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The Honourable Vic Toews
President of the Treasury Board
Management Representation Statement
Section I: Departmental Overview
Section II: Analysis of Program Activities
As President of the Treasury Board, I am pleased to present the Treasury Board of Canada Secretariat (the Secretariat) Report on Plans and Priorities for 2008–09. This report sets out the Secretariat's key priorities over the next three years.
The Secretariat provides advice and support to Treasury Board ministers in their role of ensuring value-for-money and providing oversight of the financial management functions of departments and agencies. As a central agency of the federal government, the Secretariat promotes improved management performance, examines the proposed spending plans of other departments, and acts as the principal employer for the core public administration.
In the year ahead, the Secretariat will focus its efforts in two key streams of activity:
In the first stream, we will work to ensure the efficient, transparent, and accountable delivery of federal programs by:
The Secretariat will also ensure that the right controls are in place and will monitor performance using tools such as internal audits and broader management assessments.
In the second stream, our goal is to improve the stewardship of public funds—a key element of transparency and accountability in government. To do this, we have put in place a new expenditure management system, which will dramatically improve the way the government manages taxpayers' dollars.
By reducing spending on ineffective or inefficient programs and stopping those that do not deliver results, we will continue to ensure that the government is spending Canadians' hard-earned money where it performs best.
In keeping with our efforts to improve reporting to Parliament, this document contains a number of enhancements as part of a pilot project to provide better departmental reports on plans and priorities. I encourage all Canadians, parliamentarians, and federal public service employees to read this report. It provides a clear view of our efforts to achieve a high level of management excellence in the federal government for the people of Canada.
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 2008–09 Report on Plans and Priorities (RPP) for the Treasury Board of Canada Secretariat (the Secretariat).
This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2008–09 Estimates: Reports on Plans and Priorities and Departmental Performance Reports.
It adheres to the specific reporting requirements outlined in the guidance provided by the Secretariat:
The paper version was signed by
Wayne Wouters
Secretary of the Treasury Board
This report is the Secretariat's key planning and priority-setting document for 2008–09. The report provides an overview of the role of the Treasury Board and its Secretariat and outlines the issues, risks, and challenges facing the portfolio in delivering on its mandate to strengthen accountability and management performance across government.
The raison d'être of 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 the governance, accountability, and quality of public sector management, as well as an impact on the efficiency and effectiveness with which government programs and services are delivered.
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 fulfill 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, separate agencies, the Canadian Forces, and the 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 scrutinizing and approving Governor in Council submissions for regulations and most Orders in Council.
A portfolio of organizations supports the Treasury Board in fulfilling its mandate:
For more information on the Canada Public Service Agency and the Canada School of the Public Service, please consult their 2008–09 reports on plans and priorities.
The mission of the Secretariat is to ensure that government is well managed and accountable and that resources are allocated to achieve results. Key responsibilities of the Secretariat include supporting the Treasury Board with respect to its three main roles as management office, budget office, and employer. In fulfilling its mission, the Secretariat plays three key central agency roles in relation to the various government departments, agencies, and Crown corporations:
Within the Secretariat, the Office of the Comptroller General helps to ensure 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 and internal audit.
As a central agency and as a general manager of the federal public service, the Secretariat delivers on its mandate and responsibilities in a very complex operating environment.
The federal public service is a large and diverse national institution that:
Like other large public and private sector organizations, the federal public service is also 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. Demographic changes are also creating pressures to improve recruitment to the public service and enable mobility between the public and private sectors.
In supporting the government, it is vital for the Secretariat to understand these trends and adapt policies, programs, and services in a manner that is responsive to government priorities and public expectations.
Canadians are demanding better value-for-money from the federal public sector. They want a more open, accountable government that manages their tax dollars well and gives careful consideration to finding the most cost-effective ways to address public policy issues while providing more integrated government services for the same tax dollar. They also expect spending to be aligned with the federal government's priorities, roles, and responsibilities.
An effective, high-performing public service is essential to meeting these expectations. 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. Put simply, the Secretariat has a responsibility to lead by example in the implementation of the government's management agenda.
Section II of this report highlights how the Secretariat is responding to these challenges and outlines the Secretariat's effort to:
Government of Canada outcomes form part of the Whole-of-Government Framework that provides a structural logic model mapping the contributions of appropriated departments, agencies, and Crown corporations to a set of 4 high-level spending areas and 13 government outcome areas. Alignment of departmental strategic outcomes and their corresponding program activities to these governmental outcome areas makes it possible to calculate and assess government spending by outcome area.
Strategic outcome: Government is well managed and accountable, and resources are allocated to achieve results.
The Secretariat's strategic outcome is aligned to the Government Affairs spending area and thus supports all 13 outcome areas by providing support to all other government departments, agencies, and Crown corporations in meeting their responsibilities, delivering on their core mandates, and, ultimately, serving Canadians better.
As shown in the table below, the Secretariat has four program activities in support of its strategic outcome.
Strategic Outcome | Government is well managed and accountable, and resources are allocated to achieve results |
Program Activity | Expected Results |
Management Policy Development and Oversight |
Expectations are established to improve public service management.
Functional communities are provided with the appropriate knowledge and tools to comply with Treasury Board policies. Treasury Board policies and Secretariat advice to departments are clear, relevant, and well communicated from the standpoint of departments and agencies. |
Expenditure Management and Financial Oversight |
Resources are allocated to achieve results.
Results-based information increasingly informs expenditure management decisions. Reporting to Parliament on government spending financial performance, and stewardship is accurate and complete. |
Government-wide Funds and Public Service Employer Payments | Payments and receipts, held centrally by the Secretariat, are made on behalf of other federal government departments and agencies in an administratively sound and efficient manner. |
Internal Services | As stated in the Management, Resources and Results Structure Policy (MRRS Policy), expected results are not required for Internal Services program activities across government. |
2008–09 | ||||||
New Program Activity | ||||||
($ thousands) | Management Policy Development and Oversight | Expenditure Management and Financial Oversight | Government-wide Funds and Public Service Employer Payments | Internal Services | Total | |
2007–08 Program Activity |
Management Policy Development and Oversight | 136,136.9 | — | 1,861,020.0 | — | 1,997,156.9 |
Expenditure Management and Financial Oversight | — | 53,622.1 | — | — | 53,622.1 | |
Corporate Strategy and Services | — | — | — | Allocated to Program Activities | ||
Revitalization of the Toronto Waterfront | — | — | — | — | ||
Total | 136,136.9 | 53,622.1 | 1,861,020.0 | 2,050,779.0 |
A new Program Activity Architecture (PAA) was approved for the Secretariat for 2008–09 with the following changes:
The Program Activity "Corporate Strategy and Services" has been renamed "Internal Services" to reflect the standard program activity titles used by all departments and agencies.
Departmental priorities as presented in RPPs reflect those critical undertakings that a department must accomplish in achieving its strategic outcome. Operational priorities focus on obtaining improvements in the value-for-money associated with a department's programs and activities while management priorities focus on ensuring continuous improvements to management practices, controls, and governance.
The table below presents the Secretariat's operational and management priorities for 2008–09.
Operational Priorities | Description and Key Activities |
Strengthening governance, accountability, and management practices
|
|
Responsibilities and accountabilities are clarified in relation to departmental management practices and expectations
Ongoing |
Canadians have demanded increased transparency and accountability from their government in recent years, and the Secretariat has responded with initiatives to improve management performance through the introduction of the Federal Accountability Act and through a renewal of the Treasury Board policy suite. These initiatives are being undertaken to strengthen
the government's capacity to deliver value to Canadians while protecting against key risks and preserving accountability.
Over the course of the planning period, the Secretariat will undertake the following actions to deliver on this priority:
|
Management performance is strengthened across government Ongoing |
An effective and high-performing public service is essential to achieving accountability and improved expenditure management across government. The Secretariat has an important role to play in challenging, enabling, and leading government departments and agencies to pursue excellence in delivering results to Canadians through improved management practices.
Over the course of the planning period, the Secretariat will undertake the following actions to deliver on this priority:
|
Strengthening results-based expenditure management and financial oversight
|
|
Results-based management is strengthened, and information on programs and spending is improved to support decision making on resource allocation
Ongoing |
Canadians are also concerned with obtaining value for their tax dollars, and the government has responded with an emphasis on effective expenditure management decisions clearly based on value-for-money and demonstrable results from programs. The Secretariat has put in place a new expenditure management system to ensure that programs and services are designed and
evaluated with efficiency and effectiveness in achieving results as key considerations.
Over the course of the planning period, the Secretariat will undertake the following actions to further deliver on this priority:
|
The government's expenditure management system and reporting on financial performance is improved
Ongoing |
To ensure that decisions are sound, the government requires reliable, detailed, and timely information on the state of government finances. The Secretariat is working to ensure that the best possible information on government spending and resource allocation is made available to parliamentarians and Canadians by ensuring that the appropriate frameworks, policies,
guidance, and standards are in place for the timely reporting of actual spending data and results.
Over the course of the planning period, the Secretariat will undertake the following actions to deliver on this priority:
|
Strengthening the internal management of the Secretariat
|
|
Corporate-enabling strategies are developed and implemented consistent with a more strategic and focussed Secretariat role
Ongoing |
Delivering on the Secretariat's commitments to strengthen the Treasury Board's management board and budget office roles will help ensure that government is able to deliver on its priorities for the coming years. To do this effectively the Secretariat must adapt its internal practices to provide stronger support to the Treasury Board.
Over the course of the planning period the Secretariat will undertake the following actions to deliver on this priority:
|
Internal management practices continue to be improved in response to the MAF assessment of the Secretariat
Ongoing |
While the Secretariat, as part of its central agency oversight role, assesses departments on their management performance in accordance with the MAF, it must also assess itself as a department and apply this same management accountability tool to its own operations to ensure the continuous improvement of management practices and demonstrate leadership across
government.
Over the course of the planning period, the Secretariat will undertake the following actions to deliver on this priority:
|
In keeping with MAF expectations for departmental planning and governance, the Secretariat has integrated risk management within its overall governance and planning regime.
Throughout 2007, the Secretariat identified risks to the achievement of its strategic outcome and the expected results of each program activity. The Secretariat has made considerable progress over the past year in establishing a risk profile based on its PAA and in implementing mitigation strategies to address key risks.
Moving forward in 2008–09, the Secretariat will continue to mitigate corporate risks, identify emerging risks, and further integrate risk management with the annual corporate planning cycle.
The following table provides a brief description of key risks and highlights elements of the strategies being used to address each risk. Many of these strategies are directly linked to the continued implementation of the plans and priorities presented in this report.
Key Risks and Challenges | Strategies to Address Risk |
Stakeholder acceptance: The Secretariat is concerned that, in the context of increased parliamentary expectations and decreased public risk tolerance, the ability of departments and agencies to meet management expectations may be compromised, particularly in light of government-wide skill shortages in key functional communities.
Compliance: The Secretariat is concerned that consequences for policy non-compliance may not be proportional to the public policy implications and, further, that innovation and risk taking within the public service may consequently be undermined. |
The Secretariat is working to address these risks by clarifying deputy ministerial accountabilities and departmental management performance expectations, refining the Treasury Board compliance framework, and implementing the government action plan to reform the administration of grants and contributions.
The Secretariat is also examining ways to improve its risk-based oversight and monitoring system and the possibility of offering greater flexibility under Treasury Board policies based on demonstrated performance and policy compliance. |
Human resources: The Secretariat is concerned that, given recent demographic changes, competition for talent, and skill shortages in key areas, it is increasingly difficult to maintain sufficient human resource capacity to meet operational requirements and achieve the Secretariat's strategic outcome. This risk is compounded by public service branding issues, rapid employee turnover at the Secretariat, new human resource expectations under the Public Service Modernization Act, and the high cost of training and re-training employees. | The Secretariat is working to address this risk through the development of an integrated human resources plan, in keeping with the government's public service renewal initiative. Additionally, the Secretariat is implementing internal employee development, leadership, recruitment and retention programs and strategies, while developing the tools and infrastructure to support human resources management within the Secretariat. |
For the fiscal year 2008–09, the Secretariat plans to utilize $4,804 million to meet the expected results of its program activities and further the achievement of its strategic outcome.
As the pie chart below indicates, the bulk of these expenditures ($4,615 million) is related to the central funds that the Secretariat administers on a whole-of-government basis to supplement the appropriations of departments, agencies, and appropriation-dependent Crown corporations to meet the costs of horizontal initiatives; government contingencies, including paylist costs such as severance pay and parental benefits; in-year compensation adjustments; and public service pensions, benefits, and insurance premiums.
The remaining $189 million is directly related to the operations of the Secretariat and its two main program activities: Management Policy Development and Oversight and Expenditure Management and Financial Oversight.[1] Details on the expected results associated with these expenditures are provided in Section II: Analysis of Program Activities.
($ thousands) | Forecast Spending 2007–081 |
Planned Spending 2008–09 |
Planned Spending 2009–10 |
Planned Spending 2010–11 |
Management Policy Development and Oversight2 | 119,078 | 140,049 | 137,488 | 131,329 |
Expenditure Management and Financial Oversight3 | 65,179 | 49,648 | 49,777 | 48,431 |
Government-wide Funds and Public Service Employer Payments | 2,722,986 | 4,615,161 | 4,860,461 | 5,046,461 |
Revitalization of the Toronto Waterfront4,5 | 235,104 | |||
Budgetary Main Estimates (gross) | 3,142,347 | 4,804,858 | 5,047,726 | 5,226,221 |
Less: Respendable Revenue6 | (142,200) | (300,912) | (306,090) | (307,100) |
Total Main Estimates | 3,000,147 | 4,503,946 | 4,741,636 | 4,919,121 |
Adjustments | ||||
Supplementary Estimates A | ||||
For Secretariat's Operations7 | 12,047 | |||
For the Government-wide Funds and Public Service Employer Payments8 | 1,797,933 | |||
Budget Office Systems Renewal Reprofiling9 | (3,974) | 3,974 | ||
Supplementary Estimates B | ||||
For Secretariat's Operations10 | 168 | |||
For the Government-wide Funds and Public Service Employer Payments11 | 42,516 | |||
Adjustments to Respendable Revenue12 | (128,942) | |||
Treasury Board Vote 10 transfers to departments and agencies13 | (22,491) | (7,141) | (7,141) | (7,141) |
Treasury Board Vote 15 transfers to departments and agencies14 | (227,788) | |||
Treasury Board Vote 15 for the Secretariat's Operations | 1,491 | |||
Treasury Board Vote 25 transfers to departments and agencies15 | (981,676) | (1,200,000) | (1,200,000) | (1,200,000) |
Treasury Board Vote 22 for the Secretariat's Operations | 7,998 | |||
Treasury Board Vote 30 transfers to departments and agencies16 | (500,000) | (500,000) | (500,000) | (500,000) |
Government-wide funds available at year-end17 | (368,050) | |||
Treasury Board Vote 5 transfers to departments and agencies18 | (750,000) | (750,000) | (750,000) | (750,000) |
Total Adjustments | (1,120,768) | (2,453,167) | (2,457,141) | (2,457,141) |
Total Planned Spending19 | 1,879,379 | 2,050,779 | 2,284,495 | 2,461,980 |
Less: Non-Respendable Revenue | (12,369) | (12,391) | (12,399) | (11,500) |
Plus: Cost of Services Received Without Charge | 15,189 | 17,057 | 15,741 | 15,896 |
Total Departmental Spending | 1,882,199 | 2,055,444 | 2,287,837 | 2,466,376 |
Full-Time Equivalents | 1,451 | 1,455 | 1,446 | 1,404 |
1. Effective in 2008–09, a new Program Activity Architecture (PAA) was approved for the Secretariat. Forecast spending reflects resource allocation under the new PAA.
2. Includes a portion of Internal Services resources: $34.5 million in 2007–08, $38.9 million in 2008–09, $38.9 million in 2009–10, and $38.9 million in 2010–11.
3. Includes a portion of Internal Services resources: $18.9 million in 2007–08, $14.4 million in 2008–09, $14.4 million in 2009–10, and $14.4 million in 2010–11.
4. Includes a portion of Internal Services resources: $0.6 million in 2007–08.
5. Forecast spending includes funding for the Toronto Waterfront Revitalization Initiative. In response to Government Machinery changes announced January 4, 2007, this authority has been transferred from the Secretariat to Environment Canada through 2007–08 Supplementary Estimates.
6. Respendable Revenue is used to cover the costs incurred by the Secretariat on behalf of other government departments for shared initiatives such as the Public Service Superannuation Account Pension Fund and Public Service Insurance.
7. Supplementary Estimates A adjustments for the Secretariat's Operations include funding for: Vote 1 – Implementation of the new requirements of the Policy on Internal Audit ($3.0 million), funding to implement the Federal Accountability Act ($4.7 million), funding for the Centre of Regulatory Expertise ($2.4 million), funding to implement the Public Service Modernization Act ($2.8 million), funding for the activities of an Independent Expert Panel on Grants and Contributions ($0.9 million), a transfer to Foreign Affairs ($0.3 million) to provide support to departmental staff located at missions abroad, Transfer to Environment ($1.5 million) for the Toronto Waterfront Revitalization Initiative.
8. Supplementary Estimates A adjustments for the Government-wide Funds and Public Service Employer Payments include the following initiatives: Vote 2 – Transfer to Environment for the Toronto Waterfront Revitalization Initiative ($232.8 million); Vote 10 – Government-wide funding to implement the Policy on Internal Audit ($20.7 million); Vote 15 – Compensation adjustments for transfers to departments and agencies for salary adjustments ($185.5 million); Vote 20 – Funding for the Public Service Insurance Plan ($125 million) and a transfer to Public Service Human Resource Management Agency of Canada ($0.4 million) for the Joint Learning Program; Vote 22 – Operating Budget Carry Forward ($1.200 million); Vote 23 – Paylist shortfall ($500 million).
9. Funds for the Budget Office Systems Renewal initiative that were not used in 2007–08 have been reprofiled for 2008–09.
10. Supplementary Estimates B adjustments for the Secretariat's Operations include the following initiatives: Vote 1 – Transfer from the Royal Canadian Mounted Police ($0.2 million) for funding related to the management of life and disability insurance plans, Transfer from Public Works and Government of Canada for the Organizational Readiness Office ($0.2 million), and Internal reallocation of resources to support the Research and Policy Initiatives Assistance Program (–$0.2 million).
11. Supplementary Estimates B adjustments for the Government-wide Funds and Public Service Employer Payments include the following initiatives: Vote 2 – Internal reallocation of resources to support Research and Policy Initiative Assistance Program ($0.2 million); Vote 15 – Compensation adjustments for transfers to departments and agencies for salary adjustments ($42.3 million).
12. Respendable Revenue is used to cover salaries and operating costs ($3.9 million) from Public Works and Government Services Canada in respect of chargeable costs associated with administering the Public Service Superannuation Act (PSSA). An increase ($125 million) of the respendable revenue is used to cover health care insurance plan costs from revolving funds and from departments and agencies that pay for employee benefit plans from a non-statutory appropriation.
13. Transfer to departments and agencies for the implementation of government-wide initiatives.
14. Transfers to departments and agencies as a result of adjustments made to terms and conditions of service or employment of the federal administration.
15. Transfers to departments and agencies for the Operating Budget Carry Forward.
16. Transfers to departments and agencies to cover paylist shortfalls related to parental benefits, severance, and other allowances.
17. The estimated surplus is in the Government-wide Funds and Public Service Employer Payments Votes: Vote 10 – Government-wide Initiatives ($0.7 million); Vote 20 – Public Service Insurance ($149 million), net of respendable revenue); Vote 22 – Operating Budget Carry Forward ($218 million).
18. Planned transfers to departments and agencies, subject to the approval of the Treasury Board, to supplement other appropriations and to provide for miscellaneous, urgent or unforeseen expenditures not otherwise provided for. Unused funds will be surplus.
19. Planned spending by Vote is provided in Table 10, Main Estimates and Planned Spending by Vote, of the Supplementary Information.
The table below illustrates the alignment of the Secretariat's program sub-activities and activities with its strategic outcome. The Secretariat is currently developing a performance measurement framework in accordance with the MRRS Policy. The Performance Measurement Framework (PMF) is intended to assist the Secretariat in measuring its progress toward the expected results of its program activities and, ultimately, the achievement of its strategic outcome.
Through the implementation of its MRRS, which includes the PAA displayed above, the Secretariat is developing a PMF that will facilitate better measurement and reporting of the Secretariat's program activity results.
Through this program activity, the Secretariat provides support to the Treasury Board in its role as the management board. This includes promoting improved management performance and developing policies to support the prudent and effective management of the government's assets and its human, financial, information, and technology resources.
Key objectives under the Management Policy Development and Oversight program activity include the following:
Expected Results | Key Performance Indicators |
Expectations are established to improve public service management. |
Evolution of MAF ratings and assessments of government departments over time.
Benchmarking for public service compensation. |
Functional communities are provided with the appropriate knowledge and tools to comply with Treasury Board policies. |
Recruitment levels are measured against targets.
The level of capacity in key management areas and functional communities are assessed. Appropriate tools are developed and used, and appropriate training is provided. |
Treasury Board policies and Secretariat advice are clear, relevant, and well communicated from the standpoint of departments and agencies. |
The quality of advice provided to departments and agencies.
Policy implementation that is sequenced and phased in, in relation to departmental capacity. The extent to which Treasury Board policies achieve expected results. |
These expected results and key performance indicators represent an organizing framework that contributes to the development of the Secretariat's plans and priorities. It should be noted that, because the Secretariat is participating in a pilot project to streamline RPPs, only the most pertinent key indicators are reflected here.
Management Policy Development and Oversight | ||||||
Planning Highlights | Full-Time Equivalents (FTE) and Planned Spending | |||||
2008–09 | 2009–10 | 2010–11 | ||||
FTEs | ($ thousands) | FTEs | ($ thousands) | FTEs | ($ thousands) | |
1,062 | 136,137 | 1,056 | 133,598 | 1,025 | 131,329 | |
Over the three-year planning period, the Secretariat will work to ensure that responsibilities and accountabilities across government are clarified in relation to departmental management practices and expectations, specifically with respect to the following:
While this work will make an important contribution to clarifying and refining the frameworks within which the government operates, measures its performance, and manages its resources, the Secretariat must also work to ensure that departments and agencies have the necessary tools and support to continuously strengthen management performance across government. To this end, the Secretariat will work to:
|
Program Sub-Activities |
Financial oversight and reporting |
Government of Canada expenditure management and oversight | |
Departmental expenditure oversight |
The Treasury Board is often referred to as "the budget office" because of the important role it plays in managing and overseeing expenditures of the government, along with the minister of Finance and the prime minister.
The Secretariat's role is to provide advice and recommendations to Treasury Board on the allocation and re-allocation of resources to ensure that they are aligned with the government's priorities and responsibilities and that federal programs are effective, efficient, and provide value-for-money.
Key objectives for this program activity include ensuring that:
Expected Results | Key Performance Indicators |
Resources are allocated to achieve results | One hundred per cent of direct program spending is reviewed over four years and a proportion of funds is re-allocated from low priorities to high-performing priorities. |
Results-based information increasingly informs expenditure management decisions. | The extent to which departmental management resources and results structures are implemented. There is improvement in the overall quality and use of evaluation findings. |
Reporting to Parliament on government spending is accurate, financial performance and stewardship is complete and timely |
The assessment of the quality of financial and non-financial information as measured by MAF expectations with respect to the quality of reporting to Parliament and the effectiveness of financial management and control.
The extent to which the methodology, form, and content for preparing financial and non-financial information are consistent. Estimates information is used to inform parliamentary committees and parliamentary approval of appropriation bills is supported by relevant information. |
These expected results and key performance indicators represent an organizing framework that contributes to the development of the Secretariat's plans and priorities. It should be noted that, because the Secretariat is participating in a pilot project to streamline RPPs, only the most pertinent key indicators are reflected here.
Expenditure Management and Financial Oversight | ||||||
Planning Highlights | Full-Time Equivalents (FTE) and Planned Spending | |||||
2008–09 | 2009–10 | 2010–11 | ||||
FTEs | ($ thousands) | FTEs | ($ thousands) | FTEs | ($ thousands) | |
393 | 53,622 | 390 | 49,777 | 379 | 48,431 | |
Over the three-year planning period, the Secretariat will work to ensure that results-based management is strengthened and that information on programs and spending is improved to support decision making on resource allocation specifically with respect to the following:
Together, these initiatives will help ensure that expenditure management is based on results with improved processes, frameworks, and policies for evaluating program performance. |
Program Sub-Activities |
Government-wide contingencies and management initiatives |
Compensation adjustments, operating budget carry-forward, and paylist requirements | |
Public Service employer payments |
The Secretariat has responsibility for managing access to the central funds, and the expected result is that these funds are administered in accordance with applicable legislation, Treasury Board policies, and Treasury Board standards. The human resources associated with this program activity are captured within other program sub-activities, predominantly human resources and compensation management and Government of Canada expenditure management and oversight.
Government-wide Funds and Public Service Employer Payments | |||
Description of Funds | Planned Spending | ||
2008–09 ($ thousands) |
2009–10 ($ thousands) |
2010–11 ($ thousands) |
|
1,861,020 | 2,101,120 | 2,282,220 | |
Government-wide contingencies consist of funds used to supplement other appropriations to provide the government with the flexibility to meet unforeseen expenditures until parliamentary approval can be obtained and to meet additional paylist costs, such as severance pay and parental benefits, that are not provided for in the Estimates of other government departments.
Government-wide initiatives consist of funds used to supplement budgets in other departments and agencies in support of the implementation of strategic management initiatives across the public service. Public service compensation funds are used to compensate departments, agencies, and appropriation-dependent Crown corporations for the effect of collective bargaining agreements and other related adjustments to terms and conditions of service or employment. Operating budget carry-forward funds are used to supplement other appropriations for the operating budget carry-forward from the previous fiscal year. Paylist requirement funds are used to supplement other appropriations for requirements related to parental and maternity allowances, entitlements on cessation of service or employment, and adjustments made to terms and conditions of service or employment of the public service, including members of the Royal Canadian Mounted Police and the Canadian Forces. Public service employer payments funds are used in support of the Treasury Board's role as employer for public service pensions, benefits, and insurance, including the payment of the employer's share of health, income maintenance, and life insurance premiums; the payments to or in respect of provincial health insurance plans; the payment of provincial payroll taxes and Quebec sales tax on insurance premiums; costs associated with the pension, benefit, and insurance plans for employees engaged locally outside Canada; and the return to certain employees of their share of the employment insurance premium reduction. |
Program Sub-Activities |
Corporate Priorities and Planning |
Public Affairs and Communication Services | |
Corporate Services | |
Legal Services |
The Internal Services program activity includes key functions and costs related to supporting the Treasury Board and the internal management of the Secretariat. Human and financial resources associated with this program activity are allocated across the Secretariat's other program activities in accordance with Treasury Board MRRS reporting guidelines.
The key objectives of this program activity are as follows:
Internal Services |
Planning Highlights |
Over the three-year planning period, the Secretariat will work to ensure that its internal management practices are adapted and strengthened to provide stronger support to the Treasury Board and to respond to its own MAF assessment of management performance.
Change-enabling strategies and supporting initiatives are developed and implemented to support the government's management agenda and Treasury Board operations. Human resources management is improved both operationally and through the implementation of a strategic human resources plan. Continued progress is made to strengthen the Secretariat's governance and corporate management performance in line with MAF expectations, with specific emphasis on strengthening the Secretariat's internal evaluation function and the Secretariat's internal IM and IT management. |
Supplementary information is available on the Secretariat's website at http://www.tbs-sct.gc.ca/rpp/2008-2009/info/info-eng.asp.
Treasury Board Secretariat Program Sub-Activities
Human resources and compensation management
Service, technology, and information management
Assets and acquired services
Financial management and internal audit
Government of Canada expenditure management and oversight
Departmental expenditure oversight
Public Affairs and Communications Services
Corporate Services
Legal Services
Table 1: Sustainable Development Strategy
Table 5: Progress Toward the Department's Regulatory Plan
Table 6: Summary of Capital Spending by Program Activity
Table 8: Services Received Without Charge
Table 9: Sources of Respendable and Non-Respendable Revenue
Table 10: Main Estimates and Planned Spending by Vote
Table 11: Voted and Statutory Items Listed in Main Estimates
[1]. In accordance with Treasury Board reporting guidelines, expenditures associated with the Internal Services program activity are included within the total expenditures for the other program activities.
The Secretariat aims to ensure a coherent set of management performance expectations through the Treasury Board policy suite and the Management Accountability Framework (MAF) and to assess performance against MAF expectations across government, as well as across certain institutional groupings, such as Crown corporations. This includes policy coordination, government-wide policy direction in areas such as governance and regulatory management, MAF development, and oversight of management performance and in areas requiring attention across government.
Links to departmental plans and priorities for 2008–09:
The Secretariat sets performance expectations regarding its areas of responsibility for human resources management (including labour relations, occupational health and safety, essential services, and discipline), which are set within a larger human resources management strategy for which the Canada Public Service Agency has primary responsibility.
The Secretariat facilitates the achievement of human resources performance expectations by providing departments with advice on the interpretation of policies and standards, monitoring compliance, and facilitating capacity development within relevant functional communities.
In support of the Treasury Board's human resources management role, the Secretariat also develops and oversees the Policy Framework for the Management of Compensation to determine compensation (including pension and benefits) in the core public administration, separate agencies, the Canadian Forces, and the Royal Canadian Mounted Police (RCMP) and to manage pensions and benefits.
The Secretariat also conducts collective bargaining for the core public administration, obtains negotiation mandates for separate agencies, and oversees pay administration.
The Secretariat provides strategic direction, management, and leadership on pension and benefits arrangements for the public service, retirees, and related populations. This involves the development, negotiation, and implementation of benefit programs and the associated legislative and regulatory frameworks to meet the needs of employer and employees at a cost that is acceptable to the Canadian public. Managing these costs requires the careful development of strategies and processes for the effective financing, management, and administration of pension and benefits programs in the context of national and international demographic and pension trends.
Links to plans and priorities for 2008–09:
In support of the government's commitment to strengthen public-sector management and accountability, the Secretariat provides leadership and oversight and enables federal departments and agencies in the areas of information management, information technology, identity management, security, privacy and access to information, and service delivery.
The Secretariat provides departments and agencies with the relevant policies, supporting instruments, and advice on the interpretation of these instruments, while setting management expectations and monitoring policy compliance across government.
This oversight role is complemented by the Secretariat's leadership role and collaborative approach to developing, managing, and strengthening its communities of practice. This leadership role also includes working the Secretariat's communities to establish the strategies and directions that major initiatives such as service transformation will follow.
Links to departmental plans and priorities for 2008–09:
Delivering on these priorities will advance the government's collective effort to use information and technology more effectively and to meet the expectations of Canada's citizens for improved access, security, integrity and quality of service and increased transparency and accountability.
The Secretariat provides federal departments and agencies with the relevant policies and supporting instruments and sets performance expectations regarding the management of real property and material, acquired services, procurement, project management, investment planning, and federal contaminated sites. To help departments achieve performance expectations, the Secretariat provides advice to departments on the interpretation of policies and standards, monitors compliance, and facilitates capacity development within relevant functional communities.
Links to departmental plans and priorities for 2008–09:
The Secretariat sets performance expectations regarding effective financial management and internal audit. It assists departments in achieving performance expectations by providing them with advice on the interpretation of policies and standards, monitoring compliance, and facilitating capacity development within relevant functional communities. In addition, the Secretariat plans and conducts audits on horizontal risks and issues.
Links to departmental plans and priorities for 2008–09:
The Secretariat operationalizes frameworks, policies, and guidance on financial management to ensure that information is available to support the budget office and that appropriate accounting standards are used for timely, complete, and accurate financial reporting.
The Secretariat also undertakes a number of accounting-related activities under this sub-activity, including developing and maintaining the government-wide Chart of Accounts; monitoring and providing support on major litigation and contingent liabilities; and managing the preparation and maintenance of the Public Accounts of Canada and the government's financial statements.
These activities are ultimately intended to improve the Secretariat's capacity for oversight, analysis, and forecasting of expenditures through the timely provision and consolidation of actual spending data and thus provide more detailed and reliable information to parliamentarians and Canadians.
Links to departmental plans and priorities for 2008–09:
The activities in this sub-activity are targeted at optimizing government-wide expenditure allocation; providing analytical support to the oversight of expenditures and determination of compensation within the federal government; and reporting to Parliament in order to achieve results for Canadians. The key activities that support this are as follows:
Links to departmental plans and priorities for 2008–09:
The Secretariat aims to ensure that program spending by departments and related performance information is well integrated and analyzed to support advice, informed decision making, oversight, and reporting to the Treasury Board and Parliament.
Key activities include the following:
These activities are intended to strengthen results-based information on programs and spending to ensure that better information and advice are provided to Cabinet and the Treasury Board on new and existing programs to support decision making on resource allocation and, ultimately, to provide value-for-money.
Links to departmental plans and priorities for 2008–09:
The Secretariat's strategic direction and internal management is coordinated and cohesive.
Links to departmental plans and priorities for 2008–09:
These services support all of the Secretariat's program activities through strategic communications advice, planning, and product development and enable the sound understanding, across government and across Canada, of the Secretariat's mandate and its actions to strengthen accountability and management performance.
This sub-activity also supports Canadians' access to information through the management of ministerial correspondence, access to information and privacy requests, as well as the timely reporting in Parliament of the government's management of human and financial resources.
Links to departmental plans and priorities for 2008–09:
Effective and efficient management of the Secretariat's corporate services.
Links to departmental plans and priorities for 2008–09:
These services involve enabling government departments and agencies to pursue policy, program, and service delivery priorities and objectives within a legally sound framework. The services include the provision of policy and program advice; direction in the development and drafting of the legal content of bills, regulations, and guidelines; assistance in the identification, mitigation, and management of legal risks; legal support in ensuring compliance and enforcement of standards, regulations, and guidelines; and the representation of the Crown's interests in litigation.
Truncated Vote or Statutory Wording ($ thousands) |
2007–08 Main Estimates |
2007–08 Planned Spending | 2008–09 Main Estimates |
2008–09 Planned Spending | 2009-10 Planned Spending | 2010-11 Planned Spending |
1. Operating Expenditures | 165,899 | 183,660 | 165,237 | 169,211 | 162,875 | 159,923 |
2. Grants and Contributions | 233,010 | 422 | Eliminated | Eliminated | Eliminated | Eliminated |
5. Government Contingencies | 750,000 | 0 | 750,000 | 0 | 0 | 0 |
10. Government-wide Initiatives | 2,520 | 0 | 7,141 | 0 | 0 | 0 |
20. Public Service Insurance | 1,828,246 | 1,678,798 | 1,861,000 | 1,861,000 | 2,101,100 | 2,282,200 |
25. Operating Budget Carry Forward | 0 | 1,200,000 | 0 | 0 | 0 | |
30. Paylist Requirements | 500,000 | 0 | 0 | 0 | ||
(S) President of the Treasury Board—Salary and Motor Car Allowance | 75 | 75 | 76 | 76 | 76 | 76 |
(S) Contributions to Employee Benefits Plans | 20,377 | 20,377 | 20,472 | 20,472 | 20,424 | 19,761 |
(S) Payments under the Public Service Pension Adjustment Act | 20 | 20 | 20 | 20 | 20 | 20 |
Total Treasury Board of Canada Secretariat | 3,000,147 | 1,883,352 | 4,503,946 | 2,050,779 | 2,284,495 | 2,461,980 |
($ thousands) | |||
Voted and Statutory Item | Truncated Vote or Statutory Wording | 2008–09 Main Estimates |
2007–08 Main Estimates |
1 | Operating Expenditures | 165,237 | 165,899 |
2 | Grants and Contributions1 | — | 233,010 |
5 | Government Contingencies | 750,000 | 750,000 |
10 | Government-wide Initiatives | 7,141 | 2,520 |
20 | Public Service Insurance | 1,861,000 | 1,828,246 |
25 | Operating Budget Carry Forward2 | 1,200,000 | |
30 | Paylist Requirements3 | 500,000 | |
(S) | President of the Treasury Board—Salary and Motor Car Allowance | 76 | 75 |
(S) | Contributions to Employee Benefits Plans | 20,472 | 20,377 |
(S) | Payments under the Public Service Pension Adjustment Act | 20 | 20 |
Total Treasury Board of Canada Secretariat | 4,503,946 | 3,000,147 |
1. Elimination in 2008–09 of Vote 2, Grants and Contributions. The Revitalization of the Toronto Waterfront Initiative has been transferred to Environment Canada in accordance with the machinery of government changes announced on January 4, 2007. Consequently, Vote 2 has been eliminated because as there is no longer a requirement for the Secretariat to hold a distinct contribution vote given that planned contributions are less than $5.0 million.
2. Creation in 2008–09 of Vote 25, Operating Budget Carry Forward (OBCF). The OBCF policy was introduced in 1993 as a mechanism to improve the management of funds by allowing departments and agencies to access unexpended funding from the previous year up to a maximum of 5 per cent of their previous year's Main Estimates operating budgets. The Secretariat's Vote 25 will allow routine OBCF amounts conforming to the OBCF policy to be transferred directly to departments and agencies in a timely manner once eligible amounts have been confirmed by the Secretariat and approved by the Treasury Board ministers. The $1.2 billion in requested funding represents the approximate amount of potential requirements that would otherwise have been presented in multiple Supplementary Estimates by departments and agencies and represents no additional cost to the government.
3. Creation in 2008–09 of Vote 30, Paylist Requirements. In order to avoid discrimination in hiring practices, paylist costs related to parental benefits, severance, and other allowances have been provided for centrally since the introduction of the Operating Budget regime in 1993. The Secretariat's Vote 30, Paylist Requirements of $500 million will cover departments and agencies' paylist shortfalls related to these expenditures. The new vote will provide relief from cash management challenges faced by departments for these legal obligations.
As set out in its evaluation plan, the Secretariat will focus on increasing evaluation capacity, developing a five-year evaluation plan, and continuing to monitor and act upon any requirements of the anticipated Treasury Board Evaluation Policy.
1. Name of evaluation | 2. Evaluation type | 3. Status | 4. Expected completion date |
Evaluation of the Secretariat's Management Reserve | Formative | Planned | By March 31, 2009 |
5. Electronic link to Internal Audit and Evaluation Plan: Not applicable |
Green Procurement |
The Secretariat approaches green procurement through its responsibilities outlined in Section 8 of the Policy on Green Procurement and through commitments made to advance green procurement in its departmental sustainable development strategy.
The Secretariat continues to provide advice, as appropriate, on the performance management framework for greening operations. Government-wide green procurement training is available. Stand-alone courses are in place and available through the Canada School of Public Service and Campusdirect for the provision of green procurement training to procurement and materiel management practitioners and for line managers, where necessary. Further, green procurement is a mandatory component of a certification program for the procurement, materiel management, and real property communities. The Secretariat has issued guidelines for planning and reporting on green procurement performance in the 2008–09 reports on plans and priorities and the corresponding departmental performance reports. The Secretariat made a number of departmental commitments that will advance green procurement through its Sustainable Development Strategy 2007–09. These commitments are shared with the Department of Finance Canada and the Canada Public Service Agency. |
The Secretariat has established the following green procurement targets:
1. Green procurement training for 100 per cent of materiel managers and procurement staff and 60 per cent of acquisition cardholders
Benefits—Awareness, application, and tracking of the policy implementation
2. Increase purchase of green office furniture by 50 per cent
Benefits—Increased purchases of furniture with improved air quality benefits, improved quality, and decreased long-term costs
3. Configure Integrated Financial Material System (IFMS) to facilitate green procurement tracking and reporting
Benefits—Department-wide ability to track green procurement purchases of products and services
4. Multi-function Document Manager Pilot Program
Benefits—Reduced paper use, improved air quality, improved efficiency, reduced energy use, and cost savings
5. 90 per cent of gasoline purchased be ethanol-blended, where available
Benefits—Reduced user-generated greenhouse gas emissions
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The following audits were included in the three-year Risk-based Audit Plan, approved in June 2007. An annual review and update on planned audit engagements may result in modification for audit projects to be conducted in 2008–09.
The Secretariat's Internal Audit and Evaluation Division received incremental funding starting in 2006–07 to implement the enhanced requirements of the 2006 Treasury Board Policy on Internal Audit. This funding was provided to meet demands for additional staff, training, and development as well as the costs associated with the new external audit committee.
1. Name of internal audit | 2. Audit type | 3. Status | 4. Expected completion date | 5. Electronic link to report |
Audit of pay and benefits | Assurance | In progress | By July 2008 | N/A |
Audit of leave and overtime | Assurance | In progress | By July 2008 | N/A |
Audit of Treasury Board Vote 20 (public service insurance) and related contracts | Assurance | In progress | By October 2008 | N/A |
Audit of human resources (HR) labour (staff) relations | Assurance | Planned | By March 2009 | N/A |
Audit of values and ethics | Assurance | Planned | By March 2009 | N/A |
Audit of the Secretariat's governance framework | Assurance | Planned | By March 2009 | N/A |
Audit of account verification | Assurance | Planned | By March 2009 | N/A |
Audit of management of specific government-wide votes | Assurance | Planned | By March 2009 | N/A |
6. Electronic link to Internal Audit and Evaluation Plan: Not applicable |
In 2008–09, the Secretariat will be developing new or amended regulations under a number of authorities to achieve the objectives outlined below.
Federal Accountability Act (FAA) and related legislation
Regulations | Expected Results |
1. Set out the administrative measures for complying with the Lobbying Act and prescribe Canadian Forces positions and other high-level public officials not already included as "designated public office holders" under the Act. | Lobbyist registration requirements and identity of designated public office holders are clear and understood |
2. Prescribe criteria for adding institutions to Schedule I of the Access to Information Act | A streamlined, transparent process for the addition of new institutions to the coverage of the Access to Information Act |
3. In accordance with the Financial Administration Act, fix terms that are deemed to be expressly set out in contracts, or classes of contracts, that provide for the payment of any money by Her Majesty or a Crown corporation, including terms:
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A bidding and administration process for contracts that respects the government's commitment to fairness, openness, and transparency
Provisions in funding agreements that will support the Auditor General of Canada in fulfilling her mandate |
Public Service Superannuation Act (PSSA)
Regulations | Expected Results |
1. Update the calculation method for crediting interest to the Superannuation Accounts | The process steps in making the calculations are clear and accessible |
2. Allow for the inclusion of Public Service Superannuation Act (PSSA) pensionable service in the determination of benefit thresholds for certain dually employed employees who were transferred to the Canada Post Corporation (CPC) Pension Plan on October 1, 2000 | Possible impacts for employees who were inadvertently affected by the transfer from the Public Service Pension Plan (PSPP) to the CPC Pension Plan are ameliorated |
3. Allow for the protection of certain benefits for benefit threshold purposes for certain employees under the PSSA transferred to the Micronutrient Initiative on December 1,2001 |
The protection of pension and benefits for threshold purposes for certain Micronutrient Initiative employees |
4. Extend pension contributions and benefits to employees under the PSSA from age 69 to age 71 | Regulations that are in keeping with recent amendments to the Income Tax Act |
Special Retirement Arrangements Act (SRAA)
Regulations | Expected Results |
Allow for the transfer of funds from an outside employer's retirement compensation arrangement (RCA) to an RCA established under the Special Retirement Arrangements Act (SRAA) where the employee is transferring service into the PSPP | The executive movement from other public sector employers into the public service is facilitated |
($ thousands) | 2008–09 |
Accommodation provided by PWGSC | 13,350.4 |
Legal services provided by the Department of Justice Canada | 3,706.3 |
Total services received without charge | 17,056.6 |
Respendable Revenue | ||||
($ thousands) | Forecast Revenue 2007–08 | Planned Revenue 2008–09 | Planned Revenue 2009–10 | Planned Revenue 2010–11 |
Management Policy Development and Oversight | ||||
Revenue related to the administration of the Public Service Superannuation Act (PSSA)1
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3,942 | 3,912 | 3,890 | |
Government-wide funds and public service employer payments
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Revenue related to public service insurance2
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257,000 | 297,000 | 302,200 | 307,100 |
Total Respendable Revenue | 260,942 | 300,912 | 306,090 | 307,100 |
1. Respendable revenue is used to cover salaries and operating costs from Public Works and Government Services Canada in respect of chargeable costs associated with administering the PSSA. Treasury Board approval to renew the respendable revenue authority will be sought by 2010–11.
2. Respendable revenue is used to cover health care insurance plan costs from revolving funds and from departments and agencies that pay for employee benefit plans from a non-statutory appropriation. The recovery is based on 8 per cent of the total monthly personnel costs. This account is also used to record the pensioner's share of contributions to the Pensioners Dental Services Plan.
Non-Respendable Revenue | ||||
($ thousands) | Forecast Revenue 2007–08 |
Planned Revenue 2008–09 |
Planned Revenue 2009–10 |
Planned Revenue 2010–11 |
Management Policy Development and Oversight | ||||
Revenue related to the administration of the PSSA1
|
869 | 891 | 899 | |
Government-wide funds and public service employer payments
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Revenue from parking fees2
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11,500 | 11,500 | 11,500 | 11,500 |
Total Non-Respendable Revenue | 12,369 | 12,391 | 12,399 | 11,500 |
Total Respendable and Non-Respendable Revenue | 273,311 | 313,303 | 318,489 | 318,600 |
1. This represents the non-respendable revenue portion received from Public Service Superannuation in respect of chargeable costs associated with administering the Public Service Superannuation Act and covers the costs of employee benefit plans, health, and accommodation. Treasury Board approval to renew the respendable revenue authority will be sought by 2010–11.
2. This represents the parking fees collected from public service employee in government-owned or -leased facilities. This revenue is deposited directly to the Consolidated Revenue Fund and cannot be used to offset operating expenditures.
($ thousands) | Forecast Spending 2007–08 |
Planned Spending 2008–09 |
Planned Spending 2009–10 |
Planned Spending 2010–11 |
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Expenditure Management and Financial Oversight | |||||
Budget Office Systems Renewal (BOSR) | 8,173 | 3,007 | |||
Total | 8,173 | 3,007 | 0 | 0 |
BOSR focusses on the replacement of existing, at-risk, budget office functionality with a single integrated solution. As a result of this integration, internal Secretariat business processes will also be streamlined and rationalized.
The Secretariat does not charge user fees other than those related to processing access requests filed under the Access to Information Act. The Secretariat's Access to Information and Privacy office does not plan user fees. The fees charged are based on requestors applying under the Act, which sets out the fee structure.
The following table outlines the Secretariat's commitments to implementing its Sustainable Development Strategy 2007–09. While some of these commitments will be met within the coming year, most will require a longer term approach to ensure appropriate engagement and effective implementation. Please see the Secretariat's Sustainable Development Strategy 2007–09 for more information.
1. SDS Departmental Goals: Contribute to improved management of and accountability for sustainable development within the Government of Canada | ||
Federal sustainable development (SD) goal, including greening government operations (GGO) goals | Performance measurement from the current SDS | Department's expected results for 2008–09 |
Strengthen federal governance and decision making to support sustainable development | Improved guidance on SD for reports on plans and priorities (RPP) and departmental performance reports (DPR), increased linkages to federal SD goals in reporting, improved SD reporting from a whole-of-government perspective By 2008 |
Engage Environment Canada (EC) to establish reporting priorities, identify ways to improve guidance, and provide guidance on reporting on horizontal initiatives and from a government-wide perspective |
Revised guidance materials for submissions are developed By 2008 |
Produce revised guides and tools as well as approaches for assessing these | |
Learning opportunities about managing SD for the Secretariat are offered By December 2008 |
Support the Canada School of Public Service government-wide SD training course and explore other opportunities | |
EC is supported by the Secretariat, where appropriate, in leading efforts to improve management tools By 2008 |
Support EC, as appropriate, in addressing management issues raised in the 2006 Report of the Commissioner of the Environment and Sustainable Development |
2. SDS Departmental Goals: Make progress on federal priorities related to sustainable development | ||
Federal SD goal, including GGO goals | Performance measurement from the current SDS | Department's expected results for 2008–09 |
Reduce greenhouse gas emissions (GHG) | Improved learning opportunities through workshops, sessions, and symposia Ongoing |
Hold the annual Federal Fleet Workshop |
Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations |
Monitor the administration of the Federal Contaminated Sites Action Plan (FCSAP) program Ongoing The Federal Contaminated Sites Inventory (FCSI) will be maintained based on data provided and certified by custodians With EC, prepare FCSAP annual reports and plan and conduct a formative program evaluation |
Maintain the FCSI and supporting guidance documents on an ongoing basis Certify FCSI data completeness and accuracy annually Review departmental expenditure proposals As requested by EC, analyze annual custodian expenditure and performance data and draft the annual report for the FCSAP program Participate in planning and conducting the FCSAP formative evaluation |
3. SDS Departmental Goals: Improve environmental stewardship of Secretariat operations | ||
Federal SD goal, including GGO goals | Performance measurement from the current SDS | Department's expected results for 2008–09 |
Reduce GHG emissions
GGO: Tenant departments will work with their facilities provider to establish meaningful targets toward the reduction of GHG emissions |
The percentage reduction in GHG emissions is reported annually (based on 2005–06) utility figures for L'Esplanade Laurier Ongoing |
Public Works and Government Services (PWGSC) is expected to complete a lighting modernization (fluorescent fixtures, ballasts, and controls) by the summer of 2008. With this effort, the Secretariat is expected to exceed its target of 5 per cent reduction in GHGs. As well, the Secretariat is pursuing further energy conservation initiatives in the coming year. |
Reduce GHG emissions
GGO: By 2010, reduce GHG emissions per vehicle kilometre from the departmental fleet by 15 per cent from 2005 calendar-year levels GGO: All gasoline purchased for federal road vehicles will be ethanol blended, where available |
Annual average GHG emissions per vehicle kilometre (based on 2005) fleet composition baseline By 2009 Percentage of gasoline purchased for federal road vehicles that is ethanol blended (based on 2005–06 baseline) |
The fleet of six vehicles serving the Department of Finance Canada, the Secretariat, and the Canada Public Service Agency is being monitored to ensure that new acquisitions meet the Secretariat's Directive on Fleet Management: Executive Vehicles, which mandates fuel efficiency. The fleet is also monitored to ensure that ethanol-based fuels are purchased whenever possible. |
GGO: Reduce GHG emissions per vehicle kilometre from the departmental fleet by 15 per cent from 2002–03 levels | ||
Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations
GGO: Other opportunities—green stewardship |
Environmental initiatives are implemented and associated environmental outcomes identified By 2009 |
Continue work to provide employees with more opportunities for involvement in workplace environmental initiatives |
Strengthen federal governance and decision making to support SD | Corporate Services Branch undergoes a successful internal environmental management system audit By September 2009 |
Continue to develop an environmental management system |
GGO: 100 per cent of materiel managers and procurement personnel take green procurement training |
The Secretariat reports annually on the percentage of its materiel managers, procurement staff, and acquisition cardholders who have been trained Ongoing 100 per cent of materiel managers and procurement staff are trained 60 per cent of acquisition cardholders are trained in green procurement |
Ensure that training for materiel managers, procurement staff, and acquisition card holders will be completed |
GGO: Set a minimum of three procurement targets over three years |
The Secretariat reports annually on the number of contracts issued, quantities purchased, and the dollar value of contracts and identifies environmental outcomes (including total furniture purchases) By 2009 The Secretariat reports on the pilot program (information technology and management savings, client satisfaction) |
Furniture procurement standards have been established and are being followed by the Secretariat. Office furniture is a centrally managed commodity type through PWGSC mandatory Standing Offer Agreements (SOA). The SOAs have environmental considerations built into them. It is anticipated that the Secretariat will meet its target.
Significant operational cost savings from document management pilot projects are anticipated as well as energy and paper cost savings. The results of the pilot project should be available by the end of calendar year 2008. |
GGO: Other opportunities—waste management | The Secretariat reports on the percentage of waste diversion from landfill based on the waste audit baseline of 2004 for L'Esplanade Laurier Ongoing |
The recycling program at L'Esplanade Laurier has been updated and new recycling opportunities have been added to the program. Other opportunities for waste diversion are being assessed. External site recycling programs are also being updated where possible. It is anticipated these efforts, coupled with the composting program (see below), will allow the Secretariat to meet its target of 75 per cent waste diversion rate. |
A composting program that meets PWGSC guidelines is in place By 2008 |
The process of composting hand paper towels has been agreed to in principle by PWGSC, and the Secretariat is seeking a way to divert pulverized paper waste from landfill. Both initiatives are expected to begin by April 2008. |