Program directory · Privy Council Office
Results, Delivery, Impact and Innovation
- Department
- Privy Council Office
- Program code
- BWW07 (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 provides advice and support to the Prime Minister and the Clerk of the Privy Council on advancing the Government’s commitment to a results and delivery approach focused on measuring outcomes for Canadians. As part of the Government’s commitment to deliver real and meaningful results to Canadians, the Results and Delivery Unit provides centralized advice and coordination for the Prime Minister and Cabinet members on the Government’s top priorities and mandate letter commitments, support for the Cabinet Committee on Agenda, Results and Communications (ARC), regular stock take meetings, and Ministerial Results Tables. As part of Results and Delivery, the Impact and Innovation Unit supports departments and agencies across the Government of Canada to build outcomes-based approaches that work for Canadians. The team looks across sectors and across government to find what works, and creates the pathways for departments to leverage these approaches at scale to deliver results. A Centre of Expertise to lead the Impact Canada Initiative is also a part of Results and Delivery. The Initiative is a cross-government mechanism designed to encourage solutions to some of Canada’s most pressing and intractable problems by supporting departments in the innovative approaches.
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).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Results, Delivery, Impact and Innovation | This program | 2018-19 – 2028-29 | $41.6M |
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.
| Year | What changed | Source |
|---|---|---|
| 2020-21 | Indicators dropped: Number and nature of partnerships established; Number of Agenda, Results and Communications (ARC) / PM ‘stock take’ or other Ministerial oversight meetings; Number of completed outcomes-based approach projects; Percentage of Ministers who already have or have started to establish a strategy to ensure future data requirements can be met; Progress on government priorities | Departmental 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
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | Progressive increase | 2019 | Impact Canada has 19 projects at various stages of development or implementation, run in partnership with 15 federal departments. In addition, there are 4 active behavioural insights projects, run in partnership with 3 federal departments, a local government and a not-for-profit. | Met |
| 2019-20 | Progressive increase | 2020 | In 2019-20, Impact Canada had 15 projects in partnership with 11 federal departments. Two completed Behavioural Science projects in partnership with 4 departments that implemented outcomes-based policy approaches. Six Fellowship placements concluded and 12 underway. Government of Canada Entrepreneu… | Met |
| 2020-21 | Year over year increase | 2021 | In 2020-21, Impact Canada had 15 challenges underway with eight departments implementing outcomes-based policy approaches. This represents an increase of three challenges year-over-year. From a behavioural science perspective, seven experiments were conducted in key COVID-19 response areas in colla… | Met |
| 2021-22 | Year over year increase | 2022 | In 2021-22, the Impact and Innovation Unit had 20 challenges underway with 9 Government of Canada Departments, implementing outcomes-based policy approaches. This represents an increase of 5 challenges year-over-year. | Met |
| 2022-23 | Year over year increase | 2023 | In 2022-23, the Impact and Innovation Unit had 14 Impact Canada Challenges underway with 8 Government of Canada Departments implementing outcomes-based policy approaches. During this fiscal year, 4 Impact Canada Challenges were wrapped up, and 4 new Challenges were launched. | Met |
| 2023-24 | Year over year increase | 2024 | In 2023-24, the Impact and Innovation Unit had 16 Impact Canada Challenges underway with 7 Government of Canada Departments implementing outcomes-based policy approaches. During this fiscal year, 7 Impact Canada Challenges wrapped up, and 3 new Challenges were launched. | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | 90% – 100% | 2019 | 100% | Met |
| 2019-20 | 90% – 100% | 2020 | 100% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | 90% – 100% | 2019 | 96% | Met |
| 2019-20 | 90% – 100% | 2020 | 96% | Met |
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | As per charter for each priority | 2019 | This indicator is no longer relevant as charters are not in use. Charters not in use. | No result reported |
| 2019-20 | As per Charters | 2020 | Result not available Result not available. This data source has changed. Going forward, the methodology for this indicator will be revised to reflect the updated data source of progress on government priorities, progress on mandate letter commitments. | No result reported |
Current: the 2026-27 plan's targets
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | Year over year increase | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $5.9M | $6.7M |
| 2019-20 | $5.8M | $6.5M |
| 2020-21 | $5.9M | $6.3M |
| 2021-22 | $6M | $5.8M |
| 2022-23 | $5.7M | $5.9M |
| 2023-24 | $5.5M | $5.9M |
| 2024-25 | $5.3M | $4.5M |
| 2025-26 | $4.7M | — |
| 2026-27 | $2.4M | — |
| 2027-28 | $2.4M* | — |
| 2028-29 | $2.2M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 33 | 42 |
| 2019-20 | 35 | 42 |
| 2020-21 | 41 | 37 |
| 2021-22 | 38 | 40 |
| 2022-23 | 39 | 38 |
| 2023-24 | 38 | 34 |
| 2024-25 | 31 | — |
| 2025-26 | 32 | — |
| 2026-27 | 15 | — |
| 2027-28 | 14* | — |
| 2028-29 | 13* | — |
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
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $5,875,314 | $3,275,263 | $3,275,519 | ||||||||
| 2019-20 plan | $5,810,201 | $5,810,201 | $5,810,201 | ||||||||
| 2020-21 plan | $5,936,106 | $5,981,363 | $5,991,082 | ||||||||
| 2021-22 plan | $5,973,101 | $5,983,728 | $3,475,789 | ||||||||
| 2022-23 plan | $5,653,785 | $3,141,961 | $3,141,961 | ||||||||
| 2023-24 plan | $5,529,453 | $5,529,453 | $5,529,453 | ||||||||
| 2024-25 plan | $5,294,594 | $5,062,315 | $4,679,498 | ||||||||
| 2025-26 plan | $4,721,050 | $4,732,645 | $4,732,645 | ||||||||
| 2026-27 plan | $2,429,180 | $2,386,626 | $2,242,901 | ||||||||
| Actual | $6,728,618 | $6,501,513 | $6,322,638 | $5,790,462 | $5,916,327 | $5,883,564 | $4,471,536 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
