ARCHIVED - 2007-08 Part II - Main Estimates

•  
• Table of Contents
•  

This page has been archived.

Treasury Board

Secretariat
Canada School of Public Service
Office of the Registrar of Lobbyists
Public Service Human Resources Management Agency of Canada

---

Ministry Summary

Vote	(thousands of dollars)	2007-2008	2006-2007	Difference
		Main Estimates	Main Estimates
	Treasury Board
	Secretariat
1	Operating expenditures	165,899	150,649	15,250
2	Contributions	233,010	. . . . .	233,010
5	Government Contingencies	750,000	750,000	. . . . .
10	Government-Wide Initiatives	2,520	13,000	(10,480)
20	Public Service Insurance	1,828,246	1,663,800	164,446
(S)	President of the Treasury Board - Salary and motor car
	allowance	75	73	2
(S)	Contributions to employee benefit plans	20,377	20,684	(307)
(S)	Payments under the Public Service Pension Adjustment
	Act	20	20	. . . . .
	Total Secretariat	3,000,147	2,598,226	401,921
	Canada School of Public Service
25	Program expenditures	60,281	84,641	(24,360)
(S)	Contributions to employee benefit plans	6,309	6,544	(235)
(S)	Spending of revenues pursuant to subsection 18(2) of
	the Canada School of Public Service Act	20,000	20,000	. . . . .
	Total Agency	86,590	111,185	(24,595)
	Office of the Registrar of Lobbyists
30	Program expenditures	3,026	. . . . .	3,026
(S)	Contributions to employee benefit plans	337	. . . . .	337
	Total Agency	3,363	. . . . .	3,363
	Public Service Human Resources Management
	Agency of Canada
35	Program expenditures	60,486	97,675	(37,189)
(S)	Contributions to employee benefit plans	8,574	9,205	(631)
	Total Agency	69,060	106,880	(37,820)

---

Secretariat

Strategic Outcome

Government is well managed, accountable, and resources are allocated to achieve results.

Program Activity Descriptions

Management Policy Development and Oversight
Establishing and monitoring clear standards and expectations for federal public sector management.

Expenditure Management and Financial Oversight
Advising on financial, expenditure and project authorities, and resource allocation.

Strategic Outcome

Sustainable urban development and infrastructure renewal in the Toronto Waterfront area.

Program Activity Descriptions

Revitalization of the Toronto Waterfront
Program management and coordination of the federal contribution towards city-building infrastructure, parks, recreation and green spaces for the renewal and revitalization of Toronto's waterfront.

Program by Activities

(thousands of dollars)		2007-2008 Main Estimates			2006-2007
		Budgetary		Total	Main
	Operating	Contributions	Less:		Estimates
		and other	Revenues
		transfer	credited
		payments	to the vote
Management Policy Development and Oversight	125,282	200	. . . . .	125,482	. . . . .
Expenditure Management and Financial Oversight	2,781,110	520	142,200	2,639,430	. . . . .
Revitalization of the Toronto Waterfront	2,425	232,810	. . . . .	235,235	. . . . .
Management and Expenditure Performance: Clear
standards for public management and resources
aligned to achieve government priorities	. . . . .	. . . . .	. . . . .	. . . . .	129,512
Comptrollership: Financial controls ensuring reliable and
transparent reporting of public expenditures	. . . . .	. . . . .	. . . . .	. . . . .	41,894
Centrally Managed Funds	. . . . .	. . . . .	. . . . .	. . . . .	2,426,820
	2,908,817	233,530	142,200	3,000,147	2,598,226

Transfer Payments

(dollars)	2007-2008	2006-2007
	Main Estimates	Main Estimates
Contributions
Management Policy Development and Oversight
International Public Sector Accounting Standards Board	200,000	. . . . .
Revitalization of the Toronto Waterfront
Toronto Waterfront Revitalization Initiative	232,810,000	. . . . .
Total contributions	233,010,000	. . . . .
Other Transfer Payments
Expenditure Management and Financial Oversight
Payments, in the nature of Workers' Compensation, in accordance with
the Public Service Income Benefit Plan for Survivors of Employees
Slain on Duty	498,000	498,000
(S) Payments under the Public Service Pension Adjustment Act	20,000	20,000
Special Indemnity Plan for Spouses of Canadian Forces Attachés	2,000	2,000
Total other transfer payments	520,000	520,000
Total	233,530,000	520,000

---

Canada School of Public Service

Strategic Outcome

Public servants have the common knowledge and leadership and management competencies required to effectively serve Canada and Canadians.

Program Activity Descriptions

Public Servants Able to Perform in their Current Job, Take on the Challenges of the Next Job in a Dynamic, Bilingual Environment
Providing Public Servants with learning activities aligned with Public Service Management Priorities, contributing to a professional and effective Public Service.

Public Service has Stronger Leaders Delivering Results for Canadians
Renewing the Public Service by building strong leadership competencies for existing and emerging leaders.

Public Service Innovates to Achieve Excellence in Delivering Results for Canadians
Enhance the performance and effectiveness of the Public Service by documenting and transferring innovations and best practices in public management.

Program by Activities

(thousands of dollars)	2007-2008 Main Estimates			2006-2007
	Budgetary		Total	Main
	Operating	Contributions		Estimates
		and other
		transfer
		payments
Public Servants Able to Perform in their Current Job,
Take on the Challenges of the Next Job in a Dynamic,
Bilingual Environment	59,910	. . . . .	59,910	. . . . .
Public Service has Stronger Leaders Delivering Results
for Canadians	11,551	. . . . .	11,551	. . . . .
Public Service Innovates to Achieve Excellence in
Delivering Results for Canadians	14,754	375	15,129	. . . . .
Develop, Manage, Disseminate Knowledge Products	. . . . .	. . . . .	. . . . .	16,949
Manage the Provision of Learning Services	. . . . .	. . . . .	. . . . .	94,236
	86,215	375	86,590	111,185

Note: Adjustments have been made to the program activity architecture for the Canada School of Public Service for 2007-2008 due to a change in focus of its mandate. As a result, the program activity Develop, Manage, Disseminate Knowledge Products and the program activity Manage the Provision of Learning Services have been replaced with three new program activities which better reflect the business model of the School.

Transfer Payments

(dollars)	2007-2008	2006-2007
	Main Estimates	Main Estimates
Contributions
Public Service Innovates to Achieve Excellence in Delivering Results for
Canadians
Contribute to research or activities related to the theory and practice of
public sector management	375,000	300,000
Total	375,000	300,000

---

Office of the Registrar of Lobbyists

Strategic Outcome

Transparency and accountability in the lobbying of public office holders contribute to confidence in the integrity of government decision-making.

Program Activity Descriptions

Registration of Lobbyists
Lobbying the federal government is a legitimate activity but it must be done transparently. The Lobbyists Registration Act requires that individuals who are paid to lobby public office holders must disclose certain details of their lobbying activities. The Registrar approves lobbyists' registrations and makes them available for searching in an electronic registry that is accessible on the Internet.

Education and Research
The Office develops and implements educational and research programs to foster awareness of the requirements of the Lobbyists Registration Act and the Lobbyists' Code of Conduct. The primary audiences for programs are lobbyists, their clients and public office holders.

Review and Investigations under the Lobbyists Registration Act and the Lobbyists' Code of Conduct
The Office validates information provided by registered lobbyists to ensure accuracy. Allegations of non-registration or misconduct by lobbyists are reviewed and formal investigations are carried out when required.

Program by Activities

(thousands of dollars)
	2007-2008 Main Estimates		2006-2007
	Budgetary	Total	Main
	Operating		Estimates
Registration of Lobbyists	1,425	1,425	. . . . .
Education and Research	899	899	. . . . .
Review and Investigations under the Lobbyists
Registration Act and the Lobbyists' Code of Conduct	1,039	1,039	. . . . .
	3,363	3,363	. . . . .

---

Public Service Human Resources Management Agency of Canada

Strategic Outcome

A modern, professional Public Service, dedicated to the public interest and supporting Ministers in democratic governance, representative of the Canadian public and serving Canadians with excellence in the official language of their choice, with employees effectively and ethically led in a high quality work environment respectful of their linguistic rights.

Program Activity Descriptions

Modernized Human Resources Management and Strengthened Accountability
This program is composed of three key result areas:

• Human Resources Planning and Accountability;
• Human Resources Management Modernization; and
• Organization and classification.

Representative and Accessible Public Service
This program is composed of two key result areas:

• Employment Equity and Diversity; and
• Official Languages.

Effective, Ethical Leadership and a Quality Work Environment
This program is composed of two key result areas:

• Leadership Development; and
• Public Service Values and Ethics.

Program by Activities

(thousands of dollars)	2007-2008 Main Estimates		2006-2007
	Budgetary	Total	Main
	Operating		Estimates
Modernized Human Resources Management and
Strengthened Accountability	15,015	15,015	55,327
Representative and Accessible Public Service	11,238	11,238	11,291
Effective, Ethical Leadership and a Quality Work
Environment	42,807	42,807	40,262
	69,060	69,060	106,880

Note: The Agency's Main Estimates include the budget for the Public Service Integrity Office although this organization is managed independently from the Agency.

•  
• Table of Contents
•