Fact sheets: Committee of the Whole—May 19, 2022
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On this page
- Public Services and Procurement Canada at a glance (based on 2022 to 2023 Departmental Plan)
- 2022 to 2023 Main Estimates overview
- COVID-19 and return to work (as of April 8)
- Procurement
- Military procurement 1 of 2
- Military procurement 2 of 2
- Parliamentary Precinct
- Laboratories
- Supreme Court of Canada and West Memorial Building
- Federal land initiative
- Engineering assets
- National Capital Region bridges
- Office
- Clean technology / greening
- Translation Bureau
- Departmental Oversight Branch
- Pay
- Canada Post at a glance
- National Capital Commission at a glance
- Shared Services Canada at a glance
Public Services and Procurement Canada at a glance (based on 2022 to 2023 Departmental Plan)
Public Services and Procurement Services Canada (PSPC) planned spending for 2022 to 2023: $4,639,613,147.
PSPC planned full-time equivalent (FTE)s for 2022 to 2023: 17,580.
Purchase of goods and services
PSPC is responsible for purchasing goods and services at the best value for Canadians as well as providing effective, efficient, competitive and fair procurement services and processes for clients and other government organizations.
Current priorities include:
- supporting Canada’s response to COVID-19 pandemic
- implementing procurement modernization initiatives
- increasing bidders’ diversity
Data for 2022 to 2023
- Planned spending: $186,574,422
- FTEs: 2,193
Property and infrastructure
PSPC provides federal employees and parliamentarians with work space; builds, maintains and manages federal properties and other public works such as bridges and dams; and provides associated services to federal organizations. PSPC is also responsible for protecting the heritage of parliament and its surrounding buildings.
Current priorities include:
- greening of property portfolio
- advancing the definition of the post-pandemic work environment
- advancing work on the Centre Block and the Parliament Welcome Centre
- concluding the block 2 design competition
- continuing the implementation of the Laboratories Canada Strategy
Data for 2022 to 2023
- Planned spending: $3,438,255,690
- FTEs: 4,650
Payments and accounting
PSPC is responsible for collecting revenues and issuing payments, maintaining the financial accounts of Canada, issuing financial reports, and administering the payroll and pension services for the Government of Canada.
Current priorities include: making progress towards resolving outstanding pay issues for public servants.
Data for 2022 to 2023
- Planned spending: $537,083,995
- FTEs: 4,792
Government-wide support
PSPC provides administrative services and tools to federal organizations. PSPC helps protect sensitive government information and assets through security screening and controlled goods oversight; provides common technical solutions and operations support; provides information to Canadians and supports the effectiveness of Government of Canada communications activities.
Current priorities include: providing agile and digitally enabled environment to enhance government-wide services and solutions.
Data for 2022 to 2023
- Planned spending: $164,921,320
- FTEs: 2,653
Procurement Ombudsman
The Office of the Procurement Ombudsman operates at arm’s-length from federal organizations. It is legislated to review the procurement practices of federal organizations, review complaints from Canadian suppliers, and provide dispute resolution services.
Data for 2022 to 2023
- Planned spending: $4,198,354
- FTEs: 29
Internal services
PSPC’s internal services are:
- Management and Oversight
- Communications
- Legal
- Human Resources Management
- Financial Management
- Information Management
- Information Technology
- Real Property Management
- Materiel Management
- Acquisition Managements Services
Current priorities include:
- using new technologies to better engage with Canadians and employees
- increasing the representation of diverse and racialized groups within the organization
Data for 2022 to 2023
- Planned spending: $308,579,366
- FTEs: 3,263
2022 to 2023 Main Estimates overview
The $4,639.6 million of funding sought in the Main Estimates for 2022 to 2023 represents:
- $2,866.8 million in vote 1 operating expenditures net of voted revenue
- $1,610.4 million in vote 5 capital expenditures
- $162.4 million for the statutory expenditures
- when taking into account the revenues of $4,242.7 million, the gross departmental budget is $8,882.3 million
- previous year opening net budget of $4,491.2 million
- net increase of $148.4 million which is attributable mainly to the combination of items outlined below:
- $117.3 million for non-discretionary expenses associated with Crown-owned buildings and leased spaces
- $30.7 million for procurement initiatives (budget 2021) to modernize federal procurement and diversify the federal supplier base
- $28.3 million for planning for capital and fit-up aligning to PSPC’s current funding approvals
- decrease of $23.7 million for long-term capital investment plan (including employee benefit plans of $1.1 million):
- capital vote 5 reflects PSPC’s current total funding approval of $1,611.6 million to deliver on its capital investment plan
- the department will seek updated approval as required in order to maintain the quality of its infrastructure for the benefits of all Canadians
Portfolio organizations
- Canada Lands Company Limited
- Canada Post Corporation
- Defence Construction Canada
- Federal Public Sector Labour Relations and Employment Board
- National Capital Commission
- Payment in Lieu of Taxes Dispute Advisory Panel
- Procurement Ombudsman
- Shared Services Canada
Number of Public Services and Procurement Canada employees by region
Source for Public Services and Procurement Canada full-time equivalent’s across Canada : Government of Canada (GC) InfoBase—Infographic for Public Services and Procurement Canada:
- Atlantic: 2,914
- National Capital Region: 10,783
- Quebec: 1,449
- Ontario: 638
- Western: 659
- Pacific: 556
- North: 16
- Abroad: 5
- Not available: 65
- Total: 17,085
Note
Data by region dated March 2021 which explains difference with total FTEs in the departmental plan (DP) for fiscal year 2022 to 2023. FTEs are not published by regions in DP but are broken down by core responsibility.
Public Services and Procurement Canada departmental results report: Year-over-year trends in targets met
Over the last 3 fiscal years, when examining all departmental result indicators, year-over-year improvements over targets met went from 53.5% in 2018 to 2019, and 57.7% in 2019 to 2020, to 64.2% in 2020 to 2021. This represents a 20% increase from fiscal year 2018 to 2019 to fiscal year 2020 to 2021.
More specifically, the breakdown of results as they appear on GC InfoBase, is as follows:
- In 2018 to 2019, there was a total of 71 indicators. Of the 71 indicators:
- 38 (53.5%) met their target
- 4 (5.6%) did not meet their target
- 24 (33.8%) have no result available
- 5 (7.0%) are to be achieved in the future
- In 2019 to 2020, there was a total of 71 indicators. Of the 71 indicators:
- 41 (57.7%) met their target
- 6 (8.5%) did not meet their target
- 22 (31.0%) have no result available
- 2 (2.8%) are to be achieved in the future
- In 2020 to 2021, there was a total of 67 indicators. Of the 67 indicators:
- 43 (64.2%) met their target
- 15 (22.4%) did not meet their target
- 1 (1.5%) have no result available
- 8 (11.9%) are to be achieved in the future
In late 2019 to 2020, PSPC responded quickly to the COVID-19 pandemic through significant and sustained efforts to provide critical and essential services in support of the Government of Canada and Canadians, such as the procurement of supplies and equipment to protect the health and safety of Canadians
In 2020 to 2021, PSPC continued playing a key role in supporting Canada’s response to the COVID-19 pandemic, impacting departmental results. For instance, there was a higher volume of demand on some services and significant resource reallocations to address urgent needs requests in some areas.
Results for 2021 to 2022 are currently being collected and will be published in the 2021 to 2022 Departmental Results Report in the fall of 2022.
100% of ongoing departmental result indicators, as presented in the 2022 to 2023 Departmental Plan, have an established target. Results will be available through the 2022 to 2023 Departmental Results Report in the fall of 2023.
COVID-19 and return to work (as of April 8)
Vaccines
- 121.9 million vaccine doses received:
- Pfizer, Moderna, AstraZeneca, Johnson & Johnson, Novavax and Medicago approved
- Sanofi started regulatory process
- $9 billion committed for vaccines and therapeutics procurement and for international support:
- Pfizer 38 million in 2022, 30 million in 2023 with options for 30 million each year
- Moderna 20 million in each 2022 and 2023, with options of 15 million each year
- Novavax will supply 26 million in each 2022 and 2023 (purchased a total of 76 million for 2022 to 2024)
- Medicago 20 million in 2022 (purchased a total of 76 million for 2022 to 2024, latest formula in last 2 years)
- Canada is working with Covax and bilateral agreements to donate any vaccine surplus
Therapeutics (as of May 4, 2022)
- 2.27 million treatment courses of 9 different therapeutics:
- Paxlovid (Pfizer)—323,000delivered of 1.5 million ordered, 152,000 expected before end of June
- Remdesivir (McKesson/Gilead) —40,000 ordered and delivered and an additional 50,000 ordered in April 2022 with delivery starting in June 2022
- Banlanvimab (Eli Lilly) —17,000 delivered of 26,000 ordered
- Tocilizumab (Roche) —12,000 delivered of 14,000 ordered
- Regeneron (Roche)—9,000 ordered, all delivered
- Sotrovimab (GSK)—30,000 ordered, all delivered
- Sarilumab (Sanofi)—1,000 ordered, all delivered
- Molupiravir (Merck) 501,000 ordered, pending regulatory approval
- Evushield (AZ) 49,000 delivered of 100,000 ordered
Border testing
- 50+ contracts awarded for a total of $2 billion which include 4 border testing and 10 airport service contracts, valued at $1.1 billion for Switch, Dynacare, LifeLabs and Biron
- Switch Health—Awarded in February 2021 for day 1 and 8 testing (Ontario, Alberta, Atlantic); amended in April 2021 for testing for temporary foreign workers (TFW), asylum seekers (Alberta) and others (Ontario); expires on May 31, 2022
- Dynacare—Awarded in April 2021 for day 8 testing for TFW in Quebec; amended in July 2021 for additional testing services at ports of entry (Manitoba and Quebec). New contract awarded in January 2022 for day 1 and day 8 testing (Manitoba and Quebec); expires on July 31, 2022
- LifeLabs—Awarded in June 2021 for day 1 testing at the Vancouver airport, and day 1 and day 8 testing for British Columbia (BC), Yellowknife and Saskatchewan (SK). New contract awarded in February 2022 for border testing in BC, Yellowknife, SK, expires on July 31, 2022
- Biron Laboratoires Santé (Groupe Santé)—Awarded in December 2021 for day 1 and day 8 testing in Quebec, expires on July 31, 2022
Rapid tests
- 603M rapid tests from 13 suppliers, cost of $4.09 billion:
- PSPC acts on behalf of its clients, Public Health Agency of Canada’s (PHAC) and Health Canada
- contract for 3.9M testing kits with ProcureNet America terminated by mutual consent—could not meet order
- 593M tests delivered to provinces and territories and National Emergency Strategic Stockpile (NESS)
- 23 suppliers qualified on competitive standing offer which was launched on March 16, 2021
- Canadian companies qualified:
- BTNX—Toronto importer
- Artron—BC manufacturer
- Biolytical Labs—BC manufacturer
- To protect commercial confidences, cost information for tests can only be presented as the total value of all contracts, as is shown on our COVID-19 contracting information page
Employee vaccination
March 14, 2022, 188 employees have been placed on administrative leave without pay as a result of the vaccine policy since November 15, 2021. Approximately : 1%.
Personal protective equipment
- 2.7 billion articles purchased:
- 191 contracts for personal protective equipment (PPE) to 120 unique suppliers
- excluding long-term contracts (3M and AMD Medicom), 99% has been delivered
- over 40% of expenditures are associated with Canadian companies
- 42 contracts to self-identified Indigenous businesses ($198M) for logistics, information technology (IT) services, medical and laboratory supplies, masks, thermometers, etc
- 2 producers of National Institute for Occupational Safety and Health (NIOSH) masks in Canada, producing 4.2 million a month (Medicom—10-year contract and 3M—5-year contract for 38.3 million masks year 1 and 25 million thereafter)
Tango Communications
- Litigation underway
- Significant number of KN95 masks did not offer intended protection and have been disposed of
TCG Medical
- Litigation underway
- March 2020, TCG responded to proactive call on Buyandsell for N95 respirators
- May 6, 2020 issued contract (following screening and financial assessment)
- Supplier failed to meet mandatory quality assurance process, extended period of delays
- December 2020 supplier notified that PSPC would terminate contract for default unless it was fulfilled, terminated February 12, 2021
- Canada pursuing legal recourse to recover an advance payment
Contracting and advanced payments
- 564 COVID-19 related contracts (December 31, 2021)
- 77 or 14% had advance payments, goods in high global demand
- 484 (86%) awarded through competitive solicitation (154), limited tendering (41), and the made-in Canada call to action (289)
- only 14% (80 of 564) were awarded non-competitively
- at request of PHAC, PSPC invoked the national security exception and used sole source contracting authorities, which allowed the federal government to procure equipment and supplies as quickly as possible
- Advance payments are allowed in specific circumstances (for example, for software or for foreign military sales)
Essential Services Contingency Reserve
- Essential Services Contingency Reserve (ESCR) was established in August 2020 to provide PPE to essential service businesses and protect front line workers
- In May 2021, the scope was expanded to include organizations serving social service sector and Indigenous communities
- As of May 6, 2022, 1,024 requests for registration, 515 orders for PPE through online portal were received
- Effective April 11, 2022, businesses and organizations in essential service sectors may access a short-term supply of PPE at no cost
- As of April 20, 2022, registered charitable or non-profit organizations in Canada can also access the ESCR inventory on GCDonate
- As of May 5, 2022, the ESCR inventory has a total of over 260 million units with a total cost of $49,030,592:
- nitrile gloves—186,139,790
- disposable masks—43,577,400
- surgical masks—22,133,570
- face shields—4,177,753
- KN95 masks—8,961,980
- coveralls—134,165
- safety goggles—124,734
- infrared thermometers—6,859
- boot covers—7,010
- 3 layer cloth face mask size large—97,100
- Tyvek suits—159
Mobile health units
- 2 contracts were selected due to past expertise providing assistance to military
- Contracts were awarded for a value of up to $150 million and up to 10 mobile health units (MHU)s each
- 4 MHUs are ready for deployment. They include triage area, 2 resuscitation bays, 80 bed in-patient ward, 20 bed intensive care unit, diagnostic imaging
- As of May 5, 2022; $126.9 million was paid to Weatherhaven and $84.5 million was paid to SNC-Lavalin PAE
- As of April 1, 2022, PSPC consolidated the 2 contracts to 1 with Weatherhaven
- 2 MHUs were deployed to Sunnybrook, Hamilton
- An MHU oxygen concentrator, which provides extra oxygen to a patient, was deployed to a hospital in Yellowknife during the pandemic
- The oxygen concentrator was subsequently sold to the Northwest Territories for ongoing use by the hospital
- With the current military conflict in Ukraine, consideration is being given to whether 1 or more MHUs may be of value to Ukraine or surrounding countries in humanitarian relief efforts. No decision has yet been taken
Procurement
In this section
As the central purchaser, PSPC will manage the procurement of goods and services valued at approximately $25.1 billion on behalf of client departments. In 2021 to 2022, PSPC awarded contracts on behalf of client departments for a total of $24.9 billion.
Procurement modernization
- Budget 2021—$87.4 million over 5 years, $18.6 million ongoing
- Procurement modernization includes the following initiatives:
- contract modernization
- Vendor Performance Management Policy
- Ethical Procurement Policy
- Accessible Procurement Resource Centre
- Accessible Procurement Resource Centre (2018)
Electronic procurement solution
- In March 2020, PSPC soft launched Canada Buys, which is the new electronic procurement system (announced in Budget 2018, at a cost of $196.8 million over 5 years)
- it provides easy, web-based access to procurement services that, once fully deployed, will make procurement simpler, faster and easier for suppliers to find and bid on opportunities
- this solution will also improve the management of procurement spending, increase efficiency and allow access to better procurement data
Procurement diversity
- Actions taken to ensure diversity of bidders (Indigenous, lesbian, gay, bisexual, transgender, queer, 2-spirit and others (LGBTQ2+), racialized and young people)
- coaching service
- task force on unconscious bias in procurement
- Black business procurement pilot
- Policy on Social Procurement (May 2021)
- Supplier Diversity Action Plan
- completed 2 request for proposal (RFP)s for businesses owned or led by persons with disabilities and the LGBTQ2+ community
- 5% owned or led by Indigenous:
- 42 contracts to self-identified Indigenous businesses ($198 million) in relation to COVID-19
- from March 2020 to March 2022, PSPC, as a common service provider, has awarded $1.3 billion through 1,744 contracts to Indigenous suppliers
- on April 25, 2022, Treasury Board of Canada Secretariat (TBS) in collaboration with PSPC and Indigenous Services Canada (ISC), implemented the policy and reporting framework for the mandatory minimum target of 5%
Amazon warehousing contract
- On April 1, 2020, PSPC on behalf of the PHAC, signed a 1-year $5 million contract with Amazon to get health care professionals the PPE and supplies
- This contract has never been extended
- On July 13, 2020, PSPC’s minister approved suspending the contract
- There have been no further activities beyond June 30, 2020 until the expected contract end date, such as March 31, 2021
- During the period that this contract was active, approximately $200,000 (taxes included) was spent
Accessibility
- In 2018, the Accessible Procurement Resource Centre (APRC) was established:
- ongoing work includes ensuring that the procurement process is accessible and that barriers to the participation of persons with disabilities in the procurement process are removed or reduced
- PSPC will develop learning materials for procurement specialists, establish a federal community of practice to scale up accessible procurement across the Government of Canada and launch a series of learning activities, including an accessible procurement boot camp, for the federal procurement community
Recent actions for the Accessible Procurement Resource Centre
- Piloting the new gender-based analysis plus (GBA+) equitable procurement learning module that includes accessibility considerations and scenarios
- Launched the interdepartmental agents of change for accessible procurement community of practice in January 2022
- Redesigned the APRC website to provide steps and accessibility resources when planning a procurement
- Developing a micro-learning video on steps to consider accessibility in procurement
Electric accessible shuttle buses
- A procurement instrument for full electric accessible shuttle buses has been awarded and another, for school and commuter buses, is being finalized
- In 2020, PSPC published a request for information for electric buses
- In April 2021, PSPC awarded supply arrangements for electric accessible shuttle buses
- Companies holding supply arrangements are Lion Electric and Vicinity
- School and commuter buses: In 2020 PSPC published a request for information for electric buses (included in the same RFI as above)
- No compliant bid were received in recent request for supply arrangements
- Discussions with industry are ongoing and specifications are being revised based on findings in order to allow for a successful procurement process in the future
Ethical procurement
- Under the National Strategy to Combat Human Trafficking (2019), PSPC:
- requested a risk assessment for force labour undertaken by Rights Lab (May 2021)
- updated the Code of Conduct for Procurement with clear expectations for suppliers (August 2021)
- implemented new contracts clauses on anti-forced labour for all new goods contracts (November 2021)
- Potential issues identified with suppliers of PPE in Malaysia in December 2020:
- Supermax Healthcare:
- in October 2021, all future deliveries were suspended following the decision by the US to prohibit import from the company
- in January 2022, mutual agreement to terminate their contracts
- Sinopharm:
- provided a declaration to PSPC in April 2021
- all deliveries were completed in December 2021
- 2018 implemented Policy on Ethical Procurement of Apparel
- Supermax Healthcare:
- Contract Security Program provides security screening for personnel and organizations to safeguard protected/classified information:
- PSPC when contracting includes security clauses
- Contract Security Program ensures compliance
Military procurement 1 of 2
National Shipbuilding Strategy
- Long-term strategy
- 5 ships delivered:
- all 3 offshore fisheries science vessels to Canadian Coast Guard (CCG) (Canadian coast guard ship (CCGS) Sir John Franklin, delivered June 2019, CCGS Jacques Cartier, delivered November 2019, and CCGS John Cabot, delivered October 2020. Built by Vancouver Shipyards (VSY)
- 2 arctic and offshore patrol ships (AOPS) to Royal Canadian Navy (RCN) (Her Majesty’s Canadian Ship (HMCS) Harry DeWolf, delivered July 2020 and HMCS Margaret Brooke, delivered July 2021), next 3 under construction ($4.3B total). Built by Irving Shipbuilding (ISI)
- Construction and delivery of small vessels is also underway:
- 7 hydrographic survey vessels, Kanter Marine (St. Thomas, Ontario)
- 2 channel survey and sounding vessels, Kanter Marine (St. Thomas, Ontario)
- 10 search and rescue lifeboats, Chantier Naval Forillon (Gaspé, Quebec) and Hike Metal Products (Wheatley, Ontario)
- acquisition of 3 medium commercial icebreakers, Chantier Davie (CDCI)
- Third shipyard, once qualified, will build 6 program icebreakers and 1 polar icebreaker for the CCG
- From 2012 to 2021, National Shipbuilding Strategy (NSS) contracts awarded totalled approximately $21.07 billion:
- Irving Shipbuilding—$6.52 billion
- Vancouver Shipyards— $5.26 billion
- Chantier Davie—$2.26 billion
- other shipyards/companies—$7.03 billion
- $975.93 million to small businesses with less than 250 full-time employees
- NSS contracts between 2012 and 2021 contribute close to $21.26 billion ($1.93 billion annually) to gross domestic product, and create or maintain 18,239 jobs annually
- Next steps:
- umbrella agreement with third Canadian shipyard:
- Chantier Davie pre-qualified
- complex, multi-step qualification
- package to include 6 program icebreakers and 1 polar icebreaker
- umbrella agreement with third Canadian shipyard:
- Chantier Davie will continue work under programs such as medium icebreakers conversions, Halifax class docking work period contract and Transport Canada ferries, in parallel with the third yard selection process
- Award implementation contract for Canadian surface combatant (CSC)
Large ships and their status
- AOPS—6 vessels (AOPS 1 to 6) for the RCN
- first 2 AOPS delivered to RCN in July 2020 and July 2021; next 3 AOPS under construction
- project budget: $4.3 billion
- AOPS: 2 vessels (AOPS 7 and 8) for the CCG:
- work underway to modify design to meet CCG requirements
- project budget: $1.5 billion (estimate)
- CSC: 15 vessels for the RCN:
- currently in design phase
- Lockheed Martin Canada won the design competition (Alion and Navantia also competed)
- Navantia matter before the courts, cannot comment
- project budget: $56 to $60 billion (estimate without taxes)
- parliamentary budget officer estimate February 2021 $77.3 billion, with taxes
- Joint support ships (JSS): 2 vessels for the RCN
- JSS 1 under construction
- JSS 2 expected to begin construction in spring 2022
- project budget: $4.1 billion
- Multi-Purpose Vessels (MPV): up to 16 vessels for the CCG
- construction is expected to begin in the mid-2020s
- project budget: $14.2 billion (estimate)
- Offshore fisheries science vessels (OFSV): 3 vessels for the CCG
- all 3 vessels delivered to the CCG in 2019 to 2020, marking completion of first class of large ships built under NSS
- project budget: $788.5 million
- Offshore oceanographic science vessel (OOSV): 1 vessel for the CCG:
- build contract awarded in January 2021; construction started March 2021
- project budget: $966.5 million
- Polar icebreakers: 2 vessels for the CCG:
- engineering and construction of 2 polar icebreakers announced in May 21
- need delivery by 2030 when CCGS Louis St. Laurent to retire
- project budget: to be determined
Military procurement 2 of 2
Defence procurement
- Nearing completion of competitive process for CF-18 replacement:
- competition launched in December 2017 for 88 advanced jets
- right aircraft for right price, and multistep process allows us to explore all options:
- 20% weighting for value proposition, which includes economic benefits, maximum points if contractual guarantees
- $19 billion budget set as part of Strong, Secure, Engaged, project cost consistent with auditor general 2012 recommendation:
- acquisition of aircraft, associated equipment, infrastructure and setup (does not seem to include in-service support (ISS))
- July 31, 2020 bid solicitation closed, 3 proposals: SAAB, Lockheed Martin, Boeing:
- all bidders subject to same evaluation criteria
- criteria not written with one aircraft in mind, based on performing assigned missions and survivability of personnel
- work to award contract in 2022, delivery 2025
- meet Canada’s requirements and outcomes, including value for money, flexibility, protection against risks, and performance and delivery assurances, as well as high value economic benefits for Canada’s aerospace and defence industry
Other defence procurements
- 10 of 16 fixed wing search and rescue accepted, 4 delivered. Awarded to Airbus Defence and Space, contract value is $2.54 billion
- 72 of 360 armoured combat support vehicles, awarded to General Dynamics Land Systems-Canada based in London, Ontario and contract value is $2 billion
- Strategic tanker transport capability:
- replace CC-150 Polaris
- February 12, 2021 invitation to qualify published, April 1, 2021 Airbus sole qualified
- directed RFP to Airbus released on May 13, 2022
- Military pistols
- RFP in February 2022 for 7,000 pistols, options for 9,500
- RFP closes April 2022
- replaces Browning High-Power 9mm (70 years old)
- current process replaces process last year which was flawed (Rampart / Glock complaint with Canadian International Trade Tribunal)
- Remotely piloted aircraft systems:
- RFP February 11, 2022, RFP close August 11, 2022, contract award expected 2024
- May 2019 prequalification
- 5% Indigenous benefit
- CH-146 Griffon helicopters limited life extension
- Sole-source award to Bell-Textron Canada Ltd. for upgrading 83 helicopters:
- work to continue to end of 2028
- C21 sniper rifles:
- competitive process resulted in a $2.6 million contract to Stoeger Canada to deliver 229 new C21 sniper rifles
- deliveries expected at the end of 2022
Parliamentary Precinct
- Mandate commitment of advancing work to rehabilitate and reinvigorate places and buildings of national significance
- Long Term Vision and Plan (LTVP) approved in 2001 and updated in 2005 to 2006. Currently undergoing a second update to transform the precinct into an integrated campus beyond Parliament Hill
- Invested $4.2 billion in Parliamentary Precinct:
- big accomplishments include Sir John A Macdonald, Wellington Building, West Block, Senate of Canada and phase 1 of the Parliament Welcome Centre
- centre block is the largest heritage rehabilitation project in Canadian history
- redevelopment of block 2 will transform a mix of functionally obsolete heritage buildings into a modern, sustainable and accessible facility for parliament
- 60,000 jobs in engineering, architecture, construction, manufacturing and skilled trades
- 50 internships to date
- centre block project expected to create additional 70,000 in its lifespan
- 400 workers on site daily, rising to 1,500
- 90% of work in LTVP will flow to small and medium enterprises, 5% to Indigenous firms with 500 companies from across Canada
- Reduced greenhouse gases by 66% versus 2005 to 2006 baseline, 95% by 2040
- centre block (CB) and Parliament Welcome Centre (PWC) projects advancing well:
- estimated project cost is $4.5 to $5 billion
- substantial completion of construction targeted for 2030 to 2031, with opening targeted for 2032
- Trompe-l’oeil decorative tarp (spring 2022) ($2.4 million on top of $1.5 million tarp cost)
- CB demolition and abatement 65% complete, 16M pounds asbestos removed
- PWC excavation 65% complete, 27,000 truckloads of rock removed
- masonry rehabilitation of 400,000 stones, 5% complete overall (started on north façade)
- restoration of over 20,000 heritage assets
- Work stoppages:
- convoy—work stopped from January 28 to February 21 due to protest, estimated cost $3M, absorbed as part of risk envelope
- strike—work currently impacted by recent construction industry strikes. Schedule and cost impacts under review and will be largely dependent on the length of the work stoppage and increases in labour rates. Monitoring the situation and working with the remaining workforce to mitigate the impacts of the strikes to the extent possible
- Block 2 design competition—next steps:
- winner of the design competition was announced on May 16, 2022
- engagement with the competition laureate to negotiate an architectural and engineering services contract
- winning team: Zeidler Architecture Inc. (Toronto, Canada), in association with David Chipperfield Architects (London, United Kingdom)
- cost estimate for project cannot be determined until after negotiation of design contract and full scope of project is determined in partnership with parliament—cost and schedule estimate targeted for fall 2022
- Indigenous Peoples Space is not part of the block 2 development at this time, but there is flexibility to on-board it if desired by Indigenous partners
Laboratories
- Budget 2018 launched the Laboratories Canada Strategy—$2.8 billion investment
- Program mandate: Modernize science facilities that enable science transformation and excellence for the benefit of Canadians; core goal is 21st century collaboration—not replacing old traditional labs with “like-for-like”
- Projects are organized by 5 shared science themes or hubs:
- Atlantic Science Enterprise Centre (ASEC) in Moncton, improving sustainability of Atlantic fresh and coastal saltwater resources
- Cultural Heritage Science, preserving cultural heritage for future generations
- Transportation Safety and Technology Science, assessing and reducing transportation safety risks
- TerraCanada, advancing sustainable resource development, low-carbon economy, and safety and health
- Regulatory and Security Science, protecting Canada’s people, animals and plants, and supporting growth and innovation
- Active projects underway:
- Terra Hamilton near completion
- Terra Mississauga midway in full construction; ASEC has awarded architectural and engineering and construction contracts; most others are near concluding functional programming, the way of determining detailed collective requirements to then launch full design
- Program seeks to exceed targets for Indigenous participation, but beyond, it works with science partners to braid traditional knowledge with western science in the programming in these new facilities for decades to come
Supreme Court of Canada and West Memorial Building
- More than $1 billion being invested
- West Memorial Building (WMB) construction started in April 2020:
- design and architecture contract: Moriyama & Teshima Architects and Kasian Architecture Interior Design
- construction management services contract: EllisDon Corporation
- WMB to serve as interim accommodations from 2024 to 2032 while the Supreme Court of Canada Building (SCCB) rehabilitation takes place
- WMB occupancy in 2024
- WMB vacant since 2008, requires major rehabilitation
- SCCB rehab to start in fall 2024:
- request for qualifications (RFQ) for architect/engineer services published on August 9, 2020
- RFQ for construction manager published on August 31, 2020
Federal land initiative
- 4 PSPC properties are in the process of being transferred through Federal land initative (FLI)
- 3 are in Ontario region, while the fourth is in the National Capital Area (NCA). All are expected to be transferred this fiscal year, which will create an estimated 1,272 affordable housing units
- There are a number of PSPC properties that are being assessed for suitability for the program
- As the FLI funding is limited, PSPC is working with Canada Mortgage and Housing Corporation to develop a proposal to enhance the FLI program so it will have more capacity to address PSPC’s disposal plan
- Canada Lands is committed to meet or exceed the municipal affordable housing requirements in development approvals (up to 20% in certain cities but a minimum 10% of its projects)
Accessibility
- COVID-19 delayed delivery of technical accessibility assessments
- To date, total of 111 technical accessibility assessments have been completed (approximately 31% of the portfolio based on the real property services key facts 2020 to 2021 fourth quarter
- Assessments are being prioritized based on the Office Long Term Plan
Engineering assets
- 14 engineering assets:
- French River Complex: (includes Portage (1996), Little Chaudière (1998), Big Chaudière North (2016) and South (2016), Portage Channel Bridge (1983)
- Latchford (2016)
- Rideau Falls complex: (East (1968) and West (1998) dams)
- St. Andrews Lock and Dam (1910)
- Timiskaming complex Ontario (2017) and Quebec (1932) dams
- Burlington Lift Bridge (1962)
- LaSalle Causeway (1917)
- Des Allumettes (2015)
- Des Joachims (1950)
- JC Van Horne Bridges (1961)
- Alaska Highway (1942)—running from British Columbia, through Yukon Territory, and to Alaska, USA
- Esquimalt Graving Dock (1887)
- Parc Portuaire de Trois-Rivières (1880)
- the portfolio also includes the Energy Services Modernization Program comprised of central heating and cooling plans as well as a distribution network
- Operating budget 2021 to 2022 (B123) for the engineering assets excluding (is approximately $96,154 million
National Capital Region bridges
- 5 interprovincial crossings in National Capital Region (NCR)
- PSPC manages Alexandra (built 1901), Chaudière Crossing (1919), Macdonald-Cartier (1965)
- National Capital Commission (NCC) manages Champlain Bridge (1928), Portage (1973)
- Budget 2019—$490 million for replacement of Alexandra Bridge, rehabilitation, Macdonald-Cartier, Chaudière Crossing, refresh studies on sixth crossing
- Per budget 2021, established joint PSPC and NCC project office for sixth crossing
- Alexandra Bridge:
- 121 years old, historic engineering asset
- 2018 third party life-cycle cost assessment examined multiple options
- bridge replacement better value, less risk, and less disruptive to public
- NCC held consultations in October 2020—2,300 participants, helped with vision; December 2021—1,800 participants and prepared summary report
- Separate engagement with indigenous partners, as well as Impact Assessment Agency of Canada conducting own engagement
Office
- PSPC Office Long Term Plan submitted to Treasury Board Secretariat in May 2021, with updates underway for 2022 to accelerate reductions and timelines
- Objectives are to improve overall asset condition through a recapitalized, modern, accessible, and green portfolio through base building investments; and support needed investments to improve the utilization of existing space
- Priorities are to recalibrate assumptions around the future of work, invest in ecosystems of space, and support funding for shared space
- Remote working arrangements, unassigned seating by default, and optimized use of Crown space are key enablers
- PSPC’s office portfolio is one of the largest in Canada, covering approximately 6.1 million square metres
- approximately half of the portfolio is located in the National Capital Area (about 53%). The remainder is distributed across Canada mostly in large metropolitan with some located in remote areas
- a total of 52% of the office space is located in Crown-owned or lease-purchase buildings and 48% is located in privately owned buildings that PSPC leases in whole or in part
- there are approximately 320 Crown-owned or lease-purchase buildings
- examples of core Crown-owned buildings include:
- Sinclair Centre, Vancouver
- Winnipeg Tax Centre
- Arthur Meighen, Toronto
- Guy-Favreau Complex, Montreal
- Carling Campus Building, Ottawa
- East and West Memorial building, Ottawa
- For 2020 to 2021, the total operating costs for federal accommodations was approximately $2.2 billion
- The 20-year accrual budget for office recapitalization is approximately $9.5 billion
Return to work
- 1,500 leased and crown owned buildings
- Since November 15, 2021 all supplier personnel accessing federal workplace require to be vaccinated:
- cleaning costs increased by 28%
- utility costs—no change
- parking revenues down 77%
- Pre-COVID-19 60% occupancy (at meetings, vacation, sick, or working remotely):
- dach department / agency responsible for its own return to work plan
- assessing post-pandemic requirements, no final decisions
- Pathfinder project launched in August 2020:
- PSPC will continue to support a hybrid workplace
- balance will be different across organization and will depend on operational requirements
Clean technology / greening
- Reduce emissions related to office buildings
- Long-term strategy to procure 100% clean electricity in accordance with the Greening Government Strategy
- 5 distinct approaches—4 involve securing local clean electricity (Alberta, Saskatchewan, Nova Scotia, and New Brunswick) (highest carbon grids); fifth approach to secure renewable energy certificates for remaining areas where local opportunities are not yet available / not cost-effective for GC
- Strategy will result in displacing an estimated 532,000 megawatt hours per year of high carbon electricity consumption
- Real Property Plastics Action Plan
- Reduce carbon footprint in construction (for example green concrete)
- Electric vehicles, including conversion to zero-emission vehicle
- For Crown-owned buildings, 2020 to 2021, 57.6% reduction in greenhouse gas (GHG)’s compared to 2005 to 2006 baseline:
- 19% reduction by 2025 expected national clean electricity initiative (renewable energy certificates)
- 40% reduction by 2025 expected through Energy Services Acquisition Program:
- $3.4 billion / 36 years
- heating to 80 buildings, 67 cooling
- 55,000 occupants, 1.6 million metres squared
- target of 82% by 2025 and net zero by 2030
Translation Bureau
- Virtual interpretation to support parliament:
- employs 65 staff interpreters, 56 freelance interpreters (all work bidirectionally) (in 2019 to 2020, there were 76 freelance interpreters)
- while the Translation Bureau hired 9 new interpreters, it lost 12 interpreters who have retired
- providing services in Indigenous languages is a priority—it provides interpretive and terminological services for more than 20 clients and there is a roster of approximately 100 language keepers providing service for 50 languages
Departmental Oversight Branch
In this section
Integrity regime
PSPC has consistently applied the integrity regime to all procurements in a manner consistent with the Ineligibility and Suspension Policy:
- no contracts have been awarded to a supplier that is ineligible or suspended under the integrity regime
- currently, 3 companies are ineligible to do business with the Government of Canada due to convictions for a listed offence (Les Entreprises Chatel Inc., R.M. Belanger Limited and Les Industries Garanties Limitée)
- 1 supplier has had their period of ineligibility reduced to 5 years pursuant to an administrative agreement which came into effect in December 2020 (Hickey Construction Ltd)
- in 2018, the government announced its plans to enhance the integrity regime
- after considerable public discourse, government announced it was taking additional time to reassess elements of the proposed regime and next steps
SNC-Lavalin
- On May 11, 2022, the registrar of ineligibility and suspension signed an administrative agreement with SNC-Lavalin in response to September 2021 criminal charges
- This agreement lays out the terms that must be met in order for the company to continue and provides assurances that the company is actively addressing issues that led to the alleged misconduct
- Quebec Superior Court recently approved remediation agreement between SNC-Lavalin and Quebec prosecutors to resolve September 2021 charges
GCcoworking data
- 46 departments onboarded since the beginning of the pilot project in 2019
- 3,506 applications received of which 3,365 users are registered with passes issued since 2019
- 8 sites are opened across the country:
- in the NCR:
- l’Esplanade Laurier
- Kanata
- River Road
- Orleans
- Gatineau
- in the regions:
- Laval
- Vancouver
- Toronto
- Atlantic site in Dartmouth should open end of May / early June
- in the NCR:
- Interest in GCcoworking continues to grow strong. PSPC is establishing the foundation of a GC program in order to implement this news ways to work
Lac Megantic
- Working with Transport Canada to acquire 105 parcels
- August 2020 AECOM submitted route for bypass
- Final version May 2021, with tweaks until March 2022
- Parliamentary motion May 2021 to complete by 2023
- October 2021 negotiations began with owners
- February 2022 letter co-signed by 3 mayors, requesting negotiation period extension by 3 months
- March 24, 2022 extension to August 12, 2022 announced
- Legal action by the Fédération de l'Union des producteurs agricoles-Estrie currently prevents 36 landowners from selling their lands to the Government of Canada:
- hearing on April 6, 2022 postponed to undetermined date
- As of February 15, 2022, 43 offers submitted:
- negotiating individually with each owner
- property values determined by independent chartered appraiser
- legal framework governing private treaty acquisition process does not allow for compensation for pain and suffering
- cannot compensate property owners indirectly affected
- will provide compensation in perpetuity to cover increased premiums due to change in insurance coverage where crossing present
- expropriation considered as last resort if private negotiation does not result in agreement
- PSPC representatives are present every week in Lac-Mégantic to meet, negotiate, and answer questions from owners
Pay
In this section
Outstanding pay transactions
- Continue to stabilize pay operations, and continue to deliver bi-weekly pay
- 3,000 system enhancements and fixes
- McKinsey provided expertise to streamline processes and standardize work
- Initial contract for Phoenix $309 million (IBM contract, other professional services and program costs)
- additional investment totals $2.134 billion
- IBM for planning, design, build, implementation and in-services support of Phoenix—$545 million (original competitive June 2011, to December 2020: 50 amendments), application managed services contract, competitive launch May 2019, contract until March 2023—$108.9 million
- McKinsey for accelerator services $27.7 million
- Improving performance in meeting standards: (March 30, 2022):
- outstanding financial transactions down 64% (reduction of 247,000 transactions) from 384,000to 137,000peak in January 2018
- overall outstanding transactions down 50% (reduction of 314,000from 633,000to 319,000)
- met service standards for new pay transactions 80% of the time in 2021, compared to 72% on average in 2020, and 57% on average over 2018 to 2019
- prioritize cases with high impact
- parental and disability leaves processed within service standards 99% of the time, on average in 2021
- processed close to $2.5 billion in collective agreement retroactive payments to employees for the 2014 round, and over $1.8 billion in collective agreement retroactive payments to employees to date for the 2018 round
- very few serious pay issues (no-pay and low-pay) are escalated (only about 1.1% of escalated cases in 2021)
- Initial target of December 2022 for backlog elimination
- number of transactions received by pay centre has increased significantly over past year
- retention challenges with employees
- high complexity cases in the backlog
- getting better: 55,000 more transactions in 2021 versus 2020 with less compensation advisors
- 178,000 more transactions in 2021 versus 2020
Phoenix overpayments
- 338,000 identified as having received an administrative or true overpayment, total $2.9 billion. As of March 14, 2022:
- 222,000 employees repaid, $2.3 billion recovered
- 116,000 outstanding balance, $554 million
- Priority to recovering overpayments from 2016 to protect Crown’s right to recover (6 year statutory window, must acknowledge overpayment to access repayment flexibility)
- Receiver General and Pension Branch has resumed collection of overpayments from pensioners
- In 2016, focus was on stabilizing system and supporting employees and focusing on most urgent cases and causing hardship
Next generation pay
- Shared Services Canada work is proceeding as planned and plan to submit a recommendation in spring 2023 on way forward
- Latest public figures on items in queue:
- 319,000 transactions ready to be processed at the Pay Centre, including:
- 137,000 transactions with financial impact, which include: 120,000 beyond Pay Centre’s normal workload, and 17,000 repatriated to home departments and agencies for processing and closure
- 80,000 financial transactions that are part of Pay Centre’s normal workload
- 52,500 transactions with no financial impact, or general inquiries
- 8,500 collective agreement transactions
- 41,000 transactions waiting to be closed for which employees have already received payment
- while progress continues on eliminating outstanding transactions from the early years of the pay system, the current compensation environment has limited our ability to reduce the overall number of outstanding transactions
- number of transactions received by pay centre has increased significantly over past year (+15% for April 2022 compared to April 2021)
- retention challenges with employees
- high complexity cases in the backlog
- 319,000 transactions ready to be processed at the Pay Centre, including:
- We continue to focus on addressing outstanding transactions while also working towards processing new transactions within service standards 95% of the time. We are addressing challenges in a number of ways:
- fast tracking our recruitment and hiring efforts
- regularly reorganizing the workload so that the most complex transactions are assigned to our most experienced staff
- Split of the IBM contracts
- amendments are a regular part of the contract management process and are made within the approved budget of a project. When developing a complex system, this approach provides the flexibility to adapt the required work as we learn more and as challenges arise
Pension administration
In 2021 to 2022:
- serving more than 935,000 active and retired members
- PSPC issued over 5.1 million pension payments valued at $14.5 billion
- 432,200 pension calls answered
- For the 21st consecutive year, the Pension Program received an unmodified audit opinion from the Office of the Auditor General on the Public Service Pension Plan financial statements
- 98% of pension payments processed accurately and on time
- 100% of pension legislated changes were implemented accurately and within required timeframes
- 98% of new pensioners received their first pension payment within 45 days of retirement
- 96% of written and 99% of verbal pension estimates provided within established timeframes
Innovation (pension)
- The Pension Program successfully implemented innovative solutions to streamline service delivery to pension plan members and improve data quality
Receiver General
In 2021 to 2022:
- the Receiver General processed over 362 million payments, with $3.5 trillion in cash flow
- payment volumes and values remained higher than pre-pandemic
- for the 23rd consecutive year, the consolidated financial statements of the Government of Canada received an unmodified audit opinion from the auditor general
- 99.99% of payments were issued within established timeframes
- 100% of money paid to the Government of Canada reconciled within 2 business days
- 100% of the information presented in the consolidated financial statements of the Government of Canada is accurate
Innovation (Receiver General)
- Implemented data sharing solutions with financial institutions to help combat payment related fraud
- Improved payment efficiency with the implementation of a cheque image exchange solution that allows government cheques to be cleared and reconciled more quickly which also identifies payment fraud in a more timely fashion
Modernization
- Over the next 20 years the Receiver General will begin renewal of the treasury and accounting programs, to ensure the long-term stability of these mission critical functions and to maintain services to Canadians
Canada Post at a glance
Canada Post Corporation at a glance
Our size and scope
Employees
- More than 68,000 Canada Post segment, paid full-time and part-time employees, including temporary, casual and term employees
Addresses served
- Approximately 17 million in urban, rural and remote locations across Canada
Pieces delivered
- Approximately 6.9 billion pieces of mail, parcels and messages
Plants and depots
- 21 processing plans and 473 letter carrier depots
Retail post offices
- Almost 6,000 post offices, corporately owned or managed by authorized dealers
Delivery routes
- Almost 23,000 urban, rural and mall service carrier delivery routes
Indoor parcel lockers
- Almost 17,000 offering secure, convenient delivery on apartment and condominium buildings
Canadapost.ca
- Almost 600 million visits to canadapost.ca in 2021 (includes Canada Post application and epost.ca)
Fleet
- Almost 14,000 Canada Post vehicles
Key results for the Canada Post segment in 2021 annual report
$490M recorded loss before taxes
- Revenue for the Canada Post segment increased by $407 million, or 6.31%, in 2021 compared to the prior year
- Compared to 2020, parcels revenue grew as the corporation managed parcels volumes to maximize available capacity and improve service. Transaction mail revenue increased slightly, benefiting from the 2021 federal election and census mailings, while direct marketing revenue and volumes started to recover toward pre-pandemic levels
- Year-over-year comparisons are affected by COVID-19, which had different impacts on the lines of business in 2020: direct marketing and transaction mail volumes declined substantially, while parcels volumes increased significantly to an unsustainable level, constrained by available capacity
- Cost of operations increased by $127 million, or 2.0%, on 2021 compared to the previous year. Cost increases were largely driven by higher labour costs and a rise in non-labour collection, processing and delivery costs. The corporation also invested in operational capacity to support ecommerce growth and modernize its retail work
Canada Post Corporation 2021 sustainability snapshot
Pursuing a low-carbon future
- We are investing to reduce our environmental impact, differentiate the corporation as a leader in environmental, social and governance (ESG) principles, and deliver a sustainable future
Canada Post overview
- 21 processing plants
- 5,941 post offices, corporately owned or managed by authorized dealers
- 16,749 indoor parcel lockers
- Over 68,000 employees (paid full-time and part-time employees, including management, temporary, casual and term employees)
- 473 letter carrier depots
- 13, 556 letter carrier routes
- 1,232 mail service carrier routes
- 8,140 rural and suburban mail carrier routes
- 17 million points of delivery
- 214,095 community mailbox sites
- 17M addresses served across Canada
- 22,131 street letter boxes
- More than 22,500 delivery routes in urban, rural and mail service carrier
- 1.6 million post office boxes (including general delivery)
Key highlights
- Adopted a science-based target, setting us on a path to net-zero carbon emissions by 2050
- Awarded 1.2M in grants distributed to 100 community organizations
- Launched a community hub in High Prairie, Alberta, a first-of-its-kind post office concept
- Recognized as a top 50 corporate citizen by Corporate Knights
- Completed 35 light-emitting diode (LED) lighting retrofit energy-saving projects
- Invested $242 million in renewable energy through the Canada Post Pension Fund
- Completed 10 site accessibility upgrades
- Piloted innovative last-mile delivery solutions
- 4% reduction in total injury frequency
- Deployed 1,607 low carbon vehicles, representing 11.5% of our fleet
Canada Post Corporation: Rural Canada
Rural Canada: By the numbers
- >9M km2 land mass
- 11.1M Canadians (approximately 30% of population)
- Approximately 35 people per km2 population density
- 5.3M addresses
- 960K Indigenous Canadians
- 600 First Nations communities
- 111M parcels
- 979M smartmail
- 931M lettermail
Canada Post’s unparalleled rural network
- 12.5K employees (estimated 70% of rural and suburban mail carriers (RSMC), Canadian Postmasters and Assistants Association (CPAA), and Canadian Union of Postal Workers (CUPW)-retail staff)
- 3,295 retail post offices (78% corporate, 22% dealer)
- 8,138 delivery routes (rural and suburban)
- 854 corporate vehicles, 7, 274 employee-owned
- 473,000 kilometers driven per day
- Rural addresses served:
- 5.1M residential
- 162K business
- 86K farms
- RSMC delivery methods:
- 75% community mailbox
- 13% rural mailbox
- 11% lockboxes (apartments)
- 1% business
- Parcels delivered on behalf of other couriers:
- 2.6M pieces per year (includes FedEx, Purolator and United Parcel Service)
Our future aspirations
- Canada Post embraces its role in connecting and serving all Canadians while remaining financially self-sustainable
- Rural ecommerce market share:
- 2021: 43%
- 2031: 34%
- Improved retail services:
- community hubs
- financial services
- customer experience improvement
- parcel lockers
- Employee engagement:
- 2021: 74%
- 2031: 82% plus
- Rural retails post offices:
- 2021: 3,295
- network changes will target service and cost improvement with lockers, self-serve, new services and more dealer stores
- Improved Indigenous and corthern community postal services:
- 11.1M (5-year investment)
- Retail proximity to Canadians:
- 98% within 15 km
- 88% within 5 km
- 78% within 2.5 km
- Indigenous employment targets:
- 2021: 2.7%
- 2024: 3.2%
- ESG leadership (national):
- approximately 5% Indigenous procurement
- scope 1 and 2 greenhouse gas emissions reduced by 30%
Canada Post Corporation: Polling
- As Minister of Public Services and Procurement Canada, one of my responsibilities is to ensure that Canada Post provides the high-quality service that Canadians expect at a reasonable price and better reaches Canadians in rural and remote areas. The government regularly engages Canadians on their views about important services, such as those provided by Canada Post
- This polling is related to the government’s commitment to review the Canadian Postal Service Charter every 5 years
- The views of Canadians are important to the Government of Canada and COVID-19 has dramatically changed how Canadians use postal services. This research will help to better understand Canadians’, Indigenous peoples and Canadian businesses’ views regarding how Canada Post serves them today and how they wish to be served into the future
National Capital Commission at a glance
National Capital Commission
Annual appropriations
- Approximately $68.4M (operating) and $23M (capital)
Full-time equivalent employees
- Approximately 450
Background
- A Crown Corporation established in 1959 through the National Capital Act
Mandate
- Ensure Canada’s capital region is of national significance and a source of pride for Canadians:
- manage, conserve and protect National Capital Commission (NCC) assets
- set long-term planning direction for federal lands
- regulate use and development of all federal lands
Board of directors
- Board consists of a chair, a chief executive officer and 13 other members from the capital region (5) and other regions of the country (8)
- Mayors of the cities of Ottawa and Gatineau participate in all board meetings, on an ex-officio, non-voting basis
Highlights
- Largest landowner in the National Capital Region (NCR): wwns and manages 11% of the land in the NCR
- Replacement value of assets: $2.2B, including $653M for official residences
- Inventory of assets under NCC stewardship includes:
- 6 official residences and 49 ancillary buildings, including several designated heritage buildings
- Gatineau Park, the Greenbelt, and 23 urban parks
- 2 interprovincial bridges
- 75 km of waterfront and 50 lakes
- 100+ km of parkways and roads, and 300 km of pathways
- 194 monuments, public art, interpretive panels and plaques
- 1700 properties
Current priorities
- Improvement of the condition of the official residences of Canada
- Investment of $173.6M in appropriations from May 2020 in critical assets and infrastructure
- Revitalization of shorelines and waterways
- Leadership in environmental sustainability and climate resilience
- Support for regional transportation planning and infrastructure initiatives
- Engagement with Indigenous partners
- Reflecting inclusiveness and Canada’s diversity in stewardship of NCC assets and its workforce
Key topics
Official residences
- 24 Sussex Drive, the prime minister’s official residence, in critical condition
- 6 official residences and 49 secondary buildings are deteriorating
- Only $3M in annual capital appropriations is earmarked for official residences
- Asset Condition Report (2021) recommended $175M for deferred maintenance
- Immediate action is necessary to avoid permanent loss of 24 Sussex Drive
- A preliminary functional requirements study for the prime minister’s official residence was completed and could inform future decision-making
Financial capacity
- Generally, NCC is allocated $68.4M (operating) and $23M (capital) in annual appropriations
- $101.2M in additional operating obligations have been absorbed since 2009 to 2010 including:
- legislative requirements, inflationary pressures, payments-in-lieu-of-taxes, maintenance costs
- Between 2018 and 2020, NCC was allocated $228.6M in additional appropriations to assist with urgent repairs, health and safety requirements
- Ongoing operating budget shortfalls inhibit essential services
Regional transportation
- NCC mandate includes transportation planning
- Since 2018, NCC has been directed to do the following:
- refresh existing studies for a sixth crossing—completed in 2020
- develop a long-term integrated interprovincial crossings plan—approved in early 2022
- establish an interprovincial transit office—established in early 2022
- support Public Services and Procurement Canada on replacement of the Alexandra Bridge—ongoing
- NCC working with federal partners and the City of Ottawa assessing the impacts of closure of Wellington Street, and evaluating long-term opportunities for public-placemaking
LeBreton Flats
- Building LeBreton initiative launched in 2019
- Master Concept Plan adopted by NCC in April 2021 and integrated in Ottawa’s official plan in October 2021
- Received multiple responses for a request for expressions of interest for 2 proposed sites of major attractions at LeBreton Flats—Evaluation is underway with further updates anticipated in June 2022
- In June 2022, NCC expects to launch a process seeking a proponent for the next phase of development (flats phase) for up to 4 parcels of land
Legislative amendments
- National Capital Act enacted in 1959 and remains largely unchanged
- Impacts on NCC include:
- capacity to generate value from real estate
- ability to shape federal land and design
- authority to protect, manage and maintain public lands and assets, including Gatineau Park
- NCC working closely with federal partners to advance amendments to modernize legislative authorities
COVID-19
- NCC adapted to the unprecedented challenges presented by COVID-19
- Precautions and supply chain disruptions have impacted construction activities
- Access to land and parkways was increased for active users
- Rent relief was provided to NCC tenants in alignment with Canada Emergency Commercial Rent Assistance
- A mandatory vaccination policy was implemented for the NCC workforce
Shared Services Canada at a glance
Shared Services Canada
Shared Services Canada planned spending for 2022 to 2023
- $2,618,895,615
Shared Services Canada planned full-time equivalents for 2022 to 2023
- 7,867
2022 to 2023 Shared Services Canada strategic priorities
- As the government becomes more dependent on information technology (IT) infrastructure for its day-to-day business, Shared Services Canada (SSC) is faced with increased demand for repairs and maintenance and to support the security of Government of Canada (GC) IT infrastructure. The strategic priorities for 2022 to 2023 build on the direction outlined in SSC 3.0, reflect continuous technological advances, and support the ongoing transformation of the GC’s IT infrastructure and service to meet current and future needs
Network and security
- SSC will be accelerating its work to transform the current patchwork of networks into modern and secure networks and IT infrastructure that work in office buildings and for remote work
- Current priorities include:
- network modernization
- hybrid network model
- Regional Hubs Strategy
- zero trust architecture
- securecloud to ground
- cyber security procurement vehicle
Modern Application Platforms
- SSC has made significant progress in modernizing and strengthening the GC IT infrastructure to support the latest technologies and applications
- Current priorities include:
- IT repair and replacement
- workload modernization and migration and data centre closure
- develop and evolve the cloud operating model
Data points
- The GC network includes approximately 50 networks, spanning approximately 4,000 sites and approximately 5,000 buildings. It reaches over 400,000 users in Canada and around the world
- To date, SSC has migrated 27 partner departments’ departmental email systems to a consolidated cloud-based email solution and in 2022 to 2023, SSC will begin migrating additional partner departments
Enterprise tools
- SSC will implement modern, secure and robust enterprise tools and supporting capabilities for a digitally-enabled public service
- Current priorities include:
- cloud solution: digital communications and collaboration
- cloud solution: cloud managed desktop
- cloud solution: contact centre modernization
- modernizing a human resources and oay system
- internal audit enterprise application
- supporting enterprise solutions for science
Enabling the enterprise
- SSC must monitor and understand developing digital trends and be in a position to cater to specialized demand by partners. SSC will work to strengthen governance, funding and decision-making to incentivize the enterprise approach
- Current priorities include:
- customer-led projects
- artificial intelligence and automation service
- IT service management
- GC enterprise portfolio management
- modernization of IT procurement
Number of Shared Services Canada employees
- Located in 5 geographic regions across Canada and in the National Capital Region (NCR):
- totals represent a snapshot in time and may not match planned 2022 to 2023 full-time equivalents (FTEs)
- data from April 1, 2021
- Total full-time equivalents: 8,166:
- Yellowknife: 2
- Vancouver: 145
- Victoria: 41
- Edmonton: 104
- Calgary: 34
- Saskatoon: 11
- Regina: 23
- Winnipeg: 85
- Montreal/Dorval: 385
- Ottawa/Gatineau: 6.343
- Petawawa: 18
- Canadian Forces Base Borden: 54
- Toronto: 128
- Quebec City: 78
- Kingston: 1
- Belleville: 0
- Matane/Rimouski: 15
- Charlottetown: 72
- Halifax/Dartmouth: 137
- Moncton: 187
- Fredericton: 0
Shared Services Canada initiatives
General procurement
- In fiscal year 2021 to 2022, SSC awarded 2,546 contracts for the department, of these:
- 58% of contracts awarded (value), representing 1,529 contracts, were issued through the use of open, fair and transparent competitive processes, for a total value of approximately $1.07 billion
- IT Repair and Replacement Program (ITRR) helps to replace aging IT assets that are at end-of-life or end-of-support and narrow the gap to meet optimal asset refresh levels:
- for 2021 to 2022, the ITRR Budget was $202.4 million
- for 2022 to 2023 Main Estimates requests $97.5 million
- the main area of ITRR investments are:
- local area network and wide area network switches and routers
- servers, including Windows, Linux, Unix server
- storage devices
Procurement diversity
- In fiscal year 2020 to 2021, 73% of contracts awarded by SSC went to small and medium enterprises. It is anticipated that fiscal year 2021 to 2022 results will be similar
- Dollar value of contracts awarded to Indigenous businesses:
- 2019: $35,850,381
- 2020: $42,149,537
- 2021: $44,747,608
- year-over-year increase
- In 2021, 2.5% of the value and 7.0% of the volume of SSC-funded contracts were awarded to Indigenous businesses
- In 2021 SSC procured contracts from Indigenous Businesses for:
- IT hardware and software
- IT professional services
- IT maintenance services
- office and administration
- telecommunications and voice equipment
- network equipment
- telecommunications professional services
- management support
- SSC is leading scale up, a social procurement pilot which simplifies the bidding process in order to increase accessibility for micro and small enterprises to SSC procurement
- micro and small enterprises include businesses led by Indigenous and underrepresented groups
Cloud
- SSC offers a cloud brokering service, which provides customers with self-serve access via the GC cloud services portal to commercial cloud services
- Government of Canada's cloud framework agreements include 8 separate cloud service providers
- Cloud services increase the responsiveness, flexibility, and value for money of the applications used to deliver programs and services to Canadians
Cyber security
- SSC is mandated to manage IT infrastructure services related to email, data centres, and telecommunications for 43 other federal organizations
- Budget 2022 proposes to provide $875.2 million over 5 years, beginning in 2022 to 2023, and $238.2 million ongoing for additional measures to address the rapidly evolving cyber threat landscape
- this includes $178.7 million over 5 years allocated to SSC and Communications Security Establishment, starting in 2022 to 2023, and $39.5 million ongoing, to expand cyber security protection for small departments agencies and Crown corporations
- SSC is delivering on a portfolio of projects that range from the protection of classified systems, the automated detection of threats and cybersecurity events, the protection of desktops, laptops and other “endpoint” devices
- Security projects/initiatives included in Main Estimates:
- secure cloud enablement and defence evolution
- Government of Canada secret infrastructure project expansion
- expanded small departments and agencies study
- endpoint visibility, awareness and security project
- internal credential authentication service solution
Next generation pay
- Over the last year, a series of pilot tests have been ongoing with the Department of Canadian Heritage
- Additional pilot testing with:
- Department of Fisheries and Oceans and the Canadian Coast Guard
- Canada Economic Development for Quebec regions
- Recommendations expected to be delivered in 2023
- Engagement with over 2,100 participants across the Government of Canada
- Budget 2019 allocated $113.1M in funding until 2023, which includes the following contracts (as of April 5, 2022):
- Ceridian Canada Ltd, valued at $39,467,228
- to deliver the services to support the second phase of design and experimentation
- SAP Canada Inc., valued at $6,455,757
- for the first phase of exploratory and is no longer active
- Workday, valued at $29,312,395
- involves examining the future viability of implementing a human capital management software as a service solution in the cloud with a focus on a higher security cloud to support the Government of Canada’s high security organizations
- Access to Information and Privacy In fiscal year 2020 to 2021, SSC achieved a compliance rate of 97.5 %:
- received 191 new requests
- processed 131 092 pages
- zero instances of the department declining to respond based on vexatious, bad faith, or abuse of rights requests
- of the 161 closed requests:
- 63% (102) were closed within 60 days
- 81% (131) were closed within 120 days
- In fiscal year 2021 to 2022, SSC saw a significant increase in workloads:
- increase of at least 112% in formal access to information requests compared to the previous year
- SSC Access to Information and Privacy remained functional throughout COVID
- Access to Information and Privacy In fiscal year 2020 to 2021, SSC achieved a compliance rate of 97.5 %:
- involves examining the future viability of implementing a human capital management software as a service solution in the cloud with a focus on a higher security cloud to support the Government of Canada’s high security organizations
- Ceridian Canada Ltd, valued at $39,467,228
Network modernization
- Network modernization way forward document published in February 2021
- Continue to seek feedback and from, and consult with, industry stakeholders:
- hosting an industry day on June 14, 2022 to provide an update on the Network Modernization Strategy and progress made
- over 80 one-on-one meetings held between the chief technology officer and companies
- approximately 15 information technology infrastructure roundtables have been held
- In 2022 to 2023, SSC will deliver continuous upgrades to meet increasing demand for:
- higher bandwidth for users
- reduction of single points of failures
- standardization and modernization of networks
- As per Network Modernization Way Forward, it is expected that most employees will adopt a hybrid office/home work environment in the future, SSC’s partners have been asking for:
- network access:
- better user experience in how they work and collaborate
- cloud access:
- acceleration the transition of applications to the cloud
- mobility:
- seamless connection to the network both at work and outside the office
- agility:
- simpler processes and faster turnaround times to meet emerging requirements
- network access:
- Since the release of the discussion paper, Network Modernization Way Forward, SSC has observed a substantial growth in contracts awarded to diverse original-equipment-manufacturers. Comparing 2020 to 2021 to 2021 to 2022 (up to February 17, 2022):
- Extreme Networks: from $1.3M to $2.7M
- Fortinet: from $3.8M to $10.7M
- Juniper: from $4.5M to $7.2M
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