Public Services and Procurement Canada
Core responsibilities: Planned results and resources, and key risks—2020 to 2021 Departmental Plan
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This section contains detailed information on the department's planned results and resources for each of its core responsibilities. It also contains information on key risks related to achieving those results .
Purchase of goods and services
Public Services and Procurement Canada (PSPC) purchases goods and services on behalf of the Government of Canada.
Planning highlights: Purchase of goods and services
Departmental result: Federal organizations have the products and services they need, when they need them, at the best value.
As the central purchaser for the Government of Canada, PSPC will continue to manage the procurement of goods and services valued at approximately $15 billion on behalf of federal departments and agencies. The department continues to advance initiatives to modernize procurement and ensure value for money is being achieved. The Practitioner's Guide to Procurement Pricing generates a common understanding of pricing and its strategic importance in the achievement of key procurement objectives and value to Canada. The third phase of this guide will be released in 2020 to 2021, and its implementation will be supported by training.
The department is strengthening the stewardship and integrity of federal procurement through the development and gradual implementation of a vendor performance management regime. This will entail a new policy and supporting guidance and training, and will allow the government to hold poor performers accountable while incentivizing good performance. In 2020 to 2021, PSPC will develop key performance indicators that will be used to evaluate vendor performance and will begin to test the regime using selected goods and services, in collaboration with other government departments and industry. PSPC will also work to increase the number of procurement tools that are available for use by provinces and territories through the Canadian Collaborative Procurement Initiative.
As a leader in the Canadian procurement landscape, PSPC will continue to review and improve procurement approaches to help federal organizations meet their business needs. To this end, the department has been conducting a pilot to assess a risk-based approach to streamline approvals of defence procurements so that the Canadian Armed Forces can get the equipment they need faster. PSPC will work with the Department of National Defence and the Treasury Board of Canada Secretariat (TBS) to analyze results of the pilot and propose future options. In addition, the department will continue to manage agile procurement projects in order to refine this new approach, which brings together government and industry to design procurements in an iterative manner to achieve results, in addition to piloting other innovative procurement approaches. Furthermore, PSPC will lead analyses and options for the creation of Defence Procurement Canada, with the support of the Department of National Defence and the Department of Fisheries and Oceans and the Canadian Coast Guard, to ensure that Canada's National Defence and Canadian Coast Guard procurement projects are delivered on time and with greater transparency to Parliament.
The department will also continue to implement the Sustainment Initiative principles, which consist of tailored contracting approaches for the maintenance and repair of military equipment to ensure that the specific needs of each sustainment project are met. Over the course of the fiscal year, PSPC will develop improved guidance material and training.
Defence and marine procurement will continue to be a priority for the department, including the advancement of key procurements in support of Canada's defence policy: Strong, Secure, Engaged, and the National Shipbuilding Strategy (NSS).
Under the NSS, the department is working with its partners to deliver much-needed vessels to the Royal Canadian Navy and the Canadian Coast Guard, while creating jobs and generating economic growth for Canada, and building a sustainable Canadian marine sector. In 2020 to 2021, PSPC plans to add a third Canadian shipyard as a partner under the strategy, and will advance projects with its existing partner shipyards.
As well, the procurement of advanced fighter jets to replace Canada's CF-18 fleet will continue, with the evaluation of proposals and a dialogue process with top ranked bidders.
Departmental result: Government purchasing is simpler and easy to access, fair and transparent for suppliers.
PSPC is implementing a world-class procurement system that drives value for money while advancing the government's socio-economic objectives, simplifying the procurement system for suppliers and client departments and delivering real results for Canadians. The department is advancing the implementation of a modernized, cloud-based, electronic procurement solution within PSPC, which will make it easier for government departments and agencies to procure the goods and services they need to deliver their programs to Canadians. The new system will also simplify how suppliers of all sizes and all regions of the country do business with the Government of Canada.
As part of its commitment to Open Government, PSPC will release additional datasets via ongoing participation in the Open Contracting Data Standard Initiative, and will complete the development and implementation of a procurement data strategy. The department will continue engaging with other Canadian jurisdictions on adopting common contracting data standards for tender notices.
PSPC will continue to make procurement less burdensome for suppliers with the phased implementation of a simplified contract model, with streamlined clauses and a standardized contract structure. In addition, the department will develop and implement best practices for public-private partnership (P3) procurement projects, including a streamlined project agreement template.
Departmental result: Government purchasing supports Canada's economic, environmental, and social policy goals.
As the largest public buyer of goods and services, the Government of Canada is using its purchasing power to achieve economic, environmental, and social policy goals.
To advance Canada's commitment to support reconciliation with Indigenous Peoples, PSPC will continue to implement Indigenous benefits plans within certain strategic procurements in order to provide direct benefits to Indigenous Peoples and companies on whose traditional territory the work is taking place. In addition, the department will work with Indigenous Services Canada and TBS to create more opportunities for Indigenous businesses to succeed and grow by creating a new target to have at least 5% of federal contracts awarded to businesses managed and led by Indigenous Peoples.
The department will also take further steps to increase the diversity of bidders and the participation of small- and medium-sized businesses owned by under-represented groups in federal procurement. This will include increased outreach to industry, and expanding its partnerships with professional organizations that support under-represented communities, such as the Gay and Lesbian Chamber of Commerce, Women Business Enterprises Canada, the Canadian Aboriginal and Minority Supplier Council and the Inclusive Workplace and Supply Council of Canada. PSPC will also continue to develop inclusive procurement strategies including experimentation with socio-economic objectives in procurements. Employment and Social Development Canada will lead the creation of a new Canada apprenticeship service, upon which PSPC will develop options to encourage supplier participation and set targets for greater inclusion of women in trades in federal construction contracts. In addition, the department will assess and refine social procurement measures applied to the refreshed Temporary Help Services method of supply and seek opportunities to expand such measures to other professional services procurement tools.
PSPC will continue to enable the integration of environmental considerations in procurement, with the aim of reducing the government's environmental footprint and creating new markets for innovative, clean-technology products and services. The integration of sustainable plastic and alternatives is a priority, and in 2020 to 2021, a key focus will be on developing and implementing contract language with respect to reducing packaging waste and improving product durability. PSPC will also propose a suite of measures that will support the adoption of zero-emission vehicles across Government fleets.
On September 4, 2019, the Government of Canada announced a new National Strategy to Combat Human Trafficking. As part of this Strategy, PSPC will be working towards enhancing federal procurement supply chains with the goal of ensuring that they are free from human trafficking and labour exploitation.
PSPC continues to undertake activities to implement the Accessible Canada Act, with the establishment of the Accessible Procurement Resource Centre. The department will focus on ensuring that procurement tools and resources are made available across government, as well as engaging the disability community and suppliers in identifying relevant standards and guidelines for key commodities.
Gender-based analysis plus
Within the context of the electronic procurement solution (EPS) initiative, gender-based analysis plus (GBA+) considerations have identified that as transformation takes place, individuals and groups will experience change in different ways based on intersecting factors such as sex, gender, language, age, physical ability, geographic or regional context, duration of service and tenure. The GBA+ elements and potential impacts that have been identified at the pre-implementation stage of EPS will continue to be carefully considered upon implementation of the solution. Additionally, a positive impact is anticipated in the area of accessibility with enhanced technology making procurement processes simpler, clearer, more accessible and less burdensome.
United Nations' 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals
PSPC planned activities under its purchase of goods and services core responsibility support Canada's efforts to address the United Nations 2030 Agenda and the Sustainable Development Goals (SDGs). The various initiatives and programs under this core responsibility, such as procurement modernization, inclusive procurement strategies, the Accessible Procurement Resource Centre and the integration of sustainable plastic and alternatives contribute towards:
- achieving gender equality and empowering all women and girls (SDG 5, target 5.5)
- promoting sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all (SDG 8, target 8.3)
- ensuring sustainable consumption and production patterns (SDG 12, target 12.7)
Further information on SDGs is available on the United Nations website.
Key risks
Defence and marine procurement
To ensure timely delivery of Strong, Secure, Engaged, and NSS objectives, PSPC is implementing measures to manage the inherent complexities of defence and marine procurements. These measures will include hiring and training additional specialized procurement staff, continuing to collaborate closely with partners and stakeholders, including those in the defence and marine industries, and continuing the implementation of the Sustainment Initiative principles, in order to optimize defence and marine procurement practices.
Electronic procurement solution
Given its scale and complexity, there is a risk that the EPS will not be delivered on schedule and on budget, and may not produce intended outcomes. To mitigate this risk, PSPC is leveraging lessons learned from other major information technology projects, augmenting internal delivery capacity, and implementing robust governance and strong community engagement. In addition, the department will continue to augment project delivery teams with other subject matter experts to drive increased project management leadership. PSPC will also decommission existing procurement systems only once EPS has been fully tested.
Planned results for purchase of goods and services
| Departmental results | Departmental result indicators | Target | Date to achieve target | 2016 to 2017 actual results | 2017 to 2018 actual results | 2018 to 2019 actual results |
|---|---|---|---|---|---|---|
| Federal organizations have the products and services they need, when they need them, at the best value. | Percentage of overall client satisfaction with PSPC procurement services. | 80% | March 31, 2021 | 82% | 84% | 84% |
| Percentage of original contracts of level 1 (basic) complexity awarded within established timeframes. | 85% | March 31, 2021 | 82.3% | 82.3% | 80.8% | |
| Percentage of original contracts of level 2 (standard) complexity awarded within established timeframes. | 80% | March 31, 2021 | 76.0% | 76.7% | 71.1% | |
| Cost of procurement services per $100 of contract value. | $1.75 | March 31, 2021 | $0.47table 1 note 1 | $0.58table 1 note 2 | $1.65 | |
| Percentage of dollar value awarded through competitive contracting processes. | 80% | March 31, 2021 | 80.5% | 80% | 84% | |
| Percentage of contracts awarded through PSPC standing offers and/or supply arrangements. | 40% | March 31, 2021 | 39.8% | 30% | Data will be available in April 2020. | |
| Percentage of competitive procurement processes versus sole source. | 80% | March 31, 2021 | 82% | 62% | 81% | |
| Percentage of complex competitive procurement processes for which at least 2 bids were received (level 3 to 5). | To be determined (TBD)table 1 note 3 | March 31, 2021 | Not available (n/a) | n/a | n/atable 1 note 4 | |
| Average number of qualified bidders on complex competitive procurement processes. | TBDtable 1 note 3 | March 31, 2021 | n/a | n/a | n/atable 1 note 4 | |
| Government purchasing is simpler and easy to access, fair and transparent for suppliers. | Percentage of suppliers that rate the purchasing process as simpler and easy to access. | 74% | March 31, 2021 | n/a | n/a | 72% |
| Percentage of contracts awarded for which a valid complaint was filed. | 1% | March 31, 2021 | 0.07% | 0.00% | 0.07% | |
| Percentage of suppliers that rate the purchasing process as fair and transparent. | TBDtable 1 note 5 | March 31, 2021 | n/a | n/a | 56% | |
| Number of agile digital procurements. | 15 | March 31, 2021 | n/a | n/a | 3 | |
| Government purchasing supports Canada's economic, environmental, and social policy goals. | Percentage of contract value awarded to small and medium businesses. | 40% | March 31, 2021 | 47.5% | 67% | 49% |
| Percentage of PSPC contracts, standing offers and supply arrangements that include "green" goods and services. | 42.5% | March 31, 2021 | 15% | 13.5% | 40% | |
| Percentage increase in participation to procurement processes by businesses owned by Indigenous peoples. | TBDtable 1 note 3 | March 31, 2021 | n/a | n/a | n/atable 1 note 4 | |
| Percentage increase in participation to procurement processes by businesses owned by women. | TBDtable 1 note 3 | March 31, 2021 | n/a | n/a | n/atable 1 note 4 | |
Table 1 of purchase of goods and services: Actual results versus departmental result indicator targets for departmental results (3 fiscal years from 2016 to 2017, to 2018 to 2019) Notes
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Financial, human resources and performance information for PSPC's Program Inventory is available in the Government of Canada InfoBase.
Planned budgetary financial resources for purchase of goods and services
| 2020 to 2021 budgetary spending (as indicated in Main Estimates) | 2020 to 2021 planned spending |
2021 to 2022 planned spending |
2022 to 2023 planned spending |
|---|---|---|---|
| 206,899,418 | 206,899,418 | 147,864,928 | 144,920,400 |
The variance in net planned spending is mainly related to the reduction in funding requirements following the implementation of electronic procurement solution, an initiative from Budget 2018 that will result in simpler and better procurement.
Financial, human resources and performance information for PSPC's Program Inventory is available in the Government of Canada InfoBase.
Planned human resources for purchase of goods and services
| 2020 to 2021 planned full-time equivalents |
2021 to 2022 planned full-time equivalents |
2022 to 2023 planned full-time equivalents |
|---|---|---|
| 1,860.30 | 1,800.60 | 1,772.40 |
Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Payments and accounting
PSPC collects revenues and issues payments, maintains the financial accounts of Canada, issues Government-wide financial reports, and administers payroll and pension services for the Government of Canada.
Planning highlights: Payments and accounting
Departmental result: Canadians, businesses and organizations receive payments on time and revenues are collected for government services in an efficient manner.
In supporting the Minister as the Receiver General for Canada, PSPC manages the operations of the federal treasury with a yearly cash flow of $2.2 trillion, through the issuance and settlement of more than 325 million payments on behalf of the federal government (of which 67% are for social benefits payments), and the collection of revenues for all government departments and agencies. The Receiver General also maintains the government's central treasury systems.
PSPC will continue to offer modern solutions to improve payments and revenue collection efficiency by establishing contracts which will allow for the implementation of banking services such as electronic data interchange, bill payment and cash orders. It will also tender banking services such as card acceptance services, AMEX acceptance, acquisition card program and payment card industry advisory services. PSPC will continue to support operations and development of the treasury systems by adding services such as business analytics and client relationship management. It will also implement cheque image exchange to replace paper processes with digital images of cashed Receiver General cheques.
Departmental result: Members of federal pension plans receive timely and accurate pension payments, benefits and support services to which they are entitled.
In 2020 to 2021, PSPC will make pension information readily accessible to more than 904,000 active and retired members of pension plans administered by the department. It will deliver services to pension plan members using industry proven best practices. The department will also develop a plan to assess the members' satisfaction. PSPC will provide additional self-service options to retired and active members, including new online self-service forms.
To ensure members receive timely and accurate pension payments, PSPC will establish a data integrity team to review client pension data. More specifically the team will assess the number of data correction cases generated by the Phoenix pay system and the complexity of accounts to determine if increased capacity is needed to resolve the critical outstanding pay issues affecting pension.
Departmental result: In collaboration with government departments, employees receive timely and accurate pay and benefits.
As one of Canada's largest payroll administrators, handling compensation for more than 300,000 government pay accounts, PSPC's top priority is to stabilize pay and resolve the backlog of pay issues so that public servants are paid accurately and on time, to improve outcomes for employees. These efforts will also support the transfer of accurate pay files to a next generation compensation system. PSPC will continue to work closely with its federal partners as well as the private sector to leverage their expertise to help stabilize pay administration.
PSPC will track progress monthly through concrete targets and milestones to help accelerate progress towards a steady state, while keeping senior management and employees informed on progress made.
As part of its efforts to put in place an optimized, modern and reliable pay environment, the department will continue to increase awareness related to the submission of timely and accurate human resources data to ensure the public servants receive their right pay and benefits. In addition, PSPC will continue to ensure the accuracy of T4s issued to employees to limit amendments in a tax year.
Last year, PSPC increased capacity at the Pay Centre and implemented the pay pod approach which assigns compensation advisors and assistants to specific departments or agencies. In 2020 to 2021, the department will increase the percentage of cases completed within service standards, implement the 2018 collective agreements in a timely manner and work on reducing the backlog of pay transactions for government employees.
PSPC will deploy new online tools, such as MyGCPay, for government employees to better understand and improve trust and confidence in their pay, and will monitor their effectiveness. This initiative should reduce the number of calls received by the Client Contact Centre related to pay issues by 50 to 60%, while maintaining a monthly average level of satisfaction of 85%.
Updates on progress are provided on a monthly basis in the Public Service Pay Centre dashboard.
Departmental result: Canadians have timely access to reliable information on Canada's finances.
In 2020 to 2021, PSPC will explore innovative opportunities and possible partnerships to ensure government-wide financial reports remain a modern, trusted and accessible source of financial data in Canada. To do so, it will implement digital solutions and automation to modernize how we collect and manage financial data, including a new publication tool to facilitate the preparation of the government-wide financial reports and make them accessible in various formats simultaneously. By the end of the fiscal year, the department will put in place robotic process automation to automate manual and repetitive processes allowing employees to focus on higher-value work. PSPC will also develop a long-term modernization plan for the Receiver General – Central Accounting and Reporting by March 2021.
Experimentation
In 2020 to 2021 the redesign of pay administration processes and procedures will continue. PSPC will carry out the work under the notice of proposed procurement with the private sector to propose innovative ideas and solutions to stabilize the current pay system and pay related activities. PSPC has identified several challenge categories for which innovative ideas and solutions are being sought. Categories include automation, lowering the queue, accelerator services, enhanced user access management, improving user experience and training. These categories will help PSPC increase productivity and accelerate technology enhancements.
Key risks
Pay stabilization
To mitigate the ongoing risk of employee pay inaccuracies and pension data integrity issues, PSPC has already taken a number of concrete steps. To ensure the stabilization of pay administration for the Government of Canada, PSPC has provided client departments with business intelligence and best practices, actively engaged bargaining agents to outline system impacts and timeline expectations related to the implementation of large pay events, and piloted an integrated pay information portal across several departments.
To further minimize risk, the department will conduct a post-implementation review of the pay pod service delivery model, continue to work with TBS, departments and agencies to develop and implement new timeliness and accuracy standards for human resources transactions, and complete the government-wide rollout of the integrated pay information portal. As it relates to pension integrity related risks, PSPC will work with the TBS to ensure pension data requirements are incorporated during the development of future pay system solutions, and will utilize established working groups to inform the development of a new, direct pay-to-pension system interface.
Planned results for payments and accounting
| Departmental results | Departmental result indicators | Target | Date to achieve target | 2016 to 2017 actual results | 2017 to 2018 actual results | 2018 to 2019 actual results |
|---|---|---|---|---|---|---|
| Canadians, businesses and organizations receive payments on time and revenues are collected for government services in an efficient manner. | Percentage of payments issued within established timeframes.table 2 note 1 | 99% | March 31, 2021 | 99.74% | 99.99% | 99.99% |
| Percentage of money paid to Government of Canada that is reconciled within 2 business days. | 95% | March 31, 2021 | 100% | 99.6% | 100% | |
| Percentage of payments made instead of property taxes to taxing authorities within established timeframes. | 95% | March 31, 2021 | 98.5% | 99.7% | 99% | |
| Members of federal pension plans receive timely and accurate pension payments, benefits and support services to which they are entitled. | Percentage of pension payments processed that are accurate and on time. | 95% | March 31, 2021 | 96.9% | 98% | |
| In collaboration with government departments, employees receive timely and accurate pay and benefits. | Percentage of pay transactions processed that are accurate and on time. | 95% | March 31, 2021 | 36% | 46% | 55% |
| Percentage of cases submitted to the Pay Centre on time. | 65% | n/a – New indicator | n/a – New indicator | n/a – New indicator | n/a – New indicator | |
| Percentage of cases, promptly submitted to the Pay Centre, that have been processed on time. | 80% | n/a – New indicator | n/a – New indicator | n/a – New indicator | n/a – New indicator | |
| Canadians have timely access to reliable information on Canada's finances. | The Public Accounts of Canada are posted on the department's website within 24 hours of tabling in the House of Commons. | 100% | March 31, 2021 | 100% | 100% | 100% |
| Information presented in the Consolidated Financial Statements of the Government of Canada is accurate. | 99% | March 31, 2021 | 99% | 99% | 100% | |
Table 2 of Payments and accounting: Actual results versus departmental result indicator targets for departmental results (3 fiscal years from 2016 to 2017, to 2018 to 2019) Note
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Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Planned budgetary financial resources for payments and accounting
| 2020 to 2021 budgetary spending (as indicated in Main Estimates) | 2020 to 2021 planned spending |
2021 to 2022 planned spending |
2022 to 2023 planned spending |
|---|---|---|---|
| 316,291,929 | 316,291,929 | 311,205,052 | 219,116,779 |
The variance in net planned spending is mainly related to the end of incremental funding received from Budget 2019 to stabilize the pay operations.
Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Planned human resources for payments and accounting
| 2020 to 2021 planned full-time equivalents |
2021 to 2022 planned full-time equivalents |
2022 to 2023 planned full-time equivalents |
|---|---|---|
| 2,399.05 | 2,408.79 | 2,422.79 |
Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Property and infrastructure
PSPC provides federal employees and Parliamentarians with workspace; builds, maintains and manages federal properties and other public works such as bridges and dams; and provides associated services to federal organizations.
Planning highlights: Property and infrastructure
Departmental result: Federal real property and associated services meet the needs of federal government clients, partners and/or Parliamentarians, and ensure best value for Canadians.
Enhance portfolio-based planning, building, and operating of the national real property office portfolio, infrastructure assets and heritage sites across the country
PSPC is responsible for managing and maintaining the assets within its real property portfolio. A key objective is to restore and renew heritage sites in support of sustainability as well as the health and safety of Canadians. Going forward, PSPC will continue to focus on the restoration of heritage buildings in the portfolio, including the Lester B. Pearson Building, the Supreme Court of Canada and the West Memorial Building. Investments in these assets will help to meet current standards for sustainability, accessibility, and health and safety, while at the same time preserving their historic character.
As the mandated provider of office space to the Government of Canada, the department will develop a national office portfolio strategy to ensure effective and efficient portfolio management. The strategy will seek to optimize the government's space and reduce its environmental footprint while also supporting employees' work-life balance by providing workspaces closer to where they live and encouraging the use of flexible work arrangements, including activity based working and telework.
In addition, PSPC manages and acts as a steward for 17 major engineering assets (including the Esquimalt Graving Dock, the Alaska Highway, and bridges, dams and wharves across Canada) that serve hundreds of thousands of Canadians and support economic activity in their respective communities. Budget 2019 provided $248.9 million in funding to support the rehabilitation and sustainable stewardship of these engineering assets. Going forward, PSPC will ensure that the following ongoing objectives are achieved for 2020 to 2021: fostering their safe and continued operation; seeking opportunities to reduce costs through asset divestiture and cost-sharing agreements; achieving value through prudent investments and life cycle management; and strengthening risk assessment, project prioritization and portfolio planning processes.
Work will continue for the new Esquimalt Graving Dock South Jetty which will restore work space for ship maintenance and repair activities. In support of Indigenous communities, this work was awarded to an Indigenous joint venture firm as part of the Procurement Strategy for Aboriginal Business.
With the addition of the National Capital Commission (NCC) to the PSPC portfolio, the department will collaborate closely with the NCC on areas such as real property management and heritage rehabilitation to leverage each other's strengths in the National Capital Region (NCR).
Finally, PSPC is examining options for a potential sixth crossing in the NCR. To address the growth in population of the Ottawa-Gatineau region, the department, in partnership with the NCC, is planning for significant investments in NCR bridges, in addition to ongoing routine and scheduled inspections.
Modernize office space and workplace technology in collaboration with clients
PSPC will advance the pace of modernization (the fit-up program of work) and seek to optimize workspace utilization rates throughout the office portfolio. The GCworkplace vision centres around an innovative and future-oriented workplace that changes the way employees work and supports a world-class public service to serve Canada and Canadians. GCworkplace is designed to be agile, inclusive, and equipped, and to increase employee satisfaction by delivering workspaces that are flexible, digital, efficient, green, inclusive, collaborative and healthy.
On the heels of 19 successful pilot projects (including 11 Activity Based Working (ABW)Footnote 1 projects, 2 of which received awards: 9A1 Place du Portage and Les Terrasses de la Chaudière in Gatineau, Quebec), the forward focus is on working with clients, namely 99 federal departments and agencies, to build the conditions of success for workplace modernization and increase their level of readiness for GCworkplace implementation.
Additionally, PSPC will seek to improve and expand GCcoworking, a pilot project that provides alternative work locations for federal employees in participating departments. GCcoworking sites can be used as touchdown points between meetings or as temporary workspaces closer to home. With 10 pilot locations in the NCR and in the regions, GCcoworking continues to act as a catalyst, raising awareness about the benefits of mobility for both employees and employers. In keeping with the objective of interdepartmental collaboration, the program has onboarded 17 departments in the first 3 phases, and will be onboarding an additional 25 departments in Phase 4, which is expected to support around 10,500 employees.
With respect to asset modernization, PSPC will identify and define potential strategic projects and develop specific action plans to move the office portfolio to GCworkplace standards. For example, through the Place du Portage III (PDP III) modernization program of work, the PDP III campus will serve as a model office for all federal government departments. The aim is to create modern, smart, fully accessible, sustainable, and inclusive workspaces that will provide greater flexibility and a variety of workspaces that support employee health and well-being.
The Terrasses de la Chaudière program of work will result in the full modernization of the entire complex. In addition to interior fit-up, the program of work includes the replacement of the exterior brick wall assembly, as well as the windows and roofing for the entire complex. This will transform the complex into a safe, energy-efficient, and modern office complex. The program of work is in various stages of development and will be implemented in a phased approach over the next decade, including the construction phase which is expected to begin in spring 2021.
As part of its commitment to make its buildings greener, PSPC will also continue the major rehabilitation of the Arthur Meighen Building, located at 25/55 St. Clair Avenue East in mid-town Toronto. This project will demonstrate the Government of Canada's delivery on the Sustainable Development and Environment Strategy by incorporating elements such as high-efficiency building systems, a geothermal system, and photovoltaic panels, estimated to provide a reduction of over 80% in carbon emissions.
Long Term Vision and Plan for the Parliamentary Precinct
The department is continuing the implementation of the Long Term Vision and Plan (LTVP) for the rehabilitation and modernization of Canada's Parliamentary Precinct. The LTVP addresses health and safety risks stemming from the deteriorated state of the buildings in the Precinct, and will modernize them to meet the needs of a 21st century parliament.
PSPC is focusing on restoring and modernizing Parliament's Centre Block, which will be the largest heritage infrastructure project of this nature in Canadian history. Efforts are also focused on restoring the remaining 23 assets in the Precinct, in a holistic approach to address important connective infrastructure issues, including material handling, the movement of people and goods, accessibility, sustainability, and security to create an integrated parliamentary campus. To this end, in 2020 to 2021, the Department will continue the planning and restoration of the remaining Crown assets in the Parliamentary Precinct, including the East Block, Confederation Building and projects along Wellington and Sparks streets. PSPC will continue to support Crown-Indigenous Relations and Northern Affairs Canada to conclude the Government's contribution to the iconic new space for Indigenous Peoples at 100 Wellington.
PSPC is making the buildings on and around Parliament Hill, more accessible for the people that use them, including parliamentarians, staff and visitors. Several improvements have been made in recent years to permit barrier-free access throughout the Precinct, including: lowering of curbs, and the installation of automatic door openers, hand rails and accessible ramps at building entrances.
Long Term Vision and Plan for the federal science initiative
Federal science and technology research plays a key role in Canada. However, much of the infrastructure supporting this role is outdated and fails to support modern needs. PSPC is working in partnership with Innovation, Science and Economic Development Canada, and with federal science departments and agencies to implement a LTVP to strengthen federal science in Canada. The federal science LTVP is an ambitious whole-of-government, 25-year transformative initiative, and is focussed on science needs, priorities and new collaboration. In the first phase, PSPC is supporting its partners to renew federal laboratories and research centres that are in the most critical condition. Working closely with the science community, we will develop new, collaborative carbon neutral facilities, provide for increased scientific equipment sharing, and information technology that and are designed to meet the needs of federal scientists and researchers into the future. In addition, the department is streamlining procurement and facilitating sharing of scientific equipment by partnering with Shared Services Canada. In 2020 to 2021, the department will finalize the selection of sites for new collaborative and multipurpose facilities in the National Capital Region, launch major procurement activities for facilities across Canada and advance the development of science functional programming for these spaces in partnership with science stakeholders.
Departmental result: Federal infrastructure spending supports Canada's social, economic and environmental priorities.
Advance sustainability, climate resiliency, and the green agenda for federal real property and infrastructure assets
PSPC is committed to fighting climate change by greening its operations. In its move towards a low-carbon economy, PSPC will integrate sustainable development, energy reduction, and greenhouse gas reduction into the decision-making, planning and delivery of real property projects. With a focus on reducing greenhouse gas (GHG) emissions, and continuing the progress made in having achieved a 54% reduction, surpassing the Federal Sustainable Development Strategy target of 40% by 2030, PSPC is committed to increasing the resiliency of assets, services and operations to adapt to the changing climate. Progress has also been made with respect to ensuring that GHG emissions are reported in leases signed by PSPC, in an effort to work with the private sector to improve energy and sustainability performance standards.
PSPC is planning a GHG emissions baseline study for its engineering assets to determine the most effective means of reducing the GHG emissions of the portfolio and developing a strategy to power federal buildings with 100% clean electricity, where available, by 2022. The department will increase the number of Crown-owned buildings with SMART buildings technology, a system that collects data and analyzes it to pinpoint inefficiency. Information is displayed in public areas to cultivate an energy-conscious culture among occupants of the building, providing tenants and visitors with important and timely data on public utility use (natural gas, electricity, and water), GHG emissions and occupancy patterns. Smart building technology has been deployed in 103 of PSPC's crown-owned buildings with the technology resulting in energy savings of over 27,555 MWh of energy, $3.38 million in cost savings and 5,545 tonnes of carbon dioxide.
PSPC will monitor the implementation of the PSPC Real Property Carbon Neutral Portfolio Implementation Plan, and finalize the NCR Roadmap: Low-carbon Operations by 2020 which will address the decarbonisation of federal operations in buildings and lands as well as in federal leased properties in the NCR. This roadmap will be one of the tools used to inform capital investment decisions, guide future collaborative work with other levels of government and enable low-carbon federal operations. The roadmap will be designed using input from federal departments, provinces, municipalities, Indigenous communities, academia and industry in order to achieve the government's broader low-carbon objectives. Through this low carbon roadmap, PSPC will play a leadership role in designing better and more sustainable government buildings.
To fulfill Canada's commitments under the Ocean Plastics Charter developed during Canada's Group of 7 (G7) presidency and the Canadian Council of Ministers for the Environment Canada-Wide Strategy on Zero Plastic Waste, the department will play a leadership role in the reduction of single use plastics and promote the use of sustainable plastics/alternatives in both federal procurement and in federal operations. To support the zero plastics objective, PSPC will implement, as part of its leadership, the national waste audit methodology that incorporates zero plastic waste objectives.
PSPC is also leveraging the LTVPs for the Parliamentary Precinct and the federal science initiative to reduce the Government's carbon footprint and will transform the precinct into a model for sustainability. In the Parliamentary Precinct specifically, PSPC is diverting more than 90% of demolition materials from landfills, setting an energy consumption reduction over National Building Code standards, and installing, for example, green roofs, solar hot water panels, and water-saving plumbing systems. PSPC has already reduced GHG emissions in the Precinct by 56% in 2019 to 2020 and is on track to reduce them by 80% by 2030.
Improve accessibility of federal buildings
PSPC will continue conducting technical accessibility assessments on its nationwide Crown-owned and lease purchase portfolio. As a result of these assessments, PSPC will identify accessibility improvements to bring base building elements in conformity with the 2018 Accessibility Standard and address new legislative requirements under the Accessible Canada Act. PSPC will also identify incremental improvements to go above and beyond requirements. Accessibility technical assessments will also be conducted to inform the regularly scheduled engineering asset management plans for all assets.
PSPC is making the Parliamentary Precinct a model and leader in the development of accessible environments by making the site and buildings more accessible, family-friendly and open to the public. It will achieve, and in some cases exceed, accessibility standards set by the Canadian Standards Association in rehabilitated heritage buildings.
Advance socio-economic benefits in support of federal mandates, such as affordable housing and Indigenous reconciliation
PSPC will continue working with partners on the Canada Mortgage and Housing Corporation led Federal Lands Initiative (FLI) which makes surplus federal real property available for re-purposing for affordable housing. The FLI was launched in July 2018 with a target of 4,000 new or renovated housing units. As of September 2019, 283 units had been committed through the program and over the next 10 years, up to $200 million will be used to subsidize the transfer of federal lands to housing providers to encourage the development of sustainable, accessible, mixed-income, mixed-use developments and communities. In support of PSPC's new target of at least 5% of federal contracts awarded to businesses managed and lead by Indigenous Peoples, property and infrastructure projects will be evaluated to identify opportunities for enhanced Indigenous participation.
PSPC is continuing its work with Crown-Indigenous Relations and Northern Affairs Canada, the National Representative Organizations (Assembly of First Nations, Inuit Tapiriit Kanatami and the Métis National Council), and the Algonquin Nation to transform the building at 100 Wellington and adjacent property at 119 Sparks Street in Ottawa into a space for Indigenous Peoples.
Prompt Payment Initiative
On June 21, 2019, the Federal Prompt Payment for Construction Work Act received royal assent as part of the Budget Implementation Act, 2019. The prompt payment regime will provide benefits for contractors and subcontractors who do business with the federal government by improving payment timeliness while facilitating the orderly and timely building of federal construction projects on federal property.
To fully implement the prompt payment regime, regulations have to be developed to establish an adjudicator authority (the entity responsible for the designation of adjudicators), select qualified adjudicators (certified individuals who can arbitrate a dispute resolution) and elaborate adjudication timelines. In 2020 to 2021, PSPC expects to have regulations ready for implementation. In addition, PSPC will have to amend the standard federal government construction contract to address the new legislation and regulations and incorporate various prompt payment elements. PSPC anticipates to have completed that work by the end of 2021.
Gender-based analysis plus
PSPC will continue to explore options and/or develop and deploy strategies to provide Indigenous and First Nations organizations, female business owners and/or other underrepresented groups with greater access to opportunities to participate in and/or submit proposals in response to real property solicitations. A gender-based assessment will be completed for all new real property mechanisms and solutions launched as part of the Enterprise Sourcing Strategy, which is a 10-year roadmap that lays out PSPC's plan to strategically source real property activities from the private sector and strengthen internal contract management and oversight capabilities. Furthermore, future real property contracts will include provisions designed to encourage successful proponents to provide increased accessibility to procurement opportunities to these same organizations and groups.
United Nations' 2030 Agenda for Sustainable Development and the United Nations Sustainable Development Goals
PSPC planned activities under its property and infrastructure core responsibility support Canada's efforts to address the UN 2030 Agenda and the SDGs. The various initiatives and programs under this core responsibility, such as GCworkplace, SMART buildings, the plan to achieve a carbon neutral portfolio, the rehabilitation of major assets and the transfer of federal lands to housing providers contribute to the following goals:
- ensure access to affordable, reliable, sustainable and modern energy for all (SDG 7, target 7.2)
- build resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation (SDG 9, targets 9.1 and 9.4)
- ensure sustainable consumption and production patterns (SDG 12, targets 12.5 and 12.7)
- take urgent action to combat climate change and its impacts (SDG 13, target 5c)
- make cities and human settlements inclusive, safe, resilient and sustainable (SDG 11, target 11.1)
Further information on SDGs is available on the United Nations website.
Experimentation
PSPC's Smart Tools Initiative was created to help building operators and maintenance personnel conduct their activities and reporting using more modern, innovative and digitally-enabled solutions. In 2020 to 2021, PSPC will continue to undertake the procurement and testing of new tools to leverage technology aimed at improving client service delivery with respect to building management services. This initiative will provide modern information technology (IT) integrated maintenance programs, an IT-enabled workforce delivering effective and efficient operation and maintenance programs of work with digitally integrated parliamentary accommodations and departmental assets.
Key risks
Property asset integrity and safety
In order to minimize the risk that climate change, natural disasters and human-related events could negatively affect the safety, integrity, and operations of PSPC's real property and infrastructure assets, PSPC has already taken steps, such as greening initiatives to lessen environmental impact, and putting in place business continuity planning and emergency management programs. In addition, PSPC will design all rehabilitation and new construction projects to be net zero-carbon ready, integrate climate-resilience in design and building operations, launch the heritage building envelope energy efficiency study to improve thermal performance of heritage buildings, and create the integrated Departmental Operations Centre to improve response coordination during large-scale events.
Delivery of large-scale and complex initiatives
To manage the complexities and partner dependencies affecting the effective and efficient delivery of major PSPC initiatives such as the rehabilitation of the Parliamentary Precinct, GCworkplace and federal science facilities, PSPC is utilizing built-in risk management processes with a strong focus on schedules and budgets, designing contracts with built-in flexibility to support delivery changes, and building capacity through early engagement with stakeholders in industry as well as learning and research. PSPC will establish governance models that focus on collaboration, co-development and alignment with the complexity levels to proceed with key decisions that include senior level engagement, and establish communication protocols with stakeholders. The department will also develop and implement client onboarding strategies and sequence the management of all infrastructure projects with a PSPC portfolio lens, rather than a project-by-project approach, to maximize existing staff, contractor and financial capacity.
Predictable capital funding
PSPC has established a dedicated project office to manage the department's transition to a predictable capital funding model. This capital funding model provides the department secured funding over a 20 year period, to be used to acquire and maintain capital assets such as buildings, bridges and federal labs. The project office will manage a number of initiatives over 3 years to design new processes, tools and train staff to operate under this capital funding model. The transition to a predictable capital funding will help ensure a more effective and efficient delivery of PSPC's infrastructure programs, and will produce the more timely and strategic fund allocation needed to ensure a healthy asset portfolio.
Planned results for property and infrastructure
| Departmental results | Departmental result indicators | Target | Date to achieve target | 2016 to 2017 actual results | 2017 to 2018 actual results | 2018 to 2019 actual results |
|---|---|---|---|---|---|---|
Federal real property and associated services meet the needs of federal government clients, partners and/or parliamentarians and ensure best value for Canadians. |
Percentage of Crown-owned buildings that are in fair or better condition. | 53% | March 31, 2021 | n/a | n/a | 53%table 3 note 1 |
| Percentage of Crown-owned heritage buildings that are in fair or better condition. | TBDtable 3 note 2 | March 31, 2021 | n/a | n/a | n/a | |
| Percentage of PSPC-managed office space that is modernized each year to meet the current Government of Canada workplace fit-up standards. | ≥4% | March 31, 2021 | 2% | 3.5% | 2.1% | |
| Percentage of real property projects that are delivered within scope, on time and on budget. | 95% | March 31, 2021 | 96% | 95% | 98% | |
| Percentage of time that PSPC's real property facilities are fully operational. | ≥99% | March 31, 2021 | 99% | 99.78% | 99.78% | |
| Operating expenses per square metre of Crown-owned office space. | $142.41 per square meter | March 31, 2021 | n/a | n/a | $142.41 per square meter | |
| Federal infrastructure spending supports Canada's social, economic, and environmental priorities. | Percentage of PSPC owned and lease purchase buildings that provide features to support accessibility in the built environment. | TBDtable 3 note 3 | March 31, 2021 | 77% | 76% | n/atable 3 note 4 |
| Percentage of reduction in greenhouse gas emissions in PSPC Crown-owned building portfolio, excluding housing. | 40% | March 31, 2030 | 14.7% | 54% | 54.3%table 3 note 5 | |
Table 3 of property and infrastructure: Actual results versus departmental result indicator targets for departmental results (3 fiscal years from 2016 to 2017, to 2018 to 2019) Notes
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Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Planned budgetary financial resources for property and infrastructure
| 2020 to 2021 budgetary spending (as indicated in Main Estimates) | 2020 to 2021 planned spending |
2021 to 2022 planned spending |
2022 to 2023 planned spending |
|---|---|---|---|
| 3,068,409,083 | 3,068,409,083 | 3,183,871,405 | 3,060,777,747 |
The increase in net planned spending in 2021 to 2022 is mainly related to planned investments to support the federal science initiative as well as the rehabilitation of Engineering Assets such as dams and bridges. The decrease in 2022 to 2023 reflects the end of current projects under the rehabilitation and modernization of Canada's Parliamentary Precinct.
Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Planned human resources for property and infrastructure
| 2020 to 2021 planned full-time equivalents |
2021 to 2022 planned full-time equivalents |
2022 to 2023 planned full-time equivalents |
|---|---|---|
| 4,423.02 | 4,365.26 | 4,329.91 |
Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Government-wide support
PSPC provides administrative services and tools to federal organizations that help them deliver programs and services to Canadians.
Planning highlights: Government-wide support
Departmental result: Federal organizations have access to high quality linguistic services and tools.
In order to best support the government in serving Canadians in their official language of choice through the provision of timely and high quality linguistic services and tools, the Translation Bureau is modernizing its tools to enable automated workflows and also experimenting with artificial intelligence solutions in support of translators. For instance, the Translation Bureau is working with the National Research Council on a project that consists of evaluating quality, translation memory matching and the automatic identification of best-matched translators. The Translation Bureau will also collaborate with other government department and agencies to develop an enterprise-wide platform for remote interpretation. Further, it will advance the tools available for Canadians in support of Canada's official languages.
To ensure deaf and hard of hearing Canadians can access government services through sign language interpretation and closed captioning, the Translation Bureau will implement a video remote interpretation solution for sign language for government employees and public-facing departments. It will improve real-time translation services for all departments and continue to build capacity in Live Sign Language Interpretation services by increasing the pool of suppliers.
Moreover, to ensure that Parliamentarians and the public service can avail themselves of translation and interpretation services in Indigenous languages, enhancing visibility and positively impacting the status and future vitality of Indigenous languages in Canada, the Translation Bureau will build capacity in Indigenous languages through ongoing community outreach and partnerships.
Departmental result: The Government does business with ethical suppliers and ensures that sensitive information is handled appropriately.
The department will maintain effectiveness of the integrity regime through continued outreach with federal entities that are applying the regime; engagement of interested stakeholders; and the assessment of internal processes to identify potential efficiencies.
To support the government's efforts against money laundering, PSPC will participate in a government-wide taskforce to develop intelligence and share knowledge across government for better enforcement outcomes.
The department will also complete the final phase of the fraud risk assessments, and in collaboration with the Competition Bureau and the Royal Canadian Mounted Police, will assess enhancements to the federal government Fraud Tip Line. The department will further mitigate the risks of fraud in procurement, identified in the department's fraud risk assessments, through the use of data analytics for fraud detection and by strengthening existing anti-fraud measures.
In alignment with PSPC's commitment to ensure that departmental activities such as the procurement of goods, services or construction services, acquisition and disposal of real property, disposal of Crown assets, and grants and contributions are conducted in a fair, open and transparent manner, the department will implement an updated Fairness Monitoring Policy to provide contracting authorities with clear requirements for fairness monitoring engagement. This will ensure that identified procurements with high complexity and/or high sensitivity are being evaluated to determine whether fairness monitoring is required.
The department will continue its client-focused delivery approach to safeguard sensitive and strategic government information and assets by enhancing tools and processes to improve client compliance for the Contract Security Program and Controlled Goods Program. In 2020 to 2021, PSPC will also continue to engage security and intelligence departments and agencies to pilot initiatives aimed at facilitating the exchange of security and intelligence information.
Departmental result: Federal organizations have the support services and tools they need to deliver their programs to Canadians.
PSPC will begin modernizing the suite of applications and e-platforms used for federal employee travel, the Canada Gazette, the Canadian General Standards Board, GCSurplus, and Seized Property Management. New production tools will be selected and implemented to enable digital services for the Canada Gazette. The Canadian General Standards Board will analyse the e-platform replacement options and select a solution, and GCSurplus will initiate the replacement of its on-line auction system.
PSPC will also continue to deliver common information technology solutions for the Government of Canada such as GCdocs (electronic document and records management), GCCase (case management), GCshare (collaboration) and GCInterop (interoperability) to meet client business needs while promoting standardization and rationalization of infrastructure and resources.
In 2020 to 2021, PSPC will continue to implement its 3-year Service Management Strategy (2018 to 2021) to support key departmental priorities and government direction in the area of service management and will continue to look for opportunities to strengthen client satisfaction. In line with implementing the new Government of Canada Policy on Service and Digital, the results of continuous monitoring and reporting will guide the development of a new integrated and client-centric PSPC Service strategy that will articulate how the Department manages service delivery, information and data, information technology, and cyber security in the digital era.
Experimentation
In order to enhance its capacity to deliver timely, cost effective and quality services, the Translation Bureau will continue to research and experiment with artificial intelligence and other emerging language technologies to support the work of translators and interpreters, allowing them to focus their expertise on quality, and determine its applicability and future feasibility for integration into the translation workflow. This research includes the review of artificial intelligence applications for translation, remote interpretation, terminology and client service.
Key risks
Digital transformation
To ensure that PSPC continues to have modern and reliable systems, expertise and cyber safeguards needed to effectively operate and deliver services in a predominantly digital environment, the department created the Cloud Competency Centre. Through this initiative, PSPC is currently engaging with the private sector to establish delivery systems that will enable the department to acquire the in-house expertise needed to improve cloud readiness. PSPC will also implement the recently developed Service Management Strategy, the IT Project Management Framework and a cybersecurity management action plan to adapt to the changing digital environment.
Protection of information
To ensure that personal, business and other sensitive information is appropriately protected, PSPC already uses mandatory site access clearances for all employees and contractors, conducts annual reviews of applications followed by appropriate safeguard implementation, and utilizes Shared Services Canada's Government of Canada Secure Infrastructure to safely handle and transfer secret information. To further mitigate risk, the department will maintain the Controlled Goods Program's Industry Engagement Committee, implement and report on safeguards detailed in the 3-year Departmental Security Plan, and review elements of contractor program requirements.
Planned results for government-wide support
| Departmental results | Departmental result indicators | Target | Date to achieve target | 2016 to 2017 actual results | 2017 to 2018 actual results | 2018 to 2019 actual results |
|---|---|---|---|---|---|---|
| Federal organizations have access to high quality linguistic services and tools. | Percentage of linguistic services that comply with established quality standards. | 85% | March 31, 2021 | n/a | n/a | 87.3%table 4 note 1 |
| Percentage of overall client satisfaction with the Translation Bureau's language tools and services. | 90% | March 31, 2021 | n/a | n/a | 85.6% | |
| The Government does business with ethical suppliers and ensures that sensitive information is handled appropriately. | Percentage of business integrity verification requests answered within the 4-hour client service standard. | 80% | March 31, 2021 | 98.5% | 99% | 99% |
| Percentage of security screenings processed within 7 business days for contractors and sub-contractors requiring access to protected information. | 85% | March 31, 2021 | 89% | 96% | 97% | |
| Federal organizations have the support services and tools they need to deliver their programs to Canadians. | Percentage of overall client satisfaction with PSPC support services and tools. | 87% | March 31, 2021 | 89% | 90% | n/atable 4 note 2 |
| Percentage of PSPC service standards met. | 87% | March 31, 2021 | 90.4% | 82% | 74% | |
Table 4 of Government-wide support: Actual results versus departmental result indicator targets for departmental results (3 fiscal years from 2016 to 2017, to 2018 to 2019) Notes
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Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Planned budgetary financial resources for government-wide support
| 2020 to 2021 budgetary spending (as indicated in Main Estimates) | 2020 to 2021 planned spending |
2021 to 2022 planned spending |
2022 to 2023 planned spending |
|---|---|---|---|
| 170,809,108 | 170,809,108 | 152,004,622 | 140,346,346 |
The decrease in net planned spending reflects the end of the development costs in 2021 to 2022 and 2022 to 2023 for the Industrial Security Systems Transformation project, a unified secured online public-facing portal to support the Contract Security and the Controlled Goods programs, as well as a one-time investment in 2020 to 2021 for the purchase of equipment such as scanners and servers for the Winnipeg Document Imaging Operation Center.
Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Planned human resources for government-wide support
| 2020 to 2021 planned full-time equivalents |
2021 to 2022 planned full-time equivalents |
2022 to 2023 planned full-time equivalents |
|---|---|---|
| 2,511.54 | 2,509.04 | 2,506.46 |
Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Procurement Ombudsman
The Office of the Procurement Ombudsman (OPO) operates at arm's-length from federal organizations. It is legislated to review the procurement practices of federal organizations, review complaints from Canadian suppliers, and provide dispute resolution services.
Planning highlights: Procurement Ombudsman
Departmental result: Raise awareness of procurement issues and exchange information (education).
In 2020 to 2021, OPO will continue to exchange information and raise awareness of procurement issues by engaging Canadian suppliers and federal organizations to learn about procurement-related challenges and opportunities, and to inform them about OPO services. OPO will track and report on trends and developments in federal procurement.
Departmental result: Procurement Related Issues are addressed through facilitation (alternative dispute resolution).
As per OPO's motto "we are here to help", the office will continue to offer low-cost dispute resolution services to suppliers and federal organizations when disputes arise during the performance of a contract. OPO's certified mediators seek to resolve procurement-related issues and disputes as quickly and informally as possible by re-establishing lines of communication between suppliers and federal officials. When issues cannot be resolved informally, OPO offers mediation services to help the parties to a contract reach a settlement.
Departmental result: Procurement related issues are addressed through investigation.
In 2020 to 2021, OPO will address procurement-related issues by reviewing certain supplier complaints with respect to the award of federal contracts for goods below $26,400 and services below $105,700. It will also review supplier complaints regarding the administration of federal contracts, regardless of dollar value and the procurement practices of federal organizations to assess their fairness, openness and transparency. The reviews will be published and will help to develop recommendations for improvement.
Key risks
In order to mitigate possible risks to its mandate, OPO will recruit and train a skilled and multidisciplinary work force able to deliver high quality services and products. It will also remain abreast of current trends, developments and initiatives in federal procurement to maximize the quality and value of OPO's recommendations and outputs.
OPO will collaborate extensively with federal procurement stakeholders to ensure it takes into consideration the impacts of its actions and remains focused on the needs of those it serves.
Planned results for Procurement Ombudsman
| Departmental results | Departmental result indicators | Target | Date to achieve target | 2016 to 2017 actual results | 2017 to 2018 actual results | 2018 to 2019 actual results |
|---|---|---|---|---|---|---|
| Raise awareness of procurement issues and exchange of information (education). | Number of educational events per year with small and medium-sized businesses and federal officials. | 10 | March 31, 2021 | 60 | 63 | 79 |
| Number of geographical locations where these educational events are held. | 5 | March 31, 2021 | 6 | 5 | 8 | |
| Procurement-related issues are addressed through facilitation (alternative dispute resolution). | Percentage of alternative dispute resolution processes that result in settlement agreements agreed to by both parties. | 90% | March 31, 2021 | 100% | 100% | n/atable 5 note 1 |
| Procurement-related issues are addressed through investigation. | Percentage of supplier complaint reviews completed within 120 working days as per legislative requirements. | 100% | March 31, 2021 | 100% | 100% | 100% |
| Percentage of recommendations made by the Ombudsman acted upon by federal organizations. | 100% | March 31, 2021 | 100% | 100% | 100% | |
Table 5 of Procurement Ombudsman: Actual results versus departmental result indicator targets for departmental results (3 fiscal years from 2016 to 2017, to 2018 to 2019) Note
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Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Planned budgetary financial resources for Procurement Ombudsman
| 2020 to 2021 budgetary spending (as indicated in Main Estimates) | 2020 to 2021 planned spending |
2021 to 2022 planned spending |
2022 to 2023 planned spending |
|---|---|---|---|
| 4,138,544 | 4,138,544 | 4,149,751 | 4,152,605 |
There is no significant variance in the net planned spending.
Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Planned human resources for Procurement Ombudsman
| 2020 to 2021 planned full-time equivalents |
2021 to 2022 planned full-time equivalents |
2022 to 2023 planned full-time equivalents |
|---|---|---|
| 20.89 | 20.01 | 20.01 |
Financial, human resources and performance information for Public Services and Procurement Canada's Program Inventory is available in the Government of Canada InfoBase.
Document navigation for "2020 to 2021 Departmental Plan"
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