This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
As President of the Treasury Board, I am pleased to present the Treasury Board of Canada Secretariat's Report on Plans and Priorities for 2007–08.
This report informs Parliament about the Treasury Board of Canada Secretariat's plans, over the next three fiscal years, to strengthen governance, accountability, and management practices; renew the government's expenditure management system; and enhance internal management. These activities will require the expertise and talents of the Secretariat's employees.
On April 11, 2006, Canada's New Government delivered on its number one priority by introducing the Federal Accountability Act, which received Royal Assent on December 12, 2006. My predecessor and the staff of the Secretariat worked hard to set a new and higher standard for accountability in government through this landmark piece of legislation. In the year ahead, my priority will be to ensure the seamless implementation of the Act and Action Plan across the government. This will include the government's response to the reviews of grants and contributions and of the government's financial management and procurement policies.
One of the cornerstones of accountability is responsible spending. That is why the government recently announced directions for a new expenditure management system focussed on the priorities of ordinary Canadians. As part of this new approach, ministers will have the tools and information to more rigorously oversee how the government spends the public's money to ensure that every taxpayer dollar spent is well spent. Going forward, this government will only approve spending required to achieve measurable results for Canadians.
In the coming year, we will continue to renew the Treasury Board's suite of policies to clarify the management responsibilities of ministers and deputy heads. We will also continue our efforts to improve Canada's regulatory framework as well as measure and report on management performance through the Management Accountability Framework. Collectively, these efforts will result in more focussed policies and clearer responsibilities, accountabilities, and consequences linked to performance.
There is no doubt that the management reforms the Secretariat is leading across government represent a major challenge. But I also have no doubt that the Secretariat is up to the challenge. The stakes are high—Canadians deserve the opportunity and the means to succeed and to achieve the highest quality of life in the world.
By strengthening and streamlining how government works, we are making government work better for Canadians. I look forward to contributing to this process.
The paper version was signed by
The Honourable Vic Toews, P.C., M.P.
President of the Treasury Board
I submit for tabling in Parliament the 2007–08 Report on Plans and Priorities (RPP) for the Treasury Board of Canada Secretariat.
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2007–08 Estimates: Reports on Plans and Priorities and Departmental Performance Reports.
The paper version was signed by
Wayne G. Wouters
Secretary of the Treasury Board
2007–08 New Program Activity |
|||||
Old Program Activity | ($ thousands) | Management Policy Development and Oversight | Expenditure Management and Financial Oversight | Revitalization of the Toronto Waterfront1 | Total |
Management and Expenditure Performance |
85,481.5 | 58,919.5 | N/A | 144,401.1 | |
Comptrollership |
39,418.5 | 6,259.3 | N/A | 45,677.8 | |
Centrally Managed Funds |
N/A | 2,582,286.0 | N/A | 2,582,286.0 | |
N/A | N/A | 235,104.1 | 235,104.1 | ||
Total |
124,900.0 | 2,647,464.9 | 235,104.1 | 3,007,469.0 | |
1. In accordance with the January 4, 2007, changes in ministers' responsibilities, this authority will be transferred from the Secretariat to Environment Canada through the 2007–08 Supplementary Estimates. |
In 2006–07, the Treasury Board of Canada Secretariat amended its Program Activity Architecture to better reflect its management board and budget office support functions. The new Program Activity Architecture better captures the Secretariat's ongoing core business operations and better reflects the contribution of all organizational units in support of the Treasury Board's management board and budget office responsibilities.
Raison d'être: The raison d'être of the Treasury Board of Canada Secretariat (the Secretariat) is to ensure that government is well managed and accountable, and that resources are allocated to achieve results. The functions performed by the Secretariat have a direct impact on governance, accountability, and the quality of public-sector management, as well as an indirect impact on the efficiency and effectiveness with which the government's programs and services are delivered.
Financial Resources
($ thousands) |
2007–08 | 2008–09 | 2009–10 |
Secretariat Operations |
$425,183.01 | $172,386.0 | $172,286.0 |
Centrally Managed Funds |
$2,582,286.0 | $2,801,440.0 | $2,974,840.0 |
Total |
$3,007,469.0 | $2,973,826.0 | $3,147,126.0 |
1. Planned spending includes funding for the Toronto Waterfront Revitalization Initiative. In accordance with the January 4, 2007, changes in ministers' responsibilities, this authority will be transferred from the Secretariat to Environment Canada through the 2007–08 Supplementary Estimates. |
Human Resources (FTEs)
2007–08 | 2008–09 | 2009–10 |
1,340 | 1,323 | 1,322 |
Departmental Priorities
Name | Type |
1. Strengthening governance, accountability, and management practices |
Ongoing |
2. Strengthening results-based expenditure management |
Ongoing |
3. Strengthening internal management |
Ongoing |
Planned Spending ($ thousands) |
|||||||
Expected Results | 2007–08 | 2008–09 | 2009–10 | Contributes to the Following Priority | |||
Strategic Outcome: Government is well managed and accountable, and resources are allocated to achieve results |
|||||||
Management Policy Development and Oversight |
|||||||
Secretariat Operations |
Government is well managed and accountable |
$124,900.0 | $119,896.1 | $119,804.1 |
Strengthening Governance, Accountability, and Management Practices |
||
Expenditure Management and Financial Oversight |
|||||||
Secretariat Operations |
Government resources are allocated to achieve results |
$65,178.9 | $52,489.9 | $52,481.9 |
Strengthening Results-based Expenditure Management and Financial Oversight |
||
Centrally Managed Funds |
|
$2,582,286.0 | $2,801,440.0 | $2,974,840.0 |
|
||
Revitalization of the Toronto Waterfront |
|||||||
Secretariat Operations |
In accordance with the January 4, 2007, changes in ministers' responsibilities, this authority will be transferred from the Secretariat to Environment Canada through the 2007–08 Supplementary Estimates |
$235,104.1 | $0.0 | $0.0 |
|
||
Corporate Strategy and Services |
The Secretariat is well managed and accountable, and resources are allocated to achieve results |
(allocated to Program Activities) | (allocated to Program Activities) | (allocated to Program Activities) |
Strengthening Internal Management |
||
Total |
|||||||
Secretariat Operations |
|
$425,183.0 | $172,386.0 | $172,286.0 |
|
||
Centrally Managed Funds |
|
$2,582,286.0 | $2,801,440.0 | $2,974,840.0 |
|
Overview
This report is the Secretariat's key planning and priority-setting document for 2007–08. The report provides an overview of the role of the Treasury Board and its Secretariat and outlines the issues and challenges that the Treasury Board and the Secretariat are facing in delivering on their mandate to strengthen accountability and performance across government.
The Treasury Board
The Treasury Board is a Cabinet committee of the Queen's Privy Council for Canada. It was established in 1867 and given statutory powers in 1869.
As the general manager of the public service, the Treasury Board has three main roles:
The Treasury Board's powers and responsibilities are set out in various pieces of legislation, regulations, Orders in Council, policies, guidelines, and practices. While the primary statute setting out the legislative authorities of the Treasury Board is the Financial Administration Act, there are over 20 other contributing statutes.
The Treasury Board has a number of instruments at its disposal to fulfil its responsibilities. It oversees a suite of management policies that set the performance expectations of the government. The Treasury Board also sets standards for a range of reports to Parliament; determines the Compensation Policy Framework for the core public administration, Canadian Forces, and Royal Canadian Mounted Police; approves terms and conditions of employment; and manages various pension and benefit plans. In addition, the Treasury Board serves as the Committee of the Queen's Privy Council for purposes of scrutinizing and approving Governor-in-Council submissions for regulations and most Orders in Council.
The Treasury Board portfolio
A portfolio of organizations supports the Treasury Board in fulfilling its mandate.
For more information on the Public Service Human Resources Management Agency of Canada and the Canada School of Public Service, please consult their 2007–08 reports on plans and priorities.
The Secretariat
The mission of the Secretariat is to ensure that government is well managed and accountable, and that resources are allocated to achieve results. In fulfilling this mission, the Secretariat plays three key central agency roles in relation to the various government departments, agencies, and Crown corporations:
Key responsibilities of the Secretariat include the following:
Related to both these program activities is the work the Secretariat does to support the Treasury Board in its role as the employer of the core public administration and in human resources management in the federal public administration by conducting labour-management relations and compensation operations, managing pension and benefit policies and programs, and supporting and monitoring the labour-management components of the Public Service Modernization Act and the Public Service Labour Relations Act.
Also cutting across the two key activities of the Secretariat is the work of the Office of the Comptroller General. As a distinct office within the Secretariat, the Office of the Comptroller General is responsible for ensuring that departments and agencies employ sound financial management and control practices, and plays a lead role in supporting the government's commitment to strengthen financial management, controls, and internal audit.
Operating environment
The Canadian public demands increased accountability on the part of public officials and value for money. 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 assurances that the decisions and actions of government officials meet a high standard of public service values and ethics. Resource allocations need to be better linked to government priorities.
Management excellence
An effective, high-performing public service is essential to achieving accountability and improved expenditure management. The Secretariat, and the Treasury Board portfolio as a whole, must work to ensure that the public service strives for excellence, remains connected to the needs and expectations of Canadians, and has a positive effect on their lives. In moving forward on these priorities, it is important for the Secretariat to demonstrate leadership with respect to improved management practices.
Accountability
Recent years have seen an erosion of trust and confidence in government initiatives, in part as a result of high-profile management failures. This has resulted in clear demands from Canadians for more accountability and transparency in government and has led to an unprecedented focus on improving management performance. It is, however, critical to ensure that the initiatives put in place to strengthen accountability are balanced with the need to ensure an environment that encourages innovation.
With the increased focus on accountability, it is critical that central agencies, which include the Secretariat, concentrate on setting the broad policy framework to guide policy development; the fiscal framework within which the government operates; the accountability regime that shapes how the government performs; and the human resources management framework based on public service values and ethics.
A key response to Canadians' demand for accountability was the Federal Accountability Act, which received Royal Assent on December 12, 2006. It makes substantive changes to over 45 statutes and creates two new ones while delivering on the government's promise to put in place a five-year lobbying ban, to eliminate corporate and union donations to political parties, and to protect "whistleblowers," among other reforms. Over the next year, the Secretariat will focus its efforts on coordinating the overall implementation of the Federal Accountability Act and Action Plan, including the development of regulations referred to in Table 7, as well as key reviews and policy renewal initiatives to continue to simplify and clarify accountabilities.
Improved expenditure management
At the same time, Canadians are concerned not only with how government functions, but also with value for their tax dollars. The government has put an emphasis on effective expenditure management in order to meet public demand for value for money and demonstrable results. This includes a focus on restraining growth in government spending and on results-based management. In accordance with Budget 2006, the Secretariat, in collaboration with the Privy Council Office and the Department of Finance Canada, undertook a fundamental reassessment of the expenditure planning, budgeting, and decision-making processes of the government.
From this assessment, an integrated package of measures has been developed to renew the Expenditure Management System to ensure that federal programs are effective, efficient, and focussed on results; provide value for money; and are aligned with the government's priorities and responsibilities. The new approach will strengthen the management of overall spending through measures to support managing for results by establishing clear responsibilities for departments to better define the expected outcomes of new and existing programs; decision making for results by ensuring that new programs are fully and effectively integrated with existing programs by reviewing spending to ensure efficiency, effectiveness, and ongoing value for money; and reporting for results by improving the quality of departmental and government-wide reporting to Parliament. Over the planning period, the Secretariat will begin implementation of the renewed Expenditure Management System to support the Treasury Board in its budget office role. The key elements of the new approach will be implemented through a phased-in plan that will require three to five years to reach full maturity.
The employer
As a central agency and as general manager of the federal public service, the Secretariat delivers on its mandate and responsibilities as the employer in a very complex operating environment. Like other large public- and private-sector organizations, the federal public service is facing significant challenges as it adapts to key trends shaping Canadian society, the economy, the labour market, and service delivery. The rapid pace of technological change is fuelling fundamental changes in the way we live, the way we work, and the way organizations collaborate to deliver goods and services. From the changing face of Canada to the aging of the population, demographic changes are creating pressures to improve recruitment and retention of public servants, mobility between the public and private sector, and the speed of transfer of needed knowledge and skills.
Service excellence
The Government of Canada exists to serve Canadians and is committed to service excellence. Excellent public services earn the trust and confidence of citizens, achieve high levels of client satisfaction, and demonstrate value for tax dollars. To achieve service excellence, the Government of Canada continuously strives to design services around client needs and continuously adapt services in response to client feedback; make services easy to find and use and, where appropriate, seamless across organizational and jurisdictional boundaries; ensure that services respect individual privacy, are accessible to persons with disabilities, and are delivered securely to the right client in the official language of choice; and deliver high-quality internal services that promote a high-commitment workplace and support government employees to better serve Canadians.
Responding to these challenges
In this Report on Plans and Priorities, the Secretariat will focus its efforts on strengthening its support of the Treasury Board as the management board and budget office. This plan will also describe how the Secretariat, as a department, is working to become a leader in fostering management excellence and is ensuring greater accountability across government. This document also reflects changes made to the Treasury Board of Canada Secretariat Program Activity Architecture to ensure that its planning framework better reflects the work of the Secretariat and is better aligned to meet the challenges the Secretariat faces in its operating environment.