Treasury Board of Canada Secretariat

Info Source

Sources of Federal
Government Information
2008

Treasury Board of Canada Secretariat

General Information

Background

The Treasury Board, a committee of the Queen's Privy Council for Canada, was established in 1867. The Board consists of the President of the Treasury Board, the Minister of Finance, and four other ministers appointed by the Governor in Council. The Treasury Board of Canada Secretariat (Secretariat), the administrative arm of the Treasury Board, is headed by a Secretary who reports to the President of the Treasury Board. The Secretariat was part of the Department of Finance Canada until 1966, when it became a separate department.

Responsibilities

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 its statutory responsibilities. These responsibilities derive from the broad authority of sections 5 to 13 of the Financial Administration Act, as well as the authorities in other acts, including the Public Service Labour Relations Act, the Employment Equity Act, the Official Languages Act, the Access to Information Act, the Privacy Act, the Canadian Human Rights Act, the Federal Real Property and Federal Immovables Act, and the Public Service Employment Act. The Secretariat's responsibilities for the general management of the government cross all policy sectors and are managed by 22 operating departments and many other organizational entities as reported in the Main Estimates.

The role of the Secretariat is to define and implement modern governance principles at the federal level. Although accountability for public service management increasingly rests with departments, the Treasury Board and its Secretariat provide strategic leadership in public service management and reform through a management board role. That role emphasizes results-based management and facilitation, essential central controls, and intervention when necessary.

The mission of the Secretariat is to support the Treasury Board and to help the Government of Canada operate effectively using available resources. The Secretariat implements the policies developed by the Treasury Board as the manager of the public service and manages the human, financial, information technology, and material resources that are allocated to it. This is carried out by several branches and sectors of the Secretariat, described below under "Organization."

Legislation

Access to Information Act, RSC 1985, c. A-1
Appropriation Acts
Auditor General Act, RSC 1985, c. A-17
Crown Corporations Dissolution or Transfer Authorization Act, SC 1991, c. 38
Diplomatic Service (Special) Superannuation Act, RSC 1985, c. D-2
Federal Real Property and Federal Immovables Act, SC 1991, c. 50
Financial Administration Act, RSC 1985, c. F-11 (jointly with the Minister of Finance and the President of the Queen's Privy Council for Canada)
Governor General's Act, RSC 1985, c. G‑9
Lieutenant Governors Superannuation Act, RSC 1985, c. L-8
Members of Parliament Retiring Allowances Act, RSC 1985, c. M‑5
Pension Benefits Division Act, SC 1992, c. 46, Schedule II
Privacy Act, RSC 1985, c. P-21
Public Pensions Reporting Act, RSC 1985, c.13 (second supplement)
Public Sector Compensation Act, SC 1991, c. 30
Public Sector Pension Investment Board Act, SC 1999, c.34
Public Service Employment Act, SC 2003, c. 22, ss. 12, 13
Public Service Labour Relations Act, SC 2003, c. 22, s. 12
Public Service Modernization Act, SC 2003, c.22 (certain provisions only)
Public Service Pension Adjustment Act, RSC 1970, c. P‑33
Public Service Superannuation Act, RSC 1985, c. P‑36
Special Retirement Arrangements Act, SC 1992, c. 46 (Schedule I)
Supplementary Retirement Benefits Act, RSC 1985, c. S-24

Organization

Chief Information Officer Branch
The Chief Information Officer Branch (CIOB) provides strategic direction and leadership for the government-wide pursuit of excellence in information management and information technology. The CIOB is responsible for policy development, monitoring, management oversight, and leading community development and capacity-building initiatives in information management, information technology, identity management and security, and access to information and privacy, to ensure the sound management and stewardship of the Government of Canada's information and technology assets and its communities of practice.

Corporate Administrative Shared Services Initiative
The Corporate Administrative Shared Services (CASS) initiative proposes to standardize the delivery of internal corporate and administrative services for the Government of Canada, including human resources, finance, and materiel management. By implementing common business processes and supporting systems, the proposed CASS initiative will improve the way these services are managed, reducing overlap and duplication, thus delivering better results to Canadians. The CASS initiative will move forward incrementally, focussing initially on human resources, with subsequent phases for finance and materiel management.

Corporate Services Branch
The Corporate Service Branch is composed of five directorates: Finance and Administration, Human Resources, Information Management and Technology, Security Services, and Internal Audit and Evaluation. The respective services provided by these directorates are available to employees of the Department of Finance Canada and the Treasury Board of Canada Secretariat. Partial services are also provided to the Canada Public Service Agency, the Privy Council Office, and the Canada School of Public Service.

Expenditure Management Sector
The Expenditure Management Sector (EMS) provides a central focus within the Treasury Board of Canada Secretariat (Secretariat) on the functions that support and strengthen the Secretariat's role in the government's broader expenditure management system. The work of the EMS covers the entire expenditure management cycle—from expenditure analysis, forecasting and expenditure management strategies, policies, and operations through to results-based budgeting, evaluation, accountability, and reporting. The EMS plays a strong integration role in planning and coordinating the expenditure management initiatives and providing a whole-of-government perspective on matters related to direct program spending, including strategic reviews and management of reserves. The sector is responsible for developing the Expenditure Management Information System (EMIS) to its full maturity and for implementing the Management, Resources, and Results Structure Policy.

Labour Relations and Compensation Operations
The Labour Relations and Compensation Operations (LRCO) sector focuses and strengthens the capacity of the Treasury Board of Canada Secretariat to fulfill its responsibilities in supporting the Treasury Board as employer of the public service. This is an essential part of a human resources management framework that enables the federal public service to more efficiently manage the people who deliver government programs and services to Canadians and that promotes effective labour-management relations and compensation operations in the public service of Canada. The LRCO's areas of responsibility include bargaining (strategy, negotiations, and statistical support) for the core public administration; the collective bargaining mandating process for separate agencies; the National Joint Council; essential services agreements; exclusions; union dues; union consultation; bargaining agent certification; pay administration; compensation policies and projects; compensation for excluded and unrepresented groups, the Royal Canadian Mountain Police (RCMP), and the military; various administrative and employee reimbursement policies; policy direction on discipline; adjudication of grievances; occupational health and safety; human rights complaints; and pay equity.

Legal Services
The Treasury Board Legal Services unit provides legal advice to the Canada Public Service Agency, the Canada School of Public Service, the Treasury Board of Canada Secretariat (Secretariat), the Treasury Board, and the President, with respect to their powers and duties. This unit, staffed by Department of Justice Canada lawyers, supports the Treasury Board in its role as the board of management of the public service of Canada by ensuring that the conduct of government affairs is in accordance with the law.

Legal Services lawyers give specialized legal advice to the Secretariat and the Government of Canada in connection with the Secretariat's central agency functions pertaining to the legislation for which the Treasury Board and the President of the Treasury Board are responsible. The Legal Services unit represents the Treasury Board as the employer and deputy ministers and separate agencies with respect to labour- and employment-related matters before the Public Service Labour Relations Board and other administrative tribunals, the Federal Court of Canada, and the Federal Court of Appeal.

Office of the Comptroller General
The Office of the Comptroller General (OCG) is focussed on strengthening financial management and internal audit across the federal government through a wide range of activities to improve the quality of financial information, oversight, systems, and reporting; attract and retain a professional cadre of financial management and internal audit personnel; oversee government spending; provide leadership across the public service to the financial management and internal audit communities; and ensure that financial management and internal audit policies are set and observed.

Priorities and Planning Sector
The Priorities and Planning Sector leads processes to develop and implement the management agenda for the Government of Canada. Leadership, in this regard, is provided through the commitment of Treasury Board ministers and their subcommittees, deputy ministers and assistant deputy ministers of line departments and central agencies (particularly the Privy Council Office), and external experts, for the renewal of Treasury Board policies, the definition of management excellence, and assessing performance for all departments through the Management Accountability Framework (MAF) by analyzing government-wide management issues and risks; providing integrated policy advice and leadership on issues of strategic importance to the Secretary, President, and Treasury Board; and maintaining an extensive knowledge base on progress, trends, and requests related to public sector management.

In supporting the development and implementation of government-wide management priorities, the sector provides leadership in governance and planning processes within the Treasury Board of Canada Secretariat (Secretariat) to identify and ensure coherence among corporate priorities. The sector provides the Secretary of the Treasury Board and the other sectors within the Secretariat with a strategic view of the department and advice and support in implementing priority initiatives while monitoring progress and ensuring clear accountabilities.

Program Sectors (Government Operations; International Affairs, Security, and Justice; Economic; and Social and Cultural Sectors)
The program sectors support the Treasury Board in its role as a management board by providing analysis and advice on strategic resource allocation for the departments and agencies of government. In fulfilling this role, the program sectors provide advice on the effective use of resources; program design, viability, and responsiveness; funding pressures and mitigation strategies; and broad government operations issues and management strategies. The program sectors also play a lead role in relation to the oversight of the operations of Crown corporations. These four sectors, along with the Expenditure Management Sector and the Expenditure Operations and Estimates Division, work together in making recommendations to the Treasury Board on allocating financial resources in light of government priorities, fiscal targets, pressures relating to existing programs, and results achieved and developing and maintaining accountability frameworks, within which Parliament approves resources and in light of which departments and agencies report on their use. To this end, they coordinate the process whereby the government obtains funds from Parliament; monitor the implementation of approved policies and programs; advise the Treasury Board on success in achieving intended results; and advise the President of the Treasury Board, in his role as a member of Cabinet, on the resource impact that new strategic initiatives and new government projects could have on resources, while promoting innovative management and increased efficiency and effectiveness in delivering programs. They provide analysis and recommendations to the Treasury Board on Crown corporation corporate plans and budgets.

The Government Operations Sector is unique in that it has both program and policy responsibilities. It comprises the Assets and Acquired Services Directorate (AASD), the Governance Directorate, the Government Operations and Services Directorate, and the Human Resources and Parliamentary Affairs Directorate.

The Government Operations and Services Directorate provides advice to senior management and Treasury Board ministers on a broad range of policy and program design issues and financial and management practices, as well as all strategic issues of interest to the ministers. The directorate is divided into three divisions: Public Works and Government Services, Government Operations, and Human Resources Management.

The Government Operations Sector also includes the AASD, which comprises the Investment, Project Management, and Procurement Policy Directorate (IPMPPD); the Real Property and Materiel Policy Directorate (RPMPD); and the Professional Development and Certification Program (PDCP).

The AASD is the government's policy centre for investment planning; the management of procurement, projects, real property, and materiel; and related services. The directorate provides leadership and oversight for informed decision making by ministers and officials in central agencies and departments; develops, updates, and modernizes the government's policies for the efficient management of public assets and acquired services; provides policy support, interpretation, and advice to the Treasury Board of Canada Secretariat (Secretariat) and departments; manages the central registry of all federal real property and federal contaminated sites; co-manages the federal Contaminated Sites Accelerated Action Plan with Environment Canada; prepares reports to Parliament on the application of the Alternative Fuels Act; and develops and implements a professional development and certification program for the procurement, materiel management, and real property communities.

The Governance Directorate comprises an operations division, which is responsible for the Secretariat's internal procedures, and a policy division, which oversees the monitoring of Crown corporations, develops external policies, and guides Crown corporations. The Governance Directorate provides leadership and support to ministers, agency representatives, and central agencies to help them make informed decisions; designs, updates, and modernizes government policies on governance and on the efficient start-up of new bodies; provides support, policy interpretation, and advice to the Secretariat, Crown corporations, and non-government bodies; administers and updates the list of federal bodies; and prepares the Annual Report to Parliament: Crown Corporations and Other Corporate Interests of Canada.

Secretary and Associate Secretaries' Office
The Secretary is the deputy minister who directs the work of the Treasury Board of Canada Secretariat and advises the President and the Treasury Board on the organization and management of that part of the public service under the Treasury Board's jurisdiction. The Office of the Secretary is responsible for the daily administrative functions of the organization.

Service Sector
The Service Sector provides leadership, enablement, and monitoring of Government of Canada service design, delivery, and management. This sector provides leadership, support, and guidance in the service delivery area to ensure that Canadians will receive the most responsive, efficient, and effective service delivery possible from their government; that ministers will benefit from an opportunity to help shape and ultimately endorse a coherent forward strategy regarding service delivery; that the government's public service renewal agenda will advance more rapidly as departmental initiatives are considered in the context of a broad strategy that recognizes the priorities related to the renewal agenda; that departments will receive value-added support and actions, such as the benefit of an integrated government-wide strategic plan; and that the Treasury Board of Canada Secretariat will benefit from enhanced strategic leadership and oversight capacity related to service policy and delivery across government.

Strategic Communications and Ministerial Affairs
Strategic Communications and Ministerial Affairs (SCMA) is the focal point in the Treasury Board of Canada Secretariat (Secretariat) for ensuring that the President, Secretary, associate secretaries, and exempt staff are provided with the briefing, correspondence, and logistical support related to Treasury Board meetings, parliamentary affairs, Cabinet affairs, and dealings with other government departments and non‑governmental organizations. It manages and coordinates the Treasury Board meetings, coordinates the Secretariat's Access to Information and Privacy activities, and tracks and assists in the preparation of replies to correspondence addressed to the President and the Secretary. It also acts as a clearing house and maintains the official file for all submissions addressed to the Treasury Board from all government departments. It maintains, tracks, and distributes all Treasury Board submissions and Cabinet documents and papers from the Privy Council Office in the Secretariat.

SCMA also provides strategic communications advice to the President and the Secretary of the Treasury Board as well as to other branches within the Secretariat. As part of this effort, it provides operational support and professional services in communications, advertising, publishing, and public opinion research. Its communicators provide strategic direction through communications plans and draft and produce news releases, media lines, speeches, and presentations in support of Secretariat communications. SCMA provides an electronic media monitoring service to the Secretariat through the Secretariat news centre, as well as research and analysis of current issues and media trends. Media relations activities are also provided to facilitate the department's communications needs and to address specific questions from national and local media. It also manages and coordinates parliamentary affairs activities for the Treasury Board portfolio.

In addition, SCMA manages corporate communications. It provides strategic advice and services in the areas of internal communications, outreach, consultation, publishing, Web services, and Web development. It is also responsible for public inquiries, the fairs and exhibits program, and coordinating requests for copyrighted material. It manages the Secretariat website and is the departmental lead on Government On-Line (GOL) and common look and feel (CLF) standards.

SCMA liaises with Regional Federal Councils and coordinates the Secretariat's intergovernmental and international relations. SCMA ensures information sharing with international partners and stakeholders to facilitate a more effective, responsive, and integrated approach to developing and delivering federal programs and services throughout Canada. The sector is also responsible for the Government of Canada Regional Communications Network, which provides communications advice, expertise, tools, and support to departments, agencies, and Regional Federal Councils of the Government of Canada. SCMA liaises with the Privy Council Office and other departments on government-wide activities and issues. It also serves as the Treasury Board policy centre for the Federal Identity Program and the Communications Policy of the Government of Canada.

Information Holdings

Institution-Specific Classes of Records

Chief Information Officer Branch

Alignment and Stewardship Division
Description: The Alignment and Stewardship Division provides direction and guidance on the sound management of Government of Canada information technology (IT) and information management (IM) assets and expenditures and ensures the alignment of departmental IT- and IM-enabled business projects and programs with Treasury Board of Canada Secretariat (Secretariat) policies and government-wide priorities and outcomes.
Document Types: IT and IM assets; Asset Management Systems; asset overview; financial assets; management of IT-enabled business projects and policy instruments; stewardship strategies, initiatives, and projects; capability maturity model (CMM); Enhanced Management Framework (EMF); support for Secretariat activities; active monitoring; departmental assessments; Departmental Management Assessment; departmental projects and initiatives; long-term capital plans; Memoranda to Cabinet; briefing notes; portfolio teams; program integrity; Secretariat policies; Treasury Board submissions; outcome management, alignment, and stewardship; investment oversight; investment and technology planning; Treasury Board submission review.
Record Number: TBS CIO 080

Enterprise Architecture and Standards Division
Description: The Enterprise Architecture and Standards Division (EASD) provides the Government of Canada with leadership in the architectural design of Government of Canada programs, policies, and services. EASD develops standards, guidelines, frameworks, tools, and reference models and provides support services with the goals of creating a common language for describing government and improving interoperability.
Document Types: Enterprise Architecture and Standards Division (EASD) - business plan, committees and meetings, communications, funding, governance, policies, Chief Information Officer Branch tracking; forums—international, national, liaison—Government On-Line (GOL), stewardship, status reports, research, ad hoc material, program management—Architecture Review Board (ARB), core architecture team, Government of Canada architectural framework, Government of Canada standards framework, architectural review procedures, SII requirement process, standards review procedures, threat and risk assessment (TRA) procedures, Architecture and Standards Assessment, Architecture and Standards Monitoring; Enterprise Modelling; System Modelling; Treasury Board Information Technology Standards (TBITS); ITS standards; architecture—accessibility, authentication, business, identity management, information, information technology communications, operations, security, services; common look and feel (CLF) architectural requirements; common operation modelling, planning, and simulation system (COMPASS); Government of Canada strategic reference model (GRSM), secure message-handling systems (SMHS); Federated Architecture Program; Application Domain Team; Directories Domain Team; e-Forms Domain Team; Messaging Domain Team; Network Domain Tem; Security Domain Team; Public Safety Canada interoperability project ; Business Transformation Engagement Program (BTEP)—planning, provisioning, services, evaluation, services commissioning, services change, services decommissioning, historical; Business Transformation Enablement Program service delivery (PSD)—business problem assessment, transformation business case determination, vision, strategic design alignment demonstration, strategies formulation, Government of Canada business design, transformation implementation planning; Service Provisioning Delivery (SPD)—service case management, service environment, service configuration, service evaluation, service planning.
Record Number: TBS CIO 002

Enterprise Technology and Application Strategies
Description: The Enterprise Technology and Application Strategies (ETAS) Division is headed by the Chief Technology Officer (CTO) of the Government of Canada and leads the government in effective management of information technology (IT). It develops and monitors the Policy on Management of Information Technology and associated IT policy instruments (directives, standards, guidelines, and tools), IT governance and accountability structures, and IT investment planning. ETAS conducts government-wide IT performance measurement and reporting of Government of Canada IT services and expenditures. It develops and promulgates management, technology, and application development and delivery practices. In concert with the Organizational Readiness Office (ORO) of the Chief Information Officer Branch, ETAS has developed strong IT community engagement capabilities through the Chief Information Officers Council and other government-wide IT forums.
Document Types: Chief Technology Office (CTO)—collaboration, leadership, oversight, enterprise technology application strategy—alignment and integration of policies and MAF results, application architecture, access and evaluation, departmental liaison, expenditure reporting, key performance indicators, management strategies, programs, projects, publications and published artefacts, shared services, technology architecture, Treasury Board policy instruments, initiatives and projects management strategy—information technology management—major investment oversight, office automation (OA) strategy, strategic management opportunities.
Record Number: TBS CIO 424

Identity Management and Security Division
Description:This division is responsible for the management of the Government Security Policy and associated policy instruments in such areas as governance, departmental security program management, identity management, personnel screening, physical security, information and information technology (IT) security, security in contracting, and IT incident management. The division coordinates the activities of lead security agencies for training, awareness, research, and development in relation to the Government Security Policy and also provides leadership and guidance to the security community and institutions subject to this Policy for the effective management of government security.
Document Types: Identity Management and Security Division (IDMS)—identity management; IT security secretariat (ITSS)—community development, oversight, policy standards, and references, strategy; security—acts and legislation—Canadian Security Intelligence Service Act—section 29 amendments, Canadian Human Rights Act, Security of Information Act, security—advice and guidance—external, internal; committees—Federal Association of Security Officials (FASO); Government Security Policy steering committee; community development—annual conference, departmental security officer (DSO) meetings, security awareness week; cooperation and liaison—federal government institutions, international—North Atlantic Treaty Organization (NATO); protection of programs and data—Government of Canada public key infrastructure (PKI), secure channel monitoring and evaluation—departmental security office visitations, institutional audits, security audit and self assessment guidelines, security policy impact analysis studies; policy and standards development—Government Security Policy (1994) (2002) (2007); impact of security, training, and development.
Record Number: TBS CIO 111

Information and Privacy Policy Division
Description: Includes information created, collected and maintained by the Information and Privacy Policy Division (IPPD) which administers access to information, privacy and proactive disclosure policies on behalf of the President of the Treasury Board, ensuring consistent application of policies and providing ongoing advice and interpretation to institutions. The Division is also responsible for the annual update of the Info Source publications.
Note: Formerly the Information, Privacy and Security Policy Division (IPSPD).
Document Types: Agendas, records of discussion, contacts database and planning materials for meetings of the ATIP Community, ATIP Assistant Deputy Ministers Committee, Senior ATIP Coordinators Committee, Annual Conference, and ad hoc working groups; nomination forms and evaluation criteria for ATIP community development awards; calendars, notices and training materials for training and development of the ATIP community; plans and priorities documents, HR renewal records, statements of work, proposals, evaluation criteria and contracts specific to the administration of access to information, privacy and proactive disclosure policies; correspondence supporting the delivery of advice and guidance to external (provincial and international) and internal (Treasury Board Secretariat and other federal institutions) audiences; memoranda, briefing notes, presentations, policies, directives, guidelines, evaluations, bulletins, procedures, indices, reports and responses to Parliamentary committees and agents of Parliament pertaining to access to information, privacy, proactive disclosure, USA Patriot Act, legislative and administrative reform of the Access to Information Act, use of social insurance numbers (SIN) and data matching activities; technical documentation for electronic management systems and the Coordination of Access to Information Requests System (CAIRS); institutional submissions, printing, production, publications review and distribution documents for the Info Source publications; and copies of institutional annual and statistical reports.
Record Number: TBS CIO 030

Information Management Strategies Division
Description: Information Management Strategies Division (IMSD), including information on the management of information in the Government of Canada and the Policy on Information Management and associated standards, guidelines, principles, best practices, governance, and accountability structures. The IMSD leads the development of the Government of Canada information management (IM) strategy and action plan to establish key IM objectives, define specific priorities, and align Government of Canada activities in support of the IM vision. This file maintains an inventory of Government of Canada IM initiatives.
Document Types: IM strategies and plans services (IMSD)—IM community outreach and communications service, MGI policy implementation and compliance support services, metadata service, IM program strategic business design service, framework for the management of information services.
Record Number: TBS CIO 005

Internal Services Modernization Program
Description: The Internal Services Modernization Program (ISMP) provides policy direction to streamline and standardize business processes, practices, systems, and services to improve the delivery of internal and government services.
Note:Formerly part of the Information Technology and Information Management Stewardship Division.
Document Types: Internal Services Modernization Program (ISMP)—enterprise oversight, preliminary project approval and effective project approval (PPA/EPA), horizontal review, shared services; shared systems (SS)—general, Administrative Systems Steering Committee (ASSC), liaison, shared system policy, comptrollership shared system domain; human resources shared system domain, information management shared system domain, shared systems strategy.
Record Number: TBS CIO 777

Office of the Chief Information Officer
Description: Information related to the mandate and functions of the office of the Chief Information Officer (CIO) and the Deputy Chief Information Officer (DCIO) of the Government of Canada.
Document Types: Chief Information Officer (CIO)—Auditor General report; briefing notes; Conference Board of Canada; transboundary; e-policy resource centre (Canada School of Public Service); Government Technology Exhibition and Conference (GTEC); committees; change management; Inter-Agency Committee on Geomatics secretariat (IACG); communications; conferences; meetings; seminars—bilateral; staff meetings; liaison—corporations companies, firms—GartnerGroup; departments and agencies; International Council for Information Technology In Government Administration (ICA); organization; plans and programs; presentations—decks; resource centre; Public Sector Chief Information Officer Council (PSCIOC); Public Sector Service Delivery Council (PSSDC); role of the CIO; Saskatchewan Federal Council; transformation strategy.
Record Number: TBS CIO 118

Organizational Readiness Office
Description: The Organizational Readiness Office (ORO) leads a collaborative, enterprise-wide approach to community development in support of government change initiatives that affect information management (IM), information technology (IT), and other communities within CIOB. The ORO develops products, tools, and services in response to change initiatives; ensures alignment with other major government initiatives; and addresses capacity issues relative to the communities it supports. This results in a consistent, integrated approach to the management and development of community resources.
Document Types: Organizational readiness (OR)—business and issues management, career and professional development, community resourcing, organizational infrastructure, strategic community outreach.
Record Number: TBS CIO 622

Strategic Planning and Coordination Division
Description: The Strategic Planning and Coordination Division (SPCD) provides committee secretariat services to senior-level management committees across government chaired by the Chief Information Officer or Deputy Chief Information Officer in the areas of information management, information technology, identity management, security, and Access to Information and Privacy. SPCD supports the Chief Information Officer Branch's strategic and business planning activities as well as providing a centralized project management function. SPCD also provides planning and operational services in the areas of event planning, human resources, finance, contracting, accommodations, and Web content management.
Document Types: Strategic planning and coordination (SPC)—committees—assistant deputy minister (ADM) service committee, Advisory Committee on Information Management (ACIM), ADM cyber security committee, ADM identity management committee, Architecture Review Board (ARB), Committee on Information Management in Business (CIMB) advisory group, Chief Information Officers Council (CIOC), ADM security committee, Electronic Service Delivery Committee (ESDC), Access to Information and Privacy (ATIP) ADM committee, Government On-Line (GOL) human resources, GOL leads, heads of information technology for small departments and agencies, Information Management and Policies Committee (IMPC), Management and Infrastructure Committee (MIC), Management Policy and Oversight Committee (MPOC), Expenditure Management and Financial Oversight Steering Committee (EMFO), Public Service Chief Information Officer Council (PSCIOC), Public Sector Service Delivery Council (PSSDC), Service and Information Management Board (SIMB), Service Transformation Committee (STC), Treasury Board Secretariat Advisory Committee Information Management Sub-Committee (TIMS); conferences, meetings, symposiums—Association of Public Sector Information Professionals (DPI), Government On-Line (GOL), Government Technology Exhibition and Conference (GTEC); Heads of IT Conference, Lac Carling, On-Line Executive Summit; strategic planning—information, Chief Information Officer Branch (CIOB) business plans, CIOB Decision Tracking Tool, procedures, backgrounders, reports, and statistics.
Record Number: TBS CIO 175

Corporate Administrative Shared Services Initiative Branch
Description: The Corporate Administrative Shared Services (CASS) initiative was established to explore the feasibility of adopting a shared services approach to deliver internal corporate and administrative functions—including human resources, finance, and materiel management, as well as the information systems and services that support these activities—across multiple government departments and agencies.
Document Types: CASS initiatives—committees, meetings and working groups, organization, plans and programs, projects, reports, research; finance—committees, meetings and working groups, organization, plans and programs, projects, reports, research; human resources—committees, meetings and working groups, organization, plans and programs, projects, reports, research; integration—committees, meetings and working groups, organization, plans and programs, projects, reports, research; information, services and technology—committees, meetings and working groups, organization, plans and programs, projects, reports, research; material management—committees, meetings and working groups, organization, plans and programs, projects, reports, research.
Record Number: TBS CASS 001

Economic Sector

Economic
Description: The Economic Sector actively supports the Treasury Board in its role as a management board and budget office by providing management oversight of a portfolio of departments and agencies and advice on their expenditure performance and risks. The sector is comprised of the assistant secretary's office and three divisions: Agriculture, Fisheries, and Natural Resources; Environment and Transport; and Industry, Science, and Regional Development.
Document Types: Economic Sector—management accountability framework (MAF), strategy review; committees, conferences, meetings, and seminars—retreat, sector learning and knowledge management support group; Treasury Board initiatives; government initiatives—climate change, sustainable development—Treasury Board of Canada Secretariat (Secretariat) Sustainable Development Strategy 2001–03,Secretariat Sustainable Development Strategy 2004–06, Commissioner of the Environment and Sustainable Development, interdepartmental activities, cities; organization; plans and programs; regulatory issues; Agriculture, Fisheries, and Natural Resources Division; Environment Division; and Industry, Science and Regional Development Division; regulatory issues; departments and agencies—administration; financial assistance; supplementary estimates; Management Accountability Framework; classification of accounts and allocations; strategic program review; financial management; program integrity; activity plan; business plan; long-term capital plan; Annual Reference Level Update (ARLU);departmental performance report;report on plans and priorities;deductions at source; financial services; Planning, Reporting and Accountability Structure (PRAS); grants and contributions; active monitoring; audit and evaluation.
Record Number: TBS ECO 001

Expenditure Management Sector

Expenditure Analysis and Compensation Planning Division
Description: The Expenditure Analysis and Compensation Planning Division (EACPD) is responsible for carrying out research and analysis on expenditure trends to support expenditure planning, resource allocation, and decision making. The division is also responsible for research and analysis to support federal government compensation planning and collective bargaining and research in support of human resources policy development.
Document Types: Expenditure Analysis and Compensation Planning Division (EACPD)—capital analysis, classification costing, committees, councils, compensation—Canadian Forces—RCMP, external surveys, pension and benefits, research development, salary, compensation policy, data and statistics, employment analysis, expenditure reviews, fiscal analysis, horizontal expenditure analysis, human resources analysis, lapse analysis, liaison—consultants, departmental data requests, embassies, internal Treasury Board data requests, provinces and territories; negotiations, operating budget analysis, pay equity, programs, public accounts, personnel cost analysis, special studies, and other surveys, transfer payments, Universal Classification Standard (UCS)—analysis—5K.
Record Number: TBS EMS 115

Expenditure Management
Description: The Expenditure Management Sector (EMS) supports and strengthens the role of the Treasury Board of Canada Secretariat in the government's broader Expenditure Management System. The work of EMS covers the entire expenditure management cycle: expenditure analysis, forecasting, and expenditure management strategies, including strategic reviews, policies, and operations through results-based budgeting, evaluation, a strong integration role in planning and coordinating the expenditure management initiatives, and providing a whole-of-government perspective on matters related to direct program spending and management of reserves. The sector is responsible for developing the Expenditure Management Information System (EMIS) to its full maturity and for the implementation of the Management, Resources, and Results Structure Policy.
Document Types: EMS accrual budgeting, budget office, committee, communications, conferences meetings, seminars, staff meetings, Treasury Board meetings; Expenditure Management System, organization, plans and priorities, procedures and guidelines, question period cards, resources, reallocation, reporting requirements; Planning, Reporting and Accountability Structure; program integrity, Expenditure Policy Analysis and Information (EPAI)—committees—Coaches Corner; Expenditure Management Operational Policy Division (EMOPD) accrual budgeting, annual state of the A-base report, budget for the Coordinating Committee of Deputy Ministers (CCDM), changes to the form and content of the estimates—planned spending vote, Treasury Board vote 5, communications, expenditure review committee, operating principles to guide the Treasury Board and the Secretariat, Organisation for Economic Co-operation and Development (OECD), reallocation, roles and responsibilities, reporting to Parliament and Canadians, reserve management, stewardship coordination, strategic reviews, expenditure management review (EMR)—communications, departmental 2003 by department, horizontal 2003 by service, meetings, process and planning, Treasury Board and Cabinet, training; active monitoring; coordination centre—MSD, strategic reviews.
Record Number: TBS EMS 014

Expenditure Management Information System
Description: The Expenditure Management Information System (EMIS) is a government-wide information system that will align information on the federal government's policies, planned and actual expenditures, and the results that are being achieved with those expenditures based on the Management, Resources, and Results Structure Policy. EMIS will provide both the information and analytical tools to support budget planning and reporting for effective expenditure management.
Document Types: Expenditure Information Division—business services, project management office, information management and information technology, management and administration, testing and quality assurance.
Record Number: TBS EMS 643

Expenditure Operations and Estimates Division
Description: The Expenditure Operations and Estimates Division (EOED) is responsible for the preparation of Annual Reference Level Updates; the production of reports on plans and priorities, including related guidelines; the Main Estimates and Supplementary Estimates; the review and analysis of Treasury Board submissions and recommendations to the Treasury Board; the coordination of the annual Public Accounts exercise with Public Works and Government Services Canada; and recommendations for allocations from central government votes.
Document Types: EOED—estimates production group (EPG)—committees, government operations and estimates committee; subcommittee on estimates, distribution lists, and contracts; Expenditure Management Systems group (EMSG)—business project improvement (BPI), business case, system functionality, concept justification, software, project plan, Expenditure Operations Division (EOD)—improved reporting to Parliament; Main Estimates—communications products, departmental submissions, highlights, Parts 1 and 2, procedures, printing requisition, supply; parliamentary committees, Supplementary Estimates A and B—communications products, presentation to the department, procedures, printing requisition, briefing book, votes, tabling, Treasury Board presentation and submission, supplementary budgets C, D, and E; Treasury Board votes 5, 10, and 15; training; Main Estimates, presentations, reports on plans and priorities (RPP), Supplementary Estimates, supply, work cycle; vote wording; Governor General's special warrant—presentation to the department, procedures, tabling, Annual Reference Level Update—Treasury Board submission, operating budget reports and year-end; departmental performance report; report on plans and priorities, communications products, coverage and Federal Identity Program list, departmental reviews, presentation to the department, directives, printing requisitions, tabling, reference to regulations; Planning, Reporting and Accountability Structure (PRAS).
Record Number: TBS EMS 575

Expenditure Policy Division
Description: The Expenditure Policy Division (EPD) focuses primarily on the development of proposals to reform the Expenditure Management System (EMS) to improve resource allocation and to support the priority setting and budget processes.
Document Types: EPD—accrual budgeting, EMS, fall report, Organisation for Economic Co-operation and Development (OECD).
Record Number: TBS EMS 033

Expenditure Strategies Directorate
Description: The Expenditure Strategies Directorate (ESD) is responsible for providing a whole-of-government view of expenditure management issues through liaison within the Secretariat and with other central agencies, including playing an internal challenge function on expenditure management issues; timely provision of accurate expenditure framework data to the annual budget process; providing consistent, strategic, and reliable advice on reserve management (including the compensation reserve), with provision of regular and accurate status reports; and playing a coordinating role for the central budget reallocation exercise. The directorate also focuses on the development of proposals to reform the Expenditure Management System (EMS) to improve resource allocation, including strategic reviews, and to support the priority setting and budget processes.
Document Types: ESD—capital, compensation, classification, employee benefits plan (EBP), expenditure framework, Expenditure Management Information System (EMIS), Program Activity Architecture (PAA), expenditure management reviews, expenditure reductions, federal budget, federal budget cuts, federal budget realignment, pressures, reserves (except compensation), Expenditure Management System (EMS), strategic reviews, vertical and horizontal reviews of program spending, Organisation for Economic Co-operation and Development (OECD), statutory program, quasi-statutory; lapse analysis, reprofiling, revolving funds; price, workload, and program integrity; branches and sectors, intergovernmental budget conference (August 2002), Year 2000 (Y2K), expenditure management and oversight (EMO)—expenditure review committee (ERC), departmental cases.
Record Number:TBS EMS 010

Results-Based Management Directorate
Description: The Results-Based Management Directorate (RBMD) is a key player in bringing the Results for Canadians agenda to ground. RBMD is the government policy centre on results-based management. It provides advice and assistance to departments and agencies on results-based management. As the Centre of Excellence for Evaluation, it provides leadership on evaluation policy, standards, and community development.
Document Types: RBMD—collective results, departmental results, accountability, departmental performance reports, electronic performance information access, improved reporting to Parliament; Planning, Reporting and Accountability Structure (PRAS) and Charts of Key Results Commitments (CKRC), president's report (MFR), social indicators, evaluation, reviews; Centre of Excellence for Evaluation Division (CEED)—business cases, Canadian Evaluation Society National Capital Chapter, committees—Senior Advisory Committee, communications, community development, departmental evaluation plans, departmental evaluation reports, evaluation community development advisory committee, evaluation community meetings, evaluation policy development, Financial Management Institute of Canada, good practices guides, Government On-Line (GOL), government operations, internal audit, internship program, mid- and senior-level training and development program, Office of the Auditor General, portfolio teams, departmental evaluation and audit operations, professional development, program integrity, public consultations, resource study, Results for Canadians, results-oriented government, Results-based Management and Accountability Frameworks (RMAF), special projects and strategies, standards for evaluation, website; Results Management Strategies Division—Expenditure Management Information System (EMIS), communication and learning events, expenditure management strategies (EMS) renewal, Management Accountability Framework (MAF), Program Activity Architecture (PAA), research; Management, Resources, and Results Structure Policy; Parliamentary Reporting and Accountability (PRA) Division—Canada's performance; corporate management, horizontal management, parliamentary engagement, horizontal reporting, improved reporting to Parliament (IRP)—departmental reporting, e-reporting, research, statutory reporting, supply options, social union framework, strategic planning; Planning, Performance and Reporting Sector (PPRS)—committees, conferences, meetings, corporate projects planning and management, Economic and Regional Development Agreements (ERDA)—Alberta, Prince Edward Island, Manitoba, New Brunswick, Quebec, Saskatchewan, Newfoundland, government-wide initiatives, government-wide projects—breaking the barriers—Council on Administrative Renewal; liaison—companies, corporations, firms, other governments, societies, institutes, organizations; parliamentary matters; sectors and projects—sector operations—evaluation of science and technology; task force on resources.
Record Number: TBS EMS 055

Government Operations Sector

Governance Directorate
Description: The Governance Directorate is primarily responsible for achieving, across the Treasury Board of Canada Secretariat (Secretariat), greater and more effective integration of government-wide issues, particularly as they relate to governance. The directorate leads the development of governance tools to identify major risks to sound management of public institutions, particularly Crown corporations and their expenditures. The directorate also has primary responsibility for initiatives related to the governance regimes of all federal institutional forms, ranging from those characterized by almost full federal control, presence, or both (e.g. special operating agencies) to those characterized by minimal federal control, presence, or both (e.g. shared-governance corporations). The Governance Directorate has specific program responsibility for the oversight of 14 Crown corporations, as well as policy oversight of all 46 Crown corporations, including the implementation of the Review of the Governance Framework for Canada's Crown Corporations.
Document Types: Governance Directorate—alternative service delivery (ASD)—community—outside federal communities, options—agencies, contracting out, other delivery, foundations, partnerships, shared-governance corporations, Crown corporations, policy, practices, resources, events; Crown corporation policy (CPP)—accounting and financial issues, administrative policies—access to information, auditing issues, central agencies forum, conferences, seminars, corporate form—creation of new entities, businesses, departmental corporations, exempt corporations, mixed and joint enterprises, corporate governance, corporate plan process, corporation issues, environment—endangered species, environmental assessment, environmental protection, Financial Administration Act (FAA), regulations, 2005 corporate governance review, guidelines, House of Commons standing committee—parliamentary procedure and affairs, housing, legal opinions, legislative amendments, official languages, president's annual report to Parliament—tabling reports, other corporate interests, public policy purpose mandate review, regulatory amendments, taxation, trade—North American Free Trade Agreement—UPS Challenge, Agreement on Internal Trade (AIT), Singapore Free Trade Agreement (SFTA), Central America Four (CA4), World Trade Organization (WTO)—Agreement on Government Procurement (AGP), General Agreement on Trade in Services (GATS), Free Trade Area of the Americas (FTAA); briefings—financial institutions and associations, international, provinces, bylaws; Management Strategies Division (MSD)—activity plans, departmental assessments, departmental management assessments, departmental performance reports (Secretariat), program integrity—round 1, round 2, report on plans and priorities (Secretariat); risk assessment for small agencies.
Record Number: TBS GOS 005

Government Operations and Services Directorate
Description: The Government Operations Sector (GOS) provides information on the analysis and recommendations provided to Treasury Board to assist it in decisions on departmental business plans and the Main and Supplementary Estimates.
Document Types: GOS—Government of Canada Workplace Charitable Campaign (GCWCC), committees, conferences, meetings, seminars—retreats, organizations; small agencies—agenda to strengthen, database, heads of agencies, heads of information management and information technology, Personnel Advisory Group (PAG), expenditure review committee, institutional governance, issues, risk assessment, finance action group, orientation of heads of agencies, administrator network, plans and programs, price and workload, competency profile, expenditure review coordination (ERC)—procurement reform, Service Canada, shared travel services, capital assets transformation, Year 2000 (Y2K)—assistant deputy ministers' working group, committees, communications, National Defence, federal-provincial outcome—visits to the regions, industry readiness—Industry Canada, international preparation, legal impact, emergency planning; Government Operations and Services Directorate (GOSD)—GOVV, implementation of the Public Service Modernization Act, agents of Parliament; Canada Portfolio and Services Division (PWGSCPSD), departments and agencies, administration—finance, human resources, Supplementary Estimates, classification of accounts and allotments, evaluation, program integrity, Annual Reference Level Update (ARLU), activity plans, business plans; projects, annual reports of the Auditor General, departmental performance reports (DPR), reports on plans and priorities (RPP), Planning, Reporting and Accountability Structure (PRAS); audits.
Record Number: TBS GOS 001

Investment, Procurement, and Project Management Policy Directorate
Description: The Investment, Procurement, and Project Management Policy Directorate (IPPMPD) is responsible for the development and interpretation of policies, directives, and guidelines on investment planning for assets and acquired services, project management, and the procurement of goods, services, and construction contracts.
Document Types: Investment, procurement, and project management policy (IPPMPD)—commercial agreements, committees, councils, conferences, meetings, seminars, symposia—Standing Committee on National Defence and Veterans Affairs; consulting and professional services—architectural and engineering services contracts; central inventory of management consultants, consultants and consulting services contracts, reports; contracting—Increased Ministerial Authority and Accountability (IMAA), bonds securities holdback; Treasury Board Advisory Committee on Contracts (TBACC); parliamentary commissions of inquiry, royal commissions, construction—dredging, repairs, renovations, overhauls, contracting for goods—national defence; proactive disclosure; indemnification in contracting; liaison with associations; advance Contract Award Notices (ACAN); Year 2000 compliance project; intellectual property; contract claims and disputes, comprehensive land claims; self-government agreements; British Columbia treaty commission claims, Yukon First Nations, bids; contracting for services—former government officials; fee guidelines; education and training; reporting requirements; films, television, theatre, personal service contracts; advertising, public relations, health and medical services, protection services, cleaning services, transportation services, procurement review—Canadian Annual Procurement Strategy (CAPS), Procurement Policy Advisory Committee (PPAC), Procurement Review Committee (PRC), Procurement Strategy Committee (PSC); policies; procurement environment review; temporary help services.
Record Number: TBS GOS 045

Professional Development and Certification Program
Description: The program management office is responsible for providing strategic direction and leadership in managing the development and implementation of a Professional Development and Certification Program (PDCP) for the procurement, materiel management, and real property community in the federal government.
Document Types: PDCP—continuous learning, learning, program management office, Professional Development Advisory Committee (PDAC), Materiel and Supply Management Steering Committee (MSMSC); website documents, strategic planning documents, certification component, funding, highest priority areas initiative, Materiel Management Institute (MMI), competency profile, core curriculum, The Willow Group.
Record Number: TBS GOS 555

Project Management
Description: Project Management develops, interprets, and provides advice on policies for project management and provides policy advice to program sector analysts on submissions for preliminary and effective project approval.
Document Types: Project management—government interests in the private sector; major Crown projects—policy development, CF-18 system engineering support; equipment—armoured vehicle general purpose; Canadian Patrol Frigate Program; Class VIII Icebreaker (polar); Destroyer Life Extension Project (DELEX), intelligence and security complex (ISX), Kenya energy program, Leopard tank; long-range patrol aircraft (cp-140); medium logistic vehicle wheeled (MLVW); military and operational support trucks (most) project; Mobile Satellite (MSAT) Program; new fighter aircraft (CF-18); North Atlantic Treaty Organization (NATO); Purchase and Use of Solar Heating Program; Radar Modernization Program (RAMP); radar satellite (RADARSAT); R-class icebreaker; Regional Operations Control Centres (ROCC), remote manipulator system (Canadarm)—National Research Council of Canada (NRC); search and rescue satellite (SARSAT); Small Arms Replacement Project (SARP); Strategic Automated Message Switching Operational Network (SAMSON); Terminal Radar and Control Systems (TRACS); Tribal Class Update (TCUP) (TRUMP); water bombers (CL-215); facilities—inmate accommodation program; Maduru Oya reservoir complex; Mirabel; Montréal major area postal plant (MAPP); Place Guy Favreau; Prairie Branch Lines Rehabilitation Program; Rideau Centre; Ridley island—coal or grain terminal, Saint-Jean Megaplex; Toronto major area postal plant (MAPP); NATO Flying Training in Canada (NFTC); non-traditional MCPs; project leaders; long-term space plan; Pan African Telecommunications Network (PANAFTEL); procurement review; project approval; selecting preferred procurement strategies.
Record Number: TBS GOS 076

Real Property and Materiel Policy Directorate
Description: Information on holdings of federal departments and Crown corporations in Canada and abroad, including information on committees, guidelines, best practices, frameworks, strategies, and research related to federal real property management.
Document Types: Real property and Materiel Policy Directorate (RPMPD)—real property—newsletters, circulars, and information bulletins; public-sector and private-sector real property project; framework and principles; committees, conferences, meetings, workshops, seminars, professional development, surveys, studies, evaluations, and monitoring—departments, agencies, and Crown corporations; portfolio management—urban and regional overviews, capital project expenditure freeze; federal land management; review of holdings, review of equipment project review; major Crown project, inventory planning—managed disposals, urban Canada reviews, strategic studies, federal land sales program, federal contaminated sites assessment program, legislation—Federal Real Property and Federal Immovables Act, best practices, Queen's University project, Aboriginal issues—disposal of surplus real property in context of Aboriginal issues—best practices, Haida and Taku working group, Aboriginal heritage resources, Aboriginal land claims negotiations, Aboriginal litigation, Aboriginal transactional items, real property review, shared systems; national executive forum on real property; materiel—motor vehicle, executive vehicle; alternative fuels, committees, disposal, fleet management; general services, management reform—phase 1—legislation, phase 2; contaminated sites—national workshop, ADM steering committee, contaminated sites management working group (CSMWG), federal action plan on contaminated sites (FAPCS), management plan, shared responsibility sites, information systems, TBS forum, inventory of federal real property—active monitoring— completeness and accuracy process, information requests, custodians (departments, agencies and Crown corporations), journals, letters and forms, real property lexicon, manuals, Web maintenance, projects, geographical information system (GIS), validation of accounts receivable—Office of the Auditor General, contracts,
custodians, reports and statistics, meetings, information systems, contaminated sites—requests and information, custodians (departments, organizations and Crown corporations), completeness and accuracy, operating journals, computer systems, letters and forms, manuals, projects, active monitoring, geographical information system.
Record Number: TBS GOS 655

Real Property Policy and Regulations
Description: Information on central agency policies, legislation, and regulations governing federal real property.
Document Types: Real property policy—facilities planning, accessibility; administration; contaminated sites management framework; disposal of surplus federal lands; environment; fire protection investigation and reporting; heritage; investment; use of facilities; long-term capital planning; management framework; open and fair transactions; revenue; monitoring guide, regulations and general authorities, smoking in the workplace, operations handling, policy and services—accommodations planning, regulations and general authorities.
Record Number: TBS GOS 650

International Affairs, Security, and Justice Sector

International Affairs, Security and Justice
Description: Information on the analyses and recommendations provided to the Treasury Board to assist it in making decisions on departmental business plans, the Main Estimates and Supplementary Estimates, the Access to Information Act and the Privacy Act, and the Government Security Policy. The International Affairs, Security, and Justice Sector includes the following divisions: International Affairs, Immigration, and Defence; Justice and Security; the Public Safety and Anti-Terrorism Coordination Unit; and the Public Service Readiness Group.
Document Types: The International Affairs, Security and Justice Sector (IASJ)—the Government of Canada Workplace Charitable Campaign (GCWCC), committees, conferences, meetings and seminars—retreats, organization, plans and programs, Security and Justice Division—annual reports on public safety and anti-terrorism (PSAT); international immigration and defence affairs division (IIDAD); Foreign Affairs and Defence Division—Canada in the world project, international tagging; departments and agencies—administration—finance, information management and information technology, supplementary estimates, accountability framework, classification of accounts/allotments. Documents on perspectives, departmental management evaluation, evaluations, horizontal initiatives, program integrity, Governor General's warrants, annual reference level update (ARLU), real property planning / asset management, activity plans / business plans, financial pressures, annual reports, reports of the Auditor General, departmental performance reports, reports on priorities and plans (RPP), human resources, accountability planning and reporting structure, program activity architecture / recommendations, audits. Supplementary estimates and strategic reviews.
Record Number: TBS IASJ 001

Public Service Readiness
Description: The Public Service Readiness Plan facilitates the horizontal management of an emergency's widespread effects on the public service. It establishes clear roles and responsibilities for horizontal leadership, coordination, and communications; a central governance structure that facilitates the horizontal management of the internal public service consequences of an emergency; criteria and processes for activating and executing the plan; operating procedures to assist deputy heads; and information relevant to the management of human and financial resources in emergency situations.
Document Types: Public Service Readiness—Briefing notes, Guides, Meetings, Presentations, Public Service Readiness Plan.
Record Number: TBS IASJ 555

Labour Relations and Compensation Operations Branch

Collective Bargaining
Description: Information on collective agreements that were made in writing and entered into under the Public Service Labour Relations Act (PSLRA) by the Treasury Board of Canada Secretariat and a bargaining agent on behalf of all departments and agencies named in Schedules I and IV of the Financial Administration Act. Information includes any amendment to such agreements containing provisions regarding the terms and conditions of employment, the collective bargaining mandates process, negotiation strategies, and related matters. It also includes information on the following: the PSLRA dispute resolution process, either through arbitration or conciliation (strike route); compensation and statistical analysis in support of the negotiation process; interpretation of collective agreements; policy centre for Public Service Modernization Act guidelines on two-tier bargaining and use of employer facilities; maternity and parental benefits; and performance pay for represented groups.
Document Types: Collective bargaining—Negotiations; Third party proceedings; Categories and groups—up to 1986, postal operations group, as of 1987; negotiations as of 1997—present; Collective agreements; compensations allowances; Cost of living allowances; Master agreement bargaining; Outside collective bargaining; Pay implementation; Pay Research Bureau—reports and surveys, Reports and statistics; Unions; compensation information—collective bargaining—reports, personnel management information systems (PMIS)—attendance leave overtime and shiftwork system (ALOSS), extra duty reporting system(EDRS), incumbent system, leave reporting system (LRS); compensation information—reports, requests—TBS; compensation and statistical analysis (CSA)—occupational categories and groups; compensation valuation and comparison—elements, individually, outside practices, valuation—application, implementation.
Record Number: TBS LRCO 480

Corporate Liaison and Strategic Management
Description: Corporate Liaison and Strategic Management (CLSM) coordinates Labour Relations and Compensation Operations (LRCO) corporate requests and provides reports, policy analysis, and labour relations advice (for Treasury Board submissions); provides input on LRCO issues for the Treasury Board of Canada Secretariat and Canada Public Service Agency policy renewal initiative and the review of policy instruments; supports the National Joint Council and separate agencies, i.e. those under the Financial Administration Act (FAA), Schedule V; coordinates Public Service Modernization Act (PSMA) initiatives and the policy centre for PSMA guidelines on co-development and labour-management consultation committees; and supports the Compensation and Comparability Review and the Policy Framework for the Management of Compensation.
Document Types: LRCO corporate requests, reports and policy analysis; labour relations advice (TB submission); LRCO Policy Renewal and review of policy instruments; National Joint Council; Separate Agencies (i.e. FAA, Schedule V); PSMA initiatives; PSMA Guidelines on Co-Development and Labour-Management Consultation Committees; Compensation and Comparability Review; Compensation Policy Framework.
Record Number: TBS LRCO 100

Excluded Groups and Administrative Policies
Description: General information about excluded groups and administrative policies (EGAP). The EGAP unit is responsible for the preparation, authorization, publication, and maintenance of various policies that define terms and conditions of employment for excluded and unrepresented employee groups including the following: Royal Canadian Mounted Police (compensation), Canadian Forces members, ministers' exempt staff, excluded and unrepresented groups, and non–EX Group employees excluded from collective bargaining (performance pay). EGAP is also the policy centre for several NJC directives including directives on the following: travel, relocation, isolated posts and government housing, foreign service, commuting assistance, and workforce adjustment. It also contains information about the policy centre for guidelines for ministers' offices, special travel authorities, and membership fees.
Document Types: Excluded groups and administrative policies—administration, budget; Employer Policies (EP), Foreign service—committees—Interdepartmental Committee on External Relations (ICER), commonwealth secretariat (Excluding non–rotational assignments), directives—committees, heads of posts directives, individuals—deletions, posts—indices, revisions, locally engaged staff, military (excluding Indochina regulations), non—rational assignments, outside practices, government housing, national defence, isolated posts allowances, committees, isolated posts locations, commuting assistance, membership fees, relocation—appointees, group move, disposal and acquisition of accommodation, family separation and house-hunting trip, incidental expenses, integrated relocation program (IRP), shipment of effects, special applications—National Defence, Royal Canadian Mounted Police, Compensation and Benefits Instructions and Queen's Order and Regulations related to pay allowances for National Defence, Pay and Allowance for the RCMP, Special situations, services, staff relations-collective agreements and interpretations, taxis, travel—accommodation, commercial transportation—commercial air-first class, employee-driven vehicles, exceptions to the policy, meals and incidentals, National Joint Council Committee, special travel authorities, special travel situations, travel agencies; Exempt and excluded categories and groups, commissions and boards, departments, agencies and crown corporations, ministers' exempt staff; Organisation for Economic Co-operation and Development (OECD); pay plans—administration, performance pay; risk management; Workforce Adjustment (WFA)—National Joint Council (NJC).
Record Number: TBS LRCO 085

Human Rights Complaints
Description: The Labour Relations and Compensation Operations (LRCO) Branch represents the interests of the employer before the Canadian Human Rights Commission and the Canadian Human Rights Tribunal or other administrative tribunals on human rights complaints filed against Treasury Board policies. The LRCO Branch also provides comprehensive advice and guidance to departments and agencies in managing human rights complaints filed against them pursuant to the Canadian Human Rights Act.
Document Types: Consultation and planning—departmental consultation, union consultation; human rights—conferences; Canadian Human Rights Act, Canadian Human Rights Commission, Canadian Human Rights Tribunal; human rights complaints, race, national or ethnic origin, colour, religion, age, sex, sexual orientation, marital status, family status, disability, and conviction for which a pardon has been granted.
Record Number: TBS LRCO 003

Labour Relations Operations
Description: General information on labour relations, the centre of expertise for unfair labour practice complaints, discipline, demotion, termination, termination of employment during probation, strikes, essential services agreements, managerial or confidential positions, union dues and union certification, occupational health and safety (OHS), human rights complaints, grievance management at the adjudication stage before the Public Service Labour Relations Board, the monitoring of trends and jurisprudence, advice and support to departments, support to OHS and labour relations communities, and business continuity for human resources matters.
Document Types: Unfair labour complaints, discipline, demotion, termination, termination of employment during probation, strikes, essential services agreements, managerial or confidential positions, union dues and union certification, occupational health and safety (OHS), human rights complaints, grievance management at the adjudication stage before the Public Service Labour Relations Board, trends and jurisprudence, advice and support to departments, support to OHS and Labour Relations communities and business continuity for human resources matters; Advisory committee on labour management relations in the federal public service; Public Service Labour Relations Act (PSLRA)—review—Finkleman study; Public Service Labour Relations Board (PSLRB); reference of questions of law or jurisdiction; adjudication—individual cases—section 92—old system, reference to chief adjudicator under sections 98 and 99, requests for review under section 27, section 18 application of Federal Court Act; certification—establishment of bargaining units, managerial and confidential exclusions—reports and statistics, safety and security designations—section 79; complaints; discipline—discharges and suspensions; disputes and strikes—legal proceedings, illegal proceedings—prosecution; grievances—departments, agencies, Crown corporations; informatics—administrative and operations; interpretation; risk management—legal; statistics and surveys; training and communications; union dues.
Record Number: TBS LRCO 888

National Joint Council Secretariat
Description: The National Joint Council (NJC) is the forum of choice to promote efficiency of public service and well-being of employees. Through the NJC, public service bargaining agents and employers come together to share information, consult on workplace policies, and co-develop directives on 27 different issues that affect employees throughout the public service. NJC directives form part of collective agreements. The NJC deals with grievances arising from these directives.
Document Types: Committees and councils—National joint council—grievances, standing committees; NJC Secretariat—annual fall seminar, annual planning retreat, constitution and by-laws, council proceedings, dental care plan board of management, disability insurance plan board of management; executive committee, foreign service directives committee, government travel committee, isolated posts and government housing committee, joint employment equity committee, relocation committee, occupational health and safety committee, official languages committee, public service health care plan, service wide committee on occupational health and safety, social justice fund (SJF), workforce adjustment committee, NJC-NJCTCS National Joint Career Transition Committee Secretariat.
Record Number: TBS LRCO 015

Occupational Health and Safety
Description: The Occupational Health and Safety (OHS) unit provides advice and strategic policy direction on establishing and managing the OHS program to departments and agencies of the core public administration named in Schedules I and IV of the Financial Administration Act.
Document Types: Campaigns, Canada Labour Code Part II, safety officer under Part II (formerly Part IV) of the Canada Labour Code, committees, conferences, meetings and seminars, departments with delegated responsibility, departmental programs, fire protection, first aid, Government Employees Compensation Act (GECA), guides, procedures, standards, health evaluations, health units, investigations—studies—surveys—audits, publications, reports and statistics, seminars, smoking in the workplace, training, use and occupancy of buildings, workers compensation benefits.
Record Number: TBS LRCO 999

Pay Equity
Description: The Labour Relations and Compensation Operations (LRCO) Branch is responsible for presenting the Employer's position and responding to allegations of gender-based wage discrimination with respect to pay equity complaints filed against Treasury Board with the Canadian Human Rights Commission. Pay equity in the federal context involves eliminating gender-based wage discrimination that has resulted from the systemic undervaluation of work traditionally performed by women. Pay equity is governed by the Canadian Human Rights Act and the Equal Wages Guidelines, 1986.
Document Types:Pay equity (PE)—communications, complaints, interest, joint union/management initiatives—committees, investigation, management position, questionnaires—by case number, newspaper and journal articles, reference documents, tribunal (PSAC versus TBS).
Record Number: TBS LRCO 777

Pay Policies and Administration
Description: Information on advice, interpretation, direction, and training support provided to departments of the core public administration on pay administration rules, regulations, and policies and directives such as terms and conditions of employment. It also contains information about the review of pay administration policy instruments for the Policy Renewal Initiative, including information on the following: terms and conditions of employment, pay, leave with or without pay, and salary administration. This unit provides strategic assessment and advice on pay administration to senior management.
Document Types: Pay—(PA)—pay administration—associations (unions), committees, labour disruptions (strikes), monitoring—reports and statistics, pay administration coordination section (PACS)—pay system—development—projects, operations and maintenance, task forces and study groups—pay study task force (1976), training and development, transfer or responsibility (1977—37)—implementation, policy interpretation—allowances—entitlement codes, allowances and extra duty, deductions—deduction codes, guides and manuals, regulations and procedures, salaries and compensation; payroll deductions—check—off of union dues—Public Service Alliance of Canada (PSAC).
Record Number: TBS LRCO 666

Project Management and Internal Service Transformation
Description: Information pertaining to the Project Management and Internal Service Transformation (PMIST) unit, which contributes to the modernization of pay systems and Corporate Administrative Shared Services (CASS) initiatives. It also offers analysis and recommendations of business requirements pertaining to computerized pay systems, processes, and other human resources management information such as advice regarding the implementation of new collective agreements or legislation (e.g. the Public Service Employment Act).
Document Types: Project Management Internal Service Transformation, modernization of pay systems and Corporate Administrative Shared Services (CASS).
Record Number: TBS LRCO 432

Separate Agencies
Description: There are 27 separate agencies named in Schedule V of the Financial Administration Act (FAA). They conduct their own negotiations for unionized employees and determine compensation levels for non-unionized employees. All unionized separate agencies (except the Canada Revenue Agency) are required to obtain a mandate for collective bargaining from the President of the Treasury Board. Once a settlement is reached, the President of the Treasury Board recommends its approval to the Governor in Council.
Document Types: Separate agencies compensation management: Canada Investment and Savings, Canada Revenue Agency(CRA), Canadian Food Inspection Agency, Canadian Forces Personnel Support Agency, Canadian Institutes of Health Research (CIHR), Canadian Nuclear Safety Commission (CNSC), Canadian Polar Commission, Canadian Security Intelligence Service (CSIS), Communications Security Establishment, Financial Consumer Agency of Canada, Financial Transactions and Reports Analysis Centre of Canada, Indian Oil and Gas Canada, National Capital Commission, National Energy Board (NEB), National Film Board, National Research Council Canada, National Round Table on the Environment and the Economy, Natural Sciences and Engineering Research Council (NSERC), Staff of the Non-Public Funds, Northern Pipeline Agency, Office of the Auditor General of Canada, Office of the Correctional Investigator Canada, Office of the Superintendent of Financial Institutions Canada, Parks Canada (PCA), Public Service Labour Relations Board (PSLRB), Security Intelligence Review Committee, Social Sciences and Humanities Research Council of Canada, Statistical Survey Operations (SSO); separate employers—crown corporations, other government agencies.
Record Number: TBS LRCO 500

Office of the Comptroller General

Comptroller General
Description: The Office of the Comptroller General (OCG) is responsible for coordinating organizational and administrative requirements of the Comptroller General.
Document Types: OCG briefing books, active monitoring, committees, boards, panels, conferences, symposiums, and meetings; Cabinet, Treasury Board Administrative Coordinators Committee (TBACC); corporations, companies, and firms; federal budget input; forward planning calendar; Government On-Line (GOL); liaison—departments and agencies, other countries and governments; organization; parliamentary matters; submissions; Results for Canadians: A Management Framework for the Government of Canada; reviews, audits, and evaluations; strategic planning (key activities).
Record Number: TBS OCG 665

Financial Management and Analysis Sector
Description: The Financial Management and Analysis Sector (FMAS) plays a lead role in supporting the Office of the Comptroller General's commitment to strengthening financial management, oversight, and reporting within the Government of Canada. FMAS continues to lead efforts to ensure the availability of appropriate frameworks, policies, and guidance on financial management across the federal public service and also to ensure the use of appropriate accounting standards for timely, complete, and accurate financial reporting across government. To this end, FMAS continues its efforts to strengthen the financial management policy suite and improve financial operations, practices, and reporting across government to support better decision making.
Document Types: FMAS—accounting practices; accounting and control of expenditures; accounting and control of revenues and accounts receivable—collection of debts due to the Crown—collection methods for master agreements, deletion of debts due to the Crown—standing interdepartmental committee on uncollectible debts; interdepartmental settlements; standing advances; advice and assistance; advisory services; annual Canada-U.S. International Colloquium on Financial Management for National Governments; update of circulars, guides, and information bulletins; claims and ex gratia payments; classification, organization, and staffing—staffing and selection, universal classification standard; committees and meetings—branch management team, management committee meeting, management committee; conference planning; departmental performance report (DPR), External Charging Policy; Financial Administration Act and regulations maintenance; Management Accountability Framework (MAF)—measure 17:1; acts—Adjustments of Accounts Act, Financial Administration Act—amendments—sections 1–100; regulations—loss of money, public officers guarantee; application of the financial policy; grants and contributions; International Colloquium on Financial Management for National Governments; liaison; political donations; real property community; senior committee report (SCR); special projects management; terrorism; training and development; travel; Government Accounting Policy and Reporting Division (GAPRD)—accounting standards policies and procedures, accrual budgeting, and appropriations; chart of accounts; communications and committees; financial reporting; accounting associations; public accounts—capital assets, Canadian Institute of Chartered Accountants (CICA), Public Sector Accounting and Auditing Committee (PSAAC), Crown corporations, environmental liabilities—contaminated sites and solid waste landfills, revolving and working capital advances, standing committee on public accounts, superannuation, allowance for valuation and central adjustments, Policy Suite Renewal Initiative—committees, communications, database, directives, financial oversight and control review, guides and guidelines, implementation, policies, speaking engagements, standards-renewal, website.
Record Number: TBS OCG 005

Financial Systems Authority Directorate
Description: The mandate of the Financial Systems Authority Directorate (FSAD) is to support and assist the comptrollership systems community as follows: in achieving its objectives and plans; in accomplishing specific government-wide objectives related to comptrollership systems by facilitating progress, overcoming barriers to success, and identifying and facilitating opportunities to reduce costs and improve productivity; and by influencing the strategies, plans, and orientations of the community. The role of the FSAD is to ensure that the Office of the Comptroller General meets the needs and expectations of departments, agencies, and its various partners, such as the Human Resources Branch and the Chief Information Officer Branch, in the evolution of shared administrative systems in the Government of Canada.
Document Types: Financial systems authority (FSA)—administration of the FSA, projects—Corporate Administrative Shared Services (CASS), Corporate Administrative Shared Services Initiative (CASSI), shared travel services initiatives (STSI), Government of Canada Marketplace (GoCM), horizontal, master data strategy, single vendor file, Expenditure Management Information System (EMIS)—budget office systems renewal, standard line object, standard vendor record, control framework for human resources and financial interfaces, SIGMS, accrual budgeting and appropriations, financial management capability model, accounting manual; financial management policy framework—policies, directives, standards, guidelines; clusters—FreeBalance, Oracle, Common Departmental Financial System (CDFS), Grantium, GX; PeopleSoft, integrated financial and material system (IFMS), Automated Materiel Management Information System (AMMIS), grants and contributions; ministerial and House of Commons inquiries, associations, and committees; working groups—systems rationalization working group (SRWG), cross cluster form (CCF); vendors—SAP, FreeBalance, Oracle, PeopleSoft, shared departmental financial system, GX.
Record Number: TBS OCG 025

Internal Audit Sector
Description: Through a consultative process with departments, the Internal Audit Sector (IAS) leads and supports the continuing implementation of the revised Treasury Board Policy on Internal Audit, which took effect on April 1, 2006, by doing the following: providing advice to deputy heads, heads of internal audit, and internal audit practitioners on the implementation of the Policy, development of departmental internal audit policies, risk-based audit plans, application of professional standards, and oversight and guidance of the internal audit function; conducting or leading government-wide horizontal audits; providing advice and guidance in relation to information technology, systems, and forensic auditing; establishing audit intelligence systems, assessment strategies, and practice inspection programs to determine and report on the state of the internal audit function in departments and across government; performing an active monitoring function to provide timely information to the Treasury Board on significant issues of governance, risk, control, or other issues with management practices in departments; participating in the development of capacity building strategies for the internal audit community to support departments in implementing the Policy; establishing frameworks to guide ongoing evaluation of the effectiveness of the Policy; providing assistance to departments in the performance of their internal audit functions; and providing leadership in the support and promotion of the internal audit function.
Document Types: IAS—audit report; active monitoring; audit related to ATIP issues; audit reports—audits of departmental operations, audit summaries and audit reports, departmental audits plans—summaries and analyses, departmental liaison—visits and advice; business case reviews; certification of pension funds; Commissioner of the Environment and Sustainable Development; committees and meetings; Standing Committee on Public Accounts; communications plan; community development—classification, competency profile, demographic profile, learning strategy, liaison—departments and agencies, teaching institutions (such as colleges and universities); comptrollership community network; conferences, presentations, workshops, seminars, and communications; evaluation framework; grants and contributions; IAD/OCG internal audit manual; companies, corporations, and firms; departments and agencies; foreign countries, provinces and territories, societies, institutes, and organizations; horizontal—delegation of financial authority, risk management; Office of the Auditor General; annual audit of the Office of the Auditor General; policy interpretation—exposure drafts, guides, interpretation bulletins, studies; professional practices; quality assessment manual—5th edition; recruitment; information technology (IT)—architecture, contracts, test bed, IBTS final, CASP final; research projects; risk-based audit frameworks; strategic plan; Treasury Board of Canada Secretariat portfolio team—liaison, reports; transfer payment policy and practitioners guide; website; field audit (FA)—governance, audit committee infrastructure (ACI), audit committee support (ACS), audit committee activities and products for small departments and agencies (ACAP), field audit infrastructure (FAI), field audit practice (FAP), support (SDAS), internal audit policy support (IAPS), recruitment, forensic audits—departments and agencies.
Record Number:TBS OCG 020

Transformation Management, Capacity Building, and Community Development Sector
Description: This sector provides strategic direction and coordination of key initiatives for community development and capacity building for the financial management and internal audit communities. The sector works with departments to establish department and agency audit committees (DAAC) in which the majority of members do not occupy a position within the core public administration. The sector also continues to assist the communities by coordinating recruitment activities, mobility, career progression, training and learning, and professional development.
Note: Formerly Financial Management Community Development.
Document Types: Transformation Management, Capacity Building and Community Development Sector (TMCBCDS)—collective staffing for financial officers, community development—advice and assistance, classification, organization and staffing, committees, courses—resourcing, educational leave/co-op replacement program, recruitment of FI-03 and FI-04 financial officers—human resources planning, recruitment, and development (FORD/IARD); staffing, training—development of new financial administration training, internal audit demographic survey, internal audit information management, internal audit officers, human resources planning, liaison—university, PE/FI standards, program integration, brokerage services—assignment, conference, meeting and seminars, special studies, financial officer—training; financial officers, internal auditors—human resources planning, recruitment, and development (FORD/IARD)—memoranda of understanding, reports and statistics, selection standards, special events, training and development.
Record Number: TBS OCG 333

Pensions and Benefits Sector

Insurance Benefits Programs
Description: Information on benefits programs for employees and pensioners of the federal government.
Document Types: Insurance benefits program (IBP)—; issues management; acts and regulations, Blue Cross, Business Design: PSHCP, benefits management disability management and plans; training; staffing; Canadian Armed Forces; dental care—administrative arrangements, Canadian Forces / Royal Canadian Mounted Police dependants (CF/RCMP) 55777/55888/55999, collective bargaining—Public Service Alliance of Canada (PSAC) 55666, employer paid dental plan, National Joint Council (NJC) 55555; disability insurance—enrolment, participation, eligibility and membership, financial, long-term disability, publications, Royal Canadian Mounted Police; employee benefit surveys; privacy management framework; Public Service health Care Plan (PSHCP)—benefits—administration renewal project; hospital expenses benefits—administration renewal project, hospital expenses benefit—outside Canada, major medical expenses benefit—hospital expenses benefit, committees, coverage, financial, Quebec—Bill 33 universal drug plan (RAMQ); Nova Scotia—Pharmacare program; High risk travel compensation program; Hospital insurance (outside Canada) plan—payments; liability and compensation claims; locally—engaged employees health insurance—United States of America (Sun Life plan), locally—engaged employees life insurance—United States of America; maternity / parental leave and allowances; National Joint Council Standing Committee on Health Insurance Programs; outside practices; program forecasts and estimates; provincial and territorial health insurance plans—provincial health insurance cost—sharing; provincial, territorial and federal taxes on group benefit plans; Public Service Management Insurance Plan (PSMIP)—benefits—long-term disability, board of trustees, eligibility, financial; sick leave program; slain-on-duty benefit; unemployment insurance; workers' compensation—Government Employee Compensation Act; Positive Enrolment Program.
Record Number: TBS PBS 375

Insurance Benefits Programs on Pensioners Dental Services Plan
Description: Information on the dental services plan effective January 1, 2001, for pensioners of the federal government.
Document Types: Pensioner's Dental Services Plan (PDSP—administration of the plan, administrative services only (ASO)—contract administration, board, committees, communications about the plan, consultations, non-participating agencies entities, participating agencies and entities, rules, tendering process III—2005 DRI 24062-040277.
Record Number: TBS PBS 520

Pensions
Description: Information on pension schemes that the Government of Canada provides, administers, and contributes to on behalf of persons in the federal public service, members of Parliament, and employees engaged locally at Canadian foreign posts. It also contains general information on pension matters and social security benefits.
Document Types: Pensions—Agencies and corporations, Canada Pension Plan—Committees, Canadian Armed Forces Superannuation Act, Canadian government annuities, conferences and Seminars, Diplomatic Service Superannuation Act, foreign countries, Governor General's Retiring Annuities Act, Judges Act, Lieutenant Governors Superannuation Act, litigation, Locally engaged employees—contributory pension regulations, (non-contributory) pensions regulations, social security, separate pension plans, Members of Parliament Retiring Allowances Act, Pension Benefits Division Act, Pension Benefits Standards Act, Provincial, Public Sector Pension Investment Board Act (PSPIBA) Bill C-78, public service pension reform—1998, Public Service Superannuation Act—agencies and corporations, communications, contributory status, elective service, financial, Newfoundland employees, pilotage authorities, privatization, Public Service Pension Adjustment Act 1959, reciprocal transfer agreements—cities, Crown corporations, hospitals, Indian Pension Plan Funding (IPPF) Program, provinces, universities, retirement benefits—early retirement—Early Retirement Incentive (ERI) Program, Correctional Service Canada early retirement arrangements, Supplementary Death Benefits, Survivors' benefits, withdrawal of entities, Royal Canadian Mounted Police Superannuation Act—Pension Continuation Act, Special Retirement Arrangements Act, Statute Law (Superannuation) Amendment Act, Supplementary Retirement Benefits Act, social security, Canada Assistance Plan, family allowances, foreign countries, income security—veterans, old age security.
Record Number: TBS PBS 380

Priorities and Planning Sector

Comptrollership Modernization Directorate
Description: The mandate of this directorate is as follows: to support the Comptroller General in leading modernization by implementing the recommendations of the Report of the Independent Review Panel on Modernization of Comptrollership in the Government of Canada; to develop an integrated initiative along four main lines: financial and non-financial performance information, integrated risk management, values and ethics, and appropriate control systems; to provide support for modernization efforts of organizations and individuals; to work with external parties to forge alliances; to work with other central agencies to create meaningful incentives for excellence and remove unnecessary barriers and burdens; and to support three committees that will provide direction and stamina to the modernization efforts, including secretariat support for modernization's governing bodies: the deputy minister's working group on modernization; the assistant deputy ministers' Comptrollership Council (CC); the Standards Advisory Board (SAB); and the director generals' working group on pilot departments.
Document Types: Comptrollership Modernization Directorate; action plan—reports, status of exercises, summary analysis, tools, and guidance—awards and recognition; capacity assessments—reports, status of exercises, summary analysis, tools, and guidance; communication—database, newsletter, website, work plan; liaison with departments and partners; evaluation and reporting; funding—comfort letters, deliverable tracking, department and agency funding request, launch letter and responses, National Master Standing Offer (NMSO) management, templates, and forms, vote 10 allotments, governance—Agency Heads Modernization Steering Committee, Comptrollership Council (CC), Modernization Task Force (MTF), Small Agencies Modernization Council, Standards Advisory Council; committees and meetings; key projects and initiatives; learning; pilot phase—results statements, evaluation, lessons learned; projects—proposals, reports, summary analysis, themes; report on state of modern comptrollership—departmental performance reports (DPR), annual reports; work plan; Comptrollership Modernization Office—committees and meetings, conferences, colloquia, symposia, seminars, departmental liaison; directing and sustaining mechanisms; initiatives; key groups and partners in modernization; content—capacity (common learning priorities for the comptrollership community); content—standards.
Record Number: TBS PPS 010

Management Accountability Framework Directorate
Description: The Management Accountability Framework (MAF) is a vision for management excellence that supports strengthened management capabilities in departments and agencies. MAF is also an instrument of comprehensive management assessment that supports both deputy ministers (DM) in the management of their departments and Treasury Board in its responsibilities for modernized oversight. In addition, MAF assessments contribute to public accountability on the state of management across government. MAF supports the vision of modern, integrated, fully effective federal organizations by providing a government-wide management standard. The MAF Directorate is responsible for the continuous improvement of the MAF, its measures, findings, application, and integration into the management culture. The MAF Directorate is engaged in three key commitments and broad areas of work: to enhance DMs' oversight and departmental management practices through better understanding, ownership, and use of MAF; to strengthen oversight by the Treasury Board of Canada Secretariat (Secretariat) through better indicators of management performance, processes for assessing performance, and capacity to analyze, interpret, and apply findings; and to enhance the Secretariat's contribution to departmental and government-wide management performance through the application of its MAF findings to decision making by the Secretariat, the Privy Council Office, the Treasury Board, Cabinet, and departments.
Document Types: General information on MAF and management accountability; MAF indicators and ratings; MAF maturity model; framework for tracking the performance of public service management government-wide; MAF assessment process and bilaterals; MAF presentations; MAF analysis; MAF communications; MAF workshops; enhancements to MAF database; learning and training; reporting; MAF Directorate management; bilaterals—secretary's visits—analysis—ranking, follow-up letters, letters to deputy minister (DM), schedules, profiles; assistant secretaries' visits—analysis—ranking, follow-up letters, letters to DM, schedules, profiles; decks, presentations, workshops, DM forum, Executive Committee (ExCo), seminars, conferences, colloquia, and symposia; expectations, indicators, development, and integration; learning, Canada School of Public Service; results and reporting.
Record Number: TBS PPS 001

Policy Renewal Directorate
Description: The Policy Renewal Directorate (PRD) is responsible for establishing a renewed, streamlined, and consolidated Treasury Board policy suite. Policy frameworks provide the architecture for the renewed policy suite. The PRD is also responsible for coordinating all aspects of policy development within the Treasury Board portfolio. As such, it gives strategic policy advice and support to Treasury Board portfolio policy centres, through the development of tools, templates, lexicons, communications products, editing services, presentations, and learning events. The directorate provides overall project management, planning, and reporting and serves as the secretariat to the Policy Renewal Senior Management Committee and the Policy Renewal Steering Committee. The directorate also provides regular updates on policy renewal to the Treasury Board of Canada Secretariat's Executive Committee (ExCo) and the Policy Oversight Committee.
Document Types: Policy Renewal Directorate—Committees—ExCo, Management Policy Oversight Steering Committee (MPOC), Policy Oversight Committee (POC), Senior Management Committee (SMC); steering committee (SC); communications and editing; framework—Assets and Acquired Services, compensation, enterprise service delivery; financial management; foundation, information technology stewardship, official languages, people; learning events; lexicon, dictionary, definitions; planning and reporting; presentations and speeches; reporting requirements; research.
Record Number: TBS PPS 002

Strategic Planning
Description: Strategic Planning provides direction, coordination, and implementation of the strategic planning agenda and initiatives of the Treasury Board of Canada Secretariat (Secretariat), focussed on three core areas: 1) strategic analysis, ensuring corporate priorities, strategies, and plans are developed, implemented, and reported upon and overseeing the management of the annual Secretariat planning and reporting cycle; 2) corporate and portfolio coordination, facilitating an effective governance structure that supports Secretariat corporate decision making and implementation of corporate priorities through support to internal, portfolio, and external committees; and 3) learning and knowledge management, enhancing core learning and knowledge management effectiveness across the Secretariat.
Document Types: Strategic planning; background analysis, Program Activity Architecture, Office of the Auditor General of Canada (OAG)—liaison, conferences, meetings, and seminars; committees—Service Transformation Advisory Committee (STAC), Directors' Coordinating Committee (DCC), Management and Infrastructure Committee (MIC), Senior Executive Committee (SEC), Internal Audit and Evaluation Committee (IAEC), Expenditure Management and Financial Oversight Steering Committee (EMFO), Management and Policy Oversight Committee (MPOC), Portfolio Committee (PC), Treasury Board Strategy Committee (TBSC), Policy and Oversight Committee (POC), Executive Committee (ExCo), Treasury Board Sub-Committee on Public Service Management and Ethics (TB–PSME), Treasury Board Sub-Committee on Service Canada; briefings for secretaries and the president, annual reporting, and results; learning and knowledge management; Secretariat forward agenda; planning of the Secretariat's annual report on plans and priorities (RPP) anddepartmental performance report (DPR); planning network; government roles and responsibilities—Canadian Centre for Management Development internal services roundtable, corporate roles and responsibilities, Secretariat's secretariat.
Record Number: TBS PPS 275

Strategic Policy
Description: Strategic Policy provides integrated policy advice and leadership on matters of strategic importance to the Secretary, President, and Treasury Board. It maintains a comprehensive body of knowledge on advancements, trends, and pressures in public sector management and provides leadership on both the development of strategic policy and the delivery of strategic initiatives. Leadership in strategic policy includes the development of proposals and implementation plans for advancing the government's management agenda, observing new developments in public sector management, surveying best practices internationally, and developing strategic networks with public policy experts across government and academia.
Document Types: Strategic Policy; corporate—Treasury Board of Canada Secretariat (Secretariat) policies; directed research—international public service reform and Canadian public management; engagement strategy; Federal Accountability Act (FAA); Secretariat forward agenda; improved reporting; governance; management issues and ministerial accountability review teams; modern management framework; policies; strategic framework; policy network; policy review; special projects; reports and presentations.
Record Number: TBS PPS 595

Regulatory Affairs Sector

Regulatory Affairs
Description: Information in support of Treasury Board in its role as government's management board by providing management and oversight of the government's regulatory function, policy research and analysis, and developing policy and associated frameworks; advice to departments on regulatory policy interpretation and application; submissions to the GIC (except for appointments); information on learning programs that strengthen all of government regulatory capacity.
Document Types: Regulatory Affairs (RA)—RAD import, Cabinet committees, Cabinet directive on streamlining regulations (CDSR), Centre of regulatory expertise (CORE), Organization for Economic Co-operation and Development (OECD), smart regulations, sustainable development.
Record Number: TBS RAS 623

Secretary and Associate Secretary's Office

Secretary and Associate Secretary
Description: General information about strategic direction provided to the Treasury Board of Canada Secretariat.
Document Types: Secretary and associate secretaries' offices—committees—executive (ExCo); conferences, meetings, seminars and symposia; organization, Chief InformationOfficer Branch; Office of the Comptroller General; Corporate Services Branch; Corporate Priorities Planning Sector; Economic Sector; Expenditure Management Sector; Government Operations Sector; International Affairs Security and Justice Sector; Labour Relations and Compensation Operations; Policy and Reporting Review Project; Regulatory Affairs; Social and Cultural Sector; Strategic Communication and Ministerial Affairs; GCWCC—Government of Canada Workplace Charitable Campaign;Expenditure and Management Review (EMR)—biotechnology—biotech analysis, departmental and corporate documents, biotech draft departmental analysis and working sheets; EMR Canadian Heritage cultural capital asset management—data gathering and working documents, final report, submission précis and associated documents, meetings and interview summaries, presentations and supporting documentation, questionnaire responses and analysis, resources and references; EMR Fisheries and Oceans, planning documents, departmental and corporate information, terms of reference, decks, management accountability framework, final decks, TB submission and précis; EMR—Department of Justice Canada, cost recovery for legal services, federal prosecution service, grants and contributions, legal risk management, management frameworks, mandate, planning and report, policy and legislation; EMR Public Security and Anti-Terrorism; EMR Public Works and Government Services Canada, common service operations and corporate support, compensation, programs and services, organizational structure, management capacity, mandate, real property, Receiver General, supply operation, telecommunications and informatics; EMR Statistics Canada—terms of reference, final report, executive summary, TB submission, capacity management, service delivery: interrelationships with key clients, census of population, relevance to Canadians, supporting documentation; Expenditure Review Committee (ERC)— Coordination, departments and agencies reviews, ERC Government Operations reviews (GOR)—capital asset management—final project deliverables, data, funding, laboratories, office accommodation, surplus land, vehicles, legal services; federal institutional governance—final products, working papers, background documents, consultations, profile information and data, public service compensation and comparability, corporate and administrative services, information technology use and management, service delivery infrastructure, governance; horizontal policy and programs; professional and special services—data, analysis—value, growth, options—value, growth, proposals.
Record Number: TBS SEC 002

Service Sector

Centre of Expertise on Grants and Contributions
Description: Includes information created, collected and maintained by the Centre of Expertise (CoE). The CoE is responsible for implementing the government action plan in response to recommendations of the Independent Blue Ribbon Panel on Grants and Contributions.
Document Types: Strategic and Operational Policy; Compliance and Submission Review; Government Action Plan on Gs and Cs (Response to BRP); Integrated Reporting; Departmental Liaison (Best Practices, Training, Communications and Engagement); Stakeholder Relations; Web-based Products.
Record Number: TBS SS 064

Panel on Federal Non-Regulatory Laboratories
Description: Includes information created, collected and maintained by the TBS as it provided Secretariat support to an Independent Panel on Federal Non-Regulatory Laboratories.
Document Types: Documents regarding TBS Secretariat and support to the Independent Expert Panel during the course of their mandate, including plans and records regarding consultations/engagement activities, background research/reports, presentations, briefings, team administration, etc.
Record Number: TBS SS 066

Planning and Committees Secretariat
Description: Includes information created, collected and maintained by the Planning and Committees Secretariat which provides planning and logistics support to governance structures and engagement activities being established for the Service Sector. The Secretariat also coordinates the Sector's contribution to corporate planning and reporting processes and provides coordination of corporate administrative services for the Sector.
Document Types: The sector's contribution to corporate planning/reporting processes (e.g. Departmental Performance Report, Report on Plans/Priorities); corporate administrative services, plans and activities supporting outreach and engagement (logistics plans, briefings, presentations).
Record Number: TBS SS 065

Service Policy Development and Implementation
Description:Includes information created, collected and maintained by the Service Policy Directorate, which is responsible for the development of a service policy and related instruments (Management accountability framework).
Note: Comprises the former Service Policy and Strategy Division, Internal Services Modernization Program, Common Look and Feel Team and Accessibility Team from the Chief Information Officer Branch.
Document Types: Plans and priorities documents, statements of work, proposals, evaluation criteria and contracts specific to the development, administration and oversight of service and web policy; correspondence supporting the delivery of advice and guidance to external (provincial and international) and internal (Treasury Board Secretariat and other federal institutions) audiences with respect to service and web policy; memoranda, briefing notes, presentations, strategies, policies, directives, guidelines, evaluations, procedures, indices and reports pertaining to service policy, service policy framework, service agreements, service standards, client satisfaction measurement, Management Accountability Framework (MAF) Citizen-Focused Service, service improvement, service definition, service inventory, MyAccount, service strategy, service vision, service transformation, shared service, shared systems, Internal Services Modernization Program (ISMP), IT shared services, accessibility, Common Look and Feel for the Internet, Internet, Intranet/Extranet, Web 2.0; Agendas, records of discussion, contacts list and planning materials for meetings of the Interdepartmental Policy Team (IPT), Internal Services Working Group (ISWG), Implementation Council on Service (ICS), Grants and Contributions Service Standards Working Group, and Internet Advisory Committee (IAC).
Record Number: TBS SS 067

Services Strategies Directorate
Description: Includes information created, collected and maintained by the Service Strategies Directorate. Its main responsibilities are the Government of Canada (GC) Service framework for internal and external services and their delivery, development and implementation of the GC integrated Service Strategy, with the Back Office Reform Strategy as an initial priority component.
Document Types: Service Delivery; Service Strategy; Service Initiatives and Improvement; Service Strategy Development; Service Transformation; Research and Analysis (RA); Presentations – others.
Record Number: TBS SS 063

Social and Cultural Sector

Social and Cultural
Description: This unit provides analysis and recommendations to the Treasury Board and President of the Treasury Board regarding expenditure management and reallocation proposals (including strategic reviews), new policy proposals, new program proposals or program changes, the Management Accountability Framework, the oversight of Crown corporation activities, and the Main and Supplementary Estimates. The Social and Cultural Sector deals with departments, agencies, and Crown corporations involved in Aboriginal issues, health, culture, parks, heritage, human resources and skills development, social development, veterans, and housing.
Document Types: Social and Cultural Sector—briefing books; committees; communications; conferences, meetings and seminars—staff meetings; CCMD meetings; citizen engagement; EKOS research; Plans and programs; public dialogue project; quality of life issues; question period (QP) cards; results measurement and reporting issues; performance measurement and report consolidation; seminars; speeches; Indian Affairs and Health Division, Heritage, Cultural Affairs and Housing Division; Human Resource and Skills Development Canada Division; social development in Canada; departments and agencies—administration—financial management; departmental capital and operating budgets; supplementary estimates; classification of accounts/allotments; evaluations; Annual Reference Level Updates (ARLU); activity plans; business plans; programs—program integrity; departmental performance reports (DPR); reports on plans and priorities (RPP); human resources; resources and results (MRRS) / program activity architecture (PAA); Planning, Reporting and Accountability Structure (PRAS); audits.
Record Number: TBS SCS 001

Strategic Communications and Ministerial Affairs

Communications Policy and Federal Identity Program
Description: This is the Treasury Board policy centre overseeing government-wide implementation of the Federal Identity Program (FIP) and the Communications Policy of the Government of Canada. It advises and supports the President and Secretary of the Treasury Board in their responsibilities for each policy, provides interpretation and advice to assist departments and agencies in meeting policy requirements, monitors policy compliance, conducts policy reviews, sets performance indicators for the communications function, and reports on findings. It also sets performances and indicators and provides tools and methodology for the communications function across government to measure its performance and strengthen its results-based management. It provides guidance on best practices in government communications, prescribes standards for the use of the government's official symbols across corporate (or visual) identity applications, and enforces legal protection of the Government of Canada's official symbols and trademarks.
Document Types: Corporate Identity and Communications Policy—performance measurement framework, communications (com), publishing, copyright; Federal Identity Program (FIP)—policy and research, applied titles, advice to departments, memorandum and question period (QP) cards.
Record Number: TBS SCMA 040

Corporate Communications
Description: Responsible for corporate communications advice and services. It is the departmental lead for Government On-Line and manages Treasury Board of Canada Secretariat (Secretariat) website information and portals. It also manages public enquiries, including the departmental telephone line, the TTY service, and electronic correspondence sent to the corporate website. It provides strategic internal communications support and serves as the Secretariat publishing authority and Crown copyright coordinator. It manages Secretariat advertising activities and the departmental fairs and exhibits program.
Document Types: Corporate communications—advertising, backgrounders, communications plans, generic messages, Internet—email, intranet, media lines, messages from the Secretary, presentations, publishing, Questions and Answers, TBS In-Brief.
Record Number: TBS SCMA 006

Federal Councils and External Relations Division
Description: Through the Treasury Board of Canada Secretariat (Secretariat) Regional Communications Network, this division provides communications advice, expertise, tools, and support to Government of Canada departments, agencies, and organizations in centres across the country with a pan-Canadian approach to the regional communication of national policies and priorities. It provides national secretariat support to the 13 Regional Federal Councils of senior federal officials and facilitates liaison among Councils and with appropriate departments and agencies regarding Council activities and initiatives. It supports and coordinates Secretariat intergovernmental relations by coordinating the Secretariat's federal-provincial-territorial activities. It also does the following: provides a window on the world of public sector reform and innovation by managing international bilateral agreements, international visits, memberships, and networks to support policy priorities; develops and shares knowledge of international public management innovations and best practices; ensures the consistency and coherence of the Secretariat's international activities; manages the Secretariat's external relations and partnerships to provide integrated support for corporate directions; and liaises with external-to-Secretariat stakeholders on issues related to public administration.
Document Types: Federal Councils and External Relations (FCER)—Regional Federal Councils (RFC)—briefing notes and presentations, Chairs' meetings, Chairs' national strategic priorities, Council's funding and work plan, emergency preparedness, annual report; Executive Directors' meetings, Executive Directors' national strategic priorities, guidelines, reference documents, regional visits, strengthening government of Canada presence in the regions, Alberta, Manitoba, New Brunswick, Newfoundland, Northwest Territories, Nova Scotia, Nunavut, Ontario, Pacific, Prince Edward Island, Quebec, Saskatchewan, Yukon; federal-provincial-territorial (FPT) relations—profiles, regional visits and meetings; international (INTL)— bilateral agreements, cooperation, Perspectives newsletter, visiting delegations and exchanges, visits abroad; regional communications—corporate, Alberta, Manitoba, New Brunswick, Newfoundland and Labrador, Northwest Territories; Nova Scotia, Nunavut, Ontario, Pacific, Prince Edward Island, Quebec, Saskatchewan, Yukon.
Record Number: TBS SCMA 015

Issues Management, Interdepartmental Communications, and Media Relations
Description: Information on media clippings and broadcast synopses, ongoing updates and maintenance of the Treasury Board of Canada Secretariat intranet news centre, transcripts, media analyses, public opinion surveys on a range of issues of direct interest to the Treasury Board portfolio, and advice on media relations issues. This unit develops and implements short-term communications and media relations products and activities and the media request database.
Document Types: Issues Management—Auditor General, Gomery commission—commission of inquiry into the sponsorship program and advertising activities, litigation—tobacco; interdepartmental communications, media relations.
Record Number: TBS SCMA 035

Ministerial Correspondence
Description: This unit administers departmental procedures and corporate correspondence management systems for ministerial correspondence.
Document Types: Ministerial correspondence—correspondence, lists, President's letters, Presidents and Secretary's scanned letters.
Record Number: TBS SCMA 025

Office of the Assistant Secretary
Description: Responsible for providing general support and advice on overall Treasury Board of Canada Secretariat (Secretariat) communications and on repositioning the Secretariat to support the Treasury Board in its role as management board.
Document Types: Office of the Assistant Secretary—artwork and negatives; Auditor General requests; books and publications; committees; common look and feel (CLF); communications; conferences, meetings, seminars; Government On-Line (GOL); organization; Treasury Board policies; Chief Information Officer Branch; Corporate Services Branch; Economic Sector; Expenditure Management Sector; Government Operations Sector; Human Resource Management Bureau; Information Services; Infrastructure National Office; International Affairs, Security and Justice Sector; Legal Services Branch; Office of the Comptroller General; Service and Innovation Sector; Social and Cultural Sector; Toronto Waterfront Revitalization Initiative.
Record Number: TBS SCMA 600

Parliamentary and Cabinet Affairs
Description: Information on parliamentary affairs, support provided to the President in preparing for question period, the coordination of briefing material by the Treasury Board portfolio for the president, and liaison with parliamentary committees.
Document Types: Parliamentary and Cabinet affairs—administration, briefing notes, Cabinet affairs—parliamentary committees—House of Commons, Senate.
Record Number: TBS SCMA 020

Strategic Communications
Description: This unit develops, implements, and supports external communications and public relations activities. It provides strategic communications advice to the President and the Secretary of the Treasury Board, other senior managers, and departmental officials. The key functions carried out by the unit include providing strategic communications advice and planning, public environment research, providing advice on publication production, the development of communications products for internal and external distribution, speechwriting for the ministers and the Secretary of the Treasury Board, French editing services, and consultation with the Privy Council Office and other federal government departments on government-wide initiatives.
Document Types: Strategic communications—backgrounders, biographies, business planning, communication plans, event proposals, generic messages, media lines, news releases, media lines, news releases, presentations, messages from the President, procedures, public environment analysis, public opinion research, questions and answers, messages from the Secretary, speaking notes and speeches.
Record Number: TBS SCMA 030

Treasury Board Submission Centre
Description: Treasury Board submissions and related documents are confidences of the Queens Privy Council for Canada and excluded from the purview of the Access to Information Act and the Privacy Act.
Document Types: Treasury Board submission centre—Treasury Board schedules and minutes, Expenditure review committees (ERC).
Record Number: TBS SCMA 941

Obsolete Classes of Records

Access to Information Review Task Force
Description: Information relating to the work and administration of the task force, including the terms of reference of the Task Force.
Document Types: Access to Information Review Task Force (AIRTF)—administration; committees—Assistant Deputy Minister (ADM) Advisory Committee, External Advisory Committee; communications—briefing notes, House Cards, media coverage, news releases, speeches; consultations—departmental, private enterprises, provincial governments, public; correspondence—incoming, outgoing, reports and recommendations, research; submissions—acknowledgements, relating to the Access to Information Act, terms of reference, other jurisdictions—by country, by province; Questions and Answers.
Record Number: TBS CIO 001

Chief Information Officer Branch—Older Divisions
Description: Information on past projects that are no longer active in which the information has not yet met its retention period.
Document Types: Post Y2K—Post Implementation Assessment Reports, departmental readiness group (DRG) project completion, Government On-Line (GOL), planning presentations, reports, Y2K expenditures, Y2K learning models; Year 2000 (Y2K)—departments and agencies; Policy and service transformation (PST)—framework and strategy, governance, liaison—core departments and agencies, international; CPR—communication—general, departmental (internal), international and domestic delegations, media lines, question period cards (QP cards) and questions and answers (Qs & As), public products; Internet—general, intranet, procedures, public service, reports and statistics, strategic plans, World Wide Web (WWW).
Record Number: TBS CIO 040

Financial Information Strategy
Description: Financial Information Strategy (FIS) was a long-term, major project consisting of a series of phased initiatives to address the management and provision of corporate financial information. FIS will implement a new model of accounting in government.
Note: Before April 2002.
Document Types: Financial Information Strategy Project Office (FISPO)—associations and organizations; conferences, committees, councils, meetings, symposia; departments, agencies, and Crown corporations; working groups; reports and plans; training and development; functional requirements; systems.
Record Number: TBS OGC 040

Financial Management and Accounting Policy Directorate
Description: This unit provided the policy framework and advice to support modern comptrollership across the Government of Canada in the areas of financial management policies, Financial Information Strategy (FIS), government accounting policies and Treasury Board accounting standards, departmental financial statements, the management and collection of receivables, and external charging.
Note: Before 2006.
Document Types: Alternative service delivery; banking, cash management; cheque issue security and bank losses; comptrollership; corporate credit cards; Crown corporations—acts, legislation and regulations; departmental bank accounts (DBA); departmental enquiries; guide on financial administration for departments and agencies of the Government of Canada; improvement of management practices and controls; increased ministerial authority and accountability (IMAA); pay; payables at year-end (PAYE); petty cash; projects; review of collective agreements; special operating agencies (SOAS); standard payment period and interest payment policies; Treasury Board manual on financial management; Accounts receivable—project office (ARPO)—National master standing offer—PCA's; Policy on receivables management—advisory committee, departmental consultations, financial analysis, information sharing, legal authorities, policy chapter; practitioner's guide; reports and studies; voluntary Sector Project Office (VSPO).
Record Number: TBS CGO 585

Policy and Service Transformation Sector
Description: Information on the three main streams of activities in the sector: information management, policy (privacy, security, information, proactive disclosure), and service transformation.
Document Types: PST contracts, division administration, framework and strategy, governance, liaison—core departments and agencies, international, non-core departments and agencies, information management, Program/project management, GOL material before move to PWGSC.
Record Number: TBS CIO 999

Risk Management Directorate
Description: This directorate provides information and interpretation of the Treasury Board's Risk Management Policy and the Integrated Risk Management Framework that includes understanding, managing, and communicating risk; stewardship and proactive leadership of Integrated Risk Management Framework implementation; advice and guidance to government departments and agencies on the application of an integrated approach to risk management; and assistance in building and strengthening federal risk management capacity.
Note:Before May 2005.
Document Types: Risk Management Directorate (RMD); strategic overview; committees and councils; risk management policy; integrated risk management—framework development; framework implementation; centre of expertise; decks and presentations; Treasury Board policies and guidance; RMD initiatives, projects and contracts; TBS initiatives and projects; departments and agencies; risk management training; associations, organizations and companies; conferences, seminars, workshops and symposia; countries; provinces and territories; management of risk—compensation, restoration, underwriting.
Record Number: TBS OGC 670

Standard Classes of Records

Please see the Introduction to this publication for the descriptions of Standard Classes of Records.

Access to Information and Privacy Requests

Accounts and Accounting

Acts and Legislation

Administration

Administration and Management Services

Audits

Automated Document, Records, and Information Management Systems

Boards, Committees and Councils

Budgets

Buildings

Buildings and Properties

Business Continuity Planning

Classification of Positions

Communications

Cooperation and Liaison

Disclosure to Investigative Bodies

Equipment and Supplies

Finance

Furniture and Furnishings

Hospitality

Human Resources

Information Technology Services

Lands

Occupational Health and Safety

Office Appliances

Official Languages

Pensions and Insurance

Personnel

Physical Security

Proactive Disclosure

Procurement and Contracting

Recruitment and Staffing

Relocation

Salaries and Wages

Staff Relations

Training and Development

Travel

Utilities

Vehicles

Institution-Specific Personal Information Banks

Collective Recruitment Initiatives
Description: This bank describes personal information about candidates participating in various Treasury Board of Canada Secretariat (TBS) and Public Service Commission (PSC) recruitment initiatives. Personal information may include name, contact information, scores from post secondary recruitments tests administered by TBS or the Public Service Commission (in the case of the PSC, the Graduate Recruitment Test, Written Communication Proficiency Test and the Situational Judgement Test), Second Language Evaluation results, employment equity identification, employment history, classification, education information, curriculum vitae information, interview assessment results (including all handwritten notes of assessors and candidates), references, security screening information, and proof of identity, including photo identification.
Note: Formerly entitled Financial Officer/Internal Audit Recruitment and Development (FORD/IARD), Personal Information Bank number TBS PPU 030. Revised in 2008.
Class of Individuals: Recent secondary school, college, and university graduates applying as participants to various recruitment initiatives through Treasury Board of Canada Secretariat and Public Service Commission Post-Secondary recruitment campaigns.
Purpose: The personal information is used to establish an inventory of qualified secondary school, college, and university graduates to fill entry level officer positions or administrative type positions in various functions within TBS and other departments and agencies across the federal public service.
Consistent Uses: For PSC-led campaigns, personal information is shared with the Commission for purposes of candidate referral and selection (Refer to the PSC Personal Information Bank entitled Post Secondary Recruitment (PSR) Program: Inventory of Applicants and Support Organizational Recruitment Initiatives, number PSC PPU 015). Note that for TBS campaigns, any inventory of qualified candidates will be used for TBS recruitment purposes only. Information from such an inventory will not be shared with any other federal departments or agencies. Information may be used for audit, evaluation, research, and / or statistical purposes.
Retention and Disposal Standards: Under development.
RDA Number: Under development.
Related Record Number: TBS LCRO 275
TBS Registration:005048
Bank Number: TBS PPU 030

Consultation and Citizen Engagement
Description: This bank describes the personal information of individuals who have participated in public consultations and citizen engagement activities undertaken by the Treasury Board of Canada Secretariat (TBS). Personal information collected may include name, contact information, Internet Protocol (IP) addresses, and opinions and views.
Note: The provision of personal information is voluntary. Although Internet Protocol (IP) addresses are not specifically requested by TBS, they may be captured electronically when an e-mail is received.
Class of Individuals: General public and other key stakeholders, including representatives of all levels of government, members of industry, academics and other interested parties.
Purpose: To obtain comments from individuals on a broad range of issues related to the activities of the Treasury Board of Canada Secretariat, which may lead to a review of existing departmental or government wide policies and programs.
Consistent Uses: Individuals who identified themselves may be contacted for follow-up purposes. Information may be used for audit, evaluation, research, and / or statistical purposes.
Retention and Disposal Standards: Under development.
RDA Number: Under development.
Related Record Number: TBS SCMA 030
TBS Registration: 009113
Bank Number: TBS PPU 016

Consultations of the Independent Expert Panel on Federal Non-Regulatory Laboratories
Description: This bank describes the personal information of individuals as it relates to consultations led by the Independent Expert Panel (IEP). The personal information may include individuals' names, postal and email addresses, telephone and fax numbers, names of the organizations represented, and views and opinions.
Class of Individuals: Members of the public and representatives of industry, academia, and the Government of Canada's science community who have provided input to the consultation process.
Purpose: The IEP may use the opinions and views submitted by individuals to formulate recommendations and provide a report to the President of the Treasury Board on transferring the management of federal non-regulatory laboratories. If required, the IEP may follow up with some respondents to seek clarification on submissions or further input from the individuals or the organizations they represent.
Consistent Uses: The information may be used for statistical and auditing purposes.
Retention and Disposal Standards: It is proposed that records be retained for 10 years after the report has been tabled in Parliament and then destroyed once the records disposition authority has been established.
RDA Number: Under development
Related Record Number: TBS GOS 590
TBS Registration: 007057
Bank Number: TBS PPU 015

Educational Leave / Co‑op Replacement Program (EDCO)
Description: This bank contains personal information such as name, address, telephone number, Social Insurance Number, classification, department, employment and educational history, curriculum vitae, transcripts, letters of offer of employment, and salary.
Class of Individuals: A first group consists of federal government employees in finance, internal audit, human resources, and information technology that have been granted departmental full‑time educational leave. A second group is made up of co‑op students from Canadian universities who are assigned to participating departments.
Purpose: The bank maintains an inventory of participants and co‑op students for general administration purposes.
Consistent Uses:The bank is used for statistical purposes and human resources planning.
Retention and Disposal Standards: Retention and disposal standards will be established when a new records disposition authority is received from Library and Archives Canada.
RDA Number: Under development
Related Record Number: TBS PBS 380
TBS Registration: 005047
Bank Number: TBS PPU 035

Financial Officer / Internal Auditor Recruitment and Development (FORD/IARD)
Description: This bank contains personal information such as name, address, telephone number, Social Insurance Number, language, employment equity, employment history, classification, education, curriculum vitae, and interview assessment.
Class of Individuals: Recent university graduates applying as participants to the FORD/IARD Program through the Public Service Commission of Canada's post‑secondary recruitment campaign.
Purpose: The bank maintains an inventory of qualified university graduates to fill entry‑level financial officer and internal auditor positions in departments and agencies across the federal government.
Consistent Uses: The bank is used for the recruitment, appointment, training, and general administration of the FORD/IARD Program. It is also used for historical and statistical purposes.
Retention and Disposal Standards: Records on participants are retained for three years and then destroyed. Retention and disposal of records on recruitment, the screening process, and rejected applications will be established when a new records disposition authority is received from Library and Archives Canada.
RDA Number: Under development
Related Record Number: TBS OCG 333
TBS Registration: 005048
Bank Number: TBS PPU 030

Standard Personal Information Banks

Please see the Introduction to this publication for the descriptions of Standard Personal Information Banks.

Access to Information and Privacy Requests

Applications for Employment

Automated Document, Records, and Information Management Systems

Business Continuity Planning

Disclosure to Investigative Bodies

Electronic Network Monitoring Logs

Executive Correspondence Management Systems

Governor in Council Appointments

Hospitality

Internal Communications

Internal Disclosure of Wrongdoing in the Workplace

Members of Boards, Committees and Councils

Personnel Security Screening

Professional Services Contracts

Public Communications

Relocation

Security Video Surveillance and Temporary Visitors Access Control Logs and Building Passes

Travel

Manuals

Federal Identity Program Manual
Financial Information Strategy Accounting Manual
Personnel Management Manual (PMM), 1982–90 (28 Volumes)
Treasury Board Manual (TBM), 1990–97 (25 Volumes)

Additional Information

Please see the Introduction to this publication for information on access procedures under the provisions of the Access to Information Act and the Privacy Act.

For additional information about the programs and activities of the Treasury Board of Canada Secretariat, please contact:

Treasury Board of Canada Secretariat
Corporate Communications
L'Esplanade Laurier, West Tower
300 Laurier Avenue West, 10th Floor
Ottawa Ontario K1A 0R5

Email: info@tbs-sct.gc.ca
Telephone: 613-957-2400
Toll-Free: 1-877-636-0656
TTY: 613-957-9090
Fax: 613-998-9071
Internet: www.tbs‑sct.gc.ca

Note: Strategic Communications and Ministerial Affairs (SCMA) is responsible for processing requests received under the Access to Information Act and Privacy Act only for records held by the Treasury Board of Canada Secretariat. These requests should be forwarded to the following:

Access to Information and Privacy Coordinator
Strategic Communications and Ministerial Affairs
Treasury Board of Canada Secretariat
L'Esplanade Laurier, East Tower
140 O'Connor Street, 8th Floor
Ottawa Ontario K1A 0G5

Telephone: 613-946-6260
Toll-Free: 1-866-312-1511

Reading Room

In accordance with the Access to Information Act, an area on the premises of this institution has been designated as a public reading room. The address is:

L'Esplanade Laurier, East Tower
140 O'Connor Street, 11th Floor
Ottawa Ontario

Treasury Board of Canada Secretariat

Info Source

Sources of FederalGovernment Information2008