Archived: Response from Public Services and Procurement Canada
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Mr. Michael Wernick
Clerk of the Privy Council and
Secretary to the Cabinet
80 Wellington Street
Ottawa, Ontario K1A 0A3
Dear Mr. Wernick:
In response to your letter which we received on November 2, 2017, I am pleased to provide you with Public Services and Procurement Canada’s (PSPC) current and upcoming efforts toward HR-to-Pay stabilization.
PSPC is uniquely positioned as being both the administrator of Government Pay as well as a client. As a result, our departmental focus is best depicted in the three pillars identified below:
- Administrator of Government Pay
- PSPC as a Client
- Internal Services to Support the Administration of Government Pay
The report enclosed herein focuses on the two last pillars and outlines the efforts and the corresponding impact that PSPC has contributed towards HR to Pay Stabilization from both the perspectives of a client department and as an internal service provider supporting Pay Administration.
While the attached report focuses on these two pillars of activity, the department is also leading government efforts to stabilize the pay system through the Integrated HR-to-Pay Team.
We are providing a range of internal services to support the administration of government pay. For example, we mobilized internal real property, procurement and human resources to rapidly establish satellite pay offices across the country. To build capacity in these
offices and at the Pay Centre in Miramichi, we continue to undertake staffing measures. In addition, recognizing the pressure that this unique situation is placing on our compensation staff, we are placing significant focus on workplace wellbeing.
As a client department, we are engaging all levels of the department to identify, address and prevent employee pay issues. This includes a particular focus on students for whom we have developed, implemented and tracked procedures to limit pay problems. We have also established dedicated offices to support employees in need and to escalate urgent pay issues. We are also piloting new processes and procedures to identify opportunities for pay processing efficiencies that could be deployed across the government.
While we have taken many actions to support the broader government response and to help our employees, there is still more that can be done. The entire senior management team is focused on this issue and meets every two weeks to discuss progress and needed next steps.
In the enclosed report and the corresponding supporting documentation, I have highlighted our current efforts and the resulting impacts. Additionally, I have provided an overview of upcoming activities and initiatives.
If you have any questions regarding our ongoing efforts, please do not hesitate to contact me.
Marie Lemay, P.Eng., ing.
Public Services and Procurement Canada
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