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Results: 541 - 600 of 1310
Michelle Laframboise
View Michelle Laframboise Profile
Michelle Laframboise
2020-12-03 11:48
A very large portion of it is Bill C-65.
As I mentioned earlier, we have 17 programs and policies that need amending. The employer's obligations are significant and require a lot of work up front. In the long term, hopefully we'll be able to stabilize that, potentially looking at aligning and streamlining some of those resources going forward. It is absolutely my plan to do that.
View Blake Richards Profile
CPC (AB)
Okay.
More broadly, I want to get a sense of what measures are in place internally to slow down expenditure growth. Mr. Julian mentioned that we're seeing an increase of over 5% in what we're seeing here, but I believe if you look back from 2014 until now, there has been a 29% increase in the expenditures in the House's estimates. This is a pretty large increase over a five- or six-year period.
I'm wondering what measures are in place to ensure that this expenditure growth can be slowed down. What should the board being looking at? Is there any advice you can provide us on what we can be looking at as a board in terms of measures that can be put in place to ensure that we have stronger fiscal prudence and stronger controls and to make sure that we're not seeing these continual increases year over year?
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 11:49
I can reassure you that definitely in the last two or three years we have been putting a lot of effort into making sure, if we come forward with any requests for funding, we do an assessment and make sure we restabilize some of the resources and realign where we can to make sure the requests are only for what we need.
There has been a progression of many legislative changes or other demands around services. The cost of living is obviously one of the big ones here, and there are some pieces above and beyond that. There are incremental services when we look at some of the pieces of legislation around disclosure and legislation around health and safety. Then we have the increased capacity around services for members, around HR, around the security that's more recent and around the onboarding. The most significant portion of the growth over the last three or four years has been the onboarding and taking control of the various new buildings in the parliamentary precinct. For those we made sure we challenged the work with the experts and just asked for what we needed to maintain these various systems and the tools given to us for that assignment.
Many of these things are outside of the control of the administration to react ahead of time to try to manage these. We try to make sure our request for funding is limited to what is needed to maintain and support the infrastructure.
View Blake Richards Profile
CPC (AB)
I wanted to come back to this idea of finding ways to put in place controls for better fiscal prudence, but you sort of led me into my other question, which is about the fairly large increases in terms of the employment figures.
We saw an increase, I believe, from 1,827 to 2,214. That's about a 21% increase. It's a pretty big jump. A couple of the bigger jumps were in procedural services, which we saw go from 261 to 442, and then in the office of the deputy clerk of administration, which we saw more than double in size from 37 to 77. I'm wondering if that's an increase because there are more part-timers with the pandemic or if that's really a legitimate full-time equivalent increase. What's driving this huge 21% increase in the employment figures?
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 11:52
The report we provided to you, with the documentation at this time, represents the staff on force at the time we prepared the documentation. It gives you a full sense of how many people we have working at the precinct. Previously, the 1,700 or so people you saw were representing more or less the numbers that we're looking at: the actual full-time indeterminates, full-time long-term terms, or long-term terms part time. It didn't have some of our short-term seasonal workers and it didn't have many of the other people we have who are supporting and who are not necessarily there on a permanent basis at the precinct.
For you to have a full picture, we made sure we had the complete on-site at that particular point in time. My apologies; we should have had a note to that effect on the documentation that we were presenting a different number, not a growth in numbers.
That said, there has been some growth, given all of the items I identified earlier. Many of the services we offer require the capacity to support that, and that growth is there, but it's not the 21% difference that you see in the documentation.
View Blake Richards Profile
CPC (AB)
What you're saying is that what we're seeing there is a snapshot in time, and the 21% wouldn't be an accurate portrayal of the growth. What would be more accurate in terms of a percentage of growth?
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 11:54
I don't have that number in front of me. We could reproduce the report you received last time for the main estimates on the same basis so you can have that, and we can provide that to the board members to have a better analysis.
View Blake Richards Profile
CPC (AB)
That would be appreciated.
Could you ballpark that for me? I wouldn't hold you to it, of course.
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 11:54
No, I can't at this point, because I look at so many different numbers and I don't typically have the FTE numbers or full-time staff with the financial ones.
View Blake Richards Profile
CPC (AB)
Perhaps you could give us a better picture of what the growth would be in terms of FTE.
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 11:54
View Blake Richards Profile
CPC (AB)
Just going back to what I was on before with regard to measures that can be put in place, I understand about responding to legislative changes and things like that, but obviously 29% is far over and above inflation, for sure, in terms of the expansion of growth.
I'll throw out something that comes to mind for me. What about looking at requiring some sort of offsetting decreases where there are new increases in spending? Is that something the administration would welcome? What kinds of suggestions could you give us that we can look at in terms of ways we can ensure that we're not seeing such continual growth?
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 11:55
Definitely, we can work with the board members and list out all the various services that we provide and provide an opportunity to balance off and maybe reduce some of the service levels or the types of services we offer to support members.
We can also offer to look at what I'll call the back office that supports all of these to make sure we keep those under control going forward. We have been doing some of this, but we can definitely work with the members of the board to do a bit more.
View Blake Richards Profile
CPC (AB)
Thank you. I appreciate your answers.
View Anthony Rota Profile
Lib. (ON)
I just want to reconfirm, based on the new questions, are we still in accordance with the recommendation?
Some hon. members: Agreed.
Now we will move on to item five, quarterly financial report for the second quarter of 2020-2021.
I will let you continue your presentation, Mr. Paquette.
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 11:56
Thank you very much, Mr. Chair.
Now I would like to present the second quarterly report for the 2020-2021 year. I just discussed next year, but now come back to the current year. Since it's very difficult to explain this year's financial trends without considering the actual impact of the pandemic, I'm going to present the second quarterly report at the same time as the report we prepared for the update on pandemic-related expenditures. Items five and six will thus be presented together.
I'll begin with the quarterly financial report, which compares cumulative financial information from the current year with that from the same quarter of the previous year. I would emphasize that it's somewhat unusual to compare the two years as they are two atypical years. The factor we've cited this year is the pandemic, which has substantially affected our expenditures. Last year, it was the general election, which also had its own trends. The comparison between the two years is influenced by atypical spending habits, as we will see in the results I'm about to explain to you.
In the September 30 report, approved authorizations for 2020-2021 amounted to $539 million, an $18 million, or 3.5%, increase over authorizations for 2019-2020.
The most significant changes were a $5.9 million rise in economic increases for certain House administration employees, $4.4 million for significant investments and an amount of $3.1 million due to cost-of-living increases for members and senior officers. In addition, a $1.7 million increase in authorizations is attributable to budget adjustments following the general election.
As of September 30, expenditures totalled $230.8 million, compared to spending of $240.1 million for 2019-2020, a decrease of $9.3 million, or 3.9%.
The expenditures are also presented by type of cost. The most significant decrease in expenditures relates to the reduction of $8.1 million in transportation and telecommunications, which is due to the significant decrease in travel as a result of the COVID-19 pandemic.
The expenditures for professional and special services have decreased by $4.8 million, mostly due to the reduction in temporary help for members and House officers, and training and hospitality across the whole organization as a result of COVID-19, as well as the difference in some of the timing of certain payments to external partners from one year over the next. The decreases were also partially offset by the cost of accommodating the virtual House proceedings and committees.
In addition, the expenditures for material and supplies decreased by $2.7 million due to the temporary closure of the food services and the printing facilities as a result of the pandemic. The decrease was partially offset by the purchase of consumable items such as the face masks and hand sanitizer used across the House of Commons.
The expenditures for computer, office equipment, furniture and fixtures has decreased by $1.1 million, primarily due to the differences in timing of certain payments from one year to another as well as a decrease in equipment purchased relating to the managed computing for constituencies initiative. The decrease was partially offset by the cost incurred for virtual House proceedings and committees and by the costs incurred for the equipment that was used to enable the House administration employees to work remotely during this pandemic.
I will also elaborate a bit more at the end of this presentation on some of the COVID implications of our various other costs.
I also note that salaries and benefits increased by $4.3 million, mainly due to the cost of living for members and their employees, as well as House administration. This increase was partially offset by the fact that we had a reduction in part-time staff and overtime as a result of the pandemic.
Finally, the report provides a comparison of the utilization of our authorities between the two years that shows a decrease of 3.3%, which was not unexpected given the current situation.
It's important to mention that the House promotes an efficient use of our resources, and we continuously strive to minimize the requests for incremental funding whenever possible. Given the current situation surrounding the COVID-19 pandemic, we are closely monitoring and considering potential savings as well as any financial impact when making funding decisions in this truly exceptional year.
Given this, I'll take a couple of minutes to highlight the financial impacts the pandemic has had on the House spending. This is looking at the analysis that was provided in your tab 6 for background. You'll see that in addition to the reassignment of resources and the cancellation or slowing down of certain initiatives, we have had significant expenditures relating to specific measures taken for a total of approximately $4 million.
Those include about $1.5 million invested to accommodate the virtual House proceedings and committees; $1.2 million for external printing services; $340,000 spent for constituency office reconfiguration and COVID-19-related supplies; and $380,000 for the House administration for computer equipment and personal protective equipment such as non-medical masks and sanitizing products. We have also noted that we've had approximately $500,000 of administrative salaries and overtime specifically related to the activities for the current situation.
Overall, though, when looking at the various patterns that I mentioned previously, the reduction in certain costs like travel and material and supplies more than compensate for these increased costs related to the pandemic.
Mr. Speaker, this concludes my presentation. I can answer any questions members of the board may have.
View Anthony Rota Profile
Lib. (ON)
Do we have any questions?
Are there any questions or comments?
Go ahead, Mr. Deltell.
View Gérard Deltell Profile
CPC (QC)
Thank you very much, Mr. Chair.
Thank you for your presentation, Mr. Paquette.
I'd like to make two observations. A figure of $341,000 is reported for the purchase of equipment and constituency offices reconfiguration. I'm referring to document 6 here. So the cost to fit up offices to accommodate people and to purchase disinfectants and masks amounted, on average, to $1,000 per constituency office. Is that correct?
View Gérard Deltell Profile
CPC (QC)
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 12:03
Yes. Some decided not to open their offices. In some cases, as a result of the existing office configuration, there was no need to erect a physical barrier or install transparent plastic panels. Quite a large number of members have not yet had to incur those expenses.
View Gérard Deltell Profile
CPC (QC)
I see.
One line above, I see expenditures of $1.2 million for external printing services for householders.
Is that the amount saved by the normal printing service, that is to say the House of Commons service?
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 12:04
I believe the economic gains are slightly less than the amount of that expenditure because we continued paying the salaries of employees at our printing centres. We saved money on equipment and supplies, but the figure I have combines all the services that were interrupted, including food services. So I don't have the exact amount for printing services.
View Gérard Deltell Profile
CPC (QC)
What were the duties or the output of printing service staff during that time?
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 12:05
We were in isolation, and employees were using the “other paid leave” code. The offices hadn't yet been configured, and the necessary adjustments had been made so employees could work safely in the printing centres.
View Gérard Deltell Profile
CPC (QC)
View Anthony Rota Profile
Lib. (ON)
We'll continue with Mr. Richards.
View Blake Richards Profile
CPC (AB)
Thanks.
Just to be clear first, Mr. Speaker, items six and seven are closely related. Are we doing them together or is item seven going to be presented separately?
View Anthony Rota Profile
Lib. (ON)
Five and six are close but I plan on doing them separately. I believe it was Mr. Paquette who brought it in. We will be dealing with it in the next step.
View Blake Richards Profile
CPC (AB)
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 12:06
Item seven will be presented separately.
View Blake Richards Profile
CPC (AB)
View Anthony Rota Profile
Lib. (ON)
Let me clarify, then.
Monsieur Paquette, are we doing five and six together?
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 12:06
Yes, since one is a variant of the other. It's just a little more elaborate. It will be easier to talk to them together.
View Anthony Rota Profile
Lib. (ON)
Okay. We've covered both.
Please go ahead. It's for information's sake. There's nothing to approve there.
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 12:06
View Blake Richards Profile
CPC (AB)
We'll be talking about the temporary measures regarding COVID separately, then.
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 12:06
View Blake Richards Profile
CPC (AB)
Okay.
I guess the first question is that I don't know if there was maybe as much detail as I had hoped. Regarding the reassigned staff, I'm still a little unclear. I know that this was a question I asked previously. I think this is partly in response to that. I'm still a little unclear on those reassignments.
Can you give us a bit more of a breakdown on those? Are we talking about ongoing reassignments? Were these only temporary assignments? What sorts of reassignments did we see? I'm not asking for every bit of detail, but maybe you can give us some of the greatest in number in terms of the reassignments. What types of reassignments were they? What sorts of areas were people reassigned to and for what length of time?
Daniel Paquette
View Daniel Paquette Profile
Daniel Paquette
2020-12-03 12:07
Given that most of the reassignments that have been taking place relate to our DSRP team, I'll ask Mr. Stéphan Aubé if he wants to elaborate a bit more on what they basically are not doing or doing less of and doing now.
View Blake Richards Profile
CPC (AB)
Stéphan Aubé
View Stéphan Aubé Profile
Stéphan Aubé
2020-12-03 12:07
Thank you for the question, Mr. Richards.
There are about 120 people within the DSRP, which is our shop here, who had to be reassigned from a roles perspective. Some of their duties had to be reassigned towards the support of the virtual Parliament, and we basically took a lot of the technical people that we had in operational issues. We had to stop some of the services so that we could reassign them to the support of virtual committees and the virtual chamber, sir.
That number represents around 120 people within my organization, who we reassigned from their existing responsibilities to their new responsibilities, recognizing the need that was created by the virtual committees and the virtual chambers.
View Blake Richards Profile
CPC (AB)
Okay.
That would be the biggest bulk.
Stéphan Aubé
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Stéphan Aubé
2020-12-03 12:08
View Blake Richards Profile
CPC (AB)
How much of that would be dedicated to other things? Obviously we're still making plans for other things such as a voting app and other ways to adapt. What sort of a percentage of these reassignments would be related to the development of future responses we're still working on?
Stéphan Aubé
View Stéphan Aubé Profile
Stéphan Aubé
2020-12-03 12:08
I can give you a breakdown for them.
View Blake Richards Profile
CPC (AB)
Stéphan Aubé
View Stéphan Aubé Profile
Stéphan Aubé
2020-12-03 12:08
I've categorized in three buckets the resources that we've assigned to the virtual Parliament. There's the virtual chamber, and we have a group of around 30 people who have been reassigned and are dedicated to supporting the virtual chamber. There's a group of 77 that has been assigned to supporting the virtual committees. Also, then, there's currently a group of 13 that has been reassigned to the voting aspect.
For the voting aspect, there were different phases to it. At the beginning, from May to June, we had five people working on validating the concept. After that, it evolved, after the motion, from five to 13 in the fall, sir.
Specifically with the voting compared to the other one, I wouldn't say these are permanent resources assigned there. I'd say these are people who are working on that in addition to virtual chamber support and virtual committee support.
View Blake Richards Profile
CPC (AB)
That's understood. Okay.
Where have these people typically been reassigned from? In other words, what sorts of things are being left to the side or not being done to maybe the capacity we would have liked as a result of reassignments?
Stéphan Aubé
View Stéphan Aubé Profile
Stéphan Aubé
2020-12-03 12:09
I'll give you an example that you probably know. The ambassador service that we offer to members in the committees and also for their offices is a group of fewer than 20 people. We took that group and had to reassign them to the onboarding for members for virtual committees and also for the virtual chamber. That's an example of the changes we've made.
We've also had to reassign some of our security force to work on specific items relating to ensuring the security for these virtual meetings. We did some changes there. We also looked at the support that we offered for some applications to people who were working in that area. We basically also reassigned them to specific operations roles related to the virtual chamber and virtual committees. That's the type of decision we had to make in order not to increase costs to the organization, because the incremental costs from our perspective for virtual Parliament, as of September, were really around $1.2 million. We were able to maintain that incremental cost load because of the reassignments we've done.
View Blake Richards Profile
CPC (AB)
While we're on the topic of virtual Parliament, with regard to committees, we've obviously been told that with logistical issues and maintenance issues with the systems, the approach that we've been using, this hybrid approach for committee meetings, is going to have to stop for about a month during the upcoming winter adjournment. If I remember correctly—I might be off a little bit—but roughly from December 19, for about a month, we would see a shutdown. What we're told is that this would prevent committees and even Parliament, if it needed to be recalled, from being able to sit in any kind of a way, even if there is an emergency situation that develops.
We've seen that in the past this sometimes does happen while the House is in adjournment. Can we get a bit more of an explanation, especially for Canadians who might be following the proceedings today? What exactly is going on there? Why is it happening? What could be done to ensure that there is an ability for emergency situations to be dealt with? Could it be done in some kind of a staggered fashion so that even one committee could be accommodated where there might be an emergency? Obviously, there are reasons that needs to happen and we certainly wouldn't want to shut down our Parliament completely for a month if that was necessary.
Can we get some explanation on what's happening there and also an indication of what could be done to ensure that there is an ability to function in a limited capacity if an emergency situation arises?
Stéphan Aubé
View Stéphan Aubé Profile
Stéphan Aubé
2020-12-03 12:12
Mr. Richards, I will just make one comment to start. I can guarantee you that if there would be an emergency, the House would be able to return. That's the first point that I want to make. We pride ourselves on ensuring that the House sits, and we will guarantee that this happens if ever there is such an emergency.
View Blake Richards Profile
CPC (AB)
Could I just add to that? In relation to committees, there are obviously times when an emergency committee meeting is required. Can we have the same assurance and guarantee that it would be possible, if needed?
Stéphan Aubé
View Stéphan Aubé Profile
Stéphan Aubé
2020-12-03 12:13
If there would be an emergency and the Speaker would require us to make this happen, Mr. Richards, we'd certainly find a way to make this happen.
Having said that, what we're planning to do is maintenance that we usually do when the House is not sitting. This year has been an extraordinary year. We haven't had a chance to do the maintenance that is required to some of our core systems. When I'm speaking about maintenance, I'm not talking about general IT maintenance of a network and stuff like that. I'm talking about the broadcasting systems that support the chamber and the committees. We need to do the necessary maintenance in order to prevent failures to these systems this winter, sir.
The approach that we've taken in order to minimize risk is that we're going to focus on the core systems at the beginning, during the Christmas period. We're going to be working over the Christmas period from the 28th through to the fifth in order to update and maintain these systems and replace the systems that need to be replaced during that period. Then after that, our plan, sir, is to start focusing on committee rooms, one at a time, in order to start ramping up the systems as we can.
We are taking a staggered approach in order to minimize risk to the organization, but it does have an impact on our ability to offer services to all the committees, as I have just mentioned, due to the changes we need to make.
View Blake Richards Profile
CPC (AB)
I understand. I want to just make sure to make it clear that we appreciate that there's been a lot of change and adaptation required. You guys have done a really good job of trying to ensure that we're keeping pace with what's required under very difficult circumstances. I do understand that this can sometimes involve stuff that's far beyond my comprehension in terms of technical capabilities.
I appreciate the work that you're doing. I really do appreciate the assurances you've just given us that there would be some way found to ensure that, in those urgent and emergency type situations.... That was my big concern. I'm really glad to hear that there will be ways to accommodate that, if needed.
View Anthony Rota Profile
Lib. (ON)
We'll now continue to Mr. Holland.
View Mark Holland Profile
Lib. (ON)
View Mark Holland Profile
2020-12-03 12:15
Thank you, Mr. Chair.
I'll just note that I'm noticing that these meetings are running a lot longer. The frequency of meetings is starting to increase significantly because we're taking a long time to get through the business.
I would encourage members to avail themselves of the opportunity before the meetings to try to go through as many of these questions as possible. We typically move through these agenda items a lot more rapidly. I'm just concerned that we're not getting through these items with how much time we have. I'm concerned about the frequency of meetings we're having with BOIE. We're going to start turning it into a weekly meeting here, Mr. Speaker.
View Anthony Rota Profile
Lib. (ON)
Thank you for the comments.
We'll now go to Mr. Julian.
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