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ARCHIVED - 2009-10 - Main Estimates

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Treasury Board

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

Ministry Summary

Vote	(thousands of dollars)	2009–10	2008–09	Difference
		Main Estimates	Main Estimates
	Treasury Board
	Secretariat
1	Program expenditures	175,374	165,237	10,137
5	Government Contingencies	750,000	750,000	. . . . .
10	Government-Wide Initiatives	6,636	7,141	(505)
20	Public Service Insurance	2,103,044	1,861,000	242,044
25	Operating Budget Carry Forward	1,200,000	1,200,000	. . . . .
30	Paylist Requirements	500,000	500,000	. . . . .
35	Budget Implementation Initiatives	3,000,000	. . . . .	3,000,000
(S)	Contributions to employee benefit plans	22,024	20,472	1,552
(S)	President of the Treasury Board – Salary and motor car
	allowance	78	76	2
(S)	Payments under the Public Service Pension Adjustment
	Act	20	20	. . . . .
	Total Secretariat	7,757,177	4,503,946	3,253,230
	Canada School of Public Service
40	Program expenditures	58,330	58,529	(199)
(S)	Contributions to employee benefit plans	5,860	6,072	(212)
(S)	Spending of revenues pursuant to subsection 18(2) of the
	Canada School of Public Service Act	50,000	32,000	18,000
	Total Agency	114,190	96,601	17,589
	Office of the Commissioner of Lobbying
45	Program expenditures	4,120	4,097	23
(S)	Contributions to employee benefit plans	408	416	(8)
	Total Agency	4,528	4,513	15
	Office of the Public Sector Integrity Commissioner
50	Program expenditures	6,033	6,033	. . . . .
(S)	Contributions to employee benefit plans	505	520	(15)
	Total Agency	6,538	6,553	(15)
	Public Service Human Resources Management
	Agency of Canada
55	Program expenditures	61,127	64,570	(3,443)
(S)	Contributions to employee benefit plans	7,731	8,364	(633)
	Total Agency	68,858	72,934	(4,076)

Note: Details may not add to totals due to rounding.

Secretariat

Strategic Outcome

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

Program Activity Descriptions

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.

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.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

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 Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program by Activities

(thousands of dollars)		2009–10 Main Estimates			2008–09
		Budgetary		Total	Main Estimates
	Operating	Contributions	Less:
		and other	Revenues
		transfer	credited
		payments	to the vote
Government-wide funds and Public service
employer payments	7,861,380	520	302,200	7,559,700	4,318,161
Management Policy Development and Oversight	103,129	200	3,980	99,349	136,343
Internal services	61,513	. . . . .	. . . . .	61,513	. . . . .
Expenditure Management and Financial Oversight	36,615	. . . . .	. . . . .	36,615	49,442
	8,062,637	720	306,180	7,757,177	4,503,946

Notes: Details may not add to totals due to rounding.

Order in Council P.C. 2009-0181 approved the amalgamation and combination of the Public Service Human Resources Management Agency of Canada with the Treasury Board Secretariat under the President of the Treasury Board and under the Secretary of the Treasury Board, effective March 2, 2009. The transfer of resources will be displayed in future Estimates.

Transfer Payments

(dollars)	2009–10	2008–09
	Main Estimates	Main Estimates
Contributions
International Public Sector Accounting Standards Board	200,000	. . . . .
Total contributions	200,000	. . . . .
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	495,000
(S) Payments under the Public Service Pension Adjustment Act	20,000	20,000
Special Indemnity Plan for Spouses of Canadian Forces Attachés	5,000	5,000
Total other transfer payments	520,000	520,000
Total	720,000	520,000

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

Contribute to building a professional workforce by enabling public servants to perform in their current job and take on the challenges of the next job in a dynamic, bilingual environment through the provision of foundational learning activities.

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

Strengthening the public service and contributing to Public Service Renewal by building strong leadership competencies for existing and emerging leaders through the provision of leadership development activities such as targeted courses, programs, seminars, and events.

Public Sector Management Innovation

Enhance the performance and effectiveness of the public service by integrating individual development of public servants with organization-focussed solutions for learning, change management and management innovation. Documenting and disseminating innovations and best practices in public management, and providing public service organizations with services for advice and support for learning, change management and innovation in public sector management.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2009–10 Main Estimates			2008–09
	Budgetary		Total	Main
	Operating	Contributions		Estimates
		and other
		transfer
		payments
Foundational Learning	67,426	. . . . .	67,426	68,828
Internal Services	22,228	. . . . .	22,228	. . . . .
Organizational Leadership Development	12,968	. . . . .	12,968	13,133
Public Sector Management Innovation	11,191	375	11,566	14,640
	113,815	375	114,190	96,601

Note: Details may not add to totals due to rounding.

Transfer Payments

(dollars)	2009–10	2008–09
	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 contributions	375,000	375,000

Office of the Commissioner of Lobbying

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 Lobbying Act requires that individuals who are paid to lobby public office holders must disclose certain details of their lobbying activities.

The Commissioner of Lobbying 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 Lobbying 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 Lobbying Act and the Lobbyists’ Code of Conduct

The Office validates information provided by registered lobbyists to ensure . Allegations of non-registration or misconduct by lobbyists are reviewed and formal investigations are carried out when required.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Operating		Estimates
Registration of Lobbyists	1,541	1,541	1,900
Education and Research	1,084	1,084	987
Review and Investigations under the Lobbying Act and the
Lobbyists’ Code of Conduct	1,023	1,023	1,626
Internal Services	880	880	. . . . .
	4,528	4,528	4,513

Note: Details may not add to totals due to rounding.

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.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Operating		Estimates
Disclosure and Reprisal Management Program	4,439	4,439	6,553
Internal Services	2,099	2,099	. . . . .
	6,538	6,538	6,553

Note: Details may not add to totals due to rounding.

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.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Operating		Estimates
Policy Direction, Partnerships and Integration Program	22,418	22,418	23,060
Internal Services	19,840	19,840	. . . . .
Strategic Services Program	17,051	17,051	34,883
Integrity and Sustainability Program	9,551	9,551	14,992
	68,858	68,858	72,934

Notes: Details may not add to totals due to rounding.

Order in Council P.C. 2009-0180 approved the transfer from the Public Service Human Resources Management Agency of Canada to the Privy Council Office the control and supervision of the portion of the federal public administration in the Public Service Human Resources Management Agency of Canada known as the Public Service Renewal Task Force Branch, effective March 2, 2009. The transfer of resources will be displayed in future Estimates.

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