2013-2014 Part III - Departmental Performance Report (DPR) - Privy Council Office

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Financial Variance by Program and Sub-Program

Program 1.1: Prime Minister and portfolio ministers’ support and advice

The actual spending for this program in 2013-14 was $1.6 million lower than its planned spending, which was primarily explained by:

  • $2.8 million in savings achieved in the Prime Minister’s Office (PMO) through a continued re-examination of staffing needs and spending to find further efficiencies, as well as less spending in relation to changes in the responsibilities of portfolio ministers;
  • $3.1 million less spending in relation to staff turnover, delays in staffing and decreases in contributions to employee benefit plans and other operating costs, such as travel; and
  • $0.9 million less spending in relation to the Work Force Adjustment (WFA) Directive, following Canada’s Economic Action Plan 2012. PCO had planned for more WFA expenditures than were actually incurred. Due to the fact that many opting employees decided to leave their positions earlier than anticipated, the majority of WFA expenditures were actually incurred in fiscal year 2012-13.

These decreases in actual spending were partially offset by:

  • $2.3 million in additional spending related to temporary initiatives that were not included in PCO’s planned spending for 2013-14, since funding for these initiatives had not been secured at the time of the preparation of the 2013-14 RPP. These initiatives are the Canadian Secretariat to the Canada-U.S. Regulatory Cooperation Council and the work of the Office of the Special Advisor on Human Smuggling and Illegal Migration;
  • $1.4 million in additional spending on corporate items related to payments for severance pay and other salary-related items such as parental leave and separation pay;
  • $0.8 million in additional spending related to key strategic initiatives that enhanced PCO’s efficiency and effectiveness and positioned the organization for government-wide transformational changes; and
  • $0.7 million for a reallocation of translation expenses from Internal Services to Program 1.1 (Prime Minister and portfolio ministers’ support and advice) during the year to better align the expenses within PCO’s Program Alignment Architecture (PAA).

Sub-program 1.1.1: Issues, policies, machinery and appointments

The actual spending for this sub-program in 2013-14 was $1.1 million higher than its planned spending, which was primarily explained by:

  • additional spending related to temporary initiatives that were not included in PCO’s planned spending for 2013-14, since funding for these initiatives had not been secured at the time of the preparation of the 2013-14 RPP. These initiatives are the Canadian Secretariat to the Canada-U.S. Regulatory Cooperation Council and the work of the Office of the Special Advisor on Human Smuggling and Illegal Migration; and
  • additional spending related to key strategic initiatives that enhanced PCO’s efficiency and effectiveness and positioned the organization for government-wide transformational changes.

These increases in actual spending were partially offset by:

  • a decrease related to WFA expenditures, following Canada’s Economic Action Plan 2012. PCO had planned for more WFA expenditures than were actually incurred. Due to the fact that many opting employees decided to leave their positions earlier than anticipated, the majority of WFA expenditures were actually incurred in fiscal year 2012-13.

Sub-program 1.1.2: International affairs and national security

The actual spending for this sub-program in 2013-14 was $0.6 million higher than its planned spending, which was primarily explained by:

  • additional spending related to temporary initiatives that were not included in PCO’s planned spending for 2013-14, since funding for these initiatives had not been secured at the time of the preparation of the 2013-14 RPP. These initiatives are the Canadian Secretariat to the Canada-U.S. Regulatory Cooperation Council and the work of the Office of the Special Advisor on Human Smuggling and Illegal Migration; and
  • additional spending related to key strategic initiatives that enhanced PCO’s efficiency and effectiveness and positioned the organization for government-wide transformational changes.

These increases in actual spending were partially offset by:

  • less spending than anticipated in areas responsible for international affairs and national security due to staff turnover, delays in staffing and a decrease in other operating costs.

Sub-program 1.1.3: Intergovernmental affairs

Actual spending for this sub-program in 2013-14 was $0.8 million lower than planned spending, which was primarily explained by less than anticipated spending due to staff turnover, delays in staffing, decreases in contributions to employee benefit plans and other operating costs. Also, PCO had planned for more WFA expenditures than were actually incurred. Due to the fact that many opting employees decided to leave their positions earlier than anticipated, the majority of WFA expenditures were actually incurred in fiscal year 2012-13.

Sub-program 1.1.4: Legislation, parliamentary issues and democratic reform

Actual spending for this sub-program in 2013-14 was $0.8 million lower than planned spending, which was primarily explained by less than anticipated spending due to delays in staffing, decreases in contributions to employee benefit plans and other operating costs.

Sub-program 1.1.5: Prime Minister’s and portfolio ministers’ offices

Actual spending for this sub-program in 2013-14 was $1.6 million lower than planned spending, which was primarily explained by:

  • savings achieved in PMO through a continued re-examination of staffing needs and spending to find further efficiencies, as well as less spending in relation to changes in the responsibilities of the offices of portfolio ministers; and
  • less than anticipated spending related to travel costs for the Prime Minister’s tour support group, contributions to employee benefit plans and the executive correspondence unit.

These decreases in actual spending were partially offset by:

  • additional spending on corporate items related to payments for severance pay and other salary-related items such as parental leave and separation pay; and
  • a reallocation of translation expenses from Internal Services to Program 1.1 (Prime Minister and portfolio ministers’ support and advice) during the year to better align the expenses within PCO’s PAA.

Program 1.2: Cabinet and Cabinet committees’ advice and support

Actual spending for this program in 2013-14 was $1.8 million lower than planned spending, which was primarily explained by:

  • $1.8 million less spending in relation to staff turnover, delays in staffing, decreases in contributions to employee benefit plans and other operating costs; and
  • $0.4 million less spending related to the WFA directive, following Canada’s Economic Action Plan 2012. PCO had planned for more WFA expenditures than were actually incurred. Due to the fact that many opting employees decided to leave their positions earlier than anticipated, the majority of WFA expenditures were actually incurred in fiscal year 2012-13.

These decreases in actual spending were partially offset by:

  • $0.2 million additional spending related to key strategic initiatives that enhanced PCO’s efficiency and effectiveness and positioned the organization for government-wide transformational changes.

Sub-program 1.2.1: Operation of Cabinet committees

Actual spending for this sub-program in 2013-14 was $1.2 million lower than planned spending, which was primarily explained by:

  • less than anticipated spending in secretariats supporting the operations of Cabinet committees due to staff turnover, delays in staffing, and decreases in contributions to employee benefit plans and other operating costs; and
  • a decrease related to WFA expenditures, following Canada’s Economic Action Plan 2012. PCO had planned for more WFA expenditures than were actually incurred. Due to the fact that many opting employees decided to leave their positions earlier than anticipated, the majority of WFA expenditures were actually incurred in fiscal year 2012-13.

These decreases in actual spending were partially offset by:

  • additional spending related to key strategic initiatives that enhanced PCO’s efficiency and effectiveness and positioned the organization for government-wide transformational changes.

Sub-program 1.2.2: Integration across the federal government

Actual spending for this sub-program in 2013-14 was 0.7 million lower than planned spending, which was primarily explained by less than anticipated spending for various secretariats supporting this sub-program due to staff turnover, delays in staffing and decreases in contributions to employee benefit plans and other operating costs. Also, PCO had planned for more WFA expenditures than were actually incurred. Due to the fact that many opting employees decided to leave their positions earlier than anticipated, the majority of WFA expenditures were actually incurred in fiscal year 2012-13.

Program 1.3: Public service leadership and direction

No significant variance to explain.

Sub-program 1.3.1: Renewal and human resources management of the public service

No significant variance to explain.

Sub-program 1.3.2: Management of senior leaders

No significant variance to explain.

Program 1.4: Commissions of inquiry

No significant variance to explain.

Internal services

Actual spending for Internal Services in 2013-14 was $2.9 million higher than planned spending, which was primarily explained by:

  • $5.3 million in additional spending related to key strategic initiatives that enhanced PCO’s efficiency and effectiveness and positioned the organization for government-wide transformational changes; and
  • $0.3 million in additional spending for corporate items related to payments for severance pay and other salary-related items such as parental leave and separation pay.

These increases in actual spending were partially offset by:

  • $1.5 million less spending in Internal Services for funds which are normally allocated at the beginning of the year to various programs and sub-programs based on needs, such as learning activities;
  • $0.8 million less spending in relation to the WFA directive, following Canada’s Economic Action Plan 2012. PCO had planned for more WFA expenditures than were actually incurred. Due to the fact that many opting employees decided to leave their positions earlier than anticipated, the majority of the WFA costs were actually incurred in fiscal year 2012-13;
  • $0.7 million for a reallocation of translation expenses from Internal Services to Program 1.1 (Prime Minister and portfolio ministers’ support and advice) during the year to better align the expenses within PCO’s PAA; and
  • $0.3 million less spending in contributions to employee benefit plans.