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Owning your own event freelancing or small business can feel like feast or famine when it comes to work, which means that managing cash flow can be a big challenge. You need to keep the flow of clients coming in. For so many freelancers and sole proprietors, it can feel like boom or bust. Balancing out your cash flow is one of the best things you can do for your long-term success as an event freelancer or small business professional.

Here are a few ideas on how you can even out your cash flow problems and work peaks and troughs. We get it. The last thing you want to do as an event professional who has feast or famine times is to turn away work. It affects your health and means you could be pulled in so many different directions that all of your clients feel the lack of attention. Until you build a roster of recurring clients who keep you busy year-round, you will have hills and valleys, dearth and surfeit. In order to level that out, one of the things you can do is work with other event planners in a referral group.

Just as a physician will provide a patient with a referral to another physician, you can do this with a group of event managers. Select a group of professionals you believe in and can trust. You also want to ensure that this sort of relationship works for you too.

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Make this clear. You can also use the group to help increase your staff. Pay them accordingly. This is a similar idea to the one above. If you have several happy clients, now is the time to create a formal referral program. Ask happy clients to refer you to others in their network or tell your clients that you are accepting new clients for events in a stipulated time frame like Spring of This helps you book up your calendar in advance, rewards your clients for the referrals, and creates scarcity when they see how far in advance you are booked.

This drives people to book you early or ask for other suggestions, which can help you work your referral group as mentioned above. Even the best event profs can have problems with a steady flow of clients. When you do, here are a few things that can help make up for it. What would happen during the famine? What should you do? In this case of plenty, consider hiring a virtual assistant to allow you to bring in more work.

You can hire them on a contingency system where they work on projects when you have the work. A virtual assistant is a safe way to take on additional work that will help you grow without taking the risk of another full-time, permanent employee. You can task them with researching potential new clients too, to hopefully help even out your flow of work..

Work hard and make an impression and your new network of people met through volunteering may just hire you. Simply look for ways in which to be helpful. While it may not help you get paid any earlier, this tip can help you get your calendar booked early so you can worry less.

And if you require a downpayment to hold the spot, you can get a little revenue coming in before the event. If you have clients with recurring events, give them an incentive to book you early. If your event business is new or struggling, the easiest and least expensive way to grow it is through referral marketing. You never know who you know. Ask them if they need any help. Sometimes, someone has taken on more than they can handle and they need someone to finish the project.

Other times, they have someone in their network who needs help with an event. Most people would be willing to hire an event planner that a good friend referred them to, so get happy clients and attendees to talk about you. Our friends know us and know what we like. According to the Word of Mouth Marketing Association, one offline word-of-mouth impression drives sales at least 5x more than a paid mention does.

Give those referring you all the information they need to make sharing it with their network easy. Make sure to thank them when they do and offer them a referral fee or thank you card or gift for their assistance if work materializes as a result. You can even offer a friends and family discount or free consultation. Join a group and get to know other people. In-person networking groups like your local chamber of commerce and others as well as virtual groups on LinkedIn and Facebook allow you to make connections with your ideal clients and other professionals who can help expand your network.

Instead, look for opportunities to be of assistance and connect them to the people they want to meet or need help with. If you become a resource for others, they are likely to become a resource for you as well because they will begin to know, like, and trust you. As mentioned above, becoming a resource for people is a good way to get hired. If you can become the noted expert in an area, book speaking engagements, publish about topics of interest to your ideal audience, write a book or an ebook , post on sites offering your assistance or answering questions, following others on social media and joining in on chats and other discussions, you can quickly become known for your insights.

When you do, people will approach you to work for them. This means less time spent needing to market your services. Know one more benefit to becoming a subject matter expert? You can increase your pricing, which is another good way to improve cash flow. Going off of the subject matter expert advice, look for ways you can expand your offerings and sell something.

As an event professional, you are exchanging your time for money. You can make a very good career doing so but you can also exhaust yourself chasing the money and working the hours because you want more of it to make up for times when clients are few and far between. An ideal way to balance out cash flow is to produce something that can earn you money without you being involved. For instance, a book, product, or even a course can bring in revenue without an additional investment of your time. You invest initially in its creation because you do so on spec. Most likely you will not be paid to create it.

By setting your prices you have chosen to work with a client of a specified means or revenue. But a way to get more clients is by going into another market. This could mean taking on another niche or dropping your price. This would entail shorter stints, less work on your part, and a wider audience base. Or some people just want a plan they can follow. Their limited budgets may prevent them from hiring a full-time planner. You can fill that need. To improve cash flow, either get more clients, raise prices on your services, or change how you collect the money.

For instance, adding a payment plan for large events that would bring in a smaller amount each month preceding the event would help, as would requiring a down payment to hold the date and another partial payment when they see your first plan or some other accepted milestone.

Your final payment may be diminished but spreading out the payments would bring some stability to the cash flow. Instead of waiting for clients to come to you, think about opportunities you can make a start on right away. You probably have event ideas which could be financially viable, so why not do them yourself? Of course, there is risk involved and investment needs to be secured but it can also potentially give you the biggest returns. You can start small and build the event year-on-year.

Consider options such as crowdfunding to test the viability of the idea and reduce your financial risk. Look for in-kind sponsorship, partners, funding opportunities and ticketing to balance the budget. If business is really slow, think about if you need to widen your catchment area to look for clients a little further afield. Of course, the convenience factor drops and the travel time and expense increases when you are working out-of-town but if the demand for services is high elsewhere new contracts can be negotiated to cover these factors.

Setting travel budgets and fees can feel a little overwhelming in the beginning, but they can still profitable course of action. Know your worth. The only exception to that is if you have a potential client who will open up doors for you. In that sense being flexible in your pricing may just be the cost of doing business. Of course, people get busy. Email inboxes become overwhelmingly full.

Politely remind them every few days. Make sure the reminder that you set for the day before the deadline has a much more urgent tone. Please let me know. Businesses need to know who they serve and what problem they solve. Attract the wrong ones and you might not be in business much longer. A successful event business is about more than just numbers. If getting bookings for events was all that mattered, everyone would be in business for themselves.

The wrong kind of client can be one heck of a headache so you want to make sure you attract the kind that you enjoy working with. You cannot please everyone, and trying to offer event planning services to everyone, no matter what their brief is, means that you are missing out on specializing on your strengths and developing your specific area of expertise. The opposite is true. Most people think choosing a niche is limiting. Ask a neurosurgeon.

Selecting a niche to focus on can be the wisest move you make. As personalization increases, niching will become an expectation much in the same way physicians select a specialty. Yes, some people will still be in general practice but those in high demand will specialize. Determine who you want to work with and speak only to them. Once you know what you want and who you work well with, cast narrow not wide. Everyone will be happier in the long run. When you personalize your marketing to a specified group of people, they will feel you are speaking just to them and will appreciate the personalized attention.

You only have so many hours in your day. Every project and client you choose, takes your time. But still, many businesses hesitate to narrow down prospects because they worry that means less potential clients. You can take a keyword and by using analytics tools see just how often someone searched for that term. In pay per click, some terms are more expensive than others to place for because they are popular searches.

If there are only 1, searches of that term per year, but a large percentage convert, then you would be wise to buy for that term. The same is true for niches. You want people to self-select before they ask you to give of your most precious commodity - time. Think of the referral business like high school cliques. Jocks are generally friends with jocks and nerds with nerds.

In January we conducted one of the largest pieces of event planning research ever completed. With 2, contacts and over 1, respondents. The outlook for the industry is looking positive overall. In order to be successful in your event planning business, you need to learn to prioritize leads to understand who to spend your time with and who to let go.

One of the most critical things you can do for the success of your event planning business, outside of pricing, is understanding the leads process. Here are the basics you need to know. Prioritizing leads will not only help you spend time with the most worthwhile prospects, it will also increase your revenue because more of your time will be spent with those who are able to make a difference to your checking account. As we have already covered, you should identify your ideal client, otherwise, it makes it next to impossible to be effective in your lead generation.

Select a niche to serve, or at least identify your ideal demographic. Do you want to work only high-end events or do you love family-oriented get-togethers?

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Whatever it is, sketch out who your ideal client is and what they struggle with. While this is common sense, some event planners still forget this basic advice. Always work inbound leads first. These are people who have reached out to you. Most event planners understand the priority behind a contact form but fail to see that there are other inbound lead types. These could be people who stopped by at your booth at a show, asked you a question via social media or downloaded material from your website. No matter how they approached you, the follow-up is critical. Check in with them periodically to see if you can be of service.

Use drip marketing or a newsletter to stay in touch and remain top of mind so that when they need an event planner, they think of you. If you send out any sort of cold messaging via email or a newsletter, follow up with those who have clicked on any of these materials.

If the person is someone who started as an inbound lead where they contacted you and were then added to a list, they take priority. Otherwise, anyone who clicks on your email or newsletter content deserves a polite, how can I help you? No one clicks out of kindness. If they click, they have some interest in you, your services, or your content. Ideally, you would have technology in place that could keep track of their activity history and you could analyze it for patterns.

For instance, do they seem to click on a particular topic like corporate events? Then consider touching base and offering them your corporate events guide. This will position you as an industry expert, understanding of their needs, helpful, and a resource to turn to for assistance. All of these things will bring them back when it is time for them to make a decision about their event. When you contact them to see if you can be of service, offer them a piece of content that is in line with their interests.

You can contact businesses directly for corporate events , inquire with other vendors on potential partnerships, or market yourself on social media, to name a few. However you decide to do your own cold calling or approaching , make sure you have your ideal client information at your fingertips. You do not want to approach someone just for the sake of getting more contacts in. Make sure they are good contacts and would make good clients and a good fit. Otherwise, you are wasting your time and theirs.

What if you just want to know how to prioritize leads that are all coming in the same way such as through a contact form? Keep reading. The first way to help you prioritize is to create a contact form that tells you what you need to know before contacting them. These things include:. Remember that ideal client list you made and the demographics you laid out? Use that to prioritize incoming leads or contact forms. Ask yourself the following questions:. Selecting an event planner is not the same thing as going into a store and buying a loaf of bread.

When you want bread, you walk into the store and buy it. On the other hand, there could be a very long sales cycle in selecting the perfect person to plan an event. This process of selection is often depicted as a funnel. A funnel starts with a wide mouth. Although, hopefully not an immense one. You should be personalizing your campaigns based on your ideal client.

After digesting these materials, some people will decide you are not a good fit for their event. This decision is usually based on preliminary qualifications like budget and industry specialization. Next, people now know a little bit about you and have decided you can handle their event but do they want you to? This part of the process is all about personalization and making connections.

They have options when it comes to event planners. This works both ways as you may decide you have no interest in working with them either. The last part of the sales funnel is the narrowest. Remember, that decision could mean your competition or it could just as easily mean forgoing an event planner altogether and doing it on their own. At this stage addressing their needs is more important than ever. If you can provide a much deeper connection and understanding of their goals, they are more likely to select you. This is why prioritizing potential clients and leads is so important.

The sales process requires a natural sloughing off of potential clients. You want to recognize the potential of becoming a client as early as possible and spend your time with those people. Identify your ideal client so you can recognize them when they fill out a contact form or call you. Be a resource and you become a valuable ally. One of the most common questions we get asked at EventMB is how to get more clients.

Whether you are a self-employed event planner or an ambitious CEO, clients are the lifeblood of the business. It seems to be a lot harder nowadays too since people are tuning out advertising. The good news is that many of the ways you can reach new clients are free or inexpensive to you, outside of the time it costs to perform them. Whether you are introvert or extrovert, there are plenty of ways to land new clients.

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Knowing your ideal client will help you recognize them when you see them. It will also help you understand which tips on this list will help you the most. Here is the biggest list of tips to attract more event planning clients and grow your event planning business. You need clients to survive and we all want to gain profitable event clients.

Here is a bumper list of ways you can improve your client magnet potential while business is slow. Create Happy Clients and then Ask for Referrals The primary thing you need to do, is to create happy clients and attendees. Find ways to delight and excite your attendees and clients as the basis for creating a referral plan. This will make them feel proud to see their review on a site and will also give them something to refer people to in order to learn more about what you do and how you do it. Get Reviews and Testimonials from the Right People Event planners can benefit from reviews from clients and attendees.

Anyone who has worked with you and benefited from your level of professionalism is a good ask. If you volunteered your services for an event, you can use them too. Help them understand that you depend on word-of-mouth as a small business and it means a lot to you. There are very few people who will say no to an impassioned, yet humble, request. No one is in the mood for that. Ask for Introductions and Pass it Forward This is one of the most awkward things for most event planners.

It feels forced, but if you are confident in your services you should feel like you are giving each one of your clients an opportunity to help one of their acquaintances out by referring them to you. If you bring business to your clients they will be eager to return the goodwill. Be Yourself Be yourself, unless that self is standoffish and shy. In that case, be the opposite. But seriously, let the clients get to know you and open up to them. Someone who does more than just the service you hire them for is someone you want to refer to others.

They want to shine in front of their friends and peers. Referral Incentives If you are struggling with natural referrals from busy previous clients then it may be beneficial to add a little more incentive. Offer your existing clients money off or discounts if they refer a friend and they are more likely to recommend you if they are getting something in return.

For long-term clients or contracts, you could also offer discounted rates to their new referral as part of a loyalty scheme. They will be your evangelists. Use the work done for them to get more work - and this means continuously building and engaging with your network. Treat every client with care, and they will bring you more referrals. Keep a good rapport with your customers and make them feel at ease with your business. If you don't love photography and are a photographer for reasons other than the mere love for the medium, it's going to show up in your work, and you should seriously give it another thought.

The love for the camera and your subjects, and the ability to build happiness around your work is primary. It's essential for your clients to feel and know that photography is a passion for you, not just another business. In the early stage aiming to connect with audiences, you'd want to be organized yourself first.

Begin with creating a database of clients that are valuable to you, besides having a general client list. Separate those with whom you had an unpleasant experience - and if errors can be rectified. An angry client is the last thing you'd want to give yourself. Use a client proofing platform that lets you create private galleries for clients to share, proof and deliver your images online seamlessly.

You can even sell your images as prints or digital downloads and increase your revenue. Coffee is known to be a great conversation-starter! Informally meeting client and bonding with them is a great way to get to know more about them. It can be an excellent opportunity to ask open-ended questions, particularly if it's your first meeting with them. The answers to these can help you build beautiful, personalized stories about individuals or other subjects. It's wise to keep these meetings shot, crisp and spaced out yet as and when you feel you feel the need to meet and touch base personally.

Don't forget your clients. Pick a weekly theme, choose the periodicity, and share things you know your clients will love to hear! Enable your site visitors to subscribe to your newsletter. This will help build a potential customer database. Tools like Mailerlite can help you make beautiful newsletters in a few easy clicks. Sending personalized mailers that work wonders on almost all clients. Offer freebies, run offers, contests, and promotions.

These can help build a loyal community that loves to hear from you. See if you can offer exclusive perks to premium clients. Occasions like birthdays and anniversaries can be good times to send in a personalized mail, wishing your clients. Building a personal relationship will help you garner more clients via references as well, and add to the 'word-of-mouth' phenomenon.

Testimonials play a significant role in persuading potential clients to hire you. They also make clients feel privileged and feel that they contributed to your success. For example, you've shot some stunning frames for a real estate developer. They've loved your work and given your due credits. Seize this opportunity to ask them about how their experience of working with you was like and request a testimonial! Connecting with your clients is not always about business. Take a genuine interest in people - not just for the business you do with them, but also for who they are.

Only then will your photography business reap the viral effects of great client referrals. As you have seen, there are several aspects to starting a photography business that you need to consider and execute as a part of the process. This guide gives you a step-by-step answer to the question - How to start a photography business.

Using this guide, you can create an action plan for setting up your own photography business. The going will not always be easy, but the rewards of pursuing your dream and creative passion while running a successful business are well worth the effort. Create your stunning photography portfolio website on Pixpa easily. No coding required. Get started for free. We have put together a 10 step handbook on how to start a photography business.

How to Start an Event Planning Business from Home (Updated 2018)

Working out your photography business goals To attain success in life, you need to set your goals and follow through to achieve success. A few examples of business goals can be: I want to be the number 1 wedding photographer in my area. I want to switch to photography full-time and make X amount of money every year. I want to travel the world through my photography assignments. I want to work with families and take up portrait photography for seniors, kids, and moms. Choose your photography niche Interconnected with figuring out your goals is the process of choosing your photography niche.

Focus on your ideal client Once you have chosen your photography niche, you will then have to figure out an ideal client persona for yourself. Several factors go into deciding who your ideal client is when you are thinking of how to start a photography business: Your location: Do you want clients closer to where you live, or are you willing to travel regularly for photography assignments. Take your time to figure out your ideal client as you would invest a lot of time, energy, and money in a marketing plan pursuing your ideal client base. Make sure that you are being honest with yourself and don't make your decision based on trends or whoever pays the most money.

Market evaluation and getting your pricing right Carry out thorough research and analysis of the market you are going to operate in to understand the requirement that people have from the photography business you are starting. Create your photography business plan It's time to create a business plan. What should a photography business plan include? What would be your USPs?

Competition Analysis What would be the services you would offer What would be your product line? The legal structure of your business: There are many ways to structure your business legally - sole proprietorship, LLC, or C-corp. If necessary, you can look at taking up a small business loan. Check out this great article on the various types of small business financing options available and how to get then loan. Registering your photography business Now that you have your photography business plan in place, it's time to go ahead and register to make it a legal entity.

Figure out a few names that you like and then search if anyone else is using the same name. Do a simple web search and see if something comes up. Book a domain name in your business name. Prefer a. It is a good idea to register a trademark for your brand name to make sure no-one else can use it in the future. Setup a business bank account Make sure that you keep your business and personal financials separate. Check on the business licenses you need A photography business license is typically required for professional photographers. Business Insurance: While taking up business insurance can seem prohibitive when you are starting, the risk of being in an unfortunate situation without insurance is not worth taking.

Contracts and agreements Having business contracts and agreements in place from day one will help you look professional in front of your clients and instill confidence in them by clearly outlining the expectations and deliverables for any photography assignment you take up. Finding a lawyer, you can bank on: While as a photographer you are not going to regularly need the services of a lawyer or at least we hope not! Buy just the necessary tools Now that your plan of starting your photography business is taking off, you need to make sure you have only the right photography equipment to handle the photography assignments that would come your way.

Create a photography portfolio website Your photography portfolio website is going to be the single, most important tool that would help you grow your business. Do not put all of your work on it. Make sure you curate and categorize your work properly. Make sure your portfolio website looks professional and modern. Choose a minimal portfolio website design that lets your work stand out. Do not use jarring colors, gradients, or music. Your portfolio website should be mobile-friendly as most clients would see your work online on their mobile devices.

Your online portfolio website should load fast and be secure. The government must ensure that vulnerabilities are identified and remediated quickly to minimize the risk of future intrusion and potential loss. TBS and SSC will implement an enterprise-wide vulnerability and patch management capability to systematically detect and remediate vulnerabilities. Departments and agencies will implement these tools and processes, meet standard timelines for remediation, and ensure quick response times for emergency or critical patch deployment.

Organizations also need to manage internal risks to the security of their IT. Privileged accounts such as local or domain administrators and other accounts with elevated access are the most powerful accounts in any organization and are also the most targeted by malicious parties that wish to compromise government information. TBS, SSC and departments and agencies will work together to minimize the misuse of any account with elevated privileges, either malicious or accidental. Tools and processes will be implemented to ensure the proper management, control and monitoring of such accounts.

These will include establishing strong authentication mechanisms for all privileged accounts. Departments and agencies will also implement measures to manage and control the life cycle of and access to privileged accounts, including:. Establishing identity is fundamental to most government interactions that involve exchanging information or permitting access to sensitive resources.

GCKey is a standards-based authentication service provided by the Government of Canada. It provides Canadians with secure access to online information and government services and assists Canadian federal government departments in managing and controlling access to their on-line programs through standardized registration and authentication processes.

The GCKey service can be used for those who do not have, or choose not to use, their online banking credentials with a Sign-in Partner SecureKey Concierge. As more Canadians interface electronically with the Government of Canada, the amount of sensitive information transferred to and from government websites will increase.

To maintain maximum trust in these online transactions, the government must protect them. This protocol, along with approved encryption algorithms, will ensure the secure transmission of data online and the delivery of secure web services. Currently, Canadians and others external to the government can securely access government services online using a trusted credential. The credential i. This mandatory solution for all online government applications offered to the public is cost-effective, secure and convenient for users.

Building on the existing solution and maintaining a pan-Canadian approach, TBS and SSC will develop a renewed cyber authentication service. This service will meet current business needs yet support enhanced functionality required for future federated identity and digital service delivery initiatives.

TBS will complete an enterprise-wide approach to internal identity, credential and access management to:. Under TBS leadership, SSC will implement common internal identity and credential processes and technologies tailored to the level of assurance required for a particular business process. For example, a unique digital identity will be needed to authenticate employees, contractors, trusted guests or any other authorized users accessing internal government networks and systems.

Departments and agencies will migrate applications to this new enterprise service when their applications are upgraded as part of regular asset life cycle maintenance. Every day, departments and agencies create, store and process classified information. Failure to protect this information could lead to:. Although several special environments allow some organizations to safely share classified information, there is no common solution available government-wide. SSC, under the strategic direction of TBS and supported by CSE, will implement a single, common and integrated enterprise-wide secret-level network to enable classified data to be securely transmitted, stored and processed across departments and agencies.

Classified voice and mobile capabilities will also be implemented for users who need to regularly discuss classified information. With its responsibility for maintaining large amounts of sensitive data, the government needs to minimize the risk of unauthorized disclosure. TBS will establish a framework to support an enterprise approach to data loss prevention. Preventing the unauthorized transfer or release of sensitive information involves first identifying sensitive data.

Unauthorized data flows and operations will be monitored, detected and blocked.

SSC, with departments and agencies, will implement the framework. Understanding the assets within an IT environment is essential to knowing what to protect and enables the government to be more proactive and efficient when responding to threats and attacks. It is critical to be able to proactively and accurately determine the status of all endpoint devices, what is running on them and who is accessing them. In this way, endpoint devices that pose a risk to the enterprise can be identified, allowing the government to become more effective when responding to threats and attacks.

Under TBS leadership, SSC, and departments and agencies will acquire and implement tools and processes to enable a real-time, enterprise view of the current status and configuration of government endpoint devices. This includes information on:. Departments and agencies are accountable for managing cyber risks to their particular program areas.

However, as the government adopts an enterprise approach and programs and services become more integrated, it will be imperative that cyber risks are also managed at the enterprise level.

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Key to effective enterprise risk management is understanding the changing cyber-threat landscape e. TBS will establish a centralized capability to continuously monitor and analyze the enterprise cyber-risk landscape. This monitoring will pull together data from multiple sources, e. One of the key data sources will be the GC Enterprise Threat Assessment, which CSE will refresh on an ongoing basis to keep pace with evolving internal and external cyber-threat environments.

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  • The continuous monitoring of the cyber-threat and -risk landscape will inform decision-making and influence how corrective actions are prioritized across the enterprise to ensure maximum protection of government assets. Manage IT addresses the management and governance of IT across government in a way that ensures IT investments take advantage of economies of scale, demonstrate value and are sustainable. Table 3 below shows the strategic actions that are currently underway, and those that represent new enterprise directions which may require additional approvals or funding to be implemented.

    To fully embrace an enterprise IT approach, departments and agencies need clear direction on agreed-upon priorities and approved approaches, which comes from an authoritative source. Oversight is required to ensure sustained progress in advancing shared objectives. Roles and responsibilities must be documented for effective implementation of an IT governance structure. Adopting an enterprise approach requires sound governance structures that support clear and informed decision-making. CEPP will encourage departments and agencies to move toward enterprise IT solutions for consolidated services.

    As such, CEPP will approve all implementation plans for enterprise services. Through principles-based prioritization and a risk-based approach to balancing demand and supply, CEPP will align IT and IT-enabled initiatives with enterprise business priorities. All the business needs of government will be managed according to IT governance principles. SSC and PSPC will develop and define methods with which to measure the progress of transformation initiatives, aligning them with key benefits. Progress must be reported clearly and reliably. SSC, supported by TBS and departments and agencies, and under the oversight and direction of CEPP, will develop a methodology to prioritize and allocate funding for investments in legacy and transformation initiatives.

    SSC will also develop a clear process to address funding deficiencies. Methodologies and processes will be refined periodically to ensure accurate determination and reporting of savings. CEPP endorses a principles-based approach to guide departmental investment strategies ensuring they reflect business and enterprise priorities. Departments and agencies have a role in managing and delivering IT, as described in Appendix D. TBS will also continue to provide clear direction to departments and agencies on IT security roles and responsibilities.

    These include security-control objectives and other security-related requirements. Sound IT management starts with consistent planning based on documented descriptions of the enterprise. Important tools to support them include:. Optimizing IT investments to meet business outcomes will propel the evolution of IT management processes and tools.

    TBS policy and guidance will allow departments and agencies to:. Describing the enterprise allows us to understand how government processes work. Enterprise architectures show where there are similarities and differences in business units, programs and departmental boundaries. Understanding enterprise architecture enables effective decision-making about IT investments, costs and risks.

    It allows us to optimize performance and deliver on government priorities in the digital era. Working with functional communities, TBS will lead the development of an enterprise architecture framework. Departments and agencies will take advantage of existing multi-departmental contracts when investing in solutions to meet common needs.

    In cases where multi-departmental contracts or tools do not meet identified business requirements, departments and agencies will contact TBS to discuss other options. Departments and agencies are required to keep TBS up to date on their investments and plans. Where a customized or in-house solution is the only choice, application development teams should adopt modern agile approaches that deliver greater speed and agility.

    They must also take into account the increasingly complex IT ecosystem of interdependent software architecture, infrastructure and processes.

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    Departments and agencies will promote a learning culture that allows IT solutions architects and developers to:. The Government of Canada is transforming its IT to better serve Canadians, with innovation key to delivering on this agenda. Successful innovation combines creativity with process to transform novel ideas into business enablers that deliver tangible results.

    It embraces experimentation and intelligent risk taking, bringing new approaches which address existing problems and leverage future opportunities.

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    Innovation calls for collaboration both with new and traditional partners, identifying and breaking down any barriers that prevent us from achieving maximum results. The role of CIOs is evolving from service provider to full strategic business partner. These leaders are innovation agents, business enablers, and catalysts for enterprise transformation. As an enterprise, departments and agencies will achieve better business value by sharing IT resources, capacity and capabilities.

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    • Ensuring that IT investments are sustainable and meet business needs will enable departments and agencies to deliver better services to Canadians. A sustainable funding model must take into account the regular renewal cycle of IT infrastructure assets with the appropriate level of investment. This includes spending on systems for common business domains such as:. Departments and agencies will take an enterprise approach to managing their portfolio of applications to determine opportunities for common, government-wide solutions, as well as retire aging and at-risk applications.

      Those applications that remain in use, supporting mission-critical business functions, are to be kept evergreen until they can be replaced by modern solutions. Work IT is focused on building a high performing IT workforce and ensuring that public service employees have a modern workplace and the IT tools they need to do their jobs. Table 4 below shows the strategic actions that are currently underway, and those that represent new enterprise directions which may require additional approvals or funding to be implemented. Successfully delivering IT services requires a skilled, agile, connected and high-performing IT workforce that combines a knowledge of business and technology.

      IT professionals need to be able to keep pace with the speed at which technology is evolving. To enable a high-performing, strategic IT workforce will require continued investment in career and talent management. Talent management reviews and succession planning identify key skills gaps and mitigation strategies for the enterprise as a whole. Such efforts are supported by the Management Accountability Framework, which includes talent management indicators for CIOs and IT assistant deputy ministers. Departments and agencies will support enterprise-wide IT executive talent management and succession planning by:.

      Building on efforts to better understand the workforce in the IT community, departments are developing three-year departmental workforce strategies. These strategies will serve as a foundation for workforce planning. TBS will work with departments and agencies to explore new approaches to utilize internal capacity to meet current and future needs. TBS will continue to evolve tools to support workforce planning and to project workforce requirements in the future. IT professionals need to be well positioned to support CIOs in their evolving role as strategic business enablers and partners.

      Career-development materials, including career-related research on GCpedia, will further enable IT professionals to identify career paths and required competencies. TBS will lead the development of an internal skills inventory of the public service IT workforce and make it available to departments and agencies. Working with government and private sector stakeholders, including industry associations, TBS will share best practices, identify trends and support IT career development. The Canada School Public Service will design new learning products that target new and non-traditional skills for IT professionals.

      An innovative workplace demands a workforce that accurately represents the full breadth of the Canadian talent pool. Currently, IT remains predominantly a male domain. TBS will work with these organizations and with post-secondary institutions to ensure that women in IT programs, as well as potential candidates, are aware of job opportunities in the field. To retain women within the IT community, departments and agencies will encourage developmental opportunities such as internships and mentorships.

      TBS will develop communications to raise awareness of opportunities for women to develop, advance and participate fully in the IT workforce. Initiatives such as the Women in Communications and Technology Public Sector Network, a government-wide forum designed to engage women in IT, provide opportunities for women to network and take advantage of professional development programs. Technology is a key enabler of a modern workplace that supports collaboration, innovation and mobility.

      Ensuring that smart technology provides a consistent, accessible workplace experience throughout government will improve how all employees work together and deliver better services to Canadians. Workplace technology devices are essential for a modern workplace and a collaborative, mobile workforce, consistent with the Blueprint vision. TBS will work closely with departments and agencies to ensure that workplace technology devices meet the Blueprint vision. TBS will establish enterprise standards and processes for life cycle management and set direction to guide future workplace technology devices standards and configurations.

      SSC will continue to consolidate contracts and procurement activities to improve security, reduce costs and improve service to Canadians. SSC will procure workplace technology devices, and work with TBS, and departments and agencies to standardize devices. Departments and agencies are responsible for support and maintenance of workplace technology devices.

      They will explore support models such as self-service and regional clusters, to reduce costs while promoting consistent user experience and service expectations. The Government of Canada is committed to and encourages an open and collaborative work environment where mobile devices are used. Departments and agencies will balance the cost of these devices, and their support, against the business value achieved. Access to wireless data networks is critical for employee productivity.