.4|| Gestion du rendement||Fixer des buts et des objectifs, procéder à des évaluations du rendement, aux auto-évaluations et aux évaluations du gestionnaire, faire une comparaison des mesures par rapport aux buts et à l’énoncé de mission de l’organisation et au plan de perfectionnement individuel.
 +
|-
 +
|8.3.6.5|| Langues officielles||Recenser les formations suivies par les employés, l’inscription à des cours et les certifications des employés et en faire le suivi.
 +
|-
 +
|8.3.7 ||Recrutement
 +
|-
 +
|8.3.7.1|| Demande de dotation||Demander la création de nouveaux postes, pourvoir les postes vacants ou réaffecter ou promouvoir un employé en poste.
 +
|-
 +
|8.3.7.2 ||Recrutement||Créer les offres d’emploi, effectuer les entrevues, l’évaluation et la sélection d’employés productifs et de grande qualité.
 +
|-
 +
|8.3.7.3|| Suivi des candidats||Assurer le suivi et le traitement des candidatures.
 +
|-
 +
|8.3.7.4|| Embauche||Assurer la gestion des offres, des documents et de l’embauche stratégique.
 +
|-
 +
|8.3.7.5|| Intégration et départ||Installer les employés, leur attribuer les biens de travail, remplir la liste de vérification pour les employés. Retourner les biens, remplir les documents requis et le questionnaire de fin d’emploi.
 +
|-
 +
|8.3.8 ||Gestion de l’effectif
 +
|-
 +
|8.3.8.1|| Planification et prévision de l’effectif||Harmoniser les besoins de l’organisation avec ceux de son effectif pour répondre à ses obligations législatives, réglementaires, en matière de service ou de production, ainsi qu’à ses objectifs organisationnels.
 +
|-
 +
|8.3.8.2 ||Établissement des calendriers de l’effectif||Établir des calendriers qui correspondent aux besoins en dotation en fonction du budget, des compétences disponibles et de la demande.
 +
|-
 +
|8.3.8.3 ||Gestion des congés||Gérer les absences des employés, y compris les congés de maladie, de maternité, de courte durée, d’invalidité de longue durée, etc.
 +
|-
 +
|8.3.8.4 ||Présences||Assurer le suivi et la surveillance des présences des employés, le suivi de la main-d’œuvre et recueillir les données
 +
|-
 +
|8.3.9|| Prestation des services des RH
 +
|-
 +
|8.3.9.1||Analyse de données et établissement de rapports des RH||Présenter des rapports sur les statistiques relatives aux employés et à l’emploi, y compris sur l’état des mesures à prendre.
 +
|-
 +
|8.3.9.2|| Base de connaissances des RH||Recueillir et publier les politiques ou les programmes de prestations.
 +
|-
 +
|8.3.9.3|| Gestion de cas||Gérer les demandes reçues, effectuer l’évaluation des besoins, la planification des services et l’évaluation.
 +
|-
 +
|8.3.9.4 ||Libre-service pour les employés et les gestionnaires||Gérer les éléments de données liés au personnel. Consulter, modifier ou ajouter les données sur le personnel affecté.
 +
|-
 +
|8.3.9.5|| Orientation en matière de politiques et de procédures||Fournir des conseils et des services de RH aux employés et aux gestionnaires sur la façon d’interpréter la politique des RH.
 +
 +
|-
 +
|8.4||Gestion de l’approvisionnement, des biens immobiliers et des actifs||Capacité à gérer les installations, le matériel, les biens immobiliers et les actifs d’une manière durable et responsable sur le plan financier qui appuie la réalisation rentable et efficace des programmes, ce qui inclut la capacité à gérer et à maintenir les activités des immeubles de l’entreprise, des terrains et des autres installations physiques, ainsi que les infrastructures importantes, comme les immeubles ou les barrages.
 +
|-
 +
|8.4.1|| Gestion des installations||Capacité à gérer des immeubles et à trouver des locaux pour les employés de l’entreprise ou de l’unité d’affaire, par l’acquisition ou la location de bureaux. Ces activités sont le plus souvent menées par un service central et comprend habituellement la gestion, l’évaluation et le maintien de la sécurité des immeubles (qualité de l’air, amiante, etc.).
 +
|-
 +
|8.4.2|| Gestion des biens immobiliers et des actifs||La capacité de gérer efficacement tous les biens immobiliers et autres types d’actifs mobiliers, à l’exclusion de l’argent ou des documents, mais y compris les actifs acquis par l’organisation. Les actifs mobiliers sont tangibles et comprennent un large éventail de biens. Par exemple: équipements (bureau, informatique, télécommunications, scientifique), biens volumineux (climatiseurs ou générateurs diesel).
 +
|-
 +
|8.4.3|| Gestion du parc de véhicules||Capacité à acquérir (par achat, bail ou affrètement), à utiliser, à entretenir, à réparer, à transférer et à céder des véhicules. Les véhicules sont un moyen de transport que l’organisation possède ou utilise pour transporter des personnes ou des objets, y compris les véhicules routiers, tout terrain, de construction, hors route, aériens et aquatiques.
 +
|-
 +
|8.4.4||Gestion des biens saisis||Capacité à gérer et à conserver les biens saisis lors de l’arrestation d’une personne pour des crimes de production ou de possession de ces biens, et à disposer de ces biens.
 +
|-
 +
|8.4.5|| Gestion de l’élevage||Capacité à surveiller la gestion des animaux sous la garde de l’organisation, comme les chiens et les chevaux pour les activités policières ainsi que les animaux d’élevage tel que ceux à la Ferme expérimentale.
 +
|-
 +
|8.5|| Gestion de la technologie||Capacité à administrer, à structurer, à planifier et à exploiter les services et les solutions technologiques pour l’organisation Pour certaines institutions, cette capacité est parfois fournie par une unité d’affaires centralisée. Le niveau, le type d'activités et les services varient également d'une organisation à l'autre.
 +
|-
 +
|8.5.1|| Gestion de l’infrastructure||Capacité à gérer la charge de travail organisationnelle et l’exploitation des biens de TI physiques ou virtuels tout en réduisant le risque et les conséquences de la perturbation du fonctionnement normal des services, y compris le rétablissement des applications et des services opérationnels à la suite d’événements catastrophiques ou de perturbations.
 +
|-
 +
|8.5.2||Architecture de la TI et gestion de la conception||La capacité à concevoir et à organiser les composantes informatiques (matériel, logiciel, solutions infonuagique, réseau ou toute autre facette informatique) de manière efficace et efficiente, afin de mieux soutenir l'organisation. Par architecture informatique, on entend les applications logicielles, la programmation d'applications, les technologies et l'architecture technologique, l'architecture de sécurité informatique, les topologies de réseau, etc.
 +
|-
 +
|8.5.3|| Gestion des solutions de la TI||Capacité à concevoir, à élaborer, à valider, à déployer ou à assurer des solutions de TI (solutions matérielles ou logicielles), y compris à assurer la maintenance et la gestion du cycle de vie de ces solutions.
 +
|-
 +
|8.6|| Gestion du travail||Capacité à gérer, évaluer, diviser et subdiviser le travail.
 +
|-
 +
|8.6.1|| Gestion du déroulement du travail||Capacité à distribuer (attribuer) et à surveiller les articles de travail liés à la prestation de service. Cela comprend la capacité à déceler les principaux événements opérationnels ou déclencheurs pouvant survenir n’importe quand, à organiser l’intervention appropriée ainsi qu’à effectuer le suivi d’un élément de travail du début à la fin.
 +
|-
 +
|8.6.2||Gestion de la charge de travail||Capacité à prévoir, évaluer et prioriser les articles de travail liés à la prestation de service. Ce qui comprend l’évaluation de la complexité des travaux ainsi que la détermination et la sélection des travaux en fonction d’un ensemble de critères (selon l’hypothèse que les critères comprennent les liens entre les travaux).
 +
|}
 +
<!-- Table end -->
 +
 +
<!-- Table start -->
 +
{|
 +
{|class="wikitable  sortable" style="width:100%;"
 +
|+ class="nowrap" | <div style="font-size: 1.2em; text-align: left;"> Capacités de soutien, ce que nous faisons pour nos clients et notre entreprise</div>
 +
! BCM #!! Business Domain/Capability!! Description
 +
|-
 +
|width=10%| <b>9.0</b>|| width=20% |<b> Gestion ministérielle </b>|| width=70% | Capacités dédiées à la gestion des activités de supervision et de protection des ressources de l’organisation, ainsi que de la continuité de ses activités en cas de perturbation.
 +
|-
 +
|9.1|| Gestion de la sécurité||Capacité à prendre des mesures pour assurer la sécurité de l’unité d’affaires ou de l’organisation, de ses biens, de ses actifs et de ses ressources humaines. Cela comprend à la fois la sécurité physique et la sécurité des technologies de l’information.
 +
|-
 +
|9.1.1|| Dépistage et gestion des évaluations||La capacité de sélectionner et d’évaluer les personnes, les équipements et les réseaux en ce qui concerne les risques, afin de s’assurer que l’autorité et / ou la permission d’accéder aux actifs de l’organisation est gérée efficacement. Cela inclut les évaluations de l'accès aux bâtiments, aux réseaux, aux informations et aux actifs, ainsi que la validation de la transférabilité du dépistage entre organisations.
 +
|-
 +
|9.1.2|| Gestion des identités et des accès ||Capacité à assurer un accès sécurisé au sein du gouvernement. Cela permet de veiller à ce que seules les ressources ayant fait l’objet d’une enquête de sécurité aient accès aux immeubles, aux renseignements, aux ressources humaines, à la technologie, etc.
 +
|-
 +
|<span style="color: red">'''9.1.2.1'''</span>||Gestion de l'authentification <span style="color: red">'''*nouveau*'''</span>||La capacité de gérer (émettre, mettre à jour et révoquer/désactiver) les identifiants numériques et le jeton/authentificateur associé.
 +
|-
 +
|9.1.3|| Surveillance de la sécurité et protection||Capacité à surveiller la sécurité des immeubles, des actifs, des réseaux, des renseignements et des ressources humaines. Cela comprend la surveillance opérationnelle ainsi que la planification de la solution de surveillance et d’évaluation des résultats réels. 
 +
|-
 +
|9.2|| Gestion des communications||Capacité à planifier, à mettre en œuvre, à surveiller et à réviser l’ensemble des communications en provenance ou au sein du ministère. Elle comprend aussi l’organisation et la diffusion des nouvelles directives de communication avec une organisation.
 +
|-
 +
|9.2.1|| Gestion des communications ministérielles||Capacité à planifier et à gérer les communications internes et externes.
 +
|-
 +
|9.2.2|| Gestion des affaires publiques||Capacité à s’assurer que les communications sont administrées efficacement, bien coordonnées et répondent aux divers besoins d’information du public. Ces activités permettent au public l’assurance de recevoir des renseignements justent de la part de l’organisation et que ses opinions et préoccupations sont considérées dans la planification, la gestion et l’évaluation des politiques, des programmes, des services et des initiatives, ainsi que de gérer l’opinion publique ou de groupes cibles à l’égard de l’organisation. 
 +
|-
 +
|9.2.3|| Gestion de la publicité||Capacité d’effectuer le suivi et d’examiner les ressources et les activités de publicité de l’organisations.
 +
|-
 +
|9.2.4|| Gestion de la marque||Capacité à maintenir, à améliorer et à défendre l’image de marque afin qu’elle soit associée à des résultats positifs. Toutes les activités se rapportent à la supervision de la promotion d’une marque de produits en particulier.
 +
|-
 +
|9.2.5|| Gestion linguistique||Capacité à traduire des documents existants ou en direct en d’autres langues ou formes linguistiques. Par exemple, au Canada, ces traductions sont principalement de l’anglais vers le français et vice-versa, mais la langue de départ ou la langue d’arrivée des traductions peut être différente, et peut inclure d’autres langues, comme les langues autochtones, le braille et le langage des signes. Cela comprend la gestion de la terminologie, la gestion de l’interprétation (langage des signes), la normalisation ainsi que la gestion de la traduction.
 +
|-
 +
|9.3|| Gestion de la transformation opérationnelle||Capacité à gérer les portefeuilles, les programmes et les projets de changements en veillant à ce que des méthodes et des processus structurés servent pour atteindre les objectifs opérationnels et de projet ciblés. Comprend les activités de la gestion du changement, de la gestion de portefeuille, de la gestion du programme et de la gestion du projet. Cette capacité s’applique à l’échelle du gouvernement du Canada et à l’échelle des organisations à titre individuel. 
 +
|-
 +
|9.3.1||Gestion de la conception du changement||Capacité à concrétiser des stratégies et des plans pour l’organisation par la définition de spécifications détaillées ou d’exigences relatives aux services à fournir ou à élaborer.
 +
|-
 +
|9.3.2|| Gestion de la mise en œuvre du changement||Capacité à gérer les portefeuilles et les projets liés au changement afin de garantir l’utilisation de méthodes et de processus structurés pour atteindre les objectifs opérationnels et des projets.
 +
|-
 +
|9.3.3||Gestion de la surveillance du changement||Capacité à s’assurer que toutes les modifications apportées à l’organisation font l’objet d’une surveillance. Cela évite les lacunes, les chevauchements, le dédoublement, et améliore le suivi de l’efficacité et de la rentabilité des modifications.
 +
|-
 +
|9.3.4|| Gestion de projet||Capacité à gérer les processus, les méthodes et les technologies utilisés par les gestionnaires de projet et les bureaux de gestion de projets pour analyser et gérer les projets actuels ou proposés en collaboration et en fonction de nombreuses caractéristiques essentielles.
 +
|-
 +
|9.4|| Gestion de perturbation des activités||Capacité à maintenir les services opérationnels indispensables pour les intervenants en cas de panne importante. Par exemple, désastres naturels, pannes de système et autres perturbations majeures. Cette capacité s’applique à la planification à grande échelle, et non au maintien quotidien des activités. 
 +
|-
 +
|9.4.1||Gestions des incidents||La capacité de réagir et de faire face à des événements inattendus. Les événements peuvent être positifs ou négatifs, avoir des conséquences sur la sécurité, la santé physique ou la santé mentale et avoir des effets faibles ou importants sur les ressources de l'organisation. Ils incluent des éléments tels que les menaces physiques ou virtuelles d’individus, de systèmes ou de la nature, de virus informatiques, de pannes de courant, d’accidents de travail, de fuites d’eau, etc.
 +
|-
 +
|9.4.2|| Gestion de la continuité des activités||Capacité à prendre des mesures pour assurer le maintien des services en situation d’urgence.
 +
|-
 +
|9.4.3|| Gestion de la reprise après sinistre||Capacité à gérer la préparation des réponses à une perturbation majeure ou catastrophique de la prestation des services.
 +
|-
 +
|9.4.4|| Gestion des opérations d’urgence||Capacité du gouvernement à soutenir les opérations au cours d’une situation d’urgence. Par exemple, un événement météorologique majeur, une panne de courant prolongée, etc.
 +
|-
 +
|9.5|| Gestion juridique||Capacité à offrir des services de représentation juridique dans chaque organisation pour fournir des conseils et des directives dans le cadre de la prestation du programme et de l’évaluation des lois afin de représenter les intérêts juridiques de l’organisation.
 +
|-
 +
|9.5.1||Gestion des avis juridiques||Capacité à fournir des services juridiques à l’organisation. Cela comprend l’interprétation du droit civil et constitutionnel, la formulation de conseils juridiques civils et constitutionnels, la représentation de toutes les sous-organisations connexes dans des affaires juridiques, l’élaboration d’ententes juridiques et la gestion des actions en justice et des différends.
 +
|-
 +
|9.5.2|| Gestion du soutien juridique||Capacité à traiter les affaires juridiques de l’organisation par l’entremise du système judiciaire.
 +
|-
 +
|9.6|| Gestion de la vérification||Capacité à vérifier l’assurance offerte par les contrôles financiers et opérationnels afin de gérer les risques, de promouvoir des pratiques opérationnelles saines et de respecter les obligations statutaires. Par exemple, s’assurer que la prestation de services est systématique et fiable, que la production d’information est exacte et fiable, que les conseils et examens sont indépendants et objectifs, etc.
 +
|-
 +
|9.6.1|| Gestion de l’évaluation de la vérification||Capacité à surveiller tout le cycle de vie d’une vérification ainsi que l’évaluation d’une vérification effectuée après coup.
 +
|-
 +
|9.6.2|| Gestion de la vérification interne||Capacité à effectuer une vérification internes au sein de l’organisation. Cela comprend l’identification, l’évaluation et la gestion de tous les risques pertinents pour l’entreprise.
 +
|-
 +
|9.6.3|| Gestion de la vérification des programmes et des services||Capacité à s’assurer d’une prestation de programmes et de services cohérents et fiables, y compris de la production de renseignements précis et fiables, de la réalisation d’examens et de la fourniture de conseils indépendants et objectifs, etc.
 +
|-
 +
|9.7||Gestion des événements||Capacité à élaborer des programmes pour soutenir des événements, des sommets, des élections, des expositions et des conférences. Cette capacité peut englober la totalité de la planification et de la mise en œuvre ou la prestation d’une aide financière et de conseils sur des stratégies de planification et de promotion envers des tierces parties.
 +
|-
 +
|9.7.1|| Gestion de la planification des événements||Capacité à planifier des événements.
 +
|-
 +
|9.7.2|| Gestion du soutien aux événements||Capacité à assurer un soutien aux événements.
 +
|-
 +
|9.7.3|| Gestion de la mise en œuvre des événements||Capacité à mettre en œuvre des événements.
 +
|-
 +
|9.7.4||Gestion de l’évaluation des événements||Capacité à évaluer des événements et à formuler des recommandations pour la planification d’événements ultérieurs. 
 +
|}
 +
<!-- Table end -->
 +
 +
 +
 +
 +
 +
 +
 +
 +
 
</multilang>
 
</multilang>

Latest revision as of 13:25, 8 April 2022


The business capability concept is a top-down view of an organization. It is a key element and often the first step in a Business Architecture discipline. It gives us a different way to look at the major components of our organizations using a shared framework that bridges Programs and Services. This technique helps us in identifying where there are commonalities versus where there are very different or unique activities. With this understanding, we can work towards a more cohesive enterprise.

The GC BCM is a view of the whole Government of Canada as one large organization. Thus, one department's specific capability may be part of the bigger core capabilities of the GC BCM (mostly Section 6).


GC BCM 2.0 Model


Here are some benefits of business capabilities:

  • provide a way to communicate between IT and business in a common language;
  • enable laser-like business investment focus;
  • serve as a baseline for strategic planning, change management, and impact analysis;
  • lead directly to business service specification and design; and
  • clarify/organize/structure modernization and transformation approaches for IT architectures.


Since the GC BCM is of higher level (Level 0 & Level 1), departments is expected to use the GC BCM as a baseline to build their departmental BCM by building deeper into Level 2, 3, and so on.

The tables below reflect the GC BCM 2.0 Model with proposed updates for the future version (that are flagged and considered under construction). A request to GC EARB will be made to endorse the formal adoption of updates to the model.

Direction Setting, what we do for our business
BCM # Business Domain/Capability Description
1.0 Legislation, Regulation and Policy Management The ability to manage legislation, regulations and policies used to establish the direction and framework of the organization and provide the high-level foundations for its sub-organizations in support of where the organization is looking to move towards.
1.1 Legislation Management The ability to formulate, develop, evaluate and manage legislation through a legislative processes or other governing bodies. Normally, legislation is used to regulate, authorize, outlaw, sanction, grant, allocate, declare or restrict some aspects or elements in order to achieve some results.
1.1.1 Legislation Development The ability to formulate and develop legislation, that is, to write, to review, to recommend, to author and to advance legislation through a process for approval.
1.1.2 Legislation Implementation The ability to plan, coordinate and put into effect one or more legislation.
1.1.3 Legislation Evaluation The ability to observe, analyse, assess and report on proposed or implemented legislation and evaluate whether the revisions maybe required.
1.2 Regulations Management The ability to develop, evaluate, manage, review and establish regulations for one or more nation, territory and/or group.
1.2.1 Regulations Development and Delivery The ability to formulate, develop, plan, coordinate, implement and deliver regulations that individuals or entities will need to comply with.
1.2.2 Regulations Monitoring The ability to observe, analyse, assess and report on the effectiveness of laws and regulations and evaluate whether revisions are required. Refer to 5.1 Compliance Management for the ability to enforce and ensure adherence to laws and regulations.
1.3 Policy Management The ability to develop, evaluate, manage, and review policies which operationalize legislation or formalize basic principles and associated guidelines. Policies are normally formulated and enforced by the governing body of an organization, to direct and limit its actions in pursuit of long-term goals.
1.3.1 Legislation Review The ability to review, examine and assess legislation with the intent of possibly changing it or to determine how it could be implemented.
1.3.2 Policy Development The ability to draft, review, revise, develop, finalize, implement, monitor and advance policies and instruments to ensure they get implemented effectively and to provide guidance and understanding of the policy.
1.3.3 Policy Assessment and Guidance The ability to assess and interpret the policies, their effectiveness and how they should be implemented via programs.
Direction Setting, what we do for our business
BCM # Business Domain/Capability Description
2.0 Enterprise Planning he ability to perform cross-cutting or horizontal planning for the enterprise or organization helping it to deliver on its mandates from a strategic perspective. This includes activities such as Strategic Planning, Financial Planning, Program and Service Delivery Planning as well as Integrated Planning. It normally includes planning that includes multiple organizational levels.
2.1 Financial Planning The ability to determine, develop and describe how an organization plans to meet its mandate and priorities, through activities and allocations, based on the resources it has or those that it needs in which timeframes.
2.1.1 Budget Planning The ability to determine and develop a budget for the organization. This ability includes the solicitation of sub-organizations, understanding the current priorities, sources of funding and allocation plans.
2.1.2 Strategic Investment Planning The ability to plan investments and allocations based on the current and future priorities of the organization while considering the many elements of the ecosystem that the organization operates in that could impact the planned investments and allocations.
2.1.3 Treasury Management The ability to manage debts, investments, liquidities, petty cash, financial reserves and the borrowing framework of the organization or business unit.
2.1.4 Budget Management The ability to manage the budget allocation within the organization and along with the updates to the budget throughout the course of operations over a given period of time. This includes determining key assessment points; ensuring planning and processes are in place to manage budgets and reassessing and adjusting budgets as required.
2.2 Integrated Planning The ability to plan strategically across two or more functions in a business or government entity to maximize value while minimizing risk and optimizing results.
2.2.1 Environmental Scan Management The ability to identify, research, monitor, track events, attitudes, indicators across multiple areas that may impact strategic/business direction, risk, outcomes and objectives.
2.2.2 Enterprise Architecture The ability to document, govern and recommend how the resources of the organization can be optimally integrated and interconnected to achieve current and future objectives. It normally includes the Business Architecture, Information Architecture, Application Architecture, Technology Architecture and Security Architecture perspectives. All organizations are architected in some way, many are architected by experience, and few have details on how they are organized to operate.
2.2.3 Portfolio Management The ability to manage, track and oversee the evolution of a portfolio of stakeholders, applications, services, projects, etc.
2.2.4 Strategic Risk Assessment The ability to identify and evaluate the risks that could affect the business in achieving its mission, vision, mandate, intents, outcomes or objectives. Includes planning, identifying, assessing, understanding, making decisions on and communicating risk issues.
2.2.5 Transformation and Innovation The ability to analyze and plan for transformation and innovation which involves understanding the implications on two or more business functions within the organization. This includes the design of ideas and review of new business trends and technologies to transform and improve services and capabilities.
2.3 Program and Service Planning The ability to develop, manage and implement the detailed design for the various programs delivered by the organization.
2.3.1 Program and Service Definition The ability to define the business needs for each program.
2.3.2 Program and Service Delivery Design The ability to design programs and services, that is, the activities involved with all aspects of designing a program or service from writing the key performance indicators, eligibility criteria, entitlement criteria, stakeholder obligations, roles and responsibilities, approvals, service delivery mechanism, etc. Also includes the activity of planning and organizing people, infrastructure, communication and material components related to the delivery of a Program or a service in order to improve its quality and the interaction with the stakeholders.
2.3.2.1 Program Planning and Design The ability to plan, research and design an organizational or governmental program.
2.3.2.2 Service Planning and Design The ability to design an organizational or governmental service including planning and organizing people, infrastructure, communication and material components of a service in order to improve its quality and the interaction between the service provider and its stakeholders. This includes activities such as user experience design and research.
2.3.3 Program Alignment The ability to ensure that programs are aligned to the mandate, objectives and policies of the organization.
Direction Setting, what we do for our business
BCM # Business Domain/Capability Description
3.0 Outcomes Management The ability to outline how the Programs are to be measured for their effectiveness on the target group within the mandate of the organization. This includes elements such as Governance and Oversight management, Program Evaluation, Performance Management and Reporting Framework Management.
3.1 Governance and Oversight Management The ability to manage the activities that oversee and protect the organization's resources.
3.1.1 Governance Framework Design The ability to design a governance framework, that is, to direct, administer and control the activities at all levels across the organization. For example: Organisation structure.
3.1.2 Governance Implementation The ability to ensure that a governance framework is implemented according to approved terms across one or more organizations.
3.2 Performance Management The ability to measure the performance of the organization, its programs, functions and/or services.
3.2.1 Performance Framework Design The ability to develop a framework that will help assess the performance of the organization and/or sub-organizations.
3.2.2 Performance Measurement The ability to measure the performance of the organization and/or sub-organizations or their services.
3.2.3 Service Quality Management The ability to measure service quality and to outline the areas designated for the monitoring of delivery quality and efficiency when delivering programs and services.
3.3 Reporting Framework Management The ability to determine measurement, recognition, presentation, and disclosure of all material items. The ability to design, monitor and evaluate organizational wide reporting such as annual reports, organizational reporting requirements and strategic, tactical and operational reporting specifications.
3.3.1 Reporting Framework Design The ability to design the framework for reporting.
3.3.2 Strategic, Tactical and Operational Reporting The ability to develop, compile and deliver the required organizational reports.
3.3.3 Reports Monitoring The ability to monitor the reporting framework to ensure that it is operating as required and meeting the reporting needs of the organization and sub-organizations. This includes the monitoring of reporting results and determining follow up requirements.
Core, what we do for our clients
BCM # Business Domain/Capability Description
4.0 Relationship Management The ability to manage relationships with various individuals or organizations, that is, to identify and collect information regarding stakeholders*, understand their needs, and maintain an on-going engagement for the purposes of working with or providing services to them. The capabilities in this area include management of the awareness, information and interaction with stakeholders. It applies to individual stakeholders as well as stakeholder segments. *Stakeholder is defined as domestic or foreign individuals, businesses, clients, users, organizations, partners, vendors, service providers, other governments, etc., who can affect or be affected by the actions, objectives and policies of the government or government unit. Note – the focus of this capability area is ‘who’ rather than ‘what’ or ‘how’.
4.1 Stakeholder Awareness Management The ability to disseminate information designed to increase the public’s and stakeholder’s awareness of programs and services that they are potentially eligible to receive.
4.1.1 Channel Management The ability to ensure the content of service delivery channels are consistent and that prospective stakeholders can obtain the same information regardless of which channel they choose to use.
4.1.2 Public Outreach Management The ability to disseminate information with the intent of making potential stakeholders aware of programs and/or services that they might be eligible for as well as what they need to do to apply for a service. This can come in the form of TV Commercial, Mail pamphlet, Marketing campaign polling, etc.
4.1.3 Stakeholder Education Management The ability to deliver information via all channels available (Click, Call, Consult - as well as mail and various media, etc.) to existing and potential stakeholders so they are informed / educated about potential services they may be eligible to receive from the organization.
4.2 Stakeholder Information Management The ability to identify and collect information about stakeholders to understand their needs and to maintain an on-going engagement to build partnerships and/or provide services.
4.2.1 Stakeholder Profile Management The ability to create and manage profiles to facilitate efficient service delivery. An example of this would be the creation of a profile of individuals who live in a certain jurisdiction that due to unique circumstance (natural disaster, weather anomaly, economic event, etc.) would not be subject to penalties as a result of a late Tax Return.
4.2.2 Stakeholder Assessment The ability to identify and assess the stakeholders and the relationships that are important regarding the work being conducted or the service being offered (as a given stakeholder may hold many different types of relationships with many government organizations).
4.2.3 Stakeholder Risk Assessment The ability to determine the risks associated with working with and/or delivering services to stakeholders. This includes all levels of risk and is not limited to major items such as fraud or identity theft but can include behavioural risk.
4.3 Stakeholder Interaction Management The ability to manage interactions with stakeholders across all channels.
4.3.1 Intake Management The ability to accept, track and manage incoming information and demands. The incoming element can vary widely, that is, it could be a comment regarding a typo on a web site, a request for a grant or for a meeting with the leader of another country. It could also come from various sources, such as another departments, an agency, another level of government, a citizen, a vendor, etc. Note that the intake includes a form of identification (low to high) as the organization needs to track the source of the information or request in order to understand the validity of the intake.
4.3.2 Correspondence Management The ability to develop, send, track, receive and forward correspondence records used for the purposes of exchanging relevant information with identified stakeholder(s).
4.3.3 Engagement Management The ability to identify, track, assess need and engage initial and ongoing client service such as advice, referral, information, assistance, appointments, etc. and provide an integrated view and history of these interactions.
4.3.4 Registration and Eligibility Management The ability to maintain information from an application into a registry that may be used for the purposes of determining whether the applicant meets eligibility criteria to be given the privileges/permissions applicable to the benefits/services.
Core, what we do for our clients
BCM # Business Domain/Capability Description
5.0 Compliance Management The ability to ensure compliance to established agreements, regulations, review the financial or performance management and monitor, check and evaluate various aspects of a developed solution before, during or after Implementation. (Note: This is where it is determined if the Rules and Regulations and Program Intent are followed.)
5.1 Compliance and Investigation Management The ability to administer, monitor and enforce stakeholders’ adherence to relevant laws, regulations, treaties, agreements, policies, standards, licensing or access and usage requirements that have been established by an authoritative body.
5.1.1 Compliance Risk Assessment The ability to quantify and act on the potential risk of non-compliance of a subject of interest.
5.1.2 Compliance Assessment Management The ability to evaluate, monitor and identify that the stakeholders of the organization are acting according to expectations to ensure continued eligibility for the service they are receiving.
5.1.3 Investigations Management The ability to investigate and ensure a client of a program or service is not attempting to defraud the organization.
Core, what we do for our clients
BCM # Business Domain/Capability Description
6.0 Program and Service Delivery The ability to outline the areas designated for the delivery of the mandated programs and services of the organization and sub-organizations as applicable. These capabilities are for outward facing programs and services such as Employment Insurance, Income Tax Returns, Labour Dispute Resolutions, International Trade, Measures, Intellectual Property, Statistical Reports, Border protection Environmental Conservation and Protection, Natural Resources Management, etc. (Note: this is where the Program becomes operational and serves its intended recipient.)
6.1 Agreements Management The ability of the organization to negotiate, commit, implement and monitor agreements with other stakeholders.
6.1.1 International Agreements Management The ability to negotiate, commit and monitor agreements on an international level. Can include all levels of agreements ranging from major trade agreements to import agreements.
6.1.2 Legal Agreements Management The ability to establish legal agreements with other parties on behalf of the organization.
6.1.3 Negotiation Management The ability to negotiate an agreement that is bipartisan, ending with a mutually-approved binding agreement.
6.1.4 Stakeholder Agreement Management The ability to develop, track and manage agreements with stakeholders.
6.2 Public Safety and Defence Management The ability to provide security or protection, either directly or indirectly, for an entity that has importance to the organization whether for political or non-political reasons, public or economic, etc. This can be in the form of security personnel assigned to protect a person of interest such as a Prime Minister and his/her residence, a foreign Diplomat, a Crown witness in a Witness Protection program or a child, and can also be in the form of restricting person(s), products, food etc. to protect our citizens or our industries.
6.2.1 National Security Management The ability to coordinate activities to protect the safety and security of our territory, our resources and our people, both at home and abroad.
6.2.2 Policing and Crime Prevention Management The ability to manage activities related to crime prevention, law enforcement, and the rehabilitation of criminals. It also provides the tools, education and support to effectively reduce, deter and prevent crime in our country, region or district and to deal with crimes that have taken place.
6.2.3 Defence and Combat Management The ability to coordinate and manage defence and combat in chaotic situations, locally or abroad.
6.2.4 Border and Trade Management The ability to provide a focused border management agenda and its implementation of cross border arrangements relating to movements of goods and people. It also promotes the safety and economic well-being of our country, territory, resources and people through supporting secure and efficient management of our organizational borders.
6.2.5 Response and Rescue Management The ability to respond to incidents/occurrences, emergency and rescue situations, in addition to being able to coordinate and oversee the development, deployment and planning (strategical, tactical and operational) for such operations.
6.2.6 Peacekeeping Management The ability to manage peace in and between nations or communities, locally or abroad.
6.3 Health and Well-Being Management The ability to care for people by ensuring access to medical facilities, proper care, approved medication, proper hygiene and access to approved and secure products.
6.3.1 Rehabilitation Management The ability to rehabilitate individuals who have been found guilty of legal/regulation non-compliance. This rehabilitation can be delivered through incarceration, community service or other means.
6.3.2 Medical Assistance Provisioning and Management The ability to manage, coordinate and provide medical assistance and treatments to staff or other individuals (or living organisms) in need.
6.4 Dispute Resolution Management The ability to facilitate or broker an agreement between two or more parties who could not otherwise come to an agreement themselves. This may come in the form of a mediation or a conciliation role or that of an arbitrator, which can result in a ruling that may be binding or non-binding -- depending on what the parties agree upon before seeking intervention.
6.4.1 Evidence Collection and Discovery Management The ability to collect any, and all relevant information and evidence (discovery process) related to a case or file.
6.4.2 Mediation and Conciliation Management The ability to mediate or conciliate an agreement of a resolution to a dispute between two or more entities that cannot come to an amicable agreement themselves. For example, Labour Mediation.
6.4.3 Arbitration Management The ability to hear cases from both sides of an arbitration hearing such as delivering a ruling to both parties.
6.4.4 Rulings Management The ability to manage an arbitration or legal exercise.
6.5 Product and Solution Management The ability to design, deploy and modify products and their related fees if applicable. Also includes addressing an identified need of one or more target groups; assessing the product effectiveness; and communicating and publishing information about products, including fees, forms, contacts, authority, and other pertinent information.
6.5.1 Product Innovation The ability to generate ideas and to review new business trends and technologies to improve products, services or solutions.
6.5.2 Product Development The ability to design, develop and make products available for a variety of stakeholders. This includes the development of standards as well as patentable ideas, nutrition guides, acts or Passports (tangible and physical products in essence). See business capability 7.1.4 Information Use and Dissemination if what you are developing and sharing is not tangible.
6.5.3 Production Management The ability to produce, to deliver and manage the unit or mass production of a given tangible product (or service).
6.6 Justice and Legal Management The ability to provide justice and legal management for a jurisdiction. These activities focus on legally advocating for the people of the jurisdiction who are otherwise unable to provide legal representation as well as providing prosecution of individuals who are found to be non-compliant to the regulations (laws) of the said jurisdiction. This capability also includes the provision of unbiased rulings.
6.6.1 Legal Defence Management The ability to manage legal defence on behalf of the legal entity, individuals or entities.
6.6.2 Prosecution Management The ability to prosecute, on behalf of the legal entity, individuals or entities accused of committing a crime. For example, a Crown Prosecutor.
6.6.3 Legal Judgement Management The ability to provide fair, evidence-based and constitutionally sound legal rulings based on information presented. For example, by a Supreme Court Judge, a Provincial or State Judge.
6.7 Authorization Management The ability to create, manage and issue a unique identifier (e.g. a number, letter, certificate, etc.) that acts as proof of a person, place or object's status. The ability to issue documents or records that recognizes the licence holder at legal level as having the skills to conduct business, or, transactions. For example: Incorporating Oneself/Business, Indian Status, Diplomat Status, Temporary Foreign Worker, Weights and Measures Accreditation, Transportation, Tax-Exempt Charity, etc.
6.7.1 Authorization Generation The ability to generate a unique identifier (e.g. a number, letter, certificate, etc.) that acts as proof of a person, place or object's status. It includes the ability to create a physical licence or accreditation document (i.e. Indian Status Card) if the program calls for it, as well as assigning the eligible entity the information needed to prove they have been recognized by the legal entity to meet the requirements in their field.
6.7.2 Authorization Delivery The ability to deliver a unique identifier (e.g. a number, letter, certificate, etc.) that acts as proof of a person, place or object's status. Includes ensuring that the intended recipient of the Licence or Accreditation documents receives it (them) without incident.
6.7.3 Authorization Validation The ability to validate the unique identifiers (e.g. a number, letter, certificate, etc.), to verify the validity and accuracy of an issued licence or accreditation to ensure the entity who is using these identifiers is in fact the entity that the organization or legal entity has on record.
6.8 Payment Management The ability to control all incoming and outgoing monetary amounts, regardless of channel, to and from the organization. The capabilities ensure all payments are accurately accounted for, and meet their specified intent.
6.8.1 Adjustment Management The ability to apply any adjustments that may impact the entitlement of a stakeholder of a program or service.
6.8.2 Payment Processing The ability to process any incoming and outgoing payments to and from the clients and consumers of the organization.
6.8.3 Reconciliation Management The ability to reconcile accounts within a program or service where there may have been an overpayment or underpayment.
6.8.4 Recovery and Collections Management The ability to manage the recovery of monies owed to the organization in relation to penalties, overpayments and underpayments.
6.9 Public Asset Management The ability to manage the public assets under the supervision of a organization or government, including natural resources such as minerals, lakes and trees, and geospatial assets such as radio waves and telecommunication spectrum, etc.
6.9.1 Environmental Advocacy Management The ability to manage designated parks, nature reserves, wilderness areas, and wildlife sanctuaries that have particular historic, scientific or social significance. It includes the ability to monitor access restrictions and maintain public amenities as well as the ability to issue permits for commercial or recreational outdoor activities.
6.9.2 Geographic and Geospatial Management The ability to manage collective data based on geographical, navigational or locational information.
6.9.3 Natural Resources Management The ability to monitor, protect and preserve natural resources in natural environments, habitats and forms such as land, water, air, wind, energy, weather, soil; and the ability to monitor, protect and preserve natural life forms such as plants and animals in order to preserve the environmental ecosystems.
6.10 Heritage and Culture Management The ability to maintain a connection to the history of a nation by embracing and raising awareness of the historical events, dates and places as well as cultural diversity of how the nation has evolved.
6.10.1 Cultural Advocacy Management The ability to advocate the cultural rights of different groups including but not limited to elements such as traditions, knowledge, language, dress, religion.
6.10.2 Heritage Preservation Management The ability to ensure preservation of natural, indigenous, and historic sites under the supervision of the organization or government.
6.10.3 Cultural Collection Management The ability to manage the acquisition, accessibility, loan, exhibition and storage, preservation and provenance of records, documents, memorabilia, art, and other materials of national, historical, archaeological, or cultural interest. Producing standards and guidelines for production management procedures to ensure the safety of fragile or highly valuable items. Includes liaison with other institutions about the management of records, documents, memorabilia, art, and other materials of national, historical, archaeological, or cultural interest.
6.11 Immigration, Refugee & Citizenship Management *NEW*
6.11.1 Temporary Resident Management **** NEED Definition ****
6.11.2 Permanent Resident Management **** NEED Definition ****
6.11.3 Citizenship and Passport Management **** NEED Definition ****
Supporting, what we do for our clients and our business
BCM # Business Domain/Capability Description
7.0 Information Management The ability to manage the information that an organization collects, creates, and uses in delivering public-facing and internal programs and services. (Note: Information includes both information and data, structured and unstructured, under the control of the organization, regardless of medium or form.)
7.1 Information Life Cycle Management The ability to manage the information life cycle encompasses the following: planning; collection, creation, receipt, and capture of information; its organization; its use and dissemination; its maintenance, protection and preservation; its disposition; and its evaluation.
7.1.1 Information Management Planning The ability to develop and articulate an Information Management plan to support the delivery of organizational programs and services, and integrate information requirements into business-related development, implementation, evaluation, and reporting activities.
7.1.2 Information Collection, Creation, Receipt, and Capture The ability to collect, create, receive, and capture information during the course of organizational programs and services, to document decisions and decision-making processes, account for and support the continuity of departmental operations, permit the reconstruction of the evolution of policies and programs, and allow for independent evaluation, audit, and review
7.1.3 Information Organization The ability to organize information according to structured sets of rules.
7.1.4 Information Use and Dissemination The ability to use, transmit, disseminate, open, share to the greatest extent possible, package, and reuse information, while respecting security, privacy, confidentiality, user agreements, or licensing requirements.
7.1.5 Information Maintenance, Protection and Preservation The ability to maintain information’s relevance, authenticity, and quality, to store it, to determine the information risk profile and to protect it from non-authorised access, loss or accidental destruction, and to maintain it for as long as the business needs it.
7.1.6 Information Disposition The ability to destroy, transfer or to alienate information to a third-party when its retention is no longer needed by the business.
7.1.7 Information Management Evaluation The ability to measure the progress or performance of an Information Management Program.
7.2 Registry Management The ability to manage registers, official lists or directories; for example, list of electors, registry of businesses, vital events, etc.
7.2.1 Registry Development Management The ability to develop and adapt spaces to store captured information in a format that is applicable and that can be reused and leveraged many years from now.
7.2.2 Registry Verification Management The ability to verify and validate that the information within the registry is accurate.
7.2.3 Registry Maintenance Management The ability to maintain the registry to reduce errors such as invalid entries, missing file references or broken links or consider updating the registry format to ensure its reusability.
7.3 Research and Knowledge Management The ability to gather and derive knowledge from data and information, analyze it, and leverage it to support business decision making.
7.3.1 Knowledge Management The ability to capture, to develop, to share and to effectively use organizational knowledge. The ability to create knowledge after the information has been obtained, and to establish a set of logical connections among pieces of information.
7.3.2 Research Management The ability to conduct the research and analysis in a given subject area in search of discovering new knowledge.
7.3.3 Survey Management The ability to conduct and manage surveys for research and knowledge discovery.
7.3.4 Intelligence Management The ability to analyze sensitive information using subtle and less obvious methods to identify and uncover patterns, plans, activities, secrets and other details that could potentially pose threats, risks or compromise security (personal, national, international or other) or aid the government in a tactical or strategic way (while confirming to all applicable laws and regulations).
7.3.5 Analytics Management The ability to analyze information to identify patterns, recognize trends or to extract insights.
Supporting, what we do for our clients and our business
BCM # Business Domain/Capability Description
8.0 Government Resources Management The ability to manage the physical assets of the organization including Acquisition, Finances, Human Resources, Materiel and Real Property and Technology. (It is important to note the difference between Enterprise level planning of an activity such as Finance (establishing budgets…), which are focused on setting direction while internal operational management of those same activities (such as day to day spending, reporting on budget usage, etc.) are done under this section. )
8.1 Acquisition Management The ability to manage acquisition, administration and retirement of economic resources provided by suppliers and vendors.
8.1.1 Bargaining The ability to negotiate prices and get the best quality outcomes from available resources or products.
8.1.2 Sourcing and Procurement The ability to identify, to assess and to develop sourcing and procurement needs and options, and to maintain and manage those sourcing and procurement arrangements.
8.1.3 Vendor The ability to find, to build, to maintain and to leverage supplier relationships to optimise business outcomes.
8.2 Financial Management The ability to ensure the prudent use and stewardship of allocated financial resources in an effective, efficient and economic manner. Activities include planning, budgeting, accounting, costing, reporting, control and oversight, analysis, decision support and advice, and financial systems.
8.2.1 Financial Planning and Budgeting The ability to forecast financial requirements to support achieving objectives.
8.2.2 Accounting The ability to establish processes, procedures and authorities for the government or department or organization in order to track the movement of funds.
8.2.3 Costing and Funding The ability to manage and effectively distribute allocated funds.
8.2.4 Financial Analysis and Evaluation The ability to analyze financial data as well as to generate and evaluate financial reports.
8.3 Human Resource Management The ability to support prudent use and effective management of Human Resources within an organization, institution or legal entity.
** NOTE ** All the sub-sections of 8.3 have been modified SUBJECT TO FURTHER CHANGES
8.3.1 HR Core
8.3.1.1 Personnel Information Management Capture and manage employee setup and management of employee data.
8.3.1.2 Personnel Actions Capture and manage disciplinary action, termination etc.,
8.3.1.3 Position Management Manage the relationship between positions, the organizational structure and budget control/funding for positions etc.,
8.3.1.4 Classification Manage position relativity and classification decisions
8.3.1.5 HR Planning & Strategy Identify current and future human resources needs for the organization to achieve its goals
8.3.2 Program/Risk Management
8.3.2.1 Employment Equity Capture, screen, assess, remediate an/or escalate complaints
8.3.2.2 Health & Wellness Track participation and completion of related programs
8.3.2.3 Safety Management Manage policies, objectives, plans, procedures and responsibilities
8.3.2.4 Recognition Track and recognize employees including milestones/anniversaries
8.3.2.5 Illness & Injury Management Track illnesses and/or injuries
8.3.3 Employee & Labour Relations
8.3.3.1 Agreement Support Support the negotiation processes by providing guidance and research to manage the relationship between the organization and its unions.
8.3.3.2 Compliance Mgmt. & Guidance Mgmt. Measure and track compliance to collective agreements and provide guidance on how to interpret policy, collective agreements, etc.
8.3.3.3 Grievance Management Capture formal complaints and related outcomes
8.3.3.4 Discipline Management Identify and track disciplinary actions assigned to the employee
8.3.4 Compensation Management
8.3.4.1 Compensation Planning Determine budget, review salary, perform market analysis, administer salary
8.3.4.2 Benefits Management Enroll, administer and process benefits including include health, disability and life insurance
8.3.4.3 Pension Management Enroll and administer pension
8.3.5 Payroll Payroll provides gross-to-net processing for employees
8.3.5.1 Payroll Structure & Periods Manage the frequency of pay periods and the pay dates for positions
8.3.5.2 Earnings & Deductions Set up and manage earning codes, earning code groups, taxes, tax regions, tax codes, and tax groups
8.3.5.3 Leave Mgt. Process and approve requests for leave
8.3.5.4 Retroactive Pay Administer backdated pay to employees
8.3.5.5 Workers Comp Payments Administer wage replacement and medical benefits to employees injured in the course of employment
8.3.5.6 Record of Employment (ROE) Generate and distribute ROE
8.3.5.7 Process Payroll Generate earnings for employees, issue worker payments, post payroll distributions
8.3.5.8 Year End Processing Generate and distribute year end documentation
8.3.6 Talent Mgmt.
8.3.6.1 Qualifications Management Capture and track employee skills, competencies, certifications etc.,
8.3.6.2 Learning Management Capture and track employee training, course enrollment, course creation and delivery
8.3.6.3 Succession Management Plan for attrition for top-level talent
8.3.6.4 Performance Management Set goals and objectives, conduct performance reviews, self/manager appraisals, track metrics against organizational goals and mission statement, and individual development plan
8.3.6.5 Official Languages Capture and track employee training, course enrollment, certification etc.
8.3.7 Recruitment
8.3.7.1 Request to Fill Request a new position, fill a vacant position or reallocate/promote a current employee
8.3.7.2 Recruiting Develop employee job ads, interview, screen and select high-quality and productive employees
8.3.7.3 Applicant Tracking Track and process an applicant
8.3.7.4 Hiring Manage offers, documents and strategic hiring
8.3.7.5 On-boarding / Offboarding Setup an employee, assign assets, complete employee checklist. / Return assets, complete required paperwork and exit survey.
8.3.8 Work Force Management
8.3.8.1 Workforce Planning/Forecasting Align the needs of the organization with those of its workforce to meet its legislative, regulatory, service/production requirements and organizational objectives.
8.3.8.2 Workforce Scheduling Develop schedules that align to staffing needs to budget, available skills and demand
8.3.8.3 Leave Management Manage employee absences including sick days, maternity, short term leave, long term disability etc.,
8.3.8.4 Time & Attendance Capture and monitor employee time and attendance, labour tracking, and data collection
8.3.9 HR Service Delivery
8.3.9.1 Employee/ Manager Policy & Procedure Guidance Provide HR services and guidance to employees and/or managers on how to interpret HR policy
8.3.9.2 HR Knowledgebase Collect and publish policies or benefits
8.3.9.3 Case Management Administer intake, perform needs assessment, service planning and evaluation
8.3.9.4 Employee / Manager Self Service Manage personnel related data elements. / View assigned personnel data and/or add/change data.
8.3.9.5 HR Reporting & Analytics Report on employee/employment statistics including status of actions to be completed
8.4 Materiel, Real Property and Asset Management The ability to manage facilities, material, Real Property and assets in a sustainable and financially responsible manner that supports the cost-effective and efficient delivery of programs. This includes the ability to manage and maintain the operation of the enterprise’s buildings, grounds and other physical facilities as well as other major infrastructure items such as buildings or dams.
8.4.1 Facilities Management The ability to manage buildings and find accommodation for the employees of the organization, through the acquisition or leasing of office space. These activities are often conducted by a centralized body, it also includes all forms of building and precinct management along with assessing and maintaining building safety (air quality, asbestos, …)
8.4.2 Real Property and Asset Management The ability to effectively and efficiently manage all Real Property and other types of moveable assets, excluding money or records but including material(s), acquired by the organization. Movable assets are tangible and include a broad range of goods. For example: Equipment (office, information technology, telecommunications, scientific), larger goods (air conditioners or diesel generators).
8.4.3 Fleet Management The ability to acquire (either by purchase, lease, or charter), use, maintain, repair, transfer, and dispose of vehicles or transport related assets. Vehicles are any means of conveyance owned or used by the organization to transport people or items, including road, all-terrain, construction, off-road, air and water vehicles. Other fleet assets include aircrafts, boats, buses, etc.
8.4.4 Seized Goods Management The ability to manage, retain, dispose of seized goods upon the arrest of a person for the crimes of production or possession of such goods.
8.4.5 Animal Husbandry Management The ability to oversee the management of animals under the care of the organization or institution, such as dogs and horses for policing activities and farm animals such as those managed at the Central Experimental Farm.
8.5 Technology Management The ability to administer, architect, plan and operate technology services and solutions for the departments and agencies within the organisation. For some institutions, this capability is sometimes provided by centralized organization. The level, type of activities and services also vary from organization to organization.
8.5.1 Infrastructure Management The ability to manage the workload and operation of physical or virtual IT assets while minimising the likelihood and consequences of disruption to normal service operations, including the recovery of business services and applications following disastrous events or disruptions.
8.5.2 IT Architecture Management The ability to design and architect the IT components (hardware, software, cloud, networking or other IT facet) in an efficient and effective manner that will best support the organization. IT architecture refers to software applications, application programming, technologies and technology architecture, IT security architecture and network topologies and much more.
8.5.3 IT Solution Management The ability to design, to develop, to validate, to deploy or to secure IT solutions (hardware and/or software solutions), including the maintenance and life-cycle management of such solutions.
8.6 Work Management The ability to manage, assess, devise and subdivide work.
8.6.1 Workflow Management The ability to distribute, assign, coordinate, sequence and monitor the work items involved with service delivery. This includes the ability to detect key business events/triggers that may occur at any time and organize the proper response as well as to track/trace a piece work from identification to completion.
8.6.2 Workload Management The ability to forecast, assess and prioritize the work items involved with service delivery. This includes assessing the complexity of the work and to identify/select work based on a set of criteria (assume criteria includes relationships between work).
Supporting, what we do for our clients and our business
BCM # Business Domain/Capability Description
9.0 Corporate Management Capabilities dedicated to managing the activities that oversee and protect the organization’s resources as well as its business continuity in the event of a disruption.
9.1 Security Management The ability to take measures to ensure the security of the organization, its materiel, assets, resources and people. This includes both Physical and Information technology security.
9.1.1 Screening and Assessment Management The ability to screen and assess people, equipment, networks, regarding risks, to ensure that the authority and/or permission to access the organization’s assets is managed effectively. This includes the evaluations for the access to buildings, networks, information and assets, and includes the validating the transferability of screening between organizations.
9.1.2 Identity and Access Management The ability to recognize the identification of a person or system and ensure that only screened resources (people, external systems …) get access to the organization’s resources and assets. Access levels may also apply.
9.1.2.1 Credential Management *NEW* The ability manage (issue, update and revoke/deactivate) digital credentials and the associated token/authenticator.
9.1.3 Security Monitoring and Management The ability to monitor the security of buildings, assets, networks, information and people. This includes operational monitoring as well as planning for the approach to monitoring and assessing actual results. It also includes reporting on threats and vulnerabilities, identifying exploitable weaknesses, detecting intrusions, recovering from attacks and preventing future attacks.
9.2 Communications Management The ability to plan, to implement, to monitor and to revise of all the communications from or within the department. It also includes the organization and dissemination of new communication directives connected with an organization.
9.2.1 Corporate Communications Management The ability to plan and manage internal and external communications.
9.2.2 Public Affairs Management The ability to ensure that communications are effectively managed, well-coordinated and responsive to the diverse information needs of the public. These activities ensure that the public receives government information and that the views and concerns of the public are taken into account in the planning, management and evaluation of policies, programs, services and initiatives as well as manage public opinion of the government on the whole or directed at specific target groups.
9.2.3 Marketing Management The ability to track and review the organisations marketing resources and activities.
9.2.4 Brand Management The ability to maintain, to improve and to uphold a brand so that the name is associated with positive results. All the activities related to supervising the promotion of a particular brand of goods
9.2.5 Linguistic Management The ability to translate existing or live material in other languages or language forms. Translations could also include the translation to and from other types of languages such as indigenous, braille and sign-language. This includes Terminology management, interpretation management (sign language), standardization and translation management.
9.3 Business Transformation Management The ability to manage change portfolios, programs and projects ensuring structured methods and processes are used to deliver business and project objectives. Includes the activities of Change Management, Portfolio Management, Program Management and Project Management.
9.3.1 Change Design Management The ability to take the organization's strategies and plans and turn them into detailed specifications or requirements of services to be delivered or developed.
9.3.2 Change Implementation Management The ability to manage change portfolios and projects to ensure structured methods and processes are used to deliver business and project objectives.
9.3.3 Change Monitoring Management The ability to ensure that all the changes across the organization are monitored. This avoids gaps, overlaps, and duplication, and improves line of sight across the efficiency and effectiveness of change.
9.3.4 Project Management The ability to manage the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics.
9.4 Business Disruption Management The ability to maintain critical business services for stakeholders in the event of a significant outage. For example: natural disasters, system failures and other major disruptions. This capability applies to large scale planning not day to day maintenance of operations.
9.4.1 Incident Management The ability to react and deal with unexpected events. Events could be positive or negative, have security, physical or mental health impacts and they can have a large or small effects on the resources of the organization. They include such things as virtual or physical threats by individuals, systems or nature, IT viruses, power outages, an employee accident, a water leakage, and much more.
9.4.2 Business Continuity Management The ability to involve measures to ensure that the delivery of services can continue in an emergency situation.
9.4.3 Disaster Recovery Management The ability to manage the preparation of responses to major or catastrophic disruption of service delivery.
9.4.4 Emergency Operations Management The ability to support operations during an emergency situation. For example a major weather event, major power outage, etc.
9.5 Legal Management The ability to provide legal representation in each sub-organisations to provide advice and guidance within program delivery and legislation assessment as well as to represent the legal interests of the department or agency on behalf of the organization.
9.5.1 Legal Advice Management The ability to provide legal services to the organization. This includes interpreting and providing civil and constitutional legal advice, and representing all sub-organizations and related agencies regarding legal matters, the drawing up of legal agreements and the handling of legal actions and disputes.
9.5.2 Legal Support Management The ability to conduct the organization's legal cases through the legal system.
9.6 Audit Management The ability to verify assurance of the financial and operational controls to manage risk, promote sound business practices and meet statutory obligations. For example: Ensuring that service delivery is consistent and reliable, the accurate and reliable production of information, independent and objective reviews and advice, etc.
9.6.1 Audit Evaluation Management The ability to monitor an audit throughout the lifecycle of the audit as well as the evaluation of an audit after the fact.
9.6.2 Internal Audit Management The ability to execute, coordinate, track and manage audits. This includes identifying, evaluating and managing all relevant risks to the enterprise.
9.6.3 Program and Service Audit Management The ability to ensure that program and service delivery is consistent and reliable including the accurate and reliable production of information, independent and objective reviews and advice, etc.
9.7 Event Management The ability to develop programs to support events, summits, elections, exhibitions and conferences. The ability could encompass full planning and implementation or providing financial assistance and advice on planning and marketing strategies to 3rd parties.
9.7.1 Event Planning Management The ability to plan and manage events including capabilities such as Workforce Logistics, Event Location Management, Event Material Management and Support, and Complaint Services Management. These capabilities could apply to events such as Large staff meetings, celebrations, the opening of a new museum, General Elections and G7 Summits.
9.7.2 Event Support Management The ability to provide support to the various stakeholders involved in the conduct of an event such as Help Desk activities, provisions of Information Kiosks and provision of targeted training to event workers.
9.7.3 Event Implementation Management The ability to launch, conduct and complete an event. These capabilities could include Event initiation Management, Event Monitoring Management, Event Worker Management, Event Result Management, and Event Close-out Management.
9.7.4 Event Evaluation Management The ability to evaluate events and make recommendations for future event planning. These capabilities could include Post-event Assessment Management, Results Management, Results Communication and Publication, and Complaints Resolution Management.