Expectations are changing. So are we.
Our nine-year strategic plan, From 12 to 21: Our Way Forward, is the road map to our future.
Our strategic plan
Read about what we are doing to transform our organization.Read the plan
The case for change
We operate in a complex and dynamic environment that requires us to be forward thinking and proactive. As demographics and digital technologies evolve, so do service expectations. And so must we.
Pension plan members expect the same types of online tools and resources for managing their pension as they use in other areas of their life - from banking to travel planning.
We’re investing in technology to move from paper-based to digital systems to operate more efficiently and meet changing service demands.
To continue providing consistently high levels of service at a competitive cost, we must take a forward-thinking approach to meeting future needs.
We’re evolving from transaction-based interactions to relationship-focused experiences to respond to increasing service volumes and changing expectations.
Making changes to pension plan and group benefit design – while ensuring the changes align with legislation – requires specialized knowledge and resources.
We must have sustainable systems and the right technology that is flexible so we can adapt to complex changes, while ensuring our data is safe.
We know there will be increasing demand for our support and services as greater numbers of pension plan members retire over the next decade.
Our ability to offer strategic professional pension services depends on successfully recruiting and retaining engaged, knowledgeable people who share our vision and goals.
We are aligning our organizational structure to support clear process ownership and opportunities for staff to grow and develop.
By 2021 we will be a more responsive and efficient organization, meet increasing transaction volumes and evolving expectations of plan boards, members and employers while enhancing the experience of staff.
Our ambitious strategic plan is organized in three phases; each with its own purpose and focus.
- Strengthened project management and delivery capabilities
- Implemented legislative changes and prepared for plan design changes
- Furthered our understanding of evolving expectations
- Developed a more efficient organizational structure
- Established the Member Services Centre
- Enhancing member online services
- Provide better tools and processes for plan employers and staff
- Automate key transactions
- Enhance business analysis and insights
- Continue planning for 2021 and beyond
Our achievements to date show our ability to deliver on our promises.
We’ll offer online retirement to our five pension plan clients by the spring of 2018. Our new websites have improved functionality and an easy-to-navigate design allowing plan members to intuitively complete transactions online - from naming beneficiaries to applying for their pensions.
We’ve continued to deliver prompt, professional service to plan members, as promised and on budget despite significant increases in service request volumes.
Complex and labour-intensive transactions are up 54 per cent and we’ve received a 40 per cent increase in phone calls, particularly from retired members.
We’ve improved our ability to respond to cybersecurity and online threats. We’ve moved our data centre to a secure and professionally managed environment that will enable us to continue paying pensions on time in the event of a significant business disruption.
In addition to our existing retirement application process we’ve added an intuitive online process and updated an obsolete phone system with a technology platform that supports a modern Member Services Centre.
We implemented several key plan rule changes to help modernize and simplify the administration of revised rules and provincial legislation governing the plans we serve. Throughout the process, members’ pension benefits have continued to be paid accurately and on time.