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Section II - Analysis of Program Activities by Strategic Outcome

Introduction

It should be noted that the information on PCO’s performance, resources and results in this DPR is based on the Program Activity Architecture (PAA) that was approved by the Treasury Board Ministers on August 30, 2005, and was used in the 2006-2007 Report on Plans and Priorities.

Program Activity Architecture for PCO


Strategic Outcome Program Activity Actual Spending
2006-2007
(thousands of dollars)
Toward effective government policies and operations, the Privy Council Office ensures that decision making by the Prime Minister and Cabinet is well supported and the institutions of executive government are well supported and maintained Support for Cabinet decision making and legislative agenda 5,396
Advice to the Prime Minister and ministers on issues, policies, machinery and appointments 54,894
Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda 25,589
As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians 8,839
Provide the Prime Minister’s Office and the offices of the portfolio ministers with financial and administrative support 27,574
Provide commissions of inquiry with appropriate administrative support 13,269

The Privy Council Office modified its PAA to better reflect its role, core mandate and program activities across the organization. The revised PAA was approved by Treasury Board ministers in May 2007 and will be implemented in the fiscal year 2008-2009.

Strategic Outcome


Strategic
Outcome
1. The Government's agenda and decision making are supported and implemented and the institutions of government are supported and maintained.
Program Activity 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.
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 administrative and financial support.

Program Activity One
Support for Cabinet decision making and the legislative agenda

Financial Resources (thousands of dollars)


Planned Spending Total Authorities Actual Spending
5,775 5,944 5,396

Human Resources (full-time equivalents)


Planned Authorities Actual
48 48 44

Description

PCO is the guardian of the Cabinet decision-making process and carries out a coordination function, providing Cabinet and its committees with the support required to prepare for and conduct meetings.

PCO provides consultations, planning, research and advice to facilitate decision making and the development of legislation, including legal review and advice. PCO also provides advice and support for the management of the Government’s legislative and parliamentary agenda to the Prime Minister, the Leader of the Government in the House of Commons and Minister for Democratic Reform, the President of the Queen’s Privy Council for Canada, Minister of Intergovernmental Affairs and Minister of Western Economic Diversification, the Leader of the Government in the Senate and Secretary of State (Seniors), and the Secretary of State and Chief Government Whip.


Expected Result Priorities Supported
(2006-2007 RPP)
Performance Indicators
Cabinet decision making and legislative agenda are supported Support the Prime Minister in exercising his overall leadership responsibility Report in the DPR on:
  • consultation, coordination and integration mechanisms managed by PCO in support of Cabinet decision making and the development of legislation
  • legislative achievements in relation to the legislative agenda
  • changes made to Cabinet decision-making structures

PCO’s achievements in providing effective and efficient support to Cabinet and Cabinet decision-making processes are as follows: provided secretariat support to the Cabinet and Cabinet committees as well as policy advice to the chairs of Cabinet committees and the Prime Minister; provided advice on the Cabinet committee structure, including the creation of a new Cabinet Committee on the Environment and Energy Security; performed a challenge function on policy and legal advice and worked to ensure that a standard of quality was met for the policy and legislative proposals put before Cabinet committees; and continued to provide Cabinet committees with timely information to support decision making and improve the efficiency of meetings. In addition to the ongoing secretariat support for 178 regular meetings of full Cabinet and Cabinet committees, PCO organized several planning retreats including a Cabinet retreat at the Citadel in Quebec City in June 2006. PCO continued to provide Cabinet committees, the Leader of the Government in the House of Commons and Minister for Democratic Reform, the Leader of the Government in the Senate and Secretary of State (Seniors), and the Prime Minister with policy advice and support for the adoption of legislation related to key Government priorities. In 2006-2007, the Government introduced 56 bills which included measures to implement the Government’s top priorities, such as the Federal Accountability Act, the reduction in the GST, the Universal Child Care Benefit, democratic reform, and ensuring Canadians have safe streets and communities.

The following chart details the number of Government bills introduced and passed. PCO provided support for the bills at all stages.


Statistics on Activities Related to Legislation
  2004-2005 2005-2006 2006-2007
Government bills introduced 52 45 56
Government bills passed 30 37 21

The Orders in Council Division provides secretariat services to the Treasury Board Cabinet Committee in relation to the approval of Orders in Council (OIC), regulations and other statutory instruments, and provides advice on the use of Orders in Council and/or Instruments of Advice.

The division produces and distributes OICs, prepares a weekly agenda for submission of these documents to the Treasury Board, transmits Orders and Instruments to the Governor General for final approval, and administers the responsibilities of the Clerk of the Privy Council that are set out in the Statutory Instruments Act regarding the registration and publication of regulations in Part II of the Canada Gazette.


Orders in Council*
  2004-2005 2005-2006 2006-2007
Total OICs approved 1,694 2,046 1,634

*Orders in Council: a legal instrument made by the Governor-in-Council pursuant to a statutory authority or, less frequently, the royal prerogative. All Orders in Council are made on the recommendation of the responsible minister of the Crown and take legal effect only when signed by the Governor General. (Orders in Council include appointments, regulations and other orders, e.g. approved by the Treasury Board Cabinet Committee).

PCO supports the Clerk in his role as custodian of Cabinet confidences from current and previous ministries and is responsible for providing advice on policy and legal issues relating to Cabinet confidences. PCO serves as the primary point of contact for all federal departments and agencies regarding contentious issues involving Cabinet confidences. It is also responsible for ensuring that deadlines imposed by either the Courts under the Canada Evidence Act or by the legislative requirements of the Access to Information Act and the Privacy Act are met on an ongoing basis and that provisions of those statutes are properly applied by PCO officials. The following chart indicates the need to review documents for cabinet confidences is increasing.


Number of pages of documents reviewed for Cabinet confidences (s. 69 of the Access to Information Actand s. 70 of the Privacy Act)
2004-2005 2005-2006 2006-2007
72,850 112,073 170,330


Number of pages of documents reviewed for Cabinet confidences (s. 39 of the Canada Evidence Act)
2004-2005 2005-2006 2006-2007
37,055 (approx.) 31,785 (approx.) 49,278 (approx.)

Program Activity Two
Advice to the Prime Minister and ministers on issues, policies, machinery and appointments

Financial Resources (thousands of dollars)


Planned Spending Total Authorities Actual Spending
59,598 62,670 54,894

Human Resources (full-time equivalents)


Planned Authorities Actual
433 441 395

Description

PCO serves as the department for the Prime Minister and also supports ministers in the Prime Minister’s portfolio including the Leader of the Government in the House of Commons and Minister for Democratic Reform, the President of the Queen’s Privy Council for Canada, Minister of Intergovernmental Affairs and Minister of Western Economic Diversification, the Leader of the Government in the Senate and Secretary of State (Seniors), and the Secretary of State and Chief of Government.

It consults with key stakeholders, coordinates advice across government departments and agencies, and provides strategic policy, expenditure and communications advice on social, economic, environment, security and intelligence, foreign and defence issues and intergovernmental relations. It provides support for the democratic reform agenda.

PCO also provides policy and legal advice to the Prime Minister with respect to the exercise of prerogative matters, including those related to machinery of government, legislation and appointments of senior personnel.

PCO provides the Prime Minister and senior officials with legal advice on significant litigation and advisory matters. PCO provides legal and policy advice to the Prime Minister with respect to the operation of the Inquiries Act, including the establishment, terms of reference, operation and funding of commissions of inquiry.


Expected Result Priorities Supported Performance Indicators
The Prime Minister and ministers receive informed and sound advice in support of decision making
  • Support the Prime Minister in exercising his overall leadership responsibility
  • Focus on key policy areas and strengthen medium-term policy planning
  • Improve the management and accountability of government
Report in the DPR on:
  • the consultation, coordination and integration mechanisms managed by PCO in support of Cabinet decision making
  • issues managed by the Prime Minister and Cabinet with PCO support

Organization and structure of government entities

Throughout 2006-2007, PCO supported the Prime Minister in the exercise of his prerogative pertaining to the organization and structure of government entities (“machinery of government”), the reassignment of ministers during the January 2007 Cabinet shuffle and the appointment of six new secretaries of state, the setting of the ministers’ mandates, the organization of Cabinet and its committees, ministerial accountability and responsibility, and policy issues. In addition, PCO provided the Prime Minister with advice and support in relation to the creation of a wide range of new entities, such as independent, arm’s-length entities (dealing with cancer and mental health), Crown corporations (Corporation for the Mitigation of the Mackenzie Gas Project Impacts), ombudsmen (for veterans and for victims of crime) and advisory bodies (National Seniors Council). PCO also assisted the Prime Minister in ensuring Parliament’s approval of legislation establishing the Public Health Agency of Canada.

PCO provided advice on the realignment of existing entities and resources to optimize service delivery. For example, resources for Aboriginal economic development were transferred from Industry Canada to Indian and Northern Affairs Canada; similarly, government funding for Aboriginal representative organizations was consolidated within the same portfolio.

To effectively support the Prime Minister as the head of government, PCO focused on its traditional central agency function. To this end, a number of secretariats and teams were reassigned in the first quarter of 2006-2007 from PCO to departments and agencies with a mandate associated with their areas of activity (e.g. the National Science Advisor Secretariat was transferred to Industry Canada, while the Policy Research Initiative was transferred to Human Resources and Social Development Canada). The reduction in spending attributed to the return of PCO to core functions is $13.4 million. Further explanations on the reorganization can be found in Table 1 in Section III.

PCO provided policy and legal advice on the principles of the Westminster system of government and the roles and responsibilities of deputy ministers, as well as advice and support in publishing Accountable Government: A Guide for Ministers and Secretaries of State. PCO also supported the Prime Minister and the Government with respect to the Federal Accountability Act, including advice on provisions relating to: conflict of interest; the appointment of agents of Parliament; accounting officers; ministerial exempt staff; whistleblower elements; elections returning officers; and the Public Appointments Commission.

Governor-in-Council selection and appointment process

In support of the Government’s commitment to making qualified appointments following selection processes that are widely publicized and fairly conducted, PCO took concrete steps in 2006-2007 to further refine the Governor-in-Council (GIC) appointment process. In April 2006, PCO launched a new GIC appointments website where current GIC opportunities are publicized. The website enhanced recruitment of candidates and ensured that selection processes were open and transparent. In addition, a more rigorous selection process for all key positions (i.e. heads of agencies, chairs and chief executive officers of Crown corporations) was implemented whereby all applicants would be screened, and interviews and/or reference checks would be conducted with respect to the most qualified candidates. As a result of these refinements, Canadians across the country now have greater access to current GIC opportunities and are able to participate in professional, competency-based selection processes.

In total, over 50 processes were launched to fill key positions during the period under review, including positions such as the President of the Canadian Space Agency, the Chief Commissioner of the Canadian Human Rights Commission and the Chairperson of the Canadian Radio-television and Telecommunications Commission. During the period under review, a total of 925 GIC appointments were made (excluding auditor appointments). In addition, PCO successfully supported the nomination and appointment processes for three agents of Parliament during this period: the Commissioner for Official Languages, the Information Commissioner and the Chief Electoral Officer.

PCO also provided policy and legal advice and support to the Prime Minister on the development and implementation of key elements of the Federal Accountability Act related to GIC appointments, including the transfer of authority for the appointment of returning officers from the Governor-in-Council to the Chief Electoral Officer; the standardization of the appointment process for agents of Parliament; the establishment of new positions such as the Conflict of Interest and Ethics Commissioner, the Director of Public Prosecutions and the Procurement Ombudsman.

Democratic reform

PCO supported the Prime Minister and the Leader of the Government in the House of Commons and the Minister for Democratic Reform in developing and implementing the Government’s democratic reform agenda. This included legislation reforming political financing (part of the Accountability Action Plan), improving the administration of the voting process, and proposing reforms to the Senate of Canada (i.e. fixed length of tenure and consultations with the electorate about appointments). PCO worked closely with the Department of Justice and with Elections Canada on democratic reform and other electoral matters, and liaised with other governments in Canada and abroad and with academia to examine practices in other jurisdictions. Based on this information, PCO prepared the policy and legal analysis and advice for the Prime Minister and Cabinet for their examination of the issues, and then worked with the Department of Justice to prepare the required legislation. PCO supported the Minister for Democratic Reform in managing the progress of the legislation through the House of Commons and Senate. As a result, nine government democratic reform bills, including two Constitutional amendments, were introduced and scrutinized in Parliament. Four bills received royal assent: reforming political financing (C 2), providing for a review of party registration (C-4), establishing fixed dates for general elections (C-16) and improving administration of the voting process (C-31).

In response to the Throne Speech commitment to involve citizens in examining the challenges facing Canada’s electoral system and democratic institutions, PCO was responsible for a nationwide consultation about democratic practices and institutions, including a series of 12 workshops across the country and large-scale public opinion research. The consultation was completed in July 2007 and the results were published in September 2007.

The Québécois as a nation resolution

In November 2006, the Government introduced a motion in the House of Commons on the Québécois as a “nation” within a united Canada. The motion was passed with overwhelming majority support in the House. PCO supported the Government in this process with policy analysis, advice and communications products over a short period of time.

Development and implementation of domestic and international initiatives

PCO supported the Prime Minister in facilitating roughly 30 incoming and outgoing visits and summits to advance Canadian interests in major international forums, foster greater cooperation in North America, and promote closer relations with key partners.

PCO was a key contributor in the development of the Government’s western hemisphere engagement strategy. It provided coordination and guidance to the interdepartmental community in the planning, analysis and development of a strategic plan to re-engage with partners in South America, Central America, Mexico and the Caribbean.

PCO supported the Prime Minister by assisting in the coordination of Government efforts related to Canada’s engagement in Afghanistan.

Program Activity Three
Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda

Financial Resources (thousands of dollars)


Planned Spending Total Authorities Actual Spending
24,968 25,886 25,589

Human Resources (full-time equivalents)


Planned Authorities Actual
157 169 182

Description

PCO staff consult with stakeholders, research issues and prepare briefing material on the Government’s policy agenda. PCO staff provide guidance to departments and agencies on the Government’s policy agenda; advice to Cabinet and the Prime Minister on the development and coordination of the Government’s policy agenda and the Speech from the Throne; and assistance for the development of forward-looking, coherent and integrated medium-term policy advice. PCO also exercises a challenge function with respect to policy proposals and legal analysis brought forward by departments.

PCO ensures that Cabinet documents have been reviewed for legal accuracy, and that draft legal instruments submitted to Cabinet have been reviewed to ensure that they conform to all applicable constitutional and legal requirements.


Expected Result Priorities Supported Performance Indicators
Cabinet receives informed and sound advice on the development and implementation of the policy agenda Focus on key policy areas and strengthen medium-term policy planning Report in the DPR on:
  • the consultation, coordination and integration mechanisms managed by PCO in support of policy development
  • policy achievements and activities

Facilitation of the policy agenda

PCO facilitates the Government’s policy agenda in the areas of economic, social, environmental and international policy by ensuring that policy proposals presented to Cabinet and Cabinet committees by departments and agencies are well prepared, complete and consistent with the Government’s policy agenda. PCO’s facilitation role ensures that policies and programs are positioned effectively within Government priorities while still respecting the leadership and accountability of departments and agencies to implement the policy or program in a way that is consistent with their areas of responsibility and also respects Treasury Board management policies. In addition, through medium-term policy planning, PCO assists the Prime Minister and Cabinet in defining objectives and priorities for the overall policy agenda.

In assisting departments to develop policy consistent with the Government’s agenda, PCO not only provides a challenge function, it also facilitates policy development by providing logistical support to the Clerk of the Privy Council for a range of deputy ministers’ meetings. The Clerk chairs several deputy minister committees, which serve to advance integrated policy development in support of Government priorities and medium-term planning; strengthen government-wide policy coherence; and deepen and extend deputy minister and departmental engagement in pursuit of a whole-of-government approach to medium-term management, human resources and policy planning.

In 2006-2007, PCO provided logistical support and policy advice to the Clerk for 15 meetings of the Coordinating Committee of Deputy Ministers, 35 deputy minister breakfast meetings, 47 meetings of deputy ministers, the Clerk and others, and two deputy minister retreats. As well, PCO mandated three deputy minister policy committees that are managed by other departments: the Economic Prosperity, Environment and Energy Committee; the Social Inclusion and Justice Committee; and the Global Affairs, Security and Human Rights Committee.

Social initiatives

Consistent with its mandate, PCO facilitated and coordinated a number of social policy initiatives. It provided advice and support to the Government in developing and advancing a wide range of tackling crime initiatives, including 12 pieces of legislation and other non legislative initiatives designed to enhance the safety of Canadians, such as $16.1million in funding to help communities prevent youth crime, with a focus on guns, gangs and drugs. Key to the success of these initiatives were PCO’s efforts to help foster support among the provinces and territories for a strengthened criminal justice system, an area of shared jurisdiction.

PCO continued to provide support to Health Canada, Indian and Northern Affairs and the Public Health Agency of Canada, in cooperation with the provinces and territories, to enhance health care. PCO assisted in the implementation of the 10-Year Plan to Strengthen Health Care and the advancement of Patient Wait Time Guarantees, as well as other key initiatives to improve the health of Canadians, such as the Canadian Partnership Against Cancer and the Healthy Living Strategy.

In addition, PCO provided advice and support to Human Resources and Social Development Canada, Indian and Northern Affairs Canada, Veteran Affairs Canada, Health Canada and the Public Health Agency of Canada, and coordinated efforts to move forward the Government’s objective of improving the lives of families, children, seniors, veterans and Aboriginal people.

PCO provided significant advice and support to the Government’s efforts to create the best educated, most skilled and most flexible workforce in the world in a number of key social policy areas, such as post-secondary education and labour market training.

Economic initiatives

Throughout 2006-2007, PCO provided essential support to departments for a number of key economic initiatives that fell within the Government’s policy agenda. PCO provided advice to departments bringing policy and funding proposals forward to two Cabinet committees, the Economic Affairs Committee and the Environment and Energy Security Committee. Of note, these included a plan for greenhouse gas reduction, financial investments in Canadian agriculture and fisheries, and major economic initiatives aimed at increasing Canada’s competitiveness and productivity. In this regard, PCO also helped with the implementation of Budget 2006 initiatives, particularly Advantage Canada, which included the development of strategies for science and technology, global commerce and infrastructure. PCO provided support for the successful negotiation of a solution to the long-standing softwood lumber dispute with the United States.

Over the course of the last year, the Government brought forward a principle-based approach to the complex issue of restoring fiscal balance in Canada. PCO provided advice and support to Finance Canada, Human Resources and Social Development Canada, Transport, Infrastructure and Communities, Health Canada, Environment Canada and others for the development and definition of the principles that guided the Government in achieving a comprehensive solution to the challenge of restoring fiscal balance in Canada, including support for consultations with the provinces and territories.

International initiatives

During 2006-2007, PCO provided ongoing advice and support to a number of federal departments, including Foreign Affairs and International Trade, the Canadian International Development Agency and National Defence regarding the role of the provinces and territories in international negotiations. PCO worked closely with the Department of Foreign Affairs and International Trade to provide intergovernmental policy and communications advice around negotiation of the May 2006 agreement between the Government of Canada and the Government of Quebec regarding Quebec’s participation in Canada’s Permanent Delegation to UNESCO [United Nations Educational, Scientific and Cultural Organization].

PCO supported the Cabinet by assisting in the coordination of Government efforts and by advising, developing and assisting in the implementation of policy related to Canada’s engagement in Afghanistan. PCO created the Afghanistan Interdepartmental Communications Group in November 2006 to ensure a coordinated whole-of-government approach and to build better awareness and understanding among Canadians of Canada’s involvement in the international mission in Afghanistan. Since its inception, it has provided strategic communications direction and guidance, and coordinated the communications activities of the government’s three lead departments: the Canadian International Development Agency, Foreign Affairs and International Trade, and National Defence. This group has now moved to the Department of Foreign Affairs and International Trade under the Associate Deputy Minister, who was appointed the Prime Minister’s Interdepartmental Coordinator for Afghanistan in February 2007.

PCO was involved in the coordination and policy development behind the successful evacuation of almost 15,000 Canadian nationals from the Lebanon war zone between July 9 and August 15, 2006, which was the largest in Canadian history.

PCO carried out its coordination function for the Government’s intelligence activities by working closely with key departments and agencies, building and maintaining effective relationships with our allies, providing advice to the Prime Minister on priorities and preparing assessments of foreign developments that have the potential to effect Canadian interests.

Program Activity Four
As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians

Financial Resources (thousands of dollars)


Planned Spending Total Authorities Actual Spending
7,914 7,697 8,839

Human Resources (full-time equivalents)


Planned Authorities Actual
55 55 58

Description

The Clerk of the Privy Council serves as the principal link between the Prime Minister and the Public Service of Canada, and is responsible for the quality of expert, professional and non-partisan advice and service provided by the Public Service to the Prime Minister.

PCO staff consult stakeholders, research issues and work with responsible agencies to provide advice on the development and implementation of the overall management agenda for the Public Service and its human resources management policies and programs.


Expected Result Priorities Supported Performance Indicators
The overall development of the Public Service is fostered Improve the management and accountability of government Report in the DPR on:
  • the consultation, coordination and integration mechanisms managed by PCO to provide advice on Public Service human resources management
  • achievements and activities
  • Annual Report to the Prime Minister on the Public Service of Canada

As part of its role in assisting departments to develop policy consistent with the Government’s agenda, PCO supports the Clerk in strengthening the Public Service’s culture of teamwork and leadership by coordinating policy, planning and information-sharing meetings for the community of deputy ministers. To help move the Government’s agenda forward, the Clerk works closely with the deputy minister community, fostering cohesion through retreats, regular meetings and the establishment and management of key deputy minister committees.

As well, the Clerk is responsible for the strategic management of senior public service personnel, notably with respect to succession planning and performance management, through the Committee of Senior Officials. The Clerk introduced enhancements to the Performance Management Program for deputy ministers and associate deputy ministers to make the program more rigorous and objective. In addition, improvements were made to the Performance Management Program for Chief Executive Officers of Crown Corporations. The Clerk also established horizontal commitments for all deputy ministers in the areas of public service renewal, portfolio coordination and excellence in management.

Over the course of the year, the Clerk established the following four priorities to address Public Service Renewal: planning, recruitment, employee development and enabling infrastructure. PCO staff work with all departments and agencies to ensure that these four priorities are implemented successfully across government.

Several important processes were put into place under the Clerk’s leadership in order to advance Public Service Renewal, a key and dominant theme over the past year. Early in the fiscal year the Deputy Ministers’ Committee on Public Service Renewal was established, chaired by the Associate Secretary to the Cabinet, as the senior committee overseeing and driving the renewal process. Since then the committee has met regularly to discuss renewal approaches and to establish priorities for the short-, medium- and long-term.

In November 2006, the Prime Minister announced the creation of the Prime Minister’s Advisory Committee on the Public Service, which brings together senior leaders with a wide range of experience both inside and outside of government, to advise on the renewal and future development of the Public Service. Its work complements the work of the Deputy Ministers’ Committee and brings new insights and perspectives to the renewal effort. The advisory committee met once in person and several times by teleconference and made a report to the Prime Minister that was published as an annex to the Clerk’s Fourteenth Report to the Prime Minister. The advisory committee chose to concentrate initially on the important topic of recruitment.

Following advice from these committees, and deliberations and consultations with a wide range of interested parties, the Clerk submitted his Fourteenth Annual Report to the Prime Minister on March 30, 2007. The report reviews the drivers for renewal and the processes set up to tackle the task and establishes a set of short- and medium-term priorities focused on planning, recruitment, employee development and enabling infrastructure. These actions have set the stage for tangible progress in realizing renewal targets in the 2007/2008 fiscal year.

In addition, the Clerk fulfills his role as Head of the Public Service by acting as the key spokesperson for the Public Service on numerous occasions throughout the year. Examples include speeches to the Assistant Deputy Minister Forum meetings, the Canadian Chamber of Commerce and the Ottawa Alumni of McMaster University, as well as participation at meetings of the Association of Professional Executives of the Public Service of Canada.

Program Activity Five
Provide the Prime Minister’s Office and the offices of the portfolio ministers with financial and administrative support

Financial Resources (thousands of dollars)


Planned Spending Total Authorities Actual Spending
27,757 29,092 27,574

Human Resources (full-time equivalents)


Planned Authorities Actual
218 217 205

Description

PCO staff provide financial and administrative support to the Prime Minister’s Office and the offices of portfolio ministers.


Expected Result Priorities Supported Performance Indicators
The Prime Minister’s Office and the offices of the portfolio ministers receive appropriate financial and administrative support Strengthen PCO’s internal management practices Narrative reporting in the DPR

PCO provided financial and administrative support to the Office of the Prime Minister as well as to the offices of portfolio ministers, the Leader of the Government in the House of Commons and Minister for Democratic Reform, the President of the Queen’s Privy Council for Canada, Minister of Intergovernmental Affairs and Minister of Western Economic Diversification, the Leader of the Government in the Senate and Secretary of State (Seniors), and the Secretary of State and Chief Government Whip.

PCO provided support to the Prime Minister as Head of Government. It coordinated the liaison with ministers and managed domestic and international issues and communications as well as scheduled and coordinated travel, speeches and meetings. Funding also includes the operation of the Official Residences of the Prime Minister. However, the National Capital Commission is responsible for maintenance, heating and repairs to the Prime Minister’s Official Residences.

PCO provided full logistical support when the Prime Minister was travelling, including advance preparatory planning within and outside Canada, secure voice and data communications, computers, printers, facsimile and photocopying machines and portable radio communications. Support also included the broadcast sound, lighting and recording of all speeches by the Prime Minister in Canada and abroad.

General services provided to all portfolio ministers include, among others, purchasing of goods, contracting for services, processing financial transactions, supplying computers and peripherals including technical support, printing, translation, security, mail delivery and messenger services.

The Office of the Prime Minister as well as the ministers’ offices were provided with correspondence support that included receiving and responding to telephone calls, email messages and letters. PCO continued to strengthen management practices by optimizing technology to deal with the increasing volume of correspondence, while maintaining established service standards. The chart below illustrates the year-over-year fluctuation in correspondence-related activities.

Summary of Correspondence Activities


Fiscal Years 2006-2007 2005-2006 2004-2005 2003-2004 2002-2003
Correspondence Received*          
Prime Minister 1,701,846 2,116,118 1,567,747 1,189,896  1,649,839
       Postal mail 611,842 1,064,838 739,512 724,650  1,254,621
       Email 1,064,455 1,028,840 807,243 437,551  371,165
       Telephone calls 25,549 22,440 20,992 27,695  24,053
President of the Queen’s Privy Council for Canada and Minister of Intergovernmental Affairs, and Leader of the Government in the House of Commons 4,503 4,704 12,243 14,065  4,626
Deputy Prime Minister**   28,951 68,084 15,230  19,476
Grand Total 1,706,349 2,149,773 1,648,074 1,219,191 1,673,941
           
Correspondence Sent*          
Prime Minister 112,079 78,617 104,818 163,435  148,592

       Postal replies

31,597 33,558 37,220 107,512  90,871

       Email replies

80,482 45,059 67,598 55,923  57,721
President of the Queen’s Privy Council for Canada and Minister of Intergovernmental Affairs, and Leader of the Government in the House of Commons 792 310 852 1,940  2,610
Deputy Prime Minister**   2,940 3,204 3,755  1,289
Grand Total 112,871 81,867 108,874 169,130  152,491

* There is a variance between the correspondence received and the correspondence sent because of the nature of the correspondence (for example, petitions, thank you letters and other messages that do not require a response).

**Correspondence support to the Deputy Prime Minister was discontinued in 2006 because the position of Deputy Prime Minister was discontinued.

Program Activity Six
Provide commissions of inquiry with appropriate administrative support

Financial Resources (thousands of dollars)


Planned Spending Total Authorities Actual Spending
3,284 17,070 13,269

Human Resources (full-time equivalents)


Planned Authorities Actual
5 15 20

Description

PCO staff provide the required services to commissions of inquiry (from initial start-up to conclusion).


Expected Result Priorities Supported Performance Indicators
Commissions of inquiry receive appropriate support Strengthen PCO’s internal management practices Narrative reporting in the DPR

Although the actual spending reflects the total cost of the commissions of inquiry, this document reports strictly on PCO’s role, which is to support commissions of inquiry, task forces and others. Because these entities are independent, this report does not provide information relating to their mandate, work priorities or performance. This type of information is found on the individual commission websites, as indicated below.

Commissions of inquiry, task forces and others receive administrative support from PCO. When such an entity is created, PCO is responsible for initiating arrangements for accommodation, furnishings and equipment to ensure the work of the commission, task force or inquiry proceeds efficiently.

PCO also ensures that administrative advice and support are provided to each commission, task force or inquiry on an ongoing basis for hiring staff, acquisition services, contracting, financial services, access to funding, records management, payroll support, posting of transcripts on the Internet, translation, security and systems support. PCO coordinates contribution programs for the payment of legal costs incurred by eligible participants appearing before commissions of inquiry.

During 2006-2007 a review was conducted on the management framework of the contribution programs providing funding to parties and interveners appearing before the Commission of Inquiry into the Sponsorship Program and Advertising Activities and the Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar. The findings indicated that the management framework of the contribution programs implemented by PCO was appropriate and complied with the policy on Transfer Payments. However, some opportunities for improvement were identified with recommendations. PCO accepted all the recommendations and most have already been implemented.

Each commission, task force or other inquiry gathers information and reports under specific terms of reference or undertakes independent projects or studies. During 2006-2007, three commissions were active.

Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar

This commission investigated and reported on the actions of Canadian officials concerning Maher Arar, and made recommendations on an independent, arm’s-length review mechanism for the activities of the Royal Canadian Mounted Police with respect to national security. The commission submitted two reports to the Governor-in-Council. The first was released by the Government on September 18, 2006, and the second on December 12, 2006. The commission’s operations were greatly scaled back following the submission of the second report. The commission continued to exist pending the Federal Court’s decision related to the application brought by the Attorney General of Canada challenging the Commissioner’s decision to disclose information to the public in respect of which the Government asserted a claim of national security confidentiality. The Federal Court authorized a partial release of information and an addendum to the commission report was released on August 9, 2007. The commission wrapped up its operations in September 2007. PCO has effectively supported the administrative aspects of the commission. For additional information, please refer to the commission’s website: http://www.ararcommission.ca/

Commission of Inquiry into the Bombing of Air India Flight 182

This commission is looking into certain aspects of the 1985 Air India bombing. Although the terms of reference do not direct the Commissioner to report to the Governor-in-Council by a specific date, the commission plans to submit its report of findings and recommendations by the end of March 2008. PCO has effectively supported the administrative aspects of the commission. For additional information, please refer to the commission’s website: http://www.majorcomm.ca/

Internal Inquiry into the Actions of Canadian Officials in Relation to Abdullah Almalki, Ahmad Abou-Elmaati and Muayyed Nureddin

This commission was created on December 11, 2006, in order to determine whether the detention of Abdullah Almalki, Ahmad Abou-Elmaati and Muayyed Nureddin in Syria or Egypt resulted, directly or indirectly, from actions of Canadian officials. The Commissioner’s mandate includes a deadline to submit a public and confidential report by January 31, 2008. PCO has effectively supported the administrative aspects of the Commission. For additional information, please refer to the commission’s website, http://www.iacobucciinquiry.ca/.