Public Services and Procurement Canada
Internal services: Planned results—2020 to 2021 Departmental Plan

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Internal services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal services refers to the activities and resources of the 10 distinct services that support program delivery in the organization, regardless of the internal services delivery model in a department. These services are:

Planning highlights

Public Services and Procurement Canada (PSPC) will embed integrated planning and integrated risk management throughout the department. An evergreen Integrated Plan will provide a comprehensive 3-year view of departmental priorities and activities, and inform required investment strategies. PSPC will assess progress on departmental priorities, resource requirements and associated risks on a quarterly basis. These efforts will ensure corporate collaboration around strategic outcomes and investment decisions, and foster a culture of "One PSPC", supported by a transition to predictable capital funding.

In 2020 to 2021, PSPC will continue to maintain strong relationships with stakeholders at the federal, provincial and territorial levels. It will continue to engage with federal-provincial-territorial deputy heads of Public Works to support collaboration over the course of the year. At the international level, PSPC will plan an annual bilateral deputy minister-level meeting with the General Services Administration, which is the closest equivalent to PSPC in the United States in terms of common government services mandate, by June 2021 in Washington.

PSPC is developing its first Reconciliation Strategy to enable the department to engage with Indigenous partners systematically and in a coordinated way to accelerate and build on progress toward recognizing self-determination, reduce socio-economic gaps and strengthen the Indigenous-Crown relationship. Engagement with PSPC employees is also being undertaken to facilitate open discussion on reconciliation, increase employees' cultural competence, and to explore how employees can help to advance reconciliation in their day to day work.

The department is modernizing the way it engages with Canadians and its employees by establishing a modern, full-service communications organization. The aim is to enhance PSPC's reputation, increase awareness of our role in delivering important outcomes for Canadians, engage employees in a common vision for the department and its priorities, and balance issues management with proactive communications. All of these activities serve to align communications with the department's Integrated Plan and support the Minister's mandate.

PSPC will continue its work to engage with its employees through outreach and awareness activities to support the implementation of the changes to Bill C-58. The department is committed to ensuring information is accessible and is continuously monitoring content and adapting it to meet accessibility standards. Furthermore, PSPC is working toward an "accessible by default" mindset, so that content created is accessible right from the start. This is essential to meet the Government of Canada's commitments for accessibility and to ensure all Canadians are able to fully participate in any discussion with the Government of Canada and access its information.

To provide program managers and senior management with more relevant information for decision-making and to strengthen accountability, the evaluation and performance measurement teams will continue to work towards reinforcing the principles of the Policy on Results. PSPC will work to reposition the functions to increase proactive interventions and provide more strategic support in order to enhance results achievement and improve outcomes for Canadians.

PSPC will continue to enhance its gender-based analysis plus (GBA+) capacity, including through implementation of corporate guidance. The department will support the implementation of the Treasury Board of Canada Secretariat policy direction on sex and gender information. The GBA+ focal point will assist in building awareness of tools and guidelines, and facilitate their use across PSPC programs and service areas.

The department will continue to improve its data collection practices to ensure its organizational performance indicators are supported by sound underlying data to allow for effective planning and decision-making. This work will also help support the public availability of data sets and help streamline departmental reporting.

Key risks

There are a number of risks that could impact the successful delivery of internal services in support of program delivery to PSPC clients, and which the Department takes steps to manage.

Data analytics

To readily access reliable data and have the expertise needed to analyze it to make timely and informed decisions, PSPC will implement its data strategy as well as required data warehouses, and will continue to invest in data analytics capacity and tools.

Departmental coordination

PSPC will take advantage of opportunities for increased collaboration by strengthening its strategic policy function, promoting and reinforcing the "one PSPC" approach in planning and communication and continuing to adapt training and governance structures. This will ensure a better alignment of resources with core priorities and more consistency in client service experiences.

Departmental risk management culture

To support the proactive identification and appropriate assessment of potential opportunities and issues such as those related to project delivery, fraud and security, PSPC will strengthen its departmental risk management culture by implementing a comprehensive integrated risk management framework, further developing its departmental risk management capacity, and completing Phase III of the PSPC fraud risk assessment.

Recruitment and retention

As a skilled workforce is key to deliver timely and quality services to its clients, a cohesive, department-wide strategic human resources management plan aligned with integrated planning will be developed. This plan will help to prioritize human resources programs and strategies, and to integrate leadership development and succession planning. Realizing these benefits will facilitate PSPC's ability to attract and retain the specialized and diverse staff required to deliver on its plans and priorities.

Planned budgetary financial resources for internal services

2020 to 2021 Main Estimates versus planned spending (3 fiscal years from 2020 to 2021, to 2022 to 2023) (in dollars)
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
281,723,937 281,723,937 271,071,532 258,397,860

The decrease in net planned spending is mainly due to investment fluctuations in information technology projects. The planned spending in 2020 to 2021 is higher than in subsequent years because there are more projects in the development/implementation phases at this time. Since many projects will be completed in 2021 to 2022 and 2022 to 2023, the planned spending is projected to decrease.

Planned human resources for internal services

Planned full-time equivalents (3 fiscal years from 2019 to 2020, to 2021 to 2022)
2020 to 2021
planned full-time equivalents
2021 to 2022
planned full-time equivalents
2022 to 2023
planned full-time equivalents
3018.52 3030.18 3041.78

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