Public Services and Procurement Canada
Results at a glance: 2018 to 2019 Departmental Results Report
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What funds were used
Public Services and Procurement Canada (PSPC)'s actual spending (authorities used) for 2018 to 2019: $3,879,076,634
Who was involved
PSPC's actual full-time equivalents number for 2018 to 2019: 14,628.82
Key achievements
| Key priorities | Achievements |
|---|---|
| Continue to advance PSPC's initiatives to modernize procurement practices and develop simpler and less burdensome processes, policies and tools. | To modernize procurement, PSPC continues to leverage digital technologies, open data, agile and iterative approaches, enabling policies, accessibility initiatives, and a professional workforce. The department is working on making procurement processes simpler, faster and more accessible for suppliers and buyers, and using procurement to contribute to socio-economic benefits for Canadians, increase competition in procurements and foster innovation in Canada. |
| Begin the implementation of the electronic procurement solution that will make it faster and easier for clients to procure the goods and services they need to deliver their programs, and for suppliers to do business with the government. | In July 2018, PSPC awarded a contract to implement and manage an electronic procurement solution, which is a key element in the government's plans to modernize procurement. This solution will shift the focus away from administering paper-based and burdensome processes, enabling digital services to deliver better outcomes for Canadians. |
| Conduct outreach activities with underrepresented small and medium enterprises, to prepare them for doing business with the Government of Canada, with the aim of increasing the diversity of bidders on government contracts. | PSPC increased activities to diversify its supplier base by engaging with Indigenous businesses as well as with businesses owned by underrepresented communities in procurement, such as women and visible minorities. In 2018 to 2019, the department participated in 616 events across Canada targeting these communities, reaching 10,884 individuals. PSPC has also established partnerships with key national business associations that provide services to these communities. |
| Support our military by delivering the right equipment to the Canadian Armed Forces and Coast Guard in a timely manner. | Key advancements of major defence procurements included the delivery of the final tactical armoured patrol vehicle in December 2018, the launch of a supplier pre-qualification process for the procurement of future aircrew training services, delivery of the first 2 interim fighter aircraft under an agreement between Canada and Australia, and engagement with suppliers on a draft request for proposal for the future fighter aircraft procurement. PSPC launched a pilot project that will better position the department to deliver on planned investments under Canada's defence policy: Strong, Secure, Engaged. The pilot project, which resulted from collaboration between PSPC, the Treasury Board Secretariat and the Department of National Defence (DND), provides for risk-based contract approvals to enable a simplified and faster process to be applied to low risk and lower complexity procurements on behalf of DND. |
| Continue to prioritize the National Shipbuilding Strategy (NSS) in order to support the renewal of the Canadian Coast Guard and the Royal Canadian Navy fleets. | There have been significant advancements in projects across all pillars of the NSS including large and small vessels as well as vessel repair, refit and maintenance. In addition, the NSS continues to generate substantial economic benefits across the country. From April 2018 to March 2019, the Government of Canada awarded approximately $2.6 billion in new contracts to Canadian companies under the strategy. |
| Key priorities | Achievements |
|---|---|
| Address the recommendations from the 2017 fall report of the Auditor General on the Phoenix Pay problems to ensure the pay system is stabilized and able to perform within service standards. | In 2018 to 2019, PSPC created an outcomes framework and developed and implemented an HR-to-Pay Integrated Plan which addressed the recommendations from the 2017 fall report of the Auditor General of Canada on Phoenix pay problems. |
| Work to stabilize the pay system linking human resources processes to the pay environment. | In 2018 to 2019, PSPC made clear progress on stabilizing pay. The department decreased the Pay Centre queue by 31% for the period of April 1, 2018 to March 31, 2019 (excluding cases resulting from collective agreement implementation) and managed a weekly average of 10,000 calls at the Client Call Centre. Over 1,500 employees were hired in pay operations at the Pay Centre and in the regional offices. PSPC successfully issued tax slips in both the 2017 and 2018 tax years and worked with the Treasury Board Secretariat and Canada Revenue Agency to establish a new approach to recovering overpayments from prior tax years. |
| Integrate innovative solutions in order to increase program efficiency and effectiveness, expand self-service options to employees and retirees; and ensure that pension transactions are processed within established timeframes. | The department integrated innovative solutions to increase program efficiency and effectiveness, such as the pay pod service delivery model, introduced in May 2018, which groups together compensation advisors and assistants assigned to a specific department/agency resulting in queue reduction. PSPC has improved communication with pension plan members by modernizing and transforming the Pension Centre's online user experience by delivering client-centric services that are designed and delivered considering client needs and feedback, and that are progressively e-enabled. |
| Key priorities | Achievements |
|---|---|
| Reduce greenhouse gas emissions and lowering operation costs and energy consumption of federal buildings through the ongoing implementation of the Smart Buildings Initiative. | PSPC implemented smart building technology in 103 buildings across the country. The technology has resulted in savings of over 27,555 megawatt hour (MWh) of energy, $3.38 million in cost savings and 5,545 tonnes of carbon dioxide (CO2). To reduce gas emissions and lower energy consumption, PSPC has constructed 96 electric vehicle charging stations locations on properties that fall under its portfolio as a service provider. |
| As part of the Long Term Vision and Plan for the Parliamentary Precinct, complete work on the West Block and the Government Conference Centre, in order to begin the rehabilitation of the Centre Block, the department's largest and most complex heritage project to date. | PSPC completed major projects in the Parliamentary Precinct: the rehabilitation of the West Block and Senate of Canada Building (formerly known as the Government Conference Centre), as well as the construction of the first phase of the new Visitor Welcome Centre. In fall 2018, the department transferred these restored and modernized spaces to parliamentarians. With Parliament operating from its new interim spaces starting in the winter 2019 session, PSPC commenced preparations for the historic rehabilitation of the Centre Block. |
| Support the Minister of Science to bring forward a new vision for federal science infrastructure, through investments in federal science laboratories. | PSPC, in partnership with the federal science community, developed a 25-year Long Term Vision and Plan to revitalize the Government of Canada's science laboratories. The objective of the plan is to build a world class, national network of modern, multipurpose, collaborative federal science and technology laboratories that are accessible and environmentally sustainable. The plan will be implemented with a whole of government approach and the engagement of the science community. Through the plan, PSPC will be enabling a stronger, more collaborative science capacity to support Government of Canada priorities and evidence-based decision making. |
| In close collaboration with the industry sector, develop terms of payment, adjudication processes and the right legislation to support prompt payment for all construction contracts. | PSPC engaged the national construction industry and developed legislation to support prompt payment for federal construction projects. The legislation will help ensure that payments flow down the construction supply chain promptly and includes a mechanism to resolve payment issues. |
| Key priorities | Achievements |
|---|---|
| Continue to reinforce the implementation of business processes and incorporate technological tools, such as modern applications, accessible through mobile devices. | PSPC launched a pilot project to help automate the paper-based and manual business processes that exist within the current taxi management program. |
| Improve the quality of the Translation Bureau services, which includes implementing a more rigorous quality-control system, enabling a process to recruit world-class employees, as well as offering effective training programs. | The language industry is undergoing a rapid digital transformation. To assess how the Translation Bureau can position itself to ensure the Government of Canada continues to benefit from quality language services, the Bureau led a foresight exercise with Policy Horizons Canada. The Bureau worked closely with the industry to ensure the vitality of language professions, and tested several artificial intelligence translation tools to assess quality and measure efficiency gains. The Bureau also worked to strengthen relationships with its clients, the language industry and the academic community. |
| Key priorities | Achievements |
|---|---|
| Examine and share information on effective practices to encourage positive initiatives in the field of procurement | To raise awareness of the Office of the Procurement Ombudsman's (OPO) services by Canadian businesses and federal departments, the Procurement Ombudsman wrote to 83 federal organizations asking them to include clauses referencing OPO in their procurement documents. As of March 31, 2019, 72 organizations responded and 71 of them (99% of respondents) agreed to include 1, 2 or all 3 clauses. OPO expects an increase in the number of dispute resolution services requests received over the next 5 years as a result of this initiative. |
For more information on PSPC's plans, priorities and results achieved, consult the Results: What we achieved section of this report.
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