Strategic outcome and program descriptions

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Treasury Board Secretariat

Strategic outcome 1

Good governance and sound stewardship to enable efficient and effective service to Canadians.

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 Analysis and Allocation Management sub-program and the People Management Policy sub-program, but their financial resources are shown separately in the Program Alignment Architecture for visibility and reporting purposes. This indicator is an annually-assembled index compiled from five to seven international indexes, themselves derived from a combination of surveys and national experts.

Program 1.2: Management Policies Development and Monitoring

Through the Management Policies Development and Monitoring program, the Secretariat supports the Treasury Board in its role of establishing principles for sound governance and management by setting government-wide policy direction in targeted areas. The program's objective is to have a sound management policy framework for the Government of Canada. This program achieves its results by communicating clear management expectations for deputy heads and by adopting principles-based approaches to, and risk-informed monitoring of, policy compliance. The Secretariat develops, reviews, helps implement, supports, and monitors policies and departmental performance under a variety of Areas of Management. The Secretariat also engages with functional communities and undertakes outreach and monitoring to promote policy compliance and capacity building. This program is underpinned by legislation such as the Financial Administration Act, the Public Service Employment Act and the Federal Accountability Act.

Program 1.3: Government-wide Program Design and Delivery

Through the Government Wide Program Design and Delivery program, the Secretariat designs and delivers activities, systems, services and operations with, for, or on behalf of other Government of Canada organizations. This program also establishes a platform for transformational initiatives. The program's objective is to provide consistent and cost-controlled operations across the Government of Canada. This program achieves its results by developing and delivering solutions where whole-of-government leadership is required or where standardization and cost-savings can be achieved.

Program 1.4: Decision-Making Support and Oversight

Through the Decision-Making Support and Oversight program, the Treasury Board of Canada Secretariat supports the Treasury Board in its roles as management board of the Government of Canada and as expenditure manager in the government-wide expenditure cycle. The program objective is to support the government in promoting value for money and results for Canadians in programs and operations. This program achieves its results by providing independent strategic advice, analysis, guidance, and oversight of programs, operations and expenditures. The Secretariat reviews departmental submissions, provides recommendations to the Treasury Board, and coordinates and reports on the allocation of expenditures across government organizations and programs.

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

Federal public service employees have the common knowledge, skills and competencies to fulfill their responsibilities in serving Canadians.

Program 1.1: Learning services

This program delivers learning services to the federal public service, providing standardized training to build common knowledge, skills and competencies that support public service employees in fulfilling their responsibilities in delivering programs and services to Canadians. This program is responsible for enterprise-wide training and development in support of government priorities. It leads to a centralized, common approach to managing and delivering learning services that are open to all federal public service employees throughout their career and are common to the operation of all federal institutions, regardless of mandate or location. The Learning Services Program offers a curriculum consisting of foundational development training, which is designed to build a core common culture throughout the federal public service, and specialized development training, which is open to all employees working in information technology, human resources or finance, as well as to those wishing to develop their knowledge in other areas of specialization, including management and leadership. This program achieves its results through a common curriculum, designed to be delivered both in person and online and supported by technology infrastructure so as to enable the delivery of training across the federal public service.

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: Compliance and Enforcement

The Office of the Commissioner of Lobbying conducts monitoring and compliance verification activities to ensure that registrable lobbying activity is properly reported, and information provided by lobbyists is accurate and complete. Suspected and alleged non-compliance with the Lobbying Act and the Lobbyists' Code of Conduct is reviewed and, where appropriate, formal investigations are undertaken to ensure compliance with the Act and the Code. The Commissioner reports findings and conclusions in Reports on Investigation submitted for tabling in Parliament. The Office of the Commissioner of Lobbying also reviews applications for exemption from the five-year post-employment prohibition on lobbying.

Program 1.2: Registry of Lobbyists

The Office of the Commissioner of Lobbying maintains an online Registry that makes information about lobbying activities public, including which designated public office holders were lobbied and on what subjects. The Registry is easy to use, searchable and downloadable. The Office of the Commissioner of Lobbying reviews and approves lobbyists' registrations. It also provides advice and technical support related to the Registry, the Lobbying Act and the Lobbyists' Code of Conduct.

Program 1.3: Outreach and Education

The Office of the Commissioner of Lobbying undertakes research to inform the development and delivery of its education and outreach products and activities. Outreach activities raise awareness about the requirements of the Lobbying Act and the Lobbyists' Code of Conduct. Outreach audiences include but are not limited to 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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