Treasury Board of Canada Secretariat Departmental Performance Report for the period ending March 31, 2000

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Message from the President

As the President of the Treasury Board, I am pleased to table the Departmental Performance Report of the Treasury Board of Canada Secretariat for the period ending March 31, 2000.

This government is committed to ensuring that Canadians receive the best possible information about government activities. Openness is a central component of a healthy democracy and critical to promoting a sense of public ownership of government. I firmly believe that this Departmental Performance Report, like those tabled by my colleagues in other departments and government agencies, is an essential means by which to ensure accountability and to bring government closer to the people it serves.

This report outlines, in a comprehensive manner, the key results achieved by the
Treasury Board of Canada Secretariat during the 1999-2000 fiscal year. The Secretariat's mandate for the Management Board Program is wide-ranging. This is reflected in the breadth of information contained herein: achievements in areas as diverse as Year 2000 preparedness, determining adequate levels of resources for the integrity of core government programs, modernizing comptrollership practices, improving service delivery, initiating Government On-Line, and promoting a more representative and inclusive public service. Of special note this year was the tabling of Results for Canadians: A Management Framework for the Government of Canada, which is a blueprint to guide the modernization of management practices for the coming years.

As we enter the 21^st century, everything we do as a government, every program we design and every service we deliver, must be focused on meeting citizens' needs and expectations. To accomplish this, we need to focus on building new partnerships, providing transparent, innovative government and achieving results. We have made progress in all of these areas.

I invite you to read this document and gauge our success by comparing our promises with our achievements.

The paper version was signed by Lucienne Robillard, President of the Treasury Board

Lucienne Robillard
President of the Treasury Board

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Executive Summary: The Performance of the Management Board Program

This is the Secretariat's first performance report of the century and, happily, the transition to the new millennium was made without any major technical difficulties. The Secretariat's work in co-ordinating the government-wide response to the Year 2000 threat helped smooth that transition.

During the 1999-2000 fiscal year, the Secretariat developed a management framework for the Public Service of Canada that highlights the four main commitments of federal public service management: its focus on citizens, public service values, managing for results, and responsible spending. The document Results for Canadians: A Management Framework for the Government of Canada, tabled in Parliament by the President of the Treasury Board in March 2000, outlines the role of the management board as a catalyst for improving management practices.

The agenda for change presented in Results for Canadians includes six important initiatives on which some progress has been made in the past fiscal year. They are citizen-centred service delivery, Government of Canada On-Line, modern comptrollership, improved reporting to Parliament, program integrity, and developing an exemplary workplace. The Secretariat has provided a framework, but these initiatives can only be achieved in partnership with all departments and agencies.

The first-ever Public Service Employee Survey, the largest of its kind worldwide, identified workplace issues that need to be addressed if the government is to create an exemplary workplace. The survey achieved an unprecedented response rate of 55 per cent and showed that 87 per cent of the public service is proud of the work that they do.

The Program Integrity review of 1999-2000 resulted in additional funds of $1.2 billion for 2000-01 and $1 billion for each of the next two fiscal years. With the annual budgetary deficit eliminated, the Secretariat conducted this review to ensure that the government's capacity to deliver existing programs that are essential for the health and safety of Canadians, or critical to sustaining high quality public services, remained intact.

Citizen-centred service delivery encompasses two key components: Service Canada and improving client satisfaction. Service Canada is designed to improve access to government programs and services using 1-800-O-Canada, the Canada Site and Service Canada access centres. The last of these, a network of over 100 in-person access centres, served approximately 34,000 citizens in the last quarter of the 1999-2000 fiscal year. The national "Citizens First 2000" survey will provide a benchmark against which departments can assess service improvements, with a goal of increasing client satisfaction over the next five years by at least 10 per cent.

During 1999-2000 the Secretariat established the foundation upon which Government On-Line will be built. The Government On-Line initiative is looking to improve electronic service to Canadians and to forge stronger relationships with citizens. The vision, set out in the 1999 Speech from the Throne, committed to giving Canadians electronic access to all government information and services by 2004.

Progress towards modern comptrollership continued during the last fiscal year with 12 departments, representing 55 per cent of government expenditures, participating in pilot projects. Efforts to improve reporting to Parliament continued with the establishment of a Web site for Parliamentarians that provides information on program spending and results.

External Factors and Management Challenges

During the 1990s, the Government of Canada eliminated the annual budgetary deficit and regained the ability to make investment choices for Canadians. Today's government faces new challenges: it operates in a complex world and must adapt to new realities. Economic and political globalization, technological advances, the knowledge economy, demographic transformations, shifting public priorities and changing structures of federalism are forcing change on the government.

Yet these challenges are, in fact, great opportunities to improve the quality of life for Canadians and advance Canada's place in the world. Results for Canadians will guide government as it meets the challenges and takes advantage of these opportunities.

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Secretariat Overview

Mandate, Mission and Vision

The Treasury Board is one of four Cabinet committees of the Queen's Privy Council of Canada. It was established in 1867 and given statutory powers in 1869. The Board consists of the President of the Treasury Board (Chairperson), the Minister of Finance, and four other ministers appointed by the Governor in Council. Alternate members are also appointed.

The Treasury Board of Canada Secretariat (the Secretariat) is the administrative arm of the Treasury Board. It is headed by a Secretary-Comptroller General, who reports to the President of the Treasury Board.

Mandate The Secretariat's dual mandate is to support the Treasury Board as a committee of ministers and to fulfill the statutory responsibilities of a central agency within government.

Mission The Secretariat is dedicated to helping the Government of Canada manage its human, financial, information and technology resources prudently and in a manner that best supports the government's objectives and priorities.

Vision The Secretariat is an integrated, strategic and policy-oriented organization providing single-window service, leadership and facilitation to help departments improve their management practices, to achieve desired results, to provide whole-of-government advice for ministerial decision making and to account to Parliament and Canadians.

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Roles and Responsibilities

Treasury Board

In 1997, the Prime Minister designated the Treasury Board as the government's management board and charged it with providing leadership to improve management practices. The management board must lead the government's movement towards quality service and excellence while focusing on citizens, public service values, results and responsible spending.

The Treasury Board provides advice to the government on how its resources should be managed, and ensures that Parliament and Canadians have the information needed to hold the government accountable. The Treasury Board also acts as the employer of the federal public service.

Treasury Board of Canada Secretariat

In support of the management board agenda to improve management practices across the government, the Secretariat works with departments and agencies in different ways as summarized in the following chart.

The Secretariat's Key Responsibilities for Improving Management Practices Acting as a catalyst for change and working with departments and agencies to develop integrated, accessible, citizen-focused services across the Government of Canada. Championing results-based management by linking resources to results on a whole-of-government basis and ensuring timely and accurate reporting to Parliament. Supporting responsible spending in the government's program base by actively monitoring control systems and compiling information sufficient to assess program performance and program integrity across the government. Ensuring effective overall control through leadership in the setting of management frameworks and standards, focusing on risk management, paying early attention to control deficiencies, and delegating authority to departments and agencies commensurate with their capacity to manage resources and report on results. Developing and implementing, with departments and agencies, a Government of Canada management agenda focused on practical improvement in areas such as comptrollership, informatics and service delivery. Working with departments and agencies in the continual promotion of public service values and the development of an exemplary workplace characterized by support for the employee and the encouragement of initiative, trust, openness, communication and respect for diversity.

These activities to improve the management practices across government complement the Secretariat's long-standing, traditional role of advising the Treasury Board on policies, directives, regulations and proposals for program expenditure related to the management of the government's financial, human and material resources. The Secretariat also provides support to the Treasury Board in its role as the employer of the federal public service. For example, on Treasury Board's behalf, the Secretariat negotiates collective agreements with federal public sector unions.

The Secretariat works with departments, agencies, and Crown corporations to ensure that the government's overall policy directions are consistent and characterized by appropriate program design and costing, prudent risk-management strategies and clear articulation of anticipated results. It advises on and develops new policy initiatives, and frameworks, major agreements and adjustments to existing programs to maintain their effectiveness.

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Organization and Accountability Structure

Management Board Program

Since publishing the 1999-2000 Report on Plans and Priorities (RPP) in March 1999, the department has streamlined its three programs-Central Administration of the Public Service; Government Contingencies and Centrally Financed Programs; and Employer Contributions to Employee Benefit Plans Program-into one: the Management Board Program⁽¹⁾. This change in the Planning, Reporting and Accountability Structure (PRAS) took place in August 1999. This performance report is based on the new structure.

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Organization and Accountability Structure

Figure 1

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Secretariat Performance

Key Result Commitments in Societal Context

The Speech from the Throne  sets out the broad goals and directions of the government, and thus provides the government-wide priorities against which results can be measured. The following table relates the Secretariat's key result commitments to these government-wide priorities, announced in the Speech from the Throne.

Speech from the Throne

Commitments towards a dynamic economy and advancing Canada's place in the world

through prudent fiscal management	Key Result Commitments	Demonstrated by	See page
	Government-wide resource allocation consistent with government priorities and the fiscal framework.	Resources allocated to align with government priorities.	12
		Facilitation of decision making by providing for appropriate information and analysis.	12
	Management practices that focus on results and values, that integrate financial and non-financial results information for planning and reporting, that respond to risks responsibly and that provide appropriate systems of control.	Appropriate standards for departmental and government-wide management of resources.	14
		Responsible stewardship of public resources.	14
		Capable staff supporting departmental management of resources and results.	15
		Credible, relevant reporting of plans and performance.	16
	An innovative, citizen-centred public service that responds to Canadian priorities for service improvement, and is committed to the goal of delivering services that meet or exceed their expectations.	Improved citizen access to the federal government.	18
		Increased citizen satisfaction with government services.	19
		Government organizations that are more responsive, innovative, efficient and service-oriented.	19
	A public service that is results-driven, values-based, representative, learning and the best in the world.	Modern and effective human resources management and fulfilment of employer responsibilities in the key results areas articulated in The Framework for Good Human Resources Management in the Public Service: a well-led public service a workforce built on values a productive workforce an enabling work environment a sustainable workforce	24
through infrastructure for the 21st century	Affordable, responsive and secure delivery of government services through the strategic use of Information Management / Information Technology (IM/IT).	A smooth transition to Year 2000.	21
		A strategic IM/IT infrastructure that provides a secure and trusted environment to conduct business with citizens and the private sector.	21
		Successful adoption of integrated governance frameworks to manage risks, guide investments and set standards. A highly competent government IM/IT workforce.	22
		Implementation of Government On-Line.	23
	Physical infrastructure investments that enhance the quality of Canada's environment or support long-term economic growth or improve community infrastructure, and that introduce the best technologies, new approaches and best practices, where feasible.	Commitments met under the Canada Infrastructure Works Program.	31
		Establishment of Infrastructure Canada.	31

Commitment to developing our children and youth
A Federal Public Sector Youth Internship Program that provides youth and youth at risk with access to work experience.	Evaluation of the program.	26, 32

Commitment to ensuring the quality of our environment
Implementation of the Secretariat's Sustainable Development Strategy to ensure that policies reflect principles of sustainable development and the environmental impact of the Secretariat's operations is reduced.	Continued implementation of the 1997-2000 strategy and development of the next three-year strategy.	34

Commitment to building stronger communities
Provision of a framework within which all levels of government can report publicly on the effectiveness of social programs as committed to in the Social Union Framework.	Development of the accountability framework in partnership with other levels of government.	16

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Program Expenditures

Expenditures for the Management Board Program totalled $1.1 billion.

The largest portion (84 per cent or $950.4 million) of these expenditures were contributions to Employee Benefit Plans on behalf of all federal government departments and agencies. These contributions relate to the employer's share of health, income maintenance and life insurance premiums. Also included in this amount are payments under the Public Service Pension Adjustments Act of 1959 and the Special Retirement Arrangements Act, as well as employer costs for pension, benefits and social security plans to which local employees engaged outside of Canada are subject.

The program's seven business lines are responsible for the remaining 16 per cent, or $186.0 million of the total expenditure. The key performance accomplishments and expenditures by business line are detailed on the following pages.

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Key Result Commitment: Government-wide resource allocation consistent with government priorities and the fiscal framework

Performance Accomplishments by Business Line

Expenditure Management and Planning Business Line

Resources allocated to align with government priorities, as demonstrated by:

• Additional funds approved in the 2000 budget of $1.2 billion in fiscal year 2000-01 and approximately $1 billion in each of the next two fiscal years, to be invested in areas essential to the health and safety of Canadians or critical to sustaining high-quality public services.

  The government allocated these funds on the basis of advice provided by the Secretariat concerning government's capacity to deliver existing programs. This advice results from a Program Integrity review, which will be a continuing part of the government's priority-setting process on issues of resources and management.

• The tabling of accurate and timely Main and Supplementary Estimates in Parliament following collaboration with departments.
• Management of the allocation of the Government Contingencies Vote, which provided interim spending authority, with Treasury Board approval, for urgent requirements arising after Main Estimates and pending specific approval from Parliament in Supplementary Estimates.

• The provision of advice to the Treasury Board (TB), departments and other central agencies on policy, program and expenditure management issues.

  This advice primarily focused on the approximately $50 billion direct program expenditures by the federal government (operating and capital expenditures by departments and agencies; grants and contributions; and, funding to Crown corporations).

Facilitation of decision making by providing appropriate information and analysis, as demonstrated by:

• The advancement, by means of cross-Secretariat teams, of an integrated perspective on the issues facing departments and agencies, including policy, program delivery, expenditure and management issues.

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Key Results Commitment: Management practices that focus on results and values, integrate financial and non-financial results information for planning and reporting, respond to risks responsibly, and provide appropriate systems of control.

Comptrollership Business Line

Appropriate standards for departmental and government-wide management of resources, as demonstrated by:

• The progressive implementation of Modern Comptrollership principles over the next decade.

• The development and publication of Results for Canadians: A Management Framework for the Government of Canada.

Responsible stewardship of public resources, as demonstrated by:

• Implementation of the Financial Information Strategy (FIS), including full accrual accounting.

• The completion of a new Treasury Board Policy on Transfer Payments for implementation by departments on June 1, 2000.

• The launch of a new Policy on the Disposal of Surplus Moveable Crown Assets effective February 10, 2000.

Other initiatives in progress to improve the government's stewardship of public resources include the following:
Risk Management	Determining key elements of an integrated risk-management framework and best practices.
Procurement	Establishing a modern framework for procurement so that departments can better serve the public while offering opportunities to Canadian suppliers.
Internal Audit	Completing a study of audit in the federal government as part of the revision of the internal audit policy.
Program Evaluation	Determining the resources needed to evaluate programs and ensure "value for money" as part of results-based management.
Receivables Management	Preparing a draft revised policy to ensure that government accounts receivable are managed fairly, efficiently and effectively, and that risk of loss is minimized.

Capable staff to promote sound management of public resources in order to achieve results, as demonstrated by:

• The completion of a Financial Officer Competency Profile-A Self-Assessment Tool, and, in partnership with the financial community, the completion of a Universal Classification Standard (UCS) Reference Tool.

• The design of 14 courses to strengthen the management of physical resources in the federal government, and their delivery to the procurement, materiel and asset management community.

Credible, relevant reporting of plans and results-based performance information, as demonstrated by:

• The focus on results in serving Canadians in the departmental planning and performance reports.

• The acceptance by Parliament of the government's proposals for improving the quality of the information in the departmental reports (37^th Report of the Standing Committee on
  Procedures and House Affairs: Improved Reporting to Parliament Project - Phase 2: Moving Forward).

• The government's overview report on performance, Managing for Results, which proposed a more comprehensive approach to reporting results, tabled in the House of Commons in October 1999.

The implementation of a method to measure and report on performance that responds to the performance reporting and accountability principles of the Social Union Framework Agreement. It will improve reporting to Canadians on the effectiveness of social programs.

• The tabling of Public Accounts, (for the fiscal year ended March 31, 1999) in the House of Commons in October 1999, about which the Auditor General expressed no reservations.

• The provision of a pilot Web site for members of Parliament, including all tabled Estimates documentation, Managing for Results, and departmental planning and performance reports.

• Thus the information on program spending and results was readily available to help them carry out their duties as parliamentarians efficiently.

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Key Result Commitment: Innovative, citizen-centred public service that responds to Canadians' priorities for service improvement, and is committed to the goal of service delivery that meets or exceeds their expectations.

Service and Innovation Business Line

Improved citizen access to government programs and services, as demonstrated by:

• The continued implementation of Service Canada, an initiative for multi-channel service delivery (in-person, Internet, and telephone) that provides Canadians with one-stop access to federal programs in a fast, reliable, convenient and cost-effective manner, including:

• A network of over 100 Service Canada in-person access centres established in communities across Canada as part of a pilot project involving 13 departments and agencies.

 

• Integration of the Canada Site (Internet portal) and "1-800-O-Canada" (the Government of Canada's general enquiry call centre) by PWGSC into the Service Canada delivery network.

• A revision of the "Blue Pages" of government programs and services in public telephone directories so that programs and services are listed functionally.

• The creation of the "Lost Wallet" initiative to be launched in June 2000, providing citizens with a single Web site to help them replace missing federal and provincial documents, in co-operation with a number of provincial governments.
• Improving the Federal Identity Program, thus making it easier for Canadians to recognize the services and programs of the Government of Canada.

Increased citizen satisfaction with government services, as demonstrated by:

• The creation of the five-year, three-phase Service Improvement initiative, with a launch date in May 2000, has as its goal to increase the level of citizens' satisfaction with the delivery of services by a minimum of 10 per cent by 2005.

• The implementation of a common tool, originally developed in 1998, for use by all levels of government to measure levels of client satisfaction with the delivery of government services and to determine client priorities for improvement. Further work is underway to produce an electronic version.

Government organizations that are more responsive, innovative, efficient and service-oriented, as demonstrated by:

• The completion of an Alternative Service Delivery framework for implementation in 2000-01 to identify more effective ways of providing services to Canadians, encompass new government arrangements for private-public partnerships, and integrate policy advice and requirements for all relevant policy areas.
• The completion and sharing of a report on governance-related activities and issues with the Chairs and Chief Executive Officers of Crown corporations to improve Crown corporation governance.
• Support for Regional Federal Councils in organizing learning and recognition events for federal public servants across the country, meetings with officials from all levels of government (including First Nations and Métis associations), and facilitation of the management of files common to all departments in individual regions.
• Agreements with the governments of three countries to exchange information on public sector management and innovation, thereby increasing the capacity to manage, renew and develop public service organizations and systems for the future.

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Information Management / Information Technology (IM/IT) Business Line

Key Result Commitment: Affordable, responsive and secure delivery of government services through the strategic use of IM/IT.

Assured a smooth transition to the Year 2000, as demonstrated by:

• The Secretariat's work, through the Year 2000 Project Office, in co-ordinating the government-wide response to the Year 2000 and all communications with Canadians.
• No disruption of services to Canadians by any government organizations.

• The maintenance of open communications with Canadians, key stakeholders and the media. This approach won praise from private sector groups and the news media as a model for conveying information in an open, timely and accurate fashion.
• The partnerships fostered with provincial and municipal governments, international partners and the private sector.
• A study of lessons learned to help improve the management of other government-wide projects.

A strategic IM/IT infrastructure that provides a secure and trusted environment in which to conduct business with citizens and the private sector, as demonstrated by:

• The implementation of a model and governance structure for a secure, government-wide strategic IM/IT infrastructure that will underpin electronic service delivery to Canadians.
• The completion of a policy framework for the management of public key infrastructure, a component of the larger strategic IM/IT infrastructure, that will help the government meet its commitment to have all services and information on-line by 2004.

Successful adoption of integrated governance frameworks to set standards, guide investments and manage risks, as demonstrated by:

• The updating and promotion of the Enhanced Management Framework (EMF). The EMF, launched in 1998, is a comprehensive and integrated management model (including frameworks, tools, best practices, and guidelines) designed to improve the success rate of IM/IT projects.

• The improved management of IM/IT investments to support government objectives and deliver results to Canadians.

A highly competent government IM/IT workforce, as demonstrated by:

• The recruitment and maintenance of a world-class IM/IT workforce.

• The design and implementation of three programs aimed at the IM/IT workforce, in partnership with the Public Service Commission of Canada (PSC), the Canadian Centre for Management Development and the Institute at PWGSC.

• The aggressive recruitment of IM/IT professionals in partnership with the PSC. Last year 1,626 new IT professionals joined the Government of Canada.

Implementation of Government On-Line, as demonstrated by:

• The design and implementation, in co-operation with departments and agencies, of a framework and phased approach to meeting the government's commitment in the 1999 Speech from the Throne "to be known around the world as the government most connected to its citizens, with Canadians able to access all government information and services on-line at the time and place of their choosing" by 2004.

• The securing of initial funding ($160 million over two years) to design and launch the Government On-Line initiative.
• The Project Management Office for Government On-Line, established to co-ordinate this initiative, to work with departments and agencies, and to report on progress to Treasury Board ministers and to Canadians, will use the proven Year 2000 approach as a model.

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Human Resources Management Business Line

Key Result Commitment: A public service that is results-driven, values-based, representative, learning and the best in the world

The best public service in the world is one that is well-led, values-based, productive and sustainable. The following accomplishments contributed to the development of such a workforce:

• Initiated the first-ever public service-wide survey of employees on issues that affect workplace satisfaction.

• Improved organizational performance by fostering the use of The Framework for Good Human Resources Management, which links human resources management to the achievement of business results.

• Improved accountability for the achievement of business results by the continued phase-in of a performance management program for executives, whereby total compensation is linked to results achieved. Improving organizational performance and accountability are expected to provide improved service to citizens and demonstrate results for Canadians.
• Carried out the settlement of pay equity complaints with the Public Service Alliance of Canada and the Personnel Administration group during 1999-2000.

• Recorded steady statistical increases in each Employment Equity group since 1998 (though representation of persons with disabilities and visible minorities remained below the workforce availability rates).

Employment Equity Representation

Figure 7

Employment Equity Category	Workforce Availability	Representation
		March 31, 1998	March 31, 1999	Per Cent Change
Women	48.7%	50.5%	51.5%	+ 1.0
Aboriginal Peoples	1.7%	2.7%	2.9%	+ 0.2
Persons with Disabilities	4.8%	3.9%	4.6%	+ 0.7
Visible Minorities	8.7%	5.1%	5.9%	+ 0.8

• Increased the vitality of official language minority communities, by improving, where necessary, the ability of government-wide regional offices, to serve official language minorities and by improving the capacity of public service executives to function in both official languages.

• Addressed retention and recruitment problems to maintain a sustainable workforce by:

• The Secretariat proposed legislation to extend survivor benefits to same-sex partners and developed a dental plan for 330,000 pensioners that should be implemented in January 2001. It also established the Public Service Health Care Plan Trust.
• Since October 1997, provided 4,500 Canadian youth with work experience and employability skills through the Federal Public Sector Youth Internship Program, set to terminate in September 2000.

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Corporate Administration Business Line

Key Result Commitment: To Provide effective corporate administration that supports all business lines in meeting their commitments to Canadians.

High-quality executive and administrative services and support to the various organizations within the Secretariat, provided by three service lines: Communications and Executive Services, Legal Services and Corporate Services.

Communications and Executive Services

Treasury Board meetings that reflect the government's priorities and the Treasury Board's role as management board for the federal government, as demonstrated by:

• Provision to Treasury Board ministers of the most complete and up-to-date information to help them in their decision making.

Provision of valuable, strategic communications advice and guidance to help meet commitments to Canadians, as demonstrated by:

• Increased involvement with interdepartmental committees to provide liaison with the Privy Council Office and other departments and central agencies.

• Preparation of high-quality communications strategies, plans and products to convey the Secretariat's messages effectively.

Timely provision of information requested by Canadians, as demonstrated by:

• Provision of strong leadership, advice and co-ordination in administering the Access to Information Act and the Privacy Act.

Corporate Services

• Improved access to accurate, relevant, and integrated information to support well-informed decisions in the corporate management and administration of the Secretariat.

• Provided a safe and secure workplace where employees have appropriate furnishings and effective tools for carrying out their day-to-day business and the mandate of the Secretariat.

• Helped maintain an effective, sustainable and motivated Secretariat workforce that was able to implement results for Canadians.

• Identified priorities for human resources in consultation with senior management.

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Special Projects Business Line

Key Result Commitment: Physical infrastructure investments that enhance the quality of Canada's environment or support long-term economic growth or improve community infrastructure and that introduce best technologies, new approaches and best practices where feasible.

Infrastructure-National Office

Meeting commitments under the Canada Infrastructure Works Program, as demonstrated by:

• The monitoring of approximately 460 projects that had not been completed at the start of the fiscal year, and reporting on them.

• Responses to approximately 200 pieces of correspondence that expressed support for the program and requested that it be extended or that a new program be created to address the need for infrastructure renewal.

Setting up Infrastructure Canada, as demonstrated by:

• Establishment of the National Office for the new Infrastructure Canada Program that was announced in the Speech from the Throne in October 1999 and provided for in the federal budget of February 2000.
• Development of a preliminary policy and design framework in consultation with ministers and officials from provinces, territories, federal regional delivery agencies and local governments.
• Development of the initial design for an Internet-based information management system to support the program.

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