Departmental Plan 2018-19

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Library and Archives Canada Cataloguing in Publication

©Her Majesty the Queen in Right of Canada (2018)
All rights reserved

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

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

CP1-13E-PDF
ISSN : 2371-7289



Prime Minister’s message

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

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

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

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

The Right Honourable Justin Trudeau, Prime Minister of Canada

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

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

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

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


The Right Honourable Justin Trudeau
Prime Minister of Canada

Plans at a glance

In 2018–19, the Privy Council Office (PCO) will continue to support the Prime Minister and Cabinet in advancing Government priorities for Canada.

PCO will assist with building a strong middle class by:

  • Providing advice in support of strengthening trade and modernizing trade agreements for the benefit of the middle class, including the renegotiation of the North American Free Trade Agreement (NAFTA).
  • Working with provinces, territories and other government departments for the development of economic policies that foster the growth of the middle class.

A key priority for the Government is to strengthen diversity and inclusion to ensure all Canadians have the opportunity to attain full economic and social participation. This will be done by:

  • Supporting the development of a youth policy by partnering with the Prime Minister’s Youth Council and collaborating with youth serving organizations and other government organizations.
  • Ensuring that all proposals to the Cabinet and its Committees are comprehensive and have included considerations for Gender-based Analysis Plus (GBA+) which considers gender and other identity factors.
  • Renewing the federal approach to the collection, use and display of sex and gender information, for a more gender inclusive data collection at the federal level, to allow for inclusion of transgender, non-binary and two-spirit Canadians.

PCO will also support the Government on renewing relationships with Indigenous Peoples in multiple ways including by supporting the creation of two new federal departments, namely Crown-Indigenous Relations and Northern Affairs, and Indigenous Services Canada.

To support open and accountable government, PCO will serve the PM and Cabinet by expanding the public reporting on the Prime Minister’s priorities and by providing regular updates on the status of ministerial mandate letter commitments through the Mandate Letter Tracker website.ii

For more information on PCO’s plans, priorities and planned results, see the “Planned results” section of this report.

Planned results: what we want to achieve this year and beyond

Core Responsibility

Serve the Prime Minister and Cabinet

Description

To deliver analysis, advice and support to the Prime Minister and Ministers of the Portfolio including non-partisan advice and information from across the Public Service resulting from consultations and collaboration with international and domestic sources inside and outside government.

To act as secretariat to the Cabinet and its committees including managing the Cabinet's decision-making system; coordinate departmental policy proposals to Cabinet; schedule and provide support services for meetings of Cabinet and Cabinet committees; advance the Government's agenda across federal departments and agencies; and provide administrative services to the Prime Minister's Office, Portfolio Ministers and to Commissions of Inquiry.

To lead and renew the Public Service in order to advise the Government; implement its agenda; and deliver services and results to Canadians.

Planning highlights
Delivery of analysis, advice and support

The Prime Minister, Cabinet ministers and Parliament require timely access to comprehensive and objective information to make decisions about laws, programs and services that affect Canadians. PCO is committed to helping the Government achieve its priorities through the delivery of high quality information, expert analysis and advice.

In 2018–19, PCO will support the achievement of the Government's priorities, such as:

  • Policy proposals to foster innovation, skills development and growth of the middle class by:
    • Providing whole of government vision and policy frameworks;
    • Providing advice in support of the current NAFTA and other trade negotiations, for the implementation or consideration of such agreements and to promote foreign investments in Canada;
    • Providing advice identifying strategies for achieving more skilled, diverse and inclusive labour markets, to encourage innovation and to support the transition to a modernized environmental regime; and
    • Supporting the Prime Minister’s international travel and participation in the G7, G20 and other Summit-level meetings.
  • National security and intelligence on global issues by:
    • Coordinating the development of legislation and policies, as well as responses to global issues, threats to exports, investments and to national safety and security; and
    • Developing foreign policy advice and recommendations to advance Canada’s international, security and economic interests.
  • Whole-of-government approaches to reconciliation with Indigenous Peoples by:
    • Supporting the Working Group of Ministers on the Review of Laws and Policies Related to Indigenous Peoples; and
    • Providing support to the National Inquiry into Missing and Murdered Indigenous Women and Girls.
  • Through PCO’s LGBTQ2 Secretariat by :
    LGBTQ2: Lesbian, gay,
    bisexual, transgender,
    queer and two-spirit
    • Supporting the Prime Minister’s Special Advisor on LGBTQ2 issues to fulfill his mandate to provide advice on the development and co-ordination of the Government’s LGBTQ2 priorities, and to engage LGBTQ2 communities from across the country; and
    • Ensuring the perspectives of transgender, non-binary and two-spirit Canadians inform the renewed federal approach to the collection, use and display of sex and gender information.
  • Intergovernmental Affairs and Youth by supporting the Prime Minister, in his role as Minister for Intergovernmental Affairs and Youth, by:
    • Developing a youth policy informed by engagement with youth and youth-serving organizations, and in partnership with the Prime Minister’s Youth Council. The policy will entrench commitments to youth, guide initiatives targeting youth and help ensure that youth are given a voice in public policy and society more generally; and
    • Advancing the Government’s priorities by collaborating bilaterally and multilaterally with provinces and territories to implement initiatives and strategies to, notably, address climate change, grow the middles class, support infrastructure investments and advance reconciliation with Indigenous Peoples.
  • Advancing the Government’s legislative agenda by:
    • Supporting the Leader of the Government in the House of Commons in coordinating the Government’s day-to-day business in the House of Commons and managing the Government’s overall legislative agenda.
  • Improving, strengthening and protecting Canada’ democratic institutions by:
    • Providing advice and support to the Minister of Democratic Institutions on the development and implementation of policy initiatives relating to political party leaders’ debates, the Canada Elections Act and political fundraising.
Open and Accountable Government

PCO is responsible for tracking and reporting on the commitments made in the ministerial mandate letters and plays a key role in fostering experimentation in program and service delivery within the Public Service. PCO will support the implementation of the Government’s priorities in 2018–19 by:

Led by PCO, the Impact Canada Initiative iv is a horizontal Government of Canada effort that applies innovative programming approaches to improve social, economic, and environmental outcomes in high priority areas. It provides departments a vehicle to allocate their funds towards their experimentation commitmentsv.

  • Expanding public reporting on the status of implementation of the Prime Minister’s priorities, notably by providing regular updates on the status of ministerial mandate letter commitments through the Mandate Letter Tracker websiteiii and outcome reporting on priorities;
  • Supporting government departments and agencies in the application of innovative and experimental approaches to solve complex public policy challenges and improve outcomes for Canadians; and
  • Supporting the Government’s commitment to open, transparent and merit-based selection processes for Senate and Governor in Council appointments.
Secretariat to the Cabinet and its committees

The work of PCO secretariats ensures that the Cabinet decision-making process operates effectively and materials such as proposals to the Cabinet and its committees are comprehensive, of high quality and consistent with the Government’s priorities. 

In its role of Secretariat to Cabinet, PCO intends to strengthen the Memorandum to Cabinetvi process and the ability of secretariats to provide comprehensive and timely information, analysis and advice. This will be achieved by:

  • Using analytical tools such as Gender-Based Analysis Plus (GBA+)vii to assess the implications of policies and programs for women, men and gender-diverse people;
  • Maintaining a broad and comprehensive understanding of the impacts of policy proposals including legal risk, impacts on other federal policies and the implications for the private and voluntary sectors; and,
  • Ensuring that PCO’s policy advice related to proposals presented to Cabinet and its committees is evidence-based and robust.

Gender-Based Analysis Plus  (GBA+) Commitments until 2020

  • Develop and implement a framework to monitor progress on GBA+ capacity and implementation across the Government;
  • Report regularly on GBA+;
  • Play a proactive role to ensure GBA+ consideration in Cabinet submissions;
  • Support Status of Women Canada (SWC) in assessing departments and agencies’ performance on GBA+; and
  • Work with SWC to identify examples where GBA+ has impacted outcomes of policies, programs and legislation.
Renewing the Public Service

In collaboration with other departments and agencies, PCO supports the development and maintenance of a high performing Public Service.  As part of this work, PCO provides advice to the Clerk of the Privy Council and the Prime Minister on the renewal of the Public Service in order to foster a more inclusive, healthy and innovative workplace and workforce.  PCO also supports the human resources management of senior leaders across the government.

In this role, PCO will:

  • Support the Clerk and Deputy Clerk in engagements with the Public Service to promote public service renewal;
  • Develop the Clerk's Annual Report to the Prime Minister on the Public Service of Canada; and
  • Support the work of senior-level committees with a focus on public service renewal efforts, including the advancement of healthy workplaces that promote diversity and inclusion and foster innovation.
Planned results

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

Departmental Results Departmental Result Indicators Target Date to achieve target 2014–15 Actual results 2015–16 Actual results 2016–17 Actual results
Government‘s priorities are achieved. Percentage of Mandate Letter commitments achieved 70% or more March 2019 N/A N/A N/A
Percentage of Mandate Letter commitments underway 30% or less March 2019 N/A N/A N/A
Percentage of Prime Minister’s priorities achieved 75% or more March 2019 N/A N/A N/A
Percentage of Prime Minister’s priorities underway 25% or less March 2019 N/A N/A N/A
Cabinet receives high quality advice  Percentage of Cabinet ministers satisfied with service and advice from the Privy Council Office Improvement of 5% from benchmark to be established after the first year of reporting. March 2019 N/A N/A N/A
Percentage of Cabinet documents distributed to Ministers that meet the Privy Council Office’s guidance on drafting Cabinet documents 50% of Cabinet documents. To be determined after the first year of reporting N/A N/A N/A
Cabinet and its committees focus on priorities Percentage of Cabinet items devoted to mandated Government priorities 50% of Cabinet items. October 2019 N/A N/A N/A
Percentage of Cabinet items devoted to Prime Minister’s priorities To be determined after first year of reporting October 2019 N/A N/A N/A
The Clerk’s priorities are achieved Percentage of employees who describe their workplace as being psychologically healthy 1 to 3% increase March 2019 Question not included in 2014–15 employee survey Question not included in 2015–16 employee survey 60%
Percentage of employees who are encouraged to be innovative or take initiative in their work 1 to 3% increase March 2019 Question not included in 2014–15 employee survey Question not included in 2015–16 employee survey 66%
Percentage of employees who get the training they need to do their job 1 to 3% increase March 2019 63% Question not included in 2015–16 employee survey Question not included in 2016–17 employee survey
Budgetary financial resources (dollars)
2018–19
Main Estimates
2018–19
Planned spending
2019–20
Planned spending
2020–21
Planned spending
85,694,010 85,694,010 68,676,793 66,956,073
Human resources (full-time equivalents)
2018–19
Planned full-time equivalents
2019–20
Planned full-time equivalents
2020–21
Planned full-time equivalents
548 489 478

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

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

Internal Services

Description

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

Budgetary financial resources (dollars)
2018–19
Main Estimates
2018–19
Planned spending
2019–20
Planned spending
2020–21
Planned spending
80,666,491 82,670,978 78,153,290 77,585,988
Human resources (full-time equivalents)
2018–19
Planned full-time equivalents
2019–20
Planned full-time equivalents
2020–21
Planned full-time equivalents
521 520 520

Spending is expected to decrease by $4.5 million in 2019–20. This planned decrease is due to the completion of Budget 2016’s security and IM/IT projects by the end of 2018–19.

With the implementation of the Policy on Results and the transition to the Departmental Results Framework, Internal Services have been realigned in keeping with the TBS Guide on Recording and Reporting of Internal Services Expenditures. The financial and human resources of the offices of the Prime Minister, portfolio ministers, the Clerk and Deputy Clerk, as well as a portion of Communications and Legal Services have been removed from the core responsibility and included in Internal Services.

Planning highlights

In fiscal year 2018–19, the PCO Internal Services functions plan to:

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

Spending and human resources

Planned spending

Departmental spending trend graph

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

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

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

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

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

  • Increased spending to support the National Inquiry into Missing and Murdered Indigenous Women and Girls;
  • The continued implementation of Budget 2016 activities to enhance PCO’s internal capacity, strengthen security, and increase investment in IM/IT and infrastructure; and
  • Spending related to the Impact Canada Initiative.

Spending is expected to decrease by $56.2 million in 2018–19 and by an additional $21.5 million in 2019–20. These planned decreases are due to the completion of Budget 2016’s security and IM/IT projects by the end of 2018-19; sunsetting of funding for the National Inquiry into Missing and Murdered Indigenous Women and Girls; and the allocation of short term funding for the Central Innovation Hub and the Impact Canada Initiative.

Budgetary planning summary for Core Responsibilities and Internal Services (dollars)
Core Responsibilities and Internal Services 2015–16
Expenditures1
2016–17
Expenditures1
2017–18
Forecast spending2
2018–19
Main Estimates
2018–19
Planned spending3
2019-20
Planned spending3
2020-21
Planned spending3
Serve the Prime Minister and Cabinet 54,519,014 65,761,246 112,127,987 85,694,010 85,694,010 68,676,793 66,956,073
Subtotal 54,519,014 65,761,246 112,127,987 85,694,010 85,694,010 68,676,793 66,956,073
Internal Services 68,600,007 88,479,695 112,462,335 80,666,491 82,670,978 78,153,290 77,585,988
Total 123,119,021 154,240,941 224,590,323 166,360,501 168,364,988 146,830,083 144,542,061
  1. Actual expenditures as reported in the Public Accounts.
  2. Forecasted expenditures to the end of the fiscal year.
  3. Reflects authorities that have been approved and planned Eligible Paylist Expenditures and Crown Assets revenues for the fiscal year.

Planned human resources

Human resources planning summary for Core Responsibilities and Internal Services (full-time equivalents)
Core Responsibilities and Internal Services 2015–16
Actual
2016–17
Actual
2017–18
Forecast    
2018–19 Planned      2019–20 Planned       2020–21 Planned    
Serve the Prime Minister and Cabinet 412 461 601 548 489 478
Subtotal 412 461 601 548 489 478
Internal Services 460 485 515 521 520 520
Total 872 946 1,117 1,069 1,009 998

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

Estimates by vote

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

Future-Oriented Condensed Statement of Operations

The Future‑Oriented Condensed Statement of Operations provides a general overview of PCO’s operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management.

Because the Future‑Oriented Condensed Statement of Operations is prepared on an accrual accounting basis, and the forecast and planned spending amounts presented in other sections of the Departmental Plan are prepared on an expenditure basis, amounts may differ.

A more detailed Future‑Oriented Statement of Operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, are available on the PCO website.xii

Future Oriented Condensed Statement of Operations for the year ended March 31, 2019 (dollars)
Financial information 2017–18
Forecast results
2018–19
Planned results
Difference
(2018–19 Planned results minus 2017–18 Forecast results)
Total expenses 245,093,083 188,135,683 (56,957,400)
Total revenues (210,090) (1,104,818) (894,728)
Net cost of operations before government funding and transfers 244,882,993 187,030,865 (57,852,128)

The net cost of operations before government funding and transfers for the 2018–19 Planned results is expected to decrease by $57,852,128 when compared to the net cost of operations before government funding and transfers for the 2017–18 Forecast results. This decrease is mostly explained by:

  • A decrease related to spending on the Budget 2016 initiative for PCO’s IM/IT modernization project, PCO’s Security project and PCO’s Business Continuity Plan;
  • A decrease for the National Inquiry into Missing and Murdered Indigenous Women and Girls;
  • A decrease in funding for the Governor in Council (GIC) appointment process;
  • A change in the non-appropriated accounts such as provision of severance pay, provision of vacation pay and compensatory leaves, prepaid expenses, usage of inventory and amortization of capital assets; and
  • A decrease in services provided without charge related to the employer’s contribution to the health and dental insurance plans.

Supplementary information

Corporate information

Organizational profile

  • Appropriate minister(s): The Right Honourable Justin Trudeau, Prime Minister of Canada
  • Institutional head: Michael Wernick, Clerk of the Privy Council and Secretary to the Cabinet
  • Ministerial portfolio: Privy Council Office
  • Enabling instrument(s): Order in Council P.C. 1940-1121
  • Year of incorporation / commencement: 1867

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

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

Operating context and key risks

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

Reporting framework

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

Core Responsibility: Serve the Prime Minister and Cabinet
Text version

PCO’s Departmental Results Framework 2018-19 consists of the following:

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

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

Core Responsibility : Serve the Prime Minister and Cabinet
2018–19 Departmental Results Framework and Program Inventory of record 2017–18 Strategic Outcome and Program Alignment Architecture of record  Percentage of Program Alignment Architecture program (dollars) corresponding to new program in the Program Inventory
International Affairs and National Security 1.1.1 Issues, policies, machinery, communications and appointments 5%
1.1.2 International affairs and national security 95%
1.1.3 Intergovernmental affairs 1%
1.1.4 Legislation, parliamentary issues and democratic reform 1%
1.2.1 Operation of Cabinet committees 18%
1.2.2 Integration across the federal government 18%
1.5 Internal Services 1%
Intergovernmental Affairs 1.1.3 Intergovernmental affairs 89%
1.1.4 Legislation, parliamentary issues and democratic reform 2%
1.2.1 Operation of Cabinet committees 1%
1.2.2 Integration across the federal government 2%
Youth 1.1.1 Issues, policies, machinery, communications and appointments 3%
1.1.3 Intergovernmental affairs 4%
1.2.2 Integration across the federal government 3%
Social and Economic Policy 1.1.1 Issues, policies, machinery, communications and appointments 15%
1.1.3 Intergovernmental affairs 1%
1.1.4 Legislation, parliamentary issues and democratic reform 1%
1.2.1 Operation of Cabinet committees 8%
1.2.2 Integration across the federal government 9%
Results, Delivery, Impact and Innovation 1.1.1 Issues, policies, machinery, communications and appointments 7%
1.2.1 Operation of Cabinet committees 8%
1.3.1 Business transformation and Public Service Renewal 34%
Legislative and Parliamentary Governance 1.1.1 Issues, policies, machinery, communications and appointments 6%
1.1.4 Legislation, parliamentary issues and democratic reform 79%
1.2.1 Operation of Cabinet committees 8%
Planning and Operations of Cabinet 1.1.1 Issues, policies, machinery, communications and appointments 22%
1.1.3 Intergovernmental affairs 1%
1.1.4 Legislation, parliamentary issues and democratic reform 1%
1.1.5 Offices of the Prime Minister and portfolio ministers 1%
1.2.1 Operation of Cabinet committees 66%
1.2.2 Integration across the federal government 15%
1.3.1 Business transformation and Public Service Renewal 2%
Senior Personnel and Public Service Renewal 1.1.1 Issues, policies, machinery, communications and appointments 25%
1.2.2 Integration across the federal government 35%
1.3.1 Business transformation and Public Service Renewal 58%
1.3.2 Management of senior leaders 88%
Commissions of Inquiry 1.4 Commissions of inquiry 100%
Internal Services 1.1.1 Issues, policies, machinery, communications and appointments 17%
1.1.2 International affairs and national security 5%
1.1.3 Intergovernmental affairs 4%
1.1.4 Legislation, parliamentary issues and democratic reform 16%
1.1.5 Offices of the Prime Minister and portfolio ministers 99%
1.2.1 Operation of Cabinet committees 1%
1.2.2 Integration across the federal government 18%
1.3.1 Business transformation and Public Service Renewal 6%
1.3.2 Management of senior leaders 12%
1.5 Internal Services 99%

Supporting information on the Program Inventory

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

Supplementary information tables

The following supplementary information tables are available on the PCO website.xvi

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.xxi This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational contact information

General Enquiries

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

Privy Council Office - Website
https://www.canada.ca/en/privy-council.html

Clerk of the Privy Council – Website
https://www.canada.ca/en/privy-council/corporate/clerk.html

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

Appendix: definitions

appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Core Responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a Core Responsibility are reflected in one or more related Departmental Results that the department seeks to contribute to or influence.
Departmental Plan (plan ministériel)
A report on the plans and expected performance of appropriated departments over a three year period. Departmental Plans are tabled in Parliament each spring.
Departmental Result (résultat ministériel)
Any change or changes that the department seeks to influence. A Departmental Result is often outside departments’ immediate control, but it should be influenced by Program-level outcomes.
Departmental Result Indicator (indicateur de résultat ministériel)
A factor or variable that provides a valid and reliable means to measure or describe progress on a Departmental Result.
Departmental Results Framework (cadre ministériel des résultats)
The department’s Core Responsibilities, Departmental Results and Departmental Result Indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report on the actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
experimentation (expérimentation)
Activities that seek to explore, test and compare the effects and impacts of policies, interventions and approaches, to inform evidence-based decision-making, by learning what works and what does not.
full time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person year charge against a departmental budget. Full time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
Gender-based Analysis Plus (GBA+) (analyse comparative entre les sexes plus [ACS+])
An analytical process used to help identify the potential impacts of policies, programs and services on diverse groups of women, men and gender-diverse people. The “plus” acknowledges that GBA goes beyond sex and gender differences to consider multiple identity factors that intersect to make people who they are (such as race, ethnicity, religion, age, and mental or physical disability).
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2018–19 Departmental Plan, government-wide priorities refers to those high-level themes outlining the government’s agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class; Open and Transparent Government; A Clean Environment and a Strong Economy; Diversity is Canada's Strength; and Security and Opportunity.
horizontal initiative (initiative horizontale)
An initiative in which two or more federal organizations, through an approved funding agreement, work toward achieving clearly defined shared outcomes, and which has been designated (by Cabinet, a central agency, etc.) as a horizontal initiative for managing and reporting purposes.
non budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
performance reporting (production de rapports sur le rendement)
The process of communicating evidence based performance information. Performance reporting supports decision making, accountability and transparency.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in the Main Estimates. A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
plan (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
priority (priorité)
A plan or project that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Departmental Results.
Program (programme)
Individual or groups of services or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
Program Alignment Architecture (architecture d’alignement des programmes)xxii
A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
result (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
Strategic Outcome (résultat stratégique)
A long term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
sunset program (programme temporisé)
A time limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.

Survey on the Usefulness of Departmental Plans

To help assess the usefulness of Departmental Plans, a survey, administered by the Treasury Board of Canada Secretariat is provided. Visitors to the Departmental Plan website are invited to complete this anonymous survey.

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