ARCHIVED - 2008-09 - Main Estimates

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This page has been archived.

Treasury Board

Secretariat
Canada School of Public Service
Office of the Public Sector Integrity Commissioner
Office of the Registrar of Lobbyists
Public Service Human Resources Management Agency of Canada

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Ministry Summary

Vote	(thousands of dollars)	2008-2009	2007-2008	Difference
		Main Estimates	Main Estimates
	Treasury Board
	Secretariat
1	Program expenditures	165,237	165,899	(662)
5	Government Contingencies	750,000	750,000	. . . . .
10	Government-Wide Initiatives	7,141	2,520	4,621
20	Public Service Insurance	1,861,000	1,828,246	32,754
25	Operating Budget Carry Forward	1,200,000	. . . . .	1,200,000
30	Paylist Requirements	500,000	. . . . .	500,000
(S)	Contributions to employee benefit plans	20,472	20,377	95
(S)	President of the Treasury Board - Salary and motor car
	allowance	76	75	2
(S)	Payments under the Public Service Pension Adjustment
	Act	20	20	. . . . .
	Appropriations not required
-	Contributions	. . . . .	233,010	(233,010)
	Total Secretariat	4,503,946	3,000,147	1,503,800
	Canada School of Public Service
35	Program expenditures	58,529	60,281	(1,752)
(S)	Contributions to employee benefit plans	6,072	6,309	(237)
(S)	Spending of revenues pursuant to subsection 18(2) of
	the Canada School of Public Service Act	32,000	20,000	12,000
	Total Agency	96,601	86,590	10,011
	Office of the Public Sector Integrity Commissioner
40	Program expenditures	6,033	. . . . .	6,033
(S)	Contributions to employee benefit plans	520	. . . . .	520
	Total Agency	6,553	. . . . .	6,553
	Office of the Registrar of Lobbyists
45	Program expenditures	4,097	3,026	1,071
(S)	Contributions to employee benefit plans	416	337	79
	Total Agency	4,513	3,363	1,150
	Public Service Human Resources Management
	Agency of Canada
50	Program expenditures	64,570	60,486	4,084
(S)	Contributions to employee benefit plans	8,364	8,574	(210)
	Total Agency	72,934	69,060	3,874
Note: Details in the “Ministry Summary” and “Program by Activities” tables may not add to totals due to rounding.

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Secretariat

Strategic Outcome

Government is well managed, accountable, and resources are allocated to achieve results.

Program Activity Descriptions

Management Policy Development and Oversight
Through the Management Policy Development and Oversight program activity, the Secretariat provides support to the Treasury Board in its role as the management board of government and promotes good management practices across government. This includes its role as employer of the federal public service. The Secretariat supports its management board role by: - developing polices, directives and standards to guide good management across government; - monitoring compliance and developing tools to measure and report on management performance; and - providing advice and support to functional communities. To achieve its objectives under this program activity, the Secretariat also works closely with its portfolio partners, the Public Service Human Resources Management Agency of Canada and the Canada School of Public Service.

Expenditure Management and Financial Oversight
The Secretariat exercises its role as the budget office and undertakes the following key functions in support of this role: -providing advice to Ministers with respect to resource allocation and re-allocation, and the provision of expenditure authorities; - undertaking government-wide expenditure and performance analysis, and oversight of estimates and government supply; and - ensuring that accurate and timely financial and performance information from departments and agencies is available and reported, to support Public Accounts and budget office functions.

Government-wide funds and Public service employer payments
Funds are held centrally to supplement other appropriations, and payments and receipts are made on behalf of other federal government departments and agencies, in an administratively sound and efficient manner.

Program by Activities
(thousands of dollars)		2008-2009 Main Estimates			2007-2008
		Budgetary		Total	Main
	Operating	Contributions	Less:		Estimates
		and other	Revenues
		transfer	credited
		payments	to the vote
Government-wide funds and Public service employer
payments	4,614,641	520	297,000	4,318,161	. . . . .
Management Policy Development and Oversight	140,255	. . . . .	3,912	136,343	125,482
Expenditure Management and Financial Oversight	49,442	. . . . .	. . . . .	49,442	2,639,430
Revitalization of the Toronto Waterfront	. . . . .	. . . . .	. . . . .	. . . . .	235,235
	4,804,338	520	300,912	4,503,946	3,000,147

Transfer Payments

(dollars)	2008-2009	2007-2008
	Main Estimates	Main Estimates
Other Transfer Payments
Payments, in the nature of Workers' Compensation, in accordance with
the Public Service Income Benefit Plan for Survivors of Employees
Slain on Duty	495,000	498,000
(S) Payments under the Public Service Pension Adjustment Act	20,000	20,000
Special Indemnity Plan for Spouses of Canadian Forces Attachés	5,000	2,000
Total other transfer payments	520,000	520,000
Items not required
Toronto Waterfront Revitalization Initiative	. . . . .	232,810,000
International Public Sector Accounting Standards Board	. . . . .	200,000
Total items not required	. . . . .	233,010,000
Total	520,000	233,530,000

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Canada School of Public Service

Strategic Outcome

Public Servants have the Common Knowledge and the Leadership and Management Competencies they Require to Fulfill their Responsibilities in Serving Canadians.

Program Activity Descriptions

Foundational Learning: Public servants able to perform in their current job, take on the challenges of the next job in a dynamic, bilingual environment
Providing Public Servants with learning activities by developing and delivering training aligned with Public Service Management priorities and which meets the requirements of the Policy on Learning, Training and Development and associated knowledge standards.

Organizational Leadership Development: Public Service has strong leaders delivering results for Canadians
Renewing the Public Service by building strong leadership competencies for existing and emerging leaders through leadership development courses, programs and targeted learning activities.

Public Sector Management Innovation: Public Service organizations innovate to achieve excellence in delivering results for Canadians.
Enhance the performance and effectiveness of the Public Service by documenting and disseminating innovations and best practices in public management

 

Program by Activities
(thousands of dollars)	2008-2009 Main Estimates			2007-2008
	Budgetary		Total	Main
	Operating	Contributions		Estimates
		and other
		transfer
		payments
Foundational Learning: Public servants able to perform in
their current job, take on the challenges of the next job
in a dynamic, bilingual environment	68,828	. . . . .	68,828	59,910
Public Sector Management Innovation: Public Service
organizations innovate to achieve excellence in
delivering results for Canadians.	14,265	375	14,640	15,129
Organizational Leadership Development: Public Service
has strong leaders delivering results for Canadians	13,133	. . . . .	13,133	11,551
	96,226	375	96,601	86,590

Transfer Payments

(dollars)	2008-2009	2007-2008
	Main Estimates	Main Estimates
Contributions
Contribute to research or activities related to the theory and practice of
public sector management	375,000	375,000
Total	375,000	375,000

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Office of the Public Sector Integrity Commissioner

Strategic Outcome

Wrongdoing in the federal public sector is detected, resolved and reported, while public servants are protected from reprisal, resulting in a greater integrity in the workplace.

Program Activity Descriptions

Disclosure and Reprisal Management Program
To provide advice to federal public sector employees and members of the public who are considering making a disclosure and to accept, investigate and report on disclosures of information concerning possible wrongdoing. Based on this activity, the Public Sector Integrity Commissioner will exercise exclusive jurisdiction over the review, conciliation and settlement of complaints of reprisal, including making applications to the Public Servants Disclosure Protection Tribunal to determine if reprisals have taken place and to order appropriate remedial and disciplinary action.

Program by Activities
(thousands of dollars)	2008-2009 Main Estimates 2007-2008
	Budgetary	Total	Main
	Operating		Estimates
Disclosure and Reprisal Management Program	6,553	6,553	. . . . .
	6,553	6,553	. . . . .

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Office of the Registrar of Lobbyists

Strategic Outcome

Transparency and accountability in the lobbying of public office holders contribute to confidence in the integrity of government decision-making. 

Program Activity Descriptions

Registration of Lobbyists
Lobbying the federal government is a legitimate activity but it must be done transparently. The Lobbyists Registration Act requires that individuals who are paid to lobby public office holders must disclose certain details of their lobbying activities. The Registrar approves lobbyists' registrations and makes them available for searching in an electronic registry that is accessible on the Internet.

Education and Research
The Office develops and implements educational and research programs to foster awareness of the requirements of the Lobbyists Registration Act and the Lobbyists' Code of Conduct . The primary audiences for programs are lobbyists, their clients and public office holders.

Review and Investigations under the Lobbyists Registration Act and the Lobbyists' Code of Conduct
The Office validates information provided by registered lobbyists to ensure accuracy. Allegations of non-registration or misconduct by lobbyists are reviewed and formal investigations are carried out when required. 

 

Program by Activities
(thousands of dollars)	2008-2009 Main Estimates 2007-2008
	Budgetary	Total	Main
	Operating		Estimates
Registration of Lobbyists	1,900	1,900	1,425
Review and Investigations under the Lobbyists
Registration Act and the Lobbyists' Code of Conduct	1,626	1,626	1,039
Education and Research	987	987	899
	4,513	4,513	3,363

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Public Service Human Resources Management Agency of Canada

Strategic Outcome

Federal departments, agencies, and institutions demonstrate excellent and innovative people management and achieve high quality workplaces and workforces able to serve the Government and deliver desired results for Canadians.

Program Activity Descriptions

Policy Direction, Partnerships and Integration Program

To ensure consistent and high performance across the Public Service, the Policy Direction, Partnerships and Integration Program provides leadership and direction from a central point - the Public Service Human Resources Management Agency. Leadership occurs by supporting the Treasury Board in establishing policy, effectively a shared direction for the Public Service. It also occurs by leveraging the capacity of others and aligning/integrating individual efforts to a collective outcome. These leadership efforts affect all public servants, though particular activities will result in products that are used by different clients at different times (i.e. individual public servants, managers, people management professionals, and communities of interest).

Strategic Services Program

Services are needed to effectively steer the people management system and support the Public Service in achieving an excellent and innovative people management system. The Strategic Services Program provides strategic and direction setting services through enabling programs and infrastructure so that people management objectives can be optimally realized. Agency services are intended to complement and support existing departmental capacity (i.e. they are not transactional), as well as the work and policy objectives of central agencies. Strategic services are provided to federal departments, agencies and institutions for individual public servants, their managers, communities of interest and the people management community that supports them.

Integrity and Sustainability Program

As the Public Service people management lead, the Agency requires an ongoing assessment of the challenges and risks to the integrity and sustainability of the people management system. To ensure the quality of people management system across the Public Service, the Integrity and Sustainability Program develops, collects, assesses and communicates information on how public servants are being managed and the degree to which enabling mechanisms are being applied. This information serves as feedback to adjust other key levers of effective people management, particularly the policy and service-related components. The tools used to undertake this work include surveys, audits, qualitative and quantitative data, with the results of these efforts taking the form of annual reports and organization-specific assessments. A number of these reports are required under legislation and are tabled in Parliament. Forward looking research and transformational initiatives will also be undertaken from time to time to address specific concerns and opportunities related to ensuring the sustainability of the overall people management system.

Program by Activities
(thousands of dollars)	2008-2009 Main Estimates 2007-2008
	Budgetary	Total	Main
	Operating		Estimates
Strategic Services Program	34,883	34,883	. . . . .
Policy Direction, Partnerships and Integration Program	23,060	23,060	. . . . .
Integrity and Sustainability Program	14,992	14,992	. . . . .
Effective, Ethical Leadership and a Quality Work
Environment	. . . . .	. . . . .	42,807
Modernized Human Resources Management and
Strengthened Accountability	. . . . .	. . . . .	15,015
Representative and Accessible Public Service	. . . . .	. . . . .	11,238
	72,934	72,934	69,060

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