Supporting Information on Sub-Programs

1.1.1: Issues, policies, machinery, communications and appointments

Description

The Privy Council Office (PCO) provides advice and support to the Prime Minister and portfolio ministers on a wide range of issues, including those pertaining to social, economic, regional development, and legal matters. PCO provides advice on the constitutional principles of our system of government and the prerogative responsibilities of the Prime Minister, such as the structure and organization of government. PCO coordinates government-wide communications in support of the Government's legislative and policy agenda, programs and services, ensuring that the government communications are responsive to the diverse needs of the public and facilitate citizen engagement in government decision-making. PCO provides strategic advice on the Public Service management agenda to position the institution to be efficient, modern and high performing. PCO also provides advice and support on Governor-in-Council appointments and manages competency-based selection processes for select appointments.

Results Highlights

Issues

Social & Economic

Timely advice and support to the Prime Minister and portfolio ministers from PCO enabled the Government to advance its social and economic policies in 2016-17.  PCO delivered advice and support on areas such as the Pan-Canadian Framework for addressing climate change infrastructure, clean technology and innovation, conservation measures and environmental assessment reforms.  The multi-disciplinary, multi-minister, and multi-government scope of such priority areas required PCO to assume a lead role on a coordinated consultation process. PCO presented the Prime Minister and portfolio ministers with synthesized analysis that allowed elected officials to proceed with actionable decisions on policy and legislation.

In December 2016, PCO coordinated the First Ministers' Meeting on the completion of the Pan-Canadian Framework on Clean Growth and Climate Change. The success of this event is the result of PCO's planning, preparing and coordination efforts.

In September 2016, the Government's commitment to reconciliation and building of a nation-to-nation relationship with Indigenous peoples was advanced with the launch of the National Inquiry into Missing and Murdered Indigenous Women and Girls. Mandated to examine and report on the systemic causes of all forms of violence against Indigenous women and girls in Canada by looking at patterns and underlying factors, the National Inquiry was established through the coordinated effort of four departments, including PCO. Advice and support from PCO contributed to the National Inquiry's Terms of Reference.  The Chief Commissioner and four other commissioners were appointed as a result of advice provided by PCO to the Prime Minister.

PCO provided policy advice regarding potential national security implications of possible foreign investment as part of the requirements of the Investment Canada Act. Following each case, PCO studied the mechanics of the review to determine if improvements to the process were required. PCO has suggested a number of changes to the process including improved coordination with other economic security programs to reduce duplication of effort and streamline the process. 

Regional Development

To support rebuilding after the devastation caused by the wildfires in northern Alberta in spring 2016, PCO provided advice and support to the Prime Minister that resulted in the creation of a new ad hoc Cabinet committee. This Cabinet committee coordinated the efforts at the federal, provincial and municipal levels of government to help Canadians affected by the wildfires.

PCO provided leadership in organizing an Investment Summit with BlackRock in November 2016. Advance preparation featured engagements with stakeholders, including government departments and agencies and ministers' offices, and coordination with the Prime Minister's Office. PCO produced the Canadian proposal documentation and supported the Prime Minister's commitments leading to more focused discussions on concrete investment opportunities.

PCO delivered briefings to the Prime Minister that detailed strategic and tactical assessments of companies to be targeted, the relationships to be maintained and the approaches to promote investment. In addition, PCO effectively supported meetings and conferences with potential investors and corporations, with federal agencies and organizations, and with municipalities and provincial agencies. Engagement with investors and key stakeholders, led by PCO, resulted in concrete investment opportunities. PCO provided leadership in building integrated project teams of federal, provincial and municipal representatives in advance of the creation of the Invest in Canada Agency.

PCO established and supported a monthly deputy minister steering committee focussed on economic development. Through this committee a list of priority investment targets with a strategic engagement plan was developed. This advanced the vision for and approval of the new Invest in Canada Agency, and improved private sector engagement and access to market intelligence.  As a result of PCO's efforts in bringing together deputy ministers and providing strategic advice, the Invest in Canada Agency will soon be put into operation.

PCO provided leadership in the launch and implementation of the Atlantic Growth Strategy, an action-oriented regional strategy which focuses on federal-provincial collaboration to drive long-term economic growth in Atlantic Canada.  PCO worked with Innovation, Science and Economic Development, and the Atlantic Canada Opportunities Agency to develop the policy framework for the strategy (i.e., immigration/skilled labour; innovation; clean growth and climate change; trade and investment; and infrastructure), coordinated action across the Government of Canada, and supported Ministers and Atlantic Premiers in bi-annual meetings, which resulted in key announcements such as an Atlantic Immigration Pilot, an updated trade and investment strategy, and tourism partnership.

Legal Matters

PCO worked to advance on the government commitment to legalize and regulate cannabis during the 2016-17 year. This change in policy demonstrates the complexity of the issues managed by PCO, as legalization and regulation of cannabis is not merely a legal matter, but involves public administration, criminology and crime prevention, international relations and science regarding conducting blood testing. PCO provided the necessary leadership to ensure consultation proceeded with scientists, lawyers, criminologists, policymakers, and others involved in the formulation of this policy.

Youth

In 2016-17 the Youth Secretariat provided support to the Prime Minister's Youth Council by organizing two in-person meetings attended by the Prime Minister and other ministers, in Ottawa and Calgary. The Council members have also been involved in briefings and discussions on topics that are important to them, including youth services and employment, immigration, the environment, climate change, clean growth, mental health, and gender-based violence.

More specifically, to support the Prime Minister's Youth Advisory Council, the Youth secretariat has worked on four in-person meetings with the Prime Minister, Cabinet Ministers and senior officials across government. The Advisory Council has had 12 virtual meetings with the Parliamentary Secretary (Youth), Ministers and government officials on topics such as mental health, innovation, and clean growth. Furthermore, over 135,000 invitations were sent to young people from across Canada to share their views on key priorities, with hundreds participating in online or in-person engagement activities on topics such as accessibility legislation, climate change, agriculture, international development, and youth employment.

In addition to the work being done with the Council, the Youth Secretariat provided over 90,000 notifications to young Canadians in 2016-17, informing them about a variety of opportunities to participate in government initiatives on a diverse range of topics, including a national youth forum on accessibility legislation, a national youth summit on climate change, and budget 2017 consultations. The Youth Secretariat also coordinated and distributed the Government of Canada's first youth newsletter, engaging over 12,000 subscribers.

Policies

PCO provided policy support as well as the development and introduction for the Health Accord/bilateral arrangements and Cannabis/Impaired Driving bills.

PCO organized and streamlined the Cabinet forward agenda to advance priorities and in the process enhanced the role of the new Working Group of Ministers on the Review of Laws and Policies related to Indigenous Peoples.

In support of the Government's commitment to undertake a renewed nation-to-nation relationship with Indigenous peoples, PCO's work contributed to:

  • the launch of three new Permanent Bilateral Mechanisms;
  • plans to develop legislation to protect Indigenous languages;
  • the implementation of United Nations Declaration on the Rights of Indigenous Peoples;
  • the development of policy to support exploratory discussions and streamline cabinet oversight of section 35i, which provides constitutional protection to the Aboriginal and treaty rights of Aboriginal peoples in Canada.

PCO supported the modernization of established processes (e.g. order paper questions) to take into account the changing parliamentary environment when developing strategic advice on electronic voting, introduction of bills in the Senate and Standing Order reform. PCO's strategic value has been increased through outreach to the parliamentary affairs interdepartmental community to raise awareness of the changing parliamentary environment and impacts on legislation, and committee appearances.

Machinery of Government and Appointments

PCO provided the Prime Minister with timely advice on machinery of government related to advancing the Government's priorities, and also provided the Prime Minister and portfolio ministers with timely advice related to advancement of the Government's legislative program.

PCO ensured that the Prime Minister had the necessary analysis and advice to support decision-making related to his machinery of government prerogative. The Prime Minister and PCO's portfolio ministers also received analysis, options and advice to support advancement of mandate commitments as well as their participation in cabinet committees meetings.

Additionally, PCO advised on and supported preparations for the development of the National Security and Intelligence Committee of Parliamentarians, and the mandate commitments of the Parliamentary Budget Officer.

A comprehensive Defence Policy Review (DPR) was launched by the Department of National Defence. PCO undertook a rigorous review of the DPR to ensure alignment with government objectives. As a result, the DPR provides the Department of National Defence with a funding framework that provides predictability and the ability to effectively plan and to enhance procurement capabilities. The DPR enables Canada to demonstrate that not only does it make robust contributions to its international obligations, but that it is taking the necessary steps to ensure that this continues into the future.

In partnership with Treasury Board Secretariat, PCO developed guidance to put into action the mandate letter commitment on program experimentation and helped to establish an Associate Deputy Minister Experimentation Committee. The Committee creates a joint focus on experimentation and supports the building of a community of practice increasing the speed at which experimentation lessons can be shared throughout the Government of Canada.   

Communications

PCO provided extensive communications support to the Prime Minister in his roles as Minister of Youth and Minister of Intergovernmental Affairs, including support for active social media channels, for multiple announcements, and for his attendance at key events.

Communications plans in key Memoranda to Cabinet were made more informative, strategic and targeted, through PCO's efforts to become engaged in communications planning early on. This resulted in more thorough communications plans for a variety of government activities such as the legalization and regulation of cannabis, military procurement, and the Oceans Protection Plan.

As required in a modern global and highly connected communications environment, PCO implemented a process to publish Prime Ministerial announcements in Canada and abroad 24 hours per day, 365 days per year.

Ongoing public opinion research was expanded in 2016-17 to allow the government to continuously understand the views and priorities of Canadians on a variety of issues. PCO provided quality advice resulting in flexible and cost-effective research methods. As required by the communications policy, final reports are available through the Library and Archives website.

Appointments

A new approach for Governor-in-Council appointments, adopted in 2016-17, makes over 1,500 positions subject to open, transparent and merit-based selection processes. More than 120 positions were filled through 34 of these new processes following receipt of almost 12,000 applications.  The remaining appointments were either short-term, transitional appointments to ensure continuity of government operations or made through other processes, such as those involving other levels of government. As of March 31, 2017, more than 100 processes were underway to fill over 400 positions.

The Independent Advisory Board for Senate Appointments was established in January 2016 to provide advice to the Prime Minister. Under this process, Canadians registered on the new Senate appointments website created an account and profile and applied online for appointment opportunities. PCO's leadership on the new approach extended to providing support on Senate appointments, resulting in 20 appointments. PCO also provided direct support to the new Senators through the selection process as well as the members of the Advisory Board.

PCO provided support to the Government in managing Governor-in-Council appointees' compensation and performance management. This included leading the performance management cycle for deputy ministers (including two Committee of Senior Officials meetings, as well as supporting the Clerk and Deputy Clerk in a number of feedback sessions), heads of agencies, and Chief Executive Officers of crown corporations, which included the gathering and preparation of supporting documentation and advice to the Prime Minister.

Results

Expected results Performance indicators Target Date to achieve target 2016–17
Actual results
2015–16 Actual results 2014–15
Actual results
Decision-making is informed by professional, non-partisan advice provided. Advice to the Prime Minister and portfolio ministers is provided in a timely manner. The Prime Minister and portfolio ministers are provided with timely support to enable decision-making.

Number of Governor-in-Council appointments
Target not applicable. March 31, 2017 Budget 2016 (March 2016)

Launch of the Prime Minister’s Youth Council to provide non-partisan advice to the Prime Minister and Government of Canada.

Almost 12,000 applications processed

429 Governor-in-Council appointments.
Budget 2015 (April 2015)

Launch of Cabinet for the newly elected government (November 2015).

Speech from the Throne (December 2015).

Budget 2016 (March 2016).

403 Governor-in-Council appointments.
PCO provided timely, in-depth advice and analysis on all priority issues within expected timeframe, including: machinery of government advice on two Cabinet shuffles and two subsequent changes to Parliamentary secretaries.

PCO coordinated and managed a total of 94 selection and recruitment processes at various stages of completion for Governor-in-Council appointments. 599 Governor-in-Council appointments.

Budgetary financial resources (dollars)

2016–17 Planned spending 2016–17 Actual spending 2016–17 Difference (actual minus planned)
27,296,435 34,014,354 6,717,919

Human resources (full-time equivalents)

2016–17 Planned full-time equivalents 2016–17 Actual full-time equivalents 2016–17 Difference (actual minus planned)
190  226  36 

Information on PCO’s lower-level programs is available in the TBS InfoBase.ii

1.1.2: International affairs and national security

Description

PCO provides advice and support to the Prime Minister on matters related to: international trade; Canada-United States relations; development assistance; international humanitarian assistance and disaster relief; foreign and defence policy; security and intelligence; and emergency management. With respect to these subject areas, PCO coordinates advice and provides active leadership across the federal public service. It also produces intelligence assessments of major international developments and trends in political, economic and security fields. PCO provides active leadership to the intelligence assessment community (federal departments and agencies as well as other partners) and supports interdepartmental committees to maximize the effectiveness of intelligence community resources.

Results Highlights

Timely advice and support delivered by PCO to the Prime Minister and portfolio ministers allowed the government to adjust priorities vis-à-vis international issues that changed the global environment in 2016-17. Strategies, advice and support on a wide range of issues and policies from PCO to the Prime Minister's Office and departments took into account the intricacies of each issue. Notable in 2016-17 were such issues as the change in the United States Administration and Executive Orders, cyberattacks, terror-related events both on the domestic and international fronts, kidnappings, consular cases and pipeline decisions.

PCO supported the Prime Minister in affirming Canada's new approach to global engagement, focused on increasing Canada's profile and influence internationally. PCO's advice and support helped to advance and strengthen economic ties with global partners and fostered the development of new relationships with other nations and governments.

International Affairs

In 2016-17, PCO supported the Government's international agenda by

  • Supporting the consolidation of a number of important bilateral achievements on international security, the border and the Arctic;
  • Delivering strategic advice to reset the relationship with China and launch the National Security and Rule of Law Dialogue;
  • Working with other departments to develop a complex and ambitious National Security Review;
  • Working with other departments to also develop a complex and ambitious Defence Policy Review; and
  • Promoting an integrated approach for producing coherent policies and effective operational responses.

PCO ensured that the Prime Minister and portfolio ministers received relevant and timely intelligence on issues and interlocutors, sound policy advice and ongoing support. Innovative, high quality, and relevant intelligence assessments and analyses were delivered by PCO accompanied by oral briefings. PCO led the interdepartmental preparatory process supporting the Foreign Policy Advisor in providing in-person briefings to the Prime Minister, and providing PCO staff to serve as lead accompanying senior officials on official visits abroad.

Strategic partnerships were fostered and bolstered with the domestic intelligence community which yielded good returns on investment including recognition for inputs to the flagship US Global Trends 2030 publication produced by the National Intelligence Council.

PCO advice and support of a gender-based nature resulted in government decisions to invest in several programs – in Canada and abroad – to directly benefit girls and young women, including those that promote gender equality, education and health care. In addition, PCO delivered advice that supported efforts to prevent gender-based violence and stop human trafficking.

Leading coordination with various ministries, PCO supported official visits abroad by the Prime Minister including preparing the Prime Minister in advance of Canada's participation at significant international events. This involved briefings and associated phone calls that advanced Canada's global profile.  In September 2016, while speaking before the United Nations General Assembly, the Prime Minister unofficially launched Canada's bid for a seat at the United Nations Security Council. In March 2017, the Prime Minister received environmental leadership recognition from the energy industry at a conference in Houston, Texas.

PCO effectively managed and delivered support to an exceptional volume of Prime Ministerial visits throughout 2016-17, including:

  • Overseeing unprecedented, back-to-back engagements with China, with the Prime Minister completing his first official visit to China, which was followed by China's Premier Li coming to Ottawa (September 2016);
  • Contributing to the delivery of the successful Global Fund replenishment conference in Montreal (September 2016);
  • Supporting the successful first visit to Washington to meet President Trump (February 2017) which helped to define a very positive working relationship with Canada's most important partner;
  • Delivering a powerful statement on women's empowerment during the Prime Minister's first official visit to Africa, specifically Liberia (November 2016);
  • Achieving the highest-ever Canadian visibility for a Francophonie Summit in Madagascar (November 2016);
  • Managing relationships and ensuring close cooperation between partners on such matters as trade issues; and
  • Advancing the prospects of the Canada-European Union Comprehensive Economic and Trade Agreement ratification during visits to France and Germany (February 2017).

PCO also managed the Prime Minister's visits to New York (September 2016 for the UN General Assembly, and March 2017), Israel (September 2016), Cuba, Argentina and Peru (November 2016), Liberia (November 2016), and France and Germany (February 2017).  Each visit was deemed to have fully achieved its objective in advancing government priorities.

PCO provided advice and supported the creation of three Cabinet committees to support global engagement (e.g. Canada in the World, Public Security, and Canada-United States Relations). For example, in the case of successive chairs of the Canada-United States Committee, PCO ensured intensive discussion of emerging issues (e.g. by leveraging the participation of outside-of-government participants including two United States Cabinet Secretaries, a Chief Executive Officer, and former Prime Minister, the Right Honourable Brian Mulroney).

PCO successfully brokered differing perspectives among stakeholders (i.e. internal to PCO and between departments) to ensure Cabinet materials were effective and deadlines for decisions were met, allowing for timely ratification by full Cabinet.

PCO played a leadership role in bringing participating nations together for the Fifth Replenishment Conference of the Global Fund to Fight AIDS, Tuberculosis, and Malaria (September 2016).

To support the recasting of Canada's relationship with its most important partner following the November 2016 elections in the United States, PCO took a lead role in re-establishing a Canada-United States unit and the establishment of a Deputy Ministers Operations Committee which supported the Cabinet Committee on Canada-United States Relations. PCO successfully implemented an ambitious whole-of-government advocacy strategy in the United States through which Canada's core interests were defended and specific objectives were taken forward, which included a landmark visit by the Prime Minister to Washington in February 2017.

PCO supported the National Security Advisor and the Foreign and Defence Policy Advisor in their interaction with senior interlocutors in Canada and the United States PCO's overall support for the extensive Canada-United States engagement contributed centrally and substantially to the Canadian government's successful management of its relations with the new administration in the United States

Some other ways PCO supported international affairs and national security included:

  • providing intelligence assessments in support of bilateral and multilateral international engagements, providing tailored intelligence assessments to support government priorities and the Cabinet agenda and providing more than 200 daily foreign intelligence briefs to the Prime Minister and senior leaders;
  • fostering domestic and international intelligence cooperation by leading the development of coordinated intelligence assessments presented to the Deputy Ministers' Intelligence Assessment Committee, improving information sharing on international issues, and offering more than 90 training courses through the Intelligence Analyst Learning Program to analysts across the Canadian intelligence community;
  • supporting the establishment of the National Security and the Rule of Law Dialogue during the Canada-China Leaders Meeting in August 2016, and supporting its inaugural meeting in Beijing in September 2016, and by continuing to work with Chinese counterparts to deepen engagement with China;
  • supporting the Prime Minister's international engagement strategy by providing policy advice and speaking points to the Prime Minister for events he attended, a few examples of which were: the North American Treaty Organization (NATO) Leaders' Summit in Poland; the G20 Summit in China; an official visit by Italian Prime Minister Renzi; the United Nations General Assembly; the Canada-European Union Summit in Brussels and the Asia-Pacific Economic Cooperation Summit in Peru; and the Sommet de la Francophonie in Madagascar and the North American Leader's Summit;
  • providing advice to the Prime Minister regarding an appropriate response to the Turkish Government following the attempted coup of July 2016;
  • developing, in conjunction with other departments and agencies, strategies and policy advice relating to Brexit's implications for Canada and to future relations with the United Kingdom and the European Union, including defence cooperation and trade;
  • supporting Operation UNIFIER - Canada's contribution to support Ukrainian defence and security forces through training and capacity building under the rubric of the Multinational Joint Commission to support the Ukrainian transformation of its defence institution and the Ukrainian Armed Forces into a proficient, professional and NATO-interoperable force;
  • working with other departments and agencies in the execution of a detailed analysis for government consideration for its re-engagement in United Nations peace operations;
  • in relation to the United States Administration and NATO, working with other departments and agencies to develop messaging and clear examples of Canada's commitment to international security;
  • working as a key player in coordinating the whole-of-government response and ongoing management of the kidnappings of Canadian citizens, and keeping the Prime Minister's Office informed about related activities;
  • managing more than 200,000 cases of consular services being provided to Canadians living or travelling abroad;
  • working closely with Public Safety on the development of the policy proposal and legislation for Bill C-22, An Act to establish the National Security and Intelligence Committee of Parliamentarians (Act);
  • working closely with federal partners in the cyber community to provide holistic situational updates and advice to the Prime Minister, the Prime Minister's Office and senior officials during major global cyber incidents;
  • providing advice and guidance in support of the Minister of Public Safety conducting a national public consultation on cyber security and on related gaps within Canada's cyber strategy;
  • supporting the Prime Minister in the context of natural disasters in Canada such as the Fort McMurray wildfires and the 2017 winter storms in New Brunswick by providing in-depth situational awareness and policy advice, and supporting a coordinated response in PCO and across the federal government;
  • supporting the Minister of Public Safety and Emergency Preparedness in the National Security Review. Following the analysis of over 60,000 responses received during the public consultation phase, PCO worked together with other relevant departments to identify, unpack and develop the best options to address ten key aspects of national security and determine how best to package and sequence the associated policy and legislative proposals for cabinet consideration in fiscal year 2017-2018; and
  • working with agencies and departments to validate risks and potential risk mitigation strategies designed to ensure continued aviation security in response to a continuously evolving threat environment.

Results

Expected results Performance indicators Target Date to achieve target 2016–17
Actual results
2015–16
Actual results
2014–15
Actual results
Decision-making is informed by professional, non-partisan advice provided. The Prime Minister and portfolio ministers are provided with timely support to enable decision-making.

The Prime Minister is provided with support for international engagements.
Target not applicable March 31, 2017 PCO effectively managed and delivered support to an exceptional volume of Prime Ministerial visits

PCO provided advice and supported the creation of three Cabinet committees to support global engagement.

PCO took a lead role in re-establishing a Canada-United States unit and the establishment of a Deputy Ministers Operations Committee which supported the Cabinet Committee on Canada-United States Relations.
PCO provided timely support to the Prime Minister and portfolio ministers to enable decision making. This included: reinforced support to a new Prime Minister during the first 100 days of a new mandate (transition period), as well as ongoing environmental analysis and issue management support to identify emerging issues.

PCO provided advice and support on the management of emergencies, including critical incidents abroad, such as the Paris attacks in November 2015, as well as the monitoring and coordination of response and support to provinces and territories.

PCO provided advice and support to the Prime Minister which facilitated the announcement of new approaches to the ongoing crises in Iraq and Syria, including the re-settlement of Syrian refugees in Canada.

PCO provided support to the Prime Minister on eight incoming bilateral visits with world leaders and ten visits abroad.

PCO briefed and supported the 22nd and 23rd Prime Ministers in advance of participation at international engagements (including, but not limited to, the Summit of the Americas in Panama; the G7 Summit in Germany, the G20 Summit in Turkey; the Asia-Pacific Economic Cooperation (APEC) Leaders’ Meeting in the Philippines; the 21st session of the Conference of the Parties (COP21) in Paris; and the World Economic Forum in Switzerland.
PCO provided timely support within expected timeframes on all priority issues. This is exemplified by the Department’s delivery of timely written and verbal assessments and advice on developments of relevance to the security and prosperity of Canada.

PCO successfully planned, coordinated, and supported the Prime Minister in the implementation of the Minister’s international engagement agenda, including participation in the G7 and G20 summits, the United Nations General Assembly, the 15th Summit of La Francophonie, the Asia-Pacific Economic Cooperation Summit, and through a number of successful bilateral visits.

The Prime Minister participated in 11 incoming bilateral visits with world leaders and 12 visits abroad.

Budgetary financial resources (dollars)

2016–17 Planned spending 2016–17 Actual spending 2016–17 Difference (actual minus planned)
11,932,036 11,480,033 (452,003)

Human resources (full-time equivalents)

2016–17 Planned full-time equivalents 2016–17 Actual full-time equivalents 2016–17 Difference (actual minus planned)
89 83 (6)

Information on PCO's lower-level programs is available in the TBS InfoBase.iii

1.1.3: Intergovernmental affairs

Description

PCO provides advice and support to the Prime Minister as the Minister of Intergovernmental Affairs on bilateral and multilateral engagement with provinces and territories and the management of the federation and strengthening of national unity. In support of the development and implementation of the Government's agenda and priorities, PCO provides an intergovernmental lens on policy and program initiatives.

Results Highlights

PCO provided advice, information and support to the Prime Minister as Minister of Intergovernmental Affairs for meetings, teleconferences, and correspondence with provincial and territorial leaders to advance government priorities, maintain effective collaborative relationships and support effective management of intergovernmental issues. PCO coordinated efforts on implementing other government priorities with intergovernmental implications, such as housing, health care, legalization of cannabis, early learning and child care, internal and international trade, and infrastructure.

In total, Intergovernmental Affairs provided support for one First Ministers' Meeting; four First Ministers' Teleconferences; 22 bilateral meetings and calls between the Prime Minister and Premiers; and 36 ministerial Federal-Provincial-Territorial meetings.

Throughout 2016-17, PCO provided strategies and synthesized analyses to the Prime Minister and portfolio ministers on a range of social and economic policies, and optimized intergovernmental relations and engagements with Indigenous communities.

To advance shared priorities with provinces and territories, promote collaborative federalism and support engagements with Indigenous leaders, PCO provided timely and strategic policy advice to the Prime Minister as Minister of Intergovernmental Affairs throughout 2016-17.

PCO managed 22 meetings and bilateral discussions with federal-provincial-territorial and Indigenous counterparts and 25 regional tours (since August 2016). An all-in-one integrated document was formulated by PCO to ensure the delivery of coherent, clear and concise advice.

Working closely with Innovation, Science and Economic Development and the Atlantic Canada Opportunities Agency, other federal departments, the four Atlantic Provinces and the political staff of relevant ministers, PCO led collaboration across federal departments that resulted in the development and implementation of the Atlantic Growth Strategy. This Strategy was adopted in July 2016. Implementation of the Strategy resulted in such concrete actions as the pilot Immigration Project focused on employer involvement, faster processing of applications and retention of immigrants in the regions.

PCO worked closely with Indigenous and Northern Affairs Canada and other government departments (e.g. Health, Innovation, Science and Economic Development, Infrastructure, Natural Resources, etc.) to identify priority areas for action by the federal and Ontario governments to support northern Ontario Aboriginal communities, in accordance with the mandate given to the Clerk of the Privy Council Office and the Secretary to the Cabinet of Ontario by the Prime Minister and the Premier, respectively. PCO organized a joint meeting of the Clerk, the Secretary to the Cabinet of Ontario and the deputy ministers of the two governments in November 2016. This established a process to foster collaboration with the Government of Ontario and identified priority areas for action to support the social and economic development goals of the Indigenous communities of Northern Ontario.

To realize effective and efficient delivery of its priorities, a new secretariat was established in PCO to support the Working Group of Ministers on the Review of Law and Policies.

Other core priorities addressed by PCO included:

  • Successfully supporting the First Ministers' Meeting on the Pan-Canadian Framework on Climate Change and the First Ministers' Meeting with National Indigenous Organizations' leaders in December 2016;
  • Supporting the meetings of the Federal-Provincial-Territorial Deputy Ministers' Committee and briefings on the Pan-Canadian Framework on Clean Growth and Climate Change;
  • Developing and implementing an engagement strategy for National Indigenous Organizations to provide input to the Pan-Canadian Framework; and
  • Leading the development and successful negotiation of bilateral Canada-National Indigenous Organizations' leaders' agreements to support Indigenous engagement in climate change activities.

Results

Expected results Performance indicators Target Date to achieve target 2016–17
Actual results
2015–16
Actual results
2014–15
Actual results
Decision-making is informed by professional, non-partisan advice provided. The Prime Minister and portfolio ministers are provided with timely support for federal-provincial-territorial meetings and calls. Target not applicable March 31, 2017 Provided support for 1 First Ministers’ Meeting; 4 First Ministers’ teleconferences; 22 bilateral meetings and calls between the Prime Minister and Premiers; and 36 ministerial federal-provincial-territorial meetings.

PCO supported over 102 briefing notes to the Prime Minister and Prime Minister’s Office related to intergovernmental relations.
PCO supported: 35 meetings and calls between the Prime Minister or the Minister of Intergovernmental Affairs and provincial -territorial counterparts.

10 meetings and calls between the Clerk and provincial-territorial counterparts.

Over 80 briefing notes related to the management of inter-governmental relations to the Prime Minister, the Minister of Intergovernmental Affairs and the Prime Minister’s Office.
PCO supported 32 meetings and calls between the Prime Minister or the Minister of Intergovernmental Affairs and their provincial and territorial counterparts. PCO also supported 10 meetings and calls between the Clerk and provincial/territorial counterparts.

Budgetary financial resources (dollars)

2016–17 Planned spending 2016–17 Actual spending 2016–17 Difference (actual minus planned)
3,311,585 3,848,543 536,958

Human resources (full-time equivalents)

2016–17 Planned full-time equivalents 2016–17 Actual full-time equivalents 2016–17 Difference (actual minus planned)
24 28 4

Information on PCO's lower-level programs is available in the TBS InfoBase.iv

1.1.4: Legislation, parliamentary issues and democratic reform

Description

PCO provides advice and support to the Prime Minister, the Leader of the Government in the House of Commons, and the Minister of Democratic Institutions on the development, coordination and implementation of the Government's legislative and parliamentary programs and democratic reform agenda. PCO supports these portfolio ministers in their policy responsibilities, and participation in Cabinet committees and parliamentary activities. PCO supports and coordinates the government-wide process of Parliamentary Returns. PCO also provides advice and operational support for the introduction and progression of legislative initiatives, with a particular emphasis on priority bills.

Results Highlights

In 2016-17, PCO developed legislation for the establishment of the National Security and Intelligence Committee of Parliamentarians, the Canada Infrastructure Bank, the Invest in Canada Agency, the reform of the Parliamentary Budget Office and reinforcing the independence of the Chief Statistician.

PCO also contributed to efforts to change the Canada Elections Act in support of the government's commitment to repeal the problematic elements of the Fair Elections Act. PCO provided advice on Access to Information Reform related to Parliament and ministers' offices and supported the Minister of Democratic Institutions on electoral reform.

PCO established and launched the Innovation Hub Advisory Committee, a diverse array of departmental collaborations focussed on the application of, and to advise on, the design and use of experimental policy/program approaches, such as behavioral insights and design thinking. The Special Committee on Electoral Reform was formed in June 2016 and held 57 meetings throughout all provinces and territories. PCO engaged with Canadians using mail-outs and on-line tools. In November 2016, based on the outcome of these engagements, it was noted that there was no consensus reached on one particular voting system. The mandate of the new Minister noted that without a clear preference, a referendum would not be in Canada's interest and changing the electoral system would not be included in the Mandate letter.

Following extensive consultations with Canadians, the Government introduced Bill C-33, which proposes seven measures to increase participation and enhance the integrity of elections at the federal level in Canada, and Bill C-50, which makes political fundraising events more open and transparent, as part of ongoing efforts to restore Canadians' trust and participation in our democratic processes.

Results

Expected results Performance indicators Target Date to achieve target 2016–17
Actual results
2015–16
Actual results
2014–15
Actual results
Decision-making is informed by professional, non-partisan advice provided. The Prime Minister and portfolio ministers are provided with timely support to enable decision-making.

PCO's advice enables the Government to achieve its legislative agenda.
  • Number of bills introduced and passed.
  • Number and timelines of responses to Parliamentary Returns.
Target not applicable March 31, 2017 PCO developed legislation for the establishment of the National Security and Intelligence Committee of Parliamentarians, the Canada Infrastructure Bank, the Invest in Canada Agency, the reform of the Parliamentary Budget Office and reinforcing the independence of the Chief Statistician.

The Special Committee on Electoral Reform was formed in June 2016 and held 57 meetings throughout all provinces and territories.

35 Government bills were introduced; 14 bills received Royal Assent.

A total of 2,058 Parliamentary Returns were tabled in the House and Senate.
Timely support was provided by PCO to the 22nd and 23rd Prime Ministers and to their respective portfolio ministers to enable decision making throughout 2015-16, and enable the achievement of the legislative agendas of each government.

29 Government bills were introduced; 24 bills received Royal Assent.

A total of 1,274 Parliamentary Returns were managed across all government organizations.
PCO provided timely support on all priority issues within expected timeframes. This is exemplified by PCO's well-timed efforts to support the adoption of budget implementation legislation to support all the initiatives of Budget 2014, and support to legislative changes to Canada's election laws, adopted in time for the 2015 federal election.

27 Government bills were introduced; 30 bills received Royal Assent.

A total of 3,754 Parliamentary Returns were managed across all government organizations.

Budgetary financial resources (dollars)

2016–17 Planned spending 2016–17 Actual spending 2016–17 Difference (actual minus planned)
3,731,100 3,831,481 100,381

Human resources (full-time equivalents)

2016–17 Planned full-time equivalents 2016–17 Actual full-time equivalents 2016–17 Difference (actual minus planned)
28 30 2

Information on PCO's lower-level programs is available in the TBS InfoBase.v

1.1.5: Offices of the Prime Minister and portfolio ministers

Description

PMO and the offices of portfolio ministers have the budgets to carry out their operations. In addition, PCO provides telecommunications and audio-visual support, as well as technical support for the Prime Minister during his domestic and international visits. Furthermore, PCO's Executive Correspondence Services manages both inbound and outbound correspondence for PMO and portfolio ministers.

Results Highlights

Timely, secure support services and appropriate resources were delivered by PCO to the Prime Minister's Office and to the offices of portfolio ministers throughout 2016-17. An amplified level of engagement with Canadians, a stronger social media presence from the new Government and situational changes around the world contributed to significant increases in correspondence received (e.g. paper mail and email), making it necessary to expand the operational support required from PCO. In 2016-17, PCO augmented resources required to maintain the high-level of administrative support services needed by the Prime Minister's Office (e.g. correspondence, human resources, information and technology management, accommodations and security).

Inbound and outbound correspondence for the Prime Minister's Office and for the offices of portfolio ministers was effectively managed by PCO. The volume processed by PCO's executive correspondence services in 2016-17 included: 2,329,539 pieces of incoming correspondence, 123,038 pieces of outbound responses, and 22,266 phone calls. (See, Summary of Executive Correspondence Services Activities in 2016–17

The Prime Minister Tour Group provided technical and secure communication support to the Prime Minister for all domestic and international travel and events.

Results

Expected results Performance indicators Target Date to achieve target 2016–17
Actual results
2015–16
Actual results
2014–15
Actual results
The Prime Minister's Office and the offices of portfolio ministers are adequately resourced. The Prime Minister's Office and offices of portfolio ministers receive appropriate resources in a timely manner.

The Prime Minister's Office and offices of portfolio ministers receive the necessary services in a timely manner.
  • Number of pieces of correspondence processed for the Prime Minister and portfolio ministers (e.g., letters, emails, etc.).
  • Number of phone calls processed for the Prime Minister's Office.  
Target not applicable March 31, 2017 Augmented resources permitted PCO to provide services in a timely manner.

PCO processed:
  • 2,329,539 pieces of correspondence for the Prime Minister and portfolio ministers.
  •  123,038 responses were sent (i.e., letters and email).

PCO received and processed 22,266 phone calls from the Prime Minister's Office.

PCO provided all necessary services and resources in a timely manner.


PCO processed:
  • 1,719,414 pieces of correspondence for the Prime Minister and portfolio ministers.
  •  79,103 responses were sent (i.e., letters and email).

PCO received and processed 12,729 phone calls from the Prime Minister's Office.

PCO provided all necessary services and resources in a timely manner.


PCO processed:
  • 1,371,358 pieces of correspondence for the Prime Minister and portfolio ministers.
  • 79,136 responses were sent (e.g., letters and email).

PCO received and processed 13,111 phone calls from the Prime Minister's Office.

Budgetary financial resources (dollars)

2016–17 Planned spending 2016–17 Actual spending 2016–17 Difference (actual minus planned)
19,968,562 19,227,737 (740,825)

Human resources (full-time equivalents)

2016–17 Planned full-time equivalents 2016–17 Actual full-time equivalents 2016–17 Difference (actual minus planned)
187 157 (30)

Information on PCO’s lower-level programs is available in the TBS InfoBase.vi

1.2.1: Operation of Cabinet committees

Description

PCO helps coordinate the operation of Cabinet and Cabinet committees, including assisting in agenda-setting and meeting management and providing secretarial support and expert advice to the Cabinet and the Chairs of Cabinet committees on the full range of issues and policies they address. PCO also prepares Orders in Council and other statutory instruments to give effect to Government decisions.

Results Highlights

PCO continued to manage the day-to-day activities that supported the work of Cabinet and Cabinet committees, including providing the advice and professional secretariat support to ensure the business of Cabinet and Cabinet committees advanced and decisions that were made were implemented.

PCO continued to support meetings of Cabinet and of Cabinet committees with the timely delivery of high quality products, including the traditional paper-based Committee Recommendations and Cabinet minutes. In September 2016, PCO piloted an initiative with one committee. E-Cabinet enabled paperless meetings of the Cabinet Committee on Diversity and Inclusion. This innovative approach significantly modernized the way committee business was conducted while maintaining the confidentiality of the Cabinet committee. Through this pilot, PCO has been able to refine the process with a view to converting all committees to E-Cabinet by fiscal year 2017-18.

In 2016-17, creative leadership from PCO resulted in a revised template for Memoranda to Cabinet and the creation of the Due Diligence tool, so that Memoranda to Cabinet focused on decisions and were better grounded and evidence based. This initiative required substantial engagement of PCO, the Prime Minister’s Office, Ministers’ offices, departments and functional communities.

PCO provided secretariat support and strategic advice to:

  • Government House Leader
  • Government Representative in the Senate
  • Cabinet Committees

Support for cabinet committees included managing calendars and deliberations to enable effective discussion and decision-making by Ministers. Committee Chairs were fully briefed and were well supported in their roles and in achieving their particular objectives.

Cabinet committees continued to be structured to better focus on the Government’s priorities. The renaming of the Cabinet Committee on Growing the Middle Class reflected the central role of this committee in advancing this key objective. Similarly, PCO successfully managed the merger of two committees of Cabinet to form the Open Transparent Government and Parliament Cabinet Committee.

A new committee on Litigation Management was created to review the government’s litigation strategy and consider the policy, financial and legal implications of litigation involving the Government of Canada.

PCO oversaw the timely installation of and supported the Ad Hoc Cabinet Committee on Northern Alberta Wildfires. As well, full committee status was given to the Ad Hoc Cabinet Committee on Defence Procurement and to the Sub-Committee on Canada-United States Relations.

PCO managed the appointment of members of various committees, including some Chair and Vice-Chair positions.

PCO successfully organized two Cabinet retreats (April 2016, January 2017), which were pivotal and enabled the Government to pursue and deliver the agenda they promised to Canadians.

In early 2017, PCO established a Secretariat to support the Working Group of Ministers on the Review of Laws and Policies Related to Indigenous Peoples, which was given the mandate of reviewing federal laws, policies, and operational practices to help ensure the Government of Canada is meeting its constitutional obligations; adhering to international human rights standards; and supporting implementation of the Truth and Reconciliation Commission Calls to Action. The newly established PCO Secretariat on the Review of Laws and Policies related to Indigenous Peoples supported four meetings of the Working Group and drafted a Delivery Charter before the end of March 2017.

Results

Expected results Performance indicators Targe Date to achieve target 2016–17
Actual results
2015–16
Actual results
2014–15
Actual results
Cabinet and its committees are provided with the support required for decision-making. Cabinet and Cabinet committees are provided with timely support to enable decision- making.
  • Cabinet documents are distributed in a timely and secure manner to ministers.
  • Number of Orders in Council.
Target not applicable

March 31, 2017

E-Cabinet initiative piloted with one Cabinet committee.

New Memorandum to Cabinet template developed.

166 Cabinet and Cabinet committee meetings were held.

597 Cabinet documents issued, including Memoranda to Cabinet and presentations.

Ministers and officials spent approximately 300 hours in committee.

1,296 Orders in Council were approved.
PCO coordinated Cabinet documents and materials, and protected the integrity of the Cabinet decision-making process by ensuring confidentiality and by recording decisions of Cabinet committees.

PCO successfully managed the timely and secure distribution and accountability of all Cabinet documents to ministers.

1,119 Orders in Council were approved.
PCO prepared and distributed Cabinet documentation in both official languages in a timely manner. PCO distributed Cabinet documents to ministers with sufficient time for briefing and making informed decisions.

In total, 1,552 Orders in Council were approved.

Budgetary financial resources (dollars)

2016–17 Planned spending 2016–17 Actual spending 2016–17 Difference (actual minus planned)
7,987,478 8,783,954 796,476

Human resources (full-time equivalents)

2016–17 Planned full-time equivalents 2016–17 Actual full-time equivalents 2016–17 Difference (actual minus planned)
69 72 3

Information on PCO's lower-level programs is available in the TBS InfoBase.vii

1.2.2: Integration across the federal government

Description

PCO provides active leadership on effective policy integration across the federal government so that policy, legislative and management proposals take into account the full range of departmental and Public Service-wide perspectives and issues related to implementation, such as communications, parliamentary affairs, intergovernmental relations, legal and budget impacts. PCO coordinates the management of deputy minister-level meetings and provides expert advice to the Clerk of the Privy Council on a broad range of policy and management issues.

Results Highlights

As part of the Government's commitment to deliver real and meaningful results to Canadians, PCO provided centralized advice and coordination for the Prime Minister and Cabinet members on the Government's top priorities and mandate letter commitments through the Results and Delivery Unit, the Cabinet Committee on Agenda, Results and Communications, regular Stock Take meetings, and Ministerial Results Tables.

Oversight was maintained through the Cabinet Committee on Agenda, Results and Communications and through Prime Minister Stock Take meetings and Ministerial Results Tables. PCO supported four meetings of the Agenda, Results and Communications Committee, 16 Prime Minister Stock Take meetings, and supported results and delivery sessions and products for four Cabinet Retreats. As well, every department identified Chief Results and Delivery Officers and Director General level data leads. PCO co-chaired oversight meetings with the Treasury Board Secretariat. To further increase understanding of the approach, PCO delivered 25 engagements/conferences with other departments, including focused sessions at the Canada School of Public Service.

The federal government-wide implementation of the Policy on Results, effective, July 1, 2016, required extensive collaboration between PCO and other central agencies. PCO supported the development of a number of tools and processes aimed at embedding and refining the Government of Canada's results and delivery approach.

Results and Delivery Charters were developed for eleven whole-of-government priorities. These charters defined the outcomes, indicators and key initiatives to be tracked through the various oversight mechanisms. The process and approach for the Ministerial Results Table was also developed.  This tool will be used by the Cabinet Committee on Agenda, Results and Communications as well as individual Ministers to measure progress towards goals.

PCO collaborated on the new results annexes developed for Memoranda to Cabinet and Treasury Board submissions and supported the Treasury Board Secretariat in developing new departmental reporting mechanisms including the Departmental Results Framework. The approach was developed to ensure alignment between department-level results reporting and whole-of-government reporting on results.

Supporting the Prime Minister in his role as Minister of Youth, PCO's Youth Secretariat provided strategic advice and a whole-of-government approach to youth commitments to maximize federal impact on cross cutting-issues of greatest importance to youth. A Deputy Minister Committee on Youth and a Directors General Committee on Youth were created in April 2016.  The Youth Secretariat collaborated and coordinated with other federal departments on a number of initiatives. Most notably, the Youth Secretariat worked with:

  • Indigenous and Northern Affairs Canada to facilitate gaining youth perspectives on First Nations education;
  • Employment and Social Development Canada to incorporate youth insights in the work of the Expert Panel on Youth Employment and develop the Youth Service Initiative;
  • Natural Resources Canada to receive youth input on modernizing pipeline and energy development regulation in Canada; and
  • Global Affairs Canada, participating in supporting the selection, inclusion, logistics, and briefings of a number of youth delegates participating in international fora, including United Nations High Level Week and the United Nations Youth Delegate Programme.

The Youth Secretariat also coordinated the Government of Canada's Input to the United Nations on the implementation of the World Programme of Action for Youth.

Results

Expected results Performance indicators Target Date to achieve target 2016–17
Actual results
2015–16
Actual results
2014–15
Actual results
The Government's agenda is developed and implemented in a coordinated way. Deputy ministers are regularly informed of and engaged in the Government's agenda and activities.
  • Number of deputy minister meetings and sessions.
Target not applicable March 31, 2017 Prime Minister's Youth Advisory Council, the Youth secretariat has worked on four in-person meetings with the Prime Minister, Cabinet Ministers and senior officials across government.

The Advisory Council has had 12 virtual meetings with the Parliamentary Secretary (Youth), Ministers and government officials on topics such as mental health, innovation, and clean growth.

Since last September, over 135,000 invitations were sent to young people from across Canada to share their views on key priorities, with hundreds participating in online or in-person engagement activities on topics such as accessibility legislation, climate change, agriculture, international development, and youth employment.
PCO provided advice and support for deputy minister meetings, which fostered greater policy integration across the federal government.

91 deputy minister meetings in total, which includes 9 Board of Management and Renewal meetings; and 2 deputy minister planning sessions.

 

PCO provided advice and support for deputy minister meetings, which fostered greater policy integration across the federal government.

91 deputy minister meetings in total, which includes 9 Board of Management and Renewal meetings; and 2 deputy minister planning sessions.

Budgetary financial resources (dollars)

2016–17 Planned spending 2016–17 Actual spending 2016–17 Difference (actual minus planned)
5,889,360 4,032,856 (1,856,504)

Human resources (full-time equivalents)

2016–17 Planned full-time equivalents 2016–17 Actual full-time equivalents 2016–17 Difference (actual minus planned)
39 30 (9)

Information on PCO's lower-level programs is available in the TBS InfoBase.viii

1.3.1: Business transformation and Public Service renewal

Description

PCO supports government-wide initiatives to offer improved and more responsive services to Canadians, to enhance productivity and to find better ways of doing business, in order to advance the vision of the Public Service set out in Blueprint 2020. PCO provides strategic advice on whole-of-government transformation, Public Service renewal and other management reforms, including through the Central Innovation Hub. In this context, PCO also supports deputy minister-level committees chaired by the Clerk of the Privy Council, as well as committees of external advisors.

Results Highlights

In 2016-17, PCO led the development of a strategic and innovative agenda for deputy minister committees engaged in Public Service Renewal, including the Board of Management and Renewal, and the Deputy Minister Network on Public Service Renewal. These efforts, in combination with the periodic deputy minister retreats, aligned with the annual report from the Clerk to the Prime Minister.

PCO supported the creation of the Clerk's Table on Diversity and Inclusion to draw on outside expertise and knowledge on improving representation and instituting a culture of inclusion. The new body will address issues in a practical and purposeful manner with a more focused scope and shorter-time frame.

PCO also supported the Clerk's Contact Group on Mental Health.  This group of Public Servants from various levels and backgrounds updates the Clerk on mental health issues being faced in their organizations.  Meeting regularly, the members of the Contact Group also share their views on mental health initiatives planned or underway across the Federal Public Service.

The Deputy Minister Network on Public Service Renewal was struck to maintain deputy minister level leadership and focus on the renewal agenda. This group replaced the Blueprint 2020 individual deputy minister champion role and is designed to build on the champions of communities, recognized as key to renewal (e.g. employment equity and diversity, youth, managers, internal services, HR, learning, results). The Chair is accountable to the Clerk.  This new Network promotes an integrated and coherent approach to public service renewal that leverages and aligns existing actions and momentum for change.

PCO collaborated with the Treasury Board Secretariat on a full redesign of the Public Service Awards of Excellence. The new approach will recognize stories of excellence year-round and improve the prestige of these awards while acknowledging the significant role of rewards and recognition in creating culture change.

Deputy Minister retreats and the respective management agenda discussions were successfully organized by PCO in April 2016 and January 2017. These retreats provided opportunity for a review of the Deputy Minister Policy Committee structure and consultation on, and launch of, a new medium-term planning exercise, including a successor project to Canada 150 and a new partnership with the Canada School of Public Service.

Specifically, new items advanced by PCO in 2016-17 included:

  • a Results Plan for a healthy and productive workplace that uses impact to reconcile with the Blueprint 2020 vision of a world-class Public Service equipped to serve Canada and Canadians into the future;
  • using and highlighting the power of tools such as GCconnex (the Government of Canada's internal professional social networking platform) to increase and facilitate collaboration, overcome limitations caused by hierarchical thinking and generate ideas and knowledge-sharing; and
  • guiding the planning and execution of the second annual Blueprint 2020 Innovation Fair which attracted 2,123 in-person visitors, 2,879 connections for virtual participation and more than 480 volunteers from over 47 federal departments and agencies. This year the concept evolved to include fairs in 10 regions, 12 cities and a public-facing space in Ottawa showcasing results for Canadians.

Jointly with the government of the Yukon (Co-Chair of the Council of the Federation), PCO conducted the planning, preparation and coordination of meetings of federal, provincial and territorial clerks and secretaries to Cabinet. Two meetings were held in 2016-17 in Toronto and Whitehorse on topics of major interest to all parties, including national security, public service recruitment and public policy innovation.

The Prime Minister received the 24th Annual Report to the Prime Minister on the Public Service of Canada on March 31, 2017. PCO led the development of the Report which provided highlights of work carried out in 2016-17 by public servants to deliver the Government's agenda. The Report also highlighted work underway to create a healthy and productive workforce and to improve the ability of the Public Service to better serve government and Canadians.  Given that this is the 150th year of confederation, the Report marked the significance of this year providing a quick overview of 150 years of the Public Service. The Report was downloaded nearly 9,924 times between May 8 and August 4, 2017, an increase of 455% over the previous year. During this time, there were 43,341 visits to the Report website, a 150% increase over the previous year.

Between April 1, 2016 and March 31, 2017, PCO supported the Clerk and Deputy Clerk's engagement with public servants across Canada to discuss ongoing efforts to renew the Public Service. This included appearances at over 30 large scale PCO-led events including the Third Annual Blueprint 2020 Innovation Fair, providing opportunities for exchanges with over 14,000 public servants in a wide range of departments, organizations and horizontal communities across all regions of Canada.

The Clerk broadened his approach to engaging public servants by increasing his presence on social media platforms. The Clerk was also active on social media during 2016-17. On Facebook, 338 posts were published and 826 new fans were gained. The posts generated a total of 7,239 engagements (reactions, comments, shares), 1,466 clicks, and roughly 350,000 impressions.  On Twitter, 529 posts were published and 2,617 new followers were gained. The tweets generated a total of 8,885 engagements (retweets, replies, quotes, likes), 13,729 clicks, and over 1,330,000 impressions. As well, the Clerk's website was visited 264,430 times from April 1, 2016, to March 31, 2017.

Results

Expected results Performance indicators Target Date to achieve target 2016–17
Actual results
2015–16
Actual results
2014–15
Actual results
The Prime Minister and the Clerk of the Privy Council are provided with the support required to lead the Public Service renewal and business transformation agendas. The Prime Minister and the Clerk are provided with advice on Public Service renewal and business transformation.
  • Clerk's Annual Report to the Prime Minister on the Public Service of Canada.
  • Number of Clerk and Deputy Clerk outreach activities.
Target not applicable March 31, 2017 PCO supported the Clerk and Deputy Clerk in extensive engagement events on renewal reaching over 14,000 employees.

Over 2,100 employees from 70 federal organizations participated in the 2016 Innovation Fair.

PCO developed and delivered:
PCO supported and advised the Board of Management and Renewal, including the Sub-Committee on Public Service Engagement and Workplace Culture.

PCO supported and delivered:
  • The Annual Report of the Prime Minister's Advisory Committee on the Public Service.
  • The Clerk's Twenty-Third Annual Report to the Prime Minister on the Public Service of Canada.
  • Support to the Clerk and Deputy Clerk on 14 outreach activities on business transformation and Public Service renewal, including 9 speeches at national fora, and participation at 5 national events.
  • PCO provided the Prime Minister and the Clerk with timely and strategic advice on Public Service renewal and business transformation.
  • PCO supported two meetings of the Prime Minister's Advisory Committee on the Public Service. Subsequent meetings were postponed during the transition period following the federal election.
PCO provided advice and support on Public Service renewal and business transformation to the Prime Minister and the Clerk, in part through the Prime Minister's Advisory Committee on the Public Service and the Deputy Minister Board of Management and Renewal.

PCO supported three meetings of the Prime Minister's Advisory Committee on the Public Service.

Budgetary financial resources (dollars)

2016–17 Planned spending 2016–17 Actual spending 2016–17 Difference (actual minus planned)
3,693,375 2,985,322 (708,053)

Human resources (full-time equivalents)

2016–17 Planned full-time equivalents 2016–17 Actual full-time equivalent 2016–17 Difference (actual minus planned)
25 26 1

Information on PCO's lower-level programs is available in the TBS InfoBase.ix

1.3.2: Management of senior leaders

Description

PCO supports government-wide initiatives to offer improved and more responsive services to Canadians, to enhance productivity and to find better ways of doing business, in order to advance the vision of the Public Service set out in Blueprint 2020. PCO provides strategic advice on whole-of-government transformation, Public Service renewal and other management reforms, including through the Central Innovation Hub. In this context, PCO also supports deputy minister-level committees chaired by the Clerk of the Privy Council, as well as committees of external advisors.

Results Highlights

PCO continued to support the Prime Minister and the Clerk of the Privy Council in the management of senior leaders. This work ensures that the Public Service maintains its capacity to effectively carry out the Government's agenda.

In 2016-17, PCO supported the Clerk with succession planning for senior executives and with Public Service leadership development which included advice to the Clerk on deputy minister-level appointments. There were 39 appointments made to the deputy minister ranks of the Public Service, this included 21 new appointments to the deputy minister community and the movement of 18 existing deputy ministers – one of the largest turnovers in many years.  Additionally, in 2016-17, for the first time in the Public Service of Canada, a proposal was developed to engage a search firm to build and maintain an external inventory of potential appointees to the deputy minister community. PCO continued to provide advice to the Prime Minister on proposed recruitment processes for key leadership positions.

In support of learning and development of this community, PCO oversaw the development of a new orientation program for Heads of Agencies and Administrative Tribunals, which will be delivered for the first time in 2017-18.  PCO actively participated in the delivery of sessions with the Canada School of Public Service for directors of crown corporations and deputy ministers and associate deputy ministers. PCO also administered a one-on-one orientation program to provide personalized briefings to senior leaders, in partnership with the Treasury Board of Canada Secretariat.

PCO supported the timely completion of the Performance Management Program for all eligible Governor-in-Council appointees in 2016-17. PCO also supported the completion of the Talent Management Program for both assistant and associate deputy ministers during 2016-17. Designed to assess the potential of individuals for suitability for future appointments, this Talent Management Program served to minimize vacancies in senior leader positions and assess the performance of leaders to identify opportunities for improvement. The Program includes review meetings held by the Committee of Senior Officials, which functions as the human resources committee for the senior executive cadre of the Public Service. At these meetings, issues related to succession planning and talent management in the senior ranks were discussed.

PCO supported the Clerk of the Privy Council in identifying the membership of all deputy minister-level committees. PCO also acted as the Secretariat for the Committee of Senior Officials.

Results

Expected results Performance indicators Target Date to achieve target 2016–17
Actual results
2015–16
Actual results
2014–15
Actual results

Effective programs and mechanisms are in place for the development of future leaders of the Public Service and to develop and manage Governor-in- Council appointees.

Successful completion of the annual Performance Management Program for Governor-in-Council appointees.

Successful completion of the Talent Management Program for assistant deputy ministers and associate deputy ministers.

Successful development and implementation of the necessary orientation and training programs for Governor-in-Council appointees.

Target not applicable March 31, 2017 All eligible appointees were evaluated under the Performance Management Program for Governor-in-Council appointees in 2016-17.

All assistant deputy ministers and associate deputy ministers completed their Talent Management Program for 2016-17.

Orientation programs overseen by PCO were delivered by the Canada School of Public Service during 2016-17. PCO also administered one-on-one orientation and personalized briefing to senior leaders, in partnership with the Treasury Board of Canada Secretariat.
All eligible appointees were evaluated under the Performance Management Program for Governor-in-Council appointees.

All assistant deputy ministers and associate deputy ministers completed their Talent Management Program.

An orientation program, overseen by PCO, was implemented by the Canada School of Public Service.

PCO also administered one-on-one orientation and provided personalized briefings to senior leaders, in partnership with the Treasury Board of Canada Secretariat.
All programs were conducted successfully throughout the year, resulting in strengthened management of the senior leadership cadre.

PCO supported the Clerk in the management of senior leaders through effective succession planning, talent management, orientation and leadership development programs.

PCO supported five meetings of the Committee of Senior Officials and one sub-committee meeting.

Budgetary financial resources (dollars)

2016–17 Planned spending 2016–17 Actual spending 2016–17 Difference (actual minus planned)
980,822 1,118,987 138,165

Human resources (full-time equivalents)

2016–17 Planned full-time equivalents 2016–17 Actual full-time equivalents 2016–17 Difference (actual minus planned)
6 7 1

Information on PCO’s lower-level programs is available in the TBS InfoBase.x

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