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2010-11
Departmental Performance Report

Privy Council Office

Supplementary Information (Tables)

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Table of Contents

• Sources of Respendable and Non-respendable Revenue
• User Fees/External Fees
• Green Procurement
• Response to Parliamentary Committees and External Audits
• Internal Audits and Evaluations

Sources of Respendable and Non-Respendable Revenue

Non-Respendable Revenue

Program Activity	2008-09 Actual (thousands of dollars)	2009-10 Actual (thousands of dollars)	2010-11 (thousands of dollars)
			Planned Revenue	Actual
Prime Minister and portfolio ministers’ support and advice
Refunds of previous year's expenditures	27	42	22	63
Adjustments to prior year's payables	616	263	-	62
Revenues pursuant to the Access to Information Act and Privacy Act	3	-	-	-
Other revenues	8	-	-	10
Cabinet and Cabinet committees’ advice and support
Refunds of previous year's expenditures	5	12	5	8
Adjustments to prior year's payables	135	50	-	24
Sale of statutory instruments pursuant to the Statutory Instruments Act	1	1	-	1
Revenues pursuant to the Access to Information Act and Privacy Act	1	-	-	-
Other revenues	2	-	-	-
Public service leadership and direction
Refunds of previous year's expenditures	1	1	1	2
Adjustments to prior year's payables	23	22	-	-
Other revenues	1	-	-	-
Commissions of inquiry
Refunds of previous year's expenditures	29	-	-	4
Adjustments to prior year's payables	442	314	-	7
Other revenues	2	-	-	-
Internal services1
Refunds of previous year's expenditures	-	80	14	102
Adjustments to prior year's payables	-	396	-	513
Sale of statutory instruments pursuant to the Statutory Instruments Act	-	-	1	-
Revenues pursuant to the Access to Information Act and Privacy Act	-	3	4	4
Dividends2	-	-	-	8,500
Other revenues	-	7	20	53
Total Non-Respendable Revenue	1,296	1,191	67	9,353

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1. Commencing in the 2009-10 Main Estimates cycle, the resources for the Program Activity Internal services are displayed separately from other program activities; internal services are no longer distributed among the remaining program activities, as was the case in previous Main Estimates. This has affected the comparability of spending and FTE information by program activity between fiscal years.

2. On August 6, 2010, the Honourable John Baird was designated the Leader of the Government in the House of Commons and appropriate minister for the Canada Land Company (CLC) Limited, including its subsidiary, the Old Port of Montreal Corporation. The Old Port of Montreal Corporation is partially funded by government authority, and, as a result, the CLC pays dividends to the federal government Therefore, for the first time, PCO has including revenue dividends, in the amount of $8.5 million, in its year-end financial statements.

User Fees and Regulatory Charges

User Fees and Regulatory Charges

User Fees Totals

	2010-11 (thousands of dollars)			Planning Years (thousands of dollars)
	Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
Subtotal Regulatory	1	1	10	2011-12	1	10
				2012-13	1	11
				2013-14	1	11
Subtotal Other Products and Services	4	4	3,933	2011-12	4	4,004
				2012-13	5	4,079
				2013-14	5	4,157
Total	5	5	3,943	2011-12	5	4,014
				2012-13	6	4,090
				2013-14	6	4,168

Green Procurement

Part A: Green Procurement Capacity Building

Performance Measures for Part A

Number of procurement and materiel management staff with formal green procurement training (e.g., Canada School of Public Service course C215 or an in-house, tailored alternative) relative to total number of procurement and materiel management staff.

Number of acquisition cardholders with formal green procurement training (e.g., Canada School of Public Service course C215 or an in-house, tailored alternative) relative to total number of acquisition cardholders.

Number of performance evaluations of managers and functional heads of procurement and materiel management that incorporate environmental considerations relative to total number of performance evaluations of managers and functional heads of procurement and materiel management.

Number of departmental procurement processes and controls that incorporate environmental considerations relative to total number of departmental procurement processes and controls that should address environmental considerations. Alternatively, departments and agencies can report on progress to improve the integration of environmental considerations in management processes and controls relative to procurement.

Activity	Target as % (as reported in 2010–11 RPP)	Actual Results as %	Description/Comments
Training for Procurement and Materiel Management Staff	n/a	n/a	PCO procurement staff have the Canada School of Public Service’s Green Procurement course included in their annual learning plans. Currently 65% of procurement staff have completed the training, and the balance of employees are expected to complete the training by the end of fiscal year 2011-12. New staff must complete the required green procurement training within six months of joining PCO.
Training for Acquisition Cardholders	n/a	n/a	PCO is developing a green procurement strategy and appropriate measurements for training, which will be reported on in the 2011-12 Departmental Performance Report (DPR).
Performance Evaluations	n/a	n/a	PCO is developing a green procurement strategy and appropriate measurements for performance evaluations will be reported on in the 2011-12 DPR.
Procurement Processes and Controls	n/a	n/a	PCO utilizes Public Works and Government Services Canada (PWGSC) green consolidated procurement instruments, when appropriate, for goods purchases; including paper, office supplies, and furniture and information technology equipment.

Part B: Use of Green Consolidated Procurement Instruments

Performance Measures for Part B

Dollar value of purchases against green consolidated procurement instruments (as designated by Public Works and Government Services Canada [PWGSC]) for a specified good or service relative to total dollar value of purchases for that good or service.

Dollar value of purchases that incorporate environmental considerations for a good or service relative to total dollar value of purchases for that good or service. (This performance measure applies when a green consolidated procurement instrument, as designated by PWGSC, was not used or was unavailable for the specified good or service.)

Good/Service	Target as % (as reported in 2010–11 RPP)	Actual Results as %	Description/Comments
Office Paper	n/a	100	All PCO office paper was purchased against a green consolidated procurement instrument.
Printers	n/a	100	All PCO printers were purchased against a green consolidated procurement instrument.
Fleet	n/a	100	PCO has a small fleet of predominantly executive vehicles. All vehicles are purchased against green consolidated procurement instruments in accordance with the Government Motor Vehicles Ordering Guide and Executive Vehicle Listings.

Part C: Reduction Initiatives for Specific Goods

Performance Measure for Part C

Total quantity of a consumable purchased (e.g., paper) or an asset owned or leased (e.g., printing devices) relative to total number of full-time equivalents (FTEs).  

Consumable/Asset	Target as % Reduction or # per FTE	Actual Results as % Reduction or # per FTE	Description/Comments
	n/a	n/a	In 2010-11, PCO launched an office print study to establish baseline measures and determine strategies to reduce office print. A goal of this study will be a reduction in print devices and print volumes which will reduce consumption of print consumables. Similarly, this will enable the establishment of measures and reduction targets for future years.

Note: PCO acquires and manages its major assets centrally through the Corporate Services Branch. PCO is developing a greening strategy for operations. This strategy will be complete by fiscal year end 2012. In addition, PCO has initiated steps to raise awareness of staff and management and to ensure that procurement staff are trained on government standards and expectations.

Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees
Standing Committee on Public Accounts: Report 2 - Chapter 2, The Governor in Council Appointment Process of the 2009 Status Report of the Auditor General of Canada The report was adopted by the Standing Committee on Public Accounts (the committee) on March 16, 2010, and presented to the House of Commons on March 29, 2010. A Government Response, as requested by the committee, was presented to the House of Commons on September 20, 2010. It included a response to each of the six recommendations of the report. The response is available on the Parliament of Canada’s website.
Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)
2010 Fall Report of the Auditor General of Canada Chapter 2 – Modernizing Human Resource Management This chapter examined whether the Treasury Board Secretariat (TBS), including the new Office of the Chief Human Resources Officer, has implemented the legislative requirements of the Public Service Modernization Act; in particular, the introduction of more flexible hiring processes and clearer roles and accountability for human resource management. Although the Privy Council Office (PCO) was reviewed in this chapter of the report, no recommendations were addressed to PCO. http://www.oag-bvg.gc.ca/internet/English/parl_oag_201004_02_e_33715.html 2010 Fall Report of the Auditor General of Canada Chapter 1 – Canada’s Economic Action Plan This chapter examined whether selected federal entities adequately managed selected programs for Canada’s Economic Action Plan (EAP), putting in place appropriate management practices and providing programs to eligible recipients in a timely manner. The findings generally were that the selected EAP programs examined in the audit adequately managed implementation, had appropriate management practices and were delivered to eligible recipients in a timely manner. Recommendation 1.69 stated that the Department of Finance (Finance) and PCO should prepare a summary report to Parliament at the conclusion of the EAP that includes a detailed account of the EAP’s impact on the economy. The departments generally agreed, and stated that they are committed to supporting the government in its reporting on the delivery and economic impact of the EAP, building upon the five reports to Canadians that have been provided to date. PCO, TBS and Finance agreed with Recommendation 1.74 that the practices introduced for the EAP should be assessed to determine which of them could be implemented, where applicable, to provide more timely and efficient processes for the design and delivery of current and future programs and initiatives. http://www.oag-bvg.gc.ca/internet/English/parl_oag_201010_01_e_34284.html#appb
External Audits: (Note: These refer to other external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages)
Not applicable in 2010-11.

Internal Audits and Evaluations

Internal Audits (current reporting period)

Name of Internal Audit1	Internal Audit Type	Status	Completion Date2
Audit of Compensation - Pay and Benefits	Assurance	Completed	Feb. 04, 2011
Audit of Strategic HR Plan – Recruitment3	Assurance	Completed	Mar. 03, 2011
Audit of Travel and Hospitality3	Assurance	Completed	Mar. 04, 2011
Audit of Business Continuity and Emergency Preparedness	Assurance	Completed	2011-124
Audit of Corporate Governance and Performance Management3	Assurance	Planned, but Deferred	2011-12

1. Preliminary list of audits as identified in the PCO 2010-11 Report on Plans and Priorities for completion in the 2010-11 fiscal year – at March 31, 2011, the three (3) other audits originally included in the 2010-11 RPP table (the audits of Risk Management, Security and Financial Planning and Forecasting) are still planned for future years, subject to titles and dates changing due to shifts in audit priorities or availability of resources.

2. Actual/planned date of Deputy Head (Clerk) approval as known at March 31, 2011.

3. Project titles were revised as follows:

• Audit of Recruitment Planning and Staffing
• Assurance Review of Management of Travel and Hospitality

4. Audit work was completed in fiscal year 2010-11; approval of final audit report occurred in 2011- 12.

Evaluations (current reporting period)

Name of Evaluation	Program Activity	Status	Completion Date
N/A1

1. PCO is classified as a Small Department or Agency (SDA) under the Treasury Board Policy on Evaluation. With limited exceptions, application of the Policy to SDAs is deferred until otherwise directed by the President of the Treasury Board. As an SDA, PCO conducts evaluations as appropriate to the needs of the department. No evaluations were conducted during 2010-11.