shared travel services canada

• Skip to main content
• Skip to "About this site"

Language selection

• Français fr

Travel services

Resources for authorized Government of Canada (GC) travellers on official business.

On this page

Shared Travel Services portal

Other information and resources

Accommodation and car rental directory

Hotel Pass Program

The Shared Travel Services (STS) portal is an online travel management tool for authorized GC travellers on official business . From the portal, travellers can:

• air and rail transportation
• car rentals
• accommodations
• submit travel authorizations
• manage travel expenses
• find up-to-date travel related information

The STS portal supports the GC ’s priorities for greater accountability, visibility, and transparency in service delivery. It also modernizes and standardizes the processes for booking travel.

By choosing to follow this link, you will be navigating away from this Government of Canada website to a contracted service provider.

• Travel on government business
• Book travel (accessible only on the Government of Canada network)
• Travel services (accessible only on the Government of Canada network)

The accommodation directory offers information and rates on approved accommodations in Canada, the United States of America (USA) and other countries. It allows government travellers to search the directories using various parameters. The car rental directory provides an alphabetical index of city listings in Canada and the USA . In each city listing, car rental firms and their rates are shown in ascending order by price per vehicle category.

In compliance with subsection 41(1) of the Official Languages Act , the Public Services and Procurement Canada (PSPC) Hotel Pass Program supports Official Language Minority Communities (OLMC) in Canada.

The program is for staff and representatives of non-profit national and regional OLMC organizations who work to support and assist the development of these communities in areas such as:

• economic development
• immigration
• communications

Staff refers to employees who are on these organizations’ payroll, and representatives are the people who sit on their board of directors.

While travelling for business in Canada, they can benefit from the preferential rates offered by the establishments listed in the Government of Canada Accommodation Directory.

To benefit from this program, an application must be submitted to Public Services and Procurement Canada’s OLMC Secretariat, using the online Hotel Pass Program: Beneficiary application form .

For any questions, contact the OLMC Secretariat at tpsgc.dgrhsecretariatclosm-hrbolmcsecretariat.pwgsc@tpsgc-pwgsc.gc.ca .

Shared Travel Services

• Forgotten Password

Welcome to Shared Travel Services

Please enter your username and password to log in.

Guideline on Common Financial Management Business Process 3.2 – Manage Travel

Executive summary.

This guideline is part of a set of guidelines designed to assist departments See footnote [1] in implementing common financial management business processes.

This guideline presents the “should be” model for Manage Travel which involves government business travel authorized by the employer under which expenses may be paid or reimbursed from public funds. See footnote [2] This guideline describes roles, responsibilities and recommended procedures in the context of the Financial Administration Act , other legislation, and Government of Canada policy instruments.

As illustrated in Figure 1, Manage Travel comprises 3.2 subprocesses 3.2.1 to 3.2.9. These are arranged in nine subprocess groups, as follows.

Figure 1. Manage Travel - Level 2 Process Flow

Text version: Figure 1. Manage Travel - Level 2 Process Flow

Manage Travel Planning and Requests is the start of the Manage Travel business process, beginning with the approved budget and approved plan from Manage Planning and Budgeting (Business Process 1.1). This subprocess group involves detailed travel planning in accordance with the appropriate policy instruments. Blanket travel authority may be requested or provided, typically at the start of the fiscal year. When the travel event is approaching, the person travelling completes the travel authorization and advance request, and ensures it is in accordance with the applicable policies. The travel request is approved by the individual with the appropriate expenditure initiation authority. This subprocess group also involves ensuring that there is a sufficient unencumbered balance, and includes creating and updating commitments prior to approving or amending travel requests and/or blanket travel authorities pursuant to section 32 of the FAA. The manager is accountable for managing his or her commitments in accordance with department-specific policy.

If a travel advance is requested, it is submitted to the manager for section 34 certification through the Manage Travel Administration and Travel Claims subprocess group and then sent to financial services for payment processing through the Manage Settlement of Travel Claims subprocess group.

Manage Travel Administration and Travel Claims involves obtaining a Travel Authorization Number (TAN), if required; making travel arrangements in accordance with the approved travel request and the applicable policy instruments; and handling requests for travel advances or travel claims by completing account verification and providing certification authority pursuant to section 34 of the FAA. Once travel has occurred and/or expenses have been incurred, the person travelling completes a travel claim and submits the claim with the required supporting documentation to the appropriate manager for approval. When the travel claim is received, the responsibility centre manager completes account verification and exercises section 34 certification authority; then a request for payment is made and sent to financial services.

Manage Settlement of Travel Claims ends the Manage Travel business process and involves performing quality assurance activities, where applicable; exercising payment authorization pursuant to section 33 of the FAA; completing and submitting payment requisitions; and finalizing payments. When quality assurance is not performed, the process proceeds to Manage Post-Payment Verification (Business Process 8.1). When quality assurance is performed, the process proceeds to Manage Financial Close (Business Process 8.2). Financial services is responsible for managing payment requisitions, certifying payments (section 33 of the FAA), and recording payments. The Receiver General for Canada through the Banking and Cash Management Sector of the Department of Public Works and Government Services is responsible for issuing payments.

Throughout the Manage Travel business process, there are specific times when the vendor master data file needs to be updated. The connection point to Manage Vendor Master Data File (Business Process 7.1) is provided in Manage Travel Claims and Advance Requests (Subprocess 3.2.7).

1. Date of Issue

This guideline was issued on May 15, 2013.

This guideline is part of a set of guidelines designed to assist departments See footnote [3] in implementing common financial management business processes. This guideline supports the Policy on the Stewardship of Financial Management Systems and the Directive on the Stewardship of Financial Management Systems .

This guideline presents the “should be” model for Manage Travel, describing roles, responsibilities and recommended activities from a financial management perspective. Most activities are financial in nature, but some non-financial activities are included in order to provide a comprehensive process description; these activities are identified as outside the scope of Manage Travel. The recommended activities comply with the Financial Administration Act , other legislation, and Government of Canada policy instruments.

Recognizing that deputy heads are ultimately responsible for all aspects of financial management systems within their department, standardizing and streamlining financial management system configurations, business processes and data across government provides significant direct and indirect benefits relative to the quality of financial management in the Government of Canada. By establishing a common set of rules, standardization reduces the multitude of different systems, business processes and data that undermine the quality and cost of decision-making information. As government-wide standardization increases, efficiency, integrity and interoperability are improved. See footnote [4]

3. Introduction

This guideline defines Manage Travel, which begins with managing travel plans based on an approved budget and ends with the settlement of a travel claim expense. This common financial business process focuses on government travel for Government of Canada employees and travellers.

This guideline covers the following three subprocess groups:

Manage Travel Planning and Requests

Manage Travel Administration and Travel Claims

Manage Settlement of Travel Claims

Expenditures or payments not involving government travel, such as non-pay employee–related transactions and payments related to the relocation of employees, are described in Manage Other Payments (Business Process 3.3). Payments related to government travel for consultants are described as part of Manage Procure to Payment (Business Process 3.1). Payments to other government departments are described in Manage Interdepartmental Settlements (Business Process 2.2).

Some financial management activities described in this guideline are also related to internal controls. The intent is neither to provide a complete listing of controls nor to produce a control framework, but the process description may provide useful content for the development of a department's control framework.

3.2 Structure of the Guideline

The remainder of this guideline is structured as follows. Section 4 provides an overview of the roles that carry out Manage Travel. Section 5 presents a detailed description of the Manage Travel business process, including subprocess groups, subprocesses, activities and responsible roles. Appendix A provides definitions of terminology used in the guideline, and relevant abbreviations are listed in Appendix B . Appendix C describes the methodology used in the guideline, and Appendix D elaborates on the roles and responsibilities outlined in Section 4.Given the particularities of travel cards, distinct process flows have been created and are described in Appendix E .

3.3 References

The following references apply to this guideline.

3.3.1 Acts and Regulations

• Federal Accountability Act
• Financial Administration Act

3.3.2 Policy Instruments

• Directive on Accountable Advances
• Directive on Account Verification
• Directive on Delegation of Financial Authorities for Disbursements
• Directive on Expenditure Initiation and Commitment Control
• Directive on Payment Requisitioning and Cheque Control
• Directive on Travel Cards and Travellers Cheques
• Directive on the Management of Expenditures on Travel, Hospitality and Conferences
• Directive on the Stewardship of Financial Management Systems
• Guideline on Accountable Advances
• National Joint Council Travel Directive
• Policies for Ministers' Offices
• Policy on Financial Management Governance
• Policy on Internal Control
• Policy on Learning, Training and Development
• Policy on the Stewardship of Financial Management Systems
• Special Travel Authorities
• Standards on Knowledge for Required Training
• Treasury Board Supplementary Travel Policy (for the Executive Group and excluded employees)

3.3.3 Other References

• Management Accountability Framework
• Receiver General Control Framework
• Receiver General Manual
• Shared Travel Services (various guidelines and guides)
• Travel Approval Guidelines for Deputy Ministers and Heads of Agencies, Boards and Commissions (Deputy Heads) (November 2010)
• Terms and Conditions of Employment for Full-Time Governor in Council Appointees

4. Roles and Responsibilities

Figure 2 depicts the roles involved in the Manage Travel business process, grouped by stakeholder category.

Figure 2. Roles Involved in Manage Travel

Text version: Figure 2. Roles Involved in Manage Travel

In this guideline, a role is an individual or a group of individuals whose involvement in an activity is described using the Responsible, Accountable, Consulted and Informed (RACI) approach. Because of differences among departments, a role may not correspond to a specific position, title or organizational unit. The roles and responsibilities for Manage Travel are briefly described in Sections 4.1 to 4.4 and are explained in more detail in Appendix D .

4.1 Requirements Framework

The following organizational roles act in support of such legislation as the Financial Administration Act (FAA) and the Federal Accountability Act , and define the policy and/or processes that are to be followed.

• Office of the Comptroller General- Financial Management Sector is the policy authority for financial management.
• The deputy head is responsible for providing leadership by demonstrating financial responsibility, transparency, accountability, and ethical conduct in financial and resource management, including compliance with legislation, regulations, Treasury Board policies, and financial authorities. See footnote [5]
• The purpose of the National Joint Council (NJC) is to promote the efficiency of the public service and the well-being of public service employees by providing for regular consultation between the government as the employer and bargaining agents on behalf of employees who come under the jurisdiction of the Public Service Labour Relations Act . See footnote [6] The NJC ensures fair treatment of employees who are required to travel on government business through the National Joint Council Travel Directive . See footnote [7]
• The Office of the Chief Human Resources Officer's (OCHRO's) mandate is to support deputy heads, managers and the human resources community in fulfilling their people management responsibilities. OCHRO represents the employer's side of the NJC through Compensation and Labour Relations. See footnote [8]

4.2 Financial Management

The following organizational roles act in response to financial management (i.e., Office of the Comptroller General - Financial Management Sector and deputy heads) policy and process requirements.

• The corporate finance role supports deputy heads and chief financial officers in meeting their financial management accountabilities by developing, communicating, and maintaining the departmental financial management framework and providing leadership and oversight on the proper application and monitoring of financial management across the department. See footnote [9]
• The financial services role carries out the day-to-day transactional financial management operations.
• Initiating expenditures;
• Controlling commitments pursuant to section 32 of the FAA; and
• Performing account verification procedures and certification pursuant to section 34 of the FAA.
• The activities attributed to this role can be fulfilled by an individual or a group of individuals. Please note that in this guideline, the responsibility centre manager is also referred to as “the manager.”

4.3 Central Services

The following organizational roles provide a central service to other government departments.

• Shared Travel Services provides travel services for public service employees and travellers, as well as streamlined travel processes for departments.
• The Receiver General - Banking and Cash Management Sector is responsible for managing the treasury functions of the government. These functions include issuing payments on behalf of the government and controlling the government's bank accounts.

4.4 Travel Administration

The following organizational roles are specific to the Manage Travel business process.

• An employee is a person employed in the public service. See footnote [10] The employee is responsible for consulting the appropriate policy instruments and obtaining authorization to travel, for managing his or her travel card, and for completing and submitting travel expense claims. Note that an employee can be a traveller; however, a traveller may not necessarily be an employee.
• A traveller is a person who is authorized to travel on federal government business. See footnote [11] The traveller is responsible for consulting the appropriate policy instruments and obtaining authorization to travel, and for completing and submitting travel expense claims. Note that an employee can be a traveller; however, a traveller may not necessarily be an employee.
• The designated departmental travel coordinator is responsible for policy interpretation for all travel-related questions within his or her department regarding the National Joint Council Travel Directive , rates and allowances, and Special Travel Authorities .
• The departmental travel card coordinator is an official representative of the department in all matters related to its participation in the travel card program who is responsible for liaising with the Department of Public Works and Government Services and the card issuer. See footnote [12]

5. Process Flows and Descriptions

Appendix C describes the methodology used in this section.

5.1 Overview of Manage Travel

As illustrated in Figure 3, the Manage Travel Level 2 business process comprises nine subprocesses (3.2.1 to 3.2.9). These are arranged in three subprocess groups: Manage Travel Planning and Requests, Manage Travel Administration and Travel Claims, and Manage Settlement of Travel Claims.

Figure 3. Manage Travel – Level 2 Process Flow

Text version: Figure 3. Manage Travel – Level 2 Process Flow

The subprocesses within each subprocess group and the roles and responsibilities relevant to each subprocess are summarized below.

• Manage Travel Plans (Subprocess 3.2.1): Based on the approved budget for the year from Manage Planning and Budgeting (Business Process 1.1), detailed travel planning occurs in accordance with the appropriate policy instruments.
• Manage Blanket Travel Authority (Subprocess 3.2.2): A blanket travel authority may be requested if an employee travels on a continuous or repetitive basis, with no variation in the specific terms and conditions of the trips, and if it is not practical or administratively efficient to obtain prior approval from the employer for each individual trip. See footnote [13] Typically, blanket travel authorities are provided at the start of the fiscal year.
• Manage Travel Requests (Subprocess 3.2.3): This subprocess starts when the travel event is approaching. The person travelling completes the travel authorization and advance request, and ensures it is in accordance with the applicable policies. The travel request is approved by the individual with the appropriate expenditure initiation authority. This subprocess is performed concurrently with both Verify Unencumbered Balance (Subprocess 3.2.4) and Manage Commitment (Subprocess 3.2.5).
• Verify Unencumbered Balance (Subprocess 3.2.4): Before approving the travel request, the manager needs to ensure that a sufficient unencumbered balance is available in an appropriation. See footnote [14]
• Manage Commitment (Subprocess 3.2.5): On receiving confirmation that a sufficient unencumbered balance is available, the manager records and updates the commitment according to department-specific policy. See footnote [15]
• Manage Travel Administration (Subprocess 3.2.6): Once travel has been approved, the person travelling is responsible for obtaining a Travel Authorization Number (TAN), if required, to make travel arrangements such as air travel. Travel arrangements are made by choosing an itinerary and booking arrangements in accordance with the approved travel request and the applicable policy instruments. When travel has occurred and/or expenses have been incurred, a travel claim is prepared. This becomes the input to Manage Travel Claims and Advance Requests (Subprocess 3.2.7).
• Manage Travel Claims and Advance Requests (Subprocess 3.2.7): Following receipt of the travel claim or travel advance request, account verification is completed pursuant to section 34 of the Financial Administration Act (FAA). Certification authority is exercised by the manager, See footnote [16] and a request for payment is prepared and sent to financial services.
• Perform Payment Authority (Subprocess 3.2.8): This subprocess starts with the receipt of a request for payment. During the payment process, quality assurance is performed by financial services as part of exercising payment authority pursuant to section 33 of the FAA. See footnote [17]
• Issue Payment (Subprocess 3.2.9): After payment authorization, the payment requisition is sent to the Receiver General for payment issuance. The payment requisition files are edited and verified, and the payments are released by the Receiver General. The Receiver General produces a generic return file containing unique payment references for control purposes. The payment records in the departmental financial and materiel management system are updated See footnote [18] by financial services, and Manage Travel (Business Process 3.2) ends. When quality assurance is not performed, the process proceeds to Manage Post-payment Verification (Business Process 8.1). When quality assurance is performed, the process proceeds to Manage Financial Close (Business Process 8.2).

5.2 Manage Travel Planning and Requests

Manage Travel Planning and Requests is the start of the Manage Travel business process, beginning with the approved budget and the approved plan from Manage Planning and Budgeting (Business Process 1.1). This subprocess group involves detailed travel planning in accordance with the appropriate policy instruments. Blanket travel authority may be requested or provided, typically at the start of the fiscal year. When the travel event is approaching, the person travelling completes the travel authorization and advance request, and ensures it is in accordance with the applicable policies. The travel request is approved by the individual with the appropriate expenditure initiation authority. This subprocess group also involves ensuring that there is a sufficient unencumbered balance and includes creating and updating commitments prior to approving or amending travel requests and/or blanket travel authorities pursuant to section 32 of the FAA. The manager is accountable for managing his or her commitments in accordance with department-specific policy.

5.2.1 Manage Travel Plans (Subprocess 3.2.1)

Based on the approved budget for the year from Manage Planning and Budgeting (Business Process 1.1), detailed travel planning occurs in accordance with the appropriate policy instruments. Figure 4 depicts the Level 3 process flow for Manage Travel Plans.

Figure 4. Manage Travel Plans (Subprocess 3.2.1) – Level 3 Process Flow

Text version: Figure 4. Manage Travel Plans (Subprocess 3.2.1) – Level 3 Process Flow

5.2.1.1 Activities

The Manage Travel business process begins with the department's approved budget from Manage Planning and Budgeting (Business Process 1.1), including the annual budget for travel approved by the deputy head. See footnote [19] From here, detailed travel planning occurs by responsibility centre managers throughout the department. It is at this point that the requirement for blanket travel authorities is considered and that action is taken.

An important step before finalizing a travel plan is determining which policy authority applies and which policy instruments are relevant (Activity 3.2.1.1 – Determine Appropriate Policy Authority) to establish the correct travel provisions. The primary policy instruments include:

• Organization-specific travel policies

It is important to note that more than one policy may apply. For example, the standards and conditions governing travel on government business for full-time Governor in Council appointees are prescribed in the National Joint Council Travel Directive and Treasury Board's Special Travel Authorities . In addition, further instructions could be provided in Orders in Council from the Privy Council Office .

How and when the policy instruments apply will depend on the following factors:

• Employee or traveller : Travel provisions differ based on whether the person travelling is considered an “employee” or a “traveller.” For example, as per the National Joint Council Travel Directive , employees (persons employed in the public service) are allowed dependant care expenses or home provisions for weekend travel, while travellers (persons authorized to travel on federal government business) are not.
• Employee category, group, and level : Some employees may be members of the Executive Group or may be excluded employees (i.e., excluded from a bargaining unit for managerial or confidential reasons); for these employees, the Treasury Board Supplementary Travel Policy (for the Executive Group and excluded employees) apply. For represented employees, policy instruments should be read in conjunction with the relevant collective agreements.
• Enabling legislation : An enabling legislation or Act may confer certain authorities to the Treasury Board or to departments and agencies to develop or propose a distinct travel policy, e.g., for Agents of Parliament, the Canada Revenue Agency, the Canadian Forces, and the Royal Canadian Mounted Police. These organizations may refer to existing policy instruments as a benchmark in developing their own travel policy.
• Cabinet direction : The Cabinet or budget direction for the Government of Canada may impose overarching limitations on travel, such as on the amount of travel or on certain entitlements.

Once the policy instruments are clearly determined, detailed travel plans are developed (Activity 3.2.1.2 – Define Detailed Travel Plans). Several considerations should be taken into account when planning travel, See footnote [20] such as the following:

• Travel costs should be avoided whenever there is a reasonable and more economical alternative available and deemed sufficient to meet the intended objective (e.g., use of government facilities, tele/videoconferencing);
• Booking transportation, accommodations, and conference facilities is expected to take place well in advance to obtain optimal discounted rates, where possible;
• The number of persons sent to the same event or activities, including conferences, should be kept to the minimum necessary for the effective conduct of government business, leveraging where possible individuals already located near the event or site; and
• In situations of periodic or multiple trips to the same destination or where several persons are sent to the same events or activities, including conferences, costs are to be minimized through effective planning and coordination.

Detailed travel planning includes an assessment of recurring travel arrangements to ensure their continued relevance to the department. It is also important to ensure that planned trip costs are minimized by considering alternatives to travel (e.g., teleconferencing), reducing the duration or extent of the trip, making early bookings to obtain discounts, and ensuring value for money when determining the location and number of attendees. See footnote [21]

As part of travel planning and managing travel within a department, consideration should be given to the specific arrangement of group travel because this may provide efficiencies and reductions in costs. Consideration should also be given to the use of available credits. Various suppliers give credits for unused travel, and certain airlines allow such credits to be transferred within organizations. A report for unused and partially used credits is sent to the department by the government travel service supplier.

Once travel plans have been confirmed and finalized at the start of the fiscal year, they are typically communicated to the parties involved. It is important to monitor the annual departmental budgets for travel over the course of the fiscal period to ensure that individual travel plans are compliant with the department's objectives and priorities, and that only necessary travel costs are incurred.

The Manage Travel Plans subprocess is complete once travel plans are defined and finalized, resulting in a detailed travel plan. At this point in the process, there are several options:

• In situations where employees are travelling on a continuous or repetitive basis, with no variation in the specific terms and conditions of the trips, See footnote [22] the Manage Blanket Travel Authority (Subprocess 3.2.2) is initiated;
• In situations where employees need to obtain a travel card, the Manage Travel Cards subprocess (see Appendix E ) is initiated; or
• In situations where a specific trip is to be undertaken, the Manage Travel Requests (Subprocess 3.2.3) is initiated.

5.2.1.2 Roles and Responsibilities

The responsibility centre manager is responsible and accountable for preparing the travel plans based on the approved budget. It may be necessary to consult with the designated departmental travel coordinator to determine the appropriate policy instruments that apply.

Table 1 provides an overview of the roles and responsibilities for this subprocess, using the Responsible, Accountable, Consulted and Informed (RACI) approach. These roles and responsibilities are further described in Appendix D .

5.2.2 Manage Blanket Travel Authority (Subprocess 3.2.2)

A blanket travel authority may be requested if an employee travels on a continuous or repetitive basis, with no variation in the specific terms and conditions of the trips, and if it is not practical or administratively efficient to obtain prior approval from the employer for each individual trip. See footnote [23] Typically, blanket travel authorities are provided at the start of the fiscal year. Figure 5 depicts the Level 3 subprocess flow for Manage Blanket Travel Authority.

Figure 5. Manage Blanket Travel Authority (Subprocess 3.2.2) – Level 3 Process Flow

Text version: Figure 5. Manage Blanket Travel Authority (Subprocess 3.2.2) – Level 3 Process Flow

5.2.2.1 Activities

Blanket travel authorities are typically documented by the employee or the responsibility centre manager at the beginning of the fiscal year during the planning phase (Manage Travel Plans (Subprocess 3.2.1). However, a blanket travel authority can be created at any time during the fiscal year (Activity 3.2.2.1 – Complete Blanket Travel Authority Form). This activity includes providing details such as the consecutive travel days, the estimated dollar value for each individual trip, the geographic location, and the start and end dates. Blanket travel authority templates are provided in Appendix E of the National Joint Council Travel Directive , should your department not possess a standard blanket travel authority form.

Once the blanket travel authority form has been completed, the appropriate authority is identified by consulting the Delegation of Authority documents (Activity 3.2.2.2 – Determine Appropriate Authority).

The individual with the appropriate delegated authority exercises expenditure initiation authority (Activity 3.2.2.3 – Exercise Authority). Once the blanket travel authority has been approved by the authorizing manager, the next step is to ensure that there are sufficient unencumbered funds available (Verify Unencumbered Balance (Subprocess 3.2.4) and that there is a commitment in place (Manage Commitment (Subprocess 3.2.5). If the blanket travel authority is not approved or the travel is outside the conditions of the blanket travel authority or a TAN or travel advance is required, the employee proceeds to Manage Travel Requests (Subprocess 3.2.3)  and completes a travel authorization and advance request to obtain authority for each individual trip to be undertaken.

5.2.2.2 Roles and Responsibilities

• For activities 3.2.2.1 and 3.2.2.2, there are two potential scenarios: the blanket travel authority is initiated by the employee (scenario 1) or the blanket travel authority is initiated by the responsibility centre manager (scenario 2).
• For Activity 3.2.2.3, the manager is responsible for exercising authority to provide a blanket travel authority.

Table 2 provides an overview of the roles and responsibilities for this subprocess, using the Responsible, Accountable, Consulted and Informed (RACI) approach. These roles and responsibilities are further described in Appendix D .

5.2.3 Manage Travel Requests (Subprocess 3.2.3)

The Manage Travel Requests subprocess starts when the travel event is approaching. The person travelling completes the travel authorization and advance request, and ensures it is in accordance with the applicable policies. The travel request is approved by the individual with the appropriate expenditure initiation authority.

Whether or not it is anticipated that expenses will be incurred, government travel should be authorized in advance in writing to ensure that all travel arrangements are in compliance with the provisions of the National Joint Council Travel Directive , See footnote [24] or other appropriate policy, by a duly authorized agency because this may impact eligibility for insurance protection.

The Manage Travel Requests subprocess is performed concurrently with both the Verify Unencumbered Balance and the Manage Commitment subprocesses. If a travel advance is requested, it is first submitted to the manager for section 34 certification through the Manage Travel Claims and Advance Requests subprocess group and then sent to financial services for payment processing through the Manage Settlement of Travel Claims subprocess group.

Figure 6 depicts the Level 3 process flow for Manage Travel Requests.

Figure 6. Manage Travel Requests (Subprocess 3.2.3) – Level 3 Process Flow

Text version: Figure 6. Manage Travel Requests (Subprocess 3.2.3) – Level 3 Process Flow

5.2.3.1 Activities

To proceed with the travel request, the person travelling defines the travel requirements, including the date, purpose, destination, and duration of the trip. This information can be obtained by checking the travel plan or consulting with the responsibility centre manager. The person travelling is responsible for ensuring that the appropriate policy instruments are followed and applied. For Activity 3.2.3.1 – Estimate Travel Costs, for instance, the person travelling ensures that the most economical and efficient alternatives for travel have been considered. See footnote [25]

Once the travel costs are estimated, a travel authorization and advance request is completed (Activity 3.2.3.2 – Complete Travel Authorization and Advance Request). When completing the form, the person travelling consults the appropriate policies to ensure that the correct entitlements are being used. In addition, the person travelling ensures that the appropriate policy authority is applied as described in Activity 3.2.1.1 – Determine Appropriate Policy Authority (Manage Travel Plans (Subprocess 3.2.1). If a blanket travel authority has been provided, a travel authorization and advance request may still be required when a TAN is issued using an automated system or when a travel advance is requested.

Travel advances can be obtained most efficiently through the use of a travel card for an advance of funds. The Executive Group and excluded employees governed by the Treasury Board's Special Travel Authorities and the National Joint Council Travel Directive should be made aware that they are required by the Treasury Board to use the travel card for authorized official government travel, as stated in the Directive on Travel Cards and Travellers Cheques . See footnote [26] For employees who do not use a travel card, a travel advance request may be completed. See footnote [27] It should be noted that only employees on government travel are permitted to obtain travel advances.

After completing the appropriate travel form, the person travelling determines the appropriate expenditure initiation authority by consulting the Delegation of Authority documents (Activity 3.2.3.3 – Determine Appropriate Expenditure Initiation Authority).

The manager approving the travel form is responsible for ensuring that the travel expenditures are cost-effective, necessary to achieve departmental mandates and priorities, and aligned with departmental objectives See footnote [28] (Activity 3.2.3.4 – Exercise Travel and Advance Authorization). The responsibility centre manager ensures that the appropriate policy instruments are applied and, when approving a travel advance, that the employee has considered the use of a travel card. The process for obtaining a travel card is described in Appendix E . In some situations, travel may not be approved, in which case the travel requirements may be redefined and/or the travel process stops.

As the appropriate expenditure initiation authority is being exercised, a sufficient unencumbered balance has to be available in an appropriation See footnote [29] Verify Unencumbered Balance (Subprocess 3.2.4). If a sufficient unencumbered balance is available, a commitment is created Manage Commitment (Subprocess 3.2.5) in accordance with department-specific policy. The approved request then becomes an input in Manage Travel Claims and Advance Requests (Subprocess 3.2.7).

Even when the employee has a blanket travel authority Manage Blanket Travel Authority (Subprocess 3.2.2) , travel costs are estimated to ensure that they are within the authorized dollar value per individual trip and that unencumbered funds continue to be available Manage Travel Claims and Advance Requests (Subprocess 3.2.7) .

If a travel advance has been requested and approved, it is submitted for processing to financial services (Activity 3.2.3.5 – Submit Travel Advance Request); otherwise, the next step is to proceed to Manage Travel Administration (Subprocess 3.2.6) to make travel arrangements. Travel advances may only be requested by an employee when that person is entitled to such an advance pursuant to a contract, a collective agreement, or a Treasury Board directive. See footnote [30] When issuing a travel advance, the manager is responsible for ensuring that eligible credits were applied when reserving transportation or accommodations and that other alternatives, such as travel cards, were examined. See footnote [31]

A travel advance may be obtained at any time during Manage Travel Requests (Subprocess 3.2.3) . When requesting a travel advance, it is important to allow sufficient time for processing.

Once the travel advance request has been submitted to the manager, who provides section 34 certification through Manage Travel Claims and Advance Requests (Subprocess 3.2.7), the funds are disbursed to the employee by financial services in the Manage Settlement of Travel Claims subprocess group. When processing the travel advance, it is practical to put in place a mechanism that enables the matching of advances with the subsequent travel claim.

While the travel advance is being processed for disbursement by financial services, the employee can begin to prepare the travel arrangements in Manage Travel Administration (Subprocess 3.2.6). In addition, it is good practice for the manager to monitor outstanding travel advances and ensure they are being appropriately addressed.

5.2.3.2 Roles and Responsibilities

The person travelling is responsible for estimating travel costs and completing the necessary travel authorization and advance request prior to obtaining approval.

• In scenario 1, the employee is responsible and accountable for estimating travel costs, completing the necessary travel authorization and advance request, and determining the appropriate authority. Only employees have access to a blanket travel authority; travellers cannot obtain blanket travel authorization.
• In scenario 2, the traveller is responsible and accountable for defining the travel requirements, estimating travel costs, etc.; however, the responsibility centre manager performs certain activities on behalf of the traveller such as completing the necessary travel authorization request and determining the appropriate authority. In these instances, the responsibility centre manager is responsible and accountable on behalf of the traveller. Travellers cannot request travel advances; only employees have access to travel advances.
• For activity 3.2.3.4, the manager is responsible and accountable for exercising the travel and advance authorization.
• For activity 3.2.3.5, the employee is responsible for submitting the travel advance request, if applicable.

Table 3 provides an overview of the roles and responsibilities for this subprocess using the Responsible, Accountable, Consulted and Informed (RACI) approach. These roles and responsibilities are further described in Appendix D .

5.2.4 Verify Unencumbered Balance (Subprocess 3.2.4)

Before approving the travel request Manage Travel Requests (Subprocess 3.2.3), the responsibility centre manager ensures that a sufficient unencumbered balance is available in an appropriation. See footnote [32] Figure 7 depicts the Level 3 process flow for Verify Unencumbered Balance.

Figure 7. Verify Unencumbered Balance (Subprocess 3.2.4) – Level 3 Process Flow

Text version: Figure 7. Verify Unencumbered Balance (Subprocess 3.2.4) – Level 3 Process Flow

The deputy head is responsible for the development and implementation of department-specific policies and procedures for the control of commitments. In addition, departments must have the appropriate processes in place to verify the availability of funds at the time of expenditure initiation and prior to approving travel requests. See footnote [33] Commitment authority is delegated in writing to departmental officials by the deputy head (Delegation of Authority). The creation and maintenance of the delegation documents is excluded from the scope of the Manage Travel business process and is addressed in a separate process, Manage Delegation of Financial and Spending Authorities (Business Process 7.4). Commitment control is an ongoing activity throughout the travel process.

5.2.4.1 Activities

The delegated official, usually the responsibility centre manager, is responsible for ensuring that there is a sufficient unencumbered balance available before approving travel See footnote [34] (Activity 3.2.4.1 – Determine Unencumbered Balance). Ongoing, multiple-year travel plans require that continuing commitments for the current fiscal year and for each future year are kept separately within the most recently approved budget. See footnote [35]

When the unencumbered balances are insufficient, it will be necessary to:

• Reallocate budgets;
• Revise the approved budget and travel requirements; or
• End the Manage Travel business process.

If there are sufficient unencumbered balances, department-specific functions related to commitment authority are carried out. Appropriate evidence must be provided to substantiate that authorization pursuant to section 32 of the FAA took place (Activity 3.2.4.2 – Provide Authorization), as stipulated in the department-specific policy and procedures. See footnote [36]

5.2.4.2 Roles and Responsibilities

The responsibility centre manager is accountable for ensuring there is an unencumbered balance available. Table 4 provides an overview of the roles and responsibilities for this subprocess, using the Responsible, Accountable, Consulted and Informed (RACI) approach. These roles and responsibilities are further described in Appendix D .

5.2.5 Manage Commitment (Subprocess 3.2.5)

While the unencumbered balance is being confirmed, the responsibility centre manager records and updates the commitment according to department-specific policy. Once the unencumbered balance has been confirmed and there has been appropriate commitment control, section 32 of the FAA has been exercised. Figure 8 depicts the Level 3 process flow for Manage Commitment.

Figure 8. Manage Commitment (Subprocess 3.2.5) – Level 3 Process Flow

Text version: Figure 8. Manage Commitment (Subprocess 3.2.5) – Level 3 Process Flow

5.2.5.1 Activities

The responsibility centre manager is accountable for ensuring that the commitment, including a continuing commitment that impacts future fiscal years, is recorded in accordance with department-specific policies. Throughout the Manage Travel business process, the commitment is monitored and updated as needed (e.g., when the travel costs have changed) (Activity 3.2.5.1 – Record or Update Commitment).

Following receipt of section 34 of the FAA certification of the travel claim, the commitment is closed out (Activity 3.2.5.2 – Close Out Commitment). If the travel claim is associated with a blanket travel authority, the commitment is not closed out until the end date or the final travel event has occurred. Then Manage Travel Claims and Advance Requests (Subprocess 3.2.7) resumes. The objective of subprocesses Manage Travel Requests, Verify Unencumbered Balance and Manage Commitment is that all commitments are managed and that managers do not exceed their allocated budgets or appropriation. See footnote [37]

It may be impractical to formally record commitments for each travel arrangement, such as travel of a lower dollar value. Departments can implement alternative accounting methods for these commitments provided that their department-specific policy identifies when it is appropriate to do so and how these commitments are to be accounted for. See footnote [38] Commitments are recorded based on the department's approved budget; they quantify the financial implications of the planned travel requirements. For an ongoing, multiple-year travel arrangement, it is necessary to record commitments annually.

5.2.5.2 Roles and Responsibilities

The responsibility centre manager is accountable for his or her commitments. Table 5 provides an overview of the roles and responsibilities for this subprocess, using the Responsible, Accountable, Consulted and Informed (RACI) approach. These roles and responsibilities are further described in Appendix D .

5.3 Manage Travel Administration and Travel Claims

Manage Travel Administration and Travel Claims involves obtaining a Travel Authorization Number (TAN), if required; making travel arrangements in accordance with the approved travel request and the applicable policy instruments; and handling requests for travel advances or travel claims, completing the account verification and providing certification authority pursuant to section 34 of the FAA. Once travel has occurred and/or expenses have been incurred, the person travelling completes a travel claim and submits the claim with the appropriate supporting documentation for approval to the appropriate manager. When the travel claim is received, the responsibility centre manager completes account verification and exercises section 34 certification authority; then a request for payment is made and sent to financial services.

5.3.1 Manage Travel Administration (Subprocess 3.2.6)

Once travel has been approved, the person travelling is responsible for obtaining a Travel Authorization Number (TAN), if required, to make travel arrangements such as air travel. Travel arrangements are made by choosing an itinerary and booking arrangements in accordance with the approved travel request and the applicable policy instruments. When travel has occurred and/or expenses have been incurred, the person travelling completes a travel claim and submits the claim with the supporting documentation to the manager for approval. If travel is cancelled and no expenses are incurred, the commitment is closed out and the Manage Travel business process ends. Figure 9 depicts the Level 3 process flow for Manage Travel Administration.

Figure 9. Manage Travel Administration (Subprocess 3.2.6) – Level 3 Process Flow

Text version: Figure 9. Manage Travel Administration (Subprocess 3.2.6) – Level 3 Process Flow

5.3.1.1 Activities

Once the travel authorization and advance request has been approved or a blanket travel authority has been obtained, the person travelling needs to determine whether a Travel Authorization Number (TAN) is required. A TAN is a unique number allocated to each authorized trip. See footnote [39] TANs are required when making travel arrangements through Government of Canada Shared Travel Services. They are issued by the departmental TAN holder(s), who have the option of using online TANs, if the department has implemented the Expense Management Tool, or offline TANs, which is a paper-based process. See footnote [40] In some cases, the issuance of TANs within the department is automated. If a TAN is issued for non-employee travel, appropriate controls are needed, such as having departmental personnel make the travel arrangements (Activity 3.2.6.1 – Obtain Travel Authorization Number). Departments are responsible for maintaining and ensuring the integrity of the TANs.

Once the TAN is obtained, the person travelling can make the necessary travel arrangements using their user identification code (Activity 3.2.6.2 – Make Travel Arrangements in Accordance With Authorization). The user identification code is associated with the user's profile, which includes information such as contact information, emergency contact information, and travel preferences. The person travelling is responsible for keeping his or her profile up to date. Use of the travel card is encouraged to access relevant insurance coverage and to facilitate the creation of the expense report in the Expense Management Tool via an automated data feed (for departments that have implemented this optional tool). Employees on government travel shall utilize government-approved suppliers, services and products, when these are available. Where access to these suppliers, services, and products requires the use of an individual designated travel card, the provision and use of the individual designated travel card requires the employee's agreement. See footnote [41] The use of the travel card is mandatory for the Executive Group and excluded employees. Travel arrangements are expected to take place well in advance of travel in order to obtain optimal discounted rates, where possible. When choosing the mode of transportation, the most economical option available is selected, taking into account cost, duration, safety, and practicality, respecting the principles of the National Joint Council Travel Directive. See footnote [42] Transaction authority is exercised when travel arrangements are made and the person travelling enters into a contract with the service provider.

When making travel arrangements, the person travelling needs to consider the following:

• Travel arrangements are within the travel authorization (including the blanket travel authority) and comply with policy provisions;
• Available airline credits are used, to the extent possible;
• Travel arrangements are booked online to take advantage of lower transaction fees;
• For group travel, consideration is given to additional discounts, group rates and/or travel efficiencies;
• Appendix B—Kilometric Rates - Modules 1, 2 and 3 ;
• Appendix C—Allowances - Module 1, 2 and 3 ; and
• Appendix D—Allowances - Module 4 ; and
• Other relevant policy instruments have been considered.

Once travel has occurred and/or expenses have been incurred, the person travelling prepares and attests a travel claim, ensuring that all prepaid portions are included (e.g., travel advances and amounts paid through the departmental travel expense card, such as air fare) (Activity 3.2.6.3 – Prepare and Attest Travel Claim). Sometimes travel may be cancelled, i.e., it does not occur, while expenses such as non-refundable deposits or reservation fees have still been incurred. In such cases, preparing and attesting a travel claim is required in order to be reimbursed for these expenses. The output of this subprocess is a travel claim that includes supporting documentation and attestation by the person travelling.

If travel arrangements were paid through the departmental travel expense card or account, refer to the periodic payment category in Manage Other Payments (Business Process 3.3) for a description of the process for paying the travel card statement. It is important to ensure that the portion that was paid using the departmental travel expense card or account is included in the travel claim.

If no travel has occurred and no expenses have been incurred, the manager proceeds to Manage Commitment (Subprocess 3.2.5) to close out the commitment. In situations where travel has not occurred and an employee has obtained a travel advance, it is necessary to recover the funds. It is good practice to monitor outstanding travel advances to ensure that they are applied to the appropriate travel claim or that action is taken to recover the funds. The recovery of funds is described in Manage Revenues, Receivables and Receipts (Business Process 2.1). If the travel advance was obtained through a travel card, the employee will need to ensure that the travel card balance is settled.

5.3.1.2 Roles and Responsibilities

The person travelling is responsible for obtaining a TAN, making travel arrangements and preparing the travel claim. In some cases, the responsibility centre manager may choose to obtain the TAN and make the travel arrangements on behalf of a traveller, when the traveller is not an employee.

Two potential scenarios exist:

• In scenario 1, the employee is responsible and accountable for obtaining a TAN and making travel arrangements.
• In scenario 2, the traveller is responsible and accountable, however, the responsibility centre manager may perform certain activities on behalf of the traveller, such as obtaining a TAN and making travel arrangements. In this case, the responsibility centre manager is responsible and accountable on behalf of the traveller.

Table 6 provides an overview of the roles and responsibilities for this subprocess, using the Responsible, Accountable, Consulted and Informed (RACI) approach. These roles and responsibilities are further described in Appendix D .

5.3.2 Manage Travel Claims and Advance Requests (Subprocess 3.2.7)

This subprocess includes handling requests for travel advances or travel claims, completing account verification and providing certification authority pursuant to section 34 of the FAA. Once the travel claim or travel advance is received, the following takes place:

• Account verification procedures are performed;
• Section 34 certification authority is exercised by the responsibility centre manager; and
• A request for payment is prepared and sent to financial services.

Figure 10 depicts the Level 3 process flow for Manage Travel Claims and Advance Requests.

Figure 10. Manage Travel Claims and Advance Requests (Subprocess 3.2.7) – Level 3 Process Flow

Text version: Figure 10. Manage Travel Claims and Advance Requests (Subprocess 3.2.7) – Level 3 Process Flow

Manage Travel Claims and Advance Requests includes receiving travel advance requests, travel claims or other documents from the person travelling, and verifying and validating travel claim information. The travel authorization and advance request is part of the account verification process.

Account verification provides the necessary evidence to demonstrate that:

• The proper amounts were claimed in compliance with the regulatory instruments;
• The transaction is accurate; and
• All authorities have been complied with. See footnote [43]

Primary responsibility for verifying individual accounts rests with the managers who have the authority to confirm and certify entitlement pursuant to section 34 of the FAA. See footnote [44] These steps rely upon the attested travel claim from Manage Commitment (Subprocess 3.2.5) and the approved travel authorization and advance request from Manage Travel Requests (Subprocess 3.2.3). When receiving these documents, the responsibility centre manager is responsible for ensuring that supporting documentation is complete. All payments and settlements must be certified pursuant to section 34 of the FAA. See footnote [45]

To ensure adequate separation of duties, the following functions are kept separate when responsibility is assigned to individuals involved in the travel process: See footnote [46]

• Determination of entitlement, verification of accounts, and preparation of requisitions for payment or settlement, pursuant to section 34 of the FAA (certification authority) (Manage Travel Claims and Advance Requests (Subprocess 3.2.7));
• Certification of requisition for payment or settlement, pursuant to section 33 of the FAA (payment authority) (Activity 3.2.8.3).
• If the process or other circumstances do not allow such separation of duties, alternative control measures are implemented and documented.

5.3.2.1 Activities

The Manage Travel Claims and Advance Requests subprocess involves the following activities See footnote [47] that support the certification and verification of travel claims and advance requests pursuant to section 34 of the FAA:

• Confirming that the travel claim is in agreement with the approved travel authorization and advance request (Activity 3.2.7.1 – Confirm That Travel Authorization Terms are Met);
• Confirming that the payee is entitled to or eligible for the payment. This includes ensuring that the payment is appropriate, particularly in the case of a supplier's debt (Activity 3.2.7.2 – Confirm That Payee is Eligible for Payment);
• Ensuring that documents such as the travel claim or travel advance, supporting documentation (e.g., original receipts), and the approved travel authorization and advance request are in agreement (Activity 3.2.7.3 – Ensure That Documents are in Agreement);
• Ensuring payee information is accurate and complete. The payee information should also be verified against the vendor master data file. If the payee information is not accurate and changes are required, see Manage Vendor Master Data File (Business Process 7.1) to learn how to make changes to the vendor master data file (Activity 3.2.7.4 – Ensure Payee Information is Accurate);
• Ensuring that the financial coding that has been provided is accurate and complete (Activity 3.2.7.5 – Ensure Financial Coding is Correct);
• Verifying that all relevant statutes, regulations, orders-in-council, policies and directives, and other legal obligations have been complied with (Activity 3.2.7.6 – Verify That Relevant Regulations, Policies and Directives Were Followed); and
• Confirming that the transaction is accurate, including that the payment is not a duplicate; that accountable advances, discounts or credits have been deducted; that charges not payable have been removed; and that the travel claim or advance total, including amounts paid on the departmental credit card, has been calculated correctly (Activity 3.2.7.7 – Verify Accuracy of Transaction).

In the event that there are amounts owed to the Government of Canada, the claim may be offset against the receivable; so a payment requisition would not be initiated. This is further described in Manage Revenue, Receivable and Receipts (Business Process 2.1).

Certain policy instruments need to be consulted for specific transactions, such as Special Travel Authorities , Terms and Conditions of Employment for Full-Time Governor in Council Appointees , the  Directive on Travel Cards and Travellers Cheques , the National Joint Council Travel Directive , the Travel Approval Guidelines for Deputy Ministers and Heads of Agencies, Boards and Commissions and the Directive on the Management of Expenditures on Travel, Hospitality and Conferences . Some of these policy instruments were not previously identified in this guideline (see “References,” Section 3.2).

Account verification also includes confirming that travel advance payments meet appropriate requirements See footnote [48] in accordance with the Directive on Accountable Advances and the Guideline on Accountable Advances .

If at any point during the account verification process a discrepancy is noted, or if the information is incomplete, the responsibility centre manager resolves this discrepancy by tracing the issue to its source (Activity 3.2.7.8 – Resolve Discrepancies). Once the issue is resolved, account verification may resume or start over.

Once the travel claim has been verified and no discrepancies or issues have been noted, account verification is completed and certified pursuant to section 34 of the FAA (Activity 3.2.7.9 – Exercise or Obtain Certification Authority), which is usually provided through a signature block on the travel claim or a completed account verification checklist. The travel claim is recorded, and the commitment is then closed out to reflect the travel claim receipt. The final output of this subprocess is a certified travel claim in the form of a payment request for issuing a payment to the employee. Where the travel advance is greater than the travel expenses incurred, a remittance (or recovery) from the employee is required.

Account verification pursuant to section 34 of the FAA also involves ensuring that there is auditable evidence of verification (i.e., that the process identifies the individuals who performed the account verification procedures and that there is an audit trail). See footnote [49]

5.3.2.2 Roles and Responsibilities

The responsibility centre manager is responsible and accountable for completing account verification and certification of invoices pursuant to section 34 of the FAA. Table 7 provides an overview of the roles and responsibilities for this subprocess, using the Responsible, Accountable, Consulted and Informed (RACI) approach. These roles and responsibilities are further described in Appendix D.

5.4 Manage Settlement of Travel Claims

Manage Settlement of Travel Claims ends the Manage Travel business process and involves the performance of quality assurance activities, where applicable; exercising payment authorization pursuant to section 33 of the FAA; completing and submitting payment requisitions; and finalizing payments.

5.4.1 Perform Payment Authority (Subprocess 3.2.8)

The Perform Payment Authority subprocess starts with the receipt of a request for payment. During the payment process, quality assurance is performed by financial services as part of exercising payment authorization pursuant to section 33 of the FAA. Figure 11 depicts the Level 3 process flow for Perform Payment Authority.

Figure 11. Perform Payment Authority (Subprocess 3.2.8) – Level 3 Process Flow

Text version: Figure 11. Perform Payment Authority (Subprocess 3.2.8) – Level 3 Process Flow

5.4.1.1 Activities

The request for payment is received by financial services (Activity 3.2.8.1 – Receive Request for Payment) for payment issuance. The request for payment includes the claim data, payment details (e.g., date the claim was received, due date, amount of claim, etc.), vendor data, the payment type (i.e., regular or priority payment), and the financial coding block. With respect to interest on payments to employees (e.g., travel claim reimbursements), the standard 30-day payment term does not apply because employees are expected to be paid as soon as possible; See footnote [50] therefore, no calculation of interest is required.

As part of this subprocess, the financial officer with delegated authority for section 33 of the FAA performs quality assurance (Activity 3.2.8.2 – Perform Quality Assurance). The financial officer exercises payment authority and is responsible for certifying and ensuring the following: See footnote [51]

• There is auditable evidence demonstrating that account verification has taken place and has been certified by an individual with delegated financial signing authority pursuant to section 34 of the FAA;
• Is not a lawful charge against the appropriation;
• Will result in an expenditure exceeding the appropriation; or
• Will result in an insufficient balance in the appropriation to meet the commitments charged against it;
• All high-risk transactions are subjected to a full review; and
• A sample of medium- and low-risk transactions is selected based on a selection methodology, and the most important aspects of each selected transaction are subjected to a review; and
• Certification of payments pursuant to section 33 of the FAA is provided to the Receiver General (Standard Payment System). See footnote [52]

If a discrepancy is found during this process, the payment requisition is returned to the responsibility centre manager for resolution.

The department is responsible for defining high, medium, and low risks on the basis of its risk tolerance. Manage Post-Payment Verification (Business Process 8.1) describes the quality assurance requirements of section 33 of the FAA for sampling of medium- and low-risk transactions. Furthermore, the financial officer is responsible for requesting corrective action when a critical error is identified during the quality assurance process for payment authority. See footnote [53]

The next step is to determine whether there is a recovery (remittance). A recovery is needed when the travel advance that was issued is higher than the travel claim, or in any situation where an employee is indebted to the Crown. In these cases, no claim is reimbursed to the employee, and funds are recovered through Manage Revenue, Receivables and Receipts (Business Process 2.1).

In addition, Section 6.2.2 of the Directive on Delegation of Financial Authorities for Disbursements requires that persons with delegated authority for section 33 of the FAA not exercise the following:

• Certification authority and payment authority on the same payment; and
• Spending , certification , or payment authority for an expenditure from which they can directly or indirectly benefit (e.g., when the payee is the individual with financial signing authority or when the expenditure is incurred for the benefit of that individual).

Once the financial officer is satisfied that all the requirements have been met, the payment requisition is certified for section 33 of the FAA, and electronic authorization and authentication (EAA) is performed (Activity 3.2.8.3 – Exercise FAA, Section 33 Certification (Including EAA Key)).

The payment requisition is then prepared and submitted to the Receiver General (Activity 3.2.8.4 – Submit Payment Requisition to Receiver General) in accordance with the:

• Directive on Payment Requisitioning and Cheque Control ;
• Payments and Settlements Requisitioning Regulations, 1997 ; and
• Receiver General Manual , Chapter 4 “Standard Payment System and Departments.”

The requisitions within the payment file contain full payment details: name, date, amount, delivery address, financial institution routing information, stub details (if required), and the type of payment. Departments assign a unique requisition number to each batch of payments. See footnote [54]

The Receiver General Control Framework and the Receiver General Manual provide additional details and steps for ensuring that the payment requisition is properly submitted to the Receiver General. Authorized requisitions can be paid using several types of payment. When selecting the type of payment, there are several characteristics to consider. Table 8 provides the relevant references and key characteristics of the most common types of payment used for settling travel claims and disbursing travel advances.

5.4.1.2 Roles and Responsibilities

Financial services are responsible and accountable for managing payment requisitions and certifying payments pursuant to section 33 of the FAA. Table 9 provides an overview of the roles and responsibilities for this subprocess, using the Responsible, Accountable, Consulted and Informed (RACI) approach. These roles and responsibilities are further described in Appendix D .

5.4.2 Issue Payment (Subprocess 3.2.9)

After payment authorization pursuant to section 33 of the FAA is exercised, the payment requisition is sent to the Receiver General for payment issuance. The payment requisition files are edited and validated, and payments are released by the Receiver General. The Receiver General produces a generic return file containing unique payment references for control purposes. At this time, the payment records should be updated in the departmental financial and materiel management system. See footnote [56] Manage Travel (Business Process 3.2) ends, and Manage Post-payment Verification (Business Process 8.1) or the Manage Financial Close (Business Process 8.2) begins.

Figure 12 depicts the Level 3 process flow for Issue Payment.

Figure 12. Issue Payment (Subprocess 3.2.9) – Level 3 Process Flow

Text version: Figure 12. Issue Payment (Subprocess 3.2.9) – Level 3 Process Flow

5.4.2.1 Activities

The Department of Public Works and Government Services uses the Standard Payment System (SPS) to issue Receiver General payments in Canadian and foreign currencies (Activity 3.2.9.1 – Issue Payment). All program, accounts payable, and compensation payments are issued by the Receiver General on behalf of all departments and agencies under section 2 of the FAA, and are drawn from the Consolidated Revenue Fund (CRF). See footnote [57] The SPS is an integrated system, with various components and menus that incorporate the entire payment process. See footnote [58] Further details regarding the SPS payment processing steps can be found in Chapter 4 of the Receiver General Manual .

Post-payment processing such as cheque replacement and exceptions is part of Manage Financial Close (Business Process 8.2).

Departments receive notification by return file that their payments have been released by the SPS. Departments process the return payment file (Activity 3.2.9.2 – Process Return Payment File) and subsequently finalize and record the payment details (e.g., payment reference number, payment date, etc.) in their departmental financial management system (Activity 3.2.9.3 – Finalize Payment).

Departments regularly reconcile the payment requisitions submitted to the SPS with the payment return/notification file sent by SPS. Departments also regularly reconcile the control account balances in the departmental financial and materiel management system with the control account totals received daily from the Receiver General - General Ledger (RG-GL), based on control data received from the SPS. Control account balance reconciliation is part of Manage Financial Close (Business Process 8.2).

5.4.2.2 Roles and Responsibilities

The Receiver General - Banking and Cash Management Sector is responsible for issuing payments; financial services is responsible for recording completed payments. Table 10 provides an overview of the roles and responsibilities for this subprocess, using the Responsible, Accountable, Consulted and Informed (RACI) approach. These roles and responsibilities are further described in Appendix D.

Appendix A: Definitions

The following definitions apply to this guideline and reflect common definitions used in Treasury Board policies, standards, directives, guides and tools.

In the context of the RACI tables, the role that can attest to the truth of the information or a decision and that is accountable for the completion of the activity. There must be exactly one role accountable for each activity.

Account verification provides a means to ensure the following:

• That the work has been performed;
• That goods have been supplied or services have been rendered;
• That relevant contract or agreement terms and conditions have been met;
• That the transaction is accurate; and
• That all authorities have been complied with.

As required by the Financial Administration Act , all payments and settlements are to be certified pursuant to sections 33 and 34. Financial signing authorities are to be exercised according to the requirements of the Financial Administration Act , the Directive on Delegation of Financial Authorities for Disbursements , and departmental delegation documents. See footnote [59]

For further description of these requirements, consult the Treasury Board Directive on Account Verification .

An elaboration on a subprocess appearing in a Level 3 business process flow. See also Process; Subprocess .

The level of resources allocated to carry out planned activities. It is the annual base against which expenditures, commitments and forecasts are compared, and variances measured and analyzed. Once the departmental budget has been allocated, responsibility centre budgets serve as a basis for effective budget management, financial reviews, budget controls, forecasting, and reporting over the course of the year.

In the context of the RACI tables, a system that holds the official version of the information generated by the activity or a decision resulting from the activity. The authoritative source can be automated or manual.

An authorization for travel that is continuous or repetitive in nature, with no variation in the specific terms and conditions of the trips and where it is not practical or administratively efficient to obtain prior approval from the employer for each individual trip. Any exceptions to the parameters of the blanket travel authority (BTA) shall require that the individual trip be specifically approved prior to travel status, where possible. BTA does not apply to groups of employees. Employees may have more than one BTA simultaneously. See footnote [60]

The authority, according to section 34 of the Financial Administration Act to certify, before payment, contract performance and price, entitlement or eligibility for the payment. See footnote [61]

A collective of departments working together to promote and implement business-driven and standardized solutions for interoperable financial and materiel management in the Government of Canada. See footnote [62]

The recording of obligations to make future payments at the time they are planned and before the time services are rendered and billings are received. Such obligations may represent contractual liabilities, as is the case when purchase orders or contracts for goods or services are issued. Commitments are recorded individually. When it is impractical to formally record commitments individually (e.g., low-value transactions), the organization's procedures will be designated to identify these instances and describe how they will be accounted for. See footnote [63]

The authority that carries out one or more specific functions related to the control of financial commitments as required by the Directive on Expenditure Initiation and Commitment Control . See footnote [64] Commitment authority is delegated in writing to departmental officials by the deputy head (or equivalent) for ensuring that there is a sufficient unencumbered balance available before entering into a contract or other arrangement. Note that subsection 32(2) of the Financial Administration Act applies.

Consists of established procedures that prevent an organization from entering into a contract or any other arrangement that provides for a payment unless there is enough money available in that year's appropriation to discharge the debt that is incurred during that fiscal year. See footnote [65]

In the context of the RACI tables, a role that is required to provide accurate information or a decision for an activity to be completed. There may or may not be a consulted role, and consultation may or may not be mandatory. When consultation does occur, there is typically a two-way communication between those consulted and the responsible party.

Is a financial management system (FMS) whose primary objectives are to demonstrate compliance by the government with the financial authorities granted by Parliament, comply with the government's accounting policies, inform the public through departmental financial statements, provide financial and materiel information for management and control, provide information for economic analysis and policy formulation, meet central agency reporting requirements and provide a basis for audit. See footnote [66]

The departmental official who represents the department in all matters related to its participation in the travel card program. This official is responsible for acting as liaison with Public Works and Government Services Canada and the card issuer. See footnote [67]

Departmental travel expense cards are available in two formats: See footnote [68]

• Accounts (no card is issued) used to purchase common carrier transportation that is arranged through the government-approved supplier. The accounts are also used for travel service transaction fees.
• Cards issued in the name of an authorized person within a responsibility centre that are to be used for authorized government travel expenses of groups composed of public service employees, non–public service employees, or individual employees or persons. They are also used to purchase traveller's cheques.

The role responsible for policy interpretation for all travel-related questions within the coordinator's department regarding the National Joint Council Travel Directive , rates and allowances, and Special Travel Authorities .

A person employed in the public service. See footnote [69] Note that an employee may be a traveller; however, a traveller may not necessarily be an employee.

The authority to incur an expenditure or to make an obligation to obtain goods or services that will result in the eventual expenditure of funds. This includes the decision to hire staff; to order supplies or services; to authorize travel, relocation or hospitality; or to enter into some other arrangement for program purposes. See footnote [70]

A Web-based expense solution that automates the business process of submitting, approving, and tracking travel requests and travel claims.

Through the Federal Accountability Act and Action Plan, the Government of Canada has brought forward specific measures to help strengthen accountability and increase transparency and oversight in government operations. The comprehensive Action Plan includes the Act as well as supporting policy and other non-legislative measures. See footnote [71]

Sets out a series of fundamental principles on the manner in which government spending may be approved, expenditures may be made, revenues may be obtained and funds may be borrowed. See footnote [72]

Is any combination of business processes (end-to-end, automated and manual), procedures, controls, data and software applications, all of which are categorized as either a departmental financial and materiel management system (DFMS) or program system or central system that produces financial information and related non-financial information.

Financial management systems are used for any of the following:

• Collecting, processing, maintaining, transmitting and reporting data about financial events and to maintain accountability for the related assets, liabilities and equity;
• Supporting financial management, planning, budgeting and decision-making activities;
• Accumulating and reporting cost information; or
• Supporting the preparation of internal and external reports, such as departmental financial statements and input to the Public Accounts of Canada. See footnote [73]

Cards issued to employees and designated personnel that may be used to pay for authorized government travel expenses. See footnote [74]

In the context of the RACI tables, a role that is notified of the information or a decision after the decision is made or the activity is completed. There may or may not be an informed role, and informing the role may or may not be mandatory. There is typically a one-way communication from the responsible (or accountable) party to those informed.

A graphical representation of the Government of Canada financial management business process that applies to all functional domains and cross-functional areas.

A one-page business process flow describing all or part of a functional domain. This process description is aimed at the executive level.

A business process flow that provides more detail to a Level 2 subprocess through the identification of activities, while remaining common to all federal departments and system-independent.

A function fully described by a Level 2 business process flow and elaborated at Level 2 through the definition of subprocesses. See also Activity; Subprocess.

An analysis that describes the roles and responsibilities of various teams or individuals in delivering or contributing to an activity. The RACI approach divides tasks into four participatory responsibility types (Responsible, Accountable, Consulted and Informed), which are then assigned to different roles in the process.

In the context of the RACI tables, data sets that are part of the common financial management business process.

In the context of the RACI tables, a role that records the information or a decision, or that does the work to complete the activity, relying on the information from those consulted or accountable. There can be multiple individuals responsible within a role or multiple roles responsible.

Includes the requirements for commitment control and record of commitments .

Requires that financial officers with delegated section 33 payment authority confirm, before releasing payment, that the expense is a lawful charge against the appropriation (including assurance that value has been received) and that the payment would not result in an expenditure in excess of the appropriation or reduce the balance available in the appropriation to an insufficient level to meet the commitments charged against it. Section 33 authority can be delegated to a position other than the chief financial officer of the department. In such cases, the chief financial officer, who is responsible for the overall quality of financial management, remains entirely responsible for the effectiveness and efficiency of the individual exercising that authority.

Contains the requirements for account verification and certification. Before a payment is made for goods or services received, the responsible departmental official must certify that the performance of the work, the supply of the goods, or the rendering of services complies with the terms and conditions of the contract, and that the price charged is in accordance with the contract or, in the absence of a contract, is reasonable. See also Account verification, Certification.

The Government of Canada process that reflects current legislation and policy frameworks.

Consists of three elements: expenditure initiation authority, commitment authority, and transaction authority. See applicable definitions.

An elaboration on a process appearing in a Level 2 business process flow. A subprocess is further elaborated at Level 3 through a definition of activities. See also Activity; Process.

A logical grouping of subprocesses that assist in the explanation of the overall process.

The authority to enter into contracts, including acquisition card purchases or sign-off on legal entitlements (e.g., employment insurance payments). See footnote [76]

The sum of money advanced to a person from an appropriation and for which the recipient is required to make an accounting or a repayment pursuant to section 38 of the Financial Administration Act and the Accountable Advances Regulations. See footnote [77]

A unique number allocated to each authorized trip that consists of the TAN prefix, which identifies the department, division and/or branch, plus five additional numbers. See footnote [78] TANs are required when making travel arrangements through Government of Canada Shared Travel Services. See footnote [79]

Are individual designated travel cards and departmental travel expense cards. See footnote [80]

A person who is authorized to travel on federal government business. See footnote [81] Note that an employee can be a traveller; however, a traveller may not necessarily be an employee.

Recipients of Government of Canada non-salary payments including, but not limited to, employees, recipients of transfer payments, other government departments (OGDs), and non-OGD entities and individuals.

Appendix B: Abbreviations

Appendix c: methods of analysis used in this guideline, how to use this guideline.

Federal departments that have already documented business processes and key controls and control frameworks for their financial management business processes can validate their work by comparing their processes with the appropriate common financial management business process guidelines.

Federal departments that have not yet documented business processes or key controls and control frameworks for their financial management business processes can accelerate and validate their work by using the guidelines as a starting point for the development of control-focused documentation that is both department- and system-specific.

Methods of Analysis

This guideline provides information to the business user (as opposed to the more common objective of supporting a systems development exercise). This guideline describes three levels of detail as defined in the Appendix A .

Process Model Levels

As illustrated in Figure 13, the Level 1 process model represents the highest level and least detailed view of the financial management business process. It provides a graphical representation of financial management in the Government of Canada that applies to all functional domains and cross-functional areas.

Figure 13. Level 1 Model of Financial Management

Text version: Figure 13. Level 1 Model of Financial Management

This Level 1 model provides an overarching context for all financial management in the Government of Canada and can be applied to the following domains, applicable to the common financial management business processes:

• Planning, Budgeting and Forecasting;
• Revenue and Accounts Receivable;
• Expenditures and Accounts Payable;
• Materiel/Finance Interactions;
• Human Resources/Finance Interactions;
• Transfer Payments;
• Common Data;
• Integration; and
• Results and Performance Reporting.

The Manage Other Capital Assets business process falls within the Materiel/Finance Interactions functional domain.

Process Flows

Process flows provide a graphical overview of financial management business processes and subprocesses, using the following symbols:

Start and End

Processes and Activities

Inputs and Outputs

Other Symbols Used

RACI Tables

This guideline uses a Responsible, Accountable, Consulted and Informed (RACI) approach to describe how the roles and responsibilities apply to given subprocesses. This approach, depicted in Table 11, identifies related data, the role assignment and the applicable authoritative source.

• Activity: This refers to the number and the title of the activity within the subprocess.
• Related Data: Data typically created or reviewed as part of the activity, and listed alphabetically.
• Responsible: A role that records the information or a decision, or that does the work to complete the activity, relying on the information from those consulted or accountable. There can be multiple roles responsible.
• Accountable: The role that can attest to the truth of the information or a decision and that is accountable for the completion of the activity. There must be exactly one role accountable for each activity.
• Consulted: A role that is required to provide accurate information or a decision for an activity to be completed. There may or may not be a consulted role, and consultation may or may not be mandatory. When consultation does occur, there is typically a two-way communication between those consulted and the responsible party.
• Informed: A role that is notified of the information or a decision after the decision is made or the activity is completed. There may or may not be an informed role, and informing the role may or may not be mandatory. There is typically a one-way communication from the responsible or accountable party to those informed.
• Authoritative Source:  A system that holds the official version of the information generated by the activity or a decision resulting from the activity. The authoritative source can be automated or manual.

Note: Occasionally, roles and responsibilities can change, depending on the scenario involved. In such cases, an “S(X)” notation is used to show the differences in roles for each scenario.

Appendix D: Detailed Description Roles and Responsibilities

This appendix describes in detail the organizational roles and responsibilities identified for Business Process 3.2—Manage Travel. In this guideline, a role is an individual or a group of individuals whose involvement in an activity is described using the Responsible, Accountable, Consulted and Informed (RACI) approach. Because of differences among departments, a role may not correspond to a specific position, title or organizational unit. The organizational roles are grouped by stakeholder category, as shown in Figure 14.

Figure 14. Roles Involved in Manage Travel

Text version: Figure 14. Roles Involved in Manage Travel

Requirements Framework

These are roles that, in support of legislation such as the Federal Accountability Act and the Financial Administration Act (FAA), define policy and/or process that must be followed.

Office of the Comptroller General - Financial Management Sector

The Financial Management Sector supports the Comptroller General of Canada in bringing rigorous standards to financial management, oversight, and reporting across the government. The sector plays a lead role in enhancing, integrating, and standardizing business systems, policies, processes, and data to make quality information available for decision making and analysis. Key roles include:

• Financial management;
• Financial oversight; and
• Financial reporting.

Led by the Assistant Comptroller General, the Financial Management Sector works to bring excellence and innovation to the government's financial management policy suite. It also helps improve the quality of information available for enterprise-wide decision making and analysis. These activities are accomplished through ongoing efforts to enhance integration and standardization of business systems, policies, processes, and data. Key activities of the sector are described on the website of the Office of the Comptroller General, Corporate Structure and Activities .

Deputy Head

The deputy head is responsible for: See footnote [82]

• Providing leadership by demonstrating financial responsibility, transparency, accountability, and ethical conduct in financial and resources management;
• Managing the department and departmental programs in compliance with legislation, regulations, Treasury Board policies, and financial authorities;
• Assuming overall stewardship responsibilities for the integrity of the department's financial management capabilities and the department's capacity to meet the needs of the department and the government;
• Ensuring the strategic planning process gives due consideration to financial risks,  financial sustainability, governance, resource allocation, and performance monitoring; and
• Establishing a sound financial management governance structure that fosters prudent stewardship of public resources in the delivery of the mandate of the organization, consistent with the Policy on Management, Resources, and Results Structures and the Management Accountability Framework .

In the context of the Manage Travel business process, the deputy head is acting as an employer and is responsible for the following: See footnote [83]

• Approving the departmental total annual budgets for travel, hospitality, and conferences;
• Establishing the proper delegation framework to comply with the Directive on the Management of Expenditures on Travel, Hospitality and Conferences ;
• There is an assessment at the planning stage of recurring events or activities to validate continued relevance, value for money, and the efficient and economical use of resources;
• Individual proposals for travel, hospitality and conferences are reasonable and appropriate, and decisions support departmental objectives and priorities;
• Alternative means to avoid, reduce, or minimize travel, hospitality, and conference costs have been considered, including early bookings of travel and facilities, using government facilities as a first choice, and teleconferencing whenever possible, as well as ensuring value for money when determining the location and the scale of events and the type and number of attendees;
• Expenditures with respect to the annual departmental budgets for travel, hospitality, and conferences are periodically reviewed during the year, and managers with financial authorities have access to timely reporting to support effective monitoring and fiscally prudent decisions; and
• The requirements for travel, hospitality, and conferences set out in Appendix A of the Directive on the Management of Expenditures on Travel, Hospitality and Conferences are applied;
• Approving departmental delegation of authority matrices relative to travel, hospitality, and conferences;
• Disclosing the total annual expenditures for each of travel, hospitality, and conferences for the department through its website, including a brief description of the main variances from the previous year's actual expenditures. The timing of this disclosure is to coincide with the tabling of the Departmental Performance Report; and
• Taking corrective measures with those responsible for implementing the requirements of the Directive on the Management of Expenditures on Travel, Hospitality and Conferences in cases of non-compliance within their organization.

The deputy head executes the employer's responsibilities. The employer is responsible for the following: See footnote [84]

• Establishing the proper delegation framework to comply with the National Joint Council Travel Directive ;
• Ensuring that this directive is available at the employee's normal workplace during the employee's working hours;
• Determines whether travel is necessary;
• Ensures that travel arrangements are consistent with the provisions of this directive; and
• Ensures that accommodation of needs is provided to the point of undue hardship;
• Authorizing travel, including blanket travel authority;
• Verifying and approving travel expense claims before reimbursement; and
• Ensuring that all travel arrangements comply with relevant federal government legislation and employer policies, such as employment equity and official languages.

Deputy heads are solely responsible for monitoring and ensuring compliance with the Directive on Travel Cards and Travellers Cheques within their organizations, as well as for responding to cases of non-compliance in accordance with any Treasury Board instruments that address the management of compliance. See footnote [85]

The deputy head is also responsible for ensuring compliance with other policy instruments as listed in Section 3.3 References of this document.

National Joint Council

Participating employers and bargaining agents take joint ownership of broad labour relations issues and develop collaborative solutions to workplace problems through the auspices of the National Joint Council (NJC). See footnote [86]

• To share information;
• To consult on workplace policies; and
• To co-develop directives that provide public service–wide benefits.
• The purpose of the NJC shall be to promote the efficiency of the public service and the well-being of those employed in the public service by providing for regular consultation between the government as the employer and bargaining agents on behalf of employees who come under the jurisdiction of the Public Service Labour Relations Act . See footnote [87]
• The NJC may agree to consult on any benefit or condition of work of pubic service-wide applicability and to make recommendations to the appropriate executive body of the government.
• The executive body shall advise the NJC within a reasonable time of the executive action to be taken including, if any recommendation of the NJC is not accepted, the reason for it not being accepted.
• At the time the NJC agrees to consult on a matter, it shall be further agreed as to whether the matter shall be deemed to constitute part of the collective agreements between the parties or whether the consultation will only result in recommendations to the employer as to the particular matter.

The Government Travel Committee is a component of the NJC, which according to the National Joint Council website , is responsible for the following:

• Reviews the National Joint Council Travel Directive and the Commuting Assistance Directive , and hears final level grievances on these authorities, when required by the Executive Committee. The Government Travel Committee also recommends changes to various rates and premiums on a periodic basis.

The Office of the Chief Human Resources Officer, Treasury Board Secretariat

The Office of the Chief Human Resources Officer (OCHRO) was created to represent the Government of Canada as the “employer” on human resources issues and to ensure excellence in people management across the public service. OCHRO works within the human resources community to ensure effective support of deputy heads and managers; assists the deputy head community in using the flexibilities they have been given; and works with a wide range of stakeholders who have an interest in its mandate.

The Compensation and Labour Relations Branch supports the Treasury Board as the employer of the core public administration, which includes all departments and agencies named in Schedule I and Schedule IV of the FAA. Its main activities include: See footnote [88]

• Determining and implementing appropriate compensation for core public administration employees (with the exception of the Executive Group) and for Royal Canadian Mounted Police and Canadian Forces members;
• Bargaining the compensation and working conditions of unionized core public administration employees, who are divided into 27 bargaining units;
• Supporting other federal public service employers, the separate agencies named in Schedule V of the FAA, in obtaining their negotiation mandates from the Treasury Board;
• Developing and providing departments and agencies with advice and interpretation of administrative and excluded group policies;
• Co-developing government-wide reimbursement and allowance policies with bargaining agents through the NJC (e.g., directives on commuting assistance, foreign service, isolated post and government housing, relocation, and travel);
• Providing advice to departments and agencies on terms and conditions of employment, discipline, termination, recourse mechanisms, exclusions, managerial or confidential essential services, union certification processes, and human rights issues;
• Representing the Treasury Board, as the employer, before administrative tribunals in cases of complaints and grievances, or for procedural purposes;
• Providing advice to departments and agencies on pay administration rules, regulations, and policies, and on service transformation initiatives; and
• Providing policy direction on occupational health and safety, pay equity, ministers' office budgets and policies, and the management of business continuity.

The Cohesion, Coherence and Capacity Building activity continues to focus on modernizing human resources management across the Government of Canada and on contributing to the delivery of quality services to Canadians by providing departments and agencies with leadership and direction on common human resources business processes, information management, and systems through its effective human resources standards, processes, infrastructure, and guidance. This includes the following: See footnote [89]

• Networking and sharing best practices across the public service;
• Leading the modernization of the classification process;
• Helping to rebuild human resources capacity across government;
• Providing guidance to streamline human resources business processes and systems across government; and
• Developing modern electronic platforms for online learning.

Financial Management

The following organizational roles act in response to financial management (Office of the Comptroller General - Financial Management Sector and deputy head) policy and process requirements.

Corporate Finance

The chief financial officer (CFO), with the support of the corporate finance role, provides stewardship with respect to legislation, regulations, policies, directives, and standards related to financial management. Corporate finance responsibilities of relevance to the scope of the Manage Travel business process include the following:

• Developing, communicating, and maintaining the departmental financial management framework, and providing leadership and oversight on the proper application and monitoring of financial management across the department; See footnote [90]
• Ensuring that robust risk-based account verification procedures are in place, in compliance with the FAA; See footnote [91]
• Establishing and communicating clear responsibilities for holders of positions with delegated financial authorities, and monitoring adherence to these responsibilities; See footnote [92]
• Providing a challenge function on financial management matters and use of public resources across the department; See footnote [30] and
• Providing functional guidance, direction, and advice to managers across the department on matters of financial management. See footnote [94]

Financial Services

The financial services role ensures the day-to-day application and practical implementation of financial controls. This organization fulfills financial management responsibilities for departmental transactions (revenues, expenses, assets and liabilities), vendor and client transactions. Within financial services, the finance officer delegated the authority under section 33 of the FAA is responsible for providing assurance on the adequacy of account verification and certification processes pursuant to section 34 of the FAA and related financial controls, and for ensuring adherence to the requirements of the Payments and Settlements Requisitioning Regulations,1997 to ensure accurate and timely payment of transactions.

Responsibility Centre Manager

This role has been delegated the authority to initiate expenditures. The manager is responsible, in accordance with departmental procedures, for recording and managing commitments so that the department does not exceed the appropriation authorized by Parliament or the allotment limits approved by the Treasury Board. In this context, a manager can be an individual who is responsible for an organizational unit, typically a budget holder, or who is occupying a position that is responsible for a responsibility centre or for the department, as in the case of the deputy head.

Senior departmental managers and other managers with financial authorities are responsible for ensuring within their areas of responsibility that: See footnote [95]

• Recurring events or activities are assessed annually to ensure continued relevance, value for money based on past performance, and efficient and economical use of resources;
• Individual proposals and expenditure decisions for travel, hospitality, and conferences demonstrate that they are necessary to achieve departmental objectives and priorities;
• Alternative means to avoid, reduce, or minimize travel, hospitality, and conference costs have been considered whenever possible, including the use of early bookings of travel and facilities, using government facilities as a first choice, and teleconferencing whenever possible, as well as ensuring value for money when determining the location and the scale of events and the type and number of attendees; 
• Expenditures with respect to travel, hospitality and conferences are monitored throughout the year; and
• The specific requirements for travel, hospitality and conferences set out in Appendix A of the Directive on the Management of Expenditures on Travel, Hospitality and Conferences are applied.

Also, in completing the certification and verification requirements of section 34 of the FAA, the responsibility centre manager must ensure the completion of account verification on a timely basis and verify for the correctness of the payment requested. See footnote [96]

Managers are responsible for the following in regard to travel cards: See footnote [97]

• Recommending which government employees or designated personnel may apply for an individual designated travel card based on operational requirements and risks. The manager is required to also reassess the limits on a periodic basis or when operational responsibilities change;
• Determining whether a responsibility centre needs to apply for a departmental travel expense card and reassessing the need for issued cards on a periodic basis or when operational responsibilities change;
• Recommending to the departmental travel card coordinator reasonable travel card credit limits and cash withdrawal limits, based on planned use, and reassessing the limits on a periodic basis or when operational responsibilities change;
• Certifying the travel card statements billed directly to the department according to section 34 of the FAA and ensuring settlement is made in a timely manner that maximizes financial rebates paid to the government and avoids interest and late payment charges;
• Ensuring cancellation of a travel card when a cardholder does not respect the signed acknowledgement of responsibilities and obligations, and when the cardholder transfers to another department or terminates employment;
• Certifying reimbursement of fees associated with reasonable cash withdrawals in compliance with section 34 of the FAA;
• Ensuring that travel cards or traveller's cheques are not issued to contractors or used for their travel expenses;
• Ensuring cardholders are reimbursed for interest and late payment charges only in cases where the department is responsible (e.g., when reimbursement to the cardholder was not done in a timely manner); and
• Investigating any delays in payment and taking corrective action, including recovery of amounts from individuals.

First-time managers, prior to being delegated authorities, must successfully complete the required training so that they meet the Standards on Knowledge for Required Training . Managers and executives with existing delegated authorities must validate their knowledge of their legal responsibilities to maintain their delegated authorities.

Central Services

The following organizational roles provide a central service to most federal government departments.

Shared Travel Services

Shared Travel Services (STS) was established to improve the travel experience of Government of Canada employees by providing standardized tools to simplify travel arrangements, increase support while travelling, and efficiently manage expenses while reducing the costs of travel. STS supports the government's commitment to accountability, visibility, and transparency See footnote [98]

The STS provides improved travel services for travellers, streamlined travel processes for departments, and savings for taxpayers.

The Department of Public Works and Government Services (PWGSC) is responsible for government procurement. Together with the STS, PWGSC manages the contract for government travel services. One of the first Government of Canada shared services, STS provides all travel services for the Government of Canada, bringing together all of the government's travel needs into one integrated end-to-end solution.

The travel services are integrated and automated, and include all steps of the travel process from planning and booking a trip through to expense claim processing.

Receiver General - Banking and Cash Management

The Receiver General supports the government-wide treasury function through the receipt, transfer, holding, and disbursement of public money and the redemption and settlement of all payments. These responsibilities are carried out through the following main activities: See footnote [99]

• Issue Receiver General payments, redemption and validation of payment instruments, and employment insurance warrants;
• Negotiate or tender all government banking services and arrange for the required facilities related to the receipt of monies to the Consolidated Revenue Fund;  
• Process, monitor, and control public money on behalf of the Government of Canada;
• Manage the Government Banking System and Standard Payment System (SPS);
• Publish the bank rate established by the Bank of Canada; and
• Provide advice and direction on vendor payment- and deposit-related issues, as well as on accounting and reporting issues.

Travel Administration

These roles are specific to the Manage Travel business process.

An employee is a person employed in the public service. See footnote [100] The following is a summary of the responsibilities of the employee as described in the National Joint Council Travel Directive . While some departments and agencies operate under their own distinct authority, it would be expected that the employee in these organizations would have similar responsibilities.

The employee is responsible for the following activities:

• Consulting the appropriate policy instruments and obtaining authorization to travel and to complete and submit travel expense claims;
• Determining the appropriate travel authority and policy instruments;
• Become familiar with the provisions of this directive;
• Consult and obtain authorization including blanket travel authority, where applicable, to travel in accordance with the directive;
• Inform the employer or its suppliers of his or her needs that may require accommodation;
• Complete and submit travel expense claims with the necessary supporting documentation as soon as possible after travel has been completed. In travel situations exceeding one month, the traveller may submit interim travel expense claims prior to the completion of the travel; and
• Be responsible for cancelling reservations, as required; safeguarding any travel advances and funds provided; and making outstanding remittances promptly.
• When the employer and the employee are unable to resolve barriers affecting persons with disabilities that may flow from the application of this directive, the employer and the employee shall consult with the appropriate departmental and/or union employment equity professional; See footnote [102]
• Employees on government travel shall utilize government-approved suppliers, services, and products selected in support of government travel when these are available. Where access to these suppliers, services, and products requires the use of an individual designated travel card, the provision and use of the individual designated travel card requires the employee's agreement; See footnote [103]
• Preference shall be given to using Canadian suppliers, services, and products; See footnote [104]
• In consultation with the employee, the employer shall utilize the designated responsibility centre travel card or “departmental travel card” to the extent possible to prepay travel arrangements; See footnote [105] and
• When circumstances do not permit provision of prepaid arrangements, the traveller shall be reimbursed actual and reasonable costs, based upon receipts. See footnote [106]

The employee is also responsible for complying with other policy instruments as listed in Section 3.3 References of this document.

A traveller is a person who is authorized to travel on federal government business. See footnote [107] A traveller could be a veteran, a doctor or a board member, for example. The following is a summary of the responsibilities of a traveller as described in the National Joint Council Travel Directive . While some departments and agencies operate under their own distinct authority, it would be expected that a traveller in these organizations would have similar responsibilities.

The traveller is responsible for the following: See footnote [108]

• When circumstances do not permit provision of prepaid arrangements, the traveller shall be reimbursed actual and reasonable costs, based upon receipts. See footnote [110]

Departmental Travel Card Coordinator

The departmental travel card coordinator is a departmental official who represents the department in all matters related to its participation in the travel card program and who is responsible for acting as liaison with PWGSC and the card issuer. See footnote [111] The departmental travel card coordinator is responsible for the following: See footnote [112]

• Receipt of written acknowledgement of responsibilities and obligations from the cardholder;
• Consultation with the departmental travel card coordinator in the previous department of transferred individuals to determine if the cardholder's previous travel card was cancelled due to payment delinquency;
• Determination of whether an individual has lost the privilege of using an individual designated travel card by failing to pay his or her account in the past;
• Acknowledgement of the circumstances that led to the cancellation of a previously issued travel card and assessment of whether those circumstances have changed;
• Authorizing all changes to the names on departmental travel expense cards or the delivery addresses;
• All changes to the credit limits and cash withdrawal limits for travel cards, while considering card restrictions, operational requirements, and risks;
• Expenditures in advance (on an exceptional basis) that would cause the travel card's credit limit to be exceeded;
• An employee chooses not to obtain and use an individual designated travel card;
• It is neither feasible nor economical to use a travel card;
• The ability to withdraw cash using the travel card is restricted or unavailable;
• Ensuring the use and settlement of travel cards are monitored;
• Managing the travel card and traveller's cheques program within the department; and
• Providing advice to the cardholder on issues such as the occurrence of unauthorized charges; monitoring problems; and taking timely corrective action as appropriate.

Designated Departmental Travel Coordinator

The designated departmental travel coordinator provides critical information and is responsible for policy interpretation for the National Joint Council Travel Directive , insurance coverage, rates and allowances, and Special Travel Authorities for all travel-related questions within their respective departments and agencies.

Appendix E: Travel Card Management

Travel cards provide a convenient and practical method to pay for authorized government travel expenses; they are the preferred method of payment for authorized government travel. See footnote [113] Employees are encouraged to maximize the use of the travel card as much as possible, when it is efficient, economical and feasible to do so. Travel cards also provide reliable controls and insurance, such as coverage for collision damage waiver. See footnote [114]

The generic term “travel cards” refers to the following three items:

• Individual designated travel card (plastic card);
• Departmental travel expense card (plastic card); and
• Departmental travel expense account (no plastic card).

Individual Designated Travel Cards

Figure 15 depicts the Level 3 process flow for the issuance of individual designated travel cards.

Figure 15. Manage Individual Designated Travel Cards (Subprocess 3.2.10) – Level 3 Process Flow

Text version: Figure 15. Manage Individual Designated Travel Cards (Subprocess 3.2.10) – Level 3 Process Flow

Individual designated travel cards are cards issued to employees and designated personnel to pay for authorized government travel expenses. See footnote [115] The individual designated travel card is the recommended method of payment to be used by employees and designated personnel for authorized government travel expenses, including accommodations, car rental, and other travel expenses while on travel status. See footnote [116]

5.4.2.3 Activities

To obtain a travel card, an employee completes a travel card request form and includes employee information and departmental data (Activity 3.2.10.1 – Define Travel Card Requirements). The completed travel card request form is then submitted to the responsibility centre manager, who either denies or recommends the travel card request for approval. If travel card credit limits or cash withdrawal limits above the standard thresholds are required for operational reasons, the manager would add this information to the request form. The manager then submits the travel card request form to the departmental travel card coordinator for approval (Activity 3.2.10.2 – Provide Recommendation for Approval). If the manager does not provide the recommendation for approval, then the process to obtain a travel card ends, and no travel card is issued.

The departmental travel card coordinator receives the completed travel card request form from the responsibility centre manager and authorizes issuance of the travel card to the employee along with the credit limits and the cash withdrawal limits (Activity 3.2.10.3 – Provide Authorization). Before proceeding with authorization, the departmental travel card coordinator must perform the following, as applicable: See footnote [117]

• Consult with the departmental travel card coordinator in the former department of recently transferred individuals to determine whether the cardholder's previous individual designated travel card was cancelled due to payment delinquency;
• Determine whether the individual has lost the privilege of using an individual designated travel card by failing to pay his or her account in the past; and
• Determine the circumstances that led to the cancellation of a previously issued individual designated travel card and assess whether those circumstances have changed.

If the departmental travel card coordinator does not authorize the request to obtain a travel card, then the process ends.

Once the departmental travel card coordinator has authorized the travel card request, the travel card provider will process the application and send the travel card to the departmental travel card coordinator. The employee must complete and sign a written acknowledgement of responsibilities and obligations before receiving the initial travel card from the departmental travel card coordinator See footnote [118] (Activity 3.2.10.4 – Obtain Travel Card from Departmental Travel Card Coordinator).

Once the cardholder has obtained the travel card, there are several activities that can take place:

• Booking travel Manage Travel Administration (Subprocess 3.2.6);
• Monitoring the travel card (Activity 3.2.10.5);
• Paying the delinquent account (Activity 3.2.10.6) and collecting the funds from the cardholder; and
• Returning or cancelling the travel card (Activity 3.2.10.7).

When a cardholder makes travel arrangements, the Manage Travel Administration (Subprocess 3.2.6) is followed; the card is used as a payment tool or to obtain travel advances. The cardholder ensures that card statements are settled promptly so that the outstanding balance does not become a delinquent account. See footnote [119]

The use of the travel card may be centrally monitored by independent departmental staff in accordance with their department's tolerance for risk of error or misuse (Activity 3.2.10.5 – Monitor Use of Travel Card). The cardholder is responsible for monitoring all charges made and ensuring that the travel card is used only to pay for authorized government travel expenses. The cardholder is responsible for notifying the departmental travel coordinator and card issuer of any incorrect or unauthorized charges as soon as they are noted to ensure that the cardholder or department is not held responsible for paying the charges. See footnote [120] The cardholder may choose to notify the responsibility manager as well.

Departmental staff responsible for centrally monitoring travel card accounts may perform some or all of the following reviews:

• Identify all accounts over 60 days past due, as the cash issuer has automatically suspended all ATM cash withdrawal privileges for these accounts, which then become at risk;
• Identify all accounts over 90 days past due, as the card issuer has automatically suspended the travel card from further use; 
• Identify inappropriate use of the travel card, including personal use, charges made when the cardholder is not on travel status or use of unauthorized vendors, by reviewing the merchant code reports and the transaction dates on travel card transaction reports provided to the departmental travel card coordinator.

The responsibility centre manager needs to be advised of inappropriate use of a travel card by staff in his or her organization, as well as of accounts over 60 days past due. Continued inappropriate use is grounds for withdrawing the card. If an individual designated travel card account becomes 90 days past due, the card is automatically suspended by the card issuer, and the department is then responsible to pay the account balance, in full, within 30 days. The department is responsible for recovering the amounts paid from the employee, usually through a set-off against salary or wages. See footnote [121]

In instances where there are delinquencies and the department settles the account with the card provider (Activity 3.2.10.6 – Pay Delinquent Card), the department recovers the funds from the employee. This is described in the Manage Collections (Business Process 2.3). When the cardholder does not respect the signed acknowledgement of responsibilities and obligations, the authorizing manager or the departmental travel card coordinator can cancel the travel card. See footnote [122]

If the cardholder has transferred to another department or is no longer an employee of the Government of Canada, it is important that the departmental out-routine include a step to ensure that the travel card is returned to the departmental travel card coordinator for cancellation (Activity 3.2.10.7 – Retrieve or Cancel Card). See footnote [123]

5.4.2.4 Roles and Responsibilities

Employees are responsible for completing the request to obtain a travel card; the departmental travel card coordinator is responsible for approving the request. The departmental travel card coordinator, financial services, and the manager are responsible for monitoring the use of the individual designated travel card by reviewing the card provider report, the delinquency report, and the travel card transaction report (scenario 1). The cardholder has primary responsibility for monitoring individual designated travel card use by reviewing the travel card statement (scenario 2).

Table 12 provides an overview of the roles and responsibilities for this subprocess, using the Responsible, Accountable, Consulted and Informed (RACI) approach. These roles and responsibilities are further described in Appendix D .

Manage Departmental Travel Expense Card/Account

Figure 16 depicts the Level 3 process flow for Manage Departmental Travel Expense Card/Account.

Figure 16. Manage Departmental Travel Expense Card/Account (Subprocess 3.2.11) – Level 3 Process Flow

Text version: Figure 16. Manage Departmental Travel Expense Card/Account (Subprocess 3.2.11) – Level 3 Process Flow

Departmental travel expense cards are available in two formats: See footnote [124]

• Departmental travel expense account: The account type (i.e., no card is issued) is used to purchase common carrier transportation, including travel by air, rail, sea, or ground, when arranged through the government-approved supplier. The account is also used for travel service transaction fees; and
• Groups of public service employees; or
• Groups of  non–public service people, such as veterans, reservists, and doctors, who are authorized to travel on government-related business; or
• Individual employees or designated government personnel who have clearly justified to their responsibility centre manager and the departmental travel card coordinator their need for this type of card versus the individual designated travel card.
• The card is also used to centrally purchase traveller's cheques.

The departmental travel expense card and departmental travel expense account cannot be used to pay for consultant or contractor-related travel expenses.

5.4.2.5 Activities

To obtain a travel card/account, an authorized person completes a travel card/account request form and includes information such as credit requirements, the name of the employee who is to receive the card, responsibility centre information, and departmental data (Activity 3.2.11.1 – Define Travel Card Requirements). An authorized person is a person within a responsibility centre who is authorized to incur charges on the departmental travel expense card. See footnote [125] The completed travel card/account request is reviewed by the responsibility centre manager who is responsible for recommending the travel card/account request for approval, which includes reasonable credit limits based on planned use (Activity 3.2.11.2 – Provide Recommendation for Approval). See footnote [126] If the manager does not provide the recommendation for approval to the departmental travel card coordinator, the process to obtain a travel card/account ends.

The departmental travel card coordinator receives the completed travel card/account request with the recommendation for approval by the manager and authorizes the issuance of the travel card/account to the employee, as well as the credit limits and cash withdrawal limits (Activity 3.2.11.3 – Provide Authorization). If the departmental travel card coordinator does not authorize the request to obtain a travel card/account, then the process ends.

The employee must complete a written acknowledgement of responsibilities and obligations before receiving the travel card/account information. See footnote [127] Once the departmental travel card coordinator acknowledges receipt of the written acknowledgement of responsibilities and obligations from the authorized person, See footnote [128] the employee can obtain the travel card/account information (Activity 3.2.11.4 – Obtain Travel Card/Account Details From Departmental Travel Card Coordinator). The cardholder can then make travel arrangements by proceeding to the Manage Travel Administration (Subprocess 3.2.6).

Once the travel card/account is being used, it is necessary to ensure that it is properly monitored. Monitoring the use of the departmental travel expense card/account is the responsibility of several individuals (Activity 3.2.11.5 – Monitor Use of Travel Card/Account):

• The authorized person is responsible for monitoring the charges made to the travel card/account by reviewing the travel card/account statement as soon as it is received and ensuring the travel card is used only to pay for authorized government travel expenses; See footnote [129]
• The departmental travel card coordinator monitors the use and settlement of the departmental travel expense card and the departmental travel expense account; See footnote [130] and
• The responsibility centre manager monitors the use of the travel card by reviewing the card provider reports and the transaction reports provided by the departmental travel card coordinator to ensure that all unauthorized charges are reported by the cardholder. The responsibility centre manager also investigates any delays in payment and takes corrective action. See footnote [131]

The department is responsible for paying the departmental travel expense card/account; the responsibility centre manager is responsible for certifying the travel card statements billed directly to the department according to section 34 of the FAA and ensuring that settlement is made in a timely manner. See footnote [132] The settlement of the departmental travel expense card/account is processed under the periodic payment category, as described in Manage Other Payments (Business Process 3.3).

If the cardholder has transferred to another department, is no longer eligible to remain a cardholder, or is no longer an employee of the Government of Canada, it is important that the departmental out-routine include a step to ensure that the travel card is returned to departmental travel card coordinator for cancellation (Activity 3.2.11.6 – Retrieve or Cancel Card). See footnote [133]

5.4.2.6 Roles and Responsibilities

The manager is responsible for completing the request to obtain a travel card, on recommendation of either corporate finance or a manager at a higher level; however, it is the departmental travel card coordinator who is responsible for approving the request and issuing the card. The manager and the departmental travel card coordinator are responsible for monitoring the use of the travel card.

Table 13 provides an overview of the roles and responsibilities for this subprocess, using the Responsible, Accountable, Consulted and Informed (RACI) approach. These roles and responsibilities are further described in Appendix D .

Language selection

Demonstration of the Shared Travel Services Portal

Delivery method.

Virtual classroom

Description

This event has already taken place, but all is not lost! We can let you know when it’s offered again in the future.

To receive notification the next time this event is available, fill out the Notification subscription form.

Directives and portals and fares, oh my! Whether making them for yourself or others, travel arrangements can feel daunting.

Join us for a demonstration and demystification of the Shared Travel Services portal. This event is presented by Karen Tam, Chief of AAFC’s Centre of Excellence for Travel, Hospitality, Conferences and Events.

Karen’s engaging, dynamic presentation offers an overview of travel-related resources and a demonstration of how to use the STS portal to:

• create and manage a traveller profile, as both a traveller and an arranger
• create a travel request, step by step
• book travel by air or rail
• book hotel and car rentals
• create blanket travel authorities and blanket travel requests
• manage the Manage Expenses Portal to submit your travel request

This event is part of the Administrative Event Series (AES) .

No Current Offerings

Mobile App: Reconciliation: A Starting Point

Download the "Reconciliation: A Starting Point" app to access a wealth of information on Indigenous Peoples in Canada, key historical events, and reconciliation.

Indigenous Learning Series

Discover Canada's shared history with First Nations, Inuit and Métis Peoples.

Get help or share feedback

Contact the Learning and Development Team for help with registration, technical issues or other questions.

We want to hear from you!

Your comments help us understand your needs, optimize our technology tools, and improve the delivery of our programs and services.

Share your feedback , suggestions, compliments or complaints.

• Skip to main content
• Skip to "About this site"

Language selection

Search travel.gc.ca.

Help us to improve our website. Take our survey !

Travel and tourism

Information on travelling to, from and within Canada.

Travelling with more than 1 passport? Read up on how travelling while holding multiple citizenships may affect you, even when your Canadian citizenship is recognized.

Please help improve our website. See if you qualify .

Measles cases are increasing worldwide

Before travelling, check that you and your family have received the recommended measles vaccinations.

Do not travel if you have symptoms of measles or have been in contact with someone with measles.

If you develop symptoms of measles after your return to Canada, call a health care provider right away.

Global Measles Notice

Most requested

• Emergency assistance abroad
• Find out if you need a visa to travel to Canada
• Apply for an eTA
• Apply for NEXUS
• Register as a Canadian abroad
• Travel insurance

Services and information

Planning your trip, travel advice and advisories.

Official Government of Canada travel information and advice for destinations outside Canada.

Travel outside Canada

Travel documents, travel health and safety, border wait times and more.

Prepare for a flight, airport security, health concerns and more.

Canadian passports and travel documents

Apply for, renew or replace a lost passport.

Stay connected

Keep in touch with Canada wherever you are through our smart travel tools.

While you are outside Canada

Assistance outside canada.

How to get help if there is an emergency when you are travelling outside Canada.

Coming to Canada

Visit canada.

Find out if you need a visa to visit or transit through Canada. How to extend your stay as a visitor.

COVID-19: Travel, testing and borders

Proof of COVID-19 vaccination, testing, quarantine and isolation are not required.

Return or travel to Canada

Information on travelling to Canada, border wait times, customs and immigration.

Canadian attractions, events and experiences

Discover Canada's museums, national parks and historic sites, and enjoy unforgettable experiences.

Before travelling, check that you and your family have received the recommended measles vaccinations and know what symptoms to look out for.

General guidelines on what you can and cannot bring into Canada when you return from abroad.

For Canadians outside Canada who need consular assistance.

Language selection

• Français fr

Minister of Infrastructure and Communities Transition Book 3 (2021) Establishing Your Office

Minister of infrastructure and communities transition book 3 (2021) establishing your office.

• Table of Contents

Welcome Minister

Introduction, administrative support, security clearance requests, security considerations, office and hill passes, threat and risk assessment, office sweep, policies for ministers’ offices, human resources management, departmental staff assigned to ministers’ offices, mandatory training, recommended training, financial management, establishing the ministers’ office budgets, budget transfers and the carry forward of unspent funds, financial authorities, office accommodation and supplies, departmental hq offices, ministers’ regional offices, office furniture and furnishings, office equipment and supplies, signature arm (autopen), travel and hospitality, designated travel card, executive vehicle for use by a minister, hospitality and gifts, proactive disclosure, contracting, proactive disclosure of contracts, official languages, information management and information technology, information management, information technologies, key contacts, hr new staff form, compensation forms (salary/pay).

• Federal Personal Tax Credit Form
• Provincial Tax Credit Form
• Personal History Form

Direct Deposit Form

Id house of commons (hill pass) form, hrg travel profile form, travel card form, acquisition card form, insurance for executive vehicle form, signature arm cartridge (autopen), secret security clearance forms.

• How To Use Video Conferencing (VC)

Floor Plan for INFC

Welcome to Infrastructure Canada (INFC). In order to make your transition to INFC as smooth as possible, the department will provide support to ensure your office is well established to meet your needs. This will be coordinated by a departmental official ( MinoAdmin ) who is assigned by the Deputy Minister to facilitate the transmittal of departmental advice and who will be a key coordinator for arranging your office to best suit your requirements.

Upon your arrival, this support will include:

• Security requirements: assistance will be provided to ensure that all security requirements are implemented for the safety of you and your office, including arranging security consultations and briefings and providing appropriate tools for the protection of sensitive information. In addition, the department will assist in obtaining or validating security clearances for any incoming staff.
• Human resources: support will be provided to facilitate the arrival of incoming staff, including the letters of offer, as well as the provision of welcome kits with key administrative information. The department can also provide temporary administrative support staff to assist you with establishing your office.
• Financial advice: you will receive a letter from the Treasury Board outlining budgetary information for your office. The department will be available to provide information and address any questions which may arise regarding the Ministerial budget.
• Vehicle services: your vehicle will be available to you immediately following the swearing in ceremony, as well as a temporary driver should you require one.
• Administrative needs: the department will be available to address any administrative need which may arise, and your preferences will be sought regarding several administrative items, including the selection of electronic devices, the establishment of protocols for the use of an autopen, and the arrangement of your office suite and business cards.

Once your Chief of Staff has been appointed, the department will provide them a welcome kit containing more detailed administrative information to help establish your office and address any requirements you may have.

The Deputy Minister and the department are also prepared to brief you on the department’s mandate, as well as legislation (e.g., Access to Information and Privacy Act ) and practices (e.g., information management) relevant to the day to day operations of a Minister’s office. The departmental official ( MinoAdmin ) will work with your office to coordinate these sessions, depending on your availability and interest.

Please find at the end of this document, a list of key contacts , should you require any immediate assistance in the coming days. We look forward to helping you establish your office.

Ministers and exempt staff are subject to Treasury Board policies and regulations. In accordance with the Financial Administration Act , the Treasury Board provides advice and makes recommendations on how the government spends money on programs and services, how it regulates and how it is managed.

To support your office, the department will be following the Treasury Board Policies for Ministers’ Offices (the “Policies”). These Policies consolidate the various financial, personnel, and administrative rules and regulations that govern Ministers and their exempt staff when they perform duties directly related to their responsibilities.

By its very nature, the Policies cannot be all-inclusive and, as such, source documents are cited in this binder where appropriate. Other guidelines included in the Policies are the Contracting Policy and Directive on Travel, Hospitality, Conference and Event Expenditures .

The departmental staff can guide you and your office on interpreting these policies, directives and internal tools, as required.

Your Ministerial office is supported by ( MinoAdmin ), a small group of departmental staff, paid for by the department who are assigned to provide administrative assistance within the scope of your portfolio responsibilities.

The Departmental Liaison Officer (DL) will be responsible for non-partisan departmental advice and will be the liaison between the Minister’s office and the department, and manages the interaction between your staff and the department, as well as the sharing of information and documents.

The Executive Correspondence Unit (ECU) provides information management services by coordinating responses to the Minister’s mail. ECU works closely with the departmental subject matter experts and other regional contacts to prepare draft replies for the Minister’s signature.

The department can also provide three public servant administrative support staff to the Minister’s office. The roles and responsibilities of these staff are outlined in the Policies, and may include administrative assistants to support the office, such as a receptionist. It is important to note that the salary for these positions would be funded by the department. MinoAdmin can assist you in staffing these depending on your office’s needs.

All individuals who work in or for the office of any Minister (including exempt staff, other employees, contractors, students, and persons on loan, assignment, or secondment), regardless of their work location, require at a minimum a Level 2 (Secret) security clearance prior to appointment.

A Top Secret clearance is required for individuals who will have access to information classified at that level.

Employees who do not have a valid secret security clearance will need to complete the following security clearance forms . To expedite the process, the department will be available to assist in the completion of screening forms for any incoming staff. These forms will be sent for analysis and either an approved or denied secret clearance will be obtained.

The processing time for security clearance varies based on the complexity of the individual’s file. However, on average, new secret security clearance requests as well as an update of a security clearance can take between 2 to 12 weeks. The verification of a security clearance from another department can typically be done within 2 business days as long as the individual file is complete at the other department.

Your security, as well as of your office, is a priority for INFC and upon your arrival, we will ensure that all your needs are met.

Security is a joint responsibility between the department, the Royal Canadian Mounted Police (RCMP) and the Privy Council Office (PCO). While Ministers are responsible for the security of their staff and offices, as well as for sensitive information and other assets in their custody, the department provides assistance in ensuring that all security requirements are implemented for your office and safety.

The department will brief your Chief of Staff and your office on requirements for the protection of personnel, sensitive information and other assets, including their security responsibilities with respect to Cabinet Confidences.

As a member of Cabinet, you will require access to Secret Cabinet documents for your participation at Cabinet meetings. As per PCO guidelines, Ministers and their offices must designate a Cabinet Document Comptroller (CDC) for the management and security of secret Cabinet documents and e-Cabinet downloads on the secure tablets for your office. The department will assist you and coordinate with PCO for your Cabinet meetings needs during the transition period until your CDC receives appropriate training.

A Threat and Risk Assessment (TRA) is performed by the House of Commons (HoC) Corporate Security Group for Minister’s home(s), cottage(s), and the constituency office. This team is responsible for physically visiting each of these locations and performing an assessment. A TRA is performed by the departmental security team for the departmental Minister’s office.The result of the assessment is typically a set of recommendations based on risk factors (e.g., ensuring a home alarm system, etc.).

An office sweep consists of periodic review of the physical office space to ensure that sensitive material (e.g., sensitive documents, electronic devices) are properly stored.

Please refer to Part 2 of the Policies for additional information on requirements and personal security.

Advice on security clearances and other security requirements may be obtained by the MinoAdmin with the collaboration of the Chief Security Officer. Please contact MinoAdmin if you require a secure briefcase.

In the coming weeks, you will receive a letter from the Treasury Board providing information on your Ministerial budget. Depending on this budget and your preferences and regional responsibilities, you will have the flexibility to establish the structure of your office to best suit your needs within your allocated funding levels.

To assist you in your considerations, please find below some information regarding position titles and salary maximums as laid out in the current Policies.

The department will be available to provide human resources support and advice to facilitate the timely arrival of incoming Ministerial staff.

Members of a Minister’s exempt staff are “exempt” from the appointment procedures of the Public Service of Canada. Once you have decided on whom you wish to hire, the department will assist you in bringing the individual based on the requirements in the Policies.

A Minister can sign letters of offer after being sworn-in. However, the first step in the staffing process is providing the individual’s CV, their employee information Footnote 1 and confirming their clearance. If an individual does not have a valid security clearance with INFC or another Government of Canada Department, the individual must complete the new security screening request .

Once a security clearance is obtained, the department will assist in preparing a letter of offer for your signature. MinoAdmin will be available to assist you throughout this process. It is important to note that you are the only person who can issue and sign letters of offer of employment (or termination of employment) for your exempt staff; this authority cannot be delegated.

Once a letter of offer is signed by both you and the newly appointed exempt staff, MinoAdmin will work with that individual to complete the necessary forms to set up their pay and benefits. Finally, an email account will be created and electronic devices issued. We will work with you and your Chief of Staff to assign office space and configure your office to best suit your needs.

The positions of the individuals should reflect those found in Appendix A of the Policies. Although you have the flexibility to configure the complement of your exempt staff, ensure to respect the following conditions:

• One Executive Assistant / Private Secretary;
• Maximum of one Chief of Staff;
• Maximum of one Director per function;
• Mamixum of one Regional Affairs Director per region (if applicable). 

Rules regarding position titles and their respective salary ranges must be observed and are described below. 

Each approved exempt staff position title found in Appendix A is associated with a salary equivalent to the current maximums of Public Service groups and levels.

• Public Service (AS, CR, IS) groups .
• Public Service executive (EX) group .

There are no minimum rates of pay. However, as a general rule, the maximum salary is reserved for staff with relevant professional qualifications, ten or more years of employment experience, or extraordinary skills and qualifications.

In exceptional circumstances, a Minister may, with the prior agreement of the Prime Minister’s Office and approval by the Treasury Board, pay an exempt staff member a salary above the permitted maximum. This exception will be sought through a Treasury Board Submission.

A Minister is permitted three positions which are not charged against the Minister’s departmental staff budget, but directly from existing departmental reference levels.

• One departmental liaison (Up to EX-02, EX-01 or PM-06)
• One departmental administrative support position (Up to AS-01)
• One departmental corporate support position (Up to AS-04)

This is the maximum complement of departmental positions funded directly by the department.

Any other remaining departmental staff positions are considered to be support staff positions and must be funded from the Minister’s staff budget.

• There can be a maximum of one senior support staff position (Up to AS-05).
• All other support staff positions may only be classified up to the AS-04 level.

The department will assist you in providing a list of eligible candidates for these positions.

The Canada School of Public Service (“the School”) provides self-paced online training Footnote 2 . The School offers a collection of rich, interactive and open online resources, videos, courses, seminars and events to support the Government of Canada's enterprise-wide approach to learning, accessible anytime and from anywhere all at no cost to learners .

At this time of transition, all previous delegations of authority become null and void, and new delegations must be sought. The department will assist the Minister’s office in identifying the individuals who require delegated spending and financial authorities under sections 32, 33 and 34 of the Financial Administration Act and to facilitate the establishment of new delegations authorities (including the use of the autopen ).

These employees will be required to complete the following mandatory training which are available online or can be provided in person by the department.

• Authority Delegation Training (G110) – Modules 1 to 8
• Manager Authority Delegation Training Checkpoint (G510)

Upon completion of the training, please contact MinoAdmin and they will schedule a briefing session of the Financial Delegation Matrix. The Financial Delegation Matrix which will need to be signed quickly to ensure continuity.

A specimen signature card will be prepared for the individual exercising financial delegation. This card will confirm the authorities and limits associated with the financial delegation.

The School provides online self-paced training. The department recommends the following training for your staff:

• Orientation to INFC
• Orientation to the Public Service – Who We Work For (C218)
• Values and Ethics Foundations For Employees (C255)
• HR-to-Pay Stabilization Training
• Security Awareness (A230)
• Harassment and Violence Prevention for Employees (W101)
• Canada Labour Code, Part II: An Overview (Z065)

Please refer to Part 3 of the Policies for additional information on salary increases, employment equity, leave, termination and changes in portfolio.

Please contact MinoAdmin regarding Human Resources Management inquiries or questions.

In the weeks following your appointment, Treasury Board, in conjunction with the Prime Minister’s Office, will work to identify the allocations for all Ministerial budgets. Once identified, you will receive a letter from the Treasury Board outlining your budget.

The department is available at your convenience to discuss any financial inquires you may have and will seek to brief you and your Chief of Staff as soon as your budget has been received from the Treasury Board.

The Chief Financial Officer will designate a Financial Management Advisor (FMA) for your office and will provide regular financial reports on the status of your budget including expenditures and forecasts. They will also assist your office in responding to the quarterly requirement from the Treasury Board Secretariat to report on Ministerial budgets.

The office budget will be divided into six components:

• Ministerial salary budget for exempt staff;
• Ministerial operating budget, which covers all operating expenditures related to the conduct of the portfolio or other official government departmental business;
• Students’ salary;
• Minister’s salary and motorcar allowance (controlled separately);
• Ministerial regional exempt staff and operating budget (if there is regional staff); and
• Ministerial salary and operating budget for the Parliamentary Secretary Assistant .

This budget is in addition to, and separate from, entitlements that you have as a Member of Parliament.

In addition to the office budget, the Minister will receive $89,300 for their salary and $1,200 for their car allowance as a statutory allowance which is not directly managed by the Minister’s office.

Please note that Ministers are individually responsible and accountable for dealing with all public inquiries about the expenditures made from their office budgets, including publicly justifying them if the need arises.

You may choose to delegate, pursuant to the Financial Administration Act , financial authorities for expenditures to your Chief of Staff or other exempt staff. Please note that:

• A Minister can delegate (but cannot be sub-delegated) their authority for expenditures related to their office budgets.
• A Minister cannot delegate their authority for hiring, determining salaries and salary increases, and terminating employment of exempt staff and benefits.

Please refer to Part 4 and Appendix E of the Policies for additional information on accountability, accounting for expenditures charged to Ministers’ budgets, internal audit and Minister’s salary and motor vehicle allowance.

Please contact MinoAdmin regarding Financial Management inquiries or questions.

The department has assigned an office space for you and your staff. Your office is located at 427 Laurier [redacted] . Your office provides for 18 office spaces including a kitchen and a boardroom. A floor plan is available here .

Ministers’ regional offices, furniture and furnishing are provided by Public Works and Government Services.

A Minister’s department funds the acquisition of office furniture, fixtures and equipment, and their operation and maintenance costs.

Our Accommodation team is available to assist you with additional requirements. Equipment and furnishings outside of departmental standards are paid from the Ministers’ operating budget.

Supplies are paid from the Minister’s operating budget. To enroll for an acquisition card, please complete this form .

Given the number of documents that a Minister of the Crown is required to sign, an autopen (or signature arm) is frequently used. Since a signature from the autopen is considered a legal signature, and therefore, binds the Government and the Crown to certain decisions, its use must be carefully controlled. The department can assist you in the roles and responsibilities, as well as current security and functional procedures for the use of the Minister’s autopen at INFC. Please send a request to accomodations services to set-up a signature arm (autopen).

Please refer to Part 5 of the Policies for additional information on accountability, accounting for expenditures charged to Ministers’ budgets, internal audit and Minister’s salary and motor vehicle allowance.

Travel expenses by the Parliamentary Secretaries and Ministers’ staff incurred while on departmental business, are eligible for reimbursement in accordance with the Treasury Board directives and the National Joint Council Travel directives . The directives outline four common travel situations such as travel within headquarter area, outside headquarter area, travel in Canada and USA and international travel.

Ministers are excluded from the National Joint Council travel directive, however, it provides framework for appropriate expenditures. Any travel by the Minister outside the National Capital Region must be authorized by the Prime Minister’s Office.

The department will be available to facilitate your office’s travel needs, their roles and responsibilities for Travel Authority (TA), expense claims and report travel transactions.

Exempt staff that are expected to travel frequently are advised to apply for a Designated Travel Card . The department can assist exempt staff in obtaining this card and explain the advantages for government business travel.

Ministers can use their Designated Travel Card or their personal credit card and be reimbursed for funds expended for travel costs.

The Ministers’ offices are encouraged to use the government’s Shared Travel Services provided by HRG. Before a Designated Travel Card can be issues, the Ministers’ staff will be required to complete a travel profile with HRG. To create a travel profile, please complete this form .

An executive vehicle will be allocated to the Minister. A vehicle is provided to each Minister and expenses are paid by the department for the conduct of official business.

It is important to note that the use of the executive vehicle is a taxable benefit, therefore personal use, by you or your driver, of the car should be documented (kilometers recorded) for taxation purposes.

Exempt staff and departmental staff are not authorized to use the vehicle for personal use.

Anyone who may be required to drive the executive vehicle, including you and your family should be insured. Please complete this form .

Hospitality is defined as the provision of beverages, snacks, meals and sometimes entertainment, to guests of departments or agencies.

There may be instances when a Minister requires a Parliamentary Secretary or staff member to extend hospitality on behalf of the Minister or department. Such hospitality may be necessary because it will economically facilitate the business of the department or agency, or because it is considered essential as a matter of courtesy or protocol.

In these instances, such hospitality shall be extended in accordance with the Directive on the Management of Travel, Hospitality and Conferences and all the requirements for documentation shall be met. Claims for reimbursement should be approved by the Chief of Staff or Minister, as appropriate.

Separate claims should be submitted when a member of a Minister's staff claims reimbursement for their own hospitality expenses and for hospitality disbursements made on behalf of the Minister.

For Travel and Hospitality expenses, proactive disclosure is done on a monthly basis and requires the mandatory publication on departmental websites of travel and hospitality expenses for Ministers, Parliamentary Secretaries, exempt staff, and by senior level employees at the Deputy Minister and Assistant Deputy Minister levels.

All reports should be reviewed by your Chief of Staff (or yourself) prior to publication.

Please refer to Part 6 of the Policies for Ministers’ Offices for additional information on accountability, accounting for expenditures charged to Ministers’ budgets, internal audit and Minister’s salary and motor vehicle allowance.

Please contact MinoAdmin regarding travel and hospitality inquiries or questions.

Ministers must ensure that the government’s contracts regulations are respected and the requirements of the Financial Administration Act are met.

As per the Directive on the Management of Procurement , services and products acquired must demonstrate fairness, openness and be obtained at the best value in the spending of taxpayers’ money.

Ministers, Parliamentary Secretaries and exempt staff members must disclose on a quarterly basis all expenses for contracts over $10,000, amendments which increase the value of contracts to over $10,000, and amendments over $10,000. There are some limited exceptions, such as national security.

MinoAdmin will assist in the development of attestations for each of your staff to review and approve. The Chief Financial Officer can provide you and your Chief of Staff with a comprehensive briefing regarding the Proactive Disclosure process.

Please refer to Part 7 of the Policies for additional information on Treasury Board Contracting Policy, employer-employee relationships, fee guidelines, former government officials and temporary help services.

A Minister's vehicle, being the property of the Crown, is allotted a parking space at the Minister's office. The department has purchased a reserved parking space [redacted] . We also have a pre-arranged pick up permit with the Ottawa airport. This will allow your driver quick access and easy access upon arrivals and departures.

All exempt staff members must pay for their parking in commercial parking areas.

The position of your Driver is part of your exempt staff complement, whose salary is drawn from your exempt staff budget. The department will provide you with a temporary driver until you appoint an individual to this position.

The reimbursement of relocation expenses may be authorized for exempt staff at the EX-02 equivalent level or above. These expenses are at the discretion of the Minister and are paid from their operating budget.

The reimbursement of relocation expenses should be clearly specified in the letter of offer.

Please refer to Part 8 of the Policies for additional information on hospitality and gifts, memberships, international conferences and legal services.

Ministers’ offices are considered separate from federal institutions, as such they are not subject to the Official Language Act . Nonetheless, Ministers’ offices follow the spirit of the Act. They need to:

• Have the capacity to communicate and serve the public in both official languages.
• Have an office environment conductive to the use of both official languages.
• Reflect the presence of both linguistic communities in their workforce.

Please refer to Part 9 of the Policies for additional information on service to the public, language of work, equitable participation and support mechanisms.

While Ministers are responsible for the security of sensitive government information and other assets in their custody, the department provides assistance in ensuring that all security requirements are implemented for your office and safety.

The department will brief you on the legislation, practices and guidelines relevant to information management in the day to day operations of a Minister’s office.

However, please note that a Minister’s office is not in and of itself a Government Institution, nor is it part of a Government Institution for purposes of the Access to Information Act (ATIA). Therefore, a Minister’s office is not subject to the ATIA.

The department will work closely with Shared Services Canada (SSC) to ensure your Information Technology requirements and those of your office are met. This will include establishing network and email accounts, providing wireless devices, computers and peripherals (printers, scanners, etc.) as required to all members of your office.

An iPhone device for you will be activated for use on swearing-in day. For your Chief of Staff and employees, iPhone devices and computers will be included as part of their welcome package on their first day at INFC.

The department’s Chief Information Officer is available to brief you on other options, address any specific needs you may have and assist you in getting set up on these devices. Similarly, an IT technician will be available to assist any member of your office as required.

Please refer to this document for videoconferencing.

Please refer to Part 10 of the Policies for additional information on information management, information technologies and the Access to Information Act and the Privacy Act .

Please contact MinoAdmin regarding Information Management inquiries or questions.

Minister’s Office 427 Laurier, [redacted] Reception Desk to Minister’s Office: 613-941-0724

Reception Desk to Prime Minister’s Office: (613) 992-4211 Reception Desk to Privy Council Office: (613) 957-5153

Once complete, please send this form, along with the compensation forms below, to MinoAdmin .

Federal Personal Tax Credit Form:

Select form titled: Federal: TD1 Personal Tax Credits Return

Provincial Tax Credit Form:

If workplace is Ontario, select form titled: Ontario: TD1-ON Ontario Personal Tax Credits Return If workplace is Québec, select form titled: TP-1015.3-V Source Deductions Return PDF

Personal History Form:

Personal History Form (56.48 KB)

Direct Deposit Enrolment Request (416.31 KB)

How to Create an HRG Account

1. Go to the HRG-STS home page: https://isuite6.hrgworldwide.com/gcportal/en-ca/sts.aspx

2. Click on “Profile Registration”

3. Follow the instructions on screen. ** Throughout the Profile Registration process, it is important to note that you must answer questions marked with a red asterisk (*). ** Things to know:

a. When asked to enter the “Full Company Name”, enter “INFC”.

b. When asked for “Role”, choose between “Traveller” and “Traveller and arranger”. The only difference is that a “Traveller” can’t book travel for anyone else other than himself.

c. Whenever you click on “Next step” and get an error message like in the image below, it may be because you need to enter more information in other tabs.

d. When asked to enter the company address, type in “Ottawa” for the “City/town” and “180 Kent” for “Address”, then click “Search”, then “Select”.

e. When asked for the “TAN Prefix”, refer to Accounting Operations and Financial Systems - INFRAnet. In the tab ‘’Travel’’, select the “Tan Prefix List”. This TAN Prefix links the “departmental expenses” to the correct fund centre.

f. For “Default approver”, start typing in the name of the Fund Centre Manager (FCM). Once the ADM’s name appears on screen, click on it. For “Default recommender”, enter the name of Sophie Ricard or Melissa Pelletier. If you have any questions about financial coding, you can refer to your FCM or your Financial Management Advisor (FMA).

g. Once all these steps have been completed, an activation email will be sent to the email address listed in the profile. This email will include your system-generated user number. (This number is composed of one letter and six digits). It is important not to copy/paste this user number, but to enter it manually in the HRG page to avoid bugs with the system.

Individual Travel Cards (1.32 MB)

Acquisition Card Application Form (507.57 KB)

Corporate Executive Vehicles – Insurance Information (19.68 KB)

Personnel Sreening, Consent and Authorization Form (147.80 KB)

Secret Security Clearance Form (91.75 KB)

How to Use Video conferencing (VC)

• From a computer, open a web browser and follow this link
• GUEST PIN and
• The available boardroom (as an attendee)
• Internal to Government: e.g. 76138187566
• External to Government (with @video.gc.ca ): e.g. [email protected]
• 613-729-5408 (local to NCR) or 1-855-470-7641 (toll-free)
• Once dialed, the conference code is the number provided before the @ symbol of the VMR address (e.g. 76138187566 followed by #).

The process is the same as the teleconference service; the meeting participants will dial-in via their own VC equipment. It will be like having your own virtual personal bridge. No need to contact anyone to reserve your VC meeting in advance.

• On Touch Panel – Tap on DIAL
• Enter your VMR e.g. 76138187566
• If you are the meeting Host/Chair: enter your HOST PIN followed by # as the security PIN
• If you are a meeting Guest: enter the GUEST PIN followed by # as the security PIN
• With your laptop or tablet you can quickly share content to one of the screen with the Barco ClickShare Button (in the tray on the table).
• Insert Barco ClickShare Button in the USB port of your laptop/tablet
• The first time you connect the ClickShare button, the configuration will take a few seconds and the button light will start flashing
• Open Windows Explorer and click on This PC (Windows 8.1) or My Computer (Windows 7)
• Double click on the ClickShare drive
• Double click on the ClickShare application
• After the application is running and the ClickShare Button light stops flashing press the button
• Tap on the Cisco touch panel screen to wake the system
• To share the content during VC - Tap Share and Tap on the appropriate icon
• On the Touch Panel, tap Dial
• Enter 8 and your Teleconference Service Number [redacted]
• Tap Call and Keypad
• Enter your Conference ID [redacted]
• If you are the meeting Moderator/Chair: enter your Moderator PIN
• Volume and Mute At any point during a call, the volume can be adjusted by using the two volume control buttons located on the bottom right-hand side of the touch panel. The microphones in the room can be muted either by pressing the mute button on the touchpad or the mute button on the microphone.

Thank you for your help!

You will not receive a reply. For enquiries, please contact us .

How some young Canadians are saving money by embracing the digital nomad lifestyle

Lower cost of living, chance to travel the world can be appealing to remote workers.

Social Sharing

Sitting in a bright, plant-filled coffee shop in the town of Písac, Peru — natural light filtering in from a skylight above — Grayson Allen explains that he's always wanted to work abroad.

The 30-year-old content creator from Vancouver is a self-described digital nomad, a term for people who perform their jobs remotely from anywhere in the world.

For the last two and a half years, he has worked remotely in the U.K., Colombia, Ecuador, Mexico and, most recently, Peru — first for a Canadian company and now for himself.

"It seems like the dream, you know? You get to kind of save money, it's [a] cheaper cost of living, you get to travel on the weekends still," Allen told CBC News via Zoom.

"The country's happy because you're spending money there. Canada's still happy because you're paying taxes even though you're not using any of the services there."

Faced with the high cost of living at home, some travellers are turning to digital nomadism to save money — and countries from Portugal to Japan to Barbados have made this arrangement easier by introducing digital nomad visas intended for hybrid work and travel (Canada has also announced its own digital nomad strategy ).

Since he started "nomading" on temporary visas, Allen said he's repaid most of the student loans he incurred from a master's degree in the U.K. and at one point was saving two-thirds of his paycheque while working remotely.

"A lot of people I know in Vancouver, they're just surviving," he said. "My angle is kind of more like, well, if I do want to live in Vancouver in the future, I better make some good money."

Canadians likely in the U.S., Mexico, says researcher

Digital nomadism exploded in popularity when the COVID-19 pandemic led to a dramatic increase in people working remotely. One study found that 40 million people worldwide identify as digital nomads , most of them from the United States, where a report found that 17.3 per cent of American workers see themselves as digital nomads.

"There's quite a lot of talk about digital nomad visas at the moment, and they're all quite confusing, they're all quite different. But none of those existed before the pandemic," said David Cook, an anthropologist at University College London who researches digital nomads.

Long before the pandemic normalized the arrangement and countries and workplaces started implementing these programs formally, the cost of living was a major consideration for digital nomads, he said.

• Canada wants to woo 'digital nomads.' Can we compete?
• Canada to launch 'digital nomad strategy,' other measures to woo international talent

"Digital nomads are quite a broad group. Not all are very high net-worth individuals who are earning lots of money. Some are, but not everyone is," Cook said.

The combination of remote work and travel has led to growing concerns in some hot spots in Latin America, Europe and Southeast Asia that digital nomads and other tourists are pushing locals out of affordable housing  and driving up prices.

Cook said Canadian digital nomads are more likely to be hunkering down in the U.S. or Mexico than in Southeast Asian or East Asian countries, for example, because the similar time zones make remote work more seamless.

COVID restrictions boosted phenomenon

But it remains unclear how many Canadians have adopted this lifestyle. More than 11 per cent of the Canadian population is currently living abroad, according to  an April 2024 report from the McGill Institute for the Study of Canada, based at McGill University in Montreal.

It's hard to know how many of those are digital nomads who are working remotely for a Canadian company, said Sen. Yuen Pau Woo, who commissioned the McGill report to shed light on Canada's large diaspora.

• Digital nomads want to work from anywhere. Some worry that's creating problems for local communities

"My hunch is that they would constitute a very small proportion of the 4.3 million or more Canadians living overseas," Woo told CBC News. "They will also be a relatively newer phenomenon, given that the ability to work remotely, broadly speaking, is fairly recent [and] obviously amplified by COVID restrictions."

The federal government doesn't directly track Canadians leaving the country, a spokesperson for Immigration, Refugees and Citizenship Canada confirmed in an email to CBC News. Most of the data available is from what Woo refers to as "indirect sources."

Mexico City struggles with wave of remote workers

CBC News reached out to embassies and programs in the Bahamas, Brazil, Costa Rica, Ecuador, Mexico, Croatia, Greece, Hungary, Italy, Spain, Portugal, South Korea, Turkey, the United Arab Emirates and Seychelles.

There were few responses, but Costa Rica's tourism board said seven Canadians were approved for the country's digital nomad visa between Jan. 1 and April 30 this year.

A spokesperson for the Canadian Embassy in Portugal said it is "aware of a growing number of Canadian visa holders in Portugal, particularly among digital nomads in Lisbon over the past two years, although we lack specific quantitative data to contribute."

• Emigration from Canada to the U.S. hits a 10-year high as tens of thousands head south

Iolanda Andrade, an immigration lawyer based in Lisbon, counts about 10 to 15 Canadians among her clients — all of whom are digital nomads entering Portugal either using the designated nomad visa or a passive income visa called the D7.

While it depends on the country issuing them, digital nomad visas have certain restrictions that limit their accessibility, including a minimum income requirement. In Portugal, applicants to the digital nomad visa need to be earning at least four times the country's minimum wage.

"Normally it's very easy for a Canadian resident or citizen to have the requirements that this type of visa asks for," Andrade said.

Housing costs in Canada a factor in going abroad

As for whether it's a concern that Canadians might be leaving on digital nomad visas because of cost-of-living issues, Woo said he doesn't think the phenomenon should be overstated — least of all because it remains unknown how many Canadians are using these visas abroad.

"The fact that they continue to maintain ties with Canada through work says something about their attachment to the country," he said.

Some Canadians feel differently. Azra Kassam, a 34-year-old digital content manager, arrived in Calgary from Kenya when she was young and spent most of her adult life in Toronto.

Kassam used a digital nomad visa in Croatia last year, went back to visit recently and plans to use the visa again when she returns in September.

Originally, cost wasn't a factor in her decision to apply for the visa. But when housing prices started to skyrocket, it became a more important consideration.

"I think there's a lot of that sentiment going around right now ... you know, the country was supposed to take care of me and they haven't. And it's making me want to go find a new life somewhere else, which is pretty sad," Kassam told CBC News.

• First Person What this digital nomad learned during the COVID-19 lockdown
• Where can you afford to rent in Canada?

She estimates that she's saving about $1,000 a month working remotely in Croatia for her Toronto-based company. She's   established a WhatsApp community for digital nomads and expats in Croatia that now has 500 members, including some Canadians.

"I don't plan on really living in Canada any time soon," Kassam said.

"If I could spend $2,200 on a one bedroom in Toronto or if I could spend $2,200 and that gives me flights, a place to live, groceries, fun things to do — why would I not choose the second one?"

ABOUT THE AUTHOR

Jenna Benchetrit is a senior writer with the business content unit at CBC News. She has also covered entertainment and education stories. A Montrealer based in Toronto, Jenna holds a master's degree in journalism from Toronto Metropolitan University. You can reach her at [email protected].

With files from Shawn Benjamin

Related Stories

• Canadian immigration policy luring tech workers should be a warning to U.S., lawyers say

Language selection

• Français fr

Accessibility at Shared Services Canada

Provide feedback to help us create an accessible and barrier-free Canada.

• Comment on our accessibility plan
• Describe accessibility barriers you have experienced with Shared Services Canada

Services and information

Accessibility plan.

Policies, programs, practices, and services that help our organization contribute to the goal of an accessible and barrier-free Canada

2023 progress report

Results of our activities to improve how our organization contributes to the goal of an accessible and barrier-free Canada

Feedback process

Different ways to provide feedback, how to request alternate formats, what we do with your feedback and how to keep your feedback anonymous

Page details