Media Room

Speeches

Speaking notes
for the Honourable Scott Brison,
Minister of Public Works and Government Services Canada

to the Chambre of Commerce of Gatineau
Gatineau, Quebec

November 17, 2004

Check against delivery

Good evening, ladies and gentlemen.

I always enjoy speaking to an audience of businesspeople. It's a pleasure for me to speak to you as a member of the government of Paul Martin, especially after the announcement yesterday of such positive fiscal and economic news.

The Minister of Finance, Ralph Goodale, gave a snapshot of where we are, and he announced that the government had the best fiscal record since Confederation, with:

• seven consecutive surpluses
• 400,000 jobs created in the past 14 months
• a projected growth rate of 3 percent next year
• a forecast surplus of $5.9 billion

And that's after accounting for a contingency reserve, the 10-year health accord and the new equalization formula.

I'm proud to be part of a Liberal government, and I'm proud to be the Minister of Public Works and Government Services Canada. It's been nearly four months since the Prime Minister appointed me to this portfolio.

When I got the job in July, I knew it would be challenging, but I didn't realize how rewarding it would be as well.

One of the most rewarding aspects has been the opportunity to meet so many of the dedicated employees who work for the department. Just days after my appointment, I met with more than a thousand public servants at my departmental office right here in Gatineau. I then travelled the country and held five more town hall meetings, where I met about 34-hundred employees in all.

I have come to appreciate how the department is the heart and muscles…even the backbone of government.

Of course, the department has had its share of challenges over the past couple of years, but I've learned there are many, many things that we do well — in fact, very well.

Today, I'd like to share some of these things with you, and talk about what we're doing to improve the way we do business.

Our Throne Speech of October the 5th set out a number of important new initiatives for Canada and for Canadians.

One way or another, my department is involved in most of them — either as a landlord, as a procurement agency, as the banker for the Government of Canada, as a leader in "greening" government, or as a lead agency for the federal technology network — one of the largest in the country.

We buy an average of almost one billion dollars' worth of goods and services every month. We write about 60,000 contracts a year.

We have an impact on nearly every business in Canada.

Public Works and Government Services Canada is also the largest consumer and owner of office space in the country — in fact probably one of the largest in North America.

We provide office space for about 215,000 public servants, and manage almost seven million square metres of space.

We're one of the largest consumers of information technology services and communications services in the country.

So, as you can see, we run some incredibly complex businesses in this department.

Now, we can't run the Government of Canada exactly as a business. But I am fundamentally committed to changing the way we do business as a government.

That's why the department has decided to change its service culture.

Instead of submitting too readily to the requests of other departments for goods and services, Public Works and Government Services Canada needs to do what's in the best interest of Canadians.

That means we have to get our business in shape - to put in place the right accountabilities, processes and expertise to do the job.

My predecessors, the Honourable Ralph Goodale and the Honourable Stephen Owen, deserve a lot of credit.

They brought in changes and improvements that are putting this department back on track and restoring public confidence and faith in our operations.

The department took a major step last November to realign itself. The new structure emphasizes clear accountabilities, strong financial controls and an enhanced focus on ethics and transparency.

We also developed an Integrity Plan and Ethics Program that the Conference Board of Canada has judged "best practice in Canada." Our advertising programs are now better managed. Every contract worth more than $10,000 is now posted on the Web.

The expense accounts of senior departmental officials are also posted on the Web.

Now it's time to build on these and other positive initiatives by transforming the way our department does business — the type of changes that show consistent respect for taxpayers' hard-earned dollars.

I've been travelling across Canada since becoming minister to share my strategic vision. This has included seeking the advice and support of all our key stakeholders.

They include senior executives in government, cabinet colleagues, members of Parliament, my provincial counterparts, the business community and, of course, my own staff.

The overarching goal is to make the department as effective and efficient as possible by focussing on three key elements of our work. Allow me to outline them for you.

First, to purchase smarter, and improve the procurement process for goods and services.

The target is to trim at least 10 percent from the cost of government procurement by using our tremendous purchasing power, and doing more consolidated buys.

That might not seem like a lot, but the savings would add up to over $1 billion a year.

We're already well on the road to improving the situation. For example, the department is working with IBM to implement the Government of Canada Marketplace, an innovative e-procurement portal that will ensure better and faster buying.

In April 2005, Public Works and Government Services Canada will launch a new version of the Government Electronic Tendering Service, or "GETS."

It will eliminate the subscription fees to access federal contract opportunities and thereby remove an irritant for suppliers across the country.

Then there's the innovative work of my Parliamentary Secretary, the Honourable Walt Lastewka.

Walt has done a superb job in heading the most comprehensive and extensive review of government procurement since 1963.

His task force has been holding public consultations since September.

He is in the process of writing his final report.

The second element of my strategy is to look for cost savings in our real estate operations. My department is currently spending $3 billion a year on real estate, and I see no reason why we shouldn't aim for a 10 percent annual savings in this area as well.

As you've no doubt heard, one of the things under consideration is the economics of owning versus leasing our office buildings.

The status quo is not acceptable…not when the private sector on average is 20 percent more efficient in managing office space and the government has a one-billion-dollar deferred maintenance deficit in our office building portfolio.

In the near future I intend to engage private sector consultants to look at the pros and cons of divesting government property, as well as other options such as outsourcing management or using Real Estate Investment Trusts, or REITs.

One overriding principle is that we will do nothing to reduce the visibility of the Government of Canada in Canadian regions and communities.

Members of this chamber of commerce will be interested to know that we have identified potential projects in Gatineau that could trigger the construction of an additional 90,000 square metres of office space in the next four years.

I should add though that no decisions have been made.

What is certain is that the federal government is the most important landlord in the National Capital Region.

We lease at least 73 percent of the private market in Gatineau.

Our objective is to achieve a 75/25 ratio between Ontario and Quebec in terms of space. We are striving to meet that target. And we're almost there with a 78/22 ratio. Of course you must admit that I'm doing my part. After all, my departmental office is right here in the heart of Gatineau.

We are already starting to work toward a more consistent application of standards for office space. And that should translate into more effective management of space as well as lower costs.

The department is currently spending $800 million a year on leases for our national portfolio. Our goal is to achieve a 15 percent savings through a more aggressive leasing strategy.

Furthermore, Public Works and Government Services Canada remains committed to environmental excellence. For example, all new leases and renewals will be subject to "Green Lease" provisions.

The third element of my strategic vision is to improve the business of government by modernizing our information technology systems.

My department recently took over responsibility for the Government On-Line initiative. Its goal is to fundamentally change the way the federal government provides services to Canadians.

For example, our work on the Secure Channel will provide a world-class secure network so Canadians can confidently and safely do business with the government on-line, 24/7.

Already it can be used for such services as filing employment insurance claims and determining the status of personal tax accounts. And about 130 government services should be accessible to Canadians from their home computers by the end of next year.

Businesses are using the Secure Channel to electronically file Record of Employment information — an approach that's saving employers millions in labour and related costs.

I'm sure you'll agree that this is an ambitious vision for change, and no one is suggesting it will be easy. But I'm determined to make sure that this plan for smart buying and smarter government succeeds.

I consider it a personal challenge, as a minister and as a member of a minority government, to see to it that we deliver on the promises we've made.

That means I must work very hard to make my case to Canadians, to my provincial and municipal counterparts, and to the business community. And I need your input.

For example, Public Works and Government Services Canada is holding a series of consultations from now until January aimed at improving our relationship with the private IT industry. I invite you to take part.

As municipal leaders and as members of the business community, your input is invaluable.

So I look forward to working with you as partners in progress as we transform the Department of Public Works and Government Services Canada and overhaul the business of government.

In doing so, we will ensure better value for tax dollars and better services to Canadians.

Canadians deserve nothing less.

Thank you.