Treasury Board of Canada Secretariat
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2013-14
Organizational Overview
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ARCHIVED - Treasury Board of Canada Secretariat - 2013–14 Report on Plans and Priorities
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Organizational Overview
Risk Analysis
The Secretariat actively monitors its operating environment on an annual basis in order to identify and manage risks that could affect progress toward its strategic outcome and organizational priorities. Key risks are captured in the Secretariat's Corporate Risk Profile, which is updated at least once per year.
Central Agency Risks
Three risks have been identified that could affect the Secretariat's central agency functions and objectives.
The first risk relates to potential challenges that the Secretariat may confront in standardizing and consolidating government-wide systems and processes, which are needed to achieve more efficient government administration and greater productivity in the public service. This risk stems from the scope and complexity of whole-of-government modernization, as well as from the proliferation over time of department- and agency-specific back office systems and processes. The Secretariat's response to this risk will include measures to bolster Treasury Board policies, directives, standards and tools to support the modernization of information management and information technology (IT); enhance the oversight of departmental IT investment planning; and establish a government-wide framework to improve management of IT applications, including eliminating redundant applications.
The second risk relates to the Secretariat's ability to adapt to unpredictable changes in the fiscal environment. This risk stems from ongoing uncertainty in the global economy, as well as from the need to maintain timely data on government-wide expenditures to support government fiscal objectives. Key mitigation measures for this risk will include building on existing mechanisms to effectively monitor the implementation of cost-savings measures, including early identification of any obstacles, and ensuring ongoing dialogue with departments, agencies, functional communities (e.g., finance, human resources, IT) and bargaining agents.
The third risk relates to challenges in aligning the Secretariat's tools and processes to provide the appropriate level of oversight without creating barriers to innovation, productivity and efficiency in government. In response to this risk, the Secretariat will focus on striking an appropriate balance by ensuring consistent government-wide management procedures, where necessary, while at the same time reducing reporting requirements and adopting risk-based approaches in areas where decisions are best made by individual deputy heads, as accounting officers before Parliament. This will include reviewing selected Treasury Board policies to eliminate unnecessary administrative requirements, strengthening the capacity of functional communities and improving governance mechanisms related to people management.
Departmental Risks
Two risks have been identified that could affect the Secretariat's internal operations.
The first departmental risk relates to potential challenges in transforming the Secretariat's administrative and business processes. This risk reflects the scope and complexity of the change being undertaken and the need to evolve the Secretariat's organizational culture and build employee capacity for new ways of doing things.
The Secretariat's response to this risk will focus on ensuring clear priorities, resource allocation, and planning and governance for key transformational initiatives, as well as on developing effective communications and engagement approaches to support successful change management.
The second departmental risk has to do with the security of the Secretariat's data and information, which could be compromised by external cyber threats or as a result of inconsistent information management practices. This risk reflects the rapid pace of technological change and an increasingly electronic working environment. The Secretariat's response will focus on ensuring the integrity of its IT security systems, strengthening its information management practices and reinforcing public sector values and ethics across the organization.
