2014-2015 Part III - Departmental Performance Report (DPR)

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Financial Variance by Program and Sub-Program

Program 1.1: Advice and support to the Prime Minister and portfolio ministers

The actual spending for this program in 2014-15 was $0.4 million higher than its planned spending, which is primarily explained by:

  • $1.6 million in additional spending related to the temporary initiative, the Canadian Secretariat to the Canada-U.S. Regulatory Cooperation Council (RCC). This initiative was not included in PCO’s planned spending for 2014-15, since funding had not been secured at the time of the preparation of the 2014-15 RPP. This initiative subsequently received Treasury Board and Parliamentary approval during the fiscal year;
  • $1.5 million in additional spending for a one-time transition payment to implement salary payment in arrears, which is a government-wide initiative;
  • $0.4 million in additional spending for corporate salary items related to payments for separation pay;
  • $0.3 million in additional spending related to key initiatives that enhanced PCO’s efficiency and effectiveness and positioned the organization for Government-wide transformational changes; and
  • $0.2 million in additional spending for the hosting of the Canadian Secretary to the Queen and the provision of support to the Committee on Vice-Regal Appointments.

These increases in actual spending were partially offset by:

  • $1.6 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 the offices of the portfolio ministers exercising due diligence to remain within approved funding;
  • $1.5 million less in spending related to staff turnover, delays in staffing and other operating costs; and
  • $0.5 million less in spending due to a decrease in contributions to employee benefit plans.

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

The actual spending for this sub-program in 2014-15 was $2.4 million higher than its planned spending, which is primarily explained by:

  • $0.8 million in additional spending related to the temporary initiative, the RCC, which was not included in PCO’s planned spending for 2014-15, since funding had not been secured at the time of the preparation of the 2014-15 RPP. This initiative subsequently received Treasury Board and Parliamentary approval during the fiscal year;
  • $0.6 million in additional spending for a one-time transition payment to implement salary payment in arrears, which is a government-wide initiative;
  • $0.5 million in additional spending mainly due to increases in staffing and communications contracts;
  • $0.3 million in additional spending related to key initiatives that enhanced PCO’s efficiency and effectiveness and positioned the organization for Government-wide transformational changes; and
  • $0.2 million in additional spending for the hosting of the Canadian Secretary to the Queen and the provision of support to the Committee on Vice-Regal Appointments.

Sub-program 1.1.2: International affairs and national security

The actual spending for this sub-program in 2014-15 was $0.2 million lower than its planned spending, which is primarily explained by:

  • $1.0 million decrease due to staff turnover, delays in staffing, overtime reduction, lower than forecasted expenditures for some projects and contracts as well as lower than expected operating cost such as travel, hospitality and training; and
  • $0.3 million decrease in contributions to employee benefit plans.

These decreases in actual spending were partially offset by:

  • $0.8 million in additional spending related to the temporary initiative, the RCC, which was not included in PCO’s planned spending for 2014-15, since funding had not been secured at the time of the preparation of the 2014-15 RPP. This initiative subsequently received Treasury Board and Parliamentary approval during the fiscal year; and
  • $0.3 million in additional spending for a one-time transition payment to implement salary payment in arrears, which is a government-wide initiative.

Sub-program 1.1.3: Intergovernmental affairs

Actual spending for this sub-program in 2014-15 was $0.6 million lower than planned, which is primarily due to $0.7 million less in anticipated spending as a result of reductions in scientific contracts and salary costs offset by $0.1 million in pay in arrears.

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

No significant variance to explain.

Sub-program 1.1.5: Offices of the Prime Minister and portfolio ministers

Actual spending for this sub-program in 2014-15 was $ 1.2 million lower than planned spending, which is primarily explained by:

  • $1.6 million in savings achieved in the PMO through a continued re-examination of staffing needs and spending to find further efficiencies, as well the offices of the portfolio ministers exercising due diligence to remain within approved funding;
  • $0.3 million less spending than initially planned for the Prime Minister’s Tour support group; and
  • $0.2 million decrease in contributions to employee benefit plans.

These decreases in actual spending were partially offset by:

  • $0.5 million in additional spending for a one-time transition payment to implement salary payment in arrears, which is a government-wide initiative; and
  • $0.4 million in additional spending for corporate items related to payments for separation pay.

Program 1.2: Advice and support to Cabinet and Cabinet committees

Actual spending for this program in 2014-15 was $0.7 million lower than planned spending, which is primarily explained by:

  • $0.8 million less in spending related to staff turnover, delays in staffing and other operating costs; and
  • $0.2 million decrease in contributions to employee benefit plans.

These decreases in actual spending were partially offset by:

  • $0.3 million in additional spending for a one-time transition payment to implement salary payment in arrears, which is a government-wide initiative.

Sub-program 1.2.1: Operation of Cabinet committees

Actual spending for this sub-program in 2014-15 was $0.2 million lower than planned spending, which is primarily explained by:

  • $0.3 million less spending related to staff turnover, delays in staffing and other operating costs; and
  • $0.1 million decrease in contributions to employee benefit plans.

These decreases in actual spending were partially offset by:

  • $0.2 million in additional spending for a one-time transition payment to implement salary payment in arrears, which is a government-wide initiative.

Sub-program 1.2.2: Integration across the federal government

Actual spending for this sub-program in 2014-15 was $0.5 million lower than planned spending, which is primarily explained by:

  • $0.5 million less in spending related to staff turnover, delays in staffing and other operating costs; and
  • $0.1 million decrease in contributions to employee benefit plans.

These decreases in actual spending were partially offset by:

  • $0.1 million in additional spending for a one-time transition payment to implement salary payment in arrears, which is a government-wide initiative.

Program 1.3: Public Service leadership and direction

Actual spending for this sub-program in 2014-15 was $0.4 million lower than planned spending, which is primarily explained by $0.7 million less than anticipated spending due to staff turnover, delays in staffing and decreases in contributions to employee benefit plans. This was offset by $0.3 million in increased spending related to the new initiative, the Central Innovation Hub.

Sub-program 1.3.1: Business transformation and Public Service renewal

Actual spending for this sub-program in 2014-15 was $0.4 million lower than planned spending, which is primarily explained by $0.7 million less than anticipated spending due to staff turnover, delays in staffing and decreases in contributions to employee benefit plans. This was offset by $0.3 million in increased spending related to the new initiative, the Central Innovation Hub.

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 2014-15 was $2.6 million higher than planned spending, which is primarily explained by:

  • $5.3 million in additional spending related to key initiatives that enhanced PCO’s efficiency and effectiveness and positioned the organization for Government-wide transformational changes such as IT/IM support for Blueprint 2020, Workplace 2.0, Desktop Modernization and Application Renewal and Email Transformation Initiative;
  • $0.8 million in additional spending for a one-time transition payment to implement salary payment in arrears, which is a government-wide initiative;
  • $0.6 million in additional spending for corporate items related to payments for severance pay and other salary-related items such as parental leave; and
  • $0.4 million in additional spending related to Workforce Adjustment costs.

These increases in actual spending were partially offset by:

  • $2.5 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; and
  • $2.0 million less in spending related to staff turnover, delays in staffing and other operating costs.