Alternate Format(s)
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RPP 2006-2007 Public Works and Government Services Canada |
Section II - PROGRAM ACTIVITIES
Introduction
This section of the Report provides information about PWGSC's Program Activities. The Program Activity Architecture
(PAA) is an activity-based management system, which all government departments are moving towards, in accordance with
TB directives. The PAA is part of the government's Management Resources and Results Structure (MRRS), which will
provide a horizontal management framework across the federal government and will allow for enhanced reporting to
Parliament and Central Agencies on performance. The MRRS replaces the Planning, Reporting and Accountability
Structure.
As a management tool, the PAA is in its early stages and is being completed with program financial, performance and
other management information, which is being placed into the TBS Expenditure Management Information System. In the
long-term, with its full implementation, the PAA should provide a basis for year-by-year evaluation/assessment of
activity performance and a guide to monitoring results over time.
The Program Activity Architecture for PWGSC's Government Services Program is divided into 26 activities. These
activities support our strategic outcomes: Quality Services and Sound Stewardship.
To better reflect the PWGSC approach to services, the PAA's 26 activities have been grouped to highlight our key
service areas:
- Real Property;
- Acquisitions;
- Information Technology;
- Receiver General and Public Service Compensation;
- Government Information and Consulting;
- Greening Government Operations;
- Business Integration; and
- Special Operating Agencies such as the Translation Bureau and Consulting and Audit Canada.
Corporate Management is an additional activity provided internally to support our government services. Due to its
importance to PWGSC, Corporate Management is discussed as part of the overall reporting structure in this report with
the financial budget allocated to PWGSC's service areas.
In each of the Government Service sections, which follow in this Report, plans and initiatives are identified for
each service. The plans and initiatives focus on the immediate planning period. Descriptions are also provided with
results statements and performance indicators for the PAA activities within each service. The PAA focuses on long-term
and enduring outcomes for PWGSC.
PWGSC - Program Activity Architecture |
OPI |
PWGSC Government Services |
Quality Services |
Sound Stewardship |
RP |
Real Property |
- Federal Accommodation and Holdings
- Real Property Services Revolving Fund
- Real Property Disposition Revolving Fund
|
- Real Property Stewardship
|
ACQ |
Acquisitions |
- Acquisition Services
- Optional Services Revolving Fund
- Defence Production Revolving Fund
|
- Supply Operations Stewardship
|
ITS |
Information
Technology |
- IM/IT Services
- Telecommunications Services Revolving Fund
|
|
ABC |
Receiver General
and Public Service Compensation |
- Receiver General Services
- Public Service Compensation Services
|
- Receiver General Stewardship
- Public Service Pay Stewardship
- Public Service Pension Stewardship
|
GIS |
Government
Information |
- Government Information Services
|
- Government Information Stewardship
|
SI |
Business
Integration |
- Business Integration Services
|
- Business Integration Performance Management
|
CAC/GIS
Translation Bureau |
Special Operating
Agencies |
- Consulting and Audit Canada Revolving Fund
- Translation and Interpretation to Parliament, Conference Interpretation, Terminology
- Translation Bureau Revolving Fund
|
|
OGGO |
Greening
Government Operations |
- Office of Greening Government Operations Services
|
- Office of Greening Government Operations Stewardship
|
All Coordinated CSHRC |
Note: The two
activities of Corporate Management, and Business Integration Client Relations Management are not shown in the
table above because, for TBS's financial reporting purposes, their costs have been re-allocated to the other
activities as departmental overheads. |
REAL PROPERTY
PWGSC is one of the largest providers of office space in Canada. It is the custodian of a significant inventory of
federal office space and common-use facilities, which makes up a good part of the critical infrastructure that enables
the Government of Canada to effectively serve its citizens.
PWGSC provides office and common use accommodation to federal government departments and agencies, as well as a
full range of real property services. It also contributes to the policy priorities that support the Government of
Canada in the delivery of programs for Canadians. PWGSC demonstrates real property leadership by:
- Providing federal departments and agencies with affordable, productive work environments;
- Providing ongoing stewardship of national treasures such as the Parliamentary Precinct and other heritage assets
across Canada and various engineered public works (such as bridges and dams);
- Administering the Payments in Lieu of Taxes program that strives for fair and equitable payments to real
property taxing authorities; and
- Managing the Real Property Disposition Revolving Fund, which facilitates the disposal of properties surplus to
government requirements.
Real Property provides strategic and expert advice to other federal departments and agencies for the acquisition,
development, construction, management, operation, maintenance, repair and disposal of real property.
Plans and Initiatives
Real Property will support the following key strategic departmental priorities:
- The Way Forward;
- Real property savings;
- Sound stewardship and ethical management;
- Business transformation;
- Project performance;
- NCA Accommodations Strategy and office accommodations distribution between Ontario and Quebec (Ratio of 75/25);
- Ongoing mandate; and
- Long Term Vision and Plan for the Parliamentary Precinct.
Key Facts *
- Manages, as custodian, $7 billion worth of federal real property.
- Manages 6.8 million square metres of rentable space including:
- 3.4 million m2 of Crown-owned space;
- 2.9 million m2 of leased space; and
- 0.5 million m2 of lease-purchase space.
- Provides accommodation to 235,000 federal employees in 112 departments and agencies in about 1,840
locations across Canada.
- Administers annual payments in excess of $460 million under the Payments in Lieu of Taxes Program to
approximately 1,300 local taxing authorities.
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* as of March 31, 2006 |
The Way Forward
Real Property continues to be a significant contributor to the federal government's effort to achieve savings that
can be reallocated to higher priorities. More specifically, The Way Forward initiative comprises two
important elements:
- Saving money by maximizing efficiencies, taking advantage of economies of scale and leveraging existing
expertise; and
- Doing these things in an open, transparent way so as to preserve the confidence of Canadians in the integrity
and fairness of the Government of Canada.
![Real Property - Planned Net Expenditures](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/sect2b_graph1-e.gif)
Real Property Savings
PWGSC has developed a number of specific initiatives so that real property gross savings of $1,025 million will be
achieved over a five-year period, starting in 2005-06:
Rigorous Application of Accommodation Standards: PWGSC will consistently apply fit-up and space
standards, and optimize space utilization to be more in line with private sector norms. This is expected to achieve
savings of $500 million over the five-year period. The aim is to reduce the average space per Full Time Equivalent
from 21.4 square metres to 18 square metres. It is anticipated that it will be a challenge to achieve the five-year
space savings targets. PWGSC will have to seek collaboration and commitment from our client departments and agencies
in order to achieve the long-term program savings commitment and the related short-term projects.
Overall, the fit-up portion of the savings will be the result of less space requiring fit-up and more rigorous
accommodation standards.
Improved Inventory Management: PWGSC will continue to focus efforts on longer-term program
planning and the optimization of its accommodation portfolio. This will include:
- Improving the management of its leased portfolio and the rates negotiated through such means as long-term
leases; and
- Increasing efficiencies and savings in managing facilities operation and delivering maintenance and repair
projects, such as more effective scheduling and bundling of work.
This is expected to achieve savings of $300 million over the five-year period. We will be working closely with
clients and TBS to achieve target savings.
Efficiencies in Program Management and Service Delivery: PWGSC is an industry leader in the area
of outsourcing property management services. A new approach to program management and service delivery is expected to
achieve savings of $175 million over the five-year period. We will assess further opportunities for outsourcing and,
if appropriate, develop a related strategy and implementation plan. Real Property will reduce overhead by ceasing
non-essential activities and reassigning resources to higher priorities.
One Time Capital Deferral: Real Property deferred $50 million investments in capital projects to
reallocate to higher priorities in 2005-06. Capital deferral will not continue into 2006-07 and future years.
Investments at PWGSC: Investments are required in current and future years to transform Real
Property's business and achieve the estimated savings.
The table "Government-wide Real Property Savings", as published in the Report on Plans and Priorities
2005-2006, summarizes the savings related to the reallocation process
Government-wide Real Property Savings
($ Millions) |
Area of Savings |
2005-06 |
2006-07 |
2007-08 |
2008-09 |
2009-10 |
Total |
Applying Accommodation Standards |
50 |
85 |
95 |
120 |
150 |
500 |
Improved Inventory Management |
40 |
50 |
60 |
70 |
80 |
300 |
Outsourcing and Overhead Reductions |
10 |
15 |
15 |
65 |
70 |
175 |
One Time Capital Deferral |
50 |
|
|
|
|
50 |
Total Savings |
150 |
150 |
170 |
255 |
300 |
1,025 |
Investments at PWGSC |
(20) |
(20) |
(20) |
(20) |
(20) |
(100) |
Net Target Real Property Savings |
130 |
130 |
150 |
235 |
280 |
925 |
Note:
1). Savings Contributions: PWGSC - 90%; and Other Government Departments - 10%
2). Some savings will occur in organizations that reimburse PWGSC.
|
The achievement of $1.025 billion in government-wide savings will require the full commitment of
our colleague departments and policy-making agencies. In order to attain these savings, PWGSC will invest about $100
million over five years in initiatives to enhance real property management.
Sound Stewardship and Ethical Management
Real Property strives to ensure sound and ethical management and stewardship of the resources entrusted to it. This
will be achieved by having sound management practices in place with assurance functions and oversight mechanisms
respected and supported.
PWGSC will work with the Office of the Chief Risk Officer so that risk management and quality assurance are more
fully integrated into the culture of Real Property.
We will continue to foster and build a strong culture of values and ethics by further implementing the Ten-Point
Integrity Plan, which includes mandatory training in ethics. In addition, we will continue to address recommendations
arising from the Auditor General and PWGSC's Audit and Evaluation Branch.
Business Transformation
Real Property is seeking to become an industry leader in business performance and best practices. In 2006-07, Real
Property will implement an enterprise-wide business transformation agenda. We will develop and implement consistent
and disciplined approaches to reflect industry standard practices. This will involve alignment of processes, people
and systems with its new business direction. Capacity will be built-up in key areas of expertise.
While undergoing the business transformation process, Real Property is seeking access to financial advisory
services from the private sector to provide innovative and useful recommendations to address challenges facing the
management of PWGSC's Crown-owned real estate. These challenges include the condition and age of buildings, unrealized
development potential, the limited flexibility of assets, outdated IT systems, project management performance, and
inflated operating costs.
Although we are in the early stages of the transformation process, we have identified our key areas of activity for
greatest value for money. With the implementation of pilot projects and by comparative analysis with real estate
organizations, we will identify ways to improve our business processes. By implementing the business transformation
process, we will be better able to provide quality services for our clients and sustainable value and savings for
Canadians.
Project Performance
To provide improved service delivery and greater client satisfaction, Real Property will realign project governance
and continue to make improvements in project delivery having more focus on key clients and major projects. Given the
current volatility in construction costs, more rigour will be brought to project risk management and cost estimating
through investment in real time project management systems. Real Property will identify and implement a single
industry standard project management approach to deliver our projects on time, on budget and within their defined
scope.
Deliver Ongoing Mandate
In 2006-07, Real Property will continue to devote the majority of its resources to provide safe, affordable
workplace solutions to support the delivery of government programs, including: Federal Accommodation and Holdings,
Real Property Services Revolving Fund and Real Property Disposition Revolving Fund. In 2005-06, a re-organization
within PWGSC resulted in a realignment of the Service Integration Branch, e.g., elements of client services were
transferred to the real property organization.
Long Term Vision and Plan for the Parliamentary Precinct
PWGSC is the custodian for the buildings in the Parliamentary Precinct. As important heritage assets, these
buildings are in need of significant investment to protect their architectural integrity and to ensure that they
remain safe and useful for future generations. PWGSC has developed a Long Term Vision and Plan (LTVP) - a detailed
blueprint for renovations and new construction program. Real Property will ensure that the principles of the LTVP are
effectively implemented. These include: preserving the historical structures, bringing them up to modern standards,
and meeting accommodation requirements identified by the Senate, House of Commons, and Library of Parliament. The
management of this important legacy program of work is supported through strong working relationships between PWGSC
and our Parliamentary partners. Please see Section III - Table 11 for more information on individual LTVP
major Crown projects.
Activities
PWGSC has four Real Property Services activities.
- Federal Accommodation and Holdings;
- Real Property Services Revolving Fund;
- Real Property Disposition Revolving Fund; and
- Real Property Stewardship.
The first three activities support the Quality Services strategic outcome, while the fourth activity supports our
Sound Stewardship strategic outcome. The Strategic Outcome Tables for these planned activities provide descriptions,
results statements and performance indicators for each activity.
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Real Property Planned Spending |
(in millions of dollars) |
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Forecast Spending
2005-2006 |
Planned
Spending
2006-2007 |
Planned
Spending
2007-2008 |
Planned
Spending
2008-2009 |
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Operating (including Special Purpose Allotment), Capital, Grants and Contributions and Statutory Votes |
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Federal Accommodation and Holdings |
|
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|
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Gross Expenditures |
2,176.5 |
2,516.3 |
2,198.9 |
2,027.2 |
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Less: Respendable Revenue |
452.7 |
278.4 |
277.9 |
277.9 |
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Net Expenditures |
1,723.8 |
2,237.9 |
1,921.0 |
1,749.3 |
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Real Property Stewardship |
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Gross Expenditures |
67.0 |
35.1 |
35.9 |
35.9 |
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Less: Respendable Revenue |
1.8 |
1.4 |
1.5 |
1.5 |
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Net Expenditures |
65.2 |
33.7 |
34.4 |
34.4 |
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Real Property Services Revolving Fund |
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Gross Expenditures |
784.8 |
847.2 |
910.7 |
910.8 |
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Less: Respendable Revenue |
784.8 |
847.2 |
910.7 |
910.8 |
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Net Resources (Provided) Used |
- |
- |
- |
- |
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Real Property Disposition Revolving Fund |
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Gross Expenditures |
4.0 |
4.0 |
4.0 |
4.0 |
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|
Less: Respendable Revenue |
13.0 |
12.0 |
12.0 |
12.0 |
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|
Net Resources (Provided) Used |
(9.0) |
(8.0) |
(8.0) |
(8.0) |
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REAL PROPERTY TOTAL |
1,780.0 |
2,263.6 |
1,947.4 |
1,775.7 |
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|
|
|
|
|
|
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Gross Expenditures for Real Property |
3,032.3 |
3,402.6 |
3,149.5 |
2,977.9 |
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Less: Respendable Revenue for Real Property |
1,252.3 |
1,139.0 |
1,202.1 |
1,202.2 |
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Net Expenditures for Real Property |
1,780.0 |
2,263.6 |
1,947.4 |
1,775.7 |
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Totals may not add up due to rounding |
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(FTEs) |
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Federal Accommodation and Holdings - Full Time Equivalents (FTEs) |
2,402 |
2,402 |
2,402 |
2,402 |
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Real Property Stewardship - FTEs |
240 |
245 |
246 |
246 |
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Real Property Services Revolving Fund - FTEs |
1,261 |
1,261 |
1,261 |
1,261 |
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Real Property Disposition Revolving Fund -FTEs |
- |
- |
- |
- |
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Real Property - Full Time Equivalents Total |
3,903 |
3,908 |
3,909 |
3,909 |
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Federal Accommodation and Holdings:
The increase in expenditures from 2005-2006 to 2006-2007 is mainly due to new funding received for specific authorities and reprofiling such as Long Term Vision and Plan (LTVP), Skyline, Portrait Gallery and Sydney Tar Ponds. The decrease in expenditures in subsequent years is mainly related to sunsetting of funding related to specific activities such as accommodation funding and LTVP.
RP Stewardship:
The variance between the 2005-2006 Forecast Spending and the 2006-2007 Planned Spending can be explained by the Federal Accommodation and Holdings EBP charges recorded against the Real Property Stewardship Program Activity, as reflected in the 2005-2006 Public Accounts.
RPS Revolving Fund:
RPS Revolving Fund increases are mainly due to additional business volume expected for Correctional Service of Canada (Cowansville and Archambault Institutions) as well as for Indian and Northern Affairs Canada (National Contaminated Sites). A further increase due to Parks Canada (sites upgrade) is applicable to 2006-2007, while an increase for Agriculture and Agri-Food Canada (Milk Research Infrastructure in Lennoxville) is applicable to 2007-2008.
RPD Revolving Fund:
A decrease in revenue for future years is based on an anticipated decrease in affordable housing properties disposed of through the Fund. This is not offset by a decrease in expenditures due to increased planned costs and disposal efforts related to environmental issues for lower cost properties.
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Strategic Outcome: Quality Services
Federal Accommodation and Holdings
Activity |
Results |
Performance Indicators |
Effective management of real property
investment, under the custodianship of PWGSC, in support of the delivery of government programs. |
Government departments and agencies
have safe, healthy, productive and affordable work environments and facilities that enable them to deliver
programs and services. The real property portfolio is managed as an investment on behalf of the taxpayer. |
- Accommodation usage (M2 per FTE; cost per M2; and cost per
FTE).Achieve savings by reducing accommodation usage, M2 per FTE.
- Operating cost trends analysis. Achieve savings by reducing operating costs.
- Percentage vacancy rate trend compared to industry.
- Progress against Sustainable Development Strategy targets nationally.
|
Real Property Services Revolving Fund
Activity |
Results |
Performance Indicators |
The provision on a fee-for-service
basis of optional real property services to other custodial departments, and to other departments and agencies
requesting services over and above those provided under the Federal Accommodation and Holdings Service Line
program. |
Quality, affordable services are
provided to government departments and agencies. Revenues will cover the full cost of service delivery. |
- Recoveries as a percentage of cost (target is 100%).
- Percentage of Real Property projects* over $1 million completed (on time, on budget and
on scope).
* Projects include only non-operational projects having a significant construction-related component. |
Real Property Disposition Revolving Fund
Activity |
Results |
Performance Indicators |
The provision, on a cost recovery
basis, of routine disposals of real property assets no longer required in order to generate revenue for the
Crown. |
Realization of value (net proceeds of
sale) from surplus properties. |
- Return on Disposals: Proceeds of sales divided by Expenditures (e.g., Fees,
Disbursements and Investments).
|
Strategic Outcome: Sound Stewardship
Real Property Stewardship
Activity |
Results |
Performance Indicators |
Provision of strategic leadership and
proactive management of the resources and real property assets to support the delivery of government programs. |
Government program delivery is
facilitated by a consistently applied, modern real property and program management framework that reflects a
whole-of-government perspective in decision-making. |
- Actual recapitalization rate v. funded recapitalization.
- Percentage or number of portfolio plans approved (against target).
- Operating and capital year-end actuals are within pre-determined percentage of budget in
accordance with approved practices.
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ACQUISITIONS
PWGSC is the government's primary procurement service provider offering client departments and agencies a broad
base of procurement solutions such as specialized contracts, standing offers, supply arrangements and electronic
marketplaces. Our role is the provision of timely value-added acquisitions and related common services to Canadians
and the federal government. These services are provided within a framework that promotes and requires stringent
ethical procurement standards. In greening government operations, we also play a key role in assisting client
departments to identify and adopt environmentally-friendly "green" procurement alternatives by encouraging
them to buy green products.
As a strategic partner with our clients, Acquisitions:
- Builds and manages supplier relationships, including those of Small and Medium Enterprises (SMEs);
- Strives to achieve best value purchases;
- Helps define client requirements;
- Looks for opportunities to improve the process of buying goods and services;
- Finds the best possible solutions for meeting client needs; and
- Closely oversees client and supplier relationships after contract award for stronger accountability throughout
the procurement process.
Our role also involves military and Major Crown Projects procurement, and the offering of specialized services such
as: marine inspection and technical services; management of seized property; travel management; standards for and
certification of goods and services; surplus asset disposal; procurement of vaccines and drugs on behalf of provinces
and territories; and registration of quality (ISO 9000) and environmental (ISO 14001) management services. We also
support the development of professional procurement initiatives, such as certification standards for procurement
professionals, through active participation in national organizations.
Key Facts
- PWGSC is Canada's largest public purchaser of goods and services. PWGSC's purchases account for more than
80% of the total value of government procurement.
- Buys over $10 billion in goods and services each year and manages approximately 60,000 transactions,
having an extensive influence on the efficiency of government-wide operations.
- Spends the vast majority of procurement dollars on a basket of 40 commodities such as information
technology and office equipment.
|
Plans and Initiatives
In 2006-07, we will continue the delivery of efficiencies, productivity gains, and cost reductions, thereby
enabling the reallocation of resources to higher government priorities. The Way Forward is committed to
achieving government-wide acquisition savings of $2.5 billion over 5 years.
![Acquisitions - Planned Net Expenditures](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/sect2c_graph1-e.gif)
Forecasted Savings for Procurement
Transformation
($ Millions) |
Savings |
2005-06 |
2006-07 |
2007-08 |
2008-09 |
2009-10 |
Total |
Acquisition Business Transformation |
59 |
184 |
505 |
688 |
717 |
2,153 |
Government of Canada Marketplace |
|
|
8 |
23 |
31 |
62 |
Shared Travel Services Initiative* |
|
20 |
85 |
130 |
140 |
375 |
Total Procurement Transformation Savings |
59 |
204 |
598 |
841 |
888 |
2,590 |
Investments |
(12) |
(38) |
(26) |
(8) |
(6) |
(90) |
Net Savings |
47 |
166 |
572 |
833 |
882 |
2,500 |
*Shared Travel Services Initiative is managed by the Information Technology Services
Branch..
|
PWGSC achieved savings almost immediately. For example, by making the use of standing offers mandatory for certain
commodities and leveraging volume discounts, immediate savings were generated, in some cases, as high as 30%. Building
upon this early momentum, the department established several initiatives, as identified below, designed to secure the
long-term goals of the transformation agenda.
In addition to transformation, PWGSC will continue to support its clients' ongoing and special needs, e.g., support
for the government's recent commitment to invest approximately $17 billion in military equipment and related services.
As in all its procurement activities, PWGSC will follow processes that are fair, open and transparent.
Commodity Management
One of our key strategies involves taking steps in 2006-07 to embed our Commodity Management practices into our
daily operations. Led by PWGSC, Commodity Management is a government-wide framework used to plan and manage the life
cycle of various goods and services. It is aimed at establishing government-wide efficiencies and savings for
reallocation. Using the Annual Government-Wide Plan for Commodity Management, approved in Winter 2005-06, we
will support client departments as they manage their procurement requirements.
Under the direction of the interdepartmental Assistant Deputy Minister Steering Committee and also Commodity
Councils (comprised of high-level client department representatives, industry representatives and, depending on the
commodity, representatives from Small and Medium Enterprises), we will establish commodity plans. The plans will
identify:
- Which contracting instruments are to be used;
- Opportunities for strategic sourcing for goods and services (e.g., travel services);
- Opportunities to reduce costs and buy smarter;
- Ways to manage relationships with vendors and how to better monitor their performance;
- How government material and assets are managed; and
- How the government disposes of its assets.
Commodity Councils will set savings targets for each commodity and monitor overall efficiency. In 2006-07, the
government-wide savings target is $204 million. To reach the targets for 2006-07 and future years, we will:
- Complete and seek endorsement of 30 to 40 commodity plans by Fall 2006;
- Implement between 30 to 40 consolidated procurement instruments by March 2007; and
- Begin strategic sourcing for additional commodities by March 2007.
The successful generation of some of the savings is dependent upon implementation of new authorities accorded to
the Minister of Public Works and Government Services identified in the Budget Implementation Act, 2005. PWGSC
will continue to work with TBS to establish the necessary conditions to bring these authorities into force.
New processes, some of which we have begun to use in the development of our plans, will include analysis of
commodity supply and utilization, market assessments and determination of life cycle costs. As part of our
transformation agenda, we will continue to embed new processes into our current practices of delivering fundamental
acquisition services to our clients.
We will also improve our consultation practices with respect to procurement transformation with Industry (including
SMEs) and clients.
Government-wide savings, realized at the client department level, cannot be measured accurately without a reliable
baseline to measure progress over time. To this end, we will continue to develop the Performance Measurement
Framework, a cornerstone to solid performance management, to guide our clients' understanding of potential benefits
obtained from The Way Forward. In the coming year, in addition to reporting on savings, we will report on
progress on initiatives such as Small and Medium Enterprises, Green Procurement and vendor performance. We will also
be using complex diagnostic tools to better enable the reporting of savings for custom procurements.
Client departments expect to achieve real dollar savings. These savings are projected to accelerate in later years.
To mitigate possible impacts of savings shortfalls, PWGSC and Commodity Councils will monitor monthly savings achieved
against targets. This governance will support continuous improvement and ensure early detection of problem areas,
allowing PWGSC and client departments to take necessary corrective measures.
For more information on our transformation efforts, please visit: http://www.pwgsc.gc.ca/b2k5/text/public/staging_pp/rc-1-e.html.
E-Procurement
The Government of Canada Marketplace (GoCM), a key enabler of the transformation agenda, will help generate savings
by delivering volume price discounts, consolidating procurement instruments such as standing offers, and improving and
simplifying purchasing processes. PWGSC will continue to build upon progress it has already made to ensure effective
and timely rollout. The GoCM, which received effective project approval from the Treasury Board in June 2006, seeks to
make its services available to all government departments and agencies. It will include the ability to track and
report on compliance on the use of mandatory supply arrangements, achieving savings objectives for government as a
whole or as individual departments. In doing so, it will also support the government's efforts to improve
accountability by: enhancing transparency into what the government is buying; standardizing processes for low dollar
purchases; and establishing audit trails for what has been purchased, for whom, and for what price. Refer to Table 14
in Section III of this report for more information on the GoCM project.
Client Engagement
Focusing on procurement savings opportunities, the client consultancy team is driving towards tangible procurement
transformation results such as comprehensive departmental procurement strategies and service level agreements. This is
achieved through iterative review sessions, workshops, as well as departmental senior management involvement,
including the Deputy Minister level in some instances. The work to date shows that the strategies and approaches
developed by PWGSC, and deployed in client departments, can achieve the savings targets.
We have had initial review sessions with seventeen departments and are planning additional sessions with another
seven departments. During these sessions, a Procurement Savings Opportunity Report (PSOR) is presented to client
departments.
Follow-on in-depth sessions and workshops will be ongoing with targeted departments to refine the engagement
process. From this early work, PWGSC has begun developing and implementing engagement strategies to establish
procurement savings strategies and service level agreements for all departments.
Military Procurement
In support of the government's recent commitment to invest approximately $17 billion in military equipment and
related support services, the department will work closely with the Department of National Defence to ensure timely
contract awards, and delivery of equipment and services which satisfy the needs of the men and women in the Canadian
Forces while ensuring best value for Canadians.
As in all its procurement activities, the procurement of military equipment for Canada's armed forces will be fair,
open and transparent, in line with the Government's commitment under the Federal Accountability Act. In addition,
rigorous requirements for each procurement process have been put in place to ensure openness and transparency while
also enabling the government to meet the urgent operational requirements of Canada's armed forces.
Potential suppliers will have to demonstrate their ability to meet mandatory high level performance criteria. PWGSC
will ensure that proposed suppliers, for each of the procurements, put in place the best possible package of
industrial benefits for Canada.
Small and Medium Enterprises
The Office of Small and Medium Enterprises (OSME) plays a key role in the departmental transformation initiatives.
The mission of the OSME is to help ensure that Small and Medium Enterprises (SME) continue to have opportunities to
compete for government business.
OSME will work to ensure that SME interests are considered in all aspects of the department's business. To this
end, OSME will:
- Engage the SME community and assist SME suppliers in navigating the government supply system;
- Review government supply policies for opportunities for SME participation;
- Work with stakeholders so that federal government supply and related policies consider SME and related
socio-economic interests; and.
- Open OSME offices in each region to facilitate fair and equitable access to procurement opportunities across the
country.
OSME will hold policy discussions with key industry associations representing SME suppliers as well as information
and training seminars to assist SMEs. Their goal is to increase SME participation in our supplier seminars and in
procurement competitions. OSME is also developing a plan to establish a strategic approach to train and assist a wide
range of suppliers with the goal of increasing SME participation in doing business with the Government of Canada. To
ensure that SME concerns and considerations are taken into account, OSME will provide policy and operational
recommendations and advice on future procurement approaches and solicitation documents, in order to leverage existing
and emerging OSME capabilities.
In the context of the socio-economic impacts of procurement policy, OSME will develop strategic policy
recommendations on the participation of SMEs in major crown procurements, and on industrial and regional issues,
innovation and horizontal policy issues such as the contribution of SMEs to green procurement. Quantitative analysis
capacity will be expanded within the OSME to support this work and to help address emerging SME issues and challenges.
For further information on OSME, please visit: http://www.pwgsc.gc.ca/acquisitions/text/sme/osme-e.html.
Accountability
PWGSC plays a key role in delivering accountability in the day-to-day operations of the government. One of the
initiatives in 2006-07 to support accountability is the development of the Code of Conduct for Procurement.
The Code will provide a comprehensive statement of the government's expectations for suppliers and public service
employees related to procurement activities, and will complement integrity provisions that will be made part of
solicitations and contracts. It is also aimed at increasing the level of transparency and guiding government dealings
with the private sector.
The Code will be complemented by the government-wide promulgation of a revised Vendor Performance Policy (VPP).
This policy will include more specific implementation processes, procedures and standards for evaluating performance
in various commodity and service lines. It will help identify irregularities, and provide opportunities for more
timely corrective measures. The VPP is expected to facilitate the dispute resolution process by seeking early
resolution to disputes.
In addition, PWGSC will support the development of regulations with regard to the Procurement Auditor, a
position mandated by the Federal Accountability Act and Action Plan. It is proposed that the Auditor
will be responsible for: reviewing procurement practices across government; reviewing certain complaints; managing an
alternative dispute resolution process; and, tabling an annual report in Parliament.
Employee training will be enhanced to ensure more rigorous contract management. To that end, during 2006-07, PWGSC
expects to introduce a suite of customized contract management reporting tools, and offer related training, which will
ultimately support accountability in government operations.
The Federal Accountability Act and Action Plan is a priority of government. PWGSC fully supports ensuring
transparency and fairness of government procurement. Two such measures, which are already in place, include the
publication of contract awards on the government electronic tendering system, and the publication of contract history.
Please see the following websites for more details: http://www.contractscanada.gc.ca
and http://www.merx.com.
Human Resources
In year one, The Way Forward savings were generated using procurement instruments such as existing
standing offers. In future years, savings will be derived from more significant changes that are expected to impact
the department's human resource capacity. To this end, the Acquisitions Branch will continue to work with the Human
Resources Branch (HRB) to develop and implement a longer term Human Resources Plan to establish new business
competencies and leadership through appropriate recruitment and retention initiatives. The Plan will also help to
increase the department's bilingual capacity.
Green Procurement
PWGSC continues to lead the greening of government operations. One of our goals is to support the integration of
environmental performance considerations into buying decisions.
PWGSC will work to ensure consistency of its procurement decisions and the Green Procurement Policy that
took effect on April 1, 2006.
PWGSC plans to use a variety of means to facilitate government-wide green procurement practices. These include the
provision of tools and programs such as green procurement training, and by hosting outreach sessions in 2006-07 to
inform departments on green procurement practices and tools.
For more information, please visit: http://www.pwgsc.gc.ca/b2k5/text/public/staging_pp/rc-2-e.html.
Management Practices
While our transformation efforts are far reaching, demanding profound changes to the way procurement is conducted,
PWGSC continues to deliver on its core business commitments. We serve our clients in a timely fashion, offering a
broad base of solutions to bring the best possible value for the procurement dollar. We provide timely and value-added
service to our clients, offering our clients the highest quality service.
Activities
PWGSC's Acquisition Services has four activities: the activities of Acquisition Services; Optional Services
Revolving Fund; and Defence Production Revolving Fund support our Quality Services strategic outcome; and, Supply
Operations Stewardship which supports the Sound Stewardship strategic outcome of the department. The planned spending
for these activities is described in the ensuing financial table, followed by the strategic outcomes tables, which
provide descriptions, results statements and performance indicators for each activity.
|
Acquisition Planned Spending |
(in millions of dollars) |
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|
|
|
Forecast Spending
2005-2006 |
Planned
Spending
2006-2007 |
Planned
Spending
2007-2008 |
Planned
Spending
2008-2009 |
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Operating and Statutory Votes |
|
|
|
|
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|
Acquisition Services |
|
|
|
|
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|
|
Gross Expenditures |
248.3 |
195.3 |
193.1 |
194.9 |
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|
|
Less: Respendable Revenue |
60.0 |
40.9 |
41.2 |
41.5 |
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|
|
Net Expenditures |
188.3 |
154.4 |
151.9 |
153.4 |
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|
Supply Operations Stewardship |
|
|
|
|
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|
|
Gross Expenditures |
63.7 |
47.7 |
37.7 |
39.2 |
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|
Less: Respendable Revenue |
5.7 |
8.6 |
8.4 |
8.6 |
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|
Net Expenditures |
58.0 |
39.1 |
29.3 |
30.6 |
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|
Optional Services Revolving Fund |
|
|
|
|
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|
|
Gross Expenditures |
104.8 |
100.4 |
100.4 |
100.4 |
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|
Less: Respendable Revenue |
104.8 |
100.4 |
100.4 |
100.4 |
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|
Net Resources (Provided) Used |
- |
- |
- |
- |
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|
Defence Production Revolving Fund |
|
|
|
|
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|
|
Gross Expenditures |
- |
- |
- |
- |
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|
Less: Respendable Revenue |
- |
- |
- |
- |
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Net Resources (Provided) Used |
- |
- |
- |
- |
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ACQUISITION TOTAL |
246.3 |
193.5 |
181.2 |
184.0 |
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Gross Expenditures for Acquisitions |
416.8 |
343.4 |
331.2 |
334.5 |
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Less: Respendable Revenue for Acquisitions |
170.5 |
149.9 |
150.0 |
150.5 |
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Net Expenditures for Acquisitions |
246.3 |
193.5 |
181.2 |
184.0 |
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Totals may not add up due to rounding |
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(FTEs) |
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Acquisition Services - Full Time Equivalents (FTEs) |
1,785 |
1,800 |
1,815 |
1,827 |
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Supply Operations Stewardship - FTEs |
332 |
339 |
327 |
339 |
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Optional Services Revolving Fund - FTEs |
76 |
44 |
44 |
44 |
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Defence Production Revolving Fund - FTEs |
- |
- |
- |
- |
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Acquisition - Full Time Equivalents Total |
2,193 |
2,183 |
2,186 |
2,210 |
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The variance in net expenditures for Acquisition between 2005-2006 and future years is due to a decrease in planned spending for Shared Travel Services Initiative, Government of Canada Marketplace project, Business Transformation project and consulting costs.
|
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Strategic Outcome: Quality Services
Acquisition Services
Activity |
Results |
Performance Indicators |
Acquire goods and services on behalf
of the federal government. Manage the supply process by assisting clients with the requirements definition, bid
solicitation and evaluation, contract negotiation and administration. Manage all procurement-related aspects of
major projects (over $100 million). Regional offices carry out PWGSC acquisition activities across Canada. PWGSC
also maintains offices in the U.S. and Europe principally to service the needs of the military. |
- Timely and cost efficient acquisitions services are provided to other government
departments and agencies with enhanced service levels.
|
- Percentage reduction in cost of goods and services.
- Percentage reduction in time for procurement transaction.
- Percentage reduction in cost of government purchasing.
- Percentage of client departments satisfied with PWGSC services.
|
Optional Services Revolving Fund
Activity |
Results |
Performance Indicators |
A financial fund, which provides
specialized services to client departments, such as marine inspection and technical services, management of
seized property, travel management, consensus standards and conformity assessment services. Procurement of
vaccines and drugs on behalf of provinces and territories. |
- Quality, affordable services are provided to government departments and agencies.
Revenues offset the full cost of service delivery.
|
- Recoveries as a percentage of cost.
|
Defence Production Revolving Fund
Activity |
Results |
Performance Indicators |
Legacy fund presently unused.
Maintained to provide for acquisition services of military supplies in the event of emergency. |
- Funding of defence acquisition emergencies on a cost recovery basis.
|
- Recoveries as a percentage of cost.
|
Strategic Outcome: Sound Stewardship
Supply Operations Stewardship
Activity |
Results |
Performance Indicators |
Acquisition Policy; Contract Quality
Assurance; Professional Development; and Vendor Performance and Review and other management and administrative
activities to support program delivery. |
- Procurement community satisfaction in regards to policy advice, quality assurance,
strategic planning and HR support provided.
- Meet corporate goals related to professional development.
- Increase federal employees' knowledge of green procurement.
|
- Percentage of satisfied employees.
- Percentage of achieved official language targets.
- Percentage of minimum training investment.
- Number of outreach sessions provided to Federal employees.
|
INFORMATION TECHNOLOGY
PWGSC works closely with client departments and agencies to respond to their increasing Information Technology (IT)
requirements by delivering reliable, cost-effective and secure IT services and solutions. PWGSC's IT Services business
line provides a wide range of services to departments and agencies in the areas of: informatics and telecommunications
services; professional training and development services in information and communications technologies; and
electronic access to government information and services for Canadians. It brokers and manages: voice and data
networks; computers, servers and communications services; application development; and e-Government Knowledge Centre
services to federal departments, agencies and Crown corporations. It provides leadership in supporting government-wide
initiatives such as Secure Channel, Government of Canada Marketplace, and Shared Travel Service Initiative.
In developing strategies and innovative solutions for the management of the government's telecommunications and
informatics requirements, we conduct research and technological evaluations to assess opportunities for the
introduction of new and innovative products and services, the application of new technologies and the use of
alternative forms of delivery and partnering.
Plans and Initiatives
PWGSC is committed to achieving fundamental improvements in the way the federal government manages its information
technology. Using our experience and current client base as "our foundation", ITSB will continue to deliver on its
existing services, while working toward establishing an IT Shared Services Organization, to strengthen PWGSC's
internal Information Management/Information Technology (IM/IT) capacity and to support the department's business
transformation commitments.
Key Facts
- Enables Canadians to access 130 federal government services on-line.
- Assists in providing citizens and businesses, access to government services in a secure manner.
- Provides effective and efficient technology solutions for other government departments, enabling them to
focus on their core programs and service delivery to Canadians.
- Over 1.67 million ePasses have been issued to individuals (ePasses provide individuals with on-line
credentials for use in accessing government services in a manner that is secure and ensures that their
privacy is respected).
- Prints 73 million cheques and 23 million non-cashable items annually.
|
Delivering on Existing Commitments
Existing Clients: During the transformation, PWGSC will continue to provide cost-effective management of
telecommunications and informatics service requirements to departments and agencies. This will be further improved by:
seeking economies of scale in IT infrastructure design and shared services; working with Acquisitions Branch Services
on improving the procurement of IM/IT goods and services; rationalizing delivery services; and managing new,
competitively priced and innovative business solutions for telecommunications services.
![Information Technology - Planned Net Expenditures](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/sect2d_graph1-e.gif)
Funding for some initiatives (e.g. Secure Channel) is not reflected in the planned expenditures
as they are following the Supplementary Estimates process. Pursuant to TB guidelines, they are not reported in the
initial planned expenditures for the fiscal year. Thus, 2005-06 actuals appear much higher than 2006-07 planned
expenditures.
Partnerships: Partnership approaches will be maintained on a number of major multi-year projects such as
Government of Canada Marketplace, Travel Modernization, Pension Modernization and Service Canada.
SMIP: A Service Management Improvement Program (SMIP) was established to better position PWGSC's IT
capabilities to lead the GoC to the enterprise IT shared services model and to provide more robust IT Service
Management processes that support IT services provided to clients. The activities will focus on resources; processes
and technology; the relationship between these components; and the ability, as an IT service provider, to support and
maintain these activities in an optimum mix of consolidation and efficiencies within the new IT agenda. Architectures
and standards frameworks for common IT services will be developed.
Secure Channel: The Secure Channel is at the heart of the transformation agenda for IT. It is part of the
government's common IT infrastructure, which provides citizens and businesses with secure and private access to all of
government's on-line services. It directly supports the government's goal of client-centric, cross-government service
delivery anytime, anywhere, in both official languages. Funding for this project has been approved for 2006-07 and
part of 2008, after which time Secure Channel will operate on a full cost recovery basis.
During this planning period, we will focus our efforts on:
- Increasing the government-wide adoption of the Secure Channel;
- Expanding program service offerings (both external and internal to the Government of Canada); and
- Pursuing the Secure Channel's multi-jurisdictional potential.
RDIMS: The Records, Documents, and Information Management System (RDIMS), which was launched as an IT
shared service in September 2004, was designed to improve the collection and alignment of high quality information to
fully support transparent, timely and informed decision-making. PWGSC's goal is to:
- Achieve significant adoption of the RDIMS solution by client departments so that by the end of 2007, there will
be approximately 60,000 active licences and the involvement of more than 50% of departments and agencies.
Forwarding the Change Agenda
ITSB will continue to maintain a high quality of service and fulfill its existing service commitments while
embarking on an ambitious change agenda. This change agenda consists of 3 components:
- Growing the IT Shared Services Organization;
- Strengthening Internal IM/IT Practices; and
- Supporting Business Transformation.
Growing the IT Shared Services Organization (IT-SSO)
PWGSC's IT agenda will focus on the promotion of IT Shared Services as part of the government's overall initiative
to consolidate IT infrastructure services and facilities. This will complement the ongoing delivery of services
currently provided to colleague departments and agencies in the areas of telecommunications, network and computing,
application management, and other professional services. Under this approach, departments and agencies will continue
to have the flexibility to deliver their programs and services, while the government as a whole will achieve more
efficient, cost-effective operations by taking advantage of economies of scale and standardization. Through
collaborative service and stakeholder partnerships, we will treat the Government of Canada as an enterprise with the
goal of reducing technical complexity and increasing inter-operability and information exchange.
PWGSC already has begun the process of transforming its IT business into a Shared Services Organization (IT –
SSO) within the Government of Canada. This transformation seeks to aggregate the Government of Canada's Information
Technology infrastructure demands and resources to ensure effective, efficient and cost-conscious technology solutions
for departments and agencies, thus allowing them to focus on their core programs and service delivery to Canadians.
In 2006-07, we will continue to leverage the investment already made in the existing IT services offered to our
current client base, obtaining as much value from these services as we can. We will certify existing services for
delivery at an enterprise-wide level – ensuring that they are scalable, policy compliant (security, privacy and
information management) and respond to the needs of the GoC business community. This will allow for the eventual
migration of existing services to the IT-SSO.
New business intake channels are being developed including:
- IQTT (Identify, Qualify, Transition, and Transform) - consolidating GoC IT services, assets, and
accountabilities;
- Adoption - providing previously certified enterprise services to new clients; and
- Strategic Partnerships - working with major GoC partners to address critical business needs, while leveraging
existing funds.
Strengthening Internal IM/IT Practices
Activities to strengthen internal IM/IT in 2006-07 include:
- Total Cost of Ownership - Establish an assets inventory, understand costs of IM/IT assets and functions
(acquisition, operation and maintenance) and identify areas for cost reduction. This will provide senior
management with a more comprehensive view of the total cost of ownership and activities of the IM/IT within PWGSC,
contributing to better IM/IT investment decisions.
- IM/IT Governance - Design and implement a comprehensive Governance Framework for IM/IT in PWGSC. This
will establish a managed process for prioritizing and monitoring business investment in IM/IT at PWGSC, and
improved direction and priority setting.
- IT Security – Develop and implement the IT Security components related to the governance of IM/IT and
management of the life cycles of systems. This will allow the management of IM/IT security risks and ensure
compliance to the government's IM/IT Security Policy and standards.
- Enterprise Architecture – Provide the framework, processes, and tools to develop and maintain a PWGSC
enterprise architecture that presents a whole-of-department view of our business information, supporting
technologies and application portfolio. This program will facilitate decision-making when designing and
implementing new departmental services and supporting IT systems, facilitate the reuse of existing processes and
system components, improve data integrity, lead to reduced complexity and lower the cost of IT products and
services.
- Client Relationship Management – This initiative will establish processes to define business
requirements, develop life-cycle cost estimates, and provide quality of service operations and solution delivery
in response to business requirements. This will contribute to the support of IM/IT planning and governance
process.
- Information Management – This initiative will outline the overall vision and strategy for the IM
program within PWGSC, align all major areas of IM and demonstrate how they relate to the department's business
strategies and overall government direction. This will provide clearly defined and supported accountabilities for
all stakeholders in the department in the pursuit of managing their information assets.
Supporting Business Transformation
The Shared Travel Services Initiative (STSI) was started by TBS and transferred to PWGSC's Information Technology
Services Branch. TBS leads policy (e.g., travel) and the Office of the Comptroller General (OCG) is co-chairing the
Senior Project Advisory Committee (SPAC) with PWGSC. STSI provides an end-to-end portfolio of corporate travel
management services. It is aimed at achieving significant savings over the next several years on the government's
annual expenses of $1.6 billion for travel and hotel accommodation and associated administrative support. STSI will
result in a secure e-based travel reservation, expense claim, payment instrument, advisory and technical support
service for traveling employees in almost all government departments and agencies.
In 2006-07, PWGSC will:
- Continue providing Travel Call Centre, Travel Card Services, Travel Portal, and On-line Booking Tool Services
for government departments and agencies; and
- Roll-out the complete e-Travel Service to all government departments and agencies. This on-line component
completes the "circle" of services, adding pre-trip authorizations, expense approvals, automatic workflows,
policy compliance checks, and government-wide travel reporting.
Further information on this important Major Crown Project of PWGSC may be found in Section III, Table 11.
The Government of Canada Marketplace (GoCM), an innovative e-procurement service, is a key enabler in ensuring
efficient and more simplified buying as well as in delivering cost and procurement related savings across government.
The tools, provided as a part of the service, leverage information technology and promote electronic procurement as a
faster and more economical way of doing business while ensuring high levels of transparency and accountability.
Over the next few years, we plan to:
- Introduce the GoCM service to more departments and agencies with additional commodities, enabling broader cost
and administrative benefits government-wide.
To learn more about the Government of Canada Marketplace, refer to Section III, Table 14.
The Government On-Line (GOL) Initiative sunsets on March 31, 2006; however, certain activities will carry over to
2006-07 to meet legislative and policy requirements (such as Management of Government Information) and to complete
appropriate closeout activities. For purposes of budget allocation, the following activities will be carried out in
the first quarter of the fiscal year, under the current GOL leadership and management:
- Review and evaluation of Quarter 4 (FY 05-06) Project Status Reports for remaining GOL funded projects;
- Utilization of GOL databases for GOL reporting and analysis purposes;
- Preparation of GOL closeout report;
- Communications activities (final review and update of GOL Internet and Intranet Web sites, presentation of
closeout report, and final communications to GOL communities);
- Information Management activities (cleansing, and archival and disposal of GOL-related information including
inventory of key documents, filing in EDRM, cleansing, storage and disposal of e-mails, review of files names and
renaming according to GOL naming convention to ensure easy retrieval of information, and completion of transfer of
information to identified stakeholders);
- Update and report on Action Plan for GOL Audit; and
- Closure and transfer of financial and human resource files, and disposal/distribution of assets.
Competency-based HR Framework Model for the IT Community
To increase the government's ability to develop managers at all levels, improve the mobility of employees, and
increase the transparency in staffing within the IT community, the Organizational Readiness Office (ORO) has developed
an HR Framework Model based on Competency-based Management. Competencies are observable abilities, skills, knowledge,
motivations or traits needed for successful job performance.
While the Organizational Readiness Office (ORO) is part of PWGSC, it takes functional direction from the Chief
Information Office Branch of the Treasury Board Secretariat. This model provides a consistent, government-wide
approach to optimizing the link between work and resources, and supports the development of Generic Work Descriptions,
Competency Dictionaries, focused Learning and Development Programs and Collective Staffing initiatives within the IT
Community, and across government.
Activities
Information Technology has three major activities: the activities of IM/IT Services, and the Telecommunications
Services Revolving Fund support the Quality Services strategic outcome of the department; and IM/IT Stewardship
supports the Sound Stewardship strategic outcome.
The planned spending for these activities is described in the ensuing financial table, followed by the strategic
outcomes tables, which provide descriptions, results statements and performance indicators for each activity.
|
Information Technology Planned Spending |
(in millions of dollars) |
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|
|
Forecast Spending
2005-2006 |
Planned
Spending
2006-2007 |
Planned
Spending
2007-2008 |
Planned
Spending
2008-2009 |
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Operating and Statutory Votes |
|
|
|
|
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|
IM/IT Services |
|
|
|
|
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|
Gross Expenditures |
514.8 |
283.3 |
270.7 |
270.7 |
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|
Less: Respendable Revenue |
218.3 |
140.1 |
139.2 |
139.3 |
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|
Net Expenditures |
296.5 |
143.2 |
131.5 |
131.4 |
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|
IM/IT Stewardship |
|
|
|
|
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|
Gross Expenditures |
16.6 |
10.4 |
13.5 |
13.5 |
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|
Less: Respendable Revenue |
3.6 |
0.6 |
0.6 |
0.6 |
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|
Net Expenditures |
13.0 |
9.8 |
12.9 |
12.9 |
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Telecommunications Revolving Fund |
|
|
|
|
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|
Gross Expenditures |
144.9 |
135.8 |
144.0 |
144.0 |
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|
Less: Respendable Revenue |
137.9 |
135.8 |
144.0 |
144.0 |
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|
Net Resources (Provided) Used |
7.0 |
- |
- |
- |
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INFORMATION TECHNOLOGY TOTAL |
316.5 |
153.0 |
144.4 |
144.3 |
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Gross Expenditures for Information Technology |
676.3 |
429.5 |
428.2 |
428.2 |
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Less: Respendable Revenue for Information Technology |
359.8 |
276.5 |
283.8 |
283.9 |
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Net Expenditures for Information Technology |
316.5 |
153.0 |
144.4 |
144.3 |
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Totals may not add up due to rounding |
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(FTEs) |
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IM/IT Services - Full Time Equivalents (FTEs) |
1,605 |
1,506 |
1,494 |
1,495 |
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IM/IT Stewardship - FTEs |
120 |
97 |
97 |
97 |
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Telecommunications Revolving Fund - FTEs |
221 |
194 |
194 |
194 |
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Information Technology - Full Time Equivalents Total |
1,946 |
1,797 |
1,785 |
1,786 |
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The significant decrease in the vote's net expenditures, as of 2006-2007, is mainly related to projects for Government On-Line (GOL, Secure Channel) and Records, Document and Information Management System (RDIMS) for which funding is approved on an annual basis.
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Strategic Outcome: Quality Services
IM/IT Services
Activity |
Results |
Performance Indicators |
IM/IT services provides information
management and information technology based solutions to the Government of Canada. It also provides
infrastructure, design, and leadership to major government-wide service projects. |
Shared services and systems used by
GoC clients. |
- Number of shared IT services implemented.
- Percentage of GoC programs supported directly by PWGSC shared IT services and systems.
- Percentage of IT services offered by PWGSC that are shared IT services.
- Percentage of PWGSC (IT-SSO) IT spending vs. GoC-wide IT spending.
|
Telecommunications Services Revolving Fund
Activity |
Results |
Performance Indicators |
Telecommunications services
provides network and infrastructure services; voice telecommunications services; satellite services; and managed
services. This activity is the only one currently managed through a fully compensatory client-paid Revolving
Fund. |
Competitively priced and innovative
business solutions provided to departments and agencies, leading to GoC cost savings. |
- Break-even or surplus in Revolving Fund.
- Client engagement levels (market penetration).
- New services managed within revolving fund portfolio.
|
Strategic Outcome: Sound Stewardship
IM/IT Stewardship
Activity |
Results |
Performance Indicators |
IM/IT Stewardship provides IM/IT
standards, architecture, engineering, security, client interface/relationship, branch program management,
strategy and governance. |
Sound leadership of IM/IT resources
in GoC. |
- Percentage of business cases for enterprise services..
- Client engagement in business cases.
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RECEIVER GENERAL AND PUBLIC SERVICE COMPENSATION
PWGSC manages the Receiver General (RG) and Public Service Compensation functions of the government.
The organizations supporting the RG function manage the operations of the federal treasury, including payment issue
and revenue collection for all government departments, prepare the Public Accounts, and produce the government's
Monthly Statements of Financial Operations.
The RG also plays a vital operational role in ensuring the government's financial stability and public confidence
through accurate and timely reporting of the government's financial activities and the issuance of payments to
Canadians. As a result of the RG's ongoing efforts, the Auditor General has named Canada a world leader in reporting
financial information to Parliament and to the public.
As Canada's largest payroll and pension administrator, Public Service Compensation provides payroll, benefits and
pension plan administration services for the Public Service of Canada. This includes: for departments and agencies –
the administration of payroll, pension and health/disability insurance processes for public service employees and
pensioners; for the RCMP – payroll services; for the federal judiciary – pension services; and for current and
former Members of Parliament – pay and pension services. Public Service Compensation assists departments and
agencies to achieve their objectives through automated compensation services and stronger integration of our central
pay system with their human resources systems. This allows them to administer pay and benefits in accordance with
collective agreements and compensation policies established by the Treasury Board and certain separate employers, as
well as to fulfill the requirements of the Public Service Superannuation Act (PSSA).
Key Facts
The Receiver General:
- Issues 230 million payments in almost 200 countries.
- Handles more than $1.3 trillion in cash flows.
- Issues payments on behalf of 7 provinces and 3 territories as part of joint initiatives with federal
departments.
- Produces the Public Accounts for 169 departments, agencies and Crown Corporations.
- Since 1995-96, the Receiver General has reduced the annual cost of payment operations by $39 million while
volume increased by 22%.
Public Service Compensation:
- Administers centrally the pay accounts of 293,000 public servants and pension accounts of 324,000
pensioners.
- Issues approximately 13 million pay and pension payments a year.
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Through our own initiatives and in partnership with other government departments and agencies, the RG and Public
Service Compensation are central functions that contribute significantly to achieving government objectives by:
- Placing the highest priority on the quality of operations; and
- Developing and implementing new approaches to strengthen the integrity and efficiency of operations.
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Plans and Initiatives
Business Transformation
Direct Deposit
Direct deposit offers recipients more reliable, convenient and secure service than cheque issue. Direct deposit
saved about 43,700 trees in 2004-05 and allowed the Government of Canada to avoid spending $87.1 million. In
conjunction with program departments, we have begun to offer direct deposit of RG payments to people outside Canada
and the United States. Direct deposit pilot projects launched in 2005-06 in the United Kingdom and Australia have
yielded promising returns and advantages to Canadian citizens abroad.
In 2006-07, we will continue the implementation of direct deposit throughout western Europe.
Receiver General Settlement Streamlining
We are working with Canada's financial institutions to eliminate the manual handling of cheques after they have
been cashed. Full implementation of cheque imaging, for the Government of Canada, is scheduled for 2008. At the same
time, we are taking the opportunity to increase the security in our cheques and to eliminate inefficiencies in their
processing. Receiver General Settlement Streamlining improves process controls and data integrity.
In 2006-07, we will introduce a new cheque form, complete development and start testing with the financial
institutions.
Improved Reporting to Parliament and to the Public
In 2006-07, PWGSC will continue to explore ways to improve government-wide financial reporting to Parliament and
the public.
For example, in keeping with recommendations from the Auditor General, starting in 2005-06, a number of
organizations will be consolidated within the government reporting entity. The financial statements of the Government
of Canada will now reflect the assets, liabilities, expenses and revenues of these organizations. This represents a
change in accounting policy, the government's financial statements of prior periods will be restated to give
retroactive effect to this change in accounting treatment.
As well, the RG system used for the preparation of Monthly Statements of Financial Operations will support the new
requirement of the Department of Finance to provide data on a gross basis for inclusion in its Fiscal Monitor and for
the 2005-06 Annual Financial Report.
Thirdly, the RG will work closely with the Treasury Board Secretariat and the Department of Finance to support the
information requirements of the new Parliamentary Budget Office.
Modernizing Compensation Systems and Processes
The need to replace our 40-year old pay and pension systems has also created the opportunity to modernize PWGSC's
compensation function. The current systems use outdated technology and rely on the expertise of staff due to retire in
the next few years. The systems are expensive to maintain and limit our ability to provide modernized services to
customer departments and agencies, employees and managers. Replacement of the systems will, in turn, modernize the
functions and processes that will be heavily geared toward self-service and call centres. This will facilitate
implementation of the shared systems and services across government.
Pay Modernization Project
The Pay Modernization Project is focused on the renewal of payroll services. Of highest importance, PWGSC must
sustain the long-term requirements for pay administration and operation services for the Government of Canada.
The Regional Pay System (RPS), the core component of the current payroll system, which is more than 40 years old,
utilizes traditional technologies. The maintenance of the system is dependent on the specialized knowledge, skills and
experience of employees, many of whom are due to retire within the next three to five years.
In addition to the risk of not being able to sustain the pay administration function, the capability of the legacy
pay system and business processes is not sufficient to meet increasing employee and client demands for greater variety
in service options. Employees and employers are demanding more flexibility in services, greater access to information
and quicker access to expert representatives who can provide immediate assistance. They have become accustomed to 24/7
services available through web channels and call centres from other institutions, and expect comparable service from
government.
Recognizing the intrinsic relationship between compensation and human resource management services, the Pay
Modernization Project will align its services with industry best practices.
With an emphasis on providing increased services directly to employees and managers, the Pay Modernization Project
will considerably broaden the existing payroll services currently offered to departments and agencies, generating
significant government-wide operational savings from employee and manager self-service capabilities.
Pension Modernization Project
The objective of the Pension Modernization Project (which has received preliminary project approval) is to address
the increasing risk to PWGSC's pension administration as a result of the loss of technical and functional experts,
many of whom will retire in the next few years, and the limitations of its more than 40-year-old technology. Over an
eight-year period, from 2005 to 2012, the intent is to implement a multi-plan solution that will replace outdated
systems and business processes and enable PWGSC to provide best practice pension services to both active and retired
plan members. Initially, the solution would be used for the PSSA administration. Other pension plans, such as those
administered under the Canadian Forces Superannuation Act and the RCMP Superannuation Act, would be
integrated once the implementation of the new system and business processes for the PSSA is completed. As well, the
new pension solution would provide the critical modern technology and tools required to support the centralization of
pension services to one organization, allowing services to be delivered more efficiently, cost effectively and
consistently to all plan members from a single, central organization. The project achieved a major milestone in the
Fall of 2005 with the award of a contract to develop and implement business process transformation and to implement a
Commercial-Off-The-Shelf (COTS) software solution, thereby ensuring that the solution obtained for the Government of
Canada is a readily available, proven solution that has already been used successfully for pension administration by
other, similar organizations.
Enhancement of Current Pay Systems
Given the length of time it will take to modernize the systems and transform the business, improvements to the
current infrastructure and processes will be ongoing. For example, our future web-based initiatives will allow all
government employees to view their Statement of Pension and Group Benefit Plans and their pay stubs on-line. Employees
will also be allowed to start, amend or stop deductions from their pay, such as certain credit union deductions.
Public Service Compensation is also taking advantage of current technology to give compensation advisors in
departments across government access, via the Web, to certain reports. This means quicker access to pay verification
information, which, in turn, enables the increased use of direct deposit in the future for supplementary payments,
including overtime and retroactive payments. Additionally, it greatly reduces our paper usage contributing, directly
to greening government operations.
Centralization of Pension Services
If approved, the centralization of the pension services, which are currently provided by compensation advisors in
over 100 departments and agencies, would provide cost savings and administrative efficiencies, as well as consistent
and improved services to PSSA contributors. In addition, centralization would help address the significant impacts of
the attrition of compensation expertise across the government as approximately 42% of the compensation community
reaches retirement age over the next few years. By leveraging the rich functionality of the new pension administration
systems and business processes implemented by the Pension Modernization Project, centralized pension service delivery
would be able to provide more consistent, efficient, and cost effective services to active and retired plan members.
Centralized pension services would be located in Shediac, New Brunswick. Following the transfer of some initial
services in 2005-06, responsibility for the administration and quality of the delivery of Public Service Pension Plan
Retirement Planning Information Sessions and the responsibility for the Service Purchase Services would be centralized
in 2006-07.
New Services
We are exploring opportunities to provide new cost-effective services to government departments in Matane, Quebec,
notably intelligent character recognition and document imaging solutions.
Sound Management
We contribute to enhanced accountability, integrity and transparency by maintaining the integrity and reliability
of the government-wide, mission-critical, functions for which we are responsible. In the process, we generate
significant savings for Canadian taxpayers, departments and for the government as a whole. The RG operation protects
the integrity of the Consolidated Revenue Fund and the Accounts of Canada through the degree of control it provides.
We increase the transparency of the government's financial statements by ensuring that all financial information is
reported in the same way and that all Canadians have access to standard payment and banking services. We use our
purchasing power to achieve the best available banking services at the lowest rates. Similarly, Public Service
Compensation's central pay and pension administration provides the necessary checks and balances to ensure ongoing
payment accuracy and timeliness. Together, these measures contribute to the continued confidence of Canadians in the
government's ability to maintain the country's financial stability.
Our central systems and government-wide functions eliminate the duplication of efforts, systems and infrastructure
across government. Public Service Compensation administers centrally, the pay accounts of 293,000 public servants in
104 departments and agencies, and pension accounts of 324,000 pensioners. This function provides an invaluable service
to government as a whole, in terms of savings in salary dollars and work effort. The RG is a key operational arm of
the Department of Finance and the Treasury Board Secretariat in the context of debt management and financial policy
controls. The RG adds value by consolidating the management of the government's payments and revenue collection to
achieve the most competitive rates for services available from Canada's financial industry.
The Receiver General and Public Service Compensation are playing an important role in helping to transform the
government into a network of interconnected agencies. This transformation will allow individual organizations to
retain their autonomy while operating under a single-enterprise vision of government.
Activities
RG and Public Service Compensation have five program activities: the activities of RG Services and Public Service
Compensation support the Quality Services strategic outcome; and RG Stewardship, Public Service Pay Stewardship and
Public Service Pension Stewardship support the Sound Stewardship strategic outcome of the department. The planned
spending for these activities is described in the ensuing financial table, followed by the strategic outcomes tables,
which provide descriptions, results statements and performance indicators for each activity.
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Receiver General and Compensation Planned Spending |
(in millions of dollars) |
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Forecast Spending
2005-2006 |
Planned
Spending
2006-2007 |
Planned
Spending
2007-2008 |
Planned
Spending
2008-2009 |
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Operating (including Special Purpose Allotment) and Statutory Votes |
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Receiver General Services |
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Gross Expenditures |
11.7 |
11.2 |
11.5 |
11.5 |
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Less: Respendable Revenue |
3.7 |
2.4 |
2.4 |
2.4 |
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Net Expenditures |
8.0 |
8.8 |
9.1 |
9.1 |
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Receiver General Stewardship |
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Gross Expenditures |
133.6 |
148.2 |
147.7 |
152.2 |
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![Spacer](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/spacer_clear.gif) |
|
|
Less: Respendable Revenue |
16.4 |
21.3 |
21.2 |
21.3 |
![Spacer](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/spacer_clear.gif) |
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|
|
Net Expenditures |
117.2 |
126.9 |
126.5 |
130.7 |
![Spacer](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/spacer_clear.gif) |
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|
Public Service Compensation |
|
|
|
|
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|
|
Gross Expenditures |
4.4 |
3.6 |
3.7 |
3.7 |
![Spacer](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/spacer_clear.gif) |
![Spacer](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/spacer_clear.gif) |
|
|
Less: Respendable Revenue |
2.8 |
1.9 |
1.9 |
1.9 |
![Spacer](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/spacer_clear.gif) |
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|
|
Net Expenditures |
1.6 |
1.7 |
1.8 |
1.8 |
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|
Public Service Pay Stewardship |
|
|
|
|
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|
|
Gross Expenditures |
38.2 |
31.3 |
31.6 |
31.6 |
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|
|
Less: Respendable Revenue |
7.3 |
3.6 |
3.8 |
3.8 |
![Spacer](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/spacer_clear.gif) |
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|
|
Net Expenditures |
30.9 |
27.7 |
27.8 |
27.8 |
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|
Public Service Pension Stewardship |
|
|
|
|
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|
|
Gross Expenditures |
76.6 |
64.3 |
51.8 |
44.5 |
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|
|
Less: Respendable Revenue |
54.8 |
44.1 |
32.7 |
29.3 |
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|
|
Net Expenditures |
21.8 |
20.2 |
19.1 |
15.2 |
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RECEIVER GENERAL AND COMPENSATION TOTAL |
179.5 |
185.3 |
184.3 |
184.6 |
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|
|
|
|
|
|
|
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Gross Expenditures for Receiver General and Public Service Compensation |
264.5 |
258.6 |
246.3 |
243.3 |
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Less: Respendable Revenue for Receiver General and Public Service Compensation |
85.0 |
73.3 |
62.0 |
58.7 |
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Net Expenditures for Receiver General and Public Service Compensation |
179.5 |
185.3 |
184.3 |
184.6 |
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Totals may not add up due to rounding |
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(FTEs) |
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Receiver General Services - Full Time Equivalents (FTEs) |
50 |
52 |
52 |
52 |
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Receiver General Stewardship - FTEs |
470 |
520 |
521 |
521 |
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Public Service Compensation - FTEs |
52 |
50 |
50 |
50 |
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Public Service Pay Stewardship - FTEs |
384 |
379 |
390 |
390 |
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Public Service Pension Stewardship - FTEs |
808 |
679 |
589 |
563 |
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Receiver General and Public Service Compensation - Full Time Equivalents Total |
1,764 |
1,680 |
1,602 |
1,576 |
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Receiver General :
The Receiver General net expenditures increase in 2006-2007 is due to higher price and volume changes for postage, cheque and envelopes, banking fees, and infrastructure costs for cheque imaging.
Public Service - Compensation, Pay and Pension :
The net expenditures variance between 2005-2006 and 2006-2007 is mainly due to the progressive reduction of activities related to the Public Service Modernization Act, and the internal funding reallocation in support of Strategic Investments and other initiatives. Starting in 2006-2007, the net expenditures decrease is due to Public Service Superannuation Act (PSSA) administration costs not yet approved, and to the winding down of Pension Data Correction and Pension Modernization initiatives.
|
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Strategic Outcome: Quality Services
Receiver General Services
Activity |
Results |
Performance Indicators |
Maintains operations for the
Departmental Financial Management System (DFMS). Provides optional document-imaging services for departments.
Provides optional payment-related printing such as tax information statements and pay statements. |
Receiver General Services are timely,
efficient and delivered within defined service standards.
Business development based on leveraging of growing imaging expertise |
Departmental Financial Management
System:
- Percentage of system availability of monthly prime time hours.
- Percentage of transactions with average response times less than 5 seconds.
Payment-related printing:
- Percentage of items released according to schedule.
- Maintaining level of service as per MOU with departments.
|
Public Service Compensation
Activity |
Results |
Performance Indicators |
Administration of payroll, pension
and health/disability insurance processes for public service employees and pensioners. Provision of pension
services to the Department of National Defence. |
Timely provision of communications to
Public Service employees and pensioners via pay envelope inserts. Administration of pensions for Canadian Forces
annuitants. |
- Percentage of time inserts distributed in accordance with sponsor's requirement.
- Percentage of time pension actions processed within service level standards.
|
Strategic Outcome: Sound Stewardship
Receiver General Stewardship
Activity |
Results |
Performance Indicators |
Maintains high-quality support for
the Consolidated Revenue Fund and the Accounts of Canada (revenue collection, cash management operations,
payment services, Public Accounts, Monthly Statement of Financial Operations, Central Accounts). |
Preservation of the integrity of the
Consolidated Revenue Fund and the Accounts of Canada. Effective execution of functions essential to the
financial safety and security of the Canadian public. |
- Monthly statements produced within an annual average of 25 working days of month end.
- Timely production of public accounts as per defined schedule.
- Percentage of payments issued according to standard.
- Percentage of daily authorization to the Bank of Canada for all outflows from the
Consolidated Revenue Fund (CRF) according to schedule.
- Percentage of reconciliation of deposits to the credit of the RG within two business
days.
- Percentage of cheque reconciliation performed within 24 hours.
|
Public Service Pay Stewardship
Activity |
Results |
Performance Indicators |
Administration of payroll and
health/disability insurance processes for public service employees and pensioners. |
Assurance of the integrity of pay and
benefits administration. |
- Timely updating of government payroll records.
- Assurance of systems' reliability.
- Accuracy of implementation of collective agreements and policy changes.
- Assurance of integrity of Canada Revenue Agency payroll delivery model on SAP platform.
|
Public Service Pension Stewardship
Activity |
Results |
Performance Indicators |
Administration of pension processes
for public service pensioners. |
Assurance of the integrity of pension
administration. |
- Quality rate of initial payments monitored.
- Assurance of systems' reliability.
- Accuracy of implementation of policy changes.
|
GOVERNMENT INFORMATION AND CONSULTING
PWGSC's Government Information Services Branch's (GISB) programs and services aim to enhance government
communications and public sector management of key communications activities such as advertising and public opinion
research. Established on April 1, 2004, GISB encompasses most of the programs and services transferred to PWGSC from
the former Communication Canada. Since then, the Public Access Programs Sector was transferred to Service Canada,
including 1 800 O-Canada, the Canada Site (Canada.gc.ca Internet site), Gateways and Clusters, and Publiservice (the
Government of Canada Intranet).
Finally, in October 2005, the Treasury Board announced the realignment of Consulting and Audit Canada's (CAC)
services to reinforce the internal audit function within government to ensure appropriate levels of segregation
between the two services. CAC's Government Consulting Services were transferred to GISB, while Audit Services remained
with CAC.
In February 2006, the Deputy Minister announced further organizational changes. These included the transfer of the
Industrial Security Sector and the Shared Services Integration Sector (SSIS) to GISB. This change fits well within
GISB's client-oriented service offerings.
The structural changes have already been implemented at an operational level. However, to conform to the
TB-approved Program Activity Architecture reporting structure, this report outlines plans and initiatives for GISB's
original functions. It also outlines GISB's expected transformation, which integrates elements of the former CAC and
transfers the Public Access Programs to Service Canada (HRSDC). Priorities related to the Industrial Security and
Shared Services Integration Sectors will be outlined in detail in Business Integration's section of this report. It is
anticipated that the PAA structure and the related funding mechanism will be modified to reflect these changes in
future years.
Key Facts
- Readers in 167 countries consult the Canada Gazette.
- GISB develops advertising and public opinion research management tools for client departments.
- Close to one million items are distributed to Canadians by the Publishing and Depository Services Program.
- Government Consulting Services has been transferred to GISB.
- Common points of service provide economy of scale efficiencies for several communications activities.
- GISB assists government departments in fulfilling their obligations under the Communications Policy of
the Government of Canada.
|
Plans and Initiatives
To support the Government's transformation agenda and government-wide service delivery structure, GISB will support
the transition of the Public Access Programs to Service Canada (HRSDC), while integrating the former CAC's Government
Consulting Services, and Industrial Security and Shared Services Integration Sectors into its organization. During
this transition, we will continue to support PWGSC's strategic objectives, including delivering consistently high
quality services to Canadians and client departments and agencies.
![Government Information and Consulting Planned Net Expenditures](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/sect2f_graph1-e.gif)
We will support PWGSC's business transformation agenda (The Way Forward) on two fronts: by working to
achieve procurement efficiencies; and by assisting client organizations to implement business transformation. In
addition, we will act as the technical coordinating authority for government-wide communications programs and
value-added assistance to clients of Government Consulting Services.
GISB intends to create internal efficiencies that will:
- Demonstrate sound management, including support to the Federal Accountability Act and Action Plan;
- Promote accountability and transparency; and
- Increase the quality of services across government by sharing expertise and by maintaining frameworks,
guidelines and best practices in government communications programs and services.
We will assist departments and agencies in delivering quality advice and strengthening management controls, while
improving our management control framework in 2006-07.
Government Information Services
Government Information Services supports the government-wide approach to service delivery, with services for
Canadians such as the Canada Gazette, Exhibitions Program, and the Publishing and Depository Services
program. Other services for government include electronic media monitoring and technical coordinating authority for
advertising and public opinion research.
The purpose of Government Information Services is to deliver programs that promote well-integrated, cost-effective
government communications to Canadians. These services are provided based on the authority defined in the Communications
Policy of the Government of Canada and include:
- Carrying out the role of the coordinating and technical authority for the government's advertising and public
opinion research activities;
- Providing advice, best practices and information sessions to government public opinion researchers and
communicators to enhance knowledge;
- Contributing to transparency of government operations by tracking and reporting on activities and expenditures
through electronic monitoring tools and by publishing annual reports on public opinion research and advertising;
- Serving official notice to Canadians of new and proposed federal laws and regulations by publishing the Canada
Gazette;
- Managing communications activities such as the Exhibitions, Publishing and Depository programs; and
- Providing Government of Canada institutions with access to electronic versions of Canadian news sources.
While delivering on our legislated and mandatory policy responsibilities, we will pursue the following priorities
for Government Information Services during the 2006-07 fiscal year:
- Advance quality information services to the Government of Canada; and
- Practice sound stewardship through shared knowledge and expertise.
Advance Quality Information Services to the Government of Canada
GISB's programs supporting the delivery of quality information services to the Government of Canada include
Publishing and Depository Services, the Canada Gazette, and the Canada Exhibitions program. These programs
ensure that the government fulfills its responsibilities of informing Canadians of decisions affecting their daily
lives, as well as informing them of programs and services offered by various departments and agencies and how to
access them.
In 2006-07, GISB will:
- Continue to deliver communications programs that promote well-integrated, cost-effective government
communications to Canadians by implementing service enhancement initiatives. For example, the Canada Gazette
will launch an interactive on-line tool to enable students to further their knowledge of the democratic process.
- Consult clients and stakeholders to identify and address ongoing improvements for communications services. We
will begin implementing a system to measure GISB performance in terms of client satisfaction to identify
opportunities for improvement.
- Focus on stabilizing the organization, including retaining current expertise and strengthening capacity in key
areas.
- Review business and service delivery models employed by Publishing Services to adapt the business line to new
trends on how Canadians access information. Increased emphasis on electronic publishing and information
dissemination through the internet will allow Publishing Services to improve the efficiency and effectiveness of
its services to Canadians. And,
- Continue to deliver communications programs providing common services to other government departments. For
programs such as the Canada Exhibitions Program, Electronic Media Monitoring and Depository Services, generate
efficiencies for other government departments by:
- creating economies of scale;
- ensuring a common look and feel for messages from the Government of Canada; and
- promoting a consistent government-wide management approach.
Sound Stewardship through Shared Knowledge and Expertise
Sound stewardship includes support for sound management practices, enhanced accountability and improved integrity
across government. As a key element of sound stewardship, PWGSC will fully support the Federal Accountability Act
and Action Plan.
In 2006-07, GISB will:
- Continue assisting departments and agencies to build their capacity by providing advice, information on best
practices and information sessions to government public opinion researchers and communicators and by supporting
the communications community of practice;
- Implement Public Opinion Research's management response to the Auditor General's audit on the quality of surveys
(see http://www.oag-bvg.gc.ca/domino/reports.nsf/html/20051102ce.html)
by:
- Establishing an expert technical advisory panel that will involve participation from Statistics Canada;
- Conducting a study of best practices to provide advice and information to departments on improving the
quality of public opinion research in government; and
- Providing contracting process tools that will be developed and made available to departments for the
procurement of public opinion research.
- Launch an independent review of Public Opinion Research's practices in government to ensure that issues raised
by the Auditor General's report of November 2003 have been addressed (see: http://www.oag-bvg.gc.ca/domino/reports.nsf/html/20031103me.html);
- Provide ongoing advertising coordination including advice and guidance to government departments and agencies on
the consistent application of the Communications Policy of the Government of Canada; and
- Continue dialogue with official minority and ethnic media representatives to promote cost-effective use of these
media in government advertising.
Public Access Programs
The control and supervision of PWGSC's Public Access Programs Sector (PAPS) were transferred to the Minister of
Human Resources and Skills Development Canada (HRSDC), the Minister responsible for Service Canada. PWGSC is working
with Service Canada (HRSDC) to transfer Public Access Programs spending authority to Service Canada.
During 2006-07, Public Access Programs Sector will pursue the following priorities:
- Ensure a smooth transition from PWGSC to Service Canada (HRSDC); and
- Deliver quality services to Canadians and the Government of Canada.
Ensure a Smooth Transition to Service Canada
To ensure a smooth transition, PAPS will continue to maintain its open lines of communication with employees and
stakeholders on the progress of the transition, meet regularly with officials from both PWGSC and Service Canada
(HRSDC) on the details and documentation related to the transfer, and work closely with Service Canada (HRSDC)
colleagues for a seamless integration of these services into their corporate structure and service vision.
Deliver Quality Services to Canadians and to the Government of Canada
As part of the new Service Canada (HRSDC) organization, PAPS will take a government-wide approach to identify
opportunities to create efficiencies and support the continued delivery of quality services across government.
Government Consulting Services
Specific priorities for Government Consulting Services are outlined in the Special Operating Agency section of this
report. However, GISB has identified two broad objectives for Government Consulting Services for 2006-07:
- Ensure a smooth transition from the former CAC to the new GISB organization; and
- Refocus Government Consulting Services.
Ensure a Smooth Transition from the Former CAC to the New Organization
In 2006-2007, GISB will:
- Continue to integrate the Government Consulting Services into the branch, forming a new organization; and
- Ensure smooth transfer of services from CAC by:
- maintaining communications with clients and staff on progress on the transition;
- engaging stakeholders in the transition planning; and
- monitoring progress made on integrating these services into the new organization.
Refocus Government Consulting Services
Government Consulting Services provides added value by offering specialized advice and solutions to improve public
sector management and operations.
In 2006-07, GISB will:
- Align its Government Consulting Services to meet the Government of Canada's priorities and management agenda.
This will ensure that services are relevant to clients and are focused on priority areas for the federal public
service.
- Support the department's business transformation agenda (The Way Forward) by creating capacity and
expertise internally to assist clients in implementing this initiative. And,
- Strengthen the quality assurance process for Government Consulting Services.
Refocusing Government Consulting Services service lines will support the department's transformation agenda by
ensuring that its service offering is efficient and that private sector expertise is leveraged effectively.
The New GISB Organization
GISB is a significantly changed organization now, comprised of the following four business lines: Government
Consulting Services; Industrial Security; Shared Services Integration Sector; and Communications Program Management.
In 2006-07, GISB will re-structure its organization by reviewing its business model and funding mechanisms to
determine the sustainability of its programs and services in the long term. This review will assess existing services
to identify appropriate levels for corporate services support, and assess funding options for service delivery.
Corporate services for CAC and GISB will be combined and reviewed in the context of the new service delivery
mechanisms. GISB corporate service will continue to offer support to Consulting and Audit Canada (Audit Services)
pursuant to a Service Level Agreement outlining service levels and their costs and this will be renegotiated as
required. GISB will focus on implementing these changes while continuing to provide seamless, high quality,
value-added services to both client departments and Canadian citizens.
Activities
PWGSC's Government Information Services encompasses two activities: the Government Information Services activity
supporting the Quality Services strategic outcome; and Government Information Stewardship supporting the Sound
Stewardship strategic outcome. Planned spending for these activities is described in the ensuing financial table. This
is followed by the strategic outcomes table, which provides descriptions, results statements and performance
indicators for each activity.
Information about the Consulting and Audit Canada Revolving Fund program activity that includes Government
Consulting Services is presented in the section on Special Operating Agencies of this report. Information on
Industrial Security Sector and Shared Services Integration Sector is presented in the section on Business Integration
of this document.
|
Government Information and Consulting Planned Spending |
(in millions of dollars) |
Strategic Outcome: Quality Services
Government Information Services
Activity |
Results |
Performance Indicators |
Management of the Government of
Canada's communication platform by providing multi-channel access to information on government programs and
services (via 1 800 O-Canada toll free line, canada.gc.ca web site, Canada Gazette, and
publications.gc.ca web site), by promoting government programs and services. |
The effective, cost efficient
provision of information about Government of Canada programs and services using a broad range of communications
channels and services that are fairly and transparently obtained. |
- Percentage of surveyed Canadians expressing government information as "easy to
find."
|
Strategic Outcome: Sound Stewardship
Government Information Stewardship
Activity |
Results |
Performance Indicators |
Government Information Stewardship
activities provide government-wide strategic management, coordination and monitoring in the areas of
advertising, public opinion research, and electronic media monitoring. These activities are detailed in the TB
Communications Policy and its associated procedures. |
Sound internal financial management
(within the Branch), transparency and accountability with respect to government information services provided
from a whole-of- government perspective. |
- Percentage of surveyed public servants expressing awareness of central function and of
policies and procedures related to communication of government information.
- Annual reports on advertising and public opinion research are published in a timely
fashion.
|
GREENING GOVERNMENT OPERATIONS
PWGSC is committed to leading the government in the greening of its operations. In April 2005, the Office of
Greening Government Operations (OGGO) was created to lead and facilitate a government-wide approach to this agenda.
OGGO's mandate is to accelerate the greening of the government's operations by working closely with other federal
departments and agencies, particularly, Treasury Board Secretariat and Environment Canada.
Greening of government operations is an opportunity to establish government-wide priorities, accountabilities,
targets, timelines and reporting requirements to assist the government in becoming a model of environmental excellence
in its own operations.
PWGSC is committed to ensuring that the principles of sustainable development are reflected in all aspects of its
role as a landlord for public servants and custodian of real property, as the primary purchaser of goods and services
on behalf of government departments and agencies, and within its own internal operations.
By being recognized as a model of environmentally and economically sustainable government operations, the
Government of Canada will have the credibility to lead Canada to a long-term competitive advantage, based on
environmental sustainability.
OGGO is the main source of advice and functional guidance for government departments and agencies regarding the
greening of their operations. It is strongly committed to upholding the highest ethical standards, based on
excellence, transparency, integrity, respect and accountability.
Key Facts
- Provides leadership on the greening of government operations and is the Government of Canada's centre of
expertise for greening government operations initiatives.
- Provides a range of environmental services to government departments and agencies, including PWGSC.
- Develops greening of operations guidance for other departments/agencies.
- Drafts PWGSC's Sustainable Development Strategies (SDS).
- Monitors performance and drafts the department's annual Sustainable Development Performance Report (SDPR).
|
Plans and Initiatives
OGGO is continuing to align resources to meet Government of Canada priorities, goals, and needs in the area of
greening government operations. OGGO will provide high-quality, affordable and timely environmental services to
federal departments and agencies. The following components will be the main focal points of the strategy for OGGO in
the short and mid-term:
Leadership and Centre of Expertise - Provides government-wide leadership, guidance and services
with regard to greening government operations and sustainable development, while developing enabling policies, tools
and a management framework.
![Greening Government Operations Planned Net Expenditures](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/sect2g_graph1-e.gif)
Improving the Government of Canada's Internal Environmental Performance –Leads the Government of
Canada's improvement of its internal environmental performance in key priority areas:
- Resource consumption and air pollution emissions;
- Green procurement;
- Management and remediation of contaminated sites;
- Environmental regulatory compliance; and
- Green stewardship.
Sustainable Development Strategy (SDS) –Identifies government-wide greening of government
operations priorities and develops and provides related guidance to the whole of the federal government. Plans and
develops PWGSC's fourth SDS and leads the coordination, implementation, and maintenance of appropriate supporting
tools and management framework within the organization.
Partnerships –Works horizontally to increase awareness and visibility of government-wide
initiatives with key stakeholders.
Aligning Resources –Continues to consolidate and strengthen the human and financial resources
capacity of OGGO to deliver on commitments and take advantage of opportunities to advance the greening of government
agenda, while ensuring the development and support of a sustainable, efficient and professional organization.
Delivering on each of these components of the overall strategy will enable the government to realize rapid progress
in the greening of government operations. Each component is described in more detail as follows.
Leadership and Centre of Expertise
OGGO is mandated to be the centre of expertise for greening operations in the Government of Canada through the
provision and demonstration of leadership. In 2006-07, OGGO will demonstrate this through the following initiatives:
- Lead interdepartmental steering groups to address and manage key operational areas (e.g., energy efficient
buildings and vehicle fleet, and green procurement);
- Partner with TBS to further refine the government-wide performance management framework for greening government
operations; and
- Support and monitor the implementation of government-wide policies on greening of operations, such as the TB
Policy on Green Procurement.
As a centre of expertise, OGGO will establish management tools and provide guidance for greening government
operations initiatives. It will also facilitate the management and reporting of cross-government initiatives.
We will continue to provide high quality, affordable and timely environmental services to PWGSC and other
departments and agencies in the areas of environmental regulatory compliance, contaminated sites remediation and
management, hazardous materials management and storage tank management.
Improving the Government of Canada's Internal Environmental Performance
Resource Consumption and Air Pollution Emissions
We are focused on the reduction of energy consumption, and related air pollutants, including greenhouse gases
(GHG), from government real property and vehicle usage.
Buildings
As one of the largest landlords in the country, the Government of Canada is working to reduce the environmental
footprint of its operations related to real property.
In 2006-07, OGGO will:
- Develop specific guidance to assist departments in ensuring that all new government office buildings and
long-term leases meet Canada Green Building Council's Leadership in Energy and Environmental Design (LEED –
Canada) Gold level;
- Assist Real Property (RP) in implementing the Building Owners and Managers Association (BOMA) Go Green Plus
(system for operating and managing buildings in an environmentally sustainable manner) for its Crown-owned
buildings;
- Develop a guidance document to provide direction and encourage the appropriate application of the green lease;
and
- Support RP in seeking innovative means of modernizing the central heating and cooling plants.
Vehicle Fleet
The Government of Canada is the largest vehicle fleet owner and manager in Canada. Its fleet consists of
approximately 26,000 vehicles and includes an executive fleet of over 70 vehicles. PWGSC is part of a government-wide
effort to reduce fleet emissions and improve management practices and fiscal responsibility. In collaboration with
partners such as TBS and NRCan, OGGO provides advice and guidance to departments and agencies to make significant
progress to further green their fleets.
During 2006-07, OGGO will:
- Develop guidance and share best practices and tools to help departments and agencies continue to improve their
fleet management practices and reduce GHG emissions through methods such as fleet rationalization/audit/review
tools, fleet management review processes, fleet performance report cards; and
- Investigate and pursue new opportunities with key stakeholders and departments with large fleets to further
green the overall fleet.
Green Procurement
The Government of Canada is committed to systematically embedding sustainable development considerations in its
operations. A major step in achieving this objective was the approval of the Policy on Green Procurement,
which came into effect on April 1, 2006. The policy objective is to support sustainable development by integrating
environmental performance considerations into the procurement decision-making process. Application of the policy is
expected to result in many benefits, one of which is the promotion of the competitiveness of Canadian businesses
through the demand for greener goods and services.
During 2006-07, OGGO will support the Acquisitions Branch in the ongoing implementation of the Policy on Green
Procurement. OGGO will also work within PWGSC and with partners externally, so that environmental considerations
are embedded in the commodity management plans for those commodities being considered under The Way Forward
for 2006-07.
Management and Remediation of Contaminated Sites
The Government of Canada is actively involved in environmental management and remediation of contaminated sites
across Canada. The recently established Federal Contaminated Sites Action Plan includes major long-term funding
commitments for the remediation of federal contaminated sites and shared responsibility sites. PWGSC, which is the
custodian of some 230 contaminated sites, has an oversight role in the implementation of the $400 million Sydney Tar
Ponds remediation project and is working with Indian and Northern Affairs Canada to provide support for the cleanup of
several abandoned gold mines in the Northwest Territories and former military sites in Nunavut.
Environmental Regulatory Compliance
OGGO will provide assistance to federal government departments in meeting their environmental regulatory
requirements. This includes the provision of training and advice to operational managers in the areas of storage
tanks, hazardous materials, ozone-depleting substances, air emissions, solid waste, effluents and more.
Green Stewardship
The government's Code of Environmental Stewardship commits all federal employees to be more
environmentally responsible during their workday. OGGO will inspire and support employees to be proactive stewards of
the environment by improving their awareness of the environmental risks and impacts of daily government operations,
and encouraging and supporting them to reduce consumption (energy, water, materials, goods and services) in the
workplace.
Sustainable Development Strategy
Every three years, a number of departments and agencies are required to prepare and table their Sustainable
Development Strategies (SDS) in Parliament, subject to the Auditor General Act. OGGO will identify
government-wide greening of government operations priorities and will develop related guidance and enabling tools for
other government departments and agencies to ensure that the Government of Canada makes a concerted effort and
achieves significant results in priority areas.
OGGO is also responsible for the development of PWGSC's next SDS, which will be tabled in Parliament in December
2006. As well, OGGO will monitor and report on the status of PWGSC's SDS commitments (past and current) to Parliament
through the Sustainable Development Performance Report.
We are putting in place measurement strategies to assess the progress and to quantify the impact of these
initiatives.
Partnerships
OGGO will act as a beacon of greening government operations by working government-wide to increase awareness and
visibility of its initiatives. It will also work in other jurisdictions and within the private sector to increase the
sharing of knowledge and best practices.
In 2006-07, OGGO will continue to build upon its relationships with its valued partners by engaging and
coordinating with: federal departments and agencies; provincial, territorial and municipal governments; and other key
stakeholders.
Aligning Resources
OGGO, which was created by consolidating existing environmental experts and activities within PWGSC, is primarily
funded from existing internal resources. OGGO is currently aligning resources to deliver on commitments and its new
mandate of government-wide leadership. Throughout 2006-07, OGGO will continue to increase its capacity and
capabilities, and develop a professional, efficient and sustainable team of highly qualified individuals.
Activities
There are two OGGO activities: Services and Stewardship. The OGGO Services activity supports PWGSC's Quality
Services strategic outcome; while the OGGO Stewardship activity supports the Sound Stewardship strategic outcome. The
planned spending for these activities is described in the ensuing financial table, followed by the tables for
strategic outcomes, which provide descriptions, results statements and performance indicators for each activity.
|
Office of Greening Government Operations Planned Spending |
(in millions of dollars) |
Strategic Outcome: Quality Services
Office of Green Government Operation services
Activity |
Results |
Performance Indicators |
Provision of environmental services
at the established service standards, to federal departments and agencies. |
- High-quality, affordable and timely services are provided to government departments and
agencies.
|
- Percentage of projects delivered in accordance with the satisfaction targets and the
established and agreed upon service standards.
|
Strategic Outcome: Quality Services
Office of Green Government Operation stewardship
Activity |
Results |
Performance Indicators |
Provision of government-wide
leadership and expertise on the greening of government operations (GGO). |
- Leadership and guidance in achieving on the greening of government operations is
provided to other federal departments and agencies.
- The whole-of-government ability and capacity to reduce the environmental impact of its
operations is increased, and improvement of its overall performance for key priority areas is achieved.
- Excellence in the development and implementation of PWGSC's Sustainable Development
Strategy (SDS) and the governance of Environmental Management Frameworks.
|
- Number of government-wide policy instruments (guidelines, management tools, best
practices, and frameworks, etc.) being developed, reviewed and/or enabled.
- Government-wide environmental performance improvement as described in the Performance
Management Framework (PMF).
- Performance improvement as included in the performance report on SDS implementation and
on Environmental Management System (EMS).
|
BUSINESS INTEGRATION
Service Integration Branch (SIB) is being realigned into other branches for 2006-07 but the strategic plans and
initiatives outlined here are retained.
Re-alignment of Branch Activities
In order to advance business transformation goals and to directly support our client needs, PWGSC required
expert and client knowledgeable service consulting teams in Real Property, Acquisitions, and, Information
Technology. As a result, on February 20, 2006, functions in the Service Integration Branch (SIB) were reassigned
to various PWGSC business lines so that SIB account executives could more effectively support the department's
transformation efforts and to better respond to the needs of client departments and agencies.
|
Customer Relationship Management and Engagement
Gaining an in-depth knowledge of customer requirements and developing a repository of customer intelligence are
critical to driving PWGSC's corporate and operational business planning as well as improving service delivery.
During the course of the next three years, PWGSC will apply new and improved customer relationship management (CRM)
tools, to provide dynamic intelligence on our clients' business requirements. This information will help us to better
identify opportunities to significantly improve customer satisfaction.
We will also continue to build and integrate sound performance measurement systems into our operational activities
and service delivery frameworks to support PWGSC's accountability, transparency, integrity and reporting on return on
investment.
Standardized Service Menus and Fees
Standardized service menus and fees will support delivery of goods and services in the right quantity, quality and
price and at the right time.
As part of their ongoing service delivery operations, branches will:
- Help to educate our stakeholders and build a constituency of client support with respect to our service
offerings;
- Continue to shape customer expectations, increase the usage of PWGSC services and reduce government duplication
of effort;
- Provide tangible tools, service definitions, service standards and benchmarks by which business lines can define
service components, improve performance measures and track progress; and
- Provide the department with a mechanism to compare our service offerings with those of other jurisdictions to
ensure that PWGSC is a competitive and cost effective provider of common and shared government services.
![Business Integration Planned Net Expenditures](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/sect2h_graph1-e.gif)
Industrial Security
SIB's industrial security programs and services have been transferred to Government Information Services Branch
(GISB) as of February 2006. Industrial security programs and services support a key accountability of PWGSC under the National
Security Policy and help to advance The Way Forward. They will continue to play a vital role to:
- Safeguard federal government's classified and protected information and assets entrusted to Canadian and
international private sector organizations; and
- Support Canada's anti-proliferation, public safety, security and global security priorities by safeguarding the
possession, transfer and disposition of controlled goods from unauthorized access.
In addition to ensuring a smooth transition to GISB, priorities for industrial security programs and services will
focus on increasing productivity by modernizing and streamlining operational activities. Short-and medium-term action
plans will be initiated to achieve faster and more accurate customer services, based on recommendations from a March
2006 business transformation study. This should result in measures to eliminate duplication and error rates, and to
remove activities that are no longer needed. Internally, activities will directly support the efficient and timely
delivery of Acquisition and Real Property Services by reducing processing times.
Externally, our efforts will continue to focus on supporting the National Security Policy, to enable
industry to safely and rapidly serve the needs of the government and its citizens, while contributing to the overall
safety and security of Canadian citizens at home and abroad. Improvements implemented as a result of the business
transformation study will lead to more timely industry registration and inspections, contributing, in turn, to the
government's ability to adequately protect Canadian and foreign sensitive information, assets and controlled goods.
The end result is to protect the government and Canadians against potential malicious acts of espionage, theft and
terrorist activities, and to support the competitiveness of Canadian industry.
Shared Services Integration Sector
Shared Services Integration Sector (SSIS) has been transferred to GISB as of February 2006. These shared services
are provided to departments and agencies through integrated program support and management on a full cost recovery
basis. From a strategic and operational perspective, SSIS supports the Corporate Administrative Shared Services
initiative within government and contributes to achieving efficiencies through economies of scale.
In addition, SSIS offers fully cost recovered transactional, shared human resource (HR) services. The intention,
over the course of the next year, is to transition HR services to a cluster model so that customers can take advantage
of economies of scale and function, and to ensure a smooth and seamless transition of these services to GISB.
Activities
Business Integration is composed of three activities: Business Integration Services supports the Quality Services
strategic outcome; Business Integration – Performance Management supports the Sound Stewardship strategic outcome.
The costs of Business Integration – Client Relations Management have been re-allocated and are reflected in the
other departmental program activities. Therefore, this activity is not shown in the financial table. The planned
spending for these activities is described in the ensuing financial table, followed by the strategic outcomes tables,
which provide descriptions, results statements and performance indicators for each activity.
|
Business Integration Planned Spending |
(in millions of dollars) |
Strategic Outcome: Quality Services
Business Integration Services
Activity |
Results |
Performance Indicators |
The identification and development of
strategic business and process opportunities to integrate services provided by PWGSC as well as to take
advantage of economies of scale with colleague departments, the Government of Canada and all other
inter-jurisdictional agencies and organizations, including regions. |
An organization that fosters:
- A harmonized environment.
- Improved access to PWGSC services.
- Improved communication with colleagues and OGD's.
- Increased horizontal initiatives.
- Added value for resources expended.
|
- Number of access points for services.
- Cost efficiencies/$dollar savings from internal initiatives.
- Cost efficiencies/$ dollar savings from external initiatives.
|
Strategic Outcome: Sound Stewardship
Business Integration – Performance Management
Activity |
Results |
Performance Indicators |
Establishes client service
expectations and monitors overall service performance of PWGSC. This will include ensuring that customer
satisfaction is effectively measured, and contribute to the thought process for Branch/SOA initiatives on
strategic level process improvements. |
An organization that:
- Has a sound results-oriented framework utilizing MAF.
- Acts in the best interests of the department, its Program Branches, colleague
departments and Canadians.
- Has integrated quality assurance framework and processes.
- Ensures that all services are timely and cost effective for Canadians.
|
- Customer satisfaction levels.
- Percentage of service menus developed with supporting fee schedules and performance
measures.
- Percentage of MAF elements showing compliance.
- Percentage of fee schedules developed.
|
SPECIAL OPERATING AGENCIES
PWGSC has two Special Operating Agencies (SOAs): Consulting and Audit Canada and the Translation Bureau. An SOA is
one of several potential options for improving the delivery of government services within the broader context of
alternative service delivery efforts. Since their mandates are derived from the Department of Public Works and
Government Services Act (1996, c.16), they are not independent legal entities. The SOAs remain part of the
departmental organization. Unlike other departmental units, SOAs operate under tailor-made, written understandings
with the department. These understandings (consisting of a framework agreement and a business plan) cover results and
service levels expected, the flexibilities granted and resources made available to do the job.
The SOA concept is designed to achieve a balance between the notion of strong internal oversight (and risk
avoidance) and encouragement of innovation and initiative. In essence, the SOA structure gives service delivery units
increased management flexibility in return for agreed-upon levels of performance and results.
CONSULTING AND AUDIT CANADA
Consulting and Audit Canada's (CAC) mission is to contribute to public sector management and operations and
achievement of the Government of Canada's priorities by providing consulting, audit and assurance services to public
sector managers in Canada and abroad. CAC clients include central agencies, federal departments and agencies, as well
as Aboriginal and international governments.
The Government of Canada announced a realignment of CAC's functions to strengthen internal audit capacity across
government. As a result, CAC will continue to provide Audit Services, while Government Consulting, International and
Corporate Services were transferred to the Government Information Services Branch (GISB), as previously discussed in
that section of this report. This change requires the refocusing of Government Consulting, International and Corporate
Services business lines towards those services that are most relevant to the government. It will also require changes
to its funding and service delivery models and corporate support arrangements.
Key Facts
- Consulting and Audit Canada historically offered both consulting and audit services to government clients.
- As of October 21, 2005, CAC's services were realigned. The Agency now exclusively provides audit and
assurance services, while government consulting and corporate services were transferred to the Government
Information Services Branch.
- The Agency now provides specialist audit services for public servants, by public servants.
- 80% of Audit Services staff has professional accounting/ audit designations.
- Audit Services has 150 professionals, including a strong regional presence of 100 professionals
- CAC is responding to a series of audits to improve its operations and controls and will be subject to an
audit of the CAC Revolving Fund in 2006-07.
- CAC provides audit services in the NCR and in the regions.
|
Notwithstanding the realignment of functions, both CAC's Audit Services and Government Consulting Services are
addressed in the SOA portion of this report.
CAC supports the "government-wide approach" to service delivery by providing audit (and formerly, consulting)
services to government departments and agencies so that they may improve their service to Canadians, provide better
value for money to the Crown, and support and achieve the priorities and the management agenda of the government.
Plans and Initiatives
The transition to the new organizational structure will continue into 2006-07. CAC Audit Services will support the
implementation of the TB Policy on Internal Audit. It will support the audit and assurance obligations of
PWGSC and other client departments and agencies. CAC's Audit Services will also focus on developing a new business
model and will continue to operate on an optional, fee-for-service basis.
CAC's Audit Services
By providing consistent audit practices and standards across government, CAC Audit Services helps client
departments to more effectively achieve departmental and government-wide objectives, and contributes to ensuring that
public funds are managed in accordance with the Financial Administration Act and associated policies and
regulations.
In the context of the TB Policy on Internal Audit, CAC Audit Services will build a strategic partnership
with the Office of the Comptroller General (OCG). This will enable CAC Audit Services to give strong support to the
OCG in exercising its authority for the internal audit function in each government department and agency, as outlined
in the proposed Federal Accountability Act and Action Plan. Concurrently, it will work with PWGSC to
strengthen risk management for PWGSC procurement activities.
Support for Implementation of the New Policy on Internal Audit
CAC's Audit Services will work closely with and provide strong support to the OCG to implement the TB Policy on
Internal Audit by providing audit, assurance and audit-related services.
Specifically, in 2006-07, CAC will:
- Increase its internal audit capacity by recruiting, and training and developing new auditors through the Audit
Professional Development Program;
- Target hiring and training to maintain a critical mass of accredited auditors within the organization;
- Ensure adherence to stringent professional standards so that CAC Audit Services remains a service provider of
choice; and
- Focus on improving morale and team-building within the new organization.
Quality Assurance
CAC Audit Services will:
- Develop, in partnership with the OCG, standard audit methodologies; and
- Implement a robust agency-wide quality assurance process, which will include peer reviews of work.
These measures will reassure clients that audit products they receive conform to the requirements of the TB
Policy on Internal Audit and other applicable professional auditing standards.
Internal, Cost and Contribution Audit Services
In 2006-07, CAC Audit Services will:
- Continue to assist departments and agencies with limited capacity to meet the requirements of the TB Policy
on Internal Audit, support larger departments and agencies to supplement their internal capacity to implement
the new policy, and support the OCG in horizontal audits, where required;
- Continue to provide services to its clients as they relate to cost audits, and continue to grow its contribution
audit service line, as these two services have historically represented over two- thirds of CAC Audit Services'
overall business.(in doing so, and in continuing to grow its internal audit business line, CAC Audit Services will
contribute to enhancing accountability, integrity and transparency);
- Continue to support the departmental ethics program and promote its own Code of Ethics and Professional
Conduct to its employees and clients; and,
- Provide targeted audit services to clients in support of the proposed Federal Accountability Act and Action
Plan.
Transition to New Structure and Charter
CAC Audit Services will complete the transition to its new structure and will develop a new charter to realign the
organization's functions. It will also continue to define its new financial model, making sound investments to
increase the efficiency and effectiveness of the organization while maintaining a strong regional delivery network.
Government Consulting Services
Government Consulting Services will continue to support PWGSC's strategic objective of providing quality services
to improve management in the Canadian government and abroad.
In 2006-07, the focus will be on:
- Completing the transition of these services to the GISB;
- Completing a review to refocus government consulting services on specialized advice and solutions to improve
public sector management and operations; and
- Developing a strategy to use private sector expertise, primarily Small and Medium Enterprises, to supplement
government consulting teams.
In addition, during 2006-07, Government Consulting Services will:
- Develop quality assurance processes (e.g., documented methodologies and professional accreditations) to enhance
management controls;
- Support the Consulting Professional Development Program to maintain a critical mass of skilled and knowledgeable
consultants;
- Continue to foster an environment that will promote high ethical standards by supporting the ethics officer and
providing training to staff on the Code of Ethics and Professional Conduct; and
- Continue to support the government-wide objectives related to official languages and diversity.
Initiatives related to transition are described in the Government Information and Consulting section of this
report.
Activities
CAC's Program Activity Architecture (PAA) reporting structure currently has one activity: the Consulting and Audit
Canada Revolving Fund. This activity supports PWGSC's Quality Services strategic outcome. The approved planned
spending for 2006-07 is described in the ensuing table.
|
Consulting and Audit Canada Revolving Fund Planned Spending |
(in millions of dollars) |
Strategic Outcome: Quality Services
Consulting and Audit Canada Revolving Fund
Activity |
Results |
Performance Indicators |
Provides, on an optional and
fee-for-service basis, consulting and audit services to federal departments and agencies and upon request, to
provincial, territorial, municipal and Aboriginal governments in Canada and to foreign governments and
international organizations. |
General
- Improved public sector management and operations.
- High-quality and professional services.
- Cost-effective delivery of services.
- Knowledgeable and sustainable workforce.
Consulting
- Improved public service management and operations.
- High quality professional services.
- Cost-effective delivery of services.
- Knowledgeable and sustainable workforce.
Audit
- High quality professional services.
- Knowledgeable and sustainable workforce.
- Improved internal audit capacity within the federal government while maintaining core
resources to meet cost and contribution audit needs of PS managers.
- Cost-effective delivery of services.
|
- Overall Satisfaction Rate.
- Net Cash.
- Average years of experience in Public Service.
- Training days per FTE.
Consulting
- Client feedback on improvement of management and operations.
- Overall level of satisfaction.
- Utilization rate of staff.
- Training days per FTE.
Audit
- Overall client satisfaction rate.
- Number of auditors with Professional Designation.
- Number of FTEs in the professional development program.
- Projects with and on behalf of the Office of the Comptroller General.
- Implementation of a funding model that will allow CAC to attain its financial goals.
|
TRANSLATION BUREAU
The Translation Bureau is a key component of the government's service delivery infrastructure. It helps the
government serve Canadians and communicate with them in the official language of their choice by: using standardized
terminology within the public service; and providing translation, editing, interpretation, terminology and
technolinguistic services for Parliament, the judiciary, and federal departments and agencies.
The Bureau ensures that a critical mass of skilled language professionals – employees and suppliers – is
available, enabling the government to operate smoothly, meet its official languages obligations and promote the values
of linguistic duality and multiculturalism that make up the Canadian identity. The Bureau also provides services in
more than 100 languages to support the government in its international relations, and to communicate with those
Canadians who have difficulty communicating effectively in either official language.
Plans and Initiatives
The Bureau will continue to deliver high-quality services at a fair price and reposition itself to allow the
government to leverage its unique expertise. This will strengthen Canada's presence in the language arena and secure a
quality supply of translation and interpretation services.
Providing High-Quality Services
Over the next few years, the Translation Bureau will continue to move from a transaction-based management approach
to a value-added strategic management approach. It will focus its in-house professional resources on translating core
and public interest documents and on revision and quality assurance.
Key Facts
- Acts as the linguistic and terminology standardization authority of the federal public service.
- Manages TERMIUM®, the government's terminology and linguistic data bank.
- Offers translation services 24 hours a day,7 days a week.
- Provides over 3,000 small and medium-sized linguistic services firms with access to government contracts.
|
The Bureau will:
- Speed up the implementation of its new business model, which aims to improve quality, customize service and
provide optimal response to clients' needs by assigning or dedicating translators to clients or relocating them to
work on site with the client in "translation boutiques";
- Explore a new risk-based demand management approach and launch a certification program to ensure that core
documents, those that are critical to the government's decision?making process and those for use by the public are
of the highest quality; and
- In addition to its 24/7 service, it will set up a Quick Response Team that will provide uninterrupted access to
its services and an immediate response to national emergencies affecting Canadians' health and safety.
![Translation Bureau Planned Net Expenditures](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/sect2i_graph1-e.gif)
For continued service to Parliament and the government, the Bureau will:
- Pursue its workforce renewal programs in interpretation, terminology and translation in specialized and critical
sectors; and
- Strengthen its multilingual capacity in order to meet the growing demand for translation from Aboriginal and
foreign languages into English and French.
The Bureau will work in partnership with central agencies and client departments to establish a comprehensive
procurement and quality assurance framework to ensure that translations for the government are of the highest quality
(in order to make up for the current lack of common standards and guidelines governing the procurement of translation
services within the government).
In collaboration with Parliament, the Bureau will set up a debates captioning program that will allow more
Canadians to experience the work of their democratic institutions in the language of their choice.
In addition, the Bureau will:
- Review its financial model in order to simplify access to its services and adopt new management and reporting
tools that will allow clients and the government to better see the value of its services; and
- Continue streamlining its costs and its operational optimization program by implementing new technolinguistic
tools, reducing its accommodation costs even further and rationalizing its asset purchases (as of April 2006, the
savings are being passed on to clients in the form of a 17% rate reduction for administrative work).
Standardizing Terminology to Benefit the Government and Canada
The Translation Bureau helps the government maintain the quality and effectiveness of its communications by
standardizing terminology. It also helps to maintain an exemplary public service by providing government employees
with tools to help them work in both official languages.
To optimally manage the Government of Canada's terminology expertise, strengthen the federal government's role in
the language field on the national and international scenes, and showcase Canada's collective wealth of linguistic and
terminological knowledge, the Bureau will:
- Actively represent Canada at national and international language fora and in standardization networks and
committees such as the International Organization for Standardization (ISO);
- Strengthen the Bureau's multilingual capacity in terminology to address the increasing demand in translation in
Aboriginal and foreign languages and better support Canadian business products and services exports;
- Ensure close alignment of its terminology program with the government's strategic priorities;
- Continue working on a project that will allow all Canadians to benefit from the terminological and linguistic
resources developed by public institutions in Canada;
- Offer international organizations the possibility of using TERMIUM; and
- Launch a new version of TERMIUM designed to enable client departments and agencies to store, standardize and
update terminology specific to them.
Providing the Government and Canada with a Secure Supply of Translation Services
As a bilingual nation whose prosperity is closely linked with international trade, Canada requires a reliable,
efficient, high-quality supply of translation and linguistic services.
The security of supply in translation is at risk because of industry fragmentation, an aging population of
translators and a decline in enrolment in translation schools. This situation threatens Canada's ability to function
as a bilingual country and hinders access of Canadian businesses to foreign markets, since they must rely on external
sources for their translation needs.
To address this issue, the Bureau plans to:
- Use its expertise, reputation and knowledge of the language industry to the government's advantage and propose a
comprehensive strategy to develop and maintain the bilingual and multilingual translation capacity that the
government and Canada require to support the country's social, economic and international objectives;
- Collaborate with other levels of government, universities, professional associations and regional economic
development organizations to put in place initiatives aimed at creating jobs in the linguistic field for
immigrants and young Canadians;
- Work with the department and other federal partners to implement initiatives that will attract more youth to the
language professions, train them and prepare them for the job market more quickly, while helping the translation
industry enhance its professional standards and restructure itself so that it can grow and compete with foreign
suppliers;
- Ensure that its own buying power and that of other federal agencies in the area of translation is managed in a
way that ensures the quality of the services delivered to the government and promotes restructuring of the
industry through the creation of larger, economically viable translation firms that are able to train and maintain
their workforces. Accordingly, by March 2009, the Bureau plans to increase the number of its high dollar value
contracts to over 50% of the total value of contracts awarded;
- Continue its current partnership programs with universities to develop a skilled capacity for the government and
for Canada, programs that have largely benefited the translation industry to date; and
- Pursue its objective to build, in partnership with the industry, a shared infrastructure for professional
development, which will leverage the language resources of Canada's official language minority and multicultural
communities to create a high-calibre bilingual and multilingual translation capacity while creating jobs within
these communities.
Activities
The Translation Bureau supports the department's Quality Service strategic outcome through three major activities:
Translation and Interpretation for Parliament; Conference Interpretation and Terminology; and Translation for
departments and agencies (Translation Bureau Revolving Fund). With respect to the Sound Stewardship strategic outcome,
the Translation Bureau is responsible for the Translation Stewardship activity, which comprises initiatives to build
translation capacity for the government and Canada. The planned spending on these activities is described in the
financial table below. This table is followed by strategic outcome tables, which contain a description of each
activity, as well as the associated results statements and performance indicators.
|
Translation Bureau Planned Spending |
(in millions of dollars) |
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|
|
|
Forecast Spending
2005-2006 |
Planned
Spending
2006-2007 |
Planned
Spending
2007-2008 |
Planned
Spending
2008-2009 |
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Operating and Statutory Votes |
|
|
|
|
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|
Translation and Interpretation to Parliament, Conference Interpretation, Terminology |
|
|
|
|
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|
|
Gross Expenditures |
51.3 |
51.9 |
55.1 |
55.1 |
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|
|
Less: Respendable Revenue |
- |
- |
- |
- |
![Spacer](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/spacer_clear.gif) |
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|
|
Net Expenditures |
51.3 |
51.9 |
55.1 |
55.1 |
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|
Translation Stewardship |
|
|
|
|
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|
|
Gross Expenditures |
2.5 |
2.5 |
2.5 |
2.5 |
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|
|
Less: Respendable Revenue |
- |
- |
- |
- |
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|
|
Net Expenditures |
2.5 |
2.5 |
2.5 |
2.5 |
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|
Translation Bureau Revolving Fund |
|
|
|
|
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|
|
Gross Expenditures |
211.5 |
205.9 |
208.4 |
209.4 |
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|
|
Less: Respendable Revenue |
211.5 |
205.9 |
208.4 |
209.4 |
![Spacer](/web/20061203193246im_/http://www.tbs-sct.gc.ca/rpp/0607/PWGSC-TPSGC/images/spacer_clear.gif) |
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|
|
Net Resources (Provided) Used |
- |
- |
- |
- |
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TRANSLATION BUREAU TOTAL |
53.8 |
54.8 |
57.6 |
57.6 |
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Totals may not add up due to rounding |
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(FTEs) |
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Translation and Interpretation to Parliament, Conference Interpretation, Terminology - Full Time Equivalents (FTEs) |
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Translation Stewardship - FTEs |
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Translation Bureau Revolving Fund - FTEs |
1,684 |
1,684 |
1,634 |
1,584 |
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Translation Bureau - Full Time Equivalents Total |
1,684 |
1,684 |
1,634 |
1,584 |
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The Bureau's revolving fund provides services to Parliament and collects the related revenues from its own operating vote. Accordingly, the revolving fund's gross expenditures and respendable revenue include the net expenditures reported in Translation and Interpretation to Parliament, Conference Interpretation, Terminology and Translation Stewardship Program Activities.
The 2005-2006 Forecast Spending in the Revolving Fund has been subsequently adjusted to $205.6M to reflect a decrease in business volume. This trend is reflected in future years.
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Strategic Outcome: Quality Services
Translation and Interpretation to Parliament, Conference Interpretation, Terminology
Activity |
Results |
Performance Indicators |
Provision of translation and
interpretation services to Parliament, conference interpretation and terminology services. |
Best value service to Parliament,
the judiciary and other government organizations to ensure the government's ability to function in both official
languages and other languages as required. |
- Percentage of sessions of both Houses of Parliament covered.
- Percentage of clients satisfied with service.
- Number of hits on Translation Bureau's Terminology site (TERMIUM).
|
Translation Bureau Revolving Fund
Activity |
Results |
Performance Indicators |
Provision of translation,
technolinguistic and other linguistic services to the judiciary and federal departments and agencies on a cost
recovery basis.
Upon request, provision of translation, technolinguistic and other linguistic services to other governments in
Canada and international organizations on a cost recovery basis. |
Financially viable organization
offering best value service to the judiciary and other government organizations to ensure the government's
ability to function in both official languages, and other languages as required. |
- Percentage of revenue objectives met.
- Percentage of clients satisfied with service.
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Strategic Outcome: Sound Stewardship
Translation Stewardship
Activity |
Results |
Performance Indicators |
Program management, strategy,
governance, monitoring and support activities. Also encompasses activities that are necessary to:
- Ensure the security of supply of linguistic services to Parliament, the judiciary and
the federal government.
- Foster the development and growth of the Canadian language industry.
- Ensure the development and dissemination of translation, terminology and
technolinguistic standards in Canada.
- Exercise the role of functional specialist in the translation, terminology,
interpretation, linguistic and technolinguistic domains for the other departments and agencies.
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Capacity to effectively manage and
deliver the translation and terminology functions and ensure Canada's representation and leadership at national
and international levels. |
- Number of outreach activities that enhance leadership role in the industry, professional
associations and universities.
- Number of students in training and development programs (partnership with universities,
COOP, FSWEP).
- Number of national and federal terminology standardization committees and international
fora at which the Bureau participates.
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CORPORATE MANAGEMENT
Corporate Management provides support to all of PWGSC's branches and special-operating agencies. The Corporate
Management function includes the following: Corporate Services, Policy, Communications, Human Resources, Finance,
Strategic Transformation, Information Technology Services, the Office of the Chief Risk Officer and the regional
offices.
Due to a reorganization of the department's governance structure during 2005-2006, the following branches are now
responsible for providing the Corporate Management function: Corporate Services, Policy and Communications (CSPC),
Human Resources (HR), Strategic Transformation (ST), and Information Technology Services (ITS).
Additionally, the following PWGSC entities contribute to the Corporate Management function: Office of the Chief
Risk Officer (OCRO), Audit and Evaluation (AE), Finance (FIN), Legal Services, Pacific Region, Western Region, Ontario
Region, Quebec Region, and Atlantic Region.
Plans and Initiatives
The key Corporate Management priorities for 2006-2007 are:
- Coordinating and monitoring the implementation of the Business Transformation Agenda;
- Improving the delivery of corporate services, including human resources and communications;
- Monitoring and assessing the implementation of the Management Accountability Framework (MAF) – a management
tool that sets indicators and measures;
- Liaising with Central Agencies;
- Providing corporate leadership and alignment with the government's key policy areas; and
- Developing and implementing an integrated management framework.
During 2006-07, PWGSC will support major government initiatives (e.g., the Federal Accountability Act and
Action Plan) and will continue integrating the MAF into its internal business planning and accountability
processes to ensure the highest standards in management practices. We will continue to collaborate with provinces and
territories to develop standards, shared services and best practices in the areas of real property, procurement, and
sustainable development.
Financial Services – Advice will continue to be provided to the Minister and senior government officials
on financial management based on the department's Financial Management Framework. To improve sound stewardship,
Corporate Management will fully implement the Chief Financial Officer (CFO) function. The CFO is responsible for:
overall financial management and control; enhanced management practices; provision of advice for effective use of
resources; and, sound policy implementation. The capacity of the financial management framework and related services
will be enhanced due to a planned financial system upgrade, improvements to PWGSC's costing processes, and an update
of its financial reporting tools. These enhancements will improve financial accountability and risk management.
Corporate Management will also assist with the integration of PWGSC's Way Forward and ongoing priorities.
Corporate Information – Corporate Management will fully implement a Chief Information Officer function
to improve PWGSC's strategic decision-making processes related to information management/information technology
(IM/IT) investment.
Information Technology – PWGSC, in meeting its internal IT requirements, will seek cost-effective IT
solutions, including supporting the evolving role of ITSB and related shared service initiatives.
Communications – PWGSC will continue to embrace a proactive communications approach with Canadians and
Parliamentarians. We will provide more information about the value-added services that PWGSC brings to the Government
of Canada and Canadians. PWGSC will continue supporting effective, communication of The Way Forward business
transformation agenda.
Human Resources (HR) – In the coming years, PWGSC will continue to build on and improve HR management to
meet our business transformation needs, and be consistent with the spirit of the Public Service Modernization Act
(PSMA). PWGSC will:
- Focus on creating a work force that is representative of the Canadian population, placing emphasis on increasing
the representation of visible minorities and implementing the department's official languages strategic action
plan;
- Respond to the concerns of the Commissioner of Official Languages and take on a leadership role in the
application of the Official Languages Act;
- Improve integrated, business-based HR planning and support the development and implementation of strategies to
address HR management gaps, including succession planning and knowledge transfer;
- Consult meaningfully and work together with the unions;
- Focus on the department's core learning agenda which includes ethics and ethical decision-making and management
accountabilities under the PSMA; and
- Conduct fair, transparent and effective staffing.
PWGSC will continue to make improving the delivery of core HR services a key priority.
Health and Safety – PWGSC will continue to ensure that its employees are safe and secure, and that it
can respond rapidly to any emergencies and, within PWGSC' mandate, those of other government departments and
Canadians.
Business Transformation Agenda
The Transformation Agenda is a high priority for PWGSC. It focuses on improving the way that PWGSC, and the
government as a whole, does business by finding innovative ways to deliver services smarter, faster and at a reduced
cost in the areas of real property, acquisitions, and information technology. There are two fundamental, interrelated
objectives at the core of the Transformation Agenda:
- Saving money by maximizing efficiencies and taking advantage of economies of scale; and
- Pursuing these initiatives in an open and transparent way so as to preserve the confidence of Canadians in the
integrity and fairness of the Government of Canada.
The overall objectives of the proposed Strategic Transformation Branch are to strengthen the department's
analytical function and integrated reporting capacity in the context of our business transformation. This reliable
information helps the proposed branch provide the Minister and senior management with timely, accurate information and
advice to enable them to make well-informed decisions regarding the Business Transformation Agenda. Specifically, the
proposed Strategic Transformation Branch will:
- Provide government-wide financial, economic and business analysis and advice on savings targets;
- Act as project management and coordination office for the core transformation activities;
- Facilitate a coordinated, rigorous and regular reporting mechanism for measuring progress on transformation;
- Provide a single window entry point for central agencies and other government departments on transformation; and
- Support a coordinated, nationally consistent departmental strategy to manage and communicate change within
PWGSC, with emphasis on people and cultural issues.
Risk Management
As part of ongoing efforts to improve the way PWGSC does business and assures quality services to our clients, the
Office of the Chief Risk Officer (OCRO) was introduced, independent of the operating branches, having the following
responsibilities:
- Integrating and embedding risk management into PWGSC's decision-making processes;
- Managing the Ethics program and strengthening the internal disclosure process;
- Collaborating with the branches and regions to develop appropriate strategies and departmental risk management
tools; and
- Assessing and ranking critical departmental risks.
The Corporate Risk Information System will be PWGSC's main tool to report on identification, assessment, mitigation
and monitoring of key risk areas.
In 2006-07, OCRO will:
- Continue to raise awareness of the department's roles and responsibilities relating to risk management;
- Establish a departmental Risk and Ethics Oversight Committee;
- Develop standards, methodology and electronic tools for risk management;
- Continue to implement Fairness Monitoring and Internal Disclosure programs;
- Continue with ongoing elements of the department's Ten Point Integrity Plan;
- Continue ethics training for managers and employees;
- Integrate ethics with risk management, business planning and decision-making at an operational level;
- Conduct a review of OCRO's program objectives, operations and results, and develop a three-year plan; and
- Establish strong links with the risk management experts in the government and private sector to ensure the
employment of appropriate methodologies.
OCRO's success will be measured by the integration of risk management tools and risk information into the planning
and decision-making processes.
Audit and Evaluation
Audit and Evaluation – PWGSC re-focused its audit and evaluation capacity to strengthen its system of
independent, internal checks and balances. As a key provider of assurance in support of oversight by the DM and
TBS/OCG, the Audit and Evaluation Branch provides independent assurance on business performance, program effectiveness
and management controls to provide information for decision-making.
On April 1, 2006, TB approved a new Internal Audit Policy. The policy is designed to provide deputy
ministers and the Comptroller General with added assurance, independent from line management, on risk management,
control and governance processes.
PWGSC will incorporate the government's new direction for Internal Audit and will continue to strengthen its
internal audit capacity. To reinforce the integrity of audit and oversight over the three year planning period, PWGSC
will:
- Increase the representation of private sector members on PWGSC's Audit, Assurance and Ethics Committee;
- Improve audit and evaluation coverage; and
- Continue to monitor and follow up on the implementation of management action plans developed to respond to audit
recommendations.
Activities
Corporate Management has one program activity titled Corporate Management that supports all activities across
PWGSC. Corporate Management costs have been re-allocated and are reflected in the other departmental program
activities. Therefore, no financial table is shown here. The strategic outcomes table provides descriptions, results
statements and performance indicators for each activity.
Strategic Outcome: Sound Stewardship
Corporate Stewardship
Activity |
Results |
Performance Indicators |
Supports the transformation of PWGSC
to deliver the government's agenda. Sets strategic priorities and develops tools for sound, integrated
management practices. Enhances human resources management and maintains strong labour relations. Builds PWGSC
credibility through enhanced communications with Canadians, central agencies and Parliamentarians. Delivers a
suite of corporate services. |
PWGSC programs are provided with
corporate functions that are ethical, cost efficient, and delivered within agreed service levels and standards
in respect of public service values. |
- Number of corporate management employees as a percentage of total population.
- Cost of corporate management as a percentage of total departmental costs.
- Percentage of elements of the PWGSC Ten point Integrity Plan successfully completed.
- Percentage of approved internal audit and evaluation projects completed within committed
timeframes and internal standards.
- Information Management Capacity Check Maturity Level.
- Number of internal service level agreements in place between other Branches and:
- Corporate Services, Policy and Communications Branch
- Human Resources Branch.
- Approved financial system strategy implementation.
- Implemented Human Resource Management Plan.
- Integrated decision making processes.
- High quality financial products.
- Streamlined delivery of transactions.
- Embedded costing processes.
- Branch Management reports implemented.
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