:
Thank you and good afternoon, Mr. Chairman and committee members.
Thank you for inviting us to appear before you today.
As you know, I am accompanied by Ms. Karen Cahill, Executive Director of the Finance and Corporate Planning Division of the Corporate Services Branch, in the Privy Council Office.
My introductory comments are about the 2013-2014 supplementary estimates (B) for the Privy Council Office as well as its Departmental Performance Report for 2012-2013.
In these supplementary estimates, PCO is seeking $1.2 million for various items which I will explain.
[English]
The $1.2 million for activities related to the continued implementation of Canada's migrant smuggling prevention strategy is headed by Mr. Ward Elcock. Mr. Elcock was appointed by the Prime Minister as the special advisor on human smuggling and illegal migration on September 15, 2010, with an overall mandate to coordinate the Government of Canada's strategy and response to migrant smuggling. This strategy balances preventive efforts with strategic and diplomatic engagement and is complemented by support for capacity building. Canada's engagement with international partners directly resulted in positive outcomes. In the last two years, Canada has successfully secured cooperation in transit countries in Southeast Asia and West Africa. PCO works closely with four other federal agencies to further Canada's objectives on this important initiative. This item was approved after the preparation of the 2013-14 main estimates, which explains why the funding is sought through these supplementary estimates.
[Translation]
$30,000 is for the transfer of the Outstanding Achievement Award Program from the Treasury Board Secretariat to PCO, beginning in 2013-2014. The Outstanding Achievement Award Program, which started in 1966, is distinct from other awards as it is the Prime Minister's award and accords the highest expression of recognition for senior leaders in the public service of Canada. The Outstanding Achievement Award Program recognizes the sustained and outstanding performance of career public servants occupying full-time positions at the executive or deputy minister level or equivalent. The award itself is a gold pin, a work of Canadian art with a maximum value of $5,000, and a formal citation signed by the Prime Minister.
The Outstanding Achievement Award selection committee is composed of distinguished Canadians who are external to the public service and represent a cross- section of regions, backgrounds and experiences. Their mandate is to review each nomination and make recommendations to the Prime Minister. Previously, all the administrative support of the Outstanding Achievement Award Program was provided by the Treasury Board Secretariat. This included managing the call letter process, receipt of nominations, liaison and secretariat support to the selection committee, and coordination of the award ceremony.
Responsibility and resources were transferred to the senior personnel secretariat within PCO, in its role of supporting the Prime Minister and the Clerk in the management of the senior leadership of the public service. Funds are being transferred from the Treasury Board Secretariat to PCO through the supplementary estimates and there is no net new impact on the fiscal framework.
[English]
The increases in PCO's appropriations will be partially offset by a reduction of $69,121 related to measures announced in Canada's economic action plan 2013 to reduce departmental travel costs by 5%, and to boost productivity by using modern alternatives to travel. The overall reduction for the whole-of-government is in the amount of $42.7 million, and of this amount as I have indicated PCO's share represents $69,121.
This completes the explanation of PCO's 2013-14 supplementary estimates (B). I will now briefly summarize PCO's departmental performance report for the fiscal year 2012-13.
Over the course of April 1, 2012, to March 31, 2013, the Privy Council Office played a central advisory and coordinating role to support the government in furthering its objectives, pursuant to its mandate to provide professional, non-partisan advice and support to the Prime Minister and cabinet. Inside our department, PCO also implemented a number of initiatives to streamline its own business processes and enhance operational efficiency in support of the government's deficit reduction goals. PCO met its planned level of performance in support of its four organizational priorities in 2012-13, and I will take this opportunity to tell you about that work.
To support the Prime Minister in exercising his overall leadership responsibility, as l have said, PCO provided professional, non-partisan advice and support to the Prime Minister and portfolio ministers on a wide range of issues and policies, including those pertaining to social, economic, regional development, and legal matters. PCO provided advice on the constitutional principles of our system of government and the prerogative responsibilities of the Prime Minister, such as the structure and organization of government. PCO also supported the Prime Minister's engagement with world leaders, assisting with 15 visits abroad and helping to welcome 10 such leaders to Canada. It supported the Prime Minister and the Minister of Intergovernmental Affairs in 50 bilateral engagements with their provincial and territorial counterparts throughout the year.
In order to focus on key policy and legislative areas and to strengthen medium-term policy planning, PCO played a central monitoring and coordination role for the government-wide implementation of Canada's economic action plan 2012, and supported the formulation of Canada's economic action plan 2013. As well, PCO supported a total of 147 cabinet and cabinet committee meetings and a total of 130 deputy minister meetings over the course of the year. PCO also coordinated an initiative with deputy minister policy committees to identify and examine medium-term policy planning issues within their respective mandates.
[Translation]
PCO was also able to establish the governance mechanisms necessary to coordinate and oversee the government's implementation of the Canada-U.S. Perimeter Security and Economic Competitive Action Plan. PCO coordinated and supported the process for 35 government bills that were introduced in the year, of which 24 were passed by Parliament. In addition, PCO monitored significant domestic and international developments throughout the year in order to help the government effectively manage and coordinate appropriate responses.
To support management and accountability of government, PCO provided the Prime Minister and the Clerk of the Privy Council with advice and support on public service renewal, business transformation, and the human resources management of senior leaders. We worked to find solutions that pooled the efforts and resources of departments, drive excellence and renewal, and ensure that the public service works effectively and efficiently as an enterprise.
We focused on strengthening leadership capacity in the public service within its senior ranks and helped identify succession needs. This included the appointment or movement of 32 different senior leaders at the deputy minister level. PCO led the timely development of the Clerk's Twentieth Annual Report to the Prime Minister on the Public Service of Canada and also provided ongoing secretariat and analytical support to the Prime Minister's Advisory Committee on the Public Service.
PCO also supported the Commission of Inquiry into the Decline of Sockeye Salmon in the Fraser River by securing funding for its operations, as well as by providing timely administrative support and advice throughout the year.
As you know, the commission's report was issued on October 31, 2012 and the operations of the commission were then wound down.
[English]
Finally, the Privy Council Office met these challenges while effectively implementing its deficit reduction commitments. This included, among other measures, the continued development of a new library services model; the streamlining of PCO's records centres to reduce resources dedicated to managing departmental paper records in support of the ongoing transformation of the department into an e-enabled organization; the continued rationalization of informatics and technical services by decreasing the number of supported printers and applications; and the re-engineering of the intergovernmental affairs function by creating a federal-provincial-territorial relations secretariat within the plans and consultations and intergovernmental affairs branch.
As you may know, PCO's commitment to deficit reduction means that there are now fewer jobs at the Privy Council Office. To minimize the impact on people, PCO successfully managed the workforce adjustment process in a fair and transparent manner, while treating affected staff with respect and making it a key priority to support them through this process.
In closing, l would like to thank you for giving us the opportunity to inform you of the initiatives related to the 2013-14 supplementary estimates (B) as well as PCO's departmental performance report for 2012-13.
We would be pleased to answer your questions.
:
Thank you, Mr. Chairman.
Thank you, Madam Doucet. It's nice to see you again. Welcome back.
The government operations committee, of course, is the oversight committee for the PCO. This is why we invite you to give your departmental reports here, and we certainly welcome those.
In that light, though—I wear two hats, in a sense, because I also chair the Standing Committee on Access to Information, Privacy and Ethics—I have a question for you regarding your departmental review.
First, where specifically in your policies is it written that when a person leaves you destroy all the e-mails and correspondence associated with that person?
We've been hearing that it's standard protocol, and in fact PCO policy, that when a person leaves the employ of the PCO, all correspondence and e-mails are immediately destroyed. I find this in conflict with, as I say, my other role on the access to information committee, where it's in fact law to document and to retain documents of the activities of government.
Is the PCO somehow excluded from the Access to Information Act and the requirements to create documents and to retain documents?
:
Thank you for the question.
[English]
Some of you will know that over the past couple of years we have gone through several deficit reduction efforts.
First, in our strategic review, as all departments did in 2011, PCO did theirs then. Then in 2012 we did the same thing in the deficit reduction action plan.
Some of you are new to this committee and so you may not know that at PCO we have no programs. We are all people, so we don't have any programs to cut, and that meant we had to find efficiencies. We did that through three main themes. We did that through business transformation, where the Privy Council Office adopted new and innovative ways of doing business. We realized savings by taking advantage of technology and finding less labour-intensive ways of doing our work. Examples of that would be how we manage our cabinet document system, library services, the paper record centres. As we move to digitization, we have fewer stacks of paper records that we have to worry about.
As I said in my opening remarks, in intergovernmental affairs we also realigned our capacity to match the change in government demand. Where we used to put a lot of effort in one area, we were able to realize that actually government's priorities had shifted and we were able to realize some savings in that regard. Then, obviously, there were other discrete initiatives.
You're right. The workload has not changed, but how we do our work is different. An example of that would be how we approach intergovernmental affairs. We used to have a discrete secretariat at the Privy Council Office that was headed by a deputy minister. Then we realized that, particularly in Canada, being cognizant of federal-provincial-territorial relationships really permeates every file that we do. That's something that all analyses of the Privy Council Office should take account of. So we decided to embed that horizontally. We still kept a centre of excellence in one of our secretariats, and that's in the plans and consultations and intergovernmental affairs secretariat. They provide expert policy advice, but it is the responsibility of all program analysts now to be cognizant of federal-provincial-territorial relations. So, rather than having a whole organization dedicated to that, we have a small centre of excellence and we have made our analysts more polyvalent, if you will.
:
Thank you for the question.
[English]
I will start by picking up on my answer to the previous member's question about records management practices. To summarize what I was trying to say—I'm not sure I did that effectively—there are rules for records management. Whether you're an employee of the public service or an employee of a minister's office, you're expected to follow those rules. When you leave, you're expected to have organized your documents, so that the ones that are required to be preserved are there and set aside separately, and the ones that are not necessary can be deleted to make room in the server so that computer systems function efficiently.
Now, your question about backup is a very good question, and thank you for asking it. I particularly appreciate your linkage to disaster recovery, because the Government of Canada, in the Treasury Board guidelines, actually has a requirement that all government departments—and now with the support of Shared Services Canada, our colleagues who will be before you after me—have a backup capacity for that very purpose.
So we have a backup capacity, the purpose of which is to assist in disaster recovery, in business continuity. Different departments have that backup capacity for varying periods of time. The Privy Council Office—
:
Mr. Chair, I'm going to start with a short overview and then I'm going to ask Ms. Cahill to talk a bit about our expenditures.
At the Privy Council Office, because we have no programs, we tend to travel a bit less than some of the other departments in town. We have some folks who obviously travel. Mr. Elcock—you were speaking with him before—travels extensively, usually on very short notice on gruelling flights and times and distances to not particularly hospitable locations, but the rest of us have a tendency to stay a bit closer to home.
I'm going to ask Karen to take you through our spending on travel. Wherever possible, we use video conferencing and teleconferencing. We're starting to take advantage of technologies like GCconnex, where we can talk internally through the government.
One of the things we do at the Privy Council Office is, of course, coordination and so we make sure that we try to piggyback onto other coordinating meetings. If we know we have a group of American officials in town to meet with Mr. Moloney on the Regulatory Cooperation Council or the Beyond the Border initiative, and the national security advisor wants to talk to his American counterparts, those might be the same folks, and that saves him a trip to Washington when he can just go down the street to 66 Slater and see Mr. Moloney.
We take advantage of technology, but we also work smart. We use our common sense to try to reduce how much we've spent on travel in the past year or so.
Karen, would you like to add to that?
:
Thank you very much, Mr. Chair.
Thank you very much for appearing before us.
Madame Doucet, you are in a very important position and you are appearing before us at a very important time because you have a unique capacity to be able to describe to this committee the information technology architecture that's inherent within the Privy Council Office.
You have intrigued the committee already with your statements that, from a disaster mitigation point of view, there is a mechanism to be able to hold electronic records, but only for.... By an architectural design, if I can summarize what you said, it will only keep those records for 30 days. There are obviously other architectural elements to the information technology systems of the Privy Council Office for the retention of electronic records. Could you describe to the committee what those systems are?
An individual writing an e-mail will obviously hold that e-mail on their own personal computer for an indefinite period of time, but there are also obviously other servers in the Privy Council Office that hold electronic records, e-mail records in particular. Would you be able to describe the architecture, being the assistant deputy minister of corporate services for the Privy Council Office?
:
That's a really interesting question, so thank you for the question.
I don't know that I feel qualified to answer that question, because, like you, I am a bit new to PCO. I've been here for two years so I have a pretty good sense of what we do right now, but in terms of the longer history of the Privy Council Office, and the political science analysis of how decisions are made, I think that's probably best left to others more qualified.
You had asked me a question about commissions of inquiry, and if I have a few seconds left, I'd be happy to speak to that, because it's an interesting aspect of our mandate at the Privy Council Office.
If you look at our program alignment architecture—the jargon is the PAA—we have five areas of business. One of them is commissions of inquiry, and there's a piece of legislation that supports that. What that does is it supports the Prime Minister's prerogative to call a commission of inquiry into a matter that he feels warrants more in-depth investigation. Most recently, of course, he did that with the commission of inquiry into the decline of salmon on the Fraser River. It's the job of the Privy Council Office, when the Prime Minister does that, to work within the government system to secure the funding for that, and then to provide the administrative support so that the commission of inquiry can perform its activities in an independent and impartial way and report back to the Prime Minister.
We will continue with this eighth session of the committee and move on to our second topic on the agenda.
With us are officials from Shared Services Canada, Ms. Forand, President, Ms. Rallis, Senior Assistant Deputy Minister and Chief Financial Officer, Corporate Services, and Mr. Long, Senior Assistant Deputy Minister, Transformation, Service Strategy and Design Branch.
You have ten minutes for your presentation. Members of the committee will then ask you questions on the supplementary estimates (B) and the 2012-2013 Departmental Performance Report.
Thank you for being with us.
Ms. Forand, you have the floor for ten minutes.
:
Thank you very much, Mr. Chair.
[English]
I am pleased to be here today to discuss Shared Services Canada's departmental performance report for 2012-13 and the supplementary estimates (B).
I will not go to the trouble of introducing my colleagues since you've already done so.
[Translation]
I would like to begin by indicating that SSC was created in August 2011 with a mandate to consolidate, standardize and transform the delivery of Government of Canada's e-mail, data centre and network services. This mandate was reaffirmed under the Shared Services Canada Act which came into effect in June 2012.
Furthermore, shortly after the 2012-2013 fiscal year, SSC was given authority to take on new consolidation responsibilities for the procurement of workplace technology devices, such as laptops, keyboards and printers.
[English]
Our objectives remain the same as they were when we were created: to reduce costs, build better network security, and improve the IT services that the Government of Canada relies on to deliver programs and services to Canadians.
When we appeared before this committee last April to discuss Shared Services Canada's report on plans and priorities for 2013-14, I reported that Shared Services Canada had met the goals it set for itself in its first fiscal year. Our first departmental performance report, tabled by the President of the Treasury Board on November 5, provides further detail in that regard and reflects the progress we've made towards achieving these goals.
[Translation]
Mr. Chair, it is within this context that I would like to present some of our main results from 2012-2013.
SSC is responsible for both operating and transforming the government's IT infrastructure. In 2012-2013, SSC maintained 24/7 information technology service delivery to its 43 federal partner organizations, including maintaining the 2,100 different mission-critical systems in support of Government of Canada priorities, programs and services, while moving ahead on enterprise transformation plans for e-mail, data centres and networks.
We began to put in place an enterprise approach to maintain and improve the delivery of IT infrastructure services to our 43 partner organizations. The importance of bringing a true enterprise perspective to managing the federal government's IT infrastructure to improve service, eliminate duplication and reduce costs cannot be underestimated.
[English]
At the same time, we've made progress on the transformation element of our mandate, which is at the heart of everything we do. In June of this year, we announced that a single solution to replace the 63 different e-mail systems across the federal government had been identified. The successful bidder for the implementation of the new system is now in place, and we are working closely with them and with our partner departments and agencies to complete the migration to the new system by March 2015.
We also completed an initial inventory of all our assets, including determining that the 43 organizations we serve rely on equipment in 485 data centres, many of which are 30 to 40 years old. We identified future requirements through extensive consultations with partner departments and industry, identified an end-state vision for the consolidation of data centres from 485 to seven, and performed a gap analysis to help us chart the path ahead.
The scope of telecommunications transformation includes all government networks and converged communications, including voice/telephony, video/audio conferencing, and contact centre services, which are more commonly thought of as call centres. There are some 50 wide-area networks interconnecting over 3,580 sites distributed across Canada and internationally, serving over 377,000 users. SSC will transition these networks to a common shared telecommunications network infrastructure. Each telecommunications service will be analyzed to meet the organization's objectives and requirements as well as to provide the best value to the crown.
[Translation]
Through its Transformation Program, SSC will achieve savings through consolidation; improve service through more standardized processes; increase capacity with more storage and bandwidth; and improve security.
Industry is a critical partner in developing innovative and cost-effective solutions for the Government's IT transformation initiative. In 2012-2013, SSC developed an ongoing and constructive relationship with the private sector in order to draw upon best practices and innovative approaches.
SSC engaged early with the private sector and consultations were held with vendors and service providers on an ongoing basis. Industry experts participated in discussion related to transformation principles, outcomes and methodology. The information and advice we received through that dialogue have been considered in our transformation strategies and plans.
In addition, Shared Services Canada is using a multi-step collaborative procurement process for its major initiatives, including e-mail transformation. This approach has resulted in procurements that are open, fair and transparent and that deliver innovative and cost-effective solutions.
[English]
Finally, another major milestone for Shared Services Canada in 2012–13 was meeting our budget 2012 commitment of nearly $75 million in savings. This was accomplished through contract consolidation, leveraging the government's buying power, and streamlining internal services. The savings break down as follows: $13.2 million and $20 million in network and cellular contracts, respectively; $9 million in toll-free long distance and teleconference services; $7.5 million in network procurement reductions; and $25 million in internal operations.
As for the 2013–14 supplementary estimates (B) for Shared Services Canada, the amount represents an increase in Shared Services Canada's reference levels from $1.482 billion to $1.495 billion, which is a net increase of $12.9 million attributed to transfers to and from other partnering organizations and a small number of new initiatives being led by other departments for which Shared Services Canada will provide IT infrastructure.
In conclusion, Mr. Chairman, Shared Services Canada is working to deliver on the government's vision of generating and reinvesting savings, enhancing security, and improving services to Canadians through our information technology modernization initiatives. And as a result of SSC consolidating and streamlining the delivery of IT infrastructure services, federal organizations will have access to modern, reliable, secure, and cost-effective IT infrastructure services to support government priorities and program delivery.
[Translation]
Thank you, Mr. Chair. We will be pleased to answer questions from the committee members.
:
As I believe might have been mentioned by the previous witnesses, the requirement to retain and store information is based on the provisions of laws, like the Access to Information Act, and on the policies established by the Treasury Board Secretariat.
However, I will say that our transformation initiative will, in fact, increase storage capacity significantly for the Government of Canada. It will, in fact, by our calculations, increase storage capacity sevenfold, and as well, it will increase bandwidth capacity fourfold by the time we're done. That's very important, as you can appreciate, in an era of big data. We will, of course, continue to retain the records we need to retain, but it will also give government departments the ability to take advantage of the tremendous amount of data being generated all the time all around the world.
With respect to bandwidth, of course, that will be very important, to ensure that public servants and Canadians can maximize the opportunity for contact and collaboration and networking through video conferencing and teleconferencing as well as streaming, live video-audio, these sorts of things.
:
Thank you for the question.
[English]
I think there's no question that there are a number of examples in the past of IT projects that have not performed as they had been intended, or indeed as expected. As an organization that has been created to transform IT—we know there are a lot of big IT projects in our future—we took the question of addressing the risks inherent in large IT projects very, very seriously. We've just done a theoretical perspective, and we've done a literature review, to try to identify the things that contribute to the failure of large IT projects. That has informed all of our planning and execution up until now.
More practically, I would say, we began to do things differently through the procurement process. Rather than dream up a request for proposals all on our own and put it out to the marketplace to see what happened, we instead engaged with a broad cross-section of industry, anyone who had an interest in it. Over 50 companies participated in an information day with us, and then we qualified a number of companies on the basis of their experience. They just had to identify that they had experience in delivering large-scale e-mail systems to over 100,000 users, in both official languages, and a few other requirements.
Once we had four companies that had qualified, on the basis of their experience alone, then we spent three months building our RFP with them and getting to know the requirements and what works and what doesn't. Each one of the companies would go away—
:
That's a request for proposals. I'm sorry.
We had the initial information engagement session and then we had the qualification period. Then we refined the requirements in collaboration with the four companies. This was just to make sure—because we've never purchased an e-mail system before—that we knew what some of the issues and problems and challenges might be, while maintaining our own need for such things as security. For example, data sovereignty was a very important piece for us to work through on this process. It is essential for the Government of Canada that data from the government's e-mail system be in Canada at all times. The data centres had to be in Canada. The information, in motion and at rest, had to be in Canada at all times. That was one of the requirements we had, and we had a number of other security requirements.
Once we had refined our requirements, then we did post the request for proposals, and we gave the companies a month to six weeks to complete it. Based on that, we had four compliant bids, which, again, is a really good success for a large RFP such as this one. In the end, the proposal put forward by Bell and CGI was the winning proposal.
That was the procurement process, and of course we are working very closely with the contractors, step by step, toe to toe, as we go forward in putting this in place.
I will mention, for example, in governance, I meet with my counterpart, the president of Bell Business Solutions, at least every three months, if not more frequently, to verify all of the time issues, the cost issues, and to make sure the project stays on track. Only at our level can we agree to any changes in the project plan that has been put in place.
We are working very, very closely with the contractor. They know this is an important project for us. We've made it very clear to them. They know it's a very important project to them, as a result, because it's very public.
:
Thank you very much, Mr. Chair.
To our witnesses, it is a pleasure to have you back again.
This is a very good news story for Canadians as taxpayers. I'm also very excited about the $75-million savings that you were able to achieve in budget 2012 and accomplishing your four goals. It speaks volumes to your initiatives as a team. As my colleague, Ms. Ablonczy talked about, the consolidation of 63 different e-mail systems down to one is a huge undertaking.
The consolidation of data centres.... In my riding of Kelowna—Lake Country, we have a state-of-the-art ICT high-density giga vault data centre called RackForce and we had Minister Rempel, the , recently through it on a tour. It's amazing the advances and how far along they are. They're going to have customers from basically around the world who are located.... I know that, because of the fault and from an earthquake perspective, each province and territory has gone through reviews as well. British Columbia looked to the interior rather than the coastlines because of the earthquake aspects. So I understand the private sector and how it's been using data centres.
What is intriguing is this. You said in the preamble to your report that you're going down from 485 data centres to seven, which is a huge undertaking. Can you maybe expand on that for the committee, as to how you would expect to complete this and the timeline you would hope to complete this by?
I want to get back to the subject of the estimates. I know Shared Services Canada hasn't been around a long time, but I always appreciate looking at the departmental performance reports, which came out at the same time as the supplementary estimates (B). You were formed in 2011, and I'm looking at the departmental performance summary table, which is on page 12 of the English version. It shows a ramp up in actual spending from $622 million, in 2011-12, to $1.38 billion in the following year. In the planned spending for 2013-14, you're planning to go up again, and then we start to see a decrease in spending.
At the same time, though, I notice that the actual spending for 2012-13 was considerably less than the planned spending that would have been approved in the estimates, a difference of almost $100 million, from $1.47 billion, which was planned, and the actual spending came in at $1.38 billion. So actually it's more than $100 million. Can I infer that the planned spending will be replanned or adjusted further downwards, that we'll see even further savings? Part of that question is, what is the baseline? Given that you're ramping up and then starting to take costs out, if you look at pre-Shared Services Canada, before the formation of Shared Services Canada, did you ever have a chance to measure the overall spending in all of these 43 client departments? So how is the new level of performance different from what it was before the formation of Shared Services Canada?
:
We will now resume our meeting. There are a number of things to take care of before we finish.
Let us move on to the adoption of the votes. This is our last meeting for our study of supplementary estimates (B). I will put all the votes to a vote. There are about 10.
Vote 95b—Public Service Commission.............1
(Vote 95b agreed to on division)
[English]
ç
Vote 1b—Program expenditures..........$1,067,755
(Vote 1b agreed to on division)
[Translation]
Vote 10b—Transportation Safety Board of Canada...............$863,222
(Vote 10b agreed to on division)
[English]
PUBLIC WORKS AND GOVERNMENT SERVICES
ç
Vote 1b—Operating expenditures..........$78,964,148
(Vote 1b agreed to on division)
[Translation]
PUBLICS WORKS AND GOVERNMENT SERVICES
Vote 5b—Public Words and Government Services—Capital Expenditures..........$86,042,148
(Vote 5b agreed to on division)
[English]
ç
Vote 15b—Operating expenditures..........$110,999
ç
Vote 20b—Capital expenditures..........$5,752,330
(Votes 15b and 20b agreed to on division)
[Translation]
Vote 1b—Treasury Board Secretariat—Program Expenditures..........$5,264,377
Vote 15b—Compensation Adjustments..........$94,092,664
Vote 1b and 15b agreed to on division)
[English]
TREASURY BOARD SECRETARIAT
ç
Vote 20b—Public Service Insurance..........$918,264
ç
Vote 25b—Operating Budget Carry Forward..........$275,000,000
ç
Vote 30b—Paylist Requirements..........$955,000,000
(Votes 20b, 25b, and 30b agreed to on division)