Results at a glance: 2016 to 2017 Departmental Results Report

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What funds were used

Who was involved

Key achievements

Program 1.1: Acquisitions
Key priorities Achievements
Open and transparent competition to replace the CF-18 fighter aircraft

In November 2016, the government announced that it would launch an open and transparent competition to purchase a permanent replacement for Canada's fleet of CF-18 fighter aircraft, which is one of the Public Services and Procurement Minister's mandate letter commitments. PSPC worked with its partners in the Department of National Defence, and is gathering information from governments and industry in preparation for a bid solicitation in 2019. Canada's Defence Policy confirmed the requirement for 88 aircraft to renew Canada's fighter aircraft fleet.

The government also announced that it would explore the purchase of 18 Super Hornet aircraft to supplement the fleet until its permanent replacement.

Procurement modernization

PSPC had developed a comprehensive agenda to ensure that procurement provides best value for Canadians and supports socio-economic priorities. This includes a number of initiatives to make it easier for suppliers to sell to the government; for example, providing suppliers with email notifications of upcoming competitions for goods and services; the introduction of a new electronic method of bid receipt so suppliers can compete faster; and adoption of agile procurement methodologies to promote an early and rapid engagement with suppliers.

Additionally, the department, in partnership with the Treasury Board of Canada Secretariat, is moving forward with the electronic procurement solution, as part of its key client service improvement initiatives, and in alignment with the Minister's mandate commitments.

Prioritization of the National Shipbuilding Strategy In alignment with the Minister's mandate commitment, progress was made toward renewing the fleets of the Canadian Coast Guard and the Royal Canadian Navy, including the construction of large and small vessels, which is underway, as well as vessel repair, refit and maintenance. Most recently, the competitive process for the Arctic and Offshore Patrol Ships and Joint Support Ships In-Service Support resulted in the award of an important maintenance and support contract. PSPC also announced a series of enhancements to strengthen the National Shipbuilding Strategy. Substantial economic benefits are being derived from the strategy and are contributing to the development and sustainment of a viable Canadian marine industry.
Program 1.2: Accommodation management and real property services
Key priorities Achievements
Affordable housing Another of the Minister's mandate commitments was to develop criteria to establish a federal inventory of buildings that could be repurposed for affordable housing. In addition to creating its own inventory, PSPC assisted 21 other federal custodians with the assessment of 32,000 properties to complete the federal inventory.
Payment in Lieu of Taxes (PILT) PSPC issued payments of approximately $593 million to 1,163 Canadian local governments under the PILT program. In addition, effective collaboration led to settlements that benefited both the municipalities and the federal government.
Long Term Vision and Plan of the Parliamentary Precinct PSPC unveiled the rehabilitated Wellington building which was recognized for demonstrating leadership in sustainable design features, such as green walls and solar panels. PSPC also made significant progress on rehabilitating the West Block and the Government Conference Centre, as well as constructing the Visitor Welcome Centre. All of these projects are on time, on scope and on budget. 
Program 1.3: Receiver General for Canada
Key priorities Achievements
Receiver General modernization PSPC conducted an in-depth analysis of information technology (IT) applications to replace aging ones. PSPC also implemented a new IT solution for the publication of the 2016 Public Accounts. Using state of the art technology allows better integration with new systems while improving business processes.
Program 1.4: Integrity program and services
Key priorities Achievements
Government-wide Integrity Regime The Government-wide Integrity Regime ensures that the government does business with ethical suppliers in Canada and abroad. All federal organizations required to adopt the regime are now applying it in their respective contracts and real property agreements. PSPC has been working with other organizations such as Crown corporations and agents of Parliament who may adopt the regime on a voluntary basis.
Program 1.5: Federal pay and pension administration
Key priorities Achievements
Pay and pension administration

To deal with the backlog of pay cases, PSPC enhanced its call centre capacity and 2nd level support to clients to respond to inquiries related to tax or other pay issues. Call centre agents were able to transfer any tax-related questions to the appropriate revenue agencies related to an employee's specific tax situation. It has also opened satellite offices in Gatineau, Montréal, Shawinigan, Winnipeg, Halifax and Kingston with more than 200 compensation staff. Working with our union partners, we identified parental and disability leave cases as key priorities. A dedicated team of compensation advisors at the Public Service Pay Centre in Miramichi was established to assist those experiencing delays with the processing of their disability claims. To improve pay processes and system functionality, PSPC enlisted the support of consultants and a private sector payroll provider.

The transfer of the administration for the Canadian Armed Forces pension plans was completed in January 2017.

Program 1.6: Linguistic management and services
Key priorities Achievements
Linguistic services quality and succession planning PSPC's Translation Bureau renewed its focus on quality by creating the position of Chief Quality Officer, and emphasizing succession planning strategies, notably by restoring its co-op program for students in linguistic field and its targeted hiring of language specialists.
Program 1.7: Specialized programs and services
Key priorities Achievements
Service strategy, single online window, performance standards and assessment

PSPC provided advice and contributed expertise in the development of the Government of Canada Service Strategy. PSPC supported the government priority to improve service to veterans by reopening offices to help veterans and their families receive services and benefits in person.

To enhance PSPC's Service Strategy and performance standards, a departmental client relationship management system was implemented to manage client data and intelligence and to better support service delivery. PSPC met 73% of all service standards and results were made available online. To improve these standards and ensure they clearly outline what clients can expect, PSPC undertook a review of all service standards. Following this review, the performance standards were revisited to enhance their relevance and the total number of service standards was reduced from 66 to 60.

Program 1.8: Procurement Ombudsman
Key priorities Achievements
Promotion of fairness, openness and transparency in federal procurement The Office of the Procurement Ombudsman (OPO), which operates at arm's-length from federal organizations, reviewed the procurement practices of federal organizations, reviewed complaints from Canadian suppliers, and provided dispute resolution services. In 2016 to 2017, OPO received 30 written complaints as opposed to 52 the previous fiscal year, representing a 42% decrease.
Program 1.9: Internal services
Key priorities Achievements
Canada Post Corporation review Achievements to date include the creation of the Canada Post Review Secretariat, appointment of the task force, engagement with Canadians and stakeholders, public opinion research, validation of Canada Post Corporation's financial situation, delivery of the discussion paper, and tabling of the parliamentary committee's recommendations. The government responded to the report in April 2017 and thanked the parliamentary committee for its work. PSPC is examining all of the input received and developing options for the future of Canada Post.

For more information on the department's plans, priorities and results achieved, consult section III: Results—What we achieved.

Document navigation for "Results at a glance: 2016 to 2017 Departmental Results Report"

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