The Honourable Alfonso Gagliano, P.C., M.P.
Minister of Public Works and Government Services Canada
ESTIMATES
Improved Reporting to Parliament Pilot Document
Each year, the government prepares Estimates in support of its request to Parliament for authority to spend public monies. This request is formalized through the tabling of appropriation bills in Parliament.
The Estimates of the Government of Canada are structured in several parts. Beginning with an overview of total government spending in Part I, the documents become increasingly more specific. Part II outlines spending according to departments, agencies and programs and contains the proposed wording of the conditions governing spending which Parliament will be asked to approve.
The Report on Plans and Priorities provides additional detail on each department and its programs primarily in terms of more strategically oriented planning and results information with a focus on outcomes.
The Departmental Performance Report provides a focus on results-based accountability by reporting on accomplishments achieved against the performance expectations and results commitments as set out in the spring Report on Plans and Priorities.
The Estimates, along with the Minister of Finance's Budget, reflect the government's annual budget planning and resource allocation priorities. In combination with the subsequent reporting of financial results in the Public Accounts and of accomplishments achieved in Departmental Performance Reports, this material helps Parliament hold the government to account for the allocation and management of funds.
©Minister of Public Works and Government Services Canada -- 2001
Available in Canada through your local bookseller or by mail from Canadian Government Publishing -- PWGSC
Ottawa, Canada K1A 0S9
Catalogue No. BT31-4/68-2001
ISBN 0-660-61723-4
Foreword
In the spring of 2000 the President of the Treasury Board tabled in Parliament the document "Results for Canadians: A Management Framework for the Government of Canada". This document sets a clear agenda for improving and modernising management practices in federal departments and agencies.
Four key management commitments form the basis for this vision of how the Government will deliver their services and benefits to Canadians in the new millennium. In this vision, departments and agencies recognise that they exist to serve Canadians and that a "citizen focus" shapes all activities, programs and services. This vision commits the government of Canada to manage its business by the highest public service values. Responsible spending means spending wisely on the things that matter to Canadians. And finally, this vision sets a clear focus on results - the impact and effects of programs.
Departmental performance reports play a key role in the cycle of planning, monitoring, evaluating, and reporting of results through ministers to Parliament and citizens. Earlier this year, departments and agencies were encouraged to prepare their reports following certain principles. Based on these principles, an effective report provides a coherent and balanced picture of performance that is brief and to the point. It focuses on results - benefits to Canadians - not on activities. It sets the department's performance in context and associates performance with earlier commitments, explaining any changes. Supporting the need for responsible spending, it clearly links resources to results. Finally the report is credible because it substantiates the performance information with appropriate methodologies and relevant data.
In performance reports, departments strive to respond to the ongoing and evolving information needs of parliamentarians and Canadians. The input of parliamentarians and other readers can do much to improve these reports over time. The reader is encouraged to assess the performance of the organization according to the principles outlined above, and provide comments to the department or agency that will help it in the next cycle of planning and reporting.
This report is accessible electronically from the Treasury Board of Canada Secretariat Internet site: http://www.tbs-sct.gc.ca/rma/dpr/dpre.asp
Comments or questions can be directed to this Internet site or to:
Results Management and Reporting Directorate
Treasury Board Secretariat
L'Esplanade Laurier
Ottawa, Ontario,
Canada K1A 0R5
Tel.: (613) 957-7167
Fax: (613) 957-7044
Section I - Minister's Message
Section II - Departmental Context
Section III - Performance Accomplishments
Real Property Services
Supply Operations Service
Receiver General
Public Service Compensation
Government Telecommunications and Informatics Services
Consulting and Audit Canada
Translation Bureau
Communications Coordination Services
Operational Support
Annex A - Consolidated Reporting
Annex B - Financial Performance
Section I -- Minister's Message
I am pleased to present my department's Performance Report for the year ending March 31, 2001.
In a time of unparalleled change and opportunity, I am proud of the way my department assists our client departments and agencies in building the economic and social fabric of Canada.
Every day in every region, Public Works and Government Services Canada's employees work to help Canadians - by building vital infrastructure, creating opportunities for business, and protecting the environment through sustainable development.
We are also leading the way to e-government, connecting Canadians to each other, the marketplace, and the world. This year, I was proud to launch the redesigned Canada Site, built and managed by my department, which provides Canadians with simple and easy access to services and information about their country and their government. In addition, our 1 800 O-Canada toll-free line is more popular than ever - it handled 1.3 million calls in the year under review, 39 per cent more than the previous year. The management of the Canada Site and 1-800 O-Canada were transferred to the new Communication Canada in September, 2001. We also completed the first phase of a project that offers electronic procurement services to our client departments and agencies and to the private sector. Clearly, our innovations in technology are ushering in a new era of service and solutions.
Behind all our achievements lies one key factor, our people. With their unmatched expertise, focus on innovative solutions, and high ethical standards, our knowledge workers assist our client departments and agencies do what they do best - serve Canadians.
Section II -- Departmental Context
Public Works and Government Services Canada (PWGSC) is a common service agency that supports departments and agencies of the Government of Canada in their service to Canadians.
PWGSC provides a wide range of services to assist client departments and agencies achieve their objectives; we provide the best value for government, within the context of public policy and with due regard for prudence, probity and transparency.
The services provided to Canadians by the Government of Canada are steadily evolving to meet the public's needs and growing expectations. The departments and agencies that provide these services to the public increasingly depend on Public Works and Government Services Canada to support them in turn with a range of common services that reflects their own evolving needs. These needs include greater speed, more responsiveness, and a more innovative, customized approach to the design and delivery of services. Delivery of such services increasingly involves partnerships with other levels of government and the private sector in order to maximize best value.
The national and international environment in which the department operates also creates challenges and pressures that significantly influence the services we deliver and their mode of delivery. The impact of globalization is directly felt by PWGSC through, for example, the effect of new trading arrangements on the rules for government procurement and through the escalating demand for translation services. The expectations of Canadians that their various levels of government cooperate to produce efficiencies and provide better service has encouraged the department to successfully explore partnership arrangements with some provincial governments to provide building management services. In addition, the creation of agencies such as the Canada Customs and Revenue Agency, with their own authorities and greater flexibility to choose service providers, has challenged PWGSC to ensure that the relevance, quality, and value of its own service offerings are unsurpassed.
Advances in service delivery technology continue and are key to improving the effectiveness of PWGSC's services and improving communication both within government and between government and its citizens. Our support of the commitment made in the Speech from the Throne to bring government on-line by 2004 includes providing the necessary technical and analytical skill to develop a secure network for financial and other transactions.
Our performance as a common service agency is ultimately dependent on our people. We are working to ensure the retention and development of the wide range of skills needed to deliver our services and to address the demographic realities of an aging workforce. The strategies we are pursuing will ensure the ongoing renewal of our workforce and make us more representative of the Canadian mosaic.
The department's commitment to provide quality, value-added client services and maintaining a skilled, innovative workforce has proven successful. Our continuing challenge will be to build on this success and ensure that the department remains the supplier of choice for our clients, and an important contributor to the government's work on behalf of Canadians.
PWGSC has set the following strategic priorities for the reporting period:
To enhance its contribution to government by: emphasizing and reviewing core roles with a view to continuously improving departmental activities; using information technology effectively in providing common services to the Government of Canada; working in partnership with businesses, provinces and municipalities; and emphasizing sustainable development in government decision making.
To improve services by: using information technology to maintain the integrity of ongoing departmental operations; providing alternative methods of delivering services to improve their quality and reduce costs to client departments; consulting with stakeholders regularly to determine their needs, tailoring services and evaluating client satisfaction; and promoting a client focus in all business activities.
To seek savings and pursue efficiency in operations by: harmonizing the delivery of government information to Canadians; ensuring optimum space utilization and best value in federal real property; and strengthening partnerships with other levels of government, including co-location initiatives to better serve the public.
To promote and facilitate electronic government by: offering improved access to the Government of Canada through such measures as the Canada site; enabling secure, reliable and integrated service delivery to Canadians by managing key components of the government's electronic and communications infrastructure on behalf of all departments; and continuing to provide better access to the Government of Canada by improving traditional technology routes and call centres.
To build a workforce that is representative, responsive and flexible to the renewal needs of PWGSC by: establishing PWGSC as a knowledge-based, learning organization; pursuing a human resources strategy that demonstrates a supportive management culture and a dynamic work environment, and which espouses public sector values and ethics; and supporting the government's goal of becoming an employer of choice for a new generation of Canadians.
PWGSC's major activities are centered in the Department's Government Services Program, which is organized into nine Business Lines as follows:
Under PWGSC's Crown Corporations Program payments are made to certain Crown corporations. The Program has two Business Lines as follows:
The Department uses a variety of organizational and financial structures in fulfilling its mandate. An organization chart, identifying senior departmental positions and reporting relationships, is included in Annex C. Financial summaries presented in this Report reflect the use of appropriations and revolving funds to finance departmental activities.
Departmental Summary 2000-2001 |
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(in millions of dollars) |
||||
Planned Spending | Total Authorities | Actual | ||
GOVERNMENT SERVICES PROGRAM | ||||
Operating, Capital and Statutory Votes | ||||
Gross Expenditures | 2,460.0 | 2,742.6 | 2,665.2 | |
Less: Respendable Revenues | 392.3 | 571.0 | 571.0 | |
Net Expenditures | 2,067.6 | 2,171.6 | 2,094.3 | |
Revolving Funds Authorities | ||||
Gross Expenditures | 991.9 | 991.9 | 1,182.3 | |
Less: Respendable Revenues | 1,007.9 | 1,007.9 | 1,199.0 | |
Net Resources (Provided) Used | (16.0) | (16.0) | (16.7) | |
GOVERNMENT SERVICES PROGRAM TOTAL | 2,051.6 | 2,155.6 | 2,077.6 | |
CROWN CORPORATIONS PROGRAM | 3.0 | 15.7 | 15.6 | |
DEPARTMENTAL TOTAL | 2,054.6 | 2,171.3 | 2,093.2 | |
Totals may not add up due to rounding. |
Section III- Performance Accomplishments
PWGSC's performance accomplishments are outlined below by Program and by Business Line. Outcomes achieved are organized by the planned results set out in our 2000-01 Report on Plans and Priorities. Additional material is added to highlight our focus on people, the key element of our success in service delivery.
Description
Performance Context
Real Property Services (RPS) is committed to the service delivery standards as outlined in Results for Canadians: the management commitments (citizen focus, values, results, and responsible spending) and operating philosophy that underpins the work required to modernize management practices across Government. This undertaking influences the evolution of our business model to build up closer and more responsive relationships with clients. We strive to continuously improve client and tenant satisfaction. RPS also enters into and develops cost-effective partnerships with the private sector and other levels of government to deliver efficient and effective services and aims to manage its assets effectively and to achieve sound financial performance. Finally, the retention and the continuous development of our people's real property expertise is essential to deliver services effectively to our clients.
Outcomes Achieved
Client Satisfaction
RPS seeks to attain a level of client satisfaction defined by success in demonstrating to clients and government our effectiveness as a real property advisor and as a provider of cost effective accommodation and related services. Associated to these objectives are the continued implementation of the Client Service Units (CSUs) with support from RPS Centres of Expertise (COEs), the establishment of Memoranda of Understanding (MOU) with the majority of our clients, and the development and implementation of a client satisfaction measurement framework.
Performance Fact
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Other initiatives, such as custody transfers and the provision of expanded service studies undertaken with a number of our custodial clients, demonstrate our value as the federal government's real property advisor. Existing CSU-client relationships are standing the test of time, such as the Department of National Defence (DND) facilities management and construction engineering agreements which are now in their fourth year. Ongoing discussions concerning resourcing issues occur between the CSUs and COEs to obtain the correct mix of expertise for each client.
Performance Fact
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As an example, National Defence and RPS have worked closely together to achieve cost savings. Although DND remains the custodian for its real property assets, we provide turnkey facilities management services for a growing percentage of their real property portfolio. This arrangement has proven to be an extremely effective method of applying real property expertise to achieve substantial cost savings for National Defence while improving service.
Similarly, the Department of Fisheries and Oceans and RPS are engaged in a number of national real property initiatives in which we are serving as their strategic real property advisor. These initiatives include the development of a Real Property Management Framework and an expanded National Real Property Services Agreement. In addition, we are working with other tiers of government through agreements comparable to our MOU for project management work with the Yukon Territorial Government. Project charters have been signed with clients for major projects such as the space modernization in the C.D. Howe Building in Ottawa. Based on the high levels of client satisfaction, DFAIT expressed an interest in a formal MOU for next fiscal year.
Performance Fact:x
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The second survey measured tenant satisfaction in buildings where property management services are provided by the private sector. This survey showed that nationally 66% of tenants were satisfied with building management services, the same number as last year. As with the client assessment, the tenant survey is currently establishing benchmarks. We are working closely with our private sector service partners to respond to our tenants' concerns raised in this survey and we have prepared action plans for improvement. In the future, the tenant survey will expand to the entire RPS portfolio.
Financial Performance
RPS demonstrates positive financial performance by optimizing return on investment on all space managed and the achievement of annual targets in the RPS Services and Disposal Revolving Funds. Related activities include the development of an RPS technology plan and implementation strategy as well as supporting federal comptrollership initiatives.
Assets are monitored within the terms of the RPS Asset Performance Monitoring Policy. This policy prescribes a systematic approach for monitoring PWGSC's assets in terms of financial, operational, and functional performance. Operating expenses in 2000-01 compare favourably with those in the private sector while the return on investment continues to fall within the policy' parameters of 5%-8%.
The branch developed an Integrated Risk Management Framework that embraces the principles set out by Treasury Board's Integrated Risk Management Framework and the corresponding PWGSC document. The framework will enable our employees to systematically manage risk in our business processes.
We also created an innovative tool box of services to assist our clients to meet deadlines set by the Auditor General and Treasury Board for the implementation of accrual accounting as the cornerstone of the federal government's new financial management initiative. New clients outside of the federal government family are expressing interest in purchasing the services and expertise we developed.
Performance Fact:
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Maintain Asset Integrity
RPS is committed to the cost effective management and stewardship of office accommodation and real property assets. This includes leadership in defining and implementing the workplace of the future, co-championing the Sustainable Government Operations initiative, establishing a long-term planning framework for the Parliamentary Precinct, continuing to pursue the space recapture program, and developing a framework for the managed disposal of surplus real property assets.
Performance Fact:
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Repositioning with the Private Sector, Provinces and Territories
RPS sought to enter into cost-effective partnerships and cooperative working relationships with the provinces, territories, and the private sector. Related to this objective were the continued implementation and evaluation of the Alternate Forms of Delivery Contracts and the evaluation of current MOUs with a view to develop new agreements with industry associations and universities.
RPS, through the successful enactment of the new Payments-in-Lieu of Taxes Act, along with changes to the Municipal Grants Program, has strengthened its business relationships with the Federation of Canadian Municipalities and directly with municipal governments across Canada. This new Act establishes the principles of fairness, equity and predictability as the basis of the relationship between federal custodial departments, PWGSC and municipal levels of government and contributes to the well being of all Canadian citizens through the support of municipal infrastructure and services.
Focusing on our People
RPS' performance depends on the quality of its people. To ensure a core capacity of real property expertise for government, RPS' human resources strategy focused on ensuring that the organization will be able to retain, attract and develop a skilled, knowledgeable, productive and motivated workforce.
The general demographic trends identified in the department and the public service are also reflected in RPS. For example, the average age for permanent employees of the branch is 46 years old and 41 years for its term employees. Furthermore, within the next decade, 48.1% of the current permanent staff in RPS will be eligible to retire. The situation is even more severe among RPS' architects, engineers, and technical specialists.
Employee departures for PWGSC as a whole have increased by 13.5% over last year, but they rose by only 2.9% in RPS. In response to the ever-growing client demand and due to an increased emphasis on renewing our workforce, recruitment from outside the public service climbed to almost 25% of new hiring in RPS.
Real Property Services 2000-2001 | |||
(in millions of dollars) |
|||
Planned Spending | Total Authorities | Actual | |
FEDERAL ACCOMMODATION AND HOLDINGS SERVICE LINE | |||
|
|||
Gross Expenditures |
1,702.5 | 1,867.1 | 1,819.4 |
Less: Respendable Revenues |
248.2 | 346.8 | 346.8 |
Net Expenditures |
1,454.3 | 1,520.3 | 1,472.6 |
SERVICES SERVICE LINE | |||
|
|||
Gross Expenditures |
570.2 | 570.2 | 703.2 |
Less: Respendable Revenues |
570.2 | 570.2 | 704.6 |
Net Resources (Provided) Used |
-- | -- | (1.3) |
|
|||
Gross Expenditures |
3.6 | 3.6 | 1.8 |
Less: Respendable Revenues (Note 1) |
22.5 | 22.5 | 1.5 |
Net Resources (Provided) Used |
(18.9) | (18.9) | 0.3 |
BUSINESS LINE TOTAL | 1,435.4 | 1,501.4 | 1,471.5 |
Totals may not add up due to rounding |
Note 1: 2000-2001 Actuals reflect the remittance of $15.5M in net revenues to the Consolidated Revenue Fund prior to year end.
Description
Performance Context
The performance context for Supply Operations Service (SOS) continues to be defined by technology, employee expectations, and the need to provide Canadians with confidence in the integrity of our processes.
Outcomes Achieved
Support to clients via Internet applications
In 2000-01, SOS began work on the Electronic Supply Chain pathfinder project on behalf of Treasury Board. This project will link client requests for goods and services to ordering, payment and settlement and should greatly simplify the procurement process across government. In 2000-01, an organization was formed within SOS to pursue this objective. In December 2000, this new organization provided an initial release of e-Purchasing, a link in the Electronic Supply Chain, to allow government employees to order goods and services electronically from their desktops.
E-Purchasing, now in use by several hundred users in 21 client departments, is providing a more efficient means for low-dollar-value, high volume purchasing. Extensive reviews of policy, legislation, trade agreements and legal considerations have also been started with a view to changing the methods of supply and how we deal with clients and suppliers.
Innovative contracting practices that support E-commerce
SOS created a Government On-line (GOL) Procurement Office responsible for establishing supply arrangements for GOL-contracted resources. This Office provides advice to client departments and agencies on the procurement process and will contract consulting services required to assist them in implementing their GOL initiatives as required. A total of 175 companies have been awarded 363 Supply Arrangements, covering professional services for Business Process and Content Services, Informatics Professional Services, Human Resources Management Services and "Composite Solutions" (a turnkey solution involving elements from the professional services indicated earlier). Supply Arrangements will also be awarded to Aboriginal suppliers once Indian and Northern Affairs Canada completes verification of aboriginal business status.
Simplified government procurement
SOS is helping to simplify supplier access to government contract opportunities by acting as the federal representative and President for the new Canadian Public Procurement Council. This Council was created to join procurement professionals from all levels of government to share information and expertise and work towards common solutions. By March, 2001, the Council had more than 100 member organizations, with more than 3,000 procurement staff across the country, and annual procurement activity of more than $30 billion (more than 30% of total public procurement activity in Canada). PWGSC hosted the October 2000 Forum on Public Procurement and the strong program content was considered a success.
We also continued to work with the Federal-Provincial Agreement on Internal Trade Electronic Working Group to pursue the "single window" for procurement opportunities. While agreement has not been reached, the discussions did accelerate development, by the Secretariat for the Agreement on Internal Trade, of a gateway web site, which provides single window access to the growing number of web sites, used by entities subject to the Agreement to advertise covered procurement opportunities.
More efficient low value procurements
In 2000-2001, four departments and agencies accepted the $25,000 increased authority to contract for goods. Barriers to greater acceptance of the delegation were clearly identified as reporting requirements and mandatory use of PWGSC standing offers. When these were removed, an additional eight departments and agencies had, by year end, confirmed their readiness to accept. Other departments are considering the delegation, but have issues relating to resource levels, consequent training needs, and internal reporting and accountability requirements.
Cost-effective disposal of surplus government assets
Last year the Treasury Board approved a new policy on surplus assets disposal. The new policy gives increased authority and responsibility to government departments in managing the disposal of their surplus assets. It also encourages more involvement of the private sector in disposal operations. The Crown Assets Distribution Service Line has revised its disposal processes and its organization and, as a result, has lowered its recurring costs of operations by about 40% from 1998-99 to 2000-01. Private sector involvement has increased moderately during the year.
In addition to the outcomes above, reported against commitments made in the 2000-01 Report on Plans and Priorities, the achievements below are significant.
Providing expertise in procurement and related common services
Quality services which provide procurement expertise and leadership remain our major contribution to other government departments and our major business. These unique services allow client departments to focus more attention on delivering their services to Canadians or for the benefit of Canadians.
In 2000-01 SOS awarded over 60,000 contractual documents (up 10,000 from the previous year) worth $10.9 billion. Other achievements realized in 2000-01 included the following:
Each year, SOS successfully negotiates contracts which directly contribute to the government's policy agenda and to the well being of Canadians across the country. The list of these contracts is lengthy, but a few prime examples include:
Establishing a new program within government
In addition to the extensive procurement and procurement-related activities carried out on a day-to-day basis and the exceptional initiatives designed to move the organization forward such as those identified above, SOS undertakes new challenges as they rise. As a prime example, PWGSC's and DFAIT successful negotiations with the U.S. State Department and Department of Defense represent a significant achievement. Within a short period of time, in order to address a serious security and trade issue related to the U.S. International Traffic in Arms Regulations, Canada introduced new legislation (Bill S-25) effective April 30, 2001 and obtained TB approval to establish a new Controlled Goods Registration Program within PWGSC. As a result, the U.S. reinstated broader Canadian exemptions effective May 30, 2001, which will reopen the trade channels between Canada/U.S. in the defence and aerospace sectors. In concert with DFAIT, we proactively implemented an effective outreach program and major presentations have been made across the country to industry and government departments. Our database has also been modified to accommodate the registration of companies. A website and a toll free information service for the new Controlled Goods Registration Program are operational and companies are now being processed for registration in the program.
Focusing on our People
SOS has a number of programs in place to help our people maintain their expertise and learn new skills needed to uphold our long tradition of providing excellent service to client departments. This includes a comprehensive training program which focuses on procurement and offers "quick hit" procurement refresher modules. Efforts to revitalize the workforce are heightened through annual campaigns to hire university recruits for SOS' Intern Officer (two-year) training program. In 2000-01, these ongoing measures were strengthened through the development of a comprehensive Branch Human Resources Strategy which examined challenges facing the organization in the coming years. Both short and long-term progressive solutions were identified and are being pursued. SOS also remains a key player in the development of the government-wide professional development certification program for materiel and supply communities.
Supply Operations Service 2000-2001 | |||
(in millions of dollars) | |||
Planned Spending | Total Authorities | Actual | |
|
|||
Gross Expenditures |
126.3 | 150.4 | 150.8 |
Less: Respendable Revenues |
20.7 | 35.0 | 35.0 |
Net Expenditures |
105.6 | 115.4 | 115.8 |
|
|||
Gross Expenditures |
78.0 | 78.0 | 88.1 |
Less: Respendable Revenues |
78.2 | 78.2 | 85.7 |
Net Resources (Provided) Used |
(0.1) | (0.1) | 2.4 |
BUSINESS LINE TOTAL | 105.4 | 115.3 | 118.2 |
Totals may not add up due to rounding. |
Description
Performance Context
The Receiver General function operates in a complex, technology-driven and highly integrated environment. In carrying out its responsibilities, the Receiver General relies heavily on electronic systems to interact both with departments and agencies and with financial institutions to administer the government's treasury operations.
This involvement in electronic systems and processing has enabled the Receiver General to play a vital role in promoting electronic commerce in government by establishing a revenue and payment infrastructure which serves Canadians. This expertise also enables Canadians to see efficiencies which are evidenced by decreasing administration costs in government. As well, along with the highly sophisticated technical infrastructure, our expertise facilitates the introduction of new services and system functionality to support the growing number of Government On-Line initiatives that require the assistance of the Receiver General in areas such as revenue collection and payments.
The Receiver General Business Line also operates in a rapidly changing environment. On the one hand, there are significant pressures for change, while on the other there is a limited or a complete lack of tolerance for error. The accuracy and timeliness of services are critical. Security is especially sensitive, given the need to maintain the integrity of the government's financial transactions. Efforts to ensure security are even more critical, given the ever-present risk of fraud in an electronic environment.
As expressed in the Results for Canadians document, managers must seek out partnerships across departmental boundaries and levels of government to render government services and management more citizen-focussed. In this regard, the Receiver General has worked with other federal departments such as Canada Customs and Revenue Agency (CCRA) and Human Resources Development Canada to support arrangements that allow for a single Receiver General payment for related federal and provincial/territorial programs. Three new joint payment projects were launched this year, all in conjunction with CCRA. On behalf of provincial partners, payments were made for the Harmonized Sales Tax Credit for Saskatchewan, the Ontario Taxpayer Credit and the Alberta Energy Tax Refund. These arrangements save taxpayer dollars and have proven to be convenient and efficient as a service to the Canadian people.
Recognizing the value of such partnerships, departments have begun to ask the Receiver General to help expand the concept to revenue collection. The first such initiative, launched this year, involved the CCRA and the Workers Compensation Board (WCB) of Nova Scotia. Through this agreement, the CCRA collected remittances for the WCB using banking arrangements established by the Receiver General.
In line with the government objective to continuously improve client service, to be more responsive to suppliers and the general public, the Receiver General established new banking arrangements in support of the operations of program departments who wished to give their suppliers and members of the public more options for making payments to the government. In addition, the Receiver General has worked closely with the Department of Finance in the preparation of regulations dealing with improved access to banking services such as bank account opening and cheque encashment.
The Receiver General continued to exploit the potential of advanced technology to automate its work, thus promoting efficiency, productivity and environmentally friendly processes. A major initiative was to put components of the payment system onto the Intranet so that users could more easily make inquiries and receive status updates on payments. The Web front end allows for a more dynamic and logical presentation of information and interactive features such as the "Contact Us" button, providing the people using the systems with e-mail access to Receiver General staff. This new Web service, and a training package for users, was piloted with Veterans Affairs Canada. Phased roll-out to other departments will begin in 2001-02.
The Receiver General completed the automation of a number of payment operations and consolidated all payment processing in one system. The streamlining and automation of payment processes has virtually eliminated manual functions. In response, the Receiver General has been adjusting the size of its workforce for several years in consultation and with the support of the union. At the end of 2000-01, payment operations in the six regional offices were disbanded, as their workload in support of the payment function had disappeared because of process automation.
Outcomes Achieved
Safe, secure payment delivery systems and infrastructure
To maintain the integrity of the Receiver General cheque as a payment instrument, it is redesigned on a cyclical basis. In 1999-2000, the Receiver General finalized work on the latest redesign. In line with the objective expressed in the Report on Plans and Priorities (RPP) to improve security, the new cheque incorporates enhanced security features utilizing advances in paper manufacturing and printing. The redesigned cheque was implemented in May 2000.
Reaching an optimum level of direct deposit
For more than ten years, in conjunction with program departments, the Receiver General has marketed the use of direct deposit for major payments such as Old Age Security, the Canada Pension Plan, Public Service Compensation and CCRA tax refunds and credits. The result has been a rapid expansion in enrollment; more than 80 percent of pay and pensions are now distributed through direct deposit. This market is now mature, with no significant growth anticipated except for Employment Insurance payments.
Maintaining the Accounts of Canada
Maintaining the Accounts of Canada, "the government's books", and producing the annual Public Accounts of Canada are major ongoing duties of the Receiver General. The Accounts of Canada are the centralized records that summarize the financial transactions of all federal departments and agencies. The Public Accounts of Canada is a report prepared by the Receiver General each year, which contains the government's audited financial statements. As committed in the RPP, this responsibility was fulfilled cost-effectively in accordance with the Performance Management Framework and within budget.
Implementation Accrual Accounting
The Financial Information Strategy (FIS) is a government-wide initiative to improve the Government of Canada's financial management and reporting by adopting full accrual accounting. In the 2000-01 RPP, the Receiver General committed to continuing with the implementation of FIS. On April 1, 2001, all government departments and agencies became FIS system compliant with the implementation of the Receiver General and departmental financial systems interfaces. The Receiver General played a significant leadership role in this exercise by coordinating the implementation efforts required to align departmental processes with the FIS.
Focusing on o ur People
The people who perform the Receiver General function are a knowledgeable, dedicated body of individuals with specialized knowledge focussed on the needs of citizens and on the end-users of our systems and services throughout the government. People in other organizations consult our employees regularly. We have to maintain a specialized work force, knowledgeable in the fields of banking, payments, accounting, the provision of central services to PWGSC and other departments, fully versed in modern technology. Current demographic trends show that up to 20% of our personnel will be eligible to retire over the next five years. It is therefore incumbent on us to ensure not only that this expertise is maintained and upgraded, but also that it is renewed and nurtured to secure those specialized skills into the future.
We are one of the main participants in the TB Financial Officer Recruitment and Development (FORD) program and have successfully developed other programs. The FORD recruitment in Receiver General and the other programs are targeted to visible minorities and contribute to building a workforce representative of the diversity of the Canadian population. All the training and development efforts are guided by a senior human resources management committee that puts particular emphasis on the creation of a supportive work environment.
Receiver General 2000-2001 |
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(in millions of dollars) | |||
Planned Spending | Total Authorities | Actual | |
Operating Vote | |||
Gross Expenditures | 119.0 | 134.8 | 130.4 |
Less: Respendable Revenues | 20.3 | 30.1 | 30.1 |
BUSINESS LINE TOTAL | 98.7 | 104.8 | 100.3 |
Totals may not add up due to rounding. |
Description
Performance Context
Technology is an important factor in maintaining service levels for compensation services. The technology of the current compensation systems, which was developed more than two decades ago, is becoming aged. It does not have the required capability to maintain the same level of service provided to our clients and deliver modern services, notably access by employees and managers to information and the possibility of completing transactions via the Web. Accordingly, there is a need to upgrade these systems by moving to newer technology. As for the delivery of the compensation function, the implementation of the provisions of the many (102) collective agreements remains a significant challenge. The provisions of new types of allowances in recent years to counter certain occupational group resource shortages and market salary pressure has added to the complexity of systems and processes, as well as the newly created agencies which became separate employers and have demands that differ from those of Treasury Board. Lastly, the new pension legislation has imposed new requirements on the pension administration function.
In addition to the above several considerations, a major requirement from Canada Customs and Revenue Agency increased considerably the system development workload. Public Service Compensation had to adjust all the compensation systems to implement Tax on Income, a new tax calculation method, introduced by the CCRA which provides provinces and territories with the opportunity to establish their own income tax brackets and rates totally independent from those of the federal income tax. We were one of the first employers in Canada to implement this major change. Therefore, when six provinces amended their tax rates and brackets effective July 1, 2001, retroactive to January 1, 2001, public service employees benefited from an immediate tax rate reduction, rather than having to wait and file for a tax refund at the end of the taxation year.
Several factors continue to exert pressure on Public Service Compensation to change the way it operates. Specific challenges will involve:
Given the sensitivity, importance and precise nature of compensation services, open and responsive relations with clients and stakeholders remain paramount.
Outcomes Achieved
Implementation of collective agreements provisions and human resources policies
Cost-effective Operations
In line with its commitment expressed in the 2000-01 RPP to continue to improve the infrastructure for administering pay and pension, Public Service Compensation continued its efforts to improve service and reduce cost to government through investments in technology. Initiatives included:
Accurate payments, tax remittance and collection of contributions
The Public Service Compensation's most significant achievement is also its major ongoing responsibility: getting payments out, in the right amounts and on time, for more than 248,000 public servants and 215,000 pensioners, while ensuring accurate remittance of taxes and collection of contributions. In 2000-01, the payroll component of the Compensation functions collected $3.85 billion in federal tax on behalf of CCRA, and our pension component collected and remitted an additional $495 million. Public Service Compensation also collected $773 million in public servants'contributions for credit to the Public Service Pension Accounts, an increase of $78 million from the previous year as a result of Pay Equity payments issued in 2000-01. In addition to processing regular and supplementary pay, Public Service Compensation issued a high volume of retroactive payments to public servants and implemented changes to the compensation systems.
Notably for the implementation of pay equity, skilled and dedicated Compensation workers met the significant 2000-01 challenges of the government Pay Equity settlement, a commitment of the 2000-01 RPP. A total of 525,000 cheques approaching $3 billion in retroactive and interest payments were issued to 260,000 former and current public service employees.
In addition to the outcomes above, reported against commitments made in the 2000-01 RPP, the policy-related achievements below are significant.
Pension reform
Expressed as a commitment in the RPP, Public Service Compensation played a major role in supporting Public Service Reform in the revision of pension plans prompted by pension reform. Under Bill C-78 Pension Reform legislation, Canada Post Corporation (CPC) established its own pension plan effective October 1, 2000 and the value of assets accrued by CPC contributors under the Public Service Superannuation Act were to be transferred to the Corporation. Agreements were signed with CPC on transitional issues affecting adjustments to the valuation of the necessary fund (e.g., recovery of elective service repayment balances, leave without pay deficiencies, etc.). A total of $1.235 billion, representing approximately 18% of the estimated assets of the Public Service Superannuation fund, was transferred to the new CPC pension plan this fiscal year. To contribute to the achievement of some of the Pension Reform objectives, Public Service Compensation initiated a number of projects to improve service to pension plan members and strengthen financial controls to ensure the accuracy of the employers' and employees' contributions transferred to the pension fund which is now invested in the market. Among the initiatives to improve the service to plan members, the development of the Pension Benefit Calculator to allow public service employees to make their own pension benefits calculations directly on-line is notable.
Universal Classification Standard (UCS)
Public Service Compensation personnel are responsible for modifying the compensation systems to accept the UCS changes that will apply to all occupational groups under the Public Service Staff Relations Act below the executive level. They participate at all levels of the Treasury Board UCS implementation committees. An overall strategy has been developed to help departments to handle the added workload during implementation.
Pensioners' dental insurance plan
To comply with the Treasury Board's policy decision to offer pensioners a dental insurance plan, Public Service Compensation completed the development work required on the pension systems to support the deduction process and sales tax calculation for the Pensioners Dental Services Plan. This Plan was introduced successfully in January 2001, for current and future pensioners in five pension plans. Close to 115,000 pensioners had enrolled in the plan when it was first offered.
Focusing on our People
The people who work in Public Service Compensation possess special expertise in compensation that does not exist anywhere else in government. People from across other organizations and departments consult our employees regularly for guidance and direction in the areas of pay, pensions and benefits. They have worked hard to acquire and maintain that expertise through training and experience. Demographic trends show that over 25% of our experts will be eligible to retire over the next five years, therefore, not only do we have to maintain our expertise but we have to bring in new people and transfer knowledge to them. We have successfully developed and implemented recruitment and training programs with a view to building a competent workforce representative of the Canadian population diversity, notably our Administrative Services Post-Secondary Recruitment program targeted to visible minorities.
It is recognized that the well-being of the employees is essential to the success of the Public Service Compensation function. A senior management committee at the branch level develops a curriculum of activities from which the employee can grow as part of the organization and individually.
Public Service Compensation 2000-2001 |
|||
(in millions of dollars) |
|||
Planned Spending | Total Authorities | Actual | |
|
|||
Gross Expenditures |
49.0 | 65.1 | 64.2 |
Less: Respendable Revenues |
2.3 | 35.3 | 35.3 |
BUSINESS LINE TOTAL | 46.7 | 29.7 | 28.9 |
Totals may not add up due to rounding. |
Government Telecommunications and Informatics Services
Description
Performance Context
The increasing use of new digital technology in business processes is raising the expectations of consumers for secure, reliable, faster, easier and cheaper service delivery through the use of new digital systems. Citizens and businesses now expect the same high level of technology-enabled service from government that they receive elsewhere. They expect service around the clock, through a variety of service channels, when, where and how they want it, and they expect it to be secure and reliable. To address these expectations, government has embarked on a number of initiatives and commitments aimed at providing around-the-clock electronic access to government information and services for all Canadians.
Treasury Board has assigned the Government Telecommunications and Informatics Services (GTIS) Business Line a major role in realizing the government's vision for electronic service delivery. This role focusses on delivering and managing key elements of the common electronic infrastructure, including the "Secure Channel" and "e-platform," in support of Government On-Line (GOL).
Outcomes Achieved
GTIS' key results commitment as outlined in the 2000-01 RPP, is to deliver effective government telecommunications and informatics services that provide integrated information management/information technology (IM/IT) business solutions to enable the government to deliver services electronically.
Common Electronic Infrastructure
GTIS planned results included a common electronic infrastructure (federated infrastructure) to enable government-wide electronic commerce and electronic service delivery. The following are some highlights of GTIS' major accomplishments during 2000-01:
GTIS also worked closely with PWGSC's Communications Co-ordination Services (CCS) Business Line to revamp the Canada Site (see the CCS Report), based on research and analysis performed in the areas of clustering, branding and best practices. The Prime Minister "officially" launched the web site on February 2, 2001, providing Canadians with single-window access to government information and services. GTIS will continue supporting and enhancing the existing infrastructure.
GTIS is contributing to a new PWGSC initiative, the Electronic Supply Chain project, and was instrumental in developing the federal government's internal e-Purchasing application (see the Supply Operations Service Report), to support the requirements of PWGSC and other departments and agencies.
This service provides departments with a Certification Authority that allows them to engage in secure electronic transactions. Certificates are issued through departmental Local Registration Authorities (LRA), allowing them to manage their own use of the Public Key Infrastructure. In 2000-01, LRAs increased from 157 to 407; LRA training was provided by GTIS to client departments and regions; and 5375 certificates were issued for total of 8497 active certificates across 53 departments and agencies, enabling a broad range of departments to move to more secure electronic modes of delivering business.
GEDS usage has continued to grow. Average hits per day have increased by 14.5% over 1999-00. Outside-government use (i.e., public access) accounted for 55 per cent of access, indicating its utility in connecting Canadians to government services and information.
Mainframe computer capacity managed by GTIS increased by 26% in 2000-01. Capacity continues to grow on an annual basis, both in terms of information shared and the number and complexity of transactions performed. At the same time, high service levels have been maintained. The agreements' target availability commitment for this service is 98% (including all scheduled downtime for changes to the mainframe environment such as maintenance and system upgrades), which GTIS exceeded with 99.26% average availability in 2000-01. In fact, availability targets have been exceeded 7 years running, providing consistent, extremely reliable mainframe performance and support for government applications.
Cost-effective Management of Telecommunications Services
GTIS planned results included cost-effective management and enhancement of telecommunications services for government. The following are highlights:
Departments that directly acquire their own networks and circuits have been able to take advantage of the new, lower prices now established through GTIS' procurement leadership, and professional advice in areas such as systems design and competitive procurement are now also available to departments deciding to acquire their own networks.
Through our procurement activities, GTIS acquired and managed bandwidth capacity, which grew by 35% in 2000-01, while costs decreased by 47%, from $19 per single digital line in 1999-00 to $10 in 2000-01.
In order for RPS to deliver on their real estate objectives of providing "smart" accommodations to government departments to allow for briefcase moves and one-stop shopping, GTIS has been working with them to deliver the foundation required to deliver the voice, data and video services through a managed structured cable plant. The Jean Edmonds Towers in Ottawa has been the model for the delivery of a National Cable Plant Management service by RPS and GTIS.
An agency reporting to the Minister of Finance has already engaged GTIS and RPS' partnership services. RPS is providing the real estate services and retrofitting the office space, while GTIS is providing the IM/IT services required. These include: cable plant management, servers, 40 workstations, desktop applications, government network access, e-mail and Internet access, firewall/mail virus detection service, network management, help desk service, secure remote access, call centre connectivity between departments, telephone services, uninterrupted power supply and backup equipment.
Focusing on our People
Recruiting and retaining qualified IM/IT employees is a major challenge for GTIS, which, if not met, would impact on the Business Line's ability to provide IM/IT support services to both ongoing PWGSC programs and new Government On-Line (GOL) initiatives. Computer Systems technical resources account for about two-thirds or 65% of GTIS' workforce. Factors such as the ever-changing IM/IT and Internet/web-enabled environment, the demographic reality of an aging workforce and impending retirement, the "supply vs. demand" dynamic and competition for IM/IT professionals in the public and private sectors, and ensuring a representative workforce, have motivated GTIS to address the issue of human resources renewal.
To retain employees and create an attractive work environment, GTIS has improved opportunities for career enhancement through training, special assignments and participation in development programs. The number of employees trained increased from 71.7% in 1999-00 to 81.1% 2000-01, which is comparatively higher than in the private sector. There was also a 10% increase in the number of employees that submitted learning plans over previous years, from 82.5% in 1999-00 to 92.7% 2000-01.
Like all government organizations, GTIS is faced with the longer-term issue of impending retirement. The potential cumulative loss of executives is 43.6% by 2006. Currently, the average age of the Computer Systems technical resources that would potentially feed into the executive categories is slightly older than the average age in the public service. In response to this, recruitment efforts resulted in an increase of 58 new hires for this reporting year.
Targets to ensure a representative workforce, which are based on labour force availability, were met and sometimes exceeded. The four target groups were: women, visible minorities, Aboriginal people, and people with disabilities. Employment equity efforts in the past year included: establishing recruitment targets for visible minorities; participation in seminars/events and the Employment Equity Job fair; and diversity awareness training.
Services provided through the GTIS Business Line are optional and costs are recovered from client departments and agencies.
Government Telecommunications and Informatics Services 2000-2001 | |||
(in millions of dollars) |
|||
Planned Spending | Total Authorities | Actual | |
Government Telecommunications and Informatics Services Revolving Fund | |||
Gross Expenditures | 132.5 | 132.5 | 116.3 |
Less: Respendable Revenues | 132.5 | 132.5 | 125.1 |
BUSINESS LINE TOTAL | -- | 0.0 | (8.8) |
Totals may not add up due to rounding. |
Description
Performance Context
The performance context for Consulting and Audit Canada (CAC) has both national and international aspects. Domestically, changes in public sector management - specifically the evolving role of government and the emphasis on collaborative arrangements, horizontal policy design and integrated service delivery - are factors that affect CAC's planning context. These factors are creating pressure on organizations to learn and adapt, to be more accountable for results in a decentralized environment, to use technology effectively, to modernize the management of people and to find better ways of using scarce public resources. This environment has created opportunities for CAC which is well equipped to assist departments and agencies in dealing with the factors noted above given its extensive knowledge of government operations and priorities.
Abroad, countries are reforming and restructuring their public sectors. Because the Canadian public sector is highly regarded internationally, the government is often sought out as a model for public sector management. CAC is well positioned to assist departments and agencies to transfer Canadian public sector expertise to foreign governments.
Outcomes Achieved
Relevance to Government
In the 2000-01 RPP, we committed to providing relevant services to government departments and agencies through our involvement with public policy issues and a high level of repeat business.
During 2000-01, our professionals provided management tools and approaches that helped departments to be more effective, efficient, client responsive and accountable in their delivery of services to Canadians. A few sample projects included:
We also achieved a 92% rate of repeat business against our commitment of 85% or better.
Knowledge Sharing
In the 2000-01 RPP, we committed to sharing knowledge with our employees, the Public Service and the private sector by developing technological solutions and communication processes and by conducting 50 to 60% of our business with small and medium-size firms (SMEs).
During 2000-01, we enhanced our internal business system to facilitate the sharing of client and project-related information with our employees. Similar information will soon be shared with departments and agencies through our Extranet site. Our project managers also partnered 68% of our business with SMEs to complement our in-house capabilities in order to meet client demands and to transfer knowledge to private sector firms.
Service Delivery
In the 2000-01 RPP, we committed to delivering high quality and professional assurance, accounting, audit and consulting services to be demonstrated by a client satisfaction rate and repeat business of 85% or better. We have a client survey process for gathering, reporting and assessing client feedback on the quality, relevance and timeliness of our performance. These indicators enable us to analyse our performance, learn from the results of our analyses and make any necessary improvements. During the year, departments and agencies rated the services provided by our professionals:
Financial Self-sufficiency
In the 2000-01 RPP, our management team committed to achieving financial self-sufficiency by generating a positive cash contribution and profit.
For the year ended, our employees generated through their projects and work:
Organizational Health
In the 2000-01 RPP, we committed to rejuvenate our workforce and to become a model employer by responding to changing trends in organizational health, public service survey and an internal survey of our workforce, as well as by planning recruitment and orientation sessions, by developing mentoring and learning plans and an improved incentive program.
Over the past year, our management team and employees made or completed the following improvements and activities:
Focusing on Our People
Over the past year, our management team has worked in partnership with our employees to improve the overall work environment by:
Consulting and Audit Canada 2000-2001 |
|||
(in millions of dollars) | |||
Planned Spending | Total Authorities | Actual | |
Consulting and Audit Canada Revolving Fund | |||
Gross Expenditures | 71.0 | 71.0 | 110.1 |
Less: Respendable Revenues | 72.1 | 72.1 | 113.1 |
BUSINESS LINE TOTAL | (1.1) | (1.1) | (3.1) |
Totals may not add up due to rounding. |
Description
The Bureau is a policy instrument and a key enabler in helping government clients meet the intent and objectives of the Official Languages Policy by:
Performance Context
The performance context of the Translation Bureau is dominated by the imperatives arising from the Bureau's role in helping the government meet the policy intent and objectives of its Official Languages Policy. As such, the Bureau is positioning its service delivery approaches, organizational arrangements, institutional alliances and strategic investments to:
Outcomes Achieved
The following accomplishments are aligned with the commitments outlined in the Translation Bureau's section of the RPP:
Cost-effective and quality translation and interpretation services
Standardized, accessible official languages terminology to the federal public services
Higher staff recruitment and retention
Continue to meet financial objectives
Focusing on Our People
A key imperative for the Bureau's current efforts derives from continued growth in the diversity of channels used by government clients in delivering programed services and communicating with Canadians. As a result, this increased preoccupation by client organizations with the on-line/electronic business channel, spearheaded by the Government On-Line (GOL) agenda, has heightened expectations that, in turn, their service providers, including translators and interpreters, be highly knowledgeable of, and proficient in the electronic service delivery channel. Therefore, the Bureau is being seriously challenged to quickly adapt its traditional service delivery approaches by managing the changes in skill sets of its personnel to enable its clients to deliver services and products to Canadians in both official languages, as well as other languages, as required via a growing and diversifying range of service delivery channels.
A new "paperless" site for Bureau employees was launched in keeping with the priorities of the federal government's Sustainable Development Strategy, Greening Government and Green Citizenship initiatives. Designed as an interactive communications vehicle for all Bureau employees, this site offers fast and convenient access to up-to-date information on the Bureau's organization, policies, directives, award programs, etc., as well as direct links to related PWGSC sites.
Translation Bureau 2000-2001 |
|||
(in millions of dollars) | |||
Planned Spending | Total Authorities | Actual | |
|
|||
|
41.5 | 42.8 | 41.5 |
Less: Respendable Revenues | -- | -- | -- |
Net Expenditures | 41.5 | 42.8 | 41.5 |
Translation Bureau Revolving Fund | |||
Gross Expenditures | 122.3 | 122.3 | 149.4 |
Less: Respendable Revenues | 118.9 | 118.9 | 156.9 |
Net Resources (Provided) Used | 3.4 | 3.4 | (7.4) |
BUSINESS LINE TOTAL | 44.9 | 46.2 | 34.1 |
Totals may not add up due to rounding. |
Communications Coordination Services11
Description
In support of the Government of Canada's communications objectives, our organization:
Performance Context
The Government of Canada has made a commitment to become "the most connected country in the world", and plans are underway to make key government information and services available on-line by 2004. New electronic technologies are key enablers in helping government meet this challenge. However, keeping in touch with citizens is also a vital part of this transition to electronic service delivery. To ensure that Canadians continue to have access to all government services, government must maintain and improve traditional lines of communication.
More than ever, the role of communication in good government and the onset of various electronic media have created a need for expert communication co-ordination services. These services are key to the coordination of governnment-wide communications initiatives, the delivery of government messages and the provision of public access to electronic services. To ensure that communications remain relevant, responsive and cost-effective, government must continue to develop linkages across the various departmental communications activities. This will further ensure that government messages are consistent and communicated with one clear voice.
Outcomes Achieved
Access to Government of Canada Information and Support for Government Communications Initiatives
In 2000-01, we continued to respond to the sharp increases in calls, e-mails, Internet hits and page requests for 1-800 O-Canada and the Canada Site (canada.gc.ca). The end results are increased citizen awareness and interaction with government, easier access for citizens to government information, and increased government visibility. Both access points are being continually promoted through newspaper, magazine and television ads.
Performance Fact An 88 year old caller to 1 800 O-Canada talking about an information officer: "I wanted you to know that he was very nice and did not make me feel like a fool; he was very understanding and patient. He should get a pat on the back and a hug but I can't make it there today". |
1 The Communications services provided by Communications Coordination Services were consolidated with those of the Canada Information Office to form a new organization, Communication Canada, on September 1, 2001.
Performance Facts
Almost 1.3 million calls were made to 1-800 O-Canada, up 39% over 1999-00 468.2 million hits were made on the Canada Site, up 97% over 1999-00 30,390 e-mails were received from Canada Site users, up 150% over 1999-00 |
Performance Fact
Canada was ranked first among 22 countries in the second global e-government study by Accenture. Canada improved its fourth place ranking in the previous year, in part, by launching a redesign Canada Site Portal as a one-stop shop for federal government services and information. |
The Portal continues to adapt to the changing needs of Canadians and Government of Canada organizations. A toll-free user support line is now available and an on-line survey was added to monitor client satisfaction and to determine future enhancements to help users to access information in a more efficient and timely manner.
The site is committed to staying up-to-date with changing technological requirements, while remaining accessible with even the most basic technology. It aims to provide accessibility, choice and inclusiveness.
Performance Facts
3.4 million hits were made to the Canada Gazette Web site in 2000-2001, up 300% over 1999-00 2 million pages were downloaded by Canada Gazette users in 2000-01, up 500% over 1999-00 |
In total, 2.8 million Canadians cannot access print media for psychological, physiological and neurological reasons. VoicePrint, a division of The National Broadcast Reading Service Inc., announced the launch of the alternative format radio broadcast. A press release in large print with a Braille overlay announcing the service was sent to organizations representing Canadians with disabilities, the media and interested persons across Canada.
Performance Facts
|
Performance Facts
|
In 2000-01, 22 new departments and agencies began using Publiservice exclusively for posting of employment opportunities and appointments. In addition to being an invaluable job search tool, the site facilitates the public service staffing process, saves time, and cuts costs through automation and a reduction in paper consumption.
Performance Facts
Hits to the Canadian Government Publishing Web site up 213% over 1999-00 Pages requested from the Canadian Government Publishing Web site up 63% over 1999-00 |
Effective communications coordination services
Our people played a key role in the renewal of the Government Communications Policy since many of the key directions of the policy are the branch's responsibilities, i.e. advertising, contracting for communications services, Canada Site and 1 800 O-Canada. We drafted the majority of the procedures (12 out of 14) to be annexed to the new policy in fiscal year 2001-02.
We also led an interdepartmental working group to develop guidelines for Engaging Citizens Online. These guidelines are part of the Federal Policy on Citizen Engagement and Consultation which is currently being developed by Treasury Board Secretariat.
Communications project management
Value-added Procurement services to clients
Focusing on our People
Central to realizing our priorities is maintaining a versatile and highly skilled workforce to sustain PWGSC's momentum in this millennium. As a result, our branch is made up of a motivated team of highly experienced knowledge workers with substantial job diversity, solid bilingual capacity and strong awareness of broad government issues. By relying on our best resource - our own employees - Communications Coordination Services has increased its ability to respond to its clients needs.
Through various strategic and learning tools and events, such as our Knowledge Management Strategy, our updated Strategic Human Resource Plan and our staff conferences, we have supported a client-focused direction and promoted an information sharing culture. We believe that innovations in career management planning such as learning plans, combined with our knowledge of communications best practices, help to ensure that our clients continue to receive the best advice and services. We recognize that it is through our employees' knowledge and skills that we will deliver excellence and innovation in our communications services and products to the Government of Canada and Canadians in the new economy.
Communications Coordination Services 2000-2001 |
|||
(in millions of dollars) | |||
Planned Spending | Total Authorities | Actual | |
Operating Vote | |||
Gross Expenditures | 74.7 | 84.2 | 80.1 |
Less: Respendable Revenues | 1.1 | 4.2 | 4.2 |
Net Expenditures | 73.6 | 80.0 | 76.0 |
Optional Services Revolving Fund | |||
Gross Expenditures | 14.1 | 14.1 | 13.4 |
Less: Respendable Revenues | 13.4 | 13.4 | 12.1 |
Net Resources (Provided) Used | 0.7 | 0.7 | 1.4 |
BUSINESS LINE TOTAL | 74.3 | 80.7 | 77.3 |
Totals may not add up due to rounding. |
Description
Outcomes Achieved
Delivery of Ongoing IM/IT Services
PWGSC has formed an Information Protection Centre within GTIS, which is responsible for co-ordinating the protection, reaction and response against computer network attacks. This centre will focus on activities such as internal network monitoring, scanning for unauthorized access points, vulnerability analysis and implementing increasingly sophisticated software for virus detection.
Government On-Line (GOL)
The initial planning to transform PWGSC systems to meet the objectives of GOL was completed during 2000-01. A more detailed report on PWGSCs GOL initiatives is given in Section III in this report.
Supportive Human Resources Strategies
The department has extended the capacity for demographic profiling and provides comprehensive information so that managers may make informed human resources planning decisions to meet their business directions.
PWGSC sustained its minimum training investment for all employees and has documented an increase in time and dollars invested in employee learning at all levels of the organization.
As specific support to the implementation of UCS, 225 departmental employees have been trained in informal conflict resolution and the community of practice is being supported.
Employer of choice
PWGSC continued to renew its workforce through trainee/apprenticeship programs. These entry level recruitment and development programs are used to attract talent to the department and have resulted in a more representative workforce.
In addition to the outcomes above, reported against commitments made in the 2000-01 Report on Plans and Priorities, the achievement below is considered significant.
Ensuring Public Trust
PWGSC is committed to fostering a dialogue on ethics with its employees as one of the bases of providing good service to its clients and Canadians. One of the tools to support this dialogue is the award winning Ethics Web site, where employees can consult a decision-making guide when faced with ethical dilemmas. In addition, at a Round Table in Private and Public Sector Ethics co-sponsored with the Conference Board, this dialogue was extended to the department's external stakeholders.
Operational Support 2000-2001 |
|||
(in millions of dollars) | |||
Planning Spending | Total Authorities | Actual | |
IM/IT - DEPARTMENTAL OPERATIONS SERVICE LINE | |||
|
|||
Gross Expenditures |
197.9 | 243.3 | 240.0 |
Less: Respendable Revenues |
67.3 | 77.6 | 77.5 |
Net Expenditures |
130.6 | 165.8 | 162.4 |
CORPORATE MANAGEMENT SERVICE LINE | |||
|
|||
Gross Expenditures |
149.0 | 154.9 | 138.9 |
Less: Respendable Revenues |
32.4 | 42.1 | 42.1 |
Net Expenditures |
116.7 | 112.8 | 96.8 |
BUSINESS LINE TOTAL | 247.2 | 278.6 | 259.2 |
Totals may not add up due to rounding. |
Old Port of Montreal Corporation Inc.
Description
Outcomes Achieved
The Old Port of Montreal Corporation Inc. develops and maintains the Old Port of Montreal site in Montreal by putting into place infrastructure, equipment and services. It operates an IMAX® theater and an outdoor skating rink, and offers year-round activities for visitors including the Interactive Science Centre which opened in May 2000. Payments to the Corporation assist it in meeting its objectives. Independent sources of revenue include theatre admissions, parking, food services and sponsorships.
Queens Quay West Land Corporation
Description
Outcomes Achieved
The Queens Quay West Land Corporation functions as a realty management and disposal company for the Harbourfront precinct in Toronto and provides an operating subsidy to Harbourfront Centre. Payments to the Corporation provide funding to honour commitments made by the federal government. Most of the original 100-acre site has been conveyed to the City of Toronto.
Crown Corporations Program 2000-2001 | |||
(in millions of dollars) | |||
BUSINESS LINE | Planned Spending | Total Authorities | Actual |
OLD PORT OF MONTREAL CORPORATION INC. | |||
|
-- | 12.7 | 12.6 |
QUEENS QUAY WEST LAND CORPORATION | |||
|
3.0 | 3.0 | 3.0 |
PROGRAM TOTAL | 3.0 | 15.7 | 15.6 |
Totals may not add up due to rounding. |
Annex A -- Consolidated Reporting
Government On-Line
The PWGSC 2000-01 Report on Plans and Priorities committed PWGSC, in co-operation with the Treasury Board Secretariat (TBS) and other departments, to developing the design and architecture of the Government of Canada's Secure Channel (to enable on-line service delivery), and conduct operational pilots to test the concept.
Over the past year, PWGSC has been working to support on-line service delivery, both at the government-wide level and for its own programs and services. PWGSC is playing a key role in a number of major on-line initiatives:
Government On-Line: The process of enabling the on-line delivery of government programs and services is being implemented in phases or 'Tiers':
To coordinate the efforts of PWGSC and ensure that it successfully meets its GOL objectives, a GOL Program Office was established. This office supports departmental GOL governance committees; identifies and tracks the horizontal issues of the department; and provides common services such as risk management and reporting to Treasury Board Secretariat (TBS).
PWGSC completed the development of its Internet and internal information sites to meet its Tier One requirements ahead of schedule.
To meet its Tier Two objectives, PWGSC has developed a set of GOL initiatives aimed at supporting government objectives and improving the services of each PWGSC business line. All of these projects are being designed to provide easy access to government information and services, improve service to PWGSC's broad range of clients, and enhance the efficiency of government operations.
Secure Channel: The Strategic IM/IT Infrastructure Initiative (SII), the technology component of the GOL initiative, is enhancing the government's common electronic infrastructure to support GOL. Under the SII, a Secure Channel for electronic service delivery to Canadians, businesses and other users of government services is being built. It is designed to facilitate on-line access to government programs and services. PWGSC has been designated as a key delivery agent of the Secure Channel and other core elements of the SII on behalf of government, and is working closely with the Treasury Board Secretariat. While individual federal government departments are free to establish their own internal electronic infrastructures, they are also responsible for ensuring integration with government-wide common infrastructure and services, in order to enable integrated service delivery to Canadians and avoid duplication in infrastructure investments.
A Request for Proposals (RFP) process for awarding the Secure Channel contract was successfully completed, with the participation of other government departments to ensure that it meets client requirements.
Canada Portal: A redesign of the Government of Canada's primary portal/web site, the Canada Site, was completed, providing "single-window" access to government information and services. The Prime Minister officially launched the web site on February 2, 2001. The first edition of the Canadians Gateway, a sub site of the Canada site offering services and programs for Canadians, was released ahead of schedule, thus helping to foster efforts toward interdepartmental clustering of on-line services. The resulting citizen focused service and information presentation are instrumental in demonstrating the potential of on-line service delivery and was one of the early deliverables of the GOL program.
Electronic Procurement: The Electronic Supply Chain will put a much larger portion of the government's procurement process on-line. It will cover the complete procurement, purchasing and payment life cycle, and involve both the federal government and its external suppliers. This initiative is expected to provide and facilitate faster, more efficient services at reduced costs in the longer term. In 2000-01, the Electronic Supply Chain initiative successfully implemented release 1.0 of its e-Procurement model, focused largely on internal use within departments, to facilitate purchasing of administrative supplies and services.
Public Works and Government Services Canada, via the Supply Operations Service (SOS), provides quality common services for acquiring goods and services on behalf of the departments and agencies of the Government of Canada. The services provided by SOS are unique and encompass a wide array of activities which let customer departments devote themselves to the business of delivering services directly to Canadians.
In 2000-01, SOS awarded over 60,000 contractual documents (up 10,000 from the previous year) worth $10.9 billion. Of these, 591 contracts valued at $102.2M were awarded to Aboriginal firms.
SOS is intensely proud of its framework of procurement procedures and policies that both foster the cost-effective and efficient delivery of contracting services to government, and meet the legislative obligations related to national and international trade agreements. Its activities are carried out in compliance with clear principles. Integrity is the single, most important quality of PWGSC procurement which forms the foundation for five principles that guide all contracting activities:
In 2000-01, several audit reports and related action plans were completed on procurement-related activities. These can be reviewed at the following website: http://www.pwgsc.gc.ca/aeb/text/inter-e.html
The Departmental Asset Management Policy was developed and promulgated in 2000-01. The departmental-level asset management system was also successfully implemented. The asset management system, which was put into production on April 1, 2001, fully supports the government's Financial Information Strategy. Associated with the implementation of the new system were the business procedures and processes required to support capital asset management in the Department.
PWGSC has assessed and conducted a physical inventory of all capital assets in 2000-01 and is conducting a physical inventory of all controllable assets below the $10,000 capital asset threshold in 2001-02. The assessments and inventories are conducted via a physical inventory process with confirmation stages after entry into the asset management system. The level of confidence is extremely high due to the physical nature of the inventory and the involvement of the financial community in the confirmation of data. Life-cycle costs of all capital assets (including mission-critical ones) are addressed. PWGSC conducted a valuation exercise for all capital assets and then analyzed the amortization periods for life-cycle costs and replenishment analysis.
During the past year, PWGSC has made steady progress against the environmental objectives and targets published in the 1999-2000 Report on Plans and Priorities, and previous commitments made in our Sustainable Development Strategy of 1997.
Key commitments focussed on the development of a departmental environmental management system (EMS); the implementation of a pollution-prevention approach to government operations; the practice of green citizenship; and assisting our client departments to green their operations and make environmentally responsible purchases.
The department has also expanded the scope of its strategy to include measures in support of the Federal House in Order Initiative (FHIO) - the government's commitment to reduce greenhouse gas emissions in its own operations under the Kyoto Protocol.
Over the reporting period, the documentation of the department's EMS was substantially completed, although work continues towards its full implementation. In addition, important elements were added to the EMS, such as a framework for semi-annual monitoring of the implementation of the PWGSC Sustainable Development Strategy on the part of the department's top management. Good progress was also made regarding the specific operational areas referred to above. The following are a few examples:
Also, during financial year 2000-01 an updated PWGSC Sustainable Development Strategy was developed, and tabled in Parliament on February 14, 2001. The goals of the new strategy are to "green":
The new strategy emphasizes the development and implementation of specific, measurable, and time-bound targets, each with performance measures and action plans.
Further details concerning departmental sustainable development performance is set out in the PWGSC Sustainable Development Performance Report for financial year 2000-01, which can be found on the Publications web page of the PWGSC internet site, at www.pwgsc.gc.ca/text/generic/sub_infocentre_publications-e.html#p
As required under the Canadian Environmental Protection Act (CEPA), Part IV,
Registration of Storage Tank Systems for Petroleum Products and Allied Petroleum Products on Federal Lands Regulations, this report provides the information set out in Schedule II of the aforementioned regulation, updated to December 31, 2000. As at December 31, 2000, the status of fuel storage tanks on federal lands under the custodianship of PWGSC was:
For Aboveground Storage Tanks: 14 are registered, 12 comply with the Technical Guidelines and 2 do not comply. These two tanks will be scheduled to achieve upgrading or decommissioning by December, 2001.
For Underground Storage Tanks (USTs): 64 are registered (plus 4 concrete tanks); 44 are in compliance with the Technical Guidelines; 20 do not comply. The 4 concrete tanks fall outside the scope of the Technical Guidelines; however, they are in good condition and are closely monitored.
PWGSC received formal approval from Environment Canada regarding its Action Plan for managing 9 of the 20 non-compliant UST's until such time as the tanks are declared surplus or their ownership is transferred.
8 of the 20 non-compliant USTs are scheduled to be upgraded before December, 2001. The action plan and implementation schedule are in place.
The non-compliance of the 3 remaining UST's in question will be confirmed and they will be scheduled to achieve upgrading or decommissioning no later than December, 2001.
PWGSC will introduce a monitoring and follow-up system to ensure that all of its registered storage tanks are brought into and maintained in conformity with the Storage Tank Technical Guidelines.
Annex B - Financial Performance
Financial Performance Overview
The following explains the significant changes between planned spending, total authorities and actual spending in the department.
(in millions of dollars) |
|
PLANNED SPENDING | $2,054.6 |
Acquisition of new Buildings | 98.8 |
Collective Bargaining | 10.4 |
Additional Operating Requirements | 7.5 |
TOTAL AUTHORITIES | $2,171.3 |
Operating Budget Lapse | (25.2) |
Separately Controlled Budget Lapse | (43.9) |
Capital Lapse | (7.8) |
Net Differences in Statutory Authorities - Revolving Funds | (1.2) |
ACTUAL SPENDING | $2,093.2 |
The operating budget lapse is consistent with previous years, and fell below the maximum carry forward permitted.
There are two permanent separately controlled budgets within PWGSC: the banking fees within the Receiver General business line, and the accommodation budget within Real Property Services. The federal accommodation lapse is mainly associated with higher than anticipated third party and expansion control framework revenues.
Financial Table 1: Authorities for 2000-2001
(in millions of dollars) | ||||
2000-2001 | ||||
Vote | Program | Planned Spending | Total Authorities | Actual |
Government Services | ||||
1 | Operating expenditures | 1,664.3 | 1,635.3 | 1,566.2 |
5 | Capital expenditures | 344.0 | 468.1 | 460.3 |
(S) | Minister of Public Works and Government Services - Salary and motor car allowance | 0.1 | 0.1 | 0.1 |
(S) | Contributions to employee benefits plan | 59.3 | 66.5 | 66.5 |
(S) | Real Property Services Revolving Fund | -- | -- | (1.3) |
(S) | Real Property Disposition Revolving Fund (Note 1) | (18.9) | (18.9) | 0.3 |
(S) | Optional Services Revolving Fund | 0.6 | 0.6 | 3.8 |
(S) | Government Telecommunications and Informatics Services Revolving Fund | -- | -- | (8.8) |
(S) | Consulting and Audit Canada Revolving Fund | (1.1) | (1.1) | (3.1) |
(S) | Translation Bureau Revolving Fund | 3.4 | 3.4 | (7.4) |
(S) | Grants to municipalities and other taxing authorities | -- | 0.9 | 0.9 |
(S) | Refunds of amounts credited to revenues in previous years | -- | 0.1 | 0.1 |
(S) | Spending of proceeds from disposal of surplus Crown assets | -- | 0.7 | 0.3 |
Government Services Total | 2,051.6 | 2,155.6 | 2,077.6 | |
Crown Corporations | ||||
11 | Payments to Old Port of Montreal Corporation Inc. | -- | 12.7 | 12.6 |
10 | Payments to Queens Quay West Land Corporation | 3.0 | 3.0 | 3.0 |
Crown Corporations Total | 3.0 | 15.7 | 15.6 | |
DEPARTMENT TOTAL | 2,054.6 | 2,171.3 | 2,093.2 |
Totals may not add up due to rounding. (S) = Statutory
Note 1: 2000-2001 Actuals reflect the remittance of $15.5M in net revenues to the Consolidated Revenue Fund prior to year end.
Financial Table 2: Departmental Planned versus Actual Spending by Business Line
PROGRAM |
FTE's |
Operating | Capital |
Grants and Contributions |
Total Gross |
Less: |
Total Net Expenditures |
GOVERNMENT SERVICES | |||||||
Real Property Services | |||||||
Federal Accommodation and Holdings | 2,435 | 1,398.7 | 303.8 | -- | 1,702.5 | 248.2 | 1,454.3 |
2,435 | 1,357.0 | 460.3 | 2.1 | 1,819.4 | 346.8 | 1,472.6 | |
Services | |||||||
- Real Property Services Revolving Fund | 1,183 | 570.2 | -- | -- | 570.2 | 570.2 | -- |
1,239 | 703.2 | -- | -- | 703.2 | 704.6 | (1.3) | |
- Real Property Disposition Revolving Fund (Note1) | -- | 3.6 | -- | -- | 3.6 | 22.5 | (18.9) |
-- | 1.8 | -- | -- | 1.8 | 1.5 | 0.3 | |
Total Real Property Services | 3,618 | 1,972.5 | 303.8 | -- | 2,276.3 | 840.9 | 1,435.4 |
3,674 | 2,062.0 | 460.3 | 2.1 | 2,524.4 | 1,052.9 | 1,471.5 | |
Supply Operations Services | |||||||
- Vote | 1,617 | 126.3 | -- | -- | 126.3 | 20.7 | 105.6 |
1,692 | 150.8 | -- | -- | 150.8 | 35.0 | 115.8 | |
- Optional Services Revolving Fund | 90 | 78.0 | -- | -- | 78.0 | 78.2 | (0.1) |
90 | 88.1 | -- | -- | 88.1 | 85.7 | 2.4 | |
Total Supply Operations Service | 1,707 | 204.3 | -- | -- | 204.3 | 98.9 | 105.4 |
1,782 | 238.9 | -- | -- | 238.9 | 120.7 | 118.2 | |
Receiver General | 627 | 119.0 | -- | -- | 119.0 | 20.3 | 98.7 |
542 | 130.4 | -- | -- | 130.4 | 30.1 | 100.3 | |
Public Service Compensation | 779 | 49.0 | -- | -- | 49.0 | 2.3 | 46.7 |
824 | 64.2 | -- | -- | 64.2 | 35.3 | 28.9 | |
Government Telecommunications and Informatics Services | 199 | 132.5 | -- | -- | 132.5 | 132.5 | -- |
177 | 116.3 | -- | -- | 116.3 | 125.1 | (8.8) | |
Consulting and Audit Canada | 357 | 71.0 | -- | -- | 71.0 | 72.1 | (1.1) |
357 | 110.1 | -- | -- | 110.1 | 113.1 | (3.1) | |
Translation Bureau | |||||||
- Vote | -- | 41.5 | -- | -- | 41.5 | -- | 41.5 |
-- | 41.5 | -- | -- | 41.5 | -- | 41.5 | |
- Translation Bureau Revolving Fund | 1,250 | 122.3 | -- | -- | 122.3 | 118.9 | 3.4 |
1,250 | 149.4 | -- | -- | 149.4 | 156.9 | (7.4) | |
Total Translation Bureau | 1,250 | 163.8 | -- | -- | 163.8 | 118.9 | 44.9 |
1,250 | 191.0 | -- | -- | 191.0 | 156.9 | 34.1 | |
Communications Coordination Services | |||||||
- Vote | 81 | 74.7 | -- | -- | 74.7 | 1.1 | 73.6 |
111 | 80.1 | -- | -- | 80.1 | 4.2 | 76.0 | |
- Optional Services Revolving Fund | 67 | 14.1 | -- | -- | 14.1 | 13.4 | 0.7 |
67 | 13.4 | -- | -- | 13.4 | 12.1 | 1.4 | |
Total Communications Coordination Services | 148 | 88.9 | -- | -- | 88.9 | 14.6 | 74.3 |
178 | 93.6 | -- | -- | 93.6 | 16.2 | 77.3 | |
Operational Support | |||||||
IM/IT - Departmental Operations | 1,324 | 197.9 | -- | -- | 197.9 | 67.3 | 130.6 |
1,328 | 240.0 | -- | -- | 240.0 | 77.5 | 162.4 | |
Corporate Management | 1,391 | 149.0 | -- | -- | 149.0 | 32.4 | 116.7 |
1,518 | 138.9 | -- | -- | 138.9 | 42.1 | 96.8 | |
Total Operational Support | 2,715 | 346.9 | -- | -- | 346.9 | 99.7 | 247.2 |
2,846 | 378.9 | -- | -- | 378.9 | 119.6 | 259.2 | |
TOTAL GOVERNMENT SERVICES | 11,400 | 3,148.0 | 303.8 | -- | 3,451.8 | 1,400.2 | 2,051.6 |
11,630 | 3,385.2 | 460.3 | 2.1 | 3,847.5 | 1,770.0 | 2,077.6 | |
CROWN CORPORATIONS | |||||||
Old Port of Montreal Corporation Inc. | -- | -- | -- | -- | -- | -- | -- |
-- | 12.6 | -- | -- | 12.6 | -- | 12.6 | |
Queens Quay West Land Corporation | -- | 3.0 | -- | -- | 3.0 | -- | 3.0 |
-- | 3.0 | -- | -- | 3.0 | -- | 3.0 | |
TOTAL CROWN CORPORATIONS | -- | 3.0 | -- | -- | 3.0 | -- | 3.0 |
-- | 15.6 | -- | -- | 15.6 | -- | 15.6 | |
TOTAL DEPARTMENT | 11,400 | 3,151.0 | 303.8 | -- | 3,454.8 | 1,400.2 | 2,054.6 |
11,400 | 3,279.5 | 468.1 | 2.6 | 3,750.1 | 1,578.8 | 2,171.3 | |
11,630 | 3,400.8 | 460.3 | 2.1 | 3,863.2 | 1,770.0 | 2,093.2 | |
Elimination of Intra-Departmental Transactions | -- | (183.7) | -- | -- | (183.7) | (183.7) | -- |
11,630 | 3,217.2 | 460.3 | 2.1 | 3,679.5 | 1,586.3 | 2,093.2 | |
Other Revenues and Expenditures | |||||||
Non-respendable revenues |
111.9 |
||||||
27.6 | |||||||
27.6 | |||||||
Cost of Services Provided by Other Departments |
34.5 |
||||||
24.9 | |||||||
24.9 | |||||||
NET COST OF THE PROGRAM |
2,015.8 |
||||||
2,168.6 | |||||||
2,051.9 | |||||||
Totals may not add up due to rounding. Regular characters denote the planned spending. Bold numbers denote actual expenditures/revenues in
2000-2001. |
Financial Table 3: Historical Comparison of Total Planned Spending to Actual Spending
(in millions of dollars) |
|||||
PROGRAM |
2000-2001 |
||||
Business Line Service Line |
Actual 1998-99 | Actual 1999-00 | Planned Spending | TotalAuthorities | Actual |
GOVERNMENT SERVICES | |||||
Real Property Services | |||||
Federal Accommodation and Holdings Services | 1,352.4 | 1,183.5 | 1,454.3 | 1,520.3 | 1,472.6 |
Real Property Services Revolving Fund | 31.8 | -- | -- | -- | (1.3) |
Real Property Disposition Revolving Fund (Note 1) | (23.8) | (17.5) | (18.9) | (18.9) | 0.3 |
1,360.4 | 1,166.0 | 1,435.4 | 1,501.4 | 1,471.5 | |
Supply Operations Service | |||||
Vote | 111.6 | 136.7 | 105.6 | 115.4 | 115.8 |
Optional Services Revolving Fund | 0.1 | (3.5) | (0.1) | (0.1) | 2.4 |
111.7 | 133.2 | 105.4 | 115.3 | 118.2 | |
Receiver General | 98.2 | 93.5 | 98.7 | 104.8 | 100.3 |
Public Service Compensation | 53.9 | 57.8 | 46.7 | 29.7 | 28.9 |
Government Telecommunications and Informatics Services (GTIS) | |||||
GTIS Revolving Fund | 6.6 | (2.1) | -- | -- | (8.8) |
Consulting and Audit Canada (CAC) | |||||
CAC Revolving Fund | (2.7) | (3.5) | (1.1) | (1.1) | (3.1) |
Translation Bureau | |||||
Vote | 41.1 | 40.3 | 41.5 | 42.8 | 41.5 |
Translation Bureau Revolving Fund | 2.6 | (7.2) | 3.4 | 3.4 | (7.4) |
43.7 | 33.1 | 44.9 | 46.2 | 34.1 | |
Communication Coordination Services | |||||
Vote | 71.9 | 77.2 | 73.6 | 80.0 | 76.0 |
Optional Services Revolving Fund | 6.5 | 1.7 | 0.7 | 0.7 | 1.4 |
78.4 | 79.0 | 74.3 | 80.7 | 77.3 | |
Operational Support | |||||
IM/IT - Departmental Operations | 178.2 | 176.3 | 130.6 | 165.8 | 162.4 |
Corporate Management | 84.2 | 93.4 | 116.7 | 112.8 | 96.8 |
262.4 | 269.7 | 247.2 | 278.6 | 259.2 | |
GOVERNMENT SERVICES TOTAL | 2,012.6 | 1,826.7 | 2,051.6 | 2,155.6 | 2,077.6 |
CROWN CORPORATIONS | |||||
Old Port of Montreal Corporation Inc. | 14.2 | 24.3 | -- | 12.7 | 12.6 |
Queens Quay West Land Corporation | 3.5 | 3.0 | 3.0 | 3.0 | 3.0 |
CROWN CORPORATIONS TOTAL | 17.7 | 27.3 | 3.0 | 15.7 | 15.6 |
DEPARTMENT TOTAL | 2,030.3 | 1,854.0 | 2,054.6 | 2,171.3 | 2,093.2 |
Totals may not add up due to rounding
Note 1: 2000-2001 Actuals reflect the remittance of $15.5M in net revenues to the Consolidated Revenue Fund prior to year end
Financial Table 4: Revenue
(in millions of dollars) | |||||
PROGRAM | 2000-2001 | ||||
Business Line Service Line |
Actual 1998-99 | Actual 1999-00 | Planned Revenues | Total Authorities | Actual |
GOVERNMENT SERVICES | |||||
Respendable Revenues | |||||
Real Property Services | |||||
Federal Accommodation and Holdings | |||||
Rentals and Concessions | 310.3 | 323.6 | 248.2 | 346.8 | 346.8 |
Services | |||||
Real Property Services Revolving Fund | |||||
Recoveries of Disbursements on Behalf of Clients | 488.9 | 495.8 | 460.7 | 460.7 | 571.5 |
Fee Revenues from Real Property Related Common Services | 102.6 | 120.0 | 109.5 | 109.5 | 133.1 |
591.5 | 615.8 | 570.2 | 570.2 | 704.6 | |
Real Property Disposition Revolving Fund | |||||
Sale of Real Properties (Note 1) | 27.8 | 21.6 | 22.5 | 22.5 | 1.5 |
619.3 | 637.5 | 592.7 | 592.7 | 706.1 | |
929.6 | 961.1 | 840.9 | 939.5 | 1,052.9 | |
Supply Operations Services | |||||
Vote | |||||
Major Crown Projects | 12.2 | 14.2 | 12.3 | 15.9 | 15.9 |
Acquisitions | 9.3 | 10.7 | 4.0 | 13.0 | 13.0 |
Canadian General Standards Board | -- | 2.6 | 2.5 | 2.3 | 2.3 |
Others | 3.9 | 3.0 | 1.9 | 3.9 | 3.9 |
25.4 | 30.6 | 20.7 | 35.0 | 35.0 | |
Optional Services Revolving Fund | |||||
Traffic | 43.9 | 42.1 | 52.8 | 46.8 | 40.7 |
Crown Assets Distribution | 5.7 | 12.0 | 8.7 | 8.7 | 4.8 |
Locally Shared Support Services | 7.2 | 6.5 | 7.0 | 7.0 | 6.5 |
Software Brokerage/Benchmarking | 9.4 | 2.0 | 2.7 | 2.7 | 9.6 |
Vaccine | -- | 9.9 | 7.0 | 13.0 | 24.2 |
66.3 | 72.4 | 78.2 | 78.2 | 85.7 | |
91.7 | 103.0 | 98.9 | 113.2 | 120.7 | |
Receiver General | |||||
Payments Services | 26.6 | 22.0 | 20.3 | 28.9 | 28.9 |
Pension Fund | -- | -- | -- | 1.2 | 1.2 |
26.6 | 22.0 | 20.3 | 30.1 | 30.1 | |
Public Service Compensation | |||||
Compensation Services | 2.2 | 3.4 | 2.3 | 4.6 | 4.6 |
Personnel Application | 0.3 | 0.3 | -- | 0.2 | 0.2 |
Pension Fund | -- | -- | -- | 30.5 | 30.5 |
2.5 | 3.7 | 2.3 | 35.3 | 35.3 | |
Government Telecommunications and Informatics Services | |||||
Telecommunication Revenue | 165.0 | 144.4 | 132.5 | 132.5 | 125.1 |
Informatics and Others | 0.7 | -- | -- | -- | -- |
165.7 | 144.4 | 132.5 | 132.5 | 125.1 | |
Consulting and Audit Canada | |||||
Consulting and Audit Services | 100.0 | 113.4 | 72.1 | 72.1 | 113.1 |
Translation Bureau | |||||
Revolving Fund | |||||
Translation Services | 123.8 | 141.0 | 116.1 | 116.1 | 153.2 |
Interpretation Services | 1.8 | 2.8 | 2.1 | 2.1 | 3.0 |
Terminology Services | 0.3 | 1.0 | 0.7 | 0.7 | 0.6 |
125.9 | 144.7 | 118.9 | 118.9 | 156.9 | |
Communications Coordination Services | |||||
Vote | |||||
Strategic Communications | -- | 0.8 | 1.0 | 0.8 | 0.8 |
Depository Services Program | 0.1 | 0.2 | 0.1 | 0.1 | 0.1 |
Customer Services and Industry Relations | -- | 4.3 | -- | 0.3 | 0.3 |
Information Delivery Services | -- | 2.0 | -- | 2.9 | 2.9 |
Internal Recoveries and Others | -- | 3.7 | -- | -- | -- |
0.1 | 10.9 | 1.1 | 4.2 | 4.2 | |
Optional Services Revolving Fund | |||||
Customer Services and Industry Relations | 4.2 | -- | -- | -- | -- |
Canadian Government Publishing | 7.4 | 6.0 | 7.2 | 7.2 | 6.9 |
Canada Gazette | 2.4 | 2.4 | 3.3 | 3.3 | 2.1 |
Information Delivery Services | 3.8 | -- | -- | -- | -- |
Procurement Services | 2.7 | 2.8 | 2.9 | 2.9 | 3.1 |
20.5 | 11.1 | 13.4 | 13.4 | 12.1 | |
20.6 | 21.9 | 14.6 | 17.6 | 16.2 | |
Operational Support | |||||
IM/IT Services | 26.5 | 77.3 | 67.3 | 77.5 | 77.5 |
Ministerial Regional Offices | 2.0 | 2.4 | 2.4 | 2.1 | 2.1 |
Internal Recoveries and Others | 46.9 | 36.5 | 30.0 | 39.9 | 39.9 |
48.9 | 38.9 | 32.4 | 42.1 | 42.1 | |
75.4 | 116.2 | 99.7 | 119.6 | 119.6 | |
Total Respendable Revenues | 1,538.1 | 1,630.5 | 1,400.2 | 1,578.7 | 1,770.0 |
Non-Respendable Revenues | |||||
Rental and Concessions | -- | -- |
-- |
-- | 0.8 |
Docks | 3.4 | 3.6 | 4.1 | 4.1 | 5.1 |
Refund of Previous Year's Expenditures | 2.0 | 5.6 | -- | -- | 10.1 |
Adjustment to Payables at Year End | 8.2 | 19.1 | -- | -- | 24.2 |
Good and Services Tax | 8.5 | 4.9 | 10.8 | 10.8 | -- |
Canada Post Corporation: | |||||
- Interests | 3.9 | -- | -- | -- | |
- Dividends | 12.0 | 12.6 | -- | -- | 18.9 |
- Return on Investment | 200.0 | -- | -- | -- | -- |
Canada Lands Company Dividends | 46.8 | 26.7 | -- | -- | (0.2) |
Proceeds from Disposal of Surplus Crown Assets | 0.6 | 0.3 | -- | -- | 0.4 |
Benefits and Overhead Reimbursed | 14.1 | 17.1 | -- | -- | 23.1 |
Miscellaneous Non-tax Revenues: | |||||
- Donations to the Crown | 1.2 | 0.3 | -- | -- | 0.1 |
- Seized Properties | 14.4 | 17.5 | -- | -- | 10.2 |
- Others | 2.0 | 0.3 | 12.7 | 12.7 | 19.3 |
Total Non-Respendable Revenues | 317.1 | 108.0 | 27.6 | 27.6 | 111.9 |
Department Total | 1,855.2 | 1,738.5 | 1,427.8 | 1,606.3 | 1,881.9 |
Totals may not add up due to rounding. |
Note 1: 2000-2001 Actuals reflect the remittance of $15.5M in net revenues to the Consolidated Revenue Fund prior to year end. Note: There are no revenues in the Crown Corporations Program
.Financial Table 5: Statutory Payments by Business Line
(in millions of dollars) | |||||
2000-2001 |
|||||
PROGRAM | |||||
Business Line | Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual |
GOVERNMENT SERVICES | |||||
Real Property Services | 105.6 | 6.2 | 2.2 | 4.3 | 3.8 |
Supply Operations Service | -- | 17.3 | 15.6 | 18.8 | 18.6 |
Receiver General | -- | 5.0 | 5.3 | 4.9 | 4.9 |
Public Service Compensation | -- | 6.9 | 6.0 | 7.1 | 7.1 |
Translation Bureau | -- | -- | 0.7 | 0.0 | -- |
Communications Coordination Services | -- | 1.0 | 1.6 | 1.1 | 1.1 |
Operational Support | 59.2 | 30.8 | 28.0 | 32.0 | 32.1 |
Total Statutory Payments | 164.8 | 67.4 | 59.3 | 68.2 | 67.8 |
Totals may not add up due to rounding. |
Note: Includes contributions to employee benefits plan (CEBP), Minister's salary and car allowance, spending of proceeds from the disposals of surplus Crown assets, refunds of amounts credited to revenues in previous years, Northumberland Strait crossing subsidy payment and Grants to municipalities and other taxing authorities.
Financial Table 6: Transfer Payments by Business Line
(in millions of dollars) |
|||||
PROGRAM | 2000-2001 | ||||
Business Line | Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual |
GOVERNMENT SERVICES | |||||
Real Property Services | |||||
GRANTS | |||||
Grants in kind to the Royal Society of Canada | -- | -- | 0.2 | 0.2 | 0.2 |
Grants to Municipalities and Other Taxing | |||||
Authorities | 59.7 | 3.4 | -- | 0.9 | 0.9 |
59.7 | 3.4 | 0.2 | 1.1 | 1.1 | |
CONTRIBUTIONS | |||||
Perley Bridge Divestiture | -- | 1.7 | -- | -- | |
Hudson Bay Port Company | -- | 2.2 | 1.5 | 1.5 | 1.0 |
Marine Remedial Works | 0.8 | -- | -- | -- | -- |
Corporation of the City of Welland, Ontario | 3.2 | -- | -- | -- | -- |
4.0 | 3.9 | 1.5 | 1.5 | 1.0 | |
OTHER TRANSFER PAYMENTS | |||||
Strait Crossing Finance Inc. | |||||
45.6 | -- | -- | -- | -- | |
Total Transfer Payments | 109.3 | 7.4 | 1.7 | 2.6 | 2.1 |
Totals may not add up due to rounding. |
Note: Funding for payments of Grants to Municipalities and Other Taxing Authorities was devolved to the applicable custodial department in 1996-1997. The figures reported represent payments not recovered by year-end from custodial clients
Financial Table 7: Resource Requirements by Organization and Business Line for 2000-2001
(in millions of dollars) | |||||||||||||||
BRANCH | |||||||||||||||
PROGRAM |
Offices of The Minister and The Deputy Minister |
Real Property Services |
Supply Operations Service |
Government Operational Service |
Government Telecommunications and Informatics Services |
Consulting and Audit Canada |
Corporate Implementation Group |
Translation Bureau |
Human Resources |
Audit and Review |
Commununications |
Ethics Development Office |
Communications Coordination Services |
Legal Services |
Total |
GOVERNMENT SERVICES |
|||||||||||||||
Real Property Services | -- | 1,435.4 | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | 1,435.4 |
-- | 1,471.5 | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | 1,471.5 | ||
Supply Operations Service | -- | -- | 105.4 | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | 105.4 |
-- | -- | 118.2 | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | 118.2 | |
Receiver General | -- | -- | -- | 98.7 | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | 98.7 |
-- | -- | -- | 100.3 | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | 100.3 | |
Public Service Compensation | -- | -- | -- | 46.7 | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | 46.7 |
-- | -- | -- | 28.9 | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | 28.9 | |
Government Telecommunications and Informatics Services |
-- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- |
-- | -- | -- | -- | (8.8) | -- | -- | -- | -- | -- | -- | -- | -- | -- | (8.8) | |
Consulting and Audit Canada | -- | -- | -- | -- | -- | (1.1) | -- | -- | -- | -- | -- | -- | -- | -- | (1.1) |
-- | -- | -- | -- | -- | (3.1) | -- | -- | -- | -- | -- | -- | -- | -- | (3.1) | |
Translation Bureau | -- | -- | -- | -- | -- | -- | -- | -- | 44.9 | -- | -- | -- | -- | -- | 44.9 |
-- | -- | -- | -- | -- | -- | -- | -- | 34.1 | -- | -- | -- | -- | -- | 34.1 | |
Communication Coordination Services | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | 74.3 | -- | 74.3 |
-- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | 77.3 | -- | 77.3 | |
Operational Support | 3.2 | 22.3 | 1.6 | 28.0 | 128.4 | -- | 2.1 | -- | 16.1 | 7.1 | 37.2 | -- | -- | 1.1 | 247.2 |
3.3 | 26.2 | 1.5 | 25.7 | 158.1 | -- | 1.5 | -- | 29.0 | 6.0 | 6.3 | 0.4 | -- | 1.1 | 259.2 | |
TOTAL GOVERNMENT SERVICES | 3.2 | 1,457.6 | 107.0 | 173.3 | 128.4 | (1.1) | 2.1 | 44.9 | 16.1 | 7.1 | 37.2 | -- | 74.3 | 1.1 | 2,051.6 |
3.3 | 1,497.7 | 119.6 | 154.9 | 149.2 | (3.1) | 1.5 | 34.1 | 29.0 | 6.0 | 6.3 | 0.4 | 77.3 | 1.1 | 2,077.6 | |
CROWN CORPORATIONS | |||||||||||||||
Old Port of Montreal Corporation Inc. | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- | -- |
-- | -- | -- | -- | -- | -- | 12.6 | -- | -- | -- | -- | -- | -- | -- | 12.6 | |
Queens Quay West Land Corporation | -- | -- | -- | -- | -- | -- | 3.0 | -- | -- | -- | -- | -- | -- | -- | 3.0 |
-- | -- | -- | -- | -- | -- | 3.0 | -- | -- | -- | -- | -- | -- | -- | 3.0 | |
TOTAL CROWN CORPORATIONS | -- | -- | -- | -- | -- | -- | 3.0 | -- | -- | -- | -- | -- | -- | -- | 3.0 |
-- | -- | -- | -- | -- | -- | 15.6 | -- | -- | -- | -- | -- | -- | -- | 15.6 | |
TOTAL DEPARTMENT | 3.2 | 1,457.6 | 107.0 | 173.3 | 128.4 | (1.1) | 5.1 | 44.9 | 16.1 | 7.1 | 37.2 | -- | 74.3 | 1.1 | 2,054.6 |
3.3 | 1,497.7 | 119.6 | 154.9 | 149.2 | (3.1) | 17.1 | 34.1 | 29.0 | 6.0 | 6.3 | 0.4 | 77.3 | 1.1 | 2,093.2 | |
Totals may not add up due to rounding. |
Financial Table 8: Capital Projects by Business Line
(in thousands of dollars) | |||||
2000-01 |
|||||
Business Line | Current Estimated Total Costs | Actual 1998-99 | Actual 1999-00 | Planned Spending | Actual |
Real Property Services | |||||
NEW BRUNSWICK | |||||
St. George - GOCB - Construction | 3,409 | 17 | 27 | 2,539 | 27 |
NEWFOUNDLAND | |||||
Argentia - Environmental remediation | 71,780 | 10,524 | 12,121 | 16,000 |
13,222 |
QUEBEC | |||||
Ville St-Laurent - 3155 Cote de Liesse - Renovation | 21,347 | 1,062 | 6,682 | 8,000 | 7,794 |
Montreal - Complexe Guy Favreau - Dalle / Membrane | 7,720 | 1,648 | 1,910 | 2,483 | 2,295 |
Montreal - 305 René Lévesque - Renovation | 21,015 | 300 | 362 | 10,450 |
3,628 |
Montreal - 400 Youville - Renovation | 2,973 | 178 | 1,069 | 3,218 |
1,726 |
NATIONAL CAPITAL REGION (QUEBEC) | |||||
Hull - Laurier Taché Garage - Renovation | 43,707 | 949 | 9,296 | 5,639 |
5,451 |
Hull - Centre Bisson - Windows and masonry rehabilitation | 3,393 | 152 | 119 | 1,573 | 1,308 |
Hull - Portage Complex & Place du Centre - New security system | 3,720 | 378 | 260 | 1,237 | 1,200 |
NATIONAL CAPITAL REGION (ONTARIO) | |||||
Ottawa - M.G. Pearkes Building - Renovation | 12,416 | 4,165 | 2,390 | 3,100 | 1,849 |
Ottawa - West Memorial - Renovation | 79,400 | 811 | 125 | 9,000 | -- |
Ottawa - Standard Lab - Renovation | 9,690 | 967 | 5,900 | 2,349 | 2,815 |
Ottawa - Sir John Carling - Renovation/Addition | 136,600 | 350 | 4,100 | -- | |
Ottawa - CBC Building - Acquisition & Renovation | 12,069 | 4,140 | 5,713 | 149 | 578 |
Ottawa - Building 16 - Renovation | 7,737 | 5,591 | 1,018 | 170 | 50 |
Ottawa - New Federal Court - New Construction | 77,800 | -- | -- | 1,440 | -- |
Ottawa - St-Andrews Tower - Base Building Upgrade | 2,392 | 1,243 | 1,149 | -- | |
Ottawa - L.B. Pearson bldg. - Installation of generator | 2,152 | 233 | 108 | 1,229 | 1,650 |
NUNAVUT | |||||
Iqualuit - GOCB - Construction | 11,570 | 1,159 | 7,890 | 1,260 | 1,600 |
PARLIAMENTARY PRECINCT | |||||
Ottawa - Library of Parliament (LOP) - Renovation | 78,015 | 3,320 | 3,828 | 19,292 | 9,709 |
Ottawa - Site Reconstruction | 1,700 | 700 | 455 | 500 | 247 |
Ottawa - Wellington Street Wall - Masonry and Iron Work | 5,000 | 151 | 379 | 304 | 54 |
Ottawa - West Block - Furniture / Fixture / Equipment | 30,003 | 300 | -- | ||
Ottawa - West Block - Renovation | 88,200 | 1,674 | 300 | 7 | |
Real Property Services | |||||
Ottawa - Parliamentary Hill Ground - Vaux Wall Repair | 5,992 | 1,388 | 1,054 | -- | 128 |
Ottawa - Wellington Building- HVAC | 633 | 174 | 36 | 2,350 | 5 |
Ottawa - PPD Long term plan | 3,047 | 626 | 1,425 | 1,191 | 830 |
Ottawa - Justice Building - Renovation | 18,443 | 11,050 | 2,650 | 7,661 | 2,900 |
Ottawa - Campus wide - BCC | 25,210 | 3,469 | 4,115 | 10,425 | 7,263 |
BRITISH COLUMBIA | |||||
Northwest Highway - Reconstruction | 479,600 | 17,234 | 13,260 | 13,000 | 13,952 |
Surrey - Tax. Data Centre - Renovation | 18,450 | -- | 186 | 3,000 | 91 |
Vancouver - Sinclair Centre - Morton's of Chicago | 3,045 | 264 | 163 | 1,500 | 1,737 |
Vancouver - 401 Burrard - Purchase | 69,281 | 12,693 | 309 | 410 | |
Total Capital Projects Spending | 1,357,509 | 72,685 | 96,509 | 135,217 | 82,526 |
Totals may not add up due to rounding. |
Financial Table 9: Loans, Investments and Advances
(in millions of dollars) | |||
As at March 31 |
|||
PROGRAM | 1999 | 2000 | 2001 |
GOVERNMENT SERVICES | |||
Royal Canadian Mint | 40.0 | 40.0 | 40.0 |
Seized Property Working Capital Account | 2.9 | 2.9 | 3.4 |
Total Program | 42.9 | 42.9 | 43.4 |
CROWN CORPORATIONS | |||
Queens Quay West Land Corporation | 45.8 | 45.8 | 45.8 |
Total Program | 45.8 | 45.8 | 45.8 |
OTHER | |||
Miscellaneous accountable imprest and standing advances (1) | 15.8 | 18.5 | 17.1 |
Total Loans, Investments and Advances (2) | 104.5 | 107.2 | 106.3 |
Totals may not add up due to rounding. |
Financial Table 10: Real Property Services Revolving Fund
Statement of Operations |
(in millions of dollars) |
||||
2000-2001 |
|||||
Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual | |
Revenue | 106.2 | 120.0 | 109.5 | 109.5 | 133.1 |
Expenses | 129.7 | 122.2 | 109.5 | 109.5 | 132.6 |
Surplus (Deficit) | (23.5) | (2.2) | -- | -- | 0.5 |
This table refers to the Fund's operating profit and loss, not cash requirements for the fiscal year. The operating profit or loss that the Fund will realize is calculated through accrual accounting. Therefore, some cash expenditures in the estimates do not affect the operating balance, and other items that must be considered when calculating the profit or loss do not require a direct cash outlay. The two can be reconciled as follows:
Statement of Changes in Financial Position and Projected Use of Revolving Fund Authorities
(in millions of dollars) | |||||
2000-2001 |
|||||
Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual | |
Operating Activities: | |||||
(Surplus) Deficit | 23.5 | 2.2 | -- | -- | (0.5) |
Less items not requiring use of funds: | |||||
Amortization | 5.1 | 0.3 | -- | -- | |
Provision for employee termination benefits | 2.8 | 0.1 | -- | 1.3 | |
Sub-total | 15.6 | 1.8 | -- | -- | (1.8) |
Working capital change | 8.8 | (2.0) | 3.3 | ||
Net financial resources (provided) used in operating activities | 24.3 | (0.2) | -- | -- | 1.5 |
Investing Activities: | |||||
Capital assets: | |||||
Net Acquisitions | 7.0 | 0.2 | -- | -- | -- |
Disposals / Adjustments | 0.4 | -- | -- | -- | (2.8) |
Net financial resources (provided by) used in investing activities | 7.4 | 0.2 | -- | -- | (2.8) |
Authority (provided) used during the year | 31.8 | 0.0 | -- | -- | (1.3) |
Write-off of employee departure program costs | (64.4) | -- | -- | -- | -- |
Transfer of liabilities (net of assets) | -- | 18.8 | -- | -- | -- |
Net authority (provided by) used at the start of year | 112.8 | 80.2 | 80.2 | 80.2 | 99.0 |
Net authority (provided by) used at the end of year | 80.2 | 99.0 | 80.2 | 80.2 | 97.7 |
Authority Limit | 450.0 | 450.0 | 450.0 | 450.0 | 450.0 |
Unused authority carried forward | 369.8 | 351.0 | 369.8 | 369.8 | 352.3 |
Totals may not add up due to rounding. |
Financial Table 11: Real Property Disposition Revolving Fund
Statement of Operations |
(in millions of dollars) |
||||
2000-2001 | |||||
Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual | |
Revenue | 24.8 | 23.4 | 22.5 | 22.5 | 21.5 |
Expenses | 3.8 | 3.5 | 3.6 | 3.6 | 6.0 |
Surplus (Deficit) | 21.0 | 19.9 | 18.9 | 18.9 | 15.5 |
This table refers to the Fund's operating profit and loss, not cash requirements for the fiscal year. The operating profit or loss that the Fund will realize is calculated through accrual accounting. Therefore, some cash expenditures in the estimates do not affect the operating balance, and other items that must be considered when calculating the profit or loss do not require a direct cash outlay. The two can be reconciled as follows:
Statement of Changes in Financial Position and Projected Use of Revolving Fund Authorities
(in millions of dollars) | |||||
2000-2001 | |||||
Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual | |
Operating Activities: | |||||
(Surplus) Deficit | (21.0) | (19.9) | (18.9) | (18.9) | (15.5) |
Less items not requiring use of funds: Amortization | -- | -- | -- | -- | -- |
Working capital change | (2.8) | 2.4 | -- | 0.3 | |
Payment to the Consolidated Revenue Fund (Note 1) | -- | -- | -- | -- | 15.5 |
Authority (provided) used during the year | (23.8) | (17.5) | (18.9) | (18.9) | 0.3 |
Payment to the Consolidated Revenue Fund | 21.0 | 19.9 | 18.9 | 18.9 | -- |
Net authority (provided by) used at the start of year | (1.4) | (4.3) | (4.3) | (4.3) | (1.9) |
Net authority (provided by) used at the end of year | (4.3) | (1.9) | (4.3) | (4.3) | (1.7) |
Authority Limit | 5.0 | 5.0 | 5.0 | 5.0 | 5.0 |
Unused authority carried forward | 9.3 | 6.9 | 9.3 | 9.3 | 6.7 |
Totals may not add up due to rounding. Note 1: 2000-2001 Actuals reflect the remittance of $15.5M in net revenues to the Consolidated Revenue Fund prior to year end |
Financial Table 12: Optional Services Revolving Fund
Statement of Operations | (in millions of dollars) | ||||
2000-2001 |
|||||
Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual | |
Revenue | 80.3 | 83.0 | 91.6 | 91.6 | 99.5 |
Expenses | 85.0 | 81.6 | 93.0 | 93.0 | 102.0 |
Surplus (Deficit) | (4.7) | 1.4 | (1.4) | (1.4) | (2.5) |
This table refers to the Fund's operating profit and loss, not cash requirements for the fiscal year. The operating profit or loss that the Fund will realize is calculated through accrual accounting. Therefore, some cash expenditures in the estimates do not affect the operating balance, and other items that must be considered when calculating the profit or loss do not require a direct cash outlay. A reconciliation follows:
Statement of Changes in Financial Position and Projected Use of Revolving Fund Authorities
(in millions of dollars) | |||||
2000-2001 | |||||
Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual | |
Operating Activities: | |||||
(Surplus) Deficit | 4.7 | (1.4) | 1.4 | 1.4 | 2.5 |
Less items not requiring use of funds: | |||||
Amortization | 0.1 | 0.1 | 0.7 | 0.7 | 0.1 |
Loss on disposal of capital assets | -- | -- | -- | -- | 0.2 |
Provision for employee termination benefits | -- | 0.3 | 0.3 | 0.1 | |
Sub-total | 4.6 | (1.5) | 0.4 | 0.4 | 2.1 |
Working capital change | 2.3 | (0.5) | -- | 1.7 | |
Payments on and change in other assets and liabilities | 0.2 | 0.1 | -- | -- | -- |
Net financial resources (provided) used in operating activities | 7.1 | (1.9) | 0.4 | 0.4 | 3.8 |
Investing Activities: | |||||
Capital assets: | |||||
Net Acquisitions | -- | 0.1 | 0.2 | 0.2 | -- |
Net financial resources (provided by) used in investing activities | -- | 0.1 | 0.2 | 0.2 | -- |
Financing Activities: | |||||
Net liabilities assumed | (0.5) | -- | -- | -- | -- |
Net financial resources (provided by) used in financing activities | (0.5) | -- | -- | -- | -- |
Authority (provided) used during the year | 6.6 | (1.8) | 0.6 | 0.6 | 3.8 |
Authority to increase drawdown (Note 1) | -- | -- | -- | 2.6 | -- |
Write-off of employee departure program costs | (2.7) | -- | -- | -- | -- |
Net liabilities transferred from CCG | 0.5 | -- | -- | -- | -- |
Net authority (provided by) used at the start of year | 12.6 | 17.0 | 17.6 | 17.6 | 15.2 |
Net authority (provided by) used at the end of year | 17.0 | 15.2 | 18.2 | 20.8 | 19.0 |
Authority Limit | 200.0 | 200.0 | 200.0 | 200.0 | 200.0 |
Unused authority carried forward | 183.0 | 184.8 | 181.8 | 179.2 | 181.0 |
Totals may not add up due to rounding. Note 1: Treasury Board approved an increase in the annual draw down authority by $2.6M for fiscal year 2000-01 (TB decision # 829019). |
Financial Table 13: Government Telecommunications and Informatics Services Revolving Fund
Statement of Operations | (in millions of dollars) | ||||
2000-2001 |
|||||
Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual | |
Revenue | 164.1 | 143.5 | 132.5 | 132.5 | 124.4 |
Expenses | 174.5 | 143.7 | 132.5 | 132.5 | 118.1 |
Surplus (Deficit) | (10.4) | (0.2) | -- | -- | 6.3 |
This table refers to the Fund's operating profit and loss, not cash requirements for the fiscal year. The operating profit or loss that the Fund will realize is calculated through accrual accounting. Therefore, some cash expenditures in the estimates do not affect the operating balance, and other items that must be considered when calculating the profit or loss do not require a direct cash outlay. The two can be reconciled as follows:
Statement of Changes in Financial Position and Projected Use of Revolving Fund Authorities
(in millions of dollars) | |||||
2000-2001 | |||||
Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual | |
Operating Activities: | |||||
(Surplus) Deficit | 10.4 | 0.2 | -- | -- | (6.3) |
Less items not requiring use of funds: | |||||
Amortization of capital assets | 0.5 | 0.7 | 0.7 | 0.7 | 0.3 |
Gain on disposal of capital assets | -- | -- | -- | -- | (0.1) |
Sub-total | 9.9 | (0.5) | (0.7) | (0.7) | (6.5) |
Working capital change | (3.4) | (0.3) | -- | -- | (2.4) |
Payments on and change in other assets and liabilities | (0.9) | (0.2) | -- | -- | |
Net financial resources used in operating activities | 5.6 | (1.0) | (0.7) | (0.7) | (8.8) |
Investing Activities: | |||||
Capital assets: | |||||
Net Acquisitions | 1.1 | 0.1 | 0.7 | 0.7 | 0.1 |
Disposals/Adjustments | (0.1) | (1.2) | -- | -- | |
Net financial resources used in investing activities | 1.0 | (1.1) | 0.7 | 0.7 | 0.1 |
Authority (provided) used during the year | 6.6 | (2.1) | 0.0 | -- | (8.8) |
Write-off of employee departure program costs | (7.6) | -- | -- | -- | |
Return of accumulated surplus to the CRF | 20.0 | -- | -- | -- | |
Transfer of net assets to GTIS vote | (12.0) | -- | -- | -- | -- |
Transfer of net assets to OSRF | (0.5) | -- | -- | -- | -- |
Net authority (provided by) used at the start of year | (9.1) | (22.6) | (2.6) | (2.6) | (4.7) |
Net authority (provided by) used at the end of year | (22.6) | (4.7) | (2.6) | (2.6) | (13.6) |
Authority Limit | 64.0 | 45.0 | 45.0 | 45.0 | 45.0 |
Unused authority carried forward | 86.6 | 49.7 | 47.6 | 47.6 | 58.6 |
Totals may not add up due to rounding. |
Financial Table 14: Consulting and Audit Canada Revolving Fund
Statement of Operations |
(in millions of dollars) |
||||
2000-2001 | |||||
Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual | |
Revenue | 100.0 | 113.7 | 72.1 | 72.1 | 112.8 |
Expenses | 97.5 | 110.8 | 71.9 | 71.9 | 109.5 |
Surplus (Deficit) | 2.5 | 2.9 | 0.2 | 0.2 | 3.4 |
This table refers to the fund's operating profit and loss, not cash requirements for the fiscal year. The operating profit or loss that the Fund will realize is calculated through accrual accounting. Therefore, some cash expenditures in the estimates do not affect the operating balance, and other items that must be considered when calculating the profit or loss do not require a direct cash outlay. The two can be reconciled as follows:
Statement of Changes in Financial Position and Projected Use of Revolving Fund Authorities
(in millions of dollars) | |||||
2000-2001 | |||||
Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual | |
Operating Activities: | |||||
(Surplus) Deficit | (2.5) | (2.9) | (0.2) | (0.2) | (3.4) |
Less items not requiring use of funds: | |||||
Amortization | 0.1 | 0.1 | 0.9 | 0.9 | 0.0 |
Provision for employee termination benefits | 0.5 | 0.3 | 0.3 | 0.3 | 0.5 |
Sub-total | (3.1) | (3.3) | (1.4) | (1.4) | (3.9) |
Working capital change | 0.3 | (0.2) | (0.2) | (0.2) | 0.7 |
Net financial resources (provided) used in operating activities | (2.8) | (3.5) | (1.6) | (1.6) | (3.1) |
Investing Activities: | |||||
Capital assets: | |||||
Net Acquisitions | 0.1 | -- | 0.5 | 0.5 | 0.0 |
Net financial resources (provided by) used in investing activities | 0.1 | -- | 0.5 | 0.5 | 0.0 |
Authority (provided) used during the year | (2.7) | (3.5) | (1.1) | (1.1) | (3.1) |
Reimbursement of employee termination benefit | (0.4) | (0.2) | -- | (0.2) | (0.2) |
Other transactions carried forward | (4.9) | -- | -- | -- | -- |
Write-off of employee departure program costs | (2.2) | -- | -- | -- | -- |
Net authority (provided by) used at the start of year | 17.8 | 7.7 | 6.5 | 6.5 | 4.0 |
Net authority (provided by) used at the end of year | 7.6 | 4.0 | 5.4 | 5.2 | 0.7 |
Authority Limit | 25.1 | 25.1 | 25.1 | 25.1 | 25.1 |
Unused authority carried forward | 17.5 | 21.1 | 19.7 | 19.9 | 24.4 |
Totals may not add up due to rounding. |
Financial Table 15: Translation Bureau Revolving Fund
Statement of Operations |
(in millions of dollars) |
||||
2000-2001 | |||||
Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual | |
Revenue | 126.4 | 144.5 | 118.9 | 118.9 | 157.2 |
Expenses | 130.3 | 140.2 | 122.3 | 122.3 | 152.1 |
Surplus (Deficit) | (3.9) | 4.3 | (3.4) | (3.4) | 5.1 |
This table refers to the fund's operating profit and loss, not cash requirements for the fiscal year. The operating profit or loss that the Fund will realize is calculated through accrual accounting. Therefore, some cash expenditures in the estimates do not affect the operating balance, and other items that must be considered when calculating the profit or loss do not require a direct cash outlay. The two can be reconciled as follows:
Statement of Changes in Financial Position and Projected Use of Revolving Fund Authorities
(in millions of dollars) | |||||
2000-2001 | |||||
Actual 1998-99 | Actual 1999-00 | Planned Spending | Total Authorities | Actual | |
Operating Activities: | |||||
(Surplus) Deficit | 3.9 | (4.3) | 3.4 | 3.4 | (5.1) |
Less items not requiring use of funds: | |||||
Amortization | 0.2 | 0.1 | 1.0 | 1.0 | 0.1 |
Provision for employee termination benefits | 1.7 | 2.0 | 1.1 | 1.1 | 1.8 |
Sub-total | 2.0 | (6.4) | 1.3 | 1.3 | (6.9) |
Working capital change | 0.3 | (0.9) | (0.1) | (0.1) | (0.8) |
Payments on and change in other assets and liabilities | -- | -- | 1.0 | 1.0 | -- |
Net financial resources (provided) used in operating activities | 2.4 | (7.3) | 2.2 | 2.2 | (7.7) |
Investing Activities: | |||||
Capital assets: | |||||
Net Acquisitions | 0.2 | 0.1 | 1.2 | 1.2 | 0.3 |
Net financial resources (provided by) used in investing activities | 0.2 | 0.1 | 1.2 | 1.2 | 0.3 |
Authority (provided) used during the year | 2.6 | (7.2) | 3.4 | 3.4 | (7.4) |
Authority to delete operating losses | (3.3) | -- | (2.0) | (2.0) | -- |
Write-off of employee departure program costs | (3.0) | -- | -- | -- | -- |
Reimbursement of employee termination benefit | (1.0) | (0.3) | -- | (0.4) | (0.4) |
Net authority (provided by) used at the start of year | 1.2 | (3.5) | (2.2) | (2.2) | (11.0) |
Net authority (provided by) used at the end of year | (3.5) | (11.0) | (0.8) | (1.2) | (18.8) |
Authority Limit | 75.0 | 75.0 | 75.0 | 75.0 | 75.0 |
Unused authority carried forward | 78.5 | 86.0 | 75.8 | 76.2 | 93.8 |
Totals may not add up due to rounding. |
Financial Table 16: Defence Production Revolving Fund
Note: Parliament authorized a total drawdown of $100 million for the Defence Production Revolving Fund. There are currently no activities in this Revolving Fund.
Financial Table 17: Contingent Liabilities
(in millions of dollars) | |||
As of March 31 | |||
1999 | 2000 | 2001 | |
Total Claims Outstanding | 627.3 | 241.0 | 265.2 |
Notes:
1. Theses contingent amounts arise from approximately 100 cases of pending litigation related to contract disputes, damages to property or personal injuries.
2. While these cases are in various stages of litigation, it is not the policy of the Department to comment on their expected outcomes. They must, however, be recognized as potential liabilities against the Crown and are therefore presented for information purposes only.
Legislation Administered and Associated Regulations
PWGSC administers all, or portions of, the following federal statutes:
Anti-Personnel Mines Convention Implementation Act
Bridges Act
Canadian Arsenals Limited Divestiture Authorization Act
Defence Production Act Dry Docks Subsidies Act
Expropriation Act
Federal District Commission Act
Garnishment, Attachment and Pension Diversion Act
Government Property Traffic Act Kingsmere Park Act
Municipal Grants Act (will be renamed Payment-in-Lieu of Taxes - Fall 2000)
Ottawa River Act
Pension Benefits Division Act
Public Works and Government Services Act
Publication of Statutes Act Seized Property Management Act
Surplus Crown Assets Act Translation Bureau Act
Gerald Savard
Director General
Corporate Policy and Planning Sector
Government Operational Service Branch
(819) 956-1711
Ralph Sprague
Director General
Finance Sector
Government Operational Service Branch
(819) 956-8474
Internet Sites:
http://www.pwgsc.gc.ca
http://www.canada.gc.ca
Intranet Site: