2020–21 Departmental Results Report

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From the Prime Minister

Results at a glance

In 2020–21, the Privy Council Office (PCO) continued to support the development and implementation of the Government of Canada's policy and legislative agendas. PCO also coordinated responses to issues facing the Government and the country — in particular, as the global COVID-19 pandemic emerged and affected Canada, other countries and people around the world — and ensured the effective operation of Cabinet and government during this unprecedented time of challenge.

As such, PCO continued to be the hub across government to coordinate and provide timely, comprehensive, expert analysis and advice in support of the full spectrum of policy, budget and legislative priorities of the Prime Minister, the Deputy Prime Minister, portfolio ministers, Cabinet and Cabinet committees. This included:

Providing non-partisan advice to the Prime Minister, the Deputy Prime Minister, portfolio ministers, Cabinet, and Cabinet committees on matters of national and international importance

PCO delivered analysis and advice and supported national and international programs and policies in 2020–21, having:

• provided broad support in advancing policies and measures that fostered public health and safety and supported Canadians in response to the COVID-19 global pandemic. This included the extension of income support benefits and providing strong controls at all ports of entry; 
• developed strategic policy advice and intelligence assessments to support the Prime Minister’s international engagements, and engaged with international partners to enhance intelligence sharing and provide holistic assessments. This included organizing 115 calls and 28 virtual and in-person leader-level events;
• coordinated the development of strategic recommendations and policy advice to the Prime Minister in order to advance core bilateral and multilateral relationships, contribute to international efforts to address the global pandemic, increase and diversify international trade, pursue a progressive international agenda, and advance Canada’s economic and trade interests;
• supported the Prime Minister and Cabinet committees in reconciliation efforts with Canada’s First Nations, Inuit and Métis. This included providing advice to the Cabinet Committee on Reconciliation, supporting engagement with Indigenous partners on priorities, and supporting whole-of-government efforts to respond to COVID-19 in Indigenous communities;
• provided advice and policy support to the President of the Queen’s Privy Council for Canada and Minister of Intergovernmental Affairs to support key parts of his mandate, including the continued leadership of an integrated government response to protect Canada’s democratic institutions against foreign interference and disinformation and supporting the establishment of a Leaders’ Debates Commission; and
• provided advice and policy support to the Prime Minister and Cabinet ministers in their bilateral and multilateral engagements with the provinces and territories. This work included ensuring the complementarity of federal, provincial, and territorial public health and economic recovery measures to support Canadians through the COVID-19 pandemic, and collaborating with jurisdictions on priorities.

Ensuring that the Cabinet decision-making process runs smoothly and helping implement the Government’s agenda

PCO supports the efficient and effective functioning of Cabinet and its committees in order to enable Cabinet ministers and the Prime Minister to collectively make decisions on major new policies, programs or legislation. PCO does so by coordinating the Cabinet's decision-making system, performing a challenge function to departmental proposals to Cabinet, and preparing briefing materials and accompanying policy analysis to facilitate Cabinet’s decision-making process.

To that end, PCO played a critical challenge function in the development of 431 departmental Cabinet documents, including 121 Memoranda to Cabinet and 310 presentations and other documents, ensuring that these policy proposals supported evidence-based decision making and that submissions were consistent with the Government’s overall policy direction. These statistics also include numerous Cabinet documents in support of the Cabinet Committee on the Federal Response to COVID-19. PCO also supported Canada’s first virtual swearing in ceremony for Cabinet ministers.

PCO continued to provide analysis, advice and support to the Prime Minister and Cabinet in fulfilling the Government’s commitment to deliver meaningful results by making evidence-based decisions, monitoring delivery, addressing implementation challenges on key priorities, and reporting on progress to Canadians. PCO also provided administrative services to the Prime Minister’s Office, the Ministers of the Portfolio, and Commissions of Inquiry.

Fostering an effective and inclusive Public Service

With the Beyond2020 renewal framework focused on nurturing a more agile, inclusive and better equipped public service, PCO continued to engage with employees across the Public Service to support their efforts in adopting innovative and inclusive practices.

PCO worked with other federal departments, central agencies, functional and horizontal communities, and partners outside of government to advance the vision of a world-class public service equipped to serve Canada and Canadians now and into the future.

PCO’s total actual spending for 2020–21: $202,293,324
PCO’s total actual full-time equivalents for 2020–21: 1,180

For more information on PCO’s plans, priorities and results achieved, see the “Results: what we achieved” section of this report.

Results: what we achieved

Core responsibility: 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.

Results:

Throughout 2020–21, PCO was responsible for providing public service support to the Prime Minister to advance the Government’s economic and social priorities as well as operational issues on a daily basis. PCO accomplished this by:

Helping the Government achieve its priorities through the delivery of high-quality information, expert analysis and advice

PCO facilitated coordinated action across federal departments and agencies and ensured policy coherence by providing advice and supporting the Prime Minister, his portfolio ministers and the Cabinet across the entire spectrum of policy challenges and opportunities facing the nation.

PCO also provided secretariat support to the Cabinet in its Governor in Council (GIC) role regarding appointments, machinery of government and security and intelligence matters. Furthermore, PCO supported the President of the Treasury Board and Treasury Board ministers in their role in the GIC process and the Prime Minister and the Clerk of the Privy Council on a range of activities relating to the use and management of Orders in Council, regulations and other statutory instruments. 

Ensuring all Canadians are secure and have the opportunity to attain full social and economic participation

Supporting Cabinet decision-making processes that are effective, of high quality, and consistent with the Government’s priorities

PCO continued to ensure that proposals and advice presented to Cabinet ministers took into account the full range of departmental and public service-wide perspectives, gender-based analysis and issues related to implementation, such as communications, parliamentary affairs, intergovernmental relations and fiscal impacts.

PCO supported the Cabinet Committee on the Federal Response to COVID-19. In addition to secretariat support, PCO provided strategic and urgent advice to the Deputy Prime Minister and Committee members in order to carry out their mandate of ensuring a whole-of-government leadership, coordination and preparedness for a response to, and recovery from, the pandemic.

PCO launched a program of applied research grounded in behavioural science to help support the Government’s response effort in accurately and effectively promoting the measures recommended by public health experts to reduce the spread of COVID-19 in Canada.

PCO also supported the Leader of the Government in the House of Commons in advancing the Government’s legislative agenda: 35 government bills were introduced and 15 bills received Royal Assent during this period, including the first of several pieces of legislation in response to COVID-19. Furthermore, PCO provided advice and support to the Government on legislation, private members’ business, parliamentary returns and parliamentary practices and procedure.

Ensuring a transparent, democratic and secure Government

PCO provided advice and policy support to the President of the Queen’s Privy Council for Canada and Minister of Intergovernmental Affairs to ensure the continued leadership of an integrated government response to protect Canada’s democratic institutions against foreign interference and disinformation.

PCO also supported the President of the Queen’s Privy Council for Canada and Minister of Intergovernmental Affairs in establishing the re-appointment of the Right Honourable David Johnston as Debates Commissioner, to ensure that there will be federal leaders’ debates in advance of the 44th general election.

PCO additionally supported the President of the Queen’s Privy Council for Canada and Minister of Intergovernmental Affairs in his role as co-lead of Principle 3 (Defend Electoral Processes) of the Paris Call for Trust and Security in Cyberspace, a commitment to addressing new cyberspace threats that could endanger citizens and democratic infrastructure.

As part of the comprehensive review of the 2019 Protecting Democracy Plan, PCO led a government-wide engagement exercise with over 13 departments and agencies. An assessment of some of the key measures from the 2019 Plan was conducted, including:

• Establishing an independent evaluation process for the Critical Election Incident Public Protocol (the public version of the report was released in November 2020).
• Completing an internal review of the 2019 Declaration on Electoral Integrity Online in December 2020.

PCO supported all the necessary steps, including the policy and drafting process for the introduction of Senate Bill S-4, An Act to amend the Parliament of Canada and to make consequential and related amendments to other Acts, seeking to reflect the evolving and increasingly non-partisan nature of the Senate.

PCO continued to support the Government’s commitment to an open, transparent, and merit-based approach to Governor in Council and Senate appointments that reflect Canada’s diversity. Between April 1, 2020 and March 31, 2021, 271 Governor in Council appointments were made following open, transparent, and merit-based selection processes. Of those appointees, close to 51% identify as women, close to 11% as visible minorities, over 6% as Indigenous peoples, and over 4% as Canadians with disabilities.

Championing Public Service leadership and renewal

PCO actively engaged the Beyond2020 renewal community to support discussions and engagements on how public servants and the Public Service was adapting during the response to the pandemic.

PCO designed FEDTalks – Beyond2020 in Action as a virtual platform for organizations and communities to share the experiences of how public servants were responding to the pandemic. Overall, the event generated over 11,000 views.

PCO collaborated with the Observatory of Public Sector Innovation (OPSI) on the Government After Shock event. The event was an early discussion on themes emerging from the response to the pandemic. PCO also convened six calls with the Beyond2020 community, with attendance ranging from 80 to over 100 participants per call.

In January 2021, the Clerk released the Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service. The Call to Action (CTA) sets out expectations for leaders, at all levels, to take direct practical action to invoke change with a particular focus on:

• Increasing representation, with specific calls to appoint, sponsor, support and recruit Indigenous employees and Black and other racialized employees.
• The development of inclusive leadership skills and a sense of belonging and trust for all public servants.

Following its release, PCO sought to improve awareness and understanding of the CTA by directly engaging with public servants across several departments, agencies, horizontal and functional communities, and Deputy-level committees.

The strategic management agenda and ongoing renewal of the federal Public Service was guided by the Board of Management and Renewal, which is chaired by the Clerk of the Privy Council and comprised of senior deputy ministers. PCO convened six meetings of the Board of Management and Renewal in 2020-21.

In addition, PCO convened three meetings of the Clerk’s Contact Group on Mental Health to hear employee mental health experiences and views during the year.

Gender-based analysis plus

In 2020–21, PCO continued to support implementation of the Action Plan on Gender-based analysis (2016–2020) across the Public Service, in collaboration with Women and Gender Equality Canada (WAGE) and the Treasury Board of Canada Secretariat. PCO continued to ensure that Gender-based analysis plus (GBA Plus) is considered in every Cabinet proposal and supported interdepartmental efforts led by WAGE to strengthen the quality, timing and intersectional focus of the analytical tool. In addition, PCO worked with the central agencies, WAGE and departments across the Public Service, to enhance guidance, tools and training on GBA Plus, thereby contributing to the release, in June 2021, of a new step-by-step guide, a quick reference document and a compendium of tools.

Experimentation

PCO continues to play a leadership role in advancing innovation and experimentation across the federal government through its flagship initiative, Impact Canada. In 2020–21, work continued to advance on a number of key innovative projects.

The Food Waste Reduction Challenge Streams A and B were launched in November 2020. Twenty-four semi-finalists were selected under the first two streams of the Challenge, which are focused on innovative business models to reduce food waste. In addition, the Housing Supply Challenge with Canada Mortgage and Housing Corporation launched Round 1 to seek innovative solutions to the barriers that limit the creation of new housing. In January 2021, the Canadian Space Agency and NASA launched their first Impact Canada challenge: the Deep Space Food Challenge, intended to incentivize the development of compact and novel advanced food production solutions. The $1M grand-prize winner of the Drug Checking Technology Challenge was also announced. Lastly, in partnership with the Atlantic Canada Opportunities Agency, work continued on the Hull Design Efficiency Challenge to develop an innovative hull design that meets the needs of the Atlantic inshore fishery, maximizes energy efficiency, lowers operational costs and reduces greenhouse gas emissions.

Furthermore, in consultation with Health Canada and the Public Health Agency of Canada, PCO expanded its experimentation mandate to integrate evidence-based, behaviourally-informed insights and recommendations to COVID-19 related policy and program issues, and government-wide decision making. Examples of this work included initiatives such as leading the COVID-19 Snapshot Monitoring (COSMO Canada) longitudinal study through thirteen waves of data collection to examine how attitudes and behaviours are evolving in tandem with the progression of the pandemic; understanding and promoting vaccine acceptance and uptake in Canada; reducing the risk of importing new cases of COVID-19 to Canada by applying insights and methods from behavioural science; promoting health, safety and well-being in frontline service delivery; combating the spread of misinformation and amplifying fact-based information through monitoring the mis/disinformation environment in Canada related to COVID-19; and leveraging the graphic design and communications expertise within PCO to develop behaviourally informed public health communication materials.

In 2020–21, PCO also launched and completed one Behavioural Science Fellowship recruitment campaign. The Impact Canada Fellowship program recruits external talent and skills into government aimed at increasing capacity and upskilling the existing workforce.

Results achieved

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 before implementing the DRF, 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.

Budgetary financial resources (dollars)

Human resources (full-time equivalents)

PCO’s actual spending under its core responsibility in fiscal year 2020–21 was $11.7 million higher than planned spending. This variance was mainly due to spending for the following activities:

• to support a whole-of-government strategy for communicating with Canadians about the COVID-19 pandemic;
• for the transfer of Ministers’ Regional Offices from Public Services and Procurement Canada (PSPC); and
• to enhance support to the Prime Minister, the Deputy Prime Minister, portfolio ministers and Cabinet and other key priorities.

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

Internal services

Description

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are:

• Acquisition Management Services
• Communication Services
• Financial Management Services
• Human Resources Management Services
• Information Management Services
• Information Technology Services
• Legal Services
• Materiel Management Services
• Management and Oversight Services
• Real Property Management Services

Budgetary financial resources (dollars)

Human resources (full-time equivalents)

PCO’s actual spending for Internal Services in fiscal year 2020–21 was $113.6 million, which is approximately $24.5 million higher than planned spending. This variance was primarily due to additional funding received in year to enhance secure communication technologies for senior officials across government and additional information technology (IT) investments due to the COVID-19 pandemic.

Some key internal services initiatives during the past fiscal year were as follows:

• Engaging with PCO’s Black, Indigenous, and People of Color communities (BIPOC), including the creation of a BIPOC Focus Group to help inform PCO’s Diversity and Inclusiveness Plan and future initiatives; and establishing a dedicated diversity and inclusiveness team within Human Resources.
• Improving the use of data analytics to support diversity and inclusiveness, including the use of disaggregated data. Individual work units were provided improved access to data to help guide their individual priorities including staffing.
• Continuing to refresh and modernize information technologies, including the ongoing implementation of new collaborative technologies, the successful rollout of logistical and IT requirements for employees that shifted to remote work during COVID-19, and the expansion of the Secure Communications for National Leadership initiative working closely with Shared Services Canada and the Communications Security Establishment.
• Integrating Ministers’ Regional Offices (MROs) into PCO and beginning to modernize IT in MROs. This allowed PCO to continue to improve Ministerial regional support during the pandemic.

Analysis of trends in spending and human resources

Actual expenditures

Departmental spending trend graph

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

The departmental spending trend graph presents planned (voted and statutory) spending over a six-year period (2018–19 to 2023–24).

Fiscal years 2018–19 to 2020–21 show actual expenditures as reported in the Public Accounts while 2021–22 to 2023–24 presents planned spending.

The 2019–20 actual spending of $185.3 million decreased by $28.9 million (14%), compared to 2018–19. This is primarily due to the decrease in spending for the National Inquiry into Missing and Murdered Indigenous Women and Girls.

Spending increased by $16.9 million (9%) in 2020–21, mainly due to an increase in spending for a whole-of-government strategy for communicating with Canadians about the COVID-19 pandemic, the enhancement of secure communication technologies for senior officials across government, and the transfer of Ministers’ Regional Offices from PSPC.

Planned spending in 2021–22 is lower than 2020–21 spending by $9.9 million (5%). This is primarily due to the decrease in COVID-19 funding of $4.1 million and the decrease in funding for PCO’s capacity to support the Prime Minister and Cabinet of $3.7 million.

Spending is expected to decrease by $3.5 million (2%) in 2022–23 as compared to 2021–22, mainly due to the expected completion of PCO’s Secure Video Conferencing project in 2021–22.

Planned spending is expected to decrease by an additional $2.6 million (1%) in 2023–24, primarily due to a decrease in funding for the Impact Canada and Innovation Unit in 2023–24.

Budgetary performance summary for Core Responsibility and Internal Services (dollars)

2020–21 Budgetary actual gross spending summary (dollars)

Actual human resources

Human resources summary for Core Responsibility and Internal Services

Expenditures by vote

For information on PCO’s organizational voted and statutory expenditures, consult the Public Accounts of Canada 2020–2021.

Government of Canada spending and activities

Information on the alignment of PCO’s spending with the Government of Canada’s spending and activities is available in GC InfoBase.

Financial statements and financial statements highlights

Financial statements

PCO’s financial statements (unaudited) for the year ended March 31, 2021, are available on the departmental website.

Financial statement highlights

Condensed Statement of Operations (unaudited) for the year ended March 31, 2021 (dollars)

Difference between 2019–20 actual results and 2020–21 actual results

The department’s actual net cost of operations before government funding and transfer for the 2020–21 fiscal year, as compared to 2019–20, increased by $21,469,381 primarily as a result of an expansion to the Secure Communications for National Leadership project, enhanced support to the Prime Minister, the Deputy Prime Minister, portfolio ministers and Cabinet and other key priorities and the transfer of the Ministers’ Regional Offices from PSPC.

Difference between 2020–21 actual results and 2020–21 planned results

The department’s actual net cost of operations from continuing activities was $36,416,772 higher than the planned results for the 2020–21 fiscal year primarily as a result of an expansion to the Secure Communications for National Leadership project, enhanced support to the Prime Minister, the Deputy Prime Minister, portfolio ministers and Cabinet and other key priorities and the transfer of the Ministers’ Regional Offices from PSPC.

Condensed Statement of Financial Position (unaudited) as of March 31, 2021 (dollars)

In 2020–21, the department’s net liabilities increased by $5,636,046. This increase is primarily attributable to an increase in accounts payable and accrued liabilities as well as vacation pay and compensatory leave.

Total net financial and non-financial assets in 2020–21 were $60,995,946, an increase of $9,489,318 from 2019–20. This variance is attributable to an increase in tangible capital assets and amounts due from the Consolidated Revenue Fund, which represents authorities available to discharge remaining accounts payable and accrued liabilities.

Corporate information

Organizational profile

• Appropriate ministers: The Right Honourable Justin Trudeau, Prime Minister of Canada
  The Honourable Chrystia Freeland, Deputy Prime Minister and Minister of Finance
  The Honourable Dominic LeBlanc, President of the Queen’s Privy Council for Canada and Minister of Intergovernmental Affairs
  The Honourable Pablo Rodriguez, Leader of the Government in the House of Commons
  The Honourable Jim Carr, Special Representative for the Prairies
• Institutional head: Janice Charette, Interim Clerk of the Privy Council and Secretary to the Cabinet
• Ministerial portfolio: Privy Council Office
• Enabling instrument: Order in Council P.C. 1940-1121
• Year of incorporation / commencement: 1867

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

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

Reporting framework

PCO’s Departmental Results Framework and Program Inventory of record for 2020–21 are shown below.

Supporting information on the program inventory

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

Supplementary information tables

The following supplementary information tables are available on PCO’s website:

• Reporting on Green Procurement
• Gender-based analysis plus

Federal tax expenditures

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

Organizational contact information

• Mailing address
  Privy Council Office
  85 Sparks Street
  Room 1000
  Ottawa, Ontario K1A 0A3
• Telephone
  • 613-957-5153 (9:00 a.m. to 5:00 p.m. EST)
  • TTY: 613-957-5741
• Fax: 613-957-5043
• Email: info@pco-bcp.gc.ca
• Websites
  • Privy Council Office - Website
  • Clerk of the Privy Council - Website
  • Clerk of the Privy Council - Twitter Account
  • Tweet to @PrivyCouncilCA

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 an appropriated department over a 3 year period. Departmental Plans are usually tabled in Parliament each spring.

departmental priority (priorité)

A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.

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 quantitative measure of progress on a departmental result.

departmental results framework (cadre ministériel des résultats)

A framework that connects the department’s core responsibilities to its 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, for whom and in what circumstances. Experimentation is related to, but distinct from 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. For a particular position, the full time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.

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 2019–20 Departmental Results Report, those high-level themes outlining the government’s agenda in the 2019 Speech from the Throne, namely: Fighting climate change; Strengthening the Middle Class; Walking the road of reconciliation; Keeping Canadians safe and healthy; and Positioning Canada for success in an uncertain world.

horizontal initiative (initiative horizontale)

An initiative where 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 to the expected result.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in 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 the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.

result (résultat)

A 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.

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.