Privy Council Office 2018-19 - Departmental Plan - Canada.ca

 
Privy Council Office 2018-19 - Departmental Plan - Canada.ca
Privy Council Office

                                 2018–19

                                 Departmental Plan

The Right Honourable Justin Trudeau             Michael Wernick
Prime Minister of Canada                        Clerk of the Privy Council and
                                                Secretary to the Cabinet
©Her Majesty the Queen in Right of Canada (2018)
All rights reserved

All requests for permission to reproduce this document or any part
thereof shall be addressed to the Privy Council Office.

Cette publication est également disponible en français :
Plan ministériel 2018–2019i

 CP1-13E-PDF
ISSN : 2371-7289
Table of contents
Prime Minister’s message ................................................................................ 1
Plans at a glance ............................................................................................ 3
   Core Responsibility ..................................................................................... 5
   Internal Services ...................................................................................... 12
Spending and human resources ..................................................................... 14
   Planned spending ..................................................................................... 14
   Planned human resources .......................................................................... 16
   Estimates by vote ..................................................................................... 16
   Future-Oriented Condensed Statement of Operations .................................... 17
Supplementary information ........................................................................... 19
   Corporate information ............................................................................... 19
   Reporting framework ................................................................................ 21
   Supporting information on the Program Inventory ........................................ 25
   Supplementary information tables .............................................................. 25
   Federal tax expenditures ........................................................................... 25
   Organizational contact information ............................................................. 26
Appendix: definitions .................................................................................... 27
Endnotes .................................................................................................... 31
2018–19 Departmental Plan

Prime Minister’s message

I am pleased to present the Privy Council Office’s Departmental
Plan for 2018–19.

This plan outlines what the Privy Council Office will do in the
coming year and how it will continue to work hard to help the
Government grow the middle class, promote sustainable economic
growth, and give more Canadians the opportunity to succeed.

Over the past two years, we have taken concrete measures to
create good, middle class jobs and improve the lives of all
Canadians. We have helped parents with the high cost of raising
kids through the Canada Child Benefit, and expanded the Canada Pension Plan so more people
can retire in security and dignity.

We have also worked hard to promote economic growth that benefits the middle class, including
through our progressive trade agreements. Canada and the ten other Asia-Pacific countries of the
Trans-Pacific Partnership recently concluded discussions on a new Comprehensive and
Progressive Agreement for Trans-Pacific Partnership. We will continue to show the world that
Canada is open for business, while standing up for Canadian interests and making sure trade
agreements benefit all of our citizens, not just the few.

At home, Canada will take further steps on the journey of reconciliation with First Nations, Inuit
and Métis Peoples. We will continue to work hard to better respond to their priorities and strive
to correct past injustices, while working together in full partnership to develop long-term,
sustainable solutions that make a real difference in their lives and in communities across Canada.

Building on the work already underway by the Prime Minister’s Youth Council, we will engage
young Canadians from all backgrounds to inform a youth policy for Canada. We will also
continue to support the ongoing design of the Canada Service Corps – a national initiative that
will encourage young Canadians to serve their communities while gaining valuable leadership
skills and life experience.

In a few months, Canada will also welcome our G7 partners to Charlevoix, Quebec. We will
focus our discussions on finding real, concrete solutions to promote gender equality, women’s
empowerment, clean energy, and economic growth that works for the middle class. Here too,
young people will have a voice, as Canada hosts the Y7 in spring 2018.

Privy Council Office                                                                              1
2018–19 Departmental Plan

    I know that the Privy Council Office, along with the entire Government of Canada, will work
    hard to deliver on the goals of this and other departmental plans. Together, we will continue to
    strengthen the middle class, and build a more prosperous future for our children and
    grandchildren.

    The Right Honourable Justin Trudeau
    Prime Minister of Canada

2   Prime Minister’s Message
2018–19 Departmental Plan

Plans at a glance
In 2018–19, the Privy Council Office (PCO) will continue to support the Prime Minister and
Cabinet in advancing Government priorities for Canada.
PCO will assist with building a strong middle class by:
   Providing advice in support of strengthening trade and modernizing trade agreements for the
    benefit of the middle class, including the renegotiation of the North American Free Trade
    Agreement (NAFTA).
   Working with provinces, territories and other government departments for the development
    of economic policies that foster the growth of the middle class.
A key priority for the Government is to strengthen diversity and inclusion to ensure all
Canadians have the opportunity to attain full economic and social participation. This will be
done by:
   Supporting the development of a youth policy by partnering with the Prime Minister’s Youth
    Council and collaborating with youth serving organizations and other government
    organizations.
   Ensuring that all proposals to the Cabinet and its Committees are comprehensive and have
    included considerations for Gender-based Analysis Plus (GBA+) which considers gender and
    other identity factors.
   Renewing the federal approach to the collection, use and display of sex and gender
    information, for a more gender inclusive data collection at the federal level, to allow for
    inclusion of transgender, non-binary and two-spirit Canadians.
PCO will also support the Government on renewing relationships with Indigenous Peoples in
multiple ways including by supporting the creation of two new federal departments, namely
Crown-Indigenous Relations and Northern Affairs, and Indigenous Services Canada.
To support open and accountable government, PCO will serve the PM and Cabinet by expanding
the public reporting on the Prime Minister’s priorities and by providing regular updates on the
status of ministerial mandate letter commitments through the Mandate Letter Tracker website.ii
For more information on PCO’s plans, priorities and planned results, see the “Planned results”
section of this report.

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2018–19 Departmental Plan

4   Planned Results
2018–19 Departmental Plan

Planned results: what we want to achieve this year
and beyond
Core Responsibility
Serve the Prime Minister and Cabinet
Description
To deliver analysis, advice and support to the Prime Minister and Ministers of the Portfolio
including non-partisan advice and information from across the Public Service resulting from
consultations and collaboration with international and domestic sources inside and outside
government.
To act as secretariat to the Cabinet and its committees including managing the Cabinet's
decision-making system; coordinate departmental policy proposals to Cabinet; schedule and
provide support services for meetings of Cabinet and Cabinet committees; advance the
Government's agenda across federal departments and agencies; and provide administrative
services to the Prime Minister's Office, Portfolio Ministers and to Commissions of Inquiry.
To lead and renew the Public Service in order to advise the Government; implement its agenda;
and deliver services and results to Canadians.
Planning highlights
Delivery of analysis, advice and support
The Prime Minister, Cabinet ministers and Parliament require timely access to comprehensive
and objective information to make decisions about laws, programs and services that affect
Canadians. PCO is committed to helping the Government achieve its priorities through the
delivery of high quality information, expert analysis and advice.
In 2018–19, PCO will support the achievement of the Government’s priorities, such as:
   Policy proposals to foster innovation, skills development and growth of the middle class by:
    o Providing whole of government vision and policy frameworks;
    o Providing advice in support of the current NAFTA and other trade negotiations, for the
      implementation or consideration of such agreements and to promote foreign investments
      in Canada;
    o Providing advice identifying strategies for achieving more skilled, diverse and inclusive
      labour markets, to encourage innovation and to support the transition to a modernized
      environmental regime; and
    o Supporting the Prime Minister’s international travel and participation in the G7, G20 and
      other Summit-level meetings.

Privy Council Office                                                                               5
2018–19 Departmental Plan

       National security and intelligence on global issues by:
        o Coordinating the development of legislation and policies, as well as responses to global
          issues, threats to exports, investments and to national safety and security; and
        o Developing foreign policy advice and recommendations to advance Canada’s
          international, security and economic interests.
       Whole-of-government approaches to reconciliation with Indigenous Peoples by:
        o   Supporting the Working Group of Ministers on the Review of Laws and Policies Related
            to Indigenous Peoples; and
        o   Providing support to the National Inquiry into Missing and Murdered Indigenous Women
            and Girls.
       Through PCO’s LGBTQ2 Secretariat by:
                                                                         LGBTQ2: Lesbian, gay,
        o Supporting the Prime Minister’s Special Advisor on            bisexual, transgender,
          LGBTQ2 issues to fulfill his mandate to provide advice        queer and two-spirit
          on the development and co-ordination of the
          Government’s LGBTQ2 priorities, and to engage LGBTQ2 communities from across the
          country; and
        o Ensuring the perspectives of transgender, non-binary and two-spirit Canadians inform the
          renewed federal approach to the collection, use and display of sex and gender
          information.
       Intergovernmental Affairs and Youth by supporting the Prime Minister, in his role as
        Minister for Intergovernmental Affairs and Youth, by:
        o Developing a youth policy informed by engagement with youth and youth-serving
          organizations, and in partnership with the Prime Minister’s Youth Council. The policy
          will entrench commitments to youth, guide initiatives targeting youth and help ensure that
          youth are given a voice in public policy and society more generally; and
        o Advancing the Government’s priorities by collaborating bilaterally and multilaterally
          with provinces and territories to implement initiatives and strategies to, notably, address
          climate change, grow the middles class, support infrastructure investments and advance
          reconciliation with Indigenous Peoples.
       Advancing the Government’s legislative agenda by:
        o   Supporting the Leader of the Government in the House of Commons in coordinating the
            Government’s day-to-day business in the House of Commons and managing the
            Government’s overall legislative agenda.

6   Planned Results
2018–19 Departmental Plan

            Improving, strengthening and protecting Canada’ democratic institutions by:
             o             Providing advice and support to the Minister of Democratic Institutions on the
                           development and implementation of policy initiatives relating to political party leaders’
                           debates, the Canada Elections Act and political fundraising.
Open and Accountable Government
PCO is responsible for tracking and reporting on the commitments made in the ministerial
mandate letters and plays a key role in fostering experimentation in program and service delivery
within the Public Service. PCO will support the implementation of the Government’s priorities in
2018–19 by:

            Expanding public reporting on the status of
                                                                          Led by PCO, the Impact Canada
             implementation of the Prime Minister’s                       Initiativeiv is a horizontal Government
             priorities, notably by providing regular                     of Canada effort that applies innovative
             updates on the status of ministerial mandate                 programming approaches to improve
             letter commitments through the Mandate                       social, economic, and environmental
             Letter Tracker websiteiii and outcome                        outcomes in high priority areas. It
             reporting on priorities;                                     provides departments a vehicle to
                      iv                            v
Impact Canada Initiative experimentation commitments .
                                                                          allocate their funds towards their
                                                                          experimentation commitmentsv.

            Supporting government departments and agencies in the application of innovative and
             experimental approaches to solve complex public policy challenges and improve outcomes
             for Canadians; and
            Supporting the Government’s commitment to open, transparent and merit-based selection
             processes for Senate and Governor in Council appointments.
Secretariat to the Cabinet and its committees
The work of PCO secretariats ensures that the Cabinet decision-making process operates
effectively and materials such as proposals to the Cabinet and its committees are
comprehensive, of high quality and consistent with the Government’s priorities.
In its role of Secretariat to Cabinet, PCO intends to strengthen the Memorandum to Cabinet1
process and the ability of secretariats to provide comprehensive and timely information,
analysis and advice. This will be achieved by:

1
 The Cabinet decision-making system is the setting in which Ministers bring policy, political and strategic
considerations to bear on ministerial proposals. A Memorandum to Cabinet (MC) is used when a Minister is seeking
a Cabinet decision on a proposal.

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2018–19 Departmental Plan

       Using analytical tools such as Gender-Based Analysis Plus (GBA+)2 to assess the
        implications of policies and programs for women, men and gender-diverse people;
       Maintaining a broad and comprehensive
        understanding of the impacts of policy
                                                      Gender-Based Analysis Plus (GBA+)
        proposals including legal risk, impacts on    Commitments until 2020
        other federal policies and the implications
                                                       Develop and implement a framework to
        for the private and voluntary sectors; and,       monitor progress on GBA+ capacity and
       Ensuring that PCO’s policy advice related to      implementation across government;
        proposals presented to Cabinet and its         Report regularly on GBA+;
        committees is evidence-based and robust.
                                                                    Play a proactive role to ensure GBA+
    Renewing the Public Service                                      consideration in Cabinet submissions;
                                                                    Support Status of Women Canada (SWC) in
    In collaboration with other departments and            assessing departments and agencies’
    agencies, PCO supports the development and             performance on GBA+; and
    maintenance of a high performing Public             Work with SWC to identify examples where
    Service. As part of this work, PCO provides            GBA+ has impacted outcomes of policies,
                                                           programs and legislation.
    advice to the Clerk of the Privy Council and the
    Prime Minister on the renewal of the Public Service in order to foster a more inclusive, healthy
    and innovative workplace and workforce. PCO also supports the human resources management
    of senior leaders across government.
    In this role, PCO will:
       Support the Clerk and Deputy Clerk in engagements with the Public Service to promote
        public service renewal;
       Develop the Clerk's Annual Report to the Prime Minister on the Public Service of Canada;
        and
       Support the work of senior-level committees with a focus on public service renewal efforts,
        including the advancement of healthy workplaces that promote diversity and inclusion and
        foster innovation.

    2
     Additional information on GBA+ can be found in the GBA+ supplementary information table in the section at the end
    of this document.

8   Planned Results
2018–19 Departmental Plan

Planned results

This is the first year of reporting under the Departmental Results Framework. Therefore,
previous year actual results are, for the most part, not applicable nor available. For information
on previous results, please refer to the 2016–17 Departmental Results Report.viThe methodology
used in the calculation of the departmental result indicators is available on GC InfoBase.vii

Departmental      Departmental Result Target               Date to           2014–15   2015–16   2016–17
Results           Indicators                               achieve           Actual    Actual    Actual
                                                           target            results   results   results

                  Percentage of              70% or more   March 2019        N/A       N/A       N/A
                  Mandate Letter
                  commitments
                  achieved

                Percentage of                30% or less   March 2019        N/A       N/A       N/A
                Mandate Letter
 Government‘s commitments
 priorities are underway
  achieved.
                Percentage of Prime          75% or more   March 2019        N/A       N/A       N/A
                Minister’s priorities
                achieved

                  Percentage of Prime        25% or less   March 2019        N/A       N/A       N/A
                  Minister’s priorities
                  underway

                  Percentage of Cabinet      Improvement of March 2019       N/A       N/A       N/A
                  ministers satisfied with   5% from
                  service and advice         benchmark to
                  from the Privy Council     be established
                  Office                     after the first
    Cabinet                                  year of
 receives high                               reporting.
 quality advice
                  Percentage of Cabinet 50% of Cabinet     To be             N/A       N/A       N/A
                  documents distributed documents.         determined
                  to Ministers that meet                   after the first
                  the Privy Council                        year of
                  Office’s guidance on                     reporting
                  drafting Cabinet
                  documents

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2018–19 Departmental Plan

     Departmental      Departmental Result Target                Date to        2014–15    2015–16    2016–17
     Results           Indicators                                achieve        Actual     Actual     Actual
                                                                 target         results    results    results

                     Percentage of Cabinet 50% of Cabinet October 2019          N/A        N/A        N/A
                     items devoted to      items.
                     mandated
     Cabinet and its
                     Government priorities
      committees
       focus on
                     Percentage of Cabinet To be            October 2019        N/A        N/A        N/A
       priorities
                     items devoted to      determined
                     Prime Minister’s      after first year
                     priorities            of reporting

                       Percentage of              1 to 3%        March 2019     Question   Question 60%
                       employees who              increase                      not        not
                       describe their                                           included   included
                       workplace as being                                       in 2014–   in 2015–
                       psychologically                                          15         16
                       healthy                                                  employee   employee
                                                                                survey     survey

                       Percentage of              1 to 3%        March 2019     Question   Question 66%
                       employees who are          increase                      not        not
       The Clerk’s     encouraged to be                                         included   included
      priorities are   innovative or take                                       in 2014–   in 2015–
        achieved       initiative in their work                                 15         16
                                                                                employee   employee
                                                                                survey     survey

                       Percentage of              1 to 3%        March 2019     63%        Question   Question
                       employees who get          increase                                 not        not
                       the training they need                                              included   included
                       to do their job                                                     in 2015–   in 2016–
                                                                                           16         17
                                                                                           employee   employee
                                                                                           survey     survey

     Budgetary financial resources (dollars)

     2018–19                    2018–19                      2019–20                  2020–21
     Main Estimates             Planned spending             Planned spending         Planned spending

           85,694,010                   85,694,010                 68,676,793              66,956,073

10   Planned Results
2018–19 Departmental Plan

Human resources (full-time equivalents)

2018–19                         2019–20                          2020–21
Planned full-time equivalents   Planned full-time equivalents    Planned full-time equivalents

               548                            489                              478

Spending and human resources are expected to decrease by $17 million in 2019–20 and 59 FTEs
and by an additional $1.7 million and 11 FTEs in 2020–21. These planned decreases are due to
sunsetting of funding for the National Inquiry into Missing and Murdered Indigenous Women
and Girls and the allocation of short term funding for the Central Innovation Hub and the Impact
Canada Initiative.

Financial, human resources and performance information for PCO’s Program Inventory is
available in the GC InfoBase.viii

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2018–19 Departmental Plan

     Internal Services
     Description
     Internal Services are those groups of related activities and resources that the federal government
     considers to be services in support of programs and/or required to meet corporate obligations of
     an organization. Internal Services refers to the activities and resources of the 10 distinct service
     categories that support Program delivery in the organization, regardless of the Internal Services
     delivery model in a department. The 10 service categories are: Management and Oversight
     Services; Communications Services; Legal Services; Human Resources Management Services;
     Financial Management Services; Information Management Services; Information Technology
     Services; Real Property Services; Materiel Services; and Acquisition Services.

     Budgetary financial resources (dollars)

     2018–19                  2018–19                   2019–20                  2020–21
     Main Estimates           Planned spending          Planned spending         Planned spending

           80,666,491                82,670,978                78,153,290               77,585,988

     Human resources (full-time equivalents)

     2018–19                           2019–20                           2020–21
     Planned full-time equivalents     Planned full-time equivalents     Planned full-time equivalents

                   521                               520                                520

     Spending is expected to decrease by $4.5 million in 2019–20. This planned decrease is due to the
     completion of Budget 2016’s security and IM/IT projects by the end of 2018–19.
     With the implementation of the Policy on Results and the transition to the Departmental Results
     Framework, Internal Services have been realigned in keeping with the TBS Guide on Recording
     and Reporting of Internal Services Expenditures. The financial and human resources of the
     offices of the Prime Minister, portfolio ministers, the Clerk and Deputy Clerk, as well as a
     portion of Communications and Legal Services have been removed from the core responsibility
     and included in Internal Services.

12   Planned Results
2018–19 Departmental Plan

Planning highlights
In fiscal year 2018–19, the PCO Internal Services functions plan to:
   Continue to implement the Mental Health Strategy and Action Plan developed in 2016–17
    which provides a framework to foster employee health, safety and overall well-being;
   Continue with the implementation of the PCO IM/IT Modernization Initiative which will
    provide timely, effective, and sustainable IM/IT services in a secure and reliable environment
    in compliance with Government of Canada requirements; and,
   Further enhance its corporate planning and reporting function to align with the TBS Policy
    on Results requirements.

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2018–19 Departmental Plan

     Spending and human resources
     Planned spending
     Departmental spending trend graph

                                               Departmental Spending Trend Graph
                   250,000,000

                   200,000,000

                   150,000,000
         Dollars

                   100,000,000

                    50,000,000

                            0
                                  2015–16         2016–17       2017–18       2018–19       2019–20       2020–21
                    Statutory    13,816,103      12,790,781    17,434,817    16,347,098    15,420,501    15,218,321
                    Voted        109,302,918     141,450,160   207,155,506   152,017,890   131,409,581   129,323,740
                    Total        123,119,021     154,240,941   224,590,323   168,364,988   146,830,082   144,542,061

     The graph above illustrates PCO's spending trend over a six-year period (2015–16 to 2020–21).

     Fiscal years 2015–16 and 2016–17 show actual expenditures as reported in the Public Accounts
     while 2017–18 presents the forecast for the current fiscal year. Fiscal years 2018–19 to 2020–21
     present planned spending.

     From fiscal year 2015–16 to 2016–17, spending increased by $31.1 million (25%) resulting in
     $154.2 million in spending. This increase in mainly due to continuing Budget 2016 initiatives to
     enhance PCO’s internal capacity, strengthen security, and increase investment in IM/IT and
     infrastructure.

     Spending is forecasted to increase by $70.3 million (46%) in 2017–18, primarily due to:

           Increased spending to support the National Inquiry into Missing and Murdered Indigenous
            Women and Girls;
           The continued implementation of Budget 2016 activities to enhance PCO’s internal capacity,
            strengthen security, and increase investment in IM/IT and infrastructure; and
           Spending related to the Impact Canada Initiative.
     Spending is expected to decrease by $56.2 million in 2018–19 and by an additional $21.5 million
     in 2019–20. These planned decreases are due to the completion of Budget 2016’s security and

14   Spending and human resources
2018–19 Departmental Plan

 IM/IT projects by the end of 2018–19; sunsetting of funding for the National Inquiry into
 Missing and Murdered Indigenous Women and Girls; and the allocation of short term funding for
 the Central Innovation Hub and the Impact Canada Initiative.
 Budgetary planning summary for Core Responsibilities and Internal Services
 (dollars)

Core             2015–16          2016–17       2017–18        2018–19       2018–19      2019–20       2020–21
Responsibilities Expenditures1    Expenditures1 Forecast       Main          Planned      Planned       Planned
and Internal                                    spending2      Estimates     spending3    spending3     spending3
Services

Serve the Prime     54,519,014     65,761,246    112,127,987    85,694,010   85,694,010    68,676,793    66,956,073
Minister and
Cabinet

Subtotal            54,519,014     65,761,246    112,127,987    85,694,010   85,694,010    68,676,793    66,956,073

Internal Services   68,600,007     88,479,695    112,462,335    80,666,491   82,670,978    78,153,290    77,585,988

Total               123,119,021    154,240,941   224,590,323   166,360,501 168,364,988 146,830,083      144,542,061

 1
     Actual expenditures as reported in the Public Accounts.
 2
     Forecasted expenditures to the end of the fiscal year.
 3
  Reflects authorities that have been approved and planned Eligible Paylist Expenditures and
 Crown Assets revenues for the fiscal year.

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2018–19 Departmental Plan

     Planned human resources
     Human resources planning summary for Core Responsibilities and Internal Services
     (full-time equivalents)

     Core Responsibilities          2015–16   2016–17    2017–18     2018–19     2019–20    2020–21
     and Internal Services          Actual    Actual     Forecast    Planned     Planned    Planned

     Serve the Prime Minister and      412        461        601         548         489          478
     Cabinet

     Subtotal                          412        461        601         548         489          478

     Internal Services                 460        485        515         521         520          520

     Total                             872        946        1,117      1,069       1,009         998

     Explanations for change in full-time equivalents by year are in line with the explanations
     provided for variances in the departmental spending section.

     Estimates by vote
     For information on PCO’s organizational appropriations, consult the
     2018–19 Main Estimates.ix

16   Spending and human resources
2018–19 Departmental Plan

Future-Oriented Condensed Statement of Operations
The Future-Oriented Condensed Statement of Operations provides a general overview of PCO’s
operations. The forecast of financial information on expenses and revenues is prepared on an
accrual accounting basis to strengthen accountability and to improve transparency and financial
management.
Because the Future-Oriented Condensed Statement of Operations is prepared on an accrual
accounting basis, and the forecast and planned spending amounts presented in other sections of
the Departmental Plan are prepared on an expenditure basis, amounts may differ.
A more detailed Future-Oriented Statement of Operations and associated notes, including a
reconciliation of the net cost of operations to the requested authorities, are available on the PCO
website.x
Future-Oriented Condensed Statement of Operations
for the year ended March 31, 2019 (dollars)

Financial information               2017–18                2018–19         Difference
                                    Forecast results       Planned results (2018–19 Planned
                                                                           results minus 2017–18
                                                                           Forecast results)

Total expenses                              245,093,083        188,135,683              (56,957,400)

Total revenues                                 (210,090)        (1,104,818)                (894,728)

Net cost of operations before
government funding and transfers            244,882,993        187,030,865              (57,852,128)

The net cost of operations before government funding and transfers for the 2018–19 Planned
results is expected to decrease by $57,852,128 when compared to the net cost of operations
before government funding and transfers for the 2017–18 Forecast results. This decrease is
mostly explained by:
   A decrease related to spending on the Budget 2016 initiative for PCO’s IM/IT modernization
    project, PCO’s Security project and PCO’s Business Continuity Plan;
   A decrease for the National Inquiry into Missing and Murdered Indigenous Women and
    Girls;
   A decrease in funding for the Governor in Council (GIC) appointment process;
   A change in the non-appropriated accounts such as provision of severance pay, provision of
    vacation pay and compensatory leaves, prepaid expenses, usage of inventory and
    amortization of capital assets; and
   A decrease in services provided without charge related to the employer’s contribution to the
    health and dental insurance plans.

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2018–19 Departmental Plan

18   Spending and human resources
2018–19 Departmental Plan

Supplementary information
Corporate information
Organizational profile
Appropriate minister(s): The Right Honourable Justin Trudeau, Prime Minister of Canada

Institutional head: Michael Wernick, Clerk of the Privy Council and Secretary to the
Cabinet

Ministerial portfolio: Privy Council Office

Enabling instrument(s): Order in Council P.C. 1940-1121

Year of incorporation / commencement: 1867

Raison d’être, mandate and role: who we are and what we do
“Raison d’être, mandate and role: who we are and what we do” is available on the PCO
website.xi

Operating context and key risks
Information on operating context and key risks is available on the PCO website.xii

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2018–19 Departmental Plan

Reporting framework
PCO’s Departmental Results Framework and Program Inventory of record for 2018–19 are
shown below:

                                        Core Responsibility: Serve the Prime Minister and Cabinet

                                                     Indicator: Percentage of Mandate Letter commitments achieved
                                        R1:
                                   Government‘s      Indicator: Percentage of Mandate Letter commitments
                                   priorities are    underway
                                     achieved.       Indicator: Percentage of Prime Minister’s priorities achieved
 Departmental Results Framework

                                                     Indicator: Percentage of Prime Minister’s priorities underway

                                                     Indicator: Percentage of Cabinet ministers satisfied with service
                                       R2:           and advice from the Privy Council Office
                                  Cabinet receives
                                                     Indicator: Percentage of Cabinet documents distributed to
                                   high quality
                                                     Ministers that meet the Privy Council Office’s guidance on
                                      advice         drafting Cabinet documents
                                        R3:          Indicator: Percentage of Cabinet items devoted to mandated
                                   Cabinet and its   Government priorities
                                  committees focus   Indicator: Percentage of Cabinet items devoted to Prime
                                    on priorities    Minister’s priorities

                                                                                                                         Internal Services
                                                     Indicator: Percentage of employees who describe their
                                         R4:         workplace as being psychologically healthy
                                    The Clerk’s      Indicator: Percentage of employees who are encouraged to be
                                    priorities are   innovative or take initiative in their work
                                      achieved
                                                     Indicator: Percentage of employees who get the training they
                                                     need to do their job

                                  Program: International Affairs and National Security
                                  Program: Intergovernmental Affairs
 Program Inventory

                                  Program: Youth
                                  Program: Social and Economic Policy
                                  Program: Results, Delivery, Impact and Innovation
                                  Program: Legislative and Parliamentary Governance
                                  Program: Planning and Operations of Cabinet
                                  Program: Senior Personnel and Public Service Renewal
                                  Program: Commissions of Inquiry

Privy Council Office                                                                                                                         21
2018–19 Departmental Plan

     The TBS Policy on Results became effective on July 1, 2016 and introduced a new reporting
     framework. The Departmental Results Framework (DRF) will act as the new framework for
     reporting to Parliament and Canadians on performance and expenditures in the Estimates and
     Public Accounts, beginning with the 2018–19 Departmental Plan. It replaces the Program
     Alignment Architecture (PAA) and Performance Measurement Framework previously required
     under the TBS Policy on Management, Resources and Results Structures. The realignment of
     resources between former PAA and new DRF programs is shown below.
      2018–19 Departmental               2017–18 Strategic Outcome and                 Percentage of
      Results Framework and              Program Alignment Architecture of             Program Alignment
      Program Inventory of               record                                        Architecture program
      record                                                                           (dollars)
                                                                                       corresponding to new
                                                                                       program in the
                                                                                       Program Inventory

      Core Responsibility : Serve the Prime Minister and Cabinet

                                         1.1.1 Issues, policies, machinery,
                                                                                                5%
                                         communications and appointments

                                         1.1.2 International affairs and national
                                         security                                              95%

                                         1.1.3 Intergovernmental affairs                        1%
         International Affairs and
                                         1.1.4 Legislation, parliamentary issues and
             National Security                                                                  1%
                                         democratic reform

                                         1.2.1 Operation of Cabinet committees                 18%

                                         1.2.2 Integration across the federal
                                         government                                            18%

                                         1.5 Internal Services                                  1%
                                         1.1.3 Intergovernmental affairs                       89%
                                         1.1.4 Legislation, parliamentary issues and
                                         democratic reform                                      2%
         Intergovernmental Affairs
                                         1.2.1 Operation of Cabinet committees                  1%

                                         1.2.2 Integration across the federal
                                         government                                             2%

                                         1.1.1 Issues, policies, machinery,
                                         communications and appointments                        3%
                   Youth
                                         1.1.3 Intergovernmental affairs                        4%

22   Supplementary Information
2018–19 Departmental Plan

 2018–19 Departmental             2017–18 Strategic Outcome and                 Percentage of
 Results Framework and            Program Alignment Architecture of             Program Alignment
 Program Inventory of             record                                        Architecture program
 record                                                                         (dollars)
                                                                                corresponding to new
                                                                                program in the
                                                                                Program Inventory
                                  1.2.2 Integration across the federal
                                  government                                              3%

                                  1.1.1 Issues, policies, machinery,
                                  communications and appointments                        15%

                                  1.1.3 Intergovernmental affairs                         1%
                                  1.1.4 Legislation, parliamentary issues and
   Social and Economic Policy                                                             1%
                                  democratic reform

                                  1.2.1 Operation of Cabinet committees                   8%

                                  1.2.2 Integration across the federal
                                  government                                              9%

                                  1.1.1 Issues, policies, machinery,
                                  communications and appointments                         7%
  Results, Delivery, Impact and
            Innovation            1.2.1 Operation of Cabinet committees                   8%

                                  1.3.1 Business transformation and Public
                                  Service Renewal                                        34%

                                  1.1.1 Issues, policies, machinery,
                                  communications and appointments                         6%

  Legislative and Parliamentary
                                  1.1.4 Legislation, parliamentary issues and
            Governance                                                                   79%
                                  democratic reform

                                  1.2.1 Operation of Cabinet committees                   8%

                                  1.1.1 Issues, policies, machinery,
                                  communications and appointments                        22%

                                  1.1.3 Intergovernmental affairs                         1%
                                  1.1.4 Legislation, parliamentary issues and
                                  democratic reform                                       1%
   Planning and Operations of
             Cabinet              1.1.5 Offices of the Prime Minister and
                                  portfolio ministers                                     1%

                                  1.2.1 Operation of Cabinet committees                  66%

                                  1.2.2 Integration across the federal
                                  government                                             15%

Privy Council Office                                                                                   23
2018–19 Departmental Plan

      2018–19 Departmental           2017–18 Strategic Outcome and                 Percentage of
      Results Framework and          Program Alignment Architecture of             Program Alignment
      Program Inventory of           record                                        Architecture program
      record                                                                       (dollars)
                                                                                   corresponding to new
                                                                                   program in the
                                                                                   Program Inventory
                                     1.3.1 Business transformation and Public
                                     Service Renewal                                        2%

                                     1.1.1 Issues, policies, machinery,
                                     communications and appointments                       25%

                                     1.2.2 Integration across the federal
       Senior Personnel and Public                                                         35%
                                     government
            Service Renewal
                                     1.3.1 Business transformation and Public
                                     Service Renewal                                       58%

                                     1.3.2 Management of senior leaders                    88%
         Commissions of Inquiry      1.4 Commissions of inquiry                            100%

                                     1.1.1 Issues, policies, machinery,
                                                                                           17%
                                     communications and appointments

                                     1.1.2 International affairs and national
                                     security                                               5%

                                     1.1.3 Intergovernmental affairs                        4%
                                     1.1.4 Legislation, parliamentary issues and
                                     democratic reform                                     16%

            Internal Services        1.1.5 Offices of the Prime Minister and
                                     portfolio ministers                                   99%

                                     1.2.1 Operation of Cabinet committees                  1%

                                     1.2.2 Integration across the federal
                                     government                                            18%

                                     1.3.1 Business transformation and Public
                                     Service Renewal                                        6%

                                     1.3.2 Management of senior leaders                    12%
                                     1.5 Internal Services                                 99%

24   Supplementary Information
2018–19 Departmental Plan

Supporting information on the Program Inventory
Supporting information on planned expenditures, human resources, and results related to PCO’s
Program Inventory is available in the GC InfoBase.xiii

Supplementary information tables
The following supplementary information tables are available on the PCO website.xiv
 Gender-based analysis plusxv
 Planned evaluation coverage over the next five fiscal yearsxvi
 Upcoming internal audits for the coming fiscal yearxvii
 Departmental Sustainable Development Strategyxviii

Federal tax expenditures
The tax system can be used to achieve public policy objectives through the application of special
measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of
Finance Canada publishes cost estimates and projections for these measures each year in the
Report on Federal Tax Expenditures.xix This report also provides detailed background
information on tax expenditures, including descriptions, objectives, historical information and
references to related federal spending programs. The tax measures presented in this report are the
responsibility of the Minister of Finance.

Privy Council Office                                                                           25
2018–19 Departmental Plan

     Organizational contact information
     General Enquiries
      Room 1000, 85 Sparks Street
      Ottawa, Ontario
      Canada
      K1A 0A3
      Telephone: (613) 957-5153 (9:00 a.m. to 5:00 p.m. EST)
      TTY: (613) 957-5741
      Fax: (613) 957-5043
      Email: info@pco-bcp.gc.ca

     Privy Council Office - Website
     http://www.pco-bcp.gc.ca/index.asp?lang=eng&page=index

     Clerk of the Privy Council – Website
     http://www.clerk.gc.ca/eng/index.asp

     Clerk of the Privy Council – Twitter Account
     http://twitter.com/Clerk_GC
     Tweet to @Clerk_GC

26   Supplementary Information
2018–19 Departmental Plan

Appendix: definitions
appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government,
organizations or individuals; and payments to Crown corporations.

Core Responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with
respect to a Core Responsibility are reflected in one or more related Departmental Results that
the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)
A report on the plans and expected performance of appropriated departments over a three-year
period. Departmental Plans are tabled in Parliament each spring.

Departmental Result (résultat ministériel)
Any change or changes that the department seeks to influence. A Departmental Result is often
outside departments’ immediate control, but it should be influenced by Program-level outcomes.

Departmental Result Indicator (indicateur de résultat ministériel)
A factor or variable that provides a valid and reliable means to measure or describe progress on a
Departmental Result.

Departmental Results Framework (cadre ministériel des résultats)
The department’s Core Responsibilities, Departmental Results and Departmental Result
Indicators.

Departmental Results Report (rapport sur les résultats ministériels)
A report on the actual accomplishments against the plans, priorities and expected results set out
in the corresponding Departmental Plan.

experimentation (expérimentation)
Activities that seek to explore, test and compare the effects and impacts of policies, interventions
and approaches, to inform evidence-based decision-making, by learning what works and what
does not.

Privy Council Office                                                                              27
2018–19 Departmental Plan

     full-time equivalent (équivalent temps plein)
     A measure of the extent to which an employee represents a full person-year charge against a
     departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to
     scheduled hours of work. Scheduled hours of work are set out in collective agreements.

     gender-based analysis plus (GBA+) (analyse comparative entre les sexes plus [ACS+])
     An analytical process used to help identify the potential impacts of policies, Programs and
     services on diverse groups of women, men and gender-diverse people. The “plus” acknowledges
     that GBA goes beyond sex and gender differences. We all have multiple identity factors that
     intersect to make us who we are; GBA+ considers many other identity factors, such as race,
     ethnicity, religion, age, and mental or physical disability.

     government-wide priorities (priorités pangouvernementales)
     For the purpose of the 2018–19 Departmental Plan, government-wide priorities refers to those
     high-level themes outlining the government’s agenda in the 2015 Speech from the Throne,
     namely: Growth for the Middle Class; Open and Transparent Government; A Clean
     Environment and a Strong Economy; Diversity is Canada's Strength; and Security and
     Opportunity.

     horizontal initiative (initiative horizontale)
     An initiative in which two or more federal organizations, through an approved funding
     agreement, work toward achieving clearly defined shared outcomes, and which has been
     designated (by Cabinet, a central agency, etc.) as a horizontal initiative for managing and
     reporting purposes.

     non-budgetary expenditures (dépenses non budgétaires)
     Net outlays and receipts related to loans, investments and advances, which change the
     composition of the financial assets of the Government of Canada.

     performance (rendement)
     What an organization did with its resources to achieve its results, how well those results compare
     to what the organization intended to achieve, and how well lessons learned have been identified.

     performance indicator (indicateur de rendement)
     A qualitative or quantitative means of measuring an output or outcome, with the intention of
     gauging the performance of an organization, Program, policy or initiative respecting expected
     results.

28   Appendix: definitions
2018–19 Departmental Plan

performance reporting (production de rapports sur le rendement)
The process of communicating evidence-based performance information. Performance reporting
supports decision making, accountability and transparency.

planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those
amounts presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The
determination of planned spending is a departmental responsibility, and departments must be
able to defend the expenditure and accrual numbers presented in their Departmental Plans and
Departmental Results Reports.

plan (plan)
The articulation of strategic choices, which provides information on how an organization intends
to achieve its priorities and associated results. Generally a plan will explain the logic behind the
strategies chosen and tend to focus on actions that lead up to the expected result.

priority (priorité)
A plan or project that an organization has chosen to focus and report on during the planning
period. Priorities represent the things that are most important or what must be done first to
support the achievement of the desired Departmental Results.

Program (programme)
Individual or groups of services, activities or combinations thereof that are managed together
within the department and focus on a specific set of outputs, outcomes or service levels.

Program Alignment Architecture (architecture d’alignement des programmes)
A structured inventory of an organization’s programs depicting the hierarchical relationship
between programs and the Strategic Outcome(s) to which they contribute.3

result (résultat)
An external consequence attributed, in part, to an organization, policy, Program or initiative.
Results are not within the control of a single organization, policy, Program or initiative; instead
they are within the area of the organization’s influence.

3
    .   Under the Policy on Results, the Program Alignment Architecture has been replaced by the Program Inventory.

Privy Council Office                                                                                              29
2018–19 Departmental Plan

     statutory expenditures (dépenses législatives)
     Expenditures that Parliament has approved through legislation other than appropriation acts. The
     legislation sets out the purpose of the expenditures and the terms and conditions under which
     they may be made.

     Strategic Outcome (résultat stratégique)
     A long-term and enduring benefit to Canadians that is linked to the organization’s mandate,
     vision and core functions.

     sunset program (programme temporisé)
     A time-limited program that does not have an ongoing funding and policy authority. When the
     program is set to expire, a decision must be made whether to continue the program. In the case of
     a renewal, the decision specifies the scope, funding level and duration.

     target (cible)
     A measurable performance or success level that an organization, Program or initiative plans to
     achieve within a specified time period. Targets can be either quantitative or qualitative.

     voted expenditures (dépenses votées)
     Expenditures that Parliament approves annually through an Appropriation Act. The Vote
     wording becomes the governing conditions under which these expenditures may be made.

30   Appendix: definitions
2018–19 Departmental Plan

Endnotes
i
             Plan ministériel 2018-2019, https://www.canada.ca/fr/conseil-prive/services/rapports/plan-ministeriel/2018-
             19.html
ii
             Mandate Letter Tracker, https://www.canada.ca/en/privy-council/campaigns/mandate-tracker-results-
             canadians.html
iii
             Mandate Letter Tracker, https://www.canada.ca/en/privy-council/campaigns/mandate-tracker-results-
             canadians.html
iv
             Impact Canada Initiative, https://www.canada.ca/en/innovation-hub/services/impact-initiative.html
v
             Experimentation direction, https://www.canada.ca/en/innovation-hub/services/reports-
             resources/experimentation-direction-deputy-heads.html
vi
             2016–17 Departmental Results Report, https://www.canada.ca/en/privy-
             council/services/reports/departmental-results/2016-2017.html
vii.
             GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#orgs/dept/278/infograph/
viii
         .   GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#orgs/dept/278/infograph/
ix
     .       2017–18 Main Estimates, http://www.tbs-sct.gc.ca/hgw-cgf/finances/pgs-pdg/gepme-pdgbpd/index-eng.asp
x
             Future-Oriented Statement of Operations for the Years Ending March 31, 2018 and March 31, 2019,
             https://www.canada.ca/en/privy-council/corporate/reports-publications.html
xi
             PCO Website, https://www.canada.ca/en/privy-council.html
xii
             PCO Website, https://www.canada.ca/en/privy-council.html
xiii.
             GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start
xiv
             PCO Website, https://www.canada.ca/en/privy-council.html
xv
             Gender Based Analysis Plus, https://www.canada.ca/en/privy-council/services/reports/departmental-
             plan/2018-19/gender-based-analysis.html
xvi
             Planned evaluation coverage over the next five fiscal years - https://www.canada.ca/en/privy-
             council/services/reports/departmental-plan/2018-19/planned-evaluation-coverage-next-five-fiscal-
             years.html
xvii
             Upcoming internal audits for the coming fiscal year - https://www.canada.ca/en/privy-
             council/services/reports/departmental-plan/2018-19/upcoming-internal-audits-fiscal-year.html
xviii
             Departmental Sustainable Development Strategy - https://www.canada.ca/en/privy-
             council/services/reports/departmental-plan/2018-19/departmental-sustainable-development-strategy.html
xix
             Report on Federal Tax Expenditures, http://www.fin.gc.ca/purl/taxexp-eng.asp

Privy Council Office                                                                                                 31
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