This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
Goss Gilroy Inc. would like to thank all the individuals who contributed to this evaluation—interviewees, survey respondents, and the members of the Evaluation Advisory Committee for the Pilot Project on Non-Lapsing Appropriations for Capital Asset Management for their valuable input and support. Goss Gilroy Inc. would also like to acknowledge the role of the Internal Audit and Evaluation Bureau at the Treasury Board of Canada Secretariat who collaborated in finalizing the report.
Abbreviations | Description |
---|---|
AAFC | Agriculture and Agri-Food Canada |
ARLU | Annual Reference Level Update |
CAR | Capital Asset Review |
CCG | Canadian Coast Guard |
CRA | Canada Revenue Agency |
DFAIT | Foreign Affairs and International Trade Canada |
DFO | Fisheries and Oceans Canada |
DPR | Departmental Performance Report |
MAF | Management Accountability Framework |
MOU | Memoranda of Understanding |
NLA | Non-lapsing appropriation |
OAG | Office of the Auditor General of Canada |
PWGSC | Public Works and Government Services Canada |
RCMP | Royal Canadian Mounted Police |
RPMPD | Real Property and Materiel Policy Division |
Secretariat | Treasury Board of Canada Secretariat |
SOP | Standard Operating Procedure |
SPA | Special Purpose Allotment |
The evaluation of the Pilot Project on Non-Lapsing Appropriations (NLAs) for Capital Asset Managementwas undertaken as a Treasury Board commitment and part of the Secretariat's Five-Year Evaluation Plan. The evaluation was conducted in 2009–10 with the following objectives:
Using multiple lines of evidence, 45 documents were examined, 33 key informant interviews were conducted and all related administrative data were analyzed. Due to inadequate administrative data sets, the evaluation was limited by its reliance on qualitative data.
The evaluation's governance structure included an interdepartmental advisory committee, the pilot project working group, the program office and the Secretariat's Internal Audit and Evaluation Bureau. This evaluation was also guided and reviewed by the Departmental Evaluation Committee, which recommended it for approval by the Secretary.
The 2004 Capital Asset Review (CAR), named as one of the government operational reviews, was undertaken by the Secretariat with the aim of identifying "best practices, problem areas and solutions" in the management of capital assets. This was achieved by examining overarching framework issues, such as asset management policy, asset information, funding for assets and historical expenditures—all in the context of best practices.
The CAR noted several issues including the lack of funding for adequate maintenance of capital assets, which is widely believed to increase costs nearly fivefold. This lack of funding led to addressing pressures in the short-term at the expense of the long-term stewardship of assets. The CAR recommended providing "non-lapsing asset funding over a 3 to 5 year time frame, contingent upon the quality of the long-term asset plan and department performance." This recommendation would allow departments to "carry unexpended asset funds forward from one fiscal year to the next and [would] give managers a more stable funding base for planning their operations without fear that their resources will be cut off." During this period, a report from the Office of the Auditor General of Canada (OAG) also recommended that capital assets be managed using an accrual method of accounting (i.e., departments must improve and use financial information for their daily decision-making, management and reporting practices).
Prior to the launch of the NLA pilot project, only two other carry-forward mechanisms existed: reprofiling and the 5% carry-forward. The 5% capital carry-forward allows eligible departments and agencies to carry forward capital budget amounts from one fiscal year to the next, up to 5% of their capital vote to a maximum of $75 million. Reprofiling, on the other hand, has no explicit limit, but requests must meet eligibility equirements and are subject to certain conditions. Neither mechanism, however, supports long-term planning and management needs as stated in the CAR.
In response to the CAR recommendations, the Secretariat embarked on a pilot project involving four federal organizations: Agriculture and Agri-food Canada (AAFC), Foreign Affairs and International Trade Canada (DFAIT), the Royal Canadian Mounted Police (RCMP), and Fisheries and Oceans Canada (DFO). The pilot's objectives were as follows:
The NLA pilot project responds to the recommendations from the CAR and the OAG. Its objective, namely, improved overall effectiveness of capital spending, shows clear alignment with federal government priorities for delivering results to Canadians while maintaining fiscal discipline.
The evaluation of the pilot project demonstrates that departments see a need for a mechanism such as NLA to facilitate the management of federal government capital programs while taking into account the uncertainties faced in managing them. Both participating and non-participating departments believe that no other carry-forward mechanism provides more certainty and advantageous timing than NLA to enable overall effective project management.
The pilot project produced a strong base of qualitative evidence that shows progress on immediate outcomes including improved financial management, project management and risk management. Similarly, the evaluation found progress on intermediate outcomes, such as enhanced value for money, improved management decisions and optimal allocation of resources in investment plans.
The overall evidence, ranging from project-level benefits to increased rigour in governing and managing departmental capital asset investments, links better capital asset decisions to the pilot's design. These improvements were overwhelmingly attributed to the flexibility, timing and predictability provided by the pilot's non-lapsing mechanism, as follows:
Although results were not quantified, the evaluation did find that participating departments demonstrated behaviour that would generally be considered cost-effective, such as the following:
The following four options are proposed for discussion as a follow-up to the evaluation:
Since the evaluation demonstrates that the pilot was successful, the option of discontinuing the NLA mechanism without considering an alternative was not included.
It is recommended that the Secretariat review existing mechanisms to determine whether they can be modified to build in the flexibility, timing and predictability that resulted in the improved decision making under the NLA pilot. Based on the results of the evaluation and the review, the Secretariat would then determine which of the options (2, 3 or 4) should be implemented.
If the NLA pilot is continued or an existing alternative mechanism is enhanced (options 1 to 4), the following recommendations are made: