Public Services and Procurement Canada 2024 to 2025 Departmental Plan

Table 1: Indicators, results and targets for the departmental result Federal organizations have the products and services they need, when they need them, at the best value

The following table shows, for the departmental result Federal organizations have the products and services they need, when they need them, at the best value, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Table 2: Indicators, results and targets for the departmental result Government purchasing is easy to access, fair and transparent for suppliers

The following table shows for the departmental result Government purchasing is easy to access, fair and transparent for suppliers, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Table 3: Indicators, results and targets for the departmental result Government purchasing supports Canada’s economic, environmental, and social policy goals

The following table shows for the departmental result Government purchasing supports Canada’s economic, environmental, and social policy goals, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Departmental result: Federal organizations have the products and services they need, when they need them, at the best value

As the central purchaser for the Government of Canada, PSPC is committed to ensuring procurement is well managed and achieves best value for Canadians. The department manages the annual procurement of goods and services valued at approximately $25 billion on behalf of federal departments and agencies.

Through its procurement activities, PSPC will continue to support federal departments and agencies in delivering programs for Canadians. PSPC awarded in 2023 to 2024 the main contract for the Canadian Dental Care Plan, a long-term, Canada-wide dental care program with the scope and scale needed to serve all eligible Canadians. The implementation and execution of the plan will continue throughout 2024 to 2025. In addition, on behalf of Transport Canada, PSPC will advance a competitive procurement for the high frequency rail project, which aims to provide clean, safe and efficient transportation to Canadians, while supporting economic growth and strengthening relations with Indigenous Peoples, businesses and communities. PSPC will also support a procurement on behalf of the Canadian Space Agency, Natural Resources Canada (NRC) and Environment and Climate Change Canada for the Wildfire Satellite project, which aims to procure a constellation of 3 satellites to monitor wildfires. The project will support wildfire management across Canada, provide accurate information on smoke and air quality conditions, and improve the measurement of carbon emissions from wildfires. In addition, PSPC will continue collaborating with NRC to establish contractual arrangements with provinces and territories for the Flood Hazard Identification and Mapping Program, which is investing in Canada’s flood mapping capabilities to support adaptation to a changing climate. PSPC will also continue to manage contracts for vaccines and therapeutics on behalf of the Public Health Agency of Canada, to obtain newest formulations, and make adjustments to optimize supply management for COVID-19. The department will also support procurement activities and the management of contracts related to domestic biomanufacturing and pandemic preparedness.

Defence and marine procurement

PSPC will continue to focus on key procurements in support of Canada's defence policy: Strong, Secure, Engage and the National Shipbuilding Strategy.

In 2024 to 2025, on behalf of the Department of National Defence (DND), PSPC will award contracts for the Logistics Vehicle Modernization project, the Future Aircrew Training program, and in-services support for the Strategic Transport Tanker Capability.

In partnership with DND, PSPC continues managing the Canadian Surface Combatant project definition contract. Design work is progressing to support the start of construction activities in 2024. The department remains committed to its ongoing collaboration with DND in developing the implementation contract for ship construction, aiming for the contract to be awarded in winter 2025.

In support of the NSS, progress will continue on Arctic and offshore patrol ships (AOPS) for the RCN and the CCG. In 2024 to 2025, work will advance to deliver AOPS 5, launch AOPS 6, lay the keel of AOPS 7, and cut steel on the final AOPS planned to be built, AOPS 8. In addition, the department will conduct industry engagement activities in support of various projects related to the Victoria-class submarines. In the coming year, PSPC also plans to award a contract for the conversion of the Canadian Coast Guard Ship (CCGS) Judy LaMarsh light icebreaker vessel, and for DND to take delivery of its first 2 naval large tugs.

In partnership with DND and the Standards Council of Canada, PSPC will develop and implement a Canadian program for cyber security certification. This program will aim to strengthen Canadian defence supply chain protections and will result in mandatory certification requirements for select federal defence contracts.

Through its participation in the Sustainment Initiative, PSPC is supporting the long-term optimization of defence procurement. In 2024 to 2025, the department will support procurement professionals in the development of defence material sustainment solutions, including the improvement of support resources and the development of a performance management framework for sustainment contracts.

PSPC also contributes to Innovation for Defence Excellence and Security, which provides a variety of funding options to assist Canadian innovators in solving defence and security challenges, as well as to the Canadian Safety and Security Program, which fosters innovative science and technology advancements that contribute to the safety and security of Canadians. PSPC is also developing a series of events to highlight procurement-based opportunities for innovative Canadian high-tech firms, which will aim to assist suppliers in better leveraging procurement opportunities and related government programs to support innovation as well as economic growth.

Enhanced service delivery

In 2024 to 2025, while continuing to focus on administering the procurement of goods and services on behalf of federal departments and agencies, PSPC will also concentrate its efforts on enhancing service delivery.

To that end, the department will continue to pursue innovative approaches and digital solutions to improve procurement processes, client services, and data infrastructure to ensure that federal departments and agencies have the products and services they need, when they need them, at the best value while also supporting the department’s GBA Plus and supplier diversity priorities.

PSPC will maintain CanadaBuys as the single window to procurement opportunities across the broader public service. The department will work to enhance the automation and simplification of professional services methods of supply and associated procurements. Further, in an effort to improve service delivery, PSPC will modernize professional services procurement tools to further strengthen due diligence with appropriate control frameworks.

The electronic procurement solution (EPS), which underpins CanadaBuys, has audit capabilities that will be leveraged to help inform decisions and optimize supplier market participation, promote social procurement and collect better data with access to real time visibility of procurements, and ensure efficient management oversight. Additionally, PSPC will advance supplier diversity commitments in government procurement opportunities by leveraging data analytics and improving supplier diversity tracking to create action plans and drive participation of under-represented equity deserving groups.

The phased implementation of PSPC’s Contract Modernization Initiative, which aims to ensure consistency and reduced complexity of government contracts based on feedback from the supplier community, will make procurement less burdensome for suppliers. Work to extent the new model across government will start in 2024 to 2025.

PSPC will also continue to advance direct negotiation support services, provide business intelligence, training, tools and direct support to better inform, equip and empower PSPC procurement officers, and support the successful conduct of complex negotiations that meet the needs of client departments and achieve best value.

Departmental result: Government purchasing is easy to access, fair and transparent for suppliers

Departmental result: Government purchasing supports Canada’s economic, environmental, and social policy goals

Key risks

Related government priorities

Program inventory

Purchase of goods and services is supported by the following program in the program inventory:

• Procurement Program

Supporting information on planned expenditures, HR, and results related to PSPC’s program inventory is available on GC InfoBase.

Summary of changes to reporting framework since last year

There were no changes to the reporting framework for purchase of goods and services since last year.

Table 4: Indicators, results and targets for the departmental result Canadians, businesses and organizations receive payments on time and revenues are collected for government services in an efficient manner

The following table shows for the departmental result Canadians, businesses and organizations receive payments on time and revenues are collected for government services in an efficient manner, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Table 5: Indicators, results and targets for the departmental result Members of federal pension plans receive timely and accurate pension payments, benefits and support services to which they are entitled

The following table shows for the departmental result Members of federal pension plans receive timely and accurate pension payments, benefits and support services to which they are entitled, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Table 6: Indicators, results and targets for the departmental result In collaboration with government departments, employees receive timely and accurate pay and benefits

The following table shows for the departmental result In collaboration with government departments, employees receive timely and accurate pay and benefits, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Table 7: Indicators, results and targets for the departmental result Canadians have timely access to reliable information on Canada’s finances

The following table shows for the departmental result Canadians have timely access to reliable information on Canada’s finances, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Departmental result: Canadians, businesses and organizations receive payments on time and revenues are collected for government services in an efficient manner

PSPC’s responsibilities for payments directly impact individuals and businesses on a daily basis, and provide the backbone of financial security to millions of Canadians in receipt of pay, pension, and government social benefits payments. As such, in 2022 to 2023, the department managed cash flows of $3.15 trillion, through the issuance and settlement of more than 389 million payments on behalf of the federal government (of which the majority were for social benefits payments), and the collection of revenues for all government departments and agencies.

In 2024 to 2025, in supporting the minister as the Receiver General for Canada, PSPC will continue to manage the operations of the federal treasury, to maintain the government’s central treasury systems, to provide monthly government-wide financial statements, and to present the financial position of Canada and audited financial statements annually.

PSPC will also continue to implement the Receiver General renewal and modernization agenda to ultimately provide improved value-added user experience to Parliamentarians, government departments and agencies, financial institutions and Canadians. The department will improve payments and revenue collection efficiency by investing in projects to move treasury functions away from reliance on legacy information technology (IT) systems and to modernize its service offerings. PSPC will assess ways to increase its flexibility to adopt payment industry innovations, offer Canadians a choice of payment options, revitalize the treasury systems and processes, consolidate treasury databases to improve data quality and improve fraud prevention and detection.

Departmental result: Members of federal pension plans receive timely and accurate pension payments, benefits and support services to which they are entitled

As one of Canada’s largest and leading pension administrators, PSPC provides services to more than 1 million active and retired members of 8 different federal public sector pension plans: Public Service, Royal Canadian Mounted Police, Canadian Armed Forces (Regular and Reservists), Members of Parliament, the Diplomatic Corps, Federally Appointed Judges, and Lieutenant Governors. PSPC also ensures Public Service Pension Plan contributions are accurately remitted to the Public Service Pension Investment Board within prescribed timelines.

In 2024 to 2025, PSPC will enhance the client experience by focusing on the ongoing transition to a secure, user-centric, digital-first service delivery model, consistent with industry best practices. The department will also advance pension web renewal initiatives to improve engagement with plan members and allow active and retired members to access increased services online, when and where they want.

Departmental result: In collaboration with government departments, employees receive timely and accurate pay and benefits

PSPC is responsible for administering pay for more than 415,000 government pay accounts, while also delivering full compensation services to approximately 270,000 Government of Canada employees. One of the department’s top priorities is to stabilize the pay system and ensure that public servants are paid accurately and on time. In 2024 to 2025, ongoing efforts will include implementing collective bargaining agreements within negotiated timelines; implementing tools and innovations; addressing anomalies and fixes; delivering data integrity services; ensuring financial comptrollership/stewardship; and providing training and information support to the Government of Canada compensation community, and to the Human Resources (HR) and financial functional communities.

The environment in which HR and pay services are delivered across the Government of Canada is complex. HR and pay issues are not solely technical; they are interconnected with data, business management and culture. In May 2023, the Prime Minister announced the appointment of a new PSPC Associate Deputy Minister responsible for enterprise pay coordination. The department, through the Enterprise Pay Coordination Office, will be responsible for developing an enterprise integrated strategy on HR and pay and to oversee an integrated team working across federal organizations, which will be key to the Government of Canada’s success to modernize HR and pay. The work will center on efforts to address the business, governance, data, culture and HR challenges across the government. 4 pillars have been established to address current and future challenges and needs, namely:

• data: modernize the delivery of HR and pay services by leveraging artificial intelligence (AI), strong data governance, and advanced reporting to create a single, central data hub for all employee data
• pay: automate the pay system, as much as possible, to ensure the system is modern and fit for purpose and continue to reduce the backlog of cases
• human resources: standardize processes, practices and systems to ensure that the Treasury Board of Canada Secretariat can enable consistent HR management across departments
• management: ensure that key management decisions will be made around the operating model, the technology and the HR and pay solution; and implement a change management and communication plan to articulate the roles and responsibilities of stakeholders in the public service

These have been determined as foundational priorities for an enterprise approach to enable HR management and pay in the public service to be client-centric, iterative, integrated and digitally modern.

Departmental result: Canadians have timely access to reliable information on Canada’s finances

The Receiver General is a world leader for best practices in government accounting. For 25 consecutive years, the Consolidated Financial Statements of the Government of Canada received a clean audit opinion from the Auditor General.

In 2024 to 2025, PSPC will continue to maintain the general ledger of the Government of Canada (also known as the Accounts of Canada) and produce government-wide financial reports, including the Public Accounts of Canada and the Monthly Statement of Financial Operations of Canada, while providing expert advice and guidance to departments and agencies on accounting and reporting matters. PSPC will continue to provide all Canadians with accessible and reliable information on Canada’s finances through the Public Accounts of Canada, which are available in 4 different formats and in both official languages. PSPC will also collaborate with key partners to improve and modernize the Public Accounts.

PSPC will also continue to advance the Receiver General renewal and modernization agenda by investing in modern technology and by exploring innovative opportunities and possible partnerships to ensure government-wide financial reports remain a modern, trusted and accessible source of financial data in Canada.

Table 8: Indicators, results and targets for the departmental result Federal real property and associated services meet the needs of federal government clients, partners and Parliamentarians, and ensure best value for Canadians

The following table shows for the departmental result Federal real property and associated services meet the needs of federal government clients, partners and Parliamentarians, and ensure best value for Canadians, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Table 9: Indicators, results and targets for the departmental result Federal infrastructure spending supports Canada’s social, economic and environmental priorities

The following table shows for the departmental result Federal infrastructure spending supports Canada’s social, economic and environmental priorities, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Departmental result: Federal real property and associated services meet the needs of federal government clients, partners and Parliamentarians, and ensure best value for Canadians

Departmental result: Federal infrastructure spending supports Canada’s social, economic and environmental priorities

Compromised assets

The integrity, safety and accessibility of PSPC real property and infrastructure assets could be compromised by climate change, natural disasters, infrastructure deterioration and original design insufficiencies, as well as human-related actions, which may impede the continuity of government operations and the well-being of Canadians. To mitigate this risk, PSPC will, among others:

• continue delivering various projects to preserve buildings, stop or reduce ongoing deterioration, respond to urgent building repair requirements, address health and safety issues, and reduce the cost and complexity of future work
• continue to implement adaptation measures based on the Parliamentary Precinct climate change vulnerability assessment
• continue to adjust security measures in the Parliamentary Precinct to meet evolving threats such as: restricting vehicular access to certain areas, and protecting assets and occupants while encouraging public engagement and maintaining a functional space for those working there

Supply and delivery risk

The effective and efficient delivery of major PSPC initiatives may be impeded due to the nature of large-scale and complex work (project scale, complexities, partner dependencies, evolving security requirements) along with current global events (inflation, supply delays, and industry capacity limitations), which may affect the department’s credibility with stakeholders. To mitigate this risk, PSPC will, among others:

• develop a plan to accommodate forecasted growth and deliver based on allocated funds within the continual improvement framework
• structure, finance and accelerate the modernization of the office space to deliver on the GCworkplace vision

Table 10: Indicators, results and targets for the departmental result Federal organizations have access to high quality linguistic services and tools

The following table shows for the departmental result Federal organizations have access to high quality linguistic services and tools, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Table 11: Indicators, results and targets for the departmental result The government does business with ethical suppliers and ensures that sensitive information is handled appropriately

The following table shows for the departmental result The government does business with ethical suppliers and ensures that sensitive information is handled appropriately, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Table 12: Indicators, results and targets for the departmental result Federal organizations have the support services and tools they need to deliver their programs to Canadians

The following table shows for the departmental result Federal organizations have the support services and tools they need to deliver their programs to Canadians, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Departmental result: Federal organizations have access to high quality linguistic services and tools

To best support the government in serving Canadians in their official language of choice, PSPC, through the Translation Bureau, will further advance the modernization of its tools to provide faster and high-quality linguistic services. For example, it will continue to further experiment with and implement AI solutions. As for its new request management platform, GClingua, the deployment is scheduled to be completed in 2024. The Translation Bureau will also continue to leverage technological advances to equip its language professionals to best serve its clients. In 2024 to 2025, it will continue to collaborate with key partners to increase capacity in interpretation for official and Indigenous languages, while ensuring the health and safety of interpreters. Striving to be the centre of expertise in Indigenous languages, the Translation Bureau is currently able to offer services in approximately 60 Indigenous languages and dialects and it will further expand its service offering to be a key partner of the government in reclaiming, revitalizing, maintaining and strengthening Indigenous languages in Canada. As a leader within the federal government in the area of sign language interpretation and accessible communications, PSPC is committed to supporting the implementation of the Accessible Canada Act. As such, the Translation Bureau will continue to explore additional services to ensure access to information to Canadians who are deaf, deafblind, and deafened, and whose primary language of communication is American Sign Language (ASL) or langue des signes québécoise (LSQ).

Departmental result: The government does business with ethical suppliers and ensures that sensitive information is handled appropriately

In 2024 to 2025, the department will continue to take steps to strengthen its approach to better know who the Government of Canada conducts business with and the potential risk that they may pose. The department will engage with its international, federal, provincial and territorial partners to help identify emerging risks in public procurement and appropriate mitigation strategies. These efforts will provide the Government of Canada with stronger tools and strategies to better respond to supplier violations such as those related to environment, human rights, human trafficking, and forced labour.

In support of the government’s renewal of the Canadian Drugs and Substances Strategy, led by Health Canada, and to support efforts aimed at combatting the opioid crisis, PSPC will enhance its provision of forensic accounting services to law enforcement, with a particular focus on assisting municipal police forces, in support of their actions to dismantle toxic drug supply chains and identify assets and proceeds of crime derived from organized crime’s involvement in this market.

The department will continue to mature its anti-fraud management activities by leveraging the Anti-Fraud Hub to further integrate and coordinate PSPC’s department-wide fraud mitigation activities and codify risk management roles and responsibilities. Additionally, PSPC will continue to deploy fraud analytics techniques as a key component of enhancing the department’s ability to detect and prevent fraud.

The department will also further its efforts in the client-focused delivery approach to safeguarding sensitive and strategic government information and assets by improving processes in the Contract Security Program (e.g., targeted security screenings) and Controlled Goods Program (e.g., improve delivery against service standards). In addition and in collaboration with Global Affairs Canada and DND, PSPC will continue to negotiate bilateral security instruments with foreign partners to open new procurement opportunities for Canadian businesses.

PSPC will conduct outreach initiatives that increase the overall visibility and promotion of fairness monitoring and alternative dispute resolution services, to assist in the timely resolution of contract disputes or fairness deficiencies, in support of open and transparent government. The department will establish a forum for identifying and discussing trends and improvements that impact the delivery of fairness monitoring services. In addition, the department will undertake consultations to identify opportunities to integrate Indigenous considerations into its commercial alternative dispute resolution services to enhance service offerings to Indigenous suppliers.

Departmental result: Federal organizations have the support services and tools they need to deliver their programs to Canadians

PSPC is focusing on strategic initiatives to ensure federal organizations have the essential services and tools they need. The department remains committed to offering specialized services, including standards development, quality certification, advisory services, asset management, and asset divestment. In 2024 to 2025, the Canadian General Standards Board (CGSB) will begin a strategic review with stakeholders, with a focus on strengthening collaboration to meet the evolving needs of the government and the Canadian population. GCSurplus will continue to support the divestment of surplus federal goods within the government and to the public, highlighting PSPC's dedication to sustainability and value. In addition, PSPC will continue to evolve the Government of Canada products and services offerings to deliver enhanced integration between existing services and the cloud, introduce additional functionality and capabilities as well as tailored client service solutions and offerings. The renewal of the Seized Property Management Information System will also remain a priority for the department. The new system will be built using modern technology, provide a better user experience, and will have additional functionality to streamline business activities.

PSPC produces and publishes the Canada Gazette, the official newspaper of the Government of Canada since 1841. In 2024 to 2025, the department will further modernize the Canada Gazette operations by enhancing the Online Regulatory Consultation System to enable file attachments, and by completing the validation and user experience testing for its website modernization.

PSPC provides advisory and technical advice on Government of Canada advertising and public opinion research. In 2024 to 2025, the department will be modernizing the Advertising Management Information System by adding automation and wayfinding guides for all departments and by completing the modernization testing of the Research Information Management System with a first group of client departments.

PSPC also plans to migrate to the cloud its website, providing centralized access to Government of Canada publications as well as its Integrated Library System. During the fiscal year, the department also aims at reviewing its service model related to the copyright media clearance as part of the renewal of its government-wide media monitoring licenses.

Data analysis

PSPC may not be able to readily access reliable data nor have the expertise needed to analyze it in order to make timely and informed decisions due to labour constraints and limitations in system integration and data governance, which may impede departmental activities and support to our clients, partners and other stakeholders. To mitigate this risk, the department will, among others:

• undertake targeted staffing actions to fill key positions within the Chief Data Officer organization to support the leadership and implementation of the PSPC data strategy
• develop data literacy and culture by improving skills and knowledge
• improve data governance through collaboration with data stewards and adoption of best practices across the organization
• evolve business continuity plans and information technology (IT) disaster recovery plans for critical services

Digital transformation

PSPC may not be able to quickly migrate to the modern and reliable IT systems to effectively deliver services in a predominantly digital operating environment due to capacity constraints and stakeholder interdependencies, which may impede support to the new Government of Canada hybrid work model. To mitigate this risk, the department will, among others:

• modernize and standardize PSPC technology portfolio while aligning it to business needs
• work in collaboration with internal and externals stakeholders to transition legacy infrastructure in support of digital transformation

Fraud and other wrongdoing

PSPC could encounter threats of fraud, collusion and other forms of wrongdoing due to being stewards of public resources, which may impact client and stakeholder trust as well as introduce legal or financial liabilities for the Government of Canada. To mitigate this risk, the department will, among others:

• continue to operationalize fraud analytics in view of enhancing PSPC’s fraud detection capabilities
• leverage the Anti-Fraud Hub and governance structures to further integrate and coordinate PSPC’s department-wide fraud mitigation activities

Recruitment and retention

PSPC may not be able to attract and retain a skilled, engaged and diversified workforce due to labour market conditions and uncertainties related to the evolution of work, which may impede the health and wellbeing of our employees as well as PSPC’s achievement of its mandate.

In particular, there is a possibility that a skill gap emerges between the language industry and its future workforce, due to the limited availability of post-secondary linguistic programs, and the worldwide shortage in the interpretation profession. These could impact PSPC’s ability to recruit and retain language professionals.

To mitigate this risk, PSPC will, among others:

• continue to engage with stakeholders in Canada’s language sector, including universities, academic community groups and professional associations
• continue to explore innovative solutions to increase capacity and retain talent, including Indigenous and international recruitment
• continue to work closely with the House and Senate administrations as well as audiology experts to improve working conditions for interpreters

Table 13: Indicators, results and targets for the departmental result Raise awareness of procurement issues and exchange information

The following table shows for the departmental result Raise awareness of procurement issues and exchange information, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Table 14: Indicators, results and targets for the departmental result Procurement related issues are addressed through alternative dispute resolution

The following table shows for the departmental result Procurement related issues are addressed through alternative dispute resolution, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Table 15: Indicators, results and targets for the departmental result Procurement related issues are addressed through the review of supplier complaints and the review of federal organizations’ procurement practices

The following table shows for the departmental result Procurement related issues are addressed through the review of supplier complaints and the review of federal organizations’ procurement practices, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024 to 2025.

Departmental result: Raise awareness of procurement issues and exchange information

In 2024 to 2025, OPO will exchange information and raise awareness of procurement issues by engaging Canadian suppliers and federal organizations to learn about procurement-related challenges and opportunities, and to inform them about OPO services. OPO will report on trends and developments in federal procurement.

Departmental result: Procurement related issues are addressed through alternative dispute resolution

As per OPO’s motto “we are here to help”, the office will offer no-fee dispute resolution services to suppliers and federal organizations when disputes arise during the performance of a contract. OPO’s certified mediators seek to resolve procurement-related issues and disputes as quickly and informally as possible by re-establishing lines of communication between suppliers and departments. When issues cannot be resolved informally, OPO’s mediation services help the parties to a federal contract resolve their disputes and adopt a settlement agreement.

Departmental result: Procurement related issues are addressed through the review of supplier complaints and the review of federal organizations’ procurement practices

In 2024 to 2025, OPO will address procurement-related issues by reviewing supplier complaints with respect to the award of federal contracts for goods below $30,300 and services below $121,200. OPO will also review supplier complaints regarding the administration of federal contracts regardless of dollar value. OPO will further review the procurement practices of federal organizations to assess their fairness, openness and transparency. The reviews will be published on OPO’s website to share both good practices and recommendations for improvement identified in the reviews.

Communications services

The department is continuing to enhance the way it engages with Canadians and its employees through the use of new technologies and approaches. This includes audience-tailored communication activities such as enhanced media relations, storytelling, and increased use of multimedia content. In 2024 to 2025, PSPC’s Internet and intranet platforms will be modernized to meet government web requirements, and to support a user-centric, accessible and task-based approach to the provision of information and services. The department will also seek additional opportunities to enhance openness and transparency, proactively publishing information wherever possible.

Human resources management services

With respect to diversity and inclusion, PSPC will finalize the implementation of the 2022 to 2025 Diversity and Inclusion Action Plan which will undergo an evergreen process that will focus on reducing gaps for employment equity groups, especially for persons with disabilities and Indigenous Peoples. In addition, an action plan will be annexed to the plan and will include strategies aimed at reconciliation with Indigenous Peoples. The department will pursue its efforts and awareness towards more diverse hiring by developing targeted recruitment strategies. PSPC will also continue its active participation in employment equity targeted initiatives such as the Indigenous Career Navigator Program, the Federal Internship Program for Canadians with Disabilities, the Leading, Elevating, Aspiring and Developing Sponsorship Program (L.E.A.D.), and the Mosaic Sponsorship Program.

The department will continue to strengthen its evergreen mental health, well-being and inclusion strategy by developing tools, services, resources and learning opportunities for managers and employees to respond to the evolving mental health needs. PSPC will also integrate and promote the digital solution for the Government of Canada Workplace Accessibility Passport, which is founded on fostering an inclusive workplace.

PSPC will pursue its implementation of the OneHR initiative, an integrated and agile service delivery model. The model will be supported by a new integrated service portal to improve client experience, as well as a data management approach that will allow better monitoring of HR service needs and reporting on service performance and that will help inform decision-making.

Management and oversight services

The department is strengthening the way it manages horizontal policy priorities, such as Indigenous reconciliation and environmental sustainability, by coordinating internal and external engagement, operations and innovative approaches.

PSPC is also looking at optimizing its security program throughout the department by continuing to deliver on the 2022 to 2025 Departmental Security Plan, which supports the delivery of risk mitigation activities as well as program maturity activities to strengthen the foundation of security at PSPC.

Information technology

In 2024 to 2025, PSPC will continue the implementation of its Departmental Technology Strategy, instituted in 2023 to 2024 to drive the modernization and standardization of PSPC’s technology portfolio, while ensuring the alignment of technology with business needs.

PSPC will also evolve its major incident coordination role and business continuity plans to ensure critical services remain available in the reality of a hybrid work model. It will advance the integration of the ServicePSPC platform to better align departmental workflows and processes to enable improved services to Canadians. The department will also further investigate the application of AI for departmental support services such as the use of a Chatbot solution for help desk and other inquiry type services.

Planning for contracts awarded to Indigenous businesses

PSPC is committed to economic reconciliation with Indigenous Peoples and will contribute to improved socio-economic outcomes by increasing opportunities for First Nations, Inuit and Métis businesses through the federal procurement process.

To support the Government of Canada’s commitment to award at least 5% of the total value of contracts to Indigenous businesses annually, PSPC will work with ISC to review its 2023 to 2024 contracts and validate the identification and approval of any exceptions. In 2023 to 2024, PSPC’s leadership approved no exceptions on contracts.

To increase the likelihood of exceeding the 5% target in 2024 to 2025, PSPC will:

• improve the procurement volume with Indigenous businesses through the target planning exercise
• continue to provide to ISC a deputy head-approved procurement plan for meeting the mandatory minimum target
• continue to deliver outreach, promotion and engagement through PSPC’s senior designated official for the management of procurement, and through its coordinator for procurement with Indigenous businesses
• through PAC, continue to conduct outreach to industry, including Indigenous owned and led businesses and entrepreneurs, communities and associations
• explore new approaches to track and report on the value of sub-contracts held by Indigenous suppliers

In 2024 to 2025, PSPC will continue to strengthen its internal practices by, for example, requiring contract authorities to attest that they considered Indigenous suppliers in their procurements. As in 2023 to 2024, when contract authorities do not consider an Indigenous supplier, they will be required to submit a justification to the procurement team before they award the contract. The procurement team will challenge the justifications, as appropriate, and will propose Indigenous suppliers when possible.

Exceptions will only be considered where it would be impossible to offer contracts to Indigenous suppliers and where these opportunities could not be included in the calculation of planning objectives. No exceptions are being sought at the time of the drafting of this plan.