ARCHIVED - RPP 2007-2008
Treasury Board of Canada Secretariat

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Section II: Analysis of Program Activities by Strategic Outcome

Treasury Board of Canada Secretariat Plans and Priorities

The Secretariat is working with the Treasury Board to focus its management agenda on strengthening the Board's management board and budget office functions. The Secretariat is also placing an emphasis on improving its internal management so that it can lead by example in demonstrating the standards it sets for all government departments and agencies.

This Report on Plans and Priorities reflects the Secretariat's efforts to plan and report in accordance with the Management, Resources, and Results Structure Policy. The three program areas of the Secretariat Program Activity Architecture are:

1. Management Policy Development and Oversight;
2. Expenditure Management and Financial Oversight; and
3. Corporate Strategy and Services.

Strategic Outcome

Government is well managed and accountable, and resources are allocated to achieve results.^[1]

Analysis by Program Activity

1. 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. This role includes responsibilities for promoting improved management performance, and developing policies and priorities to support the prudent and effective management of the government's assets and human, financial, information, and technology resources. 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.

Key activities under the Management Policy Development and Oversight program activity include:

• setting management performance expectations through the Management Accountability Framework;
• articulating management rules, standards, and reporting requirements through the Treasury Board policy suite;
• defining the professional competencies required of key functional communities, including financial, information management, information technology, audit, procurement, materiel management, real property, and human resources specialists (i.e. labour relations, occupational health and safety, and compensation specialists);
• assessing departmental, agency, and Crown corporation performance against management standards and taking action to ensure weaknesses are addressed; and
• negotiating collective agreements, setting terms and conditions of employment, and promoting good labour-management practices.

Within this context, the objectives of the Management Policy Development and Oversight program activity are to ensure that:

• Treasury Board policies and management performance expectations are clear and understood;
• managers and functional specialists within departments and agencies are supported by the Secretariat and its portfolio partners in acquiring and developing the skills required to comply with Treasury Board policies and expectations;
• department and agency compliance with Treasury Board policies and performance expectations is monitored and assessed regularly;
• incentives, consequences, and reporting reinforce the achievement of management performance expectations; and
• labour-management relations and compensation operations are effective.

In the Treasury Board of Canada Secretariat Program Activity Architecture, there are five subactivities under the Management Policy Development and Oversight program activity:

1. Policy Coordination, Management Assessment, and Government of Canada Oversight;
2. Financial Management and Internal Audit;
3. Service, Technology, and Information Management;
4. Assets and Acquired Services; and
5. Human Resources and Compensation Management.

1.1 Policy Coordination, Management Assessment, and Government of Canada Oversight

Under the Policy Coordination, Management Assessment, and Government of Canada Oversight subactivity, the Secretariat aims to ensure a coherent set of management performance expectations through the Treasury Board policy suite and the Management Accountability Framework, and to assess performance against expectations across government, as well as across certain institutional groupings, such as Crown corporations. This includes policy coordination, Management Accountability Framework development, and oversight of management performance, including in areas requiring attention across government.

1.2  Financial Management and Internal Audit

The Secretariat sets performance expectations regarding effective financial management and internal audit. It assists departments in achieving performance expectations by providing them with advice on the interpretation of policies and standards, monitoring compliance, and facilitating capacity development within relevant functional communities. In addition, the Secretariat plans and conducts audits on horizontal risks and issues.

1.3  Service, Technology, and Information Management

Through the Service, Technology, and Information Management subactivity, the Secretariat sets performance expectations regarding service, information technology, information management, security, and communications. It facilitates their achievement by providing departments with advice on the interpretation of policies and standards, by monitoring compliance, and by facilitating capacity development within relevant functional communities. In addition, the Secretariat is responsible for establishing and leading strategies to support the horizontal management of information management and information technology operations and services across government.

1.4  Assets and Acquired Services

Under the Assets and Acquired Services subactivity, the Secretariat continues to monitor performance regarding the management of assets, acquired services, procurement, project management, and investment planning. In order to help departments achieve performance expectations, the Secretariat provides advice to departments on the interpretation of policies and standards, monitors compliance, and facilitates capacity development within relevant functional communities.

1.5  Human Resources and Compensation Management

Under the Human Resources and Compensation Management subactivity, the Secretariat sets performance expectations regarding its areas of responsibility for human resources management (such as labour relations, occupational health and safety, essential services, and discipline), which are set within a larger human resources management strategy for which the Public Service Human Resources Management Agency of Canada has primary responsibility. The Secretariat facilitates the achievement of its performance expectations by providing departments with advice on the interpretation of policies and standards, monitoring compliance, and facilitating capacity development within relevant functional communities. In support of the Treasury Board's human resources management role, the Secretariat also elaborates the Compensation Policy Framework for the determination of compensation, including pension and benefits, in the core public administration, the Canadian Forces, and the Royal Canadian Mounted Police, and for the management of pensions and benefits; conducts collective bargaining for the core public administration; obtains negotiation mandates for agencies; and oversees pay administration.

Priorities

The following table outlines key commitments and supporting initiatives in the Secretariat's efforts to strengthen governance, accountability, and management practices.

1. Strengthening governance, accountability, and management practices
Commitment: Trust and confidence in government are enhanced through the implementation of the Federal Accountability Act and through improved reporting to Parliament
Subcommitment	Performance Measures for 2007–08
Implementation of the Federal Accountability Act is successfully coordinated under the leadership of the Treasury Board of Canada Secretariat	Federal Accountability Act commitments of all government departments are well coordinated and targets are monitored
Leadership is provided by the Secretariat in implementing Treasury Board of Canada Secretariat elements of the Federal Accountability Act	The Lobbying Act is brought into force and accompanying regulations are developed Guidance is developed and issued on the dispute resolution mechanisms for the accounting officer model Federal Accountability Act amendments to the Access to Information Act and the Privacy Act are implemented
Reporting to Parliament is improved	A plan is developed for public reporting on planned spending and results at a whole-of-government level—linked to the whole-of-government framework Parliamentarians are provided with a whole-of-government view of actual spending linked to the results by including spending information in Canada's Performance The guidance and reporting requirements for reports on plans and priorities and departmental performance reports and streamlined, in consultation with key stakeholders Support is provided in the development of proposals for the implementation of accrual budgeting and appropriations The form, content, and timelines of the Public Accounts of Canada continue to be improved
Commitment: Responsibilities of deputy heads are clarified in accordance with the Federal Accountability Action Plan—streamlining rules while strengthening accountability and efficiency—through the renewal of the Treasury Board policy suite
Subcommitment	Performance Measures for 2007–08
The Treasury Board policy suite is streamlined and policies are renewed and implemented	The Treasury Board policy suite is streamlined, clear, and consistent, with a reduction in the number of policies by at least 50 per cent Treasury Board policies relating to service, information management and information technology, terms and conditions of employment, communications, and government security are renewed Policies are supported by sound implementation plans, as well as communications and training to support departments in meeting requirements
Renewed policies are developed and implementation plans put in place in response to the Federal Accountability Action Plan reviews of three key policy areas—grants and contributions, procurement, and financial management	Treasury Board approval of revised policies on grants and contributions is sought, in response to the recommendations of the Blue Ribbon Panel Treasury Board approval of revised policies on procurement is sought, in response to the recommendations of the Independent Procurement Review Treasury Board approval of revised financial management policies is sought, in response to the recommendations of the Senior Committee on the Review of the Financial Management Framework Policies are supported by sound implementation plans, as well as communications and training to support departments in meeting requirements Other recommendations from the Action Plan reviews, including legislative proposals, are reviewed and implemented as appropriate
Compliance with policies and legislation is strengthened through the development and implementation of a compliance framework	A compliance framework that includes consequences for non-compliance is developed for consideration by Treasury Board ministers Mechanisms are established to monitor compliance, and an appropriate range of measures is identified to address instances of poor management A broad approach to the management of compliance, including discipline, is supported by a committee of deputy ministers to ensure fair, equitable, and consistent practices
Commitment: Management oversight is improved across government through the use of better tools, processes, and information
Subcommitment	Performance Measures for 2007–08
Departmental management practices are enhanced through better understanding, ownership, and use of the Management Accountability Framework (MAF) by deputy ministers	Guidance and support are provided to departments and agencies to strengthen self-assessment and encourage the use of MAF findings in departmental decision making
Treasury Board of Canada Secretariat management oversight is strengthened through better processes and instruments for assessing management performance	The MAF indicators and the methodologies for measuring and rating departmental performance are further refined in collaboration with the Treasury Board portfolio agencies and departments
Treasury Board of Canada Secretariat analysis and advice on departmental and government-wide management performance are enhanced through the application of MAF findings	Proposals are developed for reporting the results of MAF assessments to ministers and central agencies in support of decision making and parliamentary reporting
Commitment: Financial management and auditing policies, practices, and capacity across the Government of Canada are strengthened
Subcommitment	Performance Measures for 2007–08
Leadership is provided in improving departmental financial management practices in support of renewed policies	Directives, standards, and other guidance are developed and issued and implementation of policy changes is commenced in the areas of grants and contributions and financial management Implementation of a comprehensive multi-year human resources strategy for the financial management and internal audit communities is under way through the development of methodologies and tools in support of enhanced professional capacity and community-based approaches
Internal audit plans, operations, and practices across government are enhanced	The Directive on Departmental Audit Committees is supported through leadership on the recruitment, qualification, selection, placement, and ongoing development of external members for departmental audit committees A program of horizontal audits of small and large departments and agencies is planned and initiated Technological and other enablers (e.g. an omnibus contracting arrangement) to leverage the internal audit resource base across government are developed A performance measurement and assessment strategy for the Policy on Internal Audit is developed and implemented Guidance is developed and issued to audit committees on monitoring and reporting on departmental commitments made in response to reports of the Auditor General of Canada
Commitment: Management performance is strengthened through the development of strategies and tools to support service transformation
Subcommitment	Performance Measures for 2007–08
Strategies are developed and implemented to address horizontal issues and improve alignment of service transformation initiatives	Forums are created to promote leadership of service transformation and facilitate the sharing of leading practices among deputy ministers, assistant deputy ministers, and management communities A process is developed to enable senior officials to review, steer, align, and measure progress of service transformational initiatives under way Labour relations and change management issues are identified and discussed with affected collective bargaining agents
Leadership is provided through collaboration with departments to move forward with Corporate AdministrativeShared Services	A detailed approach and a plan for the implementation of a proof of concept for Corporate Administrative Shared Services are developed and brought forward to the Treasury Board for consideration
Leadership is provided on key Government of Canada initiatives to implement more effective approaches to technology, information, and service	Strategies are developed on whole-of-government approaches to identification, authentication, and authorization; personalized web services; and inventory of direct external services A detailed examination of linkages between employee engagement, service quality, and citizen satisfaction in the public service value chain is undertaken and results are reported
Enhanced capacity is built and supported to enable effective management of technology, information, and service in the Government of Canada	Aplan is developed to strengthen information management capacity in a manner that supports increased transparency of government operations and enables effective and efficient program and service delivery Services and products are developed to support the growth and development of leadership and human resources capacity in key service transformation communities
Effectiveness of oversight of significant investments and projects in technology, information, and services is strengthened	Management expectations are clarified and guidance is strengthened in the oversight of information technology, information management, and service transformation projects
Commitment: Canada's regulatory management is improved through a modern approach to smart regulation
Subcommitment	Performance Measures for 2007–08
A strengthened modern approach to regulating is implemented	An action plan on the implementation of a new directive on regulatingis developed by the Secretariat for internal and external use Mechanisms for monitoring and reporting are developed
Support to regulatory departments to implement the regulatory policy is improved	Guidance for the implementation of a new directive on regulatingis developed A curriculum to strengthen the skills of the regulatory community is developed in collaboration with the Canada School of Public Service
Regulatory cooperation is strengthened and coordinated	A strategy for strengthening regulatory cooperation and coordination among departments is proposed Expert advice is provided on regulatory cooperation nationally and internationally

Financial Resources

($ thousands)	2007–08	2008–09	2009–10
Secretariat Operations1	$124,900.0	$119,896.1	$119,804.1
1. Includes funds allocated from Corporate Strategy and Services.

Human Resources (FTEs)

2007–08	2008–09	2009–10
628	614	613

2.  Expenditure Management and Financial Oversight

The Treasury Board is often referred to as "the budget office" because of the important role it plays in managing and overseeing expenditures of the government, along with the minister of Finance and the prime minister. Supported by the Treasury Board of Canada Secretariat, the Treasury Board's role is to ensure efficiency and effectiveness in federal expenditure management. The Expenditure Management and Financial Oversight program activity represents the Secretariat's role in support of the budget office, with responsibilities for advising on financial, expenditure, and project authorities and resource allocation.

Key objectives for this program activity include:

• the preparation of the government's Main and Supplementary Estimates, which are tabled annually in Parliament to obtain voted appropriations for departments and agencies;
• the cost and performance expectations of government programs are well defined and understood;
• departments and the Secretariat have the tools and information required to assess program spending and performance against government priorities on an ongoing, systematic basis;
• information on program spending, priorities, and performance is well integrated into expenditure management decision making by the government; and
• parliamentarians and Canadians are provided with timely, accurate, and complete financial and performance information on program plans and results.

In the Treasury Board of Canada Secretariat Program Activity Architecture, there are three subactivities that contribute to the Expenditure Management and Financial Oversight program activity:

1. Financial Oversight and Reporting;
2. Government of Canada Expenditure Management and Oversight; and
3. Departmental Expenditure Oversight.

2.1  Financial Oversight and Reporting

In undertaking its work under the Financial Oversight and Reporting subactivity, the Secretariat aims to ensure that appropriate financial information, controls, and sound resource stewardship are in place at all levels across government. The Secretariat will continue its efforts to ensure that appropriate frameworks, policies, and guidance on financial management are available, and that appropriate accounting standards are used for timely, complete, and accurate financial reporting.

The Secretariat also undertakes a number of accounting-related activities under this subactivity, including developing and maintaining the government-wide Chart of Accounts; monitoring and providing support on major litigation and contingent liabilities; and managing the preparation and maintenance of the Public Accounts of Canada and the government's financial statements.

These activities are ultimately intended to improve the Secretariat's capacity for oversight, analysis, and forecasting of expenditures through the timely provision and consolidation of actual spending data and thus provide more detailed and reliable information to parliamentarians and to Canadians on the state of government-wide financial results.

2.2  Government of Canada Expenditure Management and Oversight

The Secretariat supports its budget office role by undertaking activities related to Government of Canada Expenditure Management and Oversight. The activities in this subactivity are targeted at optimizing government-wide expenditure allocation, providing analytical support to the oversight of expenditures and determination of compensation within the federal government, and reporting to Parliament in order to achieve results for Canadians. Key activities that support this are:

• the tabling in Parliament of the Estimates documents in support of supply legislation;
• the supply process by which the government seeks parliamentary spending authority for the portion of overall expenditures that is appropriated annually as part of the fiscal plan; and
• the tabling of the Canada's Performance report, which tracks the federal government's contribution to comprehensive outcomes.

Reporting to Parliament is an important responsibility, given Canadians' expectations of accountability and transparency. The Secretariat will continue to place emphasis on improving reporting to Parliament under the subactivity of Government of Canada Expenditure Management.

2.3  Departmental Expenditure Oversight

In undertaking activities related to Departmental Expenditure Oversight, the Secretariat aims to ensure that program spending by departments and related performance information is well integrated and analyzed to support advice, informed decision making, oversight, and reporting to the Treasury Board and Parliament.

Key activities include:

• providing advice on departmental submissions to Cabinet focussed primarily (but not exclusively) on expenditure risk, including funding pressures and mitigation strategies;
• providing advice on strategic resource allocation and effective program design for departments and agencies;
• reviewing, monitoring, and assessing programs from the horizontal or government-wide perspective;
• improving results-based information and management of programs and spending to ensure that decisions on allocation and reallocation are made on the basis of performance and value for money;
• providing timely direction and advice to departments and agencies on estimates and alignment of spending, priorities, and results for improved accountability, transparency, and performance reporting to Parliament and Canadians; and
• enhancing departmental financial analysis and reporting through improved standards and the move to audited departmental financial statements.

These activities are intended to strengthen results-based information on programs and spending to ensure that better information and advice are provided to Cabinet and the Treasury Board on new and existing programs to support decision making on resource allocation and, ultimately, to provide value for money.

Priorities

The following table outlines key commitments and supporting initiatives in the Secretariat's efforts to strengthen results-based expenditure management and financial oversight.

2. Strengthening results-based expenditure management and financial oversight
Commitment: Better information and advice are provided to Cabinet and the Treasury Board on new and existing programs to support decision making on resource allocation
Subcommitment	Performance Measures for 2007–08
Treasury Board submission requirements are strengthened and support provided to the Privy Council Office to strengthen requirements for memoranda to Cabinet to ensure they provide more detail and context to support resource allocation decisions	The Privy Council Office is supported in the development of proposals for strengthening the information content of memoranda to Cabinet in conjunction with the requirements for Treasury Board submissions being strengthened to better support Cabinet review of new spending proposals The requirements of the new expenditure management system regime are communicated to client departments and agencies
The first round of systematic reviews of program spending is conducted	A process and a methodology are developed for strategic periodic reviews of spending programs and include the development of selection and sequencing criteria for reviews and the selection of candidates for and launching of the first year of reviews
Advice to the Treasury Board on resource allocation is strengthened using improved financial and expenditure information, as well as audit and evaluation information	The quality of financial, management, and program performance information in the departmental Management, Resources, and Results Structure is improved and the information made available Active oversight of evaluation reports is increased and the use of evaluation findings is enhanced to inform Treasury Board policy and expenditure management decision making Progressive implementation of an enhanced sign-off role in departments and the Office of the Comptroller General is commenced
Commitment: Capacity is strengthened to provide clear and timely information on expenditures to support oversight and reporting
Subcommitment	Performance Measures for 2007–08
Treasury Board of Canada Secretariat capacity for oversight, analysis, and forecasting of expenditures is improved through the timely provision and consolidation of actual spending data	Use of administrative data systems is enhanced to track expenditures during the year to support the management of parliamentary authorities and to better forecast year-end spending Data and methodologies to support total compensation planning approach are improved A strategic planning approach for National Joint Council employee reimbursement policies, which includes formulating key principles for decision making, is developed
More detailed and reliable information provided to parliamentarians and the public on government spending	Standards are developed for departmental financial analysis, and internal and external results Tools, training, and guidance to support enhanced departmental financial analysis and reporting are developed and under way
Commitment: Results-based management is strengthened and information on programs and spending is improved
Subcommitment	Performance Measures for 2007–08
The quality of program performance information is improved through Treasury Board of Canada Secretariat leadership in the implementation of the Management, Resources,and Results Structure (MRRS) Policy	Departmental program activity architectures reflecting all programs as per the MRRS Policy are developed in order to provide a comprehensive inventory of the government's programs Client departments and agencies are supported in the development of their Program Activity Architecture and performance indicators Business requirements for the Budget Office System Renewal project are identified by users
Treasury Board of Canada Secretariat capacity is strengthened to collect and analyze audit and evaluation information to support decision making	Internal audit reporting requirements, strategies, and mechanisms are defined A registry of evaluation reports is maintained and the ability of the Secretariat to use evaluation information to inform decision making is enhanced
Commitment: Strengthening the evaluation function
Subcommitment	Performance Measures for 2007–08
The Evaluation Policy is renewed and an implementation plan developed	The Evaluation Policy is renewed along with supporting directive and standards The Evaluation Implementation Action Plan is developed
Evaluation tools are developed and improved in support of broadened evaluation coverage	New evaluation standards and guidelines are established to support use of new evaluation tools and implementation of the new Evaluation Policy A new suite of evaluation approaches is introduced to support more timely and broader evaluation coverage, and to tailor the chosen evaluation approach to an assessment of program risk
New tools and other support are provided to improve competencies and increased capacity	Core evaluation competencies are developed in collaboration with stakeholders and delivery agents A certification process is developed and a professional development program for government evaluators is launched

Financial Resources

($ thousands)	2007–08	2008–09	2009–10
Secretariat Operations1	$65,178.9	$52,489.9	$52,481.9
Centrally Managed Funds	$2,582,286.0	$2,801,440.0	$2,974,840.0
Total	$2,647,464.9	$2,853,929.9	$3,027,321.9
1. Includes funds allocated from Corporate Strategy and Services.

Human Resources (FTEs)

2007–08	2008–09	2009–10
298	297	297

Centrally Managed Funds

The Secretariat has responsibility for managing access to the central funds, and the expected result is that these funds are administered in accordance with applicable legislation, Treasury Board policies, and Treasury Board standards.

($ thousands)	2007–08	2008–09	2009–10
Government Contingencies (Secretariat Vote 5)	$750,000.0	$750,000.0	$750,000.0
Government-wide Initiatives (Secretariat Vote 10)	$2,520.0	$8,320.0	$8,320.0
Public Service Compensation (Secretariat Vote 15)	$0	$0	$0
Public Service Insurance (Secretariat Vote 20)	$1,829,746.0	$2,043,100.0	$2,216,500.0
Payments under the Public Service Pension Adjustment Act (Statutory)	$20.0	$20.0	$20.0
Total	$2,582,286.0	$2,801,440.0	$2,974,840.0

• Government Contingencies (Secretariat Vote 5)
  Government contingencies consist 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, that are not provided for in the estimates of other government departments.

• Government-wide initiatives (Secretariat Vote 10)
  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)
  This vote is used to compensate departments, agencies, and appropriation-dependent Crown corporations for the impact of collective bargaining agreements and other related adjustments to terms and conditions of service or employment. Funds are appropriated in Vote 15 through Supplementary Estimates and subsequently transferred to other government departments and agencies.

• Public Service Insurance (Secretariat Vote 20)
  These funds are used in support of the Treasury Board's role as employer for public service pensions, benefits, and insurance including:
  • 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.

3.  Corporate Strategy and Services

The Corporate Strategy and Services program activity includes key functions related to supporting the Treasury Board and the internal management of the Secretariat.

Key objectives of this program activity are:

• providing integrated support to the Treasury Board;
• ensuring effective corporate governance and accountability of the Secretariat as a department;
• reinforcing and supporting relationships with key stakeholders; and
• ensuring effective and efficient internal management.

In the Treasury Board of Canada Secretariat Program Activity Architecture, there are four subactivities that feed into the program activity. They are:

1. Corporate Priorities and Planning;
2. Strategic Communications and Ministerial Affairs;
3. Corporate Services; and
4. Legal Services.

3.1  Corporate Priorities and Planning

The Corporate Priorities and Planning subactivity represents the efforts of the Secretariat to ensure a coherent and integrated management agenda for the Government of Canada and in leading the development and implementation of key ministerial and corporate priorities. This subactivity also represents the work of the Secretariat's leadership to position itself as a model in the areas of strategic management, planning, reporting, and governance. Corporate Priorities and Planning leads the Secretariat's departmental integrated business planning and priority-setting processes. Efforts will build on progress to date to further strengthen governance. This includes the implementation of the corporate risk profile and the development of a performance measurement framework in line with the Management, Resources, and Results Structure Policy.

3.2  Strategic Communications and Ministerial Affairs

Under the Strategic Communications and Ministerial Affairs subactivity, key advice and service are provided to every sub-subactivity in the Treasury Board of Canada Secretariat.

The Strategic Communications and Ministerial Affairs subactivity represents Secretariat support provided to the Treasury Board, its subcommittees, and ad hoc committees.Through this subactivity, the Treasury Board agenda is managed, and formal Treasury Board decisions are recorded and issued.

Through this subactivity, Strategic Communications and Ministerial Affairs also supports the President of the Treasury Board and the senior executive of the Treasury Board of Canada Secretariat by delivering sound communications, advice, plans, and products. Through these services, Treasury Board policies, initiatives, and accomplishments are communicated to external, internal, and interdepartmental audiences through multiple media channels, including the web.

Strategic Communications and Ministerial Affairs also facilitates the Secretariat's effective working relationships with key federal partners and stakeholders by providing national support to regional federal councils and their secretariats.

3.3  Corporate Services

Under the Corporate Services subactivity, service and support are provided to the Treasury Board of Canada Secretariat in the areas of human resources, financial and administrative management, information management and information technology, audit and evaluation, and security.

3.4  Legal Services

Under the Legal Services subactivity, legal services are provided to the Treasury Board in its roles as employer, management board, and budget office, as well as to the President, the Secretariat, and the other organizations within the Treasury Board portfolio (the Public Service Human Resources Management Agency of Canada and the Canada School of Public Service).

Through this subactivity, the Legal Services Unit provides strategic legal advice and litigation support, scans and tracks legal trends, and provides training on legal subjects. In addition, the Unit is responsible for representing public service employers before entities such as the Public Service Labour Relations Board, Public Service Staffing Tribunal, Federal Court, and Federal Court of Appeal.

Priorities

The Secretariat's current efforts to improve internal management are focussed in two key areas. The Secretariat is working to ensure that:

1. enabling strategies are developed and implemented within the Secretariat and across departments to support implementation of priority management initiatives; and
2. internal management practices continue to be improved in response to the Treasury Board of Canada Secretariat Management Accountability Framework (MAF) assessment and workplace surveys.

The following table outlines key related initiatives in each of these areas for the planning period and performance measures for 2007–08.

3. Strengthening internal management
Commitment: Corporate enabling strategies are developed and implemented within the Secretariat and across departments, consistent with the renewed role of the Treasury Board
Subcommitment	Performance Measures for 2007–08
Internal and interdepartmental engagement strategies are developed and implemented to support the government's management agenda	An action plan is developed and implemented within the Secretariat, focussed on key management initiatives and on new approaches to working with the Treasury Board, other departments, and central agencies Learning strategies are developed and implemented in support of the action plan Results of the action plan are communicated and outreach plans are developed to support the engagement strategy
Treasury Board operations are strengthened through implementation of new approaches and tools	An updated Treasury Board submission guide is posted on the Secretariat website Internal processes to improve support to the Treasury Board are updated to meet the requirements of a new directive on regulating
The Treasury Board of Canada Secretariat's Sustainable Development Strategy for 2007–09 is implemented	Departmental progress contributes to improved management of and accountability for sustainable development within the Government of Canada The Secretariat contributes to progress on federal priorities related to sustainable development Environmental stewardship of Treasury Board of Canada Secretariat operations is improved
Commitment: Internal management practices continue to be improved in response to the Treasury Board of Canada Secretariat Management Accountability Framework assessment and workplace surveys
Subcommitment	Performance Measures for 2007–08
Human resources management is improved, with progress on an open and transparent process for staffing, strengthened linkages to Treasury Board of Canada Secretariat business planning, and implementation of a human resources plan	A human resources plan is completed in accordance with the Public Service Modernization Act A corporate resourcing and recruitment plan that is aligned with the Secretariat's business requirements is developed, implemented, and integrated within the business planning process The Secretariat's career development programs for key communities are strengthened and expanded Bilingualism continues to be strengthened and public service values promoted in the workplace
Internal stewardship is improved, with continuing emphasis on improving financial reporting and strengthening information management	Significant progress is made in the documentation of key controls to support control-based audit A risk-based audit plan and a risk-based evaluation plan are developed to identify the audits and evaluations that should be undertaken over the planning period A departmental information management policy is developed and a pilot project is completed to support development of information management directives and standards
Continued progress is made in efforts to strengthen governance and strategic direction, including continued integration of strategic, human resources, and business planning; the implementation of a corporate risk profile; and development of a performance measurement framework	Interim directives are developed for the Secretariat based on the Management of Information Technology Policy Secretariat strategic planning processes are further refined in accordance with the Management, Resources, and Results Structure (MRRS) Policy and Management Accountability Framework expectations A Secretariat corporate risk profile is used to support senior management discussions and to guide strategic and business planning A Secretariat performance measurement framework is developed in accordance with timelines established for all departments

Financial Resources

($ thousands)	2007–08	2008–09	2009–10
Allocated Corporate Strategy and Services	$54,095.0	$53,490.0	$53,464.0

Human Resources FTEs

2007–08	2008–09	2009–10
414	412	412

4.  Toronto Waterfront Revitalization Initiative

The Treasury Board of Canada Secretariat's Report on Plans and Priorities will not discuss the activities of the Toronto Waterfront Revitalization Initiative, as this initiative was transferred to Environment Canada as part of the machinery of government changes announced on January 4, 2007. Financial resources related to the Toronto Waterfront Revitalization Initiative will be transferred from the Secretariat to Environment Canada through the 2007–08 Supplementary Estimates.

Financial Resources

($ thousands)	2007–08	2008–09	2009–10
	$253,104.1	$0.0	$0.0

 

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