Strategic outcome and program descriptions

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Secretariat

Strategic Outcome 1

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

Program 1.1 — Government‑wide Funds and Public Service Employer Payments

The Government‑Wide Funds and Public Service Employer Payments program accounts for funds that are held centrally to supplement other appropriations, from which allocations are made to, or payments and receipts are made on behalf of, other federal organizations. These funds supplement the standard appropriations process and meet certain responsibilities of the Treasury Board as the employer of the core public administration, including employer obligations under the public service pension and benefits plans. The administration of these funds falls under the Expenditure Management program and the People Management program, but their financial resources are shown separately in the Program Alignment Architecture (PAA) for visibility and reporting purposes. This program includes funding for the following other transfer payments: Payments for Survivors of Employees Slain on Duty, and Special Indemnity for Spouses of Canadian Forces Attachés.

Program 1.2 — People Management

The People Management program supports activities of the Treasury Board in its role as the employer of the core public administration. The program's primary objectives are to lead people management and leadership excellence, to support human resources infrastructure and to ensure the appropriate degree of consistency in people management across the public service. In certain instances, activities extend beyond the core public administration to separate agencies, members of the Royal Canadian Mounted Police and the Canadian Forces, locally engaged staff, students and appropriation‑dependent Crown corporations. To support deputy heads and to provide Parliament and Canadians with a clear view of the overall state of people management, this program enables the development and implementation of direction‑setting strategic frameworks and policies such as classification, executive management, official languages, and values and ethics; the establishment of people management indicators, measures, oversight and monitoring; and the collection and analysis of reliable and consistent data regarding the public service. The program also enables prudent fiscal management of resources in the areas of classification, total compensation (collective bargaining, wages and salaries, terms and conditions of employment, pensions and benefits) and labour relations, and supports departments as they implement Government of Canada decisions regarding expenditures and programs. Responsibilities in areas other than classification and labour relations are shared with the Expenditure Management program. The People Management program is underpinned by a number of pieces of legislation, which are identified in the Policy Framework for People Management and the Policy Framework for the Management of Compensation.

Program 1.3 — Management Frameworks

The Management Frameworks program establishes principles for sound governance and management in the Government of Canada by helping ministers set government‑wide policy direction in targeted areas. These areas include service and program modernization, information management, information technology, security, communications and regulatory management. This program achieves its results by communicating clear expectations for deputy heads and by adopting principles‑based approaches and risk‑informed oversight. Working with departments, agencies and functional communities (e.g., regulation, information technology, security), the Secretariat provides leadership, oversight, assessment and guidance in areas related to management policy and regulatory development, compliance, and performance reporting. This work also includes responding to emerging public sector management issues and promoting informed risk‑taking, innovation, cost‑effectiveness, efficiency, transparency, and accountability. This program is underpinned by a broad set of enabling legislation, including the Financial Administration Act and the Federal Accountability Act.

Program 1.4 — Financial Management

The Financial Management program provides oversight and direction to federal organizations to improve the stewardship of taxpayers' dollars and government assets. The program works to strengthen financial management, internal audit, management of real property and materiel, investment planning, project management and procurement across the federal public service. This is accomplished by providing direction to departments; demonstrating leadership; developing and maintaining policies, guidance and practices; nurturing sustainable and professional communities (e.g., finance, procurement, audit); and helping improve government operations. The primary legislation issuing the authority to this program is the Financial Administration Act.

Program 1.5 — Expenditure Management

The Expenditure Management program helps align 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, the Secretariat undertakes the review, analysis, and challenge of plans and proposals that involve departmental spending, expenditure forecasting and strategies, expenditure management of total compensation and results‑based management. This work, as well as the production of government Estimates documents and reporting to Parliament, forms part of the Expenditure Management System, which is the framework for developing and implementing the government's spending plans and priorities within the limits established by the budget, implemented in coordination with the Department of Finance Canada and the Privy Council Office. The primary pieces of legislation underpinning the program's activities are the Financial Administration Act and the Public Sector Equitable Compensation Act.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Canada School of Public Service

Strategic Outcome 1

Public Servants have the common knowledge and the leadership and management competencies they require to fulfill their responsibilities in serving Canadians.

Program 1.1 — 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.

Program 1.2 — 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.

Program 1.3 — 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 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Office of the Commissioner of Lobbying

Strategic Outcome 1

Transparency and accountability in the lobbying of public office holders contribute to confidence in the integrity of government decision‑making.

Program 1.1 — 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.

Program 1.2 — 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.

Program 1.3 — 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 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Office of the Public Sector Integrity Commissioner

Strategic Outcome 1

Wrongdoing in the federal public sector is addressed and public servants are protected in case of reprisal.

Program 1.1 — Disclosure and Reprisal Management Program

The objective of the program is to address disclosures of wrongdoing and complaints of reprisal and contribute to increasing confidence in federal public institutions. It aims 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 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

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