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Minister's Message

I am pleased to present the 2008-2009 Report on Plans and Priorities for Public Works and Government Services Canada outlining our key priorities for the year ahead.

Over the past year, we have made significant progress in adopting a more strategic approach to procurement and streamlining how we purchase goods and services on behalf of the Government of Canada, particularly in the area of military procurement. In the coming year, we will continue to ensure that military procurements deliver maximum, high-quality economic benefits to Canadians, and that Canadian firms are well positioned to contribute to this important government priority. My department will continue to work with our partners in government to ensure that all businesses, particularly small and medium enterprises and those located in the regions, have fair and open access to government contracts, in order to generate regional and industrial benefits for Canadian companies.

As part of our commitment to restoring accountability and ensuring openness and transparency through the Federal Accountability Act and Action Plan, we have made significant progress toward establishing the Office of the Procurement Ombudsman, which will begin operations early in the new fiscal year. We also commissioned and responded to the Report of the Independent Advisor on Public Opinion Research (POR), including a commitment to reduce POR expenditures across government and ensure better value for Canadian taxpayers when government undertakes these activities.

We will continue to build on our real property renewal initiative. In 2007-2008, PWGSC completed the sale-leaseback of seven properties allowing the government to realize significant value for taxpayers while we continue to focus on what really matters to Canadians: providing the high-quality services and programs they need and deserve. PWGSC will continue to pursue a range of strategies to manage its real property portfolio more efficiently and achieve best value for taxpayers. We will continue to work closely with our parliamentary partners to make progress on the Long-Term Vision and Plan for the Parliament Buildings - an extensive renovation and restoration project that will preserve and enhance the beauty and safety of these national treasures.

As highlighted in the October 2007 Speech from the Throne, security remains a priority for our government. We will therefore continue to strengthen Canada's Industrial Security Program. Furthermore, PWGSC will play a leading role in greening the government's operations, contributing to providing a healthier environment for Canadians; for example, by meeting exemplary environmental standards in our buildings and by cleaning up contaminated sites.

I am proud of the progress my department has achieved in many areas, and I support its goal to become a best-in-class service organization. I can assure you that we will continue to respect Canadians by demonstrating transparency and accountability in all of PWGSC's operations.

 

The Honourable Michael M Fortier

Management Representation Statement

I submit for tabling in Parliament, the 2008-2009 Report on Plans and Priorities (RPP) for Public Works and Government Services Canada.

This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2008-2009 Estimates: Reports on Plans and Priorities and Departmental Performance Reports, and it:

• Adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance;
• Is based on the department's strategic outcomes and Program Activity Architecture that were approved by the Treasury Board;
• Presents consistent, comprehensive, balanced and reliable information;
• Provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• Reports finances based on approved planned spending numbers from the Treasury Board of Canada Secretariat.

________________________________________________
François Guimont
Deputy Minister of Public Works and Government Services

Section I - Departmental Overview

Raison d'être

Public Works and Government Services Canada (PWGSC) is the government's manager of office space and provider of real estate services. We are its central purchasing agent, banker and accountant. We are the government's shared information technology services provider. We provide services in the areas of payroll and pensions, audit, communications, consulting, translation and linguistic services, industrial security, and in the coordination of greening of government operations. By delivering our programs and services in an efficient, effective and exemplary manner, we strive to enable modern government.

Our raison d'être is to ensure optimum value to Canadians and to the government in the provision of common, central and shared services. Through the delivery of our services, PWGSC enables other government departments and agencies to provide their programs and services to Canadians. Guided by the values of respect, integrity, excellence and leadership, PWGSC employees are dedicated to providing the best results for Canadians.

Organizational Information

PWGSC provides its services through its 26 program activities and 2 strategic outcomes, as follows:

Strategic Outcomes, Program Activities and Service Organization*

* Please see Section II, Program Activity Architecture (PAA) Crosswalk, for PAA changes made since 2007-2008. The Internal Services and Business Integration - Performance Management program activities, as well as the detailed organization chart, are provided in Section IV.

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Summary Information

The following table, PWGSC's Planned Spending by Strategic Outcomes, provides financial information by strategic outcome and related program activities.

PWGSC's Planned Spending by Strategic Outcomes

	Forecast Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011
GOVERNMENT SERVICES PROGRAM (Note 1) Operating (including Special Purpose Allotments), Capital and Statutory Votes (in millions of dollars)
Quality Services
Federal Accommodation and Holdings	1,662.3	1,863.0	1,810.5	1,505.5
Real Property Services Revolving Fund	-	-	-	-
Real Property Disposition Revolving Fund	(8.0)	(5.5)	(5.2)	(4.9)
Acquisition Services	156.8	146.3	146.2	146.3
Optional Services Revolving Fund	-	-	-	-
Defence Production Revolving Fund	-	-	-	-
Information Technology Infrastructure Services	213.8	133.9	127.3	126.9
Telecommunications and Informatics Common Services Revolving Fund	-	-	-	-
Receiver General Services	8.0	8.3	8.3	8.3
Public Service Compensation Services	2.2	1.4	1.3	1.3
Information Services (Note 2)	33.6	31.3	23.4	23.2
Consulting and Audit Canada Revolving Fund	-	-	-	-
Linguistic Services	57.8	55.3	55.3	55.3
Translation Bureau Revolving Fund	6.2	2.0	-	-
Greening of Government Operations Services	10.6	57.0	38.7	38.8
Total: Quality Services	2,143.3	2,293.0	2,205.8	1,900.2
Sound Stewardship
Real Property Stewardship	45.0	39.9	39.8	39.8
Acquisition Stewardship	66.9	46.3	32.2	32.2
Information Technology Infrastructure Stewardship	18.5	18.7	18.7	18.7
Receiver General Stewardship	132.0	131.7	134.5	134.3
Public Service Pay Stewardship	37.4	31.4	28.2	28.4
Public Service Pension Stewardship	23.6	24.0	23.5	22.5
Information Stewardship	17.0	18.3	18.3	18.3
Business Integration - Performance Management(Note 3)	4.4	5.3	5.3	5.3
Linguistic Stewardship	2.5	2.4	2.4	2.4
Greening of Government Operations Stewardship	2.9	1.1	1.1	1.2
Total: Sound Stewardship	350.2	319.1	304.0	303.1
Net Planned Spending	2,493.5	2,612.1	2,509.8	2,203.3
Full-Time Equivalents (FTEs)	12,581	12,391	12,327	12,338

Totals may not add up due to rounding.
Note 1: Includes intradepartmental revenues and expenditures of $262.5 million for 2007-2008, $300.6 million for 2008-2009, $306.6 million for 2009-2010 and $306.9 million for 2010-2011 for a nil bottom line impact.
Note 2: Information Services spending for 2007-2008 includes expenditures under the Business Integration Services program activity, which has now been deleted.
Note 3: Business Integration - Performance Management figures reflect internal recoveries that cannot be charged to other program activities.

The voted and statutory items displayed in the PWGSC Main Estimates are highlighted in the following table.

PWGSC's Voted and Statutory Items (displayed in Main Estimates)

Vote or Statutory Item	Vote or Statutory Wording	Main Estimates 2008-2009	Main Estimates 2007-2008
1	Operating expenditures (in millions of dollars)	1,975.9	2,119.1
5	Capital expenditures	290.9	340.2
(S)	Minister of Public Works and Government Services - Salary and motor car allowance	0.1	0.1
(S)	Contributions to employee benefit plans	79.7	82.3
(S)	Real Property Disposition Revolving Fund	(5.5)	(8.0)
(S)	Optional Services Revolving Fund	-	-
(S)	Consulting and Audit Canada Revolving Fund	-	-
(S)	Translation Bureau Revolving Fund	2.0	-
(S)	Payment in lieu of taxes to municipalities and other taxing authorities	-	-
(S)	Real Property Services Revolving Fund	-	-
(S)	Telecommunications and Informatics Revolving Fund	-	-
(S)	Defence Production Revolving Fund	-	-
	TOTAL DEPARTMENT	2,343.1	2,533.7

Totals may not add up due to rounding.

Operating Environment

PWGSC's current operating environment is strongly influenced by national and international developments, and, by trends within the government community. Some of these were reflected in the October 2007 Speech from the Throne, which included priorities related to meeting Canada's international commitments in Afghanistan and elsewhere, enhancing our national security and protecting the environment. Within the government, trends influencing the plans and priorities of PWGSC include the growing preference for government-wide service models, the need to ensure that Canadians receive the best possible value for their tax dollars, and the need to demonstrate transparency and accountability in all that we do.

As the government's principal provider of common and central services, PWGSC is also influenced to some degree by most factors, either internal or external to government, that have an impact on our client departments and agencies. Where there are changes in government programs or new approaches to the delivery of public services or a requirement for new services, PWGSC must anticipate and respond accordingly.

PWGSC has also been undergoing a significant business renewal agenda since 2005, particularly in three of its main business lines - real property, procurement and information technology. This effort is aimed at finding innovative ways to deliver services smarter, faster and at reduced cost, while demonstrating improved accountability and results. As with any large-scale business renewal, there are major challenges in continuing to deliver ongoing operations while implementing modernized approaches and processes.

Departmental Plans and Priorities

PWGSC's strategic priorities for the period covered by this RPP support those of the government as outlined in the October 2007 Speech from the Throne, and have been strongly influenced by other factors noted above. In addition to the priority of meeting our ongoing Quality Services and Sound Stewardship commitments, our strategic change priorities (new or previously committed) are set out below as Program Priorities or Management Priorities.

Program Priorities

Military Procurement: To support the government's commitment to help rebuild the Canadian Forces and strengthen Canada's sovereignty, significant investment is being made in military equipment and related support services. In the area of military procurement, the Department of National Defence (DND) is accountable for the definition of operational requirements and development of performance and technical specifications, while PWGSC is accountable for contracting. In 2007, the Canadian Forces accepted the delivery of two C-17 Globemaster III aircraft and another two aircraft are expected by the end of April 2008. A loan was negotiated with the German government, which enabled 20 additional main battle tanks and two special-purpose armoured vehicles to be in operation in Afghanistan. More recently, a purchase contract for 17 C-130J Hercules aircraft, valued at $1.4 billion U.S., was announced with first delivery expected in winter 2010. We will continue to work closely with DND to ensure timely contract awards and deliveries of equipment and services in order to meet the needs of our fighting men and women in the field, while ensuring best value for Canadians.

As in all procurement activities, the procurement of military equipment for Canada's armed forces continues to be fair, open and transparent, and in line with the government's commitment under the Federal Accountability Act. Rigorous requirements for each procurement process have been put in place to ensure openness and transparency, while meeting the urgent operational requirements of Canada's armed forces. Potential suppliers will have to demonstrate their ability to meet mandatory, high-level performance criteria.

Security (Industrial Security Program): PWGSC's Industrial Security Program (ISP) safeguards classified/protected Canadian, NATO and foreign information and assets that have been entrusted to private sector organizations as a result of their participation in contractual project and/or program requirements. The ISP also ensures that controlled goods are protected against unauthorized possession, examination or transfer while in custody of private sector companies in Canada.

The program has been facing mounting external pressure for increased industrial security vigilance, particularly since 9/11. This includes a significant increase in security for Canadian government contracting, both military and non-military, and growth in the number and size of international cooperative projects. In response to these pressures, PWGSC will strengthen its ISP delivery in 2008-2009 by increasing the number of employees providing industrial security services. We will also implement a Quality Assurance Program for all security activities (e.g., personnel security, company registrations and inspections, contract terms and conditions) to ensure active monitoring of documents and processes. Additionally, we will initiate a contract security system project to ensure security requirements are more precisely identified in all contracts awarded by PWGSC. Finally, PWGSC will expand the level of involvement in international fora and bilateral discussions with a view to increasing opportunities for Canadian companies to compete for classified/sensitive contracts of foreign governments and gain access to foreign classified/sensitive technologies and goods. These represent considerable revenue opportunities for Canadian businesses and will contribute to Canada's economic wellbeing.

Greening of Government: In 2008-2009, PWGSC will continue to work closely with other government departments to improve the federal government's ability to green government operations. We will lead the development of government-wide targets, policies, initiatives and performance measurement for greening government operations.

We will focus on pursuing tangible results in four areas of interest: buildings, business, movement and land. For buildings, PWGSC will continue developing a sustainable buildings policies and supporting guidelines to be implemented at federal office buildings. For business, PWGSC will pursue a procurement directive to limit the federal government's purchases of products containing hazardous chemicals. Additionally, we will continue to provide guidance and enabling tools to federal departments and agencies for implementing the Policy on Green Procurement, and setting targets that reflect their mandates and buying patterns. PWGSC will emphasize green procurement focusing on commodity management for items such as: vehicles (e.g., alternative fuel and hybrid); office supplies (e.g., 30 percent recycled content of paper); printers; IT hardware; photocopiers; and other key commodities which support greening of government objectives. For movement, PWGSC will work to develop a directive for federal departments and agencies to ensure that they evaluate their fleets to verify that they are the right size and composition for operational requirements. For land, PWGSC will work to develop a directive for reducing or eliminating the cosmetic use of pesticides on federal property. In addition, we will continue with the remediation of contaminated sites, including the Sydney Tar Ponds and Coke Ovens sites.

Procurement Renewal: PWGSC is renewing its long-term vision on government procurement, building on lessons learned since procurement transformation was launched in 2005, and taking into account international best practices. A principal objective is to focus on those areas where PWGSC can add the greatest value to client departments and to the government as a whole, while ensuring transparency and clear accountabilities. A government-wide approach to procurement, with consolidation of the purchasing requirements of departments remains the basis of our business model.

The Shared Travel Services Initiative (STSI) provides corporate travel management services for the government. By using the STSI enterprise-wide travel solution, PWGSC will be better able to reduce the government's travel costs and help departments to better manage their own travel budgets. In addition, PWGSC recently implemented the electronic catalogue of the Government of Canada Marketplace (GoCM) and will be updating it to meet emerging requirements.

PWGSC remains committed to assisting Small and Medium Enterprises (SMEs) to compete for government business by working to reduce barriers and by simplifying requirements. This includes offering an outreach campaign, as well as training sessions and presentations to suppliers and industry associations. A particular priority will be to match competitive supply capabilities in specific parts of the country with corresponding demand requirements of government departments.

Throughout 2008-2009, PWGSC will further engage suppliers and supplier associations to identify best practices in procurement as part of a strategic supplier engagement strategy. A key challenge will be to identify the specific opportunities and supplier communities through a combination of industry/procurement analyses and continuous industry consultations. In addition, we will complete a comprehensive update of the Supply Manual to ensure updated procurement policies and procedures that meet the government's needs.

Procurement Ombudsman: The fiscal year 2008-2009 will be the first year of operation for the Procurement Ombudsman - a position created by the Federal Accountability Act. The Procurement Ombudsman is accountable for meeting, in an impartial and independent manner, his legislative mandate which is to: review procurement practices across government to ensure fairness and transparency; make recommendations for improvements to the relevant department; review complaints from potential suppliers after contract award with respect to procurements of goods and services that are covered by the Agreement on Internal Trade but which are below $25,000 for goods and $100,000 for services; review complaints with respect to the administration of contracts; and, ensure the availability of an alternative dispute resolution process for contract disputes. The Procurement Ombudsman must submit an annual report to the Minister of PWGSC within four months after the end of the fiscal year, which the Minister shall table in Parliament.

Information Technology Shared Services: As part of a government-wide effort to modernize and improve the management of administrative services and systems, PWGSC is committed to delivering a consistent set of government-wide information technology infrastructure products and services to enable government departments to deliver on their priorities.

Implementing government- wide shared services in IT will be several years in the making. PWGSC is also consulting broadly with the IT industry and associations as the government moves forward on this agenda. PWGSC will focus its efforts in 2008-2009 on increasing the proportion and enhancing the quality of IT shared services.

In partnership with the government's IT community, PWGSC is leading a government-wide IT evolution including: shared enterprise network, data centre consolidation, IT Security, and fully-managed desktop services as key elements in the IT Shared Services initiative. A strong and collaborative product governance structure is now in place to drive the IT Shared Services portfolio and ensure it continues to meet the needs of government departments. To prepare for such a change, PWGSC will be improving its business, service and client relationship management disciplines.

Real Property Modernization: PWGSC is modernizing its real property business through the development of a more efficient organizational structure, new business information management systems, a revitalized workforce, and a business model that features a range of modern real estate strategies to manage our diverse real property portfolio. One such strategy resulted in the successful sale and leaseback of 7 office properties in 2007-2008, which yielded clear benefits to the government and Canadians. The objective of this modernization agenda is to increase efficiencies in our operations, improve the services we provide to clients, and provide better value for money for taxpayers.

Extensive consultation will be key to the success of this agenda. We will work closely with clients to develop a service management strategy, share our expertise, and to clarify our respective roles and responsibilities in the development of timely solutions to their accommodation needs. Of special importance to this agenda is the Business Systems Transformation Project, which will provide easier access to better quality business information, and improve decision-making in all areas of our operations.

Pension Administration Transformation: The PWGSC pension administration systems, the backbone of today's public service pension services, utilize outdated technologies that are nearly 40 years old, inflexible, inefficient and difficult to maintain. In order to ensure ongoing sustainability, consistent service delivery to all plan members, and improved service levels to employers, employees and pensioners, PWGSC is modernizing its pension administration system and process infrastructure.

In June 2007, the two key projects for the transformation of pension administration (the Government of Canada Pension Modernization Project and the Centralization of Pension Services Delivery Project) received effective project approval from the Treasury Board. Over the next four and a half years, these projects will re-engineer business processes, replace the existing pension systems with modern, proven commercial-off-the-shelf software products, and centralize service delivery within PWGSC.

The transformation of pension administration focuses on strengthening accountability and on improving service quality and efficiency. This transformation will contribute to achieving excellence through innovation by utilizing the latest information technologies, and adopting industry standard processes and practices. The end result will be more consistent, timely and accurate services to all active and retired plan members, employers, sponsors and administrators.

Pay Modernization: To sustain the long-term requirements for pay administration and operational services on behalf of the government, PWGSC has developed proposals for the modernization of its pay functions.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.

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

Translation Renewal: PWGSC's plans and priorities for 2008-2009 have been established taking into account the growing scarcity of qualified language resources in Canada. The market requires 1,000 new language professionals per year, but universities produce fewer than 300 graduates in official languages annually. The effects of this shortage are compounded by accelerated retirements in the current workforce and intensified competition in the marketplace for qualified resources. Also, there is a critical shortage of qualified resources in Aboriginal languages and in those foreign languages that are most needed in military, diplomatic and intelligence areas. Developing the capacity to meet escalating service demands, including the provision of critical services to Parliament, will be a key challenge for the Translation Bureau over the next few years.

Parliamentary Precinct Project (Long-Term Vision and Plan): PWGSC is the custodian of the buildings in the Parliamentary Precinct. These buildings, which are symbols of Canada's democratic traditions fundamental to the operations of Parliament, require investments to protect their architectural integrity. This work is outlined in the Long-Term Vision and Plan (LTVP) for the Parliamentary Precinct Project. The LTVP is a blueprint for renovations and new construction that will meet accommodation requirements identified by the Senate, House of Commons, and Library of Parliament. The LTVP establishes a comprehensive approach for rehabilitating the heritage buildings, providing additional parliamentary accommodations and creating a secure and welcoming environment for parliamentarians, staff, visitors and tourists. The implementation strategy is composed of a broad strategic direction and a series of rolling five-year programs. The strategic direction establishes the renovation of the core buildings of the Parliamentary Precinct (the triad of the West Block, Centre Block and East Block) as the first priority.

Management Priorities

In addition to the above Program Priorities, PWGSC has identified the following Management Priorities, which reflect its commitment to building a modern, accountable and high-performing organization. These priorities are driven by the government-wide agenda to improve the management of the public service. They are focussed on building the human resource capacity and quality management practices necessary to secure the future success of the department.

Workforce for the Future: PWGSC's success depends on the knowledge, skills, talents and motivation of its people. We are faced with an aging workforce, in which many individuals are likely to retire in the next few years. Furthermore, in the coming years, PWGSC's renewal agenda will require new skill sets, including an increased capacity for strategic management and an increased expertise in the application of information technology. In this respect, PWGSC has a large stake in Public Service Renewal and, in particular, the recruitment of new employees along with the development of new skill sets.

In conjunction with the Clerk of the Privy Council's Public Service Renewal Action Plan, PWGSC has integrated its business and Human Resource (HR) planning to better implement renewal. PWGSC has established three human resource priorities: renewal of its workforce; change management and change leadership; and retention.

In 2008-2009, PWGSC will emphasize change management and change leadership to address demographic factors, enhance stewardship and improve service delivery to clients. The development and implementation of a change management framework will be part of this effort.

Finally, employee retention has been identified as a priority because it is critical to the long-term health and success of the organization. Therefore, PWGSC will take a more proactive approach to employee retention. We will continue to implement the Public Service Employee Survey (PSES) Action Plan to advance the priorities of continuous learning, personal well being and workplace recognition. By investing in our people, we are striving to make PWGSC an employer of choice.

New Financial and Business Management Systems: Over the last two years, PWGSC has reviewed its financial management and business processes, products and services. PWGSC will implement an integrated financial and materiel management system by April 1, 2008. The Financial Systems Transformation Project, known as SIGMA, is an integrated financial solution that will allow implementation of standard and integrated financial management and materiel management processes throughout the department. The implementation of a new financial management system for PWGSC is an essential element in the strategy to renew the departmental financial management framework. Outcomes include enhanced automated financial controls, more timely financial reporting to support business decisions and a more integrated financial management process. The result will be a reliable and predictable financial management function that focuses on prudence and probity, and supports the department's direction of increased financial oversight and sound management of public resources through improved financial service delivery, consistent with the Federal Accountability Act.

Quality Assurance/Control: In 2008-2009, PWGSC intends to further strengthen its quality assurance and control mechanisms to ensure the integrity of our processes and programs, and to ensure continued delivery of quality products and services. Measures will include robust quality assurance plans, tailored oversight requirements, and processes and tools to ensure consistency and quality in our work. As an example, PWGSC has established a Procurement Oversight Committee to review large or sensitive procurements where PWGSC is both the client and the contracting authority. The committee provides guidance on procurement strategies, addresses risks and other issues at an early stage, tracks progress and results, and makes recommendations. The committee is an important aspect of the department's exercise of due diligence by ensuring that internal procurements are subject to the same compliance frameworks and scrutiny applied to procurements done on behalf of external clients.

Expected Results by Strategic Outcome

Program Activity	Strategic Outcome: Quality Services Expected Results	Priority Supported
Federal Accommodation and Holdings	Federal organizations have safe, healthy, and affordable work environments and facilities that support the effective delivery of their programs and services.	Real Property Modernization Parliamentary Precinct
Real Property Services Revolving Fund	Federal organizations can access knowledgeable, responsive and cost-effective real property support for the delivery of their programs.	Real Property Modernization
Real Property Disposition Revolving Fund	Government of Canada receives best value from the disposition of federal surplus properties.	Real Property Modernization
Acquisition Services	Federal organizations have access to goods and services that meet specifications, are timely, and provide value for money to support the delivery of their programs.	Procurement Renewal Military Procurement Quality Assurance/Control
Optional Services Revolving Fund	Federal organizations and other jurisdictions have access to knowledgeable, responsive, and cost-effective acquisitions services on a breakeven cost recovery basis.	Procurement Renewal
Defence Production Revolving Fund	This revolving fund is inactive. It would be used only if the Government of Canada requested emergency military supplies.	Military Procurement
Information Technology Infrastructure Services	Federal organizations have more consistent access to information for decision-making, delivering programs and services more efficiently and cost-effectively.	IT Shared Services
Telecommunications and Informatics Common Services Revolving Fund	Federal organizations have access to competitively priced and innovative, enterprise-wide telecommunications solutions.	IT Shared Services
Receiver General Services	Federal organizations have access to optional financial systems services, document imaging, payment-related printing, mail preparation and delivery services.
Public Service Compensation Services	Federal employees and pensioners receive information and federal employees not under Schedule I, IV, V, and the Canadian Forces Superannuation Act, pensioners receive payments in accordance to legislation and collective agreements.	Pension Administration Transformation
Information Services	Canadians have access to Government of Canada information regarding laws, regulations, priorities, programs and services. Classified/protected Government of Canada information and assets are safeguarded, and controlled goods are protected while in the custody of private sector companies. Federal organizations benefit from high quality and affordable support for shared corporate administrative systems and human resources services.	Security (Industrial Security Program)
Consulting and Audit Canada Revolving Fund - Consulting Services Consulting and Audit Canada Revolving Fund - Audit Services	Federal and international organizations have access to quality management consulting services to improve government operations. Federal organizations have access to audit and assurance services that give them confidence that their programs, policies and procedures have been audited to appropriate standards.	Quality Assurance/Control
Linguistic Services	Parliament and federal organizations are able to ensure equality of status for both official languages and access to non-official languages.	Translation Renewal
Translation Bureau Revolving Fund	Federal organizations are able to meet their official language obligations and to function in non-official languages as required.	Translation Renewal
Greening of Government Operations Services	The Remediation Project and its components are delivered on time, on budget, within scope (time, budget, scope changes managed) and the risks associated with the Remediation are managed. Standards (air, water, soil, health and safety) are identified, monitored and met and environmental components are monitored regularly and impacts are mitigated. Community is informed, understands the project and its goals, and supports the clean-up efforts.	Greening of Government
Program Activity	Strategic Outcome: Sound Stewardship Expected Results	Priority Supported
Real Property Stewardship	Federal organizations and Canadians benefit from the Real Property Services program delivered on the principles of prudence, probity, value for money and sustainable development.	Real Property Modernization
Acquisition Stewardship	The Government of Canada has a positive and effective relationship with suppliers and increased supplier interest and participation in government procurement.	Quality Assurance/Control Procurement Renewal
Information Technology Infrastructure Stewardship	Canadian citizens and public servants benefit from a comprehensive suite of certified and accredited Information Technology infrastructure products.	IT Shared Services
Receiver General Stewardship	The integrity of the Consolidated Revenue Fund and the Accounts of Canada is preserved on behalf of Canadians.
Public Service Pay Stewardship	The integrity of public service pay and benefits administration.	Pay Modernization
Public Service Pension Stewardship	The integrity of the Public Service Superannuation Act (PSSA) public service pension administration.	Pension Administration Transformation
Information Stewardship	Federal organizations have access to useful advice to assist them to comply with legislation, policies, and directives relevant to advertising and public opinion research.	Quality Assurance/Control
Business Integration - Performance Management	When the Service Integration Branch was dismantled in February 2006, this program activity was changed to focus on charges to Revolving Funds for Internal Services. In accordance with TBS directives, all expenditures and revenues in the Internal Services program activity are allocated to other program activities. To avoid double counting these charges for internal services provided to Revolving Funds, we allocate them to this program activity.
Linguistic Stewardship	The supply of linguistic capacity to the Government of Canada is ensured. The linguistic quality of communications of the Government of Canada is ensured.	Translation Renewal
Greening of Government Operations Stewardship	Canadians can trust that the federal government is reducing the negative environmental impact of its operations.	Greening of Government

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