DOCSLIB.ORG

Treasury Board Secretariat

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Treasury Board Secretariat TREASURY BOARD SECRETARIAT PRESENTATION TO THE COMMITTEE OF EXPERTS OF THE MECHANISM FOR FOLLOW-UP ON THE IMPLEMENTATION OF THE INTER-AMERICAN CONVENTION AGAINST CORRUPTION (MESICIC) FIFTH ROUND OF REVIEW APRIL 25-27, 2017 Values and Ethics, Office of the Chief Human Resources Officer Objectives 1 To give you an overview of the Canadian Federal Public Service 2 To give you an overview of the role of the Treasury Board Secretariat 3 To speak to Values and Ethics in the Public Sector 2 Structure of the Executive Branch Prime Minister Cabinet Cabinet Committees Treasury Board Central Agencies Public Service Commission Privy Council Office Treasury Board Secretariat Hiring Policy Department of the Prime Minister Management Office Staffing investigations Government’s Policy Agenda Budget Office Oversight of Political Activities People Management Departments 3 The Treasury Board Secretariat (TBS) • TBS: – Is a central agency and the administrative arm of the Treasury Board, providing advice and support to Treasury Board ministers by managing TB meetings and providing written advice – Is a department with roughly 1800 employees*. – Is led by the Secretary (deputy minister) and two other deputy ministers: the Comptroller General of Canada and the Chief Human Resources Officer. – Provides guidance to management functions within departments. – Provides direction, leadership and capacity building for functional communities across government (e.g. financial officers, human resources advisors, audit executives, etc.). • TBS supports TB in its four core roles: Spending Oversight Administrative Leadership Employer Regulatory Oversight TBS examines and TBS promotes management TBS manages TBS supports the challenges the proposed compensation and regulatory process spending plans of performance and labour relations, and government supports the prudent supports the departments and and effective management of the development of people agencies management policies for government’s financial, information and the core public technology resources administration 4 *Source: Treasury Board of Canada Secretariat 2017-18 Departmental Plan Role of the Office of the Chief Human Resources Officer (OCHRO) OCHRO enables departments to effectively and strategically manage human resources by: Supporting the HR infrastructure in the public service by: . developing policies on a range of HR issues including: values and ethics, the management of executives, official languages, etc.; and . providing key services, such as: pensions, benefits, classification, collective bargaining, etc. Supporting the HR change agenda by: . continuing to modernize HR services to achieve a common HR system and a common set of processes for the entire public service; building a productive and high performing public service. Acting as the Centre of Excellence for people management by: . providing data and information that will support decision-making; and . providing consistent, sound advice to departments on a range of HR-related issues. 5 Instruments for Promoting and Ensuring Public Sector Values and Ethics Public Servants Disclosure Protection Act (PSDPA) . Enacted to protect public servants who disclose acts of wrongdoing. Values and Ethics Code for the Public Sector (the Code) . The Public Servants Disclosure Protection Act (PSDPA) requires that Treasury Board establish a general code of conduct for all public sector employees (Core, Crown Corporations, & Separate Agencies) Organizational Codes . Sector-wide Code is supported by organizational codes of conduct Policy on Conflict of Interest and Post-Employment . Separate policy applicable only to the central public service departments 6 Other Instruments to Promote Values and Ethics Mandatory training for managers: . Authority delegation training . Leadership courses Mandatory training for public servants: . Half-day online values and ethics orientation for new public servants . Full-day in-class orientation for new public servants Networks: . Groups of practitioners gather to share best practices and consult on their areas of ethical risk Guides and Tools: . Tools provided for organizations on TBS website to enable them to deal with ethical decision-making; interpretation material of Code, Policy and Directive; case studies; research material, etc. 7 ANNEX: Federal Public Sector Ethics Regimes Public Office Holders . Cabinet ministers, their staff, parliamentary secretaries, and appointed officials such as deputy ministers . Subject to the Conflict of Interest Act, Lobbying Act. Ministers are also subject to the Conflict of Interest Code for Members of the House of Commons Members of Parliament . Elected to Parliament but are not cabinet ministers . Subject to the Conflict of Interest Code for Members of the House of Commons, a standing order of the House of Commons Senators . Appointed to the Senate by the Governor General on the advice of the Prime Minister . Subject to the Conflict of Interest Code for Senators Public Servants . Persons employed in the federal public sector of Canada . Subject to the Values and Ethics Code for the Public Sector, their organization’s code, and the Policy on Conflict of Interest and Post-Employment in government departments and agencies. Chief executives and deputy heads are subject to the Values and Ethics Code for the Public Sector as well as the Conflict of Interest Act . All public servants (including chief executives) are also subject to the Public Servants Disclosure Protection Act (PSDPA) 8 .
Load more

Recommended publications
  • The Unfulfilled Promise of Information Management in the Government of Canada
    DRAFT for discussion only Not for publication without the permission of the author The Unfulfilled Promise of Information Management in the Government of Canada David C.G. Brown Doctoral Candidate, Carleton University Senior Associate, Public Policy Forum Ottawa Abstract The advent of new information and communications technologies in the 1990s gave a more prominent role to information management (IM) as a discipline of public administration, offering the prospect of knowledge-based government in the knowledge- based economy and society. In the federal government, the promise of IM enabled by networked computing and database technologies has been highlighted by the move towards citizen-centred service and the provision of information-based services to the public. There has also been a growing recognition in many areas of government that their knowledge base is a defining element and a significant asset. This promise has not been fully realized, however, for a number of reasons. These include the historical neglect of information and records management in public administration, compounded by the lack of a unified understanding of what those activities encompass or even of how they relate to each other. There has also been a weak recognition and consequent undervaluing of information as a public resource, compounded by increasingly poor management of that resource in the electronic era. Vulnerabilities arise across the board, from the practices of individual public servants to government-wide ‘enterprise’ information architecture. The treatment of IM as a sub-set of the management of information technology has been another limiting factor, as have wariness at the political level and a weak connection to senior public service governance structures and the public sector reform agenda.
    [Show full text]
  • The Role of Deputy Ministers in Canadian Government
    10 The Role of Deputy Ministers in Canadian Government Chapter Summary The role of the deputy minister (DM) is the main interchange between the political head of a department, the minister, and the public servants of the department. In an advisory capacity to the minister, the deputy minister serves primarily as the Chief Executive Officer (CEO) of a department. The deputy minister is not subject to the merit system of the Public Service of Canada (PSC) but must follow most provisions as outlined in the Public Service Employment Act. A deputy minister’s position can be made through a discretionary appointment, by designation or selection, or through an appointment process by the Governor-in Council on the advice and recommendation of the prime minister. The powers of the deputy minister are not specified in any specific statute, except for several regulatory departments such as Revenue, Consumer Affairs, Justice, and Immigration. A DM is considered the manager of all of the financial and human resources of a department as well as serving as an accounting officer. In addition, the deputy minister implements the appropriate statutes for a department and can contribute to the drafting of rules and regulations and undertake related policy-making decisions. The accountability of a deputy minister can be both challenging and difficult to understand. The DM is answerable to many different people within the political process. For example, a DM is responsible to parliament and its committees for the work of his or her ministry and ultimately to the PM, who made the recommendation to have them serve as DM for a specific department.
    [Show full text]
  • Treasury Board of Canada Secretariat 2019–20 Departmental Plan
    Treasury Board of Canada Secretariat 2019–20 Departmental Plan Erratum In the table “Planned results: administrative leadership” of the original version of the Departmental Plan (page 19), September 2019 was given as the date for achieving the target for the indicator “Percentage of Government of Canada websites that deliver digital services to citizens securely.” That date has been changed to December 31, 2019, to align with subsection 6.2.3 of the Information Technology Policy Implementation Notice “Implementing HTTPS for Secure Web Connections.” The notice can be accessed at the following URL: https:// www.canada.ca/en/government/system/digital-government/modern-emerging-technologies/ policy-implementation-notices/implementing-https-secure-web-connections- itpin.html. Treasury Board of Canada Secretariat 2019–20 Departmental Plan Original signed by The Honourable Joyce Murray, P.C., M.P. President of the Treasury Board and Minister of Digital Government © Her Majesty the Queen in Right of Canada, represented by the President of the Treasury Board, 2019 Catalogue No. BT1-38E-PDF ISSN 2371-8919 This document is available on the Government of Canada website at www.canada.ca This document is available in alternative formats upon request. Table of contents President’s message ....................................................................................... 1 Plans at a glance and operating context ............................................................ 3 Planned results: what we want to achieve this year and beyond .........................
    [Show full text]
  • 5. the Responsibilities and Accountabilities of Deputy Ministers
    5 CHAPTER FIVE THE RESPONSIBILITIES AND ACCOUNTABILITIES OF DEPUTY MINISTERS This chapter examines the responsibilities and accountabilities of the most senior public servants, the Deputy Ministers. Deputy Ministers are the managers of the departments of government. Under their Ministers, they direct the administration of financial and human resources.They advise the Minister on policy issues and on reforms to administration.Together they form a community that must work as a team to coordinate and direct the work of government. Most policy initiatives cross-cut several departments and demand coordination of policy-making in several departments.Deputy Ministers have extensive management and other responsibilities. As the managers of departments, Deputy Ministers are responsible for the work and actions of the public servants under them. It is their job 83 84 RESTORING ACCOUNTABILITY:RECOMMENDATIONS to ensure that departmental administration meets established standards. Not only their Ministers but Parliament as well must be assured that Deputy Ministers fulfill their responsibilities as departmental managers. The Statutory Responsibilities of Deputy Ministers The statutory responsibilities of Deputy Ministers originate from two different sources.First are their responsibilities under the Interpretation Act1 and other departmental acts which permit Deputy Ministers to act in the name of Ministers for all powers possessed by Ministers, except the power to make regulations. There is no question that, for the exercise of these powers, Deputy Ministers act under the authority delegated by their particular Minister, and they are ultimately accountable to those Ministers for the use of these powers. Ministers are,in turn,accountable to Parliament for what was done,whether the Minister or the Deputy Minister actually made the decision.
    [Show full text]
  • Ministerial Staff: the Life and Times of Parliament’S Statutory Orphans
    MINISTERIAL STAFF: THE LIFE AND TIMES OF PARLIAMENT’S STATUTORY ORPHANS Liane E. Benoit Acknowledgements Much of the primary research in support of this paper was gathered through interviews with more than twenty former and current public servants, lobbyists, and ex-exempt staff. I am sincerely grateful to each of them for their time, their candour and their willingness to share with me the benefit of their experience and insights on this important subject. I would also like to acknowledge the generous assistance of Cathi Corbett,Chief Librarian at the Canada School of Public Service,without whose expertise my searching and sleuthing would have proven far more challenging. 145 146 VOLUME 1: PARLIAMENT,MINISTERS AND DEPUTY MINISTERS And lastly, my sincere thanks to C.E.S Franks, Professor Emeritus of the Department of Political Studies at Queen’s University, for his guidance and support throughout the development of this paper and his faith that, indeed, I would someday complete it. 1 Where to Start 1.1 Introduction Of the many footfalls heard echoing through Ottawa’s corridors of power, those that often hit hardest but bear the least scrutiny belong to an elite group of young, ambitious and politically loyal operatives hired to support and advise the Ministers of the Crown. Collectively known as “exempt staff,”1 recent investigations by the Public Accounts Committee and the Commission of Inquiry into the Sponsorship Program and Advertising Activities,hereafter referred to as the “Sponsorship Inquiry”, suggest that this group of ministerial advisors can, and often do, exert a substantial degree of influence on the development,and in some cases, administration, of public policy in Canada.
    [Show full text]
  • ITS Acronyms AB Acquisitions Branch AC Access Control ACF Advanced
    ITS Acronyms AB Acquisitions Branch AC Access Control ACF Advanced Content Filtering ADM Assistant Deputy Minister AFH Adaptive Frequency Hopping AFT Assured File Transfer AKA Authentication and Key Agreement AT Awareness & Training ATIP Access to Information and Privacy AU Audit and Accountability BAA Behavioural Analysis and Analytics BBM BlackBerry Messenger BCP Business Continuity Plan BES BlackBerry Enterprise Server BIA Business Impact Analysis BNS Business Needs for Security BUC Business Use Cses BYOD Bring Your Own Device C&A Certification & Accreditation CA Contracting Authority CCI Controlled Cryptographic Instruments CDRFMS Canadian Disaster Relief Fund Management System CDS Cross Domain Solution CIA Confidentiality Integrity and Availability CIO Chief Information Officer CISD Canadian Industrial Security Directorate CM Configuration Management CM-A Change Management Assessment CM-D Change Management Documentation CM-E Change Management Engineering CMS Configuration Management System CONOPS Concept of Operations COTS Commercial off the Shelf CP Contingency Planning CS Computer Systems CSE Communications Security Establishment CSIS Canadian Security Intelligence Service CSO Company Security Officer CSPS Canada School of Public Service CTEC Cyber Threat and Evaluation Centre CTO Chief Technology Officer CVE Common Vulnrtabilities and Exposures DB Data Base DBA Data Base Administrator DBMS Data Base Management System DDoS Distributed Denial of Service DDSM Directive on Departmental Security Management DG Director General DISA
    [Show full text]
  • Advancing the Climate Resilience of Canadian Infrastructure
    Advancing the Climate Resilience of Canadian Infrastructure: A review of literature to inform the way forward IISD REPORT Darren Swanson Deborah Murphy Jennifer Temmer Todd Scaletta © 2021 International Institute for Sustainable Development | IISD.org July 2021 Advancing the Climate Resilience of Canadian Infrastructure © 2021 International Institute for Sustainable Development Published by the International Institute for Sustainable Development This publication is licensed under a Creative Commons Attribution- NonCommercial-ShareAlike 4.0 International License. International Institute for Sustainable Development The International Institute for Sustainable Development (IISD) is an Head Office award-winning independent think tank working to accelerate solutions for 111 Lombard Avenue, Suite 325 a stable climate, sustainable resource management, and fair economies. Winnipeg, Manitoba Our work inspires better decisions and sparks meaningful action to help Canada R3B 0T4 people and the planet thrive. We shine a light on what can be achieved when governments, businesses, non-profits, and communities come Tel: +1 (204) 958-7700 together. IISD’s staff of more than 120 people, plus over 150 associates and Website: www.iisd.org consultants, come from across the globe and from many disciplines. With Twitter: @IISD_news offices in Winnipeg, Geneva, Ottawa, and Toronto, our work affects lives in nearly 100 countries. IISD is a registered charitable organization in Canada and has 501(c)(3) status in the United States. IISD receives core operating support
    [Show full text]
  • REPORT on the Main Estimates and The
    REPORT ON THE Main Estimates and the Supplementary Estimates (B) for the year ending March 31, 2021 Standing Senate Committee on National Finance SECOND REPORT The Honourable Percy Mockler, Chair The Honourable Éric Forest, Deputy Chair The Honourable Marty Klyne, Deputy Chair The Honourable David Richards, Member of the Steering Committee December 2020 PAGE 1 MEMBERS OF THE COMMITTEE The Honourable Percy Mockler, Chair The Honourable Éric Forest, Deputy Chair The Honourable Marty Klyne, Deputy Chair The Honourable David Richards, Member of the Steering Committee The Honourable Peter M. Boehm The Honourable Jean-Guy Dagenais The Honourable Marty Deacon The Honourable Pat Duncan The Honourable Rosa Galvez The Honourable Tony Loffreda The Honourable Elizabeth Marshall The Honourable Larry W. Smith Ex-officio members: The Honourable Marc Gold, P.C. (or Raymonde Gagné) and the Honourable Donald Plett (or Yonah Martin) Other Senators who participated in the study: The Honourable Kim Pate Parliamentary Information and Research Service, Library of Parliament: Alex Smith, Analyst Shaowei Pu, Analyst Committees Directorate: Maxime Fortin, Clerk of the Committee Louise Martel, Administrative Assistant of the Committee Andrea Mugny, Procedural Clerk PAGE 2 ORDER OF REFERENCE Extract from the Journals of the Senate of Wednesday, November 18, 2020: With leave of the Senate, The Honourable Senator Gagné moved, seconded by the Honourable Senator Gold, P.C.: That the Standing Senate Committee on National Finance be authorized to examine and report upon the expenditures set out in the Main Estimates and the Supplementary Estimates (B) for the fiscal year ending March 31, 2021. The question being put on the motion, it was adopted.
    [Show full text]
  • The D E F ENCE TEAM
    EDIT DRDC-RDDC-2015-P120 Canada’s defence establishment is a unique organization, comprising two distinct E MAY 2015 D BY: institutions: the civilian-led Department of National Defence (DND), headed by the Deputy Minister of National Defence, and the military-led Canadian Armed Forces GOLDENBER (CAF), headed by the Chief of the Defence Staff. In practice, however, civilian and military personnel – collectively referred to as the Defence Team – work side by side in a variety of contexts, including on bases, on operations, in military academic settings, and at National Defence Headquarters. G , FEBBRARO & These highly integrated workforces allow Canada’s defence establishment to draw on the complementary expertise of military and civilian personnel. Nonetheless, some fundamental differences exist between the military and civilian institutions, most notably separate personnel management systems and distinct cultures that reflect the D different histories, values, roles and policies of Defence civilians and CAF members. EAN Understanding the unique benefits and challenges associated with this integrated workforce is therefore critical to optimal military-civilian personnel collaboration. THE This volume presents conceptual, empirical and historical analyses of the key contextual, organizational and interpersonal factors that influence collaboration between civilian and military personnel in DND and the CAF. The volume will appeal to a diverse audience, including Defence Team personnel, senior leaders in DND and the CAF, human resource professionals, military managers of civilian D personnel and civilian managers of military personnel, and a more general audience interested in workgroup and organizational diversity. The volume furthers our E understanding of military-civilian partnerships and will contribute to the discourse F on the evolution of the Defence Team within Canada.
    [Show full text]
  • Guidelines on Managing Records in a Minister's Office
    Library and Archives Canada Guidelines on Managing Records in a Minister’s Office Table of Contents Foreword ...................................................................................................... 4 1. Effective Date ....................................................................................... 5 2. Application ............................................................................................ 5 3. Definitions ............................................................................................ 5 4. Context ................................................................................................ 5 5. Purpose ................................................................................................ 6 6. Records in a Minister’s office ................................................................... 6 6.1 Managing Records in a Minister’s office .................................................. 6 6.1.1. Segregation of Records .................................................................... 7 6.1.2. All media and formats ...................................................................... 8 6.1.3. Designated official ........................................................................... 8 6.2. Government Records in a Minister’s Office ............................................... 9 6.2.1. Identification of Government Records ................................................ 9 6.2.2. Responsibilities ..............................................................................
    [Show full text]
  • Questions of Conflict of Interest and Lobbying in Relation to Pandemic Spending
    QUESTIONS OF CONFLICT OF INTEREST AND LOBBYING IN RELATION TO PANDEMIC SPENDING Report of the Standing Committee on Access to Information, Privacy and Ethics Chris Warkentin, Chair JUNE 2021 43rd PARLIAMENT, 2nd SESSION Published under the authority of the Speaker of the House of Commons SPEAKER’S PERMISSION The proceedings of the House of Commons and its Committees are hereby made available to provide greater public access. The parliamentary privilege of the House of Commons to control the publication and broadcast of the proceedings of the House of Commons and its Committees is nonetheless reserved. All copyrights therein are also reserved. Reproduction of the proceedings of the House of Commons and its Committees, in whole or in part and in any medium, is hereby permitted provided that the reproduction is accurate and is not presented as official. This permission does not extend to reproduction, distribution or use for commercial purpose of financial gain. Reproduction or use outside this permission or without authorization may be treated as copyright infringement in accordance with the Copyright Act. Authorization may be obtained on written application to the Office of the Speaker of the House of Commons. Reproduction in accordance with this permission does not constitute publication under the authority of the House of Commons. The absolute privilege that applies to the proceedings of the House of Commons does not extend to these permitted reproductions. Where a reproduction includes briefs to a Standing Committee of the House of Commons, authorization for reproduction may be required from the authors in accordance with the Copyright Act. Nothing in this permission abrogates or derogates from the privileges, powers, immunities and rights of the House of Commons and its Committees.
    [Show full text]
  • Improving Transparency and Parliamentary Oversight of the Government’S Spending Plans
    IMPROVING TRANSPARENCY AND PARLIAMENTARY OVERSIGHT OF THE GOVERNMENT’S SPENDING PLANS Report of the Standing Committee on Government Operations and Estimates Tom Lukiwski, Chair JANUARY 2019 42nd PARLIAMENT, 1st SESSION Published under the authority of the Speaker of the House of Commons SPEAKER’S PERMISSION The proceedings of the House of Commons and its Committees are hereby made available to provide greater public access. The parliamentary privilege of the House of Commons to control the publication and broadcast of the proceedings of the House of Commons and its Committees is nonetheless reserved. All copyrights therein are also reserved. Reproduction of the proceedings of the House of Commons and its Committees, in whole or in part and in any medium, is hereby permitted provided that the reproduction is accurate and is not presented as official. This permission does not extend to reproduction, distribution or use for commercial purpose of financial gain. Reproduction or use outside this permission or without authorization may be treated as copyright infringement in accordance with the Copyright Act. Authorization may be obtained on written application to the Office of the Speaker of the House of Commons. Reproduction in accordance with this permission does not constitute publication under the authority of the House of Commons. The absolute privilege that applies to the proceedings of the House of Commons does not extend to these permitted reproductions. Where a reproduction includes briefs to a Standing Committee of the House of Commons, authorization for reproduction may be required from the authors in accordance with the Copyright Act. Nothing in this permission abrogates or derogates from the privileges, powers, immunities and rights of the House of Commons and its Committees.
    [Show full text]