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Section III - SUPPLEMENTARY INFORMATION

Introduction

This section provides more detailed information on the financial and operational performance of the department. The tables and charts have been prepared in accordance with the Treasury Board guidelines. The financial information appearing in the tables below is in accordance with the Main Estimates, Supplementary Estimates and the Public Accounts.

Organization Chart

Public Works Government Services Canada

Organization Chart

Our Spending

Table 1.1: Comparison of Planned to Actual Spending


(In millions of dollars)
  2006-2007

  Planned
Spending
Total
Authorities
Actual

GOVERNMENT SERVICES  
Operating (including Special Purpose Allotments), Contributions and Statutory  
Gross 3,530.3 3,710.5 3,504.9
Less: Respendable 605.4 891.8 891.8

Net 2,924.9 2,818.7 2,613.1

Revolving Funds
Gross 1,392.0 1,398.0 1,526.3
Less: Respendable 1,400.5 1,400.5 1,536.1

Net Resources (Provided) (8.5) (2.5) (9.7)

DEPARTMENTAL TOTAL (Note 1) 2,916.4 2,816.3 2,603.4

Totals may not add up due to rounding.

FULL-TIME EQUIVALENTS 12,502 12,626 12,338


Note 1: Please note that this financial table has not been audited.

Table 1.2: Financial Performance Overview


The following explains the significant changes between planned spending, total authorities and actual spending in the Department for 2006-2007.
(In millions of dollars)
 
PLANNED SPENDING (2006-2007 Report on Plans and Priorities)
$2,916.4
  Secure Channel Project 94.2
  Operating Budget Carry Forward 40.4
  Statutory Adjustments (including EBP) 29.4
  Accommodation expenditures 28.8
  Collective Bargaining 27.2
  Government of Canada Marketplace Project and Acquisition Business Transformation 27.0
  Government contingencies - Centralized Costs 16.6
  Universal Child Care Benefit 8.4
  Access to Translation Bureau Revolving Funds accumulated Surplus to sustain funding for the Translation Bureau's investment program 6.0
  Information Technology Shared Services Organization implementation 5.2
  Multiple Projects Under $5M 2.3
  New requirements under the Policy on Internal Audit 0.6
  Real Property Special Purpose Allotment funding reprofiled (15.9)
  Capital funding reprofiled (67.5)
  Earmarked items not called or reprofiled (302.8)

  TOTAL AUTHORITIES $2,816.3

  Special Purpose Allotments Budget Lapse
  Real Property Services 81.5
  Receiver General Services 6.2
  Capital Funding Lapse 41.2
  Conversion Factor 40.2
  Operating Budget Lapse 27.1
  Frozen Allotments at year-end 9.0
  Other Adjustments 7.7

  ACTUAL SPENDING $2,603.4

 
In 2006-2007 the PWGSC managed, within its approved spending authorities, to deliver quality services and pursue efficiencies in all its operations. The Department maintained ongoing operations while implementing the transformation agenda and giving constant attention to client engagement on the Way Forward initiative.

The variance between total authorities and actual spending in the Votes is attributable to delays in staffing and project deliveries as well as deferral of capital purchases. The frozen allotment at year-end for the Shared Travel Services Initiative, along with a forced lapse to cover the conversion factor for Employee Benefit Plans and Health Care insurance costs in the Federal Accommodation and Holdings Special Purpose Allotment, are other factors of the year-end variance.

Five of the six revolving funds broke even or made profits in 2006-2007, with the exception of the Translation Bureau Revolving Fund which closed the year with a deficit, as pre-authorized by Treasury Board. Although the Consulting and Audit Canada Revolving Fund made a profit, a transfer from the operating budget was required in order to achieve its targets.

Table 1.3 Historical Comparison of Planned Spending to Actual Spending


(In millions of dollars)
  2006-2007

  Actual
2004-
2005
Actual
2005-
2006
Main
Estimates
Planned
Spending
Total
Authorities
Actual

GOVERNMENT SERVICES PROGRAM  
Operating (including Special Purpose Allotments), Capital, Grants and Contributions and Statutory Votes  
Quality Services
Gross Expenditures 2,044.5 2,083.5 2,168.8 2,516.3 2,363.8 2,200.6
Less: Respendable Revenues 456.5 436.3 278.4 278.4 472.3 472.3

Federal Accommodation and Holdings
1,588.0 1,647.2 1,890.4 2,237.9 1,891.5 1,728.3
 
Gross Expenditures 786.5 912.3 847.2 847.2 847.2 984.8
Less: Respendable Revenues 786.5 912.3 847.2 847.2 847.2 984.8

Real Property Services Revolving Fund  -   -   -   -   -   - 
 
Gross Expenditures 1.9 3.7 4.0 4.0 4.0 2.8
Less: Respendable Revenues 9.3 6.7 12.0 12.0 12.0 8.9

Real Property Disposition Revolving Fund (7.4) (3.0) (8.0) (8.0) (8.0) (6.1)
 
Gross Expenditures 174.4 235.4 193.1 195.3 227.7 230.0
Less: Respendable Revenues 40.8 55.2 40.9 40.9 60.5 60.5

Acquisition Services 133.6 180.2 152.2 154.4 167.2 169.5
 
Gross Expenditures 78.0 92.6 100.4 100.4 100.4 94.3
Less: Respendable Revenues 82.7 94.0 100.4 100.4 100.4 95.2

Optional Services Revolving Fund (4.7) (1.4)  -   -   -  (0.9)
 
Gross Expenditures  -   -   -   -   -   - 
Less: Respendable Revenues  -   -   -   -   -   - 

Defence Production Revolving Fund  -   -   -   -   -   - 
 
Gross Expenditures 444.5 501.1 283.6 283.3 459.3 455.1
Less: Respendable Revenues 177.3 219.0 140.1 140.1 196.0 196.0

IM/IT Services 267.2 282.1 143.5 143.2 263.3 259.0
 
Gross Expenditures 125.8 135.5 135.8 135.8 135.8 161.3
Less: Respendable Revenues 129.7 131.5 135.8 135.8 135.8 168.2

Telecommunications Services Revolving Fund (3.9) 4.0  -   -   -  (6.8)
 
Gross Expenditures 13.1 11.9 11.4 11.2 10.0 10.7
Less: Respendable Revenues 4.9 4.8 2.4 2.4 3.4 3.4

Receiver General Services 8.2 7.1 9.0 8.8 6.6 7.3
 
Gross Expenditures 3.7 4.4 3.6 3.6 4.6 4.4
Less: Respendable Revenues 2.6 2.9 1.8 1.9 2.6 2.6

Public Service Compensation Services 1.1 1.5 1.8 1.7 2.0 1.9
 
Gross Expenditures 58.3 64.3 44.1 43.6 40.9 40.0
Less: Respendable Revenues 11.0 14.8 11.2 11.3 9.2 9.2

Government Information Services 47.3 49.5 32.9 32.3 31.7 30.8
 
Gross Expenditures 35.7 31.3 22.4 22.2 39.8 38.3
Less: Respendable Revenues 10.2 15.4 12.2 12.2 22.9 22.9

Business Integration Services 25.5 15.9 10.2 10.0 16.9 15.5
 
Gross Expenditures 121.2 103.2 98.2 98.7 98.7 71.4
Less: Respendable Revenues 124.6 103.6 99.2 99.2 99.2 71.9

CAC Revolving Fund (3.4) (0.4) (0.4) (0.5) (0.5) (0.5)
 
Gross Expenditures 48.5 51.4 52.3 51.9 57.1 58.2
Less: Respendable Revenues  -   -   -   -   -   - 

Translation and Interpretation to Parliament, Conference Interpretation, Terminology 48.5 51.4 52.3 51.9 57.1 58.2
 
Gross Expenditures 193.1 195.7 205.9 205.9 211.9 211.7
Less: Respendable Revenues 199.7 204.9 205.9 205.9 205.9 207.1

Translation Bureau Revolving Fund (6.6) (9.2)  -   -  6.0 4.6
 
Gross Expenditures  -   -   -   -   -   - 
Less: Respendable Revenues  -   -   -   -   -   - 

Office of Greening Government Operations Services  -   -   -   -   -   - 
 

Total - Quality Services 2,093.4 2,224.9 2,283.9 2,631.7 2,433.8 2,260.8

Sound Stewardship
Gross Expenditures 60.4 58.8 35.5 35.1 56.9 53.3
Less: Respendable Revenues 1.7 1.7 1.4 1.4 2.0 2.0

Real Property Stewardship 58.7 57.1 34.1 33.7 54.9 51.3
 
Gross Expenditures 49.7 59.8 48.3 47.7 91.6 68.1
Less: Respendable Revenues 10.0 7.4 8.6 8.6 3.7 3.7

Supply Operations Stewardship 39.7 52.4 39.7 39.1 87.9 64.4
 
Gross Expenditures 37.9 14.5 13.4 10.4 15.0 15.0
Less: Respendable Revenues 5.0 3.2 0.6 0.6 0.8 0.8

IM/IT Stewardship 32.9 11.3 12.8 9.8 14.2 14.2
 
Gross Expenditures 124.3 130.5 148.6 148.2 155.8 146.0
Less: Respendable Revenues 14.2 14.2 21.3 21.3 18.0 18.0

Receiver General Stewardship 110.1 116.3 127.4 126.9 137.8 128.0
 
Gross Expenditures 33.3 35.2 31.5 31.3 41.0 39.7
Less: Respendable Revenues 6.9 6.9 3.6 3.6 7.8 7.8

Public Service Pay Stewardship 26.4 28.3 27.9 27.7 33.2 31.9
 
Gross Expenditures 61.4 68.1 64.1 64.3 77.8 75.9
Less: Respendable Revenues 44.3 48.9 44.1 44.1 52.6 52.6

Public Service Pension Stewardship 17.1 19.2 20.0 20.2 25.2 23.3
 
Gross Expenditures 6.8 10.2 18.6 18.2 18.6 20.3
Less: Respendable Revenues 0.2 0.2 0.1 0.1  -   - 

Government Information Stewardship 6.6 10.0 18.5 18.1 18.6 20.3
 
Gross Expenditures 48.9 44.3 43.9 43.9 40.7 40.7
Less: Respendable Revenues 40.2 38.2 38.5 38.5 34.6 34.6

Business Integration Performance Management 8.7 6.1 5.3 5.4 6.1 6.1
 
Gross Expenditures 2.5 2.5 2.4 2.5 2.4 2.4
Less: Respendable Revenues  -   -   -   -   -   - 

Translation Stewardship 2.5 2.5 2.4 2.5 2.4 2.4
 
Gross Expenditures  -   -  1.3 1.3 7.5 6.2
Less: Respendable Revenues  -   -   -   -  5.4 5.4

Office of Greening Government Operations Stewardship  -   -  1.3 1.3 2.1 0.7
 

Total - Sound Stewardship 302.7 303.2 289.4 284.7 382.4 342.6

Gross Expenditures 4,554.4 4,850.2 4,579.2 4,922.3 5,108.5 5,031.2
Less: Respendable Revenues 2,158.3 2,322.1 2,005.9 2,005.9 2,292.3 2,427.9

DEPARTMENT TOTAL (Note 1) 2,396.1 2,528.1 2,573.3 2,916.4 2,816.3 2,603.4

Less: Non-Respendable revenues 62.8 67.4 21.5 21.5 22.8 63.8
Plus: Cost of services received without charge 55.6 53.5 37.9 37.9 38.3 60.2

NET COST OF DEPARTMENT 2,388.9 2,514.2 2,589.7 2,932.8 2,831.8 2,599.8

FULL-TIME EQUIVALENTS (FTEs) 12,510 12,483 12,043 12,502 12,626 12,338


Totals may not add up due to rounding.

Note 1 : Please note that this financial table has not been audited.

Table 2: Resources by Government Service


(In millions of dollars)
  2006-2007

  Planned
Spending
Total
Authorities
Actual

GOVERNMENT SERVICES
Operating (including Special Purpose Allotments), Capital, Grants and Contributions and Statutory Votes
Real Property 2,263.6 1,938.4 1,773.5
Acquisitions 193.5 255.1 233.0
Information Technology 153.0 277.5 266.4
Receiver General and Public Service Compensation 185.3 204.8 192.4
Consulting, Information and Shared Services 50.4 50.3 51.1
Business Integration 15.4 23.0 21.6
Consulting and Audit Canada (0.5) (0.5) (0.5)
Translation Bureau 54.4 65.5 65.2
Office of Greening Government Operations 1.3 2.1 0.7

DEPARTMENTAL TOTAL(Note 1) 2,916.4 2,816.3 2,603.4


Totals may not add up due to rounding

Note 1: Please note that this financial table has not been audited.

Table 3: Voted and Statutory Items


(In millions of dollars)
  2006-2007

Vote or Statutory Item Vote or Statutory Wording Total Main Estimates Total Planned Spending(Note 1) Total Authorities(Note 2) Actual

1 Operating expenditures 2,154.8 2,141.6 2,365.4 2,201.3
5 Capital expenditures 342.6 654.8 298.0 256.7
10 Grants and contributions 3.6 47.7 45.4 45.4
(S) Minister of Public Works and Government Services - Salary and motor car allowance 0.1 0.1 0.1 0.1
(S) Contributions to employee benefit plans 80.6 80.6 107.4 107.4
(S) Real Property Services Revolving Fund  -   -   -   - 
(S) Real Property Disposition Revolving Fund (8.0) (8.0) (8.0) (6.1)
(S) Optional Services Revolving Fund  -   -   -  (0.9)
(S) Telecommunications Services Revolving Fund  -   -   -  (6.8)
(S) Consulting and Audit Canada Revolving Fund (0.5) (0.5) (0.5) (0.5)
(S) Translation Bureau Revolving Fund  -   -  6.0 4.6
(S) Defence Production Revolving Fund  -   -   -   - 
(S) Payment in lieu of taxes to municipalities and other taxing authorities  -   -  (0.3) (0.3)
(S) Refunds of amounts credited to revenue in previous years  -   -  1.9 1.9
(S) Spending of proceeds from the disposal of surplus Crown assets  -   -  1.0 0.6

DEPARTMENT TOTAL(Note 1) 2,573.3 2,916.4 2,816.3 2,603.4


Totals may not add up due to rounding. (S) = Statutory

Note 1: Please note that this financial table has not been audited.

Note 2: Total Planned Spending is the amount included in the Department's 2006-2007 Report on Plans and Priorities and indicates amounts planned at the beginning of the year.

Note 3: Total Authorities include the 2006-2007 Main Estimates plus Supplementary Estimates, transfers from Treasury Board Votes ( 5 - Government Contingencies - Paylist shortfalls: 10 - Government-Wide Initiatives and 15 - Compensation Adjustments) and other authorities.

Table 4: Services Received Without Charge


(In millions of dollars)

  Actual


Contributions covering the employer's share of employees' insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds) (Note 1) 52.3

Worker's compensation coverage provided by Human Resources and Social Development Canada
2.6

Salary and associated expenditures of legal services provided by the Department of Justice Canada
5.3

Total - 2006-2007 Services received without charge 60.2


Totals may not add up due to rounding.

Note: Please note that this financial table has not been audited.

Note 1: Includes employees' insurance premiums and expenditures paid by Treasury Board of Canada Secretariat for the salary portion spent in the Real Property special purpose allotment within Vote 1.

Table 5: Loans, Investments and Advances (Non-budgetary)


(In millions of dollars)
  Actual as of March 31

Program 2005 2006 2007

GOVERNMENT SERVICES
Seized Property Working Capital Account (Note 1) (2.8) (0.2) 2.0

OTHER
Miscellaneous accountable imprest and standing advances (Note 2) 16.1 20.8 10.7

Total - Loans, Investments and Advances (Note 3) 13.3 20.6 12.7


Totals may not add up due to rounding.

Note: Please note that this financial table has not been audited.

Note1: The Seized Property Working Capital Account was established by Section 12 of the Seized Property Management Act . The total amount authorized to be outstanding at any time is $50 million.

Note 2: The miscellaneous accountable imprest and standing advances represent amounts recoverable from all federal departments and agencies by the Receiver General. The total amount authorized to be outstanding at any time is $22 million.

Note 3: Further details on the above loans, investments and advances can be found in Volume 1 of the Public Accounts of Canada - Summary Report and Financial Statements.

Table 6: Sources of Respendable and Non-Respendable Revenue


(In millions of dollars)
  2006-2007

Government Services
Program Activity
Actual
2004-
2005
Actual
2005-
2006
Planned
Revenues
Total Authorities Actual

Respendable Revenues  
Real Property  
Federal Accommodation and Holdings
Rentals and Concessions 456.5 436.3 278.4 472.3 472.3
Real Property Stewardship 1.7 1.7 1.4 2.0 2.0
Real Property Services Revolving Fund  
Recoveries of disbursements on behalf of clients 619.5 742.3 678.3 678.3 831.4
Fee revenues from real property related common services 167.0 170.0 168.9 168.9 153.4

  786.5 912.3 847.2 847.2 984.8

Real Property Disposition Revolving Fund
 
Sales of real properties 9.3 6.7 12.0 12.0 8.9

Total – Real Property 1,254.0 1,357.0 1,139.0 1,333.5 1,468.0

Acquisitions  
Acquisition Services  
Major Crown Projects 8.3 12.1 6.6 13.0 16.9
Acquisitions 21.8 19.2 14.9 23.2 19.6
Canadian General Standards Board 2.3 2.1 1.8 2.4 2.3
Crown Assets Distribution (Note 1) 2.4 2.6  -   -  2.5
Seized Property Management 6.0 6.5 8.6 10.7 6.7
Others  -  12.7 9.0 11.2 12.5

  40.8 55.2 40.9 60.5 60.5
Supply Operations Stewardship 10.0 7.4 8.6 3.7 3.7
Optional Services Revolving Fund  
Traffic and Vaccine 72.6 83.3 90.0 90.3 85.8
Communication Procurement 3.6 4.5 4.1 2.9 3.1
Locally Shared Support Services 6.5 6.2 6.3 7.2 6.3

  82.7 94.0 100.4 100.4 95.2

Total – Acquisitions 133.5 156.6 149.9 164.6 159.4

Information Technology  
IM/IT Services 177.3 219.0 140.1 196.0 196.0
IM/IT Stewardship 5.0 3.2 0.6 0.8 0.8
Telecommunications and Informatics Common Services Revolving Fund 129.7 131.5 135.8 135.8 168.2

Total – Information Technology 312.0 353.7 276.5 332.6 365.0

Receiver General and Public Service Compensation  
Receiver General Services 4.9 4.8 2.4 3.4 3.4
Receiver General Stewardship 14.2 14.2 21.3 18.0 18.0
Public Service Compensation Services 2.6 2.9 1.9 2.6 2.6
Public Service Pay Stewardship 6.9 6.9 3.6 7.8 7.8
Public Service Pension Stewardship 44.3 48.9 44.1 52.6 52.6

Total – Receiver General and Public Service Compensation 72.9 77.7 73.3 84.4 84.4

Government Information  
Government Information Services 11.0 14.8 11.3 9.2 9.2
Government Information Stewardship 0.2 0.2 0.1  -   - 

Total – Government Information 11.2 15.0 11.4 9.2 9.2

Business Integration  
Business Integration Services 10.2 15.4 12.2 22.9 22.9
Business Integration Performance Management 40.2 38.2 38.5 34.6 34.6

Total - Business Integration 50.4 53.6 50.7 57.5 57.5

Consulting and Audit Canada  
Consulting and Audit Canada Revolving Fund 124.6 103.6 99.2 99.2 71.9

Translation Bureau  
Translation Bureau Revolving Fund  
Translation Services 195.9 200.7 201.4 201.4 202.7
Interpretation Services 2.7 2.9 3.5 3.5 3.0
Terminology Services 1.1 1.3 1.0 1.0 1.4

Total – Translation Bureau 199.7 204.9 205.9 205.9 207.1

Office of Green Government Operations  
Office of Greening Government Operations Services  -   -   -   -   - 
Office of Greening Government Operations Stewardship  -   -   -  5.4 5.4

Total Office of Green Government Operations  -   -   -  5.4 5.4

 Total Respendable Revenues 2,158.3 2,322.1 2,005.9 2,292.3 2,427.9

Non-Respendable Revenues  
Dry Docks 3.8 5.1 5.0 5.0 5.5
Miscellaneous non-tax revenues  
Seized Properties (Note2) 16.5 17.2  -   -  (4.4)
Other non-tax revenues 42.5 45.1 16.5 17.8 62.7

 Total Non-Respendable Revenues 62.8 67.4 21.5 22.8 63.8

DEPARTMENT TOTAL 2,221.1 2,389.5 2,027.4 2,315.1 2,491.7


Totals may not add up due to rounding

Note: Please note that this financial table has not been audited.

Note 1: Crown Assets distribution has been transferred to the appropriation as of April 01, 2004, as per Treasury Board decision number 831793.

Note 2: The 2006-2007 amount represents the variance between the amount paid to the shareholders of the program for the prior fiscal year and the sharing results for the current fiscal year to be paid at a future date.

Table 7.1: Real Property Services Revolving Fund

The financial statements of the Real Property Services Revolving Fund may be found on PWGSC's website at: http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/rmr-dpr-2006-2007-frsi-rpsrf-e.html

Table 7.2: Real Property Disposition Revolving Fund

The financial statements of the Real Property Disposition Revolving Fund may be found on PWGSC's website at: http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/rmr-dpr-2006-2007-frdi-rpdrf-e.html

Table 7.3: Defence Production Revolving Fund

The financial statements of the Defence Production Revolving Fund may be found on PWGSC's website at: http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/rmr-dpr-2006-2007-frpd-dprf-e.html

Table 7.4: Optional Services Revolving Fund

The financial statements of the Optional Services Revolving Fund may be found on PWGSC's website at: http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/rmr-dpr-2006-2007-frso-osrf-e.html

Table 7.5: Telecommunications Services Revolving Fund

The financial statements of the Telecommunications Services Revolving Fund may be found on PWGSC's website at: http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/rmr-dpr-2006-2007-frstd-tisrf-e.html

Table 7.6: Consulting and Audit Canada Revolving Fund

The financial statements of the Consulting and Audit Canada Revolving Fund may be found on PWGSC's website at: http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/rmr-dpr-2006-2007-frcvc-cacf-e.html

Table 7.7: Translation Bureau Revolving Fund

The financial statements of the Translation Bureau Revolving Fund may be found on PWGSC's website at: http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/rmr-dpr-2006-2007-frbt-tbrf-e.html

Table 8: Resource Requirements by Branch or Sector

Details of actual against planned spending by Branch/Sector and Program Activity are provided in Tables 1 and 2.

Table 9.1 User Fees - ATIP

Access to Information and Privacy


        2006-2007 Planning Years
User Fee Fee Type Fee-
setting
Authority
 Date Last Modified Forecast Revenue ($000)   Actual Revenue ($000)  Full Cost ($000)  Performance Standard  Perfor
-mance Results
 Fiscal Year  Forecast Revenue ($000)  Estimated Full Cost ($000)
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)
Other Products and Services (O) ATIA 1992 11.6K 11.75K 2.2M Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request. 83.3%

2007-2008

2008-2009

2009-2010

12.34K

12.96K

13.61K

2.31M

2.43M

2.55M

       

Total

11.6K

Total

11.75K

Total

2.2M

     

Total

38.91K

Total

7.29M

B) Date Last Modified:
N/A

C) Other Information:
It is the Department’s practice to waive fees where (a) the total reproduction costs that could be assessed amounts to less than $25; and (b) the legislative time limits have been exceeded by more than 6 months and the request contains a voluminous number of records. In 2006-2007, fees were waived in 60% of ATI requests completed, amounting to $5K waived.

In an effort to reduce the amount of paper copied, applicants can request that certain information be provided to them by electronic means, such as by diskette, CD or email. in order to reduce the amount of fees to be paid. In 2006-2007, 13% of responses to ATI requests were made by electronic means.


Canada Gazette


        2006-07  Planning Years
User Fee Fee Type Fee
-setting Authority
 Date Last Modified Forecast Revenue ($000)   Actual Revenue ($000)  Full Cost ($000)  Perfor-
mance Standard
 Perfor-
mance Results
 Fiscal Year  Forecast Revenue ($000)  Estimated
Full Cost ($000)
Subscription rates charged to external/private sector clients for printing and distributing the hardcopy version of the Canada Gazette

Regulatory (R)

Subscription fees are set in the Statutory Instruments Act assented to in 1971 Subscription fees last revised in 1985 150.9 35.91 220.02

Meet all the legislated publication deadlines for the Canada Gazette and meet the publication deadlines for each of our clients.

Achieve less than 1% error in all editions of the Canada Gazette.

100%: All notices were published within the legislated deadlines.

100%: The Canada Gazette met all its publication dates for all formats of the Canada Gazette.

100%: The error count was 0.053% which represents only 3 errors in 5,567 pages published.

2007-2008 Subscriptions

2008-2009 Subscriptions

2009-2010 Subscriptions

38.0

38.0

38.0

$220.0

$220.0

$220.0

Insertion fees charged to government and private sector clients meeting their legal obligation to publish in the Canada Gazette    

 

 

 

 

 

 

 

 

 

 

 
        Total
150.9
Total
35.91
Total
220.02
      Total
114
Total
660.03

B) Date Last Modified: Aug 29, 2007.

C) Other Information:
1. Subject to a departmental legal assessment, the Canada Gazette Directorate is reporting annually on the Subscription Fees charged to external/private sector clients as the User Fees Act does not apply to internal clients, i.e. other government departments or agencies. Therefore, although Canada Gazette subscription and insertion fees were included in the 2005-2006 Departmental Performance Report, information on insertion fees will no longer be included in this table as they fall under the contracting authority of the Minister of PWGSC.
2. These figures are only the direct costs of producing the documents.
3. These figures forecast only the direct costs of producing the documents.


Table 9.1 User Fees - Licensing and Certification

The departmental performance reports for 2004-2005 and 2005-2006 reported licensing and certification fees charged to external/private sector clients by the Canadian General Standards Board. A recent legal opinion found that these fees are not subject to the reporting requirements of the User Fees Act, and for this reason they are no longer reported in the Departmental Performance Report. Information on external service fees charged by the Canadian General Standards Board can be found at: http://www.pwgsc.gc.ca/cgsb/home/index-e.html.

Public Ports and Harbours – Esquimalt Graving Dock (EGD)


        2006-07  Planning Years
User Fee Fee Type Fee
-setting
Autho-rity
 Date Last Modified Forecast Revenue ($000)   Actual Revenue ($000)  Full Cost ($000)  Perfor
-mance Standard
 Perfor
-mance Results
 Fiscal Year  Forecast Revenue ($000)  Estimated Full Cost ($000)
Booking Regulatory (R) as per Esquimalt Graving Dock Regulations, 1989 (SOR/89-332 and SOR/95-462 Order-in-Council 1995 See Note 2 140.0

See Note 2

No costs were incurred by other departments in support of the fee activity

EGD meets on a regular and on-going basis with its tenant clients to ensure customer service and client needs are met. Last fiscal EGD met on a formal basis every other month (6 times/yr) with all tenant clients. Additionally, all major vessels were met prior to departure to ensure needs were met.

2007-2008

2008-2009

2009-2010

See Note 2

See Note 2

No costs were incurred by other departments in support of the fee activity

Draining 145.0
Dockage for a vessel per unit of gross tonnage (minimum 2500 tons), per day 1,480.7
Dockage for cargo on board per tonne of cargo, per day -
Berthage at North Landing Wharf, per metre, per day (a) working vessels 155.8
Berthage at North Landing Wharf, per metre, per day (b) non-working vessels 3.1
Berthage at South Jetty, per metre, per day 122.4
Storage of cargo, building materials, equipment or machinery, per tonne, per day 4.3
Top wharfage, per tonne (minimum 50 tonnes) (one-time charge) 0.1
Crane per hour (a) with light hook 688.4
Crane per hour (b) with main hook, up to 50 tonne lift 70.4
Crane per hour (c) with main hook, over 50 tonne lift 21.0
Mobile Crane, per hour (a) 9-tonne crane 99.4
Mobile Crane, per hour (b) 20-tonne crane 0.8
Forklift per hour 0.7
Air Compressor, per manifold hour 541.6
Motor work boat, per hour 2.1
Fresh water, per cubic metre 33.0
Electric power, per kilowatt hour 867.0
Parking, per section, per shift 82.6
Tie-up and letting go 5.6
Flood-lights (a) per standard (high mast), per hour -
Flood-lights (b) per caisson (4 lights), per hour  - 
Overtime labour of dry-dock employees, per employee, per hour 260.2
Commissionaire service, per employee, per hour 201.1
Other User Fees (see Additional Tariff Items below) Other Products and Services (O) Order-in-Council 1995 See Note 2 617.2

See Note 2

No Costs were incurred by other departments in support of the fee activity

EGD meets on a regular and on-going basis with its tenant clients to ensure customer service and client needs are met.

Last fiscal EGD met on a formal basis every other month (6 times/yr) with all tenant clients. Additionally, all major vessels were met prior to departure to ensure needs were met.

2007-2008

2008-2009

2009-2010

See Note 2

See Note 2

No costs were incurred by other departments in support of the fee activity

       

Sub-total (R)

Sub-total (O)

Sub-total (R)
4,925.3

Sub-total (O)
617.2

Sub-total (R)

Sub-total (O)

 

 

Sub-total

Sub-total

Sub-total

2007-2008
5,600.0

2008-2009
5,800.0

2009-2010
6,000.0

2007-2008
10,004.0

2008-2009
12,382.7

2009-2010
22,253.0

        Total
Total
5,542.5
Total
9,027.6
      Total
17,400.0
Total
44,640.4

B) Date Last Modified: No substantial modification has been made since March 31, 2004.

C) Other Information:

Note 1: Revenue forecast assumes no rate increase during planning horizon. Submission to change rates currently under way.

Note 2: Since revenues are not forecasted and costs are not calculated based on individual fee items, only the total figures are provided for all user fees at the EGD.


Public Ports and Harbours – Esquimalt Graving Dock Additional Tariff Items


TARIFF ITEMS UNIT RATE
1" Rope $240.00 / ea
16 Grit Abrasive $0.60 / lb
16 Grit Abrasive $0.60 / lb
18 Grit Abrasive $0.60 / lb
24/25 Grit Abrasive $0.60 / lb
Administration $100.00 / hr
Air compressor(secondary) $25.00 / hr
Air compressor(portable) $8.00 / hr
Aluminum Oxide $0.80 / lb
Aluminum Oxide,"A" Grade $0.80 / lb
AVAC $40.00 / hr
Berthage at Jenkins Footprint $0.00 / m-d
Berthage at S. Jetty (working vessel) $2.75 / m-d
Berthage at Tug Wharf $2.50 / m-d
Boat Rental $55.00 / hr
Bond $10,000.00 / ea
Brown Aluminum Oxide (All Grades) $0.80 / lb
Clean up $1,000.00 / ea
Commissionaire service (new rate) $317.21 / d
Damages $1,000.00 / ea
EBE 250V - SP10 $1.20 / ft2
EBE 250V - SP5 $1.30 / ft2
EBE 250V - SP6 $1.10 / ft2
EBE 250V - SP7 $1.00 / ft2
EBE 350 DECK $0.70 / ft2
EBE 350 (Deck) - SP10 $0.91 / ft2
EBE 350H - SP10 $0.91 / ft2
EBE 350H - SP5 $1.58 / ft2
EBE 350H - SP6 $0.70 / ft2
EBE 350H - SP7 $0.53 / ft2
EBE 350V - SP10 $1.75 / ft2
EBE 350V - SP5 $2.10 / ft2
EBE 350V - SP6 $1.30 / ft2

 


TARIFF ITEMS UNIT RATE
EBE 350V – SP7 $0.60 / ft2
EBE 500 DECK $1.00 / ft2
EBE 500H - SP10 $1.30 / ft2
EBE 500H - SP5 $2.25 / ft2
EBE 500H - SP6 $1.00 / ft2
EBE 500H - SP7 $0.75 / ft2
ENVIROBLAST 500VH $150.00 / hr
EBE 500V - SP10 $2.00 / ft2
EBE 500V - SP5 $2.25 / ft2
EBE 500V - SP6 $1.50 / ft2
EBE 500V - SP7 $0.75 / ft2
EBE A-Vac $40.00 / ft2
EBE Operator $0.15 / ft2
Fine $100.00 / ea
Freight $155.48 / ea
Lease $398.00 / m2
Miscellaneous $7,500.00 / ea
Miscellaneous Parts $7,500.00 / ea
Road Sweeper $55.00 / hr
Property lease $2,916.68 / ea
S360 Steel shot $0.60 / lb
S390 Steel shot $0.60 / lb
S460 Steel shot $0.60 / lb
Service Charge $55.00 / hr
Shackles $29.45 / ea
Short term lease $3.33 / m2
Storage by Area $3.33 / m2
Storage by Weight $1.00 / t/day
Supplementary Charge $0.67 / ft2
Thimbles $3.28 / ea
Vessel on EDC Floating Drydock $0.00 / month
350 VH $2,500.00 / day
   

Public Ports and Harbours – Selkirk Marine Railway Dry Dock


        2006-07  Planning Years
User Fee Fee Type Fee
-setting
Autho-rity
 Date Last Modified Forecast Revenue ($000)   Actual Revenue ($000)  Full Cost ($000)  Perfor
-mance Standard
 Perfor
-mance Results
 Fiscal Year  Forecast Revenue ($000)  Estimated Full Cost ($000)
See Tariff Items below Regulatory (R) as per Selkirk Marine Railway Dry Dock Regulations, 1989 (SOR/89-331) Department of Public Works and Government Services Act (1996, c.16)

1989

PC 1989-1198

15.0

See Note 1

15.0

See Note 1

62.4

See Note 1

No costs were incurred by other departments in support of the fee activity

The user fees were introduced prior to March 31, 2004. Performance standards have not yet been established as contracts are established on an individual custom basis. Selkirk Marine Railway Dry-dock services are responsive to, and satisfy the specific needs of each external user, in accordance with the Selkirk Marine Railway Dry-dock regulations.

2007-2008

2008-2009

2009-2010

17.7

17.7

17.7

143.0

50.4

51.3

        Sub-total (R)
15.0
Sub-total (R)
15.0
Sub-total (R)
62.4
   

Sub-total

Sub-total

Sub-total

2007-2008
17.7

2008-2009
17.7

2009-2010
17.7

2007-2008
143.0

2008-2009
50.4

2000-2010
51.3

        Total
15.0
Total
15.0
Total
62.4
      Total
53.1
Total
244.7

B) Date Last Modified: No substantial modification has been made since March 31, 2004.

C) Other Information:

Note 1: Since revenues are not forecasted and costs are not calculated based on individual fee items, only the total figures are provided for all user fees.


Public Ports and Harbours – Selkirk Marine Railway Dry Dock Tariff Items


TARIFF OF DOCK CHARGES
ITEM SERVICES AND FACILITIES DOCK CHARGES ($)
Entry fee 655.00
Setting up keel and bilge blocks 655.00
Hauling out vessel 515.00
Launching vessel 515.00
Accommodation of vessel in the dry dock per day, per unit of gross tonnage 1.05
Fee for the winter term, one vessel 6,000.00
Fee for the winter term, tow vessels, per vessel 3,000.00
Additional charge pursuant to subsection 36(1) up to a maximum of $1000.00 per day, per unit of gross tonnage 1.80

Table 9.1: User Fees – Translation Bureau – Registration for listing as pre-qualified suppliers

The departmental performance reports for 2004-2005 and 2005-2006 reported registration fees for listing as pre-qualified suppliers with the Translation Bureau. A recent legal opinion found that these fees are not subject to the reporting requirements of the User Fees Act, and for this reason they are no longer reported in the Departmental Performance Report.

Table 9.2: Policy on Service Standards for External Fees

As of 2006-2007, Table 9.2: Service Standards for External Fees will no longer be included in the print copy of the DPR. An electronic version of this table can be found at: http://www.tpsgc-pwgsc.gc.ca/reports/text/dpr_2006-2007/fu-exf-e.html.

Table 10: Progress Against the Department's Regulatory Plan

No major regulatory initiatives have been undertaken by PWGSC in 2006-2007.

Table 11: Details on Project Spending


(In millions of dollars)

Project Current Estimated
Total Cost
Actual
2004-
2005
Actual
2005-
2006
Planned
Spending 2006-2007
Total
Authorities (at March 31, 2007)
Actual 2006-2007

REAL PROPERTY SERVICES  
Office Accommodation Projects  

Nova Scotia  
Halifax - New Government of Canada Building, Bedford Institute of Oceanography - Construction (PPA)2 2.8 0.4 0.0 0.5 4.0 0.3
Halifax - New Royal Canadian Mounted Police Government of Canada Building - Construction (PPA) 1 57.6 1.0 2.3 2.7 8.5 1.0
Prince Edward Island  
Charlottetown - Proposed Government of Canada Building - Construction (EPA) 50.2 2.7 13.8 20.5 50.3 19.4
Quebec  
Montreal - 740 Bel-Air Street - Construction (EPA) 54.7 17.4 25.0 2.1 60.3 2.0
National Capital Region (Quebec)  
Gatineau - Laurier Tach Garage - Renovation (EPA) 6 61.5 12.0 13.4 12.9 61.5 11.6
National Capital Region (Ontario)  
Ottawa - Federal Judicial Building - New Construction (PPA)1 157.7 3.3 0.1 0.2 16.0 0.0
Ottawa - Skyline Campus - Renovation and Federal Occupancy 3 105.8 4.3 7.4 20.0 105.8 9.3
Ottawa - Central Heating and Cooling Plant - East Tunnel Replacement (PPA)1 31.1 0.2 0.0 0.5 1.8 0.2
Parliamentary Precinct  
Ottawa & Gat, Que - Library of Parliament - Conservation, Rehabilitation and Upgrade (EPA) 127.9 25.2 17.5 12.4 127.9 7.4
Ottawa - West Block - Renovation (PPA)3 769.2 4.4 15.3 35.0 177.7 13.5
Ottawa - Site Infrastructure - New Construction (PPA)3 82.5 0.3 0.1 0.0 4.6 0.0
Ottawa - Wellington Building - Renovation (PPA)3 150.1 0.5 0.7 0.5 7.4 1.0
Ottawa - Bank Street - New Construction (PPA) 1, 2 &3 18.9 0.1 0.1 0.0 18.9 0.0
Saskatchewan  
Regina - Government of Canada Building - New Construction (EPA) 47.8 5.8 20.0 13.4 47.8 4.7
British Columbia  
Surrey - Royal Canadian Mounted Police "E" Division Headquarters, Purchase Land and Crown Construct (PPA)1 204.0 6.6 2.5 0.7 13.7 0.8

Non-Office Accommodation Projects6  

Parliamentary Precinct  
Ottawa - Portrait Gallery of Can. - Renovation (EPA) 2,5 32.3 0.9 2.7 13.2 32.3 0.8

Lease Accommodation Projects  

National Capital Region (Ontario)  
269 Laurier Avenue West, Ottawa, (LPA) 29.1 0.5 5.1 22.9 112.8 24.0
131 Queen Street, Ottawa, (LPA)3 166.3 0.5 4.3 32.4 166.3 39.2
181 Queen Street, Ottawa, (LPA)3 59.9 8.4 6.4 6.7 59.9 6.3
Ontario  
180 Queen Street West, Toronto, (LPA) 239.0 0.8 9.3 17.8 0.8 12.8
277 Front Street East, Toronto, Lease (LPA) 75.5 0.1 0.3 0.7 0.8 0.2

Engineering Assets Projects  

Newfoundland and Labrador  
Argentia - Environmental remediation (EPA) 93.5 3.9 6.0 7.0 93.5 4.8
National Capital Region (Quebec)  
Laniel Dam - Reconstruction (EPA) 21.7 0.7 2.9 12.6 21.9 6.7
National Capital Region (Ontario)  
Between Ott. & Gat - Alexandra Bridge - Renovation/Deck Replacement (PPA)1 18.6 0.4 0.5 0.6 2.1 0.3

INFORMATION TECHNOLOGY

IT Shared Services  
ITSS - Proof of Concept 15.4 N/A N/A 5.6 5.2 4.9

PUBLIC SERVICE COMPENSATION

Pension Modernization Project 115.17 3.6 5.6 7.98 18.48 7.8

CORPORATE MANAGEMENT - FINANCE

Financial Systems Transformation Project9 62.6 N/A N/A 16.7 13.7> 10.9


1: Current Estimated Total Cost has been reduced to the PPA Approved amount.

2: Project currently deferred.

3: Additional information is available in the Status report on Major Crown Projects (Table 12).

4: Project closed – transferred to Library and Archives Canada.

5: Transferred from National Capital Area to Parliamentary Precinct.

6: Current Estimated Total Cost has been reduced to the EPA amount.

7: This figure reflects the amount approved by TB at PPA, which was still in effect as of March 31, 2007. It should be noted that subsequent to the end of FY 2006-2007, on June 13, 2007, the project received EPA, revising the Estimated Total Cost to $203.1.

8: These figures represent the authorities for the Definition Phase of the project, last revised and approved by TB on March 29, 2007.

9: TB decision approved EPA for $59.6 million, which excludes the $3 million pre-development costs.

Table 12: Status Report on Major Crown Projects

a. Long Term Vision and Plan for the Parliamentary Precinct

The Long-Term Vision and Plan (LTVP) for the Parliamentary Precinct was originally approved in 2001. In May 2005, Cabinet instructed the Minister of PWGS to return by December 2006 with options to reorganize the LTVP and its associated costs. The revised LTVP was completed by PWGSC in a consultation process with the Parliamentary Partners: the Senate, the House of Commons and the Library of Parliament. The LTVP was completed and approved in June 2007. The plan is a framework that provides direction for the renewal of Canada's seat of government - the Parliamentary Precinct. The revised LTVP builds on the strengths of the original LTVP and reconfirms the original vision of balancing the evolving functional needs of parliamentarians and other users with the overriding commitment to preserve the historic, environmental and symbolic primacy of the site.

The new implementation framework is focused on achieving the long-term vision through five-year programs of work that have three components:

  • The major capital component of the first five-year program of work will focus on advancing the critical West Block Renovation Program. The West Block Renovation Program includes the renovations of the La Promenade, the Wellington Building and the Bank of Montreal Building;
  • The recapitalization component is aimed at rehabilitating the Centre Block roof and towers and refurbishing the exterior masonry of the East Block (1867 wing) as well as the Confederation Building to address the most serious deterioration. This will extend the life cycle of the buildings and make future restoration projects less complicated, faster and less expensive, and:
  • The planning component will focus on developing more refined plans and cost estimates for projects in later phases, including the restoration of the East and Centre Block buildings, a new committee/office building  – West Terrace Pavilion, a new Security and Visitor Services facility and use of 100 Wellington Street.

In addition to a new implementation framework that enables us to set both long-term direction and achieve immediate priorities, the revised LTVP has strong new oversight and accountability measures that will ensure effective management of the costing, planning and scheduling of the LTVP. This requires new government approvals every five years, annual reports to the Treasury Board Secretariat and quarterly report cards to the Minister of PWGSC and the Parliamentary Precinct Oversight Advisory Committee.

Further information on this subject may be found on the PWGSC website at:
http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/rpe-cpt-e.html

b. Conservation, Rehabilitation and Upgrade of the Library of Parliament

The scope includes the rehabilitation of the main library building on Parliament Hill, fit-up of swing space locations, and building components and connectivity for all locations. The project is the first in the 2001 Long-Term Vision and Plan for the Parliamentary Precinct, although the project has been under way since 1995. The objective is to renew the main library building for at least another 50 years so that it may continue as a functioning library and significant tourist attraction. The work involves full rehabilitation from the weathervane to the foundation, including the excavation of three new basement levels. The total approved budget is $127.9 million.

Further information on this subject may be found on the PWGSC website at:
http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/rpe-cpt-e.html

c. Bank Street Building (New Parliamentary Precinct Building)

The purpose of this project was to construct a new Parliamentary Precinct building of about 20,500 square metres, to include 39 offices for Senators, 12 modern committee rooms and support spaces for the House of Commons, plus an additional 10,000 square metres for a 300-car underground parking garage. This building was identified as a priority in the Long-Term Vision and Plan for the Parliamentary Precinct. It would allow parliamentary functions to be located within the Parliamentary Precinct while other parliamentary buildings badly in need of renovations are vacated.

This project was put on hold in December 2003 while the government conducted an expenditure review. In May 2005, the West Block Renovation Program, which was originally scheduled within Phase 2 of the LTVP, was advanced to Phase 1 due to the accelerated deterioration of the masonry and health and safety concerns related to asbestos. As a result of the rescheduling of the West Block project, the architectural design competition for the Bank Street Building was cancelled in June 2005, and the Bank Street Building and Site Infrastructure projects were suspended pending a review of the overall LTVP. The cost estimate at the time the project was put on hold was $325.1 million.

Further information on this subject may be found on the PWGSC website at:
http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/rpe-cpt-e.html

d. Wellington Building Renovation Project

The Wellington Building is a classified heritage building that is located at 180 Wellington Street, across from Parliament Hill. It is a six-storey structure built in 1925. Metropolitan Life Insurance Company completed the last major renovation in 1959. The House of Commons has been the major tenant since the Crown expropriated the building in 1973.

Renovations are required for health and safety reasons, to replace obsolete building systems and to meet current building code requirements. The planned start of construction is in December 2009, with completion of the committee rooms scheduled for July 2013. The building will be completely vacated during the renovations. The current cost estimate is $279.1 million.

The work will be completed in two phases to expedite project delivery.

This project is a key enabler of the West Block Building Renovation Program, because during renovations the Wellington building will provide interim accommodations for the West Block committee rooms.

Further information on this subject may be found on the PWGSC website at:
http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/rpe-cpt-e.html

e. West Block Renovation Project

The West Block is a classified heritage building that is located on Parliament Hill. It is the oldest of the parliamentary buildings forming a triad with the Centre Block and the East Block. It provides accommodation for Members of Parliament and for parliamentary functions. The building requires major renovations for health and safety and asset integrity reasons.

The renovation project was initiated in 1992 under the Parliamentary Precinct Long-Term Construction Program and received EPA in February 1997. In 1998, the project was put on hold and was subsequently placed under Phase 2 of the June 2001 Long-Term Vision and Plan (LTVP) for the Parliamentary Precinct. However, due to the accelerated deterioration of the masonry walls and the high risk of friable asbestos in the ceiling plenum, in May 2005, Cabinet approved advancing the major renovations to Phase 1 of the LTVP.

Construction will be undertaken in phases. Emergency stabilization will involve the erection of scaffolding around the towers to eliminate the risk of collapse. Engineered stabilization work, as well as repairs and conservation of the masonry, will follow.

Implementation of the subsequent Program will be carried out in two phases. Stage 1 will focus primarily on the provision of interim space that will allow the progressive vacating of the West Block Building, as well as a limited amount of exterior masonry repairs. The building will be vacated during phase 2. Occupants will be relocated to swing space during Stage 1 and for the duration of Stage 2 work.

In June 2005, Treasury Board granted Revised PPA in the amount $769.2 million (indicative estimate, current dollars, excluding GST) including swing space. In December 2006 and February 2007, an EPA of $235 million (excluding GST) for the Stage 1 projects as well as $17.2 million spending authority to advance the planning and design of the Stage 2 projects were also approved.

Further information on this subject may be found on the PWGSC website at:
http://www.tpsgc-pwgsc.gc.ca/reports/text/dpr_2006-2007/rpe-cpt-e.html

f. Pension Modernization Project

The Government of Canada Pension Modernization Project (GCPMP) is a major component of PWGSC's Transformation of Pension Administration agenda. The purpose of this project is to renew PWGSC's pension administration systems and services, and transform its business processes. This will allow PWGSC to provide industry standard pension administration services to employees, employers and pensioners.

PWGSC's approximately 40-year-old systems and business-process infrastructure for pension administration is in grave need of renewal. The limited capabilities of existing processes and the archaic technology of the legacy systems severely compromise PWGSC's ability to sustain current service levels. As well, they severely limit PWGSC's ability to offer future services that are comparable to the delivery performance and cost-effectiveness of industry leaders.

Employers are looking to provide better and broader services to their employees. Demographic trends indicate that by 2016, approximately 40% of the current public service will have become eligible for retirement. As a result, increasingly large numbers of employees are seeking retirement counselling and want access to capabilities that allow them to analyze their pension benefit options. Similarly, demands for enrolment services are increasing as new employees are hired to replace retirees. At the same time, pension administration business units face significant losses of experienced, trained personnel, as approximately 42% of the compensation trainers, supervisors, managers and coaches will be eligible to retire by the fall of 2009.

The GCPMP has completed its Project Definition Phase. A Requirements Mapping and Gap Analysis for the business and technical requirements and a proposed solution were completed in the spring of 2006. This exercise included the mapping of the future business processes as well as the core processes built into the solution’s commercial products. The project team also completed the preliminary system design and implementation planning, developed substantive estimates, and submitted a Treasury Board submission seeking effective project approval, which was received in June 2007. The project is now beginning its Implementation Phase activities, which are expected to take 4 years to complete.

Further information on the Pension Modernization Project may be found on the PWGSC website at:
http://www.tpsgc-pwgsc.gc.ca/reports/text/dpr_2006-2007/rpe-cpt-e.html

 

Table 13: Details on Transfer Payment Programs


(In millions of dollars)
  2006-2007

  Actual
2004-
2005
Actual
2005-
2006
Planned
Spending
Total
Authorities
Actual

GOVERNMENT SERVICES  
Federal Accommodation and Holdings  
GRANTS
Municipalities and Other Taxing Authorities (Note 1) 0.81 1.16  -   -  (0.27)
Grants in support of activities and projects to increase the understanding and appreciation of Canadian identity and to develop social awareness  -   -  1.00  -   - 

  0.81 1.16 1.00  -  (0.27)

CONTRIBUTIONS  
Argentia Management Authority (Note 2)  -  4.00 1.17 1.27 1.25
Divestiture of the Trois-Rivires harbourfront park (Note 2)  -  5.07  -   -   - 
Divestiture of the 3 Dams (Laniel, Kipawa and Des Quinze)  -   -   -  44.12 44.12
Canadian Standards Association  -   -  0.012 0.012 0.012
Contributions in support of activities and projects to increase the understanding and appreciation of Canadian identity and to develop social awareness  -   -  1.45  -   - 

   -  9.07 2.63 45.40 45.38

TOTAL FEDERAL ACCOMMODATION AND HOLDINGS 0.81 10.23 3.63 45.40 45.11

Total Transfer Payments 0.81 10.23 3.63 45.40 45.11


Totals may not add up due to rounding.

Note 1: Funding for Payments to Municipalities and Other Taxing Authorities was devolved to the applicable custodial departments. The figures reported represent payments not recovered by year-end from custodial clients.

Note 2: The 2005-2006 Actual amount was adjusted to reflect the amount published in the 2005-2006 Public Accounts of Canada.

 

Table 14: Conditional Grants (Foundations)

PWGSC is not responsible for administering conditional grant funding agreements.

Table 15: Financial Statements of Departments and Agencies

Financial Statements are prepared in accordance with accrual accounting principles. The unaudited supplementary information presented in the financial tables in the DPR is prepared on a modified cash basis of accounting in order to be consistent with appropriations-based reporting. Note 3 on page 111 of the financial statements reconciles these two accounting methods.

Consistent with our commitment to deliver a more robust financial management framework, PWGSC is moving towards the implementation of the government-wide Audited Departmental Financial Statements Initiative (ADFSI). The readiness assessment exercise and the implementation action plan for this initiative are both completed. At the same time, PWGSC is implementing a new integrated financial and materiel management system. This system is on schedule to be implemented in fiscal year 2008-2009. Given that system control documentation and assessment are important contributors to the success of the ADFSI, PWGSC will experience some delays in obtaining an audit opinion on its financial statements.
Consolidated Departmental Financial Statements 2006-2007

Table 16: Responses to Parliamentary Committees and Audits and Evaluations for 2006-2007


Response to Parliamentary Committees
Government Response to the Eighth Report of the Standing Committee on Public Accounts Entitled "Chapter 7, Acquisition of Leased Office Space of the May 2006 Report of the Auditor General of Canada"
Further information may be found on the website located at:
http://cmte.parl.gc.ca/cmte/CommitteePublication.aspx?COM=10466&Lang=1&SourceId=173138


Responses to the Auditor General of Canada and the Commissioner of the Environment and Sustainable Development (CESD)
Auditor General
2006 May Report
Chapter 1 - Managing Government: Financial Information
The objective was to assess the extent to which departments and agencies have addressed the key internal financial control weaknesses we identified in the 2001, 2002, and 2003 control assessments. The assessments were conducted as part of the audit of the federal government's summary financial statements. The objective of that audit was to report on the fairness of the presentation of the summary financial statements.
Recommendation No recommendation
Auditor General
2006 May Report
Chapter 3 - NATO Flying and Training Canada
The objective was to determine how well National Defence has progressed in its management of the NATO Flying Training in Canada program since the 2002 audit. The audit examined whether the Department was getting back what is owed to the Crown and if the pilot training program is meeting requirements.
Recommendation 3.18 PWGSC and National Defence should begin action to ensure that compensation is received in a timely manner.
Departmental Response http://www.oag-bvg.gc.ca/domino/reports.nsf/html/20060503ce.html
Auditor General
2006 May Report
Chapter 4 - Canadian Firearms Program
The objective was to assess the progress the Centre has made in addressing our 2002 recommendation aimed at the Department of Justice and in managing the Canadian Firearms Program.
Recommendation 4.88 PWGSC should review how client departments use the contracting tools it has developed. It should be able to provide assurance that its tools are not being used to circumvent contracting policies and regulations.
Departmental Response http://www.oag-bvg.gc.ca/domino/reports.nsf/html/20060504ce.html
Auditor General
2006 May Report
Chapter 7 - Acquisition of Leased Office Space
The objectives were to assess the progress PWGSC has made in responding to the observations and recommendations in the December 2002 Report, Chapter 8, and to assess whether the Department has adequately incorporated principles of risk management into its strategic planning for acquiring leased office space.
Recommendations 7.20 In its Departmental Performance Report, PWGSC should include progress against projected savings and the cost of those instances where the most cost-effective accommodation option was either not accepted or not enforced.
7.28 The Treasury Board Secretariat and PWGSC should ensure that funding methods support the selection of the most cost-effective option that meets the long-term accommodation requirements.
7.37 PWGSC should continue to improve the availability, accessibility, and reliability Public Works and Government Services Canada 130 Departmental Performance Report 2006-2007 Quality Services Sound Stewardship of information to support sound decision making for real property investments. 7.53 PWGSC should continue its efforts to develop guidance and to implement continuous risk management as part of the process for acquiring office accommodation, and provide staff with the necessary training in risk management.
Departmental Response http://www.oag-bvg.gc.ca/domino/reports.nsf/html/20060507ce.html
Auditor General
2006 May Report
Chapter 9 - Government Decisions Limited Parliament's Control of Public
Spending
The objective was to assess the government's management of the decision not to seek Supplementary Estimates for the Canada Firearms Centre in 2003–2004 and the accounting treatment it used for the related transactions.
Recommendation No recommendation
CESD
2006 September Report
Chapter 4 - Sustainable Development Strategies
The objective was to assess the actions of 21 departments and agencies in implementing 39 commitments in their sustainable development strategies.
Recommendation No recommendation
CESD
2006 September Report
Chapter 5 - Environmental Petitions
The objective of this chapter is to inform Parliament and Canadians on the use of the petitions process and monitoring of commitments and statements made in response to petitions.
Recommendation 5.54 Natural Resources Canada, Environment Canada, and PWGSC, in consultation with the Treasury Board Secretariat, should establish an appropriate management structure (for example, identification of a lead department) to manage the Purchase of Electricity from Renewable Resources program. The appropriate management structure should review program objectives and priorities for the purchase of green power within the context of broader initiatives such as the Green Procurement Policy, the national renewable energy strategy currently under discussion, and the Federal House in Order commitment to reduce greenhouse gas emissions in federal operations; set appropriate targets and timelines; secure funding for an appropriate period of time to enable suppliers to finance the development of new green power facilities; and report on progress annually to Parliament and to the public.
Departmental Response http://www.oag-bvg.gc.ca/domino/reports.nsf/html/c20060905ce.html
Auditor General
2006 November Report
Chapter 2 - Expenditure Management System in Departments
The general objective was to determine whether departments have effective procedures to ensure that spending complies with direction from the government centre and meets program funding requirements.
Recommendation No recommendation
Auditor General
2006 November Report
Chapter 3 - Large Information Technology Projects
The objectives were to determine: whether the process for reviewing and approving projects was sufficiently rigorous; whether the business cases and the project charters for the projects that were examined had clearly identified the expected results, and how they would contribute to meeting the business needs of the government and the sponsoring department; and whether the projects were managed effectively.
Recommendations 3.61 Government departments and agencies should improve their internal quality reviews of IT projects. Senior departmental executives should review the key decision documents that are produced to support the IT project and ensure that the analysis is thorough and supportable before signing off on the submission.
3.89 Before seeking effective project approval, departments and agencies should prepare a business case that includes, at a minimum, precise and measurable objectives; a full analysis of options, benefits, costs, and risks; and an implementation plan.
3.90 The Treasury Board Secretariat should improve the requirements for sound business cases prepared by departments and agencies to ensure that they include, at a minimum, precise and measurable objectives; a full analysis of options, benefits, costs, and risks; and an implementation plan.
3.98 At the start of a project, departments and agencies should clearly demonstrate that their organization is ready to accept the business transformation that comes with the project and has the capability and commitment to successfully deliver the project. Specifically, departments and agencies should analyze their track record in completing projects of similar size and complexity; completing skills appraisals and plans to address shortfalls; planning for business preparation, transition, and operational phases; and considering key stakeholder buy-in and commitment.
Departmental Response http://www.oag-bvg.gc.ca/domino/reports.nsf/html/20061103ce.html
Auditor General
2006 November Report
Chapter 4 - Proper Conduct of Public Business – Public Safety and Emergency Preparedness Agencies
The objectives were to determine: the adequacy of the design and operation of programs supporting ethical conduct and awareness of ethical problems in areas that have an impact on resource management; the adequacy of the design and operation of processes in place to respond to internal disclosures made by employees within an organization; whether internal audit adequately supports compliance; and whether controls on contracting, acquisition cards, and overtime and leave are adequate.
Recommendation No recommendation
Auditor General
2006 November Report
Chapter 5 - Relocating Members of the Canadian Forces, RCMP, and Federal
Public Service
The objectives were to determine whether: the contracts for the Integrated Relocation Program were awarded according to the Treasury Board Contracting Policy, government contracting regulations, and the PWGSC Supply Manual; whether the contracts were managed and administered according to the terms and conditions of government and departmental relocation policies; and whether the Treasury Board Secretariat and the departments involved established performance measures to demonstrate and report that objectives of the program are being met.
Recommendations 5.40 For significant and high-risk proposals, PWGSC should ensure that more than one person evaluates the financial component of bids.
5.48 When recommending a contract award for significant and high-risk proposals, PWGSC contract officers should ensure that briefing material prepared for senior management contains sufficient detail to allow appropriate management oversight and review.
5.99 PWGSC should ensure that all ceiling rates are in accordance with the terms and conditions of the contract.
Departmental Response http://www.oag-bvg.gc.ca/domino/reports.nsf/html/20061105ce.html
Auditor General
2006 November Report
Chapter 9 - Pension and Insurance Administration – Royal Canadian Mounted
Police
The objectives were to determine whether the Royal Canadian Mounted Police (RCMP) has responded adequately to all significant deficiencies that the Ottawa Police Service (OPS) found during its investigation of the RCMP pension and insurance plans; and whether breakdowns in controls resulted in excess costs, poor value-for-money, or misuse of funds. During the audit, another objective was added: to determine whether the agreement between the RCMP and the OPS was structured to avoid undue RCMP direction or bias.
Recommendation No recommendation
Auditor General
2006 November Report
Chapter 10 - Award and Management of a Health Benefits Contract – PWGSC and Health Canada
The objective was to determine whether PWGSC awarded the contract to First Canadian Health Management Corporation Inc. (FCH) in accordance with the Treasury Board Contracting Policy, and whether Health Canada complied with relevant authorities and exercised adequate control over public funds spent.
Recommendation No recommendation
Auditor General
2007 February Report
Chapter 1 - Advertising and Public Opinion Research
The objectives were to determine: the extent to which the government had taken corrective action in response to our past recommendations; whether the government had implemented adequate control over the spending of public money on advertising and public opinion research activities, and was complying with relevant authorities; and whether the results of the activities had been measured and reported in accordance with the requirements of the Communications Policy of the Government of Canada.
Recommendation No recommendation
Auditor General
2007 February Report
Chapter 2 - The Conservation of Federal Built Heritage
The objective was to determine the measures that the federal government had put in place to improve the protection of built heritage in order to follow up on the recommendations concerning built heritage made in Chapter 6 of the November 2003 report, Protection of Cultural Heritage in the Federal Government. The audit also sought to determine the specific protection interventions the federal government had carried out to maintain or restore heritage status, based on a sample of national historic sites and federal heritage buildings.
Recommendations 2.35 The government should strengthen its conservation regime for built heritage by establishing overall objectives for conservation of built heritage, setting priorities for conservation and monitoring organizations activities, covering all elements of built heritage of custodian departments, combining the functions of designation and conservation, and reporting to Parliament on the results of conservation activities.
2.36 Federal departments and agencies should set conservation objectives for built heritage for themselves, and should let Parliament know that performance information is accessible.
Departmental Response http://www.oag-bvg.gc.ca/domino/reports.nsf/html/20070202ce.html

 


Internal Audit Projects Status
Audit of the Administrative Costs related to the Public Service Superannuation Account Completed (carry forward from previous year)
Audit of the Management of the Government of Canada’s Pension Modernization – Phase II Completed (carry forward from previous year)
Follow-up to Health Canada's Management Letter on First Canadian Health Service Contract Completed (carry forward from previous year)
Directed Audit of the Validation of the Proposal Values for the NATO Flying Training in Canada Settlement Completed (carry forward from previous year)
Audit of PWGSC Compliance to DP078 - Workplace Emergency Evacuation Plans Completed (carry forward from previous year)
Follow-up to the Audit Survey of Overtime Pay within PWGSC Completed (carry forward from previous year)
Financial Report of Administrative Costs Chargeable to the Canada Pension Plan Account Completed (carry forward from previous year)
Audit of PWGSC's Implementation of Changes to the Management of Government Advertising Completed (carry forward from previous year)
Audit of the Management Control of the Project Business and Management System (PBMS) Completed (carry forward from previous year)
Audit of IM/IT Funding within PWGSC with a Focus on Infrastructure Sustainability Completed (carry forward from previous year)
Internal Audit of Release 3.0 of the Shared Travel Services Initiative (STSI) / Travel AcXess Voyage Solution Completed (carry forward from previous year)
Annual Attest Audits of the Financial Statements of Revolving Funds for the Fiscal Year Ended March 31, 2006:
  • Translation Bureau Revolving Fund
  • Real Property Disposition Revolving Fund
  • Consulting and Audit Canada Revolving Fund
  • Telecommunications Services Revolving Fund
  • Optional Services Revolving Fund
  • Real Property Services Revolving Fund
Completed in 2006-2007
Audit of the Quality Management of the Government of Canada Pension Modernization Project Completed (planned 2006-2007 audit)
Audit of Contract Related to Business Transformation Initiative Completed (requested 2006-2007 audit)
Audit of Information Technology (IT) Security Carried forward to 2007-2008
Audit of Cost Recovery and Determination of Fees Carried forward to 2007-2008
Audit of Revenue from Commercial and Retail Letting Carried forward to 2007-2008
Audit of the Management Practices Related to PWGSC Bridges Carried forward to 2007-2008
Evaluation Projects Status
Evaluation Framework for PWGSC's Surplus Federal Real Property for Homelessness Initiative Completed (carry forward from previous year)
Evaluation of PWGSC's Surplus Federal Real Property for Homelessness Initiative Completed (carry forward from previous year)
Evaluation Follow-up - The Institute Completed (carry forward from previous year)
Evaluation Framework for PWGSC's Shared Travel Services Initiative Completed (carry forward from previous year)
Evaluation for PWGSC's Shared Travel Services Initiative Completed (carry forward from previous year)
Evaluation Framework for the Interim Cost-Share Agreement for the Sidney Tar Ponds and Coke Ovens Sites Remediation Project Completed (planned 2006-2007 evaluation)
Evaluation of the Interim Cost-Share Agreement for the Sidney Tar Ponds and Coke Ovens Sites Remediation Project Completed (planned 2006-2007 evaluation)
Summative Evaluation of the Government of Canada Exhibitions Program Completed (planned 2006-2007 evaluation)
Evaluation Framework of the Green Procurement Policy Carried forward to 2007-2008

More information on these audits and evaluations may be found on the PWGSC website at:
http://www.pwgsc.gc.ca/aeb/text/toc-e.html

Table 17: Sustainable Development


Points to Address Departmental Input
What are the key goals, objectives, and/or long-term targets of the Sustainable Development Strategy (SDS)? The PWGSC Sustainable Development Strategy (SDS) 2003 was tabled in Parliament in February 2004. SDS 2003 contained departmental commitments relating to four goals:
  • Greening PWGSC’s operations as a custodian and provider of facilities and common-use office space to federal departments;
  • Greening PWGSC’s services to federal departments and agencies;
  • Greening PWGSC's internal operations; and
  • Providing national and international leadership in the greening of government operations

More information on SDS 2003 is available at: http://www.pwgsc.gc.ca/sd-env/sds2003/strategy/toc-e.html.

How do your key goals, objectives and/or long-term targets help achieve your department’s strategic outcomes? Overall, experience gained throughout the previous SDSs has led to smarter target development, improved management processes and enhanced results monitoring systems. PWGSC is well positioned to build on its successes with the implementation of its Sustainable Development Strategy 2003 and the continuation of the more comprehensive, streamlined and transparent approach taken in its SDS 2007-2009. More information on SDS 2007-2009 may be found at: http://www.pwgsc.gc.ca/sd-env/sds2007/strategy/sdd-sds2007-tc-e.html.
What were your targets for the reporting period? For a list of the Targets and Objectives and Targets in the PWGSC SDS 2003, please see http://www.pwgsc.gc.ca/sd-env/sds2003/strategy/toc-e.html.
What is your progress to date? For the reporting period, PWGSC continued to make progress on its four overarching goals and respective objectives. Detailed progress is provided in the PWGSC Sustainable Development Performance Report. This report is available on the internet at: http://www.pwgsc.gc.ca/sd-env/text/performance-report-e.html.
What adjustments have you made, if any? Fiscal year 2006-2007 was the last year of implementation for SDS 2003. The transition to the department’s new SDS 2007-2009 is described in the Sustainable Development Performance Report 2006-2007 available at the following link: http://www.pwgsc.gc.ca/sd-env/text/performance-report-e.html.
Furthermore, for SDS 2007-2009, PWGSC is integrating SDS planning and reporting in the corporate dashboard as a part of overall business planning processes. The SDS is to be included in 2007-2008 mid-year review and year-end review processes.

Table 18: Procurement and Contracting

As of 2006-2007, Table 18: Procurement and Contracting will no longer be included in the print copy of the DPR. An electronic version can be found at: http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/am-pc-e.html.

Table 19: Client-Centred Service

As of 2006-2007, Table 19: Client-Centred Service (formerly "Service Improvement") will no longer be included in the print copy of the DPR. An electronic version can be found at: http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/scc-ccs-e.html.

Table 20: Horizontal Initiatives

a. Government of Canada Marketplace

The GoCM is an on-line tool that provides Government of Canada (GC) employees with access to an electronic catalogue of pre-approved goods and services available through Standing Offers (SOs) and Supply Arrangements (SAs). The current scope of GoCM allows users to search for standing offers and supply arrangements; browse, search and compare goods and services that are available in on-line catalogues; select goods and services from on-line catalogues to add to a "shopping cart;" save "shopping cart(s)" for re-use; create and print orders; and run detailed reports on what was selected for order, by whom, for whom and at what price.

These anticipated and quantifiable benefits are derived from the contribution of electronic tools to facilitate compliance with mandatory procurement instruments, achieve efficiencies due to automated business processes and facilitate lower prices through accurate and timely purchasing information needed to leverage the buying power across government spending.

Further information on this subject may be found on the PWGSC website located at:
http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/ih-hi-e.html

b. Shared Travel Services Initiative

The STSI is a Government of Canada initiative, jointly led by Public Works and Government Services Canada (PWGSC) and the Treasury Board Secretariat (TBS). STSI is delivering value to the Government of Canada and savings to Canadian taxpayers. Its objective is to improve services to employees; increase direct savings on government-wide travel; reduce and streamline administrative costs and processes; improve management of information for negotiations and informed decision-making; and provide high quality travel services within an integrated, "end-to-end" travel management system that enables departments and agencies to realize savings.

STSI has successfully developed and deployed the following services:

  • Travel Call Centre
  • Travel Portal
  • Designated Travel Card (DTC)
  • On-line Booking Tool (OBT)
  • Expense Management Tool (EMT)
  • Accommodations and Car Rental Directory
  • Negotiated airline agreements

Further information on this subject may be found on the PWGSC website at:
http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/ih-hi-e.html

c. Sydney Tar Ponds and Coke Ovens Clean-up Project

In July 2006 the Governments of Canada and Nova Scotia received a report of an independent review panel environmental assessment of the project, and in January 2007 jointly released their formal response in support of the report recommendations along with key decisions on proceeding with the full remediation. These decisions followed a successful period of collaboration in planning as well as implementation of preliminary construction work in advance of the main project, which will begin in the 2007 construction season. The chosen approach involves solidifying and stabilizing the contaminated soils before the sites are contained and capped, followed by site development and long-term monitoring and maintenance.

Further information on this subject may be found on the PWGSC website located at:
http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/ih-hi-e.html

 

Table 21: Travel Policies

PWGSC complies with the Treasury Board of Canada Secretariat Special Travel Authorities and the Travel Directive on Rates and Allowances.

Table 22: Storage Tanks

As of 2006-2007, Table 22: Storage Tanks will no longer be included in the print copy of the DPR. An electronic version can be found at: http://www.pwgsc.gc.ca/reports/text/dpr_2006-2007/rs-st-e.html.