Section I: Organizational overview—2015 to 2016 Departmental Performance Report
Document navigation for "Section I: Organizational overview"
Organizational profile
Appropriate minister: Judy M. Foote
Institutional head: Marie LemayFootnote 1
Ministerial portfolio: Public Services and Procurement Canada
Enabling instrument: The Department of Public Works and Government Services Act establishes the Department of Public Services and Procurement Canada.
Year of incorporation or commencement: 1841
Other: The Minister of Public Services and Procurement (PSP) has responsibilities under 19 other Acts. The most important ones are:
- Shared Services Canada Act
- Expropriation Act
- Defence Production Act
- Seized Property Management Act
- Surplus Crown Assets Act
- Financial Administration Act
Organizational context
Raison d'être
Public Services and Procurement Canada (PSPC) plays an important role in the daily operations of the Government of Canada. It supports federal departments and agencies in the achievement of their mandated objectives as their central purchasing agent, real property manager, linguistic authority, treasurer, accountant, pay and pension administrator, and common service provider. The Department's vision is to excel in government operations, and its strategic outcome and mission is to deliver high-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions.
As per the mandate letter to the Minister of Public Services and Procurement, the Minister's overarching goal is to ensure that the services provided by her portfolio are delivered efficiently, and in a way that makes citizens feel respected and valued. At the same time, the Minister ensures that the government's internal services are held to an equally high standard and that procurement processes reflect modern best practices. The delivery of government services, including procurement practices, reflects public expectations around transparent, open, and citizen-centered government and serves the Government of Canada's policy goals of sustainable economic growth that grows the middle class.
Responsibilities
The Department, founded in 1841, was instrumental in the building of our nation's canals, roads and bridges, the Houses of Parliament, post offices and federal buildings across the country.
The Department of Public Works and Government Services Act (the Act), passed in 1996, established the current Department and set out the legal authorities for PSPC's services. The Act established PSPC as a common service organization providing government departments, boards and agencies with support services for their programs that today include:
- procurement
- office accommodation and facilities
- architectural and engineering services
- construction, maintenance and repair of public works and federal real property
- pay and pension services
- receiver General, treasury of Canada administration, and maintenance of the Accounts of Canada
- linguistic services
- industrial security services
- specialized programs, including government-wide applications and greening of government operations
PSPC's goal is to manage its business in a way that demonstrates integrity, accountability, efficiency, transparency, and adds value for its client departments and agencies, and Canadians.
In doing so, PSPC:
- manages approximately $18 billion of procurements on behalf of other federal departments and agencies, of which approximately 40% goes to Canadian small and medium enterprises
- provides leadership and oversees the implementation of the Defence Procurement Strategy as well as advances the Government's ability to leverage defence procurements to create jobs and economic benefits to Canada, and improve the governance and management of military procurement
- manages over $2.2 trillion in cash flow of federal money in and out of the Consolidated Revenue Fund through the Receiver General function
- issues more than 339 million payments annually of which 133 million payments are for old age security and Canada pension plan, 71 million payments for child benefit related payments, 24 million payments for employment insurance, and 17.3 million payments for federal pay and pension
- produces the Public Accounts of Canada, including the audited financial statements of the Government of Canada
- provides accommodation to Parliamentarians and to more than 257,000 public servants in 1,647 locations across Canada
- manages a Crown-owned property portfolio with an estimated value of $7 billion, including 17 engineering assets such as bridges and dams
- rehabilitates the buildings in the Parliamentary Precinct to meet accommodation requirements
- manages rental payments of approximately $1.265 billion on 1,586 lease transactions across Canada, annually
- provides $450 million in payments in lieu of taxes to 1,183 taxing authorities on behalf of the Government of Canada
- manages the translation of approximately one million words per day on behalf of other federal organizations and provides translation and interpretation services for more than 1,000 parliamentary meetings, making it the Government of Canada's center of expertise for linguistic services
- processes and images more than 36.4 million pages annually for federal government departments and agencies
- delivers human resources (HR) services through standardized and consolidated HR systems and supports departments in the transition of 250,900 employees to a single HR management system (My GCHR)
- provides travel management services for Government of Canada employees
- provides over 20,000 integrity verifications government-wide under the Integrity Regime pursuant to the Ineligibility and Suspension Policy
- processes over 129,000 personnel security screening requests annually to enable contractors to participate in sensitive Government of Canada contracts
The portfolio of the Minister of Public Services and Procurement includes Shared Services Canada, which reports separately. It also includes three Crown corporations (Canada Lands Company Limited, Defence Construction Canada and Canada Post Corporation), two quasi-judicial bodies (Public Servants Disclosure Protection Tribunal and Public Service Labour Relations and Employment Board) and the Public Service Commission, an independent government agency. The Office of the Procurement Ombudsman (OPO) also reports to the Minister and operates independently. Details of the operations of the Crown corporations and OPO are provided in separate annual reports that are tabled in Parliament by the Minister.
Strategic outcome and program alignment architecture
PSPC's program alignment architecture (PAA), as approved by the Treasury Board, supports our strategic outcome:
- to deliver high-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions
The following table lists the programs that comprised PSPC's PAA in 2015 to 2016.
| Program | Sub-program |
|---|---|
| 1.1 Acquisitions |
|
| 1.2 Accommodation and real property services |
|
| 1.3 Receiver General for Canada |
|
| 1.4 Integrity programs and services |
|
| 1.5 Federal pay and pension administration |
|
| 1.6 Linguistic management and services |
|
| 1.7 Specialized programs and services |
|
| 1.8 Procurement OmbudsmanFootnote 2 |
|
| 1.9 Internal services |
|
Operating environment and risk analysis
PSPC formally integrated risk into business planning, decision making and organizational processes to minimize negative impacts and maximize opportunities across its diverse range of services and operations. Risk management was conducted throughout PSPC in accordance with the Treasury Board Framework for the Management of Risk, PSPC Policy on Integrated Risk Management, the International Organization for Standardization 31000 and the Canadian Standards Association Implementation Guide to CAN/CSA-ISO 31000, Risk Management: Principles and Guidelines.
Key risks
| Risk | Risk response strategy | Link to the Department's programs |
|---|---|---|
| Financial risk: PSPC's reliance on cost recovery posed risks in an environment of reduced expenditures on the part of client departments. | PSPC's risk responses included: sustaining rigorous management of revenues, expenditures, forecasting and commitment monitoring; and working closely with other departments through the client service network to identify changing requirements and their impacts on the Department. |
|
| Complex, transformational and interdepartmental major projects and procurements related risk: There were inherent risks in PSPC undertaking and delivering complex, transformational and inter-departmental major projects and procurements on time, within the approved budget and according to scope (which could ultimately have had an impact on the Department's service strategy). | PSPC's risk responses included: implementation of disciplined investment and project management processes; development and implementation of service agreements and service standards with clear identification of responsibilities; sound contract management; early engagement with client departments and other stakeholders; and development and implementation of the Department's integrated investment plan. |
|
Workforce risk: There was a risk that PSPC would not have the ability to maintain a high-performing work–force with the appropriate skills and competencies to achieve the expected service delivery levels in support of evolving business needs. In 2015 to 2016, the Department managed the internal Human Resources impacts of the Transformation of Pay Administration Initiative. |
PSPC's risk responses included: improving the staffing program and developing tools to help managers to identify and develop employees' potential; sustaining the momentum for Destination 2020 as a driver for people engagement and the building of an efficient workforce for the future; developing a placement strategy for PSPC's employees affected by the Transformation of Pay Administration Initiative; and reinforcing departmental strategies to effectively manage workforce adjustment activities, including the activities stemming from the transfer of compensation services to Miramichi. |
|
Risk narrative
Financial risk: PSPC implemented a more robust financial management framework, a more rigorous approach to manage revenues, expenditures and commitments, as well as a departmental client service strategy targeted at providing quality services to clients in the context of fluctuating business volumes.
Complex, transformational and interdepartmental major projects and procurements related risk: As the Government of Canada's common service provider, PSPC undertook large and complex enterprise initiatives for the government. There were risks associated with these projects.
PSPC's risk management approach included:
- implementation of disciplined investment and project management processes
- robust service agreements and service standards with clear identification of responsibilities
Workforce risk: PSPC implemented leadership development activities and a streamlined succession planning approach to ensure the required workforce was in place to deliver the Department's mandate. The Department also developed strategies to foster a healthy work environment and continue to be an employer of choice.
Contribution of priorities to strategic outcome
In 2015 to 2016, PSPC had three organizational priorities that supported the Department's strategic outcome and the Minister's mandate:
- service excellence
- innovation and modernization
- value for money
These are reported on in the organizational priorities table and are also reflected in the analysis of programs in section III of this report.
Organizational priorities
In 2015 to 2016, PSPC focused on offering better service to clients and Canadians, promoting innovation, and achieving value for money.
| Priority | Type | Programs |
|---|---|---|
| Service excellence | New |
|
Summary of progress—Priority 1: Service excellence
Manage the delivery of our programs and services to ensure excellence and integrity while managing our clients' and Canadians' expectations.
Why is this a priority
As the Government of Canada's common service provider, providing excellent service to our clients and Canadians is fundamental to ensure departments and agencies effectively achieve their mandates as well as to bolster client satisfaction. We also need to support federal government initiatives to improve service to clients as identified in the new Treasury Board Policy on Service as well as Destination 2020.
Through its client service strategy, the Department has, in recent years, positioned itself as an integrated, innovative and service-oriented organization. The strategy has broken down internal and external barriers, and solidified horizontal relationships resulting in a better integration of services.
As we fostered a culture of service excellence within the Department, we will also built on our strong relationships with client departments.
What is this priority's link to the Minister's mandate letter
The "service excellence" priority supports the following mandate letter items:
- undertaking a review of Canada Post to make sure it provides the high-quality service that Canadians expect at a reasonable price
- working with the Treasury Board Secretariat and the Department of Employment and Social Development to establish new performance standards and set up a mechanism to conduct rigorous assessments of the performance of key government services and report findings publicly
- supporting the Treasury Board Secretariat in the development of a new service strategy that aims to create a single online window for all government services with new performance standards
More specifically, in 2015 to 2016, PSPC made the following progress towards this priority:
| Planned initiatives | Start date | End date | Status | Link to Department's program alignment architecture |
|---|---|---|---|---|
| Improving contract management and create a supplier performance regime through a review of procurement instruments, policies and practices. | January 2016 | December 2016 | On track | Program 1.1 Acquisitions
|
| Moving forward on transparency by making government information more accessible digitally and more open data available to suppliers and industry. | November 2014 | September 2016 | On track | Program 1.1 Acquisitions
|
| Support the government-wide efforts to conduct an inventory of all available federal lands and buildings that could be repurposed for affordable housing in communities. | December 2015 | August 12, 2016 | On track | Program 1.2: Accommodation management and real property services |
| Support the government-wide efforts to resettle 25,000 refugees from Syria in the coming months. | December 2015 | March 2016 | Complete | Program 1.2: Accommodation management and real property services |
| Continue to implement the Long Term Vision and Plan to restore and modernize the Parliamentary Precinct to meet the needs of a 21st century parliamentary democracy, to provide an environment where Canadians gather and to serve as an outward face to international visitors. | May 2001 (updated in 2007) | On going | On track | Program 1.2: Accommodation management and real property Services
|
| Streamlining and simplifying business processes within the Contract Security Program with existing Information Technology (IT) systems and technology. | March 2015 | March 2017 | On track | Program 1.4 Integrity programs and services
|
Continue optimization of pay administration through:
|
December 2015 | On going PSPC continues to optimize the service delivery model until service standards are met consistently and operations stabilize. |
Resolving implementation issues | Program 1.5 Federal pay and pension administration
|
| Exploring ways to offer clients new efficient and innovative linguistic-service-related products and business lines, like remote interpretation, voice-to-text technology, the fully managed service approach and a simplified translation request interface, to improve the client experience, enhance access to persons with disabilities and allow federal departments and agencies to focus on their core mandates. | April 2015 | March 2017 | On track | Program 1.6 Linguistic management and services
|
| Supporting departments and agencies to reduce the environmental footprint of federal government operations. | March 31, 2015 | April 1, 2016 | Complete | Program 1.7 Specialized programs and services
|
| Expand Document Imaging Services to support federal government departments and agencies in meeting information management policy requirements by reducing the need to store large volumes of paper documents, thus enabling departments to improve their client service and reduce operational costs. | January 2014 | On going | On track | Program 1.7 Specialized programs and services
|
Partnering with client organizations to facilitate the roll-out, throughout the Government of Canada, of back-office systems:
|
|
|
|
Program 1.7 Specialized programs and services
|
| Developing a stand-alone privacy program, distinct from the access to information component, to provide enhanced support to senior management on proactively managing privacy-related risks. | December 2015 | March 31, 2016 | Complete | Program 1.9 Internal services
|
| Assisting departments and agencies, including PSPC branches and regions, in procuring, implementing and operating innovative technologies, such as collaborative platforms and desktop video conferencing, to increase mobility and contribute to service delivery operations excellence. | April 2015 | On going | On track | Program 1.9 Internal services
|
What progress has been made toward this priority
In 2015 to 2016, PSPC implemented the following initiatives:
- established a dedicated Secretariat within PSPC to support an independent review of Canada Post to ensure Canadians receive quality postal services at a reasonable price. Canadians from coast to coast will have a say in the services they value and want
- increased the speed of procurement processes to provide goods and services required by the federal government to resettle 25,000 Syrian refugees
- led a successful competitive process, in conjunction with Natural Resources Canada, which resulted in the award of a contract to advance the restructuring of the Atomic Energy of Canada Limited Nuclear Laboratories
- supported the federal procurement reform by simplifying processes and reducing administrative costs of the Government's procurement system
- advanced the acquisitions program transformation initiative in order to improve client service and relationships with key stakeholders, and streamline our procurement processes
- measured client departments' satisfaction with acquisitions services using a comprehensive client satisfaction survey
- implemented a portal to submit integrity verification checks, allowing PSPC branches, and other government departments and agencies, to quickly receive a response regarding supplier compliance with the integrity regime
- streamlined and accelerated the disposal process of real property through consultation with legal, aboriginal, and heritage stakeholders as well as through environmental and security assessments performing these activities earlier and in parallel will reduce the average disposal timeframe through declaration of surplus. The result will be a portfolio inventory that is representative of the program requirements it supports while reducing the financial pressure for assets awaiting disposal
- ensured Parliament buildings remained open and functional 24 hours a day, seven days a week, ensuring uninterrupted Parliamentary business operations
- rehabilitated the buildings in the Parliamentary Precinct to meet accommodation requirements of:
- the Senate
- the House of Commons
- the Library of Parliament
- Parliamentary Protective Service
- the Prime Minister's Office
- the Privy Council Office
- facilitated the acceleration of the in-service date of the new Champlain Bridge for the St. Lawrence and provided other public-private partnership procurement services for the development of the Gordie Howe International Bridge and a Conservation Centre for Library and Archives Canada
- led a competitive procurement process on behalf of Employment and Social Development Canada and five provinces for the Canada student loans program
- developed business cases for major National Capital Area renovation projects to support the program objectives of increased environmental performance, modern workplaces, and cost effectiveness. Renovations with approved budgets included, among others, the rehabilitation of the Lester B. Pearson Building, and the exterior renovation of Les Terrasses de la Chaudière
- led the establishment of a new directive, effective April 1, 2016, whereby PSPC would no longer use asbestos in its new construction and major renovation projects
- managed the operations of the federal treasury through the issuance and settlement of more than 339 million federal and provincial payments annually, and the collection of revenues for all government departments, amounting to over $2.2 trillion in cash flow; maintained the Accounts of Canada; produced the government's Monthly Statements of Financial Operations and the annual Public Accounts of Canada; and enhanced the systems that support these functions
- conducted supplier integrity verifications and determined whether suppliers were in compliance with the Ineligibility and Suspension Policy
- improved security screening processing times by undertaking a performance-based review; streamlined processes and stabilized information technology systems
- satisfied client demands for subject matter expertise on fairness monitoring services by opening the field to new suppliers through the launch of a new standing offer and supply arrangement
- continue the expansion of document imaging services, ramping up the enterprise solution launched in the fall of 2015 to use the private sector to supplement internal production and support federal departments and agencies in meeting information management policy requirements
- supported partner departments to reduce the environmental footprint of federal government operations
- optimized the value and efficiency of services provided to other government departments and agencies by engaging clients early and continuously, enabled employees at all levels to foster service excellence, and offered integrated and effective solutions
| Priority | Type | Programs |
|---|---|---|
| Innovation and modernization | New |
|
Summary of progress—Priority 2: Innovation and modernization
Implement new forms of program and service delivery to respond to changing needs of clients and Canadians.
Why is this a priority
To keep pace in an ever-changing environment, to support government priorities related to job creation and economic growth, and to support modernization initiatives such as Destination 2020, PSPC needs to implement new forms of program and service delivery.
Our clients require integrated solutions that harness both specialized knowledge and technology. We will draw on our experience and expertise to improve upon existing processes and modernize our programs and services to find new and innovative ways to deliver them taking a whole of government approach. In doing so, we will continue to meet the future needs of our clients and Canadians.
What is this priority's link to the Minister's mandate letter
The "innovation and modernization" priority supports the following mandate letter items:
- working with the Department of National Defence and the Department of Innovation, Science and Economic Development to launch an open and transparent competition to replace the CF-18 fighter aircraft, focusing on options that match Canada's defence needs
- prioritizing the national shipbuilding strategy to support renewal of the Canadian Coast Guard fleet and to ensure the Royal Canadian Navy is able to operate as a true blue-water maritime force
- modernizing procurement practices so that they are simpler, less administratively burden-some, deploy modern comptrollership, and include practices that support our economic policy goals, including green and social procurement
More specifically, in 2015 to 2016, PSPC made the following progress towards this priority:
| Planned Initiatives | Start date | End date | Status | Link to Department's program alignment architecture |
|---|---|---|---|---|
| Working with the Minister of National Defence and the Minister of Innovation, Science and Economic Development to launch an open and transparent competetion to replace the CF-18 fighter aircraft. | January 2016 | To be determined | On track | Program 1.1 Acquisitions
|
| Implementing the sustainment initiative which is a collaborative approach between Public Services and Procurement Canada, National Defence, and Innovation, Science and Economic Development that aims to better tailor defence maintenance and repair contracts. This initiative will encourage contractors to be more efficient and innovative, and build flexibility to adapt to the changing needs over time. | November 2014 | March 2018 | On track | Program 1.1 Acquisitions
|
| Prioritizing the national shipbuilding procurement strategy to support renewal of the Canadian Coast Guard and the Royal Canadian Navy fleets, including public quarterly updates (started in March 2016) and an annual report to Parliament (starting in December 2016). | March 2016 | First status report released May 2016 | On track Annual report to Parliament in fall 2016, to be followed by quarterly updates |
Program 1.1 Acquisitions
|
| Achieving space efficiencies and cost savings over and above what is possible with the application of standards by close integration with technology (Shared Services Canada) and supporting alternative work arrangements. | April 2012 | March 2020 | On track | Program 1.2: Accommodation management and real property services
|
| Integrating the functions of Cape Breton operations (formerly enterprise Cape Breton corporation) into departmental operations by 2016 to 2017, including obligations related to environmental impacts of mining, post-employment benefits for former miners, and portfolio management and divestiture planning for the 4,000 hectare portfolio. | June 2014 | March 2017 | On track | Program 1.2: Accommodation management and real property services
|
| Advancing the Receiver General modernization initiative, designed to innovate the treasury and accounting processes, systems and services offered to client departments and Canadians as well as to ensure alignment with related work such as the financial management transformation being undertaken by the Treasury Board Secretariat, by completing the planning stage and starting implementation. The modernization initiative will maintain the sustainability and integrity of the Receiver General (RG) control framework, all the while streamlining processes. | February 2012 | December 2020 | On track | Program 1.3: Receiver General for Canada
|
| Implementing the Royal Canadian Mounted Police requirement for mandatory fingerprints to replace the criminal record name check. | May 2015 | December 2016 | On track | Program 1.4 Integrity programs and services
|
| Implementing new case management system for the Controlled goods program to support program change and improve service delivery. | September 2014 | December 2016 | DelayedFootnote 3 | Program 1.4 Integrity programs and services
|
| Optimizing the functioning of the Integrity database services by transitioning the database from an access base to a web supported platform. | 2014 | September 2016 | On track | Program 1.4 Integrity programs and services
|
| Completing implementation and enhancing functionality of the new pay system, Phoenix, which is replacing the outdated pay system, and permitting expanded self-service offerings. | December 2012 | March 2017 | Delayed | Program 1.5 Federal pay and pension administration
|
| Completing the Transformation of Pension Administration Initiative for the Canadian Armed Forces, thus improving client service and increasing alignment to common Government of Canada pension administration services and standards, while decreasing the overall cost of pension administration. | March 2012 | December 2016 | On track | Program 1.5 Federal pay and pension administration
|
| Offering an efficient and innovative enterprise solution to support the Public Service of Canada by deploying a language comprehension tool on the desktop of all public servants to foster collaboration and promote the use of both official languages. | June 2015 | March 2017 | On track | Program 1.6 Linguistic management and services
|
| Upgrading our service strategy to expand and promote internal e-services that support departmental delivery results. Establishing key targets in alignment with Canada digital first Policy on Service. | October 2014 | March 2018 | On track | Program 1.7 Specialized programs and services
|
| Implementing a workflow management system which will allow the seamless tracking of documents throughout the Canada Gazette publication process. | May 2015 | December 2016 | On track | Program 1.7 Specialized programs and services
|
| Rolling out the new Government of Canada Enterprise solution for document imaging by onboarding more client departments. | July 2015 | March 2017 | On track | Program 1.7 Specialized programs and services
|
| Providing innovative solutions to modernize Government of Canada Administrative Services and IT systems across government. | January 2013 | December 2020 | On track | Program 1.7 Specialized programs and services
|
| Transitioning the external Public Services and Procurement Canada website content to Canada.ca to meet the Government of Canada web renewal goal and improve overall web usability for Canadians. | June 2015 | December 2016 | On track | Program 1.9 Internal services
|
| Modernizing Government of Canada administrative services and IT systems with the continuous transformation of our back office IM/IT applications to provide Departments and Agencies with more robust applications, such as GCDOCS and My GCHR, that are based on standardized processes and technology, which will provide increased functionality, scalability and flexibility. | April 2014 | To be determined | On track | Program 1.9 Internal services
|
| Using enabling technologies to allow for increased mobility of our workforce to improve client service and delivery of our departmental programs and services. | April 2014 | To be determined | On track | Program 1.9 Internal services
|
What progress has been made toward this priority
In 2015 to 2016, PSPC implemented the following initiatives:
- advanced towards Destination 2020 by fostering innovative engagement approaches and enhanced its progress in the five areas that emerged as priorities during employee consultations: service to clients, performance, a collaborative workplace, process-busting and whole-of-government contribution
- worked closely with the Department of National Defence, and Innovation, Science and Economic Development Canada to support the due diligence activities required for the replacement of Canada's CF-18 fleet
- implemented the national shipbuilding strategy. Construction began at the two competitively-selected shipyards, and PSPC engaged an international shipbuilding expert to provide advice on the implementation of the strategy
- expanded the use of the two-step bid evaluation process to a broad range of procurements, which provides a second opportunity for non-compliant bidders to comply with mandatory requirements after bid closing, thereby increasing competition
- advanced the implementation of the Defence Procurement Strategy (DPS) by establishing the Defence Industry Advisory Group, implementing regular, early engagements with industry, establishing the Independent Review Panel for Defence Acquisition and increasing the delegated authority to the Department of National Defence
- reduced barriers for suppliers in doing business with the government through the Build in Canada Innovation Program, by purchasing and testing suppliers' innovative products and services to support their commercialization plans
- enhanced the way PSPC does business with the provinces and territories via a new collaborative procurement initiative. The Department will soon finalize an agreement with Prince Edward Island and Alberta to allow them to use PSPC's standing offer for office supplies, which will result in reduced administrative costs and better value for all Canadians
- proceeded towards full integration of the three transferred enterprise Cape Breton Corporation business lines into the mandate and functions of Cape Breton operations by 2016 to 2017
- implemented and expanded six new real property service management contracts nationally to meet the needs of client departments and explored the use of new contracting mechanisms to meet future client requirements
- developed a new strategy for the acquisition of an information technology solution to address both the needs of the controlled goods program and the contract security program
- developed a secure web portal where Branches and other Government departments and agencies can submit their supplier verification requests and receive query results from the integrity database
- continued the implementation of the Transformation of Pay Administration Initiative, replacing the outdated pay system, streamlining business processes, and consolidating pay services in order to ensure the long-term sustainability of the Government of Canada pay administration and increase efficiency
- continued to implement the Transformation of Pension Administration Initiative for the Canadian Armed Forces which will decrease the cost of pension administration for the Government of Canada, improve client service and increase alignment to common standards and processes
- implemented the electronic revision of texts for publication in the Canada Gazette
- embraced the latest innovative tools in an effort to communicate as effectively as possible with Canadians, while preparing the Department to transition to the new Canada.ca website
- provided innovative solutions to modernize Government of Canada administrative services and IT systems across government, by facilitating the roll-out of the document and records management tool (GCDOCs) throughout the Government of Canada
- developed and implemented a government-wide human resources information technology application (My GCHR) which provides better value for the delivery of Government of Canada HR. The on-boarding of client departments and agencies participating in the first of four waves was completed in 2015 to 2016
| Priority | Type | Programs |
|---|---|---|
| Value for money | New |
|
Summary of progress—Priority 3: Value for money
Implement initiatives to increase efficiency and effectiveness of our program and services.
Why is this a priority
PSPC will demonstrate to Canadians and parliamentarians that our programs and services provide value and demonstrate an optimal level of performance in meeting the program objectives.
What is this priority's link to the Minister's mandate letter
In 2015 to 2016, the Department started to deliver on its top priorities as outlined in the mandate letter to the Minister of PSP, by working with other Departments and Agencies to implement the following priority activities which support "Value for money":
- supporting the Department of Employment and Social Development Canada to restore a fair and balanced approach to organized labour by repealing Bills C-377 and C-525 and implementing a modern fair wages policy
- working with the Department of Infrastructure and Communities to conduct an inventory of all available federal lands and buildings that could be repurposed for affordable housing in communities
More specifically, in 2015 to 2016, PSPC made the following progress towards this priority:
| Planned initiatives | Start date | End date | Status | Link to Department's program alignment architecture |
|---|---|---|---|---|
| Leveraging private sector experience and expertise for large public-private partnerships (P3) procurement projects to support the government's economic policy goals. This will start with the Champlain Bridge Corridor project. | March 2014 | December 2018 | On track | Program 1.1 Acquisitions
|
| Managing nationally a regionally implemented infrastructure program which will deliver $1.2 billion in projects to 13 other government departments as well as $174 million in PSPC projects. PSPC projects include key infrastructure repairs to Crown-owned engineering assets such as the Esquimalt Graving Dock, the Alaska Highway and the Alexandra Bridge, and $85 million in necessary repairs to federally-owned buildings across Canada. | April 2015 | March 2017 | On track | Program 1.2: Accommodation management and real property Services
|
| Advancing workplace improvements by applying the space standards modernization and space recapture initiatives, updating workspaces and enabling new technologies, as appropriate, to create a more efficient workplace and realize savings. | April 2012 | March 2019 | On track | Program 1.2: Accommodation management and real property Services
|
| Further reducing the number of paper cheques issued by the Receiver General in favour of direct deposit which is a more secure, timely and cost-effective method of payment. | April 2012 | On going | On track | Program 1.3: Receiver General for Canada
|
| Maintaining the delivery of high quality and exemplary linguistic services while pursing further reductions in the cost of delivery of linguistic services to the Government of Canada through an optimal use of linguistic technologies, cost-containment measures, continuous improvement of systems and processes, and a greater partnership with the private sector. | April 2016 | March 2017 | On track | Program 1.6 Linguistic management and services
|
| Adopting lean management principles aimed at reducing costs, improving quality and timeliness, improving usability and integrating service channels. Started with the Service Policy entering into effect, this initiative will come to an end with the completion of our current Service Management Strategy. | October 2014 | March 2018 | On track | Program 1.7 Specialized programs and services
|
| Implementing lean practices within the Document Imaging Solutions Centre in both our offices (Matane and Winnipeg) in order to improve processing efficiencies and therefore value for money. | November 2015 | On going | On track | Program 1.7 Specialized programs and services
|
| Enhancing the efficiency of administrative services within the Government of Canada by taking advantage of economies of scale through common back-office systems. | April 2012 | December 2020 | On track | Program 1.7 Specialized programs and services
|
| Delivering timely and effective dispute resolution services to Canadian businesses and federal departments as a means of resolving contract disputes and avoiding lengthy and costly litigation, through the Office of the Procurement Ombudsman (OPO). | 2008 | 2017 | On track | Program 1.8: Procurement Ombudsman |
| Providing sound financial leadership and oversight in delivering on departmental priorities. | April 2015 | To be determined | On track | Program 1.9 Internal services
|
| Enabling new technologies to improve efficiencies of operations for the department. | June 2015 | June 2019 | On track | Program 1.9 Internal services
|
| Providing a cost-effective and sustainable IM/IT environment that reduces the number of applications through the proactive management of the departmental Application Portfolio. | April 2014 | To be determined | On track | Program 1.9 Internal services
|
| Implementing a departmental-wide approach to the management of information management/information technology (IM/IT) to ensure cost-effective and efficient IM/IT solutions and services are in place and where IM/IT investment decisions are aligned with departmental and Government of Canada priorities. | April 2014 | To be determined | On track | Program 1.9 Internal services
|
| Leading the National Accommodation Program to provide modern, collaborative workspaces that ensure more efficient use of space. | June 2015 | March 2022 | On track | Program 1.9 Internal services
|
| Enhancing materiel management and accommodation practices in the Department to maximize resources and efficiencies. | October 2015 | June 2017 | On track | Program 1.9 Internal services
|
What progress has been made toward this priority
In 2015 to 2016, PSPC implemented the following initiatives:
- advanced workplace improvements, updated workspaces, and enabled new technologies that support new ways of working
- executed the Carling Campus project, providing office space to accommodate up to 8,500 Department of National Defence (DND) team members from other National Capital Area locations through full project integration with DND (client) and Shared Services Canada
- completed a national portfolio management framework for implementing national programs of work, which outlines the projects, and portfolio activities, that will be undertaken with the intention of achieving the optimal portfolio state
- worked with the Canada Lands Company Limited to establish the next bundles for disposal and to develop generic templates for real property transactions
- provided leadership with key federal partners and custodians criteria for assessing the suitability of federal real properties for repurposing as affordable housing and applied the criteria to develop a draft inventory of PSPC real properties that could be repurposed
- enhanced and streamlined the processes for verifying supplier compliance with the integrity regime, in order to further improve its efficiency and ensure integrity of procurement and real property transactions
- continued the implementation of the government's direct deposit initiative to transition all payments to direct deposit
- modernized the Translation Bureau by launching a new business model in order to ensure an efficient delivery of linguistic services to the Government of Canada
- maintained sound materiel management and accommodation practices in the Department to maximize resources and efficiencies
- mitigated workforce adjustment impact costs by developing strategies to maximize placement of affected employees resulting from transformation initiatives such as the Transformation of Pay Administration Initiative; there were no involuntary terminations of Public Service employment
For more information on organizational priorities, see the Minister's mandate letter on the Prime Minister of Canada's website.
Document navigation for "Section I: Organizational overview"
- Date modified: