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2019–20PUBLIC SERVICES AND PROCUREMENT CANADA

DEPARTMENTAL PLAN

Carla Qualtrough, PC, MPMinister of Public Services and Procurement and Accessibility

Catalogue Number: P1-33E-PDF

ISSN: 2371-8846

Erratum:The hyperlink in the Future-oriented condensed statement of operations section of the report has been updated to point the reader to the 2019–20 report in the pdf and html versions, in English and French.

Table of Contents

Minister’s message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

Operating context and plans at a glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Planned results: what we want to achieve this year and beyond . . . . . . . . . . . . .9Core Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Purchase of Goods and Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9Planning highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10Experimentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Payments and Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18Planning highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18Experimentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Property and Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23Planning highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23Experimentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30Gender-Based Analysis+ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30

Government-Wide Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33Planning highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33Experimentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35

Procurement Ombudsman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Planning highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Internal services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39Planning highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39Gender-Based Analysis+ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40

Spending and human resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Planned spending . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Planned human resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44Estimates by vote . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44Future-Oriented Condensed Statement of Operations . . . . . . . . . . . . . . . . . . . .44

Additional information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47Corporate information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Organizational profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Raison d’être, mandate and role: who we are and what we do . . . . . . . . . . 47Reporting Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48

Supporting information on the Program Inventory . . . . . . . . . . . . . . . . . . . . . .50Supplementary information tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50Federal tax expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50Organizational contact information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50

Appendix: definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55

Public Services and Procurement Canada i

Public Services and Procurement Canada 1

Minister’s message

I am pleased to present Public Services and Procurement Canada’s 2019 to 2020 Departmental Plan.

Public Services and Procurement Canada (PSPC) supports the daily operations of the Government of Canada as a provider of goods and services for federal govern ment departments and agencies. While our role is essential to government operations, we also actively contribute to building an inclusive, innovative and accessible Canadian economy and society.

The department’s important work is led by experts in a broad spectrum of fields from professional purchasers and translators to banking experts and engineers. This plan outlines the key initia tives and priorities that will guide the efforts of these dedicated employees in 2019–20.

My top priority is to ensure that public servants are paid accurately and on time for the highly valued work they do on behalf of Canadians. PSPC, working across government, has taken signifi-cant steps to reduce and resolve pay issues, and we continue to work with all stakeholders, including unions and employees, to help stabilize the Phoenix Pay system. In support of this priority, we will continue to engage the private sector for innovative solutions, enhance services provided by the Client Contact Centre and fully implement pay pods in 2019 for all 46 departments and agencies served by the Pay Centre.

Important work is ongoing to deliver on Canada’s defence policy—Strong, Secure, Engaged, and the National Shipbuilding Strategy to ensure the women and men of the Canadian Armed Forces and the Canadian Coast Guard get the equip ment and tools they need to keep us safe and to protect our sovereignty. This work is also creating sustain able jobs and opportunities for Canadians. In 2019, the department will accept the delivery of the first and second Offshore Fisheries Science Vessels and the first of the Arctic and Offshore Patrol Ships.

Building a strong infrastructure does more than protect Canadians, it helps strengthen the Canadian economy and drive innovation. Through the Federal Science and Technology Infrastructure Initiative, PSPC is working with other govern ment departments and agencies to provide Canadian scientists with access to world-class facilities and tools to support scientific excellence

Carla Qualtrough, PC, MP


and innova tion, both now and into the future. Supported by a significant new investment of $2.8B in Budget 2018, in Phase 1, we will focus on upgrading infrastructure that is in poor and critical condition.

As the central purchasing agent for the Government of Canada, PSPC manages approximately $16 billion of procure-ments for goods and services each year on behalf of federal departments and agencies.

We are building a world-class procure-ment system that drives value for money while advancing the govern-ment’s socio-economic objectives, simplifying the procurement system for suppliers and client depart ments and delivering real results for Canadians. The department will move forward with the implemen ta tion of the Electronic Procurement Solution, a web-based platform which will make it easier for government depart ments and agencies to procure the goods and services they need to deliver their programs to Canadians. The new system will also simplify how suppliers of all sizes and all regions of the country do business with the Government of Canada.

We will also take action to reduce barriers that prevent Canadians from fully participating in their communities and workplaces. PSPC has established the Accessible Procurement Resource Centre to help ensure the goods and services the government procures are accessible and usable by the broadest range of citizens and employees.

The restoration and modernization of Canada’s parliamentary and other heritage buildings remains a key priority for my department. Now that the historic Centre Block on Parliament Hill has been vacated, work on its restoration can begin. In the year ahead, we will complete an assessment of the condition of the building to determine the full extent of the work that needs to be done. The results of this important assessment will inform the next steps in moving the project forward. The restoration and moderni-zation of the Centre Block and other buildings of the Parliamentary Precinct will help ensure the buildings not only meet, but exceed current standards for accessibility and environ mental sustainability, bene fitting all Canadians for generations to come.

We are also leading the renewal of the Government of Canada workplace to enhance the way public servants carry out their responsibilities and deliver services to Canadians. In 2019, we will be piloting new approaches that create accessible workplace environments, enable greater collaboration and inno-va tion, improve employee wellness, and reflect a more modern way of working in the digital age.

PSPC, through the Translation Bureau, plays an important role in promoting linguistic duality within the govern-ment. We will develop a Quality Evalua-tion Framework for the Transla tion Bureau to improve its services and measure progress. There will be an emphasis in 2019–20 on providing quality remote interpretation services

2019–20 Departmental Plan

Minister’s message2

and adapting to the rapid pace of digital transformation in linguistic services. This focus will include experi mentation with artificial intelligence and other technologies. The Bureau will also work to enhance its capacity to translate and interpret Indigenous languages.

This year’s plan builds on the accomplish ments of 2018–19. We continue to strengthen PSPC’s role in helping deliver important services

to Canadians and building an economy and society that’s more inclusive, innovative, accessible and sustainable. I look forward to working with the depart ment’s dedicated employees to achieve meaningful results that benefit our government clients and, ultimately, the Canadians they serve.

Carla Qualtrough, PC, MPMinister of Public Services and Procurement and Accessibility



Operating context and plans at a glance

Public Services and Procurement Canada (PSPC) plays a key enabling role in the daily operations of the Govern ment of Canada as a provider of goods and services that help federal depart ments and agencies meet their mandated objec tives. Our fundamental values of respect, integrity, excellence, and leader ship guide the way we support the govern ment, our people, and our communities.

With more than 15,000 employees across the country, and offices serving commun ities from coast to coast to coast, we manage an annual budget of over $4 billion. PSPC operations are vast, given our roles, such as:

• The administrator of payments made to and on behalf of the Govern ment of Canada;

• The largest federal owner and manager of office space in the country, providing safe, healthy

and productive working environ-ments for federal employees across Canada, including accom-mo da tion to Parliamentarians and more than 260,000 public servants;

• The central purchaser for the Government of Canada, managing approximately $16 billion of procurements on behalf of other federal departments and agencies. That’s more than any other public organization in the country;

• The largest translation organiza tion within Canada providing transla-tion, interpretation and terminology services to federal departments, agencies, and Parliamentarians;

• Canada’s largest pension administrator with more than 890,000 active and retired pensioner accounts; and

• Canada’s largest payroll adminis trator, handling compensation for more than 300,000 government pay accounts.


We are experts in a wide variety of fields, from professional purchasers to translators, from accountants to banking experts, and from architects and engineers to sustainable develop-ment experts. Our people manage a variety of programs and services and are our greatest asset.

In line with the government-wide Policy on Results, PSPC’s Depart-mental Results Framework outlines five core responsi bilities: Purchase of Goods and Services; Payments and Accounting; Property and Infra-structure; Government-Wide Support

and Procurement Ombudsman. Within these, priorities for 2019–20 have been identified to guide our efforts.

The Department will continue to make progress in fulfilling mandate commit-ments and key initiatives in support of Government of Canada priorities and delivering results to Canadians. More information on mandate commitments can be found in the Minister’s mandate letteri and the Government of Canada’s Mandate Letter Tracker: Delivering results for Canadiansii.

In 2019–20, the Department will:

Purchase of Goods and Services

• Continue working towards a world-class, accessible procurement system that drives value for money while advancing government socio-economic objectives, simplifying the procure ment system for suppliers and client departments and delivering better results for Canadians.

• Advance the implementation of the Electronic Procurement Solution (EPS), a web-based platform to make it faster and easier for suppliers to do business with the Government of Canada, and for departments and agencies to procure the goods and services they need to deliver their programs.

• Remain focused on ensuring the women and men of the Canadian Armed Forces and the Canadian Coast Guard get the equipment and services they need, through Canada’s defence policy—Strong, Secure, Engaged—and the National Shipbuilding Strategy.

• Accept delivery of the first and second Offshore Fisheries Science Vessels and the first Arctic and Offshore Patrol Ships.

• Increase the participation in federal procurement of Indigenous peoples and under-represented supplier groups, such as women, persons with disabilities, and visible minorities, through outreach activities.

Payments and Accounting

• Prioritize work towards the stabilization of Pay Administration across the Government of Canada through implementation of the Human Resource (HR)-to-Pay Integrated Plan. PSPC will continue to implement a comprehensive set of activities that will contribute to the government’s capacity to process and issue pay accurately and on-time. Restoring employee trust in their pay is our ultimate outcome.

• Continue to meet service standards for service delivery to pension plan members with payments being subject to verification and quality assurance processes to ensure accuracy and timeliness.

• Continue to maintain the General Ledger of the Government of Canada, also known as Accounts of Canada, to produce government wide financial reports, and provide advice, guidance and instructions to departments and agencies on accounting and reporting matters.


Operating context and plans at a glance6

https://pm.gc.ca/eng/minister-public-services-and-procurement-mandate-letter

https://pm.gc.ca/eng/minister-public-services-and-procurement-mandate-letter

https://www.canada.ca/en/privy-council/campaigns/mandate-tracker-results-canadians.html?utm_campaign=not-applicable&utm_medium=vanity-url&utm_source=canada-ca_results

https://www.canada.ca/en/privy-council/campaigns/mandate-tracker-results-canadians.html?utm_campaign=not-applicable&utm_medium=vanity-url&utm_source=canada-ca_results

Property and Infrastructure

• Continue to lead, in collaboration with the Industry Government Working Group, Acquisi-tions Branch and Justice Canada, the development of effective Prompt Payment legislation and complete the 14-point action plan.

• Support Employment and Social Development Canada and Canada Mortgage and Housing Corporation in the new Federal Lands Initiative, by providing real property expertise in the review and approval of suitable properties and participating in the governance of the Initiative.

• Address the greening goals identified in the Pan Canadian Framework on Clean Growth and Climate Change by ensuring that real property projects integrate sustainable develop-ment, energy reduction, and greenhouse gas reduction into the planning and delivery of work.

• Advance the Government’s Vision for Science, promoting scientific excellence with an ambitious whole-of-government plan to rebuild federal laboratories as a sustainable, multi-purpose, collaborative portfolio to deliver world-class science in support of decision-making.

• Improve the accessibility of federal buildings. An initial focus will be on the evaluation of current building accessibility, followed by work to ensure the removal of physical barriers. PSPC will also pilot accessible shared office spaces, known as GCcoworking locations, as part of its modernization of government workplaces.

• Continue piloting a bio-fuel oil trial for district energy at a central heating and cooling plant in Ottawa as part of efforts to have the district energy system fully modernized by 2025.

• Continue to support the Minister of Crown-Indigenous Relations and Northern Affairs, along with First Nations, Inuit, Métis Nation leaderships and local stakeholders to develop the vision for a national space for Indigenous Peoples at 100 Wellington.

• Launch the planning phase to rehabilitate the remaining Crown assets within the Parlia-mentary Precinct; prepare for the complete overhaul of the existing Centre Block to extend the lifecycle of the building well into the 21st century; and leverage the remaining assets in the Precinct to address immediate and long-term accommodation requirements for Parliament.

Government-Wide Support

• Continue to help protect the integrity of procurement and real property transactions through the introduction of a new Ineligibility and Suspension Policy as well as enhanced fraud prevention and detection measures.

• Implement the Translation Bureau’s Quality Evaluation Framework to improve the linguistic quality of services. In order to enhance its capacity to deliver timely, cost effective and quality services, the Translation Bureau will continue to research and experiment with artificial intelligence and determine its applicability and future feasibility for integration into the translation workflow.

• Implement the Department’s new Service Management Strategy to manage and improve the delivery of services to federal organizations, businesses and Canadians.

• Modernize the way public servants travel for business by developing a new service model for government travel and reengineering existing processes through the Next Generation Travel Program. The Department will engage all public servants around the country and use feedback to improve user experience.

• Examine the Contract Security and Controlled Goods Programs to reflect an evolving external threat environment, and develop a more client-focussed delivery approach to safeguard sensitive and strategic government information and assets accessed by the private sector.



Procurement Ombudsman

While operating at arm’s-length from federal organizations, the Office of the Procurement Ombudsman (OPO) will:

• Review the procurement practices of federal organizations to promote fairness, openness and transparency.

• Review complaints from Canadian suppliers and make recommendations for the improve-ment of federal procurement practices.

• Provide low-cost alternative dispute resolution services which offer an opportunity for suppliers and federal organizations to come together in a neutral setting with the purpose of finding solutions, preserving business relationships and avoiding costly litigation.

• Share procurement-related information amongst federal organizations and Canadian suppliers to promote simplicity and transparency in the federal procurement process.

For more information on PSPC’s plans, priorities and planned results, see the “Planned Results” section of this report.


Operating context and plans at a glance8

Place du Portage, Phase III, Gatineau QC

Planned results: what we want to achieve this year and beyond

Core Responsibilities

Purchase of Goods and ServicesPSPC purchases goods and services on behalf of the Government of Canada.

The Prime Minister mandated the Minister of Public Services and Procurement and Accessibility to:

• Modernize procurement practices so that they are simpler, less adminis-tratively burdensome; deploy modern comptrollership; encourage greater competition, and include practices that support economic policy goals, including innovation, as well as green and social procurement considerations.

• Work with the Minister of National Defence, the Minister of Innovation, Science and Economic Development, and the Minister of Fisheries, Oceans and the Canadian Coast Guard to ensure the women and men of the Canadian Armed Forces and the Canadian Coast Guard get the equipment they need on time and on budget, as outlined in the government’s new defence policy—Strong, Secure, Engaged—and under the National Shipbuilding Strategy.

• Ensure that procurement processes reflect modern best practices.• Deliver procurement practices that reflect public expectations around

transparent, open, and citizen-centred government.• Support the Minister of Employment, Workforce Development and Labour

to implement a modern Fair Wages Policy.


Planning highlights

Departmental Result: Federal Organizations have the products and services they need, when they need them, at the best value.

PSPC’s Procurement Modernization Initiative continues to advance and enable the department to efficiently respond to current and future priorities. For example, PSPC is developing better tools to manage the performance of vendors, allowing the government to hold them account able for poor performance while incentivizing good performance. These tools will allow the department to support its clients in ensuring that they are obtaining value for money in their procurements.

Building on the Canadian Collaborative Procurement Initiative, PSPC will continue to engage and collaborate with provinces, territories and other govern-mental entities to reduce administrative burdens, stream line existing procure-ment tools, open doors to previously untapped markets and obtain overall better value for Canada.

PSPC will continue to prioritize defence and marine procurement, in support of Canada’s defence policy—Strong, Secure, Engaged—and the National Shipbuilding Strategy.

Through the National Shipbuilding Strategy, the Department is working to help renew the fleets of the Royal Canadian Navy and Canadian Coast Guard, rebuild our marine industry and create sustainable jobs in Canada

while ensuring our sovereignty and protecting our interests at home and abroad.

PSPC will accept delivery of the first and second Offshore Fisheries Science Vessels and the first Arctic and Offshore Patrol Ships in 2019, and will pursue opportunities to advance ship-building while ensuring the best use of shipyard expertise and workforces.

The Department expects to release the Request for Proposals for the purchase of 88 advanced fighter jets replacing Canada’s CF-18 fleet in the spring of 2019. PSPC is also acquiring 18 F/A-18 fighter aircraft and associated spare parts and equip ment from the Australian Government to supplement Canada’s current fighter fleet until the permanent replacement is in place and fully operational. The delivery of these aircraft began in February 2019 and will continue through to December 2021.

PSPC will continue to acquire defence goods and services of all kinds, including vehicles, fuel, shelters and clothing on behalf of the Canadian Armed Forces, the Canadian Coast Guard, and other government departments.

In 2019–20, PSPC will seek to increase its investments in order to meet the requirements of the initiatives planned under Canada’s defence policy—Strong, Secure, Engaged.

The department will continue to ensure the implementation of the sustainment initiative principles, which help ensure that the specific needs of each


Planned results: what we want to achieve this year and beyond10

Ensuring the women and men of the Canadian Armed Forces and the Canadian Coast Guard get the equipment and services they need.

sustainment project are met through the use of tailored contracting approaches for the maintenance and repair of military equipment. The specific sustainment needs are assessed against four strategic objectives: performance, value for money, flexibility and economic benefits. In 2019–20, the department will continue to support Centres of Expertise in order to promote the use of best sustainment practices and lessons learned across all sustainment projects.

An 18-month pilot project will be under way in 2019–20 to evaluate a risk-based approach to streamline defence procure ments in support of Canada’s defence policy—Strong, Secure Engaged.

Departmental Result: Government purchasing is simpler and easy to access, fair and transparent for suppliers.

The Department will make it easier for suppliers to do business with the Government of Canada through the EPS initiative to implement a modern, cloud-based procurement platform. PSPC will go live with the solution’s piloting and deployment in 2019–20, allowing for verification that the EPS is fully tested prior to broader adoption. By the end of 2019–20, at least 100 PSPC contracts are expected to be awarded through the system. The EPS project designed its governance model based on global public sector best practices and lessons learned from IT-enabled business transformation projects. Combined, this is intended to provide for appropriate oversight and control regarding the management and delivery of the EPS initiative. Also, the requirement for a series of third-party reviews for gating is integrated into the overall project plan for the EPS.



PSPC will continue to advance the Contract Simplification Initiative to make it easier for suppliers and Canadians to do business with the Government of Canada. For example, work is underway on the development of a highly simplified contract model to reduce the number of contract clauses by approximately 50%. Additionally, the Department is adopting new, innova tive technologies, including artificial intelligence to speed up procure ment processes and determine how to best align government contracts to commercial best practices.

The Department is also renewing Canada’s Pricing Framework to promote innovative business solutions and enhance the competitiveness of industry, including new guidance on

pricing approaches, which are used to determine how a contractor will be compensated and includes considera-tion of the basis of payment and the use of incentives.

Through the Open Data initiative, PSPC will continue to improve the transparency of procurement-related data and will make it more readily available to Canadians, government entities, and businesses. For 2019–20 and beyond, activities will include a pilot project to test the implemen-tation of the inter national Open Contracting Data Standard (OCDS), workshops on open contracting, and exploring the adoption of common contracting data standards for tender notices across Canadian jurisdictions.

Departmental Result: Government purchasing supports Canada’s economic, environmental, and social policy goals.

EconomicPSPC, in partnership with Crown Indigenous Relations and Northern Affairs Canada (CIRNA) and the Treasury Board Secretariat, is taking steps to increase the involvement of Indigenous businesses in federal procurement. Among other initiatives, CIRNA and PSPC have challenged federal departments with a contracting budget in excess of $1 million to progressively increase the value of procurements awarded to Indigenous businesses to an annual level of 5% over the next 5 years. The Depart-ment will be monitoring progress during 2019–20.

PSPC will continue to increase the participa-tion in government procurement of small and medium-sized businesses owned by women, persons with disabilities, and visible minorities through social procurement pilots.



PSPC is examining numerous options for working with suppliers to reduce the government’s carbon footprint and to limit the use of single-use plastics and other harmful material waste.

The National Shipbuilding Strategy (NSS) continues to generate significant economic benefits across the country. As of December 31, 2018, the federal government has awarded more than $9.75 billion of NSS-related contracts across Canada. Contracts awarded to date through the NSS will contribute an estimated $10.9 billion of gross domestic product, and create or maintain more than 10,000 jobs in the Canadian economy annually during the period of 2012-2022. NSS shipyards also continue to engage with small and medium Canadian enterprises by awarding contracts for NSS-related projects where applicable.

EnvironmentalAs part of ongoing efforts to support the government’s greening agenda and to further expand the range of responsible goods available to govern-ment purchasers, PSPC is examining

numerous options for working with suppliers to reduce the government’s carbon footprint and to limit the use of single-use plastics and other harmful material waste. The Department will continue its work to integrate environ-mental considerations into procure ment requirements, and will look to support government departments in reducing or offsetting greenhouse gas emissions through innovative solutions, such as the purchase of carbon offsets.

SocialIn further support of supplier diversity, PSPC will continue to increase the participation in government procure-ment of small and medium-sized businesses owned by women, persons with disabilities, and visible minorities through social procurement pilots and outreach activities. These efforts will complement existing initia tives under-taken to support green and social



procurement. In 2019–20, the Depart-ment will develop additional actions to increase the participa tion of these groups, in consultation with stake-holders, including the expansion of strategic partnerships.

The department will also renew the Temporary Help Services procurement tool, which helps users engage resources on a quick and temporary basis. This modernized tool will streamline the process to obtain temporary help for clients and suppliers, and will incorporate social procurement measures by ensuring that 33–45% of each bidder list always includes suppliers from under-represented groups. These measures are intended to ensure increased opportunities and visibility for underrepresented groups while still ensuring fairness for all suppliers.

In 2019–20, PSPC will implement the Accessible Procurement Resource Centre. The federal government will engage the disability community on an ongoing basis to better understand their needs and the barriers they face, so that the goods and services the government procures are

accessible and usable by the broadest range of Canadians. This will include developing guidelines and policies as well as collaborating on the develop ment of standards to incorporate accessibility criteria into federal procurement.

Risk MitigationThere is a risk that PSPC will not have sufficient procurement resources to deliver on priorities, objectives, and programs due to a shortage of procure-ment officers with the appropriate knowledge, which can require several years of experience specific to federal government procurement. There may also be a risk that PSPC will not meet priorities or program requirements due to interdependencies with its internal and external partners and stakeholders or due to the complexity of shared accounta bilities. This could adversely affect the timely delivery of services to other government departments, especially in relation to complex procure ment such as defence procure-ment. In order to mitigate these possible risks, the Department will:

• Collaborate with other govern-ment departments and the Treasury Board of Canada Secretariat on several government-wide human resources initiatives to ensure that the sufficient workforce with the appropriate skills and competencies is available in order to achieve expected service delivery.

• Consult and collaborate with stake holders on an ongoing basis and ensure sound governance and stewardship of federal procurement.

Consult and collaborate with stake holders on an ongoing basis and ensure sound governance and stewardship of federal procurement.



Given their size and complexity, there is a risk that significant IT-enabled projects, such as EPS, could face challenges related to connectivity, interoperability and scalability. To mitigate this possible risk, the Department will:

• Develop and implement change management strategies for IM/IT projects, and ensure proper training on systems and on the importance of data and informa-tion management.

There is also a risk that PSPC will have ineffective change management strategies and practices in place to ensure employees are supported through the significant changes taking place. This could have an adverse effect on the timely delivery of services to other government departments and on efforts to retain procurement expertise within the Department. In order to mitigate this possible risk, the Department will:

• Ensure that robust change manage ment strategies are developed and implemented.

• Increase the reach of change management strategies and practices and change management training for employees.

ExperimentationThe Local Transportation Moderni-zation Initiative is a project to modernize the way federal Govern-ment of Canada employees use and pay for local ground transporta tion while also examining the capacity to pay for a wider range of local ground transporta tion services (i.e., ride-sharing) in the National Capital Region and in other regions across Canada. Annually, employees in the NCR use approximately 750,000 chits for travel by taxi. PSPC has identified a virtual method of pay ment as a tool to help automate the present paper-based and manual business processes. A second phase at a later date will explore the capacity to pay for other goods and services outside of local transportation.

Annually, employees in the NCR use approximately 750,000 chits for travel by taxi.



Planned results

Departmental Results

Departmental Result Indicators

Target Date to achieve target

2015–16 Actual results



Federal organiza-tions have the products and services they need, when they need them, at the best value.

Percentage of overall client satisfac-tion with PSPC procurement services.

80% March 31, 2020

85% 82% 84%

Average number of days to award a contract (Level 1 complexity).

N/A1 March 31, 2020

60 51 52

Average number of days to award a contract (Level 2 complexity).

N/A2 March 31, 2020

92 87 88

Cost of procurement services per $100 of contract value.

$1.75 March 31, 2020

$2.003 $0.474 $0.585

Percentage of dollar value awarded through competitive contracting processes.

80% March 31, 2020

86% 80.5% 80%

Percentage of contracts awarded through PSPC standing offers and/or supply arrangements.

40% March 31, 2020

40% 39.8% Data will be available in April 2019.

Percentage of competitive procure-ment processes versus sole source.

80% March 31, 2020

84% 82% 62%

Percentage of complex competitive procurement processes for which at least two bids were received (Level 3–5).

TBD6 March 31, 2020

N/A N/A N/A

Average number of qualified bidders on complex competitive procurement processes.

TBD7 March 31, 2020

N/A N/A N/A

Government purchasing is simpler and easy to access, fair and transparent for suppliers.

Percentage of suppliers that rate the purchasing process as simpler and easy to access.

TBD8 March 31, 2020

N/A N/A N/A

Percentage of contracts awarded for which a valid complaint was filed.

1% March 31, 2020

0.03% 0.07% 0.00%

Percentage of suppliers that rate the purchasing process as fair and transparent.

TBD9 March 31, 2020

N/A N/A N/A

Number of agile digital procurements.

5 March 31, 2020

N/A N/A N/A

GovernmentPurchasing supports Canada’s economic, environmental, and social policy goals.

Percentage of contract value awarded to small and medium businesses.

40% March 31, 2020

42.6% 47.5% 67%

Percentage of innovation contracts awarded by PSPC for which products and services are commercialized within one year after contract completion.

N/A10 March 31, 2020

86% 100% 79%

Percentage of PSPC contracts, standing offers and supply arrange ments that include “green” goods and services.

40% March 31, 2020

N/A 15% 13.5%

Percentage increase in participation to procurement processes by businesses owned by Indigenous peoples.

TBD11 March 31, 2020

N/A N/A N/A

Percentage increase in participation to procurement processes by businesses owned by women.

TBD12 March 31, 2020

N/A N/A N/A

1. There is no set target as this is a metric (measurement) only and not an indicator of performance. The “average number of days” is a descriptive metric because, as an average, it cannot indicate performance due to outliers which will distort performance values. Rather, the Acquisitions Program has service standards in place which measure the percentage of contracts, by level of complexity, awarded within a target number of days.

2. ibid.3. In 2015–16, the target was $2.40 as a different methodology was used.



4. In 2016–17, the target was $0.80 as a different methodology was used.5. In 2017–18, the target was $0.80 as a different methodology was used.6. A full fiscal year of data is not yet available for this indicator, therefore it is not yet possible to set a target.7. ibid.8. More time is required for the establishment of a target for this indicator. Results are only available by

calendar year. This is a new indicator as of Fiscal Year 2018-19, and data gathering has only begun in Fiscal Year 2017–18.

9. More time is required for the establishment of a target for this indicator. This is a new indicator as of Fiscal Year 2018–19, and data gathering has only begun in Fiscal Year 2017–18.

10. The Build in Canada Innovation Program is no longer with PSPC (as it has been transferred to Innovation, Science and Economic Development Canada) therefore no target will be set by PSPC for this indicator.

11. A full fiscal year of data is not yet available for this indicator, therefore it is not yet possible to set a target (which is to be developed in 2019). As well, current procurement data management systems, such as the Supplier Registration Information (SRI) and the Automated Buying Environment (ABE), primary focus is on “contract volumetrics” (i.e. contract award) and only collect socio-economic data as related to size (i.e. Small and Medium Enterprises) and Indigenous-owned businesses. Unfortunately, bid information is not systemically entered into ABE. The Data-Analytics Directorate within PSPC is developing an approach to retroactively enter the data.

12. ibid.

Budgetary financial resources (dollars)2019–20

Main Estimates2019–20

Planned spending2020–21


Planned spending

176,577,120 176,577,120 160,438,946 139,720,476

The variance in net planned spending is mainly related to the implementation of E-Procurement Solution at PSPC, a new 5-year initiative from Budget 2018 for simpler and better procurement.

Human resources (full-time equivalents)2019–20 Planned

full-time equivalents2020–21 Planned


full-time equivalents

1,724.00 1,706.00 1,674.00

The variance in human resources is mainly related to the implementation of the E-Procurement Solution, a new initiative from Budget 2018 for simpler and better procurement.

Financial, human resources and performance information for PSPC’s Program Inventory is available in the GC InfoBaseiii.



https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html


Payments and AccountingPSPC collects revenues and issues payments, maintains the financial accounts of Canada, issues Government-wide financial reports, and administers payroll and pension services for the Government of Canada.

The Prime Minister mandated the Minister of Public Services and Procurement and Accessibility to:Ensure that public servants are paid accurately and promptly for the highly valued work they do on behalf of Canadians. Working with the President of the Treasury Board, the Privy Council Office, and our public service union partners, the Minister of PSPC will help ensure, over time that Government of Canada pay administration is stabilized (e.g., Phoenix system, Pay Centre processes, Call Centre client support) and performing within service standards.

Planning highlights

Departmental Result: Canadians have timely access to reliable information on Canada’s finances.

In supporting the Minister as the Receiver General for Canada, PSPC will continue to manage the operations of the federal treasury through the issuance and settlement of payments on behalf of the federal government (as well as some provincial programs) and the collec tion of revenues for all government depart ments and agencies. Over the course of 2019–20, PSPC will continue to main tain the General Ledger of the Govern ment of Canada (also known as the Accounts of Canada) and produce government-wide financial reports, including the Public Accounts and the Monthly Statement of Financial Opera tions of Canada, while providing advice, guidance and instruc-tions to departments and agencies on accounting and reporting matters. In 2018–19, the Consolidated Financial Statements of the Government of Canada received a clean audit opinion

from the Auditor General for the 20th consecutive year.

The Receiver General will advance the government’s overall objective to increase transparency, maintain data integrity and foster innovation to ensure we meet the evolving needs of our clients, including government depart ments, key stakeholders, and more importantly, Canadians.

Departmental Result: In collabora tion with government departments, employees receive timely and accurate pay and benefits.

PSPC’s top priority regarding pay admin is tra tion for 2019–20 is to continue its efforts to implement the HR-to-Pay Integrated Plan (with its partners) that will contribute, over time, to ensuring that public servants are paid accurately and promptly for the highly valued work they do on behalf of Canadians. Our on-going work with the President of the Treasury Board, the Working Group of Ministers (WGM), the Privy Council Office, and


our public service union partners on achieving steady state for the Pay System will help ensure the pay system is stabilized and able to perform within service standards.

PSPC is using a variety of procurement vehicles to access other private-sector expertise to leverage innovative strategies to help stabilize pay admin-istration. In support of these efforts, PSPC continues with a gradual and measured shift to a managed services model leveraging IBM for technical and functional support. This approach is freeing-up public servants to perform higher value strategic work and over-sight to imple ment key system and innovative process transformations.

Capacity at the Pay Centre has increased to more than 1,500 employees and about 200 employees at the Client Contact Centre. In addition, the Pay Centre at PSPC continues to introduce a new service delivery model known as the pay pods. Pay pods are being rolled out to remaining depart ments and agencies serviced by the Pay Centre in phases and will be fully imple mented by mid-2019. The pod approach brings together compen sa-tion advisors and assistants who are assigned to specific departments/agencies to enable more efficient processing of pay transactions. In addition, Pay Centre employees develop collaborative working relation-ships with depart ments, allowing for quicker resolu tion of pay issues and the develop ment of greater departmental expertise. Attention is also focused on data quality and time lines, which

Attention is also focused on data quality and time lines, which prevents new pay issues from emerging.

prevents new pay issues from emerging. As of March 31, 2019, pods were implemented for 34 depart ments and agencies, representing approxi -mately 154,000 employees. The pay pod model is providing better services to employees served by the Pay Centre and has signifi cantly decreased the number of trans ac tions awaiting processing since January 2018. Progress towards reducing the number of outstanding pay trans ac tions will continue in 2019–20. Updates on progress are provided on a monthly basis in the Public Service Pay Centre dashboard.iv

Departmental Result: Members of federal pension plans receive timely and accurate pension payments, benefits and support services to which they are entitled.



https://www.tpsgc-pwgsc.gc.ca/remuneration-compensation/services-paye-pay-services/centre-presse-media-centre/tableau-dashboard/tableau-02-2019-dashboard-eng.html


PSPC is progressing on a multi-year pension web renewal initiative to expand its existing online services and provide new service offerings to retirees. Social media platforms will be leveraged to provide pension informa-tion to different demo graphics of Public Service employees and retirees. Our goal is to offer client support and access to more online services.

Departmental Result: Canadians, businesses and organizations receive payments on time and revenues are collected for government services in an efficient manner.

PSPC will improve operations of the federal treasury in the coming year through three main activities:

• Replacement of digital signatures tool used to approve payment requests (Electronic Authorization and Authentication);

• Award a contract to a service provider for the exchange of cheque images with the financial institu tion, which will improve the speed and accuracy of the cheque clearing and exchange processes; and

• Award a contract with a service provider to allow the Canada Revenue Agency to deposit scanned images of cheques received, instead of sending them to bank clearing centers. PSPC will also begin imple-mentation of the Remote Deposit Capture service to other federal departments.

Additionally, PSPC will continue to work with provincial assessment authorities to explore options to value unique federal property such as National Parks and military bases to improve predictability of Payments In Lieu of Taxes (PILT) and consistency of valuation strategies for all stakeholders.

Risk MitigationThere is a risk that stabilization of pay administration for the Government of Canada will take longer than expected, due to potential issues such as system-critical events, limited human resources, insufficient integrity of data being entered into human resources systems and/or into Phoenix, as well as higher than planned employee turn over in the compensa tion community working across PSPC. PSPC has begun to take concrete steps to mitigate this risk including on-going work with our partners on the stabilization of the

PSPC is progressing on a multi-year pension web renewal initiative to expand its existing online services and provide new service offerings to retirees.



Pay system; leveraging private-sector innovative strategies; and introduction of the new pay pod service delivery model. The department will also undertake the following to mitigate the risk:

• Continue to modernize, through necessary upgrades and modifica-tions, to ensure system security.

• Continue to implement change management, hiring and training strategies within the HR-To-Pay Integrated Team.

• Continue to leverage innovation to increase capacity and reduce the Pay Centre Queue.

There is also a risk that complex systems and processes will impact on service delivery. In order to mitigate this possible risk, the Department will:

• Undertake a number of moderni-za tion and improvement initiatives to minimize risk associated with manual processes.

• Monitor service levels and reassign resources to priority areas as required, ensuring timely issuance of pension benefit payments.

• Replace aging authentication technology.

• Strengthen enterprise-wide governance, including coordina tion on collective agreement negotia-tions and continued engagement with stakeholders, in order to lessen the negative impacts of collective bargaining agreements and other system “shocks”.

• Work with the Treasury Board Secretariat (TBS) and other non-Pay Centre departments to facilitate full implementation of collective agreements.

Canadians, businesses and organizations receive payments on time and revenues are collected for government services in an efficient manner.

There is a risk that ongoing develop-ment and enhancement work on PSPC systems may experience delays if the department is unable to maintain corporate capacity and system specific knowledge. In order to mitigate this possible risk, the Department will:

• Continue to promote knowledge transfer to ensure the sustain-ability of existing treasury systems.

• Implement manageable and flexible schedules for planned Pension IT infrastructure changes.

• Undertake a phased approach to the Pension web renewal initiative.

ExperimentationIn 2019–20 the redesign of pay administration processes and proce-dures will continue. Further more, PSPC will begin piloting recommen-dations made through the industry consul tation process in order to identify best approaches to stabilizing pay.



Planned resultsDepartmental Results


Target Date to achieve target




Canadians have timely access to reliable informa-tion on Canada’s finances.

The Public Accounts of Canada are posted on the Department’s website within 24 hours of tabling in the House of Commons.

100% March 31, 2020

100% 100% 100%

Information presented in the Consoli-dated Financial Statements of the Government of Canada is accurate.

99% March 31, 2020

99% 99% 99%

In collaboration with government departments, employees receive timely and accurate pay and benefits.

Percentage of pay transactions processed that are accurate and on time.

95% March 31, 2020

92.25% 36% 46%

Members of federal pension plans receive timely and accurate pension payments, bene fits and support services to which they are entitled.

Percentage of pension payments processed that are accurate and on time.

95% March 31, 2020

97.8% 97.6% 96.9%

Canadians, businesses and organizations receive payments on time and revenues are collected for govern ment services in an efficient manner.

Percentage of payments issued within established timeframes.

99% March 31, 2020

99.99% 99.74% 99.99%

Percentage of money paid to Govern-ment of Canada that is reconciled within two business days.

95% March 31, 2020

95% 100% 99.6%

Percentage of payments made instead of property taxes to taxing authorities within established timeframes.

95%1 March 31, 2020

99.6 98.5% 99.7%

1. Based on historical results, PSPC has determined that a higher target of 95% (from 90%) is more appropriate.





Planned spending

248,642,394 248,642,394 226,923,727 223,124,291

The variance in net planned spending is mainly related to the end of incremental funding received from Budget 2018 to stabilize the pay operations, as well as the replacement of the enhanced Universal Child Care Benefits program and its associated payment issuance costs.





4,605.591 2,155.592 2,156.593

Financial, human resources and performance information for PSPC’s Program Inventory is available in the GC InfoBasev.

1. The number provided for Full Time Equivalents (FTEs) for the Federal Pay Administration program for fiscal year 2019–20 is an estimate and remains to be determined based on funding approval.

2. Full Time Equivalents (FTEs) for the Federal Pay Administration program for fiscal years 2020–21 and 2021–22 are to be determined based on future funding approval.

3. ibid.




Property and InfrastructurePSPC provides federal employees and Parliamentarians with work-space; builds, maintains and manages federal properties and other public works such as bridges and dams; and provides associated services to federal organizations.


• Support the Minister of Science to bring forward a new vision for federal science infrastructure, including recapitalization, taking into account the advice of the Chief Science Advisor.

• Support the Minister of Crown-Indigenous Relations and Northern Affairs, along with First Nations, Inuit, and Métis Nation leadership, as well as local stake holders, to develop the vision for a national space for Indigenous Peoples at 100 Wellington.

• In close collaboration with the industry sector, terms of payment, adjudica-tion processes and the right legislation will be developed to support prompt payment for all federal construction contracts.

• Ensure the timely and orderly transition of Parliamentary operations as part of the renewal of the Parliamentary Precinct, as well as ensure we not only meet but exceed standards for accessibility, and environmental sustainability.

Planning highlights

Departmental Result: Federal infrastructure spending supports Canada’s social, economic and environmental priorities.

SocialOver 2019–20, PSPC will continue its efforts in supporting social inclusion, diversity and sustainable growth through partnering with colleges and universities to leverage innovative practices and youth and supporting set-asides for Indigenous firms and creating jobs for small and medium enterprises across Canada, among other initiatives.

In line with principles embedded in Bill C-81, The Accessible Canada Act, PSPC is taking a proactive approach to

Moving forward, in delivering on government objectives, the depart ment is taking a wholeofgovernment, portfoliobased, approach to national real property assets that allows us to prioritize and allocate resources for the best longterm value to Canadians and enables our tenants to better serve Canadians. National portfolio strategies will inform portfolio investment plans which then drive project decisions. This approach will enable the department to prioritize and allocate resources for the best longterm value.

ending the systemic discrimination of persons with disabilities. As such, initial focus will be on the evaluation of the portfolio and establishing the current level of accessibility of buildings, followed by the prioritized removal of



physical barriers. Leveraging expertise from organizations such as the Rick Hansen Foundation, PSPC is committed to working closely with industry specialists and members from the disability community in going above and beyond the current standards codes to improve accessibility in our buildings.

PSPC’s work to redevelop underutilized assets and properties to better suit the needs of federal clients is directly contributing to the development of the communities in which they are located through mixed use developments. Through its real property transactions in the next 10 to 15 years, PSPC will contribute to the development of six to eight mixed-use redevelopments and the facilitation of 10,000 affordable housing units. Presently, PSPC is providing real property expertise to the review and approval of suitable properties for redevelopment and participating in the governance of the Federal Lands Initiative.

EconomicConsistent with Canada’s Science Vision, introduced by the Minister for Science in November 2017, PSPC will work with participating federal depart-ments and agencies, including Innova-tion, Science and Economic Develop-ment Canada, to implement the Federal Science and Technology Infrastructure Initiative. The initiative will enable world-class science through renewed infrastructure.

Supported by a significant new invest-ment of $2.8 billion in Budget 2018, Phase 1 of the Federal Science and Technology Infrastructure Initiative (FSTII) 25 year Long Term Vision and Plan (LTVP) will address infrastructure in poor and critical condition while maintaining the pursuit of science excellence, leadership in accessibility, and environmental sustainability as important drivers.

Phase 1 of the FSTII LTVP will deliver projects within an enterprise governance framework, supported by robust change management approaches, to enable collaborative science in science clusters across Canada. As well, the FSTII Office will deliver solutions to the Treasury Board Horizontal Fixed Asset Review (FAR) recommendations arising from FAR’s initial review of the federal science portfolio related to portfolio manage ment, performance management, service management and data availability.

Ensuring the speed and efficiency of cash flow down the construction supply chain is fundamental to a healthy

PSPC is committed to working closely with industry specialists and members from the disability community in going above and beyond the current standards codes to improve accessibility in our buildings.



construction industry. In 2019–20, PSPC, in collabora tion with the Industry Government Working Group and Justice Canada, will continue to support the prompt payment of contractors and sub-contractors through the introduc-tion of effective Prompt Payment legislation and in the completion of the action plan of solutions to improve payment timeliness in the construction industry.

EnvironmentPSPC is committed to addressing climate change by reducing greenhouse gas emissions (GHG). The Department is targeting carbon neutrality by 2030 and will achieve this goal by providing high-level evaluations of associated energy savings, GHG emissions reductions, and incremental capital and operational costs. For example, information screens are being included in the common spaces of PSPC buildings to provide tenants with meaningful and up-to-date informa tion on the buildings’ public utility use (natural gas, electricity and water, etc.), associated GHG emissions, and occupancy patterns. This will support a cultural shift within govern ment for public servants to under stand and take ownership of the impact of their behaviour. Moving forward, the majority of leases signed by PSPC will ensure that GHG emissions are reported and the Department will engage with the private sector to improve energy and sustain ability performance standards. Additionally, proposals to support the modernization of heating and cooling energy service capabilities have been issued and a one year trial

for bio-fuel oil for district energy is underway at a central heating and cooling plant on Heron Road, Ottawa ON. The plan is to have the district energy system fully modernized by 2025. This will help reduce GHG emissions in more than 80 buildings located in the National Capital Region by over 60 percent compared to our 2005 base line. The new system will also greatly reduce safety risks associated with the operation of a steam system.

In support of the greening agenda, PSPC will continue its Deep Green Recapitalization which addresses the immediate health and safety risks to occupants, preserves buildings, reduces ongoing deterioration and makes future rehabilitation less complicated and costly. The Deep Green Recapitaliza-tion will help to make the necessary repairs and upgrades to assets that are occupied and operational but have not yet been fully rehabilitated. One project is currently underway (25/55 St. Clair Avenue East, Toronto ON), with a second project approved (Place du Portage Phase III, Gatineau QC).

Place du Portage Phase III, Gatineau QC



PSPC, in its role as expert support and service provider to other government departments in contaminated sites manage ment, will be delivering a range of tools to support global training needs in this critical area, and will continue to collaborate closely with the Federal Contaminated Sites Action Plan Secretariat to ensure success with this initiative.

Since 2005, PSPC has been providing project management and procurement services to support the delivery of the Giant Mine Remedia tion Project. In April 2019, the Crown plans to submit its applica tion for a Type A Water License for the site. The licensing process is expected to take 15 to 18 months and a water license should be in place by late summer 2020. This will enable the on-going detailed planning of the project to take place through to March 2022.

PSPC is committed to maintaining the highest standards of safety for its

public infrastructure. PSPC manages and acts as a responsible steward for 17 major engineering assets across Canada, serving hundreds of thousands of Canadians. Budget 2016 provided $248.9 million in funding to support the rehabilitation and sustain able steward ship of the portfolio. For example, the new Esquimalt Graving Dock South Jetty will restore work space for ship maintenance and repair activities, and in support of Indigenous communities, this work was awarded to an Indigenous joint venture firm as part of the Procure ment Strategy for Aboriginal Business. As the popula-tion of Ottawa-Gatineau has grown, so has the use of the bridges for inter-provincial crossings. PSPC is planning to make significant investments in these bridges in the next decade. Maintenance and repair work planned over the next several years, along with on-going routine and scheduled inspec-tions, will help increase the lifespan of the Alexandra Bridge and Chaudière Crossing to ensure the bridges remain safe.

PSPC has partnered with the Senate of Canada, Carleton University and the Fairmont Château Laurier to launch Ottawa’s first installation of urban beehives on the east side of the Senate of Canada Building for September 2019. Bees play a critical role in ecology as they are the world’s most important pollinator of food crops. The importance of a healthy bee population is an increasing concern as dwindling bee populations could have an adverse impact on the environment, food, seed, and honey production in Canada.

PSPC has partnered with the Senate of Canada, Carleton University and the Fairmont Château Laurier to launch Ottawa’s first installation of urban beehives on the east side of the Senate of Canada Building for September 2019.



In 2019–20, the Department will continue to focus on the restoration of heritage buildings in the port folio (Supreme Court of Canada) which will result in potential savings for long-term accommoda-tion due to reduction of the lease costs for government office spaces. (Photographer: Michel Rathwell)

Departmental Result: National Heritage Assets are preserved on behalf of Canadians.

PSPC is responsible for maintaining the assets of the Government of Canada real property portfolio with the objec-tive of restoring and renewing heritage sites in support of sustainability and for the safety and security of Canadians. In 2019–20, the Depart-ment will continue to focus on the restoration of heritage buildings in the portfolio (Lester B. Pearson Building, Supreme Court of Canada and the West Memorial Building) which will result in potential savings for long-term accom mo da tion due to reduction of the lease costs for govern-ment office spaces. This program of work will not only provide a new face to the iconic buildings but will also help to support job creation for the middle class. Construction activities

of the West Memorial Building Rehabilitation project will start in fall 2019. Rehabilita tion of the Supreme Court of Canada building will start once the tenants are moved into the West Memorial Building in summer 2023.

PSPC will also continue efforts towards preserving our Parliament buildings. To this end, in 2019–20, the Department will:

• Launch the planning phase to rehabilitate the remaining Crown assets in the Parlia-mentary Precinct approaching critical failure, including the East Block and the Confederation Building.

• Complete the Assessment Program examining the Centre Block’s condition and the schematic design to allow its restoration to begin.



• Restore and modernize aging and underutilized assets along Sparks and Wellington streets to create the required swing space to support this work and provide new permanent accommodations for Parliament.

Departmental Result: Federal real estate and associate services meet the needs of federal government clients and/or Parliamentarians, and ensure best value for Canadians.

PSPC is working to transition towards Accrual Budgeting in 2019–20 and beyond, pending approval from appro-priate authorities, with the goal to have stable long-term capital funding in order that it can better plan and invest in its capital assets. Accrual Budgeting

will enhance multi-year project planning and will support project plans over a longer time horizon. PSPC will also have a better knowledge of its departmental assets and associated investments, enabling the department to deliver better quality assets for Canadians.

The Terrasses de la Chaudière project will allow for the replacement of the exterior brick wall assembly and the windows. Additionally, the project encompasses the modernization of the base building systems (mechanical systems, the chillers, and data cabling) and the rehabilita tion of the under-ground parking garage. This develop-ment will transform the complex into a safe, energy-efficient, and modern building. Once completed, the complex will have a predominantly glass façade with wood elements on the inside of the windows, positively enhancing the landscape aesthetic of the neighbor-hood. Construction is planned to start in fall 2019 and the inner courtyard will reopen once the project is completed.

PSPC remains committed to working collaboratively with its Parliamentary Partners (the Senate of Canada, the House of Commons, the Library of Parliament, the Parliamentary Protective Service and the Privy Council Office) to enable a seamless transition of parliamentary operations. The Department will continue to ensure essential services are fully available and functional for Parliamentary clients, while meeting their real property needs as defined in project Terrasses de la Chaudière



scope and completing them on time and on budget. An update of the Long Term Vision and Plan is currently underway to reflect current government and parliamentary priorities and ensure best value for Canadians.

PSPC and Crown-Indigenous Relations and Northern Affairs Canada continue to support the evaluation of a range of viable options for June 2019 on the use of 100 Wellington as part of the development of a long-term vision for a national space for Indigenous Peoples. On-going activities include bilateral meetings with key depart-ments. Options for short-term uses such as exhibition spaces, meeting space and press space are being developed and assessed with First Nations, Inuit, Métis Nation leadership and local stakeholders.

Committed to implementing a new vision for the GCworkplace, every public servant is a key player in workplace transformation as it is about the people and the way they work. PSPC will be piloting new workspace approaches designed to provide employees with alternative workplace locations while supporting accessibility, security, workplace safety, ergonomic and information technology require-ments. For example, GCcoworking locations will provide employees with greater flexibility in a common, convenient location that will help to trigger new connections, new partner-ships and ideas. Of additional note, following its moderni za tion, the Place du Portage III campus (PDP III) will serve as the flagship office for

all federal government departments and many other projects underway nationally. PDP III encompasses multiple projects that will span an eight year period.

Risk MitigationThere is a risk that PSPC will be unable to maintain the integrity and operations of its real property assets, as well as its supporting role to other departments and agencies, due to climatic events, aging infra structure, funding model challenges and potential vulner abilities in responding to multiple and simultaneous hazardous events.

In order to mitigate this possible risk, the Department will:

• Strengthen national functional direction that responds to the requirements for threat assessment and emergency planning;

• Identify which assets are susceptible to climate change impacts and implement corresponding mitigating measures;

• Ensure the appropriate workforce to maintain the operations and integrity of its real property assets, via sourcing trained, qualified personnel through either internal resources or service providers;

• Work toward implementation of an accrual budgeting envelope, which would provide long-term, stable funding to maintain the operations and integrity of its real property assets; and



• Continue to work collaboratively with Crown-Indigenous Relations and Northern Affairs Canada and First Nation, Inuit and Métis Nation partners in developing and implementing project plans and ensuring capacity supports are in place to advance both short and long-term objectives for 100 Wellington.

ExperimentationPSPC’s Smart Tools Initiative was created to help building operators and maintenance personnel conduct their activities and reporting using more modern, innovative and digitally-enabled solutions. In 2019–20, PSPC will continue to undertake the procurement and testing of new tools to leverage technology aimed at improving client service delivery with respect to building management services. This initiative will provide modern IT-integrated mainte nance programs, IT-enabled workforce delivering

effective and efficient operation and maintenance programs of work on digitally integrated parliamentary accom mo dations and departmental assets.

Gender-Based Analysis+PSPC will explore options and/or develop and deploy strategies to provide Indigenous and First Nations organiza tions, female business owners and/or other under-represented groups with greater access to opportunities to participate in and/or submit proposals in response to Real Property solicita tions. A Gender-Based Assessment will be completed for all new Real Property mechanisms and solutions launched as part of the Enterprise Sourcing Strategy. Further more, future Real Property contracts will include provisions designed to encourage successful proponents to provide increased accessibility to procure-ment opportunities to these same organizations and groups.

100 Wellington Street, Ottawa





Targets Date to achieve target




Federal infra struc-ture spending supports Canada’s social, economic, and environ-mental priorities.

Percentage of PSPC-managed building locations that provide features to support universal accessibility.

N/A1 March 31, 2020

77% 77% 76%

Operating expenses per square metre of Crown-owned office space.

N/A2 March 31, 2020

N/A N/A N/A

Percentage of reduction in green-house gases in PSPC Crown-owned building portfolio, excluding housing.

40%3 March 31, 2030

13.1% 14.7% 54%

National heritage assets are preserved on behalf of Canadians.

Percentage of Crown-owned heritage buildings that are in fair or better condition.

N/A4 March 31, 2020

N/A N/A N/A

Percentage of PSPC-managed heritage asset projects that are completed on time, on scope and on budget.

90% March 31, 2020

82% 95% 95%

Federal real estate and associated services meet the needs of federal government clients and/or Parliamen tarians and ensure best value for Canadians.

Percentage of Crown-owned buildings that are in fair or better condition.

N/A5 March 31, 2020

N/A N/A N/A

Percentage of PSPC-managed office space that is modernized each year to meet the current Government of Canada Workplace Fit-up Standards.

≥4% March 31, 2020

N/A6 2% 3.5%

Percentage of real property projects that meet the needs of clients as defined in the project scope, and are completed on time and on budget.

95% March 31, 2020

96% 96% 95%

Percentage of time that essential property manage ment services are fully available and functional.

≥99% March 31, 2020

99.98%7 99% 99.78%

Percentage of PSPC Crown-owned surplus properties that are sold or transferred to non-federal entities.8

N/A March 31, 2020

83.4% 78.3% 50%

1. While a baseline has been established, the methodology and target are still under development. The Canadian Standards Association standard B-651/18 was issued in 2018, and the Treasury Board of Canada Secretariat Accessibility Standard for Real Property is expected in 2019. It is too early to establish a target in light of the fact that we have committed to conduct assessments over the next 5 years in anticipation of the 2019 legislation.

2. The methodology is still under development. As such, a target cannot be set at present.3. New targets and dynamic GHG emissions accounting protocols were developed in 2017–18, superseding

the 2013–16 Federal Sustainable Development Strategy (FSDS) static accounting protocols thus making the 17% target no longer applicable. The 2015–16 and 2016–17 results in this table respond to the 2013–16 FSDS accounting protocols, the 2017–18 result responds to the government-wide target of 40% requiring the new dynamic reporting protocols.

4. This is a new key performance indicator based on a new methodology using new data sets. The methodology is under development and performance results should be available by March 31, 2019.

5. This is a new key performance indicator based on a new methodology with new data sets that are currently being developed. We are in the process of combining the inventory lists for Crown-owned assets, classified heritage assets and the assets in the Facility Condition Index (FCI) report which presently do not align one-for-one. Because we used to report FCI as a total figure the alignment was not a factor that affected the integrity of the figure; however, now that we need to separate our inventory by classified and non-classified heritage assets in good/fair or poor/critical condition, the alignment is critical and is part of the new data set that is being developed.

6. Monitoring of information to this level was not a requirement prior to 2016–17 and therefore cannot be extracted this way. A new field in SIGMA has been requested to address this gap.

7. A methodology change effective 2015–16 accounts for the differences in results.8. A target for this indicator is not applicable as there is a TB policy process dealing with the sale of surplus

properties which does not support targeting any particular outcome. The surplus real property is sold or transferred following an established process tailored to its characteristics and best value to the Crown and Canadians.







Planned spending

2,425,572,214 2,425,572,214 2,119,542,945 2,112,540,941

The variance in net planned spending is mainly due to the transition to the next phase of the rehabilitation of the West Memorial Building and Energy Services Acquisitions Program, as well as the upcoming completion of rehabilitation projects such as the Carling Campus. Planned spending reflects current approvals from Treasury Board and will be adjusted as future funding is sought for ongoing repair, maintenance, operation, and improve-ments to federal building and infrastructure, as well as restoring and modernizing Canada’s Parliamentary Precinct.





4,317.601 4,228.73 4,214.33

Financial, human resources and performance information for PSPC’s Program Inventory is available in the GC InfoBasevi.

1. The variation in planned FTEs year over year is mainly due to an expected drop in business volume. In 2019 to 2020, Parliament Hill and Surroundings program, which has 107.1 FTEs, is supported by 348.3 FTEs reporting through the Real Property Services program.




Government-Wide SupportPSPC provides administrative services and tools to federal organiza-tions that help them deliver programs and services to Canadians.


• Continue to implement reforms that will: enhance the quality and capacity of services delivered by the Translation Bureau and promote the economic vitality of Canada’s translation and interpretation community as the government and industry adapt to rapid digital transformation.

• Support the President of the Treasury Board in the development of a new service strategy that aims to create a single online window for all government services with new performance standards.

Planning highlights

Departmental Result: Federal organi za tions have access to high quality linguistic services and tools.

To improve the linguistic quality of the Trans la tion Bureau’s (the Bureau) service and measure progress, the new Quality Evalua tion Framework will guide the imple men ta tion of

To improve the linguistic quality of the Trans la tion Bureau’s (the Bureau) service and measure progress, the new Quality Evalua tion Framework will guide the imple-men ta tion of annual quality evalua tions.

annual quality evalua tions. The imple-men ta tion is expected to be completed in 2019. Addi tionally, the Bureau seeks to improve its ability in 2019–20 to provide quality remote inter pre ta tion services. The Bureau is also working to develop capacity in trans la tion and interpreta tion services in Indigenous languages, as well as in visual inter pre-ta tion. Finally, the Bureau is imple-menting a succes sion planning and talent manage ment framework and offers continuous learning oppor tunities through technical language courses and workshops that will help develop the next generation of language professionals.

Departmental Result: The Government does business with ethical suppliers and ensures that sensitive information is handled appropriately.

PSPC will continue to help protect the integrity of procurement and real property transactions through its on-going activities, notably the administration of the Fairness Monitoring



Program and the Integrity Regime. For 2019–20, the Department will continue to enhance its fraud prevention and detection measures, including designing data analytic tools, to better detect instances of fraud as recommended by the Auditor General of Canada’s May 2017 Report. PSPC will also finalize and launch a new Ineligibility and Suspension Policy, which will introduce greater flexibility in decisions about debarment periods, additional triggers for possible debarment and a broader scope regarding business ethics. These activities will contribute to a more robust approach to ensuring that our government conducts business with ethical suppliers and ultimately hold those suppliers accountable.

In 2019–20, PSPC seeks to engage closely with security and intelligence

departments and agencies to leverage their expertise in support of its programs while sustaining the Department’s contribution to the national security framework. In order to improve awareness of, and compliance with legisla tive or contractual require ments, PSPC will continue to improve our web-based training portfolio to help certify designated officials in the Controlled Goods Program by updating course content designed to educate and identify emerging trends impacting security, introducing a pilot in 2019–20 to provide training through self-learning. PSPC will continue to educate Company Security Officers in the Contract Security Program.

Departmental Result: Federal Organiza tions have the support services and tools they need to deliver their programs to Canadians.

PSPC will continue to provide document imaging and data capture services to organizations by image processing, indexing and secure archiving of electronic records.

PSPC, through the Canadian General Standards Board (CGSB), will continue to develop and maintain national standards and certify personnel, products and organizations in accordance with inter nationally recognized certification requirements such as those of the International Standards Organiza tion. PSPC will work towards obtaining “self-declaration status” in order to permit a more timely

PSPC will continue to provide document imaging and data capture services to organizations by image processing, indexing and secure archiving of electronic records.



and efficient standards development process by enabling the Canadian Government Standards Board to independently issue Canadian standards.

PSPC will continue to support effective reuse, recycling, and disposal of Crown assets through its asset disposal and GCSurplus programs. PSPC will also take necessary steps to implement the actions recommended in the Auditor General’s Audit of Disposing of Government Surplus Goods and Equipment.

PSPC will continue to support law enforcement agencies and enhance services to our partners on the manage-ment and divestiture of seized and forfeited assets.

PSPC’s 2018–21 Service Management Strategy outlines the department’s overall multi-year approach to managing and improving the delivery of its services to federal organizations, businesses and Canadians. In 2019–20, PSPC will continue to focus on concrete efforts to improve service delivery.

PSPC will also continue to deliver common information technology solutions for the Government of Canada such as GCDocs (electronic document and records management), GCCase (case management), GCShare (collaboration) and GCInterop (interoperability) to meet client business needs while promoting standardization and rationalization of infrastructure and resources.

Risk MitigationThere is a risk that PSPC will not have the timely, accurate, reliable and authoritative data, as well as the IT tools, needed for informed decision making. In order to mitigate this possible risk, the Department will:

• Focus on change management and communication strategies, ongoing investment in technology systems, and the use of efficient and effective business practices in supporting federal organizations to achieve their mandates.

ExperimentationIn order to enhance its capacity to deliver timely, cost effective and quality services, the Translation Bureau will continue to research and experi-ment with artificial intelligence and other emerging language technologies and determine its applicability and future feasibility for integration into the trans la tion work flow. This research includes the review of artificial intelligence appli ca tions for translation, remote inter pre ta tion, terminology and client service.

PSPC’s GCWide Programs and Solutions team is working with Immigra tion, Refugees and Citizenship Canada to enable the sharing of birth and death notifications between federal and provincial governments in a modern and digitally enabled way. Pilots were conducted and demon-strated viability of the Government of Canada inter operability platform to replace standard mail and which will allow provinces to provide faster services to Canadians.









Federal organiza-tions have access to high quality linguistic services and tools.

Percentage of translation, interpreta-tion and terminology services that comply with established quality standards: Target 1 (Translation).

TBD1 March 31, 2020

N/A N/A N/A

Percentage of translation, interpreta-tion and terminology services that comply with established quality standards: Target 2 (Interpretation).

TBD2 March 31, 2020

N/A N/A N/A

Percentage of translation, interpreta-tion and terminology services that comply with established quality standards: Target 3 (Terminology).

95% March 31, 2020

N/A N/A N/A

Percentage of overall user satisfaction with the Transla tion Bureau’s language tools and services.

90% March 31, 2020

N/A N/A N/A

Percentage of translation, interpre-tation and terminology services provided to Government of Canada by Translation Bureau.

TBD3 March 31, 2020

N/A N/A N/A

The government does business with ethical suppliers and ensures that sensitive informa-tion is handled appropriately.

Percentage of business integrity verification requests answered within the four-hour client service standard.

80% March 31, 2020

93% 98.5% 99%

Percentage of security screenings processed within 7 business days for contractors and sub-contractors requiring access to protected information.

85% March 31, 2020

71% 89% 96%

Federal organiza-tions have the support services and tools they need to deliver their programs to Canadians.

Percentage of overall client satis-faction with PSPC support services and tools.

87% March 31, 2020

82.5% 89% 90%

Percentage of PSPC service standards met.

87% March 31, 2020

71.4 90.4 82%

1. The Translation Bureau is currently establishing a quality evaluation framework that will set a methodology that will set a target.

2. ibid.3. Translation Bureau management is reviewing this indicator and its methodology.





Planned spending

130,276,919 130,276,919 129,446,942 119,861,749

The variance in net planned spending is mainly related to projects nearing completion such as the implemen-tation of the Linguistic Services Request Management System and the rationalization of Translation Bureau’s office spaces.





2,480.24 2,536.24 2,568.74

Financial, human resources and performance information for PSPC’s Program Inventory is available in the GC InfoBasevii.




Procurement OmbudsmanThe Office of the Procurement Ombudsman (OPO) operates at arm’s-length from federal organizations. It is legislated to review the procurement practices of federal organizations, review complaints from Canadian suppliers, and provide dispute resolution services.

Planning highlights

Departmental Result: Raise aware ness of procurement issues and exchange information (education).

In 2019–20, OPO will continue to exchange information and raise aware-ness of procurement issues by engaging Canadian suppliers and federal organi-za tions to learn about procurement-related challenges and opportunities, and to inform them about OPO services. OPO will track and report on trends and developments in federal procurement.

Departmental Result: Procurement Related Issues are addressed through facilitation (alternative dispute resolution).

As per OPO’s motto “we are here to help”, the Office will continue to offer low-cost dispute resolution services to suppliers and federal organizations when disputes arise during the performance of a contract. OPO’s certified mediators seek to resolve procurement-related issues and disputes as quickly and informally as possible by re-establishing lines of communica tion between suppliers and federal officials. When issues cannot be resolved informally, OPO offers formal alterna tive dispute resolution services

to help the parties to a contract reach a settlement.

Departmental Result: Procurement related issues are addressed through investigation.

OPO will address procurement-related issues by:

• reviewing supplier complaints with respect to the award of federal contracts for goods below $25,300 and services below $101,100;

• reviewing complaints regarding the administration of federal contracts, regardless of dollar value;

• reviewing procurement practices of federal organizations to assess their fairness, openness and transparency; and

• making recommendations for improvement through these reviews.

As per OPO’s motto “we are here to help”.



To ensure that procurement processes reflect best practices, OPO will publish reviews of procurement practices of federal organizations and reviews of supplier complaints to promote fair ness, open ness and transparency in federal procurement.

Risk MitigationIn order to mitigate possible risks to its mandate, OPO will:

• Recruit and train a skilled and multidisciplinary work force able

to deliver high quality services and products.

• Remain abreast of current trends, developments and initiatives in federal procurement to maximize the quality and value of OPO’s recommendations and outputs.

• Collaborate extensively with federal procurement stake-holders to ensure OPO takes into considera tion the impacts of its actions and remains focused on the needs of those it serves.







Raise awareness of procurement issues and exchange of informa tion (education).

Number of educational events per year with small and medium-sized businesses and federal officials.

10 March 31, 2020

73 60 63

Number of geographical locations where these educational events are held.

5 March 31, 2020

8 6 5

Procurement-related issues are addressed through facilitation (alter na tive dispute resolution).

Percentage of alternative dispute resolution processes that result in settlement agreements agreed to by both parties.

90% March 31, 2020

100% 100% 100%

Procurement-related issues are addressed through investigation.

Percentage of supplier complaint reviews completed within 120 working days as per legislative requirements.

100% March 31, 2020

100% 100% 100%

Percentage of recommendations made by the Ombudsman acted upon by federal organizations.

100% March 31, 2020

100% 100% 100%





Planned spending

4,122,297 4,122,297 4,122,297 4,122,297

There is no variance in the planned spending.





18 18 18

Financial, human resources and performance information for PSPC’s Program Inventory is available in the GC InfoBaseviii.




Internal servicesInternal Services are those groups of related activities and resources that the federal government considers to be services in support of Programs and/or required to meet corporate obligations of an organi-za tion. Internal Services refers to the activities and resources of the 10 distinct services that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. These services are:

• Management and Oversight Services• Communications Services• Legal Services• Human Resources Management Services• Financial Management Services• Information Management Services• Information Technology Services• Real Property Management Services• Materiel Management Services• Acquisition Management Services





Planned spending

229,893,087 229,893,087 229,513,700 229,513,726

There is no significant variance in the planned spending.





2,854.89 2,942.89 2,986.89

Planning highlightsPSPC’s internal services act as corporate enablers by providing support and enabling operational programs to deliver on their priorities and core responsibilities. PSPC will continue to strive for excellence in service delivery and to evolve into a modern organiza-tion that adapts to changing priorities and trends. PSPC will adjust to global and public service trends in a timely manner so that we can serve our clients, plan for our workforce needs, know where technology is going in the

future and continually meet our social, environ mental and economic expecta-tions. In order to advance our depart-mental priorities and fulfill our core responsi bilities, our internal services will align to ensure that we are equipped for the work ahead. In doing so, PSPC will demonstrate the value-added services that it brings to the Government of Canada, to Canadians and to stakeholders.

PSPC will continue to provide strategic, timely and professional



PSPC will also carry on using digital media and platforms as a primary means to share information quickly, engage and collaborate with its audiences.

communica tions services that are targeted to the needs and interests of the department’s audiences, that are accessible, open and transparent, and that support the Minister’s priorities as outlined in her mandate letter.

PSPC will also carry on using digital media and platforms as a primary means to share information quickly, engage and collaborate with its audiences. The Depart ment will embrace proactive, relevant and creative communications approaches in order to communicate the depart-ment’s key priorities and activities.

Security and Emergency Management services will work with other govern-ment departments to develop and test a common access system to enable collaboration and sharing of work

spaces between departments while enhancing the Government of Canada security posture.

Gender-Based Analysis+To the extent possible, the Office of Program Evaluation will collect gender data related to evaluation participants in all planned evaluations that include an assess ment of end-user experience (e.g., if a survey is being conducted). If demo graphic data on gender is success fully obtained, the Office of Program Evalua tion will conduct an analysis to deter mine if there are differences experienced among genders on the impacts of programs, products and services. Gender-based analysis supporting evalua tion will be made available internally and to the public through evaluation reporting available on PSPC’s website.



Spending and human resources

Planned spending

Departmental spending trend graph

2,000

2016–17 2017–18 2018–19 2019–20 2020–21 2021–22

0

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1,500

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3,000

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Statutory 87 132 142 128 123 129 Voted 3,118 3,529 3,930 3,087 2,747 2,700

Total 3,205 3,661 4,072 3,215 2,870 2,829

4,500

The Departmental spending trend graph presents trends in the Department’s planned and actual spending over time. The data represents actual spending (2016–17 to 2017–18), forecast spending (2018–19) and planned spending (2019–20 to 2021–22), is broken down between Statutory and Voted Expenditures.


Analysis of the variances in actual spending, forecast spending and planned spending is provided in Budgetary planning summary for Core Responsibilities and Internal Services section.

Budgetary planning summary for Core Responsibilities and Internal Services (dollars)Core Respon si-bilities and Internal Services

2016–17Expenditures

2017–18Expenditures

2018–19Forecast spending

2019–20Main

Estimates

2019–20 Planned spending




137,880,348 175,626,248 206,579,484 176,577,120 176,577,120 160,438,946 139,720,476

Payments and Accounting

301,215,323 338,203,919 532,412,240 248,642,394 248,642,394 226,923,727 223,124,291

Property and Infrastructure

2,397,668,818 2,710,895,329 2,897,948,356 2,425,572,214 2,425,572,214 2,119,542,945 2,112,540,941

Government-Wide Support

102,179,995 136,782,441 134,499,270 130,276,919 130,276,919 129,446,942 119,861,749

Procurement Ombudsman

3,257,831 3,776,030 4,566,264 4,122,297 4,122,297 4,122,297 4,122,297

Subtotal 2,942,202,315 3,365,283,967 3,776,005,614 2,985,190,944 2,985,190,944 2,640,474,857 2,599,369,754

Internal Services

262,556,577 295,624,358 296,176,288 229,893,087 229,893,087 229,513,700 229,513,726

Total 3,204,758,892 3,660,908,325 4,072,181,902 3,215,084,031 3,215,084,031 2,869,988,557 2,828,883,480

Greening of Government Operations*

667,815 - - - - - -

Grand Total 3,205,426,707 3,660,908,325 4,072,181,902 3,215,084,031 3,215,084,031 2,869,988,557 2,828,883,480

Totals may not add up due to rounding.* The Greening of Government Operations sub-program has been transferred to Treasury Board of Canada

Secretariat as of October 31, 2016.

The variances observed are explained as follows:

• The difference of $866 .8 million from the 2016–17 Expenditures to the 2018–19 Forecast Spending is mainly resulting from:

� The implementation of E-Procure ment Solution, a new initiative from Budget 2018 for simpler and better procurement;

� Additional funding to stabilize the pay system and operations; and,

� Increased investments in Federal Properties:• For the repair, maintenance,

operation and improvements to federal buildings to provide

a safe, healthy and secure workplace;

• For the preparation of client department’s workspaces;

• For the rehabilitation of major public infrastructure, to reduce risks related to health and safety and to ensure long-term steward ship of these assets; and,

• To continue the implementa tion of the Parliamentary Precinct Rehabil i ta tion, which will preserve Parliament buildings as heritage assets and national symbols.

• The variance of ($857 .1) million between the 2018–19 Forecast Spending and the 2019–20 Main Estimates is primarily attributable to:


Spending and human resources42

West Memorial Building in Ottawa (Photo by _muckraker_ / Flickr)

� The end of additional funding received in 2018–19:• For the Federal Accommoda-

tion Program to provide office accommodation and related real property services to federal departments and agencies; and,

• To continue improvements towards stabilization of the pay delivery, including systems and processes.

� The upcoming completion of the Carling Campus rehabilitation.

• The variance of ($386 .2) million in the Planned Spending from 2019–20 to 2021–22, is primarily related to:

� Decrease in funding based on project timelines of:• The West Memorial Building

project and the Energy Services Acquisitions Program which are transitioning to the next phase of the project plan, as

well as the completion of rehabilita tion projects such as the Carling Campus;

• E-Procurement Solution, a new initiative from Budget 2018 for simpler and better procurement;

� Current approvals from Treasury Board, which will be adjusted if future approvals are received in relation to the continued priority of restoring and modernizing Canada’s Parliamentary Precinct;

� The end of incremental funding received from Budget 2018 to stabilize the pay operations.

While PSPC transitioned to the Depart-mental Results Framework beginning in 2018–19, the Expenditures for 2016–17 and 2017–18 that were previously reported based on the Program Align-ment Architecture, were restated to comply with the presentation of this Departmental Plan.



Planned human resourcesHuman resources planning summary for Core Responsibilities and Internal Services (full-time equivalents)Core Responsibilities and Internal Services

2016–17Actual FTEs

2017–18Actual FTEs

2018–19Forecast

FTEs

2019–20Planned FTEs

2020–21 Planned FTEs

2021–22 Planned FTEs


1,622.89 1,560.00 1,651.00 1,724.00 1,706.00 1,674.00

Payments and Accounting 2,460.38 2,384.42 3,886.80 4,605.591 2,155.592 2,156.593

Property and Infrastructure 3,443.51 3,452.58 3,916.00 4,317.60 4,228.73 4,214.33

Government-wide Support 2,145.00 2,113.00 2,328.80 2,480.24 2,536.24 2,568.74

Procurement Ombudsman 23.37 24.00 17.67 18.00 18.00 18.00

Subtotal 9,695.15 9,534.00 11,800.27 13,145.434 10,644.565 10,631.666

Internal Services 2,700.40 2,646.35 2,838.60 2,854.89 2,942.89 2,986.89

Total 12,395.55 12,180.35 14,638.87 16,000.327 13,587.458 13,618.559

1. The number provided for Full Time Equivalents (FTEs) for the Federal Pay Administration program for fiscal year 2019–20 is an estimate and remains to be determined based on funding approval.

2. Full Time Equivalents (FTEs) for the Federal Pay Administration program for fiscal years 2020–21 and 2021–22 are to be determined based on future funding approval.

3. ibid.4. The number provided for Full Time Equivalents (FTEs) for the Federal Pay Administration program for fiscal

year 2019–20 is an estimate and remains to be determined based on funding approval.5. Full Time Equivalents (FTEs) for the Federal Pay Administration program for fiscal years 2020–21 and 2021–22

are to be determined based on future funding approval.6. ibid.7. The number provided for Full Time Equivalents (FTEs) for the Federal Pay Administration program for fiscal

year 2019–20 is an estimate and remains to be determined based on funding approval.8. Full Time Equivalents (FTEs) for the Federal Pay Administration program for fiscal years 2020–21 and 2021–22

are to be determined based on future funding approval.9. ibid.

Estimates by voteFor information on PSPC’s organi-zational appropriations, consult the 2019–20 Main Estimatesix.

Future-Oriented Condensed Statement of OperationsThe Future Oriented Condensed Statement of Operations provides a general overview of PSPC’s operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial

management. The forecast and planned spending amounts presented in other sections of the Departmental Plan are prepared on an expendi-ture basis; as a result, amounts may differ.

A more detailed Future Oriented Statement of Operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, are available on PSPC’s websitex.


Spending and human resources44

http://www.tbs-sct.gc.ca/hgw-cgf/finances/pgs-pdg/gepme-pdgbpd/index-eng.asp

https://www.tpsgc-pwgsc.gc.ca/rapports-reports/finance/pm-dp/2019-2020/fcdfs-efpmc-eng.html

Future-Oriented Condensed Statement of Operations for the year ending March 31, 2020 (dollars)Financial information

2018–19Forecast results

2019–20Planned results

Difference (2019–20 Planned

results minus 2018–19 Forecast results)

Total expenses 6,481,052,523 5,906,133,149 (574,919,374)

Total revenues 3,095,290,566 3,090,521,653 (4,768,913)

Net cost of operations before government funding and transfers

3,385,761,957 2,815,611,496 (570,150,461)

The net cost of operations is forecasted to decrease by $570.2 million in 2019–20 from $3,385.8 to $2,815.6 million. This decrease is primarily attributable to:

• The end of additional funding received in 2018–19:

� For the Federal Accommodation Program to provide office

accom modation and related real property services to federal departments and agencies; and,

� To continue improvements towards stabilization of the pay delivery, including systems and processes.



The Parliament Buildings, Ottawa, Canada

Parliament Hill, Ottawa

Additional information

Corporate information

Organizational profileAppropriate minister: Carla Qualtrough, PC, MP

Institutional head: Bill Matthews

Ministerial Portfolio: Public Services and Procurement Canada

Enabling Instrument(s): The Department of Public Works and Government Services Actxi establishes the Department of Public Services and Procurement Canada.

Year of incorporation/commencement: 1841

Other: The Minister of Public Services, Procurement and Accessi-bility has responsibilities under 19 other acts. The most important ones are:

• Shared Services Canada Actxii

• Expropriation Actxiii

• Defence Production Actxiv

• Seized Property Management Actxv

• Surplus Crown Assets Actxvi

• Financial Administration Actxvii

Raison d’être, mandate and role: who we are and what we do‘‘Raison d’être, mandate and role: who we are and what we do” is available on PSPC’s websitexviii.


http://laws-lois.justice.gc.ca/eng/acts/P-38.2/

http://laws-lois.justice.gc.ca/eng/acts/P-38.2/

http://laws-lois.justice.gc.ca/eng/acts/S-8.9/

http://laws-lois.justice.gc.ca/eng/acts/E-21/

http://laws-lois.justice.gc.ca/eng/acts/D-1/

http://laws-lois.justice.gc.ca/eng/acts/S-8.3/

http://laws-lois.justice.gc.ca/eng/acts/S-27/

http://laws-lois.justice.gc.ca/eng/acts/f-11/

https://www.tpsgc-pwgsc.gc.ca/apropos-about/prps-bt-eng.html

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and

ser

vice

s th

ey

nee

d,

wh

en t

hey

nee

d t

hem

, at

th

e b

est

valu

e.1.

1.1

Perc

enta

ge o

f ov

eral

l cl

ient

sat

is fa

ctio

n w

ith P

SPC

pr

ocur

emen

t se

rvic

es1.

1.2

Aver

age

num

ber

of d

ays

to a

war

d a

cont

ract

(Ta

rget

1—

Leve

l 1 C

ompl

exity

)1.

1.3

Aver

age

num

ber

of d

ays

to a

war

d a

cont

ract

(Ta

rget

2—

Leve

l 2 C

ompl

exity

)1.

1.4

Cos

t of

pro

cure

men

t se

rvic

es p

er $

100

of c

ontr

act

valu

e1.

1.5

Perc

enta

ge o

f do

llar

valu

e aw

arde

d th

roug

h co

mpe

titiv

e co

ntra

ctin

g pr

oces

ses

1.1.

6 Pe

rcen

tage

of co

ntra

cts

awar

ded

thro

ugh

PSPC

sta

ndin

g of

fers

and

/or

supp

ly a

rran

gem

ents

1.1.

7 Pe

rcen

tage

of co

mpe

titiv

e pr

ocur

emen

t pr

oces

ses

vers

us

sole

sou

rce

1.1.

8 Pe

rcen

tage

of co

mpe

titiv

e pr

ocur

e men

t pr

oces

ses

for

whi

ch

at le

ast

two

bids

wer

e re

ceiv

ed

(Lev

el 3

–5)

1.1.

9 Av

erag

e nu

mbe

r of

qu

alifi

ed b

idde

rs o

n co

mpl

ex

com

petit

ive

proc

ure m

ent

proc

esse

s

2.1

C

anad

ian

s h

ave

tim

ely

acce

ss t

o re

liab

le in

form

a tio

n

on C

anad

a’s

fin

ance

s.2.

1.1

The

Publ

ic A

ccou

nts

of C

anad

a ar

e po

sted

on

the

Dep

artm

ent’s

web

site

with

in

24 h

ours

of ta

blin

g in

the

H

ouse

of Com

mon

s2.

1.2

Info

rmat

ion

pres

ente

d in

the

Con

solid

ated

Fin

anci

al

Sta

tem

ents

of th

e G

over

nmen

t of

Can

ada

is a

ccur

ate

2.2

In

col

lab

orat

ion

wit

h

gov

ern

men

t d

epar

t men

ts,

emp

loye

es r

ecei

ve t

imel

y an

d

accu

rate

pay

an

d b

enefi

ts.

2.2.

1 Pe

rcen

tage

of pa

y tr

ans a

ctio

ns p

roce

ssed

tha

t ar

e ac

cura

te a

nd o

n tim

e

3.1

Fe

der

al in

fras

tru

ctu

re

spen

din

g s

up

por

ts C

anad

a’s

soci

al,

econ

omic

an

d e

nvi

ron

-m

enta

l pri

orit

ies.

3.1.

1 Pe

rcen

tage

of P

SPC-

man

aged

bui

ldin

g lo

catio

ns

that

pro

vide

fea

ture

s to

su

ppor

t un

iver

sal a

cces

sibi

lity

3.1.

2 O

pera

ting

expe

nses

per

sq

uare

met

re o

f Cro

wn-

owne

d of

fice

spac

e3.

1.3

Perc

enta

ge o

f re

duct

ion

in g

reen

-hou

se g

ases

in P

SPC

Cro

wn-

owne

d bu

ildin

g po

rt fo

lio,

excl

udin

g ho

usin

g

3.2

N

atio

nal

her

itag

e as

sets

ar

e p

rese

rved

on

beh

alf

of

Can

adia

ns.

3.2.

1 Pe

rcen

tage

of C

row

n-ow

ned

herita

ge b

uild

ings

tha

t ar

e in

fai

r or

bet

ter

cond

ition

3.2.

2 Pe

rcen

tage

of P

SPC-

man

aged

her

itage

ass

et

proj

ects

tha

t ar

e co

mpl

eted

on

time,

on

scop

e an

d on

bud

get

4.1

Fed

eral

org

aniz

atio

ns

hav

e ac

cess

to

hig

h q

ual

ity

ling

uis

tic

serv

ices

an

d t

ools

.4.

1.1

Perc

enta

ge o

f tra

ns la

-tio

n, in

terp

reta

tion

and

term

inol

ogy

serv

ices

tha

t co

mpl

y w

ith e

stab

lishe

d qu

ality

sta

ndar

ds:

Targ

et 1

(T

rans

latio

n)4.

1.2

Perc

enta

ge o

f tra

nsla

-tio

n, in

terp

reta

tion

and

term

inol

ogy

serv

ices

tha

t co

mpl

y w

ith e

stab

lishe

d qu

ality

sta

ndar

ds:

Targ

et 2

(I

nter

pret

atio

n)4.

1.3

Perc

enta

ge o

f tra

nsla

-tio

n, in

terp

reta

tion

and

term

inol

ogy

serv

ices

tha

t co

mpl

y w

ith e

stab

lishe

d qu

ality

sta

ndar

ds:

Targ

et 3

(T

erm

inol

ogy)

4.1.

4 Pe

rcen

tage

of

over

all

user

sat

isfa

ctio

n w

ith t

he

Tran

slat

ion

Bur

eau’

s la

ngua

ge

tool

s an

d se

rvic

es4.

1.5

Perc

enta

ge o

f tra

nsla

-tio

n, in

terp

reta

tion

and

term

inol

ogy

serv

ices

pro

vide

d to

Gov

ernm

ent

of C

anad

a by

Tr

ansl

atio

n Bur

eau

5.1

R

aise

aw

aren

ess

of

pro

cure

men

t is

sues

an

d

exch

ang

e in

form

atio

n

(ed

uca

tion

).5.

1.1

Num

ber

of e

duca

tiona

l ev

ents

per

yea

r w

ith s

mal

l an

d m

ediu

m-s

ized

bus

ines

ses

and

fede

ral o

ffici

als

5.1.

2 N

umbe

r of

geo

grap

hica

l lo

catio

ns w

here

the

se

educ

atio

nal e

vent

s ar

e he

ld

5.2

P

rocu

rem

ent

rela

ted

is

sues

are

ad

dre

ssed

th

rou

gh

fa

cilit

atio

n (

alte

rnat

ive

dis

pu

te

reso

luti

on).

5.2.

1 Pe

rcen

tage

of a

lter n

a tiv

e di

sput

e re

solu

tion

proc

esse

s th

at r

esul

t in

set

tle m

ent

agre

e men

ts a

gree

d to

by

both

par

ties


Additional information48

Cor

e R

espo

nsib

ility

: Dep

artm

enta

l Res

ults

and

Dep

artm

enta

l Res

ults

Ind

icat

ors

(con

tinue

d)1

. P

urc

has

e of

Goo

ds

and

Ser

vice

s2

. P

aym

ents

an

d A

ccou

nti

ng

3.

Pro

per

ty a

nd

In

fras

tru

ctu

re4

. G

over

nm

ent-

Wid

e S

up

por

t5

. P

rocu

rem

ent

Om

bu

dsm

an

1.2

G

over

nm

ent

pu

rch

asin

g is

si

mp

ler

and

eas

y to

acc

ess,

fai

r an

d t

ran

spar

ent

for

sup

plie

rs.

1.2.

1 Pe

rcen

tage

of su

pplie

rs

that

rat

e th

e pu

rcha

sing

pro

cess

as

sim

pler

and

eas

y to

acc

ess

1.2.

2 Pe

rcen

tage

of co

ntra

cts

awar

ded

for

whi

ch a

val

id

com

plai

nt w

as fi

led

1.2.

3 Pe

rcen

tage

of su

pplie

rs

that

rat

e th

e pu

rcha

sing

pro

cess

as

fai

r an

d tr

ansp

aren

t1.

2.4

Num

ber

of a

gile

dig

ital

proc

urem

ents

1.3

G

over

nm

ent

pu

rch

asin

g

sup

por

ts C

anad

a’s

econ

omic

, en

viro

n m

enta

l, a

nd

soc

ial p

olic

y g

oals

. 1.3.

1 Pe

rcen

tage

of co

ntra

ct

valu

e aw

arde

d to

sm

all a

nd

med

ium

bus

ines

ses

1.3.

2 Pe

rcen

tage

of in

nova

tion

cont

ract

s aw

arde

d by

PSPC

for

w

hich

pro

duct

s an

d se

rvic

es a

re

com

mer

cial

ized

with

in o

ne y

ear

afte

r co

ntra

ct c

ompl

etio

n1.

3.3

Perc

enta

ge o

f PS

PC

cont

ract

s, s

tand

ing

offe

rs a

nd

supp

ly a

rran

ge m

ents

tha

t in

clud

e “g

reen

” go

ods

and

serv

ices

1.3.

4 Pe

rcen

tage

incr

ease

in

part

i ci p

a tio

n to

pro

cure

men

t pr

oces

ses

by b

usin

esse

s ow

ned

by I

ndig

enou

s pe

ople

s1.

3.5

Perc

enta

ge in

crea

se in

pa

rti c

i pa t

ion

to p

rocu

rem

ent

proc

esse

s by

bus

ines

ses

owne

d by

wom

en

2.3

M

emb

ers

of f

eder

al p

ensi

on

plan

s re

ceiv

e ti

mel

y an

d ac

cura

te

pen

sion

pay

men

ts,

ben

efits

an

d

sup

por

t se

rvic

es t

o w

hic

h t

hey

ar

e en

titl

ed.

2.3.

1 Pe

rcen

tage

of pe

nsio

n pa

ymen

ts p

roce

ssed

tha

t ar

e ac

cura

te a

nd o

n tim

e

2.4

C

anad

ian

s, b

usi

nes

ses

and

or

gan

i za t

ion

s re

ceiv

e p

ay m

ents

on

tim

e an

d r

even

ues

are

co

llect

ed f

or g

over

n m

ent

serv

ices

in a

n e

ffici

ent

man

ner

.2.

4.1

Perc

enta

ge o

f pa

ymen

ts

issu

ed w

ithin

est

ablis

hed

timef

ram

es2.

4.2

Perc

enta

ge o

f m

oney

pa

id t

o th

e G

over

n men

t of

Can

ada

that

is r

econ

cile

d w

ithin

tw

o bu

sine

ss d

ays

2.4.

3 Pe

rcen

tage

of pa

ymen

ts

mad

e in

stea

d of

pro

pert

y ta

xes

to t

axin

g au

thor

ities

w

ithin

est

ablis

hed

timef

ram

es

3.3

Fe

der

al r

eal e

stat

e an

d

asso

ciat

ed s

ervi

ces

mee

t th

e n

eed

s of

fed

eral

gov

ern

men

t cl

ien

ts a

nd

/or

Par

liam

en ta

rian

s,

and

en

sure

bes

t va

lue

for

Can

adia

ns.

3.3.

1 Pe

rcen

tage

of C

row

n-ow

ned

build

ings

tha

t ar

e in

fa

ir o

r be

tter

con

ditio

n3.

3.2

Perc

enta

ge o

f PSP

C-m

anag

ed o

ffice

spa

ce t

hat

is

mod

erni

zed

each

yea

r to

mee

t th

e cu

rren

t G

over

n men

t of

Can

ada

Wor

kpla

ce F

it-up

Sta

ndar

ds3.

3.3

Perc

enta

ge o

f re

al

prop

erty

pro

ject

s th

at m

eet

the

need

s of

clie

nts

as d

efine

d in

the

pro

ject

sco

pe,

and

are

com

plet

ed o

n tim

e an

d on

bu

dget

3.3.

4 Pe

rcen

tage

of tim

e th

at e

ssen

tial p

rope

rty

man

age m

ent

serv

ices

ar

e fu

lly a

vaila

ble

and

func

tiona

l3.

3.5

Perc

enta

ge o

f PS

PC

Cro

wn-

owne

d su

rplu

s pr

oper

ties

that

are

sol

d or

tr

ansf

erre

d to

non

-fed

eral

en

titie

s

4.2

Th

e G

over

nm

ent

doe

s b

usi

nes

s w

ith

eth

ical

su

pp

liers

an

d e

nsu

res

that

sen

siti

ve

info

rma t

ion

is h

and

led

ap

pro

pri

atel

y.4.

2.1

Perc

enta

ge o

f bu

sine

ss

inte

grity

ver

ifica

tion

requ

ests

an

swer

ed w

ithin

the

fou

r-ho

ur

clie

nt s

ervi

ce s

tand

ard

4.2.

2 Pe

rcen

tage

of

secu

rity

sc

reen

ings

pro

cess

ed w

ithin

7

busi

ness

day

s fo

r co

ntra

ctor

s an

d su

b-co

ntra

ctor

s re

quirin

g ac

cess

to

prot

ecte

d in

form

atio

n

4.3

Fe

der

al o

rgan

izat

ion

s h

ave

the

sup

por

t se

rvic

es a

nd

too

ls

they

nee

d t

o d

eliv

er t

hei

r p

rog

ram

s to

Can

adia

ns.

4.3.

1 Pe

rcen

tage

of

over

all

clie

nt s

atis

fact

ion

with

PSPC

su

ppor

t se

rvic

es a

nd t

ools

4.3.

2 Pe

rcen

tage

of

PSPC

se

rvic

e st

anda

rds

met

5.3

P

rocu

rem

ent

rela

ted

is

sues

are

ad

dre

ssed

th

rou

gh

in

vest

igat

ion

.5.

3.1

Perc

enta

ge o

f su

pplie

r co

mpl

aint

rev

iew

s co

mpl

eted

w

ithin

120

wor

king

day

s as

pe

r le

gisl

a tiv

e re

quirem

ents

5.3.

2 Pe

rcen

tage

of

reco

mm

en da

tions

mad

e by

th

e O

mbu

dsm

an a

cted

upo

n by

fed

eral

org

aniz

atio

ns

Cor

e R

espo

nsib

ility

: Pro

gram

Inv

ento

ry1

. P

urc

has

e of

Goo

ds

and

Ser

vice

s2

. P

aym

ents

an

d A

ccou

nti

ng

3.

Pro

per

ty a

nd

In

fras

tru

ctu

re4

. G

over

nm

ent-

Wid

e S

up

por

t5

. P

rocu

rem

ent

Om

bu

dsm

an

• Pr

ocur

emen

t Le

ader

ship

• Pr

ocur

emen

t Ser

vice

s•

Fede

ral P

ay A

dmin

istr

atio

n•

Fede

ral P

ensi

on A

dmin

istr

atio

n•

Paym

ents

Ins

tead

of Pr

oper

ty

Taxe

s to

Loc

al G

over

nmen

ts•

Paym

ents

and

Rev

enue

Col

lect

ion

• G

over

nmen

t-W

ide

Acc

ount

ing

and

Repo

rtin

g•

Cap

e Bre

ton

Ope

ratio

ns:

HR le

gacy

Ben

efits

• Fe

dera

l Acc

omm

odat

ion

and

Infr

astr

uctu

re•

Real

Pro

pert

y Ser

vice

s•

Parlia

men

t H

ill a

nd S

urro

undi

ngs

• Cap

e Bre

ton

Ope

ratio

ns:

Port

folio

M

anag

emen

t

• Li

ngui

stic

ser

vice

s•

Com

mun

icat

ion

serv

ices

• G

over

nmen

t-w

ide

Cor

pora

te

Ser

vice

s•

Doc

umen

t Im

agin

g Ser

vice

s•

Ass

et D

ispo

sal

• Ser

vice

Str

ateg

y•

Can

adia

n G

ener

al S

tand

ards

Boa

rd•

Sec

urity

and

Ove

rsig

ht S

ervi

ces

• Pr

ocur

emen

t O

mbu

dsm

an



Supporting information on the Program InventorySupporting information on planned expenditures, human resources, and results related to the PSPC’s Program Inventory is available in the GC InfoBasexix.

Supplementary information tablesThe following supplementary information tables are available on PSPC’s websitexx.

• Departmental Sustainable Development Strategyxxi

• Details on transfer payment programs of $5 million or morexxii

• Gender-based analysis plusxxiii

• Status report on transformational and major Crown projectsxxiv

Federal tax expendituresThe tax system can be used to achieve public policy objectives through the

application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expendituresxxv. This report also provides detailed back ground information on tax expendi tures, including descriptions, objec tives, historical information and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational contact informationFor more information on programs and services of PSPC, please communicate with us through our general enquiriesxxvi webpage.


Additional information50


http://www.tpsgc-pwgsc.gc.ca/rapports-reports/index-eng.html

https://www.tpsgc-pwgsc.gc.ca/rapports-reports/smdd-dsds/index-eng.html


http://www.tpsgc-pwgsc.gc.ca/rapports-reports/pm-dp/2019-2020/ppt-tpp-eng.html


http://www.tpsgc-pwgsc.gc.ca/rapports-reports/pm-dp/2019-2020/acs-gba-eng.html

http://www.tpsgc-pwgsc.gc.ca/rapports-reports/pm-dp/2019-2020/trs-tps-eng.html


http://www.fin.gc.ca/purl/taxexp-eng.asp


http://www.tpsgc-pwgsc.gc.ca/comm/cn-cu-eng.html#general

Appendix: definitions

appropriation (crédit) Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires) Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.

Core Responsibility (responsabilité essentielle) An enduring function or role performed by a department. The intentions of the department with respect to a Core Responsibility are reflected in one or more related Departmental Results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel) A report on the plans and expected performance of an appropriated

department over a three-year period. Departmental Plans are tabled in Parliament each spring.

Departmental Result (résultat ministériel) Any change that the department seeks to influence. A Departmental Result is often outside departments’ immediate control, but it should be influenced by Program-level outcomes.

Departmental Result Indicator (indicateur de résultat ministériel) A factor or variable that provides a valid and reliable means to measure or describe progress on a Departmental Result.

Departmental Results Framework (cadre ministériel des résultats) The department’s Core Responsibilities, Departmental Results and Departmental Result Indicators.


Departmental Results Report (rapport sur les résultats ministériels) A report on the actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

evaluation (évaluation) In the Government of Canada, the systematic and neutral collection and analysis of evidence to judge merit, worth or value. Evaluation informs decision making, improvements, innova tion and accountability. Evaluations typically focus on programs, policies and priorities and examine questions related to relevance, effective ness and efficiency. Depending on user needs, however, evaluations can also examine other units, themes and issues, including alternatives to existing interventions. Evaluations generally employ social science research methods.

experimentation (expérimentation) Activities that seek to explore, test and compare the effects and impacts of policies, interventions and approaches, to inform evidence-based decision-making, by learning what works and what does not.

full time equivalent (équivalent temps plein) A measure of the extent to which an employee represents a full person year charge against a departmental budget. Full time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

gender-based analysis plus (GBA+) (analyse comparative entre les sexes plus [ACS+]) An analytical process used to help identify the potential impacts of policies, Programs and services on diverse groups of women, men and gender-diverse people. The “plus” acknowledges that GBA goes beyond sex and gender differences. We all have multiple identity factors that intersect to make us who we are; GBA+ considers many other identity factors, such as race, ethnicity, religion, age, and mental or physical disability.

government-wide priorities (priorités pangouvernementales) For the purpose of the 2019–20 Departmental Plan, government-wide priorities refers to those high-level themes outlining the government’s agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class; Open and Transparent Govern-ment; A Clean Environment and a Strong Economy; Diversity is Canada’s Strength; and Security and Opportunity.

horizontal initiative (initiative horizontale) An initiative where two or more departments are given funding to pursue a shared outcome, often linked to a government priority.

non-budgetary expenditures (dépenses non budgétaires) Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.


Appendix: Definitions52

performance (rendement) What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement) A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, Program, policy or initiative respecting expected results.

Performance Information Profile (profil de l’information sur le rendement) The document that identifies the performance information for each Program from the Program Inventory.

performance reporting (production de rapports sur le rendement) The process of communicating evidence based performance informa tion. Performance reporting supports decision making, accountability and transparency.

plan (plan) The articulation of strategic choices, which provides information on how an organiza tion intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.

planned spending (dépenses prévues) For Departmental Plans and Depart-mental Results Reports, planned spending refers to those amounts presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsi-bility, and departments must be able to defend the expenditure and accrual numbers presented in their Depart-mental Plans and Departmental Results Reports.

priority (priorité) A plan or project that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Departmental Results.

Program (programme) Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

Program Inventory (répertoire des programmes) Identifies all of the department’s programs and describes how resources are organized to contribute to the department’s Core Responsibilities and Results.

result (résultat) An external consequence attributed, in part, to an organization, policy, Program or initiative. Results are not within the control of a single organi-zation, policy, Program or initiative; instead they are within the area of the organization’s influence.



statutory expenditures (dépenses législatives) Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

sunset program (programme temporisé) A time limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision

specifies the scope, funding level and duration.

target (cible) A measurable performance or success level that an organization, Program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées) Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.


Appendix: Definitions54

Endnotes

i Minister’s mandate letter, https://pm.gc.ca/eng/minister-public-services-and-procurement-mandate-letter

ii Mandate Letter Tracker: Delivering results for Canadians, https://www.canada.ca/en/privy-council/campaigns/mandate-tracker-results-canadians.html?utm_campaign=not-applicable&utm_medium=vanity-url&utm_source=canada-ca_results

iii GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start

iv Public Service Pay Centre dashboard, https://www.tpsgc-pwgsc.gc.ca/remuneration-compensation/services-paye-pay-services/centre-presse-media-centre/tableau-dashboard/tableau-02-2019-dashboard-eng.html

v GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start

vi GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start

vii GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start

viii GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start


https://www.tpsgc-pwgsc.gc.ca/comm/cn-cu-eng.html#general


https://www.canada.ca/en/privy-council/campaigns/mandate-tracker-results-canadians.html?utm_campaign



https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start








ix 2018–19 Main Estimates, https://www.canada.ca/en/treasury-board-secretariat/services/planned-government-spending/government-expenditure-plan-main-estimates.html

x FOSO on PSPC’s website, https://www.tpsgc-pwgsc.gc.ca/rapports-reports/finance/pm-dp/2019-2020/fcdfs-efpmc-eng.html

xi Department of Public Works and Government Services Act, https://laws-lois.justice.gc.ca/eng/acts/P-38.2/

xii Shared Services Canada Act, https://laws-lois.justice.gc.ca/eng/acts/S-8.9/

xiii Expropriation Act, https://laws-lois.justice.gc.ca/eng/acts/D-1/

xiv Defence Production Act, https://laws-lois.justice.gc.ca/eng/acts/D-1/

xv Seized Property Management Act, https://laws-lois.justice.gc.ca/eng/acts/S-8.3/

xvi Surplus Crown Assets Act, https://laws-lois.justice.gc.ca/eng/acts/S-27/

xvii Financial Administration Act, https://laws-lois.justice.gc.ca/eng/acts/f-11/

xviii Raison d’être, mandate and role on PSPC’s website, https://www.tpsgc-pwgsc.gc.ca/apropos-about/prps-bt-eng.html

xix GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start

xx Reports on PSPC’s website, https://www.tpsgc-pwgsc.gc.ca/rapports-reports/index-eng.html

xxi Departmental Sustainable Development Strategy, https://www.tpsgc-pwgsc.gc.ca/rapports-reports/smdd-dsds/index-eng.html

xxii Details on transfer payment programs of $5 million or more, http://www.tpsgc-pwgsc.gc.ca/rapports-reports/pm-dp/2019-2020/ppt-tpp-eng.html

xxiii Gender-based analysis plus, http://www.tpsgc-pwgsc.gc.ca/rapports-reports/pm-dp/2019-2020/acs-gba-eng.html

xxiv Status report on transformational and major Crown projects, http://www.tpsgc-pwgsc.gc.ca/rapports-reports/pm-dp/2019-2020/trs-tps-eng.html


Endnotes56

https://www.canada.ca/en/treasury-board-secretariat/services/planned-government-spending/government-





https://laws-lois.justice.gc.ca/eng/acts/P-38.2/

https://laws-lois.justice.gc.ca/eng/acts/S-8.9/

https://laws-lois.justice.gc.ca/eng/acts/D-1/

https://laws-lois.justice.gc.ca/eng/acts/D-1/

https://laws-lois.justice.gc.ca/eng/acts/S-8.3/

https://laws-lois.justice.gc.ca/eng/acts/S-27/

https://laws-lois.justice.gc.ca/eng/acts/f-11/

https://www.tpsgc-pwgsc.gc.ca/apropos-about/prps-bt-eng.html


https://www.tpsgc-pwgsc.gc.ca/rapports-reports/index-eng.html








xxv Report on Federal Tax Expenditures, http://www.fin.gc.ca/purl/taxexp-eng.asp

xxvi general enquiries, https://www.tpsgc-pwgsc.gc.ca/comm/cn-cu-eng.html#general





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