Thank you for the question.
I will begin by explaining our plan. I will then yield the floor to my expert on figures, Marc Bélisle, who will be able to tell you about our planned expenditures.
The RPP is the Privy Council Office's expenditure plan. The committee is probably well aware that it's based on the program alignment architectures of the PAA. Using the PAA, it provides details of the Privy Council Office's main priorities by our strategic outcome. We're a relatively small department, so we just have the one strategic outcome.
We have five program activities, and then we also try to give you a sense each year of what our planned or expected results are. As well, we try to give you a sense of what we think our risks are going to be. Obviously, we give you some details on resource requirements, including planned spending and other financial information.
The RPP talks about the three main roles at the Privy Council Office. It does that every year. Those roles have not changed. I've spoken about those in previous appearances, that we provide non-partisan advice to the Prime Minister and cabinet. We support the smooth functioning of the cabinet's decision-making process, and we foster a high performance and accountable public service.
I spoke of PCO's one strategic outcome, which is that the government's agenda and decision-making are supported and implemented and that the institutions of government are supported and maintained.
What gives life to our PAA are our four priorities. The four priorities that were in last year's RPP are the same this year. They are to support the Prime Minister in the exercise of his overall leadership responsibility, to focus on key policy and legislative areas and strengthen medium-term policies and planning, to support the management and accountability of the government, and to strengthen PCO's internal management priorities.
I spoke of risk. Risk is always contextual, and PCO's context is complex, fast-paced, and rapidly changing. This year we've made slight adjustments to our risk profile. It's similar to last year's, but perhaps a bit more succinctly stated. We talk about risks to the policy and legislative agenda, to security and economic management, and other risks to PCO operations. We talk a bit about how we're going to deal with that.
Then the RPP takes us to the planning highlights of the PAA framework. In these highlights you will see the continuation of much of PCO's core work. You'll also see, in terms of what's new and notable, the work of the Business Transformation and Renewal Secretariat—my colleague Mr. Filipe Dinis is here today, in case you're interested in that—as well as that of the border implementation team. Of course, there are PCO's ongoing efforts to implement the strategic review that was announced in budget 2011 and the deficit reduction action plan, DRAP, announced in budget 2012.
The last thing I would note that's mentioned in our RPP, in terms of the overall plan, is that the Cohen commission of inquiry has concluded. I've already spoken about that in answer to Ms. Duncan's question.
Marc, did you want to speak a bit about the numbers?