Departmental Plan 2021-22

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From the Prime Minister

Headshot of Justin Trudeau

I am pleased to present the Privy Council Office’s 2021-22 Departmental Plan.

This plan outlines how the Privy Council Office will continue to support the Government of Canada in the coming year to deliver results that benefit all Canadians.

The past year has brought uncertainty and unprecedented hardships, and Canadians have adapted in remarkable ways and shown courage, determination, and concern for others. While we must address the challenges of today, we must also be mindful of tomorrow’s challenges. The Government of Canada will continue to fight the global COVID-19 pandemic by having Canadians’ backs, supporting people, communities, and businesses through the crisis while building back better and standing up for the values that define us as a country.

This pandemic is the most serious public health crisis we have ever faced, and protecting Canadians is our top priority. We will continue to take action – guided by science and the advice of public health experts at every step – to respond to the urgent health, economic, and social impacts of COVID-19. We will also work to ensure a safe and efficient vaccine rollout across the country, with a robust, world-class plan to manage procurement and logistics, as we support provinces and territories to distribute vaccines to every Canadian as quickly as possible.

Over the next year, supporting Canadians and Canadian businesses through this crisis will remain a key focus of our response – we will do whatever it takes for as long as it takes. We will help create over one million jobs across the country, including by investing in important infrastructure projects. We will support the creation of a Canada-wide early learning and childcare system to help more parents get back to work. By working with the provinces and territories, we will eliminate the remaining barriers to achieve free internal trade, and build a cleaner, more competitive, and more sustainable economy.

We will also build back better by continuing to grow and strengthen the middle class, address gaps in our social systems, and build safer communities for everyone. Together, we will work to make life more affordable for Canadians, foster innovation, skills development, and education, and advance a more diverse and inclusive workforce. We will continue to take ambitious action to fight climate change and protect the environment, and build long-term competitiveness with clean growth. With our provincial and territorial partners, we will also make progress on a national, universal pharmacare program.

We must also keep defending the values that make us who we are as Canadians. We will continue to walk the shared path of reconciliation with Indigenous peoples, a journey based on the recognition of Indigenous rights, respect, cooperation, and partnership. We will also continue to work in partnership with First Nations, Inuit, and Métis peoples to address social and economic challenges amplified by the pandemic.

On the world stage, we remain committed to creating and strengthening relationships with international partners to advance peace and economic prosperity for all. Canada will continue to invest in international development and promote human rights and the rule of law, while modernizing our international trade agreements to create new opportunities for Canadians and businesses. As a government, we will continue to welcome newcomers and support family reunification by enhancing our immigration system.

I know that I can count on the advice and expertise of the Privy Council Office – and the entire Public Service – as we move forward to address the challenges we face as a country and achieve our priorities over the next year. I know this has been a difficult and challenging time, but through it all, you have been unwavering in your commitment to rapidly deliver support to millions of Canadians during the global pandemic. Thank you for your continued hard work, innovation, dedication, and sacrifice. Together, we can build a stronger and more resilient country for everyone.


The Right Honourable Justin Trudeau,
Prime Minister of Canada

Plans at a glance

The Privy Council Office (PCO) enables coherent and consistent government-wide implementation of Cabinet decisions, operating the Cabinet decision-making system, setting overall policy direction, advising on the appointment of senior office holders, fostering effective intergovernmental relations, and managing specific policy challenges facing the Government. This enables the government of the day to deliver on its priorities to the benefit of all Canadians.

In 2021–22, PCO will continue to support the Prime Minister and Cabinet in advancing the Government’s priorities by:

Core responsibility: planned results and resources, and key risks

Serve the Prime Minister and Cabinet

Description

To deliver analysis, advice and support to the Prime Minister, the Deputy 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, the Deputy Prime Minister’s Office, Portfolio Ministers, and Commissions of Inquiry.

To lead and renew the Public Service in order to advise the Government in implementing its agenda, foster healthy workplaces that promote diversity and inclusion, and deliver services and results to Canadians.

Planning highlights

PCO is committed to helping the Government achieve its priorities through the delivery of high quality information, expert analysis and advice, and by providing operational support to Cabinet and Cabinet committees.

In collaboration with other departments and agencies, PCO will continue to advance the Government’s public service agenda and support the Clerk of the Privy Council in his role as head of the Public Service.

In 2021–22, PCO intends to:

Gender-based analysis plus

Starting in 2018, the Government integrated considerations of gender impacts at each step of the budgeting process and introduced a new Gender Results Framework to guide the Government’s decisions and measure Canada’s progress in achieving greater gender equality. In 2021–22, PCO will continue to provide ongoing support through oversight, monitoring and public reporting on mandate commitments seeking to enhance gender equality.

PCO will continue to enhance the use of analytical tools such as Gender-Based Analysis Plus (GBA+) to assess the implications of policies and programs through peoples’ multiple and fully inclusive identity factors.

PCO will continue to develop a departmental GBA+ framework/directive. The framework will take into consideration the internal needs for GBA+ process application within the department, as well as PCO’s support role in strengthening and scaling GBA+ process across the public service.

In addition, through the GBA+ Focal Point, PCO will continue to support Women and Gender Equality Canada, the Department of Finance Canada, and the Treasury Board of Canada Secretariat on strengthening the implementation and refinement of GBA+ as it applies to Cabinet documents.

Experimentation

Experimentation within PCO will play a prominent role in 2021–22, particularly in supporting the Government’s broader response to the global pandemic. Building on the seven behavioural science experiments run in 2020–21, a cohort of experimental and quasi-experimental trials will be advanced to directly support COVID-19-related policy development, program implementation and communication strategies. Priority areas for this work include: bolstering intentions to vaccinate, reducing risks from ports of entry through digital tools such as ArriveCAN, and combating pandemic-related misinformation and disinformation.

Key risks

In the context of a dynamic and evolving operating environment, PCO will continue to effectively manage its existing and emerging risks through ongoing cooperation, engagement, and sharing of expertise and best practices with other federal departments and agencies, provincial and territorial governments, as well as stakeholders, community partners and international counterparts. By leveraging technology and implementing effective and strengthened security and business continuity plans, PCO will be able to respond to and mitigate potential adverse impacts on the Government’s capacity to protect and advance Canada’s domestic and international interests.

Planned results for: Serve the Prime Minister and Cabinet

To implement the Policy on Results, PCO adopted the Departmental Results Framework (DRF) for planning and reporting in 2018–19. Therefore, results from previous years are not available. For information on results achieved in previous years, please see the 2017–18 Departmental Results Report.

The methodology used for the calculation of the departmental results indicators in the table below is available on GC InfoBase.

Departmental result Departmental result indicator Target Date to achieve target 2017–18
actual result
2018–19
actual result
2019–20
actual result
Government‘s priorities are achieved Reporting on the status of Mandate Letter Commitments in the Mandate Letter Tracker Between 1 and 4* March 2022 Not available Not available Not available**
Cabinet receives high quality advice Percentage of Cabinet Ministers satisfied with service and advice from the Privy Council Office At least 80% March 2022 Not available 75% Not available***
Cabinet and its committees focus on priorities Percentage of Cabinet items devoted to Prime Minister’s priorities At most 50% March 2022 Not available 31% By the end of the mandate (October 2019) the results were 31%.
Percentage of Cabinet items devoted to mandated government priorities At least 50% March 2022 Not available 50% By the end of the mandate (October 2019) the results were 50%.
Public Service priorities are achieved Percentage of employees who describe their workplace as being psychologically healthy Increase year-over-year March 2022 56% 59% 61%
Percentage of employees who feel they are encouraged to be innovative or take initiative in their work Increase year-over-year March 2022 67% 66% 68%
Percentage of employees who feel that they get the training they need to do their job Increase year-over-year March 2022 66% 70% 69%

Financial, human resources and performance information for the Privy Council Office’s program inventory is available in the GC InfoBase.

Planned budgetary financial resources for: Serve the Prime Minister and Cabinet (dollars)
2021–22 budgetary spending (as indicated in Main Estimates) 2021–22
planned spending
2022–23
planned spending
2023–24
planned spending
91,460,384 91,460,384 91,792,436 89,082,635

Financial, human resources and performance information for the Privy Council Office’s program inventory is available in the GC InfoBase.

Planned human resources for: Serve the Prime Minister and Cabinet
2021–22
planned full-time equivalents
2022–23
planned full-time equivalents
2023–24
planned full-time equivalents
575 575 558

Spending is expected to decrease by $2.7 million (3%) in 2023–24 as compared to 2022–23. This planned decrease in spending is mainly due to a decrease in funding for the Impact Canada and Innovation Unit in 2023–24.

Financial, human resources and performance information for the Privy Council Office’s program inventory is available in the GC InfoBase.

Internal Services: planned results

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 services that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. These services are:

Planning highlights

Through its ongoing modernizing efforts, the departmental Internal Services functions will provide efficient and timely services in support of PCO’s priorities.

In 2021–22, PCO will continue to:

Planned budgetary financial resources for Internal Services (dollars)
2021–22 budgetary spending (as indicated in Main Estimates) 2021–22
planned spending
2022–23
planned spending
2023–24
planned spending
100,966,922 100,966,922 97,102,629 97,195,553
Planned human resources for Internal Services
2021–22
planned full-time equivalents
2022–23
planned full-time equivalents
2023–24
planned full-time equivalents
645 645 645

Spending is expected to decrease by $3.9 million (4%) in 2022–23 as compared to 2021–22. This planned decrease in spending is mainly due to the expected completion of PCO's Secure Video Conferencing project in 2021–22. Spending from 2022–23 to 2023–24 is expected to be relatively stable.

Spending and human resources

Planned spending

Departmental spending 2018–19 to 2023–24

The following graph presents planned (voted and statutory) spending over time.

Departmental spending 2018–19 to 2023–24
Text version - Departmental spending 2018–19 to 2023–24
(in dollars)
Fiscal year Total Voted Statutory
2018–19 214,277,265 197,679,186 16,598,079
2019–20 185,349,690 168,470,636 16,879,054
2020–21 186,413,447 168,942,936 17,470,511
2021-22 192,427,306 172,348,874 20,078,432
2022–23 188,895,065 168,797,470 20,097,595
2023–24 186,278,188 166,453,016 19,825,172

The graph above illustrates PCO's spending trend over a six-year period (2018–19 to 2023–24).

Fiscal years 2018–19 and 2019–20 show actual expenditures as reported in the Public Accounts, while 2020–21 presents the forecast for the current fiscal year. Fiscal years 2021–22 to 2023–24 present planned spending.

The 2019–20 spending of $185.3 million decreased by $28.9 million (14%), compared to 2018–19. The decrease is mainly due to decreased spending to support the National Inquiry into Missing and Murdered Indigenous Women and Girls. Forecast spending in 2020–21 is higher than 2019–20 spending by $1.1 million (1%), primarily due to an increase in funding for a whole-of-government strategy for communicating with Canadians about COVID-19 and the transfer of Ministers’ Regional Offices from Public Services and Procurement Canada.

Spending is expected to increase by $6.0 million (4%) in 2021–22 compared to 2020–21. This planned increase is mainly due to an increase in funding to stabilize and enhance support to the Prime Minister, the Deputy Prime Minister, portfolio ministers and Cabinet and the transfer of the Ministers’ Regional Offices from Public Services and Procurement Canada. Spending is expected to decrease by $3.5 million (2%) in 2022–23, mainly due to the expected completion of PCO's Secure Video Conferencing project in 2021–22. Spending is expected to decrease further by $2.6 million in 2023–24, mainly due to a decrease in funding for the Impact Canada and Innovation Unit in 2023–24.

Budgetary planning summary for Core Responsibility and Internal Services (dollars)
Core Responsibility and Internal Services 2018–19
expenditures
2019–20
expenditures
2020–21
forecast spending
2021–22 budgetary spending (as indicated in Main Estimates) 2021–22
planned spending
2022–23
planned spending
2023–24
planned spending
Serve the Prime Minister and Cabinet 122,134,560 92,809,670 84,925,089 91,460,384 91,460,384 91,792,436 89,082,635
Subtotal 122,134,560 92,809,670 84,925,089 91,460,384 91,460,384 91,792,436 89,082,635
Internal Services 92,142,705 92,540,020 101,488,358 100,966,922 100,966,922 97,102,629 97,195,553
Total 214,277,265 185,349,690 186,413,447 192,427,306 192,427,306 188,895,065 186,278,188
2021–22 Budgetary planned gross spending summary (dollars)
Core responsibility and Internal Services 2021–22
planned gross spending
2021–22
planned revenues netted against expenditures
2021–22
planned net spending
Serve the Prime Minister and Cabinet 92,219,880 759,496 91,460,384
Subtotal 92,219,880 759,496 91,460,384
Internal Services 102,739,817 1,772,895 100,966,922
Total 194,959,697 2,532,391 192,427,306

Revenues reported include those referred to in paragraph 29.1(2)(a) of the Financial Administration Act, for revenues received in order to offset expenditures incurred in the fiscal year from the following sources:

Planned human resources

Human resources planning summary for Core Responsibility and Internal Services
Core Responsibility and Internal Services 2018–19
actual full-time equivalents
2019–20
actual full-time equivalents
2020–21
forecast full-time equivalents
2021–22
planned full-time equivalents
2022–23
planned full-time equivalents
2023–24
planned full-time equivalents
Serve the Prime Minister and Cabinet 636 570 580 575 575 558
Subtotal 636 570 580 575 575 558
Internal Services 544 560 634 645 645 645
Total 1,180 1,130 1,214 1,220 1,220 1,203

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

Information on PCO’s organizational appropriations is available in the 2021–22 Main Estimates.

Future-oriented Condensed statement of operations

The future‑oriented condensed statement of operations provides an overview of the Privy Council Office’s operations for 2020–21 to 2021–22.

The amounts for forecast and planned results in this statement of operations were prepared on an accrual basis. The amounts for forecast and planned spending presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore 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 Privy Council Office’s website.

Future oriented Condensed statement of operations for the year ending
March 31, 2022 (dollars)
Financial information 2020–21
forecast results
2021–22
planned results
Difference
(2021–22 planned results minus
2020–21 forecast results)
Total expenses 209,566,004 213,051,974 3,485,970
Total revenues 1,836,131 2,532,391 696,260
Net cost of operations before government funding and transfers 207,729,873 210,519,583 2,789,710

For fiscal year 2020–21, the Privy Council Office is forecasting total expenses of $207,729,873, which is $2,789,710 lower than planned expenditures for 2021–22. The year-over-year variance is primarily attributable to:

Corporate information

Organizational profile

Raison d’être, mandate and role: who we are and what we do

Raison d’être

The Privy Council Office:

PCO is led by the Clerk of the Privy Council, who also serves as Secretary to the Cabinet and Head of the Public Service.

Mandate and role

PCO serves Canada and Canadians by providing advice and support to the Prime Minister, portfolio ministers, and Cabinet.

PCO’s three main roles are to:

  1. Provide professional non-partisan advice to the Prime Minister, portfolio ministers, Cabinet and Cabinet committees on matters of national and international importance.
  2. Ensure that the Cabinet decision-making process runs smoothly and help implement the Government’s agenda.
  3. Foster a high-performing and accountable Public Service.

Raison d’être, mandate and role: who we are and what we do” is available on the Privy Council Office’s website.

For more information on the department’s organizational mandate letter commitments, see the “Ministers’ mandate letters”.

Operating context

Information on the operating context is available on the Privy Council Office’s website.

Reporting framework

The Privy Council Office’s approved departmental results framework and program inventory for 2021–22 are as follows.

Departmental results framework and program inventory for 2021–22
Text version - Departmental results framework

The Privy Council Office’s approved Departmental Results Framework and Program Inventory for 2021-22 are as follows:

  • One core responsibility: Serve the Prime Minister and Cabinet
  • Four Departmental Results, each of which has one or more indicators:
    • Departmental Result 1: Government’s priorities are achieved
      • Indicator: Reporting on the status of Mandate Letter Commitments in the Mandate Letter Tracker
    • Departmental Result 2: Cabinet receives high quality advice
      • Indicator: Percentage of Cabinet ministers satisfied with service and advice from the Privy Council Office
    • Departmental Result 3: Cabinet and its committees focus on priorities
      • Indicator: Percentage of Cabinet items devoted to Prime Minister’s priorities
      • Indicator: Percentage of Cabinet items devoted to mandated Government priorities
    • Departmental Result 4: Public Service priorities are achieved
      • Indicator: Percentage of employees who describe their workplace as being psychologically healthy
      • Indicator: Percentage of employees who are encouraged to be innovative or take initiative in their work
      • Indicator: Percentage of employees who get the training they need to do their job
  • Eight Programs:
    • International Affairs and National Security
    • Intergovernmental Affairs
    • Social and Economic Policy
    • Results, Delivery, Impact and Innovation
    • Legislative and Parliamentary Governance
    • Planning and Operations of Cabinet
    • Senior Personnel and Public Service Renewal
    • Commissions of Inquiry

Supporting information on the program inventory

Supporting information on planned expenditures, human resources, and results related to the Privy Council Office’s program inventory is available in the GC InfoBase.

Supplementary information tables

The following supplementary information tables are available on the Privy Council Office’s website:

Federal tax expenditures

The Privy Council Office’s Departmental Plan does not include information on tax expenditures that relate to its planned results for 2021–22.

Tax expenditures are the responsibility of the Minister of Finance, and the Department of Finance Canada publishes cost estimates and projections for government‑wide tax expenditures each year in the Report on Federal Tax Expenditures. This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis. The tax measures presented in this report are solely the responsibility of the Minister of Finance.

Organizational contact information

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 a department over a 3 year period. Departmental Plans are tabled in Parliament each spring.
departmental priority (priorité ministérielle)
A plan or project that a department has chosen to focus and report on during the planning period. Departmental priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.
departmental result (résultat ministériel)
A consequence or outcome that a department seeks to achieve. 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)
A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
experimentation (expérimentation)
The conducting of activities that seek to first explore, then test and compare, the effects and impacts of policies and interventions in order to inform evidence-based decision-making, and improve outcomes for Canadians, by learning what works and what doesn’t. Experimentation is related to, but distinct form innovation (the trying of new things), because it involves a rigorous comparison of results. For example, using a new website to communicate with Canadians can be an innovation; systematically testing the new website against existing outreach tools or an old website to see which one leads to more engagement, is experimentation.
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 assess how diverse groups of women, men and gender-diverse people experience policies, programs and services based on multiple factors including race, ethnicity, religion, age, and mental or physical disability.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2021–22 Departmental Plan, government-wide priorities refers to those high-level themes outlining the government’s agenda in the 2020 Speech from the Throne, namely: Protecting Canadians from COVID-19; Helping Canadians through the pandemic; Building back better – a resiliency agenda for the middle class; The Canada we’re fighting for.
horizontal initiative (initiative horizontale)
An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.
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.
performance reporting (production de rapports sur le rendement)
The process of communicating evidence based performance information. Performance reporting supports decision-making, accountability and transparency.
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.
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.
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 inventory (répertoire des programmes)
Identifies all of the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
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.
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.
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.
Library and Archives Canada Cataloguing in Publication

Library and Archives Canada Cataloguing in Publication

©Her Majesty the Queen in Right of Canada (2021)
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 2021-22

ISSN : 2371-7297

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