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DETAILED ANALYSIS OF PROGRAM ACTIVITIES

Introduction

This section reports on PWGSC’s performance results against our 2007-2008 Report on Plans and Priorities (RPP). It reflects the 2007-2008 Treasury Board-approved Program Activity Architecture (PAA), covering our program activities under two strategic outcomes - Quality Services, and Sound Stewardship.

Unlike the structure of our reporting of program activities in the 2007-2008 RPP, this section is now organized directly by strategic outcomes and program activities, with 16 program activities supporting Quality Services and 10 program activities supporting Sound Stewardship.

The chart below outlines our strategic outcomes of Quality Services and Sound Stewardship, and their related program activities.

PWGSC - 2007-2008 Program Activity Architecture
Quality Services Departments and agencies benefit from a range of efficient government-wide central services.	Sound Stewardship Canadians benefit from the application of sound stewardship and oversight in the provision of government-wide central services.
(16 Program Activities) Federal Accommodation and Holdings Real Property Services Revolving Fund Real Property Disposition Revolving Fund Acquisition Services Optional Services Revolving Fund Defence Production Revolving Fund IM/IT Services Telecommunications Services Revolving Fund Receiver General Services Public Service Compensation Services Government Information Services Consulting and Audit Canada Revolving Fund Business Integration Services Translation and Interpretation to Parliament, Conference Interpretation, Terminology Translation Bureau Revolving Fund Greening Government Operations Services	(10 Program Activities) Real Property Stewardship Supply Operations Stewardship IM/IT Stewardship Receiver General Stewardship Public Service Pay Stewardship Public Service Pension Stewardship Government Information Stewardship Business Integration – Performance Management Translation Stewardship Greening Government Operations Stewardship
Note 1: For details of the PWGSC 2007-2008 Program Activity Architecture (PAA), including sub-activities, see http://www.tpsgc-pwgsc.gc.ca/reports/. Note 2: The Corporate Management Program Activity is on-line and may be found at http://www.tpsgc-pwgsc.gc.ca/reports/. Following a re-organization in May 2007, the Business Integration - Client Relations Management Program Activity was eliminated.

QUALITY SERVICES

This section highlights our Quality Services’ program activities and results achieved during 2007-2008.

In 2007-2008, our efforts to transform program delivery in all areas of our business were focused on centralizing services, taking advantage of economies of scale, improving efficiencies and increasing effectiveness for the benefit of clients and Canadians.

In this section, we report on performance results related to our Quality Services Strategic Outcome organized by the following 16 program activities:

1. Federal Accommodation and Holdings
2. Real Property Services Revolving Fund
3. Real Property Disposition Revolving Fund
4. Acquisition Services
5. Optional Services Revolving Fund
6. Defence Production Revolving Fund
7. IM/IT Services
8. Telecommunications Services Revolving Fund
9. Receiver General Services
10. Public Service Compensation Services
11. Government Information Services
12. Consulting and Audit Canada Revolving Fund
13. Business Integration Services
14. Translation and Interpretation to Parliament, Conference Interpretation, Terminology
15. Translation Bureau Revolving Fund
16. Greening Government Operations Services

1. FEDERAL ACCOMMODATION AND HOLDINGS

Program Description

Effective management of real property investment, under the custodianship of PWGSC, in support of the delivery of government programs.

Expected Results

Government departments and agencies have safe, healthy, productive and affordable work environments and facilities that enable them to deliver programs and services. The real property portfolio is managed as an investment on behalf of the taxpayers.

Actual Results

PWGSC serves Canadians by providing quality accommodation to federal civil servants in our client departments and agencies who, in turn, provide programs and services directly to Canadians, in Canada and throughout the world. Our services include maintenance of Crown-owned buildings, lease payments for rentals and lease-purchase arrangements, the 25-year plan for the renovation of the Parliamentary Precinct, the promotion of environmental sustainability in the design and construction of new buildings, such as the Jean Canfield Building in Charlottetown, as well as payments in lieu of taxes to local taxing authorities.

PWGSC provides an important federal presence and contributes to the economic prosperity of hundreds of communities in every province and territory of Canada. In 2007-2008, PWGSC provided accommodation for 241,000 federal public servants in more than 1,800 locations across Canada: 128,500 in the National Capital Area, 20,000 in the Atlantic Region, 22,000 in Quebec, 29,000 in Ontario, 23,500 in the Western Region, and 18,000 in the Pacific Region. Accommodation was provided at 357 Crown-owned locations, 1,443 leased locations and 10 lease-purchase locations. As well, we carried out 13 renovation projects, on budget, at the Parliamentary Precinct.

Last year, we adopted a risk-based approach to real estate investment to meet our efficiency commitments and to address portfolio recapitalization. We also implemented risk-based investment decision tools. Furthermore, we sold seven major office buildings to the private sector for $1.41 billion with subsequent leasebacks for 25-year terms¹. An independent real property investment expert validated this approach as ensuring fair value for the Crown.

Canadian taxpayers benefited from this transaction, as the government can now have  certainty of value from the sale in a vendor’s market; certainty and predictability of cash flows over the next 25 years; reduction in the cost of accommodation; and reduction in the Crown's exposure to risks on its real property portfolio. This directly contributes to both our expected results and our strategic outcome of quality services.

We are undertaking a Business and Systems Transformation Project, putting in place state-of-the-art business processes and information management solutions to ensure completeness and accuracy of our operational and financial information. This project strengthens decision-making by providing senior management with more comprehensive information.

We achieved $160 million, 94% of our 2007-2008 annual savings goal of $170 million. This represents $142 million of efficiencies within PWGSC and $18 million attributable to organizations that reimburse PWGSC for services.  As a result, we have achieved 77% of our five-year targets in just over three years ($792 million of $1.025 billion). New cost savings strategies, to be implemented in 2008-2009, should result in additional savings for future years.

We revised the Long-Term Vision and Plan (LTVP) for the Parliamentary Precinct. It now provides an effective implementation strategy for rehabilitating these heritage buildings, providing additional parliamentary accommodation and creating a secure and welcoming environment for parliamentarians, staff, visitors and tourists. These actions will support parliamentarians and their staff and the many Canadians who visit their nation’s capital. The revised LTVP consist of five-year program cycles that are more responsive to changing market and building conditions. For more details see Table 9 in Section III or visit our website at: http://www.pwgsc.gc.ca/reports/text/dpr_2007-2008/rpe-cpt-e.html.

In order to protect Canadians and the environment, we worked to promote and raise the quality of sustainable development practices in government operations. Our activities included energy reduction for existing buildings and the construction of sustainable new buildings. In 2007, the Greenstone Building in Yellowknife was awarded the Canada Green Building Council's Leadership in Energy and Environmental Design (LEED®- Canada) Gold certification.

In response to a recommendation of the Auditor General, we tracked all significant leases before the Real Property Investment Board (RPIB). For all the projects presented to the RPIB, the most cost-effective accommodation option was adopted, thus ensuring quality and value-for-money for the Canadian taxpayer.

Through our Payments in Lieu of Taxes (PILT) program, we contribute toward the costs of local government in communities where federal property is located. In 2007-2008, we distributed $456.7 million to 1,274 property taxing authorities, such as municipalities, provinces, school boards, local services boards and First Nations. Although discretionary, these payments provide fair compensation for valuable direct and indirect services the Government of Canada receives from local governments. More information can be found at http://www.tpsgc-pwgsc.gc.ca/pilt/text/index-e.html.

Lessons Learned and Opportunities

During 2007-2008, we assessed our National Project Management System (NPMS), which was introduced to consistently manage real property projects on time, on budget and on scope. The assessment indicates that the NPMS is resulting in improved performance, both for individual projects as well as for project management practices and capacity. Nine projects over $30 million have been initiated since the introduction of the NPMS and none have required Treasury Board submissions for revised approvals. In contrast, 13 of the 32 projects, initiated prior to the introduction of NPMS, have required approval revisions.

To address the need for improved data entry (incomplete performance data was provided in 11-13% of projects surveyed), we are assessing different data collection and measuring tools, including SIGMA, to improve performance reporting.

We are standardizing our performance measurement terminology (e.g. ‘no impact’, ‘minor changes’, and ‘change with a significant impact’) to ensure quality assurance and consistency in performance reporting. A new methodology was implemented for projects ‘On Scope’ only. The other indicators, ‘On Time’ and ‘On Budget’, were ranked on a yes/no basis.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating (including Special Purpose Allotment), Capital and Statutory Votes
Gross Expenditures	2,592.9	2,428.5	2,277.4
Less: Respendable Revenues	286.8	756.4	756.4
Net Expenditures (Note 1)	2,306.1	1,672.1	1,521.0
Federal Accommodation and Holdings - Full Time Equivalents (FTEs)	2,402	2,274	2,275
Note 1: The variance between authorities and actual spending is due to the uncontrollable and unpredictable nature of real property activities that impact the delivery of projects such as: market fluctuation driving the price of commodities; weather conditions impacting the consumption of utilities and the delivery of some projects; delays in the delivery of several repair and Sustainable Development Strategy projects; reduction of rental payments resulting from lease negotiations and also, reduction in Payments In Lieu of Taxes due to revised valuation. It is also attributable to capital projects that could not be implemented according to schedule because of contractor delays, or contractor delivery issues. Note 2: Totals may not add up due to rounding.

 

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Government departments and agencies have safe, healthy, productive and affordable work environments and facilities that enable them to deliver programs and services. The real property portfolio is managed as an investment on behalf of the taxpayers.	Accommodation usage (m² per FTE; cost per m²; and cost per FTE). Achieve savings by reducing accommodation usage (m² per FTE).	Space per FTE: reduced to 19.6m² from 19.8m². The target of 18 is progressive. We anticipate achieving it in March 2011. We implemented a national process to ensure that occupancy instruments comply with the Framework for Office Accommodation and Accommodation Services. Cost per m²: $273, with two-year average cost increase of 1.7%. Cost per FTE: $5,363, with two-year average cost increase of 1.5%.
	Operating cost trends analysis. Achieve savings by reducing operating costs.	Operating costs were 21.1% lower than that of the Building Owners and Managers Association (BOMA) average.
	Vacancy rate compared with industry.	The national average vacancy rate for Office Crown Owned buildings in 2007-2008 was 5.2% compared to the BOMA vacancy rate for the Canadian private sector of 4.2%. The three-year average vacancy rate for crown-owned properties is 4.1% compared to the private sector rate of 6.1%.
	Progress against Sustainable Development Strategy (SDS) targets nationally.	100% of existing crown-owned office buildings assessed under BOMA Go Green Plus (101 buildings assessed). 41% of the 65% target of active contaminated sites "remediation complete" or "assessed, no action required" (Target date: March 2009).

2. REAL PROPERTY SERVICES REVOLVING FUND

Program Description

The provision on a fee-for-service basis of optional real property services to other custodial departments, and to other departments and agencies requesting services over and above those provided under the Federal Accommodation and Holdings Service Line program.

Expected Results

Quality, affordable services are provided to government departments and agencies. Revenues will cover the full cost of service delivery.

Actual Results

We provide optional real property services on a fee-for-service basis in such areas as: architectural design, engineering, interior design and office lay-out. A portion of the work is contracted to third-parties. In keeping with our strategic outcome, we provide quality services and demand the same standards from our third-party contractors. By working in partnership with the real property industry, PWGSC benefits from private sector expertise while maintaining full accountability for standards and performance, thus achieving the best possible results for Canadian taxpayers.

In 2007-2008, the revolving fund achieved revenues of $1,036.2 million, which was an increase of 5.2% over the previous year. We achieved full cost-recovery. Of projects valued at over $1 million, 97% were delivered on time, while 90% were within budget. For more detailed information on this revolving fund, the full audited financial statement may be seen on-line at http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.

We fulfilled a key commitment by eliminating the Real Property Services Revolving Fund (RPSRF) deficit. The amount spent in the private sector for every dollar of public sector salary spent on projects increased from $6 to more than $10. In addition, an internal audit found that there are adequate controls over the fund to ensure it does not exceed its Drawdown Authority limit.

Lessons Learned and Opportunities

In 2007-2008, PWGSC fulfilled a key milestone in eliminating the deficit in our Real Property Services Revolving Fund. Application of our new Business Management model helped set and monitor targets, increase the use of Alternative Forms of Delivery, standing offers and other contracting vehicles, and implement management tools without compromising service quality. We will follow the evolution of this model and its contribution to our planned results and quality services for Canadians.

Over 90% of projects over $1 million met time, budget and scope objectives. We are improving our project management practices by making greater use of checklists, templates and guidelines to improve our performance measurement and reporting.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Statutory Votes
Gross Expenditures	892.3	892.3	1,035.7
Less: Respendable Revenues	892.3	892.3	1,036.2
Net Resources (Provided) Used (Note 1)	-	-	(0.5)
Real Property Services Revolving Fund - Full Time Equivalents (FTEs)	1,261	1,041	1,012
Note 1: Offsetting variances observed for both Gross Expenditures and Respendable Revenues are the consequence Business Volume Changes linked to disbursements made on behalf of clients. Note 2: The amounts reported for the Real Property Services Revolving Fund are on a modified cash basis. Note 3: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Quality, affordable services are provided to government departments and agencies. Revenues will cover the full cost of service delivery.	Recoveries as a percentage of cost (target is 100%).	100.7%
	Percentage of Real Property projects* over $1 million completed (on time, on budget and within scope). *Includes only non-operational projects having a significant construction-related component.	Real Property has greatly improved our project delivery – 97% of client projects over $1 million were completed on time, while 90% of projects were on budget and on scope.

3. REAL PROPERTY DISPOSITION REVOLVING FUND

Program Description

The provision, on a cost-recovery basis, of routine disposals of real property assets no longer required in order to generate revenue for the Crown.

Expected Results

Realization of value (net proceeds of sale) from surplus properties.

Actual Results

The Real Property Disposition Revolving Fund (RPDRF) enabled us to complete 211 disposals. Proceeds from these sales were $11.2 million. The actual net revenue generated was $8.7 million, compared to an original estimate of $8 million. We more than met our expected results by having realized value from surplus properties. For more detailed information on this revolving fund, the full audited financial statement may be seen on-line at http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.

Lessons Learned and Opportunities

Given changes in the business environment and the nature of the assets the Crown is considering for disposal, a viability review will be carried out during the summer of 2008 to determine if the fund should be renewed with modifications or terminated.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Statutory Votes
Gross Expenditures	4.0	4.0	2.5
Less: Respendable Revenues	12.0	12.0	11.2
Net Resources (Provided) Used (Note 1)	(8.0)	(8.0)	(8.7)
Real Property Disposition Revolving Fund - Full Time Equivalents (FTEs)	-	-	-
Note 1: The variance between the Real Property Disposition Revolving Fund authorities and actual spending is mainly due to lower than expected disbursements required for the disposal of the properties, the nature of the real estate environment being uncertain and unpredictable prior to the disposals. Note 2: The amounts reported for the Real Property Disposition Revolving Fund are on a modified cash basis. Note 3: Totals may not add up due to rounding.

 

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Realization of value (net proceeds of sale) from surplus properties.	Return on disposals: Proceeds of sales divided by expenditures (e.g., fees, disbursements and investments).	For total sale proceeds of $11.2 million, $2.0 million was spent to improve the marketability of the properties that were sold. The result is that for every dollar spent, $5.55 in revenue was generated.

4. ACQUISITION SERVICES

Program Description

Through the Acquisition Services program, PWGSC: acquires goods and services on behalf of the federal government; manages the supply process by assisting clients with the requirements definition, bid solicitation and evaluation, contract negotiation and administration; manages all procurement-related aspects of major projects (over $100 million); carries out PWGSC acquisition activities across Canada in regional offices; and maintains offices in the United States and Europe principally to serve the needs of the military.

Expected Results

Timely and cost-efficient acquisitions services are provided to other government departments and agencies with enhanced service levels.

Actual Results

In 2007-2008, PWGSC purchased over $12 billion in goods and services with approximately 60,000 procurement-related transactions. This represents a significant achievement in our quality services strategic outcome and an injection of more than $1 billion per month into the Canadian economy. Furthermore, we decreased our expenditures to $164.7 million, a decline of 2.8% from the previous year.

In 2007-2008, commodity management reviews for commonly procured goods and services continued to result in the redesign and implementation of procurement instruments through stronger consultations with both clients and suppliers, as well as consideration of process efficiencies, economies of scale, green procurement criteria and impacts on small and medium enterprises. A total of 50 consolidated procurement instruments addressing $2.7 billion in government-wide spending have been issued since 2005-2006. Our quality services strategic outcome was advanced by providing our clients with reliable data on their expenditures.

Our implementation of the Shared Travel Services Initiative was also a successful highlight of 2007-2008. This initiative offers government employees tools such as on-line booking to bring down their travel costs through bulk buying. These investments in technology are critical in reducing government’s costs of doing business and in providing value for Canadian taxpayers. It is estimated that, compared to non-automated solutions, in 2007-2008 the users of STSI accrued average savings of 3% for accommodation services and 4% for car rental services.

We also put special emphasis on making military procurement more efficient. In support of the “Canada First” Defence Strategy, greater inter-departmental cooperation has resulted in a significant reduction of procurement time. Such improvements made it possible for the Department of National Defence to take early delivery of 17 new tactical aircraft and four strategic aircraft to transport personnel and cargo. In this way, more rapid service delivery in procurement has directly supported Canada’s efforts in Afghanistan.

Lessons Learned and Opportunities

In order to strengthen the quality of our services and deliver on our strategic outcomes, we need to continue to build stronger relationships with our clients and suppliers. Some measures already put into practice include co-locating project teams, procuring off-the-shelf equipment and technologies as much as possible, bundling contracts, and employing high-level performance requirements, as opposed to detailed technical specifications. These measures and opportunities over time, will advance procurement value for Canadians, and improve our service delivery.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	193.4	244.0	247.1
Less: Respendable Revenues	42.4	82.4	82.4
Net Expenditures (Note 1)	151.0	161.6	164.7
Acquisition Services - Full Time Equivalents (FTEs) (Note 2)	1,788	1,758	1,932
Note 1: The variance between the total authorities and actual represents expenditures (Government of Canada Market Place $9.7 million and Reprographic Licence $2.6 million) for which the authorities are reflected in Acquisition Stewardship. In applying the adjustment the new variance would reflect lower than anticipated expenditures. Note 2: The Full Time Equivalent variance is generated by increases not reflected in the total authorities. Note 3: Totals may not add up due to rounding.

 

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Timely and cost-efficient acquisitions services are provided to other government departments and agencies with enhanced service levels.	Percentage reduction in cost of goods and services.	As of March 31st, 2008, the estimated cost reduction for awarded Consolidated Procurement Instruments was 7-8%.
	Percentage reduction in time for procurement transaction.	In 2007-2008, the number of working days for competitive goods contracts ($25,000 - $10 million) was reduced to 72 days from 80 days. Our ultimate target for 2009-2010 is 61.2 days. The overall objective is to reduce throughput time by 10% from the 2006-2007 baseline and to achieve this reduction by 2009-2010.
	Percentage reduction in cost of government purchasing.	In 2007-2008 the cost of awarding $100 of contract value was $1.74. Our ultimate target for 2010-2011 is $1.64. The overall objective is to reduce the administrative cost by 10% from the 2005-2006 baseline by 2010-2011 (5-year target).
	Percentage of client departments satisfied with PWGSC services.	The Acquisitions Branch is developing an internal client satisfaction survey to be conducted in 2008-2009. An Action Plan to address the results will be developed by March 31, 2009.

5. OPTIONAL SERVICES REVOLVING FUND

Program Description

A financial fund, which provides specialized services to client departments, such as marine inspection and technical services, management of seized property, travel management, consensus standards and conformity assessment services. Procurement of vaccines and drugs on behalf of provinces and territories.

Expected Results

Quality, affordable services are provided to government departments and agencies. Revenues offset the full cost of service delivery.

Actual Results

PWGSC’s Optional Services Revolving Fund achieved revenues of $104.8 million providing specialized services to client departments on a cost-recovery basis. This is an increase of 10% over the previous year. We exceeded our full cost-recovery goal with revenues at 103% of costs. For more detailed information on this revolving fund, the full audited financial statement may be seen on-line at http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.

Highlights of results achieved in 2007-2008 include: 1,429 standing offers issued to hotels offering 30-day or less accommodation in Canada, the United States and worldwide; and 12 standing offers to companies offering car rental service in Canada and the United States. By negotiating these rates at a significant discount from market rates, we benefited Canadians by creating significant savings.

We awarded two long-term contracts for the purchase of pertussis-containing vaccines through the Federal, Provincial and Territorial program for the bulk purchasing of drugs and vaccines. Savings to the various levels of government, and therefore, Canadians will exceed $82 million over the full period of these contracts.

PWGSC provides federal departments and agencies with all mandatory and optional procurement services related to communications in the areas of: printing, writing, editing, communications planning, expositions, exhibits, event management, media monitoring, advertising, public opinion research and audio visual services. In 2007-2008, approximately 1,600 contracts and 170 standing offers and supply arrangements were established for these services. These figures represent a significant contribution to the Canadian economy.

Lessons Learned and Opportunities

We have realized that sound program management and high-quality services must be combined with regular dialogue, consultations, and solicitations of feedback from our stakeholders. These efforts are underway and are critical for program improvement and to ensure the continued success of this program activity.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Statutory Votes
Gross Expenditures	100.4	100.4	101.5
Less: Respendable Revenues	100.4	100.4	104.8
Net Resources (Provided) Used (Note1)	-	-	(3.3)
Optional Services Revolving Fund - Full Time Equivalents (FTEs)	44	44	44
Note 1: The Optional Services Revolving Fund variance between the authorities and actual spending is due to higher than anticipated airline commissions in the Traffic Management Program. Note 2: The amounts reported for the Optional Services Revolving Fund are on a modified cash basis. Note 3: Totals may not add up due to rounding.

 

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Quality, affordable services are provided to government departments and agencies. Revenues offset the full cost of service delivery.	Recoveries as a percentage of cost.	Overall, recoveries covered 100% of cost.

6. DEFENCE PRODUCTION REVOLVING FUND

Program Description

Legacy fund presently unused. Maintained to provide acquisition services of military supplies in the event of emergency.

Expected Results

Funding of defence acquisition emergencies on a cost-recovery basis.

Actual Results

This fund is presently unused and is only maintained to provide acquisition services of military supplies in the event of an emergency.

The Defence Production Revolving Fund, established in 1951 by Section 15 of the Defence Production Act, was developed for three key purposes: to finance the stockpiling of defence supplies or strategic material; to make loans or advances to aid in defence procurement; and to permit initial payments for defence supplies, which can be promptly billed to a government department, agency or an associated government in advance of delivery of goods. The Fund and the Defence Production Loan Account have a continuing non-lapsing authority from the Adjustment of Accounts Act to make payments out of the Consolidated Revenue Fund, of which the total of these two accounts is not to exceed $100 million at any time.

For more detailed information on this revolving fund, the full audited financial statement may be seen on-line at http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Statutory Votes
Gross Expenditures	-	-	-
Less: Respendable Revenues	-	-	-
Net Resources (Provided) Used	-	-	-
Defence Production Revolving Fund - Full Time Equivalents (FTEs)	-	-	-
Note 1: No financial activity occurred in 2007-2008.

 

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Funding of defence acquisition emergencies on a cost-recovery basis.	Recoveries as a percentage of cost.	Not used.

7. IM/IT SERVICES

Program Description

IM/IT services provide information management and information technology-based solutions to the Government of Canada. It also provides infrastructure, design, and leadership to major government-wide service projects.

Expected Results

Shared services and systems used by Government of Canada clients.

Actual Results

In 2007-2008, PWGSC IT Infrastructure Services were provided to 125 government departments and agencies on an optional, cost recovery basis. These services included Telecommunications and Networks, Data Centres, Computing and Desktops, and IT Security. Telecommunications and Networks services are provided through our Telecommunications Services Revolving Fund, while the remainder are provided through vote netted transfers.

The operational performance was of the highest level with no significant operational incidents. Process improvements were made in all areas, most notably in governance, portfolio management, business process modeling, product maturity and alignment and Human Resource integrated planning. The Treasury Board Secretariat (TBS) rated PWGSC IT Services at the highest level in its annual Management Accountability Framework (MAF) assessment.

We also provided benefit and value to Canadians and businesses with more than four million on-line credentials to access government services through the Secure Channel. We spent $214.7 million, which represents a decrease of 17% from the previous year, while increasing productivity and improving the quality of the IM/IT services we provide.

We set the stage for further improvements by pursuing the IT shared services model for large-scale service transformation. In 2007-2008, Treasury Board approved a proof of concept project for IT shared services so that we could validate our capacity and prepare PWGSC for large scale growth in IT shared services supporting federal departments and agencies. This will enable us to begin service transformation improvements in order to achieve the associated cost reductions. In 2007-2008, federal organizations, including the Canada School of Public Service, Health Canada, Parks Canada, the Privy Council Office and Veteran Affairs, took part in the project, by transitioning IT services to PWGSC. The proof of concept has now been completed and a report will be finalized in 2008.

In an effort to enhance the quality of our services, we also continued with plans to standardize desktop configurations and associated management practices in order to save energy, duplication, and costs. We conducted a record and document management pilot project with Human Resources and Social Development Canada, which will enhance the development of shared IM services to help departments manage their information holdings.

In 2007-2008, PWGSC obtained Letters of Intent with 5 departments (CRA, DFAIT, TBS, Finance, DND) to partner in Data Centre Consolidation. Significant cost savings can be achieved as a result of the reduced number of data centre facilities. Other benefits include reduction in overall power consumption and improved greening of government operations.

Taken together this work is positioning PWGSC to identify and make the necessary changes to better serve Canadians and government through more strategic use of the efficiencies and effectiveness available through IM/IT.

Lessons Learned and Opportunities

The IT Shared Services initiative continues to advance to eventually achieve benefits to the government. The experience with implementing the initiative has provided a better understanding of the change management imperatives in areas such as governance, financial tools and human resources tools. The 2004 IT Shared Services Business Case will be updated in 2008-2009 to reflect lessons learned.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating, Capital and Statutory Votes
Gross Expenditures	394.5	466.7	464.4
Less: Respendable Revenues	212.5	249.6	249.6
Net Expenditures (Note 1)	182.0	217.1	214.7
IM/IT Services - Full Time Equivalents (FTEs)	1,610	1,724	1,729
Note 1: The positive variance between the total authorities and the actual expenditures is mainly due to the Corporate Management allocation. Prior to this allocation, this Program Activity had incurred costs that had not been fully recovered. Note 2: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Shared services and systems used by Government of Canada clients.	Service-level agreement commitments met.	Met 100% of service-level agreement commitments.
	Percentage increase in the number of IT shared services that are purchased through a catalogue.	The catalogue has been re-aligned to provide for the planned integration with automated service ordering systems. Services purchased by clients are included in the catalogue.

8. TELECOMMUNICATIONS SERVICES REVOLVING FUND

Program Description

Telecommunications services provide network and infrastructure services; voice telecommunications services; satellite services; and managed services. This activity is the only one currently managed through a fully compensatory client-paid Revolving Fund.

Expected Results

Competitively priced and innovative business solutions provided to departments and agencies, leading to Government of Canada cost savings.

Actual Results

In 2007-2008, PWGSC delivered IT Infrastructure Services including Data Centres, Computing and Desktops and IT security as well as a host of Telecommunications and Networks infrastructure and management services providing telephone, teleconferencing, long-distance and wireless voice services and a variety of fixed and mobile satellite services to approximately 241,000 federal employees. The Services provided under the Telecommunications Services Revolving Fund are a subcomponent of the IM/IT Services.

We worked with many industry service providers to offer the most appropriate technology solutions, with the best possible services, at the lowest available rates. Our services were provided on a full cost-recovery basis. In 2007-2008, our revenues were $196.6 million, which represents an increased uptake of shared services of 16.9% over the previous year. The revolving fund achieved its full cost-recovery target. For more detailed information on this revolving fund, the full audited financial statement may be seen on-line at http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.

Considerable work was completed to develop new mobile satellite services, and manage cable plant services and wireless data services. Local Access Service across government grew by 3.6% to 320,000 telephone lines. Government-wide mobile wireless solutions were optimized and led to 50% savings per mobile device (cell phones and blackberries). Additionally, there were more than 2,200 mobile satellite terminals spread across 30 government departments in service using MSAT and Globalstar-based mobile satellite services.

Migration to converged network services solutions continued, with 47 departments currently using these more cost-effective managed services. This is more than double the number of departments from the last year. Also, the use of the Government of Canada-wide Network Equipment Support Services increased its transactions value by 35% across 60 departments and agencies, up from 50 departments and agencies from the previous year. At the same time, PWGSC is working with Human Resources and Social Development Canada/Service Canada to pilot the Government Enterprise Network Services. These initiatives represent our efforts directed at providing competitively priced and innovative business solutions that build quality services for government, and ultimately, Canadians.

Lessons Learned and Opportunities

The results achieved in this program activity will create many future opportunities for PWGSC to continue with the process of service improvement and cost reduction. We have to remain diligent to capitalize on these opportunities that will ultimately benefit all Canadians.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Statutory Votes
Gross Expenditures	134.3	134.3	195.9
Less: Respendable Revenues	134.3	134.3	196.6
Net Resources (Provided) Used (Note1)	-	-	(0.7)
Telecommunications Services Revolving Fund - Full Time Equivalents (FTEs)	194	216	216
Note 1: The variance between the authorities and the actual expenditures is mostly due to higher than anticipated year-end crosscharges to the Telecommunications and Informatics Common Services Revolving Fund as well as to expenditures related to Networking Equipment Support Services (NESS). Note 2: The amounts reported for the Telecommunications Services Revolving Fund are on a modified cash basis. Note 3: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Competitively priced and innovative business solutions provided to departments and agencies, leading to Government of Canada cost savings.	External audit continues to reflect high management standards.   Other performance indicators are being developed for the expected result and will be included in future years.	An external audit completed on May 30, 2008 verified that the financial statements comply with the Treasury Board policy on Special Revenue Spending Authorities and present fairly the financial position of the fund.

9. RECEIVER GENERAL SERVICES

Program Description

Maintains operations for the Departmental Financial Management System (DFMS). Provides optional document-imaging services for departments. Provides optional payment-related printing such as tax information statements and pay statements.

Expected Results

Receiver General Services are timely, efficient and delivered within defined service standards. Business development based on leveraging of growing imaging expertise.

Actual Results

Receiver General Services continued to provide high quality services in 2007-2008. We offered an optional departmental financial management system and payment-related printing services.

We expanded our existing optional services related to document-imaging and automated data capture. We conducted two pilot projects for Service Canada on document-imaging for Income Security Programs and Employment Insurance Programs that allowed us to improve our overall imaging solution, while providing a foundation for future document service offerings. We also developed Memoranda of Understanding for all of our clients, using the Common Departmental Financial System and produced optional payment-related printing for pay statements and tax information statements on time. Both of these services met established service standards, and all of the commitments under our service level agreements. In the case of the financial management system, no major systems issues were experienced, which could have negative impacts on the financial operations of our client departments.

Lessons Learned and Opportunities

To maintain the quality of our document-imaging offerings to client departments, we need to continue to standardize our document-imaging services. This will ensure reliability and efficiency for the benefit of client departments. It will also permit leveraging the information technology support available within PWGSC.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating (including Special Purpose Allotment) and Statutory Votes
Gross Expenditures	10.9	11.0	10.2
Less: Respendable Revenues	2.2	2.4	2.4
Net Expenditures (Note 1)	8.7	8.6	7.8
Receiver General Services - Full Time Equivalents (FTEs)	51	77	77
Note 1: The variance between the authorities and actual spending is mainly due to staffing delays and less than expected Professional Services fees. Other factors such as Corporate Management allocation explain the remaining portion of the variance. Note 2: Totals may not add up due to rounding.

 

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Receiver General Services are timely, efficient and delivered within defined service standards.	Departmental Financial Management System: Percentage of system availability of monthly prime-time hours.	The target of 99% was met.
	Departmental Financial Management System: Percentage of transactions with average response times under 5 seconds.	The target of 95% was met.
Business development based on leveraging of growing imaging expertise.	Document Imaging: Percentage of items released according to schedule.	100% of items were released according to schedule.
	Document Imaging: Maintaining level of service as per Memoranda of Understanding with departments.	Level of service for two clients was satisfactory. We had difficulty meeting two important service levels (response time & quality of images) for our third client, however, a series of improvements brought the delivery of the service to an agreed upon level with the client for the pilot project.

10. PUBLIC SERVICE COMPENSATION SERVICES

Program Description

Administration of payroll, pension and health/disability insurance processes for public service employees and pensioners. Provision of pension services to the Department of National Defence.

Expected Results

Administration of pensions for Canadian Forces annuitants. Timely provision of communications to Public Service employees and pensioners via pay envelope inserts.

Actual Results

PWGSC provided payroll services to 22 separate agencies, three crown corporations and five other federal organizations. We also provide quality services in administering the pension accounts for more than 109,000 members of the Canadian Forces, for which approximately 1.31 million payments were made. In doing this we met or surpassed our expected results 99% of the time.

We conducted a feasibility study to assess the viability of the Government of Canada Pension Modernization Project (GCPMP) to the Royal Canadian Mounted Police (RCMP) pension administration. The joint PWGSC-RCMP team conducted 47 business and technical workshops to identify and address the gaps between RCMP requirements and the GCPMP solution. In addition, the joint team developed a costing model for the application of the GCPMP solution. The RCMP is scheduled to move forward with their analysis and it is expected that a decision will be made in 2008-2009.

PWGSC also advised officials of the Department of National Defence about its readiness to proceed with a more detailed gap analysis review to determine substantive cost estimates by the fall of 2008.

Lessons Learned and Opportunities

While we are committed to providing quality compensation services to potential client departments, we have learned about the importance of balancing decisions of not customizing commercial-off-the-shelf software to accommodate their needs in comparison with the risk of losing them as future clients.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	4.7	5.7	5.5
Less: Respendable Revenues	2.9	3.4	3.4
Net Expenditures (Note 1)	1.8	2.3	2.1
Public Service Compensation - Full Time Equivalents (FTEs)	53	58	58
Note 1: The variance between the authorities and actual spending is mainly due to the Corporate Management allocation. Note 2: Totals may not add up due to rounding.

 

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Administration of pensions for Canadian Forces annuitants.	Percentage of time pension actions processed within service-level standards.	Successfully processed pension actions for the members of the Canadian Forces Superannuation plan within service standards 99% of the time.
Timely provision of communications to public service employees and pensioners via pay envelope inserts.	Percentage of time inserts distributed in accordance with sponsor’s requirement	Distributed pay and pension inserts on time in accordance with sponsor’s requirements, meeting service standards 100% of the time.

11. GOVERNMENT INFORMATION SERVICES

Program Description

Management of key components of the Government of Canada’s communications platform by providing various access channels, from face-to-face to on-line, to meet the diverse needs of Canadians for information on government policies, programs and services.²

Expected Results

The effective, cost-efficient provision of information about Government of Canada programs and services through the use of communications vehicles that are fairly and transparently obtained.

Actual Results

In 2007-2008, PWGSC provided Canadians with access to Government of Canada centralized information on some policies, programs and services through a variety of channels.

The Government of Canada Exhibitions Program (GCEP) brings government information directly to Canadians, in the communities where they live. In 2007-2008, we secured stable ongoing funding for the program. This removed program uncertainty and will now enable long-term planning and resourcing.

A comprehensive outreach strategy to federal departments and agencies was developed to increase awareness of the GCEP. Consequently, the program saw a 21% increase in its database registrations. This enabled the identification of more event co-location opportunities. As a result, in 2007-2008, approximately 45 departments and agencies participated in 28 Canada Pavilion and Federal Presence exhibitions and events. This brought more government information to some 450,000 Canadians as part of a unified federal government presence.

We also implemented recommendations from a 2006 internal program evaluation. Initiatives included: enhancements to the GCEP database that improved reporting capability and event information; and elimination of duplication between the main GCEP program and the rural exhibits program.

More information on the GCEP is available at: http://www.tpsgc-pwgsc.gc.ca/ep/text/index-e.html.

Canadians are accessing more government publications on-line. The government’s publications.gc.ca website provides Canadians with 24/7 access to more than 120,000 publication titles on-line. In 2007-2008, there were more than 7 million downloads of publications, representing an increase of 153% since 2004-2005.

In 2007-2008, an internal program evaluation confirmed that a centralized Publishing and Depository Services (PDS) program is the most efficient means of providing Canadians with easy access to Government of Canada publications.

During 2007-2008, PWGSC worked with federal organizations to increase their adoption of best practices for managing publications. We also worked to formalize our roles and responsibilities and those of nearly 800 partner libraries to improve publication retention, disposal and access.

We also took initiatives that support greening of government operations through increased use of web technology to reduce paper burden. For example, PDS undertook communications activities to promote greater use of e-mail notification services in lieu of traditional mail. As a result, by March 31, 2008, over 1,100 PDS clients were registered to receive e-mail publication notifications. This saves both postage and processing costs and allows customers to receive documentation without delay. We also implemented a new on-line application form for Crown Copyright and Licensing requests: (http://publications.gc.ca/helpAndInfo/cc-dac/crownis-e.html).

For more information on the PDS, please visit: http://publications.gc.ca/control/publicHomePage.

The Canada Gazette, the official newspaper of the Government of Canada, publishes new and proposed statutes and regulations, decisions of administrative boards and an assortment of government notices. The Canada Gazette was accessed by people in over 200 countries, with more than 6 million pages downloaded from the Canada Gazette website. More information on the Canada Gazette is available at: http://canadagazette.gc.ca/index-e.html.

Lessons Learned and Opportunities

We introduced our Canada Pavilion Exhibitors Feedback Report to gather exhibitor feedback. Our first report found that exhibiting departments would like to see greater prominence given to their departmental identities. As a result, we will consult with departments to develop Canada Pavilion concepts that balance the individual identities of departments with the unifying themes of the Government of Canada.

The 2006 evaluation of the Government of Canada Exhibitions Program (GCEP) included an analysis of supplier performance to help identify areas where we could improve the services to client departments and Canadians. In response, we are continuing to enhance the Exhibitions database and strengthen interdepartmental consultation mechanisms to facilitate departmental planning and program coordination.

With respect to our PDS program, rising demand and costs associated with free on-line publications, coupled with a significant reduction in sales of priced publications in recent years, have led to funding challenges. The 2007-2008 evaluation of PDS identified recommendations to improve program performance and address these challenges. Following these recommendations, we developed a management action plan. Under the plan, we will establish an expert roundtable to explore innovative approaches to program delivery, including opportunities to streamline processes and improve our business model to achieve financial sustainability.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	41.1	19.0	20.3
Less: Respendable Revenues	11.0	5.8	5.8
Net Expenditures (Note 1)	30.1	13.2	14.5
Government Information Services - Full Time Equivalents (FTEs)	198	122	104
Note 1: Consulting, Information and Shared Services Branch (CISSB) includes activities for Government Information Services and Stewardship, as well as Business Integration Services and Consulting Services. CISSB ended the year at almost breakeven (2.5% variance overall). The variance between the authorities and actual spending is mainly due to unadjusted authority transfers between Government Information Services and Business Integration Services. Note 2: Totals may not add up due to rounding.

 

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
The effective, cost-efficient provision of information about Government of Canada programs and services using a variety of communications channels and services that are fairly and transparently obtained.	Number of catalogue numbers and ISBNs assigned.	Publishing and Depository Services assigned 5,488 catalogue numbers and ISBNs to Government of Canada publications. This represents an increase of 427 ISBNs over previous year (2006-2007)
	Number of government documents distributed to libraries/depository sites across Canada.	567,593 government documents were distributed through the Depository Services Program to a network of nearly 800 libraries in Canada and to another 147 institutions worldwide.
	Percentage of legislated publication dates met by the Canada Gazette.	As in previous years, the Canada Gazette continued to meet 100% of legislated publication dates in accordance with the Statutory Instruments Act and Statutory Instruments Regulations.
	Average cost per visitor at the Canada Pavilion and federal presence events.	Studies concluded that the average cost per visitor was $0.54 at Canada Pavilion (CP) events compared to $0.65 per visitor at a stand-alone booth.

12. CONSULTING AND AUDIT CANADA REVOLVING FUND

The Consulting and Audit Canada Revolving Fund is a program activity having two program sub-activities: consulting services, provided by PWGSC’s Consulting, Information and Shared Services Branch; and audit services, provided by Audit Services Canada. Each program sub-activity is reported separately in this section of the report. For more detailed information on this revolving fund, the full audited financial statement may be seen on-line at http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.

CONSULTING SERVICES

Program Description

Specialized public sector management consulting services provided to federal departments and agencies and, on request, to provincial, territorial, municipal and Aboriginal governments in Canada and to foreign governments and international organizations. Services include confidential and sensitive assignments, preparation of government documents such as Treasury Board Submissions, Memoranda to Cabinet and Requests for Proposals, development of legislative and regulatory proposals, and advice and solutions from a public sector perspective.

Expected Results

Improved public service management and operations; high-quality and cost-effective professional consulting services; and a knowledgeable and sustainable work force.

Actual Results

In 2007-2008, we provided specialized public sector consulting services to other government departments and agencies on a full cost-recovery basis, generating revenues of $19.0 million. Approximately 60% of revenues came from projects that support priorities of the government and the Clerk of the Privy Council or horizontal initiatives. Our client survey reported that 92% of clients are satisfied with our services and noted that we had contributed to improvement of their management and operations, thus demonstrating the high quality of services we are providing to clients.

Following the dissolution of Consulting and Audit Canada, we developed a new business strategy. We conducted a client needs assessment that confirmed demand for existing and new services. Based on these consultations, we have refocused our services on management consulting that is best provided by public servants and that better aligns with government priorities. As well, we developed new information-gathering activities and communication materials. Our new business strategy will be implemented in 2008-2009.

We also initiated a Quality Assurance Program to further improve service quality and facilitate knowledge transfer to newly recruited consultants. The program includes initiatives to enhance consistency and efficiency by standardizing project methodologies and improving information management systems. Finally, to ensure financial viability, we strengthened our project oversight and sought ways to reduce overhead expenses. Together, these measures have led to reduced operating costs and increased revenues.

Lessons Learned and Opportunities

We continue to be challenged with building our internal capacity, due, in part, to intense competition in the labour market for skilled knowledge workers. In 2007-2008, recruitment targets were not fully met, requiring us to defer projects and, as a result, forego potential revenues. We will continue to implement our recruitment strategy, initiated in 2007-2008, to reach the staffing targets that will enable us to meet client needs.

We will also complement our recruitment strategy by using contracted resources during demand peaks to ensure that our clients’ needs are satisfied. We will continue to work with our Acquisitions Branch to develop new, more flexible procurement tools that will enable us to build our capacity more rapidly.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Statutory Votes
Gross Expenditures	28.6	28.6	19.0
Less: Respendable Revenues	28.6	28.7	19.0
Net Resources (Provided) Used (Note1)	-	(0.1)	-
Consulting and Audit Canada Revolving Fund - Consulting Services - Full Time Equivalents (FTEs)	154	154	139
Note 1: The reduction in business volume is mainly attributable to a decrease of contract revenue due mainly to the withdrawal from flow-through contracting, coupled with 15 fewer Full Time Equivalents than planned. In accordance with the Policy on Special Revenue Spending Authorities, the Consulting and Audit Canada Revolving Fund received $879,000 from Consulting, Information and Shared Services Branch Vote 1 to cover the Consulting Services shortfall. Note 2: The amounts reported for the Consulting and Audit Canada Revolving Fund are on a modified cash basis. Note 3: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Improved public sector management and operations High-quality professional services Cost-effective delivery of services Knowledgeable and sustainable workforce.	Percentage of clients indicating that Government Consulting Services (GCS) work contributed to improvements in the management and/or operation of their organization.	92% of clients reported that GCS services had contributed to improvement of management and operations.
	Percentage clients satisfied overall.	92% of clients were satisfied with services provided.
	Average training days per FTE.	Average number of training days was 5.87 per FTE.
	Net Revenue.	$19.0 million in respendable revenues; full cost recovery achieved.
	Average number of full-time work experience per FTE.	The average number of years in the public service for Government Consulting employees is 9.2.

AUDIT SERVICES CANADA

Program Description

Provide, on an optional and fee-for-service basis, audit services to federal departments and agencies and, on request, to provincial, territorial, municipal and Aboriginal governments in Canada and to foreign governments and international organizations.

Expected Results

• High-quality professional services.
• Knowledgeable and sustainable workforce.
• Improved internal audit capacity within the federal government while maintaining core resources to meet cost and contribution audit needs of public service managers.
• Cost-effective delivery of services.

Actual Results

PWGSC provides audit services to departments and agencies through Audit Services Canada (ASC), whose mission is to contribute to improving public sector management, accountability and operations by providing assurance, audit and accounting services.

The results of our work demonstrate the government’s ongoing commitment to be more accountable to Canadians. In 2007-2008, we provided audit services in highly visible court cases involving the Sponsorship program and a major contracting fraud. Our audit of the Sponsorship program, which supported the work of the Gomery Commission, assisted in the government’s efforts to recover funds through Quebec courts. With respect to the major contracting fraud, our audit work resulted in the government recovering $146 million. Audit work carried out for the PWGSC Contract Program has resulted in significant annual cost savings for Canadian taxpayers. It provides an important oversight function to ensure that government contracts provide Canadians best value for their tax dollars.

Although only in our second year of operation as ASC, we were able to make significant progress in building on our reputation as a provider of high quality professional audit services. The number of our auditors with professional designation is now 95%, against a target of 80%. Our annual client satisfaction survey found that 95% of all respondents reported that they were satisfied with our services. This high level of client satisfaction was also reflected in the high level of our repeat business, which was 95%, against a target of 85%.

We generated $3 million worth of business with the Office of the Comptroller General, which is $1 million more than we had targeted. It should be noted, however, that our total revenues, as an organization, for 2007-2008, were $16.3 million, or a $1.7 million shortfall from the targeted revenues of $18 million. This shortfall is due to the ongoing difficulties faced in recruiting sufficient auditors to meet the strong demand for audit services.

Lessons Learned and Opportunities

To satisfy the high demand for audit services, our top priority will be to staff and retain professional auditors. Concurrently, owing to both the changing requirements of the audit profession and the need to maintain the quality of services that we deliver and that clients have come to expect, we will be working to ensure that our auditors receive between eight and ten days of annual professional development to maintain and advance their knowledge and skills. After closely monitoring our financial performance for 2007-2008, a review will be undertaken in 2008-2009 to determine a more appropriate funding and business model.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Statutory Votes
Gross Expenditures	25.0	25.1	16.3
Less: Respendable Revenues	25.0	25.0	16.3
Net Resources (Provided) Used (Note1)	-	0.1	-
Consulting and Audit Canada Revolving Fund - Audit Services - Full Time Equivalents (FTEs)	207	207	159
Note 1: The reduction in business volume is mainly attributable to 48 fewer Full Time Equivalents than planned, coupled with a significant investment in building a professional practice. In accordance with the Policy on Special Revenue Spending Authorities, the Consulting and Audit Canada Revolving Fund received $5.5 million from the Operating Vote to cover the Audit Services shortfall. Note 2: The amounts reported for the Consulting and Audit Canada Revolving Fund are on a modified cash basis. Note 3: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
High-quality professional services. Knowledgeable and sustainable workforce. Improved internal audit capacity within the federal government while maintaining core resources to meet cost and contribution audit needs of public service managers. Cost-effective delivery of services.	Overall client satisfaction rate	Exceeded target by 10% (95% vs. target of 85%).
	Number of auditors with professional designation.	150 vs. target of 130.
	Projects with and on behalf of the Office of the Comptroller General.	$3 million Memorandum Of Understanding vs. $2 million target.
	Implementation of a funding model that will allow Consulting and Audit Canada to attain its financial goals.	Deferred to fiscal year 2008-2009.
	Net revenue.	Shortfall of $1.7 million ($16.3 million in revenues vs. target of $18 million).

13. BUSINESS INTEGRATION SERVICES

Program Description

Industrial Security Program (ISP): Comprises two activities: Contract Security which safeguards sensitive government information and assets entrusted to the private sector when under government contract; and Controlled Goods which prevents unauthorized examination, transfer or possession of controlled goods.

Shared Services Integration (SSI): Provides support to five corporate administrative shared systems (Human Resources Information System [HRIS], Automated Materiel Management Information System [AMMIS], Integrated Financial and Materiel System [IFMS], Government of Canada Human Resources Management System [GC HRMS], and a commercial, off-the-shelf financial management system) and human resource services to small departments and agencies.

Expected Results

Classified/protected Government of Canada information and assets are safeguarded and controlled goods are protected while in the custody of private sector companies; and high-quality, timely and accessible support is provided to corporate administrative systems client groups and small departments and agencies requiring HR services.³

Actual Results

Demand for industrial security services has been growing since 9/11 as a result of heightened security awareness and increased military procurement. In 2007-2008, the Industrial Security Program processed more than 2,400 requests for security advice and clauses for contracts. This is 10% higher than the 2,171 received in 2006-2007. Reflecting this increase, PWGSC also processed 114,000 security screenings and clearances, representing an increase of 8.5% over the previous year.

As a result, PWGSC implemented initiatives to efficiently respond to this increasing demand. For example, we launched a new industrial security On-line Inquiry Service (OIS) in October 2007. Since its release, the service has registered almost 3,000 new users from industry and government. By March 31, 2008, these users had performed over 32,000 searches to immediately confirm the status of personnel security clearances. This is a significant enhancement to the quality of our services.

At the same time, we prepared for the implementation of the RCMP Real Time Identification (RTID) initiative. Upon activation, the system will enable the electronic transmission of fingerprints, thereby significantly reducing security clearance turnaround times.

In response to recommendations of the October 30, 2007 Report of the Auditor General of Canada – Chapter 1 - Safeguarding Government Information Assets in Contracting – we implemented a management action plan to improve contract management and security. As part of this plan, PWGSC issued instructions to departments to more clearly identify security requirements in contracts; finalized ISP standard operating procedures and delivered staff training to ensure consistent program delivery; and certified its information systems to conform to Government of Canada Management of Information Technology Standard (MITS).

We also implemented additional measures to strengthen program delivery. They included: an independent third party review of the operation of the ISP; a new Industrial Security Management Advisory Board to provide program advice and oversight; and a business improvement project to automate data transfer between procurement and security information systems.

Shared Services Integration (SSI) continues to focus on quality assurance. In 2007-2008, PWGSC completed an external review of our IFMS corporate administrative system. The purpose of this review was to validate the methodology used to develop and maintain the IFMS. This review provided recommendations to improve quality assurance of product management, planning, change management, release management and communications. These recommendations will be implemented beginning in 2008-2009.

Through a client visitation program, PWGSC identified areas of improvement in client-provider relationships in the delivery of HR services to small departments and agencies. Results of these consultations are: clearer accountabilities between clients and PWGSC; stronger oversight; and more streamlined processes.

Lessons Learned and Opportunities

The October 2007 Report of the Auditor General identified administrative deficiencies in the Industrial Security Program and acknowledged that investments were needed to strengthen the program. Two requests for funding were submitted in 2007-2008 to address the funding shortfall. These resulted in one-year funding solutions for 2007-2008 and 2008-2009. Combined with a reallocation of funds within the department, this will provide the funding required to build capacity within ISP to respond to the demand. Efforts are under way to recruit, train and retain skilled professionals to meet current and future program needs.

We also identified an opportunity to better demonstrate SSI program performance through improved management information. Work will be carried out to develop performance indicators to measure the cost effectiveness of program support. We will also be reviewing our SSI funding and costing models to improve transparency of program costs.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	29.8	46.5	44.5
Less: Respendable Revenues	22.3	28.2	28.2
Net Expenditures (Note 1)	7.5	18.3	16.4
Business Integration Services - Full Time Equivalents (FTEs)	132	257	257
Note 1: Consulting, Information and Shared Services Branch (CISSB) includes activities for Government Information Services and Stewardship, as well as Business Integration Services and Consulting Services. CISSB ended the year at almost breakeven (2.5% variance overall). The variance between the authorities and actual spending is mainly due to unadjusted authority transfers between Government Information Services and Business Integration Services. Note 2: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Timely processing of personnel security screenings.	Percentage of reliability clearances turned around in 48 hours.	82.5% of reliability status screenings were turned around in 72 hours. Original target was 48 hours. However, timeliness objectives were revised to account for the multi-stakeholder nature of the process.
Timely registration or renewal of companies in Controlled Goods.	Percentage of companies renewed or registered in Controlled Goods within 30 days.	92% of companies were renewed or registered within 30 days.
Clients are satisfied with corporate administrative systems support services and human resource services.	Percentage of human resources services clients satisfied.	88.8% of human resource services clients were satisfied with service.

14. TRANSLATION AND INTERPRETATION TO PARLIAMENT, CONFERENCE INTERPRETATION, TERMINOLOGY

Program Description

Provision of translation and interpretation services to Parliament, conference interpretation and terminology services.

Expected Results

Best-value service to Parliament, the judiciary and other government organizations to ensure the government’s ability to function in both official languages and other languages as required.

Actual Results

In 2007-2008, to focus on advancing our quality services strategic outcome, we modernized our services, introduced new technologies, and expanded the scope of our offerings so that more Canadians can participate in the democratic process of our nation. In total, we provided translation and interpretation services to more than 1,500 sessions of the Senate, the House of Commons, and various parliamentary committees. We assigned interpreters to major events such as the G8 Summit in Germany, and the Prime Minister’s visit to Latin America. We inaugurated new facilities for the interpretation laboratory used to train interpreters to remain current in a world where proficiency in languages will be critical to Canada’s interests in trade and international relations. In 2007-2008, we had net expenditures of $57.8 million, which remained relatively stable from the previous year.

In support of Canada’s current reality as a bilingual and multicultural nation, we worked on behalf of Canadians to ensure everyone has access to parliamentary proceedings. As such, we implemented a voice recognition system for closed captioning services so that Francophones who are hard-of-hearing can follow live broadcasts of Question Period. Similarly, we reviewed the offering of Aboriginal language interpretation services with the Senate, and prepared a draft service offering for sign language interpretation to support the government’s obligation to provide these services.

Finally, we began work on the integration of terminology banks of other international organizations with TERMIUM®. By expanding our terminology bank to other languages such as Spanish and Portuguese, we are assuring Canadians that the translations and interpretations provided by their government are of the highest quality.

Lessons Learned and Opportunities

In fall 2007, the Senate decided to provide interpretation services in Inuktitut. This was a welcomed opportunity, which has continuing challenges such as the recruitment and training of translators and interpreters and the development of terminology for parliamentary debates in Aboriginal languages. Similarly, with the expansion of our offerings for real-time, closed captioning of House of Commons proceedings in French, there is an opportunity to improve the system currently used to deliver this service in English.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	55.7	57.7	57.8
Less: Respendable Revenues	-	-	-
Net Expenditures	55.7	57.7	57.8
Translation and Interpretation to Parliament, Conference Interpretation, Terminology - Full Time Equivalents (FTEs)	-	-	-
Note 1: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Best-value service to Parliament, the judiciary and other government organizations to ensure the government’s ability to function in both official languages and other languages as required.	Percentage of sessions covered in both Houses of Parliament.	100% of sessions in both Houses of Parliament used the Bureau’s services.
	Percentage of clients satisfied with service.	The satisfaction rate of clients was 94% for interpretation services and 84% for translation services.
	Number of hits on the Translation Bureau’s Terminology site (TERMIUM®).	There were 476 million hits and 66.5 million searches on TERMIUM®.

15. TRANSLATION BUREAU REVOLVING FUND

Program Description

Provision of translation, technolinguistic and other linguistic services to the judiciary and federal departments and agencies on a cost-recovery basis.

Upon request, provide translation, technolinguistic and other linguistic services to other governments in Canada and international organizations on a cost-recovery basis.

Expected Results

Financially viable organization offering best-value service to the judiciary and other government organizations to ensure the government’s ability to function in both official languages and other languages as required.

Actual Results

In 2007-2008, we provided quality linguistic services to federal organizations on a cost-recovery basis, thereby allowing them to function in both official languages. Specifically, we provided more than 1.5 million pages of translation at some 60 points of service nation-wide, achieving revenues of $215.3 million; 84% of our clients said that they were satisfied with the quality of our services. We assigned 540 translators and seconded 69 others to our clients. We also installed translation memory licenses in over 60% of our points of service. This was an extremely valuable exercise in transforming our production system and improving the quality of our services.

To further improve the way we deliver our services, we also completed the implementation of an activity-based costing system that will enable the production of cost reports, analyze the profitability of various business scenarios, and provide advice on pricing strategies for our clients.

In order to build our capacity, which is essential to maintaining our high level of service quality, we gave special attention, in 2007-2008, to the recruitment and development of staff in specialized sectors and in sectors with critical staff shortages. Approximately 100 recruits participated in our two-year learning program. Finally, through our new business model, we streamlined our processes to achieve optimal automation from order taking to invoicing. For more detailed information on this revolving fund, the full audited financial statement may be seen on-line at http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.

Lessons Learned and Opportunities

During 2007-2008, we continued to implement the translation memory. This tool allows previously translated segments of text to be retrieved from archives and used to ensure terminological consistency. Although the memory has proved to be beneficial, we found that a longer adaptation period was needed for staff to learn how to optimally use the tool. This represents an opportunity as the memory has changed not only how translators work, but also our entire translation process and administrative operations.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Statutory Votes
Gross Expenditures	214.9	221.1	218.6
Less: Respendable Revenues	214.9	214.9	215.3
Net Resources (Provided) Used (Note1)	-	6.2	3.3
Translation Bureau Revolving Fund - Full Time Equivalents (FTEs)	1,534	1,681	1,653
Note 1: The variance of $0.4 million in respendable revenues is due to an increase in translation requests.  For the expenditures, the variance of $2.5 million is due to a refund of employee benefits for $1.5 million from Treasury Board and the budgeted salaries included an increase for collective bargaining, which did not materialize in 2007-2008. Note 2: The Bureau's revolving fund provides services to Parliament and collects the related revenues from its own operating vote. Accordingly, the revolving fund's gross expenditures and respendable revenue include the net expenditures reported in Translation and Interpretation to Parliament, Conference Interpretation, Terminology and Translation Stewardship Program Activities. Note 3: The amounts reported for the Translation Bureau Revolving Fund are on a modified cash basis. Note 4: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Financially viable organization offering best-value service to the judiciary and other government organizations to ensure the government’s ability to function in both official languages and other languages as required.	Percentage of revenue objectives met.	The revenue objectives were exceeded, settling at 108% ($150 million instead of the forecast of $140 million).
	Percentage of clients satisfied with service.	84% satisfaction rate for translation services.

16. GREENING GOVERNMENT OPERATIONS SERVICES

Program Description

Provision of environmental services at the established service standards, to federal departments and agencies.

Expected Results

Clients are satisfied with the quality, timeliness and value of PWGSC’s environmental services.

A positive influence on environmental performance and sustainability of government operations.

Actual Results

As a service provider in real property management, with expertise in environmental services, we provide leadership in greening government operations, both within PWGSC, and across all federal departments and agencies.

We operate and maintain our real property assets in the most environmentally responsible manner. To this end, we adopted the Building Owners and Managers Association’s (BOMA) Go Green Plus environmental assessment program. As well, we implemented the Go Green Plus environmental assessment tool to evaluate the environmental performance of federally owned office buildings in energy; water and waste reduction and recycling; emissions, effluents and other impacts; indoor environment, and environmental management. The goal is to assess all federally owned office buildings within three years. These assessments, which provide real-time feedback on a building’s performance and identify areas for improvement, are used to compare portfolio performance with Canadian industry benchmarks. They help us adapt building operations and maintenance to reduce the environmental footprint of our buildings.

Furthermore, we implemented a series of plans to reduce greenhouse gas emissions, reduce the consumption of natural resources, and manage waste through re-use and recycling. We implemented an Environmental Compliance Management Program to ensure compliance with environmental legislation. We are also developing an implementation plan for guidance on green leases.

To better serve our client needs, we implemented a new organizational structure to organize environmental aspects and service lines into program level groupings. Service levels were maintained and our client departments now enjoy single window program delivery; 89% of our clients indicated satisfaction with the overall level of service we were providing.

The Final Cost Share Agreement on the restoration of the Sydney Tar Ponds received Treasury Board approval. The Government of Canada will contribute up to $280 million with an additional $120 million from the Government of Nova Scotia. The Sydney Tar Ponds Agency will carry out the project, and PWGSC and the Nova Scotia Department of Transportation, Infrastructure and Renewal, will monitor the project to ensure that it is managed in an effective, environmentally sound and accountable manner.

As part of this, a $6 million preventative work project was designated as an Aboriginal Set aside. The project linked the government’s priority of improving the lives of Canada’s Aboriginal people through provision of skill set improvement and enhanced capacity of First Nations companies.

Lessons Learned and Opportunities

Our first client satisfaction survey found that 89% of all respondents were satisfied with our overall service.

The survey’s findings have helped us to identify areas for improvement, which will be incorporated into an improvement strategy currently being developed.

All clients, with whom projects over $25,000 in value were conducted, were solicited to complete our Client Satisfaction Survey. In cases where business volumes did not exceed $25,000 but various smaller dollar value projects to the same client existed, the client was also surveyed for a Client Satisfaction Survey.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating (including Special Purpose Allotment) and Statutory Votes
Gross Expenditures	-	10.6	10.2
Less: Respendable Revenues	-	-	-
Net Expenditures (Note 1)	-	10.6	10.2
Greening Government Operations Services - Full Time Equivalents (FTEs)	3	9	9
Note 1: The Sydney Tar Ponds project spent 96.2% of the budget. The lapse is attributable to some forecasted legal expenses that were paid by the Department  of Justice and expenses for the Ecological Risk Assessment, which came in under forecast. Note 2: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Clients are satisfied with the quality, timeliness and value of PWGSC’s environmental services. A positive influence on environmental performance and sustainability of government operations.	Percentage of projects (greater than $25,000 in value) where project debriefs are conducted (The results of the project debriefs are to be carefully considered for purposes of improving future environmental services).	Our first client satisfaction survey found that 89% of all respondents were satisfied with our overall service.

SOUND STEWARDSHIP

We undertook a number of key initiatives in program activities supporting our sound stewardship strategic outcome. Sound stewardship benefits Canadians through accountability, fairness and transparency in our business.

In support of our stewardship role, we introduced a Code of Conduct for Procurement, which, through the Federal Accountability Act and Action Plan, helped to strengthen accountability and increase transparency and oversight in government-wide operations. The Code of Conduct for Procurement consolidated existing legal, regulatory and policy requirements into a concise statement of the expectations the government has of its employees and its suppliers.

We also assisted in the creation of the Office of the Procurement Ombudsman. Its mandate is to review the practices of government departments in acquiring materiel and services, review complaints from suppliers respecting the awarding of contracts or in the administration of contracts by departments, as well as ensuring availability of a dispute resolution process where parties agree to participate to resolve differences.

PWGSC, in its stewardship role, supported government initiatives to strengthen transparency and accountability in the management of advertising and public opinion research (POR). As part of the Federal Accountability Act and Action Plan, an Independent Advisor was appointed to conduct a full review of POR activities. In addition to providing information in support of this review, PWGSC also coordinated the government’s response to recommendations from the Independent Advisor.

The integrity of everything we do, from the tendering of contracts to our publication of the Public Accounts of Canada and the Canada Gazette, defines our stewardship objectives as we continually strive to ensure that Canadian taxpayers receive the high quality services and programs that they have come to expect from PWGSC in an accountable and transparent manner.

We have 10 sound stewardship program activities, outlined as follows:

1. Real Property Stewardship
2. Supply Operations Stewardship
3. IM/IT Stewardship
4. Receiver General Stewardship
5. Public Service Pay Stewardship
6. Public Service Pension Stewardship
7. Government Information Stewardship
8. Business Integration – Performance Management
9. Translation Stewardship
10. Greening Government Operations Stewardship

1. REAL PROPERTY STEWARDSHIP

Program Description

Provision of strategic leadership and proactive management of the resources and real property assets to support the delivery of government programs.

Expected Results

Government program delivery is facilitated by a consistently applied, modern real property and program management framework that reflects a whole-of-government perspective in decision-making.

Actual Results

Stewardship refers to the prudent management and use of federal resources, including ensuring the long-term integrity of federal real property assets in the custody of PWGSC.

In 2007-2008, we aligned ourselves more directly with private sector best practices in managing our real property portfolio. In line with our new business management model, we now look at the total cost of ownership with enhanced consideration towards risk when deciding whether to own, lease or make lease-purchase arrangements for long-term office accommodation. The Government of Canada has endorsed this broader approach, ensuring that Canadians benefit from the best overall value.

PWGSC achieved a distribution ratio of 77/23 between the Ontario and Quebec components of our National Capital Area office accommodations. To meet our target ratio of 75/25, a competitive process was launched to develop new office space in Gatineau.

Long-term leases were sought wherever favourable to the Crown. For leases of less than 5,000 rentable square metres, the average duration climbed from 7.81 to 8.5 years, thus providing longer-term reliability for Canadians.

Managed risk creates better results for both our clients and Canadians. We implemented Integrated Risk Management (IRM) practices and developed a risk management policy and manual to better manage our real property portfolio. We integrated a Corporate Risk Profile, identifying corporate risks and mitigating strategies, into our Real Property Business Plan. Our Audit Management Office implemented and monitored audit recommendations to ensure deadlines were met.

As a client-focused organization, we provided our client departments with the real estate services that they needed, when they needed them and at prices that represent best value for Canadian taxpayers. We regularly engaged our clients to obtain their comments and suggestions for improvement. For example, in 2007-2008, our quarterly satisfaction surveys reported an 88% satisfaction rating for our office buildings managed by the private sector. We attained a 92% satisfaction rating for all office buildings in the previous year (as reported in our bi-annual National Tenant Satisfaction Survey 2006-2007).

To ensure that our real property investment provided best value for the government and taxpayers, we developed and implemented a National Property Plan to support investment and project decision-making on a full portfolio basis. This allows us to ensure that prioritized multi-year project requirements are linked with our department’s annual financial and human resources allocations.

Lessons Learned and Opportunities

In order to support our ongoing stewardship role in real property management, we will continue to evaluate our business planning and risk management to ensure best practices are implemented.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	44.1	76.3	70.4
Less: Respendable Revenues	1.9	3.3	3.3
Net Expenditures (Note 1)	42.2	73.0	67.1
Real Property Stewardship - Full Time Equivalents (FTEs)	254	384	383
Note 1: The variance between authorities and actual spending is largely due to delays in staffing vacant positions and postponement of consulting contracts to the new fiscal year. Note 2: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Government program delivery is facilitated by a consistently applied, modern real property and program management framework that reflects a whole-of-government perspective in decision-making.	Actual recapitalization rate vs. funded recapitalization.	86% Actual vs. funded recapitalization rate has increased by 2.5% (from 83.5% to 86%). Target is 98%.
	Percentage or number of portfolio plans approved (against target).	100% (based on 6 plans).
	Operating and capital year-end actuals are within pre-determined percentage of budget in accordance with approved practices.	94.4%

2. SUPPLY OPERATIONS STEWARDSHIP

Program Description

Acquisition Policy; Contract Quality Assurance; Professional Development; Vendor Performance and Review; and other management and administrative activities to support program delivery.

Expected Results

Address Federal Accountability Act commitments and meet branch goals related to achieving procurement transformation objectives and carry out core functions.

Actual Results

In 2007-2008, we undertook a number of initiatives related to our acquisition stewardship responsibilities to ensure value for money in all our purchases. We also established levels of accountability and transparency that guarantee all Canadians are treated fairly and openly when accessing procurement opportunities provided by the government.

As part of the implementation of the Federal Accountability Act, we assisted in the creation of the Office of the Procurement Ombudsman to review procurement practices across government and address supplier complaints. We also introduced a Code of Conduct for Procurement, which provides a concise statement of acceptable conduct, when contracting with the government, to ensure that both government employees and suppliers share the same expectations and commitments.

We conducted a promotional campaign to increase awareness of supplier-related issues and to attract small and medium-sized enterprises in key sectors to consider doing business with the Government of Canada. Furthermore, we assisted 18,000 individuals and small and medium business representatives through approximately 970 outreach activities that included seminars, special events and trade shows on the procurement process and doing business with the government. We also provided service through a 1-800 Infoline and updated the Office of Small and Medium Enterprises and Business Access Canada websites. This resulted in an 8% increase, from the previous year, in the number of enterprises registered with PWGSC through our Supplier Registration Information service.

To further strengthen our stewardship role, we responded to the findings of the Office of the Auditor General by reviewing all property management transactions under the Integrated Relocation Program, dating back to 1999. As a result, the supplier of our integrated relocation program, has now processed refunds for 95 of the 139 Canadian Forces members who were over-charged. This represents $100,202 of the $133,041 to be reimbursed.

Lessons Learned and Opportunities

We developed strong corporate capacity for sound stewardship by undertaking the work outlined above under this program activity. The challenge is to maintain this capacity and continue to build upon it.

PWGSC has established a Procurement Oversight Committee to review large or sensitive procurements where PWGSC is both the client and the contracting authority.

We will also redevelop the supply manual for clarity and operations improvement along with a new vendor performance policy.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	65.7	67.5	52.1
Less: Respendable Revenues	8.5	4.7	4.7
Net Expenditures (Note 1)	57.2	62.8	47.4
Supply Operations Stewardship - Full Time Equivalents (FTEs)	332	312	305
Note 1: The variance between the total authorities and actual spending represents in part actual expenditures  (Governement of Canada Market Place $9.7 million & Reprographic Licence $2.6 million) that are reflected in Acquisition Services program activity. In applying the aforementionned adjustment, the variance would mainly be due to lower than anticipated expenditures related to the Business Transformation. Note 2: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Address Federal Accountability Act commitments.	Number of Canadian International Trade Tribunal cases - percentage in PWGSC’s favour vs. suppliers’ favour.	Of the more than 60,000 contractual documents issued in 2007-2008, 24 were subject to a CITT inquiry. Of these 24 complaints, 7 remain unresolved, 10 were found not valid, and 7 were found valid or valid in part. The Federal Court of Appeal is conducting a judicial review of 2 of the 7 complaints found valid or valid in part. In one complaint found valid in part, PWGSC received complaint preparation costs.
Meet branch goals related to achieving procurement transformation objectives and carry out core functions.	Number of complaints to Procurement Ombudsman.	No statistics are available as yet, given that the permanent Office of the Procurement Ombudsman came into effect in May 2008.

3. IM/IT STEWARDSHIP

Program Description

IM/IT Stewardship provides IM/IT standards, architecture, engineering, security, client interface/relationship, branch program management, strategy and governance.

Expected Results

Sound leadership of IM/IT resources in Government of Canada.

Actual Results

In 2007-2008, we continued to provide sound stewardship over IM/IT resources by working with federal organizations responsible for delivering and managing IT infrastructure and shared services. As part of our stewardship role, we engaged client organizations and the Treasury Board Secretariat in the governance process. The key achievements were in developing and delivering IT products and services that meet client needs in a manner that was open, transparent and accountable.

The most important element of IT shared services governance is the interdepartmental IT Shared Services Council composed of Assistant Deputy Ministers from a number of departments and agencies. This Council provided strategic advice and guidance to help ensure that plans and strategies address future delivery of IT shared services.

A related component of our stewardship is product governance, where government departments participated in the direction of four key pillars of IT shared services: Distributed Computing, Data Centres, Telecommunications and IT Security. To enhance our planning processes, we developed and refined integrated products and service plans for the four pillars. To properly consult on client needs and priorities, we established terms of reference for management boards and advisory committees with representation from federal government departments and agencies.

The Service Management Improvement Program made significant progress towards operational excellence through the implementation of industry recognized best practices and processes. We launched 31 projects to increase efficiencies, thereby reducing our operational costs by over $3 million.

Lessons Learned and Opportunities

The establishment of a comprehensive governance framework has proven to be extremely important. By engaging departments with effective communications and transparency, as well as soliciting and seeking requirements for product development, we managed to advance the implementation of shared services. We learned that clear roles, responsibilities and accountabilities are imperative in the successful delivery of IT products and services. This is critical at all stages of the product lifecycle, from inception to development, to launch of operations.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	14.1	18.8	15.0
Less: Respendable Revenues	0.6	1.1	1.1
Net Expenditures (Note 1)	13.5	17.7	13.9
IM/IT Stewardship - Full Time Equivalents (FTEs)	122	124	124
Note 1: The variance between the total authorities and the actual expenditures is mostly due to year-end crosscharges to the Telecommunications and Informatics Common Services Revolving Fund and to the IT Infrastructure Rust-Out Treasury Board submission as well as to the Corporate Management allocation. Note 2: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Sound leadership of IM/IT resources in Government of Canada.	Level of service availability and reliability.	2007-2008 was a record year, during which we exceeded the 99.7% availability target across all 16 systems in all 12 months. The aggregate annual availability for these systems was 99.98%. We achieved the monthly target of less than 5 failures. For the full 2007-2008 fiscal year, there were 13 failures (none significant), and 6 incident-free months.
	Infrastructure utilization rate.	Average space utilization rate was 95.6% across 4 National Capital Area Data Centre Facilities. Percentage of utilization of Mainframe MIPS (processing units) consumed in the IT infrastructure was 94.55% (Average Effective MIPS).
	Level of partner participation.	Signed high-level Memoranda of Understanding (MOUs) with Strategic Partners as the framework for collaborating on IT Shared Services Development (Datacentre Services - CRA; Distributed Computing - DND; Networks - Service Canada). Piloted Reading Accounts and Deploying Appropriate Resources (RADAR) methodology with key departments as foundational to the Client Portfolio Management Model. This is a prelude to rollout to the top 20 clients by volume (representing some 80%). In addition, we instituted Client Portfolio Review meetings on a pilot basis with key clients, such as PWGSC, DND, Service Canada, Transport Canada, and Health Canada.

4. RECEIVER GENERAL STEWARDSHIP

Program Description

Maintains high-quality support for the Consolidated Revenue Fund and the Accounts of Canada (revenue collection, cash management operations, payment services, Public Accounts, Monthly Statement of Financial Operations, Central Accounts).

Expected Results

Preservation of the integrity of the Consolidated Revenue Fund and the Accounts of Canada. Effective execution of functions essential to the transparency, integrity and control of government financial information.

Actual Results

In 2007-2008, we issued 255 million payments in almost 150 countries, and handled more than $1.6 trillion in cash flows. We issued payments, including payments to taxpayers for socio-economic programs such as the Canada Pension Plan, Old Age Security and Employment Insurance programs, as well as payments on behalf of nine provinces and three territories. We also produced the Public Accounts of Canada for 175 departments, agencies, Crown corporations and other business entities as part of our reporting to Parliament and to the public, in compliance with the requirements and schedule established by the Office of the Comptroller General, Department of Finance and the Office of the Auditor General. We maintained the accuracy and integrity of these functions that is critical to the ongoing operations of the government and its service delivery to Canadians.

In order to reduce costs and support the government’s green agenda, we undertook promotional campaigns to encourage the use of direct deposit as a more secure and reliable way to receive payments. In 2007-2008, 70.8% of all payments were made electronically. Direct deposit participation increased by an additional 5.3 million for a total of 172 million direct deposit payments, an increase of 2.7% over the previous year. Enrolment in the foreign direct deposit program is as high as 55.8% of eligible recipients, depending on the country. The direct deposit program eliminated approximately 2,500 metric tonnes of paper last year, saving approximately 60,000 trees. This continued effort has created not only value for Canadians in both efficiency and environmental benefits but in service as well.

We took further measures to reduce costs while ensuring that banking services continue to be provided to departments overseas, such as for the Department of National Defence to pay local suppliers in Kandahar, Afghanistan. Significant progress was also made to prepare for the acquisition of foreign banking services in 2008-2009. We also worked in collaboration with Service Canada and put in place the infrastructure and processes necessary to issue payments related to Indian Residential Schools. Over 60,000 payments were made in 2007-2008 and work will continue next year to support this important program.

In 2007-2008, as part of the Receiver General Streamlining Project, testing of image-based cheque clearing with financial institutions started and will be carried through until 2008-2009.

Lessons Learned and Opportunities

Given that the direct deposit promotional campaign yielded better results than expected, we will intensify our campaign efforts in collaboration with program departments for payments made on their behalf. Finally, we underestimated the impact of cheque redesign for reconciliation during the peak periods. To minimize the impact in the future, we are examining possibilities to extend our processing window.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating (including Special Purpose Allotment) and Statutory Votes
Gross Expenditures	144.0	150.6	146.1
Less: Respendable Revenues	13.5	19.5	19.5
Net Expenditures (Note 1)	130.5	131.1	126.6
Receiver General Stewardship - Full Time Equivalents (FTEs)	503	483	484
Note 1: The variance between the authorities and actual spending is mainly due to the following factors : The Corporate Management Allocation and, in the Special Purpose Allotment, lower postage requirements as a result of higher than anticipated enrolment in direct deposit. These surpluses were not allocated to other priorities due to funding mechanism restrictions. Note 2: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Preservation of the integrity of the Consolidated Revenue Fund and the Accounts of Canada.   Effective execution of functions essential to the transparency, integrity and control of government renewal information.	Monthly statements produced within an annual average of 25 working days of month end.	Produced monthly statements within an annual average of 24.4 working days of month-end.
	Timely production of public accounts as per defined schedule.	Produced the 2007-2008 Public Accounts as per schedule.
	Percentage of payments issued according to standard.	Met performance target of 99.9%.
	Percentage of daily authorization to the Bank of Canada for all outflows from the Consolidated Revenue Fund according to schedule.	Met performance target of 95%.
	Percentage of reconciliation of deposits to the credit of the RG within two business days.	Exceeded the target of 95%. Produced deposit detail reports within 2 days, 98.4% of the time.
	Percentage of cheque reconciliation performed within 24 hours.	The 95% target was not met. Cheque reconciliation was performed within 24 hours, 90% of the time.

5. PUBLIC SERVICE PAY STEWARDSHIP

Program Description

Administration of payroll and health/disability insurance processes for public service employees and pensioners.

Expected Results

Assurance of the integrity of pay and benefits administration.

Actual Results

As part of our stewardship role, we continued to administer pay accounts of more than 318,000 public servants, for which approximately 9.3 million payments were issued on behalf of 109 client departments, agencies, separate employers and Crown corporations. We also administered more than 1.1 million insurance accounts.

To ensure sound stewardship, we examined the possibility of modernizing our systems and processes. The potential pay solution could address operational sustainability issues and provide better services while enabling savings from efficiencies gained. In 2007-2008, we initiated discussions with key stakeholders to look at potential options to resolve the workload challenges in the federal government compensation administration. Activities related to the consideration of various business models were carried out and PWGSC also participated in the Canada Public Service Agency’s Human Resources Processes Streamlining Initiative.

As a further example of our efforts to modernize our technology, we implemented the Compensation Web Applications (CWA), which provides easy access to pay, benefits and pension information for employees, including the possibility to suppress printing their pay stubs. In addition, the CWA helped reduce the use of paper and alleviate the heavy workloads of departmental compensation advisors. This will enable us to provide better service to employees. The CWA team won a bronze medal at the Government Technology and Exhibition Conference in 2007-2008, in the Human Dimension Category.

In order to provide more timely service, PWGSC automated the filing of the Record of Employment to Human Resources and Social Development Canada for employees leaving the public service. This has resulted in work effort savings of five to ten Full-Time Equivalents per year, which would amount to savings of $250,000 - $500,000 per year. We also worked with Treasury Board Secretariat on an Insurance Renewal Initiative. A new service delivery model was completed, using current technology related to enrolment of members in two plans – the Public Service Health Care and the Public Service Dental Care Plans.

Lessons Learned and Opportunities

The increasing difficulty for departments to recruit and retain compensation advisors requires PWGSC to invest more resources and capacity into central pay administration and advisory services to departments. In response to the compensation advisors’ expressed appreciation for the new Compensation Web Applications, the department will make the necessary efforts to stabilize the funding required for the IT solution to support these applications.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	30.7	44.7	43.4
Less: Respendable Revenues	3.8	6.7	6.7
Net Expenditures (Note 1)	26.9	38.0	36.7
Public Service Pay Stewardship - Full Time Equivalents (FTEs)	374	381	382
Note 1: The variance between the authorities and actual spending is mainly due to the Corporate Management allocation. Note 2: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Assurance of the integrity of pay and benefits administration.	Timely updating of government payroll records.	Met service level standards for pay and pension transactions processed in the pay systems 93% of the time. This is 2% below the target service level of 95% but this represents a remarkable achievement given the decrease in the quality of data received from departments and the lack of trained, qualified resources.
	Assurance of systems’ reliability.	Consistently met service-level agreements for systems reliability. Experienced minimal payroll processing disruptions, while maintaining accuracy in collecting remittance and deduction.
	Accuracy of implementation of collective agreements and policy changes.	Implemented 172 collective agreements, letters of authority and pay rate changes accurately and effectively within the required timeframe.   Implemented policy changes in a timely manner, meeting defined requirements and committed delivery timeframes.

6. PUBLIC SERVICE PENSION STEWARDSHIP

Program Description

Administration of pension processes for public service pensioners.

Expected Results

Assurance of the integrity of pension administration.

Actual Results

In 2007-2008, PWGSC managed the pension accounts of 342,000 pensioners, for which more than four million payments were issued.

To provide for our stewardship role, we undertook two important initiatives in pension administration: the Government of Canada Pension Modernization Project (GCPMP) and the Centralization of Pension Services. We received Treasury Board approval to implement these initiatives in June 2007. The GCPMP will replace outdated technology and business processes with a multi-plan solution, based on commercial off-the-shelf software products that will ensure ongoing sustainability of pension administration and enable industry standard levels of service. The project is on time and under budget. Further information on the Pension Modernization Project may be found in Section III - Table 9 or on our website at: http://www.pwgsc.gc.ca/reports/text/dpr_2007-2008/rpe-cpt-e.html.

In order to realize further efficiencies and economies of scale, we have taken steps to consolidate the delivery of pension services through a centre of expertise within PWGSC. The project team concentrated on preparing for the centralization of pre-employment and spousal/dependant benefits information scheduled for May 2008. We conducted business process reviews of the pension plan enrolment and orientation services, to be implemented in April 2009, and of the pension benefits entitlement and survivor pension entitlements services to be implemented in March 2010. This project is also on time and on budget.

In spite of the pressures on resources to support the two projects mentioned above, we have continued to fulfill our targets by meeting or exceeding established service levels for key performance functions. A dedicated and knowledgeable team reduced our backlog by adhering to a strict timetable and process to streamline our efforts.

Lessons Learned and Opportunities

We have learned that we can improve upon how we manage data used to determine pension entitlement. We have initiated systems development work to improve the interface between the pay and pension systems by correcting any data errors that determine pension entitlement. This is expected to improve pension data quality in preparation for the implementation of the new pension system.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	56.9	99.0	97.5
Less: Respendable Revenues	37.9	74.2	74.2
Net Expenditures (Note 1)	19.0	24.8	23.3
Public Service Pension Stewardship - Full Time Equivalents (FTEs)	593	715	780
Note 1: The variance between the authorities and actual spending is mainly due to the Corporate Management allocation and Personnel Corporate Costs. Note 2: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Assurance of the integrity of pension administration.	Quality rate of initial payments monitored.	Made initial pension payments within established standards 98.9% of the time. This exceeded the service level standard of 96% with the exception of service buy-back. Reduced service buy-back backlog to 1454 cases compared to 1778 in 2006-2007, and completed 78.1% of requests according to standard compared to 70% in 2006-2007.
	Assurance of systems’ reliability.	Consistently met pension system service-level agreements during this reporting period and maintained accuracy of pension data with minimal disruptions.
	Accuracy of implementation of policy changes.	Implemented policy changes in a timely manner, meeting defined requirements and committed delivery timeframes.

7. GOVERNMENT INFORMATION STEWARDSHIP

Program Description

Government Information Stewardship activities provide government-wide advisory, coordination and monitoring services in the areas of advertising, public opinion research, and electronic media monitoring. These activities are detailed in the Communications Policy of the Government of Canada and its associated procedures.

Expected Results

Sound internal financial management, transparency and accountability with respect to government information services provided from a whole-of-government perspective.

Actual Results

PWGSC, in our stewardship role, supported government initiatives to strengthen transparency and accountability in the management of advertising and public opinion research (POR). As part of the Federal Accountability Act and Action Plan, an Independent Advisor was appointed to conduct a full review of POR activities. PWGSC provided information in support of this review and coordinated the government’s response to the Independent Advisor's Report.

The review acknowledged improvements made since the Auditor General's November 2003 report, and included 24 recommendations designed to ensure value for money, strengthen the procurement of POR and take additional measures to ensure the political neutrality of all POR projects. PWGSC and the Treasury Board Secretariat are working together, in consultation with departments and the POR supplier industry as appropriate, to address all recommendations according to the government response. For example, PWGSC began work to develop new contracting tools which will provide greater rigour in supplier selection and contract management; undertook negotiations for the centralized control of syndicated POR studies; and continued work to update the PWGSC Vendor Performance Policy to include a performance evaluation process. The full report of the Independent Advisor and the Government’s response may be found on-line at: http://www.tpsgc-pwgsc.gc.ca/apropos-about/li-fa/rpt-rpt-eng.html.

PWGSC also supported the development of supplemental measures. They will improve POR oversight, planning and expenditure control across government. These measures are aimed at reducing government-wide POR expenditures by $10 million in 2008-2009. They include initiatives such as: ministerial approval of departmental POR plans; a freeze on syndicated studies to pave the way for new arrangements that seek to achieve better value for money; and raising the threshold for advertising campaign evaluations to major campaigns valued at $1 million or more. We took further action to strengthen management and accountability in advertising and public opinion research in response to program audits and reviews. For advertising, we upgraded our Advertising Management Information System (AdMIS), the government’s advertising database that collects information on all government advertising campaigns, contracts and expenditures. The upgrades improved accuracy and timeliness of expenditure reporting. This provided departments with the ability to monitor their expenditures and provide accurate year-end data in support of the Annual Report on Advertising Activities.

In the area of public opinion research, PWGSC continued its efforts to improve research quality. In addition to previous work on telephone survey quality, we established an advisory panel to assist in developing standards and benchmarks for on-line research. The panel produced recommendations on new on-line survey standards for Government of Canada surveys. These standards will be incorporated into renewed contracting tools planned for 2008-2009.

We also continued to build the government’s capacity to effectively manage advertising and POR. We held 16 information sessions related to public opinion research and 38 related to advertising and partnering. These sessions informed departments regarding changes to the government’s management processes, and emerging trends and sound practices in advertising and POR.

In 2007, the Auditor General produced a status report on the management of advertising and public opinion research. She concluded that: “the government has made satisfactory progress in its control over the expenditure of public funds on advertising and public opinion research activities.”

Electronic Media Monitoring (EMM) provided 82 client departments with one-stop shop access to 49 electronic media sources. Ninety-four percent of clients indicated that they were satisfied with the media sources provided by EMM.

Finally, we provided input to the Treasury Board Secretariat review of the federal Communications Policy to reflect and keep pace with evolving Canadian demographic, technological and social trends. This included proposed amendments to the policy to encourage the use of ethnic and non-traditional media in advertising.

Lessons Learned and Opportunities

Transparency and accountability in the management of advertising and public opinion research remain key priorities for the government. Further work will be undertaken to enhance our electronic information systems to provide more timely and comprehensive reporting of advertising and POR activities and expenditures.

Responding to the diverse information needs of Canadians in a cost-effective manner requires that government departments keep abreast of evolving communications technology, leading public opinion research methodology, audience demographics and societal trends. PWGSC will augment its information sessions, tools and practices to enable federal institutions to make best use of these new developments in the management and the implementation of their POR and advertising activities.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	17.5	22.1	21.5
Less: Respendable Revenues	-	-	-
Net Expenditures (Note 1)	17.5	22.1	21.5
Government Information Stewardship - Full Time Equivalents (FTEs)	61	61	79
Note 1: Consulting, Information and Shared Services Branch (CISSB) includes activities for Government Information Services and Stewardship Program Activities, as well as Business Integration Services and Consulting Services. CISSB ended the year at almost breakeven (2.5% variance overall). The variance between the authorities and actual spending is mainly due to unadjusted authority transfers between Government Information Services and Business Integration Services Program Activities. Note 2: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Sound internal financial management, transparency and accountability with respect to government information services provided from a whole-of-government perspective.	Percentage of surveyed public servants expressing awareness of central function and of policies and procedures related to communication of government information.	94% of departmental clients were satisfied with the choice of Electronic Media Monitoring (EMM) sources (2007 EMM User Survey). 96% of clients surveyed expressed being very familiar or somewhat familiar with the Advertising directorate as well as Government policies and procedures applicable to the conduct of government advertising (2008 Advertising Client Satisfaction Survey). According to the 2008 POR Client Satisfaction Survey, 95% of clients (up from 91% in 2005-2006) indicated being very familiar or somewhat familiar with POR and Government policies and procedures.
	Annual reports on advertising and public opinion research published in a timely fashion.	2006-2007 Annual Report on Advertising Coordination Activities developed for release in early 2008-2009. 2006-2007 Annual Report on Public Opinion Research released in third quarter of the 2007-2008 fiscal year, consistent with previous years’ timeframes. To view the report, please visit: http://www.tpsgc-pwgsc.gc.ca/rop-por/text/index-eng.html.
	Number of research initiatives from public opinion research advisory services to departments.	447 POR projects were reviewed, coordinated and registered for departments and agencies.
	Number of media placement approvals from advertising coordination advisory services to departments.	622 ADV numbers were issued to departments and agencies following review of media plans for compliance with relevant legislation and policies.

8. BUSINESS INTEGRATION – PERFORMANCE MANAGEMENT

Program Description

Establishes client service expectations and monitors overall service performance of PWGSC. This will include ensuring that customer satisfaction is effectively measured, and contribute to the thought process for branch/SOA initiatives on strategic level process improvements.

Expected Results

An organization that: has a sound results-oriented framework utilizing Management Accountability Framework (MAF); acts in the best interests of the department, its program branches, colleague departments and Canadians; has integrated quality assurance framework and processes; and ensures that all services are timely and cost effective for Canadians.

Actual Results

Under this program activity, we completed a number of client satisfaction surveys as part of our overall quality assurance processes in order to ensure that our customers are well served in all areas of our business and that best results are being achieved. We also revised our Performance Measurement Framework with the development of new, more strategically designed performance indicators in order to have a better idea of how our results align with established benchmarks. All of this was done within the framework of a re-designed Program Activity Architecture (to be implemented in 2009-2010), which is streamlined focused to allow us to better manage such a complex department as PWGSC and to more clearly report our results to Parliament and Canadians.

Lessons Learned and Opportunities

Through client satisfaction surveys completed in the past year, we have learned that while our services are achieving acceptable levels of satisfaction overall, there is still room for improvement. We are continuing to develop benchmarks, which raise the standards of our performance measurement and reporting.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	34.4	45.6	45.6
Less: Respendable Revenues	30.0	38.6	38.6
Net Expenditures	4.4	7.0	7.0
Business Integration Performance Management - Full Time Equivalents (FTEs)	497	478	536
Note 1: Business Integration Performance Management program activity figures reflect internal recoveries that cannot be charged to other program activities. Note 2: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
An organization that: has a sound results-oriented framework utilizing MAF; acts in the best interests of the department, its program branches, colleague departments and Canadians; has integrated quality assurance framework and processes; and ensures that all services are timely and cost effective for Canadians.	Client service relations have been transferred to other service delivery areas.	In 2007-2008, quarterly Client Satisfaction Surveys occurred in four business lines with each achieving or surpassing its goal: Compensation Client Satisfaction Survey Results – Goal 85%, result 85% Service Call Satisfaction Surveys – Alternative Forms of Delivery Buildings – Goal 85%, result 87.8% Percentage of clients satisfied with translation services – Goal 84%, result 84% Government Consulting Services client satisfaction – Goal 75%, result 92%

9. TRANSLATION STEWARDSHIP

Program Description

Program management, strategy, governance, monitoring and support activities. Also encompasses activities that are necessary to:

• Ensure the security of supply of linguistic services to Parliament, the judiciary and the federal government;
• Foster the development and growth of the Canadian language industry;
• Ensure the development and dissemination of translation, terminology and technolinguistic standards in Canada; and
• Exercise the role of functional specialist in the translation, terminology, interpretation, linguistic and technolinguistic domains for the other departments and agencies.

Expected Results

Capacity to effectively manage and deliver the translation and terminology functions and ensure Canada’s representation and leadership at national and international levels.

Actual Results

In 2007-2008, we supported sound stewardship by fostering the development and growth of the Canadian language industry. We worked with professional associations and the industry to establish the first translation industry standard in Canada, which was adopted by the Language Industry Association (AILIA). We helped organize the International Terminology Symposium, held in Gatineau in May 2007, which brought together 275 participants, representing 23 countries. We also worked with various partners to encourage young Canadians, including those in official language minority and cultural communities, to seek a career in the language industry, and to ensure the professional development of translators.

We also began to develop a three-year promotion strategy to expand the pool of students and graduates in the language professions in Canada. To further support Canada’s linguistic duality, we actively promoted the language professions, as career choices, to college and high school students in provinces where universities offer language programs of study.

Finally, we also represented Canada at major national and international language forums and on standardization committees and networks, including the International Organization for Standardization. The success of the work has positioned us as a strong steward of translation and interpretation services in Canada and internationally.

Lessons Learned and Opportunities

While we recognize that it is essential to work with others to achieve best results, harmonizing strategies between different partners to reach common goals proved to be longer and more challenging than expected. Thus, for future work, PWGSC will be looking at better lead times and more results-based approaches, which should reduce time in arriving at solutions and decisions.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	2.4	2.4	2.4
Less: Respendable Revenues	-	-	-
Net Expenditures	2.4	2.4	2.4
Translation Stewardship - Full Time Equivalents (FTEs)	-	-	-
Note 1: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Capacity to effectively manage and deliver the translation and terminology functions and ensure Canada’s representation and leadership at national and international levels.	Number of outreach activities that enhance leadership role in the industry, professional associations and universities.	Regular membership on a number of committees consisting of language industry stakeholders.
	Number of students in training and development programs (partnership with universities, co-op work, Federal Student Work Experience Program).	152 students participated in training and development programs, 32 more than the expected 120.
	Number of national and federal terminology standardization committees and international fora at which the Bureau participates.	PWGSC participated in 32 international fora and national and international standardization committees, 11 more than the expected 21.

10. GREENING GOVERNMENT OPERATIONS STEWARDSHIP

Program Description

Provision of government-wide leadership and expertise on the greening of government operations (GGO).

Expected Results

Leadership and guidance in the greening of government operations is provided to federal departments and agencies.

The whole-of-government ability and capacity to reduce the environmental impact of its operations is increased, and improvement of its overall performance for key priority areas is achieved.

Excellence in the development and implementation of PWGSC’s Sustainable Development Strategy (SDS).

Actual Results

To better support our sound stewardship strategic outcome, we realigned and repositioned the Office of Greening Government Operations (OGGO) within the department. This allowed us to strengthen government-wide leadership on greening of government operations. As a result, by developing the Policy Framework for Greening Government Operations, we increased our capacity to work with internal and external stakeholders to ‘green’ four domains of government operations: land; buildings; business; and movement.

Our commitment to clarify environmental performance for federal operations is reflected by progress made in the area of buildings. In 2007-2008, we initiated the development of a sustainable building policy for PWGSC and our realty services group helped the Canada Green Building Council (CaGBC) develop a new rating system for the evaluation of all phases of a building’s lifecycle. The CaGBC will be using data from some of our best performing buildings, including those that were recently built or renovated following the LEED® environmental rating system. As a result of our efforts, 27 federal building projects have adopted the LEED® Rating System as a guideline and are registered with the Canada Green Building Council.

In the area of procurement, we identified 31 categories of goods and services as having green procurement plans in place, representing $2.3 billion in government spending. An additional 18 categories, where government spending and environmental benefits are most significant, include standing offers that incorporate environmental performance criteria. This demonstrates to Canadian taxpayers our commitment to expand green procurement throughout the government, while maintaining high performance criteria.

We implemented the Policy on Green Procurement, in partnership with Environment Canada and Natural Resources Canada, to advance the business aspect of the Policy Framework. The policy addresses sustainability considerations in procurement processes and the development of mandatory web-based training for federal procurement officials. Many departments and agencies helped to develop strategies to address the disposal of the federal government’s electronic waste.

Our efforts in managing the government’s vehicle fleet also benefited Canadians. In 2006-2007, the latest year for which estimates are available, 739, or 16%, of the vehicles purchased by the federal government in that year were vehicles that used either gasoline/electric hybrid technology or could operate with alternative fuels.

Lessons Learned and Opportunities

We learned that clear accountabilities are required for effective leadership on greening government operations and performance monitoring and reporting are essential for sound management.

(in millions of dollars)

Net Expenditures 2007-2008	Planned Spending	Total Authorities	Actual
Operating and Statutory Votes
Gross Expenditures	10.5	5.0	4.8
Less: Respendable Revenues	4.8	2.0	2.0
Net Expenditures (Note 1)	5.7	3.0	2.7
Greening Government Operations Stewardship - Full Time Equivalents (FTEs)	3	21	27
Note 1: The variance between the authorities and actual spending is mainly due to the Corporate Management allocation. Note 2: Totals may not add up due to rounding.

Performance Measurement Strategy

Expected Results	Performance Indicators	Actual Results
Leadership and guidance in the greening of government operations is provided to other federal departments and agencies.	Percentage of leadership indicators met, including: governance and direction; capacity; management framework; and enabling tools.	Met 72% of leadership indicators. In 2007-2008, PWGSC successfully partnered with federal colleagues to provide leadership in support of GGO priorities. For example: developed a framework for GGO; supported implementation of Policy on Green Procurement; further development of an e-waste strategy. PWGSC engaged in a process with federal partners to clarify roles and responsibilities and renew our mandate for GGO; this process will be completed in the new fiscal year
The whole-of-government ability and capacity to reduce the environmental impact of its operations is increased, and improvement of its overall performance for key priority areas is achieved.	Capacity to measure, monitor and report on government-wide environmental performance improvement in the three priority areas as described in the Performance Management Framework.	In January 2008, PWGSC initiated discussions on a government-wide strategy for performance measurement and reporting. In 2008-2009, research and development will continue in consultation with TBS, EC, NRCan and other federal departments.
Excellence in the development and implementation of PWGSC’s Sustainable Development Strategy (SDS).	Performance improvement as included in the performance report on SDS implementation.	Completed monitoring and reporting of final cycle of SDS 2004-2006 and initiated monitoring and reporting of SDS 2007-2009.

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1 Originally, nine buildings were to be sold, however, two Vancouver buildings were removed from the sale when, on September 28, 2007, the Musqueam Indian Band was granted an interlocutory injunction with judicial review.

2 PWGSC components include the Canada Gazette, Publishing and Depository Services , and Government of Canada Exhibitions Program. Other components of the communications platform are: 1 800 O Canada, www.canada.gc.ca, Publiservice, and Gateways and Clusters, which were transferred to Service Canada (HRSDC) in 2005.

3 The expected results statement for the Business Integration program activity does not explicitly cover the Industrial Security Program or Shared Services Integration. We have therefore created new expected results for these two programs.

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