Secretary of the Treasury Board - Transition 2024: Briefing Book 2

On this page

• Office of the Chief Human Resources Officer at a glance
• Expenditure Management Sector at a glance
• Regulatory Affairs Sector at a glance
• Program sector at a glance
• Enabling functions at a glance
• Governance and committees
• Terms of Reference: Treasury Board Secretariat Audit Committee
• Terms of Reference of the Investment and Human Resources Committee
• Terms of Reference: Treasury Board Submissions Prioritization Committee
• Performance Measurement and Evaluation Committee
• Terms of Reference: Performance Measurement and Evaluation Committee
• Terms of Reference: Public Service Management Advisory Committee
• Office of the Auditor General of Canada / Commissioner of the Environment and Sustainable Development reports

Office of the Chief Human Resources Officer at a glance

Outline

• Who we are
• What we do
• Key partners and stakeholders

Who we are

Mandate

The Office of the Chief Human Resources Officer is responsible for government-wide direction and leadership on people management to recruit and retain talent, support a work environment in which employees can thrive, and manage human resources using the best possible tools and evidence.

Management team

Jacqueline Bogden: Chief Human Resources Officer

Francis Trudel: Associate Chief Human Resources Officer

Vacant: Assistant Deputy Minister, Employee Relations and Total Compensation

Carole Bidal: Associate Assistant Deputy Minister, Employee Relations and Total Compensation

Jean-François Fleury : Assistant Deputy Minister, Strategic Directions and Digital Solutions

Pankaj Sehgal: Associate Assistant Deputy Minister, Strategic Directions and Digital Solutions

Mireille Laroche : Assistant Deputy Minister, People and Culture

Heidi Kutz: Associate Assistant Deputy Minister, People and Culture

What we do: business lines

Employee Relations and Total Compensation

• Negotiate terms and conditions of employment with bargaining agents and maintaining effective relationships
• Lead the development of pay equity plans for the core public administration and Royal Canadian Mounted Police
• Provide centralized expertise to departments on labour relations, ministers’ offices, managing compensation and job classification
• Manage the public service pension and group insurance benefits plans

People and Culture

• Provide guidance, advice and monitor compliance on people management policies to ensure an appropriate degree of consistency across the public service, balancing standard requirements with departmental flexibility
• Key policy areas include employment equity, diversity and inclusion, disclosure of wrongdoing, code of values and ethics, official languages, workplace mental health, performance and talent management, and leadership development

Strategic Directions and Digital Solutions

• People management data stewardship, including data collection and reporting (for example, Management Accountability Framework, Student Exit Survey, Public Service Employee Survey)
• OCHRO-wide strategic integration and planning
• Provide research, analysis, engagement and experimentation, including innovative approaches such as behavioural science and human-centred design, in the context of the future of work
• Engage with Public Services and Procurement Canada as key partner on the Enterprise Integrated Strategy for HR and Pay
• Provide business owner oversight for enterprise-wide human resources systems, processes, standards and controls

The framework to enable a future-ready workforce…

…needs to be sustainable and scalable

Figure 20 - Text version

A three-layered circular diagram including an outer circle (representing four future of work imperatives), an inner circle (representing three areas of focus) and a centre (titled Culture, Change Management, Mindsets and Behaviours).

The outer circle is divided into four equal sections, highlighting the future of work imperatives:

• Talent and inclusion: the public service is skilled, diverse, inclusive, accessible and human-centric.
• Flexible work models: the public service is flexible and has a distributed workforce by default.
• Human resources and data: the public service leverages human resources systems and data to support strategic decision-making.
• Organization of work: the public service organizes work in a way that drives outcomes and compensates work in a way that is equitable and drives employer competitiveness.

The inner circle highlights the three areas of focus:

• agile
• inclusive
• equipped

Talent and inclusion

The public service is skilled, diverse, inclusive, accessible and human-centric.

Flexible work models

The public service is flexible and has a distributed workforce by default.

Organization of work

The public service organizes work in a way that drives outcomes and compensates work in a way that is equitable and drives employer competitiveness.

Human resources systems and data

The public service leverages human resources systems and data to support strategic decision-making.

Key partners and stakeholders

Treasury Board

Responsible for establishing compensation and terms and conditions of employment, setting policy direction for people management and maintaining a healthy, diverse, inclusive, bilingual and safe workplace

Privy Council Office

Supports the Clerk as Head of the Public Service, including directing public service–wide people management priorities

Public Services and Procurement Canada

The central purchasing agent, real property manager, treasurer, accountant, pay and pension administrator, and linguistic authority (that is, translation services) for the public service

Shared Services Canada

Delivering information technology and network services to partner organizations to support the delivery of federal programs and services

Deputy heads

Deputy heads are accountable for human resources management within their organizations.

Public Service Commission of Canada

Safeguards the integrity of the staffing system and the non-partisanship of the public service and manages the tools for public service recruitment

Canada School of Public Service

Provides learning, training, and professional development opportunities to public servants and helps deputy heads meet the learning needs of their organizations

Bargaining agents

Approximately 232,000 unionized members represented by 16 bargaining agents, negotiated in 28 Group Collective Agreements. 60% of unionized members are represented by the Public Service Alliance of Canada

Annex A: people management – distributed by law

Treasury Board as Employer

Under Financial Administration Act

• Responsible for Human Resources management in public service, including determining terms and conditions of employment, pensions, compensation and benefits (including pay, hours, leave travel and other expenses)
• Determines Human Resources requirements of public service and provides for classification
• Negotiates collective agreements with bargaining agents
• May establish policies, programs or directives with respect to strike management, discipline, disclosure of wrongdoing in the public service, prevention and resolution of harassment and employment equity, other Human Resources matters not specifically assigned to others
• May establish policies or issue directives respecting exercise of Human Resources powers granted by Financial Administration Act to deputy heads including oversight
• May delegate authorities to deputy heads, subject to terms and conditions it considers appropriate
• Reports annually to Parliament

Under Public Service Employment Act

• May establish qualification standards and professional development programs
• May establish current and future needs of the public service
• May regulate development, probation, the definition of promotion and appointment to level
• Reports annually to Parliament

Under Employment Equity Act

• Identifies and eliminate employment barriers
• Implements policies and make accommodations to enable representation

Under Public Sector Labour Relations Act

• May establish policies or directives with regard to informal conflict management systems

Under Pay Equity Act

• Responsible for implementing pay equity in the core public administration and Royal Canadian Mounted Police

Under Official Languages Act

• Responsible for general direction and coordination of policies and programs relating to implementing Parts IV, V and VI of Official Languages Act

Under Public Servants Disclosure Protection Act

• Responsible for promotion of ethical practices and establishing a code of conduct

More generally

Under Financial Administration Act

• Acts on matters and establishes policies related to general administrative policy; financial management; internal audit

President, Secretary, Comptroller General, and Chief Human Resources Officer

• Treasury Board may delegate authorities, subject to any terms and conditions it considers appropriate
• Chief Human Resources Officer’s authorities limited to Human Resources Managers, Employment Equity, Official Languages, Values and Ethics, and employer provisions in Public Service Employment Act

Deputy heads

Under Financial Administration Act (direct authorities, that is, not delegated by Treasury Board)

• Establish learning, training and development needs
• Provide awards
• Set standards of discipline
• Demote or terminate employees
• Assess performance

Under Public Service Employment Act

Establish merit criteria, area of selection and assessment methods:

• determine if, when, and how to staff positions
• deploy to and within own organization
• are accountable to Public Service Commission of Canada for exercise of staffing authorities

Under Employment Equity Act

• Identify, implement and report on measures to identify and eliminate barriers

Under Public Sector Labour Relations Act

• Hear and decide grievances relative to decisions and actions in own organization

Under Public Servants Disclosure Protection Act

• Responsible for establishing a code of conduct and internal procedures and designating a senior officer

More generally

Under Financial Administration Act

• Determine organizational and work requirements
• Accountable to Parliament for measures taken to organize resources of the department to deliver departmental programs in compliance with government policies and procedures
• Performance of other specific duties assigned under other acts related to administration of department

Federal Public Sector Labour Relations and Employment Board (FPSLREB)

Under Public Service Employment Act

• Hears and decides staffing complaints
• Offers mediation services to assist parties to resolve staffing complaints
• Reports annually to Parliament

Under Public Sector Labour Relations Act

• Administers collective bargaining and grievance adjudication systems for the federal public service
• Offers mediation services to assist parties to resolve disputes
• Administers Part II, Canada Labour Code, for the public service
• Conducts compensation research and analysis
• Reports annually to Parliament

Under Public Sector Equitable Compensation Act

• Deals with pay equity complaints

Public Services and Procurement Canada as Receiver General

Under Department of Public Works and Government Services Act

• Provides for pay, employee benefits, superannuation and pension services and administration

Clerk, Privy Council Office

Under Public Service Employment Act

• Reports annually to Prime Minister on the public service
• Responsible for administering selection processes for deputy heads and Governor in Council appointees

Public Service Commission of Canada

Under Public Service Employment Act

• Appoints or provides for appointment to and within public service at request of deputy heads
• Investigates allegations of fraud, political interference, breach of political activity provisions, and errors or omissions with regard to external appointments
• Administers political activity provisions
• Sets terms and conditions, establishes policy, and makes regulations related to appointments, revocation, corrective action and political activity
• Oversees authority delegated to deputy heads, conducts audits and studies
• Makes recommendations to the Governor in Council with regard to exclusion approval orders and applicable regulations or requirements
• Provides staffing and assessment services, some of which are on a cost-recovery basis
• Reports annually to Parliament and may make special reports

Certified bargaining agents

• Represent their membership with respect to Human Resources matters subject to collective bargaining or other matters about which they may be consulted

Canada School of Public Service

Under Canada School of Public Service Act

• Formulates and provides training, orientation and development programs for public service managers and employees
• Supports deputy heads in meeting the learning needs of their organizations
• Carries out research into public management and administration
• Contributes to a culture of continuous learning and public service excellence

Public Sector Integrity Commissioner

Under Public Servants Disclosure Protection Act

• Investigates and decides on matters related to disclosure and reprisal, while the Public Servants Disclosure Protection Tribunal hears and decides on complaints related to reprisal linked to a disclosure of wrongdoing in the workplace

Commissioner of Official Languages

Under Official Languages Act

• The Commissioner of Official Languages ensures compliance with and investigates allegations about breaches of the Act

Canadian Human Rights Commission

Under Canadian Human Rights Act

• The Canadian Human Rights Commission administers the Act, including carrying out investigations related to discrimination based on a prohibited ground and referring matters to the Canadian Human Rights Tribunal

Under Employment Equity Act

• Ensures compliance with the Employment Equity Act

Under Pay Equity Act

• Ensures compliance with the Pay Equity Act

Expenditure Management Sector at a glance

Outline

• Who we are
• What we do
• Key activities

Who we are

Mandate

The Expenditure Management Sector supports Treasury Board Ministers by:

• managing the supply process for Parliamentary approval of voted appropriations and related authorities
• administering central votes for the effective operations of government
• planning and coordinating expenditure management initiatives, such as reviews of departmental programs
• ensuring that departments and programs monitor and report on results, including horizontal data analytics on innovation programming
• providing a whole-of-government perspective on matters related to direct program spending (for example, Canada Student Grants, Public Transit Infrastructure Fund) and management of compensation within the federal government

Management team

Annie Boudreau: Assistant Secretary, Expenditure Management Sector

Rod Greenough: Executive Director, Expenditure Strategies and Estimates Division

Maud Rivard: Executive Director,Expenditure Analysis and Compensation Planning Division

Andres Velez-Guerra: Executive Director, Results Division

Don Wilson: Executive Director, Horizontal Program Reviews Division

What we do: business lines

Expenditure Strategies and Estimates Division

Responsible for leading government-wide Estimates and supply exercises, and managing Treasury Board Central Votes; also works closely with other central agencies in managing the fiscal framework and the Budget process

Expenditure Analysis and Compensation Planning Division

Responsible for overseeing government-wide compensation planning by ensuring government decisions are aligned with the principles laid out in the Policy Framework for the Management of Compensation and supporting Open Data through the development and maintenance of a public Government of Canada InfoBase, which contains historical expenditure and results data

Results Division

Responsible for the Policy on Results and departmental planning and reporting to Parliament, as well as supporting capacity development in the performance measurement and evaluation communities, and implementation of section 5 of the Canadian Gender Budgeting Act and the Quality of Life Framework

Horizontal Program Reviews Division

Responsible for implementing the President’s commitments to conduct comprehensive and continuous horizontal program reviews, and to develop data capacity to support policy and program activities related to business innovation

Expenditure Strategies and Estimates Division: key activities

Key activities

• Preparing Estimates and supply, and related public reporting and guidance on Treasury Board authorities
• Tracking, and reporting on, the progress of funding decisions through the supply process (for example, to support Budget-Estimates Alignment)
• Supporting work on the Budget forecast and implementation, with the Department of Finance Canada and the Privy Council Office
• Providing leadership in the design and implementation of the Refocusing Government Spending exercise
• Supporting the minister at committee appearances

Partners and stakeholders

• Department of Finance Canada
• Privy Council Office
• Parliamentary Budget Officer
• Chief financial officers in departments and agencies and their teams

Expenditure Analysis and Compensation Planning Division: key activities

Key activities

• Developing compensation analyses and cost projections in support of collective bargaining and compensation policy development
• Conducting pay equity research and analysis
• Ensuring timely and transparent online reporting of Public Accounts, Departmental Results, government-wide financial and people management data
• Providing leadership in the design and implementation of the Refocusing Government Spending exercise

Partners and stakeholders

• Department of Finance Canada
• Privy Council Office
• Offices of the Superintendent of Financial Institutions and the Chief Actuary

Results Division: key activities

Key activities

• Advising the Treasury Board on the Policy on Results
• Guiding and supporting departments in managing for results through:
  • exercising challenge function on Treasury Board submissions
  • annual review of Departmental Evaluation Plans
  • setting requirements for reporting programs’ gender and diversity impacts (Canadian Gender Budgeting Act)
  • implementing the Quality of Life Framework in decision-making and reporting
• Managing Departmental Plans and Departmental Results Reports processes, including by setting reporting expectations for Departments and supporting collective tabling in Parliament
• Building capacity for performance measurement and evaluation
• Assessing performance in the Results “Area of Management”

Partners and stakeholders

• Privy Council Office, Department of Finance Canada, Statistics Canada, Women and Gender Equality
• Evaluation and performance measurement communities, program managers, corporate reporting units, policy designers

Horizontal Program Reviews Division: key activities

Key activities

• Analyzing and advising on future horizontal program effectiveness review themes
• Implementing reviews once mandated, typically in collaboration with a broad range of implicated organizations
• Providing review recommendation follow-up/implementation support
• Leading data development and performance measurement on business innovation and economic growth programming

Partners and stakeholders

• Privy Council Office, Department of Finance Canada, Statistics Canada, Women and Gender Equality
• Federal organizations
• External subject matter experts, non-federal stakeholder organizations

Regulatory Affairs Sector at a glance

Outline

• Who we are
• What we do
• Key activities

Who we are

Mandate

The Regulatory Affairs Sector supports Canada’s regulatory system by:

• reviewing and challenging regulatory submissions and orders-in-council
• providing central oversight and modernization of Canada’s regulatory system
• promoting regulatory cooperation
• supporting the federal regulatory community and departments

Management team

Tina Green: Assistant Secretary, Regulatory Affairs

James van Raalte: Executive Director, Regulatory Policy and Cooperation Division

Barbara Moran: Executive Director, Governor in Council Operations

What we do: business lines

Regulatory Policy and Cooperation Division

• Establishes and supports the implementation of federal regulatory policy and initiatives, regulatory modernization, and advancement of regulatory cooperation

Governor in Council Operations

• Supports Treasury Board, Part B, in the approval of Governor in Council regulations and orders-in-council

Key activities: Regulatory Policy and Cooperation Division

Key activities

• Leads policy development and management of regulatory policy issues (Cabinet Directive on Regulation, policies and guidance)
• Leads Canadian participation in international and federal-provincial-territorial regulatory cooperation fora
• Coordinates Regulatory Reviews to reduce burden and support regulatory agility, innovation and growth in priority policy files and sectors
• Leads the Annual Regulatory Modernization Bill (ARMB) to address overly complicated, inconsistent or outdated federal regulatory requirements, as indicated by businesses and Canadians
• Leads Centre for Regulatory Innovation that promotes a whole-of-government approach to regulatory experimentation and innovation
• Supports the External Advisory Committee on Regulatory Competitiveness

Partners and stakeholders

• Regulatory cooperation:
  • federal, provincial and territorial regulatory departments and agencies
  • United States Office of Information and Regulatory Affairs
  • the European Commission
• Organization for Economic Cooperation and Development
• Industry and consumer associations: Business Council of Canada, Canadian Federation of Independent Business, Chamber of Commerce
• Community of Federal Regulators

Key activities: Governor in Council Operations

Key activities

• Performs a challenge function on regulatory proposals and provides analysis to support Treasury Board ministers
• Provides guidance and support to regulatory departments and agencies as they develop regulatory proposals
• Centre of Regulatory Expertise also provides:
  • expertise in analytical requirements of regulatory proposals, such as cost-benefit analysis, the small business lens, and the One-for-One Rule
  • training and support to regulators on analytical requirements
  • monitoring and reporting of elements of the regulatory system (for example, One-for-One Rule, Administrative Burden Baseline, forward regulatory plans)

Partners and stakeholders

• Privy Council Office in managing the procedural aspects of Governor in Council decision-making
• The Department of Justice Canada in ensuring coherence between legal instruments and policy objectives
• Federal regulatory departments and agencies
• Industry and consumer associations

Program sector at a glance

Who we are

Mandate

Program sectors support the Treasury Board by reviewing Memoranda to Cabinet and Treasury Board submissions from federal organizations; providing advice, guidance and support to federal organizations in their implementation and application of policies; and providing advice on and presenting proposals to Treasury Board ministers.

Assistant Secretaries

Anuradha Marisetti: Economic Sector

Heather Sheehy: Government Operations Sector

Jen O’Donoughue: International Affairs, Security and Justice Sector

David Peckham: Social and Cultural Sector

Economic Sector

Anuradha Marisetti: Assistant Secretary

Two directorates (41 employees):

• Resource Division: Elaine Hood, Executive Director
• Industrial Division: Naresh Debidin, Executive Director

Portfolio of organizations

Departments

• Agriculture and Agri-Food Canada
• Infrastructure Canada
• Fisheries and Oceans Canada
• Environment and Climate Change Canada
• Innovation, Science and Economic Development Canada
• Natural Resources Canada
• Transport Canada
• Statistics Canada

Agencies, councils and commissions

• Canadian Food Inspection Agency
• Impact Assessment Agency of Canada
• Regional Development Agencies
• National Research Council
• Canadian Nuclear Safety Commission
• Canadian Space Agency

Crown corporations

• VIA Rail Canada Inc.
• Federal Bridges Corporation
• Freshwater Fish Marketing Corporation
• Business Development Bank of Canada
• Canadian Air Transport Security Authority

Government Operations Sector

Heather Sheehy: Assistant Secretary

Two directorates (38 employees):

• Central Agencies and Shared Services: Liane Sauer, Executive Director
• Government Acquisitions and Public Services: Jordana Heaton, Executive Director

Portfolio of organizations

Departments

• Public Services and Procurement Canada
• Shared Services Canada
• Canada Revenue Agency
• Canada School of Public Service
• Public Service Commission of Canada
• Privy Council Office
• TBS
• Department of Finance Canada

Crown corporations

• Canada Development Investment Corporation
• Canada Lands Company Ltd.
• Royal Canadian Mint
• Canada Post
• National Capital Commission

Other organizations

• Agents of Parliament
• Parliamentary entities
• Financial sector regulatory organizations
• National security and transportation oversight organizations

International Affairs, Security and Justice Sector

Jen O’Donoughue: Assistant Secretary

Two directorates (42 employees):

• Defence, International Affairs, and Justice: Laura Oleson, Executive Director
• Safety, Security, and Immigration: Laura Gorrie, Executive Director

Portfolio of organizations

Departments

• National Defence
• Communications Security Establishment
• Global Affairs Canada
• Public Safety Canada
• Canada Border Services Agency
• Canadian Security Intelligence Service
• Correctional Service of Canada
• Parole Board of Canada
• Royal Canadian Mounted Police
• Department of Justice Canada
• Immigration, Refugees and Citizenship Canada
• Immigration and Refugee Board

Crown corporations

• Export Development Canada
• Canadian Commercial Corporation

Social and Cultural Sector

David Peckham: Assistant Secretary

Two directorates (39 employees):

• Employment and Social Development Canada and Canadian Heritage Portfolio: Ian Miller, Executive Director
• Indigenous and Northern Affairs Canada and Health Portfolio: Kathryn Holmes, Executive Director

Portfolio of Organizations

Departments

• Canadian Heritage
• Veterans Affairs Canada
• Women and Gender Equality
• Employment and Social Development Canada
• Health Canada
• Public Health Agency of Canada
• Canadian Institute of Health Research
• Indigenous Services Canada
• Crown-Indigenous Relations and Northern Affairs Canada
• Infrastructure Canada (housing and homelessness files only)

Crown corporations

• Canada Mortgage and Housing Corporation
• Library and Archives Canada
• National Arts Centre
• Six national Canadian museums
• Canada Council for the Arts
• Canadian Race Relations Foundation
• Canadian Broadcasting Corporation
• Telefilm Canada

Enabling functions at a glance

Enabling functions

• Corporate Services
• Human Resources Division
• Internal Audit and Evaluation
• Legal Services
• Priorities and Planning
• Strategic Communications and Ministerial Affairs

Who we are: Corporate Services Sector

Mandate

Provides support to the Secretary of the Treasury Board in financial management, security, information management and technology, facilities and materiel management, as well as Phoenix-related damages claims processing.

Management team

Karen Cahill: Assistant Secretary and Chief Financial Officer, Corporate Services Sector

Lori Goodyear: Executive Director and Deputy Chief Financial Officer, Financial Management Directorate

Sylvain Bélanger: Chief Information Officer

Shannon Ross: Executive Director, Claims Office

Noelia Abarbanel: Director, Corporate Administration Services

Darren Costain: Deputy Chief Security Officer/Manager, Security Services and Emergency Management

What we do: business lines – Corporate Services Sector

Financial Management

• Annual business and investment planning
• Estimates and Cabinet documents, including Treasury Board submissions
• Financial advisory services and corporate reporting
• Accounting services and management practices
• Corporate accounting and internal controls

Information Management and Technology

• Develop and support 124 software applications that are used by Canadians, other government departments, and internally to TBS
• Provide information technology stewardship, security, governance, oversight and change management (enterprise architecture information technology planning and reporting, project and portfolio management)
• Leads cloud operations, information technology help desk service, and information management

Corporate Administration Services

• Facilities management and asset management
• Mail and distribution services
• Procurement and contracting
• Translation and editing services

What we do: business lines – Corporate Services Sector

Security Services and Emergency Management

• Security screening
• Physical security
• Business continuity and emergency management

Claims Office

• Phoenix-related damages claims processing

Key activities: Corporate Services Sector

Key activities

• Works with the Human Resources Division to ensure the seamless transition to a hybrid workplace
• Leads departmental business planning, budgeting and forecasting, and accounting services
• Provides financial review of departmental Cabinet documents
• Leads the process for the development TBS-led submissions and co-leads the process for the development of federal budget proposals for the department
• Ensures efficient operation of existing 100% cloud-based departmental information management / information technology systems, including GC enterprise applications accessed by other government departments, public institutions and the public
• Monitors and provides oversight of TBS-led projects through leadership on departmental project and investment governance bodies: the Investment and Human Resources Committee and its Sub-Committee on the Management of Investments and Projects
• Works with business partners on 20 concurrent departmental IT projects and manages 142 applications
• Delivers evergreen computer equipment and digital tools to employees, in a hybrid workplace and provides information technology help desk service
• Provides facilities and asset management services to employees in a hybrid workplace at 90 Elgin, 219 Laurier and 45 Sacre Coeur
• Leads the TBS Under One Roof project (includes the integration of over 550 employees to 90 Elgin – completed November 2023 and the implementation of a workplace booking tool, TBSpaces – completed May 2023) and the planned divestiture of 219 Laurier (to be completed by fiscal year-end) contributing to departmental refocusing government spending objectives
• Coordinates security and emergency management planning and processes requests for security screening
• Provides procurement and contracting services, and proactive disclosure of contracts over $10,000
• Coordinates translation and provides editing services to meet official languages requirements for delivery of documents
• Coordinates and provides guidance to departments for claims related to Phoenix

Partners and stakeholders

• Public Services and Procurement Canada, Shared Services Canada, sectors within TBS

Who we are: Human Resources Division

Mandate

The Human Resources Division is responsible for providing strategic human resources advice, guidance and services to TBS’s senior leaders, managers and supervisors, and employees.

Management team

Marie-Pierre Jackson: Head of HR, Human Resources Division

Siobhan Whelehan: Senior Director, Corporate Programs and Human Resources Transformation

Caroline Thouin: Senior Director, Organizational Design, HR-to-Pay and People Management

Vacant: Ombud and Director, Office of the Ombud

Chantal Michaud: Associate Ombud

What we do: business lines – Human Resources Division

Human Resources Operations and Executive Services

• Centre of expertise in staffing and classification and modernization hub, Centre of expertise in labour relations, Executive Services, administration of talent management, employee recognition, and succession planning, compensation liaison, management of Peoplesoft (Human Resources information system), and onboarding to MyGCHR

Strategic Planning, Programs and Transformation Unit

• Provides department-wide services and guidance in support of accessibility, diversity and inclusion, official languages, harassment, discrimination, and violence investigation and prevention, professional learning and development, health and safety, employee wellness and support in the development of talent acquisition strategies and employee engagement
• Supports decision-making and HR transformation initiatives through HR and corporate planning, research, design thinking, behavioural insights, and the development of new tools, processes and potential digital initiatives to advance horizontal HR priorities

Office of the Ombud

• Operates independently of management structures and exercises sole discretion over whether or how to respond to an individual, group or organizational concern
• Briefs the Secretary on organizational, cultural and systemic issues, as needed
• Offers a confidential space for all employees to access impartial and confidential guidance, services and tools to support a healthy and ethical culture
• Publishes an annual report, available to all levels of the organization, that presents recommendations based on observations and visitor narratives

Key activities: Human Resources Division

Key activities

Providing services, guidance, and tools to address:

• Optimized hybrid workplace and long-term future of work for TBS
• Diversity, inclusion and accessibility
• Official languages
• Harassment, discrimination and violence in the workplace (Bill C-65)
• Mandatory training, professional development, and onboarding
• Leadership development and performance and talent management
• Recruitment
• Occupational health and safety
• Wellness
• Phoenix
• PeopleSoft implementation / My GCHR integration
• Data analytics and reporting
• Human resources planning

Partners supported by the Human Resources Division

• Champions (assistant deputy minister level) and sponsors (deputy minister level)
• Designated officials: accountabilities rooted in law or policy
• Employee networks and communities: strong engagement with Employee Networks and Communities in the co-creation of initiatives in support of mandated priorities
• TBS senior management: strategic horizontal corporate oversight through the Investment and Human Resources Committee

Stakeholders

• Office of the Chief Human Resources Officer: provides central agency direction for people management
• Office of Public Service Accessibility: provides central agency direction for accessibility
• Public Services and Procurement Canada: administers GC compensation

Who we are: Internal Audit and Evaluation Bureau

Mandate

Provide independent, neutral and objective assurance and evaluation services to support the departmental mandate and priorities.

Management team

Manon LeBrun: Chief Audit Executive and Head of Evaluation, Internal Audit and Evaluation Bureau

Elena Petrus: Director, Evaluation

Rim Ben Saad: Director, Internal Audit

What we do: business lines – Internal Audit and Evaluation

Internal Audit

• Provides objective assessments of the effectiveness of the departmental risk management, governance and control processes

Evaluation

• Provides neutral assessments of departmental program relevance and performance

Other

• Conducts fraud-related administrative investigations as required
• Coordinates internal disclosures

Key activities: Internal Audit and Evaluation

Key activities

• Implements an integrated audit and evaluation plan, and monitors management action plans
• Secretariat for the Audit Committee and the Performance Measurement and Evaluation Committee
• Reviews Cabinet documents to ensure that evaluation, performance measurement and audit requirements are included as required
• Supports TBS sectors in developing and updating logic models and related indicators, in concert with the Priorities and Planning sector, as part of maintaining performance information profiles
• Provides assurance in support of TBS led transformation initiatives

Partners and stakeholders

• Treasury Board Secretariat Audit Committee (external committee)
• Performance Measurement and Evaluation Committee (internal committee)

Who we are: Legal Services

Mandate

The Attorney General of Canada, via the Department of Justice Canada, provides legal services to the Treasury Board and TBS. The Attorney General conducts litigation and provides legal advice and legislative services to government departments.

The Attorney General represents the Crown and seeks to protect interests for the whole of government. The Attorney General acts in the public interest, including upholding the Constitution, the rule of law and respect for the independence of the courts.

Management team

Carol McLean: Executive Director and Senior General Counsel, Department of Justice Canada

What we do: business lines – Legal Services

Government Operations and Public Management Law Group

Provides advisory services to TBS Sectors in support of the Treasury Board submission process, Memorandum to Cabinet, policy development, regulation-making and legislative drafting

Labour and Employment Law Group

Provides labour and employment litigation services on behalf of Treasury Board and separate employers before federal courts and tribunals

Provides advisory services to the Office of the Chief Human Resources Officer on collective bargaining, discipline, pay equity, and policy making, including litigation support on TBS-led class actions

Centre for Labour and Employment Law

Provides advisory services to all departments and agencies on a cost-recovery basis, including training to the Human Resources community

Key activities: Advisory and Litigation Services

Key activities

• Advisory services to all TBS sectors on labour and employment, access to information and privacy, official languages, procurement, real property, grants and contributions, Crown corporations, digital government, policy development, and legislative and regulatory drafting
• Litigation services to all agencies and departments before the Federal Public Sector Labour Relations and Employment Board, the Public Servants Disclosure Protection Tribunal, the Canada Industrial Relations Board, the Federal Court, and the Federal Court of Appeal
• Legal expertise at Justice in specific areas, such as:
  • Federal Public Sector Labour Relations Act
  • Public Service Employment Act
  • Financial Administration Act
  • Appropriation Acts
  • Service Fees Act
  • Access to Information Act
  • Privacy Act
  • Official Languages Act
  • Lobbying Act
  • Canada Labour Code (Part II)
  • pensions and benefits

Partners and stakeholders

• Department of Justice Canada: National Litigation Sector, centres of expertise, legal services units of other government departments, and legislative and regulatory drafters
• All government departments and agencies: advisory and litigation services
• Courts and tribunals
• Bargaining agents and private sector law firms

Who we are: Priorities and Planning

Mandate

The Priorities and Planning Sector provides an integrated lens to TBS policy and planning activities that underpin both government-wide management excellence, as well as corporate governance within TBS.

The Priorities and Planning Sector also provides leadership on management priorities of strategic importance to the President and the Secretary of the Treasury Board, as well as support to the rest of TBS to ensure coherence in priorities, aligned progress on key files, clear accountabilities, and continuous improvement.

Management team

Mallika Nanduri Bhatt: Assistant Secretary, Priorities and Planning

Sarah DuPerron: Executive Director, Strategic Policy and Priorities Integration

Brian Gear: Executive Director, Policy, Planning and Performance

What we do: business lines – Priorities and Planning

Policy, Planning and Performance

Enables departments to deliver more effective, efficient, and modern programs and services, and ensures TBS oversight and accountability to Parliament and Canadians

• Supports TBS’s core responsibility for providing leadership on administrative policy for the Government of Canada by working with TBS policy centres to develop and modify Treasury Board policy instruments
• Leads and coordinates mechanisms to assess departmental management performance (that is, the Management Accountability Framework) and identifies enterprise-level implications
• Provides advice and support on the Lobbying Act, Conflict of Interest Act and Auditor General Act
• Prepares departmental plans and reports and acts as the liaison to the Office of the Auditor General on performance audits implicating the department

Crown Corporations Centre of Expertise

Provides policy advice, guidance, and expertise to enable the effective governance and oversight of Crown corporations and to facilitate the implementation of government priorities

Canada’s Free Agents Program

Together with other home departments, co-manages a talent program that supports employee mobility and simplifies hiring practices for temporary staff

What we do: business lines – Priorities and Planning

Strategic Policy and Surge Support

Provides integrated, forward-thinking advice and products for senior management to advance key priorities:

• leads horizontal initiatives for the department (for example, medium-term planning, budget, transition advice, mandate letter tracking, stakeholder engagement)
• leads international and domestic travel planning, products and briefings for the President and Secretary, as well as international delegations for the department
• provides “surge support” for emerging priority initiatives across TBS
• promotes innovation and experimentation across the Government of Canada, including through direction-setting, capacity-building and community support

Treasury Board Secretariat Committees Secretariat

Provides secretarial support for TBS’s formal governance committees (for example, Executive Management Committee, Strategic Policy Committee, Executive Town Halls), as well as the Public Service Management Advisory Committee.

Supports the Secretary and TBS deputies with strategic advice on the governance regime.

Partners and stakeholders

• Central agencies
• Departments and agencies
• Heads of federal agencies
• Crown corporations
• Office of the Auditor General
• Agents of Parliament
• Commissioner of Lobbying
• Conflict of Interest and Ethics Commissioner

Who we are: Strategic Communications and Ministerial Affairs

Mandate

Responsible for departmental communications and government-wide communications policy direction, secretariat support for meetings of the Treasury Board, Cabinet and Parliamentary Affairs, departmental Access to Information and Privacy, and correspondence.

Management team

James Stott: Assistant Secretary, Strategic Communications and Ministerial Affairs

Elizabeth Lindsay: Executive Director, Communications

Louise Hayes: Senior Director, Ministerial Services

What we do: Strategic Communications and Ministerial Affairs

Communications

• Communications and Federal Identity Policy Centre
• Strategic and Internal Communications
• Public Affairs
• Digital Services (web, social media and multimedia)

Ministerial Services

• Departmental Access to Information and Privacy Office
• Ministerial Correspondence and Briefing Unit
• Treasury Board Submission Centre
• Cabinet Affairs
• Parliamentary Affairs

Key activities: Strategic Communications and Ministerial Affairs

Key activities

• Support the President as chair of the Treasury Board and provide related agenda management, logistical support, process guidance working closely with Program Sectors, Expenditure Management Sector and other central agencies
• Support the President in Parliament, in Cabinet, and in communicating with Canadians, working with partners across TBS and other departments
• Support Secretary, Associate, Chief Human Resources Office, Chief Information Officer and Comptroller General in Government of Canada-wide communications activities and lead on key horizontal communications, including labour relations and cyber incidents
• Provide policy centre leadership and guidance for communications across government, including related products and services
• Manage TBS’s digital communications services and presences (web, social media and multimedia) including nine social media accounts on five platforms, including Twitter, Facebook, YouTube, Instagram, and LinkedIn
• Coordinate and provide expertise to all TBS sectors as part of the administration of the Access to Information Act and the Privacy Act

Partners and stakeholders

• Daily interaction with the President’s Office on many fronts
• Guidance and coordination with other government departments; extensive work with the Privy Council Office

Governance and committees

TBS internal governance structure

Executive Committee

Chair: Secretary

Mandate: Primary departmental discussion and decision-making body. Oversees implementation of management agendas and departmental business; promotes coherence and coordination; and provides advice and endorsement. Terms of Reference [accessible only on the Government of Canada network]

Frequency: Biweekly, Wednesday at 2 pm

Membership: TBS Deputies, Assistant Secretaries and directors general who lead their own sector

Point of Contact: Mallika.NanduriBhatt@tbs-sct.gc.ca

TBS Audit Committee

Chair: a member external to the federal government

Frequency: About six times a year

Membership: Four members external to the government; the Secretary, and the Comptroller General

Contact:Lori.Chu@tbs-sct.gc.ca

Strategic Policy Committee

Chairs: Assistant Secretary, Priorities and Planning, and an Assistant Secretary, Office of the Chief Information Officer

Mandate: Takes decisions and provides direction on policy proposals, including on mandate commitments, changes to the Treasury Board policy suite, strategic policy issues, medium-term planning, Cabinet and funding proposals and emerging issues.

Frequency: Every four weeks

Membership: Select assistant deputy minister and director general level as set out in Terms of Reference

Contact: TBS Committees tbscs-scsct@tbs-sct.gc.ca

Investment and Human Resources Committee

Chairs: Chief Financial Officer and Director General, Human Resources Division

Mandate: Exercises a strategic horizontal corporate oversight role and makes decisions on issues involving resource allocation, people management, and other corporate areas.

Frequency: Every four weeks or more frequently as required

Membership: As per Terms of Reference

Contact:colleen.surprenant@tbs-sct.gc.ca and carolyn.mcgraw@tbs-sct.gc.ca

Treasury Board Submission Prioritization Committee

Chair: Chief Financial Officer and Assistant Secretary, Corporate Services Sector

Mandate: Sets the strategic direction and prioritization of TBS sponsored submissions and helps identify the appropriate governance path.

Frequency: Monthly

Membership: As per Terms of Reference

Contact: colleen.surprenant@tbs-sct.gc.ca

Performance Measurement and Evaluation Committee

Chair: Comptroller General

Mandate: Advises the Secretary on departmental evaluation planning and activities and on the Departmental Results Framework, Program Inventory and Performance Information Profiles.

Frequency: Approximately four to six times a year

Membership: As per Terms of Reference

Contact: Henrietta.Bristow@tbs-sct.gc.ca

Deputies Ministers’ Weekly Meeting

Chair: Secretary

Mandate: Informal, information-sharing body to touch base on key issues, priorities and emerging business

Frequency: Weekly, Tuesday at 9 am

Membership: TBS deputies

EX Townhall

Mandate: Provides updates and debriefs on issues of interest to the TBS executive cadre

Frequency: Ad hoc

Membership: All executives

Contact: TBS Committees tbscs-scsct@tbs-sct.gc.ca

Deputy Minister Committees

Public Service Management Advisory Committee

Co-Chairs:Secretary and Jacqueline Bogden, Chief Human Resources Officer

Mandate: Provides strategic advice on public service management and on the implementation of initiatives led by TBS

Frequency: Every four weeks, Friday at 9 am

Membership: Deputy ministers and associates at the discretion of the Chairs

Contact: Mallika.NanduriBhatt@tbs-sct.gc.ca

Deputy Minister HR and Pay Sponsoring Group

Co-Chairs: Secretary and Arianne Reza, Deputy Minister of Public Services and Procurement Canada (PSPC)

Mandate: Supports the Business Owner (TBS-OCHRO) and the Solution Delivery Lead (PSPC) for the overall Program and is responsible for providing advice and recommendation to the Business Owner and Solution Delivery Team

Frequency: Every two months

Membership: Kaili Levesque, Jacqueline Bogden, Scott Jones, Roch Huppé, Arun Thangaraj, Simon Kennedy, Alex Benay, Francis Trudel, the Chief Information Officer, rotational members

Contact: Arianne.Reza@tpsgc-pwgsc.gc.ca

Deputy Minister Committee on Enterprise Priorities and Planning

Co-Chairs: Secretary and Cliff Groen, Associate Deputy Minister of Employment and Social Development and Chief Operating Officer for Service Canada

Mandate: Improving the GC’s client service experience and government operations through the strategic management of enterprise services, information, data, information technology, and cyber security

Frequency: Every six weeks

Membership: Caroline Xavier, Scott Jones, Bob Hamilton, Arianne Reza, Paul Ledwell, Harpreet Kochhar, Chief Information Officer of the Government of Canada

Contact: Office of the Chief Information Officer (OCIO) Committee Secretariat, ciob-ddpi@tbs-sct.gc.ca

Deputy Minister National Security Committee

Co-Chairs: Public Safety and the Privy Council Office

Mandate: Focuses on current and emerging issues related to Canada’s national security policy, taking a proactive and strategic approach to addressing the horizontal issues and priorities affecting the full range of departments implicated in Canada’s national security environment

Frequency: Monthly

Membership: Secretary: General Wayne Eyre, Erin O’Gorman, David Vigneault, Caroline Xavier, Shalene Curtis-Micallef, Bill Matthews, David Morrison, Simon Kennedy, John Hannaford, Michael Duheme. Additional members may be invited on a subject-specific basis

Contact: ps.dmns-csmsn.sp@canada.ca

Coordinating Committee of Deputy Ministers

Co-Chairs: John Hannaford, Clerk, and Nathalie Drouin, Deputy Clerk and National Security and Intelligence Advisor to the Prime Minister

Mandate: Forum to discuss the implementation of the Government’s policy agenda and priorities

Frequency: Ad hoc

Membership: Anil Arora (Secretary), Chris Forbes, Christiane Fox, Simon Kennedy, Stephen Lucas, Isabelle Mondou, David Morrison, Jean-François Tremblay, Michael Vandergrift, Gina Wilson, Secretary

Contact: Genevieve.bertrandcroteau@pco-bcp.gc.ca

Note: the Clerk and the Deputy Clerk serve as ex officio members of all deputy minister committees.

Committee of Senior Officials (Terms of Reference to follow)

Co-Chairs: John Hannaford, Clerk and Nathalie Drouin, Deputy Clerk and National Security and Intelligence Advisor to the Prime Minister

Mandate: Functions as the human resources committee for the senior executive cadre of the public service

Frequency: Ad hoc

Membership: Secretary, Jacqueline Bogden, Chris Forbes, Simon Kennedy, Bill Matthews, Donnalyn McClymont, Jean-François Tremblay, Gina Wilson, Caroline Xavier

Contact:^{Footnote 24}

Deputy Minister Committee on Core Services (Terms of Reference to follow)

Chair: Secretary and Scott Jones, President of Shared Services Canada

Mandate: Oversees the transformation of core service initiatives, addressing systemic challenges, removing barriers, and sharing lessons learned and best practices

Frequency: Quarterly

Membership: Paul Thompson, Cliff Groen, Arianne Reza, Harpreet Kochhar, Chief Information Officer of the Government of Canada, external advisors with experience implementing digital transformation

Contact: Office of the Chief Information Officer (OCIO) Committee Secretariat, ciob-ddpi@tbs-sct.gc.ca

Board of Management and Renewal (Terms of Reference to follow)

Co-Chairs: John Hannaford, Clerk and Nathalie Drouin, Deputy Clerk and National Security and Intelligence Advisor to the Prime Minister

Mandate: Provide a forum to advance the management agenda and the renewal of the public service

Frequency: Monthly

Membership: Jacqueline Bogden, Catherine Blewett, Shalene Curtis-Micallef, Brigitte Diogo, Ted Gallivan, Annette Gibbons, Valerie Gideon, Scott Jones, Donnalyn McClymont, Arun Thangaraj, Secretary

Contact: PSRcommittees-comitesRFP@pco-bcp.gc.ca

Deputy Ministers Weekly Meeting

Co-Chairs: John Hannaford, Clerk, and Nathalie Drouin, Deputy Clerk and National Security and Intelligence Advisor to the Prime Minister

Mandate: Forum to discuss the implementation of the government’s policy agenda and priorities.

Frequency: Weekly

Membership: Deputy ministers

Contact: sarah.majidi@pco-bcp.gc.ca

Treasury Board Part A Strategy

Chair: Dominique Blanchard, Associate Secretary

Mandate: Assistant Secretaries brief the Secretary, Associate Secretary, and the President’s office on the submissions that will be presented to Treasury Board. A similar meeting is held for Treasury Board Part B, but the Secretary does not attend.

Frequency: Every two weeks in advance of every Treasury Board meeting

Contact: Louise.hayes@tbs-sct.gc.ca

Union Management Consultation Committee Executive Level (Terms of Reference to follow)

Co-Chairs: Secretary and Chris Aylward, Head of the Public Service Alliance of Canada

Mandate: Identify problems and recommend solutions, including the lessons learned in order to avoid pay situations in the future. This includes emerging issues related to the Phoenix pay system, as well as those in existence at the committee’s inception.

Frequency: Quarterly

Contact: Jacqueline.Bogden@tbs-sct.gc.ca

Deputy Minister Committee on the Indo-Pacific (Terms of Reference to follow)

Contact: Esther.Kayila@international.gc.ca

Deputy Ministers’ Committee on China (Terms of Reference to follow)

Contact: Oliver.Boucher@international.gc.ca, Julien.Simard@international.gc.ca

Deputy Minister Protection Committee (Terms of Reference to follow)

Co-Chairs: Nathalie Drouin, Deputy Clerk and National Security and Intelligence Advisor to the Prime Minister, and Shawn Tupper, Deputy Minister of Public Safety

Mandate: Making recommendations to the Minister of Public Safety on who should be designated to receive protection based on threat analysis and providing advice to the RCMP regarding the level of protection that should be offered and via the Deputy Minister of Public Safety, informing the Minister of Public Safety of any challenges facing the provision of parliamentary security services including, but not limited to, intelligence sharing gaps and insufficient resources.

Frequency: Monthly

Membership: Deputy heads Shawn Tupper, Public Safety; Isabelle Mondou, Canadian Heritage and David Morrison, Global Affairs, as well as auxiliary members including representatives from Royal Canadian Mounted Police, the Canadian Security Intelligence Service, the Sergeant at Arms, Parliamentary Protective Services, the Department of National Defence, and the Integrated Terrorism Assessment Centre.

Invitations sent by the National Security and Intelligence Advisor’s office.

TBS Committees Secretariat

The TBS Committees Secretariat within the Priorities and Planning Sector is responsible for organizing the following four committees:

Public Service Management Advisory Committee

External: public service management

• Deputy ministers and Associate deputy ministers
• Meets every four weeks
• Advisory and non-decision-making

Executive Committee

Internal: corporate decisions

• All TBS assistant deputy ministers and deputies
• Meets biweekly
• Decision-making

Strategic Policy Committee

Internal: horizontal TBS policy

• TBS representation at assistant deputy minister level
• Meets every four weeks
• Decision-making

Executive Town Halls

Internal: TBS Executive Forum

• All TBS executives
• Ad hoc
• Informational

As a result, we have visibility on key TBS initiatives within the department and when they are presented externally.

Terms of Reference: Treasury Board Secretariat Audit Committee

Introduction

The Treasury Board of Canada Secretariat (TBS) is uniquely positioned in the Government of Canada, with one of its key roles in supporting the development of effective policies and proactive risk management. TBS is both a central agency with responsibilities to provide administrative leadership to other departments, as well as a department that provides internal services.

To this end, the TBS Audit Committee also has a unique role within the Government of Canada as they provide advice to the Secretary on internal audit services conducted by two distinct organizations: the Internal Audit and Evaluation Bureau, TBS; and the Office of the Comptroller General of Canada (OCG).

The Internal Audit and Evaluation Bureau, TBS, is led by the Chief Audit Executive and Head of Evaluation, who reports directly to the Secretary. The Internal Audit and Evaluation Bureau is responsible for providing independent, objective assurance and evaluation services that add value to the management of TBS programs and operations.

The Comptroller General of Canada also reports to the Secretary and has a unique position amongst Internal Audit within the Government of Canada. The Internal Audit Sector, within the OCG, provides government-wide direction and leadership for internal audit through the Policy and Communities Division. It also has an operational arm that fulfills the Comptroller General’s responsibilities for:

• leading internal audit engagements focused on departments that do not have an internal audit function, referred to as small departments
• leading internal audit engagements that address horizontal, sectoral, or thematic risks or issues or any other audits that have been identified by the Comptroller General of Canada or the Secretary of the Treasury Board
• because of this unique and complex mandate, internal audit engagements conducted by the OCG may be tabled at two separate and distinct internal audit committees:
  1. the TBS Audit Committee when the engagement pertains to departments that have an internal audit function
  2. the Small Departments Audit Committee when the engagement pertains to Regional Development Agencies and to departments that do not have an internal audit function

To fulfill the OCG’s responsibilities, the Audit Operations team within the Internal Audit Sector is organized into three business lines:

• Horizontal Portfolio conducts internal audit engagements that address horizontal, thematic, or sectoral risks across large and/or small departments
• Small Departments Portfolio provides internal audit services to over 40 departments that do not have an internal audit function
• Regional Development Agencies Portfolio provides internal audit services to five of the seven Regional Development Agencies (regulatory departments and agencies) through a Service Level Agreement

Mandate

The Treasury Board Secretariat Audit Committee (the Committee) is advisory to the Secretary of the Treasury Board of Canada.

The Committee provides the Secretary with objective advice on the effectiveness of the department’s risk management, control and governance frameworks and processes.

Reflecting the duality of TBS as being both a department and a central agency, the Committee provides the Secretary with independent, objective advice in relation to the Secretariat’s internal audit function, and it provides the Secretary, along with the Comptroller General, with independent, objective advice in relation to the OCG’s internal audit activities, as they relate to TBS policy centres and large departments.

Committee membership

Composition

The Committee shall be composed of six members as outlined below:

• four independent members external to the federal public service
• the Secretary of the Treasury Board
• the Comptroller General of Canada

The independent external members^{Footnote 25} are selected according to their collective skills, knowledge and experience through a formal process that involves the Secretary of the Treasury Board (as Deputy Head) and the Comptroller General and are approved by the Treasury Board. The members must be free of any real or apparent conflict of interest.

Attributes of audit committee membership are articulated in the Directive on Internal Audit.

Chair: An independent external member shall chair the Committee.

Vice-Chair: An independent external member shall undertake the role as Vice-Chair who will carry out the duties of the Chair in the absence, failure, or inability of the Chair to act.

Roles and responsibilities

The responsibilities of the Committee are derived from the requirements set out in the policy instruments on internal audit, more specifically, Section 4.5 of the Policy on Internal Audit and the Directive on Internal Audit:

• providing objective advice to the Secretary on the sufficiency, quality, and results of internal audit engagements
• using a risk-based approach, reviewing all areas of responsibility for departmental audit committees related to departmental management
• providing advice on matters for which the deputy head, as accounting officer, is responsible and on other related matters as needed or requested by the deputy head

Detailed responsibilities^{Footnote 26} under each area are established by the OCG. The responsibilities for Internal Audit are articulated below in greater detail and are consistent with the guidance set out in the 2019 Guidebook for a Departmental Audit Committee.

The emphasis and priorities from among the Committee’s key areas of responsibilities are set by the Secretary of the Treasury Board as deputy head in consultation with the Committee, using a risk-based approach.

As determined and requested by the Secretary as deputy head and accounting officer, the Committee may also advise on the Secretariat’s priorities, initiatives, and risks in alignment with its main roles articulated in the Policy Instruments. Topics may vary, and the Committee may be asked to provide advice on innovative ideas/proposed initiatives.

With respect to its role for the departmental internal audit function for the Secretariat, the Committee shall:

1. provide advice on the Internal Audit and Evaluation Bureau internal audit charter
2. provide advice to the Secretary of the Treasury Board on the quality and substance of the department’s risk-based internal audit plan
3. provide advice to the Secretary of the Treasury Board on the sufficiency of resources of the internal audit function
4. provide advice on internal audit reports, and management action plans to address recommendations
5. be made aware of audit engagements or tasks that do not result in a report to the Committee, and be informed of all matters of significance arising from such work, including management letters
6. review regularly the performance of the internal audit function, including progress against plans, results from internal and external quality assessments of the internal audit function, and actions taken to rectify any noted deficiencies

In its role as the audit committee for the government-wide Audit Operations activity of the OCG, as they relate to large departments, the Committee shall:

1. provide advice on the OCG Internal Audit Charter
2. provide advice on the sufficiency of the OCG’s resources dedicated to horizontal audit engagements involving large departments
3. provide advice on the OCG risk-based internal audit plan for horizontal internal audit engagements,^{Footnote 27} prepared by the Assistant Comptroller General, Internal Audit Sector
4. provide advice on audit plans for individual horizontal internal audit engagements involving large departments
5. provide advice on the Comptroller General horizontal internal audit engagement reports and management action plans related to horizontal internal audit engagements involving large departments
6. be made aware of internal audit engagements or tasks undertaken by the Audit Operations function involving large departments that do not result in a report to the Committee, and be informed of all matters of significance arising from such work
7. review the performance of the internal audit function including progress against the Office of the Comptroller General’s risk-based audit plan; results of the internal and external quality assessments of the Audit Operations function; and updates on actions taken to rectify any noted deficiencies

Role of the Committee Chair

The expectations of the chair include, but are not limited to:

• ensuring that the Audit Committee’s areas of responsibilities are addressed
• overseeing the preparations for meetings, including development of the agenda, and recommending the general nature and length of presentations
• chairing the meetings to facilitate discussions that reinforces reasonable expectations of members
• encouraging meaningful and respectful participation in meetings
• achieving consensus where possible where members express conflicting positions, views, or advice
• leading the Committee’s self-assessment process to support open and frank discussions on the committee’s performance, and in support of continuous improvement
• supporting a positive audit committee culture, including the willingness and capacity to exert a healthy challenge function, while fostering respect and trust among members and management

Committee operations

Frequency

The Committee shall meet on as many occasions as necessary to fulfill its mandate.

Meetings may be called at the discretion of the Committee Chair, and the Secretary of the Treasury Board of Canada.

Quorum

The quorum for a meeting shall be the majority of the external members. No alternates shall be permitted.

Secretariat support

Secretariat support shall be provided by the Treasury Board Secretariat’s Chief Audit Executive. This includes supporting the development of the committee workplan, agenda management, advice to the Chair, meeting coordination, document distribution, preparation of records of discussions and performance of other duties as may be assigned.

Preparation and attendance by members

To enhance the effectiveness of the Committee meeting, each member will:

1. devote the time needed to prepare for and participate in each meeting by reading the reports and background materials provided for the meeting
2. maintain an excellent meeting attendance record^{Footnote 28}

Attendance by non-members

The Assistant Comptroller General, Internal Audit Sector, and the Chief Audit Executive and Head of Evaluation of the Secretariat shall attend all meetings. The Chair may request the attendance of other departmental officials.

The Chair may also ask a senior representative of the Office of the Auditor General, or other assurance providers to attend Committee meetings to discuss the plans, findings, and matters of mutual concern.

In camera meetings

The Committee holds in camera meetings amongst itself as well as with the following individuals periodically, at least once per year:

• the Chief Financial Officer
• the Chief Audit Executive and Head of Evaluation of the Secretariat
• the Comptroller General of Canada
• the Assistant Comptroller General, Internal Audit Sector
• the Executive Director, Audit Operations, Internal Audit Sector

An in camera meeting may also be held with any TBS official as determined by the Committee.

Access by or to the Committee

The Committee has unfettered access to the Comptroller General, the Assistant Comptroller General, Internal Audit Sector, the Chief Audit Executive and Head of Evaluation, the Chief Financial Officer, and to other Secretariat employees and documentation (subject to applicable legislation) as may be required to fulfill its responsibilities.

The Comptroller General, Assistant Comptroller General, Internal Audit Sector, the Chief Audit Executive and Head of Evaluation of the Secretariat and Chief Financial Officer of the Secretariat have unfettered access to the Committee, and to the Chair and Vice-Chair.

Plan for Committee activity

The Chair of the Committee, in consultation with the Secretary, shall prepare a plan to ensure that the annual and ongoing responsibilities of the Committee are scheduled and fully addressed.

Committee orientation, training, and continuing education

The role of the Committee can only be fulfilled if its members are well informed. As necessary, members shall receive orientation and training on the Committee’s purpose, responsibilities, and objectives, and on the business of the Secretariat.

Committee self-assessment

The Committee will periodically self-assess its performance to support continuous improvement in executing its responsibilities.

Periodic review of Committee Terms of Reference

The Committee will periodically review its Terms of Reference to ensure that it continues to meet requirements set out in Policy and Standards.

Terms of Reference of the Investment and Human Resources Committee

Mandate

The Investment and Human Resources Committee (IHRC) will exercise a strategic horizontal corporate oversightrole and will make decisions on issues involving resource allocation, people management, and other corporate areas such as IT and internal communications. It will provide monitoring and oversight of TBS-led projects and resourcing items and strategic direction and/or advice on horizontal corporate issues (HR, diversity and inclusion, and so on).

Scope of activities

The Committee’s activities would include, but not be limited to:

• The review and consideration of:
  • departmental financial status reports and people management initiatives, on a monthly basis, which may include but not limited to recruitment strategy and key staffing actions requiring discussion
  • ongoing departmental initiatives, on a biannual basis, including integrated business planning, talent management, carry-forward, management accountability framework, key priorities such as Diversity and Inclusion, Phoenix timeliness
  • project progress and key deliverables for Enterprise-wide initiatives that impact TBS resources
• Advice or decisions pertaining to:
  • strategic direction relating to the allocation or reallocation and utilization of departmental resources, including the Departmental Reserve and relating to people management (both legislative and discretionary)
  • issues and initiatives related to internal human resources management, including departmental policies, the departmental human resources plan, recruitment strategies, and performance and talent management, ensuring a consistent approach across TBS
  • departmental human resource and financial decisions pertaining to accommodations, budget allocations, official languages, IT investments, and so on
  • exercise of a challenge function on prioritization of resources towards key departmental initiatives (for example, in-year funding requests, reallocation from within either the carry forward or the internal reserve)
• Members will identify a single alternate who will participate as their delegate should they be unable to attend:
  • establishment and review of criteria applied to all resource decisions (for example, for investments in projects to ensure proper alignment to the organization’s strategic objectives)
  • identification of resource management risks and development of associated risk management strategies
  • departmental initiatives, such as but not limited to, the future of work (proposed policies, tools guidelines, building designs, and so on)

Authorities

• Financial and Human resources management plans or strategies that require approval by the Secretary should receive prior endorsement by the Committee before they are presented to EXCO or the Secretary for approval. The Chair(s) have the authority to recommend when items are ready for Secretary and/or EXCO approval.
• The Chair(s) have the authority to refer items to relevant sub-committees, working groups and employee networks for further review and development.

Relationship to other committees

• Subcommittee(s) can be created at the discretion of the Chair(s).
• Items from IHRC can be circulated to EXCO for decision or information and EXCO can direct IHRC to focus on specific priorities.

Membership

• Chaired by the Assistant Secretary, Corporate Services Sector, and Chief Financial Officer and the Assistant Deputy Minister, Human Resources Division. Membership is comprised of members at the Assistant Secretary or Assistant Deputy Minister level. Members at the Executive Director or Director General level can also be considered, where appropriate.
• Members will identify a single alternate who will participate as their delegate should they be unable to attend.
• The Director General, Internal Audit and Evaluation Bureau (IAEB), the Deputy Chief Financial Officer and a member of the TBS Committees Secretariat may attend as observers.
• Representatives from operational committees or employee forums (for example, employment equity, accessibility, official languages) may attend at the invitation of the Chair(s).
• Observers and non-member presenters may attend at the discretion of the Chair(s) and requests for observers must be submitted to the Committee secretary at least three days in advance.

Meeting frequency

The committee would meet every four weeks, as needed, or as required at the call of the Chair(s).

Secretariat support

• The Corporate Services Sector and the Human Resources Division will provide support to IHRC, including agenda management, advice to the Chair, document distribution, meeting logistics, InfoSite maintenance, coordination, tracking and monitoring, and information management.
• A record of decision for IHRC will be produced for every meeting.
• Executive(s) and/or analyst(s) from Corporate Services Sector and/or Human Resources Division, will act as the Secretary to IHRC.

Terms of Reference: Treasury Board Submissions Prioritization Committee

Committee name

The official name of the committee is Treasury Board (TB) Submissions Prioritization Committee, commonly referred to as Prioritization Committee.

Background and formation

As a result of recent changes in managing TBS sponsored Treasury Board submissions through a four-phase Project Management Approach, the Committee was formed in August 2018 in order to:

1. facilitate the implementation of changes concerning the prioritization, internal review, governance, and approval processes of TBS sponsored Treasury Board submissions, including the joint Submissions with other federal government department(s) and agency(ies)
2. perform a triage function, when required
3. confirm items to be presented to Resourcing Committee (RC)

Mandate

The mandate of the Committee is to act as an advisory body to the Chief Financial Officer in order to facilitate more effective and efficient management of all TBS-sponsored Treasury Board submissions, including due diligence, prioritization and assessing the way ahead and next steps.^{Footnote 29} The Committee is standing in nature and meets monthly.

Purpose and role

The purpose of the committee is to ensure that Treasury Board submissions are compliant with the internal review and approval process standards. The committee has two roles: primary and secondary.

1. The primary role of the Committee is to prioritize and strategize Treasury Board submissions as per the mandate, funding, and operational requirements of the Secretariat, including to plan the strategy for presenting the Treasury Board submissions to the Treasury Board in the form of, but not limited to, omnibus, joint, and bundle submissions.
2. The secondary role of the Committee is to play a triage role, when required, for some Treasury Board submissions resolve outstanding process issues, including for example determining the presenting officer, as well as confirming the list of submissions to be presented at Resourcing Committee.

Criteria taken into account for the prioritization of Treasury Board submissions includes, but not limited to: Risk of Delay; Inter-dependencies with other Treasury Board submissions; Cash-Management; Link to Government Announcements, Priorities and Agendas; Nature of Authorities Sought; Precursor for other Government Initiatives; and Degree of Readiness.

Membership and Chair

The Committee is composed of the Assistant Secretary and Chief Financial Officer, Corporate Service Sector (CSS), Assistant Secretary, Strategic Communication and Ministerial Affairs, Assistant Secretary, Government Operations Sector and Assistant Secretary, Planning and Priorities Sector as permanent members. CSS will be the chair of the Committee.

The Deputy Chief Financial Officer and Executive Director, CSS, Senior Director of Ministerial Services, Strategic Communication and Ministerial Affairs and Executive Director, Government Operations Sector, will also act as permanent advisory members of the committee.

In cases where a discussion is required to determine the presenting officer of a Treasury Board submission for the Board (triage), the Assistant Secretary, or equivalent, of the Sponsoring Sector for the Treasury Board submission in question will be invited to the committee session.

The Committee will be supported in a Secretariat function by the Treasury Board Submissions Division within CSS.

Meetings and quorum

The Committee will meet monthly and on an ad hoc basis. The meeting will be called by the Chair, and members will announce their participation or representation in person or online through tele- or video-conferencing. The Chair and two permanent members must be present to form a quorum. An official agenda to be shared in advance of the meeting. Minutes to be recorded and recommendations to be communicated by the Chair to all implicated Sector Heads. Action items to be completed and reported back to the Chair within the assigned timeline.

Should a sector wish to have a Treasury Board submission move forward for urgent consideration prior to discussion at the Prioritization Committee, the sponsoring Assistant Secretary (or equivalent) to send an email to committee Chair outlining the rationale for this urgent consideration relative to other priorities and seek a pro forma decision from the committee.

Briefing

The Committee will brief the Associate Secretary, Secretary and the Deputy Portfolio Committee regularly to ensure that the recommendations from the Prioritization Committee align with the priorities of the President, as sponsoring minister, and the Secretariat. The briefing can be provided in person or in writing by the Chair or the Committee’s Secretariat at the Chair’s request.

Review

The Committee will review its Terms of Reference on an annual basis to ensure the functions performed by the Committee remain relevant and facilitates Sectors delivery of the Secretariat’s mandate in an effective manner. Dissolving the committee, if required, will be part of the review process.

Performance Measurement and Evaluation Committee

Membership List

Member	Title
Roch Huppé, Chair	Comptroller General of Canada
Alfred MacLeod, Deputy Chair	Assistant Deputy Minister, Public Service Accessibility
Samantha Tattersall	Assistant Comptroller General, Acquired Services and Assets Sector
Jean-François Fleury	Assistant Deputy Minister, Research, Planning and Renewal
Nick Xenos	Executive Director, Centre for Greening Government
Mallika Nanduri Bhatt, ex officio member voting	Assistant Secretary, Priorities and Planning: Head of Performance Measurement
Manon LeBrun, ex officio member, non-voting	Director General, Internal Audit and Evaluation Bureau: Head of Evaluation
Annie Boudreau, permanent invitee, non-voting	Assistant Secretary, Expenditure Management Sector

Secretariat: Internal Audit and Evaluation Bureau

Terms of Reference: Performance Measurement and Evaluation Committee

Mandate

In accordance with the Treasury Board Policy on Results (2016), the Performance Measurement and Evaluation Committee (PMEC) serves as an advisory body to the Deputy Head for departmental evaluation activities, and on the establishment, implementation and maintenance of the Departmental Results Framework and Program Inventory with its related Performance Information Profiles.

Scope of activities

Reviews and advises on departmental evaluation activities, including:

• the Departmental Evaluation Plan, specifically that the plan supports the Secretariat’s critical information needs, priorities, risks, and mandatory evaluation requirements, while ensuring program readiness for evaluation
• adequacy and neutrality of evaluation resources allocated to the evaluation function to support the plan, and the adequacy of resources for performance measurement activities relating to evaluation
• as required or requested by the Head of Evaluation, key elements of an evaluation, such as evaluation frameworks, as well as other evaluation-related issues

Reviews evaluation reports and summaries, including management responses and action plans, and recommends approval to the Deputy Head.

Monitors follow-up on evaluation recommendations and action plans and advises the Deputy Head of any issues.

Reviews and advises the Deputy Head on the neutral assessment of the evaluation function.

Reviews and endorses the Departmental Results Framework and Program Inventory with its related Performance Information Profiles. This review includes:

• the alignment between the Departmental Results Framework and the Program Inventory
• the availability, quality, utility and use of planned performance information and actual performance information
• the information technology application and tool requirements based on advice from the Chief Information Officer for the Secretariat

Reviews and advises the Deputy Head on the availability, quality, utility and use of performance information, including evaluation.

Undertakes an annual self-assessment of performance, in support of accountability and continuous improvement.

Membership

The Committee is chaired by one of the Deputy Ministers of TBS.

The Head of Performance Measurement is an ex officio voting member.

The Head of Evaluation is an ex officio non-voting member.

Subject to the discretion of the committee Chair, the Assistant Secretary of the Expenditure Management Sector is a permanent invitee and non-voting member.

If the Chair is absent or recused for part or all of a meeting, the Deputy Chair will assume the role.

Quorum for a meeting shall be the majority of the voting members, excluding those recused.

No substitutes will be allowed unless consent of the Chair is obtained.

Requests to observe meetings must be submitted to the PMEC secretariat for approval in advance.

A list of Committee members is maintained by the PMEC secretariat.

Roles and responsibilities

The Chair shall ensure that the responsibilities of PMEC are addressed.

Governance principles for the Chair, members, and presenters are outlined in

Annex A and are intended to guide expected behaviours before, during, and after the meeting.

Presentation requirements

Presenters may choose to develop a synopsis for their agenda item to provide members with background, context and considerations.

Whenever possible, final documents will be provided to members five working days prior to the planned meeting date. Accordingly, the PMEC secretariat will require timeliness from presenters in receiving materials, which should

• be in both official languages to the extent possible
• ensure all documents are accessible

If documents are submitted late, the PMEC secretariat may inform the Chair of the need to defer them.

Meeting frequency

PMEC meets four to six times a year, as required.

The PMEC secretariat will seek the Chair’s approval should more than six meetings be required in a given year.

Secretariat support

The PMEC secretariat resides within the Internal Audit and Evaluation Bureau. Support activities include, but are not limited to:

• coordinating meetings
• developing draft agendas for Chair’s review and approval, in consultation with the Head of Evaluation and Head of Performance Measurement
• providing meeting documentation to members
• maintaining a current list of membership
• preparing and providing briefing, governance and orientation materials for members, and
• recording, preparing and maintaining records of decisions

Annex A: governance principles

Committee Chair

Commitment to good governance: The Chair models best practices (for example, provides clear direction, summarizes the discussion, reviews standing items) and confirms when committee members should recuse themselves from commenting on agenda items due to real or perceived conflicts of neutrality.

Information sharing: The Chair briefs the Deputy Head on committee items of importance that would not typically be routed to him for approval or information.

Committee members

Shared ownership: Members are collaborative and contribute to the discussion from a horizontal perspective.

Corporate perspective: Members contribute to the discussion from a corporate as well as a sector perspective.

Objectivity: If a member is implicated in the tabling of an item that puts them in a conflict of duties or neutrality, they will recuse themselves from voting and from expressing views as a PMEC member. In such cases, members should identify conflicts to the Chair and PMEC secretariat prior to the meeting to ensure quorum is achieved.

Preparation: Members have read the documentation before the meeting. If members have substantive comments, they are asked to bring them to the attention of the presenter and the PMEC secretariat prior to the meeting to enable effective management of meeting time and discussion.

Innovation: Members seek and support opportunities to apply innovation.

Challenge: Members offer constructive feedback.

Discipline: Members respect timing and planning requirements.

Commitment to official languages: Members contribute to the discussion in the language of their choice.

Presenters

Preparation: Presenters are prepared to discuss issues that may be raised at committee.

Innovation: Presenters seek opportunities to apply innovation.

Commitment to follow up: Presenters are open to updating or revising their documentation based on feedback from the committee.

Commitment to official languages: Presenters respond to questions in the language of their choice.

Commitment to accessibility principles: Presenters will consider various options, including verbal pre-briefs to members, to ensure their presentations are accessible.

Terms of Reference: Public Service Management Advisory Committee

Mandate

The Public Service Management Advisory Committee (PSMAC) provides a forum for consultation, collaboration and discussion on the public service management agenda and emerging public sector management issues.

Scope of activities

Provides strategic advice and, as needed, contributes to other Deputy Minister Committees in support of advancing, integrating, and implementing the public service management agenda.

Provides strategic advice in support of the development and implementation of Treasury Board of Canada Secretariat led initiatives related to management frameworks, and expenditure, financial and people management.

Engages in medium-term policy planning with a view to identifying emerging public sector management issues and shaping the future direction of the management agenda.

Reviews and contributes to:

• policies and strategies related to the management agenda prior to submission to Treasury Board for approval
• matters referred by the Board of Management and Renewal

Collaborates on key public sector management initiatives (for example, shared internal services, common processes and standards).

Advises Treasury Board of Canada Secretariat and the deputy minister community on the central agency / deputy minister relationship, including their respective roles and responsibilities.

Evaluates progress in implementing the public service management agenda and advises on any necessary adjustments to implementation strategies.

Chair

Co-chaired by the Secretary of the Treasury Board and the Chief Human Resources Officer.

Membership

Membership is at the discretion of the Co-chairs and comprises Deputy Ministers and Associate Deputy Ministers from organizations within and outside of the core public administration. Additional organizations may be invited to join at the discretion of the Co-Chairs based on the organization’s mandate, scope, perspective (for example, regional representation, organizational size, central agency or enterprise-wide services role), and to encourage a diversity of views and experiences that can inform discussions about the management agenda. Standing members are included as Annex A. Membership will be reviewed regularly to ensure comprehensive representation.

Delegates will not be permitted. In the case of a long-term vacancy, a single alternate may be identified for Co-chair approval.

In person attendance is expected for those working in the National Capital Region. Virtual participation will be granted on a case-by-case basis for those working outside the National Capital Region.

Observers are welcomed where relevant to agenda items or for learning development opportunities. TBS Committees Secretariat requires a minimum three-day advanced notice and attendance is subject to approval by the Co-chairs.

Presentation requirements

Final presentation material must be submitted to the TBS Committees Secretariat in both official languages one week prior to the planned meeting date.

Meeting materials must be accessible according to the Government of Canada’s Digital Accessibility Toolkit and must include a slide attestation.

The TBS Committees Secretariat reserves the right to defer items if presentation material is submitted late or if it does not meet official language or accessibility requirements.

Presentations are generally limited to a maximum of five minutes, to allow for sufficient discussion.

PSMAC members are expected to have reviewed meeting documents in advance of the meeting.

Meeting frequency

PSMAC meets every four weeks, or as determined by the Co-chairs.

Secretariat support

The TBS Committees Secretariat is responsible for the agenda management, providing advice to the Chairs, document distribution, meeting briefing, tracking, transparency and the forward agenda.

Annex I: list of member organizations

• Agriculture and Agri-Food Canada
• Atlantic Canada Opportunities Agency
• Canada Border Services Agency
• Canada Revenue Agency
• Canada School of Public Service
• Canadian Economic Development (Quebec)
• Canadian Food Inspection Agency
• Canadian Heritage
• Canadian Northern Economic Development Agency
• Canadian Security Intelligence Service
• Communications Security Establishment Canada
• Correctional Service of Canada
• Crown-Indigenous Relations and Northern Affairs Canada
• Economic Development, Innovation, Science and Economic Development Canada
• Employment and Social Development Canada
• Environment and Climate Change Canada
• Federal Economic Development Agency for Northern Ontario
• Federal Economic Development Agency for Southern Ontario
• Finance Canada
• Fisheries and Oceans Canada
• Global Affairs Canada
• Health Canada
• Immigration, Refugees and Citizenship Canada
• Indigenous Services Canada
• Housing, Infrastructure and Communities
• Innovation, Science and Economic Development
• Justice Canada
• National Defence
• Natural Resources Canada
• Pacific Economic Development Agency of Canada
• Prairies Economic Development Canada
• Privy Council Office
• Public Health Agency of Canada
• Public Safety Canada
• Public Service Commission of Canada
• Public Services and Procurement Canada
• Royal Canadian Mounted Police
• Shared Services Canada
• Statistics Canada
• Transport Canada
• Treasury Board of Canada Secretariat
• Veterans Affairs Canada
• Women and Gender Equality and Youth Canada

In addition, the representative of the Heads of Federal Agencies Secretariat is included as a standing member.

Office of the Auditor General of Canada / Commissioner of the Environment and Sustainable Development reports

Planned audits (as of January 26, 2024)

Spring 2024: Office of the Auditor General reports

Audit: Professional Services Contracts (McKinsey)

TBS’s role: This audit will examine contracts awarded to McKinsey & Company. TBS (Office of the Comptroller General), Public Services and Procurement Canada (PSPC), and departments that have contracted with McKinsey & Company since 2011 have been scoped in.

Status: Examination phase is underway.

Spring 2024: Commissioner of the Environment and Sustainable Development Reports

Audit: Contaminated Sites in the North

TBS’s role: TBS (Office of the Comptroller General-Acquired Services and Assets) was scoped in along with Environment and Climate Change Canada, Crown-Indigenous Relations and Northern Affairs Canada and Transport Canada.

Status: Reporting phase is underway.

Audit: Construction Materials in Public Infrastructure

TBS’s role: TBS (Centre for Greening Government and Office of the Comptroller General) was scoped in along with Natural Resources Canada, PSPC and Infrastructure Canada.

Status: Reporting phase is underway.

Fall 2024: Office of the Auditor General Reports

Audit: Digital Credentials Ecosystem

TBS’s role: TBS (Office of the Chief Information Officer) is scoped in as a central agency along with Shared Services Canada, Innovation, Science, and Economic Development Canada, PSPC, Employment and Social Development Canada, Communications Security Establishment, Immigration, Refugees, and Citizenship Canada, Canada Border Services Agency and Canada Revenue Agency.

Status: Planning phase is underway.