Departmental plans: Standing Committee on Government Operations and Estimates—November 16, 2020
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2020 to 2021 Departmental Plan overview for Public Services and Procurement Canada
Background
The departmental plan is a mechanism of ministerial accountability, communicating departmental expenditure plans for the next 3 years, as well as an organization’s priorities, resource requirements and expected results. The plan is tabled annually in parliament and published for all Canadians.
Status
The 2020 to 2021 Departmental Plan for Public Services and Procurement Canada (PSPC) was tabled in Parliament on March 10, 2020.
Priority activities
The activities identified below summarize PSPC’s key priorities as well as the minister’s mandate commitments and are presented by the department’s core responsibility.
Purchase of goods and services
- Advance initiatives to modernize procurement, increase diversity of bidders on government contracts and develop better vendor performance management tools
- Make purchasing simpler and easier to access through the phased deployment of the cloud-based electronic procurement solution
- Participate in the development of a proposal for the new Canadian apprenticeship service
- Explore measures that support the conversion of government fleets to zero-emission vehicles
- In support of reconciliation, work towards increasing the participation of Indigenous Peoples in federal procurement, and have at least 5% of federal contracts awarded to businesses managed and led by Indigenous Peoples
- Advance key defence procurements including the competitive process to replace the fighter aircraft fleet, and explore options for the creation of Defence Procurement Canada
- Work with partners to deliver vessels to the Royal Canadian Navy and the Canadian Coast Guard, as part of the National Shipbuilding Strategy
Payments and accounting
- Continue progress towards the elimination of the backlog of outstanding pay issues for public servants
- Deliver client-centric services that improve engagement with pension plan members and leverage industry proven best practices
Property and infrastructure
- Advance sustainability, climate resiliency, and the green agenda for federal real property and infrastructure assets
- Continue to improve crossings in the National Capital Region (NCR)
- Advance the Government of Canada’s commitment to revitalizing federal science and technology laboratories
- Continue to advance the pace of office modernization by delivering an innovative and future-oriented workplace
- Advance major construction activities on the historic restoration of the Centre Block and launch an international design competition for the redevelopment of Crown properties facing Parliament Hill along Wellington and Sparks Streets
- Continue to work with Crown-Indigenous Relations Canada, National Indigenous Organizations and the Algonquin Nation to open the short-term use of 100 Wellington Street and to transform this iconic space into a national Indigenous People’s space
- Continue to develop and implement a prompt payment regime for federal construction projects
Government-wide support
- Continue to provide quality remote interpretation services and adapt to the rapid pace of digital transformation in linguistic services, and enhance the capacity to translate and interpret Indigenous languages, as well as in sign language interpretation
- Continue to explore and implement new and innovative ways to further safeguard the integrity of the federal procurement and real property system
- Support the transition to a more digital government to improve the delivery of government services and enhance the capacity to use modern tools and methodologies
- Continue to transform the contract security and controlled goods programs to respond to an evolving external threat environment, and develop a more client-focussed delivery approach
Procurement Ombudsman
- Review the procurement practices of federal organizations to promote fairness, openness and transparency
- Review complaints from Canadian suppliers and make recommendations for the improvement of federal procurement practices
- Provide low-cost alternative dispute resolution services
Performance results
Key performance trends stemming from the report include:
- purchase of goods and services:
- the 2018 to 2019 actual result for the departmental result indicator “Percentage of suppliers that rate the purchasing process as fair and transparent” indicates that PSPC achieved this 56% of the time. The methodology for this indicator is being reviewed so that a meaningful target can be established as of 2021 to 2022. PSPC will be working to ensure a better response rate and result for 2019 to 2020
- four departmental result indicators under this core responsibility are missing results and targets due to lack of available data. The current procurement systems will be replaced by 2021, following the implementation of the electronic procurement solution (EPS), which will be able to capture the required data systematically
- with respect to the indicator: “Percentage of PSPC contracts, standing offers and supply arrangements that include green goods and services”, PSPC has seen a significant increase in the 2018 to 2019 result due to continued engagement with clients and industry on the broader inclusion of environmental criteria in procurements, and by providing clients with opportunities to reduce their environmental footprints
- payments and accounting:
- although the target of 95% for the departmental result indicator “Percentage of pay transactions processed that are accurate and on time” has not been met over the last few years, significant improvements were made year-over-year (from 36% in 2016 to 2017, to 46% in 2017 to 2018 and 55% in 2018 to 2019), and pay stabilizing efforts are ongoing
- property and infrastructure:
- the target of 95% for the departmental result indicator “Percentage of real property projects that meet the needs of clients as defined in the project scope, and are completed on time and on budget” includes both PSPC-managed heritage asset projects and non-heritage projects of over $1 million that are on time, on budget, and on scope. The baseline for this indicator was established at 95% based on a 10-year average of 95.7%
- government-wide support:
- regarding the indicator: “Percentage of PSPC service standards met”, PSPC has seen a decrease in results with 74% in 2018 to 2019, mainly linked to challenges in meeting pay service standards as well as delays in completing security assessments
Key financial information
Budgetary planning information for core responsibilities and internal services, including the 2020 to 2021 main estimates, and the 2021 to 2022 and 2022 to 2023 planned spending.
| Purpose of funding | 2020 to 2021 Main Estimates | 2021 to 2022 planned spending | 2022 to 2023 planned spending |
|---|---|---|---|
| Core responsibilities | 3,766,548,082 | 3,799,095,758 | 3,569,313,877 |
| Internal services | 281,723,937 | 271,071,532 | 258,397,860 |
| Totals | 4,048,272,019 | 4,070,167,290 | 3,827,711,737 |
For 2022 to 2023, the department plans to spend $221 million less than in 2020 to 2021. The decrease is due to the end or winding down of funding in a broad suite of initiatives including:
- the end of incremental funding received from budget 2019 to stabilize the pay operations
- reduction in funding requirements following the implementation of e-procurement solution, an initiative from budget 2018 that will result in simpler and better procurement
- the completion of information technology projects in 2020 to 2021 and 2022 to 2023
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