ARCHIVED - Treasury Board of Canada Secretariat - 2013–14 Report on Plans and Priorities

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Analysis of Programs by Strategic Outcome

Strategic Outcome

Strategic Outcome: Government is well managed and accountable, and resources are allocated to achieve results.

Performance Indicators	Targets
Canada's ranking in the World Bank Worldwide Governance indicators, indicator three: “Government Effectiveness”	Top 10 among Organization for Economic Co-operation and Development member countries

Results achieved in support of the Secretariat's strategic outcome strengthen the effectiveness and efficiency of the federal government; support decision making by Parliament, the 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 programs:

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

This section describes each of the Secretariat's programs 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 and highlights some key planned initiatives for 2013–14.

Program 1: Management Frameworks

Program Description

The Management Frameworks program establishes principles for sound governance and management in the Government of Canada by helping ministers set government-wide policy direction in targeted areas. These areas include service and program modernization, information management, information technology, security, communications and regulatory management. This program achieves its results by communicating clear expectations for deputy heads and by adopting principles-based approaches and risk-informed oversight.

Working with departments, agencies and functional communities (e.g., regulation, information technology, security), the Secretariat provides leadership, oversight, assessment and guidance in areas related to management policy and regulatory development, compliance, and performance reporting. This work also includes responding to emerging public sector management issues and promoting informed risk- taking, innovation, cost-effectiveness, efficiency, transparency, and accountability.

This program is underpinned by a broad set of enabling legislation, including the Financial Administration Act and the Federal Accountability Act.

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
53,842	53,842	50,963	50,637

Human Resources (Full-Time Equivalents—FTEs)

2013–14	2014–15	2015–16
374	356	356

Program Expected Results	Performance Indicators	Targets
Sound governance and management in the Government of Canada	Percentage of departments and agencies that obtained at least an acceptable Management Accountability Framework (MAF) rating for citizen-focused service, management of security, integrated risk management, information management, and information technology	75% (March 2014)

Planning Highlights

In addition to the expected results identified above, efforts under this program will contribute to meeting the Secretariat's priorities, in particular Priorities 1 and 3 described in the section Organizational Priorities. In this context, the Secretariat will also manage risks related to modernizing government administration, meeting fiscal objectives, aligning its oversight regime appropriately and managing the security and integrity of its information technology (IT) systems, as described in the section Risk Analysis.

As part of this program, the Secretariat will undertake the following key initiatives in 2013–14:

• Support more efficient and effective multi-channel service delivery by modernizing the government's online presence, making greater use of e-services and implementing better cyber authentication;
• Continue to implement Open Government, including key commitments in Canada's Action Plan on Open Government, in particular “open data,” and modernize the Access to Information and Privacy program;
• Standardize, consolidate and re-engineer government back office systems to increase efficiency and reduce costs, with a focus on common IT applications and end-user devices;
• Further reduce regulatory red tape and support business competitiveness by implementing the Red Tape Reduction Action Plan; and
• Reform the Lobbying Act to increase transparency and compliance, and to support integrity in decision making.

Program 2: People Management

Program Description

The People Management program supports activities of the Treasury Board in its role as the employer of the core public administration. The program's primary objectives are to lead people management and leadership excellence, to support human resources infrastructure and to ensure the appropriate degree of consistency in people management across the public service. In certain instances, activities extend beyond the core public administration to separate agencies, members of the Royal Canadian Mounted Police and the Canadian Forces, locally engaged staff, students and appropriation-dependent Crown corporations.

To support deputy heads and to provide Parliament and Canadians with a clear view of the overall state of people management, this program enables the development and implementation of direction-setting strategic frameworks and policies such as classification, executive management, official languages, and values and ethics; the establishment of people management indicators, measures, oversight and monitoring; and the collection and analysis of reliable and consistent data regarding the public service.

The program also enables prudent fiscal management of resources in the areas of classification, total compensation (collective bargaining, wages and salaries, terms and conditions of employment, pensions and benefits) and labour relations, and supports departments as they implement Government of Canada decisions regarding expenditures and programs. Responsibilities in areas other than classification and labour relations are shared with the Expenditure Management program.

The People Management program is underpinned by a number of pieces of legislation, which are identified in the Policy Framework for People Management and the Policy Framework for the Management of Compensation.

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
51,859	51,859	47,286	47,286

Human Resources (Full-Time Equivalents—FTEs)

2013–14	2014–15	2015–16
373	347	347

Program Expected Results	Performance Indicators	Targets
Effective people management in the Government of Canada	Percentage of assessed departments and agencies that obtained at least an acceptable MAF rating for people management	95% (March 2017)
	Percentage of assessed departments and agencies that obtained at least an acceptable MAF rating for identified areas of weakness from the previous round of assessment for people management	65% (March 2014)

Planning Highlights

In addition to the expected results identified above, efforts under this program will contribute to meeting the Secretariat's priorities, in particular Priority 2 described in the section Organizational Priorities. The Secretariat will also manage risks related to modernizing government administration, meeting fiscal objectives and aligning its oversight regime appropriately, as described in the section Risk Analysis.

As part of this program, the Secretariat will undertake the following key initiatives in 2013–14:

• Advance a sustainable and holistic approach to public service compensation that reflects modern employment conditions, with a focus on position classification, pensions and equitable compensation;
• Strengthen strategic workforce planning and management and increase support for managers to promote and recognize employee excellence and excellence in public service management; and
• Modernize the delivery of government-wide internal human resources services, with a focus on common business processes, data structures and system configurations.

Program 3: Expenditure Management

Program Description

The Expenditure Management program helps align 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, the Secretariat undertakes the review, analysis, and challenge of plans and proposals that involve departmental spending, expenditure forecasting and strategies, expenditure management of total compensation and results-based management.

This work, as well as the production of government Estimates documents and reporting to Parliament, forms part of the Expenditure Management System, which is the framework for developing and implementing the government's spending plans and priorities within the limits established by the budget, implemented in coordination with the Department of Finance Canada and the Privy Council Office.

The primary pieces of legislation underpinning the program's activities are the Financial Administration Act and the Public Sector Equitable Compensation Act.

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
32,866	32,866	32,104	32,104

Human Resources (Full-Time Equivalents—FTEs)

2013–14	2014–15	2015–16
271	256	256

Program Expected Results	Performance Indicators	Targets
Government expenditures facilitate the achievement of government priorities in a prudent, effective and accountable manner	Percentage of departments and agencies that obtained at least an acceptable MAF rating for managing for results	65% (March 2014)
	Percentage of large departments that obtained at least an acceptable MAF rating for quality and use of evaluation	75% (March 2014)

Planning Highlights

In addition to the expected results identified above, efforts under this program will contribute to meeting the Secretariat's priorities, in particular Priority 1 described in the section Organizational Priorities. The Secretariat will also manage risks related to modernizing government administration, meeting fiscal objectives and aligning its oversight regime appropriately, as described in the section Risk Analysis.

As part of this program, the Secretariat will undertake the following key initiatives in 2013–14:

• Enhance the effectiveness of the Secretariat's challenge function and its oversight, monitoring and reporting of government expenditures and cost-containment measures, without increasing the reporting burden; and
• Improve information provided on government program expenditures and look at ways to use technology to make Estimates information more accessible and usable, including e-reporting, in keeping with the goal of open government.

Program 4: Financial Management

Program Description

The Financial Management program provides oversight and direction to federal organizations to improve the stewardship of taxpayers' dollars and government assets.

The program works to strengthen financial management, internal audit, management of real property and materiel, investment planning, project management and procurement across the federal public service. This is accomplished by providing direction to departments; demonstrating leadership; developing and maintaining policies, guidance and practices; nurturing sustainable and professional communities (e.g., finance, procurement, audit); and helping improve government operations.

The legislative authority for this program is the Financial Administration Act and Appropriation Acts.

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
32,613	32,613	32,524	32,524

Human Resources (Full-Time Equivalents—FTEs)

2013–14	2014–15	2015–16
224	222	222

Program Expected Results	Performance Indicators	Targets
Sound comptrollership in the Government of Canada	Percentage of departments and agencies that obtained at least an acceptable MAF rating for financial management and control, internal audit, and management of acquired services and assets	85% (March 2014)

Planning Highlights

In addition to the expected results identified above, efforts under this program will contribute to meeting the Secretariat's priorities, in particular Priority 1 described in the section Organizational Priorities. The Secretariat will also manage risks related to modernizing government administration, meeting fiscal objectives and aligning its oversight regime appropriately, as described in the section Risk Analysis.

As part of this program, the Secretariat will undertake the following key initiatives in 2013–14:

• Modernize and standardize government-wide financial management systems, processes, data structures and system configurations to increase efficiency and enhance oversight;
• Review and renew policies relating to investment planning, project management, real property and procurement;
• Continue to support departmental Internal Audit functions in providing strategic oversight on cost-containment measures and in the identification of operational efficiencies; and
• 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 5: Government-Wide Funds and Public Service Employer Payments

Program Description

The Government-Wide Funds and Public Service Employer Payments program accounts for funds that are held centrally to supplement other appropriations, from which allocations are made to, or payments and receipts are made on behalf of, other federal organizations. These funds supplement the standard appropriations process and meet certain responsibilities of the Treasury Board as the employer of the core public administration, including employer obligations under the public service pension and benefits plans.

The administration of these funds falls under the Expenditure Management program and the People Management program, but their financial resources are shown separately in the Program Alignment Architecture (PAA) for visibility and reporting purposes.

Government-Wide Funds (Central Votes)

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
3,153,193	3,153,193	3,153,193	3,153,193

Human Resources (Full-Time Equivalents—FTEs)

2013–14	2014–15	2015–16
Not applicable	Not applicable	Not applicable

Public Service Employer Payments

Financial Resources ($ thousands)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
2,267,281	2,267,281	2,258,381	2,248,181

Human Resources (Full-Time Equivalents—FTEs)

2013–14	2014–15	2015–16
Not applicable	Not applicable	Not applicable

Program Expected Results	Performance Indicators	Targets
Allocations, payments and receipts managed by the Secretariat are made, as required	Percentage of allocations and payments made as required	100% (March 2014)

Planning Highlights

Administration of central funds falls under the Expenditure Management and People Management programs; however, as previously noted, their associated financial resources are shown separately under Program 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 programs.

Planned spending for this program is related to a number of centrally managed votes, which are described in Appendix A. Related information on planned spending is presented in the section Supplementary Information.

Program 6: Internal Services

Program 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 include the following services:

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

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)

Total Budgetary Expenditures (Main Estimates) 2013–14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
71,245	71,245	67,704	66,922

Human Resources (Full-Time Equivalents—FTEs)

2013–14	2014–15	2015–16
606	566	558

Planning Highlights

Efforts under this program will support the Secretariat's Priority 4: Renew the Secretariat's workplace to enhance internal efficiency and effectiveness, as described in the section Organizational Priorities. At the same time, the Secretariat will manage risks related to the transformation of its internal processes, as described in the section Risk Analysis. To support this program, the Secretariat will undertake the following key initiatives in 2013–14:

• Review, redesign and automate business processes;
• Upgrade its technologies to meet the needs of new business processes and a mobile and connected workforce;
• Optimize and leverage existing data and information; and
• Pilot new approaches for organizing its work environment to foster innovation and collaboration, and reduce office space.

As part of its contribution to Theme IV of the Federal Sustainable Development Strategy, 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 the supplementary table Greening Government Operations.

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