Archived – Section I: Organizational overview—2015 to 2016 Departmental Performance Report

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Organizational profile

Appropriate minister: Judy M. Foote

Institutional head: Marie LemayFootnote 1

Ministerial portfolio: Public Services and Procurement Canada

Enabling instrument: The Department of Public Works and Government Services Act establishes the Department of Public Services and Procurement Canada.

Year of incorporation or commencement: 1841

Other: The Minister of Public Services and Procurement (PSP) has responsibilities under 19 other Acts. The most important ones are:

Organizational context

Raison d'être

Public Services and Procurement Canada (PSPC) plays an important role in the daily operations of the Government of Canada. It supports federal departments and agencies in the achievement of their mandated objectives as their central purchasing agent, real property manager, linguistic authority, treasurer, accountant, pay and pension administrator, and common service provider. The Department's vision is to excel in government operations, and its strategic outcome and mission is to deliver high-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions.

As per the mandate letter to the Minister of Public Services and Procurement, the Minister's overarching goal is to ensure that the services provided by her portfolio are delivered efficiently, and in a way that makes citizens feel respected and valued. At the same time, the Minister ensures that the government's internal services are held to an equally high standard and that procurement processes reflect modern best practices. The delivery of government services, including procurement practices, reflects public expectations around transparent, open, and citizen-centered government and serves the Government of Canada's policy goals of sustainable economic growth that grows the middle class.

Responsibilities

The Department, founded in 1841, was instrumental in the building of our nation's canals, roads and bridges, the Houses of Parliament, post offices and federal buildings across the country.

The Department of Public Works and Government Services Act (the Act), passed in 1996, established the current Department and set out the legal authorities for PSPC's services. The Act established PSPC as a common service organization providing government departments, boards and agencies with support services for their programs that today include:

PSPC's goal is to manage its business in a way that demonstrates integrity, accountability, efficiency, transparency, and adds value for its client departments and agencies, and Canadians.

In doing so, PSPC:

The portfolio of the Minister of Public Services and Procurement includes Shared Services Canada, which reports separately. It also includes three Crown corporations (Canada Lands Company Limited, Defence Construction Canada and Canada Post Corporation), two quasi-judicial bodies (Public Servants Disclosure Protection Tribunal and Public Service Labour Relations and Employment Board) and the Public Service Commission, an independent government agency. The Office of the Procurement Ombudsman (OPO) also reports to the Minister and operates independently. Details of the operations of the Crown corporations and OPO are provided in separate annual reports that are tabled in Parliament by the Minister.

Strategic outcome and program alignment architecture

PSPC's program alignment architecture (PAA), as approved by the Treasury Board, supports our strategic outcome:

The following table lists the programs that comprised PSPC's PAA in 2015 to 2016.

2015 to 2016 Public Services and Procurement Canada program alignment architecture
Program Sub-program
1.1 Acquisitions
  1. 1.1.1 General procurement services
  2. 1.1.2 Customized procurement services
  3. 1.1.3 Acquisition stewardship
    1. 1.1.3.1 Acquisition policy and strategic management
    2. 1.1.3.2 Client and supplier engagement
  4. 1.1.4 Acquisition support and innovation
    1. 1.1.4.1 Canadian Innovation Commercialization Program
    2. 1.1.4.2 Asset disposal
    3. 1.1.4.3 Standards development and certification
1.2 Accommodation and real property services
  1. 1.2.1 Federal accommodation
  2. 1.2.2 Federal holdings
  3. 1.2.3 Real property services
  4. 1.2.4 Payments in lieu of taxes
  5. 1.2.5 Parliamentary Precinct
  6. 1.2.6 Cape Breton operations
1.3 Receiver General for Canada
  1. 1.3.1 Stewardship of consolidated revenue fund and accounts of Canada
  2. 1.3.2 Receiver General services
1.4 Integrity programs and services
  1. 1.4.1 Contract security
  2. 1.4.2 Controlled goods
  3. 1.4.3 Forensic accounting services
  4. 1.4.4 Operational integrity services
1.5 Federal pay and pension administration
  1. 1.5.1 Pay
  2. 1.5.2 Pension
1.6 Linguistic management and services
  1. 1.6.1 Terminology standardization program
  2. 1.6.2 Translation and other linguistic services
  3. 1.6.3 Translation and interpretation to Parliament
  4. 1.6.4 Conference interpretation
1.7 Specialized programs and services
  1. 1.7.1 Greening of government operations
  2. 1.7.2 Client service strategy
  3. 1.7.3 Government information services
  4. 1.7.4 Document imaging services
  5. 1.7.5 Shared travel services
  6. 1.7.6 Central relocation services
  7. 1.7.7 Government of Canada administrative services
1.8 Procurement OmbudsmanFootnote 2
  1. 1.8.1 Review of procurement practices
  2. 1.8.2 Supplier complaints
1.9 Internal services
  1. 1.9.1 Management and oversight services
  2. 1.9.2 Communications services
  3. 1.9.3 Legal services
  4. 1.9.4 Human resources management services
  5. 1.9.5 Financial management services
  6. 1.9.6 Information management services
  7. 1.9.7 Information technology services
  8. 1.9.8 Real property services
  9. 1.9.9 Materiel services
  10. 1.9.10 Acquisition services

Operating environment and risk analysis

PSPC formally integrated risk into business planning, decision making and organizational processes to minimize negative impacts and maximize opportunities across its diverse range of services and operations. Risk management was conducted throughout PSPC in accordance with the Treasury Board Framework for the Management of Risk, PSPC Policy on Integrated Risk Management, the International Organization for Standardization 31000 and the Canadian Standards Association Implementation Guide to CAN/CSA-ISO 31000, Risk Management: Principles and Guidelines.

Key risks

Risk Risk response strategy Link to the Department's programs
Financial risk: PSPC's reliance on cost recovery posed risks in an environ­ment of reduced expenditures on the part of client departments.

PSPC's risk responses included: sustaining rigorous management of revenues, expenditures, forecasting and commitment monitoring; and working closely with other departments through the client service network to identify changing requirements and their impacts on the Department.

  • Acquisitions
  • Accommodation and real property services
  • Receiver General for Canada
  • Integrity programs and services
  • Linguistic management and services
  • Specialized programs and services
  • Internal services
Complex, transformational and interdepartmental major projects and procurements related risk: There were inherent risks in PSPC undertaking and delivering complex, transformational and inter-departmental major projects and procurements on time, within the approved budget and according to scope (which could ultimately have had an impact on the Department's service strategy).

PSPC's risk responses included: imple­mentation of disciplined investment and project management processes; develop­ment and implementation of service agreements and service standards with clear identification of responsibilities; sound contract management; early engagement with client departments and other stakeholders; and development and implementation of the Department's integrated investment plan.

  • Acquisitions
  • Accommodation and real property services
  • Receiver General for Canada
  • Integrity programs and services
  • Federal pay and pension administration
  • Linguistic management and services
  • Specialized programs and services

Workforce risk: There was a risk that PSPC would not have the ability to maintain a high-performing work–force with the appropriate skills and competencies to achieve the expected service delivery levels in support of evolving business needs.

In 2015 to 2016, the Department managed the internal Human Resources impacts of the Transformation of Pay Adminis­tra­tion Initiative.

PSPC's risk responses included: improving the staffing program and developing tools to help managers to identify and develop employees' potential; sustaining the momentum for Destination 2020 as a driver for people engagement and the building of an efficient workforce for the future; developing a placement strategy for PSPC's employees affected by the Transformation of Pay Administration Initiative; and reinforcing departmental strategies to effectively manage work­force adjustment activities, including the activities stemming from the transfer of compensa­tion services to Miramichi.

  • Acquisitions
  • Accommodation and real property services
  • Receiver General for Canada
  • Integrity programs and services
  • Federal pay and pension administration
  • Linguistic management and services
  • Specialized programs and services
  • Internal services

Risk narrative

Financial risk: PSPC implemented a more robust financial management framework, a more rigorous approach to manage revenues, expenditures and commitments, as well as a departmental client service strategy targeted at providing quality services to clients in the context of fluctuating business volumes.

Complex, transformational and interdepartmental major projects and procurements related risk: As the Government of Canada's common service provider, PSPC undertook large and complex enterprise initiatives for the government. There were risks associated with these projects.

PSPC's risk management approach included:

Workforce risk: PSPC implemented leadership development activities and a streamlined succession planning approach to ensure the required workforce was in place to deliver the Department's mandate. The Department also developed strategies to foster a healthy work environment and continue to be an employer of choice.

Contribution of priorities to strategic outcome

In 2015 to 2016, PSPC had three organizational priorities that supported the Department's strategic outcome and the Minister's mandate:

  1. service excellence
  2. innovation and modernization
  3. value for money

These are reported on in the organizational priorities table and are also reflected in the analysis of programs in section III of this report.

Organizational priorities

In 2015 to 2016, PSPC focused on offering better service to clients and Canadians, promoting innovation, and achieving value for money.

Priority Type Programs
Service excellence New
  • Acquisitions
  • Accommodation and real property services
  • Receiver General for Canada
  • Integrity programs and services
  • Federal pay and pension administration
  • Linguistic management and services
  • Specialized programs and services
  • Internal services

Summary of progress—Priority 1: Service excellence

Manage the delivery of our programs and services to ensure excellence and integrity while managing our clients' and Canadians' expectations.

Why is this a priority

As the Government of Canada's common service provider, providing excellent service to our clients and Canadians is fundamental to ensure departments and agencies effectively achieve their mandates as well as to bolster client satisfaction. We also need to support federal government initiatives to improve service to clients as identified in the new Treasury Board Policy on Service as well as Destination 2020.

Through its client service strategy, the Department has, in recent years, positioned itself as an integrated, innovative and service-oriented organization. The strategy has broken down internal and external barriers, and solidified horizontal relationships resulting in a better integration of services.

As we fostered a culture of service excellence within the Department, we will also built on our strong relationships with client departments.

What is this priority's link to the Minister's mandate letter

The "service excellence" priority supports the following mandate letter items:

More specifically, in 2015 to 2016, PSPC made the following progress towards this priority:

Service excellence
Planned initiatives Start date End date Status Link to Department's program alignment architecture
Improving contract management and create a supplier performance regime through a review of procure­ment instruments, policies and practices. January 2016 December 2016 On track Program 1.1 Acquisitions
  • sub-sub program 1.1.3.1: Acquisition policy and strategic management
Moving forward on transparency by making government informa­tion more accessible digitally and more open data available to suppliers and industry. November 2014 September 2016 On track Program 1.1 Acquisitions
  • sub-sub program 1.1.3.2: Client and supplier engagement
Support the government-wide efforts to conduct an inventory of all available federal lands and buildings that could be repurposed for affordable housing in communities. December 2015 August 12, 2016 On track Program 1.2: Accommo­dation management and real property services
Support the government-wide efforts to resettle 25,000 refugees from Syria in the coming months. December 2015 March 2016 Complete Program 1.2: Accommo­dation management and real property services
Continue to implement the Long Term Vision and Plan to restore and modernize the Parlia­mentary Precinct to meet the needs of a 21st century parliamentary democracy, to provide an environ­ment where Canadians gather and to serve as an outward face to international visitors. May 2001 (updated in 2007) On going On track Program 1.2: Accommo­dation management and real property Services
  • sub-program 1.2.5: Parliamentary Precinct
Streamlining and simplifying business processes within the Contract Security Program with existing Information Technology (IT) systems and technology. March 2015 March 2017 On track Program 1.4 Integrity programs and services
  • sub-program 1.4.1: Contract security
Continue optimization of pay administration through:
  • continued improvements to the operations of the Public Service Pay Centre in Miramichi, NB
  • updated processes and back-office structures to reflect a client-service focus
  • initiating the decommis­sioning of the legacy pay system
  • ongoing in-service support to departments
December 2015

On going

PSPC continues to optimize the service delivery model until service standards are met consistently and operations stabilize.

Resolving implemen­tation issues Program 1.5 Federal pay and pension administration
  • sub-program 1.5.1: Pay
Exploring ways to offer clients new efficient and innovative linguistic-service-related products and business lines, like remote interpretation, voice-to-text technology, the fully managed service approach and a simplified translation request interface, to improve the client experience, enhance access to persons with disabilities and allow federal departments and agencies to focus on their core mandates. April 2015 March 2017 On track Program 1.6 Linguistic management and services
  • sub-program 1.6.2: Translation and other linguistic services
  • sub-program 1.6.3: Translation and interpre­ta­tion to Parliament
  • sub-program 1.6.4: Conference interpretation
Supporting departments and agencies to reduce the environ­mental footprint of federal government operations. March 31, 2015 April 1, 2016 Complete Program 1.7 Specialized programs and services
  • sub-program 1.7.1: Greening of government operations
Expand Document Imaging Services to support federal government departments and agencies in meeting informa­tion management policy require­­ments by reducing the need to store large volumes of paper documents, thus enabling departments to improve their client service and reduce operational costs. January 2014 On going On track Program 1.7 Specialized programs and services
  • sub-program 1.7.4: Document imaging services
Partnering with client organiza­tions to facilitate the roll-out, throughout the Government of Canada, of back-office systems:
  • human resources management system
  • document management system
  • January 2013
  • December 2015
  • December 2020
  • March 2019
  • on track
  • on track
Program 1.7 Specialized programs and services
  • sub-program 1.7.7: Government of Canada administrative services
Developing a stand-alone privacy program, distinct from the access to information component, to provide enhanced support to senior management on proactively managing privacy-related risks. December 2015 March 31, 2016 Complete Program 1.9 Internal services
  • sub-program 1.9.6: Information management services
Assisting departments and agencies, including PSPC branches and regions, in procuring, imple­menting and operating innovative tech­nologies, such as collaborative platforms and desktop video conferencing, to increase mobility and contribute to service delivery operations excellence. April 2015 On going On track Program 1.9 Internal services
  • sub-program 1.9.7: Information technology services

What progress has been made toward this priority

In 2015 to 2016, PSPC implemented the following initiatives:

Priority Type Programs
Innovation and modernization New
  • Acquisitions
  • Accommodation and real property services
  • Receiver General for Canada
  • Integrity programs and services
  • Federal pay and pension administration
  • Linguistic management and services
  • Specialized programs and services
  • Internal services

Summary of progress—Priority 2: Innovation and modernization

Implement new forms of program and service delivery to respond to changing needs of clients and Canadians.

Why is this a priority

To keep pace in an ever-changing environment, to support government priorities related to job creation and economic growth, and to support modernization initiatives such as Destination 2020, PSPC needs to implement new forms of program and service delivery.

Our clients require integrated solutions that harness both specialized knowledge and technology. We will draw on our experience and expertise to improve upon existing processes and modernize our programs and services to find new and innovative ways to deliver them taking a whole of government approach. In doing so, we will continue to meet the future needs of our clients and Canadians.

What is this priority's link to the Minister's mandate letter

The "innovation and modernization" priority supports the following mandate letter items:

More specifically, in 2015 to 2016, PSPC made the following progress towards this priority:

Innovation and modernization
Planned Initiatives Start date End date Status Link to Department's program alignment architecture
Working with the Minister of National Defence and the Minister of Innovation, Science and Economic Development to launch an open and transparent compete­tion to replace the CF-18 fighter aircraft. January 2016 To be determined On track Program 1.1 Acquisitions
  • sub-program 1.1.2: Customized procurement services
Implementing the sustainment initiative which is a collaborative approach between Public Services and Procurement Canada, National Defence, and Innovation, Science and Economic Development that aims to better tailor defence maintenance and repair contracts. This initiative will encourage contractors to be more efficient and innovative, and build flexibility to adapt to the changing needs over time. November 2014 March 2018 On track Program 1.1 Acquisitions
  • sub-program 1.1.1: General procurement services
Prioritizing the national ship­building procurement strategy to support renewal of the Canadian Coast Guard and the Royal Canadian Navy fleets, including public quarterly updates (started in March 2016) and an annual report to Parliament (starting in December 2016). March 2016 First status report released May 2016

On track

Annual report to Parliament in fall 2016, to be followed by quarterly updates

Program 1.1 Acquisitions
  • sub-program 1.1.2: Customized procurement services
Achieving space efficiencies and cost savings over and above what is possible with the application of standards by close integration with technology (Shared Services Canada) and supporting alternative work arrangements. April 2012 March 2020 On track Program 1.2: Accommo­dation management and real property services
  • sub-program 1.2.1: Federal accommodation
Integrating the functions of Cape Breton operations (formerly enterprise Cape Breton corporation) into departmental operations by 2016 to 2017, including obligations related to environmental impacts of mining, post-employment benefits for former miners, and portfolio management and divestiture planning for the 4,000 hectare portfolio. June 2014 March 2017 On track Program 1.2: Accommo­dation management and real property services
  • sub-program 1.2.6: Cape Breton operations
Advancing the Receiver General modernization initiative, designed to innovate the treasury and accounting processes, systems and services offered to client departments and Canadians as well as to ensure alignment with related work such as the financial management transformation being undertaken by the Treasury Board Secretariat, by completing the planning stage and starting implementation. The moderniza­tion initiative will main­tain the sustainability and integrity of the Receiver General (RG) control framework, all the while streamlining processes. February 2012 December 2020 On track Program 1.3: Receiver General for Canada
  • sub-program 1.3.2: Receiver General services
Implementing the Royal Canadian Mounted Police require­ment for mandatory fingerprints to replace the criminal record name check. May 2015 December 2016 On track Program 1.4 Integrity programs and services
  • sub-program 1.4.1: Contract security
Implementing new case management system for the Controlled goods program to support program change and improve service delivery. September 2014 December 2016 DelayedFootnote 3 Program 1.4 Integrity programs and services
  • sub-program 1.4.2: Controlled goods
Optimizing the functioning of the Integrity data­base services by transitioning the data­base from an access base to a web supported platform. 2014 September 2016 On track Program 1.4 Integrity programs and services
  • sub-program 1.4.4: Operational integrity services
Completing implementation and enhancing functionality of the new pay system, Phoenix, which is replacing the outdated pay system, and permitting expanded self-service offerings. December 2012 March 2017 Delayed Program 1.5 Federal pay and pension administration
  • sub-program 1.5.1: Pay
Completing the Transformation of Pension Administration Initiative for the Canadian Armed Forces, thus improving client service and increasing alignment to common Government of Canada pension administration services and standards, while decreasing the overall cost of pension administration. March 2012 December 2016 On track Program 1.5 Federal pay and pension administration
  • sub-program 1.5.2: Pension
Offering an efficient and innovative enterprise solution to support the Public Service of Canada by deploying a language comprehension tool on the desktop of all public servants to foster collaboration and promote the use of both official languages. June 2015 March 2017 On track Program 1.6 Linguistic management and services
  • sub-program 1.6.2: Translation and other linguistic services
Upgrading our service strategy to expand and promote internal e-services that support departmental delivery results. Establishing key targets in alignment with Canada digital first Policy on Service. October 2014 March 2018 On track Program 1.7 Specialized programs and services
  • sub-program 1.7.2: Client service strategy
Implementing a workflow management system which will allow the seam­less tracking of documents through­out the Canada Gazette publication process. May 2015 December 2016 On track Program 1.7 Specialized programs and services
  • sub-program 1.7.3: Government information services
Rolling out the new Government of Canada Enterprise solution for document imaging by onboarding more client departments. July 2015 March 2017 On track Program 1.7 Specialized programs and services
  • sub-program 1.7.4: Document imaging services
Providing innovative solutions to modernize Government of Canada Administrative Services and IT systems across government. January 2013 December 2020 On track Program 1.7 Specialized programs and services
  • sub-program 1.7.5: Shared travel services
  • sub-program 1.7.7: Government of Canada administrative services
Transitioning the external Public Services and Procurement Canada website content to Canada.ca to meet the Government of Canada web renewal goal and improve overall web usability for Canadians. June 2015 December 2016 On track Program 1.9 Internal services
  • sub-program 1.9.2: Communications services
Modernizing Government of Canada administra­tive services and IT systems with the continuous transformation of our back office IM/IT applica­tions to provide Departments and Agencies with more robust applications, such as GCdocs and My GCHR, that are based on standardized processes and technology, which will provide increased functionality, scalability and flexibility. April 2014 To be determined On track Program 1.9 Internal services
  • sub-program 1.9.6: Information management services
  • sub-program 1.9.7: Information technology services
Using enabling technologies to allow for increased mobility of our workforce to improve client service and delivery of our departmental programs and services. April 2014 To be determined On track Program 1.9 Internal services
  • sub-program 1.9.7: Information technology services

What progress has been made toward this priority

In 2015 to 2016, PSPC implemented the following initiatives:

Priority Type Programs
Value for money New
  • Acquisitions
  • Accommodation and real property services
  • Receiver General for Canada
  • Integrity programs and services
  • Federal pay and pension administration
  • Linguistic management and services
  • Specialized programs and services
  • Procurement Ombudsman
  • Internal services

Summary of progress—Priority 3: Value for money

Implement initiatives to increase efficiency and effectiveness of our program and services.

Why is this a priority

PSPC will demonstrate to Canadians and parliamentarians that our programs and services provide value and demonstrate an optimal level of performance in meeting the program objectives.

What is this priority's link to the Minister's mandate letter

In 2015 to 2016, the Department started to deliver on its top priorities as outlined in the mandate letter to the Minister of PSP, by working with other Departments and Agencies to implement the following priority activities which support "Value for money":

More specifically, in 2015 to 2016, PSPC made the following progress towards this priority:

Value for money
Planned initiatives Start date End date Status Link to Department's program alignment architecture
Leveraging private sector experience and expertise for large public-private partnerships (P3) procurement projects to support the government's economic policy goals. This will start with the Champlain Bridge Corridor project. March 2014 December 2018 On track Program 1.1 Acquisitions
  • sub-program 1.1.2: Customized procurement services
Managing nationally a regionally implemented infrastructure program which will deliver $1.2 billion in projects to 13 other government departments as well as $174 million in PSPC projects. PSPC projects include key infra­structure repairs to Crown-owned engineering assets such as the Esquimalt Graving Dock, the Alaska Highway and the Alexandra Bridge, and $85 million in necessary repairs to federally-owned buildings across Canada. April 2015 March 2017 On track Program 1.2: Accommo­dation management and real property Services
  • sub-program 1.2.2: Federal holdings
  • sub program 1.2.3: Real property services
Advancing workplace improvements by applying the space standards modernization and space recapture initiatives, updating workspaces and enabling new technologies, as appropriate, to create a more efficient workplace and realize savings. April 2012 March 2019 On track Program 1.2: Accommo­dation management and real property Services
  • sub-Program 1.2.1: Federal accommodation
Further reducing the number of paper cheques issued by the Receiver General in favour of direct deposit which is a more secure, timely and cost-effective method of payment. April 2012 On going On track Program 1.3: Receiver General for Canada
  • sub-program 1.3.2: Receiver General services
Maintaining the delivery of high quality and exemplary linguistic services while pursing further reduc­tions in the cost of delivery of linguistic services to the Government of Canada through an optimal use of linguistic technologies, cost-containment measures, continuous improvement of systems and processes, and a greater partnership with the private sector. April 2016 March 2017 On track Program 1.6 Linguistic management and services
  • sub-program 1.6.2: Translation and other linguistic services
Adopting lean management principles aimed at reducing costs, improving quality and timeliness, improving usability and integrating service channels. Started with the Service Policy entering into effect, this initiative will come to an end with the completion of our current Service Management Strategy. October 2014 March 2018 On track Program 1.7 Specialized programs and services
  • sub-program 1.7.2: Client service strategy
Implementing lean practices within the Document Imaging Solutions Centre in both our offices (Matane and Winnipeg) in order to improve processing efficiencies and therefore value for money. November 2015 On going On track Program 1.7 Specialized programs and services
  • sub-program 1.7.4: Document imaging services
Enhancing the efficiency of administrative services within the Government of Canada by taking advantage of economies of scale through common back-office systems. April 2012 December 2020 On track Program 1.7 Specialized programs and services
  • sub-program 1.7.5: Shared travel services
  • sub-program 1.7.7: Government of Canada administrative services
Delivering timely and effective dispute resolution services to Canadian businesses and federal departments as a means of resolving contract disputes and avoiding lengthy and costly litigation, through the Office of the Procurement Ombudsman (OPO). 2008 2017 On track Program 1.8: Procure­ment Ombudsman
Providing sound financial leadership and oversight in delivering on departmental priorities. April 2015 To be determined On track Program 1.9 Internal services
  • sub-program 1.9.5: Financial management services
Enabling new technologies to improve efficiencies of operations for the department. June 2015 June 2019 On track Program 1.9 Internal services
  • sub-Program 1.9.5: Financial management services
Providing a cost-effective and sustainable IM/IT environment that reduces the number of applica­tions through the proactive management of the departmental Application Portfolio. April 2014 To be determined On track Program 1.9 Internal services
  • sub-program 1.9.6: Information management services
  • sub-program 1.9.7: Information technology services
Implementing a departmental-wide approach to the management of information management/information technology (IM/IT) to ensure cost-effective and efficient IM/IT solutions and services are in place and where IM/IT investment decisions are aligned with departmental and Government of Canada priorities. April 2014 To be determined On track Program 1.9 Internal services
  • sub-program 1.9.6: Information management services
  • sub-program 1.9.7: Information technology services
Leading the National Accommodation Program to provide modern, collaborative workspaces that ensure more efficient use of space. June 2015 March 2022 On track Program 1.9 Internal services
  • sub-program 1.9.8: Real property services
Enhancing materiel management and accommodation practices in the Department to maximize resources and efficiencies. October 2015 June 2017 On track Program 1.9 Internal services
  • sub-program 1.9.9: Materiel services
  • sub-program 1.9.10: Acquisition services

What progress has been made toward this priority

In 2015 to 2016, PSPC implemented the following initiatives:

For more information on organizational priorities, see the Minister's mandate letter on the Prime Minister of Canada's website.

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