Supporting information on lower level programs: 2016 to 2017 Departmental Results Report

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Program 1.1: Acquisitions

Sub-program 1.1.1: Acquisition Stewardship

This sub-program ensures effective management of the acquisition function by providing direction and guidance to stakeholders, overseeing the development and deployment of government-wide strategies, and designing processes and tools to preserve the integrity of the acquisition system. This is also done by maintaining the system's relevance and focus on the evolving needs of federal departments and agencies, and the capacities of supplier communities. This work ensures the stewardship of acquisitions through a well-functioning procurement system.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Aligned federal departments' and agencies' procurement needs with supplier capacity. Percentage of Public Services and Procurement Canada (PSPC) contract value awarded using Specific, Measurable, Attainable, Relevant and Time-sensitive (SMART) procurement principles, which align client needs and supplier capacity through early engagement, effective governance, independent advice and benefits for Canadians.Footnote 1 80% 86% N/A N/A
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
44,449,802 53,112,569 54,208,997 9,759,195
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
346.19 432.35 86.16

Sub-sub-program 1.1.1.1: Acquisition policy and strategic management

This sub-sub-program interprets the legislative and policy landscape in support of the manage­ment and continuous improvement of government acquisitions, the provision of acquisition-related advice, guidance and oversight, including the development and application of standards and guidelines. This is done by developing and implementing tools and instruments to improve the effective and efficient management of the procurement life cycle for the federal government and suppliers.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Enable the implemen­tation of a collabora­tive buying with public-sector buyers in other jurisdictions. Number of signed agreements with other public-sector jurisdic­tions (for example, provinces, territories) to enable collaborative procurement.Footnote 1 4 7 N/A N/A
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
29,863,767 39,837,636 41,569,861 11,706,094
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
252.60 319.39Footnote 3 66.79

Sub-sub-program 1.1.1.2: Engagement with clients, suppliers, and small and medium enterprises

This sub-sub-program manages a function that is responsive to the procurement needs of clients and suppliers, including small and medium enterprises. This is achieved by engaging clients (that is, federal departments and agencies), suppliers, and other stakeholders in identifying best practices in the area of procurement, and in informing the design and management of effective approaches and tools. Engagement with clients, suppliers and small and medium enterprises helps to:

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
The federal government manages an acquisition system that is responsive to the procurement needs of clients and supplier communities. Overall level of supplier satisfac­tion with Office of Small and Medium Enterprises information sessions. 80% 95% 95.8% 96.3%
Overall client satisfaction with the quality of service.Footnote 1 80% 82% N/A N/A
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
14,586,035 9,914,523 10,049,388 (4,536,647)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
93.59 93.16 (0.43)

Sub-sub-program 1.1.1.3: Defence procurement strategy governance

This sub-sub-program ensures streamlined and effective decision making in support of the Defence Procurement Strategy. The sub-sub-program provides strategic analysis, guidance, and advice with a whole-of-government perspective for defence and major Canadian Coast Guard procurements. This is primarily achieved through senior level governance committees which serve as key decision making bodies for the implementation of the strategy.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Senior level governance committee meetings on defence and major Canadian Coast Guard procurements are held on a regular basis. Percentage of planned senior level governance committee meetings taking place on a yearly basis.Footnote 1 80% 100% N/A N/A
Percentage of record-keeping documents, produced for all senior level governance committee meetings, disseminated within established timeframe.Footnote 1 90% 53% N/A N/A
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
0 3,360,410 2,589,747 2,589,747Footnote 4
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
0 19.8Footnote 5 19.84Footnote 4

Sub-program 1.1.2: Procurement services

This sub-program provides timely, value-added procurement services to federal departments and agencies to facilitate their acquisition of goods and services. This is achieved through effective contract negotiations and award, and management or use of PSPC standing offers and supply arrangements. This is also achieved by initiating and maintaining dialogue between suppliers and clients throughout the procurement process.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Timely acquisition of goods and services that provide value for money to support the delivery of government programs and services. Percentage of competi­tive procurements of level 4 or 5 risk and complexity making use of fairness monitors.Footnote 1 100% N/AFootnote 6 N/A N/A
Percentage of Government of Canada (GC) procurement transactions completed through the use of PSPC standing offers and supply arrangements.Footnote 1 35% 39.8% N/A N/A
Percentage of original contracts of level 1 and 2 risk and complexity awarded within established timeframes. 80% 79% 75.6% 76.9%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
73,997,764 65,401,678 57,747,000 (16,250,764)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
1,134.85 1,172.25 37.4

Sub-program 1.1.3: Build in Canada Innovation Program

This sub-program supports Canadian businesses with the entry of their products and services into the marketplace. This is done by providing them with opportunities to test and evaluate their pre-commercial products and services in real world settings throughout the federal government.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
The federal government supports the pre-commercial products and services of Canadian enterprises. Percentage of available budget for innovations matched and tested by government departments per call for proposals. 80% 83% 100% 80%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
29,807,471 29,785,961 26,043,620 (3,763,851)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
10.01 12.87 2.86

Program 1.2: Accommodation management and real property services

Sub-program 1.2.1: Federal accommodation

This sub-program provides for the accommodation needs of federal organizations by providing and maintaining a cost effective portfolio of office facilities, common use assets and special properties (predominantly conference and training facilities). This sub-program is composed of 2 primary activities:

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
A portfolio of federal accommodation assets that maximizes economic benefit. Percentage of vacant marketable Crown-owned office space. 3.5% 3.8% 2.93% 2.5%
Percentage of time that facilities remain operational during normal business hours (defined as 7 am to 6 pm, Monday through Friday). 99% 99% 99.9% 97%
Federal organizations receive affordable solutions for their accommodation requirements. Affordability as measured by cost ($) per person. $6,156.43 per person $5,932.44 per person $5,919.50 per person $6,062.94 per person
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
1,488,481,605 1,845,833,031 1,732,832,097 244,350,492
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
863 643 (220)Footnote 7

Sub-program 1.2.2: Federal holdings

This sub-program includes a diverse portfolio of federal facilities and activities under the purview of the Minister of PSP that are grouped for reporting purposes the:

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
A portfolio of federal holdings assets that minimize short and long-term liability. Decrease in number of assets rated as high risk. Decrease by 1 0 2 2
Percentage of bridges with structural condition rated "4" or better (fair to excellent) based on standard 1 to 6 scale. 100% 93% 92% 81%
Percentage of dams meeting stability requirements based on standard criteria. 100% 100% 100% 100%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
148,298,848 241,768,072 222,863,969 74,565,121
Human resources (full-time equivalents [FTEs]
2016 to 2017 planned FTEsFootnote 8 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
58.60 49.86 (8.74)

Sub-program 1.2.3: Real property services

This sub-program provides real property services, on a fee for service basis, to the federal accommodation, federal holdings and parliamentary precinct programs of PSPC, as well as to other departments.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Federal organizat­ions and the Parliament of Canada receive responsive and cost-effective real property services. Percentage of all real property projects over $1 million that are on-time. 95% 96% 94% 94%
Percentage of all real property projects over $1 million that are on-budget. 95% 97% 99% 98%
Percentage of all real property projects over $1 million that are on-scope. 95% 98% 97% 98%
Dollars spent in the private sector for each dollar that PSPC spends internally on billable labour/ increased private sector leverage (blend). $12 $13 $12 $11
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
2,600,000 2,600,000 (29,044,262) (31,644,262)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
2,528.4 2,704.9Footnote 9 176.5Footnote 10

Sub-program 1.2.4: Payments in Lieu of Taxes

This sub-program administers the Payments in Lieu of Taxes Program on behalf of the Government of Canada by issuing payments to taxing authorities under the authority of the Payments in Lieu of Taxes Act. Local taxing authorities benefit through receipt of payments, which recognizes the services they provide federal property located in their jurisdictions.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Local taxing authorities receive fair, equitable and predictable payments on behalf of the GC, as contribution to the cost of local government. Percentage of properties where taxing authorities have accepted their Payment in Lieu of Taxes and have not requested a review. 99% 99.9% 99% 99%
Percentage of tax year Payment in Lieu of Taxes payments that have been finalized by March 31. 90% 98.5% 99.6% 99%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
5,647,717 36,999,534 36,838,322 31,190,605
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
48 48.64 0.64

Sub-program 1.2.5: Parliamentary Precinct

This sub-program provides essential office and special use accommodations space that supports the delivery of the programs and services to the Parliament of Canada. The accommodations space is defined as the buildings occupied in majority by the Senate, the House of Commons and the Library of Parliament and the related premises and grounds, as well as required leases and including swing space and rehabilitated buildings under the Long Term Vision and Plan necessary to support their work (constituency offices are excluded).

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Rehabilitation and reconstruc­tion projects preserve the cultural and physical heritage of the Parliamentary Precinct. Percentage of major capital projects over $1 million that are on-time. 90% 100% 92% 90%
Percentage of major capital projects over $1 million that are on-scope. 90% 100% 100% 98%
Percentage of major capital projects over $1 million that are on-budget. 90% 100% 100% 98%
Parliamentarians are equipped to conduct Parlia­mentary operations 24 hours of the day. Number of hours per annum that essential property management services are not provided for the ongoing operation of Parliament. Not more than 48 hours per annum <2 hours 1.5 hours 0.53 hours
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
510,811,172 547,878,328 461,072,641 (49,738,531)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
59.50 39 (20.5)

Sub-program 1.2.6: Cape Breton operations

This sub-program identifies PSPC as responsible for Cape Breton Operations which includes the overall management of the residual obligations of the former Cape Breton Development Corporation (CBDC) as well as the real property portfolio of the former Enterprise Cape Breton Corporation (ECBC). The residual obligations include the management of post-employment benefits for former CBDC employees including miners, as well as obligations relating to the monitoring and oversight of environmentally impacted land holdings and mine water management. Also included in this sub-program are land management activities on properties transferred from ECBC, with activities such as the management and divestiture of surplus property.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Sound administra­tion of the post-employment benefits programs provided to former employees of the Cape Breton Development Corporation. Percentage of benefit payments delivered within established timeframes. 100% 100% 100% 100%
Over the long term a portfolio of federal properties that minimizes short- and long-term financial and environmental liabilities. Percentage of the portfolio for which a strategy has been developed, that is, reten­tion in the portfolio, priority disposals, etc. 100% 100% 100% N/AFootnote 11
Percentage of priority 1 disposals completed. 25% 5%Footnote 12 39% N/AFootnote 11
Percentage of mine water treatment and remediated sites that meet established environmental guidelines. 75% 80% 87% 78%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
36,989,166 37,264,217 34,427,568 (2,561,598)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
19.54 21.79 2.25

Program 1.3: Receiver General for Canada

Sub-program 1.3.1: Stewardship of Consolidated Revenue Fund and Accounts of Canada

This sub-program safeguards the integrity of the Consolidated Revenue Fund and the Accounts of Canada on behalf of Canadians (receipt, transfer, holding and disbursement of public money and the redemption and settlement of all payments, production of Public Accounts and monthly statements of financial operations) and develops and maintains Receiver General treasury, accounting and reporting systems.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
The integrity of the Consoli­dated Revenue Fund and the Accounts of Canada is preserved on behalf of Canadians. Number of Public Accounts audit issues raised in annual audit by the Office of the Auditor General relating to the Receiver General's Consolidated Revenue Fund and the Accounts of Canada functions. 0 0 0 0
Percentage of daily settlement instructions sent, according to schedule, to the Bank of Canada for all outflows from the Consolidated Revenue Fund. 95% 100% 98% 95%
Percentage of Receiver General payments issued within established timeframes. 99.99% 99.74% 99.99% 99.99%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
105,557,360 116,236,850 103,716,929 (1,840,431)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
280.06 294 13.94

Sub-program 1.3.2: Receiver General services

This sub-program provides optional bill payment services for departments and agencies, and maintains operations for an optional departmental financial and materiel management system offering.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Timely optional services related to bill payments. Percentage of time bill payment services are delivered within established timeframes. 98% 97.4% 100% 99%
Timely optional services related to a departmental financial and material manage­ment system offering. Percentage of time common departmental financial and materiel management system services are provided to other government depart­ments as per service level agreements. 100% 100% 100% 100%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
1,090,244 855,923 774,648 (315,596)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
8.98 14 5.02

Program 1.4: Integrity programs and services

Sub-program 1.4.1: Contract security

This sub-program contributes to Canada's economic and national security agenda by safe­guarding Canadian and foreign governments' sensitive information and assets entrusted to private-sector companies who are under government contract by evaluating, assessing risk, granting security clearances and inspecting private-sector companies and their employees, and by negotiating and administering international bilateral industrial security arrangements.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Timely security clearances supporting the safeguarding of GC information and assets. Percentage of responses to personnel security clearance requests completed within 75 business days. 80% 54% 64% 59%
Percentage of complex reliability screening requests processed within 120 business days. 85% 92% 92% 93%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
8,080,743 8,708,690 9,649,071 1,568,328
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
234 251 17

Sub-program 1.4.2: Controlled goods

This sub-program mitigates the risk of proliferation of tactical and strategic assets, helps strengthen Canada's defence trade controls, and supports Canada's domestic and international security interests, through the registration and inspection of private-sector individuals and companies possessing, examining or transferring controlled goods.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Timely certifica­tions are carried out to ensure controlled goods are safe­guarded and protected against unauthorized access while in the custody of private-sector companies. Percentage of registration certificates issued within 32 business days. 80% 95% 93% 82%
Percentage of companies compliant with the Controlled Goods Regulations upon first inspection.Footnote 1 80% 84% N/A N/A
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
4,064,957 7,264,573 5,236,162 1,171,205
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
51 39 (12)

Sub-program 1.4.3: Forensic accounting services

This sub-program provides forensic accounting services to Canadian and international govern­ments, law enforcement agencies and prosecution services primarily on criminal investigations that have a financial component. These services support police investigations, prosecutions and, thus, Canadian and international criminal justice systems by providing specialized advice, forensic accounting reports, and expert witnesses testimony on the financial aspects of these investigations in an objective, independent and non-technical manner.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Quality and timely forensic accounting expertise, expert witness and advisory services are made available to internal and external public clients, and other levels of govern­ment and foreign governments. Percentage of clients satisfied with services. 85% 94% N/AFootnote 13 100%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
2,690,144 2,561,506 2,605,205 (84,939)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
41.40 38.18 (3.22)

Sub-program 1.4.4: Integrity frameworkFootnote 14

This sub-program supports accountability and integrity in PSPC's procurement and real property transactions. This includes policies, procedures and governance measures to ensure it does business with suppliers that respect the law and act with integrity. This sub-program also provides integrity database verifications to ensure suppliers are in compliance with the Integrity Framework. This is also done on behalf of other government departments with whom memorandum of understanding (MOU)s are in place.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Timely services that support the integrity of procurement and real property transactions by ensuring PSPC does business with suppliers that respect the law and act with integrity. Percentage of verifica­tion checks completed within 4 hours.Footnote 15 80% 98% 93% 92%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
227,866 1,672,265 1,294,748 1,066,882
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
30 22.54 (7.46)

Sub-program 1.4.5: Fairness monitoring and business dispute management

This sub-program provides assurance as to the fairness, openness, and transparency of selected departmental activities through the engagement of independent third party fairness monitors to observe all or part of a departmental activity. Business dispute management provides conflict prevention and alternative dispute resolution services to contractors, other government depart­ments, and PSPC employees, where PSPC is the contracting authority.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Quality and timely services providing independent assurances that PSPC's activities are conducted with fairness, openness and transparency. Percentage of responses to initial client request for fairness monitoring services within 2 business days. 85% 100% 100% 100%
Percentage of clients satisfied with services provided by Fair­ness Monitoring Directorate.Footnote 16 85% 100% 100% N/A
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
120,363 33,257 (469,825) (590,188)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
12 7.42 (4.58)

Program 1.5: Federal pay and pension administration

Sub-program 1.5.1: Pay

This sub-program administers pay and benefits processes for the Public Service of Canada and other organizations, in accordance with collective agreements, compensation policies and memoranda of understanding. Pay and benefits administration includes the development and delivery of services, processes and systems, and the provision of information, training and advice to compensation advisors. For most departments using the government accredited human resources system (Peoplesoft), PSPC also provides all compensation services.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Transactions are processed in the pay system on time. Percentage of public service pay transactions processed by the Pay Centre within established timeframes. 95% 36% 92.25% 89%
Timely pay advice is provided to compensation advisors. Percentage of pay notifications issued within established timeframes.Footnote 1 95% 95% N/A N/A
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
68,762,714 123,783,028 119,461,407 50,698,693
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
767.99 1,037 269.01

Sub-program 1.5.2: Pension

This sub-program administers pension plans and benefits for the Government of Canada. Pension administration includes the development and delivery of services, processes and systems, and the provision of information and advice to, and liaison with, employees and pensioners. This permits PSPC to administer pensions in accordance with applicable legislation and policies.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Transactions are processed in the pension system on time. Percentage of pension transac­tions processed within established timeframes. 95% 97.6% 97.8% 98.3%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
12,998,967 12,819,599 15,940,824 2,941,857
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
791.09 1,051.71 260.62

Program 1.6: Linguistic management and services

Sub-program 1.6.1: Terminology Standardization Program

As the federal government's terminology standardization and linguistic authority, the Translation Bureau is mandated with the development, standardization and distribution of terminology in the public service. In this capacity, this sub-program aims to ensure the establishment of terminology and language standards to promote consistency and quality in the government's communication with Canadians and to:

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Federal institutions, the GC and Canadians benefit from efficient, standardized, quality and timely terminology services. Compliance percentage of terminological records posted in TERMIUM Plus® respecting quality and methodological standards.Footnote 1 95% 95% N/A N/A
Percentage of 1 business day deadlines met to respond to terminology queries and requests received by the terminology assistance service. 95% 99% 99% 96.7%
Direct unit cost of records created and modified in TERMIUM Plus®.Footnote 1 $55 $28 N/A N/A
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
11,003,049 10,977,078 9,264,176 (1,738,873)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
64.13 60.20 (3.93)

Sub-program 1.6.2: Translation and other linguistic services

This sub-program aims to offer a full, integrated range of language solutions in both official languages, in Canada's Aboriginal languages, and in over 100 foreign languages. It ensures an effective and efficient provision of quality translation, revision, editing, and language advice services at a reasonable cost to the judiciary and federal departments and agencies on a cost recovery basis.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Departments and agencies benefit from quality and timely linguistic services provided in a closed-security environ­ment to support the requirements of government. Percentage of clients satisfied with the services provided by Translation Bureau. 85% 89% 87.1% 86%
Percentage of transla­tion requests that are delivered within the deadline. 95% 95% 95.4% 95.41%
Percentage of clients with a master agreement (for departments listed in Annex I, I.1, II, III, IV and V of the Financial Administration Act). 90% 95% 83.7% 78%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
5,963,309 5,964,491 (1,642,214) (7,605,523)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
800.52 824.07 23.55

Sub-program 1.6.3: Translation and interpretation to Parliament

This sub-program aims to ensure the provision of timely translation, interpretation and other linguistic services to Parliament. This enables Parliament to function in both official languages and any other languages required. More precisely, the bureau translates and reviews documents from:

It also provides official languages interpretation for the:

Furthermore, interpreters regularly accompany Senators and MPs who belong to parliamentary committees when they travel in Canada and abroad. Furthermore, the bureau provides real time closed captioning services in French and in English of the Chamber proceedings and televised committees.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Parliament benefits from quality and timely linguistic services to support equality of status for both official languages. Percentage of clients satisfied with the services provided by the Translation Bureau.Footnote 1 85% N/AFootnote 17 N/A N/A
Percentage of documents trans­lated and revised for Parliament within the deadline. 95% 95% 96.7% 97.43%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
31,750,068 32,762,728 32,762,728 1,012,660
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
214 215.23 1.23

Sub-program 1.6.4: Conference interpretation

This sub-program aims to ensure the provision of conference interpretation services in official languages, in Canada's aboriginal languages, in foreign languages and in visual languages to all federal government departments and agencies at events such as:

It also aims to ensure the provision of conference interpretation services in visual languages to deaf or hard of hearing federal public servants.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
The GC benefits from quality and timely interpretation services. Percentage of interpre­tation requests delivered according to specific events' needs. 95% 99% 98.7% 98.85%
Percentage of clients satisfied with conference interpretation services. 85% 94% 89.8% N/AFootnote 18
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
11,991,048 12,979,962 12,562,177 571,129
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
46 50.01 4.01

Program 1.7: Specialized programs and services

Sub-program 1.7.1: Greening of government operationsFootnote 19

This sub-program aims to accelerate the greening of the government's operations by providing government-wide leadership to enable significant reductions in the environmental impact of federal operations within PSPC's own operations, and by working with other government departments and agencies to improve the environmental performance of the federal government. This is done through the development of polices, by providing advice and by issuing guidelines pertaining to sustainable development and environmental stewardship.

Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
1,362,975 761,187 667,814 (695,161)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
14.75 0 (14.75)

Sub-program 1.7.2: Client Service Strategy

This sub-program leads PSPC's Client Service Strategy.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Client organiza­tions have access to services that meet their needs and are based on strong service management practices. Percentage of blue and green ratings in the PSPC Client Barometer. 85% 87% 87% 89%
Percentage of PSPC published service standards meeting or exceeding their target. 75% 81% 78% 73%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
961,582 2,420,027 2,377,629 1,416,047
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
12 23.35 11.35Footnote 20

Sub-program 1.7.3: Government information services

This sub-program provides information to Canadians on Government of Canada programs and publications, and supports the effectiveness of Government of Canada communications activities through the provision of:

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Canadians have access to centralized GC information. Percentage of legislated publication dates met by Canada Gazette. 100% 100% 100% 100%
Percentage of publishing and depository services client requests processed within 5 business days. 80% 95% 97% 79%
Federal organiza­tions receive services to support the delivery of selected GC communications activities and their compliance with applicable legislation and policy. Percentage of advertising projects managed by clients complying with relevant legislation and policy. 98% 100% 100% 100%
Percentage of public opinion research projects for which the statement of work was reviewed and feedback was provided to the client within 3 business days of receipt. 80% 89% 85% 92%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
18,955,347 20,056,998 18,270,589 (684,758)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
117.37 112.11 (5.26)Footnote 21

Sub-program 1.7.4: Document imaging services

This sub-program provides quality and efficient document imaging and data capture offerings as a cost-recovery service to federal organizations, leveraging internal and private-sector solutions. The service consists of image processing, indexing and secure archiving of electronic records. Modernization of business processes through document imaging enabled services assists depart­ments in reducing processing costs and in some cases, reducing warehousing costs, improves service levels to citizens and unlocks corporate knowledge stored in paper archives for improved decision making. This service is certified against the required Canadian standards for electronic records as documentary evidence for use in legal disputes.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Quality and efficient of document imaging services. Percentage of documents processed while respecting the price quoted to clients for their imaging projects.Footnote 16 95% 100% 100% N/A
Percentage of documents processed which respect the service level, and turn­around time, as per the MOU.Footnote 16 95% 98.7% 100% N/A
Rate of imaging project reject, or rescan.Footnote 1 5% 1.5% N/A N/A
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
1,311,992 4,155,408 4,536,863 3,224,871
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
39.24 157.57 118.33

Sub-program 1.7.5: Shared travel services

This sub-program provides end-to-end travel related tools and services to federal departments and agencies to simplify, efficiently manage, and reduce the cost of government travel. This is achieved by negotiating discount agreements on flights and rail, offering a centralized travel management system, and by disseminating relevant and timely information about government travel.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Federal govern­ment employees use and are satisfied with cost efficient travel services and tools. Percentage of federal government employees' satisfaction. 80% 79% 70% 74.4%
Percent of savings realized for flights and rail as a result of discount agreements negotiated by PSPC.Footnote 16 10% 10% 13.3% N/A
Percentage of GC entities adopting shared travel services. 85% 90%Footnote 22 81% 91%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
531,580 428,253 (856,990) (1,388,570)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
40 33.42 (6.58)Footnote 23

Sub-program 1.7.6: Central relocation services

This sub-program manages a government-wide service that oversees moving operations for the relocation of federal government employees, excluding Department of National Defence and the Royal Canadian Mounted Police. This is done by managing and renewing household goods contracts to reduce relocation administrative costs, and ensure a consistent level of service to employees being relocated.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Federal government client departments are satisfied with the relocation services provided while respecting appropriate Treasury Board policies and directives. Percentage of client departments expressing a positive level of satisfaction with services provided. 80% 100% 100% 100%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
0 0 (119,268) (119,268)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
5.80 5.42 (0.38)

Sub-program 1.7.7: Government of Canada administrative services

This sub-program has a horizontal focus to delivering corporate administrative and human resources support services, on cost recovery basis, to achieve efficiencies for client federal organizations. Govern­ment of Canada administrative services reduces the number of back-office administrative information technology systems across government, and purchases, creates, modifies and maintains common GC versions of products, which eliminates duplication in individual departments and agencies allowing them to focus resources on key programs.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Government departments and agencies have access to human resources and compen­sation services to fulfil their human resources function needs. Percentage of clients satisfied overall with human resource services provided. 90% N/AFootnote 24 86.8% 94%
Federal organiza­tions have access to shared informa­tion management, financial, human resources and materiel systems to help them meet their obligations. Percentage of clients satisfied overall with system cluster services provided. 90% 84%Footnote 25 82.5% 82%
Percentage of shared case manage­ment clients on-boarded as per April 1, 2016 on-boarding plan.Footnote 1 100% 100% N/A N/A
Percentage of My GCHR users on-boarded as per the approved on-boarding schedule. 100% 100%Footnote 26 100% 100%
Percentage of GCdocsNote de bas de page 40 users on-boarded as per April 1, 2016 on-boarding plan.Footnote 1 100% 100% N/A N/A
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
2,739,497 2,643,740 3,481,891 742,394
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
163.25 151.86 (11.39)Footnote 27

Sub-program 1.7.8: Asset Disposal

This sub-program supports the federal government in disposing surplus moveable or seized goods, including through online GCSurplus. This service allows asset disposal in a transparent and financially-sustainable manner.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
The federal government obtains best value in disposing of surplus moveable or seized goods. Percentage of seized property sales obtaining 90% of appraised asset value. 90% 87%Footnote 28 91% 90%
Percentage of the minimum bid obtained via online sales (only items with a minimum bid greater than $100). 150% 212% 100% 100%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
2,631,216 1,684,223 1,857,584 (773,632)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
144.50 133.74 (10.76)Footnote 29

Sub-program 1.7.9: Standards development and certification

This sub-program provides standards and conformity assessment services in support of the economic, regulatory, procurement, health, safety and environmental interests of government, industry, and consumers. This is achieved by developing and reviewing standards and certifying products, services and management systems within specified timeframes to ensure consumer confidence.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
The federal government and industry use standards development and conformity assessment services in support of their interests in the economic, regulatory, procurement, health, safety and environmental areas. Percentage of standards reviewed within specified timeframes. 75% 87% 75% 81.1%
Percentage of conformity assessment services delivered within specified timeframe. 85% 85% 83% 83%
Level of federal government and industry satisfaction with Canadian General Standards Board's conformity assessment services. 75% 86.2% 80% 92.5%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
959,852 1,169,614 1,250,202 290,350
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
36 25.16 (10.84)Footnote 30

Program 1.8: Procurement Ombudsman

Sub-program 1.8.1: Review of procurement practices

This sub-program allows for an independent review of departmental and government-wide procurement practices, and makes recommendations to promote fairness, openness and transparency in federal procurement.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Federal organiza­tions receive impartial, relevant and achievable recommendations. Percentage of depart­ments, whose practices were reviewed, that have taken action in response to the Ombudsman's recommendations. 100% 100% 100% 100%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
2,158,874 2,099,004 1,625,357 (533,517)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
13.25 11.68 (1.57)

Sub-program 1.8.2: Supplier complaints

This sub-program ensures that complaints from Canadian suppliers regarding the award or administration of contracts, as well as all other contacts to the office, are addressed in a timely manner by a knowledgeable and independent third-party.

Performance results
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Contacts are addressed in a timely manner. Percentage of contacts addressed in accordance with Office of Procurement Ombudsman's service standards. 100% 100% 100% 100%
Budgetary financial resources (in dollars)
2016 to 2017 planned spending 2016 to 2017 actual spendingFootnote 2 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
1,959,278 1,922,022 1,632,474 (326,804)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
13.25 11.69 (1.56)

Program 1.9: Internal services

Sub-program 1.9.1: Management and oversight services

Management and oversight services involve activities undertaken for determining strategic direction and governance, program planning and design; representing values and ethics; and allocating resources and taking investment decisions; as well as those activities related to analyzing exposure to risk and determining appropriate countermeasures. They ensure that the service operations and programs of the federal government comply with applicable laws, regulations, policies, and/or plans.

Service groupings for management and oversight services include:

Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEsFootnote 2 2016 to 2017 difference (actual minus planned)
353.22 331.94 (21.28)Footnote 31

Sub-program 1.9.2: Communications services

Communications services involves activities undertaken to ensure that Government of Canada communications are effectively managed, well-coordinated and responsive to the diverse information needs of the public. The communications management function ensures that the public, internal or external, receives government information, and that the views and concerns of the public are taken into account in the planning, management and evaluation of policies, programs, services, and initiatives.

Service groupings for communications services include but are not limited to:

Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
133.26 121 (12.26)Footnote 32

Sub-program 1.9.3: Legal services

Legal services involve activities undertaken to enable government departments and agencies to pursue policy, program and service delivery priorities and objectives within a legally sound framework. Services include the provision of:

Service groupings for legal services include:

Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
20.44 19.44 (1)Footnote 33

Sub-program 1.9.4: Human resources management services

Human resources management services involve activities undertaken for determining strategic direction, allocating resources among services and processes, as well as activities relating to analyzing exposure to risk and determining appropriate countermeasures. They ensure that the service operations and programs of the federal government comply with applicable laws, regulations, policies, and/or plans.

Service groupings for human resources management services include:

Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
635.07 558 (77.07)Footnote 34

Sub-program 1.9.5: Financial management services

Financial management services involve activities undertaken to ensure the prudent use of public resources, including:

Service groupings for financial management services include:

Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
521 523.88 2.88Footnote 33

Sub-program 1.9.6: Information management services

Information management services involves activities undertaken to achieve efficient and effective information management to:

Information management is the discipline that directs and supports effective and efficient management of information in an organization, from planning and systems development to disposal or long-term preservation. Service groupings for information management services include:

Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEsFootnote 36 2016 to 2017 difference (actual minus planned)
144.41 200.48 56.07Footnote 37

Sub-program 1.9.7: Information technology services

Information technology services involve activities undertaken to achieve efficient and effective use of information technology to support government priorities and program delivery, to increase productivity, and to enhance services to the public. The management of information technology includes planning, building (or procuring), operating and measuring performance.

Service groupings for information technology services include:

Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
814 787 (27)Footnote 38

Sub-program 1.9.8: Real property services

Real property services involve activities undertaken to ensure real property is managed in a sustainable and financially responsible manner throughout its life cycle, to support the cost-effective and efficient delivery of government programs. Real property is defined as any right, interest or benefit in land, which includes mines, minerals and improvements on, above or below the surface of the land.

Service groupings for real property services include:

Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
35 25.9 (9.10)Footnote 39

Sub-program 1.9.9: Materiel services

Materiel services involve activities undertaken to ensure that materiel can be managed by departments in a sustainable and financially responsible manner that supports the cost-effective and efficient delivery of government programs. Materiel is defined as all movable assets, excluding money and records, acquired by Her Majesty in right of Canada. Materiel management entails all activities necessary to acquire, hold, use and dispose of materiel, including the notion of achieving the greatest possible efficiency throughout the life cycle of materiel assets.

Service groupings for materiel services include:

Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
21.75 18.70 (3.05)Footnote 33

Sub-program 1.9.10: Acquisition services

Acquisition services involve activities undertaken to acquire a good or service to fulfill a properly completed request (including a complete and accurate definition of requirements and certification that funds are available) until entering into or amending a contract.

Service groupings for acquisition services include:

Human resources (full-time equivalents [FTEs])
2016 to 2017 planned FTEs 2016 to 2017 actual FTEs 2016 to 2017 difference (actual minus planned)
22.25 24.37 2.12Footnote 33

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