Privy Council Office 2018-19 - Departmental Plan - Canada.ca
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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 Message2018–19 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.
Privy Council Office 32018–19 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 52018–19 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 Results2018–19 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.
Privy Council Office 72018–19 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 Results2018–19 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
Privy Council Office 92018–19 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 Results2018–19 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
Privy Council Office 112018–19 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 Results2018–19 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.
Privy Council Office 132018–19 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 resources2018–19 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.
Privy Council Office 152018–19 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 resources2018–19 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.
Privy Council Office 172018–19 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 Privy Council Office 19
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 212018–19 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 Information2018–19 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 232018–19 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 Information2018–19 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 Information2018–19 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: definitions2018–19 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 292018–19 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: definitions2018–19 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
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