Public Services and Procurement Canada
Results: What we achieved—2020 to 2021 Departmental Results Report

Core responsibilities

Purchase of goods and services

Public Services and Procurement Canada (PSPC) purchases goods and services on behalf of the Government of Canada.

Departmental result: Federal organizations have the products and services they need, when they need them, at the best value

In 2020 to 2021, PSPC managed the procurement of goods and services valued at approximately $29 billion on behalf of client departments and agencies. The department provided effective, efficient, competitive and fair procurement services to support Government of Canada institutions in fulfilling their respective mandates, while contributing to the country's socio-economic goals.

COVID-19 pandemic

A critical focus over the last year has been procurement in support of the government’s COVID-19 response. PSPC took an aggressive procurement approach to fulfill emergent and immediate, as well as long-term, medical supply requirements. PSPC procurements led to the delivery of more than 2.5 billion articles of personal protective equipment (PPE), and Canada has established domestic sources of supply for numerous types of PPE, such as N95 respirators, surgical masks and medical gowns, in collaboration with stakeholders.

With respect to testing, PSPC secured over 54 million rapid tests, and awarded more than 100 contracts for supplies in support of conventional laboratory testing across Canada in 2020 to 2021. The department also established a diverse portfolio of vaccine candidates and has worked with suppliers to secure deliveries as quickly as possible, while also procuring critical vaccine administration supplies, such as a particular type of syringe that enables reliable and consistent extraction of 6 doses per vaccine vial where applicable.

Over the course of the year, a range of PPE, medical equipment, testing supplies, vaccination consumables and other COVID-19 related products was procured through competitive solicitations where possible. PSPC has also applied innovative procurement approaches where possible, such as the use of qualification based selection for the procurement of polymerase chain reaction (PCR) lab testing.

In 2020 to 2021, PSPC established the Essential Services Contingency Reserve, which is an emergency backstop to provide essential services workers with access to PPE, non-medical masks and disinfection products to meet urgent, short-term needs.

Procurement modernization

PSPC continues to advance initiatives to modernize procurement and ensure value for money is being achieved. The practitioner's guide to procurement pricing generates a common understanding of pricing and its strategic importance in the achievement of key procurement objectives and value to Canada. The third phase of this guide was released in 2020 to 2021 for industry consultation, following extensive research, international benchmarking work and feedback from stakeholders within the procurement community.

By advancing its vendor performance management framework, the department continued its work to strengthen the stewardship of federal procurement. This framework, once implemented, will allow the government to hold poor performers accountable while incentivizing good performance. Over the last year, PSPC has developed scorecards, key performance indicators, performance monitoring and evaluation processes, and published the draft vendor performance management policy. In March 2021, PSPC released a request for information to seek feedback from the vendor community on these products, in advance of testing them in active procurements.

Through the Canadian collaborative procurement initiative (CCPI), the department has also been working to increase the number of procurement tools that are available for use by provincial and territorial governments, as well as municipalities, academic institutions, schools and hospitals (MASH) sector and other entities. In 2020 to 2021, PSPC increased its partners’ access to standing offers and supply arrangements: in particular, the department began offering access to federal standing offers for services, where previously the focus had been on goods only. This will allow PSPC’s partners to generate administrative efficiencies while obtaining the goods and services they need.

PSPC has also been reviewing and improving procurement approaches to help federal organizations meet their business needs. The department successfully completed an evaluation of a pilot to streamline approvals of defence procurements so that the Canadian Armed Forces can get the equipment they need faster, without compromising on oversight and due diligence. Following this evaluation, the pilot was approved for an additional 5 years. The department is also continuing the implementation of the sustainment initiative principles in collaboration with its partner departments, the Department of National Defence (DND) and Innovation, Science and Economic Development Canada. This initiative consists of tailored contracting approaches for the maintenance and repair of military equipment to ensure that the specific needs of each sustainment project are met. Over the course of the fiscal year, PSPC developed improved guidance material and training for this initiative.

Defence and marine procurement

In 2020 to 2021, PSPC continued to support Canada's defence policy: Strong, Secure, Engaged, and the National Shipbuilding Strategy (NSS), ensuring the Canadian Armed Forces and the Canadian Coast Guard (CCG) receive the equipment and services they need.

The open and transparent procurement of advanced fighter jets to replace Canada's CF-18 fleet progressed, as bids were received from all 3 suppliers that were eligible to participate in the procurement process at the time of bid closing. Bid evaluation is ongoing, and negotiations on an agreement will follow with the aim of contract award in 2022.

Significant advancements were also achieved on a number of other key defence procurements. The first of 16 “Kingfisher” fixed-wing search and rescue CC295 aircraft was delivered to DND. Production of armoured combat support vehicles began at a Canadian manufacturing facility. By summer 2020, DND also acquired the final vehicles as part of the medium support vehicle system project. Industry engagement continued in support of several key defence procurements; this included the release of draft solicitation documents to potential suppliers for the Future Aircrew Training Program, the logistics vehicle modernization project and the remotely piloted aircraft system project, and for the procurement of pistols for the Canadian Armed Forces. An invitation to qualify was also released as part of the strategic tanker transport capability project procurement process.

Through the NSS, the government continued to deliver on its commitment to renew the fleets of the Royal Canadian Navy (RCN) and the CCG, create jobs and opportunities for Canadians and revitalize the marine industry. With respect to large vessel shipbuilding projects, the third and final offshore fisheries science vessel, the Canadian Coast Guard Ship (CCGS) John Cabot, was delivered to the CCG, marking the completion of the first class of large ships built under the NSS. In addition, the first Arctic and offshore patrol ship, Her Majesty’s Canadian Ship (HMCS) Harry DeWolf, was delivered to the RCN. Construction of other large vessels is underway, including 3 additional Arctic and offshore patrol ships, the first joint support ship and the offshore oceanographic science vessel. Finally, design work is progressing for the multi-purpose vessels and the Canadian surface combatants.

In 2020 to 2021, the NSS also continued to provide opportunities for small vessel construction, repair, refit and maintenance. The second of 3 medium commercial icebreakers, the CCGS Molly Cool, was delivered to the CCG. Other small vessel construction projects progressed, including the naval large tugs project for the RCN and search and rescue (SAR) vessels for the CCG. Following competitive procurement processes, contracts were awarded for dry-docking work on the CCGS Griffon and for vessel life extension work on the CCGS Cape Roger and CCGS Cygnus. In addition, the Government of Canada signaled its intention to enter into a contract with Chantier Davie for vessel life extension work on the CCGS Louis S. St-Laurent, Canada’s largest icebreaker.

Over the course of the fiscal year, engagement with Chantier Davie with regards to the shipyard’s pre-qualification to become the third strategic partner under the NSS continued, and the shipyard was provided the final request for proposal in July. As the federal government awaited Davie’s proposal, other key steps, including a third-party assessment of the shipyard’s infrastructure and a due diligence process with respect to the shipyard’s financial capability and infrastructure, progressed.

NSS contracts are estimated to contribute approximately $20 billion ($1.82 billion annually) to Canada’s gross domestic product, and create or maintain over 16,930 jobs annually, through the marine industry, its Canadian suppliers and consumer spending, between 2012 and 2022.

Evaluation of the risk-based defence procurement pilot

The risk-based defence procurement pilot (November 2018 to April 2020) approved a temporary contracting authority enabling the Minister of Public Services, Procurement and Accessibility to enter into and amend low risk and low-medium complexity contracts and contractual arrangements for defence procurements that exceeded PSPC’s contracting limits. The objective of the pilot, which was carried out by PSPC in partnership with the Treasury Board of Canada Secretariat and DND, was to enable the Treasury Board to focus its approval on higher risk contracts and support procurement modernization efforts through streamlining the DND procurements that are undertaken by PSPC.

The evaluation of the risk-based defence procurement pilot project found that it provided promising early results, which could be strengthened by further refining tools and processes. It also found that the pilot was generally viewed as effective by stakeholders. Further, the evaluation recommended that PSPC extend the pilot and expand it to other types of procurements. This pilot was subsequently approved for a 5-year extension.

Departmental result: Government purchasing is simpler and easy to access, fair and transparent for suppliers

To modernize government-wide procurement of goods and services, PSPC continued to implement its electronic procurement solution (EPS). Over the course of the year, approximately 3,000 suppliers were onboarded, and the new solution was also used to support the department’s response to COVID-19. It was initially used for select COVID-19 related procurements, and was subsequently adopted as the default approach for these types of procurements. The department also leveraged elements of the EPS to design and build the Essential Services Contingency Reserve .

As part of its commitment to transparency, during 2020 to 2021, PSPC publicly disclosed contract information related to its COVID-19 response to the fullest extent possible. The department established a web page disclosing supplier names and values for contracts for PPE and medical equipment. The department also continued engaging with other Canadian jurisdictions on adopting standard data practices for tender notices.

PSPC also advanced its work on a modified contract model, with streamlined clauses and a standardized contract structure, which will make procurement less burdensome for suppliers. Information about the new contract model was released on buyandsell.gc.ca in 2020 to 2021 to engage suppliers in advance of its implementation. Further, the department developed and implemented best practices for public-private partnership procurement projects, including creating a streamlined project agreement template.

During 2020 to 2021, PSPC’s Innovation and Agile Procurement Centre supported contracting officers and their clients by developing tools and training. In July 2020, an Agile Procurement Playbook was published for federal buyers to support the implementation of this new collaborative procurement approach, which focuses on outcomes and brings together government and industry to design procurements in an iterative manner to achieve results. The playbook explains agile procurement principles, and shares when and how to use agile procurement and collaborative methods.

Departmental Result: Government purchasing supports Canada’s economic, environmental, and social policy goals

Indigenous reconciliation

Increasing the participation of Indigenous businesses in federal procurement is an important part of the government’s agenda to generate economic opportunity for Indigenous peoples. In collaboration with Indigenous Services Canada and the Treasury Board of Canada Secretariat, PSPC is working to create more opportunities for Indigenous businesses in support of the target to have at least 5% of federal contracts awarded to Indigenous businesses. Indigenous Services Canada is leading consultations with numerous Indigenous organizations related to the implementation of the 5% mandatory target, including:

• Assembly of First Nations
• Canadian Council of Aboriginal Business
• Council for the Advancement of Native Development Officers
• Inuit Tapiriit Kanatami National Aboriginal Capital Corporations Association
• National Indigenous Economic Development Board
• Metis National Council
• Corporate Canada

In 2020 to 2021, as part of the COVID-19 response, PSPC awarded 36 contracts to 27 self-identified Indigenous businesses, collectively worth approximately $122 million for commodities such as:

• logistics and air charter services
• accommodation and cleaning services
• information technology (IT) professional services
• medical and laboratory supplies
• masks
• hand sanitizer
• thermometers

The department continued to increase the use of Indigenous limited bidding in order to award more contracts to businesses managed and led by Indigenous peoples.

In addition, PSPC has continued its partnership with the Council for the Advancement of Native Development Officers, a national Indigenous organization involved in community economic development. This partnership is focused on helping the council and its economic development officers support Indigenous businesses across Canada by providing information, focused access, and services from Procurement Assistance Canada. These efforts are complemented by engagement with other main National Indigenous Organizations.

Bidder diversity

The department is modernizing procurement practices to reduce barriers in federal procurement for under-represented groups and ensure that the federal procurement process remains accessible, including for persons with disabilities. For example, a marketplace analysis was conducted on the characteristics of businesses owned or led by persons with disabilities in Canada to inform social procurement initiatives. Through the national Supplier Advisory Committee, PSPC and national associations and their members work together to bring potential improvements to government procurement. In 2020 to 2021, this committee was expanded to include the Black Business and Professional Association, the Council for the Advancement of Native Development Officers, and the Canadian Gay and Lesbian Chamber of Commerce.

Outreach with diverse suppliers continued, and was adapted to a digital environment. In addition, the department has launched a number of pilot projects to promote supplier diversity, including the Black businesses procurement pilot to expand bidding opportunities for small Black-owned or operated businesses across Canada.

The department also continued to work with Employment and Social Development Canada as they lead the creation of a new Canada Apprenticeship Service Program. This work will inform the development of a proposal for the participation of government suppliers in the new program.

Accessibility

PSPC has also continued activities to implement the Accessible Canada Act, through its accessible procurement resource centre. The centre has developed tools, awareness sessions and videos to support the procurement community across the federal public service to give meaningful consideration to accessibility. This includes leveraging accessibility standards and best practices, and incorporating feedback from end users and persons with disabilities, in the development of procurement requirements. In 2020 to 2021, engagements were held with the disability community across Canada to share their lived experience with the full range of goods and services the federal government procures, and to gain a better understanding of solutions offered by the market to reduce barriers for persons with disabilities.

In addition, PSPC completed a commodity review and market maturity assessment to learn about solutions available in the market to reduce barriers for persons with disabilities. The department also undertook an accessibility assessment of select procurement documents published on buyandsell.gc.ca to inform modifications that would make these types of documents accessible to the broadest range of users.

Greening government

In alignment with the Government of Canada's sustainable economic recovery agenda, PSPC continued to engage with clients and industry on the broader inclusion of environmental criteria in procurements, and sought to provide clients with opportunities to reduce their environmental footprint. As of March 31, 2021, 42.6% of PSPC's standing offers and supply arrangements included green goods and services that have a reduced environmental impact. As an example, PSPC’s Ontario Region included environmental considerations in a national food and beverage request for standing offer template. These considerations included elements such as sustainable packaging, food waste reduction and management, as well as greenhouse gas (GHG) reduction in suppliers’ operations and transportation. In addition, PSPC launched a project to develop science-based methods and tools to measure carbon emissions associated with the goods and services PSPC buys, and is supporting the renewal of the Greening Government Strategy led by the Treasury Board of Canada Secretariat. In alignment with the Government of Canada’s commitments related to zero-emission and hybrid-electric vehicles, PSPC also increased the availability of green vehicles on its standing offers for regular and executive fleets, in 2020 to 2021. Requests for information on electric buses and electric medium and heavy trucks were published, and results are under review.

National Strategy to Combat Human Trafficking

The Government of Canada is committed to addressing the risk of forced labour and human trafficking in federal procurement supply chains through the National Strategy to Combat Human Trafficking. In 2020 to 2021, PSPC continued to proritize its commitments under the strategy. For example, clauses on ‘ethical procurement’ and ‘origin of work’ were included in solicitations and contracts for PPE. Additionally, work was undertaken to update the code of conduct for procurement to outline Canada’s expectations for suppliers regarding human and labour rights, including a consultation process to seek feedback on the proposed updates. PSPC also conducted a risk assessment to identify which types of goods are at risk of having been produced using human trafficking, forced labour, or child labour. The findings of this assessment are informing the development of an evidence-based approach to protect procurement supply chains.

Gender-based analysis plus

PSPC continued to incorporate gender-based analysis plus (GBA+) in PSPC’s work and decision-making processes. For example, the aim of the Black businesses procurement pilot was to learn about the barriers faced by Black businesses in federal procurement. The lessons learned from the pilot informed the development of a Social Procurement Policy and will be leveraged to create a Social Procurement Program.

In 2020 to 2021, the department also collaborated with DND and CCG to incorporate GBA+ into defence and marine procurements. Canada’s defence policy: Strong, Secure, Engaged commits to integrating GBA+ into DND’s equipment procurement, and similar considerations are being applied to the CCG portfolio. For example, one of the strategic partner shipyards under the NSS (Irving Shipbuilding Inc.) has committed to annual investments in GBA+ for the duration of its long-term NSS contracts. In addition, technical aspects of equipment have been determined based on GBA+ considerations, such as a modularity requirement as part of the specifications for pistols for the Canadian Armed Forces, which will ease the future usage of the pistol by all. Finally, PSPC has provided GBA+ training for its procurement officers to facilitate dialogue with client departments on integrating GBA+ considerations into procurements.

United Nations’ 2030 agenda for sustainable development and the United Nations’ sustainable development goals

PSPC planned activities under its purchase of goods and services core responsibility support Canada’s efforts to address the United Nations (UN) 2030 agenda and the sustainable development goals (SDGs). The various initiatives and programs under this core responsibility, such as procurement modernization, inclusive procurement strategies, the accessible procurement resource centre, the purchase of zero-emission vehicles and the integration of sustainable plastic packaging and durable goods contribute towards:

• achieving gender equality and empowering all women and girls (SDG 5, target 5.5)
• promoting sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all (SDG 8, target 8.3)
• ensuring sustainable consumption and production patterns (SDG 12, target 12.7)

Further information on SDGs is available on the United Nations website.

Experimentation

In 2020 to 2021, PSPC completed a 2-year pilot project to assess the inclusion of socio-economic criteria in procurement. Activities in this pilot project included increasing the participation of under-represented suppliers, including women, Indigenous peoples, and minority communities, as well as the inclusion of social or community benefits into procurement. Lessons learned from the pilot project were leveraged to develop a policy, and will be used to develop a program, for social procurement for PSPC’s procurement activities.

Risk mitigation

Defence and marine procurement

There is a risk that the inherent complexities of defence and marine procurement, in addition to impacts resulting from the COVID-19 pandemic, will present challenges in achieving the timely delivery of Canada's defence policy: Strong, Secure, Engaged, as well as NSS objectives. To mitigate this risk, PSPC:

• hired and trained additional specialized procurement staff
• used innovative and tailored procurement solutions, drawing on lessons learned where possible, to address individual project challenges
• supported shipyard initiatives aimed at continuing production activities while implementing health and safety measures to ensure a safe working environment for shipyard employees, in consultation with provincial health authorities

Electronic procurement solution

There is a risk that, given its scale and complexity, the electronic procurement system will not be delivered on schedule and on budget, and may not produce intended outcomes. In 2020 to 2021, PSPC achieved considerable progress towards implementing the EPS and its associated risk mitigations, greatly reducing the level of strategic risk around the project. Key risk mitigation activities included:

• phased implementation of the EPS, allowing for incremental functional releases
• continued operation of existing procurement systems until EPS is fully tested
• ensuring business continuity during the COVID-19 pandemic by leveraging virtual team environments and collaborative tools

Additional information on Public Services and Procurement Canada’s departmental results indicators is available in the Government of Canada InfoBase.

Financial, human resources and performance information for Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

The variance between actual spending and planned spending is mainly due to additional funding received to provide supplies for the health system, support the Government of Canada's evolving response to the COVID-19 pandemic and provide the necessary funding for the Safe Restart Agreement.

Financial, human resources and performance information for Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

There is no significant variance between actual and planned full-time equivalents.

Financial, human resources and performance information for the Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

Payments and accounting

PSPC collects revenues and issues payments, maintains the financial accounts of Canada, issues Government-wide financial reports, and administers payroll and pension services for the Government of Canada.

Departmental result: Canadians, businesses and organizations receive payments on time and revenues are collected for government services in an efficient manner

In 2020 to 2021, the Receiver General processed over 440 million payments, with $3.5 trillion in cash flow. Due to the COVID-19 pandemic during the year, the volumes and values were exceptionally high as PSPC issued payments to support individuals and businesses under the Government’s various emergency benefit programs. PSPC also worked with Payments Canada, the Canadian Bankers Association, Canada Revenue Agency (CRA) and financial institutions to institute online direct deposit registration to move more payments away from physical cheques and towards direct deposit to enhance timely payments. Since the start of the project, more than 4 million Canadians and over 150,000 Canadian businesses have submitted their direct deposit information via their financial institution.

PSPC also worked to expedite the timely and accurate issuance of payments to suppliers for the acquisition of PPE and medical supplies. The Receiver General issued over 126 million payments in 2020 to 2021 in direct support of the Government of Canada’s COVID-19 response.

The operations of the Receiver General in Matane were halted in mid-March 2020 due to the measures taken to combat COVID-19. At the end of April 2020, a plan to relaunch operations was developed and deployed, making it the first service unit at PSPC to relaunch its post-COVID-19 activities. This plan included new procedures designed to ensure the health and safety of employees (e.g. establishing work methods respecting social distancing and installing additional handwashing stations, etc.) while ensuring that operations clearing and settlement of payments could be carried out effectively. Moreover, this plan was used as a reference for many recovery plans within the public service. Following the resumption of post-COVID-19 activities, the service managed to complete its work one week ahead of the original plan, and processed 14,674,980 million items between April 27 and June 19, 2020, or 48.9% of regular annual production over a period of only 8 weeks.

At the same time as supporting the delivery of critical payment services in response to COVID-19, PSPC continued to advance the Receiver General’s modernization initiative. The project to eliminate the requirement to physically exchange cashed government cheques by the implementation of a Cheque Image Exchange service reached the testing phase with implementation slated for 2021 to 2022. Pre-planning activities for the treasury renewal initiative that looks to improve the payment services PSPC provides to government departments and Canadians also moved forward, with industry consultations and the endorsement of a concept case for the initiative.

Departmental result: Members of federal pension plans receive timely and accurate pension payments, benefits and support services to which they are entitled

PSPC is committed to providing its members with the highest quality services so that members have the information they need to make important life decisions at the right time. All service levels for service delivery to plan members were met during the year. Pension payments are subject to a rigid verification and quality assurance process that ensures they are made accurately. As one of Canada’s largest pension administrators serving more than 908,000 active and retired members, PSPC issued over 5 million pension payments valued at $13.92 billion in 2020 to 2021.

In response to the global pandemic, the pension program implemented a solution which allows calls to be routed directly to Pension Experts working remotely at home. The Pension Centre demonstrated agility by modernizing its training to staff virtually, by quickly developing some self-paced training followed by group activities, purchasing new technology for trainers to support an online training and procedural platform, and most importantly ensuring it complies with the accessibility requirements. The Pension Centre delivered 19 virtual courses, supporting the development of 177 employees to deliver on critical services.

For the 20th consecutive year, the Pension Program received an unmodified audit opinion from the Office of the Auditor General on the Public Service Pension Plan financial statements.

Departmental result: In collaboration with government departments, employees receive timely and accurate pay and benefits

In 2020 to 2021, PSPC continued its efforts to ensure public servants are paid accurately and on time. In addition to improving its performance in meeting service standards and implementing new collective agreements, the department significantly reduced the number of cases waiting to be processed at the Pay Centre.

As of March 31, 2021, the number of transactions with financial implications beyond the Pay Centre’s normal workload stood at 94,000, which represents a reduction of 72,000 transactions over the course of the fiscal year (166,000 transactions as of March 31, 2020) and 290,000 transactions since the peak of January 2018 (384,000 transactions). The Pay Centre has met service standards 73% of the time in 2020 to 2021, compared to 68% on average in 2019 to 2020, and 55% on average over 2018 to 2019.

PSPC has processed close to $2.5 billion in collective agreement retroactive payments to employees, for the 2014 round and over $910 million to date, for the 2018 round. On February 3, 2021, the department issued the retroactive payments owed to members of the Program and Administration Services (PA) Group from the 2018 collective agreement, signed on October 23, 2020. The use of the new automated mass retroactive payment process for 2018 agreements to this end generated far fewer cases requiring manual work and is expected to keep the manual work requirements to an overall average of approximately 10%, resulting in a reduction of hundreds of thousands of manual transactions.

All remaining departments were onboarded to MyGCPay, a self-service web application that helps employees to have a better understanding of their pay and benefits. MyGCPay helps employees easily access important documents like tax slips and proof of employment, so they can identify pay issues earlier and access historical information dating back to 2016, and a new, easier to understand pay stub. MyGCPay is now used by more than 87% of employees across government.

Departmental result: Canadians have timely access to reliable information on Canada’s finances

The Receiver General continued to maintain the general ledger of the Government of Canada, also known as Accounts of Canada, to produce government-wide financial reports, and provide advice, guidance and instructions to departments and agencies on accounting and reporting matters.

The Receiver General worked with its partners to adjust the timelines and plans for the preparation of the 2020 Public Accounts. As a result, the 2020 Public Accounts were completed within the revised timelines. Despite the additional challenges brought about by the COVID-19 crisis, the consolidated financial statements of the Government of Canada received an unmodified audit opinion from the Auditor General for the 22nd consecutive year.

Gender-based analysis plus

In 2020 to 2021, PSPC examined all outstanding backlog cases and disaggregated the data based on age, sex, and language demographics to understand the impacts of pay issues. Initial analysis indicated there are no appreciable differences between various groups of employees within the public service when it comes to pay impact, but further analysis will be done. PSPC will continue to use GBA+ data, from the pay system and other sources, to better understand if and how employees of different gender, race, disability or indigeneity identities may be disproportionally affected by pay issues.

The pension program collects sex information for actuarial calculations required to administer pension programs and uses honorifics/gender-specific titles in forms and correspondence with pension plan members, based on documented member preferences. An implementation plan was developed outlining the activities the program will undertake to modernize its sex and gender information practices in order to ensure its delivery of services to public servants is inclusive and reflective of Canada’s diversity.

Experimentation

The Human Resources to Pay Program is delivering value through various experimentation initiatives, including advanced analytics, robotic process automation (RPA), and innovative problem-solving techniques. The introduction of RPA (the automation of manual and repetitive processes) allows employees to focus on higher-value and complex work, increasing efficiency in processing pay. To date, a number of automation projects are in production and processing between 200 and 2000 transactions per pay period, adding to capacity at the Pay Centre.

Advanced problem solving techniques are deployed via an Innovation Garage concept. The Innovation Garage conducts short-term projects, called minimum viable products (MVPs) that aim to solve complex problems using advanced technology and processes. As of March 31, 2021, 3 MVPs were successfully delivered, tackling various problems resulting in improving service delivery across the program.

Risk mitigation

Pay stabilization

There is a risk that the ongoing stabilization of pay administration for the Government of Canada will be slowed down, impacting the timeliness and accuracy of employee pay, the transfer of accurate pay data to pension, and the ability for the department to continue resolving existing pay errors. To mitigate this risk, PSPC:

• ensured regular monitoring and reporting of pay processing
• continued to work with TBS and other Government of Canada departments and agencies, to implement timeliness and accuracy standards for human resources transactions
• hired additional pension advisers, implemented new tools and expanded quality assurance, in order to safeguard the integrity of the pension plan and related services, and ensure full verification of all outgoing pension payments
• continued development of a new pay-pension interface, to improve the quality of pay data being transmitted to pension

Additional information on Public Services and Procurement Canada’s departmental results indicators is available in the Government of Canada InfoBase.

Financial, human resources and performance information for Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

The variance between actual spending and planned spending is mainly due to the incremental funding received to support the stabilization of pay operations and eliminate the backlog of pay issues. It is also attributable to timing between payments to municipal administrations and recoveries from other government organizations.

Financial, human resources and performance information for Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

The variance between planned and actual FTEs is mainly due to increased funding and staffing to support the stabilization of pay operations and eliminate the backlog of pay issues.

Financial, human resources and performance information for the Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

Property and infrastructure

PSPC provides federal employees and parliamentarians with workspace; builds, maintains and manages federal properties and other public works such as bridges and dams; and provides associated services to federal organizations.

Departmental result: Federal real estate and associated services meet the needs of federal government clients and/or Parliamentarians, and ensure best value for Canadians.

During the COVID-19 pandemic, PSPC collaborated with central agencies and local public health officials to develop standards and guidelines to ensure safe, productive and accessible workplaces for public servants to deliver critical services to Canadians. PSPC provided leadership on facility and accommodation management to client departments and leveraged strong relationships with other levels of government and industry associations to foster a collective COVID-19 response.

More broadly, PSPC continued to advance its Office Long Term Plan (OLTP), which contains notional targets to right size, recapitalize and modernize the Government of Canada’s Office Portfolio over a 25-year planning horizon. It also responds to a growing desire for flexibility and agility in the provision of office space, enabling a hybrid work environment that fosters innovation, collaboration and productivity in a new post-pandemic reality. The expected outcome is a modern and effective workplace for a renewed public service—one that is better equipped and empowers federal employees to be more productive in the delivery of programs and services to Canadians.

PSPC is piloting a pathfinder program to learn and expand on concepts of shared departmental activity-based workplaces. These efforts are supported by a multi-pronged approach to engage with federal departments and agencies about the future of work, to ensure that PSPC is ready to capture opportunities relating to:

• right-sizing of the office portfolio
• increasing office space utilization
• advancing greening of government operations
• reducing liabilities associated with deferred maintenance

PSPC also developed the tools to support several departments and agencies in realizing the future vision for their organization.

PSPC continued to restore and renew heritage sites, while supporting sustainability and ensuring the health and safety of Canadians. Planning and design activities for the Lester B. Pearson Building (LBPB) rehabilitation project continued in 2020 to 2021. Rehabilitating the LBPB will enable the Government of Canada to showcase its commitment to sustainability by achieving LEED Gold certification, significant reductions in GHG emissions, energy savings, reductions in water consumption and improved wellness and accessibility for all occupants while conserving its heritage character.

The Centre Block Rehabilitation Program remained on track in 2020 to 2021. In the early days of the COVID-19 pandemic, PSPC worked directly with its industry partners to develop health and safety protocols for the site without impacting project timelines. These were then adopted by the Canadian Construction Association as its national guidance for keeping construction sites across the country safe. PSPC made progress on the Parliament Welcome Centre excavation and accelerated demolition and abatement activities within the Centre Block.

Significant progress was also made on the Supreme Court of Canada Building (SCCB) and the West Memorial Building (WMB) rehabilitation. The WMB, vacant since 2008, requires major rehabilitation in order to meet the standards of the National Building Code of Canada. Work began in fall 2019 and includes upgrades to meet current building standards for sustainability, health and safety, and accessibility. Construction started in April 2020 and the COVID-19 pandemic situation has had minimal impact on the project schedule. The rehabilitation is expected to be completed in 2023.

Several Crown-owned locations were identified as potential redevelopment sites in 2020 to 2021. Investments at these sites will transform the portfolio and drive innovative approaches. Redevelopment projects include Tunney’s Pasture and Confederation Heights in Ottawa, the National Printing Bureau and the Place du Portage III Complex (PDP III) in Gatineau, and 715 Peel in Montreal. The PDP III Complex is undergoing a full rehabilitation which will see the replacement of aging building systems and existing fit-up.

PSPC also acts as a steward for 17 major engineering assets, including the Esquimalt Graving Dock, the Alaska Highway, and bridges, dams and wharves across Canada. In 2020 to 2021, the department continued to protect the integrity, value and usefulness of its engineering assets in accordance with government standards and accepted engineering and maintenance practices. PSPC continued working on the redevelopment of the Esquimalt Graving Dock to ensure sustainment of federal fleets can be met on the West Coast, strengthen the West Coast industrial ship repair industry, support small and medium-sized businesses, and create hundreds of jobs as well as immediate and long-term economic opportunities for local First Nations.

The department continued working with the National Capital Commission (NCC) in 2020 to 2021 to develop a long-term integrated interprovincial crossings plan in collaboration with provincial, municipal and Indigenous partners. This comprehensive plan will identify sustainable transportation options including services, programs and infrastructure, to improve interprovincial travel in the NCR over the long-term. PSPC is also advancing its work to replace the aging Alexandra Bridge, and to support the ongoing maintenance of the region’s interprovincial bridges. Engagement, including with Indigenous partners and other key stakeholders for the bridge replacement project, began in November 2020.

Departmental result: Federal infrastructure spending supports Canada’s social, economic and environmental priorities.

Advance sustainability, climate resiliency, and the green agenda for federal real property and infrastructure assets

In alignment with the Greening Government Strategy, and to further reduce greenhouse gas (GHG) emissions from its operations, PSPC has several initiatives underway. In 2020 to 2021, PSPC completed the Roadmap to Low-Carbon Operations in the NCR. The roadmap presents a pathway to achieve net-zero carbon operations for the Government of Canada in the NCR by 2050, identifying short-, mid- and long-term actions that will reduce the carbon impact of federal operations and provide leadership in decarbonization that can be replicated across Canada. Furthermore, PSPC completed a feasibility analysis report for reducing plastics in the workplace and continued to implement occupant awareness pilot programs in buildings to improve employee awareness and engagement in reducing plastic waste in federal operations.

In support of the federal government’s commitment to take action to understand the wide range of climate change impacts that could potentially affect federal assets, services, and operations across the country, PSPC developed a strategy to incorporate climate change vulnerability assessments into asset management planning. As of December 2020, questions on past climate events that have impacted asset operations have been integrated into PSPC’s Facility Security Assessment and Authorization (FSAA) process. Thus, the FSAA collects information on site-specific climate hazards and an asset’s vulnerability to these climate hazards.

In 2020 to 2021, work began to modernize all the cooling and heating central plants in the NCR with the addition of carbon-free heating from electric boilers that will reduce emissions by over 90,000 tonnes per year by 2026.

In 2020 to 2021, work continued on fulfilling PSPC’s commitments under the Pan-Canadian Framework on Clean Growth and Climate Change. PSPC worked with TBS to develop a strategy to procure 100% clean electricity, where available, by 2022. PSPC developed procurement tools for new clean electricity in Alberta including the purchase of Renewable Energy Credits and is worked directly with provinces and energy suppliers in Saskatchewan, Nova Scotia and New Brunswick as a first purchaser of clean electricity.

In 2020 to 2021, PSPC implemented smart buildings technology in 103 of its crown-owned buildings. The department continues to work towards a carbon neutral portfolio by 2050, with aspirations to achieve carbon neutrality by 2030. To that end, the department is implementing various clean technologies related to renewable energy systems, such as clean electricity, renewable natural gas, lighting, recycling and waste management, in building operations and incorporating GHG emissions reduction into departmental decision-making.

To fulfill Canada's commitments under the Ocean Plastics Charter on Zero Plastic Waste, PSPC is implementing the Real Property Plastics Action Plan to reduce the use of plastic in construction projects, government buildings and leases. A total of fifty waste audits were completed to inform procurement and operational strategies to further reduce waste. These audits also provide PSPC with comparative and predictive data to understand present and future re-occupancy needs.

To address the anticipated high volume of waste from the usage of disposable non-medical face coverings, other protective apparel and disinfecting wipes, PSPC completed Zero Waste Pilots at 26 select PSPC crown-owned buildings across Canada.

Improve accessibility of federal buildings

PSPC is committed to creating barrier-free access to federal buildings and workspaces so that Canadians of all abilities can participate fully in the federal workforce. As the Government of Canada’s real property expert, the department is leading the government towards enhancing accessibility in the built environment by meeting and surpassing existing building codes and accessibility standards that apply. In fact, universal accessibility principles are already embedded in the GCworkplace fit-up standards.

Due to the COVID-19 restrictions, there was a delay in the full implementation of technical assessments to enhance the accessibility of the built environment of PSPC Crown-owned and lease purchased assets. As a result, and to maintain progress on this important initiative, efforts were shifted towards enhancing the assessment checklist and the engagement process. For example, PSPC has developed tools to solicit feedback from persons with disabilities and building users on accessibility issues, and is working on other engagement activities to inform our assessments.

As the Government of Canada’s lead for accessibility in the built environment, PSPC is playing a key role in building a more inclusive workplace. To that end, PSPC is undertaking various pilot projects, in collaboration with stakeholders, to identify opportunities to improve the accessibility of PSPC’s built environment and exceed the minimum codes and standards. Through these pilot projects, PSPC identified 22 low-cost, high-impact, short-term accessibility improvements across the national portfolio. PSPC also developed and issued a functional direction on all-access washrooms to assist project and property managers in applying a consistent approach to the implementation of these facilities across our portfolio.

Advance socio-economic benefits in support of federal mandates, such as affordable housing and Indigenous Reconciliation

Work continued on making surplus federal real property available for re-purposing for affordable housing through the Canada Mortgage and Housing Corporation led Federal Lands Initiative (FLI). Four surplus PSPC properties in Ontario (such as Thunder Bay, Belleville, Orillia, and Ottawa) are in the process of being transferred through the FLI to new owners that will use them to provide affordable housing. PSPC worked with the Canada Lands Corporation to identify the underutilized Crown lands and surplus lands that can be used to advance affordable housing, generate employment, and to engage with Indigenous communities, the public and stakeholders. In 2020 to 2021, this collaborative approach facilitated the development of a framework and strategy for indigenous engagement for campus projects, the completion of a subdivision plan with the City of Ottawa for the Tremblay Road site, and the drafting of a memorandum of agreement for the Tunney’s Pasture redevelopment.

Increasing the participation of Indigenous businesses in federal procurement is important to generate economic opportunity for Indigenous Peoples. PSPC is advancing reconciliation through real property contracts and the Indigenous Contractor Incentive Pilot Program, which seeks to increase subcontracting opportunities for Indigenous companies.

PSPC continues to work with Crown-Indigenous Relations and Northern Affairs Canada and Indigenous partners on the short- and long-term design and operation of the Indigenous Peoples' Space at 100 Wellington Street and the adjacent property at 119 Sparks Street. The planning and development of its long-term permanent use is underway. In the meantime, PSPC has delivered the short-term use of the facility, namely, exhibits showcasing Indigenous governance models and history, as well as space for meetings and media.

Laboratories Canada Strategy

In 2020 to 2021, PSPC continued its work on the Laboratories Canada Strategy which aims to facilitate collaboration, reduce barriers, and provide the necessary infrastructure, equipment and information technology that federal scientists need to carry out the important work they do on behalf of Canadians. Accordingly, Laboratories Canada worked with the federal science and technology community to develop a custody model and operating framework to inform facility and science operations for the new multi-departmental occupancy models. Through the Laboratories Canada Strategy, PSPC contributed to the Government’s COVID-19 response by supporting the National Research Council on the Biologics Manufacturing Centre project (Royalmount facility in Montreal), and the Public Health Agency of Canada’s National Microbiology Laboratory.

Laboratories Canada continued to develop a portfolio strategy for the entire science and technology asset class that assesses the portfolio thoroughly, systematically and strategically to address mid- and long-term program requirements. Laboratories Canada also started implementing a scientific equipment strategy that will support laboratory design, ensure a successful transition to new facilities, enhance collaboration and equipment sharing, optimize investments in scientific equipment, and establish a Federal Scientific Equipment Inventory System. In addition, a Laboratories Canada Experimentation and Innovation Fund was launched to support regulatory and other science departments in testing innovations. These investments helped advance the understanding of cloud technologies and available tools, and improved capacity to leverage and share expertise horizontally.

In October 2020, PSPC approved site selection recommendations made by the consensus of partner science-based departments and agencies (SBDA) and the Deputy Minister Science Committee (DMSC). Through the Repeatable Laboratory Design Framework (RLDF), guiding principles for future designs of federal laboratories are being developed, which include carbon neutral facilities. This design framework will promote consistency and quality assurance across projects to ensure high quality outcomes and will inform planning, design, and implementation of all Laboratories Canada projects. It will provide a roadmap for all design and construction firms to achieve consistent design and life cycle operational objectives in terms of structure, architecture, sustainability and accessibility. This strategy has been used for the new TerraCanada Mississauga project which is being built to be carbon neutral. A total of 5 projects obtained project approvals:

• Atlantic Science Enterprise Centre
• Cultural Heritage Science
• Transportation Safety and Technology Science
• TerraCanada Mississauga
• TerraCanada Hamilton

Functional programming and design advanced the TerraCanada in the National Capital Area (NCA), the Regulatory and Security Science NCA, the Cultural Heritage Science, and the Transportation Safety and Technology Science projects. Functional Programming for the Atlantic Science Enterprise Centre project was completed. The pre-design phase was initiated for the Regulatory and Security Science Sidney project while detailed design was finalized for the TerraCanada Mississauga and TerraCanada Hamilton projects.

Long Term Vision and Plan for the Parliamentary Precinct

Despite the COVID-19 pandemic, PSPC made significant progress on the restoration and modernization of Canada’s Parliamentary Precinct, as part of the Long Term Vision and Plan (LTVP). Health and safety continued to be PSPC’s number one priority. Construction activities continued in alignment with the Government of Ontario’s direction, and with industry-leading health and safety protocols, based on prevention, detection, and response, that are in place to ensure appropriate social distancing and compartmentalization of the construction site. Measures such as temperature monitors at entry points and the requirement of non-medical masks for all construction workers were put in place.

All construction activities remained on track for the Centre Block and the East Block (Phase 1) rehabilitation projects. The development of a design, meeting the needs of a modern twenty-first century Parliament while conserving the heritage value of the Centre Block and Parliament Hill, was endorsed by the Royal Architectural Institute of Canada and an Independent Design Review Panel of eminent design professionals. Careful demolition and abatement of hazardous materials inside the Centre Block was 50% completed. Outside the building, excavation of the new Parliament Welcome Centre was also 50% completed, and masonry work on the north façade began.

The department is transitioning to a holistic approach to create an integrated parliamentary campus, while ensuring that important connective infrastructure issues such as accessibility, sustainability, security, IM/IT and the movement of people, goods and vehicles are considered. The redevelopment of Blocks 1, 2 and 3 is critical to establishing a modern parliamentary campus, providing long-term facilities to effectively support the work of parliamentarians for years to come.

In 2020 to 2021, the redevelopment of the first of the three city Blocks facing Parliament Hill was fully launched through an international architectural design competition. Block 2 was identified as the first Block to be redeveloped given its most direct relation to Parliament Hill. It offers a great development capacity and allows the fulfillment of short-term needs, such as a swing space to support the rehabilitation of core assets. The design competition was launched as part of the Block 2 Redevelopment Project and will leverage innovative ideas and promote design excellence. An independent jury will review and recommend a design that reflects the needs of parliament.

PSPC has advanced the development of the Universal Accessibility Review and Action Plan (UARAP) with an end goal of defining a clear strategy for accessibility within the Parliamentary Precinct. This plan will achieve universal accessibility while incorporating functional, operational, security and heritage considerations. The final plan will be endorsed by an Accessibility Advisory Panel, which has been established to provide advice and direction to the development of the UARAP.

PSPC is committed to showcasing the Parliamentary Precinct as a model of sustainability by reducing GHG emissions in the Parliamentary Precinct by 80% by 2030 (from the 2005 levels). As of March 31, 2020, the Precinct reduced its GHG emissions by just over 60% and is on track to meeting its 2030 target. In 2020 to 2021, PSPC also completed a climate change vulnerability assessment of the Parliamentary Precinct and developed a strategy in concert with the Energy Savings Acquisition Plan (ESAP) to define a way forward on a carbon neutral precinct.

Prompt payment initiative

Although the Federal Prompt Payment for Construction Work Act received Royal Assent in June 2019, there remains a significant amount of work to complete before the prompt payment regime is in effect. This includes the development and approval of regulations to establish an adjudicator authority (certified individuals who can arbitrate a dispute resolution) and the elaboration of adjudication timelines as well as credential required for certified and qualified adjudicators, and the amendment of the standard federal government construction contract to address the new legislation and regulations and incorporate various prompt payment elements. Prompt payment regulations were not ready for implementation by March 31, 2021 due to delays related to COVID-19. However, PSPC continued to advance the development of regulations to ensure a full implementation of the prompt payment regime. In October 2020, PSPC received support from its prompt payment advisory group on the departmental policy position on regulations. Regulatory drafting instructions and a Regulatory Impact Analysis Statement were completed. The regulatory package was forwarded to Justice Canada for assessment and formal drafting. Regulations were recently completed and the request for proposals (RFP) for the Adjudicator Authority will be released following pre-publication of the regulations on the Canada Gazette.

Gender-based analysis plus

PSPC collected sex and gender information from its branches and regions through a self-assessment exercise completed in summer 2020. The analysis highlights some opportunities to improve equity and inclusivity in the design of the workplace. Key findings have been grouped into 4 themes:

• autonomy
• group dynamics
• privacy
• wellbeing

The GCworkplace gender-based analysis plus provided GCworkplace design guidelines with recommendations that support accessibility and inclusivity principles. An Implementation plan was developed to ensure that it is in compliance with the Government of Canada Policy Direction on Sex and Gender Information. PSPC organized a GBA+ awareness week in November 2020 to promote this new reality.

United Nations’ 2030 agenda for sustainable development and the United Nations sustainable development goals

PSPC planned activities under its property and infrastructure core responsibility support Canada’s efforts to address the UN 2030 agenda and the sustainable development goals (SDGs). The various initiatives and programs under this core responsibility, such as GCWorkplace, smart buildings, the plan to achieve a carbon neutral portfolio, the Real Property Services Action Plan, the rehabilitation of major assets and the transfer of federal lands to housing providers contribute to the following goals:

• ensure access to affordable, reliable, sustainable and modern energy for all (SDG 7, target 7.2)
• build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation (SDG 9, targets 9.1 and 9.4)
• ensure sustainable consumption and production patterns (SDG 12, targets 12.5 and 12.7)
• take urgent action to combat climate change and its impacts (SDG 13, target 5c)
• make cities and human settlements inclusive, safe, resilient and sustainable (SDG 11, target 11.1)

To achieve the above-mentioned goals, the Office Long Term Plan is centred around 5 key pillars:

• people
• portfolio
• greening
• digital government
• socio-economic initiatives

The plan fully integrates government-wide greening initiatives, such as the 2019 to 2022 Federal Sustainable Development Strategy (FSDS) and Treasury Board Greening Government Strategy: A Government of Canada directive. The plan is also in alignment with PSPC-led initiatives, such as:

• the roadmap to low carbon operations in the National Capital Region
• the PSPC National Carbon Neutral Portfolio Plan
• the PSPC Real Property Sustainable Development and Environmental Strategy

Further information on SDGs is available on the United Nations website.

Experimentation

Smart tools initiative

PSPC’s smart tools initiative was created to help building operators and maintenance personnel conduct their activities and report using modern, innovative and digitally enabled solutions. Most buildings have digital systems that control mechanical and electrical equipment. Smart buildings collects raw data from that equipment and analyzes it in real time to identify conditions that require attention, allowing them to be fixed quickly.

In 2020 to 2021, PSPC continued to undertake the procurement and testing of smart tools to detect inefficiencies in building systems and improve client service delivery with respect to building management services.

Evolution of Work Pathfinder project

PSPC began piloting the Evolution of Work Pathfinder project for a way forward for PSPC’s safe return to the workplace. The PSPC pathfinder consists of shared workplaces for PSPC employees. PSPC employees can work from anywhere with the tools and equipment they need, taking advantage of the benefits of remote work, office work or a combination of the 2, whenever possible. This pilot will provide future guidance and standards for the entire Government of Canada and the development of interdepartmental shared spaces. Experimentation areas via pathfinder include occupational health and safety practices, scalable security access system, reservation application, and space utilization monitoring technology.

CD Howe innovation project

Other pilot projects are underway to reduce high touch points which will enhance employee health and improve accessibility. For example, the CD Howe building is making use of touchless technologies such as an elevator button application, quick response (QR) and near field communication (NFC) technology in signage and washroom facilities that operate with motion sensors. PSPC has also implemented 10 pilot projects in this building to eliminate the use of single-use plastics, reduce the amount of waste sent to landfills and promote renewable energy production and usage, just to name a few. These pilots will also help assess the use of emerging Canadian technologies by assessing and reviewing commercially available solutions in these areas to inform the department strategy in deploying innovative solutions within PSPC’s real property portfolio. They will also help PSPC to create a framework for deploying innovative solutions within its real property portfolio.

Risk mitigation

Property asset integrity and safety

There is a risk that climate change, natural disasters, infrastructure deterioration over time, and human-related events will negatively affect the safety, integrity and operations of PSPC’s real property and infrastructure assets. To mitigate this risk, PSPC:

• closely collaborated with industry and federal partners, bargaining units, and provincial and territorial health authorities, to provide guidance and ensure the safe and continuous operation of workplaces and worksites
• developed a business continuity plan and emergency management programs, which include regular testing and review, and outline clear mitigation measures to address potential operational disruptions
• continued to implement the Asset Integrity Policy by conducting regular building condition reports (BCR) and building performance reports (BPR) along with identification of risks associated with any deferred maintenance. Further, information captured in BCR supports sound financial reporting to TBS and facilitates the diagnosis of the criticality of the asset through the Directory of Federal Real Property
• established clear, policy-supported roles and responsibilities, tools and schedules to assess asset integrity and manage the fixed asset portfolio
• continued to design all rehabilitation and new construction projects to be net zero-carbon ready, integrate climate resilience in building operations, increase the seismic resilience of the portfolio, and improve the thermal performance of heritage buildings
• improved its ability to monitor, evaluate and respond to changing water levels at its dam structures, thereby adapting to the effects of climate change
• worked with Environment and Climate Change Canada (ECCC) and provincial partners to improve hydrometric gauges, weather stations, data collection, and modelling throughout watersheds to improve the prediction of snow melt and rising water levels through freshet to manage waterways and minimize future flooding
• developed and implemented processes to register underground assets with regional notification service centres to minimize risk of damage from excavation activities

Delivery of large-scale and complex initiatives

There is a risk that project complexities, partner dependencies, and pandemic-related work and supply delays will affect the effective and efficient delivery of major PSPC initiatives, including the rehabilitation of the Parliamentary Precinct, and the development of GCWorkplaces and federal science facilities. To mitigate this risk, PSPC:

• closely collaborated with industry and federal partners, bargaining units, and provincial and territorial health authorities, to provide guidance and ensure the safe and continuous operation of workplaces and worksites
• utilized integrated teams to support sufficient capacity
• leveraged improved financial processes, as well as enhancements to other business processes and procedures, in the planning and delivery of programs and projects
• closely collaborated with the Treasury Board of Canada Secretariat, as well as other government departments and agencies, to ensure effective portfolio and project planning, information management, IT equipment, and security
• engaged with parliamentarians and industry partners, on key initiatives such as apprenticeship programs and Indigenous and international recruitment, as well as emerging issues

Predictable capital funding

There is a risk that PSPC’s transition to a predictable capital funding model will disrupt the delivery of the department’s infrastructure programs, and will impact the timely and strategic fund allocation needed to ensure a healthy asset portfolio. To mitigate this risk, PSPC:

• established a dedicated project office, to manage the transition to the new funding model and support the mitigation of its associated risks
• introduced a modelling and reporting tool, to provide reporting on available funding and support project planning, managing and reporting

Additional information on Public Services and Procurement Canada’s departmental results indicators is available in the Government of Canada InfoBase.

Financial, human resources and performance information for Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

The variance between the actual spending and planned spending is mainly a result of delays in tendering contracts and procuring materials from suppliers due to the COVID-19 pandemic.

There is no significant variance between actual and planned full-time equivalents.

Financial, human resources and performance information for the Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

Government-wide support

Public Services and Procurement Canada provides administrative services and tools to federal organizations that help them deliver programs and services to Canadians.

Departmental result: Federal organizations have access to high quality linguistic services and tools

Strengthening its position as the centre of excellence in linguistic services, the Translation Bureau continued to provide translation and interpretation services to the Parliament of Canada and the Government of Canada in official, foreign and Indigenous languages during the global COVID-19 pandemic. The provision of these linguistic services was crucial in the delivery of national communications to all Canadians.

In 2020 to 2021, the Translation Bureau launched its new linguistic services management system GClingua. The translation profession continues to evolve to utilize new technologies in a complementary way, enabling an increase of the volume they can translate and shifting their focus to post-editing and revision. The Translation Bureau continued to leverage technological advances to improve the tools available for Canadians in support of Canada’s official languages.

In parallel, the Translation Bureau has been experimenting with various artificial intelligence (AI) tools that aim to bring efficiencies throughout the workflow with a continued focus on quality. Work stemming from the collaboration with the National Research Council of Canada (NRCC) has been key in identifying priority areas, such as automatic quality evaluation and automatic domain identification. The Translation Bureau also developed a test protocol to gather feedback from professional translators on the quality of neural machine translation outputs. This experimentation will serve as the foundation to an informed and agile approach to an AI procurement plan in 2021 to 2022.

The pandemic propelled the Translation Bureau's efforts to ensure accessible communications for deaf, deafened and hard-of-hearing Canadians. Over the last year, the Translation Bureau provided sign language interpretation services to more than 400 public health news conferences and other pandemic-related briefings. In addition, the Translation Bureau has been offering video remote interpretation (VRI) for sign language interpretation services. In order to ensure high quality sign language interpretation, the Translation Bureau developed guidelines and service delivery requirements for staff and freelance interpreters. VRI is such that the Translation Bureau can utilize sign language interpreters from across the country, thereby expanding its pool of resources.

As well, the Translation Bureau translated various communications for the Public Health Agency of Canada related to the COVID-19 pandemic in Indigenous languages. It also provided Indigenous languages interpretation services in Inuktitut, Nunavik, Mohawk and Inuinnaqtun and Swampy Cree. Over the last year, the number of Indigenous language providers was increased to over 100, which covers over 50 of the approximately 90 Indigenous languages and dialects.

Departmental result: The government does business with ethical suppliers and ensures that sensitive information is handled appropriately

PSPC continued to apply the integrity regime to help ensure the Government of Canada conducts business with ethical suppliers and to protect the integrity of procurement and real property transactions in an evolving marketplace. The department continued to assess and refine potential options to better address new and emerging risks to the integrity of federal procurement and this work is ongoing. Working collaboratively with provincial and territorial partners, PSPC participated in the establishment of a federal, provincial and territories integrity working group focused on risk mitigation for procurement in times of crisis. The mandate of this working group is to identify areas of risks and share mitigation strategies within public procurement across Canadian jurisdictions.

PSPC streamlined processes so that integrity verifications and determinations of a supplier’s status under the Ineligibility and Suspension Policy were completed in a thorough and efficient manner. Additionally, to support the Government of Canada’s response to the COVID-19 pandemic, an ad hoc integrity verification process was established to support timely contracting of PPE. Over the course of the year, the department completed close to 25,447 integrity verification requests (representing 467,575 name checks) to assist federal departments and agencies in verifying supplier compliance with the regime.

PSPC completed the final phase of its fraud risk assessment exercise in September 2020, fulfilling its commitment to conduct a fraud risk assessment at the departmental level, as recommended in the 2017 Spring Reports of the Auditor General of Canada to the Parliament of Canada Report 1: Managing the Risk of Fraud. This exercise allowed the department to strengthen existing internal controls to prevent and detect fraud and to implement new anti-fraud measures.

PSPC updated its Fairness Monitoring Policy to ensure departmental activities are conducted in a fair, open and transparent manner, providing clear requirements to determine whether fairness monitoring is required.

In 2020 to 2021, the Business Dispute Management Program (BDMP) responded to 16 general inquiries, processed 44 alternate dispute resolution enquiries at every stage of the contracting process, in all areas of contracting, and completed a mediation process to address business disputes. The BDMP also worked in close collaboration with the Acquisitions Program and the Office of the Procurement Ombudsman and implemented a dispute resolution clause which is included in the standard procurement templates and refers to information on potential options for alternative dispute resolution (ADR).

The Contract Security Program (CSP) developed a path forward initiative to redirect efforts to processing security screening requests for active participants in a procurement process. This targeted approach aims to better integrate security requirements early in the procurement process, with realistic timelines that allow for security screenings to be completed when they are actually required. The benefits for industry will be reduced delays in security screenings, the timely awarding of contracts, reduced burden and an improved security posture for company security officers.

The CSP fully implemented its offsite IT inspection process. Since the CSP began the trial period, it completed 509 offsite IT inspections and conducted onsite inspections to validate the process. The analysis of the results confirmed the benefits of the new approach and that residual risks could be properly mitigated. This was especially beneficial due to restrictions on travel over fiscal year 2020 to 2021. Due to these restrictions, the CSP also applied the new IT inspection approach to its physical security site inspections.

The pandemic also impacted the CSP’s ability to deliver on-site training to industry company security officers (CSO). To address this and continue its client-focused delivery approach, the CSP developed a number of training webinars for CSOs to build the capacity of CSOs in understanding screening requests, aftercare and security awareness responsibilities, and how to complete application forms. These webinars also address industry concerns regarding the delays in processing security screening requests, particularly with complex files.

Despite the travel restriction, in October 2020, the CSP successfully concluded the negotiations of a bilateral security instrument with the European Space Agency to open new space market for Canadian industry and to contribute to Canada's economic and national security agenda.

In 2020 to 2021, the CGP improved its client-focused delivery approach to safeguarding controlled goods and technology within Canada by enhancing tools and processes. In response to the Office of Audit and Evaluation’s 2018 to 2019 report, an internal reporting mechanism was developed to provide a summary of compliance activities, including a tailored tool to identify and report non-compliance issues, and make recommendations to resolve them.

Departmental result: Federal organizations have the support services and tools they need to deliver their programs to Canadians

In 2020 to 2021, PSPC continued to advance modern technologies to improve the department’s service delivery performance. PSPC delivered common information technology solutions across departments and agencies through corporate administrative shared systems such as GCcase, GCdocs, GCinterop and GCshare and the Next Generation Travel Program.

In 2020 to 2021, GCdocs services were expanded to include Microsoft 365 (M365) integration and to ensure clients have the ability to manage their information as an asset. GCdocs is used by 83 client departments and agencies, and 287,000 internal government users.

GCinterop was established as a Government of Canada (GC)-wide service that enables interoperability between solutions to support the sharing of common data and common application functionality within departments and across the GC. In 2020 to 2021, GCinterop was instrumental in the delivery of MyGCPay. The GCinterop interface provides the data sharing mechanism from Phoenix to MyGCPay.

GCcase is a proven case management solution that departments and agencies use to track client information, cases and a multitude of critical business intelligence that make client service better. To support the Government of Canada’s COVID-19 response, GCcase was used by Employment and Social Development Canada (ESDC) to deploy the Government of Canada’s COVID-19 related relief fund. GCcase served 50 client departments and 18,000 internal users.

PSPC began implementing its Digital Transformation Strategy and encourages employees to adopt new behaviours and ways of working. PSPC launched the Digital Innovation Network, a virtual network of experts, labs and tools from across PSPC, for teams to work with user experience and digital experts to improve the services the department delivers to clients through innovation, experimentation, the creation of prototypes, and testing of new solutions with users. Starting in 2020 to 2021, the Human-Centred Design Office is helping teams across PSPC to transform their services, such as modernizing the pension portal used by over 300,000 federal employees; developing a new system for managing seized property; and designing a common identity card for employees that could be used across the federal government.

PSPC provides digitization and data capture services, manages successful government information services to support the delivery of media monitoring and analysis, contracted public opinion research, advertising and is responsible for managing the Government of Canada publications website, and publishing the Government of Canada’s official newspaper, the Canada Gazette. The department also offers specialized services, such as the Canadian General Standards Board, GCSurplus and Seized Property Management on behalf of the Government of Canada.

The Canada Gazette team developed and implemented new procedures to publish the Canada Gazette remotely while working from home. The Gazette published over 12,000 pages, representing one of the Gazette's busiest years in recent memory. This large number of notices was processed quickly and efficiently, while meeting deadlines and service standards. Since March 1, 2020, 14,185 publications have been added to the collection on managing the Government of Canada publications website, 810 of which related to the subject of COVID-19.

To support the Government of Canada COVID-19 response, the Canadian General Standards Board (CGSB) actively participated in identifying international standards for and in the technical review of, medical examination gloves to support PSPC’s Acquisitions Program, Health Canada and PHAC in procuring emergency medical equipment for front line workers. CGSB also undertook the administration of a new International Organization for Standardization (ISO) Technical Committee, the international flagship for quality management.

Document Imaging Services (DIS) adapted quickly to develop health and safety measures in order to continue offering imaging services to departments and agencies. DIS was able to provide digitization and data capture services to the PHAC for the collection of traveller information for travellers entering Canada by land, sea or air. As of September 30, approximately 670,000 traveller forms have been processed.

Gender-based analysis plus

In 2020 to 2021, PSPC partnered with the Royal Canadian Mounted Police (RCMP) to use gender-based analysis plus to understand biometric bias in support of digital services, identity credential and access management.

The Translation Bureau helps federal public servants communicate clearly, effectively and consistently to all Canadians in both official languages. To this end, in 2020 to 2021, the Translation Bureau developed glossaries, including those on COVID-19; continued to maintain the glossary on sexual and gender diversity; conducted terminology standardization work in partnership with various departments and organizations; and continued to expand TERMIUM Plus®, the Government of Canada's terminology and linguistic data bank.

The Translation Bureau provides interpretation services in American Sign Language (ASL) and langue des signes québécoise (LSQ) at major events organized by the Government of Canada, providing access to information to individuals whose primary language is ASL or LSQ. These sign language interpretation services are also offered through video remote interpretation (VRI).

As part of a pilot project launched in November 2020, the Translation Bureau has also assisted several departments with the production of high-quality video translations of written documents into ASL and LSQ, thus providing Canadians who are deaf, deafblind, deafened and hard-of-hearing with access to government information. Moreover, the Translation Bureau in collaboration with PSPC’s Procurement Branch, has been working on the development and implementation of a standing offer process through which all departments will be able to access communication access real-time translation (CART)^{Footnote 1} and postproduction closed captioning services.

The Translation Bureau also provides translation and interpretation services in Indigenous languages, enhancing visibility and supporting the efforts of Indigenous peoples in the reclamation, revitalization, and strengthening of Indigenous languages as a foundation for culture and identity.

Experimentation

In order to enhance its capacity to deliver timely, cost effective and quality services, the Translation Bureau continues to research and experiment with artificial intelligence and other emerging language technologies to support the work of translators and interpreters, allowing them to focus their expertise on quality, and determine which tools can be used. This research includes the review of artificial intelligence applications for translation, remote interpretation, terminology and client service.

Risk mitigation

Digital transformation

There is a risk that PSPC will not continue to have the modern and reliable systems, expertise and cyber safeguards needed to effectively operate and deliver services in a predominantly digital environment, which now includes a large increase in full-time, department-wide teleworking. To mitigate this risk, PSPC:

• implemented new virtual team environments and collaborative tools, including Microsoft Teams and other secure M365 applications
• leveraged the Cloud Competency Centre’s ongoing private sector engagement, enabling PSPC to secure the expertise needed to more effectively deliver digital and web services
• supported effective collaboration amongst PSPC branches and regions, driving the ongoing development and implementation of the PSPC Digital Strategy

Protection of information

There is a risk that personal, business and other sensitive information will be compromised or inappropriately disclosed, including by means of cybersecurity breach. To ensure that information is appropriately protected, PSPC:

• prioritized the storage of data in Canada, such as those generated by Microsoft Teams and other secure M365 applications used across the department
• updated critical policies concerning security and emergency management at PSPC

Additional information on Public Services and Procurement Canada’s departmental results indicators is available in the Government of Canada InfoBase.

Financial, human resources and performance information for Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

The variance between actual spending and planned spending is mainly related to an increase in resources required to deliver translation, interpretation and closed captioning services.

Financial, human resources and performance information for Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

There is no significant variance between actual and planned full-time equivalents.

Financial, human resources and performance information for the Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

Procurement Ombudsman

The Office of the Procurement Ombudsman (OPO) operates at arm’s-length from federal organizations. It is legislated to review the procurement practices of federal organizations, review complaints from Canadian suppliers, and provide dispute resolution services.

Departmental result: Raise awareness of procurement issues and exchange information (education)

OPO continued conducting research and producing reports on current topics of interest to Canadian suppliers and federal departments. In 2020 to 2021, OPO completed 2 studies entitled Chief Procurement Officer and Force Majeure, which are available on OPO’s website. In March 2021, OPO hosted its 3 annual Diversifying the Federal Supply Chain Summit (virtually) to connect underrepresented Canadian business owners with representatives from the Government of Canada, supplier councils, and other organizations who can help them access federal contracting opportunities. As a result, OPO had over 800 virtual participants from across Canada. During the 3 half-days of programming that included a variety of presentations and concurrent information sessions, suppliers had the opportunity to engage with representatives from the Government of Canada, the Chief Economist of the Conference Board of Canada, and with representatives of various supplier council programs and organizations.

Departmental result: Procurement related Issues are addressed through facilitation (alternative dispute resolution)

OPO continued to help suppliers and federal departments resolve procurement-related issues informally whenever possible and offered formal alternative dispute resolution (ADR) services when requested. In 2020 to 2021, OPO received a total of 9 requests for ADR services. In 1 case, both parties to the contract agreed to use OPO’s ADR services and their issues were formally resolved with a settlement agreement. In 3 cases, the federal department declined to participate in the ADR process. In another 2 cases, the nature of the request for ADR services did not meet the Procurement Ombudsman Regulations and could not be considered any further. In the 3 remaining cases, they were received late in fiscal year 2020 to 2021. The provision of ADR services has been carried forward into 2021 to 2022 and will be reported on in the next fiscal year.

Departmental result: Procurement related issues are addressed through investigation

Part of the Procurement Ombudsman's mandate is to review the procurement practices of federal departments for acquiring materiel and services to assess their fairness, openness and transparency, and make recommendations for improvement. In line with the Five-Year Procurement Practices Review Plan, OPO completed, in 2020 to 2021, 2 reviews that were launched in 2019 to 2020, and launched an additional 6 reviews that will be completed within OPO’s legislated timelines. The reports are available on the Office of the Procurement Ombudsman website.

In 2020 to 2021, OPO received a total of 437 procurement-related cases. In all instances, OPO either provided direct assistance or pointed the requestor to the appropriate authority. If a supplier contacts the office with a formal complaint that meets the criteria set out in the Procurement Ombudsman Regulations, OPO launches an investigation and produces a report on its findings. If the Procurement Ombudsman makes any recommendations in his report, the office follows up with the federal organization one year later to inquire as to whether the recommendations were followed. In 2020 to 2021, OPO received a total of 4 complaints that met the criteria set forth in the Procurement Ombudsman Regulations to launch an investigation. Of the 4 cases, 1 complaint resulted in a formal investigation and the other 3 resulted in the resolution of the issue once OPO got involved. In addition, OPO completed 2 investigations launched in 2019 to 2020 in accordance with the legislative timelines set forth in the Procurement Ombudsman Regulations.

Risk mitigation

In order to mitigate possible risks to its mandate, OPO:

• recruited and trained a skilled and multidisciplinary workforce able to deliver high quality services and products
• remained abreast of current trends, developments and initiatives in federal procurement to maximize the quality and value of OPO’s recommendations and outputs
• collaborated extensively with federal procurement stakeholders to ensure OPO took into consideration the impacts of its actions and remained focused on the needs of those it serves

Additional information on Public Services and Procurement Canada’s departmental results indicators is available in the Government of Canada InfoBase.

Financial, human resources and performance information for the Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

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

Financial, human resources and performance information for the Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

The difference between planned and actual full-time equivalents is mainly due to the staffing of vacant positions following departures, and the recruitment of students as a result of an increase in activities, such as knowledge deepening and sharing (KDS) studies, procurement practice reviews, outreach, etc.

Financial, human resources and performance information for Public Services and Procurement Canada’s program inventory is available in the Government of Canada InfoBase.

Internal services

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 service categories that support program delivery in the organization, regardless of the internal services delivery model in a department. The 10 service categories are: 

• acquisition management services
• communications services
• financial management services
• human resources management services
• information management services
• information technology services
• legal services
• materiel management services
• management and oversight services
• real property management services

Human resources

In 2020 to 2021, PSPC promoted existing training material and developed roadmaps to educate PSPC’s employees and managers about reconciliation and Indigenous engagement. PSPC began developing an Indigenous peoples employment strategy, which includes employee engagement and learning around reconciliation, funding for permanent staff to support the Indigenous circle of employees and open and honest dialogue with Indigenous employees. PSPC also worked towards the promotion of diversity and inclusion by engaging in dialogues with members of diversity groups to partner in creating a more inclusive and representative workplace, and by allotting funds to provide permanent staff to support diversity networks, including the Federal Black Employee Caucus, the Persons with Disabilities Network, the Visible Minority Network and PRIDE at Work.

Management and oversight

PSPC successfully launched its first Integrated Business Plan (2020 to 2023) and implemented a reporting process to assess progress in meeting deliverables identified in the plan. Throughout the year, consultations had taken place with senior management, and employees within the branches and regions, to refine the methodology and include a risk analysis for deliverables not on track while highlighting PSPC accomplishments and key milestones.

In support of transparency, PSPC established a webpage disclosing, to the fullest extent possible, supplier names and contract values for all contracts Canada has entered into for PPE and medical equipment. As of March 31, 2021, this page lists information about 473 contracts totalling approximately $7.6 billion. This information is updated on a regular basis and is also available through the proactive disclosure website.

In 2020 to 2021, PSPC security and emergency management programs focused their effort on responding to the COVID-19 situation and planning the business resumption of key activities that could not be performed remotely. PSPC managed to maintain the proper security controls to protect its employees, assets and information while respecting public health authorities’ guidelines. A greater emphasis was put on the security awareness in a context of remote work and increased cybersecurity risks.

Communications

In 2020 to 2021, communications played a pivotal role in communicating about the department’s efforts to secure PPE, tests and vaccines to help combat COVID-19. The communications team worked closely with other government departments to coordinate and amplify messaging in both official languages. Canadians were provided with information through a variety of channels, including press conferences, technical briefings, social media, web and traditional media. Additionally, employees were provided with timely and relevant information throughout the pandemic.

Information technology

The implementation of the TBS policy, directive and guideline on service and digital supports the transition to a more digital government. As a result of implementation, the chief information officer (CIO)’s role and responsibilities were updated, and both a PSPC designated service official and a PSPC cybersecurity official were appointed.

Risk mitigation

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

There is a risk that PSPC will not be able to readily access reliable data, and will not have the expertise needed to analyze it in order to make timely and informed decisions and respond to questions from parliamentarians. To mitigate this risk, PSPC continued to invest in data analytics capacity, tools and other related strategies.

Departmental coordination

There is a risk that the diversity of PSPC’s varied business lines will impact the department’s ability to collectively plan, and to make resourcing decisions that will achieve departmental results. To mitigate this risk, PSPC has strengthened its department-wide integrated planning processes, and has also enhanced departmental planning and reporting activities by improving governance, increasing alignment of departmental planning and reporting activities, streamlining information requests and reducing reporting burden, and leveraging other strategies to enhance information transfer.

The implementation and operationalization of a robust integrated business planning process at PSPC, including engagement, planning and reporting activities with branches and regions, is ongoing. This includes horizontal engagement at the senior management level to set priorities, including annually publishing the PSPC Integrated Business Plan, to support a transition to One PSPC—to improve our common approaches and better align our processes to risk management, strategic and operational planning, budgeting, resource allocation, and performance monitoring and reporting.

Departmental risk management culture

There is a risk that PSPC’s current departmental culture will not support the early and proactive identification of potential opportunities and issues, and the realistic assessment of their likelihood and impact. To mitigate this risk, PSPC bolstered departmental risk management capacity, published a coherent and strong departmental risk management framework, and has regularly renewed the department’s risk profile to incorporate and communicate the latest key strategic risks, including those resulting from the PSPC fraud risk assessment.

Recruitment and retention

There is a risk that PSPC will not be able to attract and retain the skilled, specialized and diversified workforce needed to deliver timely and quality services to its clients. To mitigate this risk, PSPC has implemented the cohesive, department-wide Strategic People Management Plan, which is helping to prioritize human resources programs and strategies, and integrate leadership development and succession planning.

With mental health and wellbeing already established as a top departmental priority, the pandemic brought additional challenges for PSPC staff, including significant changes to their day-to-day work environments. PSPC developed the evolution of work playbook as a key resource for managers and employees as they navigate a fluid and unprecedented work environment. In addition, the department conducted 2 departmental check-in surveys to help inform the department’s approach to supporting employees moving forward. The Office of the Ombudsman for Mental Health, while providing ongoing support and guidance to the department, adapted its services to ensure employees continued to have access to a safe space to bring forward issues affecting their mental health, which included a series of capacity-building activities that leveraged existing media platforms.

The variance between actual spending and planned spending is mainly due to investments in IT infrastructure and licensing costs related to teleworking as well as investments in the workplace renewal initiative (WRI). The variance is also attributable to HR-to-Pay and Phoenix support as well as services provided to pay branches to mitigate the impacts of the Phoenix pay system.

There is no significant variance between actual and planned full-time equivalents.