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Section III: Supplementary Information
Organizational Information
Treasury Board of Canada Secretariat Organization
Departmental Links to Government of Canada Outcomes
| 2007–08 | ||||||||||
| ($ thousands) | Budgetary | |||||||||
| Program Activity | Operating | Contributions and Other Transfer Payments | Gross Budgetary Expenditures | Less: Respendable Revenue | Net Budgetary Expenditures | Total Main Estimates | Adjustments (Planned Spending not in Main Estimates) | Total Planned Spending | ||
|
Strategic Outcome: Government is well managed and accountable, and resources are allocated to achieve results |
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|
Management Policy Development and Oversight |
||||||||||
|
Secretariat Operations |
118,878.0 | 200.0 | 119,078.0 | – | 119,078.0 | 119,078.0 | 5,822.0 | 124,900.0 | ||
|
Expenditure Management and Financial Oversight |
||||||||||
|
Secretariat Operations |
65,178.9 | – | 65,178.9 | – | 65,178.9 | 65,178.9 | – | 65,178.9 | ||
|
Centrally Managed Funds |
2,722,466.0 | 520.0 | 2,722,986.0 | (142,200.0) | 2,580,786.0 | 2,580,786.0 | 1,500.0 | 2,582,286.0 | ||
|
Strategic Outcome: Sustainable urban development and infrastructure renewal in the Toronto Waterfront area |
||||||||||
|
Revitalization of the Toronto Waterfront |
||||||||||
|
Secretariat Operations |
2,294.1 | 232,810.0 | 235,104.1 | – | 235,104.1 | 235,104.1 | – | 235,104.1 | ||
|
Total |
2,908,817.0 | 233,530.0 | 3,142,347.0 | (142,200.0) | 3,000,147.0 | 3,000,147.0 | 7,322.0 | 3,007,469.0 | ||
|
The Treasury Board of Canada Secretariat's Strategic Outcome "Government is well managed and accountable, and resources are allocated to achieve results"contributes to the achievement of the Government of Canada's "Government Affairs" outcome. The Treasury Board of Canada Secretariat's Strategic Outcome "Sustainable urban development and infrastructure renewal in the Toronto Waterfront area"contributes to the achievement of the Government of Canada's "Strong Economic Growth" outcome. |
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Table 1: Departmental Planned Spending and Full-time Equivalents
|
($ thousands) |
Forecast Spending1 2006–07 |
Planned Spending2 2007–08 |
Planned Spending 2008–09 |
Planned Spending 2009–10 |
|
Management Policy Development and Oversight |
||||
|
Secretariat Operations3 |
125,821.2 | 119,078.0 | 117,899.1 | 117,803.1 |
|
Expenditure Management and Financial Oversight |
||||
|
Secretariat Operations4 |
48,794.8 | 65,178.9 | 52,489.9 | 52,481.9 |
|
Centrally Managed Funds |
2,559,020.0 | 2,722,986.0 | 2,948,440.0 | 3,123,140.0 |
|
Revitalization of the Toronto Waterfront |
||||
|
Secretariat Operations5, 6 |
– | 235,104.1 | 0.0 | 0.0 |
|
|
||||
|
Budgetary Main Estimates (gross) |
2,733,636.0 | 3,142,347.0 | 3,118,829.0 | 3,293,425.0 |
|
Less: Respendable revenue7 |
(135,410.0) | (142,200.0) | (149,100.0) | (151,100.0) |
|
|
||||
|
Total Main Estimates |
2,598,226.0 | 3,000,147.0 | 2,969,729.0 | 3,142,325.0 |
|
|
||||
|
Adjustments8 |
||||
|
Supplementary Estimates A |
502,542.4 | |||
|
- Veterans Charter pension and benefit program |
1,500.0 | 2,100.0 | 2,800.0 | |
|
- Internal Audit Policy |
3,097.0 | |||
|
- Federal Accountability Action Plan (pending approval) |
2,725.0 | 1,997.0 | 2,001.0 | |
|
Supplementary Estimates B |
111,863.3 | |||
|
Other |
||||
|
Treasury Board Vote 15 |
(508,549.0) | |||
|
Employee Benefit Plan (EBP) |
||||
|
|
||||
|
Total Adjustments |
105,795.0 | 7,322.0 | 4,097.0 | 4,801.0 |
|
|
||||
|
Total Planned Spending |
2,704,082.7 | 3,007,469.0 | 2,973,826.0 | 3,147,126.0 |
|
|
||||
|
Total Planned Spending |
2,704,082.7 | 3,007,469.0 | 2,973,826.0 | 3,147,126.0 |
|
Less: Non-respendable revenue |
(10,000.0) | (10,000.0) | (10,000.0) | (10,000.0) |
|
Plus: Cost of services received without charge |
13,419.3 | 18,103.7 | 19,242.1 | 20,386.0 |
|
|
||||
|
Total Departmental Spending |
2,707,502.0 | 3,015,572.7 | 2,983,068.1 | 3,157,512.0 |
|
|
||||
|
Full-time Equivalents |
1,359 | 1,340 | 1,323 | 1,322 |
|
|
||||
1. The Program Activity Architecture (PAA) approved for the Treasury Board of Canada Secretariat takes effect in 2007–08. Forecast spending was restated to reflect resource allocation under the new PAA.
| 2006–07 Main Estimates Crosswalk to New PAA (Excluding Respendable Revenue) | ||||
| ($ thousands) | Management Policy Development and Oversight | Expenditure Management and Financial Oversight | Revitalization of the Toronto Waterfront1 | Total |
|
Management and Expenditure Performance |
90,211.3 | 42,510.7 | 132,722.0 | |
|
Comptrollership |
35,609.9 | 6,284.1 | 41,894.0 | |
|
Centrally Managed Funds |
2,559,020.0 | 2,559,020.0 | ||
|
Total |
125,821.2 | 2,607,814.8 | 2,733,636.0 | |
2. Planned Spending by PAA was redistributed to more appropriately reflect the spending restraint reduction.
3. Includes a portion of Corporate Strategy and Services resources: $46.4 million in 2006–07, $34.5 million in 2007–08, $37.0 million in 2008–09, and $37.0 million in 2009–10.
4. Includes a portion of Corporate Strategy and Services resources: $17.4 million in 2006–07, $18.9 million in 2007–08, $16.5 million in 2008–09, and $16.5 million in 2009–10.
5. Includes a portion of Corporate Strategy and Services resources: $0.6 million in 2007–08.
6. Planned spending includes funding for the Toronto Waterfront Revitalization Initiative. In accordance with the January 4, 2007, changes in ministers' responsibilities, this authority will be transferred from the Secretariat to Environment Canada through the 2007–08 Supplementary Estimates.
7. Respendable Revenue is used to cover the costs incurred by the Secretariat on behalf of other government departments for shared initiatives such as the Public Service Superannuation Account Pension Fund (Vote 1) and Public Service Insurance (Vote 20).
8. 2006–07 Adjustments:
Supplementary Estimates A adjustments include the following initiatives:
Vote 1—Expenditure Management Information System ($7.29 million), Operating Budget Carry Forward ($7.18 million), Federal Accountability Action Plan ($2.53 million), Pension Account Litigation ($1.96 million), Changes to the Public Service Health Care Plan ($1.38 million), Revised Cost of the New Ministry ($0.15 million), Expenditure Review Committee Savings (–$0.88 million), Expenditure Restraint (–$10.1 million), transfers from and to other departments ($6.42 million), and transfers to the Grants and Contributions Vote (–$0.23 million).
Vote 2—Transfer from Citizenship and Immigration Canada of the Toronto Waterfront Revitalization Initiative ($86.04 million) and transfers from the Operating Vote ($0.23 million).
Vote 10—Expenditure Restraint (–$10.48 million).
Vote 15—Compensation adjustments for transfers to departments and agencies for salary adjustments ($407.994 million).
Vote 20—Collective Agreements—Public Service Alliance of Canada and Public Service Human Resources Management Agency of Canada Joint Learning Program ($3.05 million).
Supplementary Estimates B adjustments include the following initiatives:
Vote 1—Corporate Administrative Services ($8.1 million), Policy on Internal Audit ($1.6 million), transfer to Foreign Affairs and International Trade ($0.34 million), and transfers to the Grants and Contributions Vote (–$0.02 million).
Vote 2—Harbourfront Corporation ($1.0 million) and transfer to Parks Canada ($0.86 million).
Vote 10—Policy on Internal Audit ($11.15 million) and Expenditure Restraint (–$10.48 million).
Vote 15—Compensation adjustments for transfers to departments and agencies for salary adjustments ($101.6 million).
Other—Transfers from Vote 15 to departments (–$509.6 million less $1.045 million to Secretariat Vote 1).
The Expenditure Management and Financial Oversight planned expenditures show a decrease in 2008–09 due to the sunset of the two-year funding related to the Expenditure Management Information System ($7.29 million in 2006–07 Supplementary Estimates and $11.0 million in 2007–08 Main Estimates). This decrease results in a redistribution of the Corporate Strategy and Services costs and, consequently, a higher proportion of costs allocated to the Management Policy Development and Oversight program activity.
The Centrally Managed Funds show a growth in expenditures over the three-year planning period for Public Service Insurance, representing increases to payments of the employer's share of health income maintenance, life insurance premiums, payments in respect of provincial health insurance plans, and provincial payroll taxes, as well as pensions, benefits, and insurance plans for employees engaged locally (i.e. outside Canada).
In Budget 2006, the government committed to identifying $1 billion in savings this year and next through a combination of savings from the review of programs. As a result of the review, the government decided to eliminate $13.5 million over two years from Secretariat Vote 10, Government-wide Initiatives. It also decided not to go ahead with the Federal Regional Presence Initiative, reducing the Secretariat's funding by $10 million in 2006–07 and future years.
Table 2: Voted and Statutory Items Listed in Main Estimates
|
($ thousands) |
|||
| Vote or Statutory Item | Truncated Vote or Statutory Wording | 2007–08 Main Estimates |
2006–07 Main Estimates |
| 1 |
Operating Expenditures |
165,899 | 150,649 |
| 2 |
Grants and Contributions |
233,010 | 0 |
| 5 |
Government Contingencies |
750,000 | 750,000 |
| 10 |
Government-wide Initiatives |
2,520 | 13,000 |
| 20 |
Public Service Insurance |
1,828,246 | 1,663,800 |
| (S) |
President of the Treasury Board—Salary and Motor Car Allowance |
75 | 73 |
| (S) |
Contributions to Employee Benefit Plans |
20,377 | 20,684 |
| (S) |
Payments Under the Public Service Pension Adjustment Act |
20 | 20 |
|
Total Treasury Board of Canada Secretariat |
3,000,147 | 2,598,226 | |
Table 3: Services Received Without Charge
|
($ thousands) |
2007–08 |
|
Accommodation provided by Public Works and Government Services Canada |
14,692.5 |
|
Salary and associated expenditures of legal services provided by the Department of Justice Canada |
3,411.2 |
|
Total Services Received Without Charge |
18,103.7 |
Table 4: Sources of Respendable and Non-respendable Revenue
Respendable Revenue
|
($ thousands) |
Forecast Revenue 2006–07 | Planned Revenue 2007–08 | Planned Revenue 2008–09 | Planned Revenue 2009–10 |
|
Management Policy Development and Oversight |
||||
|
Secretariat Operations1 |
3,210.0 | – | – | – |
|
Expenditure Management and Financial Oversight |
||||
|
Centrally Managed Funds2 |
132,200.0 | 142,200.0 | 149,100.0 | 151,100.0 |
|
Total Respendable Revenue |
135,410.0 | 142,200.0 | 149,100.0 | 151,100.0 |
|
1. Respendable revenue is used to cover salaries and operating costs from Public Works and Government Services Canada (Public Service Superannuation) in respect of chargeable costs associated with administering the Public Service Superannuation Act. Treasury Board approval to renew the respendable revenue authority will be sought by 2007–08. 2. Respendable revenue is used to cover health care insurance plan costs from revolving funds and from departments and agencies that pay for employee benefit plans from a non-statutory appropriation. The recovery is based on 8 per cent of the total monthly personnel costs. This account is also used to record the pensioners' share of Pensioners' Dental Services Plan (PDSP) contributions. |
||||
Non-respendable Revenue
|
($ thousands) |
Forecast Revenue 2006–07 |
Planned Revenue 2007–08 |
Planned Revenue 2008–09 |
Planned Revenue 2009–10 |
|
Revenue from parking fees1 |
10,000.0 | 10,000.0 | 10,000.0 | 10,000.0 |
|
Total Non-respendable Revenue |
10,000.0 | 10,000.0 | 10,000.0 | 10,000.0 |
|
Total Respendable and Non-respendable Revenue |
145,410.0 | 152,200.0 | 159,100.0 | 161,100.0 |
| 1. This represents the parking fees collected from public servants in government-owned or -leased facilities. This revenue is deposited directly to the Consolidated Revenue Fund and cannot be used to offset operating expenditures. | ||||
Table 5: Resource Requirement by Branch or Sector
| 2007–08 | ||||||||
| ($ thousands) | Management Policy Development and Oversight | Expenditure Management and Financial Oversight | Revitalization of the Toronto Waterfront | Total Planned Spending | ||||
| Secretariat Operations | Secretariat Operations | Centrally Managed Funds | Secretariat Operations | Secretariat Operations | Centrally Managed Funds | TOTAL | ||
|
Chief Information Officer Branch |
23,356.5 | – | 23,356.5 | – | 23,356.5 | |||
|
Labour Relations and Compensation Operations |
9,235.3 | 958.3 | 10,193.6 | – | 10,193.6 | |||
|
Pension and Benefits Branch |
8,462.8 | – | 1,829,766.0 | 8,462.8 | 1,829,766.0 | 1,838,228.8 | ||
|
Office of the Comptroller General |
28,568.7 | 4,495.4 | 33,064.1 | – | 33,064.1 | |||
|
Expenditure Management Sector |
1,342.5 | 28,652.3 | 752,520.0 | 29,994.8 | 752,520.0 | 782,514.8 | ||
|
Government Operations Sector |
8,893.1 | 1,569.3 | 10,462.4 | – | 10,462.4 | |||
|
Economic Sector |
1,577.1 | 3,681.1 | 5,258.2 | – | 5,258.2 | |||
|
International Affairs, Security and Justice Sector |
1,569.4 | 3,661.8 | 5,231.2 | – | 5,231.2 | |||
|
Social and Cultural Sector |
1,460.5 | 3,409.2 | 4,869.7 | – | 4,869.7 | |||
|
Corporate Priorities and Planning |
534.8 | 534.8 | – | 534.8 | ||||
|
Strategic Communications and Ministerial Affairs |
947.3 | 947.3 | – | 947.3 | ||||
|
Special Initiatives1 |
4,573.8 | 383.7 |
|
|
4,957.5 |
– |
4,957.5 |
|
|
Toronto Waterfront Revitalization Initiative |
|
|
|
234,455.0 |
234,455.0 |
– |
234,455.0 |
|
|
Branches under Corporate Strategy and Services2 |
34,678.2 |
18,367.8 |
|
649.1 |
53,395.1 |
– |
53,395.1 |
|
|
Total |
124,900.0 |
65,178.9 |
2,582,286.0 |
235,104.1 |
425,183.0 |
2,582,286.0 |
3,007,469.0 |
|
|
1. Includes Transformation Alignment Office, Sustainable Development, and funding for the Federal Accountability Act. 2. Includes executive offices, Strategic Communications and Ministerial Affairs, Regulatory Affairs Sector, Corporate Priorities and Planning, Legal Services Branch, Corporate Services Branch, and other central costs. |
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Table 6: User Fees
|
Name of User Fee |
Fee Type |
Fee-setting Authority |
Reason for Fee Introduction or Amendment |
Effective Date of Planned Change |
Planned Consultation and Review Process |
|
Fees charged for processing access requests filed under the Access to Information Act |
Other products and services (O) |
Access to Information Act |
N/A |
N/A |
N/A |
The Treasury Board of Canada Secretariat does not charge user fees other than those related to processing access requests filed under the Access to Information Act. The Secretariat's Access to Information and Privacy Office does not plan user fees. Fees charged are based on requestors applying under the Access to Information Act. The Act sets out the fee structure.
Table 7: Regulatory Initiatives
The Federal Accountability Act provides for regulation-making authority in several areas. In 2007–08, the Secretariat will be developing regulations to achieve the objectives outlined below.
|
Regulations |
Expected Results |
|
1. Set out the administrative measures for complying with the Lobbying Act. |
Lobbyist registration requirements are clear and understood |
|
2. Prescribe limitations to the format in which records can be requested under the Access to Information Act. |
Increased efficiency and effectiveness in the process for making requests under the Access to Information Act |
|
3. Prescribe criteria for adding institutions to Schedule I of the Access to Information Act. |
A streamlined, transparent process for the addition of new institutions to the coverage of the Access to Information Act |
|
4. As per the Financial Administration Act, fix terms that are deemed to be expressly set out in contracts, or classes of contracts, that provide for the payment of any money by Her Majesty or a Crown corporation, including terms: |
|
|
a. prohibiting the payment of contingency fees; b. respecting corruption and collusion in the bidding process for contracts; c. requiring a declaration from bidders on contracts that offences have not been committed under section 121, 124, or 418 of the Criminal Code; and d. respecting the provision of information or records to enable the Auditor General of Canada to enquire into the use of funds provided under funding agreements. |
A bidding and administration process for contracts that respects the government's commitment to fairness, openness, and transparency |
|
Provisions in funding agreements that will support the Auditor General of Canada in fulfilling her mandate |
|
|
5. Prescribe the form, content, and public release of public opinion research contracts and reports. |
Increased transparency and rigour in the procurement and management of public opinion research contracts |
Table 8: Details on Project Spending
|
($ millions) |
Current Estimated Total Cost |
Forecast Spending to March 31, 2007 |
Planned Spending |
Planned Spending |
Planned Spending |
Future Years' Spending Requirement |
|
Expenditure Management and Financial Oversight |
|
|
|
|
|
|
|
Phase B—Budget Office Systems Renewal (BOSR) |
14,942.0 |
5,075.0 |
9,867.0 |
0.0 |
0.0 |
0.0 |
In March 2004, the Treasury Board granted effective project approval for the implementation of the Expenditure Management Information System (EMIS) project. A scheduled internal audit in late 2004 found a number of project-related deficiencies. In response to this audit, all project activities were suspended and subsequently redefined through the development of the new Governance Structure, Strategic Plan, Project Charter, and Business Case.
The new Strategic Plan divides work into four distinct phases:
- Conceptual Architecture and Design;
- Budget Office Systems Renewal (BOSR);
- Results Information Integration (RII); and
- Actual Expenditures Information Integration (AEII).
Phase A, Conceptual Architecture and Design, was completed in early 2006.
Phase B, Budget Office Systems Renewal (BOSR), focusses on the replacement of existing at-risk budget office functionality with a single integrated solution. As a result of this integration, internal Secretariat business processes will also be streamlined and rationalized.
Preliminary project approval for phases C and D will be requested upon completion of Phase B.
Table 9: Sustainable Development Strategy
The Treasury Board of Canada Secretariat (Secretariat) Sustainable Development Strategy (SDS) for 2007–09 is built on ways to support greater accountability to Canadians in both the short and long terms.
The following table outlines the Secretariat's commitments to implementing its sustainable development strategy for 2007–09. While some of these commitments will be met within 2007–08, most will require a longer term approach to ensure appropriate engagement and effective implementation. The Treasury Board of Canada Secretariat's 2007–09 SDS may be found at http://www.tbs-sct.gc.ca/report/orp/2006/sds-eng.asp.
|
Federal SD Goal* |
Performance Measure from Current SDS |
Expected Departmental SDS Results for 2007–08 |
|
Departmental SDS Goal 1: Contribute to improved management of and accountability for sustainable development within the Government of Canada |
||
|
Strengthen federal governance and decision making to support sustainable development (SD) |
Improved guidance on SD for RPPs/DPRs, increased linkages to federal SD goals in reporting, and improved SD reporting from a whole-of-government perspective are provided |
Engage Environment Canada (EC) to establish reporting priorities, to identify ways to improve guidance, and to provide guidance on reporting on horizontal initiatives and reporting from a Government of Canada (GC) perspective |
|
Guidance material for policy writing includes SD as a consideration in the Policy Suite Renewal Initiative |
Include SD in the Secretariat's and PSHRMAC's Policy Development Challenge Questions |
|
|
Revised guidance materials for submissions are developed |
Produce revised guides, tools, and approaches for assessing these |
|
|
Learning opportunities about managing SD for the Secretariat are offered |
Support the Canada School of Public Service (CSPS) government-wide SD training course and explore other opportunities |
|
|
EC is supported by the Secretariat, where appropriate, in leading efforts to improve management tools |
Support EC, as appropriate, in addressing management issues raised in the 2006 Report of the Commissioner of the Environment and Sustainable Development |
|
|
PWGSC is supported, where appropriate, in leading and improving management of greening of government operations (GGO) for the GC through the development of management tools |
Support PWGSC in updating the GGO performance management framework and the performance management desktop |
|
|
Departmental SDS Goal 2: Make progress on federal priorities related to sustainable development |
||
|
Reduce greenhouse gas (GHG) emissions |
Improved learning opportunities through workshops, sessions, and symposia |
Hold the annual Federal Fleet Workshop |
|
Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations |
The administration of the Federal Contaminated Sites Action Plan (FCSAP) program is monitored The Federal Contaminated Sites Inventory (FCSI) is maintained based on data provided and certified by custodians FCSAP reports and plans are prepared annually and a formative program evaluation is conducted, with EC The Federal Contaminated Sites web portal is launched |
Maintain the FCSI and supporting guidance documents on an ongoing basis Perform annual certification of FCSI data completeness and accuracy Review departmental expenditure proposals As requested by EC, analyze annual custodian expenditure and performance data and draft the annual report for the FCSAP program Participate in planning and conducting the FCSAP formative evaluation With EC, implement Federal Contaminated Sites web portal design |
|
Departmental SDS Goal 3: Improve environmental stewardship of Treasury Board of Canada Secretariat operations |
||
|
Reduce GHG emissions GGO: Tenant departments will work with their facilities provider to establish meaningful targets towards the reduction of GHG emissions |
The percentage reduction in GHG emissions is reported annually (based on 2005–06 utility figures for L'Esplanade Laurier) |
Document the baseline, assess opportunities for energy savings, develop a strategy with stakeholders, and implement the strategy |
|
Reduce GHG emissions GGO: Reduce, by 15 per cent from 2005 calendar-year levels, GHG emissions per vehicle kilometre from the departmental fleet by 2010 GGO: All gasoline purchased for federal road vehicles will be ethanol blended, where available GGO: Reduce, by 15 per cent from 2002–03 levels, GHG emissions per vehicle kilometre from the departmental fleet |
Annual average GHG emissions per vehicle kilometre (based on 2005 fleet composition baseline) Percentage of gasoline purchased for federal road vehicles that is ethanol blended (based on 2005–06 baseline) One hundred per cent of drivers are given green driver training (based on 2005–06 baseline) |
Document the baseline and advise the fleet manager; monitor the fleet composition yearly, document the baseline, and provide information for drivers; monitor purchases; and schedule training opportunities |
|
Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations GGO: other opportunities: green stewardship |
Green Citizenship Network (GCN) membership is increase by 25 per cent Environmental initiatives are implemented and associated environmental outcomes identified |
Document the baseline and evaluate opportunities, and develop and implement a strategy with the GCN |
|
Strengthen federal governance and decision making to support SD |
Corporate Services Branch undergoes a successful internal Environmental Management System (EMS) audit |
Produce a first draft of the EMS blueprint, set up a committee, evaluate opportunities, and develop and implement the EMS |
|
GGO: One hundred per cent of materiel managers and procurement personnel take green procurement training |
The Secretariat reports annually on the percentage of its materiel managers, procurement staff, and acquisition card holders trained One hundred per cent of materiel managers and procurement staff are trained Sixty per cent of acquisition card holders are trained in green procurement |
Document the baseline, develop a green procurement e-learning course with the CSPS, ensure materiel managers and procurement staff complete the new e-learning course, and ensure that acquisition card holders complete the new course |
|
GGO: Set a minimum of three procurement targets over three years |
The Secretariat reports annually on the number of contracts issued, quantities purchased, and dollar value of contracts, and identifies environmental outcomes (including total furniture purchases) The Secretariat reports on the pilot program (information technology and management savings, client satisfaction) |
Document the baselines, assess opportunities and acquisition processes, develop strategies, implement and assess a green procurement tracking measure, develop a pilot program with TriNet, and implement and assess the pilot program |
|
GGO: other opportunities: waste management |
The Secretariat reports on the percentage of waste diversion from landfill (based on the waste audit baseline of 2004 for L'Esplanade Laurier) |
Document the baseline, assess recycling opportunities, and develop a strategy with PWGSC; implement a recycling system |
|
A composting program that meets PWGSC guidelines is in place |
Document the baseline, assess composting opportunities, and develop a strategy with PWGSC; implement a composting system |
|
|
Note: Since SD strategies are established on a calendar-year rather than a fiscal-year basis, the work undertaken in the last quarters of 2006–07 is included, as it lays the foundation for the work of 2007–08. * Includes Greening of Government Operations. |
||
Table 10: Internal Audits and Evaluations
To comply with the Treasury Board Policy on Internal Audit, the Secretariat is undertaking significant efforts to strengthen internal audit capacity and delivery processes. Specifically, the Secretariat has developed a comprehensive three-year plan to implement the structure and activities required in the Policy. The Secretariat will continue to build this capacity to ensure that it has a sufficient, competent, professional internal audit function in place.
Internal audits will be undertaken as required under the three-year Risk-based Audit Plan being developed, which is to be approved by the Internal Audit and Evaluation Committee in early 2007–08.
Development of the Risk-based Evaluation Plan, which will identify evaluations to be undertaken in 2007–08, 2008–09, and 2009–10, is planned for 2007–08.
The nature of the audits and evaluations to be undertaken will be reported in the Secretariat's 2008–09 report on plans and priorities.
|
1. Name of Internal Audit / Evaluation |
2. Audit/ Evaluation Type |
3. Status |
4. Expected Completion Date |
5. Electronic Link to Report |
|
Audit of Management Reserve |
Assurance |
In Progress |
September 2007 |
N/A |