UNCLASSIFIED
The Role of Departments in the
Implementation of the Government Agenda
Concepts and Realities
Presentation to the Financial Management Institute
Alain P. Séguin
Chief Financial Officer
June 11, 2015
Contents
1. Background & Context of ESDC
2. How Government Works – How it is supposed to work
3. How Government Works – How it really works
4. Observations
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ESDC Mission
ESDC's mission is to build a stronger and more competitive Canada, to support
Canadians in making choices that help them live productive and rewarding lives,
and to improve Canadians' quality of life.
To do this, we:
 develop policies that make Canada a society in which all can use their talents,
skills and resources to participate in learning, work and their community;
 create programs and support initiatives that help Canadians move through
life's transitions—from families with children to seniors, from school to work,
from one job to another, from unemployment to employment, from the
workforce to retirement;
 create better outcomes for Canadians through service excellence with Service
Canada and other partners; and
 engage our employees, establish a healthy work environment, nurture a
culture of teamwork, and build our leadership capacity.
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ESDC Points of Service across Canada
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ESDC Spending Profile: Fiscal Year 2015-2016
Total Budget $116.8 B
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ESDC Organizational Chart
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How Government is Supposed to Work
The Idea




Stakeholders
Party Platform
Responding to events
Dealing with longstanding issues
The Memoranda to Cabinet (MC)
 Developing the MC


Working closely with Program – FMA
CFO Attestation
 MC at Cabinet


Response is important
In queue for Budget – will need letter
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How Government is Supposed to Work
Budget
 Announces program and funding
Treasury Board Submission
 Draft TB Sub and defend program and costing
assumptions
 Obtain approval of TB
Estimates
 In-year funding included in Supplementary Estimates
 Future-year funding included in ARLU
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How Government Really Works
The Idea




Stakeholders
Party Platform
Responding to events
Dealing with longstanding issues
The Memoranda to Cabinet (MC)
 Developing the MC


Working closely with Program – FMA
CFO Attestation
 MC at Cabinet


Response is important
In queue for Budget – will still need letter
 Media, local / national events,
can create a sense of urgency,
other influences
 Multiple versions and MCs for
one overall decision
 Credibility of Financials
 Workload, logistics and
coordination
 Responses not always clear
 Not in queue for Budget – will
need marker in letter
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How Government Really Works
Budget
 Announces program and funding
 Only half of the total program
change announced and funded
TB Submission
 Draft TB Sub and defend program and
costing assumptions
 Obtain approval of TB
 Begin drafting TB Sub –
combining multiple MCs and
multiple departments into one
TB Sub
* Announcement
 Major announcement on entire
new program
TB Submission – Continued
 Drafting over 6 months
 Extensive challenge on costing
and assumptions
 Finally completed, signed and
scheduled
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How Government Really Works
* Full-stop Intervention
 Re-challenge numbers
TB Submission – Continued
 Approved for in-year funding
only
 Return to Central Agencies to reconfirm program and funding
Estimates
 In-year funding included in
Supplementary Estimates
 Future-year funding included in ARLU
 In-year funding included in
Supplementary Estimates
 No future year funding included
in ARLU
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Observations – Critical Elements For Success
 Existing, strong FMA network
 Intel
 Credibility
 Due diligence
 Clear Roles and Responsibilities
 Relentless attention
 Big Picture view
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Thank you!
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