2022 Deputy Minister's Transition Book: Integrated Business Plan

What’s new

The Integrated Business Plan (IBP), April 1, 2021 to March 31, 2024, is Public Services and Procurement Canada’s (PSPC) second annual integrated business plan. The plan has been streamlined to focus on results and priorities, and provides a more concise summary of the mandate of each core responsibility and corporate enabler. The IBP will continue to evolve as the integrated business planning process matures over time.

Introduction

Integrated business planning plays a fundamental role in creating a culture of One PSPC by promoting collaborative information sharing and collective decision making to support better resource management. The Integrated Business Plan is intended to strengthen transparency and alignment across PSPC by establishing a set of priorities to anchor departmental activities, defined as deliverables in the IBP, over the next 3 fiscal years for each core responsibility and corporate enabler.

Core responsibilities, the enduring functions and roles performed by the department, are described in PSPC’s departmental plan and departmental results report. PSPC core responsibilities 1 to 4^{Footnote 1} are:

1. Purchase of goods and services
2. Payments and accounting
3. Property and infrastructure
4. Government-wide support

Corporate enablers are groups of related activities and resources (internal services) that support operational programs to deliver on their priorities and/or required to meet corporate obligations in accordance with their functional authorities. PSPC corporate enablers are:

1. Management and oversight
2. Communications
3. Human resources
4. Financial management
5. Information management/information technology

Through the implementation of regular reporting, it is possible to track and evaluate progress against deliverables in the plan. This provides an overall measure for how the department is progressing towards meeting its priorities and provides a basis upon which to assess which deliverables, and their associated priorities, are at risk.

Departmental risk

Risk is an integral part of the conversation when establishing and implementing departmental priorities. Risks can be unique to a specific program or activity, but most are interconnected across PSPC’s business and service delivery lines. Delivering high-quality, economical, and timely services depends on the department’s capacity to identify, manage, and monitor opportunities, challenges, interdependencies, and impacts on internal and external stakeholders.

PSPC is continuing to mature its risk management culture. The Integrated Risk Management Framework (available to Public Services and Procurement Canada employees only) is intended to help employees across PSPC better understand and navigate the challenges and opportunities that may exist in the context of their work and how risk information can contribute to planning and priority setting. Following the principles and practices of the Integrated Risk Management Framework, information on risks and their management is collected through the Evergreen Departmental Risk Profile and branch and region risk registers. This information is used to inform the IBP and forms part of the approach to report against the plan’s progress.

Public Services and Procurement Canada operating context

Public Services and Procurement Canada’s (PSPC) work and its identified priorities are influenced by the external environment, including COVID-19, and other emerging national trends.

Since March 2020, the COVID-19 public health crisis has impacted all facets of society, and the effects of the pandemic continue to be felt by the department as it responds to the needs of federal government employees and Canadian citizens.

In addition, a minority government brings with it heightened scrutiny of government operations and increased requirements to produce information regarding operations, decisions, and expenditures. In the pandemic context, supporting the operations of Parliament has meant shifting to virtual and remote work arrangements.

Social, economic, political, environmental, and technological trends also impact the department’s priorities, activities, and ways of working. Examples of these trends include:

• increasing numbers of young workers entering the workforce
• Canadians’ increasing awareness of systemic racism and discrimination
• the economic effects of the pandemic such as disrupted global supply chains
• climate change
• advances in artificial intelligence

To adapt to the changing environment, PSPC is working to equip the department with the right skills, knowledge, and capabilities needed to meet evolving expectations.

The department also contributes to Government of Canada priorities as outlined in the minister’s mandate letter. On January 15, 2021, the Prime Minister issued a supplementary mandate letter to the Minister of Public Services and Procurement, listing 9 responsibilities in addition to those specified in the mandate letter of December 13, 2019. These commitments outline further responsibilities and prioritize key areas of focus to address COVID-19 and ensure Canada’s strong economic recovery.

As directed in the minister’s supplementary mandate letter, PSPC will procure leading vaccine candidates and critical supplies for the country, support the distribution of vaccines and tests in the provinces and territories, and reinforce international efforts to ensure people around the world have access to health interventions against COVID-19.

The department will also continue to:

• increase the diversity of bidders on government contracts
• explore enhanced flexibility in working arrangements for federal public servants
• work towards updating and replacing outdated information technology (IT) systems while modernizing the way government delivers benefits and services to Canadians
• advance federal emissions reduction, resiliency and greening government initiatives aligned with the Greening Government Strategy

The commitments from the Minister of Public Services and Procurement Mandate Letter and Supplementary Mandate Letter are summarized in Annex A: Minister of Public Services and Procurement mandate commitments.

Corporate priorities: Shaping Public Services and Procurement Canada’s future

Social responsibility

PSPC is building an inclusive and sustainable future in part by leveraging its role of common service provider for the Government of Canada. By advancing work in key areas, the department strives to create a positive impact on Canada. For example, PSPC works to increase the participation of small and medium-sized enterprises, as well as Black-, women-, and Indigenous-owned or operated businesses in federal procurement.

PSPC is also working to create a barrier-free, truly inclusive Canada in its built environment, such as office infrastructure, and in its procurement processes. PSPC has launched a plan to increase the awareness, understanding, and application of accessibility criteria in federal procurements, among both buyers and suppliers, and has established an Accessible Procurement Resource Centre to advance this plan and serve as a centre of expertise for accessibility in federal procurement.

To assess how diverse groups of women, men and non-binary people may experience departmental policies, programs and services, PSPC applies gender-based analysis plus (GBA+) throughout the lifecycle of its initiatives, from design to evaluation, to assess how diverse groups of women, men, and gender diverse people may experience departmental policies, programs and services. GBA+ is an analytical tool that informs decision making and helps develop better policies, better programs, and better services. GBA+ applies to all PSPC lines of business.

PSPC is leading by example through operations that are low-carbon, resilient and green. The department is committed to sustainable consumption and production, which requires a reduction in resource use, degradation, and pollution along the whole life cycle and supply chain of the materials and products consumed. Examples of green initiatives include the Energy Services Acquisition Program and the conversion of government fleets to zero-emission vehicles. More recently, Ontario Region developed the Ontario Region Low Carbon Roadmap, which serves as a planning tool for incorporating greenhouse gas emissions into portfolio management.

Actions being taken within the department that support social responsibility are listed as deliverables in Annexes D, E, and F. Some examples of activities being carried out over the next fiscal year include:

• support of the Women Entrepreneurship Strategy
  • continuing to track progress on initiatives in the Women Action Plan to increase the participation of women-owned businesses in procurement
• developing a social procurement policy and program that will allow PSPC to create targeted approaches to increase diversity in its procurements, leverage trade agreements that permit socio-economic procurement, and provide the authorities necessary to collect information on socio-economic characteristics of suppliers
• continuing to implement the Black Businesses Procurement Pilot and monitor for lessons learned
• progressing towards full implementation of Technical Accessibility Assessment to enhance the accessibility of the built environment of both Crown-owned and lease purchase assets
• completing and implementing the Universal Accessibility Action Plan for the Parliamentary Precinct
• launching a refreshed Interim Accessibility Plan and reporting on progress, while continuing to monitor key performance metrics identified in the in the Performance Measurement Framework
• monitoring the implementation of the Carbon Neutral Portfolio Plan
  • gradual year over year improvements are forecasted at 2% per year, which will be monitored through the Government of Canada Greenhouse gas reporting protocol

Indigenous reconciliation and engagement

PSPC strives to meaningfully advance reconciliation and a renewed relationship with Indigenous peoples. The Reconciliation and Indigenous Engagement Unit (RIEU), housed within the Management and Oversight Corporate Enabler, is responsible for coordinating the department’s efforts in reconciliation with Indigenous peoples and is developing an Indigenous Engagement and Action Plan. To support these efforts, a new Director General Steering Committee on Reconciliation and Indigenous Engagement was recently established to support the development of a departmental reconciliation plan to advance reconciliation and renewed relationships with Indigenous peoples.

The department also supports reconciliation through the increased and sustained socio-economic participation of Indigenous peoples in PSPC’s projects and initiatives. This includes the development of contribution and partnering agreements with Indigenous communities, organizations and institutions.

Actions being taken within the department that support Indigenous reconciliation and engagement are listed as deliverables in Annexes D, E, and F. Examples of activities being carried out over the next fiscal year include:

• working with Treasury Board of Canada Secretariat, Indigenous Services Canada, client departments and Indigenous partners to develop a government-wide approach to award at least 5% of federal contracts to Indigenous businesses
• continuing to work with client departments and agencies to increase the benefits targeted to the local Indigenous communities through Indigenous Benefits Plans in procurement
• continuing to work with Indigenous organizations and other federal partners to increase Indigenous participation in federal real property projects and economic opportunities through Indigenous institutional development, partnering, and capacity building initiatives
• Providing Indigenous language services
• engaging with PSPC branches and regions to identify and promote the uptake of best practices for working with Indigenous partners and clients

Service excellence

As a common service provider, client service excellence remains at the forefront of how PSPC delivers services with a client service competency that has been integrated in:

• learning
• staffing
• performance management
• employee recognition

PSPC is continuously working to leverage service design, data management, innovation, and exploration to push the modernization of public sector service delivery.

PSPC will be focusing on transforming its service delivery models in line with the Policy on Service andDigital. This will foster an integrated approach, bringing together key elements of service culture, single-point of access, service and innovation, and real-time performance.

PSPC will build upon its current “Pulse Check,” which measures client satisfaction across the department. The results will be used to improve service delivery in areas such as:

• real property
• translation and interpretation
• acquisitions
• contract security
• pay and pensions
• enabling solutions such as case management

While PSPC provides services to its external clients, internal services are provided to PSPC by its corporate enablers. PSPC corporate enablers are modernizing, enhancing, or adapting their functions and services in areas such as communications, pay, IM/IT, and finance, among others, to improve service delivery to branches. The Corporate Enabler chapter briefly describes these services and Annex F provides each of the corporate enablers’ deliverables.

Public Services and Procurement Canada key facts

Total budgetary operating expenditures from 2021 to 2022 Main Estimates is:

• $2.7 billion in vote 1

Total budgetary capital expenditures from the 2021 to 2022 Main Estimates is:

• $1.6 billion in vote 5
• $0.6 billion in statutory

Employee distribution

Public Services and Procurement Canada supports over 140 federal client departments and agencies, and delivers services to Canadians across the country. The department’s nearly 17,300 employees can be found in the National Capital Region and across Canada in 5 geographically-diverse regions that employ nearly 40% of PSPC’s workforce.

Figure 2: Employee distribution^{Footnote 2}

Employee distribution – Text version

As of March 1, 2021, the number of PSPC employees located in the 6 geographic regions across Canada and in the National Capital Region, is as follows:

• Pacific: 584
• Western: 713
• Ontario: 645
• Quebec: 1,485
• Atlantic: 2,960
• National Capital Region: 10,904

Source: MyGCHR. Prepared by Human Resources Strategies, Planning and Performance Analytics.

Pacific Region

Pacific Region serves the geographic areas of British Columbia (BC) and Yukon. Its 2 main offices are located in Vancouver, BC and Victoria, BC, serving over 75 federal client departments and agencies. The region’s 3 largest federal client departments or agencies are:

• Fisheries and Oceans Canada
• National Defence
• the Royal Canadian Mounted Police

Because of its coastal location, Pacific Region has developed expertise in remediation of:

• contaminated harbours and water
• remediation and removal of large abandoned vessels
• hydrographic services
• marine procurement

The region supports Canada’s marine and environmental strategies, including the Ocean Protection Plan, through its work at the:

• Esquimalt Graving Dock
• Esquimalt Harbour
• Pacific Environmental Centre site
• Big Bar landslide remediation on the Fraser River
• remediation on the Faro Mine Site in the Yukon

Pacific Region is also home to over 200 First Nations communities spread across every corner of the region. Consultation, engagement, and advancing reconciliation with First Nations forms an important part of nearly every file the region works on.

Western Region

Western Region provides services to:

• Alberta
• Saskatchewan
• Manitoba
• the Northwest Territories
• Nunavut

More than half of the PSPC employees located in Western Region report through the regional director general and the majority of these employees are located in the 4 major cities of:

• Edmonton
• Winnipeg
• Calgary
• Regina

The 3 largest federal client departments^{Footnote 3} or agencies are:

• Public Health Agency of Canada
• National Defence, and Crown-Indigenous Relations
• Northern Affairs Canada

With approximately 54% of Canada’s land mass and the longest coastline with no deep sea ports, PSPC’s Western Region is the department’s largest and most geographically-diverse, and is responsible for project and service delivery in remote locations, such as the north. This includes project management and procurement services for the Canadian High Arctic Research Station, the Eureka Recapitalization project, and the remediation of Giant Mine. Western Region’s Real Property Portfolio and client base is also distributed throughout the region with departments having a presence in 7 major centres and numerous small communities. This adds to the complexity of delivering PSPC’s real property services and in long term portfolio planning.

Ontario Region

Ontario Region services the province of the same name, excluding the National Capital Region. The majority of its employees work out of the regional headquarters located in Toronto. The region also has 8 regional offices with Ottawa and Kingston housing the largest number of employees outside regional headquarters. Its 3 largest federal client departments or agencies are Parks Canada, National Defence, and the Public Health Agency of Canada^{Footnote 4}. The Region’s work on the historic Trent-Severn and Rideau Canal waterways has translated into unique expertise in heritage waterway conservation and implementing innovative approaches in construction management and in selecting consulting services.

Ontario Region spans more than 1 million square kilometres, is the second largest province in the country, and contains 40% of the population of Canada with approximately 11% of its population living in rural areas. Ontario has 133 First Nation communities, and 2.8% of the population is Indigenous. Ontario also has the largest number of remote First Nations communities in Canada. 36.7% of all small and medium enterprises in Canada are found in Ontario. The Greater Toronto Area is responsible for 20% of Canada’s gross domestic product, and the location of 40% of business’ head offices.

Quebec Region

Quebec Region serves the province of the same name, with the exception of the National Capital Region where it provides PSPC services solely for Employment and Social Development Canada. Its employees are located mainly in Montreal and Quebec. Quebec Region has service points in Dorval, Longueuil, Rimouski and Sainte-Flavie. The 3 largest federal client departments or agencies are National Defence, Fisheries and Oceans Canada, and Canada Border Services Agency.

The region stands out for its historical heritage and its geography. It has a considerable number of federal heritage buildings and national historic sites. The region therefore has developed expertise in heritage conservation architecture, landscape architecture and conservation engineering. The central presence of the St. Lawrence River and the largest number of airports owned by Transport Canada have enabled it to develop expertise in the fields of maritime and airport civil engineering. The region is also unique in that it is home to the national and international headquarters of the National Film Board and the International Civil Aviation Organization.

Atlantic Region

Atlantic Region’s employees are located in the regional headquarters in Halifax, Nova Scotia and throughout the region with offices in Sydney, Nova Scotia; Moncton and Saint John, New Brunswick; Charlottetown, Prince Edward Island; and St. John’s and Corner Brook, Newfoundland and Labrador. Including employees from other branches, Atlantic Canada is home to nearly 3,000 PSPC employees^{Footnote 5} – the greatest number of any region outside of the National Capital Region. With Atlantic Canada’s long and storied maritime tradition and some 30% of the nation’s coastline, the region’s largest federal client department or agency in terms of project delivery is Fisheries and Oceans Canada with the Royal Canadian Mounted Police and Parks Canada generating the region’s next largest business volumes.

The region boasts Canada’s oldest legislature and the birthplace of confederation, and is rich in cultural diversity. It has been inhabited for at least 11,000 years by Indigenous peoples. French and English colonies were established in the 16th century, and Black Loyalists and refugees established the first Black communities in the 1700s, in what would become Canada.

Spotlight on Indigenous reconciliation and engagement in the regions

PSPC regions are responsible for advancing Indigenous reconciliation and engagement initiatives across the country. Some specific examples of this work being undertaken through Core responsibility 1: Purchase of goods and services, are highlighted below.

Pacific Region has incorporated Indigenous benefits in major contracts to modernize Indigenous participation in federal procurement. Since 2019, this innovative approach has resulted in construction contracts that included over 60,000 hours of training and labour in subcontracting to two local First Nations. Real Estate Services Pacific is working with the PSPC National Centre of Excellence and other regions to create a new Indigenous Consultation Policy and consultation tools to be used on a national basis, subject to regional variations. The Office of Small and Medium Enterprises (OSME) in Pacific Region is the Indigenous Entrepreneur Centre of Engagement for OSME across Canada, providing support and guidance to all OSME offices in their engagement with Indigenous companies and communities. Pacific Region has also established a Regional Indigenous Engagement Network.

Western Region plays a lead role in fulfilling requirements of the Nunavut directive through Article 23 (requirement for a departmental Inuit Employment Plan) and article 24 (procurement and leasing requirements). A strong focus on training promotes awareness to have deeper consultations with local Indigenous peoples, while also sharing the benefits targeted to local First Nations through Indigenous Benefits Plans. In conjunction with training, the Article 24 implementation team works closely with every contracting authority throughout each procurement stage to explore opportunities to realize benefits in the Nunavut Settlement Area (NSA). The team has established a notification system where both Indigenous Services Canada and the OSME are notified as soon as a NSA requirement is received to facilitate early engagement on Inuit firm capacity and procurement strategy.

In Ontario Region, PSPC and National Defence are developing a sole source standing offer with an Indigenous benefits plan for unexploded explosive ordnance clearance to the Kettle and Stony Point First Nations (KSPFN) and their joint venture partner. This will provide social and economic benefits to the KSPFN members in the form of: training, employment, subcontracting, and procurement of goods and services from KSPFN members. As part of Ontario Region’s Procurement Strategy for Aboriginal Business, a $375,000 contract has been awarded for construction work in the Akwesasne First Nations community. Under the corporate enabler Management and Oversight, Ontario Region has a well-established Indigenous Relations Committee that enhances employee awareness in matters related to Indigenous engagement and reconciliation.

In Quebec Region, the Regional Acquisitions Directorate, a working group on responsible purchasing, is developing expertise and training buyers in the drafting and integration of Indigenous benefit plans into contracts. Quebec Region is working with the construction manager to award contracts to Indigenous subcontractors and to make a significant effort to hire Indigenous workers in the major construction of a new building in Shawinigan. The region is also including an Indigenous participation plan in the construction manager contract for the New Montreal Judicial Complex to award up to 5% of the value of the goods and services construction cost to Indigenous businesses and is adding a requirement for the consultants on two projects to offer an internship to an Indigenous college or university student in architecture or engineering.

Atlantic Region is working to increase benefits to Indigenous peoples through their involvement in major projects and procurement initiatives, such as the contract for the Canadian Coast Guard College Mechanical Project, which PSPC is managing on behalf of the Fisheries and Oceans Canada and the Canadian Coast Guard. That contract has resulted in 885 training hours and approximately 23,000 hours of employment for Indigenous persons, so far. Atlantic Region is also committed to building and maintaining relationships with Indigenous representative organizations through set-aside contracts under the Procurement Strategy for Aboriginal Business, consultation and the inclusion of benefits on construction projects, and through real estate divestitures. Additionally, PSPC Atlantic leads a regional, interdepartmental working group on recruitment of Indigenous peoples in the federal public service.

Core responsibility 1: Purchase of goods and services

Public Services and Procurement Canada supports the daily operations of the Government of Canada as its central purchasing agent, contributing to the priorities of job creation, stimulating the economy and providing socio-economic benefits to Canadians.

PSPC provides sound procurement stewardship through leading practices in procurement management, effective risk management, a robust policy framework and effective performance management.

Every day, PSPC employees work on a wide range of procurement activities, including the purchase of office supplies, ships and aircraft, security systems, and everything in between. PSPC provides expert advice, guidance and support in:

• identifying the goods or services to be procured
• selecting the most effective procurement approach
• considering socio-economic factors
• developing appropriate evaluation criteria
• calling for, receiving, and evaluating bids
• developing procurement instruments, such as standing offers and supply arrangements
• negotiating and administering contracts

PSPC is working closely with its federal partners to achieve a world-class accessible procurement system that provides value for money while advancing the government’s socio-economic objectives, simplifying the procurement system for suppliers and client departments and delivering results for Canadians. To this end, the department is modernizing its processes and embracing innovative and agile approaches in procurement, with service excellence as the ongoing priority.

As Canada’s central purchasing agent, PSPC has been significantly impacted by the COVID-19 pandemic. The Department is prioritizing its support for the government’s response to COVID-19, buying personal protective equipment, medical and testing equipment and services, and vaccines and therapeutics on behalf of client departments and agencies. PSPC is responding to challenges caused by intense global competition and constrained supply chains by implementing a number of measures to mitigate these risks, including ongoing exploration of long-term contracts with well-established suppliers to ensure stable and predictable access to critical supplies, maintaining a diversified roster of suppliers where possible, and continuing to support investments in robust domestic capacity. PSPC is also a contributor to the development of enhanced logistical support for the Public Health Agency of Canada.

Budget 2021 identified funding investments in support of several initiatives being undertaken through Core responsibility 1:

• $87.4 million over 5 years starting in 2021 to 2022 and $18.6 million ongoing to modernize federal procurement and create opportunities for specific communities by diversifying the federal supplier base
• $43 million over 5 years, starting in 2021 to 2022, to continue to deliver procurement services to client departments and agencies, negotiate increasingly complex high-value contracts, and develop and implement a vendor performance management framework
• $1.1 million in 2021 to 2022 to augment the Cost and Profit Assurance Program, which saves millions annually through the audit and oversight of defence contracts
• $70.8 million over 10 years, starting in 2021 to 2022, to ensure the timely delivery of defence and marine procurement projects
• $30 million in program integrity funding, in 2021 to 2022, to continue service delivery to federal departments and agencies, maintain federal employee salaries, and to support employee safety during the pandemic

In delivering this core responsibility, PSPC is focused on the following departmental results:

• federal organizations have the products and services they need, when they need them, at the best value. The department will achieve this result by delivering on the following 3-year priorities:
  • ensure value for money in government procurements
  • strengthen relationships with stakeholders and other government organizations
  • advance key procurements and related activities as part of Canada’s response to the COVID-19 pandemic
  • advance key procurements in support of Canada’s defence policy: Strong, Secure, Engaged and the National Shipbuilding Strategy
• government purchasing is simpler and easy to access, fair and transparent for suppliers. The department will achieve this result by delivering on the following 3-year priorities:
  • advance implementation of a modernized, cloud-based electronic procurement platform
  • strengthen procurement data and increase transparency
  • align procurement processes to commercial best practices
• government purchasing supports Canada’s economic, environmental, and social policy goals The department will achieve this result by delivering on the following 3-year priorities:
  • increase participation of Indigenous businesses in federal procurement, as well as the value of procurements awarded to Indigenous businesses
  • increase participation of small and medium-sized businesses owned by under-represented groups in federal procurement
  • enable departments to integrate environmental considerations (for example plastics, Greenhouse Gas (GHG) emissions) into procurements and to purchase more environmentally preferable goods and services
  • continue to identify, remove and prevent barriers to accessibility in federal procurement
  • address the risk of forced labour and human trafficking in federal procurement supply chains

Visit Annex D: Core responsibility 1: Purchase of goods and services planned deliverables

Core responsibility 2: Payments and accounting

Public Services and Procurement Canada serves Canadians by collecting revenues and issuing payments, administering pay services and pension services for the Government of Canada, issuing financial reports and maintaining the financial accounts of Canada.

PSPC’s responsibilities for payments directly impact Canadian individuals and businesses on a daily basis, and provide the backbone of financial security to millions of Canadians in receipt of pay, pension, and government social benefits payments. The department also explores options to value unique federal properties such as national parks and military bases to improve predictability of payments in lieu of taxes and consistency of valuation strategies.

The department continues to work closely with Payments Canada and Canadian financial institutions on a multi-year plan to modernize the Canadian payment industry and offer new and innovative payment solutions to Canadians and Canadian businesses. Planning is underway to renew the legacy information technology (IT) systems that support the Receiver General’s treasury function in support of this same objective.

The department will continue to prioritize the stabilization of pay administration across the Government of Canada, working closely with federal partners and the private sector to leverage their expertise.

Budget 2021 identified $47 million over 2 years, starting in 2021 to 2022, to support the workforce dedicated to processing pay transactions, which will help the department achieve its target of eliminating the backlog of Phoenix pay system transactions by December 2022.

In delivering this core responsibility, PSPC is focused on the following departmental results:

• Canadians, businesses and organizations receive payments on time and revenues are collected for government services in an efficient manner. The department will achieve this result by delivering on the following 3-year priorities:
  • offer modern solutions to improve payments and revenue collection efficiency
  • make digital investments to enable enhanced payment services to client departments and Canadians
• members of federal pension plans receive timely and accurate pension payments, benefits and support services to which they are entitled. The department will achieve this result by delivering on the following 3-year priorities:
  • ensure sound financial and risk management, internal controls and system practices are maintained
  • improve the user experience and enable more services through innovation with a view to increase program efficiency and effectiveness^{Footnote 6}
• in collaboration with government departments, employees receive timely and accurate pay and benefits. The department will achieve this result by delivering on the following 3-year priorities:
  • eliminate the backlog of pay issues:
    • equip departments and agencies to reduce intake (HR-to-Pay Program Office)
    • case processing capacity and productivity meet the government’s needs (Pay Administration Branch (PAB), Pay Solutions Branch (PSB))
    • stabilize HR-to-Pay systems through technology enhancements and fixes (PSB, PAB)
  • employees have confidence in the integrity of their pay:
    • improve pay data integrity
    • foster employee confidence through increased pay transparency and continued oversight
• Canadians have timely access to reliable information on Canada’s finances. The department will achieve this result by delivering on the following 3-year priorities:
  • deliver projects that will improve the efficiency of accounting operations and enable employees to focus on strategic advice
  • pursue digital solutions to modernize the overall operations of the central accounting functions

Visit Annex D: Core responsibility 2: Payments and accounting planned deliverables.

Core responsibility 3: Property and infrastructure

Public Services and Procurement Canada serves Canadians and the Government of Canada by managing and providing federal employees and Parliamentarians with office space, and overseeing the daily operations of major engineering assets and public infrastructure across the country, such as:

• bridges and dams
• managing legacy assets and contaminated sites
• protecting the heritage assets across the country, including the Parliamentary Precinct
• supporting federal science and the revitalization of Canadian federal laboratories

Through 4 asset portfolio long-term plans, PSPC provides property and infrastructure under the following 4 asset categories:

• office (including Crown-owned, leases, and disposals): managing and providing affordable office accommodations
• engineering infrastructure overseeing the daily operations of bridges, dams, and heritage assets
• parliamentary infrastructure: providing stewardship, rehabilitation, and modernization of 35 Crown-owned buildings and associated lands located in the heart of downtown Ottawa, including large scale heritage restorations (Centre Block, West Block, East Block, 100 Wellington and blocks 1, 2 and 3)
• science infrastructure: supporting federal science and the revitalization of Canadian federal laboratories

PSPC’s responsibilities for property and infrastructure give rise to socio-economic benefits, such as:

• green buildings
• sustainability
• job creation
• security
• health and safety
• preservation of national heritage
• affordable housing
• accessibility

For example, Budget 2021 identified $14.9 million over 4 years, starting in 2022 to 2023, with $77.9 million in future years, for a Federal Clean Electricity Fund to purchase renewable energy certificates for all federal government buildings.

The department will continue to leverage partnerships, technology, and innovation to deliver better services and to create an environment to support the new way of working for a digitally-enabled, responsible, inclusive, high-performing public service.

As a result of the change in demand for federal office space brought about by COVID-19, the department will need to review its space requirements while continuing to modernize and support the long-term sustainability of the remote workforce.

In delivering this core responsibility, PSPC is focused on the following departmental results:

• Federal real property estate and associated services meet the needs of federal government clients, partners and/or Parliamentarians and ensure best value for Canadians. The department will achieve this result by delivering on the following 3-year priorities:
  • enhance portfolio-based planning, right-sizing (reducing, optimizing and recapitalization of assets) and operating of national real property infrastructure assets, Parliamentary Precinct, and heritage sites across the country
  • strengthen Canada’s science community through the renewal of federal science infrastructure
  • modernize office building and workplace technology in collaboration with clients and key partners, including Shared Services Canada and the Office of the Chief Human Resource Officer
  • improve payment timeliness for all federal construction contracts
  • update the Policy Suite
• Federal infrastructure spending supports Canada’s social, economic, and environmental priorities. The department will achieve this result by delivering on the following 3-year priorities:
  • advance sustainability, climate resiliency, and the green agenda for federal real property and infrastructure assets
  • improve accessibility of federal buildings
  • advance socio-economic benefits in support of federal mandates, such as Indigenous reconciliation and affordable housing

Visit Annex D: Core responsibility 3: Property and infrastructure planned deliverables.

Core responsibility 4: Government-wide support

Public Services and Procurement Canada plays a critical role in the daily operations of the Government of Canada as its common service provider and linguistic authority. To achieve service excellence and keep pace in an ever-changing environment, the department strives to find innovative solutions and modernize its processes to meet the current and future needs of clients and Canadians for translation and interpretation, the protection of sensitive information and assets, and provision of administrative services and tools.

The Translation Bureau will continue to prioritize work to provide quality remote interpretation services and adapt to the rapid digital transformation in the language industry, including experimentation with artificial intelligence and other technologies, and is working at maintaining and monitoring its capacity to translate and interpret Indigenous languages, as well as to provide sign languages interpretation.

Budget 2021 identified funding of $18 million over 2 years, starting in 2021 to 2022, to respond to a higher volume of translation and interpretation requests while continuing to support a remote working environment. This will ensure that Parliamentarians and Canadians receive timely translation and interpretation services in both official languages as well as Indigenous languages, sign languages, and other languages spoken across Canada.

The department is progressing on several innovative initiatives, such as experimenting with artificial intelligence solutions, designing data analytic tools to better prevent and detect instances of fraud, collusion and other forms of wrongdoing in PSPC procurement, and launching the Next Generation Travel program to modernize the way public servants travel for business.

With PSPC adapting to and becoming more reliant on technologies, and with the majority of the PSPC workforce working remotely, the department faces an increased risk of physical and digital security challenges, such as cyber attacks.

In delivering this core responsibility, PSPC is focused on the following departmental results:

• federal organizations have access to high quality linguistic services and tools. The department will achieve this result by delivering on the following 3-year priorities:
  • provide timely and high quality linguistic services and tools so Canadians can enjoy the full benefits of our country’s 2 official languages
  • enable employees and Canadians who are deaf, deafblind, deafened and hard of hearing to access government information and participate fully in activities organized in the federal context using linguistic services that meet their communication requirements
  • enable parliamentarians and the public service to avail themselves of translation and interpretation services in Indigenous languages, enhancing visibility and positively impacting the status and future vitality of Indigenous languages in Canada
• the Government does business with ethical suppliers and ensures that sensitive information is handled appropriately. The department will achieve this result by delivering on the following 3-year priorities:
  • enhance integrity of federal procurement and real property transactions
  • make use of a client-focused delivery approach to safeguarding sensitive and strategic government information and assets
  • enhance stakeholder engagement with security and intelligence departments and agencies, as well as law enforcement partners
  • improve awareness of business dispute management and resolution options when managing contracts
  • enhance fraud prevention and detection measures
  • enhance data analytics tools
• federal organizations have the support services and tools they need to deliver their programs to Canadians. The department will achieve this result by delivering on the following 3-year priorities:
  • offer digitally enabled products and tools, such as modernized applications and e-platforms
  • expand the client base for targeted services to other government departments, provinces, territories and municipalities
  • improve the user experience and enable more services through innovation with a view to increase program efficiency and effectiveness^{Footnote 7}
  • expand the client base for targeted services to other government departments and agencies

Visit Annex D: Core responsibility 4: Government-wide support planned deliverables.

Service at Public Services and Procurement Canada

As a common service provider, Public Services and Procurement Canada (PSPC) plays a strategic role in the daily operations of the federal government. Every day, PSPC delivers a broad range of common, shared, and central services to other government departments and agencies, each with their own specific needs and operational priorities.

PSPC continues to reassess and strengthen digital service delivery models by harnessing service transformation momentum across the department, breaking down silos and inspiring new service transformations that are digitally enabled.

PSPC is developing the One PSPC Service Framework, which serves as a cohesive departmental approach to providing quality services that are accessible, standardized, digitally integrated, transparent, and designed with client centricity in mind, while relying on data-driven decision making to ensure quality of service delivery.

A revamped departmental service catalogue will bundle services for clients. In addition, an “integrated digital environment” will leverage a new enterprise platform to improve capabilities.

The department will achieve this result by delivering on the following 3-year priorities:

• establish and implement a PSPC service framework to support PSPC employees in all client engagement activities
• enhance service design and planning for programs
• enhance service levels, client satisfaction and increased awareness and marketing of PSPC services
• corporate enablers work as strategic partners to provide consistent service delivery in support of our business lines and transformation initiatives

Visit Annex E: Service at Public Services and Procurement Canada for all service deliverables.

Management and oversight

Management and oversight services are delivered by the Departmental Oversight Branch, the Policy, Planning and Communications Branch, and the Office of the Chief Audit, Evaluation and Risk Executive. These branches serve the department by providing activities such as strategic direction and governance, security, program planning and design, values and ethics, and conducting audits and evaluations.

This integrated approach creates a more comprehensive, robust regime for providing oversight on departmental activities, programs and processes in support of the department’s priorities.

PSPC is ensuring effective detection tools and protection to deter potential cyber threats. It is also raising awareness to ensure employees know their roles and responsibilities for safeguarding information and are attuned to the security risks associated with remote work.

The department will achieve this result by delivering on the following 3-year priorities:

• embed integrated business planning throughout the department to help inform decisions related to business activities
• strengthen governance to improve project oversight and management through a renewed PSPC governance architecture
• optimize security throughout the department by establishing a 3-year departmental security plan and building security specialist capacity and expertise across the department
• fully implement a data strategy to enable strategic and operational decision making
• strengthen integrated risk management culture at PSPC through the operationalization of a risk management framework and the development of supporting comprehensive learning and communications strategies
• through modernization, position audit, evaluation and risk management functions as integrated business support and provide recommendations to the key strategic partners
• increase agility, timeliness, accessibility, and comprehensiveness of the departmental audit and evaluation functions to provide independent and reasonable assurance on risk management, control, governance and program value
• establish a departmental reconciliation plan to advance reconciliation and renewed relationship with Indigenous people
• strengthen accessibility and inclusion at PSPC by removing barriers to full participation in the way we work and in the services we provide
• implement the departmental transparency strategy to establish PSPC as a leader in supporting the Government’s transparency and openness priority
• make increased use of experimentation for improved service delivery
• effectively communicate the department’s One PSPC story to Cabinet, Parliament and Canadians through increased horizontal integration and enhanced strategic analysis
• strengthen support to the Minister and senior management in delivering priorities related to the portfolio entities by providing timely, strategic advice and guidance; supporting the fulfillment of the Government’s commitment to timely, open, transparent and merit-based Governor in Council (GIC) selection processes; and managing Treasury Board and Cabinet submissions as they pertain to the portfolio entities to ensure that departmental and client priorities are respected
• strengthen ties with provincial and territorial governments and international counterparts in areas of shared interest

Visit Annex F: Management and oversight planned deliverables.

Communications

Communications services are delivered by the Policy, Planning and Communications Branch (PPCB). Through storytelling , PPCB plays a leadership role in communicating Public Services and Procurement Canada’s role as the government’s central purchasing agent, real property manager, treasurer, accountant, linguistic authority, and pay and pension administrator

PPCB provides external and internal communications strategic advice, support and services to the department’s business lines and senior executive offices. It serves as the focal point for the flow of strategic and operational communications to advance departmental and governmental priorities. On behalf of the department, PPCB supports the transparency of information and data, making it more readily available to Canadians, government entities, and businesses.

Over the next 3 years, PPCB will make efforts to strategically modernize the communications function within PSPC.

The department will achieve this result by delivering on the following 3-year priorities:

• align strategic communications plans to PSPC priorities
• provide effective and engaging internal communications information to employees across the department
• streamline PSPC’s websites and meet Government of Canada web requirements
• strengthen proactive communications to support programs across the department
• effectively manage issues by anticipating, preparing and responding to emerging issues

Visit Annex F: Communications for all communications planned deliverables.

Human resources management

Public Services and Procurement Canada strives to give all employees opportunities to achieve organizational, professional and personal goals in a respectful, healthy, diverse and inclusive workplace, supported by leadership at all levels. In partnership with its regional counterparts, the Human Resources Branch (HRB) delivers core people management services and provides a wide range of support activities that serve departmental and employee needs.

Through the priorities outlined in PSPC’s Strategic People Management Plan for One PSPC, the department will pursue major people management initiatives over the next 3 years to continue to support current and future workforce and workplace needs, including strengthening diversity and inclusion and advancing evolution of work and the human resources (HR) service improvement agenda.

The department will achieve this result by delivering on the following 3-year priorities:

• support employees at all levels in the prevention, intervention and resolution of conflictual situations and provide them with a healthy, safe and inclusive work environment
• optimize HR-to-Pay support for management and employees and contribute to pay issues prevention

The department will achieve this result by delivering on the following 3-year priorities:

• equally on-board, integrate, and fully support all new employees when they start a new position
• provide access for employees at all levels to continuous learning opportunities that are supported by career and talent management

The department will achieve this result by delivering on the following 3-year priority:

• recruit and staff a national and diverse workforce that possesses the competencies that are required now and for the future and that supports the inclusive work environment

The department will achieve this result by delivering on the following 3-year priorities:

• establish a strong, efficient and streamlined human resources (HR) core business to efficiently support the department
• provide access to business systems and technology, including digital automation to increase efficiency, maximize resources and better deliver HR services to clients, for HR as well as clients

The department will achieve this result by delivering on the following 3-year priority:

• undertake to increase employee satisfaction levels to 75% by 2023

Visit Annex F: Human resources management for all human resources management planned deliverables.

Financial management

The Finance Branch (FB) is a value-added business partner providing key financial services. FB delivers financial management and strategic support, and oversight of all investment decisions, for the department.

FB manages Public Services and Procurement Canada’s accounting operations, implements financial policies, and provides financial policy advice, external reporting services, and oversees a robust system of internal controls to keep track of PSPC’s revenues and expenditures. The branch also ensures that the organization has a reliable departmental financial system that leverages modern technology to produce quality data and reports for better decision making and oversight.

The department will achieve this result by delivering on the following 3-year priorities:

• maximize the use of accrual budgeting in the planning and management of PSPC’s operations and assets
• enhance partner model and portfolio planning to improve service delivery and maximize regional expertise
• enhance financial management practices to support the department and facilitate efficient and effective resource allocation (such as simplifying and reducing the number of internal service agreements, reengineer financial pressure process, etc.)
• enhance technology and processes, including delivering the new solution to the SAP platform
• increase implementation of PSPC initiatives, including the Workplace Renewal Initiative and greening of PSPC’s fleet
• adopt and implement an investment management system that is aligned to the Government of Canada Fixed Asset Review recommendations and proposed way-forward
• document all internal controls processes and sub-processes and test for design effectiveness by March 31, 2024 (Treasury Board of Canada Secretariat (TBS) requirement)
• support leaders and emerging leaders at all levels and of all diversities to develop and refine leadership competencies

Visit Annex F: Financial management for all financial management planned deliverables.

Information management/information technology

Departmental information management and information technology (IM/IT) services support the Public Services and Procurement Canada service transformation initiative and the digital government vision. Partnering with internal branches, the Digital Services Branch leads IM/IT corporate enablement.

As outlined in PSPC’s 2019 to 2022 Information Management/Information Technology Plan, the department is pursuing improvements to IT infrastructure that yield tangible efficiencies for PSPC programs. The benefits to clients include the realization of efficiencies, increased support for program integrity, and outcomes that truly enable PSPC’s service provisioning in a digitally-enabled environment.

COVID-19 has accelerated PSPC’s digital agenda. PSPC had to adjust its priorities and drive the use of new digital technologies to support recovery, enable a remote workforce, and build resilience without compromising data protection, privacy or security.

The department will achieve this 3-year priority by delivering on:

• improving the IM/IT tools and security posture
• implement a digital strategy and enhanced change management capacity to improve horizontal planning of IT investments across PSPC
• reduce business risk by moving applications from at-risk legacy datacenters and/or obsolete IT infrastructure to modern, reliable and secure infrastructure
• improve productivity by providing tools to connect employees to the people, information, and content they need to work in a wireless environment, securely, remotely and from any device
• increase the digital footprint, including smart investments in Cloud solutions
• enhance the use of Artificial Intelligence (AI), robotics, and open data
• enhance modern service design capabilities that put users first and drive the business change/vision
• enhance innovation network and infrastructure that supports experimentation

Visit Annex F: Information management/information technology for all information management/information technology planned deliverables.

Supplementary mandate letter commitments, January 15, 2021

For more information, visit the Minister of Public Services and Procurement supplementary mandate letter—Archived.

Mandate letter commitments, December 13, 2019

For more information, visit the Minister of Public Services and Procurement supplementary mandate letter—Archived.

Areas of focus for Beyond 2020

How Public Services and Procurement Canada is supporting beyond 2020 efforts

Public Services and Procurement Canada (PSPC) contributes to a culture that is agile in delivering results, inclusive in developing ideas and decision making, and equipped for excellence.

The Integrated Business Plan will serve as a tool to monitor and track progress made towards achieving Beyond 2020 objectives, which includes efforts to empower the workforce, create an enhanced culture of diversity and inclusion, and optimize the work environment to equip employees for success. Through a continued focus on Beyond 2020 and public service renewal, the department will look to identify the collective mindsets, behaviours and culture needed to thrive in the future. 

Over the past year, the environmental context has changed significantly, calling for a shift in focus. PSPC will need a refreshed Beyond 2020 strategy that addresses current realities and future directions. To do so, the department created a committee of executive level representatives from each branch and region to conduct a taking stock exercise, identify gaps and a way forward.

Implementation of gender-based analysis plus at Public Services and Procurement Canada

Public Services and Procurement Canada (PSPC) is committed to applying GBA+ throughout the lifecycle of its initiatives, from design to evaluation.

The department has a GBA+ responsibility centre, situated within the Policy, Planning and Communications Branch’s strategic policy unit, to provide oversight, direction and promotion of GBA+ across PSPC, with specific focus on supporting GBA+ governance and management, ensuring monitoring and reporting on GBA+ application and compliance with government direction on GBA+, increasing awareness of GBA+, and increasing GBA+ capacity.

PSPC’s GBA+ community of practice supports the consistent, rigorous and robust implementation of GBA+ across the department's programs and services. The community of practice includes representatives from all of the department's branches and regions, who meet several times annually to share information and leverage best practices from across the department, discuss issues related to the implementation of GBA+, and foster consistent and robust implementation of GBA+ across programs, policies and service areas of PSPC.

PSPC will explore measures to improve availability of research and data in support of GBA+, to allow for effective planning and decision making. For example, to align with the Treasury Board Secretariat Policy Direction to Modernize the Government of Canada’s Sex and Gender Information Practices, some branches are conducting a review of their service lines to ensure that the policy direction is implemented, that GBA+ is a key consideration in new or existing policies, programs, and initiatives, and that a third gender option (non-binary gender option) is included in documents, forms/letters and surveys/questionnaires. More branches and regions are also opting to collect gender information by default (instead of sex information) when relevant in data collection efforts.

Data will be collected on suppliers to support efforts to increase the participation of Indigenous peoples and under-represented groups in federal procurement and real property solicitations. In addition, the department will maintain its commitment to providing greater opportunities for supplier diversity. PSPC will bolster its outreach activities to communities that are currently under-represented in federal procurement, and will continue to develop and apply lessons learned from current pilot projects.

PSPC will continue to conduct technical accessibility assessments on its nationwide Crown-owned and lease purchase portfolio. As a result of these assessments, PSPC will identify accessibility improvements to bring base building elements in conformity with the 2018 Accessibility Standard and address new legislative requirements under the Accessible Canada Act.

The Translation Bureau is continuing to work with partners to explore options to provide sign language interpretation in American Sign Language (ASL) and langue des signes québécoise (LSQ) at high-visibility events. In addition, the Translation Bureau will explore additional services to ensure access to information to Canadians who are deaf, deafblind and deafened, and whose primary language of communication is ASL or LSQ. Moreover, the Translation Bureau will continue to encourage inclusive writing in all communications and promote its Gender and Sexual Diversity Glossary, a resource for linguistic recommendations on gender-inclusive writing in both official languages.

PSPC recognizes that lived experience is the cornerstone of the Digital Accessibility Strategy. By taking into account and emphasizing the lived experiences of persons with disabilities, the strategy seeks to remove the concept of “exception,” choosing rather to view disability as an intersection of the identity of a multi-faceted individual.

Finally, the Federal Pay Administration Program provides pay system and services for Government of Canada employees. The program plans on broadening its use of existing GBA+ data, from the pay system and other sources, such as Public Service Employee Survey data, to better understand if and how employees of different gender identities may be disproportionally affected by pay issues.

Core responsibility 1: Purchase of goods and services

Core responsibility 2: Payments and accounting

Core responsibility 3: Property and infrastructure

Core responsibility 4: Government-wide support

Management and oversight

Communications

Human resources management

Financial management

Information management/information technology