GC Enterprise Architecture/Business Capability Model
< GC Enterprise Architecture
Revision as of 13:18, 19 February 2021 by Nancy.roberge (talk | contribs)
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 tables below reflect the GC BCM v2.0 with proposed updates (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.
| 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. |
| 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. |
| 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. |
| 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. |
| 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. |
| 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 **** |
| 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. |
| BCM # | Business Domain/Capability | Description |
|---|---|---|
| 8.0 | 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.) |
| 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 | |
| 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 | **** NEED Definition **** |
| 8.3.5.2 | Earnings & Deductions | **** NEED Definition **** |
| 8.3.5.3 | Leave Mgt. | **** NEED Definition **** |
| 8.3.5.4 | Retroactive Pay | **** NEED Definition **** |
| 8.3.5.5 | Workers Comp Payments | **** NEED Definition **** |
| 8.3.5.6 | Record of Employment (ROE) | **** NEED Definition **** |
| 8.3.5.7 | Process Payroll | **** NEED Definition **** |
| 8.3.5.8 | Year End Processing | **** NEED Definition **** |
| 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 | Capture and monitor employee time and attendance, labour tracking, and data collection | |
| 8.3.9 | HR Service Delivery | |
| 8.3.9.1 | HR Reporting & Analytics Report on employee/employment statistics including status of actions to be completed | |
| 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 | Policy & Procedure Guidance | Provide HR services and guidance to employees and/or managers on how to interpret HR policy |
| 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). |
| 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. |
| 9.1.3 | 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 | 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. |