2019 to 2020 Departmental Results Report and 2021 to 2022 Departmental Plan: Standing Committee on Government Operations and Estimates—March 24, 2021

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Tabling of the 2019 to 2020 Departmental Results Report for Public Services and Procurement Canada

Context

On December 7, 2020, the 2019 to 2020 Departmental Results Report (DRR) for Public Services and Procurement Canada (PSPC) was tabled in the House of Commons by the President of the Treasury Board. The report documents PSPC’s key program accomplishments and challenges for 2019 to 2020 in relation to the Minister’s mandate commitments and/or government-wide priorities.

Suggested response

If pressed on COVID-19 response:

If pressed on the Translation Bureau:

If pressed on the delivery of National Shipbuilding Strategy (NSS) ships:

If pressed on the department’s expenditures:

Background

PSPC’s DRR is prepared annually and reports on whether the department has fulfilled the expectations outlined in the Departmental Plan. The report is tabled every fall by the President of the Treasury Board. Parliamentary committees have an opportunity to review and question department spending and achieved results. The DRR for the 2019 to 2020 fiscal year is based on the Departmental Results Framework.

Priority 2019 to 2020 activities

In 2019 to 2020, PSPC made significant progress in the implementation of the priorities identified in the 2019 to 2020 Departmental Plan.

In addition, 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.

Key financial information

The performance information contained within the 2019 to 2020 DRR is measured against the planned spending defined in PSPC’s 2019 to 2020 Departmental Plan.

The DRR shows an increase of $614 million between the 2019 to 2020 planned spending and the actual spending, from $3.215B to $3.829B. This is not unusual since planned spending is determined prior to the year and does not include changes in funding approved throughout 2019 to 2020.

The net increase of $614 million between the 2019 to 2020 actual spending and the 2019 to 2020 planned spending is mainly due to:

Tabling of the 2021 to 2022 Departmental Plan for Public Services and Procurement Canada

Context

On February 25, 2021, the 2021 to 2022 Departmental Plan (DP) for Public Services and Procurement Canada (PSPC) was tabled in the House of Commons by the President of the Treasury Board. The report outlines PSPC’s key priorities for 2021 to 2022 in relation to the Minister’s mandate commitments and government-wide priorities.

Suggested response

If pressed on COVID-19 response:

Background

The DP is a mechanism of ministerial accountability communicating departmental expenditure plans for the next 3 years, as well as an organization’s priorities, resource requirements and expected results. The report is tabled annually in Parliament by the President of the Treasury Board on behalf of all organizations and published online for all Canadians.

Priority 2021 to 2022 activities

The activities identified below collectively summarize PSPC’s key plans, which are aligned by core responsibility:

Key financial information

Budgetary planning information for core responsibilities and internal services, including the 2021 to 2022 Main Estimates, and the 2022 to 2023 and 2023 to 2024 planned spending, is as follows.

Table 1: Budgetary planning information for core responsibilities and internal services (in dollars)
Purpose of funding 2021 to 2022 Main Estimates 2022 to 2023 Planned spending 2023 to 2024 Planned spending
Core responsibilities 4,136,182,515 4,043,137,861 3,102,564,919
Internal services 355,047,666 325,120,316 301,764,354
Totals 4,491,230,181 4,368,258,177 3,404,329,273

For 2023 to 2024, the department plans to spend approximately $1,087 million less than in 2021 to 2022. The decrease is due to the end or winding down of funding in a broad suite of initiatives including:

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