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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DRAFT for discussion only Not for publication without the permission of the author The Unfulfilled Promise of Information Management in the Government of Canada David C.G. Brown Doctoral Candidate,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. -
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 -
The Governor Genera. and the Head of State Functions
The Governor Genera. and the Head of State Functions THOMAS FRANCK* Lincoln, Nebraska In most, though by no means all democratic states,' the "Head o£ State" is a convenient legal and political fiction the purpose of which is to personify the complex political functions of govern- ment. What distinguishes the operations of this fiction in Canada is the fact that the functions of head of state are not discharged by any one person. Some, by legislative enactment, are vested in the Governor General. Others are delegated to the Governor General by the Crown. Still others are exercised by the Queen in person. A survey of these functions will reveal, however, that many more of the duties of the Canadian head of state are to-day dis- charged by the Governor General than are performed by the Queen. Indeed, it will reveal that some of the functions cannot be dis- charged by anyone else. It is essential that we become aware of this development in Canadian constitutional practice and take legal cognizance of the consequently increasing stature and importance of the Queen's representative in Canada. Formal Vesting of Head of State Functions in Constitutional Governments ofthe Commonnealth Reahns In most of the realms of the Commonwealth, the basic constitut- ional documents formally vest executive power in the Queen. Section 9 of the British North America Act, 1867,2 states: "The Executive Government and authority of and over Canada is hereby declared to continue and be vested in the Queen", while section 17 establishes that "There shall be one Parliament for Canada, consist- ing of the Queen, an Upper House, styled the Senate, and the *Thomas Franck, B.A., LL.B. -
Strategic Choices in Reforming Public Service Employment an International Handbook
Strategic Choices in Reforming Public Service Employment An International Handbook Edited by Carlo Dell’Aringa, Guiseppe Della Rocca and Berndt Keller dell'aringa/96590/crc 16/7/01 12:44 pm Page 1 Strategic Choices in Reforming Public Service Employment dell'aringa/96590/crc 16/7/01 12:44 pm Page 2 dell'aringa/96590/crc 16/7/01 12:44 pm Page 3 Strategic Choices in Reforming Public Service Employment An International Handbook Edited by Carlo Dell’Aringa Giuseppe Della Rocca and Berndt Keller dell'aringa/96590/crc 16/7/01 12:44 pm Page 4 Editorial matter and selection © Carlo Dell’Aringa, Giuseppe Della Rocca and Berndt Keller 2001 Chapters 1–9 © Palgrave Publishers Ltd 2001 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London W1T 4LP. Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2001 by PALGRAVE Houndmills, Basingstoke, Hampshire RG21 6XS and 175 Fifth Avenue, New York, N. Y. 10010 Companies and representatives throughout the world PALGRAVE is the new global academic imprint of St. -
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 ......................... -
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. -
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 -
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 -
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. -
THE DECLINE of MINISTERIAL ACCOUNTABILITY in CANADA by M. KATHLEEN Mcleod Integrated Studies Project Submitted to Dr.Gloria
THE DECLINE OF MINISTERIAL ACCOUNTABILITY IN CANADA By M. KATHLEEN McLEOD Integrated Studies Project submitted to Dr.Gloria Filax in partial fulfillment of the requirements for the degree of Master of Arts – Integrated Studies Athabasca, Alberta Submitted April 17, 2011 Table of Contents Abstract ................................................................................................................................................. ii Introduction ........................................................................................................................................... 1 The Westminster System of Democratic Government ................................................................... 3 Ministerial Accountability: All the Time, or Only When it is Convenient? ................................... 9 The Richard Colvin Case .................................................................................................................. 18 The Over-Arching Power of the Prime Minister ............................................................................ 24 Michel Foucault and Governmentality ............................................................................................ 31 Governmentality .......................................................................................................................... 31 Governmentality and Stephen Harper ............................................................................................ 34 Munir Sheikh and the Long Form Census ....................................................................................... -
Actuarial Report on the Pension Plan for the Public Service of Canada (PSPP) Was Made Pursuant to the Public Pensions Reporting Act (PPRA)
ACTUARIAL REPORT on the Pension Plan for the PUBLIC SERVICE OF CANADA as at 31 March 2017 Office of the Chief Actuary Office of the Superintendent of Financial Institutions Canada 12th Floor, Kent Square Building 255 Albert Street Ottawa, Ontario K1A 0H2 Facsimile: 613-990-9900 E-mail: [email protected] Web site: www.osfi-bsif.gc.ca © Her Majesty the Queen in Right of Canada, 2018 Cat. No. IN3-16/10E-PDF ISSN 1701-8269 ACTUARIAL REPORT Pension Plan for the PUBLIC SERVICE OF CANADA as at 31 March 2017 7 September 2018 The Honourable Scott Brison, P.C., M.P. President of the Treasury Board Ottawa, Canada K1A 0R5 Dear Minister: Pursuant to Section 6 of the Public Pensions Reporting Act, I am pleased to submit the report on the actuarial review as at 31 March 2017 of the pension plan for the Public Service of Canada. This actuarial review is in respect of pension benefits and contributions which are defined by Parts I, III and IV of the Public Service Superannuation Act, the Special Retirement Arrangements Act and the Pension Benefits Division Act. Yours sincerely, Jean-Claude Ménard, F.S.A., F.C.I.A. Chief Actuary Office of the Chief Actuary ACTUARIAL REPORT Pension Plan for the PUBLIC SERVICE OF CANADA as at 31 March 2017 TABLE OF CONTENTS Page I. Executive Summary ............................................................................................................... 7 A. Purpose of Actuarial Report ............................................................................................. 7 B. Valuation Basis ............................................................................................................... -
Members' Allowances and Services Manual
MEMBERS’ ALLOWANCES AND SERVICES Table of Contents 1. Introduction .............................................................................................................. 1-1 2. Governance and Principles ....................................................................................... 2-1 1. Introduction ................................................................................................. 2-2 2. Governing Principles .................................................................................... 2-2 3. Governance Structure .................................................................................. 2-6 4. House Administration .................................................................................. 2-7 3. Members’ Salary and Benefits .................................................................................. 3-1 1. Introduction ................................................................................................. 3-2 2. Members’ Salary .......................................................................................... 3-2 3. Insurance Plans ............................................................................................ 3-3 4. Pension ........................................................................................................ 3-5 5. Relocation .................................................................................................... 3-6 6. Employee and Family Assistance Program .................................................. 3-8 7.