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ARCHIVED - TB Circular 1977-37: Pay Administration
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ANNEX C
C. PAY ADMINISTRATION ORGANIZATION
The present organization for pay administration is made up of parts of TBS, DSS and the departments. A total organizational structure operating within the present government structure will be identified to ensure the operational integrity of pay administration. This organization will include means of advising policy makers of potential operational problems, methods of communicating required changes to all the departmental units at the same time, a training and self-teaching scheme, a monitoring system to ensure all parts are working together, and an accountability process.
In order to do this, the major pay administration* responsibilities assigned to each area will be:
Treasury Board Secretariat
- establishing pay administration objectives including policies and regulations;
- providing guidelines and performance standards;
- establishing an accountability system which will include monitoring the accuracy and integrity of pay administration;
- ensuring the recommendations of the Pay Study Task force are implemented.
Department of Supply and Services
- developing and operating the pay processing system according to prescribed standards;
- providing timely application direction to departments, including operating manuals and related training schemes when necessary.
Departments
- paying employees;
- accuracy, integrity and timeliness of their pay administration processes;
- counselling employees;
- accountability for internal pay administration.
(a) Treasury Board Secretariat
A Pay Administration Coordination Group (PACU) has been established within the Personnel Policy Branch of TBS, initially to coordinate the implementation of the PAY STUDY TASK FORCE recommendations and thereafter to continue in the following functions.
(i) Pay Policy Coordination
PACU will coordinate the administrative processes related to pay policy and its application with pertinent divisions of the Treasury Board Secretariat, DSS and departmental personnel. An example of this coordination role is that PACU has a representative on the Pay Policy Project Team which will create policy and write the pay subchapters in the 510 series of the Personnel Management Manual.
This involves:
(a) review of all current pay authorities;
(b) development of new coherent policies on each aspect of pay to replace current authorities.
(ii) Coordination of Central Systems Requirements
There is a need to coordinate the requirements of the many central systems. A structured approach to this coordination role is now being made.
Examples are:
The further analysis of leave and extra duty reporting. In order to carry out this analysis, participation is required by PAY, ALOSS, Data Collector and Departments to ensure that requirements are met.
A "Superannuation/Pay Relationship Study" to review the close alliance between the present responsibilities of the pay offices, superannuation division and departments, given the anticipated changes in pay and superannuation administration.
(iii) Training
PACU will work with DSS and the Public Service Commission in the development of a training program for departmental pay administrators.
(iv) Monitoring
PACU will design and implement a system to monitor and review the total pay administration process. This will include the assessment of all available data in cooperation with other TBS review groups in Personnel, Finance and Administrative Policy Branches.
(v) Future Pay Systems Development
PACU will work with DSS and Departments to evaluate future systems needs, carry out cost/effectiveness analyses and coordinate future changes to pay administration.
(b) Department of Supply and Services
DSS will provide a coordinated national pay service through its Regional Pay Offices. These regional offices will be supported by the Compensation Services and Data Processing Branches who will continue to develop the pay system and provide training, direction on the application of pay policy, and user instruction and procedures manuals.
(c) Departments
It is known that departmental organizations for pay administration vary widely according to the particular role, system of management, size and geographical dispersion of the department. For this reason each department is requested to submit to PACU a description of its current and proposed organization for pay administration.
Note
*Other "pay-related" responsibilities such as support for Superannuation and central personnel systems are
unchanged by this circular.[Return]
