II Departmental Performance
A. Context
The Privy Council Office (PCO) is both the secretariat to the Cabinet and the
Department that provides professional, non-partisan advice on priorities and
policies to the Prime Minister as the Head of Government.
In providing support to the Prime Minister, PCO is the source of advice on a
range of issues such as the Government’s organization, international
developments and national security. In terms of these responsibilities, PCO
dealt with a number of issues and events during this reporting period. It
supported the Prime Minister in the changes to the Ministry in early 2002,
including providing advice on the mandates of the new Ministers. It provided
advice to the Prime Minister on international issues, including the situations
in Afghanistan and in the Middle East. PCO also worked on a number of fronts and
in concert with other departments to ensure the smooth operation of the G-8
Summit, hosted by the Prime Minister in Kananaskis in June 2002, with a
particular focus on the preparatory policy work needed for a successful Summit.
PCO provides advice to the Prime Minister as the Chair of Cabinet on issues
management, liaison with Ministers and communications, and also advises the
Chairs of Cabinet committees. PCO assisted the Prime Minister and Committee
Chairs in their work on current issues that included matters related to
Aboriginal people, energy, anti-terrorism and security.
Over the past year, PCO was tested by a number of difficult challenges,
especially the events of September 11th. PCO’s performance, in the
face of the many demands placed on it, underscored its capacity and resilience
to respond to the concerns of Canadians in times of crisis and in times of calm.
Throughout, it continued to provide professional, non-partisan policy advice and
support to the Prime Minister and the Cabinet, while keeping a steady hand on
implementing the quality-of-life agenda articulated in the Speech from the
Throne in January 2001. Delivering on that agenda, while balancing security
needs, remains a significant accomplishment and a continuing challenge.
As Canada faces the future, driven by factors such as globalization, a
knowledge-based economy and threats to security, new demands will be placed on
PCO. Key to its success will be its ability to provide continued excellence in
the public policy advice it provides to the Prime Minister, the Cabinet and the
Government.
B. Performance Accomplishments
This section reports on PCO’s performance and accomplishments towards
achieving its planned outcomes and fulfilling its annual commitments identified
in the 2001-2002 Report on Plans and Priorities, in the context of the
departmental resources authorized by Parliament.
PCO serves as the secretariat for the Cabinet and the Prime Minister’s
source of non-partisan advice on a broad range of policy and operational issues
concerning the management of the Canadian federation. PCO is committed to
supporting the Government’s agenda for its third mandate.
To serve Canadians and their elected Government, PCO identified four
strategic outcomes for the fiscal year 2001-2002. The following table shows the
relationship between these strategic outcomes, PCO’s business lines and the
resources used in 2001-2002.
|
Strategic Outcomes |
|
Efficient operation and appropriate support of the central
decision-making mechanisms of the Government. |
Increasing capacity to identify, understand and address the longer-term
policy issues facing Canada and Canadians. |
Addressing long term policy issues regarding health care in Canada. |
Provision of impartial assistance to First Nations and Canada in the
settlement of specific land claims. |
Total Business Line |
Business Lines |
FTEs |
$ |
FTEs |
$ |
FTEs |
$ |
FTEs |
$ |
FTEs |
$ |
Office of the Prime Minister |
87 |
$7,537 |
-- |
-- |
-- |
-- |
-- |
-- |
87 |
$7,537 |
Ministers’ Offices |
71 |
$7,607 |
-- |
-- |
-- |
-- |
-- |
-- |
71 |
$7,607 |
Privy Council Office |
394 |
$49,801 |
-- |
-- |
-- |
-- |
-- |
-- |
394 |
$49,801 |
Commissions of Inquiry, Task Forces and Others |
-- |
$241 |
31 |
$5,579 |
-- |
$7,243 |
-- |
$5,721 |
31 |
$18,784 |
Corporate Services |
235 |
$38,575 |
-- |
-- |
-- |
-- |
-- |
-- |
235 |
$38,575 |
Total Program |
787 |
$103,761 |
31 |
$5,579 |
-- |
$7,243 |
-- |
$5,721 |
818 |
$122,304 |
Notes: $ are in thousands of dollars.
Full-time equivalents (FTEs) are a measure of human
resource consumption based on average levels of employment. FTE factors out
the length of time that an employee works during each week by calculating
the rate of assigned hours of work.
Throughout 2001-2002, PCO supported the Prime Minister and the
Cabinet by providing accurate, sensitive and timely advice on a broad range of
social, economic, fiscal, legal, parliamentary, national security, foreign and
defence, and federal-provincial-territorial policy issues. In doing so, PCO
worked collaboratively with other federal departments and agencies, provincial
and territorial governments, the private and voluntary sectors, and
international stakeholders.
PCO also provided professional, non-partisan policy advice and
appropriate support to the Prime Minister and to the Ministers within the Prime
Minister’s portfolio, ensuring the efficient operation of the Cabinet decision-making process
in accordance with the principles of responsible government and the Prime
Minister’s prerogative, and supported Cabinet discussions by coordinating the
timely and informed consideration of new proposals, and overseeing the
development of policies consistent with the Government’s agenda. PCO also
facilitated substantive discussions of proposed new initiatives, or proposed
program or policy changes, discussed in the various Cabinet committees as well
as other ad hoc and informal meetings of Ministers.
PCO exercised timely and effective leadership and
interdepartmental and central agency coordination on major economic, social and
international initiatives by promoting horizontal consultation processes,
monitoring interdepartmental activities, facilitating the formulation and
integration of new policies and legislation, and promoting best practices and
innovation. (For organizational details, refer to the Departmental Overview, in
Annex A, page 27)
In planning for the December 2001 Budget, PCO facilitated a
priority-setting exercise that helped Ministers identify key spending priorities
for the Government. As a result, PCO was able to provide advice to the Prime
Minister on the consensus of the Ministers concerning spending priorities and
the overarching themes for the Budget. Suggested measures allowed the Government
to advance its ongoing agenda and commitments made in the Speech from the
Throne, and to respond effectively to the events of September 11th
in the areas of public security and anti-terrorism.
PCO advised the Prime Minister and the Clerk of the Privy
Council on issues related to the structure, organization and functioning of
government. Most notable during this fiscal year was the planning and
preparation for the January 2002 Cabinet shuffle, the most extensive since the
current Government first took office in November 1993. PCO provided non-partisan
advice concerning changes in the organization and functioning of federal
departments, the formation of the Cabinet and its committees, and the
distribution of Ministers’ mandates and responsibilities to support the
Government’s policy agenda for its third mandate in Parliament. Throughout the fiscal year PCO also
provided advice and recommended options for functional organizations and
operations to implement many of the Government’s initiatives.
Allowances of Parliamentarians
The Commission to Review Allowances of Parliamentarians was
created in January 2001. The Parliament of Canada Act requires the
establishment of this Commission after each general election. The Commission
makes recommendations and reports to the Governor in Council within six months
of its creation, after which their Report is tabled in Parliament.
In the Commission’s Report — Supporting Democracy
— released in May 2001 (available on the PCO web site at www.pco-bcp.gc.ca
), the Commissioners
recommended that parliamentary compensation be made more transparent and more
equitable with compensation for other comparable groups. PCO helped with advice
and support to prepare and submit Bill C-28 for parliamentary consideration, to
implement the Report’s recommendations, amending the Parliament of Canada
Act, the Members of Parliament Retiring Allowances Act, and the Salaries
Act. The Bill was passed in June 2001.
SEEKING BALANCE: THE ECONOMY AND THE ENVIRONMENT
PCO provides leadership, interdepartmental coordination and
timely advice to enable the Cabinet to consider federal support for economic
projects that will create highly-skilled and well-paying jobs for Canadians in
various regions of the country. For example, in 2001-2002 PCO was able to
identify existing programs to provide federal financial support for Inco’s
Voisey’s Bay initiative — that will generate long-term economic benefits for
Canadians from the largest undeveloped nickel deposit in the western world. PCO
also explored the risks and benefits (including the economic spin-offs) of
re-opening the Gaspésia pulp and paper mill in Chandler, Quebec, and concluded
that the project presents an opportunity to implement a technologically
innovative manufacturing process, creating good jobs in an area facing difficult
socio-economic challenges.
Reference Group of Ministers on Energy Issues
Energy issues and major developments in the energy sector are
very important for the Canadian economy. The Prime Minister created the
Reference Group of Ministers on Energy Issues in March 2001. PCO supported the
Prime Minister and the Reference Group by providing strategic advice on the
development and advancement of forward-looking, sustainable strategies on a wide
range of domestic and North American energy matters — potential on- and
off-shore oil and natural gas developments, northern pipelines, new forms of
energy production, regulation and tax issues, and partnerships with provinces
and other stakeholders.
Amending the Competition Act
The Competition Act is a significant cornerstone of
Canada’s business legislation that promotes fair competition in the Canadian
marketplace. The Government has adopted an incremental approach to reforming its
competition policy — to reflect changes in Canadian business conditions and
practices, and to permit timely consultations with stakeholders, including
Members of Parliament. Periodic amendments to the Act help to build a more
efficient, innovative and competitive Canadian marketplace in the ever-changing
global economy.
The most recent set of amendments were introduced on April 4,
2001, in Bill C-23. These changes build on proposals made by Members of
Parliament and will ensure better international cooperation with regard to
competition matters, and increased protection for Canadians from deceptive
marketing practices. Bill C-23 also enhances the scope of activities and
streamlines procedures for the Competition Tribunal. Bill C-23 was amended at
the report stage (after September 11th) to protect competition in the
Canadian airline industry. PCO worked closely with the Competition Bureau,
concerned Ministers and affected departments, and provided leadership to attain
a Government of Canada perspective on the proposed amendments, taking into
account policy, legislative and legal considerations, and the concerns of the
business community and Canadians in general.
Regional Innovation Initiative
In 1999-2000, the Government adopted the Regional Innovation
Initiative whereby the National Research Council (NRC) is playing a more active
role in supporting local communities in the development of technology-based
clusters consistent with each community’s strengths and capacities. By
involving the academic sector, researchers, and government and business
officials, the Strategy has resulted in the establishment of a number of new
centres and/or expanded programs, particularly in Atlantic Canada through the
Atlantic Investment Partnership initiative. Throughout the process, PCO worked
with the key players, including the federal and provincial governments, the
private sector and universities, and provided the NRC with advice on the Cabinet
process.
Recognized by the Government as an ongoing economic priority,
the December 2001 Budget provided additional resources over a three-year period
to invest in leading-edge technologies and to expand the NRC’s Regional
Innovation Strategy beyond Atlantic Canada. An early success was the partnership
between the Governments of Alberta and Canada to establish the National
Institute for Nanotechnology based in Edmonton. PCO worked with the NRC,
Industry Canada, the Department of Finance, the Treasury Board Secretariat and
Western Economic Diversification Canada to secure an agreement between the two
governments, where each would contribute $60 million over five years to this
state-of-the-art Institute. Announcements concerning additional programs and
technology centres are expected over the course of 2002-2003.
Improving Canada’s Infrastructure
PCO conducted preliminary work with the Office of
Infrastructure to develop the program parameters for two new infrastructure
programs that received Government approval in 2001-2002, to expand Canada’s
existing infrastructure capacity, and to improve system linkages and
efficiencies across the different modes of transportation:
-
Canada Strategic Infrastructure Fund, that
will invest $2 billion in large-scale strategic infrastructure projects
that contribute to economic growth and quality of life in Canada; and
-
Border Infrastructure Fund, that committed
$600 million to deliver on selected obligations under the Canada-U.S.
Smart Borders Declaration.
Regulatory Matters
Governments are increasingly called upon to adopt
precautionary approaches to address new or emerging risks and to manage issues
where there is a lack of scientific certainty. Beginning in November 2001, PCO,
in collaboration with a number of other federal departments and agencies,
consulted Canadians on proposed guiding principles for applying the
Precautionary Approach/Principle to decision-making in Canadian public policy
— a framework to describe the guiding principles inherent to practices and
policies of the federal government. Ultimately, it would be a lens through which
decision-makers and affected parties can assess whether the decision-making
process is in keeping with the guiding principles and whether their decisions
are in keeping with Canadians’ social and economic values and priorities.
Feedback was very constructive and supported a federal principles-based
framework that applies the Precautionary Approach/Principle in a science-based,
risk management context that will:
-
Improve the predictability, credibility and
consistency of Canadian public policy development that is adequate,
reasonable and cost-effective;
-
Support sound federal government decision-making,
capitalizing on opportunities while minimizing crises and unnecessary
controversies; and
-
Increase Canada’s ability to positively influence
international standards and applications of the Precautionary Approach.
In fiscal year 2001-2002, PCO briefed the Special Committee of
Council in its consideration of a wide range of significant regulatory
submissions, including those relating to the implementation of the
Anti-Terrorism Act, mechanisms to curtail money laundering and terrorist
financing, enhanced air security controls and strengthened protection for Canada’s
nuclear facilities.
During the fiscal year PCO also organized a series of learning
symposia for the regulatory community, giving participants opportunities to
exchange experiences and thoughts on the use of regulations, and to acquire a
better appreciation of the challenges faced by their colleagues. For example, Regulation
Without Borders, held on March 22, 2002, was a half-day event that brought
together individuals from all phases of the regulatory development process —
policy analysts, legal staff, inspection and enforcement staff from virtually
every department with regulatory authorities, as well as central agency
analysts.
Canada’s Environment and Sustainable Development
Environmental issues and sustainable development are important
to Canadians. In 2001-2002, PCO coordinated the preparation and submission of
new or revised policies for the consideration of the Prime Minister, the Cabinet
and Cabinet committees. Topics included air and water quality in Canada (with
both a domestic and an international perspective), toxic substances research,
children’s environmental health, national parks, and contaminated sites such
as the Sydney Tar Ponds.
PCO provided strategic advice to the Prime Minister on climate
change, and organized and supported meetings of the Reference Group of Ministers
on Climate Change. The work of the Reference Group resulted in the consolidation
of Canada’s position for international negotiations and domestic policy
options for the Kyoto Protocol, and submission of early action items for funding
consideration (for example: the wind energy incentive announced in the December
2001 Budget).
In Canada’s ecosystem, certain species require special
protection because they are deemed to be at risk of extinction. People and their
activities often exacerbate the situation, compelling decision-makers to try to
strike a balance between conservation and the economic goals of Canadians. As
the Government was not able to pass protective legislation on three previous
occasions, PCO provided policy advice to the Cabinet on ways to maintain an
effective balance in the Government’s new Species at Risk bill, between
the members of the House of Commons Standing Committee on the Environment and
Sustainable Development, and other parliamentarians and stakeholders. This
approach was successful, and the House passed the new bill in June 2002.
PCO ensured that other federal departments understood the
importance of sustainable development as part of the Government’s agenda —
to improve the quality of life for Canadians — by participating in and
supporting the activities of the Sustainable Development Coordinating Committee,
the Assistant Deputy Ministers Task Force on Sustainable Development and the
Interdepartmental Network on Sustainable Development Strategies. PCO advised the
Prime Ministers on his participation in the World Summit on Sustainable
Development (South Africa, August 2002), and supported departments in developing
Canada’s approach to the Summit.
The current OECD Review of Regulatory Reform in Canada (to be
made public by the OECD in November 2002) establishes that Canada is a
regulatory leader and innovator, with strong regulatory capacities and a mature
and well-functioning regulatory governance system. While the report is largely
positive, PCO has taken note of areas where the OECD feels the Canadian approach
could be enhanced.
INTERNATIONAL AND INTERGOVERNMENTAL RELATIONS
International Relations and Trade
To support the Prime Minister in his international role as
Head of Government for Canada, PCO provided policy advice on all aspects of
Canada’s relationships with other countries and international organizations.
In 2001-2002 PCO liaised with the Department of Foreign Affairs and
International Trade (DFAIT), the Department of National Defence (DND), the
Canadian International Development Agency (CIDA) and other departments to
coordinate plans to support the Prime Minister in his travels abroad when he
visited Australia, Belgium, China, Germany, Italy, Mexico, Russia, Sweden and
the United States. PCO also coordinated and developed communications plans and
media material for these trips, and PCO staff travelled with the Prime Minister
to provide first-hand support and policy advice. In addition, the Prime Minister
hosted bilateral meetings with delegations and Heads of State or Government from
some 35 countries and international organizations.
In 2001-2002, with the support and advice of PCO, the Prime
Minister represented Canada at a number of international summits, including the
Third Summit of the Americas (Quebec City - April 2001), the G-8 Summit (Genoa -
July 2001), and the World Economic Forum (New York - January 2002). Working with
several federal agencies and organizations, and particularly DFAIT, PCO provided
leadership and advice for the G-8 Summit, hosted by the Prime Minister in
Kananaskis in June 2002, and coordinated the input of committees and other
federal organizations. PCO also provided the Prime Minister and other Ministers
in the portfolio with policy advice and assistance to prepare for the World
Summit on Sustainable Development, in Johannesburg, South Africa, in late August
2002.
PCO was very active in 2001-2002, coordinating federal
activities and providing the Prime Minister with strategic policy advice
concerning trade disputes on softwood lumber, aircraft financing, and export
dairy products. Canada also agreed to provide market access to Least Developed
Countries to the Canadian market by eliminating tariffs and quotas on most
imports. PCO provided leadership and coordinated the work of several
organizations (Natural Resources Canada, Atomic Energy of Canada Limited, the
Canadian Environmental Assessment Agency, the Department of Finance and Export
Development Canada) to finalize the environmental assessment and to obtain
funding approval for the construction of a CANDU nuclear reactor in Cernavoda,
Romania.
Federal-Provincial-Territorial Relations
In 2001-2002 PCO provided policy advice and support for
meetings between the Prime Minister, the Minister of Intergovernmental Affairs,
senior federal officials, and their provincial and territorial counterparts that
helped advance the Government’s agenda across Canada and the functioning of
the Canadian federation.
Fundamental to supporting Canadian intergovernmental
relations, PCO provides well-grounded analysis and strategic advice on fiscal
federalism and related economic issues. In collaboration with the Department of
Finance, PCO effectively supports the Minister of Intergovernmental Affairs in
his relations with Cabinet colleagues and provincial counterparts, and for his
parliamentary and public interventions. PCO monitors developments and provides
sound and timely advice to allow the Minister to respond to concerns that
pertain to equalization and other transfer payments, the fiscal balance between
governments in Canada and the pattern of federal spending.
PCO has developed its legal and constitutional capacity to
provide advice and support on litigation and policy issues involving all levels
of government (federal, provincial, territorial, Aboriginal and municipal), and
to facilitate the bilateral reform or amendment of federal legislation,
regulations, procedural mechanisms and institutions. PCO coordinated advice and
support for Ministers on a constitutional amendment to change the name of the
province of Newfoundland to Newfoundland and Labrador, which was adopted by
Parliament in 2001 and proclaimed by the Governor General.
PCO actively contributes to the Government’s ongoing efforts
to safeguard national unity and enhance understanding of Canadian federalism by
monitoring federalism trends both in Canada and around the world. This work is
supported by initiatives such as the Forum of Federations and the Federalism and
Federations Program of the Social Sciences and Humanities Research Council (SSHRC).
Policy development is essential to strengthen the identity and attachment of
Canadians to their country, and to promote a better understanding of the nature
of contacts and linkages among Canadians.
PCO supports the Assistant Deputy Minister Forum on Managing
Intergovernmental Relations. In 2001-2002, PCO facilitated interdepartmental
discussions on major federal-provincial-territorial issues, such as health care
renewal, alternate dispute resolution, and the review of the Social Union
Framework Agreement (SUFA).
To bring a regional perspective to central decision-making,
this year PCO enhanced its working relationships with Federal Councils in each
region and regional economic development agencies. By developing these closer
working relationships, PCO was also able to increase the number and raise the
profile of federal activities across Canada.
Review of the Social Union Framework Agreement
The Minister of Intergovernmental Affairs is the federal
coordinator for the three-year review of the Social Union Framework Agreement (SUFA),
to evaluate progress in implementing the provisions of the Agreement. In
2001-2002, PCO coordinated the review across all departments affected by SUFA.
PCO also co-chaired a federal-provincial-territorial working group tasked with
conducting a joint review of the Agreement, which included
government-to-government discussions and a public consultation component that
entailed establishing a web site (www.sufa-review.ca) and conducting three roundtables. PCO also
worked with Human Resources Development Canada (HRDC) to develop an Aboriginal
consultation process to ensure that the views of Canada’s Aboriginal peoples
are reflected in the three-year review.
Official Languages
Recognized as a key component of Canadian unity, the Government considers
official languages to be an important policy priority requiring a high profile.
The Clerk, in his role as the Head of the Public Service, has also stated that
official languages is a key management priority. In the spring of 2001, the
Prime Minister explicitly asked the Minister of Intergovernmental Affairs to
work on developing an action plan to strengthen the Official Languages Program
in Canada, and to chair the Reference Group of Ministers on Official Languages (RGMOL)
that includes key Ministers with statutory responsibilities for official
languages (Justice Canada, the Treasury Board, and the Department of Canadian
Heritage).
PCO continues to provide leadership in the development of official languages
policy and to make progress in strengthening interdepartmental capacity. A
director of Official Languages was appointed in 2001 to support and assist the
Minister of Intergovernmental Affairs with the responsibilities entrusted to
him. The Directorate supported the Committee of Deputy Ministers on Official
Languages (CDMOL). The Directorate led and coordinated the work of an
interdepartmental support committee to advance issues and prepare information
for senior officials and Ministers.
The first step taken in the preparation of the Official Languages Action Plan
was to identify the key action items, announced in June 2002:
Education
– in the minority mother tongue and in the
second language;
Development of minority communities
– provision of
appropriate services in the minority language; and
An exemplary Public Service – to assure the
availability of services for Canadians in the official language of their
choice.
The Official Languages Directorate supported and facilitated
meetings of the Minister of Intergovernmental Affairs with, among others,
Government Ministers, the Commissioner of Official Languages, the Fédération
des communautés francophones et acadienne du Canada (FCFA), and the Quebec
Community Groups Network. At a meeting in the fall of 2001 the Minister met with
all provincial ministers responsible for francophone affairs.
PCO’s activities pertaining to the support of the Minister,
and interdepartmental leadership and coordination concerning the Official
Languages Program, CDMOL and RGMOL will continue in 2002-2003 under the
responsibility of a Director General appointed in April. Approval of the
detailed Action Plan is expected in the fall with implementation planned for the
spring of 2003.
THE SAFETY AND SECURITY OF CANADIANS
In its leadership and coordination role concerning Canadian security issues,
PCO continuously monitors social, economic, fiscal, legal, national security and
foreign and defence policy issues to identify priorities and provide the best
non-partisan advice to the Prime Minister, Ministers and the Cabinet on the
impact of these issues on Canada’s security, and the most appropriate policy
interventions to ensure the continued safety and security of Canadians.
All-source intelligence analysis is prepared regularly to provide information of
interest to senior Canadian officials involved in foreign policy formulation.
PCO liaises and exchanges views with domestic and foreign departments and
agencies involved in intelligence analysis and in strengthening the security of
Canadians. Hence PCO is uniquely positioned to provide policy-neutral expert
analysis on a wide range of foreign political, economic, strategic and security
issues for officials in PCO and other federal departments with international
responsibilities.
The Aftermath of September 11th
The terrorist attacks perpetrated against the United States on September 11,
2001, had a major impact in Canada. In part because of PCO’s ongoing efforts
to implement the Government’s agenda prior to September 11th, the
Government was able to act quickly to manage the aftermath of the crisis in
Canada — more specifically increasing airport, transportation and border
security. The development of a cohesive and integrated Canadian response to
security concerns in the face of the new threat environment became a dominant
element of the Government’s agenda.
PCO provided advice to the Prime Minister and the Deputy Prime Minister on
short- and long-term security issues arising from the September 11th
events, managing the immediate effects of the crisis and developing strategies,
policies, legislation and programs to strengthen the ongoing security of
Canadians. PCO acted to coordinate the Government’s immediate response
activities, both domestic and internationally, including our collaborative
efforts with the U.S. on border security.
PCO prepared intelligence reports detailing crisis-related developments, for
distribution to senior policy-makers at the federal level in Canada. Over 75
assessments were prepared on issues directly related to the crisis in the period
September to December 2001, and heightened coverage continued into 2002. PCO
collaborated with the Canadian intelligence community to improve the mechanisms
for timely sharing of information. Relations with allied intelligence were
reinforced, in part because of increased crisis-related contacts. An increase in
the surveillance of the food system was initiated, against the threat of
terrorist actions at border points, as well as domestically.
PCO led and coordinated the interdepartmental response to the crisis through
the creation of formal co-ordination mechanisms and enhanced direct contact
between personnel in different federal departments and agencies. To improve
interdepartmental policy capacity on security and related issues, and to support
Ministers’ collective decision-making, a security framework was developed
under PCO’s leadership with the following objectives:
-
Deter, prevent, detect, prosecute and/or remove
terrorists from Canada;
-
Facilitate Canada-U.S. relations (border, economy);
-
Undertake international counter-terrorism initiatives; and
-
Protect critical infrastructure and enhance emergency
preparedness.
PCO supported the Government’s security program in
Parliament. After events of September 11th, Parliament provided a
national forum for debate, information and scrutiny on the crisis facing
Canadians and the world. The Prime Minister and Ministers addressed the House of
Commons in over 50 hours of special debates on terrorism and related issues in
the fall of 2001. Parliament considered and passed anti-terrorism legislation
and legislation to implement commitments in the December 2001 Budget for
increased resources to enhance the security of Canadians.
Ad Hoc Cabinet Committee on Public Security and Anti-Terrorism
PCO supported the Prime Minister in his decision to form the
Ad Hoc Cabinet Committee on Public Security and Anti-Terrorism (PSAT), with
Minister Manley as Chair. PSAT was tasked to develop a Canadian response to the
events of September 11th and to ensure well considered, timely and
collective decisions by Ministers on security policy. The Committee reviewed a
full range of legislative, policy, program, and communications-related issues
relevant to public security and combatting terrorism.
Recommendations were made and approved (as part of the
December 2001 Budget) for an immediate programming package for fiscal year
2001-2002 of $280 million for security, intelligence and law enforcement
departments and agencies to heighten border security and undertake initiatives
to enhance the security of Canadians. PSAT also oversaw the development of a
broad range of legislative initiatives to increase security and public safety,
in particular Bill C-36, that was proclaimed as the Anti-Terrorism Act.
The legislation addresses the challenge of dealing with the sophisticated and
trans-border nature of Canada’s capacity to suppress, investigate and
incapacitate terrorist activity.
Borders Task Force
Following the events of September 11th, Minister
Manley was named, along with U.S. Homeland Security Director Tom Ridge, to
develop a Smart Border Action Plan for the two countries. The Borders Task Force
was established within PCO to advise the Deputy Prime Minister, coordinate the
efforts of a range of government departments, and liaise with the U.S. Office of
Homeland Security in creating a 21st century border with the United
States — to strengthen the security foundation of the border while expediting
the flow of low-risk goods and people across it.
The Smart Border Declaration and 30-point action plan
were signed on December 12, 2001. The action plan contained commitments to reach
agreement on a list of initiatives advanced by Canada to expedite the flow of
goods and people, strengthen infrastructure and improve coordination and
information sharing. PCO’s coordination with the U.S. Office of Homeland
Security was critical in finding mutually agreeable solutions on issues of
critical importance to Canadians. Over the course of the year, agreements were
reached on the following key items:
Secure flow of people
– to expand the NEXUS joint
program that allows pre-screened frequent travellers to cross the Canada-U.S.
land border expeditiously in both directions; and to agree on the text of a
safe-third-country agreement to enhance Canada’s capacity to manage
refugee claims;
Secure flow of goods
– to launch a joint expedited
clearance program called Free and Secure Trade (FAST), to allow exporters
and importers to get their goods across the border more quickly and
reliably;
Secure infrastructure
– announcement of Canada’s
investment of $600 million in the Border Infrastructure Fund, and agreement
to combine $150 million of the Fund with a matching contribution from the
Government of Ontario for improvements to the critical Windsor-Detroit
corridor; and
Coordination and enforcement
– agreement to expand
the number of integrated border enforcement teams to fourteen, and to
conduct joint counter-terrorism training exercises that will strengthen the
capacities of public safety planners and emergency response personnel.
Stabilizing the Airline Industry
PCO worked closely with Transport Canada and other federal
organizations to achieve a timely Government response to issues facing the
airline industry following the terrorist attacks on September 11th.
PCO coordinated ministerial meetings to assess the economic and financial
impact. Several options designed to stabilize Canada’s airline industry and
restore public confidence in the security of air travel were developed and
included in advice to the Prime Minister and the Cabinet. The Government was
able to move quickly to introduce a number of measures to aid recovery,
including indemnification of the aviation sector for war risk liability, and an
airline compensation program. Collectively, these measures have had a
stabilizing influence on the travel industry, and airline passenger traffic
levels have gradually returned to previous levels.
SOCIAL ISSUES
Culture
To take the first step in fulfilling another Government
commitment made in the 2001 Speech from the Throne, PCO worked closely
with the Department of Canadian Heritage on the development of the cultural
package, Tomorrow Starts Today, announced in May 2001. This package
promotes the arts and culture in Canada that are instrumental in attracting the
talent and investment wanted in our communities to expand tourism and
promote Canada and Canadian goods and services abroad. Arts and culture also
help Canadians to understand their past, and foster a sense of shared
citizenship and social cohesion.
This cultural package posed particular challenges due to the
number of existing and new programs involved, and the need to ensure they formed
an integrated and coherent whole. The policy development effort was significant,
requiring coordination with other federal agencies and extensive
interdepartmental collaboration.
Voluntary Sector
PCO’s Voluntary Sector Task Force provides leadership for
the Voluntary Sector Initiative (VSI), set up in 1999-2000, with its
five-year mandate to strengthen the capacity of the sector to meet the demands
of Canadians, and to support voluntarism by improving federal policies, programs
and services to Canadians. Senior representatives from across government and the
voluntary sector have worked side-by-side in an innovative joint process. The
Task Force provided support to the Reference Group of Ministers on the Voluntary
Sector, to other senior-level committees overseeing the Initiative on behalf of
the Government, and directly or indirectly to other VSI mechanisms.
The most significant achievement of the Initiative during the
2001-2002 period was the acceptance of the Accord Between the Government of
Canada and the Voluntary Sector, signed by the Prime Minister and a senior
voluntary-sector representative. The Accord provides a framework to continue the
bilateral relationship, and commits both parties to a set of principles under
which joint work will be undertaken. These commitments have led to the
development of two codes of practice — one for funding, and another for
policy. Other major accomplishments included:
Canada Survey on Giving, Volunteering and Participating (CSGVP):
conducted by Statistics Canada, continues to provide a rich source of data
on many aspects of charitable giving, volunteering and participating. It
serves as a barometer of voluntary and civic action, and also identifies
areas where more in-depth study is needed;
Satellite Account of Non-profit Institutions and
Volunteering: maintained by Statistics Canada, the Account will improve
our understanding of the economic contribution of the voluntary sector to
Canadian society;
Canada Voluntarism Initiative: a new program to
strengthen voluntarism, and to collect, analyse and disseminate data to
improve our understanding of voluntarism’s impact on Canada’s economic
and social well-being; and
United Nations International Year of the Volunteer
(calendar
year 2001): Canada’s celebration acknowledged the important work of
volunteers and encouraged more people to become involved in voluntary
service.
Health Care
In 2001-2002, PCO continued to coordinate activities intended
to modernize Canada’s health system, and to implement the action plan included
in the Health Agreement endorsed by all First Ministers at their meeting in
September 2000. The Prime Minister, with the support of PCO, also decided to
establish the Commission on the Future of Health Care in Canada in
April 2001. Refer to page 24 for additional details.
PCO was instrumental in working with Health Canada on the
development of a process for Dispute Avoidance and Resolution of
questions relating to the interpretation of the principles in the Canada
Health Act, to better resolve any issues that may arise between governments.
PCO also ensured appropriate linkages to the dispute avoidance issues being
considered as part of the three-year review of the Social Union Framework
Agreement (SUFA), and by the Ministerial Council on Social Policy Renewal.
PCO worked with the Canadian Food Inspection Agency to manage
a number of crises affecting the health of Canadians (e.g. food recalls and
safety issues), and supported Ministers with respect to the health,
agricultural, and international trade implications of a private member’s bill,
C-287, which proposed a mandatory labelling scheme for foods containing
genetically modified ingredients. The mandatory labelling issue was subsequently
referred to the Standing Committee on Health.
ABORIGINAL PEOPLE
In 2001-2002, PCO continued to provide strategic policy advice
and support to the Prime Minister, the Minister for Intergovernmental Affairs
and the Federal Interlocutor for Métis and Non-Status Indians on issues related
to the ongoing development of Canada’s Aboriginal policy, and relations with
the provinces and territories, and Métis, non-status Indians and other
Aboriginal organizations. PCO collaborated with other departments to advance
self-government initiatives and land claims. Efforts were particularly focussed
on providing advice to Ministers and other departments on the development of
draft legislation on First Nations governance and First Nations financial
institutions.
PCO supported efforts across government to ensure that
Aboriginal people have appropriate and meaningful opportunities to provide input
to policy development so that policy outputs better reflect their needs.
PCO coordinated tasks that required the participation of all
federal departments dealing directly or indirectly with Aboriginal policy. To
ensure their participation and appropriate horizontal collaboration among
departments, PCO organized and chaired interdepartmental meetings, working
groups and discussions. In providing policy advice to the Prime Minister and
Cabinet members on a number of significant Aboriginal issues, horizontal
collaboration with other central agencies and federal departments ensured the
advice was sound, relevant and added value to facilitate the Cabinet
decision-making process.
During the period, PCO provided strategic advice to
departments that develop policy affecting Aboriginal initiatives such as First
Nations Governance, First Nations Financial Institutes and the First Nations
Statistical Institute. PCO also collaborated on other key issues including the
devolution of the Government’s land and resource responsibilities in the
Northwest Territories, the negotiation of comprehensive land claims, and the
development of an Independent Claims Board for Indian Specific Claims to replace
the Indian Specific Claims Commission. PCO played a lead role in formulating the
Urban Aboriginal Strategy, and administered a small grants and contributions
budget under the authority of the Federal Interlocutor for Métis and Non-Status
Indians. (For further details, refer to Annex C, Financial Table 7 - Transfer
Payments on page 38)
PCO continued to work with other departments to develop
strategies for Canada to advance Aboriginal priorities internationally. Advice
was provided concerning the participation of Aboriginal people in the G-8 Summit
in Quebec City in July 2001 and the World Conference Against Racism in September
2001. PCO also participated in the development of Canada’s negotiating
positions in the ongoing drafting of declarations on indigenous rights by the
United Nations and the Organization of American States.
Reference Group of Ministers on Aboriginal Policy
PCO supported the creation (in August 2001) and operation of
the Reference Group of Ministers on Aboriginal Policy (RGMAP), with the Minister
of Intergovernmental Affairs as Chair. PCO provided support to the Minister of
Intergovernmental Affairs and the Federal Interlocutor for Métis and Non-Status
Indians by ensuring their effective participation in RGMAP discussions,
particularly on issues relating to off-reserve Aboriginal people and to the
management of federal-provincial-territorial relations. PCO provided advice and
analysis for all ministerial members. Specifically, PCO actively participated in
a comprehensive review of federal practices with respect to Aboriginal peoples,
and played a leading role in developing and recommending feasible and flexible
solutions designed to address the varied needs of Aboriginal peoples and their
communities.
Atlantic Aboriginal Fisheries
In 2001-2002, PCO continued to advise and support the Prime
Minister and the Minister of Fisheries and Oceans on policy priorities and the
management of the Government’s long-term strategy for the Aboriginal fishery
in the Atlantic region. PCO also coordinated the horizontal consultation
processes required for contingency planning in the event that further fisheries
disturbances occur, and to respond to the Miramichi Bay Community Relations
Panel Report.
The objective of the long-term strategy is to meet federal
legal obligations set by the Supreme Court of Canada in its 1999 decisions in Regina
vs. Marshall. The decisions require the Government to increase Aboriginal
access to the fishery to permit First Nations people to earn a
"moderate" livelihood, and to roll treaty and Aboriginal rights issues
into a comprehensive claims process. Implementation of the strategy was
contentious and required band-by-band negotiations of fisheries agreements. PCO,
working with the Department of Fisheries and Oceans, enabled the coordination
of government activities that resulted in growing acceptance among stakeholders
and peace on the water.
PUBLIC SERVICE REFORM
The Public Service is facing many new challenges —
demographic change, high turnover in the next decade, labour shortages, effects
of technology and globalization, and the increasing expectations of Canadians
for good government and high-quality, fast-paced government services. To meet
these challenges, the Public Service must be a competitive employer able to
attract, develop and retain the talent necessary to serve Canadians in the 21st
century — a Public Service distinguished by excellence, integrity and
adaptability.
In 2001-2002, PCO provided advice to the Prime Minister, the
Clerk, and senior officials concerning Public Service reform. PCO supported the
Clerk in his role as the Head of the Public Service to ensure leadership and
interdepartmental and central agency coordination, on reform initiatives that
will modernize the Public Service. This work included the preparation of
communications to managers and employees, and the coordination of various
meetings and related activities of deputy ministers, other senior federal
officials and central agencies.
The human resources management framework governing the Public
Service is 35 years old. In April 2001, the Prime Minister created the Task
Force on Modernizing Human Resources Management in the Public Service, a
small multi-disciplinary team of Public Service experts in the areas of
staffing, labour relations, law, machinery, communications and policy
development. The Task Force was asked to review the legislative, institutional
and policy framework governing the management of human resources in the Public
Service of Canada, and to recommend legislative amendments to three Acts (Financial
Administration Act, Public Service Employment Act, and Public Service
Staff Relations Act) for Cabinet consideration.
An integrated consultation strategy was developed based on
four themes (values, staffing, recourse and labour relations), and the Task
Force presented stakeholders with models for new staffing and labour relations
regimes. Extensive meetings and consultations in the summer of 2001 allowed the
Task Force to explain the need for reform to stakeholders. The Task Force has
also reviewed the legislation governing human resources management, and
researched and considered alternative models being used by provincial
governments in Canada and by other countries (Australia, New Zealand and Great
Britain).
The Task Force consultations and related discussions among
departments led to an increased interdepartmental capacity to address horizontal
issues as they are raised. The Task Force continues to engage stakeholders
concerning the future of human resource
management, to address the changes that will make it a reality, and to
contribute to overall efforts to renew the Public Service and deliver
high-quality programs and services to all Canadians.
The Clerk, in his Ninth Annual Report to the Prime Minister
on the Public Service, dated March 27, 2002, (available on line at www.pco-bcp.gc.ca)
outlined the continuing challenges facing the Public Service and what is being
done to address them. The importance of leadership and our strong foundation of
Public Service values in becoming a more people-centred, modern Public Service
top the list.
WORKING SMARTER – CONTINUOUS IMPROVEMENT
PCO is committed to working smarter and serving Canadians
better through continuous improvement of its corporate culture and work
environment. More effective common services can be achieved by applying new
techniques and technologies to implement up-to-date solutions in day-to-day
operations. This approach will continue to ensure the most timely and expert
administrative, financial, and human resources information and services are
available in PCO to support those who need them — the Prime Minister and other
Ministers in his portfolio, the Cabinet and Cabinet committees, task forces and
commissions of enquiry, and all PCO managers and personnel. These efforts also
provide access to the most accurate, comprehensive and current information for
all who want or need it, both within and beyond PCO — on PCO’s own internal
Intranet, the government-wide Publiservice network, and several public
Internet web sites.
Resource Management Highlights
To enhance the availability of meaningful and accurate
financial information for managers within PCO, as well as for the Treasury
Board, Parliament and the general public, in 2001-2002 efforts were made to
ensure that the FreeBalance accounting software originally installed in
1999-2000 continued to meet both internal and government-wide Financial
Information Strategy (FIS) requirements. Greater access and more on-line
options were accorded to PCO managers and employees, and a departmental user
group was established.
As part of the government-wide ongoing Modern
Comptrollership initiative, in 2001-2002 PCO successfully implemented new
accrual accounting requirements to capture, report and generate PCO opening
balances, to capitalize and value all PCO assets, and to update the PCO chart of
accounts.
PCO needs a strong, committed and fully representative
workforce to provide effective support and knowledgeable advice to the Prime
Minister and the Cabinet. In 2001-2002 PCO delivered training to employees and
managers about the policy requirements and related tools, options and expected
results concerning Employment Equity and Diversity and Workplace
Accommodation.
Managers and employees were encouraged to participate in the
development of a Human Resources Strategy to address the particular
challenges facing PCO — to define organizational priorities and initiatives to
meet PCO’s recruitment needs, to support workplace well-being and to foster
leadership development. The strategy is being implemented by developing new
initiatives in areas such as classification reform, recruitment and retention,
continuous learning, labour relations, occupational safety and health, and new
human resources management systems.
Management of PCO’s Information Assets
The Records, Document and Information Management System (RDIMS)
project initiated in 2000-2001 supports the Working Smarter initiative in PCO by
providing modern technological tools for information life-cycle management.
RDIMS enhances information sharing and retrieval among information analysts and
advisors, ensuring that the Prime Minister, the Clerk, Cabinet committees and
others in PCO receive information and advice in a timely and efficient manner.
With the successful completion of the initial pilot, this year RDIMS was
implemented in the first PCO secretariat, where business processes were modified
to incorporate the optimal use of RDIMS.
Efforts were made in 2001-2002 to further the development of
PCO’s Intranet and Publiservice sites and their contents:
The PCO Intranet is the key employee access point
to electronic information holdings and services. In 2001-2002 new
work-sharing tools were implemented and published information from several
platforms was transferred, to create an upgraded site that is more conducive
to work integration and collaboration; and
Publiservice
is the on-line network shared and used by
all federal departments and agencies. Applying a one-window strategy, the
PCO Publiservice site now makes information more easily accessible to
policy analysts and decision-makers in PCO and in other federal government
departments. Information is easier to find, the formats for advice and the
documents produced using this information are more consistent, and the
resources needed to maintain this information are being used more
effectively.
Broadening access to more and better information, and
providing faster and easier access, means that quality information is readily
available to those in PCO who need it to provide advice to the Prime Minister,
the Cabinet or other federal officials, or to respond to questions from the
public, the media, other governments, and other levels of government. A
significant technology enhancement in 2001-2002, PCO now has video conferencing
facilities installed in Toronto, and two other sites are under development, to
enable ministers who are not in Ottawa to participate fully and securely in
Cabinet committee meetings. PCO also provided advice to the commissions and task
forces within the portfolio, to help them develop their Internet sites.
PCO is one of 28 core departments included in the federal Government-on-Line
(GOL) initiative. PCO’s primary GOL activities in 2001-2002 were:
Prime Minister’s web site
(www.pm.gc.ca) – upgraded to deal
more effectively with e-mails from the public and requests for
congratulatory letters and certificates; and
PCO’s web site
(www.pco-bcp.gc.ca)
– made compliant with the federal
Common Look and Feel initiative.
Information for Canadians
PCO’s primary responsibilities do not require the delivery
of services and programs directly to Canadians. However, PCO does provide public
information on its Internet web sites and interacts with Canadians through the
Prime Minister’s Executive Correspondence Services, and the Access to
Information and Privacy Office.
In 2001-2002, PCO reached a milestone — for the first time,
over one million items of correspondence were received for the Prime Minister,
up from 600,000 the previous year. PCO was able to handle this unprecedented
volume and maintain very proactive service and quality standards at no
additional cost to the taxpayer. The unprecedented volume during the year was
due, in part, to a growing number of organized mail-in campaigns, using both
traditional and electronic mail. The terrorist events in the U.S. also caused a
marked increase in correspondence from concerned Canadians. Other subjects of
interest included the war in Afghanistan, Canada’s immigration policy and the Anti-Terrorism
Act, as well as the softwood lumber dispute, Falun Gong, genetically
modified food and endangered species.
In 2001-2002, PCO received 299 access to information and
privacy (ATIP) requests, down from 375 the previous year. Consultations from
other departments (due, in part, to the events of September 11th)
were, however, more numerous, up to 323 from 251 the previous year. Work
proceeded to develop a handbook to guide PCO staff when responding to access
requests, to write privacy policies for the several web sites maintained by PCO,
and to design improved statistical products to report to senior management and
to monitor performance concerning ATIP activities.
POLICY RESEARCH INITIATIVE
The Policy Research Initiative (PRI) is an independent
organization created in 1996 that receives administrative support from
PCO. Its mandate is to promote the development of the strong knowledge base
needed to respond to the increasingly complex challenges and opportunities
facing Canadians. Typically, its activities cut across departmental,
disciplinary and sectoral boundaries. To achieve its objectives, the PRI:
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Facilitates research on medium- and long-term policy
issues that cut across the mandate of various federal departments (called
horizontal issues); and
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Helps to build a capable, sustainable and diverse
capacity for policy development across federal departments.
In 2001-2002 the PRI’s focus was on three horizontal policy
research projects that were launched in 2000. Each project was championed by a
Deputy Minister and led by an Assistant Deputy Minister. Some 25 federal
departments and agencies have been involved in these projects:
North American Linkages
– Drawing upon
interdepartmental and PRI expertise, a first report has been drafted
analysing the current state of knowledge and identifying key questions for
further research in eight policy areas. The project team has also
collaborated with leading scholars and research institutes in Canada, the
U.S. and Mexico in conducting its own research and organizing learning
events.
Social Cohesion
– Interdepartmental consultations
have been conducted to identify central research themes, and groups have
been formed to carry out research under these themes. The PRI’s journal, ISUMA,
devoted an entire issue to ‘social capital’, featuring articles by
Robert Putnam and Michael Woolcock.
Sustainable Development
– Interdepartmental research
teams continued work on four priority sustainable development topics:
sustainable development and governance, environment and trade, corporate
social responsibility, and effective management. The fifth research team
completed its activities and reported on adaptive management in the autumn
of 2001.
The PRI maintains a watching brief on policy issues that have
a potential for becoming horizontal projects in the future. Subjects considered
in 2001-2002 included genomics, urban issues, and Aboriginal issues. As part of
its mandate to develop inter-disciplinary policy research, the PRI also launched
an initiative in partnership with Justice Canada, with a focus on instrument
choice and tools of governance.
Nearly 900 delegates and speakers participated in the National
Policy Research Conference, Bringing Communities Together, in December
2001. About two-thirds of the participants were from the federal Public Service,
representing more than 30 departments and agencies. The National Policy
Research Awards attracted over 1000 participants to honour and celebrate
outstanding Canadian achievements in policy research.
In 2001-2002, the distribution for each of PRI’s major
publications, ISUMA: Canadian Journal of Policy Research and Horizons,
exceeded 8,000. With its independent editorial board and an academic
publisher, ISUMA has the objectivity and analytical quality to support a
broad range of policy research perspectives from across Canada. Each issue of Horizons
focuses on a different theme, providing readers with a topical overview of
current thinking. Both publications are available at www.policyresearch.gc.ca.
The PRI also chairs an interdepartmental working group, the Policy
Research Data Group (PRDG), which recommends the allocation of $20 million
annually to facilitate the development of data required to carry out research in
cross-departmental priority policy areas.
The Trends Project was started in 1998 in partnership
with the Social Sciences and Humanities Research Council (SSHRC), producing
research on eight theme areas. In 2001, the first two books in the Trends
Project series were released: Governing the Environment: Persistent
Challenges, Uncertain Innovations; and Who is Afraid of the State? Canada
in a World of Multiple Centres of Power. More information on the Trends
Project is available at www.policyresearch.gc.ca
In the fall of 2001, the Policy Community Initiative (PCI) was
co-located with the PRI because of their complementary objectives. The PCI made
a concerted effort to strengthen the capacity of the policy community within the
Public Service in order to strengthen the Government’s ability to deliver on
its policy agenda. The PCI undertook a number of activities to meet this
objective, including research on the risks associated with the choice of various
policy instruments, a study on how other jurisdictions (national and
international) are assessing policy capacity and implementing strategies to
address them, and consultations with senior public servants to solicit their
views on what characterizes good policy development and Canada’s capacity in
this area.
One PCI activity of particular note is the Policy Research
Development Program (PRDP), a program for recruiting highly motivated
university graduates with Masters or higher-level degrees. PRDP recruits are
placed in a rotational program that combines challenging and policy-relevant
work assignments in host organizations (federal departments and non-governmental
organizations) with formal training, mentoring, and the prospect of a senior
analyst appointment at the end of the three-year training period. In 2001-2002,
the Program received over 1,500 applications for only ten designated positions.
COMMISSION ON THE FUTURE OF HEALTH CARE IN CANADA
The Commission on the Future of Health Care in Canada was
established in April 2001 under Part I of the Inquiries Act. Roy J.
Romanow, Q.C. is the sole Commissioner. PCO provided direct support to Mr.
Romanow to set up the Commission’s facilities and to undertake start-up
activities. To pursue its mandate in the context of addressing long-term policy
issues regarding health care in Canada in the most open and transparent way
possible, the Commission’s work was divided into two phases:
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Phase I – focussing on fact-finding which resulted
in an interim report tabled in the House of Commons in February 2002 — Shape
the Future of Health Care in Canada (available in hard copy or on the
Commission’s web site); and
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Phase II – emphasizing a national dialogue with
the Canadian public and interested stakeholders on the future of the
health care system, with a final report scheduled for release in November
2002.
During the fact-finding phase, the Commission consulted
broadly with key health care system stakeholders, and provincial and territorial
governments and Aboriginal organizations, to narrow the focus of its research
and consultation priorities. In addition to gathering and synthesizing currently
available information on health care in Canada and elsewhere, the Commission
also sought to identify knowledge gaps and, where necessary and feasible, to
commission new research to bridge them. The Commission held policy roundtables
to gather international experience, and designed and implemented an academic
research program to examine the impact of globalization on health care, and the
fiscal arrangements for health care and health human resources, among other
topics. One of the important legacies from this Commission will be the
advancement of knowledge concerning health care in Canada.
During the dialogue and consultation phase begun in
March 2002, the Commission is working collaboratively with a variety of partners
to provide concerned Canadians with the opportunity to participate in informed
discussions on the future of health care in Canada. Canadians feel a proud
attachment to their health care system and view it as a defining element of
their citizenship.
The Commission also established a web site (www.healthcarecommission.ca)
which provides universal access to a large volume of information and is being
more extensively accessed and used than similar sites established previously.
Specifically, the web site is:
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A basic information source on the Commission, including
all speeches, news releases, etc., that have been issued;
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A catalogue of existing research — recent reports and
studies — of interest to potential users, either posted in full or
linked to the site;
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A research base; with all research papers commissioned
by the Commission available on the site once complete; and
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A means for public contact. Individuals can e-mail the
Commission via the web site, complete on-line surveys, etc. The site also
provides a telephone number (1-800-793-6161) for information and the
Commission’s address for those who may wish to submit written
correspondence.
INDIAN SPECIFIC CLAIMS COMMISSION
The Indian Specific Claims Commission plays a quasi-judicial
role, providing a means of appeal to review Government decisions on claims made
by First Nations. The Commission conducts impartial inquiries in response to a
request from a First Nation, when:
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They dispute the decision of the Minister of Indian
Affairs and Northern Development to reject their specific claim, or
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They disagree with the compensation criteria used by the
Government in negotiating the settlement of their claim.
At the request of the Government or a First Nation, the
Commission will also provide or arrange mediation or facilitation regarding
claims.
The Commission strives to ensure that adequate mechanisms and
processes are in place to enable it to maintain the high quality and
impartiality of its services. During 2001-2002, the Commission issued three
inquiry reports. Since its creation in 1991, the Commission has completed and
reported on 55 inquiries. Of the 55 inquiries, 25 have been accepted for further
negotiation or settled. Currently, the Commission is conducting 20 ongoing
inquiries.
In 2001-2002, the Commission’s mediation unit provided
services for 20 ongoing claims. Of these, eleven were carried out in formal
claims negotiations between the First Nations and the Government, while three
claims were pursued as pilot projects and six claims are in the planning
conference stage. Over the course of the year, a negotiated settlement was
reached for one claim and the report issued, while there are informal offers on
the table for two others. In total, the mediation unit has participated in
approximately 103 meetings concerning these 20 claims.
The Commission considers public education and awareness of
claims issues in Canada to be an ongoing priority. The Commission’s Speakers
Bureau, launched in 1999, continued its pro-active approach to improve the
understanding among Canadians that specific claims issues are based in history,
law and policy, and are often complex. Commissioners made numerous presentations
about the work of the Commission, concentrating on key issues in the land claims
area. Audiences have included service clubs, university and student groups,
specific land claims conferences and newspaper editorial boards. Information is
also available to the public on the Commission’s web site at www.indianclaims.ca.
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