This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
On February 6, 2006, a new administration took over the reins of government, reflecting the desire for change expressed by Canadians from coast to coast. Canada’s new Government, which I am proud to lead, established five key priorities for the First Session of the Thirty-Ninth Parliament of Canada. These priorities are:
It is a clear and focused agenda, one that will serve as the cornerstone of our efforts to keep Canada strong, united, independent and free.
To help us implement this agenda and to respond to issues as they arise, our Government relies on the competence, expertise and non-partisan advice it receives from the dedicated public servants who make up the Privy Council Office. The plans outlined in this report will, when fully implemented, greatly assist our Government in achieving its goals. I am pleased to present the 2006-2007 Report on Plans and Priorities for the Privy Council Office.
I submit for tabling in Parliament, the 2006-2007 Report on Plans and Priorities for the Privy Council Office.
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2006-2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
Kevin G. Lynch
Clerk of the Privy Council and Secretary to the Cabinet
Reason for Existence – The mandate of the Privy Council Office (PCO) is to serve Canada and Canadians by providing the best non-partisan advice and support to the Prime Minister, ministers within the Prime Minister’s portfolio and Cabinet. PCO supports the development of the Government’s policy agenda; coordinates responses to issues facing the Government and the country; and supports the effective operation of Cabinet. |
Financial Resources (thousands of dollars)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 146,721 | 130,810 | 129,877 |
Planned Spending | 129,296 | 111,201 | 111,266 |
Human Resources (full-time equivalents)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 1,088 | 1,066 | 1,062 |
Planned | 916 | 902 | 902 |
The Main Estimates represent the votes approved by Parliament in April 2006. Subsequent to this approval, PCO underwent a significant reorganization in order to refocus its efforts on core functions. The Planned Spending reflects the significant reductions in projected resource requirements resulting from this reorganization. For further details, see the Organizational Information section and Table 1d.
Strategic Outcome – Towards 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. |
Departmental Priorities, Program Activities, Expected Results and Planned Spending
Priorities | Type | Program Activity1 | Expected Result | Planned Spending (thousands of dollars) | ||
2006- 2007 |
2007- 2008 |
2008- 2009 |
||||
Support the Prime Minister in exercising his overall leadership responsibility | Ongoing | A.1 | Cabinet decision making and legislative agenda are supported | 32,143 | 30,253 | 30,277 |
A.2 | The Prime Minister and ministers receive information and sound advice in support of decision making | |||||
Improve the management and accountability of government | Ongoing | A.2 | The Prime Minister and ministers receive informed and sound advice in support of decision making | 10,445 | 10,032 | 10,038 |
A.4 | The overall development of the Public Service is fostered | |||||
Focus on key policy areas and strengthen medium-term policy planning | Ongoing | A.1 |
Cabinet decision making and legislative agenda are supported | 61,297 | 51,727 | 51,759 |
A.2 | The Prime Minister and ministers receive informed and sound advice in support of decision making | |||||
A.3 | Cabinet receives informed and sound advice on the development and implementation of the policy agenda The overall development of the Public Service is fostered |
|||||
Strengthen PCO’s internal management practices | Ongoing | A.1-A.6 | The Prime Minister’s Office and the offices of the portfolio ministers receive
appropriate financial and administrative support Commissions of inquiry receive appropriate support |
12,647 | 6,424 | 6,428 |
All other PCO activities2 | - | - | 12,764 | 12,765 | 12,764 | |
Total PCO Planned Spending | - | - | 129,296 | 111,201 | 111,266 |
PCO’s priorities depend in large part on the Government’s agenda and are subject to a variety of internal and external influences. Significant ones are outlined below.
Changing government-wide priorities
A new government was elected on January 23, 2006. It was installed on February 6, 2006, and immediately
introduced five key priorities: accountability, tax relief, security and public safety, child care, and health care. In order to move ahead on these focused priorities in
a minority government situation, it committed to working with others to find shared goals and common ideas. PCO needs to ensure government-wide focus on these key
priorities. To that extent, PCO announced changes to its organization to refocus the efforts of its secretariats on their core functions. These changes will reduce
PCO’s overall financial resources by about twenty percent and human resources by about eleven percent. (More information is provided on page .)
Public expectations for increased government accountability
The Canadian public demands increased accountability on the part of public
officials. There are mounting expectations for faster delivery of more services for the same tax dollar, more efficient and effective use of public resources, greater
transparency and ethical decision making. Resource allocations need to be better linked to government policy priorities. PCO is expected to provide a leadership role in
improving the overall functioning of government, with excellence being the benchmark.
Effective organizations need clear mandates, the responsibility and resources to achieve these mandates, and the clear understanding of being held to account for results. The role of central agencies is to provide context, coherence, coordination and challenge. With the increased focus on accountability, it becomes critical that the central agencies concentrate on setting the broad policy framework to guide how policy is developed; the fiscal framework within which the government operates; the accountability regime which shapes how the government performs; and the human resources management framework anchored on public service values and ethics.
Complexity of issues
Although the priorities of the Government are clear and focused, the business of government in a modern society is inevitably
complex. There is increased interdependence among governments and a convergence of sectors which are changing relationships and policy design. Decision makers are faced
with challenges and opportunities that are influenced by varying pressures, international circumstances, budget limits and changing expectations. In addition, the
Government faces a minority situation in both the House of Commons and the Senate. To deal with this level of complexity, PCO must support integration within the federal
government community and encourage teamwork within and across departments and agencies. As well, strong and effective networks involving the federal government, other
levels of government and other stakeholders are key success factors. PCO must also ensure that it is able to attract and engage people with a high level of policy
expertise and analytical capability.
Societal and demographic changes
Societal and demographic changes are reshaping the face of Canada and its federal public service. In 2003, 4.1
million Canadians were 65 years of age and older. Their numbers are expected to reach 6.4 million in 2020–nearly one in five Canadians. According to 2001 Census
data, the median age of the labour force was 39 in 2001, up from 37 in 1991. The 2001 Census data also show that immigrants who landed in Canada during the 1990s and who
were in the labour force in 2001 represented almost 70 percent of the total growth of the labour force over the decade.
With the baby boomers aging and fewer young people entering the working age population, the potential exists for shortages in certain occupations. At the federal level, for example, a large number of employees in the executive cadre category will be retiring within 10 years and, without proper human resources planning, this may create a vacuum.
Good public policy is helped by a diversity of views–linguistically, geographically and culturally–and by sufficient knowledge of the demographic changes that are occurring in Canadian society. For the renewal of the public service, PCO needs to continue to support diversity in the workforce and take into consideration the impact of the changing demographic–including the aging population in Canadian society.
Accelerating technological shifts
With technological shifts and advances comes the availability of new tools that not only increase the
expectations of Canadians for information and services but also help the Public Service to deliver on the Government’s commitments and to be held accountable through
a number of control and reporting mechanisms. These changes will require a public service that is flexible, agile, innovative and focused on excellence.
During this fiscal year, support will focus on priorities articulated by the Government in its Speech From the Throne. These include the five priorities highlighted for action which are as follows:
Ongoing support will be directed to key enablers of the government’s agenda as outlined in the Speech From the Throne. This will entail:
Support will also be given to other key Speech From the Throne commitments:
The Government priorities will be supported by the following PCO priorities:
PCO’s strategic outcomes and program activities (outlined in detail in Section II) are aligned with all Government of Canada outcomes: economic, social and international. PCO provides support to government departments and agencies, and contributes to strengthening and modernizing public sector management.
Priority: Support the Prime Minister in exercising his overall leadership responsibility
PCO will better concentrate its resources in support of the Prime Minister’s overall responsibility to provide leadership by creating and sustaining the unity of the Ministry required to maintain the confidence of Parliament.
Plans:
|
Planned Reduction in Resources Resulting from Focus on Core Functions
Actual 2005-2006 |
Planned 2006-2007 |
Planned 2007-2008 |
|
Financial Resources (thousands of dollars) |
162,318 | 129,296 | 111,201 |
Human Resources (full-time equivalents) |
1,032 | 916 | 902 |
|
Priority: Improve management and accountability of government
PCO will continue to play a central role in assisting the Prime Minister and Cabinet in enhancing the overall management, transparency and accountability of government while ensuring that the objectives of improved efficiency and efficacy are met. Additionally, it will concentrate its efforts to support the Government in meeting its commitment to introduce and implement the Federal Accountability Act and other key measures aimed at ensuring integrity, accountability, responsibility and excellence in public administration, while developing strategies to enhance the effectiveness of the overall Cabinet decision-making process.
Plans:
|
Priority: Focus on key policy areas and strengthen medium-term policy planning
PCO will provide advice and support the development and implementation of the Government’s focused agenda in the fields of social, economic and international policy, as set out in the Speech from the Throne that opened the Thirty-Ninth Parliament. It will also identify emerging issues to inform Cabinet’s deliberations and, through long-term strategic thinking, provide advice for the Government’s forward-looking agenda.
Plans:
|
Priority: Strengthen PCO’s internal management practices
PCO is committed to strengthening its internal management practices, consistent with the standards of management outlined in the Management Accountability Framework to ensure excellence in management. PCO will continue its efforts to better integrate human resources planning so that it will cover all aspects of human resources management, especially in the areas of workforce renewal and diversity.
Plans:
|