Department of Finance EN
Departmental plan and public accounts, fiscal year 2024-25. Names and texts as the source publishes them.
21 programsmedian gap +3.3% (quartiles −4.4% and +16.9%)13 above plan · 8 belowFTEs: median gap +2.6%
Program by program
| Program EN | Planned | Actual | Gap | Planned FTEs | Actual FTEs |
|---|---|---|---|---|---|
| Real Property Management Services | $1.5M | $3.1M | +107.5% | 8 | 16 |
| Information Technology Services | $6.6M | $10.7M | +62.9% | 30 | 49 |
| Information Management Services | $3M | $1.4M | −52.7% | 10 | 9 |
| Acquisition Management Services | $600.4K | $912.2K | +51.9% | 6 | 7 |
| Economic Development Policy | $3.5B | $2.4B | −31.6% | 71 | 81 |
| Legal Services | $4.6M | $6.1M | +30.7% | 10 | 12 |
| Materiel Management Services | $304.4K | $216.2K | −29.0% | 2 | 3 |
| International Trade and Finance Policy | $10M | $12.1M | +20.8% | 73 | 68 |
| Human Resources Management Services | $6.1M | $7.1M | +16.9% | 38 | 47 |
| Communications Services | $10.6M | $11.9M | +12.5% | 61 | 76 |
Sorted by absolute gap. Each row is a program as published; no row adds programs together. A planned amount of zero or less makes the gap “n/a”.
In the department's words
« Actual spending was higher than planned due to the reallocation of funds from another functional area within the Department to address unanticipated workload pressures in this area. »Departmental plan 2024-25, variance explanation. Quoted as is; Lauréo does not comment.« Actual spending was higher than planned to support additional investments in Information Technology funded through a reallocation of funds from within the Department. »Departmental plan 2024-25, variance explanation.« Actual spending was lower than planned due to the reallocation of funds from this functional area to the Information Technology functional area to address investment priorities. »Departmental plan 2024-25, variance explanation.« Actual spending was higher than planned due to the reallocation of funds from another functional area within the Department to address unanticipated workload pressures in this area. »Departmental plan 2024-25, variance explanation.« Actual spending was lower than planned in this area primarily due to a reduced payment to the Canada Infrastructure Bank (CIB) driven by CIB’s actual project expenditures. »Departmental plan 2024-25, variance explanation.« Actual spending was higher than planned due to temporary funding received to support the work on Aggressive Tax Planning and an increase in salary rates for lawyers. »Departmental plan 2024-25, variance explanation.« Actual spending was lower than planned, consequently funds were reallocated to other functional areas within the Department to address unexpected workload pressures. »Departmental plan 2024-25, variance explanation.« Actual spending was higher than planned due to the reallocation of funds from other functional area within the Department to address unanticipated workload pressures in this area. »Departmental plan 2024-25, variance explanation.« Actual spending was higher than planned due to the reallocation of funds from other functional area within the Department to address an increase in demand for learning and development. »Departmental plan 2024-25, variance explanation.« Actual spending was higher than planned due to the reallocation of funds from another functional area within the Department to address unanticipated workload pressures in this area. »Departmental plan 2024-25, variance explanation.Authorized vs spent — voted appropriations
| Vote EN | Authorized | Spent | Share used |
|---|---|---|---|
| Vote 1 · Operating/Program | $162.5M | $146.9M | 90.4% |
| Vote 5 · Other | $1 | $0 | 0.0% |
Public accounts 2024-25, one vote per row. 21 statutory items (S) are counted apart: their authority equals spending by construction, and a 100% share used would say nothing there. Authorized and spent are two facts, never added across votes.