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Prime Minister's Message
Looking ahead to the 2010-11 fiscal year, the Government of Canada will continue implementing its stimulus package to respond to the global economic downturn. As we begin to emerge from the global recession there are reasons for quiet optimism. Yet our recovery remains fragile. Too many Canadians are still out of work and we need to build up the economic foundation that will position Canada as a global leader.
That is why it is crucial that we stay on course and continue our effective delivery of Canada's Economic Action Plan to ensure a prosperous future, to create good jobs and to continue providing the social services Canadians rely on. The Privy Council Office has played a key role in supporting this program and coordinating the reports to Canadians on our implementation of the Economic Action Plan.
We need to ensure Canada is well-positioned for economic leadership in the coming years. In 2010-11, the Government will focus increasingly on its long-term economic plan for Canada, including planning for deficit reduction once the economy has recovered. Fiscal responsibility will require returning to balanced budgets in the context of other objectives such as job creation and economic growth. The professional advice and support given by the Privy Council Office will allow us to develop policy directions that work within this new framework while continuing to meet the needs of Canadians.
On the international front, the Canada-U.S. relationship will continue to be a key priority. As host of the G-8 summit and of one of two G-20 summits in 2010, Canada has a historic opportunity to play a leadership role in facilitating decisive action toward a durable global recovery. With this in view, the Privy Council Office will continue to support the Government's contribution to global security through coordinating activities related to Canada's engagement in Afghanistan. The Privy Council Office will also provide advice on expanding and enhancing our relationships with China and India, and on our contributions to the reconstruction of Haiti.
Along with these efforts, the Privy Council Office will continue its work of renewing the Public Service of Canada so it remains a vital institution that supports the Government in delivering on its priorities and achieving its goals. I am pleased to present the 2010-11 Report on Plans and Priorities for the Privy Council Office and the Public Appointments Commission Secretariat.
Section I – Overview
Raison d'être
The mandate of the Privy Council Office (PCO) is to serve Canada and Canadians by providing the best professional, non-partisan advice and support to the Prime Minister, the ministers within the Prime Minister's portfolio and the Cabinet. PCO supports the development of the Government of Canada's policy agenda; coordinates responses to issues facing the Government and the country; and supports the effective operation of the Cabinet. As Head of the Public Service of Canada, the Clerk of the Privy Council serves as the principal link between the Prime Minister and the public service.
Organizational Information
The Privy Council Office (PCO) reports directly to the Prime Minister and is headed 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 the Government.
As head of the Government, the Prime Minister provides leadership in setting and achieving the Government's agenda and in maintaining the confidence of the House of Commons.
Areas of prime ministerial responsibility include:
- appointments to key positions, including ministers, deputy ministers and the heads of government entities;
- the organization of government, including the structure of the Cabinet and its decision-making processes;
- the broad direction of government policy, legislation and expenditure;
- federal-provincial-territorial relations; and
- national security matters.
On average, 75 percent of PCO's budget (excluding internal services) is spent in providing advice and support to the Prime Minister and ministers within the Prime Minister's portfolio.
It is PCO's responsibility to ensure that the Prime Minister, portfolio ministers, the Cabinet and Cabinet committees receive the best professional, non-partisan advice and support.
The main roles of PCO are to:
- provide professional, non-partisan advice to the Prime Minister, portfolio ministers and the Cabinet on questions
of national, intergovernmental and international importance;
- manage the Cabinet's decision-making system by challenging and coordinating departmental policy, legislative and
communications proposals, conducting policy and legal analysis, and providing secretariat services to the Cabinet and
Cabinet committees;
- provide advice to the Prime Minister on the appropriate structure and organization of the government and its entities
as well as of Cabinet and its committees;
- advance the development of the Government's agenda across federal departments and agencies and with external stakeholders;
- help foster a high-performing and accountable public service for the 21st century;
- contribute to the global security and well-being of Canadians;
- manage the appointment process for senior positions in federal departments, Crown corporations and agencies; and
- provide administrative support to the Prime Minister's Office, offices of ministers within the Prime Minister's portfolio, commissions of inquiry, task forces and other independent bodies considering matters associated with good governance in Canada.
For more information on PCO's main roles, please visit PCO's website.
Strategic Outcome and Program Activity Architecture (PAA)
PCO has maintained essentially the same Program Activity Architecture (PAA) since 2008-09.
The titles of PCO's program activities have been adjusted to make them more concise for 2010-11. There have been no changes to the strategic outcome.
| PAA for 2009-10 | PAA for 2010-11 | |
|---|---|---|
| PA 1.1 | Provide professional, non-partisan policy advice and support to the Prime Minister and portfolio ministers. | Prime Minister and portfolio ministers support and advice |
| PA 1.2 | Provide policy advice and secretariat support to Cabinet and Cabinet committees | Cabinet and Cabinet committees advice and support |
| PA 1.3 | Provide overall leadership and direction to the Public Service in support of the Government's agenda | Public service leadership and direction |
| PA 1.4 | Provide Commissions of Inquiry with financial and administrative support | Commissions of inquiry |
| PA 1.5 | Internal Services | Internal services |
Long versions of PAA crosswalk
Planning Summary
| 2010-11 | 2011-12 | 2012-13 |
|---|---|---|
| 143,948 | 138,782 | 134,494 |
| 2010-11 | 2011-12 | 2012-13 |
|---|---|---|
| 1,040 | 1,012 | 982 |
Strategic Outcome
The Government's agenda and decision making are supported and implemented and the institutions of government are supported and maintained.
Through activities in support of the Government of Canada and the Government's agenda and decision making, PCO supports policy development and implementation processes that underpin the delivery of many government programs and services to Canadians. In this way, PCO contributes to multiple benefits to Canadians.
PCO achieves its single strategic outcome through the combined efforts of all five of its program activities. PCO relies on information from individual program activity indicators to determine success in achieving its strategic outcome.
In 2008, PCO began implementation of a performance measurement strategy centred on measuring efficiency in providing policy advice. Following a review of the first complete year of data collection, PCO identified the need to develop more meaningful, outcome-oriented performance measurements for providing advice. PCO is working with the Treasury Board Secretariat to improve its performance measurement strategy; consultation has taken place and the proposed approach will be developed in 2010-11.
PCO's strategic outcome contributes to the Government of Canada's outcome under "Government Affairs."1 Government Affairs is a broad category that includes the tax system, the judicial system and central agency work to support the human resources, information technology and accommodation needs of the 263,000 members of the public service.2 PCO's main contributions under Government Affairs are to provide advice and support to the Prime Minister, portfolio ministers, the Cabinet and Cabinet committees, and to help government departments and agencies meet their responsibilities. Ultimately, PCO's program activities and strategic outcome contribute to Government Affairs outcomes linked to the development and maintenance of strong and independent democratic institutions and the development and maintenance of well-managed and smoothly operating government machinery.
Government Affairs represents 5 percent of government spending. PCO's budget is 1.3 percent of Government Affairs.
Summary Table of Planned Spending by Program Activity
(thousands of dollars)| Program Activity3 | Forecast Spending 2009-10 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|
| 2010-11 | 2011-12 | 2012-13 | |||
| Prime Minister and portfolio ministers support and advice | 68,438 | 75,465 | 71,777 | 70,024 |
|
| Cabinet and Cabinet committees advice and support | 16,851 | 17,253 | 17,073 | 14,444 | |
| Public service leadership and direction | 3,612 | 3,647 | 3,748 | 3,850 | |
| Commissions of inquiry4 | 13,310 | 112 | 0 | 0 | |
| Internal services5 | 62,399 | 47,471 | 46,184 | 46,176 | |
| Total Planned Spending | 164,610 | 143,948 | 138,782 | 134,494 | |
Benefits for Canadians
PCO operates on 1.3 percent of the Government Affairs budget; nevertheless, it has significant influence on the work of government. PCO's role extends from providing policy advice to the Prime Minister, portfolio ministers and the Cabinet to communicating decisions to departments and agencies to ensuring their implementation. As part of this work, PCO provides operational support for Cabinet processes and engages in coordinating work with government departments and agencies. In other words, in addition to supporting the government's decision making and agenda, PCO helps other government departments and agencies to deliver on their core mandates by working to ensure an integrated, cross-government response to issues that affect Canadians. As such, PCO supports benefits to Canadians across the entire range of the government's areas of influence including, for example, global security and well-being.
PCO also has a role to play in supporting and maintaining the institutions of government. Parliamentary planning, the reform of democratic institutions, changes to the structure and governance of government entities, the appointment of senior officials and the renewal of the public service are all areas in which PCO works directly to ensure that Canadians are served by a professional public service.
Departmental Priorities for 2010-11
PCO's priorities focus the delivery of advice and support in ways that are responsive to the social, economic, technological and political context and supportive of the Government's agenda and decision-making needs.
PCO's priorities contribute to the delivery of its program activities, which, together, support its strategic outcome:
The Government's agenda and decision making are supported and implemented and the institutions of government are supported and maintained.
| Operational Priority 1 | Type | Program Activity 1.1 |
|---|---|---|
| Support the Prime Minister in exercising his overall leadership responsibility. | Ongoing | Prime Minister and portfolio ministers support and advice |
Priority and Program Activity linkages
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Why is this a priority?
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Plans to meet this priority
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| Operational Priority 2 | Type | Program Activities 1.1 & 1.2 |
|---|---|---|
| Focus on key policy and legislative areas and strengthen medium-term policy planning | Ongoing | Prime Minister and portfolio ministers support and advice and Cabinet and Cabinet committees advice and support |
Priority and Program Activity linkages
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Why is this a priority?
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Plans to meet this priority
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| Operational Priority 3 | Type | Program Activities 1.3 & 1.4 |
|---|---|---|
| Support management and accountability of government | Ongoing | Public service leadership and direction and Commissions of inquiry |
Priority and Program Activity linkages
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Why is this a priority?
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Plans to meet this priority
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| Management Priority | Type | Program Activity 1.5 |
|---|---|---|
| Strengthen PCO's internal management practices | Ongoing | Internal services |
Priority and Program Activity linkages
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Why is this a priority?
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Plans to meet this priority
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Risk/Opportunity Analysis
Overview of Organizational Context
It is PCO's responsibility to ensure that the Prime Minister and the Cabinet are briefed on changing economic, technological, social and political conditions, and provided with timely, responsive and forward-looking advice on foreign and domestic policy. As such, PCO's operating context is shaped by the larger Canadian context.
In 2010, the economy will be a primary focus, with recovery from the worst global recession in half a century as a dominant theme. As host of the G8 and G20 international summits in 2010, Canada will attract considerable interest and attention from countries around the world for its ongoing efforts to stimulate and sustain economic activity during a time of world economic crisis.
Afghanistan will continue to be a foreign policy priority in 2010, as will further enhancing our relations with our key ally, the United States. At the time of writing, the Government of Canada is engaging in a massive response to the devastating earthquake in Haiti. This will continue to be an important part of PCO's operating context in 2010 and beyond. On the domestic agenda, it is expected that the aging population and demographic shifts will continue to be factors that impact policy decisions for all levels of government.
Key risks
PCO's risks and opportunities relate either to operational matters linked to providing advice and coordinating processes or to internal services in support of those operations. In keeping with Government of Canada reporting principles, this section will focus mainly on the operational items, as these relate most closely to the benefits to Canadians.
The large majority of PCO resources are devoted to providing advice and support to senior government officials. Together, PCO's two main program activities— Prime Minister and portfolio ministers support and advice (Program Activity 1.1) and Cabinet and Cabinet committees advice and support (Program Activity 1.2) — account for, on average, more than 90 percent of its budget (excluding internal services). These program activities are the primary vehicles through which PCO provides the advice and support that contributes to advancing the Government's agenda and decision making. The risks and opportunities linked to providing that support and advice are strongly influenced by the direction of the Government's agenda.
Given the economic context anticipated for 2010-11, PCO will continue to be involved in managing risks associated with implementing the Economic Action Plan. PCO has maintained close cooperation with the provinces and territories in the delivery of the Economic Action Plan and will continue to build and develop relationships at all levels to ensure a smooth and coordinated implementation. In particular, PCO will continue to provide specific and timely advice to address and mitigate emerging risks linked to the downturn and fiscal restraint, and will develop a forward policy agenda that positions Canada for international leadership coming out of the global recession.
National security and foreign and defence policy are important areas of PCO's policy work. In this regard, PCO will continue to be heavily involved in the coordination and development of the Government's foreign, defence, national security and international assistance agendas. PCO will continue to mitigate risks by helping to manage and shape the positive and productive relationship with the United States and by ensuring that efforts in this direction are integrated across government. PCO will continue to manage and coordinate the Prime Minister's international agenda and will assist with the G8 and G20 summits, including advising the Prime Minister on how to use such opportunities to help further relations with developing countries and establish links to emerging market economies, such as India and China. PCO will also support lead departments in implementing a coordinated, coherent, long-term, whole-of-government response to the earthquake in Haiti, which both builds on and reinforces Canada's leadership role in the region.
In leading and coordinating the whole-of-government approach to Canada's engagement in Afghanistan, PCO will continue to support the interdepartmental community in its effort to work together and to mitigate risks associated with achieving Canada's priorities with respect to its engagement in Afghanistan. Specifically, PCO will continue to support and lead the integration of the policy, communications and intelligence that advance priorities linked to the training and mentoring of Afghan national security forces, the provision of basic services, humanitarian assistance, border security, democratic development and political reconciliation. This coordinated, whole-of-government approach has become a best practice that could be considered a model for future interdepartmental initiatives.
Canadians expect their government and Prime Minister to communicate with them. PCO supports such outreach and engagement efforts by providing material on government policy and the Government's agenda. In a media environment that is increasingly diverse and complex, there is an increased risk of miscommunication. PCO will continue to mitigate this risk through strategic communications advice in support of the Prime Minister in his role as lead spokesperson for the Government of Canada.Public service leadership and direction (Program Activity 1.3), and Commissions of inquiry (Program Activity 1.4) share a common emphasis on leadership, accountability and management in government.
In his role as Head of the Public Service, the Clerk's top priority is public service renewal. Renewal is about improving the way we carry out the business of government. It is about getting the right people into the right jobs and facilitating their work with enabling workplaces. Part of this means addressing the changing demographics of the public service, an aging workforce, and more importantly, an aging executive cadre, and the development of the next generation of leaders. Success in government operations requires sustained leadership capacity and the ongoing transfer of knowledge from more senior to junior staff. It also requires adaptation to the changing nature of work and the workplace given the impacts of new technology and the horizontal and globalized nature of most issues.
Beyond workforce issues, PCO supports the Clerk in driving greater efficiencies in and effectiveness of government operations. This helps support improved management accountability in the public service, which is a priority item for the Government's policy agenda.
Risks associated with commissions of inquiry are, to a large extent, external to PCO's control. The issues and concerns that lead to independent investigations tend to be unique in nature and the time and effort required to conduct an investigation vary with the circumstances. Total costs associated with commissions influence PCO's budget on a year-to-year basis.
PCO's priority of supporting accountability and management will drive its support for renewal of the public service workforce and workplace, for greater efficiencies and effectiveness across government and for inquiries that protect the public interest. Through these efforts, PCO will help to ensure that Canada's democratic institutions of government are well maintained and supported and that Canadians benefit from, and are well served by, their government.
PCO's greatest asset is a committed and professional workforce. Internally, the department itself faces risks in its ability to attract and retain the best and brightest public servants. PCO will mitigate these risks through the development of a three-year strategic human resources plan. PCO also faces the ongoing risk of emergencies that have an impact on the leadership of the Government, and will continue to strengthen the management of internal security, including enhancing its planning and readiness posture in the area of emergency management. This includes the security of networks, telecommunications and offices.
The above initiatives will help to ensure that PCO builds and retains the capacity to deliver quality services and advice in support of the Government's agenda and decision making and, ultimately, benefits to Canadians.
Expenditure Profile
Departmental Spending Trend 2006-07 to 2012-13
| Actual Spending | Forecast Spending | Planned Spending | |||||
|---|---|---|---|---|---|---|---|
| 2006-07 | 2007-08 | 2008-09 | 2009-10 | 2010-11 | 2011-12 | 2012-13 | |
| Total spending without EAP6 | 135,561 | 137,692 | 149,329 | 161,494 | 140,365 | 138,782 | 134,494 |
| Total spending with EAP | 135,561 | 137,692 | 149,329 | 164,610 | 143,948 | 138,782 | 134,494 |
The increase of $15 million from 2008-09 to 2009-10 is mainly attributable to funding received for additional operating requirements to permanently eliminate various chronic funding pressures in the department. Funding was also received to support the implementation and coordination of a government-wide communications strategy for Canada's Economic Action Plan. As well, resources were transferred to the Public Service Renewal Secretariat following the horizontal Strategic Review of central human resources agencies that brought together existing public service renewal functions in PCO with those of the Public Service Renewal Taskforce of the former Canada Public Service Agency.
The decrease of $21 million from 2009-10 to 2010-11 is mainly related to the sunsetting of funds related to various commissions of inquiry. As well, salary expenditures such as parental leave and severance pay are included in the 2009-10 forecast spending but are not part of the 2010-11 and future years' numbers since they are not known at this time. The winding down of activities for the Office of the Coordinator for 2010 Olympics and G8 Security in 2010-11 also contributes to the decrease in spending.
In future years, planned spending is expected to decrease due to the sunsetting of the implementation and coordination of Economic Action Plan communications activities as of March 31, 2011. Also, the Afghanistan Task Force resources sunset at the end of fiscal year 2011-12.
Canada's Economic Action Plan
PCO has a central role in the coordination and management of government communications as determined by the Prime Minister and the Cabinet. To help ensure the success of Canada's Economic Action Plan (EAP), a fully integrated, coordinated and consistent communications effort is required to support the two-year economic stimulus plan.
The Government has a responsibility to make sure that Canadians are informed of programs and initiatives that they can take advantage of under the EAP. The Government of Canada has asked PCO to support the implementation and coordination of an integrated, government-wide communications strategy for the EAP. Specifically, the key goals of the communications strategy are to identify EAP initiatives through common, whole-of-government communications, to provide useful information so that citizens can fully access benefits, and to account to Canadians for spending on EAP initiatives. For more details related to PCO's role in Canada's Economic Action Plan, please refer to Program Activity 1.1, Prime Minister and portfolio ministers support and advice, and Program Activity 1.5, Internal services.
| Vote # or Statutory Items (S) | Truncated Vote or Statutory Wording |
2009-10 Main Estimates |
2010-11 Main Estimates |
|---|---|---|---|
| 1 | Program expenditures | 115,611 | 129,027 |
| (S) | Contributions to employee benefit plans | 12,774 | 14,519 |
| (S) | Prime Minister's salary and motor car allowance | 162 | 162 |
| (S) | Minister of Intergovernmental Affairs, President of the Queen's Privy Council for Canada and Minister for La Francophonie—salary and motor car allowance | 78 | 79 |
| (S) | Leader of the Government in the Senate—salary and motor car allowance | 78 | 79 |
| (S) | Leader of the Government in the House of Commons—salary and motor car allowance | 78 | 79 |
| (S) | Minister of State (Democratic Reform)—motor car allowance | 0 | 2 |
| (S) | Minister of State and Chief Government Whip—motor car allowance | 0 | 2 |
| Total | 128,782 | 143,948 | |
Due to rounding, figures may not add to the totals shown.
Major Variances Between 2009-10 and 2010-11 Main Estimates
The overall increase of $15.2 million from the 2009-10 to the 2010-11 Main Estimates for PCO is mainly due to an increase of:
- $7.6 million related to funding to support PCO's additional operating requirements;
- $3.6 million related to funding to support the implementation and coordination of a government-wide communications
strategy for Canada's Economic Action Plan;
- $3.4 million for collective bargaining agreements;
- $1.8 million related to funding for the operation of the Public Service Renewal Secretariat;
- $0.6 million related to funding for the operation of the Canada-Australia Exchange Program; and
- $0.1 million related to funding for the operation of the Commission of Inquiry into the Investigation of the Bombing of Air India Flight 182.
These increases are offset by a decrease of:
- $1.0 million for the winding down, in 2010-11, of operations for the Office of the Coordinator for 2010 Olympics
and G8 Security;
- $0.3 million for the Expenditure Controls on Public Opinion Research;
- $0.3 million for efficiency savings (Budget 2007);
- $0.2 million for a transfer to the Department of Foreign Affairs and International Trade for the Canada-Australia
Exchange Program; and
- $0.1 million for the implementation of the funding strategy for the comprehensive component of the 2011 Census.
