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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:
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.
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.
2012–13 | 2013–14 | 2014–15 |
---|---|---|
59,741 | 50,480 | 50,031 |
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) |
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:
Open Government
In December 2011, the Honourable Tony Clement, President of the Treasury Board, launched an Open Government Consultation and hosted the government's (and the Secretariat's) first tweet chat on the topic of open government.
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.
2012–13 | 2013–14 | 2014–15 |
---|---|---|
59,431 | 53,768 | 51,772 |
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) |
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:
Values and Ethics
A new Values and Ethics Code for the Public Sector and the Policy on Conflict of Interest and Post-Employment came into force in 2012. The new Code addresses emerging issues such as the use of social media. It applies to the entire public sector, including Crown corporations and separate agencies.
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.
2012–13 | 2013–14 | 2014–15 |
---|---|---|
35,295 | 35,295 | 35,295 |
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 |
E-Tabling
In 2011, for the first time, Departmental Performance Reports and the Canada's Performance report were made available to members of Parliament and Canadians primarily in electronic format, rather than in printed volumes. This saved thousands of pages of printing and facilitated readier access to the information.
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:
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.
2012–13 | 2013–14 | 2014–15 |
---|---|---|
32,912 | 32,532 | 32,532 |
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) |
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:
Horizontal Internal Audits
The Secretariat leads horizontal internal audits in small and large departments and agencies to address areas of government-wide risk. For example, in 2011 it conducted the Horizontal Internal Audit of Electronic Recordkeeping in Large Departments and Agencies. All horizontal audit reports are available on the Secretariat's website.
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.
2012–13 | 2013–14 | 2014–15 |
---|---|---|
3,153,193 | 3,153,193 | 3,153,193 |
2012–13 | 2013–14 | 2014–15 |
---|---|---|
Not applicable | Not applicable | Not applicable |
2012–13 | 2013–14 | 2014–15 |
---|---|---|
2,277,240 | 2,267,281 | 2,258,381 |
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) |
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.
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:
Internal Services include only those activities and resources that apply across an organization and do not include those provided for a specific program.
2012–13 | 2013–14 | 2014–15 |
---|---|---|
75,564 | 71,721 | 70,914 |
2012–13 | 2013–14 | 2014–15 |
---|---|---|
677 | 672 | 667 |
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:
Workplace 2.0
The Secretariat is looking at ways to adopt Workplace 2.0 concepts as part of its Workspace Renewal Initiative. This includes office designs that are flexible and maximize the use of space and technology in order to help improve productivity, and attract and retain employees.
For additional details on the Secretariat's Greening Government Operations activities, please see "List of Supplementary Information Tables" in Section III.