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Gender-based analysis plus

Gender‑based analysis plus (GBA Plus) is an analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives; and understand how factors such as sex, race, national and ethnic origin, Indigenous origin or identity, age, sexual orientation, socio-economic conditions, geography, culture and disability, impact experiences and outcomes, and can affect access to and experience of government programs.

About this table

The Treasury Board of Canada Secretariat’s (TBS’s) GBA Plus supplementary information table to its 2022–23 Departmental Results Report has two sections:

  • Section 1: institutional GBA Plus capacity

    This section describes key actions taken to advance the implementation of GBA Plus at TBS.

  • Section 2: gender and diversity impacts, by program

    This section provides the following information for each TBS program:

    • a link to the GC InfoBase page for the program, which provides a description of the program’s activities
    • the program’s target population
    • the distribution of benefits by gender, income level and age groupFootnote 1, if different from the standard TBS distributionFootnote 2
    • any data on impacts the program has had in terms of gender and diversity
    • any hyperlinks to public reports or other sources with GBA Plus impact analysis for the program
    • the program’s GBA Plus Data Collection Plan, which describes how the program collects and analyzes data to assess the gender and other impacts of the program on different groups of people

Section 1: institutional GBA Plus governance and capacity

Governance

In 2022–23, TBS focused on the following activities to support GBA Plus governance in the department:

  • better coordinating the application of GBA Plus to internal activities
  • improving consistency in the guidance that TBS provides to the rest of government
  • working through the internal Inclusion, Diversity, Equity and Accessibility Committee to address employment barriers for employees in employment equity and equity‑seeking groups

Capacity

TBS continued to ensure that GBA Plus was integrated into key products and processes, including those related to the preparation and review of Treasury Board submissions and regulatory proposals, as well as those related to research, corporate reporting, and evaluation planning and design. It also worked with other federal organizations to consider the needs of diverse users and stakeholders when developing policies and procedures.

TBS worked with the Women and Gender Equality Canada and the Privy Council Office to respond to the recommendations in the Auditor General’s 2022 report on GBA Plus implementation.

TBS improved its GBA Plus capacity by, for example:

  • encouraging all employees, in its learning guide, to take online courses on GBA Plus through the Canada School of Public Service
  • hiring an employee with experience in GBA Plus planning and analysis to work in the Human Resources Branch

As part of fulfilling government commitments and obligations to make publicly available the analysis of impacts in terms of gender and diversity of its expenditure programs, TBS required departments to include a supplementary information table on GBA Plus in their Departmental Results Reports and further clarified the related guidance.

Section 2: gender and diversity impacts, by program

Core responsibility 1: Spending oversight

Program 1: Expenditure Data, Analysis, Results and Reviews

Program goals: The program exercises an oversight and challenge function to ensure that government spending achieves results and value for money, and supports implementation of section 5 of the Canadian Gender Budgeting Act. Its leadership in making data on spending and performance more transparent and accessible supports both accountability to Canadians and a decision‑making culture that is based on results.

Target population: all Canadians

Specific demographic group outcomes: not applicable

Key program impacts* on gender and diversity
Key program impact statistics
Statistics Result Data source Comment

Percentage of government programs that have a plan for collecting data on their impacts in terms of gender and diversity

65%

2021–22 GBA Plus Supplementary Information Tables to Departmental Results Reports

57% in 2020–21

Percentage of government programs that have at least one indicator for monitoring their impact in terms of gender and diversity

35%

2021–22 GBA Plus Supplementary Information Tables to Departmental Results Reports

29% in 2020–21
Other key program impacts

The program provides guidance for departments on how to incorporate GBA Plus into management decisions and results reporting. In addition, the program assesses compliance and helps departments improve their GBA Plus and data collection strategies for Treasury Board submissions and for the review of Performance Information Profiles.

In 2022–23, the program continued to:

  • refine the guidance to departments on how to report on the gender and other identity‑related impacts of their programs under the Canadian Gender Budgeting Act
  • provide oversight of what departments reported to help programs meet the reporting requirements of the Canadian Gender Budgeting Act
  • contribute to the development of training materials on how to incorporate GBA Plus into Treasury Board submissions, Estimates documents, program evaluations and Performance Information Profiles

In response to the recommendations in the Auditor General’s 2022 report on GBA Plus implementation, TBS made additional efforts to monitor departments’ reporting of program impacts on gender and diversity. Consistent with the statistics reported above, TBS found that departments are improving their data collection plans, but many are still not able to report on program impacts.

TBS has observed some recurring issues with respect to departments’ development of data collection plans:

  • Many departments rely on collection methods that involve voluntary participation or self‑assessment questionnaires
  • Many departments assume that the need for privacy protection prevents them from reporting on impacts of programs based on gender and other identity factors

These and other issues limit, from the outset, departments’ capacity to report on impacts in terms of gender and diversity.

TBS plans to address these issues in its guidance to departments.

Supplementary information sources

Impacts of Gender‑Based Analysis Plus

GBA Plus data collection plan

In 2022–23, the program continued to refine its performance indicators. These indicators are being instituted to:

  • help monitor, on an annual basis, whether government programs can generate disaggregated performance statistics by gender and by other identity factors that are needed to meet reporting requirements under the Canadian Gender Budgeting Act
  • assess, on an ongoing basis, the quality of the departmental plans for monitoring outcomes based on gender and other identity factors that are set out in Treasury Board submissions

The program also partnered with Statistics Canada to include additional identity factors in the Diversity and Skills Database. The database contains information on the characteristics of the owners and workforces of businesses that access Business Innovation and Growth Support programs, including their:

  • sex at birth
  • age
  • immigrant status
  • education level
  • labour force experience

The expanded database will help evaluators and researchers better analyze the participatory and economic impacts of federal innovation programming.

Program 2: Government‑Wide Funds

Program goals: The Government‑Wide Funds program represents funds that are held centrally to supplement other appropriations, from which allocations are made to, or payments and receipts are made on behalf of, other federal organizations.

Target population: all Canadians

Specific demographic group outcomes: not applicable

Key program impacts* on gender and diversity
Other key program impacts

The program implements Treasury Board decisions that call for allocations to be made from the central votes. The allocations directly support the implementation of programs, initiatives and processes that all have their own GBA Plus considerations.

GBA Plus data collection plan

Not applicable. Details on the decisions and allocations related to the central votes are tracked in TBS’s Expenditure Management Component system, but the system contains no GBA Plus information.

Program 3: Oversight and Treasury Board Support

Program goals: The Oversight and Treasury Board Support program performs due diligence reviews of Treasury Board submissions to assess their ability to address government‑wide policy considerations and to help ensure sound implementation of proposed initiatives.

This program includes advice and recommendations to Treasury Board and the Treasury Board President to ensure that submissions demonstrate sound decision‑making, offer value for money, comply with guidance and policy, and advance government priorities. TBS also determines whether the proposed initiatives include plans to consider and measure the potential impacts based on gender and other identity factors.

Target population: all Canadians

Specific demographic group outcomes: All

Key program impacts* on gender and diversity
Other key program impacts

Although individual departments collect data on the performance of individual initiatives related to the distribution of benefits, Oversight and Treasury Board Support assesses submissions to ensure that proposed initiatives will consider and measure outcomes based on gender and other identity factors. The program also advises departments on how to consider and measure outcomes based on gender and other identity factors.

To help departments and agencies incorporate GBA Plus into their proposed policies and programs, TBS implemented a multi‑step approach in its challenge function role:

  • During the review of Treasury Board submissions, the Oversight and Treasury Board Support program encouraged departments to make sure GBA Plus is integrated into all aspects of their proposals, from program design to program delivery and implementation.
  • Working‑level groups in the program met regularly to incorporate GBA Plus into the due diligence review of Treasury Board submissions.
  • To supplement the training provided by Women and Gender Equality Canada, the program developed guidance for analysts who review the GBA Plus information in the program design and implementation sections of Treasury Board submissions.
GBA Plus data collection plan

In 2023–24, the program had no GBA Plus data collection plan because the program’s core business is performing due diligence reviews of other departments’ Treasury Board submissions to advise the Treasury Board on resource allocation, risks and policy compliance.

The program assesses whether Treasury Board submissions adequately address government‑wide policy considerations. It does not manage the implementation of the initiatives proposed in these submissions and does not manage the collection of data on the results of the initiatives.

Core responsibility 2: Administrative leadership

Program 1: Acquired Services and Assets Policies and Initiatives

Program goals: The Acquired Services and Assets (ASAS) program aims to strengthen the management of assets and acquired services in the Government of Canada through the development and implementation of policy instruments governing procurement, real property, materiel management, investment planning and project management. The ASAS program also strengthens the professional capacity of the procurement, materiel management, project management and real property communities throughout the public service through a range of capacity‑building and community‑development initiatives. It ensures that the experiences of diverse groups are considered in those initiatives.

Target population: All Canadians. The program also targets members of the employment equity groups (women, visible minorities, persons with disabilities and Indigenous people) for departmental‑wide recruitment processes and professional development programs (for example, the Comptrollership Leadership Development Program) to support the Comptroller General’s commitment to building a diverse and inclusive workforce.

Specific demographic group outcomes: The program develops and delivers capacity‑building initiatives to promote recruitment, development and retention in the procurement, materiel management, project management and real property communities to help build a skilled, inclusive, diverse and equitable workforce.

Key program impacts* on gender and diversity
Other key program impacts

In 2022–23, the program:

  • conducted GBA Plus of webinars and other online professional development products for the procurement, project management, materiel and real property functional communities to make sure they are inclusive and accessible
  • conducted GBA Plus to make sure the experiences of diverse groups are considered and included in the development of professionalization initiatives for the four ASAS communities: procurement, materiel management, real property, and project management. The review focused on the:
    • the learning architecture, including functional and technical competencies
    • the learning modules in the Comptrollership Leadership Development Program
    • the mandatory project management training
    • the recruitment process
    • the internal and external communications for recruitment campaigns
  • introduced directives for real property, procurement and materiel management under the Policy on the Planning and Management of Investments that incorporated GBA Plus into the requirements for considering socio‑economic benefits in procurements, including the requirements related to:
    • accessibility
    • the participation of Indigenous people
    • unbundling larger procurements to allow smaller, more specialized businesses from marginalized communities to be considered for contracts for government
  • supported Public Services and Procurement Canada in developing training on GBA Plus in procurement
GBA Plus data collection plan

The program has:

  • leveraged the Management Accountability Framework to determine whether departments have strategies in place to increase the diversity of their suppliers, specifically, to increase procurement from Indigenous businesses
  • surveyed managers of major projects in departments about employment equity, their experiences and certification requirements to identify and reduce diversity gaps in the project management community across the public service
  • continued to explore better approaches to identify and collect information on gender, diversity and other identity factors for the program’s policies and initiatives; and the review of program-level performance indicators
  • collected data on gender and other intersecting identity factors as part of its professional development initiatives and is using the analysis of this data to draft an action plan for adding a GBA Plus lens to professional development activities for the ASAS communities. This will be expanded to other areas as the action plan is implemented.

Program 2: Canadian Digital Service

Program goals: The Canadian Digital Service (CDS):

  • works with partner organizations to improve government services for users by meeting high standards for accessibility and inclusion
  • builds capacity across government for human‑centred service design and iterative development
  • provides advice to inform government decisions about digital investments

Target population: all Canadians

Specific demographic group outcomes: not applicable

Key program impacts* on gender and diversity
Other key program impacts

The CDS strives to meet high standards for accessibility and inclusion through its services and internal diversity, equity and inclusion initiatives. This includes:

  • considering the needs of diverse populations in user testing of its products
  • formal and informal learning and affinity groups where employees can discuss experiences related to race, gender, sexuality, neurodivergence and more
  • a hiring process that integrates considerations of diversity and inclusion throughout

The adoption of CDS platform services government‑wide will make public‑facing federal government services more accessible across Canada.

In 2022–23, CDS worked to make its own platform services more accessible and to help departments make their services more accessible. For example:

  • it conducted automated and manual testing of CDS platform services to identify and address barriers to their use
  • it brought in external experts to conduct accessibility audits on several CDS services, increasing the knowledge of staff in the process
  • it conducted usability testing with persons with disabilities
  • it provided organization‑wide training on accessibility and inclusion in relation to digital services
  • it offered workshops on specific aspects of accessibility tailored to participants’ needs

CDS also worked to enhance diversity, equity and inclusion. For example:

  • it offered organization‑wide training in unconscious bias, tailored to the needs of CDS employees
  • it held listening sessions during which working‑level employees could speak directly to management about experiences of discrimination; these sessions were modelled on a non‑hierarchical approach to discussion and learning
  • it started using a hiring process that integrates considerations of diversity and inclusion throughout, with attention to potential for employees to grow in key cultural competencies
  • it held QueerTech sessions, making space for queer employees to discuss experiences and barriers to working in tech
  • it organized groups where employees could learn about and recognize the reality of anti‑Black and anti‑Indigenous racism and unlearn related socialized behaviours
  • it held activities during commemorative events such as Black History Month and Asian Heritage Month to promote learning about different cultures and to celebrate diversity at CDS
  • it compiled an inclusive language lexicon
GBA Plus data collection plan

Where possible, the program collects data on its impacts based on gender and other identity factors as part of its design research and usability testing practices for the products and services it develops.

To support its employees, CDS also surveys staff annually on their experiences related to inclusion, belonging and workplace practices and looks at the results based on different identity factors (including race, gender, age, disability and tenure).

Program 3: Communications and Federal Identity Policies and Initiatives

Program goals: The program sets the requirements that enable departments to provide Canadians with information about Government of Canada decisions, policies, programs and services and that support the use of a consistent and coherent identity. The program has mandatory requirements as well as guidance to support departments in their development of inclusive communications products, including Canada.ca, the Government of Canada’s main website.

Target population: all Canadians

Specific demographic group outcomes: not applicable

Key program impacts* on gender and diversity
Other key program impacts

In 2022–23, the program consulted with practitioners experienced in diversity and inclusion on how to apply a GBA Plus lens to departmental communications products and activities. The consultations covered the following areas:

  • tailoring communications to reach different audience groups
  • testing messages
  • using plain and inclusive language
  • using inclusive images
  • evaluating the effectiveness of communications products
  • available training and tools

The program began developing best practices based on input from practitioners.

In addition, the program issued the Guidelines on Making Communications Products and Activities Accessible. These guidelines support the Government of Canada’s direction to ensure that departments consider accessibility when planning and developing communications products and activities.

The program completed planning activities for running usability tests of Canada.ca with assistive technology users. These tests will take place in the first quarter of 2023–24. They will focus on ensuring that changes to the core elements of the Canada.ca design are appropriate for people who use screen readers and screen magnifiers.

GBA Plus data collection plan

In 2022–23, the program collected information from practitioners experienced in diversity and inclusion. The objective was to gather best practices to enable the program to create guidelines for departments to use when developing communication products.

Program 4: Digital Policy

Program goals: This program sets the strategic direction and develops the policies for management of information and data, information technology, services, access to information, privacy, and security for government institutions, departments, and agencies, as applicable. The program aims to enhance the use of data, openness and transparency across government initiatives for the purpose of promoting diversity and inclusion.

Target population: all Canadians

Specific demographic group outcomes: The program aims to benefit a broad spectrum of demographic groups, including:

  • women
  • Indigenous people
  • Black or other racialized or visible minority communities
  • persons with disabilities
  • individuals who have lower education levels
Key program impacts* on gender and diversity
Key program impacts statistics

The program supported the Digital Community Mentorship Program (DCMP), which aims to promote a more diverse and representative group of senior executives for digital leadership in the Government of Canada. A survey of the participants in the DCMP found that:

  • 85% of the mentees rated their relationship with their mentor as excellent
  • 75% of the mentors were rated as very good for their offering of advice and encouragement with respect to their mentee’s goals

The DCMP also promoted interdepartmental networking for mentees, exchange of knowledge and experiences and one‑on‑one interaction and continuous follow‑up.

Other key program impacts

In 2022–23, the program continued work aimed at understanding and enhancing the use of data, openness and transparency across government initiatives for the purpose of promoting diversity and inclusion. The program also undertook activities to attract, develop and retain diverse digital talent, as outlined in the Government of Canada’s Digital Ambition.

The Treasury Board of Canada Secretariat released the 2022–2024 National Actional Plan on Open Government, which was developed in response to consultations and based on lessons learned from the previous plan, including recommendations from a GBA Plus assessment. The plan highlights the existing and potential benefits to diverse communities through open government and engagement. It also provides resources for developing the necessary culture and approaches to support inclusive program design.

GBA Plus data collection plan

The program:

  • collects data on gender and other socio‑economic factors through the Citizens First survey and the annual update of the Government of Canada Service Inventory to monitor and report on satisfaction with government services among different population groups
  • partners with departments including Women and Gender Equality Canada, Statistics Canada, Indigenous Services Canada, and Crown‑Indigenous Relations and Northern Affairs Canada to explore innovative practices that combine inclusion and open data, for example:
    • collection and publication of disaggregated data
    • data ethics
    • Indigenous data sovereignty
    • looking at how considerations related to collecting data for GBA Plus can be incorporated into national action plans
    • development of a GBA Plus and inclusion toolkit for national action plan commitment leads

As part of the review of the access to information system, the program surveyed users about their experience with making access to information requests. Respondents could self‑identify according to different demographic factors (for example, membership in an equity‑seeking group, and location and area of employment). The results of the Access to Information User‑Experience Survey are posted on the open.canada.ca portal.

Also, as part of the Access to Information Review, TBS consulted Indigenous peoples, governing bodies and organizations to learn from their experiences with access to information. The input received was summarized in the Access to Information Review Indigenous‑specific What We Heard Report. Advancing data sovereignty and removing barriers to accessing information is central to the work that is already being done based on the review and to work that is planned for the future.

Program 5: Digital Strategy, Planning, and Oversight

Program goals: The Digital Strategy, Planning, and Oversight program supports the achievement of the Government of Canada’s enterprise digital transformation objectives through enterprise strategic planning, digital investment oversight, and cybersecurity and digital enablement initiatives and activities. This program is taking an integrated approach to advancing diversity, equity and inclusion in the GC digital community.

Target population: all Canadians

Specific demographic group outcomes: With GBA Plus and anti‑bias methodologies incorporated throughout the design and development, the program aims to benefit a broad spectrum of demographic groups, including:

  • women
  • Indigenous people
  • Black or other racialized or visible minority communities
  • persons with disabilities
  • individuals who have lower education levels
Key program impacts* on gender and diversity
Other key program impacts

In 2022–23, a preliminary version of the GC Digital Talent Platform was launched to connect Government of Canada hiring managers to digital talent across the country. The platform will enhance existing government‑wide digital talent recruitment and talent management initiatives led by the Office of the Chief Information Officer to advance diversity, inclusion and equity in the GC digital community.

GBA Plus is incorporated throughout the design and development of the GC Digital Talent Platform. For instance, platform design is continually tested with people who use a wide variety of assistive technologies to ensure that accessibility is built in from the start.

The Indigenous talent component of the platform is designed and tested in close collaboration with Indigenous partners through the IT Apprenticeship Program for Indigenous Peoples, and the platform hosts the online presence of that program. The platform team and the apprenticeship program team continue to work together to develop an online application process for the program on the platform.

Also in 2022–23, the program continued to implement the three performance commitments for departmental chief information officers in order to promote the representation of women and diversity groups in the information management and information technology (IM/IT) and cybersecurity communities.

GBA Plus data collection plan

The program collects data on women and diversity groups in the government’s IM/IT and cybersecurity communities to inform the program’s efforts to increase their representation in these communities. The GC Digital Talent Platform will start collecting data once the final version is launched. Data collection will be limited at first. As the platform matures, more data will be collected so that a preliminary analysis can be done of how users from different groups interact with the platform (for example, whether they are found from a skills search, whether they are connected to managers, or whether they are selected for job opportunities) and identify opportunities for improvement.

Program 6: Financial Management Policies and Initiatives

Program goals: The Financial Management Policies and Initiative program strengthens the professional capacity of the financial management community throughout the public service through a range of capacity‑building strategies and initiatives, including recruitment, development and retention to help build a skilled, inclusive, diverse and equitable workforce.

Target population: all Canadians

Specific demographic group outcomes: not applicable

Key program impacts* on gender and diversity
Other key program impacts

The program develops and delivers capacity building and talent management strategies and initiatives to promote recruitment, development and retention in the financial management community to help build a skilled, inclusive, diverse and equitable workforce.

In 2022–23, the program took into account systemic inequalities when it reviewed the Treasury Board’s financial management policy instruments. On behalf of the Office of the Comptroller General, an external company conducted a voluntary survey of FI‑03, FI‑04 and EX‑01 employees across the public service. Participants were asked to share their perspectives and experiences related to inclusion, diversity, equity and accessibility. Out of a total of 2,600 public servants, 958 (37%) completed the survey. The responses were disaggregated and analyzed based on race, gender, sexual orientation and disability. An intercultural development inventory assessment was also done and sent to deputy chief financial officers to help individuals and teams assess and reflect on their degree of cultural sensitivity.

GBA Plus data collection plan

The program uses existing human resources data to inform the program’s efforts to build an inclusive and diverse financial management community.

A data strategy is being developed to obtain internal human resources data to assess the current state of the financial management community. The data will be used to identify gaps and support talent development discussions and recruitment strategies. As part of this strategy, supplementary information is being gathered on financial executives to fill data gaps and help improve the recruitment and development strategies. The target date for implementing this strategy is March 31, 2024.

Program 7: Digital Comptrollership Program

Program goals: The Financial Management Transformation Sector of the Office of the Comptroller General is working with departments and agencies to transform financial management and materiel management functions by innovating practices, standardizing data and processes, and improving analytics and reporting through the implementation of modern financial systems. These activities will strengthen internal controls and enable financial and program areas to provide better information to decision‑makers.

Target population: Public servants and decision‑makers

Specific demographic group outcomes: not applicable

Key program impacts* on gender and diversity
Other key program impacts

In 2022–23, the program provided tools and resources to make sure its digital products met high standards for accessibility and inclusion, and to meet official language requirements, including:

  • Accessibility

    When departments and agencies are implementing new government‑approved financial management systems (for example, using SaaS or through activities associated with the data collection plan), the program ensures that information and communication technology (ICT) components:

    Components include user interface, administrative interface, product documentation, training documentation, ICT support services, reports, and system‑generated emails.

  • Official languages

    Under the Official Languages Act, the Government of Canada has an obligation to provide service delivery in Canada’s two official languages. The Digital Comptrollership Program, through current contracts, business capability model assessment, and investment alignment analysis, ensures that all user‑facing components of financial management systems applications, services, information and tools are available in both official languages, and that they:

    • provide materials for any user in both official languages
    • provide personal communications to users in the user’s language of choice
    • ensure that all user‑oriented communication materials are available for distribution in both official languages

    Compliance will be determined by looking at documented contracts, assessing the business capability model, and analyzing investment alignment analysis to ensure that all components meet official languages requirements.

GBA Plus data collection plan

The program will continue to work to provide financial management systems that will help departments meet standards that impact gender and diverse communities. To monitor progress, the Digital Comptrollership program works closely with departments and agencies to collect information on the implementation of new solutions and how they impact GBA Plus communities. The data is collected through governance supported by the Directive on the Stewardship of Financial Management Systems.

Program 8: Greening Government Operations

Program goals: The Greening Government Strategy is a Government of Canada directive that specifies how the government will transition to net‑zero carbon and climate‑resilient operations, while also reducing environmental impacts beyond carbon, including on waste, water and biodiversity. The Centre for Greening Government is coordinating implementation by departments. Because the scope of this program is limited to internal government operations, it will not unduly impact diverse groups in the general population based on gender, income or age.

Target population: federal departments and public servants

Key program impacts* on gender and diversity

The Greening Government Fund provides project funding to federal departments and agencies to reduce greenhouse gas (GHG) emissions in their operations. The fund targets projects that test or implement innovative approaches, that can be reproduced within or across departments, and that pursue solutions in areas where GHGs are difficult to reduce. To encourage departments to consider reducing barriers and promoting access, the fund includes a criterion in the technical review process that gives departments bonus points for proposals that include considerations relating to gender and other identity factors in the development of the project.

Key program impact statistics
Statistics Result Data source Comment

The percentage of projects funded by the Greening Government Fund that have included gender and other identity factors during project development

85%

Cycle 4 Greening Government Fund proposals (June 2022) 

11 of 13 Greening Government Fund projects approved for funding in Cycle 4 included gender and other identity factors during project development
GBA Plus data collection plan

The program is working to:

  • reduce the federal government’s GHG emissions
  • make federal government operations more climate‑resilient

Although the program is limited to internal federal operations, it tracks the following indicators:

  • starting in 2022–23, the percentage of projects funded by the Greening Government Fund that have included gender and other identity factors during project development
  • starting in 2023–24, for the Low‑Carbon Fuel Procurement Program, the percentage of fuel suppliers that meet Public Services and Procurement Canada’s criteria for GBA Plus

Program 9: Internal Audit Policies and Initiatives

Program goals: The internal audit function informs the oversight of public resources throughout the federal public administration by providing assurance as to whether government activities are managed in a way that demonstrates responsible stewardship to Canadians. In doing so, the program develops and delivers capacity‑building and talent management strategies and initiatives to promote recruitment, development and retention in the government’s internal audit community, including departmental audit committees, with a focus on building a skilled, inclusive, diverse and equitable workforce.

Target population: all Canadians

Specific demographic group outcomes: see program impact statistics below

Key program impacts* on gender and diversity
Key program impact statistics
Statistics Result Data source Comment

Gender distribution of departmental audit committee (DAC) members

61.4% of DAC members are women

DAC statistics and demographics report

Increase from 2021–22 (60.6%) and above labour market availability rate (48.2%)

DAC members who have French as a first language

23.5%

DAC statistics and demographics report

DAC members who identify as belonging to a visible minority

26.1%

DAC statistics and demographics report

Decrease from 2021–22 (32.3%) but above labour market availability rate (21.3%)

DAC members who identify as persons living with a disability

11.1%

DAC statistics and demographics report

Increase from 2021–22 (5.2%) and above labour market availability rate (9.1%)

DAC members who identify as Indigenous

13.1%

DAC statistics and demographics report

Increase from 2021–22 (11%) and above labour market availability rate (4.0%)

DAC members outside Ontario and Quebec

41.2%

DAC statistics and demographics report

n/a

Internal audit functions where representation of Indigenous employees is lower than labour market availability

80%

Capacity Assessment Template

New indicator

Internal audit functions where representation of persons with disabilities is lower than labour market availability

63%

Capacity Assessment Template

New indicator

Internal audit functions where representation of visible minority employees is lower than labour market availability

18%

Capacity Assessment Template

New indicator

Internal audit functions where representation of women employees is lower than labour market availability

18%

Capacity Assessment Template

New indicator
Other key program impacts

The program develops and delivers capacity‑building and talent management strategies and initiatives to promote recruitment, development and retention in the government’s internal audit community, including departmental audit committees (DACs), with a focus on building a skilled, inclusive, diverse and equitable workforce.

It also obtains more specific information from the quantitative and qualitative data collected annually on the performance and capacity of the internal audit function across government. This information provides insight into different aspects of the internal audit workforce to determine whether there are differences based on gender and other identity factors (for example, whether there are gender or other differences between those who have a professional designation and those who don’t or between those who are participating in a talent management program and those who aren’t).

The 2023 Capacity Assessment Template includes a question to help identify where the internal audit function might be falling short of labour market availability rates for employment equity groups. This is key to the program’s renewed vision for internal audit, which promotes diverse teams and DACs that reflect Canada’s diversity.

GBA Plus data collection plan

The program runs a voluntary self‑identification campaign for prospective DAC members in order to gather information on committee demographics and to ensure appropriate representation.

It also obtains more specific information from the quantitative and qualitative data collected annually on the performance and capacity of the internal audit function across government. This information provides insight into different aspects of the internal audit workforce to determine whether there are differences based on gender and other identity factors (for example, whether there are gender or other differences between those who have a professional designation and those who don’t or between those who are participating in a talent management program and those who aren’t).

The 2023 Capacity Assessment Template includes a question to help identify where the internal audit function might be falling short of labour market availability rates for employment equity groups. This is key to the program’s renewed vision for internal audit, which promotes diverse teams and DACs that reflect Canada’s diversity.

Program 10: Management Accountability Framework

Program goals: The Management Accountability Framework (MAF) is used to set management expectations, measure performance across key areas of management, hold deputy heads accountable for organizational management, and support continuous improvement of management practices in departments. The assessments under the MAF are ultimately intended to ensure that departments are undertaking the management practices to fulfill their organizational priorities and departmental mandates.

Target population: all Canadians

Specific demographic group outcomes: not applicable

Key program impacts* on gender and diversity

Not applicable.

GBA Plus data collection plan

In 2022–23, the MAF was used to assess the reporting of departments and agencies on the impacts of their programs based on gender and other identity factors.

The program is exploring other ways to collect data from departments on the impacts of their diversity and inclusion efforts on different identity groups in areas such as results management, security management, and service management to encourage a broader range of management practices that foster diversity and equity.

Program 11: Public Service Accessibility

Program goals: The Office of Public Service Accessibility aims to help departments and agencies create a barrier‑free environment for employees with disabilities. Applying an accessibility lens in line with GBA Plus is central to the development of barrier‑free programs and services.

Target population: federal public servants with disabilities and all Canadians with disabilities

Specific demographic group outcomes: not applicable

Key program impacts* on gender and diversity
Key program impact statistics
Statistics Result Data source Comment

Overall representation of persons with disabilities in the federal public service

6.2%

Employment Equity Annual Report 2021–22

Increase from 2020–21 results. This is the largest increase in 20 years, but the result is still below labour market availability (9.1%).
Other key program impacts

In 2022–23, the program:

  • maintained and updated a self‑assessment tool to help departments and agencies identify, prevent and eliminate barriers to accessibility
  • maintained and updated an Accessibility Hub to centralize information and learning resources that departments can use to improve accessibility and to make their workplaces and services more inclusive for persons with disabilities
  • continued to invest in innovative and experimental projects and initiatives through the Centralized Enabling Workplace Fund, which aims to improve workplace accommodation practices and remove systemic barriers that create a need for individual accommodation
  • advanced a culture of accessibility, diversity and inclusion by making the GC Workplace Accessibility Passport available on Canada.ca and providing guidance for managers on building inclusive and barrier‑free workplaces
  • conducted a public opinion research study of causes and impacts of harassment and discrimination of persons with disabilities in the federal public service. The findings will inform recommendations for addressing the causes and impacts of harassment and discrimination in the workplace to ensure a healthy and respectful work environment
  • integrated intersectionality into engagement events to advance accessibility and foster culture change across the federal public service
Supplementary information sources

Employment Equity in the Public Service of Canada for Fiscal Year 2021 to 2022

GBA Plus data collection plan

The program uses administrative data collected every year and survey data collected every two years to monitor and report on its impacts based on gender and other identity factors.

Core responsibility 3: Employer

Program 1: Employee Relations and Total Compensation

Program goals: Developing policies and setting the strategic direction for people and workplace management in the public service. The program also manages total compensation in the core public administration and represents the government in labour relations matters. In the pursuit of these goals, the program uses data on impacts on gender and other identity factors to manage its human resources and total compensation programs and policies.

Target population: Employees of the core public administration

Specific demographic group outcomes: see program impacts statistics below

Key program impacts* on gender and diversity
Key program impact statistics
Statistics Result Data source Comment

Percentage of retired members of the public service pension plan who are female

2022: 49.5%

Public Services and Procurement Canada

Percentage of survivors receiving benefits who are female

2022: 84.3%

Public Services and Procurement Canada
Other key program impacts

In 2022–23, the program:

  • continued to work with more than 20 interdepartmental equity‑seeking employee networks to make sure its initiatives and approaches meet their needs
  • worked to apply the Pay Equity Act to the Royal Canadian Mounted Police to help ensure equitable compensation for those employees
  • worked to define the pay equity committees that will help the public service and the Royal Canadian Mounted Police roll out their pay equity plans

The program also analyzed legislative and demographic trends related to inclusion in the administration of the Public Service Pension Plan.

GBA Plus data collection plan

At present, the program uses administrative, program and survey data to monitor and report on its impacts based on gender and other identity factors.

In future, it will use information from Labour Canada on various issues related to harassment and occupational health and safety. Benchmarking data from internal and external studies will also be used to examine the competitive position of the federal government’s compensation and human resources management policies compared with that of other employers.

Program 2: Executive and Leadership Development

Program goals: This program supports leadership development and professional mobility among executives and includes a diversity lens, with the objective of fostering an inclusive senior leadership cadre. To this end, a comprehensive approach that blends system‑wide actions and tailored strategies will provide historically marginalized groups with equitable talent visibility and development opportunities to address gaps in representation and foster a culture of inclusion for all.

Target population: executives in the core public administration

Distribution of benefits
Factor Group

By gender

Fourth group: 60% to 79% women

By income level

Fifth group: strongly benefits high‑income people (strongly regressive)

Specific demographic group outcomes: executives, particularly those who:

  • are female, of diverse gender identities, or non‑binary
  • are 2SLGBTQIA+
  • are Indigenous
  • are Black and racialized
  • have a lived experience of disability
  • are from a religious or cultural minority
  • are significantly younger or older than traditionally expected for the rank and role
  • are based in the regions (in other words, not in the National Capital Region)
  • are parents of young children or caring for other dependants
Key program impacts* on gender and diversity
Key program impact statistics
Statistics Result Data source Comment

Employment equity distribution of executives in the core public administration

Women: 53.2%

Visible minorities: 14.0%

Indigenous people: 4.9%

Persons with disabilities: 6.5%

Employment Equity Database as of March 31, 2021

Increase from 2021–22

Age distribution of executives in the core public administration

49.6% of executives are age 50 or over

Human resources statistics database as of March 31, 2022

The data is for the core public administration (CPA) and includes the Law Management occupational group (LC)
Other key program impacts

The program continued to advance a leadership strategy to modernize the way the public service attracts, develops, retains and rewards leaders. The vision is “People‑centred leaders delivering better results for Canada.” Almost 2,000 public servants were consulted as part of developing a modernized leadership competency profile to set expectations for an inclusive leadership culture. In support of diverse and inclusive development and succession planning at the executive level, the program incorporated an enhanced diversity lens into talent management of senior leaders by:

  • encouraging executives to self‑identify if they are members of any of the employment equity groups so that they can get tailored supports and to help compile more detailed data on representation in the executive community
  • ensuring that deputy heads would discuss all assistant deputy ministers (ADMs) who self‑identified or who authorized their identification as part of a diversity initiative, including in cases where the ADM’s talent map placement would not usually have led to a discussion
  • equipping deputy heads with information on remaining representation gaps and intersectional trends among the ADM community and people in the talent pipeline
  • encouraging deputy heads to take action to support talent development
  • promoting opportunities for inclusive talent development activities
  • providing deputy heads and heads of human resources with the talent profiles of middle‑level executives who self‑identify as members of one or more employment equity groups
  • continuing to put in place “inclusion stewards” (deputy heads designated to raise awareness of unconscious bias and to train people in how to identify, challenge and mitigate it, as part of the ADM talent discussions)
  • building a toolkit to help departments implement their own initiatives to mitigate bias during the talent and performance management processes, and leading workshops for the human resources community across the public service to help them use the toolkit
  • continuing to implement talent development strategies for Black and Indigenous executives by working with executive diversity networks to:
    • collect and share with deputy heads and heads of human resources the talent profiles of junior and mid‑level Black executives, track their career progress, and send messages to specific individuals to encourage them to consider pursuing career advancement
    • promote the services offered by partner networks to develop talent
    • recommend high‑level executives from diverse backgrounds
  • maintaining the requirement, introduced in 2020, that 50% of departments’ nominees for the Executive Leadership Development Program be executives who have self‑identified as members of one of the following employment equity groups, which had been under‑represented in the program: Indigenous people, visible minorities or persons with a disability. In 2021–22, over 60% of the candidates selected for the executive stream belonged to at least one of these three groups
  • strengthening the GBA Plus lens in the talent management strategy for the public service by including intersectional data analysis of the ADM community, as well as intersectional considerations in inclusive guidance provided to deputy heads to help identify high‑potential individuals
GBA Plus data collection plan

The program uses survey data collected every two years and workforce data collected every year from the Executive Talent Management System to monitor and report on gender and other identity factors related to the executive ranks of the public service. The program also uses qualitative data drawn from engagement with partner executive diversity networks, as well as other sources of quantitative data, such as representation data extracted from the pay system every year.

Program 3: People Management Systems and Processes

Program goals: The People Management Systems and Processes (PMSP) program supports the Chief Human Resources Officer of Canada who, as the business owner, provides coordinated and strategic oversight for enterprise‑wide human resources systems, processes, standards and controls. The PMSP program executes the business‑owner functions in response to the Phoenix pay crisis and the Next Generation Human Resources and Pay Initiative, which will replace Phoenix.

Key areas of the program include providing strategic direction for the development, implementation and maintenance of common human resources systems, processes, standards and controls for the Government of Canada; collaborating with partners to develop and operationalize the human resources business frameworks and enable infrastructure; supporting change management for key stakeholders; monitoring compliance to ensure that people management tools and services meet the Government of Canada’s needs now and into the future; and maintaining relationships with bargaining agents.

Target population: employees of the core public administration

Specific demographic group outcomes: not applicable

Key program impacts* on gender and diversity
Other key program impacts

In 2022–23, Shared Services Canada (SSC) assumed operational leadership of the Next Generation Human Resources and Pay Initiative. Consultations with employees from the designated and equity‑seeking groups were planned and conducted under the direction of SSC.

GBA Plus data collection plan

Not applicable. The program provides application support for programs such as the People and Culture program which collects its own data for GBA Plus.

Program 4: Public Service Employer Payments

Program goals: TBS holds funds centrally to supplement appropriations, from which allocations are made on behalf of other federal organizations. Payments can also be made and receipts can be issued on behalf of these organizations. These funds provide payments for the employer’s share of health, income maintenance, and life insurance premiums; payments to or in respect of provincial health insurance plans, payroll taxes and provincial taxes; the reimbursement of employment insurance premium rebates; and payments of administration costs.

Target population:

  • All contributors and beneficiaries recognized by the Public Service Superannuation Act towhom pension benefits are owed
  • Active and retired employees and their eligible dependents who are entitled to health and dental benefits

Specific demographic group outcomes: not applicable

Key program impacts* on gender and diversity

Not applicable.

GBA Plus data collection plan

Not applicable. The program provides funding to supplement appropriations for programs such as the Employee Relations and Total Compensation program, which collects its own data on the use of GBA Plus.

Program 5: Research, Planning and Renewal

Program goals: The Research, Planning and Renewal program leads research into and experimentation with innovative practices across the public service to manage people effectively in preparation for the future of work. It collects, consolidates and reports on data analytics for administrative and performance data and surveys related to people management, including the oversight and design of the people management indicators of the Management Accountability Framework. The program contributes to evidence‑based decision‑making by leading the development of an enterprise‑wide strategy for managing data on human resources. The program uses a range of surveys (for example, the Public Service Employee Survey) and demographic reports to gather data on the public service workforce and on employees’ perceptions of the workplace to monitor and report on program impacts by gender and other identity factors. These data sources also support government‑wide leadership on strategic planning for workforce management to build capacity for the future and to support excellence in managing people.

Target population: employees of the core public administration

Specific demographic group outcomes: all employees of the core public administration

Key program impacts* on gender and diversity
Key program impact statistics
Statistics Result Data source Comment

Public service employees who feel encouraged to be innovative or to take initiative in their work

Overall: 72%

Men: 70%

Women: 75%

Another gender: 69%

Racialized, non‑Indigenous people: 74%

Persons with a disability: 66%

Indigenous people: 70%

24 years of age and under: 80%

25 to 29 years of age: 75%

30 to 34 years of age: 72%

35 to 39 years of age: 72%

40 to 44 years of age: 72%

45 to 49 years of age: 72%

50 to 54 years of age: 71%

55 to 59 years of age: 70%

60 years of age and over: 70%

2022–23 Public Service Employee Survey, specifically, responses to question 14: “I am encouraged to be innovative or to take initiative in my work.”

Employees who said they strongly agreed or somewhat agreed
Other key program impacts

The Research, Planning and Renewal program:

  • led the design and assessment of the People Management area of the Management Accountability Framework, which included assessment of organizations’ efforts to increase diversity and inclusion. The MAF questions about diversity and inclusion are designed to prompt organizations to analyze gender and other identity factors so that they can incorporate GBA Plus and future‑of‑work objectives and lenses into their management practices
  • analyzed the results of the Public Service Employee Survey and the Student Exit Survey using a GBA Plus lens to better understand the nuances in the results and the different lived experiences of public servants
  • provided data on the core public administration workforce to departments and agencies to support services and programs in which a GBA Plus lens is applied
  • began developing evaluation methodologies to guide experimentation on hybrid work, which will involve using a GBA Plus lens when analyzing the findings

The program also applied a GBA Plus lens to its work on:

  • post‑pandemic planning guidance provided to departments and agencies
  • the future of work: diversity, inclusion and accessibility continue to be strategic areas of focus for the future of work
  • flexible and equitable work arrangements: GBA Plus considerations were incorporated into an assessment of hybrid work scenarios and were part of consultations with stakeholders in 2022–23
Supplementary information sources

Public Service Diversity and Inclusion statistics

GBA Plus data collection plan

The program uses the Public Service Employee Survey, which is conducted every two years, to monitor and report on program impacts in terms of gender and other identity factors.

Program 6: Workplace Policies and Services

Program goals: The Workplace Policies and Services program supports the Treasury Board in establishing the strategic direction for people management and for the use of official languages at work and in providing services to the public. It seeks to provide the foundation for excellence to manage a productive, healthy, safe and inclusive public service. In doing so, the program helps attract, retain and develop a skilled and diverse workforce that can communicate in both official languages. To achieve its goals, the program develops and supports implementation of policies, directives and standards for people management, values and ethics, official languages for communications with the public, workforce bilingualism, workplace well‑being, and diversity and inclusion.

Target population: employees in the core public administration

Specific demographic group outcomes: not applicable

Key program impacts* on gender and diversity
Key program impact statistics
Statistics Result Data source Comment

Percentage of institutions where communication in designated bilingual offices nearly always occurs in the official language chosen by the public

91.6%

Reviews on official languages

The target was to achieve a result of at least 90% by March 2023.

Percentage of executives who are members of designated employment equity groups (compared with workforce availability)

Visible minorities: 14% (workforce availability: 11.2%)

Women: 53.2% (workforce availability: 48.2%)

Indigenous people: 4.9% (workforce availability: 5.2%)

Persons with disabilities: 6.5% (workforce availability: 5.3%)

Employment Equity Annual Report 2022

The target was to at least equal workforce availability.

Percentage of employees who are members of designated employment equity groups (compared with workforce availability)

Visible minorities: 20.2% (workforce availability: 17.2%)

Women: 56% (workforce availability: 53.3%)

Indigenous people: 5.2% (versus 3.8%)

Persons with disabilities: 6.2% (versus 9.1%)

Employment Equity Annual Report 2022

The target was to at least equal workforce availability.

Percentage of employees who indicate that their organization respects individual differences

Racialized, non‑Indigenous population: 77%

Women: 78%

Indigenous people: 70%

Persons with disabilities: 65%

2022–23 PSES

The target was to achieve at least 69%.

Percentage of employees who indicate that they have been the victim of discrimination on the job in the past 12 months

Racialized, non‑Indigenous population: 9%

Women: 7%

Indigenous people: 13%

Persons with disabilities: 17%

2022–23 PSES

The target is to achieve at least 7%.
Other key program impacts

In 2022–23, the program:

  • collaborated with other stakeholders on:
    • continuing to develop and analyze policy options to address official languages barriers to Indigenous employees
    • completed a joint employer‑union report on the use of Indigenous languages in the public service
  • addressed GBA Plus considerations as part of securing funding to support the modernization of the Official Languages Act
  • worked with the Public Service Commission of Canada (PSC) and with employee diversity networks, bargaining agents, senior officials for diversity and inclusion, and employment equity groups on many matters, including:
    • the implementation of amendments to the Public Service Employment Act (PSEA) to address systemic barriers for equity‑seeking groups in the staffing process
    • the PSC’s new investigative powers under the amended PSEA
  • drafted a submission to the task force on the review of the Employment Equity Act that included 31 recommendations resulting from approximately 100 written submissions from representatives of departments and networks, and from over 10 consultation sessions with diverse groups
  • through the Centre on Diversity and Inclusion, supported initiatives directed at and developed with members of equity‑seeking groups, including:
    • Career Pathways for Indigenous Employees: a resource hub for Indigenous employees. The site addresses barriers related to onboarding, employee retention and career development faced at different stages of an employee’s career (from joining the public service to entering the executive cadre).
    • Mentorship Plus (M+): a program that supports career progression for equity‑seeking employees by pairing them with executive mentors and sponsors. The M+ team helps departments and agencies set up programs that enhance traditional mentorship by adding the element of sponsorship.
    • Federal Speakers’ Forum on Lived Experience: a platform for public servants to share lived experiences related to mental health, accessibility, diversity and inclusion.
    • Mosaic Leadership Development Program: a leadership development program for equity‑seeking employees at the EX‑minus‑1 level that equips them with the skills they need to enter the executive cadre. The second cohort is planned for fall 2023.
    • new self‑identification app: A centralized app that will allow the measuring of representation beyond the four designated employment equity groups will be launched this fall. The app takes a modernized approach to data management and incorporates a new self‑ID questionnaire designed to give a more complete picture of the demographic diversity of employees and enhance measurement, reporting and programming.
  • applied intersectionality to its mental health promotion, outreach and engagement activities, from the selection of imagery used in public communications to the choice of moderators and panelists for mental health events co‑hosted with the Canada School of Public Service
  • co‑hosted the Government of Canada’s 2022 Diversity and Inclusion Conference with the Canada School of Public Service, Statistics Canada and Canadian Heritage
  • published Optimizing a Hybrid Workforce: Spotlight on Telework, guidance for managers and employees when implementing a hybrid approach to work
  • published the revised Duty to Accommodate: A General Process for Managers tool, which promotes a positive and collaborative approach to addressing barriers in the workplace
  • in collaboration with the Public Service Commission, launched a review of the qualification standards in relation to official languages from a diversity and inclusion perspective
  • initiated the development of an inclusive, flexible, accessible, learner‑driven language training framework that considers the needs of equity‑seeking groups in order to support a culture that promotes bilingualism in the workplace, as well as ongoing learning and the regular use of second official language skills
Supplementary information sources

Detailed information is available in the Employment Equity Annual Report, the Annual Report on Official Languages, the Public Service Employee Survey and on the Diversity and Inclusion statistics page of the Treasury Board of Canada Secretariat’s website.

GBA Plus data collection plan

The program uses a range of workforce and survey data sources to monitor and report on its impacts in terms of gender and diversity. The program is reviewing the data to gain a better understanding of data availability and needs, including from an intersectional lens, for both representation and perception data sources.

Core responsibility 4: Regulatory Oversight

Program 1: Regulatory Policy, Oversight and Cooperation

Program goals: The program provides leadership and management of the government’s regulatory function. It is responsible for federal regulatory policy and oversight to promote good regulatory practice; targeted regulatory reviews; Canada’s Centre for Regulatory Innovation; the Annual Regulatory Modernization Bill process; and supporting the External Advisory Committee on Regulatory Competitiveness and the regulatory reconciliation and cooperation forums between Canada and the US and between Canada and the European Union, and between the federal government and the provinces and territories. Engagement with stakeholders (the Canadian public, industry associations, businesses and other groups) also plays an important role in the delivery of program objectives. It also supports Treasury Board in making recommendations to the Governor General on regulations and on most Orders in Council. Treasury Board ministers and federal departments and agencies are the primary clients of the program.

Target population: all Canadians

Specific demographic group outcomes: not applicable

Key program impacts* on gender and diversity
Key program impact statistics
Statistics Result Data source Comment

Percentage of final in‑scope Governor in Council regulations that provided information on GBA Plus in the corresponding Regulatory Impact Analysis Statement (RIAS)

99.4% (178/179)

Canada Gazette, Part II

Information on GBA Plus in the RIAS can range in detail. If no impacts based on gender or other identity factors were identified, a statement to that effect would be included.

Percentage of stakeholders that participated in consultations on regulatory initiatives led by the Treasury Board of Canada Secretariat (TBS) that identified as or that represented the interests of an under‑represented demographic (for example, women, Indigenous people, members of visible minorities, gender‑diverse people, youth, people with disabilities)

Stakeholders who identified as or that represented the interests of an under‑represented demographic:

  • 15% (2 of 13) of online stakeholder submissions for the “Breaking down interjurisdictional regulatory barriers” consultation
  • 8% (1 of 13) of online stakeholder submissions for the “Competitiveness Assessment Tool” consultation
  • 10% (1 of 10) of online stakeholder submissions for the “Blue Economy Regulatory Review” consultation

Let’s Talk Federal Regulations platform

The information is provided for participants who submitted comments as part of a Regulatory Affairs Sector consultation through the Let’s Talk Federal Regulations platform. It does not include those who provided email submissions. The information was provided by stakeholders in a field that was optional.

The consultations that were completed in 2022–23 were:

  • Breaking down inter‑jurisdictional regulatory barriers
  • Competitiveness Assessment Tool
  • Blue Economy Regulatory Review
GBA Plus data collection plan

The Cabinet Directive on Regulation, implemented by the program, requires departments and agencies to undertake GBA Plus when developing regulations. The results are then included in the RIAS. These statements accompany regulatory proposals and final regulations published in the Canada Gazette.

The program plays an oversight role during regulatory development. It also tracks compliance of final regulations published in the Canada Gazette with certain elements of regulatory analysis required by the Cabinet Directive on Regulation, including the percentage of in-scope Governor‑in‑Council regulations that provided information on GBA Plus in the corresponding RIAS.

With respect to stakeholder consultations, in the future, the program will capture certain demographic information for program‑led consultations, to monitor the diversity of stakeholders engaged in these consultations.

As part of TBS’s commitment to expanding on its metrics, it will expand its data collection related to the application of the GBA Plus process in regulatory development.

In particular, in 2023–24, TBS will collect information including:

  • the percentage of final in‑scope Governor in Council regulations where the corresponding RIAS indicates:
    • that the regulation and its associated implementation aim to address or mitigate:
      • an existing public policy issue or risk
      • anticipated barriers or impacts identified through GBA Plus
    • no impacts based on gender or other identity factors were anticipated.

This information is intended to be descriptive or contextual, and no performance targets will be assigned.

Core responsibility 5: Internal services Footnote 3

Program goals: Human resources management services include activities related to supporting human resources planning and reporting; reviewing, assessing and developing organizational design; reviewing and assessing job descriptions and classifications; supporting staffing processes; collecting and processing employee information related to compensation, leave and transfers; identifying and coordinating organization‑wide training and learning requirements; promoting values, ethics and employment equity; managing employee recognition and awards programs; addressing workplace management and labour relations; and developing and maintaining human resources information systems in the organization.

Target population: TBS employees in the federal public service

Distribution of benefits
Factor Group

By gender 

Fourth group: 60% to 79% women

Specific demographic group outcomes: The following employment equity and equity‑deserving groups may benefit directly from the implementation of GBA Plus in Human Resources Management Services:

  • Indigenous employees
  • visible minority employees, including Black employees
  • employees with disabilities
  • women employees
  • 2SLGBTQIA+ employees
  • employees with other intersectional identities
Key program impacts* on gender and diversity

Applying intersectional approaches to Human Resources Management Services at the Treasury Board of Canada Secretariat (TBS) leads to more diverse, inclusive and equitable programs and services for employees. By recognizing and addressing the interconnected experiences of individuals with multiple identities, TBS gains a comprehensive understanding of their needs and can identify and overcome barriers and biases that disproportionately impact certain groups.

This approach enables targeted recruitment and retention strategies, inclusive policies, and practices that foster a sense of belonging and psychological safety. It also facilitates the development of equitable programs and services tailored to the diverse needs of TBS employees, including flexible work arrangements, training, accessible facilities, and mentorship opportunities for under‑represented groups.

Key program impacts statistics

At the end of 2022–23, the number of TBS employees who self‑identified as a member of one or more employment equity groups was:

  • Indigenous: 52 (workforce availability [WFA]: 66)
  • visible minorities: 480 (WFA: 501)
  • persons with disabilities: 159 (WFA: 221)
  • women: 1,547 (WFA: 1,323)

In 2022–23, TBS had five employee‑led networks for intersectional and equity‑deserving groups: the Indigenous Employees Network; the Black Employees Network; the Accessibility Network; the 2SLGBTQIA+ Employees Network; and Renaissance, the youth network.

Other key program impacts

In 2022–23, TBS’s internal human resources management services integrated GBA Plus into their work by:

  • including a GBA Plus lens when developing and implementing the organization’s hybrid work model
  • promoting data analytics products that support management decision‑making about employment equity
  • having intersectional learning events and conversations during Black History Month to explore the lived experiences of Black Canadians
  • involving TBS’s Accessibility Network in intersectional discussions about the department’s built environment to make the TBS workplace more accessible
  • continuing the work of TBS’s specialized employment equity recruitment team to conduct staffing processes to attract and hire members of employment equity groups. The team analyzed TBS workforce data to determine which equity groups and which employment groups and levels to target and consulted with employee networks to make sure the processes were inclusive
  • implementing the Mentorship Plus program at TBS. This initiative was co‑developed with members of employment equity and equity‑seeking groups to better support leadership development, with specific emphasis on supporting members of under‑represented groups who aspire to leadership and executive positions
Supplementary information sources

2020 Public Service Employee Survey Results for Treasury Board of Canada Secretariat by Demographic Characteristics

GBA Plus data collection plan

TBS internal services use a range of administrative and survey data sources to monitor and report on its impacts by gender and other identity factors.

TBS has an internal workforce intelligence dashboard that provides employees and management with workforce‑related data, including representation of employment equity populations.

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