Thank you. I don't know if I can be as succinct as the Auditor General, but I will try.

Mr. Chair, thank you for inviting us here today to discuss the procurement processes related to ArriveCAN.

Let me begin by acknowledging that we are gathered on the unceded territory of the Algonquin Anishinabe people.

Joining me, as you noted earlier, are Mr. Laporte and Madam Poulin, both of whom are assistant deputy ministers at PSPC.

Mr. Chair, in addition to the measures I will describe momentarily, I want to acknowledge how frustrating it is for Canadians and parliamentarians alike not to hear simple and clear answers as they relate to ArriveCAN.

On behalf of PSPC, we remain focused on reinforcing the integrity of the procurement process and what we need to do to regain the trust of Canadians. To do so, we need to demonstrate that the system is fair, open and transparent.

The first contract associated with ArriveCAN was awarded in April 2020, in a period of great uncertainty and risk. Four and a half years later, we're still working with various independent reviewers and oversight bodies to understand the gaps that allowed this situation to occur and to put in measures to prevent this from happening again.

In this vein, PSPC has implemented a series of oversight measures, particularly when it comes to documenting requirements and decision-making during the procurement process.

Late last year, PSPC took the unprecedented step of suspending all departments and agencies' delegated authorities to procure professional services until they formally agreed to a new set of more rigorous terms and conditions, and were able to demonstrate adherence to PSPC.

To date, 99 departments and agencies, including the Canada Border Services Agency, have now signed on to these agreements that require them to include provisions in their solicitations which will result in increased transparency from suppliers on their pricing and their use of subcontractors.

Some of the other changes we've made to address recommendations from the procurement ombud and the Auditor General include the following. There are four: first, improving evaluation requirements to more effectively validate that suppliers have the necessary qualifications and proven work experience; second, improving documentation requirements to enhance the tracking of work progress and delivery timelines; third, requiring clients to review invoices in greater detail; and finally, improving training and assistance for contracting authorities within both PSPC and client departments.

In addition, we have created the contract quality assurance and record compliance office to review the completeness and accuracy of files as a proactive measure to address documentation shortcomings.

Mr. Chair, I would also like to say a few words regarding one of the methods of supply for professional services that has been the subject of much discussion in committee.

The task-based informatics professional services method of supply, or TBIPS, as it's commonly known, enables the government to pre-qualify suppliers and categorize their services into specific streams, enabling us to efficiently match government needs with service providers. Through TBIPS, the government buys IT services, such as software development, project management, cybersecurity, network support, database management, business analysis, quality assurance and technical support for government departments. TBIPS supports the participation of small and medium-sized enterprises, because it breaks projects down into smaller, task-based components, providing more opportunities to compete for government contracts. This, in turn, is a key enabler of economic growth in Canada.

Let me now move to our efforts to prevent and detect fraud, and address wrongdoing.

As you know, PSPC has been using data analytics to uncover a number of instances of individual subcontractors fraudulently billing the Government of Canada. We are currently in the process of seeking restitution to the Crown in these cases.

In this regard, PSPC has taken steps to further strengthen oversight of federal procurement with the establishment of Office of Supplier Integrity and Compliance. In addition to expanding our data analytics capacity, the new office has enabled us to better identify and mitigate the risk associated with suppliers of concern.

The office promotes fair competition and upholds public trust in federal procurement by boosting our capacity to better know with whom we are doing business.

In closing, my department is responsible for managing procurements and establishing contracts on behalf of departments and agencies. These, collectively, are worth $27 billion each year. We take this responsibility seriously, and I know our procurement officers work diligently every day to fulfill these important responsibilities. We remain committed to working to continue to improve and safeguard the integrity of the government's procurement system.

I close where I left off: For the trust of parliamentarians and Canadians, the integrity of the procurement system needs to be reinforced and become open, fair and transparent once again.