ARCHIVED - 2010-11 - Main Estimates

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Treasury Board

Ministry Summary

Vote	(thousands of dollars)	2010–11	2009–10	Difference
		Main Estimates	Main Estimates
	Treasury Board
	Secretariat
1	Program expenditures	236,591	175,374	61,217
5	Government Contingencies	750,000	750,000	. . . . .
10	Government-Wide Initiatives	6,215	6,636	(421)
20	Public Service Insurance	2,223,794	2,103,044	120,750
25	Operating Budget Carry Forward	1,200,000	1,200,000	. . . . .
30	Paylist Requirements	500,000	500,000	. . . . .
(S)	Contributions to employee benefit plans	29,592	22,024	7,567
(S)	President of the Treasury Board and Minister for the Asia-
	Pacific Gateway – Salary and motor car allowance	79	78	. . . . .
(S)	Payments under the Public Service Pension Adjustment
	Act	20	20	. . . . .
	Appropriations not required
–	Budget Implementation Initiatives	. . . . .	3,000,000	(3,000,000)
	Total Secretariat	4,946,290	7,757,177	(2,810,887)
	Canada School of Public Service
35	Program expenditures	56,214	58,330	(2,116)
(S)	Contributions to employee benefit plans	6,477	5,860	617
(S)	Spending of revenues pursuant to subsection 18(2) of the
	Canada School of Public Service Act	50,000	50,000	. . . . .
	Total Agency	112,691	114,190	(1,498)
	Office of the Commissioner of Lobbying
40	Program expenditures	4,203	4,120	83
(S)	Contributions to employee benefit plans	422	408	14
	Total Agency	4,625	4,528	97
	Office of the Public Sector Integrity Commissioner
45	Program expenditures	6,033	6,033	. . . . .
(S)	Contributions to employee benefit plans	505	505	. . . . .
	Total Agency	6,538	6,538	. . . . .
	Public Service Human Resources Management Agency
	of Canada
	Appropriations not required
–	Program expenditures	. . . . .	61,127	(61,127)
	Items not required
–	Contributions to employee benefit plans	. . . . .	7,731	(7,731)
	Total Agency	. . . . .	68,858	(68,858)

Note: Details may not add to totals due to rounding.  

Secretariat

Strategic Outcome

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

Program Activity Descriptions

Government-wide Funds and Public Service Employer Payments

The Government-wide Funds and Public Service Employer Payments Program Activity (PA) accounts for funds that are held centrally to supplement other appropriations, from which payments and receipts are made on behalf of other federal organizations. These funds supplement the standard appropriations process and meet certain responsibilities of the Secretariat as the employer of the federal public service. The administration of these funds falls under the Expenditure Management and People Management program activities, but their financial resources are shown separately in the Program Activity Architecture (PAA) for visibility and reporting purposes.

Management Frameworks

The Management Frameworks Program Activity (PA) establishes guiding principles and expectations for public sector management. It includes setting government-wide policy directions in targeted areas such as governance, regulatory management, the Management Accountability Framework (MAF), service, information management and technology.

Working with all federal organizations, the Secretariat provides leadership, challenge, and a community enablement function in areas related to policy development, compliance, performance reporting, and functional community development. This work includes new and emerging issues and priorities related to the management of the Public Service, and promoting a cultural shift in how government deals with risk and innovation. In turn, this work informs the policies in the Expenditure, Financial, and People Management program activities. This program activity is underpinned by a broad set of enabling legislation, including the Financial Administration Act (FAA) .

People Management

The People Management Program Activity (PA) supports efforts across the federal public service to achieve strong leadership and a well managed workforce and workplace. These elements provide the foundation to drive employee engagement and a culture of excellence, leading to high quality policies, programs and services and a sustained and productive public service. In certain instances this program activity includes efforts that extend beyond the core public administration to separate employers and Crown corporations. This program activity undertakes direction-setting activities that include: developing and implementing people management related frameworks and policies; setting and monitoring departmental people management performance expectations; conducting research and analysis regarding the state of people management; and supporting the effective management of the leadership cadre. The program activity also provides public service-wide leadership on managing compensation which it shares with the Expenditure Management program activity and includes: collective bargaining and associated labour relations and establishing and maintaining the public service pension and benefits regime. The People Management program activity supports enabling infrastructure including the human resources functional community and the underlying business processes and systems, and is underpinned by legislation that includes: the Financial Administration Act; Public Service Employment Act; Public Service Labour Relations Act; Public Servant Disclosure Protection Act; Official Languages Act; and Employment Equity Act .

Expenditure Management

The Expenditure Management Program Activity (PA) helps ensure alignment of resources to achieve government priorities in a way that maximizes value for money and provides a whole-of-government perspective on matters related to direct program spending. Working with all federal organizations that are subject to budget appropriation, this program activity undertakes the review, analysis, and challenge of plans and proposals involving departmental spending, expenditure forecasting and strategies, compensation management, and results-based management. This work, as well as the production of government Estimates documents and reporting to Parliament, is facilitated by the Expenditure Management Information System. This program activity forms part of the Expenditure Management System, the framework for the development and implementation of the Government's spending plans and priorities within the limits established by the Budget, which is implemented in coordination with the Department of Finance and the Privy Council Office. The primary piece of legislation underpinning the program's activities is the Financial Administration Act (FAA).

Financial Management

The Financial Management Program Activity (PA) promotes good financial management practices across government to ensure financial activities are carried out effectively and efficiently. Working with all federal organizations, the Secretariat delivers on this role by: developing financial management, accounting, transfer payment and internal audit policies, directives and standards; assisting departments by providing leadership, policy advice and guidance; setting performance expectations and monitoring performance; capacity building and community development within the functional communities; planning horizontal audits and conducting audits of small departments and agencies; providing financial oversight and reporting; and advising central agencies and departments on financial authority issues associated with the Financial Administration Act (FAA) and Appropriation Acts , the primary pieces of legislation underpinning the Financial Management program activity.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program by Activities

(thousands of dollars)		2010–11 Main Estimates			2009–10
		Budgetary		Total	Main Estimates
	Operating	Contributions	Less:
		and other	Revenues
		transfer	credited
		payments	to the vote
Government-wide Funds and Public Service
Employer Payments	5,049,508	520	369,999	4,680,029	7,559,700
Internal Services	90,120	. . . . .	. . . . .	90,120	61,513
Management Frameworks	60,412	. . . . .	. . . . .	60,412	. . . . .
People Management	57,056	. . . . .	. . . . .	57,056	. . . . .
Expenditure Management	30,426	. . . . .	. . . . .	30,426	. . . . .
Financial Management	28,047	200	. . . . .	28,247	. . . . .
Management Policy Development and Oversight	. . . . .	. . . . .	. . . . .	. . . . .	99,349
Expenditure Management and Financial Oversight	. . . . .	. . . . .	. . . . .	. . . . .	36,615
	5,315,569	720	369,999	4,946,290	7,757,177

Note: Details may not add to totals due to rounding.

Transfer Payments

(dollars)	2010–11	2009–10
	Main Estimates	Main Estimates
Contributions
International Public Sector Accounting Standards Board	200,000	200,000
Total contributions	200,000	200,000
Other Transfer Payments
Payments, in the nature of Workers' Compensation, in accordance with
the Public Service Income Benefit Plan for Survivors of Employees
Slain on Duty	495,000	495,000
(S) Payments under the Public Service Pension Adjustment Act	20,000	20,000
Special Indemnity Plan for Spouses of Canadian Forces Attachés	5,000	5,000
Total other transfer payments	520,000	520,000
Total	720,000	720,000

Canada School of Public Service

Strategic Outcome

Public Servants have the Common Knowledge and the Leadership and Management Competencies they Require to Fulfill their Responsibilities in Serving Canadians.

Program Activity Descriptions

Foundational Learning

Contribute to building a professional workforce by enabling public servants to perform in their current job and take on the challenges of the next job in a dynamic, bilingual environment through the provision of foundational learning activities.

Developing and delivering training aligned with Public Service management priorities and which meets the requirements of the Policy on Learning, Training and Development and associated knowledge standards.

Organizational Leadership Development

Strengthening the public service and contributing to Public Service Renewal by building strong leadership competencies for existing and emerging leaders through the provision of leadership development activities such as targeted courses, programs, seminars, and events.

Public Sector Management Innovation

Enhance the performance and effectiveness of the public service by integrating individual development of public servants with organization-focussed solutions for learning, change management and management innovation. Documenting and disseminating innovations and best practices in public management, and providing public service organizations with services for advice and support for learning, change management and innovation in public sector management.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program by Activities

(thousands of dollars)	2010–11 Main Estimates			2009–10
	Budgetary		Total	Main
	Operating	Contributions		Estimates
		and other
		transfer
		payments
Foundational Learning	69,358	. . . . .	69,358	67,426
Internal Services	17,962	. . . . .	17,962	22,228
Organizational Leadership Development	13,724	. . . . .	13,724	12,968
Public Sector Management Innovation	11,332	315	11,647	11,566
	112,376	315	112,691	114,190

Note: Details may not add to totals due to rounding.

Transfer Payments

(dollars)	2010–11	2009–10
	Main Estimates	Main Estimates
Contributions
Contribute to research or activities related to the theory and practice of
public sector management	315,000	375,000
Total contributions	315,000	375,000

Office of the Commissioner of Lobbying

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 Lobbying Act requires that individuals who are paid to lobby public office holders must disclose certain details of their lobbying activities. The Office of the Commissioner of Lobbying approves lobbyists' registrations and makes them available for searching in an electronic registry that is accessible on the Internet.

Reviews and Investigations under the Lobbying 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.

Education and Research

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

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program by Activities

(thousands of dollars)	2010–11 Main Estimates		2009–10
	Budgetary	Total	Main
	Operating		Estimates
Registration of Lobbyists	1,530	1,530	1,541
Reviews and Investigations under the Lobbying Act and the
Lobbyists' Code of Conduct	1,243	1,243	1,023
Internal Services	961	961	880
Education and Research	891	891	1,084
	4,625	4,625	4,528

Note: Details may not add to totals due to rounding.  

Office of the Public Sector Integrity Commissioner

Strategic Outcome

Wrongdoing in the federal public sector is detected, resolved and reported, while public servants are protected from reprisal, resulting in a greater integrity in the workplace.

Program Activity Descriptions

Disclosure and Reprisal Management Program

To provide advice to federal public sector employees and members of the public who are considering making a disclosure and to accept, investigate and report on disclosures of information concerning possible wrongdoing. Based on this activity, the Public Sector Integrity Commissioner will exercise exclusive jurisdiction over the review, conciliation and settlement of complaints of reprisal, including making applications to the Public Servants Disclosure Protection Tribunal to determine if reprisals have taken place and to order appropriate remedial and disciplinary action.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program by Activities

(thousands of dollars)	2010–11 Main Estimates		2009–10
	Budgetary	Total	Main
	Operating		Estimates
Disclosure and Reprisal Management Program	4,191	4,191	4,439
Internal Services	2,347	2,347	2,099
	6,538	6,538	6,538

Note: Details may not add to totals due to rounding.

Public Service Human Resources Management Agency of Canada

Program by Activities

(thousands of dollars)	2010–11 Main Estimates		2009–10
	Budgetary	Total	Main
	Operating		Estimates
Policy Direction, Partnerships and Integration Program	. . . . .	. . . . .	22,418
Internal Services	. . . . .	. . . . .	19,840
Strategic Services Program	. . . . .	. . . . .	17,051
Integrity and Sustainability Program	. . . . .	. . . . .	9,551
	. . . . .	. . . . .	68,858

Note: Details may not add to totals due to rounding.

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