DEPARTMENTAL PLAN 2021 to 2022 PUBLIC SERVICES AND PROCUREMENT CANADA - Anita Anand, PC, MP - (www.tpsgc-pwgsc.gc.ca).
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
PUBLIC SERVICES AND PROCUREMENT CANADA 2021 to 2022 DEPARTMENTAL PLAN Anita Anand, PC, MP Minister of Public Services and Procurement
Catalogue Number: P1-33E-PDF ISSN: 2371-8846
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
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
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
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
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
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
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 72021 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 risks2021 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 92021 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 risks2021 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 112021 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 risks2021 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 132021 to 2022 Departmental Plan
PSPC is making ongoing enhancements to defence and marine procurement.
14 Core responsibilities: planned results and resources, and key risks2021 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 152021 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 risks2021 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 172021 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 risks2021 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 192021 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 risks2021 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 212021 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 risks2021 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 232021 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 risks2021 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 252021 to 2022 Departmental Plan
Esquimalt Graving Dock
26 Core responsibilities: planned results and resources, and key risks2021 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 27You can also read
