2012-2013 Part III - Departmental Performance Report (DPR) - Privy Council Office
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Additional Details on PCO’s Performance and Achievements in 2012–13
Program 1.5: Internal services
PCO continued to implement its 2010–13 Strategic Human Resources Plan, focusing on initiatives to support career development, empowerment and a healthy workplace. PCO continued to support its developmental programs for employees in the Financial Administration (FI), Personnel Administration (PE) and Program Administration (PM) classifications, as well as the PCO Mentoring Program, which had 48 participants in 2012–13. To support the Mentoring Program, participating mentors received training on the topic of mentoring during times of change.
The Young Professionals Network (YPN) contributed towards making the organization more dynamic and socially connected through the leadership of its Champion. Members organized a number of successful initiatives, such as supporting the Government of Canada Workplace Charitable Campaign and creating a YPN blog to foster a virtual network for employee involvement. The PCO Wellness Committee and its Champion supported a healthier workplace by organizing numerous opportunities to enhance the physical fitness of employees, as well as securing greater access to online information promoting individual health and well-being.
Throughout the summer of 2012, PCO analyzed the results it received from the 2011 Public Service Employee Survey (PSES). All branches and secretariats were involved in developing a consolidated response and strategy to address key areas of concern identified. The consolidated response was discussed by PCO senior management, culminating in the development of the PCO 2011 PSES Action Plan. The Action Plan was approved by the PCO Executive Committee in February 2013. The activities in the Action Plan are being incorporated into the 2013–16 Strategic Human Resources Plan, which will be completed in the 2013–14 fiscal year.
Values and Ethics
The PCO Code on Values and Ethics was launched on April 2, 2012. All employees received a hard copy of the Code, which was also made available electronically on PCO’s intranet site. As part of the launch, existing PCO employees were asked to complete an acknowledgement form agreeing to compliance with the Code as a condition of employment. Compliance with the Code was included as a condition of employment in any letter of offer for new employees.
The department developed a PCO 2012–15 Values and Ethics Plan to support promotion and education on the topic through planned activities. The Plan also supports PCO in meeting its departmental obligations with regard to values and ethics. As part of this work, messaging and promotion via emails, intranet announcements, speeches by senior management, and information booths at departmental events continued throughout the year. The Plan also included a full review of the values and ethics intranet site and the manager values and ethics toolkit, as well as further development of the PCO Policy on the Prevention and Resolution of Harassment in the Workplace.
The Values and Ethics Champion continued to provide leadership and advice and supported numerous outreach activities to promote values and ethics, including a special dialogue session, messages to all employees, several intradepartmental presentations and departmental awareness events.
PCO worked to better integrate effective electronic recordkeeping practices into its operations in order to support effective decision making and to modernize the workplace.
In 2012–13, PCO signed a letter of intent with the Treasury Board of Canada Secretariat’s Chief Information Officer Branch to signal its commitment in principle to participate in the GCDOCS program for electronic document and records management.
PCO also continued to implement its Recordkeeping Transformation Strategy, in compliance with the Government of Canada Policy on Information Management and Directive on Recordkeeping.
Information Technology (IT)
The official transfer of IT infrastructure (e.g., email systems, data centres and network services) and personnel from PCO to Shared Services Canada took place on April 1, 2012. Work is ongoing to finalize the bilateral operating protocols between the two organizations, with significant progress having been made.
Security and Emergency Management
In 2012–13, the Departmental Security and Emergency Management Plan (DSEMP) was approved and successfully implemented with full support from stakeholders. The DSEMP is a living document that outlines the security and emergency management tasks to be completed by stakeholders in a given year. This is based on results achieved and a clear security risk management approach to deal with and mitigate known vulnerabilities. PCO has enhanced the readiness posture of its building emergency organizations and emergency operations team by formalizing communication protocols for all buildings where PCO is a minor tenant. It has also conducted collective training and exercise activities with the building emergency organizations and the emergency operations team in buildings where PCO is a major tenant. PCO is improving its resilience by maintaining a superior security awareness program to ensure the continuous development of its security practitioners and its employees. Finally, the Prime Minister’s Office and PCO’s critical functions have been modeled and formalized to enable the continuity of their operations during emergencies and security incidents.
In 2012–13, PCO undertook a number of initiatives to strengthen its budget forecasting and fiscal management capacity. A multi-year forecasting component was added to the department’s existing in-year financial review processes, providing senior management with better and more complete financial information for decision making. Internal collaboration with the Human Resources Division was strengthened to foster a better exchange of information, which should increase PCO’s salary forecasting abilities.
PCO worked throughout the year on the implementation of new financial modules and reports, which will be fully integrated with the department’s existing financial system. These new additions include a fully integrated salary management system, a budget forecasting module and a series of dashboard financial reports. It is expected that these new modules and reports will be fully implemented in 2013–14.
Access to Information
In 2012–13, 725 Access to Information (ATI) requests were completed, setting the on-time completion rate at 99.7 percent. During the fiscal year, 511 consultations were received from other government departments (OGDs), 383 consultations were sent to OGDs, and another 79 consultations were sent to the Cabinet Confidences/Counsel. Lastly, 101 parliamentary questions and 34 petition requests were received, while 17 privacy requests were completed.
PCO also launched an initiative to implement the Lean methodology in its Access to Information and Privacy (ATIP) Division. The goal of the initiative was to streamline and enhance the efficiency of the organization’s ATIP business processes, while simultaneously improving service to clients. Using Lean techniques, including a “Kaizen1” event (an extended team-based problem-solving session), a number of potential improvements to ATIP business processes were identified and an action plan was developed to resolve them. An evaluation of the impact of the changes will be undertaken by the ATIP Division in fiscal year 2013–14.
Please Note: The above examples of PCO’s performance and achievements during the 2012‑13 fiscal year are meant to be read in conjunction with the department’s 2012‑13 Departmental Performance Report.
- “Kaizen” is the Japanese term for “good change.”
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