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Section II - Analysis of Program Activities by Strategic Outcome

Strategic Outcome

Strategic Outcome	Performance Indicator	Target
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 in the Organisation for Economic Co-operation and Development (annually).

Results achieved in support of the Secretariat's strategic outcome strengthen the effectiveness and efficiency of the federal government, support decision making by Parliament, Treasury Board and Cabinet, and ensure that Canadians are well served by a government that is accountable and transparent. Effective government contributes to Canada's competitive advantage, providing a strong foundation for security, stability and prosperity. 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

This section describes each of the Secretariat's program activities and identifies their expected results, performance indicators and targets, in line with the Policy on Management, Resources and Results Structures. It presents the financial and human resources planned for each program activity and highlights some key planned initiatives for 2012–13.

Program Activity 1: Management Frameworks

Program Activity Description

The Management Frameworks program activity establishes guiding principles and expectations for public sector management. It includes setting government-wide policy directions in targeted areas such as governance, regulatory management, the Management Accountability Framework (MAF), service, information management and technology. Working with all federal organizations, the Secretariat provides leadership, a challenge function, and community enablement in areas related to policy development, compliance, performance reporting, and capacity building of functional communities in key areas of management. This work includes new and emerging issues and priorities related to the management of the public service and the promotion of a cultural shift in how government deals with risk and innovation. In turn, this work informs the policies in the Expenditure, Financial and People Management program activities. This program activity is underpinned by a broad set of enabling legislation, including the Financial Administration Act.

Financial Resources ($ thousands)

2012–13	2013–14	2014–15
59,741	50,480	50,031

Human Resources (FTEs)

2012–13	2013–14	2014–15
455	413	413

Program Activity Expected Results	Performance Indicators	Targets
Sound governance and  management in the Government of Canada	Per cent of departments/agencies that obtained a rating of "Acceptable" or "Strong" in the MAF Areas of Management for Citizen-Focused Service, Management of Security, Risk Management, Information Management and Information Technology.	75% (2012–13)
	Average percentage improvement in overall MAF scores for identified areas of priority from previous year.	5% (2012–13)

Planning Highlights

Through the Management Frameworks 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 as a key priority for the Secretariat (see Priority 2 under "Organizational Priorities" in Section I). The Secretariat will also manage risks related to the modernization of government and the shifting roles and responsibilities of the Secretariat and deputy heads (see "Risk analysis" in Section I). As part of this program activity, the Secretariat will undertake the following key initiatives in 2012–13:

• Continue to develop and implement the Open Government initiative to facilitate public access to government data and information, and engage Canadians.
• Support the government's response to the recommendations of the Red Tape Reduction Commission, including the implementation of a One-for-One Rule. This rule will require the removal of at least one regulation each time a new regulation is introduced that imposes administrative burden on businesses.
• Implement a series of targeted changes to Treasury Board policy instruments to reduce the administrative and reporting burden placed on departments and agencies, and advance an efficient, risk-based approach to management oversight.
• Support Shared Services Canada by re-aligning Treasury Board policies to facilitate consolidating government internal services (i.e., email, data centre and network services) into one common operating model.

Program Activity 2: People Management

Program Activity Description

The People Management program activity supports efforts across the federal public service to achieve strong leadership and a well-managed workforce and workplace. These elements provide the foundation for driving employee engagement and a culture of excellence, leading to high-quality policies, programs and services, and a sustained and productive public service. In certain instances, this program activity includes efforts that extend beyond the core public administration to separate employers and Crown corporations. It undertakes direction-setting activities that include: developing and implementing people management–related frameworks and policies; setting and monitoring departmental people management performance expectations; conducting research and analysis regarding the state of people management; and supporting the effective management of the leadership cadre. This program activity also provides public service–wide leadership on managing compensation, which it shares with the Expenditure Management program activity, and includes collective bargaining and associated labour relations, and establishing and maintaining the public service pension and benefits regime. The People Management program activity supports enabling infrastructure including the human resources functional community and the underlying business processes and systems; it is underpinned by legislation that includes the Financial Administration Act, the Public Service Employment Act, the Public Service Labour Relations Act, the Public Servants Disclosure Protection Act, the Official Languages Act, and the Employment Equity Act.

Financial Resources ($ thousands)

2012–13	2013–14	2014–15
59,431	53,768	51,772

Human Resources (FTEs)

2012–13	2013–14	2014–15
494	414	414

Program Activity Expected Results	Performance Indicators	Targets
Effective people management in the Government of Canada	Per cent of assessed departments/agencies that obtained an overall rating of "Acceptable" or "Strong" in the MAF Area of Management for People Management.	95% (2016–17)
	Per cent of assessed departments/agencies that obtained a rating of "Acceptable" or "Strong" for identified areas of weakness in the previous round of MAF assessment in the Area of Management for People Management.	65% (2013–14)

Planning Highlights

This program activity supports the Secretariat's priority to enable a modern and sustainable approach to people management (see Priority 3 under "Organizational Priorities" in Section I). The Secretariat will also manage possible risks related to clarifying and better aligning the roles and responsibilities of the Secretariat and deputy heads (see "Risk analysis" in Section I). As part of this program activity, the Secretariat will undertake the following key initiatives in 2012–13:

• Enable effective workforce planning and performance in departments and agencies by providing tools and advice that may be used to support the implementation of their cost reduction and other initiatives, including the Disability Management Transformation Project.
• Continue to support deputy heads in their accountability for effective people management, including implementing the Values and Ethics Code for the Public Sector and the accompanying Policy on Conflict of Interest and Post-Employment; reviewing the application of official languages policies; and streamlining the suite of Treasury Board policies, such as those related to the management of executives.
• Advance a simplified, integrated and modern approach to public service pensions and benefits to facilitate long-term efficiencies, sustainability and cost containment, with a focus in 2012–13 on aligning the governance structures and design of the pension, health, dental and disability insurance plans.
• Publish regulations that support the implementation of the Public Sector Equitable Compensation Act, and develop awareness and education plans.

Program Activity 3 : Expenditure Management

Program Activity Description

The Expenditure Management program activity helps ensure the alignment of resources to achieve government priorities in a way that maximizes value for money and provides a whole-of-government perspective on matters related to direct program spending. Working with all federal organizations that are subject to budget appropriation, this program activity undertakes the review, analysis, and challenge of plans and proposals involving departmental spending, development of expenditure forecasts and strategies, compensation management, and results-based management. It also supports production of the government's Estimates documents and reporting to Parliament. This program activity forms part of the Expenditure Management System, the framework for the development and implementation of the government's spending plans and priorities within the limits established by the budget, which is implemented in coordination with the Department of Finance Canada and the Privy Council Office. The primary piece of legislation underpinning the program's activities is the Financial Administration Act.

Financial Resources ($ thousands)

2012–13	2013–14	2014–15
35,295	35,295	35,295

Human Resources (FTEs)

2012–13	2013–14	2014–15
270	264	264

Program Activity Expected Results	Performance Indicators	Targets
Value for money in the management of expenditures in the Government of Canada	Per cent of departments/agencies that obtained a rating of "Acceptable" or "Strong" in the MAF Area of Management for Managing for Results.	65% (2013–14)
	Per cent of large departments that achieved a minimum rating of "Acceptable" in the MAF Area of Management for Quality and Use of Evaluation.	70% (2012–13)
	Per cent of decision makers satisfied with the financial and non-financial information they are provided to assess value for money.	Under development

Planning Highlights

Ensuring value for money in government spending is a key priority for the Secretariat, in line with the government's goal of returning to balanced budgets in the medium term (see Priority 1 under "Organizational Priorities" in Section I). The Secretariat will also be prepared to support the government as it responds to ongoing economic uncertainty (see "Risk Analysis" in Section I). As part of this program activity, the Secretariat will undertake the following key initiatives in 2012–13:

• Support departments and agencies in implementing their cost-reduction plans.
• Better leverage existing expenditure management data to support effective oversight, analysis and decision making, including advancing the development and use of a government-wide information dashboard.
• Modernize Treasury Board operations through the piloting of an "electronic Treasury Board," which includes replacing paper-based binders for ministers with electronic devices.

Program Activity 4: Financial Management

Program Activity Description

The Financial Management program activity promotes good financial management practices across government to ensure that financial activities are carried out effectively and efficiently. Working with all federal organizations, the Secretariat delivers on this role by: developing financial management, accounting, transfer payment and internal audit policies, directives and standards; assisting departments by providing leadership, policy advice and guidance; setting performance expectations and monitoring performance; building capacity and community development within the functional communities; planning horizontal audits and conducting audits of small departments and agencies; providing financial oversight and reporting; and advising central agencies and departments on financial authority issues associated with the Financial Administration Act and the Appropriation Acts, the primary pieces of legislation underpinning the Financial Management program activity.

Financial Resources ($ thousands)

2012–13	2013–14	2014–15
32,912	32,532	32,532

Human Resources (FTEs)

2012–13	2013–14	2014–15
170	163	163

Program Activity Expected Results	Performance Indicators	Targets
Sound comptrollership in the Government of Canada	Per cent of departments/agencies that obtained a rating of "Acceptable" or "Strong" in the MAF Areas of Management for Internal Audit, Financial Management and Control, Procurement, Asset Management, and Investment Planning and Management of Projects.	85% (2012–13)

Planning Highlights

The Financial Management program activity will contribute to the Secretariat's priorities to ensure value for money and to modernize government (see Priority 1 and Priority 2 under "Organizational Priorities" in Section I). Efforts in 2012–13 will focus on enabling deputy heads to implement improvements to financial systems and reporting, on building capacity in the financial management community, and on strengthening the internal audit and assets and acquired services functions. As part of this program activity, the Secretariat will undertake the following key initiatives in 2012–13:

• Advance the standardization of financial business processes and common financial information, including implementing guidelines for the government's top financial management business processes.
• Complete the implementation of the suite of Treasury Board financial management policies and advance the renewal of policies in the areas of procurement and assets management.
• Develop guidance regarding the use of financial analytical tools and techniques to enable the internal audit function in departments and agencies to test their internal financial controls.
• Support the development of succession planning for chief financial officers and chief audit executives through talent management and community development initiatives, and by addressing competency gaps.

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

Program Activity Description

The Government-Wide Funds and Public Service Employer Payments program activity accounts for funds that are held centrally 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 Secretariat as the employer of the federal public service.

Government-Wide Funds (Central Votes)

Financial Resources ($ thousands)

2012–13	2013–14	2014–15
3,153,193	3,153,193	3,153,193

Human Resources (FTEs)

2012–13	2013–14	2014–15
Not applicable	Not applicable	Not applicable

Public Service Employer Payments

Financial Resources ($ thousands)

2012–13	2013–14	2014–15
2,277,240	2,267,281	2,258,381

Human Resources (FTEs)

2012–13	2013–14	2014–15
Not applicable	Not applicable	Not applicable

Program Activity Expected Results	Performance Indicators	Targets
Allocations, payments and receipts managed by the Secretariat are made, as required.	Per cent of allocations and payments made as required.	100% (2012–13)

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 PAA for visibility and reporting purposes. Other contingency funds are available to other government departments, if required, and expenditures are identified under their program activities. Planned spending for this program activity relates to a number of centrally managed votes, which are described in Appendix A. Related information on planned spending is presented as online supplementary information in Section III.

Program Activity 6: Internal Services

Program Activity Description

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are:

• Management and Oversight Services;
• Communications Services;
• Legal Services;
• Human Resources Management Services;
• Financial Management Services;
• Information Management Services;
• Information Technology Services;
• Real Property Services;
• Materiel Services;
• Acquisition Services; and
• Travel and Other Administrative Services.

Internal Services include only those activities and resources that apply across an organization and do not include those provided for a specific program.

Financial Resources ($ thousands)

2012–13	2013–14	2014–15
75,564	71,721	70,914

Human Resources (FTEs)

2012–13	2013–14	2014–15
677	672	667

Planning Highlights

Efforts under this program activity will support the Secretariat's priority to pursue greater efficiency and effectiveness in its internal operations (see Priority 4 under "Organizational Priorities" in Section I). The Secretariat is also managing departmental risks relevant to this program activity, including in the areas of information security, shared services and emergency responsiveness (see "Risk Analysis" in Section I). To support this program activity, the Secretariat will undertake the following key initiatives in 2012–13:

• Develop and begin implementing a multi-year plan to improve operational efficiency by automating streamlined processes, transferring IT services that are part of the mandate of Shared Services Canada, and introducing enhanced electronic recordkeeping.
• Implement the Secretariat's long-term accommodation plan and advance the Workspace Renewal Initiative.
• Apply the perspective of the Secretariat's enabler role in developing operational and central agency initiatives, including a focus on building strategic partnerships, facilitating collaboration and greater use of risk-based approaches.
• 
  As part of its contribution to Theme IV of the FSDS (see "Contribution to the FSDS" in Section I), the Secretariat will contribute to targets for Greening Government Operations in the following areas:
  • Disposal of surplus electronic equipment;
  • Reduction of printing units and paper consumption;
  • Green meetings; and
  • Green procurement.

For additional details on the Secretariat's Greening Government Operations activities, please see "List of Supplementary Information Tables" in Section III.

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