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The original version was signed by
The Right Honourable Stephen Harper
Prime Minister of Canada
Wayne G. Wouters
Clerk of the Privy Council and Secretary to the Cabinet
Raison d'être
Organizational Information
Strategic Outcome and Program Activity Architecture (PAA)
Planning Summary
Departmental Priorities for 2010-11
Risk / Opportunity Analysis
Expenditure Profile
Section II - Analysis of Program Activities by Strategic Outcome
Section III - Supplementary Information
Financial Highlights
List of Tables
Other Items of Interest
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.
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.
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:
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:
For more information on PCO's main roles, please visit PCO's website.
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 | |
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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
2010-11 | 2011-12 | 2012-13 |
---|---|---|
143,948 | 138,782 | 134,494 |
2010-11 | 2011-12 | 2012-13 |
---|---|---|
1,040 | 1,012 | 982 |
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.
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 |
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.
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 |
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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 |
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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 |
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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 |
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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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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.
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.
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.
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 |
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:
These increases are offset by a decrease of:
Five program activities support PCO's single strategic outcome.
The Government's agenda and decision making are supported and implemented and the institutions of government are supported and maintained.
Human Resources (FTEs) and Planned Spending (thousands of dollars) | |||||
---|---|---|---|---|---|
2010-11 | 2011-12 | 2012-13 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
558 | 75,465 | 538 | 71,777 | 526 | 70,024 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
The Prime Minister and portfolio ministers are able to carry out their respective responsibilities. | The Prime Minister and portfolio ministers are provided with value-added information on
which to base decisions.
Advice to the Prime Minister and the portfolio ministers is provided in a timely manner. PCO advice enables the Government to achieve its legislative and policy agenda. The Prime Minister is provided with support for visits.
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This activity centres on the provision of advice to the Prime Minister and portfolio ministers. The establishment of targets for performance is not appropriate for advice. However, performance information based on quantitative measures related to selected activities is being collected, and over time this information will provide trend information that will contribute to efficient operations. |
The expected result of "The Prime Minister and portfolio ministers are able to carry out their respective responsibilities" is achieved through five sub-program activities. As part of these program sub-activities, PCO analysts seek briefings from other government departments, analyse publicly available research and reports, and consult leading subject-matter experts. This supports their role in developing expert non-partisan advice for the Prime Minister and other portfolio ministers. For example, in 2008-09 over 2,700 briefings were prepared for the Prime Minister. It is expected that a similar number will be prepared in 2010-11. The range of subjects is vast and timelines are short, often measured in hours, not days.
As shown in the diagram to the right, all five sub-activities under Prime Minister and portfolio ministers support and advice contribute to the Prime Minister's and portfolio ministers' abilities to carry out their respective responsibilities.
PCO will continue to provide effective leadership by providing advice on:
PCO also provides the highest quality support to the Prime Minister regarding senior appointments. This work includes:
PCO has a central role in the coordination and management of government communications for Canada's Economic Action Plan as determined by the Prime Minister and the Cabinet.
The human resources (full-time equivalents) and planned spending (millions of dollars) for 2010-11 are:
One of PCO's responsibilities is to help ensure that a fully integrated, coordinated and consistent communications effort is made in support of the Government's two-year economic stimulus plan, the Economic Action Plan. The Government has directed PCO to support the implementation and coordination of an integrated, government-wide communications strategy for the EAP.
The key goals of the EAP's 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.
PCO and other departments and agencies are working to inform Canadians of programs and initiatives so that they can take advantage of benefits under the plan. As coordinator of the cross-government strategy, PCO leads the following activities:
Although the development of measures under the EAP was led by a number of departments, the coordination of public reporting through Canada's Economic Action Plan website was led by PCO, with the participation of the lead departments on EAP initiatives, including Finance Canada, the Treasury Board of Canada Secretariat, Natural Resources Canada, Industry Canada and Human Resources and Skills Development Canada. In 2010-11, PCO will continue this work, while at the same time coordinating communications on other priority issues related to the Government's policy agenda.
For more information on technical support provided for the EAP, please go to Program Activity 1.5, Internal services.
PCO provides the Prime Minister with support and advice on national security policy, and foreign, defence, international trade and international assistance policy. In 2010-11, this work will centre on economic and security policy, including:
Canada's six priorities in Afghanistan:
Canada's three signature projects:
PCO supports and provides advice to the Minister of Intergovernmental Affairs and the Prime Minister on issues that impact federal-provincial-territorial relations. In 2010-11 PCO will:
PCO supports and provides advice on the development, coordination and implementation of the Government's legislative program and democratic reform agenda to the Prime Minister, the Leader of the Government in the House of Commons, the Leader of the Government in the Senate and the Minister of State (Democratic Reform). In addition, administrative support is given to the Minister of State and Chief Government Whip. In 2010-11, PCO will continue to support the Government's program in Parliament. PCO will provide timely advice and support on the development of legislative initiatives which are required to implement government decisions.
This sub-activity captures the funding for these political offices.
PCO has identified advice and support to the Prime Minister as a key priority for achieving its strategic outcome. In providing non-partisan advice and support, PCO enables the Prime Minister to lead government decision making in delivering benefits to Canadians.
Human Resources (FTEs) and Planned Spending (thousands of dollars) | |||||
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2010-11 | 2011-12 | 2012-13 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
131 | 17,253 | 129 | 17,073 | 111 | 14,444 |
Program Activity Expected Results | Performance Indicators | Targets |
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The functioning and integrity of the Cabinet decision- making process are maintained. | The Cabinet has received value-added information on which to base decisions.
Cabinet documents are distributed in a timely manner to ministers. Deputy ministers are regularly informed of the Government's agenda and activities.
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This activity centres on the provision of advice and support. Although targets are not appropriate for advice, information on the quantity of activity related to support activities is being collected. Over time, this will provide trend information that will contribute to efficient operations. |
As shown in the diagram to the right,
PCO's role in ensuring the Government's agenda and decision making are supported and implemented, and that institutions
of government are supported and maintained, is achieved through two sub-program activities. These sub-activities contribute
to PCO's achievement of the expected result that "The functioning and integrity of the Cabinet decision-making process are
maintained."
PCO provides secretariat support to the Cabinet and to Cabinet committees and plays a central role in managing the flow of business related to the decision-making process.9 In 2008-09, there were 183 Cabinet and Cabinet committee meetings, including one held in Inuvik. A similar number is expected for 2010-11.
In 2010-11, PCO will continue to provide operational support to the Cabinet and Cabinet committees, including:
In its supporting role to the Cabinet, PCO manages, in accordance with prescribed procedures, processes leading to formal Cabinet approvals such as orders-in-council, which allow the Government to legally implement decisions. PCO will also continue to support the Cabinet by acting as custodian of Cabinet confidences, and will provide advice to a wide range of federal departments regarding issues involving Cabinet confidences. The volume of work in this area can vary significantly from year to year. It is not unusual for PCO to review over 100,000 pages of documents annually.
PCO also provides advice on the structure and mandate of Cabinet committees.
The current list of Cabinet committees is shown in the table below:
Cabinet Committees | Roles |
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Cabinet Committee on Priorities and Planning | Provides strategic direction to develop the Government's forward policy agenda and expenditure management, ratifies committee recommendations and approves appointments. |
Cabinet Committee on Operations | Provides the day-to-day coordination of the Government's agenda, including issues management, legislation and house planning, and communications. |
Cabinet Committee on Social Affairs | Considers health care, justice, Aboriginal, training and skills development, culture, and immigration policy issues. |
Treasury Board (TB is supported by the Treasury Board Secretariat, not PCO) |
Responsible for accountability and ethics, financial, personnel and administrative management, comptrollership, approving regulations and most orders-in-council. |
Cabinet Committee on Economic Growth and Long-term Prosperity | Considers both sectoral issues including international trade, sustainable development, natural resources, fisheries, agriculture, transport, infrastructure and communities, and regional development, as well as longer-term matters concerning Canada's economic growth and prosperity including increasing engagement with emerging market economies. |
Cabinet Committee on Foreign Affairs and Security | Considers foreign affairs, national defence, international development, public safety and national security issues. |
Cabinet Committee on the Environment and Energy Security | Considers issues related to the environment and to energy security. |
Cabinet Committee on Afghanistan | Considers issues related to Canada's mission in Afghanistan. |
PCO plays a significant role in achieving integration in policy development and implementation across the federal government. Policy development is supported by discussions at many levels, from informal telephone calls between analysts to interdepartmental consultations to specially convened meetings of deputy ministers. In supporting forums such as the Coordinating Committee of Deputy Ministers and the Deputy Ministers' Coordinating Committee on Afghanistan, PCO helps to ensure that deputy ministers have an opportunity to discuss key issues and to develop an integrated federal approach to the Government's major policy initiatives. In 2008-09, PCO organized a total of 86 deputy minister-level meetings under this program activity, with a comparable number expected in 2010-11. PCO will also continue to support the work of the deputy minister committees on medium-term policy planning, in close collaboration with their departmental secretariats. All of this work helps to support an integrated approach to Cabinet and Cabinet committee decision making.
In 2010-11, PCO will work closely with other government departments to ensure that there continues to be strong investment in the relationship with the United States and an increasing engagement with emerging market economies such as China and India. Departments such as Foreign Affairs and International Trade clearly have the lead in this area, but PCO will continue to ensure that there is coordination and integration with other departments that must play a role for an integrated federal approach.
The Afghanistan Task Force within PCO was established in response to the recommendation of the Independent Panel on Canada's Future Role in Afghanistan that Canada needed a stronger, more coordinated approach. PCO works closely with the Canadian International Development Agency, Department of Foreign Affairs and International Trade, Department of National Defence and Department of Public Safety to ensure that Canada advances its six priorities and three signature projects. PCO will continue to provide advice to the Cabinet Committee on Afghanistan and coordinate the production of quarterly reports on Canada's engagement in Afghanistan. These quarterly reports evaluate progress against established benchmarks and indicators, and are tools of accountability to Parliament and the Canadian public. The reports have received international recognition as models for integrated reporting.PCO's support for the Cabinet and Cabinet committees and its role in facilitating integration across federal government are complimentary. The sub-activities linked to this program activity work together to support the Cabinet and Cabinet committee roles in decision making and in implementing the Government's agenda to the benefit of Canadians.
Human Resources (FTEs) and Planned Spending (thousands of dollars) | |||||
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2010-11 | 2011-12 | 2012-13 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
23 | 3,647 | 23 | 3,748 | 23 | 3,850 |
Program Activity Expected Results | Performance Indicators | Targets |
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The public service has the leadership, talent, capacity and management frameworks needed to provide advice on and implement the Government's agenda. | The public service is engaged in renewal activities. The Prime Minister and the Clerk are provided with advice on public service renewal.
The public service and its leaders are provided with advice and support.
The Committee of Senior Officials is provided with advice and support.
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Information on the quantity of activity related to support is being collected. Over time,
this information will provide trend information that will contribute to efficient operations. Narrative reporting in the form of reports provides valuable performance information but is not suited to the establishment of trends or targets. |
PCO provides leadership on public service renewal through agenda setting, research, analysis and planning. PCO works closely with other departments and agencies to ensure that the public service has the capacity to serve the Government and Canadians with excellence over the next few decades.
Under this program activity, PCO provides advice and support to the Deputy Minister Committee on Public Service Renewal, the Prime Minister's Advisory Committee on the Public Service and the Deputy Minister Committee of Senior Officials (COSO) and its sub-committees. Topics addressed include both workforce and workplace issues.
Through work on public service renewal, PCO promotes dialogue on the challenges facing the public service, establishes leadership and direction for renewal efforts and supports recommendations for renewal to the Prime Minister.
Renewal and human resources management of the public service
Public service renewal has been carried out within the framework of four pillars: planning, recruitment, employee development and enabling infrastructure. In 2010-11, PCO will continue to support the Clerk in renewal and continue to coordinate renewal activities with other departments, notably the human resources central agencies.
Management of senior leaders
PCO provides advice and support to COSO and its sub-committees. This support helps members to understand and manage the challenges facing the leadership cadre, such as changing demographics, succession planning, performance management and leadership development, and to develop the culture of high performance that will ensure public institutions have the leadership and management capacity, now and in the future, to deliver on the Government's agenda.
Benefits for Canadians
In helping the public service to address issues around renewal, such as the aging workforce, competitive labour markets and leadership in the senior cadre, PCO supports a workforce and workplace renewal that will serve the Government and Canadians over the coming decades. In addition, in supporting accountability and management in the public service, PCO contributes to the effective and efficient delivery of programs and services to Canadians. This work contributes to PCO's achievement of its expected result that "The Public Service has the leadership, talent, capacity and management frameworks needed to provide advice on and implement the Government's agenda," and to PCO's strategic outcome in support of the Government agenda and decision making for the benefit of Canadians.
Human Resources (FTEs) and Planned Spending (thousands of dollars) | |||||
---|---|---|---|---|---|
2010-11 | 2011-12 | 2012-13 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
1 | 112 | 0 | 0 | 0 | 0 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Commissions of inquiry receive required resources as well as advice and guidance on financial and administrative matters. | Commissions of inquiry have received appropriate resources, as well as the necessary services, advice and guidance, in a timely manner. | The creation of a commission of inquiry is unpredictable and depends on external situations. Therefore, targets and/or trends are not useful for this activity. |
Planned spending under the commissions of inquiry program activity includes funds for PCO financial and administrative advice as well as funds to support the inquiries themselves. In 2010-11, the planned spending and human resources identified for this program activity cover the forecast cost for the full operation of the following commissions of inquiry:
Funding is currently being sought for the following commissions of inquiry:
PCO offers support to commissions of inquiry for internal services. When a commission of inquiry is created, PCO can initiate arrangements for accommodation, furnishings and equipment to ensure that the work of the commission, task force or inquiry proceeds efficiently. PCO can also provide for ongoing administrative advice and support in the following areas: hiring staff, acquisition services, contracting, financial services, accessing funding, records management, payroll support, posting of transcripts on the Internet, translation, legal services, security and systems support.
PCO's role in supporting commissions of inquiry is limited to providing financial and administrative advice and guidance from the initial start-up to conclusion of the inquiry. Because commissions of inquiry are independent entities, PCO's reporting documents do not provide information relating to the mandates, work priorities or performance of commissions of inquiry. This type of information is found on the individual commission websites.Through its support for commissions of inquiry, PCO helps to support transparency and accountability in government.
Human Resources (FTEs) and Planned Spending (thousands of dollars) | |||||
---|---|---|---|---|---|
2010-11 | 2011-12 | 2012-13 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
327 | 47,471 | 322 | 46,184 | 322 | 46,176 |
PCO plans to undertake the following activities in support of strengthening its internal services:
The scope of the Web and New Media strategies for the maintenance of Canada's Economic Action Plan website has an impact on informatics and technology services operations.
Due to the scope of the initiatives, additional technical personnel are required for horizontal website development, design and maintenance, as well as the development of cross-government website linkages. Costs associated with providing ongoing corporate administrative support are also included. For more information, please see Program Activity 1.1, Prime Minister and portfolio ministers support and advice.
In strengthening internal services, including internal security, integrated business and human resource planning and performance measurement, PCO demonstrates leadership and support for transparent and accountable government. This facilitates the effective and efficient delivery of programs and services to Canadians, which helps PCO to fulfill its mandate in support of the Government agenda and decision making and supports a wide variety of benefits to Canadians.
The future-oriented financial highlights presented within this Report on Plans and Priorities are intended to serve as a general overview of PCO's financial operations. These future-oriented financial highlights are prepared on an accrual basis to strengthen accountability and improve transparency and financial management.
Future-oriented financial statements can be found on PCO's website.
Condensed Statement of Operations | % Change | Future-oriented 2010-11 |
Future-oriented 2009-10 |
---|---|---|---|
Expenses | |||
Total Expenses | -11% | 167,821 | 189,257 |
Revenues | |||
Total Revenues | 0% | 25 | 25 |
Net Cost of Operations | -11% | 167,796 | 189,232 |
The estimated total expenses for the Privy Council Office for fiscal year 2010-11 is $167,821 thousand. It is anticipated that the total expenses will be spent as follows: $74,316 thousand or 45% of the total expenses for our main program activity. Prime Minister and portfolio ministers support and advice; $16,989 thousand or 10% of the total expenses in support of the activity, Cabinet and Cabinet committees advice and support; $3,592 thousand or 2% of the total expenses in support of the activity, Public service leadership and direction; $110 thousand or less than 1% of the total expense in support of the activity, Commissions of inquiry; and $72,814 thousand or 43% of the total expenses for Internal services.
It should be noted that PCO operates in a highly centralized environment where many costs normally assumed by line managers are covered by corporate services and are not reallocated to the individual program activities (e.g. desktop computers, printers, Blackberries, furniture and equipment, supplies, printing and graphics, messenger services and telecommunications).
The following tables can be found on the Treasury Board Secretariat's website.
Source of Non-Respendable Revenue
Evaluation
Internal Audit
Three-Year Plan for Transfer Payment Programs
Contacts for further information:
Privy Council Office
General Inquiries
Room 1000
85 Sparks Street
Ottawa, Ontario
K1A 0A3
Canada
Telephone: 613-957-5153
TTY: 613-957-5741
Fax: 613-957-5043
Email: info@pco-bcp.gc.ca