Introductory briefing to the Chief Human Resources Officer of Canada appointment effective May 3, 2021

Treasury Board

The President of the Treasury Board chairs Treasury Board meetings and:

• acts as gatekeeper, deciding what is brought to the Treasury Board
• guides discussions to maintain focus on due diligence and impact
• plays a central role in Cabinet, bringing the Board’s focus on implementation and impact to Cabinet meetings

Treasury Board of Canada Secretariat

The President is responsible for the Treasury Board of Canada Secretariat. The Treasury Board of Canada Secretariat:

• establishes the management practices that dictate how finances, human resources and information technology operate across government
• approves the form and approach to tabling the Estimates in Parliament

Treasury Board of Canada Secretariat Portfolio

The President of the Treasury Board is the Minister responsible for a portfolio of four organizations:

1. Canada School of Public Service
2. Commissioner of Lobbying of Canada
3. Public Sector Integrity Commissioner
4. Public Sector Pension Investment Board

Treasury Board

• Authority is derived from the Financial Administration Act
• Treasury Board Ministers make the final decision on expenditures and regulations
• Sets the rules for the management of people, finances, technology and administration
• The Treasury Board is the Cabinet committee designated by the Prime Minister to make recommendations to the Governor General:
  • This means it functions as the Governor in Council for regulations and most orders in council (the Privy Council Office is responsible for orders in council for senior appointments)
• Typically meets weekly while Parliament is in session

Treasury Board of Canada Secretariat

• Key responsibilities are to provide integrated advice to Treasury Board Ministers in the management and administration of government, and to fulfill the statutory responsibilities of a central government agency
• To fulfill its mandate, the Treasury Board of Canada Secretariat organizes its business and resources around four core responsibilities:
  • spending oversight
  • administrative leadership
  • employer
  • regulatory oversight

Spending oversight

• Providing due diligence before approving the use of new money that has been set aside in the Budget, including for major procurements, new programs, and grants and contributions
• The government is responsible for around $300 billion^{Footnote 1} in planned budgetary expenditures, and the Treasury Board plays a central role in the government decision-making process

Employer

• Determining the terms and conditions of employment for the public service
• Approves collective agreements
• The federal public service is Canada’s largest employer; the core public administration, which the Treasury Board employs, has over 287,000 employees^{Footnote 2}

Administrative leadership

• Establishing the rule sets for people, information technology, expenditure management and regulations
• Reviewing spending plans on departmental initiatives and making decisions that affect services to Canadians

Regulatory oversight

• Establishing regulations that impact the health, safety and security of Canadians, the economy and the environment
• Over 50 government departments and agencies have regulatory responsibilities that impact the economy and lives of Canadians

Treasury Board of Canada Secretariat key facts

• 2,276 employees^{Footnote 3}
• $7 billion in planned budgetary expenditures (2021–22 Main Estimates)^{Footnote 4}
• Senior officials:
  • Secretary: Peter Wallace
  • Associate Secretary: Erin O’Gorman
  • Chief Human Resources Officer: Christine Donoghue
  • Comptroller General: Roch Huppé
  • Chief Information Officer (Acting): Marc Brouillard
  • Deputy Minister of Public Service Accessibility: Yazmine Laroche

Treasury Board of Canada Secretariat core responsibilities

As the administrative arm of the Treasury Board, the Treasury Board of Canada Secretariat provides leadership to help departments effectively implement government priorities and meet citizens’ evolving expectations of government.

The Treasury Board of Canada Secretariat’s four core responsibilities mirror those of the Treasury Board, which are:

1. spending oversight
2. administrative leadership
3. employer
4. regulatory oversight

Responsibilities as Minister of the Treasury Board of Canada Secretariat

• Provides policy direction to the Treasury Board of Canada Secretariat
• Brings forward Treasury Board submissions related to the Treasury Board of Canada Secretariat’s mandate
• Approves and presents proposals to Cabinet related to the Treasury Board of Canada Secretariat’s mandate
• Establishes the form and tabling of the Estimates
• Establishes the form and tabling of the Public Accounts
• Receives and tables a wide range of reports under legislation or Treasury Board policies

Canada School of Public Service: departmental corporation

Commissioner of Lobbying of Canada: Agent of Parliament (arm’s length)

Public Sector Integrity Commissioner: Agent of Parliament (arm’s length)

Public Sector Pension Investment Board: Crown corporation (arm’s length)

Part A: management board

Makes decisions about:

• funds (expenditure manager)
• authorities, rules and compliance (management board)
• people (employer)

Treasury Board responsibilities are delegated by the Financial Administration Act, which creates the Board’s public service support:

• Secretary
• Comptroller General
• Chief Human Resources Officer
• Chief Information Officer

Part B: Governor in Council

Since 2003, the Treasury Board has been designated as the Cabinet Committee responsible for considering Governor in Council matters.

Makes recommendations to the Governor General about:

• regulations
• most orders in council (that is, non-appointment orders in council)

In addition to the Financial Administration Act, over 20 other statutes establish the Treasury Board’s roles and authorities. Powers and responsibilities are also set out in regulations, orders in council, policies, guidelines and practices.

Cabinet focuses on the what

For example:

• Helps formulate government agenda and set priorities and strategy (for example, parliamentary, communications)
• Approves policy and legislative proposals
• Government-wide issues management and communications
• Approves most Governor in Council appointments (judicial and non-judicial)
• Reviews progress against the key commitments (in some cases)

The Treasury Board focuses on the how

For example:

• ensures all initiatives respect the Financial Administration Act and Government of Canada policies
• ensures departmental implementation plans and resource requests are reasonable
• approves changes to departmental budgets via the Estimates process

Treasury Board lenses

• Alignment: Does the proposal align with the government’s policy goals?
• Design: How is the program or regulation designed?
• Value: Does the proposal represent good value?
• Risk: Are solid risk mitigation plans in place for the overall risks of the proposal?
• Implementation capacity: Does the proposal work within the department’s existing administrative capacity?
• Impact: Will it achieve outcomes? How will these be measured?

Part A

Part B

Top 3 major statutory spending items: Main Estimates 2019–20

• Old Age Security: $42.8 billion
• Canada Health Transfer: $40.4 billion
• Fiscal Equalization: $19.8 billion

Top 3 major non-statutory spending items: Main Estimates 2019–20

• National Defence Operations and Programs: $15.8 billion
• Indigenous Services Canada Grants and Contributions: $9.5 billion
• Infrastructure Canada Grants and Contributions: $5.2 billion^{Footnote 6}

What we own: assets

• The government owns a wide range of assets required to fulfill its obligations and meet the needs of Canadians
• These assets can range from search and rescue aircraft, international bridges and real property, such as police stations, historic sites and the Parliamentary Precinct

What we buy: procurement

• The government requires goods and services to sustain its operations
• Examples of goods and services can include Canada Coast Guard vessels, military equipment, computer systems and professional services, such as physicians or engineers

What we support: transfer payments

• The government transfers funds to other orders of government, third-party organizations and Canadians
• Examples include transferring funds to support municipal infrastructure, Indigenous education and newcomers to Canada

Regulations

Approximately 100 to 200 per year:

• a form of law (subordinate to the broader enabling legislation)
• includes the authority to repeal regulations
• examples of regulations: food and drug safety, environmental protection and transportation safety

Orders in council

Approximately 200 to 300 per year:

• a legal decision
• examples of orders in council: authority to enter into an international agreement and bringing legislation into force

Part A

1. Expenditure manager
2. Management board
3. Employer

Part B

4. Regulatory oversight (including Governor in Council matters)

The Treasury Board of Canada Secretariat officials support the process by presenting cases to the Board, and providing integrated advice and administrative support.

Due diligence

Submissions reviewed for:

• clarity, completeness and quality
• business case and value for money
• compliance with existing legal and policy requirements
• program operations and viability
• risk and mitigation
• design and implementation
• international alignment
• regulatory quality and adherence to the Cabinet Directive on Regulation

Secretariat provides advice

Treasury Board Ministers receive [This information has been redacted] in advance of the meeting that contains:

• sponsoring Ministers’ signed submissions (to be determined)
• Secretariat’s advice
• regulatory proposals and Order in Council submissions

Cases are presented at the Treasury Board

Process:

• not all cases are formally presented or discussed
• Secretariat officials present the cases flagged for discussion
• members can ask for any case to be presented
• Secretariat officials answer questions on any item

Treasury Board Ministers challenge and decide

For Part A, members either:

• approve as proposed
• approve with conditions
• defer the decision
• do not approve

For Part B, members:

• consider draft regulations for public comment (beginning of process)
• consider regulations for final approval (end of process)
• Part B decisions are only to approve or not approve

Central agency

• Sets the government-wide management agenda and provides guidance to departments on a wide range of management issues
• Performs a challenge function and advises Ministers on proposals brought forward by departments (for example, on Memoranda to Cabinet, Budget items, and Treasury Board submissions)

Department

• As a department, is subject to this agenda and guidance
• Submits proposals to Cabinet for the President’s own initiatives

Central agency

The central agency function supports the Treasury Board’s mandate. This role is generally carried out by the following groups:

• Office of the Comptroller General
• Office of the Chief Human Resources Officer
• Office of the Chief Information Officer
• Expenditure Management Sector
• Regulatory Affairs
• Program Sectors

Department

Enabling functions support the smooth operation of the Treasury Board of Canada Secretariat. These functions are carried out mainly by the following groups:

• Priorities and Planning
• Strategic Communications and Ministerial Affairs
• Legal Services
• Human Resources
• Corporate Services
• Internal Audit and Evaluation

Office of the Chief Information Officer

Marc Brouillard
Chief Information Officer (Acting)

Paul Wagner
Chief Technology Officer (Acting)

Sonya Read
Digital Policy and Services (Acting)

Canadian Digital Service

Aaron Snow
Chief Executive Officer

Centre for Greening Government

Nick Xenos
Executive Director

Office for Public Service Accessibility

Yazmine Laroche
Deputy Minister, Public Service Accessibility

Alfred MacLeod
Assistant Deputy Minister, Public Service Accessibility

Enabling functions

Kelly Acton
Strategic Communications and Ministerial Affairs

Karen Cahill
Corporate Services Chief Financial Officer

Mallika Nanduri Bhatt
Priorities and Planning (effective April 7, 2021)

Doreen Gagnon
Director General, Human Resources

Nathalie Lalonde
Director General, Internal Audit and Evaluation

Office of the Chief Human Resources Officer

Christine Donoghue
Chief Human Resources Officer

Stephanie Poliquin
People Management Systems and Processes

Jean-François Fleury
Research, Planning and Renewal

Marie-Chantal Girard
Pensions and Benefits

Stephen Diotte
Employment Conditions and Labour Relations (Acting)

Janice Horne
Executive and Leadership Development (Acting)

Tolga Yalkin
Workplace, Policies and Services

Paule-Anny Pierre
Centre on Diversity and Inclusion

Office of the Comptroller General

Roch Huppé
Comptroller General

Samantha Tattersall
Acquired Services and Assets

Roger Ermuth
Financial Management

Mike Milito
Internal Audit

Yves Bacon
Financial Management Transformation

Diane Orange
Fixed Assets Review

Senior General Counsel

François Nadeau
Senior General Counsel

Peter Wallace, Secretary of the Treasury Board

Deputy Head of the Treasury Board of Canada Secretariat

Supported by an Associate Secretary and four other Deputy Ministers

Erin O’Gorman, Associate Secretary

Works with the Secretary, providing leadership on the management of the Treasury Board Cabinet Committee

The Secretary and Associate Secretary lead the Treasury Board of Canada Secretariat, which is divided into six thematic areas:

1. Human Resources
2. Comptrollership
3. Information (including digital)
4. Accessibility
5. Direct support to the Treasury Board
6. Enabling functions

Christine Donoghue, Chief Human Resources Officer

The Chief Human Resources Officer is responsible for government-wide direction and leadership on people management to support a competent, inclusive and healthy public service.

The Office of the Chief Human Resources Officer supports the Treasury Board’s mandate by:

• developing policies and providing strategic direction for people and workplace management in the public service
• leading negotiations with bargaining agents and managing total compensation to ensure fair and sustainable terms for collective agreements, pensions and benefits
• establishing terms and conditions of employment, including the management of talent and performance for the executive cadre
• monitoring the conditions of the workplace and workforce through data acquisition and analysis
• leading the heads of the human resources community to foster collaboration, innovation and coherence across the Government of Canada 

Roch Huppé, Comptroller General

The Comptroller General is responsible for government-wide direction and leadership on comptrollership, including in the areas of financial management, internal audit, public accounts, liaison with the Auditor General and acquired services and assets.

The Office of the Comptroller General supports the Treasury Board’s mandate by:

• developing policies and providing government-wide coordination and strategic direction for comptrollership in the public service, including internal audit, project management and the management of real property and materiel
• providing strategic direction and oversight for Chief Financial Officers across the Government of Canada
• providing proactive analysis and recommendations on management and policy issues such as departmental management and spending authorities and contributing to government-wide oversight by providing assurance and advice
• providing analysis and advice on Treasury Board submissions, including on cost estimates and financial risks

Marc Brouillard, Chief Information Officer (Acting)

The Chief Information Officer is responsible for the planning and management of technology and the stewardship of information and data for the Government of Canada.

The Office of the Chief Information Officer of Canada supports Treasury Board’s mandate by:

• developing policies and strategic direction on digital transformation, service delivery, security, information management and information technology in the public service
• providing analysis and advice on Treasury Board submissions, including on the use of digital technology and issues related to privacy
• working with departments and agencies to improve their digital service capacity, support the use of digital approaches in government operations and develop tools and resources to meet users’ needs
• leading the Government of Canada Chief Information Officers community to advance the adoption of best practices for information management and digital and service delivery

Yazmine Laroche, Deputy Minister, Public Service Accessibility

The Deputy Minister of Public Service Accessibility is responsible for supporting the Canadian public service in meeting the requirements of the Accessible Canada Act.

The Office for Public Service Accessibility supports the Treasury Board of Canada Secretariat’s mandate by providing strategic advice to government departments and agencies regarding issues related to accessibility and inclusion through:

• equipping public servants with knowledge on how to better design and deliver accessible programs and services
• providing practical guidance and tools for removing barriers through initiatives such as the Centralized Enabling Workplace Fund and online via an Accessibility Hub
• providing strategic advice, informed by engagement with persons with disabilities, to government departments and agencies
• improving recruitment, retention and promotion of persons with disabilities
• enhancing the accessibility of the physical workspace
• making technology usable by all

Expenditure Management Sector

The Expenditure Management Sector plays a central role in the planning and coordination of federal spending.

The Expenditure Management Sector supports the Treasury Board by:

• ensuring that Parliament has oversight and approval of how money is spent following the funding decision
• providing transparency in expenditures to Parliament and Canadians

Program sectors

Program sectors are the interface with departments preparing proposals for the Treasury Board

There are four program sectors:

• Government Operations
• Social and Cultural
• Economic
• International Affairs, Security and Justice

Program sectors support the Treasury Board by:

• reviewing Memoranda to Cabinet and Treasury Board submissions from federal organizations
• providing advice, guidance and support to federal organizations in their implementation and application of policies
• providing advice on and presenting proposals to Treasury Board Ministers

Strategic Communications and Ministerial Affairs

Manages and provides support for Treasury Board meetings, parliamentary affairs, Cabinet business and dealings with other government departments. It is also responsible for developing internal and external communications products and for the development of policies to oversee government communications, including advertising.

Human Resources

Provides human resources advice and services to the Treasury Board of Canada Secretariat.

Departmental Legal Services

Provides legal advice to the Treasury Board and the Treasury Board of Canada Secretariat.

Corporate Services and Chief Financial Officer

Assists the Secretary of the Treasury Board in the internal administration of the Treasury Board of Canada Secretariat, including in financial management, security, information management, information technology and facilities and material management.

Internal Audit and Evaluation

Provides independent, objective assurance and evaluation services that are designed to improve the management of the Treasury Board of Canada Secretariat’s programs and operations.

Priorities and Planning

Works with other sectors to ensure that departmental policy advice is coordinated and consistent. It also leads key activities supporting government-wide management excellence as well as corporate governance within the Treasury Board of Canada Secretariat.

Functions supporting other departments

2020: executives

49.7% male (64% Anglophone; 36% Francophone)

50.3% female (68% Anglophone; 32% Francophone)

Total executive population: 5,922

2020: non-executives

44.6% male (70% Anglophone; 29% Francophone)

55.3% female (67% Anglophone; 32% Francophone)

Total non-executive population: 225,254 (includes knowledge workers)

2020: knowledge workers

51.8% male (67% Anglophone; 33% Francophone)

48.1% female (70% Anglophone; 30% Francophone)

Total knowledge workers: 52,042

2019 Public Service Employee Survey

Roles and responsibilities of the Treasury Board

The Financial Administration Act confers the following authorities and responsibilities to the Treasury Board over the core public administration:

• establishing compensation and terms and conditions of employment for approximately 195,000 represented employees and 5,922 executives, including pensions and benefits
• setting policy direction for people management
• maintaining a healthy, diverse, inclusive, bilingual and safe workplace

Deputy heads are accountable for human resources (HR) management within their organizations.

A snapshot of the core public administration bargaining agents as of March 2019

• 91% of the employees within the core public administration are unionized
• 186,000 unionized members represented by 16 bargaining agents
• 59% are represented by the Public Service Alliance of Canada
• 27 group collective agreements
• 72 job classifications

Public Service Alliance of Canada: 111,000 members

Professional Institute of the Public Service of Canada: 38,000 members

Canadian Association of Professional Employees: 17,000 members

Union of Canadian Correctional Officers: 7,000 members

Association of Canadian Financial Officers: 5,000 members

Association of Justice Counsel: 2,000 members

International Brotherhood of Electrical Workers: 1,000 members

Professional Association of Foreign Service Officers: 1,000 members

Canadian Merchant Services Guild: 1,000 members

Other bargaining agents (Canadian Merchant Service Guild (CMSG), Canadian Federal Pilots Association (CFPA), Canadian Military Colleges Faculty Association (CMCFA), Federal Government Dockyard Chargehands Association (FGDCA), Federal Government Dockyard Trades and Labour Council (East) (FGDTLC-E), Federal Government Dockyard Trades and Labour Council (West) (FGDTLC-W), Unifor, Canadian Union of Public Employees (CUPE)): 3,000 members

The collective bargaining process

1. Global mandate: Global economic mandate obtained from the Prime Minister
2. Specific mandates: Group-specific mandates are obtained from the President of the Treasury Board and other Treasury Board of Canada Secretariat (TBS) officials depending on delegated authority
3. Negotiation^{Footnote 7}: TBS negotiates with bargaining agents
4. Tentative agreement reached
5. Vote: Bargaining unit members vote to ratify agreement
6. Treasury Board approval: authority to sign collective agreement is sought
7. Agreement implemented
8. Agreement signed

Collective agreements govern key aspects of the relationship between the Government of Canada and its employees such as:

• pay and other allowances
• leave
• labour relations
• career development
• hours of work
• job security (workforce adjustment)

In its role as Employer, the Treasury Board is responsible for pensions and benefits:

• Pensions: plans are set in legislation and not subject to bargaining
• Benefits: health care, dental care and disability insurance are negotiated outside the collective bargaining process

Canadian Charter of Rights and Freedoms

Guarantees the rights and freedoms set out in it, subject only to such reasonable limits prescribed by law as can demonstrably be justified in a free and democratic society. Courts have determined that the “freedom of association” clause confers rights of collective bargaining.

Financial Administration Act

Confers HR management powers to the Treasury Board and/or deputy heads (organization of work, classification, discipline, termination of employment, terms and conditions of employment, establishment and modification of the public service benefit plan).

Public Service Employment Act

Sets out staffing rules, restrictions on political activities administered by the Public Service Commission of Canada.

Federal Public Sector Labour Relations Act

Governs collective bargaining and labour relations in the federal public service.

Canadian Human Rights Act

Prohibits federally regulated employers from discriminating based on the grounds listed in the Act. It also protects the right to pay equity by establishing that it is a discriminatory practice for an employer to establish differences in wages between male and female employees who perform work of equal value.

Employment Equity Act

Establishes rules for employers to engage in proactive employment practices to increase the representation of four designated groups: women, people with disabilities, Aboriginal peoples and visible minorities.

Accessible Canada Act

Provides for the development of accessibility standards and gives the government the authority to work with stakeholders and persons with disabilities to create new accessibility regulations that will apply to sectors within the federal jurisdiction.

Pay Equity Act

Once in force, will require Treasury Board and other federal employers to proactively review compensation and ensure that they are providing equal pay for work of equal value.

Canada Labour Code, Part II

Sets out the occupational health and safety regime.

Official Languages Act

Assigns responsibilities to Treasury Board and its President, regulations and policies on communications and services to the public, language of work in federal institutions, and the participation of English-speaking and French-speaking Canadians in federal institutions.

Public Service Superannuation Act and other pension legislation

Sets out the terms and conditions for pension benefits to current and former federal public sector employees, and their survivors and dependents.

Public Servants Disclosure Protection Act

Establishes a secure and confidential process for disclosing serious wrongdoing in the workplace, as well as protection from acts of reprisal.

Global megatrends continue to drive rapid change

COVID‑19 lessons learned will help shape the path forward

• COVID‑19 is becoming the accelerator for one of the greatest workplace transformations of our lifetime. How we work…where we work, will be changed forever! (Forbes, 2020)
• While COVID‑19 is not the Future of Work, it has acted as a stress test, exposed our strengths and weaknesses in facing the complexity of future issues (Organisation for Economic Co‑operation and Development (OECD), 2020)

The future is now … and we must adapt, lead and modernize.

Disruptive trends

• Rapid reskilling and upskilling
• Use of artificial intelligence and machine learning
• Greater demand for remote work options and increased flexibility
• Heightened focus on employee well-being and work satisfaction
• Increased demand for trust and a participatory government process

Clear business drivers

Brand

Strategic choices

• We are people-driven: Deputy heads and members of the public service are empowered through policies to deliver impactful results
• We are stewards: Advice, oversight, data and efficient controls support sustainable outcomes
• We are interconnected: Networks, partnerships and information and communications technology shape the way forward
• We are focused on the future: Data, research and experimentation support innovation and readiness

Strategic outcomes

• We invest in the skills, talents and career paths in order to drive to outcomes
• The workplace is healthy, safe, inclusive and productive
• Terms and conditions of employment are fair and sustainable
• The organization of work is modern and flexible
• The HR community meets the highest professional standards
• A modern HR infrastructure is integrated with enterprise-wide systems

Core capabilities

• Policy
• Programs
• Research
• Technology
• Foresight
• Partnerships
• Expertise
• Data and digital literacy
• Execution excellence
• Innovation
• Services

Office of the Chief Human Resources Officer (OCHRO) governance

Treasury Board of Canada Secretariat (TBS) governance

Office of the Chief Human Resources Officer (OCHRO): organizational chart

Nancy Chahwan, Chief Human Resources Officer

Deputy Minister’s office

Core mandate

The Workplace Policies and Services (WPS) Sector is responsible for providing strategic leadership, advice, and support for building an agile, inclusive and well-equipped public service. More specifically, WPS provides federal institutions leadership, advice, and guidance related to people management, employment equity and more. It develops and supports the implementation of policies and practices to promote an ethical, healthy and productive workplace. Furthermore, WPS provides federal institutions leadership, advice and guidance on regulations, policies and programs in the areas of respecting language rights of federal employees, promoting a bilingual work environment, and overseeing the provision of communications and services to the Canadian public.

Key activities

• People management policy development, interpretation and monitoring
• Diversity, inclusion and wellness
• Official languages
• LGBTQ / gender
• Values and ethics
• Recognition
• Community engagement and talent management
• Employment equity
• Interchange
• GCWCC secretariat

Assistant Deputy Minister

Tolga Yalkin

Core mandate

The Centre on Diversity and Inclusion will play a leadership role on cross-departmental initiatives and the change management required to build a diverse and inclusive public service culture. An important element of the Centre’s work will be to support the Chief Human Resources Officer’s engagement in various fora. It will also coordinate a vast range of organizations and sectors whose policies and programs impact or influence diversity and inclusion. The Centre will lead new initiatives on diversity and inclusion and will coordinate, monitor and report on results and delivery of the diversity and inclusion strategy.

Key activities

• Lead new and innovative initiatives on diversity and inclusion
• Develop innovative solutions for recruitment and talent management
• Coordinate with stakeholders whose policies and programs affect the diversity and inclusion agenda
• Co-develop solutions with diversity and inclusion networks
• Lead change management and monitoring of progress

Executive Director

Paule-Anny Pierre

Core mandate

The Employment Conditions and Labour Relations Sector supports the Treasury Board of Canada in its role as the Employer for the core public administration for organizations named in Schedules I and IV of the Financial Administration Act. The Employment Conditions and Labour Relations sector is responsible for supporting deputy heads in the field of labour relations accountabilities, organization and evaluation of work, and compensation management, as well as the Treasury Board in its authority to set compensation and benefits for the Canadian Armed Forces. This sector negotiates collective agreements with many bargaining units and agents in the core public administration and co-develops National Joint Council Directives.

Key activities

• Terms and conditions of employment
• Strategic compensation
• Labour relations
• Collective bargaining
• Pay equity
• Phoenix / Next Generation pay policies and damages
• Ministers’ offices budgets
• Organizational design and classification
• National Joint Council secretariat
• Strike preparedness
• Legislative impacts on labour relations
• Occupational health and safety, including harassment/violence

Acting Assistant Deputy Minister

Stephen Diotte

Core mandate

The Pensions and Benefits Sector is the policy centre responsible for the management and administration of the federal public sector pension and benefit plans. The Pensions and Benefits Sector supports the President of the Treasury Board in the oversight, management, policy development, and administration of the public service pension plan and in the stewardship of the federal public sector pension plans or retirement programs. In addition, the Pensions and Benefits Sector is responsible for policy development, management, oversight, stakeholder relations and negotiations of the group insurance benefits programs such as the public service health, dental care and disability insurance plans.

Key activities

• Policy development and program management for the public service pension plan, retirement programs, and group insurance benefit plans
• Oversight and secretariat function for pension and benefits boards of management
• ​Frames a total compensation package that is more sustainable, flexible, and adapted to renewed workplace realities and ensures plan members have the required information to make informed decisions
• Ensures sustainable and comparable benefit plans, including:
  • renegotiating health and dental plans
  • re-tendering of benefits plan contracts
  • enabling ongoing effective, efficient operations with key partners
• Research, benchmarking and financial analysis

Assistant Deputy Minister

Marie-Chantal Girard

Core mandate

The Executive and Leadership Development Sector delivers advice, strategic analysis, research, monitoring and stakeholder engagement in areas such as executive performance management, functional leadership and talent management, terms and conditions of employment for executives, executive compensation, talent management of assistant deputy ministers, executive job classification and organization design. This sector also manages the Executive Leadership Program and co-coordinates the Joint Learning Program with the Public Service Alliance of Canada.

Key activities

• Executive performance
• Leadership development
• Executive talent management
• Terms and conditions of employment for executives
• Executive classification and compensation
• Collective talent management and resourcing of assistant deputy minister positions and HR executives

Assistant Deputy Minister

Janice Horne

Core mandate

The People Management Systems and Processes Sector supports the Chief Human Resources Officer of Canada, who is responsible for providing a coordinated, cohesive and strategic oversight for enterprise-wide HR systems, processes, standards and control. The People Management Systems and Processes Sector is currently performing this business owner role in response to the Phoenix pay crisis and the NextGen Initiative.

Key activities

• Collaborate with Shared Services Canada to advance the experimentation phase of the NextGen HR and Pay Initiative​
• Establish a People Management Strategic Change Office​
• Develop enterprise-wide standards and controls for HR-pay-pensions systems and services​
• Develop a Performance Measurement Framework for HR systems and services​
• Continue to develop and deliver HR-to-Pay training
• Develop a Pay Rules Application to enable simplification and future negotiations​
• Continue to support HR-Pay-Pension stabilization, MyGCHR and the 33 HR systems​
• Continue to measure and report HR timeliness standards and corporate commitments​
• Continue to develop key GC HR Business artifacts (that is, Business Reference Model) to inform the direction for HR services and systems modernization

Assistant Deputy Minister

Stéphanie Poliquin

Core mandate

The Research, Planning and Renewal Sector is responsible for people management data stewardship, research and experimentation, HR projects, and for managing OCHRO-wide governance and corporate planning activities. The sector provides strategic integrated HR data analytics, data modelling, research, design, behavioural science and experimentation expertise to support the development of performance management frameworks, HR strategies, policy and other emerging priorities, within the context of the future of work.

Key activities

• Integrated people management analytics and insight
• Workforce data, stewardship and dissemination
• Surveys, assessment and reporting
• Experimentation to improve outcomes
• Support HR innovation strategic partners and community
• OCHRO governance and strategic planning
• Strategic initiatives and horizontal integration
• Internal engagement and culture change
• Measuring for impact and conducting research on people management trends

Assistant Deputy Minister

Jean-François Fleury

Global megatrends continue to drive rapid change

Business drivers

Integrated areas of focus

OCHRO established in 2009

Mandate: Support the Treasury Board in its role as the employer by driving excellence in people management and ensuring the appropriate degree of consistency across the public service

Horizontal issues and increasing complexity (now)

• Managing COVID
• Support for the Beyond 2020 framework and its multiple people management implications
• Diversity and inclusion / workplace harassment, discrimination and anti-racism
• Mental health and wellness
• Fundamental review of people management policies (adapting to the future of work)
• Future of work research and experimentation
• Data analytics, stewardship and integration
• Expanded business owner role for Phoenix stabilization / HR-to-Pay-to-Pensions
• [This information has been redacted]
• [This information has been redacted]
• Collective management of heads of HR
• Renewal and inclusive talent management of executives

[This information has been redacted]

[This information has been redacted]

[This information has been redacted]

[This information has been redacted]

Fall Economic Statement

Diversity and inclusion are high-profile government priorities that are reflected in mandate letter and Deputy Minister commitments.

The September 23, 2020, Speech from the Throne articulated government’s commitment to address systemic racism against Indigenous peoples and racialized communities (Black people and other members of visible minorities).

Diversity and inclusion has been an ongoing focus for the public service. Recent events have underscored both the importance and urgency to make progress on increasing diversity and promoting inclusion in the public service.

In line with his mandate letter commitments, the President of the Treasury Board has articulated a plan to improve data and targets, foster diversity in senior leadership, analyze legislation, and promote education and awareness across the public service.

[This information has been redacted]

• Allocated up to $12M over three years (Announced in the 2020 Fall Economic Statement)

[This information has been redacted]

Aspiration

OCHRO is a leader in the evolution of people and workplace excellence

Values

• Be credible
• Be courageous
• Be relevant
• Be nimble

Workplace

Workforce

Leadership

HR infrastructure

Future of work

Brand

Strategic choices

• We are people-driven: Deputy heads and members of the public service are empowered through policies to deliver impactful results
• We are stewards: Advice, oversight, data and efficient controls support sustainable outcomes
• We are interconnected: Networks, partnerships and information and communications technology shape the way forward
• We are focused on the future: Data, research and experimentation support innovation and readiness

Strategic outcomes

• We invest in the skills, talents and career paths in order to drive to outcomes
• The workplace is healthy, safe, inclusive and productive
• Terms and conditions of employment are fair and sustainable
• The organization of work is modern and flexible
• The HR community meets the highest professional standards
• A modern HR infrastructure is integrated with enterprise-wide systems

Core capabilities

• Policy
• Programs
• Research
• Technology
• Foresight
• Partnerships
• Expertise
• Data and digital literacy
• Execution excellence
• Innovation
• Services

Technological

• Automation and digitization
• Green technologies
• Cybersecurity
• Big data
• Artificial intelligence (AI)

Governance

• Geopolitical conflict and instability
• Populism
• Fiscal pressures
• Declining public trust
• Social unrest

Societal

• Rising inequality
• Decoupling of social and economic progress
• Large-scale migration
• Aging population
• Climate change
• Gig economy

Public service

• Diversity and gender
• Funding pressures
• Digital government
• Complexity

Workplace and workforce policies and strategies

Collective bargaining and pay equity

• Bargain in good faith with Canada’s public sector unions
• Implement the Pay Equity Act

Recruitment

• Ensure that the public service attracts and retains a skilled and diverse talent from communities across Canada
• Partner with the Public Service Commission of Canada to reduce the time it takes to hire new public servants

Wellness, diversity and inclusion

• Continue to safeguard and promote Canada’s two official languages
• Increase the number of women in senior decision-making positions

HR-to-pay-to-pensions

• Eliminate the backlog of outstanding pay issues for public servants as a result of Phoenix
• Lead work on the Next Generation HR and Pay System to replace Phoenix

Business priorities

• Wellness, diversity and inclusion
• Fair, competitive and sustainable total compensation
• HR systems, standards and controls
• Future of work research and experimentation
• Talent management
• Modern, equitable and flexible organization of work
• HR community leadership
• Service excellence in policy advice and core business

Management priorities

• Ensure TBS OCHRO employees are paid accurately and on time
• Promote and foster a healthy, inclusive and diverse workplace
• Ensure a “one OCHRO, one voice” approach supported by a change management agenda
• [This information has been redacted]

HR systems, standards and controls

• An HR Business Blueprint for a high-performing HR system

Modern, equitable and flexible organization of work

• [This information has been redacted]

Fair, competitive and sustainable total compensation

• [This information has been redacted]

Talent management

• Talent management strategies with a focus on Heads of HR, diversity in executive ranks and re-skilling

Wellness, diversity and inclusion

• Advance work on [This information has been redacted] diversity in executive ranks

HR community leadership

• Plans for policy evolution to support the HR community to be a solutions-oriented, user-focused enabler of an agile, inclusive and equipped public service

Future of work research and experimentation

• A future of work plan of priorities, with a focus on enterprise data and analytics and establishment of new partnerships

Service excellence in policy advice and core business

• Surge capacity in support of emerging OCHRO priorities and measurement

2019–20 committee business

• Focal point for cross-sectoral strategic thinking and consultations
• Challenge function for proposals and presentations to TBS and other senior committees and for external stakeholders
• Topics have included:
• transition
• future of work
• policy suite reset
• talent management
• [This information has been redacted]
• integration of 2020–21 Management Accountability Framework
• Pension and Benefits Plan Survey results
• language of work
• Employee Wellness Support Program
• Deputy Minister University Champions Program

2019–20 committee results

• Ongoing horizontal review of OCHRO finances and HR for 2019–20 fiscal year, to ensure sound management of resources
• Further alignment of OCHRO’s activities and results towards its new vision through strategic and corporate planning and reporting exercises
• Identified OCHRO business and management priorities for 2020–21 fiscal year
• Identification of OCHRO’s risks for 2020–21 fiscal year

2019–20 committee results

• Embracing our mandate and change management agenda for OCHRO
• Deepening our change management knowledge through training
• Developing the Change Management Roadmap through analysis and identification of our successes, gaps and irritants related to the OCHRO change agenda to date
• Increasing communication, cross-sectorial discussion, and embracing the “one OCHRO, one voice” approach

Next steps: Continue to advise and deliver on the action plan for fiscal year 2019–20.

Focus area 1: increase employees’ engagement in the transformation

• Townhall: Provide input, participate and conduct follow-up activities related to the townhall.
• Measure the change and organization transformation: Establish metrics and measures, conduct a survey and keep employees informed of progress.

Focus area 2: improve internal communication and horizontal organization awareness

• Create a virtual OCHRO binder for employees: Launch a central repository with links to OCHRO and sector reference materials to increase organizational awareness.
• Create OCHRO employee file lead and expertise lists: Build employee lists and internal organization charts to increase efficiency in identifying key internal resources and contacts.

Focus area 3: improve internal processes and tools

• Modernize and streamline the approval process: Work with appropriate resources to map the approval process and look for opportunities to increase speed of approvals.

Salary

• The deficit in Salary for $10.5 million is due to the increase in FTE complement over the last few years without receiving additional funds or no renewal of the sunsetters.
• OCHRO’s planned staffing is not sustainable for future years as the organization relies on temporary funding (39%) to address changes in workload and priorities.
• OCHRO should only proceed with planned staffing once there is confirmed source of funding for 2021–22.

Operating and maintenance (O&M)

• Surplus of $2.0 million in O&M will partially offset deficit in salary
• O&M forecasts of $12.8 million are slightly overstated
• Of this amount, $8.6 million is for Professional Services, Consulting and Research and Computer Service

Vote 1: Special Purpose Allotment (SPA)

• SPA forecasts will be adjusted and managed within the budgets that will be approved by the  Department of Finance Canada
• [This information has been redacted]

IBP projected deficit of $32.3 million

Overall, at IBP OCHRO is a projecting a deficit of $32.3 million; of this, $8.5 million is in General Operating and $23.9 million in SPA. The deficit in SPA is mainly attributable to Phoenix.

General operating projected deficit of $8.5 million

• A projected deficit of $5.0 million in Employment Conditions and Labour Relations [This information has been redacted]
• A projected deficit of $1.2 million in the Pensions and Benefits Sector mainly for the Retendering Public Service Health ($0.6 million) and the Office of the Chief Actuary ($0.3 million)
• A projected deficit of $0.5 million in WPS to deliver on new priorities
• A projected deficit of $0.8 million in RPR which has insufficient funding to cover its core business
• A projected deficit of $0.8 million in ELD to deliver on new priorities
• A projected deficit of $1.1 million in People Management Systems and Processes mainly for the Executive Talent Management System / Public Service Performance Management application

There is a total potential source of funds of $31.8 million from Departmental Reserve and Budget 2021 to address the projected General Operating deficit of $8.5 million and the SPA deficit of $23.8 million.

General Operating projected salary deficit of $10.5 million

• A projected salary deficit of $7.1 million in Employment Conditions and Labour Relations
• A projected salary deficit of $1.1 million in the Pensions and Benefits Sector
• A projected salary deficit of $0.8 million in WPS
• A projected salary deficit of $0.5 million in RPR
• A projected salary deficit of $0.2 million in ELD
• A projected salary deficit of $0.9 million in People Management Systems and Processes

The total planned staffing in General Operating is 127.8 FTEs, representing $14.7 million.

The salary deficit after attrition of $3.1 million represents approximately 21% of the current budget.

President Duclos

• Classification: $10 million over two years
• Stabilizing Human Resources, Pay, and Pensions: $45 million over two years
• Improving Federal Asset Management: $5 million over three years
• Official Languages Act: $2.3 million over two years
• Renewing funding for the Office of Public Service Accessibility : $10 million over three years
• Access to Information and Personal Information Request Service: $12.8 million over five years
• External Advisory Committee on Regulatory Competitiveness: $6.1 million over two years
• Low-Carbon Fuel Procurement Program: $227.9 million over eight years
• Modernizing Leave Without Pay Provisions: $52 million over five years
• Amendments to the Public Service Employment Act: No funding requested

Minister Murray

• Supporting the Canadian Digital Service: $88 million over four years
• Supporting the Office of the Chief Information Officer: $34 million over five years

In addition, Minister Murray via Shared Services Canada received funding for the following items:

• Support efficient and stable digital applications: $215 million over five years
• Repair and replace critical IT infrastructure: $300 million over three years
• Ensure the security of Canadians’ information: $456.3 million over five years

[This information has been redacted]

Measuring what matters

• Budget 2021 proposes to provide $7.7 million over five years, and $1.6 million ongoing, to enable Statistics Canada to improve quality-of-life measures and address key data gaps.
• Budget 2021 further proposes to provide $6.1 million over five years, and $0.6 million ongoing, to enable Statistics Canada to bring together key economic, social and environmental datasets and develop a user interface to better support decision-making and budgeting.

Better data for better outcomes: understanding the causes of inequity through disaggregated data

• Budget 2021 proposes to provide $172 million over five years, starting in 2021–22, with $36.3 million ongoing, to Statistics Canada to implement a Disaggregated Data Action Plan that will fill data and knowledge gaps. This funding will support more representative data collection, enhance statistics on diverse populations, and support the government’s, and society’s, efforts to address systemic racism, gender gaps – including the power gaps between men and women –and bring fairness and inclusion considerations into decision-making.
• Budget 2021 also proposes to provide $6.7 million over five years, starting in 2021–22, and $1.4 million ongoing, to the Department of Justice Canada and Statistics Canada to improve the collection and use of disaggregated data.

Support for Indigenous-led data strategies

• Budget 2021 proposes to invest $73.5 million over three years, starting in 2021–22, to continue work towards the development and implementation of a First Nations Data Governance Strategy.
• Budget 2021 also proposes to invest $8 million over three years, starting in 2021–22, to support Inuit and Métis baseline data capacity and the development of distinctions-based Inuit and Métis Nation data strategies.

Establishing a new Data Commissioner

• Budget 2021 proposes to provide $17.6 million over five years, starting in 2021–22, and $3.4 million per year ongoing, to create a Data Commissioner. The Data Commissioner would inform government and business approaches to data-driven issues to help protect people’s personal data and to encourage innovation in the digital marketplace.
• Budget 2021 also proposes to provide $8.4 million over five years, starting in 2021–22, and $2.3 million ongoing, to the Standards Council of Canada to continue its work to advance industry-wide data governance standards.

Enhancing business condition data

• Up to $5 million over two years, starting in 2021–22, to Statistics Canada to work with partners to enhance the availability of business condition data, better ensuring that the government’s support measures are responsive to the needs of Canadian businesses and entrepreneurs.

Strengthening public climate-related disclosures

• Canada’s Crown corporations will demonstrate climate leadership by adopting the Task Force on Climate-related Financial Disclosures standards, or according to, more rigorous, acceptable standards as applicable to the public sector at time of disclosure, as an element of their corporate reporting.

Strengthening diversity in corporate governance

• Budget 2021 proposes that Crown corporations will be required to implement gender and diversity reporting, starting in 2022.

Modernizing critical IT infrastructure

• $648 million on a cash basis to Employment and Social Development Canada and TBS over the next seven years, starting in 2021–22, to continue implementing Benefit Delivery Modernization, invest in Service Canada’s IT systems and related activities, and support service delivery to Canadians going forward.

E-payroll

• $43.9 million over three years, starting in 2021–22, for the Canada Revenue Agency (CRA) to accelerate the ongoing work with Digital Government and Employment and Social Development Canada (ESDC), and to develop the first phase of an e-payroll solution through the testing of prototype options for the implementation of a real-time e-payroll solution for the Government of Canada.
• A Central Agency Steering Committee co-chaired by the Privy Council Office and the Office of the Chief Information Officer (TBS) will work with the CRA and ESDC to oversee the implementation plan.

Supporting the ongoing delivery of benefits to Canadians

• $81 million over two years for Employment and Social Development Canada to continue to support both remote and in person delivery of services and benefits to Canadians. This will support delivery of Old Age Security, the Canada Pension Plan and Employment Insurance.

Modernizing CRA services

• $41.7 million over three years, starting in 2021–22, to the CRA to reduce processing time for T1 adjustments (that is, corrections to people’s general income tax return) by making online self-service more user-friendly and improving automated processing of T1 adjustments. Faster processing of T1 adjustments will provide Canadians with more timely access to their credits and benefits.

Protecting taxpayer information

• $330.6 million over five years, starting in 2021–22, with $1.6 million in remaining amortization, and $51.2 million ongoing, to CRA to invest in new technologies and tools that match the growing sophistication of cyber threats, and to ensure the CRA’s workforce has the specialized skills to proactively monitor threats and better safeguard Canadian data.

Maintaining federal COVID‑19 digital to inform Canadians

• $9 million in 2021–22 to fund Health Canada to ensure continued availability of the federal digital tools for COVID‑19.

Delivering a modern immigration platform

• $428.9 million over five years, with $398.5 million in remaining amortization, starting in 2021–22, to develop and deliver an enterprise-wide digital platform that would gradually replace the legacy Global Case Management System. This will enable improved application processing and support for applicants, beginning in 2023.

Modernizing National Defence’s information systems

• $267 million over five years for the National Defence to upgrade the critical information systems it relies on to manage its assets, finances and human resources.

Deputies Portfolio Committee

• Senior management board for TBS
• Sets the overall direction and priorities on policy, financial, human resources and other operational matters

Executive Committee

• Advisory and information-sharing body that supports departmental business and discusses issues and initiatives of strategic and horizontal importance to TBS and government

OCHRO governance

Treasury Board of Canada Secretariat governance

Inclusion

Employees can participate in committee discussions on important policy and planning topics.

Knowledge transfer

Employees can learn about new files or issues they may not be involved with in their day-to-day work.

Empowerment

Employees are engaged in the work of OCHRO and can see that collaboration and horizontality are critical.

Focus area 1: increase employee awareness of OCHRO vision, priorities, values and change agenda

Focus area 2: build a “One OCHRO, One Voice” culture

Focus area 3: modernize internal processes, systems and tools

Aspiration

OCHRO is a leader in the evolution of people and workplace excellence

Values

• Be credible
• Be courageous
• Be relevant
• Be nimble

Citizens / social impact

• Timely, agile and targeted services
• Greening government and sustainable solutions
• User-centric design and citizen engagement
• Increasing public trust
• Sustainable local and regional economies
• Diverse and inclusive public service and policies attuned to citizens’ needs

Employer responsibility

• Competition for best talent to deliver business results
• Fiscal and stewardship accountabilities
• Prioritizing work that creates value
• Leveraging data and digital acumen to increase productivity
• Diversity, inclusion and accessibility to maximize impact

Employee experience

• Flexibility, choice and dynamic work experience
• Real-time, on-the-job learning and upskilling
• Engaged, supported and valued
• Meaningful work and careers
• Expanded work opportunities

Skills, talent and leadership

• Trusted conveners, drivers and agents of change 
• Expanded talent pool
• Rapid upskilling through experiential learning
• Data and digital literacy
• Productivity and results-based performance 

Flexibility

• Surge capability and agile teams
• Redefined location of work, worksites and footprint
• Flexible arrangements, team structures, worksites
• Redesigned work and classification
• Modernized total rewards and compensation

Diversity, inclusion and accessibility

• Productive and healthy environments
• Inclusive employers and accessible workspaces
• Stronger means to eliminate harassment and discrimination 
• Broadened and renewed definition of diversity beyond employment equity groups
• Increased mobility of people and ideas – in and out

Mandate

The Centre for Diversity and Inclusion will play a leadership role on cross-departmental initiatives and the change management required to build a diverse and inclusive public service culture. An important element of the Centre’s work will be to support the Chief Human Resources Officer’s engagement in various forums. It will also coordinate a vast range of organizations and sectors whose policies and programs impact or influence diversity and inclusion. The Centre will lead new initiatives on diversity and inclusion and will coordinate, monitor and report on results and delivery of the diversity and inclusion strategy.

Business priorities

1. Work with stakeholders and provide leadership on people management and responding to COVID‑19
2. Guide the public service’s agenda in support of diversity and inclusion
3. Develop and implement programs to support departments and agencies across the public service in achieving their diversity and inclusion objectives
4. Liaise with various stakeholders to co-develop solutions to promote diversity and inclusion in the public service
5. Coordinate with key partners (the Privy Council Office, the Public Service Commission of Canada and the Canada School of Public Service) and various sectors (Workplace Policies and Services, Research, Planning and Renewal, Executive and Leadership Development, and Pensions and Benefits) to ensure a cohesive approach to diversity and inclusion
6. Perform outreach and engagement with internal and external stakeholders

Management priorities

1. Conduct staffing to fully resource the Centre on Diversity and Inclusion to be able to deliver the program.
2. Ensure workplace health and inclusiveness.
3. Establish our sector in accordance with “One OCHRO, One Voice.”

Key deliverables for 2021–22

• Establish a Federal Speakers’ Forum on Diversity and Inclusion
• Coordinate and implement the action plan to accelerate progress on diversity and inclusion in the public service
• Support of the participation of senior leaders in their diversity and inclusion engagements across the public service
• Develop and implement a targeted management development program
• Staff all vacant positions in the Centre for Diversity and Inclusion
• Establish a Community of Practice of Designated Senior Officials for Employment Equity, Diversity and Inclusion
• Open dialogue with OCHRO employees, listen to them, and create a work environment exempt of harassment and discrimination
• Implement a career sponsorship program
• Develop a diversity and inclusion maturity model

Mandate

The Employment Conditions and Labour Relations sector supports the Treasury Board in its role as the Employer for the core public administration for organizations named in Schedules I and IV of the Financial Administration Act. The Employment Conditions and Labour Relations sector is responsible for supporting deputy heads in the field of labour relations accountabilities, organization and evaluation of work, and compensation management, as well as the Treasury Board in its authority to set compensation and benefits for the Canadian Armed Forces. This sector negotiates collective agreements with many bargaining units and agents in the core public administration and co-develops National Joint Council Directives.

Business priorities

1. Work with stakeholders and provide leadership on people management and responding to COVID‑19
2. Bargain in good faith with Canada’s public sector unions and reach new collective agreements
3. [This information has been redacted]
4. [This information has been redacted]
5. Lead activities in support of pay equity reform
6. Oversee an effective implementation of the collective agreements and provide advice on National Joint Council Directives and other labour relations issues, as well as policy advice related to COVID‑19

Management priorities

1. Ensure the Employment Conditions and Labour Relations sector is high-performing
2. Ensure that the Employment Conditions and Labour Relations sector attracts and retains a diverse workforce
3. Improve employee wellness
4. Modernize employment conditions

Key deliverables for 2021–22

• Monitor and support the return to worksites in the context of vaccination
• Continue to engage bargaining agents on COVID‑19
• Implement the Public Service Alliance of Canada Phoenix Damages Agreement
• [This information has been redacted]
• Support departments in the implementation of Bill C-65
• Provide guidance and support to departments on how to manage as the pandemic evolves, including occupational health and safety considerations
• Conclude 2018 bargaining round (including the first collective agreement for the RCMP regular members) and initiate the 2021 round, and engage with bargaining agents on enhanced flexibility in working arrangements
• Continue to support Employment and Social Development Canada’s Labour Program to finalize the enabling regulatory package to bring the Pay Equity Act into force and begin implementing it in the public service in 2021
• Advance implementation of the Treasury Board approved classification conversions for the Computer Systems (CS), Program and Administrative Services (PA) and Comptrollership (CT) groups [This information has been redacted]
• Co-lead with the Department of Justice Canada the response to class-action lawsuits

Mandate

The Executive and Leadership Development sector delivers advice, strategic analysis, research, monitoring and stakeholder engagement in areas including executive performance management, functional leadership and talent management, terms and conditions of employment for executives, executive compensation, talent management of assistant deputy ministers, as well as executive job classification and organization design. This sector also manages the Executive Leadership Program and co-coordinates the Joint Learning Program with the Public Service Alliance of Canada.

Business priorities

1. Work with stakeholders and provide leadership on people management and responding to COVID‑19
2. Identify and propose options to modernize executive policy instruments, performance management and compensation to attract, retain and mobilize talent and to incent results
3. Improve development programs, and coordinate succession planning with internal and external candidates to build and develop an executive cadre reflective of Canadian diversity, to lead and sustain transformation
4. In collaboration with partners and stakeholders, develop a vision and set of core business principles and requirements to guide the identification and selection of a modern, flexible, client-centric enterprise talent and performance management solution to support and enable enhanced practices, processes and outcomes
5. Design and develop a modern leadership framework for the public service of Canada to ensure diverse and inclusive leaders are equipped to drive towards and adopt future of work principles and practices
6. Modernize the EX Group job evaluation standard, tools and guidance to better assess new and emerging types of executive roles and working conditions
7. Ensure heads of HR meet the highest professional standards and further evolve as strategic partners through talent management

Management priorities

1. Strengthen information and data management
2. Ensure training, development and capacity-building in the sector, including reskilling to use new tools
3. Ensure workplace health and inclusiveness
4. Ensure service and program delivery excellence

Key deliverables for 2021–22

• Propose a new talent and performance management approach
• Implement recommendations from the Treasury Board of Canada Secretariat’s Executive Performance Management Evaluation
• Update competencies to eliminate cultural bias and introduce a set of modern, inclusive leadership attributes
• Enhance OCHRO’s capacity to monitor EX classification decisions
• Examine the use of assistant deputy minister executive staffing flexibilities and existing authorities with respect to executive separation
• Engage with the Association of Professional Executives of the Public Service of Canada (APEX) and other stakeholders (for example, employee networks) to identify opportunities to improve the policy suite
• Enhance and coordinate assistant deputy minister succession planning to increase representation of equity-seeking groups in senior ranks and broaden the scope of the Executive Leadership Development Program
• Finalize the proposal for the new EX Group job evaluation standard

Mandate

The Pensions and Benefits sector supports the President of the Treasury Board in the oversight, management, policy development and administration of pension and benefit plans. This includes the public service pension plan, retirement program, as well as health, dental and disability insurance plans. The Pensions and Benefits sector acts as a centre of expertise by providing policy advice, communication to plan members, and negotiating group insurance benefit plans as required.

Business priorities

1. Work with stakeholders and provide leadership on people management and responding to COVID‑19
2. [This information has been redacted]
3. Expand the total compensation committee to better define a “total value employment offer” and include future of work imperatives for the upcoming negotiations
4. Continue to maintain and build relationships with internal and external stakeholders to support development of pensions and benefits plan changes, efficient and effective administration of plans and fostering a positive negotiations environment
5. Advance the digitization of pension and benefits communications and services by conducting research and analysis in the future of work context, and supporting partners in the development of online portals
6. Continue to increase diversity on boards of management for pensions and benefits plans through the transformation of the ministerial and Governor in Council appointment process
7. [This information has been redacted]
8. Further increase digitization of benefit plans management and delivery by retendering health care and dental contracts

Management priorities

1. Promote the health and well-being of staff
2. Ensure sound human and financial resources management
3. Support flexibilities and facilitate adaption to changing work realities as related to COVID‑19
4. Foster diversity and inclusion in our staffing processes, in recruitment

Key deliverables for 2021–22

• [This information has been redacted]
• Launch a user experience study to improve the web experience of plan members
• [This information has been redacted]
• Draft an update of the Service Level Agreement with Public Services and Procurement Canada (expiring March 2022)
• Increase diversity on boards of management through the transformation of the ministerial and Governor in Council appointment process
• Continue implementation of the Service Level Agreement for pensions administrative services between the Treasury Board of Canada Secretariat and Public Services and Procurement Canada (October 2019 to March 2022), including the development and implementation of the Compliance Framework for Pension Services; begin renewal discussion of the agreement
• Advance a pilot project to deliver a short-term disability plan
• [This information has been redacted]
• Modernize the Supplementary Death Benefit Plan and the Public Service Pension Plan’s leave without pay provisions, medical assessments and evidentiary requirements
• Scale up the Employee Wellness Support Program pilot project results to increase overall productivity and support for employee returning to work

Mandate

The People Management Systems and Processes sector supports the Chief Human Resources Officer of Canada, who is responsible for providing a coordinated, cohesive and strategic oversight for enterprise-wide HR systems, processes, standards and control. The People Management Systems and Processes sector is currently performing this business owner function role in response to the Phoenix pay crisis and the NextGen Initiative.

Business priorities

1. Work with stakeholders and provide leadership on people management and responding to COVID‑19
2. Provide strategic direction and operational leadership for the investment, development, implementation and maintenance of enterprise-wide HR systems and processes, standards and controls for the Government of Canada
3. Develop HR business frameworks to enable HR business and solutions and to ensure compliance with relevant legislation and policy
4. Monitor compliance to ensure people management tools and services meet the needs the Government of Canada
5. Lead and support effective engagement and change management for key stakeholders
6. Ensure the business owner for HR is represented across governance bodies that are established to oversee HR-Pay-Pension activities

Management priorities

1. [This information has been redacted]
2. Finalize sector transformation and develop workforce resourcing plan to build capacity
3. Ensure workplace health and inclusiveness

Key deliverables for 2021–22

• Develop a Pay Rules Application to enable simplification and future negotiations
• Continue to support HR-Pay-Pension stabilization
• Measure and report on HR timeliness standards for all HR transactions that lead to pay
• Develop a Performance Measurement Framework for HR systems and services
• Collaborate with Shared Services Canada and Canadian Heritage to advance the experimentation phase of the NextGen HR and Pay initiative
• [This information has been redacted]
• Develop enterprise-wide standards for HR-pay-pensions systems and services
• Establish a Strategic People Management Change Management Office

Mandate

The Research, Planning and Renewal sector is responsible for people management data stewardship, research and experimentation, HR projects, and for managing OCHRO-wide governance and corporate planning activities. The sector provides strategic integrated HR data analytics, data modelling, research, design, behavioural science and experimentation expertise to support the development of performance management frameworks, HR strategies, policy, and other emerging priorities within the context of the future of work.

Business priorities

1. Work with stakeholders and provide leadership on people management and responding to COVID‑19
2. Provide enhanced data and business analysis, and targeted research and experimentation, in support of diversity and inclusion priorities
3. Expand research, outreach and benchmarking with jurisdictions and partners to inform strategy and decision-making for an agile public service, in the context of the future of work
4. Monitor and influence change readiness through modernized Public Service Employee Survey and Management Accountability Framework instruments
5. Expand integrated planning and governance advisory role and analytical capacity in support of strategic and timely decision-making
6. Provide advice, lead collaboration and ensure implementation of initiatives to encourage internal change and engagement to enable OCHRO’s new vision and transformation agenda

Management priorities

1. Continue with the Research, Planning and Renewal sector back-office organizational cleanup, including financial and human resources
2. Continue to monitor, maintain and improves employee wellness, engagement and satisfaction in light of the changing workplace environment and the COVID‑19 pandemic
3. Address capacity gaps in the areas of research, experimentation, data analytics, business intelligence, and planning and governance

Key deliverables for 2021–22

• Continue monitoring the Guidebook for Departments on the Easing of COVID‑19 Restrictions: Federal Worksites
• Revitalize Public Service Employee Survey approach allowing for richer analysis and development of thematic focus areas related to the future of work, and monitor changes readiness through the Public Service Employee Survey and Management Accountability Framework
• Create and implement a comprehensive people management data strategy to build strategic analytics and modelling capability
• Enhance diversity and inclusion benchmarks through data modelling
• Increase employee awareness of the OCHRO vision, priorities, values and change agenda
• Drive, convene, deliver and scale enterprise experimentation agenda and initiatives and experiment to refine and design an improved self-identification process/questionnaire as well as increase production and release of employment equity disaggregated data
• Contribute to the Organisation for Economic Co-operation and Development (OECD) Public Employment and Management working party and research on the future of work for the public sector and support internal/external policy research needs
• Consolidate the work of the Federal, Provincial and Territorial Working Group to develop environmental scans and policy papers and broad engagement on the future of work strategy and roadmap
• Develop an enterprise job structure to enable workforce analysis critical to understanding future of work impacts
• Provide leadership in the revision of the OCHRO internal change roadmap and aid the OCHRO Change Management and Engagement Working Group in designing projects and initiatives that enable “One OCHRO, One Voice”

Mandate

The Workplace Policies and Services sector is responsible for providing strategic leadership, advice and support for building an agile, inclusive and well-equipped public service. More specifically, Workplace Policies and Services provides federal institutions leadership, advice and guidance related to people management, employment equity and more. It develops and supports the implementation of policies and practices to promote an ethical, healthy and productive workplace. Furthermore, Workplace Policies and Services provides federal institutions leadership, advice and guidance on regulations, policies and programs in the areas of respecting language rights of federal employees, promoting a bilingual work environment, and overseeing the provision of communications and services to the Canadian public.

Business priorities

1. Work with stakeholders and provide leadership on people management and responding to COVID‑19
2. Evolve the people management policy suite for the future of work
3. Promote diversity and inclusion in staffing processes
4. Develop the HR community
5. Improve the health and well-being of the public service
6. Modernize the regime for official languages

Management priorities

1. Put in place the fundamentals of an administratively sound organization
2. Promote the health and well-being of all Workplace Policies and Services employees
3. Build employee engagement and alignment through meaningful, open communication across the sector
4. Contribute to OCHRO’s cultural evolution through timely change communications to employees

Key deliverables for 2021–22

• Develop a framework to facilitate and optimize remote work, including introducing interim changes or guidance for the Directive on Telework as required
• Organize recognition of COVID contributions during National Public Service Week
• Pilot a new service delivery approach for departments to access mental health supports
• Modernize the Official Languages Act
• Propose a new talent and performance management approach
• Update the Directive on Official Languages for People Management [This information has been redacted]
• Introduce improvements to and provide interpretations of the people management policy suite to enable the future of work
• Launch the initial functionalities of the online System of Official Languages Obligations, which will help Canadians more easily locate bilingual services
• Consult on a revised HR governance model that better aligns with the new Policy on People Management
• [This information has been redacted]

Global megatrends continue to drive rapid change

Disruptive trends

• Rapid reskilling and upskilling
• Use of artificial intelligence and machine learning
• Greater demand for remote work options and increased flexibility
• Heightened focus on employee well-being and work satisfaction
• Increased demand for trust and a participatory government process

Clear business drivers

Converging on areas of focus and priorities will drive planning and action

Codify gains

Accelerate future of work foundations

Enterprise infrastructure

• Build a modern and secure network for the Government of Canada
• Adopt an agile and innovative procurement approaches to contracting
• Repair and replace aged IT assets to increase the sustainability and resilience of critical operations
• Upgrade the network to improve remote working, connections to cloud services, and bandwidth in offices to support video conferencing at the desktop
• Provide modern, reliable and secure networks and infrastructure

Enterprise digital workspace

• Prioritize a mobile-first approach to technology devices with smartphones and tablets and reduce use of landlines and desktop computers
• Provide Government of Canada workforce common and accessible tools for productivity, collaboration, video conferencing and email

The Treasury Board of Canada Secretariat and Shared Services Canada continue to enhance accessibility and inclusion services to reflect a digital-first and distributed workforce!

Immediate next steps: now

• Agree on drivers, principles, priorities and areas of focus for the future of work
• Capture and codify practice, lessons and policy flexibilities put in place during COVID-19
• Develop a communication and engagement strategy to frame broad consultation with stakeholders
• Develop long-term future-of-work roadmap to articulate scenarios and interdependencies, and inform short-term decision points on people, physical and digital
• Confirm governance

Medium-term: three months

• Consolidate data, lessons and pain points from COVID-19, stakeholder input and ongoing workforce analysis and research
• Apply future-of-work lens to further assess and align:
  • current and ongoing projects and work
  • identification, definition and implementation of accelerator projects and experimentation
  • data, measurement and assessment strategies

Long-term

• Articulate a coherent, integrated long-term roadmap to inform enterprise and departmental efforts for the future
  • people (for example, review terms and conditions)
  • digital
  • physical

Tech-enabled public service

• Departments prepared to pivot, surge and redeploy
• Remote work is available
• Footprint reduction is minimal and iterative
• Departmental-based talent and skills management
• Tenure is mostly indeterminate
• Mobility in and out of public service is minimal
• Location of work drives recruitment and representation
• Total compensation components managed individually and focused on predictability
• Policy updates to adapt and clarify current accountabilities
• Maximize and align existing data and systems

Dynamic, hybrid public service

• Coordinated enterprise transformation, surge capacity and reskilling
• Remote work driven by purpose, design and results
• Footprint reduction is prioritized, hybrid designs throughout
• Enterprise talent and skills management capability
• Introduction of task-based work and increase in determinate work
• Mobility in and out of public service is encouraged, leveraged and deliberate
• Location of work and representation are leveraged and balanced for recruitment
• Total compensation modernized for sustainability and adapted to renewed workplace realities
• Policy rethink modernized, expanded and adapted to a shifting workplace
• Reset, realign and integrate data architecture and build data analytics capability to inform decision-making

Virtual-by-design public service

• Digital by default: digital service, virtual and remote management and talent deployment
• Remote work is assumed for a large portion of the public service
• Minimal footprint for critical and essential services and regional co-working
• Task-based talent and skills management
• Increased proportion of gig workers and project-based work
• Mobility in and out of public service is core to talent acquisition and recruitment
• Representation, skills and diversity of thought drive decisions – location is secondary consideration
• Total compensation segmented and adapted to the type of work and employee tenure
• New policy mindset: integrated and innovative employer / Treasury Board of Canada Secretariat policy frameworks
• Real time, business intelligence, artificial intelligence and machine learning
• Universal design

Majority working remotely

• 7 in 10 respondents indicated that they work remotely
• 11% work on-site and 17% work both on-site and remotely

Communication about the COVID‑19 pandemic was well handled

• Over three quarters of employees were satisfied with communications during the COVID‑19 pandemic. They felt that the communication about COVID‑19 was clear, timely, relevant and consistent, and provided in both official languages.
• Majority of respondents (84%) felt there was effective communication about available mental health services and resources.

Most employees felt supported by their supervisor during the pandemic

• 79% believed their supervisor supports their mental health and well-being.
• 69% would feel comfortable sharing concerns with their immediate supervisor about their mental health, and 80% about their physical health and safety.

Risk of exposure to COVID‑19 was identified as a stressor

• Almost one quarter of employees indicated high levels of work-related stress due to risk of exposure to COVID‑19:
  • more prevalent amongst on-site workers than remote workers (35% versus 18%)
• Almost 1 in 3 respondents have taken Leave 699:
  • women were more likely than men to use Leave 699 (33% versus 29%)
  • on-site workers used Leave 699 more than remote workers (42% versus 30%)