Public Services and Procurement Canada
Quarterly Financial Report for the quarter ended December 31, 2025
Statement outlining results, risks and significant changes in operations, personnel and programs.
On this page
- Introduction
- Highlights of fiscal quarter and fiscal year-to-date results
- Risks and uncertainties
- Significant changes to operations, personnel and programs
- Approval by senior officials
- Appendix
List of tables
- Table 1: Year-over-year variances in authorities available for use
- Table 2: Year-over-year variances in net budgetary expenditures (presented by standard object)
- Table 3: Statement of authorities (unaudited)
- Table 4: Departmental budgetary expenditures by standard object (unaudited)
Introduction
This Quarterly Financial Report (QFR) should be read in conjunction with the 2025 to 2026 Estimates (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 the Directive on Accounting Standards, Government of Canada (GC) 4400 departmental Quarterly Financial Report. It has not been subject to an external audit or review.
In this section
- Mandate, mission and vision
- Basis of presentation
- Public Services and Procurement Canada's financial structure
Mandate, mission and vision
Public Works and Government Services Canada (PWGSC) was established effective June 20, 1996, under the Department of Public Works and Government Services Act. As of November 4, 2015, PWGSC started operating as Public Services and Procurement Canada (PSPC). PSPC 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, pay and pension administrator, and common service provider. PSPC’s 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. Its vision is to excel in government operations.
Further details on the department's authority, mandate and core responsibilities can be found in the 2025 to 2026 Estimates (Main Estimates—Part II) and the Public Services and Procurement Canada’s 2025 to 2026 Departmental Plan for the fiscal year ending March 31, 2026.
Basis of presentation
This quarterly report has been prepared by management using an expenditure basis of accounting and a special-purpose financial reporting framework designed to meet financial information needs with respect to the use of spending authorities. The accompanying Table 3: Statement of authorities (unaudited) includes the department's spending authorities granted by Parliament, and those used by the department and are consistent with the Main Estimates and Supplementary Estimates for the current fiscal year.
The authority of Parliament is required before money can be spent by the government. Approvals are given in the form of annually approved limits through appropriation acts, or through legislation in the form of statutory spending authority for specific purposes.
When Parliament is dissolved for the purposes of a general election, section 30 of the Financial Administration Act authorizes, under certain conditions, the preparation of a special warrant to be signed by the Governor General authorizing payments to be made out of the Consolidated Revenue Fund. Special warrants are deemed to be an appropriation for the fiscal year in which they are issued.
Special warrants issued during the first quarter of the current fiscal year were included in the total appropriations in the 2025 to 2026 Main Estimates.
The department uses the full accrual method of accounting to prepare and present its annual departmental financial statements that are part of the departmental results reporting process. However, the spending authorities voted by Parliament remain on an expenditure basis.
Public Services and Procurement Canada's financial structure
PSPC 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 composed 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. The description can be found in Seized property account.
PSPC'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 in the next 4 subsections:
Cost-recovery basis
For the most part, PSPC 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.
Project management
PSPC 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 Yukon
- the renewal of the Place du Portage III
- the rehabilitation of the Parliamentary Precinct in Ottawa
Payments in lieu of taxes
PILT issued by PSPC 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 from the other departments.
Seized property account
PSPC 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. PSPC recovers its costs from this account once the property owner loses the right to the property and it is disposed of.
Highlights of fiscal quarter and fiscal year-to-date results
This section highlights the financial results and explanations for variances between the fiscal quarter and fiscal year-to-date ended on December 31, 2025, compared with the same period of the previous year.
In this section
Significant changes to authorities
As presented in Table 3: Statement of authorities (unaudited), year-to-date PSPC authorities available for use increased by $1,672.2 million as compared to the same quarter of the previous year ($7,351.2 million in the current fiscal year compared to $5,679.0 million in the previous fiscal year). The items responsible for the overall increase are outlined in Table 1: Year-over-year variances in authorities available for use, followed by a description for each variance.
| Initiatives | Operating | Capital | Budgetary statutory authorities | Total variance |
|---|---|---|---|---|
| Planning and investment in PSPC’s assets portfolio | 4.8 | 1,258.9 | 2.4 | 1,266.1 |
| Next generation Human Resources and pay initiative | 132.5 | 0 | 6.1 | 138.6 |
| Office portfolio reduction plan | 102.0 | 0 | 0 | 102.0 |
| Price and volume protection | 72.4 | 0 | 0 | 72.4 |
| Accommodation and real property services for the Canada Revenue Agency | 36.1 | 0 | 0 | 36.1 |
| Collective bargaining | 23.9 | 0 | 1.0 | 24.9 |
| Canada’s 2025 G7 Presidency | 19.9 | 0 | 0 | 19.9 |
| Card acceptance and postage | 13.7 | 0 | 0 | 13.7 |
| Other | 2.9 | 0 | (4.4) | (1.5) |
| Cumulative variance in authorities available for use | 408.2 | 1,258.9 | 5.1 | 1,672.2 |
Groupings can change between quarters due to materiality of initiatives.
Amounts may not balance with other public documents due to rounding.
Planning and investment in Public Services and Procurement Canada’s assets portfolio: increase of $1,266.1 million
The increase reflects the department’s current funding approval to deliver on its long-term capital funding plan, and to align PSPC’s authorities with its planned expenditures per the Investment Plan (a detailed 5-year plan for investments derived from the PSPC’s Asset Long-Term Strategy and Plans) to deliver major projects and enable the implementation of critical infrastructure projects.
Next generation Human Resources and pay initiative: increase of $138.6 million
The increase is related to finalizing building and testing the new integrated Human Resources (HR) and pay solution and begin carrying out change management activities with departments and agencies, offset by authorities received in the prior year for the Human Capital Management Feasibility Analysis Project.
Office portfolio reduction plan: increase of $102.0 million
Budget 2024 announced funding for PSPC to reduce its office portfolio by 50%. This funding, which is expected to be recovered through substantial short and long-term cost savings, will help to accelerate the ending of leases and disposal of underused federal properties. To advance work on the Office Portfolio Reduction Plan (OPRP), PSPC sought access to Vote 1 - operating funding, for building decommissioning, moves, due diligence for disposals, and workplace optimization in retained assets.
Price and volume protection: increase of $72.4 million
The increase is a result of funding received for the protection from inflation and volume variations relating to space requirements for real property elements over which PSPC has very little or no control such as rent, utilities, and payments in lieu of taxes.
Accommodation and real property services for the Canada Revenue Agency: increase of $36.1 million
The increase is for PSPC’s provision of accommodation and real property services to the Canada Revenue Agency (CRA). Adjustments are required every year to reflect changes in costs and in the amount of space occupied.
Collective bargaining: increase of $24.9 million
The increase is mainly due to a Treasury Board Vote 15 allocation for compensation adjustments, primarily to address insufficient funding for the Commerce and Purchasing group collective agreement.
Canada’s 2025 G7 presidency: increase of $19.9 million
Canada hosted the G7 Summit in 2025. PSPC supported other government departments for the planning, organization and delivery of the event. PSPC provided accommodation, special events management, procurement, and interpretation services.
Card acceptance and postage: increase of $13.7 million
Federal departments and agencies that accept debit or credit card payments for goods and services incur transaction fees. Postage fees are also incurred for mailing cheques. Both types of fees are paid centrally by the Receiver General. As treasurer, PSPC manages these fees on behalf of federal departments and agencies. The increase in funding was mainly due to an increase in estimated revenues to be collected by departments and agencies using payment cards and a projected increase in the fees charged by the card brands.
Other: decrease of $1.5 million
The decrease is the result of funding variances in miscellaneous projects and activities.
Significant changes to year-to-date net expenditures
As presented in Table 4: Departmental budgetary expenditures by standard object (unaudited), year-to-date total net budgetary expenditures have increased by $481.5 million as compared to the same quarter of the previous year ($4,685.8 million in the current fiscal year compared to $4,204.3 million in the previous fiscal year).
| Standard object | December 31, 2025 year-to-date used at quarter-end | December 31, 2024 year-to-date used at quarter-end | Year-over-year variance |
|---|---|---|---|
| Personnel | 1,639.4 | 1,644.3 | (4.9) |
| Transportation and communications | 69.6 | 63.8 | 5.8 |
| Information | 8.3 | 12.5 | (4.2) |
| Professional and special services | 2,096.3 | 1,884.3 | 212.0 |
| Rentals | 1,047.1 | 981.9 | 65.2 |
| Repair and maintenance | 756.7 | 817.9 | (61.2) |
| Utilities, materials and supplies | 78.5 | 55.1 | 23.4 |
| Acquisition of land, buildings and works | 1,086.5 | 721.4 | 365.1 |
| Acquisition of machinery and equipment | 60.5 | 65.4 | (4.9) |
| Transfer payments | 167.6 | 141.2 | 26.4 |
| Public debt charges | 65.4 | 71.3 | (5.9) |
| Other subsidies and payments | 310.0 | 266.8 | 43.2 |
| Revenues netted against expenditures | (2,700.1) | (2,521.6) | (178.5) |
| Total net budgetary expenditures | 4,685.8 | 4,204.3 | 481.5 |
Comparative figures have been reclassified to conform to the current year's presentation.
Amounts may not balance with other public documents due to rounding.
The year-over-year net increase of $481.5 million is mainly attributable to:
- professional and special services: increase of $212.0 million
- PSPC’s mandate as real property manager includes entering into multi-year projects that require specialized skills and technical expertise which are not always available within the department
- the increase in professional and special services is mainly related to construction services due to the momentum of major property and infrastructure projects, including
- the continued implementation of the Long Term Vision and Plan (LTVP), a multi-decade strategy to restore and modernize Canada’s Parliamentary Precinct, such as the Centre Block Rehabilitation Program which includes the construction of the new Parliament Welcome Centre, as well as the redevelopment of Block 2 (the urban block bound by Metcalfe, Wellington, O’Connor and Sparks streets in Ottawa, Ontario)
- major projects in the National Capital Region (NCR), such as the rehabilitation of Les Terrasses de la Chaudière and the West Memorial building
- the increase in professional and special services is mainly related to construction services due to the momentum of major property and infrastructure projects, including
- the increase is partially offset by a decrease in expenditures related to the rehabilitation of the Alexandra Bridge boardwalk, which is near completion
- although PSPC has noted an increase in construction services, it continues to monitor professional and special services spending and is reducing expenditures on management consulting
- PSPC’s mandate as real property manager includes entering into multi-year projects that require specialized skills and technical expertise which are not always available within the department
- rentals: increase of $65.2 million
- the increase is mainly due to
- costs associated with accommodation services for the G7 Summit hosted by Canada in 2025. These services were partially delivered through the Real Property Services Revolving Fund (RPSRF) and subsequently recovered from other government departments as revenues netted against expenditures
- higher rent for leased real property and additional licensing fees for the new HR and pay solution
- the increase is mainly due to
- repair and maintenance: decrease of $61.2 million
- the decrease is mainly due to substantial progress made on improvements and maintenance across different sections of the Alaska Highway in Pacific region, with most of these projects completed in the previous fiscal year
- in addition, PSPC is reducing its investments in assets designated for disposal and shifting its focus toward strengthening priority assets that support the Government of Canada’s long‑term operational needs
- acquisition of land, buildings and works: increase of $365.1 million
- the increase is mostly due to the substantial completion payment made to the contractor related to Energy Services Acquisition Program (ESAP) in the NCR required in the current year according to the payment schedule
- the increase is partially offset by lower expenditures resulting from
- the near completion of projects for other government departments delivered through the RPSRF including the construction of an aircraft hangar facility for Transport Canada in Iqaluit, Nunavut, and the reconstruction of wharves in Atlantic region for Fisheries and Oceans Canada
- the previous year’s purchase of the Central Chambers building located at 40 Elgin St. in Ottawa, Ontario, for the purpose of long-term parliamentary accommodation, as well as the near completion of the construction of the new federal building in Shawinigan, Quebec
- revenues netted against expenditures: increase of $178.5 million
- the increase is mainly due to
- timing differences of transactions related to pension services
- higher revenues reported by the RPSRF for services provided to other government departments in support of the G7 Summit; partially offset by a decrease in revenues as a result of the completion of the Sidney Centre for Plant Health laboratory facility in Sidney, British Columbia
- the increase is mainly due to
Risks and uncertainties
PSPC integrates risk management principles and practices into business planning, decision-making and organizational processes to identify threats and minimize negative impacts, and maximize opportunities across its diverse range of services and operations. Risk management at PSPC is carried out in accordance with the Treasury Board of Canada Secretariat's Framework for the Management of Risk, Risk and Compliance Process, and PSPC's Integrated Risk Management Framework.
The key risks identified as having a potential financial impact on PSPC's operations are listed in the following section.
In this section
Funding mechanism
PSPC may be unable to achieve its departmental investment objectives and targets, due to the variety of funding mechanisms employed by the department and the need to have better tools to effectively implement the OnePSPC concept, which may impede on-going relationships with clients and the efficiency and effectiveness of the department’s programs and services. To mitigate this risk, PSPC is taking the following measures, among others:
- improving PSPC’s Investment Management Framework and associated governance, further refining an enterprise-wide prioritization model for all of PSPC’s asset portfolios and aligning resources to priorities
- implementing Project Costing Model Modernization initiative, with focus on 4 key deliverables
- PSPC Integrated Project Costing Framework
- Monte Carlo simulation model
- costing guides and tools
- project gating amendments
Global supply
PSPC’s service delivery may encounter challenges due to the impact of disruptions to trading relationships, the increasing price of commodities, increasing uncertainties in supply chains, and the security of those supply chains caused by geopolitical tensions, which could impact stakeholder trust and our clients’ ability to achieve their policy and program objectives, and the public’s trust in the Government of Canada. To mitigate this risk, PSPC is taking the following measures, among others:
- continuing to use the Defence Procurement Strategy and National Shipbuilding Strategy governance to tackle challenges, including early engagement with industry and shipyards
- continuing consistent and strong communication with allied partners, and strategic oversight between programs, to ensure effective supply chain management
- continuing to implement the Sustainment Initiative principles for defence procurement by providing procurement professionals with support in the development of sustainment solutions, including
- engagement
- training
- best practices and tools
- where possible explore options to have sustainment provided in Canada by Canadian industry
Effective delivery
PSPC may encounter delays to achieving full stabilization of pay administration for the Government of Canada (including pay processing and transfer of information to the pension administrator) as a result of the sustained increase in HR and pay events for public servants while facing capacity constraints which could further impede efforts to increase stakeholder trust and lessen liabilities to the Government of Canada. To mitigate this risk, PSPC is taking the following measures, among others:
- advancing progress on queue management, including maintaining intake service standards while completing all critical backlog cases (that is, backlog cases with the biggest impact on employees either financially or due to age)
- continuing to implement a multi-year roadmap for
- MyGCPay future enhancements
- robotics process automation projects and further data enhancements
- exploring innovative solutions such as leveraging artificial intelligence to help manage workload
- seeking resolution of longstanding critical pay (Phoenix) data issues impacting pension
- continuing to seek realignment of pay and pension employment and contribution data by leveraging the Innovation Garage interface solution
Compromised assets
The integrity, safety and accessibility of PSPC real property and infrastructure assets could be compromised by climate change, natural disasters, infrastructure deterioration and original design deficiencies, as well as human related actions which may impede the continuity of government operations and the wellbeing of Canadians. To mitigate this risk, PSPC is taking the following measures, among others:
- continuing to implement adaptation measures that are recommended in the Parliamentary Precinct Climate Change Adaptation Plan, such as
- designing cooling and ventilation systems for hotter summers
- enhancing drainage systems to manage more frequent intense rainfall events
- continuing to deliver various projects to
- preserve buildings
- prevent or reduce ongoing deterioration
- address urgent repair needs
- resolve health and safety issues
- minimize the cost and complexity of future work
Supply and delivery
The effective and efficient delivery of major PSPC initiatives may be impeded due to the nature of large-scale and complex work (project scale, complexities, partner dependencies, evolving security requirements) along with current global events (inflation, supply delays and industry capacity limitations) which may affect the department’s credibility with stakeholders. To mitigate this risk, PSPC is taking the following measures, among others:
- continuing early industry engagement throughout the procurement process to ensure industry has advanced awareness of projects to effectively plan and build sufficient capacity to bid on contracts
- continuing to implement the Science Portfolio Planning and Operating Framework through enterprise and costing analysis, while exploring strategies and solutions to fund lifecycle costs to advance proposed funding and operating models
- structuring, financing and accelerating fit-up to deliver and optimize real property’s portfolio
Significant changes to operations, personnel and programs
This section highlights significant changes in operations, personnel, and programs during the third quarter of the current fiscal year.
- On October 2, 2025, the Prime Minister announced the creation of the Defence Investment Agency (DIA), which will overhaul and streamline Canada’s defence procurement. The Defence Investment Agency will operate as a special operating agency within PSPC and will be led by the Honourable Stephen Fuhr, Secretary of State (Defence Procurement). Additional information will be provided in the upcoming 2026 to 2027 Departmental Plan
- Effective November 12, 2025, Doug Guzman was appointed as Chief Executive Officer (CEO) and will oversee the DIA’s day-to-day operations
Approval by senior officials
Original signed by:
Arianne Reza
Deputy Minister
Gatineau, Canada
February 25, 2026
Lindsay Janota on behalf of
Michael Hammond, CPA
Chief Financial Officer and
Assistant Deputy Minister
Gatineau, Canada
February 16, 2026
Appendix
| Breakdown by authorities | Total available for use for the year ending March 31, 2026table 3 note 1table 3 note 2 | Used during the quarter ended December 31, 2025 for fiscal year ending March 31, 2026 | Year-to-date used at quarter-end for fiscal year ending March 31, 2026 | Total available for use for the year ending March 31, 2025table 3 note 1table 3 note 2 | Used during the quarter ended December 31, 2024 for fiscal year ending March 31, 2025 | Year-to-date used at quarter-end for fiscal year ending March 31, 2025 |
|---|---|---|---|---|---|---|
| Vote 1: gross operating expenditure | 5,284,200 | 1,230,362 | 3,396,227 | 4,819,511 | 1,182,173 | 3,352,942 |
| Vote 1: vote-netted revenues | (1,461,704) | (425,670) | (1,045,446) | (1,405,199) | (231,840) | (818,236) |
| Vote 1: net operating expenditures | 3,822,496 | 804,692 | 2,350,781 | 3,414,312 | 950,333 | 2,534,706 |
| Vote 5: capital expenditures | 3,313,905 | 1,080,920 | 1,825,827 | 2,055,000 | 520,953 | 1,226,864 |
| Real Property Services revolving fund: gross expenditures | 2,687,023 | 748,953 | 1,696,332 | 2,451,434 | 709,015 | 1,740,541 |
| Real Property Services revolving fund: revenues | (2,686,323) | (705,128) | (1,531,378) | (2,430,634) | (680,139) | (1,564,594) |
| Real Property Services revolving fund: net expenditures | 700 | 43,825 | 164,954 | 20,800 | 28,876 | 175,947 |
| Translation Bureau revolving fund: gross expenditures | 172,705 | 34,554 | 100,159 | 183,945 | 45,722 | 122,028 |
| Translation Bureau revolving fund: revenues | (166,894) | (24,402) | (96,475) | (178,870) | (50,936) | (118,814) |
| Translation Bureau revolving fund: net expenditures | 5,811 | 10,152 | 3,684 | 5,075 | (5,214) | 3,214 |
| Optional Services revolving fund: gross expenditures | 32,062 | (33,197) | 43,089 | 15,104 | 18,568 | 12,039 |
| Optional Services revolving fund: revenues | (33,226) | (16,047) | (26,786) | (15,208) | (11,401) | (19,961) |
| Optional Services revolving fund: net expenditures | (1,164) | (49,244) | 16,303 | (104) | 7,167 | (7,922) |
| Total of all revolving funds: gross expenditures | 2,891,790 | 750,310 | 1,839,580 | 2,650,483 | 773,305 | 1,874,608 |
| Total of all revolving funds: revenues | (2,886,443) | (745,577) | (1,654,639) | (2,624,712) | (742,476) | (1,703,369) |
| Total revolving fund: net expenditures | 5,347 | 4,733 | 184,941 | 25,771 | 30,829 | 171,239 |
| Other budgetary statutory authorities: contributions to employee benefit plans | 208,751 | 52,187 | 156,563 | 182,732 | 43,396 | 130,186 |
| Other budgetary statutory authorities: minister of Public Services and Procurement—Salary and motor car allowance | 102 | 45 | 121 | 99 | 24 | 74 |
| Other budgetary statutory authorities: refunds of amounts credited to revenues in previous years | 0 | 0 | 0 | 0 | 0 | 0 |
| Other budgetary statutory authorities: spending of proceeds from the disposal of surplus Crown assets | 558 | 1 | 2 | 1,099 | 1 | 6 |
| Other budgetary statutory authorities: collection agency fees | 1 | 0 | 0 | 2 | 2 | 2 |
| Other budgetary statutory authorities: payment in lieu of taxes to municipalities and other taxing authoritiestable 3 note 2 | 0 | (34,433) | 167,562 | 0 | (13,568) | 141,223 |
| Total other budgetary statutory authorities | 209,412 | 17,800 | 324,248 | 183,932 | 29,855 | 271,491 |
| Total budgetary authorities | 7,351,160 | 1,908,145 | 4,685,797 | 5,679,015 | 1,531,970 | 4,204,300 |
| Non-budgetary authorities | 0 | 0 | 0 | 0 | 0 | 0 |
| Total authorities | 7,351,160table 3 note 3 | 1,908,145 | 4,685,797 | 5,679,015table 3 note 3 | 1,531,970 | 4,204,300 |
Table 3 notes
|
||||||
| Breakdown by standard object | Planned expenditures for the year ending March 31, 2026table 4 note 1table 4 note 2 | Expended during the quarter ended December 31, 2025 for fiscal year ending March 31, 2026 | Year-to-date used at quarter-end for fiscal year ending March 31, 2026 | Planned expenditures for the year ending March 31, 2025table 4 note 1table 4 note 2 | Expended during the quarter ended December 31, 2024 for fiscal year ending March 31, 2025 | Year-to-date used at quarter-end for fiscal year ending March 31, 2025 |
|---|---|---|---|---|---|---|
| Expenditures: personnel | 2,253,651 | 552,185 | 1,639,407 | 2,127,827 | 597,826 | 1,644,335 |
| Expenditures: transportation and communications | 114,358 | 32,279 | 69,624 | 72,403 | 26,161 | 63,760 |
| Expenditures: information | 38,523 | 3,404 | 8,278 | 34,932 | 4,354 | 12,542 |
| Expenditures: professional and special services | 3,642,724 | 941,285 | 2,096,325 | 2,501,508 | 783,701 | 1,884,292 |
| Expenditures: rentals | 1,420,996 | 369,197 | 1,047,080 | 1,344,325 | 335,786 | 981,924 |
| Expenditures: repair and maintenance | 1,722,749 | 308,421 | 756,679 | 1,530,312 | 312,654 | 817,893 |
| Expenditures: utilities, materials and supplies | 164,501 | (25,731) | 78,510 | 175,835 | 32,417 | 55,057 |
| Expenditures: acquisition of land, buildings and works | 1,574,735 | 763,498 | 1,086,451 | 1,190,793 | 314,967 | 721,362 |
| Expenditures: acquisition of machinery and equipment | 160,545 | 33,949 | 60,539 | 171,650 | 26,217 | 65,377 |
| Expenditures: transfer paymentstable 4 note 2 | 288 | (34,433) | 167,562 | 0 | (13,568) | 141,223 |
| Expenditures: public debt charges | 120,441 | 21,470 | 65,409 | 119,632 | 23,296 | 71,300 |
| Expenditures: other subsidies and payments | 485,796 | 113,868 | 310,018 | 439,709 | 62,475 | 266,840 |
| Total gross budgetary expenditures | 11,699,307 | 3,079,392 | 7,385,882 | 9,708,926 | 2,506,286 | 6,725,905 |
| Less revenues netted against expenditures: revolving funds revenues | (2,886,443) | (745,577) | (1,654,639) | (2,624,712) | (742,476) | (1,703,369) |
| Less revenues netted against expenditures: vote-netted revenues | (1,461,704) | (425,670) | (1,045,446) | (1,405,199) | (231,840) | (818,236) |
| Total revenues netted against expenditures | (4,348,147) | (1,171,247) | (2,700,085) | (4,029,911) | (974,316) | (2,521,605) |
| Total net budgetary expenditures | 7,351,160 | 1,908,145 | 4,685,797table 4 note 3 | 5,679,015 | 1,531,970 | 4,204,300table 4 note 3 |
Table 4 notes
|
||||||
© His Majesty the King in Right of Canada, as represented by the Minister of Public Services and Procurement Canada, 2026
ISSN: 2819-2117