Section III: Results—What we achieved: 2016 to 2017 Departmental Results Report

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Strategic outcome

Public Services and Procurement Canada (PSPC)'s strategic outcome is to deliver high-quality central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions.

Programs

The following section describes PSPC's programs and actual results that supported our strategic outcome. It also includes an overview of the financial and human resources, the expected results, and the performance indicators and targets for each program.

Program 1.1: Acquisitions

This program provides federal organizations with procurement solutions such as specialized contracts, standing offers, supply arrangements, and memoranda of understanding for acquiring a broad range of goods and services, including construction services. This program delivers acquisitions and related common services using the smart procurement principles (early engagement, effective governance, independent advice, and benefits for Canadians) through an open, fair and transparent process to ensure best value to Canadians and the federal government.

Program performance analysis and lessons learned

PSPC continued to provide effective, efficient and fair procurement services that support Canada's institutions in delivering their programs while contributing to socio-economic goals.

The department moved forward on the government's procurement modernization agenda, including the electronic procurement solution (EPS), as key client service improvement initiatives aligned with the Minister's mandate commitments. Following extensive industry consultation, the request for proposals for the EPS was launched early in the fiscal year, and successfully closed in January 2017 in which multiple competitive bids were received. In partnership with the Treasury Board of Canada Secretariat (TBS), PSPC has developed a comprehensive agenda, including a number of initiatives to simplify government procurement, provide modern comptrollership and support socio-economic priorities, while providing best value for Canadians. Several of these key initiatives have significantly progressed, including contract simplification, phased bid compliance, and the sustainment initiative. PSPC is also consulting with industry to improve their access to Government of Canada (GC) business.

The construction of large ships for the Canadian Coast Guard and the Royal Canadian Navy advanced on both coasts under the National Shipbuilding Strategy. Progress was also made in the construction of small vessels, as well as vessel repair, refit and maintenance projects. The competitive process for the Arctic and Offshore Patrol Ships and Joint Support Ships In-Service Support is a prime example of effective modern procurement practices, as it featured robust industry engagement, an integrated project team, and concurrent evaluation. A major milestone was also hit when the request for proposals was launched for the Canadian Surface Combatant, the largest and most complex procurement in Canadian history. While the National Shipbuilding Strategy is still in the early stages of implementation, its economic benefits are already substantial and will continue to support the development and sustainment of a viable marine industry and produce significant opportunities for Canadians. Progress has been made on enhancements to the National Shipbuilding Strategy, announced by the Minister, including:

These activities support the Minister's mandate commitment to prioritize the National Shipbuilding Strategy.

Key facts

In 2016 to 2017, PSPC continued to support the government-wide efforts to resettle refugees from Syria. Over the course of the year, more than 10,000 refugees were transported to Canada under a contract established by PSPC.

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, including acquiring new aircraft and the associated in-service support. PSPC worked with its partners in the Department of National Defence (DND) and Innovation, Science and Economic Development Canada (ISEDC), gathering information from governments and industry to prepare and plan for a bid solicitation in 2019. Fighter aircraft are heavily controlled goods and their acquisition requires the involvement of foreign governments. Through consultations conducted over the summer of 2016, PSPC confirmed that some aircraft are available through commercial contracts while others are only available through agreements with foreign governments. These factors add to the complexity of the procurement project. Actions aimed at ensuring a successful procurement include extensive planning and stakeholder engagement. The government also announced that it would enter into discussions with the United States Government and Boeing to explore the purchase of 18 Super Hornet aircraft to provide an interim capability until the permanent replacement is fully operational.

The Build in Canada Innovation Program (BCIP) has advanced its efforts to help businesses get their innovative products and services from the laboratory to the marketplace. Through the introduction of a continuous intake process, improved matching, and the implementation of additional sales opportunities after the initial BCIP contract, the program has generated the most pre-qualified innovations to date. In addition, the BCIP maintains its focus on green innovations, in line with the Minister's mandate commitments.

PSPC worked closely with the provinces and territories to share best practices and procurement instruments, which resulted in collaborative procurements for 8 commodities. In addition, the department continued to increase the Acquisitions Program's web presence; for example, an online tool was implemented on PSPC's Buyandsell.gc.ca website, allowing the provinces and territories with whom agreements have been signed to view and use PSPC standing offers and supply arrangements. Work is ongoing to complete agreements with additional jurisdictions, in line with the government's agenda of closer cooperation between levels of government. Also, additional procurement data sets were identified for publication on the open data portal, including aggregated Government of Canada procurement spend.

The department also continued to provide oversight and execute the Defence Procurement Strategy (DPS), working collaboratively with DND, ISEDC, the Canadian Coast Guard, as well as other partner departments and central agencies. The Defence Procurement Strategy Secretariat continued to support DPS interdepartmental governance committees to enable integrated and effective decision-making for defence and major Canadian Coast Guard procurements, while respecting existing individual ministerial accountabilities and mandates.

The implementation of the DPS progressed in a number of important areas, with DPS partner departments making notable progress on:

PSPC rationalized a variety of shipbuilding reporting to a single executive summary; established a master schedule to oversee strategic items; and continued to engage a shipbuilding expert to provide advice.

PSPC met its timeliness service standard for level 1 complexity procurement processes; however, it did not meet its standard for level 2 complexity procurement processes. The department intends to conduct a review to investigate the complexity classification methodology, and will analyze the causes of the delays having an impact on our service standards. Recognizing that time is not the only measure of success and obtaining best value, the department will continue to pursue efforts to streamline processes while ensuring stewardship and respect for international trade agreements.

The variance between actual spending and planned spending is mainly due to the planned reduction of the inventory, as well as the timing in revenue collection, under the Vaccine Program.

The difference between actual and planned full-time equivalents (FTE)s is mainly due to an increase in capacity related to procurement modernization initiatives, the staffing of vacant positions and increased procurement activity.

Budgetary financial resources (in dollars)
2016 to 2017 Main Estimates 2016 to 2017 planned spending 2016 to 2017 total authorities to date 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
148,255,037 148,255,037 148,300,208 137,999,616 (10,255,421)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned 2016 to 2017 actual 2016 to 2017 difference (actual minus planned)
1,491.05 1,617.47 126.42
Results achieved
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Open, fair and transparent acquisitions that provide best value to Canadians and are delivered effectively and efficiently to the satisfaction of the government. Overall level of federal departments' and agencies' satisfaction. 75% 82% 85% 72%
Percentage of PSPC contracted value awarded through competitive processes. 70% 80.5% 86% 88.3%
Cost of procurement services per $100 of contracts awarded by PSPC annually. $0.80 $0.47 $2.00Footnote 1 $0.75

Program 1.2: Accommodation management and real property services

PSPC provides federal departments and agencies with affordable office and common use accommodation that supports the delivery of their programs and services. The department acts as steward for various public works such as buildings, bridges and dams, and national treasures such as the parliamentary precinct and other heritage assets across Canada. PSPC also provides other federal departments, agencies, and the Parliament of Canada with responsive and cost-effective real property services.

Program performance analysis and lessons learned

PSPC completed the Minister's mandate letter commitment to establish a federal inventory of buildings that could be repurposed for affordable housing. In addition to creating its own inventory, the department provided assistance to 21 other federal custodians to assess 32,000 properties. The inventory was then provided to Employment and Social Development Canada, Canada Mortgage and Housing Corporation, and TBS in August 2016. PSPC transferred 11 properties valued at $1.9 million in communities across Canada to support the surplus federal real property for homelessness initiative.

Key facts 1

PSPC implemented smart building technology in 13 buildings. Results tracked in real time showed a 16% energy consumption decrease in these buildings, translating to a reduction in over $650,000 in direct operating cost in the last fiscal year. Furthermore, the department initiated and completed a procurement process for the smart building technology that will enable PSPC and other departments to have access to real time information on energy usage. Smart building technology leads to improved efficiency in building operations and changes to occupant behaviours to save energy. The smart buildings initiative supports a whole-of-government approach to reduce the Government of Canada's carbon footprint.

In alignment with the government's commitment to reduce the carbon footprint of federal operations, PSPC provided accommodation for federal public servants using less workspace per employee. The department continued to effectively manage its large real property portfolio while ensuring the many projects, such as the new Vimy Visitor Education Centre, were delivered on time, on budget and on scope.

In support of greening government, PSPC completed a National Carbon Neutral Portfolio Plan in March 2017. The plan is essential to supporting the government's agenda and reducing greenhouse gas emissions for buildings owned by PSPC. The department also ensured that all Crown-owned and lease-purchase buildings have an energy star performance rating, which will enable comparisons against similar Canadian facilities. Furthermore, PSPC developed a strategy to incorporate fiscally-responsible building improvements that target energy and greenhouse gas reductions.

As a result of ongoing improvement efforts, PSPC realized a reduction in incidences relating to legionella bacteria in 2016 to 2017, compared to previous years. The PSPC Legionella standard was updated and an internal audit program was launched to verify compliance.

In delivering real property Accelerated Infrastructure Programs (AIP) as part of the government's commitment to build and renew infrastructure across Canada, PSPC worked closely with 13 other government departments to advance AIP projects. Applying the lessons learned over the course of the department's 3 AIPs has resulted in PSPC's program being referred to as a model of success by senior management across the Government of Canada in terms of an organization that obtains results based on national collaboration and engagement with the regions and client departments.

In 2016, PSPC launched an initiative aimed at providing innovative activity-based workplace solutions for the Government of Canada. This initiative introduced industry leading practices and methodologies for integrating people, space and technology into a modern, flexible, efficient, healthy, innovative and sustainable workplace environment to support a collaborative and high-performing public service workforce today and into the future. The department held hundreds of engagements in more than 20 client departments to communicate this new approach and shared best practices and guidance on alternative work arrangements.

The department also launched a new annual client feedback questionnaire to gauge client satisfaction with real property services and service delivery. Comprehensive results were received from the 28 clients solicited and the survey will go to all clients in 2017 to 2018. In 2016 to 2017, results indicate that 73% were satisfied with our services and 82% were satisfied with the overall client experience. Client feedback will inform action plans for continuous improvement.

PSPC worked in close collaboration with Veterans Affairs Canada to reopen office space in communities where offices were previously located. Offices in Sydney, Nova Scotia; Brandon, Manitoba; Corner Brook, Newfoundland and Labrador; Kelowna, British Columbia; Saskatoon, Saskatchewan; Charlottetown, Prince Edward Island and Thunder Bay, Ontario have been turned over to Veterans Affairs Canada and activities related to the other 3 locations are underway and on schedule.

Key facts 2

PSPC was the first department to ban the use of asbestos-containing materials in new construction and in major rehabilitation projects. On September 23, 2016, PSPC showed leadership by developing and publishing a national inventory of all buildings in its portfolio that contain asbestos. This proactive measure mitigates potential health and safety concerns by providing open and transparent information to federal employees and the general public. In addition, the department is supporting other government departments in preparing their own inventories.

PSPC obtained the necessary approvals to move forward with the exterior wall rehabilitation project of Les Terrasses de la Chaudière. This project offers a unique opportunity to update and transform one of the department's most visible and important assets in the National Capital Area, and is expected to set a high standard for sustainable design in future government projects. As well, the successful completion of the Big Chaudière Dam, Latchford Dam, and Timiskaming Ontario Dam projects ensures the safety of their users and surrounding community, and provided opportunities to local economies.

A total of 70 out of 75 bridges have a structural condition rated "4" or better (fair to excellent). The 5 bridges which have a lower rating than "4" are:

For all bridges, an annual program of work, which includes life cycle cost analysis and studies on the structure, and strategic measures are developed as required to attain or maintain a rating of "4 or" better.

"I have been impressed with the success of Public Services and Procurement Canada in leading the implementation of the Long-Term Vision for the Parliamentary Precinct, which includes major projects to renovate culturally and historically significant heritage buildings. This year, the Wellington Building renovation was completed within scope, on time and on budget. In fact, over the past several years, PSPC's project teams have delivered dozens of major projects on time and on budget, and the Auditor General has recognized its strong project management practices."

Michael Wernick, Clerk of the Privy Council
Twenty-fourth annual report to the Prime Minister on the Public Service (March 2017)

PSPC unveiled the rehabilitated Wellington Building which can now house 70 members of Parliament, 10 committee rooms and a library. The building received a very high eco-rating for 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 Parliament's Visitor Welcome Centre—Phase 1. These projects are progressing on time and on budget and will be ready for occupancy by the opening session of Parliament in the fall of 2018, positioning PSPC to initiate the most complex Long Term Vision Plan project to date: the rehabilitation of the Centre Block, and other buildings that have yet to be rehabilitated in the Precinct. In support of the rehabilitation of the Centre Block, the project has obtained approval to proceed and competitive contracting processes have been completed.

Update to the Long Term Vision Plan (LTVP)
Most recently completed and ongoing projects
LTVP project Target completion date
Perimeter security project Achieved: 2013
East Block 1867 wing: northwest towers Achieved: 2013
Sir John A. Macdonald Building rehabilitation Achieved: 2015
Wellington Building rehabilitation Achieved: 2016
West Block Building rehabilitation On track for 2018
  • result achieved: 87%
  • year-end target: 85%
Visitor Welcome Centre—Phase 1 construction On track for 2018
  • result achieved: 82%
  • year-end target: 80%
Government Conference Centre On track for 2018
  • result achieved: 57%
  • year-end target: 45%

The variance between actual spending and planned spending is mainly related to additional funding received for the operations and maintenance of federal buildings to address health and safety risks, as well as the need for urgent repairs stemming from years of underinvestment.

The 2% variance between actual and planned FTEs is due to the normal, inherit cycle of staffing and attrition in human resourcing.

In terms of performance results, one of the 2 Cape Breton Operations Program's expected results reads as follows:

One of the 3 performance indicators measuring this expected result is "percentage of priority 1 disposals completed" (disposals representing properties with the greatest market interest and least complex administration). In 2016 to 2017, for this indicator, the department's actual result (5%) was below the target (25%). The low percentage is primarily attributable to the in-progress transfer of approximately 4,048 acres of undeveloped resource lands, located in mostly rural and forested areas of the Cape Breton regional municipality and Cape Breton County, to the Nova Scotia Department of Natural Resources. Once the transfer is complete, the result becomes 30% (hence surpassing the target by 5%).

Budgetary financial resources (in dollars)
2016 to 2017 Main Estimates 2016 to 2017 planned spending 2016 to 2017 total authorities to date 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
2,192,828,508 2,192,828,508 2,712,343,182 2,458,990,334 266,161,826
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned 2016 to 2017 actualFootnote 2 2016 to 2017 difference (actual minus planned)
3,577.04 3,507.19 (69.85)
Results achieved
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Federal organizations have affordable accommodation and facilities that meet government standards. Efficient use of office space as measured by allocation per person. 18.4 per person 17.4 per person 17.4 per person 18.2 per person
Affordability of office space as measured by cost ($) per . $330 per $341.64 per $341.07 per $333.25 per
Federal organizations and the Parliament of Canada receive responsive and cost-effective real property services. Satisfaction rating for service calls reported through the National Service Call Centre 90% 88% 90% 89%
Percentage of all real property projects over $1 million that are on-time, on-budget, on-scope (average of on-time, on-budget and on-scope performance indicators). 95% 96% 96% 97%
A real property portfolio that maximizes economic benefit and minimizes short and long-term liability. Percentage of recapitalization budget spent. 82% 95.5% 91.8% 92.2%
Deferred maintenance and recapitaliza­tion costs as a percentage of portfolio replacement cost (facilities condition index). <10% 11.5% 9.23% 9.4%

Program 1.3: Receiver General for Canada

This program manages the operations of the federal treasury, produces the Public Accounts and maintains the Accounts of Canada. It provides federal departments with an optional departmental financial and materiel management system offering and bill payment services.

Program performance analysis and lessons learned

Through the Receiver General operations, PSPC carried out mission critical functions for the Government of Canada by successfully managing the operations of the federal treasury. The Receiver General managed over $2.2 trillion in cash flow of federal money in and out of the Consolidated Revenue Fund, and ensured that deposits to the Consolidated Revenue Fund were reconciled on time.

Key facts

PSPC issued close to 327 million payments which includes:

PSPC provided accurate and timely government-wide financial reporting. This included the monthly statements of financial operations and the Public Accounts of Canada for 174 organizations. They were successfully posted on the web within 24 hours of tabling in the House of Commons. For the 18th consecutive year, the consolidated financial statements of the Government of Canada received a clean audit opinion from the Auditor General. The Auditor General also recognized that very few countries have achieved this level of excellence.

The department also contributed to the open government initiative by publishing eleven data sets, available on the open government portal, in 2016 to 2017 including sales of goods and services as per Public Accounts of Canada, and losses of revenues due to fraud or willful misrepresentation. This contributed to creating a more responsive, accessible and transparent government for Canadians.

In order to support the department's priority to implement initiatives that increase the efficiency and effectiveness of its programs and services, PSPC continued the implementation of the direct deposit initiative through working with partners in other government departments. The department saw an increase in direct deposit rates of almost 3 percentage points from 86.05% in 2015 to 2016 to 88.89% in 2016 to 2017.

The Receiver General continued to enhance its systems and business processes in order to continue fulfilling its mandate, meet future business requirements, and take advantage of opportunities. With those objectives in mind, the department consulted various stakeholders to gain an understanding of current and future needs, and to benchmark its business against similar entities. PSPC also performed an in-depth analysis of the information technology (IT) applications available to eventually replace aging systems and improve services.

Under its modernization initiative, PSPC implemented a new IT solution for the publication of the 2016 Public Accounts. This solution, leveraging industry-leading technology, ensures the Receiver General for Canada continues to provide Canadians with information on the Government of Canada's finances.

There is no significant variance between actual spending and planned spending.

The difference between actual and planned FTEs is due primarily to the use of additional term employees for cheque redemption activities.

Budgetary financial resources (in dollars)
2016 to 2017 Main Estimates 2016 to 2017 planned spending 2016 to 2017 total authorities to date 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
106,647,604 106,647,604 117,092,773 104,491,576 (2,156,028)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned 2016 to 2017 actual 2016 to 2017 difference (actual minus planned)
289.04 308 18.96
Results achieved
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Timely and efficient issuance of all government payments, provision of deposit detail files, and central accounting reports. Percentage of payments issued through direct deposit. 90% 88.89% 85.9% 79.25%
Public Accounts of Canada posted on the web within 24 hours of tabling in the House of Commons. 100% 100% 100% 100%
Average cost per payment. $0.33 $0.22 $0.27 $0.31
Percentage of deposits to the Consoli­dated Revenue Fund reconciled within 2 business days. 95% 100% 95% 95%

Program 1.4: Integrity programs and services

This program provides the Government of Canada with high quality, timely and accessible specialized services and programs in support of sound, prudent and ethical management and operations.

Program performance analysis and lessons learned

PSPC continued to implement the integrity regime and ensure it is applied to all relevant contracts and real property transactions government-wide through signed agreements with departments and agencies. The department engaged with government departments, suppliers, civil society and other stakeholders to enhance understanding and universal application of the regime in all federal procurement activities. PSPC also released a simplified, plain language version of the Ineligibility and Suspension Policy in April 2016, along with updated and streamlined integrity provisions. The policy enables PSPC to declare a supplier or potential supplier ineligible or suspend them from award of a contract or real property agreement with the Government of Canada.

Over the course of the year, the department completed over 152,000 checks to assist government in verifying supplier compliance, exceeding the target of answering 80% of requests within 4 hours. In October 2016, a web-based integrity portal was finalized, providing improved service to procurement officers across government. PSPC also implemented fast-track verification processes to assist in the issuing of emergency contracts (for example, the Fort McMurray fires), demonstrating the adaptability and responsiveness of the process.

Figure 1: Percentage of integrity verifications done within 4 hours for each quarter of fiscal year 2016 to 2017 (Target = 80%)

Figure 1. Percentage of integrity verifications done within 4 hours for each quarter of fiscal year 2016 to 2017 (Target = 80%) - Text version below the graph

Image description

This bar graph illustrates Public Services and Procurement Canada's percentage of integrity verifications done within 4 hours for each quarter of fiscal year 2016 to 2017. Percentage figures are presented along the y-axis (vertical), starting at 95% and ending at $100%. These are graphed for each quarter from April to June; July to September; October to December; and January to March, which is presented along the x-axis (horizontal). The minimum target to be reached is 80%.

The results are shown as follows:

By streamlining its contract security processes and resources and implementing a backlog reduction plan to improve timelines for reliability requests, PSPC was able to consistently meet its reliability request standard, despite increases in business volumes and reliance upon aging applications.

Figure 2: Growth in total business volume

Figure 2. Growth in total business volume - Text version below the graph

Image description

This line graph illustrates Public Services and Procurement Canada's growth in total business volume with regards to screening applications received for fiscal years 2011 to 2012, 2012 to 2013, 2013 to 2014, 2014 to 2015, 2015 to 2016 and 2016 to 2017. The amount of screening applications received are presented along the y-axis (vertical), starting at 100,000, ending at 145,000 and increasing by 5,000. These are graphed against fiscal years 2011 to 2012 to 2016 to 2017 on the x-axis (horizontal).

Between fiscal years 2011 to 2012, 2012 to 2013 and 2013 to 2014, the amount of screening applications received fluctuated between 100,000 to 105,000.

In fiscal year 2014 to 2015, the amount of screening applications received increased from to 105,000 to 120,000.

In fiscal year 2015 to 2016, the amount of screening applications received increased from to 120,000 to 135,000.

In fiscal year 2016 to 2017, the amount of screening applications received increased from to 135,000 to approximately 140,000.

PSPC has a number of initiatives underway to close the gap of our performance target of 80% for classified screening requests completed within 75 business days from our actual performance result of 54% in 2016 to 2017.

One such initiative was the implementation of electronic fingerprints to meet Royal Canadian Mounted Police (RCMP) requirements, which is replacing the name based criminal record check process. To support this initiative, PSPC introduced new learning and web navigation tools, conducted information sessions, and delivered webinars to government and industry stakeholders. Over time, PSPC expects to improve stakeholders' understanding of the program, thus reducing mistakes in requests, and improve service delivery.

Another initiative is the implementation of electronic signatures regarding the contract security process. The implementation, which started in April 2017, will reduce paper correspondence and permit faster processing of requests.

Furthermore, PSPC issued a request for proposal for the development of a new integrated information system for the Contract Security Program and the Controlled Goods Program. This system will serve as a case management system, which will streamline processes and reduce processing times.

PSPC expanded trade opportunities requiring the exchange of classified government information by concluding a bilateral security arrangement with the United Kingdom. Canada currently has 18 bilateral security arrangements which are particularly relevant for defence, security and aerospace sectors.

Figure 3: Percent of simple reliability screenings processed within 7 business days for each quarter beginning in fiscal year 2014 to 2015 and ending in fiscal year 2016 to 2017

Figure 3. Percent of simple reliability screenings processed within 7 business days for each quarter beginning in fiscal year 2014 to 2015 and ending in fiscal year 2016 to 2017 - Text version below the graph

Image description

This line graph illustrates the percentage of simple reliability screenings processed within 7 business days for each quarter in fiscal year 2014 to 2015, 2015 to 2016 and 2016 to 2017.

Percentage figures are presented along the y-axis (vertical), starting at 0%, ending at $100% and increasing by 20%. For each quarter in fiscal year 2014 to 2015, 2015 to 2016 and 2016 to 2017, results are graphed from April to June; July to September; October to December; and January to March, which is presented along the x-axis (horizontal). The minimum target to be reached is 85%.

In fiscal year 2014 to 2015, the actual result in:

In fiscal year 2015 to 2016, the actual result in:

In fiscal year 2016 to 2017, the actual result in:

Amendments to the controlled goods regulations which enable the department to conduct more robust security assessments came into effect in July 2016. To ensure registrants were aware of the impacts of the new regulations, PSPC provided communication and training materials for program registrants and stakeholders.

Figure 4: Percent of companies compliant with the controlled goods regulations upon first inspection in fiscal year 2016 to 2017

Figure 4. Percent of companies compliant with the controlled goods regulations upon first inspection in fiscal year 2016 to 2017 - Text version below the graph

Image description

This bar graph illustrates the percentage of companies compliant with the Controlled Goods Regulations upon first inspection in fiscal year 2016 to 2017. Percentage figures are presented along the y-axis (vertical), starting at 0%, ending at $100% and increasing by 20%. These are graphed against each quarter from April to June; July to September; October to December; and January to March, which is presented along the x-axis (horizontal).

The results are shown as follows:

PSPC provided forensic accounting services, ensuring that all reports (over 150) met the investigative and forensic accounting standards and were delivered according to requirements. In order to adapt to new requests from other government departments, PSPC started to streamline its quality assessment processes for non-criminal investigation services to achieve the same quality and efficiency as in criminal investigation services. Furthermore, PSPC delivered many training sessions, including at the Canadian centre of excellence for anti-corruption, to promote forensic accounting services.

PSPC updated its Policy on Fairness Monitoring and further integrated fairness monitoring into its procurement risk management processes. The department provided assurance that monitored departmental activities were carried out fairly, openly and transparently, publishing 24 fairness monitoring final reports, and launching 26 fairness monitoring engagements on top of the 80 on-going engagements. As well, lessons learned from previous fairness monitoring engagements were shared with a variety of procurement officer audiences throughout the year.

The variance between actual spending and planned spending is mainly related to a business volume increase in the Contract Security Program, as well as the implementation of the new enhancements to the Controlled Goods Program as set out in the Enhanced Security Strategy.

The difference between actual and planned FTEs is mainly due to delayed staffing actions.

Budgetary financial resources (in dollars)
2016 to 2017 Main Estimates 2016 to 2017 planned spending 2016 to 2017 total authorities to date 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
15,184,073 15,184,073 20,240,292 18,315,360 3,131,287
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned 2016 to 2017 actual 2016 to 2017 difference (actual minus planned)
368.4 358.14 (10.26)
Results achieved
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 à 2016 actual results 2014 to 2015 actual results
High quality and timely integrity programs and services that support fairness, openness and transparency in government operations. Number of government departments that apply the integrity regime.Footnote 3 140Footnote 4 80Footnote 5 N/A N/A
Percentage of simple reliability screenings processed within 7 business days. 85% 89% 71% 67%

Program 1.5: Federal pay and pension administration

This program provides reliable central systems and processes for pay and pension administration to federal organizations. Through our pay and pension services, PSPC ensures that federal government employees and pensioners are paid accurately and on time.

Program performance analysis and lessons learned

The federal pay and pension administration delivered nearly 14 million pay and pension payments to over 310,000 pay accounts for public servants, including uniformed and civilian members of the RCMP, and 854,440 pension accounts.

Federal pay administration: PSPC continued the work to stabilize the Phoenix pay system, to achieve a steady state and to meet service standards consistently. The department has committed to being transparent and providing employees with reliable and useful information regarding pay administration, by providing online tools, including monthly dashboard on progress, and regular public communications on the Phoenix pay system, as well as steps to address pay issues.

To address pay issues, many comprehensive measures have been implemented. These include:

The department has been working closely with all departments, unions and stakeholders to address and resolve pay issues as quickly as possible. PSPC has taken a number of concrete actions. In June 2016, the Minister announced the opening of satellite offices in Gatineau, Montréal, Shawinigan, Winnipeg, Halifax and Kingston with more than 200 compensation staff to help resolve the pay backlog. PSPC opened a national call centre, created a feedback form for employees and implemented a "track my case" self-serve feature which allows clients to check on the status of their case through a self-serve portal. Building from lessons learned and recognizing the need of having skilled people in place to process pay cases as efficiently as possible, the department provided increased training to employees. Most notably, PSPC developed a boot camp with departments to help train human resource specialists. The department regularly updated employees and media through messages and public briefings. It also made a number of technical enhancements to facilitate and automate processing.

PSPC worked closely with the Canada Revenue Agency to ensure readiness for the 2016 tax filing season. PSPC and the Canada Revenue Agency jointly developed tax related questions and answers which were posted on both organizations' websites, and held bi-weekly conference calls to address any issues and identify new pay/tax related questions received by the Canada Revenue Agency call centre. PSPC collaborated with both the Canada Revenue Agency and Revenu Québec to address automatic reassessment of amended T4s.

PSPC enlisted support of consultants and a private sector payroll provider to assist with the review and design of business processes to gain efficiencies. Based on the consultant's recommendation PSPC initiated process redesign activities. 3 process redesign activities were undertaken (creation of compensation advisor pod dedicated for student hire; revamp process to implement internal procedures; service delivery model redesign with pilot to begin in November 2017 to improve services to government clients). PSPC also enlisted the services of a business process reengineering expert to work exclusively with the Pay Centre. The department continues to make improvements to the Phoenix pay system and regularly activates system releases to incorporate these enhancements.

Additional resources have been, and will continue to be hired at the Pay Centre, in satellite offices, and temporary offices as well as at PSPC offices in Shediac and Matane. PSPC has also increased support for Pay Centre staff through a Workplace Wellness Program which includes mental health sessions for employees and increased access to employee assistance both on site and through an after-hours toll free number.

In order to resolve the issue of pay backlogs, PSPC developed a plan to achieve steady state. The plan focuses on investing in both people and technology as part of a step-by-step approach to help address the problem. In addition to the investments, PSPC will also implement a new case management tool that will allow compensation advisors to better track pay transactions and respond to employees' enquiries with current and accurate information.

The plan demonstrates the monthly progress, based on assumptions such as resource availability, and volumes of work inflow and completion. Progress against the plan is and will continue to be measured on a regular basis.

There have been significant challenges with the implementation of Phoenix. PSPC acknowledges that a more comprehensive training plan (both within PSPC and within departments) would have significantly reduced the number of issues that have been experienced. It has also been recognized that a more comprehensive change management strategy and more rigorous user acceptance testing would have contributed to a more successful implementation.

Figure 5: Public Service Pay Centre service standards

The service standards established by PSPC in the provision of pay and the percentage of transactions meeting the standard on March 31, 2017.

Government of Canada Pay Centre service standards Service standard (business days) Percentage of transactions meeting service standards
Promotions 30 days 21%
New hires—benefits 20 days 22%
Termination 20 days 24%
Disability 20 days 37%
Parental leave 20 days 95%Footnote 7
Return from leave 20 days 29%
Acting 30 days 9%
Employee transfer 45 days 42%
Other (such as assignment at level, exchange of information between third parties) 20 days 46%

The percentage of public service pay transactions processed by the Pay Centre within the established timeframes fell well below the 95% target. This was due to a variety of factors:

PSPC worked to complete the fit-up of the end-state building for the Public Service Pay Centre in Miramichi. The building, which will house the full complement of employees, will be ready for occupancy in 2017 to 2018.

Federal pension administration: The transfer of the administration for the Canadian Armed Forces pension plans was completed in January 2017. All 3 major federal plans for Canadian Armed Forces members and reservists, RCMP, and public servants are now administered by one department and form the second largest defined benefit pension administration in Canada.

While completing the transfer of the pension administration for the Canadian Armed Forces pension plans, all service levels for service delivery to plan members continued to be met or exceeded. Pension payments were made accurately, and were subject to a verification and quality assurance process. The quality of pension payments is measured on a monthly basis and the results published online on the service standard results monthly report. Additionally, PSPC ensured the integrity of the pension plan funds via regular financial audits.

Figure 6: Government of Canada Pension Centre service standards

The service standards established by PSPC in the provision of pension and the percentage of transactions meeting the standard on March 31, 2017.

Government of Canada Pension Centre service standards Service standard (business days) Percentage of transactions meeting service standards Targets
Initial payments to retired members 30 or 45 days 98% 96%
Initial payments to survivors 30 days 98% 96%
Pension benefit division payments 120 or 45 days 97% 90%
Transfer value payments 45 days 100% 96%
Pension transfer out payments 90 days 100% 90%
Return of contribution payments 30 days 98% 96%
Pension benefit division estimates 5 days 100% 90%
Pension transfer out estimates 90 or 30 days 98% 90%
Pension estimates to retired members (in writing) 5 days 97% 90%
Pension estimates to retired members (over the phone) Immediately 98% 96%
Pension benefit options statements 5 days 98% 90%
Pension transfer in estimates 60 days 100% 90%
Service buyback estimates (in writing) 5 days 93% 90%
Service buyback estimates (over the phone) Immediately 98% 96%

The variance between actual spending and planned spending is mainly due to the increased workload to stabilize the Phoenix pay operations.

The difference between actual and planned FTEs is mainly due to the increase in unplanned work resulting from challenges incurred with the implementation of Phoenix and the opening of satellite offices in Gatineau, Montréal, Shawinigan, Winnipeg, Halifax and Kingston with more than 200 compensation staff. There was also a variance for the Federal Pension Administration Program due to the transfer of the Canadian Armed Forces Pension Plan and 230 employees to the Government of Canada Pension Centre in Ottawa.

Budgetary financial resources (in dollars)
2016 to 2017 Main Estimates 2016 to 2017 planned spending 2016 to 2017 total authorities to date 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
81,761,681 81,761,681 136,602,627 135,402,231 53,640,550
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned 2016 to 2017 actual 2016 to 2017 difference (actual minus planned)
1,559.08 2,088.71 529.63
Results achieved
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Employees are paid accurately and on time through reliable and efficient central systems and processes. Cost per account (PSPC) to deliver Pay Centre services (front office).Footnote 3 $314 $545Footnote 8 N/A N/A
Cost per account (PSPC) to administer pay systems and associated processes for all GC employees (back office). $105 $206Footnote 8 $108.44 $115
Percentage of timely and accurate processing of government payroll as per schedule. 100% 100%
(26 of 26 payrolls were administered)Footnote 9
100%
(26 of 26 payrolls were administered)Footnote 9
100%
(26 of 26 payrolls were administered)Footnote 9
Retirees are paid accurately and on time through reliable and efficient central systems and processes. Cost per account (GC-wide) to administer the Public Service Pension Plan and the Royal Canadian Mounted Police Pension Plan. $178 Public Service Superannuation Act (PSSA) $156 Royal Canadian Mounted Police Superannuation Act (RCMPSA) $149.90
(PSSA)
$132.24
(RCMPSA)
$165.50
(PSSA)
$135.78
(RCMPSA)
$165.32
(PSSA)
N/AFootnote 10
(RCMPSA)
Percentage of timely and accurate processing of pension payments as per schedule. 100% 100% 100% 100%

Program 1.6: Linguistic management and services

This program defines the Translation Bureau of PSPC as a key component of the federal government's service delivery infrastructure. The bureau is the sole internal linguistic services provider and offers translation, revision, interpretation and other linguistic services for Parliament, the judiciary, and federal departments and agencies. It is also the terminology authority within the federal government and has been mandated to develop terminology standards to ensure clear, uniform and quality communications within government. The Linguistic Management and Services Program is mandated under the Translation Bureau Act.

Program performance analysis and lessons learned

Over the last few years, PSPC's Translation Bureau focused on cost containment. While the intent was to reduce fixed costs and cost per word, it also resulted in an increased risk of gaps in capacity and of knowledge loss. As a result, the House of Commons Standing Committee on Official Languages undertook a study on the Translation Bureau. In February 2017, the Minister and Deputy Minister appeared before the House of Commons and Senate Standing Committees on Official Languages, and announced that, going forward, PSPC's Translation Bureau was shifting towards an innovation-driven business culture and renewing its focus on succession planning, collaboration with universities, restoration of the co-op program, training, and quality, as illustrated by the creation of the position of chief quality officer.

PSPC continued to provide quality translation services to Parliament and to federal departments and agencies on a 24 hours a day, 7 days a week basis. It reduced the prices of linguistic services, returning close to 1 million dollars in rebates to clients. It translated close to 325 million words for departments and agencies and successfully managed deliverables in support of such events as the United Nations' Marrakech climate change conference, the national inquiry into missing and murdered Indigenous women and girls, and the communications surrounding the Fort McMurray wildfires. PSPC also translated more than 58 million words for Parliament, 49% above a 4 year average.

Key facts

PSPC provided more than 4,500 interpreter-days and 4,500 hours of closed captioning to both chambers of Parliament and to their committees and delivered approximately 6,000 conference interpretation days for events such as the G7, G20 and the North American leaders' summit. It also delivered over 9,000 hours of visual interpretation to support deaf and hard of hearing public servants. In addition, PSPC continues to examine ways to offer clients efficient and innovative linguistic products and business lines, such as remote interpretation services, to encourage bilingual engagement.

PSPC redesigned the resources of the language portal of Canada, adding over 400 content items and establishing partnership agreements with provincial and territorial governments, as well as organizations such as the Office of the Commissioner of Official Languages, Editors Canada, the Canadian Association of Immersion Professionals, the Canadian Association for French-language Education, and the Canadian Foundation for Cross-Cultural Dialogue. In order to promote a consistent use of terminology across the Government of Canada, PSPC's Translation Bureau also made more than 56,000 changes to update and add content to its terminology and linguistic data bank TERMIUM Plus®. It produced reference documents such as the updated list of country, capital and inhabitant names in 4 languages and provided a section within TERMIUM® for use by the Government of Nunavut to help support Indigenous languages.

Innovation

PSPC rolled-out a language comprehension tool to 39 departments to enhance employees' understanding of their second language and enable them to comprehend short, non-official texts, thereby promoting the use of both official languages in the federal public service. An independent evaluation of the tool will be available in fiscal year 2017 to 2018. PSPC also adapted its tools to be fully functional in the parliamentary information management and information technology environment. In addition, PSPC's Translation Bureau created an innovation lab to encourage experimentation and tasked a working group to produce a report on virtual work, which was completed in February 2017.

The result of the new indicator "direct cost of terminological records published in TERMIUM Plus®", in sub-program 1.6.1 Terminology standardization, significantly exceeded the target. This difference is due to a change in calculation methodology, as well as variations in the nature of the work performed.

The variance between actual spending and planned spending is mainly related to lower than projected operating costs.

The difference between actual and planned FTEs is mainly due to hiring by the Translation Bureau to reflect the new orientation announced by the Minister and to close some gaps in staffing.

Budgetary financial resources (in dollars)
2016 to 2017 Main Estimates 2016 to 2017 planned spending 2016 to 2017 total authorities to date 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
60,707,474 60,707,474 62,684,259 52,946,867 (7,760,607)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned 2016 to 2017 actual 2016 to 2017 difference (actual minus planned)
1,124.65 1,149.51 24.86
Results achieved
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
The GC benefits from efficient, quality and timely linguistic services to support the use of both official languages in its operations and to communicate with Canadians in the official language of their choice. Percentage of documents translated and revised for Parliament within the deadline. 95% 95% 96.7% 97.43%
Percentage of clients satisfied with services provided by the Translation Bureau. 85% 89% 87.4% 86%
Charge per word for linguistic services. $0.37 $0.36Footnote 11 $0.39 $0.41

Program 1.7: Specialized programs and services

This program provides federal organizations with high quality, timely and accessible specialized services and programs.

Program performance analysis and lessons learned

PSPC provided advice and contributed expertise in the development of the Government of Canada Service Strategy and continued to support the government's priority for improving services to veterans by re-opening offices. To enhance PSPC's own Service Strategy and performance standards, a departmental client relationship management system was implemented to manage client data and intelligence.

To share forwarding-thinking best practices in service delivery, hear the voice of PSPC's client organizations, and look at the landscape of client service innovations, the department organized a variety of client service events.

With regard to government-wide corporate services, PSPC continued to focus on providing modern, innovative solutions for its clients across government to support them in delivering their programs and services. It worked closely with TBS to contribute to the government's back-office transformation, which involves large-scale complex projects to bring the government's finance, human resources and information management systems into the digital age, through the ongoing roll-out, expansion and evolution of common administrative services and IT systems. These systems make administrative services more efficient and take advantage of economies of scale, which in turn supports the government in delivering better services to Canadians with better value for taxpayer dollars.

Excellent progress was made in the roll-out and ongoing management of key administrative services. For example:

Since integrating Phoenix and human resource system training was a major priority in 2016 to 2017, an end-to-end human resources pay integration training was delivered to 1,850 participants. The department also aligned My GCHR releases to focus on information linked to pay, such as work scheduling and bilingual bonus. This end-to-end approach to integrating human resources and pay benefitted from a collaborative approach with colleagues at the Office of the Chief Human Resources Officer.

PSPC's shared travel services is the end-to-end travel and expense management solution that helps simplify, efficiently manage, and reduce the cost of government travel. In 2016 to 2017, there were significant improvements to the current tool, which included the search speed of the on-line booking tool. PSPC supported client departments and agencies in using the solution by providing a training initiative that reached 20 organizations. Planning continued on the next generation of the tool, which will be designed to better meet the emerging needs of clients.

Key facts 1

By the end of the fiscal year 2016 to 2017:

In its role in supporting Government of Canada communications to Canadians, PSPC:

Happy anniversary to the Canada Gazette

Did you know the Canada Gazette is older than Canada? It was created in 1841 and celebrated its 175th anniversary on October 2, 2016. The Canada Gazette is published by the Canada Gazette directorate in PSPC, on behalf of the Queen's Printer.

PSPC continued to contribute to the Government of Canada's open information portal in 2016 to 2017. It catalogued a record number of Government of Canada publications by adding 76,335 publications to its website (compared to approximately 42,000 the previous year), and the public downloaded about 1,226,000 publications in 2016 to 2017 (compared to 700,000 the previous year).

In addition, PSPC delivered services related to asset disposal as well as standards development and conformity assessment. For instance, in 2016 to 2017, the department:

PSPC also provided quality and efficient document imaging and data capture offerings as a cost-recovery service to federal organizations, leveraging internal and private-sector solutions. The department provided image processing, indexing and secure archiving of electronic records in support of the government's modernization and process automation initiative. In 2016 to 2017 the service imaged 31 million pages.

Key facts 2

On October 19, 2016, the GC digital advertising day was held, helping departments make government advertising more effective, more memorable, and actionable. Reaching more than 240 attendees and over 250,000 digital government social media influencers, GC digital advertising day was one of the Government of Canada's premier learning events of the year.

PSPC continued to improve document imaging services by implementing more rigorous tracking and management of processes, production and costs, implementing lean process improvements and enhanced quality assurance. Marketing activities were increased through participation in regional events.

The variance between actual spending and planned spending is mainly related to required investments in IT infrastructure conversion and upgrades for document imaging activities.

The difference between actual and planned FTEs is mainly due to postponed staffing to replace resources for integrated services. Of note, 2016 to 2017 planned FTEs for sub-program 1.7.4 Document imaging services should have shown as 172, resulting in a variance against actual of 15 FTEs due to lower than expected imaging volumes; the published planned number was understated.

Budgetary financial resources (in dollars)
2016 to 2017 Main Estimates 2016 to 2017 planned spending 2016 to 2017 total authorities to date 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
29,454,041 29,454,041 33,319,449 31,466,314 2,012,273
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned 2016 to 2017 actual 2016 to 2017 difference (actual minus planned)
572.91 642.63 69.72
Results achieved
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Federal organizations have access to quality services to improve the management, delivery and safeguard of selected government operations and/or assets while minimizing their impact on the environment. Percentage of clients satisfied with quality of services. 85% 89% 82.5% 87.4%
Percentage of sub-programs and services that meet their expected results including service levels or published standards. 100% 90.4% 71.4% 75%

Program 1.8: Procurement Ombudsman

This program, operating at arms-length from the government, reviews procurement practices across federal departments and agencies, investigates complaints from suppliers regarding the award and administration of contracts for goods and services, and ensures the provision of alternative dispute resolution services for existing contracts. This program helps to promote fairness, openness and transparency in the federal procurement process.

Program performance analysis and lessons learned

The 2016 to 2017 annual report of the Procurement Ombudsman provided parliamentarians and Canadians with information on the Office of the Procurement Ombudsman's (OPO) mandate and services, as well as the results of OPO's activities.

OPO provided an independent and neutral avenue to address supplier complaints regarding the award or administration of federal contracts. OPO received 30 written complaints as opposed to 52 the previous fiscal year, representing a 42% decrease.

OPO launched 7 reviews of written complaints by Canadian suppliers as these complaints met the requirements of the Procurement Ombudsman regulations. One of these reviews was completed in 2016 to 2017, in addition to 2 other reviews which were carried over from 2015 to 2016. Since the remaining 6 written complaints were submitted towards the end of the fiscal year, they will be completed and reported on in 2017 to 2018.

OPO also offered dispute resolution services to suppliers and federal organizations, providing a timely, neutral and cost-effective alternative to potentially lengthy and expensive litigation. In 2016 to 2017, OPO received 10 requests for its alternative dispute resolution (ADR) service. 1 request resulted in an ADR process where OPO assisted the parties in reaching a settlement agreement. 1 request could not be accommodated as it fell outside of the Ombudsman's mandate; nonetheless OPO brought the situation to the attention of the relevant organization's deputy head. 5 requests were withdrawn by suppliers after OPO helped parties reach a resolution to the dispute prior to the launch of a formal ADR process. The remaining 3 requests were declined by federal organizations.

Part of the Procurement Ombudsman's mandate is to review the procurement practices of federal organizations for acquiring materiel and services to assess their fairness, openness and transparency, and make recommendations for improvement. In 2016 to 2017, OPO conducted 2 reviews of procurement practices to assess bid evaluation processes and to examine non-competitive contracting in multiple federal organizations. Both reviews explored whether organizations conducted their procurement activities in a manner consistent with applicable sections of the Treasury Board Contracting Policy, the Financial Administration Act and regulations made under it, and the principles of fairness, openness and transparency.

In addition, OPO conducted a follow-up review to assess Health Canada's response to recommendations made by the Procurement Ombudsman in a procurement practice review conducted in 2013 to 2014. The follow-up review outlined the actions undertaken by the department in response to the recommendations, and the extent to which each action had been completed and monitored by the department. OPO noted the department had responded to the recommendations and taken steps to strengthen its procurement practices.

OPO also conducted a study examining publicly available procurement information to determine if gaps existed between the available information and the information required to be made public by government policies, guidelines and initiatives. This study also sought to determine if the available information was useful, from both an OPO and supplier perspective, and if any additional information might be useful to suppliers and other interested stakeholders.

All reviews were completed and reported within the legislated timelines, and the reports or summaries are available on the OPO website and in the Procurement Ombudsman's 2016 to 2017 annual report.

The variance between actual spending and planned spending is mainly due to delays in staffing processes and employee departures.

The difference between actual and planned FTEs is mainly due to delays in staffing processes and employee departures.

Budgetary financial resources (in dollars)
2016 to 2017 Main Estimates 2016 to 2017 planned spending 2016 to 2017 total authorities to date 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
4,118,152 4,118,152 4,021,026 3,257,831 (860,321)
Human resources (full-time equivalents [FTEs])
2016 to 2017 planned 2016 to 2017 actual 2016 to 2017 difference (actual minus planned)
26.5 23.37 (3.13)
Results achieved
Expected results Performance indicators Targets 2016 to 2017 actual results 2015 to 2016 actual results 2014 to 2015 actual results
Increased awareness of fairness, openness and transparency in federal procurement practices. Percentage of reviews of complaints, requests for alternative dispute resolution services and procurement practice reviews initiated and completed within the timelines specified in the Procurement Ombudsman regulations. 100% 100% 100% 100%

Program 1.9: Internal services

Internal services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. Internal services include only those activities and resources that apply across an organization and not those provided specifically to a program. The groups of activities are:

Program performance analysis and lessons learned: Results achieved

Below are the results the department achieved for internal services program.

Sub-program internal services 1: Management and oversight services

PSPC continued to prepare decision documents (including memoranda to cabinet and Treasury Board submissions) in support of the department's business requirements. When required, decision documents included consideration and analysis of the impacts of strategic environmental assessments, gender-based analysis and official languages. To ensure well-defined objectives and issues underpinned the provision of comprehensive advice to senior management, PSPC engaged in robust integrated planning, risk management and strategic reporting. This ensured that Ministers are presented with clear and comprehensive information for decision-making. Furthermore, PSPC contributed to advance top government-wide priorities through the implementation of the Minister's mandate commitments, in close collaboration with the Privy Council Office and partner departments, to ensure alignment of approaches and strengthen outcomes. Through the Treasury Board Policy on Results, the department is implementing a results-delivery approach for all its programs and activities. It has continued to develop performance metrics and measure progress.

The department continued to provide services and advice to the Minister regarding portfolio affairs, international affairs and federal-provincial-territorial affairs and continued to administer the policy on naming Government of Canada structures. It continued to work closely with portfolio organizations and central agencies and any other implicated parties as required to ensure effective, efficient, and well-coordinated processes for corporate documents and other matters requiring the Minister's attention, action or approval.

PSPC, through its security and emergency management services, conducted a comprehensive review and analysis of security and emergency management services in the National Capital Area and the regions to identify gaps and associated risks. PSPC also enhanced its security and emergency management services through initiatives to support building security, business continuity planning and the protection of departmental personnel, information and assets.

PSPC, through special investigations and internal disclosure sector, continued to provide investigative services by conducting administrative investigations and procurement reviews, and by addressing allegations pursuant to the Public Servants Disclosure Protection Act (PSDPA). Throughout the year, PSPC conducted over 100 investigations and reviews, including 25 disclosures under the PSDPA. The department also reviewed its quality assessment process, which led to the update of the service delivery standard regarding investigations and procurement reviews, to make it more timely, consistent and transparent.

PSPC contributed to the integrity and effectiveness of departmental operations by delivering 9 independent and credible internal audits and 1 review that provided reasonable assurance on the effectiveness and adequacy of risk management, controls and governance processes; delivered 3 neutral evaluations on the relevance of departmental programs, policies and initiatives; and continued to play an important role in support of the Deputy Minister's responsibilities as accounting officer.

PSPC also carried out an independent review of Canada Post which was completed in 2 phases. In the first phase, an independent 4-member task force undertook an analysis of Canada Post's services and current financial situation, conducted public opinion research, met with key stakeholders, and examined international best practices for postal delivery. In September 2016, the Minister received the task force's discussion paper, entitled Canada Post in the digital age, outlining options for the future of Canada Post. In the second phase, the House of Commons standing committee on government operations and estimates consulted Canadians from coast to coast using the task force's discussion paper as a starting point. In December 2016, the standing committee on government operations and estimates' released their report, entitled the way forward for Canada Post.

Sub-program internal services 2: Communications services

PSPC's communications worked closely with the department's business lines to consistently promote the department's key priorities and activities. In particular, significant efforts were directed towards providing regular updates to employees on public service pay issues. During the year, 19 technical briefings for Canadians and media were held and a broad range of communications products were developed.

A results-focussed initiative was put in place to pursue a more proactive, relevant and creative approach to communicating with Canadians. Videos, infographics and web articles were developed to provide Canadians with information about the department's day-to-day business and its impact on citizens. For example, PSPC filmed a series of videos demonstrating the economic impact of the decommissioning of Her Majesty's Canadian Ship Iroquois in Atlantic Canada.

In line with the government's digital by default approach and supporting open and transparent communications, social media continued to evolve. PSPC began filming and disseminating live events and using 360 virtual tours. In addition, PSPC has rewritten and restructured 90% of its website content and web applications to improve readability.

Sub-program internal services 3: Legal services

PSPC provided operational and administrative support to counsels and the senior general counsel. The department also provided paralegal support to counsels and the senior general counsel.

Sub-program internal services 4: Human resources management services

PSPC continued to advance several initiatives to enhance the overall efficiency and effectiveness of the department in building and maintaining a capable, productive workforce while providing a safe, healthy workplace. In addition to modernizing systems and tools, PSPC's Human Resources Branch (HRB) is redesigning its organizational structure to better integrate and streamline functions for optimal client service. PSPC's HRB also contributed to the Transformation of Pay initiative by ensuring support for PSPC employees and managers.

Following the implementation of the new direction in staffing in April 2016, PSPC redesigned its staffing program aimed at maximizing legislative flexibilities, minimizing irritants and control measures, enabling managers to exercise judgment/discretion in an environment of greater accountability, and supporting staffing advisors to become strategic business partners. Through its staffing reboot initiative, the department also removed inflexible, complex or outdated elements of human resources management and explored innovative approaches. It reduced the overall "time to staff", while reinvigorated strategic discussions between human resources advisors and hiring managers.
Key facts 1

PSPC was selected as one of Canada's best diversity employers in March 2017 by Media Corp Canada Inc.

To further support continuous improvement, a second pulse check survey was conducted for all employees across the department. These results show the progress made since the previous pulse check and Public Service employee surveys, helping the department to establish or realign targeted workplace strategies and priorities as needed. Talent management sessions continued to be delivered across the department to support talent management at all levels and to help managers better understand their workforce needs to recruit the right talent in the right positions.

In May 2016, PSPC joined union representatives in signing a mental health vision statement developed by the TBS mental health joint task force, which reflects our shared commitment to promoting psychological health, safety and well-being in the workplace through collaboration, inclusiveness and respect. PSPC also created an integrated workplace well-being unit, allowing the department to enhance its focus on well-being and mental health, as well as early intervention and support for managers and employees. In January 2017, PSPC announced the appointment of departmental national co-champions for mental health, and in February 2017, the department created a new position of departmental Ombudsman for Mental Health. This position reports directly to the Deputy Minister and is responsible for making recommendations for improvements to existing well-being programs and services, proposing solutions that are reasonable and feasible in response to the one-time and systemic issues and individual or organizational problems for which action is required, and promoting ideas and steps to take to meet the changing needs of employees and the organization.

Key facts 2

PSPC position of departmental Ombudsman for Mental Health is the first of such positions in the federal public service.

"My motto is quite simple: People first"
André Latreille, PSPC's Ombudsman for Mental Health​​​​​​​​​

Sub-program internal services 5: Financial management services

The department focused on sound stewardship and management excellence by remaining committed to effective resource planning and workforce management.

PSPC was supported by a robust and sound financial management approach via the reinforcement of a number of elements including budget and revenue management excellence, departmental investment management, chief financial officer attestation on cabinet submissions, and excellence in financial reporting. Financial reporting was enhanced through the introduction of dashboards/placemats and the Integrated Management Report which provided additional financial and non-financial information for better integrated decision-making in advancing major projects.

Throughout the year, financial strategies were developed and kept evergreen in order to align available funding to departmental priorities to secure achievement of our commitments despite financial challenges. Also, close monitoring and oversight of the departmental financial situation ensured the department delivered on the additional activities such as the Accelerated Infrastructure Plan.

Effective April 1, 2017, the new PSPC Revenue Management Framework was implemented to address some aspects such as:

Furthermore, the department focused on providing strong financial leadership, in support of its business partner relationships with other government departments.

PSPC continued to improve efficiency of operations by identifying technology opportunities and improving optimal use of departmental resources. The increased adoption of project and time management, the continuous automation of its procurement invoice to payment process, the enhancement of the paperless workplace and the standardization of business processes are examples that lay the groundwork for a modernized and optimized use of technologies enabled by PSPC's financial, procurement and real property management system.

Sub-program internal services 6: Information management services

PSPC continued to implement GCdocsFootnote 12 throughout the department. Increased use of GCdocsFootnote 12 allows for better standardization and enables the department to manage information more efficiently. As measured by the departmental space utilization, PSPC increased the level and adoption of GCdocsFootnote 12 by more than double (9.2 terabytes), as compared the previous year.

In compliance with the Directive on Record Keeping, the department completed 71% of planned paper disposition and is currently moving forward with a strategic plan that will guide how the department manages electronic holdings.

In line with the Directive on Open Government, PSPC published 41 datasets and a completed data inventory to open.canada.ca, enhancing accessibility, knowledge and sharing of Government of Canada data for Canadians.

Building on success from the previous year on the management framework for protecting personal information, the department also developed a stand-alone privacy program, distinct from the access to information component. Targeted consultations on privacy considerations were undertaken with PSPC's senior management teams responsible for managing large amounts of personal information. Training products were revised in fall 2016, resulting in content related to privacy requirements. An awareness presentation was created in winter 2017 on privacy breaches, with a focus on preventative measures and required steps to follow in the event of a breach. The evolution into a stand-alone privacy program permitted increased engagement with key stakeholders, resulting in enhanced support to senior management on proactively managing privacy-related risks.

Sub-program internal services 7: Information technology services

PSPC continued to work with partners to lead and deliver a stable GC common application suite to enable successful adoption of government wide modernization initiatives. The roll-out and expansion of such applications as My GCHR, the Shared Case Management System, and GCdocsFootnote 12, continued to be priorities in support of back-office transformation. The department also maintained its readiness levels to transition to the government-wide initiative for a common email system.

By managing information and data as strategic assets for timely decision making, enhancing performance measurements and enabling access for Canadians, PSPC continued to focus efforts in promoting a culture of service management excellence working towards how information management and information technology services are provided to enable the delivery of programs and their results while ensuring the security of systems and data.

PSPC managed its portfolio of IT applications, ensuring that mission critical applications were adequately sustained, aging IT issues were identified, and remediation plans were in place.

The Phoenix pay system was implemented with defined service level and issue resolution procedures, ensuring that the payroll process occurred throughout the reporting period, with changes made to further enhance pay-related results and system performance.

Sub-program internal services 8: Real property services

PSPC provided an extensive range of internal accommodation and real property services (such as, relocations, project management, and workspace reconfigurations) and sustained an effective National Accommodation Program to ensure the provision of a useful and productive workplace. PSPC ensured its own space portfolio continued to be managed in a sustainable and financially responsible manner throughout its life-cycle to support the cost effective delivery of programs.

The transformation of the workplace under PSPC's workplace renewal initiative continued with the delivery of a number of innovative accommodation solutions projects at various locations across Canada. PSPC achieved its space reduction targets of 15,166  as set out in Budget 2012 and provided activity-based flexible and agile modern workspaces. PSPC is implementing a range of workplace solutions with a view to improving wellness and productivity. An electronic workstation reservation system is currently being piloted in 3 regions where an unassigned work environment is being implemented. This will allow employees to easily and readily choose from a wide variety of work points ahead of the work day, as well as providing the right work setting to serve the business needs that day. The lessons learned from the pilot project will assist in implementing a PSPC-wide standard reservation system, adapted to any kind of work, across all locations.

Sub-program internal services 9: Materiel services

PSPC provided sound stewardship of departmental materiel management functions and, in doing so, contributed to the achievement of high-quality, effective, efficient, and compliant materiel management practices.

To continue minimizing the government's environmental footprint, PSPC reviewed all fleet vehicles to ensure we are meeting our optimal fleet size goal and determined that 90% of our fleet vehicles have the most environmentally-friendly fuel consumption in their class.

In addition, PSPC achieved its disposal goals by disposing of assets in an environmentally sound and secure manner and utilizing ecologically certified programs.

Sub-program internal services 10: Acquisition services

PSPC reported on its procurement obligations in a timely and accurate manner, indicating well- managed and transparent procurement practices as well as strengthened oversight and monitoring of procurement.

Additionally, the department established the Departmental Sustainable Development Strategy with regards to green procurement and waste management targets. Green procurement training is entrenched in the curriculum of internal procurement specialists, with completion rates above 90%. It also contributed to reducing greenhouse gas emissions for departmental fleet vehicles by only replacing vehicles with the most fuel efficient available in the required class.

Internal services program: Budgetary financial resources (in dollars)
2016 to 2017 Main Estimates 2016 to 2017 planned spending 2016 to 2017 total authorities to date 2016 to 2017 actual spending (authorities used) 2016 to 2017 difference (actual minus planned)
231,502,828 231,502,828 307,364,502 262,556,577 31,053,749
Program internal services: Human resources (full-time equivalents [FTEs])
2016 to 2017 planned 2016 to 2017 actual 2016 to 2017 difference (actual minus planned)
2,700.4 2,610.71 (89.69)

The variance between actual spending and planned spending is mainly due to the increased workload to stabilize the Phoenix pay system.

The difference between planned and actual FTEs is mainly due to the following reasons:

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