PWGSC > PWGSC Reports > RPP 2004-2005 > 2004-2005 Estimates Report on Plans and Priorities Section 3 - Summary Plans and Priorities

Section 3 - Summary Plans and Priorities

• PWGSC Corporate Priorities
• PWGSC Plans
• PWGSC Organization
• PWGSC Financial Spending Plan

This section sets out PWGSC's plan for 2004-2007 in response to the opportunities and challenges identified in Section II. The plan supports our vision of becoming recognized as the government's centre of excellence in the provision of common, central and shared services, and, as one of the best-managed departments in the government. While we have started to move in this direction, we recognize that a plan for action is required to fully respond to Canadians' expectations for more business-like services balanced with integrity and transparency.

PWGSC Corporate Priorities

In addition to maintaining the ongoing commitments to quality services for each of the PWGSC Business Lines for the planning period, our goal for 2004-2007 will be to transform the way we do business to meet Canadians' expectations.

To succeed in the transformation of PWGSC over the coming planning period, we have established five corporate priorities:

• Strengthening public confidence;
• Achieving savings and performance improvements;
• Increasing support for the government's strategic agenda;
• Delivering major projects of national importance; and
• Delivering on ongoing commitments for quality services.

Strengthening Public Confidence - To fully bring value to government and to Canadians, PWGSC must strengthen public confidence by improving our transparency and accountability and by demonstrating that we have the internal management tools to monitor our performance, ensure proper comptrollership, and enhance a culture based on sound values and ethics. Therefore, PWGSC plans to provide better information to Canadians and parliamentarians while continuing to improve our management tools and frameworks.
For example, the department commits to provide timely disclosure of records to the Commission of Inquiry into the Sponsorship Program and Advertising (the Gomery Inquiry). We will ensure improved accountability through implementation of PWGSC's Integrated Management Framework, including the integration of the Management Accountability Framework, and establishment of a strong Risk Management Framework.

Achieving Savings and Performance Improvements - PWGSC's role as a common, central and shared services provider places the department in a strong position to help government achieve savings and performance improvements.

For example, we can exploit opportunities to realize economies of scale such as making greater use of bulk purchasing. We can improve the efficiency of our processes by developing common standards, by enhancing financial services and financial management systems and by working with colleague departments to improve the forecasting of their need for office space. We can seek to leverage the capacity of the private sector by seeking alternative service delivery arrangements. PWGSC will seek to maximize savings and performance improvements while ensuring that we continue to play a check and balance role on government expenditures by making sure that the goods and services are required and that they represent the best value for the Canadian taxpayer.

Increasing Support for the Government's Strategic Agenda - Adopting a more government-wide perspective on our operations not only helps us to achieve savings, but also helps us to support the government's horizontal agenda.

For example, PWGSC will continue to lead in promoting the environmental sustainability of government operations, notably by cutting emissions of greenhouse gases from federally owned buildings by 39% between now and 2007. We will broaden our existing "Good Neighbour" policy to ensure that the presence of federal buildings has a positive impact on Canadian cities. We will also fully support the ongoing horizontal reviews from Treasury Board by modernizing procurement of goods and services and by developing central and shared services for all government travel.

Delivering Major Projects of National Importance - PWGSC has the opportunity to demonstrate its capacity for managing and delivering complex and high-value projects of national importance.

Some of these projects include the provision of PWGSC contract management support for the acquisition of a new fleet of Maritime Helicopters. We will continue to plan and execute renovations to the Parliamentary Buildings to ensure the long-term preservation of Canada's heritage sites while providing a functional and safe work environment for Parliamentarians. PWGSC will also continue to build on Canada's number one world ranking for Government On-Line by making government more accessible to Canadians and delivering better service in a more responsive manner.

Delivering on Ongoing Commitments to Quality Services - PWGSC's plan to transform our business over the next three years will be implemented as we continue to deliver quality services to colleague departments and to Canadians. To help us improve our delivery of services, we have created a new Service Integration Branch (SIB), which will be the principal window to and from our colleague departments and agencies. In addition to acting as our customers' advocate, SIB will protect the best interests of the government as a whole by searching out opportunities for savings and efficiencies by integrating services across Business Lines, across departments and across other levels of government. As demonstrated by the financial tables provided in this report, these ongoing commitments represent the bulk of our activities and resource allocations.

For example, PWGSC will continue to provide departments and agencies with productive and affordable work environments for 210,000 public servants. The department will also continue to purchase goods on behalf of departments for $10 billion and handle 1.3 trillion dollars in Receiver General cash flows.

PWGSC Plans

The following summary tables of PWGSC Plans for 2004-2005 reflect key initiatives found in the Business Line details in next section. The key initiatives of the plan are organized by the three strategic outcomes for PWGSC:

1. Quality Services;
2. Sound Stewardship;
3. Sound Management.

PWGSC Organization

Our organizational structure is exhibited in Figure 1. PWGSC was reorganized for this fiscal year in order to strengthen accountability, to consolidate our expertise in core areas, to foster a more strategic approach to service delivery, and to enable us to focus more on government-wide issues and benefits.

A key element of this reorganization was the establishment of the Service Integration Branch (SIB). We have added a new branch, Government Information Services, which consists of a range of services transferred from the former Communication Canada. In addition, as noted earlier, a number of operational functions were transferred to PWGSC from the Treasury Board Secretariat (TBS). These include TBS' operational IM/IT responsibilities (particularly Government On-Line), and, the Government Travel Modernization Initiative. From the basis of its core service delivery branches, PWGSC delivers its services through offices located in the National Capital Area and across Canada, with regional operations based in Vancouver, Edmonton, Toronto, Montreal and Halifax.

PWGSC Financial Spending Plan

Figure 2 highlights our 2004-2005 Departmental Planned Spending by Vote and Business Line. Figure 3, Department Spending Plan, outlines our three year forecasted spending.

Figure 1

Figure 2 - 2004-2005 Departmental Planned Spending by Vote and Business Line

	2004-2005 Departmental Gross Planned Spending by Vote and by Business Line (in millions of dollars)
	Business Line / Vote	Vote 1 Operating	Vote 5 Capital	Vote 10 Transfer Payments	Revolving Funds (Statutory)	Other Statutory (1)	Total		Full Time Equivalants (FTEs)
	1.Real Property Services	1,797	473	6	841	3	3,120		5,016
	2.Supply Operations Services	171	-	-	110	23	304		1,873
	3.Telecommunications and Informatics Common Services	117	-	-	131	2	250		351
	4.Receiver General	118	-	-	-	5	123		467
	5.Public Service Compensation	50	-	-	-	10	60		800
	6.Consulting and Audit Canada	-	-	-	99	-	99		400
	7.Translation Bureau (2)	49	-	-	228	-	277		1,734
	8. Government Information Services	91	-	2	-	-	94		401
	9.Operational Support	298	-	-	-	38	337		2,689
	Total Gross Spending for the Department	2,692	473	8	1,410	81	4,664
	Less: Respendable Revenue	505			1,422		1,927
	Total Net Spending for the Department	2,187	473	8	(12)	81	2,737		13,731
	Totals may not add up due to rounding.
	The gross spending represents the business volume of PWGSC. Parliament annually approves the net spending authorities via the Main Estimates. (1) Includes Contribution to Employee Benefits and Minister's car and salary allowance. (2) 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 $49 millions reported in the planning period under the operating vote's gross expenditures.

Figure 3 - PWGSC Financial Spending Plan

	PWGSC GOVERNMENT SERVICES PROGRAM (1) (in millions)

			Forecast Spending 2003-2004	Planned Spending 2004-2005	Planned Spending 2005-2006	Planned Spending 2006-2007
	Operating (including Separately Controlled Allotment), Capital, Grants and Contributions and Statutory Votes
		Main Estimates (gross)	4,128.6	4,316.2	4,266.6	4,215.3
		Less: Respendable Revenue (2)	1,859.7	1,905.2	1,965.3	1,967.0
		Total Main Estimates (3)	2,269.0	2,411.0	2,301.3	2,248.4
		Adjustments:
		Accommodation	139.6	17.7	14.4	10.9
		Government On-Line (GOL)	121.2	52.4	-	-
		Transfer of Government Information Services (GIS) from Communication Canada (CC)	-	72.5	54.2	49.2
		Capital	(58.2)	168.0	215.0	301.0
		License for the Records, Document, Information Management System (RDIMS) for the Government of Canada	31.1	8.0	8.0	8.0
		Transfer of Shared Travel Services Initiative (STSI) from Treasury Board Secretariat (TBS) (3)	8.2	-	-	-
		Transfer of Chief Information Officer Branch (CIOB) for GOL Activities from TBS (3)	15.1	-	-	-
		Operating Budget Carry Forward	23.9	-	-	-
		Collective Bargaining	21.4	-	-	-
		Transfer Payments	(5.7)	-	2.5	-
		Statutory Adjustments	45.0	1.6	2.2	1.8
		Other Adjustments	53.5	6.0	7.4	6.9
		Total Adjustments	395.2	326.1	303.7	377.7
	NET PLANNED SPENDING		2,664.2	2,737.0	2,605.0	2,626.1
		Less: Non-Respendable Revenue	51.1	23.1	23.0	23.0
		Plus: Cost of Services Received Without Charge	36.8	39.0	38.5	38.4
	NET COST OF PROGRAM		2,649.9	2,753.0	2,620.4	2,641.5
	Totals may not add up due to rounding.
		Full Time Equivalents (FTEs)	13,318	13,731	13,558	13,436

	(1) Includes intradepartmental revenues and expenditures of $300 million for 2003-2004 and $224 million for 2004-2005 and future years for a nil bottom line impact. (2) The respendable revenue amount excludes $330 million of current year adjustments. (3) The transfers from Treasury Board Secretariat (TBS) of Chief Information Officer Branch (CIOB) for Government On-Line (GOL) Activities and Shared Travel Services Initiative (STSI) (effective December 12, 2003 for CIOB and January 9th, 2004 for STSI as per Orders in Council) are included in 2004-2005 Main Estimates and beyond. The amounts for STSI are: $31.5 million for 2004-2005; $1.2 million for 2005-2006 and $4.6 million for 2006-2007. The amounts for CIOB are: $14 million for 2004-2005; $2.8 million for 2005-2006 and $0.9 million for 2006-2007.