Madam Speaker, I am pleased to begin the debate at third reading of Bill C-8, a bill aimed at giving legislative confirmation to the Public Service Human Resources Management Agency of Canada which was created by order in council as a result of the government reorganization of December 12, 2003.
As reported to the House, Bill C-8 was reviewed by the government operations and estimates committee on February 1. All clauses of the bill were approved unanimously, including one amendment made by the Bloc Québécois to subsection 4.2 of the Financial Administration Act in order to stipulate that the President of the Treasury Board is not only responsible but also accountable for the coordination of the activities of the secretary of the Treasury Board, the president of the Public Service Human Resources Management Agency of Canada, and the comptroller general of Canada.
While this precision makes more explicit in Bill C-8 what is in fact already part of the normal responsibilities of any minister of the crown, we accept this amendment. This is just consistent with the government's goal to foster an effective, clear and transparent accountability regime across the public service at all levels. This being said, let me take this opportunity to remind hon. members of the origin, the purpose and the benefits of Bill C-8.
First, as mentioned in the introduction, it dates back to over a year ago to the government reorganization which took place in December 2003. One of the goals of the changes made in December 2003 was to restore the confidence of Canadians in their public service. How? Through resource reallocation from low to high priorities, through strengthened financial management controls and leadership capacity, and through the implementation of the highest standards of ethics, accountability, transparency, and openness.
To this end, significant changes were made to how the administration of the federal public service was structured and organized. As part of this reorganization, the Treasury Board Secretariat was streamlined to better focus on comptrollership and financial management while the Public Service Human Resources Management Agency of Canada was established by orders in council to modernize and foster excellence in human resources management and leadership across the public service.
In this context the purpose of Bill C-8 is simply to confirm by legislative means the orders in council that established the agency and placed it within the Treasury Board's portfolio. It does not change powers or functions already conferred on the agency. It merely enshrines in legislation what exists in fact.
Essentially Bill C-8 does four things. First, it adds the position of president of the agency to the Financial Administration Act, just as the secretary of the Treasury Board and the comptroller general of Canada are already identified in the act.
Second, it specifies the nature of the powers and functions that may be delegated by the Treasury Board to the president of the agency in the same manner as set out in the Financial Administration Act for the secretary of the Treasury Board and the comptroller general.
Third, it stipulates that the President of the Treasury Board is responsible and accountable for the coordination of the activities of the secretary of the Treasury Board Secretariat, the comptroller general and the president of the agency.
Since the position of the president of the agency is included in the Financial Administration Act, this bill requires amendments to two other acts.
First, it requires an amendment to the Canada School of Public Service Act to appoint the president of the agency as an ex officio member of the school’s board of governors, replacing the president of the Public Service Commission.
It also requires an amendment to the Official Languages Act to stipulate that it is the president of the agency, rather than the Treasury Board secretary, who will provide the Commissioner of Official Languages with any audit reports that are prepared under the responsibility of the Treasury Board.
That was the “what” of Bill C-8. Let me now finish by outlining the “why”.
First, a legislative basis will provide greater visibility, legitimacy and stability to the agency that only a legal framework can offer.
This will facilitate implementation of its policies, programs and services.It will help the agency provide the leadership that is needed to modernize human resources management and leadership throughout the public service.
Second, a legislative basis will clarify the role of the agency within the system, including with unions. In particular, it will clarify its relationships within the Treasury Board portfolio, as well as with the Treasury Board in its role as employer.
Third, a legislative basis will support better integration of activities relating to human resources management within the Treasury Board portfolio.
Finally, and perhaps most significantly, it signals the government’s recognition that its most precious resource is its employees, the people who are in the service of Canadians. It shows the commitment and determination of the government to develop and sustain excellence in modern and exemplary management of its human resources.
The federal public service is Canada's largest employer. Setting up a true human resources management agency for the federal public service sends a strong signal to all managers, public servants and union representatives that sound human resources management is a priority for the Government of Canada.