ARCHIVED - RPP 2006-2007
Treasury Board of Canada Secretariat

Forecast Spending
2005–06

Planned Spending
2006–07

Planned Spending
2007–08

Planned Spending
2008–09

Management and Expenditure Performance¹

134,839

132,722

124,787

122,436

Comptrollership²

27,924

41,894

49,723

49,888

Centrally Managed Funds

2,550,170

2,559,020

2,714,920

2,962,920

Budgetary Main Estimates (gross)

2,712,933

2,733,636

2,889,430

3,135,244

Less: Respendable revenue³

(133,519)

(135,410)

(147,200)

(149,100)

Total Main Estimates

2,579,414

2,598,226

2,742,230

2,986,144

Adjustments:

Supplementary Estimates:

Governor General Special Warrants⁴

11,409

—

—

—

Veteran's Charter—Pension and Benefits Program

—

900

1,500

2,100

Collective Agreements—PSAC Training Project

—

3,046

3,046

—

Changes to the Public Service Health Care Plan

—

1,547

1,405

1,405

Reduced Cost of the New Ministry—Smaller Cabinet

—

(100)

(100)

(100)

Reduced Cost of the New Ministry—Regional Responsibilities

—

(2,630)

(2,630)

(2,630)

Federal Accountability Action Plan

—

4,237

3,425

2,697

Procurement Savings

(880)

—

—

Total Planned Spending⁵

2,590,823

2,604,346

2,748,876

2,989,616

Total Planned Spending

2,590,823

2,604,346

2,748,876

2,989,616

Less: Non-respendable revenue⁶

(10,000)

(10,000)

(10,000)

(10,000)

Plus: Cost of services received without charge⁷

10,801

11,500

11,500

11,500

Net cost of Program

2,591,624

2,605,846

2,750,376

2,991,116

Full-time Equivalents

1,259

1,351

1,338

1,328

2006–07

Vote or Statutory Item

Truncated Vote or Statutory Wording

Current
Main Estimates

Previous
Main Estimates

1

Program expenditures

150,649

140,551

5

Government contingencies

750,000

750,000

10

Government-wide initiatives

13,000

16,050

20

Public service insurance

1,663,800

1,653,700

(S)

President of the Treasury Board salary and motor car allowance

73

70

(S)

Contributions to employee benefit plans

20,684

19,023

(S)

20

20

2,598,226

2,579,414

2006–07

($ thousands)

Accommodation provided by Public Works and Government Services Canada

9,000

Workers' compensation coverage provided by Social Development Canada

—

Salary and associated expenditures of legal services provided by the Department of Justice Canada

2,500

2006–07 Services received without charge

11,500

Forecast Revenue
2005–06

Planned Revenue 2006–07

Planned Revenue
2007–08

Planned Revenue
2008–09

Management and Expenditure Performance

Administration of the Public Service Superannuation Account Pension Fund

3,119

3,210

—

—

Centrally Managed Funds

Administration of the Public Service Insurance

130,400

132,200

147,200

149,100

Total Respendable Revenue

133,519

135,410

147,200

149,100

Forecast Revenue
2005–06

Planned Revenue
2006–07

Planned Revenue
2007–08

Planned Revenue
2008–09

Revenue from parking fees¹

10,000

10,000

10,000

10,000

Total Non-respendable Revenue

10,000

10,000

10,000

10,000

Total Respendable and Non-respendable Revenue

143,519

145,410

157,200

159,100

Department

Points to Address

Departmental Input

1. What are the key goals, objectives, or long-term targets of the sustainable development strategy (SDS)?

The Secretariat's 2004–06 SDS has three main goals:

• to support departments in setting, achieving, and reporting on sustainable development goals;
• to make progress on federal priorities related to sustainable development; and
• to make Secretariat operations more environmentally friendly.

2. How do your key goals, objectives, or long-term targets help achieve your department's strategic outcomes?

The Secretariat's sustainable development goals support its current strategic outcome—rigorous stewardship of public resources to achieve results for Canadians—by setting the management policy expectations and priorities with respect to the stewardship of public resources in support of sustainable development: improved management practices, horizontal management of key sustainable development files, reducing resource consumption, and raising awareness of sustainable development issues across government.

3. What were your targets for the reporting period?

Key targets identified in the Secretariat's 2004–06 SDS are listed below:

• Support departments in setting, achieving and reporting on sustainable development goals
• • Improved Management Practices, outlining the expectations and indicators of sound management
  • Advancing activities related to leadership on key horizontal initiatives
  • Developing a baseline on expenditures and results with respect to the Sustainable Federal House in Order initiative
  • Broadening capacity within the Secretariat's program and policy analysis areas to include sustainable development in their activities
  • Improving parliamentary and public reporting on sustainable development issues

• Make progress on federal priorities related to sustainable development
• • Reducing the environmental impact of the federal fleet

• Make Secretariat operations more environmentally friendly
• • Developing and implementing a strategy to reduce resource consumption throughout Secretariat operations
  • Encouraging individual employees to minimize the environmental impact of Secretariat operations

4. What is your progress to date?

Support departments in setting, achieving, and reporting on sustainable development goals

• Advanced horizontal frameworks (climate change, Aboriginal programs)
• Supported the development of the Office of Greening Government Operations within Public Works and Government Services Canada
• Improved guidance for reporting on SDS commitments (RPP, DPR)
• Identified training opportunities for sustainable development

• Continued progress on improving information related to contaminated sites and greening of the federal fleet

• Reduced paper consumption
• Offered green procurement training for acquisition cardholders within the Secretariat and the Public Service Human Resources Agency of Canada
• Established the Green Citizenship Network

5. What adjustments have you made, if any? (To better set the context for this information, discuss how lessons learned have influenced your adjustments.)

The Secretariat is currently reviewing its SDS with the expectation that a new strategy for 2007–09 will be tabled on December 15, 2006. Adjustments to the strategy will be informed by the Secretariat's lessons learned to date. These include the following:

• The need for better understanding across government of the role for the Secretariat in managing sustainable development challenges
• The importance of improved reporting and results-based management to sustainable development issues
• The value of horizontal management and the ability of the Secretariat to act as resource for other federal departments
• The opportunity of policy renewal and training initiatives to improve the environment for sustainable development
• The value of institutional and policy support in advancing greening of operations as a government priority

Internal Audits or Evaluations

For completion or commencement in 2006–07

Internal audits:

• Audit of Accounts Payable
• Audit of Translation and Editing Services

Other projects:

• Development of the Secretariat Risk Assessment and Three-year Audit Plan

Evaluations

• Evaluation of foundations as instruments of public policy