As the administrative arm of the Treasury Board, the Secretariat has a dual mandate: to support the Treasury Board as a committee of ministers and to fulfill the
statutory responsibilities of a central government agency.
Within this context, the mission and strategic outcome of the Secretariat is to ensure the rigorous stewardship of public resources to achieve results for Canadians.
This includes setting performance expectations, assessing performance against expectations, assuring effective financial and internal controls, supporting Treasury Board's
role as the employer, and advising Treasury Board ministers and the government on management policy, expenditure management, and compliance issues.
In fulfilling these core business responsibilities, the Secretariat is currently organized into three key areas of program activity. They are as follows:
1. management and expenditure performance;
2. comptrollership; and
3. centrally managed funds.
The Secretariat has modified its PAA to better reflect its core business functions. The renewed PAA will form the basis of next year's resource presentation in the
Estimates. For more information on the development of the new PAA, please see pages
26 and 48.
Financial Resources ($ thousands)
2006–07
|
2007–08
|
2008–09
|
$134,649
|
$129,654
|
$126,578
|
Human Resources (FTEs)
2006–07
|
2007–08
|
2008–09
|
1,087
|
1,037
|
1,027
|
This program activity seeks to promote sound public management by defining clear and achievable management expectations for the use of resources, supporting
collaborative labour relations, monitoring expenditure performance, aligning resources with government priorities, and reporting results to Parliament.
As a program activity, management and expenditure performance encompasses a suite of activities that define management expectations, assess departmental performance
through analysis and monitoring, address and manage risk, and manage expenditure effectiveness.
The subactivities in this area are oriented toward promoting sound public management by defining clear and achievable management expectations for the use of resources,
supporting collaborative labour relations, monitoring expenditure performance, aligning resources with government priorities, and reporting results to Parliament.
Financial Resources ($ thousands)
2006–07
|
2007–08
|
2008–09
|
$41,711
|
$49,736
|
$49,898
|
Human Resources (FTEs)
2006–07
|
2007–08
|
2008–09
|
265
|
301
|
301
|
This program activity aims to implement effective internal audit, financial and management controls, and oversight and reporting mechanisms. This program activity also
aims to provide assurance that value-for-money is being achieved through investments made with public funds.
Comptrollership contributes to the Secretariat's strategic outcome by establishing financial controls to ensure reliable and transparent reporting of public
expenditures. As a program activity, Comptrollership encompasses a suite of activities that define financial management and internal audit expectations, policies, and
guidance across the public sector as a whole.
The Comptrollership program activity aims to build and maintain the trust of Canadians by recommending to ministers and implementing effective policies, oversight, and
reporting mechanisms.
Financial Resources ($ thousands)
2006–07
|
2007–08
|
2008–09
|
$2,427,986
|
$2,569,486
|
$2,813,140
|
This program activity provides sound management and administration of central funds related to:
- government contingencies;
- government-wide initiatives;
- public service compensation; and
- public service pensions, benefits, and insurance.
Managing access to the central funds under Treasury Board control is the core business of this program activity, and the expected result is that these funds are
administered in accordance with applicable legislation, Treasury Board policies, and Treasury Board standards.
Financial Resources ($ thousands)
2006–07
|
2007–08
|
2008–09
|
$750,000
|
$750,000
|
$750,000
|
Government contingencies consists of funds used to supplement other appropriations to provide the government with the flexibility to meet unforeseen expenditures until
parliamentary approval can be obtained and to meet additional paylist costs, such as severance pay and parental benefits, which are not provided for in the estimates of
other government departments.
Financial Resources ($ thousands)
2006–07
|
2007–08
|
2008–09
|
$10,220
|
$8,320
|
$8,320
|
Government-wide initiatives consist of funds used to supplement budgets in other departments and agencies in support of the implementation of strategic management
initiatives across the public service.
Financial Resources ($ thousands)
2006–07
|
2007–08
|
2008–09
|
N/A
|
N/A
|
N/A
|
Funds are transferred to other government departments and agencies, through the supplementary estimates, for compensation adjustments resulting from adjustments made to
terms and conditions of service or employment of the public service, including members of the RCMP and the Canadian Forces.
Financial Resources ($ thousands)
2006–07
|
2007–08
|
2008–09
|
$1,667,746
|
$1,811,146
|
$2,054,800
|
These funds are used in support of the Treasury Board's role as employer for:
- the payment of the employer's share of health, income maintenance, and life insurance premiums;
- the payments to or in respect of provincial health insurance plans;
- the payment of provincial payroll taxes and Quebec sales tax on insurance premiums;
- the pension, benefit, and insurance plans for employees engaged locally outside Canada; and
- the return to certain employees of their share of the employment insurance premium
reduction
|