Public Services and Procurement Canada
Results at a glance: 2022 to 2023 Departmental Results Report

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What funds were used

Public Services and Procurement Canada’s (PSPC) actual spending (authorities used) for 2022 to 2023: $4,449,791,048.

Who was involved

Public Services and Procurement Canada’s actual full-time equivalents (FTE) for 2022 to 2023: 17,288.

Diversity and inclusion

PSPC is committed to delivering on its mandate in a manner that is diverse, equitable, and inclusive, helps combat racism and addresses systemic barriers.

PSPC seeks to ensure that procured goods and services are accessible to all, while focusing on outreach and engagement activities with groups that are under-represented in federal procurement, including:

In 2022 to 2023, under its Supplier Diversity Action Plan, PSPC hosted or participated in over 1,770 engagement and outreach events targeted to under represented communities, including large-scale virtual events, innovation forums and information sessions held by PSPC offices across the country, such as the small business information expo held in September 2022 in the Atlantic region. Among those events, more than 400 were tailored towards Indigenous-led businesses. Engagement activities also featured the launch of a new coaching service, aimed at bidders from diverse socio-economic groups, to assist them in bidding on federal procurement opportunities.

PSPC’s Procurement Assistance Canada (PAC) also engaged with other government departments to highlight the importance of increasing the diversity of bidders in federal procurement. In 2022 to 2023, PAC began piloting a “reverse tradeshow” format where smaller and diverse suppliers have an opportunity to market their goods and services directly to government buyers. PSPC also launched the agents of change for accessible procurement, an interdepartmental community of practice for procurement professionals to help build awareness and capacity on how to consider accessibility in federal procurement.

PSPC continued to lead the accessible government built environment initiative to ensure facilities comply with existing and applicable accessibility requirements. To this end, the department completed various pilot projects on touchless elevator access, wayfinding and washroom access through the GOHERE washroom access program, which helps individuals find public washrooms via a smartphone application. PSPC also launched the implementation of the Parliamentary Precinct’s Universal Accessibility Strategy and Action Plan, which outlines a broad vision for future accessibility with 6 supporting goals, establishes a comprehensive audit program based on leading universal accessibility best practices, and sets out a path forward to leverage the extensive rehabilitation and modernization program underway to deliver a more inclusive and universally accessible Parliamentary Precinct.

Progress was also made on various departmental priorities in line with the Accessible Canada Act. For example, work was accomplished to increase accessibility awareness and support for clients publishing in the Canada Gazette and departments adding their publications to Publications.gc.ca. PSPC also published its first regulated departmental Accessibility Plan to cover the years from 2023 to 2025. This plan will enable the department to advance activities which address the 7 priorities of the Accessible Canada Act, along with an 8th departmental priority which focuses on culture.

Reconciliation

PSPC has an important role to play in advancing reconciliation with the First Nations, Inuit and Métis Peoples on behalf of its client departments, in its role as a common service provider, as well as take actions in the context of its own activities as a department.

As part of its commitment to reconciliation, the Government of Canada (GC) has required that a minimum of 5% of the value of federal contracts are held by Indigenous businesses. PSPC is committed to achieving this requirement, and developed a Departmental Indigenous Procurement Plan in 2022 to 2023, which outlined the department’s strategies for increasing Indigenous participation in procurement. In its role as common service provider, PSPC is working with Indigenous Services Canada and the Treasury Board of Canada Secretariat (TBS) to support federal departments and agencies in achieving the minimum 5% requirement. The department led or co led national and regional Indigenous business information sessions to raise awareness of the 5% requirement, to highlight Indigenous procurement opportunities, and inform attendees of the supporting tools, services and programs available.

Procurement and supplier engagement teams in PSPC’s 6 regional offices across Canada continue to be at the forefront of efforts to increase the participation of businesses owned or led by Indigenous Peoples in federal procurement. Projects such as the collaboration between PSPC’s Ontario Region, the Department of National Defence and the Kettle and Stony Point First Nation for the clearance of unexploded explosive ordnances and environmental remediation of the land are good examples of the department’s effort to develop and support projects that are mutually beneficial, strengthen long-term relationships with Indigenous Peoples, and advance economic reconciliation.

As the Government of Canada’s real property expert, PSPC made progress on the reconciliation front through various initiatives. For example, in the Pacific Region, PSPC began construction of the Sidney Centre for Plant Health on Vancouver Island with a ground-breaking and land blessing ceremony carried out by Indigenous partners. As well, through Laboratories Canada, PSPC held a visioning session in collaboration with the Métis National Council and Métis participants on the block 2, the Centre Block and the design of the new Parliament Welcome Centre. In addition to consultations with First Nations and Inuit communities, these engagements have identified themes that can influence the architecture, design and materials for major projects within the Precinct, such as honouring the Anishinabeg Algonquin Nation as caretakers and representatives of the territory.

Greening government

In the race to achieve net-zero greenhouse gas (GHG) emissions and a circular economy, PSPC leads by example across all its major business lines.

In 2022 to 2023, PSPC collaborated with the TBS on the development and implementation of 2 new standards on embodied carbon and on the disclosure of GHG emissions under the Policy on Green Procurement. In addition, to support progress on a Buy Clean Strategy for Canadian infrastructure projects, the department has identified made-in-Canada, low-carbon products which are being leveraged in procurement processes to facilitate the procurement of greener solutions. PSPC also facilitated the purchase of zero-emission and hybrid vehicles by federal departments and agencies, which increased from the previous year, and advanced work on a new mechanism to allow the purchase of these vehicles in an expedited manner on behalf of other government departments. This mechanism will support the government’s target for the light duty vehicle fleet to be composed of 100% zero-emission vehicles by 2030.

Integrating environmental considerations into federal procurements continued to be a priority. For example, PSPC initiated a process to identify plastic alternatives in high-impact standing offers and supply arrangements. In PSPC’s regional office in Quebec and other areas of the department, PSPC completed pilot projects on standard language for environmentally preferable packaging, evaluating the initiative’s applicability and impacts in various operational environments.

To fulfill Canada's commitments under the Ocean Plastics Charter on Zero Plastic Waste, PSPC continued to implement the Real Property Plastics Action Plan to reduce the use of plastic in construction projects, government buildings and leases, and meet the Government of Canada's diversion target by 2030. The plan includes the delivery of ongoing waste audits, the elimination of single-use plastics, and performance specifications for furniture and fit-up materials. As of March 31, 2023, 236 audits had been completed to benchmark performance and provide PSPC with comparative and predictive data to understand present and future re-occupancy needs.

PSPC also continued innovative work to increase the sustainability and climate resilience of the buildings within the Parliamentary Precinct, while preserving their important heritage character. The department, in partnership with the National Research Council, published a Best Practice Guide on Insulating Heritage Mass Masonry Buildings From the Interior, to mitigate the risk of freeze-thaw damage. In 2022 to 2023, PSPC started to make the guide available to other government departments and industry professionals so that they can benefit from the research findings.

Through its regional offices, PSPC has put forward various greening initiatives, including to power federal buildings with 100% renewable electricity by 2025 to help fight climate change and support local renewable electricity projects. Other initiatives include climate change risk assessments and recapitalization projects for a number of PSPC buildings.

Results at a glance

Table 1: Purchase of goods and services
Key priorities for 2022 to 2023 (as stated in the 2022 to 2023 Departmental Plan) Achievements for 2022 to 2023
Support the Government of Canada's response to the COVID-19 pandemic with the procurement of critical goods and services. PSPC continued working with the Public Health Agency of Canada and suppliers to execute a supply management strategy focused on ensuring sufficient supply of COVID-19 vaccines and therapeutics for Canadians, while minimizing wastage of doses.
Advance the implementation of procurement modernization initiatives, including the electronic procurement solution, contract modernization, vendor performance management regime and a new tendering service on CanadaBuys to better serve clients and suppliers. PSPC advanced implementation of the electronic procurement solution (EPS), with EPS now the default system for goods, services and construction procurement. A key milestone was achieved when CanadaBuys became the single point of access for the broader Canadian public sector in September 2022. The platform provides suppliers with a more intuitive interface to bid on tender opportunities, and also supports Canada in meeting trade agreement obligations. As part of the Contract Modernization Initiative (CMI), PSPC used a phased approach to pilot the new process and tool with its procurement workforce over the past fiscal year, which allowed for refinement as user feedback was received. More than 225 solicitations were posted using CMI, which exceeded the initial target of 50 to 100 solicitations for the fiscal year.
Continue to advance government-wide initiatives to increase the diversity of bidders on government contracts, including through the development of a program on social procurement. PSPC continued advancing initiatives under its Supplier Diversity Action Plan, which outlines concrete steps to increase the participation of businesses from under‑represented groups. PSPC continued to focus on engagement and outreach with under‑represented communities in order to raise awareness of procurement opportunities as well as support available through federal programs and services.
Increase Indigenous participation by implementing new approaches to awarding contracts to Indigenous-led or -owned businesses, and also by incorporating Indigenous participation plans into procurements. PSPC continued advancing on the mandate to develop and implement initiatives to increase the participation of Indigenous businesses in federal procurement, including guidance on the use of the Procurement Strategy for Indigenous Businesses (PSIB), Indigenous participation plans, and updating methods of supply to include Indigenous businesses. In addition, the department hosted or participated in over 400 engagement and outreach events tailored towards Indigenous-led businesses.
Advance efforts, as part of a whole-of-government approach, to eradicate forced labour from Canadian supply chains and ensure Canadian businesses operating abroad do not contribute to human rights abuses. The Government of Canada is committed to protecting human rights and combatting the exploitation of vulnerable people in Canada and abroad. PSPC advanced key initiatives in support of this commitment, including the delivery of supplier engagement sessions on ethical procurement and the development of a Policy on Ethical Procurement.
Prioritize efforts to advance green procurement, including a focus on reusable and recyclable products in federal procurement processes in support of the Government of Canada’s goal of zero plastic waste. The department progressed on the development of environmentally‑preferable packaging standard language. Following the conclusion of several pilots, the standard language was finalized and a policy notification process was initiated to introduce new clauses into the department’s policy guides. PSPC also collaborated with the Treasury Board of Canada Secretariat on the development of 2 new standards under the Policy on Green Procurement.
Deliver on key procurements in support of Canada's defence policy: Strong, Secure, Engaged, including awarding a contract to replace the CF-18 fighter aircraft fleet. Through an open, fair and transparent competition, PSPC finalized an agreement to purchase 88 F-35 advanced fighter jets. These aircraft will replace Canada’s existing CF-18 fighter jet fleet, with 1st deliveries expected to begin in 2026. The department also awarded contracts for the upgrade of the CH-146 Griffon helicopter fleet as well as for Canadian Armed Forces pistols.
Work with other government departments and industry to implement the National Shipbuilding Strategy, which is renewing Canada's federal fleet of combat and non-combat vessels, providing economic benefits to Canadians and rebuilding our country's shipbuilding industry. PSPC finalized an agreement for Chantier Davie of Lévis, Québec, to become the third strategic shipbuilding partner under the National Shipbuilding Strategy. In addition, Canada accepted delivery of a number of vessels, including the third Arctic and offshore patrol ship, the final ship in Canada’s new fleet of converted medium icebreakers, and 4 search and rescue lifeboats.
Table 2: Payments and accounting
Key priorities for 2022 to 2023 (as stated in the 2022 to 2023 Departmental Plan) Achievements for 2022 to 2023
Make progress towards resolving outstanding pay issues for public servants through approved projects and initiatives, and strive to improve service standard compliance for incoming pay transactions. Since March 2022, PSPC hired 525 employees to fill vacancies and increase capacity at the Pay Centre, and implemented technical solutions, such as increased automation, to improve payroll processing. Various training initiatives and new ways of working were also adopted and led to the increase in the quality and productivity of pay processors and to reduced processing times.
Deliver high quality, client-centric services by meeting service delivery goals, ensuring the ongoing integrity of pension data, and expanding digital service capabilities, so that more than 935,000 active and retired members of pension plans administered by PSPC can readily access pension information, and receive timely and accurate pension payments. As one of Canada’s largest pension administrators serving more than 979,000 active and retired members, PSPC issued over 5.1 million pension payments valued at $15.0 billion. All service standards for service delivery to plan members were met during the year.
Table 3: Property and infrastructure
Key priorities for 2022 to 2023 (as stated in the 2022 to 2023 Departmental Plan) Achievements for 2022 to 2023
Advance sustainability, climate change mitigation and adaptation, and greening government initiatives for PSPC real property and infrastructure assets by integrating sustainable development, the use of clean electricity, energy reduction, and greenhouse gas (GHG) reduction into the decision‑making, planning and delivery of real property projects. PSPC secured long‑term agreements for the provision of clean, renewable electricity for the Government of Canada operations in Alberta and Saskatchewan. The department also issued its Real Property Services Climate Adaptation Strategy, which presents approaches to mitigate climate risks to existing crown‑owned assets, to construction and renovation projects, and to accommodation services the department offers to client tenants. Other activities included the implementation of the new Treasury Board of Canada Secretariat (TBS) Standard on Embodied Carbon and assessments of buildings and projects to address climate adaptation. PSPC continued to integrate climate adaptation and sustainability as key objectives of the design and operations of the Parliamentary Precinct and Laboratories Canada’s buildings. The Government of Canada is leveraging the Energy Services Acquisition Program (ESAP) to reduce GHG emissions. The program aims to modernize the energy system by using low‑temperature hot water for heating and electric chillers for cooling. In 2023, PSPC completed the conversion of the Parliamentary Precinct buildings to receive low temperature hot water. In addition, the ongoing project of the Centre Block’s rehabilitation will transition the building from one of the highest emitters of GHG to being carbon neutral.
Advance the definition of the post-pandemic work environment in terms of workforce, workplace and organization of work. PSPC continued to gather client intelligence to inform the Office Long Term Plan and future of work and developed reports, processes and tools to support the return to the workplace and the implementation of the hybrid work model. Based on available information, PSPC adjusted the planning assumptions in December 2022 to realign the portfolio plan based on current realities and assess the impact on the work environment.
Continue implementing the Laboratories Canada Strategy which seeks to provide federal scientists with leading-edge, collaborative, accessible, and sustainable science and technology facilities. PSPC achieved key milestones for the Laboratories Canada Strategy, including the completion of the TerraCanada Hamilton hub and more than half of the construction for TerraCanada Mississauga. PSPC also advanced planning for the Centre for Plant Health in British Columbia and began construction with a ground‑breaking and land blessing ceremony carried out by Indigenous partners. In addition, PSPC made progress on planning for 2 major National Capital Area hubs (TerraCanada and Regulatory and Security Science) and initiated design development as well as early construction works for the Atlantic Science Enterprise Centre.
Advance the rehabilitation of the Parliamentary Precinct through the Long Term Vision and Plan. PSPC made significant progress on the Centre Block construction activities, substantially completing the main excavation for the new Parliament Welcome Centre, as well as 85% of the interior demolition and abatement of hazardous materials such as asbestos. The department also completed the Centre Block’s north façade masonry, which represents 8% of the total masonry restoration of the building. In addition, PSPC completed the international design competition for the redevelopment of block 2, the city block across from Parliament Hill, and subsequently negotiated a contract with the winning team. PSPC, in coordination with Public Safety Canada, is also considering the recommendations from the February 2023 Public Order Emergency Commission report in developing a path forward for security in the Parliamentary Precinct.
Continue to improve crossings in the National Capital Region and advance the assessments and planning associated with a 6th crossing to ensure the health and safety of users and to further decrease GHG emissions. PSPC advanced work for an additional crossing in the National Capital Region (NCR). The department began a field study to collect additional geotechnical data in the Ottawa River to assess future crossing site suitability and supported collection of data to analyze household and commercial mobility trends, develop models and recommendations to decrease GHG emissions in the NCR and inform transportation planning and investments. With regard to the Alexandra Bridge replacement, in January 2023, PSPC formally submitted the detailed project description (DPD) to the Impact Assessment Agency of Canada for the bridge replacement project. Based on the strength of the DPD, the Agency determined that an impact assessment was not required.
Table 4: Government-wide support
Key priorities for 2022 to 2023 (as stated in the 2022 to 2023 Departmental Plan) Achievements for 2022 to 2023
Adapt to the rapid pace of digital transformation in linguistic services, by experimenting with artificial intelligence and collaborating with other government departments and agencies to increase remote interpretation for official, Indigenous and foreign languages, and video remote interpretation for sign languages. PSPC continued to advance its linguistic services management system, GClingua, by onboarding 40% of GClingua clients during the fiscal year. In parallel, PSPC tested artificial intelligence solutions and continued research projects in collaboration with the National Research Council, namely experimenting with the new neural machine translation engine and domain identification. PSPC updated and implemented the mandatory usage of microphones compliant with the International Organization for Standardization (ISO) standard in Parliament. Guidelines were updated in order to maintain optimal conditions, so that interpreters can provide high‑quality service in a safe environment. PSPC also started doing sound testing of committee rooms in Parliament as 1 of the measures to protect interpreters. The department also started to commission random sound tests in real work situations in the House and Senate committee rooms on top of the regular sound testing. The department offered an increasing amount of video remote interpretation for sign language interpretation services for deaf, deafened and hard of hearing public servants.
Enhance and evolve government-wide services and solutions by providing agile and digitally enabled environments such as the cloud, increasing information processing capacity and integrating modern tools that enable and support Government of Canada’s business needs. PSPC developed an initial operating capability for cloud-based services, which includes a system architecture, cloud security requirements, a cloud prototype, and feasibility studies. The department also modernized the GCSurplus services by moving all applications to the web and completed the preplanning and prototype for the replacement of the Seized Property Management Program case management system. A partnership with Library and Archives Canada was also established to develop ways to archive digital objects in the Government of Canada electronic document record systems.
Improve the Contract Security Program and the Controlled Goods Program to respond to an evolving external threat environment, and develop a more client-focused delivery approach to safeguard sensitive and strategic government information and assets accessed by the private sector. The department introduced a new process to security clearance screening that focuses efforts on active suppliers. The changes improved the delivery of security screening services as well as the integration of security requirements into the procurement process. Furthermore, resources were reallocated to safeguard protected and classified information and assets, and in‑person inspections have resumed after being on hold during the pandemic. Finally, a new risk‑based process was implemented for review changes to foreign ownership involving controlled goods registrants.
Explore the development of better tools to support enhanced due diligence of suppliers in order to further protect the integrity of the federal procurement system. The department 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 examine and assess other potential tools to better mitigate the risk posed by suppliers of concern.
Table 5: Procurement Ombudsman
Key priorities for 2022 to 2023 (as stated in the 2022 to 2023 Departmental Plan) Achievements for 2022 to 2023
Review the procurement practices of federal organizations to promote fairness, openness and transparency. The Office of the Procurement Ombudsman (OPO) launched 4 procurement practice reviews (PPRs) and 3 procurement practice follow-up reviews which will be completed in 2023 to 2024. OPO also completed 4 PPRs and 1 procurement practice follow-up review that were launched in 2021 to 2022.
Review complaints from Canadian suppliers and make recommendations for compensation where appropriate. OPO received a total of 68 written complaints where 4 met the criteria set forth in the Procurement Ombudsman Regulations to launch a review. Four reviews of complaints were launched where 1 review was terminated in accordance with paragraph 19(a) of the regulations as the complaint was withdrawn. In addition, 2 complaints launched in 2021 to 2022 were also completed in 2022 to 2023.
Provide alternative dispute resolution services which offer an opportunity for suppliers and federal organizations to come together in a neutral setting with the purpose of finding solutions, preserving business relationships and avoiding costly litigation. OPO received a total of 8 requests for alternative dispute resolution (ADR) services. Among those, 1 was resolved formally with a settlement agreement, 3 were resolved informally with OPO’s help before the ADR invitation was sent, 1 was withdrawn by the supplier, and 3 are ongoing and will be reported on in 2023 to 2024.
Share procurement-related information amongst federal organizations and Canadian suppliers to promote simplification and transparency in the federal procurement process. OPO published 2 knowledge deepening and sharing studies on its website entitled National Security Exception and Social Procurement–Set-aside programs, which were completed in 2021 to 2022. OPO also partially returned to in‑person outreach activities, met with stakeholders virtually across the country, and presented at conferences and events in Victoria and Vancouver, British Columbia, in Halifax, Nova Scotia, and in St-John’s, Newfoundland.

For more information on PSPC’s plans, priorities and results achieved, see the “Results: What we achieved ” section of this report.

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