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I am pleased to present the Departmental Performance Report for Public Works and Government Services Canada (PWGSC) for the year ending March 31, 2008.
During this past year, Public Works and Government Services Canada continued to deliver high-quality services and programs to meet the needs of federal organizations and ensure sound stewardship on behalf of Canadians.
We are ensuring this country’s many small and medium enterprises have open and fair access to government contracts. By improving procurement instruments and providing a broad range of services, PWGSC is promoting fairness and accessibility for Canadian businesses from coast-to-coast.
PWGSC is also making military procurement faster and more efficient, enabling us to meet the safety and security needs of our soldiers. This year alone saw the procurement of, among other things, 17 tactical aircraft, the delivery of four strategic airlifts and the maintenance and modernization of Canada’s 12 frigates.
PWGSC has also taken a number of measures to fulfill the government’s commitments under the Federal Accountability Act including the introduction of a Code of Conduct for Procurement and the establishment of the Office of the Procurement Ombudsman. The department is also moving forward with its commitment to reduce public opinion research expenditures by $10 million.
As part of our ongoing efforts to provide sound and transparent management of real property, PWGSC this year concluded the sale-leaseback of seven federal office properties. This $1.41-billion transaction will produce positive long-term benefits for Canadians.
By the same token, PWGSC continued with the renovation of our historic Parliamentary Precinct, working not only to preserve and enhance the beauty of these national treasures but also to meet the needs of a functioning Parliament as well.
Finally, PWGSC is doing its part to ensure Canada remains green and healthy for generations to come. Our efforts include contributing to the clean up of the Sydney Tar Ponds and constructing and renovating green buildings from sea-to-sea.
In conclusion, Public Works and Government Services Canada has continued to excel in government operations on behalf of all Canadians.
The original version was signed by:
The Honourable Christian Paradis
I submit for tabling in Parliament, the 2007-2008 Departmental Performance Report for Public Works and Government Services Canada.
This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2007-08 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
The original version was signed by
François Guimont
Deputy Minister of Public Works and Government Services
Our Vision - To excel in government operations.
Our Mission - To deliver high-quality services and programs that meet the needs of federal organizations and ensure sound stewardship on behalf of Canadians.
Our Business - PWGSC has annual expenditures of approximately $5.2 billion and employs about 13,000 people. We provide a wide range of services such as purchasing goods and services, managing the government’s accommodations and real estate portfolio including restoration of the Parliament Buildings, pay and compensation, Information Technology (IT), as well as industrial security, audit and linguistic services.
Our Strategic Outcomes – PWGSC has two strategic outcomes: Quality Services and Sound Stewardship. Our focus on Quality Services and Sound Stewardship contributes directly and indirectly to the Government of Canada’s four strategic outcome areas: those related to economic, social, international and government affairs. (See Canada’s Performance 2007 at http://www.tbs-sct.gc.ca/reports-rapports/cp-rc/index-eng.asp). The program activities that support our strategic outcomes are outlined below.
PWGSC - 2007-2008 Program Activity Architecture |
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Quality Services Departments and agencies benefit from a range of efficient government-wide central services.
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Sound Stewardship Canadians benefit from the application of sound stewardship and oversight in the provision of government-wide central services. |
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(16 Program Activities)
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(10 Program Activities)
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Note 1: For details of the PWGSC 2007-2008 Program Activity Architecture (PAA), including sub-activities, see http://www.tpsgc-pwgsc.gc.ca/reports/. Note 2: The Corporate Management Program Activity is on-line and may be found at http://www.tpsgc-pwgsc.gc.ca/reports/. Following a re-organization in May 2007, the Business Integration - Client Relations Management Program Activity was eliminated. |
(in millions of dollars)
2007-2008 | |||||
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Actual 2006-2007 | Main Estimates | Planned Spending | Total Authorities | Actual | |
GOVERNMENT SERVICES PROGRAM | |||||
Operating (including Special Purpose Allotments), Capital, Grants and Contributions and Statutory Votes | |||||
Federal Accommodation and Holdings(Note 1) | 1,728.3 | 1,868.5 | 2,306.1 | 1,672.1 | 1,521.0 |
Real Property Services Revolving Fund | - | - | - | - | (0.5) |
Real Property Disposition Revolving Fund | (6.1) | (8.0) | (8.0) | (8.0) | (8.7) |
Acquisition Services | 169.5 | 149.3 | 151.0 | 161.6 | 164.7 |
Optional Services Revolving Fund | (0.9) | - | - | - | (3.3) |
Defence Production Revolving Fund | - | - | - | - | - |
IM/IT Services | 259.0 | 136.4 | 182.0 | 217.1 | 214.7 |
Telecommunications Services Revolving Fund | (6.8) | - | - | - | (0.7) |
Receiver General Services | 7.3 | 8.6 | 8.7 | 8.6 | 7.8 |
Public Service Compensation Services | 1.9 | 1.7 | 1.8 | 2.3 | 2.1 |
Government Information Services | 30.8 | 25.2 | 30.1 | 13.2 | 14.5 |
Consulting and Audit Canada Revolving Fund | (0.5) | - | - | - | - |
Business Integration Services | 15.5 | 7.5 | 7.5 | 18.3 | 16.4 |
Translation and Interpretation to Parliament, Conference Interpretation, Terminology | 58.2 | 55.7 | 55.7 | 57.7 | 57.8 |
Translation Bureau Revolving Fund | 4.6 | - | - | 6.2 | 3.3 |
Greening Government Operations Services | - | - | - | 10.6 | 10.2 |
Total Quality Services | 2,260.8 | 2,244.9 | 2,734.9 | 2,159.7 | 1,999.3 |
Real Property Stewardship | 51.3 | 41.8 | 42.2 | 73.0 | 67.1 |
Supply Operations Stewardship | 64.4 | 28.2 | 57.2 | 62.8 | 47.4 |
IM/IT Stewardship | 14.2 | 13.3 | 13.5 | 17.7 | 13.9 |
Receiver General Stewardship | 128.0 | 130.3 | 130.5 | 131.1 | 126.6 |
Public Service Pay Stewardship | 31.9 | 26.6 | 26.9 | 38.0 | 36.7 |
Public Service Pension Stewardship | 23.3 | 17.8 | 19.0 | 24.8 | 23.3 |
Government Information Stewardship | 20.3 | 17.5 | 17.5 | 22.1 | 21.5 |
Business Integration - Performance Management | 6.1 | 4.5 | 4.4 | 7.0 | 7.0 |
Translation Stewardship | 2.4 | 2.4 | 2.4 | 2.4 | 2.4 |
Greening Government Operations Stewardship | 0.7 | 6.4 | 5.7 | 3.0 | 2.7 |
Total Sound Stewardship | 342.6 | 288.8 | 319.3 | 381.9 | 348.6 |
Gross Expenditures | 5,031.2 | 4,622.3 | 5,142.9 | 5,227.5 | 5,225.7 |
Less: Respendable Revenues | 2,427.9 | 2,088.6 | 2,088.7 | 2,685.9 | 2,877.7 |
DEPARTMENT TOTAL | 2,603.4 | 2,533.7 | 3,054.2 | 2,541.7 | 2,347.9 |
Less: Non-Respendable revenues | 63.8 | 20.9 | 20.9 | 1,417.3 | 1,417.3 |
Plus: Cost of services received without charge | 60.2 | 38.3 | 38.3 | 53.8 | 53.8 |
NET COST OF DEPARTMENT | 2,599.8 | 2,551.1 | 3,071.6 | 1,178.2 | 984.4 |
FULL-TIME EQUIVALENTS (FTEs) | 12,338 | 12,718 | 11,870 | 12,581 | 12,764 |
Note 1: The variance between authorities and actual spending is due to uncontrollable and unpredictable nature of the real property activities that impact the delivery of some projects such as: market fluctuations driving the price of commodities; weather conditions impacting the consumption of utilities and the delivery of some projects; delays in the delivery of
several repair and Sustainable Development Strategy projects; reduction of rental payments resulting from lease negotiations and also, reduction in Payments In Lieu of Taxes due to revised valuation. It is also attributable to capital projects that could not be implemented according to schedule because of contractor delays, or contractor delivery issues. |
PWGSC is the Government of Canada’s principal provider of common and central services. We support the daily operations of 125 federal departments and agencies, and administer the legislative and policy requirements of 19 Acts of Parliament (see Section IV for details).
Our operating environment is influenced by the priorities of government and the service demands of our client departments and agencies.
PWGSC’s work in meeting the government’s priorities has focused on: supporting the government’s “Canada First” Defence Strategy in the area of military procurement; advancing the government’s environmental agenda in the area of greening of government operations; and, supporting the implementation of the Federal Accountability Act with the introduction of a Code of Conduct for Procurement, and the appointment of a Procurement Ombudsman.
Various areas of PWGSC's business have been strongly influenced by external conditions. Some key examples are: the ongoing engagement of our forces in Afghanistan, which has significantly increased our activities in the area of military procurement and the associated demands for high standards of timeliness, efficiency and quality; the high demand for construction services and the related skilled labour, particularly in western Canada, which has led to challenges in carrying out work in the area of real property; and the low number of translators emerging from university and college programs compared to the demand, which poses ongoing challenges to our recruitment efforts in this area.
The principal internal factor affecting PWGSC is the challenge posed by our aging workforce and the related need to attract highly skilled professionals. We are facing a significant loss of professional and technical expertise in a wide range of disciplines, such as translation, accounting, engineering, Information Technology, and procurement. We must address workforce renewal in order to continue providing the highest quality services to our clients and Canadians.Results for Canadians | |
PWGSC Strategic Outcomes | |
Quality Services | Sound Stewardship |
Accommodated 241,000 federal employees at more than 1,800 locations. Purchased over $12 billion worth of goods and services with about 60,000 procurement transactions. Provided IT services to 125 departments and agencies. Started the rehabilitation of the Parliament Buildings. Worked towards modernizing pension and pay systems. Continued leading federal government involvement in remediation of the Sydney Tar Ponds and Coke Oven sites. Completed the sale/leaseback of seven office properties, creating $1.41 billion in revenues. Published the Canada Gazette, the official journal of the Government of Canada, which is consulted by people in more than 200 countries worldwide. Provided Parliament and its committees with translation and interpretation services for over 1,500 sessions. Introduced an on-line inquiry service to immediately confirm the status of personnel security clearances. |
Continued using Leadership in Energy and Environmental Design Rating System for federal office buildings; began third-party assessment of environmental performance. |
Our 2007-2008 Report on Plans and Priorities identified four priorities:
The following lists the highlights of our 2007-2008 performance results for these priorities:
During 2007-2008, PWGSC identified a number of key lessons learned which we will incorporate into our future strategic planning efforts, including:
Engagement - A key lesson learned from our transformation initiatives was the importance of consulting early and often with stakeholders, ensuring a shared understanding of our goals and implementation plans. Much of PWGSC's business activities are carried out in conjunction with client departments, who have their own role to play in the process, and with our suppliers. Since successful partnership requires a shared understanding of priorities and directions, we have worked hard over the past year to engage clients and to ensure their views are reflected in our strategies and plans.
Managing for Quality - Our work to improve service to clients and provide good value to Canadians has led to a focus on improving our tools and processes. These include items such as procurement manuals, contract oversight, project management, technical training, and other tools and activities essential to our business. By building quality into these fundamentals, we can ensure quality outputs, with fewer errors, and greater efficiency.
Our Management Accountability Framework (MAF) is part of our effort to improve quality. We are taking steps to improve our use of different departmental planning, performance measurement and reporting tools, as well as different change management frameworks and diagnostic tools used in human resources management. Results of our efforts were evident in the department’s annual MAF assessment, with improved ratings in 11 of 20 areas of management in 2007-2008.
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Real Property | |
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Information Technology Services | |
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Receiver General/Public Service Compensation |
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Consulting, Information and Shared Services | |
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Audit Services Canada | |
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Translation Bureau | |
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Greening of Government Operations | |
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Note 1: PWGSC’s planned results, identified in our 2007-2008 Report on Plans and Priorities, were all or mostly met during the reporting period. Section II provides further details. Note 2: The full Detailed Table of Planned and Actual Results may be viewed on-line at http://www.pwgsc.gc.ca/reports/text/dpr_2007-2008/rpe-cpt-e.html. |