2015-2016 Part III - Departmental Performance Report (DPR)

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 2015–16 was $0.5 million higher than its planned spending, which is primarily explained by:

  • $3.8 million in additional spending related to salary costs such as severance and separation pay;
  • $1.1 million for temporary initiatives such as the Beyond the Border Action Plan, the Office of the Special Advisor on Human Smuggling, the coordination of government-wide communications for Canada’s Economic Action Plan and the Canadian Secretariat to the Canada-U.S. Regulatory Cooperation Council (RCC). PCO’s planned spending only included RCC as the other initiatives were approved after the preparation of the 2015–16 Report on Plans and Priorities;
  • $0.3 million for the establishment of the Results and Delivery Unit to support the new Cabinet Committee on Agenda, Results and Communications;
  • $0.2 million for the creation of a new, non-partisan, merit-based Senate appointments process;
  • $0.2 million in additional spending for continued investments in security enhancement initiatives; and
  • $0.2 million to support the Canadian Secretary to the Queen prior to the transfer of this function to Canadian Heritage.

These increases in actual spending were partially offset by:

  • $3.1 million less spending for the Prime Minister’s Office and the offices of portfolio ministers as a result of the election period;
  • $1.7 million less spending in relation to staff turnover, delays in staffing and other operating costs in various secretariats; and
  • $0.5 million 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 2015–16 was $1.6 million higher than its planned spending, which is primarily explained by:

  • $0.8 million for temporary initiatives such as the Office of the Special Advisor on Human Smuggling, the coordination of government-wide communications for Canada’s Economic Action Plan and RCC. PCO’s planned spending only included RCC as the other initiatives were approved after the preparation of the 2015-16 Report on Plans and Priorities;
  • $0.3 million for the establishment of the Results and Delivery secretariat to support the new Cabinet Committee on Agenda, Results and Communications;
  • $0.2 million for the creation of a new, non-partisan, merit-based Senate appointments process;
  • $0.2 million in additional spending for continued investment in security enhancement initiatives; and
  • $0.2 million to support the Canadian Secretary to the Queen prior to the transfer of this function to Canadian Heritage.

These increases in actual spending were partially offset by:

  • $0.1 million decrease in contributions to employee benefit plans.

Sub-program 1.1.2: International affairs and national security

The actual spending for this sub-program in 2015–16 was $1.0 million lower than its planned spending, which is primarily explained by:

  • $1.1 million less spending in relation 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 for temporary initiatives such as Beyond the Border, the Office of the Special Advisor on Human Smuggling and RCC. PCO’s planned spending only included RCC as the other initiatives were approved after the preparation of the 2015–16 Report on Plans and Priorities.

Sub-program 1.1.3: Intergovernmental affairs

Actual spending for this sub-program in 2015–16 was $0.8 million lower than planned, which is primarily explained by:

  • $0.7 million less spending in relation to staff turnover, delays in staffing and other operating costs; and
  • $0.1 million decrease in contributions to employee benefit plans.

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

Actual spending for this sub-program in 2015–16 was $0.1 million lower than planned spending, which is primarily explained by a decrease in contributions to employee benefit plans.

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

Actual spending for this sub-program in 2015–16 was $0.8 million higher than planned spending, which is primarily explained by:

  • $3.8 million in additional spending related to salary costs such as separation pay; and
  • $0.1 million in additional spending related to internal corporate information services that handle correspondence services for PMO and portfolio ministers.

This increase in actual spending was partially offset by:

  • $3.1 million less spending for the Prime Minister’s Office and the offices of portfolio ministers as a result of the election period.

Program 1.2: Advice and support to Cabinet and Cabinet committees

Actual spending for this program in 2015–16 was $0.6 million lower than planned spending, which is primarily explained by:

  • $1.1 million less spending related to the suspension of Cabinet and Cabinet committee meetings during the election period along with some delays in staffing and staff turnover; and
  • $0.2 million decrease in contributions to employee benefit plans.

These decreases in actual spending were partially offset by:

  • $0.5 million for temporary initiatives such as Beyond the Border and the Office of the Special Advisor on Human Smuggling. These initiatives were not included in PCO’s planned spending due to the timing of the preparation of the 2015–16 Report on Plans and Priorities;
  • $0.1 million in additional spending for continued investment in security enhancement initiatives; and
  • $0.1 million to support the Canadian Secretary to the Queen prior to the transfer of this function to Canadian Heritage.

Sub-program 1.2.1: Operation of Cabinet committees

Actual spending for this sub-program in 2015–16 was $0.8 million lower than planned spending, which is primarily explained by:

  • $0.6 million less spending related to the suspension of Cabinet and Cabinet committee meetings during the election period along with some delays in staffing and staff turnover; and
  • $0.2 million decrease in contributions to employee benefit plans.

Sub-program 1.2.2: Integration across the federal government

Actual spending for this sub-program in 2015–16 was $0.2 million higher than planned spending, which is primarily explained by:

  • $0.5 million for temporary initiatives such as Beyond the Border and the Office of the Special Advisor on Human Smuggling. These initiatives were not included in PCO’s planned spending due to the timing of preparation of the 2015-16 Report on Plans and Priorities;
  • $0.1 million in additional spending for continued investments in security enhancement initiatives; and
  • $0.1 million to support the Canadian Secretary to the Queen prior to the transfer of this function to Canadian Heritage.

These increases in actual spending were partially offset by:

  • $0.5 million less spending related to the suspension of Cabinet and Cabinet committee meetings during the election period along with some delays in staffing and staff turnover.

Program 1.3: Public service leadership and direction

Actual spending for this program in 2015–16 was $1.0 million lower than planned spending, which is primarily explained by:

  • $0.8 million in less spending related to staffing delays and employee turnover along with some operating costs; and
  • $0.2 million decrease in contributions to employee benefit plans.

Sub-program 1.3.1: Business transformation and Public Service renewal

Actual spending for this sub-program in 2015–16 was $0.9 million lower than planned spending, which is primarily explained by:

  • $0.7 million in less spending related to staffing delays and employee turnover along with some operating costs (less than anticipated expenditures for the Prime Minister’s Advisory Committee); and
  • $0.2 million decrease in contributions to employee benefit plans.

Sub-program 1.3.2: Management of senior leaders

Actual spending for this sub-program in 2015–16 was $0.1 million lower than planned spending, which is primarily explained by less spending related to staffing delays and employee turnover along with some operating costs.

Program 1.4: Commissions of inquiry

No significant variance to explain.

Internal services

Actual spending for Internal Services in 2015–16 was $2.2 million higher than planned spending, which is primarily explained by:

  • $2.0 million additional spending related to salary costs such as severance pay;
  • $1.7 million in additional spending towards the modernization of information technology through enhancements to the department’s IT networks, systems, and processes;
  • $0.8 million in additional spending for continued investments in security enhancement initiatives; and
  • $0.3 million for learning and development opportunities such as the recruitment of recent graduates for developmental policy roles within the federal government.

These increases in actual spending were partially offset by:

  • $2.1 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
  • $0.5 million less spending related to staffing delays and employee turnover along with some operating costs.