Business Integration – Performance Management

The department will determine customer departments' strategic business needs: gather information on customers' upcoming requirements and communicate it to the business line branches; communicate business line information to our customers to align their service delivery expectations with PWGSC's evolving service delivery capacity; develop the infrastructure to effectively manage the Customer Relationship function; and, from a departmental perspective measure and monitor customers' perceptions of the value of PWGSC's services and report the results to the business lines so that they can be incorporated into their service planning, development and improvement processes. These activities are conducted and managed nationally through our National Capital Area and regional offices.

Major Achievements

When the Service Integration Branch was dismantled in February 2006, this program activity was changed to focus on charges to Revolving Funds for Internal Services. In accordance with TBS directives, all expenditures and revenues in the Internal Services program activity are allocated to other program activities. To avoid double counting these charges for internal services provided to Revolving Funds, we allocate them to this program activity.

Table Summary

The following table provides the 2008-2009 Spending for Business Integration - Performance Management.

(in millions of dollars)

2008-2009 Spending – Business Integration – Performance Management

Financial Resources	Planned Spending	Total Authorities	Actual Spending
Gross Expenditures	42.7	47.3	47.3
Less Respendable Revenue	37.4	40.5	40.5
Net Expenditures	5.3	6.8	6.8

Business Integration Performance Management program activity figures reflect internal recoveries that cannot be charged to other program activities.