Public Services and Procurement Canada
2023 to 2024 Departmental Results Report

From the Minister

The Honourable Jean-Yves Duclos, Privy Councillor (PC), Member of Parliament (MP)

I am pleased to present Public Services and Procurement Canada’s (PSPC) Departmental Results Report for 2023 to 2024. This report describes the department’s accomplishments as the Government of Canada’s central purchasing agent, real property manager, linguistic authority, pay and pension administrator, treasurer, and accountant.

In the last year, the department has made procurement modernization a priority with initiatives that ensure government purchasing is easy to access, fair and transparent for suppliers.

Defence and marine procurement remained a key priority for PSPC in 2023 to 2024. The department continued to support the Government of Canada's defence policy and the National Shipbuilding Strategy to ensure the Canadian Armed Forces and the Canadian Coast Guard (CCG) receive the critical equipment and services required to serve, defend, and protect Canadians, at home and abroad.

With a housing crisis facing communities across the country, the federal Government has directed maximum effort to secure affordable and accessible housing. In 2023, the Government launched Canada’s Housing Plan, an ambitious, whole-of-government effort to build more homes, make it easier to rent or own a home, and help Canadians who cannot afford a home. A key component of this plan is the Public Lands for Homes Plan. This initiative includes working with all levels of government, Indigenous communities and organizations, homebuilders and housing providers to build homes on surplus and underused public lands across the country.

The Government also made progress for Canadians’ oral health with the introduction of the Canadian Dental Care Plan. By 2025, this plan will eventually cover up to 9 million Canadian residents with family incomes below $90,000 who do not have access to dental insurance. Through PSPC’s procurement activities, important work was accomplished in 2023 to 2024 with key partners on the implementation of the Canadian Dental Care Plan.

PSPC also continued to employ strategies and initiatives to ensure pay processing is accurate and timely, so that employees can have confidence in the integrity of their pay. In Fall 2023, the Public Service Pay Centre launched a renewed, dedicated effort to eliminate the backlog. The department remains committed to resolving pay issues for public servants once and for all and stabilizing the delivery of pay going forward.

The Government of Canada is always exploring ways of making public sector institutions and activities as diverse and inclusive as possible. PSPC’s own commitment to diversity remained a significant influence on its operations last year. In 2023 to 2024, procurement officers were provided with a number of new tools and resources and, as a result, supplier diversity criteria were applied to procurements over the course of the fiscal year.

As the Government continues to advance Reconciliation with Indigenous peoples across the country, federal departments and agencies are working to uphold a wide range of commitments. PSPC is working with departments and agencies across government to award, at minimum, 5% of the value of federal contracts to Indigenous businesses. More broadly, the department has an enduring commitment to advance economic Reconciliation with Indigenous Peoples. Socio-economic outcomes are an essential part of Reconciliation and PSPC has increased federal procurement opportunities for First Nations, Inuit, and Métis businesses.

Wherever possible, the Government of Canada is strongly committed to working green solutions into public sector programs and initiatives. With this in mind, PSPC is actively integrating climate-conscious policy and decision-making within its procurement processes. For example, during the 2023 to 2024 fiscal year, suppliers with procurements valued over $25 million were required to disclose their greenhouse gas emissions and commit to a reduction target.

PSPC also made a number of advancements on its Property and Infrastructure responsibilities last year. The department continued to modernize its real property portfolio and has introduced a bold, but practical plan to reduce the Government of Canada office portfolio by half over the next 10 years. In support of the hybrid work model, PSPC is ensuring the availability of secure, accessible, and well-equipped workspaces across the country.

Finally, in line with the Government’s commitment to bring greater transparency to the operations of government, PSPC recently announced the introduction of the Office of Supplier Integrity and Compliance (OSIC). This new function will strengthen oversight of federal procurement processes and respond to misconduct and unethical activity.

This is just a selection of highlights of PSPC’s achievements for 2023 to 2024. I encourage you to learn more about the department’s progress in the full report.

The Honourable Jean-Yves Duclos, PC, MP

Public Services and Procurement Canada

Results: what we achieved

Core responsibilities and internal services

Core responsibility 1: Purchase of goods and services
Core responsibility 2: Payments and accountings
Core responsibility 3: Property and infrastructure
Core responsibility 4: Government-wide support
Core responsibility 5: Procurement Ombudsman
Internal services

Core responsibility 1: Purchase of goods and services

In this section

Description
Progress on results
Key risks
Resources required to achieve results
Related government-wide priorities
Program inventory

Description

PSPC purchases goods and services on behalf of the Government of Canada.

Progress on results

This section presents details on how the department performed to achieve results and meet targets for Purchase of Goods and Services. Details are presented by departmental result.

Table 1: Targets and results for Purchase of goods and services

Table 1 provides a summary of the target and actual results for each indicator associated with the results under Purchase of goods and services.

Table 1.1: Targets and actual results for each indicator associated with the departmental result Federal organizations have the products and services they need, when they need them, at the best value
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of overall client satisfaction with PSPC procurement services	At least 80%	March 2024	2021 to 2022: 87% 2022 to 2023: 80% 2023 to 2024: 80%
Percentage of original contracts of level 1 (Basic) complexity awarded within established timeframes	At least 85%	March 2024	2021 to 2022: 75% 2022 to 2023: 64% 2023 to 2024: 58%^{table 1.1 note 1}
Percentage of original contracts of level 2 (Standard) complexity awarded within established timeframes	At least 80%	March 2024	2021 to 2022: 78% 2022 to 2023: 75% 2023 to 2024: 66%^{table 1.1 note 2}
Cost of procurement services per $100 of contract value	At most $1.75	March 2024	2021 to 2022: $1.33 2022 to 2023: $1.23 2023 to 2024: $1.19
Percentage of competitive procurement processes versus sole source	At least 80%	March 2024	2021 to 2022: 79% 2022 to 2023: 80% 2023 to 2024: 79%^{table 1.1 note 3}
Percentage of complex competitive procurement processes for which at least 2 qualified bids were received (Level 3–5)	At least 62%	March 2024	2021 to 2022: 84% 2022 to 2023: 67% 2023 to 2024: 56%^{table 1.1 note 4}
Table 1.1 Notes Table 1.1 Note 1 A number of transformation initiatives are currently underway to improve PSPC’s procurement processes, including the integration of new, additional socio-economic considerations and requirements. Given the speed, scale and scope of these changes, procurement timeframes are being impacted. To support the transition, PSPC implemented a new governance model and updated key guidance material for its procurement workforce. These efforts will allow PSPC to work toward meeting the established timelines in the future. Return to table 1.1 note 1 referrer Table 1.1 Note 2 A number of transformation initiatives are currently underway to improve PSPC’s procurement processes, including the integration of new, additional socio-economic considerations and requirements. Given the speed, scale and scope of these changes, procurement timeframes are being impacted. To support the transition, PSPC implemented a new governance model and updated key guidance material for its procurement workforce. These efforts will allow PSPC to work toward meeting the established timelines in the future. Return to table 1.1 note 2 referrer Table 1.1 Note 3 Limited information on the type of solicitation procedure at the data source impacted the result for the indicator for legacy contracts. PSPC has addressed this data gap by making a field mandatory in the Electronic Procurement System (EPS) for new contracts. Return to table 1.1 note 3 referrer Table 1.1 Note 4 Although 65% of complex competitive procurement processes received more than 2 bids, in some cases bids did not meet the procurement criteria and could not be considered as qualified bids, which impacted the result for this indicator. Return to table 1.1 note 4 referrer

Table 1.2: Targets and actual results for each indicator associated with the departmental results Government purchasing is easy to access, fair and transparent for suppliers
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of suppliers that rate the procurement process as easy to access	At least 80%	March 2024	2021 to 2022: 85% 2022 to 2023: 81% 2023 to 2024: 81%
Percentage of suppliers that rate the procurement process as fair and transparent	At least 80%	March 2024	2021 to 2022: 84% 2022 to 2023: 85% 2023 to 2024: 85%

Table 1.3: Targets and actual results for each indicator associated with the departmental result Government purchasing supports Canada’s economic, environmental, and social policy goals
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of contract value awarded to small and medium businesses	At least 40%	March 2024	2021 to 2022: 32% 2022 to 2023: 24% 2023 to 2024: 20%^{table 1.3 note 1}
Percentage of contracts, standing offers and supply arrangements that include “green” goods and services	At least 45%	March 2024	2021 to 2022: 45% 2022 to 2023: 45% 2023 to 2024: 51%
Percentage of participation in procurement processes by Indigenous suppliers	At least 11%	March 2024	2021 to 2022: Not available^{table 1.3 note 2} 2022 to 2023: 7% 2023 to 2024: 10%^{table 1.3 note 3}
Percentage of participation in procurement processes by suppliers who are women	At least 15%	March 2024	2021 to 2022: Not available^{table 1.3 note 4} 2022 to 2023: 14% 2023 to 2024: 15%
Table 1.3 Notes Table 1.3 Note 1 In reviewing the 2022 to 2023 data, PSPC noted that some of the small and medium businesses who were awarded the highest-value procurements were in fact large enterprises, and reattributed their value to large businesses. To refine the results for fiscal year 2023 to 2024, PSPC systematically reviewed the data and manually redirected the value of procurements, as needed. PSPC is continuing to explore potential refinements to the data source and/or methodology for this indicator going forward. PSPC’s Procurement Assistance Canada is also continuing to increase and focus its engagements with small and medium suppliers. Return to table 1.3 note 1 referrer Table 1.3 Note 2 This was a new indicator as of 2022 to 2023. It replaced a similar indicator, and measures a direct percentage of participation rather than a percentage increase over the previous year. Return to table 1.3 note 2 referrer Table 1.3 Note 3 In order to attain the target in the future, PSPC has increased engagement activities with Indigenous partners to identify and reduce barriers to participation and also achieve the minimum target to award 5% of the total value of federal procurements to Indigenous businesses. Return to table 1.3 note 3 referrer Table 1.3 Note 4 This was a new indicator as of 2022 to 2023. It replaced a similar indicator, and measures a direct percentage of participation rather than a percentage increase over the previous year. Return to table 1.3 note 4 referrer

Additional information on the detailed results and performance information for PSPC’s program inventory is available on Government of Canada InfoBase Results tab.

Details on results

The following section describes the results for Purchase of Goods and Services in 2023 to 2024 compared with the planned results set out in PSPC’s Departmental Plan for the year.

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

In 2023 to 2024, PSPC managed the procurement of goods and services valued at approximately $31.6 billion on behalf of client departments and agencies. The department provided procurement services to support Government of Canada institutions in fulfilling their respective mandates, while contributing to the country's socio-economic goals. In doing so, the department not only supported its clients in carrying out their planned initiatives, but also in responding to emerging priorities.

COVID-19 Pandemic

PSPC, on behalf of the Public Health Agency of Canada, continued to manage contracts that were awarded as part of Canada’s response to the COVID-19 pandemic, notably for vaccines, therapeutics and personal protective equipment. A few contracts were terminated or renegotiated to better align with demand and reduce costs where possible.

Defence and marine procurement

Defence and marine procurement remained a key focus for PSPC in 2023 to 2024, and the department continued to support Canada's defence policy and the National Shipbuilding Strategy (NSS), ensuring that Canadian Armed Forces and the Canadian Coast Guard receive the equipment and services they need.

In support of Canada’s defence and NSS commitments, PSPC:

awarded contracts to acquire 9 aircrafts to perform air-to-air refuelling and strategic transport, including 5 used A330-200 aircrafts
announced the preferred bidder for the Future Aircrew Training program to support a multi‑purpose and combat-capable air force
awarded a contract in December 2023 to acquire 11 Remotely Piloted Aircraft Systems, which includes 11 aircraft, one ground control center and ground control stations
signed an umbrella agreement with Chantier Davie Canada Inc., which was selected as the third strategic shipbuilding partner for the construction of large vessels under the NSS
awarded a $450 million in-service support contract to Thales Canada Inc. to provide long-term support for the minor warships and auxiliary vessels fleet which will provide significant economic benefits to small and medium enterprises (SMEs) across Canada
on behalf of the Canadian Coast Guard, awarded a contract to Chantier Naval Forillon for the construction of the new near-shore fishery research vessel
awarded the construction engineering and long-lead items contracts to Seaspan's Vancouver Shipyards Co. Ltd. to allow for the design and initial material procurement for the multi-purpose vessels
awarded an ancillary contract to Chantier Davie Canada Inc. for initial work related to the design and construction of new icebreakers
awarded a number of contracts in support of the CCG's Vessel Life Extension program, including for the Canadian Coast Guard Ship (CCGS) Louis S. St-Laurent, the CCGS Martha Black, the CCGS Griffon and the CCGS Cowley
finalized a government-to-government agreement with the United States to acquire new or enhanced encrypted communication systems and ancillary equipment for the Royal Canadian Navy Halifax and Victoria Class fleets
announced the preferred bidder to supply new fleets of light and heavy logistics vehicles, trailers, vehicle modules, and armour protection kits

Procurement of information technology solutions

In 2023 to 2024, PSPC established a new set of principles and practices to which other government departments must adhere when contracting for professional services, including guidance to favour solutions-based contracts, transparency on pricing, and internal resource usage.

Additionally, PSPC:

awarded 20 new supply arrangements under the Software as a Service (SaaS) method of supply, out of which one supplier was ISO 14001 certified and 2 were Indigenous suppliers
worked with Shared Services Canada (SSC) to publish a report on CanadaBuys, following a request for information (RFI) on how to improve Government of Canada cloud procurement
successfully integrated the Cloud SaaS request for proposal template into the Contract Modernization Initiative (CMI) tool, supporting both the ongoing review of PSPC’s methods of supply and general procurement modernization activities

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

Procurement modernization

PSPC continued the implementation of the modernized contract model and content, along with the new automated contract assembly tool to help drive operational efficiency in the contract assembly process. PSPC also developed, consulted and piloted numerous negotiation support tools, templates and services designed to enhance the department’s capacity to negotiate contracts.

The department completed the implementation of the first phase of the Electronic Procurement System project on-time and on-budget as of June 30, 2023. In 2023 to 2024, PSPC also took the following key initiatives to advance adoption of EPS:

completed onboarding of other government departments to the CanadaBuys tender management application, allowing them to post contract solicitations and notices
migrated key information used by the procurement communities, including the Supply Manual and archived standard clauses and conditions to the CanadaBuys portal, the single point of access for procurement opportunities with the federal and the broader Canadian public sectors
continuously improved the procurement learning content to align with policy changes
launched the transition of internal departmental procurements of goods and services to EPS
continued to advance the decommissioning activities related to BuyandSell legacy systems

In an effort to enhance project management competencies and data literacy, the department pursued the implementation of its Data and Analytics Strategy with a continued focus on the development of solutions to leverage investments made in the EPS.

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

Indigenous procurement

In 2023 to 2024, the department remained committed to advancing economic Reconciliation with Indigenous Peoples and contributed to improve socio-economic outcomes by increasing opportunities for First Nations, Inuit and Métis businesses through the federal procurement process.

To support departments and agencies in implementing procurement strategies to meet the target to award a minimum of 5% of the value of federal contracts to Indigenous businesses, PSPC undertook the following initiatives:

developed a set of versatile Indigenous procurement clauses, which allow for tailored integration of procurement best practices to Indigenous procurement solicitations and contracts, including Indigenous Limited Bidding and Indigenous Participation Plans
developed and delivered guidance, tools and training and established a Procurement Review Committee for larger procurements to support procurement officials in fulfilling federal obligations and meet Modern Treaty/Comprehensive Land Claim Agreements commitments, and legal obligations in treaty territories
continued to support Indigenous Services Canada, the Treasury Board of Canada Secretariat (TBS), and Indigenous partners on the co-development of the Transformative Indigenous Procurement Strategy, which aligns with economic Reconciliation and increased Indigenous participation and inclusion in federal procurement
leveraged the Client Advisory Board, a PSPC-led government-wide forum that discusses procurement‑related issues, to engage broadly on Indigenous procurement and to share lessons learned and best practices
engaged with key partners and stakeholders to explore the inclusion of Indigenous public entities in the Canadian Collaborative Procurement Initiative (CCPI) and launched a pilot project to enable a select number of procurement-ready Indigenous communities to participate in the CCPI

Building on the success of the Indigenous Business Information Sessions led in fiscal year 2022 to 2023, PSPC’s Procurement Assistance Canada (PAC) led 4 additional sessions in 2023 to 2024. Held virtually, in-person or in hybrid formats, these sessions brought Indigenous businesses, communities and associations together to raise awareness of the Government of Canada’s 5% target for Indigenous participation in federal procurement, and to highlight Indigenous procurement opportunities and support services. Overall, PAC hosted 524 events targeted at Indigenous‑led businesses, which gathered 8,382 attendees in 2023 to 2024.

In support of improving opportunities for Indigenous procurement, PSPC also increased the percentage of office furniture contracts awarded to Indigenous businesses from 16% in 2022 to 2023 to 68% in 2023 to 2024, which represents a significant increase in contract value, with $34 million awarded to Indigenous businesses for this commodity in 2023 to 2024.

Supplier diversity

To build a more inclusive federal supplier base, PSPC continued to lay the groundwork for supplier diversity initiatives through the development of the Supplier Diversity Program, which supports the objectives identified in the Policy on Social Procurement and the Supplier Diversity Action Plan. In 2023 to 2024, PSPC:

developed tools and guidance to assist procurement officers in applying supplier diversity considerations to procurements
through PAC, held 2,969 events throughout Canada reaching 37,821 participants, including 9 Small Business Information Expos (SBIEs) and Buyers’ Expos specifically targeting under‑represented communities in federal procurement (for example, Black or Indigenous-owned businesses) and smaller and diverse suppliers
implemented enhancements to the embedded EPS supplier questionnaire to allow businesses to self‑identify as belonging to one or more recognized equity-deserving group in order for PSPC to track supplier participation in federal procurement and enable quality performance measurement
created a web-based interactive supplier diversity tool, using data from Statistics Canada, to help procurement professionals determine which supplier diversity approach is best suited to a particular procurement

Green procurement

PSPC has consistently supported TBS in implementing the Policy on Green Procurement and the Greening Government Strategy including through the development of tools and guidelines for the adoption of green procurement across the Government of Canada and the promotion of clean technology procurement. In addition to implementing 2 new standards developed under the Policy on Green Procurement, the department carried out considerable work with a variety of stakeholders in regards to specific high-impact commodities, including clean electricity, electric vehicles and charging stations, and other green alternatives.

In 2023 to 2024, in support of the Policy and the Strategy, PSPC:

issued a policy notification (PN-157) requiring that procurements valued over $25 million include solicitation language for suppliers to disclose their greenhouse gas (GHG) emissions and set reduction targets
continued to collaborate with partner departments on new embodied carbon standards
issued a policy notification (PN-158) requiring standard language for environmentally preferable packaging to be integrated into PSPC procurement instruments
provided training to over 800 procurement professionals for the PN-157 and to over 340 procurement professionals for the PN-158
worked with key partners, such as the Clean Growth Hub and the MaRS Discovery District Public Procurement Coalition, and finalized a strategic approach to increasing clean technology procurement
commenced a data collection pilot in the light-duty vehicle category, as part of PSPC’s Low Carbon Procurement Project to generate GHG baselines
initiated work on a multi-year project to customize and configure the Green Public Procurement Tool for Federal Assets, an online search platform to help identify verified environmentally preferable goods to meet client departments requirements

Ethical procurement

PSPC continued to develop and implement a variety of measures to safeguard federal procurement supply chains from human rights abuses pursuant to the department’s commitments under the National Strategy to Combat Human Trafficking. For example, the department:

updated the Code of Conduct for Procurement, which includes human and labour rights expectations for suppliers and their sub-contractors, and which is now mandatory in all Government of Canada procurements
supported Employment and Social Development Canada in the development of government-led supply chain due diligence legislation, and supported Public Safety Canada in the development of guidance for government institutions required to report under the Supply Chains Act
expanded the anti-forced labour clauses for goods contracts so that they also apply to standing offers and supply arrangements, establishing that contracts may be terminated where there is credible evidence that goods have been produced in whole or in part by forced labour or human trafficking
conducted consultations on the draft Policy on Ethical Procurement, which will establish departmental objectives and outcomes and provide the authority through which to develop instruments to advance ethical procurement priorities, including a human rights due diligence framework
awarded a contract to Electronics Watch, in collaboration with SSC, to deliver webinars to electronics suppliers on the risks of human rights abuses in supply chains, and to conduct a risk assessment of federal electronics procurements

Accessible procurement

In 2023 to 2024, PSPC continued to work towards integrating accessibility in federal procurement and helping government buyers understand accessible procurement through the development of various tools and guidance products. For example, the department:

consulted and gathered feedback from government buyers and PSPC's Persons with Disabilities Network for the design and development of 2 guides on how to consider accessibility when purchasing goods or services
delivered 28 accessible procurement awareness presentations to over 1,025 participants from PSPC and other departments and agencies in response to a demand for capacity‑building
planned and hosted 5 meetings of the interdepartmental community of practice for accessible procurement, to build awareness by sharing information and best practices
continued to collaborate extensively with SSC to apply the Guideline on Making Information Technology Usable by All to procurements related to Information and Communications Technology

Key risks

Defence and marine procurement

There was a risk that the inherent complexities of defence and marine procurement, in addition to impacts resulting from the COVID-19 pandemic and geopolitical tensions, would present challenges in achieving the timely delivery of goods and services in support of Canada’s defence policy and NSS objectives. To mitigate this risk, PSPC took the following measures, among others:

established the mandate of the Defence Procurement Review process, which is to develop short-term, concrete and actionable recommendations for:
- establishing different pathways to support the acquisition of defence capabilities
- in collaboration with the Department of National Defence (DND), advancing a plan for continuous capability sustainment
- examining the broad set of rules, regulations and policies for defence procurement
- adopting an approach to strengthening Canada’s defence industrial base

These efforts will align and support the April 2024 defence policy update, Our North, Strong and Free: A Renewed Vision for Canada’s Defence.

Procurement change and priority management

There was a risk that PSPC’s procurement community would be challenged in adapting to new processes, considerations and tools, in ensuring that federal procurement practices support a transition to goods and services that are green, ethical and accessible, due to the speed, scale and scope of ongoing changes being implemented. This could have impeded the department’s ability to make procurement easier, more accessible and inclusive, and better able to generate positive socio-economic and environmental sustainability outcomes. To mitigate this risk, PSPC took the following measures, among others:

implemented a new governance model to ensure effective collaboration and focus in achieving the organization’s procurement transformation objectives
in support of ongoing program transformation, updated and made available key guidance material to PSPC’s procurement workforce
in advance of the migration of the Supply Manual to CanadaBuys, completed the final online release of procurement tools on BuyandSell, including updates to the Supply Manual, the Standard Acquisition Clauses and Conditions Manual and Standard Procurement Templates
increased engagement with Government of Canada procurement officers to implement approaches in support of major transformation initiatives and socio-economic objectives, including accessibility, green, Indigenous and supplier diversity considerations

To ensure its ongoing commitment to quality procurement, PSPC created the new Contract Quality Assurance and Records Compliance Office. The duties of this office will build on existing compliance initiatives and bolster adherence to and consistent application of current and future procurement processes and best practices, while also ensuring high-quality documentation of critical decisions and guidance provided by PSPC’s procurement professionals.

Resources required to achieve results

Table 2: Snapshot of resources required for Purchase of Goods and Services

Table 2 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.

Resource	Planned	Actual
Spending	$165,857,889	$196,842,940
Full-time equivalents	2,291	2,352

Complete financial and human resources information for PSPC’s program inventory is available on GC Infobase Finances and People tabs.

Related government-wide priorities

Gender-based analysis plus

The department ensured the application of the gender-based analysis plus (GBA Plus) process within the context of the development of procurement policies and tools. PSPC’s procurement officers also worked in collaboration with their clients to integrate GBA Plus into procurements.

PSPC strengthened these efforts by launching its GBA Plus in Procurement microlearning video and course for the procurement community, which demonstrated how PSPC’s GBA Plus approach could contribute to an equitable procurement environment through identifying both accessibility and social considerations and identified key GBA Plus considerations in a procurement.

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

PSPC’s activities under its Purchase of Goods and Services core responsibility supported Canada’s efforts to address the United Nations 2030 Agenda and the Sustainable Development Goals (SDGs). In 2023 to 2024, among various initiatives and programs supporting the SDGs, the department:

implemented initiatives to modernize procurement tools and practices and increase the participation of diverse suppliers in federal procurement
continued to implement the Supplier Diversity Action Plan, which promotes the inclusion of groups that are currently under-represented in federal procurement, including women-owned businesses
launched reverse tradeshows for under-represented suppliers to meet with departments and agencies and increase access to procurement opportunities
promoted the use of standard procurement language across PSPC procurements requiring environmentally-preferable packaging
supported TBS in the implementation of 2 new standards – an embodied carbon standard and a standard on the disclosure of GHG emissions – under the Policy on Green Procurement
introduced new measures that support departments and agencies in reducing GHG emissions by ensuring the availability of procurement instruments for zero-emission and hybrid vehicles

These initiatives contributed towards the following SDGs:

achieving gender equality and empowering all women and girls (SDG 5, target 5.5)
promoting sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all (SDG 8, target 8.3 and target 8.7)
Ensuring sustainable consumption and production patterns (SDG 12, target 12.7)
Taking urgent action to combat climate change and its impacts (SDG 13, target 13.2)

More information on PSPC’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in the Departmental Sustainable Development Strategy.

Innovation

Contract Modernization Initiative

The CMI aims to simplify and streamline the content and structure of PSPC’s contracting documents and to automate the contract assembly process while ensuring that buyers are guided throughout the process and that any change to the content of a contract is communicated to buyers almost instantaneously, thus allowing the Government of Canada to be more flexible and adapt more rapidly to changing market conditions.

In 2023 to 2024, the department implemented a new, modernized contract model and a new contract assembly tool to improve buyer experience including:

modernization of contractual content in the Standard Acquisitions Clauses and Conditions Manual, and its inclusion in the contract assembly tool for use by PSPC buyers
addition of new functionalities in the contract assembly tool
provision of training to 1,300 PSPC buyers on the tool and to PSPC procurement lawyers on how to develop new contractual clause content
collaboration with SSC to help inform how other government departments (OGDs) and agencies can be provided access to the new tool within the next year
creation of a new Standard Contract Clause Inventory on CanadaBuys to help OGDs transition to the new contract model, which is updated in real‑time as changes to content become effective

Reverse tradeshows

PSPC’s PAC is continuously looking to improve its service offering, including through different types of events that aim to meet the specific needs of the suppliers community. Previously branded as a ‘Reverse Trade Show’, the Buyers’ Expo provides opportunities for smaller and diverse suppliers to market their goods and services directly to government buyers. Similarly, the SBIEs focus on communities under-represented in federal procurement (for example, Black- or Indigenous-owned businesses) and are aimed to increase awareness of procurement initiatives among those suppliers while also gathering their feedback on the barriers they face in the federal procurement process. Both of these events bring together PAC’s federal and regional partners to provide SMEs important support. In 2023 to 2024, PAC held 9 of these events, of which 7 were SBIEs and 2 were Buyers’ Expos

PAC’s Quebec regional team, in collaboration with the Business Development Bank of Canada, the First Nations of Quebec and Labrador Economic Development Commission, and Indigenous Services Canada (ISC) held 2 trade fairs which brought together a total of 200 Indigenous businesses from the region and connected them with buyers from several departments and agencies. In addition, several PAC regional teams have partnered with the DND to promote the Innovation for Defence Excellence and Security program, which allows PSPC teams to stay apprised of innovation opportunities while also supporting a financing program for the industry.

Program inventory

Purchase of Goods and Services is supported by the following program:

Procurement Program

Additional information related to the program inventory for Purchase of Goods and Services is available on Government of Canada InfoBase Results tab.

Core responsibility 2: Payments and accounting

In this section

Description
Progress on results
Key risks
Resources required to achieve results
Related government-wide priorities
Program inventory

Description

PSPC collects revenues and issues payments, maintains the financial accounts of Canada, issues government-wide financial reports, and administers payroll and pension services for the Government of Canada.

Progress on results

This section presents details on how the department performed to achieve results and meet targets for Payments and Accounting. Details are presented by departmental result.

Table 3: Targets and results for Payments and accounting

Table 3 provides a summary of the target and actual results for each indicator associated with the results under Payments and accounting.

Table 3.1: Targets and actual results for each indicator associated with the departmental result Canadians, businesses and organizations receive payments on time and revenues are collected for government services in an efficient manner
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of payments issued within established timeframes^{table 3.1 note 1}	At least 99%	March 2024	2021 to 2022: 99.99% 2022 to 2023: 99.99% 2023 to 2024: 99.99%
Percentage of money paid to the Government of Canada that is reconciled within 2 business days	At least 95%	March 2024	2021 to 2022: 100% 2022 to 2023: 100% 2023 to 2024: 100%
Percentage of payments made instead of property taxes to taxing authorities within established timeframes	At least 95%	March 2024	2021 to 2022: 90.3% 2022 to 2023: 97.4% 2023 to 2024: 98%
Table 3.1 Note Table 3.1 Note 1 Established timelines can vary based on contract terms and conditions and applicable legislation. Return to table 3.1 note 1 referrer

Table 3.2: Targets and actual results for each indicator associated with the departmental result Members of federal pension plans receive timely and accurate pension payments, benefits and support services to which they are entitled
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of pension payments processed that are accurate and on time	At least 95%	March 2024	2021 to 2022: 98% 2022 to 2023: 98% 2023 to 2024: 98%

Table 3.3: Targets and actual results for each indicator associated with the departmental result In collaboration with government departments, employees receive timely and accurate pay and benefits
Departmental result indicators	Target	Date to achieve target	Actual results
Number of employees facing potential pay inaccuracies at the Pay Centre	At most 88,000 employees	March 2024	2021 to 2022: Not Available^{table 3.3 note 1} 2022 to 2023: 135,500 2023 to 2024: 112,273^{table 3.3 note 2}
Percentage of cases submitted to the Pay Centre on time	At least 65%	March 2024	2021 to 2022: 72% 2022 to 2023: 66% 2023 to 2024: 75%
Percentage of cases, promptly submitted to the Pay Centre, that have been processed on time	At least 80%	March 2024	2021 to 2022: 83% 2022 to 2023: 88% 2023 to 2024: 84%
Table 3.3 Note Table 3.3 Note 1 This was a new indicator as of 2022 to 2023. This new indicator allows measuring, monitoring and reporting transparently on the number of employees facing potential pay issues due to outstanding transactions at the Pay Centre. The indicator informs employees, Parliamentarians and Canadians of the progress towards pay stabilization. Return to table 3.3 note 1 referrer Table 3.3 Note 2 Since mid-2021, the volume of cases received by the Pay Centre has continued to increase, creating challenges in meeting service standards. PSPC will continue to increase capacity and allocate resources to prioritize the oldest and most impactful cases in the queue with dedicated compensation advisors to address the backlog. Return to table 3.3 note 2 referrer

Table 3.4: Targets and actual results for each indicator associated with the departmental result Canadians have timely access to reliable information on Canada’s finances
Departmental result indicators	Target	Date to achieve target	Actual results
The Public Accounts of Canada are available online to Canadians in PDF and HTML formats as well as via the Open Government Portal within 24 hours of tabling in the House of Commons	At least 100%	March 2024	2021 to 2022: 100% 2022 to 2023: 100% 2023 to 2024: 100%
Information presented in the Consolidated Financial Statements of the Government of Canada is accurate	At least 99%	March 2024	2021 to 2022: 100% 2022 to 2023: 100% 2023 to 2024: 100%

Additional information on the detailed results and performance information for PSPC’s program inventory is available on Government of Canada InfoBase Results tab.

Details on results

The following section describes the results for Payments and Accounting in 2023 to 2024 compared with the planned results set out in PSPC’s Departmental Plan for the year.

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

In 2023 to 2024, the Receiver General managed the operations of the federal treasury with cash flows of $3.5 trillion. Activities included:

the issuance and settlement of over 405 million payments of critical federal benefit payments such as the Old Age Security, Canada Pension Plan, Employment Insurance, and the Canada Child Benefit as well as new programs such as the Advance Canada Workers Benefit and the roll out of the Canada Carbon Rebate
the continued work with federal stakeholders and the payments industry to identify potential efficiencies to improve payment and revenue collection, as well as assisting in the prevention and recovery of fraudulent or inaccurate payments

During the past fiscal year, PSPC achieved a number of governance milestones for the advancement and implementation of the Receiver General Modernization Initiative, a large digital initiative that will ultimately improve the timeliness of government payments and revenue collection services. Among others, the Receiver General Publishing System was introduced which will reduce the time required to produce the Public Accounts and meet new timelines for tabling.

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 pension administrators serving more than 1 million active and retired members, PSPC issued over 5.2 million pension payments valued at $15.8 billion in 2023 to 2024. All service standards for service delivery to plan members were met during the year, with pension payments subject to a rigid verification and quality assurance process to ensure they are made accurately. For the 23rd consecutive year, the Pension Program received an unmodified audit opinion from the Office of the Auditor General on the Public Service Pension Plan financial statements, highlighting the Program’s strong quality assurance and stewardship practices.

In 2023 to 2024, PSPC successfully:

produced and distributed over 2.7 million communication products to active and retired pension plan members
advanced efforts to improve the integrity and alignment of pay and pension data
continued to implement innovative solutions to increase effectiveness, streamline business processes, and enhance service delivery
introduced new automated processes to recalculate retired members’ benefits, resulting in significant operational efficiencies and a reduction in manual intervention for the Government of Canada Pension Centre
made progress on the renewal of pension web services and tools, with the launch of a modernized active member portal expected in June 2024, in order to align with plan members’ expectations and industry best practices

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

PSPC continues to employ strategies and initiatives to ensure pay processing is accurate and timely and employees have confidence in the integrity of their pay. However, the sustained increase in intake is impacting the department’s capacity to keep up with new intake and reduce the backlog of cases. Intake for fiscal year 2023 to 2024 hit a record-high volume of 1.73 million cases, which represents an increase of 13% compared to 2022 to 2023. A number of strategies were implemented to respond to this challenge, including additional staffing to increase capacity and increased automation and bulk processing to reduce the manual effort in case processing. As a result, 78% of cases were processed within service standards during the fiscal year.

In 2023 to 2024, PSPC took the following measures to ensure pay processing is accurate and timely in order to advance towards pay stabilization:

continued the stabilization of the workforce through the recruitment and training of 648 pay professionals
made significant progress in streamlining business processes and increasing efficiency within the existing pay administration ecosystem, including through:
- the Accelerator initiative, which standardizes pay processing operating procedures across the Pay Centre
- robotics process automation (RPA), which continued to be leveraged to reduce manual pay processing and system errors
- the implementation in September 2023 of an allowance redesign solution to simplify and automate the allowance process, ensuring employees receive more timely and accurate allowance payments
- exploration work on the use of modern data management practices, artificial intelligence, and advanced data reporting to increase efficiencies in pay processing

In addition to these stabilization efforts, a new PSPC Associate Deputy Minister for Enterprise Pay Coordination was appointed in June 2023 to oversee an integrated team working across federal organizations in charge of implementing an optimized, modern and fit-for-purpose Human Resources (HR) and Pay solution. This transformation will be key to the Government of Canada’s success in shifting towards a government-wide approach that will enable human resources management and pay in the public service to be user-centric, iterative, integrated and digitally modern.

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

In 2023 to 2024, the department continued the development of the Central Financial Reporting Portal project, which will result in a reduction of the time, level of effort and number of manual tasks required to complete the full accounting process, hence making information available in a timelier fashion.

The Receiver General continued to maintain the General Ledger of the Government of Canada, also known as the Public Accounts of Canada, to produce government‑wide financial reports, and to provide expert advice, guidance and instructions to departments and agencies on accounting and reporting matters. The Receiver General continues to be among the world leaders in terms of government accounting. For the 25th consecutive year, the consolidated financial statements of the Government of Canada received an unmodified audit opinion from the Auditor General.

PSPC published all formats of the Public Accounts simultaneously, allowing Canadians with disabilities to access information at the same time as other stakeholders, contributing to the commitment for a more responsive, accessible and transparent government. In addition, the new asset reconciliation tool implemented during the fiscal year introduced efficiencies in the transfer of assets among the government departments, while maintaining the accuracy of the Public Accounts of Canada.

Key risks

HR-to-pay stabilization

There was a risk that PSPC would encounter delays in achieving full stabilization of pay administration for the Government of Canada (including pay processing and transfer of information to the pension administrator), as a result of the sustained increases in the number of public servants it serves while facing capacity constraints, which could have further impeded efforts to increase stakeholder trust and lessen liabilities to the Government of Canada. This risk could have impacted the timeliness and accuracy of employees’ pay, the integrity of pension data, and the ability of the department to continue resolving existing pay issues. To mitigate this risk, PSPC took the following measures, among others:

dedicated 120 experienced pay processors to eliminate a subset of critical backlog cases while maintaining service standards on intake
identified and implemented automation and bulk processing to minimize manual processing, while exploring the potential of introducing artificial intelligence into operations in order to enhance the efficiency of the pay program
advanced efforts to improve the integrity and alignment of pay and pension data
worked on defining pension data requirements and ensuring interoperability between the Government of Canada pension system and future HR-to-Pay system solutions going forward

Resources required to achieve results

Table 4: Snapshot of resources required for Payments and Accounting

Table 4 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.

Resource	Planned	Actual
Spending	$318,700,151	$836,496,904
Full-time equivalents	2,438	5,435

Complete financial and human resources information for PSPC’s program inventory is available on GC Infobase Finances and People tabs.

Related government-wide priorities

Gender-based analysis plus

In 2023 to 2024, PSPC analyzed compensation related data from the pay system and other sources. The department looked at a number of metrics, including the volume of employees with cases in the queue, number of cases per employee, the length of time employees have had a case in the queue, the number of employees contacting the Client Contact Centre, and employees escalating cases. These metrics were broken down by the age, sex, and choice of official language of employees. PSPC additionally analyzed cases in the backlog broken down by demographics for the fiscal year. From these analysis, PSPC determined that employees aged 60 and over and employees who select French as their preferred official language are overrepresented in the queue of cases to be processed. This has been identified as an area for further action to ensure that all employees receive equitable compensation services.

PSPC is also committed to ensuring that its pension service delivery is reflective of the diverse experiences and needs of Canadians. In 2023 to 2024, the department conducted 4 client service feedback surveys to measure pension plan member satisfaction with telephony and online pension services, receiving feedback from over 6,000 active and retired members across the public service, Canadian Armed Forces, and Royal Canadian Mounted Police pension plans. This feedback has been instrumental in identifying opportunities for PSPC to continuously improve service offerings and better align with the needs of pension plan members. The department also conducts regular reviews of its pension forms and correspondence and updates them to ensure that they are written in plain language and are inclusive of gender identities.

Innovation

In 2023 to 2024, PSPC continued to enhance its use of RPA to help reduce manual workload in pay processing, improve operational efficiency and data accuracy, and enable strategic capacity. To date, 11 RPA processes have been implemented and are still in production with a total of 41 robots (digital workers) supporting 3 departments (PSPC, Crown‑Indigenous Relations and Northern Affairs Canada and Indigenous Services Canada). Since 2020, 190,922 transactions have been completed by robots, resulting in total time savings of 82,561 hours, allowing workers to focus on other more complex tasks. Moreover, exploration and planning for new automations are ongoing, including to process various types of transactions related to acting positions. The Innovation Garage, which uses an agile, iterative, and collaborative approach to address pay problems, has been leveraged and will continue to address key operational challenges such as the ongoing alignment of data between the Phoenix Pay System and the Government of Canada pension system. Significant savings have been realized by automating certain processes, such as the calculation of pensionable earnings for Government of Canada’s employees, and of updated insurable salaries and allowances for employees on leave without pay or rehabilitation.

In addition, PSPC continued to enhance the MyGCPay application by extending the application externally to employees on leave without pay, employees leaving the public service and current employees who do not have access to the Government of Canada network due to the nature of their work. The department also piloted within the application a new tab that displays selected human resources information, such as leave and work schedule.

Program inventory

Payments and Accounting is supported by the following programs:

Cape Breton Operations: Human Resources Legacy Benefits
Federal Pay Administration
Federal Pension Administration
Government-Wide Accounting and Reporting
Payments Instead of Property Taxes to Local Governments
Payments and Revenue Collection

Additional information related to the program inventory for Payments and Accounting is available on Government of Canada InfoBase Results tab.

Core responsibility 3: Property and infrastructure

In this section

Description
Progress on results
Key risks
Resources required to achieve results
Related government-wide priorities
Program inventory

Description

PSPC provides federal employees and Parliamentarians with workspace; builds, maintains and manages federal properties and other public works such as bridges and dams; and provides associated services to federal organizations.

Progress on results

This section presents details on how the department performed to achieve results and meet targets for Property and Infrastructure. Details are presented by departmental result.

Table 5: Targets and results for Property and infrastructure

Table 5 provides a summary of the target and actual results for each indicator associated with the results under Property and infrastructure.

Table 5.1: Targets and actual results for each indicator associated with the departmental result Federal real property and associated services meet the needs of federal government clients, partners and/or Parliamentarians, and ensure best value for Canadians
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of Crown-owned buildings that are in fair or better condition	At least 54%	March 2024	2021 to 2022: 56.9% 2022 to 2023: 56.7% 2023 to 2024: 55.9%
Percentage of Crown-owned heritage buildings that are in fair or better condition	At least 53%	March 2024	2021 to 2022: 48% 2022 to 2023: 41.2% 2023 to 2024: 42.3%^{table 5.1 note 1}
Percentage of PSPC-managed office space that is fit-up (modernized) each year to meet the current Government of Canada Workplace Fit-up Standards known as the GCworkplace approach	At least 4%	March 2024	2021 to 2022: 2.17% 2022 to 2023: 2.34% 2023 to 2024: 2.53%^{table 5.1 note 2}
Percentage of real property projects that are delivered within scope, on time and on budget	At least 95%	March 2024	2021 to 2022: 95% 2022 to 2023: 95% 2023 to 2024: 95%
Percentage of time that PSPC’s real property facilities are fully operational	At least 99%	March 2024	2021 to 2022: 99.64% 2022 to 2023: 99.72% 2023 to 2024: 99.42%
Operating expenses per square metre of Crown-owned office space	At most $173.18 per square metre	March 2024	2021 to 2022: $172.31 per square metre 2022 to 2023: $185.98 per square metre 2023 to 2024: $204.21 per square metre^{table 5.1 note 3}
Table 5.1 Notes Table 5.1 Note 1 While challenges such as aging infrastructure, building condition, and portfolio size have hindered progress, targeted initiatives and strategic planning are driving positive change. PSPC will continue progressing towards project completion and the long-term preservation of these valuable assets. Return to table 5.1 note 1 referrer Table 5.1 Note 2 Systematic issues, including aging infrastructure, buildings condition, portfolio size, and other government departments requirements, hinder PSPC's ability to achieve this target. The Office Portfolio Reduction Plan impacted PSPC's ability to modernize office space due to reallocated funding and revised project priorities for interior office renovations. Return to table 5.1 note 2 referrer Table 5.1 Note 3 Systematic issues, including aging infrastructure, buildings condition, portfolio size, and other government departments requirements, hinder PSPC's ability to achieve this target. There was also an increase in repair activities in 2023 to 2024 due to catch-up on buildings’ deferred maintenance and repairs. Accommodations services increased as well partly due to important projects under the Workplace Transformation Program. Return to table 5.1 note 3 referrer

Table 5.2: Targets and actual results for each indicator associated with the departmental result Federal infrastructure spending supports Canada’s social, economic and environmental priorities
Departmental result indicators	Target	Date to achieve target	Actual results
Total accessibility score of PSPC Crown-owned and lease purchase buildings assessed against the 2018 Canadian Standards Association standard for Accessibility (CSA B651-2018)	At least 100%	March 2024	2021 to 2022: 67% 2022 to 2023: 68% 2023 to 2024: 68%^{table 5.2 note 1}
Percentage of reduction in greenhouse gas emissions in PSPC Crown-owned building portfolio, excluding housing^{table 5.2 note 2}	At least 40%	March 2025^{table 5.2 note 3}	2021 to 2022: 57.1% 2022 to 2023: 59.9% 2023 to 2024: 61.3%
Table 5.2 Notes Table 5.2 Note 1 The magnitude of PSPC’s Crown-owned and lease purchase building portfolio, combined with the nature of the investments and projects needed to improve accessibility in the built environment, impacted PSPC’s capacity to reach the target. In order to guide efforts and improve assessment scores in the future, PSPC developed an accessibility action plan, which provides a prioritized list of accessibility improvements to be implemented in PSPC’s portfolio. The indicator, its methodology as well as the target will be reviewed in the future to improve relevance and usability. Return to table 5.2 note 1 referrer Table 5.2 Note 2 In supporting the overarching goals established as part of the Pan-Canadian Framework on Clean Growth and Climate Change, PSPC has already achieved a significant reduction in GHG emissions, surpassing the Federal Sustainable Development Strategy target of 40% by 2030. This represents the sum of energy efficiency/GHG initiatives in PSPC’s Crown-owned portfolio, decarbonization of electricity grids across the country and procurement of renewable energy certificates. Return to table 5.2 note 2 referrer Table 5.2 Note 3 The target for this indicator is 40% by 2025 and 90% by 2050. Return to table 5.2 note 3 referrer

Additional information on the detailed results and performance information for PSPC’s program inventory is available on Government of Canada InfoBase Results tab.

Details on results

The following section describes the results for Property and Infrastructure in 2023 to 2024 compared with the planned results set out in PSPC’s Departmental Plan for the year.

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

In 2023 to 2024, PSPC made significant progress in modernizing its real property portfolio to further align with the fast-evolving needs of federal government clients and partners. The department developed a plan to reduce the Government of Canada office portfolio by 50% over a decade, advanced the Workplace Transformation Program, and completed major building rehabilitation projects. PSPC also continued to progress on critical initiatives including engineering assets and crossings in the National Capital Region (NCR).

Evolution of work and office portfolio reduction

PSPC advanced its Office Portfolio Long-Term Plan to modernize and optimize federal office spaces through its Workplace Transformation Program. The department also expanded its network of accessible spaces with new GCcoworking sites, designed to provide employees with increased flexibility to work from various locations across the country. Through these initiatives, PSPC provided the necessary office space to client departments and agencies to support the implementation of the common hybrid work model for public servants announced in Spring 2023 by the Treasury Board of Canada Secretariat.

In addition, PSPC secured budget approval to proceed with the implementation of the Government of Canada Office Portfolio Reduction Plan (OPRP), which aims to reduce PSPC office portfolio by 50 percent by 2034. The OPRP will help to accelerate the ending of leases, the disposal of underused federal properties with potential for housing, and address deferred maintenance.

In line with these objectives, PSPC initiated work with all federal departments and agencies to establish their long-term office accommodation needs in accordance with the Treasury Board of Canada Secretariat direction on prescribed presence in the workplace. As part of these efforts, PSPC collaborated with the Department of National Defence to significantly reduce its NCR footprint by 250,000 square metres. The department also reallocated resources to optimize its property portfolio. This includes designating 875 Heron Road and 599 Tremblay Road as surplus and initiating the disposal process. As part of the disposal process, the Canada Mortgage and Housing Corporation (CMHC), through the Federal Lands Initiative (FLI), will assess the housing potential of these properties to contribute to Canada's housing needs.

Advance transformative projects, accelerate modernization work to rehabilitate places and buildings of national significance

In 2023 to 2024, PSPC made significant progress in advancing the rehabilitation and restoration of places and buildings of national significance through 100 transformative projects. These projects not only ensure modern, secure, sustainable, and accessible workspaces equipped with the latest technology, but also deliver long-term value and conserve the Canadian heritage for present and future generations.

As part of the Place du Portage III Asset and Workplace Renewal Project, PSPC:

progressed as planned with the interior and exterior construction
received funding approval for the fit-up of the Eastern towers, with completion expected in 2027 to 2028

For Les Terrasses de la Chaudière complex, the department:

advanced the Envelope Replacement Project which is on track for completion by December 2026
made significant progress on the GCworkplace Modernization project, with full completion anticipated by December 2025

The Lester B. Person Building, the National Printing Bureau, West Memorial Building, and the Connaught Building are recognized as buildings of national significance. PSPC is actively bringing these historical assets up to the 21st century standards.

As part of the Lester B. Pearson Building rehabilitation, PSPC:

progressed with the retrofit of Tower B (Phase 2)
made strides with the design elements for Tower C (Phase 3)
advanced planning and procurement activities for Tower C, mobilization and demolition

For the National Printing Bureau (45 Sacré-Cœur), the department:

completed the project’s schematic design and advanced the feasibility study
held concurrent consultations with the Federal Heritage Buildings Review Office (FHBRO) and the National Capital Commission (NCC) to inform the development of a heritage conservation approach
explored the possibility of dividing the project into smaller initiatives focusing on the building's critical infrastructure needs to optimize the scope of the project

PSPC progressed on the modernization of both internal and structural components of the West Memorial Building while conserving the building’s important heritage characteristics. The department also finalized the feasibility study for the Connaught Building Rehabilitation project and defined a conservation approach with the FHBRO and the NCC.

These transformative projects provide significant local and national economic benefits to Canadians through job creation across the construction, manufacturing and service industry sectors. Furthermore, the modernization initiatives will prolong the lifespan of critical federal asset and ensure long term efficiency and fiscal responsibility. These projects also incorporated green measures leading to environmental sustainability and contributed to the reduction of the carbon footprint.

PSPC is also transforming federal workspaces across all regions of Canada. In the Pacific Region, the Sinclair Centre Project was re-evaluated to maximize the site's potential. PSPC is collaborating with the Canada Lands Company (CLC) to explore redevelopment options that align with socio-economic goals, advance Reconciliation efforts, and optimize the federal office presence.

The Western Region conducted an analysis of projected client demand over the next 10 years by assessing current leased and Crown property inventories. A strategy was developed to reduce space requirements by terminating leases upon expiry and disposing of surplus Crown properties. A portfolio reduction project for Agriculture and Agri-Food Canada was also initiated in 2023, aiming for $22.3 million in savings over 10 years.

Within the Ontario Region, the 25 St. Clair Avenue East rehabilitation project was successfully completed, reducing the department's office footprint in the region by approximatively 9,000 square metres representing a 30% space reduction. This state-of-the-art, net-zero carbon ready federal building offers a wide range of accessible and inclusive features, incorporating Indigenous traditions in its design. It promotes social, economic, and environmental benefits and supports Reconciliation goals benefiting all Canadians. Additionally, PSPC advanced the delivery of the Government of Canada building project in the Greater Toronto Area.

In the Quebec Region, construction of the new federal building in Shawinigan progressed. This state-of-the-art facility includes sustainable and environmentally‑friendly design features which will support the efficient and prudent use of Canadian resources. Construction of a new Crown Judicial Complex in Montréal began in 2024. The new building will improve court services and public access while meeting strict safety standards.

Finally, within the Atlantic Region, PSPC initiated site preparation construction activities for the Atlantic Science Enterprise Centre (ASEC), which is to be built in 3 phases to allow for the continued use of the existing building during construction. As a state-of-the-art science hub, the ASEC will be instrumental for studying, safeguarding, and sustaining Atlantic freshwater and coastal ecosystems, which will benefit the entire community who rely on the ocean's health for their economic stability. Furthermore, PSPC undertook a new construction project for the Canada Revenue Agency in St. John's, Newfoundland and Labrador and commenced on-site construction at the Daniel J. MacDonald building in Charlottetown, Prince Edward Island, which is scheduled to be completed in late Spring 2026.

Protect the integrity, value and usefulness of engineering assets

In 2023 to 2024, PSPC continued to protect its engineering assets' integrity, value and usefulness to ensure their safety for Canadians. This is evident in projects like the Timiskaming Quebec Dam, which ensures a vital connection between provinces and water security, and the Energy Services Acquisition Program (ESAP), which contributes to reducing emissions in government buildings.

PSPC progressed on the design of the Timiskaming Quebec Dam Replacement Project which connects the provinces of Quebec and Ontario and regulates water levels in Lake Timiskaming upstream and the flow of the Ottawa River downstream. The department maintained its collaborative efforts with Indigenous groups and federal and provincial stakeholders to finalize the Environmental Impact Statement, demonstrating PSPC’s commitment to mitigate any adverse effects that the project may have on the environment, surrounding ecosystems, and Indigenous communities.

The department achieved completion of 82% of ESAP construction and advanced one of the key components of this program, the Energy Service Modernization Project, which aims to modernize the energy centres and distribution network in the NCR. This program is already making a positive environmental impact by reducing GHG emissions from federal government buildings.

Improve interprovincial crossings in the National Capital Region

The Government of Canada recognizes the critical role of crossings between Ontario and Quebec in the NCR as vital links. These projects are positioned to meet transportation demands while prioritizing active mobility, resulting in decreased congestion and ultimately contributing to economic prosperity through the efficient movement of goods.

In 2023 to 2024, PSPC made the following progress to improve interprovincial crossings in the NCR:

for the Macdonald-Cartier Bridge, PSPC commenced work to obtain architectural and engineering services to advance the wearing surface and girder coating renewal project
for the Chaudière Crossings, PSPC completed the structural steel reinforcement on the Union Bridge and the widening of the Hull Causeway and reopened the crossings to mitigate the impact of the closure of Alexandra Bridge
for the Alexandra Bridge replacement project, the department awarded the technical advisor contract, secured the Impact Assessment Agency of Canada’s approval, initiated design processes, engaged stakeholders and Indigenous communities, and progressed on the delivery of the boardwalk repair project by awarding and starting the construction contract
for an additional NCR crossing, PSPC advanced preparation for a Memorandum to Cabinet approval by completing geotechnical studies, updated cost estimates, and refreshed technical studies

Long Term Vision and Plan for the Parliamentary Precinct

In 2023 to 2024, PSPC continued to advance the Long Term Vision and Plan (LTVP) of the Parliamentary Precinct. The LTVP is a multi-decade strategy to modernize the heritage buildings to meet the requirements of Parliament, as well as 21st-century expectations for sustainability, security and accessibility, while protecting and conserving their traditional character, qualities and features.

PSPC made significant progress on the rehabilitation of the Centre Block and the construction of the new Parliament Welcome Centre, which is the largest, most complex heritage rehabilitation project ever seen in Canada. The program remains on track to complete main construction by 2030 to 2031 timeframe and to be operational in 2032.

With respect to design, PSPC:

achieved the 50% design development milestone for the Centre Block, the Parliament Welcome Centre, and the landscape design
continued to advance design work while concurrently providing support to the construction tender processes in order to maintain construction momentum

On the construction front, the department:

advanced the Centre Block’s masonry program to approximately 16%, with progress on the east and west façades
substantially completed demolition and abatement inside the Centre Block, with approximately 12 million kilograms of hazardous materials removed, setting the stage for rebuilding efforts to begin
continued to advance the highly complex and critical work to stabilize the Centre Block required for the upcoming excavation underneath the building
advanced the restoration of heritage assets, such as the stained‑glass windows, light fixtures and crisp murals
completed approximately 75% of detailed excavation in the Parliament Welcome Centre
completed approximately 80% of geothermal wells drilling

PSPC also responded to all 3 recommendations made by the Auditor General of Canada in its report on the rehabilitation of the Centre Block. Specifically, PSPC:

submitted the first LTVP Semi-Annual Update to the Speakers of the Senate of Canada and the House of Commons in October 2023
completed a gender-based analysis plus assessment of the Centre Block Rehabilitation project in December 2023 to help ensure that the Centre Block’s public spaces are inclusive and represent the diversity of all Canadians
published the 2022 to 2023 LTVP Annual Report online in December 2023, and remain on track to continue to do so in the years ahead

Throughout the fiscal year, PSPC advanced the planning for the rehabilitation and modernization of Block 2, the city block directly south from Parliament Hill, which will play a key role in the transformation of the Parliamentary Precinct into an integrated campus. More specifically, the department:

achieved the 20% schematic design development milestone effectively realigning the design competition concept with the current project scope and requirements
advanced the on-site investigation program to support the understanding of the existing building conditions
awarded the construction management services contract for the project to Pomerleau Inc. in December 2023, enabling preparation work to commence in anticipation of major construction in the fall of 2024

PSPC has also been working with the parliamentary administrations to update the LTVP in alignment with a vision for an open, safe, secure and integrated parliamentary campus. The updated LTVP will guide decision‑making as it relates to future growth, development, rehabilitation and infrastructure of the parliamentary campus in the next 50 years. Over the course of 2023 to 2024, efforts to finalize the updated LTVP continued, with a bulk of the strategic content endorsed by Parliament.

Further to a commitment made in the government response to the 19th report of the Standing Committee on Procedure and House Affairs, PSPC continued discussions with the City of Ottawa to acquire Wellington Street as a critical first step to addressing longstanding security challenges within the Parliamentary Precinct. PSPC also undertook a number of due diligence activities in support of a possible transfer, including a joint transportation study with the City and the NCC.

PSPC continued to support Crown-Indigenous Relations and Northern Affairs Canada and the Algonquin Anishinaabe Nation Tribal Council in developing a national space for Indigenous Peoples including a dedicated Algonquin space. In April 2023, the Algonquin Chiefs selected the infill between 100 Wellington and 119 Sparks as the location for the dedicated Algonquin space.

Laboratories Canada Strategy

In 2023 to 2024, PSPC further advanced the Laboratories Canada Strategy, guided by a LTVP to replace important but failing federal science infrastructure with modern, accessible, and sustainable laboratories.

In support of several projects under the strategy, PSPC:

substantially completed the TerraCanada Mississauga project, a partner facility to the TerraCanada Hamilton Laboratory, focusing on next generation clean materials such as photovoltaics and renewable fuels, to support the clean energy and manufacturing sectors
made progress on the construction of the Regulatory and Security Science Sidney Centre for Plant Health, which substantial completion on track for late 2024 to 2025
completed the design development and conducted the site preparation and early construction work for the ASEC in Moncton, New Brunswick, which will transform and expand the Gulf Fisheries Centre into a modern science centre that brings together departments and agencies operating separately in the region
awarded the construction management and architectural and engineering services contracts to advance the Regulatory and Security Science main project, which will enable federal scientists across several departments and agencies to pursue shared research priorities on food safety, animal and plant health, regulatory trade and border safety
awarded an architectural and engineering services contract to launch the TerraCanada National Capital Area project, which will advance shared research priorities on sustainable land and resource development, critical minerals, transition to low-carbon economy, and the health and safety of Canadians
completed 99% of the schematic design for the Transportation Safety and Technology Science project with detailed design and enabling works commencing later in 2024 to 2025
completed the science statement of requirements for the TerraCanada Quebec project in preparation for the commencement of functional programming and design in 2024 to 2025

Prompt payment initiative

To address payment delays between contractors and subcontractors, PSPC successfully brought the Federal Prompt Payment for Construction Work Act into force on December 9, 2023, and completed the full implementation of the Federal Prompt Payment regime. The Act introduces legislative payment timelines and fast-track dispute resolution for federal construction projects. It tackles payment delays along the contracting chain, protecting vital construction jobs and making it easier to do business with the Government of Canada.

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

PSPC made significant progress on federal infrastructure spending supporting Canada’s social, economic and environmental and sustainability initiatives in 2023 to 2024. The department partnered with other government agencies to repurpose surplus land for affordable housing and collaborated with Indigenous communities on development projects. PSPC also upgraded building technology to reduce GHG emissions, and secured clean electricity for buildings. To improve accessibility and reduce barriers related to the built environment, PSPC established a dedicated real property Accessibility and Inclusivity Office, completed accessibility assessments on all targeted buildings, and implemented functional direction on inclusive washrooms as well as other pilot projects.

Advance sustainability, climate resiliency, and the green agenda for federal real property and infrastructure assets

PSPC demonstrated strong environmental leadership in 2023 to 2024 by integrating climate change mitigation and adaptation strategies into its core operations. Through a dedication to sustainability, resilience to climate change, and the promotion of green initiatives in the management of federal assets and infrastructure, PSPC contributes significantly to improving the well-being of Canadians and for generations to come. Initiatives like ESAP, Clean Electricity Initiative, Net-Zero Carbon Neutral Portfolio Plan, and PSPC’s participation in the Federal Contaminated Sites Action Plan Program all contributed to this commitment.

As the custodian of federal properties, PSPC made significant progress in its efforts to modernize and improve energy efficiency:

a new Net-Zero Carbon Neutral Portfolio Plan was finalized, which encompasses all real property assets, including Crown-owned office buildings, Parliament, Laboratories Canada, special purchase buildings, infrastructure and engineering assets, leased space and Cape Breton operations
ESAP successfully converted 54 buildings to use advanced heating and cooling technology, exceeding the initial objective of 50 by March 2024 and is now receiving interest the private sector building owners to connect their buildings to ESAP
the Clean Electricity Initiative was implemented to power federal buildings with local clean electricity solutions in Nova Scotia, New Brunswick, Alberta, and Saskatchewan, which will result in electricity costs reduction while transitioning to 100% clean electricity
progress was made on the implementation of a national Renewable Energy Certificate initiative to displace the high carbon portion of electricity consumption for the Government of Canada operations in the rest of Canada
the Federal Contaminated Sites Action Plan Program was executed to ensure the successful delivery of the contaminated sites remediation projects by 2025

The Parliamentary Precinct and Laboratories Canada LTVPs both remained central to PSPC’s efforts to advance sustainability, climate resiliency, and the deep greening commitment for federal real property and infrastructure assets with the goal of reducing the Government of Canada’s carbon footprint. In 2023 to 2024, to support these efforts, PSPC:

reduced the GHG emissions in the Parliamentary Precinct by 56% from 2005 levels, thus putting PSPC in a favourable position to attain reductions of 95% by 2040
in collaboration with the National Research Council, finalized publication of the ‘Heritage Thermal Retrofit Guide’, which provides government and industry with research, guidance and direction for insulating heritage buildings, thereby reducing GHG emissions
advanced the development of a comprehensive 10-year climate change adaptation plan for the Parliamentary Precinct, which is to be finalized in 2024 and will allow the department to manage and address the physical risks affecting assets
developed a repeatable laboratory design framework to be used by Laboratories Canada to advance objectives of sustainability and accessibility
conducted whole-building life cycle assessments on major construction projects to identify further opportunities to lower the embodied carbon of construction materials, including through the use of mass timber structural members instead of high emission steel and concrete
used concrete mixes that include both slag cement (a byproduct of steel fabrication) and embedding of carbon dioxide using CarbonCure’s technology in Laboratories Canada’s Regulatory and Security Science Sidney Centre for Plant Health, with the goal to achieve a greater than 30% reduction in embodied carbon compared to traditional concrete

Improve access to housing

The rising costs of renting or buying a home has become a substantial challenge for all Canadians. The government currently aims to dispose of surplus properties with potential for housing and other community needs. In 2023 to 2024, PSPC collaborated with the CMHC and the CLC on the FLI. As a key component of the National Housing Strategy, the FLI facilitates the transfer of suitable surplus federal lands and buildings to housing providers at minimal or no cost. These properties are then developed into affordable, sustainable, accessible, and socially inclusive housing solutions.

PSPC proactively identified an initial set of surplus assets for the housing and social outcomes disposal program, providing 221 properties to the FLI to be assessed for suitability for affordable housing. Since the program’s inception in 2018, a total of 334 PSPC properties have been assessed by FLI. Additionally, in 2023 to 2024, PSPC successfully led the disposal of a surplus property in Yellowknife, adding to 4 previous successfully disposed assets in Ottawa, Belleville, Thunder Bay, and Orillia.

In partnership with CLC, PSPC engaged with Indigenous Peoples and stakeholders to develop the Confederation Heights Master Plan. This plan will guide the transformation of a 464-acre site located 5 kilometre south of Ottawa’s downtown core, into a sustainable, mixed-use, transit-oriented, complete community within the NCR, delivering important socio-economic benefits for Canadians.

Recognizing the City of Ottawa's need to address homelessness, PSPC facilitated a rapid response to the City’s request in late November 2023 for surplus buildings suitable for temporary emergency warming centres. PSPC identified the Graham Spry building at 250 Lanark Avenue as a suitable location and signed an agreement with the City on January 15, 2024, providing crucial shelter and support to those in need.

Improve accessibility of federal buildings

In 2023 to 2024, PSPC continued to exert significant influence through its leadership in the Accessible Government Built Environment Initiative. As the real property authority for the Government of Canada, PSPC ensures all facilities adhere to the latest accessibility standards and seeks opportunities to exceed minimum requirements wherever possible.

To strengthen accessibility efforts, PSPC:

established a dedicated real property Accessibility and Inclusivity Office which consolidates resources and expertise, enabling the delivery of integrated and comprehensive accessibility initiatives in collaboration with individuals with disabilities
successfully completed 64 technical accessibility assessments, reaching the targeted total of 199
remained committed to its Functional Direction on All-Access Washrooms, whereby 83% of the national Crown-owned inventory meets the requirement of having at least one single-stall, non-binary, and fully accessible universal washroom
successfully completed 3 pilot projects focused on improving accessibility through the inclusion of touchless elevators, indoor wayfinding solutions, and the implementation of the GoHere application for locating accessible washrooms, the results of which are intended to inform the national accessibility guidelines
implemented a Universal Accessibility Strategy and Action Plan for the Parliamentary Precinct, which strives to make sites and buildings open, accessible and inclusive for all
used the Laboratories Canada repeatable laboratory design framework to guide the design and planning of the Laboratories Canada facilities and support the inclusion of design elements that promote inclusivity, equitable use, flexibility, comfort, safety and appropriate space

Key risks

Real Property asset integrity, safety and accessibility

There was a risk that the integrity, safety and accessibility of PSPC real property and infrastructure assets would be compromised by climate change, natural disasters, infrastructure deterioration and original design insufficiencies, as well as human related actions, which could have impeded the continuity of government operations and impacted the well-being of Canadians. Without sufficient funding levels, PSPC would have had difficulty successfully delivering the Parliamentary Precinct and Laboratories Canada programs, which could have led to additional costs, missed opportunities, and could potentially have put the integrity of certain assets at risk. If rehabilitation efforts did not proceed, there was a significant risk of building system failures and impact on the health and safety of building occupants. To mitigate this risk, PSPC took the following measures, among others:

continued to ensure that rehabilitation and new construction projects are designed for net zero-carbon emissions and incorporate climate resilience
employed a computerized maintenance management system to oversee maintenance services across federal government facilities, in order to safeguard essential building operations, and ensure compliance with mandatory regulations and legislative mandates
advanced efforts to ensure buildings are barrier-free by 2040, as per the Accessible Canada Act, by integrating accessibility elements into the GCworkplace technical reference manual and piloting inclusive washrooms
completed the final year of a 5-year cycle of technical accessibility assessments and developed an action plan to prioritize accessibility improvements
implemented adaptation measures based on the Parliamentary Precinct climate change vulnerability assessment
continued to adjust security measures in the Parliamentary Precinct to meet evolving threats, including through restricting vehicular access to certain areas and protecting assets and occupants while encouraging public engagement

Delivery of large-scale and complex initiatives

There was a risk that the effective and efficient delivery of major PSPC initiatives would 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 could have affected the department’s credibility with stakeholders. As the landlord for the Government of Canada, there was a continued risk of lost opportunities for PSPC to accelerate the modernization of the public service workplace due to factors such as projects slowdown due to procurement and supply issues, cost increases, workforce capacity issues, uncertainty around clients’ future accommodation needs and challenges within the current financial framework. To mitigate this risk, PSPC took the following measures, among others:

completed the inaugural year of the Greening Toolbox Proposal, which supports the acceleration of greening Government of Canada operations, focusing on sustainability, achieving net-zero carbon, and enhancing climate resilience
successfully onboarded 51 organizations to PSPC’s coworking program, consisting of over 12,500 users
continued identifying and prioritizing Parliamentary Precinct projects according to a rigorous and cyclical portfolio planning process, as well as demonstration of cost savings
continued to implement the Science Portfolio Planning and Operating Framework

Resources required to achieve results

Table 6: Snapshot of resources required for Property and Infrastructure

Table 6 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.

Resource	Planned	Actual
Spending	$3,410,522,465	$3,757,979,775
Full-time equivalents	4,718	4,571

Complete financial and human resources information for PSPC’s program inventory is available on GC Infobase Finances and People tabs.

Related government-wide priorities

Gender-based analysis plus

PSPC champions initiatives that directly benefit a wide range of diverse suppliers and partners, including women, Indigenous Peoples, Black and racialized Canadians, persons with disabilities and members of the 2SLGBTQIA+ community. These initiatives include accessibility assessments of buildings, inclusive washroom facilities, the provision of free menstrual products in all washrooms, and programs that encourage Indigenous participation in science, technology, engineering, and mathematics fields.

In 2023 to 2024, PSPC undertook a number of initiatives supporting diversity, including a GBA Plus assessment of the Centre Block rehabilitation project, which highlighted that the department had incorporated in this project numerous GBA Plus leading practices, including robust ongoing consultations with Indigenous rights holders as well as with accessibility experts, organizations, and persons with disabilities.

The department also demonstrated leadership in terms of accessibility through the Accessible Government Built Environment Initiative, working closely with communities of persons with disabilities and completing technical assessments for an additional 64 buildings (for a total of 199) included in its national Crown‑owned and lease-purchased portfolio. This allowed PSPC to identify accessibility improvements needed to comply with the 2018 Accessibility Standard.

Throughout the fiscal year, PSPC also continued to support Indigenous engagement, including by increasing the value of contracts related to its real property business line awarded to Indigenous businesses registered on the Indigenous Business Directory. PSPC also engaged with the City of Ottawa and the Anishinaabeg Algonquin Nation Tribal Council and National Indigenous Organizations to collaborate on Wellington Street long-term planning. In line with the United Nations Declaration on the Rights of Indigenous Peoples Act, the department collaborated with federal organizations to prioritize Indigenous design principles within Les Terrasses de la Chaudière complex, which will have broader applicability for any department seeking to incorporate these concepts in their space designs. PSPC also continued to ensure Indigenous engagement was at the center of the Parliamentary Precinct and Laboratories Canada LTVPs and that Indigenous voices and perspectives were represented at all stages of projects through targeted engagements and relationship building with local and national Indigenous organizations.

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

PSPC activities under its Property and Infrastructure Core Responsibility supported Canada’s efforts to address the United Nations 2030 Agenda and the SDGs. In 2023 to 2024, among various initiatives and programs supporting the SDGs, the department:

finalized a comprehensive strategy to achieve a net-zero carbon portfolio by 2050, prioritizing emission reduction and energy efficiency improvements, transitioning to cleaner energy sources, and exploring renewable energy purchase agreements as a last resort
developed an Accessibility Action Plan, which outlines cost-effective measures to implement accessibility improvements across PSPC's Crown-owned and lease-purchased assets
made progress on the All-Access Washrooms initiative to include a single-stall, non-binary, and fully accessible universal washroom in all new and existing Crown-owned and lease-to-purchase buildings
continued implementing the Real Property Plastics Action Plan, which aims to reduce plastic usage in government operations and achieve the federal government's plastic diversion target by 2030 through initiative such as regular waste audits, occupant engagement programs, phasing out single-use plastics, and developing performance criteria for furniture and materials that prioritize plastic reduction
finalized an updated net-zero carbon portfolio plan to reach net-zero emissions in the operational aspects of real property by 2050, with the ambition to achieve this goal by 2030

These initiatives contributed towards the following SDGs:

ensure access to affordable, reliable, sustainable and modern energy for all (SDG 7, target 7.2)
build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation (SDG 9, targets 9.1 and 9.4)
ensure sustainable consumption and production patterns (SDG 12, targets 12.5 and 12.7)
take urgent action to combat climate change and its impacts (SDG 13)
protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss (SDG 15)

Innovation

CD Howe innovation pilot project

The CD Howe innovation pilot project is testing the use of emerging Canadian technologies within the Canadian public sector environment to evaluate their positive impact on employees’ wellness and their contribution to greening operations. While most projects within the CD Howe Innovation Hub wrapped up in fiscal year 2022 to 2023, significant progress was made in 2023 to 2024. A key achievement was the full implementation of the single-use plastics ban for food court retailers, whereby all vendors successfully transitioned to sustainable alternatives, including encouraging customers to bring their own containers, offering paper straws, opting for biodegradable containers, and providing bamboo cutlery. This initiative demonstrably reduced plastic waste within the food court.

Furthermore, PSPC awarded the contract for the Indigenous design and the building of the solar pergola project, paving the way for installation in fall 2024. Building on the success of phase 1, a guide capturing results, recommendations, and lessons learned from all phase 2 initiatives will be developed and shared with key stakeholders by the end of 2024. This knowledge sharing resource will inform potential future implementations of similar sustainability efforts.

Laboratories Canada Digital Science Enablement Experimentation and Innovation Program

PSPC continued to leverage the Experimentation and Innovation Fund for the Laboratories Canada Strategy, jointly created with Shared Services Canada, to promote innovation and experimentation in the digital science space and to foster enhanced collaboration among federal departments and agencies in the science community. In 2023 to 2024, 4 pilot projects were financed bringing the total to 33 projects to date. This not only promotes innovation and experimentation, but also supports closer collaboration amongst the Government of Canada’s scientific community by providing funding to test new concepts and approaches. The pilot outcomes and lessons learned are then shared with the federal scientific community, with the goal of advancing science excellence and reducing collaboration barriers.

Program inventory

Property and Infrastructure is supported by the following programs:

Cape Breton Operations: Portfolio Management
Federal Accommodation and Infrastructure
Parliament Hill and Surroundings
Real Property Services

Additional information related to the program inventory for Property and Infrastructure is available on Government of Canada InfoBase Results tab.

Core responsibility 4: Government-wide support

In this section

Description
Progress on results
Key risks
Resources required to achieve results
Related government-wide priorities
Program inventory

Description

PSPC provides administrative services and tools to federal organizations that help them deliver programs and services to Canadians.

Progress on results

This section presents details on how the department performed to achieve results and meet targets for Government-Wide Support. Details are presented by departmental result.

Table 7: Targets and results for Government-wide support

Table 7 provides a summary of the with the results under Government-wide support.

Table 7.1: Targets and actual results for each indicator associated with the departmental result Federal organizations have access to high quality linguistic services and tools
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of linguistic services that comply with established quality standards	At least 85%	March 2024	2021 to 2022: 81.47% 2022 to 2023: 94% 2023 to 2024: 91%^{table 7.1 note 1}
Percentage of overall client satisfaction with the Translation Bureau’s language tools and services	At least 90%	March 2024	2021 to 2022: 90% 2022 to 2023: 87.6% 2023 to 2024: 87.4%^{table 7.1 note 2}
Table 7.1 Notes Table 7.1 Note 1 The 2023 to 2024 result includes only terminology and translation services. Interpretation services are not included due to unavailability of data. To ensure the availability of data going forward, new procedures will be put in place to improve reporting on PSPC’s linguistic services. Return to table 7.1 note 1 referrer Table 7.1 Note 2 The target was not met as satisfaction with language services and tools experienced minor variations. The Translation Bureau has conducted surveys specifically to assess customer satisfaction with Termium Plus® and is working to make improvements to this language tool. Return to table 7.1 note 2 referrer

Table 7.2: Targets and actual results for each indicator associated with the departmental result The Government does business with ethical suppliers and ensures that sensitive information is handled appropriately
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of integrity verification requests processed within the 4-hour client service standard (2 hours if urgent)	At least 90%	March 2024	2021 to 2022: 99% 2022 to 2023: 99% 2023 to 2024: 99%
Percentage of security screenings processed within 7 business days for contractors and sub-contractors requiring access to protected information	At least 85%	March 2024	2021 to 2022: 99% 2022 to 2023: 98% 2023 to 2024: 94%

Table 7.3: Targets and actual results for each indicator associated with the departmental result Federal organizations have the support services and tools they need to deliver their programs to Canadians
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of clients who are satisfied or very satisfied with PSPC tools and/or services	At least 87%	March 2024	2021 to 2022: 66% 2022 to 2023: 71.5% 2023 to 2024: 68%^{table 7.3 note 1}
Percentage of PSPC service standards met	At least 87%	March 2024	2021 to 2022: 75% 2022 to 2023: 75.8% 2023 to 2024: 77%^{table 7.3 note 2}
Table 7.3 Notes Table 7.3 Note 1 Client feedback identified opportunities for improvement concerning timeliness, availability of online information and the need for simplified processes. In response, changes are being implemented across PSPC to address these issues and enhance service delivery in the future. Additionally, insights from client surveys are being leveraged to evolve services in alignment with client expectations and needs. Return to table 7.3 note 1 referrer Table 7.3 Note 2 The department continues to seek improvements to services in order to meet service standards and is working with its client departments to identify gaps to be addressed through specific action plans. Return to table 7.3 note 2 referrer

Additional information on the detailed results and performance information for PSPC’s program inventory is available on Government of Canada InfoBase Results tab.

Details on results

The following section describes the results for Government-wide Support in 2023 to 2024 compared with the planned results set out in PSPC’s Departmental Plan for the year.

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

Through the Translation Bureau, PSPC provided translation, interpretation and terminology services in official, Indigenous, foreign and sign languages to the Parliament of Canada and the Government of Canada. These linguistic services were crucial in the delivery of national communications to all Canadians. In 2023 to 2024, following requests from its clients and partners, the Translation Bureau processed 1,500 ad hoc terminology requests. In addition, more than 7,300 records were created and 11,200 records were updated in the Translation Bureau’s terminology and linguistic data bank, Termium Plus®.

In 2023 to 2024, the Translation Bureau also:

continued to leverage technological advances to improve its tools and the linguistic services it provides in support of Canada’s official languages by implementing its linguistic services management system, GClingua, which was successfully deployed to all its clients
tested artificial intelligence solutions and continued research projects in collaboration with the National Research Council (NRC)
provided interpretation services to the Parliament of Canada, totaling over 23,000 hours of interpretation
provided the Government of Canada with interpretation services totaling more than 22,000 hours in official, foreign, Indigenous and sign languages
continued to build capacity in Indigenous communities, in collaboration with other government departments and agencies, to increase access to remote interpretation for Indigenous languages

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

On March 20, 2024, PSPC announced the introduction of the Office of Supplier Integrity and Compliance (OSIC), which came into effect May 31, 2024, to strengthen oversight of federal procurement processes and bring necessary enhancements to the Ineligibility and Suspension Policy. The new office will establish a more agile approach to respond to a broader range of misconduct and unethical behaviour and provide tools to support federal efforts in the eradication of forced labour from Canadian supply chains.

In 2023 to 2024, PSPC’s Controlled Goods Program continued to enhance its client-focused delivery approach to safeguarding sensitive and strategic information and assets. The program effectively resolved an internal accumulation of exemption applications, leading to improved processing times and adherence to established service standard metrics. The department remains committed to collaborating with stakeholders and international partners to secure controlled goods within an evolving threat environment.

During the fiscal year, PSPC optimized its internal security screening process based on a risk-based decision‑making approach, which allows for adjustments to maintain acceptable levels of risk, while balancing operational and security needs. The department, through close engagement with industry and stakeholders, also improved its security screening framework for individuals and organizations actively participating in competitive bidding procurement processes for government contracts pertaining to protected or classified information or assets.

Finally, in collaboration with Global Affairs Canada and the Department of National Defence, PSPC is negotiating 9 general security of information agreements on industrial security and defence with foreign partners.

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

In 2023 to 2024, PSPC continued to enhance and evolve the government-wide services to ensure they are flexible, scalable, cost-effective, and responsive to client requirements. As part of these efforts, the department:

made progress in adopting an enterprise approach, ensuring alignment with the Government of Canada Digital Ambition, while also taking into account internal capacity and priorities
evolved product offerings by ensuring enhanced integration between existing services and the cloud, by introducing additional information technology functionality and capabilities, as well as by tailoring client solutions and service offerings
developed an enterprise cloud service to introduce more flexible, resilient, and scalable information technology infrastructure to support business operations

Throughout the fiscal year and in support of federal organizations, PSPC also:

continued to deliver digitization services to federal government department and agencies by producing 36,918,290 images and associated data
added a new generation of data capture tools to its toolkit in order to offer digitization of hand-written materials
coordinated and advised on 257 advertising campaigns and contracted 155 public opinion research projects
implemented updates to the Canada Gazette regulations commenting feature based on federal regulator feedback, and continued exploring artificial intelligence solutions to make triaging comments more efficient
made the improved commenting feature a mandatory part of pre-publication for all regulations published in Part I of the Canada Gazette, through which 14,346 pages were published and 6,860 comments covering 59 regulations were received
provided government-wide right of access to 9,000 articles daily from 70 news sources
managed 6,300,253 visits to the Publications.gc.ca website which houses a catalogue of 584,000 publications, of which 463,000 are in electronic format

Through GCSurplus, PSPC continued supporting its clients and buyers by processing over 31,000 transactions and collecting over $45 million in sales. GCSurplus also successfully diverted a total of 35,600 kg of recycled batteries from landfills, while PSPC’s GCDonate service donated 8,500 assets and 35,000 lbs of food through Food Banks Canada and Second Harvest.

Key risks

Data analytics

There was a risk that PSPC would 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 which could have impeded departmental activities and support to clients, partners and other stakeholders. To mitigate this risk, the department took the following measures, among others:

strengthened data literacy and culture by developing skills, knowledge and training material
continued to evolve Enterprise platforms and modern tools to support the use of data for informed decision-making and client-centric services
initiated the implementation of a data cataloguing tool to better support data governance

Digital transformation

There was a risk that PSPC would not be able to quickly migrate to the modern and reliable information technology systems needed, including expertise and cyber safeguards, to effectively deliver services in a predominantly digital operating environment due to capacity constraints and stakeholder interdependencies which could have impeded support to the new Government of Canada hybrid work model. This could have negatively impacted the timely and effective delivery of client-centric requirements and needs in support of other government departments’ programs and services. To mitigate this risk, the department took the following measures, among others:

evolved the digital workplace product offerings to support digital communications, integrating digital and physical collaboration solutions
developed the enterprise cloud service that will provide PSPC with the agility and speed required to deploy business applications and deliver services to clients in the digital era
initiated the modernization and migration of legacy business applications to the cloud service

Protection of information

There was a risk that confidentiality, integrity, or availability of information maintained by PSPC would be compromised resulting from inappropriate or unauthorized disclosure, modification, destruction, or removal, including by means of cybersecurity breach, which could have impeded stakeholder trust, disrupted government operations or introduced liabilities to the Government of Canada. To mitigate this risk, the department took the following measures, among others:

continued work on the multi-year cyber security action plan to enhance the protection against emerging threats and vulnerabilities
integrated advanced digital and physical collaboration solutions into PSPC’s network infrastructure, ensuring optimization, reliability, availability, performance, and security
deployed strategic initiatives to enhance data integrity, implementing rigorous measures to safeguard the accuracy, consistency, and reliability of its data assets

Fraud and other wrongdoing

There was a risk that PSPC would encounter threats of fraud, collusion and other forms of wrongdoing which could have impacted client and stakeholder trust as well as introduced legal or financial liabilities for the Government of Canada. To mitigate this risk, the department took the following measures, among others:

strengthened oversight of federal procurement processes with the launch of the new OSIC, which will enhance current frameworks governing supplier integrity by expanding the list of offences that would render a supplier ineligible to do business with the Government of Canada
instituted the use of data analytics by a dedicated team of fraud experts to identify potential instances of fraud and wrongdoing within federal procurement and ensure soundness of the procurement system
enhanced internal controls regarding contracting of professional services by modernizing procurement agreements with PSPC client departments

Recruitment and retention

There was a risk that PSPC would 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 could have impeded the health and well-being of employees as well as PSPC’s achievement of its mandate.

There was also a possibility that a skill gap would emerge between the language industry and its future workforce, due to the limited availability of post-secondary linguistic programs. In addition, the worldwide shortage in the interpretation profession, which is resulting in a continued capacity gap, affected PSPC’s ability to recruit and retain language professionals. To mitigate this risk, PSPC took the following measures, among others:

continued engaging with stakeholders in Canada’s language sector and with universities and professional associations
worked closely with clients and partners to ensure the health and safety of the interpreters
refined the protocols and prevention measures in accordance with the Translation Bureau’s continuous improvement plan
developed strategies centered around employee engagement, professional development and workplace well-being
explored innovative solutions to increase capacity and retain talent, including entry‑level accreditation for low‑stake events

Resources required to achieve results

Table 8: Snapshot of resources required for Government-Wide Support

Table 8 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.

Resource	Planned	Actual
Spending	$156,544,379	$174,902,636
Full-time equivalents	2,690	2,545

Complete financial and human resources information for PSPC’s program inventory is available on GC Infobase Finances and People tabs.

Related Government-wide priorities

Gender-based analysis plus

PSPC continued to ensure that GBA Plus was taken into consideration in its planning, operations and performance activities. The department is collecting limited data under its Government-Wide Corporate Services Core Responsibility but is planning on implementing a new information technology solution that will enable improved data capture, mining, and reporting on GBA Plus activities.

In 2023 and 2024, through the Translation Bureau, PSPC maintained and updated its glossaries on accessibility, gender and sexual diversity. The department continued to provide interpretation services in American Sign Language and langue des signes québécoise to Parliament and government. It also explored additional services to ensure access to information to Canadians who are deaf, deafblind and deafened and further developed partnerships with teaching institutions to support the training of the next generation of sign language interpreters. In addition, the Translation Bureau continued to offer video remote interpretation for sign language interpretation services.

Innovation

In order to enhance its capacity to deliver timely quality services, PSPC continued to experiment with artificial intelligence and other emerging language technologies to support the work of translators and interpreters, allowing them to focus their expertise on quality, and determine their applicability and future possible integration into the translation workflow. These researches included the review of artificial intelligence applications for translation, remote interpretation and terminology, sound transmitted to interpreters and its effects. The department also collaborated with the NRC and the University of Ottawa to conduct sound testing in committee rooms to measure sound frequencies and decibels.

PSPC continued working on its initiative aiming at turning pixels into data to ensure that all files and documents posted on government websites are accessible. Although federal websites generally meet accessibility standards, PSPC is exploring technological solutions that make use of artificial intelligence or robotic process automation to integrate to current imaging processes in order to produce documents that respect all accessibility guidelines. If results from this initiative are positive, accessibility remediation could become an additional service provided to other departments and agencies. In 2023 to 2024, PSPC re-solicitated vendors in order to obtain an overview of the prototype development plan.

Program inventory

Government-wide Support is supported by the following programs:

Asset Disposal
Canadian General Standards Board
Document Imaging Services
Government-wide Corporate Services
Information Services
Linguistic Services
Security and Oversight Services
Service Management

Additional information related to the program inventory for Government-wide Support is available on Government of Canada InfoBase Results tab.

Core responsibility 5: Procurement Ombudsman^{Footnote 1}

In this section

Description
Progress on results
Key risks
Resources required to achieve results
Related government-wide priorities
Program inventory

Description

The Office of the Procurement Ombudsman (OPO) operates at arm’s-length from federal organizations. It is legislated to review the procurement practices of federal organizations, review complaints from Canadian suppliers, and provide dispute resolution services.

Progress on results

This section presents details on how the department performed to achieve results and meet targets for Procurement Ombudsman. Details are presented by departmental result.

Table 9: Targets and results for Procurement Ombudsman

Table 9 provides a summary of the target and actual results for each indicator associated with the results under Procurement Ombudsman.

Table 9.1: Targets and actual results for each indicator associated with the departmental result Raise awareness of procurement issues and exchange of information
Departmental result indicators	Target	Date to achieve target	Actual results
Number of awareness-building activities per year with Canadian suppliers, primarily small and medium-sized businesses, federal officials and other stakeholders	At least 48	March 2024	2021 to 2022: 64 2022 to 2023: 96 2023 to 2024: 107
Number of provinces/territories where outreach activities are held	At least 6	March 2024	2021 to 2022: 12 2022 to 2023: 13 2023 to 2024: 13
Year-over-year percentage of new visits to OPO’s website	At least 5%	March 2024	2021 to 2022: 48% 2022 to 2023: Not available^{table 9.1 note 1} 2023 to 2024: 199.8%^{table 9.1 note 2}
Year-over-year percentage of new followers and impressions to OPO’s digital media accounts	At least 10%	March 2024	2021 to 2022: Not available^{table 9.1 note 3} 2022 to 2023: 2,563% 2023 to 2024: -97.5%^{table 9.1 note 4}
Table 9.1 Notes Table 9.1 Note 1 Due to the data collection software being down from May 2022 to January 2023, this result is not available. Return to table 9.1 note 1 referrer Table 9.1 Note 2 There was an increase in first time visits to OPO webpages this year compared to 2021 to 2022 which can be attributed to OPO advertising, larger social media presence, and publication of high-visibility reports. The indicator, its methodology as well as the target will be reviewed in the future to improve relevance and usability. Return to table 9.1 note 2 referrer Table 9.1 Note 3 New indicator as of 2022 to 2023. Return to table 9.1 note 3 referrer Table 9.1 Note 4 In 2023 to 2024, the number of new followers and impressions stabilized following the advertising campaign in fall 2022. The indicator, its methodology as well as the target will be reviewed in the future to improve relevance and usability. Return to table 9.1 note 4 referrer

Table 9.2: Targets and actual results for each indicator associated with the departmental result Procurement-related issues are addressed through alternative dispute resolution
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of alternative dispute resolution processes that result in settlement agreements agreed to by both parties	At least 75%	March 2024	2021 to 2022: 0% 2022 to 2023: 100% 2023 to 2024: 0%^{table 9.2 note 1}
Table 9.2 Notes Table 9.2 Note 1 In 2023 to 2024, OPO received 11 alternative dispute resolution (ADR) requests, of which: 1 was resolved informally with OPO’s help, thus it was withdrawn; 3 went to mediation but did not result in a settlement agreement; 5 did not go to mediation (in 3 of them, the implicated department declined to participate, in the remaining 2, the supplier withdrew the request); 2 are ongoing and will be reported next fiscal year. Return to table 9.2 note 1 referrer

Table 9.3: Targets and actual results for each indicator associated with the departmental result Procurement-related issues are addressed through the review of complaints and the review of federal organization’s procurement practices
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of supplier complaint reviews completed within 120 working days as per legislative requirements	At least 100%	March 2024	2021 to 2022: 100% 2022 to 2023: 100% 2023 to 2024: 100%
Percentage of recommendations made by the Ombudsman acted upon by federal organizations	At least 100%	March 2024	2021 to 2022: Not available^{table 9.3 note 1} 2022 to 2023: 100% 2023 to 2024: 100%
Table 9.3 Note Table 9.3 Note 1 The result is not available because OPO did not complete a follow-up review in 2021 to 2022 to measure the percentage of recommendations made by the Ombudsman that were acted upon by federal organizations. Return to table 9.3 note 1 referrer

Additional information on the detailed results and performance information for PSPC’s program inventory is available on Government of Canada InfoBase Results tab.

Details on results

The following section describes the results for Procurement Ombudsman in 2023 to 2024 compared with the planned results set out in PSPC’s Departmental Plan for the year.

Departmental result: Raise awareness of procurement issues and exchange of information

OPO conducts research and produces reports on procurement topics of interest to Canadian suppliers and federal departments. In 2023 to 2024, OPO launched the following 4 research studies which are scheduled for publication in 2024 to 2025:

a follow-up study on the Chief Procurement Officer
construction Procurement
negotiated Requests for Proposals
value for Money

OPO currently has a total of 9 published knowledge deepening and sharing studies on topics related to key issues in federal procurement which are also discussed at conferences and events. OPO also raises awareness of procurement issues and exchanges procurement-related information with Canadian businesses and procurement officials through its in-person and virtual outreach program, which includes town hall meetings, presentations and participation at conferences.

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

OPO helped suppliers and federal departments resolve procurement-related issues informally whenever possible, and offered formal alternative dispute resolution (ADR) services when requested and agreed‑to by the parties to a federal contract. In 2023 to 2024, OPO received a total of 11 requests for ADR services regarding disputes that arose in the contract administration phase of federal government contracts. These 11 requests included 4requests that did not meet the Procurement Ombudsman Regulations, 2 which proceeded to mediation but did not result in a settlement agreement, 2 that were withdrawn by the suppliers, 1 that was withdrawn by the supplier at the table, 1 for which the implicated department declined to participate, and 1 for which the supplier withdrew after reaching an agreement with the department.

Departmental result: Procurement-related issues are addressed through the review of complaints and the review of federal organization’s procurement practices

In 2023 to 2024, OPO received a total of 582 cases raising from 862 procurement-related issues. In all instances, OPO either provided direct assistance or attempted to point the requestor to the appropriate authority. If a complaint is filed with the Procurement Ombudsman and meets the criteria set out in the Procurement Ombudsman Regulations, the Procurement Ombudsman must launch an investigation and provide his findings and any recommendation for the payment of compensation, within 120 working days. OPO follows up on all recommendations made with the implicated federal organization one year later to inquire as to whether the recommendations were followed. In 2023 to 2024, OPO received a total of 5 complaints, out of which 3 reviews were completed within the fiscal year and the remaining 2 will be completed in 2024 to 2025, in accordance with legislative timelines. All reports are made available on OPO’s website once completed.

Key risks

In order to mitigate possible risks to its mandate, OPO conducted environmental scanning by monitoring procurement trends and initiatives, reviewing publications and legal developments, and collaborating directly with buyers and suppliers to obtain their perspectives. The results of this risk-based analysis were regularly communicated to OPO staff via monthly emails, and incorporated into OPO’s business planning processes, including identifying procurement practice reviews and research projects, conducting information exchanges with stakeholders, launching reviews, drafting report recommendations, requesting and receiving comments from federal departments on draft procurement reports, and providing mediation and informal conflict resolution services.

Resources required to achieve results

Table 10: Snapshot of resources required for Procurement Ombudsman

Table 10 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.

Resource	Planned	Actual
Spending	$4,249,776	$4,697,286
Full-time equivalents	30	28

Complete financial and human resources information for PSPC’s program inventory is available on GC Infobase Finances and People tabs.

Related government-wide priorities

Gender-based analysis plus

In 2023 to 2024, OPO continued applying a diversity and inclusion lens to all its business, including with government departments, suppliers, and the general public. Over the course of the fiscal year, OPO:

captured information through its annual Outreach Calendar on the number of awareness‑building activities and engagements held per year specifically with businesses owned or led by Indigenous peoples, Black and racialized Canadians, women, 2SLGBTQIA+ Canadians and other under-represented groups
actively participated in the Diversity and Inclusion Subcommittee of the Canadian Federation of Ombuds Offices, which is a forum for federal ombuds organizations across Canada to share information regarding programs, initiatives, and best practices that will foster a diverse, inclusive, and equitable workplace
sought feedback from suppliers concerning GBA Plus initiatives and barriers at outreach events, which is reported on through OPO’s Accessibility Plan Progress Reports and which fosters an inclusive environment for all OPO employees as well as all Canadians OPO serves

Program inventory

Procurement Ombudsman is supported by the following program:

Procurement Ombudsman

Additional information related to the program inventory for Procurement Ombudsman is available on Government of Canada InfoBase Results tab.

Internal services

In this section

Description
Progress on results
Resources required to achieve results
Contracts awarded to Indigenous business

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

management and oversight services
communications services
legal services
human resources management services
financial management services
information management services
information technology services
real property management services
materiel management services
acquisition management services

Progress on results

This section presents details on how the department performed to achieve results and meet targets for internal services.

Communication Services

PSPC continued to use new technologies and approaches, including audience-tailored communication activities such as proactive media relations, storytelling, digital content, increased use of multimedia content, and amplified social media content, to promote the department’s programs, services and initiatives and enhance openness and transparency.

The department also modernized its social media presence to provide a more tailored, audience-appropriate content. Work was also done to centralize Web management to support a consistent voice and presentation and the department’s website transitioned to a more user-focused design, fully integrated with the Government of Canada’s web presence on Canada.ca. The department continued to explore ways to modernize its internal communications channels with a view to transition to a more employee-centric intranet site and to more dynamic and targeted internal tools.

Human resources management services

In 2023 to 2024, PSPC continued the implementation of its 4-year Diversity and Inclusion Action Plan (DIAP), for which 85% of the activities have been completed with the remaining well underway to meet full implementation by the end of the plan next year. The department continued to leverage programs implemented as part of the DIAP, such as the Second Official Language Scholarship Program, to facilitate full-time language training for equity-deserving groups. PSPC also created the Task Force on Anti-Racism, Workplace Culture and Equity and continued to support the 5 diversity networks to ensure meaningful progress.

In view of the modernization of the Official Languages Act, which received Royal Assent in June 2023, PSPC advanced on the development of its Official Languages Strategic Plan to ensure PSPC’s practices align with the updated legislative changes.

In terms of promoting mental health and well-being, PSPC remains dedicated to providing mental health and accessibility tools and learning to employees at all levels, including leadership tools for managers and executives. In 2023 to 2024, PSPC effectively delivered key mental health and accessibility services to employees.

Furthermore, PSPC successfully completed the implementation of the first year of its Mental Health, Well-being and Inclusion Strategy and launched the activities planned in the second year of the strategy. This underscores the organization’s continuous commitment to improve and support psychological health and safety of all employees. The department seamlessly integrated the needs of equity-deserving groups in its mental health and well-being initiatives and learning events. The department held regular communications and awareness activities on mental health, well-being and accessibility services, as well as on strategic work and key support initiatives, including the Peer Support Program and the Government of Canada Workplace Accessibility Passport.

Management and oversight services

PSPC continued to deliver on projects outlined in the 3-year Departmental Security Plan and to refresh strategic priorities based on the evolving security environment and departmental priorities. The department also released its Strategic Plan for Project Management for 2023 to 2026, which will provide the path forward for strengthening PSPC project management in the following 5 key priority areas:

benefits realization
standardized approach to project management
leadership in change management
investment planning and procurement
project management curriculum and competencies

This plan supports the TBS commitment to prioritize the building of a more effective public service by improving project management capabilities.

Resources required to achieve results

Table 11: Resources required to achieve results for internal services this year

Table 11 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.

Resource	Planned	Actual
Spending	$279,731,031	$404,361,844
Full-time equivalents	3,259	3,176

Complete financial and human resources information for PSPC’s program inventory is available on GC Infobase Finances and People tabs.

Contracts awarded to Indigenous businesses

Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024 to 2025.

Public Services and Procurement Canada’s result for 2023 to 2024

PSPC continued to aim at a minimum 5% target of the total value of its contracts being awarded to Indigenous businesses.

Table 12: Total value of contracts awarded to Indigenous businesses^{Footnote 2}

As shown in Table 12, PSPC awarded 3.41% of the total value of all its contracts to Indigenous businesses in 2023 to 2024.

Contracting performance indicators	2023 to 2024 Results
Total value of contracts awarded to Indigenous businesses^{table 12 note 1} (A)	$143,492,852
Total value of contracts awarded to Indigenous and non‑Indigenous businesses^{table 12 note 2} (B)	$4,212,572,895
Value of exceptions approved by deputy head (C)	Not applicable (Publics services and procurement Canada continues to avoid invoking exceptions)
Proportion of contracts awarded to Indigenous businesses [A / (B−C) × 100]	3.41%^{table 12 note 3}
Table 12 Notes Table 12 Note 1 Total value of contracts awarded includes contract amendments and contracts that were entered into by means of acquisition cards valued at $10,000 or more. Return to table 12 note 1 referrer Table 12 Note 2 Total value of contracts awarded includes contract amendments and contracts that were entered into by means of acquisition cards valued at $10,000 or more. Return to table 12 note 2 referrer Table 12 Note 3 The result is based on the most accurate data available at the time of publishing this report. Return to table 12 note 3 referrer

In support of achieving the 5% target and as required by the Treasury Board Directive on the Management of Procurement, PSPC developed a 2023 to 2024 Departmental Procurement Plan with an enhanced focus on engaging Indigenous businesses. Key opportunities particularly suited for Indigenous businesses were identified.

All centrally managed internal Low Dollar Value (LDV) procurements continued to be considered for competition and award to Indigenous businesses first. During its annual procurement planning call, PSPC reminded all branches, regions and sectors within the department to continue considering Indigenous businesses for all their procurement needs, and the importance of measures to make procurements available to Indigenous businesses first in low dollar value contracts (that is, $3.75 million or lesser value contracts).

While the total procurement budget for PSPC was just over $4.2 billion in 2023 to 2024, PSPC’s LDV procurement budget during that period totalled $250 million. The adoption of the ‘Indigenous first’ contracting practice by PSPC led to 4.06% (more than $10 million) of PSPC’s low dollar-value contracts (under schedule 1 contracting authority) being awarded to Indigenous businesses in 2023 to 2024. With respect to the entire departmental procurement budget in 2023 to 2024, PSPC saw more than $143.5 million worth of contracts awarded to Indigenous businesses, representing 3.41%, including:

$37.8 million for the Clyde River Harbour Development in Nunavut
$12.4 million for Coral Harbor Remediation on Southampton Island in northern Hudson Bay

In 2023 to 2024, PSPC provided more detailed planning information on Indigenous business opportunities to ISC and, where possible, encouraged non-Indigenous contract holders to sub-contract with Indigenous suppliers.

PSPC also continued to deliver outreach and educational services to procurement officers through PSPC’s senior designated official for the management of procurement, and through its coordinator for procurement with Indigenous businesses.

In 2023 to 2024, PSPC hosted 524 events tailored towards Indigenous‑led businesses and, specifically, 4 Indigenous Business Information Sessions. These sessions brought together Indigenous businesses, communities and associations to raise awareness of the Government of Canada’s 5% requirement for Indigenous participation in federal procurement, highlighted Indigenous procurement opportunities, and outlined the support available through Government of Canada programs and services, such as CanadaBuys and Procurement Assistance Canada.

A continued focus on changing the procurement culture within the department saw PSPC adapting how it solicits and uses procurement tools to increase Indigenous participation, employing such strategies as:

structuring and unbundling large and complex procurements where there is Indigenous business capacity, interest, and availability to participate
providing opportunities to collaborate on and improve subcontracting, employment, and skills and training development, as well as other measures to increase Indigenous inclusion
including streams for Indigenous firms in new or renewed standing offers and supply arrangements
for requirements below $25,000, directing certain requirements to Indigenous standing offer holders, as permitted by policy
for requirements above $25,000, awarding the contract to the standing offer holder that represents best value to Canada, recognizing that lowest price is not the only criterion in determining best value, and that socioeconomic criteria are also to be considered
using mandatory or voluntary Indigenous Limited Bidding (set-asides) requirements when permitted under contracting regulations and trade agreements

In its 2024 to 2025 Departmental Plan, PSPC forecasted that, by the end of 2023 to 2024, it would have awarded 5% of the total value of its contracts to Indigenous businesses. The department achieved 3.41%. While the Treasury Board Directive on the Management of Procurement allows for the value of subcontracts to Indigenous businesses in the calculation of the achievement of the 5% target, PSPC is unable to reliably capture sub-contract data at this time. Therefore, actual results are likely under-reported at present. PSPC is working with contracts managers, policy centres and information technology specialists to develop an integrated solution to reliably collect subcontracting data and expects future results to be higher.

Spending and human resources

Spending

This section presents an overview of the department's actual and planned expenditures from fiscal year 2021 to 2022 to fiscal year 2026 to 2027.

Graph 1: Actual spending by core responsibility in 2023 to 2024

Graph 1 presents how much the department spent in 2023 to 2024 to carry out core responsibilities and internal services.

Text version of Graph 1

Actual spending by core responsibility in 2023 to 2024
Core responsibilities and internal services	2023 to 2024 actual spending
Purchase of goods and services	$196,842,940
Payments and accounting	$836,496,904
Property and infrastructure	$3,757,979,775
Government-wide support	$174,902,636
Procurement ombudsman	$4,697,286
Internal services	$404,361,844

Analysis of actual spending by core responsibility

For fiscal year 2023 to 2024, the department’s net expenditures on programs and services totals $5,375 million. Examples of the department’s activities under each core responsibility for 2023 to 2024 are:

Purchase of goods and services ($197 million): Modernization of procurement practices such as the EPS project that was successfully completed and the cloud-based platform transitioned to an in-service phase as of July 2023.

Payments and accounting ($836 million): Deployment of strategies and initiatives, to ensure pay processing is accurate and timely, such as the stabilizing the workforce through additional recruitment and training, streamlining business processes and increasing efficiency in addition to activities related to the Next Generation Pay and Human Resources (NextGen HR and Pay) initiative following the transfer from Shared Services Canada.

Property and infrastructure ($3,758 million): Modernization of the department’s real property portfolio to further align with the fast-evolving needs of federal government clients and partners and advanced critical initiatives including engineering assets and crossing in the National Capital Region.

Government-wide support ($175 million): Providing translation, interpretation and terminology services in official, Indigenous, foreign and sign languages to the Parliament of Canada and the Government of Canada.

Procurement Ombudsman ($5 million): Launching of 4 research studies which are scheduled for publication in 2024 to 2025, helping suppliers and federal departments resolve procurement-related issues.

Internal services ($404 million): Supporting all 10 categories of internal services within the department so that it can meet its corporate obligations and deliver its programs. Amongst other things, the department continued the implementation of the #OneHR initiative. A multi-year project to modernize the delivery of HR services through business re-engineering, user-centric design and the adoption of digital technology, which includes the development of a new cloud-based service portal; the review of HR business processes to streamline, improve user experience and increase automation; the development and configuration of the new digital HR portal.

Please note that this is not a comprehensive list of all the activities under each core responsibility for 2023 to 2024. For more details, please consult the “Results achieved” sections for each core responsibility in this report.

Budgetary performance summary

Table 13: Actual 3-year spending on core responsibilities and internal services (dollars)

Table 13 presents how much money PSPC spent over the past 3 years to carry out its core responsibilities and for internal services.

Core responsibilities and internal services	2023 to 2024 main estimates	2023 to 2024 total authorities available for use	Actual spending over 3 years (authorities used)
Purchase of goods and services	165,857,889	223,303,057	2021 to 2022: 248,612,162 2022 to 2023: 184,863,896 2023 to 2024: 196,842,940
Payments and accounting	318,700,151	885,351,279	2021 to 2022: 584,208,702 2022 to 2023: 564,043,558 2023 to 2024: 836,496,904
Property and infrastructure	3,410,522,465	3,795,472,876	2021 to 2022: 2,821,959,418 2022 to 2023: 3,197,493,336 2023 to 2024: 3,757,979,775
Government-wide support	156,544,379	176,071,561	2021 to 2022: 155,082,347 2022 to 2023: 144,364,383 2023 to 2024: 174,902,636
Procurement Ombudsman	4,249,776	5,147,441	2021 to 2022: 3,995,892 2022 to 2023: 4,630,094 2023 to 2024: 4,697,286
Subtotal	4,055,874,660	5,085,346,214	2021 to 2022: 3,813,858,521 2022 to 2023: 4,095,395,267 2023 to 2024: 4,970,919,541
Internal services	279,731,031	456,106,529	2021 to 2022: 358,493,710 2022 to 2023: 354,395,781 2023 to 2024: 404,361,844
Total	4,335,605,691	5,541,452,743	2021 to 2022: 4,172,352,231 2022 to 2023: 4,449,791,048 2023 to 2024: 5,375,281,385

Analysis of the past 3 years of spending

The variances observed are explained as follows:

The overall $1,203 million increase between the 2021 to 2022 actual spending and the 2023 to 2024 actual spending is explained by the following:

The department spent approximately $277 million more in fiscal year 2022 to 2023 than in 2021 to 2022. The increase is primarily due to additional expenditures to deliver on the department’s property and infrastructure projects, partially offset by a decrease in expenditures for activities related to the department’s COVID-19 response which included the procurement of critical goods and services, such as personal protective equipment and health supplies.

The department spent approximately $925 million more in fiscal year 2023 to 2024 than in 2022 to 2023. The increase is primarily due to:

Payments and accounting:
- the increased spending to help stabilize the public service pay system, eliminate the backlog of pay issues, increase pay service delivery capacity in addition to activities related to the NextGen HR and Pay following the transfer from Shared Services Canada
- the timing between payments and recoveries of expenditures under the Payment in Lieu of Taxes program, mainly attributable to the payments to the City of Montréal and recovery from the Aéroports de Montréal
Property and infrastructure:
- expenditures to deliver on the department’s property and infrastructure projects, such as the major recapitalization of the Place du Portage III, the ESAP, Les Terrasses de la Chaudière Building Envelope Rehabilitation and Modernization, the Centre Block Rehabilitation Program and the purchase of the 181 Queen Street building in Ottawa for the House of Commons accommodations
- additional funding received for the protection from inflation and price variations related to space requirements for real property elements over which PSPC has very little or no control, such as rent, cost of utilities and accommodation costs

The increase of $1,040 million between the 2023 to 2024 actual spending and the 2023 to 2024 planned spending is mainly due to:

Payments and accounting:
- additional funding received to help stabilize the public service pay system, decrease the backlog of pay issues, and increase pay service delivery capacity. This funding, initially excluded from the planned spending due to its sunset, was subsequently renewed, accounting for most of the variance in the Core Responsibility
- the timing of the recovery of payments in lieu of taxes from other government organizations
Property and infrastructure:
- adjustments that were made throughout the fiscal year to align authorities with program requirements. Adjustments were made primarily to deliver on the department's property and Infrastructure projects such as the Place du Portage III renewal, the ESAP, the Centre Block Rehabilitation and the purchase of 181 Queen St, Ottawa
Internal services:
- increased salary expenditures following the ratification of various collective agreements
- additional funding received to support HR-to-Pay initiatives, for the development of a digital solution for the modernization of human resources delivery services (#OneHR) and for human resources services for employees in pay administration
- additional funding received for digital services for employees in pay administration as well as investments in the cloud adoption project which became active during fiscal year 2023 to 2024

More financial information from previous years is available on the Finances section of GC Infobase.

Table 14: Planned 3-year spending on core responsibilities and internal services (dollars)

Table 14 presents how much money PSPC plans to spend over the next 3 years to carry out its core responsibilities and for internal services.

Core responsibilities and internal services	2024 to 2025 planned spending	2025 to 2026 planned spending	2026 to 2027 planned spending
Purchase of goods and services	181,701,564	182,571,725	157,224,483
Payments and accounting	767,912,712	363,563,997	365,797,020
Property and infrastructure	3,347,618,258	3,579,502,269	2,794,589,973
Government-wide support	159,892,137	149,086,318	145,534,159
Procurement Ombudsman	4,480,464	4,498,185	4,500,921
Subtotal	4,461,605,135	4,279,222,494	3,467,646,556
Internal services	322,627,875	276,455,009	275,025,078
Total	4,784,233,010	4,555,677,503	3,742,671,634

Analysis of the next 3 years of spending

For 2026 to 2027, the department plans to spend $1,042 million less than in 2024 to 2025. The decrease is due to the end or the winding down of funding in a broad suite of initiatives including:

Purchase of Goods and Services: the decrease in funding received for the cloud-based EPS
Payments and Accounting: the end of incremental funding received in order to stabilize the pay operations and to decrease the backlog of pay issues
Property and Infrastructure: the department’s current funding approval to deliver on its major infrastructure modernization projects such as the ESAP
Internal Services: the end of incremental funding for internal services for employees in pay administration. It is also due to fluctuations in funding for IT projects such as Digital Convergence and Government of Canada Trusted Platform (GCTP)

Funding will be adjusted should future approvals be received.

More detailed financial information from previous years is available on the Finances section of GC Infobase.

Table 15: Budgetary actual gross and net planned spending summary (dollars)

Table 15 reconciles gross planned spending with net spending for 2023 to 2024.

Core responsibilities and internal services	2023 to 2024 actual gross spending	2023 to 2024 actual revenues netted against expenditures	2023 to 2024 actual net spending (authorities used)
Purchase of goods and services	370,479,295	173,636,355	196,842,940
Payments and accounting	1,032,914,302	196,417,398	836,496,904
Property and infrastructure	7,099,291,768	3,341,311,993	3,757,979,775
Government-wide support	529,898,898	354,996,262	174,902,636
Procurement Ombudsman	4,697,286	0	4,697,286
Subtotal	9,037,281,549	4,066,362,008	4,970,919,541
Internal services	478,005,145	73,643,301	404,361,844
Total	9,515,286,694	4,140,005,309	5,375,281,385

Analysis of budgetary actual gross and net planned spending summary

The department’s major sources of revenues netted against expenditures are collected through the Real Property Federal Accommodation and Infrastructure Program as well as through its 3 active revolving funds.

The Real Property Services Revolving Fund (RPSRF) collects most revenues by providing real property services such as project delivery, facility management and advisory services. The Real Property Federal Accommodation and Infrastructure Program generates revenues mainly through:

provision of spaces, conference rooms and parking
preparation of spaces for occupancy
production and distribution of utilities

Revenues are also collected through the Optional Services Revolving Fund which provides travel and vaccines procurement services, as well as through the Translation Bureau Revolving Fund which provides translation, interpretation and other linguistic services.

Information on the alignment of PSPC’s spending with Government of Canada’s spending and activities is available on the Finances section of GC Infobase.

Funding

This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Graph 2: Approved funding (statutory and voted) over a 6-year period

Graph 2 summarizes the department's approved voted and statutory funding from fiscal year 2021 to 2022 to fiscal year 2026 to 2027. Text version below.

Text version of graph 2

Approved funding (statutory and voted) over a six-year period
Fiscal year	Total	Voted	Statutory
2021 to 2022 (actual)	4,172,000,000	4,026,000,000	146,000,000
2022 to 2023 (actual)	4,450,000,000	4,378,000,000	72,000,000
2023 to 2024 (actual)	5,375,000,000	5,096,000,000	279,000,000
2024 to 2025 (planned)	4,784,000,000	4,585,000,000	199,000,000
2025 to 2026 (planned)	4,556,000,000	4,418,000,000	138,000,000
2026 to 2027 (planned)	3,743,000,000	3,613,000,000	130,000,000

Analysis of statutory and voted funding over a 6-year period

This bar chart represents the actual spending from fiscal year 2021 to 2022 to fiscal year 2023 to 2024 and the planned spending for fiscal year 2024 to 2025 to fiscal year 2026 to 2027, broken down between statutory and voted expenditures.

PSPC’s actual spending for fiscal year 2023 to 2024 was $5,375 million, a year-over year increase of $925 million from the 2022 to 2023 actual spending. Additional details of the variances in actual spending is provided under Analysis of the past 3 years of spending in the Budgetary performance summary section.

For fiscal year 2024 to 2025 to fiscal year 2026 to 2027, the figures represent total planned spending which reflects approved funding by Treasury Board, at the time of the 2024 to 2025 Departmental Plan, to support the departmental core responsibilities. Overall, there is a decrease in planned spending over the fiscal year 2024 to 2025 to fiscal year 2026 to 2027 planning horizon. Additional details of the variances in planned spending is provided under Analysis of the next 3 years of spending in the Budgetary performance summary section.

For further information on PSPC’s departmental voted and statutory expenditures, consult the Public Accounts of Canada.

Financial statement highlights

PSPC’s complete financial statements (unaudited) for the year ended March 31, 2024, are available online.

Table 16: Condensed Statement of Operations (unaudited) for the year ended March 31, 2024 (dollars)

Table 16 summarizes the expenses and revenues for 2023 to 2024 which net to the cost of operations before government funding and transfers.

Financial information	2023 to 2024 actual results	2023 to 2024 planned results	Difference (actual results minus planned)
Total expenses	7,465,361,002	6,461,278,617	1,004,082,385
Total revenues	3,398,170,593	3,091,088,598	307,081,995
Net cost of operations before government funding and transfers	4,067,190,409	3,370,190,019	697,000,390

The 2023 to 2024 planned results information is provided in PSPC’s Consolidated Future-Oriented Statement of Operations for the year ending March 31, 2024 (unaudited).

The 2023 to 2024 expenses were $1,004 million higher than planned mainly due to:

an increase in business volume with other government departments in RPSRF
renewed additional funding received to help stabilize the public service pay system, decrease the backlog of pay issues and increase pay service delivery capacity
increased salary expenses following the ratification of various collective agreements
additional funding received to support human resources initiatives and digital services for employees in pay administration

The 2023 to 2024 revenues were $307 million higher than planned mainly due to an increase in business volume with other government departments in RPSRF.

Table 17: Summary of actual expenses and revenues (in dollars)

Table 17 summarizes actual expenses and revenues which net to the cost of operations before government funding and transfers.

Financial information	2023 to 2024 actual results	2022 to 2023 actual results	Difference (2023 to 2024 minus 2022 to 2023)
Total expenses	7,465,361,002	6,944,125,041	521,235,961
Total revenues	3,398,170,593	3,322,733,038	75,437,555
Net cost of operations before government funding and transfers	4,067,190,409	3,621,392,003	445,798,406

The increase in expenses of $521 million is mainly due to:

an increase in business volume with other government departments in Real Property Services Revolving Fund
increased spending to help stabilize the public service pay system, decrease the backlog of pay issues, increase pay service delivery capacity in addition to activities related to the NextGen HR and Pay following the transfer from Shared Services Canada
inflation and price variations related to space requirements for real property elements over which PSPC has very little or no control, such as rent, cost of utilities and accommodation costs
increased salary expenses following the ratification of various collective agreements

The increase in revenues of $75 million is mainly attributable to an increase in business volume with other government departments in RPSRF.

Table 18: Condensed Statement of Financial Position (unaudited) as of March 31, 2024 (dollars)

Table 18 provides a brief snapshot of the department’s liabilities (what it owes) and assets (what the department owns), which helps to indicate its ability to carry out programs and services.

Financial information	Actual fiscal year (2023 to 2024)	Previous fiscal year (2022 to 2023)	Difference (2023 to 2024 minus 2022 to 2023)
Total net liabilities	4,481,762,321	4,068,924,576	412,837,745
Total net financial assets	1,580,839,058	1,009,162,013	571,677,045
Departmental net debt	2,900,923,263	3,059,762,563	(158,839,300)
Total non-financial assets	11,929,447,922	10,758,454,542	1,170,993,380
Departmental net financial position	9,028,524,659	7,698,691,979	1,329,832,680

The increase in total net liabilities of $413 million is mainly attributable to an increase in accounts payable and accrued liabilities due to higher business volume to deliver on the department’s property and infrastructure projects as well as in Real Property Revolving Fund.

The increase in total net financial assets of $572 million is mainly attributable to an increase in the amount that the department is entitled to draw from the Consolidated Revenue Fund as a result of the aforementioned increase in accounts payable and accrued liabilities.

The increase in total non-financial assets of $1,171 million (assets with a physical substance that are used to deliver services and have a useful life extending beyond one accounting period, such as real property, equipment or machinery that have been purchased, built or leased) is mainly attributable to an increase in tangible capital assets to deliver on the department’s property and infrastructure projects, such as the major recapitalization of the Place du Portage III, the ESAP, Les Terrasses de la Chaudière Building Envelope Rehabilitation and Modernization, the Centre Block Rehabilitation Program and the purchase of the 181 Queen Street building in Ottawa for the House of Commons accommodations.

Human resources

This section presents an overview of the department’s actual and planned human resources from fiscal year 2021 to 2022 to fiscal year 2026 to 2027.

Table 19: Actual human resources for core responsibilities and internal services

Table 19 shows a summary of human resources, in full-time equivalents, for PSPC’S core responsibilities and for its internal services for the previous 3 fiscal years.

Core responsibilities and internal services	2021 to 2022 actual full-time equivalents	2022 to 2023 actual full-time equivalents	2023 to 2024 actual full-time equivalents
Purchase of goods and services	2,106.00	2,294.00	2,352.00
Payments and accounting	4,584.65	4,842.11	5,435.00
Property and infrastructure	4,405.13	4,532.33	4,571.00
Government-wide support	2,513.74	2,539.11	2,545.00
Procurement Ombudsman	28.27	31.03	28.00
Subtotal	13,637.79	14,238.58	14,931.00
Internal services	3,138.11	3,048.96	3,176.00
Total	16,775.90	17,287.54	18,107.00

Analysis of human resources over the last 3 years

The overall 1,331 Full-time equivalents (FTE) increase between the fiscal year 2021 to 2022 and 2023 to 2024 is explained by the following:

The increase of 512 FTEs between fiscal year 2021 to 2022 and 2022 to 2023 is mainly due to:

Payments and accounting:
- Additional funding received for extra capacity in pay administration
Purchase of goods and services:
- Staffing the remaining Budget 2021 funded procurement inclusivity and procurement modernization positions
Property and infrastructure:
- Slight and controlled full-time equivalent growth in the Real Property Services program, correlated to its business volumes to deliver on PSPC and Other Government Departments’ projects while addressing the Government and Real Property Services priorities

The increase of 819 FTEs between fiscal year 2022 to 2023 and 2023 to 2024 is mainly due to:

Payments and accounting:
- Additional funding received in order to stabilize the pay operations and to decrease the backlog of pay issues
Property and infrastructure
- Slight and controlled full-time equivalent growth in the Real Property Services program, correlated to its business volumes to deliver on PSPC and Other Government Departments’ projects while addressing the Government and Real Property Services priorities
Purchase of goods and services:
- An increase in business volume for defence and marine procurement, resulting in additional staffing requirements

Table 20: Human resources planning summary for core responsibilities and internal services

Table 20 shows information on human resources, in full-time equivalents, for each of PSPC’s core responsibilities and for its internal services planned for the next 3 years. Human resources for the current fiscal year are forecasted based on year to date.

Core responsibilities and internal services	2024 to 2025 planned full-time equivalents	2025 to 2026 planned full-time equivalents	2026 to 2027 planned full-time equivalents
Purchase of goods and services	2,425	2,433	2,418
Payments and accounting	6,266	2,474	2,474
Property and infrastructure	4,691	4,715	4,721
Government-wide support	2,706	2,693	2,680
Procurement Ombudsman	28	28	28
Subtotal	16,116	12,343	12,321
Internal services	3,449	3,415	3,406
Total	19,565	15,758	15,727

Analysis of human resources for the next 3 years

For 2026 to 2027, the department plans a decrease of 3,838 FTEs over 2024 to 2025. This decrease is mainly due to the end of incremental funding received in order to stabilize the pay operations and to decrease the backlog of pay issues. Planned FTEs will be adjusted should future approvals be received.

Corporate information

Departmental profile

Appropriate minister(s): Jean-Yves Duclos, PC, MP

Institutional head: Arianne Reza

Ministerial portfolio: Public Services and Procurement Canada

Enabling instrument(s): The Department of Public Works and Government Services Act establishes the Department of Public Services and Procurement Canada.

Year of incorporation / commencement: 1841

Other: The Minister of Public Services and Procurement has responsibilities under 19 other acts. The most important ones are:

Departmental contact information

Mailing address:

Public Services and Procurement Canada
11 Laurier St, Portage III, Place du Portage
Gatineau, QC K1A 0S5

Email: questions@tpsgc-pwgsc.gc.ca

Website(s): For more information on PSPC’s programs and services, please communicate with us through our general enquiries webpage.

You can follow PSPC on Facebook, LinkedIn, X (Twitter), Instagram, and YouTube.

Supplementary information tables

The following supplementary information tables are available on PSPC’s website:

Details on transfer payment programs
Gender‑based analysis plus
Response to Parliamentary committees and external audits
Information on PSPC’s contribution to the United Nations 2030 Agenda and the Sustainable Development Goals can be found in PSPC’s Departmental Sustainable Development Strategy and associated progress reports

Federal tax expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and gender-based analysis plus of tax expenditures.

Definitions

Appropriation (crédit)

Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

Budgetary expenditures (dépenses budgétaires)

Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.

Core responsibility (responsabilité essentielle)

An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)

A report on the plans and expected performance of an appropriated department over a 3-year period. Departmental Plans are usually tabled in Parliament each spring.

Departmental priority (priorité)

A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.

Departmental result (résultat ministériel)

A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.

Departmental result indicator (indicateur de résultat ministériel)

A quantitative measure of progress on a departmental result.

Departmental results framework (cadre ministériel des résultats)

A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

Full-time equivalent (équivalent temps plein)

A measure of the extent to which an employee represents a full person-year charge against a departmental budget. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.

Gender-based analysis plus (analyse comparative entre les sexes plus [ACS Plus])

An analytical tool used to assess support the development of responsive and inclusive how different groups of women, men and gender-diverse people experience policies, programs and policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.

Government-wide priorities (priorités pangouvernementales)

For the purpose of the 2023–24 Departmental Results Report, government-wide priorities are the high-level themes outlining the government’s agenda in the November 23, 2021, Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighter harder for safer communities; standing up for diversity and inclusion; moving faster on the path to Reconciliation; and fighting for a secure, just and equitable world.

Horizontal initiative (initiative horizontale)

An initiative where 2 or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.

Non‑budgetary expenditures (dépenses non budgétaires)

Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

Performance (rendement)

What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.

Performance indicator (indicateur de rendement)

A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a department, program, policy or initiative respecting expected results.

Plan (plan)

The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.

Planned spending (dépenses prévues)

For departmental plans and departmental results reports, planned spending refers to those amounts presented in Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their departmental plans and departmental results reports.

Program (programme)

Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

Program inventory (répertoire des programmes)

Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.

Result (résultat)

A consequence attributed, in part, to a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.

Indigenous business (entreprise autochtones)

For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory.

Statutory expenditures (dépenses législatives)

Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

Target (cible)

A measurable performance or success level that a department, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

Voted expenditures (dépenses votées)

Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.

Footnotes

Footnote 1

Through an Order in Council, ‘Procurement Ombudsman’ has been changed to ‘Procurement Ombud’. The change in terminology will be reflected in PSPC corporate reports going forward.

Return to footnote 1 referrer

Footnote 2

For the purposes of measuring performance against the minimum 5% target for fiscal year 2023 to 2024, the data in this table is based on how Indigenous Services Canada defines “Indigenous business”, which is Elders, band and tribal councils; businesses registered in the Indigenous Business Directory for contracts under the Procurement Strategy for Indigenous Business; and, businesses registered in a beneficiary business list for contracts with a final delivery in a modern treaty or self-government agreement area with economic measures as defined by Indigenous Services.

Return to footnote 2 referrer

Page details

2024-12-17

Public Services and Procurement Canada2023 to 2024 Departmental Results Report

On this page

From the Minister

Results: what we achieved

Core responsibilities and internal services

Core responsibility 1: Purchase of goods and services

Description

Progress on results

Table 1: Targets and results for Purchase of goods and services

Table 1.1 Notes

Table 1.3 Notes

Details on results

COVID-19 Pandemic

Defence and marine procurement

Procurement of information technology solutions

Procurement modernization

Indigenous procurement

Supplier diversity

Green procurement

Ethical procurement

Accessible procurement

Key risks

Defence and marine procurement

Procurement change and priority management

Resources required to achieve results

Table 2: Snapshot of resources required for Purchase of Goods and Services

Related government-wide priorities

Gender-based analysis plus

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

Innovation

Contract Modernization Initiative

Reverse tradeshows

Program inventory

Core responsibility 2: Payments and accounting

Description

Progress on results

Table 3: Targets and results for Payments and accounting

Table 3.1 Note

Table 3.3 Note

Details on results

Key risks

HR-to-pay stabilization

Resources required to achieve results

Table 4: Snapshot of resources required for Payments and Accounting

Related government-wide priorities

Gender-based analysis plus

Innovation

Program inventory

Core responsibility 3: Property and infrastructure

Description

Progress on results

Table 5: Targets and results for Property and infrastructure

Table 5.1 Notes

Table 5.2 Notes

Details on results

Evolution of work and office portfolio reduction

Advance transformative projects, accelerate modernization work to rehabilitate places and buildings of national significance

Protect the integrity, value and usefulness of engineering assets

Improve interprovincial crossings in the National Capital Region

Long Term Vision and Plan for the Parliamentary Precinct

Laboratories Canada Strategy

Prompt payment initiative

Advance sustainability, climate resiliency, and the green agenda for federal real property and infrastructure assets

Improve access to housing

Improve accessibility of federal buildings

Key risks

Real Property asset integrity, safety and accessibility

Delivery of large-scale and complex initiatives

Resources required to achieve results

Table 6: Snapshot of resources required for Property and Infrastructure

Related government-wide priorities

Gender-based analysis plus

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

Innovation

CD Howe innovation pilot project

Laboratories Canada Digital Science Enablement Experimentation and Innovation Program

Program inventory

Core responsibility 4: Government-wide support

Description

Progress on results

Public Services and Procurement Canada
2023 to 2024 Departmental Results Report

Core responsibility 5: Procurement Ombudsman^{Footnote 1}

Table 12: Total value of contracts awarded to Indigenous businesses^{Footnote 2}