PPX Strategic Plan 2026 – 2029

Performance and Planning Exchange

Strategic Plan

2026–2029

Our Mandate

A non-profit Canada-based organization to foster professional development and knowledge exchange (nationally and internationally) and build expertise in planning, performance measurement design, implementation and reporting.

Our Vision

To influence practices of Canadian government and non-government organizations toward demonstrating excellence in results-based management.

Mission

To deliver and facilitate modern learning offerings and engaging knowledge exchange events to result-oriented professionals, across Canada.

Values

  • Professionalism
  • Integrity
  • Respect for people

Strategic Goals

1. Expand PPX’s outreach and encourage diversity within the results community.

2. Develop and enhance relevant, timely and quality learning offerings that align with current and emerging needs.

3. Support knowledge mobilization through partnership and collaboration

4. Strengthen operational efficiencies and build volunteer capacity toward delivering on PPX’s mandate.

Guiding Principles

Partnership and Collaboration

Principles of Truth and Reconciliation

Equity, Diversity and Inclusion

Professionalism and Integrity

SWOT

The continued success of PPX depends on identifying the assumptions critical to future success, analyzing external threats and opportunities and internal strengths and weaknesses to determine key risks. The sections below outline the key themes within PPX’s SWOT analysis.

Strengths

Reputation – long-standing existence & organizational commitment to RBM

Competitive Advantage – NFP in niche area (RBM)

Good quality offerings of RBM courses

Treasury Board Support and Endorsement: Representation from Treasury Board on the Board. The RBM Courses have integrated Treasury Board’s important skills: 1) RBM Principles, Concepts, Practices and the Policy on Results; (2) Treasury Board Submissions & Results. TBS is publishing and featuring PPX’s activities in their Newsletter. This collaboration and endorsement by TBS represent a fundamental asset for the survival of the organization.

Weaknesses

Membership definition and active outreach – who are we serving? Although free membership is supposed to widen membership base, in reality it confuses our target audience and makes it difficult to follow up with members and seek their engagement.

Lack of Marketing and Communications Strategy

Not credential-based – why do we exist, what is our purpose, what do we offer?

Financial Management – unstable sources of revenue are not diversified enough

Lack of a volunteer base and systematic call for volunteers. This is linked to membership definition and outreach challenge.

Operations – is the current operational model sustainable? Which activities can be managed by volunteers (board members and other members) or given to other contractors when there is a more specialized need?

Opportunities

Opportunities to improve communications and membership outreach through multiple means

An opportunity to establish a professional development strategy – capacity to offer online training and hybrid workshops.

There is a market for PM credentials/microcredentials

Possibilities for New Partnerships – capitalize on maturing and new collaborative partnerships, provincial, municipal, national and international organizations to increase & diversify training opportunities. Over the past two years, PPX has consolidated its collaboration with universities: UOttawa, Carleton, UVic and ULaval. We are missing one university on the East Coast (a possibility is Dalhousie U.)

Community of Practice – an opportunity to be more present, enhance linkages, increase RBM recognition with new ideas and research. To be a thought leader, PPX needs to be able to participate in new research. The research capacity is limited but PPX can play a key role in Knowledge mobilization (knowledge transfer) by working with universities.

Threats

Possible financial risks and insolvency at any time, which impact organizational existence.

Instability of Governance/Board (High turnover, dissatisfaction due to lack of clear roles and responsibilities for each member and committee chairs, no committee ToRs, inability to recruit more and/or diversified members.)

Low membership and volunteer engagement: people are not interested or have no resources to pay for training offerings

Federal Budget cuts – Impact on expenditure on employees’ training

Implementation Plan

Expand PPX’s outreach and encourage diversity within the results community.

Implementation Strategy Who We Reach Desired Results
  • Communication, Outreach and the use of technology
    1. Improve and expand the use of technology in support of PPX board members, and enhance the means by which PPX members communicate with the organization.
  • 2.  Increase awareness of the organization and the learning offerings through all means available (website, emails to members, social media, etc.) to attract and retain members.
  • 3.  Expand and diversify the PPX membership and use the proper means of communication for different groups (emerging practitioners, senior practitioners, members from the regions, Indigenous practitioners, etc.)
  • 4. Identify membership and the means to promote it (i.e., benefits of becoming a member) to improve engagement with them and to better cater for their needs.
  • Collaborative agreements
    5. Establish and maintain strategic relationships (informal and formal arrangements) with cooperative organizations to mutually support each other’s objectives.
  • Current members and volunteers
  • Partners (e.g., TBS, FMI, EPAC, IPAC, CES, and CAAF) and members in partner organizations
  • Broader Results and Eval communities in Canada and internationally (if possible).
  • Increased website logins and Social Media interactions on the exchanges
  • Increased frequency and diversity of communication with the community.
  • Increase in event attendance rates.
  • More people from diverse regions, sectors and experience levels are signing up to the PPX mailing list and attending events.

Develop and enhance relevant, timely and quality learning offerings that align with current and emerging needs.

Implementation Strategy Who We Reach Desired Results
  • Summit, RBM Courses & Webinars
    1. Plan, organize and execute the PPX–Ottawa U Annual professional development Summit with an interesting program and speakers, by focusing on content that addresses key priority areas for our community. This is PPX’s main revenue generator and largest offering.
  • 2. Develop RBM 3 and perhaps a 4th course that caterss for emerging needs.
  • 3. Develop monthly or bimonthly webinars about topics that provide quick information in the RBM domain and work as a teaser for the RBM courses and Summit sessions.
  • 4. Develop and monitor results from post-intervention surveys over time for improvement.
  • Reps from different key partners (e.g. Fed & Prov governments, private, Non-profit, academics, NCR and other regions)
  • Volunteers from PPX members to support preparation and facilitation
  • Financial surplus is generated to support other PPX events and objectives.
  • Partnership and engagement are continuous and are strengthened over time (e.g., more opportunities for collaboration, course co-design, sponsorship of events, etc.)
  • Feedback from events’ audience and partners suggests offerings have been useful.

Support knowledge mobilization through partnership and collaboration

Implementation Strategy Who We Reach Desired Results
Academic Collaboration

  • 1) Establish and maintain a collaboration with the University of Ottawa and Carleton University (possibly other universities from other regions) to increase research and its impact in performance and planning related disciplines.
  • Students and professors within the collaborative academic institutions
  • Increased awareness of PPX and learning offerings in the academic community
  • Increased demand for PPX events from students and young practitioners.
  • RBM events are co-organized
Communities of Practice

  • 1.      Maintain and enhance the Community of Practice focused on connecting science- and social science-based organizations in support of building knowledge and advancing capabilities in managing results within their unique environment.
  • 2.      Identify opportunities for additional CoPs in other areas.
  • Science and Social Science organizational P&P practitioners
  • Others
  • Events attended by key groups – at least 12 departments/agencies and 3 regions/provinces
  • Progress along Community of Practice * See graphic below
  • New ideas emerge,
Knowledge Uptake and Utilization Tool (KUUT)

  • 1. Support the advancement of the knowledge uptake and use assessment tool (KUUT) through promoting testing of the tool, lessons learned, and collective learning in related communities of practice. In particular, deploying the tool for the Summit and other Learning Events
  • PPX membership community; other performance practitioners; academic community
  • Increased uptake of the short version tool
  • Acceptable KUUT rating is achieved

Strengthen operational efficiencies and build volunteer capacity toward delivering on PPX’s mandate.

Implementation Strategy Who We Reach Desired Results
  • Leadership and Operations
    1.  Sound financial management – optimizing and diversifying PPX’s financial resources.
  • 2. An effective Board with a strategic plan and annual committee operational plans.
  • 3. Establish a volunteer-based database from which committee chairs can call for volunteers to support the implementation of their operational plans
  • Volunteers from membership
  • The Results community at large
  • Partners
  • Stabilized diverse board membership from different sources.
  • Clear roles and responsibilities of Board members and committee chairs.
  • An annual operating budget that is balanced
  • Volunteers sought to support Committee Chairs