The Role of the Privy Council Office

1. The Role of the Privy Council Office February 10, 2009

2. PCO supports the decision-making process in both secretariat and policy capacities • Provides Secretariat Support to Committees • Ensures departments meet submission deadlines • Arranges meetings, circulates agendas, distributes documents • Records minutes and Committee Recommendations • Helps advance policy development and performs challenge function • Works with departments to ensure policy coherence within broader policy framework so Ministers have full information to make decisions • Provides advice to the Chair on agenda items • Helps protect the integrity of the decision-making process • Provides environment of confidentiality • Records decisions and informs the system.

3. PCO’s work spans the full range of Government policy • Plans and Consultation: • Longer term: Strategic priorities, SFT, Budget and Transition advice • Operations: • Short and some Longer Term Policy: Economic Growth and Long-Term Prosperity, Environment and Energy Security and the Social Affairs Committees; Regulatory matters considered by Treasury Board • Foreign Policy Advisor to the Prime Minister: • Supports the PM in dealings with other heads of government • International policy matters considered by FAS Committee • National Security Advisor: • Provides advice to the PM on security and intelligence policy matters • Afghanistan: • Provides advice to the PM on Canada’s involvement in Afghanistan • Machinery of Government: • Departments and Cabinet Structure, ministerial mandates • Senior Personnel: • Career planning, appointment and performance review of GiC appointees • Intergovernmental Affairs: • Federal-provincial relations, Canadian unity, sectoral issues

4. The Privy Council Officer/Analyst is a key player at the working level • There is typically one Privy Council Analyst for each line department, who has four key functions: • Provides advice to the Prime Minister and Committee chairs on policy and policy proposals (MC) • Provides support to Cabinet and Cabinet Committee by setting the agenda, distributing papers and recording minutes • Brokers agreements between departments on policy and policy proposals • Prepares and provides transition advice for incoming governments

5. For the system to work, PCO, Departments and Central Agencies must work together • PCO relies heavily on the policy and operational expertise of line departments • During the final stages of policy development, PCO works closely with line departments and other central agencies to ensure that proposals • Reach a stage of readiness for Cabinet consideration • Attain general consensus in the interdepartmental community • PCO also works closely with Finance and TBS to ensure that the fiscal and accountability dimensions of proposals are addressed.

6. Cabinet is the central decision-making body in our Parliamentary system • Sets strategic direction, ratifies decisions of Cabinet Committee, approves appointments • Ministers deliberate in confidence • Prime Minister’s forum for forging consensus and exercising leadership • Linked to operations of government • Drawing together politics, policies and administrative consequences

7. Cabinet Committees are part of the overall Cabinet structure • Full Cabinet:Central decision making body of Government • Executive Committees: • Priorities & Planning: Strategic direction on Government priorities and expenditure management, and ratification of committee recommendations • Operations Committee: Day to day coordination of Government’s agenda, including Parliamentary/legislative planning, urgent issues, strategic communications • Policy Committees: Economic Growth and Long-Term Prosperity, Social Affairs, Afghanistan, Foreign Affairs & Security, Environment & Energy Security • Treasury Board: Accountability and ethics; financial, personnel and administrative management; comptrollership; approval of regulations and most Orders-in-Council

8. Policy Committees are charged with developing policy in a measured, focused and strategic manner… • Focus is on policy development, not broad Government strategy or day-to-day operations – these are addressed in the executive committees • Recommend policy but don’t take the final decision – outcomes of the committee are reported to Cabinet/P&P for ratification • Membership is structured to ensure variety of key perspectives are brought to bear on an issue – sectoral, regional, fiscal and administrative, etc.

9. …and are a chief instrument of decision-making. Policy Committees are established by the Prime Minister to suit the priorities and administrative preferences of the Government. They: • Engage in strategic discussions and forge consensus recommendations to Cabinet on social and economic policy • Provide forum for Ministers to seek advice on, and to discuss, issues • Review policy proposals • Ensure that the Speech from the Throne and Budget initiatives are on track and implemented successfully • Manage transactional business items, such as Government Responses to Standing Committees

10. “Decision-making” documents Memorandum to Cabinet Signed by sponsoring Minister(s) Advances recommended course of action Funded and unfunded initiatives Results in Committee Recommendation (CR) “Non decision-making” documents Aides Memoires, Decks and Letters Used to update or brief colleagues and/or discuss/seek advice on strategic direction Does not result in Committee Recommendation (CR) Two types of documents & instruments support the work of Committees

11. MCs contain the essential information for decision-making Ministerial Recommendations (MR) 1. Issue 2. Recommendations – can use annexes if needed 3. Rationale 4. Implementation Plan (including timelines, risks and strategies) 5. Due Diligence (including Results and Accountability and Financial, Assets and Human Resources Implications sections) 6. Communication Plan Background / Analysis Annexes – Implementation Plan – Strategic Communications and Engagement Plan – Parliamentary Plan

12. A high quality MC will have a strong rationale… • Clearly outline why action is required, including origin of the issue • Link reasons for action to strategic agenda/Speech of the Throne • Describe credible options that were considered • Present the principle arguments in support of the recommended option and weakness of others, using fact-based analysis

13. … and will also consider governance guidelines • Policy Basics Test • Has the Problem been adequately identified and are the goals and objectives clearly defined? • Public Interest Test • How would the proposal meet the needs of Canadians? • Government Themes Test • How would the proposal contribute to the Government’s priorities? • Federal Involvement Test • What is the rationale for federal involvement in this area? • Question of Accountability Test • Has an adequate accountability Framework been developed? • Urging Partnerships Test • Can this initiative benefit from joint planning and collaboration? • Efficiency and Affordability Test • Will the proposed option be cost effective?

14. MCs follow a strict process of development MC Development Consideration Review Implementation Decision Formal Interdepartmental meeting POLICY COMMITTEE CABINET / Priorities & Planning Intra Departmental Working Groups Treasury Board, Legislation, Regulation, etc Draft MC MC CR RD 3 weeks prior to Policy Cttee based on full draft MC Submit MC to PCO one week prior to Policy Cttee

15. Identifying a sources of funds is key for initiatives to move forward Consideration: Policy Committee Decision: Cabinet MC not requiring new funds(e.g. Government Response; initiative within a budget for which funds have already been approved) Approval-in-principle and referred to Cabinet for ratification Ratification Not considered by Cabinet until a source of funds is identified (usually in the Budget) MC seeking new funds(generally not possible until well after a budget - e.g.: a new initiative) Approval-in-principle Committee Report (CR) Record of Decision (RD)

16. Questions / Discussion www.pco-bcp.gc.ca