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The Right Honourable Stephen Harper
Prime Minister of Canada
Prime Minister's Message
Management Representation Statement
Summary Information
Departmental Plans and Priorities
SECTION II - ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME
SECTION III - SUPPLEMENTARY INFORMATION
Organizational Information
Table 1 - Departmental Planned Spending and Full-Time Equivalents
Table 1a - Departmental Planned Spending - Details for the Program Activity: Provide commissions of inquiry
with appropriate administrative support
Table 1b - Transfers to Other Departments as a Result of PCO Reorganization
Table 2 - Voted and Statutory Items Listed in the Main Estimates
Table 3 - Services Received Without Charge
Table 4 - Sources of Non-Respendable Revenue
Table 5 - Resource Requirements by Branch
Table 6 - Internal Audits and Evaluations
Over the past year, Canada's New Government has delivered change by getting things done for families and taxpayers. It has taken many steps, including putting forward Advantage Canada, a long-term plan that will create the right conditions and opportunities for families and businesses to succeed, and introducing measures to tackle crime. The Government will continue to deliver tangible results for Canadians. As it begins its second year in office, the Government will pursue a focused and active agenda that includes:
This agenda will build on our successes to date to make Canada a stronger, safer and better country for all of us.
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 for Canadians. I am pleased to present the 2007-2008 Report on Plans and Priorities for the Privy Council Office.
I am also pleased to present the 2007-2008 Report on Plans and Priorities for the recently established Public Appointments Commission Secretariat as an attached document.
I submit for tabling in Parliament, the 2007-2008 Report on Plans and Priorities (RPP) 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 2007-2008 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
Kevin G. Lynch
Clerk of the Privy Council and Secretary to the Cabinet
Mandate - 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. As the head of the Public Service, the Clerk of the Privy Council and Secretary to the Cabinet serves as the principle link between the Prime Minister and the Public Service. |
Financial Resources (thousands of dollars)
2007-2008 | 2008-2009 | 2009-2010 |
$128,067 | $122,276 | $122,276 |
Human Resources
2007-2008 | 2008-2009 | 2009-2010 |
937 | 930 | 930 |
Departmental Priorities
Priority Statement | Type |
Support the Prime Minister in exercising his overall leadership responsibility | Ongoing |
Improve the management and accountability of government | Ongoing |
Focus on key policy areas and strengthen medium-term policy planning | Ongoing |
Strengthen PCO's internal management practices | Ongoing |
Program Activities by Strategic Outcome
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. |
Program Activity
|
Priority1
|
Expected Result
|
Planned Spending (thousands of dollars) | ||
2007- 2008 |
2008- 2009 |
2009- 2010 |
|||
A.1 Support for Cabinet decision making and the legislative agenda | 1 | Cabinet decision making and legislative agenda are supported | 5,661 | 5,658 | 5,658 |
A.2 Advice to the Prime Minister and ministers on issues, policies, machinery and appointments | 1,2 and 3 |
The Prime Minister and ministers receive informed and sound advice in support of decision making | 55,869 | 55,828 | 55,828 |
A.3 Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda | 3 | Cabinet receives informed and sound advice on the development and implementation of the policy agenda | 23,738 | 23,725 | 23,725 |
A.4 As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians | 2 | The overall development of the Public Service is fostered | 9,218 | 9,215 | 9,215 |
A.5 Provide the Prime Minister's Office and the offices of the portfolio ministers with financial and administrative support | 4 | The Prime Minister's Office and the offices of the portfolio ministers receive appropriate financial and administrative support | 27,873 | 27,850 | 27,850 |
A.6 Provide commissions of inquiry with appropriate administrative support | 4 | Commissions of inquiry receive appropriate support | 5,708 | 0 | 0 |
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.
Focus on government-wide priorities
Over the past year, the Government has delivered on a focused set of priorities, instituted an emphasis on managerial
rigour, made some changes to the Ministry, and introduced a new Cabinet committee on the environment and energy security.
The Government has pursued a focused agenda that includes presentation of the 2006 budget that controlled spending, lowered
taxes, and made strategic investments; crime and safety; accountability and democratic reform; international leadership; and
the environment. PCO needs to ensure government-wide focus on these key priorities.
Public expectations for increased government accountability
Canadians expect their government to provide more, better and faster services without increasing their taxes. At the same
time, they expect their government to make sound decisions, to be transparent and to account for the use of their taxes.
With the implementation of the Federal Accountability Act and associated Action Plan, the Government began a major transformation of its accountability to Canadians. The implementation of the Act over the coming year will bring increased discipline to government operations and lead to strengthened confidence of Canadians in their government. In this context, PCO as a central agency and as the Prime Minister's department has a special duty to lead by example by demonstrating an efficient and effective use of public resources, with excellence being the benchmark.
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 that 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 orders of government and 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
The face of Canada is being reshaped by societal and demographic changes. The population of Canada is aging, with 4.1
million Canadians 65 years of age and older in 2003. The number of older Canadians is 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 also up from 37 in
1991, to 39 in 2001. In addition, immigrants who landed in Canada during the 1990s and who were in the labour force in 2001
represented almost 70 percent of the net growth of the Canadian 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.
The federal public service is also impacted by these important demographic and societal trends. For example, a large number
of employees in the executive cadre category will be retiring within 10 years. Public service renewal will require a new
focus on recruitment, retention and leadership development in the Public Service of Canada. An excellent public service is
marked by a diversity of linguistic, geographical and cultural views. It is also enhanced by knowledge of the demographic
changes that are occurring in Canadian society. PCO will support the public service renewal priority both across government
and within PCO itself.
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 continue to focus on the priorities articulated by the Government in its Speech from the Throne, and the agenda identified by the Government at the beginning of its second year in office. This agenda includes:
Ongoing support will be directed to key enablers of the Government's agenda as outlined in Advantage Canada. This will entail action on the following advantages: fiscal, knowledge, infrastructure, entrepreneurial and tax.
The Government's priorities set the priorities of PCO:
PCO's strategic outcome 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 continue to support the Prime Minister in one of his key leadership roles: to create and sustain the unity of the Ministry, which is essential in order to maintain the confidence of Parliament.
Plans:
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 implement the Federal Accountability Act and Action Plan 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. It will also assist the government in increasing the effectiveness and accountability of Canada's democratic institutions and practices.
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 and the agenda identified by the Prime Minister at the beginning of the Government's second year in office. 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
Achieving excellence in management requires ongoing strengthening of PCO's internal management practices, consistent with the standards of management outlined in the Management Accountability Framework (MAF). PCO will continue its efforts to integrate human resources planning with the business planning process of the department.
Plans:
The Planned Spending amount by Program Activity has been adjusted to reflect a better internal allocation of PCO's resources between activities. The 2008-2009 Main Estimates amounts will be readjusted accordingly to better reflect this allocation.
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.
A.1 Support for Cabinet decision making and the legislative agenda
Financial Resources (thousands of dollars)
2007-2008 | 2008-2009 | 2009-2010 | |
Main Estimates | 5,435 | 5,434 | 5,434 |
Planned Spending | 5,661 | 5,658 | 5,658 |
Human Resources (full-time equivalents)
2007-2008 | 2008-2009 | 2009-2010 | |
Main Estimates | 48 | 48 | 48 |
Planned | 49 | 49 | 49 |
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, research and advice to facilitate decision making and legislation. PCO also provides advice and support on 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 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 | Performance Indicators |
Cabinet decision making and legislative agenda are supported |
|
|
A.2 Advice to the Prime Minister and ministers on issues, policies, machinery and appointments
Financial Resources (thousands of dollars)
2007-2008 | 2008-2009 | 2009-2010 | |
Main Estimates | 59,216 | 59,280 | 59,280 |
Planned Spending | 55,869 | 55,828 | 55,828 |
Human Resources (full-time equivalents)
2007-2008 | 2008-2009 | 2009-2010 | |
Main Estimates | 437 | 437 | 437 |
Planned | 419 | 419 | 419 |
Description
PCO serves as the department for the Prime Minister and also supports ministers in the Prime Minister's portfolio including 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 House of Commons and Minister for Democratic Reform, the Leader of the Government in the Senate and Secretary of State (Seniors), and the Secretary of State and Chief Government Whip. 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.
PCO also provides advice to the Prime Minister in respect of the exercise of prerogative matters, including those related to machinery of government, legislation and appointments of senior personnel.
Expected Result | Priorities Supported | Performance Indicators |
The Prime Minister and ministers receive informed and sound advice in support of decision making |
|
|
A.3 Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda
Financial Resources (thousands of dollars)
2007-2008 | 2008-2009 | 2009-2010 | |
Main Estimates | 22,557 | 22,555 | 22,555 |
Planned Spending | 23,738 | 23,725 | 23,725 |
Human Resources (full-time equivalents)
2007-2008 | 2008-2009 | 2009-2010 | |
Main Estimates | 169 | 169 | 169 |
Planned | 186 | 186 | 186 |
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; support for democratic reform and the management of the parliamentary and legislative agenda; and assistance for the development of forward-looking, coherent and integrated medium-term policy advice. PCO also exercises a challenge function in respect of policy proposals being brought forward by departments.
Expected Result | Priorities Supported | Performance Indicators |
Cabinet receives informed and sound advice on the development and implementation of the policy agenda |
|
|
A.4 As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians
Financial Resources (thousands of dollars)
2007-2008 | 2008-2009 | 2009-2010 | |
Main Estimates | 7,183 | 7,183 | 7,183 |
Planned Spending | 9,218 | 9,215 | 9,215 |
Human Resources (full-time equivalents)
2007-2008 | 2008-2009 | 2009-2010 | |
Main Estimates | 56 | 56 | 56 |
Planned | 58 | 58 | 58 |
Description
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.
The Clerk established the following five focus areas to be used in building the future of the federal public service: clarity around roles, responsibilities and accountabilities; teamwork; the quest for excellence; leadership and a commitment to renewal of the Public Service; and capacity to think and plan for Canada's future. PCO staff promote and work with all departments and agencies to ensure that these five areas are implemented successfully across government
Expected Result | Priorities Supported | Performance Indicators |
The overall development of the Public Service is fostered |
|
|
A.5 Provide the Prime Minister's Office and the offices of the portfolio ministers with financial and administrative support
Financial Resources (thousands of dollars)
2007-2008 | 2008-2009 | 2009-2010 | |
Main Estimates | 27,204 | 27,200 | 27,200 |
Planned Spending | 27,757 | 26,813 | 26,833 |
Human Resources (full-time equivalents)
2007-2008 | 2008-2009 | 2009-2010 | |
Main Estimates | 271 | 269 | 269 |
Planned | 218 | 216 | 216 |
Description
PCO staff provide financial and administrative support to the PMO and to 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 |
|
|
A.6 Provide commissions of inquiry with appropriate administrative support
Financial Resources (thousands of dollars)
2007-2008 | 2008-2009 | 2009-2010 | |
Main Estimates | 5,708 | 0 | 0 |
Planned Spending | 5,708 | 0 | 0 |
Human Resources (full-time equivalents)
2007-2008 | 2008-2009 | 2009-2010 | |
Main Estimates | 7 | 0 | 0 |
Planned | 7 | 0 | 0 |
Description
PCO staff provide the required services to commissions of inquiry (from initial start-up to conclusion). A new commission of inquiry, known as the Internal Inquiry into the Actions of Canadian Officials in Relation to Abdullah Almaki, Ahmad Abou-Elmaati and Muayyed Nurreddin, was created on December 11, 2006, and funding for it will be sought through a Treasury Board Submission and Supplementary Estimates. Estimated resource requirements are not known at this time.
Expected Result | Priorities Supported | Performance Indicators |
Commissions of inquiry receive appropriate support |
|
|
The Privy Council Office reports directly to the Prime Minister and is headed by the Clerk of the Privy Council and Secretary to the Cabinet.
The Prime Minister's overall responsibility is to provide leadership to create and sustain the unity of the Ministry required to maintain the confidence of Parliament. The Prime Minister demonstrates this leadership in two distinct ways:
The core functions of the Clerk of the Privy Council and Secretary to the Cabinet and those of the entire PCO flow directly from these responsibilities. The strength of PCO is in large measure determined by its ability to concentrate its resources on supporting exclusively these two central responsibilities, in addition to helping the Clerk of the Privy Council and Secretary to the Cabinet fulfill his role as head of the Public Service.
The PCO organization chart is shown below. Further information on the roles and functions of PCO are available on the PCO website at www.pco-bcp.gc.ca.
Departmental links to the Government of Canada outcomes
2007-2008 (thousands of dollars) | ||||||
Budgetary | Total Main Estimates |
Adjustments (planned spending not in Main Estimates) |
Total Planned Spending |
|||
Operating |
Contributions and Other Transfer Payments |
Gross |
||||
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. | ||||||
Program Activity # 4 | 126,753 | 550 | 127,303 | 127,303 | 764 | 128,067 |
Program Activity #4 contributes to the achievement of all Government of Canada outcomes.
(thousands of dollars) | Forecast Spending 2006-2007 |
Planned Spending 2 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Support for Cabinet decision making and the legislative agenda | 5,514 | 5,435 | 5,434 | 5,434 |
Advice to the Prime Minister and ministers on issues, policies, machinery and appointments | 70,458 | 59,216 | 59,280 | 59,280 |
Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda | 29,756 | 22,557 | 22,555 | 22,555 |
As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians | 7,231 | 7,183 | 7,183 | 7,183 |
Provide the Prime Minister's Office and the offices of the portfolio ministers with financial and administrative support | 33,273 | 27,204 | 27,200 | 27,200 |
Provide commissions of inquiry with appropriate administrative support (see Table 1a) | 488 | 5,708 | - | - |
Total Main Estimates | 146,721 | 127,303 | 121,652 | 121,652 |
Adjustments: | ||||
Procurement Savings - PWGSC | (780) | - | - | - |
Supplementary Estimates A | ||||
Commission of Inquiry into the Investigation of the Bombing of Air India Flight 182 | 13,531 | - | - | - |
Operating budget carry forward | 6,268 | - | - | - |
Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar | 2,749 | - | - | - |
Adjustments to ministers' offices budgets 3 | (5,333) | - | - | - |
Transfers to other departments (see Table 1b) 3 | (13,434) | - | - | - |
Collective bargaining | - | 524 | 520 | 520 |
Supplementary Estimates B | ||||
Treasury Board Vote 10 | - | 135 | - | - |
Treasury Board Vote 15 | 1,983 | - | - | - |
Total Adjustments | 4,984 | 659 | 520 | 520 |
Employee Benefit Plan (EBP) | (1,233) | 105 | 104 | 104 |
Total Planned Spending | 150,472 | 128,067 | 122,276 | 122,276 |
Total Planned Spending | 150,472 | 128,067 | 122,276 | 122,276 |
Less:Non-Respendable revenue (see Table 4) | 850 | 850 | 850 | 850 |
Plus:Cost of services received without charge (see Table 3) | 19,494 | 16,928 | 17,109 | 17,185 |
Net Cost of Department | 169,116 | 144,145 | 138,535 | 138,611 |
Full-Time Equivalents | 922 | 937 | 930 | 930 |
2. Planned spending does not include costs related to the Internal Inquiry into the Actions of Canadian Officials in Relation to Abdullah Almalki, Ahmad Abou-Elmaati and Muayyed Nureddin created by Order in Council #2006-1526 effective December 11, 2006. The terms and conditions of a contribution program and funding for the contribution program and the operation of the Inquiry will be sought later in the year.
3. For 2007-2008 and future years, resources related to reductions for ministers offices, budgets and transfers to other departments and agencies have been made through the 2007-2008 Annual Reference Level Update.
(thousands of dollars) | Forecast Spending 2006-2007 |
Planned Spending 4 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar | ||||
Main Estimates | - | - | - | - |
Adjustments | 14,324 | - | - | - |
Planned Spending | 14,324 | - | - | - |
Commission of Inquiry into the Investigation of the Bombing of Air India Flight 182 | ||||
Main Estimates | - | 488 | - | - |
Adjustments | 8,999 | 2,796 | ||
Planned Spending | 8,999 | 3,284 | - | - |
Total Commissions of Inquiry |
|
|
|
|
Main Estimates | - | 488 | - | - |
Adjustments | 23,323 | 2,796 | - | - |
Planned Spending | 23,323 | 3,284 | - | - |
4. Planned spending does not include costs related to the Internal Inquiry into the Actions of Canadian Officials in Relation to Abdullah Almalki, Ahmad Abou-Elmaati and Muayyed Nureddin created by Order in Council #2006-1526 effective December 11, 2006. The terms and conditions of a contribution program and funding for the contribution program and the operation of the Inquiry will be sought later in the year.
(thousands of dollars) | Forecast Spending 2006-2007 | |||
FTE(s) | ($) | EBP | TOTAL | |
Transfer to Canadian Heritage (PCH) 6 | (12) | (1,731) | (210) | (1,941) |
Transfer to Treasury Board Secretariat (TBS) 7 | (59) | (6,092) | (748) | (6,876) |
Transfer to Human Resources and Social Development Canada (HRSDC) 8 | (33) | (3,077) | (515) | (3,592) |
Transfer to Indian and Northern Affairs Canada (INAC) 9 | (11) | (1,400) | (210) | (1,610) |
Transfer to Public Safety and Emergency Preparedness Canada (PSEPC) 10 | (5) | (492) | (79) | (571) |
Transfer to Industry Canada (IC) 11 | (2) | (475) | (58) | (533) |
Transfer to Public Service Human Resources Management Agency of Canada (PSHRMAC) 12 | 0 | (167) | (31) | (198) |
TOTAL | (122) | (13,434) | (1,887) | (15,321) |
5. Resources for 2006-2007 have been transferred through the 2006-2007 Supplementary Estimate A. Future year resources have been transferred through the 2007-2008 Annual Reference Level Update.
6. The Official Languages Secretariat was transferred to Canadian Heritage effective February 6, 2006.
7. The Regulatory Affairs Secretariat, Smart Regulation and the Regional Offices in the Communications and Consultation Secretariat were transferred to TBS effective July 1, 2006. Funding for Smart Regulation was only approved for 2006-2007. As a result, the overall amount to be transferred in 2007-2008 and future years will be less than the amount in 2006-2007.
8. The Policy Research Initiative was transferred to HRSDC effective June 1, 2006.
9. The Aboriginal Affairs Secretariat was transferred to INAC effective April 1, 2006.
10. The Border Task Force was transferred to PSEPC effective June 1, 2006.
11. The National Science Advisor was transferred to IC effective May 8, 2006.
12. The Senior Advisor Responsible for Diversity and Special Projects was transferred to PSHRMAC effective August 1, 2006.
(thousands of dollars) | 2007-2008 | 2006-2005 | |
Vote or Statutory Item | Truncated Vote or Statutory Wording | Main Estimates | Main Estimates |
1 | Program expenditures | 114,162 | 130,714 |
(S) | Prime Minister's salary and motor car allowance | 153 | 150 |
(S) | President of the Queen's Privy Council for Canada, Minister of Intergovernmental Affairs and Minister of Western Economic Diversification - salary and motor car allowance | 75 | 73 |
(S) | Leader of the Government in the Senate and Secretary of State (Seniors), salary and motor car allowance | 75 | 73 |
(S) | Contributions to employee benefit plans | 12,839 | 15,695 |
Items not required | |||
- | Ministers without Portfolio or Ministers of State, motor car allowance | - | 17 |
Total Department | 127,303 | 146,721 |
Major variances between 2006-2007 and 2007-2008 Main Estimates
The reduction of $19.4 million is mainly due to reductions related to the transfer of responsibilities to other departments and to the reduction to ministers' budgets related to the new Ministry. Also, additional reductions related to the Expenditure Review Committee will occur in 2007-2008. These reductions are offset by an increase for the commissions of inquiry and for the statutory ajustments related to the employee benefit plans and collective bargaining agreements.
(thousands of dollars) | 2007-2008 |
Accommodation provided by Public Works and Government Services Canada (PWGSC) | 10,644 |
Contributions covering employer's share of employees' insurance premiums and expenditures paid by TBS | 4,902 |
Workers compensation coverage provided by Human Resources and Social Development Canada (HRSDC) | 10 |
Salary and associated expenditures of legal services provided by Justice Canada | 1,372 |
Total 2007-2008 Services Received Without Charge | 16,928 |
Non-Respendable Revenue | |||||
(thousands of dollars) | Forecast Revenue 2006-20067 |
Planned Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
|
Support for Cabinet decision making and the legislative agenda | |||||
Refunds of previous year's expenditures | 5 | 5 | 5 | 5 | |
Adjustments to prior year's payables | 5 | 5 | 5 | 5 | |
Proceeds from the disposal of surplus Crown assets | 1 | 1 | 1 | 1 | |
11 | 11 | 11 | 11 | ||
Advice to the Prime Minister and ministers on issues, policies, machinery and appointments | |||||
Refunds of previous year's expenditures | 118 | 118 | 118 | 118 | |
Adjustments to prior year's payables | 105 | 105 | 105 | 105 | |
Proceeds from the disposal of surplus Crown assets | 11 | 11 | 11 | 11 | |
Sale of statutory instruments pursuant to the Statutory Instruments Act | 1 | 1 | 1 | 1 | |
Policy Research Initiative (PRI) Conference Revenues | 4 | 4 | 4 | 4 | |
Revenues pursuant to the Access to Information and Privacy Act | |||||
239 | 239 | 239 | 239 | ||
Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda | |||||
Refunds of previous year's expenditures | 26 | 26 | 26 | 26 | |
Adjustments to prior year's payables | 34 | 34 | 34 | 34 | |
Proceeds from the disposal of surplus Crown assets | 4 | 4 | 4 | 4 | |
Sundries | 1 | 1 | 1 | 1 | |
65 | 65 | 65 | 65 | ||
As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians | |||||
Refunds of previous year's expenditures | 6 | 6 | 6 | 6 | |
Adjustments to prior year's payables | 7 | 7 | 7 | 7 | |
Proceeds from the disposal of surplus Crown assets | 1 | 1 | 1 | 1 | |
Proceeds from sales | 7 | 7 | 7 | 7 | |
21 | 21 | 21 | 21 | ||
Provide the Prime Minister's Office and the offices of the portfolio ministers with financial and administrative support | |||||
Refunds of previous year's expenditures | 45 | 45 | 45 | 45 | |
Adjustments to prior year's payables | 40 | 40 | 40 | 40 | |
Proceeds from the disposal of surplus Crown assets | 8 | 8 | 8 | 8 | |
Proceeds from sales | - | - | - | - | |
93 | 93 | 93 | 93 | ||
Provide commissions of inquiry with appropriate administrative support | |||||
Refunds of previous year's expenditures | 11 | 11 | 11 | 11 | |
Adjustments to prior year's payables | 410 | 410 | 410 | 410 | |
421 | 421 | 421 | 421 | ||
Total Non-Respendable Revenue | 850 | 850 | 850 | 850 |
Planned Spending 2007-2008 13 | |||||||
(thousands of dollars) | Support for Cabinet decision making and the legislative agenda | Advice to the Prime Minister and ministers on issues, policies, machinery and appointments | Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda | As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians | Provide the Prime Minister's Office and the offices of the portfolio ministers with financial and administrative support | Provide commissions of inquiry with appropriate administrative support | Total Planned Spending |
Office of the Prime Minister | - | - | - | - | 17,555 | - | 17,555 |
Ministers' Offices | |||||||
President of the President of the Queen's Privy Council for Canada, Minister of Intergovernmental Affairs and Minister of Western Economic Diversification | - | - | - | - | 3,234 | - | 3,234 |
Leader of the Government in the Senate and Secretary of State (Seniors) | - | - | - | - | 2,038 | - | 2,038 |
Leader of the Government in the House of Commons and Minister of Democratic Reform (LGHC) | - | - | - | - | 4,881 | - | 4,881 |
LGHC salary and motor car allowance | - | - | - | - | 175 | - | 175 |
Sub-total Ministers' Offices | - | - | - | - | 10,328 | - | 10,328 |
Secretariats and Advisors |
|
|
|
|
|
|
|
Clerk and Secretary to the Cabinet | - | - | - | 4,997 | - | - | 4,997 |
Associate Secretary to the Cabinet | - | 982 | - | - | - | - | 982 |
Operations | 1,783 | 12,137 | - | - | - | - | 13,920 |
Plans and Consultation | - | 1,380 | 18,563 | - | - | - | 19,943 |
Counsel to the Clerk of the Privy Council | - | 4,718 | - | - | - | - | 4,718 |
Senior Personnel and Special Projects | - | - | - | 4,221 | - | - | 4,221 |
National Security Advisor | - | 19,744 | - | - | - | - | 19,744 |
Machinery of Government | 3,878 | 3,926 | - | - | - | - | 7,804 |
Senior Foreign Policy Advisor | - | 4,650 | - | - | - | - | 4,650 |
Intergovernmental Affairs | - | 8,332 | 5,175 | - | - | - | 13,507 |
Sub-total Secretariats and Advisors | 5,661 | 55,869 | 23,738 | 9,218 | - | - | 94,486 |
Commissions of Inquiry | - | - | - | - | - | 5,708 | 5,708 |
TOTAL | 5,661 | 55,869 | 24,968 | 7,914 | 27,873 | 5,708 | 128,067 |
13. Corporate Services charges have been distributed between Program Activities and Branches
as per an allocation formula.
Internal Audits and Evaluations |
PCO will be implementing the management action plans for the audits and reviews that were presented to the Audit and Evaluation Committee at the end of 2006-2007:
PCO will develop a risk-based audit and evaluation plan for 2007-2008 and report on it, as appropriate, leading to a multi-year audit and evaluation plan. |
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The Right Honourable Stephen Harper
Prime Minister of Canada
SECTION II - ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME
SECTION III - SUPPLEMENTARY INFORMATION
Organizational Information
Table 1 - Departmental Planned Spending and Full-Time Equivalents
Table 2 - Voted and Statutory Items Listed in the Main Estimates
Table 3 - Services Received Without Charge
I submit for tabling in Parliament, the 2007-2008 Report on Plans and Priorities (RPP) for the Public Appointments Commission Secretariat.
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2007-2008 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
Danielle Labonté
A/Executive Director
Strategic Outcome: To ensure fair and competency-based processes are in place for the recruitment and selection of qualified individuals for Governor-in-Council appointments across agencies, boards, commissions and Crown corporations. |
The Public Appointments Commission Secretariat was created by Order in Council on April 21, 2006. The Secretariat was created to prepare the ground for the establishment of the Public Appointments Commission, whose mandate is described in the Federal Accountability Act.
The Commission and its Secretariat are within the portfolio of the Prime Minister, reflecting the prerogative of the Prime Minister with respect to Governor-in-Council appointments
Financial Resources (thousands of dollars)
2007-2008 | 2008-2009 | 2009-2010 |
$1,074 | $1,074 | $1,074 |
Human Resources (full-time equivalents)
2007-2008 | 2008-2009 | 2009-2010 |
4 | 4 | 4 |
Departmental Priorities
Priority Statement | Type |
1. Support the Commission | Ongoing |
2. Build the organization | New |
3. Develop and implement the code of practice | New |
4. Monitor, audit and report out | Ongoing |
The Secretariat was created in order to support the government in achieving its objective of a more open, transparent and competency-based selection process for Governor-in-Council appointments to agencies, boards, commissions and Crown corporations. The Secretariat will continue to lay the groundwork in preparation for the establishment of the Public Appointments Commission, which is provided for in the Federal Accountability Act.
Support the Commission
Once commissioners have been appointed, the Secretariat will provide policy and operational support to the chair and members.
Build the organization
In support of the Commission, the Secretariat will continue to work on the establishment of its organizational structure, the drafting of necessary job descriptions and, when appropriate, the initiation of recruitment processes for these jobs.
Develop and implement the code of practice
The development and implementation of a code of practice for Governor-in-Council appointments are key early deliverables. The Secretariat will continue to research best practices, conduct literature reviews and prepare advice to guide the development and implementation of the code of practice. The Secretariat will also continue its consultations with federal departments, agencies, boards, commissions and Crown corporations, and with other levels of governments in Canada and abroad.
Monitor, audit and report out
The Federal Accountability Act requires the Commission to monitor the application of the code of practice, audit related activities, and provide the Prime Minister with an annual report which will be tabled in both Houses of Parliament. The role of the Commission is to ensure selection processes within federal organizations are efficient and respect the intent and principles of the code of practice. It also needs to ensure organizations are in a position to meet the needs of the Governor in Council with regard to the timeliness and integrity of the selection process.
The Public Appointments Commission Secretariat has only one Strategic Outcome, described below, which in turn is supported by one Program Activity.
The Strategic Outcome supports the overall plan to strengthen accountability in government as outlined in the Federal Accountability Act.To ensure fair and competency-based processes are in place for the recruitment and selection of qualified individuals for Governor-in-Council appointments across agencies, boards, commissions and Crown corporations.
Financial Resources (thousands of dollars)
2007-2008 | 2008-2009 | 2009-2010 |
$1,074 | $1,074 | $1,074 |
Human Resources (full-time equivalents)
2007-2008 | 2008-2009 | 2009-2010 |
4 | 4 | 4 |
This covers the activities relating to and including support to establish guidelines governing selection processes for Governor-in-Council appointments to agencies, boards, commissions and Crown corporations; approve the selection processes proposed by ministers to fill vacancies within agencies, boards, commissions and Crown corporations for which they are responsible; monitor, review and evaluate selection processes in order to ensure that they are implemented as approved; and submit an annual report, including recommendations to the Prime Minister on the Government’s performance in following the guidelines, to be tabled before each House of Parliament.
All priorities of the Public Appointments Commission Secretariat support this Program Activity by ensuring the organization is well structured in preparation for the eventual establishment of the Commission.
The performance management framework required for measuring the success of the Public Appointments Commission and its Secretariat will be developed in 2007-2008.
Departmental links to the Government of Canada outcomes
2007-2008 (thousands of dollars) | ||||||
Budgetary | Total Main Estimates |
Adjustments (planned spending not in Main Estimates) |
Total Planned Spending |
|||
Operating |
Gross |
|||||
Strategic Outcome: To ensure fair and competency-based processes are in place for the recruitment and selection of qualified individuals for Governor-in-Council appointments across agencies, boards, commissions and Crown corporations. | ||||||
Program Activity # 1 | 1,074 | 1,074 | 1,074 | 1,074 |
Program Activity #1 contributes to the achievement of all Government of Canada Strategic Outcomes by ensuring that selection processes for federal Governor-in-Council appointments are fair and competency-based.
(thousands of dollars) |
Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Oversight of Governor-in-Council appointments | - | 1,074 | 1,074 | 1,074 |
Total Main Estimates | - | 1,074 | 1,074 | 1,074 |
Adjustments: | ||||
Supplementary Estimates B | ||||
Treasury Board Vote 25 | 986 | - | - | - |
Employee Benefit Plan (EBP) | 109 | - | - | - |
Total Planned Spending | 1,095 | 1,074 | 1,074 | 1,074 |
Total Planned Spending | 1,095 | 1,074 | 1,074 | 1,074 |
Plus:Cost of services received without charge (see Table 3) | 108 | 116 | 116 | 116 |
Net Cost of Department | 1,203 | 1,190 | 1,190 | 1,190 |
Full-Time Equivalents | 4 | 4 | 4 | 4 |
(thousands of dollars) | 2007-2008 | 2006-2005 | |
Vote or Statutory Item | Truncated Vote or Statutory Wording | Main Estimates | Main Estimates |
25 | Program expenditures | 945 | - |
(S) | Contributions to employee benefit plans | 129 | - |
Total Department | 1,074 | - |
Major variances between 2006-2007 and 2007-2008 Main Estimates
The Public Appointments Commission Secretariat was created by Order in Council on April 21, 2006. As shown in Table 1, funding for 2006-2007 was obtained through the Supplementary Estimates B process. Funding for 2007-2008 and future years is obtained through the Main Estimates process.
(thousands of dollars) | 2007-2008 |
Accommodation provided by the Privy Council Office (PCO) | 67 |
Contributions covering employer's share of employees' insurance premiums and expenditures paid by TBS | 49 |
Workers compensation coverage provided by Human Resources and Social Development Canada (HRSDC) | - |
Salary and associated expenditures of legal services provided by Justice Canada | - |
Total 2007-2008 Services Received Without Charge | 116 |