DEPARTMENTAL PLAN 2021 to 2022 PUBLIC SERVICES AND PROCUREMENT CANADA - Anita Anand, PC, MP - (www.tpsgc-pwgsc.gc.ca).

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DEPARTMENTAL PLAN 2021 to 2022 PUBLIC SERVICES AND PROCUREMENT CANADA - Anita Anand, PC, MP - (www.tpsgc-pwgsc.gc.ca).
PUBLIC SERVICES AND PROCUREMENT CANADA
2021 to 2022
DEPARTMENTAL PLAN

Anita Anand, PC, MP
Minister of Public Services and Procurement
DEPARTMENTAL PLAN 2021 to 2022 PUBLIC SERVICES AND PROCUREMENT CANADA - Anita Anand, PC, MP - (www.tpsgc-pwgsc.gc.ca).
Catalogue Number: P1-33E-PDF

ISSN: 2371-8846
DEPARTMENTAL PLAN 2021 to 2022 PUBLIC SERVICES AND PROCUREMENT CANADA - Anita Anand, PC, MP - (www.tpsgc-pwgsc.gc.ca).
Table of Contents
From the Minister .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 1

Plans at a glance. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 3

Core responsibilities: planned results and resources, and key risks .  .  .  .  .  .  .  .  .  . 7
  Purchase of Goods and Services.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 7
  Payments and Accounting. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 18
  Property and Infrastructure.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 24
   Government-Wide Support.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 38
  Procurement Ombudsman.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 44

Internal Services: planned results.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 49

Spending and human resources.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .                               55
   Planned spending .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .            55
   Planned human resources.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .                        58
   Estimates by vote.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .            58
   Future-oriented condensed statement of operations. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .                                                        58

Corporate information. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .                   61
  Organizational profile. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .                   61
  Raison d’être, mandate and role: who we are and what we do .  .  .  .  .  .  .  .  .  .  .  .  .                                                                          62
  Operating context.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .              62
  Reporting framework .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .                    62

Supporting information on the program inventory .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 67

Supplementary information tables .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 69

Federal tax expenditures .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 71

Organizational contact information .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 73

Appendix: definitions.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 75

Endnotes.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 79

                                                                                      Public Services and Procurement Canada                                                        i
DEPARTMENTAL PLAN 2021 to 2022 PUBLIC SERVICES AND PROCUREMENT CANADA - Anita Anand, PC, MP - (www.tpsgc-pwgsc.gc.ca).
DEPARTMENTAL PLAN 2021 to 2022 PUBLIC SERVICES AND PROCUREMENT CANADA - Anita Anand, PC, MP - (www.tpsgc-pwgsc.gc.ca).
to millions of Canadians during this
                                             time of greatest need. Our work as
                                             purchasing agent, real property
                                             manager, pay and pension administrator
                                             and linguistic authority, among other
                                             roles, will continue into 2021 to 2022
                                             to support the pandemic response and
                                             other government priorities.

                                             PSPC’s Departmental Plan describes
                                             these and other priorities for the
                                             coming fiscal year. Recognizing
        Anita Anand, PC, MP
                                             that we face ongoing uncertainty as
                                             a result of the pandemic, PSPC stands

From the
                                             ready to quickly adapt and pivot as
                                             circumstances demand—as we have

Minister
                                             done since the onset of COVID-19.

                                             PSPC’s work will also deliver on broad
I am pleased to present the 2021 to          government commitments related to
2022 Departmental Plan for Public            diversity and inclusion, sustainability
Services and Procurement Canada.             and economic recovery. For instance,
                                             PSPC will use its purchasing power to
The experience of COVID-19 over the          contribute to socio-economic benefits
past year has highlighted the important      by increasing supplier diversity. This
role that governments play in supporting     includes providing Indigenous and Black-
and protecting citizens. The Govern­ment     owned businesses with opportunities to
of Canada has worked throughout the          successfully compete for government
pandemic to help Canadians stay safe         contracts and subcontracts.
and mitigate the worst of the economic
effects of COVID-19. As a common             We will support the Government’s
service provider, PSPC has played            climate goals of net-zero emissions
a critical role by helping depart­ments      by ensuring that real property projects
and agencies deliver services to             and renovations continue to integrate
Canadians and by equipping provinces         sustain­able development and the use of
and territories, through the Public          clean energy. Work on the Parliamen­tary
Health Agency of Canada, with much           Precinct, Laboratories Canada, and the
needed personal protective equipment,        West Memorial Building are just a few
tests and vaccines. The department also      notable examples of important infra­
maintained our buildings and assets so       struc­ture projects that are underway.
they remained safe, provided linguistic      These projects will also support our
services to keep Canadians informed          economic recovery, creating jobs across
and processed social benefits payments       a wide range of trades and professions.

                                           Public Services and Procurement Canada       1
DEPARTMENTAL PLAN 2021 to 2022 PUBLIC SERVICES AND PROCUREMENT CANADA - Anita Anand, PC, MP - (www.tpsgc-pwgsc.gc.ca).
2021 to 2022 Departmental Plan

    The pandemic has given us an               of modern tools and methodologies.
    opportunity to rethink our accommo­        For instance, we will continue
    dations strategy. In collaboration with    advancing our cloud-based electronic
    key partners, we will develop a compre­    procurement solution to simplify how
    hensive approach to the workplace so       suppliers can do business with govern­
    that we can best support a flexible and    ment. We are also experimenting with
    mobile workforce, while making best        artificial intelligence to provide
    use of our office space. Along the way,    linguistic services such as remote
    we will aim to go above and beyond         interpretation for official, Indigenous
    current accessibility standards so that    and foreign languages, and video
    barriers are removed for occupants of      remote inter­pre­tation for sign languages.
    all abilities.
                                               Finally, we will advance our work to
    Another priority in the coming fiscal      eliminate the backlog of outstanding
    year is delivering on key procurements     public service pay issues, as well as
    to support defence air and land require­   ensure that employees receive accurate
    ments. Progress will be made in the        pay on time.
    competitive process to replace the
    fighter aircraft fleet, as well as in      These are only some of our priorities
    renewing Canada’s federal fleet of         for 2021 to 2022. I am looking forward
    combat and non-combat vessels              to working with the dedicated employees
    along with our shipbuilding industry.      of PSPC as we continue to fight
    To ensure timely delivery, PSPC is         COVID-19, invest in Canadians and
    working closely with industry to           their communities, create good middle
    mitigate impacts resulting from the        class jobs, fight climate change, and
    COVID-19 pandemic.                         grow our economy.

    We will also continue supporting the
    transition to a digital government by      Anita Anand, PC, MP
    enhancing the capacity and integration     Minister of Public Services and Procurement 

2   From the Minister
DEPARTMENTAL PLAN 2021 to 2022 PUBLIC SERVICES AND PROCUREMENT CANADA - Anita Anand, PC, MP - (www.tpsgc-pwgsc.gc.ca).
PSPC employees having a socially distanced meeting in a GCcoworking space.

Plans at a glance
In 2021 to 2022, Public Services and Procurement Canada (PSPC) will:

 Purchase of Goods and Services

 • Continue to prioritize the purchase of goods and services in support of the
   government’s response to COVID-19.
 • Advance the implementation of the cloud-based Electronic Procurement
   Solution (EPS) within PSPC, to simplify how suppliers of all sizes and regions
   of the country do business with the Government of Canada.
 • Examine new approaches to procurement to provide greater opportunities for
   supplier diversity, including the launch of pilot procurements to open bidding
   opportunities for Black owned and/or operated businesses.
 • Continue to modernize procurement, including continuing the phased imple­men­
   ta­­tion of a Vendor Performance Management Regime to incentivize suppliers
   to deliver high-quality goods and services, and developing and implementing
   innovative procurement approaches to help federal organizations meet their
   business needs.
 • Deliver on key procurements in support of Canada’s defence policy, Strong,
   Secure, Engaged, including by releasing requests for proposals for a number
   of defence air and land requirements, as well as making key strides in the
   competitive process to replace the fighter aircraft fleet.

                                         Public Services and Procurement Canada     3
DEPARTMENTAL PLAN 2021 to 2022 PUBLIC SERVICES AND PROCUREMENT CANADA - Anita Anand, PC, MP - (www.tpsgc-pwgsc.gc.ca).
2021 to 2022 Departmental Plan

     Purchase of Goods and Services (continued)

     • Continue to work with other government departments and industry to renew
       Canada’s federal fleet of combat and non-combat vessels, providing economic
       benefits to Canadians and rebuilding our country’s shipbuilding industry.

    Payments and Accounting

     • Continue progress towards the elimination of the backlog of outstanding pay
       issues for public servants as a result of the Phoenix Pay System.
     • Deliver high quality, client-centric services by meeting service delivery goals,
       ensuring the ongoing integrity of pension data, and enabling more services
       through innovation, so that more than 908,000 active and retired members of
       pension plans administered by PSPC can readily access pension information,
       and receive timely and accurate pension payments.

     Property and Infrastructure

     • Advance sustainability, climate resiliency, and the green agenda for federal real
       property and infrastructure assets by integrating sustainable development, the
       use of clean energy, energy reduction, and greenhouse gas reduction into the
       decision-making, planning and delivery of real property projects.
     • Build a comprehensive approach that takes into consideration opportunities
       brought upon by the COVID-19 pandemic to rethink the workplace, and the
       return to the office, through stakeholder engagement.
     • Continue to advance the Laboratories Canada Strategy which seeks to provide
       federal scientists with leading-edge, collaborative, accessible, and sustainable
       science and technology facilities.
     • Continue to implement the rehabilitation of the Parliamentary Precinct through
       the Long Term Vision and Plan (LTVP).
     • Continue to improve crossings in the National Capital Region (NCR) in order to
       improve fluidity and increase transportation options to ensure the health and
       safety of users and to further decrease greenhouse gas emissions.

     Government-Wide Support

     • Continue to adapt to the rapid pace of digital transformation in linguistic services,
       by experimenting with artificial intelligence and collaborating with other govern­
       ment departments and agencies to increase remote interpretation for official,
       Indigenous and foreign languages, and video remote interpretation for sign
       languages.

4   Plans at a glance
DEPARTMENTAL PLAN 2021 to 2022 PUBLIC SERVICES AND PROCUREMENT CANADA - Anita Anand, PC, MP - (www.tpsgc-pwgsc.gc.ca).
2021 to 2022 Departmental Plan

 Government-Wide Support (continued)

 • Support the transition to a digital government to improve the delivery of
   services and solutions, enhancing the capacity and integration of modern tools
   and methodologies.
 • Continue to improve the Contract Security Program and Controlled Goods
   Program to respond to an evolving external threat environment, and develop
   a more client-focussed delivery approach to safeguard sensitive and strategic
   government information and assets accessed by the private sector.

 Procurement Ombudsman

 While operating at arm’s-length from federal organizations, the Office of the
 Procurement Ombudsman (OPO) will:
    • Review the procurement practices of federal organizations to promote
      fairness, openness and transparency.
    • Review complaints from Canadian suppliers and make recommendations
      for the improvement of federal procurement practices.
    • Provide low-cost alternative dispute resolution services which offer an
      opportunity for suppliers and federal organizations to come together in
      a neutral setting with the purpose of finding solutions, preserving business
      relationships and avoiding costly litigation.
    • Share procurement-related information amongst federal organizations and
      Canadian suppliers to promote simplification and transparency in the federal
      procurement process.

For more information on Public Services and Procurement Canada’s plans, priorities
and planned results, see the “Core responsibilities: planned results and resources,
and key risks” section of this report. 

                                          Public Services and Procurement Canada      5
DEPARTMENTAL PLAN 2021 to 2022 PUBLIC SERVICES AND PROCUREMENT CANADA - Anita Anand, PC, MP - (www.tpsgc-pwgsc.gc.ca).
The Canadian Shield company producing millions of face shields for the Public Health
Agency of Canada.

Core responsibilities: planned
results and resources, and
key risks
This section contains detailed information on the Department’s planned results and
resources for each of its core responsibilities. It also contains information on key
risks related to achieving those results.

Purchase of Goods and Services
PSPC purchases goods and services on behalf of the Government of Canada.

Planning highlights                         procurement of approximately
                                            $16.6 billion of goods and services
 Departmental Result: Federal               annually on behalf of federal depart­
 organizations have the products and        ments and agencies, of which approxi­
 services they need, when they need         mately 52% goes to Canadian small
 them, at the best value.                   and medium enterprises.

PSPC is committed to ensuring               As Canada’s central purchasing agent,
procure­ment is well managed and            PSPC will continue to prioritize its
achieves best value for Canadians.          support for the government’s response
The Department manages the                  to COVID-19, buying personal protective

                                         Public Services and Procurement Canada        7
2021 to 2022 Departmental Plan

    equipment (PPE), medical equipment,       In 2021 to 2022, PSPC will continue
    testing equipment and therapeutics        the phased implementation of a VPM
    on behalf of client departments and       Framework through its incorporation
    agencies. PSPC has secured agreements     into solicitations and contractual docu­
    for a diverse portfolio of COVID-19       ments. This will better position the
    vaccines to ensure that every Canadian    Government of Canada to do business
    that wants a vaccine can get one as       with vendors who perform well and
    quickly as possible. Canada received      provide value to Canadians, thereby
    its first shipments of vaccines in        strengthening the stewardship and
    December 2020, and deliveries will        integrity of federal procurement.
    continue throughout 2021. In addition,
    the Department is procuring other         The Department remains committed
    require­ments such as mental health       to the implementation of the
    services and online COVID-19 tools,       Sustainment Initiative principles,
    as well as accommodations and             and is providing procurement
    humanitarian support to individuals       professionals with ongoing support
    having to self-isolate. The Department    in the development of related
    will endeavour to remain agile in         solutions, including engagement,
    responding to clients’ evolving needs,    training, best practices and tools.
    while increasingly carrying out           Under the Initiative, tailored
    competitive procurement processes.        contracting approaches for the
    In addition, PSPC will continue           maintenance and repair of military
    operating the Essential Services          equipment are developed to ensure
    Contingency Reserve which provides        that the specific needs of each
    PPE, non-medical masks and disinfec­      sustainment project are met.
    tion products to eligible essential
    service businesses or organi­zations,     Over the course of the fiscal year,
    in order to address urgent, short-term    PSPC will continue to strengthen
    needs. As part of its overall procure­    relationships with stakeholders and
    ment strategy, the Department will        other government organizations
    maintain a diversified roster of          through forums to discuss procurement
    suppliers where necessary to help         principles and tools, and by advancing
    mitigate the risks posed by intense       the Canadian Collaborative Procure­
    global competition and constrained        ment Initiative (CCPI). The CCPI
    supply chains.                            enables provincial and territorial
                                              governments, as well as Municipalities,
    The Department intends to continue        Academic Institutions, Schools and
    modernizing procurement and increase      Hospitals (MASH) and other entities,
    value for money in federal purchasing,    to use federal procurement tools, and
    through a number of key initiatives       facilitates supplier access to multiple
    including the Vendor Performance          public organizations through one
    Management (VPM) Framework and            procurement channel. The Initiative
    the Sustainment Initiative.               will onboard additional participating

8   Core responsibilities: planned results and resources, and key risks
2021 to 2022 Departmental Plan

          Minister Anand was on site on December 13, 2020 when the first shipments
          of vaccines arrived in Canada.

entities and increase the number of        Program; the Strategic Tanker
available procurement commodities.         Transport Capability Project; the
                                           Logistics Vehicle Moderni­zation
The Department will continue to focus      Project, and the Remotely Piloted
on key procurements in support of          Aircraft System Project. The Depart­
Strong, Secure, Engaged and the            ment will also continue to take
National Shipbuilding Strategy (NSS).      delivery of CH-148 Cyclone maritime
PSPC will make key strides in the          helicopters, CC295 Fixed-Wing Search
procurement of advanced fighter jets       and Rescue Aircraft, Armoured Combat
to replace Canada’s CF-18 fleet by         Support Vehicles, and the final six
evaluating revised proposals and           Interim Fighter Capability Project
beginning negotiations on an agree­        F/A-18 aircraft.
ment, with the aim of contract award
in 2022.                                   In support of the NSS, during 2021
                                           to 2022 the Department will accept
PSPC will also advance a number of         delivery of the second Arctic and
significant procurements with the          Offshore Patrol Ship (AOPS) and
release of formal Requests for             shipyards will cut steel on the eighth
Proposals following extensive industry     AOPS and the Offshore Oceanographic
engage­ments over the last several         Science Vessel. In addition, the agree­
years: the Future Aircrew Training         ment with the third Canadian shipyard

                                         Public Services and Procurement Canada      9
2021 to 2022 Departmental Plan

     under the NSS is expected to be in place   release additional datasets via ongoing
     in spring 2021; this shipyard will build   partici­pation in the Open Contracting
     six Program Icebreakers for the Canadian   Data Standard Initiative, as part of its
     Coast Guard (CCG). PSPC continues to       commitment to Open Government.
     prioritize the delivery of ongoing and
     future major procurement projects to       In 2021 to 2022, PSPC will also
     ensure that Canada has an agile, multi-    continue to develop and implement
     purpose military, a renewed CCG fleet,     innovative procurement approaches to
     and that members of the Canadian           help federal organizations meet their
     Armed Forces are well equipped.            business needs, including refining and
                                                expanding the implementation of the
      Departmental Result: Government           phased-bid compliance process, the
      purchasing is simpler and easy to         competitive dialogue process, as well as
      access, fair and transparent for          agile procurement. The Department will
      suppliers.                                develop tools and learning materials
                                                based on best practices to advance the
     PSPC is creating a world-class,            use of these new approaches.
     accessible procurement system to
     deliver better results for Canadians and   The Department is aiming to continue
     make it easier for Canadian companies      the phased implementation of
     to do business with the government.        modernized contract clauses during
     During 2021 to 2022, the Department        2021 to 2022, with a standardized
     will further advance the implementa­       contract structure being applied to
     tion of its modernized, cloud-based        a large number of PSPC contracts,
     electronic procurement platform,           as part of the Contract Modernization
     including the release and implemen­ta­     Initiative. In addition, PSPC will pilot
     tion of additional key functionalities.    new tools in Public-Private Partnership
     This platform, which will make             (P3) procurements such as a stream­
     procurement simpler and increase           lined project agreement template, and
     opportunities for all suppliers, was       will also implement best practices that
     launched in 2020 to 2021, and has          have been developed in consultation
     already been used for select procure­      with industry.
     ments in support of the government’s
     response to COVID-19.                      PSPC’s Office of Small and Medium
                                                Enterprises will advance its service
     In 2021 to 2022, PSPC will also            redesign exercise to evaluate and
     maintain its focus on strengthened         optimize how the Office reaches and
     procurement data and increased             assists small and medium enterprises,
     transparency. The Depart­ment will         including businesses owned by under-
     continue to increase its data gathering,   represented groups. New delivery
     analysis and reporting capabilities,       channels will be explored, including
     particularly with regard to diverse        the development of new online self-
     supplier participation data, and will      service tools.

10   Core responsibilities: planned results and resources, and key risks
2021 to 2022 Departmental Plan

          HMCS Ville de Québec sails in the Atlantic Ocean during Operation
          Reassurance on July 24, 2018.

 Departmental Result: Government           will launch pilot procurements to
 purchasing supports Canada’s              open bidding opportunities for Black
 economic, environmental, and              owned and/or operated businesses.
 social policy goals.                      The Depart­ment continues to work
                                           with Indigenous Services Canada
PSPC continues to leverage the federal     and the Treasury Board of Canada
government’s considerable buying           Secretariat to develop new procure­
power through procurement to support       ment approaches to create more
economic, environmental and social         opportunities for Indigenous
policy goals, and to generate positive     businesses. Following a two year pilot,
impacts for Canadians.                     PSPC is developing a standardized
                                           toolkit for Indigenous Benefits Plans
The Department will maintain its           to ensure that PSPC’s procurement
commitment to providing greater            workforce has the tools it needs to
opportunities for supplier diversity.      implement these Plans more broadly.
This will include bolstering its
outreach activities to communities         Work will progress to improve the
that are currently under-represented       accessibility of its procurement
in federal procurement, as well as         processes and documents, and will
continuing to develop and apply            further integrate accessibility standards
lessons learned from current pilot         and criteria into federal procurement.
projects. For example, a social            The Department will develop key
procurement pilot is currently under­      performance indicators to measure
way which supports purchasing from         the impact of its initiatives, as part
recognized social enterprises whose        of a performance measurement frame­
profits are principally used to fund       work for accessible procurement. The
social programs. In addition, PSPC         Depart­ment’s 2021 Study of Small

                                         Public Services and Procurement Canada        11
2021 to 2022 Departmental Plan

     and Medium-sized Enterprise (SME)
                                                    As part of the Government of
     participation in federal procurement
                                                    Canada’s commitment to renew
     will include questions regarding
                                                    relationships with Indigenous
     barriers faced by suppliers in the
                                                    Peoples and advance Reconcilia­
     disability community. The survey
                                                    tion, PSPC will continue to work
     results will be used to better under­
                                                    with client departments and
     stand and reduce barriers to accessi­
                                                    agencies in 2021 to 2022 to
     bility in federal procurement.
                                                    increase the scope and value
                                                    of benefits targeted through
     In support of its commitments under
                                                    Indigenous Benefits Plans
     the National Strategy to Combat
                                                    within government procure­
     Human Trafficking, PSPC will revise
                                                    ment opportunities. Indigenous
     its Code of Conduct for Procurement to
                                                    Benefits Plans consist of
     include requirements for vendors with
                                                    employment and training
     regard to human and labour rights;
                                                    opportunities for Indigenous
     develop and implement tools to help
                                                    Peoples and sub-contracting
     ensure compliance with PSPC’s human
                                                    opportunities for Indigenous
     and labour rights expectations; and
                                                    businesses in local areas.
     examine long-term approaches to
                                                    PSPC’s procurement offices in
     address human trafficking in federal
                                                    the Pacific, Western, Ontario,
     procurement supply chains.
                                                    Quebec and Atlantic regions are
                                                    at the fore­front of this initiative,
     In support of the government’s ongoing
                                                    engaging Indigenous
     commitment to improve the environ­
                                                    communities that fall within
     ment and the quality of life of
                                                    their geographic areas and in
     Canadians, PSPC will develop more
                                                    accordance with all require­
     targeted guidance for procure­ment
                                                    ments under specific land
     officers on integrating environ­mental
                                                    claims and agreements.
     considera­tions, for example sustainable
     plastic and plastic alter­na­tives, into
     procure­ment requirements, as well as        to generate significant economic
     on effec­tive methods for the procure­ment   benefits across the country, creating
     of carbon credits. The Department            or maintaining jobs in the Canadian
     will also develop contract language to       economy and engaging with small
     reduce packaging waste and improve           and medium Canadian enterprises by
     product durability. These actions aim to     awarding contracts for NSS-related
     advance the protection of the environ­       projects where applicable.
     ment and support sustainable develop­
     ment through green procurement.              Gender-based analysis plus
                                                  The Department applies the Gender-
     Finally, through the National Ship­          based Analysis Plus (GBA+) process
     building Strategy (NSS), PSPC and            within the context of procurement
     partner departments will continue            policy and tools development. During

12   Core responsibilities: planned results and resources, and key risks
2021 to 2022 Departmental Plan

2021 to 2022, PSPC will integrate            of sustainable plastic and alternatives
GBA+ more broadly in its procure­            contribute towards:
ment-related processes. In addition, the         • achieving gender equality and
Depart­ment will identify best practices           empowering all women and girls
to support the inclusion of socio-                 (SDG 5, target 5.5);
economic outcomes in federal                     • promoting sustained, inclusive
procurement.                                       and sustainable economic growth,
                                                   full and productive employment
Within the context of the Electronic               and decent work for all (SDG 8,
Procurement Solution (EPS) initia­tive,            target 8.3); and
GBA+ considerations have identified              • ensuring sustainable consumption
that as transformation takes place,                and production patterns (SDG 12,
individuals and groups will experience             target 12.7).
change in different ways based on
inter­secting factors such as sex,           Further information on SDGs is avail­
gender, language, age, physical              able on the United Nationsi website.
ability, geographic or regional context,
duration of service and tenure. The          Key risks
GBA+ elements and potential impacts
that have been identified at the             Defence and Marine Procurement
pre-imple­men­tation stage of EPS will       There is a risk that the inherent
continue to be carefully considered          complexities of defence and marine
upon implementation of the solution.         procurement, in addition to impacts
Additionally, a positive impact is           resulting from the COVID-19 pandemic,
anticipated in the area of accessibility     will present challenges in achieving the
with enhanced technology making              timely delivery of Strong, Secure, Engaged
procurement processes simpler, clearer,      and NSS objectives. To mitigate this risk,
more accessible and less burdensome.         PSPC is making ongoing enhance­ments
                                             to defence and marine procure­ment;
United Nations’ 2030 Agenda for              leveraging inter­depart­mental governance
Sustainable Development and the              committees; hiring and training additional
UN Sustainable Development                   specialized procure­ment staff; continuing
Goals (SDGs)                                 to collaborate closely with partners
PSPC planned activities under its            and stakeholders, including those in
Purchase of Goods and Services Core          the defence and marine industries; and
Responsibility support Canada’s efforts      continuing the implemen­tation of the
to address the UN 2030 Agenda and            Sustainment Initiative principles.
the Sustainable Develop­ment Goals
(SDGs). The various initiatives and          Pandemic procurement
programs, such as procurement                Due to intense global competition and
modernization, inclusive procurement         constrained supply chains, there is
strategies, the Accessible Procurement       a risk that PSPC may face challenges
Resource Centre and the integration          in continuing to procure critical goods

                                           Public Services and Procurement Canada         13
2021 to 2022 Departmental Plan

     PSPC is making ongoing enhancements to defence and marine procurement.

14   Core responsibilities: planned results and resources, and key risks
2021 to 2022 Departmental Plan

and services needed to combat the                             procurement modernization goals
COVID-19 pandemic. The Department                             and initia­tives in a timely manner,
is implementing a number of measures                          and to the desired extent. To mitigate
to mitigate this risk, including ongoing                      this risk, PSPC is continuing to
exploration of long-term contracts with                       engage with clients, industry and
well-established suppliers to ensure                          partner federal organiza­tions, and
stable and predictable access to critical                     will continue to implement key
supplies, maintaining a diversified                           initiatives such as the Electronic
roster of suppliers where necessary,                          Procurement Solution and the risk-
and continuing to support investments                         based approach to procure­ment
in robust domestic capacity. PSPC is                          approvals. In addition, the Depart­ment
also a contributor to the development                         will pilot new approaches in areas
of enhanced logistical support for the                        where they will have the greatest
Public Health Agency of Canada.                               impact and identify opportunities
                                                              for lessons learned before broader
Procurement modernization                                     implementation, and support the
There is a risk that PSPC will not                            procurement workforce in adapting
be able to achieve its ongoing                                to new processes and tools.

Planned results for Purchase of Goods and Services
                                                                                     2017    2018       2019
                                                                        Date to     to 2018 to 2019    to 2020
                                                                        achieve      Actual  Actual     Actual
Departmental Result     Departmental Result Indicator          Target    target      result  result     result
Federal organizations   Percentage of overall client           At least March 31,    84%     84%         N/A1
have the products       satis­­­faction with PSPC procure­      80%       2022
and services they       ment services.
need, when they
                        Percentage of original contracts of    At least March 31,   82.3%    80.8%       78%
need them, at the
                        level 1 (Basic) complexity awarded      85%       2022
best value.
                        within established timeframes.
                        Percentage of original contracts       At least March 31,   76.7%    71.1%       75%
                        of level 2 (Standard) complexity        80%       2022
                        awarded within established
                        timeframes.
                        Cost of procurement services           At most March 31,    $0.582   $1.65      $1.42
                        per $100 of contract value.             $1.75    2022
                        Percentage of dollar value awarded At least March 31,        80%     84%         71%3
                        through competitive contracting     80%       2022
                        processes.
                        Percentage of contracts awarded        At least March 31,    30%     28%      Data will be
                        through PSPC standing offers            30%       2022                        available in
                        and/or supply arrangements.                                                   April 2021.4
                        Percentage of competitive procure­­    At least March 31,    62%     81%         80%
                        ment processes versus sole source.      80%       2022
                        Percentage of complex compe­ti­tive At least March 31,       N/A      N/A        72%
                        procurement processes for which      80%       2022
                        at least two bids were received
                        (Level 3–5).
                        Average number of qualified           Average March 31,      N/A      N/A         3.1
                        bidders on complex competitive         of 2.5   2022
                        procurement processes.

                                                         Public Services and Procurement Canada                      15
2021 to 2022 Departmental Plan

     Planned results for Purchase of Goods and Services (continued)
                                                                                         2017    2018         2019
                                                                             Date to    to 2018 to 2019      to 2020
                                                                             achieve     Actual  Actual       Actual
      Departmental Result     Departmental Result Indicator        Target     target     result  result       result
      Government              Percentage of suppliers that rate    At least March 31,     N/A      72%         84%
      purchasing is simpler   the purchasing process as simpler     80%       2022
      and easy to access,     and easy to access.
      fair and transparent
                              Percentage of contracts awarded for At most March 31,      0.00%    0.07%       0.04%
      for suppliers.
                              which a valid complaint was filed.    1%      2022
                              Percentage of suppliers that rate    At least March 31,     N/A      56%         82%
                              the purchasing process as fair and    80%       2022
                              transparent.
                              Number of agile digital              At least March 31,     N/A        3          6
                              procurements.                          195      2022
      Government              Percentage of contract value         At least March 31,     67%      49%         52%
      purchasing supports     awarded to small and medium           40%       2022
      Canada’s economic,      businesses.
      environmental, and
                              Percentage of PSPC contracts,        At least March 31,    13.5%     40%         43%
      social policy goals.
                              standing offers and supply            45%       2022
                              arrange­­ments that include
                              “green” goods and services.
                              Percentage increase in participa­     TBD6    March 31,     N/A       N/A        N/A7
                              tion to procurement processes by                2022
                              businesses owned by Indigenous
                              peoples.
                              Percentage increase in participa­     TBD8    March 31,     N/A       N/A        N/A9
                              tion to procurement processes by                2022
                              businesses owned by women.

     1. Early in 2019 to 2020, software used in the administration of PSPC’s Post-Contract Assessment, which is the data
        source for this indicator, was replaced resulting in technical issues which prevented use of the survey.
     2. In 2017 to 2018, the target was $0.80 as a different methodology was used.
     3. In 2019 to 2020, PSPC awarded a small number of high-value non-competitive contracts, which impacted our result
        for the fiscal year. This includes a $2 billion non-competitive contract to General Dynamics Land Systems—Canada
        on behalf of the Department of National Defence to procure 360 armoured combat support vehicles. This contract
        alone accounted for approximately 10% of the total value of PSPC procurement activity in 2019 to 2020.
     4. The data supporting this performance indicator is provided by departments after the close of the calendar year.
     5. In collaboration with its client departments, PSPC is continuing to increase the number of agile procurements
        it undertakes, where possible. In 2019 to 2020, the Department launched an innovation and agile procurement
        centre to facilitate this work.
     6. A target is expected to be set later in 2021 to 2022.
     7. A manual data collection of 2019 to 2020 bid information was conducted. In that year, 11% of bids received from
        businesses in Canada were from businesses owned by Indigenous peoples. A manual data collection of 2020 to
        2021 bid information is underway to allow the Department to calculate a percentage increase from the previous
        year, and determine a baseline result for this indicator.
     8. A target is expected to be set later in 2021 to 2022.
     9. A manual data collection of 2019 to 2020 bid information was conducted. In that year, 16% of bids received from
        businesses in Canada were from businesses owned by women. A manual data collection of 2020 to 2021 bid
        information is underway to allow the department to calculate a percentage increase from the previous year, and
        determine a baseline result for this indicator.

     Additional information on Public Services and Procurement Canada’s departmental
     results indicators is available in the GC InfoBaseii.

     Financial, human resources and performance information for Public Services and
     Procurement Canada’s Program Inventory is available in the GC InfoBaseiii.

16   Core responsibilities: planned results and resources, and key risks
2021 to 2022 Departmental Plan

Planned budgetary financial resources for Purchase of Goods
and Services
 2021 to 2022 budgetary       2021 to 2022              2022 to 2023           2023 to 2024
  spending (as indicated         planned                   planned                planned
    in Main Estimates)          spending                  spending               spending
      165,373,648             165,373,648               147,238,024            132,106,964

The decrease in net planned spending is mainly due to the reduction in funding
requirements following the deployment of the cloud-based Electronic Procurement
Solution (EPS), an initiative from Budget 2018 that will make purchasing simpler
and easier to access.

Financial, human resources and performance information for Public Services and
Procurement Canada’s Program Inventory is available in the GC InfoBaseiv.

Planned human resources for Purchase of Goods and Services
      2021 to 2022 planned            2022 to 2023 planned             2023 to 2024 planned
      full-time equivalents           full-time equivalents            full-time equivalents

            1,857.00                         1,822.00                        1,795.00

Financial, human resources and performance information for Public Services and
Procurement Canada’s Program Inventory is available in the GC InfoBasev.

                                                Public Services and Procurement Canada         17
2021 to 2022 Departmental Plan

     Payments and Accounting
     PSPC collects revenues and issues payments, maintains the financial
     accounts of Canada, issues Government-wide financial reports, and
     administers payroll and pension services for the Government of Canada.

     Planning highlights                       of Canada. The Receiver General is
                                               a world leader for best practices in
      Departmental Result: Canadians,          Government accounting. By investing
      businesses and organizations             in projects to move treasury functions
      receive payments on time and             away from its reliance on legacy
      revenues are collected for govern­       information technology systems and
      ment services in an efficient manner.    modernize service offerings to our
                                               clients and Canadians, PSPC will offer
     PSPC’s responsibilities for payments      modern solutions to improve payments
     directly impact Canadian individuals      and revenue collection efficiency.
     and businesses on a daily basis, and
     provide the backbone of financial          Departmental Result: Members of
     security to millions of Canadians in       federal pension plans receive timely
     receipt of pay, pension, and government    and accurate pension payments,
     social benefits payments.                  benefits and support services to
                                                which they are entitled.
     In supporting the Minister as the
     Receiver General for Canada, PSPC         As one of Canada’s largest pension
     manages the operations of the federal     administrators, PSPC provides services
     treasury with a yearly cash flow of       to more than 908,000 active and retired
     $2.2 trillion, through the issuance and   members of eight different federal
     settlement of more than 325 million       public sector pension plans: Public
     payments on behalf of the federal         Service, Royal Canadian Mounted
     government (of which 67% are for          Police, Canadian Armed Forces
     social benefits payments), and the        (Regular and Reservists), Members
     collection of revenues for all govern­    of Parliament, the Diplomatic Corps,
     ment departments and agencies. The        Federally Appointed Judges, and
     Receiver General also maintains the       Lieutenant Governors; and benchmarks
     government’s central treasury systems     against other leading pension adminis­
     and provides monthly government-wide      trators in Canada and across the world.
     financial statements, and presents the    The Pension program also ensures
     financial position of Canada and          Public Service Pension Plan contribu­
     audited financial statements annually.    tions are accurately remitted to the
     For 22 consecutive years, the figures     Public Service Pension Investment
     presented in the consolidated annual      Board within prescribed timelines.
     financial statements have been deemed
     reliable and received an unmodified       In 2021 to 2022, PSPC will continue its
     audit opinion from the Auditor General    efforts to update pension web tools and

18   Core responsibilities: planned results and resources, and key risks
2021 to 2022 Departmental Plan

          Place du Portage

software to improve the user experience      pay processing services to 220,000
and align with industry proven best          employees, PSPC’s ongoing top
practices, identify and replace outdated     priority is to ensure that public
hardware to ensure no impacts to client      servants are paid accurately and on
service, and improve Pay-Pension inter­      time. To this end, PSPC continues
faces. PSPC will also develop new            efforts to reduce the backlog of
plain language retirement packages to        unprocessed pay trans­actions that
increase member education and under­         accumulated following the introduction
standing of their pension and related        of the Phoenix pay system in 2016. As
benefits, and engage clients through         of December 2020, the backlog has
a new member satisfaction survey.            been reduced by 283,000 transactions
                                             (74%) since it peaked in January 2018.
 Departmental Result: In
 collaboration with government               PSPC will continue implementing its
 departments, employees receive              backlog reduction strategy, which is
 timely and accurate pay and                 expected to eliminate the backlog by
 benefits.                                   2022. These efforts will be supported
                                             by a robust training strategy to expand
As one of Canada’s largest payroll           the knowledge base and skillsets of
administrators, handling compensation        compensation advisors and by
for more than 300,000 government             a standardi­zation and streamlining
pay accounts while also delivering           of pay processing processes.

                                           Public Services and Procurement Canada      19
2021 to 2022 Departmental Plan

     In addition, PSPC will continue to         increase transparency, maintain data
     drive continuous improvement and           integrity, and foster innovation, to
     implement innovative strategies. For       ensure we meet the evolving needs
     example, the use of Robotic Process        of our clients, including government
     Auto­ma­tion is expected to have           depart­ments, key stakeholders, and
     positive impacts on productivity           most importantly, Canadians. In 2021
     and efforts to eliminate the backlog.      to 2022, PSPC will explore innovative
                                                opportunities and possible partnerships
     In 2021 to 2022, the Department will       to ensure government-wide financial
     also continue to stabilize the HR-to-Pay   reports remain a modern, trusted and
     systems by implementing transforma­tive    accessible source of financial data in
     technology enhancements. In addition,      Canada.
     further enhancements to the MyGCPay
     application will allow employees to        Key risks
     better understand pay and compensa­
     tion, thereby helping to increase          Pay stabilization
     confidence in the integrity of their       Given the complexity of existing pay
     pay and pensions.                          rules, systems and processes, there is
                                                a risk that the ongoing stabilization of
     Updates on progress are provided on        pay administration for the Government
     a monthly basis in the Public Service      of Canada will be slowed down by
     Pay Centre dashboard.vi                    internal system or human capacity
                                                issues, or by external challenges such
      Departmental Result: Canadians            as large-scale changes to labour
      have timely access to reliable            management policies. This risk may
      information on Canada’s finances.         impact the timeliness and accuracy of
                                                employee pay, the integrity of pension
     The Receiver General is a world leader     data, and the ability for the Department
     for best practices in Government           to continue resolving existing pay
     accounting. PSPC provides monthly          errors. To mitigate this risk, PSPC has
     government-wide financial statements,      already taken a number of concrete
     and presents the financial position of     steps. Following a post-implementation
     Canada and audited financial state­ments   review of the pay pod service delivery
     annually. The Receiver General strives     model, PSPC is continuing to work
     to achieve the highest performance         with the Treasury Board of Canada
     standards to maintain the public trust     Secretariat (TBS), departments and
     and confidence, and its employees also     agencies to develop and implement new
     provide expert advice, guidance and        timeliness and accuracy standards for
     support to departments and agencies        human resources transactions, and has
     on accounting and reporting matters.       completed the government-wide rollout
                                                of MyGCPay, the integrated pay
     PSPC is committed to advancing the         informa­tion portal. To further minimize
     Government’s overall objective to          risk, the Department continues to

20   Core responsibilities: planned results and resources, and key risks
2021 to 2022 Departmental Plan

Josée Lavergne, Information Technology Project Director, came up with
the idea of my GCPay, an application that enables employees to better
understand and to more closely track pay and compensation.

                              Public Services and Procurement Canada    21
2021 to 2022 Departmental Plan

     develop strategies and methodologies                            integrity related risks, PSPC continues
     to more effectively review and close                            to work with TBS and Shared Services
     cases in the queue, and will ensure                             Canada to ensure pension data require­
     proper testing and oversight are applied                        ments are incorporated in the develop­
     to the forthcoming pay system software                          ment of future HR-to-Pay system
     upgrades. As it relates to pension                              solutions.

     Planned results for Payments and Accounting
                                                                                             2017       2018        2019
                                                                                Date to     to 2018    to 2019     to 2020
                                                                                achieve      Actual     Actual      Actual
      Departmental Result      Departmental Result Indicator          Target     target      result     result      result
      Canadians,               Percentage of payments issued          At least March 31,    99.99%     99.99%      99.99%
      businesses and           within established timeframes.1         99%       2022
      organizations receive
                               Percentage of money paid to            At least March 31,     99.6%       100%       100%
      payments on time
                               Govern­ment of Canada that              95%       2022
      and revenues are
                               is reconciled within two
      collected for
                               business days.
      govern­ment services
      in an efficient          Percentage of payments made            At least March 31,     99.7%       99%       99.5%
      manner.                  instead of property taxes to taxing     95%       2022
                               authorities within established
                               timeframes.
      Members of federal       Percentage of pension payments         At least March 31,     96.9%       98%        99%
      pension plans receive    processed that are accurate and         95%       2022
      timely and accurate      on time.
      pension payments,
      benefits and support
      services to which
      they are entitled.
      In collaboration with    Percentage of pay trans­actions        At least March 31,      46%        55%        68%2
      government depart­       processed that are accurate and         95%       2022
      ments, employees         on time.
      receive timely and
                               Percentage of cases submitted to       At least March 31, N/A—New N/A—New N/A—New
      accurate pay and
                               the Pay Centre on time.                 65%       2022    indicator indicator indicator
      benefits.
                                                                                            as of     as of     as of
                                                                                           2020      2020      2020
                                                                                          to 2021   to 2021   to 2021
                               Percentage of cases, promptly          At least March 31, N/A—New N/A—New N/A—New
                               submitted to the Pay Centre, that       80%       2022    indicator indicator indicator
                               have been processed on time.                                 as of     as of     as of
                                                                                           2020      2020      2020
                                                                                          to 2021   to 2021   to 2021
      Canadians have           The Public Accounts of Canada          100%     March 31,     100%        100%       100%
      timely access to         are posted on the Department’s                    2022
      reliable information     website within 24 hours of tabling
      on Canada’s finances.    in the House of Commons.
                               Information presented in the           At least March 31,      99%        100%       100%
                               Consolidated Financial State­ments      99%       2022
                               of the Government of Canada is
                               accurate.
     1. Established timelines can vary based on contract terms and conditions and applicable legislation.
     2. Accountability for pay accuracy and timeliness is shared across the Government of Canada. Two main factors have
        an impact on this result: the timeliness and accuracy of human resources (HR) transactions submitted by depart­
        ments and agencies, and the processing of cases in the backlog. Inaccurate or late HR data generates more
        trans­­actions in the queue and increases risks for errors in pay. During 2019 to 2020, 50% of all HR data entered
        in Phoenix were received on or prior to the due date (40% the previous year). Significant progress was made
        never­­the­less with regards to the processing of several case types: 99% of Disability and 95% of Maternity/Parental
        leave were processed on time.

22   Core responsibilities: planned results and resources, and key risks
2021 to 2022 Departmental Plan

Additional information on Public Services and Procurement Canada’s departmental
results indicators is available in the GC InfoBasevii.

Financial, human resources and performance information for Public Services and
Procurement Canada’s Program Inventory is available in the GC InfoBaseviii.

Planned budgetary financial resources for Payments and Accounting
 2021 to 2022 budgetary              2021 to 2022                 2022 to 2023                  2023 to 2024
  spending (as indicated                planned                      planned                       planned
    in Main Estimates)                 spending                     spending                      spending
        564,223,848                  564,223,848                   451,510,069                   228,605,504

The decrease in net planned spending is mainly due to the end of incremental funding
received to support the stabilization of pay operations and to decrease the backlog
of pay issues. Funding will be adjusted should future approvals be received.

Financial, human resources and performance information for Public Services and
Procurement Canada’s Program Inventory is available in the GC InfoBaseix.

Planned human resources for Payments and Accounting
       2021 to 2022 planned                    2022 to 2023 planned                   2023 to 2024 planned
       full-time equivalents                   full-time equivalents                  full-time equivalents
               4,748.20                               4,722.74                               2,514.481
1. Full Time Equivalents (FTEs) for the Federal Pay Administration program for fiscal year 2023 to 2024 are to be
   determined based on future funding approval.

Financial, human resources and performance information for Public Services and
Procurement Canada’s Program Inventory is available in the GC InfoBasex.

                                                          Public Services and Procurement Canada                    23
2021 to 2022 Departmental Plan

     Property and Infrastructure
     PSPC provides federal employees and Parliamentarians with workspace;
     builds, maintains and manages federal properties and other public works
     such as bridges and dams; and provides associated services to federal
     organizations.

     Planning highlights                           approach to investment planning and
                                                   life-cycle management of real property
      Departmental Result: Federal real            assets.
      property and associated services
      meet the needs of federal govern­            A key element of PSPC’s mandate is
      ment clients, partners and/or                to rehabilitate and renew heritage
      Parliamentarians, and ensure best            sites in support of sustainability and
      value for Canadians.                         the health and safety of Canadians.
                                                   Ongoing heritage projects include
     The pandemic has required the adop­           the Lester B. Pearson Building,
     tion of new ways of working, many of          the Supreme Court of Canada and
     which will shape the workplace of the         the West Memorial Building, the
     future. As part of our COVID recovery,        Lester B. Pearson project will
     PSPC will work with its partners to           demonstrate the Govern­ment of
     explore enhanced flexibility in working       Canada’s leadership on environ­mental
     arrangements for federal public servants.     sustainability through the incorporation
     Specifically, PSPC will look to optimize      of LEED standards and innovative
     space through workspace modernization         sustainable solutions. PSPC will also
     (GCworkplace) and governmental                advance the rehabilita­tion of the iconic
     co-working (GCcoworking) models.              Supreme Court of Canada Building,
     This approach will ensure employees           which was built in 1938. In addition
     and clients have access to a modern           to significant work on the Supreme
     workplace to deliver their mandates           Court of Canada Building, this work
     as well as the flexibility to work from       will include the rehabilita­tion and
     different locations. It will also allow       fit-up of the West Memorial Building
     PSPC to take a more strategic approach        so that it can serve as interim space
     to the office portfolio and make invest­      for tenants during the project and then
     ments that can provide best public            long-term office space once the project
     value for Canadians                           is complete.

     The Greening Government Strategy              Other signature real property projects
     will continue to inform the Depart­           include Place du Portage III and
     ment’s real property plans. Environ­          Les Terrasses de la Chaudière in
     mental sustainability and other priorities,   Gatineau; Tunney’s Pasture, 1500 Bronson
     such as accessibility will be captured        and 875 Heron Road (Canada Revenue
     in PSPC’s 25-year Office Long-Term            Agency Taxation Centre) in Ottawa;
     Plan, which will enable an integrated         the Vancouver Hub (Sinclair Centre);

24   Core responsibilities: planned results and resources, and key risks
2021 to 2022 Departmental Plan

and the Arthur Meighen Building in             skilled trade jobs, restore the Harbour
Toronto. These are all multi-year              to several historical anadromous
investment projects that will enhance          species, and create thousands of jobs
accessibility, sustainability and health       and immediate and long-term economic
and safety while at the same time              opportunities for local First Nations.
preserving heritage aspects.
                                               PSPC will also continue to deliver on
In addition, PSPC is responsible for           its commitment to maintain its existing
managing and maintaining 22 engineering        bridges (Alexandra, Chaudière
assets located across Canada. These            Crossings, and MacDonald Cartier
assets include key interprovincial bridges     Bridge) as well as to replace the
and dams, the Alaska Highway, and the          Alexandra Bridge as it is at the end
Esquimalt Graving Dock, that serve             of its life-cycle. PSPC is working
hundreds of thousands of Canadians             collaboratively with the National
and support economic activity in their         Capital Commission to ensure that
respective communities. They also              the work done is consistent with the
include the National Capital Area              Federal Land Use Design Approval
district energy system, which will             process and compliant with Impact
continue to be modernized as part of           Assessment Act requirements.
efforts to green government operations.
Many of these assets are aging and are         Long Term Vision and Plan for
in need of repair or replacement to            the Parliamentary Precinct and
address health and safety risks. PSPC          the Laboratories Canada Strategy
will refocus its efforts on the long-term      In 2021 to 2022, PSPC will continue
stewardship of engineered assets in its        to advance the Parliamentary Precinct’s
portfolio. A long-term objective is to         Long Term Vision and Plan (LTVP),
ensure that all engineered assets are          a multi-decade plan for the restoration
maintained in fair to good condition           and modernization of the buildings and
to provide safe and continued use by           grounds on and around Parliament Hill.
Canadians and efficient operations.            The LTVP aims to address the health
                                               and safety risks in the deteriorated
PSPC will continue to rejuvenate the           19th century Parliament buildings, to
Esquimalt Graving Dock with expanded           modernize and restore Canada’s built
capacity to sustain the federal fleet.         heritage to be enjoyed by future
The renewed dock will support sustain­         generations of Canadians. PSPC will
ment for the new classes of vessels            increase its focus on sustainability
acquired by the Navy and the Coast             and universal accessibility by placing
Guard under the NSS and will have the          them at the forefront of the broader
flexibility to support emergency repairs       transformation of the Parliamentary
in a timely fashion. It will strengthen        Precinct into an integrated campus.
the west coast industrial ship repair
industry, support small and medium-            PSPC will continue to rehabilitate
sized businesses and thousands of              the Centre Block, one of the largest

                                             Public Services and Procurement Canada      25
2021 to 2022 Departmental Plan

     Esquimalt Graving Dock

26   Core responsibilities: planned results and resources, and key risks
2021 to 2022 Departmental Plan

heritage infrastructure projects in           In 2021 to 2022, the Department
Canadian history. With the schematic          will continue advancing Phase I of
design of the Program expected to be          Laboratories Canada projects, which
completed in 2020 to 2021, the Depart­        involve the replacement of outdated
ment will aim to finalize Centre Block        facilities with new, state of the art
design requirements and begin major           science facilities. Specific activities
construction activities, which include        currently include procuring design and
initiating major rehabilitation of the        construction contracts for the following
base building and structure, and              Science Hubs: the Cultural Heritage
completing the expanded Parliament            Science Hub (CHS) and the Transpor­
Welcome Centre.                               tation Safety and Technology Science
                                              Hub (TSTS), both in the National
PSPC will also work to finalize the           Capital Area; and the Atlantic Science
strategy for an integrated parliamentary      Enterprise Centre (ASEC) located in
campus by completing the LTVP                 Moncton, New Brunswick.
Update. The transformation of the
Precinct into an integrated campus            PSPC will also continue to support
will begin with the redevelopment of          Crown-Indigenous Relations and
the block bound by Metcalfe, Sparks,          Northern Affairs Canada (CIRNA)
O’Connor and Wellington Streets               and Indigenous Partners in developing
(referred to as Block 2). In the year         the Indigenous Peoples Space across
ahead, PSPC will also complete the            from Parliament Hill. PSPC will
East Block Rehabilitation Phase 1             continue to provide essential technical
project and pursue pre-planning               and project planning, as well as
activities for Phase 2 of the project.        delivery support. PSPC will also
                                              provide the expertise and support to
Federal science and research is critical      help CIRNA secure the necessary
to solving increasingly complex national      policy and programming approvals
issues and plays a key role in the lives      to advance the project.
of Canadians. Laboratories Canada is
a 25-year strategy, guided by an LTVP         Prompt Payment Initiative
that describes an integrated approach to      On June 21, 2019, the Federal Prompt
building modern, multi­purpose federal        Payment for Construction Work Act
science and technology laboratories that      received royal assent as part of the
will support evidence-based decision-         Budget Implementation Act, 2019.
making. PSPC will build new science           The prompt payment regime will
facilities that will support universal        provide benefits for contractors and
accessibility and environ­mental sustain­     subcontractors who do business with
ability, while also ensuring federal          the federal government by improving
scientists have access to modern              payment timeliness while facilitating
scientific equipment, enabling them to        the orderly and timely building of
better collaborate with partners and          federal construction projects on federal
achieve science excellence.                   property. To fully implement the prompt

                                            Public Services and Procurement Canada       27
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