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Program directory · Privy Council Office

Senior Personnel and Public Service Renewal

Program code
BWW01 (PCO)
Core responsibility
Serve the Prime Minister and Cabinet
In Departmental Plans
2018-19 – 2026-27 · New since an earlier plan

What it does

PCO supports government-wide initiatives to enhance productivity and find better ways of doing business in order to advance Blueprint 2020 vision of a world-class Public Service equipped to serve Canada and Canadians now and into the future. In this context, the Public Service Renewal program advises and supports the Clerk of the Privy Council to advance efforts to equip the Public Service with modern tools, processes and organizational structures; improve mental health and workplace well-being; attract and retain top talent and be a diverse and inclusive workforce. PCO also supports deputy minister-level committees related to Public Service Renewal, chaired by the Clerk of the Privy Council, as well as committees of external advisors. The Senior Personnel program advises and supports the Prime Minister and the Clerk of the Privy Council in building a strong, professional and competent Public Service by establishing policies and services that: facilitate the recruitment and retention of senior personnel; plan for future Public Service leadership needs; and, ensure the leadership development of senior public servants. Further, this program supports the Clerk, the Prime Minister, ministers and Cabinet in the appointment of Governor in Council appointees. This program also provides support to the Prime Minister as Secretary to the Independent Advisory Board on Senate Appointments.

Source: the department's Program Inventory, via GC InfoBase.

History and lineage

First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).

2018-192019-202020-212021-222022-232023-242024-252025-262026-272027-282028-29Senior Personnel and Public Service Renewal 2018-19: $11.2MSenior Personnel and Public Service Renewal 2019-20: $10.2MSenior Personnel and Public Service Renewal 2020-21: $11.9MSenior Personnel and Public Service Renewal 2021-22: $11.7MSenior Personnel and Public Service Renewal 2022-23: $13.2MSenior Personnel and Public Service Renewal 2023-24: $13.5MSenior Personnel and Public Service Renewal 2024-25: $12.5MSenior Personnel and Public Service Renewal 2025-26: $14.1MSenior Personnel and Public Service Renewal 2026-27: $12.1MSenior Personnel and Public Service Renewal 2027-28: $12.5MSenior Personnel and Public Service Renewal 2028-29: $11.6MSenior Personnel and Public Service Renewal
Bars: spending by fiscal year (dark: actual; light: actual restated on the 2017-18 program structure; outlined: the latest plan's forecast; grey: related programs). Bands: each program in the lineage over the years it has data.
ProgramRelationYears with dataActual spending over those years
Senior Personnel and Public Service RenewalThis program2018-19 – 2028-29$84.2M

No earlier or later program in the same department has a similar name.

Significant changes in scope and budget

Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.

YearWhat changedSource
2020-21Indicators dropped: Percentage of employees who are encouraged to be innovative or take initiative in their work; Percentage of employees who describe their workplace as being psychologically healthyDepartmental Results Framework (GC InfoBase)

Success criteria

The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.

Historical: targets against results

Percentage of positions that are filled through an open, transparent, and merit based process (managed by either PCO or department)
Expected result: Vacant positions are filled through open, transparent and merit based selection processes
91.8%2018-19✗ not met100%2019-20✓ met100%2020-21✓ met100%2021-22✓ met96%2022-23✗ not met95%2023-24✗ not met

Bars: result reported. Dashed line: target.

Report yearTargetDueResultStatus
2018-19100% – 100%201991.8%
Target was not met.
Not met
2019-20100% – 100%2020100%Met
2020-21100% – 100%2021100%Met
2021-22100% – 100%2022100%Met
2022-23100% – 100%202396%
PCO continued to support the Government in carrying out open, transparent, and merit-based (OTMB) selection processes, where possible, for Governor in Council (GIC) and Senate appointments that reflect Canada’s diversity. Between April 1, 2022 and March 31, 2023, over 760 GIC appointments were made, excluding judicial and auditor appointments. Of these, over 260 appointments could not follow an O…
Not met
2023-24100% – 100%202495%
PCO continued to support the Government in carrying out open, transparent, and merit-based (OTMB) selection processes, where possible, for Governor in Council (GIC) and Senate appointments that reflect Canada’s diversity. Between April 1, 2023, and March 31, 2024, over 570 GIC appointments were made, excluding judicial and auditor appointments. Of these, over 170 appointments did not follow an OT…
Not met
Percentage of employees who are encouraged to be innovative or take initiative in their work
Expected result: The Clerk’s priorities are achieved
66%2018-19✓ met

Bars: result reported. Dashed line: target.

Report yearTargetDueResultStatus
2018-19≥ 66%201966%Met
2019-20Increase year-over-year202068%Met
Percentage of employees who describe their workplace as being psychologically healthy
Expected result: The Clerk’s priorities are achieved
59%2018-19✗ not met

Bars: result reported. Dashed line: target.

Report yearTargetDueResultStatus
2018-19≥ 60%201959%
In 2018, 59% of public service survey respondents reported that their workplace was psychologically healthy. This compares to 56% in 2017 (3% increase).
Not met
2019-20Increase year-over-year202061%Met

Current: the 2026-27 plan's targets

Percentage of positions that are filled through an open, transparent, and merit based process (managed by either PCO or department)
Expected result: Vacant positions are filled through open, transparent and merit based selection processes
100%2026-27

Bars: result reported. Dashed line: target.

Report yearTargetDueResultStatus
2026-27100% – 100%2027—Planned

Future goals: targets due after 2026-27

No targets with a later due date.

Spending and employees: planned against actual

Spending

2018-19: $8.1M2018-19: $11.2M2018-192019-20: $13.8M2019-20: $10.2M2019-202020-21: $12M2020-21: $11.9M2020-212021-22: $12.2M2021-22: $11.7M2021-222022-23: $12.1M2022-23: $13.2M2022-232023-24: $12.4M2023-24: $13.5M2023-242024-25: $14.1M2024-25: $12.5M2024-252025-26: $14.1M2025-262026-27: $12.1M2026-272027-28: $12.5M2027-282028-29: $11.6M2028-29
Outlined bar: planned in that year's Departmental Plan (dashed: the latest plan, for years not yet reported). Filled bar: actual.
Show the numbers
Fiscal yearPlannedActual
2018-19$8.1M$11.2M
2019-20$13.8M$10.2M
2020-21$12M$11.9M
2021-22$12.2M$11.7M
2022-23$12.1M$13.2M
2023-24$12.4M$13.5M
2024-25$14.1M$12.5M
2025-26$14.1M—
2026-27$12.1M—
2027-28$12.5M*—
2028-29$11.6M*—

Employees (FTEs)

2018-19: 612018-19: 852018-192019-20: 982019-20: 822019-202020-21: 822020-21: 852020-212021-22: 822021-22: 892021-222022-23: 882022-23: 962022-232023-24: 942023-24: 882023-242024-25: 962024-252025-26: 942025-262026-27: 722026-272027-28: 652027-282028-29: 642028-29
Outlined bar: planned in that year's Departmental Plan (dashed: the latest plan, for years not yet reported). Filled bar: actual.
Show the numbers
Fiscal yearPlannedActual
2018-196185
2019-209882
2020-218285
2021-228289
2022-238896
2023-249488
2024-2596—
2025-2694—
2026-2772—
2027-2865*—
2028-2964*—

Planned spending, plan by plan

Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans

Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.