![Organizational Chart](/web/20061202182710im_/http://www.tbs-sct.gc.ca/rpp/0607/TBS-SCT/images/tbs-sct03a_e.gif)
Table 1: Departmental Planned Spending and Full-time Equivalents
($ thousands)
|
Forecast Spending
2005–06
|
Planned Spending
2006–07
|
Planned Spending
2007–08
|
Planned Spending
2008–09
|
Management and Expenditure Performance1
|
134,839
|
132,722
|
124,787
|
122,436
|
Comptrollership2
|
27,924
|
41,894
|
49,723
|
49,888
|
Centrally Managed Funds
|
2,550,170
|
2,559,020
|
2,714,920
|
2,962,920
|
Budgetary Main Estimates (gross)
|
2,712,933
|
2,733,636
|
2,889,430
|
3,135,244
|
|
|
|
|
|
Less: Respendable revenue3
|
(133,519)
|
(135,410)
|
(147,200)
|
(149,100)
|
Total Main Estimates
|
2,579,414
|
2,598,226
|
2,742,230
|
2,986,144
|
Adjustments:
|
|
|
|
|
Supplementary Estimates:
|
|
|
|
|
Governor General Special Warrants4
|
11,409
|
—
|
—
|
—
|
Veteran's Charter—Pension and Benefits Program
|
—
|
900
|
1,500
|
2,100
|
Collective Agreements—PSAC Training Project
|
—
|
3,046
|
3,046
|
—
|
Changes to the Public Service Health Care Plan
|
—
|
1,547
|
1,405
|
1,405
|
Reduced Cost of the New Ministry—Smaller Cabinet
|
—
|
(100)
|
(100)
|
(100)
|
Reduced Cost of the New Ministry—Regional Responsibilities
|
—
|
(2,630)
|
(2,630)
|
(2,630)
|
Federal Accountability Action Plan
|
—
|
4,237
|
3,425
|
2,697
|
Procurement Savings
|
|
(880)
|
—
|
—
|
Total Planned Spending5
|
2,590,823
|
2,604,346
|
2,748,876
|
2,989,616
|
|
|
|
|
|
Total Planned Spending
|
2,590,823
|
2,604,346
|
2,748,876
|
2,989,616
|
Less: Non-respendable revenue6
|
(10,000)
|
(10,000)
|
(10,000)
|
(10,000)
|
Plus: Cost of services received without charge7
|
10,801
|
11,500
|
11,500
|
11,500
|
Net cost of Program
|
2,591,624
|
2,605,846
|
2,750,376
|
2,991,116
|
|
|
|
|
|
Full-time Equivalents
|
1,259
|
1,351
|
1,338
|
1,328
|
1. Includes a portion of resources from Corporate Strategy and Services: $40.8 million in 2005–06, $50.0 million in 2006–07, $47.6 million in 2007–08,
and $47.0 million in 2008–09.
2. Includes a portion of resources from Corporate Strategy and Services: $5.3 million in 2005–06, $13.8 million in 2006–07, $16.5 million in 2007–08,
and $16.7 million in 2008–09.
3. Respendable revenue is used to cover the costs incurred by the Secretariat on behalf of other government departments for shared initiatives such as the Public
Service Superannuation Account Pension Fund (Vote 1) and the Public Service Insurance (Vote 20).
4. Adjustments for 2005–06: Governor General Special Warrants include funding for the following initiatives: Vote 1—Compensation for collective agreements
($3.6 million), Shared services feasibility study ($3.4 million), Paylist shortfall items ($3 million), Re-tender audit and review of the public service group insurance
and benefit program suite ($2.1 million), and public sector pension surplus and supplementary death benefits legislation ($0.5 million). Legal services billing ($1
million) and procurement savings ($0.2 million) were used to offset these requests.
5. Planned spending excludes funding for the Toronto Waterfront Revitalization Initiative. This authority will be transferred from Citizenship and Immigration Canada
through the Supplementary Estimates.
6. This represents the parking fees collected from public service employees in Government-owned or -leased facilities. This revenue is deposited directly to the
Consolidated Revenue Fund and cannot be used to offset operating expenditures.
7. Includes the following services received without charge: accommodation charges (Public Works and Government Services Canada), Workers' Compensation (Social
Development Canada), and Legal Services (Department of Justice Canada).
Table 2: Program Activities
2006–07 ($ thousands)
|
|
Budgetary
|
|
|
|
Program Activity
|
Operating
|
Grants and
Contributions
|
Gross
|
Revenue
|
Net
|
Total Main
Estimates
|
Adjustments (planned
spending not
in Main
Estimates)
|
Total Planned Spending
|
Management and Expenditure Performance
|
132,722
|
—
|
132,722
|
(3,210)
|
129,512
|
129,512
|
5,137
|
134,649
|
Comptrollership
|
41,894
|
—
|
41,894
|
—
|
41,894
|
41,894
|
(183)
|
41,711
|
Centrally Managed Funds
|
2,558,500
|
520
|
2,559,020
|
(132,200)
|
2,426,820
|
2,426,820
|
1,166
|
2,427,986
|
Total
|
2,733,116
|
520
|
2,733,636
|
(135,410)
|
2,598,226
|
2,598,226
|
6,120
|
2,604,346
|
Table 3: Voted and Statutory Items listed in Main Estimates
($ thousands)
2006–07
|
Vote or Statutory Item
|
Truncated Vote or Statutory Wording
|
Current
Main Estimates
|
Previous
Main Estimates
|
1
|
Program expenditures
|
150,649
|
140,551
|
5
|
Government contingencies
|
750,000
|
750,000
|
10
|
Government-wide initiatives
|
13,000
|
16,050
|
20
|
Public service insurance
|
1,663,800
|
1,653,700
|
(S)
|
President of the Treasury Board salary and motor car allowance
|
73
|
70
|
(S)
|
Contributions to employee benefit plans
|
20,684
|
19,023
|
(S)
|
Payments under the Public Service Pension Adjustment Act
|
20
|
20
|
|
Total Department or Agency
|
2,598,226
|
2,579,414
|
Table 4: Services Received Without Charge
2006–07
|
($ thousands)
|
Accommodation provided by Public Works and Government Services Canada
|
9,000
|
Workers' compensation coverage provided by Social Development Canada
|
—
|
Salary and associated expenditures of legal services provided by the Department of Justice Canada
|
2,500
|
2006–07 Services received without charge
|
11,500
|
Table 5: Sources of Respendable and Non-respendable Revenue
Respendable Revenue
($ thousands)
|
Forecast Revenue
2005–06
|
Planned Revenue 2006–07
|
Planned Revenue
2007–08
|
Planned Revenue
2008–09
|
Management and Expenditure Performance
Administration of the Public Service Superannuation Account Pension Fund
|
3,119
|
3,210
|
—
|
—
|
Centrally Managed Funds
|
|
|
|
|
Administration of the Public Service Insurance
|
130,400
|
132,200
|
147,200
|
149,100
|
Total Respendable Revenue
|
133,519
|
135,410
|
147,200
|
149,100
|
Non-respendable Revenue
($ millions)
|
Forecast Revenue
2005–06
|
Planned Revenue
2006–07
|
Planned Revenue
2007–08
|
Planned Revenue
2008–09
|
|
|
|
|
|
Revenue from parking fees1
|
10,000
|
10,000
|
10,000
|
10,000
|
Total Non-respendable Revenue
|
10,000
|
10,000
|
10,000
|
10,000
|
|
|
|
|
|
Total Respendable and Non-respendable Revenue
|
143,519
|
145,410
|
157,200
|
159,100
|
1. This represents the parking fees collected from public service employees in government-owned or -leased facilities. This revenue is deposited directly to the
Consolidated Revenue Fund and cannot be used to offset operating expenditures.
Table 6: Resource Requirement by Branch or Sector
2006–07
|
($ thousands)
|
Management and Expenditure Performance
|
Comptrollership
|
Centrally Managed Funds
|
Total Planned Spending
|
Office of the Comptroller General
|
|
28,065.0
|
|
28,065.0
|
Expenditure Management Sector
|
15,468.0
|
|
750,000.0
|
765,468.0
|
Labour Relations and Compensation Operations Branch
|
10,386.0
|
|
|
10,386.0
|
Pensions and Benefits Branch
|
7,001.0
|
|
1,667,766.0
|
1,674,767.0
|
Chief Information Officer Branch
|
23,412.0
|
|
|
23,412.0
|
Social and Cultural Sector
|
4,887.0
|
|
|
4,887.0
|
Economic Sector
|
5,328.0
|
|
|
5,328.0
|
Government Operations Sector
|
9,342.0
|
|
|
9,342.0
|
International Affairs, Security and Justice Sector
|
5,248.0
|
|
|
5,248.0
|
Federal Accountability Act
|
4,237.0
|
|
|
4,237.0
|
Branches under Corporate Strategy and Services1
|
49,339.6
|
13,646.4
|
10,220.0
|
73, 206.0
|
|
|
|
|
|
Total
|
134,648.6
|
41,711.4
|
2,427,986.0
|
2,604,346.0
|
1. Includes the offices of the President, Secretary, Senior Associate Secretary, and Associate Secretary, as well as Strategic Communications and Ministerial Affairs,
Corporate Priorities and Planning, Legal Services Branch, Corporate Services Branch, and other central costs.
Table 7: Sustainable Development Strategy
Department
|
Points to Address
|
Departmental Input
|
1. What are the key goals, objectives, or long-term targets of the sustainable development strategy (SDS)?
|
The Secretariat's 2004–06 SDS has three main goals:
- to support departments in setting, achieving, and reporting on sustainable development goals;
- to make progress on federal priorities related to sustainable development; and
- to make Secretariat operations more environmentally friendly.
|
2. How do your key goals, objectives, or long-term targets help achieve your department's strategic outcomes?
|
The Secretariat's sustainable development goals support its current strategic outcome—rigorous stewardship of public resources to achieve results for
Canadians—by setting the management policy expectations and priorities with respect to the stewardship of public resources in support of sustainable
development: improved management practices, horizontal management of key sustainable development files, reducing resource consumption, and raising awareness of
sustainable development issues across government.
|
3. What were your targets for the reporting period?
|
Key targets identified in the Secretariat's 2004–06 SDS are listed below:
- Support departments in setting, achieving and reporting on sustainable development goals
-
- Improved Management Practices, outlining the expectations and indicators of sound management
- Advancing activities related to leadership on key horizontal initiatives
- Developing a baseline on expenditures and results with respect to the Sustainable Federal House in Order initiative
- Broadening capacity within the Secretariat's program and policy analysis areas to include sustainable development in their activities
- Improving parliamentary and public reporting on sustainable development issues
- Make progress on federal priorities related to sustainable development
-
- Reducing the environmental impact of the federal fleet
- Make Secretariat operations more environmentally friendly
-
- Developing and implementing a strategy to reduce resource consumption throughout Secretariat operations
- Encouraging individual employees to minimize the environmental impact of Secretariat operations
|
4. What is your progress to date?
|
Support departments in setting, achieving, and reporting on sustainable development goals
- Advanced horizontal frameworks (climate change, Aboriginal programs)
- Supported the development of the Office of Greening Government Operations within Public Works and Government Services Canada
- Improved guidance for reporting on SDS commitments (RPP, DPR)
- Identified training opportunities for sustainable development
Make progress on federal priorities related to sustainable development
- Continued progress on improving information related to contaminated sites and greening of the federal fleet
Make Secretariat operations more environmentally friendly
- Reduced paper consumption
- Offered green procurement training for acquisition cardholders within the Secretariat and the Public Service Human Resources Agency of Canada
- Established the Green Citizenship Network
|
5. What adjustments have you made, if any? (To better set the context for this information, discuss how lessons learned have influenced your
adjustments.)
|
The Secretariat is currently reviewing its SDS with the expectation that a new strategy for 2007–09 will be tabled on December 15, 2006. Adjustments
to the strategy will be informed by the Secretariat's lessons learned to date. These include the following:
- The need for better understanding across government of the role for the Secretariat in managing sustainable development challenges
- The importance of improved reporting and results-based management to sustainable development issues
- The value of horizontal management and the ability of the Secretariat to act as resource for other federal departments
- The opportunity of policy renewal and training initiatives to improve the environment for sustainable development
- The value of institutional and policy support in advancing greening of operations as a government priority
|
Table 8: Internal Audits and Evaluations
Internal Audits or Evaluations
|
For completion or commencement in 2006–07
Internal audits:
- Audit of Accounts Payable
- Audit of Translation and Editing Services
Other projects:
- Development of the Secretariat Risk Assessment and Three-year Audit Plan
Evaluations
- Evaluation of foundations as instruments of public policy
|
|