ARCHIVED - RPP 2006-2007
Treasury Board of Canada Secretariat

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Section II—Analysis of Program Activities by Strategic Outcome

Strategic Outcome

Rigorous stewardship of public resources to achieve results for Canadians

As the administrative arm of the Treasury Board, the Secretariat has a dual mandate: to support the Treasury Board as a committee of ministers and to fulfill the statutory responsibilities of a central government agency.

Within this context, the mission and strategic outcome of the Secretariat is to ensure the rigorous stewardship of public resources to achieve results for Canadians. This includes setting performance expectations, assessing performance against expectations, assuring effective financial and internal controls, supporting Treasury Board's role as the employer, and advising Treasury Board ministers and the government on management policy, expenditure management, and compliance issues.

In fulfilling these core business responsibilities, the Secretariat is currently organized into three key areas of program activity. They are as follows:

1. management and expenditure performance;

2. comptrollership; and

3. centrally managed funds.

The Secretariat has modified its PAA to better reflect its core business functions. The renewed PAA will form the basis of next year's resource presentation in the Estimates. For more information on the development of the new PAA, please see pages 26 and 48.

Analysis by Program Activity

Management and expenditure performance

Financial Resources ($ thousands)

2006–07	2007–08	2008–09
$134,649	$129,654	$126,578

Human Resources (FTEs)

2006–07	2007–08	2008–09
1,087	1,037	1,027

This program activity seeks to promote sound public management by defining clear and achievable management expectations for the use of resources, supporting collaborative labour relations, monitoring expenditure performance, aligning resources with government priorities, and reporting results to Parliament.

As a program activity, management and expenditure performance encompasses a suite of activities that define management expectations, assess departmental performance through analysis and monitoring, address and manage risk, and manage expenditure effectiveness.

The subactivities in this area are oriented toward promoting sound public management by defining clear and achievable management expectations for the use of resources, supporting collaborative labour relations, monitoring expenditure performance, aligning resources with government priorities, and reporting results to Parliament.

Comptrollership

Financial Resources ($ thousands)

2006–07	2007–08	2008–09
$41,711	$49,736	$49,898

Human Resources (FTEs)

2006–07	2007–08	2008–09
265	301	301

This program activity aims to implement effective internal audit, financial and management controls, and oversight and reporting mechanisms. This program activity also aims to provide assurance that value-for-money is being achieved through investments made with public funds.

Comptrollership contributes to the Secretariat's strategic outcome by establishing financial controls to ensure reliable and transparent reporting of public expenditures. As a program activity, Comptrollership encompasses a suite of activities that define financial management and internal audit expectations, policies, and guidance across the public sector as a whole.

The Comptrollership program activity aims to build and maintain the trust of Canadians by recommending to ministers and implementing effective policies, oversight, and reporting mechanisms.

Centrally managed funds

Financial Resources ($ thousands)

2006–07	2007–08	2008–09
$2,427,986	$2,569,486	$2,813,140

This program activity provides sound management and administration of central funds related to:

• government contingencies;
• government-wide initiatives;
• public service compensation; and
• public service pensions, benefits, and insurance.

Managing access to the central funds under Treasury Board control is the core business of this program activity, and the expected result is that these funds are administered in accordance with applicable legislation, Treasury Board policies, and Treasury Board standards.

Government contingencies (Secretariat Vote 5)

Financial Resources ($ thousands)

2006–07	2007–08	2008–09
$750,000	$750,000	$750,000

Government contingencies consists of funds used to supplement other appropriations to provide the government with the flexibility to meet unforeseen expenditures until parliamentary approval can be obtained and to meet additional paylist costs, such as severance pay and parental benefits, which are not provided for in the estimates of other government departments.

Government-wide initiatives (Secretariat Vote 10)

Financial Resources ($ thousands)

2006–07	2007–08	2008–09
$10,220	$8,320	$8,320

Government-wide initiatives consist of funds used to supplement budgets in other departments and agencies in support of the implementation of strategic management initiatives across the public service.

Public service compensation (Secretariat Vote 15)

Financial Resources ($ thousands)

2006–07	2007–08	2008–09
N/A	N/A	N/A

Funds are transferred to other government departments and agencies, through the supplementary estimates, for compensation adjustments resulting from adjustments made to terms and conditions of service or employment of the public service, including members of the RCMP and the Canadian Forces.

Public service pensions, benefits, and insurance (Secretariat Vote 20)

Financial Resources ($ thousands)

2006–07	2007–08	2008–09
$1,667,746	$1,811,146	$2,054,800

These funds are used in support of the Treasury Board's role as employer for:

• the payment of the employer's share of health, income maintenance, and life insurance premiums;
• the payments to or in respect of provincial health insurance plans;
• the payment of provincial payroll taxes and Quebec sales tax on insurance premiums;
• the pension, benefit, and insurance plans for employees engaged locally outside Canada; and
• the return to certain employees of their share of the employment insurance premium reduction

 

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