Program directory · Public Services and Procurement Canada
Federal Pay Administration
- Department
- Public Services and Procurement Canada
- Program code
- BVW01 (GSC)
- Core responsibility
- Payments and Accounting
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
This program administers pay and benefits processes for the Public Service of Canada and other organizations, in accordance with collective agreements, compensation policies and Memoranda of Understanding. Pay and benefits administration includes the development and delivery of services, processes and systems, and the provision of information, training and advice to compensation advisors. For most departments using the government accredited Human Resources system (Peoplesoft), PSPC also provides all compensation services.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Federal Pay Administration | This program | 2018-19 – 2028-29 | $3.32B |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2019-20 | Employees (FTEs) 3,014, against 2,404 in 2018-19 (+25%). | FTEs (GC InfoBase) |
| 2019-20 | Indicators added: Percentage of pay centre transactions processed that are accurate and on time | Departmental Results Framework (GC InfoBase) |
| 2019-20 | Indicators dropped: Percentage of transactions processed within service standards | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Indicators added: Percentage of cases processed within service standards. | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Indicators dropped: Percentage of pay centre transactions processed that are accurate and on time | Departmental Results Framework (GC InfoBase) |
| 2023 | Budget 2023 measure “Renewing Pay System Resources”: $1,038M in total over its years (linked to this program by name, a best-effort match). | Budget 2023, PDF page 206 |
| 2023-24 | Spending $599M, against $453M in 2022-23 (+32%). | Actual spending (GC InfoBase) |
| 2025 | Budget 2025 measure “Improving the Government's Pay Administration”: $1,593M in total over its years (linked to this program by name, a best-effort match). | Budget 2025, PDF page 285 |
| 2026-27 | Indicators added: Percentage of transactions processed within service standards | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Percentage of cases processed within service standards. | Departmental Results Framework (GC InfoBase) |
| 2027-28 | Planned employees (FTEs) 741, against 3,940 in 2026-27 (−81%). | FTEs (GC InfoBase) |
| 2027-28 | Planned spending $91.3M, against $822M in 2026-27 (−89%). | Latest Departmental Plan |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2022-23 | ≥ 85% | 2023 | 86% | Met |
| 2023-24 | ≥ 85% | 2024 | 82% Since mid-2021, the volume of cases received by the Pay Centre has continued to increase, creating challenges in meeting service standards. PSPC will continue to increase capacity and allocate resources to prioritize the oldest and most impactful cases in the queue with dedicated compensation advisors to address the backlog. | Not met |
| 2024-25 | ≥ 85% | 2025 | 81% The volume of cases received at the Pay Centre continues to be high, creating challenges in meeting service standards. This high volume has been driven partly by the expansion of the public service workforce and significant growth in cases associated with isolated or unpredictable events, such as labour actions, changes in human resources management policies, etc. | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | ≥ 95% | 2020 | 68% Accountability for pay accuracy and timeliness is shared across the Government of Canada. Two main factors have an impact on this result: the timeliness and accuracy of human resources (HR) transactions submitted by departments and agencies, and the processing of cases in the backlog. Inaccurate or late HR data generates more transactions in the queue and increases risks for errors in pay. During… | Not met |
| 2020-21 | ≥ 95% | 2020 | 73% Accountability for pay accuracy and timeliness is shared across the Government of Canada. Two main factors have an impact on this result: the timeliness and accuracy of human resources (HR) transactions submitted by departments and agencies, and the processing of cases in the backlog. Inaccurate or late HR data generates more transactions in the queue and increases risks for errors in pay. During… | Not met |
| 2021-22 | ≥ 95% | 2020 | 81% Accountability for pay accuracy and timeliness is shared across the Government of Canada. Two main factors have an impact on this result: the timeliness and accuracy of human resources transactions submitted by departments and agencies in the Phoenix and human resources systems, and the processing of cases in the backlog. Inaccurate or late human resources data generates more transactions in the… | Not met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 95% | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $71.3M | $325M |
| 2019-20 | $88.8M | $396M |
| 2020-21 | $156M | $438M |
| 2021-22 | $391M | $427M |
| 2022-23 | $371M | $453M |
| 2023-24 | $138M | $599M |
| 2024-25 | $582M | $683M |
| 2025-26 | $853M | — |
| 2026-27 | $822M | — |
| 2027-28 | $91.3M* | — |
| 2028-29 | $90.2M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 2,386 | 2,404 |
| 2019-20 | 3,139 | 3,014 |
| 2020-21 | 742 | 3,066 |
| 2021-22 | 3,035 | 2,961 |
| 2022-23 | 3,094 | 3,245 |
| 2023-24 | 761 | 3,849 |
| 2024-25 | 4,575 | 4,398 |
| 2025-26 | 4,646 | — |
| 2026-27 | 3,940 | — |
| 2027-28 | 741* | — |
| 2028-29 | 741* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $71,290,063 | $67,427,996 | $67,438,465 | ||||||||
| 2019-20 plan | $88,755,810 | $73,707,472 | $69,411,479 | ||||||||
| 2020-21 plan | $156,081,913 | $152,782,605 | $63,220,353 | ||||||||
| 2021-22 plan | $391,346,373 | $285,498,042 | $71,408,205 | ||||||||
| 2022-23 plan | $371,381,692 | $69,108,082 | $69,117,662 | ||||||||
| 2023-24 plan | $138,371,245 | $140,881,532 | $140,596,989 | ||||||||
| 2024-25 plan | $581,635,669 | $175,388,541 | $169,397,261 | ||||||||
| 2025-26 plan | $853,272,701 | $825,030,721 | $103,398,401 | ||||||||
| 2026-27 plan | $821,811,668 | $91,274,744 | $90,193,530 | ||||||||
| Actual | $325,436,029 | $395,682,513 | $438,002,846 | $427,488,620 | $452,700,148 | $599,290,922 | $683,231,534 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
