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ARCHIVED - Audit of the Treasury Board of Canada Secretariat Governance Framework
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Diagram 1: The Secretariat's Governance Structure
Two main committees, the Senior Executive Committee (SEC) and the Executive Committee (EXCO), are found at the top of the current governance structure, with the following three assistant secretary–level committees directly feeding into the decision-making process: the Management Infrastructure Committee (MIC), the Policy and Oversight Committee (POC) and the Change Management Committee (CMC).
Senior Executive Committee (SEC). This committee is chaired by the Secretary.
Executive Committee (EXCO). This committee is chaired by the Secretary.
Committees directly supporting SEC and EXCO
Management Infrastructure Committee (MIC). This committee is chaired by the Associate Secretary.
Policy and Oversight Committee (POC). This committee is chaired by the Secretary.
Change Management Committee (CMC). This committee is chaired by the Secretary.
Senior HR Committee (SHRC). This committee is chaired by the Comptroller General.
Evaluation Committee. This committee is chaired by the Chief Human Resources Officer.
Committee supporting assistant secretary–level committees
MIC Subcommittees. The Accommodations and Information Management / Information Technology subcommittees support MIC.
Directors Coordinating Committee (DCC). This committee, chaired by the Executive Director of Strategic Planning, Priorities and Planning, supports MIC, POC and CMC.
External committees
Government of Canada Audit Committee (GCAC). The audit committee is chaired by an external member.
Public Service Management Advisory Committee (PSMAC). This is an external deputy minister–level committee that is co-chaired by the Secretary and the Chief Human Resources Officer.
Diagram 2: The Secretariat's Integrated Planning Cycle
The Program Activity Architecture sets the overall framework for planning and reporting. The annual integrated planning cycle begins with updates of the environmental scan and corporate risk profile, followed by the priority-setting exercise. These elements inform sector-level business plans, which identify priorities, pressures and risks and take into account human and financial resources, IM/IT, communications and accommodations. The sector business plans are used to identify short-term priorities for the Report on Plans and Priorities. The plans are then consolidated into the TBS Integrated Business Plan. The next phase of the planning cycle involves the mid-year financial review and the performance management agreements. The final element in the cycle consists of reporting on progress in the Departmental Performance Report. Ongoing elements in the planning cycle include Management Accountability Framework assessments, quarterly tracking of priorities, risks and key business lines, performance measurement, and audit and evaluation.
