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Expenditure Management

Reports on Plans and Priorities

2008-09

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Section IV - Other Items of Interest

Program Activity: Internal Services

Planned Spending and Human Resource Requirements

The financial expenditures for Internal Services are not shown because, for Treasury Board Secretariat's financial reporting purposes, those costs have been re-allocated to the other program activities as departmental overhead.

Program Description

The Internal Services program activity supports the Minister, Deputy Minister, Associate Deputy Minister and Assistant Deputy Ministers/Chief Executive Officers (ADMs/CEOs) in their dealings with Cabinet, Parliament, central agencies and other stakeholders. It oversees the implementation of integrated management in areas ranging from human resources, risk management, and, performance and financial management. It also delivers support services to the department in areas such as policy, corporate information management, office automation infrastructure; accommodation; materiel management; health, safety, security, and emergency preparedness; communications; legal services; audit and evaluation; and other support services.

Priorities

At PWGSC, the Internal Services program activity supports PWGSC's strategic outcome of Sound Stewardship through: Financial Services; Human Resources; Information Technology Services; Corporate Policy and Planning; Communications; the Office of the Chief Risk Officer; Audit and Evaluation; Investigations and Litigation Office; Access to Information; Health and Safety; and offices in the Pacific, Western, Ontario, Quebec, and Atlantic regions. It should be noted that regional priorities are aligned to the primary program activities highlighted in Section II of this report.

Financial Services: In 2005-2006, Financial Services and the Chief Financial Officer position were created as a distinct branch within PWGSC. We are continuing to modernize this role to ensure alignment with the Government of Canada's priorities. The department will work toward: achieving strengthened financial management through a wide range of activities to improve the quality of financial information oversight; systems and reporting; attracting and retaining a professional cadre of financial management personnel; overseeing departmental spending; and ensuring financial management policies, processes and enablers are clearly articulated and understood. We are committed to leading sound financial management in PWGSC, implementing a human resources plan and transforming financial management within the department.

Human Resources - Investing in Our People and the Exemplary Workplace: Continuing with last year's commitment, PWGSC will further invest in building its Human Resources (HR) capacity through recruitment, development and retention in order to address the challenges posed by an aging workforce, increased retirements and a looming labour shortage. We will strive to achieve an exemplary workplace by focusing on management fundamentals, and measuring our progress against the Human Resource Management (HRM) elements of the MAF.

To renew our workforce and achieve the objectives of public service renewal, we will ensure the departmental HRM infrastructure is aligned with the expectations of sound public service management. To build the appropriate HR capacity, we will implement the departmental public service renewal plan to:

  • Integrate business planning with human resources planning in order to provide a better sense of our strengths and of the gaps we will need to fill to ensure that:
    • PWGSC has the people and skills it needs for the future;
    • Each branch is equipped to meet its needs for new personnel;
    • Our recruitment processes are accessible, credible and efficient; and
    • Employment equity and official languages are integrated in all recruitment initiatives.
  • Foster new business competencies and focus on employee development as part of creating a professional working environment that attracts and retains employees;
  • Develop change leadership capabilities to enable leaders and future leaders to lead change successfully and to create an environment that attracts and retains talent;
  • Put in place the systems and processes to enable efficient, user-friendly planning, recruitment and development; and
  • Ensure continued, timely and effective administration of compensation and benefits.
HR Key Facts
  • Total PWGSC population (indeterminate): 12,630.
  • Number of employees eligible to retire without penalty: 1,252 or 9.9 percent.
  • Annual retirement eligibility for current indeterminate employees: between 3.9 percent and 4.6 percent annually for the next five years
  • Average age of PWGSC employees: 45.8 years

Source: PWGSC databases.

Information Technology Services: The Chief Information Officer (CIO) for PWGSC ensures the strategic leveraging of Information Management and Information Technology (IM/IT) services to meet the business requirements of the department. The CIO assists the department in defining its business requirements, develops IM/IT-enabled solution options, develops life-cycle cost estimates, provides project management for implementation, and delivers all required IM/IT operational and support services. The CIO is responsible for the efficient delivery of IM/IT services through total cost of ownership analyses, benchmarking and implementation of cost reduction initiatives.

The above responsibilities include alignment and compliance with Treasury Board (TB) Policies, including IT, IM, and IT Security. The office of the CIO provides the framework, processes, and tools to develop and maintain a PWGSC enterprise architecture, which represents a department-wide view of its business processes, business information assets, supporting technologies and application portfolio.

In 2008-2009, the CIO will fully utilize the IT Shared Services being provided by PWGSC across government.

Corporate Policy and Planning: Our corporate policy and planning provides strategic analysis and support to the Minister, the Deputy Minister, and the Associate Deputy Minister. This includes leading the department's relationship with central agencies, supporting the Minister in his Cabinet responsibilities, and leading the strategic planning activities for the department. In 2008-2009, the emphasis will be on building further capacity in these areas, and providing strong corporate leadership in the areas of strategic policy and planning.

Communications: In 2008-2009, PWGSC will provide timely, effective and integrated communications that contribute to achieving the department's key commitments of achieving excellence through innovation and building capacity for results. PWGSC communications will be aligned with the government's overall priorities, and we will continue to take a proactive approach to reach our stakeholders; Canadians, Parliamentarians, other government departments, suppliers and associations.

Office of the Chief Risk Officer (OCRO): In 2008-2009, OCRO will reinforce the integration of the various functions and capitalize on synergies within the Office of the Chief Risk Officer to provide better oversight and support to the department. It will strengthen the department's risk management capacity by providing a focal point for risk management advice and oversight, and will continue to exercise our oversight role on all major departmental initiatives, including development and implementation of a departmental quality assurance infrastructure. OCRO will: provide a department-wide approach that supports strong ethical leadership; promote a values-based organization culture; assess the ethical climate of the department; and, provide a tool to branches and regions for them to develop mitigation strategies to focus their ethics-related efforts. OCRO will continue to implement fairness monitoring and delineate conflict resolution accountabilities between OCRO and the Office of the Procurement Ombudsman. Finally, OCRO will continue to provide investigative, awareness and reporting services to the department and senior executives on losses of money, wrong-doing, offences and illegal acts against the Crown, and implement and put into operation the requirements of the Public Service Disclosure Protection Act

Audit and Evaluation: To comply with the Treasury Board (TB) Policy on Internal Audit and in anticipation of a new TB Policy on Evaluation, PWGSC continues to undertake significant efforts to strengthen internal audit and evaluation capacity. Specifically, we have developed, and is in the second year of implementing, a comprehensive three-year plan to put in place the structure and activities required under both policies.

Internal audits and evaluations are undertaken based on a Multi-Year Risk-based Audit and Evaluation Plan. This plan will be approved by the Departmental Audit and Evaluation Committee in early 2008-2009. In addition to monitoring and following-up on the implementation of management action plans that address internal audit, evaluations, and Auditor General recommendations, Audit and Evaluation also facilitates the coordination of audits conducted by the Office of the Auditor General of Canada and the Commissioner of the Environment and Sustainable Development, and other central agencies. The plan for PWGSC's upcoming audits and evaluations are found in Tables 4 and 8 of this report, at: http://www.pwgsc.gc.ca/aeb.

Investigations and Litigation Office: The Investigations and Litigation Office (ILO) continues to manage and oversee post-sponsorship activities regarding the government's claim for the recovery of sponsorship funds, the criminal investigations, as well as the related lawsuits and countersuits. The ILO provides strategic advice, research and analysis and overall assistance in support of the government's post-sponsorship activities and priorities, particularly with regard to strengthening accountability.

Following several amendments to the claim, the government is now seeking the recovery of part or all of the funds for contracts with a total value of $60.2 million from 22 defendants. As of December 31, 2007, the government has recovered a total of $4.8 million, which has been deposited in the Consolidated Revenue Fund. The civil trial is scheduled to begin in September 2008.

Access to Information: PWGSC will continue to improve its capacity as it relates to access to information and privacy files. Training, sustainable resources and systems will enable timely responses to requests under the Access to Information Act and the Privacy Act. An action plan for improving performance has been developed and will be implemented in 2008-2009.

Health and Safety: PWGSC will continue to identify and to eliminate or control all workplace hazards and risks, ensuring continual improvements and conformity to the acts, regulations, codes and the standards governing health and safety in the federal jurisdiction.

Performance Measurement Strategy


Expected Results Performance Indicators Target Achievement Date
Secure and strengthen the fundamentals of financial management, ensure the stabilization of the integrated financial and material management system to produce accurate and timely information to track all spending and provide appropriate tools for effective scrutiny and decision making, as well as, supporting the achievement of departmental priorities and enhance business management practices. Percentage of SIGMA release schedule met. 100% September 1, 2008
Percentage of financial system transition plan implemented over a three year period. 100% March 31, 2009
Renewal and development of a highly skilled financial management workforce. Percentage of Finance Branch Human Resource Plan implemented. 100% March 31, 2009
Strengthened accountability and integrity in government through the implementation of the OCG Financial Management Policy Framework and government-wide initiatives, resulting in more rigorous and timely financial management, audit, and verification systems, as well as improved financial management information and decision-making. Percentage of CFO Modernization Plan implemented. 100% March 31, 2011
The PWGSC Public Service Renewal action plan is implemented, monitored and adjusted to ensure it is kept evergreen and is meeting the needs of the organization. Renewal Plan updated based on new priorities received from the Clerk of the Privy Council. 100% May 2008
New or revised sub-elements of plan to form part of operational sector plans with appropriate specific performance indicators for each key item e.g. new learning initiative mapped out and targets set. 100% May 2008
Renewal plan reviewed quarterly at departmental management committee.   June 2008, September 2008, December 2008, March 2009
Enable the PWGSC modernization agenda by strengthening internal IM/IT practices. CIO Operational Availability (service level agreement percentage met-Infrastructure and applications). 95% Monthly
CIO Project Performance (percentage on track) 75% March 31, 2009
HRB's quality assurance plan is approved and implemented. HRB QA plan approved at Departmental Policy Committee. 100% April 1, 2008
Percentage of QA plan implemented. 100% October 1, 2008
Support for the transformation of PWGSC to deliver the government's agenda. Number of communication elements produced for external audiences. 800 March 31, 2009
Professional, high quality internal audit and evaluation reports are produced. The Department accepts internal audit and evaluation reports and views the Internal Audit and Evaluation functions as being credible.

The Audit and Evaluation Branch also supports the Department's open and cooperative relationship with the Office of the Auditor General and the Commissioner of the Environment and Sustainable Development.		 Percentage of Office of primary interest satisfaction - Internal Audit. 80% March 2009
Percentage of Office of primary interest satisfaction - Evaluation. 80% March 2009
Percentage of Office of the Auditor General of Canada response times met. 100% March 2009
Percentage of projects subject to Quality Assurance. 100% (for Internal Audit) 100% (for Evaluation) March 2009
Oversight and horizontal management of the activities surrounding the recovery of Sponsorship funds and the criminal trials, stemming from the former Sponsorship Program, and related lawsuits against the Crown. Accurate information published in the Public Accounts and other documents provided to parliamentarians. 100% March 31, 2009
Information and updates provided to the DM and stakeholders on a timely basis. 100% March 31, 2009
Information, analysis and instructions provided to the litigation team in a timely manner. 100% March 31, 2009
Establish strategic priorities and develop tools for sound, integrated management practices. Percentage of ATIP requests responded to within the legislated time. 90% March 31, 2009

Program Activity: Business Integration - Performance Management

Planned Spending and Human Resource Requirements


Business Integration -
Performance Management		 Forecast
Spending
2007-2008		 Planned
Spending
2008-2009		 Planned
Spending
2009-2010		 Planned
Spending
2010-2011
Operating and Statutory Votes (in millions of dollars)  
Gross Expenditures 34.4 42.7 42.7 42.7
Less: Respendable Revenue 30.0 37.4 37.4 37.4
Net Expenditures 4.4 5.3 5.3 5.3
Full-Time Equivalents (FTEs) 478 591 591 591

Note: Business Integration - Performance Management figures reflect internal recoveries that cannot be charged to other program activities.

Program Description

The department will determine customer departments' strategic business needs: gather information on customers' upcoming requirements and communicate it to the business line branches; communicate business line information to our customers to align their service delivery expectations with PWGSC's evolving service delivery capacity; develop the infrastructure to effectively manage the Customer Relationship function; and, from a departmental perspective measure and monitor customers' perceptions of the value of PWGSC's services and report the results to the business lines so that they can be incorporated into their service planning, development and improvement processes. These activities are conducted and managed nationally through our National Capital Area and regional offices.

Expected Results

When the Service Integration Branch was dismantled in February 2006, this program activity was changed to focus on charges to Revolving Funds for Internal Services. In accordance with TBS directives, all expenditures and revenues in the Internal Services program activity are allocated to other program activities. To avoid double counting these charges for internal services provided to Revolving Funds, we allocate them to this program activity.

PWGSC Statutes

The Act to establish the Department of Public Works and Government Services (DPWGS Act), passed in 1996, sets out the legal authorities for PWGSC services, including:

  • Construction, maintenance and repair of public works and federal real property;
  • Provision of office accommodation and other facilities;
  • Provision of architectural and engineering advice and services;
  • Planning for and acquisition of supplies and services;
  • Planning and coordinating of telecommunications services;
  • Provision of IM/IT systems and services upon request;
  • Consulting and auditing services; and,
  • The provision of translation and related services.

The Act also supports the Minister's responsibilities as Receiver General, and provides the authority for administrative and other services in relation to benefits, superannuation and pension plans and disbursement of pay to persons employed in the Public Service of Canada.

Since 1996, several amendments to the Act have been approved by Parliament. The Budget Implementation Act, 2005, which implements certain provisions of the budget tabled in Parliament on February 23, 2005, received Royal Assent on June 29, 2005. The Act contains two amendments to the DPWGS Act, which have not yet been brought into force. Section 9 of the DPWGS Act is amended to expand the mandate of the Minister to include exclusive authority for the procurement of services and construction for the federal government, (the Minister already has exclusive authority for the procurement of goods). Section 20 is amended to authorize the Minister to negotiate and enter into contracts on behalf of the Government of Canada and to make commitments to a minimum volume of purchases on its behalf. Frameworks for exercising delegation and other support elements must be ready prior to bringing these provisions into effect.

Section 8 of the Act was recently amended by the Budget Implementation Act, 2007 effective June 22, 2007. Previously, Section 8 established the authority of the Minister of PWGS to delegate procurement authorities to other Ministers. The amendment provides the Minister with the power to authorize other Ministers to sub-delegate those powers to officials within their jurisdiction. Until these amendments came into force, the Act was silent regarding the authority of other Ministers to sub-delegate. This amendment to the Act was required before fresh delegation of goods procurement authority delegation instruments could be issued by the Minister.

The Federal Accountability Act (FedAA), which received Royal Assent on December 12, 2006, also includes provisions to amend the DPWGS Act. Section 306 provides for the position of Procurement Ombudsman to review, report and make recommendations on procurement practices in government, and to hear complaints from suppliers. Section 307 provides for the making of regulations to prescribe the duties and functions of the Ombudsman. These amendments will be brought into force by an Order in Council when the regulations are close to final. Statutes for which the Minister of Public Works and Government Services is accountable in Parliament include:

Organizational Chart

Public Works and Government Services Canada

Public Works and Government Services Canada

(Text description of this image is available on a separate page.)

Contacts

Johanne Bélisle
Assistant Deputy Minister
Corporate Services, Policy and Communications Branch
819-956-4056

Mike Hawkes
Chief Financial Officer
Finance Branch
819-956-7226

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Date Modified: 2008-02-12
 
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