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This section of the RPP provides the detailed analysis of program activities (PAs) against its approved Program Activity Architecture (PAA). In May 2007, the PAA was slightly modified as follows:
Strategic Outcomes | 2007-2008 Program Activities | 2008-2009 Program Activities |
---|---|---|
Quality Services |
Federal Accommodation and Holdings | No change |
Real Property Services Revolving Fund | No change | |
Real Property Disposition Revolving Fund | No change | |
Acquisition Services | No change | |
Optional Services Revolving Fund | No change | |
Defence Production Revolving Fund | No change | |
Information Management (IM)/Information Technology (IT) Services | Information Technology Infrastructure Services | |
Telecommunications Services Revolving Fund | Telecommunications and Informatics Common Services Revolving Fund | |
Receiver General Services | No change | |
Public Service Compensation Services | No change | |
Government Information Services | Information Services | |
Business Integration Services | DELETED | |
Consulting and Audit Canada Revolving Fund | No change | |
Translation and Interpretation to Parliament, Conference Interpretation, Terminology | Linguistic Services | |
Translation Bureau Revolving Fund | No change | |
Office of Green Government Operations Services | Greening of Government Operations Services | |
Sound Stewardship |
Real Property Stewardship | No change |
Supply Operations Stewardship | Acquisition Stewardship | |
Information Management (IM)/Information Technology (IT) Stewardship | Information Technology Infrastructure Stewardship | |
Receiver General Stewardship | No change | |
Public Service Pay Stewardship | No change | |
Public Service Pension Stewardship | No change | |
Government Information Stewardship | Information Stewardship | |
Business Integration - Performance Management | No change | |
Translation Stewardship | Linguistic Stewardship | |
Office of Green Government Operations Stewardship | Greening of Government Operations Stewardship | |
Business Integration - Client Relations Management | DELETED | |
Corporate Management | Internal Services |
Note - Explanation of PAA changes:
PWGSC's two strategic outcomes are:
Section II of this report reflects the approved strategic outcomes and program activities in its 2008-2009 PAA, and is structured as follows:
Strategic Outcome Quality Services (15 Program Activities) |
Strategic Outcome Sound Stewardship (9 Program Activities) |
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Note: The program activities of Internal Services and Business Integration - Performance Management are not shown in the table above but are reported upon in Section IV, Other Items of Interest.
PWGSC is revising its Program Activity Architecture (PAA) to significantly reduce the number of program activities, and to streamline the presentation of our planning and performance reports. In addition, PWGSC has developed a performance measurement framework to support the approved Program Activity Architecture. Section II of this report highlights the expected results and associated performance indicators, targets, and achievement dates. Over the coming year, PWGSC will be reviewing its performance management framework to make further refinements as part of our commitment to continuous improvement.
PWGSC provides departments and agencies with office and common use accommodation and acts as a steward for various public works such as buildings, bridges and dams, and national treasures such as the Parliamentary Precinct and other heritage assets across Canada. PWGSC also provides other federal departments and agencies with expert professional and technical real property services.
On behalf of the federal government, PWGSC administers the Payments in Lieu of Taxes Program to local taxing authorities, and the Real Property Disposition Revolving Fund, which facilitates the disposal of properties surplus to government requirements. Real Property supports PWGSC's two strategic outcomes through four program activities:
Strategic Outcome: Quality Services
Strategic Outcome: Sound Stewardship
Source: PWGSC databases.
Federal Accommodation and Holdings | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating (including Special Purpose Allotment), Capital and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 2,409.1 | 2,403.7 | 2,350.8 | 2,045.4 |
Less: Respendable Revenue | 746.8 | 540.7 | 540.3 | 540.4 |
Net Expenditures | 1,662.3 | 1,863.0 | 1,810.5 | 1,505.0 |
Full-Time Equivalents (FTEs) | 2,274 | 2,274 | 2,274 | 2,274 |
Note: The expenditures are relatively stable from 2007-2008 to 2008-2009. The decrease in expenditures in 2009-2010 is mainly related to sunsetting of funding to specific activities, such as the Long-Term Vision and Plan (LTVP). Planned spending includes $100.0 million for Engineering Assets ($24.0 million for 2008-2009, $37.0 million for 2009-2010 and $39.0 million for 2010-2011), as per the Budget 2008.
This program activity manages real property assets under the custody of PWGSC on behalf of federal organizations. It provides work environments and facilities that enable federal organizations to deliver programs and services. The real property accommodations and holdings are managed as an investment on behalf of the taxpayer.
Federal organizations have safe, healthy and affordable work environments and facilities that support the effective delivery of their programs and services.
Modern Corporate Real Estate Organization: PWGSC manages a complex portfolio of assets including the Parliamentary Precinct, 367 owned office and special purposes buildings and 1430 leases. The portfolio includes state-of-the-art "green" buildings, heritage assets as old as the country, and a range of conventional commercial office buildings. PWGSC is modernizing its real property business to better address the challenges associated with this large and complex portfolio, and to better meet the evolving needs of our clients.
Our focus in 2008-2009 will be to continue to develop the human resource and information management capacity that we need to become a high performing and modern real estate organization. This priority will be enhanced by the implementation of our Business and Systems Transformation Project, which will provide state-of-the-art industry business processes and information management solutions. Approval has been received to advance the first phase of this project.
We will pursue a range of strategies to manage our real property portfolio more efficiently. Focusing on our primary mandate to accommodate public servants, we will ensure that we have a better understanding of clients' accommodation needs. We will use modern risk-based investment and portfolio management tools that support successful public/private sector partnerships to manage the risks associated with real estate ownership in the way most favourable to the government and taxpayers. This approach will permit us to rationalize the portfolio and better manage the investments required to revitalize existing inventory and meet the accommodation needs of the Public Service.
The sale-leaseback of seven office properties, completed in 2007, represented one example of an innovative solution to meeting the government's accommodation needs, while minimizing the costs and risks to taxpayers. Over the next year, PWGSC will elaborate a range of options to establish a flexible, multi-facetted, forward strategy for the management of its real property portfolio. This will allow for the development of solutions that take into account the special circumstances of each asset.
The National Portfolio Plan (NPP), a five year action plan that details real property plans, projects and programs of work, will roll on April 1, 2008. The NPP will ensure the portfolio is managed in the most cost effective way and will incorporate the range of portfolio strategies discussed above. In full compliance with life cycle management principles, the NPP includes:
PWGSC's real property inventory also includes a portfolio of bridges, dams, highways and specialized assets that are surplus to the department's program needs. Budget 2008 provides $165 million over five years (2008-2009 to 2012-2013) to manage this portfolio. PWGSC's focus in 2008-2009 will be to develop and begin to implement a comprehensive strategy to ensure effective stewardship of these assets with a focus on risk mitigation, recapitalization and, where possible, preparation for divestiture.
Parliamentary Precinct Long-Term Vision and Plan: The Long-Term Vision and Plan (LTVP) is a major initiative of national importance for the Parliamentary Precinct. The LTVP is a blueprint for renovation and new construction to meet the accommodation needs of our parliamentarians and to preserve and maintain the Parliament buildings. This work is carried out in close collaboration with our parliamentary partners. Details on the various major Crown projects of the LTVP can be found in Section III, Table 14.
The current core focus of the LTVP is the renovation of the West Block. Work in 2008-2009 will focus on emergency stabilization of towers, repairs and conservation of the exterior masonry, fit-up of alternate accommodations for Members of Parliament and support services in the La Promenade building, and the permanent relocation of Parliament Hill's food production facility to a remote site.
Achieving Savings through Budget Reductions and Reallocation: PWGSC continues to be a significant contributor to the government's effort to achieve savings through budget reductions and reallocation to higher priorities. We will track efficiencies within the department as well as those attributable to organizations that reimburse PWGSC for Real Property services and accommodation. The efficiency savings targeted for 2008-2009 amount to $255 million over 2005-2006 expenditures. These efficiencies will be achieved through rigorous and consistent application of accommodation standards, thus improving inventory management and maintenance of overhead efficiencies.
National Capital Area Accommodation Strategy: As part of our National Capital Area Office Accommodation Strategy, we expect to reach an Ontario: Quebec distribution ratio of 75:25 by 2010 through a three-year action plan. The current ratio is 77:23.
Human Resource Strategy: Real Property Branch has developed an integrated human resources management plan, to address anticipated retirements, recruitment and retention issues. The plan identifies strategies to support program activities, including stabilizing the organization through staffing, term employment and regularizing acting appointments, and building the new organization through recruitment, retention, learning, succession planning and career development.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Federal organizations have safe, healthy and affordable work environments and facilities that support the effective delivery of their programs and services. | Index of Federal Accommodation and Holdings projects on track, based on time, scope, and budget (projects over $1 million and Major Crown projects). | 70% * | March 31, 2009 |
Number of critical accommodation-related health and safety incidents per year. | < 5 | March 31, 2009 | |
Relative difference in office operating costs between PWGSC and the Building, Owners and Managers Association (BOMA). | < 15% | March 31, 2009 |
Note: This target pertains to the time, scope and budget of projects as originally determined. It does not take into account any adjustments that may have proven to be necessary, and which have been agreed to by clients. If such changes are factored in, our target rises to 90%.
Real Property Services Revolving Fund | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 892.3 | 979.9 | 966.1 | 957.9 |
Less: Respendable Revenue | 892.3 | 979.9 | 966.1 | 957.9 |
Net Resources (Provided) Used | - | - | - | - |
Full-Time Equivalents (FTEs) | 1,041 | 1,041 | 1,041 | 1,041 |
Note: Increase in level of spending and revenues starting in 2008-2009 is mainly due to increased Business Volume for Public Safety and Emergency Preparedness Canada related to Correctional Service Canada infrastructure initiative. Decrease in future years is due to reduction of business volume with third party (External) clients.
PWGSC provides many real property services through the Real Property Services Revolving Fund (RPSRF). The RPSRF services fall into three broad categories: advisory; project delivery; and property and facilities management. These services target six main asset-based market segments (office, transportation, secure facilities, laboratories, land and culture). Services are provided to other government departments and on a fee-for-service basis to federal organizations requesting services beyond those funded by the Federal Accommodation and Holdings program activity.
In 2008-2009, we will continue to provide federal organizations with knowledgeable, responsive and cost-effective real property services while continuing to achieve full cost-recovery.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Federal organizations can access knowledgeable, responsive and cost-effective real property support for the delivery of their programs. | Recoveries as a percentage of cost. | 100% | March 31, 2009 |
Index of Other Government Departments projects on track, based on time, scope and budget. | 70% * | March 31, 2009 |
Note: This target pertains to the time, scope and budget of projects as originally determined. It does not take into account any adjustments that may have proven to be necessary, and which have been agreed to by clients. If such changes are factored in, our target rises to 90%.
Real Property Disposition Revolving Fund | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 4.0 | 3.0 | 2.8 | 2.6 |
Less: Respendable Revenue | 12.0 | 8.5 | 8.0 | 7.5 |
Net Resources (Provided) Used | (8.0) | (5.5) | (5.2) | (4.9) |
Full-Time Equivalents (FTEs) | - | - | - | - |
Note: A reduction of $2.5 million in the estimated net proceeds of sale for the fiscal year 2008-2009 is based on an anticipated decrease in the value of properties being disposed of through the fund. Also anticipated is an increase in the number of lower cost properties. In addition, RPDRF hopes to recognise a reduction in the overall expenditures based on a reduction of estimated net proceeds.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Government of Canada receives best value from the disposition of federal surplus properties. | Return on disposals (ratio of sale proceeds to disposal expenditures) | Ratio >1 | March 31, 2009 |
Revenue achievement (ratio of actual to planned net sales revenue) | 1 | March 31, 2009 | |
Percentage of investment to cost (investments divided by total disposal costs) | <0.5% | March 31, 2009 |
Real Property Stewardship | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 49.0 | 41.0 | 41.0 | 40.9 |
Less: Respendable Revenue | 4.0 | 1.1 | 1.2 | 1.1 |
Net Expenditures | 45.0 | 39.9 | 39.8 | 39.8 |
Full-Time Equivalents (FTEs) | 384 | 356 | 357 | 356 |
Note: The variance between the 2007-2008 forecast spending and the subsequent years is mainly explained by the Internal Services allocation.
Federal organizations and Canadians benefit from the Real Property Services program delivered on the principles of prudence, probity, value for money and sustainable development.
Strategic Leadership for Real Estate Organization Modernization: PWGSC ensures sound and ethical management and stewardship of the real property resources entrusted to it through various assurance functions and oversight mechanisms. PWGSC will work with the Office of the Chief Risk Officer so that risk management and quality assurance are more fully integrated into the culture of the Real Property Branch. We will initiate the development of a business process management framework. We will strengthen our management practices and capabilities consistent with Treasury Board Secretariat's (TBS) expectations for modern public service management as outlined in its Management Accountability Framework (MAF).
With governance and organizational frameworks in place, the department will update its real property policies to ensure continued compliance with federal government policies and priorities, while addressing technological and organizational imperatives.
We are building capacity through long-term human resources planning and the development of a service management strategy. We are also working to better understand our clients' demands for both space and services. This will be done, in part, through the development of client demand strategies.
Part of this modernization includes the repositioning of optional services to government departments. By taking a national approach to business lines and market segments across all departments, we will identify horizontal opportunities that may serve to achieve economies of scale and timely solutions across departmental boundaries. We will then apply the best skills and practices to serve program and project needs.
In managing our portfolio, as well as in the provision of advice/services to other government departments on their facilities, we will ensure that we continue to improve the way in which we plan, manage, operate and dispose of buildings in an environmentally responsible manner through the implementation of the departmental sustainable development strategy.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Federal organizations and Canadians benefit from the Real Property Services program delivered on the principles of prudence, probity, value for money and sustainable development. | Rentable metres squared per Full-time equivalent (FTE) | 18.9 | March 31, 2010 |
Percentage of projects implemented as outlined in the 5-year national portfolio plan | 100% | March 31, 2009 | |
Index of projects on track, based on time, scope, and budget (Federal Accommodation and Holding projects over $1 million, Major Crown projects, and OGD projects) | 70% * | March 31, 2009 |
Note: This target pertains to the time, scope and budget of projects as originally determined. It does not take into account any adjustments that may have proven to be necessary, and which have been agreed to by clients. If such changes are factored in, our target rises to 90%.
PWGSC provides the Government of Canada with timely value-added acquisition and related common services. We work as a strategic partner with departments to provide procurement solutions that meet their needs and obtain the best value for taxpayers. Four Acquisition program activities support the department's two strategic outcomes:
Strategic Outcome: Quality Services
Strategic Outcome: Sound Stewardship
Source: PWGSC databases.
Acquisition Services | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 244.1 | 193.7 | 193.6 | 193.7 |
Less: Respendable Revenue | 87.3 | 47.4 | 47.4 | 47.4 |
Net Expenditures | 156.8 | 146.3 | 146.2 | 146.3 |
Full-Time Equivalents (FTEs) | 1,758 | 1,786 | 1,787 | 1,786 |
Note: The variance between 2007-2008 and 2008-2009 gross expenditures and respendable revenues is mainly due to net revenue adjustments and the Internal Services allocation.
This program activity is the government's primary procurement service provider, offering federal organizations a broad base of procurement means such as specialized contracts, standing offers, supply arrangements and electronic market places. These services involve military and Major Crown Project procurements as well as specialized services such as marine inspection and technical services, management of seized property, forensic and contract audits, travel management, standards for and certification of goods and services, surplus asset disposal, procurement of vaccines and drugs on behalf of provinces and territories, and the registration of quality (ISO 9000) and environmental (ISO 14001) management services. Acquisition Services also supports the development of professional procurement initiatives such as certification standards for procurement professionals. In the National Capital Area, as well as in our five regional offices, PWGSC provides departments and agencies with expert assistance throughout the procurement process.
Federal organizations have access to goods and services that meet specifications and provide value for money to support the delivery of their programs.
PWGSC is renewing its long-term vision on government procurement, building on lessons learned since procurement transformation was launched in 2005, and taking into account international best practices. A principal objective is to focus on those areas where PWGSC can add the greatest value to client departments and to the government as a whole, while ensuring transparency, clear accountabilities, and a high standard of due diligence in this complex and sensitive area. Related priorities include our work to streamline military procurement and build further efficiencies into our practices and processes. We are continuing our work to make available to departments a wide range of pre-negotiated and user-friendly supply arrangements that meet their purchasing needs, while taking advantage of the buying power of the government as a whole. We will be also launching a new customer satisfaction survey in 2008-2009 to support more effective service delivery and client service.
Military Procurement: PWGSC is working closely with the Department of National Defence (DND) to improve the efficiency of military procurement and to ensure that the Canadian Forces have the equipment needed to operate in today's environment. DND is accountable for the definition of operational requirements and development of performance and technical specifications, while PWGSC is accountable for the contracting.
Currently, eight major military procurement projects, announced since June 2006, are being streamlined to meet Canadian Forces' equipment and service needs. Historically, it has taken an average of nine years from the identification of a capability deficiency to the award of a major military procurement contract, and another six years to the contract closeout. PWGSC is working to reduce these timelines. For instance, the contract to acquire Strategic Airlift Capability was awarded in February 2007, eight months after formal government announcement of the project. The first Boeing C-17 aircraft was delivered to the Canadian Forces in August 2007 - six months later. Over the coming year, PWGSC will continue to build on our successes in reducing procurement process timelines through improved longer-term planning; early identification and approval of procurement strategies; industry consultation; an interdepartmental team approach to planning and implementation; and regular communication with stakeholders.
Commodity Management: The expected result of this activity is to ensure that federal organizations have timely access to goods and services that meet their requirements, and that the government and Canadians receive good value for money. PWGSC is expanding the number of pre-negotiated supply arrangements that simplify the process, and reduce the costs, of procurement. This builds on the work of recent years which includes: a thorough review of federal government spending to identify commodity management opportunities; the creation of Commodity Teams to analyze and implement specific initiatives (e.g., environmental considerations); and extensive consultation with industry and clients resulting in the implementation of improved procurement strategies. PWGSC is also setting more realistic targets and developing better tools by including more client and supplier consultations on new instruments. A Commodity Management Quality Assurance Process will be put in place in 2008-2009 to ensure that the goods and services acquired via commodity strategies meet a high standard of quality.
Human Resource Strategy: Due to anticipated retirements, funding constraints, evolving skills requirements and the growing complexity of the demand for procurement services, the quality and timeliness of service delivery is at risk. In order to address these issues, an integrated human resources plan has been developed. It will also address the pressing recruitment, retention and training challenges now facing the federal procurement and project management communities. A certification program has been established based on competency standards published by the Canadian General Standards Board. PWGSC's procurement and materiel management practitioners can now acquire a professional designation through the Certification Program by the Federal Government Procurement and Materiel Management Community.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Federal organizations have access to goods and services that meet specifications, are timely and provide value for money to support the delivery of their programs. | Percentage of reduction of baseline throughput time by contract, value, and category to process procurement transactions. | 10% over three years | March 31, 2010 |
Percentage of federal organizations satisfied with timeliness, quality and value of acquisition services provided. | First Survey to be conducted in 2008-2009 Baseline to be determined | March 31, 2010 |
Optional Services Revolving Fund | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 100.4 | 100.4 | 100.4 | 100.4 |
Less: Respendable Revenue | 100.4 | 100.4 | 100.4 | 100.4 |
Net Resources (Provided) Used | - | - | - | - |
Full-Time Equivalents (FTEs) | 44 | 44 | 44 | 44 |
This program activity provides federal organizations with specialized services such as travel services, vaccine procurement and communications procurement.
Federal organizations and other jurisdictions have access to knowledgeable, responsive and cost-effective acquisition services on a break-even cost-recovery basis.
The Optional Services Revolving Fund has the authority to provide: the acquisition and provision of articles, supplies, machinery, equipment and other materiel for departments; the acquisition and provision of services for departments and the planning and organizing of the provision of materiel and services required by departments.
The ongoing priority is to continue to provide federal organizations with knowledgeable, responsive and cost-effective acquisitions services while achieving an annual break-even position.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Federal organizations and other jurisdictions have access to knowledgeable, responsive and cost-effective acquisitions services on a break-even cost recovery basis. | Percentage of client departments satisfied with Acquisition Optional Services (quality of service, responsiveness and cost-effectiveness). | First survey to be conducted in 2008-2009. Baseline to be determined. | March 31, 2010 |
Optional Services Revolving Fund | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | - | - | - | - |
Less: Respendable Revenue | - | - | - | - |
Net Resources (Provided) Used | - | - | - | - |
Full-Time Equivalents (FTEs) | - | - | - | - |
This legacy fund is presently unused. It is maintained to provide for acquisition services of military supplies in the event of emergency.
This revolving fund is inactive. It would be used only if the government requests emergency military supplies.
As this legacy fund is to be used on an emergency basis only, there are no activities planned.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
This revolving fund is inactive. It would be used only if the Government of Canada requested emergency military supplies. | N/A | N/A |
Acquisition Stewardship | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 71.9 | 48.2 | 34.2 | 34.2 |
Less: Respendable Revenue | 5.0 | 1.9 | 2.0 | 2.0 |
Net Expenditures | 66.9 | 46.3 | 32.2 | 32.2 |
Full-Time Equivalents (FTEs) | 312 | 284 | 285 | 285 |
Note: The variance between forecasted spending in 2007-2008 and planned spending for 2008-2009 is mainly due to the sunsetting of funding for the Acquisition Business Transformation and the Government of Canada Marketplace (GoCM) initiatives and the Internal Services allocation.
This program activity includes acquisition policy, contract quality assurance, professional development, vendor performance and review, and other management and administrative activities to support program delivery.
The Government of Canada has a positive, effective relationship with suppliers and increased supplier interest and participation in government procurement.
In order to provide quality procurement services with a positive, effective relationship with our suppliers, PWGSC must ensure that client departments are fully engaged, that departmental procurement staff have appropriate support systems, and that suppliers (e.g., SMEs) are provided with the necessary information and opportunity to compete for government business.
Procurement Renewal: Building on the successes of recent transformation initiatives, PWGSC will be emphasizing higher-value procurements, which have the greatest impact on government and Canadians. Clients will be encouraged to base their procurement decisions on sound analysis and procurement expertise based on best practices. These practices will take advantage of the government's buying power, and weigh socio-economic objectives with value for money for taxpayers. Greater focus will be put on quality services, sound financial stewardship and striving for new and better ways to deliver services. Over the coming year, PWGSC will develop a business model based on these principles, a process of engagement with stakeholders, and, an implementation plan for the new model. In addition, we will complete a comprehensive update of the Supply Manual to ensure procurement policies and procedures that are updated and accurate.
Office of Small and Medium Enterprises (OSME): To secure increased supplier interest and participation in government procurement, the OSME will continue to reach out to suppliers and potential suppliers through its six regional offices across the country. This will help to acquaint them with government procurement opportunities and increase their awareness of the procurement process. To accomplish this, the OSME will use information sessions, presentations and counselling services, often delivered in partnership with industry associations and/or other federal and provincial government agencies. The office will also continue to recommend ways that procurement plans and instruments can be designed to ensure that suppliers of all sizes, and SMEs in particular, have fair access to government procurement opportunities. A particular priority will be to match competitive supply capabilities in specific parts of the country with corresponding demand requirements of government departments. To ensure that PWGSC has a positive and effective relationship with suppliers, the OSME will work with other parts of the department to finalize and facilitate the implementation of a more strategic approach to supplier engagement.
Client Engagement: Client engagement was built on a defined and documented process to assist client departments to improve the management of procurement. PWGSC's client engagement team assists clients throughout the development of tailored procurement action plans and provides support for management issues. As well, the team brings organizations together to help identify and build on strengths, and explore industry-standard approaches. The client engagement team will continue to gather and standardize detailed information on federal spending. Continued engagement and participation by departments is important to ensure the effectiveness of this initiative.
Greening Procurement: Included in the stewardship role is the responsibility to vigorously support the government's environmental agenda. PWGSC is committed to continuing to integrate environmental performance considerations in the procurement instruments used by all government departments and agencies. Accomplishments include: 47 categories of goods and services, representing approximately $5.6 billion of government spending, were assessed in the implementation of the Policy on Green Procurement; 20 categories representing $2.1 billion had green procurement plans put in place; and 27 categories had target dates for completion of green procurement plans in 2008. We will continue to provide guidance and enabling tools to federal departments and agencies for implementing the Policy.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
The Government of Canada has a positive and effective relationship with suppliers and increased supplier interest and participation in government procurement. | Percentage of procurement plans (Commodity Management files only) where advanced supplier consultation has occurred. | 100% | March 31, 2009 |
Percentage increase in the number of SMEs assisted by OSME. | 16% | March 31, 2009 | |
Percentage increase in number of vendors registered to do business with PWGSC (required to be eligible to bid). | 8% | March 31, 2009 |
PWGSC provides Information Management (IM) and Information Technology (IT) services to government departments and agencies. Most notably, PWGSC enables modern government by providing shared services for electronic access by Canadians to government information and services, as well as IM and IT services that government organizations need to optimize the delivery of their core programs.
PWGSC has been building IT Shared Services for several years to achieve benefits for all of government. A proof of concept involving several departments, with efficiency targets from the Service Management Improvement Program, is nearing completion and a report will be finalized this fiscal year.
The shared services include voice and data networks, data centres, distributed computing (desktop support and information management tools), and shared IT security services (such as Secure Channel). These services are aligned to the Government of Canada Profile of IT Services managed by Treasury Board Secretariat. As these services are provided through a variety of funding sources, the two strategic outcomes are supported by three IT program activities:
Strategic Outcome: Quality Services
Strategic Outcome: Sound Stewardship
Source: PWGSC databases.
Information Technology Infrastructure Services | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating, Capital and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 477.0 | 383.1 | 385.2 | 384.8 |
Less: Respendable Revenue | 263.2 | 249.2 | 257.9 | 257.9 |
Net Expenditures | 213.8 | 133.9 | 127.3 | 126.9 |
Full-Time Equivalents (FTEs) | 1,724 | 1,497 | 1,500 | 1,498 |
Note: The decrease in the 2008-2009 net expenditures is partly due to the fact that Secure Channel started operating on a cost recovery basis as of September 2007, reducing the net expenditures. Also, in 2007-2008, Information Technology Services Branch (ITSB) received Treasury Board funding related to the IT Shared Services (ITSS) TB submission and the IT Infrastructure Rust-Out TB submission, which sunset in 2007-2008. Please note that a $6.6 million reprofilling was requested through the Supplementary Estimates (B).
This program activity provides leadership in supporting government-wide IT transformation initiatives. It works closely with client federal organizations to understand and respond to their IT requirements, while delivering secure IT services and solutions. IT services include the brokering, developing and/or managing of data centres, distributed computing (desktop services and information management tools) and IT security services (e.g., Secure Channel).
Federal organizations have more consistent access to information for decision-making, delivering programs and services more efficiently and cost-effectively.
PWGSC'S IT Infrastructure Services are aligned with the Government of Canada Profile of IT Services, which includes data centres, distributed computing (desktop services and information management tools), and IT security services. The profile will help to eliminate non-standard nomenclature, and make it easier to plan, budget, measure, report and communicate government-wide IT expenditures. The specific services in this program activity are:
Data Centre Services: By acting collaboratively, departments and agencies can improve efficiency and effectiveness through the sharing of data centres. A consolidated IT infrastructure can also positively support the greening of government by implementing environmentally friendly IT services and providing more efficient technologies, facilities and practices across government.
In 2008-2009, PWGSC is considering the creation of a new data centre in Gatineau, Quebec to respond to growth in demand, reduce risk, aid in greening of government and consolidate existing, aged data centres in the National Capital Area (NCA), creating economies of scale in their operation in the future. This will also enhance security of the government's computing data centres.
Distributed Computing Services: There are significant opportunities to consolidate desktop and information management tools. In 2008-2009, PWGSC will enhance its distributed computing service. The goal is to ensure public servants have the correct tools to perform their duties, and that tools are managed consistently across government. Continuous review of service plans with PWGSC partners and clients will be a means of assessing and enhancing the services offered.
IT Security Services: IT security, including secure communications and transactions, is vital for Canadian businesses and citizens when they conduct business with their government. The government's Secure Channel program will continue to provide an environment that enables secure on-line communications and transactions with Canadians. This service provides identification, authentication and authorization services that validate credentials.
External Credential Management provides businesses and citizens with secure access to on-line Government of Canada programs and services. The service allows users of an unsecured public network, such as the Internet, to securely and privately exchange data with the government. Through the use of a public key infrastructure framework, a credential known as an "e-pass" is issued to the user. This e-pass is then used to authenticate the user without transmitting passwords over the network. It does not require that the network be protected.
Internal Credential Management is a service that provides public key infrastructure certificates, which may be used by federal organizations to protect the security of communications and business transactions. Currently, over 100 departments use this common service.
In addition to Identification, Authentication and Authorization Services, efforts will continue to develop and provide services that pertain to Data Exchange (such as the Electronic Postmark™, Government Electronic Delivery Infrastructure Service Plus, and Secure Electronic Forms).
In 2008-2009, these services will continue to support departments and agencies by ensuring that Canadians and businesses have secure on-line access to government services, information and transactions. PWGSC is a partner with Treasury Board Secretariat in the cyber-authentication project, which will ensure services evolve to meet new security threats.
Human Resource Strategy: In support of its annual business plan, IT Services developed a strategic human resource plan and related plans. The plans identify strategies and activities that will support the achievement of IT Services objectives, the challenge of an aging workforce, and the department's priority of building capacity for results, including stabilizing the organization through staffing via the creation of pools of qualified resources and post-secondary recruitment. Key activities have been initiated and will continue in 2008-2009.
Employee retention is a key priority because of the highly competitive IT labour market. Last year, we launched a Workplace of Choice Program to engage and empower employees in the development and implementation of an annual action plan. Focus will continue to be given to annual learning plans and career development.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Federal organizations have access to more consistent information for decision-making, delivering programs and services more efficiently and cost-effectively. | Client satisfaction with services provided by ITSB (i.e. operational availability as per signed Service Level Agreements). | Establish baseline in 2008-2009 | |
Percentage of Service Level Agreements met in terms of operational availability of IT infrastructure services. | 95% | March 31, 2009 |
Telecommunications and Informatics Common Services Revolving Fund | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 134.3 | 197.3 | 197.3 | 197.3 |
Less: Respendable Revenue | 134.3 | 197.3 | 197.3 | 197.3 |
Net Resources (Provided) Used | - | - | - | - |
Full-Time Equivalents (FTEs) | 216 | 317 | 317 | 317 |
Note: The increase in planned spending for 2008-2009 is mostly due to the establishment of a government-wide standing offer for Network Equipment Support Services (NESS) in order to take advantage of volume pricing. The increase is also due to the transfer of PWGSC Network Services to the Revolving Fund.
This program activity provides federal organizations with secure telecommunications and shared network infrastructure, facilities and services through a fully compensatory client-paid Revolving Fund.
Federal organizations have access to competitively priced and innovative, enterprise-wide telecommunications solutions
With a focus on client service excellence, the department delivers a host of managed network infrastructure and related services including telephone service to almost 250,000 federal employees, teleconferencing, long-distance and wireless voice services, and a variety of fixed and mobile satellite services. We use partnerships with many industry service providers to offer the most appropriate technology solutions, with the best possible service, at the lowest available rates.
PWGSC will continue to focus on the development, implementation and management of a comprehensive suite of telecommunications solutions to departments and agencies. The Telecommunications and Informatics Common Service Revolving Fund will continue to provide government-wide services to federal organizations including the national toll-free service, government calling cards and teleconferencing services. In addition, the department is working on the introduction of new services such as the next generation Government Enterprise Network (GEN).
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Federal organizations have access to competitively priced and innovative, enterprise-wide telecommunications solutions. | Number of major recommendations in external audit of revolving fund. | 0 | March 31, 2009 |
Percentage of Service Level Agreements met in terms of operational availability of Telecommunications and Informatics services. | 95% | March 31, 2009 |
Information Technology Infrastructure Stewardship | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 19.8 | 22.8 | 22.8 | 22.8 |
Less: Respendable Revenue | 1.3 | 4.1 | 4.1 | 4.1 |
Net Expenditures | 18.5 | 18.7 | 18.7 | 18.7 |
Full-Time Equivalents (FTEs) | 124 | 121 | 121 | 121 |
This program activity provides advice, leadership and reporting on government IT infrastructure activities to federal organizations in a manner that promotes safeguarding information from a whole-of-government perspective.
Canadian citizens and public servants benefit from a comprehensive suite of certified and accredited Information Technology infrastructure products.
A product and services catalogue has been established, consistent with the Government of Canada Profile of IT Service. A product maturity framework for managing and measuring the acquisition, development, deployment and retirement of a comprehensive suite of IT infrastructure products has been developed so that PWGSC can help ensure that public servants have the right tools to do their job of serving Canadian citizens.
PWGSC is making progress to provide enterprise-wide IM/IT infrastructure products and services. In order to ensure that these products and services are of the highest quality, and are being offered at the best price, a formal government-wide governance for each product and service has been established. This governance ensures that all new products satisfy requirements and that investment and ongoing costs are managed. Criteria are captured in a Product Maturity Index (PMI), which is an overall assessment of the maturity of a product based on attributes indicative of its stability, pricing, performance, competitiveness, planned evolution and fitness for use.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Canadian citizens and Public Servants benefit from a comprehensive suite of certified and accredited Information Technology infrastructure products. | Product Maturity Index (7 criteria: catalogues; price or price model; service level agreement; benchmarked; roadmap; IT security and privacy impact assessment). | 4 (out of 7) | March 31, 2009 |
PWGSC manages the Receiver General and Public Service Compensation functions of the government.
The Receiver General functions are critical components of the government-wide, end-to-end processes supporting sound financial management and stewardship.
The Receiver General function manages the operations of the federal treasury, including: issuing payments and collecting revenue for government departments; preparing the Public Accounts; and producing the government's Monthly Statements of Financial Operations. The Public Accounts are subject to the single largest audit conducted by the Auditor General.
The Public Service Compensation function, Canada's largest payroll and pension administrator, provides payroll, benefits and pension plan administration services for the Public Service of Canada. These include: the administration of payroll, pension and insurance services for public service employees and pensioners; specialized pension services and dental plan services for the Canadian Forces, Lieutenant Governors and Diplomatic Services pensioners; payroll and dental insurance services for members of the RCMP; and pay and pension services for current and former Members of Parliament.
The Receiver General and Public Service Compensation functions support PWGSC's two strategic outcomes through five program activities:
Strategic Outcome: Sound Stewardship
Strategic Outcome: Quality Services
The Receiver General:
Public Service Compensation:
Source: PWGSC databases.
Receiver General Stewardship | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating (including Special Purpose Allotment) and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 148.1 | 144.7 | 147.5 | 147.3 |
Less: Respendable Revenue | 16.1 | 13.0 | 13.0 | 13.0 |
Net Expenditures | 132.0 | 131.7 | 134.5 | 134.3 |
Full-Time Equivalents (FTEs) | 483 | 503 | 504 | 502 |
Note: The difference between 2007-2008 and future years is primarily explained by one-time internal funding reallocations, a reduction of TB funding for Universal Child Care Benefit as well as new funding received for initiatives announced in the 2007 Federal Budget ie; Working Income Tax Benefit.
This program activity maintains support for the Consolidated Revenue Fund and the Accounts of Canada (revenue collection, cash management operations, payment services, Public Accounts, monthly statement of financial operations, central accounts).
The integrity of the Consolidated Revenue Fund and the Accounts of Canada is preserved on behalf of Canadians.
In its stewardship role, the Receiver General carries out core, central, government-wide mandatory mission-critical functions through the assurance of quality, reliability and management.
Receiver General Settlement Streamlining: The Receiver General Settlement Streamlining Project, as mandated by the Canadian Payments Association and the banking industry, supports the department's business renewal agenda through the implementation of modern and efficient image-based cheque clearing. This shift to electronic exchanges of images in the clearing system will not only increase efficiency by speeding up the process, it will also enhance the security of Receiver General cheques and enhance service for the financial institutions, the Receiver General and Canadians.
The use of imaging in the cheque-clearing process will, however, impact on the workforce of the Cheque Redemption Control Directorate located in Matane, Quebec. Strategies to reduce the impact on the workforce continue to be a priority. The strong capacity to recruit and retain resources in Matane will continue to be leveraged to provide solutions to challenges being experienced in critical areas such as pay and benefits and central payroll operations. In addition, the development of the document imaging centre of expertise will continue to be a focus to support the workforce objectives for the region, as well as providing quality and reliable services in the area of document management.
The Receiver General will continue to work in collaboration with the TBS on the government's initiative to renew its Expenditure Management System, which currently collects financial information for the production of the Monthly Statements of Financial Operations and the Public Accounts. In addition, the Receiver General will support, whenever possible, the Parliamentary Budget Office.
Enhancing Delivery of Receiver General Banking Services: Delivering banking services in a rapidly changing world is a complex affair. Technological, economic and legal developments are causing significant changes to the environment in which the Receiver General operates, and are creating opportunities for new ideas and innovative solutions. In 2008-2009, the Receiver General will launch a strategic initiative, in which it will critically examine its banking services, identify opportunities for improvement and ultimately, contribute to the building of a new, long-term strategy for its portfolio of banking services. As a part of this initiative, colleagues in private industry and the public sector, at the provincial, national and international levels, will be engaged.
Contribution to the Government's Green Agenda: Over the past decade, the use of direct deposit as an efficient means of making payments, for recurring amounts owing by the government, has made a significant contribution to the green agenda of the Government of Canada. In 2006-2007, 68 percent of all payments were issued by direct deposit, helping save approximately 47,500 trees or 2,800 tonnes of paper. The Receiver General will continue to promote the use of direct deposit for the issuance of recurring payments through a number of initiatives, which we estimate will result in five million new direct deposits, helping save an additional 1,500 trees, or 88 tonnes of paper.
Human Resource Strategy: Due to retirement, PWGSC is experiencing a loss of human resources who have significant expertise and specialized knowledge. To address this, an integrated human resources plan for the organization has been developed. The plan includes strategies for resourcing and transition that will ensure sufficient human resource capacity and knowledge, identify critical functions, ensure knowledge transition through work transfer activities and documentation, and, leverage resourcing programs. These are, for example, a Financial Officer Recruitment and Development Program targeting visible minority groups, a Compensation Officer Recruitment Program targeting visible minority groups, a Compensation Officer and Pension Benefit Advisor Apprenticeship Program, a Post Secondary Recruitment Program and, external recruitment from industry with required subject matter expertise. These strategies will also contribute to building human resource capacity and ensuring renewal. The organization will ensure the strategies identified in the plan are implemented through ongoing monitoring. The human resource strategy applies to each of the five program activities covered in this section.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
The integrity of the Consolidated Revenue Fund and the Accounts of Canada is preserved on behalf of Canadians. | Number of issues raised based on the Public Accounts audits with respect to the Consolidated Revenue Fund and the Accounts of Canada. | 0 | March 31, 2009 |
Percentage of daily authorizations to the Bank of Canada for all outflows from the Consolidated Revenue Fund made according to schedule. | 95% | March 31, 2009 | |
Average working days after month end in which Monthly Statement of Financial Operations are produced. | 25 | March 31, 2009 | |
Percentage of cheque reconciliation performed within 24 hours. | 95% | March 31, 2009 | |
Percent of payments issued according to standards. | 99.99% | March 31, 2009 |
Public Service Pay Stewardship | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 43.0 | 34.9 | 31.7 | 31.9 |
Less: Respendable Revenue | 5.6 | 3.5 | 3.5 | 3.5 |
Net Expenditures | 37.4 | 31.4 | 28.2 | 28.4 |
Full-Time Equivalents (FTEs) | 381 | 375 | 375 | 375 |
Note: The difference between 2007-2008 and future years can be explained by one-time internal funding reallocations as well as by decreasing funding received from Treasury Board submissions for both Legacy Systems Changes (ref. Pension Modernization Project) and to implement new legislative and policy changes.
This program activity administers the government's payroll processes; develops and maintains computer systems and national service office infrastructure; provides training and advice to departmental compensation advisors and liaises with compensation advisors, the Treasury Board Secretariat and insurance companies regarding insurance plans.
The integrity of public service pay and benefits administration.
In its stewardship role, PWGSC's compensation function carries out core, central, government-wide mandatory functions. Through the assurance of quality and reliability of processes and systems, it contributes to the stewardship of government resources.
Pay Modernization: Today, employees and employers are demanding more modern services. Having become accustomed to 24/7 services available through web channels and call centres, they expect comparable service from their government. The current payroll system is more than 40 years old with several generations of patchwork programming improvements made over the years. Its maintenance is dependent on the specialized knowledge, skills and experience of employees, many of whom may retire within the next few years.
The aging legacy system contributes to a lengthy training period (18 to 24 months) for the compensation community, which is ill suited to a new, younger, highly mobile workforce. This is exacerbated by an increased volume of retirements in the compensation community, resulting in departments and agencies facing the challenge of being unable to consistently deliver quality, timely compensation administration services to public servants.
Although the pay system is enhanced where possible, the old technology imposes limitations with the result that we can alleviate, in only a very limited way, the compensation workload in departments. For instance, the lack of interoperability between departmental human resource management systems and the PWGSC central pay system results in duplications of effort required from departments to maintain employee information in multiple systems. This creates numerous data integrity and reconciliation problems.
PWGSC has the opportunity to address these challenges and deficiencies with its proposed Pay Modernization initiative. This will involve the delivery of new capabilities by modernizing technologies and business processes to support competitive and industry-standard practices in pay administration, such as self-service for managers and employees for the whole-of-government.Enhancing Delivery of Compensation: To ensure sustainability of the Government of Canada compensation administration and the existing legacy pay system, enhancements will be made to the system to improve controls and assist the compensation community and to reduce the risks associated with incorrect information being entered by departments. More functionality will be added to the pay system to facilitate the work of departmental compensation advisors in the processing of complex transactions. PWGSC will also increase its training and advisory capacity to departments to respond to challenges resulting from significant employee turnover in the public service compensation community.
Compensation Web Applications: In its efforts to improve services to employees and assist departmental staff, the department will continue with the implementation of its Compensation Web Applications. These web services, which provide easy, secure, self-service access to pay, benefits and pension information will continue to be deployed to departments and agencies across the public service. The target is to have 80 percent of public servants with access to the Compensation Web Applications by the end of fiscal year 2008-2009.
Contributions to the Government's Green Agenda: The introduction of new tools in the Compensation Web Applications, such as electronic pay stubs, implementation of direct deposit for overtime and retroactive payments and on-line T4s for employees will also contribute to greening government initiatives. If 80 percent of employees stop the printing of their supplementary payment stubs, 14.9 tonnes of paper will be saved annually. Similarly, if 80 percent of employees stop the printing of their T4s, 1.6 tonnes of paper will be saved annually.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
The integrity of public service pay and benefits administration. | Timely and accurate processing and updating of government payroll as per schedule, including: | ||
|
95% | March 31, 2009 | |
|
100% | March 31, 2009 | |
|
0 | March 31, 2009 |
Public Service Pension Stewardship | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 120.3 | 122.2 | 104.2 | 101.6 |
Less: Respendable Revenue | 96.7 | 98.2 | 80.7 | 79.1 |
Net Expenditures | 23.6 | 24.0 | 23.5 | 22.5 |
Full-Time Equivalents (FTEs) | 715 | 666 | 586 | 593 |
Note: The difference between 2007-2008 and future years can be explained mainly by changes in: the approved funding for the Governement of Canada Pension Modernization Project (GoCPMP) and the Centralization of Pension Services Delivery Project (CoPSDP); and the funding for the administration costs of the Public Service Superannuation Act (PSSA) obtained by an annual Treasury Board submission, which increases the funding level for three fiscal years at a time and has not been approved for 2008-2009 yet.
This program activity administers the government's pension processes; develops and maintains computer systems; provides advice and training; delivers insurance services; and liaises with pensioners, insurance companies and occasionally employees. It also develops insurance procedural directives and training courses for delivery to the compensation community.
The integrity of the Public Service Superannuation Act (PSSA) public service pension administration.
PWGSC provides core, central, government-wide administration of the Public Service Pension Plan. This mission critical activity includes ensuring the sustainability and integrity of the processes and systems needed to support pension administration and services to all plan members. To this end, we have initiated steps to address the challenges of the current infrastructure's outdated technology and inefficient business processes.
Transformation of Pension Administration: The transformation of pension administration received Effective Project Approval from the Treasury Board in June 2007. The current business process and system infrastructure is almost 40 years old. It is dependent on outdated technology that limits the government's ability to adopt modern, cost-effective systems, hampers the adoption of web-based services, and relies on inefficient manual processes. As well, the current decentralized delivery of services results in duplication of effort as data is recorded across several departmental systems and transaction calculations are performed both by the departments and by PWGSC. The objective of the transformation initiative is to renew the business processes and systems and centralize pension services in PWGSC to ensure modern, timely, cost-effective pension administration to employees, pensioners and federal government departments and agencies. In 2008-2009, the project will deliver the first two releases of the new system and business processes; the client relationship management tool and document imaging. The project will also progressively centralize the delivery of a set of services to plan members in PWGSC, including pre-employment information, spousal dependent information and service purchase, thereby allowing employees to begin to benefit from a single centre of pension expertise.
Centralization, replacement of the current systems and business transformation are all expected to provide cost savings, administrative efficiencies and consistent, improved services to employees and pensioners. Centralization of pension services will also address the significant impact of retirement and resulting decline of compensation expertise across the government.
Improvement of Services: In preparation for the centralization of all services related to the purchase of prior service, PWGSC is dedicating additional resources to increasing the percentage of cases completed within the established service standard times. PWGSC will continue with its certification program to ensure that individuals who give pre-retirement information sessions to employees have the required qualifications and up-to-date information.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
The integrity of the PSSA public service pension administration. | Number of issues raised based on audits with respect to PSSA pension administration. | 0 | March 31, 2009 |
Percentage of pension transactions processed accurately and according to standards. | 96% | March 31, 2009 | |
Percentage of policy changes implemented accurately within legislated timeframes. | 100% | March 31, 2009 | |
Number of operational incidents that affect pension payments. | 0 | March 31, 2009 |
Receiver General Services | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating (including Special Purpose Allotment) and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 12.2 | 10.4 | 10.4 | 10.4 |
Less: Respendable Revenue | 4.2 | 2.1 | 2.1 | 2.1 |
Net Expenditures | 8.0 | 8.3 | 8.3 | 8.3 |
Full-Time Equivalents (FTEs) | 77 | 48 | 48 | 48 |
Note: The difference between 2007-2008 and future years is mainly due to two factors: the investment in the development of a Document imaging Pilot project with Service Canada in 2007-2008 and the fact that the agreements for document imaging services with the Other Government Departments are considered on an annual basis only and they have not been planned for 2008-2009 yet.
This program activity maintains operations for a Departmental Financial Management System, provides optional document-imaging services and bill payment services for federal organizations, and offers optional payment-related printing such as tax information statements and pay statements. Optional services are provided on a cost-recovery basis.
Federal organizations have access to optional financial systems services, document imaging, payment related printing, mail preparation and delivery services.
This program activity supports ongoing, cost-effective, quality services to government departments. Provision of these services results in overall increased efficiency and cost avoidance for the government at large.
PWGSC continues to support the development of document imaging and bill payment services for the government. Specifically, work is progressing to improve the technical infrastructure and business processes to enable imaging certification for the services. These improvements will help alleviate the impact of an increased client base and associated business volume. New tool sets and training are also being provided to strengthen the capacity to deliver solutions tailored to each client's business requirements.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Federal organizations have access to optional financial systems services, document imaging, payment related printing, mail preparation and delivery services. | Percentage of transactions processed in accordance with client requirements and/or service level agreements | 95% | March 31, 2009 |
Public Service Compensation Services | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 6.2 | 4.4 | 3.9 | 3.8 |
Less: Respendable Revenue | 4.0 | 3.0 | 2.6 | 2.5 |
Net Expenditures | 2.2 | 1.4 | 1.3 | 1.3 |
Full-Time Equivalents (FTEs) | 58 | 50 | 48 | 47 |
The difference between 2007-2008 and future years can be explained by an upcoming Memorandum of Understanding (MOU), which is signed with the department of National Defence on a yearly basis, covering three fiscal years. The MOU for fiscal 2008-2009, which will adjust the three future years, is not signed yet.
This program activity distributes third-party information to public servants and pensioners, and provides services to Canadian Forces annuitants.
Federal employees and pensioners receive information and federal employees not under Schedule I, IV, V and Canadian Forces Superannuation Act pensioners receive payments in accordance to legislation and collective agreements.
PWGSC carries out pay and pension functions, on an optional basis, to those federal government organizations that may request compensation administrative services. Through the assurance of quality and reliability of processes and systems, we ensure reliable and cost-effective delivery and management of PWGSC services. Separate employers benefit from the enhancements being made to the central pay systems and processes and they will profit from the Pay Modernization initiative.
In the pension area, the new systems and processes are being developed as part of the Transformation of Pension Administration initiative as a government-wide solution for pension administration. This project will provide the infrastructure needed to ensure that PWGSC delivers modern, timely, cost-effective pension administration services to employees and pensioners of government departments and agencies. Under the umbrella of this project, the strategic initiatives that will impact our program activity include the following:
Canadian Forces Superannuation Act (CFSA) Pension Administration: The Effective Project Approval for the Government of Canada Pension Modernization Project referenced the implementation of the option of adopting the PWGSC new pension administration solution for the CFSA. It is expected that CFSA, which will need to seek Treasury Board approval before implementation, will be required to consider the option of adopting the PWGSC new pension administration solution. The decision to move to the new solution will take into consideration factors such as service levels, workloads and costs. PWGSC and the Department of National Defence have agreed to proceed with a preliminary project approval phase.
RCMP Superannuation Act (RCMPSA) Pension Administration: The government-wide pension services being developed as part of the Transformation of Pension Administration is one option being considered for the delivery of the RCMP pension administration services. PWGSC and RCMP have agreed to proceed with an analysis of this option.
It is expected that by having the superannuation plans adopt the pension modernization solution, there will be significant government savings.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Federal employees and pensioners receive information and federal employees not under Schedule I, IV, V and CFSA pensioners receive payments in accordance to legislation and collective agreements. | Percentage of CFSA pension payments made within service level standards. | 95% | March 31, 2009 |
Percentage of time inserts are distributed to employees and pensioners in accordance with sponsor requirements. | 100% | March 31, 2009 |
PWGSC's Consulting, Information and Shared Services (CISS) provides four client-focused common services that enhance government communications, industrial security, shared services and public sector management by:
PWGSC's two strategic outcomes are supported by three CISS program activities:
Strategic Outcome: Quality Services
Strategic Outcome: Sound Stewardship
Source: PWGSC Databases.
Information Services | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 70.4 | 62.3 | 54.4 | 54.2 |
Less: Respendable Revenue | 36.8 | 31.0 | 31.0 | 31.0 |
Net Expenditures | 33.6 | 31.3 | 23.4 | 23.2 |
Full-Time Equivalents (FTEs) | 379 | 267 | 268 | 267 |
Note: Information Services total spending authority is derived from resources appropriated from Parliament to PWGSC and from resources recovered from other departments and agencies and external to government for services rendered (ie: respendable revenue). The decrease in the net expenditures is due to a one-year funding approval for the Industrial Security Program. Also, spending for 2007-2008 includes expenditures of the Business Integration Services program activity, which has now been deleted. 2008-2009 planned spending includes $8.0 million for Industrial Security Programs, as per the Budget 2008.
This program activity includes the delivery of a broad range of services to enhance government communications, shared corporate administrative systems and human resource services, and industrial security. Through communication and information products and services, it provides government communications responsive to the diverse information needs of Canadians. Through shared services, it provides centralized support to federal corporate administrative systems as well as consolidated human resource services to small departments. By the management and delivery of security programs, it ensures that government classified and protected information and assets are safeguarded and that controlled goods are protected against unauthorized possession, examination or transfer while in the custody of private sector companies.
Communication Services: Canadians have access to government information on programs, services, priorities, laws and regulations.
Industrial Security: Classified/protected government information and assets are safeguarded and controlled goods are protected while in the custody of private sector companies.
Shared Services Integration: Federal organizations benefit from high quality and affordable support for shared corporate administrative systems and human resource services.
Industrial Security Program: The Industrial Security Program has been facing mounting external pressure for increased industrial security vigilance since 9/11. This includes a significant increase in security for Canadian government contracting, both military and non-military, and growth in the number and size of international cooperative projects. The Industrial Security Program is also responsible for ensuring that controlled goods are protected against unauthorized possession, examination or transfer while in custody of private sector companies. In response, in 2008-2009, the Industrial Security Program will strengthen its program delivery by increasing the number of employees providing services. This will help build upon a management action plan developed and initiated in 2007 to respond to recommendations from the October 2007 Report of the Auditor General. Upcoming activities include:
Communication Services: Canadians have diverse needs with respect to both the information they want from government and the way in which it is communicated. These needs are not static, but rather evolve in response to demographic and technological trends. To ensure services remain relevant and responsive to clients' changing information needs, PWGSC will continue to work to improve its outreach programs and their relevance.
In 2008-2009, the Government of Canada Exhibitions Program will implement a comprehensive outreach strategy to increase partnerships with departments and develop messaging tailored to exhibition events. These partnerships will explore options for thematic activities in order to maximize appeal to visitors. The outreach strategy will also include raising awareness among Members of Parliament of the program tools that can be used to communicate with Canadians. Through a marketing plan CISS will also raise awareness of the Canada Gazette's outreach activities to highlight its role as a democratic institution. In addition, to provide Canadians with better access to Government of Canada information, the Canada Gazette and the Publishing and Depository Services websites will be revamped.
Shared Services Integration: In keeping with our vision of efficiency for government and effectiveness for clients; and in support of the Clerk of the Privy Council's priority to enhance government through information technology, the government's HR Management System cluster will be improved over the next two years to accommodate the Public Service Modernization Act (PSMA) requirements. In addition, the Integrated Financial Management System cluster will proceed with plans for software upgrades. These upgrades will help advance the government's modernization initiatives and will lead to increased standardization of systems and more reliable and comprehensive reporting.
Human Resource Strategy: PWGSC has assessed the human resource impacts and risks for these programs for 2008-2009 as being substantial. Steps must be taken to decrease the impacts of knowledge loss caused by retirements and the increased mobility of staff within the public service. An integrated human resources plan has been developed, which includes active participation in centrally led recruitment processes such as the Management Training Program (MTP), formalized mentoring and coaching activities and the development of continuous learning strategies. The human resource strategy applies to each of the three program activities covered in this section.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Canadians have access to Government of Canada information regarding laws, regulations, priorities, programs and services. | Percentage of clients and Canadians satisfied with information services (quality and usage of services). | 80% | March 31, 2009 |
Classified/protected Government of Canada information and assets are safeguarded, and controlled goods are protected while in the custody of private sector companies. | Percentage of industrial security services delivered within established service standards. | 75% * | March 31, 2009 |
Federal organizations benefit from high quality and affordable support for shared corporate administrative systems. | Percentage of clients satisfied with services provided by Shared Services Integration | 80% | March 31, 2009 |
* Note: The target was established at 75% due to the 12 to 18 months ramp-up time required to acquire the resources need to adequately staff the industrial security program, but will be reviewed over the coming year.
Audit Canada Revolving Fund - Consulting Services | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 28.7 | 20.9 | 22.3 | 22.8 |
Less: Respendable Revenue | 28.6 | 20.9 | 22.3 | 22.8 |
Net Resources (Provided) Used | 0.1 | - | - | - |
Full-Time Equivalents (FTEs) | 154 | 147 | 147 | 148 |
Note: For Consulting Services, the decrease in revenue and expenses in 2008-2009 is due primarily to the decision to withdraw from flow-through contracting, coupled with a decrease in FTE's due to difficulties in staffing. For future years, the average revenue per FTE is expected to increase due to increases in fees and utilization rates.
This program activity provides consulting and audit services to federal organizations and, upon request, to provincial, territorial, municipal and Aboriginal governments in Canada and to foreign governments and international organizations, on an optional and fee-for-service basis.
Federal and international organizations have access to quality management consulting services to improve government operations.
The consulting part of the Consulting and Audit Canada Revolving Fund, which is now known as Government Consulting Services (GCS), is the Government of Canada's in-house management consulting group. Much of the work of GCS is linked to the priorities of the government (security, environment, health and economic growth), as well as to assisting clients to respond to central agency policies and initiatives.
Since the separation of the functions of consulting and audit services in October 2005, PWGSC has focused on managing and delivering projects that are best done by its own staff of security-cleared public servants, including:Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Federal and international organizations have access to quality management consulting services to improve government operations. | Percentage of clients indicating that Consulting Services contributed to improvements in the management and/or operation of their organization. | 65% | March 31, 2009 |
Information Stewardship | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 17.0 | 18.8 | 18.8 | 18.8 |
Less: Respendable Revenue | - | 0.5 | 0.5 | 0.5 |
Net Expenditures | 17.0 | 18.3 | 18.3 | 18.3 |
Full-Time Equivalents (FTEs) | 61 | 101 | 101 | 101 |
Note: The increase is due to the Internal Services allocation.
This program activity provides advice, coordination and reporting on government advertising and public opinion research activities in a manner that promotes, from a whole-of-government perspective, transparency, accountability and compliance with acts and policies.
Federal organizations have access to useful advice to assist them to comply with legislation, policies and directives relevant to advertising and public opinion research.
PWGSC will maintain an ongoing review of its advertising of public opinion research services to ensure we continue to provide value, remain relevant and be responsive to the evolving needs of client departments and stakeholders. As such, a key priority will be to ensure that our advisory, coordination and information services address the challenges and opportunities that flow from the impacts of new technologies and the growing diversity of our country.
In this regard, key initiatives by the Public Opinion Research and Advertising Coordination (PORAC) sector will include the following:In 2008-2009, GCS will implement a Communications and Outreach strategy to raise awareness of our services and to maintain ongoing communications with clients to enable us to better anticipate and meet their evolving demands. One of the priorities of GCS is to maintain the high quality of its services, while bringing its many new staff members up to speed. To achieve this objective we will enhance knowledge development and transfer activities within the organization. This includes the systematic documentation of methodologies for core consulting services, the development of more rigorous quality assurance processes and an increased focus on mentoring and knowledge sharing. These initiatives are also aimed at promoting consistency of approach across the organization and enhancing operational efficiency.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Federal organizations have access to useful advice to assist them to comply with legislation, policies and directives relevant to advertising and public opinion research. | Percentage of clients finding legislative/policy advice useful (as assessed by exit surveys). | 85% | March 31, 2009 |
Translation is a key component of the government's service delivery. It helps the government serve Canadians and communicate with them in the official language of their choice, as well as in Aboriginal and foreign languages, by standardizing terminology within the public service and providing translation, revision, interpretation, terminology and localization services for Parliament, the judiciary, and federal departments and agencies.
PWGSC's Translation Bureau ensures that a critical mass of skilled language professionals - employees and suppliers - is available. Thus, it enables the government to operate smoothly, meet its official languages obligations, and promote the values of linguistic duality and multiculturalism. The bureau provides services in more than 100 languages to support the government in its international relations and in its communications with those Canadians who have difficulty communicating in either official language.
Our two strategic outcomes are supported by three Translation Bureau program activities:
Strategic Outcome: Quality Services
Strategic Outcome: Sound Stewardship
Sources: Departmental databases, Translation Integrated Ordering System.
Linguistic Services | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 57.8 | 55.3 | 55.3 | 55.3 |
Less: Respendable Revenue | - | - | - | - |
Net Expenditures | 57.8 | 55.3 | 55.3 | 55.3 |
Full-Time Equivalents (FTEs) | - | - | - | - |
This program activity provides translation, revision, interpretation, terminology and other linguistic services to enable Parliament to function in both official languages; offers conference interpretation to the judiciary and federal organizations in both official languages or any other languages required; and ensures terminology standardization in the federal public service. It is mandated under the Translation Bureau Act.
Parliament and federal organizations are able to ensure equality of status for both official languages and access to non-official languages.
Focus on Core Business: PWGSC will proceed with its renewal agenda, by continuing the modernization and streamlining of its work tools, processes and methods. We will:
Human Resource Strategy: The Translation Bureau's plans and priorities for 2008-2009 have been established taking into account the growing scarcity of qualified language resources in Canada. Second only in size to the European Union's translation service, PWGSC hires the largest number of translators, interpreters and terminologists in Canada. As such, it is a key enabler in ensuring the existence of a critical mass of qualified personnel to respond to the government's requirements, and those of Canada in general, in any language, at all times.
The market requires 1,000 new language professionals per year, but universities produce fewer than 300 graduates in official languages annually. The effects of this shortage are compounded by accelerated retirement among the current workforce and intensified competition in the marketplace for qualified resources. Also, there is a critical shortage of qualified resources in Aboriginal languages and in those foreign languages that are most needed for military, diplomatic and intelligence needs.
Proactive approaches are being implemented to minimize this impact through integrated human resource planning and other measures.
PWGSC will act to increase recruitment and development of professionals not only for its own requirements but also for other users. The two-year apprenticeship programs, designed to rapidly bring translation and terminology recruits to the working level, will also be maintained. In addition, special attention will be given to recruitment and training of translators, interpreters and terminologists in languages or areas of expertise where shortages are critical. The human resource strategy applies to each of the three program activities covered in this section.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Parliament and federal organizations are able to ensure equality of status for both official languages and access to non-official languages. | Percentage of clients satisfied with linguistic services (using the Common Tool Measurement) | 97% | March 31, 2009 |
Growth rate of the terminology and linguistic collection. | 5% | March 31, 2010 |
Translation Bureau Revolving Fund | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 221.1 | 212.7 | 214.5 | 218.2 |
Less: Respendable Revenue | 214.9 | 210.7 | 214.5 | 218.2 |
Net Resources (Provided) Used | 6.2 | 2.0 | - | - |
Full-Time Equivalents (FTEs) | 1,681 | 1,700 | 1,700 | 1,700 |
Note: In 2007-2008, Treasury Board Secretariat has approved the use of $6.2 million of unused authority to make strategic investments. During 2008-2009, expenditures will diminish from the previous year by reducing strategic investments and professional contracts, but will increase again in line with cost of living.
The Bureau's revolving fund provides services to Parliament and collects the related revenues from its own operating vote. Accordingly, the revolving fund's gross expenditures and respendable revenue include the net expenditures reported in Linguistic Services and Linguistic Stewardship Program Activities.
This program activity delivers translation, revision, technolinguistic and other linguistic services to the judiciary and federal organizations, and upon request, to the other governments in Canada and international organizations, on a cost-recovery basis. It is mandated under the Translation Bureau Act.
Federal organizations are able to meet their official languages obligations and to function in non-official languages as required.
Translation Modernization: PWGSC's Translation Bureau will carry on with its renewal agenda by completing the implementation of its new business model and by continuing the modernization and streamlining of its work tools, processes and methods. We will deploy translators who will work on-site with clients or assign translators to clients, thereby providing high quality services through a client-oriented structure. We plan to improve productivity through the implementation of automated work tools such as a translation memory. We will ensure that core public-interest documents are of the highest quality by focusing our in-house professional resources on revision and quality assurance.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Federal organizations are able to meet their official languages obligations and to function in non-official languages as required. | Percentage of clients satisfied with linguistic services (using the Common Tool Measurement). | 85% | March 31, 2009 |
Percentage of market share. | 69% | March 31, 2009 |
Linguistic Stewardship | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 2.5 | 2.4 | 2.4 | 2.4 |
Less: Respendable Revenue | - | - | - | - |
Net Expenditures | 2.5 | 2.4 | 2.4 | 2.4 |
Full-Time Equivalents (FTEs) |
This program activity exercises professional authority in the area of language services by taking an active role in establishing both professional and quality assurance standards for translation, interpretation, terminology and technolinguistics services within the government. It helps to ensure and develop the bilingual, Aboriginal and foreign language translation capacity that the Government of Canada requires to support the country's social, economic, international and security-related objectives. It derives its authority from the Translation Bureau Act.
Innovation and Renewal: PWGSC will play a key role in the evolution of the profession by enhancing professional standards and encouraging their acceptance nationally while laying the groundwork with the European Commission for common international standards in translation.
We will lead in the assessment and application of state-of-the-art technological solutions and will encourage industry to follow. We will encourage other stakeholders to foster the development of a sustainable industry, and will collaborate with Acquisitions Branch to use the federal buying power in support of this objective.
Enhancing Management Fundamentals: PWGSC's Translation Bureau will foster the establishment of a functional authority in order to promote whole-of-government solutions and ensure sound management of language services within the public service.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
The supply of linguistic capacity to the Government of Canada is ensured. | Number of contracts offered with no bids. | 0 | March 31, 2010 |
The linguistic quality of communications of the Government of Canada is ensured. | Percentage of standardized terms in the terminology and linguistic collection. | Targets being developed. | March 31, 2009 |
Percentage of sampled communications meeting quality standards. | Targets being developed. | March 31, 2009 |
Note: A performance measurement strategy and related targets will be developed by March 31, 2009.
Audit Services Canada's (ASC) mission is to contribute to improving public sector management, accountability and operations by providing assurance, audit and accounting services. ASC has a large group of professionally qualified auditors with excellent knowledge of government. The services have been provided for over 60 years.
ASC offers, on an optional fee-for-service basis, professional audit and audit-related services both domestically to federal organizations and internationally to governments and international organizations where Canada is represented. It specializes in contract cost auditing, transfer payment auditing, internal auditing and assurance, accountability and control framework reviews, financial compliance auditing, performance auditing, information systems auditing and directed reviews.
Our strategic outcomes are supported by one program activity:Strategic Outcome: Quality Services
Source: PWGSC databases, Client Satisfaction Survey.
Consulting and Audit Canada Revolving Fund - Audit Services | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 25.0 | 28.0 | 29.2 | 30.9 |
Less: Respendable Revenue | 25.1 | 28.0 | 29.2 | 30.9 |
Net Resources (Provided) Used | (0.1) | - | - | - |
Full-Time Equivalents (FTEs) | 207 | 220 | 230 | 240 |
Note: Starting in 2008-2009, Audit Services will embark in an active recruitment program to build a professional practice to assist government departments and agencies in meeting their audit objectives. This will result in increased average revenue per FTE over the planning periods.
This program activity provides consulting and audit services to federal organizations and, upon request, to provincial, territorial, municipal and Aboriginal governments in Canada and to foreign governments and international organizations, on an optional and fee-for-service basis.
Federal organizations have access to assurance services that give them confidence that their programs, policies and procedures have been audited to appropriate standards.
Management Fundamentals: In 2008-2009, PWGSC will increase accessibility to our services by ensuring that we have enough people with the right knowledge and skills to meet anticipated client demands. We will also implement a communications and outreach strategy to raise awareness of our services and to maintain ongoing communications with clients to enable us to better anticipate and meet their evolving demands. In order to maintain financial viability under our new business model, we will address our resource requirements. PWGSC already delivers services of high quality and meets most of the requirements of the new Treasury Board Policy on Service expected to be effective April 1, 2008. Our post-project client satisfaction surveys consistently indicate levels of client satisfaction in excess of 90 percent.
Human Resource Strategy: PWGSC has assessed the human resource impacts and risks for this program for 2008-2009 as being nominal. Risks due to personnel retirement, transfers and turnover will have a potential impact on service and delivery of this program. Effective action is planned in recruitment and retention to mitigate these risks. We will build and maintain our auditing capacity through active recruitment at all levels, backed by extensive professional development activities. ASC will continue to implement its professional practice function in 2008-2009 and will strengthen its internal knowledge transfer capacity.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Audit services | Percentage of average billable utilization per employee | 80% | March 31, 2009 |
Federal organizations have access to audit and assurance services that give them confidence that their programs, policies and procedures have been audited to appropriate standards. | Percentage of clients indicating that assurance services meet their needs (quality, timeliness and value of service) | 90% | March 31, 2009 |
PWGSC provides advice and guidance to departments and agencies on a wide range of activities related to the greening of their operations. Through close collaboration with the Treasury Board Secretariat (TBS) and Environment Canada (EC), PWGSC's Office of Greening Government Operations (OGGO) works to accelerate the greening of the government's operations by supporting the development of policies and initiatives related to this field.
OGGO, in collaboration with TBS and EC, will work to promote the establishment of government-wide priorities, accountabilities, targets, timelines and reporting requirements to assist the government in its commitment to become a model of environmental excellence in its own operations. Greening of Government Operations supports PWGSC's two strategic outcomes through two program activities:
Strategic Outcome: Sound Stewardship
Strategic Outcome: Quality Services
Source: PWGSC databases.
Greening of Government Operations Stewardship | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 5.0 | 1.8 | 1.8 | 1.9 |
Less: Respendable Revenue | 2.1 | 0.7 | 0.7 | 0.7 |
Net Expenditures | 2.9 | 1.1 | 1.1 | 1.2 |
Full-Time Equivalents (FTEs) | 21 | 3 | 3 | 4 |
Note: Please note that in addition to the resources depicted above, this program activity benefits from resources from other related program activities such as Real Property Stewardship. These other related resources are used to cover the salaries of FTEs. In 2007-2008, the Office for Green Government Operations (OGGO) was realigned and a portion of its budget was allocated to the Federal Accommodation and Holdings program activity. This change will allow OGGO to focus on its policy mandate and to continue advancing the government's agenda in the area of greening government operations.
This program activity provides interdepartmental leadership, functional guidance and advice on a range of greening activities. It supports the TBS in the ongoing development of greening policy and performance management instruments. It puts in place programs, initiatives, policies, tools and management frameworks that are needed to green PWGSC's services and operations. It also develops PWGSC's sustainable development strategies, monitors performance, and drafts the department's annual Sustainable Development Performance Report.
Canadians can trust that the federal government is reducing the negative environmental impact of its operations.
This program activity supports the priorities of achieving excellence through innovation and building capacity for results.
Green Leadership: The period 2007-2008 was strategically important for the Office of Greening of Government Operations (OGGO), in that its roles and responsibilities have evolved away from operations and toward policy and direction setting. In 2008-2009, PWGSC will demonstrate strong leadership and work with other government departments to improve the federal government's capacity to reduce the negative environmental impacts of its operations. Our approach to achieving government-wide results will emphasize the need for:
The opportunities to make dramatic differences are extensive, but will be focused on pursuing tangible results in four areas of interest: land, buildings, business, and movement.
Examples of key initiatives for 2008-2009 are:
In August 2007, OGGO transitioned from a service delivery to a policy-focused organization and was integrated into the Corporate Services, Policy and Communications Branch of PWGSC. It will be a priority for OGGO to build capacity to respond to emerging issues, provide solid research and analysis in support of policy development, and strengthen a coherent approach to greening government operations.
An enhanced ability to report on government-wide environmental performance will be vigorously pursued with appropriate talents and tools emphasizing best practices in performance management. In 2008-2009, OGGO will enhance its existing human resource capacity by expanding and renewing opportunities that are required to meet the new expectations. This will involve the development and implementation of a comprehensive human resources plan that identifies staffing as well as learning requirements.
Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
Canadians can trust that the federal government is reducing the negative environmental impact of its operations. | Percentage of new vehicles purchased for the federal fleet that are green vehicles, excluding RCMP and other specialized vehicles. | 100% | March 31, 2010 |
Percentage of new major federal office building projects, registered with the Canada Green Building Council that are certified under LEED or equivalent. | 100% | March 31, 2009 |
Greening of Government Operations Services | Forecast Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
---|---|---|---|---|
Operating (including Special Purpose Allotment) and Statutory Votes (in millions of dollars) | ||||
Gross Expenditures | 10.6 | 57.0 | 38.7 | 38.8 |
Less: Respendable Revenue | - | - | - | - |
Net Expenditures | 10.6 | 57.0 | 38.7 | 38.8 |
Full-Time Equivalents (FTEs) | 9 | - | - | - |
Note: Please note that in addition to the resources depicted above, this program activity benefits from resources from other related program activities such as Real Property Stewardship. These other related resources are used to cover the salaries of FTEs. The forecasted spending for 2007-2008 represents mostly Design Engineering Consultant costs and some minor construction activities. The variance between 2007-2008 and 2008-2009 represents the commencement of major construction activities. Construction activities level off the following year 2009-2010 and continue to spread over the remainder of the project.
This program activity delivers a range of services to PWGSC and interdepartmental clients. It directly supports the implementation of the government's environmental and sustainable development objectives by helping it attain social and environmental benefits. The services include the provision of technical support towards pollution prevention and contaminated sites remediation, sustainable building design, environmental assessment and wastewater management. These services are delivered nationally on an optional, fee-for-service basis, using the Real Property Services Revolving Fund.
This program activity is currently devoted entirely to the remediation of the Sydney Tar Ponds and Coke Ovens site.
The Remediation Project and its components are delivered on time, on budget, within scope (time, budget, scope changes managed) and the risks associated with the remediation are managed.
Standards (air, water, soil, health and safety) are identified, monitored and met, and environmental components are monitored regularly and impacts are mitigated.
Community is informed, understands the project and its goals, and supports the clean-up efforts.
The Sydney Tar Ponds and Coke Ovens sites comprise 100 acres of contaminated land from approximately 100 years of steel making. The Sydney Tar Ponds and Coke Ovens Remediation Project is currently at the project implementation phase.
A clean-up plan drawing on hundreds of engineering and scientific studies has been prepared, and a remediation strategy was developed that consists of several components:
For a list of the clean-up's major milestones, see Table 7: Horizontal Initiatives in Section III of this report.
All design and engineering phases, along with technical, environmental, and financial feasibility have been completed. The last preventative work project will be completed in March 2008. Preparation is underway for capping the Coke Oven site and for solidifying and stabilizing the Tar Ponds site.
A Results-based Management and Accountability Framework (RMAF) has been developed. The PWGSC audit and evaluation plan required a formative evaluation to be completed in the 2006-2007 fiscal year; a mid-term evaluation to be completed in 2010, and a summative evaluation (final) to be undertaken upon completion of the project.
The initial formative evaluation was undertaken by the Audit and Evaluation Branch of PWGSC and found the governance structure to be sound, implemented effectively, and enhanced by the involvement of the independent engineer. Significant milestones had been achieved, notably with regard to the timely completion of the environmental assessment and the completion of almost all planned preliminary and preventative works. Also, projects undertaken under the Interim Cost Share Agreement have been completed in a cost-effective manner and under budget, and that the PWGSC team was able to function effectively.
The final evaluation report and action plan are posted on the PWGSC website, which can be accessed at: http://www.pwgsc.gc.ca/aeb/text/2006-2007-e.html.Expected Results | Performance Indicators | Target | Achievement Date |
---|---|---|---|
The Remediation Project and its components are delivered on time, on budget, within scope (time, budget, scope changes managed) and the risks associated with the Remediation are managed. | Project milestones are reached; Schedule is achieved, costs are within budget, project remains within scope (changes are managed), quality of deliverables meet project standards and risk management strategy is up-to-date with timely implementation of activities to mitigate risks. | 100% | Ongoing to 2014 |
Standards (air, water, soil, health and safety) are identified, monitored and met and environmental components are monitored regularly and impacts are mitigated. | Standards are identified for monitoring air, water, soil, health and safety (e.g. regulatory and contractual), compliance with identified standards and changes to baseline conditions in the identified valued environmental components. | 100% | Ongoing to 2014 |
Community is informed, understands the project and its goals, and supports the clean-up efforts. | Public, local business and other stakeholders have access to timely, relevant information related to clean up, extent and nature of community involvement in the clean up efforts, trends in the nature of community feedback related to the clean up, positive media portrayal of the cleanup and positive change in community perception of and support for project. | 100% | Ongoing to 2014 |