Reporting by Program - 2015–16 Departmental Performance Report - Treasury Board of Canada Secretariat
Supplementary Information: Reporting by Program
Analysis of program(s) and internal servicesReporting by Program Footnote 1
Strategic outcome: Good governance and sound stewardship to enable efficient and effective service to Canadians
| Strategic outcome | Performance indicators | Target | Actual resultStrategic outcome note * |
|---|---|---|---|
| Good governance and sound stewardship to enable efficient and effective service to Canadians | Canada’s ranking in the World Bank’s Worldwide Governance Indicators for the third indicator, Government Effectiveness | Top ten among Organisation for Economic Co‑operation and Development (OECD) member countries | Canada ranks 9th among the 35 OECD member countries for Government Effectiveness (as of 2015) |
The World Bank’s Government Effectiveness indicator is an index that captures perceptions about the quality of public services, the quality of the civil service, and the degree of its independence from political pressure. This indicator also measures the quality of policy formulation and implementation, and the credibility of the government’s commitment to these policies. In 2015, Canada ranked 9th among the 35 OECD member countries for this indicator, consistent with the previous year’s ranking. The result remains on target, and Canada retains its position in the 95th percentile of the 215 countries measured.
Program 1.1: Decision-Making Support and Oversight
Description
Through the Decision-Making Support and Oversight program, the Treasury Board of Canada Secretariat supports the Treasury Board in its roles as management board of the Government of Canada and as expenditure manager in the government-wide expenditure cycle. The objective is to support the government in promoting value for money and results for Canadians in programs and operations.
The Secretariat achieves program results by providing independent strategic advice, analysis, guidance and oversight of programs, operations, and expenditures. It reviews departmental submissions, provides recommendations to the Treasury Board, and coordinates and reports on the allocation of expenditures across government organizations and programs.
Program performance analysis
In 2015–16, the Secretariat reviewed approximately 300 Treasury Board submissions, 220 Memoranda to Cabinet and other Cabinet presentations, and 200 Budget proposals through an integrated challenge process. This review included engaging the Secretariat’s Costing Centre of Expertise on 68 high‑value or high‑risk Cabinet documents estimated at $75.7 billion.
Deputy heads from 33 departments and agencies gave feedback on the Secretariat’s challenge function and on the assistance the Secretariat provided to address the challenges in their organizations. The Secretariat exceeded its target for this indicator, with 88 per cent of deputy heads agreeing that the Secretariat fulfills this role effectively. In particular, deputy heads commented on the supportiveness and accessibility of Secretariat analysts, and on the usefulness of their advice.
The Secretariat also provided a challenge function and supported the Governor in Council in the approval process for a total of 418 submissions at 20 Treasury Board meetings to consider orders in council. This function drives compliance with the Cabinet Directive on Regulatory Management and the Red Tape Reduction Act. There was an estimated $6.3‑million net reduction in the administrative burden cost imposed by regulations approved in 2015–16.
To further promote value for money and results for Canadians in programs and operations, the Secretariat laid the groundwork for a new Treasury Board Policy on Results, which took effect . The new policy will strengthen the federal government’s ability to deliver results and to demonstrate how tax dollars contribute to outcomes for Canadians.
To improve oversight and reporting to Parliament, the Secretariat consulted with key stakeholders, including the Treasury Board, Parliament and the media, about how to align the budget and estimates processes. The intent is to make the planning, spending and tracking of tax dollars more timely and transparent. In addition, the Secretariat increased the availability of performance information through the TBS InfoBase, a publicly available database of financial and human resources information on government operations.
| Main Estimates | Planned spending | Total authorities available for use | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|---|---|
| 47,506,141 | 47,506,141 | 44,582,570 | 41,781,563 | -5,724,578 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 377 | 332 | -45 |
Actual spending and FTEs were lower than planned, mainly due to staffing and contract delays.
| Expected results | Performance indicators | Target | Actual results |
|---|---|---|---|
| The Secretariat promotes value for money and results for Canadians in programs and operations | Federal organizations agree that the Secretariat provides an effective challenge function | 70% by | 88% for 2015–16 |
Sub-program 1.1.1: Cabinet Decision Support
Description
Through the Cabinet Decision Support sub-program, the Secretariat supports decision making by providing advice regarding resource allocation, risks, compliance with rules and policies, and alignment with the Government of Canada’s objectives and priorities. The objective is to provide the Treasury Board and other Cabinet committees with the best possible advice and analysis regarding departmental submissions to achieve results for Canadians.
The Secretariat achieves sub-program results by reviewing and providing advice and guidance on Treasury Board submissions and Memoranda to Cabinet. The Secretariat plays a challenge function role in reviewing Cabinet proposals, including performance strategies and implementation plans. It also supports the Treasury Board as a committee of ministers in considering Governor in Council regulations and orders in council.
| Planned spending | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|
| 30,537,739 | 29,139,323 | -1,398,416 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 242 | 221 | -21 |
Actual spending and FTEs were lower than planned, mainly due to higher attrition.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| Cabinet makes decisions that are supported by evidence | Per cent of applicable Cabinet documents that have quality performance, evaluation, and costing information (as per the Secretariat’s guidance) | 100% by | Not yet available |
| Costing information is transparent and of a high quality to support decision making | Accuracy of estimated costs presented to Parliament, compared with actual costs | To be determined by | Not yet available |
Sub-program 1.1.2: Expenditure Analysis and Allocation Management
Description
Through the Expenditure Analysis and Allocation Management sub-program, the Secretariat provides advice and analysis related to government expenditures, including compensation. It also supports decision making by providing reliable, detailed and timely information to Parliament and to the public, and by reporting on spending and resource allocation. The objective is to promote accountability and transparency in the management of government expenditures.
The Secretariat achieves sub-program results by working closely with federal departments and most Crown corporations, and by conducting research and analysis on expenditure trends to support expenditure planning, resource allocation and results-based management and decision making.
Expenditures on whole-of-government reporting to Parliament and to Canadians are also included under this sub-program.
The primary legislation underpinning this sub-program’s activities is the Financial Administration Act, as well as the Appropriation Acts associated with the Estimates.
| Planned spending | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|
| 16,968,402 | 12,642,240 | -4,326,162 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 135 | 111 | -24 |
Actual spending and FTEs were lower than planned, mainly due to higher attrition, organizational restructuring and contract delays.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| Government expenditures are timely and managed in an effective manner | The Consolidated Financial Statements of the Government of Canada receive an unmodified opinion from the Auditor General of Canada | Yes, 100% of the time by | Yes, 100% of the time for unqualified opinion for , financial statements |
| Per cent of applicable budget measures that are reflected in the Estimates within one fiscal year | 100% by | 70% (Budget 2015, as at ) | |
| Resources are aligned with priorities | Total spending allocated to priorities and to experimentation | To be determined by | No data is available. The indicator is under review. |
Program 1.2: Management Policies Development and Monitoring
Description
Through the Management Policies Development and Monitoring Program, the Secretariat supports the Treasury Board in its role of establishing principles for sound governance and management by setting government-wide policy direction in targeted areas. The objective is to have a sound management policy framework for the Government of Canada.
The Secretariat achieves program results by communicating clear management expectations to deputy heads and by adopting principles-based and risk-informed approaches to monitoring policy compliance. The Secretariat provides reviews, leads implementation, and supports and monitors policies and departmental performance under several areas of management. The Secretariat also engages with functional communities and undertakes outreach and monitoring to promote policy compliance and build the capacity of functional communities.
This program is underpinned by legislation such as the Financial Administration Act and the Public Service Employment Act.
Program performance analysis
The Secretariat currently supports more than 200 Treasury Board policy instruments, including 8 frameworks, 74 policies, 73 directives and 79 standards. In 2015–16, the Secretariat started a review of all Treasury Board policy instruments to streamline rules; clarify accountabilities; improve users’ experience; and focus on performance, innovation and balanced risk taking. Through this review, known as the Policy Suite Reset Initiative, the Secretariat undertook a suite‑wide analysis of key horizontal themes, developed a common reset approach and established an external advisory committee. The performance of this program will be measured by the progress in streamlining and implementing renewed policy instruments over the course of 2016–17. Departments’ perceptions of the streamlining will also be sought.
The Secretariat also laid the groundwork for a new Treasury Board Policy on Communications and Federal Identity, which took effect . The new policy gives government departments more options for engaging with Canadians in today’s digital environment.
The government announced a two-step approach to revitalizing access to information. As a first step, the Secretariat laid the groundwork for public consultations on improvements to the Act. Over 2016–17, the government will move forward on implementing its proposals for improving access to information and will make other changes identified through consultations. As a second step, the government will begin the first full five-year review of the Act in 2018.
In 2015–16, the Secretariat also focused on strengthening the recruitment and retention of new public servants. The Secretariat worked with the Canada School of Public Service, the Public Service Commission, the Privy Council Office and departments to develop a recruitment strategy to attract, recruit, retain and develop millennials and mid-career Canadians into the public service.
| Main Estimates | Planned spending | Total authorities available for use | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|---|---|
| 73,826,361 | 73,826,361 | 67,999,885 | 65,041,366 | -8,784,995 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 552 | 466 | -86 |
Actual spending and FTEs were lower than planned, mainly due to project deferrals and efficiencies, staffing delays, and internal reallocations made during the year to better align resources with operational activities and priorities. These decreases were offset by an internal budget transfer made during the year to support the Costing Centre of Expertise.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| A streamlined policy suite that supports modern management | Per cent of policy instruments that have been streamlined | 90% by | Not yet available |
| Per cent of departments that have implemented renewed policies within expected timelines | 90% by | Not yet available | |
| Per cent of organizations that agree that the new policy suite is streamlined | 75% by | Not yet available |
Sub-program 1.2.1: Financial Management Policy
Description
Through the Financial Management Policy sub-program, the Secretariat provides direction to federal organizations on proper stewardship of taxpayers’ dollars and government assets. It works to strengthen financial management, management of real property and materiel, investment planning and project management, and procurement across the federal public service. The objective is to promote sound stewardship and value for money and provide direction on standardizing the management of public resources, including in the areas of financial management and assets and acquired services, across the Government of Canada.
The Secretariat achieves sub-program results by developing and maintaining policies, guidance and practices; nurturing sustainable and professional communities (e.g., finance, procurement, materiel management, real property); monitoring departmental performance and compliance; and helping to improve the overall efficiency of government operations. The work includes community development, learning and outreach activities.
The primary legislation issuing program authority is the Financial Administration Act.
| Planned spending | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|
| 12,034,021 | 13,077,986 | 1,043,965 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 79 | 88 | 9 |
Actual spending and FTEs were higher than planned, mainly due to internal reallocations made during the year to support the Costing Centre of Expertise.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| Financial management policies are effective in promoting sound stewardship and value for money across the Government of Canada | Per cent of organizations that have implemented an ongoing risk-based monitoring program for all three control areas to support the effectiveness of their internal controls over financial reporting | 80% by | 77% (based on 2015–16 Management Accountability Framework (MAF) results) |
| Per cent of organizations that met key policy requirements for management of acquired services and assets | 80% by | 82.5% (based on MAF 2015–16 results) | |
| In collaboration with Public Services and Procurement Canada, government procurement is easier and delivers better value for dollars spent | Per cent of all department contracts that used mandatory and non-mandatory standing offers | 20% by | 21.4% (based on MAF 2015–16 results) |
| Per cent of contracts over $25,000 awarded through competitive processes | 80% by | 84.2% (based on MAF 2015–16 results) |
Sub-program 1.2.2: People Management Policy
Description
Through the People Management Policy sub-program, the Secretariat supports activities of the Treasury Board in its role as the employer of the core public administration. It provides government-wide leadership through enabling policy frameworks, strategic engagements and infrastructure for human resources services, to achieve high performance and leadership excellence in people management. It enables prudent fiscal management of resources in the areas of classification, total compensation (collective bargaining, wages and salaries, terms and conditions of employment, pensions and benefits) and labour relations.
The Secretariat achieves sub-program results by developing and monitoring the implementation of policy frameworks for executive management, classification, values and ethics and official languages. It establishes people management performance indicators; assesses and reports on organizations’ performance in people management; and collects and provides data on the public service. Its work includes community development, learning and outreach activities.
This sub-program is underpinned by legislation such as the Financial Administration Act, the Public Service Labour Relations Act, the Public Service Employment Act and the Official Languages Act.
| Planned spending | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|
| 27,789,543 | 23,697,797 | -4,091,746 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 231 | 189 | -42 |
Actual spending and FTEs were lower than planned due to project delays and internal reallocations made during the year to the Public Service Performance Management project.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| A safe and respectful public service workplace | Per cent of employees who indicate that, overall, their organization treats them with respect | Improvement over 2014 PSES results by | No Public Service Employee Survey was undertaken in 2015–16. |
| Per cent of employees who indicate that their organization works hard to create a workplace that prevents harassment | Improvement over 2014 PSES results by | No Public Service Employee Survey was undertaken in 2015–16. | |
| Per cent of employees who indicate that they can initiate a formal recourse process without fear of reprisal | Improvement over 2014 PSES results by | No Public Service Employee Survey was undertaken in 2015–16. | |
| The public service and its leaders reflect Canada’s diversity | Per cent of executive employees (compared with workforce availability) who self‑identify as:
|
Improvement over previous year | Women increased their representation from 46.1% to 46.4%, but remained below their workforce availability of 47.8%. Members of visible minority groups increased their representation from 8.5% to 8.8%, but remained below their workforce availability of 9.5%. Representation of Aboriginal people decreased from 3.7% to 3.4%, remaining below their workforce availability of 5.2%. Representation of persons with disabilities decreased marginally from 5.4% to 5.3%, which continued to exceed their workforce availability of 2.3%. |
| Per cent of offices delivering bilingual federal services, where required by regulation | 90% oral communication by 90% written communication by |
In terms of the delivery of bilingual federal services, 97% of institutions indicated that their users had received oral communications in their official language of choice and 99% of institutions indicated that their users had received written communication in their official language of choice (based on 2014–15 reviews). | |
| A healthy public service workplace that supports mental health | Per cent of the public service population on disability due to mental health–related claims | Comparable to large employersSub-program 1.2.2: People Management Policy note * | In 2015–16 mental health related claims made up 49% of all reported disability claims. That rate is comparable to industry benchmarks: mental health issues are responsible for between one third and one half of all long‑term sickness and disability in the working‑age population. |
Sub-program 1.2.3: Information Management and Information Technology Policy
Description
Through the Information Management and Information Technology Policy sub-program, the Secretariat provides strategic direction and leadership for the enterprise and to federal organizations on record keeping, data management, web content management, access to information and privacy protection, and management of cyber-security and information technology. The objective is to enable information to be safeguarded as a public trust and managed as a strategic asset.
The Secretariat promotes open information and allows Canadians to exercise their right to access and use information, while protecting personal information against unauthorized collection, use and disclosure. Continual improvement of information management and information technology across the Government of Canada is encouraged by promoting principles and directives that support the achievements of the Government of Canada’s enterprise transformation objectives, and enable departments to meet priorities.
The Secretariat achieves sub-program results by developing and maintaining policy instruments, encouraging collaboration between government institutions, monitoring and overseeing departmental policy performance, and providing leadership. The work includes community development, learning and outreach activities.
| Planned spending | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|
| 18,560,668 | 16,055,599 | -2,505,069 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 122 | 96 | -26 |
Actual spending and FTEs were lower than planned, mainly due to internal reallocations made during the year and to contracts undertaken at a lower cost.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| Federal institutions manage information and technology effectively | Per cent of organizations that have implemented strategies and plans to effectively manage
|
To be determined by | 84% for information management only (based on 2015–16 statistical reports on the administration of the Access to Information Act) |
| Canadians have timely access to government information and their personal information held by government | Per cent of access to information requests received within established timelines | 85% by | 86% (based on 2015–16 statistical reports on the administration of the Access to Information Act) |
| Per cent of personal information requests received within established timelines | 85% by | 80% (based on 2015–16 statistical reports on the administration of the Privacy Act) |
Sub-program 1.2.4: Externally Facing Policy
Description
Through the Externally Facing Policy sub-program, the Secretariat provides strategic direction and guidance to federal organizations to effectively manage Government of Canada communications and services to Canadians. In addition, it supports good regulatory practices for the benefit of citizens and stakeholders. The objectives are to promote high-quality, beneficial, consistent and open relationships and interactions between the Government of Canada and citizens and other stakeholders, and to support implementation of the Cabinet Directive on Regulatory Management.
The Secretariat achieves sub-program results by providing strategic direction and guidance in the areas of Government of Canada services, communications and regulations, and by monitoring organizational policy compliance. The work includes community development, learning and outreach activities.
| Planned spending | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|
| 7,883,810 | 5,742,896 | -2,140,914 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 57 | 41 | -16 |
Actual spending and FTEs were lower than planned mainly due to internal reallocations made during the year to the Web Renewal Initiative and due to staffing delays.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| Canadians can actively engage with the federal government through multiple digital channels | Per cent of engagement through multiple digital channels | To be determined by | Not yet available |
| Integrity of government advertising is strengthened | Per cent of Canadians who perceive government advertising as fair and non-partisan | To be determined by | Not yet available |
| Improved online federal government service delivery | Per cent of priority federal government services that are available online | To be determined by | Not yet available |
| Degree of client satisfaction with federal government services (quality, timeliness and efficiency | To be determined by | Not yet available | |
| Per cent of priority services in key departments that meet established service standards | To be determined by | Not yet available |
Sub-program 1.2.5: Organizational Management Policy
Description
Through the Organizational Management Policy sub-program, the Secretariat provides leadership and direction in the areas of results-based management, risk management, internal audit, evaluation and non–information technology security. The Secretariat develops policies that support the ongoing improvement of the relevance, effectiveness and value for money of programs and operations across the Government of Canada. Through the Management Accountability Framework, it provides strategic direction to support and improve the practices and accountability of deputy heads across departments. The objective is to promote effective and standard corporate management practices across the Government of Canada.
The Secretariat achieves sub-program results by developing and maintaining policy instruments and engaging with functional communities to build capacity and promote management excellence. It also monitors policy compliance in the area of corporate management. The work includes community development, learning and outreach activities.
| Planned spending | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|
| 7,558,319 | 6,467,088 | -1,091,231 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 62 | 52 | -10 |
Actual spending and FTEs were lower than planned, mainly due to reduced contracting activity and staffing delays.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| Organizational management policies promote effective and consistent corporate management practices across the Government of Canada | Organizations agree that the Secretariat’s policy centres for organizational management provide useful tools and guidance | 70% by | 76% for 2015–16 |
| Per cent of federal organizations that have received a “generally conforms” on a practice inspection of their internal audit function | 95% by | 95% as of | |
| Performance information is used by departments to inform management practices and processes | Per cent of departments that use performance information to:
|
100% by |
|
Program 1.3: Government-Wide Program Design and Delivery
Description
Through the Government-Wide Program Design and Delivery program, the Secretariat designs and delivers activities, systems, services and operations with, for, or on behalf of other organizations in the Government of Canada. It also establishes a platform for transformational initiatives. The objective is to provide consistent and cost-controlled operations across the Government of Canada.
The Secretariat achieves program results by developing and delivering solutions where whole-of-government leadership is required, or where transformation and standardization can be achieved to improve quality and value for money.
Performance results analysis
This was the first year in which deputy heads from 33 departments and agencies were asked to assess the Secretariat’s ability to communicate information and provide guidance on current and future enterprise-wide initiatives. Sixty‑four per cent of respondents agreed that the Secretariat is fulfilling this role effectively. This result will serve as baseline from which to assess future progress. In the coming years, the Secretariat’s efforts will focus on stronger integration of projects and planning, which will support change management and communication.
To promote consistency in systems and operations across the Government of Canada, the Secretariat advanced the Open Government initiative to ensure that Canadians have greater access to government data and information. The Secretariat laid the groundwork for online and in-person public consultations across the country to gather Canadians’ views on a new plan for Open Government.
In collaboration with service departments, the Secretariat developed a framework for a new Government of Canada Service Strategy that includes objectives, core elements and an approach for developing and implementing the strategy and for tracking performance. This strategy will support and drive government-wide improvements to delivering services to Canadians and businesses.
In support of the Government of Canada’s commitment to bargain in good faith, the Secretariat introduced legislation to repeal provisions of Bill C-59 that gave the government the authority to unilaterally override the collective bargaining process and impose a new sick leave system. Negotiations continued between the government and most bargaining agents, including the Public Service Alliance of Canada and the Professional Institute of the Public Service of Canada.
To support modernization of pensions and benefits plans, the Secretariat conducted a governance benchmarking study of public sector pension plans. This study will inform the governance review that is currently under way. The Secretariat also ensured the financial health of the Service Income Security Insurance Plan, which provides compensation and benefits to disabled employees of the Department of National Defence.
As a central agency, in support of the Clerk of the Privy Council’s Blueprint 2020 initiative, the Secretariat helped reduce internal government-wide red tape by forming a tiger team to identify ways to streamline internal processes. The team helped identify root causes of red tape, as well as best practices in the areas of staffing, procurement, and grants and contributions.
In addition, the Secretariat enhanced public servants’ capacity for learning Canada’s official languages by improving the quality of online courses available; transformed the government’s digital workplace by creating a single, mobile‑friendly government‑wide intranet site; and, improved workforce planning by launching a range of tools to help managers connect with talented public servants.
| Main Estimates | Planned spending | Total authorities available for use | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|---|---|
| 50,671,220 | 50,671,220 | 134,545,152 | 90,757,746 | 40,086,526 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 333 | 428 | 95 |
The difference between planned spending and total authorities available for use is mainly due to in‑year contributions received from other government departments in support of the back office transformation initiative and to new funding received for the payout of an out‑of‑court settlement to eligible claimants under the White class action lawsuit. The increase in actual spending and FTEs stems mainly from the back office transformation initiative and payouts of the same out‑of‑court settlement. Any remaining unused authorities for the back office transformation initiative at the end of fiscal year were reprofiled for use in 2016–17.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| The Secretariat promotes consistency in systems and operations across the Government of Canada | Employees agree that they have the necessary tools to do their jobs | Improvement over 2014 PSES results by | No Public Service Employee Survey was undertaken in 2015–16 |
| Per cent of organizations that agree that the Secretariat provides effective guidance with respect to enterprise‑wide systems and operations | To be determined by | 64% for 2015–16 |
Sub-program 1.3.1: Pensions and Benefits
Description
Through the Pensions and Benefits sub-program, the Secretariat supports the Treasury Board as sponsor and manager of the federal public service pension plan and group benefit plans. The objective is to provide consistent, sustainable and well-managed pensions and benefits to employees across the core public service.
The Secretariat oversees administration of the public service pension plan, providing direction to Public Services and Procurement Canada. Working with major insurance companies, it undertakes management and oversight responsibilities for other federal benefit programs. The scope of the Pensions and Benefits Sector includes policy and program development for public service pensions, benefit plans, and disability and sick leave management (Workplace Wellness and Productivity Strategy).
The Secretariat also manages stakeholder relations, provides information to pension and benefit plan members on entitlements, and communicates changes to the public service pension and benefits plans. The Secretariat supports the Secretary and the Treasury Board in setting the terms and conditions relating to eligibility, premiums, contributions, and other arrangements.
The Secretariat is managing insurance benefit plans for employees, pensioners and dependants, which cover health care, dental and disability. The work includes oversight of plan contracts, communications, and initiatives for managing costs.
| Planned spending | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|
| 7,559,708 | 22,084,333 | 14,524,625 |
Actual spending was higher than planned, mainly due to new funding received for the payout of an out‑of‑court settlement to eligible claimants under the White class action lawsuit.
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 84 | 83 | -1 |
Actual FTEs aligned with planned FTEs.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| Modern pension and benefit plans that help make the government a modern employer | Per cent of key government partners that agree that the Secretariat provides quality tools and guidance in the area of pensions and benefits | 80% by | 100% for 2015–16 |
Sub-program 1.3.2: Labour Relations
Description
Through the Labour Relations sub-program, the Secretariat supports the Treasury Board in its role as employer by overseeing labour management and compensation operations for the core public administration.
The Secretariat negotiates collective agreements with employee bargaining agents and oversees employer representation at recourse for labour relations, classification, pay equity, staffing and terms and conditions of employment. It also provides advice and guidance to departments on labour relations and compensation issues.
This sub-program is underpinned by legislation, such as the Financial Administration Act, the Public Service Labour Relations Act and the Public Service Employment Act.
| Planned spending | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|
| 21,988,012 | 14,037,994 | -7,950,018 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 89 | 80 | -9 |
Actual spending and FTEs were lower than planned, mainly due to frozen funds earmarked for legal costs associated with Charter challenges and due to staffing and contract delays.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| Consistent and coherent compensation advice provided to organizations | Per cent of compensation decisions that are aligned with the principles of the Treasury Board’s Policy Framework for the Management of Compensation | 90% by | Not applicable — No agreements signed during the period |
| Labour relations programs help government organizations to effectively execute their responsibilities | Per cent of government organizations that agree that the advice and support provided by the Secretariat’s labour relations programs assist them in the execution of their responsibilities | 70% | 82% for 2015–16 |
| Good faith bargaining expectations are met | Number of founded bad faith bargaining complaints | Reduction from previous year by | In 2015–16, no complaints of bad faith bargaining were filed in relation to the 2015 round of collective bargaining. Therefore, there were no founded bad faith bargaining complaints. 100% success rate for this indicator. |
Sub-program 1.3.3: Government-Wide Operations
Description
Through the Government-Wide Operations sub-program, the Secretariat provides other departments with access to shared operations, services, and information technology (IT) systems. The Secretariat also provides support to small departments where specific expertise is required or capacity limitations exist, in order to generate cost savings. The Secretariat develops and maintains IT tools that promote a more collaborative and efficient public service. The objective is to improve the efficiency of government organizations.
Activities under this sub-program are performed with groups of government organizations to facilitate government business. These services and systems are developed and maintained by the Secretariat, sometimes in partnership with other organizations.
| Planned spending | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|
| 10,919,087 | 10,314,974 | -604,113 |
Actual spending aligned with planned spending.
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 101 | 112 | 11 |
The variance between planned and actual FTEs is mainly attributable to the fact that although the Secretariat is the employer for those who were working on developing GCpedia, the collaborative online work environment, other government departments funded the cost of those employees.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| Government-wide operations are managed effectively | Per cent of targeted organizations that have implemented services and systems developed or mandated by the Secretariat | 100% by | No longer applicable |
| Per cent of public servants using collaborative tools (e.g., GCconnex, GCpedia) developed by the Secretariat | 55% by | 53% by |
Sub-program 1.3.4: Transformation Leadership
Description
Through the Transformation Leadership sub-program, the Secretariat reviews existing administrative systems and processes, and provides the platform for transformational initiatives across the Government of Canada for improvements, primarily (but not exclusively) in back office functions. The objective is to achieve better value for money and services by redesigning and transforming Government of Canada operations where the benefits outweigh the costs.
The Secretariat develops and pilots leading-edge enterprise tools, systems, and services to initiate change and identify lessons learned to support government-wide implementation.
| Planned spending | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|
| 10,204,413 | 44,320,444 | 34,116,031 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 59 | 153 | 94 |
Actual spending and FTEs were higher than planned, mainly to due to in-year contributions received from other government departments for the back office transformation initiative and due to internal reallocations for the Web Renewal Initiative and Open Government.
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| Canadians have better access to government data | Per cent of federal data publicly released | To be determined by | Not yet available |
| Transformational initiatives improve Government of Canada operations | Per cent of targeted departments leveraging enterprise back office systems | To be determined by | Not yet available |
Program 1.4: Government-Wide Funds and Public Service Employer Payments
Description
The Government-Wide Funds and Public Service Employer Payments program accounts for 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. These funds supplement the standard appropriations process and meet certain responsibilities of the Treasury Board as the employer of the core public administration, including employer obligations under the public service pension and benefits plans.
The administration of these funds falls under the Expenditure Analysis and Allocation Management sub-program and the People Management Policy sub-program, but their financial resources are shown separately in the Secretariat’s Program Alignment Architecture for visibility and reporting purposes.
Program performance analysis
Planned spending included about $3.95 billion for government-wide funds, also known as Treasury Board Central Votes. Funding from Treasury Board Central Votes is used to supplement appropriations of government departments and agencies for purposes such as temporary advances for urgent or unforeseen items that require funding before the next Supply Bill; implementation of strategic initiatives across multiple departments; meeting the employer’s legal requirements to pay parental benefits and severance payments; adjustments for salary increases; and to carry forward eligible lapsing operating and capital funding from the previous fiscal year.
Over the course of the fiscal year, information on the allocation of funding from government‑wide funds to departments is provided in the Supplementary Estimates annex tables.Reporting by Program Footnote 3 The final allocations of government-wide funds for 2015–16 can be found in Section 11, Volume III, of the 2015–16 Public Accounts.
Links to the lists of allocations from Treasury Board Central Votes in Supplementary Estimates (A), (B), and (C) for 2015–16 can be found on the Supplementary Estimates page.
Planned spending also included $2.69 billion for various statutory payments and for public service employer payments relating to group insurance and benefit programs, such as the employer’s share of health, income maintenance and life insurance premiums, payments to or in respect of provincial health insurance plans, payroll taxes, provincial taxes, and payments of administration costs.
| Main Estimates | Planned spending | Total authorities available for use | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|---|---|
| 6,645,161,074 | 6,645,161,074 | 5,941,211,076 | 3,852,630,170 | -2,792,530,904 |
The budgetary financial resources for this program can be broken down into two components: government-wide funds, and public service employer payments and various statutory items.
| Main Estimates (revised) | Planned spending (revised) | Total authorities available for use | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|---|---|
| 3,952,090,470 | 3,952,090,470 | 2,059,934,678 | 0 | -3,952,090,470 |
The variance between planned and actual spending in this program is mainly attributable to the way that government-wide funds are transferred between the Secretariat and other government organizations. Every year, the Secretariat includes funding in its reference level to be transferred to other government organizations once specific criteria are met. If these funds are needed, they are transferred to the appropriate department. If they are not needed, the unused balance is returned to the fiscal framework at the end of the fiscal year and is reported as a Secretariat lapse. No actual spending is incurred by the Secretariat under government-wide funds.
| Main Estimates (revised) | Planned spending (revised) | Total authorities available for use | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|---|---|
| 2,693,070,604 | 2,693,070,604 | 3,881,276,398 | 3,852,630,171 | 1,159,559,567 |
During the year, funding increased by $1.2 billion, largely due to an actuarial adjustment to the Public Service Superannuation Act and due to an increase related to public service employer payments to incrementally restore the financial health of the Service Income Security Insurance Plan.
| Planned | Actual | Difference |
|---|---|---|
| Not applicable | Not applicable | Not applicable |
| Expected results | Performance indicators | Targets | Actual results |
|---|---|---|---|
| Allocations and payments managed by the Secretariat are made as required | Per cent of allocations and payments made | 100% by | 100% for 2015–16 |
Internal Services
Description
Internal services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. Internal services include only those activities and resources that apply across an organization, and not those provided to a specific program. The groups of activities are Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.
Program performance analysis
In 2015–16, the Secretariat was tasked with an ambitious agenda that consisted of multiple complex priority initiatives with tight deadlines. To deliver on this agenda the Secretariat undertook a number of initiatives related to internal operations.
To support the achievement of the President of the Treasury Board’s priorities, the Secretariat adopted a results and delivery approach, which is being led by the Chief Results and Delivery Officer and supported by a small Results and Delivery Unit. This approach involves clear goals and performance indicators for all commitments. The Secretariat’s tools and processes for implementing the results and delivery approach have served as models for other federal departments. In the coming year, the Secretariat’s efforts will focus on strengthening an evidenced‑based approach to implementation of initiatives and decision making.
To support a high–performing workforce, the Secretariat’s executive community made a shared “Every Day” commitment to all employees to engage face‑to‑face, to involve them in decision making and to treat them with respect. The commitment also involves fostering an environment where employee recognition is integrated into the performance management cycle.
The Secretariat reduced its office space by 30 per cent by moving 65 per cent of its operations to new office space that is fit up to Government of Canada Workplace 2.0 Standards. As a result, its workplace has become more dynamic, open, collaborative and networked. The Secretariat has also introduced new technology, tools and practices for managing information. Desktops have been replaced with tablets and laptops; and office phones have been replaced with cellphones. Wi-FI is available throughout the Secretariat’s offices, which has increased productivity, mobility and collaboration.
The Secretariat adopted lean and efficient business practices by streamlining its processes for internally advertised staffing, ministerial correspondence, communications approvals, and the development of evaluations and risk-based audit plans.
| Main Estimates | Planned spending | Total authorities available for use | Actual spending (authorities used) | Difference (actual minus planned) |
|---|---|---|---|---|
| 75,279,537 | 75,279,537 | 82,329,228 | 77,677,896 | 2,398,359 |
| Planned | Actual | Difference (actual minus planned) |
|---|---|---|
| 582 | 581 | -1 |
Actual spending and FTEs aligned with planned spending and FTEs.
Appendix: Definitions
- appropriation (crédit)
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- budgetary expenditures (dépenses budgétaires)
- Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
- Departmental Performance Report (rapport ministériel sur le rendement)
- Reports on an appropriated organization’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Reports on Plans and Priorities. These reports are tabled in Parliament in the fall.
- full‑time equivalent (équivalent temps plein)
- A measure of the extent to which an employee represents a full person‑year charge against a departmental budget. Full‑time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
- Government of Canada outcomes (résultats du gouvernement du Canada)
- A set of 16 high‑level objectives defined for the government as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs and government affairs.
- Management, Resources and Results Structure (Structure de la gestion, des ressources et des résultats)
- A comprehensive framework that consists of an organization’s inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
- non‑budgetary expenditures (dépenses non budgétaires)
- Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
- performance (rendement)
- What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
- performance indicator (indicateur de rendement)
- A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
- performance reporting (production de rapports sur le rendement)
- The process of communicating evidence‑based performance information. Performance reporting supports decision making, accountability and transparency.
- plan (plan)
- The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
- planned spending (dépenses prévues)
-
For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their RPPs and DPRs.
- priorities (priorité)
- Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).
- program (programme)
- A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
- Program Alignment Architecture (architecture d’alignement des programmes)
- A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
- Report on Plans and Priorities (rapport sur les plans et les priorités)
- Provides information on the plans and expected performance of appropriated organizations over a three‑year period. These reports are tabled in Parliament each spring.
- results (résultat)
- An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.
- statutory expenditures (dépenses législatives)
- Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
- Strategic Outcome (résultat stratégique)
- A long‑term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
- sunset program (programme temporisé)
- A time‑limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
- target (cible)
- A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
- voted expenditures (dépenses votées)
- Expenditures that Parliament approves annually through an appropriation act. The Vote wording becomes the governing conditions under which these expenditures may be made.
- whole‑of‑government framework (cadre pangouvernemental)
- Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government‑wide, high‑level outcome areas, grouped under four spending areas.
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