![]() In addition, financial data contained in this system is not easily reconciled with other sources of program financial information. The program database maintained on the departmental SIGMA system lacks adequate documentation, contains a number of fields that appear to overlap with one another and others that are not used in a consistent manner. Client agreements do not consistently articulate overall accountabilities for projects, creating the potential for misunderstandings on the part of clients. Based on the reviews of these, program design could be improved. The evaluation looked at 2 aspects of program design: clarity of accountabilities and responsibilities between PSPC and clients and the functionality of the program database. Finally, revenues per full-time employee, despite decreasing slightly from 2013 to 2014 to 2014 to 2015, have increased 17.4% over the period covered by the evaluation. ![]() ![]() As well, the fees charged to clients for internal staff fees are appropriate given the underlying cost structure of the program, although the program would benefit from more clarity around corporate service support charges. Program costs for management and oversight of its major private sector contractor, which delivers a substantial portion of the program, are at levels similar to the previous contract while providing a more comprehensive management and oversight regime. Compliance rates are currently 66%, compared to a target rate of 90%. As well, projects are not fully complying with PSPC's requirements under the National Project Management System (NPMS). Projects over $1 million are being completed on time and on budget, based on departmental data. Clients rate the quality and timeliness of RPS services quite highly. The program is, for the most part, achieving its immediate outcomes: to ensure that custodians have access to timely and quality real property services. However, the level of need may be affected, in the next few years, as AIP funding comes to an end. As well, the program has played a key role in the delivery of the Accelerated Infrastructure Program (AIP) Initiative, PSPC's initiative in support of the Economic Action Plan. Demand for RPS services increased by 23% from 2012 to 2013 to 2016 to 2017 and 86% of clients expect to have an increased demand in at least one service line offered by PSPC's RPSB. The program is also responding to a continuing need for real property services. The program is aligned with PSPC's strategic outcome of sound stewardship and with the department's strategic priorities of value-for-money, innovative solutions and service excellence. There is both a legislative and policy requirement for PSPC to provide real property services. The RPS Program continues to be relevant to the Government of Canada. The Real Property Services Branch (RPSB) of PSPC is accountable for the program however, the program is delivered by RPSB, Parliamentary Precinct Branch (PPB) and PSPC regions. The program's total expenditures in 2016 to 2017 were $3.28 billion Footnote 1 with 2,705 full time equivalents. The objective of this program is to provide responsive and cost effective real property services to federal organizations and to Parliament. This evaluation examined the relevance and performance of the Real Property Services (RPS) program. These services are essential to ensuring that PSPC and other government departments have accommodation that meets their needs and enables them to carry out their mandates. Through its Accommodation Management and Real Property Services Program, Public Services and Procurement Canada (PSPC) manages 88% of federal government office space and also provides real property services to numerous other federal organizations. These assets require capital investment and regular, on-going maintenance as they go through the asset life cycle. Federal organizations require office space and other real property assets in order to fulfill their mandates. Recommendations and management action plan.
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