ARCHIVED - RPP 2007-2008
Public Works and Government Services Canada

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SECTION II – PROGRAM ACTIVITIES

Introduction

This section of the report provides information about PWGSC’s program activities. The Program Activity Architecture (PAA), an activity-based management system, is part of the government’s Management Resources and Results Structure, which provides a horizontal management framework across the federal government and allows for enhanced reporting on performance to Parliament and central agencies. The PAA focuses on long-term and enduring outcomes for PWGSC.

The PAA for PWGSC’s Government Services Program is divided into 28 activities, which support our two strategic outcomes: Quality Services and Sound Stewardship. These outcomes drive our business and guide our departmental transformation.

Quality Services: The delivery of quality services is central to PWGSC’s vision of being the “centre of excellence” in the provision of common, central and shared services to departments and agencies.

Sound Stewardship:  PWGSC is responsible for safeguarding the assets entrusted to the department, including the skills and knowledge of our employees as well as our physical infrastructure and systems. Sound stewardship safeguards the public trust by ensuring that our work is done in accordance with high standards of accountability, transparency, prudence, probity, consistency and fairness.

To better reflect the PWGSC approach to services, the PAA’s 28 activities have been grouped to highlight our key service areas:

• Real Property;
• Acquisitions;
• Information Technology;
• Receiver General and Public Service Compensation;
• Consulting, Information and Shared Services;
• Greening Government Operations;
• Business Integration; and
• Special Operating Agencies, that is, Audit Services Canada and the Translation Bureau.

Corporate Management is an internal activity that supports our government services. Because of its importance to PWGSC, Corporate Management is discussed in this report, although the financial budget is allocated to PWGSC’s service areas.

Plans and initiatives are identified in each of the service area subsections that follow in this report. Descriptions are provided with results statements and performance indicators for the PAA activities within each service.

The following table sets out PWGSC’s 28 Program Activities as approved by the Treasury Board of Canada for use in the 2007-2008 RPP. These Program Activities are organized by the two strategic outcomes and eight government services of PWGSC. PWGSC will be seeking to modify its Program Activity Architecture in the future to better reflect changes associated with its transformation agenda. However, Section II of this document for 2007-2008 is based on the approved Program Activities as presented below.

PWGSC – Program Activity Architecture
Strategic Outcome Quality Services (16 Program Activities)	Strategic Outcome Sound Stewardship (10 Program Activities)	PWGSC Government Services
Federal Accommodation and Holdings Real Property Services Revolving Fund Real Property Disposition Revolving Fund	Real Property Stewardship	Real Property
Acquisition Services Optional Services Revolving Fund Defence Production Revolving Fund	Supply Operations Stewardship	Acquisitions
IM/IT Services Telecommunications Services Revolving Fund	IM/IT Stewardship	Information Technology
Receiver General Services Public Service Compensation Services	Receiver General Stewardship Public Service Pay Stewardship Public Service Pension Stewardship	Receiver General and Public Service Compensation
Government Information Services	Government Information Stewardship	Government Information
Business Integration Services	Business Integration Performance Management	Business Integration
Consulting and Audit Canada Revolving Fund Translation and Interpretation to Parliament, Conference Interpretation, Terminology Translation Bureau Revolving Fund	Translation Stewardship	Special Operating Agencies
Office of Greening Government Operations Services	Office of Greening Government Operations Stewardship	Office of Greening Government Operations
Note: The activities of Corporate Management and Business Integration Client Relations Management are not shown in the table above because, for Treasury Board Secretariat’s financial reporting purposes, their costs have been re-allocated to the other activities as departmental overheads.

Real Property

PWGSC provides office and common-use accommodation to departments and agencies. PWGSC acquires, manages, operates, maintains, builds, repairs and disposes of federal real property. In doing so, we offer a full range of services, including:

• Providing departments and agencies with cost-effective, safe and productive work environments;
• Providing ongoing stewardship of national heritage assets such as the Parliamentary Precinct;
• Administering the Payments in Lieu of Taxes Program for fair and equitable payments to other levels of government;
• Managing the Real Property Disposition Fund for properties surplus to needs of government; and
• Providing professional advice on real property matters to other federal real property custodians.

Plans and Initiatives

Real Property will support the following key strategic departmental priorities:

• Transforming our business;
• Supporting the government’s strategic agenda;
• Managing projects of national importance; and
• Delivering ongoing services.

Transforming Our Business

Real Property intends to transform its business to become an industry leader providing quality services to clients and ensuring sustainable value for money for Canadians.

In 2007-2008, we will focus on building capacity through long-term human resources planning. In real property, we will consider new competencies, succession planning, recruiting, diversity, Official Languages and the competitiveness of the labour market. In the short term, we have developed a human resources action plan to deal with pressing issues such as compensation, the use of longstanding term and acting assignments and strategic priority staffing.

Key Facts Manages, as custodian, $7 billion worth of federal real property. Manages 6.8 million square metres of rentable space including: 3.4 million m2 of Crown-owned space; 2.9 million m2 of leased space; and 0.5 million m2 of lease-purchase space. Provides accommodation to 241,000 federal employees in 105 departments and agencies in about 1,796 locations across Canada. Administers annual payments in excess of $460 million under the Payments in Lieu of Taxes program to approximately 1,300 local taxing authorities.

Transformation Initiatives

In 2006-2007, Real Property awarded a contract to study and provide recommendations on the challenges facing the management of 35 properties within PWGSC’s Crown-owned real estate. The contract was later amended from 35 to 40 properties. In 2007-2008, we will review our options and act on any we feel will bring long-term value to the Crown and enable us to meet our real property objectives.

Some of the issues that need to be addressed for these properties include the condition and age of buildings, environmental standards, under-utilized assets, the limited flexibility of assets, project management performance and operating costs.

For 2007-2008, Real Property plans improvements to its business systems to address outdated IT systems. PWGSC is reviewing a business case and recommendations to assess several options for adopting an information system that provides comprehensive and consistent management information in support of Real Property business activities and clients.

Supporting the Government’s Strategic Agenda

PWGSC supports the government’s strategic agenda in the delivery of real property services in a number of ways.

The department is committed to maintaining the goals of the National Capital Area (NCA) Accommodation Strategy and the related office accommodation and distribution ratio of 75/25 between Ontario and Quebec.

PWGSC will continue to use long-term leases where feasible and to the advantage of the Crown (such as the new RCMP National Headquarters).

Real Property will draw on the Treasury Board Secretariat Management Accountability Framework to improve its management processes. We will continue to foster and build a strong culture of values and ethics by further implementing the Ten-Point Integrity Plan. We will work with the Office of the Chief Risk Officer to enhance our risk-management approach consistent with the Treasury Board Secretariat Integrated Risk Management Framework. In addition, we will continue to implement recommendations of the Auditor General and PWGSC’s Audit and Evaluation.

Real Property strives to contribute to leadership in greening government by setting an example as both a custodian and service provider. Real Property is committed to demonstrating how environmental benefits may be achieved in a cost-effective manner, while enabling other custodians to do the same. We are committed to ensuring that new building construction and major renovations achieve the Leadership in Energy and Environmental Design (LEED-Canada) Gold level, as evidenced by the recently certified Greenstone Building in Yellowknife, N.W.T. Real Property will continue to apply the same sustainable principles to long-term leases.

Managing Projects of National Importance

PWGSC is the custodian of the buildings in the Parliamentary Precinct. These buildings, which are symbols of Canada’s democratic traditions and fundamental to the operations of Parliament, require investments to protect their architectural integrity. This work is carried out in close collaboration with our Parliamentary partners and is outlined in the Long-Term Vision and Plan (LTVP) for the Parliamentary Precinct. Details on the various major Crown projects of the LTVP can be found in Section III, Table 12.

Delivering Ongoing Services

Project Planning and Performance

Real Property has developed a National Project Management System (NPMS), which provides a modernized management approach to project delivery in the public sector environment. Building on the successful implementation of the NPMS, Real Property will focus on project governance and bring rigour to the project planning phase. This should result in increased client satisfaction and a targeted 10 percent improvement in project performance for projects over $1 million, in regard to cost, time and scope. 

Real Property Savings

Real Property continues to be a significant contributor to the government’s effort to achieve savings through budget reduction and reallocation to higher priorities.

We are at the stage where the strategies and plans developed over the last two years, and further described below, are being integrated in day-to-day work. More specifically, two important elements are being incorporated into ongoing activities:

• Achieving savings by maximizing efficiencies, taking advantage of economies of scale and leveraging existing expertise; and
• Working and making decisions in an open, transparent way so as to preserve the confidence of Canadians in the integrity and fairness of the Government of Canada.

Accommodation Standards: Real Property will continue to consistently apply fit-up and space standards, and optimize the use of space. The plan is to reduce the average space per full-time equivalent (FTE) employee from 21.4 square metres to 18 square metres. We will have to seek collaboration and commitment from our client departments and agencies to accomplish short-term projects and obtain the related long-term program savings. Overall, savings will result from less space requiring fit-up and more rigorous application of accommodation standards.

Improved Inventory Management: Real Property will continue to focus efforts on longer-term program planning and the optimization of our accommodation portfolio. This will include:

• Improving the strategic management of the leased portfolio through such means as timely leasing decisions and the use of longer term duration of leases where favourable market conditions warrant;
• Managing the National Capital Area office accommodations and distribution between Ontario and Quebec (Ratio of 75/25); and
• Increasing efficiencies and cost-effectiveness in operating facilities and delivering maintenance and repair projects, such as more effective scheduling and bundling of work.

Maintain Overhead Efficiency: In 2007-2008, Real Property will continue to take full advantage of the existing contract for property management and project delivery services. We will reduce overhead by ceasing non-essential activities, reassigning resources to higher priorities and looking for further opportunities to make budget reductions.

Real Property will continue to devote the majority of its resources to providing safe, affordable workplace solutions to support the delivery of government programs.

Government-wide Gross Real Property Savings ($ millions)
	2005-06	2006-07	2007-08	2008-09	2009-10	Total
Target Real Property Gross Savings	150	150	170	255	300	1,025
Note: 1) Savings contributions: PWGSC – 90%; and other government departments – 10% 2) Some savings will occur in organizations that reimburse PWGSC

The achievement of $1,025 million in government-wide gross savings will require the full commitment of our colleague departments and policy-making agencies.

Real Property Planned Spending

(in millions of dollars)
	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Operating (including Special Purpose Allotment), Capital, Grants and Contributions and Statutory Votes
Federal Accommodation and Holdings
Gross Expenditures	2,356.8	2,592.9	2,209.5	1,943.4
Less: Respendable Revenue	468.3	286.8	284.7	284.7
Net Expenditures	1,888.5	2,306.1	1,924.8	1,658.7
Real Property Stewardship
Gross Expenditures	36.9	44.1	41.8	43.3
Less: Respendable Revenue	1.7	1.9	1.1	1.4
Net Expenditures	35.2	42.2	40.7	41.9
Real Property Services Revolving Fund
Gross Expenditures	847.2	892.3	895.0	864.8
Less: Respendable Revenue	847.2	892.3	895.0	864.8
Net Resources (Provided) Used	-	-	-	-
Real Property Disposition Revolving Fund
Gross Expenditures	4.0	4.0	4.0	4.0
Less: Respendable Revenue	12.0	12.0	12.0	12.0
Net Resources (Provided) Used	(8.0)	(8.0)	(8.0)	(8.0)
REAL PROPERTY TOTAL	1,915.7	2,340.3	1,957.5	1,692.6
Gross Expenditures for Real Property	3,244.9	3,533.3	3,150.3	2,855.5
Less: Respendable Revenue for Real Property	1,329.2	1,193.0	1,192.8	1,162.9
Net Expenditures for Real Property	1,915.7	2,340.3	1,957.5	1,692.6
Totals may not add up due to rounding.
(FTEs)
Federal Accommodation and Holdings - Full Time Equivalents (FTEs)	2,402	2,402	2,402	2,402
Real Property Stewardship - FTEs	250	254	242	254
Real Property Services Revolving Fund - FTEs	1,261	1,261	1,261	1,288
Real Property Disposition Revolving Fund - FTEs	-	-	-	-
Real Property – Full Time Equivalents Total	3,913	3,917	3,905	3,944
Federal Accommodation and Holdings: The increase in expenditures from 2006-2007 to 2007-2008 is mainly due to new funding received for specific authorities and reprofilings such as Long Term Vision and Plan (LTVP), Federal Judicial Building, and Skyline. The decrease in expenditures in subsequent years is mainly related to funds sunsetting for projects such as LTVP, Federal Judicial Building, Skyline and Portrait Gallery as well as the impact of the business renewal.
Real Property Stewardship: The main reason for the expenditure increase is a realignment of funding from Federal Accommodation and Holdings to Stewardship for administrative and professional services to conduct specific mandated activities for mandatory programs including Payment in Lieu of Taxes (PILT), Appraisal, Aboriginal Affairs and Expropriations.
Real Property Services Revolving Fund: Real Property Services Revolving Fund increases are mainly due to additional business volume expected for Parks Canada (site upgrade) and Agriculture Canada (Milk Research Infrastructure in Lennoxville). The decrease in 2009-2010 is due to the termination of projects from Veterans Affairs (Ste-Anne Hospital and VIMY).
Real Property Disposition Revolving Fund: Proceeds of Sale are to remain stable due to an increased amount of lower value properties, as well as decrease in affordable housing properties available for disposal through the Fund.

Strategic Outcome: Quality Services

Federal Accommodation and Holdings

Activity	Results	Performance Indicators
Effective management of real property investment, under the custodianship of PWGSC, in support of the delivery of government programs.	Government departments and agencies have safe, healthy, productive and affordable work environments and facilities that enable them to deliver programs and services. The real property portfolio is managed as an investment on behalf of the taxpayer.	Accommodation usage (M2 per FTE; cost per M2; and cost per FTE). Achieve savings by reducing accommodation usage, M2 per FTE. Operating cost trends analysis. Achieve savings by reducing operating costs. Vacancy rate compared with industry. Progress against Sustainable Development Strategy targets nationally.

Real Property Services Revolving Fund

Activity	Results	Performance Indicators
The provision on a fee-for-service basis of optional real property services to other custodial departments, and to other departments and agencies requesting services over and above those provided under the Federal Accommodation and Holdings Service Line program.	Quality, affordable services are provided to government departments and agencies. Revenues will cover the full cost of service delivery.	Recoveries as a percentage of cost (target is 100%). Percentage of Real Property projects* over $1 million completed (on time, on budget and within scope). *Includes only non-operational projects having a significant construction-related component.

Real Property Disposition Revolving Fund

Activity	Results	Performance Indicators
The provision, on a cost recovery basis, of routine disposals of real property assets no longer required in order to generate revenue for the Crown.	Realization of value (net proceeds of sale) from surplus properties.	Return on disposals: Proceeds of sales divided by expenditures (e.g., fees, disbursements and investments).

Strategic Outcome: Sound Stewardship

Real Property Stewardship

Activity	Results	Performance Indicators
Provision of strategic leadership and proactive management of the resources and real property assets to support the delivery of government programs.	Government program delivery is facilitated by a consistently applied, modern real property and program management framework that reflects a whole-of-government perspective in decision-making.	Actual recapitalization rate v. funded recapitalization. Percentage or number of portfolio plans approved (against target) Operating and capital year-end actuals are within pre-determined percentage of budget in accordance with approved practices.

ACQUISITIONS

PWGSC is the government’s primary procurement service provider offering client departments and agencies procurement solutions such as specialized contracts, standing offers, supply arrangements and electronic marketplaces. The role of Acquisitions is to provide timely value-added acquisitions and related common services to Canadians and the federal government. These services are provided within a framework that promotes and requires stringent ethical procurement standards. In the greening of government operations, Acquisitions plays a key role by assisting client departments to identify and adopt environmentally-friendly “green” procurement alternatives by encouraging the purchase of green products. Through the Office of Small and Medium Enterprises (OSME), we work to remove barriers to competition and ensure open, fair and transparent competition for Small and Medium Enterprises (SMEs).

As a strategic partner with our clients, Acquisitions:

• Builds and manages supplier relationships, including those of SMEs;
• Strives to achieve best-value purchases;
• Helps define client requirements and find the best solutions for meeting their needs;
• Looks for opportunities to improve the process of buying goods and services; and
• Oversees client and supplier relationships, after contract award, to ensure accountability throughout the procurement process.

Acquisitions’ role involves military and Major Crown Project procurements. We also offer specialized services such as: marine inspection and technical services; management of seized property; travel management; standards for and certification of goods and services; surplus asset disposal; procurement of vaccines and drugs on behalf of provinces and territories; and the registration of quality (ISO 9000) and environmental (ISO 14001 management services. We also support the development of professional procurement initiatives, such as certification standards for procurement professionals, through active participation in national organizations.

Key Facts Canada’s largest public purchaser of goods and services. PWGSC’s purchases account for more than 85% of the total value of government procurement. Buys on average $12 billion in goods and services each year and manages approximately 60,000 transactions, thus having an extensive influence on the efficiency of government-wide operations. Spends the vast majority of procurement dollars on a basket of 40 commodities such as information technology and office equipment. OSME works to remove barriers to competition and ensure open, fair and transparent competition for SMEs.

Plans and Initiatives

In 2007-2008, Acquisitions will support the following key strategic departmental priorities:

• Transforming our business;
• Supporting the government’s strategic agenda;
• Managing projects of national importance; and
• Delivering ongoing services

Transforming Our Business

In 2007-2008, Acquisitions will continue the delivery of efficiencies, productivity gains and cost reductions, thereby enabling the re-allocation of resources to higher government priorities.

While the initial commitment of government-wide acquisitions savings was to realize net savings of $2.5 billion over five years, in the Economic and Fiscal Update tabled in November 2006, the government announced that it is adjusting its savings forecast.

Given the magnitude and complexity of the transformation across the diverse group of stakeholders, Acquisitions has adjusted strategies and associated timelines to ensure the interests of all are appropriately balanced.

Client engagement is a priority for PWGSC and we will use a structured and methodical approach in consultations with client departments. We will support other government departments in pursuing long-term sustainable changes to procurement, which will create savings through both efficiencies and reduced purchasing costs for goods and services.

To obtain suppliers’ perspectives and insights, we asked the Conference Board of Canada to act as an independent third-party to consult with the industry sectors for temporary help services, IT professional services and office furniture. Following these consultations, two permanent committees were established for temporary help services and office furniture.

PWGSC is committed to giving SMEs increased access to compete for government business. OSME supports SMEs by working to reduce barriers to ensure SMEs have fair access, and by helping suppliers that want to do business with the government to navigate the procurement system.

PWGSC will also continue to develop a more efficient approach to the procurement of military equipment and services that balances the operational objectives of the Canadian Forces with broader policy objectives.

Building Capacity

To have the necessary organization and resources to achieve the planned results of Procurement Transformation, Acquisitions must focus on its human resources. Efforts are underway to ensure an adequate level of staff with essential skill sets and competencies, as well as appropriate supporting systems, training and educational programs. Acquisitions will develop and implement a succession planning strategy at the executive and feeder group levels. Concurrently, with the Department of National Defence, we will develop and implement an integrated strategy that addresses the pressing recruitment, retention and training challenges now facing the federal procurement and project management communities involved in military procurement.

Supporting the Government’s Strategic Agenda

Accountability and Transparency

The Federal Accountability Act, which received royal assent in December 2006, and its accompanying Action Plan introduced the following changes in the area of procurement:

• A legislated commitment to fairness, openness and transparency in the procurement process;
• Inclusion of integrity provisions in all government contracts;
• A Procurement Ombudsman to review procurement practices on an ongoing basis;
• A Code of Conduct for Procurement; and
• Accreditation and training for procurement officers.

Through these initiatives, PWGSC will continue to develop and apply measures that promote fairness, openness and transparency in the bidding process for government contracts whether they are for the performance of work, the supply of goods or the rendering of services.

As well, PWGSC has increased resources and a regional presence for OSME and has consulted with the supplier community regarding barriers to entry.

Sound Management

Sound management is ensured when PWGSC abides by the legislative and policy changes that affect day-to-day business.

For example, the Budget Implementation Act, 2005 included two key amendments to the Department of Public Works and Government Services Act that relate to procurement. In 2007-2008, Acquisitions will draft new delegation instruments for departments and agencies that address these amendments.

Regulations will be established for the new Procurement Ombudsman activities resulting from the introduction of the Federal Accountability Act.

Major revisions to Treasury Board policies are being planned as part of the Treasury Board policy suite review. The changes to the Policy on Managing Procurement and the Policy on Managing Projects will substantially affect the way PWGSC conducts its business. To exercise our government-wide mandate over procurement and give proper effect to new procurement policy, we must:

• Make the transition to a strengthened management and oversight regime;
• Strengthen our procurement processes and policies and put in place tools that realize policy objectives;
• Delegate contracting authority, based on a sound delegation policy; and
• Increase our capacity to develop, monitor and manage policy.

Greening Government

PWGSC continues to vigorously support the government’s environmental agenda. We will use the Federal Green Procurement Policy to ensure procurement decisions incorporate environmental performance considerations over the life cycle of the goods and services we buy. Acquisitions is committed to:

• Embedding environmental performance as a key consideration in the interdepartmental Procurement Review Committee process for planned procurements that exceed $2 million;
• Supporting the inclusion of environmental performance considerations into the procurement instruments used by all government departments and agencies; and
• Supporting the federal sustainable development goal on governance.

Managing Projects of National Importance

Government of Canada Marketplace (GoCM): The GoCM is an on-line service. It allows federal employees a common point of access to an electronic catalogue of pre-approved goods and services from mandatory Standing Offers and Supply Arrangements. The initial launch of the GoCM, in December 2006, made all mandatory standing offers and supply arrangements available to users. Based on feedback, the GoCM was refined and government-wide implementation will begin in April 2007.

In 2007, all standing offers and supply arrangements on the old Standing Offer Index will be moved to the GoCM.

Shared Travel Services Initiative (STSI): The STSI provides an end-to-end portfolio of corporate travel management services. It is designed so that savings will continue on the government’s annual expenses for travel and hotel accommodation and associated administrative support.

Over the first two years, STSI applied a change management approach to encourage departments and agencies to adopt our travel solution. In the future, emphasis will be on promoting the initiative through the demonstration of tangible benefits. In addition, our change management approach will continue to evolve from a “design and build” of the technical solution to providing expertise and training to all users, as required.

Military Procurement: PWGSC is working closely with the Department of National Defence (DND) to ensure that the Canadian Forces have the equipment needed to operate in today’s environment. DND is accountable for the definition of operational requirements and development of performance and technical specifications, while PWGSC is accountable for the contracting.

Delivering Ongoing Services

In 2006-2007, a number of standing offers or other consolidated procurement initiatives were undertaken in areas such as: hotels, aviation fuels, passenger cars, light trucks, courier services and commercial printing.

In 2007-2008, we will continue to issue new standing offers as well as other consolidated procurement instruments in the areas of: temporary help, IT professional services, furniture, heavy trucks, personal computers, notebooks and heating fuels to name a few.

While our transformation efforts are far-reaching and demand profound changes to the way procurement is done, PWGSC continues to deliver on its core business commitments. We serve our clients in a relevant and timely fashion, offering a broad base of solutions for the best possible value for the procurement dollar. Our employees continue to be engaged and committed to developing the necessary skills to treat suppliers fairly and respectfully, and to offer our clients the highest quality of service possible.

Acquisitions Planned Spending

(in millions of dollars)
	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Operating and Statutory Votes
Acquisition Services
Gross Expenditures	220.5	193.4	189.9	188.4
Less: Respendable Revenue	58.0	42.4	39.5	39.2
Net Expenditures	162.5	151.0	150.4	149.2
Supply Operations Stewardship
Gross Expenditures	94.1	65.7	57.5	41.7
Less: Respendable Revenue	6.6	8.5	8.5	8.2
Net Expenditures	87.5	57.2	49.0	33.5
Optional Services Revolving Fund
Gross Expenditures	100.4	100.4	100.4	100.4
Less: Respendable Revenue	100.4	100.4	100.4	100.4
Net Resources (Provided) Used	-	-	-	-
Defence Production Revolving Fund
Gross Expenditures	-	-	-	-
Less: Respendable Revenue	-	-	-	-
Net Resources (Provided) Used	-	-	-	-
ACQUISITIONS TOTAL	250.0	208.2	199.4	182.7
Gross Expenditures for Acquisitions	415.0	359.5	347.8	330.5
Less: Respendable Revenue for Acquisitions	165.0	151.3	148.4	147.8
Net Expenditures for Acquisitions	250.0	208.2	199.4	182.7
Totals may not add up due to rounding.
(FTEs)
Acquisition Services - Full Time Equivalents (FTEs)	1,824	1,788	1,788	1,776
Supply Operations Stewardship - FTEs	342	332	344	344
Optional Services Revolving Fund - FTEs	44	44	44	44
Defence Production Revolving Fund - FTEs	-	-	-	-
Acquisitions - Full Time Equivalents Total	2,210	2,164	2,176	2,164
The variance in planned spending for Acquisitions is mainly due to the sunsetting of funding received for the Shared Travel Services Initiative (STSI) and to the progressive reduction in funding for the Procurement Investment, Acquisition Business Transformation and the Goverment of Canada Marketplace Initiatives.

Strategic Outcome: Quality Services

Acquisition Services

Activity	Results	Performance Indicators
Acquire goods and services on behalf of the federal government. Manage the supply process by assisting clients with the requirements definition, bid solicitation and evaluation, contract negotiation and administration. Manage all procurement-related aspects of major projects (over $100 million). Regional offices carry out PWGSC acquisition activities across Canada. PWGSC also maintains offices in the U.S. and Europe principally to service the needs of the military.	Timely and cost-efficient acquisitions services are provided to other government departments and agencies with enhanced service levels.	Percentage reduction in cost of goods and services. Percentage reduction in time for procurement transaction. Percentage reduction in cost of government purchasing. Percentage of client departments satisfied with PWGSC services.

Optional Services Revolving Fund

Activity	Results	Performance Indicators
A financial fund, which provides specialized services to client departments, such as marine inspection and technical services, management of seized property, travel management, consensus standards and conformity assessment services. Procurement of vaccines and drugs on behalf of provinces and territories.	Quality, affordable services are provided to government departments and agencies. Revenues offset the full cost of service delivery.	Recoveries as a percentage of cost.

Defence Production Revolving Fund

Activity	Results	Performance Indicators
Legacy fund presently unused. Maintained to provide for acquisition services of military supplies in the event of emergency.	Funding of defence acquisition emergencies on a cost recovery basis.	Recoveries as a percentage of cost.

Strategic Outcome: Sound Stewardship

Supply Operations Stewardship

Activity	Results	Performance Indicators
Acquisition Policy; Contract Quality Assurance; Professional Development; and Vendor Performance and Review and other management and administrative activities to support program delivery.	Address Federal Accountability Act commitments. Meet Branch goals related to achieving procurement transformation objectives and carry out AB core functions.	Number of Canadian International Trade Tribunal cases - percentage in PWGSC’s favour vs. suppliers’ favour. Number of complaints to Procurement Ombudsman.

INFORMATION TECHNOLOGY

PWGSC’s Information Technology Services (ITS) has a dual mandate. We provide information technology services to other government departments, including electronic access by Canadians to government information and services, and we manage PWGSC’s Information Management/Information Technology (IM/IT) services.

ITS provides leadership in supporting government-wide IT transformation initiatives. We work closely with client departments and agencies to understand and respond to their IT requirements, while delivering highly reliable, cost-effective and secure IT services and solutions. ITS provides, brokers, develops and/or manages voice and data networks, data centres, distributed computing, applications, Secure Channel and information management. 

Plans and Initiatives

ITS will continue to enhance the level of the federal government’s information technology to that of leading-edge large organizations. We will enhance the delivery of current services as well as increase the number of IT shared services for government. ITS will also strengthen PWGSC’s internal IM/IT capacity, while supporting the department’s business transformation commitments.

In 2007-2008, ITS will support the following key strategic departmental priorities:

• Transforming our business;
• Supporting the government’s strategic agenda; and
• Delivering ongoing services.

Key Facts Enables strong economic management across government through effective inter-operability of IM/IT systems. Provides citizens and businesses with secure access to 130 federal government on-line services. Provides the IT infrastructure that supports government transformation programs such as the Pension Modernization Program. Generates more than 2 million epasses, which provide individuals with on-line credentials for use in accessing government services. Provides data centre operations for 47 federal organizations. Delivers 250 software applications on behalf of various departments. Manages three cheque-production centres, which handle more than 100 million mailings a year.

Transforming Our Business

IT Shared Services Initiative

Information technology in government is large and complex. The government’s current IT infrastructure is fragmented with more than 100 data centres, each with numerous mainframes, and more than 7,000 mid-range servers. Each department has its own telecommunications network and unique desktop services. There are seven different financial and material applications in use and 14 different human resources systems — all run from different data centres with different standards. Integrating the information from these systems for effective decision-making is virtually impossible. There are approximately 800 interfaces between human resources, finance and other systems. This is not sustainable.

 

IT Shared Services is a major component of the Internal Services Modernization Program established under the overall authority of the Treasury Board Secretariat. This program is a shared services approach to information technology, human resources management and financial services. Shared services will be managed as common and consolidated IT resources for the entire government.

IT transformation is about leveraging investments in technology to enable public sector modernization. Over the coming years, PWGSC will:

• Transform the government’s IT infrastructure to enable a secure government-wide technology-based service channel for citizens, businesses and employees at lower costs; and
• Consolidate accountability for expenditures on IT infrastructure and eliminate inefficiencies.

Building Capacity

In 2007-2008, ITS will continue the process of transforming its business to increase IT Shared Services. It has already begun the process of transforming IT services using newly developed business intake channels.

Growth and Service Transformation through “Waves”: This uses a framework called the IQTT (Identification, Qualification, Transition and Transformation). This rigorous methodology is being used as a proof of concept to drive demand and critical mass in the migration to shared IT services. It is anticipated that groups of departments and agencies (in a series of successive “waves”) will transfer full IT infrastructure accountability to PWGSC over the next five to seven years. The first wave of agreements has been negotiated with six departments and agencies including PWGSC. In 2007-2008, ITS is expected to complete the transition and begin transformation activities associated with this first wave.

Service Adoption: Building on the success of the Secure Channel and other services, ITS will continue to work with public and private partners to create new enterprise-wide IT products and services that meet the government’s business needs.

Partnerships: ITS builds on its work with other departments in implementing IT service solutions to benefit departments and agencies. In 2006-2007, Memoranda of Understanding (MOUs) were signed with the Department of National Defence (Desktop Services) and Service Canada (National Network renewal). In 2007-2008, an agreement is planned with the Canada Revenue Agency for data centres facilities management. These three partnerships will be key in the expansion of IT shared services. 

Supporting the Government’s Strategic Agenda

Transformation

IM/IT has a critical role in PWGSC’s internal and external transformation initiatives. ITS provides the technical leadership and development services required for: Real Property’s business systems transformation project; Finance’s business process re-engineering and systems migration; Human Resources’s renewal initiative; Acquisitions’s Government of Canada Marketplace and Shared Travel Services Initiative; and Accounting, Banking and Compensation’s Pay and Pension Modernization projects.

The Secure Channel facilitates Service Canada’s mission to integrate services from various federal departments to form a single service delivery network. It is also critical to the implementation of numerous other initiatives such as Census On-line.

Accountability and Transparency

In 2007-2008, ITS will continue to provide clients with a common service delivery interface, building a single point of accountability for IT. ITS is making accountability transparent by standardizing agreements and pricing, and using routine service reviews, strategic account plans and multi-year agreements.

Sound Management

ITS must be a best-practice organization that is constantly improving in order to achieve the value-proposition goals of PWGSC. PWGSC has an ambitious change agenda to strengthen internal IM/IT practices and establish itself as a model to other organizations. Integral to its progress is inclusion of IM/IT planning in the overall PWGSC planning process and establishing a Centre of Excellence for the management of projects. Finally, to ensure sound management, ITS Revolving Fund management practices are assessed annually through external audits.

A Service Management Improvement Program (SMIP) has been established to move ITS towards operational excellence by focusing on education; introduction of service delivery and support discipline processes; and implementation standards. SMIP will lead to faster response and improved client and user satisfaction. To ensure sound management, ITS will continue to build capacity to meet existing and emerging challenges. 

Greening Government

In 2007-2008, PWGSC will continue with plans to standardize desktop configurations and associated management practices that will save energy, and reduce consumption, waste and costs.

Delivering Ongoing Services

ITS will continue to provide cost-effective management of telecommunications and informatics services to departments and agencies. Further improvement will be sought through economies of scale in IT infrastructure design and shared services; improved procurement of IM/IT goods and services; rationalized service delivery; and new, competitively priced and innovative business solutions.

This transformation depends on operational excellence of day-to-day services. All management operational indicators such as service availability and capacity are continuously reviewed by senior management.

Secure Channel:The Secure Channel is the government’s common IT infrastructure. It is the electronic backbone that enables the exchange of secure, trusted information between the government and its partners and citizens. The Secure Channel allows Canadians to access government services at their convenience. Starting in October 2007, the Secure Channel will move to a full cost-recovery mode of operations to other government departments.

The Secure Channel is fundamental to the transformation and government’s strategic agendas.

Information Technology Planned Spending

(in millions of dollars)
	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Operating and Statutory Votes
IM/IT Services
Gross Expenditures	442.5	394.5	379.2	380.6
Less: Respendable Revenue	186.3	212.5	245.4	248.1
Net Expenditures	256.2	182.0	133.8	132.5
IM/IT Stewardship
Gross Expenditures	17.1	14.1	13.8	13.8
Less: Respendable Revenue	0.7	0.6	0.5	0.5
Net Expenditures	16.4	13.5	13.3	13.3
Telecommunications Revolving Fund
Gross Expenditures	135.8	134.3	142.7	142.7
Less: Respendable Revenue	135.8	134.3	142.7	142.7
Net Resources (Provided) Used	-	-	-	-
INFORMATION TECHNOLOGY TOTAL	272.6	195.5	147.1	145.8
Gross Expenditures for Information Technology	595.4	542.9	535.7	537.1
Less: Respendable Revenue for Information Technology	322.8	347.4	388.6	391.3
Net Expenditures for Information Technology	272.6	195.5	147.1	145.8
Totals may not add up due to rounding.
(FTEs)
IM/IT Services - Full Time Equivalents (FTEs)	1,547	1,610	1,610	1,598
IM/IT Stewardship - FTEs	125	122	122	122
Telecommunications Revolving Fund - FTEs	194	194	194	194
Information Technology - Full Time Equivalents Total	1,866	1,926	1,926	1,914
The significant decrease in the net expenditures, as of 2007-2008, is mainly due to the source of funding change for the Secure Channel Services. In 2006-2007 and 2007-2008 (up to September 2007) Secure Channel Services are funded in totality via the appropriation. Starting in September 2007, these services will operate on a cost recovery basis, thus explaining the reduction in net expenditures.

Strategic Outcome: Quality Services

IM/IT Services

Activity	Results	Performance Indicators
IM/IT services provide information management and information technology-based solutions to the Government of Canada. It also provides infrastructure, design, and leadership to major government-wide service projects.	Shared services and systems used by GoC clients.	Service-level agreement commitments met. Percentage increase in the number of ITS shared services that are purchased through a catalogue.

Telecommunications Services Revolving Fund

Activity	Results	Performance Indicators
Telecommunications services provide network and infrastructure services; voice telecommunications services; satellite services; and managed services. This activity is the only one currently managed through a fully compensatory client-paid Revolving Fund.	Competitively priced and innovative business solutions provided to departments and agencies, leading to GoC cost savings.	External audit continues to reflect high management standards.

Strategic Outcome: Sound Stewardship

IM/IT Stewardship

Activity	Results	Performance Indicators
IM/IT Stewardship provides IM/IT standards, architecture, engineering, security, client interface/relationship, branch program management, strategy and governance.	Sound leadership of IM/IT resources in GoC.	Level of service availability and reliability. Infrastructure utilization rate. Level of partner participation.

RECEIVER GENERAL AND PUBLIC SERVICE COMPENSATION

PWGSC manages the Receiver General (RG) and Public Service Compensation functions of the government.

The RG is accountable for the integrity of the Consolidated Revenue Fund and the Accounts of Canada. PWGSC manages the operations of the federal treasury, including issuing payments and collecting revenues for all government departments; preparing the Public Accounts; and producing the government’s Monthly Statements of Financial Operations. The RG also contributes to the government’s economic management objectives by managing cash inflows and outflows and reporting on financial activity.

As Canada’s largest payroll and pension administrator, Public Service Compensation provides payroll, benefits and pension plan administration services for the Public Service of Canada. This includes:

• The administration of payroll, pension and insurance services for public service employees and pensioners;
• Specialized pension services and dental plan services for the Canadian Forces, Members of Parliament, Lieutenant Governors and Diplomatic Services pensioners; and
• Payroll and dental insurance services for members of the RCMP.

Public Service Compensation assists departments and agencies in achieving their objectives through automated compensation services and stronger integration of our pay system with their human resources systems. This allows them to administer pay and benefits in accordance with collective agreements and compensation policies, as well as to fulfil the requirements of the Public Service Superannuation Act (PSSA).

Key Facts The Receiver General: Issues 260 million payments in almost 200 countries. Handles more than $1.5 trillion in cash flows. Issues payments on behalf of seven provinces and three territories as part of joint initiatives with federal departments. Produces the Public Accounts for 169 departments, agencies, Crown corporations and other business entities. Since 1995-1996, the Receiver General has reduced the annual cost of payment operations by 34% even as the volume increased by 22%. Public Service Compensation: Administers centrally the pay accounts of 300,000 public servants and pension accounts of 328,000 pensioners. Issues approximately 13 million pay and pension payments a year.

Plans and Initiatives

Receiver General and Public Service Compensation will support the following key strategic departmental priorities:

• Supporting the government’s strategic agenda;
• Managing projects of national importance; and
• Delivering ongoing services.

Supporting the Government’s Strategic Agenda

Accountability and Transparency

Enhanced Expenditure Management: In 2007-2008, we will continue to work with the Treasury Board Secretariat to increase the accountability and transparency of government-wide expenditure management processes. Together, we will ensure the seamless transformation of the increasingly complex reporting needs of the government, building on the existing RG infrastructure, which supports the Central Accounts of Canada and the Public Accounts.

Receiver General Settlement Streamlining (RGSS): This project will transform the process we use to ensure that Canada’s financial institutions are accurately and quickly reimbursed for the deposit and encashment of RG payments. In 2007-2008, the RGSS will improve controls, increase efficiency, and reduce costs and risk by eliminating unnecessary manual effort.

Insurance Renewal Initiative: The Public Service Compensation Group will continue to work with the Treasury Board Secretariat in its insurance renewal initiative, which will modernize the delivery of federal government benefit programs. In June 2006, PWGSC assumed responsibility for the administration of the enrolment process and eligibility determination under the Pensioners’ Dental Services Plan.

In 2007-2008, a new service delivery model will be completed using current technology, and systems will be enhanced to prepare for the requirement to enrol members in two additional plans – the Public Service Health Care and the Public Service Dental Care plans. This initiative will consolidate information on insurance plan members, allowing for enhanced reporting and validation of insurance-related information which will improve management and control of the plans.

Sound Management

Management of Banking Services: In 2007-2008, we will build on current work and continue to improve our management of banking services for the federal government to ensure that the services are available as required and at the best price. We will work at streamlining the security clearance process for companies providing banking services to the Canadian government, and we will proceed with acquiring foreign banking services and enhanced procurement and credit-card acceptance features.

Modernizing Compensation Systems and Processes: The need to replace our pay and pension systems, which are approximately 40 years old, has created the opportunity to transform and modernize PWGSC’s compensation function. The current systems use outdated technology and rely on the expertise of staff likely to retire in the next few years. Unless these systems and processes are modernized, it will be increasingly difficult to meet the growing demands of departments and agencies. In response to this challenge, two initiatives were undertaken: Pay Modernization (summarized below) and Pension Modernization (summarized under Managing Projects of National Importance).

Pay Modernization: To sustain the long-term requirements for pay administration and operational services on behalf of the government, PWGSC has undertaken the Pay Modernization Initiative. The objective is to transform the government’s pay administration by increasing automation and self-service and reducing the requirement for intervention by departmental compensation advisors.

The Pay Modernization Initiative will considerably broaden the existing PWGSC pay administration services, generating significant government-wide operational savings, especially in employee and manager self-service capabilities.

Greening Government

We continue to expand the use of direct deposit both in Canada and abroad. In 2007-2008, we will make about 500,000 direct deposits in 15 foreign countries and continue to promote its use wherever it is available. By eliminating paper, the direct deposit program saved almost 50,000 trees in 2006-2007. We plan to add an automated Record of Employment to the Compensation Web Applications to replace the current paper version. This enhancement contributes to the government’s sustainable development objective by reducing paper usage, while streamlining the work of compensation advisors in departments and agencies. In 2007-2008, both of these initiatives will result in further environmental conservation.

Managing Projects of National Importance

Pension Modernization Project

The objective of the Pension Modernization Project (which has received Treasury Board’s preliminary project approval) is to address the increasing risk to pension administration, delivered by PWGSC on behalf of the government. As in the case of pay administration, the risk stems from both the loss of technical and functional experts, many of whom will be eligible to retire in the next few years, and the limitations of outdated technology. The situation is exacerbated by the increased workload resulting from the next years’ expected heavy flow of baby boomers into retirement.

From 2007 to 2011, the project will meet industry standards in pension administration through the replacement of the current systems with new commercial technology, coupled with major business transformation. Initially, the solution will be used for the PSSA administration. Other pension plans, such as those administered under the Canadian Forces Superannuation Act and the RCMP Superannuation Act will move to the new solution later.

A key element of the transformation is the centralization of the pension services currently provided by compensation advisors in more than 100 departments and agencies. Centralization, replacement of the current systems and business transformation are all expected to provide cost savings, administrative efficiencies and consistent, improved services to PSSA contributors. Centralization will also address the significant impact of retirement and resulting decline of compensation expertise.

Delivering Ongoing Services

Enhancement of Current Pay Systems

Given the length of time it will take to modernize the current pay systems as well as to transform the business, improvements to the current infrastructure and processes will continue in 2007-2008. The Compensation Web Applications, which provide easy, secure, self-service access to pay, benefits and pension information, will continue to be deployed across the public service.

Currently, approximately 81,000 employees can access these applications. The target for 2007-2008 calls for 189,000 public servants to be able to take advantage of the Compensation Web Applications’ pay and pension self-services. The employee self-service offerings include calculators for estimating the value of future pension benefits, the cost of buying back prior periods of employment and tools for projecting net regular pay based on various career options. In 2007-2008, functionality will be added to the existing on-line pay stub to allow employees the option to stop printing the hard copy. We also plan to offer self-service options to pension plan members and survivors to facilitate the efficient and effective on-line management of their personal pension information.

Meeting New Requirements of Departments and Agencies

Receiver General and Public Service Compensation will continue to make a concerted effort to meet the new requirements of departments and agencies, some of which result from their transformation initiatives. We will continue to work with departments and agencies to connect their human resource systems to the PWGSC pay system so that they can receive human resource information tailored to their needs.

Transformation of Cheque Redemption Control Directorate (Matane, Quebec)

The financial industry’s shift from paper to imaging¹ technology for the clearing and settlement of cheques will cause a considerable decline in employment in the Matane operations. To address this decline, the Directorate will host a departmental satellite pay and benefits office and a satellite office of PWGSC Regional Pay System operations in 2007-2008. Initiatives will be pursued with other departments to use existing excess human resources in other document-imaging processes .

¹ ”Imaging“ is the electronic scanning of documents to convert them into a digital format that facilitates their storage and retrieval

Receiver General and Public Service Compensation Planned Spending

(in millions of dollars)
	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Operating (including Special Purpose Allotment) and Statutory Votes
Receiver General Services
Gross Expenditures	12.3	10.9	10.7	10.7
Less: Respendable Revenue	5.8	2.2	2.1	2.1
Net Expenditures	6.5	8.7	8.6	8.6
Receiver General Stewardship
Gross Expenditures	152.1	144.0	145.0	147.4
Less: Respendable Revenue	14.5	13.5	13.0	13.0
Net Expenditures	137.6	130.5	132.0	134.4
Public Service Compensation
Gross Expenditures	4.9	4.7	4.6	4.6
Less: Respendable Revenue	3.0	2.9	2.8	2.8
Net Expenditures	1.9	1.8	1.8	1.8
Public Service Pay Stewardship
Gross Expenditures	37.6	30.7	31.7	31.7
Less: Respendable Revenue	5.9	3.8	3.6	3.6
Net Expenditures	31.7	26.9	28.1	28.1
Public Service Pension Stewardship
Gross Expenditures	76.1	56.9	44.4	44.2
Less: Respendable Revenue	52.2	37.9	28.6	28.9
Net Expenditures	23.9	19.0	15.8	15.3
RECEIVER GENERAL AND PUBLIC SERVICE COMPENSATION	201.6	186.9	186.3	188.2
Gross Expenditures for Receiver General and Public Service Compensation	283.0	247.2	236.4	238.6
Less: Respendable Revenue for Receiver General and Public Service Compensation	81.4	60.3	50.1	50.4
Net Expenditures for Receiver General and Public Service Compensation	201.6	186.9	186.3	188.2
Totals may not add up due to rounding.
(FTEs)
Receiver General Services - Full Time Equivalents (FTEs)	61	51	51	51
Receiver General Stewardship - FTEs	494	503	515	515
Public Service Compensation - FTEs	56	53	53	53
Public Service Pay Stewardship - FTEs	383	374	386	386
Public Service Pension Stewardship - FTEs	781	593	545	557
Receiver General and Public Service Compensation - Full Time Equivalents Total	1,775	1,574	1,550	1,562
Receiver General: The net decrease in 2007-2008 is mainly due to the Ontario Home Energy Program ending, and decreased operating expenditures related to the banking fees and postage for the Universal Child Care Benefit program.
Public Service - Compensation, Pay and Pension: The difference between 2006-2007 and future years can be explained by the completion of two major pay projects (Classification Reform and Quebec Parental Insurance Program) and internal funding reallocations (2006-2007) to support additional initiatives (ie. Record of Employment and Pay Modernization). Finally the future years’ reductions for the Public Service Superannuation Act (PSSA) administration costs are mostly attributable to new initiatives not approved yet as part of the annual TB submission for pension administration charges process.

Strategic Outcome: Quality Services

Receiver General Services

Activity	Results	Performance Indicators
Maintains operations for the Departmental Financial Management System (DFMS). Provides optional document-imaging services for departments. Provides optional payment-related printing such as tax information statements and pay statements.	Receiver General Services are timely, efficient and delivered within defined service standards. Business development based on leveraging of growing imaging expertise.	Departmental Financial Management System: Percentage of system availability of monthly prime-time hours. Percentage of transactions with average response times under 5 seconds. Document Imaging: Percentage of items released according to schedule. Maintaining level of service as per Memoranda of Understanding with departments.

Public Service Compensation

Activity	Results	Performance Indicators
Administration of payroll, pension and health/disability insurance processes for public service employees and pensioners. Provision of pension services to the Department of National Defence.	Administration of pensions for Canadian Forces annuitants. Timely provision of communications to public service employees and pensioners via pay envelope inserts.	Percentage of time inserts distributed in accordance with sponsor’s requirement. Percentage of time pension actions processed within service-level standards.

Strategic Outcome: Sound Stewardship

Receiver General Stewardship

Activity	Results	Performance Indicators
Maintains high-quality support for the Consolidated Revenue Fund and the Accounts of Canada (revenue collection, cash management operations, payment services, Public Accounts, Monthly Statement of Financial Operations, Central Accounts).	Preservation of the integrity of the Consolidated Revenue Fund and the Accounts of Canada. Effective execution of functions essential to the financial safety and security of the Canadian public.	Monthly statements produced within an annual average of 25 working days of month end. Timely production of public accounts as per defined schedule. Percentage of payments issued according to standard. Percentage of daily authorization to the Bank of Canada for all outflows from the Consolidated Revenue Fund according to schedule. Percentage of reconciliation of deposits to the credit of the RG within two business days. Percentage of cheque reconciliation performed within 24 hours.

Public Service Pay Stewardship

Activity	Results	Performance Indicators
Administration of payroll and health/disability insurance processes for public service employees and pensioners.	Assurance of the integrity of pay and benefits administration.	Timely updating of government payroll records. Assurance of systems’ reliability. Accuracy of implementation of collective agreements and policy changes.

Public Service Pension Stewardship

Activity	Results	Performance Indicators
Administration of pension processes for public service pensioners.	Assurance of the integrity of pension administration.	Quality rate of initial payments monitored. Assurance of systems’ reliability. Accuracy of implementation of policy changes.

CONSULTING, INFORMATION AND SHARED SERVICES

Consulting, Information and Shared Services (CISS) provides four distinct common services with a goal of enhancing government communications, public sector management, shared services and industrial security:

• Communications programs to the public and government including technical coordination of advertising and public opinion research, the Canada Gazette, Canadian Government Publishing, Depository Services Program, Crown Copyright and Licensing, Electronic Media Monitoring, and the Government of Canada Exhibitions Program;
• Government Consulting Services that provide specialized advice and solutions to improve public sector management;
• Shared Services to support the delivery of four corporate administrative shared system clusters, as well as providing a comprehensive range of integrated human resources services to small departments and agencies, on a full cost-recovery basis; and
• Industrial Security Services that ensure highly sensitive and classified government information and assets, as well as Controlled Goods (e.g., satellite and aerospace technology), are safeguarded while in the custody of private sector companies. This includes processing security clearances, carrying out inspections and investigations on companies, and negotiating industrial security Memoranda of Understanding with foreign nations.

Key Facts Provides government departments with right of access to almost 50 electronic media sources. Delivers training sessions to public servants to enhance knowledge of Government of Canada policies and procedures for public opinion research and advertising. Delivers approximately 700 consulting projects per year for more than 90 federal departments and agencies. Assists departments to achieve economies of scale through its corporate administrative systems and human resources shared services. Maintains 113,894 records on the Publications website, including 23,185 e-publications. Coordinates 10 Canada Pavilion events and 20 federal presence events in every province reaching more than 600,000 visitors. Publishes the Canada Gazette, which has 16,000 pages downloaded from its website every day. Negotiates agreements with foreign governments to enable Canadian industries to compete for “classified” contracts in other countries.

Plans and Initiatives

CISS will support the following key strategic departmental priorities:

• Transforming our business;
• Supporting the government’s strategic agenda; and
• Delivering ongoing services.

CISS has experienced a number of program transfers since 2005 (refer to Crosswalk of CISS Programs on the next page). To conform to the approved Program Activity Architecture reporting structure, only the plans and initiatives for the original components of CISS (the former Government Information Services Branch) are detailed in this subsection.

Transforming Our Business

The realignment and regrouping of our services have resulted in a commitment to deliver:

• Quality services to citizens and client departments in communications programs, consulting services and shared services for corporate administrative systems and human resources functions; and
• Sound stewardship for Public Opinion Research and Advertising Coordination, and Industrial Security Programs.

CISS will continue to support the PWGSC transformation agenda. An important element of transformation will be collaborating with the Treasury Board Secretariat on the development of a revised Communication Policy and Directives and Government Security Policy. In 2007-2008, CISS will build capacity to meet client and stakeholder expectations.

Building Capacity

In 2007-2008, CISS will develop recruitment and knowledge transfer initiatives to offset the impact of planned retirements and vacant positions within the organization. We will develop short- and long-term plans to achieve adequate skills and knowledge in the delivery of our services.

Supporting the Government’s Strategic Agenda

Accountability and Transparency

The Public Opinion Research and Advertising Coordination (PORAC) sector within CISS will directly support the implementation of the Federal Accountability Act through its ongoing advisory role to departments to foster compliance with relevant legislation and administrative policies.

In 2007-2008, CISS will review its electronic systems for government-wide reporting of public opinion research and advertising activities to increase its reporting capacity in these areas.

CISS Crosswalk of Programs Former Public Access Programs As the accountabilities for 1 800 O-Canada, Canada Site, PubliService, and Gateways and Clusters services were transferred by an Order-in-Council on September 12, 2005, these services are therefore addressed by Service Canada in the Report on Plans and Priorities of HRSDC. PWGSC is currently working with HRSDC to transfer Public Access Programs spending authority to HRSDC. 2007-2008 plans and priorities for Government Consulting Services will be found in the Special Operating Agency section of this report. Former Business Integration Programs In February 2006, functions in the Service Integration Branch were reassigned to various PWGSC business lines. Both the Industrial Security Program (ISS) and the Shared Services Integration Sector (SSIS) were transferred to CISS. Plans and priorities for ISS and SSIS can be found in the Business Integration chapter of this report.

Sound Management

CISS will implement three management action plans in response to evaluations and audits that have been undertaken:

• PORAC conducted a sector management review designed to ensure that all necessary steps are being taken for sound management and effective delivery of public opinion research and advertising services within CISS. In 2007-2008, service standards will be implemented as a complement to client satisfaction surveys, with a view to ensuring the ongoing delivery of quality service to clients;
• In response to the 2005 Auditor General’s Report on survey quality and reporting, PORAC has established an advisory panel that will assist in developing standards and benchmarks on survey quality. The panel comprises representatives from academia, industry, federal client departments and Statistics Canada; and
• PWGSC Audit and Evaluation Branch recommended that PORAC review how it could more fully integrate its electronic advertising information system with the production of the Annual Report on Government of Canada Advertising Activities. An action plan has been developed and will be implemented to facilitate the production of the 2007-2008 annual report.

Greening Government

CISS contributes to the greening government priority by reviewing current processes to identify alternative service delivery mechanisms or enhancements that will reduce paper processes.

In 2007-2008, CISS will introduce a web-based form to apply for Government of Canada Crown Copyright and Licensing (CCL). The completed form will be transferred electronically to CCL for processing. Currently, all CCL requests are submitted using a multi-page paper form. This initiative will streamline the current process and reduce the use of paper.

In fall 2006, Publishing and Depository Services (PDS) developed the system capacity to send e-mail notifications to clients. In 2007-2008, PDS will undertake communications activities with its clients to encourage the use of e-mail notification services in lieu of printed letters and traditional mail services.

Delivering Ongoing Services

In 2007-2008, the Canada Gazette Directorate will support the Library and Archives Canada on-line project to chronicle the history of Canada’s official journal. Planned elements of the initiative include:

• Digitization of historical issues;
• Historical highlights providing concrete examples of how the Canada Gazette documents social, cultural and political activities during defining moments of Canada’s history;
• A section detailing the role of the Canada Gazette as it affects (and has affected) Canadian citizens and immigrants throughout the history of our nation; and
• A series of educational resources for use in secondary school curricula.

The Publishing and Depository Services Program will continue to streamline its system and processes. The system will be programmed to consolidate multiple items for a single customer into a minimal number of packing slips. Additionally, the billing system will be modified to produce invoices for clients on a monthly basis as opposed to each time a packing slip is created.

The Government of Canada Exhibitions Program (GCEP) will engage departmental communicators to design a communications plan that establishes a more strategic focus on Government of Canada themes and messages tailored to venues and audiences. In 2007-2008, the Exhibitions Program will also encourage the increased use of the Exhibitions Database, and initiate a process to expand and enhance the database to include mutually beneficial data such as visitor reach, cost breakdowns, benefits and evaluation results.

PORAC supports the Sound Stewardship Strategic Outcome. As highlighted in the Government of Canada Communications Policy, activities for these programs include:

• Carrying out the role of coordinator and technical authority for the government’s public opinion research activities and coordination for the government advertising activities;
• Providing advice, best practices and information sessions to government public opinion researchers and communicators; and
• Contributing to the transparency of government operations by tracking and reporting on activities and expenditures through electronic monitoring tools and by publishing annual reports on public opinion research and advertising.

Government Information Planned Spending

(in millions of dollars)
	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Operating, Grants and Contributions and Statutory Votes
Government Information Services
Gross Expenditures	41.1	41.1	36.2	36.2
Less: Respendable Revenue	11.2	11.0	11.0	11.0
Net Expenditures	29.9	30.1	25.2	25.2
Government Information Stewardship
Gross Expenditures	17.3	17.5	17.5	17.5
Less: Respendable Revenue	0.1	-	-	-
Net Expenditures	17.2	17.5	17.5	17.5
GOVERNMENT INFORMATION TOTAL	47.1	47.6	42.7	42.7
Gross Expenditures for Government Information	58.4	58.6	53.7	53.7
Less: Respendable Revenue for Government Information	11.3	11.0	11.0	11.0
Net Expenditures for Government Information	47.1	47.6	42.7	42.7
Totals may not add up due to rounding.
(FTEs)
Government Information Services - Full Time Equivalents (FTEs)	216	198	198	198
Government Information Stewardship - FTEs	61	61	61	62
Government Information - Full Time Equivalents Total	277	259	259	260
Government Information total spending authority is derived from resources appropriated from Parliament and from resources recovered from other departments and agencies and from external to government clients. The decrease in the gross expenditures, starting in 2008-2009, is due to Government of Canada Exhibitions Program funding which will sunset March 31, 2008. Planned spending for the Public Access Programs Sector (approximately $15 million) is reported under Government Information Services for all years pending transfer of the funding. Control and supervision of these programs was transferred to HRSD by Order in Council September 12, 2005. Planned spending for the Consulting and Audit Canada Revolving Fund program activity that includes Government Consulting Services is presented in the section on Special Operating Agencies of this report. Planned spending for the Industrial Security Sector and Shared Services Integration Sector is presented in the section on Business Integration of this document.

Strategic Outcome: Quality Services

Government Information Services

Activity	Results	Performance Indicators
Management of the Government of Canada’s communications platform by providing multi-channel access to information on government programs and services (via 1 800 O-Canada toll-free line, canada.gc.ca website, Canada Gazette, and the publications.gc.ca website), and by promoting government programs and services.	The effective, cost-efficient provision of information about Government of Canada programs and services using a broad range of communications channels and services that are fairly and transparently obtained.	Number of catalogue numbers and ISBNs assigned. Number of government documents distributed to libraries/depository sites across Canada. Percentage of legislated publication dates met by the Canada Gazette. Average cost per visitor at the Canada Pavilion and federal presence events.

Strategic Outcome: Sound Stewardship

Government Information Stewardship

Activity	Results	Performance Indicators
Government Information Stewardship activities provide government-wide strategic management, coordination and monitoring in the areas of advertising, public opinion research, and electronic media monitoring. These activities are detailed in the TB Communications Policy and its associated procedures.	Sound internal financial management, transparency and accountability with respect to government information services provided from a whole-of- government perspective.	Percentage of surveyed public servants expressing awareness of central function and of policies and procedures related to communication of government information. Annual reports on advertising and public opinion research published in a timely fashion. Number of research initiatives from public opinion research advisory services to departments Number of media placement approvals from advertising coordination advisory services to departments.

GREENING GOVERNMENT OPERATIONS

One of the government’s strategic priorities is environmental protection, as demonstrated in its commitment to improve Canada’s air quality through the Clean Air Act, and the Chemical Management Plan, directed toward improving protection against hazardous chemicals. PWGSC is committed to supporting this priority, leading the government in the greening of its operations and, in 2005, it established the Office of Greening Government Operations (OGGO) to lead and facilitate a government-wide approach to this agenda.

OGGO contributes to establishing government-wide priorities, accountabilities, targets, timelines and reporting requirements to assist the government in becoming a model of environmental excellence in its own operations. We effect change through the leadership, training and services provided to other departments and agencies. OGGO services are delivered nationally on an optional, fee-for-service basis, both to PWGSC and to other departments and agencies. The services are diverse and include, for example, provision of technical support toward contaminated sites remediation, sustainable building design, and waste-water management. OGGO is committed to:

• Providing government-wide guidance, expertise and leadership for continuous improvement of Government of Canada internal environmental performance;
• Providing high-quality, affordable and timely environmental services that meet client needs;
• Leading and supporting greening government operations and sustainable development initiatives within PWGSC; and
• Strengthening our ability to fulfil our mandate as the leader for greening government operations, by continuing to strengthen our expertise, human resources practices, governance, accountability and management practices and systems.

Key Facts Provides leadership in the greening of government operations and develops guidance for other departments/agencies. Provides a range of environmental services to government departments and agencies, including PWGSC. Drafts PWGSC’s Sustainable Development Strategy, monitors performance, and drafts the department’s annual Sustainable Development Performance Report.

Plans and Initiatives

Throughout 2007-2008, OGGO will support the following key strategic departmental priorities:

• Transforming our business;
• Supporting the government’s strategic agenda;
• Managing projects of national importance; and
• Delivering ongoing services.

Transforming Our Business

As part of its business transformation, PWGSC is committed to the principles of sustainable development in its role as landlord for public servants, as custodian of real property, and as the government’s primary purchaser of goods and services. It is expected that this increased focus on greening our own operations will translate into even greater economic, environmental and social dividends for government and for Canadian taxpayers.

Building Capacity

The increasing number and complexity of environmental issues facing society require internal expertise and competencies. Thus, one of our main challenges will be to attract and retain a specialized workforce. To this end, through strategic human resources planning, we will continue to focus on developing our employees and recruiting new ones to build the professional and management competencies we require.

Supporting the Government’s Strategic Agenda

Accountability and Transparency

OGGO is a key source of advice and functional guidance for departments and agencies as they seek to green their operations. We are committed to upholding the highest ethical standards, based on excellence, transparency, integrity and respect.

Providing adequate accountability through systematic performance monitoring and reporting practices is critical to the effective delivery of our commitments. Choosing clear targets that are easily measurable and that reflect overarching goals is a key challenge addressed in the department’s 2007-2009 Sustainable Development Strategy (SDS). (See Section III, Table 16, Sustainable Development Strategy for details.) PWGSC’s targets in this fourth SDS are based on the federal SD goals, combined with the needs of other departments to green their operations.

Sound Management

In 2007-2008, OGGO will continue to refine our management processes and systems to focus on expected results, responsible spending and accountability.

Greening Government

OGGO works with other government departments and within PWGSC to develop policies, strategies and plans to accelerate the greening of government operations. It also helps PWGSC meet its commitments in the PWGSC SDS and helps other departments uphold their greening government commitments. The following three priorities pertain to OGGO specifically: electronic waste; green procurement; and sustainable buildings.

Electronic Waste: The amount of electronic waste produced by government operations is a growing problem. The government recognizes the need to take a leadership role to properly dispose of government electronic waste, while recognizing the need to address security issues. In 2007-2008, PWGSC will work with other departments, including Environment Canada and Natural Resources Canada, to develop a government-wide strategy for the environmentally sound management of electronic waste.

Green Procurement: In 2007-2008, PWGSC will continue to play a major role in the overall management and support of the government-wide implementation of the Policy on Green Procurement. The policy advances the protection of the environment and supports sustainable development by integrating environmental performance considerations in government procurement decisions, thereby supporting environmental objectives such as reduced air contaminants and greenhouse gas emissions and improved energy, water and other resource use.

In 2007-2008, OGGO will:

• Provide policy advice and guidance to facilitate the integration of environmental performance considerations into decision-making processes;
• In collaboration with expert departments, such as Environment Canada and Natural Resources Canada, help departments and agencies to make more informed decisions on green procurement; and
• Develop and initiate implementation of a Results-based Management Accountability Framework for Green Procurement to drive government-wide progress and ensure stronger accountability through a common reporting framework.

Sustainable Buildings: PWGSC has a significant opportunity to reduce the environmental footprint of government operations in relation to real property.

In 2007-2008, we will develop the Sustainable Buildings Policy, designed to achieve cost-effective environmental performance throughout the PWGSC portfolio by means of life cycle analysis and environmental performance assessment tools. We expect the Sustainable Buildings Policy to be implemented by 2010. Its application will be important for promoting healthier working environments for the employees who work in government buildings and the Canadians they serve.

The application of the policy is expected to result in:

• Reduced greenhouse gases and other air emissions;
• Protection, conservation and enhancement of environmental resources; and
• Increased demand for environmentally preferable building products and services.

In support of the Sustainable Buildings Policy, we will also work with Real Property to:

• Develop guidance to assist the government in ensuring that all new government office buildings and long-term leases meet the Canada Green Building Council’s Leadership in Energy and Environmental Design (LEED — Canada) Gold level;
• Support PWGSC in applying the Go Green Plus environmental assessment tool of the Building Owners and Managers Association for the department’s Crown-owned buildings;
• Implement an environmental sustainability rating system for heritage buildings and sites; and
• Develop a guidance document to provide direction and encourage the appropriate application of green leases.

Managing Projects of National Importance

Management and Remediation of Contaminated Sites

OGGO provides leadership, expert support and project management services to PWGSC for implementation of major contaminated sites projects such as the Sydney Tar Ponds and Coke Ovens Remediation Project (STPCORP). This clean-up project, with a projected completion date of 2014, is a federal-provincial initiative for the remediation of approximately 100 hectares of contaminated material resulting from a century of steel manufacturing in Cape Breton. PWGSC provides project leadership and support at the national and regional levels plus project management services, including coordination and liaison with the Province of Nova Scotia, to monitor and control federal interests in the project and ensure value for money invested.

In 2006, a Joint Review Panel Environmental Assessment Report was completed. To date, several preventive projects have been implemented to contain contaminated materials in preparation for the main remediation work. These activities were governed by an interim funding and approval agreement between the federal government and the Province of Nova Scotia.

The approach the Government of Canada and the Province of Nova Scotia will use to clean up the sites involves stabilizing, solidifying, and capping the sediments to prevent contaminants from entering the environment, followed by site development and long-term monitoring and maintenance.

Future activities for the project include obtaining final Treasury Board project approval, agreement with the province on a final cost-sharing agreement and subsequent project implementation.

Delivering Ongoing Services

Key to exercising OGGO’s mandate is the provision of services that directly support the implementation of the government’s environmental objectives. To this end, through our services to PWGSC and departmental clients, we will continue to assist the government in achieving its environmental objectives by:

• Reducing air contaminants and greenhouse gas emissions from its operations;
• Reducing its consumption of natural resources, and appropriately managing its wastes through re-use and/or recycling;
• Complying with environmental legislation through programs that demonstrate due diligence; and
• Demonstrating our commitment to spur other levels of government, industry and citizens to incorporate environmental sustainability into their business and lives.

We recognize that service delivery requires an ongoing re-examination of:

• Our suite of services with respect to current and anticipated needs;
• Our service delivery approach, such that monitoring of our value-added to clients is a routine and continuous part of doing business; and
• Our efforts to stabilize our service delivery organization, including retaining current expertise and strengthening capacity.

Office of Greening Government Operations Planned Spending

(in millions of dollars)
	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Operating and Statutory Votes
Office of Greening Government Operations Services
Gross Expenditures	-	-	-	-
Less: Respendable Revenue	-	-	-	-
Net Expenditures	-	-	-	-
Office of Greening Government Operations Stewardship
Gross Expenditures	6.7	10.5	19.0	8.1
Less: Respendable Revenue	4.4	4.8	4.4	4.7
Net Expenditures	2.3	5.7	14.6	3.4
OFFICE OF GREENING GOVERNMENT OPERATIONS TOTAL	2.3	5.7	14.6	3.4
Gross Expenditures for Office of Greening Government Operations	6.7	10.5	19.0	8.1
Less: Respendable Revenue for Office of Greening Government Operations	4.4	4.8	4.4	4.7
Net Expenditures for Office of Greening Government Operations	2.3	5.7	14.6	3.4
Totals may not add up due to rounding.
(FTEs)
Office of Greening Government Operations - Full Time Equivalents (FTEs)	3	3	3	3
The increase in expenditures from 2006-2007 to subsequent years is mainly due to sunset funding for the Federal Contaminated Sites and the Action Plan on Climate Change project.

Strategic Outcome: Quality Services

Office of Greening Government Operations Services

Activity	Results	Performance Indicators
Provision of environmental services at the established service standards, to federal departments and agencies.	Clients are satisfied with the quality, timeliness and value of OGGO’s environmental services. A positive influence on environmental performance and sustainability of government operations.	Percentage of projects (greater than $25,000 in value) where project debriefs are conducted (The results of the project debriefs are to be carefully considered for purposes of improving future environmental services).

Strategic Outcome: Sound Stewardship

Office of Greening Government Operations Stewardship

Activity	Results	Performance Indicators
Provision of government-wide leadership and expertise on the greening of government operations (GGO).	Leadership and guidance in the greening of government operations is provided to other federal departments and agencies. The whole-of-government ability and capacity to reduce the environmental impact of its operations is increased, and improvement of its overall performance for key priority areas is achieved. Excellence in the development and implementation of PWGSC’s Sustainable Development Strategy (SDS).	Percentage of leadership indicators met, including: governance and direction; capacity; management framework; and enabling tools. Capacity to measure, monitor and report on government-wide environmental performance improvement in the three priority areas as described in the Performance Management Framework. Performance improvement as included in the performance report on SDS implementation.

BUSINESS INTEGRATION

Prior to February 2006, PWGSC program activities associated with Business Integration (BI) were the responsibility of the Service Integration Branch. This branch no longer exists, and its four BI functions have been reassigned: two across the department and two to Consulting, Information and Shared Services.

Until a new Program Activity Architecture has been approved by Treasury Board, the strategic plans and initiatives of these functions must be reported against the Business Integration program activities.

Customer Relationship Management and Engagement

Gaining an in-depth knowledge of customer requirements and developing a repository of customer intelligence are critical to driving PWGSC’s corporate and operational business planning, as well as to improving service delivery.

PWGSC will continue to develop CDIPlus, a business intelligence tool for capturing and sharing client information, by taking advantage of the strategic information derived from its client consultancy activities. This dynamic intelligence on our clients’ business requirements will further assist the department to better identify opportunities to improve customer satisfaction.

We will continue to build and integrate sound performance measurement frameworks into our operational activities and service delivery to support PWGSC’s accountability, transparency and integrity.

Standardized Service Menus and Fees

In addition to its management capability and client intelligence focus, the CDIPlus application includes a menu of products and services that supports the delivery of goods and services in the right quantity, quality, price and timeframe.

As part of our ongoing operations, PWGSC will:

• Help to educate our stakeholders and build a constituency of client support in our service offerings;
• Continue to meet customer expectations, increase the usage of our services and reduce government duplication of effort;
• Provide tangible tools, service definitions, service standards and benchmarks by which business lines can define service components, improve performance measures and track progress; and
• Provide the department with a mechanism to compare our service offerings with those of other jurisdictions to ensure that PWGSC is a competitive and cost-effective provider of common and shared government services.

Industrial Security

The Industrial Security Sector (ISS) plays a key role in the delivery of the government’s strategic security agenda by:

• Supporting Canada’s anti-proliferation, public safety, security and global security priorities by safeguarding controlled goods (e.g., munitions, satellite and aerospace technologies) from unauthorized access; and
• Safeguarding the federal government’s classified and protected information and assets (e.g., military specifications, intelligence information, personal records) entrusted to Canadian and international private sector organizations.

This program is key to public safety and security and fundamental to safeguarding Canda’s interest regarding sensitive technology and/or classified information.

Furthermore, ISS has a direct impact on the viability and competitiveness of Canadian industry. ISS enables Canadian industry to compete for billions of dollars in foreign and Canadian governmen contracting opportunities containing classified/ sensitive government information or assets.

In 2007-2008, ISS will continue to directly support the efficient and timely delivery of acquisition services and the procurement transformation initiative by:

• Managing industrial and personnel security screening for industry for both national and international contracts;
• Reviewing contractual documents and recommending security-related clauses to procurement; and
• Pursuing ISS’s own business transformation agenda to further streamline internal functions to reduce processing times or simplify procedures.

In 2007-2008, ISS will implement a secure on-line inquiry service enabling our private sector and departmental clients to verify, on a 24-hour basis, the status of their personnel security clearance records held in the ISS database. This initiative will result in streamlined processes for stakeholders and reduce their need to contact the ISS call centre.

ISS will also participate in the Royal Canadian Mounted Police (RCMP) Real Time Identification (RTID) initiative scheduled for phased implementation starting in 2007. This project will allow ISS to transmit electronic fingerprints to the RCMP, enabling them to respond to the majority of submissions within three calendar days. This will result in decreased turnaround times for granting security clearances.

ISS will remain instrumental in maintaining trust in “security-in-contracting” (legally enforceable clauses relating to security requirements) between trading partners. ISS will continue to negotiate industrial security memoranda of understanding with new and emerging allies, as well as renewing those already in place with long-standing international partners.

Overall, ISS efforts will continue to focus on meeting security and safety obligations to Canadians, NATO and our major trading partners, safeguarding Canada’s economic interests (billions of dollars annually in international trade), and supporting the government’s security role as identified in the National Security Policy.

Shared Services Integration Sector

Shared Services Integration Sector (SSIS) is a full cost-recovery sector working toward reducing the government’s investment in corporate administrative systems and processes, thereby reducing overall costs.

SSIS provides services to clusters of departments and agencies using the following corporate administrative shared systems:

• Human Resources Information System to a cluster of 29 departments and agencies;
• Automated Materiel Management Information System to a cluster of 15 departments and agencies;
• Integrated Financial and Materiel System – SAP to a cluster of 14 departments and agencies; and
• Government of Canada Human Resources Management System PeopleSoft to a cluster of 20 departments and agencies.

In addition, SSIS offers full cost-recovered transactional Shared Human Resources Services (SHRS) for small departments and agencies. In 2006-2007, plans were made to help move SHRS to a cluster model of operations in order to maximize economies of scale. Proof of concept will be tested through a pilot study during 2007-2008. By April 1, 2008, it is anticipated that 12 to 15 small departments and agencies will form the core of an SHRS cluster group which will be more efficient for the government while small departments and agencies will be able to take advantage of standardized, reliable human resources services.

Business Integration Planned Spending

(in millions of dollars)
	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Operating and Statutory Votes
Business Integration Services
Gross Expenditures	39.7	29.8	29.8	29.8
Less: Respendable Revenue	23.0	22.3	22.3	22.3
Net Expenditures	16.7	7.5	7.5	7.5
Business Integration Performance Management (Note 1)
Gross Expenditures	43.8	34.4	34.4	34.4
Less: Respendable Revenue	38.5	30.0	30.0	30.0
Net Expenditures	5.3	4.4	4.4	4.4
BUSINESS INTEGRATION TOTAL	22.0	11.9	11.9	11.9
Gross Expenditures for Business Integration	83.5	64.2	64.2	64.2
Less: Respendable Revenue for Business Integration	61.5	52.3	52.3	52.3
Net Expenditures for Business Integration	22.0	11.9	11.9	11.9
Totals may not add up due to rounding.
(FTEs)
Business Integration Services - Full Time Equivalents (FTEs)	159	132	132	132
Business Integration Performance Management - FTEs	-	-	-	-
Business Integration Services - Full Time Equivalents Total	159	132	132	132
Note 1: Figure reflects the Internal Recoveries that cannot be charged to other program activities. The reduction in planned spending for Business Integration Services is mostly attributable to an internal reallocation for Industrial Security Sector ending in 2006-2007.

Strategic Outcome: Quality Services

Business Integration Services

Activity	Results	Performance Indicators
The identification and development of strategic business and process opportunities to integrate services provided by PWGSC, as well as to take advantage of economies of scale with colleague departments, the Government of Canada and all other inter-jurisdictional agencies and organizations, including regions.	An organization that fosters: A harmonized environment. Improved access to PWGSC services. Improved communication with colleagues and OGD’s. Increased horizontal initiatives. Added value for resources expended.	Percentage of reliability clearances turned around in 48 hours. Percentage of companies renewed or registered with the Controlled Goods Program within 30 days. Percentage of SSIS clients satisfied.

Strategic Outcome: Sound Stewardship

Business Integration – Performance Management

Activity	Results	Performance Indicators
Establishes client service expectations and monitors overall service performance of PWGSC. This will include ensuring that customer satisfaction is effectively measured, and contribute to the thought process for Branch/SOA initiatives on strategic level process improvements.	An organization that: Has a sound results-oriented framework utilizing MAF. Acts in the best interests of the department, its Program Branches, colleague departments and Canadians. Has integrated quality assurance framework and processes. Ensures that all services are timely and cost effective for Canadians.	(Client service relations have been transferred to other service delivery areas.)

SPECIAL OPERATING AGENCIES

PWGSC has two special operating agencies (SOAs): Audit Services Canada and the Translation Bureau. Government Consulting Services (GCS), formerly part of Consulting and Audit Canada, is now provided by Consulting, Information and Shared Services (CISS) within PWGSC. To comply with Treasury Board Secretariat reporting requirements, Government Consulting Services forms part of the current subsection.

Audit Services Canada

Audit Services Canada (ASC) is the proposed name of the former Audit, Assurance and Accounting Directorate of Consulting and Audit Canada. This organization provides auditing services to departments and agencies, other levels of government and to foreign governments and international organizations under an Order-in-Council. Auditing is a fundamental element in the discharge of accountability obligations and is one of the critical activities for maintaining the trust and confidence of stakeholders, as well as for demonstrating good stewardship.

ASC, through its audit and related services, makes a significant contribution to the government’s goal of improving public sector management accountability and operations. ASC’s main business lines are:

• Contract Cost Auditing, which contributes significantly to managing risks associated with contract administration, with the key client being PWGSC;
• Transfer Payment Auditing, which provides assurances that funds are spent in accordance with eligibility criteria and for the purposes intended, with key clients being Public Safety and Emergency Preparedness Canada, Industry Canada and Health Canada; and
• Internal Auditing where ASC supports the Office of the Comptroller in the implementation of the government’s Internal Audit Policy and provides professional services to internal audit functions in departments and agencies.

ASC maintains a strong regional presence that enhances our delivery capability.

Key Facts  Audit Services Canada Has provided audit services to departments for more than 50 years. Has staff of about 150 professionals, with two-thirds located in regional offices outside the National Capital Region. Engages in approximately 300 projects across Canada. Is a key strategic partner in the implementation of the Treasury Board Policy on Internal Audit. Government Consulting Services Delivers approximately 700 projects per year for more than 90 federal departments and agencies. 60% of project revenues are related to either government priorities, Clerk of the Privy Council priorities or horizontal initiatives. Client satisfaction rate is over 90%. Key reason for clients selecting GCS is its client service reputation.

Plans and Initiatives

ASC supports the following key strategic departmental priorities:

• Transforming our business;
• Supporting the government’s strategic agenda; and
• Delivering ongoing services.

Transforming Our Business

The key initiatives for 2007-2008 will include:

• Full implementation of the newly established Professional Practices Group, which ensures a regime of quality assurance and inspections in accordance with Professional Auditing Standards. It also ensures that the most up-to-date methodologies and tools are available to audit staff and that risks associated with audit engagementsare effectively managed. We expect this to be a model for the audit community; and
• An effective communications strategy with our clients to ensure a sound awareness of our services, strengths and value proposition; and improved communications with our staff from coast to coast to further promote organizational cohesiveness.

Building Capacity

There is an increasing demand for auditing services from both the program managers and chief audit executives in departments and agencies at the same time that there is a shortage within the profession. ASC will focus both on aggressive recruitment and retention of qualified professionals and university graduates, and on making investments in training and learning.

Supporting the Government’s Strategic Agenda

Accountability and Transparency

In 2007-2008, ASC will assist its key partners (PWGSC, Office of the Comptroller General, Public Safety and Emergency Preparedness Canada) in achieving their objectives for the government’s key priorities of accountability and transparency, including new responsibilities under the Federal Accountability Act.

Delivering Ongoing Services

ASC is committed to providing auditing services to its clients. We will maintain our regional delivery network to minimize travel costs and to ensure that regional clients have access to our services. We may, on a limited basis, use private sector resources to work under our supervision, where there may be critical staff shortages.

Government Consulting Services

As the government’s in-house consulting group, GCS provides client departments with expert services in information management, information technology and security, governance and sustainable development, strategic human resources and organizational effectiveness, financial and risk management, program evaluation, performance measurement, and knowledge and records management, as well as international services.

Plans and Initiatives

GCS supports the following key strategic departmental priorities:

• Transforming our business;
• Supporting the government’s strategic agenda; and
• Delivering ongoing services.

Transforming Our Business

In 2007-2008, the focus will be on implementing a recently developed Communications and Outreach Strategy designed to enable GCS to better understand the environment and needs of its clients; to identify government priorities where GCS can contribute; and to inform departments and agencies of GCS services. Implementation of the strategy will include developing communications materials, updating the GCS website, and meeting with key clients.

Building Capacity

In 2007-2008, GCS will concentrate on building consulting capacity through vigorous recruitment at all levels and renewal of the GCS Professional Development Program.

In addition, using the GCS Knowledge Management Model, GCS will augment knowledge and skills in core service areas by documenting methodologies, developing quality assurance processes, and enhancing mentoring and knowledge transfer.

A focus on documentation of methodologies and knowledge transfer is important because significant recruitment is planned for 2007-2008, while experienced staff are increasingly becoming eligible for retirement.

Supporting the Government’s Strategic Agenda

Sound Management

GCS will continue to support sound management practices across government. GCS consultants have in-depth knowledge and experience of government operations and priorities. Sixty percent of revenues are derived from projects providing clients with tools and support to implement government priorities, priorities of the Clerk of the Privy Council Office and horizontal initiatives.

Delivering Ongoing Services

GCS will continue to provide specialized advice and solutions to improve public sector management and support the government’s management improvement agenda, using its own professional staff and, when there are staff shortages, private sector resources working under its supervision.

In 2007-2008, we will continue to concentrate on:

• Confidential and sensitive assignments leading to improvements in governance, management and operations in the public service; and
• Sharing of experience and best practices across government to advance public sector management.

Consulting and Audit Canada Revolving Fund Planned Spending

(in millions of dollars)
	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Statutory Votes
Consulting and Audit Canada Revolving Fund
Gross Expenditures	98.7	53.7	52.4	53.6
Less: Respendable Revenue	99.2	53.7	52.4	53.6
Net Resources (Provided) Used	(0.5)	-	-	-
CONSULTING AND AUDIT CANADA TOTAL	(0.5)	-	-	-
Totals may not add up due to rounding.
(FTEs)
Consulting and Audit Canada Revolving Fund - Full Time Equivalents (FTEs)	390	361	369	376
The variance in business volume is mostly attributable to less flow-through contracting revenues as a result of the mandate review of the Consulting and Audit Revolving Fund.

 

Strategic Outcome: Quality Services

Consulting and Audit Canada Revolving Fund

Activity	Results	Performance Indicators
Provide, on an optional and fee-for-service basis, consulting and audit services to federal departments and agencies and, on request, to provincial, territorial, municipal and Aboriginal governments in Canada and to foreign governments and international organizations.	Government Consulting Services Improved public service management and operations. High-quality professional services. Cost-effective delivery of services. Knowledgeable and sustainable workforce.  Audit Services Canada High-quality professional services. Knowledgeable and sustainable workforce. Improved internal audit capacity within the federal government while maintaining core resources to meet cost and contribution audit needs of public service managers. Cost-effective delivery of services.	Government Consulting Services Client feedback on improvement of management and operations. Overall client satisfaction rate. Average training days per FTE. Net revenue. Average years of experience in the public service. Audit Services Canada Overall client satisfaction rate. Number of auditors with professional designation. Projects with and on behalf of the Office of the Comptroller General. Implementation of a funding model that will allow CAC to attain its financial goals. Net revenue.

TRANSLATION BUREAU

The Translation Bureau is a key component of the government’s service delivery infrastructure. It helps the government serve Canadians and communicate with them in the official language of their choice by standardizing terminology within the public service and providing translation, revision, interpretation, terminology and technolinguistic services for Parliament, the judiciary, and federal departments and agencies.

The Bureau ensures that a critical mass of skilled language professionals — employees and suppliers — is available. Thus it enables the government to operate smoothly, meet its official languages obligations and promote the values of linguistic duality and multiculturalism that make up the Canadian identity. The Bureau provides services in more than 100 languages to support the government in its international relations and in its communications with those Canadians who have difficulty communicating in either official language.

Plans and Initiatives

The Translation Bureau will support the following key strategic priorities:

• Transforming our business;
• Supporting the government’s strategic agenda; and
• Delivering ongoing services.

Key Facts Federal centre of expertise in translation, revision, interpretation and technolinguistics. Linguistic and terminology standardization authority of the public service. Manages TERMIUM®, the Government of Canada’s terminology and linguistic data bank. Offers 24-hour translation services. Provides more than 3,000 small and medium-sized linguistic services firms with access to government contracts.

Transforming Our Business

The Translation Bureau’s Transformation Program

In 2005, the Translation Bureau began implementing a business transformation strategy based on two pillars:

• The adoption of a new business model redefining the client relations framework; and
• An initiative to modernize work tools, processes and methods.

The new business model will lead us to abandon our old transaction-based management approach in favour of a partnership approach that brings the translator closer to the client and streamlines administrative procedures. In 2007-2008, the Bureau will continue to explore new demand management approaches, such as risk management, and will launch a certification program to ensure that core documents (for example, those that are critical to the government’s decision-making process or those for use by the public, as well as documents dealing with national security and the health of Canadians) are of the highest quality. We will continue our efforts to reserve our in-house professional resources for revision, quality assurance and the translation of core and public-interest documents.

Building Capacity

As a bilingual nation whose prosperity is closely linked with international trade, Canada requires a reliable, efficient, high-quality supply of translation and linguistic services.

The security of supply in translation is at risk because of industry fragmentation, an aging population of translators and a decline in enrolment in translation schools. This situation affects Canada’s ability to function as a bilingual country and hinders access by Canadian businesses to foreign markets, since they must rely on external sources for their translation needs.

To address this issue, we plan to act on two fronts: building our own in-house capacity and building the capacity of the Canadian translation industry.

Building in-house capacity:The shortage of language professionals in foreign and Aboriginal languages affects the security of supply. We will, therefore, intensify our efforts to strengthen our supply through recruitment and development initiatives. The Bureau will work to build a terminology capacity in Inuktitut and continue to consolidate our terminology capacity in English, French, Spanish and Portuguese to better support Canadian businesses’ products and services exports.

The in-house practicums offered to translation, terminology and interpretation students will continue, and we will maintain the education leave program for staff obtaining a master’s degree in interpretation. The two-year apprenticeship programs designed to rapidly bring translation and terminology recruits to the working level will also be maintained. In addition, special attention will be given to recruitment and training of translators in specialized areas or those areas experiencing critical shortages.

Building industry capacity:The supplier market is an essential component of the language capacity available to the government and the Bureau must ensure that the language industry in the private sector can meet the government’s needs. To this end, in 2007-2008, we plan to:

• Propose a comprehensive strategy to develop and maintain the bilingual and multilingual translation capacity that the government and Canada require to support the country’s social, economic and international objectives;
• Work with other levels of government, universities, professional associations and regional economic development organizations to implement job creation initiatives in the language field for immigrants and young Canadians;
• Work with federal partners to strengthen career opportunities in the language professions, to attract more students and thus guarantee security of supply in the long term;
• Continue efforts to ensure that our buying power and that of other federal agencies is managed in a way that ensures a high quality of services and promotes industry restructuring and the creation of larger, economically viable translation firms. Accordingly, by March 2009, the Bureau plans to increase the number of high-dollar-value contracts to over 50 percent of the total value of contracts awarded;
• Continue our practicum partnership programs with the universities to secure a skilled capacity for the future, programs that have been of considerable benefit to the translation industry to this day; and
• Pursue our objective to develop, in collaboration with the industry, a shared professional development infrastructure that will encourage Canada’s official language minority and cultural communities to create a high-calibre bilingual and multilingual translation supply.

The Bureau’s accelerated training program in interpretation for suppliers is one example of other measures that will help secure an external supply of new professionals. We will work with the Canadian Translators, Terminologists and Interpreters Council in administering the certification exam for conference interpreters.

Supporting the Government’s Strategic Agenda

Accountability and Transparency

The Bureau will clarify its accountability and internal control framework and redesign its policy framework, reviewing all directives and procedures. We will also continue to streamline our planning processes and reporting tools.

The Bureau is in the final phase of developing an activity-based accounting system, which should be completed during 2007-2008. The system will enable us to conduct more accurate financial analyses of our operating costs and better identify areas where we can take action to realize efficiencies. This system will provide the Bureau with tools that explain our value proposition to clients in a transparent and rigorous manner, while offering clients solid bases of comparison for choosing the optimum translation service arrangement.

Sound Management

The second pillar of the Bureau’s transformation program — the initiative to modernize work tools, processes and methods — directly supports efforts to provide the government with products and services that are continually improved.

This initiative involves a number of projects, including the Translation Memory Project launched last year. This is a computerized knowledge and information management tool that allows previously translated segments of texts to be retrieved from archives and used, ensuring terminological consistency across texts.

The modernization initiative is based on the integration of a number of systems and seeks to achieve an optimal level of automation from order-taking to invoicing, including pre-processing using language tools like TERMIUM® and the translation memory.

The implementation of the new business model and the modernization of the production system will involve a partial re-engineering of the current business systems and their integration with new and existing language support tools.

To complete this integration, we plan to conduct a virtual merger of TERMIUM® with other databanks produced by various international organizations. Through international partnerships and thanks to the compatibility of the databanks, we will be able to expand the foreign-language content of our terminology base to benefit all users.

Security

The Bureau has established a rapid response team that can be mobilized quickly to provide continuous access to our services and ensure an immediate response in the event of a national emergency affecting the health, safety or security of Canadians.

Delivering Ongoing Services

Service to Parliament and Interpretation

In 2007-2008, we will review our service offering in Aboriginal-language interpretation. We will also review our service offering in sign-language interpretation in the wake of the Federal Court decision confirming the obligation to provide this service when Canadians interact with government institutions.

The Bureau will also continue our constant quality-improvement program in the Interpretation and Parliamentary Translation Sector, hiring proofreaders and increasing the number of revisers and senior interpreters. In addition, we will begin the implementation phase of the debates captioning system in the House of Commons.

Terminology Standardization

To optimally manage the government’s terminology expertise, strengthen the government’s role in the language field on the national and international scenes, and showcase Canada’s collective wealth of linguistic and terminological knowledge, the Bureau will:

• Enhance the quality of communications between the government and the public by such means as issuing terminology standardization notices or participating in initiatives such as plain language. The Bureau will also strengthen the terminology services and resources made available to Canadians, such as the Language Nook /Coin linguistique);
• Represent Canada at major national and international language forums and on standardization networks and committees, such as the International Organization for Standardization (ISO). The terminology obtained through these partnerships directly enhances the terminolinguistic services and resources made available to Canadians (TERMIUM®, Language Nook / Coin linguistique);
• Continue working on a project intended to give all Canadians the benefit of the terminological and linguisticresources developed by public institutions in Canada;
• Offer other international organizations the opportunity to use TERMIUM®; and
• Continue development work on a new version of TERMIUM® that will allow client departments and agencies to store, standardize, add and update their own specific terminology.

The Bureau will also strengthen Canada’s presence on the international scene by:

• Participating, along with the Office québécois de la langue française, in the organization of the terminology symposium to be held by the Université du Québec en Outaouais in May 2007; and
• Laying the groundwork for the World Terminology Summit to be held in Canada in 2008.

Service to Departments and Central Agencies

The Bureau’s transformation initiatives aim at continuously improving the quality and operational efficiency of on-going services. A central impetus of our work is also to promote whole-of-government solutions for language services and ensure sound management of the translation function within the public service.

The Bureau will continue as well to deploy translators who will work on-site with clients or serve as client-assigned translators, in order to respond even more closely to clients’ needs.

Translation Bureau Planned Spending

(in millions of dollars)
	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Operating and Statutory Votes
Translation and Interpretation to Parliament, Conference Interpretation, Terminology
Gross Expenditures	58.1	55.7	55.7	55.7
Less: Respendable Revenue	-	-	-	-
Net Expenditures	58.1	55.7	55.7	55.7
Translation Stewardship
Gross Expenditures	2.5	2.4	2.4	2.4
Less: Respendable Revenue	-	-	-	-
Net Expenditures	2.5	2.4	2.4	2.4
Translation Bureau Revolving Fund
Gross Expenditures	205.9	214.9	221.9	224.1
Less: Respendable Revenue	205.9	214.9	221.9	224.1
Net Resources (Provided) Used	-	-	-	-
TRANSLATION BUREAU TOTAL	60.6	58.1	58.1	58.1
Gross Expenditures for Translation Bureau	266.5	273.0	280.0	282.2
Less: Respendable Revenue for Translation Bureau	205.9	214.9	221.9	224.1
Net Expenditures for Translation Bureau	60.6	58.1	58.1	58.1
Totals may not add up due to rounding.
(FTEs)
Translation and Interpretation to Parliament, Conference Interpretation, Terminology - Full Time Equivalents (FTEs)	-	-	-	-
Translation Stewardship - FTEs	-	-	-	-
Translation Bureau Revolving Fund - FTEs	1,584	1,534	1,534	1,534
Translation Bureau - Full Time Equivalents Total	1,584	1,534	1,534	1,534
The Bureau’s revolving fund provides services to Parliament and collects the related revenues from its own operating vote. Accordingly, the revolving fund’s gross expenditures and respendable revenue include the net expenditures reported in Translation and Interpretation to Parliament, Conference Interpretation, Terminology and Translation Stewardship Program Activities. Revenues and expenditures are increasing over future years in line with cost of living and a small volume increase.

Strategic Outcome: Quality Services

Translation and Interpretation to Parliament, Conference Interpretation, Terminology

Activity	Results	Performance Indicators
Provision of translation and interpretation services to Parliament, conference interpretation and terminology services.	Best-value service to Parliament, the judiciary and other government organizations to ensure the government’s ability to function in both official languages and other languages as required.	Percentage of sessions covered in both Houses of Parliament. Percentage of clients satisfied with service. Number of hits on the Translation Bureau’s Terminology site (TERMIUM®).

Translation Bureau Revolving Fund

Activity	Results	Performance Indicators
Provision of translation, technolinguistic and other linguistic services to the judiciary and federal departments and agencies on a cost recovery basis. Upon request, provision of translation, technolinguistic and other linguistic services to other governments in Canada and international organizations on a cost-recovery basis.	Financially viable organization offering best-value service to the judiciary and other government organizations to ensure the government’s ability to function in both official languages and other languages as required.	Percentage of revenue objectives met. Percentage of clients satisfied with service.

Strategic Outcome: Sound Stewardship

Translation Stewardship

Activity	Results	Performance Indicators
Program management, strategy, governance, monitoring and support activities. Also encompasses activities that are necessary to: Ensure the security of supply of linguistic services to Parliament, the judiciary and the federal government. Foster the development and growth of the Canadian language industry. Ensure the development and dissemination of translation, terminology and technolinguistic standards in Canada. Exercise the role of functional specialist in the translation, terminology, interpretation, linguistic and technolinguistic domains for the other departments and agencies.	Capacity to effectively manage and deliver the translation and terminology functions and ensure Canada’s representation and leadership at national and international levels.	Number of outreach activities that enhance leadership role in the industry, professional associations and universities. Number of students in training and development programs (partnership with universities, co-op work, Federal Student Work Experience Program). Number of national and federal terminology standardization committees and international fora at which the Bureau participates.

CORPORATE MANAGEMENT

The Corporate Management function provides internal support to all of PWGSC’s branches and special operating agencies through: Corporate Services, Policy and Communications; Human Resources; the Office of the Chief Risk Officer (OCRO); Audit and Evaluation; Finance; the Investigations and Litigation Support Office; and Legal Services, as well as offices in the Pacific, Western, Ontario, Quebec, and Atlantic regions.

Plans and Initiatives

In 2007-2008, Corporate Management will support the following key strategic departmental priorities:

• Transforming our business; and
• Supporting the government’s strategic agenda.

Transforming Our Business

Corporate Management plays a key role in the implementation of PWGSC’s business transformation agenda, particularly through Corporate Services, Policy and Communications. In 2007-2008, Corporate Management will:

• Provide strategic advice, guidance and analytical support to program branches;
• Act as the corporate project management office for the core transformation activities;
• Facilitate a reporting mechanism for measuring progress on transformation;
• Provide a single window for central agencies;
• Support and facilitate a strategy to manage and communicate change within PWGSC, with an emphasis on people and cultural issues;
• Support managers in anticipating and managing the human resources implications of the business transformation initiatives;
• Implement the Financial Management Transformation Agenda;
• Support the implementation of the transformation agenda within PWGSC; and
• Expand our outreach efforts to better inform key associations, suppliers and other government departments about our value-added services and our transformation activities and progress.

Building Capacity

Like most employers, PWGSC is facing the challenges posed by an aging workforce and the need to build its capacity. Corporate Management will help face those challenges within the context of public service modernization frameworks and in the spirit of public service renewal. In 2007-2008, we will:

• Further build capacity within the Human Resources Branch and help managers assemble the capacity necessary to stabilize the department by:
  • hiring new staff and strengthening competencies;
  • improving the efficiency of our business processes; and
  • improving information and business systems.
• Build a workforce that is representative of the Canadian population and lead the application of the Official Languages Act; and
• Promote continuous learning, effective human resources planning, employee engagement, personal well-being and workplace recognition.

Supporting the Government’s Strategic Agenda

To support the government’s priority on accountability and create the highest standards in management practices, Corporate Management will continue in 2007-2008, to integrate the Management Accountability Framework (MAF) into the department’s internal business planning and accountability processes.

Accountability and Transparency

Corporate Management will continue working on departmental initiatives to strengthen accountability and transparency, manage risk and ensure a culture of integrity. In 2007-2008, we will:

• Support the implementation of the Federal Accountability Act and Action Plan, and continue to conduct our affairs in a transparent manner in accordance with the Act and the Values and Ethics Code;
• Build capacity and expertise on sound management of information resources;
• Enhance the financial management framework and related improvements that are aligned to strengthen accountability and integrity, effective expenditure management and results-based management. This will be done through implementing financial management key initiatives, including the Office of Comptroller General financial management framework, audited financial statements, financial funding framework review and full implementation of an integrated financial and materiel management system;
• Ensure that Access to Information and Privacy (ATIP) requests are processed in accordance with legislated requirements, including those introduced by the Federal Accountability Act;
• Continue to pursue the activities related to the recovery of sponsorship funds and support related criminal investigations;
• Reinforce the integrity of audit and oversight in a number of ways:
  • by increasing the number of private-sector members on the department’s Audit and Evaluation Committee, so that we have a majority of external members by April 1, 2009;
  • by building our capacity to improve audit coverage; and
  • by monitoring and following up on the implementation of management action plans that address internal audit and the Auditor General recommendations; and
• Continue to deliver program evaluations that are both strategic and aligned with departmental priorities. We will also participate in the development of a new Treasury Board Policy on Evaluation, which is expected to increase demand for evaluation services.

Sound Management

As the provider of PWGSC’s internal management and oversight services, Corporate Management will embark in 2007-2008 on a number of initiatives designed to strengthen PWGSC’s corporate infrastructure. Specifically we will:

• Lay the groundwork for the scheduled implementation of a renewed financial management system in April 2008, particularly regarding its impact on procurement and materiel management processes;
• Strengthen the department’s risk management and quality assurance capacity by providing a focal point for risk management advice and oversight of the implementation of the Integrated Risk Management Framework. This includes responsibility for ethics programs, internal disclosure, fairness monitoring and contract claim advisory services — key elements of a comprehensive risk management approach; and
• Continue to exercise our oversight role on all major departmental initiatives, which culminate in the delivery of Cabinet documents, either Treasury Board Submissions or Memoranda to Cabinet. Our oversight function also extends to client departments’ Treasury Board Submissions seeking to secure contract approval.

Greening Government

Corporate Management will continue to support and implement an integrated and horizontal approach to greening internal operations:

• By March 2010, we will reduce the environmental footprint of PWGSC printing services and paper by completing a pilot project that introduces a fully managed print solution to reduce the environmental effects of our printing services;
• By March 2009, we will maximize the use of procurement to protect the environment and support sustainable development by developing and implementing a departmental direction for the Policy on Green Procurement; and
• To reduce greenhouse gas and other air emissions from the department’s vehicle fleet, we will purchase alternative transportation fuel vehicles, where cost-effective and feasible, and only ethanol-blended gasoline for federal road vehicles, where available.

Strategic Outcome: Sound Management

Activity	Results	Performance Indicators
Supports the transformation of PWGSC to deliver the government’s agenda. Sets strategic priorities and develops tools for sound, integrated management practices. Enhances human resources management and maintains strong labour relations. Builds PWGSC credibility through enhanced communications with Canadians, central agencies and Parliamentarians. Delivers a suite of corporate services.	PWGSC programs are provided with corporate functions that are ethical, cost efficient, and delivered within agreed service levels and standards in respect of public service values.	Cost of corporate management as a percentage of total departmental costs. Targets for the level of positive response from the Human Resources Branch client survey planned for spring 2007. Number of communications elements produced for external audiences. Percentage of ATIP requests completed within their legislated timeframes. Reduced rentable square metres of accommodation. Percentage of approved financial systems strategy implemented. Number of corporate management employees as a percentage of total population. Percentage of elements of PWGSC Ten-Point Integrity Plan successfully completed. Percentage of client satisfaction with internal audit and evaluation work being aligned and timely to significant PWGSC priorities.

 

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