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Appendix – Content of Investment Plans
1.1 This policy is effective as of June 7, 2007.
1.2 It replaces the Treasury Board Policy on Long-term Capital Plans.
1.3 The transition period for this policy will begin April 1, 2007 and end April 1, 2011.
2.1 This policy applies to all departments as defined in section 2 of the Financial Administration Act, unless specific acts or regulations override it.
3.1 Departmental investment planning is the function of allocating and reallocating resources to new and existing assets and acquired services that are essential to program delivery. Departmental investment planning is a key element in achieving value for money and sound stewardship.
3.2 Effective investment planning ensures resources are allocated in a manner that clearly supports program outcomes and government priorities, and is characterized as being:
3.3 Investments in assets and acquired services have significant strategic, public policy, operational, risk and financial implications. Investment planning is founded in an effective regime for planning, decision-making and governance. It underpins a department's ability to manage investments of highest priority and greatest risk to the government.
3.4 Deputy heads are accountable to their minister and to the Treasury Board for the effective management of the investment planning function within their departments. Effective management includes developing a departmental investment plan, exercising oversight in the implementation of the investment decisions and ensuring appropriate, ongoing measurement of investment performance.
3.5 This policy is issued pursuant to section 7 of the Financial Administration Act.
3.6 This policy reflects the principles set out in the Policy Framework for the Management of Assets and Acquired Services and is implemented in conjunction with related Treasury Board policies governing assets and services. These include the Policy on the Management of Projects, the Policy on Managing Procurement, the Policy on Management of Real Property, and the Policy on Management of Materiel.
3.7 Treasury Board has delegated to the Secretary of the Treasury Board of Canada the authority to issue such operational directives, standards and guidelines as necessary to support this policy except with respect to the powers or functions of the President of the Treasury Board or the Secretary of the Treasury Board.
4.1 Acquired services (services acquis): Services obtained through formal arrangements, such as contracts, memorandum of understanding and letters of agreement, to support internal or external clients or stakeholders in achieving specific outcomes.
4.2 Assets (actifs): Are tangible and intangible items of value that have a future life beyond one year, whether they are Crown-owned, -leased or accessed through other arrangements.
4.3 Investment (investissement) Is the use of resources with the expectation of a future return, such as an increase in output, income or assets, or the acquisition of knowledge, or capacity.
Please refer to TBS' Guide to Investment Planning – Assets and Acquires Services for examples of each of the above concepts.
The objective of this policy is to contribute to the achievement of value for money and sound stewardship in government program delivery through effective investment planning. Effective investment planning should ensure a diligent and rational manner of resource allocation for both existing and new assets, and for acquired services within existing departmental reference levels.
Investment planning supports departmental, portfolio, horizontal and government-wide priorities, considers areas of highest risk, serves program outcomes, and supports sustainable development and broader social and economic objectives.
Deputy heads are responsible for ensuring that:
6.1.1 Investment planning, in terms of governance, systems and people, is in place and maintained.
6.1.2 Departmental investment planning:
6.1.3 Information systems are in place that support planning, budgeting and accounting for resource allocation and which enable performance measurement and reporting related to the management of departmental investments.
6.1.4 The department's investment plan is submitted every three years to Treasury Board Ministers for approval and addresses those elements described in the Appendix.
6.1.5 Treasury Board Secretariat (TBS) is consulted in determining the appropriate investments to include in the plan.
6.1.6 A departmental investment plan is developed within existing reference levels and complies with the Treasury Board Standard for Organizational Project Management Capacity and the Standard for Project Complexity and Risk.
6.1.7 TBS is advised, in a timely manner, of any significant deviations from approved investment plans. If requested by TBS, the departmental plan must be revised, updated and resubmitted for Treasury Board Ministers' approval.
6.1.8 Key federal stakeholders are informed of the department's planned investments including, but not limited to, central agencies, relevant socio-economic departments and common service providers.
6.2.1 Deputy heads are responsible for monitoring and reporting on investment planning within their department. More specifically, deputy heads are responsible for ensuring that:
6.2.2 The Treasury Board Secretariat is responsible for:
7.1 Based on the assessment of departmental planning performance, Treasury Board Secretariat will make appropriate recommendations to the deputy head of a department or to Treasury Board Ministers that could include such measures as imposing, changing, increasing or withholding departmental expenditure authority.
Policy
Framework for the Management of Assets and Acquired Services
Policy
on Alternative Service Delivery
Common
Services Policy
Government
Security Policy
Integrated
Risk Management Framework
http://www.tbs-sct.gc.ca/pubs_pol/ciopubs/TB_IT/pmit-pgti_e.asp
Management,
Resources, and Results Structure Policy
Policy
on Delegation of Authorities
Policy
on Internal Audit
Policy
on Management of Real Property
Policy
on Management of Materiel
Policy on Managing
Procurement *
Policy on the Management of Projects
Standard for
Organizational Project Management Capacity Models
Standard for Project
Complexity and Risk – Submission Requirements
Treasury Board Secretariat will maintain up-to-date information on best practices on its website. Additional background information supporting the implementation of the policy will also be available on the Treasury Board Secretariat's website.
Please direct enquiries about this policy to your department's headquarters. For interpretation of this policy, departmental headquarters should contact:
Investment,
Project Management and Procurement Policy Division
Treasury Board
Secretariat
140 O'Connor
Street
Ottawa ON K1A 0R5
E-mail: mailto:cmp@tbs-sct.gc.ca
Telephone:
613-952-7561
Fax: 613-952-2405
The departmental investment plan is a high-level strategic document that defines the direction, capacity and commitments of a department with respect to its investment in assets and acquired services. The plan must clearly set out departmental priorities and strategies for the upcoming five-year period, and outline a three-year investment function that meets the needs of the department within available resources.
The investment plan must demonstrate that a strong regime for planning, decision-making and governance exists, which is the basis for Treasury Board approval of a department's expenditure authority. Departments need to demonstrate investment planning capacity and the risk and complexity of investment-based projects within the investment period.
A good investment plan must, at a minimum, cover the following representative categories of information.
A series of statements addressing the purpose, scope and objectives of planned investments.
Direction, Capacity and Commitment
Descriptive information is provided on planned investments with elaboration for those investments in assets or acquired services deemed to have significant strategic, public policy, operational, risk and financial implications for the department. Each planned investment, at a minimum, outlines: the total estimated cost of the investment, investment or procurement strategies, and opportunities for achieving broader government objectives. Project investments need to be consistent with the Standard for Organizational Project Management Capacity and the Standard for Project Complexity and Risk.
Information on the impacts of the proposed investment function is included and should detail:
An overview of relevant financial information that covers the department's planned allocation and reallocation of existing reference levels to refresh and sustain existing assets and services is required. The overview is also required to fund new investments. The financial information is to be presented from the most appropriate perspectives including, but not limited to, by investment class and by program activity.
* Policy instruments or other documents referenced by title only and without links, are under development and not yet in effect. They will be published as they are approved.
