1. Purpose
2. Context
3. Treasury Board policy instruments
3.1 Purpose of policy instruments
3.2 Design and structure
3.3 Scope
4. General responsibilities and accountabilities with respect to management
5. Applying Treasury Board policy instruments
5.1 Clear roles, responsibilities and performance expectations
5.2 Balancing expectations with capacity to deliver
5.3 Reporting
5.4 Oversight and consequences
This foundation framework1:
- Explains the purpose of Treasury Board policies and other instruments, such as directives and guidelines, and how they are structured;
- Summarizes general requirements common to all Treasury Board policy instruments; and
- Builds on the Guidance for Deputy Ministers and Accountable Government: A Guide for Ministers (Privy Council Office) by explaining the general responsibilities, accountabilities and expectations of ministers and deputy heads in applying Treasury Board policy instruments.
Ministers, deputy heads and Treasury Board each have authorities for public sector management. Ministers and deputy heads have authority to manage the people, resources and activities of their departments towards the objectives set out in legislative mandates and government policy. In particular, deputy heads manage by exercising authorities assigned to them by a person (for example, a minister), by a body (the Public Service Commission, for example), or by statutory instrument (such as a departmental act, the Financial Administration Act, or Order in Council). Finally, the Treasury Board of Canada, as the management board, has the authority to ensure that the government as a whole is managed in a coherent and effective manner.
The government's management regime establishes minimum standards for how ministers and deputy heads use their authorities and manage public resources. This management regime consists of sound management practices, strong public service values, and clear rules set out in legislation and Treasury Board policies.
Modern public sector management practices are set out in the Management Accountability Framework (MAF), which establishes general expectations of deputy heads. The MAF describes the general and interdependent management practices, such as accountability, stewardship, values, and performance that every organization needs in order to create a productive and innovative working environment. The MAF also serves as a tool for both departments and Treasury Board to assess management performance.
The MAF emphasizes strong values as being fundamental to guiding sound management decisions. The Values and Ethics Code for the Public Service states "how ends are achieved should be as important as the achievements themselves"2 . The manner in which results are achieved is an important reflection of the democratic, ethical, professional, and people values described in the Code. Canadians will look to both the results achieved and the means used to assess their trust in the competence and integrity of the government.
Beyond the general expectations of MAF and the requirements of the Code, certain management functions must be conducted according to specific rules that are set out in legislation and policies. As appropriate, the Treasury Board issues policy instruments pursuant to the Financial Administration Act and more than 20 other pieces of enabling legislation that provide it with the authority to establish pay rates and benefits for government employees, control and report on public expenditures, and establish rules for managing people and public resources.
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