Program directory · Public Services and Procurement Canada
Service Management
- Department
- Public Services and Procurement Canada
- Program code
- BVY06 (GSC)
- Core responsibility
- Government-Wide Support
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Service Management Program enables the Designated Service Official (DSO) to report on the development and delivery of client-centric 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 |
|---|---|---|---|
| Service Management | This program | 2018-19 – 2028-29 | $23.3M |
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 |
|---|---|---|
| 2023-24 | Indicators added: Percentage of PSPC services that report using client feedback for service improvement | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Indicators dropped: Percentage of PSPC service standards met | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Renamed from “Service Strategy” to “Service Management”. | GC InfoBase program names by year |
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 |
|---|---|---|---|---|
| 2023-24 | ≥ 50% | 2024 | 71% | Met |
| 2024-25 | ≥ 80% | 2025 | 72% In 2024 to 2025, PSPC used informal channels like email and phone to receive client requests and feedback, which were not consistently tracked. Operational challenges, such as staffing shortages, high inquiry volumes, system transition, and reliance on external vendors, further constrained feedback collection efforts. To improve results going forward, PSPC is developing support tools and dashboar… | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 85% | 2019 | 81% Primarily due to human resources issues such as staffing, training and changes in internal procedures; examples include: staff shortage, high volumes of workload levels, high employee turnover and lack of appropriate training and succession planning | Not met |
| 2019-20 | ≥ 90% | 2020 | 73% The result is below the target due to human resources issues such as a staffing shortage, high workload volumes and minimal succession planning. | Not met |
| 2020-21 | ≥ 85% | 2021 | 65% Due to the impact of COVID-19 pandemic on service delivery and the high volume of demand on services, there were more services compared to last year that did not meet their service standards targets. | Not met |
| 2021-22 | ≥ 85% | 2022 | 75% Due to a high staff turn-over, including staff shortages, in addition to an increase in the volume of clients' requests, a number of services did not meet their service standards target. | Not met |
| 2022-23 | ≥ 87% | 2023 | 75.8% Due to high staff turn-over, as well as an increase in request volume, a number of services did not reach their service standard targets. PSPC is continuously looking at ways to enhancing the percentage of service standards met in order to strive towards achieving the desired target for this indicator. | Not met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 75% | 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 | $5.9M | $7.1M |
| 2019-20 | $2.4M | $3.3M |
| 2020-21 | $3.3M | $2.6M |
| 2021-22 | $3.4M | $2.7M |
| 2022-23 | $3.4M | $2.7M |
| 2023-24 | $3.4M | $2.5M |
| 2024-25 | $3.5M | $2.4M |
| 2025-26 | $3.5M | — |
| 2026-27 | $3.6M | — |
| 2027-28 | $3.6M* | — |
| 2028-29 | $3.6M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 25 | 19 |
| 2019-20 | 15 | 22 |
| 2020-21 | 6 | 16 |
| 2021-22 | 14 | 21 |
| 2022-23 | 16 | 19 |
| 2023-24 | 31 | 20 |
| 2024-25 | 24 | 22 |
| 2025-26 | 22 | — |
| 2026-27 | 19 | — |
| 2027-28 | 19* | — |
| 2028-29 | 19* | — |
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 | $5,906,681 | $5,905,183 | $5,905,183 | ||||||||
| 2019-20 plan | $2,402,564 | $2,320,312 | $2,320,312 | ||||||||
| 2020-21 plan | $3,303,165 | $3,306,773 | $3,307,692 | ||||||||
| 2021-22 plan | $3,365,356 | $3,366,230 | $3,366,238 | ||||||||
| 2022-23 plan | $3,355,012 | $3,355,020 | $3,355,020 | ||||||||
| 2023-24 plan | $3,382,682 | $3,382,682 | $3,382,682 | ||||||||
| 2024-25 plan | $3,474,849 | $3,499,807 | $3,503,277 | ||||||||
| 2025-26 plan | $3,532,345 | $3,535,860 | $3,535,860 | ||||||||
| 2026-27 plan | $3,564,264 | $3,564,264 | $3,564,264 | ||||||||
| Actual | $7,136,442 | $3,316,998 | $2,581,649 | $2,681,398 | $2,716,652 | $2,506,733 | $2,380,331 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
