2020 to 2021 Departmental Results Report and 2022 to 2023 Departmental Plan: Standing Committee on Government Operations and Estimates—March 4, 2022

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2020 to 2021 Departmental Results Report

Key messages

Key data points

Background

Public Services and Procurement Canada’s departmental results report is prepared annually to report on how the department has fulfilled the expectations outlined in the corresponding departmental plan. The report was tabled on February 1, 2022, by the president of the Treasury Board. Parliamentary committees have an opportunity to review and question departmental spending and achieved results.

Priority 2020 to 2021 activities

In 2020 to 2021, PSPC made significant progress in the implementation of the priorities identified in the 2020 to 2021 Departmental Plan.

In addition, PSPC continued to play a key role in supporting Canada’s response to the COVID-19 pandemic by procuring essential medical supplies, equipment, and services to keep our front line health care workers, public servants, essential workers and Canadians safe. PSPC took an aggressive procurement approach to fulfill emergent and immediate, as well as long-term, medical supply requirements.

PSPC also several steps to reduce its carbon footprint. For example, the department has been able to utilize clean electricity in 91.4% of the Crown-owned building portfolio in 2020 to 2021, which is up from the starting point of 80% in 2018 to 2019.

Key financial information

The departmental results report shows an increase of $398.6 million between the 2020 to 2021 planned spending and the actual spending, from $4.05B to $4.45B. This is not unusual since planned spending is determined prior to the year and does not include changes in funding approved throughout 2020 to 2021, including in relation to COVID-19 response and pay operations.

Key performance information

In 2020 to 2021, where results were available and targets were set, 72.9% of PSPC’s departmental results indicators (DRIs) met their targets. This is lower than the department’s performance in 2019 to 2020 (86%), but this difference is largely attributable to pandemic-related impacts on some programs.

Doubling of spending and full-time equivalents for “payments and accounting”

Results for Public Services and Procurement Canada service standards met and/or overall client satisfaction

Results for participation of Indigenous and women‑led businesses in procurement

Additional background: Public Services and Procurement Canada 2020 to 2021 Departmental Results Report

Background

The departmental results report presents the department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding departmental plan. The report was tabled in Parliament on February 1, 2022.

Priority activities

The activities identified below summarize PSPC’s key accomplishments in the 2020 to 2021 year.

Purchase of goods and services

Payments and accounting

Property and infrastructure

Government-wide support

Performance results

For 2020 to 2021, as displayed on GC InfoBase, (which is a public facing web page that provides performance information—results and indicators—for federal organizations) PSPC reports information on 36 results, measured by 67 indicators.

For 59 of the 67 these indicatorsFootnote 1:

Where results were available and targets were set, 72.9% of PSPC’s departmental results indicators met their targets. This is lower than the department’s performance in 2019 to 2020 (86%Footnote 2), but this difference is largely attributable to pandemic-related impacts on some programs. Footnote 3It should be noted that 37 of 45 (82%) of PSPC’s departmental results indicators have a target and a result in 2020 to 2021, compared to 28 of 48 DRIs (58%) in 2019 to 2020, which is a significant improvement.

Key performance trends by core responsibility
Purchase of goods and services
Payments and accounting
Property and infrastructure
Government-wide support

Key financial information

Table 1: Budgetary performance information for core responsibilities and internal services in dollars, including the 2020 to 2021 Main Estimates, and the 2020 to 2021 planned and actual spending (in dollars)
Purpose of funding 2020 to 2021 Main Estimates 2020 to 2021 planned spending 2020 to 2021 actual spending
Core responsibilities 3,766,548,082 3,766,548,082 4,066,626,015
Internal services 281,723,937 281,723,937 380,244,932
Totals 4,048,272,019 4,048,272,019 4,446,870,947

2022 to 2023 Departmental Plan

In this section

Key messages

Key data points

Background

The departmental plan 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 plan is tabled annually in Parliament by the President of the Treasury Board on behalf of all departments and published for all Canadians.

Priority activities

In 2022 to 2023, PSPC will deliver on a broad range of priority activities supporting the 5 core responsibilities under its mandate:

These priority activities include:

Work will also be done to:

Efforts will be invested to enhance government-wide services and solutions by providing agile and digitally enabled environments and to improve programs related to contract security and controlled goods to respond to evolving external threat environment.

Departmental Results Report 2020 to 2021

Key messages

If pressed on cybersecurity:

If pressed on cloud services:

If pressed on cloud brokering:

If pressed on procurement:

If pressed on telecommunications:

Key data points

Background

The departmental results report informs parliamentarians and Canadians of the results achieved by Shared Services Canada for Canadians, and the resources used to achieve those results. A retrospective view is provided for 2020 to 2021 against the plans, priorities and expected results that were set out in the departmental plan for the year. The departmental results report is based on the Departmental Results Framework and program inventory approved for 2020 to 2021.

The 2020 to 2021 Departmental Results Report focuses on Shared Services Canada’s response to the COVID-19 pandemic while also moving digital government forward, and coordinating a government-wide corporate approach to information technology.

Shared Services Canada delivered on responsibilities over the past year by providing modern, secure and reliable services to government organizations so they could deliver digital programs and services that Canadians need.

Departmental Plan 2022 to 2023

Key messages

If pressed on Next Generation Human Resources and Pay System:

If pressed on the hybrid network model:

If pressed on Zero Trust Architecture:

If pressed on procurement:

Key data points

Background

The departmental plan provides parliamentarians and Canadians with information on Shared Services Canada’s mandate, priorities and resources for the upcoming year. It describes Shared Services Canada’s core responsibility and departmental results, departmental priorities for 2022 to 2023, and how the work of the department will support the government’s mandate, commitments and priorities.

Shared Services Canada’s Departmental Plan acknowledges the important role the department will play in the Government of Canada’s digital transformation and the post pandemic work environment. The departmental plan has been structured to reflect the close alignment between the SSC’s strategic priorities and the department’s core responsibility, results and initiatives.

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