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The original version was signed by
The Honourable Christian Paradis
Minister of Public Works and Government Services Canada
Section I - Departmental Overview
Section II: Analysis of Program Activities
Section III: Supplementary Information
I am pleased to present Public Works and Government Services Canada's (PWGSC) Report on Plans and Priorities for 2009-2010.
As the largest provider of common, central and shared services to other departments and agencies, PWGSC is committed to helping streamline the way the Government of Canada does business. Sound management is key to Canada's economic and fiscal future.
Budget 2009 includes commitments to make significant investments in building and renewing Canada-wide federal public infrastructure over the next two years. Our department will be accelerating its plans to repair and restore federal buildings and bridges and to enhance the accessibility of federal buildings. We will be called upon to support the activities of our colleague departments and will have the opportunity to work with other levels of government to coordinate the delivery of these activities and demonstrate our leadership in our core areas of expertise.
As part of Canada's Economic Action Plan, we are planning for the future of Québec City's historic drill hall-the Manège Militaire, and preserving the architectural integrity and historic significance of our heritage buildings in the Parliamentary Precinct. As well, the modernization and streamlining of our real property processes will incorporate environmentally responsible management practices to ensure safe, healthy and affordable accommodations to those who serve Canadians.
Small and medium-sized enterprises and Aboriginal businesses will continue to benefit from our procurement renewal efforts. By simplifying how the government purchases goods and services, we are reducing the cost of doing business for suppliers. At the same time, we are ensuring suppliers have open and fair access to government contracting opportunities while achieving best value for Canadians. We will also continue to implement simpler and streamlined procurement processes to acquire urgently needed goods and services for the Canadian Forces.
In addition, my department is modernizing our pension systems in order to generate savings and to improve how we deliver these services to current and retired public servants. Delivering information technology products, services and programs more effectively and efficiently is also a key priority for PWGSC, and we remain committed to working closely with other departments to reduce the government's environmental footprint.
All of our activities will take into consideration the current economic uncertainty and challenges. We are redoubling our efforts to engage our stakeholders so that their views and concerns are considered in the development and review of our programs and services.
I am proud of our progress to make government more effective. And I remain fully committed to leading this department in its efforts to deliver high-quality services and programs that meet the needs of federal organizations and ensure sound stewardship on behalf of all Canadians.
The Honourable Christian Paradis
Public Works and Government Services Canada (PWGSC) plays an important role in the daily operations of government. We are the government's principal banker, accountant, central purchasing agent, translation authority, real property manager and enabler of access to government services online.
Our vision is to excel in government operations by delivering high-quality services and programs that meet the needs of federal organizations and ensure sound stewardship on behalf of Canadians.
The department was originally founded in 1841 and was instrumental in the building of our nation's canals, roads and bridges, the Houses of Parliament, post offices, and federal buildings across the country.
Today, we have evolved into a sophisticated operational arm of government that employs nearly 14,000 staff working in the National Capital and five regional offices in Halifax, Montreal, Toronto, Edmonton, and Vancouver.
The Department of Public Works and Government Services Act, passed in 1996, established the department and set out the legal authorities for PWGSC's services. Specifically, the Act established PWGSC as a common service agency providing government departments, boards and agencies with services in support of their programs, including:
The Act also specifies that the Minister of PWGSC is the Receiver General for Canada and has the authority for the administration of services related to benefits, superannuation and pension plans and disbursement of pay to federal employees.
Our goal is to run our business in a way that strengthens accountability and adds value to our clients. In doing so, PWGSC:
In 2008, we improved our reporting to Parliament by consolidating and streamlining our Program Activity Architecture (PAA).
This was done to better reflect PWGSC's commitment to be a dynamic, results-based organization which is focused on providing tangible benefits to Canadians.
The new PAA, as approved by Treasury Board in 2008, consolidates the number of program activities from twenty-six to nine, and establishes our strategic outcome as follows:
High-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions. |
Our new PAA allows us to pursue our mandate more effectively, enabling us to place increased emphasis on improving our management structures, tools and processes to drive quality and efficiency into all facets of our business. Guided by the new strategic outcome, we are building on international best practices and taking concrete steps to improve the use of different planning, performance measurement and reporting tools to enhance the organizational capacity and management practices of our department.
The table below showcases PWGSC's complete framework of program activities and program sub-activities, which contribute to the department's strategic outcome.
Program Activities | Program Sub-Activities |
---|---|
Acquisitions | Procurement Services Customized/Unique Procurement Services Strategic Acquisition Support Services |
Accommodation and Real Property Assets Management | Federal Accommodation Federal Holdings Professional and Technical Services Disposition Incentives Payments in Lieu of Taxes Parliamentary Precinct |
Receiver General for Canada | Stewardship of Public Money and Accounts of Canada Receiver General Services |
Information Technology Infrastructure Services | Distributed Computing Services Data Centre Services Telecommunications Services Information Technology Security Services |
Federal Pay and Pension Administration | Pay Pension |
Linguistic Management and Services | Management of Translation Function Terminology Standardization Program Translation and Other Linguistic Services Translation and Interpretation to Parliament Conference Interpretation |
Specialized Programs and Services | Industrial Security Program Greening of Government Operations Sydney Tar Ponds and Coke Ovens Remediation Project Government Information Services Government Consulting Services Audit Services Canada Seized Property Canadian General Standards Board Forensic Accounting Crown Assets Distribution Shared Travel Services Initiative Marine Inspection and Technical Services Document Imaging Services Shared Services Integration |
Procurement Ombudsman | Review of Procurement Practices Supplier Complaints |
Internal Services |
The table below provides a summary of PWGSC's total planned spending and human resources Full-Time Equivalents (FTEs) for the next three fiscal years (2009-2010 to 2011-2012).
Planned Spending | |||
---|---|---|---|
Financial Resources (in millions of dollars) |
2009-2010 | 2010-2011 | 2011-2012 |
Gross Expenditures | 5,922.0 | 5,437.5 | 4,897.0 |
Less Respendable Revenue | 3,045.7 | 2,858.4 | 2,709.7 |
Net Expenditures | 2,876.3 | 2,579.1 | 2,187.3 |
Human Resources | |||
Full-Time Equivalents (FTEs) | 13,928 | 13,855 | 13,866 |
Federal departments and agencies are supported by PWGSC's strategic outcome and program activities, which are aligned to the Government Affairs' spending area of the Government of Canada's whole-of-government reporting framework. The table below outlines PWGSC's net forecasted spending for 2008-2009 and the net planned spending, by program activity, from 2009-2010 to 2011-2012.
Program Activity (in millions of dollars) |
Forecast Spending 2008-2009 |
Planned Spending | ||
---|---|---|---|---|
2009-2010 | 2010-2011 | 2011-2012 | ||
Acquisitions | 118.7 | 110.4 | 110.3 | 110.2 |
Accommodation and Real Property Assets Management |
1,767.8 | 2,157.3 | 1,884.0 | 1,503.0 |
Receiver General for Canada | 126.1 | 131.2 | 128.1 | 127.6 |
Information Technology Infrastructure Services | 19.4 | 14.4 | 3.9 | 1.5 |
Federal Pay and Pension Administration | 36.4 | 31.6 | 31.5 | 27.5 |
Linguistic Management and Services | 72.6 | 70.2 | 66.4 | 65.3 |
Specialized Programs and Services | 89.7 | 87.3 | 81.7 | 79.8 |
Procurement Ombudsman | 4.4 | 4.3 | 4.3 | 4.3 |
Internal Services | 286.9 | 269.6 | 268.9 | 268.1 |
Total for strategic outcome | 2,522.0 | 2,876.3 | 2,579.1 | 2,187.3 |
Note: Includes intradepartmental revenues and expenditures of $241.5 million for 2008-2009, $229.7 million for 2009-2010, $254.8 million for 2010-2011 and $314.8 million for 2011-2012 for a nil bottom line impact. Forecast spending for 2008-2009 includes $7.6 million for volume and inflationary pressures on non-discretionary charges for federal accommodation and holdings and $6.1 million for Translation and Interpretation to Parliament. 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).
The nine program activities of our PAA contribute to PWGSC's strategic outcome. The table below describes the performance indicator and target for PWGSC's single strategic outcome. This is a composite of the performance indicators and targets of various program activities described in Section 2 of this report.
Strategic Outcome | Performance Indicator | Target | Achievement Date |
---|---|---|---|
High-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions. | Percentage of programs and services that meet their expected results, including service levels and published standards. | 95% | March 31, 2010. |
The government established "Making Government More Effective" as a priority in the November 2008 Speech from the Throne. PWGSC is well-aligned to support this priority and to advance our department's strategic outcome. We will do this by taking a multi-pronged approach to achieve our operational and management objectives in the upcoming year.
We will realign and refocus our services through initiatives such as real property modernization, procurement renewal, and pay and pension modernization. In addition, we will improve the quality and value of our services by working closely with our clients and partners, including suppliers, to identify, develop and implement new and innovative ways to improve our service offerings. Finally, we will continue to strengthen our organizational capacity and improve the fundamentals of our business.
Our operating environment is strongly influenced by national and international developments. Within the government, these trends include preference for cost-effective models that provide smarter, faster service delivery, in a way that ensures Canadians receive the best possible value for their tax dollars. Our plans and priorities are strongly influenced by these trends. As listed below, fourteen key operational and management priorities have been identified for 2009-2010.
Strategic Outcome High-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions. | |||
---|---|---|---|
OPERATIONAL PRIORITIES | Type | Program Activity | Description |
Military and Major Procurement | Ongoing | Acquisitions | Improving the efficiency of military and major procurements has been, and continues to be, a significant priority for the department. In collaboration with the departments of National Defence, Fisheries and Oceans, Industry Canada and the Treasury Board Secretariat, PWGSC will work to further streamline acquisitions processes and reduce timelines for military and major procurements. Efforts will also be deployed to maximize benefits for Canada from the planned large investments in the Canadian Forces and the Coast Guard while engaging and working with industry. |
Procurement Renewal | Ongoing | Acquisitions | In consultation with key stakeholders, PWGSC is using best practices to modernize and streamline our procurement practices, supported by improved self-serve opportunities via supplier and client e-portals, sophisticated delegation mechanisms and robust benchmarks, service standards and measures. We intend to move up the value-chain, to optimize existing cadres of expertise for higher value work, while revitalizing the acquisitions business model to support procurement processes that are efficient, effective and as responsive as possible to our stakeholders while providing best value for the Canadian taxpayer. |
Real Property Modernization | Ongoing | Accommodation and Real Property Assets Management | PWGSC is modernizing our real property business by employing a systematic approach to transforming key business elements: portfolio management and asset integrity, improved client relationship management, enhanced business processes, systems and service delivery mechanisms, and strengthened people and stakeholder partnerships. The objectives are to increase efficiencies, improve the services we provide to clients, and provide better value for money for taxpayers. |
Greening of Government | Ongoing | Specialized Programs and Services | PWGSC is committed to working closely with other government departments to improve the environmental performance of the federal government's operations in the areas of land, buildings, business and movement. We will work, in collaboration with partner departments, to establish government-wide operational priorities, accountabilities, targets, timelines and reporting requirements to support the government's environmental agenda. |
Parliamentary Precinct Project (Long-Term Vision and Plan) | Ongoing | Accommodation and Real Property Assets Management | As the custodian of the buildings in the Parliamentary Precinct, PWGSC is investing to protect their architectural integrity through the Long-Term Vision and Plan (LTVP): a blueprint for renovations and new construction to meet accommodation requirements identified by the Senate, House of Commons, and the Library of Parliament. The LTVP establishes the renovation of the core buildings (the West, Centre and East Blocks) as the first priority. |
Information Technology Shared Services | Ongoing | Information Technology Infrastructure Services | PWGSC is committed to delivering a consistent set of government-wide information technology infrastructure products and services to enable government departments to deliver on their priorities. In partnership with other departments, PWGSC is leading a government-wide information technology (IT) transformation as part of the IT Shared Services initiative, including: shared enterprise network, data centre consolidation, IT security, and managed desktop services. |
Pension Administration Transformation | Ongoing | Federal Pay and Pension Administration | Our pension administration systems are outdated, inefficient and difficult to maintain. In order to ensure sustainability and consistent service delivery to plan members, and improved service levels to employers, employees and pensioners, PWGSC is modernizing our pension administration system and process infrastructure. During the next three and a half years, we will re-engineer business processes, replace existing systems with modern software products, and centralize service delivery within PWGSC. |
Pay Administration Transformation | Ongoing | Federal Pay and Pension Administration | PWGSC will continue to examine how we can modernize the government's pay administration systems and services. Our goal is to transform the government's pay administration by increasing automation and self-service while reducing the need for assistance from departmental compensation advisors. |
Translation Renewal | Ongoing | Linguistic Management and Services | PWGSC is developing the capacity to meet growing demand for translation and interpretation services in official languages, Aboriginal languages and in those foreign languages that are needed in military, diplomatic and intelligence areas. PWGSC will help ensure the security of supply of qualified professionals to meet the needs of Parliament and federal institutions. |
Industrial Security Program | Ongoing | Specialized Programs and Services | PWGSC's Industrial Security Program contributes to the government's national security agenda and safeguards Canadian and foreign governments' sensitive information and assets entrusted to the private sector, companies or individuals, when under government contract. We ensure that controlled goods are protected against unauthorized possession, examination or transfer when in custody of the private sector. By working closely with our partners, we will continue to identify solutions for a more streamlined and consistent process for both government and the private sector. |
MANAGEMENT PRIORITIES | Type | Program Activity | Description |
Workforce for the Future | Ongoing | Internal Services | PWGSC expects that a significant number of our employees will retire in the next few years. To meet this challenge, our human resources renewal agenda focuses on employee recruitment, retention and development. We will increase capacity and new skill sets in areas like strategic management and information technology. We will emphasize change management, change leadership and continue to implement the Public Service Employee Survey Action Plan. |
System Renewal Support to Fundamentals Agenda | Ongoing | Internal Services | To strengthen PWGSC's management fundamentals and enhance the integrity and transparency of our decision-making, we will improve our business processes and introduce new systems and technologies. This will include stabilizing our investments with SIGMA - our financial management system - and exploring the implementation of systems-based solutions to improve the management of our human resources, internal controls, financial information reporting, connectivity among business systems and other executive decision-support processes. Our goal is to incorporate best practices and innovations in technology and systems to increase the range of our executive oversight, prudence, probity and sound management. |
Organizational Excellence | New | Internal Services | PWGSC projects are underway to redesign key processes to consistently produce and deliver programs and services that meet or exceed client requirements; comply with legislative, regulatory and policy requirements; and respect established standards. Quality improvements and enhanced management practices will result in processes, products, programs and services that are recognized for their excellence and efficiency and support business decisions. |
Risk Management | New | Internal Services | PWGSC has developed management tools and mechanisms to identify, monitor, report and manage risks. The Corporate Risk Profile is updated annually to identify key corporate-level risks and internal risk mitigation strategies related to departmental initiatives. PWGSC will focus on effectively treating residual vulnerabilities and integrating sound risk management practices throughout the department's operations. |
PWGSC integrates risk management principles and practices into our strategic and operational decision-making. This helps us minimize the negative impacts of uncontrolled events and maximize opportunities to improve our service delivery and add value to the operations of government.
PWGSC faces a number of external and internal risks for 2009-2010. The dominant external risks centre around the growing operational demands associated with major project initiatives such as military procurement, real property infrastructure, and information technology.
In addition, as government revenues decline due to the downturn in the economy, PWGSC will be faced with significant pressures to find greater efficiencies and cost savings, beyond those already achieved in recent years.
While external risks will dominate PWGSC's operational requirements, internal risks are equally important for our department's long-term viability. PWGSC completed, in 2008, a Corporate Risk Profile which identified a number of internal risks, including:
PWGSC has developed appropriate risk mitigation strategies to manage these risks. Our Corporate Integrated Risk Management Framework is being revised to address the complex operating environment of our business. We have instituted specific policies and guidelines for assessing risk related to acquisitions and national projects for real property. We are also adopting best practices in risk management as developed by the International Standards Organization. In 2008, PWGSC created the Departmental Oversight Branch to provide expertise in risk, quality and conflict management; fairness monitoring; internal disclosure; forensic accounting; audit and evaluation; and special investigations so that the department's operations are conducted in a way that ensures probity and transparency.
PWGSC's planned spending is strongly influenced by national and international developments, and by trends within the government community. External to government, a downturn in the economy, international commitments such as Afghanistan and sustainable development challenges will influence PWGSC's services and spending. Within government, trends influencing the plans and priorities of PWGSC include the growing preference for government-wide service models, the need to ensure that Canadians receive the best possible value for their tax dollars, and the need to demonstrate transparency and accountability in all that we do.
PWGSC has also been undergoing a significant business renewal agenda, aimed at finding innovative ways to deliver services smarter, faster and at reduced cost, while demonstrating improved accountability and results. As with any large-scale business renewal, there are major challenges in continuing to deliver ongoing operations while implementing modernized approaches and processes. The positive consequences of business renewal are beginning to be reflected in our planned spending trend from 2005-2006 to 2011-2012, as noted below.
Note: 2009-2010 and future years represents best estimates of departmental initiatives. Planned spending includes the known funding approved in the annual budget process plus the recent 2009 Budget announcement for the Accelerated Infrastructure Program for 2009-2010 and 2010-2011. Additional information may be found on the departmental website at: www.tbs-sct.gc.ca/rpp/st-ts-eng.asp.
For the 2009-2010 fiscal year, PWGSC plans to spend $2,876.3 million to meet the expected results of our program activities and contribute to our strategic outcome. The table below shows how Parliament approved PWGSC's resources. The variance of $488.8 million, between 2009-2010 Planned Spending and the Main Estimates, relates to earmarked items and Budget 2009 announcements for which funds will be spent on specific expenditures.
(in millions of dollars) | |||
---|---|---|---|
Vote or Statutory Item |
Vote or Statutory Wording | Main Estimates 2008-2009 |
Main Estimates 2009-2010 |
1 | Operating expenditures | 1,975.9 | 1,947.5 |
5 | Capital expenditures | 290.9 | 349.1 |
10 | Grants and contributions | - | - |
(S) | Minister of Public Works and Government Services - Salary and motor car allowance | 0.1 | 0.1 |
(S) | Contributions to employee benefit plans | 79.7 | 78.4 |
(S) | Real Property Disposition Revolving Fund | (5.5) | (5.2) |
(S) | Optional Services Revolving Fund | - | - |
(S) | Consulting and Audit Canada Revolving Fund | - | (3.6) |
(S) | Translation Bureau Revolving Fund | 2.0 | 5.1 |
(S) | Payment in lieu of taxes to municipalities and other taxing authorities | - | - |
(S) | Real Property Services Revolving Fund | - | 10.0 |
(S) | Telecommunications and Informatics Common Services Revolving Fund | - | 6.1 |
(S) | Defence Production Revolving Fund | - | - |
DEPARTMENT TOTAL | 2,343.1 | 2,387.5 |
The crosswalk below displays the redistribution of 2008-2009 forecast spending between PWGSC's old and new PAAs. As PWGSC depends heavily on client revenue, the figures represent gross expenditures. Pursuant to TBS reporting guidelines, revenue by program activity has been used to arrive at net expenditures reported in other financial tables.
2009-2010 Program Activities (in millions of dollars) | |||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|
2008-2009 Program Activities | Program Activities | Acquisitions | Accommodation and Real Property Assets Management | Receiver General for Canada | Information Technology Infrastructure Services | Federal Pay and Pension Administration | Linguistic Management and Services | Specialized Programs and Services | Procurement Ombudsman | Internal Services | Total |
Acquisition Services | 110.0 | 31.6 | 17.4 | 159.0 | |||||||
Optional Services Revolving Fund | 104.4 | 104.4 | |||||||||
Defence Production Revolving Fund | 0.0 | ||||||||||
Federal Accommodation and Holdings | 2,646.1 | 2,646.1 | |||||||||
Real Property Services Revolving Fund | 979.9 | 979.9 | |||||||||
Real Property Disposition Revolving Fund | 3.0 | 3.0 | |||||||||
Information Technology Infrastructure Services | 226.4 | 83.7 | 310.1 | ||||||||
Telecommunications and Informatics Common Services Revolving Fund | 201.0 | 201.0 | |||||||||
Linguistic Services | 63.6 | 63.6 | |||||||||
Translation Bureau Revolving Fund | 205.1 | 205.1 | |||||||||
Consulting and Audit Canada Revolving Fund | 43.4 | 43.4 | |||||||||
Information Services | 79.8 | 79.8 | |||||||||
Receiver General Services | 6.4 | 1.8 | 8.2 | ||||||||
Public Service Compensation Services | 3.6 | 3.6 | |||||||||
Greening of Government Operations Services | 26.9 | 26.9 | |||||||||
Acquisition Stewardship | 38.8 | 38.8 | |||||||||
Real Property Stewardship | 31.1 | 31.1 | |||||||||
Information Technology Infrastructure Stewardship | 7.9 | 32.2 | 40.1 | ||||||||
Business Integration - Performance Management | 0.0 | ||||||||||
Linguistic Stewardship | 2.4 | 2.4 | |||||||||
Information Stewardship | 15.3 | 15.3 | |||||||||
Receiver General Stewardship | 134.8 | 134.8 | |||||||||
Public Service Pay Stewardship | 32.9 | 32.9 | |||||||||
Public Services Pension Stewardship | 113.3 | 113.3 | |||||||||
Greening of Government Operations Stewardship | 3.2 | 3.2 | |||||||||
Internal Services | 4.4 | 306.8 | 311.2 | ||||||||
Total Gross Expenditures | 253.2 | 3,660.1 | 141.2 | 435.3 | 149.8 | 271.1 | 202.0 | 4.4 | 440.1 | 5,557.2 | |
Total Respendable Revenue | 134.5 | 1,892.3 | 15.1 | 415.9 | 113.4 | 198.5 | 112.3 | 0,0 | 153.2 | 3,035.2 | |
Total Net Expenditures | 118.7 | 1,767.8 | 126.1 | 19.4 | 36.4 | 72.6 | 89.7 | 4.4 | 286.9 | 2,522.0 |
Note: PWGSC has simplified the PAA by aligning and integrating revolving funds within our program activities. For details, see Table 13 on the departmental website at: www.tbs-sct.gc.ca/rpp/st-ts-eng.asp
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. |
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.
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.
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.
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.
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.
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.
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 |
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.
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.
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 |
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.
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.
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 |
This program activity administers the government's pay and pension processes.
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.
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 |
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.
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.
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 |
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.
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.
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 |
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.
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.
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 |
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.
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.
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.
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.
Public Works and Government Services Canada is participating in the Treasury Board Secretariat (TBS) Accrual Budgeting Pilot Project. The Government of Canada has committed to extending accrual accounting to departmental budgeting and appropriations. The change from cash accounting to accrual accounting in the budget process is expected to yield several benefits including improved efficiency, greater transparency, improved financial management, and better accountability.
To demonstrate departmental commitment to this initiative, PWGSC is presenting future-oriented financial statements for our 6 active revolving funds. As a first step, the department has developed condensed Statements of Operations for each revolving fund from a future-oriented perspective. Additional information such as the Statement of Management Responsibility, and detailed Statements of Operations, Statements of Financial Position, Statements of Cash Flow including the accompanying notes, Reconciliations of Unused Authority, and Statements of Authority Provided may be found on the departmental website at http://www.tbs-sct.gc.ca/rpp/st-ts-eng.asp. These future-oriented statements have been prepared on an accrual basis of accounting in accordance with Treasury Board Guidelines and Receiver General Standards.
As operations evolve, forecast revisions may be communicated in the 2010-2011 RPP. Actual results will be available in the 2009-2010 Departmental Performance Report for comparison purposes.
On a longer-term basis, PWGSC will be exploring how to integrate ‘Accrual Budgeting’ practices into the department’s planning framework in order to present consolidated departmental future-oriented financial statements.
Forecast for the year ended March 31, 2010 (in thousands of dollars) | ||||||
---|---|---|---|---|---|---|
Revolving Fund | Consulting and Audit Canada | Optional Services | Real Property Disposition | Real Property Services | Telecommunications and Informatics Common Services | Translation Bureau |
Category | ||||||
Total Revenues | 54,958 | 102,553 | 8,000 | 1,338,809 | 290,330 | 228,367 |
Total Expenses | 52,329 | 102,553 | 2,800 | 1,338,809 | 295,778 | 232,235 |
Net Results | 2,629 | -- | 5,200 | -- | (5,448) | (3,868) |
Please note that these tables are available electronically and can be accessed on the Treasury Board Secretariat’s website at: http://www.tbs-sct.gc.ca/rpp/st-ts-eng.asp.