Treasury Board of Canada Secretariat - 2014–15 Report on Plans and Priorities

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Section II: Analysis of Programs by Strategic Outcome

Strategic Outcome

Results achieved in support of the Secretariat’s strategic outcome strengthen the effectiveness and efficiency of the federal government; support decision making by Parliament, the Treasury Board and Cabinet; and ensure that Canadians are well served by a government that is accountable and transparent. Effective government contributes to Canada’s competitive advantage, providing a strong foundation for security, stability and prosperity. The strategic outcome is supported by six programs:

• Management Frameworks;
• People Management;
• Expenditure Management;
• Financial Management;
• Government-Wide Funds and Public Service Employer Payments; and
• Internal Services.

This section describes each of the Secretariat’s programs and sub-programs and identifies their expected results, performance indicators and targets, in line with the Policy on Management, Resources and Results Structures. It presents the financial and human resources planned for each program and sub-program, and highlights a number of key planned initiatives for 2014–15.

The Secretariat’s 2014–15 Performance Alignment Architecture (PAA) provides the basis of reporting on planning in this report. The targets for some programs and sub-programs are currently under review as a result of changes to the 2014–15 Management Accountability Framework (MAF). Outcomes from that review process will be reflected in the Secretariat’s 2014–15 Departmental Performance Report.

Program 1.1: Management Frameworks

The Management Frameworks Program establishes principles for sound governance and management in the Government of Canada by helping ministers set government-wide policy direction in targeted areas. These areas include service and program modernization, information management, information technology, security, communications and regulatory management.

This program achieves its results by communicating clear expectations for deputy heads and by adopting principles-based approaches and risk-informed oversight. Working with departments, agencies and functional communities (e.g., regulation, information technology, security), the Secretariat provides leadership, oversight, assessment and guidance in areas related to management policy and regulatory development, compliance and performance reporting. This work also includes responding to emerging public sector management issues and promoting informed risk-taking, innovation, cost-effectiveness, efficiency, transparency and accountability.

This program is underpinned by a broad set of enabling legislation, including the Financial Administration Act and the Federal Accountability Act.

Planning Highlights

In addition to the expected results identified above, efforts under this program will contribute to meeting the Secretariat’s priorities described in the section “Organizational Priorities,” particularly Priorities 3 and 4.

In 2014–15, progress will be achieved on Canada’s Action Plan on Open Government, the design of an applications rationalization program for government, improvements to the Treasury Board policy suite and the MAF, and red tape reduction. These and other key initiatives are identified in the “Planning Highlights” sections of the appropriate sub-programs.

In advancing the work of this program, the Secretariat will also manage risks, particularly those related to modernizing and transforming the back office, managing the security and integrity of IT systems, and ensuring a high-performing public service (e.g., IM, IT, and security functions) as described in the “Risk Analysis” section.

Sub-program 1.1.1: Strategic Management and Governance

Through the Strategic Management and Governance sub-program, the Secretariat provides leadership across the Government of Canada to establish a broad management agenda and promote strategic approaches to crosscutting policy issues on public sector management. Policy centres and federal institutions receive advice and support to maintain the integrity of the suite of Treasury Board policies, to review and refine policy instruments to ensure they reflect government priorities, to achieve management goals, to appropriately manage risk and to impose minimal administrative burden.

Sub-program 1.1.1 also identifies new and emerging management and governance issues; promotes increased productivity and innovation in management practices; advances modern reporting; and develops efficient, cost-effective approaches to planning, risk management and oversight and to strengthening the government’s operating environment.

Planning Highlights

• Identify opportunities to strengthen and streamline the Treasury Board policy suite, to ensure that it responds to the government’s management priorities, mitigates significant risks and enhances management performance; and
• Refine Treasury Board policy reporting requirements to facilitate improved management of internal-to-government reporting. 

Sub-program 1.1.2: Sound Management and Decision Making

Through the Sound Management and Decision Making sub-program, the Secretariat provides independent strategic advice, guidance and support to federal organizations for implementing and applying Treasury Board policies, government priorities, risk-management strategies and performance management in support of sound decision making. 

Sub-program 1.1.2 includes the Secretariat’s advice and guidance on resource allocation, risks and policy compliance, provided to departments and agencies during the due diligence review of Treasury Board submissions.

It also includes the Secretariat’s MAF activities, which set out the Treasury Board’s expectations for good public service management. MAF is an integrated assessment tool that helps managers, deputy heads and central agencies assess progress and strengthen accountability for management results through clear indicators and measures that gauge performance over time. This sub-program captures the strategic direction and continuous evolution of MAF, which is informed by the management expectations set out in other sub-programs of the Secretariat’s PAA.

Planning Highlights

• Implement a streamlined and enhanced MAF to reduce administrative burden and provide more useful information on management practices within departments and across government.

Sub-program 1.1.3: Service Modernization

Through the Service Modernization sub-program, the Secretariat provides direction and oversight to federal organizations to enhance internal and external service delivery efficiency and to improve service experiences and outcomes for individuals, businesses and employees.

Sub-program 1.1.3 works to promote client-centred service; build operational efficiency through a whole-of-government approach to service delivery; develop a culture of collaboration and service excellence; integrate multi-channel service delivery through effective use of modern technology; and enable the effective use of online technologies, including social media and collaborative technologies. This is accomplished through research, analysis, development and maintenance of policies and related policy instruments, community engagement, and leadership.

The authority for this sub-program is the Financial Administration Act.

Planning Highlights

• Develop and implement government-wide standards for social media channels and mobile applications to ensure a standard look and feel and a standard development platform.
• Advance work on pilot programs for business (Business Number Hub) and for citizens (Federated Identity Management) that will facilitate a “tell us once” approach; and
• Develop a government-wide service strategy and new policy instruments that will support enhanced digital self-service delivery.

Sub-program 1.1.4: Information Management, Access and Privacy

Through the Information Management, Access and Privacy sub-program, the Secretariat ensures the continual improvement of the management of information across the Government of Canada by providing strategic direction and leadership to federal institutions on record keeping, business intelligence, data management, web content management, access to information and privacy protection.

Sub-program 1.1.4 is focused on ensuring that information is safeguarded as a public trust and managed as a strategic asset. It further ensures that information is open to the public whenever possible, that Canadians can exercise their right to access and reuse information, and that personal information is protected against unauthorized collection, use and disclosure. The sub-program’s objectives are accomplished by developing and maintaining policy instruments, encouraging collaboration between government institutions, monitoring and overseeing activities, providing leadership and working with partners. This includes community development, learning and outreach activities.

The authority for this sub-program comes from the Financial Administration Act, the Access to Information Act and the Privacy Act.

Planning Highlights

• Modernize administration of the Access to Information and Privacy Program (ATIP), including defining a whole-of-government management solution to reduce costs and support Canadians’ right of access; and
• Continue to lead the Open Government initiative by publishing Canada’s second Action Plan on Open Government, including a progress report on existing commitments and the identification of new commitments to foster greater engagement with citizens, consistent with the core principles of the Open Government Partnership.

Sub-program 1.1.5: Management of Information Technology

Through the Management of Information Technology sub-program, the Secretariat provides federal organizations with strategic direction and leadership on the management of information technology (IT). Its whole-of-government strategies focus on standardizing, consolidating and re-engineering IT systems to enable effective program and service delivery. The Secretariat also optimizes Government of Canada IT investments through effective management and governance of IT-enabled projects and supports Shared Services Canada, a centralized department that provides email, data centre and network services to the largest departments in the Government of Canada.

Sub-program 1.1.5 objectives are achieved through IT frameworks, policies, directives and standards, such as the Treasury Board Information Technology Standards (TBITS), that guide Government of Canada institutions in implementing specific technical issues. The Secretariat monitors departmental implementation of this sub-program through oversight, evaluation and reporting activities, including a challenge function that seeks to ensure best value in IT and web investments on behalf of taxpayers.

The authority for this program is the Financial Administration Act.

Planning Highlights

• Develop a  government-wide applications rationalization program, including roadmaps for the rationalization of core back office IT applications (e.g., human resources, financial management, electronic documents records management), which will streamline and modernize internal systems, reduce costs, support enhanced business analytics and increase administrative efficiencies;
• Develop a Government of Canada integrated IT plan to ensure that major initiatives are aligned with both Shared Services Canada’s transformation of  government IT infrastructure (email, data centres, end-user devices and telecommunications) and with departmental plans;
• Publish policy instruments and implement tools and processes for departmental IT investment planning, architecture reviews and applications portfolio management; and
• Develop the detailed plan for the migration of 1,500 individual websites to Canada.ca, the new web presence for the Government of Canada.

Sub-program 1.1.6: Government Security

Through the Government Security sub-program, the Secretariat contributes to improving the Government of Canada’s security posture by supporting departmental and government-wide security management to protect information, assets, individuals and services against internal and external threats. Sub-program 1.1.6 focuses on governance, departmental security management (including cyber-security), identity management, individual security screening, physical security, security of information and information technology, security in contracting, and the continuity of government operations and services. These activities enable effective and efficient management of security within departments and throughout government.

The objectives of this sub-program are accomplished through developing and maintaining policy instruments; enabling the security community by providing guidance and sharing best practices; encouraging collaboration between departments; monitoring and overseeing security activities; providing leadership and working with partners; developing a cyber-authentication renewal and federating identity program in support of service modernization; and supporting Government of Canada strategic security initiatives, including initiatives related to Canada’s Cyber Security Strategy.

The authority for this program derives from the Financial Administration Act.

Planning Highlights

• Continue the five-year review of the Policy on Government Security and the renewal of related policy instruments to improve consistency of application and ensure continued effective delivery of services, including implementation of the revised Standard on Personnel Security Screening;
• Continue to develop the Identity Policy Architecture, including a new Guideline on Identity Assurance; and
• Complete work as planned on the Enterprise Security Architecture, in collaboration with Communications Security Establishment Canada and Shared Services Canada.

Sub-program 1.1.7: Communications and Corporate Identity

Through the Communications and Corporate Identity sub-program, the Secretariat helps Government of Canada departments and agencies effectively manage communications and corporate identity within their organizations. Sub-program 1.1.7 is necessary to ensure that federal organizations inform the public of government policies, programs, services and initiatives; consider the public’s views and needs in their development; and visually identify government assets and activities through the official symbols of the Government of Canada.

To meet these goals, the Secretariat proposes government-wide policy direction to Treasury Board ministers, implements approved policy instruments, examines the extent to which departments are in compliance with key policy requirements, and takes corrective measures to address compliance issues. To assist compliance with policy requirements, the Secretariat provides policy interpretation, advice and outreach to all government departments and agencies, in particular to communications staff.

The legislative authority for this program is section 7 of the Financial Administration Act.

Planning Highlights

• Implement the new “Procedures for Publishing” to ensure responsible publishing practices within departments; and
• Implement new requirements for use of the Government of Canada avatar to identify official departmental social media accounts.

Sub-program 1.1.8: Regulatory Management

Through the Regulatory Management sub-program, the Secretariat supports the Treasury Board as a committee of ministers in considering Governor in Council regulations and orders. Regulation is one of the key instruments to advance the government’s policy agenda and to fulfill statutory responsibilities through a number of Acts to protect the health, safety and security of Canadians, their environment and economy. Regulations must be developed and implemented in a way that reduces burden on business, makes it easier to do business with regulators, and improves service and predictability for all stakeholders. Canada’s regulatory policy is the Cabinet Directive on Regulatory Management.

The Secretariat supports the Treasury Board for the continuum of regulatory development, implementation and monitoring through its three main business lines: 1) Challenge function—regulatory proposals are reviewed on a submission-by-submission basis to ensure quality design; 2) Policy leadership—guidelines and tools are developed to assist departments in complying with the directive when preparing regulatory submissions, including new requirements related to systemic regulatory reforms; and 3) Oversight—ongoing monitoring and reporting of regulatory system performance to support red tape reduction efforts.

Planning Highlights

• Introduce legislation to enshrine the One-for-One Rule in law to ensure that for every regulation added, one must be removed; and
• Work with key federal regulators to review their business-related administrative requirements and information obligations (previously completed under the Paperwork Burden Reduction Initiative) to identify any requirements in federal regulation that impose administrative burden on business.

Program 1.2: People Management

The People Management Program supports activities of the Treasury Board in its role as the employer of the core public administration. The program’s primary objectives are to lead people management and promote leadership excellence, to support human resources infrastructure and to ensure the appropriate degree of consistency in people management across the public service. In certain instances, activities extend beyond the core public administration to separate agencies, members of the Royal Canadian Mounted Police and Canadian Forces, locally engaged staff, students and appropriation-dependent Crown corporations.

To support deputy heads and to provide Parliament and Canadians with a clear view of the overall state of people management, this program enables the development and implementation of direction-setting strategic frameworks and policies for classification, executive management, official languages, and values and ethics; the establishment of people management indicators, measures, oversight and monitoring; and the collection and analysis of reliable and consistent data regarding the public service. This program enables prudent fiscal management of resources in the areas of classification, total compensation (collective bargaining, wages and salaries, terms and conditions of employment, pensions and benefits) and labour relations, and supports departments to implement decisions by the Government of Canada regarding expenditures and programs.

Responsibilities in areas other than classification and labour relations are shared with the Expenditure Management program. The People Management program is underpinned by a number of pieces of legislation, which are identified in the Policy Framework for People Management and the Policy Framework for the Management of Compensation.

Planning Highlights

In addition to the expected results identified above, efforts under this program will contribute to meeting the Secretariat’s priorities described in the section “Organizational Priorities,” particularly Priority 2.

In 2014–15, progress will be achieved in streamlining policies, managing compensation, and modernizing pension and benefits, including disability and sick leave, while continuing to ensure that the public service is affordable, modern and high performing. Progress in supporting and managing employee performance and in modernizing human resources systems for efficiency gains in service delivery will also be achieved. These and other key initiatives are identified in the “Planning Highlights” sections of the appropriate sub-programs.

In advancing the work of this program, the Secretariat will also manage risks, particularly those related to modernizing and transforming the back office and to ensuring a high-performing public service, as described in the “Risk Analysis” section.

Sub-program 1.2.1: Direction Setting

Through the Direction Setting sub-program, the Secretariat ensures that organizations of the core public administration receive high-quality advice, guidance and support for people management and related policy instruments.

Sub-program 1.2.1 includes developing and implementing strategic frameworks; establishing, assessing and monitoring performance expectations; and establishing risk-based policies in areas of employer responsibility.

This sub-program is supported by research, forecasting and business intelligence to enable evidence-based decision making.

Planning Highlights

• Strengthen deputy head accountability through a new policy on workforce excellence, which will replace 13 policy instruments and provide high-level guidance recognizing deputy heads’ authority for managing their people.

Sub-program 1.2.2: Enabling Infrastructure

Through the Enabling Infrastructure sub-program, the Secretariat guides and supports deputy heads’ collective responsibility for putting in place efficient and effective people management through common business processes, information systems, best practice tools and sound data.

The objectives of sub-program 1.2.2 are achieved by strengthening the existing governance of human resources management; championing the human resources functional community; and establishing a broad engagement strategy to facilitate a shift in human resources practices, behaviours and relationships, while leveraging Web 2.0 technology. Defining a common way to deliver human resources services throughout the Government of Canada will establish a comprehensive blueprint for deriving data architecture and definitions.

The Secretariat builds on this foundation by maximizing investments made in information technology solutions for modernizing human resources services and programs and by increasing its capacity to define, capture and measure business intelligence, and understand the perceptions and needs of public servants.

Planning Highlights

• Oversee public service–wide implementation of the new Directive on Performance Management, to ensure a consistent and deliberate approach to supporting and managing employee performance;
• Continue to modernize and consolidate human resources processes and systems, to reduce costs and provide consistent and improved levels of service to managers and employees across the public service; and
• Improve departmental access to enterprise-wide people management data on a self-service basis.

Sub-program 1.2.3: Comprehensive Management of Compensation

Through the Comprehensive Management of Compensation sub-program, the Secretariat provides advice to the Treasury Board, the Department of Finance Canada, the Privy Council Office and other federal organizations in support of the Treasury Board’s management office, employer and budget office roles.

Comprehensive compensation management encompasses wages and other cash compensation, including pay equity and equitable compensation. It involves establishing and maintaining public service pensions and benefits and other non-monetary forms of compensation, such as terms and conditions of employment and other related workplace policies.

The Secretariat develops plans and strategies related to total compensation through collective bargaining; external, independent advisory committees; and active stakeholder engagement with organizations, bargaining agents and separate agencies, the Canadian Forces and the Royal Canadian Mounted Police. This allows the Government of Canada to appropriately recruit and retain its workforce. To support consistency and results, the Secretariat performs an oversight and performance management function in applying its workforce policies to ensure program delivery standards for all employees, including executives.

Planning Highlights

• Manage government compensation, including collective bargaining negotiations, to ensure that outcomes are fair and reasonable for both employees and taxpayers and that they align with the government’s fiscal objectives; and
• Advance the development of a modern approach to public sector pensions and benefits, in consultation with stakeholders, including modernization of the disability and sick leave management system, to better support employee productivity, recovery and wellness.

Program 1.3: Expenditure Management

The Expenditure Management Program aims to align resources to achieve government priorities in a way that maximizes value for money and provides a whole-of-government perspective on matters related to direct program spending.

Working with appropriated organizations and most Crown corporations, the Secretariat undertakes the review, analysis and challenge of plans and proposals that involve federal spending. This is achieved by developing expenditure forecasting and strategies, management of total compensation and promoting results-based management.

This work, as well as the production of government Estimates documents and reporting to Parliament, forms part of the Expenditure Management System. This is the framework for developing and implementing the government’s spending plans and priorities within the limits established by the Budget in coordination with the Department of Finance Canada and the Privy Council Office.

The primary legislation underpinning program activities is the Financial Administration Act, as well as the appropriation Acts associated with the Estimates.

Planning Highlights

In addition to the expected results identified above, efforts under this program will contribute to meeting the Secretariat’s priorities described in the section “Organizational Priorities,” particularly Priority 1.

In 2014–15, progress will be achieved on such initiatives as reforming the Estimates process and enhancing monitoring and reporting of government expenditures. These and other key initiatives are identified in the “Planning Highlights” sections of the appropriate sub-programs.

In advancing the work of this program, the Secretariat will also manage the risks related to expenditure management, as described in the “Risk Analysis” section.

Sub-program 1.3.1: Results-Based Expenditure Management

Through the Results-Based Expenditure Management sub-program, the Secretariat aims to ensure that program spending focuses on results, provides value for taxpayers’ money and aligns with government priorities.

The Secretariat undertakes outreach activities, provides guidance and assesses performance so that federal organizations are equipped with the knowledge, tools and resources needed to manage for results. The Secretariat also supports reviews of government spending to drive excellence in program performance and services to Canadians, and to ensure value for money.

The Policy on Management, Resources and Results Structures and the Policy on Evaluation underpin this sub-program.

Planning Highlights

• Implement new guidance for departments on recording and reporting Internal Services expenditures (e.g., human resources, finance, IT) to improve consistency, support performance measurement and inform financial decision making;
• Complete an evaluation of the Treasury Board Policy on Evaluation and provide recommendations to ensure that credible, timely and neutral information is available on the relevance and performance of government programs; and
• Address the findings of the 2013 cyclical review of the Treasury Board Policy on Management Resources and Results Structures, to support an efficient and effective approach to the collection, management, reporting, and use of financial and non-financial performance information about government programs.

Sub-program 1.3.2: Expenditure Management Advice and Reporting

Through the Expenditure Management Advice and Reporting sub-program, the Secretariat supports sound decision making by providing reliable, detailed and timely information and by reporting on spending and resource allocation.

In support of the Treasury Board’s budget office role in the government-wide expenditure cycle (i.e., expenditure planning, resource allocation and decision making), the Secretariat provides independent analysis and advice to the Treasury Board and exercises a challenge function for expenditure and other proposals from federal organizations.

The Secretariat also develops departmental and whole-of-government views of expenditure management and provides support during the annual budget process, as well as advice on access to the Treasury Board’s central votes and management reserve. The Secretariat leads the process for obtaining parliamentary approval of appropriation Acts by preparing the government’s Main and Supplementary Estimates for tabling in the House of Commons; explaining Estimates requirements to parliamentary committees; and providing ongoing guidance and strategic advice to government departments and agencies in preparing their Reports on Plans and Priorities and Departmental Performance Reports.

This sub-program also includes reporting to Parliament and Canadians more broadly at the whole-of-government level.

Planning Highlights

• Implement reforms to the Estimates process, including enhanced use of e-reporting and reporting at greater levels of detail, to support Parliament’s capacity to scrutinize, challenge and approve government expenditures;
• Enhance the Expenditure Database to support the public, parliamentarians and government officials in easily accessing and navigating existing government financial information;
• Support the Treasury Board and its Sub-Committee on Government Administration in reviewing spending, including targeted initiatives and time-limited programs; and
• Enhance the Secretariat’s monitoring and reporting of government expenditures, including the freeze on the overall federal operating budget announced in the 2013 Update of Economic and Fiscal Projections and the Speech from the Throne.

Sub-program 1.3.3: Compensation Expenditure Management

Through the Compensation Expenditure Management sub-program, the Secretariat provides advice to the Treasury Board, the Department of Finance Canada, the Privy Council Office and other federal organizations in support of the Treasury Board’s budget office role in managing total compensation expenditures across the federal government. This role includes identifying total compensation and pensions and benefits cost pressures.

The Secretariat develops analysis and recommendations for managing compensation, including wages and other cash compensation, pensions and insurance benefits, and paid time off. As part of this sub-program, the Secretariat also provides advice on managing the compensation reserve.

Planning Highlights

• Provide ongoing analysis and advice in support of government human resources priorities (see Program 1.2 People Management), to help ensure that public sector compensation and benefits are affordable and in line with public and private sector norms.

Program 1.4: Financial Management

The Financial Management program provides oversight and direction to federal organizations on improving the stewardship of taxpayers’ dollars and government assets. The program works to strengthen financial management, internal audit, management of real property and materiel, investment planning, project management and procurement across the federal public service.

Program objectives are accomplished by providing direction to departments; demonstrating leadership; developing and maintaining policies, guidance and practices; nurturing sustainable and professional communities (e.g., finance, procurement, audit); and helping improve government operations. The primary legislation issuing program authority is the Financial Administration Act.

Planning Highlights

In addition to the expected results identified above, efforts under this program will contribute to meeting the Secretariat’s priorities described in the section “Organizational Priorities,” particularly Priority 1.

In 2014–15, progress will be achieved with respect to such initiatives as implementing the new Guideline on Chief Financial Officer Attestation for Cabinet Submissions, establishing a new Costing Centre of Expertise within the Secretariat and continuing to advance the transformation of the finance function across government. These and other key initiatives are identified in the “Planning Highlights” sections of the appropriate sub-programs.

In advancing the work of this program, the Secretariat will also manage risks, particularly those related to expenditure management and ensuring a high performing public service (e.g., financial management and internal audit functions), as described in the “Risk Analysis” section.

Sub-program 1.4.1: Financial Management, Oversight and Reporting

Through the Financial Management, Oversight and Reporting sub-program, the Secretariat seeks to strengthen financial management, oversight of financial performance in departments and agencies, and financial reporting in the Government of Canada. The Secretariat establishes performance expectations for effective financial management and assists departments and agencies in achieving these expectations.

The Secretariat provides advice on the interpretation of financial policy instruments, clarifies the roles and responsibilities of policy stakeholders, monitors compliance with policy instruments and reviews government financial statements to ensure they comply with accounting standards. It also provides enabling functions, community development and capacity building.

These activities are ultimately intended to improve the financial management function across government, as well as the quality and timeliness of the financial information provided to parliamentarians and Canadians on the state of government-wide financial results.

Planning Highlights

• Implement the Guideline on Chief Financial Officer Attestation for Cabinet Submissions, to provide additional clarity and further ensure a stringent and consistent approach by all departments in the costing of funding proposals;
• Establish a new Costing Centre of Expertise within the Secretariat, to strengthen its capacity to challenge costs and improve the consistency and quality of financial information provided for decision making; and
• Advance the transformation of the financial management function across government, to deliver standardized and streamlined business processes, more consistent and comparable financial information that better supports enterprise-level decision making, and modernized services and rationalized systems for increased efficiency.

Sub-program 1.4.2: Internal Audit

Through the Internal Audit sub-program, the Secretariat provides leadership in applying the internal audit function across government and promotes independent audit assurance through internal audit practices. The Secretariat establishes performance expectations for effective internal audit. It assists departments and agencies in achieving these expectations by providing them with advice on the interpretation of the Policy on Internal Audit, clarifying the roles and responsibilities of policy stakeholders and monitoring compliance.

To further strengthen the internal audit function government-wide, the Secretariat promotes professionalism and capacity building in the internal audit community and supports the recruitment, appointment and development of external audit committee members. The Secretariat also leads horizontal audits in large departments and agencies; performs horizontal and core control audits in small departments and agencies; and, since April 2012, provides internal audit services to the regional development agencies.

The Secretariat performs this work to increase and strengthen stewardship, accountability, risk management, governance and internal controls within departments and agencies across the federal government.

Planning Highlights

• Lead horizontal internal audits in large and small departments that address crosscutting issues identified in the government-wide risk-based audit plan for 2013–16; and
• Monitor the implementation of departmental management responses to recommendations in completed internal audit reports, to ensure that timely and effective action is taken to the issues identified.

Sub-program 1.4.3: Assets and Acquired Services

Through the Assets and Acquired Services sub-program, the Secretariat monitors performance on the management of real property, materiel, procurement, projects and investment planning. The Secretariat provides leadership and oversight to inform decision making by ministers and officials in central agencies and departments. It develops and implements Treasury Board’s policies to support efficient management of public assets and acquired services.

To help departments achieve performance expectations, the Secretariat provides advice on the interpretation of policies and standards, monitors compliance and facilitates capacity development within the relevant functional communities.

Planning Highlights

• Complete five-year cyclical reviews of key Treasury Board policies to ensure the continued sound management of government assets and acquired services, including:
  • Policy on Investment Planning - Assets and Acquired Services;
  • Policy on the Management of Projects;
  • Policy on Management of Real Property; and
  • Policy on Management of Materiel.

Program 1.5: Government-Wide Funds and Public Service Employer Payments

The Government-Wide Funds and Public Service Employer Payments program accounts for funds that are held centrally to supplement other appropriations, from which allocations are made to, or payments and receipts are made on behalf of, other federal organizations. These funds supplement the standard appropriations process and meet certain responsibilities of the Treasury Board as the employer of the core public administration, including employer obligations under the public service pension and benefits plans.

The administration of these funds falls under the Expenditure Management program and the People Management program, but their financial resources are shown separately in the Program Alignment Architecture for visibility and reporting purposes.

This program consists of two components.

Government-Wide Funds (Central Votes)

This component of the program pertains to centrally managed funds administered by the Secretariat on behalf of other departments and agencies.

Public Service Employer Payments

This component of the program pertains to group insurance and benefit programs including statutory payments.

Planning Highlights

Planned spending for this program is related to a number of centrally managed votes. Related information on planned spending is presented in Section III: Supplementary Information.

Other contingency funds are available to other government departments, if required, and expenditures are identified under their programs.

Program 1.6: Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are Management and Oversight Services, Communications Services, Legal Services, Human Resources Management Services, Financial Management Services, Information Management Services, Information Technology Services, Real Property Services, Materiel Services, Acquisition Services and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not those provided specifically to a program.

Planning Highlights

Efforts under this program will contribute to meeting the Secretariat’s priorities described in the section “Organizational Priorities,” particularly Priority 5.

In 2014–15, progress will be achieved through the following:

• Continue to implement initiatives to streamline and automate internal processes, significantly reduce paper usage and improve efficiencies by leveraging new technologies;
• Implement new technology, tools and practices for the management of information, to increase productivity and collaboration and enhance the security of the Secretariat’s information; and
• Leverage the Secretariat’s move to new office accommodations starting in 2014–15, to consolidate and reduce office space, and implement enabling technologies to support collaboration and a mobile and connected workforce.

Through the Internal Services program, the Treasury Board of Canada Secretariat participates in the 2013–16 Federal Sustainable Development Strategy and contributes to the greening government operations targets under Theme IV. The department’s plans include the following:

• Achieve an industry-recognized level of high environmental performance in Government of Canada real property projects and operations;
• Take action to embed environmental considerations into public procurement, in line with the federal Policy on Green Procurement;
• Develop an approach to maintain or improve the sustainability of its workplace operations;
• Establish SMART targets to reduce the environmental impact of its services to clients; and
• Take further action to improve water management within its real property portfolio.

Details on the Secretariat’s activities can be found in the supplementary information table Greening Government Operations.

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