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Section II: Analysis of Program Activities by Strategic Outcome

Strategic outcome

Strategic outcome	Performance indicators	Targets
Government is well managed and accountable, and resources are allocated to achieve results.	Canada's ranking in The World Bank Worldwide Governance Indicators, indicator 3 "Government Effectiveness."	Top 10 among Organisation for Economic Co-operation and Development member countries (annually).

In support of its strategic outcome, the Secretariat works toward results that strengthen the effectiveness and efficiency of federal government management, support Parliament, Treasury Board, and Cabinet decisions, and ensure that Canadians are well served by a government that is accountable and transparent. The strategic outcome is supported by six program activities:

• Management Frameworks
• People Management
• Expenditure Management
• Financial Management
• Government-Wide Funds and Public Service Employer Payments
• Internal Services

Together, these program activities contribute to a well-managed and accountable public service that allocates resources appropriately and effectively to support results for Canadians. Effective government contributes to Canada's competitive advantage, providing a strong foundation for security, stability, and prosperity.

The following section describes the Secretariat's program activities and identifies their expected results, performance indicators, and targets. It presents the financial and human resources planned for each program activity, as well as specific initiatives that represent key investments and priorities for 2011–12.

Program activities

Program Activity 1: Management Frameworks

[D]

In support of Treasury Board's role as management board, the Secretariat provides the framework for the management of government operations. It does so by developing specific policies, regulations, directives, and guidelines that, once approved by the Treasury Board, provide the parameters within which deputy heads manage their departments. The Secretariat also helps build understanding and capacity by reaching out to the different communities within departments and agencies (e.g., finance, human resources) that support deputy heads in implementing Treasury Board policies.

In addition to capturing these responsibilities, the Management Frameworks program activity also supports the Secretariat's other program activities and is important for advancing change and continuous improvement in government management. Information about the programs and activities of the Secretariat is available on the Secretariat's website.^[ix]

Program Activity 1: Management Frameworks

Human Resources (FTEs) and Planned Spending ($ Thousands)
2011–12		2012–13		2013–14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
533	73,043	518	63,132	498	63,132

Program Activity Expected Results	Performance Indicators	Targets
Continuous improvement in the quality of public service management in the Government of Canada.	Averaged percentage (%) improvement in overall Management Accountability Framework[x] (MAF) scores across departments and agencies for identified areas of weakness from previous round.	5%

Planning Highlights

Through this program activity, the Secretariat will continue to support improved management performance and accountability within departments and agencies. Efforts in this area support the modernization of government operations, which is a key priority for the Secretariat (see "Strategic priorities for the 2011–14 period" in Section I). The Secretariat will also manage the risks associated with the shifting roles and responsibilities of the Secretariat and deputy heads (see "Risk analysis" in Section I).

To support this program activity, the Secretariat will undertake the following key initiatives in 2011–12:

• Support the government's efforts to consolidate internal and external services and standardize government business processes through initiatives such as the transformation of financial and human resource processes and functions.
• Engage departments and agencies to reduce the internal administrative burden (i.e., red tape) through continued implementation of the renewed Treasury Board policy suite^[vii] (e.g., reducing the rules burden for grants and contributions).
• Effectively support the work of the Red Tape Reduction Commission in improving conditions for investment and reducing barriers for business, as announced in Budget 2010.
• Continue to implement the Cabinet Directive on Streamlining Regulation^[xi] to help increase departmental capacity for regulatory analysis in priority areas.
• Develop a Government of Canada IM/IT Strategic Plan to promote common approaches in areas such as cyber security, shared systems, and aging IT infrastructure to support government program delivery and operational needs.
• Implement the Policy on Managing Procurement in support of the government's cost containment objectives.

Benefits for Canadians

Through the Management Frameworks program activity, the Secretariat promotes continuous improvement in the quality of public service management and the ongoing modernization of government operations; it thereby helps improve the efficiency and effectiveness of programs and services for Canadians.

Program Activity 2: People Management

[D]

The Treasury Board's people management role is supported by the Secretariat's People Management program activity. The Secretariat provides analysis and recommendations to Treasury Board to ensure that deputy heads across government have the policies and guidance they need to manage all aspects of human resources within their departments and agencies.

This program activity also includes the Secretariat's responsibilities for overseeing collective bargaining, labour relations, and pension and benefits plans. Information about the programs and activities of the Secretariat is available on the Secretariat's website.^[ix]

Program Activity 2: People Management

Human Resources (FTEs) and Planned Spending ($ Thousands)
2011–12		2012–13		2013–14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
490	59,541	475	57,833	457	51,939

Program Activity Expected Results	Performance Indicators	Targets
A federal public service characterized by a culture of excellence and highly engaged employees through strong leadership and a well-managed workforce and workplace.	Improvement in the Public Service Employee Survey[xii] and administrative data in the areas of engagement and culture of excellence.	Improvement in survey and administrative results (ongoing).
Improved people management performance across the federal government.	Percentage (%) of departments and agencies demonstrating year-over-year improvement in Area of Management (AoM) 10, People Management, as assessed through the MAF.	Target will be based on benchmarks going forward from 2010–11.[3]

Planning Highlights

This program activity supports key strategic priorities for the Secretariat, including crystallizing and implementing the new approach to people management and modernizing human resources operations (see "Strategic priorities for the 2011–14 period" in Section I). In delivering this program activity, the Secretariat will also manage possible risks related to the shifting roles and responsibilities of the Secretariat and deputy heads (see "Risk analysis" in Section I).

The following key initiatives will support results under this program activity in 2011–12:

• Advance renewal of the people management policy suite (e.g., values and ethics, workplace policies) to support deputy head accountability and effective management practices.
• Support implementation of the Common Human Resources Business Process initiative to improve people management capacity across departments and agencies.
• Work with stakeholders to modernize pension and benefits, and advance the Disability Management Initiative to ensure a comprehensive approach to compensation management.
• Develop regulations that support the implementation of the Public Sector Equitable Compensation Act.^[xiii]
• Consider and address the results of the legislative review of the Public Service Modernization Act.^[vi]

Benefits for Canadians

Through the People Management program activity, the Secretariat works to build the capacity of the federal public service to serve Canadians and maintain their trust. This includes attracting, motivating, and retaining a highly effective workforce and ensuring that human resources are managed efficiently and coherently across departments and agencies. It also includes ensuring that compensation is managed within fiscal realities, so that Canadians receive value for money, while also respecting the principle of comparability in the Canadian labour market.

Program Activity 3: Expenditure Management

[D]

Of all the Treasury Board's roles, the budget office is probably the best known. It is supported by two program activities: Expenditure Management and Financial Management. Through the Expenditure Management program activity, the Secretariat supports government-wide expenditure planning, allocation, and oversight. The Secretariat provides analysis and support to the President of the Treasury Board to report to Parliament first on the funding estimated for government operations in a specific year and then on the amounts actually expended.

The Expenditure Management program activity includes the Secretariat's responsibility for managing public sector compensation (i.e., the costs of pay and benefits). It also includes the Secretariat's role in reviewing, analyzing, and challenging departmental spending proposals to ensure a focus on results and value for Canadians.

Information about the programs and activities of the Secretariat is available on the Secretariat's website.^[ix]

Program Activity 3: Expenditure Management

Human Resources (FTEs) and Planned Spending ($ Thousands)
2011–12		2012–13		2013–14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
301	36,312	292	35,387	281	35,387

Program Activity Expected Results	Performance Indicators	Targets
Sound analysis of financial information to support decision making on allocating funds to achieve priorities and provide value for money for program expenditures.	Percentage of Treasury Board submissions that are deferred or not approved, based on information provided to Treasury Board, as a percentage of the total number of submissions considered by the Treasury Board.	20% annually
	Percentage of departmental strategic reviews deemed as comprehensive by Treasury Board ministers.	100% (over a four-year cycle)

Planning Highlights

Supporting cost containment is a key priority for the Secretariat, in line with the government's increased focus on economic recovery and the return to balanced budgets (see "Strategic priorities for the 2011–14 period" in Section I). As a result, the Secretariat will need to be ready to respond to an increasing range of fiscal restraint measures (see "Risk analysis" in Section I).

To support this program activity, the Secretariat will undertake the following key initiatives in 2011–12:

• Continue to guide implementation of key measures to support government cost containment, such as the three-year operating budget freeze for all federal departments.
• Launch the second cycle of strategic reviews of all direct program spending by engaging a first cluster of departments and agencies in the 2011–12 round of reviews.

Benefits for Canadians

Canadians benefit from government programs and services that provide value for taxpayers' money and are effective, efficient, and focused on results. The Secretariat's Expenditure Management program activity helps ensure that government spending is continually subject to comprehensive review and that decision making is supported by the best available information.

Program Activity 4: Financial Management

[D]

The Financial Management program activity is the other aspect of the budget office function. Through this program activity, the Secretariat develops policies and guidance to ensure that the financial management community across government has the right direction to carry out its financial responsibilities. The quality of financial management across departments is important for maintaining the accuracy and integrity of the government's financial records and accounts.

This program activity also includes the Secretariat's efforts to build capacity within the financial and audit communities, as well as its audit responsibilities. Information about the programs and activities of the Secretariat is available on the Secretariat's website.^[ix]

Program Activity 4: Financial Management

Human Resources (FTEs) and Planned Spending ($ Thousands)
2011–12		2012–13		2013–14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
183	33,057	178	26,467	171	26,467

Program Activity Expected Results	Performance Indicators	Targets
Effective financial management function in the Government of Canada.	Improving content and timeliness of public financial reporting.	Clean audit opinion (annually).
Effective internal audit function in the Government of Canada.	Percentage (%) of planned risk-based horizontal audits conducted in large and small departments and agencies.	80% annually.

Planning Highlights

Efforts under this program activity support two of the Secretariat's strategic priorities: sound financial management of government resources and the modernization of government operations related to financial management (see "Strategic priorities for the 2011–14 period" in Section I). To support this program activity, the Secretariat will undertake the following key initiatives in 2011–12:

• Respond to the results of the evaluation of the Policy on Internal Audit^[xiv] to ensure an effective internal audit function within departments and agencies.
• Support deputy heads in implementing new quarterly financial reporting requirements to provide consistency of financial information across the Government of Canada.
• Continue developing standardized business processes and financial data across departments and agencies in support of efficiency and conformity with financial management policies.
• Continue to support implementation of the suite of financial management policies (e.g., Policy on Internal Control).^[xv]

Benefits for Canadians

Through the Financial Management program activity, the Secretariat helps to ensure the effective, efficient, and economical use of public resources and to safeguard public assets. It does so by strengthening financial management and internal audit practices across the federal public service and by supporting accountability in the management of public resources.

Program Activity 5: Government-Wide Funds and Public Service Employer Payments

[D]

The Government-Wide Funds and Public Service Employer Payments program activity accounts for funds that are held centrally by the Secretariat to supplement other appropriations, from which 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 employer of the core public administration.

Program Activity 5: Government-Wide Funds and Public Service Employer Payments

Human Resources (FTEs) and Planned Spending ($ Thousands)
2011–12		2012–13		2013–14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
–	2,452,225	–	2,328,354	–	2,318,396

Program Activity Expected Results	Performance Indicators	Targets
Payments and receipts, held centrally by the Secretariat, are made on behalf of other federal government departments and agencies in an administratively sound and efficient manner.	Payments are made appropriately and on time.	Payments made as required by end of fiscal year 2011–12.

Planning Highlights

Administration of central funds falls under the Expenditure Management and People Management program activities; however, their associated financial resources are shown separately under Program Activity 5 in the program activity architecture for visibility and reporting purposes. Related information on planned spending is presented as online supplementary information in Section III.

Program Activity 6: Internal Services

[D]

Like any other department, the Secretariat must also implement Treasury Board policies to ensure the smooth running of its internal operations. Efforts in this area are captured in the Internal Services program activity. These include support functions such as communications, financial and human resources management, real property, information technology, and procurement. These services support all the Secretariat's other program activities. Information about the programs and activities of the Secretariat is available on the Secretariat's website.^[ix]

Program Activity 6: Internal Services

Human Resources (FTEs) and Planned Spending ($ Thousands)
2011–12		2012–13		2013–14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
709	80,471	688	78,202	661	77,429

Identified FTEs provide some shared services to other departments, such as the Department of Finance Canada, the Privy Council Office, and the Canada School of Public Service.

Planning Highlights

Efforts under this program activity will support improvements in the efficiency and effectiveness of the Secretariat's internal operations. This includes using the integrated business planning process to address government cost containment measures as they apply to the Secretariat, such as the operating budget freeze and the cap on travel and hospitality. Specific initiatives in this area in 2011–12 will support the Secretariat's management priorities (see "Management priorities" in Section I). The Secretariat is also managing departmental risks relevant to this program activity, such as aging IT infrastructure, information security, organizational change, and emergency preparedness (see "Risk analysis" in Section I).

Specific efforts to support continuous improvement in the Secretariat's operations will include the following key initiatives:

• Effectively manage implementation of the results of the Secretariat's 2009–10 Strategic Review.
• Effectively manage the impact of cost containment measures by identifying efficiencies in the Secretariat's internal operations, such as streamlining business processes.
• Strengthen integrated planning within the Secretariat by moving to a more strategic three-year planning horizon.
• Develop a long-term accommodation plan that includes plans to renew the Secretariat's workplace.
• Consolidate and relocate the Secretariat's data centres and continue implementation of the Employee Innovation Program.

The Secretariat will also undertake initiatives to strengthen its enabler role and simplify its oversight function, including the following:

• Use feedback from departments and agencies to strengthen the Secretariat's internal capacity to carry out its enabler role.
• Develop an IM/IT strategy for 2011–14, including an "IM road map" to support more effective use of the Secretariat's data and information.
• Support departmental implementation of Treasury Board policies through the provision of tools, guidance, and functional community capacity building.

It is through the Internal Services program activity that the Secretariat contributes to the Federal Sustainable Development Strategy. This includes integrating a sustainable development approach to the following areas: electronic waste, managed print, paper consumption, green meetings, and green procurement. Starting in 2011–12, the Secretariat will establish responsibilities, accountabilities, and performance baselines and develop effective systems to monitor results and progress. Targets, timelines, and additional details on the Secretariat's Greening Government Operations activities can be found as supplementary information in Section III.

Benefits for Canadians

The Internal Services program activity provides the necessary support for the success of all the Secretariat's program activities. Efforts by the Secretariat to continually improve its internal services contribute to better results in its core roles as a central agency and thus to a well-managed and accountable government.

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