THE MANAGEMENT BOARD ROLE
In June 1997, the Prime Minister designated the Treasury Board
and its Secretariat as the government's management board, with a
mandate to work with and support departments and agencies as they
improve their management practices. The designation of a
management board charged with providing leadership in this area
was, and is, a significant force for change.
Designation as the management board did not supplant the
traditional roles of the Treasury Board and its Secretariat:
negotiating contracts with unions and acting as the employer of
the Public Service; setting the form of the public accounts and
establishing financial, accounting, administrative and other
corporate policies; approving the design, delivery and resource
components of departmental spending initiatives; and performing
other resource management functions. Rather, it overlaid these
important traditional roles with two additional
responsibilities:
- Leading in the development of information systems and in the
integration of government-wide information to aid decision
making; and
- Leading and providing expertise in the development of an
agenda to improve management practices in federal departments and
agencies.
The Operating Philosophy
In exercising its traditional and new responsibilities, the
management board must maintain a balance between the delegation
of decision-making authority to departments and agencies, and
accountability for results. This balance was given clear
definition by an Independent Review Panel on Modernization of
Comptrollership in the Government of Canada - a group of
respected Canadians asked to recommend practical ways to
integrate modern comptrollership into the heart of federal
management practices.
The aim is a management regime based on leadership and values,
sound standards and risk management with the right systems in
place to ensure control.
In accepting the Panel's report, the Treasury Board reinforced
recent trends in federal governance - adopting an operating
philosophy that requires effective control, but through
instruments that encourage initiative and creativity in
departments and agencies. This means moving toward a management
regime based on leadership and values, well-defined standards,
and sound risk management - with the right systems in place at
all times to ensure effective control. Consistent with this, the
management board must actively monitor the status of controls in
departments and agencies and be prepared to intervene with
organizations if deficiencies are encountered.
This philosophy underscores an important management balance:
flexible enough on the delegation of decision-making authority
and on administrative rules to support initiative and common
sense - but tight enough on standards and control systems to
ensure clear accountability. With the support of well-functioning
management systems and an approach based on the commitments
presented earlier, delegation and accountability can be seen as
essential and complementary elements of citizen-focused
management.
Leadership in Government-Wide Analysis and in Management
Practices
In order to deliver on its mandate, the management board must
be a strong voice for government-wide analysis. It must also have
the capacity to lead change on key management issues across
departments and agencies.
As a Cabinet committee, the Treasury Board analyzes resource
and results information on a whole-of-government basis, ensuring
that the cumulative impacts of existing programs are assessed
across organizational boundaries. Here the board takes a
longer-term, strategic view, ensuring that valuable programs are
sustainably resourced, and providing Cabinet with information and
advice in setting priorities and making resource allocation
decisions.
On management issues, the board leads initiatives in areas
such as improved service delivery and human resource management.
It communicates with headquarters operations as well as with
interdepartmental councils of federal officials in the regions.
It works with departments to set realistic standards and
management frameworks in functional areas such as informatics and
comptrollership. And it provides active support to departments as
they work to improve their management practices. This support can
range from the simple sharing of best practices to guidance in
the conduct of gap analysis in given areas, to the funding of
special initiatives aimed at improved management.
Working with departments and with other central agencies, the
board pays particular attention to the sound management of
people. Here it encourages the development of a management
culture that supports initiative and builds an exemplary
workplace. Developing this culture will allow the Government of
Canada to attract, develop and retain the best possible workforce
to serve citizens now and in the future.
Beyond the traditional roles noted earlier, the key management
responsibilities of the management board are summarized in the
following chart.
Key Responsibilities of the Management
Board
- To act as a catalyst for change and to work with departments
and agencies to develop integrated, accessible, citizen-focused
service across the Government of Canada.
- To champion results-based management, linking resources to
results on a whole-of-government basis, and ensuring timely and
accurate reporting to Parliament.
- To support responsible spending in the government's program
base, including actively monitoring control systems and compiling
information sufficient to assess program performance and program
integrity across the government.
- To ensure effective overall control through leadership in the
setting of management frameworks and standards, focus on risk
management, early attention to control deficiencies, and
delegation of authority to departments and agencies commensurate
with their capacity to manage resources and report on
results.
- To develop and implement with departments and agencies a
Government of Canada management agenda focused on practical
improvement in areas such as comptrollership, informatics and
service delivery.
- To work with departments and agencies in the continual
promotion of public service values and the development of an
exemplary workplace characterized by support for the employee and
the encouragement of initiative, trust, openness, communication
and a respect for diversity.
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ENSURING EFFECTIVE CONTROL
Active Monitoring
Departments and agencies have a responsibility to ensure that
adequate management frameworks are in place to achieve results
and manage resources. This means, among other things, that they
must maintain robust environments of internal control and be
vigilant with respect to the early detection of any conditions
that could lead to a control failure.
Beyond this, the management board must monitor the overall
situation in departments and agencies. This monitoring requires
Treasury Board Secretariat staff to actively and constructively
engage internal audit, evaluation and other departmental and
agency managers in order to maintain an ongoing awareness of the
effectiveness of control systems. This awareness will allow early
action where unacceptable risks or vulnerabilities have been
identified.
Remedial Action
Changing operational patterns, program delivery requirements,
people and technology - either alone or in combination -
introduce the risk of control failures. In the event that the
potential for a control failure is detected, or one actually
occurs, departments and agencies are responsible to take early
and effective remedial action and to ensure that the management
board is aware of proposed corrective actions.
For its part, the management board's response must be to
satisfy itself that the proposed remedies are appropriate and
that there is timely follow-through to completion on all proposed
actions. Based on its assessment of departmental or agency
remedial action, the management board can and, if necessary, will
take broader measures. Its action can range from the provision of
additional support and advice to more direct interventions such
as the withdrawal of specific authorities or delegations.
In making such assessments, the management board must consider
several factors, including the scale of the problem, its root
cause, the capacity of the department to respond effectively to
the situation, the government-wide and/or external implications
of the control failure, and the impact on public confidence and
trust.
As the management board, the Treasury Board and its
Secretariat are dedicated to working with departments and
agencies to institute modern management practices. To achieve
this, departments and agencies need to know how the management
board is organized. This helps them understand why the board
engages them as it does. Concurrently, it allows departments and
agencies to engage the management board effectively on matters
that are important to them.
BUSINESS LINES
The Treasury Board Secretariat, in its management board role,
has five business lines or centres of management policy. These
units work together to bring about management change and reform,
to provide ministers with a whole-of-government view, and to
support departments in achieving their program objectives. While
each business line has its specific objectives, their work is
integrated by officials of the Treasury Board Secretariat and by
Treasury Board ministers.
Expenditure Management and Planning supports
government-wide resource allocation consistent with government
priorities and the fiscal framework. It analyzes resources on a
program, department and sectoral basis and ensures that resource
management is integrated with the government's decision-making
and priority-setting process.
Comptrollership collaborates with departments
and agencies to integrate financial and non-financial performance
information, manage risk and ensure control systems that are
appropriate to a results-oriented environment. It develops
management frameworks and policies for financial management,
procurement and asset management and leads the reporting of
results to Parliament.
Service and Innovation works with departments to
improve access to convenient and seamless service, to increase
satisfaction with what is delivered and to promote innovation,
partnerships and best practices.
Information Management and Technology provides
strategic leadership in the management of federal government
information infrastructure and technology, supports program and
electronic service delivery, leads an initiative to put
government information and services on-line, builds a world-class
information workforce in government and ensures that major
investments are responsibly managed.
Human Resources Management manages the "employer
functions" of the public service (union relations, pensions and
others) and helps to develop an exemplary workplace and a
workforce that is productive, representative and committed to
learning. In addition, it pays special attention to the promotion
of values.
ACHIEVING THE GOVERNMENT OF CANADA'S MANAGEMENT
OBJECTIVES
The management board will pursue its change agenda through
these five business lines. No single unit leads the agenda.
Rather, they work together in complementary ways, ensuring that
the management board operates as an integrated whole to deliver
on the Government of Canada's management commitments. While all
business lines contribute to achieving these commitments, each
has a particular area of expertise where it provides primary
leadership.
Each business line has both a primary leadership role, and a
support role, in achieving the government's management
commitments.
The effort to achieve citizen focus is led by the Service
& Innovation and Information Management & Technology
business lines. They work with departments and agencies to
improve both electronic and traditional service delivery. Other
business lines support citizen-focused government by focusing on
improved reporting of results or ensuring that public programs
are well-designed and delivered with the appropriate level of
resources.
The primary focus of two business lines - Comptrollership and
Expenditure Management & Planning - is on results and
responsible spending. They work together with departments and
agencies to implement modern comptrollership, results-based
management and rigorous expenditure analysis across the public
service. Their work is supplemented by that of other business
lines which measure citizen satisfaction in service delivery and
oversee information technology investments.
The Human Resources Management business line promotes public
service values, since it is employees who must support and
integrate these values in the conduct of their work. Because all
public service employees have a role in supporting values-based
public service, values are a recurring theme in the work of each
of the management board's business lines.
The work of the Human Resources Management business line is
central to the achievement of each of the Government of Canada's
management objectives. Sound people management goes far beyond
ensuring employee satisfaction with the workplace - although that
is an important element. Fundamentally it is about creating and
sustaining a workforce that is trained and motivated to put
citizens' interests first and to achieve results. Human resource
strategies should contribute to the achievement of business
objectives in each department and agency. The Human Resources
Management business line works with departments and agencies, and
with other central agencies, to promote modern management
practices and the development of an exemplary workplace across
the public service.
MAJOR CHANGE INITIATIVES
The management board's current plans and priorities are
detailed in the Treasury Board Secretariat's Report on Plans and
Priorities, tabled in the House of Commons every
March.
Much of the board's work focuses on continuous improvement -
working with departments in the refinement of management policies
or standards, approving expenditures, helping to exchange best
management practices or improving planning processes. This
ongoing work is essential to the development of citizen-focused
government.
But beyond ongoing activity, the management board works with
departments and agencies to lead major change in areas where the
payback in improved results for Canadians is greatest. Work in
these areas supports the realization of the management
commitments outlined earlier. Although major change initiatives
often take several years to design, implement and mature, the
results of these initiatives in terms of better services for
Canadians or improved management accrue early and throughout
implementation.
In the coming period, the management board will partner with
departments and agencies to implement major initiatives in the
following areas. These initiatives constitute the core of the
Government of Canada's medium-term agenda for management
change.
- Citizen-centred Service Delivery
- Government of Canada On-Line
- Modern Comptrollership
- Improved Reporting to Parliament
- Program Integrity
- Developing an Exemplary Workplace
CITIZEN-CENTRED SERVICE DELIVERY
Better service for Canadians is central to the management
agenda. To achieve it, the Government of Canada plans two major
initiatives: one to improve citizen access and the other to focus
directly on client satisfaction.
Service Canada
Canadians will receive one-stop access to federal government
services in three ways: in person, by telephone and via the
Internet. Service Canada will help citizens find government
services easily and in both official languages. The goal is to
help citizens get the services they are entitled to, in a way
that is fast, convenient, seamless and connected.
More than 110 Service Canada Access Centres are opening across
Canada on a pilot basis. Each Centre will allow Canadians to
access the services of many departments in one place,
establishing a basis for Centres to operate in communities across
the country. Using the Internet as a platform, access for all
Canadians will improve dramatically regardless of where they
live. Service Canada and its partners will also improve telephone
services through the Government of Canada's national information
line.
Consistent with the Government of Canada On-Line initiative
described below, the World Wide Web "Canada Site" will be
redesigned to make it easier to use. As services come on-line in
the future, Service Canada will integrate them into a consistent
framework. Whether citizens decide to access services from home
(using the Internet or a telephone call centre) or on-site (at an
Access Centre), they will receive high quality, consistent
service with a common look and feel.
Electronic service delivery will be the backbone of the
network. Services will be brought together on a one-stop basis in
a way that respects the objectives of each one. As a pilot
initiative, Service Canada sites and projects will be evaluated,
with citizen feedback being critical to improving the system.
Improved Client Satisfaction
The Government of Canada aims to achieve a significant,
quantifiable improvement in client satisfaction with its
services, over the next five years. This will be done by adopting
client satisfaction as a new focus and measure of success.
The management board will work with departments and agencies
to implement a government-wide Service Improvement Initiative
anchored in citizens' priorities for improvement. Clients will be
surveyed to establish baseline measures of satisfaction using
common measurement tools, and to determine improvement priorities
and targets for client satisfaction.
On this basis, plans will be developed to ensure that
Government of Canada services in both official languages are
managed and improved with the needs of citizens at the forefront.
Results will be monitored, measured and reported to ensure the
achievement of real improvement in Canadians' satisfaction with
the services delivered to them.
GOVERNMENT OF CANADA ON-LINE
In the 1999 Speech from the Throne, the Government of Canada
committed to giving Canadians on-line access to all its
information and services by 2004. This is the beginning of an
agenda to offer citizens and businesses faster, more convenient
and seamless electronic access to services and programs.
The management board, working with its departmental partners,
is leading the realization of this vision through strategic
direction and judicious use of information and technology. It
works particularly closely with Industry Canada, a department
that promotes electronic commerce and universal access to the
information highway.
A Secure Electronic Environment
Getting government on-line in both official languages will
require a secure, government-wide information technology
infrastructure, a world-class workforce, and effective frameworks
to guide investments, manage risks and set standards. The
management board is actively involved in each of these priority
areas and will adopt a phased approach to its work.
The cornerstone will be an information and technology
infrastructure, comprising both technical matters (software,
networks, standards) and management policies (privacy, public key
infrastructure) applicable in all departments and agencies. This
infrastructure will provide a secure and trusted environment to
conduct business with citizens and with the private and
not-for-profit sectors. As noted above, it will also support
single-window service and give Canadians better access to a
complete menu of programs and services.
Success with getting government on-line will require effective
investments and flexible procurement. The management board will
work with departments to implement an Enhanced Management
Framework to better manage projects and minimize risks. It is
also leading efforts to reform the Government of Canada's
technology procurement regime to facilitate program delivery.
Finally, given the critical role of knowledge workers, the
management board will continue its programs to attract and retain
the innovative professionals essential to achieving Government of
Canada On-Line.
MODERN COMPTROLLERSHIP
Because sound resource management and a focus on results for
Canadians are critical to the achievement of all federal
government goals, the management board is leading an initiative
to modernize comptrollership across the system.
This represents a long-term effort to develop standards and
practices to integrate financial and non-financial performance
information, to properly assess and manage risk and to ensure
appropriate control systems. It also represents an effort to
improve procurement, real property, asset management and other
financial and management policies. Given its scope, this
initiative goes to the heart of modern management. Sound
comptrollership practices must be embedded in every management
activity.
Practical Testing With Departments
The implementation approach is hands on. Treasury Board
Secretariat officials are working with departmental and agency
partners to apply and test modern comptrollership practices in
the workplace. Five pilot departments have completed an
assessment of their comptrollership capacity and are implementing
positive change. Significant near-term progress is expected in
these departments and seven more organizations are at various
stages of the assessment process. The management board will
expand this assessment and improvement approach to other
departments and agencies on a continuing basis.
A broad-based Financial Information Strategy is now being
implemented to facilitate managers' use of financial information,
including accrual-based information. This will allow costs to be
closely linked to activities, operations and results - an
essential building block of integrated performance information,
stewardship and accountability.
Revised Management Frameworks and Policies
An integrated risk-management framework will be developed and
adapted for use by departments and agencies. Best practices will
be communicated and training will be provided so that risk
management is recognized as an essential part of decision
making.
The management board will review and update its procurement,
real property, asset management and project management policies
to better support modern management practices and responsible
spending in these areas. In the implementation of its Financial
Information Strategy, the management board will also review all
financial management and accounting policies.
Working with departments and agencies, the management board
will develop and implement plans to better position and
strengthen the program evaluation and audit functions within the
broader effort to implement modern comptrollership and
results-based management across the government.
The management board will also work with its partners to
develop a comprehensive set of comptrollership-related standards
that respond to the challenges and circumstances faced in
Government of Canada organizations.
IMPROVED REPORTING TO PARLIAMENT
Canadians have a fundamental right to know what is achieved
through the use of their tax dollars. Strengthening
accountability to Parliament and to citizens is an integral part
of the management board's change agenda.
The aim is to provide parliamentarians and Canadians with
high-quality information about the plans and achievements of the
Government of Canada. This information is key to implementing a
citizen-focused agenda, since it allows Canadians to engage more
effectively in understanding and shaping public policy.
Better Information in Government Reports
Following recent consultations with parliamentarians, the
Treasury Board in its management board role developed a new
reporting regime that includes annual Reports on Plans and
Priorities and Departmental Performance Reports tabled
by departments and agencies in Parliament. Treasury Board also
provides Parliament with an annual report, Managing for
Results, which provides an overview of efforts to strengthen
results-based management, highlights best practices and sets the
agenda.
Much remains to be done to improve the quality of the
information in these reports. Comptrollership projects such as
the Financial Information Strategy and accrual accounting - as
well as ongoing work to manage for results - will yield improved
information for organizations to manage their activities and
report to Parliament. This will support transparency, citizen
engagement and accountability.
The management board will continue to consult with
parliamentarians to tailor information to better meet their
needs, to improve channels of access and the timeliness of
information, and to strengthen the financial accountability
framework through which costs are related to operations,
activities and results.
In addition, the management board will work with departments
and agencies to strengthen reporting in areas involving
interdepartmental, intergovernmental and other partnerships. This
is necessary to deliver on the accountability and reporting
provisions of the Social Union Framework Agreement. To provide
context for understanding other performance information, the
board will work with departments and agencies towards a more
comprehensive reporting regime that includes societal
indicators.
PROGRAM INTEGRITY
As citizens well know, public resources are limited and the
Government of Canada must be prudent in its budgeting. In order
to serve citizens well, programs must be structured, managed and
resourced to function effectively. The distribution of resources
between existing programs and potential new initiatives must be
balanced, so that the overall program mix achieves the right
results for Canadians.
The Whole-of-Government Perspective
Ensuring the integrity of programs that are critical to the
health, safety and well-being of Canadians is a primary function
of the Treasury Board in its management board role.
Recently the management board has made program integrity the
focus of an ongoing appraisal of the state of departmental and
agency operations. This considers whether results are being
delivered consistent with priorities, identifies critical risks
to the continued achievement of results, determines whether
strategies are in place to mitigate those risks and, where
appropriate, helps departments in managing risks. This includes
funding support when that is a justified solution.
The management board now also considers spending within broad
policy sectors, on a whole-of-government basis, assessing whether
the program mix is effective in providing results at reasonable
cost. Here, key questions include the existence of appropriate
policy frameworks and whether institutional, policy or human
resource gaps exist and are being addressed. Analysis may look at
the investments, improvements and risk-management methods
necessary to increase productivity or to mitigate the pressures
and risks being experienced. And it may consider alternative
delivery methods - whether partnerships could improve performance
or productivity, or provide better service to Canadians.
This knowledge supports the Government of Canada's
priority-setting process. Knowledge of performance in the
existing expenditure base is important, as policy and investment
choices are being made for the future.
Recently, the management board has focused on areas where
departments needed funding to help them manage critical risks.
Capital investments to deal with health and safety issues were a
major consideration. Analysis considered questions as diverse as
whether the Royal Canadian Mounted Police were technologically
equipped to deal with the globalization of crime; whether the
Department of Public Works and Government Services had the
capacity to maintain its stock of capital assets; whether there
were gaps in the Government of Canada's search and rescue
capabilities; and whether departments and agencies were properly
resourced to manage immigration admissions and the increasing
number of illegal entries into Canada.
These are important issues and the management board intends to
continue its system-wide analysis of program integrity. It was
inevitable that initial attention would be focused on the funding
necessary to restore critical programs. Over the longer term, the
management board will work with departments and broaden the scope
of its analysis to consider alternative ways to deliver programs
and structure resources as well.
DEVELOPMENT OF AN EXEMPLARY WORKPLACE
The management board will support departments and agencies in
making the federal public service an exemplary workplace - one in
which employees are able to make their best contributions to
Canadians.
Laying the Groundwork for Change
Several recent initiatives have helped lay the groundwork for
change. Collective bargaining with unions was resumed after a
lengthy suspension. In response to a private sector advisory
group, a performance measurement program linking executive pay to
performance has been introduced. An action plan for the promotion
of official languages in the workplace has been developed. And a
first-ever public-service-wide employee survey was carried out to
assess the quality of management in the workplace, identify
specific problem areas and help direct positive change.
Achieving the Government of Canada's exemplary workplace
objective will require the sustained efforts of many stakeholders
and the management board will lead on a number of fronts. In
collaboration with departments, unions and others, a
gender-neutral Universal Classification Standard will be
implemented. The standard will modernize the classification of
work and bring about much-needed administrative improvements.
This initiative is more than just a technical exercise. By
applying a common standard to the value of work, it will promote
fairness and equity. By reducing over 70 job classification
standards to one, it will simplify the system. The standard will
provide a platform for significant, positive changes in public
service human resources management.
The management board will continue efforts to strengthen
relationships with unions and other stakeholders. A major task
force established to recommend ways to improve labour-management
relationships is expected to table its report early in 2001.
Recent changes in pension legislation have led to the
establishment of advisory groups to increase consultation with
staff members of the Canadian Forces, the Royal Canadian Mounted
Police and public service unions on a wide range of pension
issues, including design, funding and administration.
The management board will follow up on issues identified in
the recent public service employee survey. Initiatives identified
will support departments and agencies in improving conditions of
work and workplace well-being. Union representatives at both the
departmental and corporate levels will be involved in the
identification of follow-up activities. Progress in achieving
expected results will be measured in various ways, including
another survey in two to three years.
Demographic analyses of the Public Service indicate the
likelihood of a large number of retirements over the next five to
ten years. Accordingly, the management board will work with
departments, agencies, the Public Service Commission, the Privy
Council Office and others to implement recruitment, retention,
learning and career development strategies. Particular emphasis
will be placed on critical skill areas and on improving the
representation of employment equity groups. A task force
addressing issues specific to the representation of members of
visible minority groups within the public service will issue its
report in 2000 and its recommendations will guide efforts in this
regard. In addition, a task force on an inclusive public service
will advise on how to achieve a federal public service that
reflects the diversity of the Canadian labour force and the
general population. This work, which promotes a culture where
differences are valued, will further contribute to the
development of an exemplary workplace.
Canada is an outward-looking country with a productive,
trade-based economy and a population drawn from every corner of
the globe. This country has a reputation internationally for good
governance, diversity, hard work and success.
National public institutions are vitally important to Canada's
well-being. They must be managed to the highest standards.
By regaining control of its federal finances in the mid-1990s,
Canada took an important step. The vision for the early years of
the new century is of a country able to make choices and
investments in the kind of society it wants to build and
maintain. In this vision, Canada's national institutions of
public administration will continue to be among the best in the
world. Government of Canada programs and services will be
citizen-focused and will benefit from continuous improvement and
the use of modern management practices.
The management framework and agenda outlined in this document
are no quick fix. Ongoing effort will be required. Just as we can
see no end to the globally-induced changes that affect Canadian
society, there is no end point to the adaptations government
managers must make to continue to serve Canadians well. This
management agenda is both sustainable and adaptable.
Working together and guided by collective experience,
departments and agencies and the Government of Canada's
management board - the Treasury Board and its Secretariat - will
continue to collaborate to make federal institutions
values-based, results-driven and consistently focused on the
needs of Canadians.
The reader interested in learning more about management issues
in the Government of Canada may wish to consult:
A Strong Foundation -
Report of the Task Force on Public Service Values and Ethics
Canadian Centre for Management Development
Annual Report to the Prime
Minister on the Public Service of Canada
Privy Council Office
Assessment Framework for
Modernizing Comptrollership
Treasury Board Secretariat in association with pilot
departments.
Citizens First
The Citizen-Centred Service Network,
Canadian Centre for Management Development
Financial Information
Strategy Learning Framework
Treasury Board Secretariat
Framework for
Good Human Resources Management in the Public Service
Treasury Board Secretariat
Managing for Results
1999
Treasury Board Secretariat
Modern Comptrollership -
Moving Forward
Glen McDougall
FMI Journal, Fall 1999, vol. 11, no. 1.
Modernizing Accountability
Practices in the Public Sector: A Joint Paper by the Office of
the Auditor General of Canada and the Treasury Board
Secretariat
Privacy in an Electronic World - It's Possible
Michael de Rosenroll
Canadian Government Executive, 3, 1999, pp. 4-7.
Report of the Independent
Review Panel on Modernization of Comptrollership in the
Government of Canada
Treasury Board Secretariat
Strategic Directions for
Information Management and Information Technology: Enabling 21st
Century Service to Canadians
Treasury Board Secretariat
The Enhanced Management
Framework for Information Management and Information Technology
"Solutions: Putting the Principles to Work"
Treasury Board Secretariat
Treasury Board and
Business Planning Principles
Treasury Board Secretariat
Update for HR
Professionals on Business Planning and Reporting in the
Government of Canada
Treasury Board Secretariat
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