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Minister's Message

I am pleased to present Public Works and Government Services Canada’s (PWGSC) 2010–2011 Departmental Performance Report for the period ending March 31, 2011.

Our department has accomplished great things this year, and I know that it is because of the hard work of each and every one of our employees.

One of the department’s key successes was the way we managed the Accelerated Infrastructure Program (AIP) as part of the Government of Canada’s Economic Action Plan. The Plan, announced in Budget 2009, challenged us, as a department, to accelerate plans to renovate and repair federal buildings, bridges and highways and to enhance accessibility in Crown-owned facilities. Our collective efforts resulted in the successful completion of more than 2,200 AIP projects, in addition to the thousands of projects we delivered on behalf of other government departments.

We have also advanced work on the renovation of the Parliamentary Precinct. For example, we have completed work on the Rideau committee rooms and the renovation of the La Promenade Building on Sparks Street as a space to accommodate parliamentarians and their staff who were moved from the West Block.

Another important achievement for PWGSC was the introduction of a new department-wide Client Service Strategy in spring 2010. The overarching goal of the strategy is to position PWGSC as an integrated, innovative service organization with a consistent set of service standards, practices and client service management tools. We have signed service agreements with a number of major client departments and have established standards for the delivery of our services.

I am also proud of our department’s work in the area of procurement. Building on progress achieved over the past few years, PWGSC, in consultation with other departments and key stakeholders, continues to improve the efficiency of military and other major procurements. The National Shipbuilding Procurement Strategy will fundamentally revise the way the government procures ships, and represents an innovative solution to the long-standing challenges facing the shipbuilding industry in Canada. The government has conducted a fair, open, competitive and transparent procurement process. The two shipyards selected will be those that represent best value for Canada.

We have also worked to ensure that Canada’s small and medium enterprises have fair and open access to government procurement opportunities. Through the government’s Canadian Innovation Commercialization Program launched in September 2010, we helped small and medium enterprises to demonstrate their innovative products and services by meeting the needs identified by federal departments and agencies.

Our department is constantly striving to improve our programs and services. Over the course of the past fiscal year, we continued to execute key transformation initiatives for the department’s pay and pension administration, and we have made progress in preparing for the creation of a new Centre of Expertise in Miramichi, New Brunswick.

The department has also made progress in advancing the Canadian Language Sector Enhancement Program, which is aimed at strengthening the capacity of the Canadian language sector and supporting commitments made in the Roadmap for Canada’s Linguistic Duality 2008–2013: Acting for the Future.

In addition, under the Federal Sustainable Development Strategy, PWGSC has worked closely with other government departments on greening government operations, which involved establishing whole-of-government priorities, accountabilities and reporting requirements.

Our department also went through a Strategic Review process in which our program spending was subject to a comprehensive review to ensure that our programs and services meet the priorities of Canadians and are aligned with federal responsibilities. It gives me great pride to note that PWGSC met all requirements of the Strategic Review exercise and that, as a result, we are on track to achieve ongoing savings of 5 per cent through a series of initiatives to improve the efficiency and economy of our operations.

This has truly been a productive year for the department. I welcome the opportunity to work with such dedicated employees, as we continue to build on the accomplishments described in this report.

Section I: Departmental Overview

Raison d’être

Public Works and Government Services Canada (PWGSC) plays an important role in the daily operations of the Government of Canada. We are its principal banker, accountant, central purchasing agent, linguistic authority, real property manager and enabler of access to government services online.

Our vision is to excel in government operations, and our mission is to deliver high-quality services and programs that meet the needs of federal organizations and ensure sound stewardship on behalf of Canadians.

Responsibilities

The Department, founded in 1841, was instrumental in the building of our nation’s canals, roads and bridges, the Houses of Parliament, post offices and federal buildings across the country.

Today, we have evolved into a sophisticated operational arm of government that employs more than 14,000 staff working in the National Capital Area and five regional offices in Halifax, Montreal, Toronto, Edmonton and Vancouver.

The Department of Public Works and Government Services Act, passed in 1996, established the Department and set out the legal authorities for PWGSC’s services. The Act established PWGSC as a common service organization providing government departments, boards and agencies with support services for their programs, including:

• procurement;
• office accommodation and facilities;
• architectural and engineering services;
• construction, maintenance and repair of public works and federal real property; and
• linguistic, information technology, telecommunications, industrial security, consulting and auditing services.

The Minister of PWGSC is the Receiver General for Canada and has the authority for the administration of services related to benefits, superannuation, pension plans, and the disbursement of pay to federal employees. The Minister is also responsible for maintaining the Public Accounts of Canada.

Our goal is to manage our business on behalf of Canadians in a way that strengthens accountability and adds value for our clients. In doing so, PWGSC:

• injects more than $14 billion annually into the Canadian economy through government procurement;
• issues more than 14.2 million federal pay and pension payments to Canadians;
• provides accommodation to parliamentarians and more than 265,000 public servants in 1,855 locations across Canada;
• provides translation and interpretation services for more than 2,000 parliamentary sittings and committee meetings annually, and translates 1.7 million pages of text on behalf of other federal organizations; and
• handles more than $2.18 trillion in cash flow transactions as the Receiver General for Canada.

Strategic Outcome(s) and Program Activity Architecture (PAA)

PWGSC’s Program Activity Architecture (PAA), as approved by the Treasury Board Secretariat, supports our strategic outcome which is high-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions. The following table lists the nine program activities that comprise PWGSC’s PAA.

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PWGSC and Canada’s Economic Action Plan

In 2010-2011, PWGSC continued to play an important role in delivering Canada’s Economic Action Plan. The department invested close to $193 million in its buildings and bridges and advanced work on the restoration of the Manège Militaire in Quebec City and federal contaminated sites. In fact, over the two year-period of the Economic Action Plan, the department accelerated repairs and renovation of 300 buildings, made 194 buildings more accessible to Canadians, rehabilitated 4 bridges and improved the condition of the Alaska Highway.

The Department also provided over $550 million of real property services to other government departments and agencies and helped them advance their Economic Action Plan infrastructure projects.

PWGSC also supported other activities of other government departments and agencies. The Department offered its translation services, put contracts in place rapidly, supported improvements to federal laboratories, managed renovations to government facilities and cleaned up toxic sites.

PWGSC EAP Performance: 2009-2010
Financial Measure	Target	Actuals
% of $237 million budget spent	95%	95.9% (1,623 projects initiated; 1,334 completed)

PWGSC EAP Performance: 2010-2011
Financial Measure	Target	Actuals
% of $198 million budget spent	95%	95.7% of projects undertaken were completed

Organizational Priorities

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Accelerated Infrastructure Program (AIP)	Ongoing	Accommodation and Real Property Assets Management, Acquisitions, Linguistic Management Services
Status
Status: Exceeded PWGSC continued to successfully manage the Accelerated Infrastructure Program (AIP) and the broader Government of Canada Economic Action Plan (EAP). PWGSC supported other government departments’ Economic Action Plans by providing common services, particularly in the areas of procurement, real property and translation. PWGSC provided procurement expertise and responsive services to support the activities of departments that received infrastructure funding. Under the Economic Action Plan (EAP), the department exceeded its targets by investing over $420 million in more than 350 buildings, 4 bridges, 56 contaminated sites, the Alaska Highway, and the Manège militaire. With these investments, the department achieved a more modern and greener infrastructure and made its buildings more accessible to Canadians with disabilities. Through its Accelerated Infrastructure Program, PWGSC supported the Government’s economic stimulus objective to ease the effects of global recession on Canadians. As well, PWGSC provided services to support other government departments’ EAP projects in federal laboratories, contaminated sites, and government facilities. Over the EAP two year period, over $508 million in infrastructure projects was invested through the Real Property Program, in addition to its regular programs of work.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Military and Major Procurement	Ongoing	Acquisitions
Status
Status: Met all PWGSC, in collaboration with other departments and stakeholders, continued its work in streamlining and improving the efficiency of military and other major procurements. In this regard, the department has succeeded in engaging industry in all major military procurement processes and has shared information and documents at the outset of projects. PWGSC held discussions with the Canadian Association of Defence and Security Industries (CADSI) to determine ways of improving defence procurement; and, conducted Industry Days to seek feedback on proposed approaches and to provide an opportunity for industry to ask questions. PWGSC’s actions have assisted the Government in leveraging Canada’s military buying power and enabled companies to make informed business decisions on whether or not to bid on expected projects while ensuring that the procurement process yielded qualified suppliers. National Shipbuilding Procurement Strategy (NSPS) The government’s new long-term National Shipbuilding Procurement Strategy (NSPS), announced in June 2010, represents an innovative and unique procurement strategy built on Government engagement with the supplier community. Under the Strategy, the Government of Canada will establish a strategic relationship with two Canadian shipyards, designating them as sources of supply to build large ships for the Canadian Navy and the Canadian Coast Guard – estimated at 28 ships over 30 years, valued at $33 billion.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Procurement Renewal	Ongoing	Acquisitions
Status
Status: Met all PWGSC is transforming its approach to managing procurement for the Government of Canada. It has continued to modernize, innovate and streamline its procurement function, in consultation with key stakeholders, including small and medium enterprises. The department has developed and implemented new processes for basic and standard procurements to ensure faster and more efficient procurement processes and continued to provide support to client departments, maximizing their delegated authorities when purchasing low dollar value goods and services provided through Standing Offers and Supply Arrangements. PWGSC has also implemented a Commodity Management Strategy aimed at providing more consistent methods of supply by establishing similar procurement processes coast-to-coast, on a commodity basis. PWGSC continued to maximize the benefits of information technologies to make procurement more efficient, effective and responsive for federal government clients, businesses and procurement professionals. The Buy and Sell Web site was launched, offering a user-friendly procurement site where government buyers and industry suppliers find information about doing business with the Government of Canada. A Web based Spend Management tool was also launched, helping client departments reduce costs and improve value for money.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Real Property Modernization	Ongoing	Accommodation and Real Property Assets Management
Status
Status: Met all PWGSC continued to modernize its real property business by employing best-in-class management practices in all areas of its business. PWGSC developed investment strategies to enhance its portfolio management; it also made advances in client relationship management by employing a pro-active client engagement model, which involves regular meetings with clients to discuss strategic priorities, issues and overall program delivery. PWGSC explored mechanisms to improve its service delivery capacity through third party delivery arrangements and developed investment tools, which continue to be refined. The department also improved employee relationships through a continued engagement initiative, drafting tools in response to round table discussions with employees and extending engagement activities for new employees to existing employees. Vesting of these tools into the Real Property Policy Framework will be finalized in the 2011-2012 fiscal year. The department completed a competitive Request for Proposal (RFP) for the acquisition of industry standard real estate processes supported by a fully integrated real estate solution, known as the Real Property Business and Systems Transformation (RPBST) project. This integrated solution, which will replace 22 legacy systems, will reduce operational costs, improve business reporting, and result in better decision-making.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Greening of Government	Ongoing	Specialized Programs and Services
Status
Status: Met all PWGSC worked closely with other government departments on Theme IV (Greening Government Operations) of the Federal Sustainable Development Strategy which involved establishing government-wide priorities, accountabilities, timelines and reporting requirements. The department also developed and implemented a Federal Electronic Waste Strategy to support the government’s environmental agenda. We have completed or are on track to complete 89% (16 of 18) of departmental 2010-2011 Sustainable Development commitments.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Parliamentary Precinct Project (Long-Term Vision and Plan)	Ongoing	Accommodation and Real Property Assets Management
Status
Status: Met all PWGSC continued to develop and implement its Long-Term Vision and Plan (LTVP) projects, including the Wellington and Bank of Montreal Buildings. Key projects completed in 2010-2011 included: the Rideau Committee Rooms (funded through the Accelerated Infrastructure Program) and the renovation of La Promenade on Sparks Street to accommodate Parliamentarians and their staff who were moved from the West Block so that PWGSC could begin its rehabilitation of the entire West Block. As well, PWGSC continued to work with stakeholders to strengthen the governance structure that oversees the implementation of the LTVP and the management of the Parliamentary Precinct.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Information Technology Shared Services	Ongoing	Information Technology Infrastructure Services
Status
Status: Met all Major project achievements included: attaining a significant milestone on the Cyber Authentication Renewal project; roll-out of MyKey internal authentication self-service to 90% of user departments; significant progress on cyber security strategy in partnership with key members of the Government of Canada cyber security community; completion of the comprehensive Data Centre Feasibility Study; contract award for Data Centre Co-Location with partners; and, collaboration with partners on the transformational Government Enterprise Network Services project.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Transformation of Pension Administration	Ongoing	Federal Pay and Pension Administration
Status
Status: Met all In 2010-2011, PWGSC completed development and testing for the new core pension system components for contributors (employees), implemented in April 2011. As well, PWGSC completed all preparations for the centralization of the next three services: Pension Benefit Entitlements, Survivor Pension Entitlements and Employer Support Services.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Transformation of Pay Administration	Ongoing	Federal Pay and Pension Administration
Status
Status: Met all PWGSC has started the definition phase of the Pay Modernization Project and completed key components of the procurement process including the Request for Information and Request for Proposal and evaluation. The department has also completed the definition phase of the Consolidation of Pay Services Project, including initiating staffing processes, and completed a procurement process to acquire interim office space and the development of the service delivery model.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Translation Renewal	Ongoing	Linguistic Management and Services
Status
Status: Met all To renew its workforce, PWGSC’s Translation Bureau offered internships to university students in the language and administrative fields, carried out post-secondary recruitment activities and operated its in-house learning program. In an effort to strengthen its capacity to meet growing demand for translation and interpretation services, the Translation Bureau also continued to incorporate language technologies into its business processes in order to boost productivity and streamline operating costs. Moreover, the Translation Bureau continued to build capacity in Canada’s language sector and train a skilled workforce through the Canadian Language Sector Enhancement Program, one of Public Works and Government Services Canada’s initiatives under the Roadmap for Canada’s Linguistic Duality 2008-2013.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Industrial Security Program	Ongoing	Specialized Programs and Services
Status
Status: Met all The Industrial Security Program supported PWGSC’s Accelerated Infrastructure Program (AIP). Since its implementation in 2008, officials have registered over 600 companies. This program ensured that controlled goods were protected against unauthorized possession, examination or transfer when in custody of the private sector; and achieved a 37% increase in Controlled Goods Inspections. The Industrial Security Program continued to keep stakeholders informed and engaged on transformation issues via multiple fora. Officials delivered over 70 information sessions to multiple stakeholders since April 2010.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Workforce for the Future	Ongoing	Internal Services
Status
Status: Met all PWGSC advanced its human resources (HR) agenda to support effective people management and Public Service Renewal. Our HR infrastructure is being modernized through the implementation of common HR business processes; increased use of Web 2.0 tools; implementation of our new, streamlined People Management Policy Suite and other key initiatives. In addition, the number of indeterminate staff inflows to PWGSC exceeded our outflows for the fifth consecutive year, showing our ability to recruit and retain employees. In terms of employee development, 97.1% of the PWGSC employees had a personal learning plan in 2010. The Department slowed down its recruitment in anticipation of Strategic Review implementation in order to reduce the human resources impact and build flexibility to place affected employees rapidly. This contributed to variances in planned versus actual Full Time Equivalents (FTEs) for certain PWGSC Programs.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Getting the Fundamentals Right	Ongoing	Internal Services
Status
Status: Met all PWGSC’s financial management continues to be strengthened to support the DM as Accounting Officer. In 2010-2011, robust financial management was achieved via the following four key priorities: 1) Strengthened financial information reporting; 2) Strengthened internal controls; 3) Progress on Integrated Investment Planning; and 4) Strengthened Cost-Recovery Framework. Budget management and Financial information reporting: PWGSC’s financial management governance has been designed to better support oversight and reporting/monitoring of actual expenditures versus forecast/budget. During fiscal year 2010-2011 PWGSC implemented a more rigorous and formal Departmental Management Report (DMR) process. Each month the data presented in the Branch and Regional DMR must include a signed attestation by the Branch Assistant Deputy Minister (ADM) or Regional Director General (RDG). The attestation confirms the accuracy of the figures which have been effectively analyzed and approved by all levels of management. The DMR is then presented and approved by the Deputy Minister and the Deputy Minister Management Committee (DMMC) on a monthly basis. The DMR report includes; budgets, actual, forecasts, commitments, variance explanations, risk management items and sound financial analysis, advice and recommendations for senior management consideration. The improvements led to optimal financial management results. PWGSC has also made improvements to its budgeting process with refinements to the way information is presented to Senior Management and has implemented a Three-Year Strategic Financial Plan. These enhancements ensure that allocation decisions are better informed, and clearly support the Department’s operational priorities. Internal controls: PWGSC continues to be within the 2014-2015 target of fully implementing and sustaining a system of internal control over financial reporting (ICFR). Significant advancements were made in the design effectiveness for the majority of processes and key controls in 2010-2011. Integrated Investment Planning: The Department has completed 95% of its Integrated Investment Plan (IIP) in accordance with TB Policy on Investment Planning – Asset and Acquired Services. The Deputy Minister Management Committee approved the creation of an Investment Management Board (IMB) as part of the governance for IIP. PWGSC also secured a level 3 Organizational Project Management Capacity (OPMCA) and streamlined the approach regarding the Project Complexity and Risk Assessments (PCRA). Cost Recovery Framework: PWGSC obtained Treasury Board’s approval of its cost recovery framework in June 2010 which has been recognized as a Government of Canada best practice. PWGSC Finance Branch also received a prestigious award for its innovation in cost recovery.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Risk Management	Ongoing	Internal Services
Status
Status: Met all The PWGSC Integrated Risk Management (IRM) Policy was approved on November 22, 2010. During fiscal year 2010-2011, PWGSC developed management tools and mechanisms to support departmental programs and priorities—including the AIP—to identify, monitor, report and manage risks. Work is continuing on the development of a proactive approach which will place quality management at the forefront of risk management and use a “control risk assessment” methodology. The Corporate Risk Profile was updated by identifying and assessing key corporate-level internal risks and by developing risk response strategies.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Client Service Improvement Initiative	New	Internal Services
Status
Status: Met all In spring 2010, PWGSC introduced a new department-wide Client Service Strategy to enable a consistent, more disciplined approach to client service, focused in its first phase on improving relations with client departments. In 2010-2011, the department implemented core components of its Client Service Strategy. These include: Signing 4 DM-level Departmental Service Agreements with client departments; Publishing the first annual consolidated guide to main services and associated standards; Launching several innovative services and a new departmental branding; Introducing a framework to promote greater integration between business lines for client engagement; Piloting a Client Barometer to measure and monitor client satisfaction; Launching a Client Service Award, initiating work on the development of a client service competency and piloting client service courses.

PWGSC’s nine program activities contribute to our strategic outcome. The results for this indicator were calculated based on the achievement of expected results for each Program Activity. Further details on how each Program Activity met its expected results is contained in Section 2 of this report.

Risk Analysis

Risk management is an essential aspect of our business. Risk management principles and practices are incorporated into all aspects of the Department’s business planning, decision-making and organizational processes.

The PWGSC Integrated Risk Management (IRM) Policy was approved on November 22, 2010. Consistent with the PWGSC IRM Policy responsibilities and accountabilities, during 2010-2011, we established several risk based tools to manage, monitor and communicate risks; identified the Department’s risk appetite and tolerance; and defined major horizontal risks and opportunities in both the Corporate and Operational Risk Profiles.

Furthermore, risks were identified, assessed, managed and monitored through specific program/project risk assessments (Real Property Branch Alternate Forms of Delivery (AFD) Risk Assessments 2010-2011, Haiti Mission Risk Assessment 2010, G8/G20 Risk Assessment). We are also using the Corporate Risk Profile (CRP) to inform decision-making with respect to key program/project funding documents and to serve an integral role in PWGSC corporate planning activity.

In addition to the CRP, the Operational Risk Profile (ORP) was created in response to the Deputy Minister’s request to have key operational risks highlighted and addressed. Finally, PWGSC addressed recommendations made by the Office of the Auditor General regarding conflict of interest and aging Information and Technology (IT) through the development and implementation of the Conflict of Interest and IT Risk Profiles.

We have developed and implemented standardized risk assessment tools such as those established for the Accelerated Infrastructure Program, the Treasury Board submissions, Memorandum to Cabinet, and the Integrated Investment Plan. A complexity and risk assessment tool was developed and is being piloted in order to manage contract risk.

We engaged staff at all levels of the organization to improve organization-wide risk management practices and to foster a risk-smart culture. We raised awareness about risk management through regular communications, the Assistant Deputy Minister blog, training and various risk fora. We have also shared these best practices with other government departments and agencies.

Summary of Performance

2010-11 Financial Resources ($ millions)

Financial Resources	Planned Spending	Total Authorities	Actual Spending
Gross Expenditures	6,423.9	7,343.7	7,004.1
Less Respendable Revenue	(3,545.6)	(4,022.1)	(3,923.5)
Net Expenditures	2,878.3	3,321.6	3,080.6

Totals may not add up due to rounding

Note: Respendable revenues are authorities from Parliament allowing departments to use certain revenues to finance related expenditures.

2010-11 Human Resources (FTEs)

Planned	Actual	Difference
14,539	14,264.5	(274.5)

In our 2010-2011 report on Plans and Priorities, PWGSC set out 15 key organizational priorities for the year, which are essential to contribute to our strategic outcome and to fulfill expected results. The organizational priorities were identified as: delivering PWGSC Accelerated Infrastructure Program; improving the efficiency of military and major procurements; modernizing and streamlining our procurement processes; modernizing our real property business to provide improved services to clients and provide better value for money for taxpayers; improving environmental performance to support the government’s environmental agenda; protecting the architectural integrity of the buildings in the Parliamentary Precinct; delivering a consistent set of government-wide information technology infrastructure products and services; replacing outdated systems infrastructure and centralize the delivery of pension services; transforming pay administration by increasing flexibility and web self-service for managers and employees; developing capacity to meet growing demand for translation and interpretation services; and safeguarding sensitive information and assets through the Industrial Security Program. Further, PWGSC identified four management priorities to supporting effective people management and good HR practices; strengthening its management fundamentals and enhancing the integrity and transparency of the department’s decision-making; updating the Corporate Risk Profile to identify and assess key corporate-level internal risks and aid in developing risk response strategies; and introducing a Client Service Improvement Initiative to implement sound service management practices.

During the reporting period, PWGSC made important progress in delivering on all these operational and management priorities, while focusing on reviewing departmental spending to ensure that all programs and services are aligned with the department’s core mandate and responsibilities. PWGSC continued to deliver Canada’s Economic Action Plan. The department made significant efforts in meeting its commitments for high quality central programs and services – 20 out of 23 expected results were met or exceeded their intended targets.

Departmental performance against its targets is explained in greater detail, both by strategic outcome at the program activity level, in Section II of this report.

Strategic Outcome 1: Achieve high-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions.

Performance Indicators	Targets	2010-11 Performance
Percentage of programs and services that meet their expected results, including service levels and published standards.	95%	Results: 86.95%. The Strategic Outcome result of 86.95% is derived from an average of the 20 out of 23 Expected results that met or exceeded their intended targets. Only performance information where data was available during the time of reporting was included in the calculation.

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Acquisitions	135.7	118.3	119.2	147.3	144.3	Well-managed and efficient government operations.
Accommodation and Real Property Assets Management	1,875.5	2031.2	2063.5	2399.6	2216.6	Well-managed and efficient government operations.
Receiver General for Canada	113.9	129.2	129.2	126.0	119.9	Well-managed and efficient government operations.
Information Technology Infrastructure Services	6.6	10.1	10.1	37.5	33.7	Well-managed and efficient government operations.
Federal Pay and Pension Administration	43.6	44.4	44.4	51.8	46.9	Well-managed and efficient government operations.
Linguistic Management and Services	65.5	72.5	72.5	81.1	74.3	Well-managed and efficient government operations.
Specialized Programs and Services	99.9	93.1	94.8	115.7	104.2	Well-managed and efficient government operations.
Procurement Ombudsman	4.0	4.3	4.3	4.5	3.6	A transparent, accountable and responsive federal government.
Total	2,344.7	2,503.0	2,538.0	2,963.5	2,743.6

Totals may not add up due to rounding

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Internal Services	322.5	340.3	340.3	358.1	337.0

Totals may not add up due to rounding

Expenditure Profile

Main Estimates fluctuations are the result of the combined effect of new and expired funding for departmental initiatives. The budget increase in 2009-2010 is due to an increased focus on the rehabilitation of the department’s aging engineering assets. The additional budget increase in 2010-2011 is explained by the infusion of funding for the Accelerated Infrastructure Program (AIP), business volume increases, inflationary pressures and market conditions.

As part of Federal Budget 2009, and in support of Canada’s Economic Action Plan, PWGSC’s AIP received investment funding of $435.5 million over the two year period of 2009-2010 to 2010-2011. This amount excludes additional funding of $52.5 million to support administrative and management activities associated with the delivery of PWGSC’s and other Government Departments’ Economic Action Plan (EAP) initiatives. Of the $435.5 million total AIP budget, $198.1 million of funding was allocated to PWGSC’s AIP projects in 2010-2011, along with $29.7 million for implementation costs. Actual AIP expenditure amounted to $192.9 million in 2010-2011, with a further $19.6 million spent on implementation costs. AIP expenditures accounted for 6.9% of net departmental expenditures in 2010-2011.

The column labelled “Planned Spending” represents Main Estimates, funds earmarked in the fiscal framework for PWGSC initiatives approved after Main Estimates were tabled in Parliament, and related Federal Budget announcements. Planned Spending results in “Total Authorities” once Treasury Board submissions and other transfers are approved.

The principal reason for the annual variance of $241.0 million between Total Authorities and Actual Spending is related to project implementation delays and operational adjustments caused by uncontrollable and unpredictable factors, such as market fluctuations, delays in the tendering process, changes in the project plans and specifications and internal capacity issues. All of the aforementioned factors impact the delivery of repair and fit up projects for Real Property accommodation and capital projects, and result in funding being reallocated to future years.

As a result of the economic crisis of 2008, the department has continued to implement internal restraint measures which generate operational efficiencies and savings. These savings are reallocated to departmental operational and project priorities, enabling PWGSC to continue to operate effectively in a period of fiscal restraint.

PWGSC Spending Trend

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Estimates by Vote

For information on our organizational votes and/or statutory expenditures, please see the 2010-2011 Public Accounts of Canada (Volume II) publication. An electronic version of the Public Accounts is available at http://www.tpsgc-pwgsc.gc.ca/recgen/txt/72-eng.html.

Please be advised that the presentation of PWGSC’s total authorities for Public Accounts of Canada purposes includes PWGSC’s Revolving Funds’ drawdown authorities (equivalent to line of credits) as well as related accumulated surpluses, while the Departmental Performance Report’s total authorities reflect the Revolving Funds’ net results only for the fiscal year in question.

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