On page 13, you have broken down the $58.4 million into three different agencies: The Public Service Human Resources Management Agency of Canada, which, I agree, desperately, needs money to ensure they can manage our HR resources appropriately; then you only have $9 million for the Public Service Commission; and the Canada School of Public Service, $7.7 million.

In order to ensure uniform conditions for the implementation of this Regulation, implementing powers should be conferred on the Commission as regards the template for the structured survey on end recipients, the frequency of reporting of irregularities and the reporting format to be used, the terms and conditions for the electronic data exchange system for management and control, the technical specifications of recording and data-storing in relation to the management and control system, the model for the management declaration, the mo ...[+++]dels for the audit strategy, audit opinion and control report, the model for the report and opinion of the independent audit body and description of the functions and procedures in place for the management authority and, where appropriate, the certifying authority, the model for payment applications, and the model for accounts.

The main drivers of the Commission's decision to consult social partners on this subject at this point in time are : i) technological advance (e.g. e-mails, electronic files, the emergence of the 'home office' or telework which is increasingly blurring the boundary between work and private life, and cheaper genetic testing technology) ; ii) globalisation (outsourcing of the human resource function of large businesses is new and offers efficiency gains but may be difficult if data protection laws are radically different from one juris ...[+++]diction to another) ; iii) post 11 September insecurity (in some jurisdictions, such as the US, businesses may be expected to monitor workers or prospective workers as part of broader government efforts to step up security monitoring).

Data will also be classified according to origin by households and circa 20 economic activities using the NACE-classification [113].

This includes a clear perspective toward the establishment of the global electronic library network which interconnects local electronic libraries. v. Electronic Museums and Galleries - to accelerate the multimedia digitisation of collections and to ensure their accessibility to the public and as a learning resource for schools and universities. vi. Environment and Natural Resources Management - to increase the electronic linkage and integration of distributed databases of information relevant to the environment. vii. Global Emergency Management - to encourage the development of a global management information network to enhance the mana ...[+++]gement of emergency response situations, risks and knowledge. viii. Global Healthcare Applications - to demonstrate the potential of telematics technologies in the field of telemedicine in the fight against major health scourges; to promote joint approaches to issues such as the use of data cards, standards and other enabling mechanisms. ix. Government On-line - to exchange experience and best practice on the use of on-line information technology by administrations on the establishment of procedures for conducting electronic administrative business between governments, companies and citizens. x. Global Marketplace for SME's - to contribute to the development of an environment for open and non-discriminatory exchange of information and to demonstrate, particularly through EDI, the interoperability of electronic and information co-operation and trading services on a global scale, for the benefits of SME's. xi. Maritime Information Systems - to integrate and enhance environmental protection and industrial competitiveness for all maritime activities by means of information and communication technologies including applications in the area of safety and the environment, intelligent manufacturing and logistics networks._ * * *

On modern comptrollership, integrating financial and non-financial performance information, implementing sound risk management, ensuring appropriate control systems, and updating related management policies, I am pleased to inform you that pilot projects in 15 departments representing, at this point, 60% of government expenditures have advanced the modernization of the comptrollership function across government.