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The Right Honourable Stephen Harper
Prime Minister of Canada
Prime Minister's Message
Management Representation Statement
Summary Information
Departmental Plans and Priorities
SECTION II ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME
SECTION III SUPPLEMENTARY INFORMATION
On February 6, 2006, a new administration took over the reins of government, reflecting the desire for change expressed by Canadians from coast to coast. Canada’s new Government, which I am proud to lead, established five key priorities for the First Session of the Thirty-Ninth Parliament of Canada. These priorities are:
It is a clear and focused agenda, one that will serve as the cornerstone of our efforts to keep Canada strong, united, independent and free.
To help us implement this agenda and to respond to issues as they arise, our Government relies on the competence, expertise and non-partisan advice it receives from the dedicated public servants who make up the Privy Council Office. The plans outlined in this report will, when fully implemented, greatly assist our Government in achieving its goals. I am pleased to present the 2006-2007 Report on Plans and Priorities for the Privy Council Office.
I submit for tabling in Parliament, the 2006-2007 Report on Plans and Priorities for the Privy Council Office.
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2006-2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
Kevin G. Lynch
Clerk of the Privy Council and Secretary to the Cabinet
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’s policy agenda; coordinates responses to issues facing the Government and the country; and supports the effective operation of Cabinet. |
Financial Resources (thousands of dollars)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 146,721 | 130,810 | 129,877 |
Planned Spending | 129,296 | 111,201 | 111,266 |
Human Resources (full-time equivalents)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 1,088 | 1,066 | 1,062 |
Planned | 916 | 902 | 902 |
The Main Estimates represent the votes approved by Parliament in April 2006. Subsequent to this approval, PCO underwent a significant reorganization in order to refocus its efforts on core functions. The Planned Spending reflects the significant reductions in projected resource requirements resulting from this reorganization. For further details, see the Organizational Information section and Table 1d.
Strategic Outcome – Towards effective government policies and operations, the Privy Council Office ensures that decision making by the Prime Minister and Cabinet is well supported and the institutions of executive government are well supported and maintained. |
Departmental Priorities, Program Activities, Expected Results and Planned Spending
Priorities | Type | Program Activity1 | Expected Result | Planned Spending (thousands of dollars) | ||
2006- 2007 |
2007- 2008 |
2008- 2009 |
||||
Support the Prime Minister in exercising his overall leadership responsibility | Ongoing | A.1 | Cabinet decision making and legislative agenda are supported | 32,143 | 30,253 | 30,277 |
A.2 | The Prime Minister and ministers receive information and sound advice in support of decision making | |||||
Improve the management and accountability of government | Ongoing | A.2 | The Prime Minister and ministers receive informed and sound advice in support of decision making | 10,445 | 10,032 | 10,038 |
A.4 | The overall development of the Public Service is fostered | |||||
Focus on key policy areas and strengthen medium-term policy planning | Ongoing | A.1 |
Cabinet decision making and legislative agenda are supported | 61,297 | 51,727 | 51,759 |
A.2 | The Prime Minister and ministers receive informed and sound advice in support of decision making | |||||
A.3 | Cabinet receives informed and sound advice on the development and implementation of the policy agenda The overall development of the Public Service is fostered |
|||||
Strengthen PCO’s internal management practices | Ongoing | A.1-A.6 | The Prime Minister’s Office and the offices of the portfolio ministers receive
appropriate financial and administrative support Commissions of inquiry receive appropriate support |
12,647 | 6,424 | 6,428 |
All other PCO activities2 | - | - | 12,764 | 12,765 | 12,764 | |
Total PCO Planned Spending | - | - | 129,296 | 111,201 | 111,266 |
PCO’s priorities depend in large part on the Government’s agenda and are subject to a variety of internal and external influences. Significant ones are outlined below.
Changing government-wide priorities
A new government was elected on January 23, 2006. It was installed on February 6, 2006, and immediately
introduced five key priorities: accountability, tax relief, security and public safety, child care, and health care. In order to move ahead on these focused priorities in
a minority government situation, it committed to working with others to find shared goals and common ideas. PCO needs to ensure government-wide focus on these key
priorities. To that extent, PCO announced changes to its organization to refocus the efforts of its secretariats on their core functions. These changes will reduce
PCO’s overall financial resources by about twenty percent and human resources by about eleven percent. (More information is provided on page .)
Public expectations for increased government accountability
The Canadian public demands increased accountability on the part of public
officials. There are mounting expectations for faster delivery of more services for the same tax dollar, more efficient and effective use of public resources, greater
transparency and ethical decision making. Resource allocations need to be better linked to government policy priorities. PCO is expected to provide a leadership role in
improving the overall functioning of government, with excellence being the benchmark.
Effective organizations need clear mandates, the responsibility and resources to achieve these mandates, and the clear understanding of being held to account for results. The role of central agencies is to provide context, coherence, coordination and challenge. With the increased focus on accountability, it becomes critical that the central agencies concentrate on setting the broad policy framework to guide how policy is developed; the fiscal framework within which the government operates; the accountability regime which shapes how the government performs; and the human resources management framework anchored on public service values and ethics.
Complexity of issues
Although the priorities of the Government are clear and focused, the business of government in a modern society is inevitably
complex. There is increased interdependence among governments and a convergence of sectors which are changing relationships and policy design. Decision makers are faced
with challenges and opportunities that are influenced by varying pressures, international circumstances, budget limits and changing expectations. In addition, the
Government faces a minority situation in both the House of Commons and the Senate. To deal with this level of complexity, PCO must support integration within the federal
government community and encourage teamwork within and across departments and agencies. As well, strong and effective networks involving the federal government, other
levels of government and other stakeholders are key success factors. PCO must also ensure that it is able to attract and engage people with a high level of policy
expertise and analytical capability.
Societal and demographic changes
Societal and demographic changes are reshaping the face of Canada and its federal public service. In 2003, 4.1
million Canadians were 65 years of age and older. Their numbers are expected to reach 6.4 million in 2020–nearly one in five Canadians. According to 2001 Census
data, the median age of the labour force was 39 in 2001, up from 37 in 1991. The 2001 Census data also show that immigrants who landed in Canada during the 1990s and who
were in the labour force in 2001 represented almost 70 percent of the total growth of the labour force over the decade.
With the baby boomers aging and fewer young people entering the working age population, the potential exists for shortages in certain occupations. At the federal level, for example, a large number of employees in the executive cadre category will be retiring within 10 years and, without proper human resources planning, this may create a vacuum.
Good public policy is helped by a diversity of views–linguistically, geographically and culturally–and by sufficient knowledge of the demographic changes that are occurring in Canadian society. For the renewal of the public service, PCO needs to continue to support diversity in the workforce and take into consideration the impact of the changing demographic–including the aging population in Canadian society.
Accelerating technological shifts
With technological shifts and advances comes the availability of new tools that not only increase the
expectations of Canadians for information and services but also help the Public Service to deliver on the Government’s commitments and to be held accountable through
a number of control and reporting mechanisms. These changes will require a public service that is flexible, agile, innovative and focused on excellence.
During this fiscal year, support will focus on priorities articulated by the Government in its Speech From the Throne. These include the five priorities highlighted for action which are as follows:
Ongoing support will be directed to key enablers of the government’s agenda as outlined in the Speech From the Throne. This will entail:
Support will also be given to other key Speech From the Throne commitments:
The Government priorities will be supported by the following PCO priorities:
PCO’s strategic outcomes and program activities (outlined in detail in Section II) are aligned with all Government of Canada outcomes: economic, social and international. PCO provides support to government departments and agencies, and contributes to strengthening and modernizing public sector management.
Priority: Support the Prime Minister in exercising his overall leadership responsibility
PCO will better concentrate its resources in support of the Prime Minister’s overall responsibility to provide leadership by creating and sustaining the unity of the Ministry required to maintain the confidence of Parliament.
Plans:
|
Planned Reduction in Resources Resulting from Focus on Core Functions
Actual 2005-2006 |
Planned 2006-2007 |
Planned 2007-2008 |
|
Financial Resources (thousands of dollars) |
162,318 | 129,296 | 111,201 |
Human Resources (full-time equivalents) |
1,032 | 916 | 902 |
|
Priority: Improve management and accountability of government
PCO will continue to play a central role in assisting the Prime Minister and Cabinet in enhancing the overall management, transparency and accountability of government while ensuring that the objectives of improved efficiency and efficacy are met. Additionally, it will concentrate its efforts to support the Government in meeting its commitment to introduce and implement the Federal Accountability Act and other key measures aimed at ensuring integrity, accountability, responsibility and excellence in public administration, while developing strategies to enhance the effectiveness of the overall Cabinet decision-making process.
Plans:
|
Priority: Focus on key policy areas and strengthen medium-term policy planning
PCO will provide advice and support the development and implementation of the Government’s focused agenda in the fields of social, economic and international policy, as set out in the Speech from the Throne that opened the Thirty-Ninth Parliament. It will also identify emerging issues to inform Cabinet’s deliberations and, through long-term strategic thinking, provide advice for the Government’s forward-looking agenda.
Plans:
|
Priority: Strengthen PCO’s internal management practices
PCO is committed to strengthening its internal management practices, consistent with the standards of management outlined in the Management Accountability Framework to ensure excellence in management. PCO will continue its efforts to better integrate human resources planning so that it will cover all aspects of human resources management, especially in the areas of workforce renewal and diversity.
Plans:
|
NEW PAA STRUCTURE
The Privy Council Office modified its PAA to better reflect its program activities across the organization. The revised PAA was approved by TB ministers on August 30, 2005.
Towards effective government policies and operations, the
Privy Council Office ensures that decision making by the Prime
Minister and Cabinet is well supported and the institutions of
executive government are well supported and maintained.
|
PCO plans to revise its PAA to reflect its reorganization to focus on its core functions. At the same time, PCO will develop a performance measurement strategy that will be linked to the new PAA and address PCO's operating environment.
A.1 Support for Cabinet decision making and the legislative agenda
Description
PCO is the guardian of the Cabinet decision making process and carries out a coordination function, providing Cabinet and its committees with the support required to prepare for and conduct meetings.
PCO provides stakeholder consultations, research and advice to facilitate decision making and legislation. PCO also provides advice and support on the management of the Government's legislative and parliamentary agenda to the Prime Minister, the Leader of the Government in the House of Commons and Minister for Democratic Reform, and the Leader of the Government in the Senate.
Expected Result | Priorities Supported | Performance Indicators |
Cabinet decision making and legislative agenda are supported |
|
|
Financial Resources (thousands of dollars)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 5,514 | 5,373 | 5,373 |
Planned Spending | 5,775 | 5,659 | 5,661 |
Human Resources (full-time equivalents)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 48 | 47 | 47 |
Planned | 48 | 47 | 47 |
A.2 Advice to the Prime Minister and ministers on issues, policies, machinery and appointments
Description
PCO serves as the department for the Prime Minister and also supports ministers in the Prime Minister's portfolio. It consults with key stakeholders, coordinates advice across government departments and agencies, and provides strategic policy, expenditure and communications advice on social, economic, environment, security and intelligence, global and defence, and intergovernmental relations.
PCO also provides advice to the Prime Minister in respect of the exercise of prerogative matters, including those related to machinery of government, legislation, and appointments of senior personnel.
Expected Result | Priorities Supported | Performance Indicators |
The Prime Minister and ministers receive informed and sound advice in support of decision making |
|
|
Financial Resources (thousands of dollars)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 70,458 | 62,315 | 61,382 |
Planned Spending | 59,598 | 53,883 | 53,911 |
Human Resources (full-time equivalents)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 489 | 474 | 470 |
Planned | 433 | 429 | 429 |
A.3 Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda
Description
PCO staff consult with stakeholders, research issues and prepare briefing material on the Government's policy agenda. PCO staff provide guidance to departments and agencies on the Government's policy agenda; advice to Cabinet and the Prime Minister on the development and coordination of the Government's policy agenda and the Speech from the Throne; support for democratic reform and the management of the parliamentary and legislative agenda; and assistance for the development of forward-looking, coherent and integrated medium-term policy advice. PCO also exercises a challenge function in respect of policy proposals being brought forward by departments.
Expected Result | Priorities Supported | Performance Indicators |
Cabinet receives informed and sound advice on the development and implementation of the policy agenda |
|
|
Financial Resources (thousands of dollars)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 29,756 | 24,027 | 24,027 |
Planned Spending | 24,968 | 17,476 | 17,487 |
Human Resources (full-time equivalents)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 223 | 221 | 221 |
Planned | 157 | 155 | 155 |
A.4 As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians
Description
PCO staff consult stakeholders, research issues, and work with responsible agencies to provide advice on the development and implementation of the overall management agenda for the Public Service and its human resources management policies and programs.
The Clerk established the following five focus areas to be used in building the future of the federal Public Service: clarity around roles, responsibilities and accountabilities; teamwork; the quest for excellence; leadership and a commitment to renewal of the Public Service; and capacity to think and plan for Canada's future. PCO staff promote and work with all departments and agencies to ensure that these five areas are implemented successfully across government.
Expected Result | Priorities Supported | Performance Indicators |
The overall development of the Public Service is fostered |
|
|
Financial Resources (thousands of dollars)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 7,231 | 6,996 | 6,996 |
Planned Spending | 7,914 | 7,370 | 7,374 |
Human Resources (full-time equivalents)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 55 | 55 | 55 |
Planned | 55 | 55 | 55 |
A.5 Provide the Prime Minister's Office and the offices of the portfolio ministers with financial and administrative support
Description
PCO staff provide financial and administrative support to the PMO and to the offices of portfolio ministers.
Expected Result | Priorities Supported | Performance Indicators |
The Prime Minister's Office and the offices of the portfolio ministers receive appropriate financial and administrative support |
|
|
Financial Resources (thousands of dollars)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 33,273 | 32,098 | 32,098 |
Planned Spending | 27,757 | 26,813 | 26,833 |
Human Resources (full-time equivalents)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 271 | 269 | 269 |
Planned | 218 | 216 | 216 |
A.6 Provide commissions of inquiry with appropriate administrative support
Description
PCO staff provide the required services to commissions of inquiry (from initial start-up to conclusion).
Expected Result | Priorities Supported | Performance Indicators |
Commissions of inquiry receive appropriate support |
|
|
Financial Resources (thousands of dollars)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 488 | 0 | 0 |
Planned Spending | 3,284 | 0 | 0 |
Human Resources (full-time equivalents)
2006-2007 | 2007-2008 | 2008-2009 | |
Main Estimates | 2 | 0 | 0 |
Planned | 5 | 0 | 0 |
All resources are related to the Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar. Additional funds ($2.5 million) will be required to cover expenses for the remainder of the fiscal year and these were sought through a Treasury Board Submission.
A new commission of inquiry, the Investigation of the Bombing of Air India Flight 182, has been created and funding for it will be sought through a Treasury Board Submission and Supplementary Estimates. Estimated resource requirements are not known at this time.
The Privy Council Office reports directly to the Prime Minister and is headed by the Clerk of the Privy Council and Secretary to the Cabinet.
The Prime Minister’s overall responsibility is to provide leadership to create and sustain the unity of the Ministry required to maintain the confidence of Parliament. The Prime Minister demonstrates this leadership in two distinct ways:
The core functions of the Clerk of the Privy Council and Secretary to the Cabinet and those of the entire PCO flow directly from these responsibilities. The strength of PCO is in large measure determined by its ability to concentrate its resources on supporting exclusively these two central responsibilities, in addition to helping the Clerk of the Privy Council and Secretary to the Cabinet fulfill his role as head of the Public Service.
During the first half of 2006-2007, PCO was reorganized and downsized in order to place a stronger emphasis on the traditional responsibilities of providing context, coherence, coordination and challenge to policy development and to ensure greater clarity for the respective roles of PCO and relevant departments and agencies. The reorganization will result in a smaller organization that supports more effectively the Prime Minister and ministers in his portfolio. These changes will be completed by September 2006. They include reassigning secretariats and teams that existed in PCO to advance work on Aboriginal affairs, smart borders, official languages, smart regulation, policy research, science, regulatory affairs, regional communications and diversity to those departments and agencies with clear mandates to deliver in these areas. The number of PCO secretariats will be reduced, refocusing their efforts on their core functions and reducing PCO’s overall financial resources by about twenty percent and human resources by about eleven percent. In addition, the Democratic Renewal Secretariat has been merged into the Legislation and House Planning Secretariat.
Planned Reduction in Resources Resulting from Focus on Core Functions
Actual 005-2006 |
Planned 2006-2007 |
Planned 2007-2008 |
|
Financial Resources (thousands of dollars) | 162,318 | 129296 | 111,201 |
Human Resources (full-time equivalents) | 1,032 | 916 | 902 |
The PCO organization chart is shown below. Further information on the roles and functions of PCO are available on the PCO website at www.pco-bcp.gc.ca
PCO Organization Chart
Table 1 – Departmental Planned Spending and Full-Time Equivalents
(thousands of dollars) | Forecast Spending 2005-2006 |
Planned Spending 2006-2007 3 |
Planned Spending 2007-2008 3 |
Planned Spending 2008-2009 3 |
Support for Cabinet decision making and the legislative agenda | 5,219 | 5,514 | 5,373 | 5,373 |
Advice to the Prime Minister and ministers on issues, policies, machinery and appointments | 64,632 | 70,458 | 62,315 | 61,382 |
Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda | 31,453 | 29,756 | 24,027 | 24,027 |
As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians | 7,931 | 7,231 | 6,996 | 6,996 |
Provide the Prime Minister's Office and the offices of the portfolio ministers with financial and administrative support | 32,053 | 33,273 | 32,098 | 32,098 |
Provide commissions of inquiry with appropriate administrative support | - | 488 | - | - |
Total Main Estimates | 141,288 | 146,721 | 130,810 | 129,877 |
Adjustments: | ||||
Governor General Special Warrants 4 | 34,101 | - | - | - |
Procurement Savings - PWGSC | - | (780) | - | - |
Transfers from TBS: | ||||
Collective bargaining | - | 662 | 663 | 663 |
Other Adjustments: | - | - | ||
Transfers to other departments (see Table 1d) 5 | - | (14,572) | (14,742) | (13,744) |
Adjustments to ministers' offices budgets 6 | - | (5,663) | (5,663) | (5,663) |
Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar | - | 2,796 | - | - |
Adjustments to Statutory Items 7 | (940) | 132 | 133 | 133 |
Items not yet reflected in the Main Estimates 8 | 126 | - | - | - |
Total Adjustments | 33,287 | (17,425) | (19,609) | (18,611) |
Total Planned Spending | 174,575 | 129,296 | 111,201 | 111,266 |
Total Planned Spending | 174,575 | 129,296 | 111,201 | 111,266 |
Less:Non-Respendable revenue | 690 | 595 | 595 | 595 |
Plus:Cost of services received without charge (see Table 4) | 22,389 | 20,828 | 18,077 | 18,117 |
Net Cost of Department | 196,274 | 149,530 | 128,683 | 128,788 |
Full-Time Equivalents | 1,032 | 916 | 902 | 902 |
3. Planned Spending does not include costs related to the Commission of Inquiry into the Investigation of the Bombing of Air India Flight 182 created by Order in Council # 2006-0295 effective May 1, 2006. The terms and conditions of the contribution program were approved June 22, 2006. Funding for the contribution program and the operation of the Commission will be sought in the fall of 2006.
4. See Table 1a) for details pertaining to Governor General Special Warrants.
5. Resources for 2006-07 will be transferred through the 2006-07 Supplementary Estimates. Future year resources will be transferred through the 2007-08 Annual Reference Level Update.
6. As per the TBS Guidelines for Ministers' Offices, the ministers' offices budgets have been reduced to reflect the new ministers' responsibilities and the dissolution of the Deputy Leader of the Government in the House of Commons.
7. Adjustments to Statutory Items represent the Employee Benefit Plan amounts related to items in the Governor General Special Warrant, collective bargaining and year-end adjustments.
8. This item represents an adjustment for strengthening the Government of Canada's presence in the regions.
(thousands of dollars) Explanation of Requirements |
Amount |
Commission of Inquiry into the Sponsorship Program and Advertising Activities (Gomery Commission) | 14,324 |
Funding in support of activities associated with the Commission of Inquiry into the Sponsorship Program and Advertising Activities (Gomery Commission) | 2,641 |
Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar | 8,999 |
Funding in support of activities associated with the Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar | 653 |
Funding related to the reform and modernization of Canada's regulatory system | 2,299 |
Public security and anti-terrorism (PSAT initiatives) | 1,863 |
Collective bargaining agreements | 1,129 |
Funding to support employment equity projects to increase the representation in the federal public service of designated groups, in particular visible minorities, Aboriginal people and persons with disabilities | 534 |
Operating Budget carry forward | 1,353 |
Incremental funding for ministers' budgets | 306 |
Total Governor General Special Warrants | 34,101 |
(thousands of dollars) | Forecast Spending 2005-2006 |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Commission of Inquiry into the Sponsorship Program and Advertising Activities | ||||
Main Estimates | - | - | - | - |
Adjustments | 14,324 | - | - | - |
Planned Spending | 14,324 | - | - | - |
Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar | ||||
Main Estimates | - | 488 | - | - |
Adjustments | 8,999 | 2,796 | ||
Planned Spending | 8,999 | 3,284 | - | - |
Total Commissions of Inquiry | ||||
Main Estimates | - | 488 | - | - |
Adjustments | 23,323 | 2,796 | - | - |
Planned Spending | 23,323 | 3,284 | - | - |
From $174.6 million in 2005-2006 to $129.3 million in 2006-2007 |
An increase of:
Offset by a decrease of:
From $129.3 million in 2006-2007 to $111.2 million in 2007-2008 |
An increase of:
Offset by a decrease of:
(thousands of dollars) | Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
|||
($) | FTE(s) | ($) | FTE(s) | ($) | FTE(s) | |
Transfer to Canadian Heritage (PCH) 9 | (1,931) | (12) | (1,931) | (12) | (933) | (8) |
Transfer to Treasury Board Secretariat (TBS) 10 | (6,111) | (59) | (5,294) | (48) | (5,294) | (48) |
Transfer to Human Resources and Social Development Canada (HRSDC) 11 | (3,636) | (33) | (4,363) | (33) | (4,363) | (33) |
Transfer to Indian and Northern Affairs Canada (INAC) 12 | (1,600) | (11) | (1,600) | (11) | (1,600) | (11) |
Transfer to Public Safety and Emergency Preparedness Canada (PSEPC) 13 | (567) | (5) | (680) | (5) | (680) | (5) |
Transfer to Industry Canada (IC) 14 | (530) | (2) | (578) | (2) | (578) | (2) |
Transfer to Public Service Human Resources Management Agency of Canada (PSHRMAC) 15 | (197) | 0 | (296) | 0 | (296) | 0 |
TOTAL | (14,572) | (122) | (14,742) | (111) | (13,744) | (107) |
9. The Official Languages Secretariat was transferred to Canadian Heritage effective February 6, 2006.
10. The Regulatory Affairs Secretariat, Smart Regulation and the Regional Offices in the Communications and Consultation Secretariat were transferred to TBS effective July 1, 2006. Funding for Smart Regulation was only approved for 2006-07. As a result, the overall amount to be transferred in 2007-08 and future years will be less than the amount in 2006-07.
11. The Policy Research Initiative was transferred to HRSDC effective June 1, 2006.
12. The Aboriginal Affairs Secretariat was transferred to INAC effective April 1, 2006.
13. The Border Task Force was transferred to PSEPC effective June 1, 2006.
14. The National Science Advisor was transferred to IC effective May 8, 2006.
15. The Senior Advisor Responsible for Diversity and Special Projects was transferred to PSHRMAC effective August 1, 2006.
(thousands of dollars) | 2006-2007 Budgetary |
|||
Program Activity | Operating | Total Main Estimates | Adjustments (Planned Spending not in Main Estimates) |
Total Planned Spending |
Support for Cabinet decision making and the legislative agenda | 5,514 | 5,514 | 261 | 5,775 |
Advice to the Prime Minister and ministers on issues, policies, machinery and appointments | 70,458 | 70,458 | (10,860) | 59,598 |
Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda | 29,756 | 29,756 | (4,788) | 24,968 |
As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians | 7,231 | 7,231 | 683 | 7,914 |
Provide the Prime Minister's Office and the offices of the portfolio ministers with financial and administrative support | 33,273 | 33,273 | (5,517) | 27,757 |
Provide commissions of inquiry with appropriate administrative support | 488 | 488 | 2,796 | 3,284 |
Total | 146,721 | 146,721 | (17,425) | 129,296 |
(thousands of dollars) | 2006-2007 | 2005-2006 | |
Vote or Statutory Item | Truncated Vote or Statutory Wording | Main Estimates | Main Estimates |
1 | Program expenditures | 130,714 | 125,413 |
(S) | Prime Minister's salary and motor car allowance | 150 | 143 |
(S) | President of the Queen's Privy Council for Canada, salary and motor car allowance | 73 | 70 |
(S) | Leader of the Government in the Senate, salary and motor car allowance | 73 | 70 |
(S) | Ministers without Portfolio or Ministers of State, motor car allowance | 16 | 28 |
(S) | Contributions to employee benefit plans | 15,695 | 15,564 |
Total Department | 146,721 | 141,288 |
(thousands of dollars) | 2006-2007 |
Accommodation provided by Public Works and Government Services Canada (PWGSC) | 12,441 |
Contributions covering employees' share of employees' insurance premiums and expenditures paid by TBS | 6,195 |
Workers compensation coverage provided by Human Resources and Social Development Canada (HRSDC) | 10 |
Salary and associated expenditures of legal services provided by Justice Canada | 2,182 |
Total 2006-2007 Services Received Without Charge | 20,828 |
Non-Respendable Revenue | |||||
(thousands of dollars) | Forecast Revenue 2005-2006 |
Planned Revenue 2006-2007 |
Planned Revenue 2007-2008 |
Planned Revenue 2008-2009 |
|
Support for Cabinet decision making and the legislative agenda | |||||
Refunds of previous year's expenditures | 4 | 4 | 4 | 4 | |
Adjustments to prior year's payables | 9 | 9 | 9 | 9 | |
Proceeds from the disposal of surplus Crown assets | 1 | 1 | 1 | 1 | |
14 | 14 | 14 | 14 | ||
Advice to the Prime Minister and ministers on issues, policies, machinery and appointments | |||||
Refunds of previous year's expenditures | 54 | 54 | 54 | 54 | |
Adjustments to prior year's payables | 88 | 88 | 88 | 88 | |
Proceeds from the disposal of surplus Crown assets | 15 | 15 | 15 | 15 | |
Sale of statutory instruments pursuant to the Statutory Instruments Act | 1 | 1 | 1 | 1 | |
Policy Research Initiative (PRI) Conference Revenues | 1 | 1 | 1 | 1 | |
Revenues pursuant to the Access to Information and Privacy Act | |||||
159 | 159 | 159 | 159 | ||
Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda | |||||
Refunds of previous year's expenditures | 36 | 36 | 36 | 36 | |
Adjustments to prior year's payables | 25 | 25 | 25 | 25 | |
Proceeds from the disposal of surplus Crown assets | 6 | 6 | 6 | 6 | |
Sundries | 1 | 1 | 1 | 1 | |
68 | 68 | 68 | 68 | ||
As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians | |||||
Refunds of previous year's expenditures | 6 | 6 | 6 | 6 | |
Adjustments to prior year's payables | 3 | 3 | 3 | 3 | |
Proceeds from the disposal of surplus Crown assets | 2 | 2 | 2 | 2 | |
Proceeds from sales | 5 | 5 | 5 | 5 | |
16 | 16 | 16 | 16 | ||
Provide the Prime Minister's Office and the offices of the portfolio ministers with financial and administrative support | |||||
Refunds of previous year's expenditures | 43 | 43 | 43 | 43 | |
Adjustments to prior year's payables | 34 | 34 | 34 | 34 | |
Proceeds from the disposal of surplus Crown assets | 10 | 10 | 10 | 10 | |
Proceeds from sales | 1 | 1 | 1 | 1 | |
88 | 88 | 88 | 88 | ||
Provide commissions of inquiry with appropriate administrative support | |||||
Refunds of previous year's expenditures | 4 | - | - | - | |
Adjustments to prior year's payables | 341 | 250 | 250 | 250 | |
345 | 250 | 250 | 250 | ||
Total Non-Respendable Revenue | 690 | 595 | 595 | 595 | |
Total Respendable and Non-Respendable Revenue | 690 | 595 | 595 | 595 |
Planned Spending 2006-2007 16 | |||||||
(thousands of dollars) | Support for Cabinet decision making and the legislative agenda | Advice to the Prime Minister and ministers on issues, policies, machinery and appointments | Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda | As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians | Provide the Prime Minister's Office and the offices of the portfolio ministers with financial and administrative support | Provide commissions of inquiry with appropriate administrative support | Total Planned Spending |
Office of the Prime Minister | - | - | - | - | 17,535 | - | 17,535 |
Ministers' Offices | |||||||
President of the Queen's Privy Council for Canada | - | - | - | - | 3,123 | - | 3,123 |
Leader of the Government in the Senate | - | - | - | - | 1,952 | - | 1,952 |
Leader of the Government in the House of Commons | - | - | - | - | 4,953 | - | 4,953 |
LGHC Salary and Motor Car Allowance | - | - | - | - | 194 | - | 194 |
Deputy Leader of the Government in the House of Commons | - | - | - | - | - | - | - |
Sub-total Ministers' Offices | - | - | - | - | 10,222 | - | 10,222 |
Secretariats and Advisors | |||||||
Clerk and Secretary to the Cabinet | - | - | - | 3,291 | - | - | 3,291 |
Associate Secretary to the Cabinet | - | 984 | - | - | - | - | 984 |
Operations | 1,825 | 13,970 | - | - | - | - | 15,795 |
Plans and Consultation | - | 1,356 | 19,798 | - | - | - | 21,154 |
Counsel to the Clerk of the Privy Council | - | 4,715 | - | - | - | - | 4,715 |
Senior Personnel and Special Projects | - | - | - | 4,623 | - | - | 4,623 |
National Security Advisor | - | 20,157 | - | - | - | - | 20,157 |
Machinery of Government | 3,950 | 4,983 | - | - | - | - | 8,933 |
Senior Foreign Policy Advisor | - | 4,630 | - | - | - | - | 4,630 |
National Science Advisor 17 | - | 535 | - | - | - | - | 535 |
Intergovernmental Affairs | - | 8,268 | 5,170 | - | - | - | 13,438 |
Sub-total Secretariats and Advisors | 5,775 | 59,598 | 24,968 | 7,914 | - | - | 98,255 |
Commissions of Inquiry | - | - | - | - | - | 3,284 | 3,284 |
TOTAL | 5,775 | 59,598 | 24,968 | 7,914 | 27,757 | 3,284 | 129,296 |
16. Budgets for Corporate Services in the amount of $48,672K which were presented separately in prior years have now been distributed between Program Activities and Branches.
17. The National Science Advisor was transferred to Industry Canada effective May, 2006.
(thousands of dollars) | 2006-2007 PAA Structure 18 | ||||||
2005-2006 PAA Structure | Support for Cabinet decision making and the legislative agenda | Advice to the Prime Minister and ministers on issues, policies, machinery and appointments | Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda | As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians | Provide the Prime Minister's Office and the offices of the portfolio ministers with financial and administrative support | Provide commissions of inquiry with appropriate administrative support | Total Main Estimates |
Office of the Prime Minister | - | - | - | - | 17,365 | - | 17,365 |
Ministers' Offices | - | - | - | - | 14,688 | - | 14,688 |
Secretariats and Advisors | 5,219 | 64,632 | 31,453 | 7,931 | - | - | 109,235 |
Commissions of Inquiry, Task Forces and Others | - | - | - | - | - | - | - |
Total Main Estimates for 2005- 2006 | 5,219 | 64,632 | 31,453 | 7,931 | 32,053 | - | 141,288 |
18. Budgets for Corporate Services in the amount of $48,672K which were presented separately in prior years have now been distributed between Program Activities and Branches.
(thousands of dollars) | 2006-2007 PAA Structure 19 | ||||||
2005-2006 PAA Structure | Support for Cabinet decision making and the legislative agenda | Advice to the Prime Minister and ministers on issues, policies, machinery and appointments | Provide Cabinet with sound advice on the development, coordination and implementation of the policy agenda | As its head, the Clerk leads the Public Service in effectively supporting Cabinet and serving Canadians | Provide the Prime Minister's Office and the offices of the portfolio ministers with financial and administrative support | Provide commissions of inquiry with appropriate administrative support | Total Main Estimates |
Office of the Prime Minister | - | - | - | - | 14,643 | - | 14,643 |
Minister's Offices | - | - | - | - | 18,630 | - | 18,630 |
Secretariats and Advisors | 5,514 | 70,458 | 29,756 | 7,231 | - | 112,959 | |
Commissions of Inquiry, Task Forces and Others | - | - | - | - | - | 488 | 488 |
Total Main Estimates for 2006-2007 | 5,514 | 70,458 | 29,756 | 7,231 | 33,273 | 488 | 146,721 |
19. Budgets for Corporate Services in the amount of $48,672K which were presented separately in prior years have now been distributed between Program Activities and Branches.
Internal Audits and Evaluations |
PCO will complete and report on the following audits, which started in 2005-2006:
PCO will develop a risk-based audit and evaluation plan for 2006-2007 and report on it, as appropriate. |