Public Services and Procurement Canada
2024 to 2025 Departmental results report

• Description
• Quality of life impacts
• Progress on results
• Details on results
• Key risks
• Resources required to achieve results
• Related government-wide priorities
• Program inventory

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

In 2024 to 2025, PSPC managed the procurement of goods and services valued at approximately $52 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. Some contracts were terminated or renegotiated to better align with supply demands and reduce costs, where possible.

PSPC achieved the following results to support the response to the COVID-19 pandemic:

• received final deliveries of over 12.5 million doses of mRNA vaccines through the COVID-19 Advance Purchase Agreement with Pfizer and Moderna to support the fall and winter vaccination campaign against the latest strain of COVID for 2024 to 2025
• transitioned planning for the procurement of routine COVID-19 vaccines to the Bulk Purchasing Program, similar to the annual procurement of influenza vaccine, and initiated procurements for 2025 to 2026
• continued managing contracts with Medicom and 3M for the supply of N95 respirators and surgical masks

Defence and marine procurement

In 2024 to 2025, the department continued to support Canada's recently revised defence policy and the National Shipbuilding Strategy (NSS), ensuring that the Canadian Armed Forces and the Canadian Coast Guard receive the equipment and services they need.

• awarded a contract for the Future Aircrew Training program to support a multi purpose and combat-capable air force
• ensured that the shipyard infrastructure investment to enhance and accelerate River-class destroyer (RCD) construction at Irving Shipbuilding Incorporated is progressing on schedule
• started construction activities on the RCD Production Test Module to test and streamline processes, implement lessons learned into the build process, and enable the start of full-rate production for RCD Batch 1 (ships 1 to 3)
• awarded a contract for the collection and destruction of prohibited firearms
• awarded 2 contracts to supply new fleets of light and heavy logistics vehicles, trailers, vehicle modules, and armour protection kits

Enhanced service delivery

In 2024 to 2025, multiple initiatives were initiated or advanced for PSPC to achieve the following results to enhance service delivery:

• led the re-procurement of the Aircraft Charter Services National Master Standing Offer, including the implementation of enhancements to increase participation
• began implementation of the Vendor Performance Management policy to hold suppliers to account, with an initial focus on professional services contracts
• successfully implemented the Outreach Content Roadmap, including the transition to delivering new and redesigned content that provides timely and relevant information to users
• advanced the transformation and modernization of the procurement of professional services by addressing the findings of audits and reviews from the Office of the Auditor General (OAG), the OPO, and the Office of the Comptroller General (OCG) completed between 2023 and 2025
• aligned the 7 mandatory methods of supply (MoS) for the procurement of professional services to the departmental Contract Security Program’s new streamlined security process
• developed a plan to modernize MoS for the procurement of professional services, and initiated implementation of the updated contracting principles and practices introduced in fiscal year 2023 to 2024
• provided critical leadership and strategic support on the multi-year, multi-stakeholder Faro Mine Remediation Project

Procurement of information technology solutions

PSPC achieved the following results to support the procurement of information technology (IT) solutions:

• jointly began industry consultations with Shared Services Canada (SSC) on how the Government of Canada can improve cloud-based software procurement tools, which included written feedback from 24 vendors and 19 one-on-one engagement sessions with companies
• partnered with the Treasury Board of Canada Secretariat (TBS) and SSC to identify opportunities to procure enterprise solutions that reduce software solution sprawl across the government and reduce costs by leveraging volume-based buying power
• continued to engage with SSC and industry to improve how security, data sovereignty, and the procurement of cloud-based technology can be improved

Canadian Dental Care Plan

PSPC successfully oversaw the implementation of the Canadian Dental Care Plan claim processing contract, the largest dental care plan in Canada. The Plan was officially launched in December 2023, while the claims processing services were launched in May 2024. The procurement and implementation activities were completed with exceptional efficiency and recognized as a model of procurement excellence.

Results achieved: Government purchasing is easy to access, fair and transparent for suppliers

Procurement modernization

As part of overall modernizing efforts and building on the success of its cloud-based e-procurement system – the the Electronic Procurement System – PSPC continued the implementation of the modernized contract model and content, as well as the automated contract assembly tool, which has become the default standard within the contract assembly process. Work is now underway to offer the tool to other government departments and agencies.

PSPC achieved the following results to support procurement modernization:

• launched a procurement service hub with numerous negotiation support tools, templates and services designed to enhance the department’s capacity to negotiate contracts, and offered training to 750 employees
• continued to implement digital delivery of procurement services and improve functionality of its systems by developing standardized bidding and evaluation process forms to streamline evaluations, reduce bidder errors, and ensure consistency across all solicitations
• completed a first full year of operations of the EPS, while continuing to onboard, train and roll-out functionality to further support program priorities
• organized workshops to help current and prospective bidders to navigate the government’s e-procurement solution and to find and bid on federal contract opportunities
• completed onboarding of other government departments to the CanadaBuys tender management application, allowing them to post contract solicitations and notices
• continued to advance the decommissioning activities related to legacy procurement 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. PSPC achieved the following results in support of project management competencies and data literacy:

• designed and implemented a scalable, centralized data warehouse to consolidate procurement data, successfully integrated data from the Automated Buyer Environment and EPS to improve overall efficiency of data use, and standardized structures to enhance reporting, analysis, and decision-making
• designed a tool to proactively detect potential data errors and inconsistencies, and launched a network of data stewards to accelerate data corrections while developing a data culture

Results achieved: Government purchasing supports Canada’s economic, environmental, and social policy goal

Procuring from Indigenous businesses

PSPC achieved the following results to support procurement from Indigenous businesses:

• continued to support Indigenous Services Canada (ISC), TBS, and Indigenous partners on the co-development of the Transformative Indigenous Procurement Strategy, which aims to improve procurement policies, safeguards and processes for increased Indigenous participation and inclusion in federal procurement
• launched initiatives to help remove barriers for Indigenous businesses in procurement, including increasing the threshold for financial security requirements on construction contracts from $100,000 to $500,000
• continued efforts to engage with Indigenous groups through the Canadian Collaborative Procurement Initiative (CCPI), which contributed to the First Nations Health Authority becoming the first Indigenous organization to join CCPI
• released a set of Indigenous procurement clauses in the Contract Modernization Initiative (CMI) Tool that allow for tailored integration of best practices to Indigenous procurement solicitations and contract
• developed measures to enhance oversight of procurement processes to identify and address instances of impropriety, including those related to Indigenous procurement
• led Indigenous business information sessions virtually, in-person or in hybrid formats through PSPC’s Procurement Assistance Canada (PAC) 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

Supplier diversity

To build a more inclusive federal supplier base and to support the objectives identified in the Policy on Social Procurement and the Supplier Diversity Action Plan, PSPC continued to lay the groundwork for supplier diversity initiatives.

PSPC achieved the following results to increase supplier diversity:

• increased knowledge and awareness of procurement officers in the application of supplier diversity considerations to procurements
• participated in partners’ events and delivered high-level presentations, workshops and webinars about federal procurement, while also offering one-on-one support and drop-in office hours to address the needs of small and diverse businesses
• held 3,640 events throughout Canada via PAC, reaching 41,777 participants, including 13 Small Business Information Expos and Buyers’ Expos specifically targeting smaller and diverse suppliers and communities under represented in federal procurement (for example, Black or Indigenous-owned businesses
• continued to enhance the embedded EPS supplier questionnaire to allow for gathering further and more precise socio-economic data points about supplier self identification as belonging to 1 or more recognized equity-deserving groups

Green procurement

PSPC has consistently supported TBS in implementing the Policy on Green Procurement and the Greening Government Strategy for the adoption of green procurement across the Government of Canada and the promotion of clean technology procurement.

PSPC achieved the following results to support green procurement:

• reported a 100% rate of compliance in the application of the Greenhouse Gas (GHG) Disclosure Standard for all eligible PSPC contracts
• continued a data collection pilot in the light-duty vehicle category, as part of PSPC’s Low Carbon Procurement Project, to generate carbon footprint and GHG emissions baselines and benchmarks, which resulted in 14 vehicle manufacturers providing carbon footprint data on 152 vehicle models
• continued work on a multi-year project to customize and configure the Green Public Procurement Tool for federal assets, a public, online database to enable procurement professionals and clients to identify verified environmentally preferable and clean technology products

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.

PSPC achieved the following results to support ethical procurement:

• developed a draft supply chain due diligence framework to address and report on risks of human and labour rights abuses in procurement supply chains
• supported Public Safety Canada by developing procurement-related standard language for government institutions required to report under the Fighting Against Forced Labour and Child Labour in Supply Chains Act
• raised awareness of the risks of human trafficking, forced labor, and child labour in federal supply chains via various communiques, presentations, and guidance materials for buyers and businesses, and formally completed a risk assessment specific to PSPC’s own electronics supply chains
• held public engagement sessions in early 2024 to introduce the Policy on Ethical Procurement and gather feedback from industry and other stakeholders

Accessible procurement

In 2024 to 2025, 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.

PSPC achieved the following results to support accessible procurement:

• delivered 6 Government of Canada-wide information sessions in collaboration with SSC and 17 ad hoc sessions to federal departments and agencies and federal communities of practice about accessible procurement
• developed a Guide to considering accessibility when procuring goods and services to help federal business owners and contracting authorities understand how to incorporate accessibility considerations in procurement specifications
• in collaboration with SSC, reviewed federal departments’ and agencies’ Statements of Work and Statements of Requirements to identify opportunities to include accessibility requirements in information and communication technology related procurement specifications

PSPC ensures 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 work in collaboration with their clients to integrate GBA Plus into procurements.

With a view to strengthening these efforts, PSPC will continue the delivery of its training course on how to apply a GBA Plus approach to procurement using a step by step methodology, which demonstrates how PSPC’s GBA Plus approach can contribute to an equitable procurement environment.

For detailed information on how PSPC is applying GBA Plus to its various programs and activities, please consult PSPC’s Supplementary Information Table on Gender-based Analysis Plus.

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 2024 to 2025, among various initiatives and programs supporting the SDGs, the department:

• continued to undertake measures to minimize the environmental impacts of procurement by diverting construction materials away from landfills
• leveraged PSPC’s spending to accelerate the global transition to a net-zero, circular economy by requesting that construction tenders include greenhouse gas emission reduction plans

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 its Departmental Sustainable Development Strategy.

• Description
• Quality of life impacts
• Progress on results
• Details on results
• Key risks
• Resources required to achieve results
• Related government-wide priorities
• Program inventory

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

PSPC achieved the following results to support this departmental result:

• streamlined payment reconciliation processes by exchanging cheque images rather than physical cheques with eligible financial institutions
• implemented the new ISO 20022 messaging standard for large value wire payments issued in Canada, allowing wire payments to carry additional data

Results achieved: 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 $16.6 billion in 2024 to 2025. For the 24th consecutive year, the Pension Program received an unmodified audit opinion from the OAG on the public service pension plan financial statements, underscoring the Program's robust quality assurance and stewardship practices.

PSPC achieved the following results in support of the federal pension plan members:

• successfully launched the updated active member web portals, in support of its digital-first strategy, for Public Service, Royal Canadian Mounted Police, and Canadian Armed Forces pension plan members
• enhanced the efficiency and accessibility of the pension services web portal with user-centered design, combined with new features and self-service options, while reducing reliance on traditional paper-based processing
• transitioned its telephony system from landlines to Voice over Internet Protocol technology to ensure stability of the telephony system for plan members contacting the Government of Canada Pension Centre and reduce the risk of failure

Results achieved: In collaboration with government departments, employees receive timely and accurate pay and benefits

Ensure that public servants are paid accurately and on time

PSPC employed strategies and initiatives to ensure pay processing is accurate and timely and employees have confidence in the integrity of their pay.

PSPC achieved the following results to ensure that public servants are paid accurately and on time:

• processed more cases than it received (1.5 million cases received versus 1.6 million cases processed), as a result of growth in capacity, increased automation and bulk processing
• implemented the Pay Centre Backlog Reduction Strategy by dedicating 200 experienced compensation advisors to process a subset of critical backlog cases while the remainder of PSPC’s pay processing workforce focused on maintaining service standards on intake
• achieved a service standard adherence rate of 83% on all cases submitted at the Pay Centre
• provided additional training to 1,259 compensation advisors to expand their compensation knowledge and support complex cases resolution
• successfully deployed the Oracle Database (Pay System, Database and People Tools) to ensure the continued use of an up-to-date and supported application in the pay system to manage employees’ time
• finalized the MyGCPay 3-year roadmap, with the official launch of MyGCPay external access in January 2025 to improve client experience, resulting in all employees being able use the application from outside of the Government of Canada’s network

Data integrity, collective agreement implementation, financial comptrollership and stewardship and training

PSPC is mandated to administer compensation and benefits (payroll, general ledger, taxes, HR integration) and data integrity for all current and former federal employees (over 430,000) in more than 100 distinct organizations. It also provides training and information support to the Government of Canada compensation community, and to the human resources and financial functional communities.

PSPC achieved the following results to support data integrity, collective agreement implementation, financial comptrollership and stewardship, and training:

• maintained the Payroll System General Ledger for the Government of Canada, overseeing control accounts exceeding $40 billion in pay-related transactions on behalf of all departments
• managed approximately $20 billion in payroll deduction remittances on behalf of the Government of Canada, ensuring compliance with relevant Acts, Policies, and Directives, while overseeing the timely processing of payments to more than 150 organizations
• implemented the Reconciliation Tool to address the reconciliation of overpayment balances between interdepartmental systems, strengthening payroll integrity and reducing financial exposure
• implemented 78 collective agreements, respecting the negotiated timelines of 180 days from the signature
• optimized and standardized training delivery, improving accessibility and efficiency to support compensation advisor development across the federal government
• distributed over 350 communications on pay and compensation notices and changes, ensuring clarity across the Government of Canada

Standardize processes, practices and systems for consistent HR management across departments

PSPC achieved the following results in support of the standardization of HR processes, practices and systems across departments:

• launched the Unified Actions for Pay (UAP) to reinforce HR and pay practices across the Government of Canada to increase the reliability and consistency of HR data, improve the accuracy and promptness of pay for employees and help prepare for the future of HR and pay
• conducted a feasibility assessment, which concluded that it would be possible for the Government of Canada to implement the Dayforce solution enterprise-wide and also validated key components required for transformation
• set the foundation for future phases of the business and digital transformation, including deployment option for the platform and its implementation plan, the strategy for user testing, and the operational support model for the eventual operation of 2 systems in parallel

Results achieved: Canadians have timely access to reliable information on Canada’s finances

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 continued to remain among the world leaders in terms of government accounting. For the 26th consecutive year, the consolidated financial statements of the Government of Canada received an unmodified audit opinion from the Auditor General.

PSPC achieved the following results to support this departmental result:

• implemented tools which improved efficiency and reduced low-value tasks for the production of monthly government reports
• 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
• implemented the new Central Financial Reporting Portal through the Receiver General Modernization initiative, which provides a web-based method for Crown corporations to submit financial information to the Receiver General, eliminating a manual, spreadsheet-based process – enhancing data integrity and operational efficiency

PSPC will continue analyzing pay related data, looking at the gender, age, and language composition of employees with a pay case to guide future planning and decision making to improve pay processing outcomes for diverse groups of employees.

The Pay Centre continues to prioritize Maternity, Parental, and Disability case-types, ensuring service standards are met for vulnerable populations.

Through the Pension Program, PSPC will continue to collect demographic and diversity related data via pension member satisfaction surveys to assess how current services are delivered to diverse groups and identify opportunities for improvement and innovation.

The Pension Program conducted 4 client service feedback surveys to measure pension plan member satisfaction with the services provided by the Government of Canada Pension Centre and the Program’s online pension portal. Feedback was received from over 6,500 active and retired members across the Public Service, Canadian Armed Forces, and Royal Canadian Mounted Police pension plans. Ongoing engagement with pension plan members is instrumental in supporting the planning of future pension services and process improvement activities.

For detailed information on how PSPC is applying GBA Plus to its various Programs and activities, please consult Supplementary Information Table on Gender-based Analysis Plus.

• Description
• Quality of life impacts
• Progress on results
• Details on results
• Key risks
• Resources required to achieve results
• Related government-wide priorities
• Program inventory

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

Evolution of work and office portfolio reduction

In support of Budget 2024 commitments, PSPC advanced major initiatives to modernize and streamline the federal real property portfolio. These efforts focused on reducing office space, protocols for accelerating the disposal of surplus properties, and optimizing the use of government assets.

PSPC achieved the following results to support the evolution of work and office portfolio reduction:

• developed the Government of Canada Office Portfolio Reduction Plan (GC-OPRP), which received Treasury Board of Canada (TB) approval and outlines the path to achieving office space reductions announced in Budget 2024
• developed and implemented the 10-Year Long-Term Accommodation Plan for federal departments and agencies, a key milestone under the GC-OPRP, which outlines their accommodation strategies and identifies a confirmed reduction of 1.96 million square metres
• advanced space optimization efforts through surplus warehouse reductions, achieving $2 million in savings for 2024 to 2025 with $2.8 million more projected

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

In 2024 to 2025, PSPC made significant progress in advancing the rehabilitation and restoration of places and buildings of national significance. 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.

PSPC achieved the following results to advance transformative projects and accelerate modernization work to rehabilitate places and buildings of national significance:

• advanced the rehabilitation of the Parliamentary Precinct through the Long-Term Vision and Plan (LTVP)
• continued implementation of the Laboratories Canada (LabsCanada) Strategy and the LTVP by opening two new LabsCanada facilities - the Regulatory and Security Science (RSS) facility in North Saanich, British Columbia, to protect Canada’s border and crops and to grow agricultural trade, and the new TerraCanada facility in Mississauga, Ontario, to advance next-generation clean materials and the manufacturing industry
• advanced the new Montreal Judicial Complex (Montreal Court House) construction and fit up project under the National Accommodation Strategy for federal courts and tribunals with key milestones achieved

Work towards conserving Canada’s heritage by rehabilitating and restoring places and buildings of national significance will prolong the lifespan of critical federal assets and ensure long-term efficiency and fiscal responsibility. These projects also generate significant local and national economic benefits for Canadians through job creation across the construction, manufacturing, and service sectors. PSPC achieved the following results to support the rehabilitation and restoration of places and buildings of national significance:

• completed Tower B office accommodations of the Lester B. Pearson Building, optimizing the layout to increase occupancy capacity from 620 to 800 workstations
• made progress on the approval of the rehabilitation project of the Supreme Court of Canada building and continued the operation of the building by advancing its Repair Program
• continued the reassessment of the Connaught Building project to confirm and align its scope with the Government of Canada Office Portfolio Reduction Plan
• redeveloped the existing Gulf Fisheries Centre, in Moncton, New Brunswick, through the LabsCanada Strategy, with construction of the new science annex underway with the project being on track for completion in 2028
• advanced the implementation of the multiphase Winnipeg Office Strategy, in the Western region, with key projects advancing to support future office space reductions, planning allocations secured for regional offices, and preparations underway to rehabilitate a heritage Crown asset to support its long-term use

Protect the integrity, value and usefulness of engineering assets

In 2024 to 2025, PSPC continued implementing its long-term portfolio plan to ensure engineering assets are in fair or better condition, providing safe and continued use by Canadians and efficient operations with an emphasis on service availability.

PSPC achieved the following results to protect the integrity, value and usefulness of engineering assets:

• continued collaboration with Indigenous communities and the Impact Assessment Agency on the Timiskaming Quebec Dam Complex to finalize the project impact assessment, with additional feasibility analyses underway to support the process
• completed the replacement of the steel deck and reinforced concrete approach spans of the Burlington Canal Lift Bridge in Burlington, Ontario, improving the overall condition of the bridge, and extending its service life
• continued progress on the completion of the Cliff, Tunney’s Pasture and Confederation Heights Energy Centres, National Capital Region (NCR) District Energy System (DES) Pumphouse and the distribution network of Energy Services Acquisition Program (ESAP)
• accelerated the design-to-in-service timeline for installation of a modular bridge for the LaSalle Causeway in Kingston, Ontario

Improve interprovincial crossings in the National Capital Region

In 2024 to 2025, PSPC progressed on multiple projects to continue to improve crossings in the NCR.

PSPC achieved the following results to improve interprovincial crossings in the NCR:

• conducted engagement with Indigenous communities, led public consultations on the concept design, and obtained the National Capital Commission (NCC) approval for the preferred concept design for the Alexandra Bridge Replacement Project, 3 months earlier than planned
• completed structural repairs on the Union Bridge of the Chaudière Crossings and awarded the design contract for the southern structures renewal, with design work currently underway
• awarded the design contract for the wearing surface and girder coating renewal of the Macdonald-Cartier Bridge, with design work progressing and construction contract in development
• continued to advance the next phase of the New Eastern Bridge in the NCR project, including the impact assessment, discussion with Indigenous communities, design, preliminary site preparation, and a procurement strategy

Long-Term Vision and Plan for the Parliamentary Precinct

The LTVP is restoring and modernizing the Parliamentary Precinct to meet the needs of a twenty-first century Parliament, while ensuring that it continues to serve as the home of Canadian democracy and a source of national pride for all Canadians. This multi-decade planning framework is revitalizing historic buildings, such as the Centre Block and Block 2, and transforming the Precinct into an open, accessible, safe, secure, and integrated parliamentary campus.

PSPC continued to work with parliamentary administrations, Indigenous partners, the NCC, the City of Ottawa, and public input to update the LTVP, which will guide decision making and planning in the Precinct over a 50-year horizon. LTVP introduces a more integrated and flexible investment approach that prioritizes campus security and modern infrastructure.

PSPC achieved the following results in the implementation of the LTVP for the Parliamentary Precinct:

• completed 100% design development for the Centre Block landscape design—a key milestone that will lead to the creation of a more accessible and inclusive public space on Parliament Hill
• advanced significantly design development for the Centre Block and the Parliament Welcome Centre, with final building design deliverables on track for completion in the fall 2025
• advanced Centre Block construction, transitioning from deconstruction to rebuild, with major progress that includes the initiation of the structural rebuild, completion of 90% of basement support posts, and continued masonry restoration, with 20% of the overall scope completed
• achieved the 50% schematic design milestone for the Block 2 redevelopment project and completed pre-design work including site analysis and building assessments, and initiated construction activities, including site mobilization, selective demolition, abatement, and infrastructure relocation
• continued to work with Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC) to advance a national space for First Nations, Inuit, and Métis Peoples and a dedicated Algonquin space

Laboratories Canada Strategy

In 2024 to 2025, PSPC further advanced the LabsCanada Strategy by leading efforts to support federal science and research and addressing critical infrastructure and partnership needs, while strategically positioning departments and agencies to navigate the evolving research landscape. Through the design and delivery of modern, secure, accessible, and digitally enabled facilities, LabsCanada is providing optimal environments for federal scientists to share resources and deliver their research and regulatory mandates.

PSPC achieved the following results in support of LabsCanada Strategy:

• opened the TerraCanada Mississauga Advanced Materials Research Facility, incorporating AI-driven robotics to advance materials science in fields ranging from biotech to batteries
• awarded the construction contract for TerraCanada NCR, and began design procurement for TerraCanada Québec, both key scientific enablers for Canada’s work in critical mineral
• completed the RSS Sidney (BC) Centre for Plant Health, to protect and grow agricultural trade and commerce in tree fruit, vine fruit, and berries and related industries (for example, wines) by drastically cutting plant import and export times
• completed 100% design of the Atlantic Science Enterprise Centre (ASEC) and moved into full construction of the science wing

Results achieved: Federal infrastructure spending supports Canada’s social, economic and environmental priorities

In 2024 to 2025, PSPC continued to deliver on federal infrastructure priorities that support Canada’s social, economic, and environmental objectives. Through targeted investments and collaborative initiatives, the department helped improve access to housing, advance climate resiliency and sustainability, enhance the accessibility of federal buildings, and support Reconciliation with Indigenous Peoples.

Improve access to housing

As part of its efforts to support the National Housing Strategy, PSPC advanced several key initiatives aimed at unlocking public lands for housing. Throughout the year, PSPC worked closely with federal partners to streamline the disposal process related to surplus federal properties, assess properties for their potential for housing, and contribute to the Canada Mortgage and Housing Corporation (CMHC)-led Federal Lands Initiative (FLI).

PSPC achieved the following results to improve access to housing:

• collaborated with Housing, Infrastructure and Communities Canada (HICC) to advance the launch of the Public Lands Action Council to support the government’s priorities by accelerating land availability and enabling coordinated action across jurisdictions
• launched the Canada Public Land Bank (CPLB) website in August 2024, with an initial 56 properties, representing 25,000 potential housing units. The Bank now has 90 properties listed, representing approximately 42,000 housing units
• collaborated with HICC, CMHC and CLC as an active member of the Federal Land Council ensuring rapid review of FLI applications
• engaged with stakeholders from coast to coast to coast, in partnership with HICC, CIRNAC and other departments, through roundtables, one-on-one meetings and presentations at conferences with a broad cross section of external stakeholders and rights holders
• supported 7 affordable housing projects representing nearly 1,550 units, including a PSPC-led initiative that involved transferring Marine House in Dartmouth, Nova Scotia, to the Mi’kmaq Native Friendship Society for redevelopment
• advanced the disposal of the Asticou Centre in the NCR for the construction of a new 600-bed hospital and the renaturalization of approximately 10 hectares of land

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

PSPC achieved the following results to support sustainability, climate resiliency and the green agenda for federal real property and infrastructure assets:

• expanded occupant engagement initiatives, leveraging AI and centralized digital tools and communications to reduce plastics in PSPC buildings, while maximizing diversion opportunities by partnering with the Waste Diversion Program to recycle over 7,000 kg of hard-to-recycle plastic
• continued implementing the Buy Clean Strategy by sourcing construction materials with lower embodied carbon for federal infrastructure projects
• developed a new directive focused on designing low embodied carbon construction projects, which aims to minimize the environmental footprint of these projects
• continued progressing in its commitment to reducing GHG emissions, which includes the Clean Electricity Initiative that secured access to clean renewable electricity for 22 federal participating departments
• co-led the approval process for the National Clean Electricity Program alongside the Atlantic and Western regions, with the goal of achieving 100% clean energy through agreements with SaskPower, Nova Scotia Power and New Brunswick Power, as well as a 23-year contract with Capital Power in Alberta
• continued implementing its Climate Adaptation Strategy by advancing climate risk assessment of its crown assets and by implementing adaptation measures, as well as client climate resiliency requirements in leases
• secured TB approval for the Federal Contaminated Sites Action Plan Phase V while continuing to progress on several contaminated site projects, including large-scale remediation efforts at sites such as Esquimalt Graving Dock, Alaska Highway and others

The Parliamentary Precinct and LabsCanada LTVPs both remained central to PSPC’s efforts to advance sustainability, climate resiliency, and the greening commitment for federal real property and infrastructure assets. With the goal of reducing the Government of Canada’s carbon footprint, PSPC achieved the following results in 2024 to 2025:

• secured Leadership in Energy and Environmental Design (LEED) Operations and Maintenance Gold Certification for the Sir John A. Macdonald building, Parliament Welcome Centre Phase 1, and Senate of Canada building
• completed the House of Commons User Pay Pilot Project for electric vehicle charging stations in May 2024 with full roll-out in July 2024
• completed the successful transition of the energy switchover from steam to low temperature hot water for 9 Parliamentary Precinct facilities
• received LEED Gold Certification for TerraCanada Mississauga

Improve accessibility of federal buildings

In 2024 to 2025, PSPC maintained a strong leadership role in advancing the Accessible Government Built Environment Initiative. As the Government of Canada's authority on real property, PSPC is committed to ensuring that all facilities are compliant with applicable accessibility standards and that the latest and evolving standards continue to be considered in new projects.

PSPC achieved the following results to further enhance accessibility of federal buildings:

• completed the GCworkplace Accessibility and Inclusivity Guide, promoting inclusive workplace planning across the Government of Canada enterprise to meet compliance and help create a barrier-free Canada by 2040
• continued to engage with Accessibility Standards Canada (ASC) and other stakeholders from the persons with disabilities community to explore opportunities to reduce barriers within its facilities and workspaces
• continued to advance the implementation of the Parliamentary Precinct Universal Accessibility Strategy and Action Plan, including the substantial completion of the universal accessibility audit program for the buildings and grounds, and the launch of the update to the Interior Signage Guidelines
• advanced accessibility and inclusion in the design of laboratory facilities to meet ASC’s guidance for LabsCanada projects

Support Reconciliation efforts

PSPC achieved the following results to support Reconciliation efforts:

• funded 3 projects through the Strategic Partnerships Initiative with Cando, the First Nations Business Development Association, and the Indigenous Prosperity Centre at South Island Prosperity Partnership
• enhanced Indigenous participation in federal procurement by awarding over $42 million in contracts to Indigenous businesses, representing 4.2% of total eligible spending
• represented and reflected Indigenous culture through the application of the Indigenous Design Guidelines during GCworkplaces fit-ups, in a effort to incorporate Indigenous cultural and spiritual spaces, and design influences in major PSPC-led real property project
• worked with Canadian Heritage, the NCC and parliamentary partners to fulfill the Truth and Reconciliation Commission’s Call to Action 81 to commission and install the Residential Schools national monument
• supported CIRNAC in advancing the vision, design, and governance of a national space for First Nations, Inuit, and Métis Peoples, including facilitating the signing of a Letter of Intent and a Collaboration Implementation Framework with national Indigenous organizations, and coordinating a ceremony with the Anishinàbe Algonquin Chiefs to formalize the commitment to develop a dedicated Algonquin space
• leveraged Indigenous Participation Plans (IPPs) to increase Indigenous economic participation in major projects, awarding $35 million to support Indigenous business initiatives for the Centre Block Rehabilitation Program, while the Block 2 redevelopment awarded $15.5 million to Indigenous businesses
• held engagements with Indigenous employees across LabsCanada hubs to bring their perspectives into hub facility designs, helping create a culturally safe work environment for Indigenous employees, partners, and visitors

PSPC will continue integrating social procurement objectives into new real property service contracts for buildings and will ensure accessible and inclusive designs in federal accommodations projects. PSPC will also continue collaborating with various Indigenous organizations and communities to ensure that Indigenous Peoples are involved in the restoration and modernization of Canada’s Parliamentary Precinct.

In 2024 to 2025, a GBA Plus was completed on the LTVP for the Parliamentary Precinct. The report found that the LTVP will create more accessible buildings, and more broadly a Parliamentary campus that reflects evolving Canadian demographics as well as encourages greater participation for equity deserving groups via targeted recruitment and procurement strategies. This assessment is informing all LTVP projects moving forward.

PSPC also continued to work with the Parliamentary administrations to improve inclusivity for Parliamentarians and Canadians, which includes among others: childcare services; rooms for parents caring for young children; change tables; improved lighting in parking lots; outdoor panic buttons; and gender-neutral washrooms.

LabsCanada projects have also significantly benefited diverse user groups by improving the design of science facilities and ensuring they are accessible, modern, inclusive, and collaborative. PSPC is also working collaboratively with science partners to deliver the ASEC and TSTS NCR facility in accordance with Government of Canada directives on GBA Plus.

For detailed information on how PSPC is applying GBA Plus to its various Programs and activities, please consult Supplementary Information Table on Gender-based Analysis Plus.

PSPC activities under its Property and infrastructure Responsibility supported Canada’s efforts to address the UN 2030 Agenda and the SDGs. In 2024 to 2025, among various initiatives and programs supporting the SDGs, the department:

• enabled access to renewable electricity for federal departments and secured long-term agreements with provincial power suppliers through the Clean Electricity Initiative and the National Clean Electricity Program in support of the transition to 100% clean energy and reducing GHG emissions
• continued implementing the Buy Clean Strategy and introduced a new directive for designing low embodied carbon construction projects to promote sustainable infrastructure and industrial innovation while reducing the environmental footprint of federal projects
• progressed on implementing the Climate Adaptation Strategy by assessing climate risks to federal assets and integrating resilience requirements in leases
• expanded occupant engagement to reduce single-use plastics in federal buildings

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)

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 its Departmental Sustainable Development Strategy.

• Description
• Quality of life impacts
• Progress on results
• Details on results
• Key risks
• Resources required to achieve results
• Related government-wide priorities
• Program inventory

Results achieved: Federal organizations have access to high quality linguistic services and tools

PSPC achieved the following results to support federal organizations in accessing high quality linguistic services and tools:

• processed 1,470 terminological ad hoc requests received from its clients and partners
• created more than 4,900 records and updated 12,300 records in Termium Plus®, the Government of Canada’s terminology data bank
• tested AI solutions, continued research projects in collaboration with the National Research Council and started developing GCtranslate, an AI prototype based on Canadian data that provides employees with secure instant translations for texts up to Protected B
• provided interpretation services to the Parliament of Canada, totalling over 22,000 hours of interpretation and provided the Government of Canada with interpretation services totalling more than 20,000 hours in official, foreign, Indigenous and sign languages
• continued to collaborate with other government departments and agencies to build capacity in Indigenous communities and to increase access to remote interpretation for Indigenous languages to meet the demand

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

PSPC achieved the following results to ensure the government does business with ethical suppliers and that sensitive information is handled appropriately:

• established the new Office of Supplier Integrity and Compliance (OSIC) which is enhancing the integrity and oversight of procurement and real property processes to help ensure that Canada does not do business with suppliers of concern
• ensured full utilization of its appropriated funds to provide subsidized forensic accounting services to law enforcement on their investigative files dealing with drugs and controlled substances, in support of the government’s renewal of the Canadian Drugs and Substances Strategy led by Health Canada
• led 2 comprehensive, government-wide fraud awareness campaigns, focused on the prevention, detection, and response to procurement fraud, which included the development and distribution of fraud awareness campaign toolkit to over 90 departments and internal fraud network
• pursued the recovery of illegitimate amounts billed to the Government of Canada, and asked the impacted prime contractors to repay what they provided these subcontractors, recovering nearly $4 million
• advanced the Controlled Goods Program’s (CGP) client-focused approach, bolstering compliance and security measures for sensitive and strategic assets
• reinforced industry and government collaboration in the CGP with strengthened stakeholder engagement, enhanced tools, and targeted information sessions, ensuring effective risk mitigation in an evolving global security landscape
• continued to enhance both personnel and organizational security screening processes of the Contract Security Program through increased efficiencies
• concluded negotiations of 5 general security information agreements on industrial security and defence with foreign partners and is continuing to negotiate 5 new ones

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

PSPC achieved the following results to support this departmental result:

• continued supporting its clients and buyers by processing over 29,500 transactions and collecting over $48 million in sales through GCSurplus while also successfully diverted a total of 32,185 kg of recycled batteries from landfills
• donated 4,200 assets to 307 unique recipients through GCDonate service, and 59,000 pounds of food through Foodbanks Canada and Second Harvest
• modernized the Canada Gazette operations through a review of its user experience testing and workflow process as well as enabled a new file attachment feature for the Online Regulatory Consultation System
• modernized the Advertising Management Information System through the addition of automation and wayfinding guides for all departments
• successfully completed the user experience review and data mapping components as part of the ongoing Cloud Adoption Project aiming to migrate the Publications website, associated systems, and search engine to the PSPC Cloud
• completed the renewal of the government-wide media monitoring licences and continued to enhance its governance model for the Copyright Media Clearance Program

PSPC is persistently improving data collection methods and continued to identify new opportunities to inform and assess impacts of program changes. Through the Translation Bureau, the department also continued working towards increasing translation and interpretation services in Indigenous languages and providing interpretation services in American Sign Language and Langue des signes québécois for Canadians who are deaf, deafblind, and deafened.

For detailed information on how PSPC is applying GBA Plus to its various Programs and activities, please consult Supplementary Information Table on Gender-based Analysis Plus.

• Description
• Quality of life impacts
• Progress on results
• Details on results
• Key risks
• Resources required to achieve results
• Related government-wide priorities
• Program inventory

Results achieved: 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 2024 to 2025, OPO launched the following 4 research studies, which are scheduled for publication in 2025 to 2026: Negotiated Requests for Proposals; Best Value; Construction Administration; and Time for Action: Top 5 Foundational Changes Needed in Federal Procurement.

In total, 10 knowledge deepening and sharing studies have been published on topics related to key issues in federal procurement, which are also discussed at conferences and events.

Results achieved: 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 ADR services when requested and agreed to by both parties to a federal contract. In 2024 to 2025, OPO received a total of 9 requests for ADR services regarding disputes that arose in the contract administration phase of federal government contracts.

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

When a complaint is filed with the Procurement Ombud (PO) and meets the criteria set out in the Procurement Ombud Regulations, the PO must launch an investigation and provide findings, along with any recommendation for the payment of compensation, within 120 working days. OPO follows up on all recommendations made with the implicated federal organization 1 year later to inquire as to whether the recommendations were implemented.

In 2024 to 2025, OPO received a total of 670 cases stemming from 1,200 procurement-related issues. In all instances, OPO either provided direct assistance or directed the requestor to the appropriate authority.

OPO also received a total of 136 complaints, of which 38 reviews were completed within the fiscal year in accordance with legislative timelines. All reports are made available on OPO’s website once completed.

OPO continued to apply a diversity and inclusion lens to all its interactions with third parties, including 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.

OPO also participated in 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. Finally, OPO published its progress report on its Accessibility Plan.

For detailed information on how OPO is applying GBA Plus to its various Programs and activities, please consult Supplementary Information Table on Gender-based Analysis Plus.

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

• Spending
• Funding
• Financial statement highlights
• Human resources

Total authorities available for use versus Main Estimates versus actual spending for current year

PSPC’s 2024 to 2025 total authorities available for use are $1,338.0 million greater than the Main Estimates, mainly due to an incremental funding approved during the fiscal year through the Supplementary Estimates process (mostly related to additional funding received for capital investments and the Next Generation Human Resources and Pay initiative), as well as unused authorities carried forward from the previous fiscal year (mostly related to unused authorities carried forward from the revolving funds and the operating budget carry forward of prior year authorities).

PSPC’s 2024 to 2025 actual spending is $670.6 million less than the total authorities available for use. This is primarily explained by $401.6 million of authorities available for use in subsequent years, mostly from the revolving funds’ unused authorities, and a lapse of $269.0 million. The lapse is mainly due to a combination of schedule and scope changes in projects, delays in staffing, and reduced project costs. PSPC requested a portion of the lapsed funds to be carried forward to support ongoing initiatives.

Actual spending over 3 years

The overall $1,001.8 million increase between the 2022 to 2023 actual spending and the 2024 to 2025 actual spending is explained by the following:

• The department spent approximately $925.5 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 department spent approximately $76.3 million more in fiscal year 2024 to 2025 than in 2023 to 2024. The increase is primarily due to:
  • Purchase of goods and services:
    • increased salaries as a result of the ratification of the Commerce and Purchasing collective agreement
  • Payments and accounting:
    • additional funding received for the Human Capital Management Feasibility Analysis Project for the Next Generation Human Resources and Pay initiative
    • the increase is partially offset by a decrease due to the timing difference between when a Payment in Lieu of Taxes is issued to municipalities and when the cost is recovered from other government departments
  • Property and infrastructure:
    • expenditures to deliver on the department’s property and infrastructure projects, including major capital projects in the NCR, such as the rehabilitation of Les Terrasses de la Chaudière and the West Memorial building, as well as the initial phase of Canada's 2025 G7 Presidency
    • continue implementing the LTVP, a multi-decade strategy to restore and modernize Canada’s Parliamentary Precinct, such as the Centre Block Rehabilitation Program, as well as to continue implementing the Laboratories Canada strategy
    • the increase is partially offset by a decrease due to the timing of interim payments to the contractor for ESAP, as well as the purchase of the 181 Queen Street building (Ottawa), both of which occurred in the previous fiscal year

The Finances section of the infographic for Public Services and Procurement Canada on GC InfoBase offers more financial information from previous years.

For 2027 to 2028, the department plans to spend $2,693 million less than in 2025 to 2026. The decrease is mainly due to:

• Purchase of goods and services: the end of incremental funding received in Budget 2023 for the cloud-based Electronic Procurement Solution post implementation phase
• Payments and accounting: the end of incremental funding received in order to stabilize the pay operations and decrease the backlog of pay issues, as well as the Next Generation HR and Pay Initiative
• Property and infrastructure: reduced funding associated with major projects such as Les Terrasses de la Chaudière Modernization and Building Envelope Rehabilitation, Lester B. Pearson Major Renovation and the ESAP as a result of the implementation of these planned programs of work
• Government-wide support:
  • savings generated from technologies such as neural machine translation, streamlined processes and attrition for Linguistic Services
  • a decrease in funding for remote and hybrid parliamentary services, the end of funding for the G7 Summit, and the end of incremental funding for the Industrial Security Systems Transformation project
• Internal services:
  • the end of incremental funding received for internal services related to pay administration
  • fluctuations in funding for information technology projects such as the departmental laptop evergreening, the Government of Canada Trusted Platform and the Digital Convergence
  • incremental funding received in fiscal year 2025 to 2026 for the S/4HANA project

Funding will be adjusted should future approvals be received.

The Finances section of the infographic for Public Services and Procurement Canada on GC InfoBase offers more detailed financial information related to future years.

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 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 Translation Bureau Revolving Fund for translation, interpretation and other linguistic services, as well as through the Optional Services Revolving Fund mainly for travel and transportation management services.

The Finances section of the infographic for Public Services and Procurement Canada on GC InfoBase offers information on the alignment of PSPC’s spending with Government of Canada’s spending and activities.

The 2024 to 2025 expenses were $470 million higher than planned, mainly due to:

• an increase in business volume with other Government departments in the Real Property Services Revolving Fund and in the Optional Services Revolving fund
• additional funding received to support the human capital management feasibility analysis project for the Next Generation Human Resources and Pay Initiative
• additional funding received to stabilize the pay operations and to decrease the backlog of pay issues, for the development of a digital solution for the modernization of human resources delivery services and for human resource services
• an increase in salaries as a result of the ratification of the Commerce and Purchasing collective agreement

The 2024 to 2025 revenues were $238 million higher than planned mainly due to higher business volume with other Government in the same Revolving Funds as well as an increase in rental revenues.

The 2024 to 2025 planned results information is provided in PSPC’s Consolidated Future-Oriented Statement of Operations for the year ending March 31, 2025 (unaudited).

The increase in expenses of $286 million is mainly due to:

• an increase in business volume with other Government departments in the Real Property services Revolving Fund and in the Optional Services Revolving fund
• additional funding received to support the human capital management feasibility analysis project for the Next Generation Human Resources and Pay Initiative
• an increase in salaries as a result of the ratification of the Commerce and Purchasing collective agreement

The increase in revenue of $109 million is mainly due to higher business volume with other Government departments in the same Revolving Funds.

• The decrease in total net liabilities of $169 million is mainly attributable to a decrease in lease obligations for tangible capital assets due to scheduled payments during the year as well as the early termination of the 40 Elgin Street lease following the acquisition of the Chambers building by PSPC
• The decrease in total net financial assets of $195 million is mainly attributable to a decrease in the amount that the department is entitled to draw from the Consolidated Revenue Fund as a result of the decrease in accounts payable to external parties. The lower accounts receivable and advances are also contributing to the decrease in net financial assets
• The increase in total non-financial assets of $1,253 million (assets with a physical substance that are used to deliver services and have a useful life extending beyond 1 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 continue implementing the Parliamentary Precinct’s LTVP, particularly for the Centre Block Rehabilitation Program and the purchase of the Chambers building, 40 to 46 Elgin St. in Ottawa. The increase is also attributable to the department’s continued efforts to deliver on other major property and infrastructure projects, such as the Place du Portage III renewal, the West Memorial Building Rehabilitation, the ESAP and Les Terrasses de la Chaudière Building Envelope Rehabilitation

The overall 1,628 FTEs increase between the fiscal year 2022 to 2023 and 2024 to 2025 is explained by the following:

• 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
• The increase of 809 FTEs between fiscal year 2023 to 2024 and 2024 to 2025 is mainly due to:
  • Payments and accounting:
    • additional funding received to stabilize the pay operations and to decrease the backlog of pay issues, as well as to support the Human Capital Management Feasibility Analysis Project for the Next Generation Human Resources and Pay initiative
  • Property and infrastructure
    • workforce required to meet business needs mainly in Real Property Services Revolving Fund activities to deliver on PSPC and other government departments’ priority projects as well as initiatives such as the modernization of service delivery tools
• The increase is partially offset by a decrease in:
  • Purchase of goods and services:
    • FTEs being realigned with funding levels within the Procurement Program following Refocusing Government Spending reductions

The overall planned decrease of 4,093 FTEs between the fiscal year 2025 to 2026 and 2027 to 2028 is mainly due to:

• the end of incremental funding received in order to stabilize the pay operations, decrease the backlog of pay issues, as well as the Next Generation Human Resources and Pay Initiative. Planned FTEs will be adjusted should future approvals be received
• not replacing employee departures under the Translation Bureau Revolving Fund, except for key and specialized roles. This reduction is enabled by efficiency gains from streamlined processes and technologies such as neural machine translation

Appropriate minister(s):
Joël Lightbound, P.C., MP

Institutional head:
Arianne Reza

Ministerial portfolio:
Government Transformation, 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:

• Shared Services Canada Act
• Canada Post Corporation Act
• National Capital Act
• Expropriation Act
• Defence Production Act
• Seized Property Management Act
• Surplus Crown Assets Act
• Financial Administration Act

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.

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 2024 to 2025 Departmental Results Report, government-wide priorities are the high-level themes outlining the government’s agenda as announced in the 2021 Speech from the Throne.

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.