The Senate Annual Report 06-07

Foreword

THE SENATE AND
CURRENT AFFAIRS
A READER'S GUIDE

	In the Chamber
	In Committees
	Outside the Senate

BRINGING PERSPECTIVE
FIVE CASE STUDIES

	1	Aboriginal Affairs
	2	The Environment
	3	Aging In Canada
	4	Federal Reform
	5	Canada and the World

THE SPEAKER OF THE SENATE

	The Speaker as Diplomat
	The Speaker as Presiding Officer

CANADA'S SENATORS
SENATE MEMBERSHIP
ON MARCH 31, 2008

STRUCTURE
THE SENATE'S ADMINISTRATION AND FINANCES

	The Senate Administration
	Advancing the Clerk’s Strategic Priorities
	Financial Report

LEARN MORE ABOUT
THE SENATE

APPENDIXES

	A	Senate Membership 2007–08
	B	Holders of Key Roles in the Senate 2007–08
	C	Bills Considered by the Senate 2007–08
	D	Senate Committee Special Study Reports 2007–08
	E	Committee Membership 2007–08

STRUCTURE
THE SENATE'S ADMINISTRATION AND FINANCES

Senators research, consult on, evaluate and develop solutions to public policy problems. But they need flexibility and support to be able to accomplish these things. The Senate’s budget and its administrative body provide this foundation, allowing committees to travel across the country talking to Canadians; providing senators with research and office support; and making possible the meetings and events that constitute the front lines of Parliament.

The Senate Administration

The Senate Administration gives structure and support to the Senate. Its 450 employees provide the administrative, logistic, procedural and strategic support the Senate needs to function, day to day and year to year. They provide human resources and technical support; manage the Senate’s materiel assets and finances; deliver mail and provide transportation; facilitate communication with the public; and ensure that all aspects of committee and Chamber sittings are run efficiently and properly.

Standing Committee on Internal Economy, Budgets and Administration

The Senate’s administrative functions and budgets are overseen by the Standing Committee on Internal Economy, Budgets and Administration (COIEBA). This committee of 15 senators is responsible for setting administrative and financial policy. It also reviews and the budgets of Senate committees.

The Clerk of the Senate and Clerk of the Parliaments

The Clerk of the Senate and Clerk of the Parliaments acts as “CEO” of the Senate Administration, responsible for all its functions. In this capacity, the Clerk reports to the Committee on Internal Economy, Budgets and Administration.

Clerk of the Senate and Clerk
of the Parliaments, 2007–08

Paul C. Bélisle

bills

Members of COIEBA, 2007–08

George J. Furey, Chair
Terry Stratton, Deputy Chair
Gerald J. Comeau
Joan Cook
James S. Cowan
Percy E. Downe
Yoine Goldstein
Mobina S. B. Jaffer
Noël A. Kinsella
Paul J. Massicotte
Nancy Ruth
Gerard A. Phalen
Marcel Prud’homme, P.C.
Fernand Robichaud, P.C.
Peter A. Stollery

Senior Management Team, Senate Administration, 2007–08

Usher of the Black Rod
Terrance J. Christopher
— to March 7, 2008
Blair Armitage (Acting)
— March 8 through March 31, 2008

Law Clerk and Parliamentary Counsel
Mark A. Audcent

Principal Clerk, Committees
Heather Lank

Principal Clerk, Chamber Operations
and Procedure Office
Charles Robert

Principal Clerk, Legislative Systems
and Broadcasting
Blair Armitage

Director of Communications
Diane Boucher

Director of the Executive Secretariat
Catherine Pearl-Côté

Director of Human Resources
Ann Dufour

Director of Finance
Hélène Lavoie
   — to December 16, 2007
Nicole Proulx
   — December 17, 2007, through
       March 31, 2008

Director of Information Services
Hélène Bouchard

Director General of Parliamentary
Precinct Services
Serge Gourgue
   — to April 20, 2007
Raymond G. Pitre (Acting)
   — April 21 to August 26, 2007
Gilles Duguay
   — August 27, 2007, through
      March 31, 2008

Senate Administration management team members prepare for a meeting of the Committee on Internal Economy, the Administration’s equivalent of a board of directors. (February 2008)

Advancing the Clerk’s Strategic Priorities

Responsible for the direction of the Senate Administration, the Clerk has an overarching vision for continuous improvement supported by five pillars. The Administration’s offices and directorates made significant gains under each of these strategic priorities in fiscal year 2007–08.

1 Demonstrating good public management, accountability and transparency

This year, the Administration developed its first performance measurement and monitoring framework. The Strategic Planning Office also drafted a new program activities architecture for the Senate Administration, to help it to continue refining its performance indicators.

The Administration continued to increase policy coherence across directorates, producing a framework for policy development and implementation. Its strategic planning office will also review all future draft policies for coherence and standardized format.

The Office of the Law Clerk and Parliamentary Counsel began a multi-year project to assess legal compliance of the Administration’s practices and processes.

2 Enhancing the administrative authority and operational effectiveness of the Senate

The Senate, the House of Commons and the RCMP continued to implement the master security plan for Parliament Hill negotiated in 2006–07. In particular, the Senate and its partners developed a set of guiding principles for security, to be used as a framework for the master plan.

The Senate and the House of Commons signed a memorandum of understanding (MOU) on printing services. Under the MOU, they will standardize operational platforms, allowing their printing facilities to support one another during peak periods or emergencies.

The Senate’s archives, furnishings, artifacts and art are an important part of Canadian heritage and history. This year, the Senate developed a plan for the protection of these heritage assets and documents during an emergency.

3 Promoting effective communications

Aiming to make internal policies and resources easier to access, the Senate began a review of its Intranet. It conducted extensive consultations with users in the Senate Administration and senators’ offices. The new Intranet will use Microsoft Sharepoint to improve the flow of information within directorates and across the Senate.

Senators and Senate employees organized or participated in over 100 outreach activities this year, including seminars for new public servants and events for students in partnership with such programs as Encounters With Canada.

Senate Communications consulted with journalists about the usefulness and distribution of the information it sends them. These consultations resulted in the launch of a pilot program involving the Senate Agriculture Committee, in which audio clips of the committee’s proceedings were produced for the use of rural radio stations.

4 Reinforcing the human resources management strategy

New recruitment strategies employed this year yielded fresh gains in workforce diversity within the Senate Administration. Visible minorities now account for 11 per cent of Administration employees.

Senate Human Resources researched and published the Senate Administration’s demographic profile, providing a guide for strategic succession planning and other human resources goals.

Human Resources also continued its work to modernize policies and practices in areas such as employee performance management; learning, training and development; alternative working arrangements; and harassment.

5 Leveraging information management / information technology

Senate Information Services created an environment for archiving the Senate’s audio and video records.

The Senate installed a back-up information technology room equipped with an emergency generator. The back-up room will support critical business functions during a level A or B emergency in Parliament.

Technicians modified the microphones in the Senate Chamber to adapt to Blackberry technology, used by many senators. The microphones no longer register interference caused by Blackberry use inside the Chamber.

Government of Canada Workplace Charitable Campaign

Senate Administration staff support senators’ work in many ways, such as organizing committee meetings (above) and providing services in support of Senate security.

A RECORD-BREAKING YEAR

Every year, the Senate enthusiastically takes part in the Government of Canada Workplace Charitable Campaign (GCWCC). Its fundraising is generally out of proportion with its small size (roughly 640 senators, staff and employees). In 2007, however, it broke its previous record, raising a total of $82,851 — an increase of 17 per cent over the previous year and of 30 per cent over 2005.

Financial Report

The Senate’s program activities architecture has four pillars.

Senators and their offices

Senators’ sessional indemnities, allowances and contributions for senators’ pensions

Senators’ travel and communications expenses

Senators’ research and office expenses, including staff salaries and operations

Caucus research funds

Chamber operations

Salaries for additional duties for Officers of the Senate, as well as salaries and operating costs for their offices

Salaries and operating expenses for the offices of the Clerk of the Senate, the Parliamentary Counsel, the Usher of the Black Rod and the Chamber Operations and Procedure Office

The Senate Page Program
Parliamentary exchanges

Journals, reporting of debates, and publications service in both official languages

Committees and associations

Committees’ expenditures and support

Parliamentary associations

Reporting of committee debates and publications service

Broadcasting of committee proceedings

Administrative support

Administrative support services in areas such as finance; human resources; communications; information technology and services; accommodation planning, maintenance and upkeep of premises; postal, messenger and printing services; repairs, trades and transportation services

Senate precinct security

A full description of the costs included in each program activity is available in the Public Accounts of Canada, Volume II.

PROGRAM ACTIVITIES ARCHITECTURE


Program activity	Operations	Capital	Transfer payments	Total

Senators and their offices Chamber operations Committees and associations Administrative support	36,746,012 6,342,408 8,647,638 24,956,616	183,401 50,769 20,448 1,494,635	72,587 – 387,295 623	37,002,000 6,393,177 9,055,381 26,451,874

Total	76,692,673	1,749,253	460,506	78,902,432

Total expenditures: $78,902,432

PLANNED VERSUS ACTUAL SPENDING BY STANDARD OBJECT, 2007–08


Operations	Planned	Actual

Salaries and wages Transportation and communications Information and printing services Professional and special services Rentals Purchased repair and maintenance services Utilities, materials and supplies Total operations	57,823,670 12,392,870 341,250 10,798,060 407,120 1,636,050 1,678,630 85,077,650	57,506,577 11,439,444 244,082 5,563,696 110,379 949,449 879,046 76,692,673

Capital

Acquisition of machinery and equipment Total capital	1,495,750 1,495, 750	1,749,253 1,749,253

Transfer payments

Grants and contributions Other subsidies and payments Total transfer payments	456,600 – 456,600	459,828 678 460,506

Total	87,030,000	78,902,432

SENATORS'
REMUNERATION
Effective April 1, 2007

SESSIONAL ALLOWANCE	125,800

SUPPLEMENTARY ALLOWANCES Speaker of the Senate Residence allowance Car allowance Speaker pro tempore Leader of the Government Car allowance Leader of the Opposition Deputy Leader of the Government Deputy Leader of the Opposition Government Whip Opposition Whip Deputy Government Whip Deputy Opposition Whip Chair of Government Caucus Chair of Opposition Caucus Committee Chair Committee Deputy Chair	52,800 3,000 1,061 21,900 72,200 2,122 34,500 34,500 21,900 10,700 6,400 5,500 3,100 6,400 5,500 10,700 5,500

Additional information on the Senate’s finances is published in volumes II and III of the Public Accounts of Canada. They can be viewed at www.pwgsc.gc.ca.

EXPENDITURES BY STANDARD OBJECT


Operations	2006–2007	2007–2008	Variance %

Salaries and wages Transportation and communications Information and printing services Professional and special services Rentals Purchased repair and maintenance services Utilities, materials and supplies Total operations	56,463,577 12,096,613 244,325 5,907,303 182,860 1,185,706 1,070,770 77,151,154	57,506,577 11,439,444 244,082 5,563,696 110,379 949,449 879,046 76,692,673	+ 1.32 - 0.83 0.00 - 0.44 - 0.09 - 0.30 - 0.24 - 0.58

Capital

Acquisition of machinery and equipment Total capital	2,977,709 2,977,709	1,749,253 1,749,253	- 1.56 - 1.56

Transfer payments

Grants and contributions Other subsidies and payments Total transfer payments	471,616 - 471,616	459,828 678 460,506	- 0.01 0.00 - 0.01

Total	80,600,479	78,902,432	- 2.15

EXPENDITURES BY PROGRAM ACTIVITY


Program activity	2006–2007	2007–2008	Variance %

Senators and their offices Chamber operations Committees and associations Administrative support	37,062,962 6,565,572 9,328,630 27,643,315	37,002,000 6,393,177 9,055,381 26,451,874	- 0.08 - 0.22 - 0.35 - 1.51

Total	80,600,479	78,902,432	- 2.15

The numbers recorded under “Variance %” in these tables show the extent to which each line item contributed to the Total variance between 2006–07 and 2007–08. Please note that this is a different method of calculating variance than that used in the Senate’s Report on Activities 2007. In the previous report, variance was calculated as the percentile difference between each line item in the previous and current fiscal years.

PERCENTAGE OF EXPENDITURES BY PROGRAM ACTIVITY

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