The Right Honourable Paul Martin
Prime Minister of Canada
A. Prime Minister’s Message
B. Summary Information
C. Departmental Priorities
SECTION II – ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME
A. Strategic Outcome #1
B. Strategic Outcome #2
SECTION III – SUPPLEMENTARY INFORMATION
A. Management Representation Statement
B. Organizational Information
C. Tables
SECTION IV – OTHER ITEMS OF INTEREST
A. Proposed Changes for 2005-2006
B. For Further Information
I am pleased to present the 2005-2006 Report on Plans and Priorities for the Privy Council Office (PCO).
On June 28, 2004, Canadians elected a new, minority Parliament and they expect their representatives to make it work. With that in mind, the Government articulated a comprehensive and activist agenda in the October 2004 Speech from the Throne; a strategy to build a prosperous and sustainable 21st century economy, strengthen our social foundations and secure Canada’s place of pride and influence in the world.
The PCO provides critical support to me, to Cabinet, to Parliament and to the federal government at large to deliver on that agenda by developing and coordinating the implementation of policy initiatives, identifying emerging issues and improving the overall management of government. It provides the professional, non-partisan advice that underpins sound public service and effective governance in a proud and vibrant democracy such as ours.
In the coming year, we will move forward on issues of importance to Canadians: quality child care, vibrant communities, accessible health care, aboriginal opportunity, democratic reform, sound public administration, a healthy environment, a dynamic economy and a secure country. Canadians deserve nothing less.
The annual Report on Plans and Priorities outlines how the PCO helps the Government to achieve these shared goals for our country.
Reason for Existence – The mandate of the Privy Council Office (PCO) is to serve Canada and Canadians by providing the best non-partisan advice and support to the Prime Minister, ministers within the Prime Minister’s portfolio, and Cabinet. PCO supports the development of the Government policy agenda; coordinates responses to issues facing the Government and the country; and, supports the effective operation of Cabinet. |
Financial Resources (thousands of dollars)
2005-2006 |
2006-2007 |
2007-2008 |
$148,987 |
$127,353 |
$125,238 |
Human Resources (full-time equivalents)
2005-2006 |
2006-2007 |
2007-2008 |
1,117 |
994 |
982 |
Departmental Priorities
(thousands of dollars) | Type | Planned Spending | ||
2005-2006 | 2006-2007 | 2007-2008 | ||
a) Focus on key policy areas | Ongoing | $67,600 | $58,300 | $57,200 |
b) Conduct medium-term policy planning | Ongoing | $12,300 | $11,200 | $11,100 |
c) Improve the management of the Government | Ongoing | $20,700 | $16,900 | $16,700 |
d) Strengthen PCO’s internal management practices | Ongoing | $4,200 | $3,300 | $3,300 |
All other PCO activities1 | - | $44,187 | $37,653 | $36,938 |
Total PCO planned spending | - | $148,987 | $127,353 | $125,238 |
The main roles of PCO are to:
Two strategic outcomes have been identified for PCO, which are discussed in this document:
PCO is structured according to four activities:
We provide administrative support to the Office of the Prime Minister, Ministers’ Offices and to Commissions of Inquiry, Task Forces and Others. Our core business is the Secretariats and Advisors activity, which is the focus of this RPP.
PCO’s priorities depend in large part on the Government agenda and are subject to a variety of internal and external influences, which are outlined below.
The Government’s policy agenda is comprehensive and complex, and, as outlined later in this document, includes such subjects as the economy, health of Canadians, children, caregivers and seniors, national security, Aboriginal Canadians, and Canada, North America and the World. In order for PCO to contribute to the development of appropriate policy responses, we must promote increased integration within the federal government community and enhance the networks involving the federal government, other levels of government and other stakeholders.
PCO operates within a constantly changing policy environment, which places considerable pressure on PCO to stay abreast of a wide variety of issues in order to continue to provide effective support to the Prime Minister and Cabinet. In addition, PCO must be able to quickly adapt its own organizational structure in response to changes to Cabinet committees and to the overall government structure.
The sudden emergence of new issues requires prompt access to the appropriate policy expertise within the federal system and an ability to quickly mobilize this expertise to provide highly responsive advice to decision-makers. This requires a strong capability within PCO to identify emerging issues, and necessitates strong networks with all of the major stakeholders.
PCO ensures that its policy advice remains objective, accurate, reliable, relevant and comprehensive.
To ensure that PCO properly fulfills its role in providing policy advice to the Prime Minister and Cabinet, it will continue to develop ways of accessing the best available information and research within the federal government and elsewhere.
Given the desire to obtain the latest thinking on the policy issues of the day and to attract respected and credible policy experts with specific subject-matter expertise, there tends to be frequent movement of staff both in and out of the PCO organization. Although PCO has little difficulty in attracting staff with extensive policy expertise and experience in subject-matter areas, this movement of staff presents a certain risk for PCO in terms of retaining corporate memory and maintaining continuity in the policy development process.
The organization needs to ensure it has a process in place for succession planning in order to maintain continuity of policy expertise. Also, strong capabilities are required in information, records and library management in order to ensure that the necessary corporate records and information resources are accessible throughout PCO.
The Canadian public is demanding increased accountability on the part of public officials, more efficient use of public resources, greater transparency, and ethical decision-making. Resource allocations need to be tightly linked to changing government policy priorities and PCO is expected to provide a leadership role in improving the overall functioning of the Government.
Maintaining work-life balance in a high pressure and fast-paced environment is an ongoing struggle for all PCO employees. A particular challenge for managers is to find the time to attend to their ongoing management responsibilities while focusing on day-to-day exigencies. In addition, PCO must undertake the commitments of the Clerk in his Corporate Priorities of the Public Service of Canada to such government-wide initiatives as the Management Accountability Framework and human resources modernization.
In developing the Government agenda, it is important to reflect the diverse needs of stakeholders, the changing face of the country in terms of shifting demographic trends, increased diversity, aging and urbanization, and shifts in the values and priorities of Canadians. The Government agenda also needs to reflect the particular challenges faced by groups within Canadian society, such as Aboriginal people and official language minority communities. This requires maintaining open communications with stakeholders, sharing information, establishing networks and other consultative mechanisms, and providing stakeholders an opportunity to provide input into the development and implementation of the Government agenda. Specific examples of ongoing initiatives that relate to this challenge are democratic reform and electoral reform.
Our stakeholders are listed in Figure 1, which also identifies their expectations vis-à-vis PCO.
Figure 1—Stakeholders and their Expectations vis-à-vis PCO
PCO’s major priorities for the three-year planning period beginning in 2005-2006 are the following:
a) Focus on key policy areas.
b) Conduct medium-term policy planning.
c) Improve the management of the Government.
d) Strengthen PCO’s internal management practices.
Each of these priorities is described below, focusing on the main plans that will be implemented.
PCO will continue to coordinate the policy work of federal departments in order to address the complex issues that face Canada. A major role of PCO is to develop and coordinate the implementation of the policy agenda, as articulated by the Government in the October 2004 Speech from the Throne. 3 The main policy areas where PCO will be most (though not exclusively) active include:
PCO assists the Government in defining its objectives and priorities. In that role, PCO must tap into policy and research expertise to identify emerging issues to inform Cabinet’s deliberations and assist in the elaboration and monitoring of the medium-term directions of the Government.
PCO will continue to play a leadership role in improving the overall management of the Government. Key initiatives for 2005-2006 and beyond will include:
PCO is highly committed to the ongoing improvement of its internal management practices. Our specific plans reflect the directions outlined in the Clerk’s Corporate Priorities for the Government in 2004-2005. 11 These include continued implementation of the Management Accountability Framework and support and leadership in the successful implementation of the Public Service Modernization Act. Other plans include the pursuit of shared services with other central agencies for corporate services support to PCO. Key initiatives for 2005-2006 and beyond are the following:
PCO’s progress in achieving its commitments over the three-year planning period will be assessed in a variety of ways, which are summarized in Table 1.
Table 1—Monitoring the Progress of PCO Priorities and Plans
Priorities and Plans | How PCO will Monitor and Report on Progress |
a) Focus on key policy areas | |
1. 21st-century economy |
|
2. Health care | |
3. Children, caregivers and seniors | |
4. Aboriginal Canadians | |
5. Canada, North America and the World | |
6. Environment | |
7. A new deal for cities and communities | |
8. Governing in common purpose | |
b) Conduct medium-term policy planning | |
1. Research on medium term policy issues |
|
2. Medium-term planning |
|
c) Improve the management of Government | |
1. Improve support for Cabinet Committee decision-making |
|
2. Continue with democratic reform |
|
3. Implement the improved GIC appointment system |
|
4. Coordinate the implementation of the Smart Regulation Strategy |
|
5. Implement human resources modernization |
|
6. Cabinet Confidences |
|
d) Strengthen PCO's internal management practices | |
1. Implement Public Service Modernization Act |
|
2. Strengthen information, records and library management capabilities |
|
3. Pursue shared services with other central agencies |
|
Figure 2 provides the logic model for the two PCO strategic outcomes. The chart identifies the strategic outcomes, intended results and the program activity structure.
Figure 2—Logic Model for the Privy Council Office
Each of the activities falling under the two strategic outcomes 12 is described in the following pages.
The policy and program agenda of the Government of Canada are well coordinated and the Government is well structured to respond efficiently to the needs of Canadians. |
a) Financial Resources (thousands of dollars)
2005-2006 |
2006-2007 |
2007-2008 |
$15,313 |
$14,943 |
$14,749 |
b) Human Resources (full-time equivalents)
2005-2006 |
2006-2007 |
2007-2008 |
117 |
116 |
115 |
PCO provides financial and administrative support to the Office of the Prime Minister. This funding serves to hire staff and external expertise to provide political advice, information and special services to support the Prime Minister as Head of Government and Chair of Cabinet. This includes liaison with ministers; issues management; communications; planning and operations related to the international community; and support for certain political responsibilities, including relations with the Government caucus. This funding also covers the costs of operating the Official Residences of the Prime Minister (i.e., salaries of staff, food, staff travel between residences, etc.). The National Capital Commission is responsible for the costs associated with the structures themselves (i.e., to furnish, maintain, heat and keep in repair the Official Residences).
c) Expected Results and Performance Indicators
The main intended result for PCO is to ensure that the Prime Minister’s Office receives appropriate financial and administrative support. Performance indicators are provided in Table 2.
Table 2—Performance Indicators for Office of the Prime Minister Activity
Results |
Performance Indicators |
The Prime Minister’s Office receives appropriate financial and administrative support |
|
a) Financial Resources (thousands of dollars)
2005-2006 |
2006-2007 |
2007-2008 |
$14,191 |
$13,782 |
$13,570 |
b) Human Resources (full time equivalents)
2005-2006 |
2006-2007 |
2007-2008 |
114 |
111 |
109 |
PCO provides financial and administrative support to Minister’s Offices. This funding serves to hire staff and external expertise so that Ministers’ Offices can provide political advice, information and support services to the Leader of the Government in the Senate, the President of the Queen’s Privy Council for Canada, Minister of Intergovernmental Affairs and Minister of Human Resources and Skills Development, the Leader of the Government in the House of Commons, and the Deputy Leader of the Government in the House of Commons and Minister responsible for Democratic Reform.
The responsibilities of these Ministers’ Offices are as follows: the Office of the Leader of the Government in the Senate manages the Government's legislative program in the Senate and includes the activities of the Deputy Leader of the Government in the Senate; the Office of the President of the Queen’s Privy Council for Canada supports the incumbent in the tasks assigned to him or her by the Prime Minister; the Office of the Leader of the Government in the House of Commons is accountable for the management of the Government's legislative agenda and to ensure the representation of parliamentary concerns in government decision-making; and the Office of the Deputy Leader of the Government in the House of Commons and Minister responsible for Democratic Reform supports the management of the Government's legislative agenda and helps to ensure the representation of parliamentary concerns in government decision-making, and has functional responsibility for all electoral matters and the Government’s democratic reform agenda. From time to time, the above ministers are assigned additional responsibilities, which then become an integrated part of the Ministers’ Office activity. The funding also serves to pay the salaries and allowances for ministers of state. The operating budgets for ministers of state are reported by their respective departments. Further details are provided in Section III, Figure 3.
c) Expected Results and Performance Indicators
The main intended result for PCO with respect to this program activity is to ensure that the offices of portfolio ministers receive appropriate financial and administrative support. Performance indicators are provided in Table 3.
Table 3—Performance Indicators for Ministers’ Offices Activity
Results |
Performance Indicators |
Ministers’ Offices receive appropriate financial and administrative support |
|
a) Financial Resources (thousands of dollars)
2005-2006 |
2006-2007 |
2007-2008 |
$110,897 |
$93,695 |
$91,986 |
b) Human Resources (full-time equivalents)
2005-2006 |
2006-2007 |
2007-2008 |
846 |
732 |
723 |
The Secretariats and Advisors activity provides public service support to the Prime Minister and Cabinet in the operation of the central policy decision-making process and provides advice and information to the Prime Minister in the discharge of his responsibilities as Head of Government and Chair of Cabinet. This also includes providing the necessary public service advice and support to ministers in the Prime Minister’s portfolio.
Fulfilling this objective involves working with federal departments and agencies to provide the best non-partisan advice and information. It also involves being attuned to the priorities of Canadians to offer strategic advice in the best interests of the country. PCO works with provincial and territorial governments to understand regional issues and must be knowledgeable about international developments and their implications for Canada.
Another aspect of the responsibility of PCO’s activity is to ensure that the Public Service as an institution has the capacity to serve Canadians and their elected representatives in the years ahead. As the responsibilities of government are redefined, the role of this activity is to advise the Prime Minister and other ministers on priorities for change to enable the Public Service to adapt effectively.
As the secretariat to the Cabinet, the role of the Secretariats and Advisors activity is to provide public service policy information and advice to the Prime Minister, to Cabinet, to Cabinet committees, including the Treasury Board in its capacity as Council for Governor in Council decisions, as well as to Advisory and Ad Hoc Committees. The Treasury Board is also supported by another department: the Treasury Board Secretariat.
c) Expected Results and Performance Indicators
The subject of performance measurement is complex and challenging for a policy-type organization like PCO. To a large extent, PCO outputs are not repetitive and quantifiable. Much of the work is facilitative and supportive in nature, and PCO works closely with many stakeholders in order to achieve its intended results and strategic outcomes. When the Government announces a major policy, it is typically the result of the efforts of multiple government organizations, including PCO. Nonetheless, PCO believes it is important for the organization to demonstrate to Parliament and to Canadians the value brought by achieving our strategic outcomes and intended results. At the time of writing of this RPP, a project is underway to develop PCO’s performance measurement framework.
For this program activity, Table 4 presents PCO’s expected results with a corresponding set of preliminary performance indicators. As part of the performance measurement project noted above, PCO is also investigating suitable approaches to collecting the data and information required to support the indicators.
Table 4—Performance Indicators for Secretariats and Advisors Activity
Results |
Performance Indicators |
Cabinet decision-making and the legislative agenda are well supported |
|
The Prime Minister and ministers receive sound advice for decision-making |
|
Cabinet receives sound advice on the development and implementation of the policy agenda |
|
The overall development of the Public Service is fostered |
|
The ways in which the Secretariats and Advisors activity supports the four priorities outlined earlier are summarized below:
Subjects that need investigation or further study are handled independently from the Government. 14 |
a) Financial Resources (thousands of dollars)
2005-2006 |
2006-2007 |
2007-2008 |
$8,586 |
$4,933 |
$4,933 |
b) Human Resources (full-time equivalents)
2005-2006 |
2006-2007 |
2007-2008 |
40 |
35 |
35 |
PCO provides administrative support to commissions of inquiry, task forces and others. Each commission gathers information and reports under specific terms of reference or undertakes independent projects or studies. For 2005-2006, PCO will support the Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar and funding support will also be secured for the ongoing work of the Commission of Inquiry into the Sponsorship Program and Advertising Activities. This strategic outcome also includes the Policy Research Initiative.
c) Expected Results and Performance Indicators
Table 5 identifies key performance indicators for this activity.
Table 5—Performance Indicators for Commissions of Inquiry, Task Forces and Others Activity
Results |
Performance Indicators |
Independent bodies receive appropriate administrative support |
|
It should be noted that this document focuses strictly on PCO’s support role towards commissions of inquiry and, since these entities are of an independent nature, it does not cover any information relating to their mandate, work, priorities or performance. The reader can find this type of information on the individual websites of these inquiries (Refer to Section IV for website addresses). However, the mandate of the Policy Research Initiative is currently under review and, beginning in 2005-2006, it is proposed to integrate its functions more closely with those of PCO in general. Consequently, while resources associated with this organization are reported under this Strategic Outcome and Program Activity, all information related to its work, priorities and performance is reflected under Strategic Outcome #1, Program Activity “Secretariats and Advisors”.
I submit for tabling in Parliament, the 2005-2006 Report on Plans and Priorities (RPP) for the Privy Council Office.
This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the Estimates: Reports on Plans and Priorities.
____________________________________________
Alex Himelfarb
Clerk of the Privy Council and Secretary to the Cabinet
February 2005
This section provides an overview of the organization of the Privy Council Office.
The Privy Council Office (PCO) reports directly to the Prime Minister and is headed by the Clerk of the Privy Council and Secretary to the Cabinet. It is both the Cabinet secretariat and the Prime Minister’s source of public service advice across the entire spectrum of policy questions and operational issues facing the Government, including matters relating to the management of the federation and constitutional development.
The Clerk of the Privy Council and Secretary to the Cabinet, as the head of the department, is ultimately responsible for the achievement of the first strategic outcome –The policies and program agenda of the Government of Canada are well coordinated and the Government is well structured to respond efficiently to the needs of Canadians. A Senior Management team supports the Clerk in this regard and is considered the decision-making body within PCO. The Assistant Deputy Minister, Corporate Services, as the Senior Financial Officer, and the Director of Financial Services, as the Senior Full Time Financial Officer, provide support, advice and recommendations on all aspects of financial administration within the Department.
The second strategic outcome –Subjects that need investigation or further study are handled independently from the Government 15 – consists of funding, as required, for commissions of inquiry appointed to make recommendations on specific issues and for the Task Forces and other persons or bodies that need to operate independently from PCO, while still receiving the appropriate level of administrative services from the department.
Due to their independent nature and for administrative purposes, commissions of inquiry established under the Inquiries Act appear under PCO; however, the spending of each commission is directly and solely the responsibility of the respective commissioner. The Financial Administration Act provides for the designation of commissions of inquiry as departments for purposes of the Act, which requires that financial administration of commissions of inquiry be carried out under the same controls as government departments. Further, while Commissioners have authority to engage the services of persons whom they deem necessary to assist with the Inquiry, including Counsel, the rates of remuneration paid to such persons are subject to Treasury Board approval. A Chairperson is usually designated to manage task forces and is accountable for the work of the task force. Treasury Board policies and guidelines apply in the management of task forces or other such entities.
1. Office of the Prime Minister
The Prime Minister is responsible and accountable for expenditures charged to his Office whether by him directly or on his behalf. The Prime Minister has a Chief of Staff to assist him in the administration of the Office budget.
2. Ministers’ Offices
Ministers are individually responsible and accountable for expenditures charged to their offices whether by them directly or on their behalf. Often the Minister will seek the assistance of his Chief of Staff with the administration of the office budget. Figure 3 provides the organization chart.
Figure 3—Ministers’ Offices Organization Chart
3. Secretariats and Advisors
The Clerk is responsible and accountable for expenditures charged to this program activity. A Senior Management team assists with the management of this program activity.
Further information including the organizational chart and detailed description of each area is available on the PCO website.
4. Commissions of Inquiry, Task Forces and Others
Commissioners appointed to each commission are fully accountable for the management of the Inquiry. A Commissioner will seek the assistance of his Executive Director or equivalent with the administration of the Commission’s budget.
A Chairperson is usually designated to manage Task Forces or other such entities and is accountable for the work of these entities. A Chairperson will seek the assistance of his Executive Director or equivalent with the administration of the Task Force’s budget.
In 2005-2006, this activity comprises the following:
The following financial tables are relevant to PCO:
In order to show the full cost of program activities, planned spending and FTE’s related to Corporate Services have been allocated to our program activities. This approach is new for 2005-2006, since Corporate Services was, in the past, presented separately.
Table 6 — Departmental Planning Spending and Full-Time Equivalents
This table summarizes the Main Estimates plus Supplementary Estimates, Budget announcements and other adjustments to arrive at PCO’s total planned spending requirement. It also identifies the planned full-time equivalent (FTE) levels over the planning period.
(thousands of dollars) | Forecast Spending 2004-2005 | Planned Spending 2005-2006 | Planned Spending 2006-2007 | Planned Spending 2007-2008 |
Office of the Prime Minister | 15,244 | 15,381 | 15,259 | 15,259 |
Ministers' Offices | 10,499 | 12,428 | 12,343 | 12,343 |
Secretariats and Advisors | 102,086 | 104,560 | 92,021 | 92,021 |
Commissions of Inquiry, Task Forces and Others | 13,905 | 8,919 | 8,809 | 8,809 |
Budgetary Main Estimates (gross) | 141,734 | 141,288 | 128,432 | 128,432 |
Non-Budgetary Main Estimates (gross) | - | - | - | - |
Less: Respendable revenue | - | - | - | - |
Total Main Estimates 18 | 141,734 | 141,288 | 128,432 | 128,432 |
Adjustments: | ||||
Supplementary Estimates: 19 | ||||
Supplementary Estimates ''A'' | 534 | |||
Supplementary Estimates ''B'' | 36,273 | |||
Budget Announcement: | ||||
Results from Expenditure Review Committee | - | (2,336) | (4,232) | (6,347) |
Transfers from TBS: | ||||
Collective Bargaining | 886 | 1,097 | 1,154 | 1,154 |
Other Adjustments: | ||||
Adjustments to Statutory Items 20 | 1,916 | - | - | - |
Items not yet reflected in the Main Estimates 21 | - | 8,938 | 1,999 | 1,999 |
Total Adjustments | 39,609 | 7,699 | (1,079) | (3,194) |
Total Planned Spending | 181,343 | 148,987 | 127,353 | 125,238 |
Total Planned Spending | 181,343 | 148,987 | 127,353 | 125,238 |
Less: Non-Respendable revenue | 220 | 220 | 220 | 220 |
Plus: Cost of services received without charge | 20,990 | 20,374 | 19,962 | 20,099 |
Net Cost of Department | 202,113 | 169,141 | 147,095 | 145,117 |
Full Time Equivalents | 1,095 | 1,117 | 994 | 982 |
Table 6a) - Detailed 2004-2005 Supplementary Estimates
(thousands of dollars) Explanation of Requirements |
Amount |
Supplementary Estimates ''A'' | |
Democratic Reform Secretariat | 853 |
Communication Canada Windup | 5,811 |
Regional Coordination Initiative | 4,760 |
Operating Budget Carry Forward | 4,975 |
Communication Canada - Operating Budget Carry Forward | 70 |
Transfer to Indian Affairs and Northern Development of the Aboriginal Secretariat | (10,791) |
Transfer to Indian Affairs and Northern Development of the Indian Specific Claims Commission | (5,144) |
Total Supplementary Estimates ''A'' | 534 |
Supplementary Estimates ''B'' | |
Commission of Inquiry into the Sponsorship Program and Advertising Activities | 20,357 |
Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar | 8,757 |
PCO expenses related to the Commission of Inquiry into the Sponsorship Program and Advertising Activities | 6,210 |
PCO expenses related to the Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar | 666 |
Workload pressures in PCO | 2,900 |
Public Security and Anti-Terrorism (PSAT) initiatives | 1,863 |
Transfer to Indian Affairs and Northern Development of the Aboriginal Secretariat | (3,886) |
Transfer to Office of Infrastructure of Canada of the Cities Secretariat | (594) |
Total Supplementary Estimates ''B'' | 36,273 |
Table 6b) — Departmental Planned Spending - Details Concerning Commissions of Inquiry, Task Forces and Others
(thousands of dollars) | Forecast Spending 2004-2005 | Planned Spending 2005-2006 | Planned Spending 2006-2007 | Planned Spending 2007-2008 |
Policy Research Initiative 22 | ||||
Main Estimates | 4,322 | 8,919 | 8,809 | 8,809 |
Adjustments 23 | 2,157 | (3,995) | (3,876) | (3,876) |
Planned Spending | 6,479 | 4,924 | 4,933 | 4,933 |
Indian Specific Claims Commission 24 | ||||
Main Estimates | 9,583 | - | - | - |
Adjustments 23 | (8,250) | - | - | - |
Planned Spending | 1,333 | - | - | - |
Commission of Inquiry into the Sponsorship Program and Advertising Activities 25 | ||||
Main Estimates | - | - | - | - |
Adjustments | 20,543 | - | - | - |
Planned Spending | 20,543 | - | - | - |
Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar 25 | ||||
Main Estimates | - | - | - | |
Adjustments | 8,876 | 3,662 | - | |
Planned Spending | 8,876 | 3,662 | - | - |
Total Commissions of Inquiry, Task Forces and Others | - | - | - | - |
Main Estimates | 13,905 | 8,919 | 8,809 | 8,809 |
Adjustments 23 | 23,326 | (333) | (3,876) | (3,876) |
Planned Spending | 37,231 | 8,586 | 4,933 | 4,933 |
Table 6c) — Departmental Planned Spending – Explanations of Major Net Spending Variations
From $181.3 million in 2004-2005 to $149.0 million in 2005-2006: |
Offset by:
From $149.0 million in 2005-2006 to $127.3 million in 2006-2007: |
From $127.3 million in 2006-2007 to $125.2 million in 2007-2008: |
Table 7 — Program Activities
This table represents PCO’s Main Estimates for 2005-2006, by budgetary item and by Program Activity. The total planned spending is arrived at by adding the planned adjustments to the 2005-2006 Main Estimates. PCO does not have any non-budgetary items in its Main Estimates.
(thousands of dollars) | 2005-2006 Budgetary |
||||
Program Activity | Operating | Grants and Contributions | Total Main Estimates | Adjustments (planned spending not in Main Estimates) |
Total Planned Spending |
Office of the Prime Minister | 15,381 | - | 15,381 | (68) | 15,313 |
Ministers' Offices | 12,428 | - | 12,428 | 1,763 | 14,191 |
Secretariats and Advisors | 104,507 | 53 | 104,560 | 6,337 | 110,897 |
Commissions of Inquiry, Task Forces and Others | 8,919 | - | 8,919 | (333) | 8,586 |
Total | 141,235 | 53 | 141,288 | 7,699 | 48,987 |
Table 8 — Voted and Statutory Items Listed in Main Estimates
This table represents the ministry summary table that is presented in the Main Estimates. Parliament approves the voted funding and the statutory amounts are presented for information purposes only. The 2004-2005 Main Estimates are also presented for comparison purposes.
(thousands of dollars) | |||
Vote or Statutory Item | Truncated Vote or Statutory Wording | 2005-2006 Main Estimates | 2004-2005 Main Estimates |
1 | Privy Council -- Operating Expenditures | 125,413 | 111,231 |
(S) | Prime Minister's salary and motor car allowance | 143 | 143 |
(S) | President of the Queen's Privy Council for Canada -- Salary and motor car allowance | 70 | 70 |
(S) | Leader of the Government in the Senate -- Salary and motor car allowance | 70 | 70 |
(S) | Ministers without Portfolio or Ministers of State -- Motor car allowance | 28 | 28 |
(S) | Contributions to employee benefit plans | 15,564 | 14,595 |
Appropriations not required | |||
- | Privy Council -- The grants listed in the Estimates and contributions | - | 15,597 |
Total Department | 141,288 | 141,734 27 |
Table 9 — Net Cost of Department
This table represents the net cost of PCO by adding the costs of services received without charge from other government departments and by subtracting non-respendable revenue.
(thousands of dollars) | Total | |
Net Planned Spending | 148,987 | |
Plus: | Services Received without Charge | |
Accommodation provided by Public Works and Government Services Canada (PWGSC) | 11,511 | |
Contributions covering employees' share of employees' insurance premiums and expenditures paid by TBS | 5,585 | |
Workers compensation coverage provided by Social Development Canada | 10 | |
Salary and associated expenditures of legal services provided by Justice Canada | 3,268 | |
20,374 | ||
Less: | Non-respendable Revenue | 220 |
2005-2006 Net cost of Department | 169,141 |
Table 10 — Sources of Respendable and Non-Respendable Revenue
This table summarizes PCO’s non-respendable revenue by Program Activity and by source.
(thousands of dollars) | Forecast Revenue 2004-2005 | Planned Revenue 2005-2006 | Planned Revenue 2006-2007 | Planned Revenue 2007-2008 |
Office of the Prime Minister | ||||
Proceeds from Sales | 6 | 6 | 6 | 6 |
Secretariats and Advisors | ||||
Refunds of previous year's expenditures | 120 | 120 | 120 | 120 |
Adjustments to prior year's payables | 60 | 60 | 60 | 60 |
Proceeds from the disposal of surplus Crown assets | 30 | 30 | 30 | 30 |
Sale of statutory instruments pursuant to the Statutory Instruments Act | 1 | 1 | 1 | 1 |
Revenues pursuant to the Access to Information Act and Privacy Act | 2 | 2 | 2 | 2 |
Sundries | 1 | 1 | 1 | 1 |
214 | 214 | 214 | 214 | |
Total Non-Respendable Revenue | 220 | 220 | 220 | 220 |
Table 11 — Resource Requirement by Branch
This table represents the 2005-2006 planned spending by Branch. This table is new for
2005-2006 since previous years’ planned spending was only presented at the equivalent of program activity.
2005-2006 | |||||
(thousands of dollars) | Office of the Prime Minister | Minister's Offices | Secre- tariats and Advisors |
Com- missions of Inquiry, Task Forces and Others |
Total Planned Spending |
Office of the Prime Minister | 15,313 | - | - | - | 15,313 |
President of the Queen's Privy Council for Canada | - | 3,396 | - | - | 3,396 |
Leader of the Government in the Senate | - | 3,709 | - | - | 3,709 |
Leader of the Government in the House of Commons | - | 4,281 | - | - | 4,281 |
Ministers of State | - | 1,305 | - | - | 1,305 |
Deputy Leader of the Government in the House of Commons | - | 1,500 | 1,500 | ||
Clerk and Secretary to the Cabinet | - | - | 3,465 | - | 3,465 |
Counsel to the Clerk of the Privy Council | - | - | 4,711 | - | 4,711 |
National Security Advisor | - | - | 19,984 | - | 19,984 |
National Science Advisor | - | - | 2,045 | - | 2,045 |
Intergovernmental Affairs | - | - | 21,578 | - | 21,578 |
Operations | - | - | 15,703 | - | 15,703 |
Plans and Consultations | - | - | 24,926 | - | 24,926 |
Machinery of Government | - | - | 8,126 | - | 8,126 |
Senior Personnel and Special Projects | - | - | 4,948 | - | 4,948 |
Global Affairs and Canada-US Secretariats | - | - | 5,411 | - | 5,411 |
Policy Research Initiative | 4,924 | 4,924 | |||
Commission of Inquiry into the Sponsorship Program and Advertising Activities 28 | - | - | - | - | - |
Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar | - | - | - | 3,662 | 3,662 |
Total | 15,313 | 14,191 | 110,897 | 8,586 | 148,987 |
Table 12 — Major Regulatory Initiatives
While PCO does not administer any major or significant regulations, it is responsible for coordinating the implementation of the Smart Regulation Strategy, which is designed to improve the functioning of the entire regulatory system.
Table 13 — Horizontal Initiatives
Over the next year, the Privy Council Office will lead the following horizontal initiative:
2005-06
1. Action Plan for Official Languages (lead department).
Further information on the above-mentioned horizontal initiative is available at: http://www.pco-bcp.gc.ca/index.asp?lang=eng&page=information&sub=publications&doc=RPP/2005-2006/horizontal-initiatives-eng.htm
PCO plans to implement the following changes in 2005-2006:
General Inquiries & Publications: | (613) 957-5153 |
Telecommunication Device for the Deaf: | (613) 957-5741 |
Prime Minister | www.pm.gc.ca |
Deputy Prime Minister | www.pco-bcp.gc.ca |
Leader of the Government in the House of Commons | www.lgc.gc.ca |
President of the Queen's Privy Council and Minister of Intergovernmental Affairs | www.pco-bcp.gc.ca/aia |
Leader of the Government in the Senate | www.lgs.gc.ca |
Privy Council Office | www.pco-bcp.gc.ca |
Official Languages | www.pco-bcp.gc.ca/olo |
Orders in Council | www.pco-bcp.gc.ca/oic-ddc |
Regulatory Affairs and Orders in Council | www.pco-bcp.gc.ca/raoics-srdc |
Smart Regulation | www.smartregulation.gc.ca |
Speech from the Throne | www.sft-ddt.gc.ca/fra/index.asp |
Policy Research Initiative | www.policyresearch.gc.ca |
Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar | www.ararcommission.ca |
Commission of Inquiry into the Sponsorship Program and Advertising Activities | www.gomery.ca |
Indian Specific Claims Commission | www.indianclaims.ca |
Miramichi and Acadie-Bathurst Electoral Boundaries Commission | www.pco-bcp.gc.ca |
Endnotes
1 PCO is reporting only on key departmental priorities in this RPP. Therefore, the category “all other PCO activities” includes the costs of all remaining functions related to, for example, the Prime Minister’s Office, Ministers’ Offices and commissions of inquiry as well as ongoing responsibilities such as the provision of legal advice and security operations.
2 A wording change has been applied to strategic outcome #2 in order to better reflect the intent of the organization.
3 The October 5th, 2004 Speech from the Throne is available at: http://www.sft-ddt.gc.ca/fra/index.asp
4 Further information on the Canada-Aboriginal Peoples Roundtable of April 19, 2004 is available at: http://www.ainc-inac.gc.ca/nr/iss/cab/index_e.html
5 Further information on the Securing an Open Society: Canada’s National Security Policy is available at: http://www.pco-bcp.gc.ca/docs/information/Publications/
natsec-secnat/natsec-secnat-eng.pdf
6 Further information on the New Deal for Cities and Communities is available at: http://www.infrastructure.gc.ca/ip-pi/gas-essence_tax/news-nouvelles/2005/20050514edmonton_e.shtml
7 Further information on these research projects is available at: www.policyresearch.gc.ca
8 The Action Plan for Democratic Reform is available at: http://www.pco-bcp.gc.ca/index.asp?lang=eng&page=information&sub=publications&doc=dr-rd/dr-rd_doc-eng.htm
9 Funding for the implementation of the Smart Regulation strategy is being provided for 2005-2006.
10 Further information on the External Advisory Committee on Smart Regulation is available at: http://www.pco-bcp.gc.ca/smartreg-regint/
11 The Clerk’s Corporate Priorities for 2004-2005 are available at: http://www.pco-bcp.gc.ca/index.asp?
lang=eng&page=secretariats&sub=spsp-psps&
doc=pmp-pgr/dm-sm/priorities-eng.htm
12 A wording change has been applied to strategic outcome #2 in order to better reflect the intent of the organization.
13 The resources associated with the Policy Research Initiative currently fall under strategic outcome #2, as described in the next section. However, its mandate is currently under review, and beginning in 2005-2006, it is proposed that the Policy Research Initiative will be moved to strategic outcome #1. For further details, see Section IV—Other Items of Interest.
14 A wording change has been applied to strategic outcome #2 in order to better reflect the intent of the organization.
15A wording change has been applied to strategic outcome #2 in order to better reflect the intent of the organization.
16 The scope of work for these commissions is being reviewed and appropriate resource levels will be sought through Supplementary Estimates.
17 The Policy Research Initiative currently fall under the activity Commissions of Inquiry, Task Forces and Others. However, its mandate is currently under review, and beginning in 2005-2006, it is proposed that the Policy Research Initiative will be moved to the Secretariats and\ Advisors activity. For further details, see Section IV—Other Items of Interest.
18 The 2004-2005 Main Estimates have been adjusted from $141,861K to $141,734K to reflect the reduction of $127K as voted by Parliament.
19 See Table 6a) for details pertaining to Supplementary Estimates.
20 Adjustments to Statutory Items represents the Employee Benefit Plan amounts related to items in the Supplementary Estimates.
21 These items include $6,939K for Commissions related work (2005-2006), and $1,999K for Public Security and Anti-Terrorism Initiatives (2005-2006 and ongoing).
22 Starting in 2005-2006, subject to the approval of a recent review, the Policy Research Initiative will report under Secretariats and Advisors.
23 Some adjustments were required to reduce the Corporate Services allocation since it was overestimated in the Main Estimates.
24 The Indian Specific Claims Commission was transferred to Indian Affairs and Northern Development on July 20, 2004.
25 Funding for the Commissions will be obtained through Supplementary Estimates.
26 The scope of work for these activities is being reviewed and appropriate resource levels will be sought through Supplementary Estimates.
27 The 2004-2005 Main Estimates have been adjusted from $141,861K to $141,734K to reflect the reduction of $127K as voted by Parliament.
28 The scope of work for these activities is being reviewed and appropriate resource levels will be sought through Supplementary Estimates.