Quarterly Financial Report for the quarter ended June 30, 2016

1. Introduction

This Quarterly Financial Report (QFR) should be read in conjunction with the Main Estimates, and Supplementary Estimates. It has been prepared by management as required under section 65.1 of the Financial Administration Act and in the form and manner prescribed by Treasury Board Accounting Standard 1.3. It has not been subject to an external audit or review.

1.1 Authority and mandate

Public Works and Government Services Canada (PWGSC) plays an important role in the daily operations of the Government of Canada. It supports federal departments and agencies in the achievement of their mandated objectives as their central purchasing agent, real property manager, linguistic authority, treasurer, accountant, and pay and pension administrator. The Department's vision is to excel in government operations, and our strategic outcome and mission is to deliver high-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions.

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, PWGSC has evolved into a sophisticated operational arm of government that employs over 12,500 permanent employees working in locations across Canada and headquartered in the National Capital Area. PWGSC:

• manages approximately $15 billion of procurements on behalf of other federal departments and agencies, of which, around 40% goes to Canadian small and medium enterprises
• manages over $2.3 trillion in cash flow transactions through the Receiver General function as treasurer
• issues more than 13.6 million federal pay and pension payments
• provides accommodation to parliamentarians and more than 265,000 public servants in 1,583 locations across Canada
• manages a Crown-owned property portfolio, including 17 engineering assets such as bridges and dams
• manages the translation of approximately one million words per day on behalf of other federal organizations and provides translation and interpretation services for more than 2,000 parliamentary meetings, making it the Government of Canada's center of expertise for linguistic services
• processes and images more than 30.4 million pages, annually, for federal government departments and agencies

Further details on PWGSC's authority, mandate and programs may be found in the Archived—2016–17 Report on Plans and Priorities.

1.2 Basis of presentation

The authority of Parliament is required before monies can be spent by the government. This authority is granted in the form of legislation, which sets out annual limits.

This quarterly report has been prepared by management using an expenditure basis of accounting also known as modified cash accounting, and a special purpose financial reporting framework designed to present financial information on the authorities provided by Parliament. The accompanying Statement of Authorities compares PWGSC's spending authorities granted by Parliament (consistent with those in the Main Estimates) to the amounts spent by the Department.

PWGSC uses the accrual method of accounting to prepare and present its annual Archived—Consolidated Departmental Financial Statements (DFS) that are published in the Departmental Performance Report. The main difference between the QFR and the DFS is the timing of when revenues and expenses are recognized. The QFR reports revenues only when the money is received and expenses only when the money is paid out. The DFS reports revenues when they are earned and expenses when they are incurred. In the latter case, revenues are recorded even if cash has not been received and expenses are incurred even if cash has not yet been paid out.

1.3 Public Works and Government Services Canada's financial structure

PWGSC provides services to many government departments, agencies and Crown corporations through a variety of funding mechanisms. This includes budgetary authorities that are comprised of voted and statutory authorities, as well as non-budgetary authorities. The voted budgetary authorities include operating expenditures, vote-netted revenues and capital expenditures, while the statutory authorities are mainly comprised of revolving funds, employee benefit plans and payments in lieu of taxes (PILT). The non‑budgetary authorities consist primarily of the Seized Property Working Capital Account (see description below).

PWGSC's complex financial structure may result in significant fluctuations in authorities on a quarterly basis which are due to timing differences that are resolved by year end. These are summarized as follows:

• For the most part, PWGSC delivers its services on a cost-recovery basis, generating revenues via revolving fund (“the Funds”) organizations and programs within the operating vote. These organizations and programs are mainly designed to provide services to other government organizations, and are expected to recover the cost of their operations through revenues. However, the costs incurred by the Funds are usually disbursed prior to invoicing the client, which generally occurs upon completion of a project or after services are rendered, and thus revenues may be collected in a subsequent quarter
• PWGSC manages a variety of real property projects that progress through phases from planning to funding and from procurement to construction. Historical trends have shown that expenditures against these projects are not incurred evenly throughout the year; thus, quarter-to-quarter fluctuations are normal. Such projects include the Alaska Highway, in British Columbia and the Yukon, and the new Champlain Bridge in Montréal, Quebec
• PILT issued by PWGSC are funded through a statutory vote and paid on behalf of other participating federal departments. Payments are subsequently recovered from the participating departments and are recorded as statutory grants in the Public Accounts of Canada. Timing fluctuations can occur between the payments and the recoveries
• PWGSC also manages seized property for the Government of Canada pursuant to the Seized Property Management Act. The financial management of this activity is undertaken through the non-budgetary Seized Property Working Capital Account. Charged to this account are expenditures and advances made to maintain and manage any seized or restrained property. PWGSC recovers its costs from this account once the property owner loses the right to the property and it's disposed of

2. Highlights of fiscal quarter and fiscal year to date results

2.1 Significant changes to authorities

When compared to the same quarter of the previous year, PWGSC's authorities available for use increased by $280.3 million (2015–16: $2,942.2 million; 2016–17: $3,222.5 million) as reflected in the Table 1—Statement of authorities (unaudited). Major reasons for the increase are outlined below.

Groupings can change between quarters due to materiality of initiatives.
Amounts may not balance with other public documents due to rounding.

The net increase of $280.3 million from the first quarter of 2015–16 can be explained by:

Real property program integrity – increase of $277.8 million

Over the years, the Real Property program budget has been redirected to cover operating costs (i.e. rent and utilities), rather than necessary maintenance and repairs. The Real Property Program Integrity initiative addresses this situation, but also implements large scale recapitalization projects, such as engineering assets (i.e. Alexandra Bridge and Timiskaming Dam).

Federal infrastructure—increase of $87.8 million

As announced in Budget 2015, PWGSC has undertaken the construction and repair of new and existing federal infrastructure across Canada, including various federal buildings and assets. In addition, Budget 2016 invests more than $120 billion in infrastructure over 10 years. This New Infrastructure Plan, implemented in two phases, starts in 2016–17 and incorporates measures for PWGSC to revitalize federal public infrastructure across Canada.

Grande-Allée Armoury in Québec city—increase of $33.7 million

After the 2008 fire which caused heavy damage, the Government of Canada announced the reconstruction of the Grande-Allée Armoury in Québec City, as it's a significant federal crown heritage building. The reconstruction is now well underway and it's expected that occupation of this new multi-purpose building will begin in the summer of 2017.

Employee benefit plans adjustment—increase of $2.3 million

This adjustment reflects the increase of the Employee Benefit Plan (EBP) rate from 16.8% in 2015–16 to 17.2% in 2016–17, as directed by the Treasury Board Secretariat.

Whole-of-government web buy—decrease of $5.0 million

As part of the Whole-of-government Web Buy initiative, PWGSC coordinated web publishing on major issues and events (e.g.: health and safety recalls; major government announcements) on behalf of federal organizations. This three year pilot project ended in 2015–16.

Thirty meter telescope—decrease of $10.0 million

The Thirty Meter Telescope (TMT) is an international project that will build one of the world's largest and most advanced astronomical observatories in Hawaii. As part of Budget 2015, the Government of Canada committed to provide $243.5M over 10 years to support Canada's participation in the construction and commissioning of the TMT. Reduction of PWGSC's funding for the contribution to the TMT began in the fourth quarter of last fiscal year.

Federal Contaminated Sites Action Plan - Phase II—decrease of $23.5 million

Led by the Federal Contaminated Sites Action Plan Secretariat, residing at Environment Canada, the program is lowering environmental and human health risks, benefiting local communities, and reducing the burden of future environmental liability for all Canadians. Phase II of this initiative was completed in 2015–16, while preparations are underway to seek funding for Phase III of the program.

Space efficiencies generated by other federal organizations—decrease of $24.7 million

PWGSC exceptionally transferred funding to other federal organizations as a result of a reduction in their accommodation requirements. Five locations, owned or leased by PWGSC, were vacated by Communications Security Establishment Canada. In addition, the Canada Revenue Agency returned 42,369 m² of office space.

Deficit reduction action plan—decrease of $47.9 million

In accordance with Budget 2012, PWGSC achieved additional savings in 2016–17 through the space standards modernization and space recapture initiatives. PWGSC continues to work with departments to optimize surplus space in a manner that ensures best value to Canadians, while also introducing a more modern workplace (Workplace 2.0).

Other—decrease of $10.2 million

This net decrease of $10.2 million is the result of funding variances in miscellaneous projects and activities.

2.2 Significant changes to year-to-date net expenditures

As presented in the Table 2—Departmental budgetary expenditures by standard object (unaudited), the total net budgetary expenditures have increased by $272.3 million when compared to the same quarter of the previous year (2015–16: $869.8 million; 2016–17: $1,142.1).

Overall, total spending at the end of the first quarter represents 35% of annual planned expenditures for 2016–17, which compares to the first quarter of 2015–16 at 30%.

The proportion of actual expenditures in comparison to planned expenditures is consistent with the previous year.

The net increase of $272.3 million is mainly attributable to:

Transfer payments—increase of $114.0 million

• Timing differences between when a payment in lieu of taxes (PILT) is issued and when the cost is recovered from other government department. PWGSC will be reimbursed for these costs by other government departments

Rentals—increase of $62.0 million

• Timing difference in the billing cycle between 2015–16 and 2016–17

Personnel—increase of $5.6 million

• Increase mainly due to a timing difference between when salary expenditures for the Cape Breton Operations were issued in 2016–17 compared to 2015–16

Repair and maintenance—increase of $63.4 million

• Increase in construction and repair of new and existing federal infrastructure across Canada, including various buildings and assets, on behalf of other government departments
• Commencement of remediation work at the Esquimalt Graving Dock in Esquimalt, British Columbia, as part of the Federal Contaminated Sites Action Plan
• Increase in repair and maintenance of engineering assets such as Alaska Highway as part of the Federal Infrastructure program

Professional and special services—decrease of $22.8 million

• Timing difference between when the payment for professional and special services is made and when professional and special services costs are recovered from other government departments to whom the service is being provided
• Decrease in professional, architectural, engineering and consulting services due to the progression of work on the Long Term Vision and Plan to preserve the Parliament Buildings

Acquisition of land, buildings and works—increase of $8.3 million

• Commencement of the reconstruction of the Grande-Allée Armoury in Québec City, Quebec

Acquisition of machinery and equipment—increase of $7.4 million

• Increase mainly due to the Esquimalt Graving Dock service entrance and pumphouse project

Other expenditures—decrease of $10.5 million

• The net decrease in other expenditure categories not listed above is the result of decreased activity in various projects

Revenues netted against expenditures—decrease of $44.9 million

• Decrease attributable to timing difference in the billing cycle between 2015–16 and 2016–17
• Offset by increased business volume associated with projects for the construction and repair of new and existing federal infrastructure across Canada, including various buildings and assets, on behalf of other government departments

3. Risks and uncertainties

PWGSC integrates risk management principles into business planning, decision-making and organizational processes to minimize negative impacts and maximize opportunities across our diverse range of services and operations. Risk management in PWGSC is carried out in accordance with the TBS Framework for the Management of Risk, the Management Accountability Framework and the PWGSC Policy on Integrated Risk Management.

The following key risks were identified as having a potential financial impact:

• PWGSC's dependency on clients' expenditures:  More than half of PWGSC's financial and human resources are directly tied to cost recovered services and activities. In a context of reduced expenditures on the part of client departments and agencies, there is a risk that PWGSC could face unpredictable and reduced business volumes and associated reduced resources. In response to this risk PWGSC will adjust to reduced operational demands while maintaining the quality of its services. This includes sustaining rigorous management of revenues, expenditures, forecasting and commitment monitoring and working closely with other departments through the client service network to identify changing requirements and their impacts on the Department
• PWGSC's ability to undertake and deliver complex, transformational and interdepartmental major projects and procurements: There are inherent risks in PWGSC undertaking and delivering complex, transformational and interdepartmental major projects and procurements on time, within the approved budget and according to scope which could ultimately have an impact on the Department's service strategy. In order to address these risks, PWGSC has implemented disciplined investment and project management processes; established service agreements and service standards with clear identification of responsibilities; ensured sound contract management; engaged early with client departments and other stakeholders; and developed the Departmental Integrated Investment Plan

In February, the department introduced a new pay system as part of the pay transformation initiative. The implementation was a major undertaking and a significant amount of planning went into preparing for the implementation. As with any major Information Technology (IT) system, we expected to see some challenges, and early on, we were able to address the majority of issues as they arose. However, the volume of issues being detected and pay problems reported quickly outstripped our capacity to respond. We are working with all of the departments and agencies to fix this and doubling our efforts to prevent new problems from happening. Experience gained with the implementation of the new pay system will be applied to future projects. The total cost of resolving these issues is not yet determinable

4. Significant changes to operations, personnel and programs

Effective as of April 11, 2016, the Prime Minister appointed Marie Lemay as the new Deputy Minister of PWGSC. In addition, as of July 18, 2016, the Deputy Minister appointed Marty Muldoon as the new Chief Financial Officer of PWGSC.

Approved by:

Table 1—Statement of authorities (unaudited)

Table 2—Departmental budgetary expenditures by standard object (unaudited)