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Prime Minister's Message

This past year was marked by one of the worst global recessions in half a century, which brought with it significant uncertainty for Canada’s economy and labour market.  In response, the Government of Canada implemented the Economic Action Plan to help protect Canadians from the impacts of this downturn.  Supported by these measures, the Canadian economy rebounded strongly during the second half of the fiscal year 2009-10, making a more rapid transition from recession to recovery than most other countries. 

Throughout this past year, the Privy Council Office played a leadership role in recovery efforts and many other areas including:

• helping to streamline the approval processes for Economic Action Plan initiatives;
• coordinating the development of the Speech from the Throne and Budget 2010; 
• playing a key role in strengthening Canada’s relationship with emerging economies, while maintaining its economic relations with the United States;
• coordinating policies and providing advice on Canada’s activities and engagement in Afghanistan;
• supporting and coordinating the humanitarian response to the devastating earthquake in Haiti;
• helping to organize and plan security for the Vancouver 2010 Olympic and Paralympic Winter Games, as well as the G8 and G20 summits; and 
• enabling a whole-of-government approach and an integrated response to the H1N1 pandemic.

Along with all of these efforts, the Privy Council Office continued to lead ongoing Public Service renewal to ensure the Public Service remains a vital institution where public servants are equipped to fulfil their mission of excellence in providing services to Canadians.  

I am pleased to present the 2009-10 Departmental Performance Report for the Privy Council Office and the Public Appointments Commission Secretariat.

The Right Honourable Stephen Harper
Prime Minister of Canada

Section I: Departmental Overview

1.1 Introduction

The 2009-10 Departmental Performance Report provides an account of the performance of the Privy Council Office (PCO) for the period from April 1, 2009 to March 31, 2010. It reports on the Department's main activities (planned and unplanned) for the fiscal year 2009-10.

1.2 Raison d’être

The origins of PCO’s mandate and raison d’être lie in the structure and traditions of the Westminster style of Parliamentary government.  The British North America Act of 1867 created the Queen’s Privy Council for Canada and stated that the Governor General is to exercise executive powers (as representative of the Crown) with the advice and consent of this Privy Council.  All powers vested in the Governor General in Council refer to the Governor General acting by and with the advice of the Queen’s Privy Council for Canada, which has evolved to become the Canadian Cabinet.  Under the traditions of Westminster government, the Prime Minister serves as Canada’s Head of Government and the chief constitutional advisor to the Governor General and the Monarch.

PCO functions both as the Cabinet’s secretariat and the Prime Minister’s source of public service advice on policy questions and operational issues facing the Government.  PCO’s efforts are central to effective functioning of the Executive in Canada’s system of government.

1.3 Responsibilities

PCO reports directly to the Prime Minister and is led by the Clerk of the Privy Council, who is also Secretary to the Cabinet.  The Clerk of the Privy Council and PCO support the Prime Minister in his role as Head of Government.

PCO has three main roles:

• Advisor to the Prime Minister – PCO brings together quality, objective policy advice and information to support the Prime Minister and the Cabinet, including non-partisan advice and information across the Public Service; consultation and collaboration with international and domestic sources inside and outside Government; and advice on the management of federal/provincial/territorial relations.  PCO also provides administrative services to the Prime Minister’s office, PCO Ministers, and to Commissions of Inquiry.
  
  
• Secretary to the Cabinet – PCO facilitates the smooth, efficient, and effective functioning of Cabinet and the Government of Canada on a day-to-day basis including managing the Cabinet’s decision-making system; coordinating departmental policy proposals to Cabinet; scheduling and support services for meetings of Cabinet and Cabinet Committees; advancing the Government’s agenda across federal departments and agencies and with external stakeholders; advising on Government structure and organization; and preparing Orders-in-Council.
  
  
• Public Service Leadership – PCO fosters a high-performing and accountable public service, ensures that the Government and Canadians are served by a quality public service that delivers advice and services in a professional manner, and strives to meet the highest standards of accountability, transparency and efficiency. This includes managing the appointment process for senior positions in the federal public sector including departments, Crown corporations and agencies; guiding policy on human resources issues and providing strategic direction on Public Service Renewal; ensuring that the Public Service has the capacity to meet emerging challenges and the changing responsibilities of government; and developing and submitting the Clerk’s Annual Report to the Prime Minister on the state of the Public Service.

PCO also provides non-partisan advice and support to the Leader of the Government in the Senate, the Minister for Intergovernmental Affairs, President of the Queen’s Privy Council for Canada and Minister for La Francophonie, the Leader of the Government in the House of Commons, and the Minister of State (Democratic Reform). 

For more information on PCO’s main roles, please visit PCO’s website. 

1.4 Privy Council Office – Program Activity Architecture (PAA) for 2009-10¹

1.5 Privy Council Office’s Year in Review

At the beginning of fiscal year 2009-10, Canada found itself deep in recession with large numbers of Canadians having lost their jobs as a result of the worst economic downturn in half a century.  But Canada was not alone in this regard – in fact, Canada was part of a deep and synchronized global recession that was sparked by the worst global financial crisis since the 1930s and the collapse of the United States housing market.  To respond to this crisis situation and help mitigate its impact, the Government of Canada announced and implemented the Economic Action Plan (EAP), a significant, multi-faceted stimulus package designed to stabilize the economy and spur job creation.  As a result of these efforts and Canada’s strong underlying economic, fiscal and financial fundamentals, Canadians were able to weather the global recession better than most other industrialized countries, and quickly make the transition to recovery. Indeed, during the second half of the fiscal year 2009-10, economic growth rebounded much more strongly than expected, accompanied by significant gains in job creation.

Globally, the Government of Canada continued to collaborate with the international community in regards to the work in Afghanistan, in order to bring stability, good governance, self-sufficiency and security.

In addition to planned activities in support of priorities, the work of PCO is responsive to emerging issues (domestic or international), new initiatives brought forward by government departments, as well as other factors (e.g., pandemics).  The principal activities that PCO undertook during the fiscal year 2009-10 are summarized here, under four main themes:

1.5.1 Responding to the Economic Downturn

PCO played an important leadership role in supporting the Government’s overall efforts to deal with the impact of the global recession on Canada.  Providing overall advice and coordination to the effort, PCO worked to streamline the approval process for initiatives under the EAP in order to ensure that the Government was in a position to implement the various measures in an effective and timely manner to respond to the crisis.  PCO was also instrumental in coordinating the Government’s overall communications effort related to the EAP, and directly managed the EAP website which delivers government-wide, integrated messaging for the various initiatives, an effort that included reporting to Parliament and Canadians on progress and results achieved.

In supporting the Prime Minister to fulfill his overall leadership responsibility, PCO contributed to developing the Speech from the Throne and Budget 2010, which helped to set the stage for the Government’s post-recession agenda. 

In addition, PCO provided advice to the Prime Minister regarding the international economic agenda during the economic downturn enabling his participation in international meetings that addressed the global economic challenge.

1.5.2 Strengthening Canada’s Role in the International Context

PCO played a leadership role in providing support and advice to the Prime Minister on international affairs and national security.  One particular goal was to strengthen Canada’s relationships with its partners.  This was reflected in the Prime Minister’s visits to the United States, India and China, with the purpose of building stronger and more dynamic bilateral relations.  The advice that PCO provided to the Prime Minister contributed to strengthening the collaboration between Canada and the United States and addressing shared challenges, such as the economy and the environment. 

PCO played a central role and coordinated the policies and provision of advice on Canada’s activities and engagement in Afghanistan.  As well, PCO built coherence and consistency in communicating the mission to Canadian, Afghan and international audiences.  PCO continued to provide advice and support in implementing the whole-of-government effort in Afghanistan, as well as coordinating regular, quality reporting to Parliament on the implementation of Canada’s six priorities and three signature projects.

PCO performed an active role in supporting and coordinating the response in Haiti just hours after the devastating earthquake hit that country.  This included provision of humanitarian assistance and deployment of Canadian troops to help clear roads, provide security for supply distribution and maintain order.  A few months later, in response to the earthquake in Chile, the Government of Canada provided funding for urgent humanitarian assistance to the Chilean people.

PCO fulfilled its coordination role in providing advice and support for organizing and security planning for major international events held in Canada, such as the Vancouver 2010 Olympic and Paralympic Winter Games.  The outcome of these efforts was a successful and well-orchestrated Winter Games.  As well, PCO had a leadership role in coordinating the security planning of the 2010 G8 and G20 summits held in June in Canada.   

1.5.3 Contributing to a More Secure and Greener Canada

During the fiscal year 2009-10, PCO continued to provide advice to the Prime Minister on articulating the national security policy and to support the National Security Advisor to the Prime Minister on security and intelligence matters. 

Responding to emerging issues during 2009-10, PCO played a lead role, within existing resources, in formulating and implementing a whole-of-government response to the H1N1 pandemic.   

PCO provided advice to the Prime Minister on initiatives aimed at securing Canada’s energy future, tackling climate change and preserving Canada’s environment.  These measures included the launch of the Canada – United States Clean Energy Dialogue, which focuses on developing clean energy technologies and harmonizing North American auto emission standards, as well as expanding and upgrading Canada’s national park system through the EAP. 

In addition, PCO supported the Government and the Prime Minister in playing an active and constructive role in climate change talks at the international level, notably at the United Nations Climate Change Conference in December 2009, which resulted in the Copenhagen Accord.

PCO provided a challenge function for a number of Memoranda to Cabinet promoting the Government’s social agenda, such as refugee reform, health, retirement income and employment insurance, Aboriginal rights, and missing and murdered Aboriginal women.

PCO provided this same challenge function on a number of initiatives to tackle serious crime facilitating the effective investigation of cyber-crime and crimes committed via computers and modern telecommunications.  Measures include requiring Internet service providers to report child pornography, amending the Youth Criminal Justice Act, addressing white collar crime, restricting the availability of conditional sentences for serious offences, adding abusing a position of authority or access to a secure area to facilitate trafficking of illegal drugs as an aggravating factor for sentencing, capping credit for time served at a one-to-one ratio, and strengthening the use of the National Sex Offender Registry and the National DNA Data Bank.

1.5.4 Supporting Effective Operation of the Government

PCO played a primary role in coordinating the operation of Cabinet committees by providing secretariat support and administering the flow of business related to the high-level decision-making process.  PCO played a catalytic role with federal departments in advancing a number of government priorities and in ensuring consistent messaging in all communication activities.  PCO also continued to coordinate and manage the Government’s legislative agenda, as well as democratic reform issues, including advice and support on the development of priority legislation, management of sensitive parliamentary issues, and on the preparation and management of all government legislative initiatives.  Furthermore, PCO continued to improve its abilities to provide strategic communication advice and to find ways to manage rapid responses to emerging issues. 

In Budget 2009, the Government initiated a review of the Governor-in-Council positions in agencies, boards, commissions and Crown corporations to improve the governance and functioning of federal organizations while maintaining quality government services to Canadians.  PCO led this complex initiative (with the Treasury Board Secretariat), the results of which were announced in Budget 2010, and are discussed in more detail in Section II. 

PCO maintained its leadership role in the area of Public Service Renewal, which remains “an ongoing, overarching strategy aimed at equipping public servants to better serve the Government, using new tools and approaches but fulfilling the same mission of excellence in service to Canadians”².  Renewal is the Clerk of the Privy Council’s top management priority.  Activities continue to be organized along four “pillars” – Integrated Planning, Recruitment, Employee Development and Renewing the Workplace.  In March 2010, the Clerk submitted the Seventeenth Annual Report to the Prime Minister on the Public Service outlining the accomplishments of the past year and the priorities going forward. 

PCO’s Performance Measurement system continues to be developed.  Currently, PCO uses largely output-based performance indicators in order to make operational decisions on workload and distribution of effort within the Department. It is extremely challenging to measure the quality of policy advice, integration and coordination. However, PCO responds to the qualitative feedback that it receives and adjusts its way of working to deliver to the highest standards.  Issues continue to be managed in a timely and responsive way, allowing the Prime Minister to provide direction across the full range of government operations.

1.6 Corporate Risk Analysis

Over the past year, PCO continued to strengthen its corporate risk management practices.  An Integrated Risk Management Handbook was recently drafted and will help senior executives engage in the Corporate Risk Management Process.  PCO’s work and the challenges it faced over fiscal year 2009-10 were significantly affected by its operating context. 

PCO’s risks and opportunities relate mostly to operational matters linked to providing advice to the Prime Minister and Cabinet.  The day-to-day work at PCO includes risks associated not only with planned activities (as illustrated in the Report on Plans and Priorities), but also risks of unplanned and emerging events (e.g., the earthquake in Haiti).

Corporate and operational risks and mitigation strategies are discussed in more detail in Section II.

1.7 Performance Summary

2009-10 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
133,263	170,321	158,601

2009-10 Human Resources (FTEs)

Planned	Actual	Difference
978	1,051	(73)

Performance Analysis Table

($ millions)

Program Activity3	2008-09 Actual Spending	2009-10				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
1.1 The Prime Minister and Portfolio Ministers Provide professional, non-partisan policy advice and support to the Prime Minister and portfolio ministers	104,134	61,052	61,209	72,037	67,621	Strong and independent democratic institutions
1.2 The Cabinet Provide policy advice and secretariat support to Cabinet and Cabinet committees	24,761	16,365	16,365	16,772	16,459	Strong and independent democratic institutions
1.3 The Public Service Provide overall leadership and direction to the Public Service in support of the Government’s agenda	5,389	2,553	2,553	3,683	3,573	A well-managed and smoothly operating government machinery
1.4 Commissions of Inquiry Provide Commissions of Inquiry with financial and administrative support	15,045	0	4,621	13,731	11,730	A transparent, accountable and responsive federal government
1.5 Internal Services Provide services and resources to support the needs of PCO and fulfil corporate obligations of the organization	Note 1	48,812	48,515	64,098	59,218
Total	149,329	128,782	133,263	170,321	158,601
Full-time equivalents (FTEs)	981	966	978	1,068	1,051

¹Commencing in the 2009-10 Estimates cycle, the resources for the Internal Services program activity are displayed separately from other program activities; they are no longer distributed among the remaining program activities, as was the case in the previous Main Estimates.  This has affected the comparability of spending and FTE information by program activity between fiscal years.

Like other departments and agencies, PCO starts the year with a budget as voted in the Main Estimates, but can receive additional funding through the Supplementary Estimates and other transfers.  The total amount approved by Parliament in the Main and Supplementary Estimates for the year is reflected in the Total Authorities, which departments or agencies may not exceed.  In 2009-10, PCO received $41.5 million of in-year funding increasing the amount of $128.8 million in the Main Estimates to $170.3 million in total authorities.  This increase was mainly due to:

• additional requirements for Commissions of Inquiry;
• additional operating requirements to permanently eliminate various chronic funding pressures within PCO;
• implementation and coordination of a government-wide communications strategy for the EAP;
• the transfer of the Public Service Renewal Task Force Branch from the Canada Public Service Agency;
• the Advertising Corporate Identity initiative;
• the Canada-Australia Exchange Program;
• the carry forward, reimbursements of expenses such as parental leave, severance pay and new collective agreements, adjustment to employee benefit plans, and other small or technical adjustments; and
• a partial offset by a reduction for Public Opinion Research.

At the end of the year, PCO had a surplus of $11.7 million of which $2.0 million represented delays or deadline extensions related to Commissions of Inquiry, $1.6 million related to the EAP since the team was only fully staffed at the end of 2009-10, and $0.5 million for the Advertising Corporate Identity initiative since the project was not started given other evolving priorities.  Funding and expenditures related to Commissions of Inquiry, EAP and Advertising Corporate Identity are controlled by special purpose allotments and are isolated within PCO’s vote.  PCO’s surplus for its activities (excluding the special purpose allotments) was $7.6 million.  For more information on Performance Summary details, please see Annex I.  For the impact on performance, please see Section II of this report.

Contribution of Priorities to Strategic Outcome(s)

The following table summarizes PCO’s overall performance against the priorities set out in the 2009-10 Report on Plans and Priorities.  Details on the related expected results by program activity are presented in Section II of the Departmental Performance Report. 

Operational Priorities	Type	Status	Linkages to Program Activities
Support the Prime Minister in exercising his overall leadership responsibility PCO supports the Prime Minster in his leadership roles, as well as the ministers within the portfolio. PCO provides advice on the machinery of government, as well as structure and functioning of the Cabinet.	Ongoing	Met all PCO participated in drafting the Speech from the Throne and the Budget 2010. PCO continued to provide advice to the Prime Minister on the appointment of principal public office holders.  PCO continued to coordinate the operation of the Cabinet committees, and provided secretariat support and administered the flow of business related to the high-level decision-making process, including advice and support of machinery issues associated with smooth functioning of Cabinet and government operations.	The Government’s agenda and decision making are supported and implemented and the institutions of government are supported and maintained.  Linked to Program Activities: 1.1 The Prime Minister and Portfolio Ministers Provide professional, non-partisan policy advice and support to the Prime Minister and portfolio ministers.  1.2 The Cabinet Provide policy advice and secretariat support to Cabinet and Cabinet committees.
Focus on key policy and legislative areas and strengthen medium-term policy planning PCO supported the Government’s response to the global economic recession, helping all Canadians participate in the country’s opportunities.	Ongoing	Met all PCO had a leadership role and provided advice in developing, implementing and monitoring the EAP. PCO provided advice and support to Cabinet committees in providing whole-of-government leadership in developing and implementing strategic policy on social, international and environmental affairs, as well as national security.  PCO provided advice and support to Cabinet committees on positioning Canada as an international economic leader during the global economic and financial downturn, maintaining and strengthening the relationship with the United States, and on Canada’s mission in Afghanistan. PCO provided advice and leadership across the federal government’s security and intelligence community on issues such as national security, emergency management, intelligence and public safety. PCO played a catalytic role working with federal departments to advance a number of government priorities and in ensuring consistent messaging in all communication activities. PCO engaged with provinces and territories to advance the Government’s agenda and continued to strengthen partnerships in support of regional development.  PCO continued to cordinate the Government’s legislative agenda.	The Government’s agenda and decision making are supported and implemented and the institutions of government are supported and maintained.  Linked to Program Activities: 1.1 The Prime Minister and Portfolio Ministers Provide professional, non-partisan policy advice and support to the Prime Minister and portfolio ministers.  1.2 The Cabinet Provide policy advice and secretariat support to Cabinet and Cabinet committees.
Support management and accountability of Government PCO supports the Clerk in his role as Head of the Public Service such that it maintains its status of excellence and accountable management.	Ongoing	Met all PCO continued to provide support and advice to the Deputy Ministers Committee on Public Service Renewal and the Prime Minster’s Advisory Committee on the Public Service.  PCO continued to manage the Governor-in-Council appointees, through orientation sessions and performance management assessments.  PCO supported the development of the Clerk’s Seventeenth Annual Report to the Prime Minister on the Public Service of Canada, which was tabled in the House of Commons and the Senate. PCO continued to provide financial and administrative support for the Commissions of Inquiry. PCO coordinated the production of the quarterly reports on the mission in Afghanistan, which provided parliamentarians and Canadians with information about the progress being achieved4.	The Government’s agenda and decision making are supported and implemented and the institutions of government are supported and maintained.  1.1 The Prime Minister and Portfolio Ministers Provide professional, non-partisan policy advice and support to the Prime Minister and portfolio ministers.  1.3 The Public Service Provide overall leadership and direction to the Public Service in support of the Government’s agenda. 1.4 Commissions of Inquiry Provide Commissions of Inquiry with financial and administrative support.

Management Priorities	Type	Status	Linkages to Program Activities
Strengthen PCO’s internal management practices	Ongoing	Met all PCO continued to strengthen its internal security, including planning in the area of emergency management, as well as the security of its networks, telecommunications, offices and (top) secret locations. PCO finalized the implementation of the 2007-10 Strategic Human Resources Plan. PCO continued to enhance its integrated business and human resources planning, ensuring that the Department is well positioned to address challenges while providing the best quality work. PCO delivered key audit and evaluation assurance projects and implemented management action plans in response to audit and evaluation recommendations. PCO strengthened internal audit and evaluation governance by establishing a new independent Audit Committee and a new Evaluation Committee. PCO continued to improve its IT Infrastructure by building a new system for the Executive Correspondence Unit (launched in September 2009); updating the Senior Personnel Appointments System; and upgrading the web-based Parliamentary Returns System.  PCO continued to refine and develop an outcome-oriented Performance Measurement Framework.	1.5 Internal Services Provide services and resources to support the needs of PCO and fulfill corporate obligations of the organization.

Expenditure Profile

Spending Trend Graph

*Include(s) Canada’s Economic Action Plan

Overall spending by PCO has increased over the past years due to several new initiatives undertaken by PCO. 

In 2008-09, some of these initiatives or reasons for increased spending were as follows:

• creation of the Cabinet Committee on Afghanistan and the Afghanistan Task Force to better coordinate Canada’s activities in Afghanistan;
• coordination of the 2010 Winter Games and G8 and G20 security to help facilitate a whole-of-government approach and integration among various players;
• economic increase due to salary costs and fewer vacant positions in areas providing support to Cabinet Committees;
• funding received for several collective bargaining agreements that were ratified in 2008-09, increase in salary-related costs such as severance and separation pay, as well as an increase for Employee Benefit Plans which is a statutory item; and
• a partial offset by a decrease in spending for Commissions of Inquiry.

In 2009-10, some of these initiatives or reasons for increased spending were the following:

• support for the implementation and coordination of a government-wide communications strategy for the EAP;
• additional operating requirements to permanently eliminate various chronic funding pressures for PCO;
• economic increase due to salary costs and fewer vacant positions;
• Public Service Renewal Task Force Branch which was transferred from the Canada Public Service Agency;
• increase in salary-related costs such as severance and separation pay; and
• partial offset by a decrease in spending for Commissions of Inquiry.

For more details on total Planned Spending and Total Authorities, please see the Performance Summary Details in Annex I of the online extended Departmental Performance Report. 

Canada's Economic Action Plan

2009-10 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
0	4,288	2,663

2009-10 Human Resources (FTEs)

Planned	Actual	Difference
0	12	(12)

During 2009-10, PCO played a central role in the coordination and management of government communications for the EAP, as determined by the Prime Minister and the Cabinet.  The effective implementation of the EAP is one of many examples where PCO successfully advised the Prime Minister and the Cabinet and coordinated with federal departments under tight deadlines.  Moreover, PCO contributed to the implementation of the initiatives under the EAP, including monitoring and advising on implementation policies in provinces and territories. 

Voted and Statutory Items
($ millions)

Vote # or Statutory Item (S)	Truncated Vote or Statutory Wording	2007-08 Actual Spending	2008-09 Actual Spending	2009-10 Main Estimates	2009-10 Actual Spending
1	Program expenditures1	125,531	135,510	115,611	142,128
S	Contributions to employee benefit plans	11,837	13,343	12,774	16,070
S	Prime Minister—Salary and motor car allowance	153	157	162	160
S	Minister of Intergovernmental Affairs, President of the Queen’s Privy Council for Canada and Minister for La Francophonie – Salary and motor car allowance	74	77	78	78
S	Leader of the Government in the Senate — Salary and motor car allowance	74	77	78	78
S	Leader of the Government in the House of Commons — Salary and motor car allowance2	0	77	78	78
S	Minister of State (Democratic Reform) – Motor car allowance3	0	24	0	2
S	Minister of State and Chief Government Whip — Motor car allowance3	0	30	0	2
S	Ministers without Portfolio or Minister of State—Motor car allowance3	4	0	0	0
S	Spending of proceeds from the disposal of surplus Crown assets	19	31	0	7
S	Court Awards	0	3	0	0
Total		137,692	149,329	128,782	158,601

Due to rounding, results may not add up to the totals shown
¹ Please refer to the Spending Trends Graph in Section I for more details on departmental spending trends.  Please refer to the Performance Summary above or to Annex I (provided electronically) for more details on the total Main Estimates and the total Actual Spending.
² Before fiscal year 2008-09, the Leader of Government in the House of Commons was considered as a Minister without Portfolio in accordance with the Salaries Act.  Under an amendment (Bill C-30) to the Salaries Act, the Leader of the Government in the House of Commons is now considered a full fledged minister and thus his expenses (salary and motor car allowance) are therefore no longer “voted” but are “statutory” items.
³ In 2008-09, the salary and motor car allowance for the Minister of State (Democratic Reform) and Minister of State and Chief Government Whip were considered as statutory items.  However, following a clarification from legal counsel, the salary portion is to be paid out of PCO’s Program Expenditures Vote 1 since they are Ministers of State who do not preside over a Ministry of State.  The 2009-10 salary expenses are now accurately reflected under PCO’s Vote 1.  The motor car allowance is still a statutory item.  The car allowance of Ministers of State was presented as a combined item in 2007-08.  Since 2008-09, each Minister of State’s motor car allowance is presented separately.

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