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SECTION 2 - ANALYSIS OF PROGRAM ACTIVITIES

2.1 Strategic Outcome

The PWGSC strategic outcome is to achieve:

High-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions.

2.2 Program Activities

The following section describes PWGSC's nine program activities and the expected results, performance indicators and targets for each program activity. It also includes an overview of the financial and human resources, planning highlights, and benefits that the program activity aims to deliver to Canadians. Additional information is available on our departmental website at www.pwgsc-tpsgc.gc.ca.

2.2.1 Program Activity: Acquisitions

This program activity shows PWGSC as the government's primary procurement service provider offering federal organizations a broad base of procurement solutions such as specialized contracts, standing offers and supply arrangements. The role of PWGSC in this area is to provide timely, value-added acquisitions and related common services to Canadians and the federal government.

Benefits for Canadians

On average, PWGSC facilitates the procurement of goods and services, at best value, worth approximately $14 billion annually with some 60,000 procurement-related transactions. Our acquisitions program activity provides economic stimulus by identifying and removing barriers to Canadian small and medium-sized enterprises, ensuring the participation of Aboriginal-owned businesses, and by partnering with Industry Canada to implement Industrial and Regional Benefits programs.

Furthermore, environmental performance considerations throughout the procurement process contribute significantly to the reduction of environmental impacts of government operations and to more effective environmental stewardship overall.

Finally, PWGSC supports Canada's military operations in Canada and overseas by providing timely procurement expertise and tools to ensure that military personnel and troops receive the equipment they require to be effective in their missions. Through our procurement strategy, PWGSC is contributing to the government's agenda to be service-focused and results-oriented to benefit Canadians.

Acquisitions: Financial and Human Resources

	Planned Spending
Financial Resources (in millions of dollars)	2009-2010	2010-2011	2011-2012
Gross Expenditures	242.3	243.0	243.6
Less Respendable Revenue	131.9	132.7	133.4
Net Expenditures	110.4	110.3	110.2
Human Resources
Full-Time Equivalents (FTEs)	2,114	2,116	2,115

Expected Results	Performance Indicators	Targets	Achievement Date
Federal organizations receive responsive and cost effective access to goods and services that meet specifications, are timely, and provide value for money to support the delivery of their programs.	Percentage of federal organizations satisfied with timeliness, quality and value of acquisition services provided.	85% or 10% above baseline*	March 31, 2012*
Prudent use of federal resources, effective and efficient acquisition practices, and fair access to government business.	Number of individuals and small and medium enterprise representatives directly assisted by Office of Small and Medium Enterprises.	16,000	March 31, 2010
Federal organizations are provided with a broad base of procurement solutions including contracts, standing offers, supply arrangements and procurement tools that are timely and provide value for money to support the delivery of their programs.	Percentage increase in standing offer and supply arrangement usage by federal organizations.	5%	March 31, 2010

Note: A client satisfaction survey will be conducted in fiscal year 2009-2010 to establish the baseline. Our notional target would be 85% but may require adjustment once baseline is established. As well, implementation of the procurement renewal strategy with our stakeholders, clients and suppliers will directly support the three-year achievement of this target.

Planning Highlights

• In collaboration with key stakeholders at the Department of National Defence, Industry Canada, and the Treasury Board Secretariat, PWGSC will improve efficiency and transparency of military procurement, and ensure that military equipment and services are delivered in a timely manner and meet the needs of Canadian soldiers.
• In partnership with the interdepartmental Assistant Deputy Minister Advisory Committee on Procurement Renewal, PWGSC will develop a Procurement Renewal Strategy to modernize the government's acquisition rules and tools to make procurement more efficient, simpler, and cost-effective, while respecting legal, regulatory, and socio-economic objectives.
• PWGSC will increase e-procurement capability to respond to the needs of suppliers and departments via the creation of an e-portal that will make available pre-competed procurement instruments and valuable information for transacting business.
• Commodity Management is an industry best practice where expert buyers observe marketplace trends and establish the best plan for buying, using, and disposing of that item for the government. By continuing with this work, PWGSC will lower the government's cost of ownership for assets, and obtain the best value for taxpayers by grouping purchases to take advantage of the government's buying power.
• Through our Office of Small and Medium Enterprises, PWGSC will strengthen the management of relationships with suppliers by ensuring that suppliers, as a key source of Canadian employment, are better able to serve the needs of departments and Canadians. We will do this by extending our outreach program, expanding our recommendations to simplify and streamline the procurement process, creating greater understanding of the Government of Canada as a client and the marketplace in which it operates, and introducing innovations to enhance the interaction between the government and its suppliers.

2.2.2 Program Activity: Accommodation and Real Property Assets Management

This program activity is about how PWGSC provides departments and agencies with office and common use accommodation and acts as stewards 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.

Benefits for Canadians

PWGSC offers a diverse portfolio of real estate for accommodating some 241,000 federal public servants in more than 1,800 locations, contributing directly to programs and services delivered to Canadians across the country. We address the environmental challenges Canada faces by introducing sustainable development practices into all new federal building projects. As announced in Budget 2009, PWGSC will improve the asset integrity of our real estate portfolio through the rehabilitation of federally owned infrastructure. We will achieve this objective while ensuring tax payers receive the expected value for money for these investments. PWGSC contributes to local communities across Canada through our Payments in Lieu of Taxes (PILT) Program. In 2008-2009, we will distribute $468.6 million to 1,300 taxing authorities, where federal property is located. This will include municipalities, provinces, school boards, local services boards and First Nations. PWGSC also ensures that Parliamentarians and their staff can exercise the democratic responsibilities of Parliament by preserving the Parliamentary Precinct's architectural integrity and providing functional accommodations.

Accommodation and Real Property Assets Management: Financial and Human Resources

	Planned Spending
Financial Resources (in millions of dollars)	2009-2010	2010-2011	2011-2012
Gross Expenditures	4,078.5	3,785.3	3,371.6
Less Respendable Revenue	1,921.2	1,901.3	1,868.6
Net Expenditures	2,157.3	1,884.0	1,503.0
Human Resources
Full-Time Equivalents (FTEs)	3,671	3,672	3,671
Note: The decrease in expenditures from 2009-2010 to subsequent years is mainly due to annual funding adjustment for quasi-statutory items (price protected items) which was not approved by Treasury Board. Planned spending includes $457.1 million announced in the Budget 2009 for the Accelerated Infrastructure Program ($237.6 million for 2009-2010 and $219.5 million for 2010-2011).

Expected Results	Performance Indicators	Targets	Achievement Date
Federal organizations have safe, healthy and affordable facilities that support the effective delivery of their programs and services, through prudent investment and management of federal real property assets in the custody of PWGSC.	Number of critical accommodation-related health and safety incidents per year.	< 5	March 31, 2010
	Relative difference between PWGSC operating expenses and the average operating expenses indexed by the Canadian Building Owner and Managers Association (BOMA-Canada).	< 15%	March 31, 2010
Federal organizations receive responsive and cost-effective real property services in support of the effective delivery of their programs and services.	Percentage of federal organizations satisfied with real property services.	85%	March 31, 2012

Planning Highlights

• PWGSC will implement a modern corporate real estate organization by developing tools and business processes to enhance our business performance.
• PWGSC will continue to develop investment tools and processes to improve portfolio management and asset integrity.
• PWGSC's ability to deliver responsive and cost-effective real property services will be improved through increased internal and external capacity, long-term planning and client relationship management.
• To implement a quality management approach, PWGSC will improve key processes to strengthen our decision-making capacity and management performance.
• PWGSC will continue with the stabilization and rehabilitation of the West Block, the renovation of key Crown assets such as the Bank of Montreal and Wellington Building, and the stabilization of the East Block, Centre Block and the Confederation Building through the Recapitalization Program of its Long-Term Vision and Plan.

2.2.3 Program Activity: Receiver General for Canada

This program activity manages the operations of the federal treasury and the preparation of the Accounts of Canada. It provides optional financial management system, document imaging, and bill payment services.

Benefits for Canadians

Through sound management of the Consolidated Revenue Fund and the Public Accounts of Canada, PWGSC ensures accuracy and timeliness, without exception, to maintain their integrity and provide sound financial management and transparent financial reporting to Canadian taxpayers. Canadians may now receive foreign payments in more than 160 countries worldwide and in the future direct deposit may become available in up to 30 countries, from the current 15. In addition, PWGSC is continuing to promote direct deposit and electronic transfers of monies to contribute to the efficiency of our services and further limit our environmental impact by reducing paper-based transactions. Finally, by implementing a disaster recovery program, PWGSC is acting to enhance the financial security and protect the incomes of Canadians by being ready to deliver payments and collect revenues on an ongoing basis in the event of an emergency.

Receiver General for Canada: Financial and Human Resources

	Planned Spending
Financial Resources (in millions of dollars)	2009-2010	2010-2011	2011-2012
Gross Expenditures	145.8	141.1	140.6
Less Respendable Revenue	14.6	13.0	13.0
Net Expenditures	131.2	128.1	127.6
Human Resources
Full-Time Equivalents (FTEs)	551	552	550

Expected Results	Performance Indicators	Targets	Achievement Date
The government and federal organizations benefit from timely issuance of all government payments, receipt of money owed to government and central accounting and reporting.	Percentage of time Receiver General meets its established service levels.	100%	March 31, 2010
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, 2010

Planning Highlights

• PWGSC will carry out mission critical functions by: managing the operations of the federal treasury through the issuance and settlement of more than 250 million annual payments and the collection of revenue for all government departments, amounting to over $1.6 trillion in cash flow; maintaining the Public Accounts of Canada; producing the government's Monthly Statements of Financial Operations; and by preparing the annual Public Accounts of Canada. In addition, we will continue to provide departments with an optional financial management system offering, and an image-based bill-payment service.
• Although the banking industry has decided not to pursue image-based cheque clearing, PWGSC will continue to pursue changes through automation to streamline the banking and payment processes.
• By implementing new foreign banking services, PWGSC will ensure that foreign payments continue to be made and receipts are collected in a greater number of countries.
• PWGSC will work to enhance the system used to produce the Public Accounts by enabling departments to input information directly in the system through modules in 2009-2010.
• PWGSC will examine the existing disaster recovery solution to ensure that we meet the payments, revenue collection, pension and pay administration business needs, while lowering costs.

2.2.4 Program Activity: Information Technology Infrastructure Services

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 includes the brokering, developing and/or managing of products and services for distributed computing services, data centre services, telecommunications services and Information Technology Security Services.

Benefits for Canadians

PWGSC provides IT Infrastructure Services to 130 federal government departments and agencies ensuring that programs and services are provided to Canadians without any operational incidents. These include Telecommunications Networks, Data Centres, Computing and Desktops and IT Security. Canadians and Canadian businesses will benefit from more than four million online credentials to access government services through our Secure Channel.

PWGSC is consolidating IT infrastructure throughout the federal government in order to deliver increased cost savings and enhanced services to Canadians. Through our efforts, Canada has become a recognized leader for its government centres of expertise and best practices for IT infrastructure management.

Information Technology Infrastructure Services: Financial and Human Resources

	Planned Spending
Financial Resources (in millions of dollars)	2009-2010	2010-2011	2011-2012
Gross Expenditures	442.7	260.2	190.4
Less Respendable Revenue	428.3	256.3	188.9
Net Expenditures	14.4	3.9	1.5
Human Resources
Full-Time Equivalents (FTEs)	1,102	1,104	1,103
Note: In 2009-2010, the IT Security business line was transferred to the Revolving Fund. The net expenditures reduction from 2009-2010 to 2010-2011 can be attributed to the efficiencies to be generated as the result of this transfer. Furthermore, the figures are exclusive of the anticipated transfer of Data Centre Services in 2010-2011 and Distributed Computing Environment Services in 2011-2012 to the Revolving Fund. These adjustments will be requested in next year's Annual Reference Level Update.

Expected Results	Performance Indicators	Targets	Achievement Date
Federal organizations benefit from reliable shared information technology infrastructure products and services.	Percentage of Service Level Agreements met as a measure of client satisfaction in terms of operational availability.	95%	March 31, 2010

Planning Highlights

• In partnership with Service Canada, PWGSC will develop the Government Enterprise Network Services initiative, to converge separate government networks into a single, common enterprise network.
• PWGSC will explore a shared services approach to common desktop services (i.e. the Government Enterprise Managed Distributed Computing Services (GEMDCS) initiative) to consolidate the current desktop environment and reduce duplication of resources from software standards, asset management, greening strategies and IT Help Desks. When implemented, GEMDCS will offer access anywhere, anytime, and provide significant cost savings through the management and greening of government's IT assets.
• PWGSC will consolidate data centres to eliminate duplication of products, services and facilities, save energy, and promote efficiency. The Managed Data Centre Services will improve operational management, service delivery and the overall security of the government's data centres and information holdings, while enhancing government's business continuity services.

2.2.5 Program Activity: Federal Pay and Pension Administration

This program activity administers the government's pay and pension processes.

Benefits for Canadians

Through our Pay and Pension Services, PWGSC contributes to the Canadian economy by ensuring that federal government employees and pensioners are paid accurately and on time.

We administer payroll services to 109 departments, separate employers and other federal organizations, as well as the pension accounts for more than 225,000 former public servants, 109,000 former members of the Canadian Forces and almost 1,300 former Members of Parliament and judges. This involves payments of about $25 billion annually, which represents a significant stimulus for the Canadian economy. By streamlining the operations through the Pension Transformation Initiative, we expect to generate some $29 million in savings. In addition, the Compensation Web Application will reduce the use of paper by approximately 62 metric tonnes during 2009-2010.

Federal Pay and Pension Administration: Financial and Human Resources

	Planned Spending
Financial Resources (in millions of dollars)	2009-2010	2010-2011	2011-2012
Gross Expenditures	133.6	130.7	71.3
Less Respendable Revenue	102.0	99.2	43.8
Net Expenditures	31.6	31.5	27.5
Human Resources
Full-Time Equivalents (FTEs)	1,091	1,009	1,015
Note: The Gross Expenditure variance between 2010-2011 and 2011-2012 is mainly due to the completion of the Government of Canada Pension Modernization Project (GoCPMP) and the Centralization of Pension Services Delivery Project (CoPSDP) which is expected for January 2012.

Expected Results	Performance Indicators	Targets	Achievement Date
The government benefits from reliable central systems and processes for pay and pension administration and expert support through compensation training and advice.	Percentage of pay and pension transactions delivered within established standards.	95.5%	March 31, 2010
Pay system reliability.	Number of system operational incidents that affect pay payments.	0	March 31, 2010
Public Service Superannuation Act and Canadian Forces Superannuation Account annuitants systems reliability.	Number of system operational incidents that affect pension payments.	0	March 31, 2010

Planning Highlights

• New legislation, policies and collective bargaining agreements on behalf of employees and/or pensioners will be implemented in a timely manner. In addition, we will ensure we maintain reliable and stable operations.
• While ensuring that the Pension Modernization Project remains on target and within budget, PWGSC will implement two new system components: case management in 2009-2010, and the contributor system in 2010-2011.
• PWGSC will continue with the Centralization of Pension Services designed to improve and standardize service levels to pension plan members and decrease workloads of compensation advisors in government departments.
• PWGSC's Data Quality Improvement Initiative will ensure the accuracy of pension contributions credited to the Public Service Pension Funds.
• PWGSC will continue with the preliminary analysis to identify options for modernizing our pay administration systems and services, including employee and manager self-service.
• Throughout our planning efforts, the human resources implications of managing change will be the focus of our transformation activities.

2.2.6 Program Activity: Linguistic Management and Services

This program activity shows the Translation Bureau as the manager of the government's terminology and linguistic authority mandated with the development, standardization and distribution of Terminology. It also ensures that there is a sustainable, qualified and secure supply of linguistic resources available to support any linguistic requirements of the government and to support Canada's economic and social agenda. The Translation Bureau is the sole internal linguistic services provider offering federal organizations a broad base of linguistic solutions such as translation, interpretation and terminology. This program is mandated under the Translation Bureau Act.

Benefits for Canadians

PWGSC helps the government communicate high-quality and timely information to Canadians in the two official languages and in over 100 Aboriginal and foreign languages so that all citizens, regardless of their cultural background or language, may access programs and services provided by the federal government.

In addition to translating more than 1.5 million pages for federal departments and agencies at some 60 points of service across the country, we also provide translation and interpretation services annually for more than 2,000 sessions of the House of Commons, the Senate and many parliamentary committees.

Our participation in the initiatives of the Roadmap for Canada's Linguistic Duality will help emphasize the value of linguistic duality among all Canadians; assist Canadian translation and language-technology companies to become increasingly recognized in Canadian and international markets; and provide better opportunities to train the next generation of translators and interpreters.

Linguistic Management and Services: Financial and Human Resources

	Planned Spending
Financial Resources (in millions of dollars)	2009-2010	2010-2011	2011-2012
Gross Expenditures	298.6	298.4	298.9
Less Respendable Revenue	228.4	232.0	233.6
Net Expenditures	70.2	66.4	65.3
Human Resources
Full-Time Equivalents (FTEs)	1,700	1,700	1,700
Note: Resources allocated to the Translation and Interpretation to Parliament, Conference Interpretation and Terminology Standardization Program sub-activities operate in the Revolving Fund and are reimbursed by PWGSC appropriation. As such, Gross Expenditures include the Revolving Fund resources as well as PWGSC appropriation which reimburses the Revolving Fund. The Net Expenditures include Revolving Fund authorized deficits of $5.1 million and $1.2 million for 2009-2010 and 2010-2011 and a surplus of $0.5 million in 2011-2012. It also includes the PWGSC appropriation for the Linguistic Management and Services program activity forecasted at $65.2 million for 2009-2010 and 2010-2011 and $65.8 million for 2011-2012.

Expected Results	Performance Indicators	Targets	Achievement Date
Canadians have access to quality and bilingual communications from the Government of Canada.	Percentage of sampled communications meeting quality standards.	The Translation Bureau will use quality surveys to establish the quality baseline for 2009-2010 and then define targets for subsequent years.	March 31, 2010 for baseline; March 31, 2011 for first results
Deliver quality services at a reasonable cost to departments and agencies.	Percentage of clients satisfied with translation services.	New segmentation of sample, survey of Spring 2009 will provide baseline.	March 31, 2011
A generally accepted standardized terminology is used within Government of Canada.	Annual growth rate of searches in TERMIUM (Online linguistic tool).	1%	March 31, 2010

Planning Highlights

• PWGSC will act as the government's strategic partner in language solutions. We will increase our number of on-site translators; introduce Aboriginal languages in the Senate; deploy automated tools; put in place a quality assurance program; share information on best practices; and develop a promotion and diversification strategy for related services.
• PWGSC will help ensure the security of supply in translation and interpretation to meet the needs of Parliament and federal institutions. We will improve linguistic services procurement; establish and promote professional standards; and offer scholarships in translation and help develop the language industry in accordance with the Canadian Language Sector Enhancement Program, announced in the Roadmap for Canada's Linguistic Duality.
• PWGSC will act as the authority in terminology standardization. We will strengthen Canada's role in the language field on the national and international scenes; standardize terminology in consultation with federal, provincial, territorial, national and international forums; and create the Government of Canada Language Portal, which will include free access to TERMIUM for all Canadians, within the framework of the Roadmap for Canada's Linguistic Duality.

2.2.7 Program Activity: Specialized Programs and Services

This program activity ensures high quality, timely and accessible specialized services and programs to federal institutions in support of sound, prudent and ethical management and operations.

Benefits for Canadians

PWGSC offers a number of specialized programs and services to other federal departments and agencies. These include such activities as audit, forensic accounting, and various services in support of acquisitions functions such as the Canadian General Standards Board, Marine Inspection and Technical Services, Shared Travel Services, Document Imaging Services, services to support the disposal of federal property through Crown Assets Distribution, as well as activities to accelerate the greening of government operations. PWGSC also provides management services to other federal government departments and agencies through Government Consulting Services, and Shared Services Integration functions aimed at delivering more effective, efficient and sustainable programs and services to Canadians. We also undertake various activities related to the security of Canada and its government assets in conjunction with various law enforcement agencies. These cover such areas as the Industrial Security Program, Forensic Accounting and Seized Property. Finally, to meet the needs of Canadians for information on government legislation, policies, programs and services, PWGSC provides various access channels, from face-to-face to online, through Government Information Services.

Specialized Programs and Services: Financial and Human Resources

	Planned Spending
Financial Resources (in millions of dollars)	2009-2010	2010-2011	2011-2012
Gross Expenditures	184.0	183.0	185.8
Less Respendable Revenue	96.7	101.3	106.0
Net Expenditures	87.3	81.7	79.8
Human Resources
Full-Time Equivalents (FTEs)	1,338	1,340	1,351
Note: This program activity represents the effort of a number of specialized programs and services provided to other federal departments and agencies. The major cause for planned spending decrease is tied to the Sydney Tar Ponds Project, and is based upon the ability of the Province of Nova Scotia to complete the work.

Expected Results	Performance Indicators	Targets	Achievement Date
Federal organizations have access to quality services to improve the management, delivery and safeguard of selected government operations and/or assets while minimizing their impact on the environment.	Percentage of clients satisfied with quality of services.	85%	March 31, 2012
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.	80%	March 31, 2010
Federal organizations receive audit services that meet their needs.	Percentage of clients indicating that audit services meet their needs (quality, timeliness and value of service).	85%	March 31, 2010
Federal organizations obtain the best value for seized property declared forfeited by the Courts.	Percentage of time when 90% of appraised asset value is achieved.	90%	March 31, 2010
SCNet-based travel services and travel information is available to federal workers and program managers.	Percentage of time that services are available.	99%	March 31, 2010
Canadians have access to centralized Government of Canada information and federal organizations receive advice to improve delivery of selected Government of Canada communications activities.	Percentage of information services that are delivered within established performance standards.	85%	March 31, 2010

Planning Highlights

• PWGSC will continue to build a strong professional audit and assurance organization with an emphasis on delivering a high-quality product by recruiting additional audit professionals and continuing to support a culture of learning and professional development. We will promote awareness of our services and consult with clients to better anticipate and meet their needs. We will also continue to build an organization which is financially viable.
• To protect Canadians and support industry competitiveness, PWSGC will continue to strengthen the Industrial Security Program by meeting our service standards, ensuring quality, and contributing to the government's security agenda. We will also make recommendations for more streamlined processes and develop a more robust stakeholder outreach and education program.
• PWGSC will support law enforcement organizations through the Seized Property Management service, by providing expert and cost-effective asset management and disposal services. We will also support law enforcement through forensic accounting to ensure its needs, and those of other clients, are addressed in a timely manner.
• In collaboration with our partners, PWGSC will establish government-wide operational priorities, accountabilities, targets, timelines and reporting requirements to support the government's environmental agenda.
• PWGSC will continue to offer government-wide, automated shared travel services to departments and agencies in order to increase transparency of government travel spending and modernizing operations.
• We will review government information services, including the service delivery model for publishing, to provide Canadians and libraries continued ready access to government publications. As well, we will help departments maximize the value of public opinion research by improving planning and reporting.

2.2.8 Program Activity: Procurement Ombudsman

This program activity, operating at an arms length from the government, reviews procurement practices across federal departments and agencies, investigates complaints from potential suppliers with respect to awards of contracts for goods and services below certain thresholds, and complaints concerning the administration of contracts; and ensures the provision of an alternative dispute resolution program for contracts. This activity helps to promote fairness and transparency of the procurement process.

Benefits to Canadians

In accordance with the Federal Accountability Act, the Department of Public Works and Government Services Act was amended to create the position of the Procurement Ombudsman, which was subsequently filled in May 2008.

The activities of the Procurement Ombudsman will benefit Canadians by: improving fairness, openness and transparency in the federal procurement process; simplifying procurement processes and making it easier for Canadian businesses to provide products and services to government; and improving knowledge and understanding by Canadian suppliers of the federal procurement process.

Procurement Ombudsman: Financial and Human Resources

	Planned Spending
Financial Resources (in millions of dollars)	2009-2010	2010-2011	2011-2012
Gross Expenditures	4.3	4.3	4.3
Less Respendable Revenue	0.0	0.0	0.0
Net Expenditures	4.3	4.3	4.3
Human Resources
Full-Time Equivalents (FTEs)	14	14	14

Expected Results	Performance Indicators	Targets	Achievement Date
The Procurement Ombudsman will increase the confidence of Canadians in federal procurement by communicating with supplier and procurement communities to enhance knowledge and understanding of federal procurement and by publishing an annual report which outlines Procurement Ombudsman activities and findings related to practices, reviews, inquiries and investigations and Alternative Dispute Resolution.	Percentage of suppliers whose confidence in federal procurement has increased.	90%	March 31, 2012
	Percentage of Procurement Officials who recognize that the Procurement Ombudsman's efforts have resulted in an increase in procurement community professionalism (training, tools, knowledge of best practices).	90%	March 31, 2012
	Percentage of senior officials and parliamentarians attesting to the usefulness of the Procurement Ombudsman Report to Parliament in helping them arrive at a meaningful assessment of the performance of the federal procurement process.	90%	March 31, 2012
	Percentage of suppliers attesting to the simplification of the procurement process and reduction of paper burden.	90%	March 31, 2012

Planning Highlights

• The Procurement Ombudsman will produce the annual report of the Office of the Procurement Ombudsman shortly after the end of the fiscal year (See http://opo-boa.gc.ca/ for more details on the Office of the Procurement Ombudsman).
• The Procurement Ombudsman will provide an independent and neutral avenue to address complaints from suppliers regarding contract award and administration. While all Canadian suppliers will benefit, small and medium-sized enterprises, in particular, will find a neutral focal point to address their concerns and complaints.
• Alternative Dispute Resolution services will be offered to departments and suppliers, which will constitute an independent and affordable option over expensive litigation. It will help level the playing field and strengthen business relations between government and its suppliers.
• Procurement practices of departments and agencies will be reviewed to focus on fairness and transparency and to make practical recommendations. The practice reviews will pay particular attention to simplification of the rules and the reduction of the paper burden on suppliers while ensuring the integrity of the procurement process. A collaborative approach, where input from departments and agencies is required, will be used. We will establish benchmarks and share best practices to promote partnerships and allow departments and agencies to benefit from each other's success stories.
• An active outreach program will be implemented to ensure proper communication to all our stakeholders including: suppliers, senior officials of client departments and agencies, procurement officers, and parliamentarians.

2.2.9 Program Activity: Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. Internal Services include only those activities and resources that apply across an organization and not those provided specifically to a program.

Internal Services: Financial and Human Resources

	Planned Spending
Financial Resources (in millions of dollars)	2009-2010	2010-2011	2011-2012
Gross Expenditures	392.2	391.5	390.5
Less Respendable Revenue	122.6	122.6	122.4
Net Expenditures	269.6	268.9	268.1
Human Resources
Full-Time Equivalents (FTEs)*	2,347	2,348	2,347

*Note: This is the first RPP in which FTE counts are reported for Internal Services (formerly Corporate Services). This program activity includes multiple functions namely finance, human resources, communications, oversight and chief information officer. FTEs have been estimated based on our population for these functional areas.

Explanatory Note for Internal Services Financial Reallocation

Pursuant to Treasury Board Secretariat direction, in previous Reports on Plans and Priorities, resources related to Internal Services were re-allocated to, and reported under, all other program activities.

PWGSC's new Program Activity Architecture became effective in 2009-2010. As a result, significant activities and resources for the Chief Information Officer were transferred to Internal Services. Prior to this, the budgets and actuals were reported under three different program activities (Acquisition Services, Information Technology Infrastructure Services, and Information Technology Infrastructure Stewardship), as noted on the crosswalk table on page 3 of this report. Internal Services constitutes 6.6% of PWGSC's gross expenditures and 9.4% of net expenditures.

Planning Highlights

PWGSC will advance our Human Resources agenda by emphasizing recruitment and employee development. We will better engage our clients and partners to improve our models of service delivery.

In addition, we will strengthen oversight by using the results of audit and evaluations, risk and quality management to enhance the probity and transparency of our operations.

We will also improve automated financial controls and provide more timely financial reporting to support business decisions and better integrated financial management processes. Finally aligned with the Federal Accountability Act, we will implement, over a four year period, a Financial Management Policy Framework, including a Chief Financial Officer Model.

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