Reports on Plans and Priorities

Departmental Performance Reports

2005-2006 Estimates
Report on Plans and Priorities

Complete report in HTML
Complete report in PDF (1.9mb)

Section II - Program Activities

• Introduction
• Real Property
• Acquisition
• Information Technology
• Receiver General and Compensation
• Government Information
• Business Integration
• Special Operating Agencies
• Corporate Management

INTRODUCTION

This Report on the Plans and Priorities of PWGSC marks the beginning of the implementation of its new Program Activity Architecture (PAA). The 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 Program Reporting Activity Structure.

As a management tool, the PAA is still in its early stages and will be completed with program financial, performance and other management information, which will be placed into the TBS Expenditure Management Information System. As a long-term initiative, however, with its full implementation, the PAA should provide a basis for year-by-year evaluation of activity performance and a guide to the development of concrete targets to monitor results over time.

The Program Activity Architecture for PWGSC's Government Services Program is divided into 26 activities. These activities support its three strategic outcomes: Quality Services, Sound Stewardship and Sound Management. Sound Management encompasses the Corporate Management and Business Integration - Client Relations Management activities.

In order to better reflect the PWGSC approach to services, the PAA's 26 activities have been grouped to highlight our seven key service areas:

• Real Property;
• Acquisition;
• Information Technology;
• Receiver General and Compensation;
• Government Information;
• Business Integration; and
• Special Operating Agencies.

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 seven government services.

In 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 given along with results statements and performance indicators for the PAA activities within each service. The PAA focus is on the long-term and enduring outcomes for the service.

REAL PROPERTY

PWGSC provides departments and agencies with affordable, productive work environments and acts as a steward for various engineered public works such as bridges and dams and national treasures such as the Parliamentary Precinct and other heritage assets across Canada.

PWGSC also provides other federal departments and agencies with strategic and expert advice as well as innovative professional and technical services. These cover the areas of architecture, engineering, environment, and real estate, as well as asset and facilities management for the acquisition, development, construction, management, operation, maintenance, repair and disposal of real property.

On behalf of the federal government, PWGSC administers the Payments in Lieu of Taxes Program to local governments, and the Real Property Disposition Revolving Fund, which facilitates the disposal of properties surplus to government requirements.

PWGSC leads the federal government's involvement in the remediation of certain contaminated sites, such as the Sydney Tar Ponds, Argentia, and the Giant Mine in Yellowknife. It also maintains a leadership role in sustainable development by helping to lead a coordinated approach to greening government and supporting the urban agenda.

Plans and Initiatives

Real Property will be significantly influenced by the federal government's pursuit of savings for reallocation to higher priorities. Part I of this RPP discussed the need for savings. This section focuses on savings opportunities within Real Property.

PWGSC has already undertaken a number of studies to identify the potential for improved economy and efficiency in the delivery of its real property mandate. The goal will be to transform its business to achieve government-wide savings, principally through cost avoidance, of approximately $925 million over the next five years, of which $410 million will be achieved within the first three years.

The table "Government-wide Real Property Savings" summarizes the savings related to the expenditure review process. PWGSC will pursue the following priorities in Real Property:

Applying Accommodation Standards

Studies have indicated that the amount of office space allocated per employee is greater in the federal government than it is in many areas of the private sector. PWGSC will more consistently apply standards and work with departments towards reducing the average space utilization to 18 M2 per employee leading to an overall space reduction of 450,000 M2. Similarly, we will more consistently apply fit-up standards to office space as current leases and occupancy agreements expire. The application of these standards is expected to yield expenditure reductions of $500 million over the coming years.

Improved Inventory Management

PWGSC will improve its ability to plan for the long-term and will assess opportunities to optimize its portfolio. We will use our holdings more efficiently by consolidating needs of federal departments where beneficial. PWGSC will also improve the management of its leased portfolio by using new approaches to leasing. PWGSC successfully established a new contract for property management and some project delivery services with SNC-Lavalin ProFac Inc. effective April 1, 2005, which will generate operating savings. Improved portfolio management and leasing strategies will help us to find new opportunities to achieve expenditure reductions approaching $300 million over the planning period.

Outsourcing and Overhead

We will assess further opportunities for outsourcing and, if applicable, develop a related strategy and implementation plan. Increased efficiency in our overhead areas is also part of our strategy. A new approach to outsourcing and reducing overhead is expected to yield expenditure reductions of $175 million over the planning period

Asset Management

PWGSC currently owns 60 percent of its portfolio. The department wants to assess whether owning less and leasing more property will improve flexibility, reduce overhead and avoid immediate major pressures for massive capital investment resulting from many years of deferred repair and maintenance. We will obtain expert advice to develop an asset ownership strategy, with analysis and recommendations to be provided by early 2006. Meanwhile, we will put into effect a one-year deferral of non-critical capital investment while asset ownership is being studied.

Managing Accommodation Requirements

A key challenge in effecting the transformation agenda will be establishing and enforcing a more disciplined approach that respects whole-of-government interests when defining accommodation and service requirements with our colleague departments and agencies. PWGSC will work proactively with other departments and agencies to put in place a greater discipline to manage these requirements.

Sustainable Development

Sustainable development is an area of critical importance for PWGSC. Key roles include: interdepartmental leadership in setting the example as a custodian of how environmental benefits may be achieved in a cost-effective manner and; as a service provider-enabling other federal custodians to do the same. Areas of focus include the development of a broad range of environmental management practices, remediation of contaminated sites, minimizing the environmental footprint of both existing and future facilities (with special focus on greenhouse gas reductions), green leasing, green purchasing and conducting environmental impact assessments. For example, where feasible, all newly constructed buildings will meet the Leadership in Energy and Environmental Design (LEED) Gold rating or equivalent standard. The ability to achieve all these benefits is dependent on the successful development of public-private sector partnerships and initiatives.

Ongoing Operations

While implementing the transformation agenda, PWGSC will continue to devote the majority of its resources to supporting the efficient delivery of government programs. These ongoing activities include: providing productive and affordable work environments; managing a diverse portfolio of assets; implementing a revised Long Term Vision and Plan for the Parliamentary Precinct (see Section III, Table 17 for details); and delivering quality, affordable real property services on a fee-for-service basis. In addition, PWGSC will continue to explore opportunities to work with other levels of government to improve service delivery to Canadians.

Activities

PWGSC has four Real Property Services activities: the activities of Federal Accommodation and Holdings, Real Property Services Revolving Fund and the Real Property Disposition Revolving Fund support our Quality Services strategic outcome; while the Real Property Stewardship activity supports our 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.

Strategic Outcome: Quality Services

Federal Accommodation and Holdings

Real Property Services Revolving Fund

Real Property Disposition Revolving Fund

Strategic Outcome: Sound Stewardship

Real Property Stewardship

ACQUISITION

PWGSC provides the federal government with relevant and timely value-added acquisition and related common services.

We are a primary service provider offering our customers a broad base of procurement solutions aimed at securing best value for their procurement dollar. We provide customers with comprehensive services for acquiring complex and commercial goods and services. Purchases range from office supplies to military ships to security systems and everything in between. We assist in identifying requirements and carry out all steps in the procurement function quickly and efficiently.

In delivering best value procurement services, as a strategic partner with our customers, we:

• help customers define their requirements and select the most effective procurement approach;
• manage the bidding process, using the Government Electronic Tendering System and other available tools, to find the best possible solution for sourcing customer needs; and
• support customers by closely overseeing customer/supplier relationships after contract award to ensure strong accountability until close-out of the contract.

Plans and Initiatives

As the primary organization carrying out government-wide purchasing and ensuring the integrity of the procurement function and related activities, PWGSC is committed to buying smarter. Buying Smarter is an initiative created as a result of several reviews and probes launched since July 2003. In particular, the Parliamentary Secretary's Government-wide Review of Procurement established in December 2003, is aimed at leveraging and consolidating the Government's purchasing power. We will achieve best possible prices and optimum value by introducing new policies to gain full benefit of procurement best practices and by transforming the administrative and operational elements of procurement government-wide.

Contingent on funding and necessary approvals, PWGSC expects to be able to save the Government up to $2.5 billion over the next five years by cutting the cost of goods and services we purchase by 10%, and reducing the administrative cost of purchasing by 10%. In support of these objectives, we will reduce the time to process procurements by 50%. Moving away from decentralized purchasing, which is now the norm, to coordinated bulk purchasing may reduce managerial flexibility. But this cost appears justified-with exceptions closely managed-in view of the considerable savings it can provide, as shown in more detail in the table "Government-wide Acquisition Savings."

We will achieve these goals using fair market practices and without compromising our commitments to sustainable development and aboriginal economic development.

The Government will monitor and address the impacts on Small and Medium-size Enterprises (SMEs) and regions. An office of small and medium-size enterprises will be created at PWGSC to assist such firms to access government contracts.

The Government proposes that the Department of Public Works and Government Services Act be amended to give the Minister of PWGSC full, and exclusive responsibility for procurement of goods and services; and to amend the Financial Administration Act to permit PWGSC to commit to a minimum volume of purchases on behalf of the Government. It will be mandatory for departments to use "standing offers" negotiated by PWGSC, with any exceptions managed centrally.

In advancing change, we will continue to shift our focus from managing individual transactions to a more comprehensive strategic management approach, pursuing the following measures in order to realize the benefits of smarter buying.

Government-Wide Review of Procurement - Implementation Phase

PWGSC will manage all approved elements of the transformation initiatives to change the way the whole-of-government does procurement. We will work in collaboration with operational commodity managers, our human resources specialists and other government and private sector stakeholders to introduce and receive full-value for best practices such as:

• Improving procurement planning and standardizing what the Government buys through better commodity management;
• Maximizing buying power and process efficiency by making the use of standing offers and similar arrangements mandatory;
• Taking advantage of economies of scale by approaching procurement on a corporate basis, aggregating government demand and supply; and
• Simplifying processes using the Government of Canada Marketplace (GoCM) as an enabling vehicle.

Commodity Management

Commodity management, a fundamental recommendation of the Government-Wide Review of Procurement, will be rolled out in 2005/06 at a rate of ten (10) new commodities in the first year, followed by the introduction of five (5) new commodities for each of the next seven (7) years. It is a government-wide procurement best-practice based on the planning, purchasing and management of goods, services and construction.

Commodity councils will develop strategic plans for sourcing unique categories of goods and services in consultation with all stakeholders, including applicable industry representatives. The councils will determine the right balance between efficiency, effectiveness and other important factors including the impact on and opportunities for small and regionally-based businesses.

In some cases, commodity plans will be based on recognition that suppliers in a given industry tend to be small, locally based companies, and will focus on contracting techniques appropriate to such a market. On the other hand, it may mean recognizing that the best option for Canadians is to seek large contracts with larger firms. In all cases however, commodity plans will provide a balanced approach to ensuring best value for Canadian taxpayers and ensuring the long-term positive impact on Canadian economic growth.

In order to achieve the highest value and return on this practice, commodity management practices and processes will be reflected in the GoCM Service. By consolidating purchasing power of a variety of goods and services across some 40 different commodity groups over the next several years, the government stands to realize hundreds of millions of dollars in savings over the next five years.

E-Procurement

The 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.

We are planning to launch the service to support up to 10 client departments in 2005/06, providing e-procurement services for a base of approximately 10 commodities. Over the next few years, the service will be introduced 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 20.

Other acquisition product improvements will include the elimination of the monthly service fee, on April 1, 2005, for the Government Electronic Tendering System, used by suppliers to access billions of dollars of government business. This underlines the Government's continued commitment to providing equitable and fair access to procurement opportunities.

Shared Travel Services Initiative (STSI)

STSI is a joint initiative of PWGSC and TBS led by PWGSC's Service Integration Branch. It provides an end-to-end portfolio of corporate travel management services aimed at saving hundreds of millions of dollars over the next several years on the Government's annual travel expenses bill of $1.3 billion. This program will result in a secure e-based travel reservation, expense claim, payment instrument, advisory and technical support service for traveling employees in various government departments and agencies.

In fiscal year 2004-05, PWGSC's Acquisitions Branch began providing Full-Service Travel Agency and Travel Card Services for all government departments, as well as the on-line booking services and management the employee travel portal for PWGSC employees, which allows its travelers to update their profiles, request travel identification numbers, access the On-line Booking Tool, provide feedback and obtain travel information. Savings from better buying are expected to include: lower air fares, lower car rental rates and lower hotel rates. A full rollout of these services government-wide is expected to commence in the Fall of 2005.

Further information on this important Major Crown Project of PWGSC may be found in Section III, Table 17.

Green Procurement

PWGSC is also supporting the Government's reform agenda in areas related to the environment. As a leader in environmentally responsible procurement, we use the Government's considerable buying power to advance the market for green goods and services. In so doing, we provide a number of tools and programs such as the Green Procurement Network, which facilitates government-wide green procurement practices, and outreach sessions designed to educate other departments on green procurement practices and tools.

In the October 2004 Speech from the Throne, the federal government furthered its commitment to build "sustainable development systematically into its decision-making" by announcing its intent to implement a Federal Green Procurement Policy. An interdepartmental working group, chaired by PWGSC, is now developing the policy expected for submission to Treasury Board by 2006.

Ongoing Operations

In pursuing our transformation agenda, we will merge new processes into our current practices and continue delivering fundamental acquisition services and support to our clients. Our procurement team will develop and use all best-practices available to us, such as contract management, contract quality assurance and vendor performance and review, in order to ensure ongoing integrity and accountability and deliver best-value to the Government and to Canadians.

Additionally, we will continue to offer programs aimed at developing our human resource base to successfully address the daily challenges faced in the procurement environment, and to prepare them for the changes inherent in our transformation agenda.

Through our ongoing support to clients and the pursuit of other change initiatives, PWGSC is well positioned to being widely recognized as an organization that upholds high ethical standards, provides top-quality and efficient procurement services and exercises sound stewardship of taxpayers' dollars.

Activities

PWGSC's Acquisition Services has four activities: the activities of Acquisition Services, the Optional Services Revolving Fund and the Defence Production Revolving Fund (not shown below due to the fact that there are no current expenditures) support our Quality Services strategic outcome; and, the Supply Operations Stewardship activity 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.

Strategic Outcome: Quality Services

Acquisition Services

Optional Services Revolving Fund

Defence Production Revolving Fund

Strategic Outcome: Sound Stewardship

Supply Operations Stewardship

INFORMATION TECHNOLOGY

PWGSC provides electronic infrastructure and professional services, upon request, to all departments and agencies in the areas of network and computer services, telecommunications, and application development. We also provide leadership in supporting government-wide initiatives such as the Secure Channel, IM/IT community renewal, and Government On-Line. In concert with the Chief Information Officer Branch of the Treasury Board Secretariat, PWGSC is taking a leadership role in providing shared IT services across the whole-of-government.

Plans and Initiatives

PWGSC is committed to the goal of bringing about fundamental improvements in the way the federal government manages its information technology. This goal supports departmental and governmental efforts to achieve savings in the delivery of programs. It will influence all aspects of our IT business over the planning period.

Shared IT Services

PWGSC's IT agenda will focus on the promotion of shared IT services as part of the Government's overall initiative to consolidate IT services and systems. This will complement the ongoing delivery of services currently provided to colleague departments 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. To better realize these shared service opportunities, PWGSC has begun a process of transforming its IT business, placing particular emphasis on excellence and cost savings in the provision of IM/IT services. Through collaborative service and stakeholder partnerships, we will treat the Government of Canada as an enterprise-wide IT service delivery entity aimed at reducing technical complexity, increasing inter-operability and information exchange, while achieving greater economies of scale. This approach will help to optimize overall Government of Canada IT expenditures and improve service to Canadians.

The main goal for the planning year will be to develop implementation plans for three key common services: common desktop computing service including an integrated service desk; data centre consolidation; and application hosting. This will allow departments and agencies to focus on their mandated business while reaping the benefits of standardization and economies of scale through common, shared IT services.

The Records, Documents, and Information Management System (RDIMS) was launched as a shared IT service in September 2004. It is an important building block in realizing the Government's objective of improving the collection and alignment of high quality information in support of full transparency and timely and informed decision-making. PWGSC's goal is to achieve a significant adoption of the RDIMS solution by client departments such that by the end of 2007 there will be approximately 100,000 active licences and the involvement of more than 50% of departments and agencies.

Government On-Line

Government On-Line (GOL) has largely achieved its initial goal of making government services available on-line by 2005. For this planning year, the main target will be to establish a GOL transition plan to move this initiative to the next generation of service delivery, as part of the IT transformation agenda. An evaluation will be conducted to determine if the overall GOL strategy has achieved its intended objectives.

The Secure Channel is at the heart of the transformation agenda for IT and PWGSC's implementation plan for GOL. The Secure Channel 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. The Secure Channel helps support the vision of client-centric, cross-government service delivery anytime, anywhere, in both official languages. During the planning period, we will be focusing our efforts on establishing a long-term funding formula for the Secure Channel, increasing its adoption at the government-wide level, expanding program service offerings (both external and internal to the Government of Canada), and pursuing its multi-jurisdictional potential. For more details on Government On-Line and Secure Channel, see Section III, Table 20.

Transformation Initiatives

During the transition phase to an enterprise-wide IT service delivery entity, 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 solutions in IT infrastructure design and shared services; working with Acquisition Services on improving procurement of IM/IT goods and services; rationalizing delivery services and managing new, competitively priced and innovative business solutions for telecommunications services.

Partnership approaches will be maintained in a number of major multi-year projects such as Government of Canada Marketplace, Travel Modernization, Pension Modernization and Service Canada. A Service Management Improvement Program (SMIP) has also been established to better position the Department's information technology capability to lead the GoC to the enterprise shared IT services model. The activities will be concentrated on resources, processes and technology, the relationship between these components, and the ability as an IT service provider to support and maintain these in an optimum mix through consolidation and efficiencies within the context of the new IT agenda. Architectures and standards frameworks for common IT services will be developed, and an IT project management service established to support colleague departments and agencies.

Workforce Management for New IT Agenda

New skills requirements, new change management processes, and different organizational, governance and business approaches will necessitate an increased focus on workforce management. We will work to enhance recruitment and retention, career development, training and skills renewal in support of the new IT agenda. This will be achieved through professional development and the establishment of a human resources (HR) framework model for the emerging Shared IT service organization.

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.

Strategic Outcome: Quality Services

IM/IT Services

Telecommunications Services Revolving Fund

Strategic Outcome: Sound Stewardship

IM/IT Stewardship

RECEIVER GENERAL AND COMPENSATION

PWGSC provides Receiver General and Public Service Compensation services. Receiver General Services manage the operations of the federal treasury, including payment issue and revenue collection for major government programs, preparation of the Public Accounts as well as production of the Government's Monthly Statements of Financial Operations. PWGSC, through its Compensation function, also provides payroll, benefits and pension plan administration services for the Public Service of Canada.

Plans and Initiatives

Accountable for the integrity of the Consolidated Revenue Fund and the Public Accounts of Canada, the Receiver General (RG) plays a key role in maintaining and increasing public confidence in the effectiveness of the Government's financial management. Through its RG and Public Service Compensation functions, PWGSC places the highest priority on the quality of its operations and on new approaches to strengthen integrity. In support of these objectives, priorities for the planning period include the following:

Cheque Imaging

Cheque imaging is an industry-wide initiative by Canadian financial institutions resulting in more efficient, faster and more convenient access to information on cashed cheques. We will take the opportunity offered by this initiative to increase fraud prevention and detection as well as streamline and accelerate reconciliation of cashed cheques.

Methods to Modernize and Improve Reporting in the Public Accounts

We will explore methods to modernize and improve reporting in the Public Accounts. Our goal is to improve the quality and availability of Expenditure Management documents.

Direct Deposit

Direct deposit offers recipients more reliable, convenient and secure service than cheque issue. Direct deposit saves Canadians close to $100 million a year in cost avoidance. In conjunction with program departments, we will now be offering direct deposit of RG payments to people outside Canada and the United States. In addition to the benefits currently enjoyed by Canadian residents, people outside Canada will also receive a better exchange rate when their government payments are converted to local currency.

Taking Advantage of the Infrastructure Supporting the RG

By taking advantage of the infrastructure supporting the RG function, departments will have faster and easier access to information, which will help them respond to enquiries. We will provide a centre of expertise for electronic document management, including imaging, storage, and retrieval.

Modernizing Compensation Systems and Processes

The need to replace our 30-year old pay and pension systems has also prompted the opportunity to modernize PWGSC's compensation function. The current systems are built with outdated technology and rely on the expertise of staff who are 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, agencies, employees and managers. Replacement of the systems will, in turn, modernize the functions and processes that will be heavily geared toward self-service. This will facilitate implementation of the shared systems and services across government.

Pension Modernization Project

The Pension Modernization Project will be implemented over an eight year period and will provide best practice pension administration services to all active and retired plan members, employers, sponsors and administrators (refer to Section III, Table 17 for complete details of this project).

Centralization of Pension Services

The centralization of the pension services that are currently provided by various departments and agencies will provide cost savings and administrative efficiencies as well as improved services to PWGSC's client departments throughout government. Centralized pension services will be located in Shediac, New Brunswick.

Enhancement of Current Pay Systems

In addition to modernizing our pension systems, we are currently looking at modernizing our pay services, systems and business processes. Given the length of time it will take to modernize our systems, we are continuing to improve our current infrastructure and processes. For example, our future Web 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 for Canada Savings Bonds.

PWGSC is also taking advantage of current technology, and, in this fiscal year, we will be providing access via the Web for certain reports to compensation advisors in departments across government. This will allow quicker access to pay verification information, which, in turn, will enable the increased use of direct deposit in the future. Additionally, it will greatly reduce our paper usage contributing directly to the greening of government operations. We are also working with the Canada Revenue Agency to help them realize their compensation renewal initiative and expand their payroll capacity to a full end-to-end service within their own technical environment.

Activities

Receiver General and Compensation has five program activities: the activities of Receiver General Services and Public Service Compensation support the Quality Services strategic outcome; and Receiver General 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.

Strategic Outcome: Quality Services

Receiver General Services

Public Service Compensation

Strategic Outcome: Sound Stewardship

Receiver General Stewardship

Public Service Pay Stewardship

Public Service Pension Stewardship

GOVERNMENT INFORMATION

PWGSC is committed to enhancing core government-wide communications programs and services and ensuring the delivery of high quality common services. PWGSC supports its commitment to providing multi-access channels for government programs and services, by promoting these access channels and by coordinating the Government of Canada's Advertising, Public Opinion Research and Exhibitions programs.

Key government information programs and services include:

• 1 800 O-Canada;
• Canada Web Site www.canada.gc.ca;
• the Canada Gazette;
• Canadian Government Publishing and Depository Services;
• Publiservice (the Government of Canada Intranet);
• Crown Copyright and Licensing;
• Electronic Media Monitoring;
• the Government of Canada Publications web site (e-bookstore);
• the government-wide coordination of Public Opinion Research;
• the Advertising Program (advertising related guidance, planning, advice and training to federal institutions);
• the Exhibitions Program; and
• the development of multi-departmental marketing and advertising campaigns and products (Government Services Marketing and Advertising).

Plans and Initiatives

PWGSC will provide corporate and operational leadership of government-wide communications programs, systems and processes designed to ensure the timely provision of objective and complete information to Canadians. In addition, PWGSC intends to create communication efficiencies that demonstrate sound stewardship and delivery of quality services across government by sharing expertise, developing frameworks, plans and best practices in government communications programs and services.

PWGSC will continue to ensure that all recommendations from the Auditor General's Report on Advertising and Public Opinion Research of November 2003 are managed and addressed.

While delivering on its legislated and mandatory policy responsibilities, PWGSC will pursue the following priorities during the 2005/06 fiscal year:

Advancing Quality Information Services to Canadians and to the Government of Canada

• PWGSC will consult with clients as well as stakeholders to identify and address ongoing improvements for multi-channel access services;
• We will strengthen internal advertising coordination capacity and expertise;
• The department will implement a Public Opinion Research Strategy, which will be in line with the revised Communications Policy of the Government of Canada and the recommendations in the Auditor General's Report of November 2003.

Enabling Common and Central Service through Shared Knowledge and Expertise

With the objective of demonstrating sound stewardship, ethical leadership and the delivery of quality services across government, PWGSC intends to build internal capacity and provide leadership to Government of Canada communicators through information and knowledge sharing by means of learning venues and networking activities.

Activities

PWGSC's Government Information service encompasses two activities: the Government Information Services activity supports the Quality Services strategic outcome of the department; and Government Information 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.

Strategic Outcome: Quality Services

Government Information Services

Strategic Outcome: Sound Stewardship

Government Information Stewardship

BUSINESS INTEGRATION

PWGSC established a Business Integration service as the key interface with its colleague departments. Business Integration is accountable for the integration of PWGSC services nationally and for the delivery of services regionally. The primary focus is the development of mature and collaborative relationships between PWGSC and colleague departments. In doing so, PWGSC will be better able to align its programs and service offerings to best satisfy customer requirements while delivering the best results for Canadians.

Business Integration will also play a key role in facilitating the seamless transition of services as strategic renewal initiatives are implemented across government. Effective communications, planning and the management of expectations are vital to the success of advancing the transformation agenda of the department. Through the efforts of dedicated Service Integration Teams located across the country, PWGSC is working with all government departments and agencies in the preparation of strategies and plans to respond to the ambitious changes underway.

Internally, there will be closer collaboration within PWGSC to integrate services available to customer departments and agencies.

Plans and Initiatives

PWSGC has identified the integration of business and service delivery offerings as a key component contributing to the success of the strategic outcomes associated with its transformation agenda. To this end, the following initiatives are being pursued:

Advancing The Way Forward

PWGSC has put in place detailed strategies and plans to engage customer departments in the development of initiatives that will affect them and the programs they deliver.

Drawing on the dedicated Service Integration Team resources, working closely with customer departments and agencies, business information is gathered and shared throughout the department. This is integrated into the strategic planning process throughout PWGSC to ensure that customer needs are reflected in its service delivery offerings.

Customer Relationship Management and Engagement

PWGSC is playing a central role in the development of expertise and mechanisms for identifying the service needs, plans and strategies of colleague departments. Supported by the relationships built between the Service Integration Teams and their contacts in customer departments, we are continuing to build and expand upon our marketing activities and upon the development of tailored customer strategies for engagement and partnership. These strategies articulate the business priorities of customer departments and identify PWGSC's strategy for addressing them within the context of the transformation agenda.

Shared Travel Services Initiative (STSI)

STSI is a joint initiative of PWGSC and TBS led by PWGSC's Service Integration Branch. It provides an end-to-end portfolio of corporate travel management services aimed at saving hundreds of millions of dollars over the next several years on the Government's annual travel expenses bill of $1.3 billion. Further information on this important Major Crown Project of PWGSC may be found in Section III, Table 17.

Standardized Service Menus and Fees

In support of quality service options for government, PWGSC will continue to develop a standardized menu of services and associated fees for customer departments and agencies. The menu will provide colleague organizations with a full list of PWGSC services available to them and will outline the costs involved in the delivery of each. In addition to promoting transparency associated with service delivery, colleague departments and agencies will then be better able to make informed strategic decisions related to options available in support of their program delivery.

Industrial Security

PWGSC is responsible for delivering services that safeguard federal government classified and protected information and assets entrusted to Canadian and international private sector organizations. This service supports Canada's anti-proliferation, public safety, security and global security priorities by managing the examination, possession and transfer of controlled goods in Canada and preventing these from being accessed by unauthorized individuals.

Activities

Business Integration is composed of three activities: the activities of Business Integration Services supports the Quality Services strategic outcome; Business Integration - Performance Management supports the Sound Stewardship strategic outcome; and Business Integration - Client Relations Management supports our Sound Management 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 below. 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.

Strategic Outcome: Quality Services

Business Integration Services

Strategic Outcome: Sound Stewardship

Business Integration - Performance Management

Strategic Outcome: Sound Management

Business Integration - Client Relations Management

SPECIAL OPERATING AGENCIES

PWGSC has two Special Operating Agencies (SOAs): Consulting and Audit Canada; and the Translation Bureau. SOAs are one of several potential options for improving the delivery of government services within the broader context of Alternative Service Delivery efforts. Their mandate is derived from the Public Works and Government Services Act in that they are not independent legal entities. They remain part of the departmental organization and their employees continue as public servants. Unlike other departmental units, SOAs operate under a tailor-made, written understanding with the department. This understanding (consisting of a framework agreement and a business plan) covers the results and service levels expected, the flexibilities that have been granted and the resources available to do the job.

The SOA concept is designed to achieve a balance between the philosophy of control (and risk avoidance) and the 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 (CAC)

CAC's mission is to make a significant contribution to public sector management and operations and the achievement of the Government of Canada's priorities through the provision of consulting, audit and assurance services to public sector managers across Canada and abroad.

Plans and Initiatives

To achieve its mission, CAC is committed to improve public sector management and operations; assist central agencies and other government organizations in achieving government priorities; facilitate private sector access to government consulting and audit business opportunities, with emphasis on Small and Medium-size Enterprises (SMEs); and ensure long-term sustainability of the Agency by being financially self-sufficient and maintaining a knowledgeable workforce.

To improve its services, the following key priorities and initiatives will be implemented:

Provide the Highest Quality of Professional Services to its Clients

CAC supports the PWGSC strategic outcome of providing quality services. To do so, it will maintain a critical mass of skilled resources in areas relevant to the Public Service agenda and maintain the vitality and well-being of its workforce. In addition, when needed, it will lever private sector SMEs to complement CAC's delivery capacity. It will also continue to strengthen its strong ethical foundation and high standards of professional conduct and enhance its organizational culture and professional development programs.

Furthermore, CAC quality services will be facilitated through the modernization of its professional environment by strengthening its approach to information management and ensuring security and reliability of its systems. Finally, CAC will continue to improve its services by monitoring the evolution of its clients' needs and developing new business opportunities and relationships with organizations whose requests are most related to government priorities, as well as with the Public Service community.

Promote Modern Comptrollership and due regard for Economy, Efficiency and the Achievement of Financial Objectives

CAC's Modern Comptrollership plan will focus on completing its reorganization exercise, implementing the Management Accountability Framework, building a regime of strong financial management and tight monitoring of financial results and taking corrective measures where appropriate. It will also continue to ensure sound procurement processes, consistent management practices within the organization, and rapid responses to recommendations arising from external audits.

Activities

CAC has one activity, the Consulting and Audit Canada Revolving Fund, supporting PWGSC's Quality Services strategic outcome. The planned spending for this activity is described in the ensuing financial table, followed by the strategic outcomes tables, which provide descriptions, results statements and performance indicators for each activity.

Strategic Outcome: Quality Services

Consulting and Audit Canada Revolving Fund

Translation Bureau

The Translation Bureau is a key enabler in helping the Government carry out its official languages commitment by providing translation, interpretation, terminology and technolinguistic services to Parliament, the judiciary and federal departments and agencies and by standardizing terminology within the federal government.

It adds value to the Government's service delivery infrastructure by making sure that a critical mass of skilled language professionals-employees and suppliers-exists to ensure that the Government operates smoothly, to help it meet its official languages obligations and to promote the values of bilingualism and multiculturalism that make up the Canadian identity. The Translation Bureau also provides services in more than 100 languages to support the Government in its international relations and to enable it to communicate with people whose first language is neither English nor French.

Plans and Initiatives

To improve its service delivery over the coming years, PWGSC is committed to implementing the following plans and initiatives:

Providing High-Quality Service at a Fair Price

Over the next three years, the Bureau will reposition itself to strengthen its status as the Government of Canada's leading centre of language expertise and better meet the needs of its clients to provide high-quality service at a fair price. It will continue its efforts to replace its transaction-based management with a value-added strategic approach. To do so, the Bureau will modify its service delivery structure in order to establish closer professional relationships with its clients, thus optimizing the quality of its products and services. The goal is to provide its client organizations with 100 on-site translators and dedicate 25% of its available translators to its client portfolios for this type of service. Finally, while offering best value to the Government, thanks to technolinguistic tools and customized solutions, the Bureau will align its costs and revenues with a view to achieving fiscal balance in the next three years.

Delivering Terminology Standardization Services Effectively

The Translation Bureau helps preserve the quality and effectiveness of government communications by standardizing terminology. To optimize the management of the Government's terminology knowledge, the Bureau will strengthen interdepartmental co-ordination of terminology activities through the Federal Terminology Council and will carry out innovative initiatives through to the National Terminology Council.

Positioning the Bureau on the National and International Scenes to Effectively meet Canada's New and Growing Needs

In its March 2003 Action Plan for Official Languages (http://www.pco-bcp.gc.ca/aia/default.asp?Language=E&page=actionplan), the Government emphasized the importance of the social and economic role played by language professionals and announced that it would implement several initiatives to address the issue of the long-term viability of the Canadian translation industry. The security of supply in translation is at risk as the industry is highly fragmented and undercapitalized. There is also a wide gap between supply and demand owing to the aging population of language professionals and the decline in enrolment in translation schools.

To address this issue, the Bureau will use its buying power to promote the creation of larger, more economically viable translation firms. Accordingly, by March 2007, it will increase its number of high dollar value contracts to 50% of the total value of contracts awarded. In addition, the Bureau will encourage young Canadians to consider careers in translation, terminology and interpretation by offering practicums to more than 120 students and developing programs to promote these professions in universities.

As a result of globalization, the nature of Canada's economic exchanges and the role that the government wants our country to play internationally, terminology needs will grow phenomenally. As a world-renowned centre of expertise, the Bureau must go beyond the national and federal levels and join the ranks of key players on the international standardization scene. By relying on its resources and internal expertise, by strengthening its partnerships with national and international terminology organizations and by taking part in more than 19 national and international standardization committees and forums, the Bureau will continue expanding the content of TERMIUM® and its other linguistic tools and will update more than 165,000 TERMIUM® records by 2007/08. The Bureau is also planning to launch Technolinguistics Co-operation - Africa, a project sponsored by the Agence intergouvernementale de la francophonie (AIF) that will help train African linguists and computer specialists in processing African languages electronically.

Activities

The Translation Bureau encompasses three major activities: the activities of Translation and Interpretation to Parliament, Conference Interpretation, Terminology and the Translation Bureau Revolving Fund, support the Quality Services strategic outcome of the department; while the Translation Stewardship activity supports our 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.

Strategic Outcome: Quality Services

Translation and Interpretation to Parliament, Conference Interpretation, Terminology

Translation Bureau Revolving Fund

Strategic Outcome: Sound Stewardship

Translation Stewardship

CORPORATE MANAGEMENT

PWGSC's Corporate Management supports its program delivery through services that are delivered in an ethical manner, are cost effective, and delivered within agreed service levels and standards and in respect of public service values.

Plans and Initiatives

Through the Corporate Management activity, services are provided to other branches and special operating agencies of the department in support of their day-to-day operations. In addition to leading a number of important initiatives in support of the Minister and the Government, Corporate Management plays an important coordination role within the department.

Transformation Agenda

The transformation of PWGSC will be dependent upon an effective Corporate Management function. In order to drive our transformation agenda, we have established a Strategic Transformation Group. This Group will drive and support the changes while monitoring and assessing the implementation of PWGSC's Transformation Agenda.

In support of this Agenda, PWGSC will further develop and implement its Integrated Management Framework. This will include implementation of our corporate risk management framework. An integrated focus on risk management is an important part of PWGSC's Management Accountability Framework initiative. PWGSC is developing a Corporate Risk Information System, which will be the department's main tool for the identification, assessment, mitigation and monitoring of key risk areas. The system will provide a single window to support senior management and employees in the management of the department's risks, helping to make informed decisions and demonstrate due diligence.

In addition, a departmental dashboard will be introduced to monitor the department's key performance indicators and strengthen our quality assurance framework to ensure that adequate mechanisms are in place to monitor compliance to standard operating procedures.

We will use the opportunities presented by the Public Service Modernization Act to support our transformation agenda and lead the department's efforts in implementing the legislation in a seamless fashion.

Greening of Government Operations

PWGSC will take the government-wide lead in greening the operations of the federal government in support of the Kyoto Accord and the Government of Canada's goal to become a model of environmental excellence in its own operations. We are committed to reflecting the principles of sustainable development in all aspects of our role as a provider of services to other government departments, as a custodian of real property, and in our own internal operations.

These principles are outlined in PWGSC's Sustainable Development Strategy, which is developed by our Corporate Management and tabled in parliament every three years. For further information on PWGSC's Sustainable Development Strategy, refer to Section III, Table 20.

Ethics

We will ensure follow-up on recommendations of the Auditor General as well as the Gomery Commission of Inquiry into the Sponsorship Program and Advertising Activities and we will continue to implement our Ten-Point Integrity Plan.

Ongoing Operations

The department will work to improve the level of Corporate Management services it provides to the program branches and special operating agencies in support of quality services to federal government departments and to Canadians. These levels of services will be measured and reported over time.

We will continue to provide the best support and financial advice to the Minister and senior officials of the department in their dealings with Cabinet, Parliament, central agencies and other levels of government.

PWGSC will implement a new Financial Management Framework, clarifying roles and responsibilities as well as standards related to financial services and methods and policies in support of the department's transformation agenda and business services. This will include a set of renewed policies and an updated Chart of Accounts to support the management and analysis of the department's financial information.

PWGSC will also be supporting and exploring various opportunities to deliver cost-effective, reliable and secure telecommunications and computing services to meet the evolving needs of PWGSC. We will complete the implementation of a sustainable Chief Information Officer function to promote more effective management of PWGSC's IM/IT resources. We will develop plans to focus on the consolidation and standardization of IM/IT acquisitions to improve desktop service management and procurement of IM/IT goods and services while harvesting additional savings and transferring potential benefits in the IT shared services environment on a government-wide basis.

The department will incorporate the new direction of the Treasury Board Secretariat for internal audits and will continue to strengthen its audit capacity. As a way of strengthening our accountability, we will also model our Audit and Ethics Committee on best practices drawn from the private sector and other jurisdictions and closely monitor the implementation of management action plans developed to respond to audit recommendations.

We will develop a proactive approach to communicating with Canadians and Parliamentarians to provide more information on the full range of departmental services.

In the coming years, we will focus on creating a workforce that is more representative of the Canadian mosaic with particular emphasis on increasing the representation of visible minorities, implementing our official languages strategic action plan, and strengthening our core learning agenda so that it is clearly linked to the Public Service Modernization Act and our business transformation agenda. To become more representative, we have developed a departmental strategy based on the recommendations of the Task Force on the Participation of Visible Minorities in the Federal Public Service to address their under-representation in the public service and to close the gap.

Through our day-to-day operations and the many new initiatives we are leading to transform the department, we will ensure the sound management of PWGSC and preserve and enhance our commitment to the highest ethical standards, transparency, integrity, probity and prudence in the conduct of our business.

Activities

Corporate Management has one program activity titled Corporate Management that supports the Sound Management strategic outcome of the department. 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 Management

Corporate Management