Policy on the Planning and Management of Investments

The policy ensures that the Government of Canada has the necessary assets and services in place to support program delivery to Canadians.
Date modified: 2021-06-30

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The requirements in the amended Policy on the Planning and Management of Investments take effect on May 13, 2021; however, departments have 12 months to fully transition to the requirements in subsections 1.4 and 1.5 of the new policy.

The following instruments will remain in effect until May 13, 2022:

During the transition period, departments may adhere to the requirements described in either of the following:

Appendix A: Mandatory Procedures for Investment Plans

A.1 Procedures

  • A.1.1These procedures provide details on the requirements set out in subsection 4.1.5 of the Policy on the Planning and Management of Investments.
  • A.1.2The department’s investment plan must:
    • A.1.2.1Demonstrate the existence of an investment management framework to direct the prioritization, planning, acquisition, use and maintenance, and disposal or divestment of real property, materiel, and information technology assets and services;
    • A.1.2.2Be consistent with strategic government-wide initiatives; align with departmental strategic planning, including the departmental results framework established pursuant to the Policy on Results; and be responsive to current and future program requirements;
    • A.1.2.3Include procurement information that demonstrates consideration of market conditions, supplier feedback, the duration or renewals of contracts, the recommended procurement approach, any potential for single compliant bidders or serial incumbents, any key risks, Indigenous procurement, and any additional socio-economic and environmental public procurement priorities;
    • A.1.2.4Provide a summary of the department’s capacity for project and programme management and procurement, and for managing real property, materiel, and information technology assets and services, including identification of specific capacity issues;
    • A.1.2.5Provide an assessment of previously planned investments against intended results, including an overview of lessons learned, challenges to and opportunities for improving elements of the investment planning framework, and organizational planning and resourcing capacity;
    • A.1.2.6Describe departmental investment priorities, prioritization criteria, and planned spending on real property, materiel, and information technology assets and services for the upcoming five years;
    • A.1.2.7Include sufficient information on planned projects and procurements to support an informed decision by the Treasury Board as to which projects and procurements would warrant its consideration; and
    • A.1.2.8Include performance and risk management plans to identify and address areas of greatest risk in achieving departmental results, and identify and address significant gaps in investment performance.
  • A.1.3As part of the development of the investment plan:
    • A.1.3.1The Treasury Board of Canada Secretariat (TBS) is consulted in determining which investments to highlight in the departmental investment plan;
    • A.1.3.2TBS is advised, in a timely manner, of any significant deviations from the departmental investment plan. Following consultations with TBS, if requested, the departmental investment plan is to be revised and submitted to TBS; and
    • A.1.3.3If requested by TBS, the departmental investment plan is to be submitted to Treasury Board for approval. The Treasury Board’s decision to approve will be based on several factors, including:
      • A.1.3.3.1The significance and risk of a department's planned investments;
      • A.1.3.3.2The department’s management performance as determined through appropriate management accountability mechanisms and other monitoring activities; and
      • A.1.3.3.3The magnitude of changes in planned investments or capacity to deliver.
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